On May 19, Coronado voters will return to the polls to weigh in on a number of statewide propositions and to elect a new member to Coronado’s City Council, replacing Councilmember Casey Tanaka, who was elected Mayor last November.

MEET BARBARA DENNY
I’m a happily married homeowner who cares deeply about Coronado and all the people who live here. I support homeowners’ rights, our businesses, schools, hospital and public safety. I oppose municipal parcel taxes, the tunnel and overdevelopment.

Aided by former State Senator Dede Alpert, as a private citizen I helped save the Coronado commuter ferry service from de-funding by SANDAG. I served on the executive board of the Coronado Transportation Management Association. I am currently an attorney in private practice with previous experience as the Land Use Intern for former San Diego City Councilmember Scott Peters and a Child Support Enforcement Attorney in the San Diego District Attorney’s office. I also worked on staff in United States Senator Dianne Feinstein’s San Diego office, proudly serving our military veterans at the national level.

Why I am the Right Choice: I’m passionately dedicated to preserving our values and keeping Coronado on the right track. I understand the complex issues involved in managing our density. I have the background and experience to help our city put long-term smart growth into action instead of shortsighted overdevelopment and lot splitting. I’m a strong advocate for protecting citywide property values and preserving our community authenticity by strengthening our Mills Act program. This will save historic homes from being torn down and replaced with four homes where there was one. I’ll work hard to implement financially affordable and environmentally safe alternatives to the tunnel.

MEET JERRY MITCHELL
I am a Coronado citizen of 31 years, having moved here after retiring from the United States Marine Corps with the rank of Colonel. My business career has mostly involved real estate activities. More specifically, I developed two residential tracts in San Diego, syndicated general partnerships for the purpose of purchasing apartment complexes and lastly I was co-owner and Vice President of Prudential California Realty here in Coronado.

For over twenty years I served as member and past chair of the Grand Caribe Task Force, which was empanelled by the Board of Directors of the Coronado Cays Homeowners Association (CCHOA). This committee was tasked with interacting with the San Diego Unified Port District and the city of Coronado to express the opposition of CCHOA to proposed commercial hotel development on Grand Caribe Island, which is situated in the middle of our residential community. Ultimately after challenging a myriad of commercial proposals involving hotels, timeshares and huge commercial marinas, we prevailed. With the help of the city of Coronado we convinced the Port District that such development was inappropriate and unsuitable for our residential area.

Why I am the Right Choice: I will bring to the Council a breadth of real world, everyday experience. My successful business career, my four operational commands in the Marine Corps and my service as a high ranking diplomat as Naval Attaché fortify me to contribute to sound and sensible solutions.

MEET PHIL MONROE
I am a proud Navy veteran; served 30 years and retired as a Captain. For five years I was a member of the Coronado Planning Commission and eight years on our City Council. For six years I represented Coronado on the Metropolitan Transit System and SANDAG Board of Directors.

My education includes a BA (mathematics) from Cornell University and an Engineers Degree in Aeronautical Engineering (AeE) from the Naval Postgraduate School. My highest military award is the Legion of Merit. Hobbies include tennis, golf and rollerblading. With my wife, Fran, we maintain a love and concern for four daughters.

Why I am the Right Choice: Current economic times demand experienced leadership. Our city demands conservative financial management. I bring these to the table. These times also require that Coronado have strong regional representation. My past service has established strong, positive relationships that will benefit Coronado on regional issues.

Although the city of Coronado’s reserve fund is quite healthy when compared to just about any city in the state, the city is projecting decreased revenues in the coming years, and foresees the possibility of dipping into reserves to meet expenses. What specific belt-tightening measures, if any, would you recommend for the city in the months and years ahead?

Denny: At this time, none. Our city department heads have been asked to suggest specific belt-tightening measures and I would like to hear what they propose. I believe they know their departments best. I do not support using reserves to meet ongoing expenses as suggested. We should strongly resist such behavior by adjusting our priorities to protect reserves. With my strong educational background in accounting, finance and economics, my votes on council will protect our financial health and promote sound fiscal management.

Mitchell: With regard to the probability of negative cash flow in our city budget, I feel our Treasurer and City Manager are right on top of this. We are projected to go negative at the end of fiscal 2010. Certain future projects have already been identified that can be decreased, delayed or deleted to avoid a negative cash flow. It isn’t planned to dip into reserves but rather cut or reduce some of these projects. Among these are the Boat House/ Clubroom, the tennis center building, Churchill Place improvement and the Downtown Enhancement Project Phase III. At this point, I would be prone to follow the lead of the City Manager and the Treasurer in selecting what must be cut.

Monroe: I’m proud that for the last eight years my votes have been part of the reason that our general fund reserve is healthy. We currently have over 100 percent coverage of our annual budget in reserve. I know of no city in the state in a better financial position. Still, current economic times demand conservative, frugal, financial management of our city’s expenses. I will work with the Council to establish a policy that we WILL live within our means, and not use reserve funds for regular operations in the General Fund budget. I would work to direct our City Manager to scrub our City Budget; department by department and line by line to ensure that expenditures do not exceed revenues. At this time, because we have reserves, we do not need to take dramatic action such as decrease staff, reduce hours, eliminate programs or raise fees. We built our reserves for a rainy day. While other nearby cities are struggling, we are yet to see that rainy day in Coronado. My promise is to hold the line on tapping this resource unless it is absolutely required. My financial stewardship of our city funds has provided us a cushion for these difficult financial times.

If the Coronado Unified High School district were to turn to the city of Coronado and request financial assistance in operating the pool or offer to turn the entire complex over to the city, what would your position be?

Denny: Study results on this issue are expected this summer. I would be open to discussion about those results and then take a reasonable position based on all the facts. As a swimmer of forty years, this is important to me. I have discussed it with our school superintendent, school board members, teachers, parents and students. This would require creative problem solving. I would oppose a municipal parcel tax because it places an undue burden on homeowners.

Mitchell: The fact of the matter is that it is going to cost approximately $500,000 a year to maintain it. When the school district built the pool the city had no say in determining how it could be sustainable. Aquatic groups raised about $1.2 million by promotional efforts such as selling lanes. The pool has been managed by an independent group for about four months now. My understanding is that they are already about $100,000 negative. Also it is my understanding that the school district has no funding for the pool maintenance. At the end of the year we will have to determine how much revenue the pool might be able to generate through normal use fees and group events, maybe $300,000 max., leaving a $200,000 deficit. Now the question is: What happens if it is turned over to the city? THIS IS A NO WIN SITUATION. The city could assume the obligation in these challenging financial times or it could fill it in and abandon it. It cost about $4.5 million to build. Either scenario is unattractive. I am not smart enough to offer a solution but I do wonder how we got into this situation in the first place!

Monroe: I’m happy that our school district leadership has indicated to me that the high school pool is a school district problem to solve. I think we should all get behind that effort and support their strategies to make the pool successful. If they need city help, I don’t look at it as an all or nothing situation. Perhaps the city can fund some programs that cannot be accommodated in our city pool to assist the school’s revenues. Before I would support the city taking over the pool, I would propose an Advisory Vote of our residents like we recently conducted for the hospital purchase. Current financial projections for the city show that if the city takes over the high school pool, other programs will have to be cut or eliminated. There are no extra funds in the city’s future.

Should the Mills Act cap be raised?

Denny: Yes. This will protect citywide property values with the halo effect that historic preservation brings by enhancing community authenticity. Raising, or better yet removing, the cap will end the fifteen-year backlog and infuse our program with fairness, predictability and reliability. If operated as intended by Senator Jim Mills, our program results in no real loss to our city treasury, only an unrealized gain of a relatively small portion of funds (approximately $160,000) compared to actual residential property tax receipts ($13.6 million for fiscal year 2008-09).

Mitchell: The Mills Act cap should definitely be raised. These historically significant homes are the crown jewels of our community. They are the very signature of the ambiance that we treasure. In the past, applicants have had to wait long periods and backlogs have accumulated. The present cap of $15,000 will be inadequate to address this situation. This will be a tough call for the council in the financial climate that awaits us.

Monroe: I have consistently supported historic preservation, and the Mill’s Act funding. I call it an “Investment” the city makes, not a cost. I support the total review of our Historic Preservation Program. I like the idea of lowering the Mill’s Act savings per approved property in order to have more properties included in the program. I support raising the Mill’s Act cap if it can be done responsibly within a balanced budget. It is a priority for me.

Currently, the city of Coronado funds the Coronado Historical Association at approximately $350,000 annually to run a Visitor Center. Do you feel this is appropriate? If not, what would you propose?

Denny: I support the efforts of the Coronado Historical Association in forming an ad hoc committee on tourism. Led by Board President Whitney Benzian, this committee will include members of all segments of our business community and will devise an action plan for reaching out-of-town tourists. At last count, the historical association’s marketing efforts reached 200,000 annual visitors. Using existing resources, the new committee will expand those efforts while keeping within the parameters of the associationcity contract goals.

Mitchell: With the downturn in our economy some of our small businesses and particularly our hotels are experiencing a marked decline in revenue. I don’t believe that any increase in “Visitor Promotion” would help as this is a nationwide problem wherein people just aren’t spending like they use to. In addition, the city’s transient occupancy taxes and real estate taxes are likely to decline negating any real possibility of allotting additional funds for visitor promotion. I do, however, believe the $350,000 per year for the Visitor Center is appropriate.

Monroe: I feel the current contract for the Visitor Center is appropriate. Coronado is well known for great luxury hotels, a wonderful beach, and a beautiful village. When folks arrive, I want them welcomed by our trained staff that will answer their questions and tell them about the wonderful things they can do in our unique and wonderful community.

Do you have a pet project that hasn’t been addressed in the previous questions?

Denny: As an alternative to the tunnel, I support park-and-ride electric buses, which are financially affordable and environmentally friendly. The Navy’s current pilot project for reducing commuter car trips to area naval bases may include electric buses. I have been speaking with political and community leaders in our region about the other component of our traffic equation: civilian, non-resident vehicle trips over the bridge. We are working to locate park-and-ride points around San Diego County to reduce the number of vehicle trips over the bridge and through our community.

Mitchell: If I am elected I want very much to see the public safety items that have been discussed come to fruition. These are an additional engine company (staffing), an additional engine, additional ambulance staffing at the Cays, and an additional ambulance.

Monroe: My pet project for the next two years is addressed in Question 1. We are in critical economic times. I will focus on controlling city expenses. On this issue my record is clear. I have been vetted by my service and record. I am a financially conservative leader. Current times demand experienced leaders.