2006 Campaign Platform

By Michael A. Burns

My platform as follows identifies three (3) issues that separate me from the rest of the candidates running for City Council. I felt it important to highlight those differences considering the number of candidates seeking the two (2) seats available in this election. You will find that most of the candidates hold similar views in many areas. However, I don't believe many of the candidates will hold the positions I hold on these three (3) highlighted issues.

The most important issue since the 2004 election has been the Town Center project. The current Council used their power to push the Town Center project despite over-whelming opposition. Citizens were concerned about the housing density and the cost of the project as well as the possible use of eminent domain by the Redevelopment Agency (RDA) to take their property against their will.

I was one of a small group of individuals who came together after the 2004 elections to find a way to reduce the scope of the Town Center project. Those familiar with my campaign in 2004 will recall that reducing the scope of the Town Center project was my primary focus. The group, later to become the Yorba Linda Residents for Responsible Redevelopment, drafted what became the "Right To Vote" initiative which, as Measure B, passed earlier this year.

I want to work for an acceptable plan for Old Towne as well as address several other issues when I am elected.

First, I want to maintain Yorba Linda's low-density, semi-rural character.

Many Yorba Lindans have stated that they live here because of these two characteristics. Many newcomers to the City have also stated that these characteristics are what attracted them. They are leaving the urban centers to come to Yorba Linda.

We all agree that improvements are needed in the Old Towne area. However, we can accomplish these improvements without creating an urban center. We can add an arts facility and some restaurants as well as making improvements to the infrastructure in the area.

Also, as other areas of the City are developed or redeveloped over the coming years, it will be important to have a voice on the Council who will require that the projects fit Yorba Linda's low-density, semi-rural character.

To maintain the low-density, semi-rural characteristic of Yorba Linda, I will oppose all projects whose housing densities are greater than those areas surrounding the project area or exceed the limits specified by Measure B.

Second, I want to investigate Police alternatives.

The Brea Police Department (BPD) has served us very well over the years. I cannot complain about the service they have provided.

However, over the last several years, there have been some concerns about the rising costs. In 2002, the contract with BPD was approved at about $6.5 million. By 2004, the price was $7.8 million. Today, the contract is $9 million, an average increase of about 10% per year for the last 4 years.

BPD was selected to provide police services for Yorba Linda in 1970. Since that time, Yorba Linda has never put the contract for police services out for bid. As with any corporation, it is wise to periodically put contracts out for bid to ensure you are getting the best service for the best price. The City does this very thing with most of its contracts and rarely is there a change with the larger contracts. However, the City has not done so with the police contract. We need to do that!

Also, we should seriously investigate creating our own Yorba Linda Police Department. We are a city of over 60,000 residents. When talking with citizens, especially the younger generation, they have asked why we don't have our own police department. Yes, it will cost more than our current contract. But, it may be best for the City. We need to look into it.

The above information, the received bids and the investigation into creating a Yorba Linda Police Department, will allow the Council to make an informed decision, based upon "real" numbers, about police services for the future of this City.

Finally, I want to begin the process of dissolving the Redevelopment Agency.

The State of California's "Redevelopment Agencies Annual Report" for fiscal year 2004-2005 reports that the total indebtedness (principal, interest, set-asides and pass-throughs) for the life of the Yorba Linda Redevelopment Agency is projected at over $669 million.

Approximately 10% of the revenue for the Redevelopment Agency, which was cited as over $16 million in the report referenced above, is revenue that could go to the city if the Redevelopment Agency did not exist. What could the city do with an additional $1.6 million in revenue? There are numerous possibilities.

When elected, I will propose that the Redevelopment Agency be dissolved as soon as possible. Unfortunately, that won't be very soon. The Agency has debt obligations that must be satisfied. In the meantime, we can limit the actions taken by the Agency to facilitate it's demise.