CivicLeadership

2025

ADVERTISING SUPPLEMENT TO THE LOS ANGELES TIMES. Supplement did not involve the editorial or reporting staff of the Los Angeles Times.

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Spotlight on LAPD Chief Jim McDonnell WQA Continues San Gabriel Basin Cleanup 16

Winning with Inglewood Mayor James T. Butts Jr. Message from City of Industry Mayor Cory Moss 20

Chief McDonnell reads several newspapers to start his day. photo by Steven Georges

LAPD Chief Jim McDonnell Focuses on People

By Elizabeth Smilor Special Sections Writer W hether he’s at a community event or riding in the elevator at the Los Angeles Police Department headquarters, LAPD Chief Jim McDonnell takes a moment to connect with people. “The best part of the job to me is the ability to help people, whether they’re in our department, whether they’re in our community, or they’re in other departments that we work with across the nation,” he said. “That is the fun part to me.” After more than four months at the helm, including one month disrupted by the emergency response to L.A.’s massive wildfires, Chief McDonnell is optimistic. He came to the job with “a promise to have eyes wide open, ears wide open” to the concerns and needs of personnel and the public, and he said that’s what he is doing. A native of Boston, McDonnell began his career at the LAPD in 1981 and rose up to the rank of First Assistant Chief. He retired from the LAPD in 2010 to become Chief of the Long Beach Police Department (LBPD). In 2014, he was elected L.A. County Sheriff for a four-year term. Before being sworn in as the 59th LAPD Chief

last November, McDonnell was director of the Safe Communities Institutes at the University of Southern California. LAPD Detective Meghan Aguilar in the Media Relations Division, often bears witness to the Chief’s genuine appreciation for people. “Before he even took office, there was a positive buzz amongst the patrol officers,” she said. “After just a few months, people are hopeful within the department. We all know that morale is important to him, and thus should be important to everyone. I’ve never been at a meeting or event with him when he hasn’t stopped to give someone his full attention.” Just a few months ago, McDonnell even stopped on his way to an event to help victims of a non-fatal car accident on the 110 Freeway until CHP arrived. He was also alongside Mayor Karen Bass and other officials for many post-fire press conferences, and he reached out personally to LAPD employees directly affected by the fires. Continue Chief, Page 4

Publisher

Chris Lancaster Elizabeth Smilor Scott Pasewalk

Executive Editor

Art Director

Chief Strategist and Consultant

Mary Lou Echternach

Government Affairs Consultant Multimedia Specialist

Cathleen Galgiani

Julia Deng

Photographer Videographer

Steven Georges

Eric Halsey Fidel Melara Mik Milman

Contributors

Kevin Harbour Malissa Hathaway McKeith Grace Washburn

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From Chief, Page 3

Serving the Public In those communities, crime reduction is McDonnell’s top priority. “That’s our core mission: crime, counterterrorism, being able to keep all of our communities safe,” he said. According LAPD statistics, the total number of person and property crimes increased about 2.2% from 2023 to 2024. Those numbers have been trending downward month-to-month since the end 2024. The most recent data shows 7,749 total reported personal and property crimes between Feb. 22 and March 23, a decrease of 16% from the previous month. Crime statistics and mapping are available to the public at www.lapdonline.org To be successful, the LAPD needs public support,

McDonnell recalled the hectic month beginning Jan. 7 with the start of the Palisades Fire, followed by the Eaton Fire in L.A. County: “Sadly, many people lost everything they had, but they were still alive. And so that was job one for us. And then controlling traffic, ingress and egress, getting emergency equipment in, being able to facilitate what the needs were as best we could for the people coming to and from,” McDonnell explained. “And then came crime suppression. Whenever you have a major event like this anywhere in the country, you have people who come in from other places to take advantage of people during the worst time of their lives to steal their property.” For the LAPD, it required shifting an already lean

THE BEST OF THE BEST OF THE BEST.

force to safeguard the burn areas. The LAPD polices about 473 square miles with a population of more than 3.9 million. As of March 8, there were 8,753 sworn officers and about 3,000 civilian employees in the department. It is the third largest police department after NYPD and Chicago PD with about 2.5 officers per 1,000 people as compared to 4 to 4.5 in the other cities. “But from that tragedy, I think the benefit was that people saw that they needed to step up, they needed to be part of something bigger than themselves. And I think it kind of reinvigorated in some people the desire to give back, the desire

McDonnell said. “My ask to the people of Los Angeles is: Please work with us. Please be patient. Please help us to do the job in the best way possible.” California voters voiced their frustration with retail theft with the passage of Prop. 36 in November that amended Prop. 47 from 2014 to make repeat theft of $950 or more a felony and impose tougher penalties for drug-related offenses. McDonnell said the change provides law enforcement with useful tools, but he doesn’t see it as a mandate to put more people in prison, but rather to hold offenders accountable, get them treatment if

to be able to play a role in public safety,” he said. McDonnell’s vision for the LAPD is two-pronged: Foster an environment where civilians and sworn officers remain for long, rewarding careers; and cultivate trust and cooperation throughout the city of Los Angeles. “People often throw the term reform around, but I think a better

needed, and ultimately make businesses more secure. He added that a judge can order someone into treatment when they’re convicted of a felony, but not for a misdemeanor. He said under Prop. 47, the number of people in drug treatment facilities went down significantly. “What we’ve seen in the past couple of years

eroded the public’s trust. They didn’t feel anyone was in charge and ultimately many neighborhoods that had fought for so long to get stores, supermarkets where they could get healthy food. Many of those have left because they were being victimized. … That hurts,” he said. Voters also elected a new L.A. County District Attorney Nathan

term is continuous improvement. We always want to be better. We’re always evolving,” said McDonnell. “We will never reach the desired end state because the circumstances we deal with are constantly changing. We have to be adaptable. We have to be willing to be flexible in our approach to how we do business, but we have to be sensitive to the needs of the communities we serve.”

Those who dare will wear the badge that protects the City of Dreams.

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LAPD Chief Jim McDonnell displays a collection of coins that mark the highlights of his career. photo by Steven Georges

“I think there’s an excitement that comes along with bringing the world together for something good like the Olympic Games,” LAPD Chief Jim McDonnell

LAPD Chief Jim McDonnell and journalist Julia Deng share a

light-hearted moment. photo by Steven Georges

From Chief, Page 4

declined by 2% in 2024 as compared to 2023. “I take that as a little bit of optimism as we move forward into 2025.” Cooperation amongst many agencies will

Hochman and a new L.A. City Attorney Heidi Feldstein Soto, and McDonnell has confidence the departments will work together to hold criminals accountable.

By Elizabeth Smilor Special Sections Writer S uper Bowl rings, football jerseys, a WWE belt, an MTV Video Award “moon man,” an Emmy, a signed guitar and more surround Inglewood Mayor James T. Butts Jr. in his conference room. These are symbols of the transformation of a city that was on the verge of bankruptcy 14 years ago. Inglewood doesn’t have a reputation. Inglewood has a brand. It’s sports and entertainment. It’s jobs. It’s high-value real estate. It’s success,” Butts said, adding one of his favorite sayings: “The only thing that’s changed about Inglewood is everything.” Adding this after a pause: “Except the people.” “The things that we’ve done and the way that we’ve done it have manifested themselves to a point where all these things have uplifted a 92% black and brown community to being a respected brand in this country.” Since he was elected to his first term as Mayor in 2011, Inglewood’s unemployment rate has decreased from 17.5% to 5%, the crime rate is the lowest ever, home prices are up 200%, and the city went from an $18-million deficit to giving residential property owners a one-time $500 tax rebate

in 2024. The city has the lowest rent caps in the area and more affordable housing units than the rest of the South Bay. The city has given out millions in small business grants and is developing an Inglewood business registry to help local shops benefit from big events. “We have developed the concept that you’re a part of something larger than yourself and that what you do matters,” Butts said. “We have a vision, we strategies to fulfill that vision and plans to fulfill those strategies. That’s what we do here every day.” Under his watch, Inglewood became home to: the L.A. Rams and L.A. Chargers at SoFi Stadium; the L.A. Clippers in the new Intuit Dome; Kia Forum, the #2 concert venue in the U.S.; L.A. Philharmonic’s Youth Orchestra LA; the Girl Scouts of Greater Los Angeles headquarters; and the NFL Network. The sports venues will host the 2026 FIFA World Cup, 2027 Super Bowl and several 2028 Olympic and Paralympic ceremonies and events. “He’s done such an amazing job bringing the Rams and Chargers to Inglewood and creating thousands of jobs for the Inglewood community at SoFi Stadium,” posted by Earvin Magic Johnson after meeting with Butts a few years ago. 1 What more could Inglewood need? “We don’t have needs anymore, we have dreams. If we had

also be needed to prepare for and host upcoming high-profile events, including 2026 FIFA World Cup games, the 2027 Super Bowl and the 2028 Olympic and Paralympic Games. “I clearly remember the 1984 Olympics and the positive environment. That’s good for us, that’s good for our people, that’s good for our mental health,” McDonnell said. “It’s also good for improving the image of policing in our society, and that’s good for recruiting.” Recruitment and Retention When McDonnell reached out to the LAPD employees affected by the wildfires, he said he was inspired by their desire to get back to work and help others. Their resilience did not surprise him. “The LAPD culture is one of: ‘we’ll get it done,’ you know, ‘just give me the mission and let me go.’ And we’ve seen that over and over again and that needs to be managed, but also encouraged,” McDonnell said. “We’re lean but because we’re lean, over the years we evolved to do business in such a way that we’re more efficient.” He explained how they use helicopters, K-9 units, and other technology and tools to work efficiently.

The Chief made it clear that LAPD’s duties do not include immigration enforcement. The California Values Act (Senate Bill 54) passed in 2017, prohibits state or local resources from arresting or detaining people solely based on immigration status. “We would be doing ourselves a disservice in our ability to protect Los Angeles, if we were to engage in efforts like that,” McDonnell said. “There’s a lot of anxiety in immigrant communities, and I do fear that some people are afraid to report crimes to us. I just want to reinforce that if you are a victim of a crime, or if you are a witness to a crime, or you need the police for help in any fashion, call 911. LAPD will roll out there, and your immigration status does not matter to us.” One of Los Angeles’ most visible and challenging issues is homelessness. McDonnell sees the LAPD as a partner in this crisis, whose role is to step in when people’s behavior is criminal, and to support other community organizations. Both the LAPD and LASD have Mental Evaluation Teams that include mental health professionals to help with intervention and placement. “None of us can do this in a silo, but we look for the opportunity to partner with other agencies to be able to help deal with these issues,” he said, adding the unhoused population

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From Butts, Page 7

Butts has a Bachelor of Science from Cal State Long Beach and a Master’s from Cal Poly Pomona, both in Business Administration. He credits his business knowledge and experience when he explains how he helped transform the City of Inglewood. “I understand the circulation value of money,” he explained. “You’ve got to have jobs, stores, retail that hire people. Those people get paid. They spend their money, hopefully, in the community and the money circulates.” The Plan Money was one thing the City of Inglewood did not have when Mayor Butts took office on Feb. 1, 2011. “The Inglewood that I left in 1991 was home of the three-peat showtime Lakers, the Kings of hockey, the racetrack was doing 43,000 people an average of six days a week. We had Sizzler. We had Zody’s (department store). We had the big donut (Randy’s). We had the Airport Park Hotel. And when I came back, all that was left was Sizzler and the big donut,” Butts said. “And an $18-million structural deficit, which in real terms meant that we would not make payroll by June of 2011.” After a nearly 40-year career in law enforcement, Butts said running for political office also was not part of his plan, but colleagues from the Inglewood Police Department asked him to consider leading the city where his career began. The department was facing possible dissolution. “I felt like I owed the city,” Butts said. First, though, he had to be elected. He lost three elections,

another 170 acres, we could have a baseball team. That’s about it,” Butts laughs. All jokes aside, the Inglewood Mayor is not resting on his laurels. “If you’re content, then you can be level headed and realize there’s more to do,” he said. “We’ve long been known as the City of Champions. We want to be known now as the City of Knowledge. We’re investing in innovation and education. We want people to bring their children to learn in the City of Inglewood.” The city is investing $60 million in the main library with plans to put an innovation center on the third floor and connect it to Inglewood High School with a sky bridge. Renovations are also planned for the high school. Butts said he hopes to bring in Google as a partner and offer such opportunities as 3D modeling, videography, music production and more in the innovation center. “It’s proven here in the City of Inglewood that we have great people because

before winning the final runoff. Since the age of 19, Butts had earned jobs based on merit. Running for political office requires name recognition and coalitions, he learned. “It wasn’t until I ran for office that I realized how humbling an experience it would be. I could have quit in any one of those elections,” he said. “I walked for a year, every evening, three church services on Sunday, 9 to 6 on Saturday. I don’t give up, period. The only thing you learn from losing is how to lose. “But what you do gain from the experience of losing is you find out your level of self-determination. And I proved to myself and to everyone that I was not a quitter. That was the thing I got most out of losing. And then the prize that I got: The takeover of a city that was going to be bankrupt in a few months. It wasn’t much of a prize.” Step 1: The difficult decisions. The city cut 129 positions

Mayor Butts with the Medal of Valor awarded 50 years after he earned it as an Inglewood Police officer. photo by Steven Georges

we continue to do great things day in and day out.” The Man

Inglewood Mayor James T. Butts Jr. Built otherwise would be overlooked.” Butts knows all about being overlooked. He began his career in law enforcement in Inglewood as the fourth Black officer in the department. As a young officer, he was involved in the apprehension of four armed assailants and shot at four times, all circumstances that would merit a Medal of Valor. While white officers were bestowed the honor, he waited almost 50 years. Last year, Inglewood Police Chief Mark Fronterotta awarded Mayor Butts the Medal of Valor for a shooting that occurred in December of 1974 after a robbery at a Popeye’s at the intersection of Manchester Avenue and Crenshaw Boulevard. “I was emotionally overcome,” said Butts, while holding the medal and nearly tearing up again. “Martin Luther King Jr. once said, ‘The arc of the moral universe is long, but it bends toward justice.’ I’ve always been proud I was able to allow people to not suffer the indignities that I suffered.” Butts served 19 years in the Inglewood Police Department, rising to the rank of Deputy Chief, 15 years as the Chief of Police This City for the City of Santa Monica, and five years as an assistant general manager for Los Angeles World Airports in charge of Public Safety and Counterterrorism, taking LAX to a #1 ranking nationwide by the TSA in 2009. He is a nine-year Board member and past Chairman of the LA Metro Board of Directors.

Mayor Butts, 71, is the first to admit his life path didn’t go as he envisioned. At age 7, Butts decided he either wanted to be a high-paid corporate lawyer or a Los Angeles Laker. To reach those goals, he said, “I did the best I could in everything I could, including school. So, I was well-prepared for the ebbs and flows of my life.” It was his mother who later told him he did what he was “supposed” to do. Butts credits his parents with a lot of lessons he learned while growing up near Inglewood, which was a white neighborhood redlined to prevent Black homeownership. James T. Butts Sr. was one of the first Black engineers at North American Aviation (later Rockwell International). A North Carolina sharecropper’s son, he joined the Air Force and was the only one of 11 to go to college. “I learned the value of education and determination from him,” Butts Jr. said. “This is what I tell kids when I go to schools all the time and speak. You never know what your life is going to end up being, but what you do have control of right now is how you conduct yourself every day. The effort you put into your education every day, so that when that door opens, you’re ready to go through it. More importantly, that lesson has allowed me to be in a position to open doors for people who

and put the rest of the staff on a 10% furlough. Also eliminated was a lifetime medical benefit that was unfunded and could never be manifested, Butts said. “And I’ll never forget it, that first Christmas, the unions from downtown picketed my home and they passed out flyers with me in a top hat that made me look like Scrooge. And I’ll never forget that time.” Step 2: Bring in the money. The first deal brokered by Mayor Butts was with an advertising company to build full-motion video boards on city property with a guaranteed minimum of $200,000 per year. “And now those boards bring in $8 to $10

Mayor Butts displays helmets from the two NFL teams that now reside in Inglewood. photo by Steven Georges

Continue Butts, Page 22

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U.S. HOUSE OF REPRESENTATIVES 31ST DISTRICT

36TH DISTRICT Ted Lieu 2454 Rayburn HOB Washington, DC 20515 (202) 225-3976

Gil Cisneros 2463 Rayburn

House Office Building Washington, DC 20515 (202) 225-5256

32ND DISTRICT Brad Sherman 2365 Rayburn House Office Building Washington, DC 20515 (202) 225-5911 34TH DISTRICT Jimmy Gomez 506 Cannon HOB Washington, DC 20515 (202) 225-6235

38TH DISTRICT Linda Sánchez 2309 Rayburn House Office Building Washington, DC 20515 (202) 225-6676 37TH DISTRICT Sydney Kamlager-Dove 144 Cannon House Office Building Washington, DC 20515 (202) 225-7084

43RD DISTRICT Maxine Waters 2221 Rayburn House Office Building Washington, DC 20515 (202) 225-2201 44TH DISTRICT Nanette Diaz Barragán 2312 Rayburn House Office Building Washington, DC 20515 (202) 225-8220

PRESIDENT Donald J. Trump The White House Washington, D.C. 20500 (202) 456-1414

VICE PRESIDENT J.D. Vance Old Executive Office Building Washington, D.C. 20501 (202) 456-2326

U.S. SENATE

U.S. HOUSE OF REPRESENTATIVES

23RD DISTRICT Jay Obernolte 2433 Rayburn House Office Building Washington, DC 20515 (202) 225-5861 26TH DISTRICT Julia Brownley 2262 Rayburn House Office Building Washington, D.C. 20515 (202) 225-5811 27TH DISTRICT George Whitesides 1504 Longworth House Office Building Washington, DC 20515 (202) 225-1956

28TH DISTRICT Judy Chu 2423 Rayburn HOB Washington, DC 20515 (202) 225-5464

35TH DISTRICT Norma Torres 2227 Rayburn House Office Building Washington, D.C. 20515 (202) 225-6161

42ND DISTRICT Robert Garcia 415 West Ocean Blvd Suite 2803 Long Beach, CA 90802 (562) 512-8489

45TH DISTRICT Derek Tran 1127 Longworth House Office Building Washington, DC 20515 (202) 225-2415

Alex Padilla SH-112 Hart Senate Office Bldg. Washington, D.C. 20510 (202) 224-3553

29TH DISTRICT Luz Rivas 1319 Longworth House Office Building Washington, DC 20515 (202) 225-6131

LOS ANGELES COUNTY OFFICIALS

SHERIFF Robert G. Luna L. A. County Sheriff Headquarters - Hall of Justice

DISTRICT ATTORNEY Nathan J. Hochman Los Angeles County District Attorney’s Office 211 West Temple St., Suite 1200 Los Angeles, CA 90012 (213) 974-3512

ASSESSOR Jeffrey Prang 500 West Temple St. Room 225 Los Angeles, CA 90012 (213) 974-3211

30TH DISTRICT Laura Friedman 245 E. Olive Avenue Burbank, CA 91502 (202) 225-4176

211 W. Temple Street Los Angeles, CA 90012 (213) 229-1700

Adam Schiff SD-B40B, Dirksen Senate Office Building Washington, DC 20510 (202) 224-3841

BOARD OF SUPERVISORS

Kenneth Hahn Hall of Administration 500 West Temple St. Los Angeles, CA 90012

DISTRICT 1 Hilda L. Solis Room 856 (213) 974-4111

DISTRICT 2 Holly J. Mitchell Room 866 (213) 974-2222

DISTRICT 3 Lindsey P. Horvath Room 821 (213) 974-3333

DISTRICT 4 Janice Hahn Room 822 (213) 974-4444

DISTRICT 5 Kathryn Barger Room 869 (213) 974-5555

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SENATE PRESIDENT PRO TEMPORE 2nd District Mike McGuire 1021 O St., Suite 8518 Sacramento, CA 95814 (916) 651-4002

20th District Caroline Menjivar 6150 Van Nuys Boulevard Suite 400 Van Nuys, CA 91401 (818) 901-5588 22nd District Susan Rubio 100 S. Vincent Avenue Suite 401 West Covina, CA 91790 (626) 430-2499 Martinez Valladares 100 South Vincent Ave. Suite 401 West Covina, CA 91790 (626) 430-2499 24th District Ben Allen 2512 Artesia Boulevard Suite 320 Redondo Beach, CA 90278 (310) 318-6994 23rd District Suzette

25th District Sasha Rene Perez 601 East Glenoaks Boulevard, Suite 210, Glendale, CA 91207 (818) 409-0400

26th District Maria Elena Durazo 1808 W. Sunset Boulevard Los Angeles, CA 90026 (213) 483-9300

33rd District Lena A. Gonzalez 3939 Atlantic Avenue Suite 107 Long Beach, CA 90807 (562) 256-7921 34th District Thomas J. Umberg 1000 East Santa Ana Blvd. Suite 220B Santa Ana, CA 92701 (714) 558-3785 35th District Laura Richardson One West Manchester Bou - levard, Suite 600, Inglewood, CA 90301 (310) 412-6120 36th District Vacant 301 Main Street Suite 212 Huntington Beach, CA 92648 (714) 374-4000

LIEUTENANT GOVERNOR Eleni Kounalakis

GOVERNOR Gavin Newsom

State Capitol Room 1114 Sacramento, CA 95814 (916) 445-8994 300 S. Spring St., Ste.12702 Los Angeles, CA 90013 (213) 897-7086

1st Floor State Capitol Sacramento, CA 95814 (916) 445-2841 300 S. Spring St., 16th Floor Los Angeles, CA 90013 (213) 897-0322

27th District Henry I. Stern 5016 N. Parkway Calabasas Suite 222 Calabasas, CA 91302 (818) 876-3352

TREASURER Fiona Ma P.O. Box 942809

ATTORNEY GENERAL Rob Bonta Attorney General’s Office California Department of Justice P.O. Box 944255 Sacramento, CA 94244 (800) 952-5225

CONTROLLER Malia M. Cohen 3 00 Capitol Mall, Ste 1850 Sacramento, CA 95814 (916) 445-2636 Los Angeles 888 S. Figueroa, Ste. 2050 Los Angeles, CA 90017 (213) 833-6010

915 Capitol Mall C-15 Sacramento, CA 94209 (916) 653-2995 300 S. Spring St., Ste. 8506 Los Angeles, CA 90013 (213) 620-4467

28th District Lola Smallwood-Cuevas 700 Exposition Park Drive Los Angeles, CA 90037 (213)745-6656

SECRETARY OF STATE Dr. Shirley N. Weber 1500 11th Street Sacramento, CA 95814 (916) 653-6814

INSURANCE COMMISSIONER Ricardo Lara 300 Capital Mall, Ste. 1700 Sacramento, CA 95814 (916) 492-3500 (800) 927-4357 www.insurance.ca.gov

SUPERINTENDENT OF PUBLIC INSTRUCTION Tony Thurmond 1430 N Street Sacramento, CA 95814 (916) 319-0800

30th District Bob Archuleta 12501 Imperial Highway Suite 110 Norwalk, CA 90650 (562) 406-1001

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One Badge. Unlimited Possibilities.

SPEAKER OF THE ASSEMBLY 29th District Robert Rivas

60 West Market St., Suite 110 Salinas CA 93901 (831) 759-8676

525 Monterey Street Soledad, CA 93960 (831) 759-8676

62nd District Jose Luis Solache Jr. 4909 Lakewood Boulevard, Suite 400 Lakewood, CA 90712 (562) 529-3250

34th District Tom Lackey 41301 12th Street West Suite F Palmdale, CA 93551 (661) 267-7636 39th District Juan Carrillo 823 East Avenue Q-9 Suite A Palmdale, CA 93550 (661) 266-3908 40th District Pilar Schiavo 27441 Tourney Rd. Suite 160 Santa Clarita, CA 91355 (661) 286-1565

44th District Nick Shultz 300 East Magnolia Boulevard, Suite 504 Burbank, CA 91502 (818) 558-3043 46th District Jesse Gabriel 20750 Ventura Blvd. Suite 101 Woodland Hills, CA 91364 (818) 346-4521 48th District Blanca E. Rubio 100 North Barranca St. Suite 895 West Covina, CA 91791 (626) 960-4457 49th District Mike Fong 1255 Corporate Center Dr. Suite 216 Monterey Park, CA 91754 (323) 264-4949 51st District Rick Chavez Zbur 2800 28th St. Suite 105 Santa Monica, CA 90405 (310) 450-0041 52nd District Jessica Caloza 1910 West Sunset Boulevard, Suite 810 Los Angeles, CA 90026 (213) 483-5252

53rd District Michelle Rodriguez 13160 7th Street, Chino, CA 91710 (909) 902-9606

64th District Blanca Pacheco 8255 Firestone Blvd. Suite 203 Downey, CA 90241 (562) 861-5803

54th District Mark Gonzalez 320 West Fourth Street, Room 1050, Los Angeles, CA 90013 (213) 620-4646

Los Angeles County Sheriff’s Department NOW HIRING DEPUTY SHERIFFS

65th District Mike A. Gipson 205 South Willowbrook Ave. Compton, CA 90220 (310) 605-5557

55th District Isaac G. Bryan 5601 West Slauson Ave. Suite 200 Culver City, CA 90230 (310) 641-5410

66th District Al Muratsuchi 3424 West Carson St. Suite 450 Torrance, CA 90503 (310) 375-0691 67th District Sharon Quirk-Silva 4 Centerpointe Dr. Suite 120 La Palma, CA 90623 (714) 521-6713 69th District Josh Lowenthal 5000 East Spring St. Suite 550 Long Beach, CA 90815 (562) 429-0470

41st District John Harabedian 600 North Rosemead Boulevard, Suite 117 Pasadena, CA 91107 (626) 351-1917 42nd District Jacqui Irwin 223 E. Thousand Oaks Blvd. Suite 412 Thousand Oaks, CA 91360 (805) 370-0542

56th District Lisa Calderon 13181 Crossroads

Parkway North, Suite 160 City of Industry, CA 91746 (562) 692-5858

57th District Sade Elhawary 700 Exposition Park Drive Los Angeles, CA 90037 (213) 744-2111

@joinLASD

LASD.org/careers

43rd District Celeste Rodriguez 9300 Laurel Canyon Boulevard, First Floor

61st District Tina McKinnor One Manchester Blvd. Suite 601 Inglewood, CA 90301 (310) 412-6400

Arleta, CA 91331 (818) 504-3911

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enters into a contract with the state and, for long-term cleanups, where no viable responsible party(s) have been identified the interim remedy is considered “fund lead.” With such interim remedies, the state agrees to resume responsibility for the operation and maintenance of the remediation 10 years after it is deemed “functional operational.” In California, the Department of Toxic Substance Control (DTSC) enters into these agreements with the EPA. “For the state, these contracts are generally beneficial because the EPA is responsible for the construction of the remedy and thus the capital investment,” explained Schoellerman. DTSC assumed responsibility for the operation and maintenance of one fund lead interim remedy in the Whittier Narrows Operable Unit in 2013. The transfer of a separate fund lead interim remedy in the South El Monte Operable Unit was scheduled to occur in May 2023, and was recently finalized. There are 34 treatment plants that are successfully removing the contaminants from the Basin, which is the primary source of drinking water for over 1.5 million people. Since WQA’s inception in 1993, its sponsored projects have been responsible for treating over 2 million acre-feet of water in the Basin and removing nearly 217,267 pounds of contaminants. However, the cleanup continues and has adapted and advanced as emerging contaminants, such as PFAS (Per-and Polyfluorinated Substances), have been discovered. The California Legislature has extended the life of the WQA to July 1, 2050. “We have to look at the big picture, which is preventing this plume of various contaminants from spreading, and ultimately safeguarding this drinking water source. We have to clean it to drinking water standards, in the most efficient way possible, so local ratepayers are not overburdened,” Schoellerman said. “We will continue to advocate for all involved parties, including our state and federal partners, to fulfill their obligations to sustain this groundwater supply for future generations.” The WQA keeps its focus on the key mission of making sure your water is safe. Learn more at www.wqa.com

WQA Advocates for Continued Basin Cleanup By Grace Washburn Special Sections Writer T he San Gabriel Basin Water Quality Authority (WQA) was established to coordinate the cleanup of the groundwater Basin after portions were placed on the federal Superfund list in 1984 by the U.S. Environmental Protection Agency (EPA). In this effort, the WQA relies on cooperation from state and federal agencies as well as water purveyors and those deemed responsible for the contamination. “Our mission is to facilitate this decades-long cleanup,” said WQA Executive Director Randy Schoellerman. “We see ourselves as one of the leaders in restoring the Main San Gabriel Basin. Our mandate is to remove contaminants to ensure a safe, reliable source.”

BOARD MEMBERS

(626) 338-5555 info@wqa.com

www.wqa.com

Lynda Noriega Chairwoman

Robert Gonzales Vice Chairman

Valerie Muñoz Secretary

Bob Kuhn Treasurer

Congress established the Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) in 1980. CERCLA is informally called Superfund. It outlines how the EPA works with states to clean up contaminated sites. It also forces the parties responsible for the contamination to either perform cleanups or reimburse the government for EPA-led cleanup work. In the San Gabriel Basin, where the contamination is believed to be the result of decades of improper chemical handling and disposal practices by various industries, the WQA coordinates efforts to find and procure funds from the responsible parties. To date, 70% of the Basin cleanup has been paid by these responsible parties. Through legislative advocacy, the WQA has also secured millions in state and federal grants. To begin a Superfund cleanup, the EPA

Ed Chavez Board Member

Robert DiPrimio Board Member

Mark Paulson Board Member

Randy Schoellerman Executive Director

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From Chief, Page 6 McDonnell said “we’ve turned the corner” on retention with better pay and benefits, along with internal support systems from mental health counseling to training, and he believes that will help with recruitment. “Our people are our best recruiters and in the past several years they have not been telling their friends, relatives, neighbors, sons and daughters to come on this job because it has been very, very difficult,” said

The Board of Directors of the

but it’s going to take some structural changes on the intake portion of the process.” Another tool to help with retention and recruitment is technology, which McDonnell approaches with both knowledge and skepticism. He sees promise in using machine learning and possibly artificial intelligence (AI) to filter through a vast data sets, and thus free up detectives’ time. “AI is so new to our field in particular,” he

proudly unveils our new logo Upper San Gabriel Valley Municipal Water District

McDonnell. “We’re in a position where we’re always planning for the worst, hoping for the best, and knowing that we’re going to be criticized either way.” He said he wants to change the public narrative and he’s working with Hollywood to develop police dramas that will shift perceptions and attract recruits. “Life does imitate art and there’s many people who are in the police department or the fire department or many other jobs because they were influenced growing up by what they saw in pop culture on TV and in the movies,” he said. Structurally, he’d like to see people moved through the academy and the hiring process more efficiently and is working with the city’s personnel department to streamline background checks and prevent delays that might result in recruits bypassing the LAPD for other departments. Currently, the LAPD has been graduating an average of 30 per month, but has the capacity for 60 a month. “I do believe that we can double the number of people in our classes and I think we can do that in the short term,

said. “If we take whatever the newest toy that comes out there from a technological standpoint and try to apply it, we may misapply it and end up losing a good tool. We also could end up in a position where the community doesn’t have that trust in us that we desperately need them to have.” Technology and tools help, he said, but ultimately “we’re in the people business.” “We’re blessed to have him as the LAPD Chief,” said Ed Roski Jr., Majestic Realty President and minority owner of the L.A. Lakers and L.A. Kings franchises, during a recent breakfast. “He has the qualifications and experience to handle the issues and to communicate his message to the public.” With a smile, McDonnell replied: “I feel blessed to have had the all experience and opportunities I’ve had throughout the years. But the opportunity then to come back to the LAPD, this is where I began. This is home.”

Director Ed Chavez Secretary Division 3

Director Jennifer Santana

Director Anthony R. Fellow Vice President Division 1

Director Charles M. Treviño Division 2

Director Katarina Garcia

President Division 5

Treasurer Division 4

From left: Chief Jim McDonnell, Ed Roski Jr. and Austin Roski Amendola. photo by Steven Georges

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Message from Mayor Cory Moss

City of Industry City Council | email: COICouncil@cityofindustry.org | phone: (626) 333-2211

Mayor Cory Moss

Mayor Pro Tem Michael Greubel

Council Member Mark Radecki

Council Member Newell W. Ruggles

Council Member Steve Marcucci

legacy continues to resonate in today’s team of leaders and our commitment to jobs, enterprise, and regional infrastructure. The City of Industry is home to more than 3,000 businesses that employ more than 67,000 people. We are one of the most business-friendly cities in Los Angeles County and the reason why is simple: We work daily to meet the needs of our businesses to ensure their prosperity. We have a streamlined process to help new companies get established, we offer training to build a better workforce, our businesses are able to operate 24 hours a day, seven days a week, and we don’t levy local business or utility taxes. In fact, we are growing our utility through alternative energy sources such as wind and hydrogen to make it even more reliable and efficient for companies. What I hear most from our businesses, though, is just how simple and satisfying it is to interact with all of our city personnel. We truly have a city staffed by people who work with integrity, transparency and positivity.

As business thrives in the City of Industry, so thrives the region. We are the city people come to for work and we will continue to bring in more jobs for all of our neighboring cities. We also support regional infrastructure, such as railroad grade crossings and the improved 57/60 Confluence, to make commuting to the area even easier. We’re even partnering with county groups to connect a bikeway in our city to the envisioned Greenway Network to make this green commuting option a reality. Finally, we worked with the cities of Chino Hills and Diamond Bar to preserve Tres Hermanos Ranch, one of the largest expanses of open land in the area. Why do we support regional infrastructure? For the people. They are at the heart of all that we do. Our Charity Pro Rodeo and other events support many worthy community organizations, including the Delhaven Community Center, the Industry Sheriff’s Youth Activities League, Megan’s Wings

(that supports pediatric cancer patients), the Los Angeles Regional Food Bank, and more. And thanks to the vision of my late friend and Mayor Pro Tem Cathy Marcucci, we also support pets with Priceless Pets, a no-kill rescue now in our city. I am so proud of the many ways we support people through mental wellness, youth engagement, and just basic everyday needs. As the mother of an autistic son and grandmother to two autistic grandsons, I know the

importance of community support and education. On that personal note, I would say one of my greatest

accomplishments as Mayor thus far is the creation of specialized autism training for the L.A. County Sheriff’s Mental Evaluation Teams. My son, Braeden, is a co-trainer and I’m so proud of him. This program is saving lives and I would love to see it become mandatory in the Sheriff’s academy. More than anything, though, I’m proud of our entire city team. We are creating a new image of the City of Industry rooted in our business-friendly heritage, but fine-tuned for an even more prosperous, interconnected, and innovative future for all.

T he City of Industry is proud to be the Economic Engine of the San Gabriel Valley. And I am honored to be the Mayor of this unique city. This city is a special place and it’s gratifying to work here every day with an amazing team of city and business leaders to give back to the greater region. Our city was incorporated on June 18, 1957. Our founders envisioned a city specifically designed for business. Their

Industry Hills Charity Pro Rodeo.

Guitar Center ribbon cutting with Mayor Cory Moss.

Tres Hermanos Ranch open space.

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From Butts, Page 9

GUEST COMMENTARY

that they have to balance their budgets so why not the government. A handful of California cities are experimenting with zero-based budgeting to force discipline in prioritizing and allocating what resources are actually available. Some claim this is akin to moving chairs on the Titanic absent serious structural changes, but a gradual reduction in workforces and spending will be far less disruptive to both the government and the public. Empower Employees to Make Decisions: Distrust in bureaucracy and its many failings is nothing new. Nearly a century ago, Hanna Arendt coined the phrase “bureaucracy by nobody” describing a system so mired in rules and processes that public servants were robbed of the ability to make decisions and thus take responsibility for them. In California, multiple government agencies sprung up over the last generation leading to overlapping jurisdictions and hindering employees and the public from accomplishing anything. It might sound counter-intuitive or too simplistic, but training and empowering employees to resolve conflict and solve problems at the lower rungs of bureaucracy will strengthen their self-worth and their role in the structure of government. Adapt to Artificial Intelligence: What AI means for the federal, state and local government workforce is uncertain and will have serious impacts on communities where government is one of the larger employers. The daunting pace with which AI is forcing change has unforeseen circumstances – both good and bad. Determining and tackling what AI means to various government institutions should become a priority. Malissa Hathaway McKeith is an accomplished international environmental lawyer, policy influencer and civic advocate in California. She is the president of Citizens United for Resources and the Environment (CURE), a public non- profit, founded by her family over 20 years ago to ensure accountability in government decision making affecting natural resource and land use planning (www.curegroup.org). She was an elected trustee of the State Bar of California and a gubernatorial appointment to several blue ribbon commissions including the Colorado River Board of California.

million a year, while we’re asleep.” Next up, revive The Forum. The

Enhancing Trust and Efficiency in Government Agencies By Malissa Hathaway McKeith R eactions to the actions of the Department of Government

entertainment venue had been bought by the Faithful Central Bible Church and it was struggling. Butts said he wanted to do right by the church and save the venue. He contacted executives at the Madison Square Garden Company to broker a deal. MSG paid $23.5 million for the historic venue, renovated it, and it’s now the #2 concert venue in the nation. “Without the Mayor, this deal simply would not have happened,” said MSG President and Chief Executive Officer Hank J. Ratner when the deal was announced in June of 2012. Across from The Forum was what Butts described as a “modest development” called Hollywood Park Tomorrow that would include retail, residential units and a park. It was nearing bankruptcy. About a year later, enter Stan Kroenke, owner of the then-St. Louis Rams. “I had to look up who he was,” Butts said with a laugh. “We sat down in my office, and what could have been a 15-minute meeting, ended up being an hour meeting.” It boiled down to this: Kroenke wanted more land for a stadium and Butts wanted more than a one-team stadium. “I told him I wasn’t interested in a stand-alone football stadium. There are 14 football games a year. That was the largest contiguous block of open land in urban Southern California.” Butts asked Kroenke and Stockbridge Capital Group, owners of the Hollywood Park Land Company, to negotiate. The result:

Magic Johnson

Efficiency (DOGE) run the gambit from glee to outright paranoia. Government agencies simply can’t ignore that DOGE reflects a breakdown of trust in public institutions and should take action now to reverse this dangerous trend for democracy. Before the metaphorical

SoFi Stadium, home to both the L.A. Rams and L.A. Chargers; the 6,000-seat YouTube Theater; retail, office and residential units; 25 acres of open space including a six-acre artificial lake; and a 300-room luxury hotel, which broke ground in October. Finally, the Intuit Dome opened last August ahead of the 2024-25 L.A. Clippers season. The Kia Forum and Intuit Dome hosted the FireAid Benefit Concert on Jan. 30 that raised $100 million for L.A. fire relief. SoFi Stadium will host the 2028 Olympic opening and closing ceremonies and swimming. The Intuit Dome will host Olympic basketball. SoFi also will host the 2026 FIFA World Cup and the 2027 Super Bowl. When asked if the City of Inglewood is ready for the upcoming big events, Butts said: “We’re born prepared.” 1 Earvin Magic Johnson [@MagicJohnson], “I had an awesome meeting this week with Inglewood Mayor James T. Butts Jr. He’s done such an amazing job bringing the Rams and Chargers to Inglewood and creating thousands of jobs for the Inglewood community at SoFi Stadium!” X.com, Aug 20, 2021. Available: https://x.com/ MagicJohnson/status/1428771631397183488 (accessed: Apr. 8, 2025).

chainsaw finds your agency, consider some possible steps to fortify public trust while enhancing efficiency. Here are just a few suggestions: Demand and Document More Productivity and Cost Saving: Traditionally, government jobs paid less than the private sector so were rewarded with more job security and pensions. Today, salaries are more than competitive and include generous benefit packages particularly for members of public safety unions. DOGE capitalizes on the perception that employees actually don’t work hard, pointing to empty government buildings post-COVID. Because government employees don’t build widgets, it is difficult but necessary to create matrix that gauge productivity; consolidate job responsibilities and reduce or eliminate programs no longer needed. Adopt Zero-Based Budgeting: Americans frequently quip

“A good leader will formulate goals and objectives by engaging in structured dialogue and discussions with their team, while allowing for creative expression...” Kevin Harbour, BizFed Institute President

SoFi Stadium in Inglewood.

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