Thursday, January 12, 2012

Better Davis

What follows is an email I received in December, 2011. It was written by former City Council candidate Jon Li. It is an attack on Steve Pinkerton and Joe Krovoza. It was titled "Better Davis."

Test of Time 8.15: Better Davis: City Leadership?

Krovoza's Lapdog,
Steve Pinkerton flunks his probationary period
Too many stories - doesn't care to hear anybody including Department Heads
There are 4 city council votes to support Paul Navazio for City Manager

History Repeats:
In 1989, the Davis Test of Time was invented to build a case to replace the Davis Mayor, the Davis City Manager, and the UCD Chancellor; it took 3 years.

"The council just doesn't seem to understand that its win-at-all-costs strategy is ultimately a losing hand. The people have a right to make bad decisions. You simply can't say this thing is too important to trust to the voters. City Attorney Harriet Steiner's "opinion" was outcome based from the get go. Reach your conclusion first and then go backward to justify it. That's advocacy, pure and simple, but not good law. We need the Test of Time." -- Bob Dunning

In his 17 months on the city council, Mayor Krovoza has been bogged down with repeated setbacks in the water rate approval process that should have been his road to glory. Within Davis governance, his one and only attempt to actually push through an idea was his September 2010 announcement to staff to have mandated reverse diagonal parking, which blew up in his face. Since then, he has tried to force little things behind the scenes, with disappointing consequences.

Krovoza's council campaign was strategically unspecific because he could get away with it given the way he interpreted his frontrunner status: don't take any positions that might offend a potential voter. So he kept his plans to himself. While he came in first he did not carry a mandate for anything in particular beyond bicycles. And yet, he has acted as though his coming in first gives him the powerful authority to be a Strong Mayor: personally ordering city employees around and changing city policy by arbitrary decisions rather than a majority vote of the city council after publicly noticed informed discussion.

Sidebar: The legal system that Davis has is a "Weak Mayor/Strong City Manager," where the Mayor needs two more votes just like any other council member, and so has to actually cooperate with the rest of the council. The binding state law is that a majority of the council picks the Mayor. In a Strong Mayor system, the Mayor has hiring, supervision and firing authority; with the Weak Mayor, the City Manager "serves at the pleasure of a majority of the council" and has supervision and hiring authority for all other city employees. Another feature of the Weak Mayor form is that council members including the Mayor are legally limited to only communicating with one city employee: the City Manager. All communication, legally, between council members and staff is limited exclusively to the City Manager. By design.

Krovoza acts like he has the powers that Sacramento's elected Mayor Kevin Johnson is trying to gain statutorily.

Krovoza feels that as Mayor his word should be boss to all city staff, and the city manager should honor the Mayor's wishes. Krovoza has rarely actually gone through the city council process of taking his ideas to the rest of the council via email/memo for a potential majority decision. Most of Krovoza's hands-on policy style is to call up the City Manager or some other city employee - spur of the moment - and tell them to change something. Usually not opening with a question but with an order, of a decision Krovoza has already unilaterally made and expects to be implemented immediately.

But Interim City Manager Paul Navazio was unwilling to automatically accommodate Krovoza's dictates. Whenever conflict and confusion arose, Krovoza blamed Navazio. The problem really was that Krovoza wanted to name his own city manager no matter what, so he was going to find fault with whomever the Asmundson/Saylor administrations had as Interim City Manager (Kelly Stachowicz would have been a profound alternative), so it appears that Krovoza was creating a hostile environment for the Interim City Manager so that it would be that much easier to get someone he could dominate.

No one knows what will happen with the public works department, but Krovoza wants to turn it into his personal playground. Krovoza went to a technology high school and is a closet engineer.

Former Bike Pedestrian Coordinator Tara Goddard was usually at the listening end of a screaming Krovoza demanding that she ignore the facts, ignore previous decisions and ignore her best professional judgment, because Krovoza has seen a better way. Tara Goddard was probably Krovoza's number one target for removal from city staff. There is said to be a list of ten names, nine to go.

Mayor Krovoza found a soul mate in his personal city manager, Steve Pinkerton. They both love to talk. And couldn't care less to listen. They are so busy showing off how much they already know that it doesn't occur to them that 1) there might be part of the picture they haven't seen/figured out yet, or even 2) they don't have a clue what they are talking about, but that never stops them from making decisions and ordering city staff around. Both Krovoza and Pinkerton expect "collaboration" to consist of saying "Yes Sir."

It is a wonder what they do when they are together without anyone else? Both talk all the time? No, they enjoy each other too much, and listen respectfully to each other's fascinating brilliance. After all, they are in charge. They have all the time they want, and they are only accountable to each other.

Both Krovoza and Pinkerton are story tellers. The problem is that Pinkerton is so busy telling stories about previous exploits in Long Beach (have you heard about his wife's restaurant?), Stockton and Manteca, that he didn't get your name or anything about you, but now you have spent time with the new city manager, real quality time, even though you didn't get to say much of anything. Pinkerton already knows the answers anyway.

Pinkerton's claim to fame is what he has done in economic development. His experience aside, three months into the job, Pinkerton still doesn't actually know anything about the Davis economy. Every single meeting he has had with members of the Davis business community has been Pinkerton's one-way stories about his distant past, as though he was going through a job interview that he is not prepared for. The representatives of the Davis Downtown Business Association and the Davis Chamber of Commerce throw up their hands in frustration when they tell hideous war stories that Pinkerton did not have any time to understand their concerns because he was so in rapture telling them about Long Beach, Stockton and Manteca. Did you know that Pinkerton's wife opened a restaurant once?

Krovoza expects Pinkerton to complement his skills set and cover for him. Pinkerton really only knows about Davis what Krovoza has told him. Which in terms of the business community, is 3rd or 4th hand at best because Krovoza has not even made time to attend the city's business discussions. The Davis economy is Krovoza's weakest policy area, and he takes it for granted. Mayor Pro Tem Rochelle Swanson and the business community worked really hard to put together an initial meeting, to find out who the players are at the Davis table. Called "Who's On First?", 54 people showed up with something to say about their contribution to Davis economic vitality. An hour later, when everyone was done introducing themselves, Krovoza shows up, makes a speech cold without hearing what anyone else's concerns are, and then Pinkerton checks out, missing the discussion half of the event.

Wouldn't you think that if Pinkerton really cares about economic development, he would want to hear what the key people are thinking about? If it is his #1 concern, don't you think it would be the kind of event where Pinkerton would have his sleeves rolled up, and looking and acting like he is interested in engaging the Davis business community in a serious discussion about building the local economy. There has been Zero evidence that he has a clue how to do economic development for Davis.

Since Krovoza hadn't been in on the introductory foundation of the "Who's On First?" conversation, he had no idea what it was about, or why it went the way it did. The theater company wants restaurants to stay open after their shows close at 10 pm. That drove a discussion of communication between different businesses. Krovoza understood less than everyone who sat through the entire meeting. That is the only one of a half dozen city meetings on economic vitality that Krovoza attended. Krovoza is checked out on business: what he says is hot air.

Then a meeting with the new UCD Vice Chancellor for Research Harris Lewin to talk about how to collaborate between new campus innovation and the Davis business community drew 25 people, but neither Pinkerton nor Krovoza considered it important enough to attend. Lewin is the real deal, a world class cancer scientist who has had increasing administrative responsibilities and to a bunch of business people sounded like a venture capitalist. Long ago, he earned his Ph.D. at UCD, and he started by saying his major professor at UCD started a business, so he has always thought of entrepreneurial innovation as an integral part of the university mission. Lewin said more in any 5 minutes about Davis economic development than Pinkerton has said in his three months "on the job."

Of the dozen key meetings of concern to the business community during his three months, Mr. Economic Development specialist Pinkerton has attended the half of two meetings where he was the focus, and then left when other people started talking..

When either Pinkerton or Krovoza actually do meet with a business person, they are so busy talking that they don't listen. Pinkerton and Krovoza don't listen to the point that it is next to impossible to get any new versions of the situation (like maybe reality) into their thinking when they discuss particular policy conclusions that they intend to impose. And since they only know what each other has already confirmed, it is extremely difficult to get either Krovoza or Pinkerton to realize that they are operating from invalid assumptions. The problem is that they don't care to find out that they need to update their views; when asked to, they refuse to listen. That is usually referred to as "the arrogance of power."

Since Pinkerton mostly knows what Krovoza tells him, or from the standpoint of the way that Krovoza tells the story, Pinkerton only has a piecemeal view of the city, inappropriately deferring to Krovoza's views. Since Pinkerton is only accountable to Krovoza, he doesn't have to worry about the "whole city" and actually take over the reins of the government - actually take responsibility for the cumulative consequences of decisions and actions, as well as actually jump in and take charge, like he is a strong city manager and knows what he is doing. Krovoza's ego is so demanding that he has found someone who is willing to be a Weak City Manager. For Krovoza it is the way to misuse a Weak Mayor/Strong City Manager structure to fit his ego: Krovoza found somebody who is willing to be bossed around.

It looks like Pinkerton is an economic development grant hack, who really doesn't have a clue how to run a city, let alone take an economic mess in trying times, and figure out how to benefit from the University, which Pinkerton has so far been silent about.

Pinkerton hasn't engaged anyone in the business community: to actually ask questions, partly because Krovoza is confused about what he wants to do beyond "sustainability" and Pinkerton is taking his cues from Krovoza rather than the entire council. Pinkerton doesn't actually know what it takes to be a city manager. Pinkerton is a bureaucrat who specialized in getting grants for economic development when that was a useful skill. That gravy train has dried up. Economic development now means sitting down with real people with ideas who are trying to overcome tremendous challenges in this tight economy. Not for one minute has Pinkerton engaged the business community in that discussion: Pinkerton is too busy bragging that he did it before, in Long Beach, Stockton and Manteca. Pinkerton must have learned a lot about how to run a business when his wife opened that restaurant. Can't imagine what he' has learned in his time in Davis?

What about the cost of lost opportunities? How much does Sue Greenwald cost the city each meeting? Neither Krovoza nor Pinkerton has a clue what to do to have Sue Greenwald as a productive member of the discussion. The overall lack of focus and direction of the council can be blamed on Sue Greenwald's hysterics but it still seems that Krovoza only wants to be in power so he can do whatever he wants, with no particular course of action or medium term quantified objectives.

Roger Storey learned more about the Davis economy in his first 3 hours on the job of City Manager than Pinkerton has learned in his entire 3 months collecting a paycheck.

All the problems Krovoza had with Paul Navazio have now disappeared. Pinkerton doesn't say "you can't do that". Pinkerton doesn't give five reasons why it won't work, why it is so unrealistic that it never should even be discussed. Because Pinkerton doesn't care, he doesn't know what he is talking about, and he doesn't want to have to find out and then have to be responsible enough to get back to Krovoza to tell Krovoza he is wrong.

And, that Krovoza is mini-micro managing so much that he refuses to even hear what are the real issues of concern. Krovoza could tell you the hundred things Davis should do, but he can't tell you the three things he is accomplishing and why they take priority. Where Don Saylor was EGO, History, Nice Talk, no substance (imitation warm fuzzies), Krovoza is EGO, Nice Talk, Big Smile, no history, no substance, no resolution (confused imitation warm fuzzies). Krovoza learned a lot from Saylor during his six month apprenticeship as Mayor Pro Tem about how to be a bully and boss city staff around. What Krovoza did not learn was how to work a project through the city process, so he assumes that whatever he wants to do is the right way to do it. No City Hall has ever worked that way. The History of New York City, for example, could well be described as how the Mayor battles City Hall at every turn and sometimes on the straightaway. That is why any community needs a mayor, to help work through the decisions; Krovoza on the other hand just thinks his point is the final decision.

At each successive city council meeting, Krovoza has spent the least amount of time reading the agenda packet and speaking with the respective communities of interest; Krovoza is least likely to be listening during presentation because his mindset is to already have a final decision and then drive towards it - too often ignoring information counter to Krovoza's predetermination.

Someone in a position to work with all of Davis' council members over the past 25 years says that some people are ignorant because they are un-informed, but some people are ignorant because they refuse to listen, and Krovoza is the most ignorant council person in their experience. Most un-educatable. Stuck in his egotistical rigidity.

Part of the problem is that Krovoza is attempting to implement a Strong Mayor form of governance within a Weak Mayor/Strong City Manager form of government. It only increases confusion. Dave Rosenberg is the closest Davis has ever come to having a Strong Mayor who was successful, all be it with a three vote majority the first time. Rosenberg drove Jerry Adler crazy with personal initiatives that he publicly announced and then brought to the city council for ratification. The most significant was the still-born and occasionally reborn "Association of Mayors of University of California Cities." But Rosenberg only got away with it because he knew he already had majority endorsement for the idea, he just hadn't gone through the formal part, which included informing Adler and requesting his support, but expecting irrelevant opposition, so why worry about it. There was too much of that towards Adler by the Rosenberg/Evans/Corbett Gang of Three whose cavalier design of the 1987 Davis General Plan precipitated the Davis Test of Time.

The art, the MAGIC, of the Weak Mayor form of council is based on the courtship of "counting to three." It is something that happens behind Krovoza's back. He is rarely involved except in lobbying other council members for his position. Krovoza is rarely the Mayor in the sense of being in the middle - his personal position always takes priority to the point of clouding his understanding of the rest of the council.

The water rate issue is the biggest example of where Krovoza has lost the council but thinks he is in complete control. Krovoza was ambushed by Dan Wolk's alternative resolution, and Krovoza still refuses to respect the critics of the way the rate decision is happening.

What should be the crown jewel of a successful Krovoza administration, the grand water plan has become a clumsy disaster in terms of the process. Given Krovoza's history as a water lawyer, and his campaign claim to be an expert at public finance and big projects, this process should have given Krovoza the golden opportunity to shine as a leader who can carry a project to successful implementation.

At several significant steps, the petition gatherers and Dan Wolk have ambushed Krovoza. 1:30 a.m. in the marathon September 6th city council meeting Wolk brought up an exhaustive list of ways to improve the project process that completely surprised Krovoza. Not surprising, the list included a variety of ideas which had the finger prints of Wolk's parents, the former dean of the UCD law school and the state senator who is past chair of the assembly committee on Water, Parks and Wildlife and past Mayor of Davis. Krovoza made a deal in the heat of the moment, taking all the list in exchange for a 5-6 year rate increase package which was the only thing he cared about. That is part of the problem: Krovoza is impatient to get to the finish line to have something big.

On a fundamental level, what Dan Wolk, and Rochelle, get, and Krovoza doesn't have a clue about is that the water rate political controversy has gone way beyond the 218 requirements. Davis body politic, especially Enterprise columnist Bob Dunning, left that one behind long ago. No, this is about the fundamental credibility of the elected officials. At this point, the critics are specifically questioning the authority of Krovoza and Stephen Souza to make decisions on the water project Joint Powers Authority on behalf of the city of Davis. At question is their ability to be representatives.

After the more recent council meeting accepting the County Clerk's certification of the petition signatures, at midnight Pinkerton made public the city attorney's two week old "finding" that the city council could ignore the petition. Heretofore the city attorney's finding was "confidential" because of client attorney privilege because it was POLITICALLY sensitive: How many more people would have volunteered to carry petitions if they knew that the city attorney had already given the city manager the legal backing to ignore the petition? Following the email, Pinkerton and his staff presume that is the end of it: the city attorney said the council could ignore the petition and certify the rate increase; now the council can get on with the rest of the normal business of the city.

The way Pinkerton released the information about the city attorney's recommendation that the council actually ignore the petition for the vote on the water is such bad politics that Krovoza is in big political trouble. Unfortunately for Krovoza, the rookie city manager who should be in the best position to help him is the person making novice mistakes.

This is blatant arrogance of the new city manager. It is the electoral equivalent of the UCD police pepper spaying the motionless demonstrators three days later. It shows the complete disregard for the public process, the voters/taxpayers and the rule of law. When the petition leaders found out what the city manager did, they threatened to recall the 2010-14 council members, Krovoza and Swanson. [Rochelle lit up with delight at the prospect. Now that she knows what is going on more than anyone else, she has a story to tell.]

For the same reason that Pinkerton and Krovoza get along so well, Department Head meetings with the City Manager have become a worthless joke of listening to the boss tell more stories that mostly don't even have anything to do with the topic but are irrelevant anyway. If anyone else in the room ever did it twice, they would be reprimanded in the second meeting by the group and by the boss. But everybody has to indulge the boss.

With the second sentence of yet another worthless Pinkerton story, out come the cell phones to read email messages. Nobody has to pay any attention because the city manager is on automatic pilot. At least when Antonen was the city manager, the department heads had to work during their weekly meeting. Now it is productive only as personal time or side comments with other department heads that the city manager doesn't get and has no interest in. The meeting hours slowly creep by, as little or nothing of substance is even mentioned because the boss is too busy talking.

When Pinkerton walks into a room of Davis city employees, the room suddenly tenses as everyone is unsure what Pinkerton might possibly want. It is not likely to be good: Krovoza has a cut list. Getting rid of Bike Pedestrian Coordinator Tara Goddard was high on Krovoza's list. No telling who else is on it.

I supported Krovoza strongly from August to November 2009, lobbying key Davis people to support him for the June 2010 election. Then for three months, Krovoza taunted me to find a position in his imaginary campaign and he rejected each thing I proposed. Then Leo teased me to apply the Viable System Model to Krovoza's campaign, and I realized that I couldn't begin to, because Krovoza doesn't trust me at all. He is like that with a lot of people, too many people in Davis.

The good news is that since Ruth Asmundson left the council at the end of June, 2010, Rochelle Swanson has stepped into the breach as "de facto Mayor." Where Stephen Souza claims years of service (what the academics call "seat time" - the body is there but the mind is not engaged - has been used about Stephen in particular), Rochelle has been busy doing council service: actually listening to Sue Greenwald, and Stephen, as well as Krovoza, and of course Dan Wolk. Behind the scenes, it is Rochelle who has been doing her homework, listening to as many people as she can about a particular issue, working to be sure she understands all the sides, and learning what issues concern the sides, as well as what becomes the determining issues, for city staff and for her council colleagues. The behind the scenes work to settle the social friction - the art of the possible. What a society needs its Mayor to do.

Rochelle has out-thought and outworked Krovoza on every issue and every agenda item. Rochelle has out-thought staff so often they go to meetings with her for the fun of finding out what an engaged council member can add to public policy.

Krovoza is so busy in his day job at the university that he rarely has time for council business. He only shows up if he is scheduled, and then he is always rushed and usually late. Krovoza doesn't have time to have casual conversations with constituents, the glue of social intercourse, so he doesn't find out new information, and goes on what he thought before, even if others are changing, or worse, have already changed, leaving Krovoza behind. Wait. Isn't Krovoza supposed to be the "leader"?

Krovoza does power meetings on behalf of Davis, but he doesn't have time for Davis. He is respected at UCD, but there is not a single city employee who Krovoza has shown respect to besides his boy Pinkerton. He learned how to show dis-respect from Don Saylor, his mentor, and as Krovoza sees the POWER of having the office of Mayor for three and a half years, it means that he can do any-bully-thing he wants for a long time without any personal consequences except sullen city employees who don't jump at Krovoza's every whim.

Krovoza doesn't care about Davis; Krovoza only cares about Krovoza. Krovoza has a listening disability, the worst handicap a politician can have. First off, Krovoza talks non-stop (which is now called "Sue Greenwalding" someone), and just expects the listener to agree with the brilliance. When someone tries to disagree with him, Krovoza argues rather than listening to learn. Then Krovoza's brain just goes in another direction, and his subconscious actually gives the other person a courtesy: Krovoza starts saying "yeah, yeah, good, good; yeah, yeah, good, good," which is the sign to shut up and submit to Krovoza's superior ideas because you are just wasting your breath: no one is listening or cares about a word you are saying. And, Krovoza's brilliant thought is going to be so good that you are really, really going to appreciate the fact that Krovoza cut you off. Nice smile just before he cut you off.

Krovoza has turned unlistening almost into an art form; when he is being presented with information at a meeting, there is no telling where his brain is. Krovoza has had over a year, and he is a complete failure as "an elected official" because he cannot represent beyond his own personal opinion, just like Sue Greenwald. Hard to say who is worse for the city of Davis, Sue Greenwald or Joe Krovoza.

Krovoza is so arrogant that there are only about a dozen, maybe twenty Davis citizens that he listens to: the members of the school board, people he has appointed to the planning and natural resources commissions, four people in the bicycle community. Sue Greenwald has maybe a dozen people, although Mark Siegler is the only person who can tell her that she is wrong, so shut up and listen, and she actually does. Stephen Souza is so squirrelly that he will tell you whatever he thinks you want to hear. Dan Wolk is still the deer with his eyes in the headlights, will listen to everybody, as he is trying to figure out what he is really doing now that he is actually on the council and he has the opportunity and responsibility to face the voters next June. By comparison to the maybe three dozen people who actually influence those four individual council members, there are HUNDREDS of people who will say that Rochelle Swanson has asked their opinion, listened and then took their concerns into account in her thinking about the problem in particular and Davis in general so that when she is thinking about other problems in the future, Rochelle will keep those concerns in mind.

The chronic crisis in leadership that the City of Davis has is that we have been without a functioning city manager since John Meyer was so humiliated by Sue Greenwald in 2000 that he became the best administrator in the history of UCD. Sue Greenwald has ruined the lives of as many people as she can, especially city employees. The past decade has been painful, as the city manager's seat has been occupied by people with little investment in the future of the city or their decisions' consequences.

Jeannie Hippler struggled to keep the city on autopilot for two years, until I asked the Davis Enterprise reporter if Hippler was ever going to initiate the selection process for a new city manager, and Hippler used that weekly Enterprise interview to begin the recruitment process and be relieved of her duty.

Jim Antonen was a worthless Midwest escapee who was the fifth of five finalists - the first four were offered the job, found out about Sue Greenwald and turned it down. Antonen's only interest was building a 5-year CalPERS retirement fund at Top Dog wage, and he just tried to stay awake during City Council and Department Head meetings. The favorable perspective of Antonen was as the Grandfather of the city family, but Davis needs a Parent, not a Grandparent. Not just a nice person, or somebody that has great analytical skills, but someone who can seriously engage in having the city forces be discussed and worked through in public. When she was Mayor, Ruth Asmundson was so frustrated with Antonen that she went to John Meyer for advice on how to make Antonen actually do something.

I was having lunch with Bill Emlen the day that Antonen didn't keep his date for lunch that was how he symbolically resigned from the city manager's job, and the next day I had lunch with Mayor Ruth Asmundson at the restaurant next to the Davis Enterprise, and a woman walked in and the Mayor ducked her head, then glanced and asked if that is the Enterprise Editor? I said No, and the Mayor was relieved and confidentially said that she couldn't say anything but there was going to be an important headline story in today's paper and I guessed it was Antonen's departure.

As Community Development Director, Bill Emlen had been the only person in the city to stand up to the Covell Village Partners juggernaut, so I supported him in the city manager job. Emlen made drastic necessary council-mandated cuts and reprogrammings which protected his old department: Community Development keeping the most, and Public Works taking most of the General Fund hits (because of course we have to minimize the cuts to police and fire). A big part of what Emlen did was protect the city government from the bullying stomping of Don Saylor when he was Mayor. Emlen had an exit strategy from the day he started working for the City of Davis.

Paul Navazio is the first person to actually be City Manager since John Meyer, to actually pay attention to the long term consequences and plan for future decisions. In the tradition of Howard Reece (1959-83), Roger Storey (1983-87) and John Meyer (1990-2000), Paul Navazio actually cares about what he is doing and who he is doing it with.

As Finance Director/Interim City Manager, Navazio has brought the city government together with a common purpose. Those are not simply words; that is an ongoing institutional crisis that every organization must contend with, and with a city government is focused on the city manager. Paul's children are teenagers, one of whom is handicapped enough that the family is always overcoming obstacles. That is what life is: achieving what the family wants within the physical, financial, legal, social and environmental constraints of reality. Let's go to the Baseball Hall of Fame in Cooperstown, then Yankee Stadium, and then Fenway Park in Boston. Great, OK. Now what do we have to do to make that a success?

During the past year, Navazio has rebuilt camaraderie, esprit de corps, a sense of trust and good will that was impossible for a decade. The greatest irony about Krovoza's antics since he has become Mayor is that every time he has screamed at a city employee, every time he refused to listen, it has increased that employee's respect for Navazio.

Krovoza should resign and focus on his day job.

Kerry Loux is the perfect person to complete Krovoza's council term. Loux would have seconded many Krovoza's motions, almost as quickly as he would endorse and support Loux's more thoughtful comprehensive proposals moving policy in a sustainable direction, without any of Krovoza's ego or political ambition.

Krovoza's gigantic ego will overcome this minor setback, and he will chart a different path to greater glory.
Pinkerton isn't even as trustworthy as Katehi. Pretty close to zero.

It will be interesting to hear what Jon Li might be able to put into 3 minutes of legal public comment without swear words at Tuesday's city council meeting. Krovoza will survive that 3 minutes, but the odds are no better than 50% that he will make it to the end of the water discussion. He will get so exasperated that he resigns from the city council in complete aggravation.

Rochelle is the Mayor in fact.
Krovoza is at best a distraction.
Kerry Loux should be appointed by city council to complete Krovoza's term
Pick Stephen Souza to be Mayor Pro Tem so he doesn't run for another term
Souza is conflicted and the Davis representatives to the Woodland-Davis Water JPA should be Rochelle Swanson and Dan Wolk
Navazio should be named city manager,
Bob Clarke Public Works Director and
Navazio should be authorized to hire a Finance Director.
It is time for the adults to take responsibility for the City of Davis.


Jon Li
Institute for Public Science & Art

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