2024 Clayton City Council candidate questions: Maria Shulman
CLAYTON, CA (Sept. 9, 2024) — The Pioneer newspaper presented a list of questions to the candidates running for Clayton City Council in the 2024 election. To read other candidate answers, click here.
Maria Shulman—Candidate Response
The city has lost significant city hall staff over the last five years. The interim city manager has taken steps to begin rebuilding staff. What is the council member’s role in stabilizing staff turnover, and what steps will you take to support the city manager?
Ensuring a stable workforce is vital for effective governance and the smooth operation of city services. As a member of the council, I would advocate for the city manager’s initiatives to rebuild the staff while promoting the city as an attractive workplace. Council members can significantly stabilize the workforce and support the city manager through diligent policy and budget oversight, appropriate funding allocations, and backing for human resources initiatives. Implementing programs that recognize employee contributions or establishing policies that enhance job satisfaction and foster a long-term staffing strategy are in line with the city’s objectives. Emphasizing stability will help create a supportive work environment that nurtures a positive workplace culture, all underpinned by prudent financial management.
Effective communication and a cohesive vision among council members are not merely beneficial but imperative. This collective vision encourages transparent communication and ensures a mutual understanding of the challenges and requirements faced by city staff. A unified approach from council members will instill a sense of support among the staff, thereby building trust and confidence.
It is essential for the city manager and the council to collaboratively tackle challenges. Engaging in joint problem-solving not only supports the city manager and staff but also facilitates informed decision-making through constructive feedback. The city manager should be empowered to delegate the implementation of staffing strategies effectively while continuously assessing the effectiveness of these policies. Both the council and the city manager must be dedicated to ongoing improvement and remain open to adjusting strategies based on their effectiveness.
The community is split over the issue of high-density housing development. Given land use mandates are handed down by the state, how should the council balance the wishes and needs of the community with the state’s enforcement measures such as withholding revenues and the threat of civil rights lawsuits?
The issue of balancing the community’s desires with state mandates for high-density housing development is a complex and sensitive matter for Clayton. The council’s commitment to addressing housing issues within state laws, fostering open dialogue with the community, and ensuring transparency is crucial. Community input is not only necessary but also essential. As a small city, Clayton has actively involved the community through surveys and town halls regarding high-density buildings, and the consensus is clear that they are not wanted.
To comply with the 6th cycle housing mandate by the state, the city has made changes to the general plan, including increased densities and mixed commercial/residential use, and altered land use designations. Moving forward, the city should consider pursuing intelligent growth principles that focus on sustainable housing developments, promoting green building practices, preserving open space, utilizing solar energy, and integrating reclaimed water, while also aligning with Clayton’s character.
It is important for Clayton’s leadership and planning department representatives to proactively engage with state representatives to advocate for the city’s interests. Given its size, Clayton needs flexibility within the mandates to meet its goals while respecting local concerns. This strategic approach should involve advocating for environmental sustainability, meeting with state representatives and housing authorities to negotiate flexibility within the mandates, and seeking federal grants for infrastructure improvements. The council should provide a unified approach by demonstrating strong leadership and being willing to compromise to ease tensions within the community and foster a collaborative atmosphere.
Balancing community wishes with state mandates requires careful planning, transparent communication, and creative problem-solving. By engaging the community, strategically planning developments, collaborating with the state, and demonstrating strong leadership, the council can work toward a solution that respects local values while fulfilling legal obligations.
Last year, there was a revenue shortfall, and the city used reserves to close the gap. There is considerable disagreement even among council members as to how serious the looming deficit is. This year, reserves were used to close the gap, but it’s clear the city either needs to raise more revenue or substantially cut services. What is your plan?
Addressing revenues requires a balanced approach that considers both the need for fiscal responsibility and the impact on residents. Given the disagreement among council members and the community about the severity of the deficit, it’s essential to develop a transparent, data-driven plan that includes all perspectives.
The city has already implemented the budget and audit committee, and the citizen financial sustainability committee reviews the budget line item by line item. Yes, the city used a fraction of reserve money to cover the budget last year, but the city is not in dire need of a parcel or revenue tax increase. Hard decisions must be made once the budget is fully audited and investments are managed with due diligence.
When there is a clear picture of any current deficit, projections for future revenue and expenses, and any areas for savings, this information must be shared with the community for their input and understanding. I would work with the council and residents on short-term and long-term budget options. Sound fiscal planning requires long-term planning and budget prioritization. Some ways of doing this would be to support local businesses through marketing campaigns on the city’s social media platforms and review and prioritize services that could be cut, combined, or made more efficient through cost savings. I would also continue with the city’s cost-saving upgrades for energy efficiency and technology. I would also encourage the council to create a long-term financial plan that includes multi-year budgeting to help the city plan for emergencies and provide a more sustainable economic path forward.
A balanced approach is required to address Clayton’s revenue shortfall, which combines supporting local businesses with strategic spending cuts. With community engagement, consensus within the council, and focus on long-term financial health, the city can navigate this challenge while preserving essential services and the resident’s trust. The goal is to create economic sustainability that meets the city’s needs without overburdening its residents.
The Landscape Maintenance District sunsets in 2027 and along with it, the restricted funds for maintaining landscaping. Should the council ask the voters to renew the district or allow it to expire and pay for maintenance from the general fund?
The decision to renew the Landscape Maintenance District (LMD) or allow it to expire and shift maintenance costs to the general fund is significant, as it affects both the city budget and the quality of landscaping residents enjoy. I would approach this by considering the pros and cons of letting the LMD sunset.
I would begin by evaluating the importance of the LMD and its current impact on the quality of landscaping, the level of maintenance provided, and the importance of the services to residents. I would also try to gauge the community sentiment regarding the LMD by asking whether residents are satisfied with the current landscaping services provided and whether they are willing to continue to fund it. The financial implications and impact on the general fund must be investigated. If the LMD is allowed to expire, can the general fund carry out landscaping maintenance, or would it strain already finite resources?
The benefits of renewing the LMD include a dedicated funding stream for landscape maintenance, protecting it from budget demands in the general fund while allowing it to be a priority, predictable monies earmarked for maintenance, and better long-term planning of community aesthetics.
The council’s responsibility is to communicate, educate, and plan for the future based on the city’s and its residents’ needs. Informed decisions can only be made with input from all interested parties who know the consequences of that decision. In my opinion, I would not sunset the LMD. I believe the dedicated resources in the LMD are necessary but not being utilized to their fullest extent. The city has taken steps to get the LMD in line with a strategic plan of setting up a timeline for maintenance and a list of items with the highest priorities first. It will take some time to get things in order; the city, however, is moving in the right direction.
Is Clayton doing enough to support diversity and inclusion in the city?? Should the city take a closer look at its Diversity, Equity, and Inclusion policies with respect to supporting Pride and ensuring a more just society?
Addressing diversity, equity, and inclusion (DEI) is vital for any city. Ensuring the city supports all its residents and fosters an inclusive community involves examining and potentially enhancing current policies.
Concerning diversity and inclusion, not just pride, the city should review current DEI policies related to employment, public services, and community engagement. Once the data is collected, the city should make any necessary policy changes to ensure they remain practical and relevant. This includes adjustments based on feedback, changing community needs, and regular evaluations.
Part of addressing DEI is identifying inequities within city practice and providing DEI training for city staff and officials to foster a more inclusive work environment and ensure city policies and practices reflect a commitment to equity and justice.
Clayton has the first pride parade in Contra Costa County. In June, the Pride flag is raised and flown. These are steps forward within the community, and all community members should be supported with respect and dignity.
Economic Growth and Development. What do you see Clayton can do to enhance and grow/develop the economy within the city?
Clayton can implement several strategies to enhance economic growth and development or investigate their soundness at minimum.
Clayton can streamline permitting processes and short-term tax breaks to develop a business-friendly environment and encourage economic activity.
The promotion of local investment by residents and businesses to invest in their community and programs that potentially could facilitate business expansion.
Attract new business by identifying and targeting key industries that could thrive in Clayton. Develop marketing strategies to attract businesses and entrepreneurs who align with city goals and resources. Also, spotlight local businesses monthly to promote local businesses here in Clayton.
Clayton must invest in amenities and services such as recreational facilities and cultural activities. For example, investing in our local community park could bring soccer or baseball leagues to Clayton, with rental fees and business for local shops and restaurants.
Another idea would be to collaborate with neighboring cities and regional organizations. A partnership can lead to joint economic development initiatives and shared resources. Of course, Clayton would continue to host events like the concerts in the Grove, the 4th of July parade, the car show, and other events that bring people to town to patronize local businesses. By implementing some of these ideas, Clayton can become a more dynamic and resilient local economy and attract new businesses.
Public Safety in Clayton. What do you see as the responsibility of a council member in ensuring a safe community, and how do you see that being accomplished?
A council member has several key responsibilities to ensure public safety in the community. These responsibilities are effectively accomplished by advocating for adequate resources, which means funding and equipping police and fire departments with personnel, training, and equipment and supporting programs that promote community policing that fosters positive community relationships. Clayton‘s police force does an excellent job of knowing the residents by name and engaging with the youth. Engaging with youth helps support crime prevention initiatives by helping address underlying issues within the community. It is also necessary to have emergency preparedness. Updated policies and procedures for emergencies or disasters are relevant to Clayton; we live in a beautiful but wild area prone to fires, earthquakes, trees falling, flooding, and mud/rockslides. The council must ensure clear protocols for the various types of emergencies and that the community is well-informed on how to respond. For emergency response, the council is responsible for providing and improving infrastructure for public safety. Street lighting, traffic calming measures, well-maintained public spaces, and safer crosswalks are included.
The council and supporting agencies, as well as police and fire, must facilitate collaboration with the community to engage in safety initiatives and gather valuable input on the effectiveness of safety measures. Crime statistics, emergency response times, and other data must be evaluated and reviewed continuously to adjust strategies as needed. One such strategy would be how those with mental health and substance abuse disorders are treated. Clayton and its leaders must collaborate with other local organizations to provide resources and support to those in need.
A council member can play a crucial role in enhancing public safety by encouraging community engagement, promoting education and awareness, and supporting initiatives that promote and provide a safe and healthy community.
The past few years in Clayton have seen considerable discord among council members, city staff and residents with tempers running high. What specific initiatives do you propose to address the concerns raised by the community and ensure that all voices are heard and represented in decision-making?
Some initiatives might address discord among council members, city staff, and residents and ensure all voices are heard and represented. First and foremost, egos must be left at the door. As shown in the recorded council meetings, so much of what has gone on in the last four years has been ego-driven. Understand that I respect everyone who steps up for public service. It’s not easy, and you are criticized ruthlessly, but the service is for the public good and not for oneself.
Complete transparency must be maintained in the council’s communications and decisions with residents about projects and community issues. This is done through Clayton’s social media outlets and the website. Another way to calm tempers within city hall is through facilitated mediation and conflict resolution. Professional mediation and conflict resolution services are neutral facilitators and can assist in finding common ground and resolving issues constructively.
Staff and council should have advanced training in effective communication, conflict resolution, and community engagement to improve interactions with residents and staff and create a more collaborative environment. The Institute for Local Government can provide these classes.
There should also be a feedback mechanism for residents to submit complaints, suggestions, or compliments. This mechanism would provide a clear process for reviewing and responding to input, and residents receive timely updates on how concerns are being addressed.
Facilitated collaborative problem-solving sessions could also be held, where council members, city staff, and residents organize to work on a specific goal or issue. This can be accomplished through structured problem-solving techniques of collaboration and compromise.
There are many other ways the council members, city staff, and residents can come together, but everyone must be willing to listen, understand, and compromise.
What have you contributed toward “the greater good” in Clayton?
Throughout my life, I have valued hard work, the pursuit of education, and community service. My family and I have lived in Clayton for over fifteen years, during which time I have been an active volunteer. My passion lies in helping others and quietly contributing to the community. I am actively involved in various volunteer efforts, including serving on the Clayton Community Library Foundation board, working with the Red Cross, participating in Clayton Cleans Up, and Contributing to Clayton’s Day of Service. Additionally, I participate in the Special Events Committee, actively working to secure donations and sponsors. I have also volunteered my time to clean up after concerts in the grove and the 4th of July parade for the last two years. I have actively walked in the creek, picking up garbage to help the environment. I have also volunteered at Mt Diablo Elementary, Diablo View Middle School, and Clayton Valley Charter High School during my daughter’s education.
I have been a member of the Clayton Planning Commission since 2022, serving as Vice Chair from 2023 to 2024 and recently being appointed Chair from 2024 to 2025. During my tenure, I supported the approval of Roadside 22 Café and a new restaurant named Enye, which will feature luxury loft apartments above the Rhine House Lofts. I have also advocated for disability rights and transparency in any plans before the planning commission. I have also provided advisory support to the city council regarding updates to the city general plan and the 6th cycle Housing Element, as well as the review and approval of new ADU plans and certifications. As Chair of the Planning Commission, I also engage with the county planning commissioners to bring forth shared ideas and suggestions for what is working in other counties regarding housing, fire safety, and sustainability in green initiatives to improve quality of life.
In addition to the above roles, I have raised numerous donations of computers, gift cards, clothing, toiletries, and bedding for Love A Child Mission and the first wave of Ukrainian refugees when they arrived. During the COVID-19 pandemic, I assisted the elderly with grocery shopping, medication pick-up, or conversation. During this time, I donated N-95 masks to multiple medical centers and physicians when they had trouble finding them.
My community is important to me. I aim to always respectfully engage each resident. I want to hear what you say and understand your needs and ideas for getting there. Thoughtful community engagement is necessary to keep Clayton moving forward.
What is the most important issue facing Clayton in the next four years?
In the next four years, Clayton faces several vital issues. One of the biggest is housing with managed growth and development. State mandates often handed out without regard to a community’s size or resources place undue strain on a community. Secondary to that strain is a community that would like to retain its charm and character while meeting the needs of diverse populations.
Finances and keeping the budget in order. For Clayton to succeed, the budget must be monitored, streamlined, and fully understood to determine the next steps. Until that is accomplished, instituting measures for a parcel of sales tax would not be accepted.
The city is poised for success now that Clayton has had an experienced interim city manager who has streamlined services and consolidated positions. Our new city manager and assistant city manager are in better positions to rebuild and maintain strong community and staff relationships, ensuring all voices are heard in the decision-making process and fostering a sense of unity and cooperation.
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To read other Clayton City Council candidate answers, click here.