Building on the success of her Bistro concept, Zov opened Zov’s Neighborhood Cafés & Bars in Irvine and Newport Coast. The new locations offer many of the signature dishes from her bistro during lunch, dinner, weekend brunch and happy hour.

Along the way, Zov published a cookbook, launched a series of cooking classes, and expanded her catering division. She also garnered critical acclaim and numerous awards, including being named Restaurateur of the Year by the Southern California Restaurant Writers and the California Restaurant Association.  

Now, with a second cookbook hot off the press and plans to open not just one but two restaurants at John Wayne Airport, Zov sat down with Stasha Surdyke and Christopher Trela at the Newport Coast café to talk about her new book, the concept behind Zov’s restaurants, and her culinary career.

1. What is the difference between Zov’s Bistro in Tustin and this Newport Coast restaurant?

Zov’s Bistro is more of a fine dining experience. People come with friends and have a night out - it’s a destination restaurant. People come from all over the world to dine, and they make reservations before they fly out. Our award-winning bakery is next to the bistro. The Newport Beach restaurant is more of a neighborhood café that’s very healthy, fast, family friendly, and  no reservations are required. Everything is made from scratch, no processing. The dressings, the sauces - everything is made with fresh ingredients and the produce is locally sourced. If you want your kids to have a healthy meal, this is the place to come. We do have a kids menu.

2. What are some of your more popular menu items?

The seared salmon with Moroccan spices is the most requested item, which comes with braised spinach. The herb-crusted whitefish comes with pearl couscous, and is loaded with corn, carrots, beans, peas, and of course, white wine sauce. Our kabobs are very popular, and our pastas are wonderful - the pasta with chicken is delicious. We also make a killer meatloaf. Another popular item is our Mezze plate - Mezze means tidbits of food. It’s an appetizer sampler of hummus, baba ganoush, rice-filled grape leaves, tabouleh, spicy sweet walnut dip known as muhammara, and pita bread.”

3. What is in your newest cookbook? 

It’s called “Simply Zov” and I’m very proud of this edition. It’s 385 pages and has 150 recipes using easily accessible, everyday ingredients you find in the home. It has mostly family-type recipes. You only need one recipe and you never have to look for another one. Let’s say you want to make a killer meatloaf. Most meatloaf is tomato-y. I never liked meatloaf until I created my own - so that recipe is definitely in there. I have breakfast, lunch and dinner recipes, and each one has a photo to go with it. I have recipes for mothers, lots of comfort food and vegetarian food recipes. 

4. What is the inspiration behind your cuisine?

My inspiration is always ingredient driving. When I see an ingredient, I come up with ideas of how to use it. I love using herbs and spices. I have a really good palate, which I think is ornate, like a wine maker and his nose. It’s God given, and I’m happy that I have that. My mother was a fantastic cook. Even though her repertoire was very limited, it was always delicious. She had a great palate and taught me well.

5. So you pursued a culinary career after starting at home?

I never went to a culinary arts school. My hero is Julia Child. I can honestly say we became very good friends. We used to visit each other a lot. She was the inspiration for my career. I owe it all to her, and my mother. They were my heroes in the food department.

6. What made you want to get into the restaurant business?

I started as a caterer first. I knew food was my passion, so I started catering out of my house more than 30 years ago. I did it from home so I could be with my children, who were babies at the time. Eventually it got to be really crazy, so I needed to either make it a profession or quit, and I’d worked too hard to quit. The Tustin location was available, so we went for it. It was a tiny little place. I never expected it to grow into all of this. Never. 

7. As busy as you are, do you ever get to dine out?

For me, to dine out is a pleasure, but I have so little time. I have Sundays off – my only day off – and sometimes I’m still working. I don’t usually enjoy going out because it feels like I’m working. So, the best time for me to dine out is when I travel. I try to do that as often as possible. That’s when I really go crazy and try all the local cuisine.

8. If you were not in the restaurant business, what would you be doing instead?

I would be a teacher, any kind of a teacher, because I’m good at it—I like to share knowledge. I hold cooking classes at the Bistro regularly, and last week 40 people showed up to attend. Everyone thoroughly enjoyed the demonstration.

9. Do you watch cooking shows on TV?

I don’t have much time, but we had Iron Chef Michael Simon, and Chef Anne Burrell, at the restaurant. We all cooked together and raised money for the James Beard Foundation. They have a scholarship with my name on it. We do a lot of benefits for them, which help people who don’t have the means to study cooking.

10. Are you surprised by everything you have accomplished?

I look back at my life and realize I have done a lot. I just go and go and go, and then stop and look back. That’s life. It’s pretty amazing.

Lt. Col. Craig Wonson is the commander of the 1^st Battalion 1^st Marines – the 1/1 – a Camp Pendleton-based unit that has been “adopted” by the city of Newport Beach.

Marines from the unit have spent holidays with local families, and local businesses have sponsored car washes and other fundraisers for the 1/1 Foundation, which assists family members of the battalion, especially the families of younger enlisted men, with unexpected expenses while their Marines are away on deployment.

Last night, the annual 1/1 Mess Night fundraiser was held – we’ll have coverage of that at www.newportbeachindy.com and in next week’s edition of the Indy.

On Jan. 22, the community is invited to come out and pit its athleticism against a battery of Marine training courses and drills at the 1/1 Beach Challenge. The event is open to those 14 and older and all fitness levels. It will be held at the Balboa Pier, with the heats beginning at 8 a.m. Check-in opens at 6:30 a.m. There will be live music, hands-on displays, sponsor tents and the opportunity to chat with your Marines of the 1/1.

To register, visit www.oneonemarines.com, or call 949-385-1110.

Lt. Col. Wonson was interviewed by Indy Editor Roger Bloom.

1.  How long have you been in the Corps and what are some of your notable deployments/assignments?

-I joined the Marine Corps in March 1991 and attended Officer Candidate School later that year.  Most of my time has been spent in the infantry community but I have also done tours at the Marine Corps Recruit Depot, the First Marine Expeditionary Force, and U.S. Special Operations Command.  Four of my five overseas deployments were over six months long, one was for a full year, and two of them were combat tours. 

2.  What will be the 1/1’s mission while on deployment?

-As a forward-deployed, amphibious force-in-readiness, we have to be prepared for anything.  There is a wide range of contingencies that that we train for and have to be ready to execute within hours of notification.  You might be conducting humanitarian relief or noncombatant evacuation operations in one part of the world, and a few days later be sent to an entirely different region to engage in combat operations.    

3.  What is the most difficult part of a deployment?

-Time away from your family.  I think it is especially hard on those who have young children.  It helps that we have a very tight-knit unit and an outstanding family support network.      

4.  What is your favorite sports team and why?

-We have a saying back in Boston that there are four seasons…Red Sox, Patriots, Celtics, and Bruins.  The passion for sports there is like none other.  It becomes a part of your life at a very young age, and I still follow each of the Boston teams closely.  I am also a rabid University of Connecticut basketball fan.  It doesn’t matter where I’m at in the world, if the Huskies are playing I will find a way to get a score.

5.  How has the Corps changed since you first joined?

-In many ways it hasn’t changed much at all and that’s a good thing.  We are still the Nation’s premier force in readiness.  We still place more emphasis on the individual Marine than on high-tech weapon systems.  Our ethos is still defined by the core values of honor, courage, and commitment.  And, as it has over the past 235 years, the term “Marine” still signifies all that is highest in military efficiency and soldierly virtue.        

6.  How did the 1/1 Foundation come to be, and what has it accomplished for the unit?

-The Foundation provides support to 1/1 Marines and their families, particularly those that have been killed or wounded in the line of duty.  We are very proud of the close relationship we maintain with the people of Newport Beach.  We recently christened the conference room in our new HQ “The Newport Beach Room” in recognition of the tremendous support we have received from the Newport Beach Community over the years.      

7.  Grant or Lee?

-I have a great deal of respect for both of them.  Both were superb field generals that brought a different style of leadership to the fight.  Lee was an outstanding tactician who accomplished amazing things despite facing constant shortages in manpower and equipment.  Grant is often maligned for his attritionist approach, but his ability to maintain the initiative and keep Lee on the defensive was masterful.  I also admire Grant for the historic actions he took as President to promote civil rights during the Reconstruction era.       

8.  What is the most important thing for a Marine facing their first deployment overseas to know?

-The importance of their role and how the results of their actions can impact millions of lives.  Marines have to remain vigilant at all times, sustain tactical and technical proficiency, and be ready to execute missions on short notice for the entire deployment.  It is a tremendous amount of responsibility placed on the shoulders of a 19-year old, but they never cease to amaze me with their professionalism and dedication to duty.   

9.  Have you ever been in a tight spot in a combat zone, and if so what happened?

-The first time I came under fire was when our vehicle convoy was ambushed in southern Iraq.  The first thing you try to do is lay down suppressive fire so you can regain the initiative and move out of the kill zone.  I stood up in the vehicle hatch and began pointing out targets for the vehicle commander to engage with his machine gun.  His weapon kept jamming, however, and I remember him uttering every curse word in the book as he tried to clear it.  Fortunately our unit managed to fight its way out of a bad situation.  We still joke around about that incident today, but it wasn’t quite as funny at the time. 

10.  What is your favorite dessert?

-Two of my regular favorites are tiramisu and crème brulee, but I would say the giant éclair they make at Claim Jumper takes the prize.  It is truly dessert nirvana.

First elected to the City Council in 2006, Henn was reelected without opposition last month. His professional career is in finance, and he has been chief financial officer of two Fortune 500 companies, the Vons Cos. and KB Home.

Henn was interviewed by Newport Beach Indy Editor Roger Bloom. 

1. What is your assessment of the city’s financial condition?

The city is in excellent financial condition, as evidenced by the AAA bond rating recently awarded by all three major rating agencies. That’s the highest rating they give, and only five cities in the entire state of California carry that rating from all three agencies.

In addition, the city was recently able to successfully sell the bonds needed to fully fund the completion of our new Civic Center, even in the currently turbulent credit markets.

That said, we still face difficult challenges to balance our budget going forward, and to correct the structural imbalance in cost of employee retirement benefits. I am confident that, with the very able leadership of Dave Kiff and our senior staff, we will be able to solve these problems in partnership with the employee associations, without significantly impacting the high level of public safety and other services that make our city special. 

2. What are the prospects for the proposed Lower Bay dredging project after the Port of Long Beach declined to take the material deemed unsuitable for disposal at the offshore ocean disposal site?

The port actually indicated that there were other projects in line before ours, including the Rhine Channel. It’s possible that one of those other projects could drop out. Therefore, there remains an outside chance that an opportunity with the port will re-open.

In the event it does not, we are working on alternatives that will minimize financial and environmental impacts of alternatives for dealing with the unsuitable material. Our staff is working hard with able assistance of the Army Corps of Engineers and other federal, county and state agencies, and we hope to have solutions identified within the next several months. 

3. What is your favorite sport to watch? Why?

Our family is originally from Chicago, and we still carry strong loyalties to the baseball Cubs. But I would have to say that football is our favorite sport to watch.

The Chicago Bears and the USC Trojans are our teams. We see the Bears play a few times a year in Chicago (including last Sunday’s game), and are hoping for a playoff run this year; although, last Sunday’s performance wasn’t confidence-inspiring, to say the least.

4. What would you like the city’s pension system to look like in five years?

At a minimum, we need to assure that all of our employees are paying the employee share of pension costs.

The city, in partnership with our employee associations, was able to negotiate partial contributions from all employees this year, for the first time in a very long time. These changes, in conjunction with elimination of salary increases and other factors, will result in significant reductions in take-home pay for our employees over the next two years, and we appreciate their sacrifices.

Nevertheless, we need to continue partnering with our associations to increase their pension contributions to the full employee share over the next few years, and to significantly change the benefit levels and contributions for all new employees. These changes should result in a structural solution that corrects the current imbalance in the benefit levels and costs over the long run without using the city’s existing reserves.

Then, we will also have to keep an eye on statewide changes and mandates, such as the possibility of introducing defined contribution plans, as we consider other changes. 

5. We hear a lot about the challenges facing the city, but what do you see as the biggest opportunity right now?

I believe that, by virtue of the continuity and great working relationships among the members of our current council, we have a real opportunity over the next 12 months to put in place long-term plans for generational solutions to some of the most difficult problems facing the city.

This would include, for example, the extension of the John Wayne airport settlement agreement; producing a master plan for the maintenance, and improvement (including the funding) of our tidelands, including the upper bay, the lower bay and our beaches; as well as laying plans for the revitalization of the neglected and decaying parts of our great city.

There may be other such major projects, and the council will be taking up that issue early in the new year, as it sets its priorities for 2011. I want to make sure we organize our time, energy and staff support to allow a strong focus on long-term planning.

6. Will the council be taking up the question of fees for private piers and docks? If yes, what is your opinion of the idea? If no, why not?

In my view, the city has shirked its duty for a long, long time in managing and setting fees for use of the public tidelands in our harbor, and we have already set about correcting that neglect, as you know. The issue of fees for private piers and docks is one of many such fee analyses that the council’s ad hoc committee on harbor fees is currently tackling.

Taken together, this is a large and very complex task, and each harbor use needs to be separately analyzed to determine the right answer. I do not have a view on what the right answer is for private piers and docks, and will wait to be informed by careful analysis of the facts, the law and city policy before reaching a conclusion.

7. What is your primary goal for the city in the coming year?

To put in place the long term plans for generational issues facing the city, as noted above.

8. What is your favorite holiday movie or video? Why?

My favorite holiday movie is “It’s a Wonderful Life” with Jimmy Stewart. It’s a great allegory about how we all need to resolve the severe challenges that we encounter. It also has the very best kiss scene ever filmed. We watch this movie several times every holiday season, and it still inspires us.

9. What can the city do to revitalize Mariners Mile?

Mariners Mile is one of the neglected areas of the city that clearly needs revitalization. While I may have some ideas in this regard, I prefer for the city to organize a process using professional support, similar to how we are handling the Lido Marina Village land use study. That type of process should yield a full set of facts and professionally evaluated alternatives that the major landholders and the city can coalesce around as blueprint to move forward.

10. Who would you most like to meet someday?

I have met one sitting president of our country, and would dearly love to repeat that experience. Regardless of one’s political leanings, meeting the president is a real thrill and a chance to make a personal evaluation of the individual that most influences the course of our nation and the world.

Terry Dwyer is the Orange County Performing Arts Center’s president and chief operating officer. He began his tenure as the Center’s fourth president in April 2006.

The entertainment complex Dwyer oversees includes the 3,000-seat Segerstrom Hall, the 2,000-seat Segerstrom Concert Hall, the 500-seat Samueli Theater, the 250-seat Founders Hall and a 46,000-square-foot community plaza – as well as amenities such as cafes, donor rooms, dressing rooms, artist lounges and rehearsal studios.

Dwyer’s 25-year career in the performing arts also includes stints as managing director of the Alley Theatre in Houston, the La Jolla Playhouse and New York’s Circle Repertory Company.

He was interviewed by Newport Beach Indy Editor Roger Bloom.

1. What would you rate as your major accomplishments at The Center in your four years there?

The opening of the Renée and Henry Segerstrom Concert Hall certainly is high on the list. We also revised the Center’s mission statement and long range plan and are making progress towards a core goal of strategically expanding our artistic and education programs broadening and diversifying our audiences. We have raised capital campaign and endowment funds in excess of $65 million. I am also very proud that we have significantly increased commissioning and production of new dance and music pieces that are attracting new audiences and helping ensure a dynamic and relevant future for the Center. And our Off Center, Free for All and Plaza Event series have attracted many thousands of new attendees to the Center and helped the Center become even more of an inclusive, welcoming and fully accessible cultural resource for the community.

2. What is your major unrealized goal for The Center?

I have two goals that are “in process” and I hope soon will be achieved. The completion of the capital campaign is the first, and the second is the launch of a new performance festival featuring strikingly innovative companies of national and international note.  The festival as we envision it will add to the eclecticism of our programming, provide new ways for the Center to engage the community and strengthen its role as a catalyst for creativity and innovation.

3. About what percentage of programming is geared toward revenue production and which percentage is more discretionary - that is, more artistic or experimental in focus?

The Center’s goal is that one hundred percent of our programming reflects the finest examples of performance genres, whether in dance, musical theatre, jazz, cabaret, classical music, avant garde theater, performance art or indie rock. We focus on artistic excellence, potential for audience engagement and relevance. Nothing is programmed solely for the sake of revenue.

4. What is your all-time favorite TV show?

I have four: “30 Rock,” “Weeds,” “Dexter” and “Mr. Ed.”

5. You’ve had performing arts leadership roles in New York and San Diego prior to coming to the Performing Arts Center. Do you see any differences between the East Coast and West Coast performing arts “scenes”?

 The arts scenes on both coasts are rich, stimulating and often quite different. That’s to be expected given the differences in cultural traditions, political environment and even climate. The West Coast is incredibly diverse economically and socially and features an expansive geography, all of which strongly impacts the art created.  This diversity of our community is a strength to be explored and celebrated, and there is no question that the Center must do so as part of solidifying its status as both a valued cultural and civic resource to all of Orange County.

6. Have you seen any uptick in fundraising or donations so far this year? What are you projecting going forward?

We are seeing a small but steady increase in the number of donors, although the gifts tend to be smaller than in the past. This is encouraging in a way in that, despite the challenging economy, people remain committed to supporting the Center and the arts.  We are adjusting to these new realities as we plan our future with a central goal being to ensure our programs remain relevant, of the highest quality and accessible to all.

7. Tell me what The Center is doing to develop the next generation of audiences.

We have launched a number of new artistic initiatives focused on engaging existing audiences and enticing new attendees to experience the Center.  We are committed to making the Center more accessible and inclusive – economically, socially and artistically – to younger and more diverse audiences from every corner of Orange County.

8. What was your first car?

A Honda 305 ”Dream” motorcycle …. and then an International Harvester Scout.

9. What do you see The Center looking like in five years?

The Center will have strengthened its position as a cultural leader of local and international significance. People in Orange County and the Western region will look to the Center for the finest examples of great performance in all genres, disciplines and traditions. The halls and plaza will vibrate with the energy of the diverse and enthusiastic audiences we engage.  And they will know that they can look to the Center to experience the future of performing arts in America. Our resolve to program with excellence and remain accessible and relevant will be unshakable, and all our programs will reflect the full diversity of Orange County. The “Center Experience” will be unrivaled as a cultural, educational and entertainment resource for all throughout the community.

10. What is your favorite ice cream?

Ben & Jerry’s  “Cherry Garcia.”

The campaign has been a spirited one, with longtime resident and civic activist Hill relying on his name recognition and goodwill around town and a $50,000 loan from himself to his campaign, and Reno relying on the backing of the local Republican Party leadership and positioning himself as an anti-spending candidate.

The two candidates agreed to answer our 10 Questions this week, and were interviewed by NB Indy Editor Roger Bloom. Note: They were interviewed separately, and were unaware of the other’s answers when they gave their own replies.

For more on the two candidates’ positions, as well as those of 4^th District candidates Leslie Daigle and Mark Tabbert, see the video of the spirited and freewheeling “Feet to the Fire Forum” that is available on the city website's NBTV page.

1. Why are you running, and why should people vote for you? 

Hill: I am running for City Council for three primary reasons:

1.  While serving as an advisor to Ronald Reagan, he instilled in me the responsibility of giving back to my community and the importance of a financially conservative philosophy.  I have proved my desire to do this with 35 years of community service to date.  Reagan also taught me governance is conducted by those that show up.

2.  I believe my professional work experience as an architect, land planner, project manager and consultant to both government and the private sector on the matters of land utilization and balancing environmental concerns with responsible urban renewal provides important insight to many of the issues that Newport will face over the next four years.

3.  The timing is right.  I have been asked to run for City Council for years and now with the kids grown and out of the house and my consulting and architectural businesses well run, I believe I am the “Right Person at the Right Time.”

I ask for your vote based on my local knowledge and experience in dealing with our city government.  I commit to serving a full four-year term and am not running for any other office, attempting to use the Newport Beach City Council as a stepping stone.  To me, there is no higher office than serving the community that has been my home and place of work for the past 35 years.

Reno: I believe that Newport Beach is a very special place that people know all over the world.  People come to Newport Beach to pursue their dreams and live their dreams - I know I did.  My wife and I and our little boy live in Dover Shores and I want to serve on the council to ensure that Newport Beach continues to be a very special community with a great quality of life.  I will focus on delivering high quality services in a fiscally responsible way always watching out for the taxpayer.

2. If elected, what would be your three top priorities for the four-year term?

Reno: My top three priorities are maintaining the John Wayne Airport settlement agreement, creating a business friendly city hall focused on encouraging entrepreneurs and businesses to come to Newport Beach and thus helping to ensure our local economy is strong, and protecting the taxpayer by asking tough questions on how the city spends taxpayer money.

Hill: I look forward to working with the other six Councilpersons on the following:

1. Extending the JWA Airport Settlement Agreement that expires in 2015 and continuing to work with the FAA on achieving acceptable departure paths for our community.  Losing our city’s controls over JWA is the greatest threat to our quality of life and property values.

2. Continuing to deliver high-quality municipal service while achieving a balanced city operational budget without tapping reserves or raising taxes to cover operational, employee benefit or capital cost.

3. Achieving a competitive, fully funded wage and benefit program for all city employees by identifying funding for existing liabilities while reeling in the unsustainable future benefit programs.  This economic downturn is the time to correct past decisions for benefit programs which, if not changed for present and future employees, could eventually bankrupt the city.

3. What would you like to see in a new John Wayne Airport settlement agreement, and how could you bring it about?

Hill: Except for the curfew, which expires in 2020, many of the key provisions of the JWA Settlement Agreement expire in 2015; most notably, the annual cap of 10.8 million air passengers ("MAP") and the number of Class A passenger departures, currently capped at 85.  Retaining these limits must be our goal.  Equally important to retaining these limits by extending the agreement with the county is the need to maintain a favorable working relationship with the county, the proprietor of the airport, so that they can work effectively with the FAA the federal body which has sole jurisdiction of the nation's airspace, so that the FAA is as responsive as possible to our resident’ concerns regarding operations at JWA, in particular the departure and arrival flight paths.  Because of my focus on airport issues, I have been endorsed by key JWA Settlement Agreement participants, including Supervisor John Moorlach, SPON and AirFair Board Member Jean Watt, AirFair Board Member and Past Mayor Evelyn Hart and AWG Board Member and Chairman of the Newport Beach Planning Commission, Robert Hawkins.  I have also been endorsed by former Mayor Clarence Turner one of the principle architects of the JWA Settlement Agreement. 

I see my roll focusing on enlisting more neighboring cities to join the Coalition of Cities in support of extending the Settlement Agreement and work to bring the council’s Citizens Aviation Committee, the AWG and AirFair into one voice.   Our city’s groups, when combined with the Coalition of Cities, will greatly aid in securing the necessary three votes for passage of the extension of the JWA Settlement Agreement by the county Board of Supervisors.  It is important that we achieve a smooth transition into an extension agreement and therefore achieve continued support of the FAA’s efforts to identify and lock in the least damaging departure and arrival paths over Newport Beach and our neighboring communities. 

Reno: We should ask for a continuance of the current agreement limiting the amount of passengers flying into and out of JWA and a continued enforcement of the curfew limiting planes from flying in the middle of the night. Additionally, we should ask for a prohibition on the noisiest models of airplanes.

As the lead lobbyist for a multinational company headquartered here in Orange County, I work in Washington D.C. frequently. As a council member I will bring a unique and unparalleled ability to advocate and educate as to why the settlement agreement needs to be continued. Working in harmony with the citizen organizations and residents of Newport Beach and other cities affected by the airport, I will bring my ability to access and influence the Federal Aviation Administration and those its leadership looks to for guidance so that the settlement agreement remains and our quality of life is protected.

4. What is your all-time favorite movie? Why?

Reno: I really enjoy “Caddyshack.”  As a lifelong golfer and someone who enjoys a good laugh, “Caddyshack” has it all!

Hill: “My Architect,” written and directed by Nathan Kahn, the son of Louis Kahn.  It is a great educational film, contrasting the timeless monumentality of Kahn’s straightforward architecture with a very twisted and secret life.  It impressed me that the movie, through Nathan’s direction, somehow mirrored the strength, formality and coldness of his father’s architecture. 

5. Some say the Civic Center project is too big and too expensive. Is it?

Hill: The city has embarked on the largest construction project it has every undertaken.  Just because it is large it does not mean it is not needed or oversized.  The City Hall portion of the Civic Center was professionally programmed by an architectural firm hired for programming purposes.  Their findings were adjusted by staff, civic and oversight committee input.  The oversight committee consisted of four Newport Beach architects, one Newport Beach landscape architect and chaired by an experienced Newport Beach developer.  The resulting space program was then blessed by the City Council and provided to the architects screened and qualified to participate in the design competition.  The park scope and size was in a large part set by the size of the site and opportunities that exist due to the physical features of the site.  The library expansion was professionally evaluated and tested by staff and civic input.  The parking structure was sized by code for the City Hall and added to through several years of experience with existing Library parking and civic input with the desire for parking for the park.  The community room and Emergency Operations Centers were sized from civic and professional input and then adjusted for specific functional need.  The Civic Center project is not too large.  Through a process of over 32 public meetings the professionals, staff, public and oversight committee scrutinized and blessed every aspect of the scope of the project.  Those that showed up and participate in the process understand this fact.

With respect to expense, to ensure the project’s cost is contained within budget parameters established at the beginning of the project, a construction management firm was retained. They were charged from the early stages of design to constantly evaluate every concept and eventually every detail to ensure the design team identified the best value possible in accomplishing the desired aesthetics, constructability, project timing and construction logistics.  Under the direction of the construction management firm, the project has been divided into several separate agreements, each let by public bid to pre-qualified contractors able to deliver quality construction at a scope and complexity level matched to each separate phase and task.  To date, rough grading, retaining walls and the parking structure as a design-build contract have been let.  The project is approximately $5,000,000 under budget at this time, based on these first three major contracts.  As for actual dollars paid out to date, less than $4 million has been paid for all construction management, preconstruction and construction accomplished.  Do not believe false statements that tens of million’s of dollars have been paid out with no work to date.  The statements of “over budget” and “tens of millions already paid” are mixing budget and contractual numbers, often out of context, and always for political purposes.  It is anticipated at this time the total Civic Center Project will cost approximately $100 million.  

Can the City of Newport Beach afford such a project? The bond underwriters of our nation certainly believe we can.  We have just been provided a AAA bond rating, which undisputedly answers the question of affordability by professionals in finance that are not willing to take any advanced level of risk in today’s market and economic climate.  The financial soundness of our city allows us to take advantage of the lowest building-cost climate experienced in the past several years.  The Civic Center Project will also offer considerable employment opportunities for various levels of constriction trades and management personnel.  By the way, the financing scheme for the Civic Center Project as well as our other infrastructure needs was first analyzed by a citizens group formed to study the issue and provide guidance to the City Council.  Once again, policy was recommended by those who showed up and participated.

Just as the OASIS project was created by professionals and the citizens of Newport Beach and came in ahead of schedule and under budget, so it will be with the Civic Center Project.  The sky is not falling in Newport.  The sun is rising on a new era of renewed infrastructure.  I believe my professional experience as an architect and project program manager will be helpful in directing the process as it moves into the construction of the City Hall building, the largest structure.  It’s what I have done for a living for 35 years, and I can now offer my capabilities to the city as a councilperson to assist in achieving project success.

Reno: I acknowledge that the voters spoke in voting to approve building our new City Hall in the Fashion Island area.  Given that vote, I too would like a nice City Hall building befitting of Newport Beach.  However, I believe that the Civic Center project has morphed into a project that is too big and too expensive.  Two years ago, when voting on Measure B, the citizens were told it would cost  approximately $50 million and now the city’s own website has declared it will cost approximately $128 million (or more, given that the City Council authorized itself the ability to spend up to $150 million.)  Further, independent real estate development experts have expressed concerns with regards to the management of the initial phase of the project, which have shown substantial cost overruns which in one case saw a 1,000% increase.  My opponent served on the Civic Center design committee and he has stated that the increased cost of the project is a result of many meetings and substantial citizen input.  Actually, the official minutes of the commission show that there were 14 separate meetings over two years and a grand total of 120 people who provided input.  If this is the type of mandate my opponent uses to justify spending taxpayer money at up to 300% of original intent then I contend that we need a true taxpayer protector on the council – that is me.

6. What would your goal be for the Banning Ranch property, and how would you achieve it? 

Reno: I believe that after many years the time has come to proceed with a plan to recycle Banning Ranch. The current state of Banning Ranch is not acceptable. It needs to be rehabilitated environmentally after the many years of oil well operations and the public should finally be provided access to it.

We have found that the property will cost a significant of amount money to acquire and rehabilitate and that those who would like to preserve the property in its entirety as open space have consistently come up short of funds to do so. I would counsel that the city call on all parties interested in a conservancy approach to the Banning Ranch property show the funding to do so now.

However, if they cannot present the funding mechanisms to acquire the land at a value that is consistent with fair market value then I believe that we should authorize the other plan on the table. This plan provides for a full 70% of Banning Ranch to remain open space and accessible to the public. The remaining 30% of Banning Ranch would be thoughtfully and respectfully developed to harmonize with the west Newport community. Additionally, the developers have committed to rehabilitating the open space and supporting its sustainability for the future.

Either way, I believe we must move forward now.

Hill: I support the parallel tracks of the Banning Ranch that are in compliance with our voter approved General Plan.  One track acknowledges the property is for sale at market value to become 100% open space while the second track begins the processing of entitlements for reasonable development which would allocate the majority of the property to permanent open space.  With either track, our primary goals for the Banning Ranch should be to achieve the maximum amount of environmentally clean, replenished, natural open space accessible to the public.  Being a strong advocate of private property rights, I would not hold a property owner hostage while waiting for an individual or non-profit to purchase their property as open space.  I would support responsible and sensitive development that funds the necessary expensive environmental clean up and restoration of the land, provides public access and improves surrounding property values.  The city should serve as a facilitator in bringing all the stakeholders to the table to identify issues and opportunities that will allow the attainment of these goals.

7. Describe one of your favorite memories from childhood. 

Hill: I have two.  The first is spending time with my grandfather, Rush Hill (the first), in the woodshop building things.  I grew up understanding it was important to be able to do something, not just know something.  At one time I had built all the furniture in the apartment where I lived in Sacramento.  My second memory is spending every Sunday with my family at San Onofre, surfing and playing volleyball.  The outdoors and the beach were our church and we were there year round, rain or shine, with the same families from Orange County from sunup to way past sundown.

Reno: I fondly remember vacationing with my family on Balboa Island each summer.  We would join other families each year for a week of sun, Balboa bars and bay cruises. 

8. What is your position on privatization of city services?

Reno: Newport Beach has always expected the best in its municipal services – I know I do.  However, I believe that because of budget constraints and the long-term consequences of retirement pensions we are duty-bound to explore some level of privatization.  I believe that with City Council oversight we could privatize certain segments of our city government and still receive exceptional service.   I am the only candidate with a plan. I have called for exploring the privatization of our city parking lot services for instance.  If we were to outsource our Internet technology services we would save the city approximately $1 million a year.

Hill: I am a big fan of privatization where 1.) The same level of service can be maintained, 2.) Those impacted existing city employees so desiring can be transferred to the private sector company selected to provide the service, and 3.) The full vendor cost of providing the service is less than the fully burdened cost of having provided the service in-house.  My privatization desires do not include our life safety operations (Police, Fire and Lifeguard) or refuse collection.  In Newport Beach we very much like our police, fire, lifeguard and trash collection services and personnel!  Safety and cleanliness are important elements of our quality of life in Newport Beach.

9. What do you think is your opponent’s greatest strength? 

Hill: I suppose my opponent's greatest strength is functioning as a registered lobbyist for an international drug company having its corporate headquarters in Irvine.  I am sure my opponent, in his capacity as a lobbyist, is very good at using corporate funds to make significant contributions to state and federal legislators to influence the political process in favor of protecting and enhancing his drug company's special interests.

Reno: My opponent has been involved in the community for over 40 years, serving on numerous committees and commissions.  His involvement can be seen in his work to draft this election’s charter-amending Measure V.  I definitely think that his interest in serving the community is good.

10. Is the city paying too much toward employee pensions? If so, what would you do about that? 

Reno: Our pension obligations represent a significant threat to our city’s fiscal sustainability.  Our city manager has stated that the city’s cost to service its pension obligations will at a minimum double in the next 12 to 16 months because CalPERS [the pension manager and investor for public employees in the state - Ed.] is underperforming.  We have a $60 million unfunded pension liability and we have a $40 million unfunded employee healthcare benefit that we need to pay.  We need to shift new employees to a 401k-style benefit if we truly want to keep from fiscal ruin. I have refused public employee union endorsements and campaign donations. I do not believe that you can take campaign money and support, and negotiate their contract.  This would be a conflict in the private sector.  My opponent has already taken over $6,200 in public employee union support in this campaign.

Hill: Like our state and many local governments all around us, Newport Beach has a significant unfunded liability related to public employee pensions.  Previous decisions related to compensation and benefit packages at both the state and local levels, made years ago in times of great financial growth, now haunt current policymakers and are often determined to lead to unreasonable compensation.  This ticking financial time bomb must be dealt with, and the opportunity to make significant changes in the structuring of retirement benefits is now.

The citizens of Newport Beach should know that Newport’s police, fire and lifeguards have recently and voluntarily agreed to forgo raises and begin to contribute to their retirement fund.  Discussions are now underway with other employee groups. 

Our employee groups are important partners, part of our team, responsible for providing the safety and delivering the municipal services that supports the quality of life enjoyed by those who live and work in Newport Beach. Newport’s employees’ associations recognize there is a problem that needs to be resolved and are willing to work with the City Council in achieving a fair and equitable solution.

In Newport Beach, we do this by meeting as a family and evaluating alternatives that address both public and private needs.  Resolution comes from discussions amongst team members, not marches on City Council meetings or strikes and picket lines.  Communication and working together brings solutions, not name calling and vilifying those who provide service to our community.

My objective is to establish a Retirement Benefit Funding Strategic Plan with the goal of achieving a fully funded retirement program for existing and new city employees within a four year period of time. I will accomplish this by working with my fellow councilpersons, bringing all relevant parties together to first understand and agree on the numbers associated with the unfunded liability and the resulting impossible financial burden imposed on the city.  We will evaluate all possible alternatives and determine the best solution to achieve a fully funded, fair and sustainable program that is competitive with other local agencies.

As a starting point, I agree with a two-tier program, with one for new hires and one for existing personnel.  I believe all must contribute to their retirement plans and the retirement age should be raised from 50 to 55 for life safety personnel and to 60 years of age for management personnel.  We should also look to define a hybrid benefit payout that is part fixed and part variable based on the success level of investment by the Public Employees Retirement System.

Both candidates took time out from their campaigns to answer our 10 Questions this week. They were interviewed by NB Indy Editor Roger Bloom. 

1. Why are you running and why should people vote for you?

Franco: One would think that I would use the word “experience,” but although that is true, that is not the complete answer.  The responsibilities that come with this position are perhaps the most interesting and challenging that anyone can ever imagine. 

The amount of material that a board member has to assimilate is overwhelming.  It takes years to understand the issues and all of the nuances that are a part of each issue.  When you add into the mix the more than 22,000 students from pre-school through adults, their parents, the 1,100 teachers, the secretaries, custodians, bus drivers and all of the other employees that the board is responsible for, it is mind boggling. 

Each year I believe that I am better equipped to deal with these responsibilities and do the job better for all of these individuals.  The truth is, given the challenges that face Newport-Mesa in the next four years that experience, knowledge and vision do make a difference.

Zimmerman: My commitment is to be a responsive and effective school board Trustee because I recognize it is the public I will serve as an elected official. I am running to bring my experience as the parent of five recent Newport-Mesa grads to bear on the issues facing the district today. 

My goal is to provide quality comprehensive education in the most cost–effective utilization of education tax dollars.  I will work vigorously on behalf of students so that they will be successful to compete in college and careers.  Our students will be required to compete in a rapidly changing global economy with 21^st century skills. We need to provide them with expanded foreign languages, business and international classes, latest computer technology, fully equipped modern science labs, vocational and small business tracks, an array of extracurricular programs (arts, athletics, activities), and most importantly safe, bully-free schools.

A vote for me will ensure comprehensive quality education across the district that our students deserve and our communities support.

2. What are the biggest challenge and the biggest opportunity now facing the district?

Zimmerman: The biggest challenge is the unprecedented statewide funding uncertainty facing the district.  In spite of budget cuts, I will work to find innovative ways to improve academic achievement and retain the quality educational and extracurricular programs that the schools now enjoy.  I am not tied to the status quo and I bring a fresh perspective and new strategies to improve the quality of education.

The biggest opportunity is for the district to do things in a different or more efficient way like eliminate waste or duplication to save tax dollars.  With budget constraints we may have to do more with less, but the opportunity exists to redistribute existing resources in the most efficient way.  In spite of budget cuts, I believe that we can still provide 1st class education to every student across the district.

Franco: The budget that the state just passed is going to be in trouble as early as December.  While we have been fiscally prudent and recognized that this is the case, difficult decisions lie ahead.  We are facing having to cope with doing more with less and doing it better.  We must determine what programs are truly effective; how are we spending our money; are we making sure that every student has access to the best teachers and the materials that they need to be successful,; and teachers must have the necessary equipment and tools that they need to teach our students. 

We must continue to build strong collaborations with the businesses, the universities and colleges, the parent community and the community at large in order to continue to provide the education that our students need and deserve to become productive citizens of the 21^st century.  The District must be open and honest with all of our stakeholders about the issues and involve all in the decisions that must be made.

We must spend our resources in the best way possible to ensure that all students receive the best educational opportunities. I believe that we must continue to operate under the assumption that the key to improved learning for all of our students is continuous, job embedded learning for ourselves  I am committed to this concept and strive continuously to be a listener, a realist, a collaborator and an advocate for our students, parents, teachers, and staff.

3. What is your all-time favorite book, and what are you reading currently?

Franco: My all-time favorite book is “Pride and Prejudice” by Jane Austin.  I am currently reading “A Whole Mind: Why Right Brainers will Rule the Future” by Daniel H. Pink.

Zimmerman: The book I am currently reading is “Outliers” by Malcolm Gladwell  which is applicable to student success and achievement.  If given the right opportunity and circumstances, a person or a student can achieve phenomenal success.  If opportunities are not provided or are ignored, then less is achieved.

My favorite book is any book that has a good mystery to it!

4. There is a big gap between the STAR results in Newport Beach schools and most of those in Costa Mesa. What can and should the district do to address that disparity?

Zimmerman: First of all, the district must have a mindset that mediocrity and the status quo are not acceptable.  There are several schools that fall into chronically underperforming category (API rank of 2 on a scale of 1–10) and other low-performing schools have resulted in failing the students and parents leaving the district altogether, or attending schools outside their attendance area. 

The district has tried interventions, but it is time to move to the next level of support for the students.  There are other public school models like magnet schools, basics plus schools, academy (arts and science) schools that turn around failing schools, and result in improved academic learning.  They require parental participation and parent buy-in on homework, rules, and structure. 

It is time to think outside the box, make the commitment, and development new strategies to transform schools and lift student academic performance across the district.

Franco: The teachers who teach at the schools across the District are excellent and care deeply about the students they teach.  The pre-schools located at nine Costa Mesa schools are invaluable to the students in Costa Mesa.  The students are better prepared and ready to learn in kindergarten. 

It takes more time to learn to read and write in English than it does to learn to speak it.  It is important that our standards and expectations be the same for all of our students.  Rigorous remediation programs must be in place at all of our schools to help students who are falling behind. 

Teachers must have the tools they need to help students who are struggling no matter if they live in Costa Mesa or Newport Beach.  While some schools in Costa Mesa have lower test scores, others are doing quite well, such as Victoria and Sonora.  We must ask the question, what are these schools doing differently? 

The parents at all of our schools need to be involved with their children’s education.  The opening of the new Parent Center at Rea Elementary this week is a great beginning of that effort on the Westside of Costa Mesa to help parents to be involved in the education of their students. 

It is important to include more access for parents and students to the technology that is more evident in the Newport Beach schools.  We must ensure that each of our students learn more today than they did yesterday and more tomorrow than they did today.  I am a believer that all children can learn, and data collected after a lesson helps teachers see which students need remediation and which students are ready to move forward. 

Sometimes, I think that we forget that all four high schools ranked in the top 6 percent of the high schools in this nation.  It is happening, but we absolutely must continue to evaluate what is working and make changes when needed so that all of our students have the same opportunities to succeed in the 21^st century.

5. Do state curricula and test requirements help or interfere with the ability of teachers to educate kids? How?

Franco: I believe that they both help and interfere.  Yes, I believe in accountability, but the hours spent on state testing takes away from classroom instruction.  The emphasis of the federal Department of Education on the concept that one size fits all is not a sure sign of the success of students in our classrooms.  In all too many instances, the test has become the main measurement of a teacher’s and student’s success and not just a part of it.

Are we in danger of losing sight of the creativity that is also important in the education of our students?  Are we in danger of losing courses such as art and music because of the emphasis on academics?  I believe that subjects such as these are essential to the education of our students.  I will continue to fight to preserve programs that challenge a student’s creative mind, so that our students graduate with critical thinking skills that allow them to access information, assess that information and use it in their everyday lives.

Zimmerman: Testing and state requirements are a part of education today for better or for worse. When students have engaging, relevant classes and high-quality teachers, they will be successful.  Testing provides a benchmark for progress, but over-testing stifles creative and critical thinking opportunities in education.  We do not want our educators to only teach to the test, but to provide quality learning opportunities that expand the students’ minds. 

6. Do you think the district’s schools do more to excite students about learning or to turn them off to learning? How?

Zimmerman: It is a challenge to excite some students about academics and learning, but I believe Newport-Mesa has exceptionally qualified, dedicated teachers who work hard to educate, inspire, and encourage students to reach their full potential.

To further engage students in school I fully support a wide array of extracurricular programs like arts, music, theatre, athletic programs, and social activities.  For college bound students I support rigorous academic classes and accessible college counselors at all high schools to support in the college application process.

For students who are not college bound my goal is to provide an avenue to practical vocational and internship opportunities, in partnership with local business community. By offering a vocational/tech/business track students could learn a trade and how to conduct their own business in their specialty. We need innovative ideas that excite students to learning, and not be hampered by clinging to the status quo.

 Franco: Mostly excite.  We have so many great programs such as art, music and drama that most other District’s have cut.  Programs such as these as well as academic programs such as the DELTA program at Costa Mesa Middle/High School which allows students to excel in science, math and technology go a long way towards keeping students engaged in the learning process. 

Our District has the lowest dropout rate of any comparable school district in the nation.  There are always students who are turned off by education for many reasons that have little to do with the schools.  Our challenge is to help those students overcome their difficulties so that they will be excited by learning as well.  Sometimes it is an interested teacher, a smile, extra help when needed that can turn around a student’s life.  Our teachers are there for our children everyday throughout the school year.

7. If elected, what would be your top three priorities while on the board?

Franco: First, doing what is right for each student would be the easy answer, but because of my experience, I am able to drill down on the issues and go beneath the surface to ask the right questions and make truly informed decisions.  For example, I will continue to support Professional Learning Communities and data driven decisionmaking by our staff; increase the career/tech./college opportunities for our students and increase the number of partnerships we have with the business community, universities, colleges and other community organizations.

Second, support open and frank communication between the District and all of our stakeholders about the issues that we will face as the budget crises gets even  worse, the further intrusion on local governance, the expanding role of the U.S. Department of Education with its emphasis on one-size fits all.  I will have a monthly meeting with parents/students/teachers/community members to ensure that all are informed.  Starbuck’s has become a favorite meeting place for conversations about what is happening in the District.  Become a part of this conversation on Monday, Oct. 25^th at the Starbuck’s at Fairview and Baker in Costa Mesa at 5 p.m.

Third, spending our resources in the best possible way to ensure fiscal and staff accountability.

Zimmerman: My three goals include, Number 1:  Provide the financial oversight to ensure that the limited funds are spent directly in the classroom that benefits student learning and achievement.  Number 2:  Continue to fund and support a broad range of programs for students in the arts, music, athletics, increased technology and science opportunities, and college prep.   Also, develop a plan to implement a vocational / tech/ business track for students who are not college bound. Number 3:  Work in collaboration with the stakeholders – parents, teachers, district staff, administration and Board members - to tackle the issue of achievement gap in the underperforming schools in the district to bring them in par with other schools.

8. Did you have a teacher who changed your life? Explain.

Zimmerman: My 11^th grade English teacher who set high expectations challenged and inspired me to work beyond my capability.  Where I thought deserved an “A” on a term paper, there’d be a “B+” with many written suggestions on how to improve.  I was challenged to always do better.  She helped open the door to higher education, including attaining a master’s degree.  She also instilled in me the drive that you can accomplish whatever goals you set with hard work and perseverance.

Franco: I had a history teacher for two years in high school who had a huge impact on my life.  My parents were both teachers, but it is she who made me want to be a teacher.  She made me see how a teacher can make a difference in the life of each child he/she touches.  Thank you, Miss Turner for opening the door to what has been my lifetime goal, the education of our students - first as a teacher, then a mother actively involved in the schools and for the last many years as a school board member, PTA involved leader and the education of my four sons who graduated from Newport Harbor High School and now the education of my three grandchildren who attend schools in our District.

9. What can the district do to cope with funding uncertainty and cutbacks?

Franco: We must continue to look at programs that are not meeting the needs of our students.  We must look for grants and outside partnerships that will enhance the education of our students at the level that this community deserves. 

It’s also important that we continue to keep an eye on what is happening in Sacramento and Washington, D.C. because decisions made at that level have a huge impact on the education of the students of our local District from funding to mandates that are continuing to threaten the local control of our District. 

The students in our classrooms are the leaders of tomorrow and they deserve the best education that all of us working together can provide.  Our budget must be balanced and we must protect the education of our students Together we will continue to be a flagship school district in the state and in the nation.  We can be, we must be for our students.

Zimmerman: First of all, it is vital to communicate and engage the community at large in setting the district’s priorities, and if necessary get input on proposed cutbacks. The district must work to secure a stable and predictable funding source at the state level; lobby to reduce unfunded state and federal mandates to free up discretionary funds that can be better used; and demand for more local control by locally elected school boards.  I am not in favor of new taxes or school bonds to cover funding gaps, but think we can manage by redistributing our existing resources.

10.What is your favorite dessert?

Zimmerman: Key Lime Pie topped with a dab of whipped cream, and I have the best recipe straight from a key lime pie shop in Key West, Fla.!

Franco: Apple pie a la mode.

1. Why are you running, and why should people vote for you?

Daigle: I want our municipal government to be recognized for effective, efficient, and responsive service delivery to our residents.  I also want to do what I can to reassure our residents that our city government is honest, open, operates with integrity, and is taxpayer focused. I hope I have earned reelection because in this difficult fiscal environment, we have actually reduced the size and cost of our government, balanced our budget without increasing taxes, and focused our resources on the highest priorities of our citizens:  maintaining the high level of service and response times for police, fire and paramedics, devoted attention to improved water quality of our bays and beaches, continued to press for enforcement and extension of the settlement agreement protecting our residents from increased flights from John Wayne Airport, and completed the rebuilding of our widely praised OASIS Senior Center.

Tabbert: I'm running because I care about my community and its future.  Preserving Banning Ranch was where I started, but the more I talk with neighbors the more I'm convinced we need an independent voice on the Council.  Measure V is a perfect example of keeping residents in the dark.  Fifteen changes to our City Charter all rolled into a single measure, seven Council yeas and not one discouraging word.  It's a conspiracy, and who really can say what's behind it.

2. If elected, what would be your three top priorities for the four-year term?

Tabbert: Listening to residents will remain No. 1 for me, just as I've done in my door-to-door campaign.  Communicating to residents about what is happening at Banning Ranch would be No. 2.  Studying how we can maintain and enhance community spirit and involvement would be an overriding goal.

Daigle: They will continue to be: (1) Spending restraint.  Live within our means without imposing new tax burdens on our residents.  Reduce costs and payrolls.  (2) Protection of Newport Beach’s natural assets:  Our bays and beaches.  The peace and quiet we seek overhead.  Our parks and open space.  (3) Vocal and moral support for the entrepreneurs and risk takers whose small businesses are the backbone of our city’s economy, and who are hurting and struggling. They deserve our respect, encouragement and patronage.

3. What would you like to see in a new John Wayne Airport settlement agreement, and how could you bring it about?

Daigle: Winning extension of the existing protections and restrictions on JWA flights and routes will be challenging.  Our airport is the most noise-restricted major airport in the country and there are constant pressures for expansion.  An improving economy will exacerbate that.  We will need a sophisticated and determined effort that will involve legal challenges, political negotiation and lobbying, and constant pressure from our citizens and their representatives.

Tabbert: No one person or group will “bring it about.”  It is a huge, complicated issue that involves multiple communities, the county, and the FAA - to name a few.  AirFair, SPON, and the Airport Working Group, as well as the city of Newport Beach, will need to work together to, No. 1, maintain the curfew.  Maintaining the curfew will be my No. 1 priority.

4. What is your all-time favorite book? Why?

Tabbert: “Walden.”  It is a theology text not a nature book.  I've read it many times.  I pick it up frequently to read passages.  I can quote passages and love to do it.  Our world and our lives are sacred.  This is the message of “Walden.”

Daigle: “Charlie and the Chocolate Factory.”  It gave me simple joy.

5. Some say the Civic Center project is too big and too expensive. Is it?

Daigle: It’s a very significant, costly project.  But a case can be made that this is a good time to take advantage of a slow construction economy and relatively cheap financing to accomplish it.  In the end, I believe it will be a source of pride and improved access to municipal services for our community, on par with the rebuilt OASIS Senior Center that opened last week.  The real threat to our budget is if we lose control of the project’s schedule and incur cost overruns.  I’ve proposed to my council colleagues that we engage the services of a hard-nosed development advisor, a person with significant experience in large-scale construction projects who can represent the taxpayers’ interest in keeping this project on time and within budget.  To significantly reduce the ultimate cost of the new Civic Center, I believe we should entitle the existing City Hall site for mixed commercial uses, and dedicate the revenues to reducing the construction debt.

Tabbert: Absolutely.  A city of 92,000 did not need a $50 million City Hall when this all started.  Now, Council Persons talk about being proud of this $100-$128 million project, and how we “deserve it.”  It would make me proud if we learned to do with a little less and be grateful for our surroundings, and set our sights on preserving as much as we can of the gifts we've been blessed with, places like Banning Ranch. 

6. What would your goal be for the Banning Ranch property, and how would you achieve it?

Tabbert: There is money to buy Banning out there, if a community gets behind its preservation.  It does not happen overnight.  With a little help this year, Banning might have been given $30 million of Measure M money.  Banning Ranch was one of 11 finalists out of 190 applicants for Measure M money, but the City Council would not lift a finger to help close the deal. 

Daigle: The voter approved General Plan provides a blueprint. The city will accommodate third-party purchase for 100% open space, but the city will not own or provide funds for acquisition. I don’t believe we will ever gain voter approval to purchase the entire parcel for park and open space use.   Our citizens have not approved a park bond issue since the early 1950s.  Failing acquisition by a third party, I do believe we can reach an agreement with the owners that respects their property rights and the existing general plan for the property.  Much as we did with the Irvine Company at Castaways, I am confident we can negotiate a land use solution that leaves the city with significant public park and open space land without a cash outlay, and permits the owner to reasonably use part of the land for a quality residential community.

7. Describe your dream vacation.

Daigle: France has a special appeal to me.  Not its government or its politics or its governing philosophy, but in many special ways, France appeals to my senses. The fashions in Paris are amazingly diverse and I enjoy the museums, gardens, and street cafes. I don’t think the French are allowed to serve a bad meal anywhere. Everything from a simple sandwich or salad to more complicated meals is delicious and beautifully presented.  Next time I go to Paris, I fully intend to have a real French éclair.  I’d like to also visit the countryside of France. Bicycling in Provence is special with the stunning vistas, small villages and farmers’ markets.  It’s a dream to once again climb Mont Ventoux with French riders cheering me on.  Descending around switchbacks and through sharp turns made my eyes water.

Tabbert: I took it when I chartered a 40-foot sailboat and sailed in the British Virgin Islands.  I love to sail.  A friend and I sailed to Hawaii three years ago on a 32-foot boat.  That was an adventure and a voyage.  Sailing in the British Virgin Island is simply heaven.

8. What is your position on privatization of city services?

Tabbert: I liked what Councilman Mike Henn said in the Newport Beach Indy this week (Oct. 8 issue).  You have to look at everything in order to achieve efficiency, and I think that is what we all want.  I've had my own business since 1997.  I understand budgets, and before I went on my own I had experience dealing with unions, including the Teamsters and Longshoremen’s Union. 

Daigle: I think we should regularly explore areas where privatization appears to promise more effective service delivery at a more efficient cost to our taxpayers.  I wouldn’t consider it for police, fire and paramedic services.  But we’ve embraced it for street sweeping, water meter reading and for some plan checking.  In its efforts to migrate to enhanced parking meter technology, the city is requesting proposals from the private sector.  Privatizing at this juncture presents an opportunity for cost savings, as the city is relieved from the capital expense of upgrading technology and on-going labor expenses, while also providing opportunity to maximize revenue through improved collection rates.  Decisions to privatize should follow a thoughtful, comprehensive analysis.  I see it as a management decision, not a political one.  It’s about being open to embrace new ways to creatively accomplish our responsibilities at the lowest reasonable cost. 

9. What do you think is your opponent’s greatest strength?

Daigle: The welcome clarity of his forthright statement at the start of this campaign that he had no criticism of my performance in office or how City Hall has been operating.  He said his campaign was focused on raising the awareness of our community about the threats of global warming, and what we should be doing locally to address it.

Tabbert: Diligent, detail oriented, shows up, and works at the job. 

10. What do you think are the greatest challenge and the greatest opportunity for the city right now?

Tabbert: The financial picture is bleak and may remain so.  There is a chance that it will drag on for years.  I would do all I can to preserve resources and reduce expenses.  I feel the greatest opportunity would be found in broadening our community outreach.  We should do more to tap into the talents, experience and wealth of our community.  I have talked with world-class leaders over the last few months who live right here.  They are an untapped resource. 

Daigle: I am much more focused on the challenge of economic cooling than I am on global warming.   The truth is that many of our residents, non-profits, churches and businesses are struggling through this prolonged economic downturn.  We see it in too many shuttered storefronts, too many vacant offices, too many homes on the market for months, too few customers in our shops and restaurants, thinner newspapers, more foreclosures and bankruptcies, and reduced revenues for city services.  Even in this relatively affluent city, it is a time of widespread restraint, retrenchment, insecurity, worry, and even fear.   I truly believe that we are resourceful, resilient and remarkably creative people who can and will adjust and survive to see a better day.   But this is a time for us to pull together, not apart.  A time for us to support each other, and lift up those who are struggling.  A time to patronize our neighborhood businesses and charities.  This is a community-wide challenge, not just one for City Hall.  It’s also a great opportunity for us to set aside historic differences, stop demonizing each other, work together for the common good, and try to be a little more kind and understanding of our neighbors.

1. The new Oasis Senior Center opened this week. Tell us about the genesis of that project.

When the City Council requested that we raise $10 million from the community to complement the city's $10 million to rebuild the center I was in shock. Dr. Gwyn Parry, Hoag Hospital and I put together a great committee and we went to work, the bids came in low, the City Council extracted (is that the word?) from the Irvine Company park fees of $5.6 million and then we accomplished our final goal of raising $4.5 million. Good job guys! Hoag has been wonderful. Even if you are not a senior you should go see the center, it is an award-winning building.

2. How did you feel about the controversy around naming the new Oasis Senior Center after you?

Funny how a few people can cause controversy. I always get concerned when I am in the middle of issues, but we all know there are two sides and not necessarily right or wrong. Taking sides puts pressure on people, and I would have preferred that not happen. But I am very happy that the Events Center is being named after me.

3. What was your proudest accomplishment as mayor and councilwoman?

Open space and view corridors that complement our city’s beautiful resources, especially PCH at Jamboree, looking at the snow-capped mountains; Harbor View at Marguerite, looking at the ocean; Castaways, which is splendid; and a number of other views, so that even driving through the city you know what city you are in.

4. Looking back on your years in office, is there anything you would have done differently?

Yes. I would have been tougher in negotiations to limit expansion of John Wayne Airport.

5. What is your all-time favorite TV show?

Oh I always really enjoyed Carol Burnett. And I loved “The Addams Family,” it really cracked me up.

6. This is a council election year. Have city elections changed since you ran?

I stepped down from the City Council in 1994, and the issues are similar today: JWA expansion, dogs on the beach, tree trimming, dredging the Bay, traffic, and how much larger should the homes be. But elections are now expensive, and professionals seem to be hired to run them, as opposed to grassroots elections.

7. Any endorsements you want to announce?

I think the City Council is doing a good job and I always vote for someone who has a track record, so I have an idea how that person will vote on serious issues. I have endorsed Rush Hill and Leslie Daigle.

8. We know about your work on Oasis and on the John Wayne Airport noise issue. What else have you been up to lately?

I serve on a number of non-profit boards of directors that I care about. Lucky me, I have best friends, and a family that is fun to be with, boating, reading, and I am chair of the Friends of OASIS Gala on Nov. 12.

9. What is your earliest memory of Newport Beach?

Oh, fun question. I was attending Pomona High School, drove to the beach. I'm in a bathing suit, in Balboa, learning to sail a Snowbird - young love and all that jazz. Never wanted to leave.

10. What is your favorite dessert?

Ice cream cone. Any creamy flavor.

1. Has Five Crowns or its menu changed much over the last 30 years?

It’s always about change. We are one of Lawry’s restaurants, so prime rib is a signature dish. At one time, that’s all they served, but we‘ve expanded over the years to offer lobster and fish and vegetarian options. But since 1965, the prime rib and a couple of the entrée selections are still here: traditional duckling, rack of lamb, beefsteak Neptune. We’ll never be accused of being cutting edge, but we’re certainly responsive to culinary trends. Even things like signature dishes have evolved, but we’ve always had the highest of standards. There is no cutting quality. We always search for the best ingredients.

2. How involved are you in Side Door, and how did that concept come about?

I am the chef for Five Crowns, which is the building, and now we have two restaurant operations, Side Door and fine dining, under the same roof. I am responsible for the entire building. The easiest way to explain how Side Door came about is that for years we talked about how we could draw a younger crowd, and how our very loyal guests could visit us more often. About 10 years ago, there was a movement in Great Britain where young chefs were coming into old pubs and pouring on a coat of paint, opening the shutters and letting light in, researching smaller local breweries to offer artisanal beers, getting more creative with the food offerings and bringing in a whole new world of cuisine. It’s not just about English food in these gastropubs, it’s about exciting stuff in a more casual atmosphere. That movement caught on a little bit in this country. We’re certainly not the first gastropub, we’re certainly not the largest, but we’re probably the most authentic because we were already an English pub.  

3. You’ll be serving between 3,000 and 4,000 roast beef sandwiches at Taste of Newport. How do you go about planning it?

You have to start thinking about it well in advance. For example, the beef has to have at least 30 days of age on it, so I need to order that up front and tell my purveyors that I’ll be needing that much beef. I’m in the final planning stages right now. I am on the phone with people who will be manning the booth. It comes down to the last minute, to loading the truck. It’s all in the planning.

4. Have you seen any particular restaurant trends that have come and gone, or any that are coming this way that you find interesting?

Definitely. There are things you can see coming, and if it doesn’t make sense, it won’t be around for long, like nouvelle cuisine—teeny portions as part of a fine dining experience. That was one that did not pass the smell test. We are seeing a resurgence of the small plate, but not the old two slices of zucchini and a single scallop. There are also more trends for natural local sustainable cuisine, and the validity of local produce that is out of the commodity cycle. You can get peaches that have been on the tree until they were ripe instead of peaches that were picked early so they would ship well and be good two weeks later in the market. There is a big difference in quality level.

5. How much do you adhere to a seasonal menu?

From the day I started, we were into seasonal menus, but back then it was more of a rigid format. We had two summer menus, two winter menus—it changed eight times a year. The menus were like cogs in a wheel. They were significant changes. In those days you had to take your menu to the printer. Today the seasonality is more of an evolutionary process. I’m not always looking for things that are in season for six weeks. If I find something that has a short peak availability, maybe only two or three weeks, I can add it. I can do a single purchase and put it on the menu for a week. It keeps evolving because we can print our menu much more often now. At Side Door we print the menu every day.

6. Do you have a favorite dish on the Five Crowns menu?

I like it all - doesn’t it show? There isn’t anything on the menu I don’t like.

7. Is there a celebrity guest that you have enjoyed meeting at the restaurant?

Chuck Jones, the animator. He lived right up the street. When he came in I always talked to him at the table. He brought his Oscar in and I have photos of me holding his Oscar. He was an incredible man. He used to do napkin drawings. If he saw a little girl having a birthday, he’d take a napkin and do a caricature with Bugs Bunny. I have a Chuck Jones room in my house. My favorite Chuck Jones drawing is a tablecloth with au jus stain on it. For Chuck, the stain became a cigar, and I ended up with a Chuck Jones original caricature of Grouch Marx.

8. What is your favorite canned food?

If I were to go to my pantry, where I have myriad exotic canned goods and condiments (I am a big mustard freak), my favorite canned food would be solid albacore tuna. That is one of those staples I have on my shelf at home. It’s a must-have and a go-to.

9. Do you watch the Food Network? Do you have a favorite show?

The one show I got addicted to was the early Iron Chef, the Japanese version. They were absolutely entertaining. I used to make it a point to catch that.

10. What did you have for breakfast today?

A smoothie: banana, organic apricots, homegrown peaches from my yard, organic navel oranges, some figs, fresh spinach, hemp protein powder, flax seed, Greek yogurt, soy milk. I have one of the most powerful blenders that money can buy. It’s the only blender that can pulverize an avocado pit. Why I would want to do that I don’t know, but that was a selling point. 

1. What is your fondest memory of growing up in Newport Beach?

Shopping at the old El Rancho market with my mother. I learned about grit and hard work from my dad, and I learned about kindness and love from my mother, so it was a good one-two punch that I try to carry with me. And it was all those moments of being dragged around and thrown into the back seat of the car with my mom that remind me of Newport Beach.

 2. What’s the worst memory?

The “60 Minutes” clock ticking on a Sunday night, not doing my homework, and the bad feeling of having to go to chemistry class at Corona del Mar High School knowing I was not prepared. Without reservation, that’s a very sick Sunday afternoon blues.

3. What are your favorite movies?

I like contemporary popular movies, but my favorites movies are “The Graduate,” “Cool Hand Luke,” “Sound of Music,” “Schindler’s List” and “The Godfather.” And “Breakin’ 2: Electric Boogaloo.”

4. What actors have you most enjoyed working with?

Christian Bale, Drew Barrymore, Matthew McConaughey and Cameron Diaz.

5. What about the “Christian Bale incident” (when a video of him losing his temper while filming “Terminator Salvation” was leaked online)?

That’s just unfortunate. There’s a lot of passion on the set, especially with making a war movie and stuff like that should never get taken out of context. If you agreed to do a nude scene in the name of art, you wouldn’t want the outtakes spilled out on the Internet because there would be moments when your body looked a little more vulnerable that you anticipated. It’s no different than a nude scene.

6. What actors would you most like to work with?

I’d like to work with George Clooney. I think he’s very smart, very elegant—he’s a special talent. Also, Johnny Depp and Robert Downey Jr. I also look forward to working with Angelina Jolie in a future project.

7. What is your idea of perfect happiness?

A house full of children and dogs, and an Academy Award on the shelf.

8. What is your greatest indulgence?

Going to McDonald’s at halftime of a Sunday night football game. It’s kind of a tradition.

9. Who is your greatest hero of fiction?

Freddie Mercury, also known as Farrokh Bulsara (the lead singer of Queen). I like people that create alternate personas.

10. If you were to be reincarnated, who or what would you like to be?

A unicorn, so I could finally have a phallus to be proud of.