Viewpoint: The Road to Recovery: Hard Truths, Accountability, and the Leadership Los Angeles Needs Now

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A resident looks through the standing window opening at the remains of his home.

By FREDRIC ROSEN

(Editor’s note: This viewpoint was initially printed in the Westside Current on January 28 and is reprinted with permission.)

The harsh reality of the events of the last three weeks has started to sadly set in. Recovery will be long and painful. I have been wrestling with how to write this note for the past few days. In the circumstances we find ourselves in, somehow words are not enough–and harsh opinions are not always helpful.

That said, in my career, directness and forthrightness while not always appreciated are the words people need to hear—and at this time, truth and candidness are required to face the obstacles and pain that lie ahead–there cannot be any sugar coating or phony political diatribe.

This is not the time for finger pointing as much as we would like to—but it is necessary to realize how we got here and what’s needed to deal with the challenges we face in the future.

David Ignatius is a reporter for the Washington Post and also the writer of many excellent political novels. In a novel of his that I recently read–he writes about advice for case officers deployed in combat zones–it’s brief but it also applies to capable and strong executives who run major companies or who lead cities.

“Three Rules for when you are Under Fire”

1. “Always have a plan for what to do if something bad happens”–in other words, what’s the worst case scenario and what are the plans to deal with it?
2. “Always be the first to move; don’t wait until the situation is clear, because by then it will be late.”‘
3. “Keep moving until you find cover or you’re out of the fire zone” Think how these rules apply to events of this month–.
4. What was the plan for the city if something catastrophic happened?—earthquakes or fire immediately come to mind—-so exactly what was the plan–and if there was one, why wasn’t it put in place?
5. Everyone knew the Santa Ana winds were coming and they would be fierce—why wasn’t fire equipment and personnel moved to areas that were most endangered before the fires broke out?–and if a reservoir in an exposed area that was emptied for repairs, why wasn’t there a plan to fix it and put back in service in less than 120 days?
6. Why was every solution reactive–not pro-active?

These are serious questions that need to be asked, and people need to be held accountable. I have written before that legislative skills are not executive skills–and it’s evident here.

A number of things to point out—no professional basketball or baseball coach has ever become a professional football coach and vice-versa. Different skills—-our present Mayor never should have been elected in the first place—the Mayor is not an office for on the job executive training–proof of that is the lack to response to questions asked her when she got off the plane from Ghana and that’s only one of many examples–and if she won’t resign, we would be fools as an electorate to vote here into office for a second term.

In fairness to her, while she is blamed for cutting the Fire Department’s Budget–it’s only a line item to her and she really doesn’t fully understand its consequences–the truth is–the city is Woke and Broke which is the underlying cause of the problem–businesses leaving–homeless and undocumented are continually draining the city’s resources and as a reminder–NO BUSINESSES ARE MOVING HERE!!.

ULA is an unmitigated disaster–new building permits are less than 30% of what they were in 2015–but I digress I will deal with that in Chapter 3. Going forward, in my opinion, the following actions need to be taken:

1. Being totally honest and candid with everyone–people will be displaced for a minimum of three to five years and maybe longer—no double talk–people are angry, hurt and frustrated–and they need to know the challenges and hurdles they will be facing over the next five years.
2. The Mayor appointed Steve Soboroff to head the rebuilding–but its initially for 90 days—so the people who helped cause the problem will have a role in fixing it–absurd—she needs to step aside—he should be totally independent and given a two to three year mandate and whatever resources he needs to accomplish his task with no political interference. As Mayor Riordan acted after the Northridge Earthquake that’s what’s needed now…and the Mayor and her office should stay out of his way.

He should be obligated to give a weekly update–press conference– on both progress and obstacles he is facing–and given the tools and resources to  attract and create a team of energetic bright people to accomplish his goals—without any political interference..

1. Have a one of our really smart law firms—pro bono–come up with a legal solution to divert the revenue from the half cent sales tax which was supposed to be used for the homeless and use those revenues to rebuild the infrastructure of our city—-we have spent billions for the homeless and dollars for infrastructure which is why the city is upside down—and while we are at it–the city should defund every homeless agency it supports in the next 90 days–it’s time to take care of our residents—and the frustrated majority in our city whose needs have been ignored while the quality of our life deteriorates…enough is enough–time for change and accountability—and tents and people need to be off the sidewalks.

Politically correct needs to be replaced by Politically Competent!!

If we want our city back, it’s time to realize there is a difference between being compassionate and being compassionate fools–the loudest voices are not the ones that speak for the majority–the democratic socialists of America are barnacles and drains on our society and our city–they haven’t created one job or industry except for themselves.

The City needs a new voice from someone with common sense and business ability–who citizens can rally behind–and that voice needs to come forward now.

Fredric D. Rosen is an American attorney and business executive. He was the president and chief executive officer of Ticketmaster from 1982 to 1998.

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