(Candidates’ statements are unaltered and published exactly as submitted.)
Shasta County Board of Supervisors District 2 candidate
- Joined Redding Police Department, 1977.
- Appointed chief, 2002.
- Fifteen years command level management experience.
- Over 190 employees.
- Responsible for complete operation of police services.
- Manages total operating budget exceeding $26 million.
As Chief, he identified top three concerns of residents:
- violent crimes including gang-related activity, and
- neighborhood problems,
and aggressively addressed these concerns
One example of Leonard’s forward thinking is the highly successful Shasta Anti-Gang Enforcement (SAGE) Program.
He created the vision and implemented the framework to stop the influx of gang members into our area thereby reducing the number of gang related crimes including aggravated assaults, drug-related activities, and robberies.
The success of the program lies in the collaboration of all Federal, State, and local law enforcement agencies (19) within Shasta County achieving the common goal of zero tolerance of gangs and their illegal activity.
Leonard Moty was born and raised in Shasta County and has lived in District 2 for seventeen years. He is married to his wife of 24 years, Tracy, also a Shasta County native. They have two teenage children, Alex and Kelsey, who both attend Shasta High.
University of Notre Dame: Bachelor’s in Business Administration, 1976.
University of Southern California: MBA, 1981
FBI National Academy: Graduate, 1998
POST Command College: Graduate, 2000.
California Association of Leadership Programs: Distinguished Leader 2001.
Commission on California Police Officers Standards: Executive Certificate.
Attorney General’s Award: SAGE, 2006
Ben-Ali Award: SAGE Program, 2005
Meritorious Conduct Award, 2007.
Centerville Community Services District: 1995 to present.
Mercy Foundation North Board of Trustees: 2005 to present.
YMCA: 1997 to 2007.
Rotary Club of Redding: 1999 to present.
Announcer: Shasta High School Football, 1992 to present.
Mercy Medical Center Advisory Council: 2000 to 2003.
Leadership Redding Committee: 1997 to 2002.
Shasta Regional Community Foundation: 2001 to 2005.
- Fiscal Responsibility
Fiscal Responsibility is key to the long-term health and vitality of the county. We need to spend our money wisely, forecast trends, and prepare for the cyclical impacts of the economy. More importantly, the county should consider stabilizing its budget by holding money in reserves during good years to avoid the state rollercoaster ride.
- Commercial Development
Commercial and industrial growth will add to sales tax revenue; however, the growth has to occur in areas where there’s infrastructure to support it, usually around urban areas. It’s also imperative to pursue a tax sharing agreement with the cities to ensure adequate revenues for county services while avoiding discord over tax dollar generation, thus leading to better planning of future growth.
- Regional Growth
Growth should occur per the general plan, but it may be time for a general plan update, with public input, to determine what areas should be developed while at the same time protecting historical usage and property rights. Regional planning, including the cities, should occur to determine what we want in the future, where we want it, and ways to preserve our quality of life.
- Public Safety & Mental Health
Public Safety is a very high priority. The jail is the highest priority; however, the biggest factor affecting its outcome is staffing, estimated to be an additional $6 million a year. Tough decisions need to be made. The juvenile hall project doesn’t require increased staffing, and there is room at its present site. As state grants become available, the project should move forward. Mental health services are mandated by the state, but the state continues to cut the funding for these services making it difficult for the county to provide adequate professional help to those who need it the most. Some counties are considering dropping mental health services altogether. Partnering with local community agencies and nonprofit organizations would be a better option for maintaining mental health services.
My record of proven leadership ensures my strong commitment to improving our county’s infrastructure through strong financial management and accountability at all levels; I value a balanced approach between service delivery and financial reserves; and I am the only candidate with the experience, education, knowledge, and qualifications to help guide Shasta County in these difficult economic times.