Friday, April 1, 2011

Draiman for Mayor of Los Angeles


Draiman for Mayor of Los Angeles


“Back to BASICS”

Fiscal responsibility

Family values

Ethics

I am not a politician; I am a family man who is fiscally responsible with strong ethics

The reason I am not a politician is: because the term politician as defined today stands for – corruption, special interests and pro-government instead of pro-people.

I challenge you today; to do what is good for the people of Los Angeles and than the city.

YJ Draiman for Mayor of Los Angeles 2013


YJ Draiman for Mayor of Los Angeles 2013



Dear Fellow Los Angelinos

Thank you for taking a few moments to learn more about my ideas for building a new Los Angeles.
I appreciate your interest in my campaign and hope my jobs plan will provide you with a better understanding of the type of Mayor I hope to be – one focused on transparency and putting Los Angelinos back to work.

Los Angeles faces one of the most challenging times in our city’s history.
Because of the unfriendly business environment, along with some of the highest tax rates in the nation, families and businesses are being forced to make unthinkable trade-offs, including living the city they love. But I am optimistic about Los Angeles future.

I am running for Mayor because I believe everything is still possible in Los Angeles. That is why as Mayor that makes LA attractive to business will create jobs will be my priority. It is the only way we are going to clean up the mess in Los Angeles. I have a unique skill set and the detailed plan to get Los Angeles going again.

I have started businesses from the ground up and within a short time revenues exceeded $60 million a year. I have been involved in gentrification of whole neighborhoods; I have built a 5 star hotel and implemented energy efficiency for over 20 years. I operated a chain of electronics stores.

I think Los Angeles needs a little bit more of a business-like attitude. We have to be honest about our problems, offer grown-up solutions and put an end to the partisan bickering and hand-wringing that is business as usual.

I can effectively balance the interests of developers, big business and those who are well-situated and I am more concerned about the interests of everyday citizens."

If you do not know and admit that there is a problem, you can not fix it.

I am running to reinvigorate Los Angeles economic potential – it will take time and the effort of all the people of Los Angeles. We shall overcome there economic hardships if we work together as a unified force.

If you have any suggestions on how we can move Los Angeles forward, please contact our campaign. We will listen. We want this campaign to be special, one that addresses your concerns and speaks to your hopes for what a new Los Angeles can be.

Together, we can put Los Angeles back to work and make our City great again and call it the city that works.


YJ Draiman for Mayor of Los Angeles 2013

Draiman is determined to bring a new approach to Los Angeles. One that demands we help attract businesses that create jobs and lower taxes. One that provides better efficiency and expedited better services. One that makes it a priority commitment to improving our schools. One that is committed to improve public transportation.


Draiman has a plan to make Los Angeles economic vitality flourish.
Make Los Angeles Competitive again, raise the standard of living, grow the tax base and help put an end to the yearly budget problems in Los Angeles.

Code of Conduct for public officials - Comments are welcome


Code of Conduct for public officials

Selflessness
You have a duty to make decisions in the public interest. You must not act in order to gain financial or other benefits for yourself, your family, friends or business interests. This means making decisions because they benefit the public, not because they benefit the decision maker.
Impartiality You should make decisions on merit and in accordance with your statutory obligations when carrying out public business. This includes the making of appointments, awarding of contracts or recommending individuals for rewards or benefits. This means fairness to all;
impartial assessment; merit selection in recruitment and in purchase and sale of Council’s resources; considering only relevant matters.
Accountability You are accountable to the public for your decisions and actions and should consider issues on their merits, taking into account the views of others. This means recording reasons for decisions; submitting to scrutiny; keeping proper records; establishing audit trails.
Openness You have a duty to be as open as possible about your decisions and actions, giving reasons for decisions and restricting information only when the wider public interest clearly demands.
This means recording, giving and revealing reasons for decisions; revealing other avenues available to the client or business; when authorized, offering all information; communicating clearly.
Honesty You have a duty to act honestly. You must declare any private interests relating to your public duties and take steps to resolve any conflicts arising in such a way that protects the public interest. This means obeying the law; following the letter and spirit of policies and procedures; observing this Code; fully disclosing actual or potential conflict of interests and exercising any conferred power strictly for the purpose for which the power was conferred.
Respect You must treat others with respect at all times. This means not using derogatory terms towards others, observing the rights of other people, treating people with courtesy and recognizing the different roles others play in local government decision making.
5 GUIDE TO ETHICAL DECISION MAKING
5.1 If you are unsure about the ethical issues around an action or decision you are about to take, you should consider these eight points:
· Is the decision or conduct lawful?
· Is the decision or conduct consistent with Council’s policies and with Council’s objectives and this Code?
· What will the outcome be for the Mayor, the Council, persons with whom you are associated and any other parties?
· Do these outcomes raise a conflict of interest or lead to private gain or loss at
public expense?
· Can the decision or conduct be justified in terms of the public interest and would it withstand public scrutiny?
· How would my personal integrity be affected by the action?
· How would I react if someone else carried out the same action?
· Would I feel comfortable if my actions became generally known?
Conflict of interests
5.2 If you are unsure as to whether or not you have a conflict of interests in relation to a matter, you should consider these six points:
· Do you have a personal interest in a matter you are officially involved with?
· Is it likely you could be influenced by a personal interest in carrying out your
public duty?
· Would a reasonable person believe you could be so influenced?
· What would be the public perception of whether or not you have a conflict of
interests?
· Do your personal interests conflict with your official role?
· What steps do you need to take, and that a reasonable person would expect you to take, to appropriately manage any conflict of interests?
Seeking advice
5.4 If you are uncertain about an action or decision, you may need to seek advice from other people. This includes the Mayor, the General Manager, a Director of one of Council’s Divisions, the Manager, Administrative Services, the Department of Local Government, the Ombudsman’s Office and the Independent Commission Against Corruption.
Independent Commission Against Corruption 8281 5999
NSW Ombudsman 9286 1000
NSW Department of Local Government 4428 4100
PART 2 - STANDARDS OF CONDUCT
This Part of the Code sets out the conduct obligations required of Mayors. These are the enforceable standards of conduct.
Failure by a Mayor to comply with this Part of the Code constitutes misbehavior and may constitute a substantial breach for the purposes of section 9 of the ICAC Act 1988.
The Local Government Act 1993 provides for suspension of Mayors from civic office for up to six months for proven misbehavior. For further information on misbehavior refer to Sections 11 and 12 of this Code.
6 GENERAL CONDUCT OBLIGATIONS
General conduct
6.1 You must not conduct yourself in carrying out your functions in a manner that is likely to bring Council or holders of civic office into disrepute. Specifically, you must not act in a way that:
· contravenes the Act, associated regulations, Council’s relevant administrative
requirements and policies
· is detrimental to the pursuit of the charter of Council
· is improper or unethical
· is an abuse of power or otherwise amounts to misconduct
· causes, comprises or involves intimidation, harassment or verbal abuse
· causes, comprises or involves discrimination, disadvantage or adverse treatment in relation to employment
· causes, comprises or involves prejudice in the provision of a service to the
community. (Schedule 6A of the Act)
6.2 You must act lawfully, honestly and exercise a reasonable degree of care and diligence in carrying out your functions under the Act or any other Act. (Section 439 of the Act)
6.3 You must treat others with respect at all times.
6.4 Where you are a Mayor and have been found in breach of this Code, you must comply with any Council resolution requiring you to take action as a result of that breach.
Fairness and equity
6.5 You must consider issues consistently, promptly and fairly. You must deal with matters in accordance with established procedures, in a non-discriminatory manner.
6.6 You must take all relevant facts known to you, or that you should be reasonably aware of, into consideration and have regard to the particular merits of each case.
You must not take irrelevant matters or circumstances into consideration when making decisions.
Harassment and discrimination
6.7 You must not harass, discriminate against, or support others who harass and discriminate against colleagues or members of the public. This includes, but is not limited to harassment and discrimination on the grounds of sex, pregnancy, age, race, responsibilities as a public official, marital status, disability, homosexuality, transgender grounds or if a person has an infectious disease.
Development decisions
6.8 You must ensure that development decisions are properly made and that parties involved in the development process are dealt with fairly. You must avoid any occasion for suspicion of improper conduct in the development assessment process.
This includes during site visits.
6.9 In determining development applications, you must ensure that no action, statement or communication between yourself and applicants or objectors conveys any suggestion of willingness to provide improper concessions or preferential treatment.
6.10 Mayor and public officials who attend site visits should be mindful of:
· not creating a perception, in the absence of independent witnesses, that you
may provide preferential treatment to the applicant or objector
· not creating a perception of lack of fairness to an objector if you are only
meeting with and obtaining information from the applicant; or a lack of fairness to an applicant if you are only meeting with and obtaining information from an objector; and
· not basing your decisions about a development on information you obtain on a visit which is not also made available to other Mayors and the relevant
Council staff.
Public comment
6.14 You must understand and comply with Council’s Media Liaison Policy.
6.15 You should be clear about whether or not you are acting on Council’s behalf and/or in your public capacity when speaking publicly or attending functions to avoid situations - where this might be directly implied or inferred.

“It is cheaper to save energy than make energy”


“It is cheaper to save energy than make energy”


Considering a Utility Audit


Every year, Businesses, co-ops and condos in Los Angeles pay millions of dollars in utility expenses, including electric, water/sewer, gas, steam and telecom. Are you certain your business/building is paying the correct amount? What if it isn't? Without an expert audit, you may never know if your building is due refunds, savings, and credits from overcharges that appear in a surprisingly large percentage of utility bills.
A whole business sector has grown to supplement your management company's efforts and delve further into the highly specialized area of utility cost recovery to obtain funds on your behalf. The following is an objective look at whether this service is right for your building, and a primer to help you make the best selection of an auditor.
What Do I Have to Lose?
That depends upon certain factors:
Does the auditor work on a contingency fee basis? Some companies charge a fee for their service, regardless of whether they effect savings. The benefit of this arrangement is you know what the cost will be. The downside is that you pay for the service whether your building saves money or not, and there is no financial incentive for the provider to dig as deep as possible to effect savings. The auditor gets paid the same amount of money whether they save you significant dollars or no dollars at all.
Many auditors are paid only when they recover refunds, savings, and credits. In this case there is absolutely nothing to lose, with the potential - and their incentive - to secure significant savings.
Is It Too Good to Be True?
Possibly - if you don't work with a quality company. Do your due diligence; find out about the company you choose before selecting a utility auditor. Ask yourself:
·              How large is their staff? What is their background?
·              What technology does the company use?
·              Do they look to recover funds and savings on existing structures as well as on future billings? What is their track record in each area of savings?
·              Do they just recommend solutions, or do they implement them as well?
·              How far are they willing to go? Would they appeal the utility companies' decisions?
·              Who are their clients and how much have they saved other buildings? Get references.
·              Are there any other charges?
·              Finally, find out how easy is it to cancel the agreement.
Can't Our Managing Agent Do This Him/Herself?
Managers have more than a full-time job dealing with managing the building. Also, utility bill auditing and cost management is a very complex, time-consuming, and specialized field. One needs to navigate through the bureaucratic environment that envelops most utility companies and through the mass of unwieldy tariff and regulatory rules and regulations to implement your savings.
Are There Other Benefits?
A utility bill auditor should be able to provide you with a cost breakdown and understanding of your bills. They should even be able to provide reporting, in paper or electronic format, with detailed information about historical usage, billing and payment as well as graphs that set forth trends in usage. This is useful for budgeting and cost control purposes. Finally, they can help you wade through the sea of choices of third-party marketers that deregulation offers,
How Do I Choose the Right Auditor?
First, there is the choice of fixed fee versus contingency (see above).
Within contingency, there are differences in the level of the share of the savings. Typically the smaller companies with fewer resources will ask for a smaller share of the savings. They may also find fewer savings than a company with larger resources to do the following:
·              Apply the services and knowledge of highly-skilled legal and tax experts, former high ranking utility executives, seasoned auditors, and tariff specialists to remove charges that are embedded in the basic rate structure and not openly disclosed in a utility bill.
·              Offer proprietary advanced technology to analyze the utility data to identify utility cost savings.
·              Work through all appropriate agencies or utilities to implement all changes and obtain all refunds, savings and credits available.
·              File and pursue cases or complaints with the appropriate regulatory authorities or through the courts.
Your building's decision makers should focus on the magnitude of results and depth of auditing expertise a firm can offer to maximize the largest refunds, savings and credits for their building.
In Conclusion"¦
You have the potential to save tens or even hundreds of thousands of dollars for your building. The risk is either a fixed cost or no cost, and a small amount of time and effort on the part of the property manager to provide the information and access necessary to allow the auditors to do what they do best. Utility auditing may be well worth a try for your building community.
Comments
YJay Draiman
"Paying for utility costs without using a Utility Auditor and Monitor is like driving a car at night with the lights turned off" For all you energy, telecom and utility needs.

 “It is cheaper to save energy than make energy

Draiman - My quest to restore Leadership, Experience and Integrity to City Hall


Draiman - My quest to restore Leadership, Experience and Integrity to City Hall

YJ Draiman
Candidate for Mayor of Los Angeles (2013)


I’m not a politician. You won’t get politically correct doublespeak from me, just the plain facts. The plain facts are often disturbing and as a NC Board Member I’ve never been shy from revealing the sometimes ugly truth about the way the City functions.

Career politicians like the current have no interest in serving the public; rather, they use public office to serve their own interests and those of the small but wealthy cadre of greedy “special interests” who fund their campaigns in return for favors when decisions over controversial matters such as billboards and development have to be made by elected officials.

All too often, the City Council’s actions support the special interests at the expense of the interests of the ordinary people like you and me.

When common sense dictates that our already over-congested streets should not be further burdened by more high-density luxury condominium developments, current elected official’s side with the developers and contractors who funnel campaign contributions to further their interests. We need a Los Angeles with Financial Sustainability that is my goal.

My pledge is for a “City of Los Angeles for the people” not for the politicians and special interests.

YJ Draiman files papers running for Mayor of Los Angeles - 2013 – Press release


Draiman files papers running for Mayor of Los Angeles - 2013 – Press release

Motivated by the desire to serve the Los Angeles community and to hold City Hall accountable for it’s actions, I have decided the best way to accomplish my goal is to run for and become the next Mayor of Los Angeles As Mayor, it would be my duty and goal to not just protect the quality of life in Los Angeles, but to improve it.  More importantly, as Mayor I intend to protect and improve the quality of life for ALL the people of Los Angeles, not just a select few.

The most consistent complaint I heard from some residents of Los Angeles when I ran for City Council was that no one knows what City Hall is doing anymore. The good of the common people seems to have been lost in the process.  City Hall has become self-serving with little or no accountability, which is why I have adopted and will instill a policy of "transparency and accountability" in City Hall.  A government "for the people" must be held accountable by the people. 

One of my biggest goals would be to make City Hall account for every single cent spent. Some of my more specific goals are balancing the budget, encouraging economic vitality, preserving and improving the City infrastructure, protecting the quality of our neighborhoods, supporting our open space and bicycle trails programs, working with the Neighborhood Councils and the Chamber to encourage local, innovative green businesses, and proper Urban Planning for Los Angeles, among others.

Without question some will raise the issue of my not being a politician.   Quite honestly, I am proud not to be another well-polished, slick-oiled career politician.  At this junction of difficult times for most, I do not believe the people of Los Angeles would best be served by yet another politician.  What is needed is a Mayor who truly understands the needs of the common people.  What is needed is a Mayor willing to put City Hall in a glass building for all to watch while working diligently to serve the interests of the common people and not just the interests of a select few.

While I am not a politician, I am proud to state I am a family man. I am married to a darling wife for over 40 years, we have two grown children – my oldest son is David Draiman a famous Rock Star with a Band by the name Disturbed, my younger son Benjamin Draiman is a Psychologist doing research and playing music.

Current Elected Member of the Northridge East Community Council 

I am currently working on my PHD in Energy Conservation.

A dedicated family man with an extensive business background including but not limited to mechanical engineer, healthcare administrator, real estate developer with neighborhood gentrification, project manager of a major 5 star hotel construction,  operator of a chain of retail electronic stores, reseller of deregulated energy sources,  energy efficiency implementation, utility audits and consulting services.   

I have over 25 years experience in energy efficiency. I am a strong proponent of Energy Independence.

I am looking forward to being elected and serving the people of the City of Los Angeles.
We must work together as a cohesive force to improve our city.
“Transparency and accountability is my motto”

Draiman for Mayor of Los Angeles   -  www.draimanformayor.net


“A vote for DRAIMAN is a vote for you”

He ain’t heavy, he’s my brother - Benjamin Draiman - David Draiman

Benjamin Draiman - David Draiman


He ain’t heavy, he’s my brother - Benjamin Draiman - David Draiman
COMPARED to his brother David’s music, Ben Draiman’s output is of a more serene quality.
David’s band, Disturbed, are a hard rock outfit — currently at the top of the American charts with new album Asylum.
But younger brother Ben, who lives in Israel, has gone in the opposite direction.
He told the Jewish Telegraph from Jerusalem: “I would describe my music as piano-based ballads, chilled and
down-to-earth. It is also kind of melancholy.
“I find it relaxing and I do realise it is the opposite of what David does.”
Brought up in Chicago in an observant Jewish home, Ben didn’t come from a particularly musical family.
“There was my great-grandfather, though,” Ben explained. “He was from a Chassidic family and was a chazan in Poland.”
Ben said his family were extremely proud of David, who has become a global superstar, selling out arenas with Disturbed.
But Ben prefers the quieter surroundings of Jerusalem’s nightlife, regularly playing gigs in the city’s bars and clubs.
Ben, 34, said: “I wouldn’t want to do what David does.
“I enjoy performing, but my music is emotionally intense and I couldn’t do that night after night. It would be very hard.”
Ben started playing the piano and composing music when he was 13, playing in a succession of bands.
Following in the footsteps of David, who spent a year at the Neveh Zion Yeshiva, Jerusalem, he headed to Israel to study at a yeshiva in Gush Etzion.
And, although it was not his intention to emigrate to Israel, Ben has been there for 16 years. He added: “I felt so at home in Israel — it just felt right.”
Ben works as a clinical social worker in a psychiatric hospital in Kfar Shaul, Jerusalem.
“My music is more of a passion and hobby,” he explained.
“I mainly perform in Jerusalem — it is a magical and amazing place and lots of people are drawn to it.
“There are a lot of talented musicians here, although not of the calibre of Tel Aviv, for example.
“My work is not light-hearted or pop-ish, although a girl did come up to me at the end of a gig recently to show me her poetry and I ended up combining it with my music.”
He regularly returns to America to see parents Miriam and Yehuda, who now live in Los Angeles. (Yehuda J Draiman is running for Mayor of Los Angeles).
Ben, who speaks to David on a regular basis, said he was proud of his brother’s comments about musicians who collect Nazi memorabilia.
In the latest edition of Revolver magazine, as reported in the Jewish Telegraph last week, David let rip at the likes of Motorhead’s Lemmy and Slayer guitarist Jeff Hanneman.
He said: “I don’t give a f**k who you are, if you’re going to brandish Nazi symbolism, I’m going to have a problem
with you.”
Ben added: “Despite the fact that David isn’t observant, he is proud of who he is. By saying what he has, he is making a kiddush Hashem.
“These musicians shouldn’t be glorifying the Nazis.
“It is a sensitive subject, but I
absolutely support everything he said.”

Benjamin Draiman


The Draiman's father is a candidate for Mayor of Los Angeles.

BY SIMON YAFFE