Contra Costa District Races

Crockett Community Services District Director — Short Term

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Gaunt Murdock

  • Engineer
  • Statement pending or not available.

Matthew Raver

  • Electrical contractor
  • Statement pending or not available.

Discovery Bay Community Services District Director

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Carolyn Graham

  • Discovery Bay Community Services District Director
  • Infrastructure: “The next four years will present many challenges, many dealing with the aging infrastructure of our water and wastewater systems.”
  • Budget: “We often think of ourselves as a small town and in many ways we are but the TODB is a major operation with an annual Budget of $26 million and assets of $95 million. Working with our elected state, federal and county officials, we are constantly working to locate all grant opportunities.”
  • Collaboration: “My promise in 2020 was I would do my very best to represent the people of Discovery Bay and to make myself available to discuss concerns, answer questions and provide an open line of communication. I make that promise again.”

Leonard D. Woren

  • Senior software engineer
  • Statement pending or not available.

Lesley Belcher

  • Business owner
  • Experience: “As an owner of multiple local businesses and with my professional role at a local law firm, I have a keen insight into both the economic and legal aspects impacting our community.”
  • Priorities: “My goal as a board member is to ensure fiscal responsibility and deliver high-quality, reliable services.”
  • Transparency: “I am dedicated to fostering transparency between the governing board and the community.”

Rodeo-Hercules Fire Protection District Director

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Robyn Kelly Mikel

  • Rodeo-Hercules Fire Protection District Director
  • Statement pending or not available.

Charles Davidson

  • Rodeo-Hercules Fire Protection District Director
  • Statement pending or not available.

Heather Gibson

  • Registered nurse
  • Annexation: “The recent vote to move towards annexation will take a committed member to help this transition occur … I aim to ensure that the day to day operations of our fire department are not impacted by this transition.”
  • Priorities: “As a board member I would pursue the best interest of the residents of Rodeo and Hercules as well as the fire department.”
  • Collaboration: “I look forward to working with the board members, community and fire department.”

East Bay Municipal Utility District Director, Ward 1

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Anthony L. Tave

  • Pinole City Council Member/civil engineer
  • Climate Change: “As rate-payers, we must be prepared for the effects of climate change on our infrastructure and the environment.”
  • Priorities: “Protecting our clean water. Initiating innovative conservation and renewable energy programs that address the effects of climate change. Financial stewardship to protect rate-payers. Investing in innovative recycled water projects.”
  • Infrastructure: “We need partnerships to help EBMUD invest in advanced technologies and secure funding for infrastructure improvements, so we can ensure a resilient water supply.”

Joey D. Smith

  • Water conservation technician 
  • Priorities: “I’m running to be your EBMUD director to keep your water rates reasonable, protect our high-quality water supply, improve our infrastructure, protect EBMUD’s valuable watershed lands, improve our water system’s ability to fight wildfires and withstand major earthquakes, and make EBMUD responsive to customers.”
  • Experience: “As a dedicated EBMUD employee for 30+ years, I’ve focused on providing our West County communities the best possible water service.”
  • Water Rates: “I want to be your representative in providing reliable, high-quality water services at reasonable rates while being a good steward for the resources entrusted to us.”
  • www.joeydsmithforwater.org

East Bay Municipal Utility District Director, Ward 2 — Short Term

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Luz Gomez

  • East Bay Municipal Utility Director, Ward 2 — Short Term
  • Statement pending or not available.

East Bay Regional Park District Director, Ward 2

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Lynda Deschambault

  • Environmental scientist
  • Experience: “I am the only candidate with field experience spanning 37-years in environmental science, including 20 at the U.S. EPA, policy experience as mayor, founder and director of Contra Costa Climate Leaders. The only candidate with 5+ years’ service as a Parks Advisory Commissioner.”
  • Indigenous Land: “As an advocate, I fought for settlement dollars for tribes and communities affected by toxic harms … I honor the seven generations principle of Native wisdom.”
  • Climate Change: “The largest regional park district in the nation deserves experienced attention. Let us work together to make our public parklands climate resilient. I know the science and have the experience.”
  • www.LyndaD4parks.com

Casey Alyson Farmer

  • Policy advisor/parent
  • Youth: “I’ve seen transformation happen when kids experience the outdoors … I’ll champion environmental science, mental health and physical wellbeing programs for youth.”
  • Experience: “I’ve built a proven track record making local government work better-teaching special education in Oakland schools, supporting local policy makers working to improve our communities, leading Alameda County’s successful 2020 Census Initiative, and more.”
  • Priorities: “I’ll lead the way for wildfire prevention, climate resilience, and well maintained parks, accessible to all.”
  • www.farmer4parks.vote

Shane Reisman

  • Lafayette Parks Commissioner
  • Statement pending or not available.

Central Contra Costa Sanitary District Director, Division 5

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Jean Froelicher Kuznik

  • Retired educator
  • Environment: “San Ramon is a community that values its beautiful environment and strong sense of togetherness. In my role with the Parks and Community Services Commission, I prioritized these values.”
  • Experience: “My experience in school administration has honed my abilities in strategic planning, budgeting, and human resources management.” 
  • Inclusivity: “I believe in fostering a collaborative, respectful, and inclusive environment among colleagues and the residents of San Ramon.”

Bansidhar S. Giri

  • IT regulatory consultant
  • Statement pending or not available.

Ironhouse Sanitary District Director

Candidate Statements

Candidate Statements are excerpted from the statements provided to election offices, where available.

Peter W. Zirkle

  • Ironhouse Sanitary District Director
  • Reliability: “After witnessing the city population increase significantly over the last fifty years, I know how important it is to have a reliable sewage system.”
  • Priorities: “I am committed to continue the efficient, safe and dependable sanitation services the District provides at a reasonable cost for all customers. I will always keep open and transparent communications and provide a timely response to any issues.”
  • Rates: “I will continue to work with the ISD Board of Directors to keep rates at the necessary level needed to maintain facilities to the highest possible standards.”

Dawn Morrow

  • Ironhouse Sanitary District Director
  • Experience: “I serve as the chair of the East County Water Management Association, vice president of the Contra Costa Special District Association, and as an alternate to the Contra Costa County Treasury Oversight Committee.”
  • Rates: “At Ironhouse Sanitary District, we provide state-of-the-art wastewater treatment services and infrastructure at the lowest possible cost to residents.”
  • Transparency: “I believe we do a good job of explaining the why and the how, actively participating in community events and maintaining a consistent ethic of being accessible and accountable to our environmental stewardship.”

Sue Higgins

  • Registered nurse
  • Experience: “I’ve been a champion of ensuring we all live in healthy, sustainable, and environmentally sound communities.”
  • Climate Change: “The reality is that climate change and poor management of our natural resources are pushing us towards such drastic measures. These issues’ urgency should concern us all and motivate us to act.”
  • Priorities: “As your board member I’ll continue to fight for expanded recycled water technology, including purple pipe for irrigation purposes; reducing sewer overflows and adverse effects on the environment; and promoting water conservation efforts that are fair and reasonable.”

Angela Lowrey

  • Ironhouse Sanitary District Director
  • Experience: “After obtaining my masters degree at the London School of Economics, my career in wastewater began and I moved to Oakley in 2009. I am action-oriented, a collaborator and problem solver.”
  • Rates: “Since joining Ironhouse’s board, I have spearheaded several initiatives, including reducing sewer rates in 2021.”
  • Priorities: “My priorities are: continued fiscal excellence … maintaining/upgrading infrastructure to meet the needs of our growing community; transparent and inclusive Jersey Island land use initiative … environmental sustainability.”

Race to Watch

BART Board of Directors, District 5

Why does this race matter?

BART is facing its biggest fiscal challenge since opening in 1972. With ridership still less than half of pre-pandemic levels, the agency has lost fare revenue and faces huge deficits starting in 2026. Board members elected this year will play a key role in charting a course through the crisis. BART’s District 5 covers portions of central and eastern Alameda County and part of southern Contra Costa County.

What does the BART board of directors do?

The nine-member board oversees a $2.5 billion annual budget and is responsible for major policy initiatives. One current example: BART has begun replacing the fare gates at all 50 of its stations because of concerns about fare evasion voiced by board members.

Key Candidates

This list represents the most notable candidates running for the seat.
Joseph Grcar
Joseph GrcarRetired Laboratory Scientist
Melissa Hernandez
Melissa HernandezAppointed Director, BART District 5

Key Supporters

This list represents notable organizations and individuals who have taken a position on the ballot measure or candidate, or who are funding campaigns in support or opposition. This list is not exhaustive, and may be updated.

For Grcar

  • Alison Hayden, former candidate, Congressional District 14
  • Wendy Huang, candidate, Union City Council 
  • Luis Reynoso, trustee, Chabot-Las Positas Community College 
  • Cindy Rocha, trustee-elect, San Leandro Unified School District 
  • Steve Slauson, candidate, Alameda City Council

For Hernandez

  • John McPartland, former director, BART District 5 
  • Eric Swalwell, U.S. representative
  • Fiona Ma, state treasurer, California 
  • David Haubert, supervisor, Alameda County District 1 
  • Mark Salinas, mayor, Hayward
 

Positions on Key Issues
Candidate summaries are based on interviews with the candidates, questionnaires, statements made at debates and public events, and past news coverage.

How has your past education, work and/or lived experience prepared you to join a transit board that administers a $2.5 billion annual budget and makes key decisions for an agency facing an existential crisis?

Grcar says, “We can ask the same about California and the United States.” Holding a mathematics Ph.D. and having worked as a research scientist “enables me to understand complex relationships.” He disagrees that the board has made “key decisions,” adding that BART directors “have just gone along to get along, and now when the going gets tough, all five whose terms end this year have decided to get out.”
Hernandez says that as mayor of Dublin, she managed a $200 million budget, "ensuring a surplus and fiscal transparency." On the Alameda County Transportation Commission, she oversaw allocation of $7 billion. As a recently appointed member of the BART board, she says her focus is fiscal accountability, "addressing challenges without compromising service." She adds: "My proven, decisive leadership as chair of the Livermore-Amador Valley Transit Authority equips me to prioritize affordability and maintain high service standards."

BART is facing annual operating deficits of at least $350 million starting in less than two years. Those shortfalls could force the agency to make drastic service cuts. What can BART do — apart from any regional tax measure or seeking other outside aid — to address this crisis?

Grcar says he would begin by laying off what he calls "do-nothing management and no-show employees," then build a budget that provides only the essentials: adequate numbers of train drivers, security officers, maintenance engineers, custodians and grounds crews. "I see no need for service cuts, which will only further reduce revenue," he says.
Hernandez says, "BART is at a critical juncture, and I am focused on taking action to avoid drastic service cuts … As an Alameda County transportation commissioner, I ensured tax funds were spent as promised to voters, and I continue this commitment as a fiscal watchdog on the BART board." She advocates steps like streamlining operations, reducing unnecessary costs and supporting local businesses. "I’m dedicated to maintaining essential services while navigating this financial challenge," she says.

BART and its customers have suffered through a long series of service disruptions this year. Is BART service reliable in your view? If not, what would be your highest priority for improvements?

Grcar says he "would have to see statistical rather than anecdotal evidence before I believe service disruptions have increased." He notes that service cuts would be far more disruptive than any problems the system is having now. "My highest priority for investment is to replace fare gates with access control gates," he says.
Hernandez notes that "BART’s service disruptions have been tough on our riders, and I understand how frustrating that is," and says her “priority is to make BART a service our community can rely on every day." To ensure this, she says, she's focusing on proactive maintenance, reducing disruptions, and improving communication with riders. "By demanding results and enhancing real-time updates, I’m committed to keeping riders informed and prepared."

In response to customer complaints about crime and fare evasion, BART has taken a number of steps it says will improve passenger safety, including increased police patrols and installation of new fare gates. Do these measures go far enough? Too far? What would you do differently?

Grcar says that in his experience, BART riders are most concerned about personal security. "The problem is not fare evasion," he says. "Rather, the problem is criminals who evade fares to enter the system." He advocates replacing current fare gates with gates that "genuinely control" access to BART. He says doing that "will eliminate most of these perpetrators from the system and will have the added benefit of lessening the need for armed security."
Hernandez says, "BART’s steps are a start, but more comprehensive solutions are needed to ensure passenger safety." She says that "in addition to increasing police patrols and installing new fare gates, integrating mental health resources is crucial for a holistic safety strategy that tackles root causes." She emphasizes the need to strengthen community engagement, improve BART ambassador visibility and expand safety programs "to enhance security and make BART a safer and more welcoming environment for everyone."

BART's post-pandemic loss of ridership and imminent deficits have tended to focus attention on the agency's "now" rather than on a vision for the longer-term future. What ideas do you have for improving BART and ensuring it thrives in coming decades?

Grcar notes that many believe the future of personal transportation is per-trip rentals of autonomous vehicles, a.k.a. robotaxis. "I have not heard anyone say fixed-rail systems have a bright future," he says, adding that BART's fiscal crisis despite enormous subsidies "suggests fixed rail has no future." But he adds, "I hope with good management the San Francisco Bay Area Rapid Transit District can prove naysayers wrong."
Hernandez calls BART "a vital lifeline that connects us all." She says that to ensure BART thrives in that role, “we must prioritize sustainable growth and thoughtful planning. This means modernizing our fleet, expanding service to underserved areas, and investing in infrastructure. By fostering vibrant, connected communities around our stations, we can keep BART thriving and accessible for everyone."

Race to Watch

BART Board of Directors, District 7

Why does this race matter?

BART is facing its biggest fiscal challenge since opening in 1972. With ridership still less than half of pre-pandemic levels, the agency has lost fare revenue and faces huge deficits starting in 2026. Board members elected this year will play a key role in charting a course through the crisis. BART’s District 7 covers parts of Contra Costa, Alameda and San Francisco counties.

What does the BART board of directors do?

The nine-member board oversees a $2.5 billion annual budget and is responsible for major policy initiatives. One current example: BART has begun replacing the fare gates at all 50 of its stations because of concerns about fare evasion voiced by board members.

Key Candidates

This list represents the most notable candidates running for the seat.
Victor E. Flores Jr.
Victor E. Flores Jr.Environmental Policy Advisor
Dana Lang
Dana LangTransportation Funding Advisor

Key Supporters

This list represents notable organizations and individuals who have taken a position on the ballot measure or candidate, or who are funding campaigns in support or opposition. This list is not exhaustive, and may be updated.

For Flores

  • Rob Bonta, attorney general, California
  • Lateefah Simon, director, BART 
  • Buffy Wicks, state Assembly member
  • Mia Bonta, state Assembly member
  • Marilyn Ezzy Ashcraft, mayor, city of Alameda

For Lang

  • Keith Carson, supervisor, Alameda County 
  • Nate Miley, supervisor, Alameda County 
  • Robert Raburn, director, BART 
  • Elihu Harris, former mayor, Oakland
  • Willie Brown, former mayor, San Francisco
 

Positions on Key Issues
Candidate summaries are based on interviews with the candidates, questionnaires, statements made at debates and public events, and past news coverage.

How has your past education, work and/or lived experience prepared you to join a transit board that administers a $2.5 billion annual budget and makes key decisions for an agency facing an existential crisis?

Flores notes he was born and raised in Oakland. He highlights his work for two city council members, including contact with departments like public works and transportation. "I’ve led land-use policy initiatives, advocated for green spaces and supported Oakland general plan updates," and helped with public engagement for the Oakland-Alameda Adaptation Committee on climate resilience, he says. "I bring the vision, coalition-building skills, and relationships necessary to effectively navigate BART's fiscal challenges and regional coordination.”
Lang says, "I’ve secured hundreds of millions in transportation and security grants serving as the Federal Transit Administration liaison for the Metropolitan Transportation Commission, San Francisco Muni security grants coordinator, SF Police grants unit manager and small business affairs officer for SFO.” She notes she earned a BA in economics from Wellesley College and an MBA from UC Berkeley’s Haas School of Business and currently serves as vice chair of BART’s Police Civilian Review Board.

BART is facing annual operating deficits of at least $350 million starting in less than two years. Those shortfalls could force the agency to make drastic service cuts. What can BART do — apart from any regional tax measure or seeking other outside aid — to address this crisis?

Flores favors pursuing a "rail-plus-property policy" that he says would capture the value of BART’s real estate and allow the agency to diversify revenue sources. "It also gives BART more funding to build more homes at our stations, creating more riders," he says. He also says BART should create "community hubs" at its stations, turning them into destination points and increasing their use for non-work-related trips.
Lang says, "Bringing riders back to BART is critical to recoup much-needed fare revenue." With ridership still at less than half of pre-pandemic levels, BART must build rider confidence that its system is safe and reliable, she says. Interagency collaboration could create a more seamless experience and help bring riders back, she notes, adding that BART should consider new funding streams, such as leasing, licensing, and retail and service kiosks.

BART and its customers have suffered through a long series of service disruptions this summer. Is BART service reliable in your view? If not, what would be your highest priority for improvements?

Flores says, "We should always strive for service excellence." He points out that BART is known for service delays related to heat and rain and that climate change means extreme weather impacts will continue to grow. "Working in the climate-resilience space, I prioritize integrating resilience into our improvements and nature-based solutions with multiple co-benefits," he says. "I want to explore building green corridors to reduce the impacts of heat and rain on our system."
Lang says that new trains have generally made BART more reliable, but maintenance needs to be re-established as a top priority given recent equipment failures. "Regularly scheduled preventative maintenance is supposed to prevent what has recurred throughout the summer," she says. "So BART needs to closely examine and modify its maintenance planning at a minimum and/or add resources to preventative maintenance to keep riders safe and to increase confidence in the system."

In response to customer complaints about crime and fare evasion, BART has taken a number of steps it says will improve passenger safety, including increased police patrols and installation of new fare gates. Do these measures go far enough? Too far? What would you do differently?

Flores wants to expand BART's ambassador and crisis intervention programs while also working to fill police vacancies and keep response times under five minutes. "These efforts also need two key components: station activation and alternative accountability pathways," he says. "Station activation through commercial activity, arts, culture and building homes creates community cohesion and safety. Accountability doesn’t have to result in fines and incarceration. We should have diversion programs that allow people to do community service."
Lang says, "Safety is the number one rider concern, so safety measures are a positive step." She calls BART's ambassadors and crisis intervention specialists "great additions" to its safety efforts. Lang adds that it's important to collect data to monitor the effectiveness of the agency's new safety measures. She says BART should produce videos to enhance public awareness of common crimes and to promote safe responses to harassment or physical encounters.

BART's post-pandemic loss of ridership and imminent deficits have focused on the agency's "now" rather than on a vision for the longer-term future. What ideas do you have for improving BART and ensuring it thrives in the coming decades?

Flores says, "My vision for BART is for every rider, especially parents and children, to be confident when riding the system." The system, he says, should be “safe, clean, reliable, and, most importantly, enjoyable,” with each station becoming a vibrant hub of community building that people want to spend time in. “When BART implements my community hub idea and ‘rail-plus-property policy,’ we will unlock new revenue and improve the ridership experience."
Lang says, "My vision for BART is that it can meet ridership needs in ways that are sustainable, holistic, clean, safe and vibrant — and seamlessly link riders to all parts of the service area." The agency, she adds, needs to address its fare structure, mix of income streams and security improvements. "I will use my expertise in transit funding and security to reflect equity, fairness and respect for employees and the public."

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