Dr William Brien: A physician to fix the ills of Beverly Hills
BEVERLY HILLS - When speaking with Dr. William Brien, it’s difficult to avoid the medical clichés. As an orthopedic surgeon who also happens to be the current chief-of-staff at Cedars Sinai Medical Center overseeing 2,000 medical staff and 10,000 employees of various stripes, Brien sees using his skills as a surgeon dovetailing with the skills needed to serve on the Beverly Hills City Council.
“When you’re a physician and you take care of patients you learn very clearly and quickly how to listen to people, how to interact with people and ultimately how to make decisions in helping people, and that lesson carries into public life,” he says during his lunch hour over a cup of coffee.
Oh, and aside from being a lifelong resident of Beverly Hill and having “a keen interest in seeing the city continue to prosper and move forward in a positive way,” Brien also has the public life skills on his resume. He’s held elected office on the Beverly Hills School Board, and appointed office as a Recreation and Parks Commissioner. In fact, his resume is so full, there’s only space to highlight his achievements here. Nonetheless, Brien takes it all in his stride and doesn’t flinch when asked:
How would you find the time to do all you do and serve on the city council effectively?
The easy thing to say is, ‘If you need something done give it to a busy person because it gets done,’ but my experience and record show that I can do all this. When I was on the school board I never missed a meeting. I believe people who are most successful are so because they can figure out what they can do, do it well and make time for it. When you see a patient or operate, you go in with a whole understanding of their issues and problems. You come up with a plan, but any good surgeon goes in with multiple plans, not just one plan because you never know what the unforeseen will be. From that standpoint you learn how to prepare and be ready to take on challenges. And I wouldn’t take this on if I couldn’t fully commit to it.
In keeping with the medical metaphor, what would you say are the three biggest issues ailing the city and how would you fix them?
The biggest problems relate to communication, processes of government activities and how they affect the residents, and financial issues. I think they all interrelate. Financially, no one knows where the economy is going to go in the next six to 18 months. When people look candidly at revenues for the city in the next several months, the question is going to be what has been going on over the last six to nine months, and how can we be pro-active - which I ‘m not sure has been dealt with as well as it should have been. More importantly though, going forward the question will be how do we create a strategic plan to deal with the downturn that may last months or years, so we’re not reacting to monthly downturns. We need to look at the impact of property values and the effect on residential life. I would plan to move forward on these things immediately on being elected. And I’ve done it before. I did it on the School Board. We had to cut millions of dollars from the school district’s budget and it was my budget plan that was in large part adopted and it did not impact the children or teachers. Any budget we move forward in the city cannot and should not affect our city services. And I believe it can be done.
You mention the word pro-active and that you feel maybe this council didn’t look at things pro-actively in the last six to nine months. Can you be more specific about this?
I think it goes back further than that. Maybe a year or so. I don’t want to dwell on the past, but when you look back it comes down to communication. When you look at the information that has come out of the administrative offices versus what’s been espoused by council members, there seems – and I use the word ‘seems’ - to be a disconnect. They don’t seem to be saying the same thing.
Can you provide an example?
Generally, where the administration was talking about freezes and council members were saying they weren’t doing that. Also, when some were talking about the financial downturn and the potential impact on the city and others were commenting that that wasn’t the case and the city was economically strong. Well there’s a difference between being economically solvent and being pro-active in managing what everyone can see over the last year as the potential for a downturn in the economy which maybe more abruptly than people thought, but everyone knew we were heading in that direction.
What about communication and process, which you mentioned earlier?
Communication needs to be factual and consistent and at the end we need to do a better job of communicating how finances work in the city to our residents and businesses. We need to do a better job in large part in listening to and hearing what the residents are saying with regards to the impact of proposed decisions coming to the council have on them. I both listen and hear and I think I do both well. It’s part of being successful as a doctor. I would also have standing office hours and meet with people. We need to set up more forums – even one-on-one forums to meet and listen to people. We also need to meet people in different areas. Traffic impacts are different to people in the south than those in Trousdale.
I don’t think there’s ever been a council election where candidates haven’t used the terms “disconnect,” not listening to the residents”, and “communication.” It’s almost become cliché. Can you be more specific about why you feel the current council hasn’t listened or communicated with the residents effectively and how do you think you could specifically fix that?
Again, I don’t like to dwell on the past but in my style of government I study the issues as well as anyone in the room including the staff. I also walk into meetings when there are public hearings, I get people’s input, and I go out into the community to hear what people have to say. I do that in an open way. I don’t come with preconceived or predetermined decisions. I truly believe good ideas can only become great ideas by listening and incorporating ideas and building consensus. ‘Consensus’ is another word that everyone likes to use, but the reality is if you go in with predetermined decisions you can’t adapt to good ideas that come up. I don’t play the fence and go back and forth and I clearly articulate my decision.
Speaking of making decisions, how did you vote on Measure H?
I believe had I been on the council, things would have looked differently. I believe there would have been a different process on how decisions were made. I think there would have been better direction between the council and the planning commission and the architectural commissions and I don’t think you would have had the schism that you had in the decision making process that occurred. I think we would have come up with a plan that would have been less divisive for the community.
Are you saying you were in support of the planning commission’s initial decision, before it went to the council?
I think the planning commission did its due diligence. I don’t know what went on, I wasn’t there, but the reality is there was clearly a disconnect and I think with better direction you would have seen the planning commission coming up with a different vote and changing the plans and the council being more supportive of the plan that came out. I think the processes for these things take too long. We need to streamline them – for business and residents.
Like the Montage?
Yes, the Montage is a great example because it went through the entire process. That whole project should have been done sooner, and we would have had more revenue coming in instead of opening up a hotel in what some would argue is the worst time to open a luxury hotel in the city. (Editor’s note: The Montage opened in December 2008.) And on the residential side, if someone wants to upgrade or remodel their home, within the city’s parameters – there ought to be an expedited process instead of a process that creates delays, angst and cost.
Speaking of development, what are your views on the current General Plan and how this could help your vision of streamlining?
The General Plan is taking an inordinately long time. The processes weren’t done as well as they could or should have been done or we wouldn’t be taking it back for another review. This comes back to the strategic vision and direction of the city. No one in business sets a plan up for 10 years and then doesn’t reevaluate that plan every year or two. The General Plan would be a much easier process to go through if you set up the structure so you’re constantly assessing and evaluating the needs in the city and whether the General Plan is meeting those needs. Things change. There was a time where you got more property than sales tax and you have to adapt or you become more reactive down the road. I think the plan may still be done as prescribed by state law but it should become a working, living document as opposed to one set in stone that becomes less valuable and relevant as time goes on.
Is there anything that this council has done over the last four years that has been beneficial to the city that you would like to see continue and sustained?
Yes. We have one of the finest police and fire departments in the country. I think the council has maintained those services in a very positive way. Their support of the school district – obviously a passion for me – has also been very positive and continues in the tradition of supporting three of the key cogs in the wheel that’s always made Beverly Hills unique. If I’m lucky enough to be on the council, I will commit to continue to support those endeavors.
What qualities do you need to be a city councilor?
Probably the most important is the interest in trying to better the community. That includes those who live here, work here and maintain businesses here. The other is you want to have somebody who has ideas that have shown demonstrated ability to accomplish the goals that get set out in a way that requires building consensus.
If you had a bumper sticker or a slogan for your campaign, what would it say?
Leadership through experience.
For more information on Dr. William Brien’s campaign, visit www.electwilliebrien.com
The Beverly Hills Community News Project will be interviewing all 11 candidates running for the three open seats over the coming weeks. Please check back for more in-depth profile interviews
Barry Brucker Interview
Linda Briskman Interview
Virginia Maas Interview
Nili Nathan Interview
Michael Hakim Interview
Fran Cohen Interview
Richard Stone Interview
John Mirisch Interview
“When you’re a physician and you take care of patients you learn very clearly and quickly how to listen to people, how to interact with people and ultimately how to make decisions in helping people, and that lesson carries into public life,” he says during his lunch hour over a cup of coffee.
Oh, and aside from being a lifelong resident of Beverly Hill and having “a keen interest in seeing the city continue to prosper and move forward in a positive way,” Brien also has the public life skills on his resume. He’s held elected office on the Beverly Hills School Board, and appointed office as a Recreation and Parks Commissioner. In fact, his resume is so full, there’s only space to highlight his achievements here. Nonetheless, Brien takes it all in his stride and doesn’t flinch when asked:
How would you find the time to do all you do and serve on the city council effectively?
The easy thing to say is, ‘If you need something done give it to a busy person because it gets done,’ but my experience and record show that I can do all this. When I was on the school board I never missed a meeting. I believe people who are most successful are so because they can figure out what they can do, do it well and make time for it. When you see a patient or operate, you go in with a whole understanding of their issues and problems. You come up with a plan, but any good surgeon goes in with multiple plans, not just one plan because you never know what the unforeseen will be. From that standpoint you learn how to prepare and be ready to take on challenges. And I wouldn’t take this on if I couldn’t fully commit to it.
In keeping with the medical metaphor, what would you say are the three biggest issues ailing the city and how would you fix them?
The biggest problems relate to communication, processes of government activities and how they affect the residents, and financial issues. I think they all interrelate. Financially, no one knows where the economy is going to go in the next six to 18 months. When people look candidly at revenues for the city in the next several months, the question is going to be what has been going on over the last six to nine months, and how can we be pro-active - which I ‘m not sure has been dealt with as well as it should have been. More importantly though, going forward the question will be how do we create a strategic plan to deal with the downturn that may last months or years, so we’re not reacting to monthly downturns. We need to look at the impact of property values and the effect on residential life. I would plan to move forward on these things immediately on being elected. And I’ve done it before. I did it on the School Board. We had to cut millions of dollars from the school district’s budget and it was my budget plan that was in large part adopted and it did not impact the children or teachers. Any budget we move forward in the city cannot and should not affect our city services. And I believe it can be done.
You mention the word pro-active and that you feel maybe this council didn’t look at things pro-actively in the last six to nine months. Can you be more specific about this?
I think it goes back further than that. Maybe a year or so. I don’t want to dwell on the past, but when you look back it comes down to communication. When you look at the information that has come out of the administrative offices versus what’s been espoused by council members, there seems – and I use the word ‘seems’ - to be a disconnect. They don’t seem to be saying the same thing.
Can you provide an example?
Generally, where the administration was talking about freezes and council members were saying they weren’t doing that. Also, when some were talking about the financial downturn and the potential impact on the city and others were commenting that that wasn’t the case and the city was economically strong. Well there’s a difference between being economically solvent and being pro-active in managing what everyone can see over the last year as the potential for a downturn in the economy which maybe more abruptly than people thought, but everyone knew we were heading in that direction.
What about communication and process, which you mentioned earlier?
Communication needs to be factual and consistent and at the end we need to do a better job of communicating how finances work in the city to our residents and businesses. We need to do a better job in large part in listening to and hearing what the residents are saying with regards to the impact of proposed decisions coming to the council have on them. I both listen and hear and I think I do both well. It’s part of being successful as a doctor. I would also have standing office hours and meet with people. We need to set up more forums – even one-on-one forums to meet and listen to people. We also need to meet people in different areas. Traffic impacts are different to people in the south than those in Trousdale.
I don’t think there’s ever been a council election where candidates haven’t used the terms “disconnect,” not listening to the residents”, and “communication.” It’s almost become cliché. Can you be more specific about why you feel the current council hasn’t listened or communicated with the residents effectively and how do you think you could specifically fix that?
Again, I don’t like to dwell on the past but in my style of government I study the issues as well as anyone in the room including the staff. I also walk into meetings when there are public hearings, I get people’s input, and I go out into the community to hear what people have to say. I do that in an open way. I don’t come with preconceived or predetermined decisions. I truly believe good ideas can only become great ideas by listening and incorporating ideas and building consensus. ‘Consensus’ is another word that everyone likes to use, but the reality is if you go in with predetermined decisions you can’t adapt to good ideas that come up. I don’t play the fence and go back and forth and I clearly articulate my decision.
Speaking of making decisions, how did you vote on Measure H?
I believe had I been on the council, things would have looked differently. I believe there would have been a different process on how decisions were made. I think there would have been better direction between the council and the planning commission and the architectural commissions and I don’t think you would have had the schism that you had in the decision making process that occurred. I think we would have come up with a plan that would have been less divisive for the community.
Are you saying you were in support of the planning commission’s initial decision, before it went to the council?
I think the planning commission did its due diligence. I don’t know what went on, I wasn’t there, but the reality is there was clearly a disconnect and I think with better direction you would have seen the planning commission coming up with a different vote and changing the plans and the council being more supportive of the plan that came out. I think the processes for these things take too long. We need to streamline them – for business and residents.
Like the Montage?
Yes, the Montage is a great example because it went through the entire process. That whole project should have been done sooner, and we would have had more revenue coming in instead of opening up a hotel in what some would argue is the worst time to open a luxury hotel in the city. (Editor’s note: The Montage opened in December 2008.) And on the residential side, if someone wants to upgrade or remodel their home, within the city’s parameters – there ought to be an expedited process instead of a process that creates delays, angst and cost.
Speaking of development, what are your views on the current General Plan and how this could help your vision of streamlining?
The General Plan is taking an inordinately long time. The processes weren’t done as well as they could or should have been done or we wouldn’t be taking it back for another review. This comes back to the strategic vision and direction of the city. No one in business sets a plan up for 10 years and then doesn’t reevaluate that plan every year or two. The General Plan would be a much easier process to go through if you set up the structure so you’re constantly assessing and evaluating the needs in the city and whether the General Plan is meeting those needs. Things change. There was a time where you got more property than sales tax and you have to adapt or you become more reactive down the road. I think the plan may still be done as prescribed by state law but it should become a working, living document as opposed to one set in stone that becomes less valuable and relevant as time goes on.
Is there anything that this council has done over the last four years that has been beneficial to the city that you would like to see continue and sustained?
Yes. We have one of the finest police and fire departments in the country. I think the council has maintained those services in a very positive way. Their support of the school district – obviously a passion for me – has also been very positive and continues in the tradition of supporting three of the key cogs in the wheel that’s always made Beverly Hills unique. If I’m lucky enough to be on the council, I will commit to continue to support those endeavors.
What qualities do you need to be a city councilor?
Probably the most important is the interest in trying to better the community. That includes those who live here, work here and maintain businesses here. The other is you want to have somebody who has ideas that have shown demonstrated ability to accomplish the goals that get set out in a way that requires building consensus.
If you had a bumper sticker or a slogan for your campaign, what would it say?
Leadership through experience.
For more information on Dr. William Brien’s campaign, visit www.electwilliebrien.com
The Beverly Hills Community News Project will be interviewing all 11 candidates running for the three open seats over the coming weeks. Please check back for more in-depth profile interviews
Barry Brucker Interview
Linda Briskman Interview
Virginia Maas Interview
Nili Nathan Interview
Michael Hakim Interview
Fran Cohen Interview
Richard Stone Interview
John Mirisch Interview
Doctor on the council? Dr. William Brien is hoping for more pro-active government if he gains a seat on the city council
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