PRESS
Pat Connolly
Los Angeles Superior Court Office No. 116
Los Angeles Superior Court Judge Pat Connolly is, in some ways, not a model judge. On occasion, he’s misbehaved, incurring three admonishments by the Commission on Judicial Performance (“CJP”), two of them public scoldings—though some of the findings are, in our view, infirm.
Connolly, in an interview with this newspaper when he ran for his judgeship in 2008, termed himself “pugnacious.” He recently demonstrated that he is, indeed, combative, interceding in a proceeding before a colleague, seeking his recusal.
But, upon examination, nothing he’s done has been so egregious as to warrant his being fired by voters.
There are judges who ought to be ousted. The lazy ones. Those lacking honesty. The dolts. Connolly fits none of those categories.
And there are strong reasons for keeping him in office. He’s principled and is highly knowledgeable in the area of criminal law.
As one judicial officer puts it: “He is not a bad judge and he has been doing it for 18 years, without any significant reversals on appeal. That is enough for me to earn my support. He may have temperament issues, including being heavy handed at times. Hopefully he will see this as a challenge to improve himself in these areas.”
Another jurist remarks:
“Judge Pat Connolly is challenged by [Deputy District Attorney] Paul Thompson who believes Connolly’s record of CJP discipline warrants removal from the bench. Apparently Thompson’s dim view of Connolly is not widely shared at the DA’s Office, nor is it appreciated by others who regard Connolly as hard-working, always prepared, and unafraid of making difficult decisions.”
A deputy district attorney advises:
“I just read in the MetNews that Paul Thompson is challenging sitting Superior Court Pat Connolly. I read the comments Mr. Thompson made, calling Judge Connolly a ‘bully.’ I want you to know, nothing could be further from the truth.”
The prosecutor makes note of a Jan. 26 sentencing hearing presided over by Connolly, saying:
“Mr. Thompson was the DA in the case and has first hand knowledge of how professional Judge Connolly conducted the hearing. Judge Connolly could not have been more respectful or complimentary of all parties involved, including the Defendant.”
Just why is it that Connolly was rebuked by the CJP?
•His private admonishment came in 2010. He had been quoted in a Feb. 9, 2010 profile in the Daily Journal as using an expletive in referring to those in the Los Angeles County Bar Association who in 2008 had rated him “not qualified” for election to the Superior Court and employed swearwords in other contexts. The CJP said in its 2010 Annual Report:
“A judge repeatedly used profanity while being interviewed by a reporter and the profanity appeared in the newspaper article. The judge used profanity with counsel in chambers.”
Connolly, whose term began Jan. 5, 2009, had been a judge for only about a year when the interview took place. There’s no indication of continuing use of coarse language by the judge.
•He received a public admonishment on March 23, 2016. The judge had presided over a jury trial in July 2010; the defense lawyer, Freddie Fletcher, during a sidebar conference, accused the prosecutor of having signaled a police officer during testimony how to answer a question by shaking her head; Connolly, who saw no such coaching, was concerned by the allegation. As he saw it, either the prosecutor committed misconduct, possibly amounting to a contempt, or Fletcher falsely accused her, which also could be construed as a contempt.
After the trial ended, he ordered a transcript and consulted with another judge in whose courtroom Fletcher had assailed the prosecutor’s alleged conduct. After several continuances, Connolly conducted a hearing at which he heard testimony from persons who were present when the prosecutor purportedly shook her head. Fletcher was excluded from the courtroom during the testimony.
Connolly concluded that prosecutorial misconduct had not occurred but he did not bring a contempt proceeding against Fletcher.
We can see no justification for barring Fletcher from the courtroom. But in the end, no consequences befell the lawyer.
The CJP found that Connolly “engaged in a course of conduct that reflected embroilment with a criminal defense attorney and abused his authority by setting multiple post-trial hearings, including an ex parte evidentiary hearing, relating to statements the attorney made during trial without citing the attorney for contempt or issuing an order to show cause…re contempt.”
It’s ironic. Appellate cases counsel that the contempt power should be utilized sparingly, only in extreme situations. Connolly got in trouble based on exercising restraint, not launching contempt proceedings but, rather, probing whether such an action would be warranted. He was perhaps procedurally clumsy, in his first year in office, but his purpose was simply to seek the truth.
The CJP declared that Connolly “violated his duty to…act at all times in a manner that promotes public confidence in the integrity…of the judiciary.” He could not have jeopardized confidence in the integrity of the judiciary unless he had personally displayed a want of integrity. He didn’t.
What he wanted to find out was whether proceedings in his courtroom had been marred by a lack of integrity either on the part of the prosecutor, by signaling a witness how to answer, or by the defense lawyer in possibly fabricating misconduct. Perhaps the commission was correct in finding that Connolly erred in “conducting an independent investigation into the attorneys’ conduct, which was beyond the scope of his authority.” But its assault on his integrity was unfounded; he was unconscionably maligned.
Should the admonishment have been a public one? The CJP explained: “[T]he commission considered as an aggravating factor Judge Connolly’s prior discipline.” But that prior discipline was based on the discrete matter of his having uttered cuss words. The new matter did not reflect any continuing pattern of misconduct. There was no need for anything other than the providing of guidance to the then-neophyte jurist.
•Then there’s the matter of Connolly’s April 2, 2021 public admonishment. The CJP said in its decision and order that the judge “displayed improper demeanor toward two criminal defense attorneys during an arraignment and, in a different criminal case, made an inappropriate remark about the jury’s verdict to a defendant who had been acquitted.”
The two criminal defense lawyers each appeared, with Connolly’s permission, by telephone. This took place on March 20, 2020, the day after Gov. Gavin Newsom issued his stay-at-home order in light of the COVID-19 pandemic. It would not be until June 22 that the court launched its LACourtConnect system broadening use of video remote appearances.
One of the lawyers asked that his client be released on his own recognizance based on health concerns. Those concerns were set forth in a letter. But the lawyer had not provided a copy of the letter to the court.
Connolly responded: “How am I going to see that letter if you are not in my courtroom? I’m not going to, am I?”
The lawyer protested that the representation was coming from an “officer of the court.” Any judge who accepted at face value an unsubstantiated factual assertion simply because it was uttered by an attorney would be a fool.
Connolly proceeded to set bail for both defendants. The other attorney then also requested an “O.R.” release for her client. The judge told her to bring the relevant paperwork to court at the time of the preliminary hearing; she continued to argue, without leave to do so; he interrupted her, saying:
“Okay. I’m going to stop you there. Because we’re done.
“All right. I am not releasing either of these people, with these charges. There are multiple charges. If you wished to present this evidence, you should have been here or had someone represent you.”
The commission declared:
“There is no apparent justification for the judge’s display of impatience and irritation, which he admitted and which is clearly reflected in the transcript of the proceeding.”
In an earlier matter, on Aug. 20, 2018, after a jury found one of the defendants not guilty, and after jurors left, Connolly remarked to the man:
“[L]et me tell you, you’ve been given a gift from God because there’s no question in my mind that you’re guilty of this crime.”
He continued:
“[Y]ou’ve been given a gift. What you do with it is your choice. Fair enough?”
The CJP opined that Connolly committed misconduct by “disparaging the jury’s determination,” finding that “Judge Connolly’s remark was likely to undermine public confidence in the independence of the jury and its important role in the justice system.”
Given the lack of news coverage of an arraignment unworthy of notice, there was hardly any prospect that the public would ever have gained knowledge of the remark had the commission not publicized it.
Connolly was not assailing the defendant; he was attempting to provide counseling.
The CJP indicated that it “considered Judge Connolly’s prior discipline to be a significant aggravating factor.”
It noted that Connolly had not demonstrated “contrition” in connection with his conduct at the arraignment and did not acknowledge that his remark to the acquitted defendant was improper, saying that it “considered Judge Connolly’s failure to fully appreciate his misconduct as an additional aggravating factor.”
The judge had conceded that that he “should not have demonstrated irritation or impatience with defense counsel” and that he “spoke too sharply”—but that was apparently not a sufficient expression of remorse to satisfy the CJP. With respect to his remarks to the acquitted defendant, it would seem that the CJP expected Connolly to lie that he agreed with the negative assessment of his mini-lecture when he actually believed it to have been justified.
A public admonishment, in our view, was unwarranted; the most that was called for was an advisory letter in connection with Connolly’s impatience at the arraignment.
The judge did draw negative attention to himself in 2023 when he attempted, unsuccessfully, to intervene in a Los Angeles Superior Court resentencing proceeding, seeking the disqualification of the judge handling the petition, Daniel Lowenthal, asserting bias on his part. Connolly, as determined by an Orange Superior Court judge, had no standing.
While his stunt was ill-considered, it is not beyond comprehension why he desired to provide input given that the petitioner, who had been convicted in 2007 of first-degree murder, was alleging prosecutorial misconduct in the form of withholding exculpatory evidence and Connolly had been the prosecutor. There was an assault on his integrity.
In the end, Lowenthal denied the petition and went out of his way to exonerate Connolly.
Connolly remains rough around the edges. He’s a bit of a maverick. But he’s honorable. He’s competent. There are no indications that either the prosecution or the defense cannot expect a fair trial in his courtroom.
Given our conclusion that voters have insufficient cause to turn Connolly out of office, we do not consider the competing qualifications of his challenger.
We did not endorse Connolly in 2008. We do now.
Op-Ed submitted by Steve Mermell, Candidate for CalPERS Board Position A
I am running for a seat on the CalPERS Board because I believe our pension fund needs experienced, steady leadership — not risky investment schemes that gamble with the retirement security of public employees and the fiscal health of cities.
For nearly 33 years, I served the City of Pasadena, including senior leadership roles of budget administrator, assistant city manager and ultimately city manager. During that time, I saw firsthand how CalPERS decisions ripple through municipal budgets and impact the services our communities rely on.
When CalPERS contributions spike, cities are forced to cut elsewhere — parks, libraries, public safety. During COVID-19, when cities faced unprecedented challenges, contribution rates climbed just as revenues collapsed. This was a painful reminder that CalPERS investment choices affect not only retirees, but every member agency trying to balance a budget.
Unfortunately, CalPERS has moved in the wrong direction: embracing high-fee, high-risk private equity investments that lack transparency and underperform compared to other pension systems. Even in years when the stock market has soared, CalPERS’ returns have lagged, leaving the fund just 75% funded — below the national average. Some even floated ideas like crypto investments. That is not responsible stewardship.
I have spent my career facing crises without resorting to gambles. In 2008, during the subprime meltdown, I refinanced $270 million in city bonds, saving Pasadena millions in interest costs and stabilizing finances during chaos. As city manager, I led efforts that avoided layoffs, kept our libraries and public services operating, and even helped prevent the state from taking over our school district — all while eliminating a structural deficit in the city’s budget.
Closer to CalPERS issues, I helped turn around Pasadena’s Fire and Police Retirement System, which was just 66% funded after decades of underfunding and risky bets. By adopting a disciplined plan, reducing the assumed rate of return, and carefully restructuring the portfolio, we restored the system’s health. Today, that system is 85.5% funded. This is the kind of measured, hands-on approach I will bring to CalPERS.
My philosophy is simple:
Protect retirement security. CalPERS members deserve peace of mind that their pensions are safe, stable, and responsibly managed.
Reduce unnecessary risk. We should focus on long-term, sustainable investments — not opaque strategies that enrich brokers and placement agents while leaving cities with the bill.
Ensure transparency. Cities, members, and the public deserve to know how money is being invested, what fees are being paid, and whether those choices are meeting expectations.
Avoid supplemental contributions.Municipal budgets are already strained. CalPERS must avoid strategies that increase volatility and force contribution hikes when cities can least afford them.
Public service has always been about stewardship — safeguarding community resources and making choices that stand the test of time. The CalPERS Board needs members who have been tested, who understand both finance and governance, and who will resist the temptation to chase short-term gains through risky schemes.
I am asking for your support because I believe my experience, record, and values align with what CalPERS members and member agencies need most: a steady hand, a clear eye on the future, and an unwavering commitment to protecting pensions for those who have dedicated themselves to public service.
U.S. public pension funds don’t have nearly enough money to pay for all their obligations to future retirees. A growing number are adopting a risky solution: investing borrowed money.
As both stock and bond markets struggle, it’s a precarious gamble.
More than 100 state, city, county and other governments borrowed for their pension funds last year, twice the highest number that did so in any prior year, according to a Municipal Market Analytics analysis of Bloomberg data. Nearly $13 billion of these pension obligation bonds were sold last year, which is more than in the prior five years combined.
The Teacher Retirement System of Texas, the U.S.’s fifth-largest public pension fund, began leveraging its investment portfolio in 2019. Next month, the largest U.S. public-worker fund, the roughly $440 billion California Public Employees’ Retirement System, known as CalPERS, will add leverage for the first time in its 90-year history.
While most pension funds still avoid investing borrowed money, the use of leverage is spreading faster than ever. Just four years ago, none of the five largest pension funds used leverage.
Investing with borrowed money can juice returns when markets are rising, but make losses more severe in a down market. This year’s steep slump in financial markets will test the funds’ strategy.
It’s too soon to tell how the magnified bets are playing out in the current market, as funds won’t report second-quarter returns until later in the summer. In the first quarter, public pension funds as a whole returned a median minus 4%, according to data from the Wilshire Trust Universe Comparison Service released last month. A portfolio of 60% stocks and 40% bonds—not what funds use—returned minus 5.55% in the quarter, Wilshire said.
While leverage could pay off if markets rebound, the losses it risks could affect not just the pension funds but also the state and local governments that stand behind them—and ordinary citizens. When public pension funds’ investment returns fall short, governments are primarily responsible for taking up the slack, pressuring them to find the money by cutting other spending or by raising revenue from steps such as increasing taxes.
Public pension funds are “operating more like hedge funds in some cases,” said Joseph Brusuelas, chief economist at accounting firm RSM. “They’re treading on very risky footing doing things like this.”
Pension funds historically invested very conservatively, favoring relatively low-yielding fixed-income investments. CalPERS had all its money in bonds until 1967.
Funds suffered significant losses in the 2000-02 dot-com bust and the 2008 financial crisis. Those setbacks, coupled with years of insufficiently funded benefit promises, left the funds as a whole well over a trillion dollars short of the asset level they ought to have. The level is dictated by a formula that includes their obligations and their targeted investment returns.
In some cases, workers’ unions have secured sizable payouts for retirees that can keep pension funds paying out full or significant benefits to their members for many years.
Public-sector retirement plans tend to carry higher and more unpredictable costs because they offer defined benefits. While private employers have generally shifted to defined-contribution plans with payouts based on market returns, state and local governments still largely offer their employees pension checks calculated based on salaries and years of service.
Even the longest equity bull market in history—a roughly 11-year run through early 2020 in which the S&P 500’s 18% annual return more than tripled its historic average—didn’t close the gap between pension funds’ obligations and assets. In 2021, public pension plans had an average of just $0.75 for every dollar they expected to owe retirees in future benefits, according to data from the nonprofit Center for Retirement Research at Boston College.
Before tackling important city issues like homelessness, public safety, and infrastructure, Huntington Beach City Council members had some fun Thursday morning.
A strategic planning workshop at Huntington Beach Central Library started with an icebreaker exercise designed to find common ground. The city leaders talked to their colleagues to discover non-work-related things they had in common with each other.
Mayor Tony Strickland found out that Councilwoman Natalie Moser is really good friends with his college girlfriend. Colleagues laughed.
"Why aren't you still with that girl?" someone asked.
"She's married," Moser quickly replied with a smile.
So is Strickland. But love—or at least consensus—has not always been common in the first six-plus months of the current City Council, which has seen a lot of 4-3 votes on key issues. Strickland, Mayor Pro Tem Gracey Van Der Mark, Casey McKeon, and Pat Burns, all elected in November, have the conservative majority.
But Thursday's workshop was about working together to find key goals and priorities for the next four years. It was facilitated by accounting and consulting firm Baker Tilly
Steve Mermell, the former city manager of Pasadena, led the council and City Manager Al Zelinka through much of the four-hour discussion. It featured brainstorming based on six general topics: fiscal stability, public engagement, housing and homelessness, infrastructure investment, fostering a high-performing organization, and public safety.
The discussion on housing and homelessness was particularly detailed. A large majority - 79% - of Surf City residents surveyed for a quality of life study, the results of which were shared at Tuesday night's City Council meeting, said that homelessness was an "extremely" or "very" serious problem.
According to last year's count. Point in Time summary-, there were 330 homeless people in Huntington Beach, including 188 unsheltered and 142 sheltered individuals.
"If we do not address the real issue, which is the mental health and the drug addiction, nothing will be changed," Van Der Mark said. "We have the state constantly on top of us, telling us, 'Build more houses and everything will be solved,' and that's not the case. I think we need to focus more on the real issue, the fundamental health services they need. The county needs to step up some more."
But housing advocates have consistently argued that the lack of affordable housing is a driving factor in homelessness. The median home price in Huntington Beach is more than $1.1 million, higher than the county average.
"We're not going to be able to raise wages to the $280,000 to $290,000 a year it takes to buy a median home in Huntington Beach," Councilman Dan Kalmick said. "[Prospective buyers won't] qualify for a loan without what I call early inheritance, which is receiving a down payment from your parents. That doesn't create a sustainable community."
At the end of the workshop, each member of the City Council was asked to identify nine specific priority items they wanted accomplished during the first two years of the strategic plan. In the category of financial stability, they included considering options for new revenues and an economic development strategy.
Five of the seven also identified implementing a 311 system to manage and track calls for municipal services as a key public engagement goal. In housing, four said they wanted to take action to maintain local control of land-use planning. Huntington Beach has a pending lawsuit against the state of California over housing issues.
In infrastructure investment, four said they wanted to provide world-class beach facilities, including the renovation and expansion of 15 beach restrooms, new lighting for Pier Plaza, security, and programming. Four also said they wanted to prioritize exploring additional sports and concert venues.
"I was thinking like a volleyball and basketball facility, or a world-class pickleball facility," Strickland said. "They can do tournaments and bring people from all over California and Nevada to our community. Right now, we have an economic study on our softball and baseball Sports Complex, and the economic study was dramatic in how positive it was for our city."
In terms of creating a high-performing organization, all seven said they wanted to establish a one-stop shop to consolidate development and frequently used services in one location. And, in the realm of public safety, five said they'd prioritize a Huntington Beach Fire Department community risk reduction program, including an engagement coordinator, opioid prevention, and targeted risk reduction campaigns.
Baker Tilly will next provide a written workshop report before city staff drafts a strategic plan for City Council approval, to be reviewed in September. A final strategic plan and implementation plan would be introduced for council adoption in October.
Former City Manager Steve Mermell bid farewell to Pasadena this week, but not before city leaders shared a kind word about the dedicated 33-year city employee who first announced his retirement back in September.
Mermell’s final week as head administrator in Pasadena concluded with a ceremony at City Hall in the company of some of his closest friends. Nearly all in attendance witnessed him climb the ranks of city government since he first began as an analyst for the Water and Power Department when he was 23 years old.
“Not every city manager gets to choose their own timing when leaving, so it’s just awesome to have the support of the employees,” Mermell said in an interview Friday, his first official day of retirement. “That really means the world to me.”
With his five-year tenure as City Manager, he led the city through a successful effort to recover money following an embezzlement scandal, navigated the coronavirus pandemic and subsequent vaccine mandates, and dealt with the ongoing fallout of a police shooting that has drawn the ire of many in the community.
Mermell said he is proud of his time in Pasadena, but he’s certainly looking forward to hitting the water with his son and an inflatable kayak.
“Running the city, making sure the streets are clean, and there’s not junk everywhere and there’s not graffiti everywhere and the lights work and the water runs — that alone is a big deal and the city employees deserve massive credit for doing all that,” Mermell said.
“I’ve been lucky, I’ve been in the right spot at the right time,” Mermell said, deflecting credit for the accomplishments. “It’s always been a team effort. I was just lucky enough to have been the quarterback.”
Mermell started with Pasadena in 1989 before working to become interim city manager in February 2016. He later permanently received the job that year after a unanimous vote by the council.
Lisa Derderian, Pasadena’s Public Information Officer, said she’s always appreciated Mermell’s humility and the fact he always took the time to help his employees succeed.
“Steve always helped people by giving them opportunities to advance in their careers and then mentor and provide leadership along the way. I’m proud to say I’m one of those employees,” Derderian said. “His calm demeanor, quick wit, and knowledge can never be replaced. He truly cares about his employees at all levels and has always put the city before his own priorities.”
During an impromptu farewell just prior to the adjournment of Monday’s City Council meeting, Councilwoman Felicia Williams said, “Many people don’t know, but Steve is probably one of the top five city managers in California.”
Describing the responsibilities of his former position as “intense,” Mermell said, “I’m confident that I’ll end up doing something else,” however, it probably won’t be leading an entire city.
For now, though, Mermell is focused on the short-term, which includes a road trip before he hits the greens for a few rounds of golf next week.
The recent retiree is teaching at California Lutheran University and is planning an overseas trip, too.
“The fact that my wife and I are going overseas, I think, is a way that I can disassociate myself without having too much of a sense of loss,” he said, “because, you’ve got to understand, I’ve been there my entire adult life.”
He added: “I started here at 23 years old in the city, so it’s not just — the city manager is a great job — it’s the city of Pasadena is a great job. And I know I’ll miss all those people and having lunch a couple of times a week with the city clerk, so it is going to feel like a sense of loss — absolutely.”
Cynthia Kurtz, who previously served as Pasadena’s City Manager from 1998 to 2008, now takes the reins while a permanent replacement is sought.
Gordo and council members are expected to complete a national search for a permanent city manager in the upcoming weeks, according to city leaders. The effort will be assisted by Kurtz and city staff.
Former Pasadena City Manager Steve Mermell has formally announced his candidacy for Position A on the California Public Employees’ Retirement System (CalPERS) Board of Administration.
With over three decades of public service and a deep understanding of pension and investment policy, Mermell enters the race with strong support from public sector employees and an expanding list of key endorsements—including the newly announced backing of the Pasadena Police Officers Association.
“I’ve spent my entire professional life in public service, and I understand what’s at stake when it comes to retirement security,” said Mermell. “These uncertain times we’re facing right now demand leadership that has been tested. I’m running because I have the specific experience that we need, right now.”
Mr. Mermell has also raised concerns over another candidate’s proposal to invest pension funds heavily in cryptocurrency.
“CalPERS members earned a stable retirement—they shouldn’t have to gamble it on crypto,” said Mermell. “Retirement security should be built on smart, responsible investing – not speculation.” Continued Mermell: “Retirees shouldn’t wake up wondering if a tweet from Elon Musk just wiped out their pension.”
“The decisions made by the CalPERS Board have a direct impact on the livelihoods of more than two million members. I’m committed to making sure those decisions are made with integrity, transparency, and a deep respect for the people who keep California working.”
Mermell served the City of Pasadena for over 30 years, culminating in his appointment as city manager. During his tenure, he was widely recognized for his fiscal management, commitment to labor partnerships, and forward-thinking approach to infrastructure and investment. His expertise and leadership was profiled in The Wall Street Journal, where in 2022, Steve highlighted concerns about transparency and risk in pension investments.
His campaign has drawn support from both active employees and retirees. In addition to the Pasadena Police Officers Association, Mermell has been endorsed by a growing number of respected leaders in the public sector.
“Our pension system isn’t just about dollars and cents—it’s about dignity,” said Mermell. “CalPERS members deserve experienced leadership that will always put them first – and real experience that knows how to stay strong and solid in the face of challenges.”
Mermell’s platform focuses on safeguarding defined benefit pensions, increasing transparency in investment decisions, and ensuring that the Board remains accountable to its members—not outside interests. He brings first-hand experience managing city budgets, working with employee groups, and overseeing retirement and healthcare obligations at the local level.
An election will be held this fall for the two Member-at-Large seats on the CalPERS Board of Administration. The Board, made up of 13 members, is responsible for setting policy and overseeing key decisions that impact both members and participating employers. These responsibilities include setting annual health care premiums and directing how the pension fund is invested. As outlined in the California Constitution, the Board has full and independent authority over the management of the CalPERS pension system. All active and retired CalPERS members – excluding survivors and beneficiaries – are eligible to vote in this election.
Ballots will be mailed to eligible members and voting will be by mail, online and via telephone starting on August 29th and ending on September 29th.