Veteran City Councilor Russell Betts One of 3 People Vying to Become Mayor in Desert Hot Springs

DESERT HOT SPRINGS — Russell Betts has served on the Desert Hot Springs City Council since December of 2007. He now wants to be mayor. So does incumbent Mayor Scott Matas and Stephen Giboney.

All registered voters in the city are eligible to vote in the mayoral race.

Uken Report (UR) sent all candidates identical questionnaires. Participation was voluntary.

Following are the Betts’ unedited responses.

UR: Age and occupation

Russell Betts: 65 – Manufacturing – Install and manage manufacturing facilities.

UR: Who or what motivated you to run for the City Council/Mayor?

Russell Betts: I originally ran for a seat on our council because I saw parts of the city being neglected. Graffiti remained untouched, and many areas looked unkempt and messy. It seemed no one was taking action to fix these issues, so I wanted to step in and make a difference.

My decision to run for mayor is driven by the same desire to tackle the city’s problems but with greater ability to do so. Important matters are not making it to the council agenda. As mayor, I will ensure items that need our attention are placed on the agenda so they can be resolved.

A glaring example is city finances. Our reserves dropped from $13.5 million to under $6 million in two years. Yet, our council spent zero time in budget discussions. Where other cities regularly hold multiple budget sessions, our Council approved our budget with just one meeting. As mayor, I’ll fix that.

UR: How long have you lived in DHS full time?

Russell Betts: Since 2001

UR: What is your No. 1 priority for the city?

Russell Betts: Get our finances back in order. A city with a good financial position can do way more to help residents, solve problems and make improvements that lead to progress. Continue our progress on public safety with the goal that our city is noted as one of California’s safest cities. Increase the living standard of our residents and increase median income, attract more retail shopping options. Increase the number of parks and amenities in the city.

UR: What makes you a better candidate than your opponents?

Russell Betts: As Mayor, I will ensure all financial decisions are transparent, with multiple options considered for large expenditures, and strict council oversight to protect taxpayer money. Two examples show the current administration’s failure in these duties. First, the mayor signed off on $629,230 in unauthorized checks for renovations to The Hub homeless shelter without council approval. The council only approved $575,000 to purchase the building, but the additional funds were never brought before the council for a public vote. This violated California law, which requires council approval for spending of this magnitude. The mayor should have refused to sign those checks and insisted the expenses go through proper channels.

Second, the mayor allowed a $720,000 park restroom proposal to go to the council without exploring cheaper alternatives. As part of his duties, the mayor should have instructed city staff to bring more cost-effective options to the Council. Instead, the council put just this one overpriced option on the agenda. I voted against it because it was not in the best interest of taxpayers. With 17 years of experience on the city council and serving on other commissions, I understand the process. As Mayor, I will demand multiple purchasing options and provide the proper oversight needed to ensure Desert Hot Springs spends wisely and within the law.

UR: Do you see yourself a team player or an individual who will fight for your opinion? Why?

Russell Betts: Throughout my career, I’ve focused on building strong teams rather than just being a team player, particularly on large-scale projects. The success of these projects relied heavily on the strength and effectiveness of the teams we created.

Much of my career was spent installing and managing factories, where the team’s focus was always on achieving company goals. Each person was an expert in their area, and I provided them the freedom to operate independently. While I set the direction, open communication was critical—if anyone believed we were headed in the wrong direction, they were expected to voice it. Allowing mistakes without speaking up meant losing your place on the team. Although I had the final say, I was an integral part of the team, and the objective was always to get things done correctly.

UR: How do you deal with conflict? Give us an example.

Russell Betts: There are two types of conflict: positive conflict, which helps keep an effort focused, and negative
conflict, which hinders progress.

Positive conflict occurs when competing forces engage naturally, following the thesis, antithesis, and synthesis model. This type of conflict is manageable as long as everyone understands their role and competent individuals fill each competing position equally. This needs to be monitored.

Negative conflict, however, is more challenging because it often involves emotions or personal chemistry issues within the group. Personality conflicts can arise, leading to negative outcomes that impede progress, create tension in the workplace, and prevent the team from focusing on a shared goal.

To address negative conflict, two things must happen: first, identify the source of the conflict and understand why it’s happening; second, work to diffuse it with an amicable resolution.

In my leadership roles throughout my career, I’ve always understood that people sometimes don’t get along. Colleagues who have worked with me have witnessed my ability to diffuse negative atmospheres and bring teams back together.

UR: Does DHS need to change way it’s been doing business? Change its image? If so, in what way?

Russell Betts: Absolutely. The city needs far more transparency, especially when it comes to managing its finances. We should be using the budget as a clear guide to achieve specific goals, and every decision should be measured against whether it moves us toward those goals or not. Right now, too much happens on the spur of the moment without enough consideration or exploration of alternatives—and the public must be part of that decision-making process. There’s not nearly enough study of options. Our city also needs to prioritize job creation as much as it focuses on bringing in revenue. Currently, when the administration faces a choice between creating jobs or generating money for City Hall, it leans too much toward padding its own coffers rather than helping the community grow with good employment opportunities.

UR: In what areas does the city need to grow, if it does, and how will you make that happen?

Russell Betts:

  • Develop Freeway-Serving Retail: Capture retail sales tax dollars from travelers along I-10. This needs careful planning with a clear goal and work plan, brought to the council for proper consideration.
  • Mixed-Use Commercial and Housing: Develop our main commercial corridors with new housing and retail, encouraging growth by increasing the residential population in key areas.
  • Tourism Development: While our boutique spa hotels provide steady revenue, we need more unique cultural, recreational, and entertainment options to keep tourists in the city, spending money here rather than in neighboring areas.
  • Expand Solar and Hydrogen Opportunities: Expand solar and hydrogen opportunities. From my time on regional transportation boards, it’s clear hydrogen is the future fuel of long-haul trucking. A hydrogen fueling station in our city will generate heaps of revenue, will align with California’s renewable energy goals and is ripe for grant funding.
  • Streamline Permit Processes: Our permit process is unnecessarily difficult, with complaints of moving goal posts in the permit approval process. We need to maintain standards but work with businesses to get them open, creating jobs and economic growth.
  • Invest in Infrastructure: Our main corridors are already congested and will only get worse without action. Traffic circulation and infrastructure improvements must be prioritized by the council.
  • Promote Arts and Culture: Support public art, galleries, and festivals. Identify and nurture a unique attraction to grow into a regional draw for tourism and community engagement.
  • Job Training and Technical Campuses: Establish campuses to help young adults gain skills and secure good employment, building a stronger local workforce

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  • Russell Betts: Russell Betts