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November 8, 2016 — California General Election
Special District

Vallecitos Water DistrictCandidate for Director, Division 5

Photo of Francis "Wayne" Ludwig

Francis "Wayne" Ludwig

Region Safety Director
2,545 votes (37.61%)
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My Top 3 Priorities

  • Provide effective leadership to reestablish accountability and trust for Vallecitos Rate Payers and Employees.
  • Ensure no special favors, accommodations or bias is permitted or granted to any groups or individuals.
  • Unify the Board, Employees and Rate Payers of the Vallecitos Water District by always making morally correct, honest and forthright decisions.



Profession:Region Safety Director ((Department of the Navy)
Region Safety Director, Navy Region Southwest (NRSW), US Navy, Department of Defense (US -Southwest, Southeast) (Overseas - Guam, Japan, Cuba, Singapore, Korea, Europe) (1984–current)


University of South Florida, State University New York, Naval War College, Defense Acquisition University, and others. Baccalaureate Degrees, Sociology, Accounting, and Business Management, National Security Decision Making, and others. (2016)

Community Activities

Command Fitness Program Director, US Navy, Naval Facilities Engineering Command, Far East (Japan, Korea, Singapore, Diego Garcia - Briish Indian Ocean Territory) (2006–2013)
Alcohol and Drug Prevention Program Administrator, US Navy - Rockers and Edutainers (yes, it's spelled correctly) Against Drunk Drivers (RADD) (2009–2012)
Volunteer Morale, Welfare and Recreation Director, US Navy - Naval Facilities (NAVFAC) Engineering Command, Guam (Marianas) (1993–2000)
Chairman, Marianas Federal Safety and Health Council, US Navy, Department of Defense, Department of Labor (1993–1996)
Volunteer Algebra and English teacher for Jamaican/Cuban employees., US Navy Guantanamo Bay, Cuba (1989–1993)



I have worked for the United States Navy and Department of Defense for 33 years.  I have a considerable amount of training, education and experience that is critical and pertinent for the position of Vallecitos Water Board member. Of greatest significance is my experience and success as an organizational leader.  I have successfully directed and executed programs all over the world on four continents and many countries.  In my field of expertise, my subordinates and I have earned more awards in the history of the US Navy than any other group, activity, command or Region.  Following includes some of the programs, duties and tasks for which I am responsible:


As Regional Program Director (RPD), I am responsible for the Navy Safety and Health Program for Navy Region Southwest NRSW. Navy Region Southwest includes a six state area (California, Nevada, Arizona, Colorado, New Mexico and Utah). I am responsible for leading, directing, managing, and implementing an all-encompassing safety and health program for Commander, Navy Region Southwest (CNRSW). This includes strategic planning, budgeting, developing, organizing and ultimately, successful execution of myriad programs.  Services are provided to 37 separate Navy and Marine Corps bases in the region. Position requires daily interaction with installation Commanding Officers, heads of other component commands (Army, Air Force, Marine Corps), local, state and federal government Public Safety Officials, media representatives and government employees of all ranks and levels. Programs and processes for which I am responsible are varied and highly complex. Operations, functions and activities represented are high-risk in nature, and exceed those common to industrial, commercial, transportation, and construction. Perform as the principal Safety Program Director for over 900 individual commands under CNRSW area of responsibility, and over 128,000 personnel represented with a wide spectrum of specializations and work environments, including medical facilities; industrial and public works facilities and functions, shipyard and aviation facilities and annexes; constructions sites; chemical and hazardous materials; explosives; ionizing and non-ionizing radiation; maritime; aviation (ground-safety); munitions (non-nuclear); traffic; domicile (housing), athletic, and recreation.  Scope and span of control is vast in supporting over 80% of the US Navy commands and 35% of the personnel assigned to the United States Navy.

Considered the principal and technical expert to the Regional Commander on all cognizant safety and health programs, I also perform the following tasks:
- Responsible for high level strategic planning including organizational development and for establishing goals, objectives and resource allocation across the enterprise with the overall strategy of reducing risks and hazards in eliminating mishaps.
- Responsible for developing and controlling all financial aspects of the organization and making periodic adjustments based on changing costs, availability of resources and/or ever-changing requirements.
- Determine policy to be implemented and initiated throughout the Southwest US region regarding Public Safety and Health for Naval operations and evolutions.
- Administer an aggressive and effective inspection program, ensuring all workplaces are inspected in accordance with governing Public Law, Navy instructions and federal law.
- Ensure enforcement and compliance of laws, rules, regulations, and standards applicable to manage Public Safety (Security, Fire, Environmental, Occupational and Facility Safety) programs.
- Administer an aggressive training program, ensuring that personnel receive required/applicable training of cognizant public safety programs.

- Administered the largest and most successful DUI Reduction Program initiative in the US Navy.

- Administer the largest Traffic Safety Program in the US Navy.  Operate and maintain 12 traffic safety ranges, training over 5,000 active duty members, DoD civilians, dependents and retirees from all services.

- Represent CNRSW and tenants when attending high level meetings, seminars and conferences sponsored by DOD, other federal agencies, state government, and private industry organizations on all respective matters.
- Compose instructions, letters, documents and special reports as requested by upper echelon activities regarding program issues. Reports and documents are adopted and disseminated as US Navy policy worldwide.
- Keep Commanding Officers and other heads of supported complexes and bases advised on the state of their safety programs as needed.
- Establish and maintain a quantitative system that recognized commands attaining excellent public safety performance.
- Serve as Contracting Officer’s technical representative on all matters relating to outsourcing specific functions, and as approving official for services provided to outside organizations.
- Responsible for developing performance standards for managers, supervisors and subordinates, ensuring professional training is available and resourced, and technical development furthered.
- Responsible for hiring personnel, creating and classifying positions, developing employee training programs and resolving personnel related issues, grievances and complaints. Determine, review and approve disciplinary actions, promotions, step increases, awards and bonuses for the organization.
- Perform statistical, trend and dimensional analysis in reviewing financial, personnel and safety/health systems and functions for strategic planning purposes and to ensure budget, personnel and Public Safety guidelines and requirements are met. Perform qualitative and quantitative analysis of military and industrial evolutions, operations and systems.  Prepare comprehensive reports of findings and conduct high level briefings to provide recommendations for improvements.
- Perform duties as an expert witness for safety in litigation matters, and provide advice and interpretation on governing laws, directives, and policy issues for the CNRSW.


Who supports this candidate?

Individuals (4)

  • Joel Green - President, Sales and Marketing, L&L Printers
  • Joe Schwalbe, General Manager Skyline Sunrooms
  • Tony Demaggio - Neighbor
  • Steve Hartmann - Neighbor

Political Beliefs

Political Philosophy

My political philosophy is fairly simple, candid and truthful.

  Here is what I will and will not do:

 - Unlike others that state so, I am definitely not a politician.  Beyond this Board and election, I will never have any other political aspirations.

-  I have no ulterior motives and will not be held hostage by any group or individual for anything...ever.

 - I will always make decisions based on facts, logic, reason and merit. 

 - I will never be in the "pocket" of any group or individual.

 - I will NEVER vote for a raise or an increase in benefits for Water board members.  You either serve the public interest or you don't.  There is no middle ground.

 - I take care of employees always - they are our most valuable asset.  They really run the business, they know how best to do their jobs and my job and that of the other four Board members is to help them do just that.  

 - I do not grandstand, I do not like it, and it detracts from real issues and real solutions.

I am the leader that the Vallecitos Water District needs right now.  If I am elected, I will hold myself accountable to the Rate Payers, the Vallecitos employees and most of all, myself.  This includes everything I have written and everything that I will do as a public servant.  My actions will reflect the values of Honor, Courage, Commitment and Integrity.

I believe that any elected official should be held to these same standards.  They are easy to follow and practice if that public servant has these same values.  If not, then good luck.  Thank you very much.

Position Papers

Leadership and Failure to Lead


Discussion focuses on values demonstrated by strong and effective leaders and the indisputable traits of poor leaders.

      Good leaders exhibit and demonstrate certain personality traits and values in almost every job or task they perform.  The most important values are those of honor and integrity.  One of the reasons I am running for election is that honor and integrity seem to be in short supply when looking at a couple of the Vallecitos Board members.  But for this paper, it is easier to identify the characteristics and differences between good and poor leaders.  As a voter, you can make your own honest assessment and make your own decision.

A good leader is willing to do the right thing in the face of adversity, do the right thing when no one is looking, and do the right thing when it may be detrimental to their own well-being.

Below are some (not all) of the major tenets of significance in recognizing a poor leader.

 --Rationalizes bad behavior.  An elected leader that must frequently justify his behavior, make excuses to other Board members or does things without collaboration is a poor leader.  Leaders that have to rationalize their actions have no integrity.

--Self before Service.  A leader that does not put service before self will never receive the trust, confidence, and loyalty of those they lead.  Real leaders take the blame and pass the credit.  Ego, pride and arrogance cause leadership failures.  Perhaps the most important leadership test is a vote of “No Confidence” from peers and subordinates.  When that happens, the entity is doomed to failure unless the problem leader is excised or expunged. If not, they spread poison throughout the enterprise and effectively kill everything.

 --Unwillingness to change.  Leaders that do not listen to others, are autocratic and unyielding, and basically “do not play well with others,” will only produce a non-productive and regressive entity or business.  Good leaders quickly recognize needed change and adapt their methods to the situation.  Good leaders rely on others and recognize and nurture the talents of those around them.

 --Past Performance Failures.  While not an ultimate barometer, it’s usually correct in predicting the future.  Leaders who repeatedly fail to progress or have suffered significant business failures (bankruptcy, liquidation, insolvency, etc) will usually experience it again and again and again unless they change many things, starting with themselves.

 --Does not Invest in Others. Leaders that do not commit to investing in, and helping improve those they lead, will fail.  Good leaders mentor others, care about others and support peers and subordinates.

--Are NOT Accountable.  Leaders that are not accountable to their people will eventually be held accountable by their people.  Much of the time, it is too late.  The proverbial horses have already left the barn. 

 --Are NOT courageous.  Poor leaders cannot distinguish between arrogance or ego and that of courage.  Good leaders will challenge the status quo, admit their wrongs, stand for their beliefs, support those who cannot, and are consistent in their application of core values.  Poor leaders are bullies, plain and simple.

I have had the humbling pleasure of working with some of the finest people around the world.  I am certain that we also have some of the finest people in the world in the Vallecitos Water District.  The undeniable truth is that I have been a successful leader in every one of my endeavors, but it is solely because I have had the support of intelligent, honest, professional and dedicated people.  People deserve leaders that possess moral integrity and honor.  They will follow you to the ends of the earth if you just do the right thing at all times, every time.

I practice what I preach, and I do not waver or falter from doing the right thing always. 

This is my only position paper.  No others are needed.  

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