Pioneering Municipal Leader & Healthcare Professional - Five Decades of Transformational Public Service
"True leadership means building bridges between communities, fostering collaboration, and never forgetting that public service is a sacred trust with the people we serve."
Growing up in an era when women's opportunities in public service were severely limited, Susan's early experiences as a nurse and military officer shaped her dedication to service and breaking barriers for future generations.
Born in the 1930s, Susan McNulty Rainey came of age during an era when women faced significant barriers to professional and political advancement. Her path to leadership began with her commitment to service through nursing—one of the few professional fields readily available to women of her generation. Her pursuit of a Bachelor of Science in Nursing from the University of Washington demonstrated both her academic excellence and her dedication to caring for others.
The values instilled during her early years—service, compassion, and community responsibility—would become the foundation of her extraordinary career in public service. Growing up during the Great Depression and World War II, she witnessed firsthand the importance of strong community leadership and the power of collective action in times of crisis.
Her early professional experiences as a registered nurse provided her with unique skills that would prove invaluable in her political career: the ability to remain calm under pressure, to listen carefully to people's needs, to work collaboratively with diverse teams, and to make decisions that directly impacted people's lives and well-being.
The 1950s and 1960s were transformative decades in American society, with the civil rights movement, women's rights activism, and suburban development reshaping communities across the nation. Susan's formative years coincided with these massive social changes, positioning her to become one of the pioneering women who would break through traditional barriers in local government.
Susan's service as a Second Lieutenant in the Army Nurse Corps from 1959 to 1961 was particularly significant in shaping her leadership style and commitment to service. During the post-Korean War era, military nurses played crucial roles in maintaining readiness and caring for service members. This experience provided her with discipline, organizational skills, and a deep understanding of public service that would serve her throughout her civilian career. Her military service also connected her to a broader network of women professionals who were pioneering new roles in American society.
As Susan transitioned from her military and nursing career to raising a family in the rapidly growing suburbs of Contra Costa County, she brought with her a unique combination of professional competence, service orientation, and leadership experience that positioned her perfectly to address the challenges facing her community. Her background as both a healthcare professional and military officer gave her credibility and problem-solving skills that few of her contemporaries possessed.
The suburban boom of the 1960s and 1970s created unprecedented challenges for local communities—rapid population growth, infrastructure needs, environmental concerns, and the need for new forms of governance. Susan's early recognition of these challenges, combined with her professional background and service ethic, set the stage for her remarkable journey from concerned citizen to transformational leader.
Susan's evolution from community volunteer to pioneering elected official exemplifies how dedicated citizens can transform their communities through sustained engagement and visionary leadership.
As a young mother in the rapidly growing community of Moraga in the early 1970s, Susan witnessed firsthand the challenges of suburban development—inadequate infrastructure, limited services, and the need for more responsive local governance. Her background as a healthcare professional and military officer gave her unique insights into organizational leadership and community needs. She began attending community meetings and quickly recognized that effective local government required the participation of diverse voices, including women who brought different perspectives and priorities to public service.
Susan's initial involvement began with traditional women's community organizations—serving as President of the Moraga Junior Women's Club and the Moraga Parents' Club. These leadership roles allowed her to develop political and organizational skills while addressing real community needs. She also took on hands-on volunteer roles as a Cub Scout Den Mother and Girl Scout Troop Leader, experiences that deepened her understanding of families' needs and the importance of youth development. Through these activities, she built relationships across the community and developed a reputation as someone who could bring people together to solve problems.
Recognizing that informal community involvement, while valuable, had limitations in addressing systemic challenges, Susan joined the Moraga Community Association as an elected board member from 1972-1974. This municipal advisory board was studying the feasibility of Moraga becoming an incorporated city—a complex process requiring sophisticated understanding of municipal finance, service delivery, and governance structures. Susan's analytical skills, honed through her nursing training and military experience, made her a valuable contributor to this critical community decision. The board successfully ran the incorporation election campaign, transforming Moraga from an unincorporated area into an official municipality.
When the newly incorporated Town of Moraga held its first elections in 1974, Susan was elected to the City Council, becoming the first woman to serve in this capacity. This breakthrough moment was particularly significant in the context of the 1970s, when women's political participation was still limited and often met with skepticism. Her election reflected both her demonstrated competence through community involvement and the changing attitudes toward women's leadership capabilities. As a councilwoman, she faced the challenge of helping establish governmental structures, policies, and procedures for a brand-new municipality while navigating the dynamics of being the only woman in local government leadership.
Susan's success in Moraga opened doors to broader regional leadership opportunities. Her appointment to the Local Agency Formation Commission (LAFCO) in 1980 marked her entry into county-level governance, where she dealt with complex issues of municipal boundaries, service delivery, and regional coordination. Her election as the first woman to chair LAFCO from 1984-1987 demonstrated her growing influence and expertise in local government. Simultaneously, her involvement with organizations like the Urban Land Institute and various regional boards positioned her as a respected voice in discussions about development, environmental protection, and sustainable growth throughout the Bay Area.
Susan's remarkable journey spans over five decades of groundbreaking leadership, from her early days as a community volunteer to her transformational roles in municipal government, regional governance, and educational leadership.
Commissioned as Second Lieutenant in the U.S. Army Nurse Corps, serving from 1959-1961 during the post-Korean War era. This military service provided Susan with invaluable leadership training, organizational skills, and a deep understanding of public service that would shape her entire career. As one of the relatively few women officers of her generation, she gained experience in managing complex operations, working within hierarchical structures, and serving diverse populations under challenging conditions. Her military nursing experience also reinforced her commitment to healthcare access and community service, values that would guide her throughout her civilian leadership roles.
Elected to serve on the Moraga Community Association Board (1972-1974), the municipal advisory board tasked with studying the feasibility of incorporating Moraga as a city. This role marked Susan's transition from community volunteer to formal governance involvement. The incorporation study required sophisticated analysis of municipal finance, service delivery models, and legal structures—complex work that drew on her analytical and organizational skills. The board successfully advocated for incorporation and managed the election campaign that created the Town of Moraga, demonstrating Susan's ability to build consensus and mobilize community support for major civic initiatives.
Elected to the newly incorporated Town of Moraga's first City Council, becoming the first woman to serve in this capacity and helping establish the foundational governance structures for the new municipality. During her tenure from 1974-1980, Susan was instrumental in creating the basic policies, procedures, and services that would define Moraga as a community. She served as Mayor in 1978, becoming the first woman to hold this position and setting important precedents for women's leadership in local government. Her work during these formative years included establishing municipal services, developing budget processes, and creating the civic infrastructure that would serve Moraga for decades to come.
Appointed to serve on the Contra Costa Local Agency Formation Commission (LAFCO) from 1980-1992, a state/county commission with significant authority over municipal boundaries, annexations, and incorporations. LAFCO's work involves highly technical analysis of service delivery adequacy, financial feasibility studies, and complex legal determinations that can significantly impact communities and property owners. Susan's appointment to this influential body reflected growing recognition of her expertise in local government and land use planning. The commission's decisions often generated controversy, requiring diplomatic skills and the ability to balance competing interests while maintaining focus on sound policy outcomes.
Elected as the first woman to chair the Contra Costa Local Agency Formation Commission, serving in this leadership role from 1984-1987. As chair, Susan presided over highly complex and often contentious decisions regarding municipal boundaries, service territories, and incorporation proposals throughout Contra Costa County. Her leadership during this period helped establish more systematic and transparent processes for LAFCO decision-making, improving public understanding of the commission's work and enhancing stakeholder engagement. The role required sophisticated understanding of municipal law, public finance, and regional planning, as well as the diplomatic skills necessary to build consensus among diverse commissioners representing different jurisdictions and interests.
Elected to the Central Contra Costa Sanitary District Board, becoming the first woman to serve on this influential regional body and later the first woman to chair the board. Serving from 1985-1997, Susan oversaw operations of a major regional utility with 240 employees responsible for treating 34 million gallons of effluent daily and managing garbage collection rate-setting for the district. As President from 1988-1990, she provided leadership during a period of significant regulatory changes in environmental protection and waste management. Her tenure coincided with increased environmental awareness and stricter regulatory requirements, requiring sophisticated understanding of environmental engineering, public finance, and regulatory compliance while maintaining affordable services for residents and businesses.
Elected President of the California Association of Local Agency Formation Commissions (CALAFCO) for 1987-1989, becoming only the second woman to hold this statewide leadership position. CALAFCO serves as the voice for LAFCOs throughout California on legislative issues and provides technical assistance to smaller counties with limited resources. As President, Susan represented local agency formation interests in Sacramento during a period of significant changes in state law affecting local government formation, boundary changes, and special district oversight. Her leadership helped strengthen CALAFCO's advocacy capabilities and improve coordination among the state's 58 LAFCOs, while also mentoring other women seeking leadership roles in local government associations.
Elected as the first woman President of the Contra Costa Council (now The Leadership Council) for 1991-1992, a prestigious private sector organization of over 250 business members focused on economic development and business advocacy throughout Contra Costa County. This appointment reflected Susan's growing influence in regional business and civic leadership circles, as well as recognition of her ability to bridge public and private sector perspectives. During her presidency, she helped strengthen the organization's advocacy capabilities and expanded its focus on issues affecting business climate and economic growth. Her leadership helped establish the Council as a more effective voice for business interests in regional planning and policy discussions.
Founded and served as the first President of the Contra Costa Sewer and Water Agency (1995-1997), a groundbreaking coalition of 26 sanitary and water agencies created to achieve cost savings through collaboration and resource sharing. This innovative approach to regional cooperation focused on joint purchasing, cross-training in safety and OSHA requirements, and information sharing to reduce costs for ratepayers throughout the region. The agency represented a new model for inter-agency collaboration that helped smaller districts achieve economies of scale while maintaining their independence. Susan's leadership in creating this coalition demonstrated her vision for regional solutions to common challenges and her ability to build consensus among diverse agencies with varying needs and priorities.
Elected to the Walnut Creek City Council in April 1997, beginning a distinguished 13-year tenure that would include three terms as Mayor (2001-2002, 2006-2007, 2009-2010) and multiple terms as Mayor Pro-Tem (2001, 2005, 2009). Her election to represent Walnut Creek, a much larger and more complex municipality than Moraga, reflected her growing reputation as an effective leader capable of managing sophisticated urban challenges. During her tenure, Susan addressed issues including transportation infrastructure, economic development, environmental sustainability, and regional coordination. Her leadership helped position Walnut Creek as a model suburban community while navigating the challenges of growth management, traffic congestion, and maintaining quality of life for residents.
Appointed to the St. Mary's College Board of Regents, serving from 1998-2012 and advancing to Vice President (2006-2007) and President (2007-2009). This appointment to the governing board of a prestigious Catholic liberal arts college reflected recognition of her leadership capabilities beyond municipal government. As a Regent, Susan helped guide the college through strategic planning, financial management, and academic program development during a period of significant change in higher education. Her presidency of the Board coincided with major capital campaigns and strategic initiatives to enhance the college's academic reputation and financial stability, drawing on her extensive experience in complex organizational leadership and financial oversight.
Received the Kennedy Laureate Award from JFK University, recognizing her outstanding contributions to public service and community leadership. This prestigious award honored Susan's decades of barrier-breaking leadership and her commitment to expanding opportunities for civic participation. The Kennedy Laureate Award specifically recognized individuals who embody the spirit of public service championed by President Kennedy, acknowledging Susan's role in inspiring others to engage in civic life and her contributions to strengthening democratic institutions at the local and regional level. The award reflected the broader impact of her leadership beyond specific positions, recognizing her as a role model for public service and civic engagement.
Served as Chair of the Mt. Diablo Silverado Council Boy Scouts of America 100th Anniversary Gala in 2010, culminating over 25 years of leadership with the organization. This role represented the pinnacle of her extensive volunteer work with the Boy Scouts, which included chairing the Sports Award Breakfast multiple times (1987, 1989, 1993, 1995) and serving as Vice President of Finance (1998-2000). Her leadership of the centennial celebration required sophisticated event planning, fundraising coordination, and stakeholder engagement to properly commemorate this milestone in Scouting history. The gala's success reflected her ability to mobilize community support and resources for causes she believed in, while also celebrating the values of youth development and civic responsibility that had guided her throughout her career.
Served as Chair of the Walnut Creek Committee for Sentinels of Freedom (2010-2015), providing individualized care and support for severely wounded members of the Armed Services. This role reflected Susan's continued commitment to military service members, drawing on her own experience as an Army Nurse Corps officer to support veterans facing significant challenges in their transition to civilian life. The Sentinels of Freedom program provides comprehensive support including housing, transportation, education funding, and career development for veterans with severe service-connected disabilities. Susan's leadership helped establish the Walnut Creek chapter as a model for community-based veteran support, demonstrating her ability to translate her values of service and care into concrete support for those who served their country.
Appointed to serve on the Contra Costa Civil Grand Jury for 2023-2025, focusing on the City Committee's oversight responsibilities. This appointment, coming later in her career, reflected continued recognition of her expertise in local government operations and her commitment to accountability and transparency in public service. The Civil Grand Jury's role in investigating local government operations, reviewing financial practices, and ensuring proper stewardship of public resources drew on Susan's decades of experience in municipal and regional governance. Her service on the City Committee specifically leveraged her extensive knowledge of municipal operations, budgeting, and service delivery to help ensure that local governments throughout Contra Costa County maintain high standards of performance and accountability to their residents.
These detailed narratives illustrate Susan's innovative approach to public service and her ability to create lasting solutions to complex community challenges.
In the mid-1990s, Contra Costa County's 26 independent sanitary and water agencies faced a common crisis: rising operational costs and increasingly complex regulatory requirements were straining budgets and threatening service quality. Each small district was struggling to afford specialized training, equipment, and expertise needed to meet new environmental standards while keeping rates affordable for residents.
Susan recognized that the traditional approach—each agency working independently—was no longer sustainable. Drawing on her experience with regional governance at LAFCO and her understanding of both public finance and environmental regulations from her work with the Central Contra Costa Sanitary District, she proposed a radical solution: voluntary cooperation without merger.
The concept was deceptively simple but operationally complex. The 26 agencies would maintain their independence and local control while collaborating on purchasing, training, and information sharing. Susan spent months meeting with board chairs, general managers, and staff from each agency, building trust and demonstrating how cooperation could reduce costs without threatening autonomy.
The negotiations required delicate diplomacy. Larger agencies worried about subsidizing smaller ones, while smaller agencies feared being dominated by their larger neighbors. Susan's approach was to focus on concrete, measurable benefits: joint purchasing power that could reduce supply costs by 15-20%, shared training programs that would cost each agency a fraction of individual training, and information networks that would help all agencies stay current on regulatory changes.
As the agency's founding President, Susan oversaw the development of cooperative agreements, established governance structures that ensured equitable representation, and created the operational frameworks that would guide the collaboration. The joint purchasing program alone saved member agencies hundreds of thousands of dollars in its first year, while the cross-training initiatives improved safety compliance across all participating districts.
The success of this innovative approach attracted attention from other regions facing similar challenges. Susan's model demonstrated that effective regional cooperation didn't require consolidation or loss of local control—it required visionary leadership, careful planning, and the ability to build trust among diverse stakeholders with varying needs and concerns.
The Contra Costa Sewer and Water Agency became a model for regional cooperation throughout California, demonstrating how voluntary collaboration could achieve significant cost savings while preserving local autonomy. The innovative approach Susan pioneered continues to influence regional governance discussions and has been replicated in other counties seeking similar efficiencies.
When Susan became involved with the Central Contra Costa Solid Waste Authority in 1990, garbage collection in the six central county cities was fragmented, expensive, and environmentally problematic. Each city negotiated independently with waste haulers, resulting in a patchwork of different service levels, varying costs, and inefficient routing that increased traffic and emissions while driving up prices for residents and businesses.
The passage of AB 939, California's landmark waste reduction legislation, created new requirements for recycling and waste diversion that individual cities struggled to meet cost-effectively. Susan recognized that regional cooperation could address both the regulatory requirements and the cost challenges while improving environmental outcomes.
Building on her experience creating the Sewer and Water Agency, Susan played an active role in forming the Central Contra Costa Solid Waste Authority, bringing together the six central county cities plus the County to coordinate waste management services. The process required complex negotiations involving multiple jurisdictions, existing contracts with different providers, and varying community needs and preferences.
Susan's approach emphasized both environmental benefits and economic efficiency. By coordinating collection routes across municipal boundaries, the authority could reduce truck traffic and emissions while achieving economies of scale in processing and disposal. The regional approach also enabled more sophisticated recycling programs and hazardous waste collection services that individual cities couldn't afford independently.
As Chair in 1995, 2001, and 2007, Susan helped guide the authority through major contract negotiations, regulatory changes, and technological improvements in waste processing. Her leadership was particularly crucial during periods of rapid growth in the region, when traditional approaches would have required significant increases in collection fees and environmental impacts.
The results exceeded even optimistic projections. By pooling resources and coordinating services, the authority achieved a 40% reduction in garbage collection rates while significantly improving recycling rates and reducing environmental impacts. The regional approach also enabled innovative programs like household hazardous waste collection and composting initiatives that individual cities couldn't have afforded.
Susan's work with the solid waste authority demonstrated how environmental protection and fiscal responsibility could be mutually reinforcing rather than competing priorities. Her leadership helped establish the principle that regional cooperation could deliver better services at lower costs while advancing environmental goals—a model that influenced waste management approaches throughout the Bay Area.
The 40% reduction in garbage collection rates achieved through Susan's regional approach saved residents and businesses millions of dollars while dramatically improving environmental outcomes. The authority's success became a model for regional waste management coordination throughout California, influencing policy discussions and legislation on regional service delivery.
When Susan joined Contra Costa County Connection as Walnut Creek's representative in 1998, the organization was operating a bus service that, while functional, lacked the appeal and visibility needed to attract riders and build community support for public transportation. The existing "free ride" service utilized a purple bus that residents found unattractive and that failed to create the positive association with public transit that would encourage broader usage.
As someone who understood both the practical importance of public transportation and the psychological factors that influence public acceptance, Susan recognized that the service's image problem was hampering its effectiveness. Public transit, particularly in suburban areas like central Contra Costa County, faced inherent challenges in attracting riders accustomed to private automobile travel. The service needed to be not just functional but appealing and distinctive.
Susan's solution was both creative and strategically sophisticated: replace the mundane purple bus with a cable car that would capture public imagination and create positive associations with public transit. The idea drew on San Francisco's iconic cable car system, which had successfully combined transportation utility with tourist appeal and community pride for over a century.
Implementing this vision required navigating complex procurement processes, regulatory requirements for public transit vehicles, and budget constraints. Susan had to demonstrate that the additional cost of a specialty vehicle would be justified by increased ridership, improved public perception, and enhanced economic development benefits for the communities served.
The cable car concept required collaboration with multiple stakeholders: transit planners who needed to ensure operational efficiency, city officials who wanted to see tangible benefits for their communities, and public works departments responsible for route maintenance and safety. Susan's ability to build consensus among these diverse interests was crucial to the project's success.
As Chair of County Connection in 2003, Susan oversaw the cable car's implementation and operation, ensuring that the innovative approach delivered on its promises. The cable car quickly became popular with both residents and visitors, creating positive buzz around public transit and demonstrating that creative thinking could overcome traditional barriers to transit adoption in suburban communities.
The success of the cable car initiative extended beyond transportation metrics to broader community benefits. The distinctive vehicle became a symbol of the region's innovative approach to public services and helped generate support for expanded transit investment. Local businesses reported increased foot traffic and tourism, while residents expressed greater pride in their public transportation system.
Susan's cable car innovation transformed public perception of transit in central Contra Costa County, demonstrating how creative leadership could overcome traditional barriers to public transportation adoption. The success influenced regional transit planning discussions and showcased the importance of considering community identity and appeal in public service design.
When Susan became the first woman to chair the Contra Costa Local Agency Formation Commission (LAFCO) in 1984, she inherited one of the most controversial and technically complex roles in regional government. LAFCO's decisions about municipal boundaries, annexations, and incorporations could dramatically affect property values, tax burdens, and service delivery, making every major decision a potential source of intense community conflict.
The commission faced particular challenges during Susan's tenure as chair from 1984-1987, a period of rapid suburban development when developers, municipalities, and residents frequently clashed over growth boundaries and service territories. Each decision required balancing competing interests: developers seeking to maximize profitable development, municipalities wanting to control their boundaries and tax base, residents concerned about service quality and costs, and environmental advocates worried about sprawl and infrastructure capacity.
Susan's approach to leading LAFCO emphasized transparency, thorough analysis, and inclusive stakeholder engagement. She recognized that the commission's technical expertise and legal authority would only be effective if accompanied by processes that helped all parties understand the decision-making framework and feel confident that their concerns had been heard and considered.
During her chairmanship, Susan implemented procedural improvements that enhanced public understanding of LAFCO's role and decision-making criteria. She expanded opportunities for public input, improved the quality of staff analysis and documentation, and established clearer standards for evaluating proposals. These changes helped reduce some of the mystery and suspicion that had previously surrounded LAFCO decisions.
One of Susan's most significant contributions was her ability to build consensus among the diverse commissioners representing different jurisdictions and interests. The commission included representatives from cities, counties, and special districts, each bringing different priorities and perspectives to complex decisions. Susan's diplomatic skills and deep understanding of local government helped bridge these differences and build support for decisions based on clear policy criteria rather than political considerations.
Susan's leadership was particularly tested during several high-profile annexation and incorporation disputes that attracted significant media attention and community controversy. Her ability to maintain focus on technical analysis and legal requirements, while remaining sensitive to community concerns and ensuring adequate public input, helped the commission navigate these challenges while maintaining its credibility and effectiveness.
The processes and standards Susan helped establish during her LAFCO chairmanship continued to guide the commission's work for decades. Her emphasis on transparency, thorough analysis, and inclusive stakeholder engagement became integral to LAFCO's operational approach, helping the commission maintain public trust and effectiveness even as it addressed increasingly complex development and boundary issues.
Susan's leadership transformed LAFCO from a somewhat mysterious technical body into a more transparent and accountable regional institution. Her procedural improvements and consensus-building approach became the foundation for decades of effective regional boundary and service delivery decisions, influencing local government formation throughout Contra Costa County and beyond.
Susan's reflections on her leadership and innovations in regional cooperation.
"A coalition of the 26 sanitary and water agencies formed to share information on ways to save rate payers money. We set up cross-training in safety/OSHA requirements and joint purchasing."
"We had problems getting Mayors to serve on the regional agencies. As Chair I initiated an orientation program on the regional agencies and special districts. People were then willing to serve."
"By forming this collective group, we were able to lower garbage collection rates by 40%."
"As Walnut Creek's representative, I was able to replace our not very attractive free ride (a purple bus) with a cable car. It was extremely popular."
Susan's five decades of leadership created lasting institutions, influenced regional governance approaches, and opened doors for the next generation of women in public service.
Susan's creation of the Contra Costa Sewer and Water Agency established a new model for regional cooperation that has been replicated throughout California. Her innovative approach demonstrated how voluntary collaboration could achieve cost savings and operational efficiencies without requiring consolidation or loss of local control. The agency's success influenced state legislation on regional service delivery and continues to serve as a case study in effective governance innovation. Her work with the Central Contra Costa Solid Waste Authority similarly demonstrated how regional approaches could deliver environmental benefits while reducing costs for residents and businesses.
As the first woman to serve in multiple leadership positions—Mayor of Moraga (1978), Chair of LAFCO (1984-1987), President of CALAFCO (1987-1989), and President of Contra Costa Council (1991-1992)—Susan opened doors for countless women who followed. Her success in these roles helped normalize women's participation in local and regional government leadership, demonstrating that women could effectively manage complex technical issues, build coalitions across diverse interests, and provide visionary leadership on challenging regional problems. Many women leaders throughout Contra Costa County credit Susan's example as inspiration for their own involvement in public service.
Through her leadership with sanitary districts, solid waste authorities, and LAFCO, Susan helped establish environmental protection as a central consideration in regional planning and service delivery. Her work with the Central Contra Costa Sanitary District during the 1980s and 1990s coincided with major advances in environmental regulation and wastewater treatment technology. The 40% reduction in garbage collection rates achieved through the Solid Waste Authority demonstrated that environmental responsibility and fiscal efficiency could be mutually reinforcing. Her influence helped establish the principle that regional cooperation was essential for addressing environmental challenges that crossed jurisdictional boundaries.
Susan's 14-year tenure on the St. Mary's College Board of Regents, including her service as Board President (2007-2009), reflected her commitment to educational excellence and opportunity. During her presidency, the college implemented strategic initiatives to enhance academic programs, improve financial stability, and expand access to higher education. Her leadership helped guide the institution through significant changes in higher education financing and competitive pressures while maintaining its commitment to liberal arts education and values-based learning. Her work also included chairing the School of Education Corporate Advisory Board, demonstrating her particular commitment to preparing future educators and educational leaders.
Susan's approach to public service consistently emphasized innovation and creative problem-solving. The cable car replacement for County Connection's bus service exemplified her understanding that effective public services must consider not just functional requirements but also community appeal and identity. Her work establishing orientation programs for mayors serving on regional agencies addressed a practical problem that was hampering regional coordination. Throughout her career, she demonstrated that traditional approaches to governance challenges could be improved through creative thinking, stakeholder engagement, and willingness to try new approaches while maintaining accountability and effectiveness.
Susan's success in building voluntary regional cooperation among diverse agencies and jurisdictions established principles and practices that continue to guide regional governance throughout the Bay Area. Her ability to build trust among competing interests, create governance structures that preserved local autonomy while enabling collective action, and demonstrate concrete benefits from cooperation influenced regional approaches to transportation, environmental protection, and service delivery. The collaborative model she pioneered has been particularly influential in addressing challenges that require coordination across multiple jurisdictions, from climate change adaptation to affordable housing development.
Susan's leadership with Sentinels of Freedom, combined with her background as an Army Nurse Corps officer, established her as an influential advocate for veterans' healthcare and transition services. Her chairmanship of the Walnut Creek committee helped establish a model for community-based support for severely wounded service members that has been replicated in other communities. Her military nursing background gave her unique insights into veterans' healthcare needs and helped her build credibility with both military communities and civilian healthcare providers. Her advocacy work helped strengthen the bridge between military service and civilian communities, ensuring that veterans received appropriate recognition and support.
Throughout her career, Susan consistently encouraged civic engagement and mentored emerging leaders, particularly women seeking to expand their role in public service. Her involvement with organizations ranging from the Boy Scouts to The Wellness Community demonstrated her commitment to developing leadership capabilities across diverse community sectors. Many current local officials cite Susan's example and encouragement as influential in their decision to seek public office or take on leadership roles in community organizations. Her approach to leadership—emphasizing preparation, collaboration, and service to the broader community good—continues to influence local political culture and expectations for public service throughout Contra Costa County.
Susan's transformational leadership spans municipal governance, regional coordination, environmental stewardship, and institutional innovation, creating lasting improvements in public service delivery and community collaboration.
Susan broke significant barriers as the first woman elected to the Moraga Town Council (1974) and first woman Mayor (1978), helping establish the foundational governance structures for the newly incorporated municipality. Her subsequent election to the Walnut Creek City Council (1997-2010), where she served three terms as Mayor (2001-2002, 2006-2007, 2009-2010), demonstrated her ability to lead increasingly complex urban communities through periods of growth and change. Her municipal leadership emphasized consensus-building, fiscal responsibility, and regional cooperation while addressing challenges ranging from infrastructure development to environmental sustainability. Her approach to local governance became a model for effective suburban leadership throughout the East Bay region.
Susan's creation of the Contra Costa Sewer and Water Agency (1995-1997) established a groundbreaking model for voluntary regional cooperation that achieved significant cost savings without requiring consolidation or loss of local control. As the founding President, she brought together 26 independent agencies to share resources, coordinate purchasing, and provide joint training, resulting in immediate cost reductions and improved service delivery. This innovative approach influenced regional governance discussions throughout California and demonstrated that creative leadership could overcome traditional barriers to inter-agency cooperation while preserving local autonomy and democratic accountability.
Through her leadership with the Central Contra Costa Sanitary District (1985-1997) and Central Contra Costa Solid Waste Authority (1990-2010), Susan achieved remarkable environmental and economic outcomes, including a 40% reduction in garbage collection rates while significantly improving recycling and environmental compliance. As the first woman to serve on and chair the Sanitary District Board, she oversaw operations treating 34 million gallons of effluent daily while navigating increasingly complex environmental regulations. Her regional approach to waste management reduced truck traffic and emissions while enabling sophisticated recycling programs that individual cities couldn't afford independently, demonstrating how environmental protection and fiscal responsibility could be mutually reinforcing.
Susan's 12-year tenure on the Local Agency Formation Commission (LAFCO), including her groundbreaking service as the first woman Chair (1984-1987), positioned her as a key figure in shaping regional development patterns throughout Contra Costa County. LAFCO's complex decisions about municipal boundaries, annexations, and incorporations required sophisticated understanding of public finance, service delivery, and regional planning while balancing competing interests from developers, municipalities, residents, and environmental advocates. Her leadership established more transparent and systematic processes for LAFCO decision-making, improved public understanding of the commission's role, and enhanced stakeholder engagement in regional planning decisions that continue to shape community development patterns today.
Susan's distinguished service on the St. Mary's College Board of Regents (1998-2012), culminating in her election as Board President (2007-2009), demonstrated her leadership capabilities beyond municipal government. During her presidency, the college implemented major strategic initiatives to enhance academic programs, improve financial stability, and expand access to higher education during a period of significant change in higher education financing and competitive pressures. Her simultaneous service on the School of Education Corporate Advisory Board (1993-2012) reflected her particular commitment to preparing future educators and educational leaders. Her educational leadership helped strengthen the institution's academic reputation while maintaining its commitment to liberal arts education and values-based learning.
As Walnut Creek's representative on Contra Costa County Connection (1998-2003) and Chair in 2003, Susan transformed public perception of transit in central Contra Costa County through her innovative replacement of an unattractive "free ride" bus service with an appealing cable car. This creative approach demonstrated how public services could be both functional and community-building, combining transportation utility with tourism appeal and community pride. The cable car initiative became extremely popular with residents and visitors while generating increased support for public transit investment. Her leadership showed how creative thinking about service delivery could overcome traditional barriers to public transportation adoption in suburban communities while building broader support for regional transportation coordination.
Susan's election as President of the California Association of Local Agency Formation Commissions (CALAFCO) for 1987-1989 made her only the second woman to hold this statewide leadership position, reflecting recognition of her expertise in local government boundary and service delivery issues. As President, she represented local agency formation interests in Sacramento during a period of significant changes in state law affecting local government formation, boundary changes, and special district oversight. Her leadership helped strengthen CALAFCO's advocacy capabilities, improve coordination among California's 58 LAFCOs, and establish more effective technical assistance programs for smaller counties with limited resources. Her statewide influence helped shape policy discussions about regional governance and local government formation throughout California.
Susan's extensive community leadership included groundbreaking work with the Boy Scouts of America, where she served as Vice President of Finance (1998-2000) and chaired multiple major events including the organization's 100th Anniversary Gala (2010), earning recognition with the Silver Beaver Award (1997) and James E. West National Endowment Award (2004). Her leadership with Sentinels of Freedom as Chair of the Walnut Creek Committee (2010-2015) provided individualized support for severely wounded service members, drawing on her background as an Army Nurse Corps officer to bridge military and civilian communities. Her extensive volunteer work with organizations ranging from The Wellness Community to the American Cancer Society demonstrated her commitment to service beyond formal governmental roles, earning recognition including Humanitarian of the Year (1991) and multiple volunteer awards that reflected her impact across diverse community sectors.
Public service is not just about holding office or making decisions—it's about building the bridges that connect communities, fostering the collaboration that solves problems no one can solve alone, and never forgetting that every choice we make affects real people's lives. True leadership means listening more than talking, planning for the next generation rather than the next election, and remembering that the greatest achievements in public service often happen behind the scenes, in the patient work of building consensus and creating structures that enable others to succeed.