SATURDAY, FEBRUARY 14, 2026 VOLUME 20 NO. 7VOLUME 20 NO. 7 
A WORD FROM SIERRA 
MADRE POLICE CHIEF GUS 
BARRIENTOS: 
(Editors Note: Recently this publication and most 
elected officials and civic leaders received an anony-
mous letter questioning the integrity of the leadership 
of the Sierra Madre Police Department. After more 
than a dozen interviews - in person and telephonically, 
this publication has decided to share with you a mes-
sage directly from the SMPD Chief.) 
"My responsibility as Chief of Police is straight-
forward: to ensure this department operates 
at the highest professional standard, holds its 
members accountable, and delivers the level of 
service our community expects and deserves. 
That responsibility requires transparency, con-
sistency, and the willingness to make difficult 
decisions when conduct or performance falls 
short of those standards. 
Since my arrival, we have intentionally raised 
expectations related to accountability, profes-
sionalism, and customer service. This has in-
cluded updating policies and procedures to 
strengthen transparency, formalizing internal 
accountability processes, and reinforcing ethi-
cal and performance standards across all ranks. 
Change of this nature can be challenging, but 
it is necessary to build a modern, professional 
organization rooted in trust and service. 
As with any organization undergoing mean-
ingful reform, personnel changes have oc-
curred. Some employees have chosen to resign 
and pursue employment elsewhere, often citing 
compensation or benefits that I do not control. 
Some employees on administrative leave or ter-
minated their employment after determining 
their conduct violated department policy and 
professional standards. While personnel mat-
ters remain confidential, actions taken were 
pursuant to established policy, due process, and 
a clear commitment to integrity, and not retali-
ation or arbitrary decision-making. 
What I can control is the structure, culture, and 
expectations of this department. To that end, we 
have shifted our recruitment and hiring strategysignificantly. Historically, the department hired 
averaged officers, and the average tenure of the 
department was within approximately five years 
of law enforcement experience, often limited to 
experience in our small geographic policing en-
vironment, 3 square miles. Today, we are delib-
erately recruiting and hiring tenured, commu-
nity-engaged officers with broad experience. 
Over the past several months alone, we have 
brought more than 100 years of collective law 
enforcement experience into this department. 
These officers bring diverse backgrounds in pa-
trol operations, major incidents, traffic enforce-
ment, narcotics, investigations, community 
policing, and supervision. Among them are for-
mer sergeants, commanders and experienced 
field training and patrol officers who under-
stand mentorship, accountability, and leader-
ship. This depth of experience strengthens our 
operational capacity and enhances the quality 
of service we provide to residents.
My goal has been to put sustainable structure 
in place with clear expectations, professional 
supervision, and modern policing practices so 
the department is not dependent on person-
alities, but on principles. Raising standards is 
about professionalism. It is about ensuring ev-
ery officer understands that service to this com-
munity carries responsibility, discipline, and 
accountability. 
Change can be uncomfortable, but change 
driven by purpose and integrity is progress. The 
Sierra Madre community deserves a police de-
partment that operates transparently, responds 
professionally, and holds itself to the same stan-
dards it enforces. I am deliberately leading this 
department toward higher standards, stronger 
accountability, and a culture of professionalism 
grounded in public service. I set these expecta-
tions, I apply them to every decision we make, 
and I enforce them consistently. When expecta-
tions are clear and accountability is applied fair-
ly, officers understand their roles and responsi-
bilities, morale strengthens, and the community 
gains confidence in its police department. 
I appreciate the opportunity to provide this 
context and dialogue grounded in facts and 
transparency. If you would like to meet to dis-
cuss this further, please reach out.
Respectfully,
Gus Barrientos, SMPD Chief of Police 
WELCOME BRIAN DICKINSON 
Sierra Madre City Manager Mike 
Bruckner has appointed Brian Dick-
inson to the position of Public Works 
Director following a competitive re-
cruitment process. Currently serv-
ing Sierra Madre as a contract project 
manager with Transtech Engineering, 
Mr. Dickinson has over 34-years of ex-
perience leading and managing public 
works, water, and wastewater utilitydepartments. 
“I am excited to serve as the new Pub-
lic Works Director and value the City’s 
small-town atmosphere and strong 
sense of community,” said Mr. Dick-
inson. “I look forward to leading the 
Public Works team in delivering high-
quality, dependable services and work-
ing collaboratively to maintain and 
enhance the City’s public works infra-
structure for current and future needs.” 
With extensive experience in operat-
ing and capital budget administration, 
water resource planning, public works 
and utility operations management, 
and long-range strategic planning, Mr. 
Dickinson’s expertise will support the City as it modernizes the Public Works Department’s 
service delivery model. 
“Brian is exceptionally qualified to lead the City’s Public Works Department, and I am con-
fident that he will be successful in this role,” said City Manager Bruckner. “I know our com-
munity expects safe, reliable, and well-maintained infrastructure. Under Brian’s leadership, 
we will continue improving service delivery and ensuring our public assets meet the stan-
dards Sierra Madre residents expect.” 
Holding a bachelor’s degree from the University of La Verne in Public Administration, Mr. 
Dickinson has also earned some of the highest certifications available in the water-systems 
field, including Water Distribution Operator Grade 5, Water Treatment Operator Grade 5, 
and Collection System Maintenance Grade 4. These credentials reflect extensive training,
advanced coursework, and years of hands-on experience in operating and maintaining wa-
ter and wastewater infrastructure to the most rigorous state standards.
Mr. Dickinson officially began his role on February 23, 2026. 
SATURDAY, FEBRUARY 14, 2026 VOLUME 20 NO. 7VOLUME 20 NO. 7 
A WORD FROM SIERRA 
MADRE POLICE CHIEF GUS 
BARRIENTOS: 
(Editors Note: Recently this publication and most 
elected officials and civic leaders received an anony-
mous letter questioning the integrity of the leadership 
of the Sierra Madre Police Department. After more 
than a dozen interviews - in person and telephonically, 
this publication has decided to share with you a mes-
sage directly from the SMPD Chief.) 
"My responsibility as Chief of Police is straight-
forward: to ensure this department operates 
at the highest professional standard, holds its 
members accountable, and delivers the level of 
service our community expects and deserves. 
That responsibility requires transparency, con-
sistency, and the willingness to make difficult 
decisions when conduct or performance falls 
short of those standards. 
Since my arrival, we have intentionally raised 
expectations related to accountability, profes-
sionalism, and customer service. This has in-
cluded updating policies and procedures to 
strengthen transparency, formalizing internal 
accountability processes, and reinforcing ethi-
cal and performance standards across all ranks. 
Change of this nature can be challenging, but 
it is necessary to build a modern, professional 
organization rooted in trust and service. 
As with any organization undergoing mean-
ingful reform, personnel changes have oc-
curred. Some employees have chosen to resign 
and pursue employment elsewhere, often citing 
compensation or benefits that I do not control. 
Some employees on administrative leave or ter-
minated their employment after determining 
their conduct violated department policy and 
professional standards. While personnel mat-
ters remain confidential, actions taken were 
pursuant to established policy, due process, and 
a clear commitment to integrity, and not retali-
ation or arbitrary decision-making. 
What I can control is the structure, culture, and 
expectations of this department. To that end, we 
have shifted our recruitment and hiring strategysignificantly. Historically, the department hired 
averaged officers, and the average tenure of the 
department was within approximately five years 
of law enforcement experience, often limited to 
experience in our small geographic policing en-
vironment, 3 square miles. Today, we are delib-
erately recruiting and hiring tenured, commu-
nity-engaged officers with broad experience. 
Over the past several months alone, we have 
brought more than 100 years of collective law 
enforcement experience into this department. 
These officers bring diverse backgrounds in pa-
trol operations, major incidents, traffic enforce-
ment, narcotics, investigations, community 
policing, and supervision. Among them are for-
mer sergeants, commanders and experienced 
field training and patrol officers who under-
stand mentorship, accountability, and leader-
ship. This depth of experience strengthens our 
operational capacity and enhances the quality 
of service we provide to residents.
My goal has been to put sustainable structure 
in place with clear expectations, professional 
supervision, and modern policing practices so 
the department is not dependent on person-
alities, but on principles. Raising standards is 
about professionalism. It is about ensuring ev-
ery officer understands that service to this com-
munity carries responsibility, discipline, and 
accountability. 
Change can be uncomfortable, but change 
driven by purpose and integrity is progress. The 
Sierra Madre community deserves a police de-
partment that operates transparently, responds 
professionally, and holds itself to the same stan-
dards it enforces. I am deliberately leading this 
department toward higher standards, stronger 
accountability, and a culture of professionalism 
grounded in public service. I set these expecta-
tions, I apply them to every decision we make, 
and I enforce them consistently. When expecta-
tions are clear and accountability is applied fair-
ly, officers understand their roles and responsi-
bilities, morale strengthens, and the community 
gains confidence in its police department. 
I appreciate the opportunity to provide this 
context and dialogue grounded in facts and 
transparency. If you would like to meet to dis-
cuss this further, please reach out.
Respectfully,
Gus Barrientos, SMPD Chief of Police 
WELCOME BRIAN DICKINSON 
Sierra Madre City Manager Mike 
Bruckner has appointed Brian Dick-
inson to the position of Public Works 
Director following a competitive re-
cruitment process. Currently serv-
ing Sierra Madre as a contract project 
manager with Transtech Engineering, 
Mr. Dickinson has over 34-years of ex-
perience leading and managing public 
works, water, and wastewater utilitydepartments. 
“I am excited to serve as the new Pub-
lic Works Director and value the City’s 
small-town atmosphere and strong 
sense of community,” said Mr. Dick-
inson. “I look forward to leading the 
Public Works team in delivering high-
quality, dependable services and work-
ing collaboratively to maintain and 
enhance the City’s public works infra-
structure for current and future needs.” 
With extensive experience in operat-
ing and capital budget administration, 
water resource planning, public works 
and utility operations management, 
and long-range strategic planning, Mr. 
Dickinson’s expertise will support the City as it modernizes the Public Works Department’s 
service delivery model. 
“Brian is exceptionally qualified to lead the City’s Public Works Department, and I am con-
fident that he will be successful in this role,” said City Manager Bruckner. “I know our com-
munity expects safe, reliable, and well-maintained infrastructure. Under Brian’s leadership, 
we will continue improving service delivery and ensuring our public assets meet the stan-
dards Sierra Madre residents expect.” 
Holding a bachelor’s degree from the University of La Verne in Public Administration, Mr. 
Dickinson has also earned some of the highest certifications available in the water-systems 
field, including Water Distribution Operator Grade 5, Water Treatment Operator Grade 5, 
and Collection System Maintenance Grade 4. These credentials reflect extensive training,
advanced coursework, and years of hands-on experience in operating and maintaining wa-
ter and wastewater infrastructure to the most rigorous state standards.
Mr. Dickinson officially began his role on February 23, 2026.