DISTRICT
City of Saline
PHONE
7342723654
Campaign Phone
7342723654
Number of years as resident
21 years in the City, lifelong community resident -
I'm actually the only candidate with relevant municipal/City experience, capable of leading and delivering on day one. I am a 2003 Saline High School graduate and a subsequent graduate of Washtenaw Community College. I also completed the Saline Leadership Institute in 2008, and have a level 2 certification through the Michigan Municipal League as an elected official. I have been actively involved with City government for more than 20 years. I have served on numerous boards and commissions, was elected to City Council in 2008, and elected Mayor in 2012. In addition to my role as Mayor, I serve as the Chair for the Washtenaw Area Transportation Study Committee and Chairperson of the Economic Development Council for SEMCOG.
First, my priorities are grounded in a shared vision, and a focus on the issues that matter most to Saline residents. They include, support for public safety, strong investment in our infrastructure, financial stewardship, leveraging new economic development opportunities, and openness/transparency in City government. At a more granular level, my priorities for the next four years are clear and unambiguous - completion of our sewer plant rehabilitation, successful execution of a downtown gathering space, preservation/activation of the Davenport-Curtiss property, stabilizing and enhancing our municipally-owned Recreation Center, and additional park improvements, specifically, updates to the ROMP structure and pavilion at Millpond Park.
The most obvious is aging infrastructure, not unlike most municipalities in southeastern Michigan. We've already taken important steps with the creation of an asset management plan, pay-as-you go street millage, and as mentioned above, a nearly $80 million rehab of our wastewater treatment plant. We certainly have more to do, including, securing additional state and federal funding to improve our local streets and update/modernize our stormwater and drinking water infrastructure. Apart from all this, affordability and wellness are significant challenges as well. Ergo, in the first quarter of 2027, I hope to launch a new wellness initiative, with focuses on affordability, transit, mental health, and substance-use awareness.
Our geographic location, natural resources, and growing/diverse economy come to mind, but truthfully, Saline's greatest asset is our people. Our residents are thoughtful, giving and, civic-minded. I'll add, great communities are grounded in volunteerism and civic engagement. I would love to see more private citizens involved in local government, serving on boards, committees, commissions and taskforces. There is no challenge or problem too great, that Salinians can't solve if we come together and develop a positive vision for our community's future.
WRITE-IN?
No
DISTRICT
City of Saline
PHONE
(734)645-1322
WEBSITE
mcvey4mayor.com
Campaign Phone
(734)645-1322
Number of years as resident
20
Throughout my decades-long career as an educator and public servant, my focus has been helping people, especially those who need the most support, to prepare for success. I hold a doctorate in educational leadership and am a full professor at Eastern Michigan University, where I train teachers and faculty to use technology effectively. I have served on the Saline Area Schools Board of Education for a decade, including three years as president. These experiences have taught me the importance of thoughtful leadership, public oversight, collaboration, and fiscal responsibility. As a father, I want Saline to remain a safe, vibrant, and livable community where families can thrive.
My primary goal would be to restore structural discipline and implement proactive, evidence-based planning. 1) Align our Planning and Budgeting. We need to approve city budgets only after we have updated our annual strategic goals. Our Strategic Plan should dictate our Capital Improvement Plan. 2) Establish a Regional Recreation Authority. If the task forces are correct, taxpayers subsidize our Rec Center, even though most active members live in surrounding townships. We can manage cross-jurisdictional program agreements. A regional authority could distribute operating costs more equitably. 3) Prioritize 'Utilities-First' Infrastructure. We need to adopt a strict asset management schedule and be more cautious with discretionary projects.
Saline’s most serious challenge is aging infrastructure combined with financial constraints and the need for stronger administrative oversight. We face a significant backlog of road and utility improvements, an aging Recreation Center with a structural operating deficit, and a difficult decision about the future of the Saline River Dam and Mill Pond. I will prioritize core services (roads, water, sewer, and public facilities) over discretionary spending. I will establish preventive asset management and rigorous contract performance tracking to protect taxpayer dollars. Before major decisions such as the dam’s future, residents deserve transparent, data-driven cost-benefit analysis so they can make informed choices about Saline’s future.
Saline has exceptional assets, making it a great place to live, work, and raise a family. As a Trustee, I know why our school district is recognized across Michigan as one of the best, and strong taxpayer support for recent school bonds demonstrates how much our community values it. We have exceptional parks and natural areas, a connection to our agricultural heritage, and a highly utilized Recreation Center that supports health and wellness. Our vibrant arts, youth programs, downtown businesses, farmers market, festivals, and community events create a distinctive small-town character. Our proximity to Ann Arbor adds world-class cultural, medical, and professional opportunities while preserving Saline’s unique identity and quality of life.
