Education
High School Grad., Masonry School 4 years, Some collage Contruction Management, Realtor 2014 to 2023
Experience
11 Years as Burton Township Trustee, 6 years as Township Association President, 8 years as Geauga County Commissioner
Volunteer/Community Service
Burton Middlefield Rotary and Past President, Created Special Need Fishing Program and the Geauga Jeep Invasion all proceeds go to local veterans
The County Commissioners are the legislative and executive body for county government with taxing, budgeting and appropriating and purchasing authority. With my eight years as a Commissioner and eleven years as a Township Trustee, I am the most qualified.
Someone who would have experience in the topic at hand. A person who can work with others with an open mind. We do not need a person who wants to take over the meeting and argue with anger.
Property Tax Reform. Establishing a long range plan for the future with the County Buildings and properties.
Creating a Team atmosphere within all County Departments and elected officials.
Here are the facts. Geauga County dues to this MPO are 40 Thousand Dollars year. We get back 750 Thousand Dollars a year or more for road and bridge projects per year. Geauga County has been in this MPO for over 40 years. When the Federal Government programs are run through an MPO most of them are not fit for Geauga County. Most of them are wedge issues. In the last year and a half these wedge issues are going away.
Just in the last 16 months the County Commissioners meetings are videoed and on You Tube. We now have 30 minutes of public comment at every meeting. I attend a lot of meetings within the County of all organizations. I usually give a report on the County and other topics and events.
If this issue is on the ballot in November and passes. Geauga County would lose 11.5 million dollars. So we would have to raise sales tax to about 22 percent to make up the difference. Our residents might lose all services from Police, Fire Departments and EMS. The schools and Libraries would have to make major cuts. Basically all of services would suffer.
Education
BA - Case Western Reserve University, MS - University of Cincinnati, and PhD - Kent State University
Experience
I have over 27 years of active-duty service in the U.S. Army, retiring as a Lieutenant Colonel in 2010. I then accepted a position as the Dean of Arts & Sciences at Lakeland Community College. In 2018 I took the role of Director, Water Resource in Geauga County.
Volunteer/Community Service
Six years board member and currently Chair of the Geauga County Board of Mental Health & Recovery Services; Quartermaster, VFW #6519; Finance Officer, American Lgn #167.
The County Commissioners are the chief administrative officers of the county. They are the representatives of the citizens and voters of Geauga; they oversee numerous departments under their authority. Based on my extensive leadership experience, education and relevant government service (from the local to national) I strongly believe that my worldview would enhance the Board of County Commissioners in serving the best interests of the County. I have managed large budgets, led large organizations and very good relationships in our business community. I clearly understand what it means to serve our country - my mission would be to protect Geauga County's interests in all things, collaborate with County offices to ensure efficient government.
Common sense, grounded and experienced leadership that can plan for the future, address the taxpayers' concerns, and establish a work environment that promotes initiative, open communication, and harmony. This person needs an affable and open demeanor who is accessible to all citizens and employees. An individual that inculcates the essence of "public service for the public good" and one who is not egotistical. We need experienced public service leadership that knows Geauga County that serves the people and not themselves. I do not believe that being a politician is a qualification or quality necessary to being a commissioner.
1. Affordability, to include the cost of living, housing, and the issue of property taxes. Strategically plan for any development that impacts our costs.
2. Eliminating fiscal waste. Critically review our balance sheet, collaborate and not duplicate efforts, leverage county and local assets to reduce burdensome costs. Be innovative and leverage the experiences and successes our neighboring counties may have achieved.
3. Restoring authority to the taxpayer and voter. Based on my experience in the county, there is too much infighting and the usurpation of the Commissioners authority and role by other offices in the county. This has long term effects in terms of government efficiency and effectiveness of implementing policy.
Participating in such organizations is not an inherently bad idea. Coordinating major construction projects (roadways, water-sewer and other infrastructure) that span across NE Ohio counties is prudent and wise. However, belonging to such organizations have to be in the best interests of Geauga County. The MPOs are like any government agency - they can take on a life of their own and grow beyond their original mandate. If becoming a member of such organizations are intrinsically bad for the county's interests, then the county has to reassess its membership in the MPO or have our concerns addressed.
In my view, the Geauga County taxpayers must have more time in public meetings to (1) present concerns, (2) provide feedback to the Commissioners, and (3) inform fellow citizens on issues relevant to the County. On tendentious issues/concerns we should employ more public meetings, leverage technology to share information and livestream meetings, and enhance transparency. Technology can improve communication - we should look at online surveys or questionnaires that are common to other government-public agencies. We should develop a "Geauga County Scorecard" that measures success or failure based on established metrics; are we meeting established goals? A "State of the County" annual report or public meeting would help ensure accountability.
This is a hypothetical question that is difficult to answer given that the state is wrestling with this issue and trying to address taxpayer concerns, and even outrage. The Commissioners have only so much ability to directly impact the loss of funding, nonetheless, they can prepare for limited funding through prior planning - prioritizing the funding needs, developing contingency plans, and listening to the taxpayers as it pertains to the departments under Commissioner authority. Collaboration among all County Offices is paramount in order to have a coherent and reasoned plan to engage with the possible loss of funding. The County's leadership must be engaged with our state leaders in addressing the potential loss of funding.
