2017 Yellow Springs News Voter's Guide

VOTEr’s

HHH Guide HHH A special p u b l i c at i o n of the y e l low s p r i n g s n e ws

2017

About this Guide The Voter’s Guide 2017 contains information about the local candidates and the state issues that will appear on the Nov. 7 ballot for Yellow Springs and Miami Township residents. Candidates running for local office were invited to participate by submitting biographical information and responding to questions related to their contests. Asterisks (*) denote incumbent candidates.

Polling location All village voters — those who live in precincts 440, 441, 442 and 443 — and Miami Township voters who live in precinct 456 vote at Antioch University Midwest’s Multipurpose Room. AUM is located at 900 Dayton St., Yellow Springs.

For more information on directions, parking and accessibility, please contact AUM at 937-769-1818.

Precinct 440 consists of most of the nor th side of town, and precinct 441 includes the western part of Yellow Springs. Precinct 442 consists of much of the central areas of the village and downtown. Precinct 443 includes the south end of Yellow Springs. Precinct 456 surrounds Yellow Springs and is bounded to the north by N. Enon Road, to the east by Meredith Road, to the west by Cornerstone Trail, and to the south by Hyde Road and a property line southeast of Hyde Road.

Voters in Miami Township precinct 455 will vote at the Cedarville Baptist Church; the precinct includes the eastern portion of Miami Township, residences east of Grinnell and Bryan Park Roads.

Voting times and dates remain the same as in recent years. Polls will be open on Tues-

day, Nov. 7, from 6:30 a.m. to 7:30 p.m.

Early voting Early voting for the Nov. 7 general election is held at the Greene County Board of Elections office, located at 551 Ledbetter Road in Xenia. On Thursday and Friday, Oct. 26 and 27, hours will be 8 a.m.–5 p.m.

Hours will be extended Monday–Friday, Oct. 30–Nov. 3, 8 a.m.–7 p.m. Early voting hours will also be held Saturday, Nov. 4, 8 a.m.–4 p.m., Sunday, Nov. 5, 1–5 p.m., and Monday, Nov. 6, 8 a.m.–2 p.m.

Absentee ballots Voters applying for an absentee ballot are not required to state a reason, but they must provide either their Ohio driver’s license number or the last four digits of their Social Security number in order to receive a ballot.

Absentee ballot requests must be mailed to the Board of Elections. The deadline to request an absentee ballot is Saturday, Nov. 4, at noon; mailed absentee ballots must be postmarked by Monday, Nov. 6. Voters may drop off absentee ballots until 7:30 p.m. at the Ledbetter Road office.

For more information, contact the Greene County Board of Elections at 5627470 or visit www.co.greene.oh.us/130/ Early-In-Person-Absentee-Information.

Rides available The Yellow Springs Senior Center, 227 Xenia Ave., will provide rides to the polling location for the elderly or disbled. Call the Senior Center at 767-5751 two to three days in advance. The center is open weekdays from 9:30 a.m. to 4 p.m.

456

a l l p r e c i n c t s vote at Antioch University Midwest’s Multipurpose Room. AUM is located at 900 Dayton St.

N

440

456 441 442

456

yellow springs precincts and polling location

443

456

State Issues Voters will see two state issues, and no local or township issues, on the Nov. 7 ballot.

Issue 1 State Issue 1 is a constitutional amendment called a crime victim’s bill of rights, otherwise known as Marsy’s Law. It is named after a California woman who was murdered in 1983, and whose family came upon the accused murderer shortly after in the grocery store, not knowing he’d been released on bail. Funding for the petition that placed the bill on the ballot has been paid for by the brother of the murdered woman, who also lives in California.

The bill would provide crime victims with specific constitutional rights, including the right to be treated with dignity and fairness; to be notified about proceedings; to be heard at proceedings involving release, plea, sentencing, disposition or parole of the accused; to be notified of the escape or release of the accused; to refuse an interview or deposition at the request of the accused; and to receive restitution from the individual who committed the crime.

While Ohio already has a 1994 law that addresses the rights of crime victims, this law would replace the Ohio Victims’ Rights Amendent.

Supporters of Issue 1 say that it will expand the legal rights and privileges of crime victims and inform them of their rights.

Opponents say that victims are already protected by Ohio law, and that Issue 1 will lead to increased litigation, delays and costs to taxpayers. The Ohio ACLU opposes Issue 1.

Issue 2 Issue 2 is the Ohio Drug Price Relief Act. This bill would limit the amount the state and state agencies could pay for prescription drugs by requiring that costs paid by the state agencies be no more than that paid by the Veterans Administration, or VA. The agencies affected by the law include the Ohio Department of Aging, the Ohio Department of Health, the Ohio Department of Insurance, the Ohio Department of Medicaid and Ohio Department of Jobs and Family Services.

The bill would only affect those who receive drugs from those state agencies, not from private insurance, Medicare or other coverage. It would affect about 4 million Ohioans.

Supporters say the bill would bring down health care costs directly for the 4 million who purchase drugs through state agencies, and indirectly through pressure on drug companies to follow suit. Supporters also estimate the savings to the state as from $350 to $400 million, which could be put to other uses.

Opponents say the bill would only cover one third of Ohioans, and that drug companies could in fact respond by raising prices, therefore raising health care costs. Most of the $15 million funding from opponents, the largest ever spent on advertising for an Ohio state issue, is from the pharmaceutical industry.

2

H H H

Village council There are three seats up for election on Yellow Springs Village Council. The two highest vote-getters will serve four-year terms, and the third highest will serve a two-year term. The News asked the candidates to submit a short biography and respond to the following three questions: •W hat do you believe are the most important issues facing Council today?

•D o you believe it’s the role of local government to seek to keep the village affordable? If so, what should that role be?

•H ow would you like to see Council address economic development in the village?

What would you like to see happen on the land known as the CBE?

CHRISSY CRUZ

I have lived in Yellow Springs for most of my life, raising my children here and currently my teenage grandson. I have worked in the child care field and also as an business manager and IT specialist for a subsidiary of the SuperValu corporation for a number of years and currently have a home bakery.

I have served on the Human Relations Commission for three years now, first as treasurer and currently as the vice chair. I prioritize attending every possible meeting. I also show up prepared, having gone over the meeting packet thoroughly and researching the issues being brought to the table for discussion and action. I take on projects gladly and have been the one in charge of the neighborhood block parties, and various other community building projects.

I am active in the community in many areas. For the last several years I have been involved in collecting donations of school supplies and Christmas gifts for children in need.

I regularly attend Village Council meetings because I believe it’s important to keep up with the discussions and decisions being made by the folks sitting at the Council table. I frequently speak up in meetings because it is important that citizens speak up about issues that they care about and that their concerns are addressed by the members of council. Giving our representatives input and feedback is vital to helping them make decisions that are in line with community values and interests.

2 017 e l e c t i o n g u i d e H H H

It definitely is a part of the role of local government to keep the village affordable as that is what the community keeps saying is important to them. Taxes need to be well vetted to ensure we are getting our money’s worth. Utilities need to be kept reasonable. Local businesses should be provided support to grow and new businesses encouraged.

One of the issues that Council needs to address is housing, mainly affordable housing, especially rental properties and apartments. Many of the people who work here cannot afford to live here and many seniors who are usually on fixed incomes are impacted as well because it is hard to downsize due to lack of less pricey properties or lower rent payments.

High demand and low supply of housing has created artificial price inflation on housing. Home Inc. does good things for the community, but it can’t be the only thing that we are relying on to develop and build more affordable housing. I am inspired that Council has recently taken on this issue and is addressing it with surveys and a task force to figure how we can do this work best. I would like to be a part of the team that is doing this important work.

Also, economic development needs to be addressed. Local businesses need to be supported and one way to do this is to revive the Economic Development Revolving Loan Fund.

John Yung did not stick around very long as our assistant Village manager, but at the last Village Council meeting he attended, he presented an economic development report that pointed out the importance of this fund and also the mistakes that were made in the past and how to make this program better.

Although tourism has been strongly promoted as a way of maintaining our community, and no one can deny that it has been a good source of revenue, I would like to see an intensive business survey done to more clearly quantify its impact. The numbers of visitors have been steadily climbing over the past several years, but how much is it really adding to our economic sustainability and also how is it impacting our lives, the folks who live here including our community events and how we go about our daily routines?

I have my own ideas about what I would like to see happen on the land formerly known as the CBE, mainly ideas that would keep the land as much agriculture-based as possible, along with food production that would create jobs and revenue for the village. However, I have heard many more ideas for the land as well and believe it is an issue that has yet to be explored well enough to start jumping into any planning, other than what is an absolute like the offer from Cresco Labs.

I am passionate about Yellow Springs!

By my nature, I’m not a person who likes a lot of change but the world is ever changing and Yellow Springs as well. Accepting and acknowledging the need to change to keep up with the times while maintaining the spirit and history of the Village is important Yellow Springs is fortunate in that so many people living here are engaged in our community, mindful, talented and creative.

Going forward that is a gift and a blessing and it affords us the opportunity to figure out new and innovative ways to do things, ways that work better for our unique com-

munity and to address village needs.

Lastly, thank you for the opportunity to represent you on Council. I am a very accessible person and would be happy to answer any questions you might have about my thoughts on the issues that concern you or hear your ideas for how to shape this place where we live and love.

BRIAN HOUSH*

A former public assistance lawyer and small business owner, I have connected closely with the Yellow Springs community through working with the Arts Council and Little Art Theatre, leading the YS-Opoly initiative, and being Rails-to-Trails Conservancy’s midwest policy manager. REACH is my style: Rational + Engaged + Authentic + Collaborative = Housh.

After graduating from West Carrollton High, I received a BS in industrial and labor relations from Cornell University, then completed a JD concentrating in environmental law and an MBA concentrating in finance and entrepreneurship from Tulane University. While managing my corporate communications consultancy in Thailand, I chaired the American Chamber’s Community Projects Committee, which provided water tanks, libraries and teachers for rural schools. Running for state representative expanded my knowledge, network and resources.

I have ser ved the Village of Yellow Springs as a Council member for nearly four years, appointed vice president in 2015. The insights and skills developed as an attorney, managing director and leadership communications consultant help me to be a more effective local elected official. My Council liaison roles with the Economic Sustainability, Arts and Culture and Human Relations Commissions and the Community Access Panel have improved my ability to address critical community issues.

Question responses: • Affordability, village policing, maintaining a thriving community and Village manager transition are the priority issues for Village Council.

Facilitating continued sustainable economic development, construction of diverse housing options and innovative community development initiatives, e.g. fiber infrastructure to support broadband, promote affordability and reduce displacement of villagers by broadening the tax base and utility users. Completing a Glass Farm master plan and beginning construction of a diverse offering of housing choices is part of an overall strategy to improve affordabil-

YEllow Springs news

ity in Yellow Springs, and I am committed to facilitating growth of existing businesses and securing new sustainable businesses aligned with village values.

Executing the guidelines for village policing, recently refined by Village Council in collaboration with community groups, by identifying concrete behaviors, providing meaningful training and incorporating best practices supports the cultural change among our peace officers that institutionalizes the service-, community- and openminded attitude citizens expect; I have been actively involved in and committed to this process.

To deliver on our village values that emphasize being “welcoming” and encourage diversity and inclusion as well as our community commitments to environmental stewardship and quality of life, a renewed focus on climate action and active transportation planning as well as continued leveraging of grants and new revenue sources such as the lodging tax to promote arts and cultural projects is critical. I support paid parking for visitors as another revenue source for community development projects that enhance everyone’s quality of life. Our energetic nonprofits, community organizations and commissions do a great job innovating to improve the lives of residents; I will continue to work closely with these groups.

In 2019, Patti Bates will retire, providing an opportunity to continue the Village’s work to improve its ef fectiveness and efficiency; having led the hiring process that has given Yellow Springs a dedicated, hard working and lasting Village Manager coupled with my background in leadership training equips me with important insights to add value with succession planning and execution.

A primary reason I am seeking a second term on Village Council is that we have important projects in process, and I am confident that we can complete them in the next four years; my institutional knowledge, experience and determination will add value in continuing to move forward as a community. I appreciate your vote on Nov. 7.

• Do I believe it’s the role of local government to seek to keep the village affordable?

Definitely. There are policies and initiatives that local government can put into place to assist residents with affordability. I strongly advocate implementing Village programs such as Utility Round-Up and Revolving Loan Fund (financed by grants, not taxpayer dollars) to assist community members and small business owners who are struggling; these efforts should include educational resources to complement the financial support. Expanding the Village’s tax and utility base by facilitating growth of current businesses and encouraging new complementary businesses aligned with village values is critical along with developing our housing stock to provide more options, including rentals; actively pursuing community development opportunities, e.g. broadband/fiber, is also key. There are many entities, local and regional, that affect affordability, so it is important to maintain and develop strong relationships and partnerships so that the interests of Yellow Springs community members are fully represented.

One of my six commitments for my next term on Council is to facilitate transparency, accountability and citizen participation via “white papers” that provide information on critical issues, highlighting relevant meeting video, policy, minutes and legislative

YEllow Springs news

references to help clarify discussions so that community members can better follow and weigh in on matters that affect us all. “It Takes A Village” to effectively address complex issues such as affordability.

• Village Council’s focus on economic “sustainability” should remain our policy, encouraging resilient business activity that directly supports our creative community and a thriving downtown. Yellow Springs has incredible assets – great schools, locally-controlled utilities, diverse arts and cultural offerings, beautiful environs – that allow and direct us to be strategic about land use. I strongly support current Council policies that prevent ‘big box’/chain store development, encourage new businesses complementary to our existing ones, and attract organizations that provide good local jobs and are socially responsible. I would like to see a balanced development approach with the CBE, including several businesses aligned with village values intermingled with community amenities such as a dog park and possibly an arts and cultural center, community kitchen and/or makerspace.

A primary focus of my work as an elected official will continue to be economic development, an area of expertise given my policy, business and political experience. As the Economic Sustainability Commission Council liaison, I have deepened my exposure to strategies and resources for job creation, and I understand that community development, reliable infrastructure and service, and proper planning and zoning are critical success factors for securing “good” jobs.

Yellow Springs has intentionally positioned itself to attract innovative entrepreneurs and sustainable businesses managed by smart and progressive people. Our extensive recreational amenities, dynamic arts and cultural offerings, vibrant downtown, schools of excellence and many other factors create a quality of life that few communities enjoy.

The Village must continue to support local business expansion and be highly responsive to inquiries from “good fit” prospects, showing our willingness and ability to provide high quality utility and customer service. Being regionally connected will allow Yellow Springs to take advantage of opportunities in line with our goals. I have developed an extensive professional and personal network that promotes collaboration and allows me to add significant value with our local efforts.

LISA KREEGER

I have been a resident of Yellow Springs for nine years. I first fell in love with

H H H

2 017 e l e c t i o n g u i d e H H H

Yellow Springs as a student of the Antioch University Ph.D. in Leadership and Change program that brought me here each summer for program residencies.

I am an active community member. It has been my honor to serve the Yellow Springs Community Foundation (2015 to present), to coordinate the Yellow Springs Village Mediation program (2009–10), and sit on the Yellow Springs Kids Playhouse board (2010–12). I also sing in the Yellow Springs Community Chorus, with Bev Logan and in the World House Choir.

I made a major career transition in order to run for a Council position. Previously, I worked as a consultant helping clients to solve their toughest challenges and to navigate complex change. That work required weekly out-of-state and international travel. I knew that this was incompatible with my goals to serve the Village.

Now, I am a nursing professor. This position makes it possible for me to stay local and contribute more to our community.

I am confident that my unique combination of academic, professional, and community experience prepare me to work for you as a member of the Village Council.

Question responses: The most important issues are affordability, fiscal responsibility and inclusion.

Affordability: My work on the Council is to look closely at the cost of life in the village and to determine how our decisions promote greater affordability. It’s expensive to live in Yellow Springs. Home purchase costs are high and rental options are scarce. Our work in the Council is to take an innovative stance on what might be possible – working closely with community nonprofits – to make it possible for people to live and thrive in Yellow Springs.

Fiscal responsibility: My work on the Council is to maintain scrutiny on the budget to determine how our choices reflect on who we are as a community.

As a fiscally responsible member of the Council, I would take a stand to examine how the budget could be reallocated to improve the experience of life for all citizens in Yellow Springs, understand how incentives could attract minority businesses and employers who hire locally while maintaining a health overall budget to promote a strong bottom line for the economy Inclusion: My work on the Council is to promote courageous conversation and action that promotes inclusion and antiracism. The best Yellow Springs is racially and economically diverse and adamantly anti-racist.

It’s not enough to say “all are welcome here” and then to passively go on with business as usual. The best Yellow Springs is racially and economically diverse and adamantly anti-racist. To build a more inclusive community, I would take a stand that is: Pre-emptive: Always thinking forward about every issue. How does each and every agenda item before Council impact race and class inclusion in Yellow Springs?

Pro-active: Not standing by waiting for an idea or proposal. Instead, asking what should we do differently to promote inclusion?

Anti-racist: I am white, credentialed, and economically stable. These are all forms of powerful privilege. As a white anti-racist, I want to be an ally by actively calling out and doing something about the

system of race-based oppression that is woven into the fabric of our country and community.

Engaged: The Village gover nment should not work alone. My policy for engagement relies on the work of nonprofits and community members and other key community stakeholders.

• It is the role of the local government working along with other stakeholders including the school board, nonprofits, businesses and rental property owners.

Specifically, the role of local government is to make every decision based on a strategic understanding of how that decision will impact affordability now and in the longer term. It is imperative that the local government prioritize in collaboration with other stakeholders so that decisions are not made in a silo or without insight into future costs.

The Council also has the authority to develop utility rates that take citizen income into account. A low-income assistance program is needed. Additionally, the Council should consider the relationship between the condition of rental property in the village and the cost of utilities. Poor insulation and inadequate doors drive up the cost for tenants. The local government, landlords, and tenants all share accountability for living conditions in the village.

• Economic development should be addressed by a strategy to attract new businesses to Yellow Springs. The Council should develop criteria and a target list. Additionally, the Council should collaborate with the community to develop a new business incubator. For example, the Youngstown Business Incubator (ybi. org) is an example of a local incubator that has generated $39 million in revenue for the Northeast Ohio economy. The Council should focus on attracting minority- and women-owned businesses who will recruit employees that live in Yellow Springs.

The land known as the CBE would be an ideal location for a business incubator and to invite/expand new businesses in Yellow Springs. I also support the option agreement with Cresco Labs should that organization be granted a cultivation license.

TAKI MANOLAKOS

I earned my undergraduate and graduate degrees in economics at University of Massachusetts, Amherst, and American University in D.C. where I specialized in econometrics, development economics

3

and economic history. I have published several ar ticles in well-respected academic journals. For example, I published a study on the profitability of firms in the U.S. from the late 19th centur y to the present; an econometric analysis of environmental justice in Ohio, emphasizing the role of race and class in the distribution of costs from air pollution; and an analysis of environmental problems in India.

I worked at ISO New England as an analyst for several years after graduation. ISO New England is responsible for managing New England’s wholesale electricity grid and markets. My role was to help enforce regulations aimed at keeping the markets efficient and equitable. I have also been co-editor of a political magazine called Sanhati that focuses on Indian politics and social movements. Since moving to Ohio, I have been teaching in the economics department at Wright State University. I am currently on the board of the Yellow Springs Credit Union. I was also on the committee that mobilized the vote on a referendum on the Center for Business and Education, or CBE, in Yellow Springs.

Question responses: • The most important issues facing Council are improving local wages, affordable housing, and police reform.

Passage of a living wage ordinance and more affordable housing would improve our economic position and quality of life.

Higher wages entails, on average, higher income tax revenue, a more affordable village, and improved standard of living.

Affordable housing has many benefits, including better racial, age, and socioeconomic diversity. Police reform means ensuring that we have an accountable police depar tment, one that does not engage in practices such as racial profiling and harassment of the working class community. Police reform would also improve diversity by sending a clear message to all that the Yellow Springs community does not tolerate racist and classist practices. And that we are welcoming of all communities and identities.

I also believe that we should significantly reduce the police budget in order to free funds for more impor tant priorities. I would point out that Yellow Springs is a safe community, even accounting for the large tourist presence. We should explore options so that Yellow Springs can be the community it aspires to be. We should become a role model for other communities — something that is sorely needed in the current environment.

• Af fordability should be an issue addressed by Council, which is why I support passage of a living wage ordinance and more af fordable housing.

Affordability has many aspects, including understanding local wages, the high cost of housing, and high utility costs. It is important to point out that affordability is as much an issue of wages and salaries, as it is of the cost of housing. A living wage ordinance would increase wages for Village employees, Village contractors, and any firm in receipt of economic development assistance from the Village. This policy would compel many businesses to re-evaluate their wage policy. In terms of affordable housing, the Village should seek partners to develop the Glass Farm property as a housing development; we need to have affordable apartment rent-

4

H H H

als as much as family homes. I would like to see Council be more supportive of the efforts of Home Inc. to make housing in Yellow Springs affordable to working class people, especially those working in Yellow Springs. Affordability thus needs to tackle the twin problems of incomewage aspect, on the one hand, and the supply of affordable homes, on the other.

• We should prioritize the small-town atmosphere, and racial and economic diversity that many residents value. This means more emphasis on development and success of Antioch College. I was opposed to public funding of the Center for Business and Education, or CBE, because it did not have any firm commitments from prospective buyers. Additionally, the CBE proposal did not offer any convincing arguments about its desirability for the village and its residents. I support Council’s involvement in economic development that is consistent with increasing economic and racial diversity. To this point, we should leverage existing efforts to develop sustainable economic and living practices.

I particularly support the development of cooperatives as an alternative economic development policy. The aim of any policy the Council should undertake should support residents and increase our quality of life. We should aim to make Yellow Springs a more livable community that takes into account the needs of both the seniors as well as young families.

KEVIN STOKES

I currently serve as the director of information technology and media services at Antioch College. I am a member of the World House Choir, the Little Art Theatre Board of Trustees and the Yellow Springs 365 Project. I hold a bachelor of science in computer information systems from The Ohio State University and a master of science in education from the University of Dayton.

I have also served as the district specialist for adult career and technical education assessment for the Orange County Public School District in Florida and I am a certified project management professional, or PMP. While working in these capacities I have been responsible for leading large groups of individuals, managing large budgets, establishing business units, and bringing projects to completion with high quality products and processes, on time, and on budget. I have led the business operations for a faith-based community center in Orlando, Fla., and have developed leader-

2 017 e l e c t i o n g u i d e H H H

ship training programs at local area high schools. I have shown in my personal and professional life that I can listen to issues and equitably resolve differences between individuals and organizations. I believe these experiences have helped prepare me to be the servant-leader needed at this time.

Question responses: • My campaign will focus on advocating for discussion and legislative action across three broad themes: economic development and affordability; social justice and cultural competence; and the relationship between Antioch College and the Village of Yellow Springs. These areas of concern play a part in determining the quality of life for the residents of Yellow Springs. Economic development and affordability is the most critical of these issues as it has the most immediate impact on the most number of people and is key to the very viability of the village as it is today.

We need to strike a balance between the two sides of a modern Yellow Springs. On one hand, we want to maintain the village as a great place to raise children for folks who choose to live and work in the village, and as a center for music, the arts and culture.

On the other hand, we offer the village as an escape for tourists and our neighbors from surrounding communities. In making the village attractive to tourists, we have created a tourism and enter tainment economy supported, to a large degree, by dedicated working-class individuals who often struggle to afford to live here. We must attract business/industry and support the expansion of existing businesses in order to increase our tax base and make the village more affordable. Other strategies must also be implemented to encourage entrepreneurship so as to to develop new businesses organically. This is also a reason to strengthen the relationship between the village and Antioch College, as the college has proven in the past to be a place where the seeds of entrepreneurship have blossomed into businesses that for years have been pillars of economic stability.

I support actions by Village Council that have supported Smart Growth strategies such as: Planning where development should or should not go to help our community encourage growth in town, where businesses can thrive on walkable streets and families can live close to their daily destinations.

Developing and enforcing policies that protect the rural landscape to help preserve open space, protect air and water quality, provide places for recreation, and create tourist attractions that bring investments into the local economy.

Developing policies that support walking and biking to help reduce air pollution from vehicles while saving people money.

Further efforts must be implemented by Village government that continue to: Support expanding existing businesses and attracting new businesses, including helping businesses create jobs, encouraging entrepreneurship, enhancing fiscal sustainability by expanding and diversifying the tax base, and improving quality of life with new services and amenities.

Support workers to ensure that residents can successfully compete for employment opportunities and that all residents have the opportunity to benefit from economic prosperity by encouraging businesses to hire locally and to facilitate skills development opportunities.

Support a quality of life that will benefit both businesses and residents.

Another key component that I stress as part of my campaign is the affordability of living within the village. Based on the law of supply and demand, pressure can be applied to lower the cost of housing by increasing the supply of available housing in an attempt to meet the demand.

Village Council must further its efforts in establishing a legislative environment that will allow for the development of more dense housing configurations, like the Pocket Neighborhood Developments, and additional apartments for new families.

I sincerely expect that the results of the upcoming Housing Needs Assessment will provide a platform for having fruitful discussions and making proactive decisions about the future of housing in the Village.

The Center for Business and Education, or CBE, is a key evolution that I strongly support as a part of my proposed solution to the problem of allowing for greater economic development in the Village of Yellow Springs. The CBE is on the outskirts of the village, which is a prime area to allow for new businesses to develop offering light manufacturing, educational institutions, research labs, etc., and to also allow for existing local businesses to expand their production and storage capacities. This approach supports new business growth without negatively affecting our thriving downtown area. I am hopeful that Cresco Labs will be granted licensure as a medical marijuana cultivator, and that they will build their facility in the CBE. If that does not happen, it is still expedient for the village to invest in the infrastructure required to attract other potential new businesses, as it is unlikely that any business would locate to a property where the local municipality has not made such an investment.

Village Council must maintain a body of local business-friendly ordinances that minimize the expansion of large chains (restaurants and stores) in the Village while allowing expansion of existing businesses and the creation of innovative businesses that are consistent with our local culture. We must be able to decide what type of growth we want and the degree to which that growth will impact the historical and social-cultural aspects of our immediate region.

DAVID TURNER

I’ve lived in Yellow Springs for over thirty-five years. I’m a retired engineer, and in retirement started a repair business

YEllow Springs news

here in 2002. I like to solve all kinds of problems and I’m pretty good at it. I have been a member of the board of both the Antioch School and YSI. I tutor math in the local schools. I was a charter member of the Yellow Springs Arts Commission and am a member of the Justice System Task Force, the 365 Project, and its subgroup, the Young People Of Color.

I have almost 40 years experience working successfully with people of widely varying backgrounds and viewpoints. Due to my repair business, I’ve probably been in at least half the households in town and talk with many residents all the time. Consequently, I know lots of people and they know me. While people may disagree on how to solve the issues, a majority of villagers I talk to agree on what they are. I am a pragmatic idealist and I believe the best way forward in solving problems is to find common ground, see what CAN be done, and work on that.

Question responses: Affordability and increasing economic development while controlling expenses go together. We can’t rely just on affordable housing to provide revenue needed to support Village services. Attracting businesses will aid affordability efforts. Determine desirable types of businesses to attract, and court them instead of waiting for them to show up. Village government can’t solve affordability issues completely, but should identify what it can do and do it.

Most conversations center around the existence and scope of the problems versus what to do about them. Lamenting what we can’t do and fantasizing about things that are impossible to do are not useful ways to spend time. I prefer to consider what can be done and move in that direction.

• Yes, but only to the extent it can. Yellow Springs is a small village whose government has some powers and resources to use in this effort, but those are limited and must be used judiciously. The government’s main role is to support the services it is responsible for and keep expenses low and operate within its means. Costs we don’t control are rising and revenues we have less and less control over are falling.

The Village of YS is dealing with affordability just like residents.

The Village government cannot build houses but might investigate offering a sliding scale for utilities and taxes based on income. There are limitations on this approach, but it is the kind of thing to consider. (We cannot require police officers to live here, but offering similar breaks might help them live here too.)

Zoning and economic development are other tools available. Economic development would go a long way to increasing affordability for residents and keeping the village viable for many years to come.

• A survey would be helpful to evaluate the existing space in the village and its associated infrastructure (e.g., internet, utilities, phone, parking). Determination of what kinds of businesses are desirable would be useful. With this data, businesses could be courted more easily. We often say “no” to growth but need to be able to say “yes” to it soon. We can’t continue to hope someone shows up wanting to give us tax revenue.

Surveys and forums on CBE always end up with a good-sized majority of the population saying they want some economic

YEllow Springs news

development there. We don’t need anymore surveys to keep telling us the same thing.

We can work to entice the kinds of institutions we want to build there. Not retail or food businesses, we have lots of those.

More entities that pay taxes and offer jobs.

Board of Education There are three seats available for election on the Yellow Springs Board of Education. Each candidate would serve a fouryear term. The News asked each candidate to submit a short biography and respond to the following questions: • What’s the most important issue facing Yellow Springs schools? Are there issues you believe are being neglected?

• How do you feel the school board should address the school facilities issue? Where do you stand on building new schools versus remodeling existing schools? Do you believe a K–12 facility is a good idea, and if so, where should it be located?

STEVE CONN*

My family and I have lived in Yellow Springs for 13 years. In that time I have been a member of the Glen Helen Association Board and the Tecumseh Land Trust Education Committee, and I continue to serve on the Village’s Zoning Board of Appeals among other things. One of my children just graduated from Yellow Springs High School and the other will graduate this spring. In 2010–11, I helped write the district’s 2020 Strategic Plan and was then elected to serve on the school board in 2013. In addition to regular Board duties, I serve as the district’s representative to the Greene County Career Center Board. I was a board delegate at the most recent contract negotiations, and was one of two board members helping to direct the public engagement process evaluating our school facilities. I am a committed educator myself, having taught for 20 years as a faculty member in the history department at Ohio State and most recently at Miami University. I try to contribute to the public debate by writing for newspapers around the country, for the Huffington Post, and for the Dayton Daily News. You can find my opinions and ideas online —

H H H

2 017 e l e c t i o n g u i d e H H H

I’d love to hear your reactions!

Question responses: • I think the biggest long-term challenge we face is creating the kind of education we want for our children with the State of Ohio as an erratic and often counterproductive partner. The curricular innovations and educational change we continue to implement at our schools are achieving exciting results. Those results speak for themselves: Our work has received statewide and national attention, including in US News and World Report, and there is no better measure of the excitement our schools are generating than the number of other school districts from around the state who are coming to visit and learn from us.

At the same time, the funding we receive from the state is unpredictable, which makes our financial planning very challenging, and the mandates we receive from the state, like changing graduation requirements and regimes of standardized testing, often get in the way of our doing what we want to do.

• One of the priorities articulated in the 2020 Strategic Plan is to look at and assess the state of our physical facilities. Early in 2017 the board began to focus on this priority by hiring a firm to conduct a community engagement process to examine the issue and to consider a variety of options for new and/or renovated buildings. That began formally in March, and I’m really proud of just how much community involvement we’ve had and how open and public the process has been. Since March we’ve held five public forums, all very well-attended and lively; we’ve engaged our faculty and staff through meetings and surveys; we had other meetings with particular stakeholder groups; and we are now in the process of conducting a community-wide survey.

It seems clear to me that our school facilities are not in good shape. Parts of each building are over 50 years old, they were not built well at the time, and they have not held up under a half-century worth of wear and tear. I do not believe simply repairing what happens to be broken today is a responsible long-term solution.

There are plusses and minuses for all of the options we have considered. Our goal is to put forward to village voters a plan that is financially prudent while also serving our children as well as we can for as long as we can.

DAWN JOHNSON

Directing GIS for Warren County, Ohio, since 2002, and before that managing

projects and technical communications at Woolpert, I’ve endeavored to enhance civic responsibility and public engagement since the early 90’s. I coach and work with award-winning teams who develop GIS-based plans, databases, and applications that meet the demands of a wide variety of client types, including airports, utilities, and local governments. I have both private- and public-sector experience managing projects that range from public engagement and experience, quality assurance, data integration, systems modeling, plan implementation and plan life-cycle follow-through. I apply my skills to optimize return on investment, by engaging and listening to stakeholder-clients, then using and explaining institutional data whenever possible to create productive plans, operational efficiency, and client satisfaction. I employ mindfulness techniques to enhance the work environment and am an engaged communicator. I earned a B.S. in Agronomy and a masters in city and regional planning from Ohio State.

My sons, stepdaughter and stepson graduated from YSHS, and my granddaughter attended Mills Lawn last year. My husband, Bill, and I live on North High Street.

I want to know what you think about small town living, quality of life issues, and public education.

Question responses: • The 2015 American Community Survey from the Census reveals — in dollars — that we all really want to be in Yellow Springs. So much so that 50 percent of our renters and 20 percent of our homeowners — many of those without a mortgage — are willing to pay more than 30 percent of their monthly household income to live in their homes. The survey also tells us that our average house is valued at $175,000, broken down monthly that’s $1,400 for a mortgage plus escrow or more than $750 for rent, and even those households who’ve paid off their mortgages pay over $500 on housing expenses each month. For the purposes of a mortgage, a bank would say that most of us are living beyond our means, and would deny a mortgage — so about 750 of our families have to rent rather than own. These are hard facts.

We also have school facilities that are showing their age, and this too is a fact.

So what do we do at home when we are “mortgaged to the hilt” and the roof leaks?

Is it okay to say, “Get a bucket, honey, and we’ll make do, because I still love you?” Or do we say to our neighbors, or ourselves, “Since you can’t afford to fix it or build new, we should move away so someone with more money can move in?” That is the most important issue facing not just our schools, but our entire community. We have neglected to see how our votes for new buildings, whether at the polls or at council table, translates into our changing demographic.

I love my neighbors and hate it each time any family has to move away because they can no longer afford to stay. Young fathers and mothers tell me that they are paying 40 and 50 percent of their take-home pay to live here in small and sometimes poorly-maintained apartments and houses, and any increase, regardless of where it comes from, might push them down the road. I am hearing the same from seniors on fixed incomes, too. Who are we as a village? I’d like to think we are a kind, roll-up-our-sleeves, bucket-brigade, help our neighbors/help ourselves kind

5

of place. I’m willing if you are to take this challenge to live within our means and figure out together how we can continue to educate our children well by keeping and hiring the best teachers, even if we have to grab a bucket.

• I’ve heard the superintendent say they are basing their plans to build on the District’s 2020 plan (it’s on their website).

He called the plan “the culprit” at the late September McKee Group meeting. So, I reviewed their plan and did not see that same clarion call that they did. In fact, they surveyed every household, and the data from it shows that only 11 percent of the respondents thought redesigned class rooms were necessary at the time. And from the Strategic Plan Priorities sections it says verbatim: “Use what district has currently wisely and more efficiently.” And “YSS will explore different ways of structuring the education system in light of changing economic and demographic trends.” I think the school board should revisit their plan and use it to guide their actions … and if it is no longer serving our district, the board should revise it as methodically as they created it in 2011. But I see no place in that plan, as it reads now, that explicitly recommends building whole new schools.

I come from a “scrimp and save, make do” background. I believe we should always attempt to work with what we have before throwing it away. We will finish paying off our last building renovation in 2027. Throwing our buildings away now is like hauling our unpaid-for yet working car to the scrap yard just because it has an oil leak and a dented fender. Not to mention, considering landfill debris and carbon costs associated with new products, the most environmentally friendly building, is the one that is already built.

A single K–12 campus is a cost efficient layout that works for central planning operations like the State of Ohio and The Department of Education, there may even be some operational efficiencies at the local level, but I don’t know yet whether it works well for the education of our youth, or if there are really cost saving at the local level. Is there research that demonstrates that this approach will help us close our achievement gap? Is there solid research that demonstrates that K–2 in one campus is superior to separated campuses in other ways? I am looking, and if you know about this research, I’d like to see it.

STEVE McQUEEN

No response submitted.

6

H H H

AÏDA MERHEMIC*

I am the co-owner of YS Psychological Center since 1986 and have lived in Yellow Springs for 33 years.

Education: bachelor of arts degree from The Ohio State University and a master of science degree from Wright State University. YS Board of Education, 2005–present, president, vice-president, member, Student Review Board, Youth Leadership Forum. Antioch School Board, 1993–2001, president and treasurer.

Community activities: Greene County Women’s Hall of Fame, 100 Women of Greene County, Human Relations Commission, YSHS Theatre Arts Association, YS Schools Promise Committee, YS Schools Quality Education Standards Committee, YS Aquatic Club (Seadogs), YS Food Buying Club.

Work experiences: Springfield Family Ser vice Agency, Eastway Community Mental Health Center, Federation of Ohio River Cooperatives, 16th Avenue Food Cooperative, Columbus Community Food Cooperative, The Ohio State University, Women’s Action Collective.

Question responses: • My main focus is on educating children and creating captivating schools that our children want to attend. It is our obligation to support our students’ development by offering a variety of learning opportunities, both academic and experiential, enabling them to become creative thinkers and problem solvers of real-life challenges. Our current curriculum of project-based learning anchors an adaptable learning environment fostering each student’s grown and development.

By focusing on real-life experiences, hands-on learning and social emotional understanding, I believe that students have a more authentic learning experience, integrating their personal learning with more formal education. Encouraging them to embrace their education and their learning makes school more meaningful and gives them opportunities for active ownership and responsibility. It becomes, or really already is, their journey, which we have helped to guide and support. We, the adults, are their gateway into the yetunknown-possibilities of what’s next.

I would be negligent if I didn’t express my gratitude to our teachers, staff and administrators who do the hard work every day. They are fearless, lifelong learners themselves and can’t be applauded

2 01 7 e l e c t i o n g u i d e H H H

enough for their dedication. And finally, to our voters, who understand they we are educating future leaders and innovators and have consistently supported children and education in the district: Thank you, thank you all for your generous support.

• YS voters have overwhelmingly supported education for decades, even dubbing the village an “Education Village.”

Historically, and with pride, we have been a prudent and a financially resourceful school district. Presently, both the village and the school district are addressing critical infrastructure demands, resulting in a heavy burden on all of our taxpayers. It is incumbent on the board to thoroughly consider both the short- and long-term costs and consequences of each facilities option.

In 2011, the Board of Education committed to and implemented a strategic plan.

That plan was thoughtfully authored by many community stakeholders and has guided the board successfully since its inception. The 2020 Strategic Plan calls for the board to address facilities life cycles.

In order to include taxpayers’ voices, a community engagement process began in March of this year, facilitated by Reutschle Architects. There have been five public meetings and three Facilities Action Committee meetings that have included a variety of stakeholders. A professionally constructed phone survey is also currently being executed by Wright State.

As a current school board member, I want to assure the public that the board has not made any decisions regarding a building plan or location. We are, in fact, still educating ourselves, while also digesting concerns, feedback and objections raised by our community. Although we might not be able to resolve all the issues being brought forward, I do trust we will continue to take community concerns into account as we strive to make the best decision possible for our students and our community. Ultimately, no plan will proceed without the approval of voters. In my tenure as a board member, I have always taken community opinion seriously and never taken community support lightly.

I respect children and my professional background and commitment to them has shaped my career and my community service for a long time. My desire to support, guide and empower them drives my dedication and makes me want to continue in one of the most honorable positions I can imagine. Thank you for giving me this opportunity for the last 12 years. Please consider me for another four.

Mayor There are four candidates for village mayor, which is a two-year term. The mayor is recognized as “the official head of the Village for ceremonial purposes” and presides over Mayor’s Court.

The News asked the candidates to submit a short biography and respond to the following three questions: • What do you believe is the appropriate use of Mayor’s Court in the village?

• Is there a role for restorative justice in Mayor’s Court? If so, what is it?

• What are the personal strengths and expertise you would bring to the job of mayor?

PAM CONINE

I’ve been a public school educator since graduation from Miami University in 1973; five years as a social studies teacher in Piqua, Ohio, followed by 31 years in Yellow Springs middle schools — Morgan, then McKinney — where I was an intervention specialist, also teaching current issues and citizenship. Extracurriculars included coaching seventh-grade girls’ basketball and seventh/eighth-grade volleyball for many years, and advisor to the following: McKinney Student Council, ski club, photography and darkroom instructor, McKinney yearbook advisor and Power of the Pen interscholastic writing judge. I received village mediation training in 1992– 93. I’ve been an adjunct in teacher education programs at both Antioch College, 1991 to 1999, and Antioch Midwest, 2000 to 2009, joining the Midwest faculty full-time after retiring from Yellow Springs schools in 2009. I have undergraduate degrees in social studies comprehensive and physical education, and two master’s degrees, one in special education from the University of Dayton) and one in literacy acquisition/ reading specialist from the University of Colorado, Boulder. Now, I’m fully retired.

Leadership experience while in YS includes: president, YS Education Association in mid-‘80s; board member, YS Endowment for Education, 1992–96; team leader, YS McKinney Middle School faculty for 21 years; coordinator of PTO for 19 years; board chair, YS Community Council, 2008–13; board chair, YSHS GEM Award, 2009–present.

Question responses: • Mayor’s Court has a long tradition in our village. We have a mayor’s court for a reason. Historically, there has been a longstanding belief in Ohio that local affairs should be handled locally, and in a village our size, Mayor’s Court allows for this with certain traffic offenses, violations of municipal ordinances and misdemeanors.

It’s been revealing to watch the number of cases coming to the court decline over the years. One only had to measure the shrinking column inches in the Yellow Springs News to realize fewer and fewer cases were being assigned locally. I would follow the recommendation of the Village Justice System Task Force, which would like to see the expanded use of Mayor’s Court for violations that are permitted to be heard there. To quote from their Oct. 2, 2017 report to Village Council, “Officers

YEllow Springs news

have been increasing the use of Mayor’s Court for minor violations during 2017.”

This is a good sign. But the report goes on to note, “The issue of fully utilizing Mayor’s Court is complex.” Indeed. I believe we seem to be at a crossroads in how our Mayor’s Court is implemented, and having our first new mayor in 26 years will provide an opportunity for a close look at possible changes. What might these include? As stated, for starters, maximize the number of cases. Explore the possibility of a Teen Court. Increase the use of remedial or restorative approaches to accountability.

I would consider implementing any potential changes in Mayor’s Court only after carefully considering the Justice System Task Force recommendations, consultation with our Village manager, Chief of Police and current solicitor, and, of course, finishing the necessary state training. Crafting a system that would work for our local community while honoring the spirit of local control would be my goal.

Question responses: • In a village our size, Mayor’s Court could be the place where disputes are resolved using restorative practices and approaches. I would caution that one must be careful in using the term “restorative justice,” which is a very specific set of processes involving victims, offenders and community members in ways that may not be practical — not to mention legal — in a court room. That said, there are ways restorative approaches can be successfully incorporated into Yellow Springs Mayor’s Court. I will be attending the upcoming Antioch College restorative justice Symposium at the end of October, and I look forward to learning more about the potential for restorative justice/practices/approaches in our local Mayor’s Court. After all, a village such as Yellow Springs values community, and restorative practices could be useful in building and strengthening our community. Think of the possibilities: Village Mediation Program, Mayor’s Court, Restorative Justice.

We are so fortunate to have a wide variety of tools in our “justice system tool belt.”

• In 1979, I moved to Yellow Springs.

It was a very deliberate decision. Good friends in the community convinced me it was a great place to live, and they were right. I love living in the village and want to continue to be an actively contributing citizen. For over 38 years I taught village young people, worked with their parents, taught future teachers at Antioch College and Midwest, and contributed to village boards and committees. I believe I’ve been closely attuned to the dreams and difficulties of the families that comprise the community. My connection to the village runs deep.

Why mayor? Through my career and community work, I have experience dealing with the diverse population that is Yellow Springs. I’ve worked with all segments of our community — the youth, their parents, our ever-growing generation of elders — in varying capacities.

Now I’m offering to step up and represent the village in a new and different way.

Our mayor, while largely a ceremonial position, represents the village and I take that very seriously. I’d like to create a visible presence, expanding the educational possibilities of the mayor’s role through increasing visits to our village classrooms, helping young people to under-

YEllow Springs news

stand their role in a diverse democracy.

As a career educator steeped in the social sciences, I feel well-qualified to visit the schools, promoting local government, civic responsibility and civil discourse.

As a person who enjoys celebration and social activities, I look forward to weddings, ribbon cuttings, parades and other celebrator y aspects of representing Yellow Springs. As a life-long learner, I will attend the necessary mayor’s court trainings, continuing to research and expand my current knowledge of mayor’s court operations. I believe my skill set is ideal for revitalizing the position of mayor of Yellow Springs. Let’s keep our village diverse, welcoming, engaged, productive and, yes, fun.

LAURA CURLISS

I have been an Ohio attorney since 1994, a local government administrator, including Village manager and working for a mayor for eight years. As a lawyer, I have worked both sides of criminal cases — prosecution and defense — including jury trials. Further, I’ve worked as a judicial clerk. My undergraduate and legal training were at the University of Notre Dame and I also have a master of divinity degree from Yale Divinity School.

Yellow Springs is my home and I enjoy living here. My civic involvement includes the World House Choir, Yellow Springs Active Transpor tation Committee and Justice System Task Force, a Mayor’s Cour t subcommittee. I volunteer for many local causes. I enjoy taking walks with my dog, Neo; spending time with family; getting outdoors; attending local arts events and almost anything to do with music. My inspirations are Harriet Tubman, Mahatma Ghandi, Jesus, Dr. Martin Luther King, Jr., Dr. Catherine Roma, and so many others. I had the privilege of studying with Dr. Cornel West while at Yale and believe sincerely in his notion that “Justice is what love looks like in public.”

Question responses: • In shor t, the appropriate use of Mayor’s Court in the village is to change behavior without ruining lives. The collateral consequences of convictions, even in a Mayor’s Court, are multiple and create long-lasting hardship. While the mayor is a neutral and impartial judge of Mayor’s Court cases, judging can be done with compassion and an awareness of alternatives to strict “by the book” sentencing.

Young people especially should have an

H H H

2 017 e l e c t i o n g u i d e H H H

opportunity to learn from their mistakes due to lack of maturity. The mayor can hear minor traffic cases and most misdemeanors if these fall under the Yellow Springs ordinances. Right now many of these cases are being heard in Xenia Municipal Court. My hope is that in the future these cases will be heard in YS Mayor’s Court. Citizens want more compassionate and alternative dispositions and we have to start by getting the cases into the court. Then the mayor can implement alternatives to strict “by the book” sentencing, including restorative justice, as appropriate.

• Mayor Foubert and I had a conversation about restorative justice and the fact that he has implemented alternatives to traditional sentencing. Diversion is often used — e.g., dismissal or a reduced sentence if certain actions are taken, like driver’s training or community ser vice.

Restorative justice can go a step further in the appropriate case. Restorative justice means to restore the relationships affected by actions society has labeled to be “criminal.” A good example would be a case involving criminal damaging between neighbors. If relationships can be healed, then the community benefits and the persons involved hopefully will not return to court. In cases where a relationship can be restored, then a means can be found to do this. The Village has an excellent mediation program that may be able to play a role. If the victim is willing, then restoration counseling or mediation might be appropriate prior to sentencing or possible dismissal.

• I star t with the premise that the Yellow Springs mayor’s primary power is judicial. My personal strengths are experience with judicial functions, an understanding of criminal law, of constitutional rights, of criminal rules of procedure. The court is informal, for sure, and yet in order to protect the rights of the accused and to reach a fair decision under the law it must be run in a professional manner. All persons involved need this — the police, defendants the community. I have seen how the “system” breaks down when the criminal law, or the rights of the accused, or defenses, or procedure are not properly followed or applied. I have represented people where this has occurred. This is why I have been attending the Justice System Task Force meetings and been involved with the Mayor’s Court subcommittee.

The mayor also has other duties and I have eight years’ experience with the ceremonial duties such as oaths and civil marriages.

Another area of expertise is in government funding and operations. I am concerned as much as any taxpayer about the cost of government services. My hope is that we can operate a Mayor’s Court in a professional manner and for the lowest fiscally-responsible cost.

In summary, I would like the opportunity to serve the people of Yellow Springs as mayor. I feel that my legal experience and background enable me to be a neutral and impartial judge, to apply the law fairly and compassionately, to hear bench trials under the rules of evidence, the constitution, and criminal procedure and to implement case and sentencing alternatives where appropriate.

CATHERINE PRICE

I am a retired pharmacist and healthcare educator. I have worked in hospitals and public health clinics with a focus on patient education. I found early on that increased knowledge of one’s body mechanics and physiology decreased the need for some prescriptions and increased the proper use of others. I have also worked as an assistant in pain research in a hospital setting, elucidating the influences on the nature of pain. Additionally I have explored alternative health approaches, completing mentorships in meditation, ontology, massage and biodynamic cranial therapy. I have three children and 23 years in Yellow Springs.

Question responses: • The appropriate use of the Mayor’s Court should be for limiting danger — and annoyance — to residents in the community and for education and counsel for the offender; the court’s temperament should be inclusive rather than divisive and should result in a smoothly run community Mayor’s Court is our own local cour t that handles misdemeanors and traffic violations; any case that qualifies for the Mayor’s Court should be heard there.

The majority of cases heard here are for traffic violations, including the first driving under the influence and driving without proper insurance. Also heard are cases related to pets, such as dogs running loose or dogs without proper vaccines or registration. The court also handles criminal misdemeanor cases such as possession of marijuana and drug paraphernalia.

Because spartan efficiency is required to work through the large caseload in the municipal court, the experience can be nerve-wracking and alienating, having an “us versus them” flavor. In our village Mayor’s Court, the defendants will find that they are a person with a name rather than a number on a crowded docket. Conversation can happen, one human to another.

In addition to the penalties required by the state and local laws, I strongly believe that education and counsel leading to an an understanding of the logic behind the ordinance is important for the defendant.

This is the kind of personal attention that can be given in a small local court such as ours. I like to see our Mayors Court run in the true Yellow Springs tradition: We do it our way. We try new approaches. We have an emphasis on education and our humanity, our relationship to each other. That is

7

what is ultimately the appropriate goal for our court.

• Restorative justice asks that we treat the defendants with compassion while bringing them to an understanding of the larger context of their behavior and its negative impact on the community. It also includes the act of making amends to those who are hurt. We might tend to associate restorative justice with “hard” crime where there is an intended victim.

Although the Yellow Springs Mayor’s Court hears what might seem like minor violations of the law and ordinances, restorative justice can play a role. For instance, someone presenting a traffic violation of speeding can be led to a deeper understanding of the possible impact on the community: Speeding increases the chances of an accident which could involve hurting others as well as themselves. Same for driving under the influence.

I would love to try some new ways of handling those cases, in addition to what is legally prescribed. How might it affect someone who has been cited for speeding if they were to be asked to evaluate possible outcomes and risks of speeding, understand possible danger to others, and then write an essay for the court detailing their understanding with a sincere apology to the community? It would be great if that could be posted in a public place, as part of the mayor’s report — perhaps in the Yellow Springs News! Not to shame anyone — it could be posted anonymously.

It might even help inform others. In this way, the defendant can come to an understanding of why there exists a law, the impact on others — and themselves — of breaking it, and a chance to make amends through introspection and apology. Sometimes a simple fine doesn’t really get to the heart of the matter.

Another example: Marijuana use may no longer be a criminal misdemeanor — those laws are in a state of change — but those coming into the court for possession could have the “book thrown at them” — a science book, to be specific. How enlightening it might be to require research and a written report on the neurophysiology of cannabinoid receptors. Informed choice is true freedom.

Stated simply, thoughtful education and encouragement can have a deeper effect in a person’s life than fining and shaming.

• I like to educate and inform, to take an issue down to its roots, see what’s underneath, and to break ideas into smaller parts that are easy to convey. I also love to improvise, to try new approaches.

The court should not be an intimidating place, rather it should be a place where insights and amends can happen. I am ver y approachable, which lends itself to the personal flavor of the court here.

Simply, I would love to enrich our sense of community by supporting increased use of our court and by making it very personal, which would be my approach. I just love our village, and I do feel I represent something fundamental about Yellow Springs and its long and soulful history of experiment. My interests run the range from science to metaphysics; my eclectic lifestyle represents the diversity we pride ourselves for! And most importantly I would be most happy to have the chance to share my vision with others.

8

H H H

GERALD SIMMS

2 017 e l e c t i o n g u i d e H H H

Miami Township trustee The Miami Township Board of Trustees has two seats available; each is a four-year term. The News asked the candidates for trustee to submit a short biography and answer the following three questions: • What do you see as the most important issue facing the Township Trustees?

• Should the Township be committed to greenspace preservation, and if so, how?

• What should priorities be for the township’s new fire department?

I have lived in the village for almost 50 years. I have a bachelor of science degree in business management from Wilberforce University. I am a member of The 365 Project working with the Young People of Color, or YPOC, project as cofounder with John Gudgel. I served on the visioning committee for Yellow Springs and the Miami Township. I retired after 30 years of employment at Wright-Patterson Air Force Base. My duties included cost estimating, developing / managing budgets, financial management, program management and problem solving. The voters elected me to two terms — eight years — on the school board and two terms — six years — on Village Council, on which I am very proud to have served.

The experiences that I have gained from these positions will ser ve me as your mayor. I listen carefully to every issue, don’t rush and use fairness in making my decisions. I look forward to serving this great community of Yellow Springs as your mayor. You can contact me by email: gssimms12 @gmail.com.

Question responses: • Mayor’s Court has specific cases that can be heard. I feel that if Yellow Springs had a Village prosecutor, the appropriate cases would come before the Mayor’s Court.

• After speaking with the present mayor, he repor ted that he has used restorative justice principles for many years, which I plan to continue upon my election as mayor. I also will be attending the Restorative Justice Symposium that will be held in late October, which will further prepare me for the duties of mayor.

• The personal strength and expertise that I will provide as mayor of Yellow Springs consist of listening to the facts — which is so important in this position.

During my tenure on the school board and Village Council, I always exhibited patience and fairness. This will continue to carry over in the Mayor’s Court.

Mediation has proven to be a valuable asset for the Mayor’s Court. This is another skill I will be utilizing when appropriate, due to the fact I have already completed mediation training, provided by the Village Mediation Program.

words, it will always remain a natural green space. Glen Helen, John Bryan, Clifton Gorge and the bike path are all green spaces that attract people who appreciate the natural beauty and also shop, dine in the villages. In essence, our green spaces help fuel the economic engine for Miami Township.

• The priority of the fire department has always been to provide the highest degree of care. Over my 16 years as trustee, I have seen that commitment grow to include better education, better equipment and a push to increase volunteers.

YEllow Springs news

effective way to maintain open space. Our zoning code should continue to favor farming.

• We need to encourage volunteers in the fire and rescue service. Volunteer departments are under stress. The community needs to be reminded of the remarkable service provided by our volunteers.

One example would be to feature a “volunteer of the month.”

LAMAR SPRACKLEN*

DON HOLLISTER

MARK CROCKETT*

I have lived in Yellow Springs (Miami Township) for 44 years and I have served as a trustee for 16 years. I have been married 42 years to Gail Zimmerman and we have two grown children. Justin is a Fairborn fire fighter and paramedic.

Sara is a revenue management specialist at Ohio State University. We have five wonderful grandchildren. I am a graduate of Wright State University with a B.A. in art. After receiving my degree, I first worked making jewelry for a Springfield business before my wife and I opened our own shop, Rita Caz Jewelry, in the village.

Just this spring, we retired and closed the Kings Yard store after 31 years. Over the years I have enjoyed serving the community as a chairperson of the Arts Council and making the pulled pork for the fire station’s open house fundraisers.

Question responses: • The most important issue facing the township trustees is the building and funding of the new fire station to make it work for the needs of the fire fighters and the community.

• Historically, the Township has been committed to greenspace preser vation.

For example, when the Girl Scouts camp was being sold, the trustees helped support an easement which was promoted by the Tecumseh Land Trust. In other

Don Hollister is a lifelong resident of Miami Township, with local service including Boy Scout Explorer Post advisor, Village Plan Commission, Village Council, interim director of Glen Helen, Friends Care Center Board and Tecumseh Land Trust Board.

Hollister has also been active as a state and local policy advocate, including 2014 Ohio Farm Bureau Healthy Waters steering committee, Director of Ohio League of Conservation Voters ($50 million per year for the Clean Ohio Fund for agriculture, conservation land, bike trails), 1983–86 policy analyst for Ohio Governor Celeste, 1972 chair of Commercial Areas Planning Task Force (Yellow Springs “one downtown” policy).

Currently Hollister works for the Arthur Morgan Institute for Community Solutions as senior fellow. They recently bought a farm west of town and he is assisting in the formation of a Center for Regenerative Agriculture.

Question responses: • Community involvement in and communication about our existing ser vices should be our highest concern. With a new facility being built in a residential area, the Miami Township trustees can no longer operate under the radar. I will help publicize the good work of our volunteer fire department. Notes in the newspaper, updating the miamitownship.net website and broader use of social media are examples of what could be done.

• Support for agriculture is the most

I am the general manager of a family limited partnership that I have established during my adult life. I am accustomed to making decisions concerning our agribusiness that most certainly affect our farm growth and our standard of living. As a trustee for 16 years, I have been a faithful steward of not only the finances, but also the responsibilities of this office. As with my farming partnership, I am well aware that every decision I make as a trustee affects lives.

Question responses: • The most important issue is completing the fire station in a responsible manner.

We have met many times with the architects to make decisions concerning financial issues, building materials, a practical configuration of building space and other construction choices. The new station will be in use for many years, so it deserves careful attention.

• Yes, the Township should be committed to greenspace preser vation. As a trustee, I have asked people who are interested in preserving their family farms to be on the Township Zoning Commission and Board of Zoning Appeals. These people meet every month without pay to make zoning regulations that not only favor greenspace preservation, but also encourage entrepreneurship that is favorable to the Township.

• We should make every effort to continue our support of the volunteer fire department. To accomplish that, we need to provide good equipment and working conditions. We also need to improve efforts to recruit more people; the top priority is to provide a fast, well-trained response team.

Miami Township is fortunate to have an excellent fire and rescue department.

Nobody will ever deprive the American people of the right to vote except the American people themselves and the only way they could do this is by not voting. — Franklin D. Roosevelt