General elections are Tuesday, Nov. 8.
The same questions were posed to each of the respective candidates in their respective races. They all had the same amount of time to return their answers.
We hope you’ll use the information contained on the following pages when making your decision this Nov. 8 in the general election.
Bruce Bulman: Candidate District 3
CA: Tell us about you i.e. name, background, why you’re running etc…
BB: I was born and raised on a dairy farm northeast of Caledonia. I am married to Diane and we moved back to the Caledonia area in 1992. We have three grown children, Anna, Paul and Thomas. I work as an independent insurance and securities representative. If elected I hope to participate in restoring confidence in county government by advocating for conservative common sense solutions to the challenges facing Houston County.
CA: Are the current ordinances in our county working?
BB: The list of ordinances on the county’s website is stated as being a partial list and I have not reviewed any which may exist and are not listed on the site. As to whether or not various ordinances are working, I am quite sure that individuals of various positions on any and all of the existing ordinances are to be found within our County. I am in favor of regular scheduled review of all ordinances to determine continued need and legal validity. I am a believer in keeping things as simple and understandable as possible for all parties involved. Simple and understandable are not two adjectives I would use for some of the ordinances I read through on the County’s web site.
CA: What needs to happen by way of enforcement of the ordinances that either are, or will be in place?
BB: If an ordinance is needed and legally valid, it should be enforceable. If it is unenforceable or not equitably enforced with current staff, what is the point of having the ordinance? County residents are already overburdened by the current size and budget of our County government. Is it important enough to justify expenditure of the limited commodity of staff time and effort for enforcement? If not, then what is the point in having it?
CA: What solutions would you propose to the ongoing highway department shop discussion?
BB: There is no doubt in my mind that the current site can be used to build new and/or improve current facilities so that the needs of our highway department will be met both now and in the foreseeable future. The input of experienced citizens having experience in the construction and/or use of similar maintenance facilities is invaluable and should not be ignored.
CA: What is your vision for the historic jail building?
BB: I enjoy and value history and believe that there has to be a useful purpose for such a solidly built historic building. I am not in favor of demolishing it. I have no specific ideas at this time, but I am very interested in exploring creative ideas folks may have.
CA: How would the public comment portion of the meetings look if you were elected?
BB: I am in favor of public comments near the beginning and even during each meeting as issues come before the board; as long as they are conducted in an orderly and respectful manner by both the board and our constituents. I am an advocate of the Golden Rule and Roberts Rules of Order in the conduction of public meetings.
CA: Where do you stand on the need and implementation of hiring a county administrator?
BB: I am generally not in favor of adding another level of bureaucracy. I am interested in how counties of similar size and demographics conduct their business in this regard. If this were done, it should be revenue neutral and could possibly come about by a substantial reduction in the pay and benefits afforded to the Commissioners as well as other cuts in the budget. The time and effort required of commissioners would need to be substantially less than currently is the case.
CA: What can be done in your mind to regain the public’s trust in the county government?
BB: The ability to listen and show respect for the thoughts and concerns of our constituents as well as the ability to exercise fiscal restraint are paramount to regaining the public’s trust. We will not always agree, but we can strive to treat others as we would like to be treated.
CA: Taxes have increased significantly at the county level in the past several years. What can be done to help reverse or slow that trend?
BB: Increases at the rates of the last number of years are not sustainable. Is it possible that we are doing more than what we really have a need to or even can do on an ongoing basis? Department heads should be tasked with providing actual recommendations for reductions of a specified percentage; say 10 or 15%. This would provide the Board with concrete scenarios to consider. New revenue is best received do to a positive change in the County’s tax base. See the answer to number 10.
CA: What more can/should be done at the county level to help attract and grow businesses?
BB: What are the factors that cause current businesses to remain in Houston County and what are the factors that cause those from outside our area to cross us off their list of potential places to relocate? We must do our best to protect and maintain those things currently attractive and strive to resolve those detractions that are within our ability to change.
CA: Give me an example from your past that indicates your ability to serve the constituents.
BB: I grew up on a family dairy farm and have been self-employed since 1983. I understand that both individuals and governments must live within their means or suffer the consequences of their folly. If I gain your support and become commissioner, I will strive to bring this type of approach and understanding to County government.
Scott Connor: Candidate District 3
CA: Tell us about you i.e. name, background, why you’re running etc…
SC: My name is Scott Connor and I have lived in Caledonia for most of my life. I am married to Kim and have three adult children and two grandchildren. I recently retired from the State of MN Dept. of Transportation. I have an Associate’s degree in civil engineering. I am running for county commissioner because I believe this county deserves representation by someone who has no agenda other than to serve the people of the county. I will put the time and effort in that it takes to make informed decisions using common sense. I truly care about this county and hope to see it become united once again.
CA: Are the current ordinances in our county working?
SC: Prior to making any changes, I would need to gather factual information on the ordinances themselves; their purpose and the ability to enforce them. Are they needed? It’s important that they are clear to all taxpayers and enforceable.
CA: What needs to happen by way of enforcement of the ordinances that either are, or will be in place?
SC: Ordinances that are currently in place need to be evaluated regularly and if they are unenforceable, the ordinance should be revised or discontinued. I believe it’s important to enforce ordinances consistently and would only support the process of change if the new ordinance is necessary, effective, and enforceable.
CA: What solutions would you propose to the ongoing highway department shop discussion?
SC: I believe the taxpayers have spoken loud and clear about this. They do not want the highway shop located by the high school. I would propose that we build on the existing site and pursue other options for any storage as needed to minimize tax dollars spent. We need to start with something that is realistic now and may be able to pursue other land options in the future if needed. I also believe that the county highway shop should remain in Caledonia because it generates revenue for our local businesses.
CA: What is your vision for the historic jail building?
SC: I would like to review all options available to maintain this building as an historical site without putting the burden of cost on the taxpayer. I would like us to pursue grants to make the necessary updates for it to be a viable option to lease or rent. I hope that it can be utilized for sound, economical reasons.
CA: How would the public comment portion of the meetings look if you were elected?
SC: I believe the public comment portion of board meetings should be returned to the original format. We should be able to have professional and respectful communications. We are a community of people who care. We need to understand and respect that during the meetings. There also needs to be a sense of understanding that we are not always going to agree on everything and that can be a good thing. We will remain stagnant as a community if we do not allow different ideas and differences of opinions be expressed and heard. Problem solving should be the focus.
CA: Where do you stand on the need and implementation of hiring a county administrator?
SC: I have not seen a job description for this position nor do I know the costs involved. Unless there is other information or reasoning that I am not aware of, I would not support adding this position to the county.
CA: What can be done in your mind to regain the public’s trust in the county government?
SC: Being open, honest and transparent is critical to gaining the public’s trust. Listening to all taxpayers concerns and suggestions is also vital. Professionally run meetings that allow the public to communicate and be heard are needed. Help people understand that due to the volume of opinions and ideas, it is impossible to make decisions that everyone is going to agree with. We need to recognize that we are thinking about our future as a whole and develop short and long term goals that bring this county together and keep it together.
CA: Taxes have increased significantly at the county level in the past several years. What can be done to help reverse or slow that trend?
SC: The commissioners have to take a lead role in lobbying our legislature to minimize and/or decrease the state mandates that are no longer being funded or funding was significantly reduced. We also need to be creative to attract new businesses and maintain our current businesses to increase the tax base. We need to welcome and encourage community input and ideas to help the county entice employers and businesses.
CA: What more can/should be done at the county level to help attract and grow businesses?
SC: As a county we need to be aggressive in the pursuit of businesses that are looking to start, expand and/or re-locate by promoting the quality of life this county has to offer and the success our existing businesses have experienced. This is one of the most beautiful parts of the state. We have clean air, safe neighborhoods, quality education, strong sports and art programs, just to name a few of the things this county has to offer. There are also grants, tax incentives, and other funding available to acquire which assists businesses with start up and maintenance that we need to pursue.
CA: Give me an example from your past that indicates your ability to serve the constituents.
SC: I have 34 years of experience working for Hennepin County, Houston County and the state of Minnesota collaborating with city, township, county, state and federal governments and agencies. I have a great deal of experience with multi-agency funding and appropriations. Throughout this experience I have been able to assist many of these agencies work through various projects and challenges. I believe the relationships that I have developed over the years will be an asset as a county commissioner.
Judy Storlie: Candidate District 1
CA: Tell us about you i.e. name, background, why you’re running etc…
JS: My name is Judy Storlie. I’ve been a lifelong resident of Houston County. I’m running for county commissioner for the First District. I have been the commissioner for this district for the last four years. I am running again because I’m very invested in Houston County. During the last four years I’ve taken every opportunity to learn about and for the county. I would like to continue as commissioner because I feel I do a good job for the county.
CA: Are the current ordinances in our county working?
JS: We have 14 ordinances in Houston County. I feel we do a good job of keeping them up to date. We have passed ordinances on smoking, e-cigarettes and peddlers in the last four years. The ordinance that gets the most attention is our zoning ordinance. I feel we are making some very good changes in this ordinance. I believe it’s important to take the time to research changes before they are made. So yes I feel the ordinances are working.
CA: What needs to happen by way of enforcement of the ordinances that either are, or will be in place?
JS: I feel we are doing a good job of enforcing our ordinances and I think this will continue.
CA: What solutions would you propose to the ongoing highway department shop discussion?
JS: First, I hope that everyone realizes the need we have as a county for a new highway department building. I don’t feel we can accomplish this project unless we have the support of the people in the county. One thing to remember when you build a government building you have to meet standards that private buildings don’t. Every year we put off building this highway building the costs continue to go up. I think it’s time to move forward with this project. We need to build for our needs now but also have space to grow in the future.
CA: What is your vision for the historic jail building?
JS: We are applying for a grant to do a study of what the historic jail can be reused as. The building is on the Historic Registry and it deserves to be well researched before a final decision is made.
CA: How would the public comment portion of the meetings look if you were elected?
JS: As the chairman of the board at this time, I feel our public comment period works well. People have the opportunity to speak to the board as a whole on the first and third meetings of the month. Each person is given two minutes to talk. This is not the only way to communicate with the board. I try to always be available for my constituents concerns or questions. It is important to remember our meetings are business meetings and we have a responsibility to conduct them in an orderly and professional manner.
CA: Where do you stand on the need and implementation of hiring a county administrator?
JS: Most counties in Minnesota have either an administrator or coordinator. I have been talking to many commissioners at meetings around the state about their experiences, pros and cons, with having an administrator. Houston County is very fortunate to have dedicated department heads who work well together. I’m sure Houston County will have a need for an administrator; I’m just not exactly sure when this should happen.
CA: What can be done in your mind to regain the public’s trust in the county government?
JS: In my mind, this question implies there isn’t trust in county government. I consider myself trustworthy. I work hard to be informed on each decision I’m expected to make. I take my job as a county commissioner very seriously. One of the reasons I’m proud to be a county commissioner is that this is the purest level of government. It’s nonpartisan and it is the closest to the people we serve. I hope the people of Houston County do trust me and the board to make good decisions.
CA: Taxes have increased significantly at the county level in the past several years. What can be done to help reverse or slow that trend?
JS:Taxes are a very complicated issue. I wish there was an easy answer to this question. As soon as you think you might have it figured out another level is added in. Being a good steward of the money entrusted to county government is a great place to start. County government is based on services provided to the people of the county. Unfortunately the cost of providing these services continues to rise. It’s time to get more creative. How can we draw more people and businesses to Houston County to increase the number of people sharing the cost of these services?
CA—What more can/should be done at the county level to help attract and grow businesses?
JS: Our Economic Development Authority (EDA) is working hard to attract more businesses to the county and to help retain business. We have provided gap funding and help to connect business to services offered through Department of Employment and Economic Development (DEED). EDA is a great starting point to help recruit business to our county but there is more we can do. Focus on the positive things in our county. Promote tourism. Every time someone visits our county the experiences they have could lead to them promoting our county or even moving to our county. Everyone needs to be welcoming to people moving into our community. If someone has an idea for a business they would like to start encourage them to pursue it. Let’s work together to promote Houston County as the great place it is!
CA—Give me an example from your past that indicates your ability to serve the constituents.
JS: I have worked hard to be a very well informed commissioner. I attended meetings, policy making conferences and trainings offered by The Association of Minnesota Counties (AMC). Connecting with AMC helps bring support to the county by keeping commissioners informed of what is changing at the state level and what we can do about these changes at the county level.
Jack Miller: Candidate District 1
CA: Tell us about you i.e. name, background, why you’re running etc…
JM: Jack Miller, wife Janet, daughters Emily and Elizabeth, three grandchildren. My wife, the former Janet Waldow, was born and raised in La Crescent and we likewise raised our daughters in La Crescent. I am a Vietnam Era Veteran who worked 10 years as an administrator at Viterbo and 22 years as a manager at Aramark Services. I have also been part owner of a very successful small business, was elected to three terms as La Crescent’s mayor and was elected as a Houston County commissioner where I served two years as board chairman.
I have Bachelor’s and Master’s degrees from UW-La Crosse, as well as many years of involvement in church and civic affairs. In the past, I served on the church council and taught Sunday School at Prince of Peace Church and was a board member of Bethany Homes during the planning of Bethany Riverside. I belonged to Rotary for many years prior to my retirement and received the Paul Harris Fellowship Award for “Service above Self.” I am a 21 year member of the Mount La Crosse ski patrol, a Riverfest Commodore since 1994 and a past president of the River City Water Ski Team. As a family, we hosted two foreign exchange students and three world class junior water skiers from Russia.
I am running for Houston County District 1 Commissioner because I care a lot about La Crescent and Houston County and have been very disappointed at some of the actions and attitudes of the incumbent commissioner from La Crescent. I believe I have the experience and demeanor to get the board back to a smoothly operating board that treats all constituents fairly and controls spending in our county.
CA: Are the current ordinances in our county working?
JM: For the questions of whether county ordinances are working is difficult to answer without more specifics. If the ordinances don’t seem to be protecting or regulating what was intended, then they aren’t working. If their enforcement is not equitable across the county, then it would seem they aren’t working. Perhaps there is a staffing issue with enforcement. This is an issue that I would study thoroughly if elected to determine whether significant changes are needed or not.
CA: What needs to happen by way of enforcement of the ordinances that either are, or will be in place?
JM: What needs to happen by way of enforcement of the ordinances is consistency and follow -up. They need to be enforced fairly for everyone and the consequences for violating ordinances has to be timely and guaranteed. Lax enforcement will only encourage non-compliance by violators.
CA: What solutions would you propose to the ongoing highway department shop discussion?
JM: I have previously opined on the highway department shop and my opinion hasn’t changed. I believe the shop should be built on the current site and should be built for no more than $1 million. Mrs. Storlie’s assertion that 20 acres is needed because the townships want the county to take back township road maintenance and snow plowing is completely false. One can call township supervisors to discover that there is no such plan.
CA: What is your vision for the historic jail building?
JM: Since the historic jail building is registered as a historic building, it makes some decisions more difficult, particularly since it is tied to the current courthouse building. If someone can come up with a cost effective use of the building, I would support it. I think the exterior is classic but the interior is badly in need of repair. I have been told that a new EDA person has some ideas, so I would be interested in learning more about those ideas. It would be nice to preserve it for some useful purpose but I would want to avoid it becoming an on-going money pit.
CA: How would the public comment portion of the meetings look if you were elected?
JM: If I am elected, I would want public comment allowed throughout the meeting if the comments are relevant to the discussion at that time. The county board represents the taxpayers of the county and should encourage and appreciate their input. I would also advocate for one meeting per month to be held in the evening to make it more convenient for the public to attend.
CA: Where do you stand on the need and implementation of hiring a county administrator?
JM: I believe there could be significant advantages to hiring a county administrator. However, I would only move in that direction after thoroughly studying the idea and looking most closely at the cost feasibility of the added position. I would not even consider adding the position until other costs were adjusted. At this time, I would definitely not move to add any more administrative costs.
CA: What can be done in your mind to regain the public’s trust in the county government?
JM: I believe public trust comes from fair and equal treatment of all citizens. There have been a number of instances where this has clearly not been the case. Also, uncontrolled spending for questionable purchases does little to build public trust and confidence. Additionally, I believe ignoring strong public sentiment, such as opposition to locating the county maintenance building by the Caledonia H.S. creates feelings that taxpayers’ thoughts and feelings don’t count.
CA: Taxes have increased significantly at the county level in the past several years. What can be done to help reverse or slow that trend?
JM: The recent tax increases have been more than necessary and reflect poor spending decisions by the board. Continual tax increases beyond the rate of inflation discourages young people from staying in Houston County and adds to the burden many elderly are already bearing. Reversing the trends starts with using restraint over “wants.” Many households in the county have to shelve “wants” because they can’t afford them. The county needs to do the same thing. The county population has had near zero growth for 10 years, so why all of the spending? All areas of county spending need to be extensively reviewed and “belt tightening” initiated.
CA—What more can/should be done at the county level to help attract and grow businesses?
JM: I think a significant way to attract and grow business in the county goes back to the previous question about taxes. There is no question in my mind that all businesses flourish if they can spend on growing their business rather than being hit with burdensome tax increases. I would favor forming a committee of commissioners and citizens to explore the best way for the county to get directly involved in attracting new businesses and creating an environment that encourages current businesses to stay and grow in Houston County. Attracting and keeping businesses is very competitive and serious board efforts in this area is a must for the future.
CA—Give me an example from your past that indicates your ability to serve the constituents.
JM: My past experience as a three term mayor of La Crescent and a four year member of the Houston County board showed me to be a listener who treated citizens fairly. I never had the difficulties running a public meeting that have been prevalent with the current District 1 commissioner. I believe my previous outline of experiences as an involved citizens and leader speak to the strengths I would bring to the board.
Fred Arnold: Candidate District 5
CA: Tell us about you i.e. name, background, why you’re running etc…
FA: I’m Fred Arnold, music teacher by training; taught music, mostly band, for 14 years starting in 1960 in Canton, Minn. Also taught in St. Paul and Rosemount, Minn. B.A. Luther, 1960; M.A. U of M, 1969. Barbara and I started farming with her parents on their home farm in 1974; we retired in 2014. I’ve always been interested in local government; I served on the Spring Grove school board for 19 1/2 years and on the Extension committee for six. One of my long-term goals has been to serve on the county board, but never felt that I had the time to be both a dairy farmer and a board member. Retirement makes board service possible for me.
CA: Are the current ordinances in our county working?
FA:. I am hearing from people as I campaign that basically the ordinances are workable; many people would like to see a change here and there, but there are times when enforcement has left some things undone.
CA: What needs to happen by way of enforcement of the ordinances that either are, or will be in place?
FA: Possibly more on-site visits when potential violations are reported would help. More strict enforcement could also help, but there always seems to be a gray area between logical complaints and harassment that is very difficult to deal with.
CA: What solutions would you propose to the ongoing highway department shop discussion?
FA: At this point, I would suggest that a formal committee be established and appointed by the board to thoroughly investigate the situation. This committee needs to be composed of one or two commissions, the highway department engineer, at least two county residents who are familiar with that type of building project, an architect and a professional construction person who has built that type of building. We have had committees like that in the past, but they have been informal groups not appointed by the full board. Their work has not produced a building plan. The difference in this committee would be that I would require them to keep minutes, recording suggestions, keep a record of motions and votes, have fairly frequent regular meetings and make a formal report to the board after every meeting. They should also be charged with the responsibility of making a formal recommendation to the board in a reasonable amount of time.
CA: What is your vision for the historic jail building?
FA: It appears that no one has come forth with the money to do anything commercial or historical with the building. That leaves the county with basically two options, Depending on cost, we could possible remodel it for office space or we could demolish it. I would be sad to have to demolish a unique building like that, but unused buildings tend to deteriorate rapidly and I do not feel that the taxpayers should be asked to fund the maintenance of an unused building longer than necessary.
CA: How would the public comment portion of the meetings look if you were elected?
FA: To me, there are two possibilities. One would be to have public comment at the beginning of each meeting with legal restraints (no negative personal comments directed at employees, etc.) and time limits. The other would be to have regularly scheduled (once a month or once a quarter) board listening sessions (no business conducted) in the evening. The same restraints would have to apply, but the time limit could be longer.
CA: Where do you stand on the need and implementation of hiring a county administrator?
FA: If it could be proven to me beyond a reasonable doubt that a county administrator position could more than pay for itself in savings in the way our county does business, I would vote for it, but the position has to pay for itself. That potential is probably there, but I would have to see data from other counties that conclusively prove the savings.
CA: What can be done in your mind to regain the public’s trust in the county government?
FA: I think that the board needs to do its work in a more business-like manner. Everyone needs to keep their comments focused on the issue under discussion. I would like to see the board use Robert’s Rules of Order to try to help this process.
CA: Taxes have increased significantly at the county level in the past several years. What can be done to help reverse or slow that trend?
FA: Winona County held their levy at the same level for several years prior to last year. Our levy kept going up during that time. They did it by attrition (not replacing employees who left) when possible and by department heads making other adjustments. They raised last year and are proposed to raise again for the coming year. We need to study their methods. The board needs to be more proactive in the process, telling department heads how much they will have to work with at the beginning, rather than asking how much they will need.
CA: What more can/should be done at the county level to help attract and grow businesses?
FA: The board needs to listen carefully to EDA staff and try to maximize our strengths; scenic beauty, small farms and animal agriculture and minimize our weaknesses.
CA: Give me an example from your past that indicates your ability to serve the constituents.
FA: I served 19 1/2 years on the Spring Grove school board.
If you have any questions or comments about my answers, please e-mail me at farnold@springgrove.coop.
Dan Griffin: Candidate District 5
CA: Please tell us about youself, ie name, background, why you’re running etc
DG: I am Dan Griffin, running for commissioner in District 5, where I have lived for over 50 years. My education includes a Bachelor’s degree in business from the University of Minnesota. With nearly six years of experience on the planning and zoning commission, 30 years of experience as a small business owner and 20 plus years of actively farming, I have a broad background in business and finance that will help me evaluate the issues facing the County. I also have a lot of negotiating experience and experience in personnel issues. I am running for commissioner in an effort to help the county make prudent and more timely decisions.
CA: Are the current ordinances in our county working?
DG: For the most part, the county zoning ordinances are working. The zoning administrator, the planning commission and the county board are constantly evaluating the ordinances to see if updates or changes are needed. The process for changing the ordinances is lengthy. Once the zoning administrator identifies an area that needs changes, a public study meeting is scheduled with the town boards to solicit their input; next, a public hearing is scheduled with the planning and zoning commission to evaluate and write the language for the proposed change. The proposed ordinance change is then posted on the county website and advertised in the official county newspaper. Written public comments are solicited during this time which is usually 30 days. The planning and zoning Commission then holds a second public hearing to consider the written comments and to receive oral comment. Finally, a vote on the proposed changes to the ordinance is taken. If the planning commission votes to approve the recommended changes, they are then forwarded to the county board. The proposed changes are again advertised for approximately 30 days. The county board then schedules a public hearing and takes public comment. If the county board votes to approve the ordinance changes at the end of their public hearing, then the ordinance change becomes official. This is a good, transparent and exhaustive process.
CA: What needs to happen by way of enforcement of the ordinances that either are, or will be in place?
DG: Enforcement of the zoning ordinances rests with the zoning administrator and the county board. Enforcement is largely complaint driven. The zoning administrator investigates complaints and determines whether there is a violation. The zoning administrator and/or the county board act on violations. I don’t see a need for changes to this procedure.
CA: What solutions would you propose to the ongoing highway department discussion?
DG: The county board appears to have reached a stalemate on this issue. After the election, I think two different board members need to be appointed to the study committee. The political grandstanding needs to stop. The options and needs need to be thoroughly evaluated and a solution needs to be found. The solution needs to balance the very real concerns of the taxpayers with the realistic needs of the County.
CA: What is your vision for the historic jail building?
DG: Structurally, the historic jail building is in good condition. The county has insurance proceeds to help renovate the building. The question is: renovate it for what use? The county is in the process of applying for a grant from the Minnesota Historical Society to fund a re-use study. This study may also help the county obtain more grant money for renovations for re-use if they decide to renovate it. Obviously, the end use should be clearly identified and deemed necessary before renovation begins.
CA: How would the public comment portion of the board meetings look if you were elected?
DG: The county board meetings are business meetings. There is no law requiring the county board to take public comment at their regular meetings. However, I think giving citizens the opportunity to address the board can be informative and productive. I think a limited amount of time should be set aside at the beginning of each Board meeting for public comment. Commissioners should be able to question the commenters if necessary. Disruptive or disrespectful behavior should not be allowed.
CA: Where do you stand on the need and implementation of hiring a county administrator?
DG: Hiring a county administrator should be explored. I can see lots of advantages for having a county administrator and I can also see the pitfalls. Some of the biggest challenges would be for the county board to come to an agreement on who to hire, what qualifications are needed, and what are the duties and responsibilities of the administrator. In addition, all the board members would have to agree that majority rules and that the administrator takes his or her direction from the majority and not individual commissioners. The Association of Minnesota Counties and a number of surrounding counties have years of experience with county administrators. If I am elected as commissioner, I would rely heavily on their recommendations before I would advocate for or against an administrator.
CA: What can be done in your mind to regain the public’s trust in county government?
DG: I think the public has more of a confidence issue with the county board than a trust issue. There is a difference. Once the county board makes a decision, it must move on. Commissioners must treat each other with respect. Public denigration of fellow commissioners and county employees is very counterproductive and erodes confidence in the county board.
CA: Taxes have increased significantly at the county level in the past several years. What can be done to help reverse or slow that trend?
DG: The rate of property tax increases, especially on farm land, is unsustainable. The loss of $1.5 million in homestead credits from the state in 2012 along with cuts in County Program Aid dealt a huge blow to the county budgets. Some of this loss in state aid has been offset by other programs, but for 2016 the county is still running $660,000 below 2011 levels of state aid. The total county budget has been very close to the $29,000,000 figure for the last five years. Most of the increases in taxes have been used to offset losses in state aid, not for new spending. In the future, the rate of increases have to be much smaller. Farmers should have seen a slight reduction in this year’s taxes and I hope they will see additional reductions in 2017, since farmland values are decreasing. Residential homeowners may see a slight increase.
Going forward, the county board will have to be very prudent will their capital expenditures and budgets.
CA: What can be done at the county level to help attract and grow businesses?
DG: I have always considered Houston County a great place to do business. I ran two nationwide businesses out of Spring Grove for 30 years. We have great infrastructure; good, honest, hardworking people to employ and very low business property costs compared to larger metropolitan areas. The county’s EDA program is very helpful, but I think we also need to reach out to support and encourage the businesses and entrepreneurs currently doing business in the county. A lot of the growth potential resides with the businesses and entrepreneurs we already have.
CA: Give an example from your past that indicates your ability to serve the constituents.
DG: After serving on the planning and zoning commission for nearly six years and after having been elected by my fellow commission members to serve as chairman for the last three years, I feel my abilities to serve my constituents and do what is best for Houston County has been clearly demonstrated. Serving on the planning xommission or the county voard is not easy. Emotions can run high and a few county residents devote a lot of energy denigrating anyone who disagrees with them. In the end, if I am elected commissioner, I will thoroughly study the issues and my votes will be based on what I believe to be in the best interest of Houston County.
Spencer Yohe: candidate School Board
CA:-Name, experience background:
SY: Spencer Yohe. I have served the past eight years on the ISD #299 School Board. Currently serving on the activities committee, MSHSL governing board rep, legislative liason, Region 1A committee member, and HVED.
A full-time substitute teacher and coach for the past 45 years. Small business qwner the past 32 years.
Selected All-State School Board Member in 2016, but I consider that an entire achool voard Award because of the great teamwork we have on the Board. They are the people, along with the superintendent, who nominated me.
CA: What do you see as the most important issues upcoming for ISD #299?
SY: To keep a healthy general fund balance, continue to provide a quality education for all students and keep our well rounded extra curricular, athletics and fine arts programs strong! Also, the areas of building maintenance and ever changing technology advances. We have the right people in the right places there as well.
CA: What can be done at the board level to better help ensure the highest quality education for all students?
SY: We need to continue our support for the world’s best work force plans and goals. The new Q Comp program has excellent team leaders, the PLCs and our curriculum committee has been doing a great job as well. We have a great administration and outstanding teaching and support staff that is getting the job done.
CA: Many studies show that homework is an ineffective tool for educating children, yet in Caledonia, especially at the elementary and middle school levels many children are spending hours each night on homework. What can be done from the board’s perspective to work with teachers, parents and students to find a healthier balance?
SY: This is a hot topic. I’m sure our building principals are having on-going discussions and dialogue about purpose and appropriate amount with their staff, parents, and the curriculum committee.
From my experience subbing at the middle school, the students make good use of their study hall. I do get to visit with area principals on this topic as well. I’m sure they will report to us at an upcoming board meeting.
CA: Without the use of the One Day Bonds, how can the district manage its ongoing building maintenance needs?
SY: The state gave the schools that were in the one-day bond program five more years of $495.000.
Of course, that money will be earmarked for building maintenance needs, along with technology.
We got some reduction on our capital loan debt, which should create some tax relief as well.
Our building and grounds directors the past two years have provided outstanding leadership.
That old coaching saying, “The road to success is always under construction.” We need to keep up with our repairs and maintenance.
CA: How can taxes be kept in check while still maintaining a highly functioning school?
SY: We have to continue to exhibit sound financial management. We have a great business manager.
We got some relief on our capital debt loan.
We also refinanced our capital loan debt with the lowest interest rates possible which should help.
Our current legislators worked hard for the tax bill. Hopefully, if it gets the proper signature and passage in the next session, there will be further tax relief to our taxpayers and the farmers, which is truly needed.
CA: What strengths do you feel you bring to the board?
SY: I’m the only school board member to serve on MSHSL Rep. Assembly the past two years. Life long professional ties with key legislators from both sides of the aisle, Representatives Paul Marquart, Bob Dettmer and Senator Torrey Westrom. Our administration and board as well has a good working relationship with our current legislators as well, and they worked hard for us this last session. I have completed all four phases of MSBA leadership training. Most important, I believe in teamwork. The board of education has had great teamwork and members since I was first elected in 2008.
CA: In your opinion, what are the most important challenges facing our school and how do you propose to address these challenges?
SY: As long as we continue to have great administrators and teachers that care for our students, and have a passion for education, our school district will continue to provide a quality education and experience for our students and graduates.
We also need to keep our enrollment steady and try to increase it. We have talked about marketing ideas.
We will have another school board retreat to discuss these important challenges and keep the best interests of the students and school district.
Melissa Marschall: candidate School Board
CA: Name, experience background
MM: My name is Melissa Marschall and I am running for the two year term on the ISD #299 school board. My husband, Jay, and I have lived in Caledonia for the past 12 years. We have five boys; Aaron (21), Alex (20), Andrew (18), Alijah (10) and Ayden (7). I grew up in northeast Iowa and graduated from Upper Iowa University with a BA in business management. My father was from Houston, Minn. and returned to the area later in his life, which is how we ended up here in Caledonia. I was a member of the Caledonia area school board from 2011-2014 and served as board treasurer for two of those years. I have worked for Gundersen Health Systems the past 16 years.
CA: What do you see as the most important issues upcoming for ISD #299?
MM: I believe the most important issue for the Caledonia Area School District is determining the best way to provide a diverse education that fits the needs of all learners, in a clean and safe environment, while maintaining a balanced budget.
CA: What can be done at the board level to better help ensure the highest quality education for all students?
MM: No answer.
CA: Many studies show that homework is an ineffective tool for educating children, yet in Caledonia, especially at the elementary and middle school levels many children are spending hours each night on homework. What can be done from the board’s perspective to work with teachers, parents and students to find a healthier balance?
MM: As a parent of two elementary students, I have not encountered excessive homework as an issue personally. In my research on this topic, there appear to be several school boards across the country that have opted for setting limits on the amount of time that students are required to spend on homework each night. Here in Caledonia, I would prefer that this is a discussion that is had with the principals, teachers and parents. I think communication is essential to the success of our student’s education. If a compromise cannot be reached with parents, teachers and administrators on this issue, then it should be presented to the board for consideration. I personally believe that family time is extremely valuable and I don’t feel it is appropriate to have elementary students stressed with excessive homework and I would be supportive of setting limits, if it came to a board vote.
CA: Without the use of the One Day Bonds, how can the district manage its ongoing building maintenance needs?
MM: Managing the district’s ongoing building maintenance needs requires a thorough strategic plan and commitment of more annual budgetary dollars towards our aging building needs. The district must be committed to ensuring that the facilities our students spend a majority of their day in are safe and clean. The new Long Term Facilities Maintenance revenue that will start next fiscal year will be beneficial in funding projects. However, the district needs to be proactive now in providing the facilities budget enough monetary resources to provide appropriate staffing and supplies to not only maintain the facilities but to allow preventative maintenance to occur.
CA: How can taxes be kept in check while still maintaining a highly functioning school?
MM: Keeping taxes in check while still maintaining a highly functioning school requires commitment to spending wisely, diligently looking for cost savings, willingness to collaborate and continual pursuit of additional funding from alternative sources.
CA: What strengths do you feel you bring to the board?
MM: My previous experience on the Caledonia school board and the relationships that I built with many of the current members would make my transition back on the board relatively smooth. My dedication and commitment to ensuring that all students (including my own children) are being afforded the best education possible in a great community I believe is another strength that I would bring to the board. My strong belief in the Caledonia Area Public Schools core values of integrity, service, and accountability are also strengths I feel I possess and would be beneficial to the board.
CA: In your opinion, what are the most important challenges facing our school and how do you propose to address these challenges?
MM: No answer.
Emily McGonigle: Candidate School Board
CA: Name, experience background
EM: My name is Emily McGonigle, my husband Daniel and I have eight children, a graduate of Caledonia, Sean (2015), Mason who is a junior, Ezra, a 6th grader at Caledonia Middle School, and our twins are in second grade at the elementary. In addition to those five, we have three older sons who are currently in college. I am a licensed marriage and family therapist and have worked with children and families in the health and human service field for 18 years. My family and my work experience has led me to have a strong passion for creating opportunities for children of all abilities and needs.
CA: What do you see as the most important issues upcoming for ISD #299?
EM: Some of the most important issues for our school is continuing our strong academic programs and strengthening and expanding our programs for all students, not only within our school but connecting and collaborating with the stakeholders in all of our communities.
CA: What can be done at the board level to better help ensure the highest quality education for all students?
EM: One of my passions and strengths is understanding that right now in education we have so much research that can drive and support the decisions that are made to help educate our students and support our teachers to reach the best educational outcomes possible. I believe my background and experience can be of value to build on those initiatives, some of which are already taking place here in Caledonia.
CA: Many studies show that homework is an ineffective tool for educating children, yet in Caledonia, especially at the elementary and middle school levels, many children are spending hours each night on homework. What can be done from the board’s perspective to work with teachers, parents and students to find a healthier balance?
EM: There is a significant amount of research that shows that homework is not an effective tool to create positive learning outcomes and can be a deterant and a frustration point for families and students if they are not receiving the educational support at home that they need to succeed. I believe the board can help influence our administrative team to take a different and more scaled back or balanced approach to this topic.
CA: Without the use of the One Day Bonds, how can the district manage its ongoing building maintenance needs?
EM: Representative Greg Davids and Senator Miller have worked hard on behalf of our district. Currently, their work remains incomplete as the governor pocket vetoed a bill which would’ve provided significant relief on this issue. I know our current board, led by Jean Meyer, Kelly McGraw and others, are much more knowledgeable about this issue and its background. I hope to be brought up to speed and work closely with all stakeholders, specifically at the legislative level to continue a path towards a solution that best serves our taxpayers.
CA: How can taxes be kept in check while still maintaining a highly functioning school?
EM: The district recently received significant savings courtesy of a bill that Davids was able to get passed at the capitol. We also recently refinanced our debt, saving significant money on our current obligations. I’d like to continue on this path that superintendent Ben Barton has worked so hard to get rolling on behalf of our taxpayers. There are more savings to be realized but we are on the right path.
CA: What strengths do you feel you bring to the board?
EM: I have a patient approach to problems; I work well with others and have always been in leadership positions in my professional life. I have a drive to make sound decisions that are grounded in facts. I want to see every child in our district reach his or her potential and each decision that we as a board would collaboratively make would be viewed through this perspective and with the best interest of our children and families in mind.
CA: In your opinion, what are the most important challenges facing our school and how do you propose to address these challenges?
EM:I think one of the most important challenges facing our district is to continue to make our school a strong, safe, welcoming place for our children and families. With the downward pressures of lessening support of the state, and with the increasing pressures of unfunded mandates, I believe this is our greatest challenge as a board and administrative team. Regardless of any obstacle, we need to continue to keep our focus on the children and keep supporting our teachers to do the excellent work already being done in this district. I