Questions & Answers
Several media outlets have presented Sue with a series of questions. Here are her responses:
Questions from the Sun Press
Why do you feel you should be elected?
What specific goals do you wish to accomplish if you are elected?
What are your priorities for the first 100 days?
Please give us one original idea you bring to the office.
Questions from the League of Women Voters:
What can the city do to improve and continue trends toward regionalizing city services?
What positions do you have on the various recommendations of the Charter Review Commission?
Questions from the Heights Observer:
If elected, how would you encourage citizens to participate in decision making?
Describe one innovative idea that would transform the city.
What is your plan to develop the local economy?
What are the best qualities of University Heights and what would you do to sustain them?
What would you tell a current resident of University Heights who was thinking of leaving town?
How would you market the City of University Heights to a prospective resident?
Questions from the Sun Press
Why do you feel you should be elected?
I have the skills and experience to be an excellent addition to University Heights City Council. I have worked for years in the community, founding and/or chairing community groups to support children (the Canterbury playground, Advocates for a Better Canterbury), the schools (CH-UH PTA Council President, Citizens for Heights Schools levy committee) and watchdog good government (League of Women Voters). I have worked to build community through neighborhood organizations using nationally known methods. I recognize long-standing simmering challenges to our city and have the skill to work with others to assess needs, determine possible solutions, and persist to get things done. I enjoy listening and inviting people with new ideas into established groups. I have basic knowledge about successfully initiating economic development and municipal grant-writing work, yet I know I am not expert in economic development or municipal planning, and am eager to dig in: learning, asking questions and tapping expert knowledge. I know how to work hard as part of a team, yet am unafraid to represent and support a position that may not be in the majority if I feel it is defensible.
What specific goals do you wish to accomplish if you are elected?
I am pragmatic enough to be able to recognize the difference between pie-in-the-sky vision and attainable ideas. I also know through experience that with determination and persistence, projects that some dismiss out of hand can actually occur (as happened to me with my work on the playground and advocates organization at Canterbury School. University Heights has significant assets but we must build upon them to be the vital and vibrant city that is so desirable that people are competing to purchase homes here.
1. Increased operational efficiency, including regionalizing services: If voters approve the Charter Amendment creating the City Administrator position, I will work with the Mayor and Council as requested to weigh in on specifics of that position. If that position is not created, I will work with the Mayor and Council to ensure operational efficiencies through other means such as examining the studies on efficiency completed in the past year and determining which key suggestions are implemented. Significant regionalization will likely involve key services such as police or fire. To ensure continued delivery of the highest quality services, prudence dictates that we start with meticulous analysis and assessment of needs, followed by research, planning and relationship-building with possible partners to develop the method for effective service delivery. Any regional contract must receive exacting and continuous oversight to ensure we receive the level and quality of service we expect for our residents.
Housing: I would like to increase the support for families, especially on the western side of the city. Regarding housing issues, one idea is to create a multicity revolving loan fund to provide low interest loans to eligible homeowners struggling to maintain their homes. This could mimic the current program that the Home Repair Resource Center in Cleveland Heights operates using CDBHG funds. In addition, we must promote the Home Repair Resource Center, which offers programs ranging from financial management and education to renovation project seminars which are open to our residents.
Communication: University Heights has a good web site with good information. But, some information is hard to find, not updated or loaded onto the site, and there is no marketing to draw residents TO the website to learn about current issues and activities, or see who represents them on Council when there are problems to be solved. Another method to improve communication and engage residents starts with a community-wide planning survey. I found such a survey that the city of Santa Clara, CA had created and disseminated city-wide to all stakeholders. Following survey completion, a number of steps can be taken to increase engagement including selection of a random sample of residents for follow up focus groups, invitations to join specific committees, and development of an email list for updates. Using a survey instrument to reach out to all members of the community, we will have the opportunity to share our vision for the city with each other, form the foundation of a long-term plan, and be invited to the table depending on our interests.
City-University Relation: Relations between UH and JCU leadership have been rocky at best over the last few years. The University Affairs Committee launched by current Council members is to be applauded, but additional strides must be taken in the context of a larger plan. Residents on Kerwick Road have done an admirable job of gathering information, researching options and presenting suggestions. We can and should build on that start. Continued work must be done in the context of a new process for relating with an eye toward long term collaboration. Recognizing that both the city and the university need one another, the steps to initial resolution can stem from changing our approach, using a process such as Getting to Yes: Negotiating Agreement Without Giving In. This includes: 1) separating personal, emotional responses from the issues; 2) focusing on shared interests rather than bargaining positions; 3) generating ideas for mutual gain rather than win/lose; and 4) identifying objective criteria based on fair standards. This will be a long-term and ongoing process.
With better working relationships, I would like to see our city known for the benefits it derives from JCU. One such benefit could be allowing our residents over a specific age (30? 40? 50?) to audit classes for a nominal sum. We would not take seats from students, but fill out a class where seats are available. University Heights would be known as a city of life-long learners, actively involved with their local namesake. Residents will have a better understanding of, and identification with, our university; JCU students will benefit from diverse perspectives in class.
Improved Aesthetics: I believe a healthy, vibrant city has a corresponding visual impact. I will increase our visual impact over time – walkability, bike-friendly paths, brick walk across busy intersections, improving the garage at University Square and hanging banners proclaiming entrance to the city.
My husband and I walk almost nightly and often cross Warrensville and Cedar to reach University Square, Walgreen's and Starbucks. Crossing these major intersections is unfriendly at best. Bike paths could be developed on Warrensville and Cedar. University Square needs clear signage for drivers both at entrances and inside the garage. The garage itself needs more light inside so that it is brighter and more inviting. I would like to see murals decorating the garage and vacant storefronts that are created by students and their teachers (approved by the city). University Heights banners could be hung from lampposts on Cedar and Warrensville Center, and possibly Taylor, Fairmount, around Fairmount Circle and on Green Road.
What are your priorities for the first 100 days?
My priorities will include the following:
1. Attend a workshop for those newly elected to positions in local government. The Ohio Municipal League provides courses such as Municipal Leadership Training and regional seminars for Veteran and Newly Elected Municipal Officials. I think it is important to start with an overview provided by knowledgeable associations. Attendance at such a program also allows for networking with other newly elected officials in other cities.
2. Meet with and learning from other council members and department directors to begin the process of developing working relationships. Continue and strengthen those relationships already begun.
3. Work with other council members on any reorganization or other action, regardless of the results of the Charter Review Commission amendments.
4. Request and/or accept a committee assignment. Begin to learn the recent history of that committee and what is expected in the position.
5. Communicate so that residents know whom they can contact with questions, issues, problems, and ideas. Work with Council colleagues to enhance and improve the website and provide regular updates to the email address book I am growing in this election bid.
Many of the above can and will actually begin prior to taking office, initiated upon my election.
Please give us one original idea you bring to the office.
Original idea: Economic development has been much discussed across the region. I believe thoughtful and comprehensive planning that includes research, analysis and eventually marketing, must occur – especially as we examine how University Heights fits into, and is differentiated from, the larger eastside and metropolitan Cleveland area.
As part of the larger plan, one idea I have is to work with the management for University Square (Inland) to support a microenterprise and small business incubator in some of the vacant retail space. I wrote a grant funded by the Gund Foundation in 1993 to set up a microenterprise program (businesses with one to five employees) in Cleveland. Business incubators have a history of success for the small businesses that start up within this supportive environment, with 87% of incubator graduates remaining in business, according to the National Business Incubator Association. Incubators provide shared services and essential functions such as flexible space; office, legal, accounting and other support services; technical business assistance through university tie-ins; and networking with other small business owners/entrepreneurs.
University Heights hosts a number of home-based businesses. Both John Carroll University and CWRU's Weatherhead School of Management are invested in entrepreneurial education and support. A University Square incubator could link University Heights with University Circle, involving both universities, their students and professors. Additional links could be made to COSE in downtown Cleveland where health care and other benefits are accessible to members.
The incubator idea is long-term but can provide multiple benefits including but not limited to job creation, additional income taxes, connections with multiple universities and COSE and vibrant utilization of empty space.
Questions from the League of Women Voters:
In order of priority, describe the three most important things your city government must address to improve life in University Heights and how you will get it done.
Most critical is the need to develop all strategies as part of an overarching long-term plan that includes methods for managing finances, housing support, communication, economic development, stakeholder relations and community building.
FINANCE: When the State Auditor's results are released,
ensure the ability to move forward with improvements and investment. Rigorous analysis and budgeting must occur that is transparent to citizens.
HOUSING: Our housing stock and infrastructure must be maintained and improved through creative strategies and resource development.
COMMUNICATION: Communication must include a fresh, modern newsletter, increased use of internet tools and improved use of City Watch (reverse 911).
What can the city do to improve and continue trends toward regionalizing city services?
Significant regionalization would likely involve key services such as police or fire. To ensure continued delivery of the highest quality services, prudence dictates that we start with meticulous analysis and assessment of needs, followed by research, planning and relationship-building with possible partners to develop the method for effective service delivery. Any regional contract must receive exacting and continuous oversight to ensure we receive the level and quality of service we expect for our residents.
Do you support the Mayors and Managers Association's developing plan to share revenue among cities in Northeast Ohio? Please provide reasons for your answer?
I support the intention to work regionally to attract business rather than competing among neighboring cities. I support revenue-sharing as a method to distribute benefits to other cities. I applaud the work commissioned by the NEOM&CMA to study successful regional revenue sharing models around the country. The first steps that have been taken to end the practice of cannibalizing one city by another while competing for business, must be followed by careful, thoughtful creation of a model that works for NE Ohio. As a University Heights Councilman, I will examine the resulting product to ensure the benefit to our city.
What positions do you have on the various recommendations of the Charter Review Commission?
As a Charter Review Commissioner, I voted to approve the charter amendments. The ten amendments range from the straightforward, such as updating the Charter's grammar, strengthening the Sunshine Law section and eliminating nepotism, to the complex -- creating the City Administrator position. This professional, trained specifically in government, will oversee day-to-day operations while also applying specialized skills to broader goals, such as economic development initiatives and successful grantwriting. The Mayor will be free to lead long term planning, develop other resources, create strong partnerships, and resolve long-simmering challenges such as the City's relationship with key asset John Carroll University.
In the current economic climate, is council doing an adequate job to ensure the fiscal health of the city?
I observed University Heights City Council meetings each month for the past three years for the League of Women Voters. I observed council members taking steps to ensure the city's fiscal health through close questioning of expenditures, requesting options for recommendations to determine the best use of funds, reducing the budget when a new item is requested to offset the new item's cost rather than increasing the budget, and commissioning of efficiency analyses of both service and general operations. I believe City Council members strive to provide the most cost-effective operation possible.
Questions from the Heights Observer:
If elected, how would you encourage citizens to participate in decision making?
I think communication is fundamental to encouraging citizen participation. We tend to participate in areas that interest us and that we consider important. But we must know what issues are being discussed and what impact they will have before getting involved. Increased communication and openness via a more interactive web presence, coupled with an attractive newsletter, can inform residents about critical issues and decisions being made. Residents can then connect with their Council members and participate in meetings.
I also have a longer view regarding engagement of citizens in decision-making; one that is much more proactive. While on the Charter Review Commission, I researched examples of city-wide needs assessments/surveys. I found a survey that the city of Santa Clara, CA had created and disseminated city-wide to all stakeholders. If we adapt and replicate this survey, a number of steps can be taken to increase engagement including selecting random samples of residents for follow up focus groups, invitations to join specific committees, and development of an email list for updates. Using a survey instrument to reach out to all members of the community, the city can actively inform citizens about ideas and issues in play and solicit their thoughts and opinions.
Describe one innovative idea that would transform the city.
I envision a city that truly enhances the synergies that can come from our relationship with our namesake, John Carroll University. We have a wonderful asset in our midst. Unfortunately, relations with this asset have grown rocky over the years, with little success resolving City-University issues. It is time to close that chapter and start fresh. We must develop cooperative discussions and begin to resolve the problems that separate our communities. One example of such a process is described in Getting to Yes: Negotiating Agreement Without Giving In. It stresses separating emotional responses from the issues and focuses on shared interests rather than win/lose bargaining positions.
Once we achieve this better working relationship, our city should be known for the benefits it derives from our association with JCU. Just one such benefit could be allowing residents over a specific age (30? 40? 50?) to audit classes for a nominal sum. We would not take seats from existing students, but rather fill out a class where seats are available. University Heights can be known as a city of life-long learners. Residents will have a better understanding of, and identification with, our university; JCU students will benefit from diverse perspectives in class.
Who are the community stakeholders in University Heights? What ideas do you have for how these stakeholders can work together toward common goals?
Broadly, University Heights has a diverse mix of stakeholders that includes the residents, business and commercial interests, faith-based institutions, educational institutions, and government. In my experience, working with diverse groups toward a shared goal is an exhilarating method of building community. However, the shared goal cannot be artificially designed just to achieve the community-building effect, nor should it.
Returning to my prior answer regarding citizen participation, I described a city-wide needs assessment/survey that will help us consider what we value and what we believe is important for our city as we share in planning for the next ten and twenty years. Stakeholders will want to be involved in certain projects based on their burning interest or proximity to the development idea. Project teams will cross stakeholder groups and neighborhoods, again based on interest.
The mechanics of some projects will be an opportunity to draw stakeholders closer together. For example, if one goal identified by a high percentage of participants is attracting or developing new businesses, one initial action step could be the partnership of interested residents and a JCU entrepreneurial business class for a semester of research and discussion.
What is your plan to develop the local economy?
Defining our local economy as the area contained within the borders of University Heights, the crucial need IS to plan. With so much local retail available within our city and within short distances in many directions, is this the best sustainable commercial interest upon which to focus? We should retain expert help to determine what makes sense and what is a fit for our community. We need in-depth planning and marketing/promotion, which should provide solid long-term results.
I would like to see the exploration of installing a microenterprise incubator or small business office space in some of the vacant retail space at University Square. An incubator provides shared services such as office staff, access to legal and accounting services and conference space. Neighboring university experts could be retained as consultants. Enterprising area residents and students with entrepreneurial ideas could begin start-ups. Space such as the old Tops site could be retrofitted, made wireless, and sectioned off for a number of uses. University Heights has a number of home-based businesses, wholesalers and others who might be interested in shared space with additional services. The City administration must aid building owners and managers to attract new tenants.
What are the best qualities of University Heights and what would you do to sustain them?
As I weighed the decision to run for City Council, I gave a great deal of thought to what I considered the essence of our city. I deeply value the assets that comprise University Heights: friendly community members, quiet tree-lined streets with an assortment of lovely homes, respect for individual space and privacy, nearby retail centers, a delightful summer pool complex, and an established private university that is regularly listed as a regional "Best Value" for higher education in national publications.
University Heights is a leafy green retreat that neighbors the amenities of a vibrant region of cultural, medical and higher educational institutions, such as the world class Cleveland Orchestra and many University Circle and downtown museums; the Cleveland Clinic, University Hospitals and MetroHealth medical systems; and diverse choices for higher education that include Case Western Reserve University, Cleveland State University and Cuyahoga Community College.
We have valuable assets that I believe we must build upon as we carefully and thoughtfully position our city for the future. Sustainability will best be achieved through a transparent long-term strategic plan to maintain, improve and invest in our city. There is much to cherish here.
How do you view recent residential and commercial developments in terms of overall planning,architecture, functionality and sense of place? What types of new development do you think are appropriate and realistic for University Heights?
Although not expert in areas of urban planning or architecture, I have some reactions to current development. I attended the City Council meetings when the University Square building was initially described and received plans for the project. Based on conversation at the meetings, I had a very different vision of how this would look, including a much more attractive parking area than the existing concrete garage. The University Square structure is impressive but needs work given the high vacancy rate, signage in the parking lot, and drab grayness of the garage structure. Retail strips (other than the new Cedar Center) are tired and need, at the least, a face-lift for the exteriors, preferably with a consistent look. I am eager and very excited to see the results of the mixed-used development on the South Euclid side of Cedar Center.
A recent Wall Street Journal article, “Making Suburbia More Livable for Retirees” provided great insight in to the type of planning and development older suburbs can undertake, to benefit ALL residents, including our senior population. I would seek to have this kind of thoughtful design work begun.
Describe one way that you think the city could realistically work cooperatively with other local governments to reduce costs and/or improve services.
One way to work together is to create a multi-city revolving loan fund for housing repairs. Our city must remain vigilant to help residents maintain and even improve their homes during these challenging times. As the University Heights Charter Review Commission heard from expert Dr. Tom Bier, maintaining housing stock is a critical key to any city’s continued health in the long term. However, residents may face many different situations: struggling because of health care costs, separated from their jobs, forced to take furloughs, working reduced hours, or lacking income because of the decline in investments.
A multi-city revolving loan fund will provide low interest loans to eligible residents who need to update their homes. This is a long term and large project that will take research, planning and buy-in from partner cities, but will yield significant results for our community. In tandem with the revolving loan fund, the excellent Home Repair Resource Center must be promoted to our community members: many of the benefits HRRC offers such as home renovation project workshops, financial education information and contractor lists, are open to us. This wonderful local resource is at or above capacity and should be helped to grow.
What would you tell a current resident of University Heights who was thinking of leaving town?
First, one must understand why a family is considering a move. This has a large impact on how one crafts the response. To begin, I would ask why he or she chose University Heights in the first place and recall together the benefits behind our initial decisions. I recall how our family was sold on the community the first time we took a walk around the block because it was so quiet off the main streets -- we heard birds instead of traffic noise. Our safe neighborhoods are full of families walking children in strollers, seniors hiking around the block, runners, bicyclists and all of our neighbors who are out at all times of the day and night and in all weather walking their dogs.
Housing is affordable with many styles of homes to choose among. From University Heights, we have easy and quick access in many directions. We are at the center of a hub, with spokes radiating east to high-end retail, medical offices, business locations and I-271, west to the amenities at University Circle, top-quality hospitals, businesses, and sports events in downtown Cleveland, north to the lake and south to Akron and cities in between.
How would you market the City of University Heights to a prospective resident?
University Heights is a wonderfully self-contained city that provides everything one could want, either within its boundaries or minutes away. Neighborhoods off the main streets are a quiet, leafy green sanctuary away from urban noise and turbulence. Neighbors walk their children and dogs, ride their bikes, smile and greet one another warmly. Summer block parties enable neighbors to reconnect during warmer months.
Housing is affordable and spacious with a variety of styles to fit many needs and desires. Education in University Heights includes highly accredited preKindergarten, elementary, secondary, and higher education through highly-rated private university John Carroll. Public schools offer a variety of opportunities and courses while our non-public K-6 schools are nationally recognized.
Residents can walk to locally-owned specialty stores, national chains, restaurants, the local library and grocers on either end of the city.
Within a thirty minute drive or less, one can access the University Circle area of museums and top-rated Cleveland Orchestra, downtown Cleveland’s theatre district, museums and Browns and Indians games, high-end shopping at Legacy Village and Beachwood Mall, medical offices including the main locations for both the Cleveland Clinic and University Hospitals, and quick access to a network of interstate highways leading to neighboring cities.
Please give one concrete example of how you propose to address one of the following real or perceived quality of life issues: crime, litter, vacant storefronts, disengaged youth, foreclosures/vacant houses, population decline, public school performance, high taxes.
Vacant storefronts. More must be done to develop a comprehensive plan for focusing on businesses in the UH area. Consider most university areas: there are core blocks of businesses that focus primarily on serving the university community. The Silsby/Warrensville/Cedar Road business district shows evidence of little or no retail that targets the University population. We need to maximize service to that sector. There is little effort to enhance the attractiveness and walk-ability of that area. This must be done to draw people to these areas from the campus as well as from our neighborhoods. University students and staff should be significant economic drivers in University Heights.
A comprehensive plan for development notifies business owners that UH is forward thinking, giving them a clear structure within which to work. They will not be flailing in the wind unsupported. Business owners will see that UH recognizes them as an asset and plans to support them. A comprehensive plan will give guidance to new business so they can be confident that their choice of location will not be undercut by ill-conceived projects such as Waterway in the heart of prime retail space.
How would you work together with the CH-UH City School District to address the issue you identified above? Please restate the issue you are addressing.
The CH-UH Schools have historically worked with the city to bring in business through abated taxes and TIF’s (tax increment financing). However, there is definitely a psychological factor that depresses an entire commercial area when a number of stores are obviously vacant and storefronts are gaping empty eyes. Students can help by creating attractive murals and window coverings under the tutelage of their art teachers that will make the existing empty storefronts attractive. These can be updated on a regular cycle so they always appear fresh.
A thematic set of window murals allows onlookers to gain a unified impression of the retail area and refocuses attention on existing businesses. This will also be beneficial for the students and the faculty of CH-UH as well as the larger community. It will provide art students a base of real world experience that they can use as examples of their talent when they apply for college. It will give the faculty opportunity to guide students in projects that make a difference to the community, also displaying some of their own creativity. Finally, it will allow the broader community to see the talent of our high school students, appreciating them in new ways.
How would you work together with John Carroll University to balance its needs with those of residents?
As expressed in an earlier answer, I believe we must change the process as the city and university work together. Strategies for negotiating positively as described in Getting to Yes: Negotiating Agreement Without Giving In by Fisher and Ury, involve key elements. These include 1) separating the people from the problem – recognizing emotional responses and steering back to the actual subject; 2) focus on shared interests rather than positions (e.g. it is certainly in both the city and John Carroll’s self-interest to work out the issues to strengthen both); 3) generate ideas for mutual gain rather than win/lose; and 4) identify objective criteria for conclusions.
While not a panacea, I believe there is much to be gained from working with this strategy and changing the way the issues have been approached. With fresh eyes, new ideas, persistence, and patience to build needed new relationships, we can expect both University Heights and John Carroll University to benefit.
Much good work has already been done defining the specifics of the issues and researching possible solutions by residents. Key among their ideas is the creation of a Commission to resolve University Heights/John Carroll University issues as they arise over the years.
Do you support the proposed changes to the University Heights Charter as approved by University Heights City Council? Please explain your position.
As a Charter Review Commissioner, I voted to approve the charter amendments. The ten amendments range from the straightforward, such as updating the Charter’s grammar, strengthening the Sunshine Law section and eliminating nepotism, to the complex -- creating the City Administrator position. This administrative employee, trained specifically in government, will oversee day-to-day operations while also applying specialized skills to broader goals, such as economic development initiatives and successful grant-writing. The Mayor will be free to lead long term planning, create strong partnerships that lead to program and service sharing, develop other resources, and resolve long-simmering challenges such as the relationship with key asset John Carroll University.
Some ask, "Is our city too small for a professional trained in government?" In the year 2000, according to IC/CMA, a professional was employed in 57% of cities with populations of 10,000 or more. How can we afford this? At $80,000-$120,000, the Administrator will cost 1% or less of our overall budget and the returns in service, quality and future development will offset this. But regardless of the result of the City Administrator ballot initiative, I look forward to working to move our city forward in the future.