Election - Guide for Voters on Whidbey Island

A GUIDE FOR VOTERS

Advertising supplement to the Whidbey News-Times, The Whidbey Examiner and South Whidbey Record

Election Day is Tuesday, Nov. 3

Rob BornWhat unique skills do you bring to the board?

As a just-retired trial attorney, I possess knowledge about such things as contract lan-guage, having a discrimina-tion-free work environment, how to stay in compliance

with health care laws and regulations, and being an ad-vocate for a cause or point of view. As a personnel special-ist at two 1,000+ employee companies, I have worked to establish fair and enjoyable work environments, hiring and promotion policies based on merit, and generally how to treat employees so that they feel valued and appreci-ated. As a former Air Force pilot and captain, I know how to decisively make important decisions, and I have been trained to be a leader. What are your top priori-ties if elected?

(1) Reducing the endless employee turnover at WGH; (2) Cutting wasteful spending

and restoring fiscal health; (3) Seeking to partner/affili-ate with a large neighboring hospital; (4) winning back patients who have gone else-where—which will require restoring our reputation. These have been my pri-orities since I announced my candidacy. What is the greatest chal-lenge the hospital faces in the next five years?

All hospitals in the nation face the challenge of eco-nomic survival in light of the spending revolution mandat-ed by the Affordable Care Act (Obamacare). The challenge is particularly great for rural and Critical Access Hospitals (CAH) such as ours, and es-pecially so if in the next five years the federal government decides to do away with the generous subsidy we current-ly receive as a CAH.

Do you think the hospital should affiliate with other organizations? Why or why not?

We should explore or pursue an affiliation with a large neighboring hospital, though we should not proceed to enter into an affiliation un-less the offer made is one which is in the best interests of our patients and Whidbey Island residents. The primary reason hospitals around us, and around the country, have rushed to do so is for cost ef-fectiveness. Secondarily, such partnerships would allow many patients to be seen and treated locally by medical

specialists from the mainland. The hospital is perceived as having a transparency issue. What would you do to address this?

I will try to get elected to the board, for if elected I will freely share public informa-tion with the public, thereby ending the non-transparency problem at WGH—and I can do this with or without the support of my fellow com-missioners. Do you think the hospital has an image problem in the community? If so, what can be done to im-prove it?

It is common knowledge that the hospital’s reputation has been sinking for around a decade, and 2015 has been a particularly bad year. It will take years to turn our poor reputation around, but “breaking from our past” would be a good start. We have a new administrative team, we have the opportu-nity to add new leadership to the board, and we are about to construct a new patient wing, and we can build on these advantages. The key to restoring our reputation, however, is to make real and significant improvements to our health care system, not simply launch a public rela-tions campaign.

2015 Voters Guide • Advertising Supplement Wednesday, October 14, 2015

Elect

Mayor

JimCampbell✔

For Leadership You Can Trust

Paid for by Committee to Elect Jim Campbell, 316 SE Pioneer Way #302 Oak Harbor WA 98277

My experience in business and three terms on the Oak Harbor City Council make me particularly quali� ed to serve as your Mayor. I am committed to serving all the citizens of our great city and will continue to make thoughtful, well-researched decisions and recommendations based on what’s best for the city and it’s citizens.

When elected I will: • Work to keep the Fire and Police departments fully manned and

equipped to do their job. • Strive to have a fully open and accessible government.• Foster proactive Economic Development that re� ects an

awareness of what’s good for both business and the environment. • Fully support the US Navy. • Change Oak Harbor’s reputation of being unfriendly to business.• Perform the everyday functions of the city in a professional,

honest open manner

For the last 10 years I have met weekly with the citizens of our community. Please join me at Whidbey Coffee, I am there every Thursday at 9:00 AM to

discuss issues that are important to you. I can always be contacted at360-969-2170 or [email protected]

Whidbey General Hospital

Georgia GardnerWhat unique skills do you bring to the board?

As a Certified Public Accoun-tant and business owner, I have strong financial experience and skills. My service in the non-profit sector and for the Gov-ernment Accounting Standards Board gives me great under-standing of the type of account-ing required for the hospital. I am able to explain complicated financial issues to lay people. I have extensive experience in compliance issues. My legisla-tive tenure helped me develop excellent skills in working col-laboratively. I have experience in personnel issues, including collective bargaining. I have over 3 years experience as a hospital commissioner and I have received extensive train-ing through State Hospital As-sociations.

What are your top priorities if elected?

My first priority is to see that we complete our building project to match the promises made to voters in the bond

campaign. I’m watching the finances closely. Second, I am working with the Compliance Committee to build a program that includes every report or procedure for every depart-ment or clinic so that we have a master calendar. We need a comprehensive method of tracking requirements to be sure all are timely and com-plete. Finally, I am working with the Finance Committee to build an accurate budget forecast for future years by which we can chart our finan-cial progress and prepare for proposed funding changes.

What is the greatest chal-lenge the hospital faces in the next five years?

Our greatest challenge will be if the federal government requires a change in our fund-ing scheme. Several are pro-posed and we have to be ready whichever one is chosen. We are collecting date, refining our service procedures, and in-creasing monetary reserves to be ready. As the options nar-row, we will be able to refine our calculations and enhance any areas we feel are weak. We have to be ready.

Do you think the hospital should affiliate with other organizations? Why or why not?

We have numerous partner-ships with other hospitals or groups of hospitals to enhance our purchasing power, to share legal expenses, to provide education to employees, or to provide services through tele-medicine and soon, tele-psychiatry. We have a great partnership with NAS Whidbey

that benefits both organizations. “Affiliation” has come to mean merger with another, usually a larger, urban medical center. I feel very strongly that Whidbey General Hospital should remain independent, meeting the com-munity needs as determined by the community itself. WGH is strong, financially secure, and has nothing to gain by losing its independence. I am against affiliation.

The hospital is perceived as having a transparency issue. What would you do to ad-dress this?

The hospital does not have a transparency issue. All re-quests for information are met in a timely manner except those that are protected by pri-vacy regulations. We meet all the requirements of the Open

Public Meetings Act.

Do you think the hospital has an image problem in the community? If so, what can be done to improve it?

The hospital does have an image problem and it is some-thing the board has spent much time trying to allevi-ate. In studying it, we find that people who actually use hospital and clinic services are very positive about our perfor-mance. It is the people who don’t that have the negative opinions. The board members are seeking speaking oppor-tunities with organizations all over the Island; we’re schedul-ing town meetings; and we’re increasing our press releases. We welcome any and all sug-gestions to help us with this problem.

Wednesday, October 14, 2015 2015 Voters Guide • Advertising Supplement

DROP BOXES ARE LOCATED AT: Island County Election O� ce - 400 N Main Street, Coupeville

Island County Auditor’s O� ce - 1 NE 7th Street, Room 105, CoupevilleOak Harbor City Hall - 865 SE Barrington Drive, Oak Harbor

Trinity Lutheran Church - 18341 SR 525, FreelandKen’s Korner Shopping Center - 4141 SR 525, Clinton

Island County - Camano Annex - 121 N. East Camano Drive, Camano Island

MAKE SURE YOURVOTE COUNTS!INFORMATION ON RETURNINGYOUR BALLOT:Ballots must be postmarked no later than Election Day at 8:00 pm. Please check with your local Post O� ce to clarify the last pickup of the day. State Law requires a ballot must have a postmark on or before Election Day (RCW 29A.40.091(4)). If a ballot is received with a postmark on it that is after Election Day, it will not be counted.

ADA Compliant Ballot drop boxes are available 24-hours per day from the time ballots are mailed to voters. They will close promptly at 8:00 p.m. on election night.

Need additional information about voting and/or elections? Contact:[email protected] or call us at 360-679-7366

Monday through Thursday between 9:00am and 4:00pm

Whidbey General Hospital

Jim Campbell

What is the single greatest issue facing Oak Harbor today and over the next four years?

I don't see just one issue as more important than any other. There are several, ie; day to day city operations, Economic Development, not enough housing to meet the need, staff morale, and the relationship between the Mayor’s office and the City Council, just to name a few.

How do you plan on in-creasing morale among city staff and stop the revolving door of city employees?

I believe we have a good management staff and do not see any need to make

Bob SevernsWhat is the single great-est issue facing Oak Harbor today and over the next four years?

The lack of effective leader-

ship at City Hall. Effective leadership over the next four years will reestablish the City’s credibility, re-store morale and cohesive-ness among city staff and Council, oversee successful completion of our essential waste water treatment plant, and develop the overall infrastructure plans needed for our City.

How do you plan on in-creasing morale among city staff and stop the revolving door of city employees?

The mayor needs to com-

Oak Harbor Mayor

CONTINUED ON PAGE 6


CONTINUED ON PAGE 5


See additional information on our website: www.callisonformayor.com

Sponsored by the Committee to Elect Tim Callison533 2nd Street, Langley, WA 98260

✔ Pam Schell

✔ Frank and Janet Ploof

✔ Jennifer and Sieb Jurriaans

✔ Fred and Sharon Lundahl

✔ Paul Sarkis

✔ Neil Colburn

✔ Val Easton

✔ Bob Waterman

✔ Sharon Heath and Simon Frazer

✔ Callahan McVay

✔ Chris and Leslie Evans

✔ Bruce Allen & Jim Balkowitsch

✔ John Lawson

✔ Nancy Rowan

✔ Bill and Karen Nesbeitt

✔ Fred and Shannon McCarthy

✔ Rene Neff

✔ Jim Sundberg

✔ Tim Leonard

✔ Jennifer Marks

✔ Ron Kasprisin

✔ Russell Sparkman

✔ Bernita Sanstad

✔ Lorinda Kay

✔ David and Holly Price

✔ Bill and Susanne Paulson

✔ Duane and Ruth Den Adel

✔ Gretchen Cole

✔ Matt Hoar

✔ Chava Hill

Sustainable Growth:that allows Langley to continue to be

the “Village by the Sea”

Economic Diversifi cation:Create opportunities and allow for

less reliance on tourism

Demographic Diversifi cation:Jobs and housing opportunities for

young people and families

With Gratitude:

municate, participate and be present at City Hall. I will respond directly to our em-ployees’ valid concerns. And I will lead by example and not through fear and intimi-dation. I have a proven track record of sound, effective and inclusive leadership and management.

The police union has voiced concerns about the department’s administra-tion. Would you do any-thing to address this?

I will address these signifi-cant concerns by conducting a complete analysis of the department’s operation and administration, to determine what is working and what is not. I will ask for help from outside sources in accom-plishing this review, and its results will determine the na-ture and extent of any chang-es in policy or procedure, or other corrective action.

Given the increasing costs of utilities, do you think the utility tax that goes to the arts should continue? Why or why not?

The average household pays approximately $3 per year in

utility tax to support the arts. We should continue to fund local art through this minimal tax on utilities. The benefit that our community receives from this minimal expense greatly outweighs the cost.

What would you do to encourage economic de-velopment?

Economic development is a top-drawer issue. I will con-duct a listening tour directed to the “stakeholders” in our community, and will commit to researching incentives to encourage new businesses. I will examine the City’s per-mitting processes for existing and new businesses.

Do you think the city’s sewage treatment plant should include a large training or community space?

Oak Harbor needs a com-munity/conference center. However, the overriding need today is a new waste water treatment plant, delivered on time and at the best possible cost to our rate payers. For this reason, I cannot support inclusion of a training or community space as part of this project.

SEVERNS, CONTINUED FROM 4

Measures on the ballotINITIATIVE MEASURE NO. 1366 concerns state taxes and fees. This measure would decrease the sales tax rate un-less the legislature refers to voters a constitutional amend-ment requiring two-thirds legislative approval or voter approval to raise taxes, and legislative approval for fee increases.

INITIATIVE MEASURE NO. 1401 concerns trafficking of animal species threatened with extinction. This measure would make selling, purchas-ing, trading, or distributing cer-tain animal species threatened with extinction, and products containing such species, a gross misdemeanor or class-C felony, with exemptions for certain types of transfers.

ADVISORY VOTE NO. 10The legislature imposed, without a vote of the people, oil spill response and adminis-tration taxes to apply to crude oil or petroleum products

transported by railroad, costing $17,000,000, for government spending.

ADVISORY VOTE NO. 11The legislature imposed, with-out a vote of the people, the marijuana excise tax on medi-cal marijuana sales, costing an amount that cannot currently be estimated, for government spending.

ADVISORY VOTE NO. 12The legislature imposed, with-out a vote of the people, ad-ditional taxes on motor vehicle and special fuels costing an estimated $3,707,000,000 in the first ten years, for govern-ment spending.

ADVISORY VOTE NO. 13The legislature increased business and occupation tax revenues and excluded certain software manufacturers from a retail sales tax exemption, without a vote of the people, costing $1,449,000,000 for government spending.


changes. I will do my best to improve staff morale.

The police union has voiced concerns about the depart-ment’s administration. Would you do anything to address this?This is a item that has been between the Mayor and Staff. I will first investigate this is-sue and based on what I find develop a plan to resolve any problems.Given the increasing costs of utilities, do you think the utility tax that goes to the arts should continue? Why or why not?I am not opposed to arts be-ing developed that depict Oak Harbor and its history. The money given to the arts fund is taken from the utility bill. It is not an extra added tax to the utility bill.

What would you do to en-courage economic develop-ment?

The city has recently hired an Economic Development ( EDC) person. I plan to en-courage that person to work closely with all Island County EDC offices. I will also en-courage that employee to be very proactive in doing this job. I feel in order to get more businesses and jobs in Oak Harbor economic devel-opment is a recruiting job and not a job where we wait for them to contact us.

Do you think the city’s sew-age treatment plant should include a large training or community space?

In light of the costs that are forecast for the treatment plant I am against the train-ing/Community center. There are several places in Oak Harbor that can be used for these purposes.

CAMPBELL, CONTINUED FROM 4

Tim CallisonHow should Langley address its rabbit woes?

This is a private property is-sue…if damage is being caused to gardens, parks, playing fields, buildings, etc. then the responsibility falls on indi-vidual homeowners, the school

district, and Island County, in the case of the fairgrounds. The City may not have justifiable cause to act unless the rabbits are doing damage to City-owned property.

The City currently does have an ordinance (8.12.010), already containing this lan-guage:

The following things, places, acts, animals and fowl are declared to be public nuisances, namely:Animals and fowl (excluding dogs and cats), which constitute a menace to the public health, safety or welfare while on or off any property owned or occu-pied by any person.So, to have standing in this issue the City would have to show that those conditions ex-ist. The City does not have the

capability to determine if there exists a health issue – evidence that rabbits are carrying disease or might otherwise transmit disease to people or pets. That would have to fall to the Coun-ty for their determination and recommendation for mitigation.However, there is a high de-gree of emotional attachment to the rabbits and the enforce-ment and/or remedies available would have to be consistent with the community wishes.Additionally, an education pro-cess will have to be undertaken to continue to effectively con-trol them long-term.We are not alone in facing this challenge of a ballooning intru-sive or native species popula-tion – Ann Arbor, MI is trying to deal with a deer problem; Boulder, CO is dealing with a prairie dog issue; the Florida Everglades is dealing with Bur-mese Pythons. We should look to their examples for guidance about what and/or not what to do.

What will you recommend to solve the city's bluff/marina access issue? A funicular?

I’m not persuaded that there’s an access issue. No data has been presented to me to estab-lish the need. I’m open to ex-ploring further; however, I have serious doubts that a funicular is the best possible solution. If elected, I will seek the guidance of City Council on whether fur-ther research is needed to docu-ment the need or whether the Port and Langley Main Street may now be meeting it.

Are Langley’s business regu-lations too stringent, and do they have anything to do with the city's reputation as being business unfriendly?

I’d like someone to cite a case where the City code is too stringent. The objective, after all, is to protect public health and safety, and it is the responsibility of City staff to implement the code that has been approved by Council. If elected, I will support a review of relevant development-related or business-related code IF examples can be found where they unreasonably obstructed or hindered new development or new businesses. Further, I will ask that a simplified Business Start-up guide be produced for prospective businesses in the general form of a step-by-step checklist with links to relevant City forms and documents. I do believe the City can be more pro-active in supporting new business development…and still serve the best interest of all residents and visitors.My observation is that market factors are most often respon-sible for the pace of growth or the success of a business…not government regulations.

The latest data from Langley Main Street Associations show a net of 4 new businesses in 2014 and a net of 9 new busi-nesses so far in 2015.

What can the city do to lower the cost of living in Langley, particularly how would you address the city’s often criti-cized utility rates?

The City can do very little if anything about general costs of living like rent, real estate, groceries, and other common goods and services sold in


Langley Mayor

CONTINUED ON PAGE 8

VOTING ENDS

NOV. 3

Langley Mayor

town. In regard to utility rates…I’m not yet an expert, but my research suggests that the formula for covering the operat-ing, maintenance, and capital improvement costs of the wa-ter and waste water systems is complicated by the fact that both systems were designed and built to serve a greater number of customers than are currently purchasing these services. With more customers, the cost/cus-tomer will come down. Histori-cally, the City has not required homeowners within the City limit to connect to the sewer if they have a functioning septic system. Perhaps this is some-thing City Council will want the next Mayor to explore.

Regarding the water system…it pains me that some custom-

ers are charged for a minimum of 7000 gallons for two months and yet they consistently use 40-60% of this amount year-round! This is no way to en-courage and reward conserva-tion. If elected, I definitely will explore options for rewarding conservation and making sure that high-volume users pay their fair share of the costs to operate and maintain the system with-out which they could not live or do business here.

What is the single greatest is-sue facing Langley today and over the next four years?

In any City government, even one as small as Langley, it is a disservice to reduce the fo-cus of local government to a single issue. As some wise man said, “everything is related to everything” so an issue rarely

stands in isolation or can be addressed individually without affecting or being affected by other issues. There is far too much for even a conscientious, engaged candidate to possibly know before being elected and spending time in City Hall. Of course, priorities can shift in a hurry due to circumstances be-yond the Mayor’s or the City’s control. The key is whether the elected officials have the lead-ership experience to address the situation effectively.In my campaign I have focused on three themes that I think are frameworks that address most of the challenges facing Langley – sustainable growth that maintains the charm of the “Village by the Sea”, improved economic diversity, and demo-graphic diversity. Having said that, there are two major areas that are not under the control of the City, which

could have major impacts in the coming years – the Marina and the Fairgrounds. Managing these issues to Langley’s benefit will rely on good working rela-tionships with the County and the Port Commissioners. A number of transparency issues have been voiced in recent months. Does some-thing need to be done, and if so what?

I certainly will agree that trans-parency is a good and desirable thing and that the City should fully embrace a commitment to transparency. If elected, I will be a loud and persistent voice for full and clear communica-tion with the community. I will also lead on the issue of adapting the latest technologies when developed to continue to improve access while reducing costs to the City.


CALLISON, CONTINUED FROM PAGE 7

Election - Guide for Voters on Whidbey Island

Documents

Transcript of Election - Guide for Voters on Whidbey Island