2012 CC2 G Digital Dossier: Miller, Dale

2012 CC2 G Digital Dossier: Miller, Dale



I.          Personal Information



Name:  Dale Miller



Date of Birth and Age on Election Day:   age 63 (born September 16, 1949 in Cleveland, OH) (www.dalemillerforohio.com/meet-dale)



Political Party Affiliation:  Democrat



Home Address:   4300 West 143rd Street, Cleveland



Spouse/Significant Other:  Carol Pierse (married since August 10, 1985)



Children:   None



Social/Civic/Club Affiliations: Great Lakes Science Center, Board of Directors 



II.        Educational History



Garfield Heights High School (1967)



Case Western Reserve University, Bachelor’s Degree in Psychology, awarded highest honors (1971)



University of Utah, Doctor’s Degree in Clinical Psychology (1976)






III.       Professional Background




Program Evaluator for the Great Plains Community Mental Health Center in North Platte, Nebraska, 1977



Program Evaluator and did some testing and counseling at the Community Guidance Mental Health Center in Cleveland, Ohio, 1977-1979






IV.       Criminal Record and Civil Court Involvement



Criminal Record: Unknown



Civil Litigation:  Unknown



Cuyahoga Court of Common Pleas (http://cpdocket.cp.cuyahogacounty.us/p_NameSearch.aspx)



Bankruptcies: None



Ethical Issues:  None found.



V.        Campaign Information



Campaign Address: Friends of Dale Miller, 4300 W. 143rd St., Cleveland, OH 44135



Campaign Officers/Participants: Sue Adams, Manager; Doug Henderson, Trustee



Prior Campaigns:  See list of prior elected offices.



Prior Elected Offices: 



 Campaign Endorsements/Affiliations (as of 9/14/2012):



Dale Miller's Response to the Questionnaire



I.          Integrity


  1. Aside from your current position, have you ever held a position, public or private, where you were required to report gifts made to you or expenditures made on your behalf?  When, where?


 I served previously as a member of Cleveland City Council, the Ohio House, and the Ohio Senate. For each of these positions, I filed the annual required report with the Ohio Ethics Commission or the Ohio Joint Legislative Ethics Committee reporting gifts made to me or expenditures made on my behalf. I held these positions from 1980 through 2010.


  1. In the last five years, have you been a party to any civil law suit?  If yes, please provide the case name and nature of the suit.
 I have not been a party to any civil law suit in the past 5 years.





  1. Have you ever been convicted of a crime, other than a minor misdemeanor?  If yes, please provide the year and jurisdiction of the conviction.


 I have not ever been convicted of any crime, other than minor traffic violations, and not many of those.


  1. What steps have you taken to ensure that your campaign is complying with Ohio Campaign Finance law? Has a complaint ever been filed against you, or any campaign committee acting on your behalf, in the Ohio Elections Commission, or Federal Elections Commission?


 In order to insure that my campaign complies with Ohio Campaign Finance Law, I have become very familiar with the law's requirements and do most of the work of completing the campaign finance reports personally. I also have my reports reviewed by my campaign treasurer, who is a CPA, before they are filed. No complaints have been filed against me or my campaign committee in the Ohio Elections Commission. I have never run for Federal office. On occasion, I have had to respond to routine audits and make minor corrections, but have always done so with no complaints being filed.


  1. Your campaign website’s “Issues” section notes that you would like to “pass a tough code of ethics.”[1] Please give an example of a city, county, or state government’s code that you feel is “tough” and that you would be willing to model Cuyahoga County’s after. 


My website's issue section was not updated from the 2010 campaign. I believe the ethics law we passed to be tough and effective. There is one point in the county's law that I disagree with. When a county elected official recuses himself/herself from voting due to a conflict of interest, he/she should be required to state publicly the nature of the conflict. In the current law, the elected official is only required to recuse to prevent a conflict of interest, but is not required to state the nature of the potential conflict.



II.         Transparency


  1. What steps do you believe can be taken at the county level to make access to public records easier?


 First, the Executive should fully implement the Public Records Ordinance which I prime sponsored, which requires the County to designate and post public records managers for each major department, giving the public points of contact for obtaining public records. Second, I intend to work to improve the County Council's website so that any citizen can easily access the current status of any legislation being considered. Currently, legislation that has already been approved is more accessible than legislation still in the process of being considered.



  1. Another Issue from your campaign’s website is “fix the bidding & hiring process.”[2] Please elaborate on the problems you perceive in the current model and the ideal steps you would like the County to implement to fix those problems. 

    This is another case where my website was not updated. The Contracting and Procurement Ordinance, which I prime sponsored has greatly improved the contracting and procurement process. The internal accountability within in the administration and the Council approval process are both much better than what occurred during the prior system of government. The process provides strong accountability but also is flexible enough to allow contracts to move through the system.

    This is still room for improvement. Sometimes, services have been performed without a contract being in place. We need to improve the internal controls to prevent this from happening. The internal audit process should be helpful in this area. Also, the number of administrative steps in the contracting
    process can be reduced, saving time and money. The administration is actively working on these improvements.

    The hiring process has also be significantly improved. Much more attention is being given to job-relevant qualifications.









 III.       Efficiency




  1. What steps do you believe could be taken to improve cooperation and between county government and other local governments?

 There are a large number of areas in which the county and local governments can achieve greater cooperation and economies of scale, including economic development, human resources, information technology, website design, sewer maintenance, emergency dispatch services, wellness programs, road construction and repair. The county is actively pursuing all of the above and looking for more.


  1. Please generally describe your position on the issue of regionalism.

 Having 59 separate communities is not the formula for economic success in the 21st century. We need to take a countywide and/or regional approach to community improvement wherever possible. Local considerations die hard, however, and in practice it takes a whole lot of work and discussion for what often seems like modest progress. I will observe that the Fitzgerald administration is very committed on this issue, and is working on collaborative approaches throughout county government.


10.  After two years of the new county government, can you identify any areas or programs that you believe could be run more efficiently?


As mentioned previously, there are many administrative steps to the contracting process, and it can be made more efficient. There is a great deal of room for consolidation and better coordination of information technology systems. We would benefit from having a strategic plan for health and human services, enabling us to reduce duplication and focus on services with large prevention benefits. We could reduce the number of emergency dispatch operations in the County from 48 to 3 or 4, substantially reducing hardware costs. We could work with the municipalities to set up a central booking system for prisoners. Finally, we could pass my Board of Revision Charter amendment, which would allow the creation of hearing boards of varying length, rather than having all hearing boards last three years, whether there are enough cases to keep them busy or not. 


11.  What is your opinion of the working relationship between the Executive and Council? In what way(s) would you improve that relationship?


 The Executive and Council are working well together. We don't always agree on everything, but there is a strong commitment on both sides to moving the County forward as the prime goal and making sure that conflict does not get in the way of progress. The Executive and Council could both do better and informing the other about things we are thinking about before decisions are made, and there could be more discussion and negotiation between the Executive and Council.


IV.       Competence


12.  Aside from your current position, have you ever run for public office? If so, please identify the office and the date of the election. 


 I served as a member of Cleveland City Council from 1980 through 1996, the Ohio House from 1997 through February, 2006, and the Ohio Senate from March, 2006, through December, 2010. I ran for office three other times in which I lost in the Democratic Primary: County Recorder, 1984; Ohio Senate, 1990 and 1994. Note that the race for County Recorder was the first year that Frank Russo was elected to that office. If I had won that race, the County's history would have been totally different.


13.  What other public offices have you held? When?


 See previous answer.


14.  Have you, or any business in which you held more than a 50% interest, ever filed for bankruptcy.  When, where?


 I have never personally filed for bankruptcy, nor have I been in business.


15.  In your opinion, what experiences/education qualifies you to be a councilmember?


 My legislative and public finance experience, particularly in the Ohio House and Senate, were extremely helpful to me on County Council. In the first few months at County Council, we had to operate with little assistance in legislative drafting, and my experience in that area helped the Council significantly in making a good start.


V.        Policy



16.  What steps do you believe county government can take to take advantage of Cuyahoga County’s lake front?


 This is a very important area in which we are not doing as well as other regions. Unfortunately, we are constrained by prior land use decisions. The 5 things we need most are (1) a long time horizon, (2) better cooperation between the City of Cleveland (and other lakefront municipalities) and the county, (3) better long range planning, (4) a watchful eye for opportunities to gain control of lakefront land for public use, and (5) a willingness to spend money on it when opportunities become available.


I obtained passage of an amendment to the County's first 5-year Economic Development Plan, strengthening the lakefront development provision, calling upon the county to seek closer cooperation with the City of Cleveland and other lakefront communities on lakefront development.



17.  Another of your “Issues” in this campaign is to “create good jobs.”[3] In your opinion, what is the single most important thing county government can do to promote economic development?




 I don't think there's a single silver bullet on economic development. A portfolio approach is needed including development assistance to business, entrepreneurship development, site development, place-making projects, workforce and human capital development, infrastructure improvement, and more efficient government. However, to name one item, it would be finding situations where modest assistance from the county would fill a gap and enable existing businesses to complete significant expansions.


18.  One of the recent issues facing Council is use of the County’s share of the casino revenue.[4] Please describe your vision for the ideal use of these funds and how you would work to implement that vision. 


 I support use of 75% of casino revenue for economic development related projects throughout the County. Since the Western Reserve Fund is geared toward direct job-creating projects, I would prioritize casino revenue for place-making projects that increase the overall business attractiveness of our community. Believing that developing the quality and skills of our people is one the most essential aspects to improving our economy, I would use 25% of casino revenue to help fund the County's newly created post-secondary education scholarship program. I support review of the use plan for casino revenue every two years as part of the biennial budget process.


VI.       2010 Campaign Issue Follow-up

The following questions relate to positions or campaign issues you took in the 2010 election.


 19.  When originally running for this seat, one of your goals was “to take advantage of NASA’s Glenn Research Center and Cleveland Hopkins Airport and encourage the development of high-tech businesses in Cleveland and Brook Park.”[5] Please elaborate upon how, since entering office, you have taken steps to leverage NASA Glenn and the Airport to encourage the development of high-tech businesses in and around Cleveland.


I have not done as much with this issue as I had hoped, focusing more on organizing the new County government. However, in discussions regarding the County's first 5-year Economic Development Plan, I did actively advocate for the importance of building economic development around Cleveland Hopkins Airport and NASA Glenn Research Center.


 20.  Another of your goals was to improve “arts and culture on Cleveland’s West Side.”[6] Please elaborate on the steps you have taken to foster artistic and cultural development in these areas.



 I attended several of the community events organized by the Beck Center to promote its programs. I have also had initial conversations with community leaders around what the funding source should be when it comes time to renew the Arts and Culture Levy, which expires in 2016. Since the levy's sin tax is a dwindling source of revenue, a new formula is probably needed to provide sufficient arts and culture support for the County.


21.  A third issue on your radar from the 2010 campaign was to “collaborate with the state in providing programs that address the health and wellness of children up to age five so they are prepared to learn in school.”[7] You also have a similar goal in your 2012 platform: “Protect children, families and seniors by improving human service programs and focusing on helping our children get a good start in life.”[8] Please elaborate on the steps you’ve taken to collaborate with the State during your first two years in office and what additional measures you would like to take if re-elected.


I led a successful effort to increase funding for the Help Me Grow program by $400,000 per year above what the Executive proposed; I also supported the Executive's initiative to increase funding for Universal Pre-Kindergarten. I have also be advocating development of a countywide strategic plan for health and human services with a strong prevention emphasis; however, so far the County has not moved on this. I have also been working in support of the Executive's "Pay for Success" human services initiative. This innovative approach could provide a funding mechanism for services with proven long-term pay-offs, which would definitely include health, wellness, and education programs for young children.

[1] http://www.dalemillerforohio.com/


[2] Id.


[3] http://www.dalemillerforohio.com/


[4] http://www.cleveland.com/metro/index.ssf/2012/07/cuyahoga_county_council_still.html


[5] http://blog.cleveland.com/newssun/2010/08/campaign_2010_democrats_line_u.html


[6] Id.


[7] http://www.cleveland.com/cuyahoga-county-reform/index.ssf/2010/07/voters_in_district_2_concerned_about_the_economy_and_jobs.html


[8] http://www.dalemillerforohio.com/