BUCYRUS, OH (CRAWFORD COUNTY NOW)—Crawford County Now offered an election forum to any candidate who wanted to let people know their vision for the office they are seeking.
The candidates were asked to declare the office they are seeking and to answer three questions posed to them. Below are the responses we received from candidates in Galion.
READ MORE: Crawford County Now announces candidate forum for local election
Robert A. Johnston – candidate for mayor
161 Rensch Avenue, Galion
1. Immediate Needs
Galion’s utilitics have been neglected for ycars, particularly water and sewer, and the City currently has no strategy to improve utility operations.
This neglect of utility operations ends up burdening the citizens with unnecessary rate increases. I will institute a meter replacement program to insure that every utility user is paying their fair share, and to insure that the City is billing for all treated water. I want to work closely with the Ohio Environmental Protection Agency (OEPA) on City utility issues, especially to insure that the City’s water operations and water quality meet EPA requirements. Galion’s water should be both safe and affordable.
2. Economic Vision
Cleaning up Galion will be one of my ongoing goals – Galion needs to look better to attract people and businesses.
My administration will be user-friendly and assist any business interested in Galion, as well as work with the County economic development efforts.
3. Managing Departments I will work closely with the department heads – we are a team. We will have ongoing communications with the department heads and employees to develop this ‘team’ and build on the experience of our City department heads and City employees to get things done. I am a ‘doer not a ‘talker.
The safety-service director is a key position for the City of Galion. I plan to replace the current safety-service director with an experienced candidate who is like-minded that we are here to serve the citizens of Galion.
Galion Mayor–Marcia S. Yunker
788 Sunnyside Dr. Galion, Ohio 44833
What do you consider the city’s most immediate needs and how do you plan to address them?
1. To increase trust, it is imperative that governance, under my leadership is open, accountable, collaborative, and guided by the needs and voices of the community. This goal will be facilitated through open forums and regular meetings with citizens; monthly newsletter in city utility bills; a return to Mayor “LIVE” with the opportunity to ask questions; clear, concise, and up-to-date social media; return phone calls/emails from City Hall w/in 24 hours; creation of a Galion City APP for those “on the go;” news in print; local online news; “Mayor on the Move” in the community; option to choose informational automated texts, phone messages, and/or emails; and the use of a program such as “Clear Impact” which enhances decision-making, efficiency, and collaboration while offering Results- Based Accountability to improve outcomes and secure funding and, of course, keep citizens informed every step of the way!
2. Then, we can lay the groundwork, through Strategic Planning, to address revenue and resources that directly affect additional pressing issues – economic development, revitalization, taxes, aging infrastructure, utilities, and property maintenance. It is imperative that the strategic planning process involves a diverse group of individuals: citizens, government officials, city employees, department heads, community groups, business owners, industrial leaders, non-profit organizations, churches, external expert advisors, etc. Strategic planning is a systematic process, a roadmap or vision, that defines the city’s direction and allows long range decisions to be made allocating resources to pursue that direction, or vision. The plan emphasizes long-term priorities and strategies to achieve sustained growth and it is this inclusive plan, or blueprint, that provides the foundation for effective long-term decision-making and goal attainment
What is your long-term economic vision for the city?
As a leader, my plan is one that fosters, creates, and implements a Strategic Plan created and molded through diverse community engagement. The process, through community input, provides the avenue to create a comprehensive strategy for a long- term economic vision for our city. While strategic planning involves teamwork, brain- storming, compromises, and a concrete plan, part of my economic vision might include the following: a thriving uptown business area, a community gathering spot and a place for celebrations; local business collaboration to increase foot traffic; an active, progressive, tourism bureau; public school, university, and vocational school partnerships; increase in cultural amenities that would generate and stimulate our economy; simplify regulations and create supportive policies for businesses to thrive; establish facade improvement grants for our aging uptown buildings; and encourage entrepreneurships through grants. Imagine the endless possibilities, when given the opportunity, a strategic planning committee can generate.
How would you assess the performance of current city department heads?
When evaluating city department heads, it’s crucial to align the evaluation criteria with the job description, legal responsibilities, and current evaluation methods. In the current administration, the Safety Service Director is the direct supervisor, but a proactive team approach could be considered. I believe in facilitating ongoing dialogue rather than waiting for annual reviews; this procedure would would be helpful for employees to grow and adapt in real-time.
Criteria to be considered for a performance assessment could be leadership and management; performance and accountability; communication and public relations; innovation and improvement; compliance and ethics; and a summary of employee’s strengths and areas for improvement. While empowering them to utilize their expertise and placing high value and addressing accountability would be to include an employee’s self-evaluation with an eye toward development and future potential, instead of merely judging past performance.
Below is the submission by Mayoral Candidate Thomas Palmer.
1. Immediate Needs: What do you consider the city’s most immediate needs and how do you plan to address them?
Galion has immediate needs we can’t ignore. The newest budget numbers presented to City Council show the city is projected to run a large deficit during calendar year 2026. When money is tight, every delay or unclear decision matters — it slows down water projects, street repairs, and basic services. People can feel it.
My first priority as mayor is to make sure the right people are in the right jobs. The Safety-Service Director should be someone with the training and experience to manage utilities and stay in compliance with Ohio EPA standards. That position should not be political — residents deserve someone who can walk in on day one and work for safe water and affordable electric rates.
The second need is clear communication. Too often, the public hears about major decisions only after they’ve already happened. I will publish project updates and financial information in plain language, online, and on a predictable schedule. No digging. No guessing.
The third is consistency — in code enforcement and in how boards and commissions operate. Leadership isn’t about reacting when something goes wrong. It’s about knowing what’s coming, making decisions early, and following through. Galion doesn’t need drama. It needs a mayor who knows how to run things well, right from the start.
2. Economic Vision: What is your long-term economic vision for the city?
Long-term financial stability won’t come from cutting services — it will come from growing our tax base. My vision is to position Galion as a place where residents want to stay, and where businesses and investment choose to locate. That includes the Uptowne. When the heart of a community shows activity, new businesses feel welcome and private investment follows. We need to continue improving public spaces, supporting local entrepreneurs, and encouraging redevelopment of vacant or underused properties. Housing is the second major component. Galion needs updated housing options and reinvestment in existing neighborhoods. My housing improvement plan will support homeowners with repairs and encourage new market-rate and workforce housing on developable land.
Finally, we need to be ready when opportunity comes. In my economic development work across Ohio, the cities that win are the ones with sites prepared, infrastructure planned, and decisions made quickly. I’ll bring that same approach here. Growth is possible. I have experience and training and I know how to deliver it.
3. Managing Departments: How would you assess the performance of current city department heads?
Galion has dedicated employees, and strong leadership will help them succeed. My standard is simple: clear expectations, open communication, and measurable results.
Department heads will be evaluated on three criteria:
• Are we meeting requirements and deadlines?
• Are we communicating openly with Council and residents?
• Are we improving results, not just maintaining routines?
The mayor’s role is to remove obstacles and provide direction — not micromanage. I expect professionalism and accountability, and I will give department heads the support and resources needed to meet those expectations. Where people excel, we will celebrate that. Where performance consistently falls short, we will address it directly and respectfully. The public deserves results, not excuses. Galion needs leadership that sets the tone and follows through. I am ready to provide that leadership.
Crawford County Now will provide complete Election night coverage.