Southfield Primary Vote
Eric Coleman
W
hen Barbara
Talley ran for
mayor of
Southfield
four years ago with the
help of Oakland County
Commissioner Eric
Coleman, supporters of the
mayor called them a formi-
dable team.
And they were.
Talley, the first African
American to run for the city's top office, challenged
Mayor Donald Fiacassi to what turned out to be
the toughest race of his 25 years in office.
This election season, the roles are reversed.
Coleman is the candidate and Talley is working
behind the scenes as his strategist.
"Eric knows the city, he knows the schools and he
understands the interplay between city and county
government," said Gilda Jacobs, a state representa-
tive from Huntington Woods who previously served
as an Oakland County commissioner with Coleman.
Coleman is no stranger to political office. He was
elected to the Oakland County Board of
Commissioners in 1997 and prior to that he held
the positions of president, secretary and treasurer
on the Southfield school board.
A Southfield resident since 1976, Coleman was
inspired to run for mayor of Southfield because he
says he wants to maintain and improve the quality
of life for its residents and businesses.
"When we first moved to Southfield, we were
attracted to the city for its open green spaces,
neighborhoods and quality schools," Coleman said.
"The quality of life has changed. I want to make
sure we maintain our neighborhoods, remain
diverse and maintain a school system that works."
Like the other candidates, Coleman spent a sig-
nificant amount of time discussing diversity issues
during a recent interview.
"I don't ever want to see the city become one
color or nationality, because when that happens,
the quality of life declines," said Coleman, who is
proud of the city's diversity and advocates promot-
CAROLYN BEI CHER
Age and Birth Place: 52, Detroit
Occupation: Industry markets services
representative, Arneritech/SBC,
Southfield.
Family: Married, one child (age 23).
Resident 17 years
Education: Detroit Murnford High
School, Highland Park (Mich.) Junior
College, Logos Christian College
(Jacksonville, Fla.). Bachelor's in reli-
gious studies, master's in counseling.
Appointed or elected positions: chief
union steward, Communications
Workers of America, 15 years; youth
director, Inner City. Youth, Detroit, 8
years; prison counselor, Detroit, Livonia,
Washtenaw, 15 years.
Top issue facing Southfield: Southfield
was chosen by many for its aesthetic val-
ues, quality of living, and family friendly
Donald Fracassi
ing it to prospective residents.
He also proposes offering low interest rates on
homes to those who are underrepresented in a par-
ticular neighborhood
black or white.
Like the other candidates, Coleman does not
believe this election will be based on race. "This is
not a black race and it's not a white race," he said.
"This is a race to represent the citizens of Southfield."
When asked about Jewish issues in the city, Coleman
said he did not know of any problems affecting the
Jewish community in Southfield, but indicated that it
would be a priority, to keep Jewish families and residents
in the city. Further, he indicated that he would consider
a program like the Jewish Federation of Metropolitan
Detroit's Neighborhood Project, where Jews are
encouraged to move into or stay in the area through
interest-free loans for downpayments on a mortgage.
"He hass -a broad understanding of Southfield and its
diversity and he knows who to contact for more infor-
mation or to help him gain an understanding of reli-
gious issues, for example," said Jacobs, who indicated
that as a commissioner, she and Coleman worked to
get adequate snow removal on 10 Mile Road, allowing
for better access to the Oak Park Jewish Community
Center and synagogues in the area.
As part of his campaign platform, Coleman
advocates recruitment and retention of business,
building partnerships with the state and county
governments and the promotion of "responsible
growth" within the city.
He promises to nurture local businesses and pro-
mote "responsible growth" by strategically planning a
diverse retail mix to accommodate resident needs while
maintaining Southfield's dwindling green spaces.
"I want to see a Nordstrom, JC Penny and other busi-
nesses coming and growing here," he said. "To do that,
we must have the clientele to support these stores."
Further, Coleman pledges to put an end to political
bickering and infighting. He maintains that his
achievements in city government were possible
because of his unique ability to build bridges for a
more productive government.
"This city needs someone to effectively lead," he
said. "Based on my experience and qualifications, I
feel I am the best person for that job." ❑
atmosphere. Our highly rated schools and
safe neighborhoods were and are a plus.
The people of our community deserve to
have those expectations met and exceed
ed. The maintaining and atuacting of
businesses will aid in the stabilization of
taxes, more progressive city services and
the ensuring of a healthy city. Taxes are of
primary concern to many of our resi-
dents, and more quality businesses with
shorter tax abatement periods would
result in lower taxes and maintain "the
Southfield quality of living."
Jewish community impact: Southfield
has traditionally been known as a diverse
and multi-cultural community. I believe
that our city would do well to continue
to reflect that heritage not only in our
residents but also in the representation of
those residents. The Jewish community
has a rich heritage and culture that any
n 1973, Donald
Fracassi was first
elected mayor of
Southfield. His
opponents say 28 years is
more than enough and
that it's time for him to
go. The mayor says he is
the most experienced can-
didate, with a proven
track record, and should
be re-elected.
In the Sept. 11 primary, the voters of Southfield
will decide which of the three candidates should
be eliminated from the race. In November, the
voters will make their final selection.
Fracassi acknowledges that city leadership has
fallen on some difficult times in recent years, but
blames problems on the inexperience of a majori-
ty of the city council members. Specifically, he
expressed frustration over the high cost of the new
library, under construction, and the firing of the
previous city manager.
"When the council does not follow through, I
find ways to get things done outside of council,"
said Fracassi.
One example of his tenacity, he said, occurred
when his office put together a last-minute pro-
posal to have Southfield designated a SMART
Zone, which would allow state money to flow
into the city for technology. According to the
mayor, other elected officials "dropped the ball"
on the very lengthy SMART application and his
office worked into the night to properly complete
it. The designation was ultimately given to
Southfield.
Four years ago, the last time Fracassi ran, he
narrowly defeated former city council member
Barbara Talley. Then Fracassi's campaign was
marred by an unresolved tax fraud allegation.
Three days after the election, a district court
judge cleared the mayor of all charges.
Fracassi was unopposed in 1989; in 1993, he
won by a 3-to-1 margin.
Recently, the mayor talked at length about
people would benefit from. Many resi-
dents of Southfield came seeking that
which the Jewish community embodies:
stability, business, education, religion and
strong family influence and pride. This
see as the cornerstone of any healthy, safe
and prospering community. To be
deprived of that would be a certain loss.
WALTER BENTLEY HI
Age and Birth Place: 31,
Adanta, Ga.
Occupation: Owner,
WaltsArt.com, online art deal-
er and Web site designer
Family. Single, no children.
Resident: 5 years
Education: B.S. mathematics, Hampton
(Va.) University; graduate, Naval
Security Group Cryptologic Division
Officers Course, Washington, D.C.;
working toward a JD/MBA degree at
Wayne State University law and business
schools (Detroit).
Appointed or elected positions: \XTayne
State Law School Student Board of
Governors, 3 yews; co-president, Burgh
Point Homeowners Association, 6 months.
Top issue facing Southfield: The city
must improve its communications.
The council should have a closer
working relationship with the school
board to ensure that the city can aug-
ment when programs are cut. We pay
the second highest property taxes in
the state, yet many do not see the
equivalent value in the school system.
The city must also communicate
with constituents better. I will ensure
citizens are notified well in advance
before decisions on their neighbor-
hood are contemplated. We deserve to