Four vying for city commission seats

Four candidates will be vying for two positions on the Concordia city commission in the November 5 election.
Christy Hasch is seeking a third term on the commission after being elected in 2013 and then re-elected in 2016.
Sam Sacco is running for a second term on the commission.
Joining the two incumbents on the ballot are Marsha Wentz, who previously served on the commission from 2010-2016, and Gary D. Jeardoe, who is running for office for the first time.
The Blade-Empire asked each candidate to provide some biographical information and to respond to three questions.
Sacco is originally from Omaha, Neb. He served in the United States Air Force from 1965-1969.
Attending the University of Nebraska-Omaha from 1969-1973, Sacco graduated with a business degree. He started working in agriculture in 1973.
During his 43 years in the agriculture business, Sacco spent 23 years as the general manager of both grain and ethanol operations.
Sacco moved to Concordia in 2010 to take the job as general manager of Nesika Energy LLC in Scandia. He retired in 2016.
Currently a member of the Concordia city commission, Sacco served as mayor. He has served as chairman of the Board of Review Kansas, an association made up of ethanol plants; on the Frank Carlson Library board and was president of the Kansas Councilman/Commissioners Association.
Sacco is currently serving on the CloudCorp board and Brown Grand Theatre board and is a member of the Brown Grand Players.
Last year, Sacco ran for the Kansas House of Representatives and lost a close race to incumbent Susan Concannon.
Sacco and his wife Mary Beth had one son, Jeff, who works for the State of Kansas as a racing and gaming agent.
Hasch was born and raised in Bassett, Neb., and attended the Rock County Public Schools. She earned a bachelor of science degree in psychology from Kearney State College and a master of science degree in clinical psychology from Fort Hays State University.
In 1985, Hasch moved to Concordia to work as a school psychologist. She is now retired from that position, and now works one day per week in some other area school districts.
Hasch also taught evening classes for Cloud County Community College in the areas of psychology and human development. Her volunteer activities include 4-H, the Frank Carlson Library board of directors, the Cloud County Health Center board of trustees and the Cloud County Health Center Foundation. She has also started delivering Meals on Wheels one day per week.
Hasch is married to Les Hemphill. She has two daughters, Emily and Rachel Hasch, one stepdaughter, Melina Strowig, and a grandson, Gavin Massell.
Wentz grew up in Newton and after high school attended Kansas State University and earned degrees in microbiology and medical technology.
While attending Kansas State, Wentz met her husband Mike. They moved back to Concordia, where Mike grew up.
Wentz worked in the laboratory at Cloud County Health Center for 43 years, and Mike taught at Concordia High School. They have two sons, Marc, who is retired after 25 years in the Navy and lives with his wife Joan and son Jared in San Diego, and Monte, who is an optometrist in Concordia. He and his wife Nancy live east of Concordia on the land that was homesteaded by his great-great grandfather.
Jeardoe now resides in Concordia after living and working in Cuba and in Nebraska. He attended Cloud County Community College and participated in soccer and track and field.
While living in Cuba, Jeardoe owned the Mustang Inn. He started hosting small dances at the inn, and then moved them to the town hall when they got too big.
Jeardoe moved to McCook, Neb., and worked in the fertilizer department for a large cooperative. He then managed a fertilizer plant for Scoular Grain in Kenesaw, Neb. He also owned a bar and cafe in Prosser, Neb.
Moving back to Cuba, Jeardoe started an independent crop consulting business and ran it for 25 years.
Jeardoe has the highest recorded corn yield per acre in Kansas. He has served on city councils, fair boards and school boards, and had the honor of handing his three sons their high school diplomas.

1. What motivated you to seek a seat on the Concordia city commission?
Hasch: Seven years ago, when I first filed for election, I did so because I had always been interested in local politics and community issues. I did not have a particular agenda. I still don't, except that I want to see Concordia grow and embrace the challenges that all small communities in America are confronted with. Concordia is a wonderful community, and we really have an excellent quality of life here.  My family has definitely been happy here. I continue to choose to make Concordia my home, and hope to help our city continue to balance quality of life with the need to have reasonable tax rates. Sacco: Almost four years ago, I was asked to run for city commissioner by folks who felt that their voices were not being heard. That our city government lacked transparency as well as priorities regarding how their tax dollars were being spent. Those same folks have not only thanked me for the progress that our city government has made in all of those areas, but have asked me to consider running for one more term to assure that the city continues in the right direction, especially given the decline in our tax base coupled with rising prices. I told them that I would, but for only one more term.
Jeardoe: 1. Budget money for needs.  2. Finding ways to keep the elderly in their homes. 3. Find ways to keep young people and young families in town. We need to pay attention to their culture and needs. These people are our future. Jobs are a must, also.
Wentz: I feel it is important to give back to the community you call home and one way I can do that is to do volunteer work for the community.
2. In your opinion, what is the most vital role the city commission plays in helping guide the operations of the city?
Hasch: Essentially, the city commission establishes priorities and policies to make the city operations run smoothly. At least annually (usually during the time that the commission is working on the budget for the next fiscal year), we discuss the projects that are needed to continue to improve facilities and maintain/improve our infrastructure. The city staff are very hard-working, talented, and focused. I have a great deal of confidence in them. When a department head brings a need to the attention of the commission, I believe that they have researched the issue and have generally done their part to advise the commission regarding action that should be taken. I have never seen a need to micromanage projects or departments, because I trust the various department heads to manage their department and the city manager to oversee the operations. However, it is the job of the city commission to be sure that this process is running smoothly. We have dealt with some tough issues since I have been on the commission, and I honestly believe that consolidating various points of view into a plan of action is essential to our city moving forward.
Sacco: Given our declining tax base coupled with hospital and school concerns/needs, it is imperative that our citizens elect city commissioners who will not only listen, but react to the concerns of the people. Commissioners who will analyze the needs of the city and allocate tax dollars accordingly. Commissioners who will research and analyze the fine print of contracts before they are signed. Commissioners who will ask questions and are willing to make hard decisions. Commissioners who are willing to put the wishes of the community first and their wishes second.
Jeardoe: 1. Watch the budget; 2. Work with the city staff, not micromanage them. 3. Understand contract being let for jobs and make sure ordinances are being followed. 4. Determine safety of structures.
Wentz: The city has a good city manager and department heads that take care of the day to day business of the city. The commission is responsible for approving the budget, ordinances, and making sure concerns of the citizens are dealt with appropriately.
What is the number one challenge you believe the city will face in the next five to 10 years, and what would a solution to that challenge be?
Hasch: The primary challenge to the city is to maintain the population of the city. I am concerned that Concordia is at a tipping point in terms of population. In order to address this, we must assure that there are enough jobs that will pay adequately to attract families and to keep our existing population.  CloudCorp and the Chamber of Commerce are certainly part of that solution, but they can be effective only in the context of what we have to offer as a city. I am all for attracting new businesses to town.  One of the things that will help is having adequate, modern medical facilities. This impacts every demographic of our population, but perhaps is most essential for senior citizens, who might find it difficult to drive out of town to receive medical care. New industry is unlikely to find Concordia a good place to set up shop if their employees can't receive medical treatment locally. The city continues to be involved in the process of getting this need addressed, and it will be essential to our continued high quality of life in Concordia.
Sacco: The biggest challenge facing the city over the next five years is loss of citizens or better said, its tax base. The priorities of the city/city commissioners has to be on working with CloudCorp in acquiring manufacturing businesses that employ at least 20 to 50 people instead of focusing on just service type businesses. While that process is being conducted, it is also imperative that city commissioners focus on using the declining tax money towards maintaining all city assets and not on new projects.  
The next five to 10 years is going to decide the future of Concordia. I personally believe that given the right leadership that the future is bright. But like it or not, finding the right leadership is in your hands. The future of Concordia depends on your vote. So take it seriously and get out and vote.
Jeardoe: 1. Bring in jobs that support young families by working with CloudCorp and by just asking about other companies in other cities on our own. 2. Streets-sewers-waterlines are a given. Some have little work in 100 years. 3. Buildings on main street. Every time one is closed, sales tax is lost. If let go long enough taxes will not be paid on them. Then what happens to the budget? This town can not stand any more tax increases on anything or we will lose more businesses and residents. This can include all buildings in town: Have true stone mason look at all buildings from cellar to roof. A very good one lives in Glasco. The people are not cheap. 4. Bring in ball tournaments throughout the summer. 5. We need to develop a five-year plan then roll into 10 years.
Wentz: Dealing with crumbling infrastructure and streets and the cost of repair and replacement is the number one challenge. Having a long range plan for replacement and exploring all forms of grants for help with the cost would be a solution.