“Ocala Gazette” Q&A with candidates for County Commission

[Shutterstock]

Home » Politics

Posted May 12, 2026 | Staff report

There are three candidates running for the District 2 County Commission seat (Matthew Cretul, Mike Crimi and Brien Weidemiller) and six for the District 4 seat (Randall Alvord, Jeff Bairstow, Clint Barkley, Anthony Barriner-Massa, Wanda Wimberly Lasher and Sherri Meadows).

The “Gazette” will email a different question each week to all of the candidates, for a total of nine questions over nine weeks. The candidates are given a week to respond in writing and we do not edit their answers. The answers from those who chose to participate are presented below in the order in which they were received.

QUESTION SEVEN: The county commission oversees large public systems — from public safety to infrastructure contracts — often relying on staff recommendations. What is one area of county government where you believe stronger oversight or independent review is needed, and how would you implement it?

One area where stronger oversight is needed is in large infrastructure projects and major contracts that involve significant taxpayer dollars.

County staff do important work and provide valuable recommendations, but it is the commission’s responsibility to ask questions and to make sure those decisions are right for the community.

As our county grows, these projects are getting bigger and more expensive. That means we need to take extra care to make sure costs are accurate, timelines are realistic and taxpayers are not left paying for mistakes.

I would support adding an extra layer of review for major projects — such as independent cost estimates and phased planning — so we fully understand the long-term impact before decisions are finalized. 

I also believe we should improve how this information is shared with the public, so residents can clearly see what projects will cost and how they affect their daily lives.

Oversight is not about second-guessing staff — it’s about making sure we get it right. When we take the time to ask the right questions upfront, we protect taxpayers, improve transparency and make better decisions for our community.

—Sherri Meadows

***

One area where I believe stronger oversight is needed is in large county contracts and long-term infrastructure planning, especially projects involving transportation, utilities, consulting services and public-private development agreements. These projects can involve tens or even hundreds of millions of taxpayer dollars and the public deserves confidence that decisions are being made transparently, competitively and in the county’s long-term best interest.

Too often, elected officials are forced to rely almost entirely on internal staff recommendations without enough independent analysis or public visibility into alternatives, costs, long-term maintenance obligations or potential conflicts. That does not mean staff are doing anything improper but good government requires verification, accountability and transparency.

As a county commissioner, I would support:

• Independent third-party reviews on major contracts and infrastructure proposals above a certain dollar threshold.
• Clear public scoring criteria for bids and vendor selection.
• Regular performance audits on large ongoing contracts to ensure taxpayers are getting what they paid for.
• Stronger financial forecasting that shows not just construction costs but the long-term operational and maintenance burden on taxpayers.
• Public-facing dashboards so residents can track major projects, timelines, delays and spending in real time.

I also believe commissioners need to ask harder questions before approving projects:

• What is the long-term cost?
• Who benefits?
• What alternatives were considered?
• And how does this affect taxpayers five or 10 years from now?

Oversight should never be about politics or micromanaging staff. It should be about protecting public trust, improving accountability and making sure taxpayer dollars are spent wisely and transparently.

—Mike Crimi

***

This question is one I address every time I speak at candidate forums. First of all, we need to have commissioners who have clarity and understanding of the market. I constantly speak about the new animal services facility on West Highway 40 that has cost the taxpayers an overwhelming 28 million dollars to build. To put things in perspective, the average 2,000 square foot home would cost you 1.5 million dollars to build at the same $750 per square foot we are paying for this facility. To be clear, the county was in need of an animal services facility in West Marion County and we are in need of one in every quadrant of the county, but to simply say we took the low bid is not good enough. Thank goodness the Roberts family donated the land for the facility, or we probably would have overpaid for that too. 

Commissioners need to thoroughly review the bid process and plans, and find ways to save the citizens tax dollars and, more importantly, this needs to start at the staff level. There are many more of these issues and we need to encourage and reward departments that stay under their annual budget and not encourage them to spend every dime in fear that their budgets will be slashed.

—Randall Alvord

***

The Marion County BCC oversees a wide range of public systems, including public safety, libraries and road infrastructure, with its last adopted budget exceeding $1.6 billion. That’s a significant responsibility. But it’s important to understand how the structure works: the board directly appoints only two people: 1) the County Administrator and 2) the County Attorney. The administrator then carries direct oversight of all county departments and employees. That places a premium on having a strong, capable administrator in that role.

The staff recommendations the board receives aren’t arbitrary. They’re rooted in county ordinances and policies and shaped by state and federal guidelines. The county’s procurement department is a good example. When the county selects professional services firms for infrastructure projects, staff follow Florida’s Consultants’ Competitive Negotiation Act (also known as CCNA), under §287.055, a qualifications-based process that mirrors the federal Brooks Act. Price alone doesn’t drive the selection; qualifications and demonstrated experience do. That’s a well-established legal framework guiding every recommendation that reaches the BCC.

The BCC also operates under meaningful external accountability. The Florida Auditor General, the Florida Department of Financial Services, and federal agencies like FEMA, EPA and HUD all play oversight roles.

So, where could we do better? Rather than adding layers to an already well-structured process, I’d focus on public transparency. Let’s help Marion County residents actually understand the frameworks behind these decisions. Most people have never heard of things like the CCNA. Clearer public communication builds informed civic engagement and strengthens trust without disrupting where it’s already working.

—Matthew Cretul

These candidates did not respond by the stated deadline of 5 p.m. May 12: Jeff Bairstow, Brien Weidemiller, Clint Barkley, Anthony Barriner-Massa and Wanda Wimberly Lasher.