MEET THE CANDIDATES: Town of Oakland Mayor

Two candidates — Sal Ramos and Shane Taylor — are vying to be the next mayor for the town of Oakland. The election will be held Tuesday, March 19, with early voting taking place March 4 to 17.  Meet the candidates in our exclusive Q&A. In the print version, some responses have been edited because of space constraints. The entire, unedited responses are below.

SAL RAMOS

Age: 50

Family: Married to Marivel for 23 years, proud parent of Sal Jr., 22; Camila, 19; Gustavo, 16; and Sara, 11

Education: High school diploma and numerous certifications in business, government and public safety

Employment: CEO of Empire Finish Systems LLC

Experience: More than two years on the Charter Review Board, nine years as a commissioner for the town of Oakland, board member of Metro Plan Orlando and 30 years as a successful business owner

Residency: Proud resident of Oakland for 23 years

Why are you running to serve as Oakland's next mayor?

I care, and I am deeply invested in our town and its residents. I want to ensure that Oakland remains a place where families thrive, work and enjoy life.

How do you differ from your opponent?

My extensive experience as a commissioner and involvement with Metro Plan Orlando provide me with unique insights into the needs of our town. As a seasoned business owner and CEO, I bring invaluable managerial and people skills to the table. Oakland needs a mayor with a proven track record of service and a deep understanding of our community's needs.

Each municipality in West Orange champions its own distinct character. What is Oakland's?

Oakland is characterized by its rich history, stunning natural surroundings, and strong sense of community with a diversity of racial and cultural backgrounds. Our town's charm lies in its historic oak trees and inviting front porches that maintain the “Old Florida” atmosphere of laid-back living among the oaks.

The West Orange Trail, Eco-Tourism Oakland Nature Preserve and The Healthy West Orange Arts and Heritage Center that celebrate our heritage and natural beauty.

You would be succeeding a mayor who has served Oakland in that capacity since 2004. What are your top three priorities as you continue the work as one of Oakland's leaders?

I'II give you four: Complete the sewer system in Oakland. Maintain our OACS an “A”-rated school. Improve stabilization on our dirt roads. Lower taxes by diversifying our tax base.

Often, Oakland issues stem from the notion of development versus preservation. How do you balance the two?

Having experience in the construction industry, I understand the importance of responsible development while preserving Oakland's unique character. I will ensure that any development aligns with the best interests of our town and its residents.

What changes would you like to see in Oakland in your first term?

I aim to foster greater community unity and involvement, enhance our parks and recreation facilities, and diversify our tax base to lower taxes responsibly.

In recent months, Oakland has seen some division, particularly evident on social media. What is your opinion on this matter?

It breaks my heart.

I am deeply saddened by recent divisions in our town. As mayor, I will work tirelessly to promote unity and collaboration, ensuring that Oakland remains a welcoming and harmonious community for all.

I don't want long friendships to break up in our town because of this election.

Fast-forward to the end of your first term as mayor. Looking back, what would you need to accomplish to consider it a successful first term?

Having our first “mom & pop” boutique-style shop/restaurant.

By the end of my first term, I envision a more unified Oakland with a diversified tax base and lower taxes. I am committed to leveraging my experience and dedication to public service to make Oakland an even better place for all its residents.

Together we can build a better Oakland. Let's get to work!

SHANE TAYLOR

Photo by Ansa du Toit

Age: 53

Family: Married nearly 26 years to Kelly. We have three daughters, Samantha, 22; Hannah, 18; and Kate, 15

Education: West Orange High School graduate; University of South Florida, B.A. in History

Employment: Dr. Phillips Inc.

Experience: Town of Oakland Planning & Zoning Board (2010 to present); currently serving as chair

Residency: 26 years

Why are you running to serve as Oakland’s next mayor?

As a longtime resident of Oakland, with generational ties to the town since the 1930s, I love the town of Oakland and want to continue being a champion for it. I am honored to share my vision for serving as Oakland's next mayor and look forward to leading and serving my neighbors. I believe my candidacy is crucial at this moment when our town stands at a pivotal juncture, brimming with both challenges and opportunities.

Oakland is ready for new leadership. The current commission, under the guidance of Mayor Kathy Stark, has laid a strong foundation for Oakland's future. However, to guide us through the next chapter of Oakland’s story — and to harness our potential, I bring a unique combination of leadership, experience and vision. With a background in construction and development, and a track record of success in collaborating on innovative public/private partnerships with other municipalities, I am well-equipped to bring transformative projects to fruition, contributing to the continued greatness of our town — all while protecting our small-town charm.

Financial stability is a cornerstone of my candidacy. Oakland's current reliance on residential taxes and grants is not a sustainable long-term strategy. I advocate for a shift towards a more balanced reliance on commercial tax income, supplemented by strategic grant procurement. This transition will require smart commercial development and creative ideas, ensuring our town's financial resilience in the face of evolving economic landscapes.

Equally crucial is financial responsibility. Every taxpayer dollar spent should benefit the entire community rather than a select few. Oakland has evolved significantly, and I am committed to inclusive decision-making that considers the diverse needs and voices of our residents. I reject any sense of entitlement and advocate for a transparent and accountable approach to financial decisions.

Our town has grown from its historic roots as a small town when my great-grandparents moved here in the 1930s. It's time for decision-makers to lead with both pragmatism and foresight. By doing so, we can ensure that our decisions are fiscally responsible, addressing the needs of all residents. I am dedicated to steering Oakland towards a prosperous and inclusive future, and I eagerly anticipate the opportunity to serve as the next mayor. Together, we can build a community that reflects the richness of our history and the promise of our future.

How do you differ from your opponent?

My opponent and I share a common interest — a genuine care for our town, aiming for its best interests. However, our paths diverge on critical matters such as leadership style, strategic planning, instituting term limits, and thoughtfully managing commercial development and growth.

Leadership style is where I see the biggest difference. Proactive, effective, smart leadership, as well as open communication, is something I demonstrate daily. Early in my campaign, I launched my vision, mission, as well as my priorities for the town of Oakland. I also shared my commitment to its residents: Whether you’re a family, longtime resident or business, I want all stakeholders to know what my leadership will bring to the town and what it can mean for them. It’s important to me that my vote is earned — not assumed.  It was not until weeks later that my opponent shared his ideas, in late February — only after being pressed by many in the community to detail his plans. I believe in communicating openly and honestly with the community. My opponent has been known to be reactive, avoid questions in a public forum and seemingly ignores questions that are posed of him. A true leader isn’t afraid to develop a plan, face tough questions or use his or her voice to add value or understanding to topics.

I believe in engaging residents, businesses and other key stakeholders/volunteer boards to inform a strategic plan for our town. Decisions cannot be made in a vacuum and require thoughtful planning, all backing into our long-term vision, budget and goals.  I am not quick to throw a bullet list of “promises” or “wish list projects” together. I want to meet with residents, listen and make an assessment of where we can affect the most impact. That has to be done thoughtfully and methodically. Even when I may not have all the answers, I will certainly work hard to find answers or solutions.

We also differ on the topic of term limits. My opponent has publicly said he opposes term limits.  I am in favor of term limits and believe that instituting term limits will allow for new ideas and innovation to be weaved in, while building a sustainable leadership pipeline for years to come. Without term limits, leadership and innovation can become stale, possibly create a sense of bias, and may not effectively represent the changing needs of our town and its residents. My opponent has served the town as commissioner for 10 years. The other commissioners have served between 12 and 25- plus years. Longevity of this period is not a benefit to a town or its residents. That is why I believe fresh leadership and vision for the town is essential. Oakland deserves more. We can’t remain on autopilot and expect different results without accepting new expertise and perspective. I believe in term limits in which each commissioner, including the mayor, would serve three four-year terms. This approach has been adopted in other local municipalities and should be adopted in Oakland.

Commercial growth, placement of new buildings and ideas of how to achieve growth are another area in which my opponent and I differ. I was the first candidate to share and be vocal about my ideas for an activity district to include retail, restaurants and residential mix along Tubb Street that would benefit the residents of Oakland. I use the Prairie House Coffee and Farm Nine business as an example and case study for those ideas. Working with the right developers to enact this plan is essential to its success. I am looking for developers that want to be town builders and not builders in the town. My opponent has alluded to commercial growth along Oakland Avenue, which already is home to established residential houses, neighborhoods, our charter school and city services. Simply, our town cannot handle that traffic and noise — and it would greatly impact quality of life for our residents. It’s just not who we are.

My opponent has not laid out his strategy for how and what type of growth we may see. My concern is a continuation of car dealerships, multifamily and big box stores present in our neighboring Clermont and an overwhelming mix of chain establishments and services as we head into Winter Garden and Ocoee. I believe Oakland’s stretch of Highway 50/West Colonial should be an appealing mix of retail, office, medical, tech and recreation that can thrive along this corridor — while also bringing a balance of much-needed goods and services closer to residents. The way to achieve this is using big-city thinking and continuously advocating for our charming town appeal, making sure you still know you’re in Oakland when visiting one of these establishments.

My opponent lacks the real-world experience in understanding urban planning, development and strategic growth. I do. It has been suggested by my opponent that we remove the fire department from the municipal services building located on Oakland Avenue and relocate them somewhere else. There are a few flaws in this thinking that demonstrate a lack of knowledge and experience.  I feel my opponent doesn't quite grasp the financial cost it takes to build a fire station. I have been recently involved with Orange County in building a new fire station, and it would be much more less expensive to build a new police facility than to build a fire station. Furthermore, the town has interlocal agreements and Joint Partnership Agreement (JPA) with Orange County when it comes to our fire and police departments. Orange County and Oakland entered into the JPA to build and share a facility that would provide a mutual benefit to the town and its residents. Let us not forget that fire departments are strategically built and located based on response times. Seconds matter when there is an emergency.

Finally, I don’t want Oakland to be ravaged by a transient developer — and we need to keep the ball in our court. I want us (Oakland) to inform what comes to town from the inside out — not us taking the dollar from just any developer. It is essential that we have an external advocate who is well-versed in economic development on our town staff. By adding an economic development staff position, this person would be the force and strategy to bring in beneficial commercial development while joining me in advocating for Oakland.

Each municipality in West Orange champions its own distinct character. What is Oakland’s?

Oakland’s character is made of its charm, appeal and enchantment that captivates residents and visitors alike.  Whether you’re passing through on the West Orange Trail, visiting the Oakland Nature Preserve or simply driving through our small town, Oakland is a place where you’ll be met with our beautiful tree-lined streets, small-town sense of community and kind neighbors. It's where you’ll hear birds humming and the breeze running through. Finally, though quiet and small, the Town of Oakland has left a historic footprint in West Orange County since 1887. It’s where generations of families, like mine, have called home and where new families can begin their future generational legacies.

You would be succeeding a mayor who has served Oakland in that capacity since 2004. What are your top three priorities as you continue the work as one of Oakland’s leaders?

Kathy Stark has done an amazing job as mayor and has guided the town, placing us in a strong position utility wise with the implementation of sewer infrastructure, allowing the next group of leaders to take that seed and foster vertical growth.

My top three priorities are:

• Lead Oakland’s effort to blossom. Oakland finds itself strategically positioned between two cities. I am committed to thinking strategically about our town's financial prosperity, laying the groundwork for the success of future generations. This involves exploring avenues for economic growth and development that capitalize on our unique strengths and opportunities.

• Protecting, enhancing and expanding Oakland’s identity. Oakland has always been a source of envy for those who pass through, and I want to ensure we promote our town in a way that highlights our assets and charming way of life. It is crucial to protect, promote and invest in our green spaces, such as the Oakland Nature Preserve, parks and the West Orange Trail. By doing so, we not only preserve our town's character but also attract key companies interested in doing business here, making Oakland a desirable place to live, work and play.

• Key investments in infrastructure and continuous improvement of town operations. Meeting the expectations of our residents is paramount. Addressing our infrastructure challenges, particularly in roads and sewer systems, is crucial. I recognize the pressing issue of dust on dirt roads and the material causing it. I aim to explore innovative solutions to maintain the integrity of our dirt streets, providing residents with a quality living environment. Additionally, I plan to strategically expand sewer services to residents and different parts of town, prioritizing these initiatives before they become urgent necessities. Living in a small town doesn't mean small-town thinking; I am dedicated to creating an environment that fosters positive change for the benefit of our town and residents. I am willing to adapt and alter course as needed, ensuring that we continually serve the best interests of our community.

Often, Oakland issues stem from the notion of development versus preservation. How do you balance the two?

For some, the word “development” conjures up a negative connotation. However, this isn’t always the case. Development can actually contribute to preservation. If you think back to Oakland 20-plus years ago, we had the historic part of Oakland filled with large oak trees, the West Orange Trail and the historic town hall. What was added to that scene was a new town hall, town center with a roundabout and fountain, and most recently the Healthy West Orange Arts & Heritage Center, all while retaining its charm and preservation. To me, this is an example of development creating preservation.

It is my intent to enhance the areas of preservation we have, ensuring that any new development entering the town strives to either preserve, create or contribute to preservation areas. These can include inter-town trails, as seen in our Longleaf neighborhood, and green spaces open to the public to use such as the proposed linear park in Briley Farms (connecting to Speer Park or open spaces in Oakland Park).

The same approach will be applied to the idea of creating a Tubb Street activity district. It would not only foster development but also instill a sense of preservation.  

What are some changes you’d like to see in the town of Oakland in your first term?

Oakland is at the exciting intersection of old Florida charm and new opportunities.

Under my leadership, I want to set the groundwork to continue enhancing the quality of life for all Oakland residents. We need to find ways to broaden our communication. And likewise more accessibility to commissioners and town officials. I am a strong believer in open communication. As such, we need to meet the needs of the residents by providing better forms of communicating regarding town issues, meetings, events and changes happening. This can only increase engagement and community involvement.

Another change is lighting the water tower to promote the town's identity. I understand and have sat in commission meetings about the concern of migratory birds and lights manipulating their flight path, but there are solutions to these issues that lighting engineers have developed. I have previously provided the town with engineers and contacts who can help. Other surrounding cities and towns identify their community by lighting up their water tower; Oakland should not be an exception. In fact, we used to light up our water tower years ago. The solution to light the water tower should be simple and quick, not requiring getting bogged down for months upon months of discussion.

Work towards providing better cell phone reception to the town residents. For some reason, Oakland is in a cell phone dead spot and has very little connectivity. There are means and methods of how we can boost signal and possibly create revenue for the town.     

In recent months, Oakland has seen some division, particularly evident on social media. What is your opinion on this matter?

I think social media as it relates to political campaigning is a valuable tool to convey a candidates' message to the community they want to serve. However, as we’ve observed in Oakland, it also brings forth challenges such as misinformation, misconceptions and misunderstandings that foster a sense of divisiveness towards neighbors.

While there are lines that should never be crossed, I firmly believe in fostering an environment where respectful questions, answers and opinions can coexist to sustain our democratic process. With this being a monumental election, many people are paying close attention to how our town is being run for the first time. Regardless of the race’s outcome, it is heartening to see the residents and public involvement and displaying passion and genuine care about the direction of the town.

We have the right to disagree with one another, but my hope and prayer are that all residents will remember we are all neighbors and one Oakland. Relationship-building is of value to me. Oakland residents aren’t to be treated as just voters; they are critical stakeholders who deserve to be engaged, listened to and heard. The only way to do that is to meet people the old-fashioned way — and I know this has set me apart. My family and I have made it a priority of ours to keep our campaign grassroots: meeting and listening to voters. Our numerous meet-and-greets, open question sessions, and pounding the pavement going door to door meeting people and making new friends. The way it was prior to social media's influence. This type of campaigning has proved to be very effective for us.

Fast-forward to the end of your first term as mayor. Looking back, what would you need to accomplish to consider it a successful first term?

Initiate the development of a sustainable commercial base along Highway 50 to help alleviate tax burdens. Expand and enhance the Tubb Street activity center, building upon the charm that Oakland has to offer. Implement improvements along the Oakland Avenue corridor, creating gateways into the town on the east and west. Introduce streetscape programs that involve landscaping to establish green corridors, provide sidewalk connectivity for residents and further develop our local inter-town trail system.