This article is part of the 2025 General Election Voters' Guide produced in partnership with the League of Women Voters of the Akron Area.
Kelly Coffey
Nonpartisan
Previous public office: Stow City Council Incumbent 2024-2025
Campaign phone: 419-602-0483
Education: Bachelor of Science in Math and English Education with a Minor in Mathematics from Ashland University 2003, Master of Business Administration (MBA) in Finance and Marketing, Walden University 2012
Website: coffeyforcouncil.com
Training/experience: Stow City Council Incumbent 2024-2025, Almost 13 years in a leadership position for a Fortune 500 Company
Facebook: www.facebook.com/profile.php?id=100092040685197
Campaign email address: coffeyforcouncil@gmail.com
Why are you the best candidate for the office?
A: As an 11 year Stow resident and current incumbent on Stow City Council, I have worked diligently with the help of Chief Film to generate plans emulating other successful cities to transform our School Resource Program (SRO) to be more efficient and less expensive (per officer) so we are able to expand it in the future. I have also worked collaboratively, crossing political and city lines, to provide Stow with a Safe Haven Baby Box to give parents who are not able to keep their newborn for whatever reason a safe option. The Safe Haven Baby Box will be at Station 2 Fire Department on Hudson Drive. I am fiscally conservative and always seeking to make wise investments for our city, while paying off debt. Still my favorite part of my role is meeting and helping constituents with the help of our wonderful city staff. My background, working in a leadership position for a Fortune 500 company, has prepared me for this role, in addition to my undergraduate and graduate degrees.
What are the top priorities you seek to address once in office?
My top priorities are safety for schools, unity for our community, and fiscal responsibility. I want to expand the SROs in the schools with our new model (using retired officers), which is almost half the cost of the previous model we were utilizing. I also want to continue striving for unity in our community, both on council and in the city through collaboration, cooperation, and communication. This can be done by listening to neighbors and those in Ward 2 to ensure decisions are made for the betterment of our city. We can get more done when working together. Finally, I want our city to continue to be financially secure. I want to pay back any debt we have incurred from infrastructure investments as quickly as possible. My first and second monetary priorities will always be safety and infrastructure, with everything else being tertiary if there are any remaining funds.
What strategies will you use to accomplish those priorities?
After working with Chief Film to create a pilot program with SROs that is more fiscally viable to expand, I will continue to collaborate with school administration to partner on the addition of SROs without a tax increase, similar to Jackson Township and Westlake’s successful models. I will continue to build unity through communication and collaboration. I will focus on infrastructure by working with our appropriate departments (engineering, parks & rec, water, street department, etc) to prioritize these essential services as they fit into the budget.
Sindi Harrison
Nonpartisan
Campaign Email address: Sindi@sindiharrison.com
Campaign phone: 330-283-2308
Education: Juris Doctorate from the University of Akron School of Law, B.S. in Management Information Systems from Wright State University
Training/Experience: Corporate Attorney, 18 years
Website: SindiHarrison.com
Facebook: Facebook.com/sindiharrison
Previous public office: Ward 2 Councilwoman
Why are you the best candidate for the office?
I believe my experience, leadership, and communication skills make me the most qualified candidate for City Council. As an attorney with 18 years of experience, I have spent my career navigating complex legal issues and high-stakes negotiations. I bring a unique perspective to the Council as the only attorney in the race—someone who understands how to interpret the law, advocate effectively, and craft sound policy.
During my time on Council, I was honored to be selected twice by my peers to serve as Council President. I pride myself on maintaining open lines of communication with residents. I regularly engage with constituents to keep them informed about what’s happening in the city and to explain the rationale behind my decisions. I believe that trust and accountability are built through clear, consistent dialogue.
This combination of legal expertise, proven leadership, and a strong commitment to community engagement makes me the strongest candidate on November 4th.
What are the top priorities you seek to address once in office?
My top priority is establishing and clearly communicating a long-term plan that holds local government accountable to our constituents.
In recent years, the city has made important progress in addressing infrastructure needs — including a robust road paving program and stormwater projects.
This is a positive step, but we must go further by creating and committing to a comprehensive long-term capital improvement plan. Such a plan will allow us to anticipate major expenses, prioritize projects effectively, and invest responsibly in our city’s future.
Transparent, long-term planning empowers residents to see where we’re headed — and gives them the tools to hold elected officials accountable for progress. Our vision for the future should never be a mystery. It should be clear, consistent, and measurable.
With the right planning and open communication, we can build a stronger, more resilient city — not just for today, but for generations to come.
What strategies will you use to accomplish those priorities?
The first step is to review the key guidance we already have: the Parks Master Plan, the Connectivity Study, and the Comprehensive Plan. These reflect the voices of our residents and offer a roadmap based on their feedback.
Once priorities are set, we must evaluate the budget and determine what resources are available. At the same time, we should actively pursue outside funding opportunities to reduce the burden on local taxpayers.
Equally important is closing the loop with our residents. Transparency means more than just making plans — it means reporting progress; if we fall short, we must clearly communicate why.
This level planning is critical with expanding amenities — including the Senior Center, driving range, and proposed amphitheater. We must ensure these new investments, along with existing assets like parks and trails, are properly maintained within our current budget. Our goal should always be to deliver quality services without asking taxpayers for additional funds.