Campaign Phone Number
701-238-0616
Managing the city without political motivation/motives. Setting policy and direction. Not dictating how individual departments do their work on a daily basis but rather making sure they are aligning with the goals of the city. Open communication with the citizens of Fargo for maximum transparency.
Finding a way to balance continued growth while adding affordable housing and ensuring the city is financially sound if the growth slows or ends. To accomplish this we will need to do several things. I feel one is to relook at how we are incentivizing builders and possibly pull back the tax breaks. Focus more on revitalizing our older neighborhoods. Continue working on long term budget goals and planning such as maintaining 3, 5, 10 and 20 year outlines.
There are several I support, one being the use of inclusionary zoning where we would require more affordable housing in new developments. Here I would support incentivizing builders to help off set costs. I also feel we could do a better job at helping first time home buyers use existing tools like NDHFA’s Down Payment and Closing Cost Assistance programs like Start and DCA.
I've planned annual budgets for several teams and departments and I've been in a leadership role helping to plan overarching company wide budget and strategic goals. I've helped companies move IT budgets from high cost capital expense models to flexible operational expense models, clarifying the pros and cons of each.
Overall I am in favor of most of the incentives we have but feel we have been too generous with some developers causing what now feels like an over abundance of mixed use developments with high end apartments. Looking around downtown and several other areas there are too many empty apartments and vacant stores. We need to do better at building for the needs of Fargo with more affordable housing being one of the top areas to incentivize.
I think we can reduce our reliance on special assessments by implementing a citywide infrastructure tax. This could be in the form of sales tax, utility and other fees or even property tax. The goal being to reduce or eliminate the sudden large unexpected expenses on home owners by shifting the cost of specials to a more predictable form.
Supporting local law-enforcement
Line by line review of expenses
Reviewing/eliminating special assessments
Accountability of the budget and accountability of citizen safety
Reviewing overall, City expenses and reducing unnecessary waste. Working with new police chief. To address overall public safety needs.
Revitalizing older neighborhoods of Fargo. Which are currently zone for multifamily homes.
26 years of big box, retail management, where I have written an executed budgets up to 70-$100 million per year.
Each scenario is different. In the current environment that we are in. Tax incentives are not an optimal solution with our current debt.
Specials need to be reviewed and eliminated.
1) Balance the budget and eliminate debt by ending unnecessary spending and focusing on the NEEDS of Fargo while rejecting the WANTS
2) End all special assessments
3) Eliminate all incentives and replace that erratic system with a low, sustainable, and predictable tax rate that meets the needs of all residents and businesses
The biggest challenge/opportunity is growth. Growth for the sake of growth is irresponsible. We need to grow with purpose and intention. This means recognizing that not all "Investments" are good "investments". Parking ramps, convention centers, performing arts centers, multi decade incentives, and ever expanding assessments we are told are all "investments" in our future. All of those are completely reckless. We need to get back to basics as a city and do those things well.
I would end the practice of assessments as soon as possible. Assessments not only represent the majority of Fargo's debt, they are also extremely costly to the tax payer. We could end special assessments for new homes TOMORROW, and that would immediately lower the cost of housing. We must also end incentives. Incentives end up inflating the market causing prices to rise. Additionally, the burden of property tax goes up for anyone who does not have an incentive. End incentives, lower the costs.
I was a Fargo City Commissioner from 2015-2022. I understand the process and I know where we can lower costs/spending. I voted for only one budget as a Commissioner because I believe all the other budgets were bloated and too burdensome on the tax payers. I have offered dozens of ways to reduce spending and will do so again as Commissioner.
End all incentives...ALL OF THEM.
The city has abused the incentive process so badly that it is now affecting everyday tax payers and has affected our city budget. In many cases, we are giving incentives to companies that admit they would do the project without the incentive. Additionally, incentives inflate the cost of new houses while at the same time damage the older neighborhoods in Fargo. It is time to end them all.
END ALL SPECIALS.
There are 2 types of specials: New and Existing.
For new developments, the city plays the bank and holds the debt for the developers. The city does not need to play this role and has put the city 1.3 BILLION in debt. We could stop doing this tomorrow.
For existing, we need to use our 1% sales tax 100% for the purpose of ending specials. That is plenty of money.
We do not have a revenue problem in Fargo, we have a spending problem.
Campaign Phone Number
7014128141
1. Professionalism in all working relationships, inside and outside City Hall. Each outcome may not always be the "perfect" solution for all involved, but those who are interested deserve to understand how and why decisions are made. Focus on the topic, not the personality.
2. Make decisions based on data with input from experts in their respective fields - not emotion and media headlines.
3. Focus first on core services because these things are the critical "heartbeat" of the city.
Fargo has a few pressing issues; it depends who you ask as to which is the biggest challenge. Maintaining/updating older infrastructure, affordable housing, taxing/assessments, financial strength, and responsible growth are just a few of the things to be considered as decisions are made for the future of Fargo. The best way to address these things is to bring experts to the table for conversations. Following that, it's a matter of sharing what we learn with our citizens so they have insight.
Fargo needs additional affordable housing options, we are in need. Perhaps we can think out of the box a little bit with this, maybe with infill? I think the real question, is what exactly IS affordable housing? We need to have a plan in place and relatively quickly. We should engage contractors, entertain different financing options, perhaps engage other various organizations along with researching what works well in other communities similar to ours. With knowledge, we can create a plan.
My work experience in private, commercial and small businesses have played a huge part in my experience with budgeting large and small. My service to FPS Board of Education has also played a big part as the board reviews and approves the overall budget. I have also managed a multi-million worldwide advertising program for international equipment dealers and evaluated and prepared financial and service proposals for the federal government.
Tax incentives are a tool in Fargo's toolbox. They can be used in some instances, but may not be necessary for others. We need to be mindful of our tax revenue first and foremost along with structured, responsible growth and re-development. When a project comes along, we should be able to evaluate, using policy (even if we need to create one), what the parameters are that justify utilizing a tax incentive along with what other tools are available.
These expenses need to be covered, but we should examine HOW they are covered. Homeowners carry the burden for these right now and costs can amount to (almost) another mortgage payment over a shorter period of time.
Campaign Phone Number
701-361-4669
1) Balance Budgets & Improve Morale: We need leaders who can unite fellow commissioners & staff members. This not only helps morale but creates a collaborative budgeting process and creates ownership among staff leadership. It starts at the top.
2) Convention Center: voters approved the lodging tax, now we need to build it and make it iconic.
3) Really Smart Growth: Invest in our existing neighborhoods. Infill creates stronger, more connected communities and utilizes existing infrastructure.
The continued growth of the city is both our biggest challenge and biggest opportunity. New businesses, new neighborhoods and new facilities are fantastic and exciting, but they create challenges in adding infrastructure and adequate services. Our city leaders need to create the priorities for real smart growth and incentive them accordingly, which includes creating and following a transparent and straightforward process.
I think we can be more intentional through land-use and zoning regulations such as inclusionary zoning and upzoning. I would support strategic abatement or exemption initiatives that include affordable units as well. I also think we need to work more closely with our local housing trust organizations to find solutions. We need to identify the avenues and then create the processes.
I have four years' experience in working with publicly funded budgets (Park Board). It is a unique process, especially coming from private businesses. What seems to work most effectively is creating cohesion and unity amongst the entire organization and ensuring staff are given ownership of the process. When there is buy-in and all departments come to the table with ways to increase revenue or decrease spending, it works much better. If departments are siloed, they try to protect themselves.
There are a lot of variables that go into incentives and exemptions, and I think we need to be very strategic in how they are used. I don't think it's a good vs bad debate. It seems that the current system is more reactive where developers apply for projects and city staff spend a lot of hours discerning. I would prefer to see a more proactive and transparent process. Decide where we want to see certain types of development (residential or commercial), then incentive accordingly.
Specials are unique to our region and are a talking point in almost every election. I support a more strategic and targeted approach to applying them. Regarding new developments, perhaps some of the infrastructure cost can be borne by the developer/builder and passed onto the buyer, since the city is responsible for the ongoing service/maintenance. For improvements on existing infrastructure, perhaps implementing long range capital planning can ease some of the direct burden on the homeowner.
Campaign Phone Number
7015509829
My top three priorities are supporting city staff, fiscal responsibility, and housing affordability. Our city employees are the backbone of everything that works in Fargo; they deserve real support and competitive pay. We must spend taxpayer dollars wisely and fund what supports our people. And too many residents can't afford a decent place to live. I'll push to incentivize affordable housing and make it more attainable. These aren't abstract ideas; I hear about them every day from real people.
Fargo's biggest challenge is housing. We need 16,400 new units by 2033; that's an urgent problem. The market alone won't solve it. I'll push to streamline permitting, reduce unnecessary fees, and incentivize workforce and affordable housing through smart zoning and tax incentives. Infill development and modest density increases can add supply without sprawl. Housing affects everything: workforce, economic growth, and quality of life. We must treat it as the priority it is.
Yes. I'd work to improve our permitting processes and reduce fees that inflate construction costs. I support zoning reforms that allow for more diverse housing in more places, and incentives that encourage more affordable housing where the market won't deliver on its own. I also support infill development on underutilized land. I think inclusionary zoning can work, but it needs to be paired with incentives so developers aren't penalized for participating.
I run a small business, so I know what it means to manage a budget and deliver results with limited resources. I've also served on multiple boards and commissions here in Fargo, where I've worked through real budget decisions. I'll bring that same discipline to city hall: I'll protect what provides value for our people, weed out what doesn't, and I'll make sure residents can see exactly where their tax dollars are going.
I support tax incentives when they're tied to real outcomes. Property tax exemptions for new homes can encourage construction and improve affordability, but we should review whether they're actually delivering results for working families or primarily benefiting higher-end development. Incentives need to earn their keep. If the data shows they're working for our populations in need, keep them. If not, adjust them so the benefit goes where it's needed most.
Existing properties should pay their fair share for aging infrastructure that serves them. Special assessments, applied consistently and transparently, are a reasonable way to ensure that happens. New development should also fund the infrastructure it requires rather than shifting costs onto existing taxpayers. But we have to be careful not to make development so expensive that it discourages building and makes our housing shortage worse.
Campaign Phone Number
7012612021
1. Fiscal responsibility—hold the line on property taxes and eliminate wasteful spending to keep Fargo affordable.
2. Public safety—fully fund and support our 911 emergency dispatch team, police and fire fighters to protect families and businesses.
3. Strategic infrastructure—fix roads and essentials to support responsible growth.
Managing rapid growth without spiking taxes or straining infrastructure, while addressing housing supply and workforce shortages. With fiscally sound leadership focused on critical core services, we can keep Fargo prosperous, safe, and affordable.
Streamline permitting, reform outdated zoning to allow market-driven density, and cut unnecessary regulations that inflate costs. We should focus on attainable, market-rate housing by letting supply meet demand. My decades of planning commission experience and working with developers shows that reducing barriers is the proven way to increase attainable housing.
As a small business owner for decades, I’ve met payroll, navigated regulations, and created jobs. My 12 years managing county budgets, infrastructure, HR, and finance taught me how to deliver results while holding the line on taxes.
I'll apply zero-based budgeting principles to eliminate waste and reduce overall tax burden while maintaining necessary services.
The first question that needs to be asked regarding any incentive should be, is this project in the best interest of the taxpayers? I view taxes through a business lens—they must deliver clear value. Local incentives should be limited, and performance based.
Property taxes should fund essential services only. Special assessments must directly benefit those paying them. Sales taxes require clear ROI and sunset provisions.
The current process has real problems that burden homeowners unfairly. I’ve heard from too many residents shocked by costs increasing after initial estimates. That’s not right and erodes trust. I support responsible infrastructure investment, but we must do better. If elected, I’ll fight for much stronger transparency, accurate upfront estimates, fairer allocation methods, and real protections so families aren’t hit with surprise burdens. We need infrastructure without punishing taxpayers.
Campaign Phone Number
7017991694
1. Citizen Engagement
2. Entrepreneurial Freedom
3. Low property taxes and ZERO special assessments
Really, the opportunities for Fargo lines with my priorities. Right now though? Debt/budget, citizen engagement, and making Fargo the premier city in the country man. It’ll take some work and cooperation with the commission, it is attainable. The best way to make it happen is having more citizens make their voices heard because they do matter.
Ones that make sense.
Practicality, realistic, fresh perspective. Anyone can crunch the numbers and see what is spent and what comes in. What is going to matter is creative ideas to create more revenue and cut waste. For example North Dakota started issuing black out plates and has created $1.2 million in sales in the first eight months. THAT is a creative idea.
It is usable program so long as it is not abused and actually makes sense per situation. Better used as a gift and not as a handout. What the people really want though is for them to have this for their house or this be available for small businesses.
It needs to be eliminated. People hate it. This will take proper proportional growth to the city to allow for the general fund to pay for any infrastructure construction.
