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I am the best candidate based on the principles and ideas my campaign centers. Being a more welcoming and inclusive community is something in which Minnetonka needs a lot of work. Our city’s leadership pays lip service to being a place that welcomes new people and ideas. Yet, for too many, myself included, their lived experience in putting this commitment to the test proves otherwise. We need new ideas and ways of doing things. Without a change, we will get more of the same.

If you can relate to this feeling, then it might be time to vote in new leadership. Otherwise, sure the trains may run on time, so to speak, and may even look good, but where is that train heading and who is allowed on board?

City Governance Reform: audit the city; evaluate the annual budget process to measure the city’s commitment to “provide affordable opportunities”.

Affordable Housing: research progressive taxation and land value tax as methods to assure enough homes are built for lower income residents and their families.

Parks over Police: Investing more in police does not necessarily make us safer. Instead, the city could commit more money to community development, greening the city, and planting more trees.

I encourage everyone in the community to think more critically about how the city is run, who holds the power, and why. I question whether our city manager centric model of governance leads to more transparency and accountability. To address this, I would explore other city government models to find a structure that shares more of the power and decision making. The city manager is an unelected position. Are we as a community ok with someone who doesn't stand for election having the most power?

I will make myself as available as possible to meet with and hear from residents, including attending community group meetings and listening. I would knock doors and do in person surveys asking people for feedback. I think the city council, mayor, and city manager should be required to do this. I commit to having regular town hall meetings that are also accessible virtually. I would have the city more proactively encourage residents attend city council and annual budget meetings.

Nearly half of Minnetonka's budget goes to public safety and police. I'm not convinced this is the best use of money. If we want safer, happier, more welcoming communities, who is best equipped to lead these efforts? Is it police, or is it community members? We don't have to keep spending more on police. If we dare to reimagine what our community can do together with additional resources, we may discover new ways to be in community with one another that ensure the well-being of all residents.

In 2017, I was appointed to the Minnetonka Planning Commission and the 2040 Comprehensive Guide Plan committee. I joined the city council in 2018 where I have served since.

I have spent the past nine-and-a-half years learning resident needs and how the city runs. I am the only candidate with extensive knowledge and experience working for Minnetonka residents.

My education and 20 years working as an attorney helping families in conflict have given me skills to lead the community and council through complicated or contentious issues in a professional and collaborative manner.

I understand the balance of managing and leveraging growth, while maintaining the services that make Minnetonka a desirable community in which to live.

*The city is fully built; growth comes from innovation. In rewriting our zoning code we must facilitate smart growth, allow different housing types, and ensure families can afford to live and go to school here. *Support our police and fire departments by providing the personnel and technology required to respond to the community safely and urgently. *Protect our natural resources and support restoration using volunteers and seeking grants and private partnerships to supplement city investment

I am available and accessible to all members of the community. Even when a community member is disappointed in an action of the council, there are opportunities through dialogue, to ensure their input is considered and their concerns are addressed. The business of the city council happens publicly, which allows us to engage with the community regularly. I will continue to rely on community work groups and volunteer boards and commissions to bring frequent informed input to our decision-making.

I bring my experience working with families in conflict to my role on the city council. I listen to all stakeholders, learn the facts, and balance the needs of the individuals against the benefits to the larger community before making a decision. When possible, I work with staff and my colleagues on the council to build consensus, and ultimately, even if everyone does not agree with the outcome, my goal is to make sure they know they have been heard and had a voice in the decision.

Our public safety personnel must have the resources needed to engage with the community urgently and safely. Our residents must be assured our public safety personnel (police, fire, social worker, and legal team) are accessible and act fairly, transparently, and with dignity toward everyone. We should grow our co-response models, for example allowing our firefighters and social worker to assist mental health calls which relieves demand for officers and reduce stigma for those in need.