Growth has resulted in a strain on our infrastructure. The challenge is compounded by our budget deficit. In the last 5 years our expenses have increased by 54% but our revenue has only increased 38%. We made major spending cuts last year starting at a $18M deficit to $500K. Working with the City Manager we on the City Council made those painful cuts. For the upcoming budget we will start at a $300K deficit, still not where we want to be. I personally declined a pay raise that the Legislature gave local electeds last summer because it would come out of our General Fund. That raise would have been almost $40K. Additionally I would work with the Legislature for increased CTAX and property tax revenue.

The City has been actively working with nonprofit agencies that specialize in housing such as the Reno Housing Authority and the Washoe County Home Consortium.Recently we have assisted with ARPA and Home Means Nevada funds for two projects, Railroad Flats, a 15 unit property which opened last year and The Reserve at Sparks a 40 unit project for veterans which will open next year, both for under 60% AMI residents. I strongly support collaborating with agencies regionally to build more affordable and workforce housing. As a City we can help lower building costs through streamlining permitting and we already don’t ask builders for some fees until the building is completed. I’m open to other ways that we as a city can assist.

In 2020 our HOPE Team ( Homeless Outreach Proactive Engagement) was formed. Their primary purpose is to provide services and assist those experiencing homelessness through a boots-on-the-ground approach. An individual’s needs are assessed and then directed to a number of field based services and Medicaid resource partnerships. It’s also about building trust and often it takes many encounters before some people are willing to accept resources. The program has been so successful that the Washoe County Sheriff’s Office and University Police have added HOPE Teams to their forces. As a City we used CARES ACT funding to support the CARES Campus and to help build Northern Nevada HOPES medical clinic .

Sparks faces a structural challenge: property tax revenues in Nevada don’t keep pace with inflation, limiting our ability to fund essential services. That must be addressed at the state level. At the same time, we are landlocked, with capacity for only about 6,000 more homes before we run out of space to grow. My long-standing push for a federal lands bill would allow Sparks to expand toward the Storey County employment center, supporting jobs and housing. I’ve spent years advocating for these solutions at every level of government. This isn’t theoretical. As vision is my strength, I’ve mapped out our future growth and continue pushing real action to avoid the economic strain we’ll face in the next 10–15 years.

The term “affordable housing” can be misleading. There are really two types: subsidized and market-rate. In Northern Nevada, our biggest challenge is limited land. Growth boundaries and surrounding federal lands restrict expansion, which limits supply and drives up prices. To address this, we need access to more land so we can build more homes. Increasing supply is the most effective way to stabilize and reduce housing costs. While subsidized housing is important, funding is limited and highly competitive. Expanding land access and supporting responsible development are key to improving housing options.

Sparks has taken a proactive, collaborative approach to homelessness that I would continue to support. During the pandemic, Sparks partnered with Washoe County and Reno to build the Cares Campus using federal funds, creating a centralized and safer place for services. Locally, our HOPE Team (Homeless Outreach Proactive Engagement) includes three dedicated officers focused on connecting individuals with resources, support, and, when necessary, addressing warrants. This approach balances compassion with accountability and public safety. Washoe County is responsible for indigent care, so regional coordination is critical. Overall, Sparks is ahead in addressing homelessness in a safe, structured, and empathetic way.

Because the city of Sparks is growing faster than its infrastructure and budget can handle, there is pressure on roads, emergency response, and city services. Coupled with that, housing costs are having an effect on working families and seniors. Development has been going nonstop because of the relationships that elected officials in Sparks have with developers and other special interests. The need for revenue drives this. My ideas include: Quarterly town halls in each of the 5 Wards, to rebuild trust in government. Develop a better relationship with the NV Legislature to ensure that Sparks gets its fair share of State revenue. To show independence and integrity, I take no donations from organizations that may try to buy influence

I support any initiative that creates more affordable housing for singles, working families and seniors. I would support partnering with developers to support affordable housing projects. I would also work with non-profits like Habitat for Humanity to help rehabilitate older neighborhoods BEFORE they are beyond repair. I would also enforce city codes that would keep rental properties from ruination. Sparks needs to develop long term plans so seniors can age in their homes and not be forced to move in with family or to assisted living. Sparks leadership needs to work with State and Federal programs to ensure that Sparks is getting their maximum share of available funds.

There are programs in Sparks that are effective, but with more funds could be even better. The Homeless Outreach Proactive Engagement (HOPE) program connects individuals to the Cares Campus and Our Place. This is a program through the Sparks Police Department. Only 5 states don't have a state lottery. NV needs a state lottery that would create more funding for the Sparks Police Department so they can grow this program. I would also encourage a robust grant writing program to apply for funds to support mental health, substance abuse and homeless initiatives. I have visited Our Place and am waiting for a date and time to visit the CARES campus. As Mayor i would visit those facilities on a regular basis and get updates on their needs.

Sparks' biggest challenge is a lack of consistent, forward-thinking leadership. That has led to budget deficits, growing traffic congestion, infrastructure strain, public safety pressures, and rising cost of living. Growth is happening, but without a clear long-term plan to guide it. Leadership is not simply approving projects--it's setting direction. Sometimes the right answer is no. Sparks needs a defined vision and a measurable master plan so we can align growth with infrastructure, protect quality of life, and ensure decisions are made for residents - not just short-term convenience.

We need housing that is both attainable and responsibly planned. Today, government fees and taxes can add up to $100,000 to the cost of a home. That directly impacts affordability. We must reduce unnecessary cost burdens while maintaining fiscal stability. I will work with the state to update the C-Tax formula so Sparks receives a fair share -- potentially increasing revenue by about $15 million annually -- reducing pressure to raise local costs. I also support public-private partnerships to expand workforce housing, ensuring affordability solutions do not fall on taxpayers, but are shared with employers and developers who benefit from growth.

Homelessness requires both compassion and accountability. It is not a single issue --mental health, substance abuse, and personal circumstances all require different responses. A one-size fits-all approach will not work. We need coordinated solutions that combine local government, regional partners, and the faith-based community to deliver targeted services more effectively. At the same time, we must maintain public safety and community standards. By improving efficiency in how resources are used, we can better address this human challenge with both care and responsibility.