Number of years as resident
11
I’m well qualified to serve on City Council thanks to an ideal blend of academic training, legal/political expertise, and long-term community involvement. I hold degrees from MSU, UC Berkeley, and U-M Law, and have practiced law, taught politics and ethics, and have experience with negotiation and contract analysis. I understand how government and law function at all levels—and how to make them work for communities. In Chelsea, I’ve served as Vice Chair of Parks & Rec and Chair of CERC (Community Education and Recreation Collaborative), working to update our parks and plan for a community pool and an arts center. I helped lead TimberTown Reimagined, serve on the Aquatic Center Commission, and am President of Chelsea Music Boosters. I work with the Senior Center’s Ease the Day program and coach youth sports. Across all these roles, I’ve built strong relationships and worked closely with city staff, leaders, and residents. I’m ready to bring that knowledge and commitment to City Council.
In a word, my answer is: collaboration. My goal is to work with the people of Chelsea to meet their needs—through strong partnerships and creative problem-solving. When the City collaborates with townships, the School District, local businesses, nonprofits, and residents, we can do remarkable things—even with limited resources. At TimberTown, the Parks and Rec Commission brought together community partners to restore the play structure, add courts and trails, and enhance the park. We used the same model at Pierce Park, the Dog Park, and now Veterans Park. This collaborative spirit also drives efforts I hope to support from City Council, like the Chelsea Aquatic Center and a future arts center—projects that require regional partners, strategic grants, and community buy-in. I’m proud of what we’ve achieved and excited to keep learning. With collaboration, transparency, and shared vision, we can make the most of our resources and build a Chelsea that works for everyone.
Chelsea’s biggest challenge is building partnerships to face our biggest challenges. Just 12.6% of people who work in Chelsea live here. We can prioritize workforce housing so our teachers, first responders, and hospital staff can live here. Non-motorized accessibility is a challenge, with gaps in sidewalks and trails and unsafe crossings. We can close these gaps and make Chelsea safer and more accessible for all. Leadership stability is also a concern. Turnover isn’t uncommon in small cities, but recent changes have impacted staff and operations. With a new City Manager search underway, we have a chance to apply lessons learned and build on the knowledge of our dedicated staff. Having worked as an attorney, a political science instructor, and a community volunteer with city staff and the last three City Managers, I can help to create the partnerships and collaboration necessary to meet these challenges with transparency, empathy, and shared purpose.
I approach growth and development in Chelsea with cautious optimism—guided by a clear vision of potential gains, a firm commitment to preserving what truly matters, and extensive experience balancing competing interests. We can add workforce housing, vibrant public spaces, and stronger regional ties while protecting our small-town character, cherished open spaces, and thriving local businesses. Growth must be community-driven and inclusive. Through CERC and the Parks & Recreation Commission, I’ve helped turn public input into meaningful action by fostering collaboration and listening carefully. With Music Boosters, I’ve worked to unify programs and boost support. As an attorney and educator, I’ve resolved complex disputes and studied governance at all levels. I’ll bring that experience and dedication to City Council. Growth shouldn’t happen to the community—it should be thoughtfully shaped with it, ensuring inclusive progress for all residents.
Campaign Phone
7343208713
Number of years as resident
30
I've been a resident of Chelsea for 30 years. I've seen the transition from a Village to a City; the growth, changes, and challenges faced along the way. Despite the changes, Chelsea has maintained its small-town charm that drew me here from the very beginning. I have a Bachelor's degree in Industrial Management from WMU with a 30+ year career in management, sales, procurement, and supply chain. I have served 2 terms on City Council with 4 years as Mayor pro-tem. Throughout my career and time on council, I've worked with teams to collaborate and solve complex problems and deliver positive outcomes. This is a closely connected community that is very active in local government, committees, and activities. I was inspired to run for council because I've felt a commitment to give back to this community that exemplifies community collaboration. I am Chairman of WWRA, and serve on the Planning Commission and Zero waste coalition as council liaison.
My job on council is to work with the community to achieve the goals that they bring to us about the city they want to live in. A great example of this would be the blighted property at the former Federal Screw Works, which sat empty for over 10 years waiting for a buyer. Members of the community came together to form the Main Street Park Alliance with the vision of turning the area into a city park. It's a great example of people coming together with a common goal and vision, collecting data and feedback, drafting a plan, reviewing it with members of the community, and putting the plan in place. My goals have always been affordable/attainable housing, avoiding large tax increases, improving our roads and sidewalks, and fostering a community that welcomes all our residents and visitors, and continues to be a great place to raise families. These goals are achieved through constant collaboration with our community stakeholders, including businesses, residents, volunteers, and government.
In my view, our greatest challenge in the next four years will be managing the rapidly escalating costs of our city's operations while minimizing the taxpayer's burden in absorbing the effects of these increases. Another major challenge is how the city will continue to grow, both within the city limits and in the four adjacent townships. People are drawn to Chelsea for many reasons; schools, recreation, restaurants, shopping, entertainment, the list goes on. People want to live here and we want that, our challenge on Council is managing that inevitable growth (and traffic) that comes from our City's attraction, in ways that appeal to new and potential new residents as well as the many who have been here for a long time.
As mentioned in the question about challenges the city faces, Chelsea is an attractive city for young families, senior citizens, and everyone in between. More diverse housing opportunities as well as the new mixed-use opportunity zones in the city limits that are identified in the new master plan gives us many options for potential developments that can allow more people to live here,
We also need to continue looking for ways to expand the city limits beyond the current borders. The 425 agreement reached with Lima Township is a great example of how we can collaborate with the surrounding communities to satisfy the demand for more housing in the City. Additional housing brings more cars, and we need to manage traffic flow utilizing modern methods like road diets and roundabouts instead of more stop signs and traffic jams.
Campaign Phone
734-646-5038
Number of years as resident
10+
I have been extensively involved throughout Chelsea for the past decade. Prior to my retirement from the Chelsea Senior Center last year, I served as its Executive Director for more than 5 years. I’ve been on the board of the Chelsea Area Historical Society for almost the entire time I’ve been here and am now back yet again serving as its President. I served for several years on the DDA and was its Vice President when I stepped down. I volunteer each year with the Sounds & Sights Festival as well as the Kiwanis trailer at the Chelsea Fair. I'm a volunteer instructor with the Adult Learners Institute (ALI) and previously served as the board VP. I volunteer for AARP's tax assistance program providing free tax assistance for seniors and lower income individuals. My management career spanned more than 40 years and I hold an MBA in Organizational Behavior & Development from the George Washington University.
#1 - Restoring stability to city administration. We will soon begin the search for our 4th City Manager in less than 4 years – keep in mind that the one who resigned in 2022 was in the position for more than 14 years. This turnover and the revolving door of interim city managers has led to staff turnover and burn-out. This has also cost we the taxpayers many hundreds of thousands of dollars. To address this need, I will work with the new council and mayor to seek out the most qualified candidate who also meets our needs. My 40 year management career, combined with my MBA, means that I have extensive experience in interviewing, selecting and developing staff.
#2 - Minimize ideologies and politics within city hall. Our City Charter mandates that we are non-partisan, however too often the past 4 years in particular, decisions are made on a basis other than what is best for the citizens of Chelsea. We'll work together to eliminate it.
#3 - Better management of the budget.
I'd say the biggest challenges are the 3 I outlined in my above response to my goals. These responses touch on how I would propose to address the first two in particular, for the third item, we need to review the budget and in particular the considerable funds being spent on consultants. This budget will also come under better control when we stop the revolving door of city managers and interim city managers - this has cost us hundreds of thousands of dollars. Another issue - the most recent budget, for 2025/2026 required 296 revisions just a month after being approved - that is not acceptable.
These will be addressed when the city administration (mayor, council and the new city manager) work together with the primary focus of what is best for our bosses - the residents of Chelsea.
The first priority has to be getting the new city manager in place and up and running. From there we do a better job of managing the budget. With these two pieces in place we can then turn or attention to what we can do long-term for our residents. This can best be accomplished by providing forums for public input on priorities and challenges. We need to ask the same of the city staff - they are the eyes & ears of the city and can provide valuable insights.
PHONE
240-997-9244
Campaign Phone
240-997-9244
Number of years as resident
4.5
For over two decades, I’ve led large-scale government programs that improve people’s lives. Most recently, I directed the Social Security Administration’s Ticket to Work program, helping people with disabilities find employment. In that role, I oversaw a $13M budget, 120 staff, and partnerships with disability service providers nationwide. I’ve also supported the U.S. Department of Education on human resources and risk management and helped launch Medicaid and child support projects in Texas and Hawaii. A certified Project Management Professional for 10 years, I excel at guiding complex initiatives, building consensus, and ensuring every voice is heard. My record shows I can manage resources responsibly, deliver results, and foster collaboration - skills I’ll bring to serving our city.
My priorities are: (1) helping select the next City Manager, (2) increasing attainable housing, (3) improving walkability, and (4) supporting diversity so Chelsea remains safe and welcoming. With decades of experience hiring senior leaders, I’ll ensure Chelsea chooses a City Manager who is not only highly qualified but also the right fit for our community and staff.
The other goals are interrelated. With birthrates falling nationwide, Chelsea must attract new residents to maintain and grow. That requires attainable housing, safe sidewalks and crossings, and an inclusive environment that draws families and individuals alike. Current efforts in these areas are underway, and I will actively support and build on them to maximize impact with limited resources.
Chelsea’s biggest challenges are rising housing costs and balancing the needs of residents with those of our business community. To address housing, I will support attainable housing projects like Manchester Crossing while ensuring they include essentials such as safe walkways and adequate parking for both new and existing residents.
When it comes to residents and businesses, I don’t believe their interests must conflict. While issues like the noise ordinance have created friction, the solution lies in better communication and collaboration. I will work with local businesses and the Downtown Development Authority to build more proactive ways of gathering resident input and addressing concerns early. Chelsea’s character depends on both strong local businesses and engaged residents, and I am committed to strengthening that partnership.
Chelsea’s growth must be guided by a clear vision: to remain a welcoming, vibrant community while preparing for the future. Over the next four years, I will support development that expands attainable housing, improves walkability, and attracts new residents and businesses in ways that preserve our small-town character.
True growth is more than new buildings - it’s about creating a community where families want to live, where businesses can thrive, and where residents feel connected to one another. That means safe streets, diverse housing options, and opportunities for civic engagement.
My focus will be on shaping development that reflects Chelsea’s values while positioning us for long-term stability. By listening closely, building consensus, and planning thoughtfully, I will help ensure Chelsea grows in ways that honor our past and inspire pride in our future.
