Campaign Phone
906-399-1471
Age
38
Biography
Scientist, Entrepreneur, Wife, Mother. Equal parts Dreamer and Doer.
Education
Bachelor of Science- Molecular Biology from UW-Madison
I am running for Gladstone City Commission because I’m pretty fond of this community. I also strongly believe in the power of local leadership to make a difference, and I think I have some talents that could be put to good use should I be granted the opportunity.
My top three priorities are:
1. Supporting Small Businesses
2. Investing In Youth
3. Common-sense Governance (building relationships and bringing people together).
For the record, 750 characters is not enough for what I have to say. I thought I had 750 WORDS. I've shortened my answers, but the full-length versions will be available on my website: maloneyforgladstone.com
I agree with much of what the current Master Plan has laid out in regard to housing in Gladstone.
I agree with Goal 1: Develop the vacant land on the waterfront with high density residential properties, also referred to as the North Shore. I also support the current Master Plan Goal 4, specifically: Expand the range of housing options. Maintain and rehabilitate existing housing stock. Plan for open space in future subdivisions. Enhance our rental inspection program to maintain property values while ensuring the health and safety standards are met.
A winning strategy in small towns is to employ a combination of ideas that work together to increase housing options across the board.
Affordable Housing, Aging Infrastructure, Essential Services Funding, Limited Childcare and Youth Services (including mental health), and Blight.
Expand the façade improvement program, create a “business resource hub”, expand community events (farmers markets, seasonal festivals, art walks) to bring foot traffic. Leverage the new social district to encourage more downtown gathering while balancing safety and family-friendliness. Encourage outdoor dining, public art, and live music to make downtown a destination. Engage youth in downtown projects (murals, markets, internships) to strengthen community pride. Support upper-floor housing in downtown buildings to bring more residents into the heart of the city. Explore incentives for property owners to invest in revitalization. Promote developments that blend retail, dining, and living space. "Shop local” campaigns. I NEED MORE ROOM!
I already have a strong relationship with the Chamber of Commerce as member, so I would support initiatives that attract and retain businesses, while ensuring that Gladstone remains an appealing place for entrepreneurs to invest. Likewise, I have a robust working relationship with the DDA, and I would continue work on projects that strengthen downtown vitality, from façade improvements to events that bring people to our local shops and restaurants. With Bay College, I would explore workforce development partnerships, connecting students with internships, training, and opportunities right here in Gladstone so young people see a future in staying local.
I am not going to pretend to have any insights or solutions to any budget issues. After looking through every line of the budget- I am left with one priority: increasing the granularity of the budget report. The “Administrative” line holds the brunt of the expenses, and without further detail it’s near impossible to draw a single conclusion from that report alone. I need to understand the budget before anything else, and I believe that it is a responsibility of government to be as transparent as possible.
I believe financing public improvements should always start with asking two questions: 'Is this project necessary?' and 'does it serve the people of Gladstone well?' From there, we should prioritize projects that keep our community safe, improve quality of life, and support growth.
When it comes to paying for them, I’d like to see us use a mix of approaches- applying for grants and state/federal funding, looking for partnerships with local organizations, and only leaning on taxpayer dollars when truly needed. Planning ahead with a multi-year capital plan also helps us avoid surprises and makes sure residents and businesses know what’s coming.
Most importantly, financing decisions should be transparent and fair.
Campaign Phone
906-241-9808
Age
71
Biography
Hello, my name is Mike O'Connor, and I have called Galdstone my home for 12 years. An engineer by training and profession, my working life centered around electric utility and telecommunication systems engineering, prior to starting my own consulting company. As a business owner, I realize the importance of working as a team to solve business related issues, the need for effective communications and understanding the need for continuous improvement in all aspects of the endeavor.
Education
BS Electrical Engineering
I'm running for the Gladstone City Commission because I believe in the potential of Gladstone. A community like ours doesn't thrive on its own. It needs careful guidance, a commitment to sound financial management, and a voice for all of Gladstone, ensuring our city government is responsive, transparent, and focused on practical solutions. If Elected my top 3 priorities for Gladstone would be: Fiscal Responsibility! This means making smart long-term investments in our infrastructure-from roads to water systems-while avoiding unnecessary spending. Enhancing Public Safety! A safe community is a strong community. Community engagement and transparency. I will work for the people, and it's essential that all residents feel heard.
This challenge affects us all, from the young professional eager to start a life here to senior who wants to downsize but has nowhere to go. WE cannot build a strong future for Gladstone if our residents are priced out of the community we love. We need a clear, proactive plan to address our affordable housing crisis head-on. My plan focus on two powerful pillars: Leveraging external funding and Implementing local policy reform. Pillar1 Rural Community Development Initiative (RCDI) grants; Mutual Self Help Housing Technical Assistance Grants; Rural Housing Site Loans; Housing Preservation Grants. Pillar2 Implementing Local Policy Reform: Streamlining the permitting process; Revisit our zoning regulations.
Gladstone faces several significant issues, many of which are interconnected and revolve around infrastructure, roads, and public safety. These are a few of the most critical services Gladstone provides and managing their costs while maintaining quality is a constant challenge. My goal is to provide high-quality services by working smarter, not just spending more. This will require a combination of smart fiscal management and innovative service models. Prioritize Spending: Public Safety budgets, Streets and Road budgets and Capital Improvement Plan. Budgets should be transparent and based on data, needs, and resources. The city budget should regularly analyze statistics, to ensure resources are allocated to the most critical demands.
I will continue to support the ongoing efforts to promote new development in the city of Gladstone, particularly as the city moves forward with the sale of undeveloped properties. This initiative is a positive step toward enhancing the tax base and fostering growth in our community. Gladstone must also recognize our existing community businesses and their needs so they can continue to maintain their operations and look to possible expansions. Our best source of possible new business is our current businesses.
As a city Commissioner, my approach would be to foster a unified strategy, ensuring all of the organizations are working together toward a common goal of economic prosperity for Gladstone. I believe the commissioners along with the city manager must meet with business owners, listen to their concerns, and understand their needs firsthand. My role would be to act as a bridge builder between Gladstone's city government and the key economic engines in the region: Chamber of Commerce and EDA This would allow us to proactively share information about available land, infrastructure improvements, and specific development needs, I would be a liaison partner with anyone who may need support and work to provide with city level assistance.
As a city commissioner, my budget priorities would be guided by a principle of fiscal discipline and strategic investments. The goal is to provide essential services, build a stronger community, and invest in a sustainable future without resorting to a default strategy of raising taxes or fees. This means focusing on cost-cutting, revenue generation through growth, and leveraging external funds.
The first step is to establish a clear, public framework for classifying city projects. This isn't just a budget exercise; it's a conversation with the community. Differentiate Between Needs and Wants- with community input. Needs These are essential, non negotiable services and infrastructure that have a direct impact on public health, safety, nd the fundamental functionality of the city of Gladstone. Wants These are quality of life improvements that while beneficial are not immediately critical to the city's operation. Such as: a new public park, marina upgrade/overhaul, downtown beautification.
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Campaign Phone
906-420-1338
Age
62
Biography
Mayor of Gladstone Nov 2017 to present, Capital Project Engineer at Billerud Paper April 2000 to present. Air Force and Army National Guard Veteran.
Education
Bachelor's Degree in Electronic Engineering
I am volunteering to remain on the City commission.
My top 3 priorities are to (1) Continue to work on making Gladstone a great place to live, (2) Make decisions that create stability in the City so that it is attractive to those wanting to invest whether it be buying a house or creating or growing a business, (3) support fiscally responsible decisions that keep the budget balanced and support all the city departments.
Continue to encourage and support development activities on the North Shore and other areas of the city that are undeveloped. An example of this would be the recent approval of the subdivision expansion on the bluff. Also, continue to support the Gladstone Housing Commission as they work to improve the housing they are responsible for.
The budget and revenue are the most significant issues facing the city. As everyone is aware the cost of everything has risen significantly. City revenues are not keeping up, so the challenge is trying to maintain services. The only way to address them is to continue to budget in a responsible way.
My views on economic development are to create a city that is safe, well maintained and has opportunities for work, education and leisure activities. In essence I believe you need to create and environment that people want to move to and invest in.
As a sitting member of the commission, I sit on the DDA board and are part of their decisions. I would continue this if given the opportunity.
My budget priority is getting the MERs retirement fully funded which will free up money that can be used to improve the city and reduce costs.
The city should continue to evaluate projects and seek grants when possible. Some of the large expensive projects are driven by state agencies leaving the city no choice but to do them. Recently these have been water/wastewater projects. User rates and grants have been used to pay for these.
