Owning My Votes
While I represent just one of the five votes on the Brooklyn Center City Council, I take my responsibility for each decision very seriously. I stand firmly behind my record.
True representation requires more than just casting a vote; it requires transparency and a commitment to community dialogue. I believe you deserve to understand the 'why' behind the actions taken at City Hall. For every issue that comes before us, I dive deep into the data, listen to your concerns, and weigh the long-term impact on our community.
My goal is to build a foundation of trust where you feel informed and respected, even when we might see things differently.
Below is some of my rationale and thought processes that I used for several key votes. By opening this window into my decision-making, I hope to show you the care and loyalty I have for the residents of Brooklyn Center.
Public Safety Commission
My vote to revise portions of this proposed commission was made after in-depth consideration.
It is common sense that members of this commission be residents of Brooklyn Center.
Because this commission is strictly advisory, I believe the residents of Brooklyn Center know best what they want and need.
The Commission can always seek outside guidance if they want more information on an issue.
Traffic Stops
This was a slate of proposed ordinance changes on how police perform traffic stops and consent searches.
I feel strongly that "carve outs" are not only unenforceable, but that they can potentially have the opposite of the intended effect.
If the State of Minnesota were to pass into law the suggestions that were proposed to the Council, I would be in favor of the proposals because then everyone would have to follow the same laws.
City laws in conflict with state laws are confusing. It is simply not realistic for the public to know and follow "carve out" laws as they drive from city to city.
In addition, the chief of police, an expert in traffic safety, explained to the council several reasons why he did not support the passage of these proposals.
Rental Property Inspections
Ordinance to revise licensing requirements.
The previous ordinance regulating residential rental licenses was passed years ago because of problematic landlords.
As an experienced housing inspector, it was apparent to me that this was an unjust system. It seemed punitive and often did not address the primary life, health, and safety concerns important to renters. The costs for these minor repairs were either passed on to the renter or cut into money used for property improvements.
City staff worked hard to update the ordinance, presenting a version, similar to that adopted by Brooklyn Park, that was unanimously passed by the Council. Ultimately, not a single health, life or safety protection for tenants was reduced.
City Manager Contract
The Council has one employee: the City Manager.
The City Manager is a contracted "at-will" employee. This means the contract can be ended at any time for any reason by the Council as long as the contractual obligations are fulfilled.
Because this employment action is considered private by law, I cannot give reasons for my decision.
I can confirm that all aspects of the contract were honored.
Water Meter Replacements
Obsolete and malfunctioning water meter replacement.
I led the discussion with the City Manager and Council that water meters were unexpectedly failing to report usage for many addresses.
These failures resulted in loss of revenue in excess of $200,000 per year for the city.
To preserve the Water Fund, the Council reluctantly approved a significant utility fee increase. This unanticipated increase in people's water bills came at a time when people were already facing rising costs.
The only fair solution is to replace the non-functioning water mains as soon as possible.
City staff proposed a multi-year year plan to replace all water meters, prioritizing those that are not performing. This plan was approved by the Council.
Code of Respect
One of my core beliefs is being respectful.
After observing heated and contentious behavior during council meetings which hindered meaningful debate and effective policymaking, I partnered with Council Member Kragness to propose a Code of Respect to city leadership.
This initiative aimed to establish clear standards for both the council and commissioners. Our efforts produced a thorough framework that was rigorously debated and unanimously adopted.
Heritage Center
Market conditions and Covid-induced large group meeting changes.
Through rigorous auditing and my request for data transparency, we identified budget deficits that were draining city reserves.
These critical findings moved me to take swift action.
The results of this action were changing the business plan and strategy for the Heritage Center, which has shown incremental improvement. Revenue oversight by the Council continues.
Municipal Liquor Store #2
Basic business economics made it necessary to close one city-owned liquor store.
The lease for Liquor Store #2 was expiring. The cost of the new lease was considerably higher.
The location required substantial upgrades at the City’s expense including replacing an end-of-life rooftop air conditioner and significant increases in Common Area Maintenance (CAM) costs.
These costs along with minimal projected profits over the next 10 years made it strictly a business decision to close the location. City staff indicated that if the city closed that location then Liquor store #1 would become instantly profitable.
Hotel/Motel Ordinance Revision
Making inspections more realistic.
As a Brooklyn Center Property Specialist, I was tasked with enforcing City ordinances that were virtually unenforceable.
An estimated one in six police calls for service was attributed to problems at our hotels/motels. It was clear the ordinance was not working.
I was invited to City Hall to share my experiences and concerns with city staff. An ordinance to improve safety was presented to the Council which unanimously passed. This ordinance provided additional tools for police, fire and city administration to address these problems.
The Council continues to monitor and review these ordinances for effectiveness.
Social Security Administration
Keeping useful community services in the City.
The Social Security Administration Office has been in Brooklyn Center for years. They'd outgrown their current location and were looking for a bigger location including outside the city.
I led the effort to change the zoning ordinances that would have made it more challenging for them to stay. The Council was able to amend a zoning ordinance creating an opportunity for them to remain in the City by moving into a property that had been vacant for years.
With my leadership and advocacy, we were able to see and remove barriers that would have resulted in the loss of this critical service provider.
Sign Lettering
Unanticipated consequences mitigated.
I originally voted to approve an ordinance to mandate business owners to increase the size of their business signs. I was contacted by several business owners and learned of the significant burden we had unexpectedly put on them.
After listening to their concerns, I did further research and led the effort to undo the ordinance change.
I use this vote as an example of my ability to listen and change my mind, doing what is right for our city when I receive new information.
Centerbrook Golf Course
Considering the future of the golf course.
For years our 9-hole golf course was considered an asset. However, it has increasing relied on money transfers from the general fund year after year to continue operations. It is projected to require at least $230,000 each year to remain viable.
A comprehensive financial analysis is being done to evaluate the best path forward.
Grant Review Policy
Risky investment in funding services.
My position on the Grants Review Policy has always been one of caution.
Clearly, grants have a purpose and can be very beneficial.
That said, my caution comes from my experience knowing that when grant funding ends, the expectation is for the program to continue. Often, the financial commitment necessary to maintain a program previously funded solely by grants often is not feasible.
The unintended consequence is that people who use these programs suddenly are without them. It feels disingenuous to support something that is grant funded only to have it taken away.
The right choices at the right time.
Investing in businesses is a critical part of our plan for more economic development. Successful businesses are able to contribute tax dollars to our coffers meaning we can ask from our resident taxpayers.
I am not opposed to economic development that is responsible and sustainable. But development must not be based on unrealistic, outdated plans. In reality, the Council has been working with plans going back 15+ years. These ideas were based on our retail culture which has drastically changed. We must be realistic.
I have been realistic by not supporting proposed construction, or entering into development contracts, or development planning that are not a responsible investment of taxpayer dollars.
Since the first concept of an "Opportunity Site" and the ensuing community engagement, which started years ago, the retail market has changed. The overall compressive plan for economic development must change. We must make a conscious effort to update plans for development to reflect today’s environment.
Economic Development
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