My Issues 

A bit of both.

In terms of my basic beliefs, I think they are really very conservative. For example, I believe in: personal responsibility, hard work, the free enterprise system, law & order, limited government, fiscal responsibility, the importance of faith in many people’s lives, and patriotism. Quite honestly, The Beatitudes are at the heart of my core values.

However, I also see myself as progressive or liberal in many ways. For example, I like to think that I am open-minded, tolerant of other people (even if I might not share their beliefs, values, or lifestyles), open to new experiences, value education, try to be hopeful and optimistic about people, and feel that government can be a genuine positive force for our community.

Of course, all of us on the Council have to be. Every elected official has to take a written oath swearing to uphold the Constitution of the United States and that of North Dakota. I’ve signed this oath on several previous occasions, and would certainly do so again.

Quite honestly, no. While I definitely want to keep a lid on property taxes, I don’t think it’s realistic to promise to lower the overall tax burden. You get what you pay for – if you want good city services, you have to pay for them.

The cost of providing basic city services keeps increasing, primarily because of inflation, just like the cost of doing business for any private company or organization. Does Walmart lower its prices when its costs keep increasing? The answer is pretty obvious; can the city really be any different? Also, Minot keeps growing and people expect more in the way of services.

Despite all the rhetoric, North Dakota is actually a very low tax state, ranking 43rd out of all 50 states. (35th in property taxes, 41st in income taxes, and 23rd in sales & excise taxes.) As for the 12 largest cities in the state, Minot ranks sixth, exactly in the middle. It’s important to look at the overall picture and not just fixate on property taxes.

On a more general note, I would respectfully remind you of what US Supreme Court Justice Oliver Wendell Holmes Jr. said many years ago: “taxes are the price we pay for a civilized society”. If we want a safe and prosperous community, with a high quality of life, we have to be willing to pay for it – there’s just no way around that

Rather than pretending we can get something for nothing, by lowering taxes, I would emphasize economic development, growing our local economy (increasing our property tax base and sales tax revenues), and making city government more effective and efficient.

I’d start with a “back to basics” approach: developing a shared vision for the future; setting clear priorities; focusing on core government functions, such as public safety and infrastructure; developing specific goals and priorities, and objectively measuring performance and progress (for both staff and departments); and making sure our employees have the tools, resources, leadership, and training and development opportunities they deserve (to be more effective and efficient).

We need to implement more modern and progressive approaches to management, focusing on team performance, and emphasizing a collaborative and collegial approach (involving the Council, department heads, supervisors and managers, and line staff). In terms of staff development and training, we lag behind other cities and private enterprise; for example, Bismarck gives every employee four hours of customer service training a year, while our staff typically learn things on their own or from each other.

We need to encourage initiative and reward good performance (e.g., if a citizen or employee comes up with an idea that saves money, it would make sense that they get part of what we save as a reward).

First of all, the city is a large and complex organization, with nearly 500 full-time employees and a (2026) budget of $216 million. To effectively lead an organization like this, you need to know how things work, and there is simply no substitute for the in-depth knowledge that comes with experience.

Second, we have a lot on our plate, and experience is very helpful in setting priorities. For example, our capital improvements plan for the next five years – covering “big ticket” expenditures, improvements and projects (such as replacing century-old water mains, repaving and improving many streets, and buying land for a relocated fire station) – comes to $813 million! Some of these projects will take years to complete, and it’s going to be important to figure out what order they should best be done in. It’s critical to set priorities, and again there is no substitute for experience.

Third, without a sense of history and perspective, it’s easy for personal interests, emotion, or ideology to prevail over sound judgment. Even the best of good intentions can lead to unanticipated (negative) consequences. Being off the Council for significant periods of time – 12 of the past 28 years – has helped me get a better perspective on things, as has being an entrepreneur in the private sector and a small businessman.

Fourth, I only recently decided to run, when I learned that three of the current Council members would be retiring. The three remaining ones would each have been in office less than two years, and I really felt uncomfortable with so many inexperienced persons being in charge. How many years did it take you to get really good at your job or in a relationships?

Fifth, we’ve also recently had a great deal of turnover in key city positions, including the following: Mayor, Council President, city manager, assistant city manager, police chief, utilities director, HR director, and library director. We need continuity in leadership, starting at the Council level, and experience is needed to provide appropriate supervision and guidance for city staff.

In these challenging times, experience and understanding do matter!

Council Vice President: 2020 - 2022

Alderman for 16 years: 1998 - 2002, 2004 - 2008, 2016 - 2022

Chair, Ward County Planning Commission

 I think it’s a variety of things, including the following:

Experience: since 1998, I’ve served on the Council for a total of 16 years. None of the other candidates has served any time.

Extensive knowledge of city operations, staff responsibilities, budgeting, planning, equipment, and facilities. Have formally observed routine operations, shadowed staff, participated in numerous ride alongs, and completed both the fire department and police department (three times) citizens academies.

Unique set of skills. As a clinical and health psychologist, with a doctoral degree and innumerable hours of continuing education, I’m trained in looking at things objectively and dispassionately, analyzing them carefully, identifying advantages and disadvantages of various courses of action, and teaching people more effective coping skills. I’ve spent decades helping people see their life situation more clearly and honestly, develop more caring and compassion, and stay motivated to cope with life’s challenges more effectively. 

 A life-long commitment to helping people. Ability to work with a broad range of people, and put their needs ahead of any ideology, political party, or personal agenda.

 Experience in the private and public sectors. As an entrepreneur, started my own business in 1989; prior to that, worked for a private nonprofit and then a state agency (for a total of 10 years). Also taught, part-time, at Minot State University (for 15 years).

 Extensive leadership experience at the local, state, regional, and national levels. Specific positions have included: Board of Directors, Minot Area Chamber of Commerce, and local Red Cross chapter; Chair, Ward County Planning Commission; President, Minot Rotary Club; City Council Vice President; President, North Dakota Psychological Association, and one of the divisions of the American Psychological Association.

Board of Directors, Minot Area Chamber of Commerce

Chair, Ward County Planning Commission

President, Minot Rotary Club

Board of Directors, Mid-Dakota Chapter, American Red Cross

Doctorate & masters degrees - UND

Bachelors degree – Coe College (Cedar Rapids, Iowa)

Graduate, Chamber of Commerce Community Leadership Institute

Minot Citizens Fire Academy and Police Academy (three different times)

Clinical & health psychologist, in full-time private practice for 37 years

President, North Dakota Psychological Association & American Psychological Association division

Minot State University teacher, part-time, for 15 years

Presented over 75 workshops, papers, and symposia at regional and national conferences (including invited presentations for  North Dakota Supreme Court and American Bar Association)