Julie Ohs
Name: Julie Ohs
Public Office Sought: Washington County Commissioner, District 2
Phone: 612-414-3204
Website: julieohs4washingtoncountycommissioner.com
Twitter Handle: @JulieOhs
Facebook: Julie Ohs
Candidate Bio
Julie Ohs holds a bachelor's degree in Psychology and a master's degree in Management. She has served her community as a volunteer at Woodbury Days events, and is a 12 year member of the SWCTC Telecommunications Commission. She is also completing her third term on the Woodbury City Council. She has a business background as a real estate agent and in hospitality management. Julie currently works managing product demonstrations at Sam's Club in Woodbury. Ohs has previously served on the Board of Directors for Listening House, on several committees and work groups for the Saint Paul Area Chamber of Commerce, and is a graduate of Leadership St. Paul. She also served on both the Woodbury Economic Development Commission and the Woodbury Business Development Committee. Julie is a founding member and current Chair of the Woodbury Yellow Ribbon Network and also holds a board seat on the Washington County Yellow Ribbon Network.
Julie Ohs and her husband Michael Flaherty are both active members of Eagle Brook Church and have been residents of Woodbury, Minnesota since 1993. Their adult children attended grade and high school in Oakdale. They attended Transfiguration and both are graduates of Tartan Senior High School in Oakdale.
1. Why are you running for this seat?
Decisions made at the local levels of government have a tremendous impact on the quality of our daily life. I have strong ties to my community, and I care deeply about community stability. I value the trust citizens have conferred in me to make sound decisions on their behalf. In my opinion district 2 is unique in that it is made up of 8 cities; Oakdale, Woodbury, Mahtomedi, Pine Springs, Landfall, White Bear Lake, Willernie and Birchwood Village. These cities are of varying size with different objectives and personalities. I would represent all of the cities equally and would be respectful of their unique identities and their wishes. I have worked effectively on local issues related to economic development, affordable housing, water quality and conservation, roads and trails, public safety, and veterans programs as a member and current Chair of the Woodbury Yellow Ribbon Network. I have also been involved in regional projects such as the Gold Line BRT and the Hero Center training facility. With the support of voters in November, I'd like to continue my public service at the county level.
2. What is the biggest challenge facing your district and how would you address it?
The current work on Station area planning for the portion of the Gold Line BRT corridor within Washington County will present significant challenges and demands of time in District 2, to implement design features garnered from public input, while also finding adequate funding sources from state and federal partners for the new multi-modal Gold Line bridge connecting Helmo Avenue in Oakdale to Bielenberg Drive in Woodbury (both within Commissioner District 2). Providing critical infrastructure are core services of county government, and the last four station stops, each one a mile apart, will need to accurately capture the unique identities of each of the cities they are located in, while also incorporating overall design features that bring a cohesive feel to the corridor for branding and wayfinding for tourists or infrequent riders. Stations will be more successful if amenities such as bike repair stations and storage lockers are also near the platform. And Washington County has already innovated with Library lockers located at the transit station in Newport that offers more options for patrons to pick up their library books while commuting to work or school. With aging populations near the planned route, these amenities would be highly valued by residents and I will be a strong advocate for desired features that bring value. I will invest the time to get it right by listening to input from stakeholders and making the line attractive and safe.
The City of Woodbury will host two station stops, with the important last stop located near the Woodbury 10 movie theater that is in need of major redevelopment and extensive input from city officials. The other stop will be between Tamarack Road and the former Hartford Building. The next stop will be in Oakdale near the corner of Helmo Avenue and 4th Street after the buses cross the new multimodal bridge. The fourth and last Washington County station stop will be near the Indian Motorcycle dealership and east of the city of Landfall.
During this election year the cities of Woodbury and Oakdale will also have an unusual political climate with the incumbent mayor of Woodbury retiring, along with several retiring city council members also from both cities, including my retirement after 12 years on the Woodbury City Council. Good rapport with federal officials and state lawmakers will be key to avoiding delays in the planning and construction for this needed investment. As a council member I have been involved in the Gold Line since its inception. The Gold Line BRT project itself will make history in Minnesota because it will be the first Bus Rapid Transit route where buses operate in dedicated lanes. The project will also be the first in the state to be jointly developed by two state agencies: Metro Transit and MnDOT. So it presents a unique challenge at a time of changing political stakeholders. I am the only candidate in this race with the commitment to see this major and complex infrastructure improvement to a successful completion, along with delivering identified sources of sustainable funding.
3. What do you believe is the biggest challenge facing WASHINGTON County as a whole and how would you address it?
The single biggest challenge facing the county as a whole is the expanding Opioid Crisis and drug epidemic, because of the human toll on our next generation, and because of the budget impact to so many other related county services that increase for both victims and the criminal drug dealers.
Unchecked, this crisis can skyrocket the costs of incarceration in the county jail, stretch resources in the County Attorney's Office, and put more pressure on county law enforcement that can also decrease employee safety for county deputies, while lowering the overall quality of life and property values in our historic county. The Opioid Crisis is adding caseloads to county mental health professionals, and community services crisis response teams who also address the needs of families of the drug users, but they may have high caseloads because of decreased state funding and the reluctance of county commissioners to raise the property tax to fund it. I will work cooperatively with state lawmakers, and my fellow county board members to find a sustainable source of funding and effective strategies to combat this epidemic.
The drug crisis has affected my own community deeply with the tragic drug deaths of local youth, gone too soon at a high cost to their family and the entire community. I value community stability that also creates a sense of place and a sense of inclusion, and this is the single biggest threat to our current high quality of life and hope for a prosperous future. Drug addicted individuals often cannot hold a job, and rely on county social services to live. I would combat it by continuing to support the current leadership and work of the County Attorney's Office, along with the County Sheriff's staff in strong collaboration with local city leadership and police departments to deliver effective treatment programs.
Several county offices also collaborated last year to elevate the fight against human trafficking in Washington County using focused research, technology and prosecution efforts. A coordinated effort included many of the larger city police departments, including Woodbury P.D., with my support and support of fellow city council members, to work with the county Sheriff and Attorney's Offices to combat the widespread criminal activity and provide support and protection for victims being trafficked. I have supported new training initiatives by the County Sheriff in our local hotels and motel staff in Woodbury to spot sex trafficking on the premises and report it to law enforcement. This has been an effective strategy that I will continue to support at the county level.
4. What would be your top three priorities if (re-)elected to the Washington County Board of Commissioners?
My campaign cards list five priority goals if I'm elected to the County Board of Commissioners:
I will fight to ensure the settlement grant money goes to improve the quality and quantity of drinking water for my district and all of Washington County. Voters have made it clear to me that the drinking water goals for use of the majority amount of the 3M settlement money must be reasonably achieved before the other allocated dollars should be used for any natural resources projects. (visit https://ci.oakdale.mn.us for information on drinking water and the Oakdale water treatment facility.)
5. Should county government be actively involved in attracting and retaining jobs? Why or why not? If yes, please describe the role for the county in this process.
Yes, because without a reliable source of income those same citizens may become eligible for county social service programs, putting pressure on the county portion of the property tax to fund housing, food support and healthcare services. In addition, it's recognized that businesses can't operate without a sustained supply of skilled workers. I will support the current efforts of the county CDA to proactively work with businesses, Century College, and the county Workforce Board to identify and address workforce training and education requirements, along with the necessary housing needs to attract and retain skilled talent. For job candidates who choose to commute, access to reliable and safe transportation options should be addressed by the appropriate government agency. The state is responsible for owning and operating metro transit services under the Metropolitan Council. I will be a strong voice at the Minnesota Legislature to identify sustainable state funding sources to provide key transit services in my district connecting people to school, work and recreation (specifically the regional parks), including expansion of metro mobility service hours for my eligible citizens.
The current location of the county Workforce Center is on the lower level of the county service center in Woodbury. Long range plans of the city may be to acquire that building for expansion of the current Woodbury public safety building next door. If elected, I will advocate to relocate the county workforce center near currently operating transit lines, since this is a common sense solution to help people find a job that may also be unable to afford a vehicle because they are unemployed. The county libraries could also be staffed with 'satellite' workforce center services with mini programs aimed at helping displaced workers navigate the online techniques to land job interviews, while learning current social media platforms like Linked In, to help expand their earning potential.
6. What role should county government play in economic development, and how should the county work with partner organizations?
We are positioned well for the future to compete for companies looking to locate or expand operations in the Twin Cities, following the successful conversion of the County Housing and Redevelopment Authority (HRA) to a Community Development Agency (CDA) two years ago and the subsequent hiring (by the appointed CDA board), of an executive director who now works closely with cities to support business growth, as well as identifying workforce training programs that meet the needs of employers. And the county has worked with a valuable partner organization as a member of Greater MSP since its start seven years ago, with a renewed emphasis on business expansion and retention now that the county has a single point of contact for development inquiries.
And as also stated in #11 below, I believe that Washington County has used partnerships effectively with other entities as long as they continued to show value and meet community goals, including the public-private partnership with Greater MSP, the business-led coalition working with metro county commissioners to boost economic development and marketing of the region, while attracting millennials to the regional workforce. Greater MSP continues to increase its value proposition through the very recent launch of its 2.0 redesign to bring even greater value to share-holders, including the public sector partners such as metro counties and metro Community Development Agencies (CDA's).
If elected I pledge ongoing support of the successful Open To Business program that provides start-up loans of up to $25,000, along with marketing services, and business analytics to anyone living or working in the county. The County Board approved funds to launch the program last year with support of local cities, including myself and other leadership in Woodbury that has assisted over 100 existing businesses, and small startups. The new program supports economic priorities of the cities, and has provided a number of loans which has leveraged additional investment. Data shows 6 loans were approved to local entrepreneurs totaling over $438,000 that leveraged over $2.4 million in total financing. I pledge to support this new program that is showing great early success because small businesses have always been the lifeline of a strong local economy. Free and confidential business coaching of entrepreneurs who live in the county is the basis for the service that also provides gap financing via bank partnerships that is often the last piece needed to realize someone's dream of owning their own business.
7. What do you believe are the most essential services provided by county government?
Washington County is mandated by the state to provide safety net programs to our most vulnerable citizens. And the first charter at all levels of government is to protect its citizens.
In addition, adoption of a structurally balanced and complex budget is an important responsibility, and an essential service, of the County Board to their constituents. I would support responsible budgeting to maintain quality services, while planning for growth. This is especially important as Washington County anticipates more than 90,000 new people living in the county by 2040, with a population that is both older and more racially diverse. I value input from constituents on the growing need for new facilities, programs and services that may be part of future County Board deliberations, including the work to rehab older library buildings both at the south end of the county in Cottage Grove, and the north end with a major investment under review at the Wildwood branch in Mahtomedi. Public libraries are economic drivers for their neighborhoods; I will use fact-based evidence and data driven decisions, with public input, to determine locations of any new library services and programs.
Community stability and protecting taxpayers through sound fiscal management, while cutting red-tape without cuts to essential services is an expected and valued role for elected officials. I pledge to continue to protect the 'Triple-A' bond ratings assigned to the county in order to get the lowest possible interest rate when the county bonds for infrastructure projects, and will be a voice of strong fiscal discipline for my district, while providing safe and productive communities for families and businesses to thrive. And I will work to gain consensus with fellow board members to maintain the current trend of a stable county property tax-rate by targeting specific-services in a coordinated way, such as reliance on the 'wheelage-tax' or local sales tax for transportation projects (to include future local road and bridge repairs to the required list of eligible projects, along with viable transit corridors), in order to redirect shrinking County Program Aid (CPA) from the state and offset costs to the 'county property tax' where possible.
8. Are there any services that the county does not provide that you believe it should?
More jail diversion efforts for people suffering from mental illness will provide the medical treatment they need, while reducing taxpayer costs to house individuals who don't belong in jail. This would also improve workplace safety for county corrections staff that are subject to even more dangerous work environments when dealing with crisis management of inmates suffering from mental illness and drug addiction.
9. Are there any services currently provided by the county that you believe should be cut back or eliminated?
More than 80% of the county budget is encumbered by state or federal mandates, making cuts to programs a compliance risk. In other words, nearly 80% of all operating costs in the annual county budget are to pay for mandated services. Flexible areas of spending include regional parks programs and some public library expenses, but these services are highly valued by the public and increase our quality of life, while attracting good jobs and local employers to locate here. Vibrant county parks and public libraries, that serve as community gathering places, also act as important local economic drivers and should be maintained for access by all abilities and ethnic backgrounds above the level of mandated spending.
I pledge to keep the county in compliance with all mandates and work cooperatively with state lawmakers for repeal or reform of outdated mandates at the state level. Easing some mandates will allow for streamlined county services that can reduce costs.
10. How would you characterize the business climate in Washington County? What, if anything, would you do to change it?
The business environment has been shifting in Woodbury from mostly retail and commercial, to becoming more of a healthcare and medical destination through the focused efforts and leadership of me and my fellow city council members over my 12 years in office. I am proud of the jobs and economic growth that the city has achieved, and feel that my educational background and business experiences as a real estate agent in the East Metro make me uniquely qualified to add value to get Washington County to the next level with even more living wage jobs and career-track employment that would offer shorter commutes for residents, as well as grow the tax base to keep the pressure off the property tax. One example of something we achieved in Woodbury was the successful redevelopment of the old State Farm Campus on I94 no called City Place. Woodbury is the economic engine of the county. Under my leadership with fellow council members, the first major re-development project for the city of Woodbury has exceeded expectations and has won awards. While the State Farm sat vacant for almost ten years, they paid their taxes and kept the campus looking beautiful until it sold. I have gained the necessary skills to be an effective partner as other campuses will redevelop, including 4Front Technology and Office Campus where Imation was formerly located along I-694.
11. Many communities and government entities in the East Metro collaborate to provide services to their residents in an effort operate more efficiently and cost effectively. Do you believe that Washington County uses such partnerships appropriately, and can you identify any specific areas where more sharing of services should be used?
Yes, I believe that Washington County has used partnerships effectively with other entities as long as they continued to show value and meet community goals, including the public-private partnership with Greater MSP, the business-led coalition working with metro county commissioners to boost economic development and marketing of the region, while attracting millennials to the regional workforce. Otherwise, last year several metro counties ended their joint powers boards together because they had come to the end of their useful life; such as Counties Transit Improvement Board (CTIB), the Energy Policy Coalition, and the Solid Waste Management Board. I cannot currently identify any specific new areas for collaboration. Although rapidly changing technology could make collaboration on the use of drones for law enforcement and bridge inspection work, to boost worker safety while getting better detailed results, an interesting and appropriate partnership. That technology is still expensive, but could cut costs over time by reducing labor in searching for suspects or missing persons with law enforcement work. Or completing a more thorough bridge and building/roof inspections of public infrastructure.
Washington and Ramsey counties have had early success in their joint ownership of the Recycling and Energy facility in Newport and I support the continued partnership with Ramsey County. They are now owner operators of the facility after the joint purchase a few years ago, and implemented Waste Designation last year to mandate all trash haulers in both counties to bring all municipal solid waste collected in either county to that facility in order to divert trash from landfills, increase recycling (per state laws), and produce more energy from a renewable energy source, trash.
The work of Washington County's Public Works department with the South Washington Watershed District a few years ago also resulted in a successful collaboration and appropriate partnership to redirect storm water runoff laden with nutrients away from local impaired lakes and streams, during the same construction work as the County Road 19, expansion project to add more capacity to Woodbury Drive, while saving construction costs and taxpayer dollars doing the storm water work together in one disruption to local roadways. The result has been to decrease the levels of phosphorus loading into nearby Colby Lake to levels below impaired, while redirecting nutrient-rich storm water to two local golf courses. This has resulted in reduced operating costs for the private sector golf course, boosting business profits of a local employer. And also cut expenses to the local municipal golf course, managed by the city, at a time of slower business following the recession.
12. In your view, what is Washington County's top transportation priority and how would you advance it?
Actively support and promote regional transportation planning for the East Metro.
Secure federal dollars for construction of the proposed GOLD Line BRT corridor (competitive Full Funding Grant Agreement from FTA of $210 million), so that my district and the county can remain connected to the growing regional transit way system, including transfers to the Riverview street car project to the International Airport recently approved by Ramsey County. Construction of Gold Line BRT is a top priority of the Woodbury Chamber and my constituents. (I elaborate more on this in question 13.)
Support a strategic vision for the future improvements to the I-94/494/694 system interchange affecting commerce and daily life in my district and the region. The I-94 corridor is a direct freight corridor to Chicago and beyond, but sorely needs congestion relief, while improving safety for residents and freight. I 94 is also the roadway for our busiest border crossing in Minnesota. Until recently it had not received state funding for redesign or added capacity, in spite of the fact that it is the second busiest freeway interchange in the state. I have supported study of this interchange during my tenure on the Woodbury City Council, and if elected by voters in District 2 this November, I pledge to be a strong voice at the Capitol to identify sustainable revenue sources to complete a future redesign of the outdated cloverleaf configuration following completion of MnDOT's bridge preservation and mobility improvements in 2019.
13. Is there anything else you would like to share with voters not covered above?
It has been an honor to serve the residents of Woodbury on the City Council since 2006. As my third term in elected office draws to a close this year, I am proud of the work I have accomplished and the trust Woodbury residents and business owners have conferred in me to make sound decisions on their behalf. I pledge to deliver core services in a cost-effective manner and will continue to be a good steward of the tax dollar. I bring a fresh perspective and new ideas to the seat, based on 12 years of elected office in Woodbury, a city twice the size of Oakdale in population and under the same re-development and new development pressures as Oakdale. My business background in real estate is an asset, and I am a long-time member of the Woodbury Chamber of Commerce. I have lived in Woodbury since 1993. Our children are graduates of Tartan Senior High School in Oakdale and we have previously been part of the Transfiguration community. I currently manage product demonstrations at Sam's Club but will retire from private sector work, if elected to serve.
As I canvas my district I am encouraged by the warm reception and confidence of residents already displaying my lawn signs and casting their vote for me during the early voting period that began June 29th through Aug 13th.
I know the needs of Oakdale and Woodbury first-hand with ongoing concerns about preserving groundwater and maintaining or improving surface water quality a top priority. I have a fiscally constrained approach to government budgeting that I will bring to the County Board. I understand complex budgets supported by property tax levy. I have an open door policy and value input from taxpayers and the business community on matters that come before the council. I have worked on issues related to Housing and Redevelopment in Woodbury, and city CDBG funds and economic development similar to Washington County that will allow a seamless transition to the County Board.
I will lead effectively as we are collectively challenged to engage in station area planning during the current design efforts for the Gold Line Bus Rapid Transit (BRT) corridor. Investment in transit way infrastructure promises to deliver Transit Orientated Development near station area stops east of Saint Paul that regular route and express bus service cannot do. This corridor will be a life-line for economic development attracting new jobs, skilled labor and private investment in a way never seen before in Washington County. Gold Line is a top priority for 3M Company for those exact reasons, and until construction begins in 2021, all local efforts are critical path for elected officials in the cities that include the line. 3M will host a station stop at their 'front door' to attract millennials to employment, as 1/3 of their workforce is eligible for retirement within five years, and millennials reject owning a car.
Lack of sustainable funding from federal or state partners could jeopardize the viability of the Gold Line BRT project and our future connection to the region, limiting mobility options at a time when Washington County anticipates another 90,000 new residents by 2040, and a rapidly aging demographic that values access to regional transit systems, as do millennials needed by the business sector for a skilled workforce. Gold Line BRT has entered the federal New Starts Program this year with Project Development (PD), underway that must conclude in January of 2020. Timelines are short and the work is intense. The earliest date for revenue service from Gold Line BRT is 2024.
The project office at the Met Council office will begin engineering (after PD), and the formal process of requesting the Full Funding Grant Agreement from FTA starts in 2021. I pledge to prioritize all meetings with FTA officials; I will put the interests of my district first. Washington County would host over three miles of the total nine-mile corridor and we must have a voice at the table, or federal transit officials may send our BRT dollars elsewhere. I'm the only candidate in this race with the focus and dedication to commit to the work and sacrifice ahead to get Gold Line into construction.
My promise to voters is to attend all meetings, represent the issues fairly, and prioritize receipt of federal funding for construction of the Gold Line BRT corridor (along with securing a portion of state funds to construct the new multi-modal bridge over the I-94 freeway between Oakdale and Woodbury west of Inwood/Radio Drive), to keep the county local match affordable.
Cast your vote for Julie OHS on Aug. 14th in the Primary Election, and on Nov.6th in the 2018 General Election.
"Put your X by the OHS!"
Public Office Sought: Washington County Commissioner, District 2
Phone: 612-414-3204
Website: julieohs4washingtoncountycommissioner.com
Twitter Handle: @JulieOhs
Facebook: Julie Ohs
Candidate Bio
Julie Ohs holds a bachelor's degree in Psychology and a master's degree in Management. She has served her community as a volunteer at Woodbury Days events, and is a 12 year member of the SWCTC Telecommunications Commission. She is also completing her third term on the Woodbury City Council. She has a business background as a real estate agent and in hospitality management. Julie currently works managing product demonstrations at Sam's Club in Woodbury. Ohs has previously served on the Board of Directors for Listening House, on several committees and work groups for the Saint Paul Area Chamber of Commerce, and is a graduate of Leadership St. Paul. She also served on both the Woodbury Economic Development Commission and the Woodbury Business Development Committee. Julie is a founding member and current Chair of the Woodbury Yellow Ribbon Network and also holds a board seat on the Washington County Yellow Ribbon Network.
Julie Ohs and her husband Michael Flaherty are both active members of Eagle Brook Church and have been residents of Woodbury, Minnesota since 1993. Their adult children attended grade and high school in Oakdale. They attended Transfiguration and both are graduates of Tartan Senior High School in Oakdale.
1. Why are you running for this seat?
Decisions made at the local levels of government have a tremendous impact on the quality of our daily life. I have strong ties to my community, and I care deeply about community stability. I value the trust citizens have conferred in me to make sound decisions on their behalf. In my opinion district 2 is unique in that it is made up of 8 cities; Oakdale, Woodbury, Mahtomedi, Pine Springs, Landfall, White Bear Lake, Willernie and Birchwood Village. These cities are of varying size with different objectives and personalities. I would represent all of the cities equally and would be respectful of their unique identities and their wishes. I have worked effectively on local issues related to economic development, affordable housing, water quality and conservation, roads and trails, public safety, and veterans programs as a member and current Chair of the Woodbury Yellow Ribbon Network. I have also been involved in regional projects such as the Gold Line BRT and the Hero Center training facility. With the support of voters in November, I'd like to continue my public service at the county level.
2. What is the biggest challenge facing your district and how would you address it?
The current work on Station area planning for the portion of the Gold Line BRT corridor within Washington County will present significant challenges and demands of time in District 2, to implement design features garnered from public input, while also finding adequate funding sources from state and federal partners for the new multi-modal Gold Line bridge connecting Helmo Avenue in Oakdale to Bielenberg Drive in Woodbury (both within Commissioner District 2). Providing critical infrastructure are core services of county government, and the last four station stops, each one a mile apart, will need to accurately capture the unique identities of each of the cities they are located in, while also incorporating overall design features that bring a cohesive feel to the corridor for branding and wayfinding for tourists or infrequent riders. Stations will be more successful if amenities such as bike repair stations and storage lockers are also near the platform. And Washington County has already innovated with Library lockers located at the transit station in Newport that offers more options for patrons to pick up their library books while commuting to work or school. With aging populations near the planned route, these amenities would be highly valued by residents and I will be a strong advocate for desired features that bring value. I will invest the time to get it right by listening to input from stakeholders and making the line attractive and safe.
The City of Woodbury will host two station stops, with the important last stop located near the Woodbury 10 movie theater that is in need of major redevelopment and extensive input from city officials. The other stop will be between Tamarack Road and the former Hartford Building. The next stop will be in Oakdale near the corner of Helmo Avenue and 4th Street after the buses cross the new multimodal bridge. The fourth and last Washington County station stop will be near the Indian Motorcycle dealership and east of the city of Landfall.
During this election year the cities of Woodbury and Oakdale will also have an unusual political climate with the incumbent mayor of Woodbury retiring, along with several retiring city council members also from both cities, including my retirement after 12 years on the Woodbury City Council. Good rapport with federal officials and state lawmakers will be key to avoiding delays in the planning and construction for this needed investment. As a council member I have been involved in the Gold Line since its inception. The Gold Line BRT project itself will make history in Minnesota because it will be the first Bus Rapid Transit route where buses operate in dedicated lanes. The project will also be the first in the state to be jointly developed by two state agencies: Metro Transit and MnDOT. So it presents a unique challenge at a time of changing political stakeholders. I am the only candidate in this race with the commitment to see this major and complex infrastructure improvement to a successful completion, along with delivering identified sources of sustainable funding.
3. What do you believe is the biggest challenge facing WASHINGTON County as a whole and how would you address it?
The single biggest challenge facing the county as a whole is the expanding Opioid Crisis and drug epidemic, because of the human toll on our next generation, and because of the budget impact to so many other related county services that increase for both victims and the criminal drug dealers.
Unchecked, this crisis can skyrocket the costs of incarceration in the county jail, stretch resources in the County Attorney's Office, and put more pressure on county law enforcement that can also decrease employee safety for county deputies, while lowering the overall quality of life and property values in our historic county. The Opioid Crisis is adding caseloads to county mental health professionals, and community services crisis response teams who also address the needs of families of the drug users, but they may have high caseloads because of decreased state funding and the reluctance of county commissioners to raise the property tax to fund it. I will work cooperatively with state lawmakers, and my fellow county board members to find a sustainable source of funding and effective strategies to combat this epidemic.
The drug crisis has affected my own community deeply with the tragic drug deaths of local youth, gone too soon at a high cost to their family and the entire community. I value community stability that also creates a sense of place and a sense of inclusion, and this is the single biggest threat to our current high quality of life and hope for a prosperous future. Drug addicted individuals often cannot hold a job, and rely on county social services to live. I would combat it by continuing to support the current leadership and work of the County Attorney's Office, along with the County Sheriff's staff in strong collaboration with local city leadership and police departments to deliver effective treatment programs.
Several county offices also collaborated last year to elevate the fight against human trafficking in Washington County using focused research, technology and prosecution efforts. A coordinated effort included many of the larger city police departments, including Woodbury P.D., with my support and support of fellow city council members, to work with the county Sheriff and Attorney's Offices to combat the widespread criminal activity and provide support and protection for victims being trafficked. I have supported new training initiatives by the County Sheriff in our local hotels and motel staff in Woodbury to spot sex trafficking on the premises and report it to law enforcement. This has been an effective strategy that I will continue to support at the county level.
4. What would be your top three priorities if (re-)elected to the Washington County Board of Commissioners?
My campaign cards list five priority goals if I'm elected to the County Board of Commissioners:
- Provide high quality core services in an efficient and affordable manner.
- Support and promote regional transportation planning for the East Metro.
- Manage the budget in a fiscally responsible manner.
- Support local control. Local elected officials know the needs and concerns of their constituents because they live, work, play and worship in the same communities.
- Protect and preserve groundwater and maintain or improve surface water quality.
I will fight to ensure the settlement grant money goes to improve the quality and quantity of drinking water for my district and all of Washington County. Voters have made it clear to me that the drinking water goals for use of the majority amount of the 3M settlement money must be reasonably achieved before the other allocated dollars should be used for any natural resources projects. (visit https://ci.oakdale.mn.us for information on drinking water and the Oakdale water treatment facility.)
5. Should county government be actively involved in attracting and retaining jobs? Why or why not? If yes, please describe the role for the county in this process.
Yes, because without a reliable source of income those same citizens may become eligible for county social service programs, putting pressure on the county portion of the property tax to fund housing, food support and healthcare services. In addition, it's recognized that businesses can't operate without a sustained supply of skilled workers. I will support the current efforts of the county CDA to proactively work with businesses, Century College, and the county Workforce Board to identify and address workforce training and education requirements, along with the necessary housing needs to attract and retain skilled talent. For job candidates who choose to commute, access to reliable and safe transportation options should be addressed by the appropriate government agency. The state is responsible for owning and operating metro transit services under the Metropolitan Council. I will be a strong voice at the Minnesota Legislature to identify sustainable state funding sources to provide key transit services in my district connecting people to school, work and recreation (specifically the regional parks), including expansion of metro mobility service hours for my eligible citizens.
The current location of the county Workforce Center is on the lower level of the county service center in Woodbury. Long range plans of the city may be to acquire that building for expansion of the current Woodbury public safety building next door. If elected, I will advocate to relocate the county workforce center near currently operating transit lines, since this is a common sense solution to help people find a job that may also be unable to afford a vehicle because they are unemployed. The county libraries could also be staffed with 'satellite' workforce center services with mini programs aimed at helping displaced workers navigate the online techniques to land job interviews, while learning current social media platforms like Linked In, to help expand their earning potential.
6. What role should county government play in economic development, and how should the county work with partner organizations?
We are positioned well for the future to compete for companies looking to locate or expand operations in the Twin Cities, following the successful conversion of the County Housing and Redevelopment Authority (HRA) to a Community Development Agency (CDA) two years ago and the subsequent hiring (by the appointed CDA board), of an executive director who now works closely with cities to support business growth, as well as identifying workforce training programs that meet the needs of employers. And the county has worked with a valuable partner organization as a member of Greater MSP since its start seven years ago, with a renewed emphasis on business expansion and retention now that the county has a single point of contact for development inquiries.
And as also stated in #11 below, I believe that Washington County has used partnerships effectively with other entities as long as they continued to show value and meet community goals, including the public-private partnership with Greater MSP, the business-led coalition working with metro county commissioners to boost economic development and marketing of the region, while attracting millennials to the regional workforce. Greater MSP continues to increase its value proposition through the very recent launch of its 2.0 redesign to bring even greater value to share-holders, including the public sector partners such as metro counties and metro Community Development Agencies (CDA's).
If elected I pledge ongoing support of the successful Open To Business program that provides start-up loans of up to $25,000, along with marketing services, and business analytics to anyone living or working in the county. The County Board approved funds to launch the program last year with support of local cities, including myself and other leadership in Woodbury that has assisted over 100 existing businesses, and small startups. The new program supports economic priorities of the cities, and has provided a number of loans which has leveraged additional investment. Data shows 6 loans were approved to local entrepreneurs totaling over $438,000 that leveraged over $2.4 million in total financing. I pledge to support this new program that is showing great early success because small businesses have always been the lifeline of a strong local economy. Free and confidential business coaching of entrepreneurs who live in the county is the basis for the service that also provides gap financing via bank partnerships that is often the last piece needed to realize someone's dream of owning their own business.
7. What do you believe are the most essential services provided by county government?
Washington County is mandated by the state to provide safety net programs to our most vulnerable citizens. And the first charter at all levels of government is to protect its citizens.
In addition, adoption of a structurally balanced and complex budget is an important responsibility, and an essential service, of the County Board to their constituents. I would support responsible budgeting to maintain quality services, while planning for growth. This is especially important as Washington County anticipates more than 90,000 new people living in the county by 2040, with a population that is both older and more racially diverse. I value input from constituents on the growing need for new facilities, programs and services that may be part of future County Board deliberations, including the work to rehab older library buildings both at the south end of the county in Cottage Grove, and the north end with a major investment under review at the Wildwood branch in Mahtomedi. Public libraries are economic drivers for their neighborhoods; I will use fact-based evidence and data driven decisions, with public input, to determine locations of any new library services and programs.
Community stability and protecting taxpayers through sound fiscal management, while cutting red-tape without cuts to essential services is an expected and valued role for elected officials. I pledge to continue to protect the 'Triple-A' bond ratings assigned to the county in order to get the lowest possible interest rate when the county bonds for infrastructure projects, and will be a voice of strong fiscal discipline for my district, while providing safe and productive communities for families and businesses to thrive. And I will work to gain consensus with fellow board members to maintain the current trend of a stable county property tax-rate by targeting specific-services in a coordinated way, such as reliance on the 'wheelage-tax' or local sales tax for transportation projects (to include future local road and bridge repairs to the required list of eligible projects, along with viable transit corridors), in order to redirect shrinking County Program Aid (CPA) from the state and offset costs to the 'county property tax' where possible.
8. Are there any services that the county does not provide that you believe it should?
More jail diversion efforts for people suffering from mental illness will provide the medical treatment they need, while reducing taxpayer costs to house individuals who don't belong in jail. This would also improve workplace safety for county corrections staff that are subject to even more dangerous work environments when dealing with crisis management of inmates suffering from mental illness and drug addiction.
9. Are there any services currently provided by the county that you believe should be cut back or eliminated?
More than 80% of the county budget is encumbered by state or federal mandates, making cuts to programs a compliance risk. In other words, nearly 80% of all operating costs in the annual county budget are to pay for mandated services. Flexible areas of spending include regional parks programs and some public library expenses, but these services are highly valued by the public and increase our quality of life, while attracting good jobs and local employers to locate here. Vibrant county parks and public libraries, that serve as community gathering places, also act as important local economic drivers and should be maintained for access by all abilities and ethnic backgrounds above the level of mandated spending.
I pledge to keep the county in compliance with all mandates and work cooperatively with state lawmakers for repeal or reform of outdated mandates at the state level. Easing some mandates will allow for streamlined county services that can reduce costs.
10. How would you characterize the business climate in Washington County? What, if anything, would you do to change it?
The business environment has been shifting in Woodbury from mostly retail and commercial, to becoming more of a healthcare and medical destination through the focused efforts and leadership of me and my fellow city council members over my 12 years in office. I am proud of the jobs and economic growth that the city has achieved, and feel that my educational background and business experiences as a real estate agent in the East Metro make me uniquely qualified to add value to get Washington County to the next level with even more living wage jobs and career-track employment that would offer shorter commutes for residents, as well as grow the tax base to keep the pressure off the property tax. One example of something we achieved in Woodbury was the successful redevelopment of the old State Farm Campus on I94 no called City Place. Woodbury is the economic engine of the county. Under my leadership with fellow council members, the first major re-development project for the city of Woodbury has exceeded expectations and has won awards. While the State Farm sat vacant for almost ten years, they paid their taxes and kept the campus looking beautiful until it sold. I have gained the necessary skills to be an effective partner as other campuses will redevelop, including 4Front Technology and Office Campus where Imation was formerly located along I-694.
11. Many communities and government entities in the East Metro collaborate to provide services to their residents in an effort operate more efficiently and cost effectively. Do you believe that Washington County uses such partnerships appropriately, and can you identify any specific areas where more sharing of services should be used?
Yes, I believe that Washington County has used partnerships effectively with other entities as long as they continued to show value and meet community goals, including the public-private partnership with Greater MSP, the business-led coalition working with metro county commissioners to boost economic development and marketing of the region, while attracting millennials to the regional workforce. Otherwise, last year several metro counties ended their joint powers boards together because they had come to the end of their useful life; such as Counties Transit Improvement Board (CTIB), the Energy Policy Coalition, and the Solid Waste Management Board. I cannot currently identify any specific new areas for collaboration. Although rapidly changing technology could make collaboration on the use of drones for law enforcement and bridge inspection work, to boost worker safety while getting better detailed results, an interesting and appropriate partnership. That technology is still expensive, but could cut costs over time by reducing labor in searching for suspects or missing persons with law enforcement work. Or completing a more thorough bridge and building/roof inspections of public infrastructure.
Washington and Ramsey counties have had early success in their joint ownership of the Recycling and Energy facility in Newport and I support the continued partnership with Ramsey County. They are now owner operators of the facility after the joint purchase a few years ago, and implemented Waste Designation last year to mandate all trash haulers in both counties to bring all municipal solid waste collected in either county to that facility in order to divert trash from landfills, increase recycling (per state laws), and produce more energy from a renewable energy source, trash.
The work of Washington County's Public Works department with the South Washington Watershed District a few years ago also resulted in a successful collaboration and appropriate partnership to redirect storm water runoff laden with nutrients away from local impaired lakes and streams, during the same construction work as the County Road 19, expansion project to add more capacity to Woodbury Drive, while saving construction costs and taxpayer dollars doing the storm water work together in one disruption to local roadways. The result has been to decrease the levels of phosphorus loading into nearby Colby Lake to levels below impaired, while redirecting nutrient-rich storm water to two local golf courses. This has resulted in reduced operating costs for the private sector golf course, boosting business profits of a local employer. And also cut expenses to the local municipal golf course, managed by the city, at a time of slower business following the recession.
12. In your view, what is Washington County's top transportation priority and how would you advance it?
Actively support and promote regional transportation planning for the East Metro.
Secure federal dollars for construction of the proposed GOLD Line BRT corridor (competitive Full Funding Grant Agreement from FTA of $210 million), so that my district and the county can remain connected to the growing regional transit way system, including transfers to the Riverview street car project to the International Airport recently approved by Ramsey County. Construction of Gold Line BRT is a top priority of the Woodbury Chamber and my constituents. (I elaborate more on this in question 13.)
Support a strategic vision for the future improvements to the I-94/494/694 system interchange affecting commerce and daily life in my district and the region. The I-94 corridor is a direct freight corridor to Chicago and beyond, but sorely needs congestion relief, while improving safety for residents and freight. I 94 is also the roadway for our busiest border crossing in Minnesota. Until recently it had not received state funding for redesign or added capacity, in spite of the fact that it is the second busiest freeway interchange in the state. I have supported study of this interchange during my tenure on the Woodbury City Council, and if elected by voters in District 2 this November, I pledge to be a strong voice at the Capitol to identify sustainable revenue sources to complete a future redesign of the outdated cloverleaf configuration following completion of MnDOT's bridge preservation and mobility improvements in 2019.
13. Is there anything else you would like to share with voters not covered above?
It has been an honor to serve the residents of Woodbury on the City Council since 2006. As my third term in elected office draws to a close this year, I am proud of the work I have accomplished and the trust Woodbury residents and business owners have conferred in me to make sound decisions on their behalf. I pledge to deliver core services in a cost-effective manner and will continue to be a good steward of the tax dollar. I bring a fresh perspective and new ideas to the seat, based on 12 years of elected office in Woodbury, a city twice the size of Oakdale in population and under the same re-development and new development pressures as Oakdale. My business background in real estate is an asset, and I am a long-time member of the Woodbury Chamber of Commerce. I have lived in Woodbury since 1993. Our children are graduates of Tartan Senior High School in Oakdale and we have previously been part of the Transfiguration community. I currently manage product demonstrations at Sam's Club but will retire from private sector work, if elected to serve.
As I canvas my district I am encouraged by the warm reception and confidence of residents already displaying my lawn signs and casting their vote for me during the early voting period that began June 29th through Aug 13th.
I know the needs of Oakdale and Woodbury first-hand with ongoing concerns about preserving groundwater and maintaining or improving surface water quality a top priority. I have a fiscally constrained approach to government budgeting that I will bring to the County Board. I understand complex budgets supported by property tax levy. I have an open door policy and value input from taxpayers and the business community on matters that come before the council. I have worked on issues related to Housing and Redevelopment in Woodbury, and city CDBG funds and economic development similar to Washington County that will allow a seamless transition to the County Board.
I will lead effectively as we are collectively challenged to engage in station area planning during the current design efforts for the Gold Line Bus Rapid Transit (BRT) corridor. Investment in transit way infrastructure promises to deliver Transit Orientated Development near station area stops east of Saint Paul that regular route and express bus service cannot do. This corridor will be a life-line for economic development attracting new jobs, skilled labor and private investment in a way never seen before in Washington County. Gold Line is a top priority for 3M Company for those exact reasons, and until construction begins in 2021, all local efforts are critical path for elected officials in the cities that include the line. 3M will host a station stop at their 'front door' to attract millennials to employment, as 1/3 of their workforce is eligible for retirement within five years, and millennials reject owning a car.
Lack of sustainable funding from federal or state partners could jeopardize the viability of the Gold Line BRT project and our future connection to the region, limiting mobility options at a time when Washington County anticipates another 90,000 new residents by 2040, and a rapidly aging demographic that values access to regional transit systems, as do millennials needed by the business sector for a skilled workforce. Gold Line BRT has entered the federal New Starts Program this year with Project Development (PD), underway that must conclude in January of 2020. Timelines are short and the work is intense. The earliest date for revenue service from Gold Line BRT is 2024.
The project office at the Met Council office will begin engineering (after PD), and the formal process of requesting the Full Funding Grant Agreement from FTA starts in 2021. I pledge to prioritize all meetings with FTA officials; I will put the interests of my district first. Washington County would host over three miles of the total nine-mile corridor and we must have a voice at the table, or federal transit officials may send our BRT dollars elsewhere. I'm the only candidate in this race with the focus and dedication to commit to the work and sacrifice ahead to get Gold Line into construction.
My promise to voters is to attend all meetings, represent the issues fairly, and prioritize receipt of federal funding for construction of the Gold Line BRT corridor (along with securing a portion of state funds to construct the new multi-modal bridge over the I-94 freeway between Oakdale and Woodbury west of Inwood/Radio Drive), to keep the county local match affordable.
Cast your vote for Julie OHS on Aug. 14th in the Primary Election, and on Nov.6th in the 2018 General Election.
"Put your X by the OHS!"