Larry Odebrecht
Name: Larry Odebrecht
Email: [email protected]
Campaign Phone: (651) 200-1515
Campaign Website: LarryForStillwater.com
Twitter handle: https://x.com/Ode2Larry
Facebook Page: https://www.facebook.com/LarryforStillwater
Candidate Bio
As a current Stillwater Council Member, I have actively championed local businesses and facilitated sustainable city development. With a data and analytics management background, I approach governance with a focus on strategic, efficient, and effective city operations. My council tenure is defined by centrist, pragmatic policymaking that balances community growth with preserving our unique local values. As an enthusiastic ambassador for the Greater Stillwater Chamber of Commerce, I regularly collaborate with business leaders on pro-business events, participate in ribbon cuttings, and mentor new Chamber members. I also initiated Stillwater's bipartisan Energy Action Team to save local businesses tens of thousands of dollars by connecting business owners with rebates, energy-efficient grants, and cost-saving resources. My work in planning and zoning has enhanced Stillwater's appeal to businesses, fostering a business-friendly environment that supports economic growth. I am committed to continuing my service by fostering an inclusive, thriving community that leverages innovative opportunities while maintaining its fun and historic character.
What style of leadership would you bring to this position?
My leadership style is defined by direct, effective action and a commitment to non-partisanship. I have successfully united local leaders from our sustainability groups with liberal and conservative nominees for local office to transcend political divides and achieve tangible results that people from all political ideologies can support. Together, we've tackled initiatives like reducing energy costs through innovative, community-wide sustainability efforts and streamlining our city's code to make it more accessible and efficient (you can read more about this on my blog at LarryforStillwater.com). My approach ensures that diverse perspectives contribute to practical solutions, emphasizing competence and the ability to get things done for the betterment of Stillwater.
Put plainly, I get things done with people. I help take people's passions and drive them into projects and ideas that don’t cost a lot of money or staff time, but benefit all of us.
What would be your top three priorities if elected? How might these priorities be affected by the state's projected economic outlook?
1. Complete the Lumberjack Landing/Bridgeview Park Development: This project will expand parkland, enhance river access, and diversify tourism to alleviate residents' traffic and parking stress. With the state's positive economic outlook, this initiative can draw additional state and private investments, boosting local businesses and increasing tourist spending.
2. Begin the Buildout of Lakeview Hospital and Central Commons: This development is critical to providing superior healthcare facilities and much-needed housing. As healthcare remains a top priority and the housing market evolves, economic trends suggest increased funding and interest, supporting the project's timely completion and sustainability.
3. Leverage State-Allocated Transit Tax Funds for Education and Housing Initiatives: These funds, allocated by the state, can be used by the city, the high school, and businesses to purchase homes to develop trade skills at our high school, improve housing stock, and enhance education. By involving local businesses—and we have a fantastic business community—we can reduce costs and highlight their support for our community.
What do you consider the biggest challenge and conversely, the biggest opportunity in Stillwater?
The most pressing challenge in Stillwater is managing PFAS contamination in our water supply. Recent Minnesota Department of Health testing revealed elevated PFAS levels in some city wells. We proactively shut down affected wells immediately after initial test results, ahead of MDH recommendations, and launched comprehensive monitoring and mitigation strategies. Addressing this issue is crucial, involving complex and costly interventions to ensure the safety and quality of our drinking water. Our efforts, in collaboration with state experts and through advanced engineering solutions, aim to effectively remove PFAS, guided by evolving scientific understanding and regulatory standards. This challenge impacts public health and trust and carries significant financial implications.
Our greatest opportunity lies in developing Lumberjack Landing/Bridgeview Park and starting the development at Lakeview Hospital and Central Commons. These projects promise to enhance our community’s recreational and healthcare facilities significantly. Completing the Lumberjack Landing/Bridgeview Park project will provide a vibrant public space that diversifies tourism and spreads its economic benefits more thoughtfully, improving quality of life and establishing Stillwater as a regional health and recreation hub. These initiatives align with economic trends favoring healthy, sustainable communities and are poised to deliver substantial long-term benefits.
Please characterize your perspective on the ideal collaboration between government and the business community when it comes to tackling challenges whether they be education, housing, or workforce development. Do you feel the outcomes of the 2023-2024 legislative session positively or negatively impacted that collaboration and our state's business climate?
Ideal collaboration between government and the business community involves recognizing and harnessing the private sector's talents and their commitment to enhancing our community's quality of life. I see valuable opportunities to showcase these attributes. For example, our local business community recently sponsored the first downtown cleanup day, offering discounts for participants, beautifying the area, and bringing residents and businesses closer together.
My plan (in the early phases) to collaborate with local developers and the city's Economic Development Authority to enhance trade education is a significant step for our community. This initiative will give our students practical skills for the local job market, highlighting our dedication to improving educational outcomes and workforce readiness. These partnerships are vital and the key to a lively downtown and a well-prepared workforce that can meet the community’s needs.
The recent legislative session was a mixed bag, with many Minnesotans looking forward to the return of two-party rule after this session's overreach; as a Board Member of the League of Minnesota Cities, I’m proud that we collaborated with the St Paul Chamber to revise the well-intentioned but poorly drafted Paid Family and Medical Leave legislation, making it more manageable for small businesses.
How would you characterize the business climate in Stillwater and what role do you think the city should have in attracting and retaining jobs and new businesses in Stillwater?
Stillwater enjoys an energetic business climate that is both diverse and entrepreneurial. Our community boasts a mix of historic businesses and new ventures with solid support from local government and various economic development initiatives. This supportive environment encourages innovation and sustainable growth, making Stillwater attractive for thriving businesses.
The city's role is proactive. We're focused on creating a business-friendly environment that minimizes bureaucratic hurdles and promotes economic development while keeping the downtown accessible and fun for our residents. Active engagement in attracting new businesses through strategic marketing via DiscoverStillwater.com and strong partnerships with local organizations like the local Chamber of Commerce help drive these goals.
Moreover, retaining jobs and encouraging the growth of existing businesses is just as crucial. This can be achieved by providing ongoing support, such as business development programs, networking opportunities, and access to resources that help businesses adapt to changing markets and technology.
Ultimately, the city's role is to facilitate and support, ensuring that Stillwater remains a place where businesses can start, grow, and prosper, contributing to a thriving local economy and community.
What are your strategies to address public safety challenges in your community?
Our public safety strategy combines proactive enforcement, community engagement, and targeted training. This approach is personal to me, having lost my brother-in-law to violence in downtown Stillwater, which shows the need for effective safety measures.
Last year, we developed an innovative alcohol enforcement grid that categorizes violations based on severity and frequency, allowing tailored responses—from fines and training to potential license revocation for severe, repeated offenses. This ensures fair and proportionate interventions, addressing issues directly and effectively.
Additionally, our policy requires alcohol license holders to undergo regular training through police-provided sessions or approved external programs that meet Stillwater's standards. This policy was developed collaboratively with businesses and the community to ensure its practicality and effectiveness.
Our police actively engage with the community, building trust with local businesses and residents. Officers are well-trained to handle various situations diplomatically, positioning them as both enforcers and community partners.
In short, we train our servers and bartenders and try to develop a relationship with them, but we have a heavy stick we can use if that doesn’t work (which we hope not to use). This comprehensive approach of thoughtful enforcement and community collaboration is central to maintaining and enhancing public safety in Stillwater.
What ideas do you have to address housing shortages and affordability?
I plan to create an affordability task force with bipartisan representation, focusing on innovative housing solutions. I started that in 2024, with the Council’s support, but I quickly learned that a presidential election year made it difficult to pull together an effective bipartisan team like I did with Energy. Creating this group will be a focus of mine in 2025.
In 2024, we approved emergency housing on the county government campus, mere yards from public services and the sheriff’s office, collaborating with the county and local churches on land we annexed from Oak Park Heights.
Affordable housing is not effective if not paired with transportation options. Therefore, I plan to do/continue the following:
• Continued support for the "connector loop" bus service to connect affordable housing to health care, shopping, and other essentials.
• We are working with the DNR, Rotary, bicycle enthusiasts, and Sustainable Stillwater to maintain and enhance our trail system.
• Continued Active participation in the Safe Routes to School Program to improve safety for students walking or biking to school.
We aim to create a more inclusive and connected community in Stillwater by addressing housing affordability and improving transportation options.
How would you work to improve transportation options in your community, including improved safety for transit riders, pedestrian/bike, and drivers alike?
I focus on enhancing public transit, maintaining our trails, and ensuring safety for all road users. The "connector loop" bus service, supported by a very reasonable donation from the City and a local non-profit, links affordable housing areas with essential services like pharmacies, healthcare, and shopping, making it easier for residents to access necessities.
Our trail system is one of the city's highlights, frequently discussed at our weekly open forums. We take pride in having some of the area's prettiest and most heavily used trails, and we ensure they remain accessible year-round by plowing them in the winter after the roads are cleared.
Safety is paramount. We actively participate in the Safe Routes to School program to protect students walking or biking to school. Additionally, we implement traffic calming measures, enhance pedestrian crossings, and maintain infrastructure to ensure safe travel for transit riders, cyclists, pedestrians, and drivers alike.
Electric Bikes have become an important part of tourism downtown with rentals that drive day use of the businesses downtown without additional pressure on parking. By focusing on these areas, we aim to create a more connected, safe, and accessible transportation network for all Stillwater residents.
Cities have addressed many ongoing needs with temporary, federal COVID relief dollars, what are your plans to ensure fiscal stability as these federal, one-time funds run out?
The one-time federal COVID relief dollars were used for capital purchases, projects, and upgrades that do not require ongoing expenses. In Stillwater, we took a strategic approach by implementing long-range financial planning to develop a financial outlook and plan for the next 10 years for both capital and operating expenses. Additionally, we reviewed all possible alternative revenues available to cities. As a result, we implemented paid parking, established a special service district, secured state bonding, and other grants, and are in the process of letting the public decide on a local option sales tax. Our books and our financial planning are a point of pride for me, and I’d welcome our citizen's review of our staff’s efforts.
By using the relief funds wisely and planning for the long term, we have positioned Stillwater to maintain fiscal stability and continue providing high-quality services to our residents without relying on temporary funding sources.
Uber/Lyft wages and proposed childcare subsidies funded by local property taxes are just a few areas where local units of government are wading into policy debates that may be best suited at the state. Please articulate the different scopes of work between state and local government (City/County). Are there specific areas of policy that the city should lead on in lieu of the state or county government?
I believe in local control for community-specific issues such as zoning, local infrastructure projects, and public safety measures. These areas benefit from our nuanced understanding and responsiveness to local needs. Stillwater has pre-Civil War lot lines in some places, and the idea that someone at the Capitol knows what's better for us than we do is preposterous.
However, broader policy issues like Uber/Lyft wages and childcare subsidies are often better handled at the state level to ensure uniformity and comprehensive coverage. State and county governments have the resources and scope to manage policies with wide-reaching implications, such as transportation regulations and healthcare policies.
We frequently collaborate with our county and state representatives on areas of mutual interest, ensuring that local perspectives are included in broader discussions.
Resolutions from Stillwater can effectively support state and county initiatives, influencing policies that align with our community's needs. By maintaining this collaborative approach, we can effectively address both local and broader policy challenges.
Email: [email protected]
Campaign Phone: (651) 200-1515
Campaign Website: LarryForStillwater.com
Twitter handle: https://x.com/Ode2Larry
Facebook Page: https://www.facebook.com/LarryforStillwater
Candidate Bio
As a current Stillwater Council Member, I have actively championed local businesses and facilitated sustainable city development. With a data and analytics management background, I approach governance with a focus on strategic, efficient, and effective city operations. My council tenure is defined by centrist, pragmatic policymaking that balances community growth with preserving our unique local values. As an enthusiastic ambassador for the Greater Stillwater Chamber of Commerce, I regularly collaborate with business leaders on pro-business events, participate in ribbon cuttings, and mentor new Chamber members. I also initiated Stillwater's bipartisan Energy Action Team to save local businesses tens of thousands of dollars by connecting business owners with rebates, energy-efficient grants, and cost-saving resources. My work in planning and zoning has enhanced Stillwater's appeal to businesses, fostering a business-friendly environment that supports economic growth. I am committed to continuing my service by fostering an inclusive, thriving community that leverages innovative opportunities while maintaining its fun and historic character.
What style of leadership would you bring to this position?
My leadership style is defined by direct, effective action and a commitment to non-partisanship. I have successfully united local leaders from our sustainability groups with liberal and conservative nominees for local office to transcend political divides and achieve tangible results that people from all political ideologies can support. Together, we've tackled initiatives like reducing energy costs through innovative, community-wide sustainability efforts and streamlining our city's code to make it more accessible and efficient (you can read more about this on my blog at LarryforStillwater.com). My approach ensures that diverse perspectives contribute to practical solutions, emphasizing competence and the ability to get things done for the betterment of Stillwater.
Put plainly, I get things done with people. I help take people's passions and drive them into projects and ideas that don’t cost a lot of money or staff time, but benefit all of us.
What would be your top three priorities if elected? How might these priorities be affected by the state's projected economic outlook?
1. Complete the Lumberjack Landing/Bridgeview Park Development: This project will expand parkland, enhance river access, and diversify tourism to alleviate residents' traffic and parking stress. With the state's positive economic outlook, this initiative can draw additional state and private investments, boosting local businesses and increasing tourist spending.
2. Begin the Buildout of Lakeview Hospital and Central Commons: This development is critical to providing superior healthcare facilities and much-needed housing. As healthcare remains a top priority and the housing market evolves, economic trends suggest increased funding and interest, supporting the project's timely completion and sustainability.
3. Leverage State-Allocated Transit Tax Funds for Education and Housing Initiatives: These funds, allocated by the state, can be used by the city, the high school, and businesses to purchase homes to develop trade skills at our high school, improve housing stock, and enhance education. By involving local businesses—and we have a fantastic business community—we can reduce costs and highlight their support for our community.
What do you consider the biggest challenge and conversely, the biggest opportunity in Stillwater?
The most pressing challenge in Stillwater is managing PFAS contamination in our water supply. Recent Minnesota Department of Health testing revealed elevated PFAS levels in some city wells. We proactively shut down affected wells immediately after initial test results, ahead of MDH recommendations, and launched comprehensive monitoring and mitigation strategies. Addressing this issue is crucial, involving complex and costly interventions to ensure the safety and quality of our drinking water. Our efforts, in collaboration with state experts and through advanced engineering solutions, aim to effectively remove PFAS, guided by evolving scientific understanding and regulatory standards. This challenge impacts public health and trust and carries significant financial implications.
Our greatest opportunity lies in developing Lumberjack Landing/Bridgeview Park and starting the development at Lakeview Hospital and Central Commons. These projects promise to enhance our community’s recreational and healthcare facilities significantly. Completing the Lumberjack Landing/Bridgeview Park project will provide a vibrant public space that diversifies tourism and spreads its economic benefits more thoughtfully, improving quality of life and establishing Stillwater as a regional health and recreation hub. These initiatives align with economic trends favoring healthy, sustainable communities and are poised to deliver substantial long-term benefits.
Please characterize your perspective on the ideal collaboration between government and the business community when it comes to tackling challenges whether they be education, housing, or workforce development. Do you feel the outcomes of the 2023-2024 legislative session positively or negatively impacted that collaboration and our state's business climate?
Ideal collaboration between government and the business community involves recognizing and harnessing the private sector's talents and their commitment to enhancing our community's quality of life. I see valuable opportunities to showcase these attributes. For example, our local business community recently sponsored the first downtown cleanup day, offering discounts for participants, beautifying the area, and bringing residents and businesses closer together.
My plan (in the early phases) to collaborate with local developers and the city's Economic Development Authority to enhance trade education is a significant step for our community. This initiative will give our students practical skills for the local job market, highlighting our dedication to improving educational outcomes and workforce readiness. These partnerships are vital and the key to a lively downtown and a well-prepared workforce that can meet the community’s needs.
The recent legislative session was a mixed bag, with many Minnesotans looking forward to the return of two-party rule after this session's overreach; as a Board Member of the League of Minnesota Cities, I’m proud that we collaborated with the St Paul Chamber to revise the well-intentioned but poorly drafted Paid Family and Medical Leave legislation, making it more manageable for small businesses.
How would you characterize the business climate in Stillwater and what role do you think the city should have in attracting and retaining jobs and new businesses in Stillwater?
Stillwater enjoys an energetic business climate that is both diverse and entrepreneurial. Our community boasts a mix of historic businesses and new ventures with solid support from local government and various economic development initiatives. This supportive environment encourages innovation and sustainable growth, making Stillwater attractive for thriving businesses.
The city's role is proactive. We're focused on creating a business-friendly environment that minimizes bureaucratic hurdles and promotes economic development while keeping the downtown accessible and fun for our residents. Active engagement in attracting new businesses through strategic marketing via DiscoverStillwater.com and strong partnerships with local organizations like the local Chamber of Commerce help drive these goals.
Moreover, retaining jobs and encouraging the growth of existing businesses is just as crucial. This can be achieved by providing ongoing support, such as business development programs, networking opportunities, and access to resources that help businesses adapt to changing markets and technology.
Ultimately, the city's role is to facilitate and support, ensuring that Stillwater remains a place where businesses can start, grow, and prosper, contributing to a thriving local economy and community.
What are your strategies to address public safety challenges in your community?
Our public safety strategy combines proactive enforcement, community engagement, and targeted training. This approach is personal to me, having lost my brother-in-law to violence in downtown Stillwater, which shows the need for effective safety measures.
Last year, we developed an innovative alcohol enforcement grid that categorizes violations based on severity and frequency, allowing tailored responses—from fines and training to potential license revocation for severe, repeated offenses. This ensures fair and proportionate interventions, addressing issues directly and effectively.
Additionally, our policy requires alcohol license holders to undergo regular training through police-provided sessions or approved external programs that meet Stillwater's standards. This policy was developed collaboratively with businesses and the community to ensure its practicality and effectiveness.
Our police actively engage with the community, building trust with local businesses and residents. Officers are well-trained to handle various situations diplomatically, positioning them as both enforcers and community partners.
In short, we train our servers and bartenders and try to develop a relationship with them, but we have a heavy stick we can use if that doesn’t work (which we hope not to use). This comprehensive approach of thoughtful enforcement and community collaboration is central to maintaining and enhancing public safety in Stillwater.
What ideas do you have to address housing shortages and affordability?
I plan to create an affordability task force with bipartisan representation, focusing on innovative housing solutions. I started that in 2024, with the Council’s support, but I quickly learned that a presidential election year made it difficult to pull together an effective bipartisan team like I did with Energy. Creating this group will be a focus of mine in 2025.
In 2024, we approved emergency housing on the county government campus, mere yards from public services and the sheriff’s office, collaborating with the county and local churches on land we annexed from Oak Park Heights.
Affordable housing is not effective if not paired with transportation options. Therefore, I plan to do/continue the following:
• Continued support for the "connector loop" bus service to connect affordable housing to health care, shopping, and other essentials.
• We are working with the DNR, Rotary, bicycle enthusiasts, and Sustainable Stillwater to maintain and enhance our trail system.
• Continued Active participation in the Safe Routes to School Program to improve safety for students walking or biking to school.
We aim to create a more inclusive and connected community in Stillwater by addressing housing affordability and improving transportation options.
How would you work to improve transportation options in your community, including improved safety for transit riders, pedestrian/bike, and drivers alike?
I focus on enhancing public transit, maintaining our trails, and ensuring safety for all road users. The "connector loop" bus service, supported by a very reasonable donation from the City and a local non-profit, links affordable housing areas with essential services like pharmacies, healthcare, and shopping, making it easier for residents to access necessities.
Our trail system is one of the city's highlights, frequently discussed at our weekly open forums. We take pride in having some of the area's prettiest and most heavily used trails, and we ensure they remain accessible year-round by plowing them in the winter after the roads are cleared.
Safety is paramount. We actively participate in the Safe Routes to School program to protect students walking or biking to school. Additionally, we implement traffic calming measures, enhance pedestrian crossings, and maintain infrastructure to ensure safe travel for transit riders, cyclists, pedestrians, and drivers alike.
Electric Bikes have become an important part of tourism downtown with rentals that drive day use of the businesses downtown without additional pressure on parking. By focusing on these areas, we aim to create a more connected, safe, and accessible transportation network for all Stillwater residents.
Cities have addressed many ongoing needs with temporary, federal COVID relief dollars, what are your plans to ensure fiscal stability as these federal, one-time funds run out?
The one-time federal COVID relief dollars were used for capital purchases, projects, and upgrades that do not require ongoing expenses. In Stillwater, we took a strategic approach by implementing long-range financial planning to develop a financial outlook and plan for the next 10 years for both capital and operating expenses. Additionally, we reviewed all possible alternative revenues available to cities. As a result, we implemented paid parking, established a special service district, secured state bonding, and other grants, and are in the process of letting the public decide on a local option sales tax. Our books and our financial planning are a point of pride for me, and I’d welcome our citizen's review of our staff’s efforts.
By using the relief funds wisely and planning for the long term, we have positioned Stillwater to maintain fiscal stability and continue providing high-quality services to our residents without relying on temporary funding sources.
Uber/Lyft wages and proposed childcare subsidies funded by local property taxes are just a few areas where local units of government are wading into policy debates that may be best suited at the state. Please articulate the different scopes of work between state and local government (City/County). Are there specific areas of policy that the city should lead on in lieu of the state or county government?
I believe in local control for community-specific issues such as zoning, local infrastructure projects, and public safety measures. These areas benefit from our nuanced understanding and responsiveness to local needs. Stillwater has pre-Civil War lot lines in some places, and the idea that someone at the Capitol knows what's better for us than we do is preposterous.
However, broader policy issues like Uber/Lyft wages and childcare subsidies are often better handled at the state level to ensure uniformity and comprehensive coverage. State and county governments have the resources and scope to manage policies with wide-reaching implications, such as transportation regulations and healthcare policies.
We frequently collaborate with our county and state representatives on areas of mutual interest, ensuring that local perspectives are included in broader discussions.
Resolutions from Stillwater can effectively support state and county initiatives, influencing policies that align with our community's needs. By maintaining this collaborative approach, we can effectively address both local and broader policy challenges.