Stan Karwoski

Name: Stan Karwoski
Public Office Sought: Washington County Commissioner-District 2
Email: [email protected]
Phone: 651-249-7684
Campaign website: www.stankarwoski.com
Twitter handle: @Stan_Karwoski
Facebook page: Stan Karwoski Washington County Commissioner
Candidate Bio
Elected Washington County Commissioner - District 2 in a special election in 2016 and re-elected in 2018. Native of St. Paul, lived in Oakdale since 1987. Married to Linda 43 years, four adult children, five grandchildren. Retired 38+ year employee of Graco, Inc., Principal Designer - awarded nine invention patents.
Elected Oakdale Mayor in 2014, served as Mayor till 2016 when elected to the Washington Board of Commissioners. Also, elected to the Oakdale City Council serving 2001-2014. My start in public service was appointment to the Oakdale Planning & Park Commission in mid-1990’s.
Accomplishments:
What would be your top three priorities if elected?
How would you characterize the business climate in Washington County and what is the role of businesses supporting quality of life issues in the community?
We have a very good business climate. Businesses do support quality of life priorities in our community by providing needed services, employment, and their active participation through Chambers, community events, and charities. In my district 2 we are heavy with retail. I believe we need more business growth in medical, and high-tech industries that will provide more diversity with good jobs and services in Washington County. This transition to a stronger business base will help keep our residential property taxes low and our residential areas maintained and desirable to live. I’m actively working on the Washington County Workforce Development Board to develop a trained workforce and methods to attract companies with quality well-paying jobs.
What role do you think the county should have in attracting and retaining jobs, and what steps would you take to solicit new businesses to, and retain existing businesses in, Washington County?
Our County has an active role in several ways. Our CDA Community Development Agency through our Economic Development Director actively markets our county for new business recruitment and support of existing businesses. We also assist businesses with employment by having an active workforce development board focused on workforce development. In addition to this board, we have County workforce staff working with individual citizens in need of employment and also working on career pathway development with our K12 schools and colleges.
We have a primary role as a County providing support, infrastructure, and a positive environment for businesses to locate to our County, grow, thrive and be successful. As Commissioner I serve on the Workforce Development Board working to keep our county residents fully employed to prevent the use of costly government services used when not employed. With our current and future economy, we are competing with other Counties to grow and ready a trained and diverse workforce. I am committed to the cause of developing a strong, more ready, and plentiful workforce to compete in attracting and retaining great companies and jobs.
Do you support any specific employment-related proposals in Washington County (such as minimum wage, sick time, or mandatory scheduling notice)? If so, what steps would you take to understand the impact of a policy on the many types of businesses in Washington County and how would you define any exceptions to those policies?
Our county is not involved and has no plans in pursuing minimum wage policies.
What policies, if any, would you support to help employers address the labor shortage?
I represent our County Board on our County Workforce Development Board developing policies directly related to worker development and shortages. I initiated with the support of our County Board $400,000 in ARPA American Relief Plan Act funds to work with local businesses and our multiple county school districts and colleges to develop effective student career pathways. Also, $200,000 in ARPA funds for business professional growth partnering with local chambers as a point of contact and to also promote this new program. This program will allow businesses free of charge to pursue worker needs, training, and other development needs as each company determines.
Public safety and rising crime rates are of serious concern to the business community and residents. What strategies or policies would you propose to address public safety issues facing your community?
We work closely with our Sheriff’s Office to support a budget for strong policing and enforcement. Public safety is a top priority for me as an elected responsibility. A safe community is an essential requirement of attracting and keeping businesses and residents.
What strategies or policies would you use to address housing issues?
In Washington County we have an affordable housing need and through our CDA Community Development Agency is working with our County Board we are addressing this need with efforts toward affordable long range workforce housing. Along our soon to be built Gold Line Bus Rapid Transit is an opportunity area for workforce housing of all price points. Keeping taxes low is also a strategy in keeping all housing less costly.
What strategies or policies would you propose to address transportation issues facing your community? Have your strategies or views changed on transportation since we’ve seen shifts in road use, public transportation use, work from home models, etc. due to the pandemic?
My strategy is a multimodal approach with an emphasis on transportation and getting people to work. My Gold Line development participation and leadership will be an asset to those returning to work as we recover from the pandemic. Also, the Gold Line will help our retail businesses where most of these workers could not work from home during the pandemic because of the retail services provided. Many of these retail workers cannot afford a car and must rely on public transportation. In addition, my representation on TAB Transportation Advisory Board has brought many road dollars to our county such as the 36@County 15 interchange currently under construction. In addition to TAB, I serve on AMC’s Association of Minnesota Counties - Transportation Committee. We use these groups to lobby for funding. Last year our County Board voted to increase our ¼ cent local transportation sales tax to a ½ cent. This increase generation enough extra funds to complete two additional significant road projects each year. Our county is growing in population, businesses, and jobs and we need to support this growth with good roads. Our County Board and staff will monitor the recovery from the pandemic and adjust accordingly.
What are your priorities for the county’s budget?
My overall budget priorities support a good quality of life where Washington County continues to be a great place to work, live, and play. In specific I support budgets that invest in advances in technology that save costs and/or make our county more efficient. Cyber-security budget investments are high priority to protect the privacy of our citizens and public records. Another budget high priority are strategic investments that make our county a desirable place to operate businesses.
What will you do to expand Washington County’s tax base?
Attract and retain businesses. My active role in workforce and transportation are a few examples of efforts playing a critical role in expanding our tax base. Our County Board a few years ago supported hiring an Economic Development Director to market our county and assist our cities for recruiting new businesses and also assisting current businesses with growth.
How will you work with K-12 and post-secondary educational institutions and businesses to ensure our region develops and retains an educated workforce?
I am currently working on this need with my work on our County Workforce Development Board and funding appropriations for career pathways. This is an ongoing effort and has been developed over the past few years with emphasis on results and will continue into the future with significant effort and commitment making adjustments and being nimble to take advantages in developing, retaining, and attracting a educated workforce.
Are there any services currently provided by the county that you believe should be cut back or eliminated? Are there new opportunities to share services with other entities?
Our County has a tradition of only providing necessary services. This is also my personal goal. Over half our county budget is providing “mandated” services required by Federal or State agency laws. As a County Commissioner and Staff, we both would like to reduce social service costs involving social services, courts, and prosecutions etc. by positively affecting people’s lives so fewer residents fall into trouble needing support services using taxpayers funding. As a Commissioner I support and challenge staff to develop methods of service that are more productive and beneficial to those receiving while also less costly to the taxpayer.
We look for opportunities to partner and share services regularly. Significant recent examples is partnering on transit development and expenses such as with the Gold Line BRT currently under construction. We are sharing costs with Ramsey County for operating and build capital costs at 25% for each county and our State and Federal partners covering the remaining 50% of capital costs. Another example of shared service is our Newport MN Energy and Recycling Facility, again sharing costs with Ramsey County. Other areas that we share services is with policing and partnering with other cities. Land acquisitions and partnering with state, federal, and conservation agencies on acquisition costs and land management costs. Our roads are also often a shared service responsibility. All these examples save money and create operational efficiencies.
What is the role of the County Board in fostering increased minority- and women-owned businesses in Washington County?
Our role is to assist this effort and be welcoming and intentional with our county effort. Assure Federal and State programs are available and laws are followed to encourage and assist this effort. Hire qualified minority and women owned companies on county projects. We have programs like “Open for Business” free of charge to assist new business startups.
What further policies can Washington County adopt to help the business community recover from the COVID-19 pandemic?
We have done a very good job assisting our business community in its recovery from the pandemic. Currently applying ARPA funds to assist businesses to excel out of the pandemic with new creative investments customized for each business need to assist the growth of companies challenged by inflation, material supply issues, and worker shortages etc. We have also implemented a Broadband matching program to incentivize growth and expansion of city and business capabilities.
Is there anything else you would like to share with voters not covered above?
My personal life and elected experience have provided me skills to be very effective and committed to serve my constituents of district 2 and all citizens of Washington County. I also have learned a lot as a commissioner in the past 6 years. With this said, re-elected I will continue my committed effective service. Working together we can make our County even better. I ask for your support and vote.
Public Office Sought: Washington County Commissioner-District 2
Email: [email protected]
Phone: 651-249-7684
Campaign website: www.stankarwoski.com
Twitter handle: @Stan_Karwoski
Facebook page: Stan Karwoski Washington County Commissioner
Candidate Bio
Elected Washington County Commissioner - District 2 in a special election in 2016 and re-elected in 2018. Native of St. Paul, lived in Oakdale since 1987. Married to Linda 43 years, four adult children, five grandchildren. Retired 38+ year employee of Graco, Inc., Principal Designer - awarded nine invention patents.
Elected Oakdale Mayor in 2014, served as Mayor till 2016 when elected to the Washington Board of Commissioners. Also, elected to the Oakdale City Council serving 2001-2014. My start in public service was appointment to the Oakdale Planning & Park Commission in mid-1990’s.
Accomplishments:
- Gold Line BRT – 1st Transit Project to Washington County
- Hadley@36 Interchange
- Workforce Initiatives and Career Pathways Development
- New Mahtomedi Wildwood County Branch Library
- New Rebuilt East County Line Road
- New Downtown Mahtomedi/Willernie County 12 Road Rebuild
- Century/120 Coalition Formation of 8 Cities
- New County Service Center Development in Woodbury
- Secured Funds for: 36@Manning Interchange, New Bielenberg and 4th Bridges
- New Rebuild of County 13 (Ideal Ave)
- Funding Career Pathways and Businesses Post Covid Growth Initiatives
- New Rebuild of County 13 (Ideal Ave)
- Funding Career Pathways and Businesses Post Covid Growth Initiatives
What would be your top three priorities if elected?
- Strong - jobs, Workforce Development, Retention, Business Environment
- Disciplined Smart Budgeting that Improves Washington County
- Water Resources – Protecting Clean Water Sources for Future Generations
How would you characterize the business climate in Washington County and what is the role of businesses supporting quality of life issues in the community?
We have a very good business climate. Businesses do support quality of life priorities in our community by providing needed services, employment, and their active participation through Chambers, community events, and charities. In my district 2 we are heavy with retail. I believe we need more business growth in medical, and high-tech industries that will provide more diversity with good jobs and services in Washington County. This transition to a stronger business base will help keep our residential property taxes low and our residential areas maintained and desirable to live. I’m actively working on the Washington County Workforce Development Board to develop a trained workforce and methods to attract companies with quality well-paying jobs.
What role do you think the county should have in attracting and retaining jobs, and what steps would you take to solicit new businesses to, and retain existing businesses in, Washington County?
Our County has an active role in several ways. Our CDA Community Development Agency through our Economic Development Director actively markets our county for new business recruitment and support of existing businesses. We also assist businesses with employment by having an active workforce development board focused on workforce development. In addition to this board, we have County workforce staff working with individual citizens in need of employment and also working on career pathway development with our K12 schools and colleges.
We have a primary role as a County providing support, infrastructure, and a positive environment for businesses to locate to our County, grow, thrive and be successful. As Commissioner I serve on the Workforce Development Board working to keep our county residents fully employed to prevent the use of costly government services used when not employed. With our current and future economy, we are competing with other Counties to grow and ready a trained and diverse workforce. I am committed to the cause of developing a strong, more ready, and plentiful workforce to compete in attracting and retaining great companies and jobs.
Do you support any specific employment-related proposals in Washington County (such as minimum wage, sick time, or mandatory scheduling notice)? If so, what steps would you take to understand the impact of a policy on the many types of businesses in Washington County and how would you define any exceptions to those policies?
Our county is not involved and has no plans in pursuing minimum wage policies.
What policies, if any, would you support to help employers address the labor shortage?
I represent our County Board on our County Workforce Development Board developing policies directly related to worker development and shortages. I initiated with the support of our County Board $400,000 in ARPA American Relief Plan Act funds to work with local businesses and our multiple county school districts and colleges to develop effective student career pathways. Also, $200,000 in ARPA funds for business professional growth partnering with local chambers as a point of contact and to also promote this new program. This program will allow businesses free of charge to pursue worker needs, training, and other development needs as each company determines.
Public safety and rising crime rates are of serious concern to the business community and residents. What strategies or policies would you propose to address public safety issues facing your community?
We work closely with our Sheriff’s Office to support a budget for strong policing and enforcement. Public safety is a top priority for me as an elected responsibility. A safe community is an essential requirement of attracting and keeping businesses and residents.
What strategies or policies would you use to address housing issues?
In Washington County we have an affordable housing need and through our CDA Community Development Agency is working with our County Board we are addressing this need with efforts toward affordable long range workforce housing. Along our soon to be built Gold Line Bus Rapid Transit is an opportunity area for workforce housing of all price points. Keeping taxes low is also a strategy in keeping all housing less costly.
What strategies or policies would you propose to address transportation issues facing your community? Have your strategies or views changed on transportation since we’ve seen shifts in road use, public transportation use, work from home models, etc. due to the pandemic?
My strategy is a multimodal approach with an emphasis on transportation and getting people to work. My Gold Line development participation and leadership will be an asset to those returning to work as we recover from the pandemic. Also, the Gold Line will help our retail businesses where most of these workers could not work from home during the pandemic because of the retail services provided. Many of these retail workers cannot afford a car and must rely on public transportation. In addition, my representation on TAB Transportation Advisory Board has brought many road dollars to our county such as the 36@County 15 interchange currently under construction. In addition to TAB, I serve on AMC’s Association of Minnesota Counties - Transportation Committee. We use these groups to lobby for funding. Last year our County Board voted to increase our ¼ cent local transportation sales tax to a ½ cent. This increase generation enough extra funds to complete two additional significant road projects each year. Our county is growing in population, businesses, and jobs and we need to support this growth with good roads. Our County Board and staff will monitor the recovery from the pandemic and adjust accordingly.
What are your priorities for the county’s budget?
My overall budget priorities support a good quality of life where Washington County continues to be a great place to work, live, and play. In specific I support budgets that invest in advances in technology that save costs and/or make our county more efficient. Cyber-security budget investments are high priority to protect the privacy of our citizens and public records. Another budget high priority are strategic investments that make our county a desirable place to operate businesses.
What will you do to expand Washington County’s tax base?
Attract and retain businesses. My active role in workforce and transportation are a few examples of efforts playing a critical role in expanding our tax base. Our County Board a few years ago supported hiring an Economic Development Director to market our county and assist our cities for recruiting new businesses and also assisting current businesses with growth.
How will you work with K-12 and post-secondary educational institutions and businesses to ensure our region develops and retains an educated workforce?
I am currently working on this need with my work on our County Workforce Development Board and funding appropriations for career pathways. This is an ongoing effort and has been developed over the past few years with emphasis on results and will continue into the future with significant effort and commitment making adjustments and being nimble to take advantages in developing, retaining, and attracting a educated workforce.
Are there any services currently provided by the county that you believe should be cut back or eliminated? Are there new opportunities to share services with other entities?
Our County has a tradition of only providing necessary services. This is also my personal goal. Over half our county budget is providing “mandated” services required by Federal or State agency laws. As a County Commissioner and Staff, we both would like to reduce social service costs involving social services, courts, and prosecutions etc. by positively affecting people’s lives so fewer residents fall into trouble needing support services using taxpayers funding. As a Commissioner I support and challenge staff to develop methods of service that are more productive and beneficial to those receiving while also less costly to the taxpayer.
We look for opportunities to partner and share services regularly. Significant recent examples is partnering on transit development and expenses such as with the Gold Line BRT currently under construction. We are sharing costs with Ramsey County for operating and build capital costs at 25% for each county and our State and Federal partners covering the remaining 50% of capital costs. Another example of shared service is our Newport MN Energy and Recycling Facility, again sharing costs with Ramsey County. Other areas that we share services is with policing and partnering with other cities. Land acquisitions and partnering with state, federal, and conservation agencies on acquisition costs and land management costs. Our roads are also often a shared service responsibility. All these examples save money and create operational efficiencies.
What is the role of the County Board in fostering increased minority- and women-owned businesses in Washington County?
Our role is to assist this effort and be welcoming and intentional with our county effort. Assure Federal and State programs are available and laws are followed to encourage and assist this effort. Hire qualified minority and women owned companies on county projects. We have programs like “Open for Business” free of charge to assist new business startups.
What further policies can Washington County adopt to help the business community recover from the COVID-19 pandemic?
We have done a very good job assisting our business community in its recovery from the pandemic. Currently applying ARPA funds to assist businesses to excel out of the pandemic with new creative investments customized for each business need to assist the growth of companies challenged by inflation, material supply issues, and worker shortages etc. We have also implemented a Broadband matching program to incentivize growth and expansion of city and business capabilities.
Is there anything else you would like to share with voters not covered above?
My personal life and elected experience have provided me skills to be very effective and committed to serve my constituents of district 2 and all citizens of Washington County. I also have learned a lot as a commissioner in the past 6 years. With this said, re-elected I will continue my committed effective service. Working together we can make our County even better. I ask for your support and vote.