Steve Morris
Name: Steve Morris
Public Office Sought: Woodbury City Council
Email: [email protected]
Phone: 612-275-1047
Website: www.SteveMorris1.com
Twitter: @SMorris1180
Facebook Page: Steve Morris - Woodbury City Council Candidate
Candidate Bio
I grew up in the east metro, just next door in North. St. Paul, and have lived or worked in Woodbury for 20 years. I’ve worked for 22 years in retail, with increasing responsibilities including Director of Marketing & in Director roles with oversight of Operations and now Planning and Strategy. I now serve on the Woodbury Planning Commission where my passion for guiding input on current and future growth and development within our city has led me to run for Council. I also serve as co-chair on Metro Transits CBAC committee for the Gold Line BRT that will run through Woodbury. I’m on my neighborhoods HOA board, as well as an Advisory Board Member for the United Heroes League which supports military families staying active and healthy.
I have responsibilities for budgets with similar complexities and values to that of our city. I’m committed to ensuring Woodbury’s growth plans align with current needs of both residents and businesses for their mutual success and enjoyment. I’ve worked with communities across the state, and have seen when things work well, and when they don’t. I’ve been able to coordinate and work together with residents and city governments for solutions.
Business climate
1. How would you characterize the business climate in Woodbury?
Poised for growth. With a solid and growing residential base, businesses in Woodbury stand ready to capitalize, however I’m concerned about rising costs for businesses & in particular the labor pool. The city and local communities need to work together to ensure that the available labor pool is able to support our growing community. This current and potential labor shortage drives up costs, which in turn drive up consumer costs, and as I call it, the spiral of despair. We need to ensure that we pay attention and work to attract residents at all stages of their life from diverse backgrounds and experiences to provide that labor pool. This includes looking at residential opportunities as well as transit options to move the workforce around the cities, and importantly, to the east-metro.
2. What role do you think the City should have in attracting and retaining jobs, and what steps would you take to solicit new businesses to, and retain existing businesses in, Woodbury?
I believe the City’s role is to provide the infrastructure to support both business and residential to ensure the business is able to provide its goods and services efficiently and effectively. Outside of that, I believe the City should be limited in its involvement. As I mentioned in the previous answer, the City’s role should be ensuring that we provide infrastructure including residential opportunities that are affordable in all of life’s stages. This doesn’t mean subsidized housing but ensuring there is adequate inventory to ensure we are market competitive with that inventory.
Having been in the retail business for 20+ years, I’m very passionate about governments and cities staying out of the way. I don’t believe City’s should be the ones picking winners and losers in business, I believe the market will do that. I think the City’s role should be to ensure zoning and permitting processes and guidance is in place to ensure diverse business opportunities are available. The city can support through marketing and visibility campaigns, which is an area I think could be enhanced from the current activities.
3. Would you support hiring a business advocate as a member of the city senior staff, to concentrate on business retention and expansion; new business recruitment; and business impact of proposed regulations on the business climate in Woodbury?
I’m torn on this answer and while I’d emphatically support such a move, I’m also cognizant of adding head-count to the city staff. If elected, I would certainly be a voice of reason and support for businesses, but I can appreciate a non-elected staff member as stability in that voice as well. I would certainly support looking at current resources and adjusting to fill such a role.
4. Do you support an increase to the minimum wage in Woodbury? If so, what specific steps would you take to understand the impact of an increase on the many types of businesses in Woodbury and do you support proposals to mitigate the effects on businesses like a tip credit, a youth wage, a training wage, and/or a phase-in?
I do not support City entities dictating business. Minimum wage laws are one of those examples in which I can understand the marketing campaigns behind these pushes and as a retailer that employs entry-level and low wage earners I understand the sentiment. I understand the need for low-end wage earners to have a voice and to ensure their needs are addressed, however,
I do not support a city dictated wage. The market will dictate what wages should be, and I strongly believe that this is an example of when Cities pick winners and losers and I don’t believe that’s what the city should be in the habit of doing. I understand I would be 1 voice of the council, so If the council chose to pick up the discussion I would emphatically insist on studies and data to understand the short and long-term impacts, so the council can be informed of the impacts, and I would work tirelessly to learn about all aspects of any such proposal.
5. Do you support any other specific employment-related proposals in Woodbury (such as mandatory sick time or scheduling notice)? If so, what specific steps would you take to understand the impact of an increase on the many types of businesses in Woodbury and how would you define any exceptions to those policies?
Similar answer here, I do not support the city dictating business policies. When cities do this, they stifle growth, they stifle expansion and when you increase the burden on businesses it limits opportunities. The market takes care of things. Employees have options. They have the opportunity to go where their needs are met. The market will dictate what that is.
Again, I understand the marketing behind these campaigns for Safe/Sick-Time, $15-now, and others, and I appreciate their purpose, but I don’t think it’s the City’s role to be involved.
Public safety
6. What is your strategy to address public safety concerns?
My strategy would be 2 steps. 1) Understanding. Understand the root of the concern, not the surface. In my career I’ve had to deal with Cities that get involved in Public Safety and where it crosses with businesses and often times those conversations are one sided and deal with surface issues. My strategy would be working with all members of the community (residents & business, not just one of them) to understand the surface problem and the associated root cause. 2) Action. Once both surface and root are understood action can then be taken collectively. Often times the surface reaction can be handled quickly with good feedback mechanisms, and then working together to handle the root or long-term issue we can address things.
Budget
7. What are your priorities for the City’s budget?
Long-term vision. Infrastructure needs long-term are going to be borne by the entire tax base, so understanding 1, 5, & 10-year needs will continue to be critical in the planning of the budget. As I’ve reviewed the 2018 budget there are several line-items that I don’t think were planned or communicated well. I will prioritize slowing down the rate of growth of the budget and like I’ve done in my business career, asking how we can do more with less.
8. How do you view the relationship between commercial and residential property taxes?
To me the differences are services consumed. Residents have a higher burden of specific uses and that should be reflected in the rates of those services (parks & rec as an example) and businesses may have higher uses in other areas (public works for example, depending on business type), so to me that relationship is not only dictated on land value and improvements, but on city service and burden use.
9. What will you do to expand Woodbury’s tax base?
Ensuring that the comprehensive plan and zoning/planning exercises allow for the best long-term uses that don’t require massive adjustments in the future for redevelopment. Ensuring that site usage, particularly in commercial zones doesn’t require extensive costs for redevelopment when sites are passed their life expectations ensures that the base is solidified by that planning. In my career and in my role, I’ve had sites and properties that have reached their end of life, or are no longer viable, and when those businesses shutter, the tax base suffers. So for me, ensuring that the base is solid by good planning now, and as mentioned in previous answers, cultivating a growth and supportive business climate by not infringing on businesses would be my strategy.
Workforce development
10. How will you work with K-12 and post-secondary educational institutions and businesses to ensure our region develops and retains an educated workforce?
In High-School I was a member of BPA (Business Professionals of America) long before I knew I would be in business. It’s through activities such as that, or DECA or through STEM programs that local businesses should and can get involved in expanding students understanding of “the world”. As an employer, I find that entry level workers and even their supervisors and managers are lacking skills and traits that are critical for success in the workforce. Working with school districts and educators to develop and encourage interactions directly with businesses of all types. Seminars, class-room interaction, and working in expanding life-skills and coaching through mentorships and internship programs.
11. What do you see as the city council’s role with regard to public schools in Woodbury?
As a member of the Woodbury Planning Commission often times this is discussed when reviewing residential growth plans. I see this relationship needing to grow closer in understanding both the needs and the impacts of Woodbury and the surrounding communities. I want to ensure that the council understands the school districts needs and direction and how that will impact levies and taxation, as property owners will feel the impacts of both of these entities in addition to county & state.
Other
12. What is the biggest challenge facing the city and how would you address it?
Growth. Ensuring that planning for the full development along with the current needs of the city is represented in the budget so as to soften the increases of the budget needs over time. Growth also means addressing the burden on the infrastructure. Public Safety, Public Works (roads and water/sewer) all will be impacted by growth and need to be addressed. My approach to addressing it would be understanding the details provided by the department heads, of their strategy. Understanding this first would lead to questioning, challenging and molding towards slow, methodical and restrained growth when necessary.
13. What would be your top three priorities if elected?
Growth & Infrastructure, Housing Options & Opportunities, Taxes
14. What do you think should be the city’s top transportation related priority?
Mobility & Connectivity. We need to ensure the city for both residents and businesses has adequate ability to connect to the surrounding communities and that we maintain movement and reducing congestion spots around the city. Adding another 20,000 residents over the next 20 years means this planning has to start today.
15. Are there any services currently provided by the city that you believe should be cut back or eliminated? Or, are there new opportunities to share services with other entities?
I think that the Parks & Recreation department needs a thorough review. In a 2017 resident survey, only 42% of residents attended a city event or programming in the last 12 months. That’s lower than that state and national average. We’re paying a lot of money for programming that is not being used. Only 37% attended a special event, down from 43% in a previous survey. 4 in 10 residents say they don’t have a connection to the city. We need to adjust programming, and communications to either grow participation or ensure we allocate more appropriate funding. (*source – City of Woodbury 2017 Residential Survey – published April 2017)
16. Is there anything else you would like to share with voters not covered above?
I’m not the candidate who has 100’s of ideas or agendas to pursue. My anti-activist approach is much more methodical, and as I’ve learned in my career in business, knee-jerk decisions are rarely good for long-term success. I don’t come in as a candidate with experience in running a city but I have worked closely with cities from across the state, with community and residential groups from across the metro area and I understand how to listen, ask questions and make educated decisions. We cannot be bogged down with paralysis by analysis, but we do need to ensure our elected officials are learned about a topic before they decide. That’s my commitment if elected.
Public Office Sought: Woodbury City Council
Email: [email protected]
Phone: 612-275-1047
Website: www.SteveMorris1.com
Twitter: @SMorris1180
Facebook Page: Steve Morris - Woodbury City Council Candidate
Candidate Bio
I grew up in the east metro, just next door in North. St. Paul, and have lived or worked in Woodbury for 20 years. I’ve worked for 22 years in retail, with increasing responsibilities including Director of Marketing & in Director roles with oversight of Operations and now Planning and Strategy. I now serve on the Woodbury Planning Commission where my passion for guiding input on current and future growth and development within our city has led me to run for Council. I also serve as co-chair on Metro Transits CBAC committee for the Gold Line BRT that will run through Woodbury. I’m on my neighborhoods HOA board, as well as an Advisory Board Member for the United Heroes League which supports military families staying active and healthy.
I have responsibilities for budgets with similar complexities and values to that of our city. I’m committed to ensuring Woodbury’s growth plans align with current needs of both residents and businesses for their mutual success and enjoyment. I’ve worked with communities across the state, and have seen when things work well, and when they don’t. I’ve been able to coordinate and work together with residents and city governments for solutions.
Business climate
1. How would you characterize the business climate in Woodbury?
Poised for growth. With a solid and growing residential base, businesses in Woodbury stand ready to capitalize, however I’m concerned about rising costs for businesses & in particular the labor pool. The city and local communities need to work together to ensure that the available labor pool is able to support our growing community. This current and potential labor shortage drives up costs, which in turn drive up consumer costs, and as I call it, the spiral of despair. We need to ensure that we pay attention and work to attract residents at all stages of their life from diverse backgrounds and experiences to provide that labor pool. This includes looking at residential opportunities as well as transit options to move the workforce around the cities, and importantly, to the east-metro.
2. What role do you think the City should have in attracting and retaining jobs, and what steps would you take to solicit new businesses to, and retain existing businesses in, Woodbury?
I believe the City’s role is to provide the infrastructure to support both business and residential to ensure the business is able to provide its goods and services efficiently and effectively. Outside of that, I believe the City should be limited in its involvement. As I mentioned in the previous answer, the City’s role should be ensuring that we provide infrastructure including residential opportunities that are affordable in all of life’s stages. This doesn’t mean subsidized housing but ensuring there is adequate inventory to ensure we are market competitive with that inventory.
Having been in the retail business for 20+ years, I’m very passionate about governments and cities staying out of the way. I don’t believe City’s should be the ones picking winners and losers in business, I believe the market will do that. I think the City’s role should be to ensure zoning and permitting processes and guidance is in place to ensure diverse business opportunities are available. The city can support through marketing and visibility campaigns, which is an area I think could be enhanced from the current activities.
3. Would you support hiring a business advocate as a member of the city senior staff, to concentrate on business retention and expansion; new business recruitment; and business impact of proposed regulations on the business climate in Woodbury?
I’m torn on this answer and while I’d emphatically support such a move, I’m also cognizant of adding head-count to the city staff. If elected, I would certainly be a voice of reason and support for businesses, but I can appreciate a non-elected staff member as stability in that voice as well. I would certainly support looking at current resources and adjusting to fill such a role.
4. Do you support an increase to the minimum wage in Woodbury? If so, what specific steps would you take to understand the impact of an increase on the many types of businesses in Woodbury and do you support proposals to mitigate the effects on businesses like a tip credit, a youth wage, a training wage, and/or a phase-in?
I do not support City entities dictating business. Minimum wage laws are one of those examples in which I can understand the marketing campaigns behind these pushes and as a retailer that employs entry-level and low wage earners I understand the sentiment. I understand the need for low-end wage earners to have a voice and to ensure their needs are addressed, however,
I do not support a city dictated wage. The market will dictate what wages should be, and I strongly believe that this is an example of when Cities pick winners and losers and I don’t believe that’s what the city should be in the habit of doing. I understand I would be 1 voice of the council, so If the council chose to pick up the discussion I would emphatically insist on studies and data to understand the short and long-term impacts, so the council can be informed of the impacts, and I would work tirelessly to learn about all aspects of any such proposal.
5. Do you support any other specific employment-related proposals in Woodbury (such as mandatory sick time or scheduling notice)? If so, what specific steps would you take to understand the impact of an increase on the many types of businesses in Woodbury and how would you define any exceptions to those policies?
Similar answer here, I do not support the city dictating business policies. When cities do this, they stifle growth, they stifle expansion and when you increase the burden on businesses it limits opportunities. The market takes care of things. Employees have options. They have the opportunity to go where their needs are met. The market will dictate what that is.
Again, I understand the marketing behind these campaigns for Safe/Sick-Time, $15-now, and others, and I appreciate their purpose, but I don’t think it’s the City’s role to be involved.
Public safety
6. What is your strategy to address public safety concerns?
My strategy would be 2 steps. 1) Understanding. Understand the root of the concern, not the surface. In my career I’ve had to deal with Cities that get involved in Public Safety and where it crosses with businesses and often times those conversations are one sided and deal with surface issues. My strategy would be working with all members of the community (residents & business, not just one of them) to understand the surface problem and the associated root cause. 2) Action. Once both surface and root are understood action can then be taken collectively. Often times the surface reaction can be handled quickly with good feedback mechanisms, and then working together to handle the root or long-term issue we can address things.
Budget
7. What are your priorities for the City’s budget?
Long-term vision. Infrastructure needs long-term are going to be borne by the entire tax base, so understanding 1, 5, & 10-year needs will continue to be critical in the planning of the budget. As I’ve reviewed the 2018 budget there are several line-items that I don’t think were planned or communicated well. I will prioritize slowing down the rate of growth of the budget and like I’ve done in my business career, asking how we can do more with less.
8. How do you view the relationship between commercial and residential property taxes?
To me the differences are services consumed. Residents have a higher burden of specific uses and that should be reflected in the rates of those services (parks & rec as an example) and businesses may have higher uses in other areas (public works for example, depending on business type), so to me that relationship is not only dictated on land value and improvements, but on city service and burden use.
9. What will you do to expand Woodbury’s tax base?
Ensuring that the comprehensive plan and zoning/planning exercises allow for the best long-term uses that don’t require massive adjustments in the future for redevelopment. Ensuring that site usage, particularly in commercial zones doesn’t require extensive costs for redevelopment when sites are passed their life expectations ensures that the base is solidified by that planning. In my career and in my role, I’ve had sites and properties that have reached their end of life, or are no longer viable, and when those businesses shutter, the tax base suffers. So for me, ensuring that the base is solid by good planning now, and as mentioned in previous answers, cultivating a growth and supportive business climate by not infringing on businesses would be my strategy.
Workforce development
10. How will you work with K-12 and post-secondary educational institutions and businesses to ensure our region develops and retains an educated workforce?
In High-School I was a member of BPA (Business Professionals of America) long before I knew I would be in business. It’s through activities such as that, or DECA or through STEM programs that local businesses should and can get involved in expanding students understanding of “the world”. As an employer, I find that entry level workers and even their supervisors and managers are lacking skills and traits that are critical for success in the workforce. Working with school districts and educators to develop and encourage interactions directly with businesses of all types. Seminars, class-room interaction, and working in expanding life-skills and coaching through mentorships and internship programs.
11. What do you see as the city council’s role with regard to public schools in Woodbury?
As a member of the Woodbury Planning Commission often times this is discussed when reviewing residential growth plans. I see this relationship needing to grow closer in understanding both the needs and the impacts of Woodbury and the surrounding communities. I want to ensure that the council understands the school districts needs and direction and how that will impact levies and taxation, as property owners will feel the impacts of both of these entities in addition to county & state.
Other
12. What is the biggest challenge facing the city and how would you address it?
Growth. Ensuring that planning for the full development along with the current needs of the city is represented in the budget so as to soften the increases of the budget needs over time. Growth also means addressing the burden on the infrastructure. Public Safety, Public Works (roads and water/sewer) all will be impacted by growth and need to be addressed. My approach to addressing it would be understanding the details provided by the department heads, of their strategy. Understanding this first would lead to questioning, challenging and molding towards slow, methodical and restrained growth when necessary.
13. What would be your top three priorities if elected?
Growth & Infrastructure, Housing Options & Opportunities, Taxes
14. What do you think should be the city’s top transportation related priority?
Mobility & Connectivity. We need to ensure the city for both residents and businesses has adequate ability to connect to the surrounding communities and that we maintain movement and reducing congestion spots around the city. Adding another 20,000 residents over the next 20 years means this planning has to start today.
15. Are there any services currently provided by the city that you believe should be cut back or eliminated? Or, are there new opportunities to share services with other entities?
I think that the Parks & Recreation department needs a thorough review. In a 2017 resident survey, only 42% of residents attended a city event or programming in the last 12 months. That’s lower than that state and national average. We’re paying a lot of money for programming that is not being used. Only 37% attended a special event, down from 43% in a previous survey. 4 in 10 residents say they don’t have a connection to the city. We need to adjust programming, and communications to either grow participation or ensure we allocate more appropriate funding. (*source – City of Woodbury 2017 Residential Survey – published April 2017)
16. Is there anything else you would like to share with voters not covered above?
I’m not the candidate who has 100’s of ideas or agendas to pursue. My anti-activist approach is much more methodical, and as I’ve learned in my career in business, knee-jerk decisions are rarely good for long-term success. I don’t come in as a candidate with experience in running a city but I have worked closely with cities from across the state, with community and residential groups from across the metro area and I understand how to listen, ask questions and make educated decisions. We cannot be bogged down with paralysis by analysis, but we do need to ensure our elected officials are learned about a topic before they decide. That’s my commitment if elected.