Eric Meyer
Name: Eric Meyer
Email: [email protected]
Campaign Phone: 218-384-1645
Campaign Website: http://www.voteericmeyer.com
Twitter handle: @ericgmeyer
Facebook Page: Facebook.com/VoteEricMeyer
Candidate Bio
I'm a lifelong Minnesotan—from the southwest Minnesota prairie, to college in Duluth, and now a dad in Falcon Heights. I run Generation Atomic, advocating for nuclear energy as a climate solution, and earned my Masters in Advocacy and Political Leadership while organizing for living wages and healthcare justice.
On City Council, I'm proud of the results we've achieved. When lawyers wanted to close the beloved “Ruggles” path, I worked to keep it open, redesigning it to be accessible and sustainable. I championed the Garden Avenue sidewalk so kids can walk safely to school, guided police contract negotiations toward fiscal responsibility, and drafted our city's Climate Crisis Declaration. When park plans outpaced budgets, I pushed to prioritize what families actually use: playgrounds and splash pads.
My wife, a veterinarian, and I are raising our curious daughter here with our menagerie of pets, including my "assistant" Daisy the Bulldog. This community is becoming home for my whole family—my mother-in-law, brother, and dad have all moved here to join us. This isn't just where I serve—it's home. I'm ready to continue our work together.
What style of leadership would you bring to this position?
My approach is simple: I dig into the details, bring the right people to the table, and build the consensus needed to get the job done. When state fair parking rules frustrated families who couldn't transfer passes between vehicles, I organized a working group to model alternatives and costs. The result: hangtags that give residents real flexibility. Real progress happens through patient work and building consensus.
What would be your top three priorities if elected? How might these priorities be affected by the state's projected economic outlook?
First: Maintaining fiscal discipline while investing in community needs. Property taxes already burden residents between rising home values and regional levies. But we still need strategic improvements—boulevard trees, water access at Curtiss Field, a new or expanded community event. It's about making smart choices, pursuing grants aggressively, and being selective about projects. The state's economic outlook may affect funding opportunities, but our commitment to responsible spending remains constant.
Second: Getting redevelopments right. The Les Bolstad sale will shape Falcon Heights for generations, and we need to transform blighted properties like Get Pressed at 1407 Larpenteur into community assets. Both require genuine input that goes beyond the people who can make it to council meetings—weekend events, online surveys, door-knocking. For Les Bolstad especially, we must preserve significant greenspace for outdoor recreation while creating development that works for current residents and future neighbors alike.
Third: Strengthening Our Community's Social Fabric. A city's true strength lies in the connections between its neighbors. I will prioritize creating more opportunities for residents to come together, whether through an expanded city festival or by reinvigorating our summer parks programming to keep kids engaged and give parents a much-needed break. This focus on activating our public spaces will make them true community hubs for all residents. Stronger social ties make our neighborhoods safer, more resilient, and better places to live, and it’s a key role of local government to foster that environment.
What do you consider the biggest challenge and conversely, the biggest opportunity in Falcon Heights?
Our challenge is managing growth while preserving the small town character that makes Falcon Heights special. Major redevelopment could define our city for decades and we must handle it thoughtfully—getting input from all voices, not just the loudest ones, and keeping land accessible for recreation. Meanwhile, we've finally stabilized city hall staffing after years of turnover and constantly training new people. Staff now see Falcon Heights as a destination rather than a stepping stone, and that continuity shows in better services and smarter city management.
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?
My nonprofit brings together unlikely allies—nuclear plants and environmental groups, unions and utilities—because climate change doesn't care about traditional divisions. The same applies locally. Government's job is creating predictable rules and solving collective problems like infrastructure. Business brings innovation and employment. When each tries to do the other's job, both fail. Clear boundaries, mutual respect, and focusing on shared goals—that's how things actually get built.
How would you characterize the business climate in Falcon Heights and what role do you think the city should have in attracting and retaining jobs and new businesses in Falcon Heights?
We prioritize a business climate that enhances our residents' quality of life. Our city is intentionally designed around a vibrant mix of local shops and services that create a strong sense of place, rather than sprawling commercial zones. This focus makes our community more walkable, stable, and convenient. The city's primary role is to support these vital local businesses and ensure that the few sites available for redevelopment are used thoughtfully to introduce new assets that serve our neighborhoods for decades to come.
What are your strategies to address public safety challenges in your community?
The police contract we negotiated with Saint Anthony balances professional standards with community needs and budget reality. We worked through a difficult history and were able to move forward together—now Falcon Heights has better policing at a more affordable rate than before. Charging for parking during the fair also improves safety by deterring the constant circling of blocks looking for spots. But safety extends far beyond policing—it's sidewalks where kids walk to school, twenty mph speed limits that actually get enforced, proper lighting in dark areas, and mental health response partnerships. Good design prevents problems before they require enforcement.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
We need housing variety to keep our community vibrant—young families buying their first homes, seniors downsizing but staying in the neighborhood, and essential workers who shouldn't need hour-long commutes. I supported accessory dwelling units that are easier to build than in neighboring cities while still maintaining neighborhood character. We reduced parking minimums on a 3-2 vote because excessive requirements were deterring reasonable development when our streets have plenty of parking 353 days of the year. My goal is to ensure new developments include affordable housing. To do this, we should leverage every available resource—from aggressively pursuing state and federal grants to using tools like Tax Increment Financing (TIF) to help bridge the funding gap for those specific units.
Regarding rent control, I believe it’s often a symptom of a much larger problem. The core issue is the financialization of our housing market, where private equity and wealthy investors drive up costs by treating the housing market like the stock market. True affordability will require changes at the state level that prioritize residents over remote investors, ensuring that people who buy houses are the ones who will be living in them.
How would you work to improve transportation options in your community, including improved safety for transit riders, pedestrian/bike, and drivers alike?
The Garden Avenue sidewalk proved what's possible when we make safety a real priority. But we face bigger challenges—Larpenteur and Snelling split our community into fragments, and crossing them shouldn't require an act of courage and a pair of running shoes. We need genuine partnership with the county for better crosswalks, signal timing that acknowledges pedestrians exist, and possibly elevated crossings at critical points. Connection between neighborhoods matters as much as traffic flow.
Cities have addressed many ongoing needs with temporary, federal COVID relief dollars, what are your plans to ensure fiscal stability with the uncertainty surrounding future federal funding and the expiration of temporary COVID relief dollars?
Anticipating the end of federal pandemic funds, we took action to secure our city's long-term financial health. On the council, I've consistently pushed city staff to pursue every available grant. This has paid off, securing outside funding for our Climate Action Plan, the Larpenteur-Snelling study, new park benches, and a safe, rubberized surface for a new playground.
In addition, we established new revenue streams like the State Fair paid parking zones. This new funding is intended for direct reinvestment in community improvements. This two-pronged approach—aggressively seeking grants while creating sustainable local revenue—is how we can make smart investments without constantly raising property taxes on residents already feeling the pressure.
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?
Cities handle the daily issues that directly affect residents—fixing potholes, maintaining parks, and ensuring public safety. The state manages broader policy questions. But we shouldn't sit around waiting for permission on matters we can address ourselves. Our climate declaration didn't wait for legislative approval, and neither should solutions for state fair impacts or local development opportunities.
This partnership works both ways, however. The city must also be a strong advocate for its interests at the capitol. That’s why I actively participate in the League of Minnesota Cities' legislative action days and support our city employing a lobbyist to ensure Falcon Heights' voice is heard more effectively on the state-level decisions that impact us.
Email: [email protected]
Campaign Phone: 218-384-1645
Campaign Website: http://www.voteericmeyer.com
Twitter handle: @ericgmeyer
Facebook Page: Facebook.com/VoteEricMeyer
Candidate Bio
I'm a lifelong Minnesotan—from the southwest Minnesota prairie, to college in Duluth, and now a dad in Falcon Heights. I run Generation Atomic, advocating for nuclear energy as a climate solution, and earned my Masters in Advocacy and Political Leadership while organizing for living wages and healthcare justice.
On City Council, I'm proud of the results we've achieved. When lawyers wanted to close the beloved “Ruggles” path, I worked to keep it open, redesigning it to be accessible and sustainable. I championed the Garden Avenue sidewalk so kids can walk safely to school, guided police contract negotiations toward fiscal responsibility, and drafted our city's Climate Crisis Declaration. When park plans outpaced budgets, I pushed to prioritize what families actually use: playgrounds and splash pads.
My wife, a veterinarian, and I are raising our curious daughter here with our menagerie of pets, including my "assistant" Daisy the Bulldog. This community is becoming home for my whole family—my mother-in-law, brother, and dad have all moved here to join us. This isn't just where I serve—it's home. I'm ready to continue our work together.
What style of leadership would you bring to this position?
My approach is simple: I dig into the details, bring the right people to the table, and build the consensus needed to get the job done. When state fair parking rules frustrated families who couldn't transfer passes between vehicles, I organized a working group to model alternatives and costs. The result: hangtags that give residents real flexibility. Real progress happens through patient work and building consensus.
What would be your top three priorities if elected? How might these priorities be affected by the state's projected economic outlook?
First: Maintaining fiscal discipline while investing in community needs. Property taxes already burden residents between rising home values and regional levies. But we still need strategic improvements—boulevard trees, water access at Curtiss Field, a new or expanded community event. It's about making smart choices, pursuing grants aggressively, and being selective about projects. The state's economic outlook may affect funding opportunities, but our commitment to responsible spending remains constant.
Second: Getting redevelopments right. The Les Bolstad sale will shape Falcon Heights for generations, and we need to transform blighted properties like Get Pressed at 1407 Larpenteur into community assets. Both require genuine input that goes beyond the people who can make it to council meetings—weekend events, online surveys, door-knocking. For Les Bolstad especially, we must preserve significant greenspace for outdoor recreation while creating development that works for current residents and future neighbors alike.
Third: Strengthening Our Community's Social Fabric. A city's true strength lies in the connections between its neighbors. I will prioritize creating more opportunities for residents to come together, whether through an expanded city festival or by reinvigorating our summer parks programming to keep kids engaged and give parents a much-needed break. This focus on activating our public spaces will make them true community hubs for all residents. Stronger social ties make our neighborhoods safer, more resilient, and better places to live, and it’s a key role of local government to foster that environment.
What do you consider the biggest challenge and conversely, the biggest opportunity in Falcon Heights?
Our challenge is managing growth while preserving the small town character that makes Falcon Heights special. Major redevelopment could define our city for decades and we must handle it thoughtfully—getting input from all voices, not just the loudest ones, and keeping land accessible for recreation. Meanwhile, we've finally stabilized city hall staffing after years of turnover and constantly training new people. Staff now see Falcon Heights as a destination rather than a stepping stone, and that continuity shows in better services and smarter city management.
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?
My nonprofit brings together unlikely allies—nuclear plants and environmental groups, unions and utilities—because climate change doesn't care about traditional divisions. The same applies locally. Government's job is creating predictable rules and solving collective problems like infrastructure. Business brings innovation and employment. When each tries to do the other's job, both fail. Clear boundaries, mutual respect, and focusing on shared goals—that's how things actually get built.
How would you characterize the business climate in Falcon Heights and what role do you think the city should have in attracting and retaining jobs and new businesses in Falcon Heights?
We prioritize a business climate that enhances our residents' quality of life. Our city is intentionally designed around a vibrant mix of local shops and services that create a strong sense of place, rather than sprawling commercial zones. This focus makes our community more walkable, stable, and convenient. The city's primary role is to support these vital local businesses and ensure that the few sites available for redevelopment are used thoughtfully to introduce new assets that serve our neighborhoods for decades to come.
What are your strategies to address public safety challenges in your community?
The police contract we negotiated with Saint Anthony balances professional standards with community needs and budget reality. We worked through a difficult history and were able to move forward together—now Falcon Heights has better policing at a more affordable rate than before. Charging for parking during the fair also improves safety by deterring the constant circling of blocks looking for spots. But safety extends far beyond policing—it's sidewalks where kids walk to school, twenty mph speed limits that actually get enforced, proper lighting in dark areas, and mental health response partnerships. Good design prevents problems before they require enforcement.
What ideas do you have to address housing shortages and affordability, and how do you view the role of rent control policies in that process?
We need housing variety to keep our community vibrant—young families buying their first homes, seniors downsizing but staying in the neighborhood, and essential workers who shouldn't need hour-long commutes. I supported accessory dwelling units that are easier to build than in neighboring cities while still maintaining neighborhood character. We reduced parking minimums on a 3-2 vote because excessive requirements were deterring reasonable development when our streets have plenty of parking 353 days of the year. My goal is to ensure new developments include affordable housing. To do this, we should leverage every available resource—from aggressively pursuing state and federal grants to using tools like Tax Increment Financing (TIF) to help bridge the funding gap for those specific units.
Regarding rent control, I believe it’s often a symptom of a much larger problem. The core issue is the financialization of our housing market, where private equity and wealthy investors drive up costs by treating the housing market like the stock market. True affordability will require changes at the state level that prioritize residents over remote investors, ensuring that people who buy houses are the ones who will be living in them.
How would you work to improve transportation options in your community, including improved safety for transit riders, pedestrian/bike, and drivers alike?
The Garden Avenue sidewalk proved what's possible when we make safety a real priority. But we face bigger challenges—Larpenteur and Snelling split our community into fragments, and crossing them shouldn't require an act of courage and a pair of running shoes. We need genuine partnership with the county for better crosswalks, signal timing that acknowledges pedestrians exist, and possibly elevated crossings at critical points. Connection between neighborhoods matters as much as traffic flow.
Cities have addressed many ongoing needs with temporary, federal COVID relief dollars, what are your plans to ensure fiscal stability with the uncertainty surrounding future federal funding and the expiration of temporary COVID relief dollars?
Anticipating the end of federal pandemic funds, we took action to secure our city's long-term financial health. On the council, I've consistently pushed city staff to pursue every available grant. This has paid off, securing outside funding for our Climate Action Plan, the Larpenteur-Snelling study, new park benches, and a safe, rubberized surface for a new playground.
In addition, we established new revenue streams like the State Fair paid parking zones. This new funding is intended for direct reinvestment in community improvements. This two-pronged approach—aggressively seeking grants while creating sustainable local revenue—is how we can make smart investments without constantly raising property taxes on residents already feeling the pressure.
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?
Cities handle the daily issues that directly affect residents—fixing potholes, maintaining parks, and ensuring public safety. The state manages broader policy questions. But we shouldn't sit around waiting for permission on matters we can address ourselves. Our climate declaration didn't wait for legislative approval, and neither should solutions for state fair impacts or local development opportunities.
This partnership works both ways, however. The city must also be a strong advocate for its interests at the capitol. That’s why I actively participate in the League of Minnesota Cities' legislative action days and support our city employing a lobbyist to ensure Falcon Heights' voice is heard more effectively on the state-level decisions that impact us.