Ngone S. Niang
Name: Ngone S. Niang
Email: [email protected]
Campaign Phone: (404) 803-2303
Campaign Website: niangforsenate.nationbuilder.com
Twitter handle:
Facebook Page:
Candidate Bio
I am Ngone Niang, a workforce development professional, community engagement consultant, and Green Party candidate for Minnesota State Senate District 39. As a first-generation Senegalese American, mother of two, and Political Science graduate, I have dedicated my career to connecting people with opportunity and building partnerships that strengthen communities.
Throughout my career, I have worked in workforce development, staffing, disability services, nonprofit leadership, and legislative advocacy. I have testified before the Minnesota Legislature, collaborated with public agencies, educational institutions, nonprofits, employers, and community organizations, and advocated for practical solutions that expand workforce opportunities, strengthen civic engagement, and improve quality of life.
Most recently, I founded the Community Connection Project, a community engagement consulting initiative that helps organizations better understand the needs, priorities, and aspirations of the communities they serve. Through interactive engagement activities, meaningful dialogue, and data-driven reporting, I help transform community voices into actionable insights that strengthen programs, partnerships, and decision-making. The project has already been contracted by ANDI to facilitate community engagement and inform future programming.
I am running for the Minnesota Senate because I believe effective leadership begins with listening, building partnerships, and making informed decisions that create lasting opportunities for businesses, workers, families, and communities.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top three priorities are building a resilient and inclusive economy, investing in the next generation, and strengthening healthy, sustainable communities.
**First, I will focus on building an economy that creates opportunity for everyone. That means supporting small businesses and entrepreneurs, strengthening workforce development, expanding career pathways, and fostering partnerships between employers, educational institutions, nonprofits, and government. Economic growth should prepare people for family-sustaining careers while helping businesses access the skilled workforce they need to succeed.
**Second, I believe Minnesota's long-term prosperity depends on investing in our youth. Expanding access to quality education, career and technical training, apprenticeships, financial literacy, mental health resources, and civic engagement opportunities will prepare young people to become tomorrow's workforce, entrepreneurs, and community leaders.
**Third, I will work to build healthy, affordable, and resilient communities. Housing affordability, healthcare access, environmental stewardship, food security, reliable infrastructure, and accessible transportation all contribute to economic stability and quality of life. These investments strengthen communities while making the East Metro a more attractive place to live, work, and do business.
With uncertainty surrounding state and federal funding, every public dollar must be invested strategically and transparently. I support prioritizing programs with measurable outcomes, leveraging partnerships and outside resources whenever possible, and ensuring investments reflect community priorities while maintaining long-term fiscal responsibility.
How would you characterize the business climate in the East Metro? Please elaborate on your answer.
The East Metro has a strong foundation for economic growth, supported by a diverse economy, entrepreneurial spirit, skilled workforce, excellent educational institutions, and businesses that are deeply invested in their communities. The region is well positioned to attract innovation and investment, particularly by supporting locally owned businesses, strengthening workforce pipelines, and fostering collaboration between employers, educational institutions, nonprofits, and government.
At the same time, maintaining a competitive business climate requires addressing interconnected challenges. Workforce shortages, housing affordability, childcare, transportation, infrastructure, rising operating costs, and access to capital all influence whether businesses can recruit employees, expand operations, and remain competitive. A healthy business climate is not measured solely by business growth, but by whether workers can access family-sustaining careers and communities have the resources needed to support long-term economic success.
My perspective is informed by years of experience in workforce development, staffing, disability services, and legislative advocacy. Working directly with employers and job seekers has given me firsthand insight into labor market trends, hiring challenges, and the barriers that prevent people from entering or remaining in the workforce. Those experiences have reinforced the importance of building stronger partnerships between businesses, educational institutions, workforce organizations, nonprofits, and public agencies to create practical, long-term solutions.
As an Eco-Socialist, I view economic development as creating the conditions for shared prosperity. Strong local businesses, empowered workers, healthy communities, and responsible stewardship of our natural resources are not competing goals—they are mutually reinforcing. When we invest strategically in people, infrastructure, education, and innovation while supporting entrepreneurship and local ownership, we create an East Metro that is resilient, competitive, and prepared for the future.
Please characterize your perspective on the ideal collaboration between government and the business community when it comes to tackling challenges such as education, housing, workforce development, or other priority areas.
The ideal collaboration between government and the business community is one built on continuous partnership rather than occasional consultation. Government should not simply regulate or fund programs, and businesses should not be viewed solely as employers. Both should work alongside educational institutions, nonprofits, researchers, labor organizations, and community members to identify challenges early, align resources, and develop solutions that strengthen Minnesota's workforce, economy, and quality of life. Collaboration should begin before policies are written, not after decisions have already been made.
I've worked to put that philosophy into practice through my workforce development advocacy. After researching a national technical assistance initiative designed to strengthen the direct care workforce, I recognized an opportunity that Minnesota had not yet fully leveraged. I connected the initiative with the Minnesota Department of Employment and Economic Development (DEED), the Department of Human Services, workforce organizations, providers, and the University of Minnesota's Institute on Community Integration, encouraging stakeholders to explore how national expertise and technical assistance could strengthen workforce pathways, expand training opportunities, and support employers without duplicating existing efforts.
That experience reinforced the importance of looking beyond traditional solutions. Before creating new programs, we should identify existing resources, strengthen successful partnerships, and connect organizations that may already have the expertise or capacity to address a challenge. Government can play an important role by convening partners, removing barriers to collaboration, and helping successful ideas reach more communities.
The same approach applies to education, housing, and workforce development. Employers should help shape training programs so graduates are prepared for today's workforce. Housing policy should support workforce stability by ensuring people can afford to live near where they work. Educational institutions should collaborate closely with industry to anticipate future workforce needs. By aligning public investment with community needs and private-sector expertise, we can build a stronger, more resilient economy that benefits businesses, workers, and communities alike
What policies, if any, would you support to help employers address our state’s critical labor shortage?
Minnesota's labor shortage requires policies that both expand workforce participation and strengthen the connection between employers and workers. I would prioritize three policy areas:
Policy 1: Strengthen Workforce Pathways
I support expanding registered apprenticeships, internships, career and technical education, and employer-led work-based learning opportunities. Workforce training should be developed in partnership with employers, educational institutions, CareerForce, labor organizations, and workforce providers so students and job seekers gain skills that align with current and future labor market needs. I also support creating stronger pathways for displaced workers and career changers to transition into high-demand industries through coordinated training and career navigation.
Policy 2: Remove Barriers to Workforce Participation
Expanding the workforce means addressing the barriers that prevent people from working. I support increasing access to affordable childcare, improving transportation options, encouraging housing development near employment centers, strengthening employment opportunities for people with disabilities and veterans, and removing unnecessary barriers that keep qualified individuals out of the workforce.
Policy 3: Invest in Lifelong Talent Development
Minnesota should make better use of the talent we already have. I support modernizing credential recognition for internationally trained professionals, expanding continuing education and upskilling opportunities, encouraging lifelong learning, and helping experienced workers remain in the workforce if they choose. Workforce policy should be data-driven and regularly evaluated so training investments continue to meet the evolving needs of employers and Minnesota's economy.
The Legislature enacted several new workplace mandates in recent years, including Paid Family and Medical Leave, Earned Safe and Sick Time, and Worker Misclassification standards. If elected, how would you evaluate the impact of these policies on the East Metro economy and workforce, and what principles would guide any changes you'd seek to make?
Workplace policies should strengthen both Minnesota's workforce and its economy. Each of these mandates serves a different purpose and should be evaluated individually while also considering their collective impact on employers, workers, and the East Metro economy. My approach would be guided by measurable outcomes, stakeholder engagement, and continuous improvement.
Paid Family and Medical Leave: Paid Family and Medical Leave provides important support for workers during major life events and can improve employee recruitment and retention. At the same time, employers have voiced concerns about implementation costs, compliance requirements, and the administrative burden, particularly for small businesses. I would support streamlining administration, expanding technical assistance, improving guidance, and identifying efficiencies that reduce unnecessary costs while preserving the program's core purpose.
Earned Sick and Safe Time: Earned Sick and Safe Time promotes healthier workplaces, reduces the spread of illness, and helps employees remain connected to the workforce. However, many employers have shared that tracking accruals, documentation, and compliance has created additional administrative work and expense. I would support simplifying compliance, improving employer education and resources, and reducing unnecessary paperwork while maintaining the law's intended protections.
Worker Misclassification Standards: Worker misclassification standards help protect workers while ensuring responsible employers are not placed at a competitive disadvantage by businesses that fail to follow the law. My focus would be on providing clear guidance, consistent enforcement, and practical compliance tools so employers understand their responsibilities without unnecessary complexity or uncertainty.
My guiding principle is that passing legislation is only the beginning of good governance. Legislators have a responsibility to evaluate how laws perform in practice, listen to the experiences of employers and workers, and make thoughtful improvements where implementation creates unnecessary burdens or unintended consequences. The goal should be policies that achieve their intended purpose while remaining practical, efficient, and sustainable for Minnesota's diverse business community.
What are your strategies to address public safety challenges in your district and the state?
Public safety is strongest when communities are healthy, connected, and supported. My approach focuses on preventing crime before it occurs, responding with the right resources when it does, and strengthening the conditions that help neighborhoods thrive.
Strategy 1: Invest in Prevention and Early Intervention
I support expanding access to mental health services, youth mentorship, violence prevention programs, after-school opportunities, housing stability, and economic opportunity. Addressing the root causes of crime through education, employment, and community investment helps improve public safety while reducing long-term costs.
Strategy 2: Build a Community-Based Public Safety System
Not every emergency requires an armed law enforcement response. I support expanding community-based crisis responders, behavioral health professionals, violence interrupters, social workers, and other trained specialists who can respond to mental health crises, substance use, homelessness, and other nonviolent situations. This allows law enforcement to focus on violent crime and emergencies while ensuring people receive the most appropriate response. Rather than continuing to rely primarily on expanding police expenditures, I believe Minnesota should invest in a balanced public safety system that includes both effective law enforcement and strong community-based response services.
Strategy 3: Strengthen Safe and Resilient Communities
Safe neighborhoods are supported by more than emergency response. I support investing in well-maintained public spaces, neighborhood revitalization, local businesses, affordable housing, reliable transportation, and community partnerships that strengthen trust and improve quality of life. Public safety should be measured not only by crime rates, but by whether people feel safe living, working, learning, and doing business in their communities.
Public safety is not achieved through one institution alone. It requires collaboration between law enforcement, community organizations, healthcare providers, educators, local governments, and residents. By balancing prevention, appropriate emergency response, accountability, and community investment, we can build safer communities while making more effective use of public resources.
How would you work to improve transportation options in the district/state, including improved safety for transit riders, pedestrian/bike, and drivers alike?
Transportation is about more than moving people from one place to another—it connects people to employment, education, healthcare, businesses, and community. Minnesota's transportation system should be safe, reliable, accessible, and provide people with meaningful choices in how they travel.
Public transportation should remain a major priority because it expands economic opportunity while supporting long-term sustainability. Reliable transit connects people to jobs and essential services, helps employers access a larger workforce, reduces transportation costs for families, eases traffic congestion, lowers greenhouse gas emissions, and improves air quality. Continued investment in public transportation benefits not only transit riders, but the entire regional economy.
At the same time, we must improve safety for everyone who uses our transportation system. That includes investing in safer intersections, better lighting, visible crosswalks, protected bicycle infrastructure where appropriate, well-maintained roads and bridges, and safe, clean transit stops and stations. Every person—whether they drive, ride transit, bike, or walk—should feel safe traveling through their community.
Transportation planning should also strengthen connections between neighborhoods, commercial corridors, employment centers, and regional destinations. Maintaining existing infrastructure, expanding accessibility for older adults and people with disabilities, and incorporating community input into transportation planning will help ensure investments meet both current and future needs.
A successful transportation system is one that gives people options. By investing in multimodal transportation, improving safety, and planning for long-term sustainability, Minnesota can strengthen its economy, improve quality of life, reduce environmental impacts, and build more connected communities.
What ideas do you have to address housing shortages and affordability?
Addressing Minnesota's housing challenges requires increasing supply while ensuring that housing remains affordable for both renters and homeowners. Housing is the foundation of economic stability, and when families spend too much of their income on housing, it affects workforce participation, local businesses, and overall quality of life.
I support expanding the housing supply through a mix of market-rate, workforce, affordable, cooperative, and homeownership opportunities. This includes: encouraging a diverse mix of housing, supporting community land trusts and housing cooperatives, and promoting mixed-income developments that allow people to live closer to where they work, attend school, and access essential services.
Affordability also requires protecting people who already live in our communities. I support exploring reasonable rent stabilization policies that help prevent excessive rent increases while encouraging continued housing development and investment. I also support property tax relief measures that protect homeowners—particularly seniors, working families, and those on fixed incomes—from being priced out of their homes by rapidly increasing property taxes. Any approach should balance housing affordability with maintaining a healthy housing market and encouraging new construction.
Finally, housing policy should be coordinated with transportation, workforce development, and local economic planning. Affordable housing near employment centers, reliable public transit, and community services reduces transportation costs, expands access to jobs, and strengthens local economies. By increasing housing supply, protecting affordability, and planning for long-term growth, Minnesota can build communities that are more stable, equitable, and economically resilient.
Minnesota's current two-year budget shows a surplus, but state forecasters project a significant structural imbalance beginning in the 2028-2029 biennium. What steps would you take to address this long-term challenge? Please include specific ideas for reducing spending, increasing revenue, or reforming state programs.
Addressing Minnesota's projected structural budget imbalance requires thoughtful planning rather than short-term decisions. My approach would focus on improving government efficiency, protecting essential services, and making strategic investments that strengthen Minnesota's long-term economy.
First, I would review existing state programs to determine whether they are meeting their intended goals. Before creating new programs or making significant cuts, we should evaluate how taxpayer dollars are being used, identify programs with measurable success, and expand those models where appropriate. Programs that consistently underperform should be reformed, consolidated, or redirected to better serve Minnesotans.
Second, I believe we should reduce unnecessary administrative costs by improving coordination between agencies, modernizing government processes, and eliminating duplication where it exists. Government should regularly evaluate its operations to ensure resources are being used efficiently and transparently.
On the revenue side, I support maintaining a fair and sustainable tax system. Minnesota should continue evaluating tax expenditures, exemptions, and incentives to ensure they are producing meaningful public benefits. Any discussion about new revenue should be balanced with protecting working families, supporting small businesses, and maintaining the state's long-term economic competitiveness.
Finally, I believe the budget process should be transparent and data-driven. Budget decisions should be informed by measurable outcomes, public input, and long-term planning rather than short-term political pressures. By evaluating what works, improving what doesn't, and making responsible investments, Minnesota can address future budget challenges while continuing to support businesses, families, and communities.
Minnesota has faced several high-profile fraud cases involving public programs in recent years. The Legislature recently passed a new Office of the Inspector General on a bipartisan basis. Beyond this new office, what additional steps would you support to strengthen fraud prevention and rebuild public trust in how the state manages taxpayer-funded programs?
The Office of the Inspector General is an important step, but I believe Minnesota should focus on preventing fraud rather than simply responding to it after taxpayer dollars have already been lost. Strong oversight begins when programs are designed, not after funds have been distributed. Agencies should incorporate clear eligibility standards, measurable outcomes, risk assessments, and accountability measures into programs from the beginning so potential vulnerabilities are identified before they become costly failures.
I also support strengthening coordination between state agencies, improving data sharing where appropriate, conducting regular performance audits, and using ongoing program evaluations to identify irregularities early. Public funding should be tied to measurable outcomes, and programs should be reviewed regularly to determine whether they are meeting their intended goals. When successful models are identified, we should strengthen and expand them. When programs consistently underperform or create opportunities for misuse, we should reform them before additional resources are invested.
Rebuilding public trust requires transparency as much as accountability. Minnesotans deserve to know how taxpayer dollars are being spent and what results those investments are producing. By emphasizing prevention, continuous evaluation, responsible stewardship, and public reporting, we can create a system that protects public resources while ensuring legitimate organizations can continue serving our communities effectively.
Email: [email protected]
Campaign Phone: (404) 803-2303
Campaign Website: niangforsenate.nationbuilder.com
Twitter handle:
Facebook Page:
Candidate Bio
I am Ngone Niang, a workforce development professional, community engagement consultant, and Green Party candidate for Minnesota State Senate District 39. As a first-generation Senegalese American, mother of two, and Political Science graduate, I have dedicated my career to connecting people with opportunity and building partnerships that strengthen communities.
Throughout my career, I have worked in workforce development, staffing, disability services, nonprofit leadership, and legislative advocacy. I have testified before the Minnesota Legislature, collaborated with public agencies, educational institutions, nonprofits, employers, and community organizations, and advocated for practical solutions that expand workforce opportunities, strengthen civic engagement, and improve quality of life.
Most recently, I founded the Community Connection Project, a community engagement consulting initiative that helps organizations better understand the needs, priorities, and aspirations of the communities they serve. Through interactive engagement activities, meaningful dialogue, and data-driven reporting, I help transform community voices into actionable insights that strengthen programs, partnerships, and decision-making. The project has already been contracted by ANDI to facilitate community engagement and inform future programming.
I am running for the Minnesota Senate because I believe effective leadership begins with listening, building partnerships, and making informed decisions that create lasting opportunities for businesses, workers, families, and communities.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top three priorities are building a resilient and inclusive economy, investing in the next generation, and strengthening healthy, sustainable communities.
**First, I will focus on building an economy that creates opportunity for everyone. That means supporting small businesses and entrepreneurs, strengthening workforce development, expanding career pathways, and fostering partnerships between employers, educational institutions, nonprofits, and government. Economic growth should prepare people for family-sustaining careers while helping businesses access the skilled workforce they need to succeed.
**Second, I believe Minnesota's long-term prosperity depends on investing in our youth. Expanding access to quality education, career and technical training, apprenticeships, financial literacy, mental health resources, and civic engagement opportunities will prepare young people to become tomorrow's workforce, entrepreneurs, and community leaders.
**Third, I will work to build healthy, affordable, and resilient communities. Housing affordability, healthcare access, environmental stewardship, food security, reliable infrastructure, and accessible transportation all contribute to economic stability and quality of life. These investments strengthen communities while making the East Metro a more attractive place to live, work, and do business.
With uncertainty surrounding state and federal funding, every public dollar must be invested strategically and transparently. I support prioritizing programs with measurable outcomes, leveraging partnerships and outside resources whenever possible, and ensuring investments reflect community priorities while maintaining long-term fiscal responsibility.
How would you characterize the business climate in the East Metro? Please elaborate on your answer.
The East Metro has a strong foundation for economic growth, supported by a diverse economy, entrepreneurial spirit, skilled workforce, excellent educational institutions, and businesses that are deeply invested in their communities. The region is well positioned to attract innovation and investment, particularly by supporting locally owned businesses, strengthening workforce pipelines, and fostering collaboration between employers, educational institutions, nonprofits, and government.
At the same time, maintaining a competitive business climate requires addressing interconnected challenges. Workforce shortages, housing affordability, childcare, transportation, infrastructure, rising operating costs, and access to capital all influence whether businesses can recruit employees, expand operations, and remain competitive. A healthy business climate is not measured solely by business growth, but by whether workers can access family-sustaining careers and communities have the resources needed to support long-term economic success.
My perspective is informed by years of experience in workforce development, staffing, disability services, and legislative advocacy. Working directly with employers and job seekers has given me firsthand insight into labor market trends, hiring challenges, and the barriers that prevent people from entering or remaining in the workforce. Those experiences have reinforced the importance of building stronger partnerships between businesses, educational institutions, workforce organizations, nonprofits, and public agencies to create practical, long-term solutions.
As an Eco-Socialist, I view economic development as creating the conditions for shared prosperity. Strong local businesses, empowered workers, healthy communities, and responsible stewardship of our natural resources are not competing goals—they are mutually reinforcing. When we invest strategically in people, infrastructure, education, and innovation while supporting entrepreneurship and local ownership, we create an East Metro that is resilient, competitive, and prepared for the future.
Please characterize your perspective on the ideal collaboration between government and the business community when it comes to tackling challenges such as education, housing, workforce development, or other priority areas.
The ideal collaboration between government and the business community is one built on continuous partnership rather than occasional consultation. Government should not simply regulate or fund programs, and businesses should not be viewed solely as employers. Both should work alongside educational institutions, nonprofits, researchers, labor organizations, and community members to identify challenges early, align resources, and develop solutions that strengthen Minnesota's workforce, economy, and quality of life. Collaboration should begin before policies are written, not after decisions have already been made.
I've worked to put that philosophy into practice through my workforce development advocacy. After researching a national technical assistance initiative designed to strengthen the direct care workforce, I recognized an opportunity that Minnesota had not yet fully leveraged. I connected the initiative with the Minnesota Department of Employment and Economic Development (DEED), the Department of Human Services, workforce organizations, providers, and the University of Minnesota's Institute on Community Integration, encouraging stakeholders to explore how national expertise and technical assistance could strengthen workforce pathways, expand training opportunities, and support employers without duplicating existing efforts.
That experience reinforced the importance of looking beyond traditional solutions. Before creating new programs, we should identify existing resources, strengthen successful partnerships, and connect organizations that may already have the expertise or capacity to address a challenge. Government can play an important role by convening partners, removing barriers to collaboration, and helping successful ideas reach more communities.
The same approach applies to education, housing, and workforce development. Employers should help shape training programs so graduates are prepared for today's workforce. Housing policy should support workforce stability by ensuring people can afford to live near where they work. Educational institutions should collaborate closely with industry to anticipate future workforce needs. By aligning public investment with community needs and private-sector expertise, we can build a stronger, more resilient economy that benefits businesses, workers, and communities alike
What policies, if any, would you support to help employers address our state’s critical labor shortage?
Minnesota's labor shortage requires policies that both expand workforce participation and strengthen the connection between employers and workers. I would prioritize three policy areas:
Policy 1: Strengthen Workforce Pathways
I support expanding registered apprenticeships, internships, career and technical education, and employer-led work-based learning opportunities. Workforce training should be developed in partnership with employers, educational institutions, CareerForce, labor organizations, and workforce providers so students and job seekers gain skills that align with current and future labor market needs. I also support creating stronger pathways for displaced workers and career changers to transition into high-demand industries through coordinated training and career navigation.
Policy 2: Remove Barriers to Workforce Participation
Expanding the workforce means addressing the barriers that prevent people from working. I support increasing access to affordable childcare, improving transportation options, encouraging housing development near employment centers, strengthening employment opportunities for people with disabilities and veterans, and removing unnecessary barriers that keep qualified individuals out of the workforce.
Policy 3: Invest in Lifelong Talent Development
Minnesota should make better use of the talent we already have. I support modernizing credential recognition for internationally trained professionals, expanding continuing education and upskilling opportunities, encouraging lifelong learning, and helping experienced workers remain in the workforce if they choose. Workforce policy should be data-driven and regularly evaluated so training investments continue to meet the evolving needs of employers and Minnesota's economy.
The Legislature enacted several new workplace mandates in recent years, including Paid Family and Medical Leave, Earned Safe and Sick Time, and Worker Misclassification standards. If elected, how would you evaluate the impact of these policies on the East Metro economy and workforce, and what principles would guide any changes you'd seek to make?
Workplace policies should strengthen both Minnesota's workforce and its economy. Each of these mandates serves a different purpose and should be evaluated individually while also considering their collective impact on employers, workers, and the East Metro economy. My approach would be guided by measurable outcomes, stakeholder engagement, and continuous improvement.
Paid Family and Medical Leave: Paid Family and Medical Leave provides important support for workers during major life events and can improve employee recruitment and retention. At the same time, employers have voiced concerns about implementation costs, compliance requirements, and the administrative burden, particularly for small businesses. I would support streamlining administration, expanding technical assistance, improving guidance, and identifying efficiencies that reduce unnecessary costs while preserving the program's core purpose.
Earned Sick and Safe Time: Earned Sick and Safe Time promotes healthier workplaces, reduces the spread of illness, and helps employees remain connected to the workforce. However, many employers have shared that tracking accruals, documentation, and compliance has created additional administrative work and expense. I would support simplifying compliance, improving employer education and resources, and reducing unnecessary paperwork while maintaining the law's intended protections.
Worker Misclassification Standards: Worker misclassification standards help protect workers while ensuring responsible employers are not placed at a competitive disadvantage by businesses that fail to follow the law. My focus would be on providing clear guidance, consistent enforcement, and practical compliance tools so employers understand their responsibilities without unnecessary complexity or uncertainty.
My guiding principle is that passing legislation is only the beginning of good governance. Legislators have a responsibility to evaluate how laws perform in practice, listen to the experiences of employers and workers, and make thoughtful improvements where implementation creates unnecessary burdens or unintended consequences. The goal should be policies that achieve their intended purpose while remaining practical, efficient, and sustainable for Minnesota's diverse business community.
What are your strategies to address public safety challenges in your district and the state?
Public safety is strongest when communities are healthy, connected, and supported. My approach focuses on preventing crime before it occurs, responding with the right resources when it does, and strengthening the conditions that help neighborhoods thrive.
Strategy 1: Invest in Prevention and Early Intervention
I support expanding access to mental health services, youth mentorship, violence prevention programs, after-school opportunities, housing stability, and economic opportunity. Addressing the root causes of crime through education, employment, and community investment helps improve public safety while reducing long-term costs.
Strategy 2: Build a Community-Based Public Safety System
Not every emergency requires an armed law enforcement response. I support expanding community-based crisis responders, behavioral health professionals, violence interrupters, social workers, and other trained specialists who can respond to mental health crises, substance use, homelessness, and other nonviolent situations. This allows law enforcement to focus on violent crime and emergencies while ensuring people receive the most appropriate response. Rather than continuing to rely primarily on expanding police expenditures, I believe Minnesota should invest in a balanced public safety system that includes both effective law enforcement and strong community-based response services.
Strategy 3: Strengthen Safe and Resilient Communities
Safe neighborhoods are supported by more than emergency response. I support investing in well-maintained public spaces, neighborhood revitalization, local businesses, affordable housing, reliable transportation, and community partnerships that strengthen trust and improve quality of life. Public safety should be measured not only by crime rates, but by whether people feel safe living, working, learning, and doing business in their communities.
Public safety is not achieved through one institution alone. It requires collaboration between law enforcement, community organizations, healthcare providers, educators, local governments, and residents. By balancing prevention, appropriate emergency response, accountability, and community investment, we can build safer communities while making more effective use of public resources.
How would you work to improve transportation options in the district/state, including improved safety for transit riders, pedestrian/bike, and drivers alike?
Transportation is about more than moving people from one place to another—it connects people to employment, education, healthcare, businesses, and community. Minnesota's transportation system should be safe, reliable, accessible, and provide people with meaningful choices in how they travel.
Public transportation should remain a major priority because it expands economic opportunity while supporting long-term sustainability. Reliable transit connects people to jobs and essential services, helps employers access a larger workforce, reduces transportation costs for families, eases traffic congestion, lowers greenhouse gas emissions, and improves air quality. Continued investment in public transportation benefits not only transit riders, but the entire regional economy.
At the same time, we must improve safety for everyone who uses our transportation system. That includes investing in safer intersections, better lighting, visible crosswalks, protected bicycle infrastructure where appropriate, well-maintained roads and bridges, and safe, clean transit stops and stations. Every person—whether they drive, ride transit, bike, or walk—should feel safe traveling through their community.
Transportation planning should also strengthen connections between neighborhoods, commercial corridors, employment centers, and regional destinations. Maintaining existing infrastructure, expanding accessibility for older adults and people with disabilities, and incorporating community input into transportation planning will help ensure investments meet both current and future needs.
A successful transportation system is one that gives people options. By investing in multimodal transportation, improving safety, and planning for long-term sustainability, Minnesota can strengthen its economy, improve quality of life, reduce environmental impacts, and build more connected communities.
What ideas do you have to address housing shortages and affordability?
Addressing Minnesota's housing challenges requires increasing supply while ensuring that housing remains affordable for both renters and homeowners. Housing is the foundation of economic stability, and when families spend too much of their income on housing, it affects workforce participation, local businesses, and overall quality of life.
I support expanding the housing supply through a mix of market-rate, workforce, affordable, cooperative, and homeownership opportunities. This includes: encouraging a diverse mix of housing, supporting community land trusts and housing cooperatives, and promoting mixed-income developments that allow people to live closer to where they work, attend school, and access essential services.
Affordability also requires protecting people who already live in our communities. I support exploring reasonable rent stabilization policies that help prevent excessive rent increases while encouraging continued housing development and investment. I also support property tax relief measures that protect homeowners—particularly seniors, working families, and those on fixed incomes—from being priced out of their homes by rapidly increasing property taxes. Any approach should balance housing affordability with maintaining a healthy housing market and encouraging new construction.
Finally, housing policy should be coordinated with transportation, workforce development, and local economic planning. Affordable housing near employment centers, reliable public transit, and community services reduces transportation costs, expands access to jobs, and strengthens local economies. By increasing housing supply, protecting affordability, and planning for long-term growth, Minnesota can build communities that are more stable, equitable, and economically resilient.
Minnesota's current two-year budget shows a surplus, but state forecasters project a significant structural imbalance beginning in the 2028-2029 biennium. What steps would you take to address this long-term challenge? Please include specific ideas for reducing spending, increasing revenue, or reforming state programs.
Addressing Minnesota's projected structural budget imbalance requires thoughtful planning rather than short-term decisions. My approach would focus on improving government efficiency, protecting essential services, and making strategic investments that strengthen Minnesota's long-term economy.
First, I would review existing state programs to determine whether they are meeting their intended goals. Before creating new programs or making significant cuts, we should evaluate how taxpayer dollars are being used, identify programs with measurable success, and expand those models where appropriate. Programs that consistently underperform should be reformed, consolidated, or redirected to better serve Minnesotans.
Second, I believe we should reduce unnecessary administrative costs by improving coordination between agencies, modernizing government processes, and eliminating duplication where it exists. Government should regularly evaluate its operations to ensure resources are being used efficiently and transparently.
On the revenue side, I support maintaining a fair and sustainable tax system. Minnesota should continue evaluating tax expenditures, exemptions, and incentives to ensure they are producing meaningful public benefits. Any discussion about new revenue should be balanced with protecting working families, supporting small businesses, and maintaining the state's long-term economic competitiveness.
Finally, I believe the budget process should be transparent and data-driven. Budget decisions should be informed by measurable outcomes, public input, and long-term planning rather than short-term political pressures. By evaluating what works, improving what doesn't, and making responsible investments, Minnesota can address future budget challenges while continuing to support businesses, families, and communities.
Minnesota has faced several high-profile fraud cases involving public programs in recent years. The Legislature recently passed a new Office of the Inspector General on a bipartisan basis. Beyond this new office, what additional steps would you support to strengthen fraud prevention and rebuild public trust in how the state manages taxpayer-funded programs?
The Office of the Inspector General is an important step, but I believe Minnesota should focus on preventing fraud rather than simply responding to it after taxpayer dollars have already been lost. Strong oversight begins when programs are designed, not after funds have been distributed. Agencies should incorporate clear eligibility standards, measurable outcomes, risk assessments, and accountability measures into programs from the beginning so potential vulnerabilities are identified before they become costly failures.
I also support strengthening coordination between state agencies, improving data sharing where appropriate, conducting regular performance audits, and using ongoing program evaluations to identify irregularities early. Public funding should be tied to measurable outcomes, and programs should be reviewed regularly to determine whether they are meeting their intended goals. When successful models are identified, we should strengthen and expand them. When programs consistently underperform or create opportunities for misuse, we should reform them before additional resources are invested.
Rebuilding public trust requires transparency as much as accountability. Minnesotans deserve to know how taxpayer dollars are being spent and what results those investments are producing. By emphasizing prevention, continuous evaluation, responsible stewardship, and public reporting, we can create a system that protects public resources while ensuring legitimate organizations can continue serving our communities effectively.