Ryan Collins
Name: Ryan Collins
Email: [email protected]
Campaign Phone:
Campaign Website: ryancollins4council.com
Twitter handle:
Facebook Page: https://www.facebook.com/share/1SUz9z2nwa/?mibextid=wwXIfr
Candidate Bio
I was first elected to Stillwater City Council in 2018 and re-elected in 2022. In addition to serving on the City Council, I currently serve on the Middle St. Croix Watershed Management Organization Board of Managers, as Council Liaison to the Stillwater Library Board of Trustees, and as Council Liaison to the Stillwater Heritage Preservation Commission. I also serve on the Washington County Historical Society Board of Directors, where I hold the position of Vice President. I am also a board member of Friends of Lily Lake, an organization dedicated to advocating for Lily Lake and its surrounding area, an important body of water in our ward that was recently delisted from the state’s impaired waters list.
Prior to being elected to the Council, I served on the Stillwater Planning Commission, including two years as Chairman, and on the Stillwater 2040 Comprehensive Plan Advisory Committee.
In my day job, I teach middle school history at Mahtomedi Middle School, where I am about to begin my 26th year of teaching, all in the same district and the same building. I was named the 2024–25 Mahtomedi Teacher of the Year and was a semifinalist for 2025 Minnesota Teacher of the Year.
What style of leadership would you bring to this position?
I believe leadership starts with listening, not just hearing, but really listening to the people who trust me with their concerns. That’s the leader I’ve been, and the leader I’ll continue to be.
I show up. I make sure I’m prepared for Council meetings by reading the materials thoroughly and reaching out to experts when I need to know more about a particular topic, working not only with staff, but with community groups and people who are experts in their field. It’s important to do things right the first time, and my track record reflects that: my attendance has been exceptional, having missed only two Council meetings in two terms, both for important family events.
I also believe in acting with integrity. I know that difficult decisions sometimes have to be made, and my actions are driven by doing what’s right and acting in the best interest of my constituents and the community. With my background in history, I always consider not only how a decision will impact Stillwater today, but how it will affect our future while also making sure we honor our past.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top priority is to continue listening to the people who trust me with their concerns. One thing I’ve learned in my two terms on the Council is that it’s a lot like being a middle school teacher: you never know what tomorrow will bring, but you work your hardest for a positive outcome, regardless of the issues that arise. My approach has always been the same: listen first, act thoughtfully, and stay accountable to the people I serve.
My second priority is the future of the Lakeview Hospital site. HealthPartners is constructing a new Lakeview Hospital, a major investment in our community’s future. This $400 million, six-story campus at Highway 36 and Manning Avenue will nearly double the hospital’s capacity, with expanded emergency care, a cancer center, cardiac care, orthopedics, and a family birth center. A top-notch facility means shorter drives in emergencies, world-class care close to home, and a stronger, healthier Stillwater for generations to come. When the new facility opens, HealthPartners will decide what to do with its current facility on Greeley Street and the surrounding 14-acre parcel. Formal discussions haven’t yet begun, but I’ve already met with HealthPartners representatives to stress the importance of making sure that, when the time comes, the neighbors most affected and the broader community are heard.
My third priority is continuing the upkeep and maintenance of our infrastructure. We’ve worked hard over the years to catch up from the Great Recession, when infrastructure projects weren’t as high a priority. We maintain 96 miles of streets and 26 miles of trails, along with 40 parks and facilities such as City Hall, the Police Department, the Rec Center, the Fire Station, the Carnegie Library, and Public Works. We also need to maintain and replace aging equipment, from IT infrastructure to police cars, fire trucks, and plow trucks. When PFAS contamination was discovered in Stillwater’s drinking water, we responded swiftly to secure grants and funding for the city’s first water treatment plant, which began operation in May 2026; construction on a second plant will begin later this year. Infrastructure is vital to our community, and I will ensure that we continue to address and maintain it.
In my time on the Council, we have secured approximately $14 million in grants and bonding money, money that has helped prevent those costs from falling on the backs of local residents. With growing uncertainty around federal and state funding moving forward, we will continue to pursue grants aggressively while keeping a close eye on expenditures. We remain proactive rather than reactive, and that approach will only become more important as funding sources become less predictable.
What is the biggest challenge facing Stillwater right now, and where do you see the greatest opportunity?
Right now, our biggest challenge is balancing growth with identity. Stillwater’s success as a river destination is real, but residents shouldn’t feel like they’re playing second fiddle to visitors, and we need to be more deliberate about how events impact daily life here. We will continue to look at and reevaluate downtown parking. I’m thankful for a dedicated Parking Commission that studies these issues and works to come up with solutions. Parking will continue to be a work in progress.
We also need to look at the city staff who support our organization. Residents are fortunate to have premier employees working for our city, but at times our team is stretched thin, and we’re at real risk of losing key institutional knowledge in the coming years due to retirements.
The biggest opportunity is our riverfront. We now have more control over it than ever, and instead of treating it as a collection of scattered pieces, we can tie it together into something cohesive and make it genuinely accessible in the process. That’s not just good for tourism, it’s a space that works for residents too. It builds on something we already own, not something we’re starting from scratch. From Lumberjack Landing to Bridgeview Park, we’ll be able to offer impressive natural areas as well as a transit dock, for the benefit of the whole community. As I’ve said before, serving on the Council is a lot like teaching middle school, you never know what tomorrow will bring, and we could have opportunities ahead that we haven’t even imagined yet.
How would you characterize the business climate in Stillwater, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Stillwater is a vibrant community that attracts business owners and customers alike, providing rich opportunities for a thriving business climate. Stillwater has become a destination for visitors and is enjoyed by our residents. We are fortunate to have very few vacant buildings in our downtown area. We’ve seen many changes over the past decade, including new restaurants and new hotels. Up the hill along the Highway 36 corridor, the majority of buildings are occupied by a variety of businesses that provide many services for our community.
It’s important for our city to maintain a strong partnership with Discover Stillwater and the Chamber of Commerce, the organizations that work to attract visitors and employers. I have a good working relationship with both. Recently, we created a downtown service district, where businesses contribute additional funding for extra services in their area, so the cost doesn’t fall on the backs of residents. Partnerships like these are vital to our community.
One shared challenge between the city and downtown businesses has been parking, and as a Council, we’ve been working to implement changes to address it. This has been an ongoing process, but as with everything else, it’s important to listen to all sides and work toward reasonable solutions. We’re also currently examining how the number of events hosted downtown impacts both tourism and our local residents, so we can strike the right balance between a thriving business climate and quality of life for the people who live here.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Over the past few years, many neighborhoods have experienced individuals targeting unlocked vehicles with valuables inside during the overnight hours. This has been a concern in several neighborhoods, though it’s not unique to Stillwater, many communities deal with these kinds of crimes of opportunity. The reality is that property crime here remains considerably lower than in typical U.S. cities. According to law-enforcement data analytics, Stillwater maintains a safety grade that makes it safer than the majority of similarly sized communities across the country.
A big reason we rank so high comes down to having the right people in place. Our Fire Department and Police Department have undergone a comprehensive risk and staffing assessment, evaluating response times and staffing levels to ensure Stillwater is prepared for emergencies. It’s vital that we keep pace with our growing community’s needs. Public safety is something we plan for, so residents can count on fast, reliable help when it matters most.
During the summer, as a result of tourism and events, our city sees a significant increase in the number of people in our community. We’ve worked to right-size our departments by following the guidelines and results of the staffing studies that have been conducted. I also stay in regular contact with our Police Chief and Fire Chief to make sure I’m in the loop on what they’re seeing and what they need. It’s necessary for our community to have the best possible police and fire departments, since they work 24 hours a day, seven days a week, 365 days a year. Our residents are fortunate to have such dedicated public safety professionals.
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?
Housing affordability has become a significant issue, and it’s difficult to come up with slam-dunk solutions. Housing costs in Stillwater do tend to run higher than in some surrounding communities. During my time on the Council, we’ve made zoning changes to allow for more accessory dwelling units (ADUs) in Stillwater, including streamlining the permitting process to make it easier for homeowners to add them.
We also need to preserve what already exists. Stillwater has around 10 affordable housing properties, the majority of them in Ward 1, and we don’t want to lose them to market conversion, since they currently operate as low-income housing tax credit properties. One challenge we run into is a lack of locations for new development, we don’t have much room to expand, and the areas that are available tend to become market-rate new construction or planned market-rate apartments. As a city, it’s difficult to offer incentives to developers, since those incentives would ultimately be paid for by taxpayers.
The city has partnered with the Washington County Community Development Agency (CDA) on affordable housing, first-time homebuyer assistance, and home repair programs, and we need to continue that partnership and look for ways to expand it. One idea worth exploring is using our Economic Development Authority (EDA) to create rehabilitation or repair grants for older housing stock, so it doesn’t fall out of the affordable range over time. Finally, work on the 2050 Comprehensive Plan will begin soon. Local governments within the seven-county Twin Cities metropolitan area are legally required to update their comprehensive plans every 10 years, including a dedicated Housing Element, and this will be an important part of that process.
As for rent control, Minnesota does not have a statewide rent control or rent stabilization law. Local communities can only enact rent control ordinances if the policy is approved by voters through a local referendum, so this would ultimately be up to voters to decide. Rent control has not been discussed during my two terms on the Council, nor has anyone proposed such a policy, which would need to begin its process at our City Charter Commission. If it were ever brought forward, I believe it’s important that residents have the opportunity to weigh in directly, and that the Council carefully weigh the input of both renters and property owners before any such policy moves ahead.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Transportation and infrastructure touch nearly everyone in our community, whether you’re driving, riding transit, cycling, or walking, and I believe the city has to think about all of these users together.
On streets, we maintain 96 miles of roadway and 26 miles of trails, and it’s important to remember that a single city can have three layers of road ownership running through it, the city, county, and state. In Stillwater, we see this firsthand, which means many improvements require partnership with the county and state, not just the city acting alone.
For driver and pedestrian safety, we recently reduced the citywide speed limit from 30 miles per hour to 25 miles per hour, a change that helps protect pedestrians and makes our streets safer for everyone who uses them. We’ve also worked to ensure that recent housing developments include sidewalk and/or trail easements, so that new growth in our city continues to support safe, connected walking and biking routes rather than working against them.
For cyclists, last year we implemented sharrows on some of our streets to remind drivers to watch for cyclists sharing the road. It’s a simple but effective step toward safer streets for everyone.
On transit, Stillwater doesn’t have heavy public transportation or standard rideshare options, and Community Thread, a local nonprofit that connects volunteers with local needs and helps older adults live independently, has stepped in to fill that gap. They launched a local bus route and a dedicated volunteer-driven ride program to help meet our residents’ transportation needs. As a Council, we’ve continued to help support this program, because it plays a vital role in keeping our older residents connected and independent.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
I have built a record of putting taxpayer dollars to efficient use for the community. I supported a comprehensive long-range financial plan designed to ensure fiscal sustainability, strategic investment in infrastructure, and responsible stewardship of public resources for city projects. Working from a long-term financial plan has allowed us to plan ahead for the big projects that are necessary, rather than reacting year to year.
In our last budget cycle, we fully eliminated our reliance on Local Government Aid (LGA) for operating expenditures. This reduces our dependence on LGA for annual operating costs, reduces the amount of capital borrowing the city needs to take on, and gives us greater flexibility to adapt to unplanned changes in LGA funding.
As part of setting the budget for the City of Stillwater, I have made it a priority to make sure we don’t create sticker shock for our taxpayers. Over my time on council, our levy increase has averaged around 6.4%. That increase has covered staffing and maintaining what we already have. We’ve added a few positions in our Police and Fire Departments, as well as in city administration, but a staffing study showed these additions were necessary. With inflation running higher and residents feeling the impact, I’m committed to keeping the levy increase below our recent average for the 2027 budget. We’re required to set our preliminary levy by September 30th, and while we can lower it after that point, we cannot raise it. The final levy is set after our Truth in Taxation meeting.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
The first is land use and zoning. Land use decisions need to be kept local. The state legislature has tried numerous times over the years to give the state more say over local zoning control, and I have opposed this, because our communities are not “one size fits all.” Each of our communities is different, and I believe cities should be able to make their own decisions about what will best serve them. As a city, we know our streets, our infrastructure, and our neighborhoods better than anyone else.
The second issue is local infrastructure. Cities own and operate their own water and sewer utilities, as well as their local streets, and managing them requires deep knowledge of the local environment and the financial exposure that comes with it. A single city can have three layers of road ownership running through it (city, county, and state) and Stillwater has many examples of this. We have to work in partnership with both the county and the state, and thankfully that relationship tends to be cooperative and complementary, unlike the zoning fight. The state sets standards cities must meet, often stemming from federal mandates, and then competes to hand out bonding dollars to help pay for them. There’s never enough bonding money to cover everything that needs to be done, yet cities still face pressure to comply. That’s why it’s been imperative to find other ways to help pay for these projects, and our city applies for many different grants to help cover the costs.
The third issue is public safety, specifically, police and fire services. These are inherently local functions. Our police and firefighters know our streets, our neighborhoods, and our residents, and that local knowledge translates directly into faster response times and more effective, community-oriented service. A county or regional model simply can’t replicate that same level of familiarity and responsiveness. Stillwater residents deserve a police department and fire department that understand the unique layout and needs of our city, and that’s something only local control can provide.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Real transparency looks like residents having access to information. All of our Council meetings are televised and posted on the city website. We also host the Truth in Taxation meeting each year, as required by law.
One of my favorite tools is an infographic that shows where property tax dollars go, breaking it down by public safety, debt service, general government, parks, public works, and the library. This graphic is also included in the city newsletter, which is mailed to every address in the City of Stillwater. Our local newspaper, the Stillwater Gazette, also does a great job covering budget season, so residents stay informed on the discussions and what the tax levy will be.
One easy step I’d continue to push for is getting that property tax infographic and other key budget information in front of more residents by sharing it on the city’s social media channels during budget season, not just in the newsletter. Not everyone reads print mail, and meeting people where they already are is part of real transparency.
At the end of the day, my approach has always been the same: listen first, act thoughtfully, and stay accountable to the people I serve. When residents have questions, I make sure to listen and respond, and I do my best to help them work through the issues.
Email: [email protected]
Campaign Phone:
Campaign Website: ryancollins4council.com
Twitter handle:
Facebook Page: https://www.facebook.com/share/1SUz9z2nwa/?mibextid=wwXIfr
Candidate Bio
I was first elected to Stillwater City Council in 2018 and re-elected in 2022. In addition to serving on the City Council, I currently serve on the Middle St. Croix Watershed Management Organization Board of Managers, as Council Liaison to the Stillwater Library Board of Trustees, and as Council Liaison to the Stillwater Heritage Preservation Commission. I also serve on the Washington County Historical Society Board of Directors, where I hold the position of Vice President. I am also a board member of Friends of Lily Lake, an organization dedicated to advocating for Lily Lake and its surrounding area, an important body of water in our ward that was recently delisted from the state’s impaired waters list.
Prior to being elected to the Council, I served on the Stillwater Planning Commission, including two years as Chairman, and on the Stillwater 2040 Comprehensive Plan Advisory Committee.
In my day job, I teach middle school history at Mahtomedi Middle School, where I am about to begin my 26th year of teaching, all in the same district and the same building. I was named the 2024–25 Mahtomedi Teacher of the Year and was a semifinalist for 2025 Minnesota Teacher of the Year.
What style of leadership would you bring to this position?
I believe leadership starts with listening, not just hearing, but really listening to the people who trust me with their concerns. That’s the leader I’ve been, and the leader I’ll continue to be.
I show up. I make sure I’m prepared for Council meetings by reading the materials thoroughly and reaching out to experts when I need to know more about a particular topic, working not only with staff, but with community groups and people who are experts in their field. It’s important to do things right the first time, and my track record reflects that: my attendance has been exceptional, having missed only two Council meetings in two terms, both for important family events.
I also believe in acting with integrity. I know that difficult decisions sometimes have to be made, and my actions are driven by doing what’s right and acting in the best interest of my constituents and the community. With my background in history, I always consider not only how a decision will impact Stillwater today, but how it will affect our future while also making sure we honor our past.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
My top priority is to continue listening to the people who trust me with their concerns. One thing I’ve learned in my two terms on the Council is that it’s a lot like being a middle school teacher: you never know what tomorrow will bring, but you work your hardest for a positive outcome, regardless of the issues that arise. My approach has always been the same: listen first, act thoughtfully, and stay accountable to the people I serve.
My second priority is the future of the Lakeview Hospital site. HealthPartners is constructing a new Lakeview Hospital, a major investment in our community’s future. This $400 million, six-story campus at Highway 36 and Manning Avenue will nearly double the hospital’s capacity, with expanded emergency care, a cancer center, cardiac care, orthopedics, and a family birth center. A top-notch facility means shorter drives in emergencies, world-class care close to home, and a stronger, healthier Stillwater for generations to come. When the new facility opens, HealthPartners will decide what to do with its current facility on Greeley Street and the surrounding 14-acre parcel. Formal discussions haven’t yet begun, but I’ve already met with HealthPartners representatives to stress the importance of making sure that, when the time comes, the neighbors most affected and the broader community are heard.
My third priority is continuing the upkeep and maintenance of our infrastructure. We’ve worked hard over the years to catch up from the Great Recession, when infrastructure projects weren’t as high a priority. We maintain 96 miles of streets and 26 miles of trails, along with 40 parks and facilities such as City Hall, the Police Department, the Rec Center, the Fire Station, the Carnegie Library, and Public Works. We also need to maintain and replace aging equipment, from IT infrastructure to police cars, fire trucks, and plow trucks. When PFAS contamination was discovered in Stillwater’s drinking water, we responded swiftly to secure grants and funding for the city’s first water treatment plant, which began operation in May 2026; construction on a second plant will begin later this year. Infrastructure is vital to our community, and I will ensure that we continue to address and maintain it.
In my time on the Council, we have secured approximately $14 million in grants and bonding money, money that has helped prevent those costs from falling on the backs of local residents. With growing uncertainty around federal and state funding moving forward, we will continue to pursue grants aggressively while keeping a close eye on expenditures. We remain proactive rather than reactive, and that approach will only become more important as funding sources become less predictable.
What is the biggest challenge facing Stillwater right now, and where do you see the greatest opportunity?
Right now, our biggest challenge is balancing growth with identity. Stillwater’s success as a river destination is real, but residents shouldn’t feel like they’re playing second fiddle to visitors, and we need to be more deliberate about how events impact daily life here. We will continue to look at and reevaluate downtown parking. I’m thankful for a dedicated Parking Commission that studies these issues and works to come up with solutions. Parking will continue to be a work in progress.
We also need to look at the city staff who support our organization. Residents are fortunate to have premier employees working for our city, but at times our team is stretched thin, and we’re at real risk of losing key institutional knowledge in the coming years due to retirements.
The biggest opportunity is our riverfront. We now have more control over it than ever, and instead of treating it as a collection of scattered pieces, we can tie it together into something cohesive and make it genuinely accessible in the process. That’s not just good for tourism, it’s a space that works for residents too. It builds on something we already own, not something we’re starting from scratch. From Lumberjack Landing to Bridgeview Park, we’ll be able to offer impressive natural areas as well as a transit dock, for the benefit of the whole community. As I’ve said before, serving on the Council is a lot like teaching middle school, you never know what tomorrow will bring, and we could have opportunities ahead that we haven’t even imagined yet.
How would you characterize the business climate in Stillwater, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Stillwater is a vibrant community that attracts business owners and customers alike, providing rich opportunities for a thriving business climate. Stillwater has become a destination for visitors and is enjoyed by our residents. We are fortunate to have very few vacant buildings in our downtown area. We’ve seen many changes over the past decade, including new restaurants and new hotels. Up the hill along the Highway 36 corridor, the majority of buildings are occupied by a variety of businesses that provide many services for our community.
It’s important for our city to maintain a strong partnership with Discover Stillwater and the Chamber of Commerce, the organizations that work to attract visitors and employers. I have a good working relationship with both. Recently, we created a downtown service district, where businesses contribute additional funding for extra services in their area, so the cost doesn’t fall on the backs of residents. Partnerships like these are vital to our community.
One shared challenge between the city and downtown businesses has been parking, and as a Council, we’ve been working to implement changes to address it. This has been an ongoing process, but as with everything else, it’s important to listen to all sides and work toward reasonable solutions. We’re also currently examining how the number of events hosted downtown impacts both tourism and our local residents, so we can strike the right balance between a thriving business climate and quality of life for the people who live here.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Over the past few years, many neighborhoods have experienced individuals targeting unlocked vehicles with valuables inside during the overnight hours. This has been a concern in several neighborhoods, though it’s not unique to Stillwater, many communities deal with these kinds of crimes of opportunity. The reality is that property crime here remains considerably lower than in typical U.S. cities. According to law-enforcement data analytics, Stillwater maintains a safety grade that makes it safer than the majority of similarly sized communities across the country.
A big reason we rank so high comes down to having the right people in place. Our Fire Department and Police Department have undergone a comprehensive risk and staffing assessment, evaluating response times and staffing levels to ensure Stillwater is prepared for emergencies. It’s vital that we keep pace with our growing community’s needs. Public safety is something we plan for, so residents can count on fast, reliable help when it matters most.
During the summer, as a result of tourism and events, our city sees a significant increase in the number of people in our community. We’ve worked to right-size our departments by following the guidelines and results of the staffing studies that have been conducted. I also stay in regular contact with our Police Chief and Fire Chief to make sure I’m in the loop on what they’re seeing and what they need. It’s necessary for our community to have the best possible police and fire departments, since they work 24 hours a day, seven days a week, 365 days a year. Our residents are fortunate to have such dedicated public safety professionals.
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?
Housing affordability has become a significant issue, and it’s difficult to come up with slam-dunk solutions. Housing costs in Stillwater do tend to run higher than in some surrounding communities. During my time on the Council, we’ve made zoning changes to allow for more accessory dwelling units (ADUs) in Stillwater, including streamlining the permitting process to make it easier for homeowners to add them.
We also need to preserve what already exists. Stillwater has around 10 affordable housing properties, the majority of them in Ward 1, and we don’t want to lose them to market conversion, since they currently operate as low-income housing tax credit properties. One challenge we run into is a lack of locations for new development, we don’t have much room to expand, and the areas that are available tend to become market-rate new construction or planned market-rate apartments. As a city, it’s difficult to offer incentives to developers, since those incentives would ultimately be paid for by taxpayers.
The city has partnered with the Washington County Community Development Agency (CDA) on affordable housing, first-time homebuyer assistance, and home repair programs, and we need to continue that partnership and look for ways to expand it. One idea worth exploring is using our Economic Development Authority (EDA) to create rehabilitation or repair grants for older housing stock, so it doesn’t fall out of the affordable range over time. Finally, work on the 2050 Comprehensive Plan will begin soon. Local governments within the seven-county Twin Cities metropolitan area are legally required to update their comprehensive plans every 10 years, including a dedicated Housing Element, and this will be an important part of that process.
As for rent control, Minnesota does not have a statewide rent control or rent stabilization law. Local communities can only enact rent control ordinances if the policy is approved by voters through a local referendum, so this would ultimately be up to voters to decide. Rent control has not been discussed during my two terms on the Council, nor has anyone proposed such a policy, which would need to begin its process at our City Charter Commission. If it were ever brought forward, I believe it’s important that residents have the opportunity to weigh in directly, and that the Council carefully weigh the input of both renters and property owners before any such policy moves ahead.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Transportation and infrastructure touch nearly everyone in our community, whether you’re driving, riding transit, cycling, or walking, and I believe the city has to think about all of these users together.
On streets, we maintain 96 miles of roadway and 26 miles of trails, and it’s important to remember that a single city can have three layers of road ownership running through it, the city, county, and state. In Stillwater, we see this firsthand, which means many improvements require partnership with the county and state, not just the city acting alone.
For driver and pedestrian safety, we recently reduced the citywide speed limit from 30 miles per hour to 25 miles per hour, a change that helps protect pedestrians and makes our streets safer for everyone who uses them. We’ve also worked to ensure that recent housing developments include sidewalk and/or trail easements, so that new growth in our city continues to support safe, connected walking and biking routes rather than working against them.
For cyclists, last year we implemented sharrows on some of our streets to remind drivers to watch for cyclists sharing the road. It’s a simple but effective step toward safer streets for everyone.
On transit, Stillwater doesn’t have heavy public transportation or standard rideshare options, and Community Thread, a local nonprofit that connects volunteers with local needs and helps older adults live independently, has stepped in to fill that gap. They launched a local bus route and a dedicated volunteer-driven ride program to help meet our residents’ transportation needs. As a Council, we’ve continued to help support this program, because it plays a vital role in keeping our older residents connected and independent.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the city levy?
I have built a record of putting taxpayer dollars to efficient use for the community. I supported a comprehensive long-range financial plan designed to ensure fiscal sustainability, strategic investment in infrastructure, and responsible stewardship of public resources for city projects. Working from a long-term financial plan has allowed us to plan ahead for the big projects that are necessary, rather than reacting year to year.
In our last budget cycle, we fully eliminated our reliance on Local Government Aid (LGA) for operating expenditures. This reduces our dependence on LGA for annual operating costs, reduces the amount of capital borrowing the city needs to take on, and gives us greater flexibility to adapt to unplanned changes in LGA funding.
As part of setting the budget for the City of Stillwater, I have made it a priority to make sure we don’t create sticker shock for our taxpayers. Over my time on council, our levy increase has averaged around 6.4%. That increase has covered staffing and maintaining what we already have. We’ve added a few positions in our Police and Fire Departments, as well as in city administration, but a staffing study showed these additions were necessary. With inflation running higher and residents feeling the impact, I’m committed to keeping the levy increase below our recent average for the 2027 budget. We’re required to set our preliminary levy by September 30th, and while we can lower it after that point, we cannot raise it. The final levy is set after our Truth in Taxation meeting.
What are the two or three issues where you believe city government is best positioned to lead — and why the city rather than the state or county?
The first is land use and zoning. Land use decisions need to be kept local. The state legislature has tried numerous times over the years to give the state more say over local zoning control, and I have opposed this, because our communities are not “one size fits all.” Each of our communities is different, and I believe cities should be able to make their own decisions about what will best serve them. As a city, we know our streets, our infrastructure, and our neighborhoods better than anyone else.
The second issue is local infrastructure. Cities own and operate their own water and sewer utilities, as well as their local streets, and managing them requires deep knowledge of the local environment and the financial exposure that comes with it. A single city can have three layers of road ownership running through it (city, county, and state) and Stillwater has many examples of this. We have to work in partnership with both the county and the state, and thankfully that relationship tends to be cooperative and complementary, unlike the zoning fight. The state sets standards cities must meet, often stemming from federal mandates, and then competes to hand out bonding dollars to help pay for them. There’s never enough bonding money to cover everything that needs to be done, yet cities still face pressure to comply. That’s why it’s been imperative to find other ways to help pay for these projects, and our city applies for many different grants to help cover the costs.
The third issue is public safety, specifically, police and fire services. These are inherently local functions. Our police and firefighters know our streets, our neighborhoods, and our residents, and that local knowledge translates directly into faster response times and more effective, community-oriented service. A county or regional model simply can’t replicate that same level of familiarity and responsiveness. Stillwater residents deserve a police department and fire department that understand the unique layout and needs of our city, and that’s something only local control can provide.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Real transparency looks like residents having access to information. All of our Council meetings are televised and posted on the city website. We also host the Truth in Taxation meeting each year, as required by law.
One of my favorite tools is an infographic that shows where property tax dollars go, breaking it down by public safety, debt service, general government, parks, public works, and the library. This graphic is also included in the city newsletter, which is mailed to every address in the City of Stillwater. Our local newspaper, the Stillwater Gazette, also does a great job covering budget season, so residents stay informed on the discussions and what the tax levy will be.
One easy step I’d continue to push for is getting that property tax infographic and other key budget information in front of more residents by sharing it on the city’s social media channels during budget season, not just in the newsletter. Not everyone reads print mail, and meeting people where they already are is part of real transparency.
At the end of the day, my approach has always been the same: listen first, act thoughtfully, and stay accountable to the people I serve. When residents have questions, I make sure to listen and respond, and I do my best to help them work through the issues.