Thomas Willenbring
Name: Thomas Willenbring
Email: [email protected]
Campaign Phone: 651-283-1349
Campaign Website: willenbringforcitycouncil.com
Twitter Handle:
Facebook Page: www.facebook.com/profile.php?id=61592907051473
Candidate Bio
I’ve lived in Oakdale for many years, and my commitment to public service has grown from decades of showing up, listening, and working directly with my community. I currently serve on the Oakdale Planning Commission, where I’ve been Vice Chair since 2024. In this role, I review development proposals, zoning updates, and long‑range planning issues that shape the future of our neighborhoods. I take a practical, resident‑focused approach to growth, ensuring that Oakdale remains safe, affordable, and responsive to the people who call it home.
Professionally, I work for RiverSource Insurance, part of Ameriprise Financial, where I bring more than twenty years of experience in a Fortune 250 environment. My career has taught me the value of clear communication, accountability, and thoughtful decision‑making—skills I apply every day in public service. I also own WarpFactor9 Productions and have worked as a Front of House audio engineer since 1981, giving me hands‑on experience running a small business and solving problems under pressure.
I’ve served as an election judge for over two decades, including eight years as a Head Election Judge. I believe in transparency, responsible stewardship, and a city government that listens. Oakdale deserves leaders who show up, do the work, and put residents first.
What style of leadership would you bring to this position?
I bring a calm, collaborative, and problem‑solving leadership style shaped by two very different professional worlds: my work at RiverSource Insurance and my experience running WarpFactor9 Productions.
At RiverSource, part of Ameriprise Financial, I serve as an insurance service expert handling escalated issues across life, disability, and long‑term care policies. These situations often involve sensitive circumstances and require thorough research, timely decisions, and clear communication. I work across multiple departments to resolve complex problems, support our phone agents, and streamline systems and processes so our team can serve clients effectively. This has taught me to lead with accuracy, accountability, and a steady focus on solutions.
Through WarpFactor9 Productions, my sound reinforcement company, I’ve learned a different but equally valuable style of leadership. Running live sound for bands means coordinating tight schedules, managing multiple personalities, and solving technical issues in real time—often under pressure and in front of an audience. I’ve run events with up to fifteen bands, keeping shows on schedule while maintaining a professional, respectful environment for everyone involved.
Together, these experiences shape a leadership style that is organized, responsive, and grounded in teamwork. I listen first, act decisively, and stay calm when challenges arise.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
Oakdale is nearing full build‑out, which means the next decade will be defined less by new development and more by redevelopment, infrastructure replacement, and careful fiscal management. My top three priorities reflect that reality:
These priorities work together to keep Oakdale strong, affordable, and prepared for the future.
What is the biggest challenge facing Oakdale right now, and where do you see the greatest opportunity?
One of Oakdale’s biggest challenges right now is managing redevelopment in a way that respects existing neighborhoods while preparing the city for its next stage of growth. Oakdale is nearing full build‑out, which means most future change will come from redevelopment rather than new development. That creates tension: residents want improvements, but they also want to protect the character and stability of their neighborhoods.
We’re seeing this clearly with the Tanners Lake Park redesign. Some nearby homeowners are concerned about how new amenities may affect privacy, traffic, and noise, while many residents citywide see the project as a long‑term benefit that improves access, recreation, and community space. Balancing these perspectives—ensuring residents feel heard while still moving forward with projects that serve the broader community—is a core challenge for the city.
The greatest opportunity comes from thoughtful, community‑driven redevelopment. If Oakdale plans well, we can modernize aging areas, strengthen commercial corridors, improve parks and trails, and update infrastructure like water mains and roads—all while keeping the city affordable and welcoming. Redevelopment gives Oakdale a chance to refresh aging spaces, expand the tax base, and invest in the amenities residents consistently say they value.
Handled responsibly, redevelopment can turn today’s challenges into long‑term strengths for the entire community.
How would you characterize the business climate in Oakdale, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Oakdale’s business climate is stable, diverse, and shaped by a mix of long‑standing local businesses, regional employers, and newer commercial redevelopment. The city benefits from strong transportation access, proximity to major employment centers, and a community that supports local shops and services. At the same time, many commercial areas are aging, and redevelopment will play a major role in keeping Oakdale competitive.
City government should focus on being a practical, responsive partner to the business community. That means maintaining predictable zoning and permitting processes, supporting redevelopment that modernizes older commercial corridors, and ensuring infrastructure — roads, water systems, and public spaces — meets the needs of both residents and businesses.
My professional background aligns well with this approach. At RiverSource Insurance, part of Ameriprise Financial, I work across departments to solve complex issues, streamline processes, and support teams so they can succeed. Through WarpFactor9 Productions, I’ve worked directly with small venues, event organizers, and local businesses, coordinating schedules, managing personalities, and solving technical problems under pressure. I understand how important clear communication, reliability, and collaboration are to business owners.
Oakdale’s greatest opportunity is to support redevelopment that strengthens the tax base, attracts new jobs, and keeps existing businesses thriving, while maintaining the affordability and community character residents value.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Oakdale’s most pressing public safety challenges fall into two connected areas: traffic and pedestrian safety, and the growing need for youth education around responsible riding—especially on e‑bikes.
Across the city, residents consistently raise concerns about speeding, distracted driving, and unsafe crossings near busy corridors like Century Avenue, Hadley, and the Highway 36/Geneva interchange. As redevelopment increases density in certain areas, these issues will only become more important. Strengthening traffic‑calming measures, improving pedestrian infrastructure, and coordinating with regional partners on major intersections are key steps.
At the same time, Oakdale is seeing a sharp rise in unsafe youth riding behaviors, particularly with e‑bikes. Many kids and teens don’t know the rules of the road, ride unpredictably in traffic, or use e‑bikes at speeds that exceed their skill level. This isn’t the biggest public‑safety issue in the city, but it is one that affects daily life for families, drivers, and the kids themselves.
I believe Oakdale has a major opportunity to expand bicycle and e‑bike safety education, especially through partnerships with schools, parks programs, and organizations like BikeMN. Teaching kids how to ride safely, signal properly, and share the road responsibly can prevent injuries and build lifelong safe habits.
By combining infrastructure improvements with practical education, Oakdale can make our streets safer for everyone—drivers, pedestrians, and young riders alike.
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?
Oakdale’s housing challenges are shaped by two realities: the city is nearing full build‑out, and much of its housing stock is aging. That means our biggest opportunities come from redevelopment, diversifying housing types, and maintaining affordability through responsible planning, not from large new developments.
To address housing shortages and affordability, I believe Oakdale should focus on:
Oakdale’s greatest opportunity is to plan ahead, modernize aging areas, and ensure residents have a range of safe, stable, and affordable housing choices.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Oakdale’s transportation system is generally well‑maintained, and the city has a strong track record of keeping local roads in good condition through its long‑range maintenance schedule. The biggest challenges we face now are tied to major regional corridors and neighborhood‑level safety concerns.
One of the most significant needs is the Century Avenue corridor renewal. Century is a critical north–south route for drivers, cyclists, and pedestrians, and its redesign offers an opportunity to improve traffic flow, add safer crossings, and create better multimodal connections. Similarly, the Highway 36/Century–Geneva interchange remains one of the last major at‑grade intersections on the corridor. Improving this interchange would reduce congestion, enhance safety, and support future redevelopment in surrounding areas.
Within neighborhoods, some residents have raised concerns about speeding and cut‑through traffic, especially in areas near parks, schools, and redevelopment zones. Targeted traffic‑calming tools—such as speed tables, enhanced signage, or strategic lane narrowing—can help address these issues without disrupting overall mobility.
For cyclists and pedestrians, Oakdale has an opportunity to expand safe‑riding education, especially for youth using e‑bikes. Clear rules of the road, better signage, and partnerships with schools and community organizations can help reduce risky behavior and improve safety for everyone.
By combining regional improvements with neighborhood‑level safety measures, Oakdale can create a transportation system that is safer, more efficient, and more accessible for all users.
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?
Property owners in Oakdale feel the impact of rising taxes, but it’s important to recognize that the majority of a resident’s property tax bill comes from Washington County and the school district, not the city itself. Oakdale has historically kept its levy increases relatively modest and has taken steps to manage costs responsibly.
One of Oakdale’s strengths is its commitment to long‑term financial planning. The city self‑funds many major vehicle replacements — including fire trucks, police vehicles, and public works equipment — instead of relying heavily on debt. This approach keeps borrowing low, stabilizes future budgets, and reduces interest costs for taxpayers.
My approach to setting the levy would focus on:
Balancing fiscal responsibility with service demands means staying disciplined, planning ahead, and making decisions that respect the taxpayers who fund city operations.
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?
City government is closest to residents, and that makes it uniquely positioned to lead on issues that require local knowledge, day‑to‑day responsiveness, and direct community engagement. For Oakdale, I see three areas where the city is best suited to lead:
Overall, the city is best positioned to lead on issues that require local knowledge, consistent communication, and hands‑on problem‑solving—the areas where Oakdale’s responsiveness makes the biggest difference.
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?
To me, real taxpayer transparency means that residents can easily understand where their money goes, why decisions are made, and how the city is performing throughout the year—not just at budget time.
Oakdale already provides strong tools through its website and OpenGov platform, where residents can view detailed budget information, capital plans, and financial summaries. These resources make it easier for people to explore city spending without needing a financial background.
There are a few practical steps that could strengthen transparency even further:
Transparency works best when information is timely, accessible, and easy to understand, and these steps would help ensure residents stay informed and confident in how their city manages public funds.
Email: [email protected]
Campaign Phone: 651-283-1349
Campaign Website: willenbringforcitycouncil.com
Twitter Handle:
Facebook Page: www.facebook.com/profile.php?id=61592907051473
Candidate Bio
I’ve lived in Oakdale for many years, and my commitment to public service has grown from decades of showing up, listening, and working directly with my community. I currently serve on the Oakdale Planning Commission, where I’ve been Vice Chair since 2024. In this role, I review development proposals, zoning updates, and long‑range planning issues that shape the future of our neighborhoods. I take a practical, resident‑focused approach to growth, ensuring that Oakdale remains safe, affordable, and responsive to the people who call it home.
Professionally, I work for RiverSource Insurance, part of Ameriprise Financial, where I bring more than twenty years of experience in a Fortune 250 environment. My career has taught me the value of clear communication, accountability, and thoughtful decision‑making—skills I apply every day in public service. I also own WarpFactor9 Productions and have worked as a Front of House audio engineer since 1981, giving me hands‑on experience running a small business and solving problems under pressure.
I’ve served as an election judge for over two decades, including eight years as a Head Election Judge. I believe in transparency, responsible stewardship, and a city government that listens. Oakdale deserves leaders who show up, do the work, and put residents first.
What style of leadership would you bring to this position?
I bring a calm, collaborative, and problem‑solving leadership style shaped by two very different professional worlds: my work at RiverSource Insurance and my experience running WarpFactor9 Productions.
At RiverSource, part of Ameriprise Financial, I serve as an insurance service expert handling escalated issues across life, disability, and long‑term care policies. These situations often involve sensitive circumstances and require thorough research, timely decisions, and clear communication. I work across multiple departments to resolve complex problems, support our phone agents, and streamline systems and processes so our team can serve clients effectively. This has taught me to lead with accuracy, accountability, and a steady focus on solutions.
Through WarpFactor9 Productions, my sound reinforcement company, I’ve learned a different but equally valuable style of leadership. Running live sound for bands means coordinating tight schedules, managing multiple personalities, and solving technical issues in real time—often under pressure and in front of an audience. I’ve run events with up to fifteen bands, keeping shows on schedule while maintaining a professional, respectful environment for everyone involved.
Together, these experiences shape a leadership style that is organized, responsive, and grounded in teamwork. I listen first, act decisively, and stay calm when challenges arise.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
Oakdale is nearing full build‑out, which means the next decade will be defined less by new development and more by redevelopment, infrastructure replacement, and careful fiscal management. My top three priorities reflect that reality:
- Smart, community‑focused redevelopment. As Oakdale approaches build‑out, redevelopment will shape how our neighborhoods evolve. My priority is ensuring redevelopment strengthens existing areas, supports local businesses, and fits the character of our community. Uncertainty in state or federal funding means we must evaluate projects carefully and prioritize those with clear long‑term value.
- Infrastructure replacement and upkeep. Oakdale’s water mains, roads, parks, and other core systems are aging. Maintaining and replacing this infrastructure is essential for safety, reliability, and quality of life. If outside funding becomes less predictable, the city will need to plan farther ahead, use lifecycle‑based maintenance schedules, and focus on essential infrastructure before discretionary amenities.
- Keeping tax levy growth in check. Residents feel the cumulative impact of city, county, and school district levies. My priority is keeping city levy growth reasonable by focusing on needs over wants, improving efficiency, and ensuring redevelopment expands the tax base. Reduced state or federal support would require even more disciplined budgeting and transparent decision‑making.
These priorities work together to keep Oakdale strong, affordable, and prepared for the future.
What is the biggest challenge facing Oakdale right now, and where do you see the greatest opportunity?
One of Oakdale’s biggest challenges right now is managing redevelopment in a way that respects existing neighborhoods while preparing the city for its next stage of growth. Oakdale is nearing full build‑out, which means most future change will come from redevelopment rather than new development. That creates tension: residents want improvements, but they also want to protect the character and stability of their neighborhoods.
We’re seeing this clearly with the Tanners Lake Park redesign. Some nearby homeowners are concerned about how new amenities may affect privacy, traffic, and noise, while many residents citywide see the project as a long‑term benefit that improves access, recreation, and community space. Balancing these perspectives—ensuring residents feel heard while still moving forward with projects that serve the broader community—is a core challenge for the city.
The greatest opportunity comes from thoughtful, community‑driven redevelopment. If Oakdale plans well, we can modernize aging areas, strengthen commercial corridors, improve parks and trails, and update infrastructure like water mains and roads—all while keeping the city affordable and welcoming. Redevelopment gives Oakdale a chance to refresh aging spaces, expand the tax base, and invest in the amenities residents consistently say they value.
Handled responsibly, redevelopment can turn today’s challenges into long‑term strengths for the entire community.
How would you characterize the business climate in Oakdale, and what role should city government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Oakdale’s business climate is stable, diverse, and shaped by a mix of long‑standing local businesses, regional employers, and newer commercial redevelopment. The city benefits from strong transportation access, proximity to major employment centers, and a community that supports local shops and services. At the same time, many commercial areas are aging, and redevelopment will play a major role in keeping Oakdale competitive.
City government should focus on being a practical, responsive partner to the business community. That means maintaining predictable zoning and permitting processes, supporting redevelopment that modernizes older commercial corridors, and ensuring infrastructure — roads, water systems, and public spaces — meets the needs of both residents and businesses.
My professional background aligns well with this approach. At RiverSource Insurance, part of Ameriprise Financial, I work across departments to solve complex issues, streamline processes, and support teams so they can succeed. Through WarpFactor9 Productions, I’ve worked directly with small venues, event organizers, and local businesses, coordinating schedules, managing personalities, and solving technical problems under pressure. I understand how important clear communication, reliability, and collaboration are to business owners.
Oakdale’s greatest opportunity is to support redevelopment that strengthens the tax base, attracts new jobs, and keeps existing businesses thriving, while maintaining the affordability and community character residents value.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
Oakdale’s most pressing public safety challenges fall into two connected areas: traffic and pedestrian safety, and the growing need for youth education around responsible riding—especially on e‑bikes.
Across the city, residents consistently raise concerns about speeding, distracted driving, and unsafe crossings near busy corridors like Century Avenue, Hadley, and the Highway 36/Geneva interchange. As redevelopment increases density in certain areas, these issues will only become more important. Strengthening traffic‑calming measures, improving pedestrian infrastructure, and coordinating with regional partners on major intersections are key steps.
At the same time, Oakdale is seeing a sharp rise in unsafe youth riding behaviors, particularly with e‑bikes. Many kids and teens don’t know the rules of the road, ride unpredictably in traffic, or use e‑bikes at speeds that exceed their skill level. This isn’t the biggest public‑safety issue in the city, but it is one that affects daily life for families, drivers, and the kids themselves.
I believe Oakdale has a major opportunity to expand bicycle and e‑bike safety education, especially through partnerships with schools, parks programs, and organizations like BikeMN. Teaching kids how to ride safely, signal properly, and share the road responsibly can prevent injuries and build lifelong safe habits.
By combining infrastructure improvements with practical education, Oakdale can make our streets safer for everyone—drivers, pedestrians, and young riders alike.
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?
Oakdale’s housing challenges are shaped by two realities: the city is nearing full build‑out, and much of its housing stock is aging. That means our biggest opportunities come from redevelopment, diversifying housing types, and maintaining affordability through responsible planning, not from large new developments.
To address housing shortages and affordability, I believe Oakdale should focus on:
- Thoughtful redevelopment of aging properties. Updating older multifamily buildings, reinvesting in aging neighborhoods, and encouraging mixed‑use redevelopment can add units without disrupting established areas.
- Expanding “missing middle” housing. Townhomes, small multiplexes, senior‑friendly housing, and accessible starter homes help meet the needs of residents who don’t fit the traditional single‑family model. These options support affordability without requiring major density increases.
- Maintaining strong infrastructure and predictable city costs. Affordability isn’t just about rent or mortgages—it's also about taxes, utilities, and long‑term maintenance. Keeping levy growth reasonable and investing in reliable infrastructure helps residents stay in their homes.
Oakdale’s greatest opportunity is to plan ahead, modernize aging areas, and ensure residents have a range of safe, stable, and affordable housing choices.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Oakdale’s transportation system is generally well‑maintained, and the city has a strong track record of keeping local roads in good condition through its long‑range maintenance schedule. The biggest challenges we face now are tied to major regional corridors and neighborhood‑level safety concerns.
One of the most significant needs is the Century Avenue corridor renewal. Century is a critical north–south route for drivers, cyclists, and pedestrians, and its redesign offers an opportunity to improve traffic flow, add safer crossings, and create better multimodal connections. Similarly, the Highway 36/Century–Geneva interchange remains one of the last major at‑grade intersections on the corridor. Improving this interchange would reduce congestion, enhance safety, and support future redevelopment in surrounding areas.
Within neighborhoods, some residents have raised concerns about speeding and cut‑through traffic, especially in areas near parks, schools, and redevelopment zones. Targeted traffic‑calming tools—such as speed tables, enhanced signage, or strategic lane narrowing—can help address these issues without disrupting overall mobility.
For cyclists and pedestrians, Oakdale has an opportunity to expand safe‑riding education, especially for youth using e‑bikes. Clear rules of the road, better signage, and partnerships with schools and community organizations can help reduce risky behavior and improve safety for everyone.
By combining regional improvements with neighborhood‑level safety measures, Oakdale can create a transportation system that is safer, more efficient, and more accessible for all users.
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?
Property owners in Oakdale feel the impact of rising taxes, but it’s important to recognize that the majority of a resident’s property tax bill comes from Washington County and the school district, not the city itself. Oakdale has historically kept its levy increases relatively modest and has taken steps to manage costs responsibly.
One of Oakdale’s strengths is its commitment to long‑term financial planning. The city self‑funds many major vehicle replacements — including fire trucks, police vehicles, and public works equipment — instead of relying heavily on debt. This approach keeps borrowing low, stabilizes future budgets, and reduces interest costs for taxpayers.
My approach to setting the levy would focus on:
- Prioritizing essential services first. Public safety, infrastructure, and core city operations must remain strong and reliable.
- Using clear return‑on‑investment analysis for major projects. Every dollar spent should demonstrate long‑term value for residents.
- Keeping levy growth reasonable and predictable. Residents deserve stability. The city should continue its disciplined budgeting and avoid unnecessary spending.
- Leveraging redevelopment to strengthen the tax base. As Oakdale nears build‑out, thoughtful redevelopment can help expand revenue without placing additional strain on homeowners.
Balancing fiscal responsibility with service demands means staying disciplined, planning ahead, and making decisions that respect the taxpayers who fund city operations.
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?
City government is closest to residents, and that makes it uniquely positioned to lead on issues that require local knowledge, day‑to‑day responsiveness, and direct community engagement. For Oakdale, I see three areas where the city is best suited to lead:
- Redevelopment and land‑use planning. Oakdale is nearing full build‑out, and redevelopment will shape the city’s future. Decisions about zoning, neighborhood character, commercial corridors, and park improvements are most effective when made locally. The city understands the needs of specific neighborhoods, can respond quickly to resident feedback, and can ensure redevelopment fits Oakdale’s long‑term vision. State and county agencies simply don’t have that level of local context.
- Infrastructure maintenance and local transportation safety. Oakdale manages its own streets, parks, trails, and water systems. The city has a strong maintenance schedule and a clear understanding of where improvements are needed. While the state and county handle major corridors like Highway 36 and Century Avenue, the city is best positioned to address neighborhood‑level safety concerns, traffic calming, and pedestrian improvements because it sees these issues up close.
- Public safety partnerships and community education. Local government is closest to residents when it comes to police, fire, emergency response, and safety education. Whether it’s youth bicycle and e‑bike safety, neighborhood concerns, or community outreach, the city can act quickly and tailor programs to local needs. State and county agencies operate at a broader scale and can’t provide the same level of direct engagement.
Overall, the city is best positioned to lead on issues that require local knowledge, consistent communication, and hands‑on problem‑solving—the areas where Oakdale’s responsiveness makes the biggest difference.
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?
To me, real taxpayer transparency means that residents can easily understand where their money goes, why decisions are made, and how the city is performing throughout the year—not just at budget time.
Oakdale already provides strong tools through its website and OpenGov platform, where residents can view detailed budget information, capital plans, and financial summaries. These resources make it easier for people to explore city spending without needing a financial background.
There are a few practical steps that could strengthen transparency even further:
- Clear “last updated” dates on all budget and financial pages. This helps residents know whether they’re looking at current information or older data, and it builds trust by showing when updates occur.
- Quarterly or semi‑annual financial updates. Short, easy‑to‑read summaries—posted online or shared at council meetings—would help residents see how the city is tracking against its budget in real time. This could include spending progress, major project updates, and any emerging financial pressures. These updates should be designed to fit within existing staff capacity so they don’t add unnecessary cost.
- Continued use of plain‑language explanations. Financial reporting is most useful when residents can understand it quickly. Oakdale has already made progress here, and expanding plain‑language summaries would help even more people engage.
Transparency works best when information is timely, accessible, and easy to understand, and these steps would help ensure residents stay informed and confident in how their city manages public funds.