League of Women Voters Questions

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Funny story: when I was sent the questions from the League of Women Voters, I had a limit of 750 for each answer. 

Well... I assumed (we all know how that ends up) that it was 750 WORDS. I was wrong, and it was only 750 characters. I shortened my answers for them, but I wanted to provide the full-length answers for anyone who felt cheated. Me, it was me.

I am running for Gladstone City Commission because I’m pretty fond of this community. I also strongly believe in the power of local leadership to make a difference, and I think I have some talents that could be put to good use should I be granted the opportunity.

My top three priorities are:

-Supporting Small Businesses – Local businesses are the backbone of our community. I      will work to reduce barriers, encourage entrepreneurship, cultivate collaboration and foster a welcoming environment for business growth.

-Investing in Youth – Our young people deserve opportunities to grow, connect, and      thrive here in Gladstone. I want to expand recreational, educational, and mentorship programs that keep youth engaged and proud to call Gladstone home. 

-Common-Sense Governance – I will bring a collaborative, practical approach to city leadership. That means listening to residents, being transparent in decision-making, and ensuring taxpayer dollars are used wisely and lawfully. Perhaps more than ever we need leaders who place a priority on bringing folks together to build visions on our common ground. I have no axes that need grinding, no ulterior motives- just a desire to solve problems, improve systems, and make things beautiful. 

When we first moved to Gladston nine years ago, we lived in my husband’s uncle’s basement for months. There was literally nothing available to rent while we looked for a house to purchase (which was also extremely limited). I get it. Gladstone has a housing problem.

I agree with much of what the current Master Plan has laid out in regard to housing in Gladstone. 

I agree with Goal 1: Develop the vacant land on the waterfront with high density residential properties, also referred to as the North Shore. I also support the current Master Plan Goal 4, specifically: Expand the range of housing options. Maintain and rehabilitate existing housing stock. Plan for open space in future subdivisions. Enhance our rental inspection program to maintain property values while ensuring the health and safety standards are met.

I’m a big fan of building upon proven systems. A winning strategy in small towns is to employ a combination of ideas that work together to increase housing options across the board. In concert we: work with property to owners to rehabilitate existing units, we champion Accessory Dwelling Units (ADUs) by permitting homeowners to build small secondary units (garage apartments, basement suites, backyard cottages), we allow multiple family structures in more locations and continue to seek feedback from our community and adjust zoning regulations to prioritize affordable housing. We attract developers, careful to balance the need to develop with the need to protect our public spaces and shoreline. We also need to get creative in our approach- which happens to be one of my specialties. 

Housing is a complicated issue, with competing priorities that necessitate thoughtful decision making, community input, and strategic planning- and I am more than up for the challenge. 

Affordable Housing is at, or near, the top of the list- which is addressed above. 

Infrastructure & Essential Services. Aging water and sewer systems, roads, sidewalks and public facilities in need of repair. Infrastructure is one of the most important responsibilities of city government, and it needs to be addressed with both planning and transparency. Gladstone should prioritize projects based on safety, urgency, and long-term impact, and share that information openly with residents so everyone understands why certain improvements come first. It shouldn’t be as hard as it is to push a stroller, or have a small child ride a bike through town. We should develop multi-year plans rather than patchwork fixes, seek out grants and state/federal funding whenever possible, and only use special assessments or millages when absolutely necessary- with public input up front. At the same time, it’s important to keep affordability in mind, especially for households on fixed incomes. By engaging residents through surveys and town halls, and by including youth-focused spaces like parks, sidewalks, and safe routes to schools in our infrastructure planning, we can ensure that every dollar we invest makes Gladstone safer, stronger, and more welcoming for families and businesses.

Limited Childcare & Youth Services. Youth programming, recreation, and after-school services are often underfunded or limited. Access to childcare and youth programs is essential for working families and for keeping young people engaged in our community. While cities don’t typically run these services directly, we can play a key role in creating partnerships, removing barriers, and supporting the organizations that do. Listening to families about what services are most needed, whether that’s extended childcare hours, teen activities, or summer programs. Sometimes, it can be as simple as bringing attention to the programs that already exist and connecting the appropriate people to the appropriate programs.

I don’t know if you’ve heard, but Gladstone is having a moment! We have seen more economic development in the downtown in the last year than we have in any of the other 8 years I’ve lived here. I am so proud and very grateful to be right in the middle of it as the owner of Superbloom Coffee House. Gladstone is an incredible place to own a business, and the word is getting out. Our community rallies around us, and collaboration is at the heart of much of the success of the downtown businesses. It’s a testament to the spirit and identity of our community, and it’s the kind of vibe people want to be a part of. We need to keep getting the word out, celebrate the victories and capitalize on the momentum we are currently experiencing.

We should continue to support small businesses directly: streamline permitting and reduce red tape for entrepreneurs. Expand the façade improvement programs to help businesses with upgrades. Create a “business resource hub” to connect owners with mentorship, funding, and marketing support. Expand community events (farmers markets, seasonal festivals, art walks) to bring foot traffic. Leverage the new social district to encourage more downtown gathering while balancing safety and family-friendliness. Encourage outdoor dining, public art, and live music to make downtown a destination. Invest in pedestrian-friendly sidewalks, lighting, benches, and green spaces. Work with the Downtown Development Authority (DDA), Chamber of Commerce, and local organizations to align efforts. Engage youth in downtown projects (murals, markets, internships) to strengthen community pride. Support upper-floor housing in downtown buildings to bring more residents into the heart of the city. Explore incentives for property owners to invest in revitalization. Promote developments that blend retail, dining, and living space. Encourage “shop local” campaigns with modern tools (apps, loyalty programs). To name a few. Ideas are great, but they are useless until implemented. We’ve got a great start, and I can’t wait to keep it going!

Economic growth happens when we work together. Gladstone is strongest when the City partners with organizations that share our vision for prosperity. As commissioner, I would actively collaborate with the Delta County Chamber of Commerce, the Economic Development Alliance, the Downtown Development Authority, and Bay College to align efforts and maximize resources. I already have a strong relationship with the Chamber of Commerce as member, so I would support initiatives that attract and retain businesses, while ensuring that Gladstone remains an appealing place for entrepreneurs to invest. Likewise, I have a robust working relationship with the DDA, and I would continue work on projects that strengthen downtown vitality, from façade improvements to events that bring people to our local shops and restaurants. With Bay College, I would explore workforce development partnerships, connecting students with internships, training, and opportunities right here in Gladstone so young people see a future in staying local.

  I am not going to pretend to have any insights or solutions to any budget issues. After looking through every line of the budget- I am left with one priority: increasing the granularity of the budget report. The “Administrative” line holds the brunt of the expenses, and without further detail it’s near impossible to draw a single conclusion from that report alone. I need to understand the budget before anything else, and I believe that it is a responsibility of government to be as transparent as possible. 

  I believe financing public improvements should always start with asking two questions: Is this project necessary? and Does it serve the people of Gladstone well? From there, we should prioritize projects that keep our community safe, improve quality of life, and support growth.

When it comes to paying for them, I’d like to see us use a mix of approaches- applying for grants and state/federal funding, looking for partnerships with local organizations, and only leaning on taxpayer dollars when truly needed. Planning ahead with a multi-year capital plan also helps us avoid surprises and makes sure residents and businesses know what’s coming.

Most importantly, financing decisions should be transparent and fair. If we’re asking people to contribute, they deserve to know why, how much, and what the benefit will be. That’s just common-sense governance.