We have lived in Manhattan for the past 23 years. Karin and I have been married for 37 years. Our oldest daughter Tori is in her 4th year of veterinary school at KSU and her younger sister Jodi is a Manhattan High graduate and digital artist. Karin has enjoyed working as a substitute teacher, consultant, and the last 13 years for Varney and Associates. She has volunteered 100s of hours for numerous local organizations. I retired from Foot Locker in 2019. Karin and I are originally from and were born in California.
Business & Education:
Vice President of Logistics for Foot Locker - Retired 2019
Director of Distribution for The Walt Disney Company
Director of Distribution for Macy's
35 years of executive experience driving efficiencies, lowering costs, and improving services
Management of operations with budgets and staffs larger than Manhattan, KS
Responsible for the movement of billions of dollars of product on an annual basis
MA, International Affairs - California State University, Sacramento
BA, Government - California State University, Sacramento
Community Involvement:
Present:
Sunset Zoological Park and Wildlife Conservation Trust Board
KSU Graduate Studies Advisory Council for the College of Business
KSU Adjunct Professor, College of Business
FAIR Flint Hills Chapter Leader – Foundation Against Intolerance and Racism (FAIR)
Chairman Yes for Liberty, Constitution Bee – Over $50K in scholarships awarded to Kansas high schoolers over the past 10 years
Chairmen Our Manhattan - Local political action committee
Precinct Committeeman
Past:
Mayor and City Commissioner of Manhattan, KS
Chairman of the Riley County Law Board
Junction City Chamber of Commerce Board
Junction City Rotary Club
BSA Coronado Council Board
Why should I vote for you?
I believe the thing that distinguishes me compared to the other candidates is experience. I am the retired Vice President of Logistics for Foot Locker as well as a former City Commissioner, Mayor, and Chairman of the Riley County law Board. I have spent a 35-year business career driving efficiencies, lowering costs while improving services. I believe we can drive economic and infrastructure growth without things like 9.4% property tax increases. We have the revenue streams to do it.
I understand city government from my previous experience on the commission. The addition I bring is the extensive leadership in the business world having managed budgets and staffs larger than the those of the city. I have been very successful in driving efficiencies and lowering costs while improving services at the same time. I know how it is done and have done it in the past. Other commissioners and candidates often struggle because they do not have an understanding or experience in this regard. They default to “staff says there are no other alternatives” but I have the skills and experience. I know what questions to ask and how to set up accountabilities to drive success.
What is your biggest budget priority and why?
My biggest budget priority is the budget itself. We need to get the growth of property tax down and drive efficiencies in city operations. We also need to enhance our sales tax receipts. The 9.4% property tax increases, like what is happening in 2022, are unacceptable. The census tells us over the last ten years population growth for Riley County was 1.2%, Geary County 6.9% and Pott County 17.3%. Affordability is what it came down to when folks were deciding where to live. We can move ahead and not break the bank.
I believe between the American Rescue Plan Act funds ($12.7M money in the bank), the new sales tax (additional $3.5M annually in proceeds), and proper city management we have the revenue streams to keep property tax increases under control. 45% of real estate in Riley County is exempt from property tax. In order stay affordable we need to drive sales tax by making Manhattan the shopping and entertainment Mecca of our area. Also, I want to initiate a long-term budget plan for the city. This way the city can be proactive with the budget versus a fiscal fight every year. We can grow and add enhancements to our community while staying affordable.
How would you draw more economic development and investment to Manhattan?
Affordability is key to attracting people (workers) as we move forward. Affordability is one of the top priorities of my campaign and should be a top priority for the commission. Many companies cannot hire the number of workers they need. We need a good marketing campaign for the city and should look at other communities that have succeeded in their recruitment efforts. The Commission should look at infrastructure needs that will enhance the community’s attractiveness. Between the new sales tax and the American Recovery Act Funds we can do this without increases in property taxes.
I agree with continuing the contract with the Chamber regarding economic development. The Commission should make sure to include KPI’s and goals for the Chamber to meet. Specific items like building of a spec facility, the Back 9 Aggieville Development, and reaching out to companies that can benefit by being close the NBAF are very good opportunities. The commission also needs to be willing to take some risks and be able to take criticism should the right opportunity present itself.
Current initiatives regarding entrepreneurship need to be continued and enhanced. Attention also needs to be paid to business retention and succession planning. We do not want to lose current businesses. Again, we need to look at where we can use American Rescue Plan Act funds to help this along.
What does Manhattan do well? How should that be maintained/expanded?
The strength of Manhattan is its people. Manhattan folks are very welcoming. Plus, Manhattan has a variety of charities, churches, professional, and community organizations that provides many benefits and fits the many interests of our population. I believe city commission initiatives to promote our community, coordinate volunteer efforts, publicize what is available, as well as identifying and help fill any gaps in our community portfolio is how we can maintain and expand what we currently have.
What future improvements/additions/changes should be prioritized?
There is a lot of projects on the books (airport runway, levy improvements, street maintenance program, North Campus Corridor, Aggieville improvements, plus many others). We need to engage in a long-term budget planning cycle to make sure we follow through on what we have planned but add in those initiatives coming out of our strategic planning process that is just know finishing up. The commission needs to be transparent in the prioritization process.
One priority area for me in particular is workforce housing. I believe the housing situation is in flux currently. Property values are going up, but we have high vacancy rates. There is new housing being built at higher price points. Students are opting for apartments over the multiple student private family/converted private family homes. This opens the opportunity to revitalize our older neighborhoods back to actual private family residences. The goal is to do this at affordable prices.
We need to look at federal and state programs that can help us as well as the new sales tax that dedicates money for work force housing. We also need to look at the feasibility of any local tax incentives that can spur this redevelopment.
In what ways, if any, does Manhattan need to adapt for the mass influx of families for NBAF and Afghan resettlement?
I believe Manhattan just needs to be Manhattan. As I stated before we have a very welcoming community. I have already met folks moving in for NBAF and have gotten very positive reviews. The city should be proactive and review Afghan resettlement efforts and offer assistance that is appropriate and possible.
What ways, if any, should the concepts of diversity, equity, and inclusion be included in professional development or other training for City employees?
I support training for city staff in this regard, but it needs to be done in an appropriate way. It needs to be a pro human approach that allows for a diversity of viewpoints and an understanding that people may disagree. People should not feel threatened by the training. Unfortunately, much of the training happening today often makes things worse.
According to research from Harvard Business Review much of the training going on today does not work and reinforces racial bias. The research showed when people divide into categories to illustrate the idea of diversity, it reinforces the idea of the categories. People are not prejudiced against real people; they are prejudiced against categories. Categories are dehumanizing. Categories increases people’s prejudice.
We do not want training based on stereotyping, grievance, and despair leading to group learned helplessness but instead want training based on humanizing, gratitude, and optimism leading to confident and productive individuals/staff. Training based on MLK’s teaching of judging people by the content of the character and not the color of their skin sounds perfect. This type of training is available.
What is your top, specific issue in running for this office and why?
I believe I have already outlined my major issue and why. Affordability because without that we really cannot enjoy or achieve our other goals. Here is a listing of my top priorities:
Affordability – no property tax increases greater than the rate of inflation. This also applies to city utility rates and fees.
Economic development which includes the recruitment of workers which is key.
Maintenance of basic infrastructure and adding infrastructure enhancements.
Revitalization of older neighborhoods.
Long term strategic planning tied to the budget process.
Editor’s Note: All candidates were provided identical questions. All candidates were given identical time limits for response submissions. Responses were limited to 300 words per question. Candidate responses are published as written, up to 300 words. Only candidates choosing to respond will be profiled.