Candidate Profiles

Implement Stage Gate project management to ensure city initiatives have clear milestones, accountability checkpoints, and measurable outcomes. This proven methodology from industry prevents cost overruns and provides the transparency that residents and businesses deserve.
Develop Coralville Sovereign Server using AT Protocol—building digital infrastructure we own for transparent government, real-time environmental monitoring, education platforms, and economic development. Stop paying subscriptions to out-of-state vendors; build local assets that serve multiple community needs.
Establish science-based water quality monitoring using my chemistry expertise. Partner with UI programs for ongoing testing, implement green infrastructure in new developments, and provide residents real-time access to environmental data through public dashboards.

The top issue is governance transparency and accountability, which affects everything else. Recent events—like surveillance cameras being funded through April's budget vote without the Council understanding what they were approving, with the actual contract not seen until August—demonstrate process failures that erode public trust.
When Council appropriates taxpayer money without informed consent, or when major policy decisions hide in routine budget line items, democracy fails regardless of whether the specific expenditure is justified.
How Council Can Address This:
First, separate new initiatives from ongoing operations in budget presentation. Any NEW program, technology, or policy should be explicitly identified and discussed before the budget vote, not buried in departmental lists.
Second, implement Stage Gate methodology for major projects. Clear checkpoints requiring demonstrated success before proceeding ensures accountability and prevents the "we already committed the money" problem.
Third, build transparent systems. My Sovereign Server proposal includes public dashboards showing how taxpayer dollars are spent, with immutable audit trails. Technology should make secrecy harder, not easier.
This isn't about attacking anyone—Council members were also kept in the dark. It's about fixing broken processes. Better systems prevent problems before they happen. That's what I did for 35 years in regulated research environments, and it's what Coralville needs.

Budget cuts should follow evidence-based analysis, not politics. My approach:
First, Evaluate Vendor Contracts:
We're spending $18,000/year on Flock surveillance cameras we don't own, sending data to corporate servers with no exit strategy. Over ten years, that's $180,000 for equipment we can't modify and data we don't control. Review ALL subscription-based contracts using total cost of ownership analysis. Where are we renting when we could own? Where are the ongoing fees exceeding the value delivered?
Second, Apply Stage Gate Retrospectively:
Which programs aren't meeting their stated objectives? Stage Gates work both directions—existing programs should demonstrate continued value or be reformed. This isn't about cutting programs people need; it's about ending programs that aren't delivering promised results.
Third, Operational Efficiency:
Having managed cost-conscious university operations, I know there are always opportunities: procurement consolidation, process automation, energy efficiency improvements. Small savings across many areas add up without reducing services.
Last Resort—Service Reductions:
Only after exhausting efficiency improvements should we consider service cuts. When necessary, use data to minimize impact on most vulnerable residents while maintaining essential services.
What I Won't Do:
Across-the-board percentage cuts. That's lazy budgeting that punishes effective programs equally with ineffective ones. Every cut should be justified by analysis, not arbitrary targets.

Affordable housing requires evidence-based policy, not just good intentions. Council's role is creating conditions where affordable housing can be built and preserved while avoiding unintended consequences.
My Approach:
Data First:
What's our actual gap? Which income levels are most affected? Where are workers commuting from because they can't afford local housing? The University of Iowa employs thousands; if staff can't afford Coralville, we lose economic vitality. Get the numbers right before prescribing solutions.
Regulatory Barriers:
Review zoning for artificial constraints on housing supply. Are lot size minimums, parking requirements, or density restrictions making housing unnecessarily expensive? Remove barriers that don't serve legitimate public purposes.
LOST Allocation Concerns:
The proposed Local Option Sales Tax includes rental rehabilitation funding. I question whether this effectively addresses affordable housing or just subsidizes property owners. We need accountability: Will this actually increase affordable housing supply or just maintain existing rentals at public expense? If supporting LOST, demand clear metrics for housing outcomes, not just spending targets.
Developer Partnerships:
Where appropriate, offer incentives for projects genuinely increasing affordable housing—but with performance requirements. Stage Gate methodology ensures developers deliver promised affordability levels before receiving full benefits.
Connect to Workforce:
Affordable housing isn't charity—it's economic infrastructure. Healthcare workers, teachers, service employees, and entry-level professionals need places to live. Frame this as workforce development, not just social policy.
Council should create conditions for housing supply to grow while ensuring public investment actually delivers affordable units, not just developer profits.

I have significant concerns about the revenue structure and priorities, though I recognize the recreation center addresses a legitimate community need.
My Concerns:
Revenue Mechanics:
Only 50% of collected revenue stays in Coralville—the other 50% is redistributed by the state to all Iowa cities with LOST. That means Coralville residents and visitors are funding infrastructure across Iowa, not just locally. Of the 50% we keep, half is mandated for property tax relief and half for capital projects. So only 25% of collected revenue actually goes to the recreation center and other local priorities. That's an inefficient mechanism.
Rental Rehabilitation:
The ballot language includes funding for rental rehabilitation. I question whether this genuinely addresses affordable housing or becomes a subsidy for property owners. We need clear accountability metrics: Will this actually increase affordable housing supply or just maintain existing rentals at public expense?
The Dilemma:
If LOST fails, property taxes will increase $0.80 per $1,000 to fund the recreation center anyway—Council has identified it as a priority. So residents face either a sales tax (spreading cost to visitors but losing half to state redistribution) or a property tax increase (keeping revenue local but burdening only residents).
My Position:
Voters should understand the full revenue picture before deciding. The recreation center is needed—our 1972 facility no longer serves a growing community. But I want residents to know that only a quarter of collected LOST revenue actually funds local projects, with half leaving Coralville entirely.
Transparency matters more than my personal preference.

Regional collaboration is essential—many challenges don't respect city boundaries.
High-Priority Regional Opportunities:
Water Quality:
The Iowa River watershed affects all Johnson County communities. Nitrate contamination, PFAS, and agricultural runoff require coordinated monitoring and source reduction strategies. As a chemist, I could help coordinate regional water quality testing partnerships with UI Environmental Sciences programs. Shared infrastructure reduces per-city costs while improving coverage.
Digital Infrastructure:
My Sovereign Server proposal could be regional from day one. If Iowa City, North Liberty, and Coralville jointly operated AT Protocol infrastructure, we'd share costs while maintaining local control. A Johnson County digital platform could serve transparency, environmental monitoring, and economic development across all communities—economies of scale without vendor lock-in.
Economic Development:
The 5th Street Strategic Investment District should coordinate with broader regional planning. When Iowa City focuses on Sycamore and North Liberty on Cherry Street, ensure these efforts complement rather than compete. Greater Iowa City Inc. provides ideal coordination mechanism—I'd work closely with them.
Emergency Services:
Public safety, disaster response, and emergency medical services already show successful regional coordination. Continue strengthening these partnerships.
Education:
Recreation center partnership with Iowa City Community School District demonstrates value of regional collaboration. Expand this model to other facilities and services where joint investment serves both communities.
My Commitment:
I'll actively participate in regional planning discussions and push for collaborative solutions where they make sense. Some issues—like water quality and economic development—can only be solved regionally. Stage Gate methodology and Sovereign Server technology are inherently scalable across municipal boundaries.

Accessibility and transparency are core to democratic governance. Residents should expect:
Regular Office Hours:
Monthly open office hours at accessible locations (library, coffee shops, community centers). No appointment needed—just show up with questions or concerns. As a retiree, I have time for this without competing professional obligations.
Responsive Communication:

Email responses within 48 hours
Phone callbacks within 24 hours
Attend neighborhood association meetings when invited
Present at community events to hear concerns directly

Transparent Decision-Making:
My Sovereign Server proposal includes public dashboards showing:

How I vote and why
Budget expenditures in real-time
Project status with Stage Gate milestones
When I meet with developers, stakeholders, or interest groups

If I'm meeting with someone about city business, residents should know about it. Sunshine is the best disinfectant.
Proactive Updates:
Regular email updates to constituents who opt in, explaining:

What's coming before Council
My position and reasoning
How residents can engage on upcoming decisions

Social Media:
Active presence sharing Council updates, explaining complex issues, and soliciting input on decisions.
The Standard:
If you contact me with a legitimate question or concern, you'll get a substantive response. I may not always agree with your position, but you'll know I heard you and understand my reasoning. That's the minimum residents should expect, and it's what I'll deliver.

Evidence-based decision-making transcends ideology. My approach:
Lead with Data:
Stage Gate methodology provides a common framework for evaluating proposals regardless of political philosophy. When we debate "should we fund this project?" the question becomes "has it met the criteria?" That's less divisive than purely ideological debates.
Listen First:
I spent 35 years in collaborative research environments where ego kills projects. Good ideas come from everywhere. When Council members have differing views, they usually have legitimate reasons based on their experience. Understanding their perspective improves my thinking even when we ultimately disagree.
Find Common Ground:
Most Council decisions aren't partisan. We all want safe neighborhoods, good infrastructure, fiscal responsibility, and thriving businesses. We may disagree on how to achieve these goals, but shared objectives create a basis for collaboration.
Separate Issues from Personalities:
I can vote against a colleague's proposal while respecting them personally. Focus on the specific question at hand, not grudges or alliances. Each vote should be evaluated on its merits.
Build Trust Through Consistency:
If I say I'll evaluate proposals using Stage Gate criteria, I need to actually do that every time. Predictable decision-making builds trust even with those who disagree with my conclusions.
Acknowledge Uncertainty:
I'm a scientist—I know what I don't know. When colleagues have expertise I lack, I'll listen to their insights. Admitting uncertainty builds credibility and invites collaboration.
The Goal:
City Council isn't a team sport where you pick sides. It's problem-solving for 20,000+ residents who deserve our best thinking, not political theater.

WHAT CORALVILLE DOES WELL
What do you think the city does well today? What do you think can be improved on and how will you go about making it happen?
What Coralville Does Well:
Parks and Recreation:
Despite facility age, programming is excellent with 150,000 annual visitors. Strong community engagement and diverse offerings.
Public Safety:
Police and fire services are responsive and professional. Generally low crime rates make Coralville attractive to families and businesses.
Infrastructure Maintenance:
Roads, utilities, and basic services are well-maintained. The city manages growth competently even as the population increases.
University Partnership:
Strong relationship with UI creates economic vitality and cultural opportunities. Recreation center school district partnership demonstrates effective collaboration.
What Can Be Improved:
Budget Transparency:
As illustrated by the Flock contract situation, major policy decisions can hide in budget documents. I'll push for Stage Gate methodology and Sovereign Server dashboards providing real-time visibility into spending and contracts.
Environmental Monitoring:
We need systematic water quality testing and public data access. Partner with UI environmental programs for cost-effective monitoring and implement green infrastructure in new developments.
Digital Infrastructure:
Stop paying subscriptions to out-of-state vendors for systems we should own. Build local AT Protocol platform serving transparency, environmental monitoring, education, and economic development.
Development Oversight:
Ensure growth enhances rather than detracts from quality of life. Stage Gate evaluation of development proposals with clear criteria for community benefit.
How I'll Make It Happen:
Persistent advocacy, demonstrated through proposals with detailed implementation plans. Build coalitions with Council members and community stakeholders. Use my technical expertise to show these improvements are practical, not just aspirational. Most importantly, lead by example with transparent communication and evidence-based decision-making.

Cities should create framework conditions for economic vitality while using incentives strategically and transparently.
Appropriate City Roles:
Infrastructure: Provide reliable utilities, transportation, and communications infrastructure businesses need.
Regulatory Clarity: Fast, predictable permitting with clear standards. Businesses need to know timelines and requirements.
Workforce Development: Partner with schools and UI on training programs addressing employer needs.
Strategic Investment: Support initiatives like the 5th Street Strategic Investment District that enhance entire areas, not just individual businesses.
Incentives as Tools:
Tax incentives can be appropriate when they catalyze development delivering genuine public benefit—but only with rigorous evaluation.
My Criteria for Supporting Incentives:
Quantifiable Public Benefit:

Job creation (number, wages, benefits)
Tax base expansion beyond incentive cost
Community amenities (walkability, green space, public access)
Measurable within defined timeline

Market Gap Test:

Project genuinely wouldn't happen without incentive
Not just substituting public money for private investment
Demonstrated financial need, not just desire for subsidy

Performance-Based Structure:

Incentives tied to achieving milestones (Stage Gate checkpoints)
Clawback provisions if commitments aren't met
No upfront payments—earn incentives by delivering results

Alignment with Community Goals:

Supports Strategic Investment District vision
Enhances livability, not just development
Serves residents, not just enriches developers

Return Timeline:

Public investment should be recoverable within reasonable period (typically 10-15 years)
Calculate total cost including opportunity cost of foregone tax revenue

Transparency:

Full financial analysis available to the public
All criteria and decision processes are documented