Platform and Priorities
Affordability
This is the top concern I hear from neighbors—and it’s at the top of my list, too. While health insurance premiums, state mandates, and inflation are beyond the city council’s control, the city has kept municipal tax increases relatively stable. Maintaining that will take creativity and a willingness to think differently. We’ll need to diversify revenue, grow our grand list, leverage state and federal grants, and collaborate with other communities on service delivery to keep budget and tax growth low. Inflation and a fragile economy affect—and will continue to affect—policy and budget decisions. I’m grateful the city council invested in creating a citywide economic development initiative. Essex Junction has welcomed exciting new businesses, and I believe this is just the beginning. Our community is growing and shifting toward a higher share of rental housing. That’s a new dynamic—and one that can be positive as we welcome new neighbors. At the same time, we need to understand what this growth means for service levels and costs. Will grand list growth cover new expenses, or will municipal budgets rise faster as service demands increase? How we manage this change will be key to controlling budget growth. I’m committed to a path forward that minimizes the impact of new development and service delivery on our budgets and taxes.
People and Engagement
I believe budgets are policy documents—the financial expression of a community’s values. But the municipal budgeting process is often lengthy and hard to follow. Our city’s finances are complex, and not everyone has the time or interest to dive in. Nearly everyone, however, cares about the final impact on taxes. I’m committed to strengthening community engagement and finding ways to reach more people, including groups not typically involved in municipal decision-making. Democracy works best when people participate. Participation grows when people feel welcome, consulted, heard, and valued. I will push for more intentional engagement by the city council and municipal government, and for the use of an equity assessment when considering policies, priorities, and budgets—so decision-makers hear from all stakeholders. I support improvements to our walking and biking infrastructure and will work to expand and improve it. “Walkability” has been a major theme in recent strategic planning and development conversations, and fostering a healthy, active community has been central to my volunteer work for nearly 20 years. I’ve seen a growing sense of community, especially since our separation from the town, and our community spaces are full—even in winter. Last year’s Meet Me on Main gatherings far surpassed the block parties of years past, and people are showing up for recreation and parks events, from Halloween fireworks to the Maple Street Park winter lights, from across northwest Vermont. As we grow and change, I’m excited about an even more vibrant community. I support the Social Services Funding Program, Article 8 on the ballot, which would dedicate 1% of the municipal budget, about $113,000 per year, to social service organizations that serve Essex Junction residents. We participated in this program as Town of Essex residents since 1987, but that ended when we separated from the town. Our community has a growing need for these services, especially related to food insecurity. Brownell Library is struggling to provide services best delivered by designated agencies such as the Howard Center. I believe it’s time for our community to offer services and support, either through partnerships with non-profits with this support fund, or directly.
Thoughtful Growth and Development
I support new development, and I know we need more housing. My family has benefited from all that Essex Junction offers, and I’m excited to share that with new residents. To me, thoughtful growth means expanding homeownership opportunities; ensuring families and retirees can afford to live here; and helping young people who are just starting out find a home. I’ll work to ensure new development includes “third spaces,” such as indoor and outdoor common areas, green spaces, and places that foster connection. I’m skeptical that growth—even with grand list gains—will be budget-neutral. I’m also committed to making sure the visioning and strategic planning work of the past few years is reflected in development rules and plans—and that those plans are followed.
Economic Development
Our city center and business corridors are thriving. We’ve seen new businesses choose Essex Junction, and we should stay committed to supporting the businesses already here while recruiting new ones. Take a walk around the city and you’ll see a bike store (my favorite sign of a strong business district), a commercial interior design studio, a bridal shop, a high-end kitchen store, bustling cafés, a new anchor store in Post Office Square—and, of course, the Champlain Valley Expo. I’m excited that the city is beginning the process of forming an economic development committee to bring together residents, businesses, and developers. I’m committed to ensuring our community’s values and vision are represented in that work. We’re proud to be home to the Champlain Valley Exposition, which is a great partner and neighbor. CVE hosts our fire department for training, serves as a voting location, and keeps the property open for residents to enjoy. All of that is appreciated. It’s also time to discuss a more appropriate payment in lieu of taxes (PILOT) arrangement. The city council recently approved a ten-year agreement that allows 20 sound waivers per year—10 for the fair and 10 for other events, such as concerts. The community was clear two years ago, when CVE first asked for additional sound waivers: we welcome concerts, but the city should receive a meaningful financial contribution in return. That was left out of the agreement. I will work with CVE to find a solution that benefits both parties.
Sustainability and Climate Change
I want our policy and spending decisions guided by a framework that considers climate impact, efficiency, and sustainability. That approach supports long-term affordability. We should be intentional about climate and environmental impacts as we welcome new development, purchase city equipment, and set policy. This should include exploring shared service delivery with other communities to control long-term costs. For 12 years, the Village of Essex Junction and the Town of Essex steadily consolidated services, saving our community millions of dollars. While that effort did not lead to a merger, the concept is solid and can help slow spending growth.
Public Safety
Public safety is the largest category in the municipal budget—$3.5 million, or 27%—roughly $2 million more than the next largest department, Public Works. I’m proud to support our firefighters and ensure they have the tools they need to keep our community safe. While serving on the Village Trustees and City Council, we expanded paid training for volunteer firefighters. As development increases, we must plan responsibly. Larger buildings can place new demands on fire services—potentially requiring new equipment, expanded code enforcement, or additional staffing. The key question is whether impact fees and grand list growth will cover these costs, or whether they will fall on taxpayers. My goal is to strike a smart, affordable balance. Essex Junction is fortunate to be served by the outstanding professionals at Essex Rescue. Because this is an independent service, the city is affected by their financial pressures. We must plan for the long term to ensure continued, reliable rescue services for our community. The city contracts police services through the Essex Police Department (EPD.) The department answers to the Town of Essex Selectboard and that board sets the department budget. I’ll work to ensure a positive relationship with Town and EPD leadership, and that the city continues to receive the services we’ve contracted for. I believe EPD reflects our community’s values and I’ve worked closely with EPD and Town leadership, including during the creation of the Police Community Advisory Board. I’m grateful for their professionalism and their commitment to equity, inclusion, respect, and community-focused policing. I also strongly support the partnership between EPD and the Howard Center’s Community Outreach Team. These social service professionals respond to calls involving mental health, housing instability, and addiction, providing a more appropriate and compassionate response when a clinical approach is needed. As our city grows, so does the demand for human services. We need a thoughtful community conversation about how to formalize and strengthen service delivery to meet that increasing need.