Traditional political campaigns are full of broad platforms, general stances, and lofty promises, but they rarely tell how things will actually get fixed. This bridges that gap by offering concrete, immediate solutions rather than just vague goals.

I break down 10 practical, actionable policy shifts into single-focus topics. Each highlights one specific, manageable change that can be tackled right away to build momentum in the first 100 days.

1.  Home Rule Charter Amendments

Should major decisions about local assets be decided by a handful of officials, or by the people who live here? I will propose a council-initiated Home Rule Charter amendment that requires direct voter approval before any Town-owned mineral rights can be sold. In addition, we need to establish regular 5-to-10-year charter reviews and tighten timelines for filling Council vacancies so seats aren't left hanging. These structural updates place long-term decision-making power back where it belongs — with the residents.

*Note: A Home Rule Charter amendment may be referred to the Town electors by a majority of the Town Council, and then voted upon by residents prior to adoption and inclusion within the Charter - as per Town of Erie Home Rule Charter 15.07(1)(a)

Pillar: Resident-First Governance & Transparency



2. Proactive Infrastructure Capacity Audit and Growth Mapping

Serving the Town for the past 6 years, I have come to understand that many of the strains we have faced — largely related to our infrastructure, resources, and budgetary restrictions — have been due to siloing or a lack of information and data availably shared between departments. As Erie grows, we need to ensure the infrastructure and resources can support our future without creating unexpected strains — and have all departments on the same page as to where we stand.

I will propose a key work priority be added to the Council Work Plan for Town departments to conduct a comprehensive audit of all town infrastructure and resource capacities. This audit should be paired directly with the creation of population and dwelling unit growth projections by Planning and Development, so we can pinpoint the exact year and milestone where capacity limits will be reached.

This proactive mapping ensures we plan, budget, and build essential capital improvements well before problems occur, rather than reacting after a capacity issue occurs. Transitioning from reactive fixes to proactive planning protects our town's quality of life and long-term stability. 

Pillar: Growth Management, Sustainable Infrastructure & Resources

3. Stabilizing Our Budget, Protecting Essential Infrastructure Without New Fees

Erie’s Capital Improvement Fund is projected to be depleted starting in 2028, leaving the Town to rely solely on prior-year excess revenues to fund essential projects and maintenance. Street maintenance alone requires $4.5 million annually, yet staff’s proposed solution is to add a new fee directly to our monthly utility bills to bridge the shortfall.

I do not believe shifting this burden onto residents and businesses through new utility bill fees — or resorting to worst-case scenarios like staff furloughs and layoffs — is the right path forward to stabilize our budget. If a dedicated street maintenance fund is truly required, any new cost imposed on households or businesses should be referred to voters for approval, not quietly tacked onto monthly utility bills.

In my first 100 days, I will propose establishing a Citizen Finance Advisory Committee to provide recommendations in reallocating existing revenues towards critical municipal services. Restraining non-essential overhead and living within our means ensures our core infrastructure remains fully funded without raising costs for families. Responsible fiscal management means prioritizing essential services first — not passing the bill to taxpayers.

Pillar: Financial Resiliency, Sustainable Infrastructure & Resources



4. Quarterly Town Halls for Open Resident Dialogue

A key concern raised by residents over the years has been access to information, specifically understanding what exactly is happening in the town at any given point. Personally, I believe that elected officials should be actively listening to residents year-round, not just when a crisis pops up or when an election is around the corner.

I am committing to proposing (and regularly attending) quarterly town halls to deliver true resident-first transparency. Rather than holding community meetings only when major issues arise, these sessions will provide a predictable forum and format. They can focus on hot topics top-of-mind for the community, provide a run-down of the major policy discussions or projects happening town-wide, or simply offer an open floor for anyone to speak about any topic they choose (for the Gilmore Girls fans out there, think Stars Hollow - sans Taylor and Miss Patty ). Listening to your ideas, concerns, and perspectives is essential to delivering real, proactive leadership. Establishing a consistent line of communication ensures your voice shapes town policy before decisions are made.

Pillar: Resident-First Governance & Transparency

5. Evaluating Erie's Water Investments and Long-Term Supply Options

As one of the candidates for the Town Manager position noted on Tuesday night: Everything needs water to grow — plants, people, communities. Erie is currently the largest participant in the Northern Integrated Supply Project (NISP), holding 4,500 acre-feet — or 23% — of the total 19,500 acre-feet allocation. With NISP's overall cost estimated between $1.7 billion and $2 billion, Erie's projected share stands around $500 million. Before asking our residents to absorb such a massive long-term financial burden, we must thoroughly evaluate whether continued investment in NISP makes the most sense for our town's future.

In my first 100 days, I will recommend that we analyze alternative regional water projects, evaluate their associated costs, and determine whether remaining in NISP or pivoting to other options best serves Erie. I believe that the Town should not further invest in NISP until this is completed, to understand whether better options may exist that are more time and cost effective.  Smart, proactive water management is essential to securing our growth without placing unsustainable costs on households.

Pillar: Sustainable Infrastructure & Resources, Financial Resiliency



6. Streamlining Event Permitting Through Community Organizations Roundtable

Local events like community fairs and festivals held on Briggs are what make Erie feel like home. However, after speaking directly with many of the organizations who put on events within Town, it's clear our new permitting process has become overly complex and onerous for volunteer organizers. While health, safety, and traffic protocols are necessary, our dedicated volunteers shouldn't spend hours re-creating redundant paperwork like emergency plans from scratch.

I will propose to host an Event Organizers Roundtable to hear directly from our community and establish standardized municipal templates that simplify the process. Working together, we can address safety concerns without burdening the organizers who bring our town to life. Supporting these grassroots gatherings protects our Town's culture and drives vital foot traffic directly to our local storefronts.

Pillar: Resident-First Governance & Transparency

7. Housing Diversity & Code Modernization

Planning for Erie's future means creating housing options that fit every stage of life, from young families to retirees. While updating our development codes allows us to encourage diverse housing while keeping public hearing processes intact, infill development brings its own unique challenges. For years, our housing stock has comprised almost entirely of single-family homes, while options fitting different income levels — like townhomes and duplexes — were pushed to the tail end because they generated smaller developer margins.

In the first 100 days, I will propose a development code amendment that requires a diverse mix of housing options from the very start of a project, rather than as an afterthought. At the same time, I will propose strong guardrails around infill development to ensure new projects remain strictly compatible with established neighborhoods. Modernizing our codes ensures housing fits local needs while protecting the unique character of our existing community.

Pillar: Growth Management



8. Overhauling Permitting Roadblocks to Spark Local Economic Growth

Erie’s economic progress and local growth have slowed because doing business in our town has become unnecessarily difficult. Complex permitting processes and lengthy review timelines are stifling both commercial and economic development.

To fix this, I will propose an Economic Development Roundtable that brings together local business owners, developers, and Town staff to pinpoint existing roadblocks. By collaborating directly with staff, we can streamline regulations, shorten approval timelines, and eliminate red tape. Erie must shift from being perceived as a barrier to becoming an inviting partner for smart investment. Broadening our commercial tax base through welcoming economic development protects resident wallets and helps fund essential community services.

Pillar: Growth Management, Financial Resiliency



9. Modernizing Land-Use Codes for Data Centers and Industrial Uses

As industrial technology rapidly evolves, Erie must ensure our land-use regulations proactively define how they affect our community's resources and quality of life. Currently, Erie’s Unified Development Code does not contemplate data center operations — whether small-scale, large-scale, or anywhere in between. The Town must investigate modernizing our code to properly evaluate data centers just like any other industrial use. The reality is that Erie does not currently have the available land or water capacity required to support the resource-heavy variant of these operations.

I will advocate for bringing this critical topic to an open Town Hall meeting so residents can weigh in on their concerns and decide if and how Erie should allow such developments. Updating our development standards before applications arrive ensures we safeguard our water, power, and neighborhoods.

Pillar: Growth Management, Sustainable Infrastructure & Resources, Resident-First Governance & Transparency

10. Depth, Experience, and Informed Leadership for Erie

Serving Erie for the past 6 years — currently as the Planning Commission Chair, a former Council Member, and a Planning Commissioner prior to that — has taught me that effective leadership starts with doing the homework. I believe in researching every topic thoroughly, listening intently to resident testimony, and always being completely transparent about where we stand.

Detailed knowledge also matters. Whether it is understanding that, no, our current water treatment facility is NOT able to filter natural uranium from our water, and it would be very costly to be able to do so. Or that when evaluating negotiated agreements, knowing how recouping 200% of costs yields the same total amount in the end, regardless of the timeline — whether that be 1 year or 5.

Digging into the details and fully understanding the issue allows us to navigate complex technical choices with clarity, and deliver real solutions where others only see roadblocks. That thorough, transparent approach isn't just a candidate pledge; it is who I am, and I will maintain these exact standards throughout my entire time on Council. Being educated on the facts ensures we protect Erie's financial and physical health with steady, proven leadership — starting on day one.

Pillar: Financial Resiliency, Resident-First Governance & Transparency