Where Neighbors Come Together

I first ran for office because I saw a need for steady, transparent leadership that was grounded in both fiscal responsibility and community engagement. I wanted to make sure residents’ voices were heard in the decisions that impact their daily lives, and that the city’s financial health was stewarded carefully. My decision to run for re-election comes from that same motivation: I want to continue the work of ensuring Ferndale is a place where people can thrive, raise families, start businesses, and retire with dignity. I’m also running because I bring the institutional knowledge of how we got here with the Kulick Community Center - I understand the history, the financial realities, and the operational challenges - and I believe that positions me to be instrumental in crafting a pragmatic, phased approach to bringing Kulick back into use. Ferndale deserves leadership that not only champions community ideals but also has the experience and perspective to turn them into practical solutions, and I’m committed to doing exactly that. My goal, as always, is to help where I can, when I can.

I bring a blend of civic, professional, and entrepreneurial experience. Since being elected to council in 2019, I’ve been in difficult negotiations that saved taxpayers millions - from restructuring public safety vehicle purchases to converting retirees to Medicare Advantage to even negotiating our state’s first tax clawback on a tax-subsidized real estate development . Professionally, my work has run the gamut from accounting to C-suite business direction, giving me experience in budget analysis, contract negotiations, and communications. I also own a small brick-and-mortar business, which gives me perspective on the challenges local entrepreneurs face. I’ve been hands-on in everything from digital strategy to sanitation initiatives, and I show up consistently - not just for votes, but for clean-ups, community meetings, and difficult conversations.

My two no votes on the Flock contract should speak to my feelings. Flock cameras are not inherently good or bad - they are a tool, and like any tool, they come with both benefits and risks. In Ferndale, they’ve been useful in recovering stolen vehicles and assisting with investigations. But my review of the contract language, combined with research from organizations like the ACLU and Brennan Center, raises real concerns about long-term data use, privacy, and accountability.

Here’s where I stand:
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i. Local limits vs. corporate control. Ferndale’s ALPR policy limits how data is shared, but Flock’s contract language allows the company to use and aggregate our data indefinitely and to change their platform in ways that may not align with our values. While we “own” the data, Flock retains rights to use it for machine learning and product development. That conflict matters, and we need to decide whether we believe in the potential good Flock does more than the intentions of our policy.

ii. Guardrails matter. I support limiting data retention to the minimum (currently 30 days), requiring interagency sharing only with agencies that have their own ALPR policies, and ensuring an audit trail of every query. We must also insist on periodic contract/terms of service reviews so the city isn’t locked into terms that could shift under us.
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Two truths guide me here: technology evolves, and privacy, once lost, is nearly impossible to regain. Ferndale should use technology when it benefits residents — but never at the expense of our community’s values of safety, inclusion, and privacy.

Sustainability needs to be embedded in city operations. That means reducing energy costs in our buildings, expanding tree canopy protections, incentivizing renewable energy and green infrastructure in development, and making it easier for residents to make climate-friendly choices — whether that’s composting, biking, or improving home energy efficiency. Just as important, we need to track outcomes so we know where the city is actually reducing emissions and where more work is needed.

My vision is to bring Kulick back online as a community center that serves multigenerational needs — from seniors and youth to families and organizations. The building has limitations, but the location and community connection are strong, and those are assets we shouldn’t overlook.
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I support an incremental, adaptive reuse approach: making practical improvements that allow Kulick to reopen sooner, while planning for larger investments over time. That might mean prioritizing accessibility upgrades, repairing critical infrastructure, or updating key spaces first, rather than waiting for a single large-scale renovation that voters may not support with a bond (particularly when we still have a pressing need for a police/fire facility which will likely be supported with a bond). By taking a phased approach, we can restore programming and community use in the near term, while still positioning ourselves for a longer-term vision of expanded recreation and gathering space.
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I don’t see this as an either/or choice. Ferndale deserves both: a Kulick Center that comes back to life now, and a long-term plan that meets the city’s growing need for recreation, senior services, childcare, and multipurpose space. We need to view Kulick as part of a broader system of community facilities — investing smartly, engaging residents, and making sure every step forward adds lasting value.

Ferndale residents made it clear that affordability is a priority. While the Headlee rollback creates challenges, I believe it also forces the city to be more innovative and disciplined with our finances. We’ve already made tough but responsible cuts - from deferring vehicle replacements to eliminating redundant programs and staff positions. I’ll continue to scrutinize spending, push for efficiencies, and prioritize essential services. At the same time, we need to plan carefully for the long term so we don’t defer investments to the point of creating bigger problems later.

I support thoughtful, mixed-use commercial development that strengthens both our downtown and our neighborhood/transit corridors, while maintaining the character and inclusivity that make Ferndale unique. Commercial development, when done well, can expand our tax base, provide amenities and services residents need, and create jobs that sustain our local economy.
But not all development is created equal. Projects should be evaluated not just on financial return, but also on how they fit into our long-term goals as a city - sustainability, walkability, accessibility, and equity.

That means prioritizing projects that:
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i. Add value beyond the building itself, such as creating public gathering space, activating underutilized areas, or addressing parking and mobility challenges.
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ii. Integrate sustainability, through green infrastructure, energy efficiency, or reduced reliance on car-only access.
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iii. Respect scale and character, ensuring that new development complements the surrounding neighborhoods rather than overwhelming them.
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iv. Include community benefits agreements, whether that’s local workforce commitments, contributions to public art and green space, or partnerships with small businesses.

Ferndale is a desirable place to invest, and that puts us in a strong negotiating position. I believe in using that leverage to make sure development serves the community first, not just the bottom line of developers. Growth is important — but it should always be balanced growth that reflects our values and strengthens the Ferndale residents know and love.

Housing affordability is one of the most pressing issues facing Ferndale. We need a mix of strategies to ensure that people at all stages of life and income levels can continue to call Ferndale home. That means balancing both market-rate development and subsidized housing in ways that expand options without eroding our city’s diversity.
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Market-rate housing is helpful - it meets demand, adds density in appropriate places, and helps stabilize the overall housing supply. Ferndale market rate prices are not ‘affordable’ for those folks who were identified as needing affordable housing through our Community Affordability & Inclusive Housing Action Plan. Left on its own, market-rate development does not address the affordability gap that affects seniors, working families, and young people just starting out.

That’s why we also need targeted tools:
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i. Subsidized housing through partnerships and tax credits to serve lower-income residents.
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ii. Mixed-income requirements in new developments so affordability isn’t segregated or siloed.
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iii. Tax abatements and incentives that are tied directly to community benefits, not handed out without accountability.
iv. Protections for existing residents, so long-time homeowners and renters aren’t displaced as property values rise.
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I support projects that create affordable units across income levels - from deeply affordable for those most in need, to workforce housing for middle-income households. Too often, middle-income families and seniors on fixed incomes fall through the cracks, priced out of Ferndale even though they don’t qualify for traditional subsidies.
Our goal should be a complete housing ecosystem - where market-rate development, subsidized housing, and mixed-income projects work together to keep Ferndale accessible, diverse, and sustainable for generations to come.

Short-term rentals can provide supplemental income for homeowners, but they also risk reducing the availability of long-term housing and impacting neighborhood stability. They also affect our census count: when homes are primarily used as short-term rentals, they are not counted as occupied housing. That lowers Ferndale’s official population, which directly reduces the state and federal funding we receive for critical services and infrastructure.
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For these reasons, I support reasonable regulation - ensuring safety, enforcing limits, and preventing investors from converting whole blocks into de facto hotels. Residents should be able to share their homes responsibly, but safeguards are necessary to preserve housing stock, protect neighborhood character, and ensure Ferndale receives its fair share of resources.

I’d like to see stronger investment in animal control and rat control services. Ferndale is a dense, walkable community, and quality of life is directly tied to how well we manage issues like stray animals, wildlife conflicts, and rodent populations.
As the founder of the Ferndale Rat Patrol, I’ve seen firsthand how residents have stepped up to fill gaps- but volunteer groups can only go so far. The city needs a more formal, consistent role in tackling these issues. Expanding animal control and rat abatement would not only improve public health and safety but also protect property values and support local businesses.
These programs come with huge costs and operational challenges, but they’ve already been recognized as priorities in our city’s strategic plan. That tells me we’re on the right path - now it’s
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about aligning resources and political will to make progress. When residents see their city taking proactive steps to solve everyday problems like this, it builds confidence and strengthens the sense of community we all value.

I’m running for City Council because I want to be a community advocate for the important decisions, challenges, and opportunities we face together.
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Like many families, mine was profoundly changed by COVID. My priorities came into sharper focus. I stepped back from the stresses of the corporate world and committed myself to caring for my family, nurturing my creative work, and strengthening my mental and physical wellbeing. That shift also led me to engage more deeply with my community. I supported PR and communications for Ferndale Youth Assistance, volunteered with Care House, and helped on the committee to pass the 2025 Ferndale School Bond. I explored joining a City Commission, parks and recreation spoke loudest to me, but scheduling didn’t align at the time.
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During this period, I became increasingly aware of our shuttered community center. My family was missing the affordable opportunities to stay active and connect with neighbors that a community hub provides, and the more I researched the Kulick Center’s history, the more frustrated I became with its neglect.
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Community organizing came naturally. With 10 years of teaching experience, running classrooms from elementary school to undergrad, and over 20 years as a news media business leader, I’ve led by example, taught and brought people with diverse perspectives together, used smart data analytics and creativity to solve complex problems and achieve results–on time and under budget. This extensive experience led to immediate success as a community organizer and would translate to lasting and impactful people-first civil service.
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What began as a simple petition quickly grew into a coalition of more than 350 residents, earned an endorsement from the Detroit Bird Alliance, and generated broad community enthusiasm from all corners of our city. The Kulick Coalition helped move the issue back into the spotlight. Today, there is real potential for a land swap between the school district and the city, opening the door for meaningful progress.
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When residents asked me to run, I spoke with my family and realized I had more to give. I could represent our city well, standing up for residents, supporting local businesses and schools, and working alongside city staff to ensure Ferndale’s continued success today and responsible growth for tomorrow.
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I was deeply honored when so many of my neighbors asked me to run. Answering this call to serve is at the heart of my campaign and it will guide my work on Council. From the beginning, this has been about more than one building. It’s about shaping a Ferndale that is community-led, inclusive, and equitable, now and for generations to come. I’m hitting the ground running.

I’ve been a lifelong volunteer, always eager to support the communities where I’ve lived and worked. Some of my favorite experiences include wildlife cleanups and Habitat for Humanity builds in and around Detroit. More recently in Ferndale, I served on the communications team for the 2025 Ferndale School Bond Yes Committee, helped design a social media and website strategy to drive engagement and donations for Ferndale Youth Assistance, supported family programming at Care House in Ferndale Elementary, and developed content and PR strategies for the American Red Cross.
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Professionally, I bring more than 20 years of experience as both a teacher and a business leader. I’ve taught at nearly every grade level, from elementary to undergraduate, and most recently taught a course on the Oral History storytelling tradition at Sarah Lawrence College, as well as a practicum on the art and technique of the oral history interview.
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As a business leader in a multi-million-dollar automotive publication, I set long-term strategy, defined our goals, and established key performance indicators to guide our daily work. I developed and managed budgets, made difficult personnel decisions, led teams through complex, global projects, and mentored junior staff members to help them grow and succeed in their professional careers. I was also appointed to a corporate leadership team responsible for guiding staff expectations and managing culture shifts through three major mergers, as our brand was acquired first by AOL, then Verizon, and then Yahoo.
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This experience taught me the value of real-world fiscal discipline, clear communication, and professionalism during times of rapid change, all qualities that prepare me to navigate the complex and ever-evolving world of local government with both steadiness and vision.
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Locally, my record of community organizing is well documented. I’ve brought residents and nonprofits together to in an effort to save Ferndale’s shuttered community center, worked with neighbors to address blight, supported small businesses by volunteering and sponsoring events like the Harvest Festival on Livernois, and helped build partnerships to launch a Health and Wellness Commission to serve all Ferndale residents. I’m proud to bring not only experience, but a proven record of turning ideas into concrete action, delivering real results for our community.

My position on Flock Safety cameras is largely informed by the ACLU: the government should not be tracking residents through an unregulated tech conglomerate. Public safety is vital, but outsourcing surveillance to a private company without robust accountability is not the right path for Ferndale.
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I support investments in community-based policing and technology that are transparent, equitable, and developed with resident input. I have full faith in our police department and detective bureau to clear even the most serious crimes. The ACLU does not “generally oppose” the use of ALPRs (automated license plate readers) for limited, strategic purposes, such as Amber Alerts, but they should never be tied to a national database that risks violating civil rights. There are other options worth exploring here.
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Flock’s technology has been used to police and infringe upon reproductive rights, gender freedoms, immigration, and the rights of Black, Brown, and other marginalized communities. Its data has been accessed by ICE and used in ways that reinforce racial profiling and discriminatory policing patterns across the country. While our police department can technically “turn off” the national database connection, the reality is that all it would take is the flip of a switch to turn it back on, endangering the very civil liberties I am committed to protecting.
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Ferndale has long been a leader in standing up for LGBTQ+ residents, immigrants, people of color, and reproductive rights. As a father of two daughters, I want to ensure their freedoms are protected. And as someone who listens closely to our LGBTQ+, immigrant, and minority communities, I know many are feeling increasingly vulnerable in the current national climate. Rejecting surveillance partnerships with private companies like Flock is one way Ferndale can clearly and concretely show up for these communities.
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Tech companies should not be given contracts to beta-test AI technologies they can’t fully explain. I trust our dedicated police force to handle the tools that keep us safe. I do not trust a private company, especially one driven by billionaire shareholders, to put community safety above profit.
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Ferndale leads with community, compassion, and the courage to protect one another’s rights. Let’s keep it that way.

I take the issue of climate sustainability very seriously and I’m proud to be endorsed by the Sierra Club. Ferndale has been a leader in this space, and I want to ensure our city continues to lead by serving as a shining example to other municipalities, showing that financially responsible progress can also be environmentally responsible.
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Composting is a great start, and Ferndale can expand this programming by partnering with schools and community organizations. We can also look to expand renewable energy use in city facilities, for example, exploring geothermal systems instead of traditional HVAC. While geothermal has a higher upfront installation cost, it’s cheaper to run and maintain, delivers significant savings over time, and could be supported through federal funding and grants. Similarly, energy-efficient upgrades identified in the 2021 Veritas facilities report could lower energy costs significantly with a quick return on investment. These improvements would eventually pay for themselves and save the city real dollars in building operating costs.
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Beyond energy systems, we should prioritize adaptive reuse of existing buildings over demolition and strengthen our green infrastructure with more tree planting, stormwater management, and pollinator habitats. Sustainability should be woven into every city decision, not treated as a special project, so we reduce costs and environmental impact at the same time.
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I also believe in being honest with residents about the costs of achieving carbon neutrality. If the bulk of that burden is going to fall on homeowners and small businesses, then Ferndale should wait until federal dollars or state programs become available. In the meantime, we should continue to advocate in Lansing, pursue grant opportunities, and invest in projects that make more immediate financial and environmental sense. By combining creativity with practicality, Ferndale can continue to lead on sustainability while protecting taxpayer dollars and making sure residents see real, tangible benefits in their daily lives.
Some steps Ferndale could take include:
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● Expanding the tree canopy (one of the cheapest and most effective ways to reduce flooding, improve air quality, and lower home energy bills).
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● Community solar programs that allow renters and homeowners without solar-ready roofs to buy into renewable power at reduced cost. (e.g. group solar panel buys, home weatherization kits, etc.) cities can help negotiate lower costs for residents.
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● EV infrastructure expansion, especially neighborhood charging hubs, to prepare for a growing number of electric vehicles.
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● Naturalized meadows and playscapes in city parks, which are low-cost to maintain and provide big benefits for pollinators, wildlife, and outdoor learning.

My vision is to keep the building and land at 1201 Livernois in public hands. That means saving the trees, protecting the majestic chimney swifts, and reopening the building in a fiscally and environmentally responsible way so residents once again have a place to gather, grow, learn, and live.

Once the property is back under city ownership, we can conduct a thorough assessment. I am confident that modest repairs would cost far less than the extravagant alternatives previously proposed. For example, the Martin Road Park facility was a rec center (very different from a community center) projected to be smaller yet nearly nine times more expensive than early estimates to stabilize and restore Kulick.

As founder of the Kulick Coalition and proud recipient of the Detroit Bird Alliance’s endorsement, I’ve rallied more than 350 residents to call for reinvestment in this vital space. I’ve listened to hundreds of neighbors share bold, imaginative ideas: reopening the gym, adding a pool, planting meadows and pollinator gardens, even building a bandshell for concerts. Some ideas may be ambitious, but they all speak to how much this community cares. A true community center should reflect that passion, not decisions made by a select few. I’m committed to listening, collaborating, and pursuing creative solutions that meet our community’s real needs.

Independent audits confirm Kulick can be modernized with energy-efficient upgrades at a fraction of the cost of new construction. Thanks to resident advocacy, the city and school district are now negotiating a land swap that could secure the property for community use. From there, our short-term goal is clear: restore the building sustainably and affordably, reopen it for safe use, and provide programming for all ages—without adding new costs to taxpayers. Long term, we can make incremental investments that grow with community needs.

Like all proposals for our city, we need to approach Kulick with the same mindset we use to manage our homes and businesses: what will it cost, do we truly need it, and how can we fund it without overburdening taxpayers? With creativity and resident leadership, Kulick can once again be a true community hub that reflects Ferndale’s values.

One investment I think worth examining is adding a full-time grant writer to our city staff. Our department heads already do great work finding creative funding solutions, but a dedicated professional could bring in even more opportunities. In my experience working with grant writers, the funding they secure almost always far outweighs their salary. That’s the kind of strategic, cost-effective thinking I want to bring to council, finding ways to expand what we can do without asking residents to shoulder the burden.

First, I think it’s important to clearly explain how the system works. The Headlee Amendment of 1978 keeps cities from collecting more revenue than inflation allows, while Proposal A, passed in the 1990s, caps individual property tax growth but resets taxable values when homes are sold. Together, these laws help keep taxes down but also squeeze local budgets and limit revenue growth. A Headlee Override is a tool communities can use to restore some of the funding they’ve lost over time.
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The past few Headlee votes in Ferndale show that residents are looking for more proactive communication, clearer ballot language, and reassurance that their current tax dollars are being managed wisely. People are feeling the same financial pressures here that they are across the country. While taxes are essential to protect services, fund schools, and create community resources, the city has a responsibility to demonstrate fiscal discipline. That means reducing waste, making tough decisions, and pursuing creative solutions to close budget gaps.

Most importantly, residents need transparency. By being open about our finances and clear about how every dollar is spent, the city can show that it is acting responsibly, and not simply treating Headlee Overrides as an ATM.
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One of the main areas of expertise I would bring to the City Council is my ability to take complex information and distill it into clear, accessible language for diverse audiences. My experience as a teacher taught me that people learn in different ways, and effective communication means meeting people where they are. For example, a financial review committee report might seem straightforward to practitioners, but for many residents it can feel overwhelming or inaccessible. City leaders need to bridge that gap—translating technical details into plain language so everyone can understand what’s at stake and how decisions will affect them. That’s a skill I’ve honed throughout my career, and it’s one I believe is essential for building trust, transparency, and true community engagement.
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I don’t believe we should simply accept the budget as it is. We need to work collaboratively with Lansing and pursue policies that grow the pie—expanding opportunity and revenue in ways that serve residents rather than maintaining the status quo. That means supporting policies that ensure the wealthiest individuals and corporations pay their fair share. I’m already doing this by endorsing the Invest in MI Kids Initiative, which places a 5% tax on every dollar earned over $500,000 and invests that revenue directly into public schools. This initiative has tangible benefits—reducing class sizes, feeding children, and proving that bold, fair tax policy can strengthen communities without overburdening working families.

I am pro-community and pro-local business, first and foremost. Commercial development in Ferndale must align with Plan Ferndale, and we cannot sacrifice resident needs in the name of “progress.”
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In my efforts to support local entrepreneurs and small businesses, I’ve worked with neighbors to help revive the Ferndale Business Association and sponsor events like Harvest Fest, which bring vitality to our corridors. I want to ensure our business community has a strong voice in shaping development. There are areas of underutilized potential in Ferndale, and we should prioritize cultivating those spaces with developers who demonstrate true community stewardship, companies that do quality work, stay on budget and on schedule, and follow fair labor policies.
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Ferndale thrives on its unique character. We should think of development as a kind of curation, intentionally shaping spaces that reflect our funky, fabulous identity and add to the fabric of our city rather than dilute it. That means being mindful of how projects take shape and ensuring they enhance our neighborhoods, not overshadow them. Each section of our city, whether Nine Mile, Woodward, Livernois, Marshall, or Hilton, has its own challenges and opportunities. We must approach development with equity in mind, making sure zoning, resources, and attention are fairly distributed so every corridor benefits.
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I’d like to see Ferndale continue to attract local creators, makers, and entrepreneurs, the kind of unique, independent businesses that make us stand out from surrounding cities. Responsible commercial development should also be environmentally conscious. Developers should not be allowed to cut down healthy trees unnecessarily, and we should push for smart growth, more green infrastructure, and projects that reflect both sustainability and community values.
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As for cannabis businesses, I think Ferndale has reached market saturation, particularly on the east side. They generate valuable tax revenue, but at some point demand is fully met. Anecdotally, many residents I’ve spoken with feel we’ve already reached that point, and I believe we need to explore whether that’s the case before approving more.
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Finally, we should explore opportunities to transition unused light industrial areas into commercial districts that better support residents, not just visitors. By curating growth carefully, we can ensure Ferndale continues to be a city that works for everyone, today and for generations to come.

Ferndale must remain accessible to people of all ages and incomes. There are a lot of funding mechanisms for affordable housing but I think as important as how we fund housing projects is the model in which we use to execute our strategy. I’d like to examine the potential of Community Land Trusts and Co-Op housing models.

There are many examples of how CO-Op housing builds sustainable affordable housing while promoting equitable ownership models for more residents.

To create lasting affordable housing with resident ownership is an equitable and inclusive model that does more than check a box.

Adaptive reuse to reduce costs, and zoning that encourages mixed-income development. Growth should not price residents out of the community they love. Housing policy should balance affordability, sustainability, and neighborhood character.

Affordable housing and responsible residential development are central to Ferndale’s future. Our city must grow in a way that keeps longtime residents here, welcomes new families and individuals, and ensures no one is priced out of the community they love.

I believe in three key principles:

1. Affordability First – Ferndale needs permanent solutions, not temporary fixes. Tools like Community Land Trusts (CLTs) and housing co-ops can lock in affordability for future generations. I also support policies that require or incentivize developers to include affordable units in new projects.

2. Responsible, Community-Centered Development – Growth should enhance, not erode, the character of our neighborhoods. That means prioritizing adaptive reuse of existing buildings, protecting our tree canopy and green space, and making sure new projects include community benefits.

3. Public Land in Public Hands – Before selling off city-owned property, we must explore community-serving uses such as affordable housing, parks, or civic space. Development decisions should be made transparently, with residents involved at every step.
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Ferndale deserves housing options for people at every stage of life, seniors wanting to age in place, young families looking for stability, and working people who serve our community. By pursuing balanced, inclusive housing policies, we can grow responsibly while keeping Ferndale accessible, vibrant, and true to its values

Ferndale already has rules in place for short-term rentals under Ordinance No. 1258, which limits STRs to no more than 5% of available housing units on a given block. Currently, we have 212 registered STRs whose licenses will expire within the two-year period of 1/1/25 to 12/31/26. These regulations are an important starting point, but enforcement and thoughtful policy updates are key to making sure they work as intended.

Short-term rentals like Airbnb are a mixed issue in Ferndale. On one hand, they can provide residents with supplemental income and attract visitors who support our local businesses. On the other hand, if left unregulated, they risk reducing our long-term housing supply, driving up rents, and disrupting neighborhood stability.

My position is that Ferndale needs balanced, enforceable regulations that protect both residents and neighborhoods while allowing responsible hosts to operate:
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1. Primary Residency Requirement – STRs should be tied to an owner’s primary residence to prevent outside investors from converting housing into hotels.

2. Caps & Licensing – Require permits, limit the number of rentals per property owner, and collect fees that can be reinvested into affordable housing or neighborhood improvements.
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3. Neighborhood Protections – Strong enforcement of nuisance rules (noise, parking, trash) to ensure STRs don’t harm quality of life on residential blocks.
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4. Housing Affordability Safeguards – Direct revenues from licensing fees into housing affordability programs so short-term rentals don’t undermine long-term affordability.
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Ferndale is a welcoming city, but visitor fun should not come at the expense of residents’ ability to live and thrive here. Responsible, balanced regulation is how we make sure STRs benefit the community without hollowing it out.

I would like to pilot a Health & Wellness Commission to bring residents, health professionals, and community partners together. Its focus would be expanding access to mental health resources, fitness and recreation opportunities, nutrition, and overall quality of life. Ferndale should not only be a great place to live, it should also be a healthy place to live at every stage of life.
Beyond that, I think there are several small but meaningful services the city could provide or restore:
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● Winter Safety Support – In the past, the city used to drop salt off at residents’ homes during the winter. Reviving this service would especially benefit seniors, people with disabilities, and families with limited mobility.
● Resource Access on the East Side – Ferndale’s east side residents have fewer direct city services and community assets nearby. We should explore satellite resource hubs or pop-up city services (health clinics, mobile recreation, utility payment assistance, tool lending, etc.) to ensure equitable access across the city.
● Tool & Repair Library – A community lending library for tools, lawn equipment, and household repair kits could help residents save money, cut waste, and strengthen our DIY culture. This could be hosted at Kulick or in partnership with the library.
● Aging-in-Place Support – Programs like home repair assistance, weatherization services, and estate planning resources would allow seniors to remain comfortably in their homes while maintaining neighborhood stability.
● Digital Equity & Connectivity – Offering free public Wi-Fi zones in parks and community centers, as well as digital literacy workshops, would ensure every resident can access the tools they need for education, work, and civic life.
● Neighborhood Resource Fairs – Quarterly events that bring together nonprofits, service providers, and city departments in one place—so residents can access information on everything from rental assistance to environmental programs in a single stop.
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All of these services are about making life easier, safer, and more connected for residents without overburdening taxpayers. By starting small and building partnerships, Ferndale can expand its reputation as a community that takes care of its people.

I decided to run for City Council because I care deeply about Ferndale and want to ensure our city continues to thrive. Through my service on commissions and committees, I’ve seen firsthand just how complex city government really is. Balancing budgets, maintaining public facilities, and planning for the future all take patience, persistence, and a willingness to do the hard work behind the scenes.

Right after moving to Ferndale, I got involved, joining the Environmental Sustainability Commission in 2019. I’m still on that committee today. Most recently, I served as the Chair of the resident-led Finance Review Committee and I wrote the report that makes our municipal finances more understandable for everyday residents. I have also been a part of the Facilities Task Force and the Master Land Use Plan Steering Committee, informing how we maintain our city-owned buildings and what we want our community to look like in the future. In recognition of my commitment to volunteerism, I was honored when Mayor Leaks-May named me Ferndale’s Citizen of the Year in 2024.

For me, caring for our community has always been about stepping up where I can make a difference. Running for Council is another way to do that, and a chance to help keep our city strong, responsive, and welcoming for everyone who calls Ferndale home.

My volunteer service listed above has given me firsthand experience with two of our city’s ongoing challenges: managing the budget and maintaining our buildings. Working on these issues has helped me understand the complexities involved and prepared me to contribute effectively from day one.

In my professional life, I work as a program manager in the energy efficiency field, overseeing a program that helps people cut energy waste and lower utility bills at home. I design strategy, manage budgets, and track results to make sure the program is cost-effective and delivers real benefits. Before that, I worked for a nonprofit helping commercial building owners meet energy, water, and transportation emission goals, which taught me how to engage a wide range of stakeholders and translate technical goals into practical steps. I also spent eight years in project management for the maintenance department of a regional bank, coordinating repairs at dozens of branches and writing annual budgets. I am also a LEED Accredited Professional in Existing Building Operations and Maintenance.

This adds up to skills that go well beyond the realm of buildings: managing complex budgets, weighing trade-offs, planning for the long term, and communicating clearly so people can make informed decisions. These are the strengths I will bring to the council table, and I believe they are what Ferndale needs as we navigate today’s challenges and tomorrow’s opportunities.

Having weighed the evidence for and against the system, I cannot support continuing the contract. Caring for our community means protecting us from crime, but it also means dismantling the tools that can be used to oppress us.

I’ve been following this topic since it first came before City Council, and I’ve discussed the issue with Police Chief Emmi. All indications are that the Ferndale Police Department has used Flock responsibly and as it is intended to be used. The system has helped solve serious crimes, including the tragic murder of a DoorDash driver earlier this year.

There are two major concerns that I cannot ignore when it comes to Flock. First, the ACLU has reported that Flock is introducing artificial intelligence to flag people’s movement patterns as suspicious even when no crime has been committed. Whether or not those features are available to Ferndale, I do not believe our tax dollars should go to a company that promotes technology designed to generate suspicion. Second, while Ferndale has put safeguards in place, we can’t guarantee that the federal government won’t gain access to this data, even against our wishes. In today’s political climate, that risk is real, and it endangers vulnerable people in our community, including immigrants and those exercising their reproductive rights.

I served on the steering committee when Ferndale’s first Climate Action Plan was adopted a few years ago. This plan will be updated again in 2027. I’ve seen how important it is to treat this as more than just a vision on paper. We need a clear roadmap for how to achieve our goal of carbon neutrality by 2050. We must make sustainability a higher priority in the city’s strategic planning. Caring for our community includes preparing for hotter summers, flooding, and the very real impacts that neighbors already see in their basements and on their utility bills.
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There are practical steps we can take that advance our climate goals and improve daily life. Expanding our tree canopy cools our streets, cleans the air, and reduces flooding. Green infrastructure like rain gardens and permeable pavement can be built into street projects to manage stormwater before it causes problems. And when we design or renovate city buildings, we should make sure they are energy-efficient, resilient, and cost-effective to maintain. These are smart investments that save money in the long run while protecting the environment.
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Sustainability is also about how we live day to day. Our recent zoning update to allow more housing types was one step toward reducing long commutes and sprawl. It also strengthens Ferndale’s tax base and puts more people closer to our small businesses.
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We should also give residents and small business owners better access to information about ways they can save energy and cut costs at home or at work. I’m working on projects that will accomplish this on the Environmental Sustainability Commission now. We can meet the challenge of climate change with creativity and collaboration to build a greener, stronger, and more welcoming city for generations to come.

If the city can acquire the Kulick building, it opens the door to a community-wide conversation about what kind of gathering space we want and how best to invest in it. There’s been talk of reopening the building for around $2 million, but that number does not cover the major work needed to make it safe and functional for decades to come. In addition, the building is only about half the size needed to meet the city’s long-term needs.
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When I served on the Facilities Task Force, we studied all options: renovating, expanding, or building new. Renovate + Expand was about the same cost as a new center. And a purpose-built facility could be designed to meet today’s needs and serve generations of families with properly funded maintenance.
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Because this is such an important decision, it’s critical to engage the entire community in shaping it. We need to be very clear about what each option would provide, how it would serve residents, and what it would cost. Residents must be asked to weigh in on the programming, from youth activities to adult education to opportunities for seniors to gather.
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Because it may take years before a building can open on the Kulick site, thinking about what we can do today also matters. Our seniors are meeting at the Hazel Park Community Center, located right on the border of Ferndale. Let’s explore other opportunities for programming here, and ask Oak Park about sharing space there, too. We should strengthen relationships with the Library and Schools and uncover what the City might have available to meet their needs (for example, students learning about municipal government by spending a day at City Hall) in exchange for the ability to hold City events in their buildings. Conversation is key to uncovering the needs that exist and how we can work together to fill gaps.

While serving on the Finance Review Committee, I learned a lot about the financial challenges faced by cities across Michigan. We can’t mince words because the City Manager’s office was very clear when they presented the options in January: Even though the millage passed in May, the first deficit is expected in 2031.
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There are a few things we need to do immediately. The first is advocacy. We need to be contacting our state representatives regularly, asking them to fix the property tax laws that changed in 1994 and got us into this problem and they must provide our fair share of state revenue sharing. Since 2003, Ferndale has lost out on around $1.5m each year that we should be receiving from the State. That adds up to around $30m that could have been funding our city, and equivalent to one full year of our General Fund budget.
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We need to be partnering with cities around us, both on advocacy and day to day maintenance. When we bid projects in collaboration with neighboring cities, we can achieve economies of scale, lowering the cost of that project. There could be tremendous savings if we could get the DPW Directors for all the cities around us to talk about their 5-year project plans and work
together when possible. We also need to be working with resources at the County level, like their newly-hired Chief Sustainability Officer, to help us tackle projects we couldn’t do alone.
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Our budget needs significant changes that help residents understand exactly where money is being spent. If a budget category is increasing significantly, there should be clear details on why that increase is necessary. If there’s a big decrease, we should be clear about the impact, particularly if an existing service was discontinued. A readable budget will help us all identify potential areas for cost savings.
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We also can’t talk about the financial state of the city without talking about the financial state of our neighbors. We need to do a better job letting residents know that there are property tax exemptions for income-qualified people, and those who are a disabled veteran or their spouse. Ferndale could do a better job promoting the grants for home repairs and yard clean up for seniors. We should also expand our messaging to opportunities like the Home Heating Credit and tax breaks on energy efficiency improvements.

When I ask residents what they love about Ferndale, most respond with “walkability” and it’s what I love too! What makes a community walkable is having places worth walking to. Thriving businesses are at the heart of that, and I want to see our commercial spaces filled with shops, services, and gathering spots that add to the life of our neighborhoods.
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My preference is to see local businesses take root and grow here, because they reflect our community’s creativity, character, and values. While there are legal limits on treating chain businesses differently from local ones, the city can create an environment where local entrepreneurs can succeed by streamlining permitting, offering small business support, and investing in corridors that are attractive and welcoming.
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We have already seen proof this works. The ongoing revitalization of Livernois shows that prioritizing people helps businesses succeed. When we make it safer and more enjoyable to walk, bike, and linger in our commercial areas, everyone benefits: residents, visitors, and business owners alike.
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Next, we need to think beyond downtown and Livernois. Strengthening our neighborhood commercial nodes, including Hilton, Woodward Heights, and the sections of 9 Mile outside of downtown, can extend vibrancy to more parts of the city. A healthy mix of businesses matters as well. Residents want the restaurants and nightlife that bring energy, and they also want everyday needs met, including groceries, clothing, personal services, and spaces for community connection.
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Finally, we have to look at the bigger picture. Commercial development that balances growth with quality of life, integrates housing and retail, and advances our climate and sustainability goals will make Ferndale stronger and more resilient in the years ahead.

Caring for our community includes creating opportunities for people to come be part of our community here in Ferndale. Another thing residents tell me they love about Ferndale is its diversity and inclusiveness. Part of continuing as a welcoming city is making it possible for a wide variety of people to live here. When I tabled at Pride earlier this year, I spoke to many attendees who reported that they aren’t Ferndale residents, but would like to be if they could find a place to live at a price they could afford.
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To do that, we need a variety of housing. I served on the Master Land Use Plan Steering Committee and Goal 1 in Ferndale’s plan includes additional housing/residential infill. I supported the plan then and I will continue to support new housing opportunities if elected to City Council. This includes triplexes and quadplexes in traditional residential zones by special land use as outlined in the Master Land Use Plan and recently approved by City Council in Ferndale’s zoning re-write. The Master Land Use Plan and the Zoning update were created with extensive community engagement, so those will continue to be my guiding documents.

To ensure new construction fits the character of our community, we should look at what’s already working in other cities. The Michigan Municipal League has blueprints for quadplexes that look very similar to existing Ferndale homes. Kalamazoo adopted a catalog of pre-approved designs that fit their neighborhood character. Ferndale should take this approach, ensuring that when a triplex or quadplex is built, it blends in with the surrounding neighborhood.
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While I was the chair of the Finance Review Committee, we asked city staff a lot of questions about how tax incentives work as well as how they enable affordable housing construction. As a result, we gained a much better understanding of how short-term incentives benefit the community over the long term by building the tax base. A broader tax base then reduces the burden on individual homeowners.
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The thoughtful application of right scale, right design, and right incentives (when necessary) makes it possible for more people to enjoy our amazing city.

Short-term rentals like Airbnb are a tricky issue. They cause problems for neighbors and contribute to the housing shortage by taking units off the long-term rental market, which in turn raises rents. State law says we can’t simply outlaw them, but we can regulate them. Ferndale already has a short-term rental ordinance, which mirrors many of the best practices other cities across the country have implemented. Enforcement, however, is challenging because it relies on people being honest about whether a property is their primary residence, and our code enforcement staff have limited capacity to track down and verify listings.
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One way forward is to consider adding enforcement capacity which will enable faster follow up. An idea suggested by a resident is to crowd-source local knowledge and add a category on See Click Fix, the city’s issue-reporting app, so that neighbors can report an unregistered rental.
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Building relationships at the state level for stronger regulations on short-term rentals is also important. And once again, advocacy is key. We need to be working with other Michigan cities and, together, telling our state representatives that we need better regulations on short term housing rentals. We should continue monitoring innovations in other communities and adopt strategies that prove effective, so Ferndale can stay ahead of the curve.

I believe the best way to serve residents is by making sure the services we already provide are run effectively and in a financially sustainable way. Before adding new programs, it’s important to strengthen what we have. That said, there are areas where small, practical investments could make a big difference, such as detailed emergency preparedness and adding (and maintaining!) green infrastructure to reduce flooding. These kinds of improvements build resilience while keeping our focus on maintaining strong, reliable services for everyone.
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One of the biggest issues residents share with me is about code enforcement. Ferndale has two code enforcement officers who split the city between them. Adding a third officer would enable them to respond to issues more quickly and have the time to follow up as needed.
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Similar to reporting unregistered rentals, I would also like to see a clear process for residents to report a vacant home. Ferndale now requires home owners to register their home when no one will be living there for an extended period of time, and to allow interior inspections every six months to ensure it doesn’t present a danger to the community. One flaw with this ordinance is that it relies on honest owners to register their homes. When negligent owners fail to do so, and fail to keep their property in a safe and clean condition, it is the neighbors who will notice the problem first. Those residents need a simple way to report the issue. A simple update to See Click Fix, will help get the process started.