Editor’s note: A separate Q&A with North Bend Mayoral candidates Rob McFarland and Mary Miller will be published this Sunday, Oct. 29.
Four seats on the North Bend City Council are up for election this fall. In just a few weeks, during the Nov. 7 General Election, residents will get to chose who they want to represent them on council.
To help voters, the Valley Record has asked all candidates running in competitive races to answer a series of questions about their their experience, priorities and why they would be the best candidate for the job. Their responses can be read below. (Answers have been edited for clarity and brevity)
Council Position 1 — Christina Rustik v. Errol Tremolada
Christina Rustik (left) and Errol Tremolada. Courtesy photos
Errol Tremolada works on strategic real estate for Amazon and holds a bachelors in political science from the University of California Berkeley. He has served on North Bend’s planning and salary commissions.
Christina Rustik is a senior leader at Boeing and holds a bachelors in engineering from the University of Washington and a masters in business administration from the University of Phoenix. She is a member of North Bend’s Economic Development Commission.
Tell us about yourself and why you’re running for city council
Tremolada: I’m a husband and father of three young children. My family is invested in the North Bend community for the long term and I want there to be a voice in local government that represents all working families of North Bend. I’m running because I want North Bend to be self-sustaining, financially independent and a place that fosters small business growth. We are lacking in infrastructure. We need to shift our focus from residential growth to answering the commercial needs of the families that currently live in North Bend. Fostering quality commercial development that supports our community needs will elevate our tax base to sustain the long-term future of North Bend.
Rustik: I am running to preserve the rich history and character of North Bend, to advocate for responsible and balanced growth, and to ensure that North Bend remains a great community for families and business to thrive.
I am a lifelong Washingtonian, and proud to call North Bend home for 10-plus years. My family loves enjoying our parks, trails, and local businesses. We’ve all seen communities grow too fast and negatively impact their resident’s safety and quality of life. The pace of growth in North Bend is alarming and we need a measured approach to protect the attributes that attracted us here.
I am a natural leader and problem solver with 30 years of experience at Boeing leading large organizations, managing complex projects, and working with diverse stakeholders to resolve competing interests. I believe these skills can help our community effectively address the issues and challenges ahead.
If elected, what would your top three priorities be?
T: My top three priorities are thoughtful commercial development and infrastructure, stimulating small business growth and public safety.
R: As your elected councilmember I will prioritize;
Responsible planning, and effectively managing growth, ensuring that we have sufficient infrastructure in place, and that any impacts of development are identified and adequately mitigated. This includes providing sufficient funding, staffing, facilities, and equipment for public safety and our first responders. This includes safe parking, traffic management, and walkways near schools for our students and families. This includes sufficient water and sewer capacity to support growth and development and that our existing residents are not subsidizing development through higher utility rates and conservation. Our approach to growth must address all of these aspects or we risk failing our citizens like many other cities have failed theirs.
Seeking opportunities for economic development that complements and enhances the unique attributes of North Bend. This would include specialized grocery stores and restaurants in the Greater Downtown, Outlet Mall and Mountain Valley Center. Expanding our parks, trails and recreational activities while protecting and preserving the natural beauty of our surroundings.
What issue or issues do you see as the most significant challenges over the next few years? Tell us why you are uniquely qualified to handle or find a solution to these issues.
T: The commercial development of North Bend has significantly lagged behind our residential growth. Residential growth does not make the city money but rather drains resources as it requires a higher burden of service. I’ve spent my entire professional career in commercial real estate development. The large majority of my career focused on representing the needs of small and mid-sized businesses. I thrive with collaboration and bringing together subject matter experts to drive decision making. I’ve spent the last 18 years negotiating on behalf of clients and I look forward to advocating similarly on behalf of the taxpayers of North Bend.
R: What I heard from residents is that the most significant challenges are growth and infrastructure, economic development and diverse housing. The real key is how the city addresses and manages these issues. My leadership experience and technical background allow me to understand all sides of any issue and be diligent and transparent to all those who might be impacted. In addition, my project management experience balancing costs, defining a clear statement of work, and schedule management will be critical in the project oversight responsibility of the City Council. My experience engaging stakeholders in a way that allows them to provide input, will help the city understand and resolve competing interests and find win/win solutions.
As a member of the Economic Development Commission, through the revision of the 10-year plan, I understand the challenges existing and future local businesses face with things like signage, parking, and sufficient labor. I am working with members of the Chamber of Commerce and The North Bend Downtown Foundation and will continue to do so as a member of the City Council.
How are you currently involved in the community?
T: Currently, I sit on the Planning Commission of North Bend as well as the Board of Directors for Snoqualmie Valley Little League as the Director of Coaching and Player Development.
R: I currently serve on the North Bend Economic Development Commission which advises and provides recommendations to the city administration and City Council for North Bend’s economic growth and development. On a weekly basis, I mentor at North Bend Elementary as part of the Empower Youth Network Mentorship Program. I am also involved in the Snoqualmie Valley Women in Leadership group. We serve women in the Snoqualmie Valley who are in or want to develop into positions of influence and leadership.I have spent the past six years on the board of directors of my Homeowners Association including the last three years as president.
When my kids were younger, I was very active in schools, the arts, and sports programs. I was also a Girl Scout leader for my daughter’s troop from elementary through high school.
Tell us about your professional experience and how it would benefit the city council.
T: I’ve never run a local business however during the first 15 years of my career I focused on representing the real estate needs for small to mid-sized businesses and regional nonprofits. I understand the economic pressures and headwinds that small businesses face when underwriting their startup costs. Real estate and infrastructure are the largest line items for any business; second only to employee salaries. I want to help pave the way for businesses to get over these hurdles to launch and grow successfully here in North Bend. I work with cross functional teams from 5 to 50 people on a regular basis with budgets upwards of $1 billion.
R: Over the course of my 30-year career with Boeing, I have held many engineering, project management, and leadership positions. I have extensive experience in budgeting, strategic planning, supplier management, and overseeing complex multi-million-dollar projects and initiatives.
I’ve led an organization of over 200 people, responsible for large scale building and equipment maintenance, and the infrastructure required to support a fast paced and dynamic aircraft manufacturing environment. In my current role as Senior Leader with Boeing Commercial Airplanes, I am responsible for growing and developing the employee pipeline and providing guidance and analytics which supports business planning and decisions across the Puget Sound region. In this role I balance the near term and future needs of over 20,000 employees with the priorities and strategies of the company.
I have worked with many small and local businesses which have supported my organizations. I have developed strong working relationships and partnerships with these companies and their teams. My career experience will allow me to make a seamless transition to the role of City Council Member, and I look forward to partnering with our local business community as we identify and pursue economic development opportunities.
Housing in our community has become unaffordable for many – including service workers, first responders, law enforcement and teachers. What policies or ideas would you support to address this?
T: I’d like to see a focus on the downtown area. If we are to create density at all it should focus on walkability while stimulating a more vibrant downtown. We need to invest in more robust infrastructure throughout the greater downtown area so that developers are more able to underwrite affordable rental units near our city center. Housing cannot become more affordable without significant infrastructure investment. The current position of North Bend has been to leverage developers to cover the costs of the infrastructure upgrades. This strategy is common, however will never result in affordable housing. Developers underwrite real estate investments to realize a return. The math either results in a profitable investment or not. If we push costs onto developers, it will simply result in higher purchase and rental costs. Investment in infrastructure must be a priority for the city. This may require reorganizing our budget. Focusing on infrastructure will help lower development costs and allow for more affordable housing as well as affordable commercial development which is vitally important for the financial sustainability of North Bend.
R: The average annual salary for a local teacher is $62,000, which allows for a monthly housing cost of $1,550, or the equivalent of a $200,000 mortgage. That home simply does not exist in North Bend where the average home price is over $900,000.
Mixed use buildings, with commercial and residential units have become popular, and in some cases an effective method to provide more affordable housing in downtown business districts. However, a one-bedroom apartment along North Bend Way rents for $2,150 per month, far above what the average teacher salary could afford.
Rental options are important but our approach to housing must include keeping people housed and providing pathways to home ownership. In order to create this path in North Bend, we need to find ways to work with developers to build smaller homes. I would support opportunities for the city to partner with builders on obtaining grants for land or infrastructure costs to allow for building a smaller 1,200-1,500 square foot home at a lower cost to homebuyers.
Another significant cost to developers that is passed on to new homeowners is the cost of materials and labor for home construction. Prefab homes that are assembled on site may be an affordable option with less environmental impact than conventional construction. As we consider these alternative housing designs, we need to make sure that future development is architecturally appealing and compliments surrounding neighborhoods. Existing zoning, city codes, and legislation may need to be evaluated to facilitate new ideas to address housing issues.
How would you balance the need for economic development and more housing with sustainability and preserving our community’s small-town feel?
T: First and foremost, I want to focus on the future that North Bend residents truly want regardless if that aligns with Olympia. We have had a significant focus on meeting the requirements of the Growth Management Act. However, if North Bend’s true needs do not align with the numbers required by Olympia then we need leadership that is willing to stand up and say so. We have very unique environmental, natural and topographical constraints in our mountain town. We need to be thoughtful about the future of our town and be cognizant about any decision that may have a generational impact. This is why it is vitally important to become as financially independent as possible.
If we are to chart a future that is uniquely North Bend then we need to be sure that we have the financial wherewithal to do so. Our neighbors in Carnation have already said that they will not meet the requirements of the GMA and cities all over Washington have done the same. We need to listen to the taxpayers of North Bend and understand what they truly want. The voters deserve to know what their options are for continuing on the path of growth or taking a different approach. I’ve been voicing this concern at planning commission meetings. I’d also like to see a stronger political and economic partnership with the Snoqualmie Tribe who is advancing their casino development which should benefit North Bend with proper collaboration. Our interests in conservation, sustainability and responsible recreation should be better aligned with the Snoqualmie Tribe. The community of North Bend is incredibly strong and fully embraces outdoor recreation. This town needs to maintain its outdoor space and we need to be thoughtful about how growth could impact that lifestyle.
R: My definition of small-town feel is a community whose residents care about the people and place they live. They do not need to know every resident but instead they feel connected and engaged with the people and places where they live. North Bend has a rich history, historic downtown and natural surrounding beauty which connects both long-time and new residents together with pride. We must capitalize on our cities unique assets and not try to create a new identity and lose that pride.
Sustainable or prospering communities maintain the balance between growth and development and this small-town feel. A sustainable community involves a variety of resident perspectives in planning for the future. The North Bend Comprehensive plan is currently under update and includes the opinions of residents and business owners. In addition, a sustainable community will attract and retain future business owners. This is why planning for a variety of housing options is critical.
Experts agree that successful communities pay attention to where they put development, how it is arranged and what it looks like. It will take the leadership of the City Council to ensure that development matches the desires of the community as documented in the Comprehensive Plan.
Community differentiation is an economic development imperative. According to experts, successful communities pay attention to aesthetics. These include, signs, trees, protecting scenic views and historic buildings. New construction must fit and complement the existing community, not replace it. Maintaining the quality of life for all residents will ensure that everyone remains connected and engaged today and in the future. This will balance economic development with preserving and sustaining our small-town feel.
In your opinion, is the city headed in the right direction? If yes, what is it doing well? If not, what needs to change?
T: I do not. I don’t think we are focused enough on what it means to be our own town. We need to focus on what our families truly want and not be influenced by other cities. We need to ensure that we are investing in infrastructure at scale so that we are making it easier for small businesses to succeed here in North Bend. We need to focus on building more commerce. Residential development without balanced commercial growth creates major gaps between level of service required and revenue to fund it.
We need to be more financially and politically independent. An example is the departure of Chief Perry Phipps from the Snoqualmie Police Department. North Bend spends upwards of $6 million on police services. Snoqualmie made that decision. The contract represents yet another misstep in the future independence of North Bend. Any decision that is made that will affect the future of North Bend should be represented by the voters. North Bend voters should know the opportunity cost prior to signing up for another contract with Snoqualmie. What would it cost to stand up our own police department? What would a regional agreement look like for police services (similar to Eastside Fire)?
I’d also like to see the city make a more conscious effort to engage the public. This town has grown significantly with younger working parents. I’d like to set up a YouTube Channel where all council and commission meetings are live streamed and recorded. Making these conversations more accessible to working parents will allow for more appropriate planning and guidance for the future of North Bend.
R: I believe that there are many things that the city does very well! Many people that I’ve talked to in the community agree that increasing sidewalks has improved walkability, safety, and access to parks and trails. It has been great seeing new businesses start up in our downtown, and people love our community events. The presence, professionalism, and service of our First Responders has been excellent and must continue to be a priority for us. While traffic roundabouts have received mixed reviews from people I’ve spoken with, the majority agree that they have improved the flow of traffic in most of the areas.
However, the rapid pace of growth and the inconsistent adherence to existing codes and zoning for development suggests that there is much room for improvement in both approach and outcomes. Growth remains the top concern for residents as it directly impacts affordability, mobility, safety and overall quality of life. Our direction for the future must balance the need and opportunity for growth while prioritizing and appreciating those that have already chosen to make North Bend their home and place of business. Choosing unmitigated development over our current citizens and business owners would be a failure of both leadership and stewardship, and threaten what we have enjoyed about North Bend for so many generations.
We must apply due diligence and thorough analysis to make informed decisions, and we must make sure that developers are not allowed shortcuts to our codes to enhance their profits while shifting cost burdens to our residents. Improving our outreach and connections to the community, and our approach in addressing the challenges ahead, will make sure that all needs and perspectives are considered, that the direction forward is a path we can be proud of, and that North Bend will remain “Easy to Find but Hard to Leave”!
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Council Position 5 — Brenden Elwood v. Jason Ritchey
Brenden Elwood (left) and Jason Ritchey. Courtesy photos.
Brenden Elwood is a current city council member and is a vice president of market research for CivicPlus. He holds a masters degree in developmental psychology. He has previously served on the Si View Parks Board and city planning commission.
Jason Ritchey works as a pattern at Valorem Reply and has a masters in business administration from Rockhurst University.
Tell us about yourself and why you’re running for city council
Elwood: My wife and I moved to North Bend about 16 years ago to raise our family in a community that reminded us of our own small-town upbringing. I was raised in Montana but have lived in other small towns in the West. Within a year or so of living here, I got involved with the Si View Park District, then the North Bend Planning Commission, and then the city council. While on council, my commitments to North Bend are transparency, accountability, preserving and enhancing our community’s charm, increasing small businesses, retail, dining, and art and entertainment opportunities.
As more people look to migrate to North Bend, some local leaders and developers have been pushing for rapid “market-rate” (not affordable) housing growth, which threatens the desirability of what we have. I am running for re-election to protect our community’s charm and character. North Bend needs a councilmember with my experience and commitments.
Ritchey: When my wife and I decided where to raise our two children, we deliberately chose North Bend above all other places in the country. It’s a place that embodies the values we cherish, and we want to ensure it remains a vibrant mountain town for generations to come.
My run for city council is driven by the desire to safeguard the North Bend we love and create a bright future for our children. I envision a North Bend where our small businesses thrive, our residents enjoy more amenities, and our housing market offers affordable options for our local workforce. Importantly, I believe we can achieve these goals while preserving our heritage, our natural resources and the breathtaking beauty that surrounds us. Our current city trajectory is not aligned to achieving these goals and, simply, that is why I’m running.
If elected, what would your top three priorities be?
E: (1)Stopping rapid large-scale market-rate residential growth being forced upon us by the State and eager developers, while at the same time continuing our affordable housing pursuits for our senior community and those who work in North Bend but cannot afford to live here.
(2)Preserve and enhance our view corridors, trail and sidewalk connectivity, open spaces and recreational opportunities while making sure we responsibly sustain our resources. (3)Continuing to promote and find ways to stimulate more retail, restaurant, and small businesses that fit with our community character. This will create more localized experiences for our residents and new revenue for our city to specifically fund number one and two above.
R: (1) Housing Affordability: It’s imperative to tackle our affordability crisis head-on. I’ll push for significant incentives to encourage housing projects that cater to our local workforce while discouraging those that don’t. Additionally, I’ll work at the state level to advocate changes to the Growth Management Act standards for “Affordable Housing.” (2) Safety: We must reassess our policing strategy and arrangements, especially our contract with Snoqualmie. Policing is a major budget item, yet we lack control over this critical public safety service. With issues from larger communities starting to affect North Bend, safeguarding our community’s safety is paramount. (3) Planning: To shape the future we desire, proactive planning is essential. This means turning community input into action swiftly and efficiently. Our planning processes must align with a shared vision for North Bend’s future, and I’m dedicated to driving that vision and taking the necessary steps to realize it.
What issue or issues do you see as the most significant challenges over the next few years? Tell us why you are uniquely qualified to handle or find a solution to these issues.
E: 1) Working to get the State to adjust their housing growth mandates for small communities like ours and developing responsible policies to ensure affordable housing exists in North Bend but not at the risk of defacing what we have and who we are; establishing greater alignment between council and the mayor is a critical success factor. (2) Developing strategies to ensure that we are not grossly penalized by the state if we are unable to maintain Snoqualmie River flow rates below the Snoqualmie Falls. Uncontrollable factors like increased downstream demand, droughts, low snowpack levels, and increased demand from sources (like Seattle Public Utilities) whom we currently buy water from may jeopardize us. (3) Developing policies that work with downtown building owners and aspiring businesses that allow for more small business opportunities and workforce housing in our downtown core area.
R: In the near future, North Bend’s primary challenge isn’t just housing affordability; it’s effective communication and relationship-building. We must make it easier for citizens to engage with their city leadership and strengthen ties with neighboring communities and organizations, like Snoqualmie, the Snoqualmie Tribe, and the SnoValley Chamber to foster better collaboration in the Valley. My unique qualifications lie in my background in consulting and my decades of experience in relationship building, both within my own organization and with my customers. I’m committed to listening to residents, translating their ideas into action, and forming a robust coalition of our residents and neighbors. To tackle the challenges ahead, we must improve in these areas. I’m ready to lead the way.
How are you currently involved in the community?
E: Apart from all that I do as an active dad raising my kids here, as well as serving six years as a Si View Parks Commissioner and four years on North Bend Planning Commission, I currently volunteer with Valley Center Stage as a Board Member and serve as its Treasurer. I am also an active member with the Sallal Grange and Community Hall. These two non-profit organizations are focused on bringing art and community services to North Bend.
R: I am currently the President of my neighborhood HOA board. I’ve also recently completed the North Bend Citizen’s Academy. I’ve participated in local advisory committees as well.
Tell us about your professional experience and how it would benefit the city council.
E: My academic background is human developmental research, however, I turned that into a business career in consumer and competitive insights and market research. I design and lead innovation groups and research studies that contribute to the strategic success of the companies I work for and clients that have hired me. I frequently spearhead multiple simultaneous initiatives covering an array of topics all at various life stages.
To be successful at this, one must be collaborative, analytical, open to debate and changing one’s mind, have the ability to understand and present complex and often ambiguous principles and information, and have a passion to learn the truth and solve complicated problems – all attributes I bring to the city council.
Presently, I work for a technology company whose mission is to make local government work better through technology. While I am not in sales nor a software engineer, my job is to better understand the needs, wants, and desires of local governments and their community residents through qualitative and quantitative research; with a key emphasis on how to build satisfaction and trust between the two.
In my working career I have managed as many as seven-plus people who are in-turn managing teams to get differing jobs done. I have also taught at the university level with anywhere from 20 ro 30 students per class. I have managed budgets that have ranged from nothing (my labor) to about $4 to 7 million.
R: My professional background uniquely qualifies me to contribute to the city council. As a partner in a company with over 450 employees, I’ve directly overseen a team of 65 and held responsibility for the entire business, managing budgets and profit and loss statements. That includes a $55 million annual profit and loss for our core business and a $70 million North American profit and loss. For the past 12 years, I’ve worked in consulting, gaining diverse experience managing large customer relationships and consulting projects. I’ve also led a competitive business with a focus on employee growth. Throughout my career, relationship-building has been a key strength. While my government experience is limited, I have a deep understanding of project dynamics and believe I can effectively communicate with residents. I’m committed to applying my skills to address North Bend’s challenges and bring fresh insights to the council.
Housing in our community has become unaffordable for many – including service workers, first responders, law enforcement and teachers. What policies or ideas would you support to address this?
E: Affordable housing solutions require a “multi-faceted approach” that involves collaboration between many people and stakeholders. We need to create incentives and subsidies that keep rent and building costs low, explore more “inclusionary zoning” (requires a percentage of affordable units to be included in a development), and continue to work with larger government agencies to secure funding and partnerships to help with this issue. But we must keep the focus on affordability not market rate housing.
The trap to the affordable housing debate, is that most residential developers do not want affordable housing as it takes away from their bottom line. Thus, incentives and subsidies are required to motivate them. Since the City of North Bend does not have deep pockets to provide for this, developers who may want to work with the city to produce affordable units, will ultimately overproduce market rate housing units to make sure they get a return on their investments.
As we continue to focus on affordable housing, as we should, we need to be aware of this trap and develop successful policies that are not linked to developing more market rate housing or ensure that if we must work with market rate developers, the trade-off or ratio of the affordable units and market rate units is a meaningful one.
We also need to continue with what we started in my second term, reserving portions of our resources, like sewer capacity and water for economic purposes, not residential growth. We must make sure that as businesses come in, we can accommodate them. This is critical as we need their tax revenues to make us a strong sustainable city. The money the city gets from a new home sale is not recurring. However, if we have more jobs for people that require affordable housing, it becomes easier for the city to work with building and property owners to bring about more affordability.
R: Tackling our housing affordability crisis demands a multifaceted approach. Firstly, we must revisit our zoning regulations to encourage suitable housing development, including mixed-use and higher-density residential projects. Unchecked single-family growth won’t solve this problem. Additionally, the city should proactively incentivize developers to prioritize affordability. Making affordable housing a top priority within city leadership is crucial. Furthermore, we must engage with state legislators to advocate for policies that support affordable housing initiatives. Collaborating with state lawmakers to create a comprehensive strategy is essential. By addressing zoning, incentivizing affordability, and partnering with the state, we can work towards making housing in our community more accessible for everyone.
How would you balance the need for economic development and more housing with sustainability and preserving our community’s small-town feel?
E: Ultimately, finding the right balance requires collaboration between all the key stakeholders and careful land use planning to ensure that economic development and housing initiatives align with our community’s values and vision. At present, I think we are out of balance.
To get there, we must halt any attempts by the administration and other higher government authorities that are pushing us to increase height restrictions and other ridiculous attempts to ignore or reinvent our building codes, zones, and setbacks to accommodate more housing. Our economic success is not with more housing, it is with more economic opportunities. It is easier to build more housing units than businesses and services to support them.
We need to continue to preserve and enhance our small-town charm and character and develop more policies linked to this vision to continue to stimulate excitement for new businesses to come here and tourists to weekend here.
For the most part our strategy was working. Since we locked in our branding during my first term on council, we have quite a few new businesses that are exactly on point with our brand. Comparing the number of retail shops, small businesses, and restaurants that were here before I joined the council, eight years ago, and what we have now, it is easy to see that we have increased the economic space considerably.
We can explore more mixed-use developments that combine residential, commercial, and retail spaces in walkable neighborhoods, however, too much of this can create a sea of sameness. It also runs the risk of not having enough businesses to fill the commercial spaces even though the residential component is filled. We see this happening already with the Phoenix Plaza.
If elected, I will continue to make sure our city’s mission and vision are brought back in front of every decision we make. Our brand matters and is the one instrument we have that will help ensure North Bend survives this new housing boom.
R: I’m deeply committed to finding that balance and it’s the reason I’m running. It’s crucial to have a clear vision and a well-thought-out plan for our town’s future.
By strategically planning the locations for mixed-use buildings, dense residential (apartment/condo) areas, restaurants, and small businesses, we can maintain control over development parameters, including height restrictions. This approach ensures that economic growth aligns with our shared vision, preventing the gradual erosion of our community’s unique identity.
In essence, proactive planning empowers us to guide economic development within the framework we set, safeguarding the essence of our small-town feel while fostering sustainability and small business growth in North Bend. This is an area where the city can improve.
In your opinion, is the city headed in the right direction? If yes, what is it doing well? If not, what needs to change?
E: I was talking with a friend the other day and he asked, what’s wrong with living in North Bend? Of course, I immediately started talking about how the administration was doing everything in its power to push more high-density growth and the lack of affordable housing options that were available to people that need them. He smiled at me, which made me pause. As I reflected on that moment, it became clear that for the most part, life is pretty good in North Bend for most people.
Businesses are increasing and more are on the way. We are working on downtown improvements that provide for more communal and pedestrian outdoor experiences. Crime is very low. Traffic is a bit worse than a few years ago, but not intolerable. We increased parking opportunities downtown for our local businesses. Our community events are fun and well attended. The weather issues are also a problem (like drought) but are out of my hands. When I go into shops, pubs, or for a walk, people seem happy and most say hello.
I do think North Bend is heading in the right direction, but we are at a critical point when key decisions can send us in the wrong direction. We can’t undo some of what has been built, but we can shape what’s next. I believe I am the right person for this role, to help keep North Bend heading in the right direction.
R: I believe this election marks a pivotal moment in determining the future direction of our town, and it goes beyond just my candidacy. While there have been positive initiatives like the new Fiscal Sustainability Analysis and Housing Action Plan recently started or approved, I’ve observed a concerning level of indecisiveness. It’s taking too much time to align decision-making with the actions I’ve outlined. This requires a shift in perspective within the whole of our city leadership. We need a more decisive and forward-looking approach to bring about the positive changes North Bend deserves.
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Council Position 3 — Heather Koellen / Council Position 7 — Suzan Torguson (unopposed)
Heather Koellen (right) and Suzan Torguson. Courtesy photos.
Councilmember Heather Koellen is running unopposed in her re-election bid. Suzan Torguson is also running unopposed.
