Mayoral Candidate Forum: Better Information

To effectively manage and lead Minot, we need access to accurate, real-time data across several key areas that we either do not have, or it is fragmented, outdated, or buried in bureaucracy. That includes metrics like:

• A current and transparent city-wide financial dashboard that shows actuals versus
  budget across departments, capital projects, and outstanding liabilities. Right now, too
  many decisions are based on summaries, not full context.
• Detailed infrastructure condition data, especially for roads, water, and sewer systems, so
  we are not relying on “best guess” priorities or fixing things only after they fail.
• Staffing productivity and workload data across departments to determine if we are
  overstaffed, understaffed, or misallocating resources.
• Public safety trends including real response times for police, fire, and EMS, and data on repeat calls for service tied to problem properties or locations.

To get that data, I will start by working with department heads to identify what systems we already use, what data exists but is not being shared, and where the gaps are. Then I will push for standardized reporting, better dashboards, and clear key performance indicators that council and the public can both see.

It seems this question is tailor fitted for my opponents since they’re on city council already and should  know what data tools they do and do not have access to. What I’d assume they don’t have and I would implement is the DOGE program/principles. I have been in contact with a former DOGE official who is supportive of my constitutional platform and is willing to come to Minot and consult/teach our city council about applying Elon Musk’s  DOGE program right here in Minot to eliminate waste, helping us to lower the tax payer’s expense.

One area where we can improve is understanding our retail leakage, in other words, identifying how much disposable income is being spent outside of Minot, and why. If we can pinpoint where those dollars are going, we can more effectively develop strategies to keep that economic activity local.

To access this kind of targeted, actionable data, we should strengthen partnerships with organizations like RetailCoach, which specializes in market analytics and consumer behavior, and Visit Minot, which already invests in data collection. These collaborations can help fill in the gaps, giving us the insights we need to better serve both residents and local businesses.

Ultimately, better information leads to better decisions.

There is a large amount of data available to City Council members and the public. The question is just a much what data should be focused on the help manage the enterprise. Once the budget is passed and the year starts January 1, it is important to monitor if there is significant deviation from expected use of funds or timing. I also want to monitor growth indicators such as building permits and Development Reviews. Our citizen surveys which we have been doing every other year is also a good indicator of what issues are on the minds of Minot residents and what they expect from city government. The Capital Improvement Plan progress is also a critical component to monitor because it uses significant dollars and spans five years. Backlogs of various needs, e.g. street maintenance needs to be tracked. Sales tax revenue, which we can’t control, actual against projection must also be also be monitored. Fortunately, all of these metrics are readily available.