JOE KNOWS SIOUX FALLS

PLANNING FOR A BETTER TOMORROW

Wed, 01 Apr 2026 17:21:56 GMT

Today's decisions will shape Sioux Falls for generations

At the first mayoral forum , several key issues emerged that will define our future:

Managing the cost of suburban growth
Zoning reform to support housing and infill
Redevelopment of the Smithfield site
Improving community engagement
Hiring a new Planning Director

These aren’t abstract policy debates. They directly impact housing affordability, taxes, infrastructure costs, and quality of life.

And they’re not the whole picture.

Recent City Council meetings have made something else clear: residents are increasingly concerned about large-scale industrial development at the edge of the city, especially when it affects neighboring communities. That points to a broader challenge: Sioux Falls cannot plan for its future alone.

Getting the next decade of growth right will determine whether we remain an affordable, high-quality place to live, or become strained by our own success.

It starts with a clear approach.

Smart Growth: More Than a Buzzword

“Smart Growth” is increasingly mentioned, often with little context or understanding of what it actually means. It deserves a clear definition.

At its core, Smart Growth is about aligning development with long-term value for residents, property owners, and neighborhoods. It’s a framework for making growth more efficient, predictable, and financially sustainable.

It rests on five key principles:

Connectivity : Locate daily needs close to where people live
Mobility : Provide safe, reliable transportation options for everyone
Accessibility : Support people across all ages, incomes, and abilities
Engagement : Involve residents in shaping their neighborhoods
Activity : Focus growth in areas with an existing sense of place

Why does this matter? Because growth has consequences.

As highlighted during the mayoral forum, the farther Sioux Falls expands outward, the more expensive it becomes to maintain streets, utilities, and public services. Those long-term costs limit our ability to invest in quality-of-life priorities, and make it harder to deliver basic services.

Or, simply put, if you care about small government, you should care about a compact city.

So the question becomes: how do we put Smart Growth into practice?

Start with Leadership

Before policy comes leadership.

Job one for the next administration will be hiring a new Director of Planning and Development Services. The new director will need to elevate the Planning and Development Services Department, not just manage it. That requires someone who can lead reform and guide growth strategically.

The right candidate should bring:

Experience in a growing, mid to large size city
A track record of zoning and policy reform
Deep knowledge of Smart Growth principles
Experience with complex redevelopment, including brownfields
Strong professional credentials—member of the American Institute of Certified Planners

This is a pivotal hire. The next Planning Director will shape how Sioux Falls grows for the next decade.

Just as important, Sioux Falls needs a mayor who knows how to get the necessary results out of the next planning director.

Focus on Neighborhoods

Smart Growth doesn’t just start at City Hall. Neighborhoods play a pivotal role as well.

Too often, residents only engage when a project is proposed. By then, positions are hardened and trust is limited. We need to flip that model.

That’s why I’m proposing the Neighborhood Empowerment Lab (NEL) —a cross-disciplinary team that works directly with neighborhood associations to proactively address issues and plan for the future.

The goal is simple: help residents answer key questions before development pressures arrive.

Critical questions each neighborhood need to address include:

Where is redevelopment appropriate?
What types of housing fit the neighborhood?
What should be preserved, and what can evolve?

This approach builds trust, reduces conflict, and creates a shared roadmap for change.

Turning Plans into Reality: Zoning Reform

The City of Sioux Falls is good at developing plans. Plans only matter if our policies and regulations enable them to happen, however.

Once neighborhoods help define priorities, zoning updates must follow.

That means:

Allowing more building types, including missing-middle housing
Streamlining approvals and reducing unnecessary barriers
Updating the land use plan and rezoning targeted areas

Without these changes, Smart Growth remains theoretical. With them, we unlock the ability to grow more efficiently and renew areas of the city residents deem important.

The Big Picture: Regional Coordination

Even the best city-level planning has limits.

Growth doesn’t stop at city boundaries and increasingly, neither do the challenges. Impacts from traffic, housing costs, water quality, and industrial development don’t follow jurisdictional boundaries.

The Sioux Falls metro already has pieces of a regional framework:

The South Eastern Council of Governments assists smaller communities
The Metropolitan Planning Organization coordinates transportation
The Sioux Metro Alliance supports economic development

These organizations are purpose driven based on mandates from half a century ago. As Sioux Falls and the surrounding communities have evolved, some gaps in regional planning are becoming more apparent.

Where Coordination Is Needed

The region would benefit from greater alignment in key areas:

Large-scale, industrial development
Watershed and water quality
Regional parks and trails
Emergency services
Suburban development

The result is predictable: conflict between communities, inefficient service delivery, and missed opportunities.

We can do better—with coordination, not more bureaucracy.

A Comprehensive Regional Approach

We don’t need a new layer of government. We need a shared direction.

A stronger regional approach should:

Remain advisory
Align communities around common goals
Establish a regional growth framework that encompasses:
Land use and development patterns
Infrastructure and service coordination
Open space preservation
Economic development

The goal is simple: Grow as a region, not as disconnected parts.

Where to Begin: Growth Patterns and Open Space

One practical starting point is defining how and where the region grows.

Recent debates over industrial development show the need for greater predictability, especially near the edges of Sioux Falls.

A useful tool here is the urban transect , which maps development intensity from rural and natural areas at the edge to the urban core at the center.

This creates clarity:

Where suburban growth should occur
Where rural character should be preserved
Where conflicts are most likely to arise

It also reveals opportunity.

By coordinating early, we can begin to create a regional trail network that:

Preserves open space
Expands access to recreation
Creates a natural growth boundary over time

This kind of planning only works if we act before land is fully developed.

The Cost of Doing Nothing

All of this ties back to one unavoidable reality: growth has a price.

Every new subdivision requires:

Streets to build, maintain, repair, and eventually reconstruct
Extended water and sewer systems
Expanded police, fire, and emergency services
New parks and public facilities

These aren’t one-time expenses. They are long-term obligations carried by taxpayers.

Without a smarter approach, those costs will continue to rise.

A Smarter Way to Grow

Sioux Falls is at a crossroads.

We can continue expanding outward without a clear strategy and accept higher costs and increasing strain on city services.

Or, we can take a more intentional approach:

Strong leadership
Proactive neighborhood planning
Modernized zoning
Coordinated regional growth

Smart Growth isn’t about limiting opportunity—it’s about sustaining it.

It creates a more efficient development pattern, lowers infrastructure costs, and improves service delivery while preserving the quality of life that makes Sioux Falls strong.

And in the long run, it ensures that growth continues to work for us, not against us.

Redeveloping Smithfield: A Once-in-a-Lifetime Opportunity

Thu, 19 Feb 2026 14:57:20 GMT

Every city gets defining moments.

Ours is here.

Sioux Falls is standing on 120 acres of possibility. What happens next will shape Sioux Falls for generations to come.

For 117 years, the Smithfield meatpacking plant has helped drive our economy and shape our city. It provided jobs and helped power Sioux Falls’ growth. Now, Smithfield plans to move to a new facility and leave behind an important piece of land.

This site sits along the river, right next to downtown, close to neighborhoods, and connected to major roads. It’s the kind of location most cities only dream about. For a century, it’s been closed off. Now, we get to decide what it becomes.

Imagine this industrial site becoming a thriving neighborhood. Imagine a place where people can live, work, and gather. Imagine a neighborhood that makes Sioux Falls a stronger, more connected and resilient city.

Across the country, cities have faced moments like this. Some rushed decisions and ended up with isolated projects that never lived up to the promise. Others took the long view and built neighborhoods that lifted the entire city.

For cities that took the long view, leaders stepped up early. They treated environmental cleanup as a public responsibility. Streets and public spaces came first. Development happened in phases, with multiple partners. Most importantly, these areas were designed to connect to the city—not sit apart from it.

Today, those former brownfield sites are places where people live, work, shop, eat, and connect year-round.

Sioux Falls now stands at the same crossroads.

I’ve seen firsthand how decisions like this can either unlock a city’s potential—or limit it for decades. The Smithfield site gives us a rare moment to expand downtown, address our housing gap, and guide growth in a way that reflects who we are—and who we want to be. That outcome depends on the choices we make now

Here are the principles that should guide us forward

Lead with engagement. Involving diverse voices early builds trust, strengthens outcomes, and creates shared ownership.
Think long-term. This site should serve Sioux Falls for generations, not just one project or one deal.
Clean it right. Environmental remediation must be thorough and transparent to unlock the site’s full potential.
Build a real neighborhood. Homes, businesses, and public spaces—places where people actually want to spend time.
Use big anchors wisely. A stadium or convention center can work, but only if it’s part of a walkable district that’s active every day.
Connect it to the city. Streets, sidewalks, trails, and transit must link the site to downtown and nearby neighborhoods.
Build in phases. Large sites work best when they grow over time with a mix of local and regional partners.
Align economic development tools . Incentives should serve the public interest and create a force-multiplier effect.
Tie dollars to results. Public investment should deliver clear public benefits like housing, jobs, and quality parks.
Leverage what is unique. A new Rice Street–to–Russell Avenue connection could ease traffic on 10th and 11th Streets and benefit the entire city.

We don’t need to copy what other cities have done. Sioux Falls has its own unique character and strengths. But the framework holds.

Smithfield should not be rushed or treated as a simple real estate transaction. It deserves discipline, patience, and leadership that extends well beyond the groundbreaking.

If we approach this defining moment with intention, Smithfield can become the next great neighborhood in our city—one that reflects who we are and where we’re headed. It can help firmly establish Sioux Falls as the opportunity capital of the Northern Plains: safe, affordable, and powered by strong neighborhoods where people and businesses thrive.

That future won’t be built by chance. It will be built by leaders who understand how cities grow—and who are committed to doing this work with care, clarity, and in service to the public interest.

With a master’s degree in urban planning and experience leading Downtown Sioux Falls through one of its most prosperous decades, I understand how transformational decisions like this shape cities. I have seen and studied what has worked in other cities and what has not. I know what it takes to deliver results that last.

I’m ready to bring that discipline, experience, and long-term perspective to City Hall as Sioux Falls’ next mayor—and lead this work in a way that strengthens Sioux Falls for generations to come.

PUBLIC TRANSPORTATION THAT WORKS — FOR EVERYONE

Wed, 28 Jan 2026 04:50:38 GMT

Transit matters, even if you Don't ride the bus

In a growing city like Sioux Falls, a well-run transit system helps keep traffic moving, streets safer, and costs under control. Every person riding Sioux Area Metro (SAM) is one less car adding to congestion—leading to fewer crashes, easier parking, and less pressure to widen roads at taxpayer expense.

Transit also supports the local economy. It helps workers get to jobs reliably and gives families transportation options that can save thousands of dollars each year. When done right, transit is not a social program—it is a practical tool for efficiency, safety, and economic growth that benefits the entire community, whether you ride the bus or not.

To be effective, transit must be fast, frequent, and easy to use . Like any system that moves people or goods at scale, it succeeds or fails based on how well it is designed and managed.

It’s also a smart investment. National research shows that every dollar invested in public transportation can generate up to five dollars in economic return through job access, business growth, and reduced infrastructure costs.

Yet in Sioux Falls, only about 11 to 13 percent of our transportation budget goes toward transit, even though roughly 30 percent of residents cannot drive due to age, disability, or income. That gap matters—not because spending should be arbitrary—but because we are underinvesting in a system that delivers outsized returns while putting more pressure on roads, parking, and taxpayers.

Via, the company that manages Sioux Area Metro, has made meaningful improvements in recent years, including the launch of SAM On Demand. That progress is encouraging. But just like our streets, transit is never truly finished. There is always room to improve.

Putting Efficiency First: A Practical, Proven Approach

My approach to improving Sioux Area Metro is grounded in common-sense efficiency principles used successfully in both the private sector and leading transit systems around the world.

1. Design for Demand, Not Habit

Bus routes should be designed around where people actually need to go. To be effective, service must be fast, frequent, and easy to understand. Aligning high-frequency trunk routes along well-traveled streets moves more people with fewer buses, reducing congestion for everyone. Feeder routes and SAM On Demand can serve surrounding neighborhoods and lower-density areas.

2. Make Routes Direct and Easy to Identify

Winding routes slow buses down and frustrate riders and drivers alike. Straighter, simpler routes improve reliability, reduce operating costs, and make the system easier to use. A clear, well-designed system map is essential so people know how to navigate the city by transit.

3. Make It Shine—Looks Matter

Clean, well-designed buses and shelters are essential. People judge public services quickly, and poorly maintained vehicles or stops drive potential riders away. Clean, well-kept transit sends a clear signal that the system is cared for and reliable. That attracts riders who have transportation choices and helps reduce traffic congestion over time.

4. Remove Friction and Improve Reliability

Quick boarding matters—for riders and for traffic. Many modern transit systems have improved on-time performance by adopting standardized payment systems and low-floor buses that make boarding faster and easier. Universal design features allow people with mobility limitations to board just as efficiently, reducing reliance on costly paratransit services.

Faster boarding means shorter stops, less disruption to traffic, and more reliable schedules—benefiting everyone on the road.

5. Use Data to Stay Accountable

Modern transit systems rely on real-time data to track performance, adjust service, and share accurate arrival times. Via has made good progress using data to improve SAM, and this approach should continue. Matching service to demand, improving reliability, and making cost-effective decisions all depend on measuring what works to make the most with taxpayer dollars.

Transit as Shared Infrastructure

Public transportation is shared infrastructure—just like streets and utilities. When it works well, everyone benefits. It reduces congestion, improves safety, supports local businesses, and helps Sioux Falls grow without driving up long-term costs.

You don’t have to ride the bus to benefit from it. You just have to value time, safety, and common-sense efficiency.

Sioux Falls deserves a mayor who will treat public transit as the critical piece of infrastructure it is—and who knows how to make Sioux Area Metro faster, more reliable, and more efficient for everyone.

EFFECTIVE GOVERNMENT STARTS WITH REAL COMMUNITY ENGAGEMENT

Tue, 13 Jan 2026 04:23:50 GMT

Data Centers, Transparency, & Building Trust

Last week, the City Council met to vote on rezoning land for a proposed hyperscale data center. The discussion raised many concerns—water use, energy demand, climate change, and even how artificial intelligence may shape our future. Emotions ran high. Most residents who spoke were against the project. In the end, the City Council voted unanimously to approve it.

Many people left that meeting wondering: Why would the City Council vote yes?

The answer is important—and easily misunderstood. What the Council voted on was not the data center itself, but a rezoning request. By law, rezoning decisions must meet specific criteria. Council members are limited to those rules when they vote. Many speakers shared valid concerns about the project, but few addressed whether the proposal met the standards needed to deny it.

For residents who opposed the project, the result felt frustrating and dismissive. When people believe their voices don’t count, trust in government starts to break down—even when officials are following the rules they are given.

we have an engagement problem

This points to a bigger issue: engagement.

I think of public engagement like a ladder. Every rung matters. If too many rungs are missing, engagement suffers. When residents feel surprised, unheard, or shut out, it’s a sign that the system isn’t working as it should.

This isn’t an isolated incident. In the most recent community survey, residents rated inclusivity and engagement as important—but their satisfaction with it was low. I’ve heard the same concerns again and again from residents and city staff alike, on many different projects.

The complaints often sound like this:

“How was I supposed to know this meeting was happening?”
“I just heard about it today.”
“Nobody shows up anymore.”
Or worst of all: “They didn’t listen to anything I said.”

How do we do better?

So the question becomes: How do we do better?

And not just better—but well enough that other cities want to follow our lead. Here are a few ways to get there.

Start Conversations Earlier

Change is easier to manage when people are brought in early. The idea of a hyperscale data center was first mentioned at a City Council meeting months ago. That window could have been used to explain what these facilities are, what impacts they can have, and what choices the city might face.

City planning staff could have presented this information to the Planning Commission and the public before any rezoning request was filed. That would have given residents time to learn, ask questions, and share concerns—before a formal vote was on the table.

Host Monthly City Forums

The City of Sioux Falls could host monthly forums focused on major community issues. These would not be votes or hearings, but conversations.

Each forum could feature experts and advocates from different sides of an issue. A moderator would guide the discussion, take audience questions, and keep things civil. At the end, attendees could share what they found most convincing.

These forums would be low-pressure, informative, and perhaps even entertaining. Most importantly, they would help residents and public officials learn together—before decisions are locked in.

Neighborhood Empowerment Lab

Neighborhoods shouldn’t just react to change—they should help shape it.

The Neighborhood Empowerment Lab would work directly with neighborhood associations to plan for the future. Staff and facilitators would help residents identify what makes their area unique, what parts should be preserved, and where change makes sense.

This kind of work helps address concerns early, instead of waiting until a new development proposal appears. When people help shape a plan, they are more likely to trust the outcome.

Hire a Public Information Officer

We live in a crowded and confusing media environment. Important information gets missed, misunderstood, or shared inconsistently.

A dedicated Public Information Officer would help fix that. Their job would be to clearly explain city issues, share information across multiple platforms, and make it easy for residents to know how—and when—to get involved.

Good communication builds trust. It also leaves no doubt about where to find information or how to participate.

why I’m running for mayor

Good government doesn’t just make decisions. It brings people along. When engagement is clear, early, and meaningful, trust grows—and our community is stronger for it.

City Hall should never feel distant, confusing, or closed off. People deserve to know what’s happening, why decisions are made, and how to be part of them—before it’s too late.

As mayor, I’ll insist on earlier conversations, clearer communication, and real public engagement that doesn’t check a box but actually listens. When residents are brought in early, trust grows and better decisions follow.

Strong cities are built with people, not in their absence.That’s the kind of leadership Sioux Falls deserves—and the future I’m working to deliver as your next mayor.

AFFORDABILITY: BREAKING FREE OF THE HOUSING TRAP

Mon, 05 Jan 2026 05:54:29 GMT

What Is the Housing Trap?

Over the past couple of decades, a growing contradiction has emerged in the housing market—one that is putting increasing pressure on families and neighborhoods across the country. It’s the tension between housing as an investment asset class and housing as a fundamental human need.

Chuck Marohn, founder of Strong Towns, calls it the Housing Trap .

The Housing Trap is the contradiction between two realities we’re living in at the same time:

Housing prices need to fall to become more affordable.
If housing prices fall too much or too fast, many households—and the broader economy—are put at risk.

When prices rise too quickly, people are locked out. When prices fall abruptly, homeowners, lenders, and communities suffer. That tension traps us—unless we change how housing gets built in the first place.

The Current Housing Market

The numbers tell a clear story:

Housing prices in Sioux Falls have increased roughly 50% in the past five years .
The share of first-time homebuyers has dropped to a record low of 21%, according to the National Association of Realtors, and the average age of a first-time buyer has climbed to an all-time high of 40.
We have 8,800 fewer housing units for our current population than the average amount of the developed world, according to the OECD (470 HU per 1,000 persons).

The average home price in Sioux Falls is now $335,526 . For a household earning the median income of $74,714 , a monthly mortgage would consume:

37% of income with a 20% down payment, or
46% of income with a minimum down payment.

That’s not affordable by any responsible standard. It leaves families with less money for childcare, food, and transportation options—and makes it harder for young families, seniors, and workers to remain in the city they call home.

How Did We Get Here?

The Housing Trap didn’t appear overnight.

After the 2008 subprime mortgage crisis, the housing industry fundamentally changed. Many small-scale builders folded entirely. Those who survived scaled back on single-family construction and focused instead on multi-family projects in anticipation of growing rental demand. This shift has exacerbated a shortage of starter homes.

Meanwhile, the financial ecosystem that contributed to the housing crash ushered in historically low interest rates, incentivizing homeowners to stay put. Lenders also doubled down on financing single-family homes and large apartment buildings, leaving a broad spectrum of housing in between—often called ‘missing middle’—difficult to finance and therefore difficult to build.

Layered on top of that are zoning and building codes that unintentionally drive up the cost of housing:

Excessive minimum lot size requirements,
Lengthy and unpredictable approval processes,
Regulations that restrict additional housing in established neighborhoods, and
Parking mandates that result in unnecessary and underutilized spaces.

Individually, these rules may seem reasonable. Collectively, they make it harder—and more expensive—to build the kinds of homes Sioux Falls needs most.

When pent-up demand meets restricted supply in an investment asset class, private equity is sure to follow—driving prices up even further.

There are other contributing factors as well: rising material costs, limited advancement in construction methods, and restrictions on manufactured housing, to name a few. Housing affordability is a complex problem—but the direction of the pressure is clear.

How Do We Escape the Housing Trap?

There is no single silver bullet. But there is a clear path forward that requires a comprehensive approach.

First, we must have realistic expectations for our city. Cities are not not cast in amber—they are ever-changing. Cities also should not be subjected to radical change. That means embracing reform without destabilizing neighborhoods.

What follows is a range of tools we could choose from to address our local housing needs.

Empower Neighborhood Planning

Neighborhoods should not be passive recipients of change—they should be partners in shaping it. Neighborhoods ought to at least discuss the areas they would like to see preserved, and which parts they would like to see evolve.

By empowering neighborhood associations to develop their own visions and plans, we can:

Encourage incremental development,
Preserve neighborhood character, and
Build trust in the planning process.

Local voices matter, and planning works best when it starts at the block level.

Enable Missing Middle Housing

One of the largest gaps in our housing market is missing middle housing —duplexes, fourplexes, courtyard apartments, and small-scale multi-unit buildings that fit comfortably within existing neighborhoods.

To remedy this, we should:

Include all missing middle housing in the zoning code.
Create financing tools tailored to these smaller projects.
Support local builders and developers who specialize in this scale of work.

These homes are often the most attainable, the most flexible, and the most neighborhood-friendly—but under current conditions, they are also the hardest to build.

Updating the Zoning Code

We could target regulations that significantly raise construction costs while providing little or no public benefit. Practical r eforms include:

Relax parking mandates for residential development.
Remove minimum lot size requirements for single-family housing.
Streamline approvals so small-scale projects are approved within 48 hours.

These changes won’t transform neighborhoods overnight—but they will allow them to evolve naturally and incrementally.

Preserve Existing Housing

Most housing that qualifies as starter homes is in older neighborhoods. Much of it is at risk of being demolished, however—a trend evident by the many vacant lots in core neighborhoods. Property owners are disincentivized from maintaining and improving their houses under the property tax structure, which often increases taxes when homeowners invest in improvements.

This could be rectified a few different ways:

Expand the City's revolving fund to rehabilitate distressed properties.
Allow more tax credits for qualifying improvements for older housing.
Shift a greater share of property taxes from building values to land values to incentivize improvements.
Discourage demolition by neglect by proactively enforcing code violations.
Issue demolition permits only with new building permits for redevelopment projects.

Many Hands Make Light Work

Breaking the Housing Trap doesn’t require massive public spending or risky experiments. It requires nurturing a local ecosystem of small-scale builders, developers, lenders, and neighborhoods working together.

When many hands share the work, we produce more homes, more choices, and more affordability—without sacrificing the character of Sioux Falls.

Housing affordability isn’t just an economic issue. It’s about whether people can put down roots, raise families, and plan for the future in the city they love. If we want Sioux Falls to remain a place where opportunity is within reach, we have to break the Housing Trap—thoughtfully, deliberately, and together as a community.

I can't wait to lead the effort as your next mayor!

SNOWBOARDING, RISK ASSESSMENT & ACHIEVING WHAT'S POSSSIBLE

Thu, 01 Jan 2026 23:11:50 GMT

The Mountain—Undefeated

Halfway down the north ridge of Bridger Bowl, I found myself in waist-deep snow above what looked like a 200-foot cliff, hanging on for dear life. If I fell, a rescue team would be digging me out—best case scenario.

This wasn’t the kind of terrain where you fall and pop back up. This was serious terrain.

How did I manage to do this to myself?

From Great Bear to the Rockies

I grew up skiing at Great Bear and had spent hundreds of days in the Rockies by the time I marooned myself above a cliff in Montana. I was an advanced skier…but eventually I got bored. I needed a new challenge, so I switched to snowboarding in 1994.

A year later came one of those legendary El Niño winters—snowstorm after snowstorm, from October into April. It was paradise.

Deep powder feels like levitation. Low-altitude flying. Effortless. Quiet. Surreal.

But it also punishes hesitation. Slow down, and you get stuck. Get stuck, and you’re suddenly fighting your way out of snow so deep, it might as well be quicksand.

The Path Not Taken

The ridge at Bridger Bowl isn’t casual terrain. You hike it. You bring avalanche gear. You respect it.

I was with friends who were expert skiers and knew the mountain well. I wasn’t. I was new to snowboarding, trying to keep up in unfamiliar terrain—not a great combination.

We summited, strapped in, and started traversing north along the ridge. Gravity pulled me lower than I wanted to be, and the only way back was to unstrap and hike uphill through deep snow.

No thanks.

“CAN I GO DOWN THIS WAY?” I yelled to my friend Tyler.

“I THINK SO. JUST DON’T GO TOO FAR LEFT,” he shouted back.

The snow was soft, untouched, and calling my name.

That should have been a warning sign.

“Over My Ski Tips”

The farther I dropped in, the steeper it became. Soon I was staring down at the tops of trees, perched above a massive cliff on the steepest terrain I’d ever been on.

Skiers far below looked like ants.

After a few deep breaths, I spotted something that looked like hope—a narrow river of snow cutting across the slope from my right that might lead to safer ground.

The problem? I was stuck to the face of the mountain with gravity begging me to make the wrong move.

Exit Strategy

So I did the only thing I could.

I turned toward the mountain. It was so steep, it was as if I put my face up to a wall. I dug my arms into the snow, and inched sideways. A few inches at a time. Over and over.

Eventually, I reached a narrow chute—barely two feet wide—that emptied into another drop. This one was about thirty feet instead of hundreds, and below it flowed that snow “river” I’d been aiming for.

There was no easing into it.

I pointed downhill, committed, and launched.

I flew off the edge, cratered into the chute below, and—miraculously—rode out into safety.

I was lucky. I knew it. And I knew I never wanted to put myself in that situation again.

My Teacher, The Mountain

Big mountain snowboarding is everything at once—beauty, exhilaration, danger, and discovery.

You push yourself because that’s how you grow.

You fall.

You learn.

You gain confidence.

And eventually, you learn to assess risk calmly instead of reacting emotionally.

Leadership—Between Extremes

You can play it safe and stay on groomed runs. But meaningful progress happens when fears are faced and we learn from our challenges.

Push too far with no regard for the consequences and you can put projects and resources at risk, or worse yet, people.

Real leadership lives between those extremes:

Bold enough to move forward
Disciplined enough to respect the terrain
Calm enough to make decisions under pressure

Pressing Forward for DTSF

That mindset guided me through renewing the Downtown BID, which led to launching the Downtown Ambassador Program.

It took:

Years of outreach,
Uncomfortable conversations,
Asking major property owners to embrace risk,
And trusting that the outcome would be worth it.

There were safer options—delay, do less, maintain the status quo.

But progress doesn’t come from standing still.

Thankfully, our downtown stakeholders understood the vision. Today, I don’t think many would want to imagine downtown Sioux Falls without the Ambassador Program.

The Lesson I Carry Forward

That day at Bridger Bowl taught me something I’ve carried ever since:

When the terrain is steep and the stakes are high, the answer isn’t to freeze or to charge ahead blindly.
It’s to breathe.

Assess.

Choose a line.

And move forward with courage and care.

Risk isn’t something to avoid.

It’s something to understand, respect, and navigate.

And when you do, what once felt impossible suddenly becomes achievable.

Because whether on a mountain or in a community, progress belongs to those willing to move forward with courage.

SAFETY CHECK: FIRE, POLICE, AND PUBLIC HEALTH

Tue, 30 Dec 2025 00:37:21 GMT

The three legs of the public safety stool

Public safety has long been a strength for Sioux Falls. But the most recent National Community Survey shows a concerning trend we can’t afford to ignore.

Of the ten categories people rated, safety ranked highest in importance at 92% , yet only sixth in quality at 65% —a 27-point gap, the second largest in the survey. That tells us something critical: people care deeply about safety, and they’re not fully confident we’re meeting expectations.

To understand how City Hall can close that gap, I spoke with leaders of the three departments most responsible for keeping Sioux Falls safe: Police, Fire & Rescue, and Public Health.

Police: CRIME Prevention & Staffing

Police Chief Jonathan Thum shared an insight that caught my attention: vehicle thefts are a leading indicator of violent crime. The City’s crime data suggests this correlation holds true locally. That means preventing property crime isn’t just about protecting cars—it’s about preventing escalation.

Madison, Wisconsin offers a compelling example. In 2021, its police department launched a campaign focused on community outreach, education, and proactive policing to prevent vehicle thefts. The result? Significant reductions in burglaries (-43%), stolen vehicles (-52%), and homicides (-33%) compared to the three-year average.

Sioux Falls can do the same—and better. I propose a Safe Streets Initiative that focuses on preventing vehicle thefts and reducing street racing by employing four key strategies:

Expand community outreach
Expand partnership with school districts
Engage in proactive prevention
Champion design solutions to reduce crime

We also need to acknowledge another challenge—staffing. Recruitment has helped, but shortages persist and likely will for some time. We must look at creative approaches including support staff expansion, technology solutions, and additional report-to-work locations to help officers spend more time serving the community.

And we can’t ignore recidivism. Hundreds of formerly incarcerated people return to our community each year. With a statewide recidivism rate near 50%, we must do more to help people succeed upon return—because when they succeed, our community is safer. The State must step up and invest meaningfully in re-entry programs. thoughtful leadership, collaboration, and a willingness to evolve, we can ensure it stays that way.

Fire & Rescue: A Quiet Strength

Fire Chief Matt McAreavy provided a different perspective—and a reassuring one. Unlike police staffing, Sioux Falls Fire & Rescue is not facing major staffing shortages. And while it may be tempting to search for efficiencies by cutting or reassigning certain responsibilities, that wouldn’t significantly change operational needs.

SFFR responds to structure fires, medical emergencies, rescues, lift assists, manages Metro Communications, enforces fire code, provides CPR and extinguisher training, and even installs child seats. Eliminating smaller tasks wouldn’t change the fact that the department must be ready for major emergencies at any moment.

And they’re delivering. SFFR’s response times are strong , helping keep people safe and insurance premiums lower for property owners. While efficiency should always be explored, Sioux Falls Fire & Rescue is performing exceptionally well today.

Public Health: Care & Protection

The third leg of the safety stool is Public Health. Director Joe Kippley highlighted two key opportunities: ambulance service sustainability and streamlining code enforcement.

Ambulance services are already difficult to financially sustain nationwide. While Sioux Falls is currently in a stronger position than many cities, declining reimbursements and increased uninsured rates may change that reality. As nearby communities struggle to provide service, a regional ambulance approach may soon be necessary to ensure reliable care.

Code enforcement presents another opportunity. Today, multiple departments share responsibility, which often leads to calls bouncing between agencies. For residents, it should be simple: one clear point of contact, quick response, and consistent accountability. Consolidating inspection and enforcement functions could help accomplish that.

Moving Forward

Public safety is fundamental. When residents feel safe, everything else—economic growth, neighborhoods, community life—thrives.

As mayor, I will champion solutions that:

Prevent crime before it happens
Support law enforcement effectiveness and staffing
Invest in successful re-entry and reduced recidivism
Maintain elite fire and rescue performance
Strengthen ambulance services for the future
Streamline and modernize code enforcement

Sioux Falls has always taken pride in being a safe place to call home. With thoughtful leadership, collaboration, and a willingness to evolve, we can ensure it stays that way.

THINKING DIFFERENTLY TO GIVE ECONOMIC DEVELOPMENT SOME ZIP

Tue, 09 Dec 2025 04:29:35 GMT

to level up, A more sophisticated approach may be needed

The most advanced feed mill in the world rose along the banks of the Big Sioux River in 1955. Zip Feed—a family business my grandfather built—was once a cornerstone of our regional ag economy. Fifty years later, the city had changed. Downtown evolved beyond the ag economy, and the old mill no longer fit. Removing it wasn’t easy—December 3, 2025 being the 20th anniversary of its attempted demolition—but it cleared the way for a new era.

Jeff Scherschligt seized that moment. With vision and courage, he led the charge to redevelop the same land my grandfather transformed 70 years ago. Cherapa Place didn’t just replace a dated landmark—it signaled a new direction for Sioux Falls. As Jodi Schwan recently wrote , it also demonstrated the power of public-private partnerships in shaping a city where people want to invest and put down roots.

She’s right. But there’s more to the story.

Downtown didn’t revive because of one project or one approach—it revived because we built an ecosystem. The Façade Easement Program made historic properties investable again and preserved the architecture that gives Sioux Falls its character. Downtown Sioux Falls, Inc. created a clean, beautiful, and engaging atmosphere that attracts people year-round. Add the Washington Pavilion, Phillips to the Falls, and the restoration of Falls Park, and soon downtown became a place where residents and visitors wanted to linger and businesses wanted to be.

As Sioux Falls looks ahead, public-private partnerships will remain essential. But to level up, we may need more sophisticated tools—especially when it comes to financing development.

Tax increment financing (TIF) has moved the needle, but its impact can be limited to the footprint of a single project. Meanwhile, developers here face a persistent challenge—we have Minneapolis construction costs, but bring in Sioux Falls rents, as Scherschligt often points out. Closing that gap calls for creative solutions.

What if we leveraged financial mechanisms, combining programs into a system that strengthens the scope and impact of public and private investment?

Imagine an improvement district encompassing several city blocks centered around a public project—a library, a park, or major streetscape improvements for example. When the City bonds for public projects, it could bond an additional 25% to provide low-interest construction loans specifically for projects within the district, with oversight from a board of supervisors. Then by incorporating TIF for the district, new developments paying into a TIF fund could help offset bond payments. After the bond is paid off and the TIF has matured, the district could convert to a business improvement district to provide cleaning, sanitation, and/or marketing services.

The result? A virtuous cycle: public improvements that catalyze private investment, which in turn strengthens economic activity and the long-term tax base.

If a system like this existed a decade ago for the event center campus, would that area look different today? With good planning, I suspect it would. This is merely one example of how thinking differently about the economic development tools already in use could yield better results. I realize low-interest financing alone won’t solve the cost of construction, but by aligning incentives and lowering financing barriers, we could unlock growth for an area where the market alone struggles to make the math work.

Sioux Falls has a long history of bold projects and forward-thinking leadership. The next chapter may depend on whether we’re willing to innovate not just what we build—but how we make it possible.

MY JOURNEY AS A PLACEMAKER

Mon, 01 Dec 2025 23:00:36 GMT

When Passion & purpose align

I didn’t know it at the time, but one brief blurb in the Argus Leader back in 1993 would change the course of my life. It highlighted an upcoming two-day public engagement process about the future of Sioux Falls, facilitated by Sherry Kafka Wagner—an urban designer who helped create the San Antonio Riverwalk.

Sherry, with her warm Arkansas accent, commanded the room and every big personality within it. She orchestrated an engagement process that created a blueprint for the downtown we know today—Phillips to the Falls, historic preservation, and the restoration of Falls Park.

I was the youngest person there by at least a decade. Sherry noticed something in me—she recognized potential. After the session, she pulled me aside and encouraged me to apply to Harvard’s Career Discovery Program for Urban Design—a moment that later would help reveal my north star.

At Harvard, I learned how powerful visual communication can be—how ideas become plans, and plans become places.I felt like I had found my voice. Yet I couldn’t shake a thought—that urban design requires decades of patience before the impact is felt. I wasn’t sure I had that kind of patience. So, I pursued other interests.

Still, I kept circling back to the topic of cities. I found myself in bookstores, thumbing through texts like The American City: What Works and What Doesn’t —the kind of book most people would never read for fun. Serving on community boards helped, but it wasn’t enough. My passion was turning into a purpose.

In 2007, I stopped resisting that pull and pursued a Master’s degree in Urban and Regional Planning at the University of California–Irvine. Unfortunately, I graduated during the depths of the Great Recession, when planning jobs were almost nonexistent.

By the time I landed my first job, I had submitted hundreds of résumés and cover letters. It was humbling and disheartening. I was determined, however, and the persistence paid off.

John Fernandez, who led the long-term planning division in Aurora, Colorado, brought me onto his team. He entrusted me with meaningful work—a blighted urban-renewal site ready for redevelopment, a growth model for transit-oriented developments. The pay was terrible. I didn’t care. I finally felt like I was making a difference.

A few years later, I joined the Town of Vail, working on high-end developments in a community known for its design standards and high expectations. The developments were impressive, but it didn’t allow me to solve the kinds of real-world challenges that improve people’s daily lives. I wanted to make an impact—a real difference.

Then came the opportunity to return home as Executive Director of Downtown Sioux Falls, Inc. DTSF might have looked like a detour from urban planning. In reality, it brought me right back to my calling: making places better. And there’s no better place to do that than Sioux Falls.

After nearly a decade of leading DTSF and working alongside so many talented people, I once again felt that familiar pull—the desire to make an even larger impact, beyond downtown.

Sioux Falls has a good thing going. We have incredible potential as a city. I want to ensure we don’t just grow—we grow with intention toward a shared vision for the future.

The next version of Sioux Falls can—and should—be the best one yet. Let’s shape it together and build a Sioux Falls for tomorrow that works for everyone today.