What the $41.5 Million 2023 Bond Included and Why Residents Rejected It.

• A new large courthouse complex next to City Hall with a 1700 sq. ft. lobby, two courtrooms, two judges’ chambers, two attorney rooms, two jury sequestration rooms, and a sally port going from the police station to the courthouse. This was far beyond what our city of 9.9 square miles requires, with no increased caseload justification. We have a centrally located courthouse that already meets all of our needs with easy access for residents and court visitors.

• A four‑bay fire station next to city hall, less than two miles from our centrally located, modern three-bay fire station, with no staffing plan and no demonstrated operational need. The primary reason for this was to support the new commercial development in the southern part of the city south of Peoria Avenue that pays no impact fees.

• $3 million expansion of the new police station, originally justified as “needed for additional evidence storage,” even though the police chief publicly reported a 96% purge rate of evidence, which in his own words he stated, "eliminating the need for expansion." After the bond was rejected, the council approved a new filing system that further reduced evidence storage needs to 25% of what they had, leaving ample room for future evidence. When the need for more evidence storage space justification collapsed, the city shifted to a new explanation of “future growth,” despite El Mirage having very limited space for any sizeable residential expansion and the southern part of town being developed with data centers, commercial warehouses, and non-retail commercial building, not residential development.

• A City Hall expansion, despite the existing new building being spacious, functional, and more than adequate for a city of our size. The justification given in 2023 was that the city would have 20 more employees at City Hall in the next 10-20 years. For what purpose and for what additional services for our 9.9 sq. mile landlocked city? This question has gone unanswered.

Residents saw these proposals for what they represented: unnecessary, wasteful spending that failed to address their actual needs or improve their quality of life.

The 2023 bond wasn’t rejected because residents were confused. It was rejected because an overwhelming majority of the voters thought the projects were: Unnecessary and Out of Touch with the Real Needs of Our Community, Amounting to Wasteful Spending and Misplaced Priorities.

• Less than three months after more than 81% of El Mirage voters rejected the $41.5 million El Mirage bond in November 2023, the mayor and council majority discussed in the January 2024 CIP Work Session placing every one of the voters‑rejected projects back into the 5‑year CIP plan.

  Some council members claimed that “not many people” had voted NO, dismissing the more than 2,800 residents who opposed the bond compared to only 650 who supported it. I sat in disbelief as the discussion unfolded. I was the lone dissenter in their plans, keeping in mind the hundreds of El Mirage voters who had told me they opposed the bond not only because of the tax increase and wasteful spending, but because they saw no meaningful benefit to the quality of life for our community.

• The mayor and council majority then voted in June 2024 to spend almost $2 million to purchase land next to City Hall, the same land that was originally planned with the rejected bond projects, all the while publicly denying the connection. Again, I was the lone dissenting vote.

• The wasteful spending has not stopped. Just recently, despite voters rejecting a City Hall expansion, the mayor and council majority recently approved nearly $1 million to remodel City Hall for the purpose of adding more office space for “future hiring.” The question begs, "For what new services that cannot be performed by our existing overgrown staff?"

• A new position was created solely to answer the phone for the Parks Director and his assistant when they are unable or unavailable to answer, even though every city employee has voicemail that automatically receives calls when they are unavailable. There is no operational need for a full‑time receptionist to sit at a desk all day for this purpose or to take duties from another employee to "create" a need for another new hire.

• Another new position was also recently created solely to produce a quarterly multi-page newsletter, despite the city already having a simple, effective quarterly update. The new "expanded" version simply took information already available on the city's website and Facebook page and lumped it together with much larger print and more photos to take up space. To create an entire new position to do this is a gross misuse of the people's monies. How many communications specialists do we need at City Hall for a city our size?  The current administration and council majority think we need four people.

• In August 2025, under the direction of the mayor and council majority a new staff position was created to oversee the El Mirage Cares program, shifting leadership of a program I founded and had guided since its launch in May 2018. Their stated reasoning focused on the cost of staff time and resources, even though the program’s community forums, webinars, and outreach efforts were built from thousands of hours I contributed on my own time.

• The new staff member now uses the same event calendar and programs that I created, the same partnerships, and community resources that were already fully developed. This resulted in more personnel expenses in a salary and employee benefits for work that had previously required no added staffing.

• It has also become clear from resent talks by some staff and council members that the quest to a build a four-bay first station and to add onto our new police station still appears to be in their future plans, as they say that future growth in El Mirage will demand it, even though we are land-locked with very little actual residential space available for any sizeable residential growth.

• During a recent council work session, a proposal was presented to purchase five new police vehicles, not as replacements, but to add to our existing fleet, even though we don't have the need for five additional sworn officers. The logic then was that if we bought five new police vehicles, we would need to create five new positions for police personnel to use the new vehicles. Again, our population is not growing to support such expansion of personnel or buildings.

• In recent years, the city has created multiple new positions, not out of a real need, but because leadership keeps expanding bureaucracy for its own sake. Staff positions have already grown well beyond what a city of our size needs, frequently by transferring duties from existing personnel to rationalize new staff positions without providing new or improved services.

This is NOT responsible governance. It’s a refusal to listen.

Meanwhile, our families, the residents we are supposed to represent, have been clear in their priorities: lower taxes, provide better parks and recreational opportunities, improve our streets, and create vibrant community spaces. They DO NOT WANT more government buildings or BIGGER government.

These decisions do not reflect fiscal responsibility, but rather a leadership culture that is disconnected from the people it is supposed to serve.

What Happened After the Bond Was Rejected?

We deserve a government of the People, by the People, and for the People in El Mirage!

When the community speaks so clearly, and yet the direction of government still moves the other way, it becomes evident that our city needs leadership that listens, responds, and aligns its decisions with the priorities of the people it serves.

I have always stood with our residents, and the 81% NO vote in 2023 to defeat the $41.5 million bond affirmed that shared direction. I stood with them then, and I continue to stand with them now.

As your mayor, I will continue to oppose wasteful spending and focus our resources on what residents value most: safer neighborhoods, more places for families to enjoy right here at home, well‑maintained infrastructure, and a community where people can live and grow with confidence.

Giving Residents the Opportunity to See for Themselves

To ensure transparency, I recently invited several residents to tour city hall to see the work areas for themselves. Several residents were interested and toured the entire interior of the building and work areas and working conditions for themselves to judge whether they thought expansion or remodeling was needed.

Every resident who toured the facility saw the same thing: there was no justification for nearly $1 million in renovations or for an expansion as was proposed in the failed bond.

• Predetermined outcomes. Votes and discussions on matters sometimes appear decided before the public ever hears the issue, weakening trust in the process.

• Erosion of open dialogue resulting from interruptions, disrespect of speakers, dismissive responses, or unequal treatment of speakers discourages honest debate and silences differing viewpoints.

• Community engagement often ends. When people believe their voice and participation won’t change anything, they stop attending meetings, asking questions, or getting involved.

• Strained relationships between the residents and City Hall. A closed‑off culture creates distance, frustration, and a sense our local government is not working with the community, signaling that it is no longer For the People and By the People.

• Reduced accountability. When norms and procedures are not followed consistently, it becomes harder for residents to trust that decisions are fair and lawful.

• Reduced transparency from the council in decision‑making. Key choices about spending, priorities, and projects often lack clear explanations, leaving residents unsure why certain actions are taken.

• Transparency suffers when decisions are rushed, information is withheld, or discussions are cut short, which seems to be the norm in current times.

• Tax dollars are at risk when spending is pushed forward without public support or a full explanation leading to unnecessary and wasteful and spending.

• Residents lose confidence when their concerns are minimized or when council meetings feel predetermined.

• Community unity often becomes weakened when leadership prioritizes personal alliances over fairness, professionalism, ethics, and respect. 

• Disrespect for voter decisions shows a disconnect between the city and residents.  When leadership moves forward with projects that contradict the majority vote, residents feel ignored and disenfranchised.

• Limited public input. When meetings move quickly and questions are not unanswered residents feel their voices don’t matter.

How Today’s Leadership Culture Affects El Mirage

I’m prepared to lead El Mirage toward a prosperous, more hopeful future for the people who really matter, the Residents!

Our families deserve a city that puts their well‑being first, and my dedication to supporting our families has never changed because a healthy community grows from leadership that truly cares.

Our community deserves better than what we’ve been given.

El Mirage deserves a local government that reflects the character of its people — honest, open, and committed to doing what’s right for the families of El Mirage. While the challenges we face are real, they are not permanent. They are the result of choices, and choices can change. What gives me hope is knowing that our community is strong, engaged, and ready for leadership that listens and leads with integrity.

     My commitment is to:

• Bring true transparency to City Hall, not as a slogan, but as a daily practice. That means inviting open conversations, clear explanations, and decisions made in the light of day. It means a government where residents are not just heard but have the opportunity to be engaged and respected with their ideas regarding the direction of the city.  A government by the people and for the people doesn't mean that they will be dictated to as to the decisions made.

• Promote fiscal responsibility that prioritizes quality of life and public safety for the residents who call El Mirage home. It means creating more family‑friendly spaces where adults and children can enjoy time together, supporting the physical and mental well‑being that keeps our community strong. It includes strengthening essential services, supporting an effective and efficient fire department, and ensuring our police officers have the leadership, resources, and working conditions that help them succeed and stay in our community. It also means maintaining our streets and roadways throughout the entire city, including residential areas, so every neighborhood feels safe, supported, and cared for. And it means putting an end to wasteful spending on projects that are poorly planned, lightly used, or designed without real community benefit: the kinds of initiatives that drain taxpayer dollars while doing little to improve our daily life.

  Our priorities must reflect the people who live here. We need to spend where it matters and stop spending where it doesn’t.

• Hold community conversations in neighborhoods throughout our city, giving residents a safe, neutral, and comfortable space to ask questions, offer suggestions, and engage in honest, two‑way dialogue with their leaders. I believe that having a culture of collaborative community meetings, where residents and leadership sit together, talk openly, and work through issues with transparency and respect is something the people of El Mirage would greatly welcome.

  A healthy city thrives when residents are informed, engaged, and respected. When leadership models openness, accountability, and fairness, the people's trust in their leadership will grow and with it, we will develop stronger partnerships resulting in better decisions, and a more connected community.

• Promote community programs and opportunities that strengthen our families and build community, including expanded recreational, educational, and wellness activities through our Parks and Recreation Department. A thriving community is one where every person can find a place to belong, whether through recreation, learning, or programs that support mental and physical well‑being. It is a fact that the heart of a thriving community is one where every person can find a place for inclusion. When leadership works in partnership with the community and other agencies, the overall physical and mental well-being of the community improves. 

   

• Stay connected to the people. El Mirage is a small city, and our leaders should be present in our city, listening, and in regular dialogue with the community. When decisions come from genuine conversations, they reflect the people's voices, not the dictates and assumptions of a few.

This is the future I’m committed to building: a city where trust is restored, voices matter, and the well‑being of our residents guides every decision.

Community

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Major reforms are needed to improve how El Mirage serves its residents. I’m dedicated to honest leadership that prioritizes your quality of life over unnecessary projects.

Improving the Quality of Life in El Mirage