What is Good Governance?

Managing the Keweenaw Heartlands is a historic opportunity, and the eyes of Michigan and the rest of the country are on us. If we fail to manage this land effectively, we set a dangerous precedent that tells the state and the nation that local communities are not capable of managing their own resources. To ensure this project succeeds for the next 50 to 100 years, we cannot rely on the status quo. We must demand a higher standard of good governance from day one.

But what does good governance actually look like in practice for the Authority Board?

Objective and Nonpersonal Leadership

Good governance is objective, nonpersonal, and effective. While family histories and deep local roots are incredibly important for defining the character of the Keweenaw, they are not qualifications for government. Good governance means leaving personal grievances and family politics at the door. It means making decisions based purely on what is best for the Heartlands long-term, rather than favoring local family or personal politics over the needs of the electorate.

Proactive Project Management

Too often, local municipalities are forced into reactive crisis management. Good governance is the opposite. Managing this new Authority is, at its core, a complex project management problem. It requires bureaucratic competence, knowing how to facilitate a meeting, and understanding exactly who needs to be at the table. It means coming to every meeting prepared, sticking to the long-term plan established by the community, and not getting distracted by chasing shiny objects. We must proactively plan for the future, including securing diverse revenue streams like grants and sustainable commercial forestry, so we never have to ask local taxpayers for a bailout.

Listening to Stakeholders and the Community

Good governance does not happen in an echo chamber. It requires a genuine willingness to listen and compromise. The Heartlands Authority is intentionally designed with critical advisory channels, including non-voting members and advisors from the Keweenaw Bay Indian Community (KBIC). Good governance means actively engaging with these advisors, as well as our local trail clubs and the Community Advisory Commission, to ensure the board objectively represents the entire community and all of its stakeholders.

But true representation goes beyond official meetings. Too often, local government relies on traditional town halls where only the loudest voices in the room are heard. Good governance means actively getting out and meeting voters where they are at. Whether it is at a trailhead, a local event, or just out in the community, we must ensure we are listening to the everyday residents who use and care about this land—not just those with the time or inclination to speak at a microphone.

True Accountability and Independence

A Heartlands board member must exercise independent judgment, ensuring that every decision is driven by the needs of the community rather than special interests, personal gain, or behind-the-scenes pressure. The primary job on this board is to represent the community and its stakeholders objectively. Furthermore, we must practice strict self-accountability. We have to be willing to inventory our successes and our failures, compare them against our goals, and reassess when necessary. While the board will rely heavily on the hard work of unelected officials, staff, and dedicated volunteers, true accountability means the buck ultimately stops with the elected board members. 

As a professional engineer and a university professor, my career is built on these exact principles: objective analysis, managing complex projects, and transparent accountability. I am running to bring these standards to the Authority Board so that the Heartlands remain a thriving community asset for generations to come.