Anna Johnson

Since moving to Fargo, I've been actively involved in the community the whole time, from volunteering with nonprofits, to serving on boards and commissions, and showing up for the people and neighborhoods that make this city what it is.
My background is in the trades. I worked as a truck driver, which taught me how to solve problems on the fly, manage time and resources, and stay accountable; skills that translate directly to public service. I also run a small business focused on murals and artwork, so I understand what it takes to manage a budget, build relationships, and deliver results.
I’m not someone who just talks about issues from a distance. I’ve been in the rooms, on the boards, and in the community long enough to understand how the city actually works and where it falls short. That ground-level experience, combined with my time serving in an official capacity, gives me a practical foundation that I’d bring to every decision on the commission.
I believe the best leaders are the ones who have actually lived the challenges they’re trying to solve. That’s the kind of commissioner I’ll be.

Fiscal responsibility. Too much of our budget is going toward wasteful or low-priority spending while core needs go underfunded. The city has spent far too much on consultants; we have great assets on the ground who can provide better answers and support than any outside consultants.

Supporting city staff and services. Our city employees are the backbone of everything that works in Fargo: public safety, infrastructure, parks, you name it. We need to make sure they’re supported, retained, and empowered. When we underinvest in our people, the whole city feels it.

Housing affordability and accessibility. Too many Fargo residents are struggling to find housing they can actually afford. Whether you’re a young person starting your career, a working family, or someone on a fixed income, the cost and availability of housing is a real barrier. We need smart, practical policies that make it easier to build and access affordable housing in this city.
These are things I hear about from real people in this community every day. I’m running to address them head-on.

Fargo’s biggest opportunity is our momentum in a growing economy, strong institutions,
and a community that cares. If we act with intention, the next five years are a real
chance to get ahead on housing, rebuild trust with residents, and invest in the things
that make Fargo a great place to live.

The challenges are real too: the cost of growth, housing affordability, retaining good city
employees, and keeping our infrastructure ahead of demand. None of it is
insurmountable, but it requires fiscally disciplined, people-first leadership. That’s
exactly what I’m offering.

Fargo needs to be easy to work with. Fast permitting, clear regulations, and city staff who work as collaborators and not gatekeepers, I'd use incentives strategically tied to real outcomes like good jobs and local investment. I'd prioritize small businesses and ensure our policies do not create unnecessary burdens for our prospective businesses. Workforce and housing are economic development tools as well; businesses go where workers can afford to live and make a living. Investing in both gives Fargo a real competitive edge.

The city can't do this alone, but it plays a real supporting role. First, keep Fargo livable and affordable. Workers choose places where they can afford a home and feel connected to their community. Second, partner with NDSU, trade schools, and employers to align education and training with what businesses actually need. Third, support city workforce programs that help people access jobs and develop skills. Fourth, make sure our own house is in order- the city needs to compete as an employer, too, to retain its invaluable specialized staff.

Fargo's most effective tools are the ones that will expedite the building process. Streamlining permitting, reduction of fees, and zoning reforms that allow more housing types in more places are three areas where we can work towards that massive goal of 16,400 units. We should use density bonuses and tax incentives to encourage workforce and market rate housing where the private market alone won't deliver. Infill development in underutilized land is another practical solution. We need to treat housing production as an urgent priority at City Hall.

Businesses don't invest, families don't put down roots, and communities don't thrive if the people don't feel safe. I'd support strengthening public safety by fully funding and staffing our police and fire departments, ensuring competitive pay and benefits, as well as assisting them with necessary training programs. I also believe in community-oriented policing, building a real relationship between officers and neighborhoods, which reinforces trust in law enforcement.

I'm open to a ward system, but have serious questions. I appreciate that wards diversify geographic representation, but my hesitation is that commissioners could potentially think more narrowly with regard to their own neighborhood/ward, as opposed to the needs of the city as a whole. Fargo deserves leadership that listens to and considers everyone. Before supporting a ward system, I would need to see solid evidence that our current system is failing.