Check out Bob’s vision for the City.
We’re proud of the endorsements from all corners of our community.
The definition of insanity is…
… electing the same types of people and expecting different results.
I am not a career politician. The new City Council format will be complex and new leadership will require collaboration. I am a leader, optimistic, someone who thinks out-of-the box, and am determined to deliver on my promises.
I’m a proud graduate of Grant High School and Lewis & Clark College, and my life has been shaped by resilience and determination. My journey from Compton to Portland, from public housing to becoming the first in my family to graduate college, gives me a unique ability to connect with the diverse and underserved communities of District 2. With my experience at large organizations like Coca-Cola, Microsoft, and Tony Robbins, I bring large scale problem-solving skills and results to the City of Portland.
With me on the team, the new 12-member council will have skill diversity, background diversity, and social and economic diversity critical to creating a new collective vision that will bring results.
Safer Portland
Measure 110 had good intentions, but it has failed. While hundreds of millions of dollars sit unspent at the county to address homelessness, addiction, and mental health, our streets remain unsafe, people continue to suffer and die from addiction, and businesses and residents live in fear. My policy focuses on key areas to move us forward:
The shortage of addiction counselors and mental health professionals is a priority. My plan focuses on training, recruitment, and development of a strong resource pool to fill these vacancies immediately.
Housing solutions must come faster, with more agility and flexibility. While the county builds shelters and services, my policy addresses at-risk youth and provides modular housing and outpatient care to move our most vulnerable from the streets into secure shelter with services tailored to their needs.
We need more community policing and additional staff to protect our city, with a focus on recruiting locally, building trust, and creating a police force that looks like the community it serves. Engaging youth through outreach and education will encourage interest from underrepresented groups.
Community programs for at-risk youth must offer sustainable, quality afterschool and summer options. These programs will directly compete with gang recruitment, provide hope, and create a safer future for Portland by keeping young people out of the legal system and contributing as productive, taxpaying community members. This is an investment in our safety, not an expense.
Budget Accountability
With an $8 billion annual budget, Portland’s tax rates are second only to New York City’s. Under the new governance structure, we must clearly track spending by bureau and non-profit, and assess the value each provides. We will implement key measures to evaluate current performance and identify areas for improvement. As we approach fiscal year 2025, with shrinking budgets due to revenue pressures, salary raises should not be expected, and we will maintain staffing levels by reallocating as needed to meet the city's priorities. I will not support new taxes and will focus on using our substantial resources more efficiently.
Basic Infrastructure
With summers heating up, we must use available resources to invest in our communities. This means improving residential air quality, establishing cooling zones in public spaces, installing CO2 monitors, and ensuring access to clean drinking water. We’ll also increase tree canopies in playgrounds and provide window screens to let in fresh air while protecting toddlers from falling out of windows in overheated homes. Additionally, we will prioritize street repairs, more readable street signs, better lighting, and improved pedestrian and bike safety in high-traffic areas. These steps will create safer, healthier environments for all Portland residents.
Who’s Standing With Bob
