City Council 2025: Amanda Housler

I want to make Billings better and let the residents of Billings have a voice. I want the residents to be able to vote on every change that would/could impact everyone in Billings. I believe that everyone has an opinion, and I would love to hear it. I just finished my business classes and have experience in customer service. I think that if I treat Billings as a business and the citizens as customers, Billings could not only improve but also thrive. I have been studying the Montana State Constitution and the United States Constitution, and I will uphold both. Anything that is not in either of them is up to a vote from everyone.

Local government is crucial in addressing the specific needs and concerns of our communities, often transcending traditional party lines. I anticipate representing my constituents by prioritizing their voices and engaging them in meaningful dialogue. I believe that effective governance starts with listening and understanding the unique challenges and aspirations of each community member.

When making policy decisions, I will base my approach on several key principles outlined in the Montana State Constitution, including:

1. Respect for Individual Rights: I will ensure that my policies uphold the rights and freedoms of all citizens, as guaranteed in the constitution, fostering an environment where everyone feels valued and heard.

2. Local Engagement and Representation: I will actively seek input from constituents through public forums, surveys, and community meetings, ensuring that their perspectives guide our local agenda. I’d aim to create transparent processes that allow for community involvement in decision-making.

3. Sustainable Development: I will advocate for policies that promote responsible use of our natural resources, emphasizing the importance of environmental stewardship that protects Montana’s rich landscapes for future generations, in line with the state’s commitment to natural resources.

4. Equitable Access to Services: I will work to ensure that all constituents have access to essential services, including education, healthcare, and infrastructure, recognizing that equity is fundamental in economic and social development.

5. Collaboration Across Party Lines: I will prioritize collaboration with all stakeholders, including those from different political affiliations, to develop solutions that serve the broader community, illustrating my belief that effective governance requires a willingness to work together.

1. Financial Stability: Ensuring financial stability is crucial for both individuals and the economy as a whole. It allows families to secure their futures, businesses to thrive, and governments to invest in essential services. By promoting policies that encourage responsible fiscal management, support job creation, and enhance access to financial resources, we can help communities build a solid foundation for economic growth and resilience.

2. Community Well-Being: Prioritizing community well-being means focusing on the holistic health of our neighborhoods. This involves improving access to quality healthcare, education, affordable housing, and mental health resources. By fostering environments where people can thrive socially, emotionally, and physically, we create stronger and more connected communities that can better support each other during challenging times.

3. Safety: Safety is a fundamental need for all citizens, encompassing both physical and social aspects. This includes law enforcement practices that build trust within communities, as well as measures to enhance public health and environmental safety. By implementing policies that address crime prevention, disaster preparedness, and public health initiatives, we can ensure that everyone feels secure in their homes and neighborhoods, which is essential for overall community strength and prosperity.

To build on the progress of addressing violent crime in Billings, I recognize the importance of fostering community involvement and ensuring that our government positions are accessible to a diverse range of individuals. One key step I propose is to reevaluate our drug testing policies, particularly in regard to marijuana use.

By moving toward a more progressive stance on marijuana testing, we can open up government positions to a broader pool of candidates who may have previously been excluded due to outdated policies. This can help attract individuals with valuable experiences and perspectives that can contribute to our efforts in crime prevention and community safety.

I believe that collaboration with community organizations and stakeholders is crucial. By engaging with local groups, we can develop programs focused on violence prevention, youth outreach, and education that target the root causes of crime. Ensuring that all community members feel heard and involved will strengthen our cooperative efforts to reduce violent crime rates.

Investing in training and resources for law enforcement can enhance their capacity to respond to calls for service effectively. By prioritizing mental health support and crisis intervention training for officers, we can ensure that they are equipped to handle violent situations more effectively and compassionately.

In analyzing the housing strategies mandated by the recent legislation, I find myself particularly favorable towards two specific strategies: (b) zoning for higher density housing near transit stations and employment centers and (e) allowing at least one accessory dwelling unit (ADU) on lots with single-unit dwellings.

Firstly, zoning for higher density housing near transit stations and places of employment is crucial for fostering a more sustainable and efficient urban environment. This strategy promotes the use of public transportation, reduces reliance on personal vehicles, and helps ease traffic congestion. By concentrating housing in areas where people work and have access to transit, we can minimize commute times and reduce carbon footprints. It also supports local businesses by increasing foot traffic and creates vibrant communities with a mix of residential and commercial spaces.

Secondly, allowing accessory dwelling units on lots with single-unit dwellings is an innovative solution to address the housing crisis while maintaining the character of existing neighborhoods. This strategy encourages homeowners to utilize their properties for additional housing options, often at a lower cost than new constructions. ADUs can accommodate various housing needs- such as space for older family members or rental units for younger renters-thereby promoting more diverse and inclusive communities. It also effectively increases the overall housing supply without requiring extensive new infrastructure or large developments.

Zero-based budgeting (ZBB) can be a transformative approach for the City Council as it requires each program and expense to be re-evaluated from scratch, rather than simply adjusting the previous year’s budget. This method encourages a more thorough examination of expenditures, promoting accountability and ensuring that taxpayer dollars are being spent effectively.

By adopting zero-based budgeting, the City Council can prioritize funding for essential services and programs that align with the community’s current needs, rather than maintaining historical spending patterns that may no longer be relevant. It can also foster a culture of cost management and efficiency among departments, as they must justify their budgets each year.

However, implementing ZBB can be resource-intensive and time-consuming, requiring significant effort from city staff to analyze and prepare justifications for each line item. This can be particularly challenging in times of limited resources or when faced with urgent budgetary needs.

To effectively encourage infill development, TIF districts should focus on several key strategies:

1. Targeting Underdeveloped Areas: Identifying and focusing on areas with potential for infill development can help revitalize neighborhoods and make more efficient use of existing infrastructure.

2. Public Infrastructure Improvement: Using TIF funds for critical infrastructure improvements such as roads, utilities, and public spaces can make areas more attractive to developers and businesses.

3. Incentives for Development: Providing additional incentives, such as grants or reduced permit fees for projects within TIF districts, can attract developers who might otherwise overlook these areas.

4. Collaborative Planning: Engaging stakeholders, including residents and businesses, in the planning process can ensure that the development aligns with community needs and enhances the local environment.

5. Sustainable Practices: Incorporating sustainable development practices can enhance the appeal of infill sites while also addressing environmental concerns.

Regarding taxes, the Montana State Constitution does provide guidelines on taxation that local governments must adhere to. A tax rate of 4% would fit within this framework, but local policymakers would need to consider the broader economic implications of setting such a rate within TIF districts to ensure that it promotes growth without stifling development. Overall, a balanced approach that considers the needs of the community, developers, and the economic landscape will be crucial for the successful implementation of TIF districts in Billings.

To address the funding and maintenance challenges for vital city-owned properties like the Babcock Theater, Alberta Bair Theater, and Billings Depot, I would advocate for a multi-faceted approach:

1. Historical Landmark Designation: First, pursuing a historical landmark designation for these properties can unlock state and federal funding sources specifically allocated for the preservation of historic structures. This recognition can provide grants and tax incentives that would support restoration efforts.

2. Public-Private Partnerships: Collaborating with local businesses and non-profits to create partnerships can help share the financial burden. These organizations often have a vested interest in the success of these venues since they contribute to the local economy. Joint fundraising campaigns or sponsorship opportunities can be established to enhance revenue.

3. Community Engagement and Support: Engaging the community to create a strong support base is crucial. This could involve hosting town hall meetings, surveys, or workshops to gather feedback and encourage local investment in these cultural assets. A campaign to educate residents about the economic benefits of these theaters can foster a sense of ownership and responsibility.

4. Prioritization of Repairs and Upgrades: Conducting a comprehensive assessment of the repair needs and prioritizing based on urgency and potential impact on operations would ensure that the most critical issues are addressed first. Developing a phased plan can help manage funding over time and allocate resources efficiently.

5. Grant Applications and Fundraising: Actively seeking out grants from arts organizations, cultural foundations, and federal programs dedicated to historic preservation should be a priority. Additionally, organizing fundraising events or exploring crowdfunding platforms can mobilize the community and generate funds for specific projects.

6. Budget Reassessment: Reviewing the city’s budget to identify areas where resources can be reallocated or additional funding can be introduced – such as tourism taxes or dedicated funds for cultural development – will be essential in supporting these properties.

By employing these strategies, we can work to ensure that the Babcock Theater, Alberta Bair Theater, and Billings Depot not only receive the attention they need for restoration and maintenance but also thrive as cultural and economic hubs in our community.

If elected, I envision a Billings airport that operates under an authority. This model would allow for a more focused approach in developing airport services, improving operational efficiency, and fostering partnerships with private entities to enhance the overall passenger experience. An airport authority could attract more airlines and routes, thus boosting connectivity and supporting our local economy.

While transitioning to an airport authority would involve costs— such as consultant services to draft the necessary documents and engage the public— it is vital to consider this investment as a step towards a more robust and competitive airport. Funding through airport-generated revenue ensures that we are leveraging the airport’s resources to propel growth rather than relying solely on taxpayer money.

I do not support the current Tourism Business Improvement District (TBID) assessment as backed by the Chamber and Visit Billings. My main concern is that imposing a fee on visitors in the form of increased lodging costs can deter potential tourists. While the intention is to promote and market our community, we should consider alternative funding methods that don’t place an additional financial burden on those who are coming to enjoy what Billings has to offer.

Visitors often have many choices when it comes to travel destinations, and taxes or fees can influence their decisions. Instead of charging visitors, we could explore partnerships with local businesses, increase fundraising initiatives, or look for grants that wouldn’t require adding fees to lodging. It’s important to create an inviting atmosphere for visitors, which includes keeping costs manageable. Ultimately, I believe in promoting our community without directly charging those who come to experience it.