2024 Carver County Commission – District 3
“I have two key areas of distinction. First and foremost is my strong business background and vast experience in optimizing operations, including long- and short-term strategic planning while maximizing efficiencies. The second point of differentiation is my 17 years serving the public. I believe in integrity, communication and working together to achieve results.”
— John Mihajlov
Name: John Mihajlov
Website: johnforcarvercounty.com
Email address: info@johnforcarvercounty.com or johnmihajlov@gmail.com
Home community and how long have you lived in your community:
We are celebrating our 11th year in the Nickel Creek Neighborhood of Chaska.
Previous leadership experience:
I have executive leadership experience with small businesses as well as multinational businesses. I own two small businesses. One is a consulting firm for hospitality businesses, large and small. The second is a dog treat business with points of distribution in 13 states. I have also had leadership experience in the public sector as a sergeant for the Hennepin County Sheriff’s Office VSD Enforcement Division.
In what community, state, or national organizations have you been involved?
I was a founding board member of the Hennepin County Sheriff’s Foundation, as well as an active participant in both the Minnesota and National Restaurant Associations. My family and I have also given our time and support to numerous charities, including those working to address food and shelter insecurity.
How have you prepared to serve well in this office:
I have been preparing by talking to people from all over Carver County, not just my district, visiting leaders as well as residents. I have analyzed the budget as well as the strategic plan and county organizational chart. Personally, I feel I’ve been preparing for this role during my 17+ years as a volunteer sheriff’s deputy and rescue diver, working to help, to problem solve, to connect people and to help create a safe community.
What do you view as the three top priorities for the County and how would you address these?
1. Safety of all citizens: As Carver County Commissioner, ensuring the safety of all citizens will be my top priority. This includes taking measures to protect our neighbors from crime, potential hazards, and unforeseen circumstances. I believe that the county has a responsibility and a role to play in creating an environment that is safe for everyone.
2. Optimization of resources: My second priority will be to ensure that the county is optimizing its resources. This means being good stewards of our natural and financial resources, finding a balance that is welcoming to businesses and citizens, and investing in the services that contribute to a vibrant community. By efficiently managing our resources, we can create a sustainable and prosperous future for Carver County.
3. Strategic planning: My third priority will be to focus on short- and long-term strategic planning. Carver County is a great place to live and work, and we need to ensure that our infrastructure and resources are well-maintained to support healthy and sustainable growth. By planning strategically, we can address the needs of the community and make informed decisions that will benefit Carver County in the long run.
What differentiates you from the other candidate(s)?
I have two key areas of distinction. First and foremost is my strong business background and vast experience in optimizing operations, including long- and short-term strategic planning while maximizing efficiencies. The second point of differentiation is my 17 years serving the public. I believe in integrity, communication and working together to achieve results. I pride myself on being very empathetic and approachable but realistic. I am a true believer in getting all the facts before any decision is made and I believe in then being held accountable for the decisions I make and contribute to.
How do you plan to manage the county’s annual budget while ensuring that essential services are maintained and improved?
My background is in managing large budgets. To effectively manage the county’s budget while ensuring that essential services are maintained and improved, a strategic approach must be taken. This includes conducting a thorough assessment of current expenditures, going line by line, to identify areas where efficiencies can be realized without compromising service quality. Engaging community stakeholders in budget discussions can provide valuable insights into priority areas that require funding.
One of my concerns is that County Board meetings are held during the work day, meaning many people are not able to participate. Implementing performance metrics can help track the effectiveness of services and guide future allocations. Additionally, exploring alternative funding sources, such as grants and partnerships with local organizations, can enhance financial flexibility. By prioritizing transparency and accountability in the budgeting process, the county can foster trust among residents while making informed decisions that enhance the overall quality of life in the community.
The tax levy to fund the county budget is a major item of the property tax bill. How would you propose to inform and engage residents so they become more involved in issues and informed on how county money is spent?
It starts with getting all of the facts and making them available. That may sound simple, but commissioners need to be able to speak to the specifics of the budget, why choices were made and where the money is going. Informing residents about the specifics of a tax levy can be approached in several effective ways:
Surveys or Feedback Forms: Encourage residents to provide their input or ask questions about the tax levy through online surveys or feedback forms, which can also gauge community sentiment.
By using a combination of these methods, we can effectively inform residents and ensure they understand the specifics of the tax levy so that they can make informed decisions.
1. Public Meetings: Organize informational sessions where residents can learn about the tax levy, ask questions, and express their concerns. This can be done in-person or virtually.
2. Printed materials: Distribute printed materials in common areas, local businesses, or through mail. These should clearly outline what the tax levy is for, the financial implications, and how it will benefit the community.
3. Digital Media: Utilize platforms like Facebook and Instagram to share information, infographics, and videos explaining the tax levy. Engaging posts can help reach a broader audience. Offer an opt-in for email updates to county residents, it could be paired with utility bill online access to bring it to wider attention.
4. Website Updates: Create a dedicated section on the county website with detailed information about the tax levy, including FAQs, timelines, and contact information for further inquiries.
5. Community Events: Set up tables at local events where residents can stop by to learn more and ask questions about the tax levy.
6. Surveys or Feedback Forms: Encourage residents to provide their input or ask questions about the tax levy through online surveys or feedback forms, which can also gauge community sentiment.
By using a combination of these methods, we can effectively inform residents and ensure they understand the specifics of the tax levy so that they can make informed decisions.
What, if anything, should the county do to provide additional or improved activities, recreation, and parks?
This is not the role of the Commissioners, but we can take part in supporting the Parks and Recreation Board and be good stewards of the funds allocated to these Boards. We need to be active in the neighborhoods asking what they need and how do these needs make the County a better place.
If a competitive business climate is important to you, what should the county do to see that private sector businesses can start and grow in our county?
I am a small business owner and I believe they are the heart and soul of the community. Not only that, but I think a vibrant small business community would attract people living in other counties to visit our towns. If someone is visiting the new Costco in Chaska from Scott County, what do we offer to keep them spending their time and money in Chaska or Victoria? The health of our towns depends on the health of our small businesses. We need to look at old ordinances that are outdated and actually hinder growth. I found one example of a sign ordinance that has been granted a variance hundreds of times. Why is it still on the books? How much time and money do we spend as a county to analyze each case? We need to be a friendly pro-business county to support the population growth expected in the next 15 years. If our stores, restaurants, and entertainment offerings don’t keep pace with home construction, our neighbors — and their tax dollars — will leave our county for those that have a richer experience to offer.
What, if anything, should the city do to increase transparency?
Simply stated, elect leaders who value transparency. Be visible, accountable, available. Communication is a two-way street, not just speaking, but actively listening. We cannot listen to our citizens if they are not informed. With the loss of the Chaska Herald, we need to think more broadly about how our citizens get news. Sessions at libraries. Open office hours. Meetings held not only during traditional working hours so many can’t attend or watch live. Publishing recaps of meetings, not just minutes, but easy to access and understand recaps and pending items. Ensuring accessibility to all citizens, including those who don’t have English as their first language. Leveraging community groups to get the word out to underrepresented populations on key issues. Everything from TikTok to direct mail, press releases to community forums should be on the table.
Where do you see the county in the next five to 10 years?
My long-term vision of the county is to provide a safe and healthy community, which promotes a balance between business development and community growth while maintaining fiscal responsibility and transparency. I envision a Carver County as a place where people want to live, businesses (large and small) want to be and a County where our employees are effective and proud to be serving the public, while advancing their careers. I recognize we are expecting to increase our population by 50% by 2040. By investing in and creating a safe, prosperous and connected community, we can maintain the feel of a neighborly small town, even as we grow.
