(Note To Media: feel free to use the audio and/or quotes from this candidate forum, please cite the North Dakota Watchdog Network’s website “WatchingND.com”. Contact individual candidates directly for further elaboration on these and other issues, or to arrange other media appearances.)
Last night, in front of a live library audience, 6 of the 7 candidates for Burleigh County Commission took questions and gave statements for two hours on the big issues facing Burleigh County.
Current County Commissioners Wayne Munson, Steve Schwab, current County Auditor Mark Splonskowski, Kay LaCoe, Mike Manstrom, and Jim Small attended the candidate forum at the Bismarck Public Library. (Mark Wagner would not attend due to prior commitments.)
Following each candidate’s open statements, each candidate was given four minutes to address the county controversies in their own framing. (This was the only question that the candidates got a heads up on.)
Question 1 for All Candidates: What is your approach when residents strongly oppose a project that technically meets all zoning and planning requirements?”
Question 2 for All Candidates: County government depends on strong partnerships with cities, townships, state agencies and local organizations. What is your vision for how Burleigh County builds and maintains those relationships over the next four years?
Question 3 for All Candidates: For each one of you, this is kind of like a joint budget question: How are you going to deal with the 3% cap, and how are you going to make sure that the sales tax increase gets implemented to reduce property taxes as intended?”
Question 4 for Mark Splonskowski directly: Much of the controversy at Burleigh County in the last four years has revolved around the auditor–treasurer’s office and you personally. Having the experience of being on the receiving end of the situation, as a commissioner what would you do to prevent any staff or elected officials from going through something similar?”
Question 5 for Commissioner Steve Schwab directly: Burleigh County has seen a $60 million return in federal water funding from our participation in the Garrison Diversion. Does it make sense to risk that funding and potentially spend millions more in legal fees to exit a system that is currently delivering for our rural water users?”
Question 6 for the Incumbents: Burleigh County has historically run meetings in a less formal way, between either not allowing public comment or allowing certain members of the public to monopolize the podium. There is fairly universal agreement that Burleigh County takes a ‘loosey‑goosey’ approach to running meetings. When you combine that with the reluctance to take roll‑call votes and opting for consensus, what would you do, short of becoming chair, to help fix the way meetings are run?”
Question 7 for the Challengers: Do you agree with Burleigh County Commission’s handling of the CO₂ pipeline situation, yes or no, and if no, explain.”
Question 8 for All Candidates: To the extent that the county commission has a say, under what circumstances would you approve an AI data center in Burleigh County?”
Question 9 for All Candidates as a follow-up to previous comments made about putting AI Data Center issues to a vote of the people: Are you open to using the ballot box more frequently to get input from the citizens on issues, whether that means as an advisory vote or whether it means asking the citizens to tie your hands with Home Rule Charter amendments?”
Candidates were then given three minutes each for closing remarks.
Below are responses from the candidate that could not attend, Mark Wagner:
Introduction.
I’m Mark Wagner, and I’m running because I believe we can and should be doing better when it comes to how we lead and how we work together.
Professionally, I’ve spent my career working in business, budgeting, and planning, where making sound decisions, managing resources responsibly, and working with people to solve problems isn’t optional, it’s required. I’ve also been actively involved in our community, which has given me a strong understanding of the challenges and opportunities we face here in Burleigh County.
Like many of you, I’ve been paying close attention to what’s happening in our county. There are important issues in front of us growth, infrastructure, land use, and economic development. But what stands out to me isn’t just the issues themselves, it was how they are being handled.
Too often, we’ve seen division instead of collaboration, confusion instead of clarity, and decisions that don’t always reflect a consistent, long-term plan. I’m running to bring a more thoughtful, steady approach to leadership. That means listening first, working with others and focusing on practical solutions instead of conflict.
Burleigh County is a great place to live, work, and raise a family. My goal is to make sure our leadership reflects that by being professional, collaborative, and focused on results.
County controversies.
When people ask me what the biggest issues facing Burleigh County are, there are certainly several; growth, land use, infrastructure, and ongoing debates like the CO₂ pipeline and OHV regulations among others.
But in my view, the most pressing concern isn’t just one issue. It’s how we govern and how we work together.
There’s growing frustration with the overall look and effectiveness of county leadership. There is far too much conflict instead of collaboration, and decisions that are reactive instead of consistent and responsive. Creating a high level of uncertainty and inconsistency.
Good governance isn’t about being the loudest voice in the room. It’s about listening, working through disagreements, and making decisions that are steady, transparent, and grounded in long-term thinking. We don’t need more chaos; we need leadership that brings people together and moves issues forward.
Closely tied to that is our relationship with the City of Bismarck. Whether it’s infrastructure, public health, zoning, or managing growth, the reality is we are better when we work together. Right now, that relationship has too often been strained, and that comes at a cost to taxpayers and creates
continued chaos and challenges. We don’t have to agree on everything, but we do have to communicate, coordinate, and respect each other’s roles.
If elected, my focus will be on restoring a more professional, cooperative approach to leadership; one that values partnership over division and results over rhetoric. Because that’s what residents expect of us, to solve problems, not create new ones.
What is your approach when residents strongly oppose a project that technically meets all zoning and planning requirements?
That’s one of the toughest and most challenging situations a county commissioner faces.
If a project meets all zoning and planning requirements, that matters. Those rules were created and exist to provide fairness, consistency, and predictability. We can’t simply ignore them when it’s convenient, or we undermine the integrity of the entire process.
But that doesn’t mean resident concerns should be dismissed.
My approach is to start by really listening to understand what’s driving the opposition. Is it traffic, safety, noise, long-term land use, or a breakdown in communication? Often, the issue isn’t just the project itself, but how it impacts people’s day-to-day lives.
From there, I believe in working to find solutions within the framework we have. That could mean encouraging better communication between developers and residents, identifying reasonable modifications, or addressing gaps in how regulations are applied or enforced.
At the same time, we must be honest. If a project fully complies with the rules in place, the commission’s role is not to arbitrarily stop it. If residents feel the standards aren’t strong enough, then it’s our responsibility to revisit those policies in a thoughtful, forward-looking way, not in the middle of a single project.
This comes back to leadership and trust. People deserve to be heard, and they deserve a process that is fair, transparent, and consistent. My goal is to ensure both so we can make better decisions moving forward, together.
County government depends on strong partnerships with cities, townships, state agencies and local organizations. What is your vision for how Burleigh County builds and maintains those relationships over the next four years?
My vision for Burleigh County over the next four years is to move from a reactive approach to a proactive one. That means regular, structured communication with the City of Bismarck, our townships, state agencies and other stakeholders, not just when there’s a problem, but before issues
escalate. We should be sitting down together early on major topics like growth, infrastructure, and public services so we’re aligned from the start.
It also means respecting roles and avoiding overreach. Our partners need to know they can rely on Burleigh County to be steady, professional, and solution focused. That builds trust over time and makes it easier to tackle difficult issues together.
Finally, I believe in focusing on shared goals. Whether it’s supporting responsible growth, maintaining infrastructure, or serving residents efficiently, my commitment is to lead with a collaborative mindset; bringing people to the table, keeping communication open, and working toward practical solutions that benefits everyone.
How are you going to deal with the 3% cap, and how are you going to make sure that the sales tax increase gets implemented to reduce property taxes as intended?
The 3% cap is a reality we must plan for; it’s not something we can ignore or work around. My approach is to treat it as a discipline tool that forces us to prioritize budget responsibly and focus on long-term sustainability rather than short-term fixes. The 3% cap will have real consequences as costs continue to rise. That means the margin for error is shrinking, and the need for smart, proactive decision-making will be paramount.
That starts with a clear look at what the county is doing well, where we’re seeing growth in costs, and where we can improve efficiency and ensure that we are not duplicating services. It also means having honest conversations about needs versus wants and making sure taxpayer dollars are being used as effectively as possible.
On the sales tax increase, the key issue is trust. If voters support a sales tax with the understanding that it will reduce pressure on property taxes, then we have an obligation to follow through. That means transparency in how those dollars are used, clear communication with the public, and accountability in the budgeting process. I would support setting clear policy direction that ties sales tax revenue directly to property tax relief, so it doesn’t simply get absorbed into general spending.
To the extent that the county commission has a say, under what circumstances would you approve an AI data center in Burleigh County?
I would be open to supporting an AI data center in Burleigh County, but only if it’s done the right way and in the right location.
First, it needs to meet all zoning, siting and planning requirements. Those standards exist to ensure compatibility with surrounding land uses and to protect residents. If a project doesn’t meet those expectations, it shouldn’t move forward.
Second, location matters. An appropriate site, away from dense residential areas and aligned with long-term growth plans is critical to minimizing conflicts and supporting responsible development.
Third, the developer must be an active partner. That means clear communication with the community, a willingness to address concerns, and a commitment to being a good long-term neighbor, not just meeting minimum requirements.
Infrastructure is another key piece. Close coordination with power providers, along with planning for roads, water, and other impacts, needs to happen upfront, not after the fact. These projects can bring significant demand, and we need to be sure our systems can handle it responsibly.
Finally, there needs to be a clear benefit to the country whether that’s through jobs, tax base, or broader economic impact without shifting undue costs onto residents.
If those conditions are met, I believe this type of project can be a positive addition. But it must be approached thoughtfully, transparently, and with a focus on long-term outcomes for Burleigh County.
Follow-up to previous comments made about putting AI Data Center issues to a vote of the people: Are you open to using the ballot box more frequently to get input from the citizens on issues, whether that means as an advisory vote or whether it means asking the citizens to tie your hands with Home Rule Charter amendments?
I believe strongly in public input, but I also believe in responsible governance.
The ballot box is an important tool, especially for major, long-term decisions that fundamentally shape the county. In those cases, giving residents a direct voice whether through advisory votes or charter amendments, can be appropriate.
But it shouldn’t become the default for every difficult decision.
Elected officials are chosen to do the work of digging into complex issues, weighing competing interests, and making informed decisions. If we push too many decisions to the ballot, we risk slowing down the county’s ability to respond and plan effectively.
My approach is this: use the ballot box when it truly fits the scale and impact of the issue, but prioritize strong public engagement every step of the way. That means better communication, more opportunities for input, and making sure people feel heard before decisions are made.
On something like an AI data center, the focus should first be on transparency, clear standards, and meaningful public involvement. If, after that, there is still a strong case that the decision rises to the level of a community-wide vote, I would be open to that discussion.
Closing
At the center of every issue that was discussed is one common thread: leadership.
Whether it’s the CO₂ pipeline, OHV regulations, major development like data centers, budgeting, or tax policy, the details matter. but so does the way we handle them. Residents deserve a county government that is consistent, transparent, and focused on solutions rather than conflict.
We also cannot ignore how important our relationship is with the City of Bismarck and our other partners. When communication breaks down, it has a major impact on all involved. When we work together, we move farther, faster, and more effectively for the people we serve.
My approach is straightforward: listen carefully, respect the process and lead with a collaborative mindset. Not every issue will be easy, and not everyone will agree but the expectation should always be steady leadership and clear direction.
I’m running to bring that kind of approach to the commission, focused on results, grounded in accountability, and committed to working with others to keep Burleigh County moving forward.
Thank you for your time, and I respectfully ask for your support.
