Jill Shudak

Age: 45

Occupation: Product Manager- Lending

Email: Jill@shudakforiowa.com

My name is Jill Shudak, and I’m proud to call Council Bluffs my home. I was born here, raised just outside the city limits, and shaped by the values of hard work, family, and community. I am the youngest of three children and have a wonderful mother and stepfather. Three years ago, I married my husband after seven years of building our life together, and that same spirit of dedication carries into the work I do every day for our city. My roots run deep in labor—both of my grandfathers, my father, and my oldest brother have all been proud union members. Today, I carry forward that legacy by fighting for fairness, equity, and strong representation for working families. Serving as a City Council member and previously on the Board of Education for Council Bluffs Community Schools, I’ve worked to advocate for our community from the ground up. I’m running for Mayor of Council Bluffs to build a future that reflects our pride and resilience. That means uplifting every citizen and respecting the dedicated city employees who keep our community strong. With my experience in city budgets, bidding processes, and significant projects, I’m ready to ensure quality, transparency, and long-term growth as we take on the challenges ahead. I’m excited to share this journey with you, and I’m asking for your support as we work together to shape a Council Bluffs built on pride, progress, and partnership.

FACEBOOK

Question 1:

Population Growth & Economic Vitality Many residents and business leaders believe that growing the population of Council Bluffs is critical to near- and long-term economic vitality, workforce sustainability, and community vibrancy. Others are more cautious or uncertain about the need for growth, citing a desire to keep the community the way it is.

What is your perspective? Do you believe population growth is important for the city's future? If so, why, how urgent is the need, and how much growth would you like to see? If not, what is your vision for maintaining or enhancing our community without significant population growth, particularly with regard to sustaining a tax base to maintain city services?

"Council Bluffs has experienced little to no population growth over the past 50 years and reversing that trend is critical to sustaining our economy and workforce. We need to focus on attracting and retaining young professionals and families. My goal is for the city to grow by 2% yearly. This rate of growth is attainable without straining city services.

A key strategy is to ensure affordable, high-quality housing options, ranging from starter homes to modern rentals and everything in between, so people can build their future here. We should also invest in family-friendly amenities, such as parks, trails, childcare, and cultural spaces, that make Council Bluffs a place where people would want to reside.

Expanding education and workforce partnerships is equally essential. Strengthening connections between local schools, Iowa Western Community College, UNO, UNMC, and employers can create clear pathways from education to good local jobs. Incentives for businesses to offer internships, apprenticeships, and career training will help retain homegrown talent.

Finally, the city should look to the Chamber of Commerce and Advance Southwest Iowa Corporation to attract new businesses that offer good-paying jobs and career opportunities. Along with a robust arts program via the Hoff Center and a welcoming, inclusive culture, these efforts will make Council Bluffs more attractive to young workers and families while building a resilient workforce."

Question 2:

Attracting and Retaining Workers and Families Building and maintaining a strong workforce, particularly young professionals and families, is important to ensuring a strong future workforce and a vibrant local economy.

What specific strategies would you support to strengthen Council Bluffs’ talent pipeline and make our community more attractive to young workers and families?

"I would start by strengthening partnerships with local schools, community colleges, and union trade programs to attract and retain young workers and families. The schools are the cornerstones of any community. The focus on working with the multiple school choices in our community needs to be a greater priority for the mayor.

For those entering into the workforce in our city, apprenticeships and career pathways would lead to good-paying, stable jobs right here in the area.

Expanding affordable starter homes and quality rental options will help young families put down roots. And there must be various housing options, including apartments, townhouses, row houses, and standalone housing.

Along with housing, quality of life is also essential. Childcare, parks, trails, and cultural amenities make Council Bluffs a great place to live and raise a family.

And bringing back a sense of community pride is essential. Council Bluffs is a vibrant, affordable community that gives young people leadership opportunities to shape its future."

Question 3:

Role of City Government in Economic Development Economic development is increasingly competitive across the Omaha/Council Bluffs metro, the Midwest, and the nation. Communities are vying for limited business investment, talent, and development opportunities. While these efforts are often driven by private and nonprofit partners, city government plays a vital role in creating the conditions for success through policies, infrastructure, incentives, and collaboration.

What is your view on the role of city government in economic development, including attracting new business investment and supporting existing businesses? Provide specific examples of how you believe the city should engage in these efforts, including tools or approaches you support.

"Economic development is highly competitive across the Omaha/Council Bluffs metro, the Midwest, and the nation. Communities are all striving to attract investment, talent, and development opportunities.

I believe the role of city government is to be a supportive partner to organizations such as the Chamber of Commerce and the Southwest Iowa Initiative, which are already leading recruitment and business development efforts. These groups bring the expertise and connections, while the city's role is to create the conditions for success.

The city can do this by investing in infrastructure. The roads, utilities, broadband, and public spaces help enable growth, and we streamline the permitting and zoning processes to improve businesses' efficiency and predictability. Using incentives wisely, focusing on projects that create long-term jobs, strengthen the tax base, and revitalize key areas would support workforce development. These partnerships, along with schools and training programs, will enable labor pools to enhance the quality of life through housing, transportation, recreation, and cultural amenities that attract and retain employers and employees.

By focusing on these priorities, the city strengthens rather than duplicates the work of its economic development partners. This collaborative approach positions Council Bluffs to compete successfully for new business investment while ensuring existing businesses continue to grow and thrive."

Question 4:

Fiscal Responsibility & City Budgeting Developing and managing the city budget is one of the most important responsibilities of elected officials. A responsible budget must reflect community priorities, comply with legal and financial constraints, and respond to changing economic conditions. Understanding how city revenues are generated, and how those funds can and cannot be used, is critical to making sound decisions.

What experience do you have with budgeting, particularly in government, business, or nonprofit settings? Share your understanding of how a city budget works, including major sources of revenue and how city services are paid for. How would you approach developing and monitoring the city’s budget? What city services or projects would you prioritize?

"I bring extensive experience in managing multi-million-dollar budgets, meeting deadlines, and communicating project updates. In previous roles, I ensured complex financial plans were executed on time and within budget, while ensuring that projects met both fiscal and operational goals. This background has given me a strong understanding of how to align financial oversight with day-to-day operations.

A city budget is both a financial plan and a reflection of community values. Revenues generally come from property taxes, sales taxes, service fees, and intergovernmental funding. These funds support essential services, including public safety, public works, utilities, transportation, housing, and community programs. Some funds are restricted for specific uses, while general fund dollars allow more flexibility in addressing priorities.

If entrusted with developing and managing the city’s budget, I would begin with an internal review of every department within the first 90 days. This audit will help identify current strengths, challenges, and opportunities for efficiency. From there, I would take a disciplined and transparent approach: engage the community, project revenues conservatively, fully fund core services, and maintain reserves for long-term stability. I would closely monitor progress against the budget, provide regular updates, and make mid-year adjustments as needed.

My priorities would include public safety, maintaining reliable infrastructure, and ensuring essential city services are protected. I would also prioritize strategic investments in affordable housing, economic development, and community amenities. With my proven experience in managing large budgets and my knowledge of contracts and construction, I am confident in my ability to ensure projects and services are delivered effectively, responsibly, and in line with community priorities."

Question 5:

Downtown & Corridor Redevelopment Vibrant, well-designed corridors and a thriving downtown are key to a city’s identity, perception, and long-term economic momentum. In Council Bluffs, areas such as First Avenue, West Broadway, the riverfront, and the historic downtown, among others, serve as gateways to the community and focal points for housing, business, entertainment, and civic life. Redevelopment of these areas is central to attracting new investment, residents, and visitors.

What is your vision for these areas? What specific tools, incentives, or policies would you support to spur redevelopment?

"I will focus on completing the development of the city-owned land on First Avenue and East Manawa. In addition, completing the Riverfront development at the old Playland Park area will create an exciting opportunity to establish new destination areas within the city. We can create inviting spaces that attract new residents, visitors, and investment by finishing these projects.

Vibrant, well-designed corridors and a thriving downtown are essential to Council Bluffs’ identity, perception, and long-term economic momentum. First Avenue, West Broadway, the riverfront, and our historic downtown are all gateways into the community and serve as focal points for housing, business, entertainment, and civic life.

To spur redevelopment, I support using a combination of public-private partnerships, targeted tax incentives, and infrastructure investments that make these areas shovel-ready for businesses and housing. Strategic use of tools such as tax increment financing (TIF), workforce housing incentives, and streamlining the permit process can accelerate progress. Equally important is ensuring high-quality design standards and community amenities so that these corridors become destinations that strengthen our city’s appeal and economic vitality."

Council Bluffs Daily Nonpareil Questionnaire

1. Why do you want to serve in this office?

I want to serve in this office because I feel a genuine responsibility to help people and to give back to the community that has shaped me. For me, leadership begins with listening. I have seen a decrease in leadership in our community, and I believe our current Mayor has not lived up to the standards of openness and respect that our citizens deserve. Decisions are made behind closed doors, rather than collaborating with the people, and the lack of transparency has left many feeling unheard and disconnected. My commitment is to be a leader who listens first, understands the people’s concerns, hopes, and needs, and turns those voices into meaningful action.

I also believe that growth and prosperity are not just economic measures, but reflections of how we care for one another, create opportunities, and preserve the values that define us. Our community’s history is a source of strength and identity. Honoring our past means respecting the traditions and sacrifices that brought us here and having the courage to envision a brighter future.

I am ready to help lead that future by fostering collaboration, encouraging innovation, and ensuring fairness in every decision. My goal is to build on the foundation laid by those before us and guide our community toward greater opportunity, unity, and prosperity—while never losing sight of the heritage that makes us who we are.

2. What should voters expect if you’re elected?

If I’m elected mayor, voters can expect a leadership style deeply ingrained in transparency, accountability, and community input. That means every resident will have a voice in the decisions that shape our future.

I will ensure that our City Council has all the information to make informed decisions because the government should always work in the open. Respect for people isn’t just a talking point — it’s the standard I will live by, treating everyone with dignity, whether we agree or disagree.

Our greatest resource is our employees, and I will ensure they have the support and respect they need to serve this community effectively. When we empower our team and work together, we build not just a stronger city, but a city people are proud to call home.

Most importantly, I will always prioritize the city’s best interests, not just a select few. Every decision will be guided by what strengthens our community as a whole, making sure growth and opportunity are shared by all.

With that approach, a true sense of community pride will return, because people will know their voices matter, their leaders are accountable, and their city is working for them.

3. What’s the most important issue facing voters?

Homelessness is the most critical issue facing our community. It is a visible crisis that touches every corner of our daily lives—impacting public health, safety, and overall quality of life. Rising housing costs and economic pressures mean more families are at risk, while local services are stretched thin trying to respond.

To properly address this challenge, we need compassion and resources. That means increasing staffing and ensuring our budget reflects the seriousness of this issue. Expanding the HOP team will give us more outreach capacity to connect people with services and support. We also need dedicated staff focused on areas like our bike trails, where community use and safety intersect directly with the challenges of homelessness.

It will be a mix of short-term fixes and long-term solutions. We must invest in affordable housing, mental health treatment, and addiction services while making sure our neighborhoods remain safe and accessible for everyone. By prioritizing this issue with the staffing, funding, and focus it demands, we can demonstrate the strength and compassion of our community and make real progress together.

4. What's something else you plan to focus on?

Positioning Council Bluffs, not only as a great place to live, but also as a must-visit destination in the region, will be a priority in a Shudak administration. We can be seen as a vibrant destination city where residents and visitors choose to spend their time, energy, and resources. By leveraging our unique assets and collaborating closely with county and state partners, we will create opportunities that strengthen our community, celebrate our natural spaces, and foster economic growth in our local area.

We will:

*Reopen and Reimagine Recreation: Partner with state and county leaders to reopen the ATV park, restore Lake Manawa, and expand outdoor activities that bring families together and attract new visitors.

*Invest in Community Spaces: Revitalize our downtown and 1st Avenue with restaurants, shops, and gathering places that showcase the best of Council Bluffs and build pride among residents.

*Create Family-Friendly Opportunities: Attract new venues, festivals, and events that make Council Bluffs a year-round hub of fun, culture, and recreation.

*Strengthen Connections: Expand trail systems, improve access to natural areas, and highlight eco-tourism opportunities that set our city apart as an active, welcoming community.

*Grow Our Economy: Support small businesses, entrepreneurs, and local initiatives that enhance our identity as a destination while creating jobs and long-term prosperity.

Together, these efforts will create a place where people from Omaha and beyond choose to gather, explore, and invest in our future.

5. Is the city going in the right direction?

No, I don't believe that the city is heading in the right direction. Council Bluffs hasn't grown in over 50 years, which signals economic stagnation and a lack of leadership and vision. This leadership has led to fewer job opportunities, declining tax revenues, and difficulty maintaining or improving public services. Attracting and retaining citizens becomes increasingly complex without growth, which only exacerbates the problem.

In addition, many residents feel the mayor and local government aren't listening. This lack of community input breeds frustration and distrust, and when people believe their voices don't matter, participation drops off. Over time, that civic disengagement makes it even harder to move forward.

Finally, there has been a noticeable decline in community pride, which has led to a decrease in people's willingness to volunteer, support local businesses, and invest in neighborhood improvements. I will work to restore pride and faith in our local government.

6. What is your position on the streetcar? Is that position firm or flexible?

I do not support the streetcar project for several reasons:

1. Lack of Federal Funding—The project would require a new bridge across the Missouri River, which currently lacks secured federal funding. Without that commitment, the financial burden would fall heavily on our community. A second bridge at 16th would also be needed to cross the railroad tracks to downtown.

2. Construction and Maintenance Costs – A streetcar system is costly. Even Omaha, with a much larger population and tax base than ours, could struggle to sustain its streetcar. I do not believe we need to invest in a new type of transportation at this time, when we have tried this in the past.

3. Population Size and Alternatives – With a population of about 63,000, I believe our priority should be improving rapid bus transportation routes and exploring forward-looking options such as automated vehicles rather than investing in outdated streetcar technology.

4. Safety Concerns – The proposed design routes the streetcar past Thomas Jefferson High School, raising serious safety concerns for students and the community.

While I remain against the streetcar, I also recognize the importance of ensuring the public is heard. I’ve always believed that people should vote for leaders who reflect their values and beliefs. After many conversations and much research, I’ve changed my mind about how we move forward on projects like this.

If I’m elected mayor, topics such as the streetcar and Dodge Riverside Park should remain part of the public conversation. If they move forward, I pledge to work towards putting them to a vote of the people. It should be the people who live here who have the most prominent voice in the decision-making process.

This isn’t something a mayor can do alone, but it is possible in partnership with the City Council. Our community deserves the chance to speak directly on issues shaping our future.

7. What’s a realistic timeframe to make housing no longer the city’s top priority?

A realistic timeframe for housing to no longer be the top priority of a city depends on local demand, affordability pressures, and the strength of the regional housing market.

Housing should remain one of the city’s core priorities, as having stable and accessible housing helps to drive economic mobility, workforce retention, and overall community well-being.

That said, cities should not directly own or develop properties, as doing so can create long-term financial liabilities and crowd out private and nonprofit capacity.

Instead, the city’s role should center on:

1. Policy & Zoning – ensuring land use rules allow for diverse housing types and densities.

2. Partnerships – working with private developers, nonprofit organizations, and community land trusts to bring projects to market.

3. Incentives & Infrastructure – offering tax incentives, streamlining permitting, and investing in transit and utilities to support housing growth.

4. Safeguards – using inclusionary zoning, tenant protections, and affordable housing funds to ensure the market delivers for all income levels.

I will work to develop the land the city currently owns and get these properties back onto the tax rolls.

8. If you could have the state adopt or change one policy, what would you want?

If I could change one policy, I would want local control restored here in Council Bluffs. Over the last few years, the governor and state legislature have passed laws that strip cities of the ability to make decisions that directly affect our residents. For example, we’ve lost the right to set rules for fireworks usage, oversee whether laborers are licensed, regulate things like rental inspections, and even have a say in how tax dollars are spent locally.

These choices are being made by people sitting two hours away in Des Moines who don’t know our day-to-day challenges. Council Bluffs isn’t the same as Des Moines or Cedar Rapids, and we shouldn’t be treated with a one-size-fits-all approach. We know what works here—housing, economic development, or community safety—and should be trusted to govern ourselves accordingly.

Restoring local control means respecting the voices of the people in Council Bluffs and giving us back the ability to shape our future.

9. What else should voters know about you?

My instinct to fight for others has defined my path in public service. After completing the Emerge Iowa program, I ran for the Council Bluffs Community School Board—earning the most votes in the race by knocking thousands of doors and genuinely listening to families.

My resilience goes deeper than politics. Born with severe double clubbed feet, I endured years of surgeries and limited mobility. I couldn’t play sports but found other ways to be part of a team—as a volunteer, a team manager, and someone who always showed up. Those challenges became the fuel for a life of service and strength.

Professionally, I have managed multimillion-dollar portfolios, bringing substantial financial expertise to every role I take on. I have managed teams of direct reports for over 15 years. Additionally, participates in community activities, including serving on the Council Bluffs Schools Policy Review Committee for six years and lending her leadership to the New Visions Christmas Event Planning Board.

In every chapter of her life, my focus has been clear: listen deeply, lift others, and work tirelessly to make her community stronger.

10. In a sentence, why are you the right choice?

I am the right choice to be the next Mair of Council Bluffs because I bring a strong commitment to service, proven experience, and a genuine dedication to representing the community’s needs with integrity and vision.

Jill Shudak

Council Bluffs Daily Nonpareil Questionnaire

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