My Bio
I am Peter Erickson, and I am first and foremost a family man. My wife, Becky, a public health nurse, and I have raised our four children here in Carlton County, navigating the same challenges and celebrations as many of our neighbors. My path to leadership has been shaped by a life of service and a firsthand understanding of hard work.
I grew up in public housing and on welfare, eventually moving to Minnesota in 2001 to pursue a dream of becoming a firefighter. Since then, I have dedicated my career to protecting this community and our country. I served as a career firefighter and paramedic with the Cloquet Fire Department and the Cloquet Area Fire District for nearly two decades, responding to over 10,000 calls for help. Parallel to my local service, I spent 16 years in the military—serving in the Army National Guard and Air National Guard—with deployments to Iraq, Kuwait, and Syria.
Today, as a real estate agent and small business owner, I see the direct impact of local government on our wallets and our daily lives. I am a disabled veteran who understands the weight of rising property taxes. I am not seeking this office for the title, but to function as a collaborative team leader and a grounded voice for the residents of Cloquet. My goal is to ensure our city remains a place where families can afford to live, work, and thrive
My Key Issues
Government ethics and anti-corruption measures
To uphold the highest standards of integrity and ensure that public trust is maintained, I will implement a robust framework of government ethics and anti-corruption measures. My approach focuses on transparency, accountability, and the proactive prevention of misconduct. Strengthening Transparency and Accountability Modernizing Public Access: I will ensure that all City Council agendas, minutes, and financial reports are easily accessible to the public online. This includes providing clear avenues for residents to voice concerns before major fiscal decisions, such as levy increases, are finalized. Open Budgeting: I am committed to a "lean and efficient" budget that prioritizes core functions like roads and public safety. By making the budgeting process more transparent, we can ensure that every taxpayer dollar is accounted for and used effectively. Whistleblower Protections: I will support the establishment of clear, confidential channels for city employees and residents to report suspected unethical behavior or corruption without fear of retaliation. Preventing Conflicts of Interest Strict Disclosure Requirements: All city officials and key employees will be required to file regular financial disclosure statements to identify and manage any potential conflicts of interest. Recusal Protocols: I will implement formal protocols for officials to recuse themselves from discussions and votes where they or their immediate family members have a financial interest. Professional Conduct Standards: We will establish a clear code of ethics for all city representatives, outlining expected behaviors and consequences for violations. Ensuring Fair and Competitive Processes Procurement Oversight: I will strengthen oversight of city contracts and procurement processes to ensure they are fair, competitive, and free from undue influence. Merit-Based Appointments: Appointments to city boards and commissions will be based on qualifications and a commitment to public service, ensuring diverse and capable leadership. Regular Audits: I will support regular independent audits of city departments and programs to identify vulnerabilities and ensure compliance with ethical and financial standards. My background in the military and fire service has instilled in me a deep commitment to duty and integrity. As your mayor, I will work tirelessly to ensure that Cloquet’s government remains honest, transparent, and dedicated to serving its people.
Housing
Ensure that housing programs and funds are effectively utilized in Cloquet and the surrounding region as we move into 2027, I will focus on several high-impact initiatives. My goal is to maximize available resources while maintaining transparency and community support. Utilizing Current Housing Programs Local Housing Trust Fund (LHTF): I will oversee the use of state-matching dollars for affordable housing projects. These funds are restricted to households at or below 115% of state median income and must be utilized within five years. Housing Choice Vouchers (Section 8): Through the Cloquet/Carlton Housing and Redevelopment Authority, we will continue providing rental assistance that limits housing costs to approximately 30% of a participant's income. Small Ownership Housing: I will prioritize the Prospect Avenue West Site development, a project aimed at creating affordable ownership opportunities for residents. Securing and Managing New Funding Infrastructure Grants: We will actively seek grants from the Greater Minnesota Housing Infrastructure Program, which provides up to $500,000 per project for essential utilities and roads needed to support new housing. Federal Support: I will work with our federal representatives to secure Fiscal Year 2027 Congressionally Directed Spending for specific local housing and community projects. Small Cities Development: We will leverage the Small Cities Development Program to provide financial assistance for housing rehabilitation and community revitalization. Strategic Oversight & Accountability Comprehensive Plan Update: With the current 20-year plan expiring in 2027, the new plan must include a robust Housing Study update to align development with actual community needs. Fiscal Responsibility: I am committed to monitoring the results of the 2025-2026 wage study and refining lease fee structures at city-owned facilities to ensure operational costs do not drain resources meant for essential services like housing. Resiliency & Safety: By utilizing MPCA grant data, we will ensure that new and rehabilitated housing infrastructure is resilient against extreme weather and free from environmental hazards like lead or PFAS. As a real estate agent and property manager, I understand the mechanics of these programs. My focus is on turning these funds into tangible housing units and stable homes for our families.
Public Safety
Ensure that public safety is efficient, cost-effective, and provides the highest level of care to the greater county, my approach centers on maximizing regional partnerships and eliminating service redundancies. Strengthening the Cloquet Area Fire District (CAFD) Partnership As a former career firefighter/paramedic with the CAFD for 15 years, I understand the vital role this district plays. The City of Cloquet currently holds three voting seats on the CAFD Board, which is a significant responsibility. Fiscal Accountability: I will use our voting power to ensure the $30 million facility investment and the resulting levies are managed with extreme care to prevent further taxpayer strain. Operational Integration: I will advocate for using our seats to ensure the district remains a "team leader" in the county—providing advanced life support (ALS) and specialized fire services that smaller departments may not be able to sustain alone. Maximizing Responses through Regional Collaboration Redundancy is a waste of taxpayer money, but collaboration is a force multiplier. I will prioritize the following: Fond du Lac Partnership: We must maintain a seamless working Fond du Lac. By coordinating training and response protocols, we ensure that the closest available unit reaches the emergency, regardless of jurisdictional lines. Mutual Aid with Volunteer Departments: Our neighboring volunteer departments are the backbone of rural safety. I will champion joint training exercises and shared equipment procurement to ensure that when Cloquet responds to help them—or they respond to help us—we operate as one unified team. County-Wide Communication: I will support initiatives that improve radio interoperability and dispatch coordination across Carlton County to reduce "dead air" and response delays. Efficiency without Sacrifice Addressing the Levy: The 2026 levy increase was largely driven by the fire district's new headquarters. In 2027, my priority is to monitor the new sales tax implementation, which is designed specifically to offset fire district levies and provide relief to property owners. Data-Driven Deployment: We will use call-volume data and response-time analysis to ensure that staffing levels are optimized for peak demand periods, ensuring we are not redundant in our spending but robust in our response. Public safety is not just about the city limits; it is about the safety of our entire community and our neighbors. My goal is a system where every resident of the county receives the best possible care through a coordinated, non-competitive network of first responders.
The Rest
Fiscal Management & Taxpayer Relief Manage Levy Impact: Address the aftermath of significant tax increases from 2025 and 2026 to ensure future stability. Revenue Diversification: Monitor the 2026 sales tax referendum results to offset fire district levies starting in 2027.Sustainable Operations: Apply findings from the 2025 wage study to keep labor contracts competitive but fiscally responsible. Facility Oversight: Refine lease structures at the arena to contain cost overruns and protect taxpayers. Major Infrastructure & Planning Comprehensive Plan Update: Prioritize the adoption of a new long-term vision as the current 20-year plan expires in 2027.Public Safety Facilities: Oversee the transition into the new $32.6 million Cloquet Area Fire District headquarters. Water & Road Security: Ensure the establishment of the new Well #8 to address PFAS contamination and finalize the Selmser Avenue and Hwy 33 reconstruction projects. Economic Revitalization & Resilience Downtown Growth: Accelerate strategies to connect the Historic West End with the St. Louis Riverfront. Family Support: Partner with regional leaders to increase childcare accessibility and support capital grants. Weather Preparedness: Utilize MPCA grant data to improve stormwater management and infrastructure resiliency against extreme weather. Community Engagement & Transparency Digital Access: Modernize city government by making agendas and minutes more accessible to the public. Public Voice: Create clear avenues for residents to voice concerns specifically before major levy decisions are finalized.
The greater Fond Du Lac Reservation & Cloquet Community
1. Unified Opportunity Zone Strategy Cloquet has several areas eligible for Opportunity Zone (OZ) benefits, which encourage long-term investment in low-income census tracts. The Joint Pitch: Instead of competing for developers, the City and the Band could create a Regional Investment Prospectus. By combining tribal tax incentives with federal OZ benefits, the area becomes a "super-destination" for capital. Infrastructure Synergy: Use OZ investments to fund "last-mile" infrastructure that connects tribal lands to the city’s industrial corridors, making it easier for manufacturers to utilize both workforces. 2. The YMCA at Black Bear: A Wellness Hub A joint collaboration for a YMCA near Black Bear Casino Resort would be a landmark project. Targeting the "Gap": While the FDL community centers and Cloquet's parks are excellent, a large-scale YMCA could provide regional-grade aquatic and childcare services that are currently stretched thin. The Model: The Band could provide the land (near the Black Bear exit for high visibility/access), while the City and YMCA organization handle operational management. This would serve tribal members, city residents, and the thousands of commuters who pass through daily. 3. FDL Construction & Urban Rehabilitation Using FDL Construction to rehab boarded-up homes in Cloquet is a "win-win-win" for housing, labor, and blight. Workforce Pipeline: This creates a steady stream of contracts for FDL Construction and provides on-the-job training for Band members in skilled trades. Revolving Loan Fund: The Cloquet EDA and the Band could co-fund a revolving loan pool specifically for FDL Construction to purchase, renovate, and resell blighted properties in the "West End" or "Sunnyside" neighborhoods. 4. Integrated Human Services for Housing Stability The goal of "full coverage" and housing maintenance requires a data-sharing and resource-matching partnership. Preventative Maintenance: Jointly fund a "Mobile Repair Team" through Human Services that visits elder and low-income homes (both on and off the reservation) to handle minor repairs before they become "board-up" level problems. Coordinated Entry: Simplify the process so a person in a housing crisis doesn't have to navigate two different bureaucracies. A shared "Housing Navigator" position could bridge the gap between Cloquet’s HRA and FDL Housing. 5. Tribal Entrepreneurship in the "Business District" Encouraging tribal businesses to open storefronts in downtown Cloquet (Cloquet Ave or the West End) strengthens the city's tax base and the Band's economic footprint. The "Tribal Annex" Program: The City could offer "Permit Fast-Tracking" or local tax abatements for tribal-owned startups. Cultural Destination: Tribal businesses—ranging from traditional arts to modern tech or culinary ventures—create a unique cultural draw that can turn Cloquet into a destination for tourism, not just a stop for gas.
Send Me a Message
Have questions or suggestions? I would love to hear from you!
Campaign Headquarters
920 Prospect Ave, Cloquet, MN 55720, USA