Gail Brown

My husband and I have owned a house in Harbor Springs since 1995 and we moved here permanently in 2012. I retired in 2022 with 25 years in corporate retail leadership with responsibility for multi-million dollar stores/regions for Dillards Department Stores and Vera Bradley Inc. Once I retired, I struggled with the ‘what’s next’ question. Volunteering became my ‘what’s next’. In January 2023 I was appointed to the Downtown Development Authority (DDA) and for the last 3 years I’ve served as board chairperson..

I am running for Mayor because I believe Harbor Springs deserves leadership that listens to its residents, brings people together, and makes thoughtful decisions about the community’s future. Harbor Springs is both a community where people live, work, raise families, own businesses, volunteer, and invest in its future and a resort destination that contributes diversity and financial resources. As mayor, I will work to create an environment where residents both full-time and seasonal feel heard, businesses which depend on year-long patronage feel supported, and important decisions are made with an eye toward the long-term health of the entire community. I will bring a practical, collaborative approach to the Mayor’s office—one that respects different perspectives while keeping the focus on what matters most: the long-term strength, character, and quality of life of Harbor Springs.

I am honored to have been nominated for the Chamber of Commerce Harbor Stars Volunteer of the Year in 2024, 2025 and have recently been nominated for 2026.

Community Service:
Downtown Development Authority - Board member 4 years and 3 years as Chair
Tree Board
Harbor Springs Historic Society volunteer
Preservation 49740 member/volunteer
Ice Fest committee
Parks and Recreation events volunteer
Salvation Army volunteer
Shay Days volunteer
Santa's Workshop volunteer
Easter Egg Hunt volunteer
Fall Fest volunteer
Festival of the Book volunteer
Ice Fest Committee volunteer
Salvation Army Bell Ringer and holiday shopper

Civic Engagement
Attend City Council meetings (in person or Zoom)
Attend Planning Commission meetings (in person or Zoom
Attend all DDA committee meetings

Business Support:
I support multiple downtown stores when they are short staffed or are hosting special events, including most recently in 2026: J. McLaughlin, Finishing Touch, Studio 119 and Barbara Boz. I do this because the success of Harbor Springs merchants are critical to the vitality of downtown. And the vitality of downtown is important to permanent and seasonal residents and visitors.

Over the next five years, the challenges facing the city may be many of the same we are experiencing today: short-term rentals, lack of affordable housing, the availability of a stable workforce, and an aging population. These challenges are all interconnected. What happens with housing affects our ability to attract and retain a workforce, while our aging population creates additional needs for housing and services. These challenges, if left unaddressed, will impact the future of Harbor Springs. We need to be proactive in addressing them.

Our town’s unique mix of year-round residents, seasonal residents, and visitors is one of our greatest strengths, but it also means that we have to think carefully about what sustainable growth looks like.

Tourism and seasonal residency are important economic drivers. They support local businesses, create jobs, generate revenue, and bring energy and investment into the community. At the same time, I believe our long-term success depends on maintaining a strong year-round community. That means ensuring that people who work here can also afford to live here, that local businesses can operate beyond the peak season, and that residents continue to have access to the services and quality of life they need.

I am particularly concerned about the pressures that growth can place on housing, transportation, water and wastewater systems, public safety, healthcare, parking, and other infrastructure. In a resort community, infrastructure often has to accommodate peak-season demand even though the year-round population may be relatively small. We should be thoughtful about anticipating those needs rather than continually responding to them after problems arise.

Our natural resources are also economic assets, not something separate from economic development. The landscape, water, open spaces, recreational opportunities, and overall character of the community are often exactly what attract residents and visitors. Protecting those resources therefore supports both environmental stewardship and the town’s long-term economic health.

Housing is another important part of the equation. If teachers, healthcare workers, first responders, hospitality employees, municipal staff, and other members of the local workforce cannot reasonably live in or near the community, that eventually affects businesses, public services, and the character of the town itself. I would want us to explore thoughtful approaches to workforce and attainable housing while recognizing that development needs to fit the scale and character of the community.

I also see significant opportunities. A growing tourism market gives us the chance to strengthen local businesses, expand year-round economic activity, invest in recreation and public spaces, improve infrastructure, and create experiences that encourage visitors to support the community rather than simply pass through it. There may also be opportunities to better connect seasonal residents with the year-round community through volunteerism, philanthropy, civic engagement, and support of local organizations and businesses.

Ultimately, I would evaluate major decisions by asking several questions: Does this strengthen the year-round community? Does it protect the natural resources and character that make this place special? Can our infrastructure support it? Does it contribute to a healthy local economy? And will the benefits still make sense ten or twenty years from now?

I don't think economic vitality, environmental stewardship, and community well-being have to be competing goals. Done thoughtfully, they reinforce one another. The goal should not be to prevent change, but to manage change intentionally so that growth enhances the community rather than gradually changing the very qualities that make it special.

I have not had the opportunity to extensively review the city budget. I would schedule dedicated time to meet with the city clerk to review any deficits in the current 2026 budget and the proposed FY 27-28 budget as soon as it is available.

First, I want to reinforce that boards and commissions play an important role in Harbor Springs. Each of the city boards aligns directly with current council priorities. Second, boards are staffed by dedicated volunteers who donate hours of their time and energy to provide service to the city by enhancing the limited capacity of a small city staff and five city council members. Boards and commissions also give the public an opportunity for hands on experience on how local government operates which then builds a pipeline for future community leaders

That being said, it is time for the city council and boards to review and update the current board/commission structure. I propose the following:

a. Start with a review of board applications and the selection process. The application questions should align with the characteristics necessary to best fulfill duties and responsibilities of the board. Candidates should be selected/appointed on the basis of their qualifications for that specific board. Every board should strive for breadth of opinion and experience in its composition. Right person, right board.

b. Potential candidates should be informed of the responsibilities of membership on the various boards. What is the time commitment, what is expected of membership, what is expected in terms of civil engagement with residents, city council and city of Harbor Springs staff?

c. Ideally, all potential applicants should be expected to attend at least one board meeting of the committee for which they are seeking appointment. This gives them the opportunity to assess their ‘fit’ prior to committing to the application process.

d. City Council should interview potential board members to more fully assess their suitability and interest in a given board. Each board should be required to provide in person orientation for all new members that focuses on policies, state laws, focus and mission of the given board. Knowledge is the key to board success.

In addition, I suggest that we do need restructuring on some of the boards and committees. As an example, my recommendation for the boards that use committees is that we review each committee to analyze purpose and function. Should they be ad hoc committees? Allows for an increased citizen participation and input into committee decisions on an as needed basis. Ad hoc committees would then make recommendations to the parent committee and ultimately the Mayor and City Council. Similar changes could be made for other City Council Boards.

Over the last few years, Harbor Springs, like every community in the country, has seen an increase in incivility. I like to think we are better than the rest of the country and I believe that starts with a commitment from the mayor and city council to set an example. We need to be open to the opinions of our neighbors and to provide them space to express those opinions without fear of retaliation, bullying, or the loss of friendships. It sounds simplistic because it is.

I want to schedule coffee with the mayor and open forums where citizens can feel free to come and share their suggestions, concerns and opinions before issues rise to the level of a ‘required’ city council decision. Champion those individuals willing to work with their neighbors who have differing opinions to develop real solutions that serve the people of Harbor Springs rather than one side or the other. Allow members from the general public to serve on boards to round out the community perspective. An informed decision is far superior to one made in isolation.

I honestly believe that the healing has already begun but we need to commit to working together to continue that process. I have heard the words, transparency, communication, and respect. I am committed to help turn those words into action.

As mayor I would take the city to the people by hosting:

1. Mayor’s coffee hour - 1 hour at a local cafe to chat with residents
2. Office open house Casual drop in hour at city hall
3. Neighborhood pop ins - visits to existing community events rather than creating new ones

I have had success simply walking around downtown, stopping in to visit with local businesses, and taking a few minutes to talk with owners and employees. It is a casual way to hear what’s on their minds, answer questions, and stay connected with the community.

It is the simple things. Enjoying a latte overlooking the harbor on a sunny day or walking my dog down main street after a heavy snow.