Hunter Rand’s FAQ

I get a lot of questions - and many of them are the same. I’m always happy to talk, but I wanted to create a place where you can quickly find answers to the most common ones.

If you don’t see what you’re looking for, reach out. The best way to contact me is by email at hunter@sparkstogether.com or by phone at (775) 300-9113.

The Basics

  • Hunter Rand is a lifelong Sparks resident running for City Council in Ward 2. He’s a former WCSD educator and University of Nevada faculty member, where he worked with Nevada Women’s Basketball in media and operations.

    Professionally, he’s worked in film and television as a producer, director, and engineer, and now serves as Director of Marketing and Compliance for a Nevada-based estate planning company, where he also develops secure client-facing software

    His background spans education, media, technology, and business - giving him hands-on experience solving real, complex, time-sensitive problems and a perspective focused on practical, people-first leadership for Sparks.

  • I’m running to represent Ward 2 because we deserve better leadership - for our neighborhoods and for the entire City of Sparks. Leadership should be rooted in service to people, not special interests, corporations, or organizations that don’t have to live with the consequences.

    This isn’t about building a legacy. It’s about doing the work now so Sparks is stronger, safer, and better for the people who live here today - and for the people who will call it home 100 years from now.

  • I’m not a career politician. My background spans education, media, technology, and hands-on public service - I’ve had to solve real problems in real time, not just talk about them.

    The status quo got us here - budget deficits, layoffs, traffic, and development that doesn’t match our infrastructure. Doing more of the same won’t fix it. I bring a different perspective, a track record of solving complex problems, and I’m willing to challenge what isn’t working so Sparks can move forward.

Big Picture

  • My top priorities are focused on the issues people are dealing with every day.

    Public Safety - making sure police and fire are properly staffed, equipped, and able to respond when it matters most.

    Traffic and Infrastructure - addressing the traffic we’re already dealing with, improving road safety, and making sure development keeps pace with infrastructure.

    Responsible Budgeting - closing the budget gap through disciplined spending and a, “death by a thousand cuts,” approach, while protecting core services.

    Everything comes back to putting people first - if it improves safety, mobility, and quality of life for the people who live here, it’s a priority.

  • First, I’ll continue to listen.

    I’ve spent a lot of time in the community already, but once elected, I want to sit down with residents, business owners, and city staff to get a clear, current picture of what’s working and what isn’t.

    At the same time, I’ll dig into the budget and operations - where we’re spending, where we’re falling short, and where we can start making immediate improvements using that, “death by a thousand cuts,” approach.

    And I’ll focus on transparency right away - making sure people know what’s happening, what’s being considered, and how decisions are being made.

    Before anything else, it’s about getting grounded, setting clear priorities, and getting to work on the issues people are dealing with every day.

  • I’ll work with anyone who’s focused on the same goal - a better future for Sparks and putting people first.

    If everyone at the table shares that goal, it’s okay to disagree along the way. Different perspectives can lead to better outcomes, as long as the conversation stays grounded in what’s best for the people who live here.

    I’m not interested in personal conflicts or politics for the sake of it. I’m interested in solving problems. And that means listening, being direct, and finding common ground where it exists - without losing sight of who we’re there to serve.

Political Identity

  • I’m a member of the Pirate Party because its principles align with how I believe government should work.

    It puts people before institutions - meaning government should serve residents, not special interests. It pushes for transparency and accessibility so people can actually understand and participate in decisions. And it takes privacy seriously, especially as technology becomes more involved in our daily lives.

    Those aren’t abstract ideas to me. They’re a framework for how I approach decisions and how I believe local government should operate here in Sparks.

  • It applies directly to how decisions get made at the local level.

    Putting people first means every decision starts with a simple question - how does this impact the residents who actually live here? If you consistently make decisions that prioritize your neighbors over special interests, you can’t lose. You build trust, you make better policy, and you end up with outcomes that actually work for the community.

    Transparency means people aren’t shut out of the process. They can see what’s happening, understand it, and have a real opportunity to weigh in before decisions are made.

    And privacy matters locally too - especially as cities use more data, cameras, and technology. There need to be clear guardrails so that tools meant to improve safety or efficiency don’t end up overreaching.

    At the end of the day, it’s a practical approach - put people first, be open about decisions, and protect residents’ rights while you serve them.

  • No.

    The values I talk about - putting people first, opening up government, and defending privacy - aren’t just party principles, they’re my principles. They guide how I make decisions, not a party label.

    At the local level, this job isn’t about partisan politics. It’s about making the right call for the people who live here, and that’s how I’ll approach every decision.

Representation

  • I represent the people of Ward 2 - my neighbors.

    That means the families trying to get through traffic every day, the small business owners, the seniors on fixed incomes, and the people who feel like they haven’t been heard. Not special interests, not outside organizations - the people who actually live here.

    If a decision doesn’t make life better for the people of Ward 2, then it’s the wrong decision.

  • I’ll stay accessible by being present and easy to reach - not just during election season, but consistently. That means regular time in the community, clear ways to contact me, and actually responding when people reach out.

    Accountability starts with transparency. I’ll communicate as much as I am allowed to by law - there are some restrictions. No surprises, no hiding the ball.

    And if I get something wrong, I’ll own it and fix it. This role is about serving the people of Ward 2, and that only works if I’m open, responsive, and accountable to them.

Public Safety

  • Public safety starts with being honest about what people are experiencing - and then actually fixing it.

    First, we need to support our police, and fire with the staffing, equipment, and training they need to respond quickly and effectively. If response times are slipping or our people are stretched thin, that has to be addressed.

    Second, we need to focus on prevention, not just reaction. That means better lighting, safer road design, and addressing problem areas before they turn into repeat calls for service.

    Third, coordination matters. The City, RTC, and NDOT all play a role in traffic safety, and right now that coordination isn’t always where it needs to be. We need to align efforts so we’re not working in silos - something that happens today.

    And finally, accountability. Public safety decisions should be transparent, data-driven, and focused on outcomes - so residents can see what’s working, what isn’t, and what’s being done about it.

  • Having a strong fire service isn’t optional - it’s a core responsibility of the City.

    We need to make sure our fire crews are properly staffed, properly equipped, and able to respond quickly when people call for help. If stations are going offline or crews are stretched too thin, that’s a problem we have to fix.

    At the same time, we have to be responsible with how we manage it. That means looking at deployment, response data, and how we’re using resources to make sure we’re getting the best coverage possible without wasting dollars; we need to avoid unnecessary overtime.

    This isn’t about cutting corners, and it’s not about writing blank checks. It’s about making smart, transparent decisions so that when someone in Ward 2 - or anywhere in Sparks - calls 911, they know help is on the way.

  • You don’t have to choose between safety and civil rights - you do both, or you’re doing it wrong.

    Safety matters, but it has to be done within clear guardrails. That means policies that are transparent, consistent, and respectful of people’s rights - especially as we use more technology like cameras and data systems.

    If we’re putting people first, that includes protecting their rights. When you do that, you build trust, and that trust actually makes public safety more effective.

    So the approach is simple - keep people safe, protect their rights, and make sure the community can see how those decisions are being made.

Growth & Traffic

  • We have to start by being honest - the traffic people are frustrated with isn’t a future problem, it’s already here.

    First, we need to stop approving development that outpaces infrastructure. If the roads can’t handle it today, adding more without a plan just makes things worse.

    Second, we need real coordination between the City, RTC, and NDOT. Too often, projects happen in pieces instead of as part of a clear, connected plan. That’s how you end up with bottlenecks and long delays.

    Third, we need to focus on targeted fixes - better signal timing, safer intersections, and addressing known choke points that people deal with every day.

    And finally, accountability. If a project is approved, there should be clear expectations for how traffic impacts are handled, not just promises that get pushed down the road.

    This isn’t about one big fix - it’s about making smarter decisions, coordinating better, and actually solving the problems people are dealing with right now.

  • Yes - but it has to be done right.

    People aren’t opposed to development for no reason. They’re frustrated because too often it’s approved without the roads, infrastructure, or planning to support it. The problems people worry about - traffic, safety, strain on services - are already happening.

    I support development that’s responsible and keeps pace with infrastructure. If a project adds pressure to our roads, public safety, or utilities, there needs to be a clear plan to handle it before it’s approved.

    Growth is part of a healthy city. But it has to be done in a way that makes life better for the people who already live here - not worse.

  • We hold developers accountable by setting clear expectations upfront - and enforcing them.

    This isn’t a situation where we let people, “ask for forgiveness later.” If a project is going to impact traffic, safety, or infrastructure, those issues need to be addressed before approval, not after residents are already dealing with the consequences.

    We also need to put an end to these last-minute, “crazy,” handbook amendments that change the rules in the middle of the process. The standards should be clear, consistent, and applied evenly - not adjusted on the fly to make a project work.

    Most developers aren’t our neighbors - they’re businesses, and their job is to make money. That’s fine. But the City’s job is to represent the people who live here. That’s the whole point of local government.

    If you want to build in Sparks, you meet the standards, you follow through on your commitments, and you don’t leave our residents holding the bag.

Budget & Economy

  • We’re not going to solve this with one big move - it’s going to take discipline across the entire budget.

    My approach is what I call, “death by a thousand cuts.” Not in a reckless way, but in a targeted, intentional way. Small reductions, efficiencies, and better decisions across departments that may not seem like much on their own, but together add up to real, meaningful savings.

    That means taking a hard look at spending, questioning increases that don’t make sense, and making sure every dollar is tied to actual value for residents. It also means prioritizing core services first - public safety, infrastructure, and the basics people rely on every day.

    We don’t need gimmicks or one-time fixes. We need consistent, responsible management of the budget, piece by piece, until we close the gap.

  • No - not as a first option.

    Our neighbors are already feeling the pressure. We’ve seen fees go up, costs go up, and families getting squeezed. The answer can’t always be to go back to residents and ask for more.

    We need to get our own ‘house’ in order first. That means tightening the budget, cutting waste, and using a, “death by a thousand cuts,” approach - small, smart reductions across the board that add up to real savings.

    If we’re asking residents to pay more, it should only come after we’ve proven we’ve done everything we can on our side.

  • Small businesses are the backbone of our local economy, and right now too many of them feel like they’re fighting the City just to operate.

    First, we need to make it easier to do business here - faster permitting, clearer rules, and fewer unnecessary hurdles. If someone wants to open or grow a business in Sparks, the process shouldn’t be confusing or slow.

    Second, consistency matters. The rules shouldn’t change midstream or depend on who you know. When businesses understand the expectations, they can plan, invest, and hire with confidence.

    Third, we need to focus on infrastructure - roads, access, and basic services that allow businesses to operate and customers to reach them without frustration.

    And finally, support growth by supporting the people behind it. When local businesses succeed, they create jobs, keep money in our community, and strengthen Sparks from the ground up.

Transparency

  • Transparency also means making it possible for people to actually show up and participate.

    That starts with meeting times. If everything happens during the middle of the workday, a lot of people are automatically excluded. We should be holding more meetings in the evenings and on weekends so working families have a real opportunity to attend and be heard.

    It also means being responsible with how agendas are used. The consent agenda shouldn’t be a place to quietly move important items without discussion. If something matters to residents, it deserves to be clearly presented, discussed in the open, and voted on in a way people can follow.

    At the end of the day, transparency isn’t just about posting information - it’s about making sure people can access it, understand it, and have a fair chance to be part of the process.

  • Transparency matters because it’s how you build trust - and without trust, nothing else works.

    People should be able to see what their government is doing, understand why decisions are being made, and know who those decisions are serving. When that doesn’t happen, you get confusion, frustration, and a feeling that decisions are being made without the public in mind.

    If we’re putting people first, they should never be left in the dark. They should be able to follow the process, ask questions, and hold their elected officials accountable.

    At the end of the day, transparency isn’t optional. It’s the foundation of good government.

Community

  • Supporting seniors and residents starts with recognizing that people are already feeling the pressure - rising costs, limited access, and services that don’t always keep up with their needs.

    For seniors, that means making sure they can age in place safely - reliable public safety, accessible transportation options, and clear, simple access to city services. No one should feel stuck or left behind because the system is too complicated to navigate.

    For residents more broadly, it comes back to the basics - safe neighborhoods, roads that work, and a city that listens. That includes being responsive when people raise concerns and making sure decisions reflect what residents are actually dealing with day to day.

    At the end of the day, it goes back to putting people first. If we’re making decisions that improve quality of life for the people who live here, we’re doing the job right.

  • Improving city services starts with getting the basics right - and making sure they actually work for the people who rely on them.

    First, accountability. We need to measure performance - response times, turnaround times, and outcomes - and be honest about what’s working and what isn’t. If something isn’t delivering, we fix it.

    Second, efficiency. This ties directly into my, “death by a thousand cuts,” approach - small improvements across departments that reduce waste, streamline processes, and make services faster and more reliable.

    Third, accessibility. Services should be easy to find, easy to understand, and easy to use. People shouldn’t have to jump through hoops just to get help from their own city.

    And finally, communication. Residents should know what’s available, what to expect, and who to contact when something goes wrong.

    At the end of the day, city services aren’t abstract - they’re how people experience their local government every day. If we put people first and focus on performance, those services will improve.

Campaign

  • You can support the campaign in a few simple but meaningful ways.

    Financial contributions make a real difference - even $10 or $20 helps pay for printing, postage, and reaching more voters.

    If you live in Ward 2 or have a Sparks business, hosting a sign is one of the most impactful things you can do. It helps show support in the community and builds visibility where it matters most.

    You can also follow the campaign on Facebook and Instagram, and help spread the message by liking, sharing, and commenting on posts. That kind of engagement goes a long way.

    Every bit of support helps move this campaign forward.

  • Every dollar goes directly into running a grassroots campaign.

    That means printing, postage, signs, and the tools we need to reach voters across Ward 2 - mailers, digital outreach, and the basic operations it takes to communicate with people and earn their support.

    I’m also making a point to spend as much of that money in Sparks as possible - supporting local businesses while building this campaign.

    I’m not backed by big money or special interests, so contributions from real people are what keep this campaign moving. And I take that seriously - every dollar is used carefully, transparently, and with a clear purpose.