Steve Ignac
Elections and appointments
Personal
Contact
Steve Ignac is running for election to the Greensboro City Council to represent District 4 in North Carolina. He is on the ballot in the primary on October 7, 2025.[source]
Ignac completed Ballotpedia's Candidate Connection survey in 2025. Click here to read the survey answers.
Biography
Steve Ignac's career experience includes working as a computer programmer. He earned an associate degree from Cerritos Community College in 1991. Ignac has been affiliated with the Pediatric Brain Tumor Foundation and Parkinson's Foundation.[1]
Elections
2025
See also: City elections in Greensboro, North Carolina (2025)
General election
The primary will occur on October 7, 2025. The general election will occur on November 4, 2025. General election candidates will be added here following the primary.
Nonpartisan primary election
Endorsements
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2025
Ballotpedia survey responses
See also: Ballotpedia's Candidate Connection
Steve Ignac completed Ballotpedia's Candidate Connection survey in 2025. The survey questions appear in bold and are followed by Ignac's responses. Candidates are asked three required questions for this survey, but they may answer additional optional questions as well.
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I’m a neighbor, problem-solver, and candidate for city council who believes local government should work the way a good neighbor does; responsive, practical, and accountable. My background is in data and process improvement, where I help teams modernize outdated systems, save money, and make decisions based on facts instead of guesswork. I’m also a longtime community volunteer and small-business tinkerer who enjoys turning good ideas into working solutions.
My priorities are simple: fix the basics, keep people safe, and make it easier to live and build a life here. That means filling potholes, improving lighting and sidewalks, and making intersections safer. It means supporting both visible, respectful policing and strong non-emergency response so the right help shows up at the right time. It means growing housing options, including accessory dwelling units and “gentle” neighborhood density, so seniors can age in place and young families can afford to stay. And it means streamlining permits and cutting red tape so small businesses can thrive.
If elected, I’ll publish clear goals, timelines, and results, return calls, and stay transparent about what’s working and what isn’t. I listen first, admit mistakes, and keep my word. I’d be honored to earn your vote. - Fix the basics and make city hall accountable. Residents deserve streets without potholes, reliable trash pickup, safer intersections, and lighting that works. I’ll publish service goals and simple dashboards, response times, paving schedules, and permit timelines, so everyone can see progress. Budgets and contracts will be tied to outcomes, not promises, and under-performing programs will be repaired or retired. We’ll prioritize visible, respectful public safety and timely non-emergency response so the right help shows up. City government should act like a good neighbor: answer fast, do the job right, and own the results.
- We’ll expand options, ADUs, cottages, duplexes near transit, while using clear design standards to fit neighborhood character. I’ll speed up approvals with by-right rules and predictable timelines, preserve existing affordable homes, and support first-time buyers and seniors with targeted tax relief and repair programs. Public-private partnerships will add mixed-income units without sacrificing quality, so graduates, families, and retirees can all stay and thrive.
- I'll work to cut red tape with a one-stop permit process, simple checklists, and fast turnarounds for straightforward projects. I’ll push “buy local” procurement, micro-grants and façade help for neighborhood shops, and pop-up uses for vacant storefronts. We’ll coordinate with schools and employers on apprenticeships and internships, streamline event permits, and make business districts safer and more walkable so entrepreneurs can start, hire, and grow here.
I’m passionate about the everyday policies that make life better on your block and in our distrist. Walkable neighborhoods, better lighting, sidewalks, and traffic-calming so kids and seniors can cross safely. Second, more homes people can afford, ADUs and gentle density, plus help for seniors to age in place. Third, city services that work, clear planning and permitting timelines and simple dashboards so you can see results. Fourth, a small-business friendly city we have to have predictable permits, need to buy-local, and support for neighborhood shops. Fifth, public safety has to be done right,respectful policing paired with strong non-emergency response. Finally, fiscal responsibility, tie spending to outcomes and fix what’s broken.
This office is the community’s law-making and budgeting seat closest to the people. Under North Carolina law, a city council adopts ordinances that carry the force of law inside city limits, sets the local tax rate, and allocates dollars for streets, safety, parks, and utilities. It also governs land use, zoning, development standards, and neighborhood design and so decisions directly shape property rights, housing supply, and economic growth. Some matters are legislative, others quasi-judicial, which means the council must follow due-process rules, weigh evidence in the record, and explain decisions transparently.
City councils also provide oversight of the city manager and departments, linking public dollars to measurable results. They operate under open-meetings and public-records laws, which makes this office a daily guardian of transparency and trust. Finally, councils are the critical bridge in our federal, state and local system by coordinating with counties, schools, transit and the state on public safety, infrastructure, and economic development. It’s where law meets everyday life.
I look up to Thomas Paine and Thomas Jefferson and each for a different reason. From Paine, I take plain talk and moral courage. He wrote so everyday people could judge for themselves, insisted on government by consent, and called out insider power. That’s the model for me: simple rules, clear timelines and budgets, and public dashboards so neighbors can see what’s working and what isn’t.
From Jefferson, I take the framework of rights, limited power, and decisions made closest to the people. His idea of local self-government fits city service to push authority down, publish the facts, and tie dollars to outcomes. I also acknowledge Jefferson’s deep contradictions, while carrying forward the principles of liberty, transparency, and education for citizenship.
In practice, that means open meetings, Paine gives the voice while Jefferson gives the structure. To me, the best elected officials never forget who they work for: YOU. That starts with integrity and humility to tell the truth, be transparent about conflicts, own mistakes, and fix them. It continues with accountability, to set clear goals, publish results, and keep promises. Being responsible to return calls, show up in neighborhoods, and solve problems quickly. Be practical and data-driven to follow the evidence, measure outcomes, and spend every public dollar like it’s your own. Be fair to apply rules consistently and make sure voices often left out are at the table. Be collaborative and courageous to listen first, build coalitions, and make tough choices in the open. Above all, serve the public interest and not a party, not donors, not headlines only and just the people who call this community home.
I believe the core responsibilities of this office are simple and serious. We must set direction, steward tax dollars, and solve everyday problems. That means leading a clear policy agenda and passing a balanced budget that reflects community priorities. It also means keeping the basics working of safe streets, dependable trash pickup, sidewalks and lighting that actually get fixed, while planning for the long term. Additinally, adopting fair, predictable land-use rules so more homes people can afford are built in the right places, with respect for neighborhood character and good design.
Equally important is oversight and service. A councilmember must hold the city manager and departments accountable with clear goals, public reporting, and honest follow-through. Constituents deserve quick responses, straight answers, and help navigating city services, including realistic timelines when tradeoffs are involved. We should cut red tape so small businesses can start, hire, and grow, and we must keep people safe through respectful, visible policing paired with strong non-emergency and mental-health response. Finally, every neighborhood should be heard and served fairly, and the city should partner with the county, schools, and state on shared challenges. That’s the job to be transparent, deliver results, and keep faith with the people who live here.
I’d like my legacy to be simple, a city leader that keeps its promises.
Most of all, I want to leave a habit of transparency that outlasts me like public dashboards, outcome-based budgets, and plain-English reports so anyone can see what’s working and what isn’t. If neighbors feel heard, see results on their street, and trust City Hall a little more each year, that’s the legacy I’m aiming for.
The first historical event I clearly remember is President Ronald Reagan’s visit to Berlin, when he challenged, “Mr. Gorbachev, tear down this wall.” I was less than 18, listening late at night to Radio Free Europe through the static. Where I lived, tuning in was dangerous which, under the communist regime, getting caught could have meant serious trouble, even jail. Hearing those words cut through the fear and made freedom feel real and possible. It taught me that courageous speech can move history and that open societies depend on truth, accountability, and the right to hear different views. That moment stayed with me and shaped how I think about public service today.
My very first job was a summer job when I was 14 years old. I worked in a factory that built bus chassis. Just to put it into perspective, I was born in, at the time, communist country, where starting to work at 14 was the norm. I was the youngest on the floor, so I started with simple but important tasks, fetching parts, keeping the area clean, and helping with basic assembly. It lasted one summer, but it taught me to show up on time, follow safety rules, and work as part of a team.
After that, I worked building starter motors for cars. That job was steadier and lasted about a year. I learned how small parts fit together to make a reliable machine, and why careful checks matter. It was repetitive, but it trained me to focus, keep a steady pace, and spot problems early.
Next, I moved to a place that worked on small engines and diesel generators. That role ran closer to two years. I helped with teardown, cleaning, reassembly, and testing. I learned to read basic manuals, use the right tools, and keep good notes so the next person could pick up where I left off. It was hands-on, and I liked seeing an engine come back to life.
I also spent time with my uncle fixing diesel trucks. That was mostly during summers and some weekends, roughly a year in total. I changed filters, checked belts and hoses, and did whatever needed doing to keep trucks on the road. Working beside a family member showed me the value of trust, patience, and learning by doing.
Each of these jobs either lasted just for the summer or for about one to two years. Together, they gave me a solid foundation: be dependable, stay safe, respect skilled work, and take pride in getting the job done right. Starting young in factories and shops taught me that every role matters, from sweeping the floor to tightening the last bolt. Those early lessons still guide how I approach work today, be organized, pay attention to details, and keep learning. Egri Csillagok (Eclipse of the Crescent Moon) by Géza Gárdonyi was my favorite book growing up. It tells the story of the 1552 defense of Eger, where a small group of soldiers, craftsmen, and families who were led by figures like István Dobó and the resourceful Gergely Bornemissza, held a hilltop fortress against a far larger Ottoman army. They won with grit, clever engineering, and unity builidng homemade explosives, quick repairs, and everyone pitching in, including women on the walls.
I love it because it’s about facing long odds and refusing to quit. The lesson isn’t just bravery; it’s preparation, teamwork, and making the most of limited resources. You see how clear leadership, smart tactics, and community spirit can turn “not enough” into “enough to win.” That mindset shaped how I approach challenges and to plan carefully, measure progress, adapt fast, and keep going when it’s hard.
In public service, the same values apply. We may not control the size of the challenge, but we control our effort, our honesty, and how well we use what we have. Egri Csillagok reminds me that when people pull together and refuse to give up, even a small city, or a single neighborhood, can do big things. I’d pick MacGyver, not for the mullet, but for the mindset. He’s curious, calm under pressure, and solves problems with whatever’s on hand, choosing ingenuity over force and facts over bluster. He listens first, reads the room, and leaves things better than he found them. That’s how I try to work, diagnose, design, test, iterate, and finish the job. I started in factories at 14, built starter motors, worked on small engines and diesel generators, and fixed diesel trucks with my uncle. That hands-on training taught me to improvise and plan. In public service, “MacGyvering” means unclogging processes, reusing tools we already own, making small, low-cost fixes with big impact, and communicating clearly so neighbors see results without drama.
I grew up without much family support, so I had to figure things out on my own like finding summer work, paying bills, fixing what broke, and advocating for myself. It was lonely at times and often confusing. I made mistakes, learned quickly, and kept going. That experience taught me grit, respect for every dollar, and the habit of planning ahead. Just as important, it gave me empathy for anyone who feels like they don’t have a safety net.
That’s why I care so much about practical, easy-to-use city services. No one should need a lawyer or insider connections to get a streetlight fixed, a permit approved, or a clear answer from servants. I’ll push for simple forms, one-stop help, transparent timelines, and follow-through you can track. I’ll also support apprenticeships and mentoring for young people who need that first real chance. My struggle made me self-reliant, but it also convinced me that a city should act like a good neighbor, so no one has to navigate everything alone.
Here are some “secret superpowers” a City Council has that many people don’t notice. In special hearings about things like a new building or a tricky permit, the council acts a bit like a judge by listening to facts, asking questions, and deciding fairly based on evidence. The council also chooses helpers for boards and commissions, such as parks and planning, and these volunteers help decide what gets built, where trees go, and how parks improve. Council sets everyday rules about noise, pets, sidewalks, and when and where businesses can open and other things that affect your block. It approves big money deals too, voting on the city budget and major contracts like trash pickup, buses, and road work so tax dollars are used wisely. It can change “zoning” rules and sometimes bring new areas into the city by using annexation, which decides where homes, shops, and parks can go. Council can name places, lower speed limits, and add crosswalks to make neighborhoods safer. It also hires the top leaders such as the city manager and city attorney and others who run daily work and make sure laws are followed. These powers may seem small, but together they shape how a city feels to live in.
If that was the case, then only politicians would be in political positions, limiting the input from everyday people, and the ability for new people, especially young people, to be able to have their voices heard. What's more important is the ability to be organized and understand to be for all people, and not just the ones who ideologically agree with you. Experience can help, but it shouldn’t be the only criterion. What matters is character, competence, and commitment the ability of listening, showing up, reading the details, following open-meetings and ethics rules, balancing the budget, and measuring results. I value neighbors with real-world experience like parents, small business owners, teachers, first responders, because local government is about solving practical problems and keeping the door open to new voices.
The most effective councilmembers blend people skills with practical know-how. Start with listening and mediation, drawing out quiet voices, resolving neighborhood disputes, and building coalitions. Add comfort with budgets and basic finance: reading a budget, asking ROI questions, and linking dollars to results. Land-use literacy matters by teaching how to understand zoning, housing supply, and how rules affect costs and safety. They should grasp public safety and city services, from policing and non-emergency response to streets and lighting. Data and transparency are essential: set clear metrics, use dashboards, and communicate timelines plainly. Knowledge of law and ethics, open meetings, public records, quasi-judicial hearings, conflicts of interest and keeps decisions fair. Strong project management keeps priorities on track, with milestones and follow-through. Small-business fluency helps streamline permits and cut red tape.
This office is the part of local government closest to you. It makes local laws, also called ordinances, that affect everyday life such things like traffic safety, parks, and noise rules. It also decides how your city’s tax money is spent by setting the budget for streets, police and fire, trash pickup, and utilities.
Another big job is deciding what can be built where. Through zoning, the council helps shape where homes, shops, and jobs go. The council also hires and evaluates the city’s top staff, the city manager and city attorney, and picks volunteers for boards and commissions that help plan parks, transportation, and more.
Sometimes the council has to act a bit like a judge in special hearings. In those cases, they must listen to evidence and follow fair-process rules. Most importantly, the council does its work in public, so you can see how decisions are made. In short, this office turns community priorities into real actions in your neighborhood. Libertarian Party of North Carolina and Guilford County
I’m proudest of building a life from nothing. I came to a new country without knowing the language, worked any job I could get, and learned English at night. Step by step, I became the first in my family to earn a college degree. That opened doors, but the accomplishment that means the most is raising a family I’m proud of my kids who know the value of honesty, hard work, and helping others, and a home where we keep our promises to each other.
Those milestones weren’t glamorous. They were early mornings, tight budgets, and a lot of persistence. I learned to listen more than I talked, ask for help when I needed it, and paid it forward when I can. That journey shapes how I serve to make systems simple, tell the truth about tradeoffs, and focus on practical results so the next newcomer, or any neighbor starting from scratch, has a fair shot to succeed.
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See also
External links
- ↑ Information submitted to Ballotpedia through the Candidate Connection survey on September 7, 2025
