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A stronger local economy: more businesses, more services, more jobs.

A true hometown identity: events, hangouts, charm, and community spaces.

A sustainable future: infrastructure and water planning that protects Wellington for generations.

I believe downtown should be both charming and practical, walkable, welcoming, and full of local character. I support events, amenities, and improvements that create memorable experiences for residents and visitors. A vibrant downtown is the heartbeat of a vibrant community.

Wellington’s identity is our superpower. I envision more events, hangouts, activities, and gathering spaces, a true hometown feeling where neighbors show up for each other. I champion community centers, recreation, more pickleball, and yes, a pool, because community cohesion is the foundation of small-town life.

Water is our most critical resource. I am responsible for starting the initiative to renegotiate the contract that was literally drowning our water fund, and I’m happy to say I’ve been successful. But there’s more work to do. I have spent years planning and asking tough questions to ensure a sustainable, affordable water future.

My leadership is collaborative, community-focused, and empowers the board and community. My opponents have shown volatility and conflict, which undermines trust and slows progress. Residents, businesses, and investors are watching. Does Wellington want argument and disruption, or committed, consistent, kind, productive action?

There is a lot of false narrative about Wellington’s transparency and financial stewardship. It is simply not true. For two years in a row, we have received national awards for our budget, which is clear, transparent, and professionally presented. Past audit challenges were due to staff turnover and unreliable vendors. Under my leadership, we resolved these issues, and audits confirm our financial policies are sound, accurate, and legal.

Through six years of service, I have learned hard lessons cleaning up messes left by those who did not plan for the future. Planning, infrastructure, maintenance, and investments must happen now to avoid crises later. Fiscal stewardship is not hoarding money; it is investing wisely for today and generations to come. Parks, recreation, and amenities exist to benefit residents, not to generate profit.

I personally review expenses and budgets in open, public meetings, making tough calls to do more with less. False claims about finances undermine staff, erode trust, and waste energy better spent serving the community. Our strong fund balance allows confident investment in essential services and projects.

Improving our economic outlook, quality of life, and security is paramount, while always protecting the character that makes Wellington special. Financial decisions should serve the community, provide needed amenities, and plan for the future. Including residents and considering their priorities ensures success for us all.

The most significant environmental impacts for Wellington relate to affordability and utilities. Dry summers increase water use, driving up costs for every resident and business using tap water. Our focus must be on long-term water security to prepare for a future filled with more frequent droughts and challenges.

I am addressing this by encouraging low-water landscapes through updated development requirements, promoting efficient irrigation systems, and helping residents access programs and tax incentives that reduce costs. Supporting affordable utility rates and pursuing every opportunity to make water more accessible and sustainable is essential.

A top priority I have driven as trustee is the development and enforcement of emergency continuity plans. Wellington has lacked these plans in the past, but under my leadership and insistence, we are ensuring that in the event of a major emergency, such as a wildfire, flood, or worse, the town government can function effectively and support every resident to the best of our ability.

In the past, under the previous town administration, we were left without a proper chain of command or an emergency plan. When the global pandemic struck, we had no guidance and no knowledge of how to proceed. It was a difficult and chaotic situation, and I guarantee that under my leadership, it will never happen again.

Affordable housing is essential for Wellington. Our housing needs assessment shows significant, real gaps, including rentals and low-income options. Families are overburdened or forced to leave our town because of limited options. I am deeply committed to addressing this issue, and I'm excited to say that I already have several projects in process that will provide real relief for residents, including initiatives with Habitat for Humanity and similar organizations.

We must actively pursue state and federal programs that provide funding and support for affordable housing building costs. Any assistance or eligibility we can provide to lower the bottom line helps lower housing costs. Incentive programs, such as state grants for impact fees, can lower home and rental costs without reducing town revenue. Additionally, encouraging accessory dwelling units adds housing options while increasing property values. How do we make this accessible and viable to all?

Regarding development, we must streamline the process to expedite projects that serve our community. Home security is a basic need for our residents, and ensuring access to affordable, safe housing is fundamental to their well-being. Updating codes and requirements to support affordable housing and removing unnecessary barriers will help families stay and thrive in Wellington.

My top three priorities are affordability, business growth, and resident-driven decisions. On affordability, the town has taken some positive steps to reduce water rates by negotiating with NPIC, but sewer and drainage rates keep climbing with no real plan. When the town raises rates, residents conserve water, which reduces water revenue and makes the problem worse. Short term, I will cut expenses. Long term, the answer is growth. The sewer plant's $48.5M loan is a fixed cost. The more customers we add, the lower the cost per household. Every new home and business helps. On businesses, building here takes nearly three years under requirements often twice as strict as nearby towns. I have heard directly from businesses that traffic studies, parking requirements, and grease trap regulations are driving them away. I will streamline approvals, reduce these barriers, and make Wellington a place that businesses choose, not avoid. More businesses mean more sales tax revenue, lower utility costs, and better services for everyone. On resident-driven decisions, the Connell asphalt plant showed what happens when leaders rubber-stamp staff. The Planning Commission approved the plant, residents appealed, and the 4 Trustees reversed it. 2 of the 3 who voted AGAINST residents are now running for office. When Connell took it to court, the judge upheld the reversal. Residents were right. The court proved it. I will use common sense, think independently, and always put residents first.

My financial decisions are guided by what is best for the residents and businesses of Wellington, not what is easiest for the bureaucracy. With 20 years of accounting experience, I know how to read a budget, identify where money is going, and spot problems before they become crises. First, expenses must not exceed revenue. A balanced budget means operations are funded without drawing down reserves, not just a nice presentation award. When I took over the Fire District, it was taking out a line of credit every year and had stopped contributing to the volunteer pension fund. I brought in new accountants, reduced overhead, and created a snowball debt repayment plan that paid off multiple loans while refunding $298,000 in over collected taxes. Three years later the district had $2.5 million in reserves. Wellington is next. Second, every dollar spent should be justified. Administrative overhead should reflect actual work performed, not estimates. I want to see real accountability in how costs are allocated across departments, especially in the utility funds where residents are footing the bill. Third, declining revenue is a warning sign that demands attention, not rate increases. When utility usage falls after rate hikes, that tells me residents are being squeezed. The answer is to reduce expenses and grow the tax base, not keep raising rates. Every financial decision should protect the pocketbooks of the people who live and do business here. That's my commitment to you.

On drought, I support water supply diversification through groundwater exploration, partnerships with nearby cities, and better water supply agreements. These steps reduce our dependence on a single source and improve long-term resilience. Wellington residents deserve credit for their conservation efforts, but declining water usage creates a real problem. Our water utility depends on water sales to pay fixed obligations including loan repayments and operational costs. When residents use less water, revenue drops, the town raises rates, residents conserve even more, and revenue drops further. It is a cycle that punishes the very residents doing the right thing. The answer is more customers sharing fixed costs, not higher rates. On wildfires, Wellington's coordination with the Fire Protection District is already strong. My focus will be on keeping emergency response plans current and funded and supporting community education on defensible space. On air quality, the Connell asphalt plant situation showed why this matters locally. Our zoning code exists for a reason, including a mandatory 2,640 foot setback for industrial uses that emit toxic chemicals near homes. This is a public health issue, not a rule to be ignored. I will enforce our codes as written so residents do not have to hire lawyers to protect the air they breathe. Where Wellington has jurisdiction, I will act. Where issues fall under state or federal authority, I will ensure our town's voice is heard.

Affordable housing starts with making it less expensive to build in Wellington. Right now we make development longer and more expensive than it needs to be, and those costs get passed directly to buyers and renters. Our process can take up to three years before anyone breaks ground. We mandate 13 inspections while other towns use a risk-based model. We require 8-inch water and sewer mains where other cities allow 4-inch or 6-inch pipes for residential projects. Our requirements are sometimes twice as strict as nearby cities and these all add cost to every home built. Streamlining inspections alone could shave months off the timeline and thousands off the price of every home. Smaller lot sizes are worth exploring. More homes per development reduces per-lot land cost and makes homeownership accessible to more residents. A smaller, affordable home on a smaller lot is far better than no home at all. Developers should not fund public infrastructure beyond their property line. Roads, sidewalks, and streetlights serve the entire community and should be funded through community taxes. Shifting those costs onto developers raises the price of every home built. I want to be honest about what a mayor can and cannot do. Wellington cannot control land prices, interest rates, or state and federal housing policy. But we can control how long our process takes and how welcoming we are to residential development. Removing these barriers is the most effective tool we have, and I will use it.