Campaign Phone
2406785044
Education
MA from UC Berkeley (Russian), BA from University of Oregon (Journalism), MS from Purdue University (Education)
Experience in Leadership and Management
My career has spanned decades building accountable systems, managing complex development programs, coordinating across government agencies, and ensuring the large budgets I manage are used responsibly. I have always been the leader of my program, or my country team.
Campaign Video
My first priority is restoring transparency and accountability in county government.
Residents deserve to know how decisions are made, how money is spent, and whether projects are delivering results. I will publish clear, accessible updates on county spending, capital projects, and timelines so people can see what’s working and what isn’t.
My second priority is managing growth sustainably and equitably.
Tippecanoe County is growing quickly, and we need to make sure that growth strengthens our communities instead of straining them. That means prioritizing infill and redevelopment, aligning infrastructure with actual needs, and making sure developers pay their fair share instead of shifting costs onto taxpayers.
We don’t have to choose between growth and preservation — we just need to plan smarter, and with public engagement.
I support directing growth to places where infrastructure already exists, instead of pushing sprawl into rural areas. Infill and redevelopment cost taxpayers less, protect farmlands and forests, and reduces traffic and stormwater impacts.
At the same time, we must strengthen protections for our rivers, creeks, and floodplains, and require developers to use modern stormwater and green‑infrastructure practices. Growth should enhance the county’s character, not erase it.
My sister has schizophrenia, so I understand these issues. I support:
- Expanding crisis response capacity, including partnerships, such as with mental health clients, that allow professionals to respond alongside or instead of law enforcement when appropriate.
- - Investing in prevention, not just emergency response — because stable housing, access to care, and community support all reduce public‑safety strain.
- Improving coordination between the Health Department, first responders, and community providers so people don’t fall through the cracks.
No — and residents feel it every day.
We have shortages in workforce housing, starter homes, accessible housing for seniors and people with disabilities, and affordable rentals. The county needs to take a more active role to ensure that its citizens can thrive.
As Commissioner, I will:
- Align zoning and infrastructure with actual housing needs.
- Support mixed‑income and workforce housing near jobs, schools, and transit.
- Use county‑owned land strategically to encourage the right kinds of development.
- Work with cities, townships, and nonprofits to expand options countywide.
Housing stability is a foundation to build economic stability, but we need a coordinated strategy to get there.
County Commissioners play a major role in shaping the conditions that make healthcare accessible.
I would focus on:
- Strengthening the Tippecanoe County Health Department, ensuring it has the staffing, funding, and leadership needed to deliver core services effectively.
- Expanding public‑health outreach, especially in rural areas that are becoming healthcare deserts.
- Supporting partnerships with hospitals, clinics, and nonprofits to ensure access to preventive care, and maternal health.
- Improving transparency around health‑department performance, so residents can see what services are available and how well the county is meeting community needs.
Campaign Phone
765-426-1234
Education
Ball State University Career & Technical Education (CTE) Workplace Specialist License in Indiana. Indiana Law Enforcement Academy (ILEA)- Basic Officer Certification – 1993 | Jail Officer Course – 1991 Cloverdale High School – Cloverdale, IN- High School Diploma – 1989
Experience in Leadership and Management
Sergeant and Lieutenant of Patrol and Detectives at the Tippecanoe County Sheriff’s Department, Member of the Tippecanoe County Overdose Fatality Review Team, Member of the Tippecanoe County Child Fatality Review Team and Child Protection Review Board, Board Member for Hartford House, Northview high school teacher, Former youth sports coach,
My top priority is strengthening public safety services so they can keep pace with our county’s growth. That includes ensuring EMS is treated as an essential service and addressing staffing and pay gaps across departments.
Second, I will focus on responsible growth planning. We need a clear, proactive county plan that supports infrastructure, schools, and services, not one that reacts after problems arise.
Growth must be balanced with protecting our natural resources, because once they are lost, they are gone for good. Our farmland, waterways, and green spaces are essential to the character, economy, and quality of life in Tippecanoe County. Just as important, the community must be involved at the beginning of zoning decisions, not after plans are already in motion so residents have a real voice in how their county grows. Thoughtful zoning should guide development to appropriate areas while protecting neighborhoods and resources. At the same time, we must preserve our historic buildings and communities that define who we are. With strong planning and public input, we can grow responsibly without sacrificing what makes our county unique.
Public safety and mental health are closely connected, and too often law enforcement is responding to mental health crises because people have nowhere else to turn. We need to expand mental health services at the county level, so residents have quick access to care before situations escalate. That includes working with local healthcare partners and strengthening court-related mental health programs that connect people to treatment instead of cycling through the system. At the same time, we must support first responders with the staffing and resources they need to ensure the right response at the right time.
No, it’s not. We are especially lacking affordable single-family homes that allow families to put down roots.
We’re also seeing increased pressure from outside investors purchasing homes and turning them into rentals, making it harder for local families to buy. The county should encourage balanced development that prioritizes homeownership opportunities and meets the needs of working families.
Commissioners can play a key role by supporting partnerships with healthcare providers, expanding infrastructure, and ensuring growth plans include access to care.
We also need to support EMS and emergency services, especially in rural areas, so response times are reliable. Improving healthcare access isn’t just about hospitals, it’s about making sure every resident can get timely care when they need it.
Campaign Phone
7658943756
Education
Bachelors Degree in Information Technology
Experience in Leadership and Management
Co-owner and manager of 2 Lafayette bookstores for the past 9 years, Call Center Architect for IL State IT agency for 11 years, overseeing consulting work with state agencies and technical oversight of support and project teams.
1. Respond to SEA-1 tax revenue shortfalls by overhauling the way the county uses information technology. Current funding model, metrics provided to commissioners and council, and relationship with other county departments sets it up for failure and and waste. Too many examples to list here. Get this under control and then use the improved dept to drive operations improvement and transparency in other departments to cut things that need cut without negatively affecting services wherever possible.
2. Emergency Ambulance Services - TEAS costs more than the fire department-based EMS in county, pays its workers far less, and has response times 50+% worse, according to IDHS EMS data. County needs to rethink the current model.
Preserving the character of Tippecanoe County and protecting our natural resources are far greater priorities than our need for more large companies, period.
I'm not sure what this question means by safety. Safety for who, in what context?
I would support any measure possible to increase mental health services to help improve the outcomes for our residents
No. We're building far too much luxury housing, as evidenced in the most recent county rental report. We need more basic (not to be confused with poorly built) homes for people to buy, and basic apartments for people to rent.
Home prices have seen astronomical rises and have become too far out of reach for most regular people.
Nearly 60% of renters in the county spend more than 30% of their household income on housing, and we need to improve the supply of housing at a much faster pace to help alleviate this.
Stop giving TEAS a virtual monopoly on emergency ambulance services in the county.
Continue the county needle exchange program.
Make the county health officer a full-time position, expand services at the county health department, and ensure appropriate medical services within the county corrections facilities.
Campaign Phone
7653373533
Education
Harrison High School - CORE40, US Army - Leadership & Retention, AIHR - HR Generalist Certification
Experience in Leadership and Management
US Army - Staff Sargent/E-6, Retail Management - Store Manager, Nonprofit - Director (Both FTE & Board Member), Event Design Certificate - Facilitate & Lead (Level 3)
Campaign Video
My first priority is to continue my personal & professional mission, to scale service & address inequities in healthcare, housing, and education. I've attended public input sessions hosted by incoming healthcare providers and questioned the services as well as the quality of service they plan to provide. Specifically, if they plan to address the local shortage of OB and other feminine healthcare services. They replied, "Our current findings are still unsure if the population could support those services". I share this story all to say, If a healthcare provider would like to service our community, they must serve ALL of our community. Women should not have to travel to Indianapolis to receive appropriate care!
Our (physical & Intellectual) resources and the sustainable growth of our community are incredibly important and one cannot exist without the other; The resources of this community are for the support (of the people) of this community! Tippecanoe County and Purdue University are a beacon for businesses, we need to reevaluate our economic landscape and see that we no longer need to gift big business with tax abatements and instead, use that money to fund social infrastructure that will retain, attract, and/or incentivize young diverse talent into the area.
I would support the expansion of the following positions/departments:
1) LPD's Homeless & Community Outreach Coordinator - Amanda Furguson
2) WLPD's Social Services/Crisis Response Manager - Devon Moore
3) Improve/Increase partnerships with local nonprofits (LTHC, NAMI, Recovery Cafe, MHA, Bauer Family Resources, ECT...)
4) Workforce Development Programs - An Increase in access to resources leads to a decrease in crime and/or Negative Mental Health.
NO, and it's not even close! Greater Lafayette has a vacancy rate between 1-3% leaving many potential home buyers struggling to find appropriate housing. This low vacancy rate has pushed both housing prices and rental rates soaring. Purdue's strategic decision to sell it's public student housing and move to privately owned luxury high-rise apartments has shifted the responsibility of housing students from the University onto the broader housing market. Transitioning a student into a local cost burdened renter. When local residents are forced to compete with out-of-town money, our neighbors lose.
It is incredibly important to improve access to the healthcare we currently have in our community. The County's population is being under served by its current Emergency Medical Services System; Tippecanoe Emergency Ambulance Service (TEAS), is a public/private partnership with Franciscan Health, IU Health, and the county. This partnership is currently only providing 4 ambulances to cover 500 square miles and almost 190k people. Their scope of operations include handle 911 calls, fire/police standbys, and specialized newborn transfers to the NICU and provides ALS (Advanced Life Support) and BLS (Basic Life Support) ambulance services, with at least one paramedic and one EMT per unit."
Our Community Deserve Better!!
