The Winnebago County Board in Wisconsin is the county's legislative body, composed of 36 Supervisors who set policies, approve budgets, establish tax levies, and oversee county services, operating under state law and county rules to represent their constituents and promote community well-being, meeting monthly in Oshkosh. This is a non-partisan position. Elected supervisors serve a 2-year term.
I’ve been your county supervisor for two years and I’m not about politics — I’m about common‑sense results. I serve on the county aviation committee, sit on the Advocap board, and I’ve worked at Arcways in Neenah nearly 40 years as a CNC programmer and in‑house IT support, so I know how to solve problems, manage projects, and stretch a dollar. I also spent six years on the Appleton City Council (Vice‑Chair, Safety & Licensing), so I understand budgets, regulations, and how to work with folks to get practical, taxpayer‑protecting solutions done.
Look, we should be smart with county buildings — start by getting energy audits so we know where the biggest wins are. Do the easy, cheap fixes first (LEDs, thermostat setbacks, better maintenance, simple controls) and only spend on big upgrades that pay off. Renewables can make sense in spots — like big sunny rooftops or for backup power — but only after a straight cost‑benefit check.
We’ll pay for the projects using practical financing that minimizes taxpayer exposure and lets savings fund future work.
Overspending and taxes — I voted against last year’s budget because it was over $12 million above expected revenue. We need to stop spending beyond our means: hold to conservative budgets, prioritize core services, require line‑item justification for new spending, use competitive bidding, and build a meaningful rainy‑day reserve so taxpayers aren’t on the hook. Pursue grants and low‑cost financing for one‑time capital needs, but avoid recurring programs funded with one‑time money.
with $9M in the Spirit Fund we should spend it carefully — on one‑time, high‑impact items that won’t create ongoing costs for taxpayers.
Best uses
One‑time capital repairs (roads, bridges, county buildings) and critical infrastructure that otherwise would drive up operating costs.
Targeted public‑safety and emergency‑response upgrades (equipment, facility improvements, backup power).
Strategic economic development or matching funds for grants that bring outside dollars in (broadband, job‑creating projects).
the county shouldn’t become a landlord — we should clear the roadblocks and partner so builders and nonprofits can deliver affordable homes.
What we can do:
Cut red tape and speed up permits so projects get built cheaper and faster.
Use one‑time funds (like Spirit Fund) for gap financing or low‑interest loans that leverage private dollars — only when they produce real, time‑limited affordable units.
Rehab worn housing stock with targeted grants/loans to keep existing units livable and affordable.
Encourage density or incentive programs tied to actual affordable units, with clawbacks if promises aren’t kept.
Work with employers, schools, and nonprofits on workforce housing and training so people can afford local rents.
Use transparent criteria, public review, and strict timelines — no open‑ended subsidies.
Bottom line: practical, limited county action that unlocks housing without creating ongoing taxpayer obligations.
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