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I am a two time graduate of UW- Oshkosh. My background is in art, education, and now provide therapy to at risk youth.
I traveled abroad studying at Ealing Art College in London, England.
I began my professional career as an aide in a mental health setting. In management, I supported staff to meet the challenge of ensuring the care of those in our charge. As a Social Worker, I was challenged to work with sexual predators during the advent of Chapter 980 Sexual Predator Act evaluating new arrivals to ensure placement had fidelity with law. In a team, we trained 170 staff in quality management. In education, I was charged developing mental health programs. I've been in private practice since 2005.
I volunteered at Webster Stanley Elementary School and Oshkosh North for 15 years. I am a regular on the Oshkosh Gallery Walk andwas lucky to help guide the creation of our Oshkosh Mural located at 100 High Ave.
No matter the issue, it's a quality practice to consider all information when seeking the best way forward. I don't have the answers but do bring to the table a quality approach that rests on principles of effective and clear communication, working cooperatively, and listening to others, engaging discussions with citizens and county staff. The process of effective leadership is ongoing and seeks incremental change over time. The primary focus is the people who will be impacted by decision making, and this case, it's you, me, and the rest of folk living in the county.
I would begin with research and collaboration to review funding options and the current needs of the citizenry and to build agreements to move forward with the most cost effective approach that will equitably meet our needs. Consulting with the U.S. Department of Energy and other sources for funding could be a good starting point.
Funding our operational costs and housing appear at the top from my view.
There is discussion about implementing a 0.5% sales tax which most Wisconsin counties have to address budget concerns. I would ask the voters of District 14 if this is something they support. I would do this by offering an online vote and seek common ground and move carefully considering the input and vote accordingly if presented the opportunity. I want to be guided by those I serve, the voters.
I would use a similar approach when seeking a way to house people. We live in Winnebago County, and I am impressed with the quality of concern we have for each other. We have examples with the Tiny House Project and we will find more. The Day by Day Warming Shelter is another example of our community coming together to help each other.
I really don't have an answer because I haven't listened enough to constituents regarding this issue. Spending tax dollars is especially concerning because it's our money, we gave it to the government and it's to meant to be spent to meet the needs of the people. I'll have a better answer after listening to voters when specific issues arise in the political here and now. I'll represent them on this issue as I will on others and my approach begins by first listening.
I will act consistently with the guiding principle that government is meant to meet the needs of it's citizens.
In this regard, a cooperative effort beginning with understanding what we want in the end will be important. Because our political reality is flux, and housing complex, there exist no simple answers or programs that will meet the every changing needs of our county.
A long term strategic investment in our concern for others is what I will encourage.
If we establish a culture that embraces treating humans with dignity and respect as a practice, it will serve citizens much longer than seeking short term developmental projects. Our vision best see long into the future while keeping focus on current changing needs and that will more likely occur if we gather around similar principles like the one I mentioned above.
Programs come and go but caring for others is a guiding principle we can develop and sustain in our culture and more likely guide us in making humane decisions.
Ten-year Oshkosh resident, generational family roots, District 14 Incumbent Supervisor since 2022, focus on fiscal solvency. Public Service Highlights: Chair, Park View Health Center Committee, $0 tax levy impact in 2026 budget for first time in 15+ years; Facilities Committee, drafted Appraisal Policy Ord. 3.14. Drafted key oversight amendment, Housing Revolving Loan Fund; Chair, UWO FCC Board of Trustees, budget and press interaction during campus closure, advising facilities committee on proposed sale, advocate for continued public access to community assets, Vice-Chair, Ad Hoc WCB Rules Task Force; Legislative Committee. Professional Experience: Real Estate Expert; President Value Reconciliation, Inc., 35+ years’ experience, MAI designation, Appraisal Institute, UW-Madison, BBA, RE Urban Land Economics & Risk Management, UW-River Falls, Certified Paralegal, WI Appraiser and broker licenses. Proven results, expertise, fiscal solvency, dedication to Winnebago County Board service.
As a member of the Facilities & Property Management Committee, I advocate practical, cost-effective measures to improve energy efficiency in county properties and operations, delivering long-term taxpayer savings without burdening the levy. Comprehensive energy audits should identify high-return upgrades like LED lighting, HVAC optimization, insulation, and smart controls, achieving quick paybacks through reduced utility costs. Energy savings performance contracting allows private partners to finance and guarantee improvements, repaid solely by savings with no upfront county funds needed. Renewable energy, such as solar on county buildings, should be considered where data shows fiscal viability. Funding possibilities include: Wisconsin's Focus on Energy program, with rebates, incentives, and bonuses for government projects. Federal Inflation reduction act grants/tax credits with electable direct pay for local governments. State Energy Innovation Grant Program, with utility rebates.
The two most important issues facing Winnebago County are fiscal solvency and affordable housing. Fiscal solvency is challenged by rising costs for mandated services, personnel, and infrastructure under strict state levy limits; without disciplined management, taxes rise or services suffer. Under my leadership, Park View Health Center achieved solvency for the first time in 15+ years, with $0 tax levy impact in 2026 budget. I want rigorous oversight, priority and zero-based budgeting, performance-based contracts, and maximum grants/shared services for efficient operations without taxpayer burden. Affordable housing shortages drive up costs, impacting families, seniors, and workforce. I wrote a key amendment to the $4.5 million Housing Revolving Loan Fund mandating annual reviews, board oversight, and possible rescission with insolvency. I propose targeted incentives for workforce/senior housing, streamlined development, private/nonprofit partnerships, and strict fiscal accountability.
The Spirit Fund, reclassified as lost revenue from federal ARPA dollars, originally $33 million, split 50% for non-profits, now fully allocated, and 50% for government-sponsored projects, has over $9 million remaining. Funds are now restricted to government-sponsored projects following the housing revolving loan fund re-classification of interest funds and passage with my key oversight amendment ensuring annual reviews, board oversight, and rescission if insolvent. The best use of remining funds is for capital investments providing lasting taxpayer benefits without creating ongoing expenses or levy burdens, such as critical facility upgrades, infrastructure improvements, or public safety enhancements that prioritize high ROI legacy projects. Transparent decisions must be made by the County Board through committee review for rigorous fiscal impact analysis, public input sessions with clear criteria, no recurring costs and proven solvency with full Board approval and accountability.
The County's primary role in affordable housing is to act as a catalyst and facilitator, providing strategic gap financing, incentives, and process improvements to encourage private and nonprofit development rather than direct provision. This leverages taxpayer dollars responsibly without ongoing obligations. I authored the key oversight amendment to the $4.5 million Housing Revolving Loan Fund, requiring annual reviews, board oversight, and rescission if insolvent. Specific programs I support: expanding the Fund for low-interest gap financing, e.g., land acquisition/site prep.; targeted incentives for workforce/senior housing; streamlining zoning/permitting for responsible development; public-private-nonprofit partnerships, e.g., with cities, developers, and community organizations; pursuing state/federal grants without recurring levy costs. All efforts must maintain rigorous fiscal accountability for measurable gains while protecting taxpayers.
