VOTE411 Voter Guide

I’ve spent 37 years in direct patient care—ranging from acute to general medicine, hospice, and underserved populations. I owned and managed a private clinic, giving me hands-on knowledge of insurance systems, billing challenges, and managing limited resources. I’ve worked across small-town Washington, Colorado, and New Mexico, where I saw how essential basic health services are at every life stage. I bring both clinical depth and administrative insight to this role. My experience uniquely prepares me to balance community health needs with fiscal oversight and long-term planning.

I’ve always viewed medicine as a vocation. I offered free school physicals at my clinic, organized a support network for parents of internationally adopted children with medical needs, and participated in medical missions to Africa and South America. I chaired a “death with dignity” group that explored in-home hospice care. These efforts reflect my belief that public service means being available, informed, and compassionate—especially for those without easy access to care.

The stability of our funding is a critical concern. Hospital District 304 supports vital services—from direct care to community wellness programs—but federal and state funds may shift dramatically. The Commission must carefully review which programs are at risk and identify sustainable, community-based solutions to close any funding gaps. We must prioritize services that protect public health while ensuring long-term financial responsibility.

Preparing for future pandemics means building a plan tailored to our community—not someone else’s. We should review successful protocols from Skagit County Public Health, the State Department of Health, and regional partners like the Northwest Healthcare Response Network, then adapt them to fit our district. Preparation includes improving surge capacity, strengthening communications, and expanding access to mobile or remote care. We must also invest in staff training and community outreach to ensure residents can respond quickly and equitably in a crisis. By focusing on local coordination, supply access, and frontline support, we’ll protect lives while honoring our region’s values, geography, and independence.

I came to Skagit County over 30 years ago as a young Navy wife and mother—not with a legacy name, but with determination and heart. After my marriage ended, I struggled, but I raised my daughter as a single mom, earned my Human Services degree, and built a small business from the ground up. I’ve served on nonprofit boards, volunteered in programs this district oversees, and stayed active in every corner of our community—not for attention, but because I care.

I’m a proud first-generation Skagitonian who has shown up for this community again and again—through tough times, through growth, and always with purpose. I’ve served two terms on Sedro-Woolley City Council and as a Public Utility Commissioner. I know policy, budgeting, and people. This isn’t just a position I’m applying for—it’s the work I’ve already been doing. Electing me means choosing someone who’s lived the struggle, done the service, and is ready to lead on day one.

My public service spans over 30 years and reflects deep, consistent commitment to Skagit County. I’ve served two terms on the Sedro-Woolley City Council and as a Skagit County Public Utility District Commissioner, where I prioritized community needs, budget integrity, and equitable access. I’ve served on numerous nonprofit boards including United Way of Skagit County, Secret Harbor Foster Care Agency, and both the Sedro-Woolley and Skagit County Historical Museums. I’ve volunteered extensively—with Skagit Trail Builders, Boys & Girls Club, Helping Hands Food Bank, Country Meadow Village, and more. I’ve participated in and championed the very programs this district manages, from Trek for Treasure to health and wellness initiatives. I show up, I listen, and I lead with heart. My record isn’t just about titles—it’s about action, consistency, and showing up for people, especially when it matters most.

The most important issue facing our Hospital District is funding—especially in light of ongoing Medicaid cuts that directly impact rural communities like ours. Sustaining and expanding vital human services programs takes creativity, strong partnerships, and careful budgeting. Equally important is helping the public navigate the two distinct systems within our hospital: PeaceHealth manages clinical services, while the Hospital District oversees over 50 human services programs. This division often causes confusion and frustration. Clear communication, transparency, and community education are essential so that people can access the right support without unnecessary barriers. As someone who’s participated in district programs and experienced the confusion firsthand, I’m ready to help bridge that gap and advocate for the funding and understanding our district needs.

While PeaceHealth oversees clinical issues, our Hospital District should play a critical support role during pandemics. The job is to ensure the community has access to accurate information, mental health support, and essential services like food, housing, and wellness programs. To prepare for health emergencies, commissioners should strengthen partnerships with PeaceHealth, improve public communication, and maintain flexibility in the human services programming. That means ensuring programs like mental health counseling, food access, and family support can quickly adapt and expand when crises hit. The district should be a reliable source between providers and the public. Preparing is about more than logistics; it’s about staying connected to the community so that the district can respond with compassion, clarity, and speed when it matters most. Of course, if that epidemic refers to Fentanyl, the district offers free online classes to educate the public. I found the class informative.

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