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Town where you live
Point Roberts
Experience (300 characters max)
Skilled in strategic planning, implementation, stakeholder engagement, and transparent decision-making. Known for steady leadership, thoughtful facilitation, and turning goals into measurable results.
With over 35 years of experience in organizational change, facilitation, and engagement, I’ve helped leadership teams across healthcare, government, and service sectors navigate complex transitions and build stronger systems. My work has ranged from developing big-picture strategies to facilitating day-to-day planning and implementation. I’ve supported change initiatives in hospitals, social service agencies, and public sector organizations—often stepping in when tensions were high or direction was unclear. I bring a calm, thoughtful presence and know how to create space for dialogue while moving things forward. As a longtime nonprofit board director, I understand how to balance accountability, transparency, and trust in governance.
While I haven’t held elected office, I’ve contributed to my community through 15 years of nonprofit board service in Vancouver (2006–2021). I served on five boards—both governance and working—supporting organizations focused on community development, health equity, and social support. My roles included everything from strategic planning and budget oversight to hands-on event planning and fundraising. I know what it means to commit time, energy, and care to the public good. I’m also known for listening well, bridging perspectives, and helping groups make clear, thoughtful decisions—skills I would bring to this role.
While I’m still relatively new to Point Roberts, I believe the heart of the district’s work is ensuring access to high-quality, responsive care. That includes defining what “quality care” looks like for this community, tracking whether we’re meeting those goals, and creating space for ongoing community input. We need strong partnerships with our healthcare providers, grounded in clear expectations and mutual accountability. I’d like us to better understand our current and future community needs—what services matter most, what gaps exist—and work together to define success and align strategies and metrics accordingly. The more we listen and measure, the better we can serve.
Point Roberts showed what small communities can do when they act early and support each other. Going forward, we can build on that by reviewing what worked, where the gaps were, and how to keep people safe, informed, and connected. That includes planning for access to care, clear communication, and support for those who are isolated or vulnerable. I’d also like us to look at the long-term mental health impacts and how we strengthen community ties—even when we need to stay physically apart. Thoughtful planning and strong relationships will be key in any future emergency.
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