Campaign Phone
3076908002
I believe in common sense government. I am fiscally conservative and socially liberal. As Coroner, I have come in under budget every one of the 12 years I have had to honor to serve Teton County.
Teton County needs a fresh approach to our most difficult problems like housing, traffic, and quality of life which includes health care.
There are many issues the County currently funds or is being asked to fund which are great causes but can be delayed until our property tax issues are stabilized. It is much harder to raise funds than it is to cut spending. Although we are an affluent county, we need to be cautious in how we spend tax dollars. Even small expenditures add up over time. Efficiency is key.
County employee housing is probably the top priority. Housing County critical workers like law enforcement and fire/EMS is a key area. Traffic needs to be addressed, especially given the expansion in South Park and other areas. The County needs to evaluate further housing development with regard to its impact on County services. We need to address the needs of the whole County, not just special areas or special interest groups.
Regular meetings are the key to improved relationships with the Town. Too much is discussed via the press, social media, and email. Written communication can get very skewed and emotional, which leads to conterproductivity and hurt feelings. When this happens, inertia sets in.
Candidate has not yet responded.
I'm running because I love this community, and I believe it's time to make room for a new generation of leadership. Teton County deserves representatives who understand what it takes to build a life here today—not just decades ago. Most recently, I've been working in community organizing and campaign strategy, helping people solve difficult problems by bringing diverse voices together. I know how to listen, build consensus, and turn ideas into action. I'll bring a fresh perspective, thoughtful leadership, and a deep commitment to protecting the people, places, and character that make Teton County home.
The passage of Amendment A in 2024 has given us a real opportunity to provide relief to the people who actually live here, especially on primary residences, instead of letting longtime homeowners carry more and more of the load. I'd like to see this community support more visitor-based revenue where we can, including a general penny.
First, expand opportunities for working people to live in Teton County by tackling housing in a way that supports the people who keep this community going. Second, improve the services that help families and workers succeed, including transportation, emergency response, and the everyday public systems people rely on. Third, safeguard our land, water, and wildlife so growth does not happen at the expense of the place we all value. A healthy community is one where people can stay, feel they belong, and help care for the place they call home.
The Town and County govern one community, yet we sometimes act like separate islands. Housing, transportation, economic vitality, and conservation don't stop at jurisdictional boundaries. We need earlier collaboration before major decisions are made, clearer shared priorities through joint planning, and regular evaluation of what's working—and what's not. Strong relationships matter, but accountability matters too. Residents deserve governments that communicate openly, solve problems together, and focus less on institutional boundaries and more on community outcomes.
Housing is the foundation of a healthy community. I support expanding deed-restricted housing, incentivizing the preservation of existing affordable housing, and encouraging a wider range of housing types in appropriate locations. I oppose policies that reduce housing opportunities for local residents or allow new growth to shift its costs – including housing – onto the rest of the community. A thriving economy depends on the people who make it work being able to live here.
Campaign Phone
7204700769
Founding Hole Food Rescue connected me to this community and ecosystem in a deep and enduring way. I'm running for the Board of County Commissioners to fiercely defend one of the last large, intact ecosystems on Earth, and to keep our community from being dismantled by unchecked growth and inequality. The relationships I built through Hole Food Rescue with community, nonprofits, business, and local government will make me an effective collaborator on the Commission. My work on global social and environmental issues taught me to think in systems, trace root causes, and weigh tradeoffs across wide boundaries and long time horizons–experience and skills this moment calls for.
I'd like to see Teton County work with the Wyoming Legislature to amend the lodging tax statute so housing and childcare for our tourism workforce count as eligible "visitor impact services," alongside changing the ratio of local tax spent on impact services versus marketing. Colorado's 2022 law is a useful model: counties there set their own ratio, as long as at least 10% still funds marketing, with the rest available for tourism-workforce housing and childcare.
1. Reining in the growth that privatizes profits and socializes losses.
2. Building our community's resilience to climate change, wildfire, and other emerging risks.
3. Strengthening community wellbeing and belonging through affordable housing, robust social services, and accessible public, non-commercial gathering spaces.
Challenges seem to arise around funding allocations for joint departments. I'd bring in a neutral facilitator to help both bodies build a shared understanding of their mutual responsibility, then pair that with a small citizens assembly to weigh in on service-level expectations and cost-sharing values. Get the vision and values right first, and the math gets easier.
Wherever possible, limit the growth that increases the demand for additional workforce. With every new luxury development we are digging the hole deeper. We need to stop making the problem worse. Additionally, we need to build as much affordable housing possible through all avenues: public, public-private, private. Teton County should modify LDRs and zoning to incentivize affordable housing development and disincentivize luxury development.
Campaign Phone
307-690-4209
Back in 2018, I decided to run for office when I saw some things I didn’t like at a public meeting. Eight years, three campaigns, and one term later, I am deeply invested in my role as your representative, and I hope you will support my campaign for a second term as your county commissioner.
I approach meetings with the focus of a student and come prepared to ask good questions. As a business owner, I bring an understanding of value, especially in negotiations, and a sense of responsibility to our staff.
When it comes time to vote, I am comfortable making difficult decisions with incomplete information and sometimes in opposition to the prevailing opinion. I often explain my votes, especially when they are controversial.
The County currently generates about half its revenue from property taxes and half from sales tax. Depending on how voters decide the People’s Initiative, property tax revenues may be significantly reduced for FY28. If this were to pass, the County would be hard pressed to meet its financial obligations, even if we max out the mills. Regardless, I support putting an initiative on the ballot for 2028 to replace the Justice Center SPET penny with a general revenue penny that would generate roughly $15M annually for both the Town and County. Wyoming is one of the five least taxed states in the nation, and seven pennies of sales tax are certainly reasonable when compared with our neighbors in Utah and Colorado.
Housing: As the private developer pushed for more public subsidy and less affordability for the project at 90 Virginian Way, I pushed back and rejected the partnership. I remain committed to the project. There is a clear path forward- fund it, build it, and manage it ourselves. Instead of relying on a developer and their promised investor returns, let’s keep public housing public. The project at 90 Virginian Way should become the foundational asset in our housing portfolio, its profits sustaining continued community housing projects for generations.
Transit: Making START more efficient, effective, and comprehensive. We need to get ride times competitive with drive times.
Ecosystem: Supporting wildlife crossings and sewer connections
The Town and County are at a crossroads over funding of the Joint Departments (Fire/EMS, Housing, START, Parks and Rec, etc.).
Historical use of the population split (54/46) has ignored the fact that the County contributes no share of the revenue generated by County taxpayers who live in Town to fund these departments.
Also, a mill of County tax brings in $4.5M while one mill of Town only adds about $1M. In order to cover any funding gap, the Town would have to raise their mills 4.5x what the County would require.
From the outset of these fruitless negotiations, I have argued for a simple 60/40 County/Town split so that we can move past this issue and onto solving the more pressing concerns facing our community.
It is long past time that our local leaders study the pros and cons of building public housing without the "help" of a private partner. While it may be true that public private partnerships have generated significant housing stock, I ask at what cost?
The project at 90 Virginian Lane has given me glimpse behind the dangers of negotiating with sophisticated private sector partners.
Considering the scale and scope of the Virginian development, we should fund, build, and manage it ourselves, making it the foundational element of our housing portfolio for generations to come. As such, the revenue it generates can fund future projects instead of lining the pockets of private sector investors.
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Campaign Phone
3074139690
I love the work of a commissioner. Even more, I love this community. I deeply value our natural resources—our open spaces, our wildlife, the scenic grandeur that surrounds us. I deeply value the entrepreneurial and adventuresome spirit of our community. I deeply value our community’s open spirit and generous philanthropy. I’m a thoughtful policy maker, exceptionally experienced, with a thorough knowledge of County land development regulations that dictate how development impacts and defines our community. I know how to push for change when we need to change course and how to defend what we want to preserve. I am focused on the long view to preserve Teton County’s exceptional blend of human and natural resources.
I avoid unnecessary tax increases. Yet we must pay employees fair wages, provide employee housing and meet community expectations for critical public health and safety services, transportation infrastructure and recreational amenities. Current sales tax is 7% (7 cents). 5 are for general needs; 2 are for specific projects. Voters could convert 1 specific cent to a general cent to ensure we consistently and reliably meet the needs listed above while reducing property taxes--a good idea. State statutes forbid counties to collect taxes other than sales and property taxes but allows us to collect fees to mitigate development impacts. The State Legislature could remove that authority. Those fees are vital, and we need to defend them in Cheyenne.
Meeting the ongoing core needs of the community (public health and safety, well maintained transportation infrastructure, crucial environmental protections and recreational amenities like parks and the rec center) is always a priority. I would also focus on understanding job growth to determine its primary drivers. Job growth underpins an increased demand for housing, road congestion and pressures on the environment. Targeted amendments to our development regulations could reduce job growth, reduce the demand for housing and ease traffic congestion. I'd continue efforts to protect water quality on all fronts and reduce rural development. Efforts should continue to ensure health and human services are predictably and adequately funded.
The main challenge is a fundamental lack of revenue to ensure that joint departments--Fire/EMS, Parks and Rec, and START--are adequately funded to maintain the high level of service our community expects and deserves. Town funds its budget primarily through sales tax while the county collects both sales and property tax. Converting one specific penny of sales tax to one general penny of sales tax, with revenue split between the Town and County, would afford Town sufficient revenue to fund its share of the joint budgets while affording the County room to reduce property taxes. Other than that, ten freely elected officials-- 5 county commissioners, 4 town councilors and 1 Mayor will always have strong opinions that can be resolved.
We should continue to support private nonprofit and for profit developers with contributions of land to develop housing restricted to local workers, families and retirees. Subsidies beyond land, while often necessary, should be limited. Existing policy succeeded in building around 225 units since 2018. However, the current system should be reviewed in the next two years to identify strengths, weaknesses and opportunities. We may want to control more of the development within local government. Zoning incentives have added 277 units since 2018, and those regulations should also be scrutinized--fourth floors and bonus square footage may have impacts that need to be better addressed. We may want to revise or discontinue these tools.
I am running because I love Teton County and believe we must protect the heart of this community while planning responsibly for the future. I am a teacher, coach, small business owner, and longtime local driver-safety educator. I have worked with young people, families, seniors, and working residents across this county. My background has taught me to listen, solve problems, manage real-life safety issues, and make practical decisions. I bring common sense, independence, and a commitment to local voices, responsible spending, and public safety.
Before asking residents for more money, the county should clearly review spending, priorities, leases, projects, and long-term obligations. New revenue approaches should be transparent, voter-approved when appropriate, and tied to essential services such as public safety, roads, emergency services, water, waste, and infrastructure. I would support careful review of user fees, public-private partnerships, grants that do not force bad policy, and better accountability for county-owned assets. Tax decisions must consider working families, retirees, and small businesses.
The County Commission should prioritize: 1) public safety and emergency readiness, including roads, traffic, fire, EMS, and safe neighborhoods; 2) responsible growth tied to infrastructure, so housing, water, sewer, roads, schools, and services are planned together; and 3) financial accountability, including clearer budgets, better oversight of large capital projects, and open communication with taxpayers. Teton County must protect its western character, open spaces, and local people while making practical decisions for the future.
The biggest challenges are overlapping responsibilities, unclear accountability, and projects moving forward without enough shared planning or public trust. The town and county should improve coordination before major decisions are made, especially on housing, transportation, water, and capital projects. Solutions include joint public work sessions early in the process, shared financial reporting on joint projects, and clearer agreements about who pays, who manages, and how success is measured. Residents deserve transparency and a stronger voice.
Local government has a role in addressing housing, but it must be balanced, transparent, and tied to infrastructure. I support housing for local workers, families, seniors, and essential services, especially when projects are practical, financially accountable, and fit the character of the area. I support using existing buildings and county-owned assets wisely, public-private partnerships with clear safeguards, and policies that prioritize locals. I oppose unchecked growth, projects without adequate roads, water, sewer, parking, and public safety planning, or policies that overburden taxpayers.
Campaign Phone
5202411510
I am running for a third term because Teton County is deeply important. Local political leadership strongly affects how our future plays out. I’ve spent eight years standing firm and delivering results: protecting public lands, wildlife and water quality; strengthening public safety; and working to ensure people who make this community work can continue to live here. Rapid, poorly-planned growth is increasing pressure on our community. I am willing to acknowledge that there are limits to growth in this valley. I have the experience to make tough decisions, build community support, and get things done while staying true to the values that make Teton County such a special place.
1. Everyone who wants local public services such as protection from wildfire and house fires, law enforcement, the recreation center, roads and pathways, restaurant kitchen inspections, clean water, and so on should join me in opposing Initiative 1 in November, which would severely undercut revenue.
2. During my seven years on the county commission, we have reduced the mill levy most years. I wish the state had the same record of fiscal responsibility.
3. If Wyoming voters slash our tax revenue, we may have to increase the mill levy to offset the losses, consider converting SPET tax to a general penny, and advocating for real estate transfer tax or other measures in Cheyenne.
Conservation - Protect our public lands, wildlife, and water quality.
Public Safety & Community Health - Support those who keep our community safe by investing in first responders, wildfire preparedness, and social services. My record on public safety is strong and consistent, which is why I am proud that the firefighters' union (IAFF Local 5067) has endorsed me.
Livability, Housing & Infrastructure - Strengthen the community by addressing workforce housing, transportation, water infrastructure.
The Town and County have different legal authorities and responsibilities, but we share the same community. On issues like housing, transportation, public safety, and infrastructure, shared success requires working together. We won’t always agree, but we should collaborate respectfully (while robustly advocating our perspectives). We can disagree without assuming bad intent or compromising productive working relationships. Life is too short for allowing disagreement to morph into grudges.
I’ve learned that the best outcomes come when we build relationships, solve problems together, and remember that we’re all working toward the same goal: a stronger Teton County.
First, we should decouple workforce housing from new commercial growth and expensive new market housing. Too often, workforce housing is tied to new growth, which is simply running on a hamster wheel, not solving the problem for our local workforce. We need to house the teachers, hospital employees, first responders, social service providers, retail workers, and others who make this community function, rather than subsidize new development.
Second, we should put more emphasis on preserving the naturally affordable housing we already have. Preservation, reuse, adaptation is generally cheaper, quicker, and better aligned with other community values than new construction.
