1. Water Reliability & Infrastructure

Protecting our community’s long-term water supply by investing in infrastructure, groundwater management, and drought resilience. This includes upgrading aging systems, expanding water storage, and planning ahead for climate uncertainty so residents aren’t hit with shortages or emergencies.

2. Smart & Fair Water Rates

Ensuring water rates stay affordable, transparent, and accountable. That means pushing for responsible budgeting, clear communication about rate increases, and protecting working families from unnecessary cost burdens—while still maintaining high-quality service.

3. Flood Protection & Public Safety

Strengthening flood control systems to protect homes, schools, and businesses—especially as extreme weather becomes more common. This includes creek maintenance, stormwater management, and prioritizing safety in all water-related planning decisions.

It would be my honor to serve on the Zone 7 Board of Directors. As your representative, I will prioritize a safe, reliable water supply for residents, businesses, and agriculture, while maintaining strong flood control and responsible fiscal oversight.

I live in Dublin with my husband and two children and hold a BA in Sociology. I have served in numerous community leadership roles, including elected delegate to the Alameda County Democratic Central Committee (AD 16), Vice President of Fallon Middle School PFC, board member at Averroes High School, and member of the Dublin Unified School District Parcel Tax Oversight Committee.

Previously, I served as Chair of the Citizens Bond Oversight Committee, founding board member of the Dublin Education Alliance, and President of Kolb Elementary PFC. These roles have strengthened my experience in governance, budgeting, and accountability.

My interest in water policy grew after completing the Citizens Water Academy through DSRSD, where I gained insight into water supply, infrastructure, and sustainability.

I am committed to ensuring safe, clean, and affordable water, prioritizing flood protection, and strengthening long-term water reliability. I will be a strong advocate for the Tri-Valley community.

Elected officials, councils, and public boards can promote ethical behavior by leading with transparency, accountability, and consistent education. This includes requiring regular ethics training, clearly communicating conflict-of-interest and disclosure rules, and making decisions in open, accessible meetings so the public can stay informed. Agencies should also establish strong oversight practices, enforce consequences for violations, and create safe, confidential channels for reporting concerns. By modeling integrity and prioritizing public trust, leaders can strengthen both awareness of and compliance with ethical standards.

1. Maintain the ability of Zone 7 to reliably provide high-quality water through sound financial and technical analysis and performance. 2. Use my technical, project management, and business experience to assess the tradeoffs required for the most cost-effective capital investments go assure a diverse and robust water supply in the face of climate changes and regulatory compliance. 3. Assure that flood control policies are solid and effectively implemented, including minimizing runoff, having adequate catchment basins for surge protection and percolation enhancement, and properly maintaining arroyos and channels to safely transmit excess water through Niles Canyon.

I have a PhD in chemistry with strong project management skills, including budgeting and cost control. I have done some research on water quality issues during my career. I also own and operate a commercial building to supply low-cost space to nonprofit organizations, so I quite familiar with the various factors and tradeoffs facing commercial operations. Finally, I have served on the General Plan Advisory Committee of Livermore, so I have a good understanding of local government operations.

All committees and such I've been associated with discuss the Brown Act and California Form 700, which prescribe standard of be behavior, and elected officials I have interacted with are aware of and careful to comply with those requirements. I think the primary ethics issues are not due to awareness but a matter of the ethical standards of individuals who think their personal goals are more important than the rules. We need to select individuals with a strong sense of public service and not those seeking power.

As Director I’ll work to preserve groundwater quality and ensure good stewardship of this precious natural resource for the greater good of Tri-Valley residents, while upholding the stated Mission, Vision and Values of Zone 7. As a long-time resident with extensive experience in contaminant hydrogeology, I’m especially concerned about our PFAS contamination. I’ve worked with other experts to question and research plans for new wells that have potential to further spread PFAS. As a geoscientist, I will stand up for science. We can have both sufficient quantity and high quality safe water if we use science.

As a professional licensed Geologist and Hydrogeologist with >40 years experience, I’m well qualified to serve as Zone 7 Director. I earned my B.S. degree from Penn State in Geosciences (Geology & Geochemistry) and completed related graduate-level work at Colorado School of Mines and UC Berkeley. I’ve worked in industry and consulting as a geologist, hydrogeologist, project manager and group manager. I’ve been a Pleasanton resident since 1988, living alongside Arroyo Del Valle since 1999. I led an annual Earth Day creek cleanup and served as my HOA’s Board president. I worked with the City of Pleasanton and Zone 7 to re-build an HOA low-water crossing of the Arroyo, part of the City’s trail system. I also started a petition and worked with neighbors to establish a train Quiet Zone for Pleasanton.

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1. Maintain the health and safety of our community in drinking water quality along with flood control/awareness, implementing early warning systems. 2. Provide education around water issues to the community and other elected officials, incorporating listening and responding to concerns. Encourage the next generation to step up to water policy issues through mentoring. 3. Work to help provide a portfolio of resilient and sustainable water supplies and management practices to meet the challenges of climate change and the wide sweeps of flooding and drought in California.

I’m honored to continue serving our Tri-Valley community as a Director for the Zone 7 Water Agency and I’m proud of the work we’ve accomplished together. Over the years, we’ve: ✔️ Maintained a AAA financial rating ✔️ Earned recognition for transparency and accountability ✔️ Led efforts in groundwater management under SGMA ✔️ Advanced treatment solutions for emerging water contaminants

Beyond Zone 7, I represent our region on the Association of California Water Agencies (ACWA) Board of Directors and serve as President of ACWA Region 5, working on critical statewide water initiatives. I have served on ACWA's Water Quality, Agriculture, Finance, and Local Government Committees. I also contribute as a Director for the Delta Conveyance Authority, helping guide transparent engagement on projects impacting millions of Californians. Water is not just a resource, it’s a responsibility. My background in scientific research (Ph.D. in Biochemistry), teaching (from high school to University Graduate levels), and public service (President of my Rotary Club) continues to guide my work, both locally and globally, including efforts with Rotary International to support clean water and sanitation in Haiti.

It is my priority and passion to help ensure a safe, reliable water future for our community. I respectfully ask for your support in the June 2, 2026 election.

The FPPC requires that all elected officials take at least two hours of ethics training shortly after being elected and every 2 years thereafter. This includes Brown act compliance and what goes on in closed sessions. Training is also mandatory for harassment and bullying. Recently, a requirement for Financial Training will be implemented by January 2027.

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If elected, my three priorities are PFAS remediation, water reliability, and flood management. PFAS first. These are the forever chemicals — linked to cancer and developmental harm — that ended up in our groundwater from the aqueous film-forming foam used at the Livermore Municipal Airport and a regional fire-training center. Zone 7’s engineering team got out ahead of the federal regulatory deadline and has been filtering since September 2023. Two PFAS treatment plants are running today. The third, the Mocho facility, is in design, with a board vote on its environmental review on May 20. The next board’s job is to keep the program funded, monitor downstream of every facility, and publish the math so ratepayers can read it. Water reliability second. Zone 7 imports about 80 percent of its water on average from the State Water Project, traveling from Oroville Dam through a single corridor — the South Bay Aqueduct — that is exposed to earthquake, drought, and climate volatility. The 2024 collapse of the Los Vaqueros Reservoir expansion was a real setback. Reliability now depends on diversification: stronger groundwater banking, modernized capture, recycled water, and Zone 7’s share of Sites Reservoir, the new off-stream reservoir north of the Delta, where the construction decision is expected this year. The board also steers Zone 7’s share of the Delta Conveyance Project through a series of funding votes, and that is the single largest reliability question in front of us. Flood management third. Zone 7 manages 37 miles of streams and flood channels across the Tri-Valley watershed. Recent atmospheric river events have caused widespread bank erosion and sedimentation, and the repair bills are not small. Climate change, urbanization, and aging channels are increasing flood risk in real time. I want the Flood Management Plan to move from goals to a funded multi-year capital program with public milestones and audit trails ratepayers can read.

I’m an engineer with board experience. That’s the combination Zone 7 needs. I hold a B.S. in Computer Engineering from San Jose State and I’ve spent more than 25 years leading large infrastructure programs. I’ve led work at the Stanford Linear Accelerator Center (SLAC National Lab) and at Yahoo and GE Digital, where my teams delivered millions in infrastructure cost reductions. The systems I’ve built have to stay online, stay on budget, and do what they were designed to do — exactly the discipline Zone 7’s $875 million ten-year capital plan deserves. On governance, I was elected three times to the OpenStack Foundation Board of Directors and chaired its Finance and Tax Affairs Committee. I read the financials, led the responses to audits, and treated the work as a job, not a title. I’ve also worked for the City and County of San Francisco’s Elections Commission on their open-source election system, and with the Foundation for American Innovation on government financial and election transparency projects. I’ve done elected board work before. The board’s role is policy and strategy, not day-to-day operations. I show up, I read the materials before the meeting, and I come with prepared questions. I know the financial-disclosure rules, conflict-of-interest standards, and Brown Act open-meeting requirements that apply here. And I’ve been attending Zone 7 board meetings to see how this board does business — before asking voters to put me on it

My answer is short: make it easy for the public to check the work, and treat the ethics rules as the floor, not the ceiling. California already gives voters strong tools to watch with — FPPC campaign-finance disclosures, the Brown Act’s open-meeting and agenda-posting rules, and required financial-interest filings for every elected board member. The job of the board, council, or agency is to make those tools genuinely usable, not just technically compliant. Board calendars, agenda packets, and meeting recordings should live in one place on the agency website, in plain language, posted well ahead of the vote. AB 1234 ethics training should be current for every member, and proof of completion should be visible to anyone who looks. Conflicts of interest get disclosed in the open and recused on the record. Members announce real or apparent conflicts at the meeting itself, before discussion — not in a footnote weeks later. Boards adopt a written gift, travel, and outside-employment policy that goes beyond the statutory minimum, and they review it on a regular cycle. Then give the public the tools to verify the work. Capital projects come with public milestones, budget-vs-actual reports, and audit trails ratepayers can read. Closed-session reportouts are specific, not generic. Public comment is predictable and welcoming, not a tool for managing out hard questions. When something does go wrong, the right response is a transparent post-mortem, not a press release.

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