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My time in county government and K-12 education provided the relevant work experience to understand the complexities and nuances of county government. This is important for many reasons, not least of which is that only someone who has been through the trials and tribulations of working for the public acquires the knowledge and confidence necessary to serve as your county board supervisor. 

During my tenure on the Oneida County Board, I was elected by the full county board to serve as 2nd Vice-Chair, interim District 11 County Board Supervisor, and Public Works Committee.  I was appointed to the Executive, Land & Water/UW Extension, Human Services, and Capital Improvement committees of jurisdiction; the Efficiency Study & Funding and Highway Facility committees; and Crescent and Squash Lake Rehabilitation Districts.  Also, served as committee chair for the Human Services and Capital Improvement committees.    

 If you want to be a successful county board supervisor, say “we” not “I.”  I am not a county board supervisor who takes all the credit and gives demands instead of instructions and cooperation. I am a leader who understands county issues, policy making, and committee governance.   I consistently demonstrate collective authority over individual authority.  I follow an outward focus, considering the thoughts, feelings, and behaviors of others. 

I ask you to use a simple test called the “I Versus We Test” to evaluate whether or not a leader is self-centered. To use the test, listen to the leader. Does he or she use “I” or “we” more often? 

More importantly as your county board supervisor, is it “we” when receiving praise and “I” when receiving blame, or does the person use “I” when receiving praise and “we” when receiving blame? This will tell you whether a leader is “team first” or “self-first.” 

The old saying “The buck stops here!” is the heart and soul of how our character is shaped. My character has been and will continue to be formed every time I face a defining moment that challenges me to sort through my core values and principles. 

I understand not everyone will share the same vision and may express differing views. Possibly in a very challenging manner. Experience has taught me to remain positive, respectful, and professional. Good moral character comes from a person’s ethics and virtues that they believe in and maintain in their daily decisions. 

The safety and welfare of our citizens and those who visit are the most important. County   supervisors must place trust in our county department heads and elected officials to develop budgets which provide staff the resources to provide county services. Mandated programs and services, such as law enforcement, judicial and social services to name a few, are of high priority. Yet, non-mandated programs and services provide significant benefits to the county.    

In 2025, the County officially assumed oversight of the Human Service Center and merger of these services with our Social Services and ADRC departments to create the Human Services Department.  I have been honored to serve as the chair of the Human Services Committee of Jurisdiction during the initial year of transition.  The Department transitioned to a new department head and made significant strides in recruitment and retention of employees.        

The Human Services Department has a myriad of programs and complex array of funding.  Many services are grant dollars dependent on Federal and State funding sources. Even those many programs are grant funded; it should not be a given when the grant dollars go away the program must go away as well.  I stand firm in my belief when the County provides a service that has a well-documented and evidence-based history of changing behavior, it may very well be in the best interest of the County to support the service with tax dollars.  

I very much welcome the opportunity to continue as chair of the County's largest department and assist in the transition for another term on the County Board of Supervisors.     

 The issue of either renovating and adding to the County's existing highway facility or relocating and building new has been an issue for over a decade.   In 2026 the decision before the County Board is whether to continue funding inefficiency—or to invest once in facilities that lower operating costs, improve measurable performance, and support Highway operations for decades.  I believe a new highway facility is not an expansion. It is a business infrastructure designed to support key performance indicators, reduce long-term costs, and protect public investment.  

The Highway Department operates as a public service business with performance expectations tied to cost, reliability, safety, and service delivery.   The County has conducted multiple formal evaluations.  These studies analyzed not only building condition, but also how facilities affect equipment uptime, staff productivity, safety exposure, and long-term operating costs. The conclusion was consistent: the existing facilities are now a structural constraint on Highway performance, even with continued reinvestment.  

Renovation and incremental additions may appear fiscally cautious, but more often than not they preserve inefficiency while consuming capital. Renovation cannot correct fundamental building proportions or site constraints, increases spending without      improving throughput or utilization, and locks the County into inefficient workflows for decades.  The studies show that maintaining existing facilities does not improve fleet availability, maintenance efficiency, or staffing productivity—it simply delays failure. 

A new facility will reduce maintenance cycle per vehicle, increase daily fleet availability, improve labor efficiency and supervision, and lower long term maintenance and energy costs.  

The County has received opioid settlement funds to be used for evidence-based treatment, prevention, and recovery programs that address opioid use disorder and related mental health conditions.  The funds are to be used for treatment, prevention, harm education, and recovery services.  In 2026 and 2027, I support the following: 

1)Support people in treatment and recovery.

2) Addressing the needs of criminal justice involved persons.

3) Prevent misuse of opioids.

4) Connect people who need help to the people they need.

AI has already revolutionized the business world and has the potential to provide faster, more accurate, and personalized services at the county level. State and federal lawmakers are expanding the use of artificial intelligence across agencies to improve efficiency, decision-making and the delivery of government services, with a strong focus on governance, ethical practices and interagency collaboration. 

Oneida County must explore how to invest and build AI capabilities for data-driven decision making, efficiency and cost savings, and workforce opportunities.  At the same time balance the risks and opportunities of AI adoption. 

County government is subject to state statutes and the constitution. Our growth is dependent upon the reality we can no longer continue to deliver state-mandated services without increased investment from the state. With increased fiscal assistance from our state partner, we will continue to provide services more efficiently and cost-effectively. Working collaboratively with our elected state officials to pass legislation to guide county policy on PFAS, enhanced wakes, and tourist rooming houses is also essential. 

AI has already revolutionized the business world and has the potential to provide faster,