It's Time for Change

Management Style 

 

I believe in a hands-on, accessible, and collaborative leadership style, serving not as a distant executive, but as a community leader who works alongside residents and council members. Direct communication with residents is a priority, and town leadership should always be approachable. Every constituent deserves to be treated with dignity and respect.

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Financial stewardship is essential. “Doing more with less” must remain a guiding principle, and alternative funding sources should always be pursued before increasing costs to ratepayers. Our community members are already paying enough for essential services like water and sewer, and we must be responsible with the resources we have.

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I believe authority matters less than relationships. An effective mayor serves as the “glue” that holds the town council together, fostering a team environment where differing opinions are welcomed, thoughtful discussion is encouraged, and once decisions are made, the council moves forward together. Community input should always be encouraged, and disagreements should be viewed as opportunities to learn and find better solutions.

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A good mayor must be a problem solver who focuses on solutions rather than blame. It is important not only to solve problems, but to follow through and take proactive steps to prevent the same issues from happening again.​

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The Issues

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​I moved to Shoshoni in 1981 during a time of strong economic growth, fueled by a booming energy sector and a population nearing 1,000 residents. It was a vibrant, close-knit community—an ideal place to live, work, and raise a family.
Like many small towns across Wyoming, Shoshoni experienced economic downturn when that boom subsided. But resilience has always defined this community. Time and again, we have adapted, endured, and moved forward together. I am confident that by working collaboratively, we can continue to overcome challenges and build a strong, sustainable future for Shoshoni.

Across the country, communities consistently identify four key priorities: infrastructure, economic development, budgeting and management, and public safety. While Shoshoni is unique, these same priorities apply here. As mayor, my focus will include:

Infrastructure Improvements

Maintaining and upgrading our aging water systems, roads, and wastewater infrastructure is critical. During my time on the town council, infrastructure was one of our top priorities—and it remains so today. In the past, the town had significant funds available to support matching grants for these improvements. Those resources are no longer available, making it even more important that we aggressively pursue state and federal grants, as well as partnerships with neighboring communities and regional organizations, to meet our infrastructure needs.

Economic Development

Historically, large-scale industrial development has driven rapid growth in Wyoming communities. While future energy development may once again bring opportunity to Shoshoni, we cannot afford to wait. We must actively recruit small and medium-sized businesses and create an environment where they can succeed. By fostering a business-friendly climate and encouraging collaboration between local government and the community, we can build a more resilient and diversified local economy.

Budgets and Management

Small towns face unique financial challenges, especially when it comes to maintaining essential infrastructure. A multi-year capital improvement plan can help us move from reactive decision-making to proactive planning, reducing long-term costs and avoiding deferred maintenance. I strongly support scenario-based budgeting to prepare for fluctuations in revenue, particularly those tied to sales tax and the energy economy. In addition, we must prioritize asset management to extend the life of our infrastructure and ensure taxpayer dollars are used efficiently. While Shoshoni currently relies on traditional line-item budgeting, periodic zero-based budget reviews can help ensure that every expense is justified and aligned with current priorities. Now is an appropriate time for such a review.

Public Safety

Public safety is the foundation of a strong and secure community. Police, fire, and emergency medical services (EMS) are the backbone of that protection. As a retired firefighter, I bring firsthand experience working alongside all three and a deep understanding of their critical role in serving Shoshoni.

-Emergency Medical Services (EMS)

While the State of Wyoming provides funding for law enforcement and fire protection, ambulance services are not designated as an essential service and receive limited direct operational support. As a result, local EMS agencies rely heavily on community funding, volunteers, and competitive grants.

Recent federal investments—such as funding through the Rural Health Transformation Program—offer potential opportunities to strengthen rural emergency response and reduce response times. However, the extent to which these funds will benefit Fremont County and Shoshoni remains uncertain, as does the future of the proposed 0.75% initiative supporting ambulance, public transit, and air services. Regardless of these uncertainties, my commitment is clear: Shoshoni must continue working tirelessly with county, state, and regional partners to secure reliable, 24/7, year-round ambulance service for our community.

-Fire Department

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Shoshoni has not operated its own municipal fire department since 1993. Instead, we contract with the Fremont County Fire Protection District to provide essential fire and emergency services. Our current contribution—three mills of property tax, budgeted at just $13,750 for 2026—does not cover the true cost of maintaining that service in our community. Shoshoni taxpayers are receiving more value than we are paying for.

Shoshoni Fire (FCFPD Battalion 14) is part of a broader, cooperative system serving communities across Fremont County. We rely on a shared model that keeps costs down while maintaining strong emergency response capabilities. If we want to preserve this cost-effective model, we must be willing to stand behind it.

As the district faces the challenges of declining revenues and rising operational costs, it is essential that Shoshoni fully supports the district and our local firefighters. This support can take many forms—encouraging volunteer recruitment, advocating for sustainable funding, and simply expressing appreciation. Even a heartfelt “thank you” can go a long way in recognizing the dedication of those who serve our community.

-Police Department

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Our police department has varied in size over the years—from a single officer to as many as six, including a school resource officer. There was even a time when the department was disbanded and the town relied on the Sheriff’s Office for law enforcement. While we were fortunate to have dedicated deputies serving our area, the level of coverage simply wasn’t enough. Shoshoni deserves reliable, consistent local law enforcement. I firmly believe we must maintain and support our own police department.

Today, the department is largely self-sufficient, with much of its funding coming from outside revenue sources. Under our current model, adding officers would not place an additional burden on taxpayers. At the same time, reducing the department would not result in meaningful savings for the town.

In speaking with many members of our community, there is broad agreement that Shoshoni should have its own police department. The remaining question is not whether we should have one—but what size and structure best serve our needs.
It is time to thoughtfully re-evaluate the department and put this issue to rest. The town council has the responsibility to determine the appropriate size of our police force, and that decision should be made with meaningful input from the community.

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