My Priorities for District 3
Guided by principle. Grounded in community. Driven by results.
Public safety is one of the most important responsibilities a county government carries. It affects every family, every neighborhood, and every part of our community. But real public safety doesn’t come from force — it comes from trust, accountability, and strong partnerships between law enforcement, local government, and the people they serve.
I grew up admiring leaders who carried authority with humility — men who did everything they could to avoid crossing a line, who stood their ground when they had to, and who were seen as neighbors before they were seen as enforcers. Today, much of our nation has drifted away from that balance. The pressures on law enforcement are greater than most people realize, and without the right support, the job can take a real emotional toll.
Here in Amador County, I want our deputies, officers, and first responders to feel supported, respected, and connected to the community — not isolated or overwhelmed. Public safety should never feel like “us versus them.” It should feel like a shared effort between professionals and the residents they protect.
That cooperation begins with trust. Trust is built when law enforcement, county agencies, and local government communicate openly, treat each other with respect, and follow principles rather than politics. I’ve worked inside the criminal justice system long enough to know that when agencies don’t communicate — or worse, work against each other — the community pays the price. Confusion grows, problems linger, and the public loses confidence.
As Supervisor, I will push for stronger coordination between county departments, clearer expectations for how agencies work together, and transparent processes that earn community trust. Transparency isn’t about pointing fingers — it’s about making sure the public knows that decisions are fair, professional, and honest.
I also believe strongly in protecting constitutional rights. Public safety and civil liberties are not competing values; they hold each other up. A safe community requires a justice system the public can trust, and that trust depends on fairness, discretion, and consistency. Deputies and officers should be empowered to use sound judgment — understanding when to stand in front, when to stand beside, and when to stand behind the people they serve.
My commitment is simple:
Support good law enforcement, support the community, and ensure both sides feel respected and heard.
Public safety works best when everyone involved — residents, officers, county leaders, and justice partners — operates with honesty, professionalism, and a shared commitment to doing what’s right.
That is how you build trust.
That is how you build safety.
And that is the standard I will work to uphold in District 3.
Living in a rural, mountain community means facing challenges that most people outside places like District 3 never have to think about — wildfire, snowstorms, washed-out roads, downed trees, long travel distances, and the realities of trying to evacuate entire neighborhoods during peak tourist weekends. These aren’t hypotheticals for us. They are part of everyday life, and they require a level of readiness that reflects the real conditions we face.
Wildfire remains one of our most serious threats. Many of our evacuation routes are lined with overgrown vegetation, narrow shoulders, and limited clearance. In a worst-case scenario — especially on a holiday weekend when traffic surges — people must be able to get out quickly and safely. Improving road clearance, turnouts, and vegetation management isn’t optional; it’s essential. As Supervisor, this will be a top priority.
But evacuation routes are only half the equation. Communication during an emergency can make the difference between order and chaos. Too many residents still rely on scattered social media posts, multiple apps, or secondhand information. I’ve said before that someone could be sitting in their home with a fire coming up the hill and asking Facebook what’s happening outside. It’s a sign that we need a single, trusted emergency information system that the entire community understands and relies on.
Response times are another major concern. Our fire departments and ambulance services have stations in District 3, but law enforcement does not. In past emergencies — including major incidents right here in our district — response times stretched well past twenty minutes because deputies had to travel from other areas. Staffing is part of the challenge, but deployment strategy and inter-agency coordination also play a role. We need to explore every option that keeps our residents safer and ensures consistent law enforcement presence when it matters most.
Fuel reduction and defensible space remain critical, but we have to approach them with common sense and compassion. Many residents love the land they live on and accept risks that don’t make sense on paper. Others lack the physical or financial ability to maintain large properties. Some lots sit vacant or belong to absentee owners who never see the conditions firsthand. We need a balanced strategy that helps people, supports seniors and disabled residents, holds absentee owners accountable, and strengthens partnerships with CAL FIRE, local fire districts, PG&E, and federal land managers. This is not a one-agency issue — it requires everyone working together.
Rural readiness also means taking care of our roads. Snow removal, drainage, shoulder work, and vegetation clearance all contribute directly to public safety. A single washed-out corner or downed tree can delay medical responders, strand seniors, or block an entire neighborhood. Roads are not just transportation — they are lifelines.
During the Tiger Creek fire, I experienced firsthand how quickly traffic can bottleneck and how difficult it can be for residents, first responders, and emergency vehicles to move through the county. This reinforced something I already believed: traffic management, access control, and real-time communication must be part of our emergency planning. We don’t have all the answers yet — but we need to have the conversation, and we need to bring every agency to the table.
My commitment is simple:
Ensure District 3 is prepared — not just hopeful — when emergencies come.
That means clearer communication, stronger coordination, safer evacuation routes, improved response times, better infrastructure, and year-round planning focused on the realities of rural life.
We cannot control every emergency.
But we can control how ready we are.
Our local fire districts and volunteer firefighters are the backbone of rural emergency response. They are the ones who show up first for fires, medical emergencies, vehicle accidents, rescues, and every call that comes in — often with limited staffing, aging equipment, and resources stretched far beyond what most people realize.
In District 3, many of our responders are volunteers who leave their families, jobs, and responsibilities at a moment’s notice to protect their neighbors. Their commitment is unmatched, but commitment alone is not enough. They need strong support from county leadership, dependable resources, and a long-term plan that reflects the growing demands placed on them.
As Supervisor, I will champion efforts to strengthen our local fire services through improved coordination, modern equipment, sustainable funding, and expanded training opportunities. That means working closely with fire district leadership, CAL FIRE, and our state and federal partners to ensure that our firefighters have what they need — not just during fire season, but all year long.
Fire prevention and emergency response must be treated as core county priorities, not seasonal concerns. That requires:
Budgets built with fire readiness in mind
Support for volunteer recruitment and retention
Planning that accounts for rural terrain, long distances, and real-world response times
Shared resources and coordination between districts
Infrastructure improvements that directly affect fire response and access
When our fire districts have the tools, training, and support they need, our entire community becomes safer. Property is better protected, response times improve, and residents know they can depend on the people who serve them.
Our firefighters show up for us.
We must show up for them.
That’s how a resilient rural county works.
District 3 has a character all its own — quiet mornings, dark skies, wildlife moving through the trees, and the feeling of being far from the noise of the world below. People choose to live upcountry because they value space, peace, and a genuine sense of community. That identity is not an accident; it is a way of life, and it deserves protection.
Growth is inevitable, but it must never come at the expense of the people who already live here. Too many rural communities across the country have watched their identity disappear when outside investors, short-term rentals, or high-density developments reshape neighborhoods into something unrecognizable. We can’t allow that to happen in District 3.
Responsible growth means planning wisely, improving infrastructure before approving development, and making sure any project fits our terrain, our safety realities, and our way of life. Roads, water, emergency services, and schools must be prepared to handle additional demand — not strained or overwhelmed by it. Infrastructure must come first, not last.
It also means balancing private property rights with community safety and long-term stability. High-density, urban-style development simply doesn’t fit the geography, fuel load, or evacuation challenges of our region. Thoughtful planning is not anti-growth; it is pro-community. As I often say, many people don’t like the word “growth,” and I understand why. That’s why I focus on helping our community thrive — strengthening what we have rather than replacing it.
Community involvement must be part of every major land-use decision. Recently, a district proposal moved forward without talking to the residents who would be most affected. The result was predictable: frustration, confusion, and avoidable conflict. I don’t mention this to criticize individuals, but to make a commitment:
I will not operate that way.
Before making decisions that affect neighborhoods, I will speak with the people who live there. I will listen, gather input, and ensure residents know their voices matter. A community cannot thrive if decisions are made without the people those decisions impact.
Protecting rural character does not mean resisting all change. It means ensuring that change strengthens our community instead of erasing it — that families, seniors, and local workers can stay here, that our landscape remains protected, and that our way of life remains intact for the next generation.
Responsible growth honors the history of District 3, protects the people who built this community, and helps ensure that our children and grandchildren inherit a place that still feels like home.
A strong community starts with housing that reflects the people who already live here — not the priorities of outside investors or high-density developers. District 3 needs homes that local families, seniors, young adults, and public servants can actually afford. Housing should strengthen our community, not reshape it into something unrecognizable.
I believe in thoughtful, case-by-case housing decisions that consider water, roads, fire safety, terrain, and the rural character that makes this area special. Growth should never outpace our infrastructure. Before approving new development, we need to ensure our roads, utilities, emergency services, and schools can support the additional demand. Infrastructure must come first — not last.
Housing should also support the people who serve this community. Deputies, firefighters, teachers, nurses, and county employees should have the opportunity to live in the communities they protect and support. When public servants can afford to stay here, it strengthens safety, builds stability, and deepens local trust.
Short-term rentals and corporate purchases of residential properties pose real risks to rural communities like ours. When homes become investment vehicles instead of places for local families to live, neighborhoods change quickly. We cannot allow District 3 to become a region where full-time residents are pushed out, priced out, or overshadowed by vacation rentals. Housing should serve the people who call this place home — not investors who see our community as a revenue stream.
Balanced housing means protecting what we love while making room for the families and workers who are the backbone of Amador County. Responsible growth should help our community thrive, support local workers, and ensure future generations have a place here — without sacrificing the rural identity that defines who we are.
Responsible growth requires responsible budgeting. Amador County cannot afford decisions that look good on paper but create long-term problems for the people who live here. Every development, every project, and every policy should be evaluated through the lens of sustainability, infrastructure capacity, and financial stability.
Growth must never outpace our roads, water systems, emergency services, or schools. When counties approve development without the foundation to support it, taxpayers end up paying the price through strained services, safety risks, and expensive fixes later. Infrastructure must come first — not last.
As I continue my Executive Master of Public Administration program at Syracuse University’s Maxwell School, much of my work focuses on policy analysis, public budgeting, long-term planning, and ensuring government decisions are grounded in facts, not pressure or short-term thinking. Counties that thrive are counties that plan ahead, anticipate challenges, and refuse to take shortcuts.
Fiscal responsibility also means better coordination between departments so projects are completed efficiently and resources are not wasted. If a road crew is clearing a ditch and vegetation along that same stretch needs to be addressed, those efforts should be coordinated — not handled as separate projects. Smart planning turns limited resources into meaningful improvements.
We need long-term strategies, not temporary patches. That includes:
Aligning budgets with actual future needs
Planning with data, not guesswork
Eliminating redundancy across departments
Prioritizing investments that strengthen safety, stability, and resilience
Ensuring taxpayer dollars produce real results for the community
Fiscal responsibility is not about saying “no” to growth. It’s about saying “yes” to the right growth at the right time for the right reasons — decisions that help our community thrive and build a stable foundation for future generations.
District 3 is home to a large population of seniors, veterans, and working families — many of whom do not want to or cannot drive “down the hill” for basic services. Supporting these residents is essential to maintaining a healthy, connected, and resilient community.
A key part of that support is bringing services up country. For many people, especially seniors and disabled residents, long travel times make accessing programs, appointments, or technology incredibly difficult. We need local spaces where veterans can attend VA appointments remotely, where seniors can access services without traveling, and where students or young adults can study, train, or simply have a safe place to spend time.
One idea I strongly support is establishing a multi-purpose community center that offers:
Computer and internet access
Space for remote VA or medical appointments
Support for online schooling, training, and workforce development
A safe social space for teens and young adults
Meeting rooms for classes, workshops, and community programs
A central location for resources, events, and emergency information
This isn’t about building something extravagant. It’s about creating a practical hub that strengthens daily life for people who live here and reduces the barriers that distance and terrain create.
Supporting local families also means expanding opportunities close to home so people feel connected and valued where they live. That includes supporting small businesses, improving internet access, and making sure working parents, seniors, and veterans have a clear path to the services they rely on.
We also have a responsibility to honor the people who built this community and those who continue to serve it. Veterans in particular deserve consistent access to support, connection, and care — without being forced to travel for basic needs. Seniors deserve dignity, reliability, and community, not isolation or logistical obstacles. And families deserve the chance to raise their children here with confidence that their needs are not an afterthought.
A strong community takes care of its own.
And that is the standard I will bring to this work.
Strong communities invest in themselves. Parks, trails, open spaces, and gathering areas create pride, connection, and opportunity. Whether it’s families taking their children to a playground, veterans meeting for support, teenagers looking for a safe place to spend time, or neighbors celebrating the first snow of the season — these spaces matter. They bring people together and remind us that we are part of something larger than ourselves.
District 3 is home to many retired professionals — people who spent decades in skilled trades, business, technology, public safety, education, or service. Their experience and knowledge are invaluable. When we create community spaces where they can share that wisdom with our youth and young adults, we strengthen our county for generations to come.
We also have a unique opportunity to work with regional partners — including PG&E, state agencies, and local organizations — to ensure that when major projects or repairs occur in District 3, our communities benefit as well. If a company builds infrastructure here, they should also help build the community. That could mean improving parks, supporting recreational areas, or contributing to public spaces that serve residents directly.
A clean, cared-for community sends a clear message:
We take pride in where we live.
When we invest in our neighborhoods, public spaces, and gathering areas, others are more likely to respect our community as well. Pride is contagious — and it starts with creating and maintaining the places that bring people together.
For District 3, parks and community spaces are not luxuries. They are part of what makes rural life meaningful. They give families a place to connect, seniors a reason to get out of the house, veterans a space to find support, and young people a sense of belonging close to home.
I believe in building community from the ground up — by investing in the places where people gather, talk, learn, play, and strengthen the bonds that hold us together.