My Priorities for District 3
Guided by principle. Grounded in community. Driven by results.
Public safety is one of the county’s most important responsibilities. It affects every family, every neighborhood, and every part of District 3. Public safety doesn’t come from force alone — it comes from trust, accountability, and strong coordination between law enforcement, county agencies, and the community.
Here in Amador County, deputies, officers, and first responders should feel supported, respected, and connected to the people they serve — not isolated or overwhelmed. Public safety should never feel like “us versus them.” It should feel like a shared responsibility built on professionalism and mutual respect.
Trust is built when agencies communicate clearly, work together, and operate by principles rather than politics. When departments do not coordinate — or work at cross purposes — response suffers, problems linger, and public confidence erodes. I’ve seen firsthand how important communication and accountability are to effective public safety.
As Supervisor, I will focus on:
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Strong coordination between county departments and public safety agencies
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Clear expectations for how agencies work together
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Transparent processes that build public trust
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Support for deputies and officers to exercise sound judgment and discretion
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Protecting constitutional rights while maintaining public safety
Public safety and civil liberties are not competing values. A safe community depends on a justice system people trust — one grounded in fairness, consistency, and accountability.
My commitment is simple:
Support law enforcement, support the community, and ensure both are respected and heard.-
In District 3, roads are not just infrastructure — they are lifelines.
Safe, reliable roads determine how quickly emergency services arrive, whether residents can evacuate during wildfire or severe weather, and whether seniors, families, and working residents can safely travel day to day. A single washed-out corner, overgrown shoulder, or poorly maintained route can delay help when minutes matter.
Upcountry roads face real challenges: steep terrain, snow, heavy runoff, fallen trees, limited shoulders, and narrow evacuation routes. These realities require a roads strategy that prioritizes safety, access, and emergency readiness — not just routine maintenance.
As Supervisor, I will focus on:
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Keeping primary and secondary evacuation routes clear and reliable
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Improving road shoulders, drainage, and vegetation clearance where safety is at risk
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Coordinating Public Works, Fire, and Emergency Services so road work directly supports emergency response
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Prioritizing snow removal and storm response based on access and safety needs
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Ensuring residents receive clear communication about road conditions and closures
Roads are how we get help, how we get out, and how we stay connected.
District 3 deserves road planning that reflects the realities of rural, mountain living.-
Living in a rural, mountain community means facing risks that require a higher level of readiness — wildfire, severe weather, long travel distances, and the challenge of evacuating entire neighborhoods quickly and safely. These are not theoretical concerns. They are part of daily life and must be planned for accordingly.
Wildfire remains one of our most serious threats. Evacuation routes, vegetation clearance, and traffic management must work together so residents can get out safely when conditions change rapidly — especially during peak travel periods. Preparedness cannot be seasonal or reactive; it must be continuous.
Clear communication during emergencies is just as critical as physical infrastructure. Too many residents still rely on scattered information, social media posts, or secondhand updates. District 3 needs a single, trusted emergency communication system that residents understand and can rely on when minutes matter.
Response times also matter. Fire and medical services are present in District 3, but law enforcement coverage is stretched. Staffing, deployment strategies, and inter-agency coordination must be evaluated together to ensure consistent response during emergencies — not just under ideal conditions.
Preparedness also requires common-sense fuel reduction and defensible space strategies that reflect real life. Some residents lack the physical or financial ability to maintain large properties, while absentee-owned or vacant parcels pose increased risk. Effective wildfire mitigation requires coordination between residents, local fire districts, CAL FIRE, PG&E, and federal land managers — not a one-size-fits-all approach.
My commitment is simple:
Ensure District 3 is prepared — not just hopeful — when emergencies come.
That means clear communication, strong coordination, safe evacuation routes, realistic response planning, and year-round preparation grounded in the realities of rural life.
We can’t control every emergency.
But we can control how ready we areOur local fire districts and volunteer firefighters are the backbone of emergency response in District 3. They are often the first to arrive for fires, medical emergencies, vehicle accidents, and rescues — frequently with limited staffing, aging equipment, and resources stretched thin.
Many of these responders are volunteers who leave their families and jobs at a moment’s notice to protect their neighbors. Their commitment is unmatched, but commitment alone is not enough. They need consistent support from county leadership, dependable resources, and a long-term plan that reflects the realities of rural response.
As Supervisor, I will work to strengthen local fire services through better coordination, modern equipment, sustainable funding, and expanded training opportunities. That means working closely with fire district leadership, CAL FIRE, and state and federal partners — not just during fire season, but year-round.
Fire readiness must be treated as a core county responsibility. That includes:
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Budgets built with fire readiness in mind
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Support for volunteer recruitment and retention
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Planning that reflects rural terrain, distance, and response times
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Shared resources and coordination between districts
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Infrastructure improvements that directly affect fire access and response
When fire districts have the tools, training, and support they need, the entire community is safer. Response improves, property is better protected, and residents know help will arrive when it’s needed.
Our firefighters show up for us.
We must show up for them.-
District 3 has a character all its own — quiet mornings, dark skies, open land, and a strong sense of community. People choose to live upcountry because they value space, peace, and a way of life that feels grounded and real. That character didn’t happen by accident, and it deserves protection.
Growth will happen, but it must never come at the expense of the people who already live here. Responsible growth means planning carefully and ensuring new development fits our terrain, safety realities, and rural lifestyle — not reshaping communities into something unrecognizable.
Infrastructure must come first. Roads, water, emergency services, and schools need to be ready before development is approved, not strained afterward. High-density, urban-style projects do not align with our geography, fuel load, or evacuation challenges. Thoughtful planning is not anti-growth; it is pro-community.
Protecting rural character also means balancing private property rights with community safety and long-term stability. Helping District 3 thrive means strengthening what we already have — not replacing it.
Community input must be part of every major land-use decision. Residents deserve to be informed, heard, and respected before decisions are made that affect their neighborhoods. I will not support proposals that move forward without meaningful local engagement.
Protecting rural character doesn’t mean resisting all change. It means guiding change so families, seniors, and local workers can stay here, our landscape remains protected, and future generations inherit a District 3 that still feels like home.
A strong community starts with housing that serves the people who already live here. District 3 needs homes that local families, seniors, young adults, and public servants can afford — not development driven by outside investors or high-density models that don’t fit our communities.
Housing decisions must be thoughtful and case-specific, accounting for water, roads, fire safety, terrain, and rural character. Growth should never outpace infrastructure. Roads, utilities, emergency services, and schools must be able to support new housing before projects are approved — not catch up afterward.
Housing should also support the people who serve this community. Deputies, firefighters, teachers, nurses, and county employees should be able to live where they work. When public servants can afford to stay here, it strengthens public safety, stability, and local trust.
Short-term rentals and corporate ownership can create real pressure in rural communities. When homes become investment vehicles instead of places to live, full-time residents are pushed out and neighborhoods change quickly. District 3 should prioritize housing for residents — not speculation.
Balanced housing means protecting what makes this area livable while ensuring local families and workers have a place here. The goal is simple: support the people who call District 3 home today, and preserve that opportunity for the next generation.
Responsible growth requires responsible budgeting. Amador County cannot afford decisions that look good in the short term but create long-term costs for the people who live here. Every project and policy should be evaluated for sustainability, infrastructure capacity, and financial impact — not just immediate appeal.
Growth must never outpace our roads, water systems, emergency services, or schools. When development is approved 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.
Fiscal responsibility also means planning ahead and coordinating better. County departments should work together so projects are completed efficiently and resources aren’t wasted. If road, drainage, and vegetation work overlap, those efforts should be coordinated — not handled as separate projects. Smart planning turns limited resources into real improvements.
Long-term stability requires clear priorities and disciplined decision-making. That includes:
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Aligning budgets with actual future needs
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Using data to guide decisions, not guesswork
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Reducing redundancy across departments
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Prioritizing investments that strengthen safety, resilience, and essential services
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Ensuring taxpayer dollars produce measurable results
Fiscal responsibility isn’t about saying “no” to growth. It’s about saying “yes” to the right projects at the right time, for the right reasons — decisions that protect taxpayers and build a stable foundation for future generations.
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District 3 is home to many seniors, veterans, and working families who cannot — or should not have to — travel long distances to access basic services. Supporting these residents is essential to maintaining a healthy, connected, and resilient community.
Bringing services upcountry is a key part of that support. Long travel times create real barriers, especially for seniors, disabled residents, and veterans. Access to healthcare, technology, education, and basic services should reflect the realities of rural life.
One practical solution is creating shared community spaces that can serve multiple needs, such as:
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Computer and reliable internet access
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Space for remote VA or medical appointments
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Support for online schooling, training, and workforce development
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Safe, accessible gathering space for youth and families
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Meeting rooms for classes, workshops, and community programs
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A central location for local resources and emergency information
This is not about building something extravagant. It’s about creating practical access points that reduce isolation and strengthen daily life in District 3.
Supporting local families also means expanding opportunity closer to home — supporting small businesses, improving connectivity, and ensuring residents can access the services they rely on without unnecessary hardship.
We have a responsibility to care for the people who built this community and those who continue to serve it. Seniors deserve dignity and reliability. Veterans deserve consistent access to care and support. Families deserve the ability to raise their children here knowing their needs matter.
A strong community takes care of its own.
That is the standard I will bring to District 3.-
Strong communities invest in shared spaces. Parks, trails, open areas, and gathering places create connection, pride, and opportunities for people to spend time together. These spaces matter — especially in rural communities where distance and isolation can be real challenges.
District 3 is home to families, seniors, veterans, and young people who all benefit from accessible, well-maintained community spaces. These places give families room to gather, seniors reasons to stay engaged, veterans spaces to connect, and youth safe, local options close to home.
Community spaces can also serve as a bridge between generations. District 3 has many retired professionals with valuable experience and skills. Creating places where that knowledge can be shared strengthens the community and invests in the next generation.
There is also an opportunity to work with regional partners — including utilities, state agencies, and local organizations — to ensure that when infrastructure projects happen in District 3, the community benefits as well. Improvements to parks, recreation areas, and public spaces should be part of that conversation.
Parks and community spaces are not luxuries. They are part of what makes rural life meaningful and connected.
I believe in investing in the places where people gather, stay active, and build relationships — because strong communities are built from the ground up.