Build trust in city government (Weeks 1–2)

I’ll meet with every department director to understand what’s working, what’s broken, and where we can make quick wins. Then we’ll set up regular one-on-ones so I stay connected to the people running our city.

I also want to hear from frontline staff: the folks serving residents every single day. They know what needs fixing. I’ll set up small-group sessions where people can speak freely, raise concerns, and share ideas without worrying about backlash. A mature workplace is one where it’s okay to say “this isn’t working” so we can fix it together.

We’ll start updating our strategic plan around three principles: ownership, accountability, and genuine service to residents, businesses, and visitors. And I’ll complete a clean transition review with Municipal Services to make sure any lingering issues get addressed openly.

A healthy, empowered team delivers better results for you.

Make government accessible (Weeks 2–6)

Twice a month to start, I’ll hold open office hours at times that work for families. Evenings, for example, so you don’t have to skip work to talk to your mayor. No agenda required. Just show up with questions, ideas, or concerns. Then we’ll review what the best cadence looks like based on what the community actually needs.

We’ll also meet people where they already are. City content shouldn’t live only on our website. It should be available on the platforms you actually use, like Facebook, Instagram, and YouTube. There’s no reason our video meetings can’t stream simultaneously on our website and YouTube channel, then get archived in playlists for easy searching later.

Before meetings, we’ll publish simple infographic previews so you know what’s on the agenda. After votes, we’ll post summaries showing what passed, what didn’t, and what happens next.

And I’ll work with the City Council to make it easier for residents to give public comment. Clearer sign-ups. Better noticing. Fewer barriers.

City government shouldn’t feel like a mystery.

Reset regional partnerships and rethink growth (Weeks 3–10)

I’ll sit down with Ammon, Iona, Bonneville County, Pocatello, and other regional partners to establish shared goals and figure out how we can collaborate better. Past issues shouldn’t prevent the cooperation our region needs, especially on roads, utilities, and emergency services.

I’ll also bring together community-minded developers and experts with Community Development Services to review our Comprehensive Plan and build a better framework for development. Government’s job is to create clear guidelines that protect neighborhoods while enabling responsible projects. Every proposal will pass three tests: infrastructure-ready, neighborhood-fit, and a transparent process.

This work helps us figure out where growth strengthens Idaho Falls and where it doesn’t.

Deliver budget transparency (Weeks 1–8)

I’ll complete a full budget review with Municipal Services. Every department, every enterprise fund. I need to understand our fiscal picture, our priorities, and our challenges.

Then we’ll start planning a “Budget in Plain English” guide for next year’s budget cycle. Our goal is simple: publish both a comprehensive Annual Budget and a simplified version that reads like a profit-and-loss statement. Where revenue comes in, where dollars go, department by department. Residents shouldn’t have to wade through technical documents to understand how their money is being spent.

We owe you that transparency.

Engage youth and community leaders (Weeks 4–10)

I’ll meet with youth organizations, schools, and civic groups to hear directly from the next generation. What do they need in parks and recreation? What makes Idaho Falls a place they want to stay? But it’s not just about listening. We’ll also show them how their local government actually works through tours and visits from department leads who can explain what the city does and then hear back from students. That two-way communication matters if we want young people to stay invested.

I’ll also connect with local state representatives before the 2026 legislative session to advocate for Idaho Falls priorities. Things like impact fee modernization, school facility needs, and public safety hiring tools. Building those relationships now ensures Idaho Falls has a voice where decisions get made.

And I’ll sit down with Rotary, the Chamber, faith leaders, and service clubs to build ongoing partnerships and gather input on what matters most to our community.

Report progress and build momentum (Weeks 11–14)

At the end of 100 days, I’ll publish a progress report: what we accomplished, what we’re still working on, and where we’re headed.

We’ll also launch a public dashboard where you can track key city metrics. Budget use, project timelines, infrastructure improvements, and how your feedback is being addressed. No more digging through meeting minutes to see what’s happening.

And I’ll recognize City Champions: frontline employees whose ideas improved service, saved time or money, or made life better for residents. A culture of innovation starts with celebrating the people doing the work.

The city needs to be accountable to you.

How I’ll lead

I want you to understand what kind of leader I expect to be. These aren’t campaign promises. They’re commitments I’ll hold myself to, and I want you to know how I’ll approach decisions.

Explain the why, not just the what.

Transparency isn’t about dumping documents on a website or checking a box at a meeting. It’s about making sure you understand the reasoning behind what we do. Even when we disagree, you should never have to guess about motives or intentions. If you understand why we’re doing something, trust follows.

Protect what works, fix what doesn’t. No blame, just solutions.

Every decision comes down to this: Does it strengthen the families and neighborhoods that call Idaho Falls home today? Growth and opportunity matter, but not at the expense of people who’ve already invested their lives here.

Sometimes something made sense when it started but doesn’t anymore. Good intentions don’t mean we have to keep doing it forever. When something isn’t working, we’ll call it out, fix it, and move on. No finger-pointing. Just results.

This is how I think we can be successful in the first 100 days. But I want to hear from you too. New leadership means new opportunities to rethink how we work and how we engage with the people and businesses of Idaho Falls. Bring your ideas. Let’s make the most of it.