Problem: In the 2026 Budget, the General Fund is showing that operating expenses are $2M higher than operating revenue (not including transfers). The Town is draining money fast and it needs to be stopped!
My opponents say that our budget is financially secure since we won the GFOA award, but this award only measures presentation quality not fiscal health of the town. This is like saying "our business plan won an award for excellent formatting and transparency, therefore our business is profitable." Our town is bleeding money and it needs to be stopped.
We need a Mayor that can look at the contents of the budget, not just the wrapper. I stopped the Fire District budget from bleeding out, I can do the same for the Town budget.
My opponents say that our budget is financially secure since we won the GFOA award, but this award only measures presentation quality not fiscal health of the town. This is like saying "our business plan won an award for excellent formatting and transparency, therefore our business is profitable." Our town is bleeding money and it needs to be stopped.
We need a Mayor that can look at the contents of the budget, not just the wrapper. I stopped the Fire District budget from bleeding out, I can do the same for the Town budget.
MY TRACK RECORD with the Fire District: From Broke to Financially Stable
Talk is cheap. Results matter.
Here's what I did as Fire District Treasurer:
WHEN I WAS ELECTED (May 2022):
Total Debt: $700k+
Taking out line of credit EVERY YEAR just to operate
Overspending budget annually
Debt included $298k in overcollected taxes to property owners
WHAT I DID:
Year 2 (2023):
Created comprehensive debt repayment plan
Stopped the bleeding (new accountants and outsourced Fire Marshal after FT Fire Marshal left for another job)
Years 3 (2023-2025):
Snowball method to pay off all debt over 5 years
Built $2.5M in reserves
NO MORE line of credit needed
Fiscally stable operation
3 years. Transformed from broke to thriving.
NOW WELLINGTON NEEDS THE SAME THING:
Current State:
- 2 years deficit budgets
- $330k general fund deficit
- $1.2M sewer deficit
-$326k park & rec fund deficit
- Sewer rates up
- Drainage rates up
- Fund balances depleted
Sound familiar?
I've done this before. I can do it again.
I don't just talk about fiscal responsibility.
I have a track record of delivering it.
Fire District: Broke → Stable in 3 years
Wellington: Let's do it again.
Talk is cheap. Results matter.
Here's what I did as Fire District Treasurer:
WHEN I WAS ELECTED (May 2022):
Total Debt: $700k+
Taking out line of credit EVERY YEAR just to operate
Overspending budget annually
Debt included $298k in overcollected taxes to property owners
WHAT I DID:
Year 2 (2023):
Created comprehensive debt repayment plan
Stopped the bleeding (new accountants and outsourced Fire Marshal after FT Fire Marshal left for another job)
Years 3 (2023-2025):
Snowball method to pay off all debt over 5 years
Built $2.5M in reserves
NO MORE line of credit needed
Fiscally stable operation
3 years. Transformed from broke to thriving.
NOW WELLINGTON NEEDS THE SAME THING:
Current State:
- 2 years deficit budgets
- $330k general fund deficit
- $1.2M sewer deficit
-$326k park & rec fund deficit
- Sewer rates up
- Drainage rates up
- Fund balances depleted
Sound familiar?
I've done this before. I can do it again.
I don't just talk about fiscal responsibility.
I have a track record of delivering it.
Fire District: Broke → Stable in 3 years
Wellington: Let's do it again.
Although it's not my job to tell staff which line items to cut or how to run their departments, it is absolutely my job to say, "Bring us a balanced budget." The Board is suppose to set the priorities, what gets funded first. Staff then builds the budget around those priorities and figures out how to make the numbers work. If tradeoffs need to be made, staff comes back to the Board to decide. The residents elect the Board to make those priority calls, not to rubber stamp whatever staff puts in front of them.
Here are some options worth exploring to balance the budget:
1. Freeze Hiring & Attrition
Stop filling vacant positions
Don't replace employees who leave voluntarily
Cancel open job postings
Minimal impact to current operations
2. Discretionary Spending
Board Discretionary Fund (Move Fireworks to different line item)
Travel and conferences
Training and professional development
Consulting/professional services
Marketing and advertising
Office supplies and equipment purchases
Subscriptions and memberships
Employee perks (events, parties, gifts)
3. Contractor/Consultant Reduction
Cut external consultants
Reduce professional services contracts
In-source work previously outsourced
4. Capital Projects (Delay, don't cancel)
Postpone non-critical infrastructure
Stretch timelines on construction
Phase projects over more years
Defer equipment purchases
5. Operational Efficiency
Consolidate departments/functions
Reduce overtime for non-essential positions
Renegotiate vendor contracts
Eliminate redundant processes
Here are some options worth exploring to balance the budget:
1. Freeze Hiring & Attrition
Stop filling vacant positions
Don't replace employees who leave voluntarily
Cancel open job postings
Minimal impact to current operations
2. Discretionary Spending
Board Discretionary Fund (Move Fireworks to different line item)
Travel and conferences
Training and professional development
Consulting/professional services
Marketing and advertising
Office supplies and equipment purchases
Subscriptions and memberships
Employee perks (events, parties, gifts)
3. Contractor/Consultant Reduction
Cut external consultants
Reduce professional services contracts
In-source work previously outsourced
4. Capital Projects (Delay, don't cancel)
Postpone non-critical infrastructure
Stretch timelines on construction
Phase projects over more years
Defer equipment purchases
5. Operational Efficiency
Consolidate departments/functions
Reduce overtime for non-essential positions
Renegotiate vendor contracts
Eliminate redundant processes
