Education: University of Washington: B.S. Nursing, Minor in Dance

Occupation: Hospital R.N. Rehabilitation, Emergency, Pediatrics (Echo Glen); Small Business owner; King County Parks Levy review board, 8 years; 5 years on the Snoqualmie Valley Community Network Board.

Statement: Six years ago, my theme was, “It’s Time for Change”. We now have a modern facility with land that allows for growing services to meet future community’s health care needs. We have streamlined our executive staff; bench marked for efficiency; invested our cash on hand; and have money in the Bank, making Stockholders happy. Healthcare is facing major changes. Questions of availability and who will pay for services, are in the forefront. What does this mean for the future of King County Hospital District #4? I have personally paid to attend conferences educating myself on these critical issues so that I can better serve the citizens of my District.

I voted for the creation of the hospital district more than 40 years ago.The hospital we built was sold and a new hospital was built, leaving us with a $60 million debt. Nearly another $40 million in debt was added to that amount. We owe this, plus interest. However, despite this financial investment, our hospital is constantly on the verge of closing its doors.

The hospital district has been wasteful and reckless with our taxes for far too long.  We, the tax payers, are not unlimited sources of income for empire builders. We need accountable leadership that will stand up for the needs and will of those who pay the taxes to support our hospital district.  We own this hospital and need leadership that will keep our hospital doors open without bankruptcy.

I am that person.  I will serve your interests.

Snoqualmie Valley Hospital is approximately $100,000,000 in debt, worse than any comparable hospital. Grotesque! Why? How? Poor financial planning by staff and groupthink by commissioners. The SnoValleySTAR once editorialized: "Snoqualmie Valley Hospital makes big decisions with little public notice." Taxpayers have little say but still must pay.

A new hospital was rejected by an amazing 69% of Valley voters, but self-serving commissioners and executive staff schemed to spend $38.6 million anyway--and in a poor location. Less than three years after opening in 2015, the hospital started desperately seeking a partner to bail it out . . . somehow. Bellevue's Overlake Medical Center, a private hospital and currently the only possibility, is willing to consider a seven-year lease commitment. Is this the best we can do?

Instead, let's resolve the debt crisis through austerity and better leadership. Neighbors who have paid hospital taxes for decades-- and future residents--deserve nothing less!