YOUR 'YES' VOTE FOR THE JUSTICE CENTER SPET SUPPORTS:
Community Safety Investment:
By supporting the Justice Center, we are investing in the safety of every resident and visitor. Modern facilities will improve the ability of first responders to handle emergencies of all kinds.
Supporting Search and Rescue Volunteers:
Teton County Search and Rescue teams comprise dedicated volunteers who risk their lives to save others. The Justice Center’s upgraded dispatch center will provide emergency services support personnel with the upgraded space and IT infrastructure they need for critical life-saving work.
Improving Public Safety Infrastructure:
The current facilities are outdated and unable to keep up with the growing needs of the community. A new Justice Center will provide the necessary infrastructure for a safe and secure Teton County.
Long-Term Investment in Safety:
Voting for the Justice Center through the SPET ensures that we are making a long-term investment in public safety for future generations, protecting the residents and visitors of Teton County.
Visitors Contribute Through SPET:
Visitors to Teton County contribute to the need for emergency services, law enforcement, and Teton County Search and Rescue. Through the SPET funding mechanism, visitors will help pay for nearly half of this vital infrastructure upgrade.
"Supporting our Justice Center isn't just about maintaining buildings—it's about ensuring our community thrives. A vote for this initiative is a vote to safeguard our community’s infrastructure, protecting one of our government’s core functions. If we don’t choose to invest through SPET, we’ll face greater costs in the future, costs that could hinder our community’s safety and well-being. Let's invest in a future where justice is served with integrity and security."
Sarah Cavallaro Human Service Provider, Mother of Two
he nation is just three weeks away from its general election on Nov. 5. There are campaign signs galore in golden-leaved yards. Candidate forums have been on the calendar every week. Political ads grace newspapers and television screens. Residents are even already heading to the Teton County Administration Building to cast their early vote or drop off their absentee ballot in the box adorned in red, white and blue on the building’s front steps.
But what’s on that ballot?
Millions of eyes are on the presidential race at the top of the ticket and deciding who will set up shop in the Oval Office come January. It might be easy to forget about the many other races taking place in Teton County and across the rest of the state.
The ballot is stacked this year.
Voters will decide who their next mayor, town councilors, county commissioners, school trustees, hospital trustees and legislators will be. They’re going to decide which judges to retain and if millions of tax dollars should go toward the Teton County Justice Center. They’ll vote on whether to change the Wyoming Constitution, which could impact their property taxes.
The News&Guide works diligently throughout every campaign season to guarantee residents have all the tools and resources to confidently fill out their ballot. This year is no different.
As former President Ronald Reagan said, “The right to vote is the crown jewel of American liberties, and we will not see its luster diminished.”
Residents can vote in the general election from 7 a.m. to 7 p.m. Nov. 5 at voting centers across Teton County. Early in-person voting at the Teton County Clerk’s Office and absentee ballot voting began Oct. 8 and will end Nov. 4.
Teton County Library
125 Virginian Lane
Jackson
Teton County/Jackson Recreation Center
220 N. King St. Jackson
Old Wilson Schoolhouse Community Center
5655 Main St. Wilson
Teton County Weed and Pest Building
7575 S. Highway 89 Jackson
Alta Branch Library
50 Alta School Road Alta
Property tax reform on November ballot
Constitutional amendment would enable legislators to make isolated changes to how homes are taxed.
By Maggie Mullen WYOFILE.COM
In November’s general election, Wyoming voters will decide the fate of a constitutional amendment set into motion by lawmakers in 2023 to adjust residential property taxes.
Property taxes have surged in much of the state in recent years as home values have soared. In response, the Wyoming Legislature expanded the state’s property tax refund program, created new exemptions for certain homeowners and boosted an existing exemption for veterans, among other measures.
Meanwhile, achieving more robust property tax reform has proved complicated for the Legislature. For one, property taxes fund education and local governments, so cutting them risks drying up revenue for public services.
Another challenge lies in the Wyoming Constitution, which groups residential property in the same tax class as commercial and industrial properties. That largely prevents lawmakers from making isolated changes to how homes are taxed. It’s also what inspired the Legislature to pass a resolution in 2023 allowing voters to decide in November whether to amend the constitution and separate residential property into its own tax class. If successful, the amendment would also grant the Legislature the authority to create a subclass specifically for owner-occupied, primary residences.
“I think this is one way that we can support our communities and support the hardworking people who live here,” Rep. Mike Yin, D-Jackson, who initially brought the idea of such an amendment to the Joint Revenue Committee, told WyoFile.
The resolution, which required twothirds support in both the House and
the Senate, received widespread backing. But even some of those who voted in favor of it expressed concern, including Rep. John Bear, R-Gillette.
“Creating a new class does not provide tax relief. In fact, this body could choose to raise taxes within that new class,” Bear told WyoFile at the time. “If anything, keeping it tied together to corporations is probably a good idea for right now because it keeps this body from doing just that.”
Sen. Cale Case, R-Lander, who voted against the change, worries it’s the wrong solution at the wrong time.
“The agenda to lower taxes has a dark downside. I don’t think it pays attention to what’s in our predictable future,” Case said, pointing to Wyoming’s volatile mineral revenues.
The amendment is not to be confused with an initiative to cut property taxes for certain homeowners. Backers of that effort failed to file signatures by the deadline to get the measure on the 2024 ballot.
When the resolution regarding the
constitutional amendment was one of three bills aimed at property taxes to come out of the 2023 session, Teton, Lincoln and Sublette county lawmakers praised it as “the first step toward longterm reform” in a press release.
Those counties have experienced some of the biggest increases in property taxes, according to Department of Revenue records. In Teton County, especially, second homes have helped to boost property values to some of the highest in the country.
Among other reasons, Yin says he’s supporting the amendment because it would pave the way for county assessors to assess second homes separately from primary residences.
“It is a way to work on disincentivizing second homes while incentivizing lower taxes for our everyday residents. ... that live in the state,” Yin said.
Case said he’s concerned that could violate the constitution’s equal protection clause, but even more so he worries about “Wyoming’s future revenue picture.”
“We’re on the cusp of a pretty big change,” Case said, pointing to Wyoming’s fossil fuel industry and declining demand for and production of coal.
“I don’t think we really figured that out, and that change is going to mean less revenue for the state,” Case said. “And so to try to redo our property tax system to favor these long-term homeowners, or owner-occupied [homes,] is a little bit problematic in the sense that we need more revenues for local government, not less.
Yin and Case agreed that voters may be surprised by the ballot measure when they head to the voting booth since there’s been very little publicized support or opposition to it. That said, Case said he believes the energy industry is likely “quietly opposing” the measure. At least one group is working on getting the word out to its members: the Wyoming Realtors Association.
“During the pandemic, we saw a huge influx of buyers from out of state coming to Wyoming. We’re not complaining, we get it,” Laurie Urbigkit wrote in the association’s September newsletter. “But it raised our property values and therefore our property taxes dramatically.”
But creating a separate tax class for residential properties could work to fix that, Urbigkit wrote.
“Constitutional amendments have not always fared well in Wyoming,” Urbigkit wrote, adding that such measures must receive a majority of the total ballots cast in the election to pass.
“If they don’t vote, it’s a no vote, and the amendment is at the end of the ballot,” Urbigkit wrote. “We need to educate voters.”
Twenty-two constitutional amendments have appeared on the ballot in Wyoming since 2000, according to secretary of state records. Voters approved 13 of those, including one in 2012 guaranteeing citizens the right to make their own health care decisions, which is now at the center of ongoing litigation involving Wyoming’s abortion bans.
Contact Jasmine Hall at 307-7327063 or state@jhnewsandguide.com.
Two sitting town council members battle for mayor
Approach to governance: Human, responsive and transparent.
How long have you lived in Teton County? 14 years
Why are you running?
Effective mayors work on the soccer sidelines, the baseball fields, the grocery stores and the sidewalks in front of their homes while taking out the trash or working in the yard. Mayors need to talk to folks at their doorsteps and not just pay folks to drop glossy campaign literature.
Many readers have met me face-to-face at their doors. When my family and I are about town, I remember the living rooms I’ve sat in, the conversations we had and the issues you shared with me. I not only welcome community input everywhere, I seek it out because that’s the bare minimum for the job. Literally, I go the extra miles to stay in touch with the community. Purposefully, I step out of the inner circles of power to be a representative of the people. Public business needs to be conducted in public, a view not all electeds share.
A mayor is supposed to have an agenda, which I have, and be responsive to community needs. But that requires regular presence both in the community and, in 2024, also on social media, not just during campaign seasons and not managed by hired campaign staff. Open ears, humility, flexibility and a desire to help people are essential to a mayor’s role. What is or was your occupation, and how has it prepared you to be a councilor?
Being a councilwoman and a
Approach to governance:
Committed, effective, thoughtful.
How long have you lived in Teton County?
I am a Jackson native and have spent a total of 45 years in Jackson. I was fortunate to return home permanently in 1989.
representative of the people is my current, full-time occupation; clearly there is no better way to prepare for the job of mayor. Upsetting a boss or an institution by saying the hard things publicly is not a concern for me because I do not split my time between the council and another profession. When councilors split time with fulltime professions they can be distracted, which makes for bad governance. The double duty shows up by dragging feet, getting lost in the weeds, in decisions made, the opinions shared.
That said, I am a mom, a teacher, an advocate for equity and equality, for women and other marginalized folks, for children and victims and survivors, for seniors and families, and the general workforce, including those retired and essential service workers.
How would you define the job of mayor?
The role of mayor is to lead with vision and decisiveness to ensure the community thrives. People are being taxed out of the community, and renters are facing skyrocketing rents. It’s the mayor’s job to implement fiscal responsibility and long-term solutions, not just add more taxes without addressing the root problems. That means cutting unnecessary expenses, streamlining processes and prioritizing affordable housing, small businesses and infrastructure.
A mayor must act boldly when necessary. Avoiding headlines doesn’t fix problems; it preserves the status quo. Sometimes leadership requires stepping into the spotlight to push for real change. I’m not afraid to act decisively when the community needs it.
Relying on moratoriums doesn’t fix problems. A mayor’s job is to find sustainable solutions that align our economic, environmental and social goals for the long term. Leadership means addressing root causes, keeping taxes manageable and making sure every decision benefits the community –not just avoiding controversy.
What role do you usually play on a team?
I’m the Billy Beane of the team. The former professional baseball player and
How do you define the job of mayor?
Along with the Town Council, the mayor is elected to represent the residents of the Town of Jackson. The mayor has the responsibility to set agendas and preside over the council meetings yet is one voice of five on the council.
Aside from meetings, roles include:
– Working with the council to find common ground in order to set budgets and priorities for the town.
– Working to implement council direction in the hiring and review of the town manager and town attorney.
– Leading and working with staff during crisis or emergency responses.
– A ceremonial role of being the ‘face’ of the community in welcoming visitors, celebrating openings of community projects and events and recognizing times of remembrance.
What role do you usually play on a team?
It is shaped by the organization and other members of the team. I recognize that roles may adjust given individual
general manager of the Oakland A’s revolutionized the game by using data and analytics to build a competitive team on a tight budget. His approach promoted fairness by focusing on talent and potential, not biases. He challenged old methods and proved that smart strategy could outplay big money.
Beane gave fans a reason to believe in their team again, focusing on real results rather than outdated approaches. While some might say, “It depends on the team,” Beane showed that smart strategy and bold leadership always make the difference.
Similarly, voters want leaders who use innovative strategies to solve real problems. Like fans, voters care about outcomes — affordable housing, economic sustainability, and fairness — not old practices or comfortable leadership. Just as Beane built a team to believe in, I’ll deliver trusted leadership focused on longterm wins for our community.
What are the top three issues facing the town of Jackson?
Affordability, housing and otherwise: If we don’t address policies that make Jackson more unaffordable, the cost of living will negate the “affordable housing” we build. Currently our policies create government-assisted “super gentrification,” aka Aspen-ification. We need elected representatives who see the problem and fight against it. Supporting small local businesses and “the little guy and gal”: Small businesses are getting crushed by the same market forces that are crushing the community at large, yet they are often forgotten. Their rents and property taxes are rising at the same rates as residential. Government and health and human service funding: We live in the wealthiest county, with the greatest wealth disparity, in the nation. People living paycheck to paycheck can’t absorb even a $400 emergency expense. The pass closure broke banks, spirits and the whole community. Pocketbooks matter, and expenses add up. Our health and human service organizations are constantly staring down even deeper state funding cuts, yet they provide essential services to our community — and not just the people facing the most dire of circumstances! Health
strengths and interests as long as there is a support for the underlying values and goals. I will serve as I have served: I do not lead by tearing down or embarrassing others, and I fully embrace leadership that is quick to share success. I work hard to support all of my colleagues to do what is needed to take care of themselves and family.
My ability to listen to community voices, articulate vision, build consensus and execute detailed plans will make me a thoughtful, effective Mayor of Jackson.
Why are you running?
Jackson is a place with unique natural beauty and an engaged, passionate population. I am running for mayor of Jackson because I am committed to preserving what makes Jackson unique while representing the diverse voices of all our people. When I was growing up here, my parents and mentors instilled in me a profound appreciation for our natural and built environment, teaching me the importance of considering both of these things while serving the public. It’s crucial that we maintain and strengthen our sense of community, especially as we face large
and human service funding is nonnegotiable, and visitors paying greater sales tax doesn’t lessen the blow to residents who must also pay sales tax. Jackson is home to some of the world’s best investment bankers, yet we operate our budget without the expertise used by the wealthiest. As mayor, solving this issue will be on the agenda.
The town and county have been negotiating how they fund joint departments, which include START, Jackson Hole Fire/EMS, Parks and Rec and the Housing Department. What would be your approach to those negotiations and what’s your philosophy on funding public services?
As it currently stands, the town residents are paying more than their fair share for joint services. We don’t need more taxes on residents so the town can pay more than their fair share; we need more action from the town to address what the fair share is.
For years the council has talked about how our current funding split was determined by a handshake deal decades ago. That is no reason to keep fatalistically twiddling our thumbs. Sometimes you have to do an analysis, state your position and move on with it. Otherwise, nothing changes, neither the funding split nor the talking points. It’s high time we act and either give the joint departments to the county or determine the town’s fair share and move on to other really pressing matters that take a backseat to the ongoing funding dispute. The stance I have always taken is to be realistic about our limitations as one governing body, assertive with the county and steadfast in our actions. Instead the tactic has been wait and see, talk and talk, delays and passivity. My approach as always is decisive action based on sound analysis and firm ground.
If we can’t afford something, we need to take a stand and be prepared to act, not just wait around for the other party to be ready for the discussion. Having a more sophisticated look at our money management could also help, as I addressed above.
challenges of housing instability, protecting our natural resources and ensuring that we have a great quality of life. As mayor I aim to bring everyone’s voice to the table and use my knowledge and understanding of our diverse perspectives to foster inclusive dialogue. I am excited to work toward a future that achieves our vision of our community and our surrounding public lands.
In a recent discussion a community member reflected back to me an appropriate condensing of these thoughts: “focusing on thriving as a community while honoring the place.”
What is or was your occupation?
I’ve been an architect since 1989. This professional experience has instilled in me a strategic and thoughtful approach to community engagement, project management and vision realization. As an architect I engage in conversations with my clients to understand their vision for a project. As mayor pro tem I have been listening to many diverse voices to understand what challenges we face, the
See JORGENSEN on 5E
Jessica Sell Chambers
Lives in: East Midtown near the fairgrounds Age: 43
Arne O. Jorgensen
Lives in: East Jackson Age: 60
opportunities available to our community and how to effectively address them. What are the top three issues facing the town of Jackson?
Addressing housing insecurity by investing in housing for our most vulnerable community members and providing permanent diverse options to meet community needs. Improving conservation and protecting our ecosystem by improving water quality, setting a vision for sustainable practices and prioritizing our natural resources. Maintaining our quality of life by ensuring sustainable funding sources and garnering the political will to protect our community members and provide quality and efficient governmental services. Our Housing Preservation Program is an example of a current program that directly addresses these issues but is not able to be fully implemented because of limited public or private resources. This effort is one that allows for the purchase of restrictions on existing housing units that ensure that existing housing stock remains accessible to community members.
The town and county have been negotiating how they fund joint departments, which include START, Jackson Hole Fire/EMS, Parks and Rec and the Housing Department. What would be your approach to those negotiations and what’s your philosophy on funding public services?
My main focus for funding public services and priorities is that I will work with our County Commission colleagues
to recognize that town residents are also county residents and we should look at funding so that it is equitable to all of our community members. I believe that we are getting close to a common understanding that will allow us to make equitable adjustments based on available tax bases.
Any discussion about funding starts with this question: Are we effectively and efficiently providing sufficient public services? The Town of Jackson continually reviews and adjusts its budgets to en sure that public resources are managed effectively and efficiently.
Discussions about taxes should recognize that increases will impact some in our community more than others, which highlights the need to continue to provide effective core services and to be sure that all in our community are able to access public services as they need. Without additional revenue the town is in a position where our current public services are at risk. I am willing to support additional investments in community priorities of housing, conservation, transportation, and health and human services.
Given current state statutes, my preference for revenue is in the following order: (1) countywide general sales tax, (2) specific purpose excise tax, or SPET, (3) countywide lodging tax, (4) town-only general tax, (5) townonly lodging tax and (6) finally, as a last measure, a review of county or town property tax. These priorities are based on a recognition that while sales tax is generally a more regressive tax, the particulars of our economy suggest that this is not the case in our community. This is primarily due to the lack of a sales tax on food and that our visitors pay roughly half of the sales tax.
Town Council: 4 candidates are vying for 2 seats
Devon Viehman
Lives in: East Jackson Age: 42
Approach to governance: Decisive, pragmatic, dynamic.
Years in Teton County: 32
Why are you running?
Our zoning and land development regulations have unintentionally worsened affordability, driving up housing costs and, in turn, increasing the cost of services. This vicious cycle contributes to the overall lack of affordability in Jackson, and these policies need to change. Having a vote on the council is the best way that I can work toward this change our community has been asking for.
We owe it to our community and future generations to create inclusive policies that support everyone, including seniors, working families and individuals of all ages. This requires electing leaders who won’t procrastinate but will take decisive action now.
As a former Teton County planning commissioner I understand the importance of preserving our precious natural resources. I am committed to solutions that prioritize water quality and wildlife protection. While housing affordability is my primary reason for running, my deep appreciation for our
Kevin Regan
Lives in: North Jackson (Hidden Hollow) Age: 46
Approach to governance: Committed, reasoned and empathetic.
Years in Teton County: First lived here in 2000. Returned full time in 2023.
Why are you running?
I can bring a new voice to the Jackson Town Council. I first lived in Jackson in 2000 selling T-shirts in what is now the HarleyDavidson building. Now I am an attorney with a broad range of legal and government experience who is already working with town and county policy issues daily. After 20 years of advising decision-makers, I am ready to make good decisions for our town and ensure that others’ voices are heard. My daily experience is familiar to many people trying to make it in Jackson. I’m a renter. My rent was already sky high
valley will guide all my decisions as a councilwoman.
What is or was your occupation, and how has it prepared you to be a councilor?
In 2022, I served as the chairwoman for the Land Use, Property Rights and Environment Committee of the National Association of Realtors. This role allowed me to craft climate change policy related to real estate and address housing supply and affordability issues nationwide.
For three years I was a Teton County planning commissioner, where I gained invaluable experience in planning and zoning issues. I am adept at navigating the political landscapes in Cheyenne and Washington, D.C., that impact us locally. Having attended state legislative sessions for over a decade, I am comfortable articulating our challenges to legislators. It is crucial for our community to elect individuals who are respected in Cheyenne.
As a full-time Realtor in the valley for 19 years, I have witnessed many positive and negative changes in our community. People often say to me, “You must love what has happened with real estate prices in our valley.” My response is always “No.” The path we are on is not sustainable for maintaining a healthy, vibrant community where people can work and live. We have already reached a breaking point, and the recent Teton Pass failure has highlighted these issues starkly.
There will be no learning curve if you elect me as a town councilwoman. I have been actively engaged, I’ve paid attention, and I’ve learned what is necessary.
How else are you involved in the community?
In 2022, I established the Community Housing Fund with the Teton Board of Realtors. This initiative encourages Realtors
and went up 10% this year. I use public transportation and still get stuck in traffic. I’m concerned about whether our elected leaders are balancing protecting the environment with housing and transportation needs. Growing up on a dirt road in a rural area, I watched bad growth decisions degrade the environment and community character. The sense of loss I felt motivated me to pursue a career in environmental and land use law.
Most recently, I have been working on local policy issues with Protect Our Water Jackson Hole as its law and policy advisor. (I am currently on unpaid leave.) I have good working relationships with town and county electeds and staff. Local politics is a passion of mine, and I regularly attend public meetings, including Town Council, Town Planning Commission, County Commission and County Planning Commission. My professional experience, temperament and ability to build connections will help me make a difference.
What is or was your occupation, and how has it prepared you to be a councilor?
I have 20 years of legal practice experience as an attorney in the government, private and nonprofit sectors. My experience and temperament will allow me to help the Town Council make reasoned, balanced and fair decisions.
In law school I received an additional certification in environmental and land use. I later worked as an attorney for the U.S. Army Corps of Engineers with public works projects involving federal and
and their clients to contribute meaningfully to affordable and workforce housing at every closing. To date the fund has reached nearly $1 million. This is a prime example of my belief in less talk and more action. When I ran for Town Council two years ago, this idea emerged from conversations during my campaign. I listened and took action. You can expect the same proactive approach when you elect me.
Raised in East Jackson, I have a deep love for our community. I enjoy volunteering. Serving as a 4-H leader has been particularly rewarding. You’ll often find me directing traffic for Old Bill’s Fun Run, buying raffle tickets from kids, picking up trash or participating in other community events.
What
are
the top three issues facing the town?
(1) Housing affordability. (2) Supporting working families, seniors and single folks of all ages. (3) Supporting small business.
How should the Town of Jackson address funding challenges?
We need to hire a financial expert to navigate all this and then determine if we can adjust the budget prior to any new taxes.
In 2023 the town and county purchased the Virginian RV Park for $28 million to build housing there. What will you add to the discussion about this community housing project?
This answer requires more than the allotted space. However, I can say briefly that we need to build housing that the community is asking for and keeps people in our community. It seems that the focus has been on “more beds” instead of creating housing that makes people
local cooperation. I was a trial attorney at the U.S. Department of Justice in Washington, D.C., in the Environment and Natural Resources Division. I also was an attorney at Earthjustice, which is the largest nonprofit environmental law firm in the country. This experience working with complex regulations and issues will enable me to help address the town’s challenges and opportunities.
One of the privileges of my legal career was clerking for a federal trial judge, which means I drafted opinions for the judge. I was able to learn to not just listen to both sides of an issue but also really understand where each side was coming from and apply the rules fairly to call balls and strikes. My ability to carefully weigh decisions will help me make better decisions for the town. I also have experience as a business owner. I co-founded an intellectual-property law firm, Bamert Regan. I am sensitive to the needs of businesses, having represented businesses of all sizes. Effective attorneys excel at problem solving, listening and empathizing with other perspectives to facilitate good decisions. I would bring these skills to the Town Council.
How else are you involved in the community?
As law and policy advisor for Protect Our Water Jackson Hole, I regularly provided comments to the County Commission. I was heavily involved in the Water Quality Management Plan process, where I worked closely with partners including the county, town and Teton Conservation District.
want to stay here, not just stop for a few years. I hope the decisions made about the Virginian will reflect creating housing that people want to stay in or can use as a stepping stone to another home. I am concerned about the high density in an already congested area of town and also the type of units that are being built. The fact is that there are 1,343 households in our community that need affordable housing, compared with 200 households in need of workforce housing (per the Teton County Housing Department). Currently, the Virginian has 166 workforce units slated to be constructed. Only 60 affordable units when there are 1,343 households that need it? Something seems off here. We need to be asking these questions and demanding transparency with the answers. Additionally, a significant number of these units are one-bedroom. Is this really the type of housing that our community is asking for?
The town and county have been negotiating how they fund joint departments, which include START, Jackson Hole Fire/EMS, Parks and Rec and the Housing Department. What would be your approach to those negotiations, and what’s your philosophy on funding public services?
These joint departments should be funded in a way that is more equitable. Right now the split is 54/46, but a more appropriate and accurate split would be 68/32. I have been listening to the Town Council talk about this for years and years, yet we still aren’t standing up for town residents and saying to the county that it needs to fund its fair share. Is it a lack of will or courage? We don’t need more taxes in town; we need the county to pay its part based on population.
The town has important opportunities to harmonize its programs with the Water Quality Management Plan. I have attended numerous public meetings on my own time unrelated to my work with POWJH, including the Town Council, Town Planning Commission, County Commission and County Planning Commission. I have also met with town and county electeds and staff, including the town manager, town attorney, housing director, and regional transportation planning administrator to discuss the town’s challenges and opportunities.
I serve on the START board. I am the board member who most regularly uses public transportation. I am empathetic to the needs of those who use START and START On Demand, as well as those who drive, bike, and the business owners who need parking. Every car that we can get off the road and every parking spot we can free up for a customer is beneficial for our economy. I have been involved in Jackson Hole politics and policy extensively in the past four years. I volunteered with a County Commission campaign in 2020 and 2022. In 2020, I made over 1,000 phone calls to voters in Teton County. I knocked on hundreds of doors in both the 2020 and 2022 election cycles. These experiences taught me about the players and issues. I also have had a lot of opportunities to listen to the perspectives and ideas of Jackson residents. I am an Elks Club member.
What are the top three issues facing the town?
(1) Defining our community vision.
Town Council: 4 candidates are vying for 2 seats
REGAN
Continued from 6E
There is growing concern about the direction development is taking in Jackson. We need to have a community conversation to define our collective vision. What does Jackson in the future look like? Who lives here? What services are available for residents and visitors? How does Jackson interact with other communities? The process of revising the Comprehensive Plan and implementing zoning and land development regulation amendments will help us clarify where we are at and where we want to go. If we don’t define our destination we will get lost along the way. The three common values in the 2020 Comprehensive Plan (Ecosystem Stewardship, Growth Management and Quality of Life) can help serve as our compass. (2) Improving ecosystem stewardship. Jackson’s location in the Greater Yellowstone Ecosystem is the heart of our identity and economy. Protecting water quality and wildlife is critical. The countyapproved Water Quality Management Plan presents an exciting opportunity to explore long-term sewer capacity solutions. The concept of “Town as Heart” strives to concentrate density in town and away from sensitive areas, but there is potential for finetuning. (3) Confronting traffic and housing challenges. The problems with traffic and housing are pressing and interrelated. We all need somewhere to live and to be able to get around. Whether you use public transportation, bike or drive, we have all encountered traffic issues. Further, whether you rent or own a home, living in Jackson is very expensive. The Comprehensive Plan set the goal of 65% of the workforce living locally, which contributes to economic security but is not easy to achieve. We need to continue to create new transportation and
housing options, such as the development of the 90 Virginian Lane property and revising the START route plan.
How should the Town of Jackson address funding challenges?
The town has had to tap into reserves in the last two budget cycles. We need to figure out how to increase revenue and reduce expenditures. It is going to take a combination of both to right the ship.
Important questions about how to pay for Teton County’s new courthouse affect the town’s financial position. There is no question that we need a new courthouse. The current courthouse is potentially unsafe in an earthquake and has potential security issues. It is a building that our citizens are required to enter. The building is going to be expensive, and the county taking on expensive debt to pay for it will clip the financial wings of this community. We need to be able to address new challenges and improve the community, not spend public money on finance costs that go to banks in other parts of the country.
As a town we need to work with the county to advance a specific purpose excise tax for the courthouse. However, we need the county to work with us when it comes to the funding split between town and county. The current split is 54/46 (county/town), and there is discussion about whether a more appropriate split is 60/40 or 65/35. There is great potential for fruitful negotiations that can relieve budget pressures for both town and county. No one likes paying more in taxes, but we need gas in the tank to maintain services that define life in town and also address housing and transportation challenges. An advantage of lodging tax or sales tax is that visitors help carry the water. Jackson charges only half a mill of property tax, unlike most municipalities, and
homeowners are already suffering.
In 2023 the town and county purchased the Virginian RV Park for $28 million to build housing there. What will you add to the discussion about this community housing project?
Jackson Hole’s housing crisis is a result of a perfect storm involving (1) limited availability of private land and (2) high demand to live here. The Comprehensive Plan sets the goal of 65% of the workforce living locally. The recent issues with the Teton Pass closure demonstrate that a local workforce contributes to economic security. The Virginian Lane development is an opportunity to provide affordable and workforce housing at a range of price points. This project is consistent with the “Town as Heart of Region” concept; it encourages density in an area where zoning already supports density and key infrastructure already exists. The county and town’s recent selection of Pennrose as a partner holds great promise because the current proposal provides a good mix of affordable housing, including a new “Affordable 120%-160% MFI” (median family income). It is important to have a range of affordable housing brackets to support different professions in our workforce, and because the 120%-160% bracket helps subsidize housing brackets.
Key issues coming down the pike for the town are negotiating a development agreement and ground lease. It is critical to optimize the mix of units. My demonstrated reasoned and collaborative approach to working with partners will help me advocate for the town’s interests in these negotiations. Considering the intersection of housing and transportation issues is vital. The START board and staff have an important upcoming opportunity to revise the
route plan. It is important to make sure that this route plan works in harmony with new housing coming online. We need to examine parking options for Virginian Lane. We need to make sure that underground garages don’t interfere with shallow groundwater. Further, considering parking quantity and arrangement can improve options for green space and enhance community.
The town and county have been negotiating how they fund joint departments, which include START, Jackson Hole Fire/EMS, Parks and Rec and the Housing Department. What would be your approach to those negotiations and what’s your philosophy on funding public services?
The relationship between town and county is unusual in that Teton County has only one incorporated municipality and that the town and county jointly fund departments (as opposed to a more typical arrangement where a municipality contracts for services from a county). My philosophy is that there is a symbiotic relationship between town and county, but that relationship has been strained by financial pressures on both. There are important opportunities to mend fences by resolving budget issues. One example is funding the courthouse. The town’s financial pressures could be addressed by revisiting the funding split between town and county
The recent Joint Funding Task Force was unable to reach consensus, but that effort was not in vain. I’d like to pick up where the Joint Funding Task Force left off. Voters can help by electing town and county leaders who are reasoned and collaborative. We need to strike a deal that is fair and workable for both town and county.
Town Council: 4 candidates are vying for 2 seats
Perri Stern
Lives in: Neighborhood north of the rodeo grounds Age: 64
Approach to governance: Collaborative, decisive and clear-eyed.
Years in Teton County: 7 1/2
Why are you running?
Jackson is a community with increasin gly complex issues and needs. But at the core we are a community, not just a destination. We need to do a better job of anticipating and adapting to new circumstances, needs and challenges. We are so fortunate to live in this place, this Greater Yellowstone Ecosystem, and must keep the essence of this place top of mind. I understand the complexities of managing development. I have an optimistic, hopeful, glass half-full farsightedness on the futur e of our town, and I always love a good challenge. I believe we can reset, correct our mistakes and move forward together.
What is or was your occupation, and how has it prepared you to be a councilor?
I am a health and human services professional. I am an occupational therapist, and as a clinician I helped people with severe mental illnesses learn or relearn essential skills for daily life. I was a university professor for nearly 15 years, teaching, conducting research and volunteering. I have worked for a large, regional food bank and have been a literacy and ESL tutor. In Jackson, I directed home care services for the Senior Center of Jackson Hole and worked with One22 to enhance its satellite food cupboard program.
Scott Anderson Lives in: West Jackson Age: 61
Approach to governance: Representative, common-sense and kind.
Years in Teton County: 34
During COVID, I was the weekend team leader and a case investigator for the Teton County Health Department, helping Teton County residents and visitors manage their illness and keep our community safe.
I am a skilled listener, a creative thinker and person-centered. I have immersed myself in our community and am known for meeting people where they are at, listening, problem solving, advocating and leading. Health and human services has been my life and career. It is excellent preparation for Town Council.
How else are you involved in the community?
I am a highly motivated, enthusiastic, selfstarter. Six years ago, I became a community organizer and have successfully mobilized a broad cross-section of community members to stay involved around important neighborhood, town and county issues over time. I regularly attend and provide public comment at Town Council and County Commission meetings, submit Letters to the Editor and Guest Shots on important community issues. I am not new to our town, the issues or the work.
I participate in the life of our community. I am moderately “outdoorsy,” enjoy attending local events, as well as supporting the arts, local businesses, non-profits and community initiatives. Having tutored for years, this fall I am looking forward to resuming my volunteer work as an adult ESL tutor at the Teton Literacy Center.
What are the top three issues facing the town?
(1) Unchecked growth is having significant impact on all aspects of our lives. It seems like every week we learn of yet another historic structure, block or landscape that is slated for demolition or “redevelopment.” This unchecked growth has put an untenable stress and strain on our community. Our reluctance or fear to say “no” to developers, our lack of understanding of what our town’s real capacity or limit for development is, and our lack of vision, realistic planning and consensus for how our town should evolve is putting our community at great risk.
(2) The increasing gap between our revenue and expenses. We must get our financial house in order. We cannot continue to dip into our town’s reserves as if they were a bottomless candy jar. I am not a fan of
Why are you running?
I am stepping up to use my years of experience to help address the issues facing the community. Housing, growth, traffic, the budget and high property taxes are all big challenges. So is an effort to make regulations less burdensome on people who live here and local small businesses. For 12 years on the Jackson Town Council, I worked on these issues, and I think my background makes me a good candidate.
What is or was your occupation, and how has it prepared you to be a councilor?
I am a broadcaster, which has taught me a lot about communication. I also served three terms on the Town Council.
How else are you involved in the community?
I am and have been involved in
raising property taxes, and I believe we need to look seriously at ways to increase revenue and reduce duplication and expenses. At the same time, we must ensure that we are able to fund the quality and quantity of services that our community needs and expects.
(3) Affordable living is a long-standing issue for our community. It is also directly related to unchecked growth. We need to increase our inventory of affordable options (of all types) for individuals and families (of all sorts) who want to make this place their home for the long term and without whom our town would cease to function. We also need to show a much stronger commitment to reusing, repurposing and enhancing existing structures
How should the Town of Jackson address funding challenges?
Sales tax is the biggest source of general fund revenue (80%) for town. This worked pretty well for Jackson in the mid-20th century but no longer works today. Sales tax is in fact a very regressive form of tax because it places a disproportionate burden on people with lower income. Adding to the problem is that present day, taxable sales make up only 15% of our local economic activity, which means our town has no real source of revenue. So the way we fund essential services is significantly out of date. We need a new way to fund essential services, one that reflects our modern economy.
In 2023 the town and county purchased the Virginian RV Park for $28 million to build housing there. What will you add to the discussion about this community housing project?
This is a once-in-a lifetime opportunity for our entire community and we must take the time to get it right, for the long term. We, the public are investing over $28 million in this project. We need to make sure we have the absolute best return on our investment for our community. For me, that means a high quality, well designed, contextually appropriate new development that adds density to our community, doesn’t overwhelm our infrastructure, conserves and protects our environment. I am looking for quality all around.
As our elected officials gain more
numerous boards such as the Jackson Hole Chamber of Commerce, the Jackson Hole Community Housing Trust, Lower Valley Energy and the Historical Society.
What are the top three issues facing the town of Jackson?
Housing. Transportation. Growth. How should the Town of Jackson address funding challenges?
The town needs to address spendin g before seeking to raise taxes.
In 2023 the town and county purchased The Virginian RV Park for $28 million to build housing there. What will you add to the discussion about this community housing project?
I would hope to encourage the inclusion
information, they are asking good questions. At the Aug. 5 Joint Information Meeting, elected officials did not reach consensus on the level of density that would work best on that site. Staff were tasked with directing the developer/architect to come back with an alternate plan, one that showed approximately 150 units, as the original request for proposals identified as baseline and to also address their questions around property access, parking/parking garage, and how lower density affected costs. I have spoken with several local architects and their consensus is that 226 units is too much for that site for several reasons. I tend to agree. But at the end of the day, we need to add to our inventory and range of homes for essential workers, for seniors, for people with disabilities, for people without whom our town would cease to function.
Whatever gets decided, we need to have mature discussions and tone down the divisiveness and extremes. Community members who express legitimate concerns about density are not NIMBY. I have always advocated for the space in the middle. A pragmatic, reasonable, knowledgeable, inclusive approach. That’s what I will continue to do as your councilperson.
The town and county have been negotiating how they fund joint departments, which include START, Jackson Hole Fire/EMS, Parks and Rec and the Housing Department. What would be your approach to those negotiations and what’s your philosophy on funding public services?
We must maintain a very high level of public services. The reality is that the Town of Jackson is the core of Teton County and all county residents use and benefit from town services. It is disappointing to see the divisive rhetoric and grandstanding that has been the hallmark of these negotiations. The town does need to get its financial house in order, but at the same time, our town and county need to work together, be honest and realistic about use and impact and provide exemplary public services. I will work hard to make sure we are funding core services.
of more units for the lowest-income classes.
The town and county have been negotiating how they fund joint departments, which include START, Jackson Hole Fire/EMS, Parks and Rec and the Housing Department. What would be your approach to those negotiations, and what’s your philosophy on funding public services?
The relationship between the town and county seems challenging, but they must work together to address the challenges they face.
Voters to decide on Justice Center funding
They’ll say yes or no to using a new specific purpose excise tax to help pay for $116 million project.
By Charley Sutherland GOVERNMENT REPORTER
Teton County voters are set to decide whether to increase sales tax to fund construction of a new “Justice Center.”
The total estimated cost of the project is close to $116 million. Teton County has budgeted $30 million, and county officials say the approximately four-and-a-half-year 1% increase to the sales tax would cover the remainder. The tax is called a specific purpose excise tax, or SPET for short.
Voters have failed to pass a SPET measure for a new courthouse twice before, but advocates are pushing to get the new building to the finish line.
The Justice Center would house the Teton County Sheriff’s Office, 911 call center, courtrooms and detention housing all under one roof on the corner of Simpson Avenue and King Street. At a recent county event, Stephan Hall, a senior associate with Anderson Mason Dale, the architecture firm tasked with designing the Justice Center, gave a presentation.
He said the price tag includes $5 million for site work, such as major utility line rerouting, $73.5 million for the actual building, $10 million for a “Jackson Hole Building Cost Premium,” $10 million for construction contingencies like inflation and $18 million for soft costs spanning things from furniture to moving fees.
Hall said the planned building is three stories with a garden level and a partially underground first floor. The
garden level would hold the sheriff’s department. The second floor would house the 911 dispatch center and jail cells, which are secure from the rest of the building. Courtrooms, judges chambers and juror deliberation areas in the design fill the third floor.
Hall said the current building was built in the 1960s and is the oldest Teton County facility. There are safety concerns, as it is considered seismically unstable in the event of an earthquake.
Right now, the 911 dispatch center and Sheriff’s Office are housed in separate buildings. Sheriff Matt Carr said he worries that an earthquake could knock out the functionality of the county’s emergency response infrastructure during a time when those services are critically needed.
Visitors are the ones who apply pressure to emergency response services, Carr said, and a sales tax increase would allow visitors to contribute to the new Justice Center, whereas a property tax increase would primar-
ily affect permanent residents.
Anne Sutton, the county’s clerk of District Court, has been working in the courts for some 20 years and in her current office for a decade. But Sutton emphasized the upgrade’s usefulness for the general public, not herself.
Most people don’t move to Jackson for the courthouse, Sutton said. While she said many people don’t “foreshadow their need for litigation in the court,” one never knows when they or a loved one may be a plaintiff or a defendant, she said. And anyone can be tapped as a juror and have to use the facility, she said.
Hall noted that much of the building does not meet Americans with Disabilities Act accessibility standards.
“The courtrooms themselves are undersized,” he said. Wheelchair users can’t easily navigate the existing building.
A few years ago the county considered a remodel of the current building but decided against it. The Justice Center needed ballistic-grade
windows for security, but it couldn’t be completed since the windows are quite heavy and could not be supported by the existing structure.
When it came to the design, Hall said that even though the firm is based in Denver, he’s worked on buildings in Jackson and understands the style and character of the town. Jackson Hole has a unique architectural identity that he said the architects want the building to fit within. Additionally, Hall said one reason for the upgrade is to provide a “respectful workplace,” for “these important, necessary public functions and public servants.”
The county plans to hold an additional set of presentations in Teton County Library’s auditorium on Oct. 23 at noon and again at 5 p.m. SPET ballot language
Teton County Justice Center
$88,000,000.00 for the purpose of planning, designing, engineering, demolition of the old Jail, demolition of the current courthouse, and construction of the new Teton County Justice Center including but not limited to the Teton County Detention Facility, District Courtroom and accompanying office space, Clerk of District Court office space, Circuit Courtroom and accompanying office space, Clerk of Circuit Court office space, County and Prosecuting Attorney’s Office space, Teton County Sheriff’s Office, and other office space. Any unexpended funds, including any unused contingency funds, shall be placed into a designated account, the principal and interest of which shall be used for operations and maintenance of the Teton County Justice Center.
Contact Charley Sutherland at 307-7327066 or county@jhnewsandguide.com
•
•
ecosystem
• Implement the Water Quality Management Plan
• Protect the Greater Yellowstone Ecosystem from development threats on Wyoming State Lands at Kelly, Hwy 390 and Munger Mountain Transportation
• In too many places, too often, our transportation system is failing; START needs a big boost
• Highway 22 needs HOV lanes and smart traffic signals. I will work to restore transportation sanity in Teton County.
• The pathway along Hwy22 between the Snake River and Jackson is inside a WyDot Right-of-Way that may be consumed by a widened Hwy22. I’ll work to secure a viable long-term future for this vital recreation and transportation asset.
Affordable Housing
• Put the $80 million dollars of election year 2022 voter-approved SPET dollars, including the $30 million dedicated to Teton County and Community Housing, to work as soon as possible
• Find the right mix of types of units at 90 Virginian Lane in Jackson and build a development that makes the best possible use of this rare chance to build at scale
• When using public money for affordable housing, give priority to housing our community’s essential workers
Four primary winners vie for two seats on Teton County Board of Commissioners
Len Carlman
Lives in: Wilson
Affiliation: Democrat Age: 62
Approach to government:
Grounded, courteous and decisive
Years in Teton County: 41
Why are you running?
To “preserve and protect the area’s ecosystem in order to ensure a healthy environment, community and economy for current and fu ture generations.”
That is exactly the right vision. It is also a tall order. Making it happen requires leaders with long and deep local and Wyoming experience in conservation and community wellbeing. With 41 years of community service in Teton County and a lifetime of advocacy for the conservation of our environment, I can help. County government oversees a wide range of services. The list includes, and goes beyond: planning and zoning, housing and use of SPET monies, roads and pathways, parks and recreation, weed and pest, water and sewer, libraries and fire protection, mental health and indigent care, fairgrounds and fairs, GIS and mapping, building inspection and code enforcement.
My 28-year career as a Wyoming lawyer, all of it spent in Teton County, gives me a valuable toolkit for understanding and guiding local government. It would be easy for a county commissioner to get too caught up in the administration of services and pay too little attention to advocacy for Jackson Hole. We need commissioners
who are, as I am, skilled at working with our partners at the U.S. Forest Service, National Park Service, State of Wyoming and others. I’ll keep advocacy for Teton County high on my list of things to do. I will make su re county government rises to the challenge of stewarding our best interests in the complicated and sometimes challenging larger social, economic, legal and political environment. I’ll aim for a balance of actions and policies grounded in what makes Jackson Hole worth fighting for.
How would you define the job of county commissioner?
Teamwork. Wyoming statute 18-5-201 addresses commissioners’ duties in the key field of land use planning with this guidance:
“To promote the public health, safety, morals and general welfare of the county, each board of county commissioners may regulate and restrict the location and use of buildings and structures and the use, condition of use or occupancy of lands for residence, recreation, agriculture, industry, commerce, public use and other purposes.”
What role do you usually play on a team?
Sometimes my best role is to sit still and do nothing; no need to prolong a meeting when the outcome is obvious, and others have given appropriate direction. Other times I’m in a supporting role, filling in information gaps or putting the group back on track or highlighting someone else’s good contribution. In other settings, where I either have a designated leadership role or I see a need to assert myself, I offer guidance and advocacy.
What is or was your occupation, and how has it prepared you to be a commissioner?
Twenty-eight years and counting as a Wyoming lawyer, all of it spent in practice in Teton County, has given me insights into the lives of local businesses and needs of our people. I’ve helped people who were at the very lowest moments of their lives, and I’ve helped hundreds of others who were excited to launch new businesses and
buy their first homes. As a lawyer and volunteer I’ve pu shed for adoption of land development regulations that help us live compatibly with wildlife. I’ve also been a dinner waiter at Dornan’s (1979-80), a river shuttle driver and Snake River Canyon whitewater guide (1981-86), and part-time wood boat scenic guide (2018-23). Before I was a lawyer, for nine years I was a nonprofit staffer and executive director, and even a balloon delivery person in a gorilla suit. My best job has been being a dad to Madeline and Reed. It adds up to a well-rounded grounding in the life of our community.
How else are you involved in the community?
I’m a 22-plus-year member of the Rotary Club of Jackson Hole, including past president, Rotarian of the Month and Rotarian of the Year. I’m one of six volunteer board members who led the charge to save Hungry Jack’s General Store and keep it alive as a thriving community-owned business. I’m on the statewide board of the Wyoming Community Foundation, helping people in all cor ners of our state build a better Wyoming. I was the chairman of the board of the Old Wilson Schoolhouse Community Center, and we saved it from the wrecking ball and restored it to the vibrant place it is today. I served two years on the Teton County Natural Resources Stakeholders Group devising LDRs intended to put muscle behind our vision for protecting our environment. I’m a founding member of Friends of the Bridger-Teton. In 2008, I received a service award from the Wyoming State Bar, largely for my dedication to representing indigent people who were in the midst of severe mental health crises. The Wyoming Game and Fish Department gave me a service award for my first-in-Wyoming legal work to protect wintering wildlife and local people from the harm of ill-advised private feeding menageries. I’m a past presi dent, vice president and treasurer of the Teton County Bar Association. I served four years on the board of Jackson Hole’s first nonprofit day care center, the Community Children’s Project. I’m on the advisory board of
Friends of Pathways and served many years on the advisory board of the Teton Raptor Center. I was on the leadership board for the successful Snake River Wild and Scenic Rivers Act. My wife, Anne Ladd, and I raised two fine children in Jackson Hole. Madeline is now 27; Reed is 23. I see our community through their eyes too.
What are the top three issues facing the county?
Conservation issues are always vital In Jackson Hole. Our community’s vision statement gets it right: “Preserve and protect the area’s ecosystem in order to ensure a healthy environment, community and economy for current and future generations.” We need to f ix the drinking water disaster at Hoback Junction. The eutrophication of Fish Creek in Wilson and the persistence of failed septic systems in our high groundwater setting need correction. Completion of conservation actions at the Kelly and Munger Mountain state land parcels is essential. The magic of Jackson Hole and vitality of our economy depend on protecting the extraordinary gifts of Mother Nature.
Affordable housing is a serious challenge. Our community has embraced the challenge through deed-restricted, income-qualified hou sing. We need to do more. Keeping at least 65% of the local workforce housed locally is essential to public safety, economic prosperity and community integrity. I’m proud of voters’ choices in 2022 to direct $80 million in SPET funding to all five housing initiatives on that ballot. I’ll work with housing nonprofits and the Jackson/Teton County Housing Department to put that money to good use. I’ll look for additional policies to slow demand for housing.
Despite decades of warnings, we’ve done a lousy job of planning for our tran sportation needs in Jackson Hole. I live in Wilson. As every commuter from Idaho knows, and every local who uses Highway 22 also experiences, life at “Service Level F” is a stop-and-go drag. Fixes: HOV lane on Highway 22, transit center at Stilson and fare-free bus riding on key routes at high-demand times.
Want more?
If you are looking to learn even more about the candidates on certain issues like housing, the justice center SPET or transportation, the Jackson Hole News&Guide has you covered.
A primary election voter guide was published on July 31 with even more questions for candidates who won their elections, and see who even changed their perspective between August and now. Readers can find their answers in the e-edition at JHNewsAndGuide.com.
You can also search candidate names on the website and read more headlines. Visit JHNewsAndGuide.com/news/elections for this category. Every election, the Jackson Hole News&Guide publishes both a primary and general election voter guide. We want to help you get informed before you vote!
Four primary winners vie for two seats on Teton County Board of Commissioners
Natalia D. Macker
Lives in: Rafter J
Affiliation: Democrat Age: 40
Approach to government: Pragmatic, inclusive, responsive
Years in Teton County: 13
Why are you running?
I love local government because we work side by side with the community to solve problems. The Equality State has a long way to go regarding equality. We must work and commit ourselves to embrace the strength of our diversity and address economic factors, especially those affecting women. As I raise my children and imagine their futures, I am devastated by the decline in human connection and loss of connection to our natural world. Our working families are stressed and often faced with impossible choices. Our small businesses are fighting for a foothold. The stark reality of our changing climate can leave us lost. We know our community is resilient, but we, along with our ecosystem, are fragile. The juxtaposition of our resilience and fragility is urgently motivating. This moment requires actionoriented leaders who seek progress over perfection. As a pragmatic problem solver, I know how to bring people together and get things done.
I began my career in public service as part of the Parks and Rec Advisory Board in 2013 and have had the honor over my growing years of service to witness tremendous acts of courage throughout our community as we respond to whatever comes our way. The same thing that was true when I began remains: I want to work with passionate people who care about what they are doing.
I have seen us do seemingly impossible things because of our deep care for this place and each other. I share that care for our community and am here to fight for a healthy, thriving county. With continued service on our County Commission, I will keep showing up around our state, sharing Teton County values with others, as we work together to move our community and state forward.
How would you define the job of county commissioner?
County commissioners are at the center of how elected officials and community members work together to solve problems, improve quality of life, and protect our ecosystem. We ensure that the public is involved in the process and that our government is responsive and accountable. We prioritize resources, projects, partnerships, and actions. We convene interested parties, including the public, to help find the best possible course of action and understand the impacts. We respond to emerging needs while also ensuring we can sustain our organization and existing levels of service. While our statutory duties include budgeting and land use alongside the broader health, safety and welfare of the community, I view our job as prioritizing, collaborating and convening so that our community can thrive.
What role do you usually play on a team?
As a commissioner I am part of the board and also a collaborator with other elected officials, other counties, statewide leaders, agency partners, and our community members. In my professional work I assemble and lead teams to execute projects under tight timelines. My strengths include clear, consistent communication, thoughtful preparation and the facilitation of straightforward processes that allow individuals and groups to be collaborative and decisive. I am able to be a facilitator, a delegator or a decision-maker, depending on what’s needed in a situation.
What is or was your occupation, and how has it prepared you to be a councilor?
I have been a performing artist and storyteller my entire life. Producing and performing for the stage and screen have
honed my skills in collaborative problem solving, bringing people together toward a common goal and listening. I have been part of the Off Square Theatre Company team — first working in education programs and now as the organization’s leader — since I moved to Jackson. At Off Square, I have the privilege of steering the beloved annual youth musical, conceiving, executing and growing the free Thin Air Shakespeare program and using professional theater to catalyze challenging but necessary conversations about our contemporary world.
Understanding diverse perspectives and thinking on your feet are the day-to-day activities of an artist and theatremaker. Through storytelling we engage in healthy conflict that examines society, history and humanity. We educate ourselves and our audiences by activating our imagination and cultivating curiosity. Making theater is about creating connections and building community. In my tenure as a county commissioner, all of my experiences from the theater have provided context and key skills. I have been pleasantly surprised with how often I have been able to deploy these traits in navigating the dynamics of people. Theater and politics are not that far apart!
How else are you involved in the community?
For 13 years I have co-chaired the entertainment committee for Old Bill’s Fun Run. I am an active Rotary Club of Jackson Hole and St. John’s Episcopal Church member. It has consistently been important to me to engage outside of Teton County to be part of challenging assumptions about our community and participating in vital discussions at the state level. I serve as chair of the Wyoming Council for Women (under the Department of Workforce Services), vice chair of the Land Quality Advisory Board (Department of Environmental Quality) and a member of the Wyoming Community College Commission.
As an advocate for improving the health and economic well-being of women, as well as women’s representation in government and leadership, I helped launch and run the Cowgirl Run Fund, co-led the Wyoming chapter of Courage to Run and am a founding director of the Wyoming Women’s Action Network.
Lives in: South Park
Affiliation: Republican Age: 46
Finally, with an eye toward the next generation, I often engage in opportunities to visit our schools and work with organizations (like 4-H and Girls Actively Participating) to educate students on government and public service careers. My children also keep me busy with involvement in their activities and interests.
What are the top three issues facing our community?
(1) Supporting our people: As the inequities in our community grow, how we support the most vulnerable among us is paramount. This is expressed in various venues, including improving the affordability and accessibility of child care, the economic viability of small businesses and, unsurprisingly, our housing and transportation needs. It also means continuing to strengthen our human and social service sector and supporting small businesses to improve the overall interconnectedness of our community. (2) Avoiding paralysis: As we face increasingly complex challenges, especially in terms of land use, we will all need to juggle with the issue of paralysis. How do we keep working and adapting rather than succumbing to a quest for perfection? Our elected officials must grapple with this as we make decisions, and it is also a place where individual community members can impact how they engage in the community and our shared vision for the future. I’m so proud of our work on water quality over the past few years and how we moved this from a grassroots conversation to a functional plan. This is an example for the future as we address other challenges with practical action. (3) Finding balance: There will always be trade-offs among our priorities. Balancing what we want with what we can afford; balancing our wildlife, recreation, agriculture and open space values; balancing our housing needs with overall community growth; balancing a long-term vision for a sustainable economy with the urgent needs of our working families; and so many more. Committing to finding balance can also be an antidote to the polarizing ideology we easily slip into. To find balance we need to understand the experiences of people who are different from us, and we have to be willing to make mistakes as we try new things.
Moore declined to participate in the general election edition of the 2024 Jackson Hole News&Guide’s Voter Guide.
Melchor Dylan Moore
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SAMPLE BALLOTS
01-03 SKYLINE
The following precincts 01-07, 01-10, 02-01, 03-01, 04-02, 04-04, 05-01 have the same races appear as the sample below, however names will not be in the same order as they are rotated by precinct on the official ballots.
01-03 SKYLINE
The following precincts 01-07, 01-10, 02-01, 03-01, 04-02, 04-04, 05-01 have the same races appear as the sample below, however names will not be in the same order as they are rotated by precinct on the official ballots.
TETON COUNTY LIBRARY - 125 Virginian Ln, Jackson, WY TETON COUNTY/JACKSON RECREATION CENTER - 155 E. Gill Ave., Jackson, WY OLD WILSON SCHOOLHOUSE COMMUNITY CENTER - 5655 Main St., Wilson, WY TETON COUNTY WEED & PEST BUILDING - 7575 US-89, Jackson, WY ALTA BRANCH LIBRARY -50 Alta School Rd., Alta, WY 83414
Four primary winners vie for two seats on Teton County Board of Commissioners
Vicky O’Donoghue
Lives in: Rafter J Affiliation:
Independent Age: Did not answer
Approach to government : Did not answer
How long have you lived in Teton County?: 27 years
Why are you running?
The members of the Jackson Hole community, both city and county, are what initially inspired me to run for the office of Teton County commissioner. I have lived
in this area for over 27 years and proudly raised my son in this community. I now have the time and means to give back to this precious community that I value so much. In my many years of living here I have gotten to know so many fellow Jacksonians on a first-name basis. The people of Jackson know me and have asked me many times over the years to consider running for an office. People are tired and want fresh ideas and faces.
How would you define the job of county commissioner?
The county commissioner role is one of trust, serving as a representative for all community members. The five commissioners work as a cohesive team with key responsibilities, including:
– Engaging with the community and maintaining open lines of communication.
– Ensuring transparency in county operations.
– Developing long-term strategic plans for issues such as infrastructure, economic growth, public safety and environmental sustainability.
– Managing the county’s budget efficiently while seeking innovative funding opportunities.
– Advocating for the county at state and federal levels to secure grants and other resources.
– Promoting inclusivity, ensuring that every community member, regardless of background, has a voice in county matters. What role do you usually play on a team?
As one of the five commissioners I will prioritize transparency, communication and collaboration with the community and local departments. I will actively encourage public engagement through surveys and open forums to ensure all voices are heard.
What is or was your occupation, and how has it prepared you to be a councilor?
I am a people person, a servant leader. I am not in this for myself. I have ears to hear and want to hear from the community because I value the community so much. I am a good communicator and am very organized. My service is to the community at large: I am a problem solver. I can quickly identify a problem, identify a solution and
navigate the pathway to success. I have learned these skills by learning how to work with a team and, more importantly, through teamwork. Skills honed by being a team captain in the sports world. This propelled me to further leadership roles working for the United States Field Hockey Association and responsibilities for training players and coaches. My motto is “Unity with the community through communication.”
I am the person for this job because I feel the time is right to run as an Independent for the position of Teton County commissioner. Because of this nudging by the people I feel compelled to do what I can for the people of Teton County.
How else are you involved in the community?
I have coached soccer and have operated a successful driving business, Jackson Hole Driving LLC, here in Jackson for over 25 years.
What are the top three issues facing the county?
Roads (infrastructure), housing and taxes.
Amy Renova
Lives in: South Park Age: 38
Approach to governance: Transparency, inclusiveness and availability Years in Teton County: 15
Why are you running?
I am vested in everything it takes to educate our children. I want a seat at the table where decisions about our children are discussed and, more importantly, made. I believe all boards need to be diverse and have quality representation of our unique community that makes up Teton County.
What is or was your occupation, and how has it prepared you to be a school board trustee?
I currently work for the Town of Jackson in the Public Works Department. Public Service at its best.
How are you involved in the community?
I am the vice chair of the Teton County Fair Board, the Teton County Middle School representative for the Family Advisory Council and the past Jackson Hole High School representative. I am the coordinator for a diverse group of young women who participate in the Teton County Fair and Rodeo Royalty. Additionally, I’m starting my sixth year as a Bronc Backer board member. I have been a Sunday school teacher for the last 10 years and have coached many youth baseball and basketball leagues. Being this involved in our community has strengthened my understanding of the diverse needs of our children.
Betsy Carlin
Lives in: Wilson Age: 59
Approach to governance: Collaborative, open-minded and levelheaded Years in Teton County: 35
Why are you running?
I have dedicated my paid professional and volunteer life to supporting and advocating for children, their families and educational professionals. Eight years ago, with the encouragement of various community members, I decided to run for school board as a way to use my expertise in education and leadership to contribute to and serve my community. In November of 2016, I was elected to my first term. I have learned an incredible amount in the last eight years and believe my experience and depth of knowledge is valuable to the district. I continue to find joy and inspiration in my work as a TCSD school board trustee, so I am running again.
What is or was your occupation, and how has it prepared you to be a school board trustee?
I have been an early childhood professional for 35 years with a master’s degree in early childhood studies and a specialty in leadership and advocacy. During my career I have worked in schools and classrooms as a kindergarten teacher in a Central Ohio public school district. I worked for 20 years as the founding
Systems of Education in Teton County and as an advocacy consultant with Wyoming Kids First. I have served as a volunteer leader on the boards of more than eight local, state and national organizations. I understand educational systems and the role of a leader within those systems.
How are you involved in the community?
Beyond two terms as a school trustee, I have served on the boards of Girls Actively Participating, the Children’s Learning Center, Womentum, Off Square Theatre Company and most recently Hole Food Rescue, where I have been a volunteer for more than six years. I have also been a Womentum mentor twice.
During the pandemic I served on an ad hoc committee of the Community Foundation of Jackson Hole that focused on the immediate and long-term needs of families with young children and early childhood providers in Teton County. Teton County has been my home for well over 30 years, and it is part of the fabric of my being. I believe I am also at least a small part of Teton County’s fabric.
Bill McPeak
Lives in: Jackson Age: 78
Approach to governance: Transparency, accountability and efficiency
Years in Teton County: 14, previously owned a home in Teton Valley, Idaho
stu dents in relation to the decisions made involving financing, instructional equality, staff retention, safety and transparency.
What is or was your occupation, and how has it prepared you to be a school board trustee?
I am an Air Force veteran, a retired high school math teacher and coach. My experience as a classroom teacher and coach of multiple sports would give the board someone who knows firsthand the demands and needs of the profession.
How are you involved in the community?
I am a member of the hospitality committee and religious education teacher at Our Lady of the Mountains. I also have seven years of experience as administrator and coach of the girls’ softball program at Parks and Rec, and work part time at the Senior Center of Jackson Hole and at Parks and Rec.
Bill Scarlett
Lives in: South Park Age: 55
Approach to governance: Informed, engaged and ethical Years in Teton County: 40-plus
Why are you running?
I am running for my third term on the school board. Teton County continues to add more housing, which leads to more children in our schools. This growth is predictable, and the school board continues
To support the needs of staff and
to be proactive in addressing our capacity needs. Unfortunately, the Legislature has a reactive process that makes it difficult to fund our needs until the children are already enrolled in our schools. While the district has made progress in addressing the capacity issues facing our high school, we have not fully completed the state’s ongoing and repetitive process to “demonstrate” what our capacity issues are to access the required state funding.
With bigger classes also comes a need to have more educational professionals to teach our children. These professionals must be paid a wage so they can afford to work here. The model and regional cost adjustment (RCA) is scheduled for recalibration in 2025. The legislators will address the RCA that attempts to equalize education salaries across the state. Serving as the legislative liaison, I will defend the importance of the RCA and attempt to make enhancements that better recognize the true housing expense in Teton County.
What is or was your occupation, and how has it prepared you to be a school board trustee?
My career focused on banking and investments. I served my first term as treasurer and established a finance committee to review the budget and audit operations. As a result of this committee, negative audit findings have been reduced to nearly zero and the annual budget process has been streamlined and made inclusive for all.
I believe a board of trustees with diverse backgrounds and experiences is important to arriving at decisions that are best for the students in Teton County.
How are you involved in the community?
I was raised in Jackson Hole and am a
Jackson Hole High School and University of Wyoming graduate. My children currently attend Jackson Hole High School. Over the years, I have served on several nonprofit boards in Jackson and Wyoming. Besides serving as trustee, I currently serve as an advisory director to The Whitney Museum of Western Art at the Buffalo Bill Center of the West and to the College of Business at the University of Wyoming.
Jerry Bosch
Lives in: Wilson Age: 57
Approach to governance: Listen, question and listen Years in Teton County: 28
Why are you running?
I owe a great deal to several teachers, coaches and mentors. These folks saw something in me that I didn’t and without them I know I woul d not be the father, husband and friend I am today. I cannot think of a better way to honor these great individuals than to “pay forward” the lessons they taught me. As my high school coach taught me — sometimes we all need just one person to simply stand beside us. I know from talking to many in our community that we have folks that feel their voices aren’t being heard or represented. My door is always open. I am here to listen, ask questions, then listen some more. I believe in open, honest and respectful discussion and debate with all members of our community. This must be accomplished without fear of retribution.
To all the students, I am running for you. To see you are given the opportunities you desire. To all the teachers, I am here to make sure you have the resources and support to perform the magic you do. I am only one person and it truly takes a village! So, I humbly ask for your support and your vote.
What is or was your occupation, and how has it prepared you to be a school board trustee?
I am a trial attorney and business owner. I have degrees in economics and business from Carnegie Mellon University. I also served as a school district attorney for several years.
As a trial lawyer I am always trying to find out what happened. This is done through investigation and simply asking questions. What motivates people to do what they do is always at the heart of any case. Quoting Ted Lasso, I try to be “curious and not judgmental.” Ironically, finding the answers is not as hard as finding the right questions. What trial attorneys do with the information is tell their client’s story. We teach the judge and the jury about the facts of the case. One of the best trial lawyers I ever met started as a fourth grade teacher. I have been a college professor, I have coached various sports for 15 years, I have run a successful business and by far my most challenging y et rewarding occupation — father of three amazing daughters. Secret: It is my wife’s doing, not mine.
How are you involved in the community?
Mainly, I have volunteered on various nonprofit boards, including currently serving on the Off Square Theatre Board. I have provided free legal advice and counsel to those who cannot afford it. For close to 15 years, I have volunteered as a coach for various sports. I taught at the local elementary schools during Law Day and taught high school students how to become more effective public speakers to assist in their debate competitions. Some of you might remember me from playing music when I was younger or from the improv group “Out of Thin Air.” But mostly you will find me cheering on my three daughters in whatever they do.
Kate Mead
Lives in: Spring Gulch Age: 67
Approach to governance: Collaborative, collegial and thoughtful Years in Teton County: 32
Why are you running?
I have been honored to serve on the board for 16 years. My two grandchildren are school age (the fifth generation of Meads to attend TCSD schools), so the quality of our schools remains very important to me for all children. I also provide institutional memory to our board and administration.
What is or was your occupation, and how has it prepared you to be a school board trustee?
I practiced law for 36 years; seven years in Phoenix and 29 years in Wyoming. My clients were mostly in our county, but I had clients, and tried cases, in state courts across Wyoming. For the last four years I have focused on our ranching operations and our beef business.
How are you involved in the community?
I have been involved in the community ever since we came back to the family ranch in 1993. Brad and I were heavily involved in the county planning process on behalf of the agriculture community in the 1990s. I was appointed to the Teton Conservation District in 1995, or thereabout, and I served on that board for 10 years. I served on the board of the Land Trust for several years, the board of The Learning Center (I am still the agent), and Brad and I were founding members of the Grand Teton National Park Foundation. Our direct-to-consumer beef business that I founded in 2000 sells the highest-quality local beef at the People’s Market and the Jackson Hole Farmers Market during the summer months.
JIM HUNT
ST. JOHN’S HEALTH TRUSTEE
GOVERNANCE AND FINANCIAL EXPERTISE
Chairman and CEO of three successful companies.
Experience on eight public boards.
Currently professionally engaged in affordable housing, housing finance and insurance.
COMMITMENT TO COMMUNITY ENGAGEMENT
Board Member and Treasurer of St. John’s Health.
Immediate Past President of History Jackson Hole during fundraising and construction of Jackson Hole History Museum.
Board Member of Friends of Pathways.
Three years on Board of START and seven years with the National Forest Foundation.
BUSINESS AND HOUSING EXPERTISE
Career in developing and managing financial service firms.
Currently professionally engaged in affordable housing, housing finance and insurance.
Focused on St. John’s workforce housing project, the Hitching Post.
Where Teton County School District No. 1 candidates stand
Note: Amy Renova and Betsy Carlin did not submit photos.
List your top three priorities if elected:
Amy Renova: Strengthen academics, all-around safety for students and staff, and growth management.
Betsy Carlin: Student success, staff retention and facilities.
Bill McPeak: The welfare and safety of students and staff, to be respectful and respond to the concerns of the members of the community and to work to ensure that my goals are met in regard to the reasons that I have run for office.
What are your budgetary goals?
Amy Renova: I need to properly educate myself about our district and state’s current budget and spending trends.
Betsy Carlin: To maintain a balanced budget focused on the best possible wages for our staff and excellent programs for our students. This is not always an easy task given the cost of living in our community, but in my experience, Teton County School District No. 1 has an excellent finance team in place that works tirelessly alongside the school board finance committee to assure there are
Bill Scarlett: (1) To finally break ground on the Bronc Achievement Center and high school renovations to address the capacity issues created by the population growth in Teton County. Currently, Teton County School District No. 1 is not able to provide an “adequate and equitable” education to the public school students of Teton County due to capacity. The school board has already made that finding and continues to wait on the state to respond. (2) To work with legislators to make statutory changes to the funding model to
resources to meet this goal.
Bill McPeak: To ensure that money spent, where applicable, benefits as many students and staff as possible.
Bill Scarlett: To do my best to make sure the educational professionals are paid wages so they can afford to work in Teton County. Review programming to guarantee we are getting what we are paying for. Try to reduce those property tax mil levies that the school board of trustees can control to give property own -
address the hyperinflation that Teton County has experienced in the last four years. To address this, legislation should be changed to add the ability of using the latest Wyoming Cost of Living Index number to budget salaries or the existing three-year running average, whichever is more. This would pay our educational professional a realistic wage. (3) To review programming to determine if the results are reflective of the expense. There are programs that could face possible reductions and eliminations.
ers a slight reduction in taxes.
Jerry Bosch: Making sure that teachers and students have the financial support they need to pursue their individual goals and dreams. Given my background as a business owner and lawyer, I am ready, willing and able to dive headfirst into the financial statements. I will be examining the finances to ensure that the money we are spending is not only cost efficient but promotes the overall values and vision we have for the school district.
For example, subcontracting out
Jerry Bosch: Decreasing annual turnover of teachers, improvement in state achievement measures, and providing a safe environment for our children to thrive.
Kate Mead: First, our students. We must make sure that they are receiving the highest quality education, that they are safe and prepared for life after school. Second, obtaining state funds and completing the Bronc Achievement Center and third, making our operations as sustainable as possible.
services to large corporations to save a few dollars might save money in the short run, but the impact on the students and the overall morale of the district might not be worth the savings. Being fiscally conservative should not involve buying a valley car when we have a long road trip to reach our goals.
Kate Mead: To be able to maintain our certified and noncertified staff by continuing to be one of the best employers in the county. This will continue to pose challenges due to the rising cost of health care and housing.
What is your stance on providing and investing in housing for Teton County School District No. 1 staff members?
Amy Renova: I fully understand that we are in a housing crisis within our community, not just for our school district. I believe in quality housing, not quantity. Therefore providing quality housing to maintain quality school district staff.
Betsy Carlin: I believe if we want to be able to hire and retain the best possible educators and support staff for our district, we must continue to invest in housing solutions for school district staff members.
Bill McPeak: Supportive if done wisely.
Bill Scarlett: As a trustee I have been supportive of our investment in
housing for our staff members. I am very excited that the 24-unit SPETfunded apartment building has broken ground and is scheduled for completion before the start of the 2026-27 school year. The board of trustees should continue to work with community partners to increase our portfolio of school district employee housing as opportunities present themselves.
Jerry Bosch: I am in favor at looking at any and all projects that can provide the appropriate type of housing to the teachers we need to sustain our district into the future. A project that builds one-bedroom apartments slows down the revolving door but doesn’t actually address the issue. Also, teachers living with the fear of losing their
district-owned and -provided housing is not conducive to good morale. In talking with hundreds of folks while campaigning, I feel like cost of living is an issue. However, from what I have been told by voters it is not the main reason why teachers are leaving the valley. Teachers are passionate about what they do. Most of us found ways to live in this valley when we first moved here without a lot of money. My wife actually roomed with several of her friends in a garage (yes, through winter). We found a way — it is hard. We kept at it and here we are 30 years later. My first job here paid me $28,000 a year. So I get it. But we need to take more time to listen to the teachers we have and those that are leaving. I want to know more. To truly address the underlying problems, we must delve
deeper into this issue. Finding the right questions is the goal.
Kate Mead: During my early years on the board we built, in collaboration with the Housing Trust, 11 housing units at Wilson Meadows. If we had a crystal ball we might have doubled the density there. We purchased a home for superintendent housing, which has enabled the district to recruit and retain our superintendent. The new 24-unit apartment building that the district is building with SPET monies will offer consistent and long-term housing for faculty at a reasonable rental rate. The district must continue to seek opportunities to obtain housing units as our student population grows and we seek to retain staff.
How will you balance the desires of parents and patrons in the community with the mandate to provide a fair and equitable education?
Amy Renova: This is a case-bycase situation that we as a board will address.
Betsy Carlin: In my opinion — this is the job. In my experience constituents and stakeholders come to the school board with desires and opinions that will meet their individual needs. It is the job of a school board trustee to sift through all the information brought to them, to dig a bit deeper, review policy and to determine what is in the best interest of the majority of the students. It will never be possible to make a decision that satisfies everyone, but it is possible to make decisions that are fair and
equitable for the district as a whole.
Bill McPeak: That depends on whether or not the desires and mandate are in serious conflict. Here it should be necessary for the administration to develop a process (committee) to ensure that the concerns of the community are heard, respected and taken into consideration before a final decision is made. If the result is at odds with the desires of the parents and patrons then a full explanation should be provided as to the reasons why the decision has been made.
Bill Scarlett: Part of serving as a trustee of the public schools is to pro-
vide a sounding board for all. When a parent or patron has contacted me about an issue or concern, I discuss the issue with the superintendent to better understand and address the issue. I feel this has been a successful way to address most of the concerns that have been brought to my attention. On a few occasions the discussion has resulted in a need to change a policy which requires a board discussion and vote.
Jerry Bosch: I am not sure why these are placed on opposite ends of the scale to be “balanced.” Parents and members of the community are an important part of providing the funda-
mental right to an education. I believe in open, honest and respectful discussion about issues. I don’t automatically see the “desires” of parents or patrons as something that needs to be balanced. Sorry, I am not willing to accept the assumption. Parents and voters should be listened to and heard.
Kate Mead: The mandate to provide a fair and equitable education derives from the Wyoming Constitution and associated line of cases. The desires of parents and the community are important and certainly the board pays attention to that sentiment, but they cannot override our constitutional mandate.
Kate Mead Bill Scarlett
Bill McPeak
Jerry Bosch
Where Teton County School District No. 1 candidates stand (continued)
How would you address school capacity issues within Teton County School District?
Amy Renova: We need to asses our current policies and ensure we are incompliance.
Betsy Carlin: Teton County School District No. 1 has a capacity issue, particularly at the high school level. The hallways and lunchroom are crammed, and there are not adequate spaces for the variety of classes we offer. The district is fully aware of the situation and has a plan developed to address this. In 2001 the Wyoming Supreme Court decided in State v. Campbell County School District that providing school facilities was the responsibility of the state. For well over three years, the school board along with the superintendent, her staff and our state legislators have been working tirelessly and jumping through the hoops necessary to get funding for a high school renovation through the
state processes. I will continue to support the superintendent and district staff and advocate for state funding so our high school can be enlarged and enhanced to better meet the needs of our students.
Bill McPeak: Examine the projected capacity numbers as they currently exist. Ensure that the procedures set forth to monitor that there are not an excessive number of students attending who do not actually live in Teton County are effective. Then, depending on the accuracy of both, examine the plans that are being proposed to see if they are feasible.
Bill Scarlett: As the courts have ordered, it is the State of Wyoming’s constitutional duty to provide for an equitable education. This includes equitable and adequate school facili-
ties. I will continue to attend School Facilities Commission and legislative meetings that deal with our facilities. The next board of trustees should go through our facilities strategic plan that was developed in 2020 and update it. I have tried to take a proactive approach to growth over the last eight years, and I will continue to do so. Unfortunately, state government decisions are reactive, resulting in situations like we currently have at Jackson Hole High School.
Jerry Bosch: I am willing to look at any and all possible solutions to address this issue. Having stability for our students and teachers is a priority. Teacher-to-student ratio is critical to providing the best education for our children. I believe we need to examine future development in Teton County. Since I moved here almost
30 years ago, I constantly heard most of the land can’t be developed — yet I have seen our population increase dramatically. Understanding current development and future possible development is critical to insuring we meet our current and future needs. Addressing the problem now without understanding future needs will result in a solution that is outdated by the time it is built. I saw this exact thing happen with the school district I served. By the time they finished one elementary school they had a bigger need for a new one in a different part of the district.
Kate Mead: Jackson Hole High School is over capacity. The fix will be adding onto it and/or building the Bronc Achievement Center, which will then free up space in JHHS to renovate and add classroom space.
As Teton County School District navigates its highest influx of newcomers — students arriving in the U.S. for the first time from all over the world — what strategies would you employ to serve these public school students and empower and support educators?
Amy Renova: As I am not an educator, I would rely on what our teaching and support staff indicate as needs to make sure both parties are successful.
Betsy Carlin: As a trustee I will make sure there are policies and resources in place as I lean on the educational experts within the district to create a welcoming and educational environment for newcomers. In the school district there are two point people who coordinate this work. Piper Worthington, family engagement coordinator, oversees a thorough intake process for the newcomers so their strengths can be built on and used to help with the transition into the district. She also implements multiple communication strategies to promote direct access to families for the staff. Sandra Sanderson oversees the K-12 multilingual learners programs. She oversees the training and implementation of best practices for multilingual learners in the general education classrooms. She also oversees a multilingual data tracking system called
Ellevation. This system streamlines the process of tracking student progress using data to help teachers tailor instruction to individual needs. As a board, we monitor test results and other data points to ensure these programs are working and newcomers are advancing and meeting their full potential.
Bill McPeak: Difficult to answer without examining the current plans of the administration to address the problem.
Bill Scarlett: Newcomers have posed a challenge for our schools, and our professionals have done a remarkable job welcoming these students. Administration has developed an English immersion program for newcomers who do not have any English skills. When students achieve defined levels of English skills, they begin integration into the school population. Unfortunately, this has become a significant additional expense that the district is not reimbursed for.
What are your legislative priorities for education in the district?
Amy Renova: I will have to properly educate myself before I can comfortably answer.
Betsy Carlin: School funding is at the top of the list. It is imperative that we make sure we are receiving equitable funding so our staff can keep up with the rising cost of living in our community. The school district must also receive funding to meet our capacity issues. It’s also imperative there is state funding to support mental health resources for children in Wyoming.
Bill McPeak: Funding.
Jerry Bosch: The Wyoming Constitution provides it is a fundamental right in Wyoming to a quality education. I believe we should advocate for the realization of this fundamental right with the same passion as we do with any other fundamental right. The issue above is not unique to Teton County. First, we need leadership from the board and administration. We need to take full responsibility for this issue and take blame if and where we fail. We must lead by example. It starts with treating our newcomer kids and their families as part of the community. Stop using language that isolates or reduces them to some statistic that justifies our excuses for our failings. Next, we need the help our teachers and counselors. We need to find out what support and resources they need. We also need to involve the community to assist in helping families with adjusting to living here in Teton County. I know that there are several community groups that are already involved, but mak -
ing sure no family slips through the cracks is critical. The measure of a person’s character can be assessed by how they treat those who can do nothing for them.
Kate Mead: The school district has long been a leader statewide in working with newcomers. The challenge recently has been newcomers from non-Spanish-speaking countries or newcomers who speak Indigenous languages. Also, some of our newcomer population are kids who are middle school or high school age that have never been in a classroom. Our educators have participated in professional development programs aimed at these populations. Once a child can communicate even in rudimentary English, we are able to start them on a path of learning. Some kids will catch up with their peer age group academically, but many do not. The point is to get them to a place where they can function in Jackson and the U.S. generally and become productive members of the community.
Bill Scarlett: Capital construction. The Legislature is legally required to fund the high school renovations that will address the capacity issues we currently face.
properly funded mental health staff is extremely important.
Operational financing, aka “The Model.” The new majority in the Legislature has made it clear they are intent on cutting property taxes by 50%. With about 80% of all property taxes going to fund the public schools, this could have a major negative impact on our schools. This will impact how schools can operate. In this scenario, I will put our educational programming first. Funding for mental health services in our schools. Post-COVID recovery in the district appears to be above state and federal recovery rates. However, continuing to address mental health issues in all of Wyoming public schools is a real need. Funding of the suicide hotline and providing districts with
What question do you think voters should be asking?
Amy Renova: What do you bring to the table that will enhance our children’s educational success?
Betsy Carlin: Why are they running? The answer should be broader than a single issue.
Bill McPeak: Any question that is of concern to them. I want to hear from everyone. No question is unimportant.
Jerry Bosch: We are paid back by the State of Wyoming a set amount of money based on the Wyoming School Funding Model. Every five years the model is “recalibrated” to ensure that the funding of schools is “cost based” as required by the Wyoming Supreme Court’s decision in State v. Campbell County School District. Currently there is a lawsuit that is pending in the courts that will most likely redefine what is meant by the fundamental right of education. Based on the outcome of that case, my goal will be to work with our local legislators and those in surrounding districts negatively impacted by the Funding Model to make appropriate
adjustments to the model so that Teton County is receiving a more equitable portion of the pie. I recognize that many share this sentiment, and although Cheyenne may not always be receptive to our needs, we must persist and explore new methods to tackle the issue.
Kate Mead: First, continue to advocate for funding to address the capacity issue at Jackson Hole High School. Second to maintain and increase funding levels for education in our district including the regional cost of living increase that the district receives for teacher pay as a result of the cost of housing here. Generally, to focus legislators on the excellent results of their investments in Wyoming public education generally.
Bill Scarlett: Voters should ask what they can do to help our children succeed. The district always needs engaged community members to volunteer or provide resources to help our children succeed. There are multiple opportunities to provide for activities or reward excellence in our schools.
Jerry Bosch: What kind of leader do you aspire to be? If we were to ask your friends for three words to describe you what would they say? Do you have deeply held personal beliefs the voters
might be concerned about if they knew them before voting for you? What kind of relationship should the board have with the administration? Is there any one thing that disqualifies a person from being a board member?
Kate Mead: Does the candidate support local control of public schools?
Bill Hoglund
Lives in: Wilson Age: 70
Approach to governance: Inclusive, respectful and communicative Years in Teton County: 20
Why are you running?
The hospital is the most important organization in our community. It is necessary and vital to Teton County. As such, I feel that it is important for me to do everything I can to ensure that it thrives and prospers. I believe my knowledge of the community, my experience with nonprofits in the valley and my governance experience makes me an ideal candidate to serve on its board.
What is or was your occupation, and how has it prepared you to be a hospital board trustee?
I have a BA in management science and an MBA from the University of Chicago Booth School of Business. I worked for JP Morgan for 19 years in investment banking and finance. I have been a CFO of a private company. I have served on three public boards and countless private boards and have been a designated financial expert on a public board.
How are you involved in the community?
I was on the Community Foundation Board for 11 years and its chair for two years. I was a founder and on the board of Teton County Search & Rescue for almost 10 years and its chair for two
years. I was on the board of the Teton Literacy Center. I am on the board of the JH Fire /EMS Foundation. I have been a co-challenger for Old Bill’s for 17 years. I ski hosted for five years.
Bruce Hayse
Lives in: East Jackson Age: 75
Approach to governance: Collaborative, supportive and transparent Years in Teton County: 43
Why are you running?
St. John’s Hospital is a vital component of this community. I am running to preserve St. John’s as a high-quality, communityresponsive, independent institution. The 16 years l have served on the board I have seen the transformation of the hospital from a financially struggling and undistinguished facility to one that is now recognized as one of the best small hospitals in the country. I am determined to continue this trajectory and help expand our services while maintaining fiscal responsibility. With my many years as a physician at the hospital, I have an intimate knowledge of the needs and potentials of St. John’s.
I have particular interest in ensuring that St. John’s provides adequate access and quality care to all members of the community, regardless of background or status. Likewise, I am dedicated to ensuring that St. John’s remains as a public community hospital and that it doesn’t succumb to the pressures of privatization takeover by any hospital chain. This includes the need to fend off any entities
“Building relationships to solve problems is the essential ingredient of a successful legislator, and Representative Storer has those attributes. She has been able to bring her life experiences into the legislative realm to be a successful legislator in a very short amount of time. [She] successfully passed an amendment and subsequently the bill, in a move that was easily in the top ten of my legislative career.”
- Speaker Albert Sommers
that might seek to invade the Teton County marketplace with a view toward skimming off the more lucrative components of our health care services.
Provision of competent, compassionate publicly directed medical services is an essential part of maintaining a healthy, vibrant and caring community. The maintenance of this care has been my goal since involvement with the board.
What is or was your occupation, and how has it prepared you to be a hospital board trustee?
As a long-standing independent family physician in Jackson, I have great depth of knowledge regarding the workings of community hospitals, and St. John’s in particular.
How are you involved in the community?
I have been involved in numerous causes and organizations in Teton County and have been particularly focused on provision of services to the underserved and needy members of the community.
Evan
Jones
Lives in: Teton Village Age: 67
Approach to governance: Thoughtful, dedicated and effective Years in Teton County: 5
Why are you running?
I want to continue my work as a trustee to strengthen St. John’s Health and to improve the quality of health care
in Jackson. Trustee leadership for St. John’s can make a difference. Just as our new CEO, Jeff Sollis, has strengthened St. John’s Health, my leadership and successes as a St. John’s trustee have made an impact. There is much more work to be done to build and protect our special hospital. I co-chaired the search committee that recruited Sollis as hospital CEO. As chair of the Strategy and HR Committee I worked with Sollis and others to develop the new strategic plan for St. John’s Health. The plan outlines a compelling vision for the future. As trustee I want to continue to help lead this effort that will improve quality and operational excellence, strengthen and support our workforce and expand service offerings in areas such as oncology, women’s health, orthopedics and mental health. Through my service on the Finance, Facilities and IT Committee, I will continue to help lead efforts to build affordable housing for the St. John’s workforce.
What is or was your occupation, and how has it prepared you to be a hospital board trustee?
I am a successful entrepreneur in the health care industry. I have 30 years of experience as CEO and board member of health care institutions and public companies. I founded and helped start several health care companies. I was vice chair of the board for the Children’s National Hospital and board chair for the Children’s Research Institute. I serve on the board of directors for Veracyte, a leading publicly traded cancer testing company, Brightside Health, a leading
WYOMING ENERGY MEANS AMERICAN ENERGY INDEPENDENCE
telehealth mental health services company, and the advisory board for the BioFrontiers Institute, University of Colorado. I served as a financial expert on multiple public company board audit committees. This is an important skill set I bring to St. John’s. My professional experience as a CEO and board member of not-for-profit health care institutions and public companies has prepared me to serve as a trustee.
How are you involved in the community?
My primary focus in the community is serving as a trustee for St. John’s Health and the St. John’s Health Foundation. At St. John’s Health I am chair of the Strategy and HR Committee and a member of the Finance, Facilities and IT Committee. At the St. John’s Health Foundation I raise funds for the hospital through fundraisers and other activities. My wife, Cindy, and I are Old Bills co-challengers, and we support other charities in the valley. We are active in the backcountry skiing and mountain sports communities.
CLEAN WATER TRAFFIC SOLUTIONS
Jim Hunt
Lives in: Skyline Ranch Age: 72
Approach to governance: Measured, constructive and contributor
Years in Teton County: 25
Why are you running?
I am passionate about how critical St. John’s Health is for our community and ensuring as much local health care as is practical. Having been an advisor since the winter of 2022 and trustee since winter 2023, I am gratified by the contribution I feel I’m making, first as a volunteer, and now as treasurer and chair of Finance Facilities and IT.
What is or was your occupation, and how has it prepared you to be a hospital board trustee?
I’m currently engaged in four corporate boards, all of which provide me relevant experience to bring to St. John’s Health. I am now executive chair of a national real estate investment firm, which is significantly focused on public-private partnerships. My career has spanned investment management firms, which has given me significant industry exposures, including health care investments. Having served on eight public company boards and numerous private boards, I’ve had experience both being a CEO and working effectively with CEOs and management consideration for the right amount of governance engagement.
How are you involved in the community?
I’m on the board of the Jackson Hole History Museum and am the immediate past president with leadership in the planning, building and fundraising for the new, and phenomenal, history museum. Additionally, I am on the board of Friends of Pathways and previously served a term on the START board.
Mark DeBoer
Lives in: Teton County Age: 67
Approach to governance: Objective, collaborative and competent Years in Teton County: 3 1/2
Why are you running?
I am running to be instrumental in the process of St. John’s Health to provide the highest quality of medical care and service for Teton County.
What is or was your occupation, and how has it prepared you to be a hospital board trustee?
I am a cardiologist, in practice for more than 30 years, with broad experience in both private practice and managed care.
How are you involved in the community?
Running for hospital board is how I am becoming involved in the community.
Shannon Brennan
Lives in: Northern Teton County Age: Did not answer
Approach to governance: Inclusive, innovative and decisive Years in Teton County: 3.5, but 43 years in the region
Why are you running?
To contribute to and lead in ensuring that high-quality health and medical resources are accessible to all in the region and that there is alignment of the people’s needs with these resources well into the future without unnecessary interruption.
What is or was your occupation, and how has it prepared you to be a hospital board trustee?
I have over 40 years of experience in energy management in the private and federal sector. I have managed large projects and programs ($5B-plus), including contract management and performance, probabilistic risk assessment, financial management and reporting, negotiation, conflict resolution, talent acquisition, human capital management, public affairs, stakeholder and partnership relationships, systems engineering, decision analyses, needs assessment, quantitative and qualitative strategic planning, regulatory compliance, safety and quality assurance. I am certified in advanced project management through Stanford and am a senior fellow with the Partnership for Public Performance.
How are you involved in the community?
I have been appointed by the governor as a representative to the Wyoming Groundwater Advisory Committee from Water Division No. 4, am a member of the Teton County Board of Health, am an officer of my homeowners association and am involved in local politics and my church.
Where hospital board candidates stand
Note: Mark DeBoer and Bill Hoglund did not submit photos.
List your top three priorities if elected:
Bill Hoglund: Focus on workforce training and retention. Help make crucial decisions on which additional specialty areas to prioritize for St. John’s. Work with the Foundation to ensure sufficient funds to accomplish strategic goals.
Bruce Hayse: Maintaining St. John’s as an independent, communityled facility, with all benefits accruing to the community and not to any outside entity. Secondly, ensuring that all residents of Teton County receive equal access to high quality and compassionate care, not dependent on their socioeconomic status. Thirdly, ensuring that the expansion of services be carried out in a manner most beneficial to the greatest number of the community.
What are your budgetary goals?
Bill Hoglund: With an increasing percentage of Medicare funded compensation vs. private reimbursement, decreasing mill rates, increasing uncovered mental health care costs, I believe there will be increasing pressure on the hospital on the revenue side. The current financial statements are from June 30, 2023; the 2024 statements won’t be released until Oct. 31. I find it difficult to prioritize budgetary goals with current information.
Bruce Hayse: Ensuring that we maintain high quality services and exceptional care while not placing the community in any jeopardy from fiscally risky endeavors. The goal of St John’s is not to make money, but
Evan Jones: My priorities for St. John’s Health are aligned with the priorities outlined in the hospital strategic plan: improving quality and expanding care; strengthening and supporting the workforce and new housing; sustainability and maintaining hospital independence. There are a number of capital projects that the board will need to help progress in the future. These include expansion of the oncology program, the Hitching Post affordable housing initiative and the construction of a new primary care unit.
Jim Hunt: 1) Fulfill the workforce housing plan currently underway with SPET and community support. 2) Maximize locally available health care
to provide care for the community. At the same time, it is essential that we use fiscal wisdom to ensure that this is done in a responsible manner.
Evan Jones: St. John’s Health should invest to provide top medical services and to retain and build a dedicated workforce. The hospital should maintain a strong financial position by continuing to improve efficiencies. As a District Hospital it is important that we continue to allocate funding to provide care for those in need.
Jim Hunt: Within the context of being a community-owned hospital that provides services that care for
services with a pipeline, as necessary, to partners at centers of excellence. 3)
Build St. John’s capacities with creative financings and community support.
Mark DeBoer: 1) To be cognizant of the medical needs of Teton County residents and to make every effort to assure those needs are met. 2) To work toward maintaining excellence in the quality of medical care. 3) To work toward maintaining the quality of medical service.
Shannon Brennan: 1) Have a written, detailed map for future growth. I would like to implement a risk- and need-based qualitative/ quantitative long-range plan with a 5-, 10- and 20-year horizon, that
all our community, live within our budget, which includes tax support from the community, operational efficiency is paramount, and I am very supportive of St. John’s Health leadership and their long-term commitment to financial prudence, operating efficiency, with care and concern for our extraordinary staff.
Mark DeBoer: To assess and prioritize the medical needs and services and develop a budget that balances those needs and resources in financially responsible ways to provide the best possible medical care.
Shannon Brennan: The obvious challenge is to remain fiscally solvent with margins that allow for
is built on the same assumptions as other county entities regarding growth, economics and residential/ visitor profile. 2) Keep the workforce, financial profile and compliance envelope strong. I would like to see SJH meet employee recruitment/retention goals, remain fiscally sound through these uncertain times and continue on the path of quality and compliance recently established. 3) Continue to strengthen the trust with the people SJH serves. I would encourage the Board and SJH leadership to continue progress toward a closer relationship with the public, building on current strides in transparency to ensure their health care and medical needs are accessible now and in the future.
future uncertainty. This would have to be within the bounds of a not-forprofit hospital, as SJH is countyowned. 1) Have a documented and board-approved process in place to handle uncertainties such as changes to reimbursement programs, supply chain issues and interruptions, increasing costs of goods and services, labor shortage, and other external events, i.e. pandemics that could disrupt normal budgeting predictions. 2) Keep a sufficient cash flow margin to address SJH’s operational (daily) needs; focus on alternative yet reliable sources for capital funds, including grants, bond issuance, etc.; and manage funds per a rolling budget that is frequently updated and reviewed by the board.
St. John’s Health recently passed a new strategic plan after seven years. Tell us your thoughts on the community medical center’s direction.
Bill Hoglund: The Strategic Plan is a balanced, well-thoughtout plan. The focus on strengthening and supporting its workforce, especially with its King, Karns and Hitching Post housing focus, is imperative. The hospital also needs to expand its centers of excellence beyond orthopedics. It will be vital to work with the Foundation to raise additional funds to counteract the declining mill rates, the increasing percentage of Medicare reimbursement and the burgeoning mental health care needs of our community.
Bruce Hayse: Under the current administration and board, we have embarked on a judicious, careful plan of expansion. It provides the addition of necessary services and improvement of existing services, while providing fair compensation and treatment of employees. This includes a necessary focus on housing for employees.
Evan Jones: The St. John’s strategic plan outlines a promising vision for the future with a focus on operational excellence/quality,
supporting the workforce and expanding care. Investment in each one of these areas will continue to strengthen the hospital and ensure sustainability into the future. The plan will enhance physician services in areas such as oncology, orthopedics, general surgery and mental health services. These expanded services will be of significant benefit to our community.
Jim Hunt: We are currently putting forth a facilities master plan which will reflect the strategic plan and St. John’s Health ambitions to expand oncology care, and maintain and expand aging facilities. Management appropriately has sized the strategic ambitions relative to a detailed survey of the community and our needs.
Mark DeBoer: St. John’s Health Strategic Plan identified that community input is key to understanding the expressed medical needs and desires of Teton County residents and ultimately the development of goals for improved medical services and access to care. I agree that pa -
tient centered care is the correct focus when developing a strategic plan.
Shannon Brennan: The board has made significant progress on planning, but the newly-published Plan needs more work. Since it is the very backbone of SJH’s management, I recommend that it be upgraded to a significantly more robust, quantitatively-based living document. The Plan should 1) envision, in detail, where SJH needs to be in 5, 10, and 20 years based on scientifically-projected community needs (the assumptions of need should be in lockstep with projections of need by other county entities for growth), 2) identify funding mechanisms for future capital projects, new facilities and major land acquisition to support these visions, and 3) strategize employee recruitment/retention approaches. Best, worst, and most probable conditions as well as strengths, weaknesses, opportunities and threats for each timeframe should be evaluated. Specific, measurable goals with dates should be established for the most
likely scenarios. This would make the Plan risk-based and therefore credible, actionable and defensible against which budgets could be built and performance could be measured. The document should be “living,” with a commitment to revisit it periodically and with a frequency that ensures currency.
The current Plan speaks to soft aspirations of advancing care but offers no trackable/measurable milestones. The community input is good but speaks only to current wishes. The Plan is neither risk-driven nor quantitative. It is based on only one population scenario, that of modest growth only. Additionally, it appears not to have considered the continuing incremental visitor growth each year. It does contain a promise to develop a financial plan, a plan for facilities and staffing and a commitment to defining priorities, etc. However, that makes it a pre-plan, awaiting completion of the actual one. SJH needs to be driven by a substantive, strategically-driven, risk-based plan with manageable, measurable goals. Excellent start, but more work is needed.
Jim Hunt
Shannon Brennan Evan Jones
Bruce Hayse
Where hospital board candidates stand (continued)
Would you advocate at a state level to expand Medicaid? Why or why not?
Bill Hoglund: Yes, but I don’t believe this will have much impact on Teton County.
Bruce Hayse: State expansion of Medicaid is a fiscally wise move which would lead to significant benefits for both our population and our struggling local hospitals. The lack of expansion this far I see as both unwise and uncaring.
Evan Jones: Yes, I would advocate for Wyoming state level Medicaid. Using federal dollars to cover Medicaid patient costs makes sense vs. St. John’s covering these costs today.
Jim Hunt: YES! Medicaid expansion in Wyoming would provide significant benefits to our community by increasing access to health care for low income residents, reducing the number of uninsured individu -
als and improving public health outcomes. It would also alleviate financial pressure on community hospitals and health care providers, who often serve uninsured patients. Additionally, expansion could bring federal funding to Wyoming, creating economic benefits, helping stabilize the health care system and significantly reducing uncompensated care cost by hospitals and taxpayers.
Mark DeBoer: In reviewing the pros and cons of Medicare expansion, I believe if it is structured appropriately, it would be a win for both Teton County residents and St John’s Hospital. This would require certain irrevocable commitments from the federal government.
Shannon Brennan: Respectfully decline to answer as it is a politicallyinfused question being asked of candidates vying for non-partisan seats.
What gaps do you see in health and human services in Teton County and how would you address those as a board member?
Bill Hoglund: Mental health care is the most obvious challenge for our community with lack of providers, difficulty of reimbursement and stigma of certain populations to reach out for assistance. We need to provide for those needs, even if they fall in the charity category.
Bruce Hayse: There are significant needs in this community in the area of mental health and substance abuse. St John’s has been heavily involved in recent efforts to improve services; I would help ensure these are continued. There are serious deficiencies in health care for the Hispanic community. I would like to see more effort to address these needs, particularly through working with the community organizations and liaisons.
Evan Jones: There is an opportunity to strengthen women’s health care, oncology and behavioral health services. I will support management’s efforts in these areas and others.
Jim Hunt: St. John’s management has been effective in recruiting additional medical providers, such as an orthopedic trauma surgeon and an oncology physician. Effective recruitment and retention, which includes addressing the need for housing solutions is key to expanding services or maintaining services such as maternity care, where there has been a shortage. Much has been said and written about the need for additional mental health resources in our community, and I’m certain -
What question do you think voters should be asking candidates?
Bill Hoglund: Voters should be looking at what candidates have done in similar board roles for similar institutions that qualifies them for this job.
Bruce Hayse: How candidates understand what a publicly owned hospital means to the community.
Evan Jones: Voters should focus on health care institution governance experience, their vision for St. John’s and their commitment to do the hard work to support the hospital.
Jim Hunt: 1) How current and relevant is your experience in serv -
How would you define a hospital board trustee’s
role?
ly supportive of initiatives at St. John’s.
Mark DeBoer: There is always a challenge in rural community hospitals to provide broad and comprehensive quality medical care in all areas of medicine. St John’s Hospital is no exception. Gaps are more often related to specialty and subspecialty services. There is a balance between which services can be reasonably supplied locally and which need to be outsourced. The balance is based on both quality and financial constraints. There will always be services that will need to be outsourced. What is most important is having very strong relationships with outsourcing practice partners, which will give them a sense of com -
ing as a board member? 2) Are you versed in the role of trustee and effectively working with management? 3) Do you have the time to serve?
mitment to provide excellent quality medical care and service to our patients.
Shannon Brennan: Access to mental health resources and providers appears to be a significant unmet need in Teton County. I would encourage and actively support programs and personnel to organize outreach, diagnoses and help for the broad spectrum of citizens — and visitors — who need assistance due to both chronic and acute conditions. I would work in close partnership with the Teton District Board of Health to coordinate roles and responsibilities for this as a permanent, long-term, committed effort to address this.
Mark DeBoer: Candidates should be asked how they plan to address the voters’ needs that have not been fulfilled.
Shannon Brennan: How will your participation on the Board translate into improvements in the performance of SJH in terms of health outcomes, staff retention and stakeholder satisfaction?
Bill Hoglund: The board of trustees are the governing body of the hospital, responsible for overseeing the hospital’s mission and strategic direction. They are responsible for setting goals for the CEO and making sure they are attained. They are responsible for the financial well being and health of the hospital. They are not responsible for second guessing the hospital administration and intervening in treatment.
Evan Jones: Trustees should make St. John’s their top priority. Trustees help set the long-term direction for the hospital, have important fiduciary responsibilities and work collaboratively with the CEO and management.
Jim Hunt: An effective hospital board trustee is responsible for overseeing the strategic direction, financial health and policy development at St. John’s Health. The trustee should ensure St. John’s meets its mission
Bruce Hayse: To respond to community health care needs, to make all decisions open and transparent, to ensure all care is suffused with compassion and to provide wise and collaborative guidance to the hospital administration.
Voting laws to look out for in 2024
and serves our community effectively. We also provide governance, ensuring compliance with legal and regulatory requirements and importantly, hold the hospital’s leadership accountable for performance.
Mark DeBoer: St John’s Hospital trustee’s role is to represent the constituents of Teton County and do my best to meet and hopefully exceed their needs and expectations for medical care through St John’s Hospital.
Shannon Brennan: Trustees for a public hospital have a fiduciary duty to protect all assets of the hospital, in-
cluding human capital, organizational structure and processes, financial assets and real property. They are accountable to ensure high quality care. They develop and guide the long-term vision, goals, and overarching institutional policies. They lead in strategic planning and policy decision-making. They oversee the management of the hospital, selecting the CEO, setting clear goals and expectations for her/ him and appraising performance. Trustees are entrusted by the community they serve and so they maintain high awareness of issues and community sentiment affecting the hospital and the services it provides.
Laws limit party switches, trim absentee voting period
By Jasmine Hall STATE GOVERNMENT REPORTER
The Wyoming Legislature has passed two new laws limiting how voters participate in elections.
The first change now in effect is that registered Wyoming voters are no longer able to change their party declaration after the candidate filing period begins May 15. That upset many Teton County voters who made their way to the polls on Primary Election Day and realized they were stuck.
House Bill 103 passed on a 51-9-2 vote in the House and a 19-11-1 vote in the Senate during the 2023 legislative session. The new law eliminated the option for currently registered voters to change their party affiliation — Demo-
cratic, Republican or unaffiliated — between May 15 and Election Day.
Another new law playing a role in both the primary and general election is Senate File 153. Voters will have fewer days to cast their ballots. The law reduced the absentee voting period by 17 days, with exceptions for military members casting ballots from abroad.
The Legislature voted 56-5-1 in the House and 29-2 in the Senate to shorten the absentee voting period to 28 days, down from 45.
So that means voters will have 17 fewer days in October and November to cast their absentee ballots for the general election.
Absentee voting isn’t just mailing a ballot to the Teton County Clerk’s Office or using the drop box in the front
of the Teton County Administration Building, 200 S. Willow St. Voters can also vote early by showing up at the Clerk’s Office and casting an absentee ballot in person.
Historically, Teton County has had extremely high turnout for early voting. In the 2022 general election, 4,944 people voted on Election Day, 3,734 residents voted early in person at the Clerk’s Office, and 1,678 voters cast absentee ballots via mail or drop box, according to the Clerk’s Office.
While it isn’t a new law, voters should be aware of a decades-old one that requires the state’s county clerks to purge voter rolls every two years. Thousands of voters have been removed in the past few election cycles because they did not vote in the most recent general election.
The most recent data released in May by the Wyoming Secretary of State’s Office showed there are about 83,500 fewer registered voters in the state than at the end of 2022. That was nearly a 28% drop.
At the end of 2022, there were 16,349 voters in Teton County. That dipped after the general election purge to 11,650, meaning that nearly 40% of Teton County’s voters were purged since the last general election. That was a much higher rate than the state average.
Residents interested in checking their status can visit or email the Teton County Clerk’s Office. Mailed-in registrations must be mailed 14 days before the election, but in-person registration is available up to and including on Election Day.
Barrasso, Hageman face challengers
All of Teton County’s incumbent legislators go uncontested in the general election.
By Jasmine Hall STATE GOVERNMENT REPORTER
Teton County voters will have to decide between the Republican congressional incumbents and Democratic, Libertarian and Constitutional challengers.
U.S. Sen. John Barrasso is running against Democratic candidate Scott Morrow, who was uncontested in the primary in August. They are the only two facing off in the U.S. Senate race. The U.S. House race is a little busier. Rep. Harriet Hageman faces Democrat Kyle Cameron, Libertarian Richard Brubaker and Constitution Party candidate Jeffrey Haggit.
Senators serve six-year terms in the upper chamber of Congress, and Wyoming has two in the governing body of 100 politicians. Members of the House serve two years, and
Wyoming has only one, based on its small population. There are 435 members of the House.
Barrasso has held his seat as one of two senators representing Wyoming since 2007. In his last election, in 2018, Barrasso won 67% of the vote. Before the orthopedic surgeon was appointed to the U.S. Senate, he served in the Wyoming Senate from 2003 to 2007.
Hageman is a freshman lawmaker in Congress who defeated former Rep. Liz Cheney in the 2022 Republican primary with a landslide 66.3% of the Wyoming vote. She won 68.3% of the vote in the general election. She’s an environmental lawyer who co-founded the Wyoming Conservation Alliance.
Both are avid supporters of former President Donald Trump, the Republican nominee for president. Barrasso secured Trump’s endorsement in May.
Barrasso challenger, Morrow, is based in Laramie and was interviewed by WyoFile.com State Government Reporter Maggie Mullen. He said he had no choice to run for office because it is critical voters
have choices.
“I don’t have any expectations that this is a cakewalk,” Morrow told WyoFile. “But I gotta get out there and try. I’ve been reaching across the aisle to Republicans since day one, since back in 1978 when I joined the Postal Service.”
Cheyenne native Cameron, running against Hageman, was also interviewed. She said she was discouraged by the lack of support for workers in Hageman’s voting record.
“Witnessing the current state of our government, I am compelled to advocate for decorum, cooperation, and the protection of our democratic values,” she said on her campaign website. “My lifelong commitment to, reproductive rights, workers’ rights and equality motivates me to continue fighting for a better future for Wyoming, where every citizen can thrive and contribute to our shared community.”
Brubaker is from Riverton. He has no campaign presence online.
The last challenger to Barrasso is Haggit, who has lived in Wyoming for 48 years. He serves as the state
chairman of the Constitution Party.
“Wyoming faces a myriad of challenges and opportunities,” he said in a WyoFile election guide. “I think the one of most important things that a member of Congress can do is protect its citizens from intrusions on their freedoms and liberties from within the Federal government and the U.N. I would introduce legislation prohibiting the introduction of Central Bank Digital Currencies and look for legislation that needs removed that are an impediment to the state being in control of its own path to diversify its economy for the betterment of its people.”
While the congressional candidates face challengers, none of Teton County’s incumbents in the Legislature are contested. Reps. Mike Yin, Andrew Byron and Liz Storer sit alone on the ballot, along with Sen. Dan Dockstader.
Early voting began Oct. 8 and ends Nov. 4. The general election will take place Nov. 5.
Contact Jasmine Hall at 307-7327063 or state@jhnewsandguide.com.
Voters will decide whether to retain six judges
By Jasmine Hall STATE GOVERNMENT REPORTER
Wyoming voters have been deciding which judges will continue to uphold the justice system in their communities for more than 50 years.
The Wyoming Constitution was amended by voters in 1972 to adopt a “merit-based system for selecting and retaining judges and justices,” according to the Wyoming State Bar. It was inspired by the merit selection plan Missouri established in 1940, which proposed a nonpartisan commission to consider applicants for judicial positions. Those candidates are then selected by the governor or appointing authority and put on the bench.
Governors in Wyoming continue to choose nominees from the commission, but it’s up to the voters who stays. The Wyoming State Bar said this merit-based system avoids problems that arise when elected justices and judges make promises to or raise money from the people and attorneys who appear before them.
“The debate over the method of selecting judges in our society began long before Missouri instituted the merit system,” according to a brief by the former Wyoming Supreme Court Program Coordinator Ronda Munger. “Alexander Hamilton and Thomas Jefferson debated this issue even before the founding of our nation. Finding the delicate balance between the competing value of judicial independence and judicial accountability is a difficult one.”
There are six judges Teton County voters will decide whether to retain and for how long. Supreme Court justices serve eight years until their next retention election, district and chancery courts stand for retention every six years, and circuit court judges are up every four years.
Supreme Court Justices Kate Fox and John Fenn are on the ballot statewide. Ninth Judicial District
Court Judges Melissa Owens and Katharine McKay in Teton County are only on the local ballots, along with Circuit Court Judges Daniel Stebner and John LaBuda.
There are resources to assess the performance of judges across the state, which are provided by the Wyoming State Bar. They conduct assessments and publish the results at WyomingBar.org/for-thepublic/judicial-branch-faqs/.
The first judicial evaluation poll ever done by the state bar was in 1976 and has continued annually. But last year a committee was formed to review the polls conducted in previous years and suggest changes, and it included representatives across the judiciary system.
“All attorneys would indicate which judges in Wyoming they had appeared before in the previous
two years,” the 2024 assessment introduction explained. “For each judge indicated, attorneys would rate the judge’s performance on several items. Attorneys would also evaluate Supreme Court Justices based on either an appearance in that court or a review of their written opinions. Attorneys were asked to indicate whether they favor or oppose the respective judge’s retention. Finally, attorneys would be asked to include their comments explaining their rating on each group of items.”
All comments are shared with the judge and justice only, but the author is never disclosed.
A total of 417 surveys were completed, meaning the response rate of attorneys is 25%. The sliding scale for analysis is 10 to 100, “where 10 to 39 is considered ‘below adequate,’ 40-69 is considered ‘adequate,’ and 70 to 100 is considered ‘above adequate.’ For the public, only these aggregate ratings are provided.”
Justice Fox was rated above adequate in all of the categories from knowledge of the law, how well her judicial opinions are reasoned, attentiveness, integrity and ethics and more. Fenn was given the same rating, and the majority of attorneys said they favored both the justices for retention.
Judges Owens and McKay in the Ninth District Court were rated above adequate in every single category, whether that be case management, demeanor, diligence and application and knowledge of the law. Both were recommended for retention.
Finally, Circuit Court Judges Stebner and Labuda were regarded as above adequate in all the same categories and recommended for retention. Labuda was the only judge where every attorney surveyed recommended retention, while the others still received recommendations from the majority of attorneys.
BRADLY J. BONER / NEWS&GUIDE FILE
Ninth Judicial District Court Judge Melissa Owens presides over a case in the Teton County Courthouse. Owens is one of six judges that Teton County voters will decide whether to retain in this election.
