I. Opening Statement: Transparency, Accountability, and the Need for Local Journalism
Serving as a Davis County Commissioner has reinforced a fundamental truth: when citizens lack reliable access to local government information, transparency weakens, accountability erodes, and serious problems can persist without public awareness.
Davis County no longer has a robust, county-wide newspaper consistently covering Commission meetings, budgets, audits, and administrative actions. While agendas and minutes exist, they do not replace sustained, independent journalism that informs voters and holds government accountable.
This report is intended to help fill that gap. It is not a substitute for ongoing public oversight, but an effort to provide voters with a clear and accurate record of accomplishments, challenges, and unresolved issues. An informed public makes better decisions, and sunlight remains essential to a healthy republic.
II. Commitment to Voters: Town Halls and Public Engagement
I promised voters I would hold Town Halls, and I honored that commitment by holding them quarterly. Attendance was strong. Even the lowest-attended Town Hall—held in December during the holiday season—had 18 participants.
These Town Halls allowed residents to raise concerns, ask difficult questions, and engage directly with their Commissioner. Listening to voters is not a campaign activity; it is a duty of office.
III. Public Meeting Accessibility and the Evening Meeting Trial
I advocated for improving public access to Commission meetings by adjusting meeting times. On a trial basis, four meetings were held at 6:00 p.m., which were visibly better attended by working residents and families.
The County Clerk’s Office does not formally record public attendance, limiting objective evaluation. Despite the success of evening meetings, the Commission returned to Tuesday meetings at 10:00 a.m.—a time that significantly limits participation.
Meeting times materially affect transparency and engagement.
IV. Portfolio Assignments, Collaboration, and Operational Successes
At the outset of the year, portfolio assignments were uneven. Chair Lorene Kamalu retained four portfolios, Commissioner Bob Stevenson held three, and I was assigned two.
I raised concerns privately and professionally. I also received a phone call from a former County Commissioner encouraging me to stand up for myself and insist on fair treatment—advice I did not expect would be necessary in a three-member governing body.
To his credit, Commissioner Bob Stevenson recognized the inherent unfairness of the initial arrangement and voluntarily offered to transfer the Davis County Golf Course portfolio to me. This brought my total to three portfolios and reduced his to two. His willingness to adjust reflected cooperation and fairness.
I ultimately served as liaison for Information Systems, Facilities, and the Golf Courses.
Operational Results
Information Systems
Information Systems delivered exceptional results. The IS Director took cost savings seriously and produced over $600,000 in documented savings for Davis County taxpayers while also implementing significant system improvements across county government.
Golf Courses
The County’s golf courses achieved record profits while remaining affordable, accessible, and well-maintained. These results preserved important community assets and disproved repeated claims that the courses were financial liabilities.
Facilities
Facilities staff consistently performed above expectations despite increased responsibilities, fewer resources, and rising demands. They demonstrated professionalism, efficiency, and a strong commitment to public service—doing more with less.
Later in the year, Commissioner Stevenson approached me about swapping Information Systems for Public Works, and we agreed to that change collaboratively. This demonstrated that cooperation and good-faith negotiation were possible when approached openly.
V. Fiscal Responsibility and the Importance of Cost Control
From the outset of my service, I recommended cost-cutting, efficiency reviews, and spending restraint before raising taxes.
Those recommendations were repeatedly rejected. Chair Lorene Kamalu publicly discussed tax increases as high as 30 percent. Ultimately, a 14.9 percent tax increase was adopted over my opposition, and I was pressured to support it unanimously.
Davis County families deserve leadership that treats tax increases as a last resort, not a default option.
VI. Legacy Fiscal Decisions and Voter Disregard
A major contributor to the tax increase was a pattern of fiscal decisions made prior to my arrival that reflected poor planning and insufficient cost control.
Both Chair Kamalu and Commissioner Bob Stevenson advocated for tax increases as high as 30 percent while resisting early cost-saving recommendations. Former Controller Curtis Koch and County Clerk Brian McKinzie urged unanimity on the tax increase and were commonly referred to as the “fourth and fifth Commissioners,” reflecting influence beyond their statutory roles.
I spoke with hundreds of taxpayers who begged the Commission not to raise taxes. Their concerns were disregarded.
VII. Transparency Concerns: Controller and Clerk Offices
Based on my observations and direct interactions throughout the year, I encountered repeated instances in which critical information from the prior Controller’s Office and the Clerk’s Office was withheld, delayed, or disclosed only after decisions were effectively made.
I was particularly concerned about the previous Controller’s Office. Early in my tenure, the Controller’s Deputy Director proactively offered to help me better understand county finances. Shortly thereafter, she was summarily dismissed without explanation, and the Controller did not provide reasons for her termination.
I cannot prove motive and do not assert intent as fact. However, the timing raised serious concerns. After her dismissal, I struggled to obtain clear, timely financial information, and it often appeared that my efforts to understand the County’s finances were being impeded rather than supported.
A welcome change occurred with the election of a new Controller, who demonstrated a commitment to transparency, open communication, and real solutions. Access to information improved markedly.
No Commissioner should be expected to fulfill their duties while operating with incomplete or selectively disclosed information.
VIII. Sheriff’s Office Oversight, Transparency, and Public Safety Concerns
Public safety is one of the County’s most important responsibilities. I want to state clearly that I have respect for the current Sheriff and credit him with many positive efforts and accomplishments within the Davis County Sheriff’s Office. The men and women who serve there perform difficult and often dangerous work, and they deserve leadership, stability, and support.
My intent in raising the following issues is improvement and accountability—not personal conflict.
Liaison Structure and Information Sharing
Chair Lorene Kamalu served as the Commission’s liaison to the Sheriff’s Office. Information shared with me—and at times with the other Commissioner—was limited.
In work meetings, Chair Kamalu repeatedly stated that the Sheriff’s Office was “very poor at providing budgets and numbers.” However, no specific examples, documentation, or detailed explanations were provided to support that characterization or allow the full Commission to evaluate the issue meaningfully.
I had hoped to serve as liaison to the Sheriff’s Office so I could better understand operations, staffing challenges, and budgetary needs. That request was refused, and the liaison assignment was not revisited. As a result, I remain concerned that information regarding the Sheriff’s Office has not been fully or transparently shared with the full Commission.
Organizational Culture and Political Conduct
I have been troubled by reports and direct information indicating that members of the Sheriff’s Office’s top management engaged in political activity, including badmouthing me to delegates and citizens. Law enforcement leadership should remain professional, apolitical, and focused on public service.
These reports raise concerns about organizational culture. Culture matters, and leadership sets the tone. I hope to see improvements in this area.
Operational and Fiscal Questions That Remain Unanswered
There are several significant matters related to the Sheriff’s Office for which I have not received clear explanations:
- Why the County Work Center was closed, despite its prior role in inmate labor and taxpayer savings.
- Why the County provides contracted law enforcement services to Fruit Heights, South Weber, and Farr West at a significant financial loss to Davis County taxpayers.
- Why funding and staffing priorities are not more heavily focused on hiring and retaining deputies at the jail, where staffing challenges persist.
- Why the Sheriff’s Office continues to lose a high number of employees, and what steps are being taken to address retention and morale.
- Why so many leadership positions are held by individuals who live outside Davis County, and why internal leadership development appears limited.
- Why the Sheriff’s Office was allowed to perform an abortion on an inmate at taxpayer expense, and under what policy or authority that decision was made.
- Why inmate labor programs that previously saved taxpayer dollars were eliminated.
- Why Davis County paid a $10 million lawsuit, with blame placed solely on former Sheriff Richardson, when individuals currently in leadership roles were also in leadership positions at the time the underlying events occurred.
These are not accusations. They are serious governance and fiscal questions that remain unanswered.
Based on the facts available to me and my professional judgment, these unresolved issues appear to be costing Davis County taxpayers millions of dollars. I do not claim to have all the answers. I am stating that I have not received sufficient transparency, data, or explanation to resolve these concerns.
I hope that through improved communication, transparency, and collaboration, we can strengthen the Sheriff’s Office, support its personnel, and restore public confidence.
IX. County Attorney’s Office and Protecting Children
The County Attorney’s Office has placed over 1,000 dangerous offenders behind bars. Prior Commissions funded this essential function with temporary money, creating instability.
Weakening this office endangers public safety.
X. Audit Failures and Missing Audits
Three completed audits were not submitted to the Audit Committee. A later request not to publish them created the appearance of a cover-up.
All audits are now public, but the damage to trust was significant.
XI. Audit Committee Interference
Efforts to appoint highly qualified, independent Audit Committee members—including a CPA and former CFO who volunteered at no cost—were blocked.
This compromised audit independence.
XII. Authority Creep and Organizational Culture
The Controller and Clerk accumulated influence beyond their statutory roles. Unprofessional conduct and resistance to accountability damaged morale and trust.
Culture matters. Leadership sets the tone.
XIII. Homeless Shelter Policy and Voter Exclusion
A proposed brick-and-mortar homeless shelter was advanced through legislative lobbying without meaningful voter input.
I opposed this effort, made my position clear to the County lobbyist, and the shelter was ultimately stopped—an outcome aligned with voter expectations.
XIV. Safety Concerns and Reckless Political Rhetoric
Before, during, and after my campaign, I received seven credible death threats. Some repeated language used publicly to describe me.
Public officials must exercise care in rhetoric. Words have consequences.
XV. Respectful Civic Discourse and Accountability to Voters
I publicly apologized to voters for disparaging remarks made during policy debates. Many residents opposed policies thoughtfully and respectfully and deserved to be heard.
Policy disagreement is legitimate. Attacking voters—especially on religious grounds—is not.
XVI. Conclusion: Leadership, Loss, and Responsibility
This report reflects my experience and professional judgment as a Davis County Commissioner.
Public service does not occur in a vacuum. In early 2025, my sister encouraged me to serve faithfully. She was diagnosed with brain cancer and passed away one month later. Two weeks before her death, she made me promise I would work hard and serve with integrity. I have carried that promise every day.
Ultimately, Davis County’s strength comes from its people. With transparency, accountability, respectful leadership, and engaged voters, better governance is possible.