My Plan: Reliable Fire Protection and Responsible Spending

Put the needs, costs, and priorities in one understandable plan.

WMFR already publishes budgets and a five-year plan. I want an updated forecast that clearly explains what existing revenue can fund, what can wait, and where a funding gap remains.

Every major proposal should explain its purpose, urgency, full cost, funding source, and effect on emergency service. A station's cost includes staffing, maintenance, and utilities. An engine's cost includes upkeep and eventual replacement. Residents should see those commitments before the board makes a decision.

Make existing dollars go further and examine funding options honestly.

I will support reviewing contracts, purchasing, maintenance, and administrative costs, including opportunities for joint purchasing and shared services with neighboring agencies. Any claimed savings should be documented.

I will support eligible grants and partnerships, with local contributions and future costs disclosed. Grants should be counted as secured funding only when awarded. Recurring expenses need dependable revenue.

Emergency reserves must remain available for their intended purposes. One-time money cannot provide a permanent answer to annual expenses.

If a funding gap remains, the commission should publish the alternatives, the service consequences, and what each option would cost representative properties. Any proposed tax or assessment increase should identify exactly what it would fund and follow the required public process and approvals.

Strengthen fire, rescue, and emergency medical response without adding ambulance transport.

WMFR's firefighters and paramedics provide critical emergency care. The district's 2025 annual report lists a 56% rate of return of spontaneous circulation (ROSC)—the restoration of circulation after cardiac arrest. Hospital survival is a separate outcome: the report also identifies seven resuscitated patients who were ultimately discharged from the hospital.

I support continued investment in our firefighters and paramedics, their training and equipment, and coordination with Manatee County EMS. WMFR's published performance review describes the district providing medical care at the scene and county EMS providing ambulance transport.

I do not support creating a WMFR-operated ambulance transport service or purchasing backup ambulances for WMFR patient transport. My priorities are staffing, training, reliable equipment, safe facilities, and effective emergency response.

In his VOTE411 answer about changes to district operations, Derrick Warner proposes obtaining "fire department backup ambulances." That answer does not explain their staffing, cost, or operating arrangements.

Staffing decisions should reflect call demand, simultaneous emergencies, training needs, vacancies, and response performance. Reviewing the causes of overtime should help the board assess costs and coverage.

I will support an annually updated replacement schedule for vehicles, protective equipment, and facilities. The chief and fire-service professionals should guide operational requirements; the commission should explain and approve funding decisions publicly.

Build on existing vacation-rental inspection services.

The TPLE program provides fire-safety inspections for transient public lodging establishments, including short-term vacation rentals. My priority is protecting guests while supporting a clear, predictable compliance process for owners and property managers.

WMFR already publishes a scheduling page, preparation materials, and guidance on correcting deficiencies.

I will ask inspectors, property managers, and individual owners to review how the current process works in practice. That review should document the services already available, what works well, and any specific problems that need attention.

That review would cover scheduling, reminders, guest-turnover coordination, multiple-property management, access to records, and assistance for people who need help. I will support maintaining effective services and addressing demonstrated needs. Proposed changes should explain their costs and benefits while preserving safety requirements and correction deadlines.

Expand virtual TPLE inspections and reduce routine site visits.

My goal is to make annual inspections through recorded video submissions available for eligible vacation rentals, reducing or eliminating routine inspector visits wherever this process can lawfully and reliably verify compliance. As an alternative, I will propose an on-site inspection every other year, with a recorded-video inspection in the intervening year, for properties where that schedule is approved. Both approaches would maintain annual inspections.

Before implementation, I will request a written review from the fire marshal and district counsel identifying which required inspections can be satisfied through recorded submissions, eligible properties, and any necessary approvals or rule changes. These are proposals to pursue, subject to that review and board action.

Manatee County's virtual building-inspection program offers a practical model: contractors submit photos, video, and notes for a licensed inspector to review later. WMFR already accepts photos for some corrected deficiencies. I want to explore using recorded submissions for complete routine TPLE inspections where permitted.

An owner, property manager, or authorized representative would record a walkthrough using a district-issued checklist, then upload the video, required photographs, and equipment-service records through an online portal. Clear submission standards would specify what must be shown and how to verify the property and recording date.

A certified WMFR fire-safety inspector would review the submission later from the office and issue a documented pass or fail, identifying any required corrections and deadlines. Missing or unclear details could be addressed through additional footage or documentation when appropriate. Managers could prepare submissions between guest stays without coordinating a live appointment with the inspector.

State fire-safety standards, required equipment testing, professional qualifications, and correction deadlines would remain in place. An inspector would visit the property when applicable rules require it or when compliance cannot be adequately verified through the approved remote process. Protecting tourists, residents, and first responders would guide eligibility.

I will propose testing the approved approach through a voluntary pilot with written documentation, privacy, and records procedures. The board should receive an initial progress report after six months. Any alternating-year model should be evaluated over its full two-year cycle. Expansion should depend on verified compliance, costs, scheduling performance, and demonstrated benefits.

Set deadlines and report results.

Within my first 90 days in office, I will ask the board to hold a public workshop on the financial forecast and TPLE proposals. I will seek a work schedule identifying responsible staff, costs, and milestones.

I will seek quarterly public reporting on spending, equipment replacement, emergency-response performance, inspection scheduling, and completion of corrections. Missed targets should come with an explanation and a plan to address them.