My approach....


What you see - and what you hear - is what you get,

directly, truthfully and without ulterior motives...

As a business owner, I am in tune with the community. 

My job is to listen, act and be the voice  of the people I represent.

My belief is that finding consensus through

respectful dialog is good governing.

My foundation for conducting Council business -


Manner— Passionate, heartfelt and informed representation of the majority.

Desire to make our community a better place.

Approach— Researched, current and fully informed.

Casting votes with a complete understanding of the effects on our entire community. 

Temperament— Driven to solving issues by reaching consensus through dialog

as the foundation for good governing.

Motivation – Driven solely by the needs, desires and capabilities of the community.


My approach is that of progressive-minded, direct, what-you-see-is-what-you-get transparency.

Without ulterior motives, my favor is the betterment for all. Fiscally, my starting point is the question, “Tell me HOW we can afford it?”

Every community faces financial challenges.

As City Councilor, my responsibility include:

  • Evaluating and approving (or not) expenditures.
  • Being responsible to our service professionals, city and school employees by assuring their compensation is just and see that their paid appropriately teachers are properly and fairly paid. As a union representative for TWA flight attendants, my understanding and perspective on the need to negotiate towards sustainable goals is extremely helpful to the process.

That union experience blended with life experience drives me to settle issues by reaching consensus through dialogue as opposed to “winning” via debate. 

When one side “wins,” the other side “loses” – my preference is to find common ground. This is a healthy attitude my presence brings to the council.

On Governing and Government

Serving on the City Council is an honor and a position to be taken seriously.

Taking on the responsibility to work toward consensus breeds ownership of the process; ownership drives responsibility and the desire to “get it done.”We can move Newburyport forward when government aligns and collaborates on goals and a “game plan.”

By being well-informed on the issues, listening carefully to the ideas and concerns of other city officials and constituents, a City Councilor should work on the behalf of the community – not on behalf one’s self.

The Newburyport City Council is charged with three duties:

  • Make laws
  • Approve expenditures.
  • Confirm appointments. With the power of confirming      appointments, the Council participates in defining the tone and direction of boards.

The mayor is the “chief executive officer” of the city. A CEO is defined as “The highest-ranking executive in a company or organization, responsible for carrying out the policies of the board of directors on a day-to-day basis.”

Newburyport’s “board” is the other 16 elected officials; eleven councilors and five school committee members.

All 17 elected officials are the eyes, ears, and voice of the community and by being so, share in the responsibility of keeping Newburyport a great community.

During my five terms on council (‘04 - ’07, ‘14 - ’15, ’16 – ’17, ‘18 – ‘19) my attendance at City Council is nearly 100% (missed three meetings).

Being a City Councillor is interesting, very often challenging, sometimes frustrating, occasionally lighthearted work that is always rewarding.