LOCAL organizations HAVE requested questionnaires from CEA candidates.
here are my responses.
1. Why do you want to serve on the CEA Board?
Chugach Electric Association (CEA) is facing some of the most consequential decisions in its history—about energy security, affordability, and long-term sustainability. As a business owner, investor, and board leader with a strong record of collaborative problem solving, I’m running to help CEA navigate these challenges with clear-eyed pragmatism and a commitment to member-ownership. I care deeply about this community and believe in building ystems that serve us not just today, but for generations to come.
2. What do you think are the biggest challenges facing CEA over the next 5-10 years? What can be done to
prepare to meet them?
The most pressing challenge is the declining supply of Cook Inlet natural gas. Without a clear and strategic plan, members could be burdened with costly long-term contracts for imported fuel. At the same time, we face aging infrastructure and the urgent need to invest in clean, modern energy systems.
To meet these challenges, I believe CEA should:
● Pursue a diversified generation portfolio to reduce risk and increase resilience.
● Make smart, forward-looking investments in transmission and storage.
● Collaborate across the Railbelt to unlock federal and state funding.
● Strengthen member trust through transparency and engagement.
3. The Railbelt utilities are facing many common issues, such as shortfalls of Cook Inlet natural gas and the need
for transmission upgrades.
What role do cooperative boards have in working toward greater collaboration among the Railbelt utilities? Should this be done solely through directives to staff, or is there a place for direct collaboration between boards and/or board members?
As we look to build new generation, storage, and transmission infrastructure, collaboration among Railbelt utilities isn’t just ideal—it’s essential. Large-scale projects will only be economically viable if we plan together, invest together, and align on long-term priorities.
Boards are responsible for setting the tone. That means establishing expectations for collaboration, fostering a culture of cooperation, and ensuring alignment on high-level strategy. However, it's important to respect the boundaries between governance and operations. Day-to-day coordination between utilities should remain in the
hands of staff, without board interference in operational matters.
The board should continue to collaborate through participating in efforts like those led by the Alaska Power Association, which brings utilities together through annual meetings, trainings, and legislative conferences, fostering collaboration and knowledge-sharing across the state. The formation of the Alaska Railbelt Reliability Council is another step in the right direction, laying the groundwork for integrated planning and improved system
reliability. Board leadership can help keep this momentum going.
4. Legislators give considerable weight to input provided by utilities on legislation that affects them.
What role should board members play in developing their cooperative’s stance on bills before the Legislature? How should the Board interact with staff on these issues?
Board members should help guide the cooperative’s policy positions, especially when legislation impacts our ability to provide affordable, reliable, and sustainable service. The board’s role is to reflect member interests, ask tough questions, and ensure that CEA’s voice is aligned with long-term strategy and cooperative values. Staff should provide expertise and analysis, while the board offers oversight, sets priorities, and, when needed, directly engages with policymakers in coordination with staff.
5. CEA is involved in making decisions about the full or partial restoration of the Eklutna River and its salmon
run.
Are you committed to working with Indigenous councils and leadership to ensure that their perspectives are given full consideration on issues like the Eklutna restoration? If so, what steps would you take to ensure that CEA takes a more proactive approach to collaboration with Indigenous communities on this and OTHER LOCAL ENERGY PROJECTS?
Energy decisions that impact land, water, and salmon must include the voices of Indigenous communities from the start. The Eklutna Hydroelectric Project is a vital source of renewable energy for Southcentral Alaska, providing approximately 6% of the region's electricity and contributing to the stability of our power grid. However, it's
imperative that we address the historical and ongoing impacts of this project on the Eklutna River ecosystem and the Indigenous communities—particularly the Dena’ina people—who have longstanding cultural and subsistence ties to this river.
I am committed to a collaborative approach that honors Indigenous perspectives and seeks balanced solutions.
This includes:
● Engaging in Meaningful Consultation: Establishing ongoing dialogues with the Native Village of Eklutna and leadership in the region to ensure their voices are integral to decision-making processes.
● Balancing Energy Needs with Environmental Stewardship: Recognizing the importance of the Eklutna Hydroelectric Project for our current energy needs while actively exploring and investing in alternative renewable energy sources to reduce future reliance on this facility.
● Prioritizing Partnerships that Recognize Indigenous Stewardship and Knowledge: Building trust and collaboration through mutual respect and long-term relationship-building.
By taking these steps, we can work toward a future that respects Indigenous rights, restores vital ecosystems, and ensures sustainable energy for our communities.
6. Although CEA is a member-owned cooperative, levels of member engagement and involvement are low—only 14 percent of members voted in the last election and few members attend board meetings.
Do you believe that the Board should try to increase member engagement? If so, what can the Board do to encourage greater
member engagement and involvement in helping to guide the cooperative’s policies?
Member engagement is central to the cooperative model, and I appreciate the steps Chugach Electric Association has already taken to make information more accessible. The website is easy to navigate, board meetings are recorded and posted along with full packets, and CEA has done a good job partnering with community councils, professional associations, and hosting educational webinars. All of that helps build trust and understanding.
That said, I believe there’s room for more targeted community dialogue. While I understand that both staff and board are working long hours to move through full agendas, it would be valuable to create a space for interactive discussions—especially on big decisions. Perhaps a couple times a year, CEA could host town hall-style meetings focused on key issues, where staff and board can present plans, answer questions, and hear directly from members in a more conversational format.
We don’t just need informed members—we need engaged ones. Creating more opportunities for genuine dialogue can help us get there.
7. The extensive use of executive session by utility boards contributes to member disengagement. In 2024, CEA’s
Board spent nearly half (47.8%) of its regular board meetings in executive session, up sharply from 2023 (when
the figure was 31.1%)
Recognizing that the use of executive session is necessary at times, do you believe that cooperative boards have an obligation to their member-owners to maximize the openness and transparency of their decision making? Should CEA’s Board minimize its use of executive session? If so, what steps could be taken
to achieve this goal?
While executive sessions are sometimes necessary, their overuse erodes trust and disengages members.
Transparency is foundational to cooperative governance, and CEA should be a leader in that regard.
Steps to reduce reliance on executive session include:
● Clarifying and tightening the criteria for when it’s used.
● Publishing summaries of topics discussed when confidentiality allows.
● Setting a cultural expectation that member-owners deserve as much visibility into board work as possible.
8. Beyond the issues discussed above, are there any other policies or issues facing the CEA Board you would like
to address?
Transmission upgrades and grid modernization are critical to enabling new generation sources and improving reliability. CEA must continue its leadership in pursuing private, state, and federal support to reduce costs and accelerate progress, particularly when it comes to the Dixon Diversion, GRIP upgrades, beneficial electrification and large-scale load growth.
I also believe we must prioritize affordability—for families and small businesses to thrive—and ensure our investments today don’t lock us into outdated, expensive systems tomorrow.
It’s time to build a resilient energy future that reflects both our values and economic realities.