(Fremont County, WY) – County 10 sent the following questionnaire to each of the Shoshoni mayor and city council candidates, ahead of next week’s August 18 Primary election. The answers from candidates who responded by the deadline are presented below, unedited and in alphabetical order.
Ron Ankeny, Mayor
1. What do you feel is the most important issue the town of Shoshoni currently faces? What steps will you take or what plan do you have in place to address this issue?
I believe the most important issue facing Shoshoni is rebuilding trust and creating a more effective working relationship between town government and the people it serves. We certainly face important challenges involving infrastructure, economic development, public safety, and rising costs, but addressing any of those successfully requires a town government that works together, listens to residents, plans carefully, and follows through.
As mayor, I would work to build a more cohesive and professional governing team where differing opinions are respected and decisions are based on what is best for the community. I would make communication with residents a priority and encourage greater public involvement in the decisions that affect them.
I also want to move the town toward more proactive planning. That includes developing a multi-year capital improvement plan for infrastructure, taking a careful look at our budget and priorities, aggressively pursuing grants and outside funding, and working closely with county, state, regional, and private partners on projects that Shoshoni cannot accomplish alone.
My approach is simple: prepare carefully, listen to people, make sound decisions, and follow through. If we can restore confidence in town government and work together as a community, I believe we will be in a much stronger position to address the other challenges Shoshoni faces.
2. Where do you stand on the proposed three-quarter percent sales tax? Please explain why either way. Is there anything about the proposed tax as written that you think voters/residents might have confusion about, or may be lacking clarity on?
I am currently undecided, although I am leaning toward supporting the proposed three-quarter percent sales tax. The services it is intended to support—emergency medical services, commercial air service, and public ground transportation—are important to Fremont County, but I also believe voters should have a clear understanding of how the money will be used and how communities such as Shoshoni will benefit.
The ambulance portion is particularly important to us because Shoshoni now operates its own ambulance service. That has improved our ability to respond locally, but we are still part of a much larger countywide emergency medical system. I want to make certain that any new funding strengthens ambulance coverage throughout Fremont County while recognizing and supporting the role Shoshoni is already playing in providing emergency medical service.
I also think there may be some misunderstanding about the public transportation portion of the proposal. Shoshoni’s Senior Center previously provided transportation services, but that service is no longer available. Because the transportation portion of the tax can potentially support senior centers and other qualifying public transportation providers, this funding may provide an opportunity for Shoshoni to restore some form of local transportation service. I think that could be particularly valuable to seniors and residents who need transportation for medical appointments and other essential needs. I would not, however, represent that funding as guaranteed until we know exactly how those funds will be awarded and administered.
Another area that may cause confusion is the distribution of the tax proceeds. The ballot language identifies ambulance service, commercial air service, and public ground transportation, but it does not explain all of the underlying distribution arrangements. Those details matter, particularly to residents of smaller communities who understandably want to know whether they will receive a fair benefit from a countywide tax.
I also consider the four-year duration important. If approved, the tax would take effect January 1, 2027, and voters would have another opportunity in 2030 to decide whether it should continue. That gives the county and participating organizations four years to demonstrate that the money has been spent responsibly and that the promised services have produced measurable benefits.
At this point I am leaning toward voting in favor of the tax because I can see legitimate benefits for Shoshoni as well as Fremont County as a whole. At the same time, I understand why people are hesitant to approve an additional sales tax. For me, the deciding factors are accountability, equitable distribution, and whether communities such as Shoshoni can point to real improvements in ambulance service and transportation as a result.
3. What town issues in Shoshoni do you feel do not get as much attention, but deserve to be addressed?
One issue that does not always receive enough attention is long-range planning and follow-through. It is easy for town government to become focused on the immediate problem in front of it, while infrastructure needs, grant-funded projects, property development, and other community priorities can stretch out for years without a clear timetable or measurable progress.
I would like to see Shoshoni make greater use of multi-year planning so residents can see what projects are being considered, what the priorities are, how they will be funded, and what progress is being made. That includes making sure grants and other outside funding opportunities are pursued aggressively and, once funding is obtained, that projects are carried through to completion.
I also believe transportation for seniors and residents who cannot easily drive deserves more attention. Shoshoni previously had transportation available through the Senior Center, but that service is no longer being provided. Finding a practical way to restore some level of local transportation could make a significant difference for people needing access to medical appointments, shopping, and other essential services.
These may not always be the issues that generate the most public discussion, but they affect quality of life. Good local government should address both the highly visible problems and the quieter needs that can easily be overlooked.
4. With progress moving forward on a potential cardiopulmonary center coming to Shoshoni, what other types of services or businesses do you think would benefit the town most in terms of community needs and/or economic development?
I believe economic development in Shoshoni should build on what we already know and what is already working.
The town has participated in extensive and expensive economic development studies. Those studies should be used as a guide rather than simply sitting on a shelf. For example, previous analysis determined that a restaurant was not economically feasible under current conditions. If professional market research tells us that a particular type of business is unlikely to succeed, I believe we should take that information seriously and focus our efforts where there is a better opportunity for long-term success.
One of our best opportunities is to support and build on the locally established businesses that are already investing in Shoshoni. Helping an existing business expand, add employees, or offer additional services can sometimes provide more lasting economic benefit than continually searching for a large outside employer.
At the same time, we should encourage realistic startup businesses that meet an identifiable community need. Child daycare is a good example. Reliable childcare helps working families, makes it easier for parents to remain in the workforce, and can make Shoshoni more attractive to younger families considering living here.
The proposed cardiopulmonary center could create additional opportunities as well. If it moves forward, it could provide jobs for Shoshoni residents while also bringing new employees and their families into the community. It would also bring patients and visitors to Shoshoni from outside the area. We should look carefully at what additional services or businesses could reasonably develop around that activity rather than simply guessing at what businesses we would like to have.
I believe the town’s role is to create an environment where good businesses can succeed. That means maintaining infrastructure, keeping the permitting and development process reasonable, pursuing appropriate grants and partnerships, supporting existing businesses, and helping entrepreneurs connect with available resources.
Economic development in a community our size needs to be practical. We should use the research that has already been done, strengthen the businesses that are already here, identify genuine community needs, and support realistic new ventures that have a reasonable chance of creating sustainable businesses and jobs.
5. What specific strength would you bring to the role of Council member/Mayor? What is an area of weakness, or a subject matter that you would have to work on if elected? Can you think of a time when you failed at something, but overcame the failure or hurdle to work toward a solution that would apply to the role of City Council Member/Mayor? Please elaborate.
One hurdle I have encountered in the past has been building consensus among groups with different priorities and points of view. Earlier in my public service, I sometimes focused too heavily on finding what I believed was the best solution to an issue and not enough on the process of bringing all of the stakeholders along with that solution.
Over time, I have learned that reaching a good decision is only part of effective leadership. People need an opportunity to be heard, concerns need to be addressed early, and stakeholders need to understand not only what is being proposed, but why. Consensus does not mean everyone gets everything they want or that everyone ultimately agrees. It means making a serious effort to identify common ground and develop a solution that most of the people involved can support.
I have become much more deliberate about involving the appropriate people earlier in the process, listening before reaching conclusions, and looking for areas of agreement before focusing on differences. That approach is especially important in a small community such as Shoshoni, where the town frequently has to work with residents, businesses, county officials, state agencies, boards, and other organizations to accomplish a project.
As mayor, I would apply what I have learned by trying to build cooperation before an issue reaches the point where positions become entrenched. There will always be decisions where complete agreement is impossible, but I believe better communication and earlier involvement of stakeholders usually lead to better decisions and greater support for the final outcome.
County 10 does not endorse any political candidate and strictly separates news from advertising. To learn more about political advertising with County 10 or to submit election news, click here.