Fourth-ranked Cusick (4-5, 5-5) took the first set 25-18, the second 25-20 and the third 25-19 from fifth-ranked Inchelium (3-4, 3-5).

“Harlow Butler was swinging really well in this win,” coach BriAnna Balcom says.

Butler led the Panthers with 12 kills. Berkley Haikkila added two aces; Denise Whitford-Renaud 17 assists and two aces; Lexie Seuss two aces and two blocks; and Kaylani Treetop 13 digs.

Cusick next visited Columbia Tuesday, Oct. 13 after The Miner’s weekly deadline. They host Selkirk on Senior Night at 4:30 p.m. Friday, Oct. 16, Curlew at noon Saturday, Oct. 17, Republic at 4 p.m. Saturday, Oct. 17 and St. John’s Endicott at 6 p.m. Tuesday, Oct. 20.

The Grizzlies scored twice in the first quarter, once on a rushing drive by Kutter Driver, another on a 26-yard rush by Gavin Estra.

Driver played quarterback again this week, connecting with Keaton Shults in the second quarter on a 64-yard pass play before Asotin scored on a one-yard rush. Driver scored again for the Griz on a 21-yard rush.

Newport was up 28-6 at the half.

Driver scored on a 12-yard rush in the third quarter. It wasn’t until the fourth that Asotin scored for the second and final time. They attempted a two-point conversion that failed.

Newport’s final score came from Preston Wacenske on a 41-yard run.

Newport had 309 yards rushing and 119 passing for a total of 428 on offence.

Driver had 14 carries for 129 yards and three touchdowns. Estra had four carries for 42 yards and a TD, and Wacenske had six carries for 67 yards and TD.

Driver was seven of nine passing for 119 yards and TD.

Shults led receivers with two catches for 74 yards and a TD. Dylan Aubrey grabbed two passes for 27 yards and Des Opland had one catch for five yards. Wacenske had one catch for three yards.

“Defensively we allowed 129 yards rushing on 32 carries,” Coach Mark Duxbury said.

Asotin was 10 of 28 passing for 99 yards. Damien Hamburg stood out on defense with 3.5 sacks and a forced fumble.

“We got one starter back on the offensive line this week and it helped,” Duxbury said. “Next week we should get another starter back from an ankle injury, which is good timing. The next three games are going to be very competitive.”

Newport plays Liberty in Spangle Friday, Oct. 16 at 7 p.m. They are 3-2 in league and both their losses were close.

“We need to eliminate turnovers on offense and reduce the number of big plays on defense if we want to win this coming week,” the coach said.

Warren, a Republican, 46, is challenging incumbent Robert Rosenkrantz, also a Republican. She said she had not considered running for political office until community members began encouraging her about a year ago.

“I am not a politician,” Warren said. “If you asked me 10, 15, 20 years ago if this would ever be on my bingo card for 2026, I would have said absolutely not.”

But Warren said she has frequently taken on leadership roles when community organizations needed help, including the local soccer association and Cub Scouts.

“If I can help, I want to help,” she said. Warren began working for Wells Fargo at 18 and remained with the company until she was 25. She said she became the company’s youngest branch manager in Washington and spent about s even years in Seattle working in commercial, business and private banking.

She eventually left banking and moved to Newport, where she became self-employed. She and her family own Lucky Bee Variety in Newport and Squatchy Scoops and Swirls, a frozen yogurt business in Idaho.

Budget, budget, budget

Warren said her banking background and experience operating small businesses have shaped her approach to county government, particularly budgeting.

Asked about the most important responsibility of a county commissioner, her answer was immediate.

“Budget. Budget, budget, budget,” she said.

Warren compared county finances to a household budget, saying governments cannot continually spend more than they receive without eventually facing difficult consequences.

She also questioned relying on reserves to cover ongoing operating expenses.

“Using your savings account to make a budget is not balancing a budget. That’s using your savings account,” Warren said.

She said the county needs to develop a financial strategy that extends beyond the next budget cycle and considers the services and opportunities future generations will need.

“Failure to plan is planning to fail,” she said.

Warren identified insufficient revenue as one of the county’s central financial problems. She said the closures of major industrial employers, including the Ponderay Newsprint mill and the mine in Metaline Falls, affected not only the employees who lost their jobs but also businesses throughout the county.

As an example, Warren said her own store experienced declining demand for steel-toed boots and other products used by industrial workers after the newsprint mill closed.

She believes attracting light manufacturing and other small industrial operations would help expand the county’s tax base and create jobs.

“I think that the biggest thing we have to do is push for light industry,” she said.

Warren said the county is not necessarily suited for large manufacturing operations, but could benefit from smaller businesses that use locally available resources.

She pointed to the Port of Pend Oreille’s work at the Wolfred Industrial Park as an example of the economic development she would support. Warren said businesses could use wood waste from existing timber operations to manufacture products such as biochar, landscaping materials and wood pellets.

Such businesses could create employment and generate additional tax revenue, she said.

Warren also supports the county’s decision to work with the Port of Pend Oreille as its associate development organization rather than continuing its previous arrangement with the Tri County Economic Development District. She said local economic development efforts should emphasize keeping investment and business activity within Pend Oreille County.

People are county’s biggest asset

While Warren believes county government has opportunities to improve, she praised county employees, road crews and elected officials for their commitment to the community.

She said one of the county’s strengths is its size and the relationships residents have with the people providing public services.

Her approach to leadership, Warren said, emphasizes giving employees responsibility and drawing on their knowledge rather than directing every decision herself.

“Leadership is recognizing in people the skill sets that they have and then bringing all the pieces to the table to put the puzzle together,” she said.

Warren said she takes a similar approach in her businesses and considers one of her greatest professional accomplishments to be never having laid off an employee.

She acknowledged that county commissioners face more difficult budget decisions, potentially including employee furloughs, reduced services or tax increases.

Warren said she would need more information about the county’s finances before identifying specific cuts she would support.

“It’s hard because I don’t have all the information that they’re privy to,” she said.

She said she believes some furloughs may be necessary, depending on how the current commissioners address the budget. She also cautioned against using reserves to cover recurring expenses without addressing the underlying shortfall.

Warren said she would have preferred to see more aggressive economic development efforts in previous years to help reduce the county’s present financial pressures.

Downtown

Beyond industrial development, Warren sees tourism and downtown business activity as opportunities for economic growth.

She supports studying whether Newport’s one-way downtown traffic pattern could be returned to two-way traffic, saying the change could encourage travelers to stop at local businesses rather than pass through town.

Warren acknowledged that such a change would take time and planning.

She also supports development of Wolfred County Park, which she believes could attract visitors while providing recreational opportunities for local families.

Warren said she would like to see a hotel developed in the Newport area, arguing that festivals, youth sports tournaments and other events already bring visitors who could spend more money locally if overnight accommodations were available.

On the county’s handling of the Wolfred County Park planning process, Warren offered a different perspective from residents who have raised concerns about access to information and opportunities for public participation.

She said she has attended parks board, planning and county commissioner meetings and has been able to obtain information about the project, including the forest management plan.

“The process did not seem like it was a secret to me,” Warren said.

She said the park has been discussed at public meetings for years and that county officials have answered her questions.

A commissioner’s role

Warren also addressed whether county commissioners should endorse bond measures proposed by other public agencies.

She said she personally supports the Pend Oreille County hospital district’s proposed bond but does not believe commissioners should tell residents how to vote.

“I will tell you about what I know, and I will tell you how I’m voting, if you ask me,” she said. “But it’s not my job to decide for you.”

Warren said voters must weigh the benefits of public services against their own financial circumstances, particularly as household expenses continue to rise.

Another issue in the campaign has been the future of the former Ponderay Newsprint property, now operated by Merkle Standard, and the possibility of expanding data center operations there.

Warren said she has not reviewed a formal expansion request and would not take a position without more information.

She said the county should evaluate the project’s proposed electricity and water use, infrastructure needs and other effects in comparison with existing and former industrial operations.

“I don’t like to ever pass judgment on things until I have information,” she said.

Warren also addressed questions about her family’s financial connection to Merkle Standard and contributions to her campaign.

Her husband, Steve, works for the company. Warren said he earns approximately $100,000 annually managing employees who maintain its computer equipment.

She disputed suggestions that he holds a senior executive position and said he chose to work locally after the newsprint mill closed rather than accept employment requiring a commute to Spokane.

Warren acknowledged receiving a $1,200 campaign contribution from Ponderay Industries, Merkle Standard’s sister company. She said the contribution was made through her campaign website and was not the result of a meeting or agreement with company representatives.

“I am also not indebted to Ponderay Industries,” Warren said.

She said she has received no promises of financial compensation, gifts or other incentives from outside companies or organizations in connection with her potential election.

Warren also received a $1,200 contribution from Cascade PAC, which she said came through a mentor associated with A League of Our Own, an organization that provides guidance to women interested in political office.

She described herself as the largest financial contributor to her own campaign.

Asked how voters could trust her independence on decisions involving Merkle Standard, Warren said her family has financial interests beyond her husband’s employment, including commercial property she owns in Newport.

She said protecting the community’s long-term economic health and property values is more important to her than preserving any individual job.

Warren said she has no intention of making a lifelong career of

SEE WARREN, 6A elected office. If elected, she expects to serve no more than two terms and hopes to leave the county in a stronger financial position for her successor.

Her goal, she said, is a balanced budget and a county better positioned to support its residents and businesses.

Warren said her years of community involvement provide voters with an opportunity to judge how she would approach public service.

“I’m not a different person sitting in this chair as a candidate than I was when I coached your kid in soccer or when I led their Cub Scout troop,” she said.

“You trusted your children with me. I would hope you can trust your county with me.”

Rosencrantz, 70, was appointed to the commission in September 2021 after serving on local boards, including the library and hospital boards. He said his priorities have evolved during his five years in office, but public participation and economic development have remained central to his approach.

“Now I’m running to continue providing the strong leadership needed to open county government up, to build on the progress we’ve made over the past five years, and to preserve our quality of life, promote affordability, and protect us from bad decisions,” he said.

Rosencrantz spent most of his professional career in real estate transactions and finance. He worked for several companies before operating his own firm for more than two decades, including 12 years working with Wall Street companies. Later, he became real estate acquisitions manager for the King County Housing Authority and led the Northwest Affordable Housing Association, a statewide nonprofit serving rural communities.

The nonprofit was struggling financially when he took over, he said. He worked with local governments, state agencies and the Internal Revenue Service to restructure the organization and avoid insolvency. The organization later merged with Spokane Housing Partners.

Rosencrantz said that experience taught him to make difficult financial decisions while working toward long-term goals.

After moving to Pend Oreille County with his wife, Terry, he became involved in local government and community organizations. He said his interest in public service grew from attending hospital board meetings and wanting to contribute to the community.

When former Commissioner Mike Manus retired, Rosencrantz applied for the vacancy and was selected. He later won election to a full term.

Public participation and transparency

Rosencrantz identifies public participation as one of the most important responsibilities of a county commissioner. He said attending commission meetings and listening to public comment are not enough to understand residents’ concerns.

“The real power in the county is not at the county commissioner’s meeting room,” he said. “It’s in people’s living rooms, around their kitchen tables, and at their front doors.”

He regularly knocks on doors to speak with residents, saying conversations outside formal meetings can reveal differences in how people experience county government across the county’s rural communities.

Rosencrantz said he hears concerns about the cost of groceries, fuel, housing and debt from residents regardless of political affiliation. He believes the county can help address affordability by encouraging businesses that generate jobs and tax revenue.

He also said the county has made progress in prioritizing road maintenance, snowplowing, law enforcement and emergency services. He supports directing more county resources toward those functions and opposes shifting road funds to cover other budget needs.

Rosencrantz said one of his concerns is that residents are not always given enough information or time to participate in decisions affecting their communities.

As an example, he cited discussions about Wolfred Park. Rosencrantz said nearby residents had difficulty obtaining a forest management plan they wanted to review before county action. After learning about the situation, he pushed for the document to be made available.

He said residents were then given limited time to review the plan and comment before a decision.

“That is not transparent,” he said.

Rosencrantz said he believes the county has improved its transparency but still has work to do.

He described his working relationship with fellow commissioners Brian Smiley and John Gentle as professionally productive, although they have different views about the county’s direction. He said the commission works together during public meetings to conduct county business.

Economic development and housing

Rosencrantz’s economic development vision focuses on building on existing local resources and encouraging industries he believes can provide lasting economic benefits. He has proposed developing a regional center for manufacturing and natural resource technology and innovation. He said the county has important assets, including electricity, water, skilled workers and existing businesses, that could help attract new economic activity.

He is particularly interested in opportunities involving manufactured housing, which he believes could support local industry while helping address housing affordability.

Rosencrantz said he has discussed the concept with people involved in the manufactured housing industry and believes changes in how manufactured homes are designed and built could create opportunities in Northeast Washington.

He also pointed to Kaniksu Village in Metaline Falls as an accomplishment during his tenure. The project is planned to provide 22 new housing units, and Rosencrantz said the county committed $47,000 toward a feasibility study to support the effort.

He credited county staff and fellow commissioners with helping advance the project. He said the state awarded the project approximately $4.7 million in funding, which he described as a major step toward bringing the housing development to fruition.

Rosencrantz said he hopes economic development will generate enough tax revenue to help fund county services without requiring additional costs for residents.

He also wants the county to consider how its comprehensive plan, which guides future land use and development, aligns with its economic goals. He said individual policies in the plan can have significant consequences for what kinds of housing and businesses are possible.

Budget priorities and data centers

With the county anticipating a tight budget in 2027, Rosencrantz said road funding, law enforcement and emergency services should take priority.

“Prioritization starts with what is most important,” he said, identifying those three areas as the top of the list. Other services, he said, will require difficult decisions once those priorities are adequately funded.

Rosencrantz said his experience managing a financially troubled nonprofit prepared him to make reductions, consolidate positions and renegotiate contracts when necessary.

He also warned against allowing spending to expand simply because revenue is temporarily strong. In 2022, he proposed directing half of sales tax revenue growth toward roads, saying the approach could provide a more dependable funding source while limiting the expansion of other spending. The proposal was rejected.

Rosencrantz is opposed to large-scale data center development in Pend Oreille County. He said he questions whether data centers generate enough permanent jobs and tax revenue to justify their potential effects on electricity demand, water resources and surrounding communities.

He expressed particular concern about the possibility of expanding the Merkle Standard facility, the former paper mill site, into a data center with a reported capacity of 225 megawatts. Rosencrantz said he has not reviewed project documents and has heard estimates of substantial investment in transmission infrastructure.

He said he is concerned about relying on the company to cover those costs and believes the county should carefully examine whether a proposed expansion would comply with existing landuse approvals.

Rosencrantz emphasized that decisions about electric service and transmission infrastructure fall in part under the authority of the Pend Oreille Public Utility District, where he does not serve as a commissioner. He said the county’s role would depend on the details of the proposed development and applicable permits.

He argued that the county should seek economic development that provides broader community benefits rather than relying on projects he believes may produce relatively few jobs.

Statewide policy and local concerns

Rosencrantz also cited his involvement in an effort to change a statewide rule governing septic system setbacks from bodies of water.

He said he became concerned that increasing the setback requirement from 100 feet to 200 feet could prevent some property owners from building homes. After researching the issue and consulting with people familiar with septic systems, he worked with fellow commissioners to raise the concern with state officials.

Rosencrantz said he submitted a petition and participated in discussions with members of the state Board of Health. He said the board ultimately adopted a change following the review process.

He described the effort as an example of the role commissioners can play beyond county government when state policies affect local residents.

“You have to figure out how to get it done,” he said, adding that leadership sometimes requires

SEE ROSENCRANTZ, 6A taking risks and working through disagreement.

Rosencrantz said his approach to public service is shaped by his belief that trust and reputation matter. He said he does not expect to succeed at every initiative but wants residents to consider his experience and willingness to pursue difficult projects.

Campaign

Rosencrantz said he is largely financing his reelection campaign himself, although he has received contributions from individuals and the Pend Oreille County Republican Party. He said he does not routinely ask people for campaign donations because he prefers to use his time to speak with residents about their concerns.

He said he has not received or been promised financial compensation, gifts or incentives from outside companies or organizations in connection with his reelection.

Rosencrantz and his wife have lived in the county for about nine years. He said his time in public service has been among the most rewarding periods of his life.

“We show what we value by where we spend our time and our money, and I spend both of them here,” he said.

He is asking voters to return him to office so he can continue working on county transparency, economic development, affordability and long-term planning.

Bradbury, who turns 53 on Christmas Eve, has been an educator for nearly 33 years, serving as a teacher, coach, athletic director and middle school principal. His work in the community also has included managing KUBS-FM radio, volunteering as a firefighter and coaching sports.

His connection to the PUD dates to his college years, when he worked as a summer engineering assistant following the utility’s acquisition of Inland Power assets in Pend Oreille County. His responsibilities included inventorying equipment, walking power lines and visited the residences. He also spent time as a gopher for linemen.

The experience gave him an early look at the utility’s operations, he said.

“I have the utmost respect for those guys,” Bradbury said.

Later, while teaching in Newport, he participated in the TIP program, Teachers Interested in Power, for educators interested in public power. He spent one summer studying the PUD’s departments and returned the following summer to produce an educational video explaining the utility’s operations.

During his time with KUBS, he continued collaborating with the PUD for 15-20 years, on outages, public safety, campaigns, maintaining that connection with PUD.

Balancing teaching and public service

One question surrounding Bradbury’s candidacy is how he would manage the commissioner’s responsibilities while continuing to teach full time at Newport High School.

“I want to continue working and I want to continue to serve my community,” he said. “And this provides that opportunity.”

Bradbury teaches subjects including U.S. and world history, civics and middle school yearbook. He also coaches Newport High School’s clay target team and has been the announcer for Newport Grizzlies sporting events for decades.

He said he has gradually reduced his other commitments over the past six or seven years to make room for additional responsibilities.

At one time, Bradbury said, he was teaching full time, managing KUBS-FM, coaching, volunteering as a firefighter and helping with his family’s business. Running the radio station involved programming, engineering, sales and regulatory compliance, along with more than 80 remote broadcasts a year.

Bradbury also cited his experience improving student performance, while juggling all those roles. When he began teaching English in Newport, he said, standardized test passage rates were about 26% to 27%. Within three years, he said, they had increased to approximately 86% to 87%. He said he has continued to receive distinguished ratings in his teaching evaluations.

“I’ve slowly been removing things from my plate so that I can focus on being the best PUD commissioner I can be,” he said.

PUD commission meetings typically take place on Tuesday mornings every other week, with two or three meetings in some months. Bradbury said he could use leave available under his teaching contract to attend meetings.

He said the arrangement would be consistent with other professional responsibilities he has managed throughout his teaching career, including coaching and attending athletic events. Coaching sometimes took him away from the classroom for a full day.

Preserving service and affordability

Bradbury said his campaign is not built around making sweeping changes to the PUD.

“We’ve got a good thing going,” he said. “We have fantastic service at great rates, and it would be awesome to improve upon that.”

In conversations with residents at community events, Bradbury said, he repeatedly hears appreciation for the utility’s service and electricity rates. He pointed to the speed with which crews restore power in rural areas, including locations where lines run through difficult terrain.

He attributed that performance to the utility’s employees and its efforts to make infrastructure accessible for maintenance and repairs.

Bradbury acknowledged, however, that maintaining reliable service and preparing for future needs will cost money.

Asked how he would balance keeping rates low today against investments in aging infrastructure and future reliability, he said rate increases may sometimes be necessary.

“If you want to maintain the quality of service that we have become accustomed to and ensure that it remains that way for years to come into the future, there’s going to be cost involved,” he said. Bradbury said he could not identify a specific threshold for rate increases but believes the utility must balance affordability with the need to maintain infrastructure and plan for the future. He also said he believes the PUD has moved beyond earlier periods of conflict and litigation. Discussing the utility’s dealings with Ponderay Newsprint Co. during its closure, Bradbury said he was dissatisfied with how the process unfolded, although he acknowledged he did not know all the details.

He said he now sees a leadership team working to improve the utility’s public perception and move forward.

Bradbury expressed respect for General Manager Chris Jones, whom he has known since high school. The two have not been close personal friends, he said, but Bradbury described Jones as intelligent and committed to the community.

“I’ve known Chris all my life, but we’ve never been buddies. I’ve never stepped foot in his house; I’ve never gone fishing with him, I’ve never gone hunting with him, but I have great respect for him,” he said.

Industrial growth and new power demands

Bradbury said the PUD should continue requiring customers to pay upfront for the infrastructure needed to connect their properties to the electrical system.

He said the policy applies to customers ranging from individual homeowners to large industrial businesses and protects existing ratepayers from being left responsible for investments made to serve a new customer.

“As soon as you start breaking that rule, then maybe you have an industrial entity come in and we subsidize the infrastructure to the tune of $3 million or $4 million,” he said. “And then in the dead of night, they disappear. Who’s on the hook? You and I.”

The policy will be particularly relevant if industrial customers seek substantially more electricity, including the reported interest by Merkle Standard in expanding its data center capacity.

Bradbury said the company would first need to obtain the necessary regulatory approvals and permits. If it meets those requirements, he said, the PUD has a legal responsibility to facilitate its electricity needs.

He estimated, based on figures he recalled hearing, that the proposed expansion could require 200 to 225 megawatts of power. He acknowledged he had not reviewed the report in detail.

Bradbury said the infrastructure required to serve such an expansion would need to be paid for by the customer under the PUD’s existing policy.

Ponderay Industries, Merkle’s sister company, contributed $499 to Bradbury’s campaign, his largest single contribution, he said. Bradbury said company representatives contacted him and said they wanted to interview him. Bradbury said he wanted to interview them too, so spoke with Monty Stahl, managing director and chief operating officer of Merkle, and toured the operation. He did not agree to accept the donation until he was able to see the operation for himself.

He said he initially registered for limited campaign reporting but later switched to full reporting so the public could see his campaign finances. Bradbury said most of his campaign funding came from his own checking account.

Asked whether a company or organization had offered him financial backing in exchange for his election or promised him compensation or gifts connected to the position, Bradbury answered no.

Responding to a question from opponent Ernie Hood about whether his relationships with Jones and Merkel could affect his independence as a commissioner, Bradbury said his respect for the general manager did not amount to a close personal relationship and denied that the relationships would compromise his judgment.

A career built around community involvement

When asked what his greatest professional accomplishment is, Bradbury talked about Mick Schultz, a longtime Newport educator and athletic director whom Bradbury described as a model of servant leadership.

Schultz focused on helping others succeed rather than seeking recognition for himself, Bradbury said. That example has influenced how he approaches teaching, coaching and community involvement, and he appreciates others’ accomplishments more than his own.

Bradbury said he is motivated by the opportunity to continue contributing to the community where he has spent much of his life.

“I have a heart for this community,” he said. “I have a heart for service and I love this place.”

He said his goal as a commissioner would be to help preserve the quality of life residents enjoy and ensure future generations can continue to benefit from the community’s resources and services.

“I hope that I have an opportunity to serve my community in this capacity,” he said, “so that my kids, my grandkids, and the people that I love around here will have the opportunity to continue to enjoy those things that I hope we don’t take for granted.”

Hood said he became interested in the PUD after moving to the area about eight years ago. Before that, he said, he and his wife, Karen, had lived in places served by investor-owned utilities, including Texas, where he recalled paying about 20 cents per kilowatt-hour for electricity.

When he received his first electric bill in Pend Oreille County, the rate was 5.11 cents per kilowatt-hour, he said. Learning that the utility was publicly owned prompted him to look more closely at how the PUD operates.

“I was an owner and I didn’t realize it,” Hood said.

Hood became more involved after the PUD announced a rate increase and said he wanted to understand the utility’s finances and operations. Current PUD Commissioner Dave Rick, District 3, encouraged him to consider running, Hood said.

“I think it’s all about stewardship,” Hood said. “I think it’s important that we keep the PUD, that it doesn’t become an investor-owned utility, that we keep rates as low as we can.”

Hood said affordable electricity benefits residents and can help attract businesses to the county. He believes his professional experience would allow him to contribute to the utility’s oversight.

Technology and management background

Hood served 10 years in the U.S. Navy, working as an electronics technician specializing in satellite communications aboard the USS Dubuque, which operated out of San Diego. He later transferred to work with advanced military equipment in the intelligence field, where he said he gained technical and leadership experience.

After leaving the Navy, Hood worked for Intergraph Computer Systems, servicing equipment in Pennsylvania, New Jersey and Delaware. He completed his bachelor’s degree and later moved into project management and other roles in the technology industry.

He was recruited to Compaq Computer Corp. in Houston and spent 17 years with the company and its successor, Hewlett-Packard. During that time, he earned a master’s degree in business administration with a concentration in marketing, with additional experience in finance and business planning.

Hood said one of his most significant professional accomplishments came while working in the server division, where he was part of a team charged with identifying new markets and opportunities for growth. The division’s business grew from about $11 billion to $15 billion during the period he described.

After moving to New Mexico and later moving to the Northwest with his wife, Hood worked as a project manager for Jet Seal and Keytronic. His final project involved the Boeing 737 Max program. He said the COVID-19 pandemic and the resulting decline in air travel led to his layoff and early retirement.

Hood said his career gave him experience with budgets, longrange planning, strategy and evaluating business decisions, skills he considers relevant to the work of a PUD commissioner.

Focus on budgets and rates

Hood said understanding the PUD’s budget would be his primary responsibility as a commissioner because spending decisions ultimately affect electric rates.

Everything from vegetation management and equipment replacement to undergrounding power lines and major projects must be considered within the budget, he said. Commissioners should understand the assumptions behind proposed spending and ask questions when management requests funding.

“I should be able to ask questions,” Hood said, explaining that he would want to understand why an expense was necessary and how it fit into the utility’s longterm plans.

Hood said he believes the PUD is taking appropriate steps in several areas, including vegetation management, outage response and modernization. He pointed to the utility’s use of software to identify outages more quickly and its investment in newer equipment.

The PUD maintains about 1,400 miles of lines and related infrastructure across the county, Hood said, and aging equipment will require continued maintenance and replacement.

He acknowledged that maintaining reliability while keeping rates low can be difficult. Inflation, rising material costs and long waits for equipment such as transformers can put pressure on utility budgets, he said.

The goal, Hood said, should be to deliver electricity at the lowest possible cost while maintaining the highest possible reliability. He also supports undergrounding lines in areas at greater risk of wildfire, saying those investments can help protect homes and reduce the risk of costly damage.

Hood also criticized the timing and size of a salary increase for PUD General Manager Chris Jones. Hood said he objected to Jones requesting a 15% raise request made within seven months of Jones signing a contract for a set amount and term.

He said he recognizes that employees can earn raises for good performance but was concerned about the size of the increase in a county he described as not particularly wealthy. Hood said he could not identify other past PUD decisions he would change because he did not have access to all the information and reasoning behind them.

Data center expansion and transparency

Hood said transparency should be central to the PUD’s handling of Merkle Standard’s reported interest in expanding its operations at the former paper mill property in Usk.

He supports economic development but said existing customers should not have to subsidize the electricity and infrastructure needs of new industrial customers.

“I don’t want to subsidize growth at the expense of our ratepayers,” he said. Hood supports maintaining requirements designed to ensure large customers provide for their own power needs and infrastructure. He cited electric service agreements and letters of credit as tools that can help protect the PUD if a business fails to meet its obligations.

He also said economic development should involve coordination among the PUD, the county, the port district, the Kalispel Tribe and organizations such as the Economic Development Advisory Council.

Hood said he was disappointed by changes in the plans announced for the former paper mill property. He recalled expectations that the operation would retain more than 100 jobs, along with plans for Bitcoin mining, and said he has concerns about the number of jobs ultimately created and the direction of the project.

He said he understands that data centers can generate construction employment but may require relatively few permanent employees once operational.

Hood also raised questions about whether the company is meeting its tax and regulatory obligations, while acknowledging that he does not know all the details. He said he wants more information about the company’s plans and its potential effects on the community.

As a commissioner, Hood said, he would seek more information from the company and work to ensure discussions about major proposals are handled transparently. He also said residents and local officials should have a clearer understanding of significant development activity in the county.

He said the reported private meeting between Chris Jones and Merkle officials was “totally unacceptable.”

Reliable, affordable electricity and broadband service are two ways the PUD can help make the area attractive to businesses, Hood said, but he does not believe existing ratepayers should bear the costs of a private company’s expansion.

Campaign and community involvement

Hood said he is self-funding his campaign under the state’s mini-reporting option and has received some smaller gifts from individuals. He said neither he nor his campaign has received money from Merkle Standard or its sister companies.

Asked whether he had received or been promised financial compensation, gifts or incentives from an outside company in connection with a potential election, Hood said no.

“I wouldn’t take it,” he said, adding that he wants to avoid obligations to individual donors or other interests.

Hood has attended PUD meetings since the utility began discussing its rate increase earlier this year. He said Rick has helped him learn about the commission’s responsibilities and time commitments and suggested people he could consult about the job. When considering technical proposals, Hood said he would seek input from subject matter experts, utility staff and people with relevant experience. He also would conduct his own research.

“I don’t purport to know everything about everything electrical in the PUD,” he said.

Outside his professional career, Hood said he is a member of the Veterans of Foreign Wars and the American Legion, participates in the Community Emergency Response Team and is involved with a radio club. He said amateur radio operators can help relay messages across county lines during emergencies when conventional communications fail.

Hood also serves as an elder at Harvest Community Fellowship. He and his wife have been married for 46 years and have two adult children: a daughter who is a registered nurse in Houston and a son who serves as a Navy chaplain aboard the USS Cole.

Hood said he has relied on social media to communicate with voters and explain his positions, in part because he is uncomfortable going door to door.

“I’m not a politician,” he said. “But I really believe that I have the skill set, the education, the background to be able to be a good commissioner and to get back to my community.”

Last week, Cusick ran in NE2B League Meet #3 Tuesday, Oct. 6 at Harrington Golf and Country Club.

“There is still room for improvement in shortening up our spread between runners,” coach BriAnna Balcom says.

In the girls’ varsity 3-mile, sophomore Jazlyn Kelso finished 43rd of 48 with a time of 27:39.7, setting a personal best.

“We only have one girl runner, Jazlyn Kelso, so we are unable to score as a team,” Balcom says.

Senior Richard Sandwick led the boys’ varsity 3-mile with a time of 16:12.2, breaking into the single-digit placements after finishing sixth of 122. Freshman Marshal Eveland joined Richard Sandwick in the top 12 with a time of 17:12.2, finishing 12th.

Eighth-grader Abram Sandwick and sophomore Nick Sandwick both broke the top half, the former finishing 26th after clocking in at 17:57.0 and the latter finishing 34th after clocking in at 18:49.8. Sophomore James Lilya clocked in at 21:12.2 for a 76th-place finish.

All boys set personal records, finishing fifth of 15 1B and 2B teams with a score of 148.

“Our boys made a decent showing,” Balcom says.

Cusick next ran in the Ninth Annual Battle for the 509 Saturday, Oct. 10 on the Spokane Polo Grounds.

“We didn’t score as a team in any races on Saturday because our runners were separated based on their times,” Balcom says.

In the girls’ novice 5,000-meter, Kelso broke into the single- digit placements after finishing eighth of 133. Her time 24:21.9, Kelso set another personal best.

Richard Sandwick was the only Panther to qualify for the boys’ varsity championship 5,000-meter. He finished 27th of 97 with a time of 16:39.4, setting a personal record.

Abram Sandwick, Eveland and Nick Sandwick ran in the boys’ varsity red 5,000-meter. Abram Sandwick finished 38th of 159, his time 18:13.1; Eveland 39th, his time 18:13.2; and Nick Sandwick 107th, his time 19:35.1. Abram Sandwick and Eveland set personal records, and Nick Sandwick set a season best.

“Everyone performed well and set new personal or season bests on Saturday,” Balcom says.

Kelso was honored as Cusick’s Girls Runner of the Week for “a great first varsity appearance,” Balcom says. She set a significant personal record from Tuesday to Saturday, with a top 10 finish.

Abram Sandwick was honored as Cusick’s Boys Runner of the Week for an over-one-minute personal record.

“We got the breakthrough races we needed this week,” Balcom says.

Cusick runs in the NE1B D6 League Championship Meet Friday, Oct. 16 at the Reardan Cross Country Course, with the boys’ varsity 5,000-meter at 2 p.m. and the girls’ at 1:15 p.m.

BLANCHARD — Who says history has no flavor?

From the pages of “Spirit Valley Cookbook: The Food and History of Blanchard, Idaho,” published in 2003, comes a plethora of recipes from community members, including illustrations by local artist Christine Veblen Bishop.

In a time when people are pumping out AI art and text like turning a faucet on full blast with no thought as to what happens if the figurative kitchen gets flooded, there’s something wholesome about community cookbooks. It’s nourishment from your friends and neighbors, and honestly, that’s we should all be endeavoring to give and receive.

On that note, the following is Erik Bishop’s recipe for mango smoothie. I added a banana and some vanilla powder, but otherwise, I followed Erik’s directions and was rewarded with a creamy, fresh drink that I’ve returned to several times since my first foray.

Erik’s Mango Smoothies * ¾ C. buttermilk * 2 ½ C. diced fresh or frozen mango * ¼ tsp. ground ginger * ½ C. vanilla yogurt * 1 T. fresh lime juice * 1 tsp. grated, fresh ginger. * 3–6 ice cubes Combine buttermilk and yogurt in a blender. Add mangoes, lime juice, fresh ginger and ground ginger. With the blender running, add ice cubes one at a time until they are blended into the drink, and smoothie reaches desired consistency. Note: This also works well with frozen berries, and you can add protein powder for an added boost.

NEWPORT — Newport Hospital and Health Services is rerunning a $51 million expansion and renovation bond during the Tuesday, Nov. 3 election, despite the measure failing 2,084-1,719 earlier this year.

If approved by voters in Public Hospital District No. 1, the bond will fund emergency room improvements, medical technology updates, a surgical capacity increase and the introduction of several new services at Newport Hospital and Health Services. The bond needs at least a 60% supermajority to pass, but failed at only 45.20% in the Tuesday, Aug. 4 primary election.

“If it doesn’t pass, it really limits our ability to grow with the healthcare needs of the community,” public information officer Jenny Smith said. NHHS’s service area population is projected to grow by 2030 to 25,000, almost one-third of whom will be over 65 years old.

The measure is estimated to cost $1.47 per $1,000 in assessed property value, collecting $51 million from voters in the district over a term of up to 30 years at an interest rate of 4.75–5.5%. NHHS expects to fund another $4 million with cash, a lease and grants.

Estimated monthly property tax increases are $25 for an assessed property value of $200,000; $37 for $300,000; and $49 for $400,000. Based on their payment of bond taxes, Public Hospital District No. 1 taxpayers can apply for up to $750 a year in credits toward NHHS medical bills and Seeber’s Pharmacy prescription drugs.

CEO Kim Manus clarified that if assessed property valuation increases in the district as projected, the estimated rate per $1,000 will decrease, as the total amount for collection is fixed at $51 million.

“I think if people were to look back at their taxes, they would see that the price per $1,000 actually has gone down incrementally when they’re paying on a bond,” Manus said. “Because our assessed value within our area has gone up.”

In the last week or two, NHHS received approval from the Washington State Project Review Committee to use a Progressive-Design- Build model for the project.

The PDB model introduces the design and construction teams under one contract, allowing them to make early decisions based on actual construction costs, material availability and the project schedule. Because costs are continually reviewed as the project advances, NHHS can avoid exceeding a guaranteed maximum price of $55 million.

“That guaranteed maximum price actually falls onto the contractor and the architect if it goes over,” CFO Justin Peters said. “So, we assume no more risk at that point.”

NHHS was already planning to use the PDB model but had not yet received approval

WHAT’S NEXT

NEWPORT HOSPITAL AND HEALTH SERVICES IS HOSTING AN ONLINE COMMUNITY INFORMATION SESSION ABOUT THE BOND. THIS VIRTUAL MEETING IS: at 5:30 p.m. Wednesday, Oct. 14. There will be login information available on the hospital website by 4 p.m. that day.

for the project by the primary election, as the Washington State Project Review Committee only met a few times per year.

An alternative delivery method, the general contractor/contract management model, instead introduces the design and construction teams under two separate contracts. That creates more back-and-forth between each party, and per the GC/CM model, a guaranteed maximum price is not determined until about three-fourths into the design process.

In comparison, Peters said, the PDB model speeds up the project and saves costs.

“A number of folks were concerned — ‘Are you really gonna be able to get it done for that price?’” Manus said. “And that is one of the reasons that we chose that method, that we wanna be sure that we can deliver.”

Of the project’s total $55 million cost, $42.4 million would be used for construction, contingencies and administrative costs, $4.95 for equipment and furnishings, $3.3 million for services and $4.4 for sales taxes.

The budget also includes money for unexpected demolition conditions, changes in material and labor costs, design changes and other project needs. Construction would end after about three years, during which NHHS would remain open.

Without voter approval of measures like the bond, public hospital districts have limited capacity for debt. Existing funding sources would only support a portion of the proposed project, according to NHHS’s website.

“Right now, the total project is $55 million. In 10 years, it would escalate to $94 million for the exact same project,” Peters said. “So, the cost of waiting is significant.”

Built in 1958 and 1993, NHHS was designed for inpatient care, but not outpatient flow, infusion services, modern technology or telehealth integration. Today, NHHS is operating at or near capacity, revealing system-wide space and infrastructure constraints, according to NHHS’s website.

If the bond fails again, NHHS will not be able to accommodate new services, instead continuing to maintain existing infrastructure. That involves significant spending due to NHHS’s age, as evidenced by upcoming projects for a medical gas system, medical vacuum system and electric boiler, Peters said.

“We have a number of organizations, a number of providers that are interested in starting up new services here,” Manus said. “Part of that’s gonna take space, and so we would probably have to put those on the back burner.”

Moreover, completing only partial improvements at Newport Community Hospital will result in more costs.

Public Hospital District No. 1 initially consulted an architect about renovating their surgery center to add two more operating rooms, for a total of three. That project required demolishing exterior walls and totaled about $18 million alone, Manus said. The district received this estimate almost two years ago; Today, that project would cost about $20 million.

Only renovating the surgery center would also create more pressure on surrounding departments also at capacity, including physical therapy and the laboratory.

“It really is a domino effect,” Peters said. “If we upgrade one area, it’s gonna put more strain on areas that already are strained, so really it’s imperative that we do it all in one shot.”

The project would add up to three surgical operating rooms and increase capacity in the emergency department, another challenge at NHHS, Manus said. In the emergency department, which handles 10,000 visits per year, capacity would increase from seven beds to up to 12 and introduce behavioral health rooms to NHHS.

“Right now, we do not have a safe room that is designed for holding behavioral health until they can be transferred,” Manus said.

Other services that have been evaluated for expansion include oncology, chemotherapy and other infusions, cardiology, pain management and microbiology, allowing for faster test results. As of now, pain management is not available at NHHS.

Capacity would increase in the laboratory and rehabilitation therapy spaces, addressing long waits for test results and standard physical therapy treatment at NHHS. There are also plans to move the MRI suite from a trailer to an in-house unit.

Besides those, the project would replace the 1950s-era building with a new three-story addition, and relocate the main entrance to improve patient access and internal flow between services. The relocated main entrance would face Newport Health Center.

“It would bring our costs down actually for services, if we could be more efficient,” Manus said.

Manus acknowledged concerns about non-Pend Oreille County residents visiting NHHS, stating that almost one-third of the district’s business is from Idaho. She countered that business from Idaho facilitates the growth of NHHS’s medical staff and services, in turn benefiting Pend Oreille County residents.

“In the clinic alone, we have 22 providers working out of there, and we have surgeons that are wanting to do more and more time here,” Manus said. Upon completion, the project is expected to support 20–25 new jobs.

Public Hospital District No. 1 completed in 2025 a market assessment that included analysis of demographic trends, service utilization and patient origin data, as previously reported by The Miner. The assessment identified that some residents traveled as far away as Spokane or Coeur d’Alene to access certain healthcare services. Moreover, patients have waited up to six months to see a cardiologist in Spokane and even longer for orthopedic surgeries and other procedures, taking time away from work and home life.

This assessment was used in choosing the project’s priorities, along with a community health needs assessment and input from local healthcare providers and department leaders, according to NHHS’s website.

“If you are going to vote by mail, do it early,” Secretary Hobbs said. “I’m urging people to put their ballots in their nearest ballot box, but if you insist on voting by mail, do it as soon as possible. Do not wait until election day.”

Hobbs was visiting rural counties around Northeast Washington this week. He said the state saw a large increase of rejected ballots in the August Primary Election because they weren’t postmarked in time due to postal service processing delays. The share of Washington ballots rejected because of late postmarks rose to 1.1% in this year’s primary, up from 0.8% in 2024, according to data from the secretary of state’s office.

Auditor Nichols and Pend Oreille County election officials echoed that concern.

“Our local post office is great, it’s just due to the new processes they have to do by federal mandate that makes it unlikely your ballot will reach us in time if you try to mail it back on voting day,” Nichols said.

According to Liz Krizenesky, Pend Oreille County Election Manager, there were 132 ballots that were postmarked too late to be counted in the August 2026 Primary. In 2025, there were only 28, which she said is a typical amount.

“It obviously jumped up a lot from then to now,” Krizenesky said.

Under Washington law, mailed ballots are counted based on the day they are postmarked, not the day they are received.

There were 4,588 tabulated ballots in Pend Oreille County out of 4,764 submitted ballots. Those that were not tabulated were either postmarked too late or had unvalidated signatures or other issues.

Last year’s changes to mail delivery are separate from President Trump’s March 31 executive order on mail-in voting, which Washington and other states continue to fight in court. These changes stem from the Delivering for America plan started by the U.S. Postal Service in March 2021 as a 10-year strategic transformation initiative to modernize operations.

Pend Oreille County has several ballot boxes around the area, including two in Newport, two in Cusick, one in Ione, Metaline and Metaline Falls. Voters who mail their ballot should ensure it is postmarked no later than Nov. 3. If mailing a ballot after Oct. 26, voters should take it directly to a postal clerk and request a hand-applied postmark at the counter to help ensure it receives a timely postmark. Ballots will be mailed out Oct. 14-16.

During his visit to Newport, Hobbs also met with county commissioners John Gentle, Robert Rosencrantz and Brian Smiley before touring the auditor’s office and meeting elections employees.

For more information, go to www.pendoreille.gov/ auditor/page/elections.