The Bourbon County Monitor asked every candidate in a contested Bourbon County Commission race the same questions ahead of the August 4 Republican primary. Candidates share where they stand, in their own words.
By Curtis Major
With four days remaining before Bourbon County voters head to the polls, the Bourbon County Monitor asked every candidate in a contested county commission race to answer a uniform set of questions covering the county's finances, healthcare, roads, governance, and economic future. The questions were sent to all five candidates in contested primary races: three in the District 1 Republican primary and two in the District 3 Republican primary.
Four candidates; incumbent Joe Allen (District 3), Josh Jones (District 3), Lisa Dillon (District 1), and Mike Hueston (District 1), submitted responses. Lyle K. (Pete) Owenby (District 1) did not respond by the deadline. The Monitor will continue to seek a response from Owenby prior to the August 4 primary.
Every candidate received the same core questions. Mike Hueston and Pete Owenby each received additional questions specific to their candidacies; Hueston regarding a statutory eligibility question, and Owenby regarding his planned residency and potential conflict of interest related to the county's zoning moratorium. Hueston did not respond to the additional questions specifically.
JOE ALLEN
Republican - Incumbent | District 3
Joe Allen was appointed to the District 3 seat in February 2026 and is seeking election to a full term. He faces a primary challenge from Josh Jones. Allen served as a Fort Scott Police Officer from 2004 to 2017 before becoming Transportation Director for USD 234, where he remains employed. He has also served on the Garland Fire board.
BACKGROUND & QUALIFICATIONS
Q: What is your professional background, and how does it prepare you for county governance?
I was a Fort Scott Police Officer from 2004 – 2017 where I took over as the Transportation Director with USD234 until present. Each Position has taught me several valuable leadership traits along with leading a team.
Q: Have you previously served in any elected, appointed, or advisory public role?
No. That being said I was on the Garland Fire board for approximately 2 years.
Q: Why are you running for this seat at this time?
Several reasons. One, to serve others. Our county needs good leadership and common-sense decisions. We need to be good stewards of our tax money and provide the best services we can to our citizens.
COUNTY FISCAL MANAGEMENT
Q: Walk voters through how you would close the projected $201,000 deficit - specifically, what would you cut, and what would you protect?
Each department needs to really look at what is a need and want. We need to [provide] our public works and public safety equipment they can depend on and get the job done. That being said, we need a maintenance plan to make sure we protect our assets. We need to be as efficient as we can to make sure we provide the best service at the lowest cost.
Q: At what point does holding the mill levy flat become untenable?
We need to keep our taxes as low as possible for the citizens that love to call Bourbon County home. We need to concentrate on Economic development to provide more jobs and also providing housing to bring families to our community. A working relationship with the city is a must to make all this happen.
Q: Should a county of this size be relying on outside financial consultants for core budget functions?
Baker Tilly has done a fine job with what they have been provided. That being said, the Commission should be accountable in all budget decisions.
Q: What is your position on accepting state or federal grants?
I have been involved in writing and accepting grants with both the city and school district. Grants are a resource that should be looked into for our county. Depending on the grant, there could be many reasons to decline one to include matching funds, timing and risk it might put the county in.
HEALTHCARE
Q: If Freeman Fort Scott were to fail financially, what specific obligation does the county commission have to respond?
Healthcare is a must in our community. We need to work with both Freeman and KRI to make sure they both succeed. The county must work with our city to make sure healthcare is accessible in our community.
Q: Do you support Commissioner Motley's push to reclaim the former Mercy building before the November 2027 deadline?
I support what Commissioner Motley is doing and his heart behind it. There are many facts in this situation that I have not been provided, and it is hard to make a good, educated decision with what the county needs to [do] next with lack of information and funding. There are risks in both waiting and acting as we do not know the facts at this time.
ROADS & INFRASTRUCTURE
Q: Name one specific road or area in your district that you believe has been neglected.
140th Street between Cavalry and Birch has been recently brought to my attention. It has been neglected for a long time, and I am working with both Public [W]orks and the landowners to make sure we come together for a good solution that helps both.
Q: Will you commit to creating a published multi-year road plan?
Yes, I will work with Public [W]orks to make sure our road plan is as efficient as possible.
COUNTY GOVERNANCE & INTERNAL CONFLICT
Q: What does forty employees protesting at a commission meeting tell you, and what would you do differently?
I thanked the employees for standing together and coming to the commission meeting with their concerns. I strongly believe the commission needs to have a good working [relationship] with not only the employees but all elected officials. Communication and just being approachable is a must.
Q: What is your position on how the open meetings complaints and the IT director situation were handled?
Recently the county commission went through training to help with these open meeting complaints. Just open communication and respecting others can go a long way toward these situations.
Q: How do you build institutional continuity on a board where membership keeps changing?
Just being able to work well with others. A consistent board would be nice but you have to work with what is around you. Being able to communicate and serve the citizens of Bourbon County should be each [commissioner's] end goal.
Q: How do you plan to engage constituents between commission meetings, particularly in rural parts of the district?
I have constantly been approachable and visible in my district since I was appointed in February. I am easy to get [a]hold of by phone and have met with several constituents [in] person to listen to their concerns or compliments.
Q: What is your position on open records and government transparency?
I have nothing to hide and am an honest person. Transparency is huge when representing our citizens.
ECONOMIC DEVELOPMENT & POPULATION
Q: What is the commission's role in ensuring economic development reaches rural Bourbon County?
We need to support our small business[es] in the county along with working with the city to help with bringing these other jobs to our area. We need to look into providing affordable housing along with [identifying] if there are any areas in the county that could be developed into commercial areas.
Q: Name one concrete, commission-level action you would take in your first year to reverse population decline.
I think being a good leader and being someone who will listen, research, be understanding and communicate well with others is what our community needs right now. We need someone who will make [common-sense] decisions and protect what we have. That I think is the action I have already started since taking this position.
PERSONAL
Q: How long have you lived in Bourbon County, and what does this community mean to you?
All my life. Born and raised in rural Bourbon County. Graduated with the class of 2001 from FSHS. My wife and I have been married for 23 years and have 3 boys born here. This is our home. This is where we want our children to call home. This community is all I know and want the best for everyone living here.
Q: Is there anything voters may not know about you that you would like to share?
I just want to be a good leader. I want to serve our community the best I know how. I want our community to succeed. I want people that call this county home, to really enjoy being here. When God calls me home, I want to know I did the best I can to make a difference in someone [else's] life. Bourbon County is an awesome place to live, and I only look forward to how much better we can make it.
JOSH JONES
Republican Candidate | District 3
Josh Jones is challenging incumbent Joe Allen in the District 3 Republican primary. A lifelong Bourbon County resident, Jones has owned and operated Fort Scott Sanitation, residential rental properties, and Bourbon County Cars over the course of nearly 20 years in small business. He previously served on the Fort Scott City Commission, including terms as Mayor and Commission President.
BACKGROUND & QUALIFICATIONS
Q: What is your professional background, and how does it prepare you for county governance?
I am a lifelong resident and have been a local small-business owner in Bourbon County for nearly 20 years. Over the years, I have owned and operated Fort Scott Sanitation, residential rental properties, and today, Bourbon County Cars. This background has taught me how to manage tight budgets, handle operations, and evaluate every decision based on value versus cost. I believe county government should be run like a business. That doesn't mean every service must turn a profit, but it means zero waste and strict accountability for how your tax dollars are spent.
Q: Have you previously served in any elected, appointed, or advisory public role?
Yes, I served for nearly three years on the Fort Scott City Commission. During that time, I was chosen by my fellow commissioners to serve as Mayor and later as Commission President. My complete voting record, debates, and actions are fully public and on video for voters to evaluate.
Q: Why are you running for this seat at this time?
I am running because Bourbon County is at a critical juncture and needs proven leadership that prioritizes teamwork, public trust, and absolute transparency. For too long, there has been excessive internal conflict and not enough collaboration at the county level. I have a verifiable public record of navigating tough debates, making independent decisions on the merits, and bringing people together to get things done. I want to bring that same focus and collaborative energy to the County Commission.
COUNTY FISCAL MANAGEMENT
Q: Walk voters through how you would close the projected $201,000 deficit - specifically, what would you cut, and what would you protect?
When addressing a budget shortfall, my first step as a business owner is always to look for hidden waste, duplication of efforts, and operational inefficiencies across all departments. However, we have to be very cautious when talking about cuts to make sure our emergency services are completely unaffected. Our Sheriff's department, EMS, and first responders protect our lives and properties daily. I will absolutely protect our essential emergency and public safety services, and focus any necessary budget tightening on non-essential, administrative areas first.
Q: At what point does holding the mill levy flat become untenable?
The honest answer is that it is simply not sustainable to keep raising taxes on our residents year after year to cover a shrinking base. We are rapidly approaching the tipping point. At some point very soon, we are going to have to shift our focus to regional economic growth, or we will be forced to cut county services. We must aggressively pursue new businesses, jobs, and housing to expand our tax base so we can distribute the cost of county operations across more people, rather than placing a heavier burden on the residents who remain.
Q: Should a county of this size be relying on outside financial consultants for core budget functions?
Using an independent group like Baker Tilly is a crucial, smart move for our county. When we started using them during my time on the City Commission, it proved to be a highly cost-effective way to save taxpayers money. Their specialized expertise and unbiased financial advice ended up completely paying for their service and delivering extra savings to our bottom line. An outside expert removes personal or emotional pressures from the budget process and brings absolute transparency to where every dollar goes. However, hiring consultants does not mean passing the buck. The ultimate accountability always rests squarely on the shoulders of the elected county commissioners, who make the final votes.
Q: What is your position on accepting state or federal grants?
Each grant must be looked at individually on its own merits to see if it actually brings true value to our community. Blindly accepting grants is not fiscally smart without knowing what the hidden or long-term costs will be to our county. If a grant requires a heavy local financial match, forces us into costly long-term maintenance contracts, or comes with federal mandates that infringe on our local control, I will absolutely vote to decline it. We should only take grant money when it genuinely saves local taxpayers money without tying our hands.
HEALTHCARE
Q: If Freeman Fort Scott were to fail financially, what specific obligation does the county commission have to respond?
The county does have a fundamental obligation to do everything within its power to ensure that Bourbon County residents have access to adequate, reliable healthcare. While the county commission should not be in the business of directly running or managing a private healthcare facility, we must act as aggressive advocates and facilitators. Our tools include leveraging regional healthcare partnerships, working alongside state leaders to secure emergency stabilizing resources, and fostering an environment where a private provider can succeed. A community without accessible healthcare cannot grow or attract families, so the commission must remain actively engaged in safeguarding care for our citizens.
Q: Do you support Commissioner Motley's push to reclaim the former Mercy building before the November 2027 deadline?
Taking back the old Mercy building is a complex issue that was also heavily discussed four to five years ago. As a current candidate, I do not have access to the same inside knowledge or non-public information that Commissioner Motley may possess. However, my approach as a businessman is simple: there is a legally binding contract currently in place, and that contract needs to be thoroughly revisited and reviewed. We must look at the exact terms to ensure that the agreement made between the county and the building owner is sufficient and serves the absolute best interests of Bourbon County and its citizens.
ROADS & INFRASTRUCTURE
Q: Name one specific road or area in your district that you believe has been neglected.
Rather than pointing to just one isolated stretch of gravel, I believe we need to acknowledge that multiple rural areas across our district feel neglected due to the lack of a structured maintenance system. As a business owner, I don't believe in picking projects based on guesswork or politics. My immediate action will be to work with our road and bridge crews to conduct a comprehensive assessment of all district roads. We will identify the most degraded areas, prioritize them based on safety and traffic volume, and establish a clear, transparent timeline so residents know exactly when their roads will be addressed.
Q: Will you commit to creating a published multi-year road plan?
A published multi-year road plan is absolutely crucial, and I am 100% committed to creating one. Without a published plan, the county is just reacting to problems day-to-day instead of preventing them. Even if a plan has to be adjusted years down the road due to weather or budget changes, having a roadmap is essential. Planning is one of the greatest tools we have for saving taxpayer money, maximizing resources, and ensuring operational efficiency. It moves the county away from blindly picking projects and gives residents the transparency they deserve.
COUNTY GOVERNANCE & INTERNAL CONFLICT
Q: Forty county employees showed up at a commission meeting to protest payroll and leave policy changes. What does that tell you, and what would you do differently?
This situation clearly shows a breakdown in communication and a lack of mutual respect. Our county employees feel completely left out by the current administration because they are left in the dark - nobody is listening to them, and nobody is asking for their input before making major decisions that affect their livelihoods. As a business owner, I know that your staff is your most valuable asset. I would engage directly with our employees, listen to their concerns, and bring them to the table before implementing sweeping policy shifts. You cannot run an efficient organization by alienating the people who keep it moving.
Q: What is your position on how the open meetings complaints and the IT director situation were handled?
These ongoing legal and compliance disputes are the direct result of a lack of transparency and a failure to follow structured, professional guidelines. When government operates behind closed doors or reacts emotionally, the taxpayers end up footed with the bill for legal disputes. My position is that the county must strictly adhere to both the letter and the spirit of the law. We need to implement clear, standard operating procedures, respect whistleblower protections, and ensure that all public business is conducted openly so these costly, trust-damaging situations do not happen again.
Q: How do you build institutional continuity on a board where membership keeps changing?
You build continuity by establishing solid, repeatable processes and relying on professional management rather than individual personalities. When a county relies on clear, written, multi-year plans - like the fiscal guidance from Baker Tilly or a published infrastructure roadmap - the county's direction stays steady even if the faces on the commission change. My goal is to help build that stable, professional framework so the county can move forward consistently, regardless of election cycles.
Q: How do you plan to engage constituents between commission meetings, particularly in rural parts of the district?
My plan to engage rural residents is the exact same strategy I successfully used during my time on the City Commission: I will actively go out to them. I will utilize regular town halls across the different communities in the county, showing up in the areas that have felt left out for years. Consistently holding these local meetings gives every resident a convenient, direct opportunity to get updates and be heard.
Q: What is your position on open records and government transparency?
Government transparency should always be the ceiling, not the floor. Meeting the bare minimum requirements of KORA is not enough to build real public trust. I have always believed that every citizen has a right to see exactly how their money is spent and how decisions are made. We should make county records, budgets, and meeting broadcasts as easily accessible online as possible. True transparency means making information simple for the public to find, review, and understand without making them jump through bureaucratic hoops.
ECONOMIC DEVELOPMENT & POPULATION
Q: What is the commission's role in ensuring economic development reaches rural Bourbon County?
The commission's role is to actively partner with each small town and rural area rather than trying to sit in Fort Scott and pretend we know all the answers for every specific community. The citizens themselves are the real key to unlocking growth in their respective areas. The county should act as a supportive resource - helping local leaders secure community development grants, ensuring rural roads support commerce, and lowering bureaucratic hurdles so local entrepreneurs can expand. Economic development works from the ground up, not the top down.
Q: Name one concrete, commission-level action you would take in your first year to reverse population decline.
In my first year, I will introduce a concrete action item to break down the walls between city and county economic efforts and establish a unified, county-wide growth strategy. The taxpayers of Fort Scott and the rural parts of Bourbon County are the exact same people paying into the same system. We cannot stop population decline by working in isolated silos. My direct action will be to coordinate infrastructure, shared marketing, and joint planning efforts so that when industries expand, the economic benefits, residential housing growth, and tax relief are felt across every corner of the county, keeping families rooted right here at home.
PERSONAL
Q: How long have you lived in Bourbon County, and what does this community mean to you?
I am a lifelong resident and have lived in Bourbon County my entire life. This community means everything to me. It is where I chose to build my businesses and where my family's roots run deep. My main priority is ensuring that my kids, and everyone else's kids in Bourbon County, have the opportunity to stay, thrive, and raise families of their own right here if they choose to do so. Protecting our way of life and building a stable future for the next generation is why I am so invested in this county.
Q: Is there anything voters may not know about you that you would like to share?
While many voters know me through my businesses or my past time on the City Commission, they might not know how much I value direct, informal conversations. I don't believe leadership should happen from behind a desk. Whether I am running my business, visiting a local town hall, or out in the community, I am always approachable and ready to listen. I am the same person in public as I am at home, and I carry that straightforward, transparent approach into everything I do for Bourbon County.
LISA DILLON
Republican Candidate | District 1
Lisa Dillon is one of three candidates competing in the District 1 Republican primary. She brings a background in lending, real estate, early childhood education, small business ownership, and local government, currently working as a Community Compliance and Development Coordinator for the City of Fort Scott. She and her husband own a small business in downtown Fort Scott. She has lived in Bourbon County for three years.
BACKGROUND & QUALIFICATIONS
Q: What is your professional background, and how does it prepare you for county governance?
I bring a diverse professional background built on public service, business leadership, finance, real estate, and community development. Throughout my career, I've managed lending operations, worked as a licensed real estate agent, directed an early childhood program, owned and operated a small business, served families through Healthy Families, and today work in local government as a Community Compliance and Development Coordinator. My current role has given me hands-on experience with housing initiatives, planning and zoning, neighborhood revitalization, historic preservation, grant administration, land bank management, and working with local boards and commissions. I regularly collaborate with elected officials, staff, developers, business owners, and residents to solve problems and move projects forward. As a small business owner, I also understand the challenges of balancing budgets, meeting payroll, serving customers, and making responsible financial decisions. Those experiences have reinforced the importance of accountability, transparency, and spending taxpayer dollars wisely. County government requires practical problem-solving, thoughtful planning, and the ability to bring people together. My background has prepared me to listen, ask good questions, evaluate facts, and make decisions that strengthen Bourbon County while protecting the services our residents rely on.
Q: Have you previously served in any elected, appointed, or advisory public role?
I have not previously served in an elected office. However, I have served in several appointed and advisory public roles through my work with the City of Fort Scott. I currently work closely with the Planning Commission, Historic Preservation Review Commission, and Land Bank, providing administrative support, coordinating meetings, implementing policies, and working with boards as they make decisions affecting our community. These roles have given me firsthand experience with open meetings, public input, planning, budgeting, economic development, housing initiatives, and intergovernmental cooperation. I understand how local government functions, the importance of transparency, and the responsibility that comes with serving the public. While this would be my first elected position, I believe my practical experience working alongside elected officials, board members, staff, businesses, and residents has prepared me to step into the role of County Commissioner ready to listen, learn, and serve effectively.
Q: Why are you running for this seat at this time?
I am running for County Commissioner because I believe Bourbon County has tremendous potential, and I want to be part of helping shape its future. Through my work in community development, housing, planning, economic development, and grant administration, I have seen firsthand both the challenges we face and the opportunities we often miss. Over the past several years, I have worked to identify grant opportunities, develop competitive applications, and pursue outside funding that helps strengthen our community. I understand that every grant dollar we secure can reduce the burden on local taxpayers while allowing us to invest in projects that improve quality of life and support long-term growth. I believe this is the right time because our county is at a crossroads. We must maintain our roads, infrastructure, and essential services while also creating opportunities that encourage families, businesses, and future generations to choose Bourbon County as a place to live, work, and invest. I am not running because I think I have all the answers. I am running because I ask questions, listen to people, study the issues, and believe good decisions come from collaboration and thoughtful planning. I want to bring a practical, forward-looking perspective to the Commission while remaining fiscally responsible and accountable to taxpayers. Above all, I want to help leave Bourbon County stronger than I found it - for today's residents and for future generations.
COUNTY FISCAL MANAGEMENT
Q: Walk voters through how you would close the projected $201,000 deficit.
To close a projected $201,000 deficit, I would begin with a line-by-line review of the general fund rather than making an across-the-board cut that could damage essential services. I would protect public safety, emergency response, road maintenance, and services that directly affect the health and safety of Bourbon County residents. Those are core responsibilities of county government, and I would not support balancing the budget by weakening those services. The first place I would look for reductions would be discretionary spending, unnecessary travel, outside consulting contracts, duplicated services, vacant positions that are not essential, and purchases that can be delayed without harming operations. I would also ask each department to identify realistic savings and explain the impact of those reductions before the Commission makes a final decision. I would review every contract and outsourced service to determine whether the county is receiving a fair value and whether any service could be provided more efficiently. I would also look for opportunities to share services, equipment, or purchasing with cities, townships, and other local agencies. In addition to cuts, I would pursue grants, partnerships, reimbursements, and other outside funding whenever possible so local taxpayers are not carrying the full cost of eligible projects. However, I would not use one-time grant funding to support ongoing expenses unless there is a clear plan for how those costs will be sustained. My goal would be to close the deficit with the least possible impact on residents and employees. I would not begin by raising taxes, but I also would not make cuts that create larger costs later through neglected roads, reduced emergency services, or deferred maintenance. The final decision should be based on facts, long-term consequences, and a clear explanation to the public of what was cut, what was protected, and why.
Q: At what point does holding the mill levy flat become untenable?
A declining population is one of Bourbon County's biggest long-term challenges because it affects everything from our workforce to our tax base. My goal is not simply to hold the mill levy flat every year - my goal is to put the county in a stronger financial position over time. If we continue losing population while the cost of providing essential services continues to rise, there may come a point where holding the mill levy flat is no longer sustainable. However, I believe raising taxes should be the last option, not the first. Before asking taxpayers to pay more, I would expect the County Commission to demonstrate that we have carefully reviewed every expenditure, improved efficiencies where possible, pursued grant funding and partnerships, and looked for ways to grow our tax base through housing, business development, agriculture, and economic investment. We cannot cut our way to long-term prosperity, and we cannot tax our way there either. My honest answer is this: I will not make a blanket promise that taxes can never increase because I believe that would be irresponsible. If an increase were ever necessary to protect critical public safety, infrastructure, or legally required county services, I would want that decision to be supported by clear facts, transparent discussion, and evidence that every reasonable alternative had been explored first. At the same time, I believe the better solution is to reverse the trend. If we focus on attracting investment, supporting existing businesses, encouraging housing development, and creating opportunities that bring people to Bourbon County, we strengthen our tax base and reduce the pressure on property taxpayers over the long term.
Q: Should the county be relying on outside financial consultants for core budget functions?
Outside consultants can be valuable when they provide specialized expertise or an independent perspective, especially for complex financial forecasting or one-time projects. However, I do not believe a county should become dependent on consultants to perform core government functions that should be understood and managed internally. A consultant's role is to provide information, analysis, and recommendations. The responsibility for reviewing that information, asking questions, and making the final decisions belongs to the County Commission and county leadership. Consultants advise - they do not govern. If a recommendation proves to be inaccurate, the first step is to understand why. Was the recommendation based on incomplete information, changing economic conditions, or was it simply a poor recommendation? Regardless of the reason, elected officials remain accountable because they are the ones who vote on the budget and are responsible to the taxpayers. As a commissioner, I would expect any outside consultant to clearly explain the assumptions behind their recommendations and provide data that supports their conclusions. I believe consultants should complement the county's financial management - not replace it. At the same time, I would support strengthening the county's internal financial knowledge so we are making informed decisions and relying less on outside assistance over time. Ultimately, accountability rests with the County Commission. We owe taxpayers transparency, careful oversight, and responsible stewardship of public funds, whether the information comes from county staff or an outside consultant.
Q: What is your position on accepting state or federal grants?
I strongly support pursuing state and federal grants because they allow local communities to accomplish projects that might otherwise be unaffordable. Throughout my career in local government, I have worked to identify grant opportunities, prepare applications, administer grant-funded projects, and ensure those funds are used responsibly. When used wisely, grants can improve infrastructure, support housing and economic development, preserve historic resources, and reduce the financial burden on local taxpayers. That said, I do not believe every grant is a good grant. Before accepting any funding, I would ask: Does the project align with Bourbon County's priorities? What are the local match requirements? Are there ongoing maintenance or operating costs after the grant ends? Does the grant create long-term financial obligations that the county cannot sustain? Are there conditions that limit local decision-making or require policies that are not in the best interest of our residents? If the long-term costs outweigh the benefits, if the grant requires the county to commit to expenses we cannot maintain, or if the conditions significantly reduce local control, I would be willing to decline the funding. Grants should be viewed as strategic investments, not free money. My goal would be to pursue opportunities that strengthen Bourbon County, leverage taxpayer dollars responsibly, and provide lasting benefits for our residents without creating future financial burdens.
HEALTHCARE
Q: If Freeman Fort Scott were to fail financially, what obligation does the county commission have?
If Freeman Fort Scott were to face financial trouble, my first priority would be maintaining access to health care for Bourbon County residents. But the County Commission does not have unlimited resources or a blank check to solve private financial problems. Our role is to understand the facts, protect taxpayer dollars, and work with partners when possible without putting the county at risk. The commission can help facilitate conversations, advocate at the state level, and explore partnerships, but any direct financial commitment must be legal, transparent, and clearly beneficial to the public.
Q: Do you support Commissioner Motley's push to reclaim the former Mercy building?
I believe this decision deserves a careful, fact-based review rather than a quick yes or no. If the county has a legal right to reclaim the building, then we should fully understand that right and whether using it is truly in the public interest. The risk of moving too fast is taking on a major financial responsibility without a sustainable plan. And the risk of waiting is losing legal rights or options that might matter later. Before I support either path, I want to know the costs, the legal standing, and the long-term impact on healthcare access and taxpayers. As commissioner, my responsibility is to make decisions based on evidence and long-term community impact, not on timelines or politics.
ROADS & INFRASTRUCTURE
Q: Name one specific road or area in your district that you believe has been neglected.
I don't [want to] name a specific road unless I've personally verified its current condition. I don't think it's responsible to make promises based on assumptions. What I can say is that I've heard concerns about gravel road conditions in several parts of the county, and that's something I take seriously. If elected, one of my first steps would be to meet with the Road and Bridge Department, review current road condition data, and spend time out on the roads. Within the first six months, I would push for a publicly available maintenance plan so residents can see what's being prioritized and why. I believe in data-driven decisions.
Q: Will you commit to creating a published multi-year road plan?
I wasn't part of those conversations. What I can say is that I do believe Bourbon County would benefit from a published multi-year road plan. So yes, I would support creating one. Not a document that locks us in no matter what happens, but a clear, flexible roadmap that shows priorities and is updated as conditions change. I think residents deserve to know how decisions are being made and what they can reasonably expect over the next few years. To me, that's just good government.
COUNTY GOVERNANCE & INTERNAL CONFLICT
Q: What does forty employees protesting tell you, and what would you do differently?
When that many employees feel the need to come to a public meeting, that is a sign there wasn't enough communication earlier. I think employees shouldn't first learn about major workplace changes after decisions are made. They should be part of the conversation before changes take effect. So if elected, I would encourage regular meetings between county leadership and employees where questions and concerns can be discussed before they escalate. The best way to build trust is through consistent communication and a seat at the table.
Q: What is your position on how the open meetings complaints and the IT director situation were handled?
I just don't think it's appropriate to speculate or to offer conclusions about situations that I don't have all the facts about. What I can say is that these situations highlight the importance of transparency, following the law, and treating employees fairly. As commissioner, I [would] expect clear processes [and] appropriate legal guidance [to] be followed[,] and I'd want open communication whenever possible. My focus would be on strengthening public trust, improving communication, and reducing the likelihood of similar issues in the future. I want Bourbon County to be known for ethical leadership and transparency, and that's the standard that I would hold myself to.
Q: How do you build institutional continuity?
Turnover is a reality in local government, but the goal is to keep the county moving forward, even as people on the board change. For me, that starts with clear documentation, open communication with county staff and our community partners. New commissioners need to understand not just what's happening now, but why past decisions were made. I think the commission should set clear priorities and check progress along the way so we're all moving in the same direction. It's about teamwork and steady focus, not who's in the seat any given year.
Q: How do you plan to engage constituents between commission meetings?
I don't believe my job as commissioner begins when the meeting starts or ends when it adjourns. If elected, I want to be accessible to the people that I represent. That means regular office hours in different parts of the county, being present at local events and community meetings, and making myself available by phone, email, and social media. Not everyone can make it to Fort Scott, and I don't think they should have to in order to have their concerns heard. Most importantly, I'll follow up. Listening is only the first step. People deserve to know whether something was done or, if something can't be done, then why. I don't expect people to always come to me. I believe it's my responsibility to go to them and represent every part of Bourbon County.
Q: What is your position on open records and government transparency?
I believe transparency should be the standard, not just the minimum legal requirement. The Kansas Open Records Act sets the floor, but good government aims higher. If elected, I would support making public information easy to find and understand - posting meeting materials, budgets, and financial information online whenever practical. I think people should understand not only what decisions are being made, but why. There will always be records that are confidential by law, and I'll respect those protections. When information can be shared, my approach is simple: if it belongs to the public, the public should be able to see it. My goal is to build trust through openness, and that means communicating proactively, not just reacting to requests.
ECONOMIC DEVELOPMENT & POPULATION
Q: What is the commission's role in ensuring economic development reaches rural Bourbon County?
I think it's fair to say that when Fort Scott succeeds, that helps the entire county, but every community matters. I think the commission should help create conditions for success across Bourbon County. That includes maintaining the roads and bridges that support agriculture and small business, expanding broadband access, encouraging housing development in communities throughout the county, and supporting our workforce development. Each town and rural area has strengths. I think part of the county's job is to listen to those communities and work with them to support their own opportunities. I don't see this as Fort Scott versus the rest of the county. When one part grows, we all benefit. And we also have a responsibility to make sure that the rural parts of our county are not left behind.
Q: Name one concrete, commission-level action you would take in your first year to reverse population decline.
In my first year, I would work to create a countywide housing and workforce initiative that brings together the county and cities, employers, [the] community college, and housing partners to develop a practical action plan. If people can't find housing, then employers can't fill jobs and communities can't grow. That is why I believe housing, workforce, and economic development have to be addressed together. This first step is about convening the right people, setting measurable priorities, and moving forward with solutions that position the entire county for growth.
PERSONAL
Q: How long have you lived in Bourbon County, and what does this community mean to you?
I have lived in Bourbon County for the past three years, and during that time I have become deeply invested in this community. It is where I have built my career in local government, owned a small business, and dedicated my time to serving our residents. Before making Bourbon County my home, I lived in other communities where I had the opportunity to see how thoughtful planning, economic development, and long-term investment helped communities grow and prosper. Those experiences gave me valuable perspective on what successful communities do well - not so we can become those communities, but so we can learn from their successes while preserving the character, history, and values that make Bourbon County unique. Through my work in community development, housing, planning, economic development, grant administration, and neighborhood revitalization, I have seen firsthand both the challenges we face and the opportunities that exist. I believe Bourbon County has tremendous potential, and I want to help create an environment where businesses can invest, families choose to stay, and future generations have opportunities to succeed. To me, Bourbon County means community. It is a place with hardworking people, a rich history, and a strong sense of pride. I chose to make my home here because I believe in its future, and I am committed to helping ensure that future is strong, responsible, and full of opportunity for everyone.
Q: Is there anything voters may not know about you that you would like to share?
One thing voters may not know about me is that I genuinely enjoy solving problems and bringing people together. I believe the best ideas come from listening, asking questions, and working collaboratively rather than assuming one person has all the answers. Throughout my career, I have chosen work centered on serving others - whether helping families, supporting local businesses, improving neighborhoods, or working on projects that strengthen our community. I find fulfillment in helping turn ideas into action and creating opportunities that have a lasting impact. Outside of work, my husband and I own a small business in downtown Fort Scott, giving me firsthand experience with the challenges and rewards of owning a business in a small community. That perspective reminds me every day that decisions made by local government affect real people, real families, and real businesses. Above all, I care deeply about Bourbon County's future. If elected, I will approach every decision with integrity, transparency, fiscal responsibility, and a commitment to doing what I believe is in the best interest of our community.
MIKE HUESTON
Republican Candidate | District 1
Mike Hueston is one of three candidates in the District 1 Republican primary. He has been involved with Bourbon County Fire District No. 3 - Mapleton Station for 42 years, worked in EMS for more than 20 years, and currently serves as a full-time, paid Emergency Medical Technician for the county. He has served as Mayor of Mapleton for approximately 15 years and remains on the Mapleton City Council.
Editor's note on eligibility: The Monitor submitted questions to Hueston regarding the legal compatibility of his position as a Bourbon County Emergency Medical Technician with simultaneous service as a county commissioner under K.S.A. 19-205(a) and Kansas AG Opinion 2016-12. Hueston did not respond to those questions by the deadline. Hueston's response, if received, will be published prior to August 4.
BACKGROUND & QUALIFICATIONS
Q: What is your professional background, and how does it prepare you for county governance?
I have been in the public eye for over 40 years with being involved with Bourbon County Fire District #3 Mapleton Station for 42 years and worked EMS for over 20 years. With this I have dealt with a lot of citizens on the different calls. I am currently on the Mapleton City [C]ouncil and served as City of Mapleton Mayor for about 15 years and city council prior to that. With being part of the fire department and the city of Mapleton I have dealt with the budget process and other financial decisions. I was in FFA when in high school so I know how a meeting should be with Roberts Rules of Order.
Q: Why are you running for this seat at this time?
I am running at this time due to the disrespect and [the conduct] of the current commissioner in this district. The commission meetings are a joke with him in there along with another one. I feel if we don't get things straightened out on the commission Bourbon County will not exist. Some of the current commissioners are ruining it and breaking the county with the ridiculous spending and taking [money] out of the county.
COUNTY FISCAL MANAGEMENT
Q: Walk voters through how you would close the projected deficit.
First of all, keep the money in the county instead of outsourcing HR, Payroll, IT and [the] County [Counselor] when there are employees that are already being paid that can do the job. STOP PAYING FOR SERVICES TWICE - this will save a lot of money. Also do away with Laura Krom's position. I think looking closer at the [commission's] spending habits and control[ling] them will decrease the deficit as well. We have to keep the EMS service, sheriff[']s department and public works at least for this county to exist.
Q: At what point does holding the mill levy flat become untenable?
I don't like increasing the burden on anyone including myself but nothing is getting cheaper and the mill levy should have been increased a long time ago instead of keeping it level and now [we] have to be the bad guys to increase it.
Q: Should the county be relying on outside financial consultants for core budget functions?
I am against outsourcing unless necessary and what has been outsourced is not necessary. The county has qualified people to do the budget each year and work together to get that done. The only outsourcing for financial [purposes] is an audit. The commissioners are ultimately responsible for the county money.
Q: What is your position on accepting state or federal grants?
I am all for grants. We pay State and Federal taxes and the grants are a way to get our money back and spend it in the county as it should be. There would have to be a lot of stipulations and [the grant would have to] cost the county more money than what the grant is worth before I would decline one.
HEALTHCARE
Q: If Freeman Fort Scott were to fail financially, what obligation does the county commission have?
The only obligation the county has to the citizens is to provide an ambulance service which they [currently] provide. Having an ER is nice but the county has a lot of things to think about fixing with the hospital being one of them.
Q: Do you support reclaiming the former Mercy building?
I need to look into reclaiming the old hospital building before I answer this, but I will say the commission should have made Mercy demo the building and clean the site.
ROADS & INFRASTRUCTURE
Q: Name one specific road or area in your district that you believe has been neglected.
There are a lot of roads in my district that have been neglected whether it be grading, graveling and/or mowing at least corners. The biggest is 105th [Street] south of [Highway] 65. The road has been washed out since the flood about 2 years ago and has not been fixed yet and it is a high-traveled road. The county needs a multi-year road maintenance plan including bridges. Also there needs to be a maintenance plan for all public works equipment as well as other county vehicles.
COUNTY GOVERNANCE & INTERNAL CONFLICT
Q: What does forty employees protesting tell you, and what would you do differently?
It is obvious at least 2 of the current commissioners don't care about the employees. I was one of [those] at the meeting. The commission has no right to the payroll side of the employees except to approve the wages and benefits. I will respect all the employees and treat them like human beings. I will also listen to the employees and keep in mind what they are saying when making decisions that affect them.
Q: What is your position on how the open meetings complaints and the IT director situation were handled?
The open meeting laws are not hard to comply with and [I'm] not sure why it [was] so hard for the current commission [of five] to follow the rules. I think the handling of the IT director was totally [mis]handled.
Q: How do you build institutional continuity?
The easiest way to keep continuity is to be respectful to your other [counterparts]. I feel the respect has gone out the window for at least 2 of the current commissioners. Also treat everyone as an equal. All elected officials are the same - the commission is not over any one of them.
Q: How do you plan to engage constituents between commission meetings?
I will be open for phone calls, meet in person and hopefully be able to move the commission meeting around to other cities in the county so others can attend the meetings.
Q: What is your position on open records and transparency?
I feel the taxpayers are entitled to all records that are not private by law.
ECONOMIC DEVELOPMENT & POPULATION
Q: What is the commission's role in ensuring economic development reaches rural Bourbon County?
The county needs county[-]wide economic development. We need to support the business[es] that are already here. I feel the county would benefit if it had an industrial park in the county to invite companies to come and build in the county. Reduce the cost of living in the county whether it be tax breaks or other incentives.
PERSONAL
Q: How long have you lived in Bourbon County, and what does this community mean to you?
I have lived in Bourbon County for about 60 years except for a few years in Missouri for a job but still had property and family here. I want to see Bourbon County and the citizens of Bourbon County thrive and I want to make that happen. I think I have been open with everything.
OFFICE INCOMPATIBILITY - K.S.A. 19-205 (NO RESPONSE RECEIVED)
The following three questions were posed to Mr. Hueston in writing prior to the August 1 deadline. He did not provide answers to any of them. They are reproduced here so voters are aware of what was asked and what response was received.
Q: K.S.A. 19-205(a) prohibits a person holding a county office from simultaneously serving as county commissioner. As full-time, paid EMT- a county position - do you believe you are subject to that statute? Have you obtained independent legal counsel on this question?
Q: Kansas AG Opinion 2016-12 found that a county commissioner cannot simultaneously hold a county EMS position and expressly rejected abstention from votes as a resolution. If the county attorney or a court determines the two positions are incompatible, which position will you give up?
Q: Voters deserve a clear answer before August 4. Will you commit, in writing, that if elected you will resign your EMT position before taking the oath of office - or do you intend to seek a different legal resolution? If the latter, what is it?
Editor's Notes
All responses are published in the candidates' own words. Where text appears in [brackets], an editorial change was made - a spelling correction, a clarifying word, or a punctuation adjustment. No substantive meaning has been altered. Readers who wish to compare the published text to the original submissions may contact Curtis Major at curtis@bourboncountymonitor.com.
Lyle “Pete” Owenby (District 1) did not respond to the Monitor’s questions by the deadline due to a technical problem on the Monitor's end.
The Monitor will continue to seek his response and will publish it if received before the August 4 primary.
The Bourbon County Monitor does not endorse candidates. This series was offered equally to all candidates in contested races. District 4 incumbent Gregg Motley is running unopposed and was not included in the series.
