Carson City Supervisors ward 1 |

Carson City Supervisors ward 1

Tom Keeton

Tom Keeton

Age: 74

Hometown: Carson City

Occupation: Retired, from Lockheed-Martin at the end of 1995 as director of creative communications

Family: Wife of 52 years Kaye; daughter Susan Wilcox, living in Olympia, Wash., with husband, Rick; son Bruce Keeton, living and working in Carson City at Cinderlite; granddaughter Rebekah Gross, working in Olympia; grandson Jason Gross, due for discharge from active duty with the 2nd Marine Division approximately Oct. 15th

Political Background: I ran unsuccessfully for Mayor in 2000. Ran for the state Assembly in 2002 and was defeated in the Republican primary. Have attended virtually every supervisor’s meeting since May 2000; staying current with the city’s business.

Officer of the Carson City Republican Central Committee since 2000, serving as chairman in 2004-05, and presently as state committeeman.

What two departments or programs would you most like to see better funded by the supervisors? Why and how?

While it’s mundane to think about and talk about, we must devote more funding to the water and sewer infrastructure. Clearly, our sewer and drainage system is unable to meet the needs whenever there is any kind of heavy runoff from the Sierra. Equally clear is the need to have an adequate supply of water for all of the city’s needs; especially those for business/industrial growth. There are plans in place but we need to fund these programs more aggressively. The lion’s share of the increased funding needed should come from construction fees on both residences and businesses. I’m loath to increase standard water and sewer rates on present homeowners; seeking, instead, to have those forces which increase the demand on the systems pay for that.

Since a primary function of government is to see its citizens are safe, I feel we must improve the efficiency of our sheriff’s and fire departments to the greatest possible extent. However, we cannot simply throw money at the problem and hire more deputies and firemen. We must make maximum possible use of technology and inter-county cooperative programs to give the so-called public safety departments the best tools we can afford.

How would you characterize the term “managed growth” as it applies to Carson City? What are some recent good and bad examples you’ve seen transpire here?

Managed growth takes the natural entrepreneurial spirit and channels it into acceptable, value-creating developments – both residential and business/industrial. Creating increased value in the city allows higher tax collections – and more services – without increasing taxes on current residents. High-value, high property tax projects are good. A good business example could well be the Casino Fandango complex. When finished it will go far beyond the income we would have derived from a plain casino. As a goal, the management of growth should be more benign than dictatorial; but it should be firm, nonetheless.

Perhaps the most egregious example of “bad” growth is the plethora of check cashing/payday loan operations. I’ve heard all the “arguments” of the vital service they provide and I don’t buy a word of it. The proposed 90+ home housing development in Timberline was a very poor idea. Far too many homes in too small a space. I believe a more acceptable proposal is forthcoming.

I find the Silver Oak residential development an excellent example of very good growth. Excellent homes. Well built. All providing an excellent tax base to the city without causing an overload on any of the city’s services.

Contact Information:

Telephone: (775) 841-3991


Web Site:

Robin Williamson

Age: 55

Hometown: Carson City since 1990 and in Nevada since 1972.

Occupation: Carson City Ward 1 Supervisor

Family: Married to Phil Williamson since 1977; three grown daughters – Leslie O’Brien, Melissa Williamson and Allison Staub.

Political background: Seeking a third term as Carson City Supervisor for Ward I. Chairman of the city’s redevelopment authority; serve on the Carson Water Subconservancy District, Nevada Association of Counties, the Western Nevada Development District, Western Nevada HOME Consortium and is the federal lands liaison.

What two departments or programs would you like to see better funded by the supervisors? Why and how?

Recent sales tax reports indicate we may have a lean year next year for additional funding. But I support the efforts of Sheriff Furlong and Fire Chief Giomi to develop a “phased-in” funding approach to increasing manpower and services in the public safety departments. I also would like to develop a more regional approach with our neighboring counties to fight the methamphetamine problems in our region.

How would you characterize the term “managed growth” as it applies to Carson City? What are some recent good and bad examples you’ve seen transpire here?

Carson City has had a 3 percent residential growth cap for building permits since 1984. Our growth rate has been around 1.5 percent. So I believe we are controlling increases in our population to allow our city services to keep up with the demands caused by new growth, which I consider “managed growth.” The recent 20-month series of public discussions to update our Master Plan resulted in the decision to keep city perimeters the same and absorb growth by encouraging compact housing development within our borders. We need a variety of housing types and pricing options to make living and buying a home in Carson City a reality for all. The update also stated that mixed-use housing was needed near commercial areas, especially downtown, so people could walk to work and to shop, rather than rely on driving. I expect we will soon be presented with housing projects based upon this new Master Plan suggestions. The Schulz Ranch housing development is a good example of providing a variety of housing types within the same development. The new senior housing near the Senior Center has been well-received and allows seniors to afford housing and be near services.

Contact Information:

Telephone: 883-9577