Since 2021, an average of 311 properties annually have been taken to resale in Tulsa County. Of those, approximately 259 are sold to outside buyers — and in 2021 and 2022 alone, 188 of those sales generated over $4 million in excess proceeds beyond what was owed in taxes. Those funds belong to the original property owners, yet current law allows County Treasurers to keep any proceeds that go unclaimed after 12 months — a clear conflict of interest that I believe must be addressed through transparency and reform. My approach is proactive, not reactive. Rather than waiting until properties reach the resale stage, I will dedicate a staff member specifically to reaching delinquent property owners before that point, locating them, communicating their options, and where appropriate, establishing payment plans that allow them to stay in their homes. My goal is to reduce the number of properties taken to resale by at least 25%, and ultimately to eliminate the need for an annual tax deed sale altogether. Protecting homeownership while responsibly collecting what is owed to Tulsa County taxpayers are not competing priorities — with the right process, they go hand in hand.

Transparency around investment strategy is largely missing from county treasurer websites across Oklahoma. Taxpayers deserve to know not just that their money is being managed, but how — what it's invested in, for how long, and what it's earning. One notable exception is the Rogers County Treasurer, who publicly lists both his investment strategy and results. That is the standard I intend to match and build upon in Tulsa County. My investment approach would prioritize maximizing the dollars available through a diversified portfolio that may include U.S. Government bonds, State of Oklahoma bonds, municipal bonds, and money market accounts, among others. Investments would be structured with varying terms to balance yield with the county's upcoming cash flow needs — ensuring funds are available when obligations come due while putting idle dollars to work in the meantime. Equally important is fee management. The State Treasurer's office identified excessive investment fees as a significant drain on returns — fees that directly reduce the interest income available to taxpayers. Reducing those fees means more money invested, and more interest earned. Before finalizing any allocation strategy, I will study the best practices of high-performing county treasurers to ensure Tulsa County's approach is both competitive and fiscally sound. And unlike the current standard, every decision will be publicly reported on our website.

Transparency will be a Day 1 priority. Right now, Tulsa County effectively operates two websites — but for the average taxpayer, neither goes beyond allowing you to check your payment status. Critical information about how the office operates, where your tax dollars go, and how county funds are invested is simply not available to the public. That needs to change. Rogers County's Treasurer offers a useful model: their website clearly outlines the office's responsibilities, provides investment strategy and results, shows disbursements to the various agencies and jurisdictions that depend on tax revenue, and reports the outcome of prior-year tax resales. That level of accountability should be the standard in every county — including Tulsa. I will work to publish that same category of information on the Tulsa County Treasurer's website so that any taxpayer can see at a glance how the office is performing and how their money is being managed. It's also worth noting that Tulsa County taxpayers have paid over $2.3 million over the past four years for the cloud-based software and website the Treasurer's office currently uses — with the current year's cost approaching $400,000 and growing annually. I will conduct a thorough review of that contract and evaluate whether the value delivered justifies the cost, or whether a more efficient and affordable alternative exists. Reducing unnecessary administrative overhead means more dollars available for the county's core obligations.