Debra Henderson

Profession: Retail Operations Manager, Retail Financial Operations Manager for Large Scale Farms & Ranches via John Deere (currently retired and a grandma)

Educational background: I received my CNA Certificate from NIC (worked at our local BCCH in the ER) and The State of ND I worked in Oncology at Sanford Medical Hospital. Currently working towards my Paralegal degree and obtaining my Real Estate License

How many years as a Boundary County resident: 47

Marital status: Married

Family: Scott Henderson, Joshua Brewer, Kaine Brewer (grandson) Ashley Brewer, Amanda Aitken, Daniel Aitken (son-in-law) little Miss Oakley (granddaughter) and a new one arriving next month 

Contact information: [email protected]

1. My first priority is listening and acting now. I have already met with hospital leadership and the Sheriff to discuss any upcoming levies and operational challenges. I will continue those conversations with the North Bench Fire District and Road and Bridge. I will review the landfill situation and begin the process to bring Planning and Zoning back in-house for local accountability. Finally, I will set aside dedicated time each month to listen directly to constituents.

2. The three most significant issues are the multiple levies coming up, hospital, North Bench Fire, and school on the November ballot, operational and funding challenges at the hospital, and needs at the Sheriff’s Office and jail including safety, maintenance, and mental health support. These are critical because they directly affect public safety, senior care, taxpayer dollars, and the overall stability of services in a growing rural county.

3. For the levies, I will demand clear, transparent financial numbers before asking voters to approve any new taxes. For the hospital, I will push for a full review of operations and sustainable funding so we maintain this vital facility. For the Sheriff and jail, I will work with the Sheriff to address documented safety issues, overcrowding, and mental health resources. In every case I will focus on practical, cost-effective solutions.

4. The most critical issue is the growing strain on core county services including levies, the hospital, the Sheriff’s Office, landfill, and infrastructure. I will address it by refusing to simply accept the status quo. I will dig into the numbers, ask hard questions, and make independent decisions that put taxpayers and residents first, even if it means stirring the pot when it benefits the whole community.

5. The operational and funding challenges at Boundary Community Hospital are not getting enough attention. The hospital provides essential local care for our residents. Maintaining it is important because it is a critical service in our rural county that directly affects families and seniors every day.

6. I will bring people together by being honest about the challenges we face and focusing on shared, practical solutions. I will listen to every resident, long-time families and newer neighbors alike, and make decisions based on facts, fairness, and what is best for the whole county rather than certain groups. Practical leadership that delivers results is the best way to reduce contention.

7. I will manage growth by making sure new development pays its fair share for roads, water, waste, and emergency services so current residents are not stuck with the bill. At the same time, I will protect the rural character and property rights that brought everyone here. Responsible planning and transparent decisions on levies and infrastructure will help us grow without breaking what makes Boundary County special.

8. Boundary County faces growing health-care challenges. Our rural location, aging population, and the financial pressures on Boundary Community Hospital make it difficult to maintain full services. The hospital runs 24/7 emergency, lab, imaging, pharmacy, and inpatient care while facing the same negative margins and infrastructure costs that have forced many rural hospitals nationwide to close or reduce services. We are not yet in full crisis thanks to dedicated local staff, but we must make transparent, responsible decisions on funding and operations to keep essential care available close to home.

9. County government should focus on delivering core services residents rely on, roads, public safety, senior care through the hospital, waste management, and fair land-use planning that respects property rights. We should be good stewards of taxpayer money, advocate for our fair share of state resources, and keep decisions local. The county should serve all residents practically and honestly.

10. Every candidate should be asked, “Are you willing to tell voters the hard truth about the challenges we face, even if it’s unpopular?” My answer is yes. Boundary County is under real pressure with levies, the hospital, the Sheriff’s Office, landfill, and more. I will be honest about the problems and work for practical solutions that put the whole community first.

11. I’m asking for your vote because Boundary County deserves a commissioner who listens first and puts our community first.

I’ve lived here since 1979. I moved here with my mom and two younger sisters, raised four children in this county, and now have the joy of watching my grandchildren grow up in the same special place.

I wasn’t handed opportunities on a silver platter. I earned them the hard way. That’s why I will protect our strong property rights, demand transparency on levies, support the hospital and Sheriff’s Office, and make sure every qualified local business gets a fair shot.

I make my own decisions and am willing to stir the pot when it’s right for the whole community, not just follow the crowd or do what I’m told. Choose me if you want practical leadership that works for every resident, no favorites, no insiders.