My Bio
I’m proud to have called New Plymouth home for six years, and I’ve been honored to serve at City Hall since July 2023. Every day, I had the privilege of connecting with amazing individuals – new and lifelong residents, local business owners, and dedicated public servants – who share my love for this city.
My tenure as Deputy Clerk has given me a unique insight into the inner workings of City Hall, and I’ve identified areas where we can grow and improve. Over the past year and a half, I’ve witnessed firsthand the challenges and triumphs that have taught me invaluable lessons. These experiences will guide me as I strive to propel our city forward with integrity, accountability, and effectiveness.
Leadership in public service is not about claiming to know it all. It is about drawing on the wisdom, talents, and strengths of others—and working together to build something lasting. True leadership is rooted in humility, vision, and service.
As mayor, I will not pretend to have every answer. Instead, I will surround myself with people who bring expertise and fresh perspectives, empowering them to help shape our city’s future. Where one of us has a weakness, another has a strength. Leadership means creating the space for others to rise, learn, and lead alongside us.
Looking Beyond the Present
Municipal leadership cannot be measured only in short-term wins or political cycles. It requires foresight—the ability to make decisions today that will strengthen New Plymouth for decades to come. It also requires leaders and partners willing to make decisions and see them through. We must anticipate growth, plan for change while still protecting what we love, and ensure that the foundation we build now will serve our children and grandchildren.
People First
Policies and ordinances matter, but the heart of local government is people. Leadership means ensuring every resident has a voice, that government is accessible, and that services are delivered with civility, fairness and transparency.
Investing in our youth is especially critical—they are the future leaders and stewards of our community. At the same time, we must be open to learning from the elders among us, whose wisdom and lived experience offer guidance that no textbook or training can provide. When young energy and innovation combine with the wisdom of experience, our community becomes stronger and more resilient. I support exploring the idea of supporting student internships in partnership with the local high school so that the youth may be inspired to serve in the future.
Legacy Through Service
Ultimately, the legacy of leadership is not found in titles or ribbon-cuttings, but in the lives improved, neighborhoods strengthened, and opportunities created. Outer achievements may fade with time, but the impact of service and integrity endures.
My vision for New Plymouth is one where economic opportunity, infrastructure, and community pride grow hand in hand. By practicing servant leadership—putting people first, planning for the long term, and collaborating across all levels—we can build a stronger, more resilient future.
That is the work of true public service. And that is the vision I am committed to leading.
My Key Issues
Modernizing Ordinances
Update outdated ordinances under the new Comprehensive Plan to create fair, consistent, and predictable rules. This work provides clarity for property owners, protects the city from liability, and ensures growth matches community values. I support making our progress transparent and available to the public.
Revitalizing Main Street & Neighborhood Renewal
Propose 'Renew New Plymouth' to rehabilitate older homes and revitalize downtown buildings with underutilized grant funds. By restoring neighborhoods and attracting new investment, we can grow the tax base, improve safety, and preserve small-town charm. I will rely on local partnerships to ensure that we focus on obtaining grand money and fundraising to help fund this goal.
Improving ADA Access
Invest in ADA upgrades—automatic doors, improved sound systems, and accessible parks—so every resident can take part fully in civic life. Grants can fund these projects, reducing the burden on taxpayers while making New Plymouth inclusive for all.
Parking Solutions Downtown
Improve parking for employees, businesses, and patrons by repurposing underutilized lots. Better parking supports downtown businesses, reduces congestion, and encourages community events.
Smart Growth & Impact Fees
Adopt an impact fee system to ensure new development contributes to the infrastructure and amenities it relies on. Fee-in-lieu payments can help fund new parks, recreation facilities, and other projects linked to growth. Growth needs to pay for itself and although the pursuit of grants to fund our study may seem daunting, that’s no reason to stand still.
Expanding Greenbelts & Open Space
Expand greenbelt trails, parks, and community traditions while encouraging development to contribute to recreation. This will strengthen neighborhoods, support healthy lifestyles, and attract families and visitors.
Safe Connections Downtown
Create safer pedestrian and bike access across Highway 30 and throughout town with better sidewalks and intersection design. Safe connections reduce traffic risks and link neighborhoods, schools, and parks more effectively.
Strengthening The Library
I support expanding hours and programs at the library to meet the needs of a growing community. Partnerships with schools and state agencies can provide technology training, career support, and community workshops.
Celebrating Community Events
Encourage seasonal events like Music in the Park, Car Rallies, Trunk or Treats, and the Tractor Light Parade, while supporting new traditions. Events bring families together, strengthen small businesses, and make New Plymouth a regional destination.
Workforce Development & Accountability
Adopt comprehensive personnel policies, clear job descriptions, and training requirements to set staff up for success. Accountability and professional development improve city services and create a healthier work environment.
Fair & Standard Ordinance Violation Management
Right now, our city has no central system for tracking ordinance complaints and violations. Calls, emails, and conversations get scattered — and there’s no reliable record of how complaints are processed. With our city growing (two subdivisions are underway), this system is only going to get more cumbersome and unreliable. We can’t keep doing things the same way just because “we’ve always done it that way.” As your candidate for Mayor, I believe we must work smarter, not harder. That’s why I propose implementing a modern, affordable tool that would: • Create one central place for complaints to be filed and tracked. • Ensure every complaint is processed fairly and consistently. • Keep the City and Sheriff’s Office in sync on enforcement. • Generate reports so the public can see how complaints are being resolved. • Expand to help with permits, licenses, and building department correspondence for even more transparency. Technology is one of my special interests, and I’m always looking for ways to improve organization and efficiency. This is about building trust, improving service, and preparing New Plymouth for growth.
Reviving Community Traditions: Bringing Back Horse Shoe Days
In conversations with retired City Clerk Ellen Smith, I learned about an annual community event called Horse Shoe Days that was celebrated in New Plymouth decades ago. It was a time when neighbors came together, enjoyed friendly competition, and celebrated our small-town spirit. With cooperation from community elders and Councilwoman Suzanne Evans, I plan to bring back Horse Shoe Days as a way to honor our history, strengthen community bonds, and create a family-friendly tradition for future generations.
Impact on Growth
Given the pace of residential interest around New Plymouth’s boundaries—and the city’s current lack of an adopted impact fee structure—I respectfully recommend that the Council consider enacting a temporary moratorium on annexations for residential development until the City has had the opportunity to conduct an impact fee study and adopt appropriate measures. This proposal would not affect developments already in progress, nor would it limit small lot adjustments, additions, or rebuilds within existing city limits. It would simply provide the City with a pause to evaluate how rapid residential expansion is affecting our infrastructure, service capacity, and long-term fiscal health. This moratorium is intended to: • Allow time to assess infrastructure needs, fiscal impacts, and growth-related service demands. • Protect existing taxpayers from subsidizing infrastructure expansions that primarily benefit new developments. • Coordinate with the Snake River Economic Development Alliance (SREDA) for guidance, grant opportunities, and technical support in completing the impact fee study. • Prevent further annexations that may capitalize on regulatory gaps or outdated ordinances that leave the City financially and operationally vulnerable. A short-term moratorium would demonstrate sound leadership and due diligence, ensuring that New Plymouth grows in a manner that is measured, equitable, and sustainable. It does not halt progress—it simply creates a responsible window for planning and alignment before more development proceeds.
Smart Sustainable Growth
Strategic Economic Development and Tax Base Expansion Without Residential Growth Prepared by: Suzanna Culpepper, Candidate for Mayor Date: October 2025 Background The City of New Plymouth continues to face long-term fiscal and infrastructure challenges. Our tax base remains limited, while our aging infrastructure—including streets, utilities, and public facilities—demands increasing investment. Compounding this, the City currently has no adopted impact fee structure, meaning new growth contributes little to offset the cost of maintaining or expanding essential public systems. As growth pressures increase from surrounding areas, it is imperative that New Plymouth pursue a strategy that stabilizes city finances, preserves community character, and positions the city for sustainable, balanced economic development. Objective To strengthen the City’s tax base and employment opportunities without accelerating residential housing growth, this proposal outlines a path to: • Promote commercial and light industrial development that uses minimal utility capacity • Evaluate a temporary moratorium on new residential subdivisions to allow infrastructure planning to catch up • Launch an impact fee and infrastructure assessment to support fair, long-term funding mechanisms 1. Consider a Temporary Moratorium on New Residential Subdivisions Enact a short-term moratorium on large-scale residential development until: - The City’s water, sewer, and street infrastructure capacities have been fully assessed - An Impact Fee Study has been completed - Updated zoning and capital improvement priorities are established This moratorium would not affect small, individual in-fill lots or previously approved projects but would allow the City to plan responsibly for sustainable growth. 2. Targeted Commercial and Light Industrial Recruitment Focus recruitment efforts within the Industrial Zone and impact area adjacent to the Commercial Zone, where infrastructure can be efficiently expanded. Prioritize industries that do not place excessive strain on the City’s water or wastewater systems, such as: - Distribution centers or building supply warehouses (e.g., Ferguson Plumbing-type companies) - Fabrication, assembly, or light manufacturing with limited water and sewer demand - Professional, trade-support, or logistics offices that create jobs without heavy industrial impacts - Agricultural technology or repair services consistent with local industry needs Specifically exclude high-demand or high-load operations such as: - Distilleries or food-processing plants requiring large volumes of water - Cold storage warehouses or data centers with heavy electrical and cooling demands - Any operation likely to exceed local system capacities or increase long-term infrastructure costs This approach allows the City to attract stable, long-term employers while protecting existing ratepayers and prolonging infrastructure lifespan. 3. Incentives and Partnerships Collaborate with the Snake River Economic Development Alliance (SREDA), Idaho Department of Commerce, and Payette County to: - Identify qualified sites for targeted business recruitment - Promote New Plymouth as an affordable, strategically located business community - Seek grant funding for infrastructure extensions, industrial park upgrades, and workforce development Develop marketing materials highlighting cost advantages, workforce readiness, and strategic location near the US-95 corridor. 4. Infrastructure and Impact Fee Study Commission an Impact Fee Study to determine equitable developer contributions for: - Water and sewer capacity improvements - Transportation and road networks - Parks, recreation, and emergency services Incorporate findings into the Capital Improvement Plan (CIP) to ensure that future development pays its fair share and supports long-term city resilience. Fiscal and Community Benefits • Expands commercial tax base without burdening existing residents • Creates jobs and supports local families through sustainable economic growth • Reduces infrastructure stress by targeting low-demand, high-return industries • Preserves community character while preparing for long-term fiscal stability • Positions the City for future grant opportunities and responsible capital planning Conclusion New Plymouth was founded on self-reliance and strategic design. By recruiting the right kinds of businesses and focusing on infrastructure stewardship, the City can honor those founding principles while preparing for the future. This proposal seeks Council’s consideration to begin a structured planning process with staff, SREDA, and regional partners to implement these objectives and ensure smart and sustainable growth.
Send Me a Message
Have questions or suggestions? I would love to hear from you!