A Republican and a Democrat are running for the county executive seat in the Nov. 3 election.
County Executive Dennis Gannon announced in late 2024 that he would not be seeking reelection, and his final day in office will be Dec. 31. Gannon was first elected to the office in 2018 and was reelected in 2022.
Republican Tim Whitney and Democrat David Frank will face off in the general election.
The county executive serves a four-year term and is paid an annual salary of about $124,971.
Frank, 59, of De Soto is a mergers and acquisitions integration and transformation leader, advising organizations on complex acquisitions, business transformation and strategic initiatives. He holds a master’s degree in business administration and bachelor’s degrees in business and accounting. He is a Marine Corps veteran and educator. He donates to various organizations supporting children and veterans, along with his church and other community volunteer initiatives. He currently serves on his Property Owners Association Board. He is married to Nan Averette Frank and has four daughters.
Whitney, 44, of Festus is the undersheriff and chief financial officer of the Jefferson County Sheriff’s Office. He has worked in the Sheriff’s Office since 2002, serving in patrol, investigations, special operations, administrative leadership and command roles. He earned a bachelor’s degree in human resource management, a master’s degree in public administration and completed postgraduate coursework focused on leadership and organizational management. He is a graduate of the 293rd session of the FBI National Academy. He has served on the BackStoppers of Jefferson County board from 2017-2024 and has served with the Jeffco Deputy Welfare Association since 2017. He is a member of the Festus-Crystal City Elks Lodge. Whitney and his wife, Stefanie, have two children.
Why should voters elect you, and what are your goals if elected?
Frank: Voters should elect me because I bring proven executive leadership, real-world experience and a lifetime of service to the job of county executive. I am a Marine Corps veteran, MBA, educator, father of four and a local property owners association member. Professionally, I have led complex organizations and initiatives, managed significant resources, solved difficult problems and held teams accountable for results. As county executive, my goals are clear: strengthen roads and infrastructure before growth outpaces our capacity; support law enforcement, firefighters and first responders; promote responsible economic development that benefits residents without shifting costs to taxpayers; improve transparency and accountability in county government; and ensure taxpayer dollars are managed responsibly.
I am running to serve, not to build a political career. I will bring experienced, practical leadership focused on results and on keeping Jefferson County a strong place to live, work and raise a family.
Whitney: For nearly 24 years, I have had the privilege of serving Jefferson County. Today, as undersheriff and chief financial officer, I help lead more than 200 employees, manage a budget exceeding $30 million, and have helped manage and oversee taxpayer-funded budgets, projects and operations totaling hundreds of millions of dollars throughout my career. That experience includes leading people, managing complex operations, solving difficult problems and making critical decisions under pressure when preparation, judgment and accountability matter most.
I am running because Jefferson County needs proven executive leadership ready to lead on day one. My goals are to manage growth responsibly, strengthen infrastructure and public safety before growth outpaces our resources, communicate openly and honestly with residents, and protect taxpayer dollars with the same discipline families use to manage their own budgets. We can grow while preserving the values, character and quality of life that make Jefferson County home.
Each of you has said there is room for improvement when it comes to county government, with one of you saying residents told you county government is “reactionary” and “inefficient.” As county executive, how would you improve the county government’s performance?
Frank: County government should anticipate problems, not simply react to them. My goal would be to make Jefferson County government more efficient, accountable, transparent and focused on results. I would establish clear performance expectations for county departments, measure the services residents experience, review inefficient processes, improve coordination across departments and require earlier identification and escalation of problems. Major projects would have defined ownership, milestones, budgets and accountability for results. I would also create a public performance dashboard so taxpayers can see how the county is performing on priorities such as roads, infrastructure, development, public safety, permitting, major projects and financial stewardship. My professional career has involved improving complex organizations and bringing structure and accountability to difficult initiatives. I would bring that same disciplined approach to county government, not by adding bureaucracy, but by making government work better for the people it serves.
Whitney: Improving county government starts with leadership, accountability and communication. As county executive, I will take an active role in county operations, working with department heads to identify challenges, establish priorities and follow through on solutions. My approach will bring departments together, empower employees to recommend improvements and establish clear expectations for performance. By addressing unnecessary bureaucracy and improving coordination, we can make county government more efficient and responsive. That same commitment must extend to our residents. People deserve timely answers, clear information and confidence that their concerns are being heard. I want to build a culture where employees take ownership of problems, leaders are accountable for results and planning for the future becomes part of our everyday work. Ultimately, county government should operate responsibly and never lose sight of who we work for: the residents of Jefferson County.
What is the biggest challenge the county will face in the next five years?
Frank: Jefferson County’s greatest challenge over the next five years will be managing growth while protecting the quality of life and affordability that brought people here in the first place.
We need economic development and good-paying jobs, but growth must be supported by adequate roads, infrastructure, utilities, public safety and responsible planning. Existing taxpayers shouldn’t be left paying for infrastructure demands created by new development. At the same time, the county government must become more proactive, efficient and accountable. With limited resources and increasing demands, we cannot simply spend our way through every problem. We need clear priorities, measurable performance and better long-term planning. My goal is responsible growth, effective government and strong communities: prepare infrastructure before problems occur, protect taxpayers, support law enforcement and first responders, attract quality employers and give residents greater transparency into how their county government is performing.
Whitney: The biggest challenge facing Jefferson County over the next five years will be managing growth responsibly. The pressure to develop is already here, and I expect it to intensify. In my conversations with residents, I’ve found few issues that divide our communities more. Some welcome new development and economic opportunity, while others worry about increased traffic, strained infrastructure and losing the character of their communities. I don’t believe the answer is to embrace every development or oppose growth altogether. We need a thoughtful, long-term approach that considers roads, stormwater management, public safety and the impact on existing neighborhoods. Equally important, residents deserve a meaningful voice in decisions that affect their communities. Finding that balance won’t be easy, and no single decision will satisfy everyone. I’m committed to listening, bringing people together and making the difficult decisions necessary to manage growth while protecting what makes Jefferson County home.
How will you define success as county executive?
Frank: I would define success by whether Jefferson County is better positioned four years after I take office than it was when I started. That means county government is more proactive, efficient, transparent and accountable, with measurable improvements in the services residents receive. It means roads and infrastructure are planned ahead of growth rather than addressed after problems occur. It means we attract quality jobs and investment while ensuring new development pays its fair share and does not shift unnecessary costs to existing taxpayers. Success also means supporting law enforcement, firefighters and first responders with the resources and planning necessary to keep our communities safe, while maintaining responsible budgets and protecting taxpayers. Most importantly, residents should have greater confidence in the county government. At the end of my term, I want taxpayers to be able to see where we started, what we promised, what we accomplished and how their money was spent.
Whitney: I’ve spent my career serving Jefferson County. This is where I grew up, where my wife and I have raised our family and where our future lies. For me, success means leaving this county better than I found it. I don’t believe success should be measured by political victories or accomplishments that generate headlines. It’s about making thoughtful decisions today that will benefit our communities for generations, even when those decisions are difficult or the results won’t be realized during my time in office. I want residents to feel their voices are heard, their tax dollars are respected, and their county government is working for them. Ultimately, if I leave office knowing we’ve built a stronger foundation for the future, preserved what makes our communities special, and made decisions that will benefit our children and grandchildren, I’ll consider that a success.
