Actionable Solutions for a Stronger Washington County
Sustainable Housing Solutions
Prioritize diverse housing solutions to create a sustainable landscape throughout Washington County. Advocate for state and federal legislation that supports housing solutions.
✓ Mixed Use Development- Encourage projects blending residential, commercial, and recreational spaces with tax incentives for diverse housing
✓ Housing Trust Fund- Establish a fund to support developing and preserving varied housing solutions
✓ Land Use Policies- Revise policies for higher density housing near public transportation routes and promote accessory dwelling units (ADUs).
✓ Public-Private Partnerships- Collaborate with developers and non-profits to leverage investment in housing projects.
✓ Community Land Trusts- Support local groups in forming CLTs for long-term housing solutions
Economic Opportunity & Growth
Driving sustainable economic development to attract new businesses, create jobs, and strengthen the local economy by ending the low-wage warehouse cycle and prioritizing quality, high-skill industries.
✓ Implement the $30 Hour Standard for Tax Breaks provided by the Job Creation Tax Credit (JCRP)- Only grant the highest tier of tax relief to businesses meeting this minimum living wage benchmark.
✓ Mandate Developer-Funded Traffic Solutions- A condition for approving new or expanded warehousing, developer must pay an upfront Traffic Mitigation Fee. Funds will be earmarked for local road, intersection, and infrastructure upgrades impacted by their development.
✓ Institute Performance Based Tax Claw-backs - All tax credits will be performance based. If a company fails to meet its promised local hiring and wage goals within the first three years, the County will have the authority to revoke and recoup the tax credit and lost revenue.
✓ Prioritize Local Hiring & Workforce Training- Any company seeking a tax incentive must enter a formal, annual partnership agreement with the Washington County American Job Center, Western Maryland Consortium, and/or Hagerstown Community College to ensure that local residents have the first opportunity and training necessary for the new, high-wage jobs we attract.
✓ Incentivize Advanced Manufacturing and R&D - Create targeted tax credits for developers who convert existing, large-scale warehouse properties into uses that offer higher-wage jobs, such as industrial flex space, R&D labs, or specialize manufacturing.
✓ Infrastructure Assessment for All of Washington County - Audit of all major county roads, bridges, water, and sewer systems. This will guide development decisions ensuring that new growth does not exceed current infrastructure capacity and avoid costly liabilities for taxpayers.
✓Economic Strategic Plan - Forward-looking plan to creatively evaluate past development decisions, identify new revenue streams, and ensure our budget priorities strategically utilize tax payer money to meet critical community needs.
Advancing Health, Mental Wellness, & Recovery
Work with municipalities to create an integrated approach by focusing on evidence-based practices, strategic funding, and efficient service coordination.
✓ Strategic Investment in Behavioral Health- Opioid Settlement Fund Advisory Board, Prioritize Telehealth Infrastructure
✓ Integrated Crisis & Recovery Response- Expand use of Behavior Health Professionals working with Emergency Services
✓ Strong Local Action on Opioid Solutions- Support State Opioid Initiatives through Local Action, Develop a Housing First Strategy for Recovery
✓ Preventative Care for Youth & Families- School-Based Mental Wellness Coordination, Invest in Upstream Prevention Programs, Launch a Stigma-Reduction Campaign
✓ Closing Gaps in Rural & Underserved Care- Comprehensive System Gap Analysis
Safe & Vibrant Neighborhoods
Comprehensive strategy that prioritizes community policing, youth engagement, and the reliability of core county services- including Fire, EMS, and Water Infrastructure.
✓ Fully Fund Community Policing, Fire, & EMS Services- Strategic Budget Allocation, Volunteer Support & Recruitment through Matching Grant Program, Improve Communications Infrastructure, Water Quality & Resilience Infrastructure Investment, Water Availability Planning, Storm Water and Flood Control, Utility Coordination throughout county.
✓ Strengthening Ties Across Washington County- Community Policing, Create a Neighborhood Connection Fund to offer small grants for community building events and clean-up efforts, County-Wide Community Resource Hub
✓ Investing in Youth Mentorship & Jobs- Support local non-profits to expand after-school mentorship and job-readiness training programs for at-risk youth, Create a Youth Advisory Board & County Commissioner Internship Program
✓ Inter-Jurisdictional Preparedness Grants- Establish a County-Municipal Preparedness Grant to fund joint training exercises between agencies.
Public Transportation
Improving public transportation and infrastructure to remove transportation as a barrier for all of Washington County.
✓ Modernizing Washington County Transit (WCT) - Invest in new facilities & technology to replace outdated infrastructure and improve service efficiency, Provide Signs for all Bus Stops
✓ Expand Service to Underserved Areas- bring reliable bus routes to our rural communities to connect residents with jobs and essential services, Explore options to provide free public transportation
✓ Extend Hours & Accessibility- Implement longer services hours; especially on evenings & Sundays, Ensure infrastructure meets highest standard of accessibility for every resident
✓ Innovative, Cost-Effective Solutions - Explore smart, new transportation models to solve community needs efficiently including easily accessible routes and trip planning through app or website
Commitment to Education
Endorsed by the Washington County Teachers Association
Washington County’s future is shaped in our classrooms. As your County Commissioner, I am committed to forging a new era of collaboration with Washington County Public Schools (WCPS). We must move beyond the minimum requirements to ensure strategic, targeted investments reach the students and staff who need them most; while ensuring public funds stay in public schools.
1. Targeted Student & Behavioral Supports
I will champion a County School Enhancement Fund (CSEF) explicitly earmarked to address our most pressing needs:
• Behavioral & Mental Health: Supporting the hiring of school counselors, social workers, and trauma-informed care specialists.
• Specialized Services: Increasing resources for multilingual learners, specialized training, and programs that promote equity and inclusion.
2. Strategic Funding for Staff Stability
While the Board of Education is legally responsible for setting staff salaries, the County Commissioners control the total funding available to make those raises possible.
• By the County taking a more active role in funding student-based needs and collaborating on major maintenance, we relieve the pressure on the school system’s operating budget.
• This strategic shift allows the Board of Education the financial flexibility to prioritize competitive raises for teachers and a living wage for paraprofessionals, ensuring they are no longer losing ground to rising healthcare costs.
• I will advocate for the County to explore covering the cost of Student Resource Officers (SROs) through the county's public safety budget. By removing this significant burden from the WCPS budget, we free up dollars that can be redirected back to the classroom.
3. Smart-Growth Infrastructure & Collaborative Maintenance
Our students cannot learn in extreme temperatures. I propose a dedicated School Maintenance Fund supported by updated fees on luxury and commercial real estate transactions (over $500k).
• I advocate for a collaborative problem-solving approach where the County and School System share resources, maintenance equipment, and bulk-contracting power. This partnership ensures both entities remain fiscally responsible by reducing overhead and clearing the maintenance backlog more efficiently.
• This targeted approach ensures large-scale development pays its fair share for our infrastructure while protecting the average homeowner.
4. Accountability & Transparent Collaboration
Leadership means showing up and working together to solve problems before they become crises.
• I will establish a formal Education Liaison Committee to communicate and budget-plan before the cycle begins.
•:Any additional funding will be contingent upon addressing identified goals, with an Annual State of the County Schools Forum to ensure transparency for every taxpayer.
Federal Detention Facility & Local Governance
Local government must prioritize the safety, dignity, and economic stability of its residents. Regarding the Department of Homeland Security’s (DHS) proposed purchase of warehouse space for an ICE detention center, my position is rooted in sound judgment, constitutional adherence, and community transparency.
Core Principles
1. Infrastructure and Resource Protection
Decisions of this magnitude must be data-driven. A 1,500-bed facility places a significant demand on Washington County’s infrastructure, including water, emergency services, and healthcare systems.
• Policy: I will oppose any project that burdens local taxpayers or strains our already limited resources without a comprehensive, public-facing impact study.
2. Transparency and Public Trust
Public trust is the foundation of effective government. Major developments affecting our county should never be negotiated in the dark or rushed through without community engagement.
• Policy: I advocate for a "Community-First" notification process. Any federal or large-scale private project must undergo public hearings and a formal comment period before local support or permits are granted.
3. Constitutional Integrity and Human Rights
As an advocate for marginalized groups and the child of law enforcement professionals, I hold a deep respect for both the law and the individuals it serves. Warehousing human beings is not a solution that aligns with our constitutional values.
• Policy: I oppose the use of non-residential facilities (warehouses) for detention. I will advocate for policies that ensure due process and protect the human rights of all individuals in our county.
4. Independent Leadership
Washington County deserves a Commissioner who is not beholden to party lines or outside financial interests.
• Policy: My vote will always be based on independent research, expert counsel, and the direct input of my constituents—not partisan agendas.
My campaign motto is: "Nothing Changes if Nothing Changes." I am committed to ensuring our government is a source of unity, not division. We can uphold our laws, protect our borders, and manage our county resources while still treating every human being with the dignity they deserve.
Citizen-Driven Accountability Vision
I believe that Washington County’s best ideas come from its constituents. My goal is to make sure our 30+ advisory boards are a real way for citizens to shape the future of our county. We will honor the service of our volunteers by ensuring their expert advice is heard, answered, and carefully weighed to guide better, more informed decisions for our county.
Washington County already benefits from the hard work of technical and professional boards. I will continue to fully support and empower:
• The Planning Commission & Board of Zoning Appeals: Protecting our land-use standards.
• Technical Licensing Boards: Maintaining high professional standards for our local trades.
• The Commission on Aging (Partner): Strengthen our partnership with the WCCOA to deliver critical social and nutritional services to our seniors.
I will propose the creation of two new advisory committees to ensure that all demographics have a direct seat at the table with the County Commissioners.
• The Washington County Youth Advisory Council: While Hagerstown has a council, the county at large does not. This body will advise the BOCC on issues important to youth, workforce retention, recreation, and keeping our best and brightest in Washington County.
• The Senior Advisory Board: This board will focus on issues important to senior citizens. They will review county legislation regarding property tax credits, zoning for "aging in place," and transportation infrastructure to ensure our seniors can live with dignity and fiscal security.
To solve the disconnect between the people and the Board of County Commissioners (BOCC), I will propose the following three expectations:
1. The 80% Commissioner Attendance Rule
• The Problem: Commissioners are assigned to boards but rarely attend, creating a gap between citizen experts and elected decision-makers.
• The Fix: I pledge to attend at least 80% of all meetings for the boards to which I am assigned. I will suggest that Commissioners provide a quarterly Liaison Report during public sessions to share what their respective boards' activities.
2. The 60-Day Right to a Response
• The Problem: Many boards feel their recommendations disappear into a black hole.
• The Fix: The BOCC should issue a formal written response (Approved, Denied, or Deferred) to any official board recommendation within 60 days. If we disagree with a board of citizen experts, we owe them and the community the respect of explaining why in writing.
3. The Annual Board Efficiency Audit
• The Problem: Some boards are underutilized, while others are over-burdened.
• The Fix: Every year, we will conduct a public review of board activity. We will ask: Is this board meeting its goals? Does it have the resources it needs? This ensures we are creating an effective government that respects the taxpayer's dollar.
A Government That Listens
When the current Board of Commissioners removed public comment from our regular meetings, they didn't just silence individuals, they severed the link between the people and their representatives.
I am running for County Commissioner because I believe that public participation is not a privilege granted by officials; it is a founding principle of our country!
Government works best when we share our ideas, our criticisms, our successes, and our pain. When we have the opportunity to share in a public forum, we do a service to the community. Public comment creates a county that is inclusive and creates opportunities for growth.
• Transparency & Accountability: You cannot have a transparent government when communication is restricted to private emails and letters that can be ignored. Elected officials cannot be held accountable if what they do happens behind closed doors.
• Community Wisdom: Hearing what your neighbors think allows us to solve problems collectively. Public comment creates an opportunity for the public to be informed and increase civic engagement.
• Constituent Service: Elected officials work for you. That means showing up for the difficult conversations, not just the easy ones.
I am a frequent attendee of our county meetings. When I cannot be there in person, I am watching the livestreams. I am an active communicator who sends emails and makes phone calls. But I have seen firsthand that these limited methods are being used to seclude and ignore the people they serve.
My Commitment to You
As your Commissioner, I will lead a government where we encourage participation, not reject it.
• Reinstating Public Comment: I will move to immediately restore public comment.
• Radical Transparency: Every meeting with federal agencies like DHS must have public notes and public oversight.
• A Space for All: Whether it is your joy, your success, or your frustration, your voice needs to be heard.
Government should never be a monologue. It must be a dialogue.
Supporting Our Seniors
Washington County’s senior population is growing fast, but over 550 local seniors are currently stuck on waiting lists for basic services, including nearly 150 homebound neighbors waiting for Meals on Wheels.
Our seniors stepped up for this community for decades. As a County Commissioner, I believe our five-member board needs to work together to step up for them.
We can wipe out these waiting lists and strengthen our senior programs without raising local taxes. It just takes a willingness to prioritize our existing budget and cut administrative overhead. If elected, these are the practical solutions I plan to propose:
1. Strengthening Our Partnership with the Commission on Aging
To protect our senior programs and clear the waiting lists, we should set a total local commitment goal of $2.4 million (combining cash and building space).
With about 29,100 residents aged 65 and older in our county, my proposed target breaks down to just about $82 per senior, per year. To put that in prospective the county's current baseline cash investment is only about $59 per senior annually. That is less than $5 a month. We can hit this goal by approving their baseline budget request and bridging the remaining gap with existing funds:
Since the Commission on Aging uses local dollars to secure state and federal grants, we can use our existing tax dollars as leverage to bring in outside funding to clear the waitlists. County departments often end the fiscal year with small, unspent surpluses. I plan to propose a policy where we look at redirecting those leftover, already taxed dollars straight into senior nutrition programs.
2. Cutting Overhead Costs Through Shared Services
We should look at how the county’s existing operations can absorb administrative burdens for our non-profit partners, freeing up more money for actual care. Any shared-services idea would be a cooperative proposal for the Commission on Aging's independent Board of Directors to consider, such as shared IT support & vehicle maintenance costs.
3. Giving Seniors a Direct Voice: The Senior Advisory Board
I firmly believe that the people closest to a problem usually have the best solutions. I will propose creating a Senior Advisory Board. This board will focus entirely on issues that matter, like property tax credits, zoning rules for "aging in place," and local transit. Because this board would operate independently from the Commission on Aging, it will make sure that if seniors have needs or ideas outside of what the Commission is legally mandated to provide, the County Commissioners can look into options.
4. Eradicating the Backlogs
Right now, it takes an average of three months just to find out if an aging senior qualifies for help because changing paperwork requirements have buried staff in bureaucracy.
Instead of expanding government and hiring expensive new employees, we can consider utilizing administrative staff from under-utilized or seasonal county departments to help out with data entry and paperwork during peak bottleneck months.
We should work closely with the Washington County Gaming Commission to prioritize senior wellness in their grant cycles, while also working with our state lawmakers in Annapolis to ensure local gaming revenue keeps protecting elder health and nutrition.
Our Commitment to Washington County:
We don't have to choose between being fiscally responsible and taking care of our senior population. Through smart management, shared resources, and giving our seniors a real voice, our board can honor our older adults while remaining fierce protectors of your tax dollars.