Actionable Solutions for a Stronger Washington County
Sustainable Housing Solutions
Advancing Health, Mental Wellness, & Recovery
Sustainable Housing Solutions
1. The Problem
Washington County is facing a critical gap in attainable housing. Outdated zoning laws limit where diverse housing can be built, driving up costs for working families, young professionals, and seniors. Local working families are increasingly priced out, and public-private investments are stagnant because our current regulato
1. The Problem
Washington County is facing a critical gap in attainable housing. Outdated zoning laws limit where diverse housing can be built, driving up costs for working families, young professionals, and seniors. Local working families are increasingly priced out, and public-private investments are stagnant because our current regulatory framework makes creative housing projects too difficult to launch.
2. The Vision
A vibrant Washington County where every resident, regardless of income or stage of life, has access to stable, high-quality, and attainable housing. By modernizing our land-use approach, we will create thriving, walkable communities that seamlessly blend residential, commercial, and recreational spaces while preserving our county’s unique rural and historic character.
3. The Policy
As County Commissioner, I will champion a shift toward proactive, smart-growth housing policies:
Modernizing Zoning & Land Use: Revise local zoning codes to allow higher-density housing near public transit routes and eliminate unnecessary red tape for Accessory Dwelling Units (ADUs).
Strategic Growth Management: Update the County Comprehensive Plan to incentivize mixed-use developments that blend housing with commercial spaces.
Strengthening Local Partnerships: Support the Housing Authority of Washington County to expand locally-funded housing programs and establish maximum income limits that truly reflect our county's economy.
4. The Plan
To turn this vision into reality, I will use the specific legislative and budgetary tools of the Board of Commissioners to:
Enact Tax Incentives: Implement targeted county property tax credits to attract private developers willing to construct mixed-use and diverse-income housing projects.
Leverage Public-Private Partnerships (P3s): Collaborate with local non-profits, developers, and the Community Land Trust model to maximize infrastructure investments without overburdening taxpayers.
Coordinate Housing Trust Allocations: Utilize our oversight of state, federal, and locally funded housing programs to establish and manage a dedicated Housing Trust Fund to preserve varied housing solutions.
Economic Opportunity & Growth
Advancing Health, Mental Wellness, & Recovery
Sustainable Housing Solutions
1. The Problem
For too long, Washington County has been caught in a low-wage warehouse cycle. Rapid, unchecked industrial sprawl has saturated our landscape, putting an immense strain on local roads and infrastructure without providing the high-skill, high-wage jobs our families need to thrive. Taxpayer dollars are often used to subsidize
1. The Problem
For too long, Washington County has been caught in a low-wage warehouse cycle. Rapid, unchecked industrial sprawl has saturated our landscape, putting an immense strain on local roads and infrastructure without providing the high-skill, high-wage jobs our families need to thrive. Taxpayer dollars are often used to subsidize growth that fails to deliver long-term, high-quality community wealth.
2. The Vision
A resilient, forward-looking local economy where Washington County is a hub for high-wage industries, advanced manufacturing, education, research, and development. We will build a community where our children don't have to leave the county to find high-paying jobs, and where new commercial growth actively funds, rather than drains, our public infrastructure.
3. The Policy
As County Commissioner, I will shift our economic strategy away from passive warehouse expansion and toward high-value, accountable growth by establishing three core policies:
Infrastructure Accountability: New large-scale industrial developments must pay their fair share upfront to mitigate the traffic and wear-and-tear they bring to our community.
Performance-Based Tax Incentives: Every county-level tax break must be strictly tied to clear benchmarks for high wages and local hiring.
Strategic Diversification: Prioritize county zoning and tax incentives that favor advanced manufacturing, specialized labs, education, and industrial flex spaces over standard logistics centers.
4. The Plan
To execute these policies using the formal powers of the Board of Commissioners, I will propose the following:
Enact a Developer-Funded Traffic Mitigation Fee: Mandate an upfront fee for new or significantly expanded warehousing projects, strictly earmarking these funds for targeted county road, intersection, and infrastructure upgrades.
Implement a $30/Hour Wage Tier & Claw-Back Clause: Restrict the highest tier of local Job Creation Tax Credits to businesses meeting a high-wage benchmark, and institute performance-based "claw-backs" to recoup lost tax revenue if a company fails to meet its local hiring and wage goals within three years.
Mandate Workforce Training Partnerships: Require any business receiving county economic incentives to enter a formal training and hiring agreement with local resources like the Washington County American Job Center, Western Maryland Consortium, or Hagerstown Community College.
Conduct a Comprehensive Infrastructure Assessment & Strategic Plan: Launch a full audit of all county roads, bridges, water, and sewer systems to ensure future development decisions align with actual capacity and protect taxpayers from costly liabilities.
Advancing Health, Mental Wellness, & Recovery
Advancing Health, Mental Wellness, & Recovery
Advancing Health, Mental Wellness, & Recovery
1. The Problem
Washington County is facing a quiet crisis in mental health and substance use recovery, compounded by severe care gaps in our rural and underserved areas. Our local emergency services are strained by crisis calls, while families struggle to navigate a fragmented system. For too long, local government has reacted to tragedy a
1. The Problem
Washington County is facing a quiet crisis in mental health and substance use recovery, compounded by severe care gaps in our rural and underserved areas. Our local emergency services are strained by crisis calls, while families struggle to navigate a fragmented system. For too long, local government has reacted to tragedy after the fact rather than investing upstream in prevention, early intervention, and strategic resource coordination.
2. The Vision
A compassionate, resilient Washington County where mental wellness and recovery are met with immediate, integrated support rather than stigma. By bridging the gap between public safety, public health, and municipal partners, we will build a proactive care network that protects families, heals communities, and ensures no resident is left isolated by geography or financial hardship.
3. The Policy
As County Commissioner, I will propose establishing a unified county strategy centered on efficient resource coordination and evidence-based care:
Strategic Opioid Fund Accountability: Mandate that all national opioid settlement funds received by Washington County are directly dedicated to frontline recovery, housing, and behavioral health infrastructure.
Integrated Crisis Response: Transition our emergency services model from a purely law-enforcement response to a co-responder approach that pairs health professionals with first responders.
Upstream & Rural Equity: Prioritize county budget allocations toward rural telehealth infrastructure, preventative youth programs, and eliminating geographic disparities in care access.
4. The Plan
To turn these policy priorities into concrete action, I will use the formal budgetary and legislative powers of the Board of Commissioners to:
Empower the Opioid Settlement Fund Advisory Board: Fully leverage this board to strategically invest settlement dollars into a local "Housing First" recovery strategy and expand regional behavioral health facilities.
Embed Behavioral Health Professionals in Emergency Services: Allocate county public safety funds to expand the use of mental health clinicians working alongside local EMS and dispatch to handle acute crises effectively.
Coordinate School-Based Wellness & Stigma Reduction: Partner with the Washington County Board of Education to co-fund school-based mental wellness coordinators and launch an aggressive, county-wide anti-stigma campaign.
Deploy Rural Telehealth Infrastructure & Gap Analysis: Authorize a comprehensive county-wide healthcare system gap analysis and utilize local infrastructure grants to establish secure, accessible telehealth access points in underserved rural communities.
Safe & Vibrant Neighborhoods
Safe & Vibrant Neighborhoods
Advancing Health, Mental Wellness, & Recovery
1. The Problem
Washington County’s neighborhood safety and critical infrastructure are facing modern pressures that reactive governance can no longer fix. Our emergency services, including Fire, EMS, and community policing; suffer from recruitment gaps and communication deficits, while aging water infrastructure and unpredictable storm pat
1. The Problem
Washington County’s neighborhood safety and critical infrastructure are facing modern pressures that reactive governance can no longer fix. Our emergency services, including Fire, EMS, and community policing; suffer from recruitment gaps and communication deficits, while aging water infrastructure and unpredictable storm patterns threaten local resilience. For too long, a lack of proactive county-level coordination has left individual municipalities and vulnerable youth to navigate systemic challenges alone.
2. The Vision
A secure, cohesive, and resilient Washington County where every neighborhood thrives on reliable infrastructure and strong community ties. By investing heavily in frontline emergency responders, modernizing vital water systems, and engaging our youth early, we will build a proactive foundation of safety and opportunity that spans from our busiest towns to our most rural corners.
3. The Policy
As County Commissioner, I will support a comprehensive, proactive strategy to safeguard our communities and elevate core county services:
Fully Funded Emergency Services & Utilities: Secure robust budget allocations for community policing, fire, and EMS while aggressively updating water quality, flood control, and communication systems.
Grassroots Community Connection: Cultivate deeper bonds across the county by providing municipal grants for localized improvement, community building, and centralized resource sharing.
Upstream Youth Empowerment: Break cycles of vulnerability by shifting resources toward active mentorship, job readiness, and giving young residents a direct seat at the local government table.
4. The Plan
To turn these policy priorities into concrete action, I will use the formal budgetary and legislative powers of the Board of Commissioners to:
Explore Fire & EMS Matching Grants: Consider options for a matching grant program designed to bolster volunteer support, improve recruitment, and upgrade aging inter-agency communications infrastructure.
Authorize Water & Resilience Infrastructure Planning: Direct a county-wide utility coordination effort to plan for long-term water availability, storm-water mitigation, and aggressive flood control management.
Establish the Neighborhood Connection Fund: Create a localized grant fund to directly finance grassroots community-building events, neighborhood clean-up efforts, and a centralized County-Wide Community Resource Hub.
Co-Fund Non-Profit Youth Mentorship & Leadership Pathways: Partner with local non-profits to scale up after-school mentorship and job-readiness programs, while legally chartering a County Youth Advisory Board and a Commissioner Internship Program.
Deploy Inter-Jurisdictional Preparedness Grants: Create a formal County-Municipal Preparedness Grant to fund joint training exercises and seamless emergency response coordination between local agencies.
Public Transportation
Safe & Vibrant Neighborhoods
Commitment to Education
1. The Problem
For many Washington County residents, a lack of reliable transportation is a major barrier to keeping a job, attending medical appointments, and accessing essential services. Our rural and underserved communities are largely cut off from traditional transit networks. Outdated infrastructure, limited evening and Sunday hours,
1. The Problem
For many Washington County residents, a lack of reliable transportation is a major barrier to keeping a job, attending medical appointments, and accessing essential services. Our rural and underserved communities are largely cut off from traditional transit networks. Outdated infrastructure, limited evening and Sunday hours, and a lack of modern transit technology, and inaccessible access make our current system inefficient for working families.
2. The Vision
A fully connected Washington County where safe, accessible, reliable, and modern public transit removes barriers to economic opportunity. We envision a transit system that links our rural towns with urban centers efficiently, adapts to the schedules of modern shift-workers, utilizes cost-effective digital technology, and ensures absolute accessibility for seniors, veterans, and residents with disabilities.
3. The Policy
As County Commissioner, I will prioritize infrastructure investments that maximize transit equity, reliability, and modern efficiency:
Transit Modernization & Accessibility: Commit county resources to upgrade Washington County Transit (WCT) facilities, fleet tech, and physical bus stops to meet the highest standards of safety and ADA accessibility.
Rural & Workforce Expansion: Expand transit access explicitly to connect rural and historically underserved pockets of the county directly to main employment hubs.
Smart, Demand-Driven Models: Shift transit planning toward data-driven, cost-effective models, such as micro-transit or ride-matching technology, to serve low-density areas without exploding taxpayer costs.
4. The Plan
To execute these infrastructure and service updates using the formal powers of the Board of Commissioners, I will support:
Upgrade Fleet Tech & Physical Stops: Fund the replacement of outdated WCT infrastructure, integrate real-time GPS tracking and trip-planning via a dedicated mobile app/website, and install clear, uniform signage and shelters at all county bus stops.
Extend Operational Hours: Authorize a targeted WCT budget expansion to implement longer service hours, specifically focusing on expanding evening routes and introducing critical Sunday service to support local shift workers.
Pilot Rural Routes & Fare-Free Feasibility Studies: Launch a pilot program introducing reliable fixed or on-demand transit routes to our rural communities. Concurrently, commission a fiscal study to evaluate the long-term economic and operational feasibility of providing fare-free public transit lines.
Commitment to Education
Safe & Vibrant Neighborhoods
Commitment to Education
1. The Problem
Washington County Public Schools (WCPS) are facing severe operational strains. Outdated school infrastructure leaves students learning in extreme temperatures, while a growing need for mental health support and specialized student services stretches resources thin. At the same time, budget constraints make it difficult to re
1. The Problem
Washington County Public Schools (WCPS) are facing severe operational strains. Outdated school infrastructure leaves students learning in extreme temperatures, while a growing need for mental health support and specialized student services stretches resources thin. At the same time, budget constraints make it difficult to retain high-quality teachers and paraprofessionals. Because county funding and school system needs haven't been properly aligned, classroom pressures continue to mount while taxpayers demand accountability.
2. The Vision
A premier public school system where every classroom is safe, modern, and climate-controlled, and every student receives the behavioral and academic support they need to succeed. By forging an active, transparent partnership between the Board of Commissioners and the Board of Education, we will maximize public funds to ensure educators choose to stay in Washington County and our children learn in world-class environments.
3. The Policy
As County Commissioner, I will use our local budgetary and infrastructure oversight to aggressively support our schools without overstepping into independent school board operations:
Strategic Fiscal Relief: Move non-instructional financial burdens off the school system’s plate to maximize the operating dollars they have available for competitive staff wages.
Targeted Wrap-Around Supports: Earmark specific county funds to address critical gaps in student mental health, counseling, and specialized services.
Smart-Growth Infrastructure Sharing: Partner directly with the school system to pool equipment, lower overhead, and ensure large-scale commercial development pays its fair share toward school infrastructure.
Accountability-Driven Collaboration: Establish strict, transparent communication standards so that any discretionary local funding above state requirements directly addresses identified community goals.
4. The Plan
To implement these changes using the formal legislative and budgetary powers of the Board of Commissioners, I will support:
Funding SROs Through the Public Safety Budget: Absorb the financial cost of Student Resource Officers (SROs) entirely into the county's public safety budget. This immediately unburdens the WCPS operating budget, freeing up dollars that the school board can redirect to competitive teacher raises and living wages for paraprofessionals.
Launch the County School Enhancement Fund (CSEF): Allocate specific county discretionary resources directly to high-priority student needs, including hiring school counselors, social workers, trauma-informed care specialists, and expanding resources for multilingual learners.
Create a Dedicated School Maintenance Fund: Introduce an updated fee on commercial and luxury real estate transactions over $500,000 to fund a dedicated pool for school HVAC and infrastructure upgrades. We will implement a shared-resource approach to combine county and school system maintenance equipment and bulk-contracting power to clear the repair backlog efficiently.
Form a Formal Education Liaison Committee: Establish a structural committee to co-plan county and school system budgets before the annual cycle begins. Additionally, I will propose an Annual State of the County Schools Forum to ensure complete transparency for every local taxpayer regarding how education dollars are spent.
Federal Detention Facility & Local Governance
Federal Detention Facility & Local Governance
Federal Detention Facility & Local Governance
1. The Problem
Washington County has been thrust into a highly polarized federal immigration debate without meaningful local input. The federal government’s closed-door purchase of a massive industrial warehouse to convert into a high-capacity civil detention facility has circumvented normal planning procedures. This rapid retrofitting cre
1. The Problem
Washington County has been thrust into a highly polarized federal immigration debate without meaningful local input. The federal government’s closed-door purchase of a massive industrial warehouse to convert into a high-capacity civil detention facility has circumvented normal planning procedures. This rapid retrofitting creates unexamined risks to our county’s physical infrastructure, particularly local wastewater/sewage systems, public utilities, emergency response capabilities, and healthcare networks.
2. The Vision
A transparent Washington County where major infrastructural shifts are dictated by data, community consensus, and local law, not federal mandates or partisan reactions. We envision a local government that rigorously protects county taxpayers from unexpected financial and environmental burdens while firmly upholding human dignity, public safety, and the absolute sovereignty of local governance.
3. The Policy
As County Commissioner, my vote will never be beholden to party lines or outside agendas. I will champion a "Community-First" governance framework rooted in three core policy principles:
Infrastructure Defendability: Oppose the use of non-residential, industrial properties for large-scale confinement unless it is proven that local utility, health, and emergency systems can safely absorb the strain.
Absolute Transparency: Require that any high-impact development affecting the county undergoes comprehensive, public-facing scrutiny before receiving county assistance or utility permissions.
Balanced Constitutional Integrity: Approach federal partnerships with strict legal adherence, ensuring we protect local resources and uphold due process without enabling hostile political division within our neighborhoods.
4. The Plan
To put these principles into concrete local action using the formal authorities of the Board of Commissioners, I will:
Apply Rigorous Zoning & Land-Use Standards: Direct county planning staff to strictly enforce all existing local zoning codes, land-use regulations, and comprehensive planning standards to any industrial facility attempting a dramatic change in occupancy type.
Mandate County Impact Assessments: Condition any county utility connections, occupancy clearances, or infrastructure approvals upon the completion of a thorough, independent review assessing wastewater capacity, environmental runoff, and emergency response strains.
Codify a Public Notification Process: Establish a formal local ordinance requiring an open-comment period and structured public hearings for any large-scale private or federal project seeking to operate within the county's borders.
Maintain Independent Oversight: Form an independent, bipartisan county advisory task force comprised of local health, legal, and public safety experts to directly monitor the local impacts of federal facilities and provide unbiased reports directly to the public.
Citizen-Driven Accountability Vision
Federal Detention Facility & Local Governance
Federal Detention Facility & Local Governance
1. The Problem
There is a widening disconnect between Washington County residents and the Board of County Commissioners (BOCC). While our county benefits from over professional and technical advisory boards filled with civic volunteers, their expert recommendations frequently disappear into an administrative "black hole" without an officia
1. The Problem
There is a widening disconnect between Washington County residents and the Board of County Commissioners (BOCC). While our county benefits from over professional and technical advisory boards filled with civic volunteers, their expert recommendations frequently disappear into an administrative "black hole" without an official response. Commissioners assigned as liaisons to these boards rarely attend meetings, leading to an underutilized, unaccountable system where some boards are over-burdened and citizen voices are ignored.
2. The Vision
A transparent, highly responsive local government that honors the service of its volunteers and treats community wisdom as a vital guide for decision-making. We envision a county where advisory boards are a direct, active channel for shaping public policy, and where elected leaders are fully accessible, visible, and answerable to the people they serve.
3. The Policy
As an Independent candidate, my commitment is to the constituents, not a partisan agenda. I will establish strict standards of operational transparency and mutual respect between elected officials and citizen-led advisory bodies:
Elected Official Accountability: Mandate active participation from commissioners on their assigned advisory boards to bridge the gap between community experts and policymakers.
Guaranteed Legislative Responsiveness: Ensure that official board recommendations receive formal, written, and timely feedback from the county government.
Continuous System Optimization: Protect taxpayer dollars by routinely reviewing underutilized or inefficient county boards to ensure every advisory body serves a clear purpose.
4. The Plan
To institutionalize these accountability measures using the formal administrative and legislative powers of the Board of Commissioners, I will:
Enact the 80% Commissioner Attendance Rule & Liaison Reports: Pledge to attend at least 80% of all meetings for the boards to which I am assigned as a commissioner liaison. I will introduce an internal rule requiring all commissioners to provide a formal, quarterly "Liaison Report" during public sessions to share their respective boards' activities with the public.
Codify the 60-Day Right to a Response: Pass a county policy requiring the BOCC to issue an official, written response (Approved, Denied, or Deferred) to any formal recommendation submitted by an advisory board within 60 days, giving volunteers a clear explanation for county decisions.
Authorize an Annual Board Efficiency Audit: Launch an annual, public review of all 30+ county advisory boards to evaluate their resource allocation, audit their goals, and ensure they are operating effectively without wasting public funds.
Establish Two New Representation Councils: Create the Washington County Youth Advisory Council to focus on workforce retention and youth recreation, and a specialized Senior Advisory Board to review local property tax credits, transportation infrastructure, and "aging in place" zoning policies to protect our seniors' fiscal security.
A Government That Listens
Federal Detention Facility & Local Governance
A Government That Listens
1. The Problem
When the current Board of Commissioners removed open public comment from regular meetings, they did more than just silence individuals, they severed the essential link between the people and their elected representatives. Restricting public communication to private emails and letters allows tough questions to be quietly igno
1. The Problem
When the current Board of Commissioners removed open public comment from regular meetings, they did more than just silence individuals, they severed the essential link between the people and their elected representatives. Restricting public communication to private emails and letters allows tough questions to be quietly ignored and enables major decisions to be made behind closed doors. When local leaders isolate themselves from the public, community trust collapses.
2. The Vision
A local government that functions as an open, ongoing dialogue with the community it serves. We envision a Washington County where public participation is treated as a fundamental right, not a bureaucratic privilege. By building an accessible and radically transparent administration, we will harness our community’s collective wisdom to solve local issues openly, honestly, and collaboratively.
3. The Policy
As an Independent candidate, my commitment is to ensure that you are never locked out of your own government. I will propose policies to restore community trust and institutional transparency:
Guaranteed Citizen Access: Re-establish a permanent, protected space for open public comment during regular county business meetings.
Radical Intergovernmental Transparency: Mandate complete public visibility and oversight regarding any county communication or negotiation with federal and state agencies.
Proactive Constituent Service: Commit to showing up for difficult public conversations and keeping the community actively informed rather than waiting for crises to occur.
4. The Plan
To break down the barriers between the people and the local government, using the formal administrative powers of the Board of Commissioners, I will:
Amend BOCC Bylaws to Restore Public Comment: Introduce and vote for an immediate amendment to the Board of County Commissioners' operational rules to permanently reinstate open, uncurated public comment periods during all regularly scheduled voting sessions.
Enact Federal Liaison Disclosure Rules: Pass a local transparency resolution requiring that any official meeting or brief between county leadership and federal entities, such as the Department of Homeland Security (DHS) regarding local facility projects, must be backed by published agendas, public notes, and timely community briefings.
Launch "Commissioners in the Community" Town Halls: Establish rotating, evening public forums across the county's distinct municipalities (including Boonsboro, Williamsport, Smithsburg, and Clear Spring) to ensure working families who cannot attend morning meetings in Hagerstown can speak directly with their commissioners.
Implement a Public Constituent Tracking Portal: Upgrade the county’s digital infrastructure to feature a transparent constituent service portal, allowing residents to publicly track submitted neighborhood issues and see exactly when and how their concerns are being addressed by county staff.
Supporting Our Seniors
Supporting Our Seniors
A Government That Listens
1. The Problem
Washington County's senior population is growing rapidly, yet over 550 local seniors are currently stuck on waiting lists for basic, life-sustaining services. Most critically, nearly 150 homebound neighbors are waiting for Meals on Wheels. Bureaucratic bottlenecks mean it takes an average of three months just to determine if
1. The Problem
Washington County's senior population is growing rapidly, yet over 550 local seniors are currently stuck on waiting lists for basic, life-sustaining services. Most critically, nearly 150 homebound neighbors are waiting for Meals on Wheels. Bureaucratic bottlenecks mean it takes an average of three months just to determine if an aging senior qualifies for help. Meanwhile, administrative overhead and a lack of resource coordination leave our seniors underserved while tax dollars are tied up in agency silos.
2. The Vision
A community where every older adult can age in place with dignity, financial security, and immediate access to essential health and nutritional care. We envision a Washington County that completely wipes out service backlogs by maximizing our existing resources. By removing administrative duplication, we will prove that local government can be fiercely fiscally responsible while expanding the safety net for the seniors who spent decades building our community.
3. The Policy
As County Commissioner, I will establish structural policies to expand senior support without raising local taxes:
Leveraging Shared Infrastructure: Offer county operational support, such as fleet maintenance and IT systems, to non-profit partners to reduce their overhead and free up funding for direct care.
Surplus & Special Revenue Prioritization: Direct unspent county department surpluses and local gaming fund distributions straight toward frontline senior nutrition and wellness.
Administrative Agility: Use existing county workforce flexibility to dismantle processing backlogs rather than expanding government size or hiring expensive new employees.
Direct Independent Representation: Create structural channels for seniors to advise the county government directly on legislative issues like local property tax credits, public transit lines, and "aging in place" zoning rules.
4. The Plan
To implement these common-sense, practical solutions using the formal powers of the Board of Commissioners, I will propose:
A $2.4 Million Local Commitment Goal: Work to stabilize the Washington County Commission on Aging (WCCOA) by establishing a comprehensive $2.4 million baseline local commitment (combining cash investments and dedicated county building space). By raising our baseline per-senior investment to roughly $82 annually, we will provide the local matching funds required to leverage larger state and federal grants to clear the waitlists.
Redirect Year-End Surpluses & Coordinate Gaming Grants: Institute a county budget policy where unspent, year-end departmental surpluses are strategically redirected into senior nutrition programs. Work with the Washington County Gaming Commission to prioritize senior wellness in their charitable grant cycles and coordinate with state lawmakers to protect local gaming revenue allocations for elder nutrition.
Authorize Cross-Departmental Staff Sharing: Eliminate the three-month application backlog by cross-training and deploying administrative staff from underutilized or seasonal county departments to assist with data entry and paperwork during peak processing months.
Launch the Senior Advisory Board & Shared Services Agreements: Legislate the creation of an independent Senior Advisory Board to provide direct policy feedback to the Commissioners on senior-specific housing and transit initiatives. Simultaneously, extend a cooperative proposal to the Commission on Aging’s independent Board of Directors to integrate their administrative operations with the county’s existing IT and vehicle maintenance infrastructure.