ONE Washington County where the county government acts as a dedicated partner to every municipality, ensuring their unique needs are met while considering public input in decision making.
Washington County is a vibrant, inclusive community where historic, rural charm meets economic vitality, ensuring an exceptional quality of life and opportunity for every resident through transparent governance and empowered civic participation.
Taj Smith’s comprehensive platform addresses the most pressing needs of Washington County. Each policy area reflects a commitment to collaboration, equity, and practical action to improve daily life for all residents.
Endorsed By:
Washington County Teachers' Association
Maryland National Organization for Women
Rising to Learn
Hagerstown Professional Firefighters IAFF Local 1605
1. The Problem
Washington County has relied on top-down economic models that favor corporations and low wage warehouse developers. That wealth stays at the top while our community is left with congested roads, worn out infrastructure, and low wage jobs. Meanwhile, local small businesses are left to figure things out on their own.
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1. The Problem
Washington County has relied on top-down economic models that favor corporations and low wage warehouse developers. That wealth stays at the top while our community is left with congested roads, worn out infrastructure, and low wage jobs. Meanwhile, local small businesses are left to figure things out on their own.
Washington County has rich history, beautiful rural landscapes, and vibrant downtowns, yet we haven't given our local tourism, small hotels, bed-and-breakfasts, or municipal Main Streets the coordinated county backing they need to thrive.
2. The Vision
A thriving, self-reliant Washington County economy built from the bottom up, where local entrepreneurs, small business owners, and Main Street shops get the support they deserve. When we invest in our own people and homegrown businesses, the money stays right here in our community, creating real, lasting local wealth.
We will build an economy where our children don't have to leave the county to find careers, where our historic municipalities are destination spots for visitors, and where new commercial growth funds its own infrastructure rather than draining taxpayer dollars.
3. The Policy
As County Commissioner, I will shift our economic strategy away from corporate giveaways and focus on bottom-up local growth by establishing four core policies:
Small Business First, Not Corporate Handouts:
Prioritize local entrepreneurs and homegrown businesses. Stop subsidizing low wage industrial sprawl and focus county support where wealth actually stays in the community.
Main Street & Local Tourism Investment:
Support municipal downtowns, historic bed-and-breakfasts, and boutique hotels by making Washington County a premier regional destination, bringing outside revenue directly into our local shops and restaurants.
Zero-Cost Business Navigation & Resource Hubs: Streamline county processes and connect local entrepreneurs directly to existing federal, state, and regional resources, mentorship, and grants without spending a single additional taxpayer dollar.
Developer Accountability & Fair Share:
Require big industrial projects to pay for the road, traffic, and infrastructure impacts they cause, ensuring existing taxpayers never foot the bill for high-impact commercial growth.
4. The Plan
To turn these economic priorities into results, I will use the Board of Commissioners to:
Launch a Small Business Concierge:
Reorganize existing county economic development staff to act as direct Navigators for local business owners. This service will connect entrepreneurs to free mentorship, capital opportunities, state micro-grants, and federal programs, costing taxpayers nothing extra while cutting bureaucratic red tape.
Strengthen Municipal Main Street & Local Lodging Partnerships:
Work directly with local municipalities to cross-promote downtown corridor events and market small B&Bs and local inns. By aligning county marketing channels with regional tourism efforts, we drive overnight visitors to local businesses at no added cost to residents.
Tier Tax Incentives for Local Hiring & High Wages:
End blanket tax breaks for standard logistics centers. Restrict high tier county tax credits to businesses that hire locally and pay high wages, complete with claw-back provisions to recover funds if promises aren't kept.
Upfront Traffic & Infrastructure Mitigation Fee:
Require new large-scale industrial projects to pay an upfront impact fee earmarked specifically for county road, intersection, and bridge improvements around their sites.
Conduct an Infrastructure & Capacity Audit:
Perform a comprehensive review of county roads, water lines, and utilities to ensure future commercial approvals align with real grid capacity, keeping local taxpayer liabilities fully protected.
1. The Problem
Washington County is facing a critical gap in attainable housing, particularly for working families seeking homes in the $150,000–$300,000 range and individuals in need of 1-to-2-bedroom rental units. Outdated zoning laws limit where diverse housing can be built, driving up costs for working families, young professionals,
1. The Problem
Washington County is facing a critical gap in attainable housing, particularly for working families seeking homes in the $150,000–$300,000 range and individuals in need of 1-to-2-bedroom rental units. 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, expanding educational outreach, and strengthening partnerships, 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, eliminate unnecessary red tape for Accessory Dwelling Units (ADUs), and incentivize the construction of 1-to-2-bedroom starter apartments and workforce housing priced between $150,000 and $300,000.
Strategic Growth Management:
Update the County Comprehensive Plan to incentivize mixed-use developments that blend starter housing with commercial spaces.
Strengthening Local Partnerships:
Support the Housing Authority of Washington County and local nonprofits—including Home Store, Habitat for Humanity, Community Action Council, and REACH—to expand homeownership transition programs that empower families to move from subsidized housing to homeownership.
Community Financial Education & Outreach: Launch countywide public education initiatives to increase awareness of homeownership incentives, down payment grants, and property tax relief programs such as the Homestead Property Tax Credit and First-Time Homebuyer credits.
Transitional & Supportive Housing:
Partner with local service organizations to expand transitional housing capacity, providing a structured bridge to long-term housing independence.
4. The Plan
To turn this vision into reality without increasing taxes, I will use the specific legislative and budgetary tools of the Board of Commissioners to:
Enact Revenue-Neutral Tax Incentives:
Implement targeted county property tax credits—such as standardizing Homestead Tax Credit awareness and leveraging performance-based commercial tax abatements—to attract private developers willing to construct entry-level homes ($150k–$300k range) and 1-to-2-bedroom rental units.
Leverage Public-Private Partnerships (P3s): Collaborate with local non-profits, private developers, and the Community Land Trust model to maximize infrastructure investments and expand transitional housing facilities without overburdening taxpayers.
Coordinate Housing Trust Allocations & Existing Grants:
Direct state and federal funding allocations (such as HUD Community Development Block Grants, Maryland DHCD funds, and state housing grants) into a dedicated, self-sustaining Housing Trust Fund to support financial literacy programs, homebuyer education, and non-profit housing developments.
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.
1. The Problem
For many Washington County residents, a lack of reliable transportation is a major barrier to keeping a job, attending medical appointments, reaching local businesses and schools, and accessing essential daily services. Our rural and underserved communities are largely cut off from traditional fixed-route transit networks.
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1. The Problem
For many Washington County residents, a lack of reliable transportation is a major barrier to keeping a job, attending medical appointments, reaching local businesses and schools, and accessing essential daily services. Our rural and underserved communities are largely cut off from traditional fixed-route transit networks.
Outdated infrastructure, limited evening and weekend hours, lack of modern transit technology, and a shortage of flexible transit alternatives make our current system inefficient for working families and rural residents alike.
2. The Vision
A fully connected Washington County where safe, accessible, reliable, and flexible public transit options eliminate barriers to economic opportunity and quality of life. We envision a modern transit ecosystem that seamlessly links our rural communities directly to medical centers, educational institutions, local businesses, and job hubs.
By embracing innovative, flexible, and cost-effective transportation methods alongside traditional transit, we can ensure total accessibility for students, working families, seniors, veterans, and residents with disabilities, all without increasing the tax burden on our community.
3. The Policy
As County Commissioner, I will prioritize infrastructure and transit investments that maximize equity, regional connectivity, and cost-efficient innovation, funded entirely without raising taxes:
Transit Modernization & Accessibility:
Commit existing county resources and smart tech upgrades to modernize Washington County Transit (WCT) facilities, fleet tech, and physical bus stops to meet the highest standards of safety, ADA accessibility, and rider convenience.
Alternative Rural Transportation:
Explore and deploy flexible, alternative transportation models, such as community vanpools, county-supported ride-matching, and non-emergency medical transportation partnerships; to bridge the gap between rural residents, healthcare providers, schools, and business districts.
Smart, Demand-Driven Models:
Shift transit planning toward data-driven, cost-effective models, such as micro-transit or on-demand shuttles, to serve low-density rural areas efficiently without exploding taxpayer costs.
Fiscal Responsibility & Zero-Tax Funding Strategy: Deliver full transportation enhancements within current budget caps by prioritizing internal operational efficiencies, aggressive grant advocacy at state and federal levels, and strategic public-private partnerships.
4. The Plan
To execute these infrastructure and service updates using the formal powers of the Board of Commissioners, without increasing local taxes or further burdening the taxpayer, 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 transit stops by utilizing dedicated capital grants and fleet optimization savings.
Extend Operational Hours:
Maximize WCT budget efficiency and reallocate resources from low-ridership off-peak routes to implement longer service hours, specifically focusing on expanding evening routes and introducing critical Sunday service to support local shift workers and weekend access to essential businesses.
Pilot Rural On-Demand Routes & Alternative Options:
Launch a pilot program introducing flexible micro-transit, community shuttle connections, and targeted rural routes to connect residents directly to healthcare facilities, schools, and local commercial hubs. Concurrently, commission a fiscal study to evaluate the long-term economic and operational feasibility of providing fare-free public transit lines.
Maximize State & Federal Grant Advocacy:
Make securing state and federal funding a top priority for county leadership, actively competing for state transit dollars and federal infrastructure grants (such as FTA Section 5311 rural funding) to bring outside dollars back home to Washington County.
Leverage Public-Private Partnerships (P3):
Partner with major local employers, healthcare systems, rideshare services, and commercial hubs to co-fund specialized shuttles, NEMT routes, and last-mile connections, while monetizing transit assets through shelter/app sponsorships to cover technology costs.
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.
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:
Opioid funds received by Washington County are directly dedicated to frontline recovery, housing, behavioral health, prevention, and youth programs and outcomes.
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:
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 partner with mental health providers to work 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.
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, wellness, and housing.
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.
1. The Problem
Washington County’s land, water, and power grid are facing unprecedented pressure from speculative tech developments. Most recently, behind the scenes dealings involving out of state developers have shown us just how broken and secretive our local process has become. Between non-disclosure agreements (NDAs), political campai
1. The Problem
Washington County’s land, water, and power grid are facing unprecedented pressure from speculative tech developments. Most recently, behind the scenes dealings involving out of state developers have shown us just how broken and secretive our local process has become. Between non-disclosure agreements (NDAs), political campaign contributions, and attempts to bypass county oversight by annexing farmland into Hagerstown, the public is being left completely in the dark.
We only have to look at Northern Virginia to see what happens when local leaders rush into deals without safeguards; skyrocketing electric rates, strained water supplies, constant low-frequency noise, light pollution, and massive grid demands that jeopardize basic public infrastructure. When you combine these extreme resource demands with developers who have a history of cutting corners and putting profits ahead of safety, Washington County taxpayers are the ones being exploited, especially when state-level regulations fail to keep pace with rapid tech expansion.
2. The Vision
A Washington County where county leaders put residents ahead of backroom deals, protect our resources, and respect the public’s right to know. Economic growth should never come at the expense of our health, our utility bills, or our rural heritage.
If I were asked to vote on a data center proposal today, my answer would be a firm NO. Given the corruption, secrecy, and severe resource threats tied to these projects, there is simply no scenario under our current setup where a hyper-scale data center benefits our community. Before any future industrial tech development is even considered, Washington County needs transparency, updated local zoning protections, and strong statewide legal safeguards.
3. The Policy
As County Commissioner, I will stand up against secretive industrial deal-making, enforce local protections, and push state leaders for statewide accountability:
An Immediate Stop to Secret Deals:
Ban the use of NDAs by county officials for land-use projects and require full public disclosure of all developer meetings, communications, and potential conflicts of interest.
Proactive & Strict Zoning Protections:
Update county land-use codes to clearly define data centers, restrict where they can ever operate, and establish heavy setbacks and strict noise limits so heavy industrial operations cannot creep into residential or rural areas.
Statewide Legislative Advocacy:
Partner with our state delegation to champion legislative safeguards in Annapolis, including statewide limits on speculative energy draw, mandatory water reuse mandates, and ratepayer protection laws that prevent tech giants from shifting grid costs onto working families.
Community Education & Open Workshops:
Host public, county-wide workshops on AI and data centers so residents fully understand what these facilities require, from megawatts of power to millions of gallons of water, before any major decisions move forward.
Uncompromising Environmental Safeguards:
Require developer-funded, independent hydrologic and grid-impact studies, along with mandatory closed-loop water systems and 100% developer-funded utility infrastructure.
4. The Plan
To restore public trust and protect Washington County from predatory development, I will use the Board of Commissioners to:
Close Zoning Loop-Holes:
Draft explicit, modern definitions for digital infrastructure and data storage facilities in our county code, ensuring clear physical boundaries, mandatory buffer zones, and strict limits on continuous 24/7 industrial noise.
Mobilize for State-Level Protections: Coordinate with county commissioners across Maryland to lobby the state legislature for strong environmental standards, grid resilience requirements, and statewide transparency rules on data center permitting.
Launch Public Educational Forums:
Partner with local experts, environmental advocates, and utility experts to run community workshops explaining the real-world impacts of data centers on local electricity rates, groundwater supplies, and property values.
Enforce Independent Impact Reviews:
Require full, third-party Environmental Justice and Capacity Impact Assessments for any major industrial proposal, paid for entirely by the developer but directed by the county.
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 because local utility, health, and emergency systems cannot 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, non-partisan 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.
1. The Problem
Washington County faces a growing water capacity and quality deficit that threatens public health, safety, and sustainable growth. Currently, concurrent emergency events, such as two major fires at once, force impossible choices over resource allocation. Large industrial proposals, including massive warehouse developments an
1. The Problem
Washington County faces a growing water capacity and quality deficit that threatens public health, safety, and sustainable growth. Currently, concurrent emergency events, such as two major fires at once, force impossible choices over resource allocation. Large industrial proposals, including massive warehouse developments and data centers, strain our existing supply, while aging pipes, outdated pumping systems, and sewage backup concerns place constant stress on neighborhood networks. Most dangerously, residents face mounting worries about drinking water contamination, lead exposure from deteriorating distribution lines, and whether our county could face a public health breakdown similar to Flint, Michigan. On top of these technical and health risks, fractured relationships between county government and municipal water managers lead to inefficient, uncoordinated infrastructure spending.
2. The Vision
A resilient, modern water utility system that guarantees clean, safe, and reliable drinking water for every household while ensuring emergency services always have the fire-flow pressure they need. We envision a Washington County where high-impact commercial development pays its fair share to upgrade local resources, where aging pipes and wastewater systems are proactively modernized, and where county and municipal leaders work in open partnership to protect public health and achieve water security through smart fiscal stewardship without residents assuming the cost burden.
3. The Policy
As County Commissioner, I will propose establishing structural policies to ensure clean water and expand capacity:
Development Impact Accountability:
Require large-scale commercial developments, data centers, and industrial facilities to cover 100% of their water capacity expansion costs and implement water recycling systems before site plans are approved.
Proactive Quality Safeguards & System Modernization:
Prioritize the systematic replacement of lead distribution lines, aging pumps, and vulnerable sewer mains to prevent contamination events and backup hazards.
Intergovernmental Collaboration:
Foster a collaborative partnership with municipal governments to explore co-managing capacity, coordinating distribution lines, and sharing infrastructure investment costs.
State & Federal Grant Capitalization:
Prioritize low-interest loans and principal-forgiveness grants through state and federal environmental funding streams to expand treatment capacity, replace toxic piping, and upgrade pumping systems.
Emergency Grid Interconnection:
Link isolated county and municipal water networks to ensure redundant flow and backup pressure during multi-structure fire emergencies.
4. The Plan
To implement these solutions using the formal powers of the Board of Commissioners, I will propose:
Updating System Connection & Impact Fees:
Adjust fee schedules so commercial developers directly finance the capital infrastructure required for their water usage.
Mandating Closed-Loop Technology for High-Volume Users:
Require data centers and high-volume industrial projects to use closed-loop cooling or recycled water systems as a standard condition for zoning approval.
Establishing a Lead Pipe & Sewer Modernization Program:
Launch a transparent testing and pipe-replacement initiative, funded primarily through federal bipartisan infrastructure dollars and state drinking water funds, to eliminate lead risks and prevent sewer overflows.
Creating a County-Municipal Water Task Force:
Invite municipal leadership and utility managers to join a working board aimed at aligning long-term growth boundaries, co-managing water assets, and sharing water-testing data across jurisdictions.
Securing MDE State Revolving Loan Funds:
Direct county grant writers to aggressively pursue Maryland Department of the Environment low-interest utility funding and principal-forgiveness grants to pay for strategic interconnections and replace aging distribution infrastructure.
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.
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.
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.
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.
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