Baltimore County Executive

A: First I want to address rising energy bills by giving Baltimore County more control over how power is purchased through Community Choice Aggregation, allowing the County to procure energy on behalf of residents and leveraging that to expand local generation, creating jobs and keeping our dollars in the County.

Second, we must address the cost of housing by increasing the stock of housing through faster permitting and smart growth development like the mixed-use hubs I have brought to my district in Metro Center, Mill Station and Foundry Row. Finally, I will be laser focused on growing our economy in a way that raises the income of the people living in the county. I believe our Department of Economic Development can be expanded with a renewed mission to aggressively attract businesses, support the businesses we have, and ensure development creates opportunity in every community by being a strong partner to our small and minority-owned businesses.

A: Too often on the County Council I see us rob Peter to pay Paul. Residents expect their tax dollars to be spent responsibly. I have spoken out against backroom decisions that increased compensation and pensions without transparency or clear public benefit. Even though the legislation I put forward to undo full-time pay on part-time work on the council was rejected by my fellow councilmembers, I will continue to oppose spending that does not deliver value to residents.

I believe we need to invest in our public safety, our schools, and our infrastructure, because these targeted investments support our long-term growth. Making certain that this is the best place for people to live, work, and do business is key to growing our population and expanding our tax base. That is the best path we have to ensuring we have the resources to pay for all the services the people of our County expect and deserve, rather than taking measures that suppress our growth such as raising taxes or cutting services.

A: Too often, decisions in Baltimore County government have been made without the transparency and public input residents deserve. I have not hesitated to speak out against my colleagues when they made decisions behind closed doors or took actions I believe came at the expense of the people. I’m also proud to have passed legislation requiring the disclosure of all taxpayer dollars spent on legal settlements, because residents deserve to know how their money is being used and where accountability is needed.

As County Executive, I will take a radically different approach. Major decisions, contracts, and legislation will be shared with the public before they are finalized, not after. I will also carry on the practice of holding regular town halls, open forums, and direct communication to ensure residents are treated as partners in all major decisions. I also want to empower residents to track the flow of their taxpayer dollars with public-facing dashboards so they can see spending and outcomes in real time. In a Jones administration, the people can be assured there will be no backroom deals and no surprises. This will be a government that is open and answerable to the people it serves.

A: I have made it a priority to visit senior centers across the County, spend time with residents in their homes, and listen directly to older adults about what they need to remain rooted in the communities they helped build.

While lowering energy bills and stabilizing the cost of housing will benefit all residents, I support targeted relief for our seniors in the way of tax credits for housing and utility assistance. I also believe we need to invest in aging-in-place support such as home modifications, in-home services, and expanded CountyRide so that people can stay safely and independently in their homes. It is also critical we improve our access to health care and services. I will strengthen partnerships with community clinics, expand transportation options, and make it easier for seniors to navigate county services without unnecessary barriers. I believe we also need to do more to ensure our emergency response system and infrastructure are reliable amid extreme weather and power outages that are becoming more and more common. That means investing in community resilience centers and specialized emergency services so seniors are never left without a place to turn in an emergency.

A: Today, law enforcement is too often asked to respond to challenges that are better handled by trained health professionals. I will establish a 24/7 crisis response center, double the number of mobile crisis units, and improve call triage so individuals experiencing mental health or substance use crises receive the right care while allowing police to focus on serious public safety threats, lowering response times, and improving clearance rates.

At the same time, we must fully support our police, fire, and EMS professionals. That means investing in staffing, training, and modern facilities to improve response times and ensure our first responders have the resources they need to do their jobs effectively. Accountability is also essential to building trust. I will strengthen the Police Accountability Board by ensuring it has staffing, independent counsel, and access to data necessary to have meaningful oversight. We also need to make sure our public spaces feel safe. That means expanding positive spaces and opportunities for young people, increasing visible foot patrols, and ensuring our parks, commercial areas, and neighborhoods are well-maintained. Safety is not just about responding to crime, it is about preventing it and creating environments where people feel secure.

A: In my time on the County Council, I have worked to create zoning tools to expand affordable housing with the following two pieces of legislation:

9-24 Mixed Used Overlay District: Allows for vertical zoning in addition to traditional horizontal zoning. This permits residential, office and retail to exist in the same vertical footprint. It also reduces parking restrictions and encourages transit use. 32-24 R.A.E. 1 Zone: Reduces the restriction for the location of Residential-Apartment-Elevator (RAE) Zone which allows for 40 units per acre so that it is more applicable to locations in Baltimore County. I will also restructure the Permits Approvals and Inspection (PAI) Department which will include the creation of two high-level ombudsman positions to expedite and streamline the permits process. The County must prioritize the construction of transit oriented-development (TOD) projects like the proposed Lutherville Station development. I also think two Metro stations in my current Council district are ripe for Transit Oriented Development projects — Milford Mill and Old Court Road. I believe that we could utilize these lots for affordable housing and mixed-use development. The County Executive must also push on the state’s Public Service Commission to actually regulate the energy industry.

A: First, I will not raise county taxes. I believe that there are budget inefficiencies in our current budget that can be addressed to fully fund current programs and more.

While this isn’t an investment, I believe that the county should prioritize the collection of impact fees on development. I believe that Baltimore County’s inability to collect impact fees on development projects has hurt the county for decades. Everyone needs to pay their fair share to make sure our roads aren’t crumbling, we have proper stormwater mitigation and that our schools aren’t overcrowded. While the county has implemented impact fees, other members of the county council continue to carve out exceptions that gut the collection of meaningful fees to improve our county. Our County Office of Law outsources much of its work, and I believe that is a trend that must be broken. I believe that we can hire a team of great attorneys and save the county money by having a team of experienced attorneys on county payroll.

A: In my two terms as a county council member I have not been afraid to take on the Towson establishment and tough political fights. I worked and succeeded in expanding the county council despite it failing two times before in our county’s history. I also supported the Office of the Inspector from day one. I was the primary sponsor of the legislation that puts the charter amendment on the ballot to take the politics out of the selection process of our next inspector general.

Furthermore on the inspector general — I am in full support of expanding the purview of the inspector general’s office over the Baltimore County Public Schools (BCPS) system. We hand over 50% of our revenue to the school system and we have no say or oversight in how that money is spent. That needs to change.

A: In my administration I will retrain our focus on our inner-Beltway communities where a majority of our residents live. I will do this by standing up the Office of Community Conservation that will be in neighborhoods every day — listening to residents’ concerns and pushing county agencies to address these concerns. Sidewalks will be built, roads will be repaired, and we will crack down on speeding and reckless driving in our neighborhoods. I will also explore the potential of a senior property tax credit. But any tax cut must be done with fiscal responsibility in mind as to not cut crucial county services that our residents rely on.

A: Baltimore County continues to be a great place to raise a family and I believe that some media outlets are overstating the amount of criminal conduct occurring in the area. With that being said, we are hundreds of uniformed police officers and firefighters short of a full complement. It should also be noted that many members of our neighborhoods do not feel safe, and as county executive I will work with our police department and new sheriff to overhaul our public safety practices much like what was done in Towson around the “Thirsty Thursday” gatherings of 2025 and in Baltimore City in Federal Hill and Fells Point.

A: I view affordability as the defining challenge facing Baltimore County — and it requires targeted, practical solutions.

First, I will establish a Household Stabilizing Fund to provide up to $250 per month for families earning under $75,000, with the greatest support going to those earning under $30,000. This is about helping families stay afloat and restoring basic dignity. Second, I will launch County Mini Marts in already county-owned facilities, partnering with vendors to provide essential goods at reduced cost — improving both affordability and access, especially in areas without nearby grocery options. Third, I will work with the County Council on property tax reform for seniors and disabled veterans — cutting the county portion in half at age 65 and eliminating it at age 70 for those under $75,000 in income. Finally, I will fund these efforts through smarter budgeting — identifying waste, renegotiating contracts, and prioritizing people over inefficiency. As a Marine, I was taught to close the open wound first. Affordability is that wound — and we must act now before more families fall behind.

A: The county too often spends taxpayer dollars on inefficiencies — contracts that aren’t properly scrutinized, underutilized programs, and expenses that don’t deliver real value to residents. Inspector General reports and public reporting have raised serious concerns about spending practices — that should be a wake-up call.

At the same time, the current County Council found the resources to pass legislation doubling their own salaries and nearly doubling their pensions. That tells me the issue isn’t a lack of money — it’s a lack of leadership grounded in ethics, integrity, and a commitment to putting people first. We need to invest more in stabilizing households, improving access to essential goods, and providing real relief for seniors and working families. When families are stable, communities are stronger. My focus will be on reallocating existing resources, cutting waste, and enforcing accountability before ever asking residents to pay more. I do not believe now is the time to raise county taxes — families are already stretched thin.

A: Trust is earned through action — not words.

First, I will implement Direct Access Meetings, allowing any resident to book time with the County Executive through a public calendar. No gatekeepers, no connections required — just direct, equal access to leadership. Second, I will increase transparency in spending by reviewing contracts, publishing clear and accessible budget information, and ensuring Inspector General findings are acted on — not ignored. Third, I will lead by example. As a public financing candidate, I cannot take more than $250 per person — only from individuals. No PACs, no special interests, no lobbyists. I am beholden to no one other than the people. We’ve heard concerns — including from the former Inspector General — that the rules don’t always apply equally. That must change. Trust is restored when people see their government working for them, not for itself. My commitment is simple: open the doors, tell the truth, and make sure every resident feels seen, heard, and respected.

A: Our seniors built this county — representing them means ensuring they can live with dignity, stability, and respect.

First, I will work with the County Council to provide property tax relief — cutting the county portion in half at age 65 and eliminating it at age 70 for seniors earning under $75,000. No one who spent decades paying into this system should be forced out of their home. Second, I will focus on affordability and access. Through County Mini Marts in existing county facilities, we can provide essential goods at reduced cost — especially important for seniors on fixed incomes and those without reliable transportation. Third, I will prioritize Direct Access Meetings so seniors — regardless of background or connections — can speak directly with leadership and have their concerns heard and acted on. Finally, I will work to expand services that support aging in place — from community-based programs to better coordination of county resources — so seniors can remain in the communities they helped build.

A: First, we must strengthen community policing — ensuring officers are visible, engaged, and building real relationships with residents. People need to feel safe, not just be told they are.

Second, we have to address root causes. Crime, mental health challenges, and behavioral issues are often tied to economic instability. That’s why stabilizing households through my Household Stabilizing Fund, improving access to essentials through County Mini Marts, and supporting families overall is a top priority. Third, we need smarter use of data and resources — deploying officers where they’re needed most, investing in technology, and ensuring accountability and transparency in policing. Fourth, we need more direct communication. That’s why I will implement Direct Access Meetings with the County Executive, giving residents a clear, consistent way to raise concerns and be heard. Finally, public safety will not be treated as a single-department issue. I will lead a coordinated, countywide approach — bringing agencies together to address safety from every angle.

A: We’re the fastest-shrinking county in the state, and that’s because it’s not affordable to live here. That’s why I founded We The People and why I’m running for county executive — to deliver an affordability agenda. This means (1) $200K starter homes for inner-ring suburbs & revitalized town centers (more housing will also lower property tax assessments); (2) true universal pre-k, more community schools (to provide wraparound services) & an Office of Childhood Hunger in the county executive’s office (a third of BCPS students live in extreme poverty); (3) a new jobs department to attract high-paying jobs and “innovation districts” near Towson and UMBC to create opportunities for graduates; (4) a BGE rate freeze and a public power option with Baltimore; (5) a 25% property tax credit for seniors and more CountyRide hours; (6) a Bus Rapid Transit system, five new free circulators and a regional transit authority with Baltimore; (7) a Green Infrastructure Network to increase access to open space and comprehensive rooftop solar program; and (8) a new performance-based measurement and management system for government to drive data-based decision-making. In performing this work, we will move with mission, urgency and radical transparency.

A: Regarding cuts, we over-rely on “pay-as-you-go” funding for major projects and should instead make better use of our AAA bond rating to responsibly finance long-term investments in roads, schools, water/sewer and redevelopment. At the same time, we must invest in education, specifically universal pre-k and community schools (which return upwards of $9 and $15 for every dollar invested, respectively). We must also improve how we spend, by using zero-based budgeting to build each year’s budget from scratch and a performance-based measurement and management system to monitor results in real time. On taxes, I don’t believe we should raise them as two-thirds of families choose between groceries and other essentials. Our focus should be on growth and smarter policy. That includes reforming our property tax system toward a land value tax, which can lower taxes on homeowners while penalizing bad-faith landlords who intentionally allow their properties to decay to lower tax assessments. At the end of the day, budgets reflect priorities, and ours will focus on affordability, inclusion and modernization.

A: Baltimore County has a brand problem. We’re a “pay to play” county where it’s about who you know, not the merit of your idea. That’s why I formed We The People — because we’re not able to tackle big issues like housing, schools and jobs if we lack basic trust and transparency. Just look at how the county council, including every member now running for county executive, voted to double their pensions before leaving office. Or how the county council ousted our inspector general, secretly drew new council maps and won’t seek to unseal a settlement with a former county official. I was proud to lead the fight on the pension grab repeal, and I’ll continue to fight for transparency. This includes challenging “councilmanic courtesy,” where each councilman holds absolute power over their individual districts (we’re the only campaign to oppose this unwritten council rule), extending the IG’s power to the school system, creating the new position of “Chief Modernization Officer” to conduct a day-one comprehensive audit, and establishing a performance-based measurement and management system to measure government results. That is how we restore trust and make government work for the people again.

A: Many of our seniors can’t afford to retire in the communities they helped build. This is a moral wrong. This is partly because we haven’t built enough senior living options and because property tax assessments keep jumping by double digits. So we plan to execute on our “One County Initiative” to build new housing options across the county, including options for seniors that aren’t limited to continuing-care communities. We’ll also create a Senior Homeowner Tax Credit that provides a 25% property tax reduction for residents over 65 who have lived in their home for at least 10 years. For low-income seniors, we’ll add an additional 25% credit. This also means expanding CountyRide with evening and weekend hours (so seniors can get to appointments, stores and community activities), broadening home modification programs and creating a “rapid response” team to help seniors fight for benefits and against scams. We’ll invest in senior centers and programs to reduce isolation (borrowing Salisbury University’s “Institute of Retired Persons” model), while treating loneliness as a public health issue. This is about dignity and stability. If you built your life here, you should be able to stay here.

A: Nothing else is possible unless people feel safe. That’s why we acknowledged the county has a problem, sat down with law enforcement and the community, and built a real plan (that’s been endorsed by the police). First, we’ll hire 600 officers to solve our shortage (by providing a viable take-home car program, creating a modest property tax credit so officers can live in the county, delivering modern equipment, and more). This is about morale. Second, we must create “CrimeStat” to ensure we are not just reporting data, but also using it to drive collaboration and improved decision-making. Third, we’ll focus prosecutorial resources on the small number of individuals responsible for a disproportionate amount of crime, including by using MOUs to better share information, joint task forces and embedded officer arrangements. Fourth, we’ll use proven strategies like Roca Inc. or the UMBC Choice program to deliver targeted, comprehensive interventions to at-risk youths. Fifth, we’ll expand anti-crime technology like CCTV cameras and car tag trackers, NIBIN for tracing gun crimes and Nighthawk for collating data across agencies. Taken together, these measures will allow us to return to the best practice of “community policing,” where communities know and trust their police and vice-versa.

A: We must tackle the amount of control and influence large donors and corporations have in setting policy; the cost of living for all of us is only given lip service in public policy decisions.

As the only qualified publicly financed candidate in the race, residents can be assured that I am choosing my positions because I believe it is the right thing to do and not what the big donors want. Campaign finance records are public, I encourage readers to take a look at the number of large contributions my opponents have received. Look at the amount of money corporations like BGE or developers funnel through their PACs and LLCs to this race; of course, they expect a return on their investment. I am tired of promises without action, of solutions rejected because it is not beneficial to the donor class. I believe in seeking consensus, bringing everyone to the table, and making decisions based on data and common sense, not what works for the few. Too often our decisions have been based on positions that are popular with donors, not what’s affordable to the working families. If we can solve that, we can make progress on affordability.

A: The federal, state, and Baltimore County governments provide millions in tax breaks to the rich. Baltimore County spends too much on incentives and tax breaks that benefit large corporations and multimillionaires, leaving behind our most vulnerable residents. Our county budget process lacks transparency and hides lobbyist-crafted tax incentives and giveaways which does little for our residents.

I will review every contract, every line of our local tax code, every incentive program, not because I believe all incentives or tax breaks are bad, but because our choices have been at the expense of regular residents’ interests and needs. I will protect funding for education, health care, the environment, and programs that help people on the lowest end of the economic ladder. The county must balance our budget and fully fund our schools, parks, police, and public safety agencies. My pledge is an open and transparent process, free of Baltimore County’s usual backroom deals. And new revenue must come from those at the top, not middle- and working-class residents.

A: Get money out of politics. I am the first candidate to refuse PAC and corporate contributions. Big donors and developers get priority access and their needs are pushed to the front of the queue. Meanwhile, regular folks’ concerns are ignored. I have seen it firsthand in my 12 years of elected office, so many residents reaching out asking for potholes to be filled, permits to be approved, children to be picked up on time by the bus, and struggling to make progress on their behalf.

That’s why I made a choice to run without taking traditional money. I have zero corporate or PAC contributions and individuals can’t give more than $250 dollars. I’ve seen firsthand how the system of big money politics is rotting us from the inside, and I am doing something about it. My service as a U.S. Marine taught me, if I don’t stand up then I am part of the problem. So, I’ve chosen to serve real people, not corporate interests. On day one, I will put regular peoples’ interests first, not big money. The culture of backroom deals that has defined Baltimore County politics must change.

A: I will invest in the Department of Aging and our senior centers. As a delegate and a councilman I’ve seen how our county too often treats residents as adversaries and not partners in problem solving. I will start by listening to our seniors and bringing them to the table to shape how the county prioritizes our services. I will listen to every idea to help keep our residents from being priced out and unable to age in the place they call home. I have supported property tax relief for our seniors and veterans, and I will continue to work to ensure we address the needs of our most experienced residents.

When prioritizing our limited resources, my administration will always put the needs of seniors over big donors and special interests.

A: We can’t just lock people up to fight crime. Violent criminals need to be removed from society; however, often most proposals that are not “more enforcement” are framed as soft on crime.

I will continue to support the men and women who protect us from violent criminals. With that said, if we are serious about building a safer community, we must do more to tackle the root causes of crime. The data is clear, the best way to reduce crime is to address poverty and provide opportunity. I will work to provide more recreational and mentorship opportunities for our young people. I will fight to increase wages, provide more funding for our schools, parks, and implement more community policing initiatives, violence intervention programs, and expand the programs that already exist in the county. We need to implement programs that lead with opportunity, not because I believe we should be “soft” but because the data shows lower crime rates occur when we invest in people. My administration will prioritize investments in greater mental health services and other proven crime-reduction policies, and still fully fund our police department.

A: The biggest drivers of cost of living in Baltimore County aren’t complicated — housing, taxes, and the cost of getting around. And right now, government is making at least two of those worse.

We need to get serious about responsible growth. That means allowing housing where it makes sense, but not rubber-stamping overdevelopment that overwhelms infrastructure and drives up costs in the long run. When roads, schools, and utilities fall behind, residents end up paying for it one way or another. Second, we need to protect residents from unnecessary cost increases coming out of government — whether that’s fees, assessments, or poorly planned projects that spiral in cost. Third, we should be looking at practical relief, especially for working families and seniors on fixed incomes — things like targeted tax credits and smarter transportation planning so people aren’t forced into expensive commutes. Affordability isn’t about one big policy; it’s about discipline across government. Right now, that discipline is missing.

A: I’m less interested in scoring political points about individual line items and more concerned with a pattern: Too many decisions are driven by politics instead of priorities.

We’ve seen spending tied to poorly planned development, reactive fixes, and projects that should have been done right the first time. That’s where money gets wasted. Where we need to invest more is straightforward: (1) Infrastructure that actually keeps up with growth; (2) public safety and consistent enforcement; (3) core services people rely on every day. There is NO situation in which I would support raising county taxes. We do not have a revenue problem, we have a spending problem.

A: You don’t rebuild trust with slogans — you rebuild it with structure and behavior.

First, transparency has to be the default, not something residents have to fight for. Major decisions — especially around development and contracts — shouldn’t feel like they were decided before the public ever heard about them. Second, clear lines of accountability: People should know who made a decision, why it was made, and who owns the outcome. And third, leadership has to be willing to say no — even when it’s politically inconvenient. A lot of the perception of “backroom dealing” comes from decisions that don’t pass the common-sense test. Lastly, I’ll support expansion of Inspector General oversight, including on school spending. If people can see how decisions are made, who made them, and that the same rules apply to everyone, trust follows. If not, it won’t.

A: We start by recognizing that seniors aren’t a niche group — they are a quarter of this county, and they built it.

The biggest issues I hear are:

· Staying in their homes

· Affordability on fixed incomes

· Access to transportation and services

We address these by focusing on property tax stability, not pricing people out of the communities they’ve lived in for decades. It also means better transportation options — not just for convenience, but for access to health care, groceries, and daily life. And we need to make sure county services are actually accessible and responsive, not buried in bureaucracy or online systems that don’t work for everyone. This isn’t about costly new programs for the sake of it. It’s about making sure the county works for people who rely on it the most.

A: Not enough is being done to rebuild our county police force, which has been decimated over the past few years. We simply cannot have a 100% safe county with 70% of a police force.

We also need to be honest about what’s actually happening. In places like Towson, this isn’t primarily a surge in violent crime — it’s a high volume of visible, lower-level incidents like theft, assaults, and group disturbances, often involving juveniles. But perception matters, and right now perception is driving behavior: People avoid areas, businesses suffer, and that becomes a real economic problem. I will bring a targeted and consistent approach: (1) Visible, dedicated police presence in high-incident areas, not just reactive calls; (2) stronger enforcement around repeat offenders, especially in coordinated retail theft and group incidents; (3) clear, enforceable youth policies that are actually applied consistently; (4) coordination between police, businesses and surrounding areas — because the problem doesn’t stop at a property line. At the same time, you can’t ignore the upstream issue. If you don’t create structured alternatives for young people, especially during peak hours and seasons, the problem just moves. What’s missing right now is consistency. Policies get announced, but not enforced.