Baltimore County Council District 4

A: Neighborhood Investment, our number one issue is balanced growth by making sure development strengthens our communities without overwhelming them.

I will address this by promoting smart development that includes workforce and affordable housing, protecting established neighborhoods, investing in infrastructure and ensuring residents have a real voice in zoning decisions. My focus is simple: growth that works for the people, not against them.

A: I would focus on practical, people first policies: 1) Grow good paying jobs by supporting Union jobs, expand apprenticeship & vocational tanning programs and partnerships with local employers so residents can earn family sustaining wages.

2) Invest in our infrastructure: The roads in district 4 are horrible Better Roads, and reliable services that will reduce hidden cost thus making life easier to live and work in our communities

3) Support Small, Minority and Veteran owned businesses: cut the red tape and provide real incentives so that local businesses can grow, create jobs and keep dollars circulating in our communities. My approach is simple and straight forward: lower cost, increase opportunities and make sure that working families can afford to live and thrive in District 4

A: 1) protect existing homeowners and seniors: expand tax credits and aging in place programs so longtime residents aren’t pushed out as property value increases.

2) Public -Private partnerships: Work with developers, unions, and non-profits to finance and build mixed-use communities that working families can actually afford, while creating good union paying jobs.

3) Inclusionary zoning with real enforcement: Require new developments to include affordable units not optional and ensure compliance so we’re not just approving luxury-only housing.

4) Tie housing to infrastructure investment: No major development without parallel investments in schools, roads, water systems, and public safety, so growth doesn’t overwhelm communities.We close the housing gap by building smarter, faster, and more fairly, while protecting the character of our neighborhoods, again making sure that working families can afford to stay in Baltimore County.

A: Trust is personal for me. I’ve faced accountability in my past, turned my life around through service, and was later homered with the Baltimore County martin Luther King Jr. Content of Character Award, that taught me that integrity matters. I’ve earned trust by showing up, mentoring our youth, working with Baltimore County Public Schools and serving my community.

As Councilman, I’ll lead the same way: transparent, accessible, and accountable, no backroom deals real community input, and clear communication.

A: I’ve spent my life bringing people together, from union halls to community boards to youth programs, so I understand that progress comes from listening and respect. I’d start by finding common ground we might not agree on everything, but we all want safe neighborhoods, good schools and opportunity for our residents. I respect different perspectives, stay solution focused and I’m willing to compromise without losing core values. Most importantly, I build relationships in all walks of life, because when there is trust, we can get things done for the people.

A: The number one issue in District 4 is public safety, because very little that is possible without it. If families don’t feel comfortable letting their children play outside, if dangerous driving is making daily life more stressful, and if first responders do not have the resources they need to keep us safe, then quality of life suffers.

My first budget would make that clear. I will cut county funding for low-utilization programs like the Towson Loop and redirect those dollars into things residents actually feel on a regular basis: more mobile speed cameras, more neighborhood traffic calming, and targeted upgrades to lighting, sidewalk, and crosswalks along Reisterstown and Liberty Roads. I support funding the county’s contractual take-home car obligation for officers, because Baltimore County cannot ignore a substantial officer shortage and expect residents to feel safe anyways. At the same time, you will see me shift capital funding priorities toward an inside-the-beltway recreation center and expand Community Schools partnerships in underinvested neighborhoods, because we don’t deserve to act surprised when our young people turn toward negative influences when there aren’t many positive influences around them. I will be tough on crime, absolutely, but even tougher on what leads to it.

A: We love this place, but for the first time in over a century, Baltimore County is losing residents. This budget reality means nobody can honestly promise broad tax cuts or new spending without being forthright about the tradeoffs. My affordability agenda is focused on lowering major costs and expanding the tax-base over time to strengthen services and give relief to those struggling most.

First, I’ll target property-tax relief for those under the most pressure: seniors on fixed-incomes, long-time residents being priced out, and first-time homebuyers. I support cutting or restructuring lower-value spending to ensure county dollars go to core services and basic needs before “nice to haves.” Second, I’ll lower housing costs by expanding supply in the right places. That means redevelopment and restoration of our blighted corridors where infrastructure already exists, transit-oriented-development around stations like Milford Mill, and enabling accessory-dwelling-units so aging-in-place is more attainable. Third, my office will function as a one-stop-shop for benefits navigation. Too many already qualify for tax credits, utility relief, or other programs but leave money on the table. Long term, affordability depends on stopping population decline. If we don’t strengthen our tax base, the alternatives are higher taxes, worse services, or both.

A: This won’t be solved by pretending every project is good or by allowing “no” to become the county’s default housing policy. My approach is to add housing where it makes the most fiscal and planning sense, and causes the least disruption to existing communities: around transit, where infrastructure already exists, and through redevelopment of underused corridors and commercial sites.

First, I’ll reform our zoning rules that block transit-oriented-development near town centers and existing infrastructure. Second, I will propose legislation putting “NBA Shot Clocks” on residential permitting. When approvals drag on for months, carrying costs and fees rise and get passed on to renters and buyers. Third, I will prioritize the restoration of struggling corridors along Reisterstown and Liberty Roads, vacant shopping centers, and obsolete commercial properties into mixed-use communities with housing, retail, and open space. The tradeoff is real. More housing can strain roads, schools, and stormwater systems if poorly planned. Simultaneously, more housing will reduce the financial pressure on older adults ready to downsize and young families trying to grab a foothold. That is why I support infrastructure-backed growth, not reckless sprawl. The answer is not “build anywhere.” It is build smarter, where the county can actually support it.

A: Baltimore County’s trust problem starts when residents believe decisions are made before the public ever sees them. Too often, decisions are made around residents, not with them. I will attack that systematically.

First, I will keep a public calendar and require my office to log meetings related to major land-use and procurement decisions so residents can see who is in the room before decision are made. Second, on development and budget items, I would propose legislation requiring earlier public notice and plain-English summaries containing what is being proposed, the costs, who benefits, the goals and tradeoffs, and considered alternatives before votes are made. Third, for every vote, you will see written explanations justifying my decision. If I support or oppose something, I should be able to explain exactly why. Fourth, I will host regular “drop-in office-hours” across District 4 and have an online-dashboard where you can track the status of your requests in real time, because distrust only grows if people think our county only works for insiders. Most importantly, my office will not treat community input as something that begins after a deal is made. If residents are only invited at the end, it isn’t transparency, it’s theater.

A: I think the first responsibility is to respect what our county’s diversity actually means. Different councilmembers will be hearing different things from their communities, and those differences are not performative. I cannot claim to be a stand-in for every person across a district--let alone a county--this diverse and complex. What I can do is listen seriously, understand how different neighborhoods experience the same issues in different ways, and make transparent decisions in good faith.

I also believe consensus starts with preparation. A lot of conflict gets worse when leaders are vague, reactive, or more interested in slogans than substance. My approach would be to continue showing up relentlessly to each and every community across the district, understand the pros-and-cons of each decision, and explain them clearly. If I disagree with a colleague or constituent, I want that disagreement to be grounded in facts, budget realities, and what we think is best for residents. I love a good argument, and am comfortable being challenged or learning from people with more experience and a different point-of-view. Convince me of your perspective on any given issue, and you won’t find a stronger advocate. To me, that is how serious governing works.