Prince George’s County Council District 9

A: My primary focus is service equity and accountability. For too long, South County residents have paid our share in taxes only to be left last in line for reliable services, from consistent trash pickup in our rural reaches to adequate public transit.

I will use my 15 years of governance and anti-corruption expertise to ensure our budget is no longer a windfall for special interests, but a tool for public good. This means prioritizing an infrastructure-first approach to development. We must stop breaking our own rules to approve projects that strain our overtaxed resources, from our power grid and roads to schools and public safety before the infrastructure exists to support them. By embracing public financing via the Fair Election Fund, I’ve ensured that you are my only boss. My focus will be on delivering a transparent, responsive government that answers the phone, fixes the roads, and protects our neighborhoods from being used as a dumping ground for industrial projects. We deserve a county government that works as hard as the families who live here.

A: We don’t have a scarcity of resources, we have a scarcity of courage in our leadership to prioritize families over businesses’ empty promises. When we invest in our students, we reduce the long-term costs of public safety and social services. Ultimately, I believe that education isn’t an expense to be balanced, but the foundation that makes every other county service possible.

Education is a human right and our greatest economic driver, yet our schools are currently facing a massive structural deficit. My commitment is to move beyond “maintenance of effort” which offers our students and educators the bare minimum, to ensure we are actually meeting the Blueprint for Maryland’s Future mandates with sustainable, long-term funding. That means providing our schools resources so that they’re no longer struggling to make ends meet. To balance this, we must address the “leakage” in our budget. Currently, Prince George’s County is subsidizing massive corporations and pay-to-play developers while our schools and public services are forced to make painful cuts to staff and programs. I see this as an issue of transparency. By ending the culture of government by waiver and developer tax breaks, we can recapture funds to support our classrooms.

A: First, we must move toward a more transparent, data-driven oversight model that tracks how Blueprint for Maryland’s Future dollars are reaching classrooms. I will advocate for performance-based budgeting that prioritizes funding for proven interventions, like early literacy and mental health supports.

Second, we have to address the governance gap. I’ve publicly supported moving toward a fully elected Board of Education to ensure that those making decisions are directly answerable to the parents and neighbors they serve, rather than political appointees in Largo. Similarly, it is essential that educators have a seat at the table in this process. Accountability is a two-way street: the Council must provide the resources by shoring up our tax base, and in return, the school system must provide clear, accessible data on student outcomes. We don’t need more high-stakes testing, we need a government that ensures our teachers have the tools to teach and our students have the stability to learn.

A: As a person directly impacted by DOGE I know the tremendous harm this caused our local families. The recent federal downsizing has been a wake-up call for us all. Our county can no longer afford to be a “company town” for a federal government that is under attack by GOP extremists.

First, we’ve got to stop chasing miracle projects like hyperscale data centers that provide few local jobs and a host of deceptive promises. Instead we should focus on building the wealth of the people who live here. This means doubling down on our small business micro-grant programs and overhauling the permitting process to help laid-off workers pivot into entrepreneurship at home. At the same time we must support our neighbors by expanding emergency rental and mortgage assistance and ensuring our job training programs are aligned with local high-growth sectors like healthcare and green infrastructure, industries that can’t be offshored or automated. I’ve helped bolster local economies around the world to be responsive to public needs. Resilient economies are built from the bottom up. By investing in our existing commercial corridors rather than never-ending sprawl, we create local jobs that aren’t tied to the whims of a federal budget.

A: I fully support the Community Safe Spaces Act and the legislative package recently signed by the Council. Fundamentally, public safety relies entirely on public trust. When neighbors are afraid that a trip to a county building or an interaction with local police will lead to federal detention, we are less likely to report crimes, seek medical care, or testify as witnesses. That makes our entire community less safe.

Our local resources must never be weaponized for federal immigration enforcement. Beyond these bills, the county should expand its partnership with non-profits to provide robust legal representation for those in detention and ensure we are following through on the Resident Kidnapping Protection Act by providing transparent, reporting on federal activity. People, not corporate PACs fuel my campaign, and my priority is protecting the human rights of every resident in District 9. We must continue to build a firewall between local services and federal enforcement to ensure Prince George’s remains a place where every family can live without fear.

A: The Task Force’s work should serve us as a baseline for the work ahead. Their report identified revenue potential while it largely ignored the cumulative impacts on our energy grid, water quality, and the frightful reality of spiking utility bills for residents. These concerns are at the forefront of a nationwide fight against data centers and it is absurd that our elected officials continue to be on the wrong side of this issue.

We cannot allow by-right development on projects like these that bypass community input. Energy and environmental impacts must carry the heaviest weight, it is irresponsible to approve energy-intensive industries when our infrastructure is already woefully insufficient. I stand with the findings of the People’s Report issued by the NAACP and community leaders. We need a stringent Cumulative Impact Review process. To be specific, if I am elected, South County will not serve as a dumping ground for the administrations get rich quick schemes that sacrifice our environment for hollow promises of corporate profits. Decisions must be made in the light of day, with neighbors at the table, ensuring that any development prioritizes the health and pocketbooks of Prince Georgians over the bottom line of tech oligarchs.

A: Currently, the answer is a very firm no. Economic development is built on a foundation of public trust, and right now, that foundation is broken. Residents have no reason to believe that our elected officials will prioritize our health, water quality, or energy bills when a handful of corporate cash is on the table.

We cannot talk about the “role” of data centers until we prove we are capable of responsible regulation. At present, our nation, our state and our county demonstrate daily that we can’t regulate moneyed interests. Locally, we operate under a pay-to-play culture where all too often industrial projects are pushed into residential and agricultural zones via backroom deals. Until we implement strict, cumulative impact reviews and a process that gives neighbors a real seat at the table, these projects are just another get-rich-quick scheme. We should not be auctioning off our most valuable resources to solve a budget deficit caused by mismanagement. I am running to restore the principle that our environment and our health are not for sale. We need to fix our democracy before we even think about inviting these industries into our backyard.

A: To solve our housing crisis, we must move beyond the developer-first model that has defined our county for decades. I’ve campaigned on a people-centric approach to zoning and development, a strategy that prioritizes infill development, most notably building on underutilized land near transit and existing infrastructure rather than destroying our Rural Tier with endless sprawl devoid of supporting systems. I support a robust mandatory inclusionary zoning policy that requires a higher percentage of truly affordable units in all new developments, ensuring housing is priced for our teachers and service workers. Finally, we can protect our existing residents by strengthening tenant protections and establishing a County Land Trust to take housing out of the speculative market and into community hands. In the medium term, zoning changes should not be a tool to help developers get rich. They should be a tool to create walkable, mixed-use neighborhoods where families can thrive. I’ve seen positive changes recently via the sub-regional plan amendments, and we can capitalize on this good work. My commitment to voters is that we grow where we have the schools, transit, and resources to support our neighbors.

A: My primary focus to improve the lives of Prince George’s County residents is to ensure: (1) our tax dollars are being spent wisely and (2) the budget is balanced so that residents see and feel that their tax dollars are working for them. This includes ensuring that our roads are cleaned and well maintained, widening where necessary and repaving where needed. It also includes an eagle-eye review of the budget to eliminate the areas of waste, fraud and abuse in County government, so the school system, public safety and other departments and agencies remain adequately funded. Tackling the budget issue and how our tax dollars are spent (wisely) will be my top priority. This also includes focusing more on economic development that can relieve the tax burden from homeowners. I address that more in responses to the question below on economic development.

A: Education should remain our top priority along with public safety. We should review the County’s education budget to trim the fat at the administrative level before making cuts that affect teachers’ salaries and benefits or cuts to the classrooms, especially our very successful specialty programs. To balance the education budget needs against other County needs, we must first eliminate County wasteful spending. We should review all County procurement contracts to ensure there are no costs overruns and unnecessary change orders that drive up the initial costs. We must also ensure that the development community pay their fair share of infrastructure improvement dollars to the County and stop the waiving impact fees. Finally, we need to specifically re-evaluate the education funding from MGM and eliminate the “hold harmless” clause that pays excess revenue of MGM to other neighboring casinos instead of benefiting the County and its education system.

A: As a council member, I would ask the School Board to focus on expanding (not cutting) the very successful specialty programs and programs for students with special needs. The County Council can no longer give the school system a blank check without scrutinizing funding for our scholars most in need. I do think we should partner PGCPS with MNCPPC for after-school academic programming for students.

A: The County should diversify its economy in the healthcare sector, specifically through Medical Innovation Districts (MIDs). Residents are living longer but need healthcare. MIDs are economic engines that revolve around a healthcare campus. It is comprised of medical offices with advanced treatment therapies like proton therapy and gamma knife for cancer, neither of which are offered in the County. MIDs also include a nutritional component utilizing our local farmers for fresh farm-to-table food cooperative and it can include open space along with affordable cottage-style housing for young families and seniors. I would like to see the County implement and expand MIDs throughout the County which brings good-paying jobs and medical innovation. Former federal workers impacted by the layoffs can pursue not only healthcare jobs in MIDs, but the related IT and analyst positions needed to support MIDs. My vision is to expand MIDs to diversify our economy.

A: Yes, I support those efforts to limit ICE activity in County-owned public facilities. The County should continue to educate its immigrant population on their rights and connect them with non-profit resources like CASA and CASA in Action and other immigrant rights group to provide the legal assistance they need.

A: The work of the task force on data center development should be taken into consideration by the Council. However, we should ensure that the views of that task force include all stakeholders including the voice of the residents. Utility consumption (both electricity and water) along with environmental and community impacts must have significant weight in whether to move forward with more data center development in the County. We must look at their long-term impact on the environment and have a plan for recovery once the next latest and greatest technology comes along. We cannot be so short-sighted to view the carrot of tax revenue from data centers without understanding their impact. As a telecommunications attorney, I understand the need for data centers. Everyone is storing pictures, videos, emails etc. on servers in a warehouse/data center. I am opposed to hyperscale data centers data centers in residential, commercial and rural areas. I think they would be more appropriate in heavy industrial and industrial-zoned areas.

A: I think MIDs are a better option. Again, data centers can bring in much needed tax revenue, but the County cannot be so short-sighted to think data centers will be the panacea for budget shortfall. If you look at the data centers along data center alley in Virginia, there is no economic development around those behemoth warehouses of servers. Prince George’s County needs more economic development to include grocery stores and restaurants. I think MIDs will play a better role in the County’s economic development, especially if we can expand them throughout the County.

A: Taking my MID concept that includes cottage-style housing for young families (start homes) and for seniors, MIDs offer a balance of healthcare, nutritional spaces, food cooperatives and housing in a walkable district. If we can expand this concept throughout the County, we can tackle some of the issues around housing. I also support expanding affordable housing around our County’s Metro stations so people with lower income can at least have access to public transportation.

A: My primary focus as a Council Member will be to provide strong oversight and accountability to ensure our government is working effectively for residents. That means making sure our agencies are properly resourced, but also held to clear standards for performance, transparency, and results.

I will prioritize policies and investments that address the root causes of inequity—particularly in housing affordability, economic stability, and public health—so that residents are not only supported, but positioned to thrive. Ultimately, my goal is to ensure that every decision we make as a County government improves quality of life and expands opportunity across Prince George’s County.

A: The County is making a sizeable investment—nearly $3 billion—into our public education system, and we must remain committed to fully funding our schools. But funding alone is not enough. We have a responsibility to partner closely with the Board of Education to understand emerging needs, ensure resources are allocated strategically, and hold systems accountable for results.

Balancing this investment with other County priorities requires disciplined fiscal management and a focus on outcomes. That means prioritizing spending that delivers the greatest impact for residents, aligning education investments with broader goals like workforce development and economic mobility, and ensuring transparency in how dollars are spent. When we invest wisely in education, we are investing in the long-term strength and stability of our entire County.

A: Prince George’s County continues to be intentional about its investments in our schools, and we must continue to ensure they are fully resourced. But investment must be matched with accountability.

As a Council Member, I would strengthen oversight by working in close partnership with the Board of Education to set clear expectations, track performance, and ensure transparency around outcomes. That means using data to understand what’s working, where gaps exist, and how resources can be more strategically aligned to improve student achievement. Accountability is not about punishment—it’s about continuous improvement. We must ensure that funding is tied to evidence-based strategies, that successful programs are scaled, and that we are responsive to the evolving needs of students, families, and educators. When we do this well, we create a system that not only receives resources, but delivers results.

A: Prince George’s County’s proximity to the federal government has long been an economic strength, but it also creates vulnerability when there are layoffs, furloughs, or budget cuts. We have to be intentional about diversifying our economy while also supporting residents in real time.

That means investing in high-growth sectors like healthcare, technology, and small business development, while strengthening workforce pipelines so residents have access to stable, long-term opportunities beyond federal employment. At the same time, we must address the immediate reality many families are facing. We have residents experiencing prolonged furloughs, delayed pay, and gaps in access to unemployment benefits. That requires a coordinated, County-level response—creating bridge supports that connect residents to emergency resources, workforce assistance, and financial stabilization during periods of disruption. We also have to recognize the broader ripple effects on contractors and small businesses whose customer base is tied to the federal workforce. Supporting those businesses is just as critical to maintaining economic stability in our communities. Diversifying our economy is essential, but we must also build systems that help residents weather these transitions in the short term. Both are necessary to create a more resilient and responsive County economy.

A: Yes, I support the County’s approach to ensuring that local government spaces remain places where all residents feel safe accessing services without fear or intimidation. Our responsibility is to build trust between residents and government, not to create barriers that discourage people from seeking healthcare, education, housing support, or other essential services.

At the same time, it is important to be clear about the County’s role and authority. We must ensure that any policies are consistent with constitutional protections, due process, and public safety responsibilities. Beyond limiting unnecessary entanglement in civil immigration enforcement, I believe the County should do more to support immigrant residents directly. That includes expanding access to legal resources, strengthening language access services, supporting community-based organizations that assist immigrant families, and ensuring clear guidance so residents understand their rights and available services. Ultimately, a safe and thriving County is one where all residents—regardless of immigration status—can engage with public institutions without fear, while public safety agencies continue to operate within clear, lawful boundaries.

A: I believe the data center task force should be used as a serious planning and accountability tool to guide future development decisions—not just as a report, but as a framework for action.

The last public update raised important questions that still need clear answers, particularly around environmental impacts, energy demand, public health considerations, and the economic effects on surrounding communities, including agricultural areas and long-term land use. As a Council Member, I would ensure that we use this work to establish clear guardrails before additional development moves forward. That includes setting standards around environmental mitigation, energy sustainability, infrastructure capacity, and community impact analysis, so that growth does not come at the expense of residents’ health, quality of life, or long-term economic stability. Energy, environmental, and community impacts should carry significant weight in the decision-making process—not as afterthoughts, but as core criteria that determine whether and how projects move forward.

A: Yes, data centers can play a role in the County’s economic development strategy, however they must be approached thoughtfully and with clear standards.

They hold potential to generate revenue, support digital infrastructure, and position the County as a competitive player in the regional tech economy. However, they are also highly resource-intensive—particularly in terms of energy consumption, land use, and environmental impact—while typically producing limited long-term local employment compared to other industries. For that reason, data centers should only be approved when they meet clear expectations around infrastructure capacity, environmental safeguards, and community impact mitigation. We should also be intentional about how revenue from these developments are reinvested—particularly into schools, workforce development, and infrastructure that benefits residents. Ultimately, data centers are not a standalone economic development strategy, but they can be one component of a broader, balanced approach that prioritizes both growth and sustainability.

A: Housing costs continue to place significant strain on residents across Prince George’s County, and increasing the supply of affordable and workforce housing must be a top priority.

As a Council Member, I would continue to champion workforce housing policies that ensure teachers, healthcare workers, first responders, and other essential employees can afford to live in the communities they serve. That means supporting development strategies that increase housing supply across a range of income levels, not just at the high end of the market. Zoning reform plays an important role in this effort. We should focus on removing unnecessary barriers that limit housing production, encouraging appropriately scaled mixed-income development, and creating clearer pathways for redevelopment and infill housing where infrastructure already exists. The goal is to increase supply in a responsible way that reflects the character and needs of each community. At the same time, we must ensure that growth does not come at the expense of existing residents. Any expansion of housing supply should be paired with protections against overcrowding, displacement and a commitment to long-term affordability. Ultimately, workforce housing should not be an exception—it should be a standard part of how we plan and grow our communities.

A: My primary focus will be restoring accountability in how county government operates—especially how we spend, plan, and deliver services. That means making sure taxpayer dollars are used effectively, infrastructure keeps pace with growth, and residents actually see results in their daily lives. From housing and development to public safety and basic services, my goal is to make government more responsive, transparent, and results-driven.

A: The county has a legal and moral obligation to fund education, and that commitment should be met. But funding alone isn’t enough—we also have to ensure those dollars are being used effectively. Balancing this comes down to discipline. We need to eliminate waste, prioritize core services, and make smarter financial decisions so we’re not constantly choosing between essential needs. Strong schools and strong infrastructure aren’t competing priorities—they’re both foundational to a functioning county.

A: If we’re going to continue making major investments, there has to be accountability tied to outcomes. That starts with clear performance metrics, regular public reporting, and independent oversight where needed. The council may not run the school system day-to-day, but it controls the budget, and that comes with leverage. We should be asking tough questions about where funds are going, what’s working, and what’s not. Accountability isn’t about punishment—it’s about making sure resources actually translate into results for students.

A: Prince George’s County cannot remain overly dependent on the federal government. We need to diversify by attracting and growing industries like logistics, tech, healthcare, agriculture, and advanced manufacturing, while also supporting and expanding small businesses locally. That includes streamlining permitting, improving infrastructure, and making the county easier to do business in. At the same time, we should be working with workforce development programs and our community college to help residents transition quickly if federal jobs are cut. This is about resilience— diversifying and building an economy that can withstand shifts beyond our control.

A: I believe residents should feel safe accessing county services without fear, and that trust in local government is important. At the same time, we have to be honest about what local policy can and cannot do. Prince George’s County already limits its role in federal immigration enforcement. County agencies are not engaged in civil immigration enforcement, and cooperation is generally limited to serious criminal matters. My concern is when policies are passed that are largely symbolic but presented as if they create protections they cannot actually enforce. That can mislead residents and expose the county to unnecessary legal risk.

I support clear, enforceable policies that stay within the county’s legal authority. That means focusing on what we can control—ensuring equal access to services, protecting residents from discrimination, and maintaining trust between communities and local government. Beyond legislation, we should prioritize communication and access. Residents should know their rights, understand how county agencies operate, and feel confident using public services like schools, healthcare, and public safety without hesitation. This issue requires honesty and responsibility. We should not overpromise what local government cannot deliver, but we should be fully committed to protecting residents in the areas where we do have authority.

A: Data centers can bring revenue, but they also come with real tradeoffs—energy use, land consumption, and community impact. The task force’s work was set up to amplify residents voices and should be used to create clear standards before projects move forward. That means identifying where they make sense, setting infrastructure requirements, and ensuring communities are protected. Decisions shouldn’t be rushed. We need a framework that weighs economic benefit against long-term impact.

A: I’m sure they do, but in Prince George’s at this moment — it’s debatable. Data Centers should be strategic, not reactive to “needing revenue” by any means necessary. Data centers can be part of a diversified economy, but they shouldn’t crowd out other uses or strain infrastructure. We need to be intentional about location, require strong community benefits, ensure complete transparency and make sure they align with broader economic goals—not just short-term revenue.

A: We need to increase housing supply, but do it the right way. That means focusing growth along transit corridors and activity centers, encouraging mixed-use development, and prioritizing redevelopment—especially in areas that have been overlooked. Zoning changes should support a wider range of housing types, but they must be paired with infrastructure. We’ve seen what happens when housing is built without roads, schools, and services to support it. The goal isn’t just more housing—it’s better, well-planned housing that actually improves quality of life.

A: As a Council Member, my focus is simple: making sure residents understand what’s happening, feel heard in the process, and see results in their daily lives.

The County Council makes decisions that directly impact zoning, development, budgets, and policies that uniquely shape our neighborhoods, and it also serves as the Board of Health, helping guide decisions that impact the well-being of our community, including our seniors. Residents will have a clear line of sight into those decisions, whether it’s how tax dollars are being spent, how development is approved, or how policies impact them. As a resident of District 9, transparency also matters and that includes fiscal transparency, clear communication, and accountability in decision-making. I will prioritize smart, balanced, and responsible growth that aligns with our infrastructure, supports small and local businesses, and ensures community voices are heard throughout the process. Just as important, I will remain accessible and engaged because representation and constituent services are fundamental necessities that stretch beyond a vote. This role is about people. My commitment is to listen, communicate clearly, and make decisions that reflect the needs and values of the communities we serve.

A: Funding our public schools should not be an annual debate. It must be a clear and stable commitment. Our school system serves over 130,000 scholars, and consistency in funding is critical for long-term planning, staffing, and student academic success.

I support establishing a more predictable funding approach, including exploring dedicated or earmarked revenue streams for education. This helps reduce year-to-year uncertainty and allows both the county and the school system to plan more effectively. At the same time, we must pair this stable funding with strong accountability and transparency. Having served on the Board of Education, I understand the importance of aligning resources with student outcomes, operational efficiency, and community expectations. Balancing the need for commercial tax growth with other county needs requires intentional budgeting so that we do not place an additional burden on residents. It is also a benefit to have a stronger coordination between county government and the school system to ensure funding decisions are strategic and sustainable. When it comes to education, our goal should be clear: consistent and predictable investment, responsible governance, and best outcomes for students and families.

A: We can and must invest in our schools, expect results, and be clear about roles and responsibilities.

The County Council does not manage the school system; we fund it. Once the budget is approved, the school system and the Board of Education are responsible for implementation and academic outcomes. That said, our role in funding and oversight is important, and it must be grounded in strong partnership, respect, and alignment. As a former Board of Education Chair, I understand the importance of early and ongoing collaboration. The county and the school system must work collaboratively to ensure funding needs are clearly identified, well understood, and transparently communicated before decisions are made. That alignment helps ensure that we make and approve strategic investments tied to measurable outcomes. As we know, accountability is determined not only by what is spent but also through transparency, clear goals, and regular communication with the public to show progression and ongoing communication. We can also strengthen our academic impact by partnering on legislative advocacy to bring additional resources to Prince George’s County. When roles are respected and partnerships are strong, we can best support our scholars, educators, and families.

A: Prince George’s County must be proactive. With so many residents tied to federal employment, we must grow a broader, more resilient local economy while also supporting those impacted in real time.

This starts with expanding our economic base beyond government. We should be intentional about supporting small businesses and attracting industries like healthcare, technology, education, logistics, and skilled trades, all sectors that create strong and sustainable career paths. It also means making it easier for local entrepreneurs and existing businesses to start, stay, and expand here by streamlining cross-agency processes that are often a huge financial and process strain for those building from the ground up. For residents impacted by layoffs or budget cuts, the County should work closely with workforce development, colleges, employers, community organizations, and local businesses to connect people to retraining, job opportunities, career coaching, and support services. in a systematic mode. This is truly where the Council’s role matters. It is through policy, budgeting, and convening the right partners that our responsibility becomes twofold: help residents navigate today’s uncertainty while building an economy that allows families to remain and thrive in the short and long-term.

A: My approach and support is to always lead with respect, clarity, and a commitment to safe, connected communities for all of our residents, equally and equitably. This builds trust between local government and our residents because when residents are afraid to access services, report concerns, or engage with their community, it impacts the well-being of everyone. The county’s role is to ensure all residents feel safe interacting and living day-to-day, without fear, whether through healthcare, public services, or schools. At the same time, we must be clear about the role of local government, necessary protections and safety, and the ability to enforce. The county does not set federal immigration policy, but we can make decisions about how our local resources are used and how we intentionally and unapologetically serve the residents who live here.

I believe that as we move forward, the focus should be on consistent policy, partnerships with community organizations already doing the work on the ground, and very clear communications. We must ensure that residents know and understand their rights and have access to accurate information and services through newsletters, door-knocking, local businesses, community forums, town halls, socials, and other forms of communication that reach residents.

A: The task force’s work should serve as a guide beyond simply a report. The Council has the opportunity to leverage its findings to create clear, consistent policies that ensure data center development is transparent and aligned with the long-term interests of our communities. This means that the work cannot stop at publishing a report. If residents do not understand what’s in it, then it has limited value. We need clear explanations, community discussions, and opportunities for engagement through town halls, meetings, and other accessible channels so people can understand how these decisions affect them. Residents have been clear based on the information known. While data centers may bring economic opportunity, they also place real demands on energy, water, land use, infrastructure, and the environment. Those impacts must carry significant weight in the central parts of the decision-making process, and then be communicated accordingly.

This is where the Council’s zoning and land use authority matters. Development must be placed appropriately, and in turn, it also must be supported by infrastructure, with community input heard, understood, considered, intertwined, and communicated. When done correctly, this is about balance. It’s about supporting growth while protecting the quality of life for our residents.

A: Data centers do have a role to play in the county’s economic development, but the conversation cannot be reduced to simply a yes or no. The reality is that we rely on data every day through our phones, businesses, schools, and even processes like submitting this questionnaire. The more important question is not if data centers should exist, but where and how they are developed.

We should follow the data that has been studied here and elsewhere, communicate the data, and incorporate community concerns into these everyday decisions. This means being honest about what our infrastructure can truly support today, where growth makes sense, and how development will impact our communities, particularly here in District 9 and beyond. The Council’s role is to ensure decisions are informed, transparent, and aligned with long-term priorities, which span beyond any short-term opportunities. Data centers, in my estimation, should be part of a broader, diversified economic strategy. This requires evaluating whether the benefits outweigh the clear demands on our communities, including energy, land, and infrastructure, and the environment. Engaging in community forums that include developers, experts, and decision-makers is essential from the onset and throughout discussions.

A: Housing affordability is a real and growing concern, and we must devise practical solutions that balance supply with protecting the integrity and stability of our communities. First, we should streamline permitting and approval processes so projects do not face unnecessary delays that drive up costs. Second, we should expand incentives for developers to include affordable and workforce housing, particularly near transit and job centers, to boost our economy. Zoning plays a very important role. The Council must be intentional in decisions about where increased density makes sense, such that it aligns with infrastructure, transportation access, and community input, and a focus on balancing a much-needed commercial base. In District 9, the current master plans point to some solutions, such as microhousing and mixed-use development that includes commercial spaces, which will help to increase housing options while also strengthening the commercial tax base, thus reducing the burden on residential homeowners. At the same time, we must protect existing affordable housing and support paths to homeownership so residents are not priced out of the communities they helped build. With layoffs, increased pricing of goods and services, and increasingly high property taxes, the situation becomes about balance.

A: My focus will be strengthening the systems families rely on every day: safe and high‑quality schools, accessible services for seniors and residents with disabilities, expanded youth programs, and responsible development that reflects community priorities. I will work to improve county responsiveness, increase transparency, and ensure every neighborhood—rural, suburban, and urban—has a voice in decisions that affect their quality of life.

A: The county must meet its education obligations while planning long‑term for sustainability. That means prioritizing school funding in the budget, improving fiscal oversight, and strengthening revenue through responsible economic development—not by shifting burdens onto working families. Balancing needs requires transparency, multi‑year planning, and ensuring every department operates efficiently so core services like education, public safety, and senior supports remain strong.

A: Accountability and support must go hand in hand. I support clear performance metrics, transparent reporting, and regular collaboration between the Council, PGCPS leadership, educators, and families. At the same time, schools need stable funding, modern facilities, and strong staffing pipelines. I will advocate for data‑driven decision‑making, community engagement, and investments that directly impact classroom learning and student wellbeing.

A: Diversifying the economy requires expanding local job pathways in healthcare, education, clean energy, technology, and small business development. The county should strengthen partnerships with unions, community colleges, and workforce programs to retrain workers and connect them to stable careers. Supporting residents also means expanding access to job placement services, financial counseling, and emergency assistance during periods of federal instability.

A: I support policies that ensure all residents feel safe accessing county services. Protecting immigrant families requires clear guidelines, culturally competent outreach, expanded language access, and strong partnerships with community organizations. The county should continue building trust so residents can seek help, report concerns, and participate fully in civic life without fear.

A: The task force’s findings should guide a comprehensive framework that prioritizes community health, environmental protection, and long‑term land‑use planning. Energy demands, noise, water use, and environmental justice impacts must carry significant weight. Development decisions should reflect community input, align with infrastructure capacity, and ensure that any project provides meaningful public benefit.

A: The task force’s findings should guide a comprehensive framework that prioritizes community health, environmental protection, and long‑term land‑use planning. Energy demands, noise, water use, and environmental justice impacts must carry significant weight. Development decisions should reflect community input, align with infrastructure capacity, and ensure that any project provides meaningful public benefit.

A: I support expanding mixed‑income housing, increasing the supply of affordable units near transit, and strengthening protections for seniors and residents with disabilities. Zoning updates should encourage thoughtful density where infrastructure can support it, while preserving the character of existing neighborhoods. I also support incentives for developers who build truly affordable housing, reinvestment in aging properties, and partnerships that expand homeownership opportunities for working families.