Baltimore County Council District 1

A: The biggest issue facing our district is a pay-to-play culture in which major financial interests too often shape land use and policy decisions. This has encouraged patterns of unchecked sprawl development that privatize profit while socializing long-term public costs. The result is visible across our communities: aging infrastructure, underfunded services, and rising pressure on residents through higher taxes and declining service quality. It also contributes to broader challenges including affordability, disinvestment in historically marginalized neighborhoods, struggling schools, safety concerns, and persistent infrastructure failures such as potholes and water main breaks.

Addressing this requires a clear three-part approach. First, we must fully understand and expose the structural drivers of this system, which is part of the work of this campaign itself. Second, we must win this seat using public campaign financing to reduce the outsized influence of developer money and ensure decisions are made in the public interest. Third, we must implement a disciplined, community-driven master planning approach that prioritizes smart, targeted growth that invests in existing communities, improving safety and infrastructure, expanding the tax base responsibly, and strengthening long-term fiscal sustainability so we can reinvest in our neighborhoods.

A: Addressing rising costs in Baltimore County requires tackling housing, transportation, energy, and infrastructure while ensuring growth is responsible and tied to public capacity.

I support Smart Growth focused on transit-oriented areas where infrastructure: schools, water, sewer, and roads can support development. This helps stabilize long-term property taxes by reducing costly sprawl. I also support expanding “missing middle” housing, such as townhomes, duplexes, and accessory units, to improve affordability while maintaining neighborhood compatibility. Transportation costs can be reduced by limiting car dependence through walkable, transit-connected development with bike infrastructure and access to daily amenities. Expanded mobility options like bike-share, short-term car rentals, and stronger circulator and UMBC transit connections can further reduce household costs. Energy affordability requires stronger efficiency standards for construction, accountability for utility rate increases, and standing up to large-scale data center developments that increase energy demand and upward pressure on costs. Better infrastructure maintenance also reduces costly vehicle damage and improves safety. Too often, development proceeds without early engagement or consistent requirements for transportation, affordability, and infrastructure investments. The current pay-to-play system has failed to consistently demand these benefits, and there is little reason to expect that to change without stronger accountability. For me, affordability is personal.

A: Meeting the 19,000-unit housing deficit does not require unchecked overdevelopment. It requires intentional growth that preserves, improves quality of life, and avoids sprawl that strains infrastructure and public services.

To achieve this, we must better align public resources, policy tools, and development incentives with long-term planning goals. That includes shifting away from over-reliance on corporate-driven, sprawl-oriented development and strengthening incremental growth: investing in tools like Community Development Corporations and historically appropriate pre-approved accessory dwelling unit (ADU) designs to help families age in place, right-size within communities, and expand multi-generational housing for childcare affordability, and senior care. This is development by neighbors, for neighbors, compared to outside interests dominating outcomes.We will need developers to revitalize commercial corridors through mixed-use redevelopment combining retail and housing, improving safety, walkability, long-term stability. Their role is essential in delivering complex redevelopment in Smart Growth areas requiring financing, infrastructure upgrades, phased construction. But they serve as partners in implementation, not vision setters. Finally, I’ll align incentives to reduce vacancy and ensure reinvestment strengthens communities rather than allowing continued decline.

A: Earning trust requires structural change, not rhetoric.

My campaign reflects that commitment by choosing public financing which means I’m funded by neighbors, not developers, utilities, data centers, or other special interests. Public financing is one of the most effective tools to reduce the influence of big money and ensure decisions reflect residents’ needs, not donor priorities. My record includes years of standing with communities in development proceedings, helping expose corruption that led to meaningful campaign finance reform, and active participation in planning and civic life. That trust is reflected in becoming the first campaign in County history to qualify for matching public funds. In office, I will implement transparent hiring with public job descriptions, merit-based recruitment, and performance reviews focused on improving constituent service. We will create public testimony and decision-tracking portals so residents can clearly see positions on legislation, development and resource allocation. I have been and will be a strong defender of the Inspector General’s Office, ensuring it remains independent and well-resourced.We will also expand open data, strengthen ethics disclosures, improve procurement transparency, and explore participatory budgeting to give residents a direct voice.

A: Collaboration has been central to my 30-year career, where I worked across competing interests, managed stakeholder expectations, and delivered results. I’ll bring that same approach to public service, grounded in respect, preparation, and a focus on outcomes.

My platform rises above partisan divisions and focuses on issues that affect every resident of Baltimore County: responsible growth, strong infrastructure, and reinvestment in communities that have faced chronic disinvestment. When we focus on shared challenges and data-driven solutions, consensus becomes achievable. I believe relationships are foundational to good governance. Face-to-face conversations, and even sharing a meal, can build trust and open dialogue in ways formal settings often cannot. I will continue to intentionally put myself in spaces where I may be the outsider, because effective representation requires engaging with all communities. I’m comfortable in those environments and bring decades of experience building trust and finding common ground.I come prepared to collaborate, backed by years of study and my project management certification, that will help me lead complex, multi-stakeholder efforts. Ultimately, this role is about earning trust to implement the County’s Master Plan in a way that delivers stronger, more equitable communities.

A: The biggest issue Baltimore County families are facing right now is the rising cost of living and as the next Council for district 1 representative, that’s where my focus will start. Too many residents are feeling squeezed by housing costs, groceries, childcare, gas, utilities like BGE and everyday expenses, and they need a local government that is responsive, accessible, and solutions-driven to help change that.

I have the experience connecting residents with federal, state and local resources—whether that’s housing assistance, small business support, or help navigating agencies. I will bring that same hands-on approach to the County Council by making sure communities and business owners know what resources are available and how to access them effectively. That means strengthening partnerships with local service providers, improving communication, and putting policies in place to ensure no one falls through the cracks simply because they don’t know where to turn. We want our residents to continue to live and thrive in Baltimore County and we must do all that we can to ensure they are supported.

A: At the county level, I will look to advance policies that directly help to lower costs and create stability for working families, seniors, veterans, and those who face barriers to increase their income while the cost of living continues to rise. That means expanding attainable housing by strengthening our zoning process and streamlining permitting so projects that meet community needs move forward efficiently. I will also support targeted property tax relief for our seniors and invest in programs that help first-time homebuyers remain in our communities.

I will champion policies that reduce everyday financial pressure expanding access to affordable childcare, supporting workforce development programs that connect residents to good-paying jobs, and cutting unnecessary fees and delays that make it harder for small businesses to operate and grow.Just as important is how your Council office shows up for you. I will implement a clear standard of service: when you call my office, you will receive a response within 48 hours. Your concerns will be heard, your issues will be looked into, and you will receive consistent follow-up.

A: Baltimore County is currently facing a housing crisis—and that’s no surprise to anyone. First-time homebuyers are increasingly unable to afford living in the very neighborhoods that raised them, and as our county continues to grow, the supply of attainable housing simply isn’t keeping pace with the demand.

That’s why I’m going to start by taking a hard look at our current inventory of vacant and underutilized properties across District 1. We already have tools available—like our vacant property registry that give us a clearer picture of where these spaces are and what condition they’re in. That’s where the work begins: understanding the scope, so we can act with purpose.From there, I want to focus on how we can thoughtfully revitalize these properties and bring them back into productive use. That means exploring partnerships with local investors, community organizations, and residents to transform blighted spaces into opportunities, especially for first-time homebuyers, new graduates, seniors looking to downsize and families who are ready plant their roots but need access and support to get there. These aren’t just buildings; they’re potential homes, anchors, and sources of pride for our neighborhoods.We also have to think bigger and more creatively about development.

A: Trust in local government isn’t restored through promises alone it’s earned through consistent, visible action and a genuine commitment to openness.

In my experience as Director of Community Engagement for Baltimore County, I’ve learned that bringing people together requires more than just inviting them into the room—it takes intentional planning, early communication, and a real respect for every voice at the table. Communities deserve to know not just what decisions are being made, but how and why they’re being made, and they deserve that information in advance, not after the fact. That’s why I will remain accessible and transparent at every step. I will ensure that information about upcoming meetings, policy discussions, and county council decisions is shared early and often, in ways that are easy to understand and easy to access. Our communities should never feel like they’re the last to know what’s happening in their own government. Instead, they should feel informed, prepared, and empowered to participate. Earning trust also means creating consistent opportunities for two-way communication—listening as much as speaking and making sure feedback doesn’t just get heard, but actually shapes outcomes.

A: Collaboration isn’t about agreement on every issue, it’s about building enough trust and respect to move forward together, even when perspectives differ.

This moment is especially meaningful to me. I have the opportunity to become the first African-American woman to serve on the Baltimore County Council, and I do not take that responsibility lightly. This is a historic election. As the council expands, we are bringing more voices to the table—across race, gender, age, experience, and ideology. That diversity is not a challenge to overcome; it’s a strength to embrace. Our council should reflect the community it serves, and this expansion gives us a real opportunity to ensure that happens. Through my experience working alongside colleagues in Baltimore county government, I understand that effective leadership requires both collaboration and conviction. We must be able to work together, listen actively, and find common ground where it exists. At the same time, we must be willing to stand firm and speak up when decisions do not reflect the needs and values of the constituents we represent. I bring that balance. I know how to build relationships, but I also know how to advocate.

A: The #1 issue in District 1 and the County at large is a Self dealing Council that is not forthright

A: Because of how Maryland’s power grid operates, if Harford County allows a proposed data center to go forward, Baltimore County residents will see an increase in utility rates. To stave off those increases Baltimore County can take legislative steps with the PSC

1. Direct Engagement with the Public Service Commission (PSC)The PSC is the primary body that approves BGE’s rate hikes. Baltimore County can intervene as a formal party in rate cases:Intervenor Status: The County Council can authorize the County Attorney to formally intervene in BGE rate cases. This allows the county to cross-examine utility witnesses and present its own expert testimony to argue that data center infrastructure costs should not be subsidized by residential ratepayers.

2. Legislative Action at the County LevelWhile the County Council doesn’t set utility rates, it can pass “Guardrail Legislation” to mitigate the fallout.Zoning and Impact Fees: If a developer attempts to place a data center within Baltimore County’s borders (or near the line), the Council can implement high utility impact fees. These fees can be earmarked for a “Ratepayer Relief Fund” to subsidize utility bills for low-income seniors and families in the county.

3. State-Level Advocacy (Sine Die 2026 Context)The Maryland General Assembly recently passed the Utility RELIEF Act, which provides about $100 million for residential rate relief in 2027.

A: The County faces a massive housing deficit that private markets cannot bridge alone. To solve this, our municipalities must build housing directly through a public developer model. This shifts the goal from maximizing profit to ensuring affordability.

Montgomery County serves as our proof of concept. Their Housing Production Fund uses a revolving loan model to finance mixed-income developments. By acting as the lead developer, the county creates high-quality units where the “profit” is reinvested into deeper subsidies for cost burdened households. For Baltimore, direct municipal construction offers three primary solutions:Cost Control: Publicly owned land eliminates high acquisition costs.Permanence: Units remain affordable indefinitely, shielded from market spikes. Efficiency: The city can bypass traditional bottlenecks by prioritizing social yield.Additionally the County can promote attainable homeownership for middle-income workers like teachers and firefighters. Other municipalities that have been successful with the “Public Developer” model include Atlanta, GA and Portland Oregon By adopting a Montgomery-style public development authority, Baltimore can transform vacant lots/surplus land into vibrant communities. Let’s stop waiting for the market to fix a crisis it helped create. It is time for the County to pick up the hammer and build our own future.

A: I want to be a watchdog; a whistleblower for the residents of District 1 and Baltimore county at-large. For too long, the most important decisions in Baltimore County—from multi-million dollar budget shifts to major zoning changes to out right cash grabs —have been settled in backrooms before the public even enters the chamber.

I am running for County Council to be your eyes and ears behind those closed doors. The era of “pay-to-play” and secret handshakes must end. Our government shouldn’t be a private club where transparency is treated as an inconvenience. As your representative, I will be a relentless whistleblower for the voters. If there is a “backdoor deal” in the works, I will bring it to the light. If the council attempts to bypass public input on how your tax dollars are spent, I will be the first to sound the alarm. My platform is simple: No more secrets. No more shadows. I’m not going to Towson to join the establishment; I’m going there to demand accountability for you. It’s time we have a watchdog on the Council who answers to the taxpayers, not the insiders.

A: Collaboration and stakeholder management skills developed in the private sector should serve the Council well as I navigate divergent personalities and life experiences of others on a council that will see 7 new members.

A: The number one issue in my district is affordability. It is a moral crisis. I hear from neighbors daily who are food insecure, forced to choose between heating their homes and buying groceries, or drowning under the weight of rising bills.

My plan to address this is simple: Stop the government from making it worse.We cannot solve inflation by adding more local fees and taxes. I will vote ‘No’ on any budget that increases the tax burden without cutting waste. I will push to eliminate redundant fees that act as hidden taxes on struggling families. I will also demand a line-item audit of the $2.5 billion school budget to find administrative bloat, ensuring every dollar goes to students, not overhead. Finally, I will fight to maximize the Homestead Tax Credit and push back against utility rate hikes. We must shrink the bloated parts of government so families can keep more of their hard-earned money. The solution isn’t more spending; it’s more efficiency and less government interference.

A: Baltimore County faces a cost-of-living crisis driven by a bloated budget, nearly 400 state-imposed taxes/fees, and soaring utility costs. My plan delivers real relief, not rhetoric.

First, I will halt local fee creep. No new County fees. If it’s a revenue grab, it will get a “No” vote from me. Second, we must challenge the BGE monopoly. The Governor’s recent “$12.50 relief” is a drop in the bucket—a PR stunt that ignores structural failures. I will demand rate caps and force utilities to reinvest locally, keeping money in our pockets. Third, regarding property taxes, I will maximize the Homestead Credit to shield homeowners from assessment spikes and streamline appeals for fairness. Crucially, if the state raises rates, the County must cut local fees to offset the total burden. Fourth, I will demand a proactive, line-item audit of the $2.5 billion school budget to eliminate administrative bloat. Every dollar must reach the classroom, not overhead.Finally, I will vote “No” on any budget that raises taxes without cutting waste. We cannot fund inefficiency by squeezing families. The solution is shrinking government so residents keep more of their hard-earned money.

A: My plan focuses on restoring and rebuilding existing structures. I will incentivize renovating older dwellings to preserve community character and improve affordability without straining infrastructure.

Critically, residents reject forced urbanization and the industrialization of our cherished green spaces and rural areas. We must not sacrifice our natural landscape for short-term gains. My district’s solution is to stabilize what we have, improve what’s broken, and grow responsibly where infrastructure allows—protecting our rural heritage while ensuring families have a place to thrive.

A: The accusations of backdoor dealing and lack of transparency aren’t just rumors; they are the reason so many residents feel disconnected from their government. I am running because I am not a politician, and I am not in anyone’s pocket. My only allegiance is to the betterment of this community.

To earn back trust, I believe in radical transparency—not just as a promise, but as a daily practice. One of my plans include a public “Council Dashboard”. A dedicated website that serves as a real-time log of my activities. Every vote I cast, every meeting I attend, and every amendment I propose will be posted there within 24 hours, accompanied by a plain-language explanation of why I made that decision. No jargon, no hidden agendas. My neighbors deserve to know exactly how their government is working for them.

A: I believe that a council reflecting the true diversity of our community, whether in gender, race, or ideology—is a stronger council. Different perspectives force us to think harder and solve problems more creatively.

My approach to collaboration is rooted in listening first. Before I vote or take a position, I want to understand the ‘why’ behind my colleagues’ views. Often, we agree on the goal, even if we disagree on the method. My job is to find that common ground.We all share a commitment to our neighbors’ well-being. I will bring my conservative principles of fiscal responsibility and limited government to the table, but I will do so with an open mind, ready to listen to data and community input rather than just ideology.I am here to get results. And the best results come from a council that can bridge divides to serve the whole community.