Baltimore County Council District 3

A: The number one issue in District 3 is affordability. Across Owings Mills, Randallstown, and our surrounding communities, residents are feeling the strain. Seniors are being priced out of their homes, young people can’t afford to stay, and families have watched grocery stores like Giant and Sam’s Club leave their neighborhoods entirely. At a time when the federal government is creating uncertainty, local government must step up to protect residents and ensure our communities are not left behind. On the Council, I will advance policies such as expanding housing near transit and job centers, strengthening tenant protections, and streamlining permitting so small businesses can grow and create good-paying jobs. I will fight for targeted property tax relief for seniors and long-time homeowners so they can remain in the communities they helped build. I will also prioritize revitalizing the Liberty Road corridor by attracting new businesses, supporting local entrepreneurs, and restoring it as an economic powerhouse for Baltimore County. District 3 deserves a Councilmember who will fight for them and our community at every level, that is exactly what I will do.

A: If we’re serious about affordability, we have to focus on the everyday costs families can’t avoid including childcare, groceries, and utilities. On childcare, I will expand access to affordable, high-quality options by supporting providers, streamlining licensing so more centers can open, and advocating for targeted subsidies and employer partnerships. On groceries, I will work to attract grocery investment, support small and local food businesses, and expand programs that bring fresh, affordable food into our communities. On utilities, I will push for greater transparency and accountability from BGE, while expanding energy-efficiency programs and strengthening energy assistance to lower monthly bills. In my work with the Baltimore County Department of Health and Human Services, I’ve led initiatives that put real money back into people’s pockets, and on the County Council, I will continue that work to make Baltimore County more affordable for families, seniors, and working residents.

A: Baltimore County’s housing shortage is driving up costs and pricing families out of our communities, so we need to increase supply while protecting the people who already live here. I will modernize zoning to allow more duplexes, townhomes, mixed-income, and mixed-use development, especially near transit and job centers. Additionally, I will work to expand financing tools and incentives that make housing more attainable. At the same time, growth must not come at the expense of current residents. I will support strong anti-displacement measures to ensure our seniors and long-time residents can stay in their homes. Smart growth means building with the community, and ensuring new development reflects the needs of District 3.

A: Residents have a real and understandable skepticism of government, and it’s on those of us seeking office to earn their trust, starting with how we campaign. I’m proud to be running a publicly financed campaign, which means I don’t accept contributions from corporations, PACs, or special interests – so I’m accountable only to the residents of District 3. But we must go further. I will make government more accessible by creating a clear, user-friendly system where residents can track legislation, development proposals, and budget decisions affecting their communities. I will also prioritize accessibility by holding regular town halls, attending community meetings, and providing consistent updates. Just as importantly, I will build a modern, professional constituent services operation to ensure every resident receives timely follow-up and support. During my time working for Congressman Dutch Ruppersberger, he would often say that “government is the business of customer service”, and I’ve built my career around that idea. As a Councilmember, I will bring that same standard to this role.

A: This incoming council will be the most diverse council in this history of Baltimore County, and we have real opportunity to transform our community for the better, but only if we have councilmembers who know how to work well with others. Throughout my career I’ve worked across agencies, elected offices, and community stakeholders to get things done, and that is exactly how I will approach my work as a councilmember. Governing is a team sport, nothing meaningful happens because of one person alone. That means building real relationships with colleagues, labor, businesses, and community leaders alike starts before even entering office. It also means doing the hard work of building consensus around the issues that matter most. At the end of the day, residents want safer neighborhoods, better schools, reliable infrastructure, and real economic opportunity. They want to be proud of where they live. I will work to bring people together including elected officials, community members, and our external partners to find common ground and deliver results for the people of District 3.

A: My highest priority is to strengthen the tax base in the County or we will not be able meet our basic needs like improved schools and lower crime. Here is only part of my plans to rebuild the tax base, bring jobs to District 3, and meet basic human needs.

1) Build a new hospital in Baltimore County’s new District 3, because there are only 418 acute medical beds located inside Baltimore County on the westside to service 430,000 residents. There are over 2,000 acute care beds on the east side of the County, and over 4000 beds are in the City. This change alone will bring hundreds of clinical and non clinical jobs to the westside of Baltimore County. This would also save thousands of lives of patients no longer required make an 18 to 20 mile drive to the nearest hospital.

2) I spoke at length with both the County Fire Chief and the head of IAFF 1311, the Baltimore County Professional Firefighter, who said they strongly support reopening the Woodstock Job Corps site as a dual residential training facility for youth aging out of foster care to be trained to fill hundreds of vacant professional firefighters positions.

A: Rising costs of living are straining families across Baltimore County, and we need practical, community‑focused policies that ease those pressures while protecting long‑term stability. My approach centers on reducing household expenses, expanding opportunity, and ensuring residents can afford to stay in the communities they love.

First, I support expanding affordable housing options by preserving existing units, encouraging mixed‑income development, and updating zoning to allow more diverse housing types near jobs and transit. Strengthening rental assistance and eviction‑prevention programs will help families remain stable during economic uncertainty.

Second, I would prioritize keeping taxes stable while targeting relief to seniors, renters, and homeowners facing rising utility and insurance costs. Investments in energy‑efficiency upgrades can lower monthly bills for both residents and the county over time.

Third, I believe in strengthening wages and workforce mobility by expanding partnerships with CCBC, unions, and local employers to train residents for high‑demand, higher‑paying careers. Supporting small businesses and local entrepreneurs also helps keep jobs and economic activity in the county.

Finally, I would focus on improving transit and essential services, reducing transportation costs and making it easier for residents to access work, school, and healthcare.

A: Baltimore County faces a significant shortage of affordable housing, but the county offers a range of programs and resources to expand access, including Housing Choice Vouchers, subsidized apartments, and community development initiatives.

Affordable housing in Baltimore County is supported through a combination of rental assistance, subsidized units, and community development programs. The County’s Department of Housing and Community Development focuses on ensuring access to affordable housing, housing stability, and stronger neighborhoods, offering services such as the Housing Choice Voucher Program, fair‑housing resources, and tools to locate affordable rental units. As of April 2026, 95 affordable housing units are available across the county, with thousands more supported through Section 8, public housing, and Low‑Income Housing Tax Credit properties. The Baltimore County Housing Authority oversees 6,588 low‑income housing units, serving the broader metropolitan area. Residents can also access subsidized and income‑restricted apartments, including family units, senior housing, and mixed‑income communities. Listings include properties in Dundalk, Nottingham, Catonsville, Reisterstown, and other communities, offering income‑based rents and on‑site support services. For renters seeking immediate options, platforms such as Apartments.com list nearly 100 low‑income rental opportunities across the county, with detailed information on pricing, amenities, and neighborhood characteristics.

A: Baltimore County residents deserve a government that operates in the open, treats every community fairly, and makes decisions based on facts—not insider influence. Restoring trust begins with changing both the culture and the systems that have allowed back‑door dealing and limited transparency to persist.

I will push for early public disclosure of major development proposals, budget changes, and land‑use decisions so residents can see what is being considered before deals are finalized. Transparency must be the default, not the exception.I also support strengthening ethics and conflict‑of‑interest rules, including clearer financial disclosures for elected officials and appointees, stronger enforcement mechanisms, and independent oversight to ensure accountability when violations occur. To broaden participation, I will work to open Boards and Commissions to regular residents, retired professionals, and young leaders—not just political insiders. Livestreaming more meetings, publishing data in accessible formats, and expanding community advisory processes will help residents shape decisions from the start. Finally, trust is earned through consistent conduct. I will show up, report back, and make decisions based on fairness, transparency, and community input. Government works best when people can see it, question it, and hold it accountable.

A: As the creator of the VOTE4MORE initiative, I have always believed that expanding and modernizing the Baltimore County Council is about more than adding seats. It is about creating a governing body that better reflects the full diversity of our county—across gender, race, geography, lived experience, and ideology. With that diversity comes a responsibility to build consensus in new, more intentional ways.

My approach begins with respectful, transparent communication. I will listen fully, share information openly, and approach disagreements in good faith. When colleagues know they are heard and respected, collaboration becomes possible even when we start from different places.Second, I will focus on shared goals. Regardless of ideology, every councilmember wants safer communities, stronger schools, and a more stable local economy. By grounding discussions in the needs of residents rather than political divides, we can find common ground.Third, I believe in inclusive policymaking. That means bringing colleagues into the process early, inviting diverse viewpoints, and ensuring community voices shape the final outcome.Finally, I will model consistency, fairness, and accountability. Trust is built when people see that you mean what you say and treat every district with equal respect.

A: The number one issue in the district is infrastructure modernization, viewed through the lens of a systemic challenge that requires professional precision rather than temporary patches. The current state of aging roads, inadequate commercial lighting, and outdated school facilities represents a logic gap in how the county serves its residents. Addressing this requires a “boots-on-the-ground” engineering mindset to implement structural, long-term improvements.

The plan to move forward focuses on modernizing school infrastructure and expanding STEM education to prepare the next generation for a technical workforce. Simultaneously, revitalizing commercial corridors through improved lighting and road quality will enhance safety and accessibility for families and small business owners. By treating government services as an integrated system, the goal is to streamline bureaucracy and solve inefficiencies that hinder access to essential benefits and affordable food. This approach ensures that every community project is met with technical accountability and data-driven results, creating a modern, efficient environment where all residents can thrive.

A: To address the rising cost of living in Baltimore County, the focus remains on systemic efficiency and structural modernization. By applying a strategic, results-driven approach to governance, these three policies prioritize long-term affordability:

Expanding Farmers Markets: The focus is on increasing access to fresh, local produce by establishing more farmers markets throughout Baltimore County. By connecting residents directly with local growers, we can lower the cost of high-quality food, reduce transportation overhead, and ensure that healthy options are available in every neighborhood plaza.

Infrastructure Modernization: Aging roads and poor commercial lighting increase personal vehicle maintenance costs and stifle local commerce. Prioritizing these repairs using a “boots-on-the-ground” practical approach prevents the waste of taxpayer dollars on temporary patches and ensures projects are completed correctly the first time.

Cutting Small Business Red Tape: Pursuing policies that reduce bureaucratic hurdles for local entrepreneurs and veteran-owned businesses fosters a more competitive market. A vibrant small business landscape creates local jobs and keeps wealth within the community, providing residents with better economic stability. By treating these challenges as integrated systems, the county can bridge existing logic gaps and build a more efficient, affordable future for all residents.

A: To address the 19,000-unit housing deficit, the strategy shifts from simply “building more” to a systems engineering approach focused on modernization, structural rehabilitation, and bureaucratic efficiency. Solving a gap of this magnitude requires treating the housing market as an integrated system where policy and physical infrastructure align perfectly.

The plan involves three specific pillars:Residential Rehabilitation: The priority is the structural and aesthetic rehabilitation of existing, underutilized properties. By modernizing essential utilities—including plumbing and electrical systems—we can return viable units to the market faster and more sustainably than through new construction alone.

Cutting Development “Red Tape”: Addressing the deficit requires removing the bureaucratic logic gaps that stall projects. This means streamlining the permitting process and eliminating the red tape that prevents responsible developers and small-scale rehabilitators from getting units online.

Infrastructure-First Expansion: Housing must be supported by modernized infrastructure. Upgraded roads and improved commercial lighting ensure that new developments are sustainable and integrated into the community’s economic fabric. By applying this engineering mindset, the focus remains on high-quality, modernized housing that bridges the supply gap while revitalizing the existing character of our neighborhoods.

A: The proposed framework for governance in Towson envisions transparency not as an optional virtue, but as a technical requirement for a functioning democracy. By repositioning openness as the “operating system” of local government, the plan seeks to rebuild public trust through structural accountability. This is achieved through “Engineering-Grade Transparency,” which mirrors open-source software by providing residents with real-time, data-driven metrics to track infrastructure spending and project milestones. This granular level of oversight ensures that taxpayer contributions are tied to measurable outcomes rather than vague promises.

To further safeguard integrity, the plan addresses the systemic issue of “backdoor” red tape. By streamlining legislative hurdles, the government can eliminate the bureaucratic opacity that often conceals the influence of special interests. This simplification makes the transition from policy to execution visible and legible to the average constituent. Finally, “Direct Community Integration” ensures that local logic—specifically regarding school facilities and development—is baked into the design process from the start. By bridging the gap between the County Council and Northwest Baltimore County neighborhoods through regular briefings, the government transitions from a closed circuit into a high-functioning, responsive system that prioritizes the public interest over institutional inertia.

A: Building consensus in a diverse environment requires the same disciplined objectivity used to manage complex infrastructure projects. In over twenty years as a federal contractor, I have led multi-disciplinary teams where success depends on integrating varied perspectives—across different races, religions, and political leanings—into a single, functional solution. I view this diversity as a high-performance asset; just as a system is more resilient when it accounts for different variables, a government is more effective when it integrates the lived experiences of all its constituents.

My approach focuses on identifying the “functional requirements” of our community. While ideologies may differ, the fundamental needs for modern schools and economic stability are universal. By shifting the dialogue from subjective rhetoric to objective, data-driven outcomes, I create a framework where colleagues can align on shared facts. I treat differing viewpoints as critical data points that stress-test and ultimately strengthen our policies. This methodology ensures that our legislative work is structurally sound and capable of delivering reliable results for every neighborhood. By focusing on the mechanics of progress, we can bridge ideological divides and maintain a steady, transparent path toward “Moving Baltimore County Forward Together.”

A: The number one issue in District 3 is underutilized economic assets—particularly the long-vacant grocery anchor at New Town Center—which continues to weaken our local economy, limit access to essential services, and reduce our overall tax base.

My plan is to address this through a focused economic revitalization strategy. First, I will work with county economic development and property stakeholders to actively recruit a full-service grocery store as an anchor tenant. A grocery store is not just retail—it drives foot traffic, supports surrounding small businesses, creates jobs, and restores consistent economic activity. Second, I will advocate for a broader Community Commerce Hub model at the site—integrating grocery access, healthcare services, restaurants, and small business storefronts to create a destination where residents can live, shop, and invest locally. Finally, I will push for stronger accountability and coordination in how the county supports commercial corridors—reducing barriers for business entry, streamlining permitting, and ensuring incentives are tied to real outcomes. This is how we grow the tax base—not by raising taxes, but by activating what we already have and turning it into opportunity for our community.

A: Rising costs in Baltimore County are being driven by housing, transportation, and everyday essentials. My approach focuses on reducing pressure on households while strengthening our local economy.

First, I support responsible, mixed-income housing policies that expand supply without displacing longtime residents. That includes workforce housing requirements, incentives for redevelopment of underutilized properties, and protecting the Urban Rural Demarcation Line to prevent costly sprawl that strains infrastructure and raises long-term costs. Second, I would prioritize “infrastructure-first” development—no overcrowding without investment. When roads, schools, and utilities keep pace with growth, we avoid the hidden costs residents pay through congestion, overcrowded classrooms, and emergency fixes. Third, I will work to grow the tax base by activating vacant commercial sites like the New Town Center. A strong local economy creates jobs, stabilizes property values, and generates revenue so we can invest in services without raising taxes. Fourth, I support small business growth by reducing permitting delays, improving access to storefronts, and creating a District 3 small business corridor. Local businesses keep dollars circulating in the community. Finally, I will support energy efficiency and cost-saving programs that lower utility bills for residents, especially seniors and working families.

A: Baltimore County’s 19,000-unit housing deficit requires a targeted, multi-part strategy focused on where, how, and for whom we build—not just how much.

1. Redevelop underutilized and vacant properties (highest priority).I will prioritize mixed-income housing on underperforming commercial sites—like New Town Center—through public-private partnerships. These projects must include workforce housing set-asides so teachers, public safety workers, and service employees can live in the communities they serve. 2. Streamline approvals—without lowering standards. We can reduce housing costs by cutting delays. I will push for by-right zoning in designated growth areas, faster permitting timelines, and a coordinated review process—while still enforcing environmental and infrastructure protections. 3. “Infrastructure-first” housing policy. New housing must be aligned with school capacity, road networks, and water/sewer systems. This prevents overcrowding and avoids shifting hidden costs onto residents later. 4. Expand missing-middle housing.We need more townhomes, duplexes, and small multifamily units—especially near transit and job centers. This increases supply without dramatically changing neighborhood character. 5. Protect affordability and prevent displacement. I support inclusionary zoning policies, property tax stabilization programs for longtime homeowners, and tenant protections to ensure growth doesn’t push residents out. 6. Strengthen the local building ecosystem. Through a District 3 small business corridor, I will support local contractors and developers—keeping investment and job creation within our community.

A: Restoring trust starts with changing both the process and the culture of how decisions are made.

1. Radical transparency in decision-making. I will push for all major development proposals, zoning changes, and public–private agreements to be posted online in plain language—before decisions are made, not after. That includes timelines, community impact summaries, and who benefits. 2. Public engagement before approval—not after. Too often, residents hear about projects when it’s already a done deal. I will require early-stage community meetings for major projects, with feedback formally documented and considered as part of the approval process. 3. Clear accountability standards. Any incentives given to developers must come with performance benchmarks—jobs created, community benefits delivered, timelines met—or they don’t receive continued support. No more blank checks. 4. Strengthen ethics and disclosure rules .I support stronger conflict-of-interest disclosures and clearer reporting on meetings between elected officials, developers, and lobbyists—so residents know who is influencing decisions. 5. Consistent, visible leadership. Trust isn’t built in press releases—it’s built through presence. I will maintain regular town halls, publish updates on key projects, and remain accessible to residents across District 3. 6. Lead by example.I’ve already built trust through my work in the community—HOA leadership, ROG Council, and the Central Committee—where transparency and responsiveness matter every day.

A: A more diverse council requires a more disciplined approach to collaboration. My focus is on process, shared goals, and measurable outcomes—not personalities.

1. Start with shared interests. Even when we disagree on ideology, we often agree on outcomes—safe communities, strong schools, economic stability. I begin there and build policy from common ground. 2. Be data-driven and outcome-focused. I bring proposals with clear metrics—costs, benefits, timelines, and community impact. When discussions are grounded in facts, it reduces political friction and keeps us focused on results. 3. Engage early, not at the final vote. I will work with colleagues during the drafting stage—listening to concerns, identifying trade-offs, and making adjustments before positions harden. 4. Respect differences without losing direction. You don’t need unanimous agreement to move forward, but you do need mutual respect. I will be firm on core priorities—like growing the tax base and infrastructure-first development—while remaining flexible on how we achieve them. 5. Deliver local wins that build trust. Collaboration improves when colleagues see follow-through. By delivering results in District 3—revitalizing corridors, supporting small businesses, improving quality of life—I build credibility that strengthens partnerships across the council. 6. Stay grounded in the community. My role is to represent residents, not political camps.

A: As I’ve been knocking on doors and speaking with residents across the new 3rd District, the number one issue I consistently hear is the lack of responsive constituent services. People do not feel heard, and they don’t believe their concerns are being addressed in a timely or effective way.

This breakdown shows up in everyday issues, unresolved road repairs, drainage problems, and frustration with abandoned properties and stalled redevelopment projects, like the former Giant in New Town. My approach is simple: constituent services will be the foundation of my office. I will implement a clear system to track and resolve concerns, with defined timelines and regular follow-up, so no request falls through the cracks. I will also hold consistent office hours and community meetings to ensure residents have direct access to my team and me.Residents should never feel ignored by their own government. My priority is to build an office that is responsive, accountable, and committed to delivering results so every voice is heard, and every concern is addressed.

A: Affordability is about the total cost of living, not just one issue. My priority is to make Baltimore County a place where working families, seniors, and young people can afford not only to live, but to thrive. Right now, the county is becoming less affordable for the very families who want to build their lives here, just like my husband and I did. To change that, we must be intentional about lowering everyday costs. I will support efforts to attract and retain grocery stores in underserved areas and invest in small businesses so residents have access to fresh, affordable food. I will also advocate for expanded and reliable public transit, including better bus connectivity to job centers, to reduce transportation costs. We must continue investing in strong public schools, career and technical education, and youth employment programs so families don’t have to choose between affordability and quality education.

A: Baltimore County’s 19,000-unit housing deficit requires a targeted, data-driven response, not a one-size-fits-all solution. As a councilwoman, my first step will be to analyze data from the Department of Housing and Community Development to identify where the gaps are most severe. I will pursue a multi-pronged strategy. First, I will prioritize county and state housing funds to incentivize affordable and mixed-income housing, especially near transit and job centers, while leveraging public-private partnerships and requiring meaningful affordability in new developments. Second, we must protect current residents. I will support expanding rental assistance, preserving existing affordable housing, and preventing displacement as new development occurs. Third, I will advocate for smarter land-use and zoning policies that allow responsible density and redevelopment, while ensuring community voices are central to the planning process. Finally, I will work with state and regional partners to secure resources and align strategies to address this broader housing crisis. This challenge demands urgency, coordination, and accountability. I am committed to delivering solutions so every resident has access to safe, stable, and affordable housing, regardless of zip code.

A: Baltimore County residents deserve a government that is transparent and accountable, not one where decisions feel predetermined or made behind closed doors. Trust must be earned, and it starts with changing how government operates. I will prioritize proactive communication by holding regular town halls, maintaining an active social media presence, sending consistent newsletters, and hosting “Council on the Corner” events. Residents should know what decisions are being considered while they are still in progress, not after they’re finalized. Meaningful community engagement is essential. I will ensure early input on major development, zoning, and budget decisions, and make sure that feedback is reflected in final outcomes. I will also offer training so residents understand how to effectively engage with their government. In addition, I will push for greater transparency by improving public access to proposals, timelines, and decision-making criteria, so residents clearly understand what is being proposed and how it impacts their communities. Trust is built through consistent action, not words alone. My commitment as a councilwoman is to make government more open, responsive, and accountable to the people it serves.

A: I have a proven track record of working in diverse environments with people from different backgrounds, perspectives, and ideologies. That experience has taught me that effective leadership is not about agreement on every issue; it’s about finding common ground and moving forward together. Building consensus starts with mutual respect. I believe in listening to understand, not just to respond, so we can fully consider the “why” behind each position. It is important to focus on shared goals. We may differ on approach, but we often agree on outcomes, strong schools, safe communities, and effective constituent services. I will work with my colleagues to identify points of alignment and build solutions. My experience on the Baltimore County Board of Education, especially serving as Chair, required me to bring together individuals with different viewpoints to make complex decisions. I intend to work on the Council in a collaborative, solutions-oriented fashion to deliver results.