Candidate Questionnaires

Transparency is essential to effective board service. Board members should share information, decisions, and reasoning openly while following ethical standards and accountability requirements. Stakeholders should have timely access to meeting agendas, minutes, recordings, and supporting documents so they can understand how decisions are made. Clear communication about the district’s mission, vision, goals, finances, student performance, and program outcomes builds trust. When information is sensitive, the board should explain what can be shared, what cannot, and why. I will act with integrity, fairness, and respect for diverse perspectives, prioritize student and community needs, explain my reasoning, acknowledge mistakes, and take responsibility for outcomes.Using multiple methods to gather stakeholder feedback—such as surveys, interviews, focus groups, feedback forms, meetings, workshops, and social media listening—helps guide decisions and shape outcomes. Collaboration builds trust and shared ownership, keeping stakeholders more aligned and committed to the results. It is also important to follow up by explaining how feedback was used and what changes, if any, were made. By listening to and acting on stakeholder input, the board can make more informed, balanced, and sustainable decisions that reflect the needs of those most affected.

2. The school board is responsible for approving the district's budget and advocating for adequate funding. How would you approach understanding the complexities of the WCPS budget, and what role do you believe a board member should play in securing the financial resources the school system needs?

A school budget is more than a set of numbers; it shows how financial decisions support educational goals, priorities, and daily operations. Although I have not been involved in developing the WCPS budget, I have created smaller-scale budgets for several organizations. A budget serves as a financial blueprint, outlining expected revenue and expenses for a set period, usually one academic year. Its scope includes salaries, instructional materials, maintenance, technology, extracurricular activities, and other essential needs. Understanding funding sources—such as state and local allocations, federal grants, local taxes, and fundraising—helps identify both limitations and opportunities. Effective budgeting begins by prioritizing needs that align with the school system’s mission and strategic plan.

A board member must help ensure the district has the financial resources needed to operate effectively and support student success. I believe every dollar should benefit the classroom, and I will prioritize competitive teacher salaries to attract and retain strong educators in Washington County. Board members should advocate for increased funding at the local, state, and federal levels while maintaining transparency about how funds are used. Clear communication builds stakeholder trust and strengthens the district’s credibility when seeking additional support. By collaborating with financial experts, planning for long-term stability, and serving as a proactive advocate, the board can help WCPS meet its mission and serve all students well.

3. What does ethical leadership mean to you, and how will you hold yourself and the board accountable when mistakes are made or public trust is challenged? As a board member, how will you ensure that you consistently abide by, uphold, and enforce the school board's adopted policies rather than treating them as optional or following them only when it is convenient?

Ethical leadership means making decisions grounded in honesty, respect, fairness, justice, and service. As a board member, I must be transparent, acknowledge mistakes both publicly and privately, explain what happened, and clearly communicate how problems are being corrected. I will follow the established code of ethics, communicate openly, encourage honest dialogue without fear of retaliation, and lead with courage and conviction, even when decisions are difficult or unpopular.

To ensure adopted board policies are upheld consistently, board members should sign an agreement affirming their commitment to follow all policies and be held accountable for doing so. A clear code of conduct should define expectations, and policies should be reviewed and discussed regularly. Above all, a board member must lead by example and follow board policies in every situation, not only when it is convenient.

4. What do you believe are the greatest challenges facing Washington County Public Schools today, and what specific steps would you take to improve student achievement, safety, and well-being?

One of the greatest challenges facing Washington County Public Schools is limited funding, which affects WCPS’s ability to meet student needs. Local spending has historically lagged behind state averages, contributing to staff shortages and unmet mental health needs. Addressing these gaps will require increased local funding and strategic allocation to ensure equitable access to resources. WCPS also faces challenges recruiting and retaining qualified staff because nearby communities offer higher salaries, fewer teaching graduates are entering the profession, and historical staffing allocations do not always reflect current student needs. Teacher well-being is another concern, especially as student behavioral challenges continue to grow.

WCPS already has strong procedures and policies in place to support student achievement. To build on that foundation, instruction should be tailored to individual student needs, differentiated to promote success, and supported with tutoring for students who need additional help. Teachers should use data-driven instruction to guide lessons, provide timely formative feedback throughout the learning process, participate in ongoing professional development, and offer enrichment opportunities that challenge and engage students.

Students, staff, and stakeholders deserve safe, welcoming, and supportive schools. To achieve this, clear safety policies should be implemented and reviewed regularly; facilities should be kept current with security systems and inspections; and staff should be trained in crisis intervention, child protection requirements, and confidentiality procedures.

Creating a respectful, inclusive, and welcoming school environment will support student well-being and help meet individual needs. Skills such as empathy, conflict resolution, and self-regulation should be woven into daily instruction. Positive, trusting teacher-student relationships encourage open communication, while coping strategies, mindfulness, and healthy habits can reduce anxiety and improve focus. Staff should also receive training to recognize signs of distress and connect students with appropriate support services.

Together, these efforts—supported by strong leadership and community partnership—will help create schools where students, staff, and stakeholders feel safe, supported, and empowered to reach their full potential.

5. How will you work collaboratively with fellow board members, school staff, and county leaders to make decisions that are in the best interest of students?

Collaboration with fellow board members, school staff, and county leaders is essential. I would focus on building trust, aligning priorities, and developing solutions centered on student outcomes. Establishing shared, student-focused goals that reflect community needs helps prevent personal agendas from interfering and keeps everyone working toward common objectives. Meaningful collaboration should include administrators, teachers, support staff, community members, and local leaders. A structured, inclusive process encourages open dialogue, identifies challenges, and promotes transparency. Building authentic, respectful relationships with everyone involved is critical. After decisions are made, I would support regular check-ins and seek feedback from stakeholders. Most importantly, every stakeholder should feel valued, and every decision should serve the best interests of our students.

6. What inspired you to run for the school board, and what past or current involvement have you had in education or related fields, whether as a parent, volunteer, employee, student, or community member?

I am running for the Washington County Board of Education because there is work to be done to keep this school system on the upward path and to continue to provide quality education for all children. I have the desire to become part of the educational decision-making process within my community. I want to keep Washington County Public Schools at the top when it comes to test scores and work with others to increase academic standards. I am interested in working with complex issues and challenges within a team environment. I can make thoughtful, timely decisions as well as the ability to look “outside the box.” Washington County Public Schools has a new Superintendent, and I want to collaborate with them by learning from the past accomplishments and developing improvements that will guide the future of the Washington County Public School system. I am a lifelong resident of Hagerstown/Washington County and all my family members attended WCPS (K-12). I have the following degrees: AA from Hagerstown Community College, BS in Early Childhood from Frostburg State University and Master’s in Early Childhood Education from Hood College. I have many experiences in the education field as a former WCPS student (K-12), a retired teacher of 44 years in the WCPS system, a parent of a daughter that attended WCPS (K-12), and now a grandparent of three grandsons that are enrolled in the WCPS system. I have served on numerous advisory/special WCPS committees, served as a Washington County Teacher Association Building Rep. and was a WCTA Board member for many years. I am a lifetime member of the Maryland State Education Association and National Education Association as a retired teacher. Throughout my teaching career, I taught at many different schools with diverse populations of students and families. I am currently teaching second graders fire and personal safety at Children’s Village in Washington County. I served as President of Alpha Delta Kappa/Delta Kappa Gamma women educators, and I am a member of the Washington County Retired Educational Personnel Association. I am an active member of the Women’s Club of Hagerstown and Beta Sigma Phi Society for women. I have been with the Washington County Junior Football League since my daughter was in kindergarten, first as a cheer advisor for a squad until she was in eighth grade and now, for 37 years, I now serve as the Cheer Director for all the cheer squads in the league. I am a founding member of Hagerstown Choral Arts and serve on the board of HCA, a member of the National Christian Choir, and a lifelong member of Saint John’s Episcopal Church and choir.

After 44 years in WCPS classrooms, I know what teachers need, what families worry about, and where students fall through the cracks. That firsthand knowledge, combined with years of service on WCPS advisory committees, means I am ready to serve from day one.

7. WCPS serves students from a broad range of backgrounds, abilities, cultures, religions and life experiences. How will you ensure that your decisions support equity and provide opportunities for success for all students while recognizing the diverse needs of our school community?

To support equity and expand opportunities for all students, I would regularly review data and conduct equity audits to identify gaps and guide decisions. I would support varied teaching approaches that meet different learning needs, recognize students’ identities, and create safe, respectful spaces for discussion. All students, staff, families, and stakeholders should feel welcomed and supported, and I would advocate for restoring a Diversity, Equity, and Inclusion Director to help ensure that commitment is reflected across WCPS. I would also encourage respectful communication, a sense of belonging, and meaningful family and community involvement in decision-making. An elected school board also plays an important role in preparing students for college, careers, skilled trades, and the workforce. I would support a wide range of programs, including WCPS Career and Technical Education pathways, middle school career exploration, robust student support services, Youth Apprenticeship opportunities, industry-recognized certifications, vocational and trade programs, and flexible postsecondary options such as online degrees. These pathways give students practical skills, connect them with local employers, and help meet Washington County’s workforce needs. When students leave WCPS, I want them prepared for the path that fits them best—whether that is a four-year university, a trade certificate, an apprenticeship, or a career with a local employer. Not every successful path runs through a four-year college, and that is a strength worth supporting.

8. Is there anything else you would like to share with the community about your candidacy, qualifications, or vision for serving on the WCPS Board of Education?

As a BOE member, I will work to implement the Blueprint successfully by prioritizing available state and county resources, assessing current needs, and allocating resources wisely. I will ensure educators’ voices are heard and respected, and I will keep funding for WCPS students and staff at the center of my advocacy. I am committed to meeting with Washington County Teacher Association leadership to discuss school needs, including salaries, staffing, and budget priorities. ESPs are essential to our schools, and I support the ESP Bill of Rights because too many support professionals must work second jobs while struggling to support their families. Adequate planning time and effective programs are also critical to helping both new and experienced teachers succeed. I oppose vouchers because they redirect taxpayer dollars away from public schools, placing additional strain on public budgets and reducing support for essential services. Students deserve an inclusive curriculum that allows them to explore ideas and concepts from multiple perspectives.

My priorities are clear: safe schools, strong instruction, and responsible use of taxpayer dollars. I will advocate for every student and staff member to feel welcomed, supported, and valued. I will uphold high academic expectations and fight for the resources teachers need to help students meet them. I will work directly with the County Commissioners to secure the funding WCPS deserves, because investing in our schools is investing in Washington County’s future.

1.A. Transparency is crucial for maintaining public trust. There has been a lack of transparency with this current board. Meeting times were changed and no explanation was given. A new superintendent was interviewed and hired without any input from stakeholders. I believe that the public has the right to know what we are planning, where the funding is coming from, and how it will affect students. All our meetings are broadcast over YouTube and Facebook and can be viewed later if needed. We also encourage public comment at our monthly business meetings, or you can email those comments to the board members. The best way to reach me is through my email murralin@wcps.k12.md.us I read my email every day. If you send something to the collective board, you will get a reply from the President. However, if it is sent directly to me, I will reply. I can't always answer your questions, but I can certainly pass on the information to someone who can.

2. The school board is responsible for approving the district's budget and advocating for adequate funding. How would you approach understanding the complexities of the WCPS budget, and what role do you believe a board member should play in securing the financial resources the school system needs? 

2.A. It is the responsibility of the elected board members to advocate for adequate funding on all levels: county, state and federal. We also need to work collaboratively with all elected officials to ensure that the school systems needs are met. That is why I continue to stay involved with the Maryland Association of Boards of Education. MABE is very actively involved and advocates for Maryland schools on all levels.

3. What does ethical leadership mean to you, and how will you hold yourself and the board accountable when mistakes are made or public trust is challenged? As a board member, how will you ensure that you consistently abide by, uphold, and enforce the school board's adopted policies rather than treating them as optional or following them only when it is convenient?

3.A. Ethical leadership is essential for elected officials. When the public votes for you they are giving you their trust that you will abide and uphold all laws and policies set forth by the state and county. When I was sworn into office in 2017, 2018, and 2022 I took an oath to obey and follow all laws of the United States and the State of Maryland. I take that oath very seriously.

4. What do you believe are the greatest challenges facing Washington County public schools today and what specific steps would you take to improve student achievement, safety, and well-being?

4.A. One of the greatest challenges facing not just Washington County Public Schools, but schools all over the country, is the shortage of qualified teachers. In order to recruit and retain quality staff we must ensure that they receive adequate pay, benefits, and a good working environment. We must advocate for adequate funding to provide these things and the programs that help our students achieve. I hope that the new Board of County Commissioners will work collaboratively with the Board of Education to find ways to fund our budget and build new schools.

5. How will you work collaboratively with fellow board members, school, staff, and county leaders to make decisions that are in the best interest of students? What inspired you to run for the school board, and what past or current involvement have you had in education or related fields, whether as a parent, volunteer, employee, student, or community member?

5.A. I have always tried to work collaboratively with all board members. The elected board has only one employee, the superintendent. It is the job of the superintendent to make sure that our school system is working properly. To stay informed I often visit schools and have ridden on buses to speak with employees and hear their concerns. As a board member I feel that it is my job to always be available to the stakeholders. My background includes being actively engaged in the school system for 45 years. I was a homeroom mother, citizens advisory committee member, PTA, president, tutor for at risk students, and a band booster parent. I also worked as a paraprofessional in special education for 26 years at Thomas J. Garner Elementary School. All of these experiences have led me to where I am today, a member of the elected Board of Education where I am proud to serve the students, parents and staff of Washington County Public schools.

6. WCPS serve students from a broad range of backgrounds, abilities, cultures, religions, and life experiences. How will you ensure that your decisions support equity and provide opportunities for success for all students while recognizing the diverse needs of our school community?

6.A. Every student that enters a Washington County classroom should feel welcome. Our schools should provide a safe learning environment where different cultures are celebrated. That is why our school board is to be nonpartisan. All members should always put students well-being first, not their own political agendas.

7. Is there anything else you would like to share with the community about your candidacy, qualifications, or vision for serving on the WCPS Board of Education?

7.A. It has been a privilege for me to serve on Washington County's school board. I hope that voters recognize my priorities for safe schools, a decent wage for all staff and to provide all students access to a quality education.

Thank you to Rising to Learn for allowing me to share my thoughts with all of you and I would greatly appreciate your vote on November 3rd.

1. Transparency and stakeholder input

Transparency starts with doing the public’s business in public. Decisions belong in open session, with materials posted far enough ahead that people can actually read them before a vote happens. I spent 25 years as a journalist, much of it sitting in public meetings asking why the public was not told sooner. I know the difference between real openness and checking a box.

Seeking input means going to people instead of waiting for them to come to us: school visits, employee listening sessions, budget hearings scheduled at times working parents can actually attend, and putting parents, teachers, and support staff on the committees where recommendations get shaped, not just where they get announced.

When I vote, I will say publicly what I heard, what changed because of it, and what did not change and why. People can accept a decision they disagree with. They cannot accept being ignored.

2. Understanding the budget and securing funding

I have helped pass eight WCPS budgets, so I know that document is not something you can skim the week it lands. I also know that the most important number is this one: nearly 90 cents of every dollar goes to people costs. Budget debates are really staffing debates. Cut the budget and you cut people, which means bigger classes and fewer supports.

3. Ethical leadership and accountability

Ethical leadership is easy to describe and hard to live: you follow the rules when following them costs you something. Policies are not suggestions that apply to the other members. We take an oath, and that oath has no exception for the days we are frustrated or the cameras are rolling.

For me that means a few specific commitments. I read the policy before I comment on it. I raise concerns with the board and the superintendent before I air them on social media. I respect the line between governance and operations, which means the board sets policy and the superintendent runs the schools. Once a vote is taken, I may still disagree, but I do not work to undermine the decision.

Accountability starts with me. When I get something wrong, I say so publicly, on the record, and I fix it. When the board gets something wrong, we address it directly instead of hoping it fades.

Public trust is not a speech. It is the accumulated record of small moments where you could have cut a corner and did not.

Three stand out.

Keeping good people. We built the highest starting teacher salaries in Maryland, but we lose ground when it comes to paying our veteran staff. The answer is competitive pay across the whole scale, plus providing the support personnel for roles that keep getting handed to teachers as “other duties as assigned.”

Classroom climate. Teachers cannot teach and students cannot learn in rooms that are not orderly. I want stronger behavioral supports and more mental health staffing, and I will keep pushing back on state overinterpretation of discipline law that leaves teachers without tools. Students should not be allowed to roam our hallways because our state board considers “restraint” to be keeping a student in a room.

Early literacy. A student who cannot read well by third grade finds everything after that harder. Reading investment should be the last thing cut when money is tight.

On safety, we secured every building during my two terms by building vestibules. I would keep investing in entry security, school resource officers, and the mental health side of safety, which is knowing a struggling kid before something happens.

Nothing passes with one vote. By its nature, a good school board works as a team. This means assuming a colleague’s motives are good until they prove otherwise. Argue the issue, not the person. Do your homework so your questions are worth answering. Never surprise a colleague, the superintendent, or a principal in public.

With staff, I want honesty in both directions. Board members are not managers, but we should hear directly from teachers, bus drivers, custodians, and cafeteria workers, not only through polished presentations.

I will encourage regular meetings with the county commissioners so that when the budget request comes, they already understand the urgency and the necessity of what we are requesting.

I grew up here, went to school here, and raised my family here. I served two terms on the Board of Education from 2016 to 2024, helped pass eight budgets, and helped select two superintendents. In that time, Washington County became the first system in Maryland to offer universal pre-K, reached the highest starting teacher salaries in the state, secured every school building, and signed up more student apprenticeships than any other county.

I am proud of that record, and I am running again because I do not want it taken for granted. There is more to do, and the board needs people who know how this work actually gets done.

Before public service, I spent 25 years in local journalism. I anchored the 6 o’clock news at WHAG-TV and covered state government in Annapolis for WBAL Radio. That career taught me to dig into an issue, ask hard questions, and explain complicated things in plain language.

Today I work at HighRock, a local marketing and technology firm, and I serve on the board of the Community Foundation of Washington County.

No other institution in this county takes every child who walks through the door, regardless of what they bring with them, how far behind they are, or what is happening at home. That open door is what makes public schools worth defending.

To me this is less about categories than about individual students. Two kids sitting next to each other may need very different things. One needs a reading intervention. One needs an IEP followed exactly as written. One needs breakfast. One needs a phone call home in a language a parent understands. One needs a harder class than we have been offering.

So I look at outcomes rather than intentions. Which schools and which groups of students are not reading on grade level, not graduating, not getting into advanced coursework or apprenticeships? Then I ask what the barrier is and whether we have actually put resources against it.

In practice that means protecting special education staffing, keeping career pathways open to students who are not college bound, supporting our community schools, and making sure families who work night shifts or do not speak English can still be part of their child’s education.

Two things.

First, experience matters here more than people expect. A school board is not a good place to learn on the job. The budget is large, the legal framework is complicated, and the decisions are permanent for the students they affect. I have already learned that job. I can be useful on day one.

Second, tone. A lot of school board politics over the last few years has been about national fights that have very little to do with what actually happens in a Washington County classroom. I am not interested in that. I want to talk about reading scores, teacher pay, apprenticeships, school buildings, and whether our kids are safe and supported.

Our schools already do more with less than most systems in Maryland. My promise is not that I will agree with everyone. It is that I will do the reading, tell you the truth, take your input seriously, treat colleagues and staff with respect, and keep the focus where it belongs, on students.

As County Commissioner, I will make transparency and public engagement a basic expectation of county government. I will hold regular town halls and community meetings across Washington County—not just in Hagerstown—so residents can hear directly about major proposals and have an opportunity to ask questions before decisions are made. I will also push for clear, accessible information about budgets, projects, timelines, and county spending. Residents should not have to attend a government meeting or navigate complicated systems to understand what their government is doing. Major decisions should include meaningful public input early in the process, not simply after decisions have effectively been made.

2. Equity and Access

Washington County is growing and becoming more diverse, and county government must serve every community fairly. That means looking at where investments are being made and asking who benefits and who may be left behind. I will prioritize equitable access to transportation, education, housing, economic opportunity, public safety, and county services. Rural communities, working families, seniors, people with disabilities, and historically underserved communities should have a meaningful voice in county priorities. My approach will be to listen directly to residents, work with community organizations, and make sure county resources are distributed based on demonstrated need and measurable community benefit.

3. Accountability and Ethics

Taxpayers deserve to know how their money is being spent and why. I will advocate for transparent budgets, clear explanations of major expenditures, measurable outcomes, and regular public reporting on significant county projects. I will support strong ethical standards, disclose potential conflicts of interest, and avoid backroom decision-making. Whether the issue is a development proposal, infrastructure project, contract, or tax expenditure, residents deserve straightforward answers. Accountability means being willing to explain decisions publicly, acknowledge mistakes when they occur, and correct course when the facts show that a different approach is needed.

4. Balancing the County Budget

Responsible budgeting starts with recognizing that every dollar represents someone's taxes and every investment should produce a meaningful public benefit. I will prioritize essential services—including strong public schools, public safety, infrastructure, transportation, and services for vulnerable residents—while demanding efficiency and accountability throughout county government. Before asking residents to pay more, government should examine existing spending, identify inefficiencies, pursue available state and federal resources, and measure whether programs are achieving their intended results. I will also look for investments that strengthen the local economy and workforce so that Washington County can grow its tax base without placing unnecessary burdens on working families, seniors, and small businesses.

5. Top Three Priorities

First: Housing and economic stability. Residents should be able to afford to live, work, and raise their families in Washington County. I will work to expand housing choices, protect affordable housing, and connect workforce development with good local jobs.

Second: Transportation and infrastructure. Growth should benefit the entire county. I will advocate for reliable transportation, better connections between rural communities and Hagerstown, and infrastructure that supports residents and responsible development.

Third: Education and opportunity. Our schools must prepare students for college, careers, and meaningful opportunities here at home. I will support investments that strengthen teachers, provide students with wraparound services, and connect education with local workforce needs.

6. Data Centers and ICE Detention Facilities

On data centers, I support the proposed 12-month moratorium because Washington County should have the opportunity to fully understand the potential economic, environmental, infrastructure, and utility impacts before making long-term commitments. I would use that time for public town halls, expert analysis, and transparent community discussion. If data centers ultimately move forward, they should provide tangible benefits to residents, including good-paying union jobs, appropriate infrastructure investment, environmental protections, and enforceable community standards.

Regarding ICE detention facilities, I believe decisions involving detention and public safety must be approached with transparency, accountability, and respect for human dignity. County government should provide residents with clear information about proposed facilities, costs, contracts, public-safety implications, and community impacts before commitments are made. Economic development should never be separated from questions of equity, accountability, and the well-being of the people who live here.

7. Why Les McIntosh?

I have spent my life serving people—as a husband, father, grandfather, pastor, small-business owner, community leader, and advocate. Through Impact Ministries, my work with the NAACP, my business experience, and my involvement with community organizations, I have learned that effective leadership starts with listening and bringing people together to solve problems.

I am running because I believe Washington County deserves a County Commissioner who will listen to residents, communicate honestly, demand accountability, and put people before politics. My commitment is simple: government should work for the people who live here. I will bring a servant-leadership approach to the County Commission and work every day to make Washington County more equitable, affordable, connected, and accountable.

Throughout my professional career in human resources and in my volunteer efforts on various boards in our community, I have always worked to be collaborative, transparent and accessible. In my experience and belief, it’s the only way to be truly successful in endeavors. These are natural traits of mine since my teen years when getting involved in school and community. If I get elected, I know that every citizen in our county needs to have a voice and be represented at the table. I want to be accessible, approachable and listen to citizens and experts in fields before voting on major decisions.

2. What strategies will you use to address the needs of a growing and increasingly diverse county while ensuring equitable access to county services and opportunities for all residents?

I have always been a person who believes in “MBWA – Management By Walking Around”, “Servant Leadership” or “Boots on the Ground” approach. You can’t begin to understand the people you serve if you aren’t there with them. I plan to be involved with our county committees, our county employees and our county residents to see and hear the needs that are evolving and developing as our county changes.

3. How will you demonstrate accountability and transparency to taxpayers, and what steps will you take to uphold the highest ethical standards while serving as a County Commissioner?

I am proud to say that many colleagues and peers throughout my life would unequivocally share that I have regularly demonstrated honest and ethical practices in business and in the community. “Write it down. Get it done. Document, document, document.”  I plan to practice the same good qualities if I’m elected as a County Commissioner. I will ask the tough questions, have the critical conversations, and share what I find out.

4. How will you balance competing budget priorities while ensuring that schools, public safety, infrastructure, and other county services receive the funding they need?

My approach to competing budget priorities would be to first establish the non-negotiables: making sure the safety and well-being of our citizens is a primary focus. When various services are in need or resources are tight, I would rely on rigorous, data-driven triage. Meeting with county directors to gain understanding of programs with highest community impact and where we could find operational efficiencies. Question whether we can secure state or federal grants to offset costs, preserving local funds for vital human services. Every decision requires balancing the budget responsibly  without cutting the core protections taxpayers rely on, and I will always maintain complete transparency with constituents about how those choices are made.

5. What are the top three priorities you would work to accomplish to improve the quality of life for residents?

Education is a top priority. We need more adults in the classroom. Our educators can create better learning environments for our young people if they have the resources they need for our students. Engaged and supported students will lead to better outcomes for our workforce, our colleges and our community. Community is another priority. Investing more in our non-profits, youth services, recreation, and culture is a way to bring focus to the people of our county. When people feel seen and heard, they are validated and it is contagious. Others will want to be a part of community that feels valued and see opportunities for business development and growth. Public Safety, including transportation, is another area we need to emphasize. Working to make sure that people returning from incarceration and sober living have opportunities to learn skills, and use health services to stabilize and join the workforce. We need investment in our county transit system or other means of transport to assist our workers in getting to their jobs. Employees who can show up, assist employers in meeting production and service goals, as well as provide for their families.

6. Two issues currently receiving significant attention in the county are the proposed development of data centers and discussions surrounding ICE detention facilities. What is your position on these issues, and how would you approach balancing economic development, community impact, public safety, and the concerns of residents?

People matter. All people matter. Data Centers and ICE detention warehouses are facilities. I believe in putting people as a priority over facilities. We need to assess safety and human rights of every person in this community. Clean water and affordable clean water is needed for every person for basic hygiene, good health and disease prevention. Crowding people in small spaces is not safe. Lack of clean water is not safe. Water and sewer infrastructure is already at a concerning tipping point. Adding stress to that tipping point could cause our community great harm and come at a great price. Adding stress to our local healthcare system is also concerning. Very serious studies and research with multiple experts needs to be conducted, reviewed and shared before any decision is finalized on either of these significant proposals.

7. Is there anything else you would like to share with the community about your candidacy, qualifications, or vision for serving as a County Commissioner?

I care. I care about every single person in our community. I care about the struggles we all are facing: in our schools, with employment, in affordability , with mental health and safety. I want the next generation to want to live here and build a life here.

Establishing good, open governance is necessary to gain public trust and successfully address the county’s challenges. This is a priority for me.I’ll work to restore Citizen Participation to the business meeting agenda, schedule evening business meetings so citizens can attend after work, institute work sessions where issues are discussed publicly with citizen input, establish communication norms requiring meaningful responses to citizen questions,  and work to establish clear meeting rules and other procedural policies guided by citizen input and public discussion.As an individual commissioner, I pledge to be accessible, to reply to phone calls/emails/letters with meaningful responses and adhere to both the letter and spirit of the Open Meetings Act.

2. What strategies will you use to address the needs of a growing and increasingly diverse county while ensuring equitable access to county services and opportunities for all residents?

County leaders need to acknowledge and celebrate the diversity in our community. Our neighborhoods and schools are looking more like the United Nations than ever before. The county HR department must reach out to all communities when hiring. The BOCC’s Diversity and Inclusion Committee should be used more effectively by the commissioners for advice and for outreach. If business meetings continue to be opened with prayer, then leaders of all faiths should be invited to participate. Bigotry must not be tolerated.

3. How will you demonstrate accountability and transparency to taxpayers, and what steps will you take to uphold the highest ethical standards while serving as a County Commissioner?

If elected, I’ll be working for positive results not re-election. I’m retired. I’m not relying on a commissioner’s paycheck to be able to pay my bills or the benefits to provide my healthcare. I’m not a realtor, a contractor, or a business owner so I have no personal business interests to favor. I’ll be working to do my best for the people of Washington County.

I’ll hold myself and my fellow commissioners accountable for our actions and will welcome the same accountability from them. Each commissioner should publicly disclose any conflicts of interest and consider recusal before votes when appropriate.

I’ll advocate for reforms to the way the BOCC conducts business so that decision-making occurs in public and not behind the scenes. Major topics should be explored in public work sessions with input from citizens before decisions are made. The Board of Commissioners’ conduct should reflect the spirit of the Open Meetings Act as well as the Act’s legal requirements.

4. How will you balance competing budget priorities while ensuring that schools, public safety, infrastructure, and other county services receive the funding they need?

The county must make efforts to find revenue through responsible growth, identify across-the-board savings that don’t sacrifice services, take advantage of all available state and federal dollars, and fine-tune the income estimation process to minimize surprise surpluses. The goal is to have an accurate picture of the size of the “budget pie” that is to be divided so that no individual slice is cut at the expense of another.

Modifying the budget process and timeline will help balance competing budget priorities by increasing transparency and public participation in the budget process.

There should be an opportunity at the beginning of the budget process for citizens to share their priorities for how they want their tax dollars used.

The commissioners should consider that input, publicly set general priorities, and direct staff to reflect those priorities as they begin to create the budget.

With Citizen Participation restored to the business meeting agenda, individuals will also be able to comment and advise the commissioners throughout the entire series of budget presentations.

Currently, the public hearing about the proposed budget occurs at the very end of the budget timeline and leaves little to no time to make changes based on the feedback received. Citizens see the hearing as a mere formality, with no meaningful budget impact, so it comes as no surprise that participation in the public hearing has declined.

Instead, the proposed budget should be presented at a public hearing scheduled early enough in the budget process to allow time for possible adjustments before the budget approval deadline.

5. What are the top three priorities you would work to accomplish to improve the quality of life for residents?

• Establish good, open governance to gain and maintain the trust of the county citizens. This is a necessary first step to successfully address the county’s challenges. Changing the way the BOCC conducts business will help rebuild trust in county government.

• Prepare for the future by identifying the major short and long-term challenges (public safety, health, housing, water, sewer, electricity, education, etc.) and laying the groundwork to proactively address those challenges.

• Maintain excellent day-to-day county services and genuine responses to citizen questions, concerns, and problems.

6. Two issues currently receiving significant attention in the county are the proposed development of data centers and discussions surrounding ICE detention facilities. What is your position on these issues, and how would you approach balancing economic development, community impact, public safety, and the concerns of residents?

Short answer:

I oppose data centers as they are typically built and operated today. I oppose the ICE detention facility.

Promises of a project’s economic development benefits do not outweigh residents’ legitimate concerns. Community impacts - including public safety, environmental effects, and basic moral considerations - must be equally weighed alongside any potential financial benefits.

Long answer:

Data Centers

I spoke at the county’s public hearing about the proposed data center moratorium and advocated for an increase from six months to one year.

As I said at the public hearing, the people of Washington County don’t like huge buildings taking over green spaces - whether those huge buildings are holding boxes, people, or electricity guzzling computer equipment. I share the concerns most residents have about increases to electric utility rates, the reality of promised economic benefits, noise and other environmental impacts, infrastructure impacts, excessive water use, and the negative impact on the quality of life that comes with more huge, unsightly buildings further disrupting our rural county.

A one-year moratorium was enacted by the commissioners.

The moratorium is not meant to delay a final decision. Its purpose is to give the county time to research best practices and planning and zoning rule updates to protect Washington County from data-center developers seeking unprepared rural locations.

The moratorium reaches its halfway point in December 2026 when the next Board of Commissioners takes office. At that time, I’ll advocate for a public meeting to share an update on the county’s research to date.

Ideally, after the one-year study period, the county will enact strict regulations that ban data centers that do not address the long list of legitimate concerns shared by most county residents and meet the protective technical specifications identified by the year-long study. If data center technology is developed that meets and exceeds the high standards we set, then the county must be prepared to act on a case-by-case basis.

Data centers often offer large financial incentives for local government cooperation and acceptance but promises of financial benefits must never override the legitimate concerns of residents or the high technical standards we set.

ICE Facility

I’ve actively opposed the Williamsport ICE detention facility since it was revealed in a Washington Post article on Christmas Eve 2025. I oppose the immoral, inhumane, and illegal actions being carried out by DHS, ICE & CBP across our country and don’t want those practices brought to Washington County or endorsed by our leaders. I also oppose the facility over concerns about environmental impacts, water and sewer demands, reduced property values, and stress on emergency services.

Our current Board of Commissioners, on the other hand, passed a resolution of unwavering support for ICE and DHS and acted behind-the-scenes in an attempt to gain federal dollars in exchange for their willingness to look the other way. I publicly opposed their resolution and delivered a counter-resolution to the commissioners condemning their action.

I want the county to join the efforts of the Maryland Attorney General, Governor, our state and federal representatives, and other parties in their legal efforts to stop the facility from being opened as a processing/detention center.

Do not misinterpret my opposition to the ICE facility and the current practices of ICE and DHS. I support a strong border, sensible and constitutionally sound immigration policies, and law enforcement that respects the law, the constitutional rights of all, and human dignity. I support our local law enforcement and believe federal agents should be held to the same high standards our local officers meet every day.

7. Is there anything else you would like to share with the community about your candidacy, qualifications, or vision for serving as a County Commissioner?

I believe the fundamental role and responsibility of county government is to make life better for county residents by doing the things that are best done collectively as a community.

I’m a listener who respects diverse perspectives and believes the best decisions are made after considering a wide range of views. A Board of Commissioners of all one party, ideology, race or gender is not a true representation of our community and won’t have the mix of view points and experience needed to make the best decisions for all of us.

My 40 years as a WCPS public-school librarian prepares me with organizational, leadership, problem-solving, meeting facilitation, and collaboration skills and a respect for research and preparation. My school system experience gives me the background needed to monitor and understand the Board of Education budget allocation - the county’s largest general fund expense.

Please visit my website at https://www.DaveWilliamsforCommissioner.com for more information and to contact me if you have questions.

It’s time for new faces and new voices on the Board of Commissioners. If you’ve ever wanted to say goodbye to the good old boys, this is the election year to do it.

I would definitely like to make public comments at board meetings as unrestricted as possible.  Beyond that, I think it is a real struggle for people who want to be involved, but have other obligations and responsibilities, to not only keep up with what is happening but also have a chance to voice their ideas and opinions.  That's why I would really like to explore more methods for spreading information about what the board is doing/planning, increasing ways for people to connect with board members and feel agency in the decisions being made, and having detailed breakdowns of the budget be readily available in a format that is accessible even without a financial background.  I am open to any ideas that work towards the goal of making local politics more approachable, understandable and inclusive for all community members and a few that have already been suggested to me have been: 

1. Public work sessions for the board that allow for greater back and forth than public comments at board meetings. 

2. More forums both in person and online. 

3. A better online presence for the board with meeting summaries/explanations, budget breakdowns, informal polling, and other ways to feel like the board is actively connected and listening. 

4. Weekly office hours where people can come and talk to board members without an appointment.  

There are some more but my point is that I find this to be a crucial issue.  People, myself included, feel disconnected and are struggling to find ways to improve their community and get involved.  The current system feels archaic and closed off and it needs to change.

2. What strategies will you use to address the needs of a growing and increasingly diverse county while ensuring equitable access to county services and opportunities for all residents?

We are already falling behind when it comes to dealing with county growth.  Water and Sewer, Schools and Fire/EMS are just three areas where we are already chronically underfunded, not keeping up with current demand, and are operating with underpaid staff and outdated/failing infrastructure.  We need to plan for the growth and get ahead of it instead of straining our current systems to a breaking point.  Commissioners have the responsibility to open lines of inquiry and bring together local experts to create plans that can be brought before the public so everyone can have a voice in the future of the county.

I will always strive to ensure that all residents of Washington County have equal access to services and that the quality of those services will not be diminished due to where you live or who you are.  However, it is my job to listen when someone in my community is telling me that they are experiencing biased treatment within a system and work with them to fix it. No matter how fair something may look 'on paper', institutional structures are complicated and vulnerable to unintended consequences and unnoticed prejudices.

3. How will you demonstrate accountability and transparency to taxpayers, and what steps will you take to uphold the highest ethical standards while serving as a County Commissioner?

I plan to uphold a high ethical standard if elected but I don't think anyone should implicitly trust their members of government.  I think if I am elected that my actions while in office should be scrutinized and there should be avenues available to community members who want more information or who think that investigative steps need to be taken regarding certain board member's actions.  I do not think you should be able to enrich yourself of those you are connected to, grant favors or jobs to personal connections, or even favor projects that affect areas where you live vs other areas in the county and so I will work to make it harder to hide such activities and also create ways to hold officials accountable if they try.

4. How will you balance competing budget priorities while ensuring that schools, public safety, infrastructure, and other county services receive the funding they need?

I think there are many government services which are critical and the idea of cutting one to save another is a false start.  Right now we exist in a vicious cycle where government services have been underfunded for a large portion of our lives, which makes those services worse and vulnerable to graft, which makes people reluctant to pay more in taxes to sustain and improve them.  I want to increase transparency and trust in the county budget so that when community members who work in school, fire/ems/ etc. say that they need an increase in pay because of cost of living or an official says that critical upgrades are needed to water treatment infrastructure, we are not just looking for ways to make cuts but instead having a conversation about how much services actually cost and how we as a community can deal with that. 

5. What are the top three priorities you would work to accomplish to improve the quality of life for residents?

1. Affordable housing and food security

2. Living wages and Career diversity/opportunities

3. Strong Education system for all ages, Robust Public Safety and Social Service systems including a focus on mental health and family services.

6. Two issues currently receiving significant attention in the county are the proposed development of data centers and discussions surrounding ICE detention facilities. What is your position on these issues, and how would you approach balancing economic development, community impact, public safety, and the concerns of residents?

The ICE detention facility I am fully opposed to.  I personally find the actions of ICE to be indefensible and do not want them operating in our country much less our county.  Besides that, as a government official it would be a complete disservice to our community to bring in a facility that has nothing but downsides to its existence.  

Regarding the data center, I am opposed to them as an individual because of their numerous impacts on local communities and ecosystems.  As a board member it would be my responsibility to give community members a chance to discuss this issue and also to ensure that independent third parties conducted impact studies so that we could make an educated decision as a county.  I do not think this 'warehouse economy' is good for the future of our county overall but I am not going to make those decisions without getting public opinion and concrete information.

7. Is there anything else you would like to share with the community about your candidacy, qualifications, or vision for serving as a County Commissioner?

I see incredible potential in Washington County and love living here.  I do not think I have all the answers but I do have a strong desire to increase the agency we all have in our government and to bring more voices into the conversation so that we can be excited and proud about the future we are building.  

 I believe those closest to an issue often have the best solutions, making constituent input vital to decision-making. I will reinstate open public comment, hold commissioner office hours, host rotating evening town halls across all municipalities, and ensure every constituent email receives a response. I will advocate for full disclosure regarding all intergovernmental meetings, keep commissioner comments strictly focused on county business, and require commissioners to attend at least 80% of assigned advisory board meetings while presenting quarterly progress reports during public sessions. I will propose a policy requiring the Board of Commissioners to issue formal written responses to annual recommendations from county advisory boards, clearly explaining every decision.

2. What strategies will you use to address the needs of a growing and increasingly diverse county while ensuring equitable access to county services and opportunities for all residents?

Washington County needs a government that works to remove geographical, financial, and systemic barriers for all families. Our services need to adapt to the daily realities of our workforce, diverse populations, and rural communities. This includes accessibility to transportation, housing, mental health, education, and community events.  We need to prioritize ways to increase economic opportunities for all families. One strategy will be to build a collaborative relationship with all municipalities to ensure we are working together toward meeting our needs.

Equity makes sure people have a say in the decisions that affect their everyday lives. I will listen to and act on the recommendations coming from our Diversity and Inclusion Committee and Disability Advisory Committee. I will propose that we add the word "Equity" to the DI committee to be clear about our vision of an equitable county. I also want to establish a Senior Advisory Board and a Youth Advisory Council.  Our older residents and our young people should have a direct line to county government. When we include everyone in the process, we build a community that is fair and strong.

3. How will you demonstrate accountability and transparency to taxpayers, and what steps will you take to uphold the highest ethical standards while serving as a County Commissioner?

Taxpayers deserve openness about how decisions are made and how their money is spent. I believe county commissioners should operate under a code of conduct and social media policy, just like our county employees do. Commissioner's comments should be dedicated to county business and addressing resident concerns, not personal, political, or religious rhetoric. Accountability also means showing up to do the work. I support implementing an attendance rule and ensuring community feedback such as the tally of emails received for or against agenda items, is shared during meetings and entered into the public record.

Financial transparency requires educating residents on the budget process. I will propose open budget work sessions where department heads explain their needs and processes directly to the public, along with short, informative videos on social media breaking down complex topics, grants, and county spending. The role of a county commissioner is to inform, educate, and remain fully accountable to the people who elected them. By keeping the public involved at every step, we can ensure county government remains honest, efficient, transparent, and responsive.

4. How will you balance competing budget priorities while ensuring that schools, public safety, infrastructure, and other county services receive the funding they need?

To ensure our schools, public safety, and core services are fully funded without placing a heavy burden on taxpayers, we should balance fiscal management with innovative revenue streams. My approach starts with a complete audit of the county budget to identify efficiencies, eliminate waste, and explore shared-cost opportunities with local municipalities. Rather than defaulting to tax hikes, we can generate revenue by creating performance-based incentives for developers, requiring large industrial projects to pay their fair share upfront for local infrastructure impacts, and introducing a developer-funded traffic mitigation fee. Revenue from large-scale development and updating fees on commercial real estate transactions over $500,000, we can build a dedicated funding pool specifically for critical county needs. Surplus funds should be considered to address any critical county needs while still allocating a portion for "rainy day funds".  The county should explore all state, federal, and other grant opportunities as well. 

Balancing the budget also means spending smarter through strategic partnerships and shared resources. We can lower operational costs by combining bulk purchasing power for equipment across county agencies, schools, and municipalities. We should leverage public-private partnerships, community land trusts, and workforce training programs with local institutions to drive economic mobility and expand our tax base with high-wage jobs. Through responsible developer contributions, smarter inter-agency collaboration, and efficient processes, Washington County can deliver high-quality public safety, education, and reliable infrastructure while keeping life affordable for our residents.

5. What are the top three priorities you would work to accomplish to improve the quality of life for residents?

To improve the quality of life across Washington County, I believe these are our top three priorities: securing essential infrastructure, protecting our communities, and lowering the cost of living by investing directly in our schools, seniors, and housing.

We must secure our long-term water capacity and core infrastructure. Sustainable economic growth, residential development, agriculture needs, and public safety are impossible without a reliable, modern water system. We must prioritize public safety by equipping our first responders and building proactive, community-based care networks. We need to make Washington County affordable for every stage of life by lumping our approach to schools, senior care, and obtainable housing into one unified cost-reduction strategy. We can preserve affordable options for seniors, support high-quality public schools, and expand workforce housing by modernizing land-use policies and leveraging public-private partnerships like community land trusts.

We can accomplish all three priorities without increasing the tax burden. By conducting a thorough audit of the county budget to eliminate waste, driving inter-agency collaboration to combine purchasing power, and requiring large industrial developments to pay their fair share upfront for traffic and infrastructure impacts, we keep local costs down. We should pursue state, federal, and other grant opportunities to maximize every dollar coming into Washington County.

6. Two issues currently receiving significant attention in the county are the proposed development of data centers and discussions surrounding ICE detention facilities. What is your position on these issues, and how would you approach balancing economic development, community impact, public safety, and the concerns of residents?

Economic growth should never come at the expense of constitutional and human rights, rural character, local utilities, or resident trust. Any high-impact development must undergo public-facing scrutiny and prove it will not strain our county’s infrastructure or increase costs for families. For data centers, tech companies must pay their full share upfront for utility upgrades, adopt closed-loop water recycling, and steer heavy industrial infrastructure onto designated brownfields away from residential zones and farmland.  

On federal detention centers, my vote will never be beholden to partisan rhetoric or federal mandates that circumvent local planning procedures and input. Rapidly converting industrial sites for large-scale confinement creates unexamined risks for our wastewater, public safety, and emergency response networks. I will propose updating local zoning codes, require independent impact assessments before granting county utility connections, and establish a non-partisan county advisory task force alongside mandatory public hearing. I will always vote to upholding the constitution, human dignity, public safety, and the absolute sovereignty of local governance. 

7. Is there anything else you would like to share with the community about your candidacy, qualifications, or vision for serving as a County Commissioner?

My experience is both lived and professional with a deep commitment to putting community over partisan politics. As a single mother of children with disabilities who has navigated homelessness, I bring a real-life understanding of the struggles families face and a deep empathy for our most vulnerable populations. Professionally, my work in the human services field has taught me how to navigate complex systems and ensure public policy delivers practical solutions. My community service and professional experience have driven me to build strong relationships across Washington County, proving that we can bridge differences to solve hard problems when we focus on people rather than political labels. Local government works best when it is focused on service rather than division.

Nothing changes if nothing changes!  Voters have 5 votes for County Commissioner. You can support your preferred party candidates while using one of your votes to put an independent, community-first perspective on the board. I hope to earn your trust and your vote. I encourage everyone to learn more about my platform or reach out to me directly through my campaign website at www.washco4tajsmith.com.