What are your top 3 priorities for county commission?

“Education

The future of our children depends on a system that supports them in the classroom and a county that can sustain them afterward. That means listening to teachers, giving them the resources they need, and allocating tax dollars responsibly. We must restore a sustainable millage rate so our schools can keep pace with growth, invest in competitive teacher pay, and expand mental‑health support in every school. Strong schools require strong foundations, both inside and outside the classroom.

Funding County Services

Hamilton County families deserve a Health Department that is visible, accessible, and ready to respond. When programs are labeled “inefficient,” we should see the data behind those claims. Good government relies on evidence, not assumptions, and if services need improvement, we fix them - we don’t shut them down without community input or notice. Public health is a frontline response system, just like fire, police, EMS, and emergency management, and it requires stable investment to function. Cuts may look like savings, but they shift costs to hospitals, first responders, and families. A strong, well‑supported public health system protects every part of our community.

Infrastructure

Hamilton County’s literal foundation is crumbling because we have not funded it. County records show that the share of our budget devoted to roads has dropped by roughly half since the late 1990s and now represents only about 0.34% of total spending. That decline has real consequences: failing pavement, unsafe corridors, and infrastructure that cannot keep pace with growth. If we don’t prioritize roads, bridges, stormwater systems, and basic maintenance, the county will continue to fall behind. Sustainable growth is impossible without a stable, long‑term commitment to the infrastructure every family and business relies on. ”

How will you uphold transparency and provide opportunities for public input in big decisions?

“Transparency is a pillar of my campaign. Voters should have a say in what we as elected officials do because they put us in that seat in the first place. A Herndon administration would host frequent town halls for residents to come and share their thoughts on things happening around the county. I want our administration to be just that - ours. And I will make that happen by inviting everyone to the table - not just as a gesture, but as a way to get real feedback from the people who matter most: constituents.”

What is your approach to managing development in a way that benefits both new and longtime residents?

“My approach to development is rooted in a simple idea: growth should happen with neighborhoods, not TO them. That means putting clear, accountable processes in place so longtime residents and new families understand how decisions are made.

We need public project dashboards that show rezonings, infrastructure needs, and environmental reviews in one place. People should be able to see what’s proposed and weigh in early. I also support neighborhood‑level planning cycles that evaluate school capacity, road safety, utilities, and emergency services before major development moves forward.

Every proposal should include published impact assessments (traffic, stormwater, water quality, and land use) so residents understand the tradeoffs. And public lands should have firm guardrails to ensure they remain focused on public benefit.

Responsible development is a process: transparent, data‑driven, and rooted in community input. I would also like to see more collaboration with the city and ultimately combine the planning commissions again. The dissolving of the Regional Planning Commission earlier this year is only making growth more difficult and the communication muddier.”

What can you do as mayor to help the city and county work together toward a shared vision?

“Bringing our city and county back into alignment starts with not only investing in the partnerships that already exist in our community but rebuilding relationships (like the planning commission) that were abandoned. I believe the most effective solutions come when we bring everyone to the same table (the city, the county, nonprofits, churches, healthcare providers, and housing partners) so we’re solving problems together instead of working in separate lanes. That’s especially true for our unhoused neighbors. Coalitions like the ROC, trusted organizations like the Chatt Foundation, and our faith‑based communities are doing meaningful work, but too often they’re tied up in confusion and fear. My goal is to create a coordinated, stable environment where their efforts can thrive.

One of the most immediately impactful opportunities for reintegration between city and county is our library system. Our libraries already serve residents across jurisdictional lines, and they’re natural hubs for connection, information, and shared services. Starting there, having our libraries be resources for all Hamilton County residents, allows us to rebuild trust and collaboration in a way residents can see and feel.

We also need to communicate before making major decisions about growth, roads, infrastructure, and economic development. When we move in the same direction, we avoid duplication, reduce waste, and make sure our planning benefits the entire county. Separating the planning commission works against that goal. Instead, we should be looking for practical ways to share resources, pursue grants together, and invest in projects that serve residents without wasting taxpayer dollars.

Collaboration can’t just be for photos. I’m committed to facilitating regular communication between city and county leadership and to keeping residents informed about our progress. A quarterly joint listening session would give families across Hamilton County a direct line to both governments and help us stay accountable to the people we serve.”

What is your most unpopular opinion?

“Anchovies on pizza is amazing.”