Simi Patnaik
Name: Simi Patnaik
Email: [email protected]
Campaign Phone: 651-560-5649
Campaign Website: www.votesimi.com
Twitter handle: n/a
Facebook Page: www.facebook.com/votesimi
Candidate Bio
Since moving to Woodbury in 2002, I have dedicated my time to strengthening our community through public service, volunteer leadership, and small business involvement.
I was elected to the South Washington County School Board in 2019 after a decade as a district volunteer, including on the finance and budget committee. Since then, we have strengthened the district’s financial position through responsible budgeting; increased our fund balance; improved our bond rating; and successfully navigated significant fiscal challenges.
I currently serve as Chair of the Washington County Library Board and work as a marketing consultant. My husband and I also own a small business in Woodbury, giving me firsthand experience with opportunities and challenges facing local entrepreneurs.
Since 2016, I have led the Woodbury Thrives health and wellness initiative and helped found the Woodbury Community Garden, which grew from 16 plots in 2022 to 143 plots in 2025. Through this work, I have partnered closely with Washington County, City of Woodbury, community organizations, businesses, and residents to improve quality of life and expand community engagement.
With degrees from Wellesley College and the University of Chicago Booth School of Business, I will bring proven leadership and a collaborative approach to serving Washington County.
What style of leadership would you bring to this position?
I would bring a collaborative, visible, and results-oriented leadership style to the Washington County Board. Effective county government depends on strong partnerships with residents, businesses, nonprofits, schools, and local, state, and federal partners. Building and maintaining those relationships is essential to achieving meaningful outcomes for our community and I have a proven track record in doing so.
Leaders should actively engage with the people they serve. It’s not enough to be open for people to come to you – I believe in being purposeful in meeting people where they are. Throughout my time on the South Washington County School Board, I have made it a priority to listen to students, families, staff, and community members to understand diverse perspectives and make informed decisions. I believe the best decisions are made when all voices are considered, especially those that may not always be represented in the room.
I am also a thoughtful and data-driven decision-maker. Before taking action, I seek to understand the facts, weigh tradeoffs, and evaluate long-term impacts. My experience navigating complex issues, including budget challenges and pandemic-related decisions, reinforced the importance of balancing community input with responsible governance.
Most importantly, I believe leadership is about service. I will work to ensure Washington County remains fiscally responsible, responsive to residents, and focused on delivering results that improve quality of life for everyone who calls our county home.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
1. Fiscal Responsibility and Long-Term Financial Stability
My top priority is ensuring Washington County remains a responsible steward of taxpayer dollars. The county has earned a reputation for prudent financial management, maintaining one of the lowest tax burdens in the metro while continuing to provide high-quality services. That commitment becomes even more important as state and federal funding become less predictable.
Over 80% of the county budget is dedicated to mandated services, leaving limited flexibility when costs increase, funding decreases, or state or federal governments impose unfunded mandates. We must continue to evaluate spending carefully, pursue grants and partnerships where appropriate, and prioritize investments that deliver the greatest value for residents. Thanks to the strong financial foundation built by previous county boards, including a healthy fund balance and strong bond rating, Washington County is well positioned to navigate uncertainty while protecting essential services.
2. Affordable Housing and Economic Development
Affordable housing and economic vitality go hand in hand. Residents consistently identify housing affordability as one of their top concerns, and employers need access to a stable workforce. The county plays an important role through housing assistance programs, support for workforce housing, partnerships with developers, and programs that help first-time homebuyers and seniors remain in their communities.
Funding uncertainty could make it more difficult to meet growing housing needs. That means we must maximize available resources, seek new funding opportunities, strengthen partnerships with local governments and landlords, and support innovative approaches that expand housing options while protecting taxpayers.
3. Infrastructure and Community Investments
Washington County's infrastructure is the foundation of our quality of life and economic success. This includes roads, bridges, transportation options, libraries, public facilities, parks, and investments that help residents access jobs, healthcare, and essential services.
As our population grows and infrastructure ages, we must prioritize maintenance and strategic improvements while ensuring projects are financially sustainable. Funding uncertainty will require us to carefully prioritize capital investments, leverage state and federal resources when available, and coordinate closely with local governments to maximize impact. Investments such as the county's South Shop, library improvements, transportation connections, and water-quality initiatives help ensure Washington County remains a place where residents and businesses can thrive for generations to come.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The biggest challenge facing Washington County is balancing residents’ expectations for high-quality services with growing financial pressures. County residents consistently identify taxes as a top concern, and many of the services they need are either mandated by law or essential to maintaining a strong quality of life.
Over 80% of county spending is dedicated to mandated services, leaving limited flexibility when costs rise or state and federal funding becomes uncertain. County commissioners must make thoughtful, pragmatic decisions that protect core services, maintain fiscal responsibility, and respect taxpayers. This is a challenge I understand well from my experience on the South Washington County School Board, where we have navigated budget constraints while improving and maintaining strong financial health and high-quality services.
At the same time, I believe Washington County's greatest opportunity is its strong foundation. We are one of the fastest-growing counties in Minnesota, with excellent schools, thriving businesses, outstanding parks and libraries, strong public services, and engaged residents. By building partnerships across local governments, businesses, nonprofits, and community organizations, we can continue to grow thoughtfully, expand economic opportunities, improve housing options, and invest strategically in infrastructure while preserving the high quality of life that makes Washington County such a desirable place to live, work, and raise a family. We can also leverage our relationships with state and federal elected officials to seek creative funding opportunities that would bring more state and federal dollars back to Washington County to continue to deliver the high-quality services and amenities our residents have come to rely on.
How would you characterize the business climate in Washington County, and what role should the county government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Washington County has a strong and diverse business climate, driven by entrepreneurs, small businesses, large employers, and a highly skilled workforce. As a small business owner in Woodbury and an active member of the Woodbury Chamber of Commerce, I have firsthand experience with both the opportunities and challenges facing local businesses.
The concerns I hear most often from employers include workforce recruitment and retention, childcare availability, transportation, housing affordability, and navigating regulatory requirements. While county government cannot solve every challenge, it plays an important role in bringing partners together and creating conditions that support economic success.
The county should serve as a convener, connecting businesses, schools, workforce development programs, local governments, and nonprofit organizations to address shared challenges. For example, stronger partnerships between county Workforce Development programs and school district career and technical education programs can help ensure students graduate with the skills needed for high-demand careers, apprenticeships, and local jobs.
The county can also support business growth by investing in infrastructure, promoting workforce housing, streamlining interactions with government where possible, and helping businesses access available resources. When businesses succeed, they create jobs, strengthen the tax base, and contribute to the high quality of life that makes Washington County an exceptional place to live and work.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
One of the most pressing public safety challenges facing our communities is the growing number of calls related to mental health crises, substance abuse, and other situations that require more than a traditional law enforcement response. Public safety professionals are often the first people called when someone is experiencing a mental health crisis, even though what that person may truly need is access to healthcare, social services, or long-term support.
In Woodbury, I have been impressed by the Community Support Team, which embeds Washington County mental health professionals within a specialized public safety unit. This collaborative approach helps connect residents with appropriate services while allowing law enforcement officers to focus on situations that require their expertise. I support expanding similar partnerships throughout Washington County.
I also believe we must continue investing in prevention. Strong mental health services, substance abuse treatment, family support programs, youth engagement, workforce programs, and housing stability all contribute to safer communities and can reduce future demands on law enforcement and emergency services.
Washington County has a strong tradition of collaboration among public safety agencies, healthcare providers, schools, and community organizations. By continuing to strengthen those partnerships and focusing on both prevention and intervention, we can enhance public safety while ensuring residents receive the support they need.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
Housing affordability is one of the most significant challenges facing Washington County. Rising housing costs have made it more difficult for young families to purchase their first home, for workers to live near their jobs, and for seniors to remain in the communities they helped build.
The county has an important role to play, but it is not the only partner. Success requires collaboration among local governments, the Washington County Community Development Agency, developers, employers, nonprofits, and residents. The county can help expand housing opportunities by supporting workforce housing, assisting first-time homebuyers, preserving affordable housing stock, and helping seniors age in place.
My priorities would be increasing the availability of housing across a range of price points, supporting programs that help residents achieve homeownership, and ensuring that housing investments are aligned with transportation, infrastructure, and workforce needs. I am particularly supportive of the work being done through the Washington County CDA, including down payment assistance programs, home improvement loans, rental assistance, and partnerships that expand housing options throughout the county.
As commissioner, I would focus on practical solutions that increase housing availability, strengthen economic development, and help residents at every stage of life find a safe, stable, and affordable place to call home.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Transportation infrastructure should safely and efficiently serve everyone who uses it, whether they drive, walk, bike, use transit, or have mobility challenges. According to county survey results, residents feel least safe walking and biking along county roads, and in District 5 many residents specifically cite concerns about distracted driving.
My priority would be improving safety through thoughtful design. Roads, intersections, trails, and crossings should be planned to encourage safe behavior and reduce conflict between vehicles, pedestrians, and cyclists. This includes improving trail connectivity, filling gaps in the pedestrian and bicycle network, enhancing crosswalk visibility, and evaluating opportunities for grade-separated crossings or other safety improvements in high-traffic areas.
Woodbury's parks and trail system is one of the community's greatest assets, but residents should also be able to safely access regional trails, libraries, county services, parks, retail areas, and other everyday destinations. Transportation planning should focus on creating connected networks rather than isolated segments.
I also support exploring expanded transit and mobility options, particularly for seniors, people with disabilities, teens, and residents who do not drive. Investments in flexible transportation services and stronger connections between neighborhoods and community destinations can improve quality of life while supporting economic development and access to essential services.
Most importantly, transportation decisions should be data-driven, safety-focused, and incorporated into long-term capital planning so improvements can be funded and implemented strategically over time.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the county levy?
Residential property owners are feeling real financial pressure, and county government has a responsibility to be thoughtful stewards of taxpayer dollars. When setting the county levy, my approach would be to balance fiscal responsibility with the need to provide the essential services residents rely on.
Over 80% of the county budget is dedicated to mandated services, leaving limited flexibility to make reductions without affecting legal obligations. At the same time, the county faces many of the same cost pressures that families and businesses face, including rising costs for labor, fuel, utilities, healthcare, and infrastructure.
That reality makes prioritization and accountability critical. Every budget cycle should include a careful review of programs, services, and spending to ensure taxpayer dollars are being used effectively and delivering measurable value. Not every worthwhile idea can or should be funded, particularly if it creates ongoing costs without a clear long-term benefit.
My experience on the South Washington County School Board has prepared me well for these decisions. In 2021, we successfully navigated significant budget challenges by making difficult spending decisions while maintaining strong financial stewardship. I believe county government should take the same approach: focus on core services, evaluate programs based on results, seek efficiencies where possible, and make decisions that protect both taxpayers and the long-term financial health of Washington County.
What are the two or three issues where you believe county government is best positioned to lead — and why the county rather than the state or a municipality?
I believe county government is uniquely positioned to lead in three areas: human services, regional infrastructure, and economic vitality.
First, counties are best equipped to deliver human services. Washington County administers programs such as public health, child protection, Medical Assistance, SNAP, workforce development, and services for seniors and individuals with disabilities. The state establishes policy frameworks and program requirements, but counties are responsible for implementing those programs in ways that reflect local needs and circumstances. Cities generally do not have the scale, expertise, or resources to provide these services effectively.
Second, counties play a critical role in regional infrastructure planning and investment. Roads, libraries, parks, trails, and service facilities often serve residents across multiple communities. Counties are uniquely positioned to coordinate with cities, school districts, regional agencies, and state and federal partners to prioritize projects, maximize funding opportunities, and ensure taxpayer dollars are used efficiently.
Third, counties help create the conditions for economic success. Through workforce development programs, housing initiatives, transportation investments, and partnerships with businesses and educational institutions, counties can help attract employers, support entrepreneurs, and connect residents to opportunity.
In each of these areas, counties provide the ideal balance of local knowledge, regional coordination, and operational capacity—allowing them to deliver services more effectively than either the state or individual municipalities acting alone.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Real taxpayer transparency means more than simply making information public—it means making it understandable, accessible, and useful. Residents should be able to easily find information, understand how decisions affect them, and have meaningful opportunities to provide input before decisions are made.
During my time on the South Washington County School Board, I advocated for more direct communication with the community, including presenting financial information in ways that were easier for residents without a finance background to understand. When the district faced significant budget adjustments, we engaged advisory committees and community stakeholders early in the process to identify priorities, understand potential impacts, and improve decision-making.
Washington County already provides a significant amount of financial information, but transparency is most effective when information is presented in formats people actually use. One-page summaries, dashboards that track progress toward goals, short videos, infographics, and clear explanations of budget decisions can help residents better understand where their tax dollars are going and why decisions are being made.
Transparency also requires proactive engagement. I would support leveraging the county's advisory committees, community engagement staff, libraries, and community partners to ensure outreach reaches residents from diverse backgrounds and perspectives—not just those who already participate in government processes.
Washington County has already demonstrated innovative approaches to community engagement by working with trusted community messengers, communicating in residents' preferred languages, and meeting people where they are. I would support expanding these efforts to ensure information is accessible, barriers to participation are reduced, and all residents have meaningful opportunities to share their perspectives and help shape county decisions.
Ultimately, transparency is about building trust. Residents deserve clear information, honest communication about tradeoffs, and meaningful opportunities to help shape decisions that affect their communities.
Email: [email protected]
Campaign Phone: 651-560-5649
Campaign Website: www.votesimi.com
Twitter handle: n/a
Facebook Page: www.facebook.com/votesimi
Candidate Bio
Since moving to Woodbury in 2002, I have dedicated my time to strengthening our community through public service, volunteer leadership, and small business involvement.
I was elected to the South Washington County School Board in 2019 after a decade as a district volunteer, including on the finance and budget committee. Since then, we have strengthened the district’s financial position through responsible budgeting; increased our fund balance; improved our bond rating; and successfully navigated significant fiscal challenges.
I currently serve as Chair of the Washington County Library Board and work as a marketing consultant. My husband and I also own a small business in Woodbury, giving me firsthand experience with opportunities and challenges facing local entrepreneurs.
Since 2016, I have led the Woodbury Thrives health and wellness initiative and helped found the Woodbury Community Garden, which grew from 16 plots in 2022 to 143 plots in 2025. Through this work, I have partnered closely with Washington County, City of Woodbury, community organizations, businesses, and residents to improve quality of life and expand community engagement.
With degrees from Wellesley College and the University of Chicago Booth School of Business, I will bring proven leadership and a collaborative approach to serving Washington County.
What style of leadership would you bring to this position?
I would bring a collaborative, visible, and results-oriented leadership style to the Washington County Board. Effective county government depends on strong partnerships with residents, businesses, nonprofits, schools, and local, state, and federal partners. Building and maintaining those relationships is essential to achieving meaningful outcomes for our community and I have a proven track record in doing so.
Leaders should actively engage with the people they serve. It’s not enough to be open for people to come to you – I believe in being purposeful in meeting people where they are. Throughout my time on the South Washington County School Board, I have made it a priority to listen to students, families, staff, and community members to understand diverse perspectives and make informed decisions. I believe the best decisions are made when all voices are considered, especially those that may not always be represented in the room.
I am also a thoughtful and data-driven decision-maker. Before taking action, I seek to understand the facts, weigh tradeoffs, and evaluate long-term impacts. My experience navigating complex issues, including budget challenges and pandemic-related decisions, reinforced the importance of balancing community input with responsible governance.
Most importantly, I believe leadership is about service. I will work to ensure Washington County remains fiscally responsible, responsive to residents, and focused on delivering results that improve quality of life for everyone who calls our county home.
What are your top three priorities if elected, and how might they be affected by growing uncertainty around state and federal funding?
1. Fiscal Responsibility and Long-Term Financial Stability
My top priority is ensuring Washington County remains a responsible steward of taxpayer dollars. The county has earned a reputation for prudent financial management, maintaining one of the lowest tax burdens in the metro while continuing to provide high-quality services. That commitment becomes even more important as state and federal funding become less predictable.
Over 80% of the county budget is dedicated to mandated services, leaving limited flexibility when costs increase, funding decreases, or state or federal governments impose unfunded mandates. We must continue to evaluate spending carefully, pursue grants and partnerships where appropriate, and prioritize investments that deliver the greatest value for residents. Thanks to the strong financial foundation built by previous county boards, including a healthy fund balance and strong bond rating, Washington County is well positioned to navigate uncertainty while protecting essential services.
2. Affordable Housing and Economic Development
Affordable housing and economic vitality go hand in hand. Residents consistently identify housing affordability as one of their top concerns, and employers need access to a stable workforce. The county plays an important role through housing assistance programs, support for workforce housing, partnerships with developers, and programs that help first-time homebuyers and seniors remain in their communities.
Funding uncertainty could make it more difficult to meet growing housing needs. That means we must maximize available resources, seek new funding opportunities, strengthen partnerships with local governments and landlords, and support innovative approaches that expand housing options while protecting taxpayers.
3. Infrastructure and Community Investments
Washington County's infrastructure is the foundation of our quality of life and economic success. This includes roads, bridges, transportation options, libraries, public facilities, parks, and investments that help residents access jobs, healthcare, and essential services.
As our population grows and infrastructure ages, we must prioritize maintenance and strategic improvements while ensuring projects are financially sustainable. Funding uncertainty will require us to carefully prioritize capital investments, leverage state and federal resources when available, and coordinate closely with local governments to maximize impact. Investments such as the county's South Shop, library improvements, transportation connections, and water-quality initiatives help ensure Washington County remains a place where residents and businesses can thrive for generations to come.
What is the biggest challenge facing the county right now, and where do you see the greatest opportunity?
The biggest challenge facing Washington County is balancing residents’ expectations for high-quality services with growing financial pressures. County residents consistently identify taxes as a top concern, and many of the services they need are either mandated by law or essential to maintaining a strong quality of life.
Over 80% of county spending is dedicated to mandated services, leaving limited flexibility when costs rise or state and federal funding becomes uncertain. County commissioners must make thoughtful, pragmatic decisions that protect core services, maintain fiscal responsibility, and respect taxpayers. This is a challenge I understand well from my experience on the South Washington County School Board, where we have navigated budget constraints while improving and maintaining strong financial health and high-quality services.
At the same time, I believe Washington County's greatest opportunity is its strong foundation. We are one of the fastest-growing counties in Minnesota, with excellent schools, thriving businesses, outstanding parks and libraries, strong public services, and engaged residents. By building partnerships across local governments, businesses, nonprofits, and community organizations, we can continue to grow thoughtfully, expand economic opportunities, improve housing options, and invest strategically in infrastructure while preserving the high quality of life that makes Washington County such a desirable place to live, work, and raise a family. We can also leverage our relationships with state and federal elected officials to seek creative funding opportunities that would bring more state and federal dollars back to Washington County to continue to deliver the high-quality services and amenities our residents have come to rely on.
How would you characterize the business climate in Washington County, and what role should the county government play in partnering with the business community to attract jobs, develop the workforce, and address shared challenges?
Washington County has a strong and diverse business climate, driven by entrepreneurs, small businesses, large employers, and a highly skilled workforce. As a small business owner in Woodbury and an active member of the Woodbury Chamber of Commerce, I have firsthand experience with both the opportunities and challenges facing local businesses.
The concerns I hear most often from employers include workforce recruitment and retention, childcare availability, transportation, housing affordability, and navigating regulatory requirements. While county government cannot solve every challenge, it plays an important role in bringing partners together and creating conditions that support economic success.
The county should serve as a convener, connecting businesses, schools, workforce development programs, local governments, and nonprofit organizations to address shared challenges. For example, stronger partnerships between county Workforce Development programs and school district career and technical education programs can help ensure students graduate with the skills needed for high-demand careers, apprenticeships, and local jobs.
The county can also support business growth by investing in infrastructure, promoting workforce housing, streamlining interactions with government where possible, and helping businesses access available resources. When businesses succeed, they create jobs, strengthen the tax base, and contribute to the high quality of life that makes Washington County an exceptional place to live and work.
What do you view as the most pressing public safety challenges in your community, and how would you address them?
One of the most pressing public safety challenges facing our communities is the growing number of calls related to mental health crises, substance abuse, and other situations that require more than a traditional law enforcement response. Public safety professionals are often the first people called when someone is experiencing a mental health crisis, even though what that person may truly need is access to healthcare, social services, or long-term support.
In Woodbury, I have been impressed by the Community Support Team, which embeds Washington County mental health professionals within a specialized public safety unit. This collaborative approach helps connect residents with appropriate services while allowing law enforcement officers to focus on situations that require their expertise. I support expanding similar partnerships throughout Washington County.
I also believe we must continue investing in prevention. Strong mental health services, substance abuse treatment, family support programs, youth engagement, workforce programs, and housing stability all contribute to safer communities and can reduce future demands on law enforcement and emergency services.
Washington County has a strong tradition of collaboration among public safety agencies, healthcare providers, schools, and community organizations. By continuing to strengthen those partnerships and focusing on both prevention and intervention, we can enhance public safety while ensuring residents receive the support they need.
What role should the county play in addressing housing shortages and affordability, and what would you prioritize?
Housing affordability is one of the most significant challenges facing Washington County. Rising housing costs have made it more difficult for young families to purchase their first home, for workers to live near their jobs, and for seniors to remain in the communities they helped build.
The county has an important role to play, but it is not the only partner. Success requires collaboration among local governments, the Washington County Community Development Agency, developers, employers, nonprofits, and residents. The county can help expand housing opportunities by supporting workforce housing, assisting first-time homebuyers, preserving affordable housing stock, and helping seniors age in place.
My priorities would be increasing the availability of housing across a range of price points, supporting programs that help residents achieve homeownership, and ensuring that housing investments are aligned with transportation, infrastructure, and workforce needs. I am particularly supportive of the work being done through the Washington County CDA, including down payment assistance programs, home improvement loans, rental assistance, and partnerships that expand housing options throughout the county.
As commissioner, I would focus on practical solutions that increase housing availability, strengthen economic development, and help residents at every stage of life find a safe, stable, and affordable place to call home.
How would you improve transportation infrastructure and safety for drivers, transit riders, cyclists, and pedestrians in your community?
Transportation infrastructure should safely and efficiently serve everyone who uses it, whether they drive, walk, bike, use transit, or have mobility challenges. According to county survey results, residents feel least safe walking and biking along county roads, and in District 5 many residents specifically cite concerns about distracted driving.
My priority would be improving safety through thoughtful design. Roads, intersections, trails, and crossings should be planned to encourage safe behavior and reduce conflict between vehicles, pedestrians, and cyclists. This includes improving trail connectivity, filling gaps in the pedestrian and bicycle network, enhancing crosswalk visibility, and evaluating opportunities for grade-separated crossings or other safety improvements in high-traffic areas.
Woodbury's parks and trail system is one of the community's greatest assets, but residents should also be able to safely access regional trails, libraries, county services, parks, retail areas, and other everyday destinations. Transportation planning should focus on creating connected networks rather than isolated segments.
I also support exploring expanded transit and mobility options, particularly for seniors, people with disabilities, teens, and residents who do not drive. Investments in flexible transportation services and stronger connections between neighborhoods and community destinations can improve quality of life while supporting economic development and access to essential services.
Most importantly, transportation decisions should be data-driven, safety-focused, and incorporated into long-term capital planning so improvements can be funded and implemented strategically over time.
Residential property owners across the region are feeling significant strain from rising property tax bills. How would you approach balancing fiscal responsibility with the demand for services when setting the county levy?
Residential property owners are feeling real financial pressure, and county government has a responsibility to be thoughtful stewards of taxpayer dollars. When setting the county levy, my approach would be to balance fiscal responsibility with the need to provide the essential services residents rely on.
Over 80% of the county budget is dedicated to mandated services, leaving limited flexibility to make reductions without affecting legal obligations. At the same time, the county faces many of the same cost pressures that families and businesses face, including rising costs for labor, fuel, utilities, healthcare, and infrastructure.
That reality makes prioritization and accountability critical. Every budget cycle should include a careful review of programs, services, and spending to ensure taxpayer dollars are being used effectively and delivering measurable value. Not every worthwhile idea can or should be funded, particularly if it creates ongoing costs without a clear long-term benefit.
My experience on the South Washington County School Board has prepared me well for these decisions. In 2021, we successfully navigated significant budget challenges by making difficult spending decisions while maintaining strong financial stewardship. I believe county government should take the same approach: focus on core services, evaluate programs based on results, seek efficiencies where possible, and make decisions that protect both taxpayers and the long-term financial health of Washington County.
What are the two or three issues where you believe county government is best positioned to lead — and why the county rather than the state or a municipality?
I believe county government is uniquely positioned to lead in three areas: human services, regional infrastructure, and economic vitality.
First, counties are best equipped to deliver human services. Washington County administers programs such as public health, child protection, Medical Assistance, SNAP, workforce development, and services for seniors and individuals with disabilities. The state establishes policy frameworks and program requirements, but counties are responsible for implementing those programs in ways that reflect local needs and circumstances. Cities generally do not have the scale, expertise, or resources to provide these services effectively.
Second, counties play a critical role in regional infrastructure planning and investment. Roads, libraries, parks, trails, and service facilities often serve residents across multiple communities. Counties are uniquely positioned to coordinate with cities, school districts, regional agencies, and state and federal partners to prioritize projects, maximize funding opportunities, and ensure taxpayer dollars are used efficiently.
Third, counties help create the conditions for economic success. Through workforce development programs, housing initiatives, transportation investments, and partnerships with businesses and educational institutions, counties can help attract employers, support entrepreneurs, and connect residents to opportunity.
In each of these areas, counties provide the ideal balance of local knowledge, regional coordination, and operational capacity—allowing them to deliver services more effectively than either the state or individual municipalities acting alone.
What does real taxpayer transparency look like to you, and what specific steps would you take to achieve it — both in terms of financial reporting and public engagement?
Real taxpayer transparency means more than simply making information public—it means making it understandable, accessible, and useful. Residents should be able to easily find information, understand how decisions affect them, and have meaningful opportunities to provide input before decisions are made.
During my time on the South Washington County School Board, I advocated for more direct communication with the community, including presenting financial information in ways that were easier for residents without a finance background to understand. When the district faced significant budget adjustments, we engaged advisory committees and community stakeholders early in the process to identify priorities, understand potential impacts, and improve decision-making.
Washington County already provides a significant amount of financial information, but transparency is most effective when information is presented in formats people actually use. One-page summaries, dashboards that track progress toward goals, short videos, infographics, and clear explanations of budget decisions can help residents better understand where their tax dollars are going and why decisions are being made.
Transparency also requires proactive engagement. I would support leveraging the county's advisory committees, community engagement staff, libraries, and community partners to ensure outreach reaches residents from diverse backgrounds and perspectives—not just those who already participate in government processes.
Washington County has already demonstrated innovative approaches to community engagement by working with trusted community messengers, communicating in residents' preferred languages, and meeting people where they are. I would support expanding these efforts to ensure information is accessible, barriers to participation are reduced, and all residents have meaningful opportunities to share their perspectives and help shape county decisions.
Ultimately, transparency is about building trust. Residents deserve clear information, honest communication about tradeoffs, and meaningful opportunities to help shape decisions that affect their communities.