The County's first responsibility is maintaining the infrastructure we already own. Every capital investment should be based on measurable need, long-term value, and a clear return for taxpayers. Whenever possible, projects should be paid for through responsible budgeting and pay-as-you-go funding rather than unnecessary borrowing. Before asking taxpayers for more, we should ensure we're maximizing the life of existing assets and spending every dollar wisely.

The best workforce policy is a strong economy. Johnson County should reduce unnecessary regulations, streamline permitting, and lower the cost of doing business so employers can invest, expand, and hire. We should strengthen partnerships with schools, community colleges, trade organizations, and employers to prepare people for high-demand careers, especially in the skilled trades. Government doesn't create lasting jobs, businesses do. The County's role is to remove barriers, support workforce pipelines, and create an environment where both employers and employees can succeed.

Johnson County's greatest strength is its dedicated public servants. Every day, employees in public safety, public works, health, and human services deliver essential services that make our county one of the best places to live in the nation. My goal is not to reinvent county government, but to provide the leadership, accountability, and clear priorities that empower our employees to succeed while ensuring taxpayers receive the highest value for every dollar invested.

As our County continues to grow, we’ve made key infrastructure investments to meet increased demands. Critical investments in wastewater infrastructure, including the reconstruction of the Nelson Treatment Facility, allow us to effectively absorb additional demand while being fiscally responsive to utility ratepayers. Utilizing the state’s revolving loan fund and the Federal WIFIA Program, we were able to save $133 million on the Nelson project alone. This helps guarantee great service and predictability for ratepayers.

Additionally, we’ve made safety improvements to many rural roads, resulting in the crash rate on unincorporated roads dropping 33%, even though the amount of traffic on those roads increased by 49%. The County should use a braided funding structure, including state gas tax funds and local matches from cities, as we invest in more arterial road upgrades.

A vibrant economy benefits all residents. Johnson County works with its partners to attract and retain quality employers in high-growth industries that offer good paying jobs. The County is a leader and, more importantly, a convener. Bringing together public and private partnerships benefits our workers as well as stakeholders who grow businesses in Johnson County. We’ll continue to partner with local entrepreneurs, business owners, our public school districts and community college, as well as workers to keep Johnson County competitive. Further, we’ll maintain and enhance a high quality of life that is attractive for recruiting and retaining a talented workforce. Investments in publicly safety, infrastructure, and parks support that retention.

There’s a fundamental feeling of safety in Johnson County. Crime in the State of Kansas is at a 57-year low, and I’m proud of how we’ve partnered with municipal agencies to keep our County safe. Further, our emergency services are the best in the region. When someone calls 911 in Johnson County, an operator picks up within 15 seconds, and an ambulance arrives within ten minutes on 90 percent of calls. That doesn’t happen everywhere in America, or everywhere in our region. As our county continues to grow and age, we’ll work diligently to maintain this high standard of safety that protects everyone in our community.

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