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@foelberforcarroll
Career wise, I was a teacher and a public servant with the FDA. Volunteer work has been with my church, my children’s schools, as a coach in rec sports, and helping lead the CarrollBaby Diaper Bank. Public and community service is more than elected officials. We all need to support our communities.
As commissioner, I know that our public and community servants are the change-makers. Government must work together to solve everyday problems, striving to address the root causes of issues.
Funding education, investing in communities, and ensuring the county is a model employer.
Education is the basis on which a community thrives. We must invest in infrastructure and communities, ensuring that value remains. Finally, the county needs to lead as a model employer to be a place where people can live and work. Our middle class, particularly those who work in taxpayer-funded jobs like education and law enforcement, can work for our institutions and afford to live in our county.
Agriculture is key to our economy, but it should not be limited to being simply a part of our character.
Modern farming requires agility and innovation. Stability and modernization are key, both in the preservation of land and facilitating diversification for growth. Let’s balance the idyllic with the dynamic industry that is integral to our economy. I want to work closely with farmers to better understand their needs and the steps the county can take to support this important economic driver.
We need job growth and a stronger economic web. Of working county residents, 70% work outside of Carroll. Wages have not kept up, communities are disconnected, we lack public spaces, and school enrollments are down.
We need investment in our public spaces, infrastructure, and employees. Let’s give people a reason to stay in the county to work, give businesses a reason to choose Carroll County, and use our strengths, by planning and adjusting to better serve our current industries and economies.
Housing is not one-size-fits-all, there are unique needs. Wages have not kept pace with cost of housing, putting a great deal of stress on our local economies.
There should be variety in the developed housing, rather than building for one or two specific demographics. This requires better planning, so we preserve farmland, guarantee sufficient space at schools, build and maintain sufficient roadways, promote sustainable communities, and consider infrastructure needs.
With 17 years in a federal public health agency, I am well-versed in ensuring that we are following experts who are invested in evidence-based science. I’ve been saddened to see the politicization and loss of expertise in the last year in these institutions, and I would work to prevent this from happening in here.
The Commissioners should support and seek advice from public health experts. Advice can evolve as advancements and our understanding changes, but it should rely on expertise.
This deserves thoughtful study, as what we see now is the result of years of poor planning and investment, and decades of missed opportunities.
Patchwork development has led to fragmentation, little accessible green space, and little walkability. Also, critical services are located well outside our immediate community
We need to improve the systems, connectedness, and walkability within our communities, and work with the state and municipalities on necessary changes to better serve residents.
It means delivering real results that improve daily life—without wasting taxpayer $ or growing bureaucracy. It's listening to residents, holding govt accountable & using resources efficiently to strengthen families, businesses & neighborhoods.As Commissioner, I'd prioritize Dist. 5 outreach via town halls, office hrs & direct responses—no gatekeeping. Support volunteer efforts (fire/rescue, food banks, youth) over top-down mandates. Ensure decisions reflect community input—not special interests
My top 3 priorities: Public safety (police, fire/EMS)—safety first, non-negotiable.
Education—efficient, accountable funding for strong schools, no endless tax hikes.
Infrastructure—fix roads, bridges, water/sewer before new projects to keep rural life & economy stable.
In shortfalls (like those tied to state uncertainties): cut admin bloat & low-priority items first, use audits/bidding/zero-based reviews for savings, protect core areas in board talks. Keeps govt lean & family-focused.
Keep Carroll County family-focused—open spaces, farms, small towns—while pursuing smart growth for good jobs & retaining young people, without becoming a crowded suburb. Balance means: Protect farmland via preservation incentives (not strict rules). Direct growth to existing towns/zones with infrastructure first—no sprawl straining roads/schools. Support fitting local businesses & light industry; reject outsider mega-projects. Resist state mandates forcing density—keep local control.
County govt should remove barriers & foster biz-friendly environment w/o subsidies or corporate welfare-gocus on basics helping all workers. Steps I'd support: Streamline permitting/regulations for small biz/startups to speed opening/expansion. Partner w/ schools & employers for workforce training (apprenticeships in trades/tech/healthcare). Invest in broadband/roads for remote work/light industry. Cut red tape; targeted/temp tax incentives only. Aid veterans/youth/displaced workers w/ job fairs
Affordability is real—high costs push families out—but solutions must respect property rights, local control & market realities, not mandates/forced density. Proposals: Reduce regs (streamline approvals for infill, starter homes) to boost supply without sprawl.
Encourage redevelopment of existing areas near jobs/services.
Oppose state mandates overriding local zoning—Carroll decides.
Prioritize job/wage growth for real affordability.
This ncreases supply responsibly while preserving character
The board should support public health experts w/ resources & coordination while respecting individual rights, medical freedom & evidence-based approaches—no overreach or politicization.Ways to support:
Fund Health Dept adequately for core functions (epidemic response, mental health, substance abuse) w/o expansion.
Partner on opioid crisis (treatment, prevention, law enforcement).
Promote transparent health data/decisions.
Support local faith/nonprofit mental health & recovery initiatives.
Our rural/suburban mix means public transit isn't one-size-fits-all—current Carroll Transit works for many, but we can improve w/o massive spending.
Support targeted enhancements to existing services (better scheduling, expanded hours/routes in high-need areas like Eldersburg-Westminster) based on ridership data & cost-effectiveness.
Prioritize cost controls & private options (rideshares, vanpools) over big taxpayer-burdening systems
Focus on seniors, disabled, & workers needing reliable access.
Campaign Phone
4103710848
Community Service is a personal calling to improve our quality of life, serve people in need, and support our non-profits & public institutions. Citizens volunteering to benefit our local communities are the backbone of Carroll County and what makes it a special place to live. As Commissioner, I work to inspire citizen participation by setting an example, creating a welcoming environment, articulating the need, communicating the tangible local impact, and recognizing efforts.
Infrastructure: improving roads, modernizing aging schools, adequate public safety, Fire/EMS, and recreational space. Fiscally Responsible decisions: Our county budget has been plagued by bad decisions with long-term financial implications, restricting funding for priority needs. Budget Sustainability: State mandated “Blueprint” education funding has handcuffed the BOE. Push back on State dictating how we spend our tax dollars and provide flexibility in how to best educate our students.
My motive for becoming Commissioner was driven by past failure to follow and execute a financially sustainable plan for our county. Three adopted Master Plans, reflecting the community’s Vision & Goals on land use & development, were put on a shelf and disregarded. Haphazard rezoning of properties, done during the darkness of COVID, is being reconsidered to put citizens back in control of their communities. I am working hard to ensure that the will of our people is respected and followed.
Promote job growth by adopting a “skills-first” approach by partnering with Carroll Community College with workforce training. Continue partnerships with local business for apprenticeship & career paths and provide training for incumbent workers to upskill for higher level positions. Engage in business retention and expansion efforts. Ensure housing options to attract new businesses from the CEO to the workers. Continue to support our outstanding public schools and Career and Tech efforts.
MD is sixth most regulated housing market in the U.S. driven by lengthy approval processes, a web of complex and costly regulations, fees, and soaring materials & labor costs. Plan for and promote growth in areas with available land, school capacity, and stagnant populations. Speed up the approval and permitting process and adopt clear zoning guidelines for development to follow. Delays create carrying costs which are on to new homebuyers.
Work closely with our CC Health Department. I have served on the Overdose Prevention Policy Group for over a decade collaborating with community stakeholders combatting drug use, mental and behavioral health issues, and suicide. Focus on prevention, treatment, and supporting recovery. Support Adult Drug Treatment Court and NOT IN CARROLL efforts in all our middle school through the Boys and Girls Clubs. Overdose rates and deaths in Carroll have declined significantly.
Working to ensure our Carroll Transit System, operated by Ride with Us, can provide service equitably throughout the county to those most in need. My top priority is service to our disabled & senior community with our Demand Response System. Our Transit Advisory Committee recommends future changes to the Transit Plan. The only service provided outside the county is a Veteran’s Shuttle to VA facilities. The expansion of publicly funded transit outside Carroll Co. is not economically feasible.
