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Position/philosophy statement
At the heart of my philosophy is this: leadership is about service. In the role of commissioner, I will serve with humility, diligence, and a commitment to the common good — because the decisions we make today will shape the legacy we leave tomorrow.
Current Occupation
Campus Staff Minister
Campaign Phone
704-765-5258
I am currently serving in my second two-year term as a Commissioner for the Town of Davidson, where I am dedicated to fostering unity, equity, and community engagement. I have over four decades of community service and advocacy. Serving on the Town's Story Telling Committee, Lake Norman Chamber of Commerce board, LKN Chamber Diversity Council, Town Gown, Affordable Housing for the Carolinas board, I am committed to strengthening partnerships between residents, local organizations, and civic leaders to create a thriving, inclusive community. Grounded in faith and driven by purpose, I believe in building bridges that connect people, empower the next generation, and preserve the character and vibrancy of Davidson for years to come.
1. Attainable/Sustainable Housing
2. Mobility and traffic congestion
3. Growth and Development Management
My approach to addressing affordable housing concerns is through policy reform, innovative development, and community-based solutions that balance equity, sustainability, and growth. I advocate for ADUs (Accessory Dwelling Unit) where a smaller, separate residential unit (garage apartment) on the same property as a main house. I will seek to implement measures to safeguard existing affordable homes inclusive of funding rental assistance, critical home-repairs specifically for the elderly, disabled, or veterans to enable them to age in place. I will work toward the expansion of rental assistance programs. It also includes the opportunity to partner with faith-based and civic institutions to repurpose land for affordable housing.
With more than four decades of leadership and community activism, I am committed to bringing people together and building a stronger Davidson. As I seek re-election to the Town Board of Commissioners and we look ahead, I am motivated to continue building on the progress we’ve made together:
• Ensuring thoughtful, comprehensive growth that reflects Davidson’s character
• Pursuing strategies to provide safe, integrated connectivity across our community
• Supporting our local businesses and preserving our green spaces
• Advocating for sustainability and environmental awareness
• Preserving our Town’s unique historical character
I believe deeply in the power of community and servant leadership. My heart remains anchored in this simple truth: Davidson thrives when we all come together in unity. I would be honored to continue serving you and walking forward—together.
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Position/philosophy statement
Living, working, and serving in Davidson has taught me that leadership is a team sport. It rallies people. It stands ready to help. It knits diverse interests together in pursuit of a larger purpose.
Current Occupation
Executive Director, Davidson Housing Coalition
Age (optional)
62
In my 30 years in Davidson, I’ve developed deep roots in this community. I’ve rolled up my sleeves as an active member of the community on an array of local nonprofit boards—even as some of them like the Farmers Market and the Davidson Lands Conservancy were just getting started. I’ve served two terms on our Planning Board, as well as two terms as a Town Board Commissioner between 2009 and 2013. I was the north towns’ representative to the County’s Future of the Library Task Force in 2010 and later served as co-chair of Davidson’s 2021 Pedestrian Safety Task Force. I worked as a K12 school leader at Community School of Davidson for 15 years and since retiring from that post now serve as executive director of the Davidson Housing Coalition.
1. Davidson must deepen its long-standing commitment to creating and preserving affordable housing—both homeownership options for people who receive moderate to low incomes, including police, firefighters, teachers, healthcare professions, and rental options for low- to very low-income people, including retirees and service workers at the lowest end of the wage spectrum.
2. We need to continue to sharpen our focus on improving road safety for pedestrians and cyclists and drivers. The Vision Zero campaign that our Pedestrian Safety Task Force launched is central to that effort.
3. I’m concerned about waning interest in town elections. Local elections should deepen our collective confidence in achieving big, bold things for each other.
In Davidson we’ve demonstrated affordable housing can be neighborhood-based so that its residents connect with the community. When we build, we should offer design and functionality the rest of us expect, including small dignities like private entrances, in-home washers and dryers, and the porches and stoops that connect us all as neighbors. As important, we must make a long-term public commitment to sustaining what we build. If it were sustainable through canny management of the meager cash flow generated by discounted rents or with homeowners’ incomes that barely keep pace with the cost of living, the market would have closed the affordable housing gap long ago. It’s not as exciting as breaking ground, but it is vital.
I support policies that fuel a connected community, even as the Town’s population grows. Design standards that link neighborhoods and preserve open space promote growth that brings neighbors together, rather than isolating us. Town budgets that provide resources for public parks, arts, and programming give us reasons to come together. Community-based safety initiatives encourage and equip us to look out for one another. Well-managed growth lays a solid foundation on which to build community. But the job of nurturing community doesn’t end there. Our elected leaders must be just as adept at connecting people with diverse interests and viewpoints as our policies are at creating common space that draws us together. It’s the Board’s job to facilitate dynamic community conversations that help us articulate and pursue a shared civic vision. Where divisions emerge, our Board’s response must offer a model for building consensus, sweep away obstacles, and tap citizen talent to lead the way.
