"...We are here also because of our love for democracy, because of our deep-seated belief that democracy transformed from thin paper to thick action is the greatest form of government on earth." - Dr. Martin Luther King, Jr., Montgomery Bus Boycott Speech, 1955
LIST OF ISSUES
Community Engagement
The Town has made solid progress toward achieving its objectives of the Envision Cheverly 2032 Framework and Strategic Plan. However, I recognize that more can be done to enhance community interaction and better position Cheverly to be a leader in the region. Below are my key factors in providing that commitment to our fellow neighbors:
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Build stronger and authentic relationships based on trust and respect between town officials and residents.
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Promote equity and inclusion by ensuring that residents have a voice (e.g., addressing language barriers and accessibility issues).
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Use collective action to design effective programs, services, and policies that meet resident needs.
Prince George's County Government And Their Partners Annual Stuff-A-Truck Holiday Food Distribution That Fed 17,000 People
November 2021 FedEx Field
Economic Development
As a member of the Planning Board, I am committed to advancing the Town’s economic development agenda and promoting implementation of the Greater Cheverly Sector Plan for the sustainability, accessibility, equity, and inclusion for the next 3-5 years. Below are my key factors in providing that commitment to our neighbors:
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Build strategic partnerships with federal, state, county, and local governments, as well as the private sector to obtain financial capital to promote economic development (e.g., Community Development Block Grants).
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Prioritize Transit Oriented Development (TOD) that is centered around a walkable, pedestrian-oriented, mixed-use Cheverly Metro Station and its adjacent communities.
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Support the strategic annexation of surrounding unincorporated communities (e.g., Hospital Hill, Arbor Street, and Tuxedo Road).
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Identify and structure comprehensive incentive packages that expand and retain existing businesses as well as attract new businesses to the Town and nearby communities.
Redevelopment of Hospital Hill
Oasiz Bar & Grill
Tuxedo Road Hyattsville, MD.
Education
According to the U.S. News and World Report, the Town’s primary elementary school and those in the surrounding areas are performing below the standards of excellence, compared to neighboring counties in Maryland and Virginia. As a father to a 5 and 2 year-old, I believe this is both alarming and unacceptable. There needs to be deliberate actions to help transform our school system. Below are my key factors in providing that commitment to our neighbors:
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Continue to build strategic relationships with federal, state, county, and local governments to secure financial capital to aggressively implement the Blueprint for Maryland’s Future Act – “Kirwan Bill”).
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Increase the number of Specialty Programs, including charter schools across the County.
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Continue to leverage community organizations such as the Cheverly Parent Resource Center (CPRC) to enhance advocacy and increase awareness of key resources.
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Continue to revisit school boundaries and student placement.
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Gladys Noon Spellman Elementary School
Cheverly, MD.
Public Safety
Safety is one of the primary reasons why many families, including mine, chose to live in the Town. However, this past January, there was a discharge of a weapon directly in front of my home that traumatized my family and neighbors. This propelled me to focus on public safety to ensure no family in Cheverly has to endure the experience of that night. Below are my key factors in providing that commitment to our neighbors:
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Work with the Council and Mayor to develop a comprehensive line-item budget that will increase the number of Town officers and provide 24-hour service.
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Adopt quality training, outreach, and programs across the board relating to community policing where officers have an educational awareness of the constituents’ needs. This includes enhancing community engagement (e.g., National Night Out and National Association of Police Athletic/Activities League).
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Develop a strategic recruitment of candidates that are from the Town and neighboring areas (e.g., Cadet Program and College/University Recruitment).
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Prioritize a Town Crisis Prevention/Alternative Response Team to manage mental health safety issues.
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Build stronger relationships with the Civilian Review Boards (e.g., Cheverly Police Accountability Board and County Police Accountability Board).
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Secure grants to increase public safety resources (e.g., Justice Assistance Grant-JAG and Vision Zero).
