JN: Over the next two years, we must continue to find ways to keep our community strong and safe, support local law enforcement, encourage civil discourse and responsibility, and be good stewards of God’s creation. It’s imperative that we continue to closely monitor our finances as a township and work creatively during this time so that the township can continue to offer the services our residents expect by the most cost effective means possible, while keeping property taxes down.

JN: We have obtained some important and useful information from the study on incorporation, which I have been studying in-depth as a director. Should the township decide to resume this discussion on incorporation, in an effort to make The Woodlands as strong and independent as possible, we must increase an effort to engage and inform the community of the pros and cons of incorporation since the decision whether or not to incorporate belongs solely to the residents.

JN: Funding local law enforcement, our first responders, and all other township staff should be a major priority. We must also continue to prioritize the importance of improving and maintaining our beautiful community ... which really does elevate our quality of life. This community is a great place to live; it’s also a great place to visit so promoting our community as a great place to live, worship, work, learn and play is important as well.

JN: My experience working with the board over the last few months has demonstrated that I have the education, qualifications, character, and skill set needed in a director. We have navigated our community through a global pandemic, adopted a conservative and fiscally responsible budget, hired a very qualified and talented new [general manager], continued to provide the services resident expect and enjoy, and voted to fund local law enforcement and first responders while keeping our property taxes down.

TC: Public safety and [COVID-19]. Incorporation is huge. Township operations performance. How we gain a new source of income; we need to replace lost revenue due to reduced development and make some sort of wise investment that will bring a [return on investment]. We need a comprehensive plan that also includes dealing with aging of The Woodlands housing.

TC: Absolutely, at some point. I believe it is inevitable that The Woodlands will incorporate, it is just a matter of when. I believe we need to: 1. educate the public via town hall discussions, 2. be explicit about the values on both sides of the arguments, 3. follow the Texas Municipal League handbook on becoming a general law city, and, 4. empower our voters to decide.

TC: At this point in the budget, we need to reduce spending. However, I am willing to look at multiple opportunities for revenue from solid investments in The Woodlands. Prioritize public safety and transportation initiatives, and put on the back burner anything that doesn't invest in our future. There shouldn't be new needs unless it represents a great investment revenue stream opportunity.

TC: I will provide insight into the issues ... understanding the complexity of those issues, independence to think outside the box to make improvements. I have a specific plan for public safety. I believe I know best how to manage COVID[-19]. I think we need give deference to the values on either side of the incorporation debate and lead a discussion on that topic to increase ... general understanding before asking people to take a vote on it.

LG: The penetration by the [Howard] Hughes Corporation into the business of The Woodlands and the effects that that its having in the welfare of the residents and the ecosystem.

LG: The Woodlands should review all the avenues to protect The Woodlands from corporate and personal interests. That includes incorporation or whatever gives the board of [directors] more power over the Montgomery County Commissioners, the Woodlands Development (Hughes Corporation) and other external parties exercising influence over internal affairs.

LG: We should authorize a zero-based budget to finally optimize the resources and evaluate the real need of the property owners.

LG: I am engineer and a manager of multi-million-dollar projects mostly in the oil an gas where I had to face the same pressure from external agents to bend my will to protect the interests of the stakeholders. They did not succeed then and they will not succeed now. The difference here is that the stakeholders for me here are the property owners not the big corporations or the political [action committees].

JD: budgeting to restore our good financial conditions; water usage/flooding —[working] closely with entities with oversight over groundwater versus surface water, and [municipal utility districts]; increase our reliance on non-property tax sources through business, sales, and room taxes, other venues but incorporation could impact resources

JD: Only when the residents of The Woodlands initiate a demand for that action but so far that has not happened, so I join them in saying no for now.

JD: We need to look at a successful economic development project that can generate hotel and sales taxes and can make The Woodlands a desirable place to live. Additionally, The Township currently has reserves that could be used to avoid property tax increases.

JD: My experiences up to and including chief of police helps me understand budgets, revenues, expenditures, also everything relating to those positions, including relationships with citizens and elected officials at all levels on both sides of the aisle. My years of service on non-rofit boards and with organizations that support law enforcement, and helps citizens live better lives, gives me a valued knowledge. Finally, I am prepared by my faith and the support of my wife.