County Commissioner District 1 Q&A
The Chamber asked the primary candidates for District 1 Commissioner two very central questions that give us a glimpse of what their leadership will look like as Commissioner.
Primary Candidate: Trent Deckard (D)
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Why are you running for Monroe County Commissioner?
I’m running for Monroe County Commissioner because I believe our community is at an urgent moment that requires practical leadership, steady focus, and a willingness to get to work immediately. Through my service on the Monroe County Council since 2019, I’ve seen both the strengths of our community and the challenges we must address head-on. We are facing population decline, workforce concerns, and the need to create conditions that attract and retain good-paying jobs. At the same time, residents expect efficient government, responsible budgeting, and clear progress on critical issues like infrastructure, housing, and public safety. I’m running to help move Monroe County forward with a clear, action-oriented approach that keeps key partners at the table in a collaborative way. That means improving county planning and processes so we can support growth, increase housing availability, and reinvest in key economic corridors like the west side and life sciences sector. It also means ensuring that county government operates effectively, communicates clearly positively, and delivers results people can see. My background in public service at the federal and state level, including my work in elections and local government, has prepared me to lead with accountability and collaboration. I can navigate complex systems, bring people together, and follow through. This is not about ideas alone. It’s about having the ability to bring people together to accomplish the results our residents want. I’m ready to get to work on day one to strengthen our community, support our workforce, and help make Monroe County a place where people want to live, work, and build their future. What does success look like for Monroe County in four years, and what specific actions would you take in your first 12 months to get there?
Success for Monroe County in four years means we have stabilized our population with an intent for further growth, strengthened our workforce pipeline, and created clear momentum for economic growth. It means more housing options are available at different price points, key corridors like the west side are active and attract investment, and our life sciences sector is bolstered as a welcomed driver of opportunity. It also means county government is operating efficiently, with processes that are predictable, responsive, and focused on results. Residents and businesses should feel that their local government works, and works well for them. I will work to restore these key relationships. To get there, it will be critical that your next commissioner has the experience and relationships needed to take action in the first 12 months. First, I would work to streamline county planning and permitting processes so we can responsibly accelerate housing starts and reduce unnecessary delays. Second, I would prioritize coordination with city leaders, regional partners, and employers to align on workforce and economic development goals, particularly high-quality job growth. Third, we need to take a hard look at county operations—identifying inefficiencies, improving response times, and setting clear performance expectations that are predictable and accessible. I would also ensure we are moving forward on critical infrastructure, like sewer and water, and long-term planning, including realistic, phased approaches to major projects that reflect current fiscal constraints. This is about building momentum early. If we can show measurable progress in housing, economic development, and government performance within the first year, we will be on a better path to long-term success. |
Primary Candidate: David Henry (D)
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Why are you running for Commissioner?
I’m running because Monroe County isn’t working as well as it could. Many see we are at an inflection point, and the commissioners are not delivering results. Commissioners and long-time incumbents have spent years discussing housing, jobs, and affordability. Meanwhile, one in four of our neighbors lives in poverty, working families are being priced out, and too many young people don’t see a future here. We need a new direction in Monroe County. Commissioners need to own the problems, then work on solving them. I’ve spent my career in public service working in emergency management, managing complex government programs, and now overseeing county budgets. I’ve worked in the moments when government has to function, not just talk. I know how it’s supposed to work as I am the only candidate that worked for the county government - twenty years ago under much different commissioners. Management isn't personal. It is about empowering people with professional standards and goalsetting. We need to change the mindset. Set standards and meet them. Right now, we too often default to calming things down instead of standing up and taking responsibility. But if government doesn’t work on a normal day, we shouldn’t be surprised when people fall through the cracks during a crisis. What I see today is a county that confuses conversation with progress. We form committees, Commissioners hold closed-door meetings, the public and NGO's study the same issues again and again, and then we see indecision. That might work in good economic times, or when others do the work. But in times of austerity, and on a Commission of three votes, we need to listen to what we have heard, make a call, and follow through. I’m working for a Monroe County for all of us. Expect more accountability, more housing choices, and more economic opportunity; and leadership that stands up and delivers. What does success look like in four years, and what will you do in your first 12 months?
Four years from now, I believe Monroe County can be more affordable, more functional, and better prepared for the future. That means people are finding housing at every stage of life, and we have shovels in the ground making it happen. It means we’ve brought new businesses here that create real careers. It means we open doors to innovation instead of closing them; and talk about ideas instead of dismissing them. It means that in a crisis, the county responds so clearly and decisively that you know what to do and where to go for help. And it means a transparent government with a curious, can-do, customer-service approach to the public. Right now, Monroe County isn’t meeting that challenge. We need to attract talented public servants and keep them. What comes next will feel different to those used to go-along-to-get-along government. We can start early wins by identifying what’s been getting in the way: barriers inside departments, duplication across county and city government, and gaps in expertise. Where we need help, we bring it in. Where the process is broken, we fix it. On housing, we need to work both quickly and collaboratively. I will work with the Plan Commission and our municipal partners to begin updating the 14-year-old comprehensive plan with broader community input, and amend where our code adds cost and delay. That includes a smarter plan for the I-69 corridor that meets the triple bottom line of taking care of our people, our planet, and building middle class prosperity. Secondly, we need to work with the Council and department heads to clearly prepare for years of austerity without simply raising taxes. That also means spending far more strategically and regionally on revenue-raising approaches without burdening local residents. Commissioners should have the courage to hear you, take a position, set the standard, measure performance, and follow through to results. |
