KnoxTNToday is dedicated to impartial coverage of Knox County politics and campaigns for government offices. Our commitment is to present all candidates equitably and to ensure transparency in our reporting. By fact-checking statements and engaging with the community, we aim to empower voters to make informed decisions.

We covered the General Sessions Judge, Sheriff’s,  Mayor’s, Trustee’s, County Clerk’s,  School Board 1,4,7,  School Board 6 & 9 and County Commission Districts 3 & 7 races.

Today, we cover the candidates for Knox County Commission Districts 10 & 11 who are on the ballot in the Knox County Primary Election to be held May 5, 2026: District 10 (Justin Cofer, Kimberly Glenn, Ronnie Rochelle, Ronin Cunningham, Katina Sharp) and District 11 (Michael Baer, Garrett Holt, Vivian Shipe, Liz Tombras, David Velarde)

KnoxTNToday reached out to each candidate and received responses to five questions from all but one, who provided a summary answer covering all questions.  We are providing the responses that reflect those questions in alphabetical order by district.

What motivated you to run for county commission, and what is your vision for our county over the next five years?

DISTRICT 10

Justin Cofer: I’m running because Knox County is at a crossroads. For too long, developers have been approved to build while taxpayers are left paying for the roads and schools those projects require. My vision is simple: smart growth that pays for itself, fiscal discipline, and accountability. We must make developers cover the costs of the growth they create and protect the neighborhoods that make Knox County special.

Kimberly Glenn: I have spent my adult life serving this community, both in public safety and in the private sector, and I’ve seen firsthand the challenges and opportunities facing Knox County. I was motivated to run because I believe strong, experienced leadership is needed to ensure our county continues to grow in a smart, responsible way. I want my grandchildren to understand the importance of serving and leaving something better than they found it. My vision for the next five years is a county that is safer, more economically competitive, and better prepared for growth—while still preserving the quality of life that makes Knox County such a great place to live. That means supporting law enforcement and first responders, investing in infrastructure, and ensuring our growth is thoughtful and sustainable. I will note that commissioners serve a four-year term.

Ronnie Rochelle: My vision for Knox County over the next five years is simple: thoughtful growth, responsible spending, and leadership that puts people first. We need to plan for growth instead of reacting to it. That means improving infrastructure, supporting our schools, reducing our debt and making sure development makes sense for the communities it affects. We also must protect taxpayers by keeping our budget disciplined and transparent. Every dollar spent should reflect the priorities of the people who earn it. Most importantly, I want Knox County to remain a place where families feel safe, small businesses can succeed, and neighbors know their voices matter. I believe county government should be steady, practical, and accountable — not driven by politics, but by common sense and service. I’m running because I love Big Orange Country, and I want to help shape a future we can all be proud of.

Ronin Cunningham: My run is motivated by an obligation to step up as a local citizen during a time when both tension and the stakes of American politics are at an all-time high. I chose to go for the county commission seat because it is important that everyone has someone out there to listen to them. Even having just one or two people willing to listen to genuine issues makes them feel like they are truly being represented. My vision for the county over the next five years is one that leads the state in not just quality of life, but also accountability and transparency in local government.

Katina Sharp: My motivation is both deeply personal and deeply rooted in this community I love. As a pastor, I’ve spent years at kitchen tables and in hospital rooms with people in their hardest seasons—families on the brink of losing housing, young people waiting months for mental health care, workers doing everything right and still struggling to make ends meet. As a mom of four sons, I think constantly about the Knox County they’re going to inherit and whether they will be able to afford to live here, work here, and raise their own families here. At some point, I felt genuinely called—moving from the pew into the public square. Advocacy from the outside matters, but policy is where lives change at scale. Knox County is now a fast‑growing, mid‑size county of more than 500,000 people, and we’ve added over 5,000 residents in just the last year alone. That growth brings opportunity, but it also brings real risks if we are not intentional about who benefits and who gets left behind. I want to be clear: my faith informs my values, but it does not write public policy, and it does not belong as a tool in the Commission chambers—just as politics does not belong in my pulpit. What does belong in those chambers is a serious, disciplined commitment to the people of Knox County and to decisions grounded in fairness, facts, and the common good.My vision for the next five years centers on three priorities: opportunity, dignity, and accountability. Opportunity means that our economic growth actually reaches working families—through investments in affordable housing, mental health infrastructure, and workforce development that meets people where they are. Dignity means a county where every resident—regardless of race, income, zip code, gender, or who they love—is treated with respect by their government. Accountability means a Commission that is transparent, responsive, and answerable to everyday residents, not just to those with the strongest insider connections.Knox County has everything it needs to be a model for thoughtful, people‑centered local government in Tennessee. Right now, we are not fully living up to that potential. I’m running because I believe we can do better—and with the right leadership, we will.

DISTRICT 11

Michael Baer: I’m running for County Commission because I believe Knox County needs fresh ideas and real leadership that puts people first not politics. Taxpayers deserve representation that respects their hard-earned money and focuses on delivering results, not bureaucracy. My vision for Knox County over the next five years is simple: stronger communities without raising taxes. That means tackling real issues like mental health, infrastructure, and public safety through partnerships not bigger government. One of my top priorities is addressing mental health by working with local businesses, private donors, and nonprofits to establish a dedicated mental health hospital. Government shouldn’t always be the first solution but it should be a convener that brings the right people to the table to get things done. At the end of the day, I want Knox County to remain a place where families can thrive, businesses can grow, and we protect the values that make this community strong.

Garrett Holt: I’m running because I believe local leadership truly matters. I’m a product of Knox County, and I want to give back so that my kids and grandchildren have the opportunity to grow up in the same kind of community I was fortunate to grow up in. Over the next five years, my vision is to keep Knox County one of the most affordable and well-run counties in Tennessee while being intentional about how we prepare for what’s ahead. We’re one of the fastest-growing counties in the state—and I’d much rather live in a growing community than a declining one—but that puts a responsibility on us to be forward-thinking. One of the most important things we can do is be proactive in how we plan for that growth so we’re setting our county up for long-term success, not just reacting to challenges as they come.

Vivian Shipe: I have been a community advocate for over 40 years. As the founder and director of I AM The Voice of the Voiceless, I have been before city council, county commission and the board of education, fighting to make life better for all of Knox County. I try to be their voice at the table. My three platforms are mental health, education and housing for all.   I believe we all rise together. My vision for the next five years is to create a better living space for all. I want those who live here to be able to stay in our county – even as 78,000 are projected to move here from around the country. I want mental health facilities all across the county, not only a large long-term facility like we had with Lakeshore, but programs that take the stigma away and allow us to help those who need short term care. I want to be able to retain our educators by offering them good paying jobs and classroom resources. I want our students to be able to learn in spaces with no fear, and I want to see housing for all – along with new building, I would like to see us repurpose empty abandoned spaces. We don’t need to reinvent the wheel, we just need to fix the broken ones laying all over the county.

Liz Tombras: Knox County’s looming debt coming due and other budget issues concerned me to the point that I agreed to run for the open County Commission At Large Seat 11 when asked by a number of grassroots Republicans – who are equally concerned about the possibility of the Commission proposing a hefty property tax increase. Also, the only other Republican candidate in the race is a first-year medical school student who will not be able to dedicate the time necessary to serve our community, and I did not want us to be shortchanged by someone not fully committed to the office. My vision for our county over the next five years is to rein-in the spending of our $1.2 billion budget, by first determining where our greatest needs are for taxpayers’ hard-earned money. I live within my means as a retired WBIR-TV general sales manager,  and know how to guide Commission in budget management since I and my sales team successfully performed this with multi-million dollar budgets over more than three decades of working at Channel 10.

David Velarde: I understand that they address several important issues facing Knox County. I also recognize that many candidates may choose to answer each one in the usual political way. I have chosen to answer differently, because I want my position to be clear and consistent. My central purpose in seeking this office is to improve the health-related responsibilities of Knox County government. For that reason, my answers reflect that priority.

What strategies do you propose for increasing revenue without raising taxes?

DISTRICT 10

Justin Cofer: We grow revenue by expanding the tax base through smart development where developers pay the full cost of infrastructure upfront. We must also conduct a full audit of county spending, tighten budget forecasting, and focus on essential services for now, not expanding government. This won’t fix every budget problem overnight, but it’s the most responsible place to start.

Kimberly Glenn: Economic growth is the most effective way to increase revenue without placing additional burdens on taxpayers. I support attracting new businesses, supporting small business development, and expanding our commercial tax base. Our primary sources of income are property tax and local option sales tax revenue.  We should also focus on responsible budgeting, identifying inefficiencies, and ensuring taxpayer dollars are being spent wisely. Public-private partnerships can also play a key role in funding projects. We must find ways to increase revenue or, as taxpayers, decide which services we are willing to cut.

Ronnie Rochelle:

  1. Attract & Retain Businesses
  • Target high-wage industries.
  • Offer performance-based incentives tied to job creation.
  • Improve site readiness (infrastructure, utilities, permitting speed).
  1. Support Small Businesses
  • Provide technical assistance, mentoring, and access to capital.
  • Launch “Shop Local” neighborhood campaigns to increase local spending.

3️. Expand Tourism

  • Recruit regional and national sports tournaments.
  • Grow festivals and signature events.
  • Promote off-season attractions to increase year-round hotel and sales tax revenue.

4️. Workforce Development

  • Align training programs with local employer needs.
  • Expand apprenticeships and partnerships with local colleges.
  • Focus on high-demand, high-wage career pathways.

5️. Maintain Accurate Property Valuations

  • Ensure regular reappraisals for fair and updated tax assessments.
  • Improve compliance and data accuracy.

6️. Zoning Incentives for Depressed Properties

  • Encourage redevelopment of underutilized areas.
  • Offer density bonuses or streamlined approvals for targeted zones.

7️. Establish Special Tax Districts

  • Use TIF or business improvement districts to reinvest growth revenue into specific areas.
  • Capture new development value without raising general tax rates.

Ronin Cunningham: One strategy that can be proposed is to increase marketing in order to drive tourism in the area, helping educate those on the beauty and history of Knox County while welcoming new talent. There is also a need to support local businesses in a time when many are struggling to remain open with the help of community development, loosening regulations, and a laid-out agenda to help them succeed. Finally, we need to prioritize friendly developments to encourage businesses to move here while having these services be consumer-friendly, allowing a flow of economic activity on both sides. The impacts of these decisions may seem small at first but snowball quickly once these policies are enacted together.

Katina Sharp: This is one of the most important fiscal conversations we can have, because “raise taxes or cut services” is a false choice that fails working families either way. We have to be smarter and more disciplined than that. First, proactive infrastructure investment actually protects taxpayers. Knox County has a long history of waiting until roads, water systems, or public facilities fail before acting, and emergency repairs can cost two or three times as much as planned maintenance. A serious, long‑range capital improvement plan—updated annually and tied to clear priorities—pays for itself over time and keeps us from governing by crisis. Second, strategic economic development done right grows our tax base without raising tax rates. Knox County has grown by roughly 13% over the last decade and is now the third‑largest county in Tennessee; that growth should translate into stronger revenues if we attract employers who provide good jobs and wages. That also means investing in workforce development and strong public schools, because businesses do not locate in communities where they cannot find skilled workers or where families do not want to raise their children. Third, we need a serious, non‑political performance audit of county spending. I want to know: Are we getting what we’re paying for from contractors and vendors? Are there outdated programs, duplications, or inefficiencies that can be streamlined without cutting essential services? Efficient government is not necessarily smaller government—it is government that respects every tax dollar and measures outcomes, not just inputs. Finally, we must stop leaving federal and state money on the table. Knox County consistently misses opportunities because we lack the staff capacity and long‑range planning to pursue competitive grants for infrastructure, public safety, and housing. In a county with a median household income around the mid‑$70,000s but a double‑digit poverty rate, walking away from available grant dollars is fiscally irresponsible. My goal is to build a grant‑ready county, where good planning positions us to bring outside dollars home instead of squeezing local taxpayers.

DISTRICT 11

Michael Baer: First and foremost, I will not support raising taxes on Knox County residents. Families are already feeling the pressure, and government should learn to live within its means just like they do. Instead, we need to focus on responsible growth and smarter government. That means:

  • Leveraging tourism as Knox County continues to grow
  • Cutting waste and prioritizing spending—every dollar should be accountable
  • Ensuring developers and investors pay their fair share in infrastructure and impact—not shifting that burden onto taxpayers
  • Encouraging private investment and public-private partnerships to fund key initiatives

Growth is happening whether we like it or not. The question is whether we manage it responsibly, or let it cost taxpayers more. I choose responsible growth.

Garrett Holt: The focus should be on growing our tax base responsibly while being disciplined with how we spend. That means attracting and supporting businesses that bring quality jobs and long-term investment. When more people are working, earning, and investing here, revenue naturally increases without placing additional burden on families. At the same time, we need to be thoughtful about spending—prioritizing core services, eliminating inefficiencies where possible, and making sure taxpayers are getting real value for every dollar.

Vivian Shipe: I think we need to take a sharp pencil and shave off excess. I would like to look line by line at our expenditures and make changes. I believe there are dollars there. I think we need to look at ways to work with the public and utilize space to create more profit. i am open to exploring new grant funding.

Liz Tombras: The population growth that we’re experiencing is generating additional retail sales tax revenue, along with the increase in home sales and apartment rentals. When elected Commissioner, I will join the efforts of current office holders in examining county budget spending in identifying potential waste, fraud, and abuse of taxpayers’ money, then work to eliminate it. We need to get a better handle on how our money is being spent, before we consider taking more money in taxes from Knox County families, especially those who are battling to make ends meet now without a tax increase.

David Velarde: see response to question 1

How do you plan to improve local infrastructure, such as roads and public transportation?

DISTRICT 10

Justin Cofer: The answer goes back to my core policy: developers must pay for the infrastructure their projects create. This ensures new growth doesn’t create traffic problems for existing residents or require a tax increase. I also understand that to avoid tax increases, we must focus only on critical needs. This may mean some projects that people want will have to wait, but my priority is funding essential services like public safety and core infrastructure. For public transportation, this means ensuring our current system is safe and efficient before any expansions, and any future growth must be paid for without new taxes.

Kimberly Glenn: Infrastructure must keep pace with growth. I support prioritizing road improvements in high-traffic and high-growth areas. I believe all candidates understand that our roads, infrastructure, and transportation needs are a top priority. We need to work closely with state and regional partners to secure funding and coordinate efforts. Additionally, exploring practical improvements to alleviate congested traffic routes and poorly maintained roadways. Strategic planning today will prevent costly problems tomorrow.

Ronnie Rochelle: Knox County must move from a reactive model to a sustainable infrastructure strategy.

1️. Establish a Restricted Road Fund

  • Create a legally protected road fund dedicated solely to road construction, paving, and maintenance.
  • Prohibit transfers to cover debt covenants or non-road expenses.
  • Increase transparency with annual public reporting on road fund use.

2️. Close the Paving Gap

  • The state recommends paving 180 miles per year; we currently pave about 40 miles, placing us on a 100-year cycle instead of the recommended 12-year cycle.
  • Develop a phased plan to increase paving capacity annually until we meet the state standard.
  • Explore dedicated revenue sources (portion of wheel tax, impact fees, or local option revenues) specifically earmarked for paving.

3️. Long-Term Infrastructure Planning

  • Adopt a 10–15-year capital improvement plan prioritizing road resurfacing, high-traffic corridors, and safety improvements.
  • Use data-driven pavement condition assessments to guide investment.

4️. Protect Core Infrastructure Funding

  • Stop diverting road funds to service debt.
  • Separate infrastructure funding from general fund pressures to ensure sustainability.

5️. Seek Federal and State Grants. Seek state and federal grants to expand service without overburdening local taxpayers.

Bottom Line: We must protect road dollars, increase annual paving capacity, and commit to a realistic long-term infrastructure plan. A restricted road fund is the foundation for moving from a 100-year paving cycle to a responsible 12-year cycle.

Ronin Cunningham: ? I intend to make sure that infrastructure can support both pedestrian and vehicle transport accordingly. For public transport, I would cooperate with the city council and other partners like KAT and CAC Transit to expand public services across the county. Additionally, I would spend money appropriately to maintain the quality of roads, create or repair sidewalks around schools and emergency services, and improve the speed of construction for various public projects. Finally, I would encourage future resolutions that would allow social spaces to be taken into consideration in future development, allowing more green spaces.

Katina Sharp: Infrastructure is at the heart of my platform because it touches everything else—safety, growth, schools, housing, and economic opportunity. Knox County has a pattern of waiting until a road is failing, a bridge is compromised, or a drainage system is overwhelmed before acting, and by that point taxpayers are paying two or three times what proactive maintenance would have cost. That is not fiscal conservatism; it is fiscal negligence. My first priority is a genuine, countywide long‑range capital improvement plan that is transparent to the public. That means systematically assessing our roads, bridges, drainage, school facilities, and public buildings; ranking projects based on safety, equity, and community impact; and identifying funding mechanisms before infrastructure breaks, not after. Having shovel‑ready, well‑documented plans also makes us much more competitive for state and federal infrastructure grants, which increasingly reward communities that can move quickly. On roads and traffic, we have to think regionally. Knox County’s population has climbed past the 500,000 mark and is projected to continue growing, and traffic congestion and pavement deterioration do not stop at the Knoxville city limits. I will push for stronger coordinationamong Knox County, the City of Knoxville, our neighboring municipalities, and TDOT so that major corridors, intersections near schools, and fast‑growing suburban areas are planned and funded as a unified system rather than as isolated projects. On public transportation, I’ll be direct: Knox County has underinvested for a long time, and it shows. Knoxville Area Transit currently runs about 20 fixed routes and related services and carries roughly 2.5–3 million riders a year, but too many workers, seniors, and neighbors with disabilities still cannot reliably get to jobs, appointments, or the grocery store without a car. I will be a strong advocate for expanding and adequately funding transit, supporting KAT and exploring regional transit solutions that match our population growth and economic needs. The through‑line is simple: plan ahead, invest wisely, and stop making working families pay the price for short‑sighted decisions. If we do the planning work now, we can have safer roads, more reliable transit, and  infrastructure that supports growth instead of constantly scrambling to catch up.

DISTRICT 11

Michael Baer: Improving infrastructure starts with prioritizing what matters most and using the resources we already have more effectively. My approach includes:

  • Reallocating existing funds to focus on critical road improvements and congestion areas
  • Requiring developers to contribute to infrastructure costs tied to new growth
  • Pursuing state and federal grants to bring tax dollars back to Knox County
  • Expanding public-private partnerships to accelerate projects without burdening taxpayers
  • Conducting a top-to-bottom review of spending to eliminate waste and redirect funds where they’re needed most

We don’t have a revenue problem- we have a prioritization problem. Fix that, and we can improve roads without raising taxes.

Garrett Holt: We have to be proactive, not reactive—and that starts with intelligent planning. We haven’t meaningfully updated our long-term growth planning in over 20 years. With Advance Knox and the Unified Development Ordinance currently being updated, we have a real opportunity to define what we want Knox County to look like moving forward—and then align our infrastructure with that vision. From there, it comes down to prioritization and coordination. Only a small portion of the county budget goes directly toward roads, and many of the major corridors people rely on every day are state-managed. So improving infrastructure isn’t just about local spending—it’s about planning ahead of development, making strategic investments where we can, and actively advocating at the state and regional level to make sure Knox County is getting its fair share of resources.

Vivian Shipe: I would like to see our current road ways repaired on a much quicker schedule. I am in support of public transportation going from county line to county line. I would be open to exploring solar and electric methods of transportation that does not destroy the environment. I am open to a rail system that would reduce the number of cars on the road, I envision a 24/7 system. This would also bring growth and jobs to areas that were previously in accessible.

Liz Tombras: Knox County has left the responsibility for infrastructure improvements to taxpayers, while new housing sprouts up all around us, without those responsible for creating denser housing paying much toward improving the overtaxed infrastructure. Too often, we see county funds that ought to be directed to road improvements being diverted to other areas. We need to fix our roadways now before any more trails, greenways, and pedestrian bridges are built. We are in good shape with those recreational amenities.

David Velarde: see response to question 1

What are your views on housing development, and how will you balance growth with community needs?

DISTRICT 10

Justin Cofer: Growth is important, but subsidized growth is not always good for a community, and housing must be done in a way that benefits the taxpayer by respecting neighborhood character, following zoning, and ensuring developers pay for the impacts they create.

Kimberly Glenn: Growth is inevitable, but it must be managed responsibly. I support housing development that is thoughtful, well-planned, and aligned with existing infrastructure. We must ensure that new development does not overwhelm schools, roads, or emergency services. At the same time, we need a range of housing options so that families, seniors, and young professionals can all afford to live in Knox County. Balancing growth with infrastructure readiness will be key.

Ronnie Rochelle: Knox County is growing, and we must manage that growth responsibly while protecting existing neighborhoods.

1️. Direct Engagement with Developers: I believe in meeting personally with developers to set clear expectations early — focusing on infrastructure capacity, traffic impact, neighborhood compatibility, and long-term community benefit. Growth should be planned, not reactive.

2️. Support Responsible Affordable Housing: We need to review and properly leverage federal and state housing incentives to encourage responsible, well-designed affordable housing — not just volume, but quality developments that fit our community standards.

3️. Implement Impact Fees: Growth must pay for growth. Impact fees ensure that new development contributes to the cost of roads, schools, and public safety infrastructure instead of shifting that burden onto existing taxpayers.

4️. Balance & Accountability: Smart zoning, infrastructure planning, and transparent communication with residents will help balance economic development with preserving community character.

Bottom line: I support growth, but it must be responsible, infrastructure-supported, and fair to current residents.

Ronin Cunningham: We need to encourage different types of housing developments in order to offer a wide range of affordable and diverse options to those seeking any sort of residence. Allowing more high-density and mixed-use housing will allow more supply into the housing market, helping drive down demand and purchasing prices. For direct action, I will work with various non-profits in order to break much-needed ground on housing developments, targeting those that need it the most and making a steady path to get people back on their feet. In order for this to be achieved, good infrastructure that suits all types of transportation and prioritizes safety has to be created first.

Katina Sharp: Growth is not the enemy—unplanned growth is. Knox County is one of the fastest‑growing counties in Tennessee, and we’re already seeing the consequences of growth that is not paired with a housing and infrastructure strategy: home prices rising faster than wages, long‑time residents getting priced out of neighborhoods, and new development that primarily serves the top of the market. My position is that housing development must work for the whole community, not just for developers and not just for higher‑income newcomers. Recent reports show a median home sale price in the low $400,000s and nearly half of renters in Knoxville and Knox County classified as cost‑burdened, spending more than 30% of their income on housing—and a quarter of renters spending at least half. When thatmany families are stretched that thin, housing is not just a personal problem; it’s a workforce and stability problem for the entire county. That reality should alarm us when we think about the people Knox County depends on the most: teachers, nurses, first responders, service workers, and skilled tradespeople. If they cannot afford to live here, our schools, hospitals, and local businesses suffer. That’s why, when the county is involved in approving or incentivizing development, I will insist that affordability be part of the conversation from the beginning, not an afterthought. I support tools that encourage mixed‑income development and stop treating affordable housing as something to be hidden or pushed to the margins. Growth also has to be paired with infrastructure that can actually support it. You cannot approve dense subdivisions or large apartment complexes and then act surprised when the roads, schools, and water systems are overwhelmed. My focus on proactive infrastructure planning is directly tied to housing policy—they are the same conversation. Smart growth asks who benefits, who bears the costs, and whether the community we are building is one where everyone has a real shot at stability, not just those at the top. I’m not anti‑growth; I’m pro‑smart growth. Done right, we can welcome new neighbors, protect existing communities, and ensure that Knox County remains a place where our kids and grandkids can afford to stay.

DISTRICT 11

Michael Baer: Knox County is growing—and we can’t ignore that. But growth must be managed responsibly, not forced on communities without a plan. I support responsible, balanced development that:

  • Protects the character of our communities
  • Ensures infrastructure keeps up with growth
  • Holds developers accountable for their impact

We should not have a system where longtime residents are pushed out or that creates more problems than solutions. Smart growth means listening to residents, planning ahead, and making sure development benefits everyone—not just a few.

Garrett Holt: Growth is happening whether we like it or not—and that’s because Knox County is such an attractive and affordable place to live. So the real question is how we manage it. The reality is we’re short on housing relative to demand, which is a big part of what’s driven recent price increases. But meeting that demand has to be done thoughtfully. That means protecting existing neighborhoods, maintaining community character, and making sure infrastructure can support new development—but it also means recognizing that growth isn’t one-size-fits-all. What makes sense in rural East Knox County isn’t the same as what makes sense in Hardin Valley or South Knoxville. We have to be conscious of the unique needs and character of each community and each neighborhood as we make these decisions. This requires a more nuanced approach than just being “pro-growth” or “anti-growth.” It starts with planning, and it starts with listening—understanding what each community needs and making decisions that reflect that.

Vivian Shipe: I see housing needs in a different light. Our elderly population is increasing every day. There are seniors living on the streets who can’t afford to live on their social security checks and have no family to care for them. I want to see more residential care home models. I want to see development of more places like Lumen Flats for the 18 to 25-year-old demographic, especially aged out youth. I want housing for those previously incarcerated developed to reduce recidivism.  Single family homes, mixed use housing in new areas. I want those in business to be successful and I would like to work with developers to create ways to build without loss of more farmlands and protect our water. To do these things requires having tough crucial conversations around a table with those who want to build and make the areas better and I want the community members in the areas where the growth is projected at the table. As a commissioner, I will work with who are willing to come to the table and work together.

Liz Tombras: Knox County is experiencing tremendous overdevelopment to the detriment of our culture and safety. The numerous new neighborhoods in all sections of the county are increasing the safety risk of traveling what are often narrow, curvy, and sometimes hilly suburban and rural roads. We need to put the necessary infrastructure in place first – then work to serve the housing needs of newcomers to our area.

David Velarde: see response to question 1

How do you plan to involve residents in decision-making processes? 

DISTRICT 10

Justin Cofer: Residents deserve to be heard in their own communities, and if I can legally do so I will schedule meetups in different areas so taxpayers who are unable to attend regular commission meetings still have a voice.Disct

Kimberly Glenn: Communication is essential to good government. I am committed to being accessible and responsive to the people I serve.

This includes attending community meetings, encouraging public input, and ensuring residents are heard & respected in decisions that affect their neighborhoods. I believe the best solutions come from listening to the people who live and work here. Knox County belongs to its residents, and their voices should always be part of the process.

Ronnie Rochelle: I believe leadership should be visible, accessible, and engaged throughout the entire county.

1️. Chamber & Community Events: I will regularly attend Chamber events across Knox County to hear directly from business owners, community leaders, and residents about their concerns and priorities.

2️. “Meet the Commissioner” Events: I support hosting regular “Meet the Commissioner” events in different parts of the county to create open dialogue and give residents direct access to their elected officials.

3️. Speaking Engagements Across the County: I will participate in civic groups, neighborhood associations, churches, and community meetings throughout Knox County to ensure diverse voices are heard — not just those who come to the courthouse.

4️. Open Communication: Residents should never feel disconnected from local government. I am committed to transparency, responsiveness, and ongoing two-way communication.

Bottom line: Good decisions happen when leaders listen. My commitment is to be present, accessible, and engaged in every part of Knox County.

Ronin Cunningham: The first step in getting residents involved in important discussions is to gain their trust in the government as a starting point. If any disconnect exists between a county’s residents and their representatives, whether from a lack of accessibility, transparency, or a record of distrust and corruption, then that is going to be noticed and must be resolved immediately. Additionally, it is important to make citizens aware of how the local government operates and how to get them involved in their communities, not just during election time. The solution to this can range from setting up a variety of town halls to taking polls to having a strong social media presence.

Katina Sharp: Representative government only works if the representation is real— and right now, too many Knox County residents feel like decisions are made for them, not with them. Changing that starts with accessibility and respect.First, I will be a Commissioner who is consistently present in the community, not just at ribbon‑cuttings and campaign season events. That means showing up in neighborhoods, libraries, schools, churches, and community centers, and making a deliberate effort to listen to people who can’t attend Commission meetings because they are working second shifts, caring for kids, or juggling multiple jobs. If we want real input, we have to go where people already are. Second, I will push the Commission to modernize how it engages the public. That includes more user‑friendly online access to meetings and materials, clearer and more accessible public comment processes, and documents written in plain language so that residents do not need a law degree or a policy background to understand what is being proposed. Transparency is not just about putting PDFs on a website; it is about making sure people can realistically track and influence decisions that affect their daily lives. Third, on major decisions—especially around development, infrastructure, and budget priorities—I will advocate for structured community input before the votes are cast, not as a box‑checking exercise at the end. That can mean neighborhood listening sessions, targeted outreach in affected areas, and feedback processes where residents can see how their input changed or improved a proposal. Too often, public comment is performative; I want it to be formative. Finally, I come to this work as a pastor who has spent her career listening more than she talks. People know their own neighborhoods; they know what’s broken and what’s working. A Commissioner who treats that lived experience as expertise will make better decisions.

DISTRICT 11

Michael Baer: Government should work for the people not around them. I believe in giving residents a stronger voice by:

  • Appointing more citizens not career politicians to county boards and committees
  • Encouraging people to attend meetings, speak up, and be involved in their community
  • Increasing transparency and communication so people know what’s happening before decisions are made
  • Making leadership accessible and responsive, not distant

Too often, people feel like decisions are made without them. That needs to change. The best ideas don’t come from government they come from the people. My job is to listen, represent, and act in their best interest.

Garrett Holt: By showing up and listening. At the end of the day, this job is about representing and advocating for the people who put you in office. That means being present—at community meetings, local events, and in the neighborhoods you serve—and making sure people know how to reach you and feel comfortable doing so. I think this is an area where local government can do a much better job. Too many people feel disconnected from the process, and part of our responsibility is to actively engage residents—not just during election season, but throughout the entire decision-making process.

Vivian Shipe: As an at large commissioner – I consider it my responsibility to know about EVERY district; what their needs are, who their trusted messengers are, and their concerns and fears. I plan to be accessible and to meet with each district monthly. I feel that will make me a better commissioner. I have been a voice for years, standing in front of the podium – I welcome the opportunity to be the voice at the table – if the people will give me the opportunity. We rise TOGETHER!

Liz Tombras: I will institute an open door policy where residents throughout Knox County may contact me, including arranging face to face meetings. The practice by former Knox County Commissioners of holding announced, periodic community meetings appeals to me. And, if response warrants – I am pleased to restart this effort to easily include residents in the decision-making processes.

David Velarde: see response to question 1

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