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What’s Up? Annapolis: You ran a one-man campaign and still won a county-wide race for executive—how did you do it?

John Leopold: (laughing) That description, popular in the media, was helpful but not entirely accurate. I had a cadre of volunteers, about thirty in all, from all over the county, who added experience and knowledge about campaigning to my effort. In addition, I knocked on over 17,000 doors, put up most of the small yard signs, and designed my own television commercials. It was my debate performance on television in October that proved to be a watershed event as an influence on the general election.

WUA: How did you avoid the “Republican Curse”? What message did the voters send on November 7, 2006?

JL: Over a 30-year career I’ve been viewed as an independent pragmatist who has built successful coalitions to solve problems. And the message that the voters sent was that they prefer independent pragmatists to ideologues.

WUA: What did the tough primary process—running against four strong opponents—teach you?

JL: I knew that after the two polls put out by the Capital newspaper and Anne Arundel Community College that indicated a neck-and-neck race that I had to distinguish myself from the other candidates in order to pull ahead, and I was able to successfully do that.

WUA: What do you want to get done by the end of your first year in office?

JL: Over the coming year, I can think of five things right off the bat that I want to get done. Revising the general development plan. Reestablishing a foundation of trust on money matters. Creating a 311 communications system to enhance constituent service. Reforming the impact fee law to make it more progressive. And strengthening the adequate public facilities law.

WUA: How about by the end of your first term?

County Executive John Leopold swearing in at his inauguration on December 4, 2006.

JL: Addressing the workforce housing issue by offering incentives to move to the county. I’d like to deal with the development industry. I’d like to identify a funding source for the storm water management problem. I’d like to move forward with several dormant proposals to develop town centers in places like Odenton, Parole, and Glen Burnie. And I’d like to strengthen cancer awareness, with a focus on early detection.

WUA:  This topic came up frequently at the county executive debate forums: What kind of relationship do you foresee yourself having with the school board?

JL:  That’s a timely question, actually.  I recently met with school board members and the superintendent.  I intend to have a very collaborative and communicative relationship with them, with frequent contact.  We need consensus-building to decide budget parameters within our fiscal boundaries. I support excellence and rigorous curriculum. But we need to arrive at a consensus regarding academic and school construction priorities within the budget, due to the fiscal constraints of the budget.

WUA: Are you inheriting a surplus or a deficit?

JL: We’re in good shape now but the first several months of 2007 will be fiscally challenging.

WUA:  Another topic at the debate forums was smart growth. You mentioned that you want to help people steward their natural resources; how do you plan to do that?

JL:  Well, I was the original sponsor in 1996 of the smart growth legislation.  I’m an advocate of revitalizing old neighborhoods with existing infrastructure.  I also like multi-use buildings such as the one at MARC Odenton.

WUA:  Buildings with condos, office space, and retail at ground level?

JL:  Exactly.  Those also boost the commercial tax base, and will be my economic director’s priority.  Rejuvenating town centers at Parole, Glen Burnie, and Odenton is a priority.

WUA:  And how will you address the challenges you face as a result of BRAC?

JL: I have a three-point plan:  Revise the general development plan, strengthen the Adequate Public Facilities Law, and implement a capital projects schedule to make sure improvements are happening on schedule.  This will ensure a greater degree of certainty that projects are being completed.

WUA:  So tell us about your governing style.  Why Dennis Callahan as chief of staff?

JL:  Well, it’s funny.  I’ve known Dennis for about 20 years, and during the campaign, as you know, he ran in the Democratic primary. We have a lot in common—we’re both melanoma survivors, and we’re pretty independent.  We’re both nonideological and pragmatic.  I like a good sense of humor in my staff, but also for them to be productive and intelligent.  That was one positive outcome of the campaign for both of us.  And I will say this:  In my administration, I never once asked an applicant what their political affiliation was.

WUA:  So you are both melanoma survivors, as we learned during the campaign.

JL:  Yes, you know, as county executive, one of my initiatives is early detection.  There is a high rate of cancer in this county, and there is a direct connection between industrial pollution and cancer rates that’s been understated.  Prevention is as important as early detection.  That’s something I am planning to push for.

WUA:  What about personal challenges?  Do you foresee any changes in your personal life as a result of your new position?

JL:  Well, I’ve been in office for 30 years, and I’m pleased to experience the transition.  It has gone seamlessly.  I’ve been able to put together an administration in 3 weeks and make top-notch, high-quality appointments.  All these years of experience have been helpful in this development of government.

WUA:  Why did you choose to keep budget officer Hammond, comptroller Brown, and the other members of Owens’s staff?

JL:  Their institutional knowledge is useful, so they would be foolish to discard.  Three things I look for are ability, trustworthiness, and the need for helping people.  I can tell when people have that right when they walk into my office, before they even speak. I can read it in them.

Anne Arundel County Executive John R. Leopold’s staff (l-r) Michele Cross, Mary Fawcett-Watko, Anne Arundel County Executive John R. Leopold, Judi Wobensmith, and Laura Wicklund.

WUA:  When you were participating in all those forums, did you hear any ideas from the other candidates that you’d like to keep?

JL:  (Pausing to think) Frankly, no—nothing in particular stands out. I’ve had my own chance to give some time and effort do developing my vision for the future.  I’ve developed what I really believe are the best practices for the county.

WUA: What have you learned from your legislative career that will help you as county executive?

JL: First, my 20 years of service in the Maryland General Assembly have helped me to identify key people who should be a part of my new administration. Second, my legislative experience will enable me to secure state dollars for county projects.

As a delegate, I had more time to pursue my intellectual curiosity. I also had time to meet and build relationships with other delegates. Building coalitions takes time.  I also like to read, especially biographies—I just read one on John Adams.  It will take away from my time for personal intellectual pursuits.  But it’s a new challenge.  I don’t know if you know this—I used to paint, before I got into government.  I look at government as a creative way to solve problems.  I’ve already been on the phone with constituents and solved problems for them, and I’m not even in office yet.

WUA:  Well, it goes without saying you’ll have a good relationship with your former colleagues, the delegates. What kind of relationship do you foresee with Governor O’Malley?

JL:  A good one, a constructive one. We worked in agreement on the Baltimore City schools issue, seeing it as a state as well as a local issue. He is someone who believes in management accountability and he’s collaborative, so I think it’ll be a constructive, collaborative relationship.

WUA: How are your relations with the Anne Arundel County Council?

JL: I’ve known the four incumbents for a long time, and I have a good relationship with each of them, especially on the panhandling issue. I look forward to building a good relationship with the new council members.

WUA: Your five predecessors endorsed your opponent in the general election. What lingering effect will that have on your relationship with them?

JL: (tongue-in-cheek) Well, at the county administration building, their portraits will be on one side of the hallway, and mine will be on the other.

WUA: You ran for governor of Hawaii in 1978. Any aspirations for governor of Maryland after this?

JL: I am totally focused on being county executive of Anne Arundel County.

WUA: What do you want your legacy as county executive to be when you leave?

JL: That I was a responsible steward of the people’s fiscal and natural resources and that I left the county in great shape for future generations.
WUA:  Before we finish, tell us how your inauguration went (Leopold was sworn in to office Dec. 4).

JL:  Well, I’m the first county executive from the north of the county, so to celebrate that I decided to have the inauguration in Brooklyn Park.  When I was campaigning at Mt. Olive Church in Annapolis, I heard a sax player named Art Sherrod. I asked him to perform “My Way” by Frank Sinatra at the inauguration.

WUA:  Congratulations on the win.

JL:  Thank you.

Mark Croatti teaches American government at the U.S. Naval Academy in Annapolis, Maryland.
Kim DeBarge is a copy editor for a Baltimore publishing firm and a freelance writer.
Arianne Aryanpur is a staff writer for The Washington Post.