RENARD'S PRIORITIES
PROMISES TO PROGRESS
These are the issues that shape daily life in Warrenton and the practical steps Renard Carlos will take as mayor to address them.
Economic Development
Renard’s economic plan is focused on keeping opportunity and revenue in the Town by supporting small businesses and building a stable workforce that strengthens long-term fiscal health.
As mayor, he will push targeted incentives and streamlined processes for local entrepreneurs, leverage downtown and tourism assets to bring spending into Warrenton, and better coordinate Town and County strategies so growth strengthens the tax base and reduces pressure on residents.
A FOUR-PART ECONOMIC-DEVELOPMENT PLAN
1.Establish a Town–County Economic Partnership
Renard will work with Fauquier County to establish a Town–County Business Advisory Council composed of business owners, workforce partners, and economic-development professionals.
The council would help develop a unified five-year economic-development plan for Warrenton and Fauquier County’s Center Service District. Warrenton’s economic future cannot be planned in isolation. The Town and County must coordinate their priorities, investments, business-recruitment efforts, and infrastructure planning.
2. Recruit Right-Fit Industries and Create Career Pathways
Warrenton should recruit industries that create quality jobs, strengthen the tax base, and fit the character and scale of the community. Potential sectors include:
• Defense contracting
• Information technology
• Cybersecurity
• Professional services
• Light industry
These industries align with affordable degree and certificate programs available through Laurel Ridge Community College. Coordinating employer recruitment with workforce training would provide businesses with skilled workers while creating attainable career opportunities for local residents.
Renard will also support an inventory of property already designated for commercial and industrial use. The Town and County should determine which industries are appropriate for each location and whether the Fauquier County Economic Development Authority can help prepare strategic properties or establish public-private partnerships.
3.Put Public Assets to Productive Use
Renard will call for a comprehensive inventory and professional appraisal of Town-owned property.
Underutilized assets should be evaluated to determine whether they continue to serve a public purpose or could be sold through a competitive and transparent process. Responsible disposition of surplus property could generate revenue, return property to the tax rolls, and encourage appropriate private investment.
4.Invest in Tourism and Existing Businesses
Warrenton’s historic downtown, restaurants, locally owned businesses, cultural resources, and community events are important economic assets.
Renard will pursue a tourism-based economic-development program that attracts visitors, supports existing businesses, and keeps more spending within the Town. He will also work with the Town Council to make measurable budget investments in business recruitment, retention, tourism, and professional economic-development staffing.
Economic development must be more than a slogan. It must create opportunity, support local businesses, protect taxpayers, and preserve Warrenton’s identity.
Keep Warrenton LIVABLE for working families.
Data Centers
Renard’s position is clear: residents have been clear they do not support large-scale data centers in the Town, and those concerns about infrastructure, costs, environment, and quality of life must be respected. He supports transparency and meaningful public input on major land-use decisions, and he will pursue growth that better fits Warrenton’s scale and character while ensuring large commercial development pays its fair share.
Growth THAT FITS Warrenton, not overpowers it.
Government Responsibility
Renard Carlos believes public trust must be earned through open government, ethical leadership, and measurable accountability. As mayor, he will work with the Town Council to advance five reforms that ensure transparency and responsible leadership are embedded in how Town government operates.
The Warrenton Public Trust and Accountability Plan
1. Responsible Nondisclosure Agreement Policy
Nondisclosure agreements involving Town employees should be used only when legally necessary—not as a means of concealing public business or preventing legitimate disclosures. Renard will propose a policy requiring every NDA to:
*Receive legal review from the Town Attorney.
*Receive written authorization from the Town Manager.
*Be narrowly limited in purpose, duration, and scope.
*Be maintained in a centralized Town record.
*Preserve whistleblower protections and all lawful disclosures.
*Comply fully with the Virginia Freedom of Information Act and other applicable laws.
2. Public Records and Email Transparency
The public should be able to understand how decisions are made and how official Town business is conducted.
Renard will propose policies clarifying that:
*The Town Manager—not the Mayor—is the Town’s chief executive officer when applying Virginia’s working-papers exemption.
*Public disclosure should be the presumption unless a specific legal exemption applies.
*Town business conducted through personal email accounts, phones, or other devices remains subject to applicable public-records retention and disclosure requirements.
*Officials and senior employees receive regular training on public-records responsibilities.
3. Independent Ethics Review Process
Ethics complaints involving senior Town officials must be handled fairly, consistently, and without political interference. Renard will propose a formal review process for ethics complaints involving the Mayor, Town Council members, Town Manager, Town Attorney, or senior Town staff. The process should include:
*Clear procedures and deadlines.
*Written notice of the allegations.
*Mandatory recusal when a conflict of interest exists.
Independent review when appropriate.
*A fair opportunity for all parties to respond.
*Public reporting of findings to the extent permitted by law.
4. Annual Town Manager Performance Review
The Town Council should establish a specific date each year for a formal evaluation of the Town Manager. This review should measure performance in areas such as financial stewardship, service delivery, personnel management, capital projects, transparency, responsiveness to residents, and progress on Council priorities.
Warrenton has not consistently conducted this type of structured annual review. As a result, concerns that might have been identified and corrected early have sometimes remained unresolved until they contributed to the resignation or dismissal of a Town Manager. That instability disrupts Town operations, delays important projects, and ultimately harms residents.
An annual review would give the Council and Town Manager a regular opportunity to address concerns, recognize accomplishments, establish measurable goals, and agree on expectations for the coming year. The purpose is not political—it is to promote accountability, improve performance, and provide Warrenton with stable and effective professional leadership.
5. Council Meeting Accountability
Residents deserve more than an opportunity to speak—they deserve to know that their concerns have been heard and will receive appropriate follow-up.
Renard will propose placing Council Member Time immediately after Citizens’ Time during regular Town Council meetings. This change would allow elected officials to acknowledge concerns raised by residents, provide available information, direct questions to the appropriate Town staff, and publicly commit to following up when an immediate answer is unavailable.
This change would allow residents to hear directly from their respective elected official in a timely manner.