2026 Town of Warrenton Candidate Q&A

Warrenton's next Mayor and Town Council will make decisions that shape the town for a decade. It might be about whether Warrenton businesses can manage infrastructure repairs, or if the town should invest in economic development, or how do we ensure that our seniors and working families have the places and programs they need to stay here. Regardless of what is on the agenda, the decisions made will be a direct reflection of each council member's priorities and platforms. These are not just "business issues." They're community issues, and every business in Warrenton, from the storefront to the shop floor to the home office, has a stake in getting them right.

On September 9, we joined a room full of business owners and community leaders for Warrenton's candidate forum hosted by Ignite Fauquier. All six candidates for Mayor and Town Council showed up, took the questions, and gave us a first look at where they stand. It was a good start, but it also left room for more questions.

So this week, the Fauquier Chamber asked some of those questions to every candidate. Three for the Mayoral candidates. Three for the at-large Council candidates. Each set tailored to the duties of each office and focused on the challenges and opportunities in front of Warrenton right now.

Below you can see each answer, in each candidate's own words, side by side, just as they were submitted to us.

We also encourage you to visit each candidates social pages listed below to learn more about where each candidate stands on what matters most to you.

Candidates for Mayor:

Darine Barbour for Warrenton Mayor Renard Carlos For Warrenton Mayor McGuire for Mayor

At Large Candidates:

Tammy Lake for Warrenton Town Council At-Large Christian Malott for Warrenton Town Council - At Large Patty Pratt For Town Council

Below you can see each answer, in each candidate's own words, side by side, just as they were submitted to us.

Candidates for Mayor Responses

Question 1

Do you support continuing the mission and funding of the Commission on Open and Transparent Government? What, if anything, would you change about how it operates or reports to the public?

Click the + sign to see each candidates response

Question 2

The Chamber has proposed exploring a public/private partnership to expand the WARF into a multigenerational facility serving daily senior programming and child care, including before and after school care for school age children. Do you support advancing that concept to a feasibility study, and what conditions would you attach?

Click the + sign to see each candidates response

Question 3

The United Way's 2024 ALICE (Asset Limited, Income Constrained, Employed) report measures how many households earn above the poverty line but still can't cover the basics including but not limited to, housing, child care, food, transportation, and health care. By that measure, more than half of Warrenton's households are struggling to make ends meet. Some would address that by helping the employers already in town grow and pay more. Others would focus on attracting new employers. Many would do both. As the town's chief advocate, how would you use the mayor's office to help Warrenton's current residents make ends meet?

Click the + sign to see each candidates response

Darine Barbour

I do not support continuing the Commission on Open and Transparent Government in its current form. I believe the Commission’s initial purpose was to investigate three applications—the Amazon Data Center, Warrenton Village Center, and the Arrington Voluntary Settlement Agreement—to determine whether there were concerns with the approval processes.

Since the Commission was formed, to my knowledge, the only application investigated has been the Amazon Data Center. More than 18 months later, there has been no official report identifying process concerns, while the work conducted by the Commission has cost taxpayers more than $60,000.

I would change how Commission members are selected. Any review or investigation of process and procedure should be conducted by vetted individuals who were not involved in the application review or approval process. This could provide an independent review of procedures and help ensure a clear, consistent approval process while addressing public concerns about potential bias or favoritism toward a particular applicant.

I would also require the Commission to provide quarterly reports to the Town Council and the public, outlining its activities, findings, and costs; which include Town staff and attorney support. Transparency should apply to the Commission itself as well as the processes it is reviewing.

Renard Carlos

I support the concept of the Commission because public trust must be earned through openness, ethical leadership, and measurable accountability. However, taxpayer dollars have already been invested, and the public deserves a clear report explaining how those funds were used, what the Commission has learned, and what reforms it recommends. Until that information is provided and evaluated, I could not support funding beyond what the Town Council has already approved.
I would propose working with my colleagues on the Town Council to permanently embed transparency in Town government. My Public Trust and Accountability Plan includes responsible nondisclosure agreement policies, stronger public-records and email-transparency standards, an independent ethics-review process, annual evaluations of the Town Manager, and moving Council Member Time immediately after Citizens’ Time.
I would also propose an open appointment process for all Town boards and commissions. Vacancies should be publicly advertised, qualifications clearly explained, and every interested resident given an opportunity to apply.
The Commission should provide public updates and a final report with measurable recommendations. Ultimately, the goal should be to create stronger policies and greater transparency so future commissions are not needed to investigate similar concerns.

David McGuire

I support working with the Town Council to continue the mission and funding of the Commission on Open and Transparent Government.
We have a civic duty and a moral obligation to make sure that elected officials work to protect the citizens, be good stewards of taxpayer funds and refrain from casting votes for projects that provide personal financial and non financial benefits of any kind.
The Commission should investigate any instances of malfeasance or self dealing by elected officials. The results of any investigation undertaken by the Commission should be made public via the town’s website, council meetings and by request.
The Town Council should also add to its ethics code, a requirement that all elected officials who vote on projects affecting the town, refrain from becoming consultants, contractors or employees of any company, it's subsidiaries or subcontractors, responsible for or associated with those projects. This requirement would be in affect for a minimum of three years after the vote on a project.

Darine Barbour

I would support a feasibility study to look at the possibility of expanding the WARF into a multigenerational facility. I believe this could be a great opportunity for our seniors, families, and the Town of Warrenton. The facility and grounds could bring new opportunities to Warrenton and help strengthen our revenue base.

Before moving forward, I would want the study to look closely at the costs, funding sources, long-term financial sustainability, and any impact on taxpayers. I would also want to understand how a public/private partnership would work and what responsibilities and financial commitments would fall on the Town.

The study should also determine whether there is enough demand for senior programs and child care needs, whether these services would be accessible and affordable for Warrenton residents, and determine the number of staff required to manage these services and programs.

Most importantly, residents should have an opportunity to provide input before any final decisions are made. This could be done through town halls and public surveys. The feasibility study should give us the information we need to decide whether this is an investment that is sustainable for the future for Warrenton before the Town makes any financial commitment. Additionally, any potential partnership or investment, should not cause a negative impact on the current budget or services being offered to our residents.

Renard Carlos

I am open to exploring additional opportunities that could strengthen the WARF and place it on a more sustainable financial path. The Chamber’s proposal for a multigenerational facility is certainly worth examining through a feasibility study, especially if a public-private partnership could help support the facility’s long-term operating needs.
The study should explore partnerships with Fauquier County, nonprofit organizations, private businesses, and local health-care providers. For example, a partnership with Fauquier Health may be possible in which portions of the facility could support wellness, rehabilitation, or medically related fitness programs. That type of partnership could expand services for residents while creating an additional source of financial and programmatic support for the WARF.
The Chamber’s proposal could also help address the need for dependable child care, before- and after-school care, and daily programming for older residents.I would propose working with my colleagues on the Town Council to evaluate community demand, operating and construction costs, staffing requirements, and potential funding partners. Any feasibility study should include transparent public reporting, community input, no assumption of new tax increases, and a sustainable operating plan that does not create an open-ended financial obligation for Warrenton taxpayers.

David McGuire

I support working with the Town Council to explore a public/private partnership to expand the WARF into a multigenerational facility. The dual programming of seniors and school age children allows the WARF to be utilized at maximum capacity and increases opportunities to generate revenue through fees and possibly grants.

I support advancing the concept to a feasibility study. My conditions are:

1. Ensure that all seniors and school age children are given an opportunity to participate. This could be done by a lottery system to ensure fairness.

2. Ensure that all proposed fees are sufficient to start and maintain the program. We do not want to experience a budget shortfall then have to cancel the programs.

3. Ensure that an adequate safety plan is developed that incorporates traffic, building and personal safety during pickup, drop-off, daily programming and events.

Darine Barbour

I would look to do both—support the businesses we already have while working to attract new employers and businesses.

I would establish a Business Retention Program to help our current businesses remain in Warrenton and, if they choose, provide support as they expand. Business growth could create additional jobs and, the potential opportunity for higher wages. I would work with the Fauquier County Department of Economic Development to identify businesses and employers that complement our existing businesses, provide additional employment opportunities, and engage with prospective employers.

I would also work with local support agencies and nonprofits to create an easily accessible resource library for residents who need assistance with housing, food, child care, transportation, employment, and other essential needs.

Additionally, I would establish a committee to explore workforce development opportunities through The Work Place Career Resource Center and Laurel Ridge Community College Workforce Solutions. This could include career training, certifications, and skills development for residents who want to improve their employment opportunities.

Helping people make ends meet is more than attracting jobs. It means providing the residents with resources, training, and opportunities as well as supporting the businesses that are already part of our community.

Renard Carlos

The best way to help residents make ends meet is by investing heavily in economic development that connects education and workforce training with clear career pathways and available job opportunities. I would work with my Town Council colleagues and Fauquier County to establish a Town–County Business Advisory Council composed of business owners, workforce partners, and economic-development professionals.
The Council’s first responsibility would be to develop a plan tailored to Warrenton’s size, character, and location within Fauquier County’s Center Service District. The plan would coordinate infrastructure, investments, business recruitment, and support for existing employers.
It would identify available commercial and industrial property and recruit right-fit industries, including defense contracting, technology, cybersecurity, professional services, and light industry. Partnerships with community college systems could provide the workforce training employers need while creating pathways to better-paying jobs for residents.
The Town should also inventory and appraise its property. Underutilized assets could be sold or leased transparently, with proceeds reinvested in economic-development incentives.
Investing in economic tourism should also be a priority because it could attract visitors and generate business for existing employers. Together, these efforts could strengthen the tax base and prevent the Town from overburdening businesses that already provide jobs for our residents.

David McGuire

I would work with the Town Council to attract new businesses including those offering excursions, showcase existing businesses through our Weekly Spotlight and promote tourism.

When we bring new businesses to Warranton, the town not only increases its employer base, it becomes a destination that people want to visit often. With more shopping, activity and dining options, for visitors and for residents, our businesses make more money. When that happens, businesses are able to hire more employees, increase salaries and provide additional benefits to help make ends meet.

Candidates At Large Responses

Question 1

Much of the campaign conversation has been about attracting new business to Warrenton. What specific actions would you take as a council member to support the growth and prosperity of the businesses that have already invested in Warrenton?

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Question 2

The town eliminated funding for its Economic Development Manager position in FY2023. Would you vote to restore a fully funded position in the FY2028 budget? If not, who should be doing that work on the town's behalf, and how would you measure whether it is getting done?

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Question 3

Meals tax revenue now provides more than a quarter of the town's general fund. Given that reliance, would you support dedicating a defined share of meals tax collections to programs that directly benefit the restaurants and hospitality businesses that generate it? If not, what would you do to protect and grow that revenue base?

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Tammy Lake

I touched on this at the forum. Attracting new business, such as satellite offices for government contractors, can strengthen Warrenton's existing business community by bringing new customers, employees and investment into the town. Government contractors could provide well paying professional jobs, increasing daytime spending at local restaurants, coffee shops, retail stores and service businesses. Employees working locally are more likely to shop, eat, use personal services, and participate in community activities. These businesses can also create indirect economic opportunities for existing companies-from accounting and legal services to IT, property management, construction, maintenance, and other professional services. Importantly, Warrenton can pursue this growth without changing its small town character by focusing on appropriate office locations, adaptive reuse of existing buildings, and businesses that compliment but not compete.

Christian Malott

As a former business owner (I ran my own solo law practice for several years), I have a taste of what our businesses go through daily to try to keep the doors open. Communication with our businesses is key. For example, I have heard from numerous businesses that the timelines for the recent construction projects came as surprises to them. We can do better in ensuring that our businesses stay informed, well in advance, so that they can plan accordingly for any such disruption to their work. As an at-large council representative, I will keep an active presence for all five wards. I plan to have monthly, ward-specific meetings so I can stay informed as to what is impacting particular areas of town. Our business leaders are more than welcome to these meetings to voice their concerns as well. I will also be readily available in the times in between council meetings, etc. for addressing issues that may arise. I want these businesses to thrive. Having an open-door policy will aid in getting the solutions that these businesses need as soon as possible.

Patty Pratt

The growth and prosperity of the businesses that are currently here in Warrenton would benefit from additional foot traffic, a single Town events calendar, and increased marketing to all households in a 10-15 mile radius around the Town. I will advocate for a specific task to be assigned to an existing Town staff member to develop a unified calendar for events. The events would be gathered by specific points of contact such as Experience Old Town Warrenton, Ignite Fauquier, and other business organizations and submitted to the keeper of the calendar. The distribution of the calendar would be funded by a small percentage of the BPOL tax and additional purchased advertising. This would drive repeated foot traffic from households that are already nearby, inform County residents of the Town’s special promotions and attract visitors to events.

Tammy Lake

Warrenton can strengthen economic development without adding a new position by assigning clear responsibility within the existing staff. The town manager could serve as the executive lead, while an existing community development or planning employee could dedicate a portion of their time to business recruitment. The town could also partner with the Fauquier County Economic Development Authority, Chamber of Commerce and local business community to share resources, leads and expertise rather than duplicating services. Most importantly, the town should establish specific goals and accountability-such as attracting new employers, helping existing businesses expand, filling vacant commercial spaces and increasing the commercial tax base. We don't necessarily need another position or another salary. We need someone who is clearly responsible and accountable for economic development.

Christian Malott

An economic development manager is ultimately something that the town should work towards in its budget. It goes without saying that the viability of the town relies on the strength of its businesses, and having a designated employee to keep track of these evolving issues could prove beneficial. However, we must couch this prospect with the recognition that our budgets have been met with a shortfall for the past several years, thus causing taxes to be increased in order to meet the town’s budgetary needs. We are also facing even greater budgetary struggles in the near future with the advent of the hospital changing ownership to nonprofit Bon Secours. This will result in an estimated $300,000 - $400,000 annual loss to our general fund. So while the economic development position could ultimately prove fruitful towards balancing our budget, our immediate budgetary needs and capabilities may not leave open the possibility for the salary at this juncture. Focusing on filling our empty storefronts, and the increased commercial tax revenue that will result therefrom, will help towards getting us to a position where we can more easily fund this position.

Patty Pratt

I would ask the Town Manager to realign Town staff objectives to include the duties that are typically performed by an Economic Development Manager. I would encourage representatives from the various business organizations to participate in regular meetings to steer the Economic Development staff member and provide direct feedback. I would ask the business owners to create the future they would like to see for their business and set that as the goal for the Town to enable them to be successful. With every interaction between the Town and business owners, I would ask the owners to set milestones that are achievable and define the actions that they can commit to. Then, I would work to create a climate of collaboration inside the Town government offices to support our businesses rather than stand in their way.

Tammy Lake

Protecting and growing our restaurant and hospitality sector is important to the town's financial health. I would explore creating a Restaurant and Hospitality Partnership Fund, using a small defined portion of future meals-tax growth to reinvest in programs that directly support and grow businesses generating that revenue. The fund could support marketing Warrenton as a dining destination, community events increase foot traffic, and outdoor dining improvements, and initiatives that attract visitors and customers to our local businesses. I would also support a Restaurant & Hospitality Advisory Group, made up of local business owners. We should also make it easier for restaurants to open, expand and succeed by improving coordination with town staff and addressing barriers. The objective is straightforward: support the businesses generating this important revenue, attract more customers to Warrenton, and grow the meals-tax base without placing additional burdens on taxpayers

Christian Malott

My answer here ties back to my previous answer, where the idea proposed in this question is a beneficial idea, but we ultimately need to become more solvent in our budget in order to fund such programs. Our restaurants are obviously a huge component of Warrenton’s commercial backbone. They create a draw from not only locals, but also passersby and nonlocals, alike. Giving back to them through supportive programs in order to ensure that they stay part of our community is therefore an important goal. With our current general fund, we are perhaps too reliant on the meals tax in order to meet our annual budgetary needs. The diversification of our commercial tax base is an immediate, significant goal towards decreasing this reliance. Until the town actively prioritizes its economic needs to get us out of these perennial shortfalls, I fear we may never have the opportunity to entertain these proposed programs for our restaurants.

Patty Pratt

I do agree with spending a portion of the revenue generated by meals tax with promoting our restaurants and hospitality services. It’s a revolving cycle of investment that grows greater annually. It just makes common sense to protect and grow this tax base. For the downtown area, I am a proponent of well-marked large signs for parking and more parking spaces with longer than 2 hour parking. Who can eat dinner and then shop in 2 hours? Benches along the hills leading up to Town could potentially be sponsored by businesses with plaques encouraging more residents to walk the high hills into Town.

2026 Town of Warrenton Candidate Q&A

Candidates for Mayor Responses

Question 1

Question 2

Question 3

Candidates At Large Responses

Question 1

Question 2

Question 3

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