The Jefferson Review Voters Guide

Special Edition

The Jefferson Review Voters Guide is designed to help voters hear directly from the candidates seeking to represent Jefferson County. Candidate answers are published as submitted so readers can compare responses in each race.

Editor’s Note: Candidate responses are not endorsements by The Jefferson Review. Answers are provided by the candidates and are shared for voter information.

David Frank

Political Party Affiliation: Democrat

Short Candidate Bio

David Frank is a Marine Corps veteran, business transformation executive, and candidate for Jefferson County Executive. With more than 15 years of experience leading complex organizations, managing large budgets, and delivering results, he has built a career focused on accountability, operational excellence, and responsible leadership. David is a husband, father of four daughters, and active community member who serves on his Property Owners Association board, where he oversees road maintenance and construction. David is running to bring disciplined leadership, strong infrastructure planning, responsible spending, public safety, and transparent government to Jefferson County.

Why are you running for this office?

I'm running for County Executive because I care deeply about the future of Jefferson County and believe I have the experience and leadership skills to help guide it through a period of significant growth and change. I've always believed that leadership is about service, responsibility, and accountability. Throughout my professional career, I've led complex organizations, managed large budgets, and brought people together to solve difficult problems and deliver results. Jefferson County is growing, and that's a good thing. But growth brings challenges. Our infrastructure is under pressure, demands on public services are increasing, and taxpayers deserve confidence that their money is being spent wisely. I believe the county needs leadership that focuses on execution, transparency, and long-term planning rather than short-term politics. I've seen firsthand how infrastructure decisions affect residents every day. I've also seen the importance of listening to people, being transparent, and following through on commitments. I'm not running because I'm a politician. I'm running because I believe I can help make county government more responsive, more accountable, and better prepared for the future. I want to bring the same disciplined, results-oriented leadership that I've applied throughout my career to serving the people of Jefferson County.

What experience best prepares you to serve in this role?

I believe my combination of military service, executive leadership experience, and local community involvement has prepared me well for this role. As a Marine Corps veteran, I learned the importance of leadership, accountability, teamwork, and service before self. Those lessons have stayed with me throughout my life and career. Professionally, I've spent more than 15 years leading complex organizations, managing large budgets, aligning diverse stakeholders, and delivering results in environments where accountability and execution matter. I've led large-scale transformation initiatives, managed multimillion-dollar programs, and worked through complex challenges that required balancing priorities, resources, and long-term objectives. Locally, I serve on my Property Owners Association board, where I'm responsible for road maintenance and construction. That role has given me firsthand experience with infrastructure planning, budgeting, vendor management, and understanding how local decisions directly impact residents. Most importantly, I've built my career bringing people together to solve problems. A County Executive works with elected officials, city leaders, county departments, businesses, and residents. Success comes from listening, building consensus, making informed decisions, and following through. That's exactly what I've done throughout my career.

What is the most important issue facing Jefferson County right now?

Managing growth responsibly while maintaining infrastructure, fiscal discipline, and public trust. The county continues to grow as part of the broader St. Louis metro expansion, bringing new housing, new development proposals, increased traffic, infrastructure demands, and pressure on county services. At the same time, residents want to preserve quality of life and ensure growth doesn't outpace roads, utilities, public safety resources, and county planning. The biggest challenge facing Jefferson County is making sure growth doesn't outpace our ability to support it. Whether we're talking about roads, public safety, development projects, or county services, the question is the same: Are we planning ahead, or are we reacting after the fact? I believe county government needs to be more proactive, more transparent, and more disciplined in how it manages that growth.

What is one specific thing you would like to accomplish during your term?

If I could accomplish one thing, it would be to leave Jefferson County with a clear, long-term infrastructure and capital planning process that residents trust. My experience has taught me that good outcomes come from good planning, transparency, and accountability. If we can create a disciplined approach to infrastructure, spending, and growth, we'll set the county up for success long after any one elected official leaves office.

How would you describe your approach to serving taxpayers?

My approach to serving taxpayers is simple, every dollar belongs to the people of Jefferson County, not the government. Taxpayers work hard for their money, and they deserve to know that every dollar is being spent responsibly and producing value for the community. Throughout my career, I've been entrusted with large budgets and significant responsibilities. I've learned that good leadership means being a good steward of resources, setting clear priorities, measuring results, and being accountable for outcomes. As County Executive, I would approach taxpayer dollars the same way I would approach my own household budget, invest in what is necessary, plan for the future, avoid waste, and make sure people understand where their money is going and what they're getting in return. I believe taxpayers deserve efficient government, transparent decision-making, and leaders who treat public funds with the same care and responsibility that families use to manage their own finances.

What is your vision for Jefferson County over the next four years?

My vision for Jefferson County over the next four years is to build a county that is prepared for growth, trusted by its residents, and positioned for long-term success. I want Jefferson County to be known for strong infrastructure, responsible financial management, safe communities, and a government that is transparent, responsive, and accountable to the people it serves. I want residents to see roads and infrastructure that are planned proactively rather than repaired reactively. I want taxpayers to have confidence that their money is being spent wisely and that county government is focused on delivering results. I want our cities and the county working together as true partners, aligning on economic development, public safety, and long-term planning. And I want businesses to view Jefferson County as a place where responsible growth is welcomed because we have the infrastructure, leadership, and vision to support it. Most importantly, I want residents to trust that their county government is listening, communicating openly, and making decisions based on what's best for the community, not politics. If people can say that Jefferson County is better prepared, better managed, and better positioned for the future than it is today, I'll consider that success

How would you evaluate the current direction of county government?

I think Jefferson County has many strengths and there are a lot of dedicated public servants working hard every day on behalf of residents. We've seen continued growth, economic development opportunities, and investments in infrastructure that can position the county well for the future. At the same time, I believe we're at an important crossroads. Growth is creating new demands on our roads, public services, and infrastructure. Residents are asking important questions about transparency, long-term planning, and how taxpayer dollars are being spent. My view is that the county needs to become more proactive rather than reactive. We need stronger long- term planning, better coordination with our municipalities, and a continued focus on accountability and communication with residents. So I wouldn't characterize the current direction as entirely right or wrong. I would say Jefferson County has tremendous opportunity, but we need disciplined leadership to make sure growth is managed responsibly and that residents remain confident in the decisions being made on their behalf.

What departments or services would be your top priorities as county executive?

If elected County Executive, my priorities would focus on the areas that most directly impact residents' daily lives and Jefferson County's long-term success. First, I would prioritize infrastructure and public works. As our county continues to grow, we must ensure our roads, bridges, and other critical infrastructure keep pace through thoughtful planning and responsible investment. Second, public safety would remain a top priority. Residents deserve safe communities and confidence that our law enforcement, emergency management, and first responders have the resources and support they need to serve effectively. Third, I would focus on fiscal responsibility. Taxpayers deserve transparency, accountability, and assurance that county resources are being managed wisely and sustainably. Fourth, I would support responsible planning and economic development that encourages growth while protecting the character of our communities and ensuring infrastructure can support future development. Finally, I would work to improve government efficiency, responsiveness, and transparency so residents have confidence that county government is listening, communicating openly, and delivering results. Together, these priorities will help ensure Jefferson County remains a safe, prosperous, and well-managed place to live, work, and raise a family.

How would you work with the County Council when there are disagreements?

Disagreement is a normal and healthy part of government. In my career, I've spent years bringing together people with different priorities, perspectives, and interests to solve complex problems and make important decisions. My approach would be to start by listening and understanding the concerns behind the disagreement. Often, people may disagree on the solution while sharing the same ultimate goal. I believe in using facts, data, and open communication to find common ground whenever possible. As County Executive, I would work to build strong relationships with County Council members, maintain regular communication, and involve stakeholders early in the decision-making process rather than waiting until issues become contentious. That doesn't mean we will always agree. There will be times when reasonable people have different opinions. When that happens, I will remain respectful, focus on what's best for Jefferson County, and work toward solutions that serve residents rather than political interests. My goal would not be to win arguments. My goal would be to build consensus, make informed decisions, and keep the county moving forward.

What is your approach to the county budget, staffing, and long-term financial planning?

My approach to the county budget begins with a simple principle: every taxpayer dollar should be treated as a valuable resource entrusted to county government. I believe budgeting should be driven by priorities, not politics. Before we discuss spending, we need to clearly define what services residents expect, what infrastructure investments are necessary, and what outcomes we are trying to achieve. From there, resources should be allocated based on need, value, and long-term impact. When it comes to staffing, my focus would be on ensuring departments have the people, skills, and tools necessary to serve residents effectively. At the same time, I believe we have a responsibility to regularly evaluate staffing levels, productivity, and organizational efficiency to ensure taxpayer dollars are being used wisely. Long-term financial planning is equally important. Jefferson County cannot rely on one-time funding sources or react to challenges as they arise. We need multi-year planning for infrastructure, facilities, equipment, and future service demands so we are prepared for growth and economic changes. My goal would be to build a culture of fiscal discipline, transparency, and accountability where residents can clearly see how their money is being spent and the value they are receiving in return.

How should Jefferson County handle growth in areas where roads, public safety, and infrastructure are already under pressure?

Growth is a positive sign that people want to live, work, and invest in Jefferson County. However, growth should never outpace our ability to support it. My approach would be to ensure infrastructure, public safety, and service capacity are part of the conversation before major development decisions are made, not after. That means evaluating road capacity, emergency response coverage, utilities, and long-term maintenance costs as part of the planning process. I believe growth should pay for growth whenever possible. New development brings opportunities, but it also creates demands on roads, public safety, and county services. We need to make sure those impacts are understood and that infrastructure investments are planned and funded responsibly. Equally important is working closely with our cities, emergency service providers, and community stakeholders to ensure growth is coordinated across the county. No single jurisdiction can solve these challenges alone. My goal would be to manage growth in a way that protects taxpayers, maintains quality of life, and ensures Jefferson County remains a place where families and businesses can thrive for generations to come.

What would you do to improve public trust in county government?

Public trust is earned through transparency, accountability, and consistent communication. I believe residents are more likely to trust government when they understand how decisions are being made, how taxpayer dollars are being spent, and what results are being achieved. That starts with being open and accessible, especially on issues that have a significant impact on the community. As County Executive, I would work to improve communication with residents, provide greater visibility into county priorities and spending, and ensure major decisions are discussed openly and transparently. People may not always agree with every decision, but they should never feel like decisions are being made without their knowledge or input. I also believe trust comes from keeping commitments. If county government sets goals, residents should be able to see progress, understand challenges, and know whether those goals are being achieved. Throughout my career, I've learned that trust isn't built through promises, it's built through performance. My goal would be to create a county government that listens, communicates openly, follows through on commitments, and earns the confidence of the people it serves every day.

What is one decision you believe county government has handled well, and one area where it needs improvement?

One area where I believe county government has done well is recognizing that Jefferson County is growing and actively pursuing opportunities for economic development and investment. Growth brings challenges, but it also brings jobs, new businesses, and an expanded tax base. County leaders have worked to position Jefferson County to benefit from those opportunities, and that's important for our long-term success. At the same time, I believe there is room for improvement in transparency, communication, and long-term planning. As development pressures increase, residents want to understand not only what decisions are being made, but why they're being made and how they will impact their communities. People are more likely to support difficult decisions when they feel informed and included in the process. My goal would be to build on the positive momentum we have while strengthening communication, improving transparency, and ensuring infrastructure, public safety, and county services keep pace with growth. Good government isn't just about making decisions, it's about earning the public's trust in those decisions.

Would you support sewer and/or water service consolidation in the county? Why or Why not?

I would evaluate any sewer or water service consolidation based on what delivers the best long-term outcome for residents, taxpayers, and the communities being served. Consolidation can offer advantages, including economies of scale, improved infrastructure planning, greater operational efficiency, stronger regulatory compliance, and the ability to fund major capital improvements that smaller systems may struggle to afford on their own. At the same time, consolidation is not automatically the right answer in every situation. Residents are rightly concerned about local control, service quality, accountability, and potential impacts on rates. Those concerns deserve careful consideration. My approach would be data-driven and focused on outcomes. Before supporting any consolidation effort, I would want to understand how it affects service reliability, infrastructure investment, customer costs, long-term financial sustainability, and local representation. Ultimately, my responsibility would be to ensure that any decision improves service and protects taxpayers. If consolidation creates better service, stronger infrastructure, and reasonable costs for residents, I would support it. If it does not, I would look for alternative solutions.

Voters Guide Notice: This candidate profile is not a paid advertisement. Candidate responses are published as part of The Jefferson Review Candidate Voter Guide and are presented in the candidate’s own words.

The opinions and statements expressed above are solely those of the candidate or campaign and do not necessarily reflect the views of The Jefferson Review, its staff, sponsors, or partners. Publication of a candidate response does not constitute an endorsement.

Candidate responses were submitted through The Jefferson Review Candidate Voter Guide questionnaire. Responses are presented in the candidate’s own words and have not been rewritten by The Jefferson Review. Formatting may be adjusted for spacing, readability, or display.

Questionnaire Note: Candidates were invited to respond to the same questionnaire for this office. If a question was left blank, The Jefferson Review may mark that answer as “No response provided.”