Interview on a possible Daytona Beach mayoral run

We sat down with Dr. Kerry B. Lewis to talk through what a first term might look like—who he’d hire, how he’d collaborate, and what he’d tackle on day one. He spoke candidly about affordability, infrastructure, public safety, and the First Step Shelter, emphasizing transparency, local partnerships, and measurable outcomes.

Campaign context and regional collaboration

Daytona Beach holds its municipal elections in even-numbered years alongside county, state, and federal races, with candidate processes coordinated by the City Clerk’s Office—timing and compliance that shape any prospective run and transition timeline. Public filings also show a committee listed as “LEWIS FOR MAYOR,” dated November 4–5, 2025, which situates his exploratory posture in the public record without signaling a finalized decision on a ballot entrydocquery.fec.gov.

Building the team: staff structure and standards

Lewis described a lean, outcomes-driven staff model focused on service delivery rather than political theatrics.

• City manager partnership: He underscored professional administration and clear performance dashboards over micromanagement, with quarterly public briefings to track progress.

• Community engagement: A small “civic liaison” unit to convene neighborhoods, faith groups, business districts, and nonprofit partners—surfacing local priorities and co-designing solutions.

• Data and accountability: A performance office to publish open metrics on permitting timelines, infrastructure maintenance, shelter throughput, and public safety response times.

• Ethics and procurement: Tight conflict-of-interest rules, competitive bidding, and vendor scorecards published online.

Working with other mayors and regional partners

• Regional mayors’ council: Monthly coordination on stormwater, housing, economic development, and emergency management—with shared grant strategies and unified positions at the county/state level.

• Interlocal agreements: Clear MOUs to align infrastructure investments that cross city lines, avoiding duplication and leveraging scale for better utility negotiations.

• Business and civic chambers: Emphasis on evidence-based advocacy and transparent public forums before policy votes, aligning with regional voter education efforts rather than endorsements.

Day-one priorities: affordability, utilities, and tax policy

• Affordability review: Launch a 90-day audit of city fees, permitting timelines, and zoning bottlenecks that raise housing and small-business costs. Pair with expedited approvals for code-compliant infill housing and adaptive reuse.

• Property tax posture: Commit to a public “truth-in-millage” forum—laying out options and tradeoffs before any rate decisions, with a bias toward broad relief through efficiency gains rather than shifting burdens onto renters or small businesses.

• FPL and utility costs: Pursue a unified bargaining position with neighboring cities and explore state-level channels to challenge rate structures; publish a consumer impact brief and a city action plan that includes energy efficiency rebates, rooftop solar facilitation, and bulk-purchase pilots. Coordination matters here because municipal leverage is stronger when cities act together.

Note: Public filings reflect exploratory committee activity; detailed rate-setting powers sit with regulators and utilities, which is why Lewis emphasizes regional alignment and consumer-side relief first.

Infrastructure: maintaining what we have and planning for growth

• Asset management: Citywide inventory with condition grades for roads, pipes, public buildings, and stormwater systems, then a 5-year capital plan prioritized by risk, safety, and lifecycle cost.

• Resilience: Elevation and drainage upgrades in flood-prone zones; green infrastructure (bioswales, permeable surfaces) tied to grant opportunities.

• Open work orders: Public map showing timeline, contractor, budget, and status for every project; penalty clauses for late delivery.

• Utility coordination: Joint pavement management schedules with utilities to avoid “cut-and-patch” failures and maximize pavement life.

Public safety: police, EMS, and trust

• Support and standards: Maintain staffing levels and equipment readiness with transparent benchmarks for response times, training hours, and community engagement.

• Community-first policing: Expand non-emergency response options and co-responder models for behavioral health calls; invest in officer wellness and recruitment from local communities.

• EMS modernization: Optimize station placement using call heatmaps; reduce hospital handoff delays with protocol improvements.

• Transparency: Publish quarterly reports on stops, uses of force, and complaint resolution; hold regular town halls with command staff.

First Step Shelter: legal limits and practical changes

Lewis has been vocal about the First Step Shelter and the need to align compassion with the law. He laid out a plan that respects constitutional constraints while improving outcomes:

• Lawful pathways: Keep intake voluntary; avoid policies that criminalize homelessness or violate rights. Focus on incentives, services, and case management that comply with legal precedents.

• Performance metrics: Track exits to stable housing, job placements, and health outcomes; tie funding to results and continuous improvement.

• Service integration: Strengthen partnerships for mental health, addiction treatment, and job training; create day services for hygiene, mail, and casework to reduce barriers.

• Street-to-shelter bridges: Increase outreach teams; offer transport and same-day placement when available; coordinate with courts on diversion programs that are constitutional and humane.

Municipal action sits within statewide election cycles and statutory frameworks, which is why he stresses clear legal guardrails, regional cooperation, and public accountability from the start.

Closing thought

Lewis’ throughline is simple: set measurable goals, publish the numbers, and work with neighbors. Whether on taxes, utilities, or shelter policy, he ties ambition to transparency—inviting the public to watch the work, not the promises.