Get to know DC mayoral candidate Ernest Johnson

I am a native Washingtonian, a Harvard-educated graduate student in government at Harvard Extension School, and a graduate of the University of Maryland, where I earned a Bachelor of Science in Interdisciplinary Studies with a minor in mathematics.

Professionally, I am a retired real estate investor and longtime community organizer with decades of experience navigating development, housing, and public-private partnerships in Washington, D.C. I managed Marion Barry’s first mayoral campaign, giving me firsthand insight into governing, coalition-building, and delivering results for residents.

I currently serve as Chairman of the Friends of the Frank Reeves Center, where I have led efforts to ensure public land is used for the highest and best benefit of D.C. residents. My work has focused on accountability, equitable development, and protecting community interests.

My background combines academic training, real-world business experience, and decades of public service. That blend prepares me to manage the city’s budget responsibly, demand accountability from agencies, and ensure that every policy decision puts D.C. residents first.

My top three priorities are affordability, public safety, and education.

First, I will lower the cost of living by auditing development deals, stopping waste, and ensuring public assets like RFK are leveraged to build wealth for residents.

Second, I will restore public safety through accountable policing, better training, and a focus on prevention and opportunity for young people.

Third, I will strengthen education by investing in workforce pipelines, vocational training, and ensuring every resident who wants a job can get one.

Every policy and dollar in my administration will be aligned with improving residents’ quality of life.

Public safety starts with accountability, professionalism, and trust. I will ensure the Metropolitan Police Department is fully staffed, properly trained, and focused on precision policing — targeting repeat violent offenders while respecting civil rights. We will expand nonlethal force training, de-escalation, and modern facilities, including partnerships with federal resources for advanced training standards.

Prevention is equally critical. I will invest in year-round youth engagement, workforce pipelines, and community-based violence interruption to address the root causes of crime. Every young person in D.C. who wants a job will have access to one — because opportunity is public safety.

We will rebuild trust through transparency, strong oversight, and zero tolerance for misconduct, including addressing the small number of officers who undermine the badge.

If the White House proposes federal intervention, I will work collaboratively where it benefits residents, but firmly push back against any overreach that undermines local control. As the nation’s capital, we must demonstrate that we can govern ourselves effectively. My administration will insist on partnership — not takeover — while advancing the case for full self-governance and statehood.

I do not support broad, permanent 8 p.m. youth curfew zones as a long-term solution. While targeted, temporary curfews may be necessary to restore order during specific public safety emergencies, they cannot substitute for real investment in our young people. “Teen takeovers” are a symptom of deeper issues — growing poverty, neglected neighborhoods, and a lack of structured opportunities that have gone unaddressed for years.

My administration will treat any curfew as a short-term tool, not a policy foundation. The long-term solution is engagement, opportunity, and accountability. I will launch a Mayor’s Beautification Task Force employing 3,000 D.C. youth, providing paid work, mentorship, and pride in their communities. When young people have jobs, structure, and a stake in their neighborhoods, we prevent disorder before it starts.

Protecting D.C.’s home rule requires disciplined, daily engagement — not just rhetoric. As mayor, I will build a permanent federal relations operation that maintains constant communication with Congress, the White House, and regional partners to anticipate and defuse threats before they become law.

Respect of leadership is so important in this election and will be reflective of our relationship with Congress and the White House. I will lead with professionalism and credibility, so D.C. is treated as a serious governing partner, not an afterthought.

I will aggressively defend local laws through legal action, when necessary, At the same time, I will build bipartisan coalitions in Congress, especially with members who understand urban governance, to protect our budget autonomy and legislative authority.

Finally, I will mobilize a national statehood coalition, engaging mayors, governors, and civic organizations to apply consistent pressure for self-governance. Until we achieve full statehood, my approach will be clear: collaborate where possible, push back when necessary, and never compromise the rights of D.C. residents.

I support D.C. statehood, but the mayor must move it from symbolism to strategy. I will use the office to build a disciplined, national coalition, engaging mayors, governors, labor, business leaders, and civil rights organizations, to make statehood a governance issue, not just a D.C. issue. I will also establish a permanent federal affairs team to work Congress daily, targeting persuadable members and aligning statehood with broader democracy and economic fairness priorities.

Democrats have let us down on full representation historically. Eleanor Holmes Norton had the votes lined up, with Kamala Harris prepared to break a tie and Joe Biden ready to sign, but members from West Virginia and Arizona voted against us. That reality demands a bipartisan, pressure-based approach moving forward.

I will also push incremental gains: budget autonomy protections, expanded local authority over courts and the National Guard, and limiting congressional riders. Progress will be measured by co-sponsor growth in Congress, successful defense of local laws, federal partnerships that respect home rule, and tangible expansions of D.C.’s governing authority.

D.C.’s budget should not be a political bargaining chip. As mayor, I will maintain constant, high-level engagement with Congress and the White House to prevent disruptions before they occur, because protecting our financial stability requires daily coordination, not last-minute reactions.

I will push for structural protections, including advancing true budget autonomy and advocating for multiyear federal agreements that insulate D.C. funds from continuing resolution politics. At the same time, I will build bipartisan relationships with key appropriators and oversight committees to ensure they understand the real-world impact of withholding locally raised tax dollars.

When necessary, I will work with the Office of the Attorney General for the District of Columbia to challenge unlawful interference. But just as important, I will lead with credibility demonstrating strong fiscal management, transparent budgeting, and disciplined spending so D.C. is viewed as a responsible partner.

If Congress overreaches, I will not hesitate to push back publicly and nationally. My administration will mobilize a coalition of local leaders, national organizations, and residents to make clear: D.C. residents pay federal taxes and deserve control over their own local budget.

The deal is not final, and as mayor, I will treat it that way. My first step will be to retain the law firm Arnold & Porter to review and renegotiate key provisions to protect taxpayers and strengthen community benefits. That includes advancing my proposal for a 26% ownership stake in the Washington Commanders for D.C. taxpayers, giving residents a real seat at the table in decisions that shape development, jobs, and long-term value.

Critically, this agreement will include a “tagalong provision,” meaning if the team is ever sold, D.C. taxpayers will receive 26% of the sale price. That ensures residents benefit not just from today’s development, but from future appreciation and long-term wealth creation.

Second, I will establish strict oversight: enforceable community benefits agreements, local hiring requirements, affordable housing benchmarks, and small business participation backed by transparent reporting and penalties for noncompliance.

Third, I will protect public funds by requiring independent audits, phased financing tied to performance milestones, and full disclosure of all subsidies and returns. No blank checks.

Finally, surrounding communities must benefit first, last, and always — through infrastructure, anti-displacement protections, and pathways to ownership.

Accountability starts with leadership and clear expectations. We have 30,000 of the most dedicated public servants in the country, and under my administration they will have leadership focused on performance, integrity, and results, free from favoritism or exclusion.

I will implement agency scorecards with measurable benchmarks tied to service delivery, budgets, and outcomes, published regularly for public review. Every agency head will be held accountable through performance contracts, with consequences for failure and incentives for excellence.

We will strengthen oversight by empowering the Office of the Inspector General for the District of Columbia and working closely with the Council of the District of Columbia to ensure real-time transparency, not after-the-fact audits.

I will also modernize government operations — digitizing services, reducing bureaucratic delays, and creating a centralized public dashboard so residents can track agency performance, spending, and project timelines.

Finally, I will enforce a culture of ethics and professionalism across government, with mandatory management training and zero tolerance for misconduct. The goal is simple: a government that works efficiently, treats people fairly, and earns the trust of D.C. residents every day.

Housing affordability requires a reset in how the District builds and who benefits. I will prioritize producing housing without relying on the same developer-driven model that has driven up costs. That means partnering with nonprofits, community land trusts, certified minority contractors, and workforce programs, including returning citizens and high school vocational students — to lower construction costs and expand ownership opportunities.

I will audit the last 36 months of residential development to ensure compliance with local hiring and affordable housing commitments, and enforce penalties where promises were not kept. Public land will be used strategically prioritizing mixed-income housing, long-term affordability, and pathways to homeownership for D.C. residents.

To manage growth, we must protect existing neighborhoods from displacement. I will expand tenant protections, strengthen property tax relief for seniors and long-term residents, and require community benefits agreements tied to new development.

Finally, growth must be inclusive and planned, aligning housing with transportation, schools, and jobs. The goal is not just to build more units, but to build stable communities where residents can afford to stay, grow, and build generational wealth.

Education must deliver real outcomes for every child, regardless of ZIP code. My top priority is a clear, measurable standard: from pre-K through 5th grade, every student will be proficient in reading, writing, and arithmetic. That foundation is non-negotiable.

From 6th through 12th grade, every school will offer strong STEM and vocational pathways — so students graduate prepared for college, careers, or entrepreneurship. We will align curriculum with workforce opportunities and expand partnerships with local industries.

I will use the mayor’s oversight of District of Columbia Public Schools and collaboration with the DC Public Charter School Board to set performance benchmarks, ensure accountability, and direct resources to schools that need them most.

Equity requires more than funding — it requires support. My administration will expand wraparound services for homeless, disabled, and low-income students, including mental health care, nutrition, and family support.

Finally, I will demand transparency and results from school leadership. Every dollar must improve student achievement. Our goal is simple: a system where every child in D.C. has the skills, support, and opportunity to succeed.

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Fixing 911 is a non-negotiable public safety priority. On day one, I will order a full operational audit of the Office of Unified Communications, including staffing, call-handling protocols, dispatch times, and system reliability. A review of technology and leadership will be immediately undertaken.

We will modernize the system by upgrading call-routing technology, improving redundancy to prevent dropped calls, and integrating real-time data with police, fire, and EMS. I will also address staffing shortages with aggressive recruitment, better training, and retention incentives to ensure calls are answered quickly and professionally.

Accountability will be clear and public. I will implement performance benchmarks, answer times, dispatch times, and response outcomes, reported in a public dashboard updated regularly. Leadership will have defined performance contracts, and failure to meet standards will result in immediate corrective action, including personnel changes if necessary.

Finally, I will establish an independent oversight review to ensure transparency and rebuild public trust. When residents call 911, they must know help is coming — fast, reliable, and accountable.

What makes D.C. feel like home is my family — my children, grandchildren, and great-grandchildren, and caring for my 93-year-old mother under one roof. It’s also the shared spirit of this city, from neighborhood gatherings to everyday conversations with residents who love D.C. as deeply as I do. Above all, it’s the real possibility that our nation’s capital can become the greatest city on earth.

Something voters won’t find on my résumé is that I’m an outstanding amateur boxer and a serious chess and cards player — I enjoy strategy as much as discipline. I also rebuilt my life from a troubled teenage past to later work with Richard Nixon and Jimmy Carter. And as a radio producer at WAMU, I’m the only one to have interviewed a sitting U.S. president.