Lea este artículo en español aquí.
Four years after unsuccessfully running for Congress, former San Benito County supervisor Peter Hernandez is challenging incumbent Mindy Sotelo for his old seat.
District 3 covers southwest Hollister from South Street to Union Road and from Clearview Drive to Nash and Riverside roads. Whoever wins will join the five-member board that directs department operations and sets county policies and budgets.
To qualify, candidates must be U.S. citizens and registered voters in the district they seek to represent.
Peter Hernandez
A first-generation Mexican American born and raised in San Benito County, Hernandez owns and operates Ohana Shave Ice in downtown Hollister. He served as a Hollister School District trustee before being elected to the Board of Supervisors in 2018. In 2022, he ran for the 18th Congressional District as the Republican candidate, seeking to unseat the longtime Democrat incumbent Zoe Lofgren. He currently serves as a Hollister planning commissioner.
Why are you running for this seat, and what specific experiences have prepared you to serve as District 3 supervisor?
My goal is to finish what I started. I am uniquely positioned to address the county’s issues as both a former county supervisor and a business owner of Ohana Shave Ice. In both the public and private sectors, I have served in legislative roles implementing policies that work.
Bringing higher-paying jobs and the companies that provide them is paramount to addressing our crumbling infrastructure and long commute times. It’s time to grow our economy, strengthen local control, and become less dependent on the state of California’s handouts.
District 3 is primarily within the city of Hollister. How do you see the county supervisor’s role in relation to the Hollister City Council?
The two go hand in hand. Historically, the city and county have not worked well together, to the detriment of San Benito County as a whole. Despite those challenges, I have brought both governments to the table.
I work with a sense of urgency. During my time as county supervisor, when much of the county was “shut down,” I moved forward the Hollister Downtown Revitalization effort. I led the concept, planning, and execution of the parklet program, bringing together the city of Hollister and the county to complete it in a record-breaking three months. By November, we were holding a ribbon-cutting ceremony.
Now is the time to identify our shared interests and create a list of common goals—starting with economic development. This will help address crumbling roads, improve public safety, and preserve the beauty of our rural community by strengthening local authority.
As an example, I was directly involved in negotiations with the city and the high school district to secure funding and finalize plans for the Riverview Regional Park.
The current board majority has made tourism its primary economic development strategy. Do you support that focus, and what is your broader vision for bringing revenue to the county?
I support it—because I helped start that conversation. I also brought forward Riverview Regional Park as part of a broader economic tourism plan, with support from my fellow Board of Supervisors.
Tourism is just one piece of a long-term economic development strategy. We need to widen Hwy 25 now to improve travel times, safety, and overall business viability for residents and employers.
In the short term, we must revitalize our economy by improving the planning department process—making it more efficient, transparent, and accountable. It’s time to fast-track businesses through the planning pipeline.
This is the work I’m doing today as a planning commissioner for the city of Hollister, where I have introduced six policy recommendations to address gaps in transparency, efficiency, and accountability. Due to my strong relationships in the business community and my focus on economic development, I was also appointed to the first-ever city of Hollister Business Commission, where we are focused on delivering real economic solutions.
I will continue working to attract higher-paying jobs and ensure we have shovel-ready commercial zoning to support a growing community.
Roads are consistently the top concern for San Benito County residents. The county recently received nearly $20 million for roads. How would you prioritize that money, and what is your longer-term strategy for fixing county infrastructure?
While I’m grateful for the $20 million investment in our roads, it is not enough to address the county’s approximately 600-mile road network.
Relying on federal or state funding in today’s economic climate is not a sustainable solution. As a former county supervisor and small business owner, I think in terms of scale. We must grow revenue to meet demand.
At our current pace—waiting on outside funding while costs continue to rise—we will fall further behind. We are facing increased burdens from state unfunded mandates, deferred road maintenance, and growing pension liabilities. Meanwhile, revenue remains flat or is declining.
If we don’t prioritize economic development and create opportunities that generate sustainable revenue, we will not be able to keep up with increasing costs. Growth is the key to solving long-term infrastructure challenges.
What is the single biggest quality-of-life issue for District 3 residents that you feel the current board has failed to adequately address?
Economic stability is the most significant quality-of-life issue that the current board has not adequately addressed.
Quality of life depends on having a strong, functioning economy—one that provides resources and opportunities for the residents of San Benito County. I understand that the Board of Supervisors has many competing priorities. That’s why, during my time in office, I focused intentionally on one or two key goals at a time and saw them through to completion before moving on.
A strong economy provides the stability, resources, and opportunities necessary to preserve the beauty of the place my family and I call home—San Benito County.
Mindy Sotelo
A lifelong resident of San Benito County, Sotelo has a bachelor’s degree in communications from CSU Monterey Bay and worked for more than a decade as director of the San Benito County Farm Bureau. She served as the District 3 Parks and Recreation Commissioner in 2018 and 2019. In 2022, Sotelo was elected to the Board of Supervisors.
Why are you running for this seat, and what specific experiences have prepared you to serve as District 3 supervisor?
I’m running because I care deeply about this community and believe we need practical, responsive leadership that delivers real results for residents. District 3 deserves a supervisor who listens, shows up, and follows through.
Since 2023, I have had the honor of serving as the District 3 Supervisor, where I’ve worked on county budgets, infrastructure investments, public safety, and critical community services. That experience has given me a clear understanding of both the challenges we face and the opportunities ahead—and how to navigate them effectively.
Prior to that, I spent 15 years working for the Farm Bureau here in San Benito County, collaborating with farmers, business owners, and community leaders on issues like land use, water, and economic sustainability. I’ve also served on local nonprofit boards, supporting programs that strengthen our community.
I bring a proven record of showing up, listening, and taking action—and I’m committed to continuing that work for District 3.
District 3 is primarily within the city of Hollister. How do you see the county supervisor’s role in relation to the Hollister City Council?
The relationship should be collaborative, not siloed. Residents don’t experience government in layers—they just want solutions.
In my time as supervisor, I’ve prioritized communication and partnership with the city of Hollister because many of our challenges—like roads, homelessness, and public safety—don’t stop at jurisdictional lines.
I see this role as a bridge—aligning priorities, coordinating services, and making sure we are using resources effectively. When the city and county work together, we deliver better results for our residents, and that’s the approach I will continue to lead with.
The current board majority has made tourism its primary economic development strategy. Do you support that focus, and what is your broader vision for bringing revenue to the county?
Tourism can play a role in our economy, and we’ve seen some benefits—but it cannot be our only strategy.
During my time on the board, I’ve consistently supported a more balanced approach that strengthens agriculture, supports small businesses, and attracts light industry and good-paying jobs. We need to create opportunities that allow residents to work locally and build long-term economic stability.
That means investing in workforce development, improving infrastructure, and making sure San Benito County is positioned to attract responsible, sustainable growth. A diversified economy will provide more stable revenue and better serve our community over time—and that’s the direction I will continue to push forward.
Roads are consistently the top concern for San Benito County residents. The county recently received nearly $20 million for roads. How would you prioritize that money, and what is your longer-term strategy for fixing county infrastructure?
Roads have been—and continue to be—a top priority during my time as supervisor because I hear directly from residents about how critical this issue is.
With this funding, we need to focus on the roads in the worst condition that impact the most people, especially key commuter routes and areas that raise safety concerns. At the same time, we must invest in preventative maintenance to protect our roads before they fail.
Long-term, I support a more strategic and transparent infrastructure plan—one that identifies sustainable funding, improves coordination between city and county efforts, and clearly communicates priorities to the public. We need to be proactive, not reactive, and that’s the approach I will continue to advocate for.
What is the single biggest quality-of-life issue for District 3 residents that you feel the current board has failed to adequately address?
One of the biggest challenges we still need to address more effectively is a coordinated, proactive approach to homelessness and essential services.
While progress has been made, state and federal cutbacks have hit our communities hard. At the same time, local government is continually being asked to do more with less. That reality makes it even more important that we are strategic, collaborative, and focused on results.
We need solutions that are compassionate, but also structured and sustainable. That includes strengthening partnerships not only between the county and city, but also with community-based and faith-based organizations that are already doing critical work on the ground.
For example, programs like our local food bank show how powerful these partnerships can be in meeting real needs. By supporting and expanding these kinds of collaborations—alongside investments in mental health services, housing assistance, and coordinated care—we can create a more effective safety net.
This is a complex issue, but with stronger coordination, accountability, and community partnerships, we can make meaningful progress that improves the quality of life for everyone in District 3.
We need your help. Support local, nonprofit news!BenitoLink is a nonprofit news website that reports on San Benito County. Our team is committed to this community and providing essential, accurate information to our fellow residents. Producing local news is expensive, and community support keeps the news flowing. Please consider supporting BenitoLink, San Benito County’s public service nonprofit news.