A PUBLICATION OF THE NORTH CAROLINA LEAGUE OF MUNICIPALITIES 12 JONATHAN MELTON: RALEIGH’S FORWARD-LOOKING LEADER 14 LEGISLATIVE POLICY COMMITTEE KICKS OFF GOALS PROCESS 33 NCLM LAUNCHES ‘COMMIT TO CIVILITY’ PROGRAM 40 ARP OBLIGATION DEADLINE LOOMS AHEAD Volume 74 / Number 3 / 3rd Quarter 2024 Navigating Workforce Challenges HOW MUNICIPALITIES ARE INNOVATING FOR EMPLOYEE RECRUITMENT AND RETENTION
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Southern City is a publication for and about North Carolina municipalities, published quarterly by the North Carolina League of Municipalities. Volume 74 Number 3 3rd Quarter 2024 Executive Director & Publisher: Rose Vaughn Williams Editor: Isabella Mormando Writers: Ben Brown, Jack Cassidy, Stephanie Hughes, Scott Mooneyham, Isabella Mormando, Bob Scott Photography: Ben Brown, Stephanie Hughes, Isabella Mormando, Office of Jonathan Melton, Central Pines Regional Council, Bob Scott www.nclm.org Southern City (USPS 827-280) is published quarterly for $25 per year ($2 per year to member municipalities, $1 for single copies) by the North Carolina League of Municipalities. Phone: 919-715-4000 Postmaster: Send address changes to: Southern City 434 Fayetteville Street, Suite 1900 Raleigh, NC 27601 Advertising & Design: Advertising Sales: William Hutabarat Design & Layout: Jon Cannon For advertising opportunities and deadlines, contact Big Red M at 571-331-3361 or [email protected]. ©2024 NC League of Municipalities All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. PUBLISHED Fall 2024 12 JONATHAN MELTON: RALEIGH’S NEW FORWARD-LOOKING LEADER SOUTHERN CITY
INSIDE THIS ISSUE 10 12 14 16 20 24 29 33 37 40 43 6 8 44 46 37 33 WRITERS THIS ISSUE ISABELLA MORMANDO Communications Associate BOB SCOTT Former Franklin Mayor JACK CASSIDY Learning and Development Project Manager BEN BROWN Communications and Multimedia Strategist STEPHANIE HUGHES Communications & Multimedia Strategist (ARP) SCOTT MOONEYHAM Director of Political Communication & Coordination New NCLM.org Is Here for You! Slick overhaul more easily connects members, services. Jonathan Melton: Raleigh’s Forward-Looking Leader Quickly moving from newcomer to established voice, Melton has a step-by-step vision for the Capital City. Legislative Policy Committee Kicks Off Goals Process NCLM’s legislative policy process is gearing up as its 65-member committee collects input to set goals for the next biennium, addressing key issues like local infrastructure, funding, and staffing challenges. Town of Spencer Utilizes ARPA Funds to Move Towards the Future While Honoring the Past The Town of Spencer had its start as a railroad town and is most widely known as the home of the N.C. Transportation Museum. But a new vision for the town and the receiving of American Rescue Plan dollars have allowed Spencer to move towards the future. It Starts and Ends With Conversation Rep. Reece Pyrtle on the joy of working with people. Slower is Faster NCLM’s “Defensive Driving: Slower is Faster” hands-on course trains North Carolina police officers in advanced driving skills, reducing accidents and enhancing safety. Navigating Workforce Challenges How municipalities are innovating for employee recruitment and retention. NCLM Launches ‘Commit to Civility’ Program The commit to civility program showcases a governing board’s commitment to a civil, respectful, and effective approach to local leadership. The Town of Franklin is Sowing the Seeds of the Future The Town of Franklin’s new Women’s History Park features a striking sculpture, “Sowing the Seeds of the Future,” celebrating diverse women’s contributions. ARP Obligation Deadline Looms Ahead With the ARP Grant deadline of December 31, 2024, approaching, municipalities must obligate funds through a grant project ordinance to avoid returning them. On PFAS, Will Polluter Pay? As new EPA rules on PFAS regulation emerge, North Carolina debates who should bear cleanup costs. Board of Directors Speaking Out The Troubling Trend of Local Partisan Election Mandates Taking the Field Reflecting on a Summer of Insight Board of Trustees 5
PRESIDENT Mark-Anthony Middleton Mayor Pro Tem, Durham FIRST VICE-PRESIDENT Martha Sue Hall Mayor Pro Tem, Albemarle SECOND VICE-PRESIDENT Jody McLeod Mayor, Clayton IMMEDIATE PAST- PRESIDENT William Harris Commissioner, Fuquay-Varina Board of Directors 2024–2025 *The League extends its deepest sympathies to the family of past Belmont Mayor Richard Turner who died July 31, 2024 at the age of 62. DISTRICT 1 Mayor Elizabeth Morey Southern Shores DISTRICT 11* Mayor Richard Turner Belmont CHARLOTTE Council Member Marjorie Molina DISTRICT 2 Council Member Brian Jackson Jacksonville DURHAM Mayor Leonardo Williams DISTRICT 12 Mayor Zeb Smathers Canton DISTRICT 7 Council Member Mary Jo Adams Laurinburg MANAGER City Manager Michael Peoples Gastonia DISTRICT 8 Mayor Bill Dusch Concord CLERK City Clerk Brenda Blanco New Bern DISTRICT 9 Mayor Michael Horn Lewisville MANAGER City Manager Tasha Logan Ford High Point DISTRICT 6 Mayor Pro Tem Satish Garimella Morrisville WINSTON-SALEM Council Member Robert Clark ATTORNEY City Attorney Emanuel McGirt Greenville DISTRICT 10 Mayor Constantine Kutteh Statesville PRESIDENTIAL APPOINTMENT Council Member Rashad Roberts Chadbourn PRESIDENTIAL APPOINTMENT Council Member Ann Schneider Oak Ridge PRESIDENTIAL APPOINTMENT Mayor Jessica Day Knightdale MANAGER City Manager Jonathan Russell Washington DISTRICT 3 Mayor Terry Mann Whiteville FAYETTEVILLE Mayor Pro Tem Kathy Jensen AT LARGE Mayor Dwight Lake Mayodan GREENSBORO Mayor Pro Tem Yvonne Johnson AT LARGE Mayor Don Hardy Kinston DISTRICT 5 Mayor Pro Tem TJ Walker Rocky Mount RALEIGH Mayor Pro Tem Jonathan Melton AT LARGE Mayor Dennis Barber Newport SOUTHERN CITY Quarter 3 2024 6
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Over the course of the last few legislative sessions, we have seen local bills—and some of them passed into law, others not—mandating that local elections be changed from non-partisan to partisan. It’s a troubling trend. These pieces of legislation, often part of larger bills with unrelated provisions, sometimes are aimed at a specific municipal or other elected board. Other times they are aimed at all local elections in one county. Most recently, the General Assembly approved a bill that would, among other things, require that all of the municipal elections in Forsyth County be held on a partisan basis. Currently, Winston-Salem is the only city or town in the county that does so. In response, the mayors of Kernersville, Clemmons, Lewisville, Walkertown, Tobaccoville, Bethania, and Rural Hall sent a letter to legislators expressing their opposition to the move. Those mayors wrote: “Recognizing that there is nothing partisan about fixing potholes, making sure the garbage is collected and keeping our neighborhoods safe, we strongly affirm that as nonpartisan bodies we are better able to serve our residents and make decisions based on the best interest of our residents.” It’s an important point that, at the local municipal level, elected officials often deal with issues neither incumbered by nor wrapped up in the tinge of partisan politics. Often, locally elected officials have little or no authority to affect issues that dominate federal and state politics, issues that can and do become embroiled in partisan controversy. Neither Durham, Wilmington, Lewisville nor Clemmons will be solving immigration law in this country; we won’t be legalizing marijuana; we won’t be determining military aid for Ukraine. MARK-ANTHONY MIDDLETON NCLM President We are all thankful for the services and advocacy that the League of Municipalities provides, and we are committed to keeping an eye toward the future. SPEAKING OUT The Troubling Trend of Local Partisan Election Mandates As the good mayors said, we will be fixing potholes. We will also be doing our best to keep our communities safe and provide amenities that make them great places to live for residents. Why would anyone want to bring the current state of partisan polarization to those local issues? It is true that two of our largest cities, Charlotte and Winston-Salem, along with a few others, have chosen to elect their municipal representatives on a partisan basis. But in my city of Durham, we have kept our elections nonpartisan, and people seem fine with that choice. And it is that choice, by local residents and their locally-elected officials, that ought to decide the matter. Our U.S. Constitution establishes a federal system of governance, with political power being shared at the various levels of government. The founders understood that the best way to prevent the abuse of political power was to disperse that power among many groups and many people. Those views have evolved over time to become even more inclusive of more groups and more people, but they always involved the ability of local governments to represent the interests of local residents as they considered local concerns. The principle remains the same. While the state certainly has the power, under our state constitution, to make these changes affecting local elections, doing so is not in keeping with these ideals. As state legislators reflect on these types of changes, it would be good for them to keep these ideals in mind. SOUTHERN CITY Quarter 3 2024 8
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engths of time, feedback analysis and strategy toward a nimbler experience—with North Carolina’s municipal officials always first in mind— have all led to the unveiling of a new, much-enhanced nclm.org, the longtime web home of the N.C. League of Municipalities. The new nclm.org, which went live in early July, is a cleaner, easier experience for anyone in search of services, media, calendar activity and other output from the League as it supports the needs of its 540 member cities and towns in everchanging times. “The new site took us over a year to revamp, and it represents big changes to the way the website looks and functions,” said Kristin Milam, NCLM’s director of L LEAGUE UPDATE New NCLM.org Is Here for You! SLICK OVERHAUL MORE EASILY CONNECTS MEMBERS, SERVICES BEN BROWN Communications & Multimedia Strategist Strategic Communications and Member Engagement, whose team led the redesign. “We sought out suggestions from members and staff, alike, and worked with our vendor to implement as much of this feedback as possible. “The final product has a more modern look and feel,” Milam continued, “and, more importantly, it offers members a more organized and streamlined site that will require fewer clicks to find the information they’re looking for.” The new nclm.org, which went live in early July, is a cleaner, easier experience for anyone in search of services, media, calendar activity and other output from the League as it supports the needs of its 540 member cities and towns in ever-changing times. SOUTHERN CITY Quarter 3 2024 10
League Update Up top, you’ll find an intuitive, “mega menu” with easy links to popular resources. If you’re on a laptop, hover your cursor over, for example, the Member Services portal, which reveals a slate of direct links to services and consulting options. If you’re using a smartphone, you’ll find the same menu and options in the sandwich menu (the three bars at top-right, which you can tap to open). There is so much fast access through this mega menu, which also neighbors your member-login portal. The League’s development team also spent critical time boosting the site’s internal search function, which is one of the first things you see upon visiting. Type in what you’re looking for, or check out the easy, direct links immediately below the search field; they’ll take you right to the results of already-popular search terms on nclm.org, like “Claims Central” or “Risk Management.” Scroll down a little bit and you’ll see more ways to access NCLM’s specialties, and farther down for info on upcoming events. Below that are links to ways you can get more involved with NCLM—affiliate associations, League Board of Directors elections, our Advancing Municipal Leaders program, and our racial equity education. There’s so much more, and it’s all an easy surf. Whether it’s legislative services, League events, insurance offerings and claims filing, job listings, the staff directory, news updates or links to publications like our magazine or podcast, the new nclm.org makes everything so much easier to find and engage with. “Like any website, nclm.org requires routine content updates and enhancements,” Milam noted. “I hope members will continue to share their feedback with us so we can keep making it better!” Maximize your League experience with speed and ease. Visit the all-new nclm.org on your computer, tablet, or smartphone. Whether it’s legislative services, League events, insurance offerings and claims filing, job listings, the staff directory, news updates or links to publications like our magazine or podcast, the new nclm.org makes everything so much easier to find and engage with. NCLM.ORG 11
Jonathan Melton: Raleigh’s Forward-Looking Leader JACK CASSIDY Learning and Development Project Manager QUICKLY MOVING FROM NEWCOMER TO ESTABLISHED VOICE, MELTON HAS A STEP-BY-STEP VISION FOR THE CAPITAL CITY. Jonathan Melton remembers clearly his first time speaking as a candidate for Raleigh City Council. Specifically, he remembers one crowd member’s reaction. “I get done speaking and walk off the stage, and this person comes up to me,” Melton recalls. “She says, ‘No one knows who you are and you will never win.’” This was ahead of the 2019 municipal elections, at a time of significant change in Raleigh. The city was growing, and Melton did not believe the emerging needs that accompany that growth—housing, transit and accessibility, among others—were being adequately addressed. He recalls the difficulties he had personally in finding a place to live and in getting to and from work downtown. Melton had been an involved citizen during his 15 years in Raleigh, but this was his first foray into local politics. “There’s this feeling that you are an outsider and that you won’t be accepted by this established group involved in city affairs,” Melton said. “When she said that, I thought, ‘Well, I’m definitely going to win now.’ I was going to prove her wrong.” Throughout Melton’s career, two characteristics seem to consistently shine bright: determination and inclusivity. This was a moment to tap into both, and it catalyzed Melton’s approach to campaigning and then to local office. He knew the issues he prioritized were important and pressing to his community. These were not far-flung ideals—they were problems fundamental to the wellbeing of both his neighbors and the city as a whole. Perhaps, he thought, the challenge was not an inability to resonate with certain members of the alreadyengaged group, but rather that the group of citizens included in the discussion was not large enough. “I understood that not everyone was going to agree with me,” Melton said. “Instead, we tried to reach more people. It became an activation campaign.” Specifically, Melton targeted those that had voted in state and federal elections, but often sat out municipal elections. The strategy proved effective in an election that saw Raleigh elect a new mayor and return only three incumbents to its seven-person council. “If you look at the margins of that election, it was the new voters that made the difference,” he said. Local politics, while not a long-held goal of Melton, is a natural landing place for the driven and always-involved North Carolina native. Raised in Mooresville, Melton moved to Raleigh to attend North Carolina State University, where he majored in Political Science with an eye towards a legal career. After a quick stop in Durham to attend law school at North Carolina Central University, Melton moved back to Raleigh in 2011. He worked two years as a law clerk at the North Carolina Court of Appeals, then moved into family law at Gailor, Hunt, Davis, Taylor & Gibbs, PLLC, where he has worked now for more than 11 years. Through that professional period, Melton kept an eye on the needs of his community. While at NC State, he served on the student senate and interned with the Government Affairs office within the Chancellor’s Office. Then, upon graduating, in addition to his focus on large-scale issues, such as the aforementioned housing and transportation problems that impacted the early years of his career and that motivated his eventual run to public office, Melton saw a community need in the area of recreation. He became a founding board member of Stonewall Sports, a communitybased, nonprofit sports organization for LGBTQIA+ people and their allies. Melton is the first openly LGBTQIA+ person elected citywide in Raleigh. “Stonewall Sports is something I’m really proud of,” Melton said. What began as an effort for inclusivity in his community is now a nationwide success. Stonewall Sports now has 28 chapter cities across 20 states. Through his work with Stonewall Sports, Melton started his interaction with local government. He needed to work with the Parks and Recreation Department to coordinate schedules and to reserve sporting venues. That work allowed Melton to develop both connections within city hall and an interest in further involvement. “I started to think about joining one of Raleigh’s boards and commissions,” Melton said. “I thought that would be a good BOARD PROFILE SOUTHERN CITY Quarter 3 2024 12
way to get involved.” When he reached out to his connections, however, he did not hear back. The boards and commissions cycle came and went, and he was not appointed to one. Determined as usual, Melton decided to forgo that stepping stone altogether. “I said, ‘Well I’ll just skip that and run for office.’” In his five years on council, Melton, now Mayor Pro Tem, has an impressive list of accomplishments, many of which address the priorities that pushed him into public office in the first place. Raleigh has successfully addressed zoning changes that encourage housing affordability and is on the path to developing several bus mass transit lines. He’s worked towards attracting and retaining Raleigh’s city staff as well—one of the best municipal workforces in the country, Melton says—allowing for further innovation and service delivery to residents. He was sworn in to the League's Board of Directors in 2023. And in more administrative areas, such as construction and permitting, he’s worked to simplify processes to support small businesses. Melton often takes a step-by-step path towards these goals. Given the enormity of some of his priorities—housing and transit among them—a piecemeal approach can be difficult to commit to. But Melton says that he doesn’t concern himself with the size or scale of the fixes. He simply stays determined towards the end vision. “I try not to look at it that way. Anytime I start to veer in that direction, I instead start to look at it as one chunk at a time,” Melton says. As an example, he points to the transit improvements presently underway in Raleigh. Those upgrades comprise many different elements, from rezoning efforts to infrastructure upgrades to increasing service capacity, and more. “If you try to fix it all at once, it’s overwhelming—you won’t be able to. But incrementally, you can achieve change. We’ve had significant successes.” He found many of these successes quickly, even despite his first months in office coinciding with the first months of the Covid-19 pandemic, when it was difficult if not impossible to connect with community members and even his fellow councilmembers. “You ran, you’re confident in your ideas, but you also want to get it right. Part of that is just getting your sea legs,” Melton said. Now two terms in, his effectiveness and impact on his community has only grown. “Once I was re-elected, I was more sure of myself. I understood how things work at City Hall, the cadence of decision making.” Throughout Melton’s progression—first as an outsider, then as a newcomer, and now an established voice for Raleigh— inclusiveness still guides his leadership, not just towards the residents and communities of Raleigh, but for the newly-elected officials on the City Council. “There’s no hierarchy,” Melton said. “But having been there, that confidence is important. I try to the extent that I can share information, that’s always helpful.” His plans for the future are much the same as his plans for the present: to better his community, to take on large challenges, and to achieve them bit by bit, step by step, and determined and resolute the whole way. For the growing, changing and dynamic capital city, Melton’s approach has proven to be the right one. “It’s all working together,” Melton said. “There’s a lot to be excited about.” Board Profile: Jonathan Melton I get done speaking and walk off the stage, and this person comes up to me. She says, ‘No one knows who you are and you will never win.’ There’s this feeling that you are an outsider and that you won’t be accepted by this established group involved in city affairs. When she said that, I thought, ‘Well, I’m definitely going to win now.’ I was going to prove her wrong. NCLM.ORG 13
LEGISLATIVE UPDATE Legislative Policy Committee Kicks Off Goals Process NCLM’S LEGISLATIVE POLICY PROCESS IS GEARING UP AS ITS 65-MEMBER COMMITTEE COLLECTS INPUT TO SET GOALS FOR THE NEXT BIENNIUM, ADDRESSING KEY ISSUES LIKE LOCAL INFRASTRUCTURE, FUNDING, AND STAFFING CHALLENGES. SCOTT MOONEYHAM Director of Political Communication and Coordination s summer merges into fall, NCLM’s legislative policy process will be kicking into high gear. It’s the time, every two years, when the League Government Affairs Teams uses a variety of means collect input in the formation of the Legislative Goals for the next legislative biennium. And those playing a key role in that process are the members of the Legislative Policy Committee. That 65-member committee, representing a diverse array of towns and cities from across the state, immerses itself in understanding both the critical policy issues affecting all cities and towns, as well as the political realities facing municipalities as they seek state policy changes. While some of those policy concerns may change, many of the concerns of locally elected officials remain consistent: local infrastructure including water, sewer and roads; local funding and the ability to control various revenue options; and staffing-related issues. Regardless of how the final wording is structured, those needs are almost certain to be a part of municipal priorities now and into the future. New challenges, though, can arise due to growth, changes in the economy or other societal trends. To fully consider the full range of challenges and issues, NCLM and the Policy Committee have typically held listening sessions, in person and online, as well as solicited ideas online. A process that ensures widespread input and involvement of League member cities and towns will again be a part of the process this year. Consider that in 2022, 111 officials from cities and towns participated in those in-person and virtual discussions. From those meetings and online submissions, 408 separate ideas were considered. From those ideas, the Policy Committee and NCLM Board of Directors ultimately put a set of consensus ideas before members. Then, 155 cities and towns approved a top 10 list of goals, making up NCLM’s final legislative agenda. While there is no set requirement for the final number of legislative goals, it is expected to roughly mirror that number for the next legislative biennium. Having a manageable number of goals allows NCLM to present a list of focused needs to legislators, and one that it may reasonably seek to achieve. Meanwhile, it is that widespread involvement—by municipal officials from cities large, small and in-between, from all areas of the state—that gives the policy goals their force. It allows NCLM staff and A municipal representatives to make the case that these aims represent the collective desires of all cities and towns, including those within the districts of legislators setting state policy. And the involvement of so many towns and cities can prove crucial to their success or failure at the General Assembly. As this policy process continues ahead of the next 2025–26 legislative biennium, we urge you and your colleagues to also be involved, and to then do what you can to make a new set of legislative goals become reality. As this policy process continues ahead of the next 2025–26 legislative biennium, we urge you and your colleagues to also be involved. SOUTHERN CITY Quarter 3 2024 14
Legislative Update NCLM.ORG 15
ARP CORNER Town of Spencer Utilizes ARPA Funds to Move Towards the Future While Honoring the Past THE TOWN OF SPENCER HAD ITS START AS A RAILROAD TOWN AND IS MOST WIDELY KNOWN AS THE HOME OF THE N.C. TRANSPORTATION MUSEUM. BUT A NEW VISION FOR THE TOWN AND THE RECEIVING OF AMERICAN RESCUE PLAN DOLLARS HAVE ALLOWED SPENCER TO MOVE TOWARDS THE FUTURE AND INVEST IN PROJECTS THAT WILL SERVE THE TOWN BOTH TODAY AND IN THE LONG TERM. STEPHANIE HUGHES Communications & Multimedia Strategist (ARP) SOUTHERN CITY Quarter 3 2024 16
he Town of Spencer, which sits northeast of Charlotte in Rowan County, had its start as a railroad town and still honors that identity today. Centrally located between Atlanta, Ga., and Washington, D.C., the town was established with the building of a maintenance facility by the Southern Railway. The project began in 1895, leading to the town’s incorporation in 1905. “You have this booming industrial presence in the Spencer Railways maintenance facility that employed thousands of people, a lot of them lived in town and walked to the shops. And you have a very urban feel in our little town of 3,000 that you do not really see elsewhere because of that,” said Peter Franzese, Spencer’s town manager of the last three-and-a-half years. After several decades of the town thriving, steam power was replaced with other industries, and the railway determined to build new facilities elsewhere. Over the following decades, jobs and industry dwindled, leaving Spencer in a period of stagnation. However, after Southern Railway moved out of the town in the 1970s, the land was donated to the state and the Historic Spencer Shops began to take shape. This site would ultimately be renamed as the North Carolina Transportation Museum which now attracts 150,000 visitors a year with events such as the “Thomas the Tank Engine Experience” and the “Polar Express.” In more recent years, Spencer’s local government officials have gone through a transition, and the new leaders have placed a priority on developing a new vision for the town and moving forward into the future, rather than solely relying on its connection to the past. One of those leaders is Spencer Mayor Jonathan Williams, who took office in 2019. Along with Franzese, Mayor Williams shares an excitement for the future of the town. “I describe Spencer as a charming southern town that maybe for many years was kind of stagnant, but just in the last five years or so, it has gotten a lot of life and vitality to it. It is a place where folks can come and settle down, set down roots, start their families,” Williams said. “Our hope is that people now see that Spencer is a great place to live because we have a unique quality of life due to our size and some of the recreation amenities that we are starting to develop,” Franzese explained. “We want visitors to not come to the Transportation Museum and then look across the road to what was the core of town looking like a sleepy, vacant storefront-filled place. We want them to see that the town is lively, and it offers a lot of fun things to do.” This new vision was just getting underway when the town learned they would receive approximately $1 million in funds from the American Rescue Plan Act (ARPA). The town determined to use the funds to replace lost revenue from the pandemic, which allowed them additional flexibility in investing in the projects they desired. The town chose multiple areas to invest in that will impact residents and visitors in many ways. Additionally, the town has taken the initiative to find creative ways to make these funds extend beyond the initial amount received. One such project was a stormwater update in which the town planned to invest over $100,000 simply in design work. Instead, they spent approximately $12,000 in ARPA-enabled funds to bring in a design consultant that prepared them to apply for and ultimately be awarded with a planning grant through the Department of Environmental Quality totaling over $400,000. Then the town later received another $1.9 million in grant funding for the construction project. As a part of the new vision for the town, leaders have focused on building up the town’s recreation amenities and pursuing opportunities to promote economic development through recreation. The town hopes these projects will not only create an important space for current residents but will encourage nonresidents to visit and invite them to stay in Spencer. “We have these recreation projects that are transforming our town and creating a better quality of life for the folks that are here, but also for visitors who may be coming to town anyway and give them something else to do,” Franzese shared. “We now have a strategic plan all around how we create economic development through recreation that we are going to be working off of and that has opened up additional grant opportunities.” T ARP Corner continues on page 18 I describe Spencer as a charming southern town that maybe for many years was kind of stagnant, but just in the last five years or so, it has gotten a lot of life and vitality to it. It is a place where folks can come and settle down, set down roots, start their families. » Jonathan Williams, Mayor, Spencer NCLM.ORG 17
ARP Corner continued from page 17 The Yadkin River Park Trailhead is one of these recreation projects; it connects to the Wil-Cox Bridge pedestrian crossing, providing Rowan County access to Davidson County’s expansive park. This project included the creation of a landscaped plaza, the start of a greenway connection between the center of town and the river, and vehicle parking where parkgoers can enjoy both sides of the river. The town had already secured outside grant funding for this project, but still needed an additional $71,000 to get it over the finish line. They utilized some of the ARPA-enabled funds to fill this gap and move this project to completion. The trailhead opened in September 2023 and won the Centralina Regional Council’s Improving Quality of Life—Small Community award for “utilizing cooperative volunteerism to expand community, recreational and transportation opportunities.” Another recreation project that is focused on bringing the town’s past and future together is the reinstalling of a former park site at the center of town. The park was originally created by residents in the 1920s but was paved over during the building of a shopping center and is now part of the parking lot. The town plans to invest approximately $2 million—most of which has come from grant funding—into the rebuilding of this park, but as with many projects today, the initial estimates for the project proved insufficient once the project was ready to go out to bid. ARPAenabled funds have been important in helping to bridge these sorts of gaps, in addition to applying for additional grant money to supply the rest of the needed funds. “We have been so fortunate through the COVID relief funds that we have gotten, as well as a significant philanthropic donation … We have been able to package together the funding to make this park a reality that otherwise probably would not have been able to happen, especially in today’s construction market when costs have skyrocketed,” Williams said. “So, with minimal investment from our taxpayers, we have been able to take that investment and been able to multiply the funds that are available, particularly because of COVID relief funds.” Beyond recreation, there were a couple of buildings in town that needed repairs, including a fire station where ARPA-enabled dollars allowed the town to do some concept design work in preparation for an upgrade, as well as the town’s historic library. Town officials first set aside the funds to replace the library’s windows but adjusted this plan to have them painted and We want visitors to not come to the Transportation Museum and then look across the road to what was the core of town looking like a sleepy, vacant storefront-filled place. We want them to see that the town is lively, and it offers a lot of fun things to do. » Peter Franzese, Town Manager, Spencer SOUTHERN CITY Quarter 3 2024 18
ARP Corner reglazed, preserving the historic windows while saving the town money. “It has made a great difference in the appearance of the library,” Beverly McCraw, Spencer’s library director, said. “It was cracking and peeling, and it does look much better, and we are getting more customers.” Another exciting prospect for the town is the creation of the Rowan IDEA Center—an entrepreneurship and innovation center that will serve as a business incubator and coworking space. The town has a former church facility that could be revamped into this new center, with the necessary space to consider additional features such as a culinary incubator and on-site childcare. ARPAenabled dollars offered the town the opportunity to explore this project and to help determine the best path for the town. Finally, the town pursued another opportunity to extend the ARPA-enabled funds through the purchase of several new vehicles. In addition to three police vehicles and a fire vehicle, the town put down payments on a new fire engine and a garbage truck. The garbage truck will provide additional benefits by transitioning from a rear-load garbage truck to one with an automated sidearm. This will allow the town to reduce the size of the garbage crew from three people to a single person driving the truck, meaning they can now utilize those employees in other ways within the public works department, increasing their productivity. Eddie Smith has worked in the waste removal industry for 30 years. He admits there has been a learning curve for residents as the department shifts to the automated truck, but they have already been able to reduce the garbage collection crew to two and hope to soon start running it with only one person. “It is faster, and it is safer,” Smith said. “It is good to have, especially weather-wise. You are not outside in the rain for long periods of time. You are inside, out of the heat.” “This [purchase] is allowing us to be more efficient in that process and improve the way we do it. And it is safer for our staff,” Franzese said. “There are a lot of reasons why we were really thrilled to be able to make this change. And it is not very glamorous, but I would say it is really important.” Overall, Spencer has taken on several projects that will serve the town today and in the long term. They have the vision in place, and now they have access to the funds to make that vision a reality. “The way all of these things have worked together over the last few years has allowed us to do things here that I think for a longtime people wanted to do or maybe had ideas, but they just did not know how to raise the funding to make it happen,” Franzese said. “It has allowed us to do a lot of different things at one time that really were not a possibility beforehand.” NCLM ARP Field Representative Charles Hines and Spencer Town Manager Peter Franzese. Town of Spencer historic library. Town of Spencer town hall. NCLM.ORG 19
It Starts and Ends With Conversation BEN BROWN Communications & Multimedia Strategist REP. REECE PYRTLE ON THE JOY OF WORKING WITH PEOPLE Coffee shops, for communities of just about any size, are in that circuit of classic catch-up spots, where folks regularly process or transact together. Whether it’s the news crawl, personal life, or thoughts on the happenings locally, you can often find a good conversation at the coffee shop, noted state Rep. Reece Pyrtle on what was essentially a random Thursday morning in a java stop in uptown Eden called the Roasted Bean, where indeed a group of involved locals (not limited to Mayor Neville Hall, coincidentally) were caffeinating and casually going over the latest. For an elected official, particularly a state representative, connecting with people over conversation and common ground might just be the nature of the job. But for Rep. Pyrtle—a retired police chief who entered elected office as a county commissioner in 2016 before his appointment to the N.C. House in 2021—that’s the very point of interest. Over morning coffee at the Roasted Bean, Rep. Pyrtle spoke with Southern City about how, for him, public service truly is fulfilled by steady conversations and connections with people, including those from places of disagreement. But, first, we had to discuss the latest. ˘˘˘ What’s been going on in your world? As we speak, we’ve just wrapped up the primary work of the 2024 legislative short session. RP: Well, I enjoy being retired. And so it gives me a lot of opportunities to go around to different areas of the county and spend some time with different folks. Today I was at a— I’m a member of all the chambers here in the county and I try to attend their networking events and spend time having conversations with the constituents. You know, one of the things that I shared with them this morning is that, now that we’re out of session, my office remains open, and if there are any issues, please call. We have an amazing staff of great problem solvers, and I said, “You know what? Even if your problem isn’t necessarily something that we can handle or we can take care of, we can at least point you in the right direction or connect you with somebody that maybe can mitigate whatever issues you’re having.” And so, I’ve grown up in Rockingham County, you know, I’m a product of this county, and one of the things that I’ve always been doing—whether it was my background in law enforcement before I got into politics, or as a county commissioner, or now as a state representative—is just keeping those relationships open and active; I think that’s important. I think from a political standpoint, you know, one of the things that I pride myself in is that, as a police chief, you came into my office with the problem; I didn’t care where you live. I didn’t care anything about your socioeconomic background. And I’ve just taken that with me as a county commissioner and now in the North Carolina House. You call my office with an issue. I don’t care what your party affiliation is. I don’t care if you contributed to my campaign. My staff’s going to try to resolve your issue the best we can. I pride myself on trying to serve everyone in Rockingham County, and not just those that supported me when I was running for election. What inspired you to run for election or enter public service, to begin with? Some people go through life appreciating people but it never crosses their mind to jump in like that. RP: It’s something I’ve always had an interest in. My grandfather actually ran for sheriff of Rockingham County as a Republican, and I want to say that was in the ‘50s. So there’s a little bit of politics many years ago in the family. My dad was a World War II veteran, born in 1925. He passed away in 2004, had me kind of late in life. But he was always engaged in local, state, and even at the federal level, the political climate, maintaining what was going on in the world. He was one of those guys that read the paper from cover to cover, and he would often cut out articles for me to read. Because he was concerned I may not have seen it in the paper, about what’s going on. But he was very conservative. His best friend in this world was also a World War II veteran. My dad was in the Navy. His best friend was in the Marines. His best friend was on the other side of the political aisle, so to speak. And they often had great conversations. So, I think I got that from my dad. We often had great conversations about what was taking place in our community and in our state. So, you’ve preserved that aspect of life in public service, but it still comes with sacrifice. What makes it worthwhile? RP: You know, I’m a people person. So, I enjoy meeting people and having discussions about issues with folks that, although we don’t often agree, I think it’s important to understand the flip side of the pancake. One of the things I’ve often said is that every pancake’s got two sides. And I think it’s important to understand that although you may not agree with the different ideas, and outcomes that ought to take place, I think it’s important to understand where the other person is, where the other side’s coming from. And so, I value that. I really enjoy that. But I also SOUTHERN CITY Quarter 3 2024 20
enjoy making a difference. Knowing that you’ve done something that’s going to have a long life, it’s going to have an impact on the future generation. I have one child. She’s a sophomore at Appalachian State (University). That’s where I graduated from, that’s where my wife graduated from. And she did really well in school. And when she started looking at going to college, one of the things I told her, I said, let’s look at the North Carolina University system first. Yeah, I’m a little bit prejudiced, but I think North Carolina has the greatest university system in the nation. And I said let’s look there first. And then we’ll look in the private sector, and we’ll expand from there. But, you know, she was blessed, she had choices. And she chose Boone (Appalachian State), and I couldn’t have been more excited. And there was no stipulation on there that “that’s the only one that I would pay for,” nothing like that. But that’s what she chose. And my wife is an educator. She’s got 33 years in public education. And she works for the county school system. And my daughter, that’s what she’s interested in doing. And I think that’s a very noble profession. I’m more proud of the choices that she’s made. And to be honest with you, that’s what I almost did. I was going to teach math and coach baseball. And as a matter of fact, when I retired, a friend of the superintendent said, you know, there’s a pathway for lateral entry if you’re interested in doing that. And at that point in time in my life, I just couldn’t work that into my schedule. I still now try to play golf a couple or three days a week. So yeah, that I’ll try to work that into my schedule. And you can meet constituents and have conversations out on the golf course, too. RP: Absolutely, absolutely. But that’s kind of my background. My dad, I think my dad was really the most influential on me. He unfortunately passed away in 2004, and I really didn’t get into the political arena until 2016, as a county commissioner, and actually, you know one of the things unique about that was it was something that I had been thinking about doing as opposed to talking about doing, and the opportunity presented itself, and I took it. And actually, for the last year of my career as a police chief (in 2018), I was also a county commissioner. So, I was a police chief in Eden and a county commissioner. And I knew I was going to retire. I mean, that was never in question, because I shared that during my political stump speeches. I shared with them, I hope to get elected to county commissioner, but I’m real sure I’m going to retire in December. So, it was. It was fine. And I think that’s one of the things that’s really helped me, as I shared earlier, is that spending 30 years in working for a municipality. I was there as a county commissioner about five and a half years before I moved to the General Assembly, and then being in the Legislator Q&A: Rep. Reece Pyrtle One of the things I’ve often said is that every pancake’s got two sides. And I think it’s important to understand that although you may not agree with the different ideas, and outcomes that ought to take place, I think it’s important to understand where the other person is, where the other side’s coming from. continues on page 22 NCLM.ORG 21
North Carolina House. I understand the layers, so to speak. I understand that when you make a decision at the state level, how it’s going to trickle down and impact the county and the municipalities. Because as I was working in the municipality, I was on the receiving end of that, quite often: when a decision at the federal level or the state level was imposed, how that impacted us. So, given that and your experience in local government, you know how powerful it can be to align communications and understand disparate issues that can come up. How do you view effective communication? What works best between you and the different entities you have to keep open lines with? RP: Well, I was just talking to the Chamber of Commerce folks, about what’s going on, and one of the things that I shared with them at the end is that, you know, I’ve had the same cell phone number since I was the number two guy at the police department in 2002. And I kept that number when I retired and was a county commissioner. And I kept that number when I left the county commissioner and went to the North Carolina House. And I share that with you because I was actually going to Raleigh, it’s been about a year ago, I got a call and it was a gentleman who was having issues. He said right in front of his house there’s water coming out of the road, out of the pavement, there’s a water leak. He said, “I don’t know who to call.” I said, “Well, what’s your house number?” So, he told me, and so after I got his house number, you know, I still got all my contacts. I called the director of public works and said, “Hey, there’s a gentleman over here, really nice guy, he’s having water issues, he’s got a water leak from the house, and he’s concerned about his water being turned off and all that.” He said, “I’ll get somebody over there.” So that evening, I called him back and said, “Look, they’re gonna have somebody take care of it. They’ll be in touch with you. Let me know if you have any other issues.” So that evening, I called him back. I was coming home from Raleigh, it was just a day trip. I said, “Hey, I just want to touch base with you. Did the city take care of it?” He said, “Oh, absolutely. They were over here shortly after I talked to you, and they knocked on my door, said you’re going to have the water off for a while, and they cut my water off, they fixed it, repaired everything, got my water back on, knocked on my door, said I’m good to go.” He said, “I really appreciate you taking care of that. That’s helping people.” I’ve never worked in the private sector. I’ve been law enforcement, and it’s about helping people. The county commission, same thing. I’m helping folks and I look at what I do now is in the same capacity. They’re trying to provide, meet the needs. It’s nice because it’s in recognition that we’re all really trying to help people, even though we may have various styles of doing so. RP: Yes, that’s what it should be about. Our short session is unofficially ended. We still got some dates we’re gonna meet, but we’re out for the summer. My office remains open, and I have an amazing staff that are sitting there. And if you have an issue, and you happen to not have my cell phone number, you can call my office, our staff will shoot me an email ... because I’m telling Legislator Q&A: Rep. Reece Pyrtle continued from page 21 Rep. Reece Pyrtle with Eden Mayor Neville Hall (far left) and Eden Councilman Greg Light (middle). SOUTHERN CITY Quarter 3 2024 22
Legislator Q&A: Rep. Reece Pyrtle you I’ve got some amazing folks that work for me, who are able to reach out and jump right on it, and they love helping people, too. That’s very beneficial, is having good staff, and I do, I got blessed. It’s also recognition that, you know, one person can’t do everything. It’s definitely a team. It’s who you bring with you, who you build, who you trust to share with you. How does your team tend to process nuanced, complicated or verging issues? RP: It’s a lot of reading, but also, we have a lot of folks within our caucus and even within the General Assembly that are subject matter experts in a lot of fields. And I often have members come to me and say, “Hey, you were a county commissioner. Tell me about what your thoughts are on this. What do you think the commissioners association will think about this?” And it’s one of the things where I have some very smart very talented folks that are in the General Assembly and in my caucus. And I will lean on those folks. And plus, I have amazing staff when I have questions. Obviously, you have to be dependent upon the ongoing staff and you have to have some relationships. To me, it’s all about relationships. You know, fostering and cultivating those relationships. When I was a police chief, when I first got to the police, appointed a police chief here, one of the first things I did was create a reason for all the chiefs to get together and the sheriffs to get together, and we invited this attorney that I was really after the most. Because when you create a relationship, when it comes that, if you have to make that ask, it’s much easier to make it if there’s a relationship in place. And if you’re the recipient of that ask, it’s much easier to say yes and understand why that ask is being made. Even when you might have hit just a little pothole, that relationship will help. Those potholes won’t be quite as deep if there’s a relationship in place. And I did the same thing as a commissioner when I was chair. One of the things I did was direct the manager to find an issue. Let’s have dinner and get everybody together, all the elected officials in one room, the town council and all that good stuff. And let’s get together, have dinner and talk about an issue that’s impacting us all. Well, the information was important. But it was that breaking bread and having those conversations that took place before, during, and after the event that I think was most beneficial... When I was working with the municipality and even with the county, there’s things that did or didn’t happen at the state or federal level. And a lot of times, you know what, we had to depend upon ourselves. We had to look to see what we could do with our span of control to mitigate the issues that were impacting our community. And in Rockingham County, you know what, it didn’t just impact the community that I served as a police chief. It would impact the community 10 miles down the road in Reidsville, 12 to 14 miles up in Madison ... and so you know we had some some some very good conversations on what we could do within our span of control to work together to address the issue to address this quality of life issue. It was huge, I mean I remember one of the big ones that we had was trying to address some of our mental health issues and the serving that population that of consumers that were in crisis that didn’t have any resources. They’re still part of our community ... and that’s really what kind of got the ball rolling and helped me realize how big these relationships were. That was in the early 2000s before I was the police chief. And we worked hard, and then as the police chief, I continued that and tried to expand on it. On the flip side, being a retiree, you could just sit back and let the stress go, keep the focus at home and so on. But, staying involved to the extent you do, do you still find time for yourself? Ways to break away and enjoy the coffee? RP: Like I said, my wife is a school teacher; my daughter is a sophomore, she’ll be a rising junior at Appalachian State. And so, during football season, we may make our way to a college football game now and again. I’ll be honest, I play golf when I’m here. I try to play golf at least twice a week, sometimes a third day. I enjoy doing that. My mom is 85 ... I’ve got to take her to the doctor today. She’s still in good health, I still go with her and visit and talk to her on the phone. I’ll go by her and see her every day. She’s liable to call the police department to do a welfare check on me if I don’t go by there and see her. So, you know, that’s family and friends. Let me tell you a good thing about retirement. You know, somebody said it to me, but I didn’t believe it until I actually retired. If I wake up one morning and I have nothing on my calendar pressing, I go play golf. By the time I go to bed that night, I’m sitting there wondering: I started off really not much to do, and by the time we go to bed, I wonder how I got it all done. Really, being engaged in the community. And I do everything from the Boys and Girls Club Board of Directors and so on, and that takes up some time, too, when you engage in all that. Rotary, Chamber of Commerce, there is always something going on. And that’s fine. I enjoy staying active. I really do. And I enjoy people. So that’s what makes it easy. I’ve been blessed, got some great relationships, made some great friends since I’ve been in the General Assembly... There’s so many great people there, it’s a pleasure to be around... I like people. I like having the conversations, and I like making a difference. And I hope that at the end of the day when I retire, they think, you know what? Somebody cared about his community and tried to make a difference in his community. Yeah. So that’s me. I’m pretty simple. I think I’m a simple person. I’m just trying to do the right thing. Not just across Rockingham County, but across the state of North Carolina. And I’ve had that opportunity. I like people. I like having the conversations, and I like making a difference. And I hope that at the end of the day when I retire, they think, you know what? Somebody cared about his community and tried to make a difference in his community. Yeah. So that’s me. I’m pretty simple. NCLM.ORG 23
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