NCLM Volume 71, Issue 1, 2021

25 NCLM.ORG to develop and sustain relationships with the Cabarrus County Commissioners. “For everything, we have to coordinate what we do and how we go forward.” He’s been successful in that partnership. He’s also been successful with his own city council. Some of Dusch’s top priorities, which go hand-in-hand with the larger issue of growth management, are improv- ing connectivity around town, sustaining affordable housing, and recruiting and maintaining a strong city staff. On these goals, Dusch reports near-lockstep agree- ment among leadership. For affordable housing, Concord passed a bond that allo- cated nearly $1.4 million each year to the cause, and for talent recruitment, the city has implemented a $15 minimum wage. “The membership of our council is very broad in background,” Dusch said. “Some are from different parts of the country, some are from the area, and we all work with the common goal of, ‘What is best for Concord?’” Dusch is in this work for the long haul. Because, of course, he’s no stranger to the feats of endurance, where success comes more from simple execution and persever- ance than creativity. “It's to get to the end point,” Dusch said. “I keep at it, when I know the end result is good. When I know it's what we need." The Concord Traveler Photo credits: City of Concord.