Undoing a Legacy of Neglect
The Board of Commissioners at a January 28, 2010 meeting
Left to right: Kathie Russell, Carl Thompson. Tom, Sally Kost,
Bob Atwater, Joe Hackney and David Hamm.
When Tom took office in late 2006, Chatham County was the victim of rampant and unbridled residential growth. The previous board had not acted in accordance with the wishes of many of its citizens, who warned them about the adverse environmental, fiscal and cultural impacts of such rapid growth. There was not a transparent or open government process. The cumulative impact on our schools from this growth was not considered, nor was the increase in traffic on our roads. Our subdivision, zoning and environmental ordinances were outdated. Environmental impacts were never considered. Nor were the costs to maintain a quality drinking water supply. Our relations with the surrounding counties were poor or non-existent; there were massive annexation pressures from outside the county and yet no dialogue or means to resist.
Due to systemic staff challenges, the county relied on costly outside engineering consultants, resulting in inconsistency and poor follow-through on utility work and professional monitoring. We had a year-to-year contract for a waste transfer station that put us at the will of outside parties and a highly unfavorable contract for a water supply that included investment in another county’s water plant.
At the same time, the ineffective county-funded Economic Development Corporation watched helplessly as the exodus of revenue-generating industry shifted the tax base to residential development that expended more in services than it collected in property taxes. Expenditures were massive, with no successful effort to obtain any additional source of income. We had a business park that was soon to house tax-exempt entities rather than tax-paying businesses.
In general, when Tom took office, there was no implementation of our land use plan, a total absence of comprehensive planning for the future and a lack of fiscal responsibility evidenced by the lack of a plan to pay for accumulating neglected needs.
Accomplishments - Building a Legacy of Stewardship
“Yet, there is more work to be done. I am seeking re-election, along with George Lucier and Carl Thompson, to complete the tasks ahead and avoid a return to that legacy of neglect.”
–
Tom Vanderbeck
The team of Tom Vanderbeck, George Lucier and Carl Thompson rolled up their sleeves and started to make changes the night they were inaugurated. Over the past three years, the situation in Chatham County has improved in many, many ways.
The Board of Commissioners has:
- Adopted a new code of ethics, including a conflict of interest policy;
- Insisted on citizen-friendly communications, upgraded the county web site, put out more timely press releases and made meetings more responsive to citizens’ needs.
- Developed a more citizen-friendly budget document, a commissioners’ goals process and a transparent Capital Improvements Plan;
- Completed a new Department of Social Services building, in addition to remodeling the existing building;
- Initiated a new Human Relations Department and hired a new director;
- Developed a working, collaborative and collegial relationship with the School Administration and the Board of Education;
- Formed a land banking committee to identify potential school and park sites;
- Utilized the recreation exaction fee to purchase park sites in the Northeast and Northwest, initiated a search for additional land in the Southeast, and began to update the Recreation Master Plan;
- Completed necessary renovations for Jordan Matthews and Northwood High Schools;
- Completed Virginia Cross elementary school;
- Started construction of the Margaret B. Pollard Middle School, a Sustainable Technology building and a new library at the Community College in Pittsboro, and the first building at the new Community College site in the Siler City business campus;
- Developed a more congenial relationship with surrounding communities to form a basis for future regional collaboration;
- Joined in establishing the Piedmont Food and Agricultural Processing Center (expected to open August, 2010) for retail and wholesale marketing of locally grown farm products
- Developed and implemented an Affordable Housing Plan;
- Obtained agreement from Cary to jointly request state approval for consideration by Chatham before any further annexation of Chatham land;
- Partnered with Cary in the development and opening of the American Tobacco Trail;
- Revitalized the Economic Development Corporation, appointed a new president and developed a Strategic Plan for the County;
- Contracted with a national firm to promote the Siler City business campus, in the effort to recruit revenue-producing commercial enterprises nationwide;
- Contracted with a consultant for a broadband needs assessment and mapping in coordination with the state e-NC Authority to develop deployment options and funding strategies and also formed a committee to work with a broadband consultant; and
- Instituted mass transit availability, with regional cooperation, to link Pittsboro and Chapel Hill (Currently the Chatham Transit Network’s “Cross County Route” which regularly goes from Siler City to Pittsboro to Chapel Hill and back).
Cost Reduction and Efficiencies
The Board of Commissioners has also worked hard to reduce government expenditures and improve efficiencies. For example, it has:
- Instituted an in-house departmental evaluation;
- Audited all buildings (including leased ones) for energy usage and efficiency;
- Executed a performance contract to capture energy savings;
- Set a minimum LEED Silver policy for all public buildings over 20,000 square feet;
- Formed a task force focused on accessing the American Resource and Recovery Act (stimulus) program for a revolving loan fund to provide energy efficiency retrofits;
- Hired a grant writer in order to pursue grants for supplemental funding for County projects;
- Completed a facility inventory and needs assessment to develop more efficient operations, and purchased a large building and parking lot to address critical office requirements;
- Completed renovations of the Dunlap Building with energy conservation and staff needs in mind; and
- Combined the Planning, Central Permitting, Environment, Transportation and Affordable Housing offices into one Sustainable Communities Department and hired a Director to coordinate these related functions and realize operational efficiencies.
Environmental Preservation and Future Planning
And, in their effort to preserve our environment and provide for future planning, the Commissioners have:
- Formed and expanded advisory boards, task forces and committees to address specific planning, environmental, affordable housing, energy and green-building issues under the guidance of the new Sustainable Communities Director;
- Updated our subdivision, zoning, lighting and environmental ordinances and instituted a new storm water protection ordinance;
- Hired an Environmental Resources Director and a Soil and Erosion Control Officer to better enforce environmental protection measures;
- Hired a Professional Engineer for the Public Works Department to better manage water, sewer, solid waste and facilities management issues;
- Directed that disposal options for solid waste be evaluated, and updated the Solid Waste 10-year Plan;
- Sought a 5-year contract with the solid-waste transfer station;
- Actively supported the adoption of the Jordan Lake Nutrient Rules in the effort to protect the drinking water supply;
- Secured a supplemental water source to cover drought periods and for immediate future growth needs and laid the foundation for a future regional water supply from Jordan Lake;
- Supported the development of a Farmland Preservation Plan; and
- Approved a contract for renovation of the historic Superior Courthouse.