Gubernatorial candidates forum

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What concrete steps would your administration take to strengthen and improve the existing relationship between state and county governments in North Carolina, thereby creating a true partnership?

Bill Graham
County leaders all across North Carolina have expressed their frustration concerning the lack of cooperation on the part of state government. Often, Raleigh becomes an impediment rather than a partner in economic development and improvement of education, transportation and healthcare. I believe that the problem lies in the culture of Raleigh. As governor, I will bring leadership back to Raleigh and create a liaison within my office to work exclusively with county government. This liaison will be given the power to cut through the bureaucratic mess that currently afflicts our state government. County officials will only have to call one person in state government to get the information and action that they need.

As governor, I will hold a monthly conference call with county leaders so that I have an understanding of what issues each county faces. All too often, Raleigh develops programs and services with a “one size fits all” mentality. However, as you know, Wake County is much different than Swain County and we cannot expect a program to work the same in each county. I would instruct all department heads to consult with county leaders when developing any program that would affect that individual county. This is vital because county leaders always know their people better than someone in Raleigh.

Finally, I will give local officials more control over services ranging from education to transportation. This would integrate county governments into state planning and implementation of services and programs. County government will be able to meet the needs of their citizens in a more cost-effective and efficient manner.

Pat McCrory
The state, in recent years, has chosen to take local revenues due our cities and counties to fund its ever-increasing appetite for spending. As a result, the cities and counties have put extra pressure on local property taxes to fund basic operations. Promises to help repay or offset the seized revenues have not happened. The state has abdicated its duties to maintain state infrastructure, choosing to shift money to cover state shortfalls.

Thus, the very first step I would make as governor regarding our cities and counties would be to restore the revenues to their rightful owners and reduce state spending accordingly to balance the budget. The State of North Carolina will continue to transfer its obligations to the cities and counties unless we force them to stop ... and I will do that.

Richard Moore
As your state treasurer and chair of the Local Government Commission, I am proud of the strong partnership my department shares with county governments through the LGC. Staff at the LGC offers assistance to our counties on debt and financial management. I hope counties have found the staff to be knowledgeable and helpful, from hosting the Sixth Annual State Treasurer’s Conference on Local Government Accounting, Auditing and Financial Management to assisting in the issuance of bonds for your local projects.

I have worked closely with our localities and have a deep understanding of the different needs of our counties – rural and urban, east and west. I will take the same partnership approach to the governor’s office that I have practiced as treasurer by meeting with county commissioners and their representatives on a regular basis to understand your priorities and needs. State government should have a more comprehensive understanding of the roles and responsibilities our counties have in delivering services.

Additionally, as treasurer, I manage the pension fund for nearly all local government employees. I established the first retirement roundtable where I brought together the different associations that represent members of the pension fund, such as NCACC, to develop a unified agenda and speak with one voice when advocating in the General Assembly on retirement issues. This is another example of the type of partnership with NCACC I see as critical to a successful administration.

Dennis Nielsen
You have stated the relationship between the counties and state cannot be considered a true partnership – “issues often arise that impede both the effective governance of programs and the efficient delivery of services to the citizens of North Carolina.”

The ineffective governing of North Carolina is a direct result of the wrong people being in control. No better example of this is the DOT. A recent report states the “DOT is too political; bosses waste time and priority projects are delayed for years.” – McKinsey.

Your question falls short because the real way to solve problems in the state is to form a partnership between government and the people. I will form groups of eight to 10 citizens; they will take one issue and work to solve it without government intervention. These volunteers will serve without pay and come forth with recommendations. These honorable citizens have the answer to what needs to be done and we must listen to them. These citizens groups will not be former politicians, party hacks or be a part of the good old boy network that dominates our political scene today.

The state does not need appeasers or consensus builders, but good, sound leadership, something that is lacking in the state now. I will bring strong leadership to the state and do what I think is right for the people of the state, regardless of any party or special interest group. My administration will emphasize trust, integrity and leadership.

Bob Orr
First, as a citizen of this state, it’s deeply troubling to me that the prevailing opinion at the North Carolina Association of County Commissioners is that the state-county relationship is “not always collaborative or equitable and therefore cannot be considered a true partnership.” In my view, this sentiment indicates a failure of leadership in Raleigh and forging a strong partnership with county leaders should be the next governor’s first objective.

Please see www.orr2008.com for details on proposed policies:

• Replace the “top down” culture in Raleigh with a “bottom up” approach: Leaders set the tone for any organization, and I will work – through personal example in Raleigh and by frequent visits with local officials, staff appointments of people with local experience, legislation, budgeting, etc. – to ensure that it is clear that state government exists to support the counties in the service of our people, not vice versa.
• Increase the transparency of state government: I will make state government more open to the scrutiny and accountability of the public, including county officials.
• Comprehensive tax reform: I believe our current tax system is outdated and unfair. I understand the significant pressure county leaders are under to deliver services and manage infrastructure with limited resources. We must reform our tax system and implement an equitable structure that delivers stable recurring revenue to meet our needs without raiding local funds.

Bev Perdue
North Carolina is in the midst of great change. By 2030 our population will grow by 50 percent, our economy is in transition, and our rural regions are struggling to find their place. We face an exciting future, but great challenges.

As North Carolina changes and our problems grow more complex, the nature of the state-county relationship must change with it. Success in this new environment requires more local participation, cooperation and autonomy. We took a major step toward that goal last year with the landmark legislation ending the counties’ forced share of Medicaid costs.

As governor, I will take office knowing that success cannot be achieved without a close working partnership with our counties. We’ve historically tended to tackle problems in North Carolina from the top down. But a new century requires a new model.

As governor I will immediately strengthen the role of the State Office of Intergovernmental Relations, making it a major presence in public affairs, policy discourse, and a highly effective liaison between county and state government. I will ask the North Carolina Association of County Commissioners to form an advisory council to meet with me quarterly to help us work together as a team. I will re-energize the eastern and western branches of the governor’s office and create an additional office in Charlotte.

I plan to be a hands-on governor who listens to you, participates in your conferences, respects your insights and expertise, and wants you at the table as we build a new North Carolina together.

Fred Smith
One of the greatest challenges faced by county governments is filling the gaps created by state government. It is very important in a partnership that the partners clearly understand their responsibilities, have the necessary authority and resources to fulfill those responsibilities, and can rely upon their partners to hold up their end of the partnership by meeting their commitments.

As governor I would work to clearly delineate authority and responsibility. If responsibilities are assigned to the counties, then the counties must have the necessary authority to meet those obligations. Be it education, criminal justice, or other critical governmental services, we must clearly understand who is responsible and create accountability for getting the job done. For example, the state is responsible for teachers and school staffing. The counties are responsible for the school buildings. The counties should be able to depend upon the state to pay all costs related to school staffing, and the counties should focus their resources on meeting their responsibility of building schools to meet community needs.

If the state fulfills its responsibilities, then the counties will have additional resources to focus on county responsibilities.