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Freeman strives to build consensus as DENR secretary
Former city manager and Triangle J COG executive director sees importance in strong partnership between state and local governments
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Dee Freeman concentrated on issues such as water resources, sustainable energy and environment and mobility during his time as Triangle J Council of Governments executive director, a position he held from 2000 until his retirement as a local government public servant on Jan. 1, 2009. (Photo by Jason King) |
As one of its initiatives, the NCACC strategic goals team charged with "enhancing the state-county relationship through effective communication and the development of a working partnership" is interviewing members of Governor Beverly Perdue's Cabinet and Council of State.
In August, Information Systems Director Judy Rhyne sat down with Dee Freeman, a veteran local government manager who was appointed Jan. 6 as secretary of the N.C. Department of Environment and Natural Resources (DENR).
How has your experience as a regional Council of Governments director and city manager prepared you to lead DENR, and what specific strengths do you bring to the role of department secretary?
"I think probably better stated: How did my experience as a public servant prepare me for this role? In my mind, the answer is very easy, first and foremost, endemic of local government … it's very similar … it's very easy to relate to and understand and work with. My colleagues in local government, elected and appointed, I've worked with them for years and years during my time as Triangle J's director. I've had the good fortune to work with this Association very closely and serve on some of their committees – one of which was the Environment Steering Committee. Being in that role so long, since my very first day of work back in 1973, some of the issues that have consistently been before us and before me throughout my career have been environmental issues, anywhere from building water plants, sewer plants, water collection, water distribution systems, pre-treatment facilities, landfills, sedimentation and pollution control.
"I don't think people quite or truly understand how much local government is involved with environmental issues, and as I came into office, you heard a lot about business and industry, a lot about environmentalists and few were taking note of the fact that local governments are the third leg to the stool. Business and industry, environmental groups/conservationists, and local government – those are the three legs to the stool that our department routinely deals with. So, I think that all comes to bear very productively and very positively for the state and local relationship."
In light of the current economic climate, what can North Carolina counties expect to see from your department in terms of programs and initiatives?
"I think that instead of saying 'in light of the current economic climate,' I would say 'in spite of the economic climate.' You're going to see a great deal from the Department of Environment and Natural Resources. … I think every aspect of our strategic plan speaks to and then takes us toward sustainable public policy. It takes us into the areas where we will be confronting substantial challenges for the state and substantial opportunities for the state. Think about the green economy, all the opportunities surrounding solar, wind, biomass. We've talked about all of those tangible energy sources that would create jobs, jobs, jobs – and jobs that would be sustainable and help clean up our environment and help alleviate our dependence on oil. There is so much potential there that it is just really hard to think that we do anything but end up with lots and lots of programs and initiatives that will be beneficial to the state and to local government."
Are there any stimulus funds that you are pursuing?
"Oh, there are a lot of stimulus funds. DENR right now is administering approximately $150 million of recovery and reinvestment funds and those are creating jobs. It's building infrastructure, and stimulus dollars are really important and allowing us to meet some of the infrastructure goals that we otherwise could not meet, principally in water and sewer and underground storage tanks. We have funds for the forestry division to help improve our firefighting capabilities and restructure around the state. There are funds in there for diesel retrofits that help with some air quality issues and emissions issues. There is a small amount of money in there for COGs in water quality planning, which I was thrilled about. It is a small amount of money, but I find too often we talk about building things and not enough time talking about planning, so that's important. So if you add it all up, right now the total is $150 million. It would be great if that was our total need, but just the water and sewer alone, more than a billion dollars worth of needs are documented – and that's probably not all there is."
What steps will your administration take to strengthen and improve the existing relationship between your agency and county governments?
"We've already begun that process … through outreach to the different aspects of the environment in which we work. We're talking to business and industry. We're talking to the environmental groups and conservation groups. We're talking to local government and regional government and the agriculture groups. We've taken it even further and have spoken to folks in the asphalt business because of ties to transportation. That outreach is really important to me.
"However, aside from the introductions and getting to know everyone and getting to know what their issues are, it's the next step that's really important – that's how we stay in touch, how do you communicate, how do you deal with each other in a way that affords input and is a two-way street, and how does it afford access to the department, to the secretary, to the staff. The environmental roundtables I think will be an invaluable part of how we can do this.
"The other part about rebuilding, reuniting, reinstating the state and local partnership, I think that's really important. I think it goes without saying how key that partnership is to our success. The other part of that – particularly for local government – you have ready access to me because of my background and because of my experience. I will call upon trusted and good friends of mine who are professionals, who have great integrity, and I will be calling on them from time to time as issues come up just to talk. So, it will be an interactive process. It will be one that is steeped in partnership and teamwork and one that hopefully affords us the chance to know each other so that when we don't agree with each other, I think we will be able to deal with those issues respectfully and again, at the end of the day, people will feel like they were treated fairly.
"Interestingly enough, in the Perdue administration there are probably more local government appointees than just about any other time in recent history. You have myself; Commerce Director Keith Crisco, a former city councilman; and not on the Cabinet but working closely is State Personnel Director Linda Coleman, a former county commissioner and state legislator. You have (past NCACC president) Moses Carey, among others, heading up the Employment Security Commission. You have people sitting at the table who know and understand local government and its role and how important it is to the state."
What do you see as the role of county commissioners and managers in local programs provided by DENR?
"Probably the answer to the question about the roles of county commissioners and managers is, one, to work with me closely, but two, work cooperatively with Governor Perdue – and she is going to do the same with them. And to truly make it a partnership which we as public servants, elected and appointed, both at the state and local level can all be pulling in the same direction. It is really important that we spend our energies on those tangible and constructive issues rather than just bogging down in controversy and dealing with non-productive sorts of behavior that don't get us anywhere."
How do you expect counties to interact and communicate with your administration?
"Well, first the notion of the roundtables, that is going to be a major part of how they communicate, but also through direct contact with me. You'll find, and I think it has already been true, that I deal directly with David and Ellis (Hankins, executive director of the League of Municipalities). I deal directly with the regional council directors. I'll deal directly with the Joint Regional Forum, which has both city and county representatives. I know those folks. I am connected to them, and that will be a readymade way for us to come in contact.
"But there will be lots of other venues. There will be appearances at meetings and conferences. We will go the route of interactive, technological means where you have Internet and Web access. There will be a number of things in that respect. Everything is going so far beyond what I have ever known, with Twitter and Facebook and all the rest. I have to rely on our technical folks to explore those possibilities. There are lots of ways that we can connect, but the roundtables will be key."
What additional information, materials or contacts would you like to have from county government or the NCACC to help with oversight of your programs?
"I think that our strategic plan is going to be key for us. We hopefully will be publishing that in the near future. That will lay out a really good understanding of where we will be focused, what we will be doing. You're going to see county government and city government mentioned in the strategic plan in most places. And you're going to see the proposition of a state and local partnership. That is a place to really get started and describe our vision, our purpose – and I think it will be clear as to how local government can fit into that, and in turn how we can similarly fit into strategic plans. I know that the Association has a strategic plan, as do others, and that is important.
"As it is in all relationships, to promote the idea and proposition dealing professionally with each other and remaining respectful. Local government and the state working together, dealing with issues rather than taking positions. Just remember that even with controversial and contentious issues, to maintain a respectful dialogue and discourse and work toward a consensus – maybe not total agreement – but consensus, and that is really where I am focused. So, that will require on all of our parts patience and due diligence.
"We have a great staff in the department. It is quite a dynamic and resourceful group of people. Most of the employees in DENR are there because they want to be. They have a real commitment to the environment and managing our natural resources. We have a motivated workforce and professional staff. And you have a governor who is there, ready and willing, and that just makes it easy for me to go out and speak on her behalf and on behalf of the department and try to set our course in those important areas of water, air, economy, climate change, better environmental regulations, working lands and customer service."
At the end of your term, what criteria will you use to measure your success as secretary of DENR?
"First and foremost we'll measure it against the governor's agenda. We'll measure it against our strategic plan. We'll measure it against all the things I've outlined as important to me, and we'll measure it against the feedback that we get from our bosses – the citizens of North Carolina. We'll measure it against all those things and there will be definitive measures for which we are accountable such as timeframes, how much success we've had, and how much work remains to be done. Whenever you are engaged in the process of strategically acting on inherited goals for the state, there is always the opportunity to go out and do your best."
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