Four candidates are running for two open seats on the New Hanover County Commission this year. Democrats Deborah Butler and former sheriff Sid Causey and Republicans Brian Berger and Rick Catlin. The two winners will replace long-sitting commissioners Bobby Greer and Bill Caster.

Here is the Greater Wilmington Business Journal Q&A with the four candidates.

GWBJ: As a New Hanover County Commissioner, what would you propose to nurture job growth that will employ the diverse population within our community?

Butler: The majority of job growth comes from start-up companies (according to the New York Times and Newsweek). We should identify county-owned real estate that is underutilized and offer it to qualified start-ups for their use on terms and conditions favorable to them and the county. We need to create/beef-up UNCW and CFCC mentoring programs. And we must cultivate seed investor and angel investor groups.These are the three things start-ups need most: physical space, mentorship and money!

Causey: Our county is faced with the same concerns which our state and nation is experiencing. The county commissioners must be sensitive to these concerns and work with large and small businesses and industry. We need to design a program of incentives for business and industry and this program needs to be addressed immediately. The county commissioners’ leadership must address this need as a number one priority for our citizens. 

Berger: Low taxation, fees and regulatory burdens are the best strategies for spurring job creation. Across-the-board, low-taxation policies are more beneficial to the local economy than targeted tax incentives (Titan Cement). Low taxation and fees are critical to recruiting new businesses to the county AND enabling existing businesses to prosper and grow. Small businesses, crucial to the local economy, deserve a pro-business environment that enables all businesses to add jobs, hire new employees and increase pay for current employees.

Catlin: As chairman of our Ports, Waterways and Beach Commission, I understand that our coastal assets, harbor commerce and tourism industry are our foundation for a strong local economy. I will continue my leadership of our unique coastal resources as your commissioner. A business-friendly environment requires low taxes and fees, sustainable infrastructure, responsive permitting review and quality educational and cultural opportunities. I will bring a professional balance to our economy, environment and quality of life.

GWBJ: What would you focus on to improve economic development recruitment?

Berger: NHC’s strategy for recruiting new businesses is outdated and flawed. Major improvements are needed to improve results. Comprehensive review of the current recruitment process and performance, and adoption of a more contemporary, effective strategic plan for recruiting new businesses to the area is overdue.  Creating a business climate of low taxation, fees and regulatory burdens is the best tool for bringing new businesses and jobs to the county. Enhanced infrastructure, schools, the environment, quality of life contribute significantly to economic growth.

Catlin: We have the proven potential to provide industry-specific employee training opportunities at our community college. If combined with infrastructure improvements, a culture of responsive regulatory review and sustainable business leadership from our elected officials, we have the right ingredients for the success formula we need to attract jobs. If we can agree upon and consistently implement a unified business development marketing plan, I believe we will bring good jobs to our unique coastal county.

Butler: Among my plans to encourage new business would be a public/private venture whereby we adaptively reuse existing county-owned real estate that is underused and not contributing to the tax base, developing a program that encourages for-profit start-ups by providing them space for a temporary period during which they can grow their businesses. The program would allow them to use the space, provided they maintain and improve the property and hire a predetermined number of employees within a specified time. The long-term goal is to offer the space for sale to the successful enterprise thereby returning it to the tax base.

Causey: The State of North Carolina and many areas similar to New Hanover County have ongoing studies and plans to address economic recruitment. We need to study what others are doing and use this information to develop a short-term and long-term economic development recruitment plan designed for our county. A focus group of commissioners, of business men and women, local economy planners and citizens, is capable of providing the direction we need to assure stability and growth.

GWBJ: In this economic climate, New Hanover County faces a tight budget. If you had to shore up a budget shortfall, where would you make cuts?

Catlin: In traditional incremental budgeting, departmental managers justify only increases over the previous year’s budget and what has been already spent is automatically sanctioned.  By contrast, in zero-based budgeting, every department function is reviewed comprehensively and all expenditures must be approved, rather than only increases. This process can also be applied to mandated service departments that do not have mandated budgets. This successful business approach should reveal decades of legacy costs and inefficiencies if performed correctly.

Berger: Higher taxation is not the solution and discourages new businesses from locating here, and prevents new job creation by existing businesses. Conservative fiscal management is the best solution. Zero-based budgeting, focused on top priorities and essential services (i.e. law enforcement), would help prevent much of the nonessential spending that led to the current budget gap and calls for raising taxes.  Working with state representatives to reduce unfunded mandates is critical. So is prioritization of needs.

Causey: I am in favor of a detailed budget review by the commissioners and the establishment of budgetary allocation priorities. Each department and division of county operation would provide input also based upon priorities. The priorities of county health, education, welfare, safety and services must be evaluated and funding alloted for each within the limited available funds. A most difficult task for us during the challenging economic time but these decisions which must be made for the future of New Hanover County.

Butler: I believe we need to take a surgical approach when dealing with cuts to the budget as opposed to sweeping, across-the-board departmental cuts. I have been discussing the formation of a Budget Advisory Committee comprised of an all-volunteer group of financial experts from within the community who would be charged with the responsibility of examining with fresh eyes and complete objectivity, the minutiae of the budget on a year-round basis and making non-binding recommendations to the commission so that the cuts that are inevitable are thoughtfully and judiciously made.

GWBJ: What is the most important thing you hope to accomplish as a County Commissioner?

Causey: My experience in county government has well trained me to understand and respect the strict need to implement and oversee a budget for successful operations. My desired accomplishment as a commissioner would be one who was wise with budgetary allocation for the continued excellence of our county and a commissioner who provided open and honest answers to each citizen’s questions. This is my pledge.

Butler: I want to have this county poised and ready to emerge from this recession with a reputation as an innovative, cutting-edge place to start and grow a business as well as raise a family. We need JOBS! The county needs to assume a more prominent role in economic development and should collaborate with those local economic development organizations that demonstrate vitality and an appreciation for the emerging clean tech possibilities of the future. I want to build our future around these forward-thinking principles rather than continuing down the path of our heavily polluting and industrial past.

Catlin: I want to leave New Hanover County a more attractive and affordable place to live. This will include thoughtful restructuring of our utility authority, new business approaches to budgeting and continuous improvement programs, improved inter-government efficiencies between the city and county, a competitive educational system, contingency plans for self-sufficiency for our beaches, improvements in our air and water quality, sustainable economic growth and most importantly, a long term comprehensive vision for our county’s future.

Berger: Immediately, addressing high unemployment and the economic direction of the county through improved policies and reducing the stifling rise in taxation and utility fees on families, retirees and small businesses which contributes to economic problems in NHC. Improving county budgeting policies and advocating priorities over non-essential projects, through more conservative fiscal policies and greater accountability and transparency are vital. Perhaps the number one objective of a four-year term is restoring the proper role of government and public-sector integrity.