Good government depends on clear communication. When priorities are established early and expectations are understood, organizations are better positioned to make decisions, solve problems, and move work forward effectively.

The FY27 budget process reflected that approach from the beginning, and I’m grateful for the way our Board of Commissioners, county leadership, and staff worked together throughout the process.

During the May 18 Board of Commissioners meeting, Commissioners held a public hearing on the county manager’s FY27 recommended budget, discussed the proposal, and ultimately adopted the Fiscal Year 2026-2027 budget with several key amendments. In my 14 years serving as New Hanover County Manager, it is the earliest budget adoption I’ve been involved in.

The adopted general fund budget, which can be viewed here, maintains the current property tax rate of 30.6 cents per $100 of value while continuing support for public education, emergency services, public safety, and long-term capital needs.

What made this process work particularly well was the level of clarity and collaboration throughout it.

Before the first budget work session in February, departments worked closely with county leadership to identify operational needs, discuss service expectations, and evaluate potential enhancements. Those conversations helped shape the initial framework staff brought forward to Commissioners.

From there, Commissioners clearly communicated their priorities, giving our Finance team the direction needed to build a balanced and sustainable financial plan for the coming fiscal year.

As work sessions continued, discussions focused not only on immediate funding decisions, but also on the county’s long-term financial position and the responsibility we have to manage taxpayer resources carefully and thoughtfully.

Those conversations are not always easy, nor should they be. Budget development requires balancing priorities, evaluating needs, and making decisions that affect both current services and future obligations. But that process works best when expectations are clear and communication remains consistent throughout.

I believe this year’s process reflected that well.

None of this happens without the dedicated work of our Finance team, led by Chief Financial Officer Eric Credle and Budget Officer Amanda Kostusiak. Throughout the process, they remained thoughtful, responsive, and exceptionally well prepared while helping guide complex financial discussions in a way that kept the work moving forward productively.

I also appreciate the Board of Commissioners for establishing clear parameters early in the process. That early alignment helped reduce uncertainty, improve focus, and ultimately allowed the county to adopt a budget well ahead of the June 30 statutory deadline.

Planning for the future of a growing county is never simple. But this year’s process demonstrated what is possible when communication is clear, priorities are understood, and people remain focused on what is best for the community we serve.