A PUBLICATION OF THE NORTH CAROLINA LEAGUE OF MUNICIPALITIES 16 REP. RAY PICKETT UNDERLINES THOUGHTFUL LOCAL-STATE COMMUNICATION 20 MARK-ANTHONY MIDDLETON FINDS SUCCESS THROUGH CRISES 32 STATE AND FEDS APPROVE HELENE ASSISTANCE 34 CITYVISION 2025: GATHERING IN GREENVILLE Volume 75 / Number 1 / 1st Quarter 2025 A Year of Resilience, Innovation and Service 2024 YEAR IN REVIEW
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Southern City is a publication for and about North Carolina municipalities, published quarterly by the North Carolina League of Municipalities. Volume 75 Number 1 1st Quarter 2025 Executive Director & Publisher: Rose Vaughn Williams Editor: Isabella Mormando Writers: Ben Brown, Jack Cassidy, Stephanie Hughes, Scott Mooneyham, Isabella Mormando Photography: Ben Brown, Stephanie Hughes, Isabella Mormando, Morehead City Police Department www.nclm.org Southern City (USPS 827-280) is published quarterly for $25 per year ($2 per year to member municipalities, $1 for single copies) by the North Carolina League of Municipalities. Phone: 919-715-4000 Postmaster: Send address changes to: Southern City 434 Fayetteville Street, Suite 1900 Raleigh, NC 27601 Advertising & Design: Advertising Sales: William Hutabarat Design & Layout: Jon Cannon For advertising opportunities and deadlines, contact Big Red M at 571-331-3361 or william.hutabarat@bigredm.com. ©2025 NC League of Municipalities All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. PUBLISHED Spring 2025 20 MARK-ANTHONY MIDDLETON FINDS SUCCESS THROUGH CRISES IN HIS NCLM PRESIDENCY SOUTHERN CITY
INSIDE THIS ISSUE 10 14 16 20 24 28 32 34 6 8 40 41 42 34 32 WRITERS THIS ISSUE ISABELLA MORMANDO Communications Associate JACK CASSIDY Learning and Development Program Manager BEN BROWN Communications & Multimedia Strategist STEPHANIE HUGHES Communications & Multimedia Strategist (ARP) SCOTT MOONEYHAM Director of Political Communication & Coordination NCLM Year in Review Another year is in the books, let’s look back at the 2024 accomplishments of the NC League of Municipalities. A Look Back at the Municipal Accounting Services’ Year This past year was eventful for the League’s MAS team as they provided essential financial services, including accounting software conversion, accounting training, ARP compliance assistance and other technical services to towns across the state. Threading the Needle Together Rep. Ray Pickett underlines thoughtful local-state communication. Mark-Anthony Middleton Finds Success Through Crises in His NCLM Presidency Mark-Anthony Middleton’s League leadership blends vision, strategy and action, addressing both local and statewide challenges for North Carolina municipalities. Why Extraterritorial Jurisdiction Still Matters ETJ in North Carolina began in 1912 to regulate land use beyond city limits. It remains vital but faces legislative challenges. Enhance Safety with NCLM Grant Opportunities Learn about the various grant offerings from the Property and Casualty Trust and Workers’ Compensation Trust. State and Feds Approve Helene Assistance NCLM, NCACC, WNC COGS convene meeting on needs. CityVision 2025: Gathering in Greenville NCLM’s annual conference, CityVision, takes place April 29–May 1, 2025 in Greenville, NC! Board of Directors Speaking Out A Year of Perspective Taking the Field Building Resilience and Relationships In Memoriam Board of Trustees 5
PRESIDENT Mark-Anthony Middleton Mayor Pro Tem, Durham FIRST VICE-PRESIDENT Martha Sue Hall Mayor Pro Tem, Albemarle SECOND VICE-PRESIDENT Jody McLeod Mayor, Clayton IMMEDIATE PAST-PRESIDENT William Harris Commissioner, Fuquay-Varina Board of Directors 2024–2025 WORKING AS ONE. ADVANCING ALL. DISTRICT 1 Mayor Elizabeth Morey Southern Shores DISTRICT 11 Vacant CHARLOTTE Council Member Marjorie Molina DISTRICT 2 Council Member Brian Jackson Jacksonville DURHAM Mayor Leonardo Williams DISTRICT 12 Mayor Zeb Smathers Canton DISTRICT 7 Council Member Mary Jo Adams Laurinburg MANAGER City Manager Michael Peoples Gastonia DISTRICT 8 Mayor Bill Dusch Concord CLERK City Clerk Brenda Blanco New Bern DISTRICT 9 Mayor Michael Horn Lewisville MANAGER City Manager Tasha Logan Ford High Point DISTRICT 6 Mayor Pro Tem Satish Garimella Morrisville WINSTON-SALEM Council Member Robert Clark ATTORNEY City Attorney Emanuel McGirt Greenville DISTRICT 10 Mayor Constantine Kutteh Statesville PRESIDENTIAL APPOINTMENT Council Member Rashad Roberts Chadbourn PRESIDENTIAL APPOINTMENT Council Member Ann Schneider Oak Ridge PRESIDENTIAL APPOINTMENT Mayor Jessica Day Knightdale MANAGER City Manager Jonathan Russell Washington DISTRICT 3 Mayor Terry Mann Whiteville FAYETTEVILLE Mayor Pro Tem Kathy Jensen AT LARGE Mayor Dwight Lake Mayodan AT LARGE Mayor Don Hardy Kinston DISTRICT 5 Mayor Pro Tem TJ Walker Rocky Mount DISTRICT 4 Mayor PJ Connelly Greenville RALEIGH Mayor Pro Tem Jonathan Lambert-Melton AT LARGE Mayor Dennis Barber Newport SOUTHERN CITY Quarter 1 2025 6
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SPEAKING OUT A Year of Perspective Over the last year, my time as president of the North Carolina League of Municipalities has really brought home to me how municipalities collectively deal with the challenges that affect people’s everyday lives. Obviously, being Mayor Pro Tem of Durham and a member of the Durham City Council, that is something I have seen as it relates to my city and its work with residents. But through my role on the League’s Board of Directors and now as president, I’ve had the opportunity to see that same dynamic in play in cities and towns of all sizes across the state. As one of my predecessors once said, the primary difference between the issues that big cities, smaller cities and small towns deal with are the zeros involved—with that meaning the size of our populations and the size of our budgets. Whether addressing public safety, working on economic development projects, maintaining city roads, providing parks and other amenities or all of the infrastructure and public health measures that involve cities—water, sewer, garbage collection— municipalities touch our residents’ lives every day. In a world where much of politics is increasingly polarized and partisan, I feel blessed to have been in this position as president of this organization, to enjoy the unique perch of seeing how this occurs in communities throughout North Carolina, and to converse my fellow municipal officials on these topics. In fact, one of my key goals as president has been to assist all of my fellow board members in becoming ambassadors for the League, and in doing so, share how this organization helps to further what municipal government does for its residents. We developed a little “elevator speech” card so that each of us can be an on-the-spot ambassador, and I have encouraged more publicity around the board appointments, with the aim of making all of our respective cities and towns understand how the work that the League does translates into better, more effective services for residents. MARK-ANTHONY MIDDLETON NCLM President I hope that we can continue to expand on this effort so that people can see beyond the tap water that comes out of their faucet or the park down the street where their children play. That they can see how city workers individually make those things happen, but then also how the League advocates for the resources, provides the liability insurance or creates forums for idea-sharing so that they happen in the best, most economical way possible. Obviously, this past year has been incredibly difficult for many of our cities and towns in the western part of North Carolina damaged by Hurricane Helene. I am proud of the role that the League has taken on to both advocate for those communities and also provide the avenues to connect them to needed resources. Those efforts happened, in no small part, due to the active role that this organization had been playing before Helene in assisting towns in improving their financial operations, helping make them safer and reducing potential liabilities as an insurer and staff being connected in a variety of ways to municipal officials. As I prepare to finish my term as president, I know those efforts will continue and that the League of Municipalities will keep making North Carolina a better place. This is a well-run machine, in all aspects of its operation, with a highly knowledgeable and professional staff that knows how to get things done. Finally, I want to say to all of my fellow members of the Board of Directors, and those previous officers and board members with whom I have served, it has been a privilege to work with you in this capacity. Your dedication to your own cities and towns, and to all cities and towns, is remarkable. That dedication is not always appreciated, but having seen it up close, I know that it is selfless and because you care. Bless every one of you, and good luck in this continuing effort to help uphold the League motto, “Working as One. Advancing All.” SOUTHERN CITY Quarter 1 2025 8
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As we reflect on 2024, it’s clear that this year has been one of remarkable progress and resilience for the North Carolina League of Municipalities. From navigating the aftermath of Hurricane Helene to celebrating significant milestones in our service programs, it’s been a year of both challenge and achievement. Here’s a look back at some of the key highlights that defined 2024 for our cities and towns. In the wake of Hurricane Helene, the League remained steadfast in its commitment to helping municipalities recover. We supported local governments with on-the-ground assistance and offered resources aimed at long-term LEAGUE UPDATE NCLM 2024 Year in Review A YEAR OF RESILIENCE, INNOVATION AND SERVICE ISABELLA MORMANDO Communications Associate ANOTHER YEAR IS IN THE BOOKS, LET’S LOOK BACK AT THE 2024 ACCOMPLISHMENTS OF THE NC LEAGUE OF MUNICIPALITIES. resilience. Over 300 claims have been processed to date, totaling approximately $45 million in covered exposures, underscoring the importance of the Property and Casualty Trust’s— administered by the League—role in disaster recovery. Total claims reported in 2024: • IRFFNC (Property and Causalty): 2,715 • NCIRMA (Workers’ Compensation: 1,618 The Municipal Accounting Services (MAS) program earned national recognition this year, receiving the prestigious Government Finance Officers Association (GFOA) 2024 Award for Excellence in Government Finance. This award highlights the program’s innovation in addressing common challenges and promoting best practices in government finance. The MAS team also made significant strides in serving municipalities, completing 14 accounting software conversions in 2024 and continuing to support 53 towns through the conversion pipeline. The program has now successfully completed 21 accounting software conversions since its inception, helping municipalities streamline their financial operations and improve efficiency. The League’s technical assistance programs have continued to grow, providing support for municipalities across the state. In 2024, our MAS team conducted 718 site visits to 545 unique municipalities, offering hands-on support and guidance. Beyond accounting services, we also connected 102 members NC Mayors Association Summer 2024 Meeting in Wilmington. SOUTHERN CITY Quarter 1 2025 10
League Update to grant and legal services. Through our partnership with Witt O’Brien’s, 74 municipalities received grant consultation services, resulting in over $2 million in grants won for local governments. Additionally, 28 municipalities were linked to legal services through our collaboration with Parker Poe law firm, addressing a range of legal inquiries from public records to economic development. Read more about the accomplishments through our MAS program on page 14. The technical assistance for cities team also conducted multiple surveys throughout 2024, including the merit/costof-living adjustment survey, the budget and tax rate survey and the salary survey. Over 550 responses were collected from municipalities across the state, representing large cities and small towns. These survey results keep relevant and up-to-date information for members to utilize when making financial decisions from year-to-year. In 2024, the League launched the Accounting Instruction & Mentorship (AIM) program, providing one-on-one training and mentoring to municipal staff. The AIM program aims to improve fiscal health and resiliency in our towns and cities, equipping finance staff with practical tools such as task checklists for daily, weekly and monthly responsibilities. Seventeen towns are currently participating in the program, which continues to grow as a vital resource for local governments seeking to strengthen their financial management practices. The Health Benefits Trust (HBT)— administered by the League—made strides in 2024, transitioning to Aetna as the third-party administrator and bringing billing and eligibility in-house through the SIMON platform from VIMLY. 400 member groups, covering more than 10,000 lives, benefited from our comprehensive services in medical, dental, vision, life and disability insurance. The HBT wellness grant program was also enhanced, with new funding opportunities tailored to the size of each group, helping members better meet their diverse needs. HBT consultants held countless benefit meetings with new and existing HR staff from member cities, towns, counties and government associations. Specifically, HBT consultants held 75 open enrollment meetings with the help of the League’s business services team and eight training webinars, which helped municipalities learn how to manage benefits more effectively. In addition to advocating before the NC General Assembly on behalf of cities and towns, the League’s government affairs team was hard at work with advocacy efforts in 2024 focusing on relationshipbuilding and policy development. Over 400 municipal officials attended one of continues on page 12 Rep. Timothy Reeder at the Goldsboro Town & State Dinner. Defensive Driving police training in Winston-Salem. NCLM.ORG 11
League Update the five regional Town & State Dinner events, engaging with more than 50 legislators to discuss critical issues facing their communities. The League also launched the 2025–2026 legislative goals development process, involving extensive collaboration with members through eight listening sessions, 32 small group discussions and written submissions. This process culminated in 197 city officials and 154 municipalities contributing over 350 ideas. Of these ideas, the legislative policy committee debuted 50 distinct legislative goals that reflect the priorities of North Carolina’s cities and towns. Additionally, our elected official affiliate groups—NC Mayors Association, NC Black Elected Municipal Officials and NC Metro Mayors Coalition—grew in membership and engaged with statewide leaders, including former Governor Roy Cooper, Governor Josh Stein, State Auditor Dave Boliek, NC Department of Environmental Quality Deputy Secretary Sushma Sizemore, and the Legislative Black Caucus to discuss key issues impacting municipalities. The Advancing Municipal Leaders (AML) program completed its first full year of offering certificates to course participants in 2024. A total of 361 financial management certificates were awarded, each requiring six credit hours of financial courses. Additionally, 42 Diversity, Inclusion & Racial Equity for Cities & Towns (DIRECT) certificates were awarded, with recipients completing six hours of DIRECT course credit. Thirty municipal officials earned the Certificate of Municipal Achievement, which requires 12 hours of AML credit. Lastly, Goldsboro Councilman Chris Boyette earned the Certificate of Municipal Excellence, having completed 25 hours of AML credit. The League is proud to recognize the town of Franklin and Garner for earning its Commit to Civility certification from AML. Both towns had 100% board participation in the program. This multistep program showcases a city or town council’s pledge to civil conduct and leadership. It engages and challenges municipal officials to embrace civility throughout the course of their work within their communities. The League’s legal department provided invaluable support to local governments, the League’s board of directors and the board of trustees throughout 2024. The team responded to 200 legal inquiries and offered educational opportunities for elected officials and municipal staff. From ethics training to understanding the scope of municipal authority, our legal team continues to be a trusted resource for guidance on a range of legal issues. League attorneys also educate municipal clerks and organize continuing legal education (CLE) opportunities for municipal attorneys. In addition, the League’s Judicial Advocacy program enjoyed success this year by offering multiple publications of Municipal Law Notes, the annual Municipal Calendar and filing a brief before the North Carolina Supreme Court. League attorneys continuously monitor cases that have a significant impact on municipalities. Our business services team had another productive year collectively traveling 75,867 miles throughout North Carolina to meet members where they are! Business services consultants conducted 609 onsite member visits to help municipalities improve their risk management practices. Through 46 insurance claim and policy reviews, nine risk management best practices education sessions for department heads and extensive training events, they have As we move into 2025, the League remains focused on continuing to serve municipalities across North Carolina. We look forward to another year of collaboration, education and service as we work together to strengthen the future of North Carolina’s cities and towns. continued from page 11 Metropolitan Mayors Coalition Summer 2024 Meeting in Wilmington. SOUTHERN CITY Quarter 1 2025 12
continued to provide municipalities with the tools they need to safeguard their assets and manage risks effectively. In 2024, the League’s Risk Management Services (RMS) field staff conducted 1,775 consultations, offering guidance through one-on-one contacts and site visits. Law enforcement agencies benefited from eight training sessions on constitutional issues and defensive driving, while 17 Law Enforcement Agency Risk Reviews were completed, with a total of 83 police departments having finished the Risk Review. Fire departments also received support, with four Risk Reviews completed, seven more in progress and 212 consultations held. In addition to fire and law enforcement achievements, RMS field staff hosted 32 risk management training events, covering topics like flagger training, OSHA requirements, and driver training, while 19 HR-related training courses focused on trends, liability, recruitment and retention. Additionally, 103 police agencies utilized the League’s soft body armor grants, and 128 members, from both property and casualty and workers’ compensation pools, accessed safety grants in 2024. In total, 24,437 NeoGov classes were completed by municipal employees, further strengthening local governments’ capabilities. The Property and Casualty Trust also continues to provide valuable risk management resources. Sixty members of the Property and Casualty Trust participated in the League’s Employment Practices Liability Legal Mitigation program which provides members with five free hours of legal consultation per fiscal year, with the goal of mitigating risk in employment decisions and helping prevent employment claims. • Members in the Property & Casualty Pool: 426 • Members in the Workers’ Compensation Pool: 477 • Workers’ Compensation Premium Audits Completed: 475 As we move into 2025, the League remains focused on continuing to serve municipalities across North Carolina. Our commitment to helping local governments recover from Hurricane Helene, supporting members’ financial health, advocating for legislative priorities, and providing essential legal and risk management services will remain at the forefront of our work. We look forward to another year of collaboration, education and service as we work together to strengthen the future of North Carolina’s cities and towns. Thank you to our members for your continued dedication and leadership. Here’s to another year of progress, innovation and community resilience. Councilman Chris Jernigan at Town & State Dinner in Hickory. Elon Mayor Emily Sharpe. Town of Garner adopting AML’s Commit to Civility resolution. Town of Franklin adopting AML’s Commit to Civility resolution. League Update NCLM.ORG 13
MAS CORNER ince 2021, the League has worked to maximize the impact of American Rescue Plan (ARP) funds allocated by the state, working directly with municipalities across North Carolina. In 2024, the League made significant strides in supporting towns by transitioning its ARP team into the Municipal Accounting Services (MAS) team to better reflect the department’s evolving focus. The MAS team provides a comprehensive suite of financial services, including accounting, software conversion, one-on-one accounting training and mentorship, as well as ongoing technical assistance. A cornerstone of MAS has been accounting software conversion for cities. This program includes access to a comprehensive accounting system that is specifically geared towards government finance, allowing greater flexibility in building reports and streamlining financial accounting and payroll processes, among other features. Additionally, towns receive personalized training from a League accounting specialist. “As far as having help from the League, if you run into any situations or you have any problems ... they’re there to help you. Whereas any other software that I know of, you don’t have that,” Ashley Eure, Hertford finance director, said. “That’s a big plus, especially for a small town when you have one person juggling a lot of things. It is nice to be able to have that help.” “I think the MAS program is a crucial program in streamlining resources. I cannot stress enough how much I really have appreciated it,” Katie Atkins, Caswell Beach director of finance, said. “It has made my transition into this position smooth. It has boosted my confidence, and it has provided me with valuable resources and knowledge that I would not have been afforded otherwise.” At the end of 2024, 21 towns had completed this thorough, months-long transition to the new accounting software platform. Dozens of other towns are in the pipeline to receive this service and will be undergoing conversions in the near future. This past year, the League also launched its Accounting Instruction & Mentorship (AIM) program, designed to enhance the financial health of towns that historically lacked the training and resources necessary to thrive. The program offers customized instruction on accounting procedures, practical guidance to ensure finance departments remain on track, and catch-up bookkeeping and auditing services for towns facing a backlog. Additionally, AIM provides hands-on learning through dedicated mentors and creates an environment where finance officers can ask questions tailored to their specific needs. “Going through this so far has allowed me to know what I am doing well, what I can sharpen on, and as a result, each time we are done with our training I feel a little bit more confident,” Joe Killion, Bailey town administrator and CFO, said. “To know that I have someone I can call makes all the difference in the world.” In addition to accounting software and mentorship, the League’s cybersecurity team has also trained hundreds of municipal employees in cybersecurity awareness, equipping them with the tools necessary to safeguard both town operations and citizen data. A Look Back at the Municipal Accounting Services’ Year STEPHAINE HUGHES Communications & Multimedia Strategist (ARP) S Marion City Manager Bob Boyette with NCLM Regina Mathis. NCLM Pam Hurdle with Hertford Interim Town Manager Doris Walton. Bailey Town Clerk and Chief Financial Officer Joel Killion. SOUTHERN CITY Quarter 1 2025 14
Alongside its accounting program, MAS has delivered measurable outcomes through its other technical services also. In partnership with Witt O’Brien’s, the League’s grant-writing program has secured over $2 million in funding for participating towns. The grants received will serve to make towns safer by funding projects to improve dangerous intersections and providing police forces with bulletproof vests. The town of Hertford in Perquimans County was awarded the NC Department of Congress’ Rural Downtown Economic Development Grant to rehabilitate the Hertford State Theater, one of the town’s historical landmarks. Hertford was one of only two towns that received the full $850,000 of grant dollars available. “If it was not for Witt O’Brien’s I do not know if we would have been able to get the full dollar amount, because we were able to win that grant and get the full dollar amount,” Doris Walton, Hertford interim town manager, said. “And we are so beyond grateful for this program because at a time where we are rebuilding and for the League to offer that service to us, I cannot put a value on it.” The League has also facilitated partnerships with law firms to support towns in developing policies and procedures, drafting requests for proposals and addressing other legal matters, MAS Corner including a projects such as creating an interlocal water agreement between municipalities and facilitating design agreements for the creation of a recreational park. Furthermore, the cybersecurity team has trained hundreds of municipal employees, equipping them with the tools necessary to safeguard both town operations and citizen data. Concluding a successful year, the MAS program was honored with the Government Finance Officers Association’s Award for Excellence in Government Finance, recognizing innovative programs that offer creative solutions to common challenges and uphold GFOA best practices. We are proud to have received this prestigious national distinction. Aurora Town Clerk and Finance Officer Judi Lannon with NCLM Sharon Edmundson. NCLM.ORG 15
LEGISLATOR Q&A Threading the Needle Together REP. RAY PICKETT UNDERLINES THOUGHTFUL LOCAL-STATE COMMUNICATION BEN BROWN NCLM Communications and Multimedia Strategist he northwest corner of North Carolina, filled out by the wide vistas and well-visited communities of mountainous Allegheny, Ashe and Watauga counties, is the district of Rep. Ray Pickett, elected to the state’s House in 2020. Now well into the 2025 legislative long-session, he’s accustomed to longday efforts on assorted and surprise matters that come before the General Assembly, so many of which require considerable study on a timeframe and adding to frequent late nights. The Blowing Rock resident wasn’t new to those angles of work when he entered the legislature, though, with his professional life prior in hospitality, then owning and operating the Blowing Rock Inn. Involved with the business since high school, when his family ran it, Rep. Pickett noted in an interview with Southern City that it was all-day, multi-focused work that he’d grown accustomed to. He also applied it in his time on the Blowing Rock Town Council that preceded his House election. (Rep. Pickett’s wife, Councilwoman Melissa Pickett, presently serves on the Blowing Rock board.) And with municipal government in his background as well, Rep. Pickett is emphatic about healthy communication between entities to get things done in the legislature. He cited good, communicative relationships with local governments in his district and said it creates awareness of the needs and how to address them. “Every town in the state needs to communicate with their representatives and senators, because if you don’t have a good relationship with them, it’s hard to get things done,” Rep. Pickett said in the full interview that begins below. ˘˘˘ Could you tell us a little bit about your district? Just to set some context on your part of North Carolina, the towns within, and where you call home. RP: My district is fairly large. It covers three counties. It’s Allegheny, Ashe and Watauga counties. And it’s got Sparta, Lansing, West Jefferson, Jefferson, it’s got Boone, Blowing Rock, Seven Devils, Beach Mountain. So, I cover a fairly large area. Speaking of, your professional background is in hospitality. Does that bring perspective that you find useful in state office? Thinking of economic matters like visitorship, tourism and so on. How does your background knowledge help with your role as a state legislator? RP: Well, it means a lot, because tourism is a huge industry in North Carolina, and especially where I live. I started in hospitality when my parents bought a hotel in Blowing Rock when I was still in high school. And I have been in the hospitality industry up until 2020, and then we sold our business after I got elected. But it’s extremely important up here. It’s what this area thrives on, especially here in Blowing Rock. This has always been a tourist destination. Been for a long time and will continue to be. T Are there any aspects of Hurricane Helene that have impacted that in your district? Blowing Rock is more north of most of the aftermath imagery we’ve seen in the mountains, but in looking at broader impacts, what are you seeing at home? RP: It has affected it, somewhat. Our business district did not get hit like it did down in Asheville and Chimney Rock, Swannanoa, and those areas. The main river, the Watauga River, is further away from Blowing Rock. So, it mostly was residential that was impacted the most. Now, some of it was tourists coming up, and there’s certain areas and roads that we try to keep them out of … just because the roads are still in bad shape, and they’re still trying to rebuild, and there’s construction people getting in and out. But the business sections are OK, and they’re back up and running. SOUTHERN CITY Quarter 1 2025 16
Legislator Q&A: Rep. Ray Pickett As we speak, we’re getting into the legislative long-session. You’ve been in the legislature for multiple terms now. How do you find is a good way to get into the groove of a legislative session, which can have all kinds of dynamics and time commitments and topics to navigate? How do you get in that mode? RP: Well, we almost stay in that mode. Even when we’re not technically in session, there’s still other things we’re working on, or we’re doing work in our districts. So, it’s pretty much full time now. And even before we started session. I was there three weeks before we started session, just starting to meet with people, start talking about some bills we might need to run, or appropriations that might need to be had, and getting the office set up and ready to go for another long-session. They all seem to run together, or they have been since I’ve been there (in the General Assembly). So, a legislator is practically full time, you’re always absorbing information and discussing different topics with different people or groups. Is there a method to that? How do you handle intergovernmental communication, in trying to keep each other informed on context and what’s happening in the Legislative Building? RP: Well, I have a good relationship with most of all the council members and the county commissioners. I served locally in Blowing Rock on the town council, and so I still know all of those people, so it’s fairly easy to communicate. We have each other’s cell phones, and they know that my line is open any time. All they have to do is give me a call if they have a concern, and we try to work through what we think we can do, what they might need, how maybe we can thread that needle to get to the appropriate people, if it’s appropriations, try to get to the top of the stack, and try to show that this is a need. All of my towns and the counties are very good about knowing when they come to ask for something, that they come saying, “This is a need.” They know it’s, like, this is a want, it would be nice if we could, but the needs we need first. And all my county managers and the town managers are very good about mainly coming with needs first. So, they might need some storm drain improvements after Helene came through, they might’ve found some problems that they need to address, because they want to be prepared for the next heavy rain that we have, and Helene brought out those problem spots. Do you find that your past experience on town council colors or informs your role as a legislator at all? In terms of how you communicate, what you appreciate, and so on? RP: I think it does. I think it gives you a real connection locally, because you did serve in local government, and you’re real in tune to the needs that those towns have. They know that my line is open any time. All they have to do is give me a call if they have a concern, and we try to work through what we think we can do, what they might need, how maybe we can thread that needle to get to the appropriate people, if it’s appropriations, try to get to the top of the stack, and try to show that this is a need. continues on page 18 NCLM.ORG 17
Legislator Q&A: Rep. Ray Pickett These legislative sessions can go and go, timewise, especially in these odd-numbered years when you produce a statewide budget. There’s also storm recovery and other timely issues, wild cards, and so on. How do you find is an effective way to navigate and keep a positive momentum? Do you have moments to unplug and reset? RP: You’ve got days in the legislature that are incredibly long, and sometimes, with so many subjects, you have to go from one subject to the next all day long, and it can be draining. But usually we try to take some time, even sometimes during the day. I’ll tell my legislative assistant to just give me 15 minutes, let me close my door for a little bit, and just be quiet for a little bit, and maybe even let’s do a little music, and just relax a minute, and then start back. You have to do that when you’re in a job like that, because it’s not a nine-to-five job. And even after five o’clock, we still have all the receptions they have in Raleigh, with people that have organizations that you feel strongly about, so you feel like you do want to go and interact with them, because they are people that you enjoy the subject that they’re on, and you’d like to help them. But usually those are a little bit more relaxed, because they’ll have them a science museum or something like that, so it’s a little more relaxed atmosphere—still talking business, but you have a little bit of time to unwind. I have an apartment in Raleigh and I can go back there and turn on the TV and just relax a little bit. You have to learn how to do that, and being in the hospitality industry, I think, helped me. That’s not a nine-to-five job either. It was always on hotel runs, 24/7. Hey, I think I got adapted to it. You have your own subject matter expertise, like with your professional background and things you probably learned in prior public service, on the town council. How do you absorb issues that might be new for you since you first got elected to the House? You get assigned to different subject-matter committees, and you had mentioned the array of subjects you have to move through each day. RP: Somewhat, you know. With some of it, there was a learning curve. I got to lean on staff or either their department to go talk The main thing is to communicate with your senator and your representative. I mean, you have got to have an open line of communication with them at all times. And if you’re having a problem with something in your town and you want to change something, call them, talk to them, invite them to a council meeting. continued from page 17 to them to learn the ins and outs. I think transportation was one. I was in my first term. I was on (the House Standing Committee on Transportation)—still am on Transportation—and got to learn the ins and outs of how we fund transportation and how we work transportation. That was something I didn’t know a lot about. So that was something I had to just go find the information and get with people that had been in it for a long time, and they’ll put you in the right direction. So go talk to this person and they can show you exactly how it works. And I did that with universities as well. I’m chair of the (House Standing Committee on Higher Education), and a lot of people don’t understand the ins and outs of how our higher education system works, and where the money comes from, and how it’s allocated, and how the Board of Governors plays a role. So, you have to depend on the people that have been there before you to help inform you, but we have staff members that can help you along with that. And there’s people at the Department of Transportation that can help you with transportation to explain it to you. So, you just have to go out and find it. Other than the main priorities in legislative sessions, are there any particulars or matters you’d like to see accomplished in your House service? RP: I’d have to say that first term I came in, transportation was a priority and that’s the reason the (House) speaker at that time put me on Transportation, because I’d expressed that desire, because of what we have up here. It’s unique, in the mountains, in fixing transportation. I have a tremendous amount of unpaved statemaintained roads in my district, and keeping those maintained was very difficult. So that’s the reason I wanted to be on the Transportation committee, so I could see what I could do to help that along to keep these roads better maintained. And it’s a continuous fight. I have more calls about roads than anything else, still to this day. Is there any advice or wisdom you’d like to share with regard to intergovernmental communication, or adapting to new topics together, or effectiveness between local governments and their legislators? RP: Well, the main thing is to communicate with your senator and your representative. I mean, you have got to have an open line of communication with them at all times. And if you’re having a problem with something in your town and you want to change something, call them, talk to them, invite them to a council meeting. You know, we try to get around to those meetings, but sometimes it’s very difficult with our schedule in Raleigh. We’re in Raleigh when they’re having their meetings. But local governments should invite them to come sit down and talk about the problem they’re having. Don’t assume that (area lawmakers) are just going to know, because we do have a lot on our plate. So, communication is key, and I’ve been a part of the League for a long time, and Blowing Rock is still heavily involved in the League. Use it use your communication skills, and if you don’t know or if you don’t think you can articulate what you need, call the League. They’re in (the Legislative Building in Raleigh) every day. Use their expertise to come talk to us about what you might need, and it might be something as simple as a local bill could take care of what you need and not have to do it in a statewide bill that affects Blowing Rock in a way that may affect (another town or region) in a completely different way. So, try to be cognizant of SOUTHERN CITY Quarter 1 2025 18
Legislator Q&A: Rep. Ray Pickett that when you want something done because the statewide bill affects everyone. So, I think that communication is always the number one thing. Let’s close out this conversation with some takeaway thoughts. What should we focus on, what’s in the air, or what do you think deserves a little more emphasis at this moment? RP: Right now, it’s just Helene recovery. I mean, I know that we still have an entire state to run, but Helene recovery is the top priority. It’s very difficult, because of precedents from previous storms and how we can work this and stay within our Constitution and our laws of what we do. But I just always want to emphasize the communication part. Every town in the state needs to communicate with their representatives and senators, because if you don’t have a good relationship with them, it’s hard to get things done. So, you need to keep good communication. If you have a chance to come to Raleigh, call (your legislators’) offices, come sit down with them for a minute and talk to them Come see them in Raleigh. I know the League’s got their (Town & State Dinner, which groups local leaders with their legislators so they can share a meal and conversation). So that’s good, as well coming to Raleigh as a group. We used to do it when I was on council. I did it every year. We came down and we had our legislative days and went to our senator and representative’s offices and sat and talked to let them know our concerns. Any municipality out there: use the League’s expertise. That’s what they’ve got. So, I encourage every town. You’re a member of the League? Use them. That’s what they’re there for, is to help you through the process of bridging that gap between local and state. I encourage them to do that because we (legislators) can’t know everything, and it’s so hard for us even just to go through just the hundreds and hundreds of bills that are flying around that building and trying to know what all of them are. It’s difficult if we don’t hear from you. We don’t have the time to call each individual one of you and just see if you’ve got a problem. Get that problem taken care of before it becomes a big problem. Rep. Pickett at his desk in the House Chamber in Raleigh. NCLM.ORG 19
BOARD PROFILE Mark-Anthony Middleton Finds Success Through Crises in His NCLM Presidency JACK CASSIDY NCLM Learning and Development Program Manager ark-Anthony Middleton is no stranger to leadership positions. In Durham, he now stands as a senior member of the council in his eighth year elected and serves as Mayor Pro Tem. At Abundant Hope Christian Church, he presides as CEO and senior pastor. In each, as in any director, manager or principal position, the job requires a strict balance of strategy and action—of both keeping large, forward-looking ambitions within target and reacting to the crises. Of reacting to the now. Middleton’s time atop the NC League of Municipalities has proved no different, albeit through a larger, statewide scope. The ambitions were bigger—and so were the crises. Middleton’s preparation and experience at the local level proved more than up to the task. As his Presidential tenure comes to a conclusion this April at CityVision 2025, Middleton looks back at a year of challenge and accomplishment. THE VISION Middleton ascended to the League presidency after many years on the Board of Directors occupying Durham’s Large City Representative seat, reserved for just six cities in North Carolina. That position, as a representative of several hundred thousand people, brings with it a unique perspective, according to Middleton. “Durham is a big, dynamic city,” he said. “I wanted to bring that full understanding to the depth and breadth of the work the League does.” The connection between big cities and smaller towns—from the perspective of a big city representative—became a major component of Middleton’s vision. “I wanted to push back against the mythology and notion that big cities can’t get together and coalesce around issues with smaller towns. That idea of the urbanrural divide was important for me to overcome,” Middleton said. “We all want safe streets, we all want good schools, we all want internet connectivity, we all want clean water.” Part of that perspective, and a key part of Middleton’s approach to leadership, is the idea of access and relationships. At home in Durham, Middleton has prioritized a seat at the table for all members of the community. Speaking with Southern City Magazine in 2020, Middleton shared the two questions that define his approach: “Who is not being heard?” and “How many people are being written off because of the absence of people to speak up for them?” In Durham, a rapidly-evolving city filled with both rich history and new people with new ideas, the solution for Middleton is outreach and to value the hard-to-reach communities as much as the accessible ones. With a statewide organization, however, Middleton believes that the solution is almost the inverse. It’s not finding hard-to-reach groups, but rather becoming easier to find yourself. Middleton made it a key priority to get the NC League’s name, work and impact known more across North Carolina. M “That’s an important role of the President—to be an ambassador,” Middleton said. “I’ve seen a lot of stuff get done outside of the legislative session simply because of the power of relationships and the power of talking to one another.” Through that vision and through ever-building partnerships, the League itself has made significant strides under President Middleton. At the legislature, the League continues to be a forceful and effective advocate for North Carolina cities and towns, while around the state itself, the League has blossomed both its education programs and its direct assistance programs for member municipalities. “We have such a well-run machine here,” Middleton said. THE CRISIS No tenure of leadership goes smoothly from beginning to end, and the road bump that President Middleton found during his year atop the NC League was Hurricane Helene. Hitting North Carolina on September 27, Hurricane Helene’s flood waters inflicted catastrophic damage to many western municipalities, leveling entire downtowns. Cities were left without critical infrastructure, including clean water, and many residents found themselves without homes. More than 100 people were killed in the storm, which became the costliest natural disaster in the history of the state. SOUTHERN CITY Quarter 1 2025 20
Under Middleton’s leadership, the League sprang into action. First, as the insurer for nearly all of the impacted municipalities, the League was quick at work to determine what help was needed and to understand the scope of the necessary response. Then, as the go-to support system for cities and towns, the League was quick at work tapping into the available disaster relief and connecting leaders with resources, including the Mutual Aid System, a robust framework designed to organize collaboration among municipalities during times of crisis. The League has served as a key liaison between local governments, counties, state government agencies and federal officials. “I’m so proud of the way the League has positioned itself as one of the key players in bringing relief both economically and morally to the western part of our state,” said Middleton. I wanted to push back against the mythology and notion that big cities can’t get together and coalesce around issues with smaller towns. That idea of the urban-rural divide—that was important for me overcome. We all want safe streets, we all want good schools, we all want internet connectivity, we all want clean water. » Mark-Anthony Middleton, NCLM President Board Profile: Mark-Anthony Middleton continues on page 22 Town & State Dinner 2024 with legislators in Hickory. Town & State Dinner 2024 with legislators in Winston-Salem. NCLM.ORG 21
continued from page 21 Board Profile: Mark-Anthony Middleton In November, Middleton and League Executive Director Rose Vaughn Williams led the League’s involvement in a special convening in Morganton, which included the North Carolina Association of County Commissioners, five western regional Councils of Governments, and key legislators and leaders from both the state and federal level, including Senator Thom Tillis, then-Governor Roy Cooper, and FEMA Administrator Deanne Criswell. “Today, mayors, county commission chairs, local government managers are all coming together with no thought to jurisdictional boundaries or partisan boundaries,” Middleton said at the gathering. In the months and years of recovery ahead, the League has positioned itself both through its expansive, on-the-ground staff and its network of key partners to support these rebuilding communities. Middleton points to those resources—the people and the partners—as the reason the League is so well positioned not just on this crisis, but on the many issues that arise for local governments. “Anybody who thinks that they can come in and just do this by themselves, just really doesn’t have an understanding of the lay of the land,” said Middleton. “The balance, of your vision and your response to immediate issues, is directly proportional to how much you trust and use your team.” SOUTHERN CITY Quarter 1 2025 22
Board Profile: Mark-Anthony Middleton THE SUCCESSES AND THE FUTURE In Middleton’s view, his accomplishments are forward-looking and should be measured as such, based on how well the League and the cities as a whole are positioned to face the challenges ahead. Even now, though, the achievements seem clear. Middleton has overseen the League as it has bolstered its foundation as a support organization and a go-to resource for municipalities. It is as evident during a crisis like Hurricane Helene as it is during the more routine times. “It’s been an honor to serve all of our cities, and to lean into the cooperation that takes place between them,” Middleton said. He sees for himself a continued role as ambassador, and he believes that he has established a culture of ambassadorship among the League’s Board of Directors too. “I hope under my Presidency, the board now sees itself as an active board, actively building membership, actively recruiting folks to participate in the League, ushering the next great chapter of the League’s story and continuing to push our legislative agenda,” Middleton said. Middleton does not leave his achievements behind. Just as they stay with the League for future dividends, so too do they benefit Middleton himself. He entered the Presidency with a big city perspective to bring to the role—and he leaves the role with a League perspective to take back to Durham. “What the League has taught me will shape my leadership in Durham,” Middleton said. “It’s taught me that you don’t have to go it alone. Even when it seems like there may be forces against you for one particular issue, there are always three more issues that you can rally around and agree on. “When I look back over my life in public service, my presidency of the North Carolina League of Municipalities, without question, will be one of the high moments.” What the League has taught me will shape my leadership in Durham. It’s taught me that you don’t have to go it alone. Even when it seems like there may be forces against you for one particular issue, there are always three more issues that you can rally around and agree on. When I look back over my life in public service, my presidency of the North Carolina League of Municipalities, without question, will be one of the high moments. » Mark-Anthony Middleton, NCLM President President Middleton with his brothers at CityVision 2024. President Middleton with U.S. Senator Thom Tillis and NCACC President Tare “T” Davis. NCLM.ORG 23
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