On Nov. 7, 2000, Jackson County voters passed a non-binding referendum to hire a professional county manager. On Nov. 29 of the same year, county commissioners voted 3-2 to make the wishes of the voters official. On that date they passed a resolution ending 150 years of an elected county manager. Jackson County was the last of the 100 counties of North Carolina to adopt a county manager form of government.

On Aug. 1, Ken Westmoreland of Greer, S.C., was hired as Jackson County’s first professional county manager. The Smoky Mountain News interviewed Westmoreland Nov. 21 regarding the transition of government in Jackson County.

SMN: You came to Jackson County from Greer, S.C. What past governmental experience did you have?

Westmoreland: I was Spartanburg County manager for 10 years, from 1980 to 1990, and Greer city administrator from 1990 to 2000, and I served as president of a non-profit economical development group just prior to coming here.

SMN: What were some of the issues you faced in Spartanburg County and Greer?

Westmoreland: Well, greater Spartanburg wants to be like Charlotte. And I spent 22 years helping them be that way. But I came to realize the community had changed dramatically, and not all of it for the better. Smaller communities in particular really lost many of the characteristics that made them so inviting.

Growth over that region increased by 25 to 30 percent over the last decade. Greer doubled in population from 1990 to 2000. You never catch up. There are always additional water lines, sewer lines, roads and sidewalks. It used to be that basic services were all citizens asked for: good police, fire protection, garbage pick up. Now there is considerable demand for arts and entertainment and expanded parks and recreation and greenways.

SMN: Do those issues translate to Jackson County?

Westmoreland: They’re all part and parcel of a changing environment. Historic methods of dealing with these issues are not as effective as they once were. There is a changing constituency and a classic conflict between the old mountain philosophy of live and let live and new folks who want things the way they were back home.

One problem is the lack of mechanisms and regulatory procedures to deal with these problems. Commissioners are now struggling with how far do we go, what is really important, how do we get a handle on, and balance conflicting interests in this county and most counties across Western North Carolina.

Hopefully, my experience in Spartanburg County and Greer will help here. I’ve seen both the positive and negative effects of rapid growth. I will have a base of reference as we attempt to preserve the quality of life and the things that make this area so unique.

SMN: What are some of the challenges facing Jackson County?

Westmoreland: Well, I think this is one of them, what to do in regard to general land-use planning and setting a direction for the foreseeable future. Not only for Jackson County, but for the region. We’re not isolated by any means. I believe the opportunity exists, in cooperation with our sister counties, to create a regional approach. Each of us has our general strengths and weaknesses, and by pooling these we could work together to strengthen the region in a way none of us could individually.

SMN: When you arrived on the job there was a lot on the table — a moratorium against asphalt plants, a cell tower ordinance, smart growth meetings and more. After four months of settling in, are you beginning to get a sense of where the county’s headed?

Westmoreland: When I first arrived, I spent a lot of time observing and a lot of time with existing committees like smart growth, the planning board, EDC and others .... I feel like these entities have a good handle on what needs to be done and what direction needs to be followed. My role is to make sure the county organization is prepared to follow through when those political choices are made.

One of the problems I’ve seen is ordinances on the books that either aren’t enforced or need strengthening. We have a junkyard ordinance, but nothing is ever done. We have building codes, but we need more inspectors. Beginning with next year’s budget, hopefully we can shore up some of these areas that need assistance to make sure all the various departments and divisions work together and communicate more effectively.

SMN: Regarding some of the particulars in the county, how do you rate Jackson County’s school system?

Westmoreland: The school system is one of the county’s strengths. We’re consistently above average in test scores, and we have a large percentage of graduates compared to incoming students.

But it also represents one of the paradoxes facing the county. Students can get a good high school and post high school education here but then have to leave the region to find employment. This is in direct conflict with the strong family bonds that are an integral part of this region.

The challenge is to create an array of business and industry so we can meet the needs of the entire community; those who didn’t finish high school, those with high school diplomas and those with college degrees. It’s a tough nut to crack.

SMN: How do you feel about the solid waste issues facing the county?

Westmoreland: It’s something that needs to be worked out, and the opportunity exists todo that. The program as implemented is very ex-pensive, but there is potential for cost saving and the county is positioning itself to deal with that.

The Scott’s Creek facility could be operated differently. When the existing contract is up there is the possibility of turning that into a multiple-use facility and going from a cost output situation to a break-even or even revenue producing situation.

SMN: Cashiers often thinks of itself as the forgotten part of Jackson County. There is a great diversity of lifestyle from one end of the county to the other. How does it all fit into the mix?

Westmoreland: Cashiers is definitely an asset to the county. There is a little bit of the us-them mentality I would like to see go away. I would like to see us participate and assist a little more in their basic community needs and issues like fire protection and so forth. I think Cashiers can have a positive influence on the balance of the county.

One of the real, often unspoken issues in Cashiers and across the region is the resident versus non-resident issue. I feel if everyone in Cashiers was a year-round resident, those issues would be worked out. When someone comes here and complains about services and infrastructure and then leaves for six months, it creates some resentment.

SMN: Can you give a brief “State of Jackson County” report?

Westmoreland: Jackson County is a balanced community — a healthy community. The county has done a good job taking care of the basics. The building blocks to move forward are in place. The county is poised to go in whatever direction the leadership chooses from a political standpoint.

SMN: Now that the honeymoon is over do you predict a long-term relationship?

Westmoreland: I hope so. I’ve not detected anything to the contrary. I think I’ve developed an effective working relationship with the department heads and the commissioners. The change in government is new to them. I think they will learn how to effectively use a manager.

I know there are those in Jackson County who didn’t want the system to change, but it is my intent to show the public that the board made the right choice.

From a personal perspective, I am familiar with Western North Carolina. My oldest son graduated from WCU. My youngest son is a junior at Brevard College. As a family, we have spent much time in the area. My wife, Betty, and I have been graciously accepted into the community.

The job is challenging, both personally and professionally. The people I’m working with are dedicated and consciencious. The board, though individually they may have different approaches, they all have the county’s interest at heart. There is not a selfish interest among the five of them. The wheels of government grind slowly, and I’m in it for the long haul.

 

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