Aubrey Gregory

Questionnaire from The Chamber of Catawba County

Please tell us a little about yourself and what prompted you to run for office.

I have lived in Catawba County all my life and am proud of our public school systems, having attended our public schools and graduated from Bandys High School. I live in Claremont and am a wife, mother, daughter, accountant, and community volunteer, and I want to be your county commissioner. I’ve always believed in giving back as a core value. My children are a product of our public schools. It was important to me that they see me contributing to our community and their schools, so I was always a class mom and on the PTO.

Once my children got older and on their own, I dedicated the same time and energy to volunteering in other areas of my community. Running for Catawba County Commissioner is the next inevitable step in giving back to a community that has given me so much, and I truly hope to inspire folks to become more involved locally, whether it’s running for office, volunteering, or attending local government meetings. Being out in my community, I’ve heard your stories, and I’ve heard the challenges you face and the issues that matter most to you. I believe every voice deserves to be heard by the people making decisions that affect your day-to-day life. I believe Catawba County deserves leaders who show up, listen, and engage, and I believe failing to do so doesn’t just fall short of what we deserve, but it is disrespectful to the people who elected you. I know it is an uphill battle, but I wanted to have someone on the ballot who represents every person in all walks of life. I’m running for Catawba County Commissioner not for power or politics, but because I’m one of you and because I truly want the best life for everyone who lives here.

What experiences, skills, or perspectives have best prepared you to serve in this role?

For over 15 years, I’ve worked in accounting and budgeting for several small businesses, so I know the value of short- and long-term budgeting firsthand. I was once a struggling young parent, an experience that taught me how important it is to prioritize where you spend the funds you have available. Additionally, I’ve had to learn to adapt when life does not go as planned - at times, I expected one outcome but faced another, so I pivoted, changed careers, and found a new path that ultimately led me to my career in accounting. I am also largely self-taught in every position I have held. By continually learning and taking on greater responsibilities, I have progressed to currently managing the entire accounting function for several small businesses. I can streamline processes, solve problems, and get things done efficiently. The perspective that has best prepared me is seeing so many elected officials who think they should only prioritize and represent those who vote for them or financially support them. We need people in government who care about everyone and want to prioritize all constituents on the same level. You don’t always have to agree with people, but it is important to give an unsupportive constituent the same prioritization as your friends or family because elected officials represent every person who lives in their district.

If elected, what would be your top two priorities?

My number one priority will be to make sure every resident of our county feels seen and heard. I know we won’t always agree and I’m aware I won’t be able to get everyone everything they want, but I will listen respectfully and always do my very best to understand other people’s points of view. To ensure we are listening to all residents, I believe we need to make our local government more accessible and transparent. To achieve that, I will work to: live-stream public meetings whenever possible; provide clear, timely information about meeting agendas, times, and locations, including special meetings or cancellations; and create meaningful opportunities for residents to participate and share their perspectives. I want people to feel welcome in our local government; I want them to get involved and I want them to feel confident that their voices matter – because they do. Listening, transparency, and accessibility go hand-in-hand. My second priority will be to serve as a careful steward of county revenue, including property tax and local sales tax funds. During the annual budget process, I will focus on delivering the county’s essential services and responsibilities, including: school facilities and per-pupil funding; public safety, including EMS, the Sheriff’s Department, the jail, and court-support officers; public health and social services; economic development and land-use regulations outside the jurisdictions managed by cities and towns; building inspections, environmental health, libraries, the Register of Deeds, and the county’s many other responsibilities. I will also ensure that we research and use every available tool to reduce burdens on the county, including state and federal grants and funding from private foundations.

Elected officials often face difficult decisions involving competing priorities, limited resources, and differing perspectives. How would you approach those decisions and work with people who may see an issue differently than you do?

The County has long used a Strategic Plan, and I support updating it through meaningful public and staff input. The Board must do the hard work of evaluating community needs, deciding on which are most important, and agreeing on shared goals before the budget is developed. Those priorities should provide clear guidance to the County Manager when they prepare budget recommendations. Many areas of county spending are mandated by law, while some are at the County’s discretion. Even within mandated responsibilities, difficult decisions will be required. School facilities will continue to need significant investment, but other vital services, i.e. Sheriff's Office, Public Health, Social Services, and Emergency Services will also need money. A shared strategic plan makes sure decisions are thoughtful, transparent, and match the community's priorities. When people see issues differently than I do, I believe in listening, considering the evidence given, and being willing to compromise if evidence supports. A good leader should be willing to change his or her position when they receive evidence that supports doing so. Listening and compromising are not a sign of weakness – it is how informed decisions are made. Additionally, when resources are limited, I won't simply accept that "we get what we get." I will seek out additional funding opportunities through grants, partnerships, and other available resources before asking taxpayers to shoulder more of the burden. If additional resources aren't available, I will work collaboratively with my fellow commissioners and county staff to make responsible decisions based on our shared strategic goals and the needs of our community.

Catawba County faces significant school facility and classroom-capacity needs. How should the county plan and pay for those needs while balancing educational needs, other county responsibilities, and the impact on taxpayers?

I have lived here my entire life and am a product of our public schools, and I know how important strong public schools are. Addressing the needs of school facilities requires careful planning as well as responsible budgeting. The county should work closely with our school systems to get accurate enrollment projections, prioritize the most critical needs, and develop long-term capital plans that balance educational needs with other important responsibilities. All major investments should include clear cost estimates. There should also be consideration of long-term impacts, as well as regular communication to the public about what’s going on. The county should also always pursue available funding opportunities such as grants and explore all responsible options to reduce the burden of local taxpayers.

The availability of housing at a range of price points affects the county’s workforce and economic growth. How should commissioners approach land-use and development decisions to accommodate housing needs while considering infrastructure capacity, property rights, and community concerns?

The County is reviewing and updating its Strategic Plan, adopted a decade ago amid significant concern about the need to grow the local working-age population. At that time, the strategy focused on two priorities: encouraging growth in developed areas where infrastructure such as roads, water, and sewer systems already existed, and promoting faster growth in the southeastern part of the county. Since then, the community has expressed concerns about the pace of growth in the county's southeastern part, particularly in the Sherrills Ford area, and its impacts on schools, infrastructure, and overall quality of life. I would be pleased to help finalize Strategic Plan 2.0 and work toward balancing strong public education and environmental stewardship with the need for economic development, workforce growth, and talent retention. I believe we can support responsible growth while preserving what makes Catawba County such a great place to live. I also support expanding housing grant programs, including initiatives that increase access to workforce, veteran, and senior housing.

How would you approach balancing the services and infrastructure needed by a growing county with maintaining a competitive and predictable property-tax environment?

I would recommend annual funding updates and annual cost estimate reviews for a strong capital improvement plan with both five-year and ten-year investment outlooks. Long-term planning helps the County prioritize projects, make responsible financial decisions, and can help mitigate unexpected costs. Economic development that grows our tax base is also important to maintaining predictable property taxes. As the tax base expands, the County has greater flexibility during property revaluations to maintain a competitive tax rate while accounting for the rising cost of providing essential public services, both now and in the future.

What role should county government play in supporting economic development, business investment, entrepreneurship, and workforce growth?

The County should continue its financial and leadership support of organizations and programs that help retain and recruit a strong, stable workforce; encourage diverse industries and thriving local businesses that offer strong wages and good benefits; and expand access to high-quality public education. The County should also support the Chamber's strategic initiatives and continue collaborating with the Catawba County Chamber Foundation to implement the Catawba County Talent Strategy. Having been a working mom, I am particularly pleased to see that one of the strategy's core priorities is strengthening and expanding local childcare solutions, which are foundational to both healthy families and a strong workforce.

Many of Catawba County’s growth and infrastructure needs cross municipal boundaries. How should the county work with cities, towns, and other partners to coordinate planning and support responsible growth across the community?

Coordination and joint planning will benefit everyone by helping avoid duplication of necessary infrastructure and planning for the impacts of growth, but I know it will demand significant time and financial commitments to create joint planning research and long-range plans. While still requiring coordination and staff commitment, perhaps the county could be the spearhead for setting regular joint meetings between the elected officials, planning boards, land use planners, and infrastructure staff. These meetings would allow for sharing of data, existing mapping, upcoming projects, development trends and issues, and updates to long-range plans. These meetings would also provide opportunities to coordinate joint projects or to at least not duplicate work and unnecessary spending.