Jay Moore

Questionnaire from The Chamber of Catawba County

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

I am a lifelong Catawba County native and Republican. I got involved with the Catawba County Republican party in 2023, and enjoyed the hospitality with this great group of people. I have been the Precinct Chair for the East Maiden Precinct since 2023. By getting involved in our local politics, I have developed a love and appreciation for serving Catawba County. When I heard that two of the current Commissioners may not be running in 2026, I decided to have a conversation with them. When I found out they were not going to run; I decided to pray about this. After spending some time in prayer, I had a clear vision of what God wanted me to do. I have been blessed with a wonderful campaign team, and have thoroughly enjoyed my first campaign experience.

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

I have built a business, and know how to meet people where they are. With my previous experience in retail management and manufacturing, I have gained skills that are necessary to collaborate with people to accomplish goals to benefit everyone involved. As an avid outdoorsman and a deacon at my church, I have the ability to talk to constituencies that often feel forgotten.

If elected, what would be your top two priorities?

Working Land Fund and pursue a workforce study to understand the future of jobs in Catawba County. I am anticipating a large amount of change in our economy as a result of A-I and I believe the Board of Commissioners should stay should be proactive instead of reactive.

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?

Principles should always come first, but to govern effectively, we must always pursue common ground. We need to ensure we have a board that is all moving in the same direction for the good of the county.

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?

Under the leadership of Randy Isenhower, the Board of Commissioners have embarked on a strategy of fiscal restraint and reorganization. I believe it is important for the next board to see this strategy through.

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?

As Commissioner, I would pursue a reassessment a reassessment of the zoning layout and other zoning classifications to ensure that the county's housing needs are met appropriately. I would like to pursue a renewed focus on workforce housing to ensure that working families have a place live, work, and raise a family.

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

The way we should manage the growth of the county is to prioritize needs like fire, police, and critical infrastructure, over broader development initiatives.

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

As Commissioner it will be a high priority to ensure that these interests are working together to support the county's recruitment efforts. Some programs in our schools develop our workforce. Other items, like highway and airport access determine fit for industries. One must also consider land use and how we choose to develop as a primary of new business growth.

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?

The county should coordinate through its ETJ appointment power, naming the county residents who sit on Hickory's planning commission and board of adjustment, and by requiring formal resolutions before approving any ETJ expansion beyond one mile. Pair that with interlocal agreements for shared infrastructure like the wastewater plant, regular staff-to-staff planning contact, and the Western Piedmont Council of Governments as a neutral regional table. The goal: growth that respects municipal boundaries while serving residents who don't vote in city elections.