Phyllis Michaux

Questionnaire from The Chamber of Catawba County

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

I am running for office to strengthen local leadership, support responsible growth, and ensure our county government is transparent, fiscally responsible, and focused on the needs of working families, organized schools, and small businesses.

My vision is to promote smart, sustainable growth while preserving the values and quality of life that make our community a great place to live, work, and raise a family. I believe government works best when it listens to its citizens, manages taxpayer dollars wisely, and makes decisions openly and with accountability.

My educational and professional background has prepared me to serve with both practical experience and strategic vision. I hold a Master of Liberal Studies degree, have completed graduate coursework in Strategic Leadership, and have earned a Bachelor of Science in Business Operations Management and an Associate degree in Business. I have also obtained a Supply Chain Management Certification and an ISO 9001:2015 Certification.

These experiences have strengthened my understanding of leadership, organizational effectiveness, fiscal responsibility, problem-solving, and community service. I am committed to bringing those skills to public office and working collaboratively to build a stronger future for our county and its residents.

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

I grew up with humble beginnings, but through the love, guidance, and support of my mother and grandmother, I learned the values that continue to shape my life today: love, leadership, and loyalty. I am running for office to strengthen local leadership, support responsible growth, and ensure our county government is transparent, fiscally responsible, and focused on the needs of working families, organized schools, and small businesses.

My community experience reflects a longstanding commitment to public service, civic engagement, and supporting individuals and families throughout the community. I have worked extensively with local government programs and community organizations, serving in a variety of leadership and advisory roles, including: City of Hickory Community Relations Council Chair, City of Hickory Parks, Recreation & Tourism Commission Member, Marina Board Member, City of Hickory Civilian Lieutenant Hiring Board Member, and the Founder of the Catawba County Community Care Event, which creates an initiative connecting adults and families experiencing life transitions with community resources and support services.

I also bring Salvation Army management experience working with community assistance and resource programs, and nonprofit organization involvement supporting community-based organizations and their missions.

I am a Licensed Therapeutic Foster Care Parent providing care and support to children and families navigating complex transitions and needs. I am a current member of the Leadership Catawba Program and a newly elected member of the Board of Directors for Exodus Works.

These experiences have provided me with a broad understanding of local government, community resources, nonprofit services, recreation, public engagement, and the challenges facing individuals and families. They have also strengthened my ability to collaborate with residents, community organizations, government agencies, and services to connect people with meaningful resources and opportunities.

If elected, what would be your top two priorities?

My vision is to promote smart, sustainable growth while preserving the values and quality of life that make our community a great place to live, work, and raise a family. I believe government works best when it listens to its citizens, manages taxpayer dollars wisely, and makes decisions openly and with accountability.

By the end of my first term, I hope to help achieve stable taxes, responsible economic and residential growth, greater stability within our schools, and a stronger sense of trust between residents and county government. Most importantly, I want our citizens to feel confident their voices are heard and considered before we make major community decisions.

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?

As a County Commissioner, I understand that I will face decisions that require balancing competing priorities, such as keeping taxes reasonable while ensuring adequate funding for public safety, or addressing immediate needs while planning for the county’s future. I would approach these issues by listening first, understanding different perspectives, and focusing on what is best for the community. Even when we disagree, I believe we can have respectful conversations, find common ground, and work together toward practical solutions.

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 strongly believe we need to take care of our schools while also being good stewards of taxpayer dollars. I would listen to our school leaders and families, review the needs and the costs, and prioritize the most important projects. I would consider all available funding options and carefully consider the long-term costs. We need to plan ahead rather than wait for problems to become emergencies, while making sure we are also meeting the county’s other responsibilities. My goal would be to find practical solutions that support our students without putting an unnecessary burden on 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?

I believe commissioners should take a balanced and attentive approach to growth. Commissioners should give accommodation to make room for housing while ensuring our roads, water, schools, and other infrastructure can keep up. At the same time, property owners deserve to have their rights respected, and residents deserve to have their concerns heard. I would listen to all sides, look at the facts, and work toward practical decisions that allow our community to grow responsibly while preserving what makes Catawba County a great place to live.

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

A major priority is that water and sewer systems have sufficient capacity to support future growth. Because water is expected to become an increasingly scarce resource, there is a strong emphasis on conservation, infrastructure capacity, and leveraging technology to manage water resources effectively.

My approach would be to plan for service and infrastructural needs before the growth occurs and make sure growth is contributing appropriately to the cost of that infrastructure. We should take advantage of the increased tax base that comes from new investment, use appropriate development and utility fees where they're appropriate, pursue state and federal funding, and leverage public-private partnerships when they make sense. My goal is to make growth pay its fair share, control spending, and protect the taxpayer.

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

I sincerely believe our county government should partner with our community to create opportunities. I will always support our local businesses, encourage new businesses and entrepreneurs, and ensure people have access to the training they need for good jobs. I think listening to local business owners and working with them is one of the best ways to understand what our community needs and help our economy keep growing.

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?

Growth means investing in ourselves, our communities, and working as a team. As Catawba County grows, our cities, towns, and extended partnerships should be transparent and work together rather than working in separate silos. I would make it a priority to listen to local leaders and residents, understand their needs, and find practical ways to plan for growth that benefits the entire county.

Our region is experiencing steady growth of approximately 2% annually, rather than uncontrolled expansion. One central objective is to attract and retain working-age residents. Downtown Hickory has become an increasingly important part of that strategy, with significant new residential development transforming an area that previously had very little downtown housing.

Trails, parks, downtown amenities, recreation, and access to natural resources are viewed as critical components of a competitive community—helping attract both residents and businesses.

Responsible growth means collaboration, compromise, and making sure our infrastructure keeps pace with our community. What we produce, buy, and support in our own communities is one of the best ways we can give back, create jobs, and keep more of our money circulating and generating income right here in our county.