Sherry Edmonds Butler

Questionnaire from The Chamber of Catawba County

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

I was born and raised in Catawba County, and my husband and I raised our two sons here as well. Today, I am the proud grandmother of 10 grandchildren, all of whom are growing up in Catawba County. This community has been my home throughout my life, and I care deeply about its future and the people who call it home.

I have spent much of my life serving the people and communities of Catawba County. I believe public service is both a privilege and a responsibility, and I have been blessed with many opportunities to serve. My years on the County Board of Commissioners, Board of Education, Board of Health, Board of Social Services, and as a Trustee of Catawba Valley Community College have given me a firsthand understanding of our county and the opportunities and challenges we face.

What prompted me to run again is my faith and a deep sense that God is calling me to continue serving Catawba County. I have tried throughout my life to use the gifts and experiences God has given me to serve others, and after prayer and thoughtful consideration, I believe this is another opportunity to do so. I do not take that calling or the responsibility of public service lightly.

Catawba County’s future goes well beyond me and my generation. The decisions we make today can shape our community for many years to come, and I believe they deserve careful thought, consideration, and study—with attention not only to the needs of today, but also to the opportunities and challenges future generations will face. I am seeking this office because I still care deeply about Catawba County, I believe my experience and knowledge can be useful, and I feel called to continue serving. I want to bring that experience, perspective, and commitment back to the County Commission and do my part to help ensure that Catawba County remains a strong community and a place where people can live, work, raise their families, and build a future.

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

I believe my experience, leadership, and deep knowledge of county government make me well qualified to serve as a County Commissioner.

I previously served eight years on the Catawba County Board of Commissioners, 17 years on the Catawba County Board of Education—including three years as Chair—and nine years on the Board of Health, where I also served three years as Chair. Additionally, I served 11 years on the Board of Social Services, including four years as Chair.

I am currently in my 11th year as a Trustee of Catawba Valley Community College and am serving my fourth year as Chair. These years of service have given me a broad understanding of county government, education, health, social services, higher education, and the needs of our community.

Beyond my public service, I remain actively involved in my community and church. I have served two terms as President of the Newton-Conover Rotary Club and currently serve on the Catawba Valley Wildlife Club Board. I also serve as a Sunday School teacher, a member of my church’s Finance Committee, and a Vacation Bible School teacher.

I also served 15 years as Executive Director of The Green Room Community Theatre. During my tenure, I led a capital campaign to build the Old Post Office Playhouse, which is home to The Green Room Community Theatre. That experience provided additional opportunities to work with community members, donors, volunteers, and other stakeholders to turn a shared vision into a lasting community resource.

Throughout my years of public and community service, I have gained experience working with diverse groups, addressing community needs, making responsible decisions, and providing leadership on behalf of the people I serve. I would bring that experience, knowledge, and commitment to the role of County Commissioner.

If elected, what would be your top two priorities?

Growth and workforce development are two of the most important issues facing Catawba County. I support responsible growth that preserves the quality of life that makes our county a great place to live while preparing for the opportunities and challenges that come with continued growth.

That means making sure infrastructure keeps pace with development, including water, sewer, and other essential services. It also means encouraging housing options that allow families, young professionals, and workers to find a place to live in the communities where they work. Growth should be planned thoughtfully, with consideration given to its impact on neighborhoods, schools, public services, and the long-term needs of our county.

At the same time, we need to continue strengthening partnerships among our schools, Catawba Valley Community College, local businesses, and industry. By better connecting education and training with the skills employers need, we can help create opportunities for our residents while giving local businesses access to a strong, skilled workforce. Investing in education, career and technical training, apprenticeships, and workforce development can help prepare our young people and current workers for good-paying jobs and the careers of the future.

My goal is to support growth that is thoughtful, responsible, and sustainable—growth that strengthens our economy, expands opportunity, protects our quality of life, and prepares Catawba County for future generations.

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?

I believe difficult decisions should begin with listening, gathering the facts, and clearly identifying the needs and priorities of Catawba County. I would work closely with the County Manager and fellow commissioners to develop a list of priorities and then carefully evaluate those priorities based on need, urgency, impact, and the resources available. Once priorities are established, the Board can determine what can responsibly be funded and what may need to be delayed or approached differently.

I also believe it is important to respect people who may see an issue differently than I do. Each commissioner brings different experiences and perspectives to the Board, and each should have the opportunity to express their thoughts and concerns. I would listen carefully, ask questions, consider the information presented, and be willing to adjust my position when the facts or circumstances warrant it.

The reality is that county government involves difficult choices and limited resources. No one commissioner will get everything they want, and compromise is often necessary. Our responsibility, however, is not to get everything we want as individuals—it is to work together for the greater good of the citizens of Catawba County.

My preference would always be to work toward consensus. In most situations, I believe a Board that listens respectfully, discusses the issues openly, and keeps the county’s best interests at the center of the conversation can reach common ground. When genuine disagreement remains after all reasonable efforts to find consensus, the Board must fulfill its responsibility by allowing the majority to decide. I view that as an important part of representative government, but one that should come after thoughtful discussion and a genuine effort to find common ground.

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?

Having served 17 years on the Catawba County Board of Education, including three years as Chair, I understand firsthand the importance of providing students and teachers with safe, adequate, and appropriate facilities. At the same time, I recognize that school construction and renovation are significant long-term investments that must be balanced with the many other responsibilities of county government and the impact on taxpayers.

One of our greatest challenges is the significant capital needs facing our schools. While the county has been able to fund the current middle school expansion projects within the existing tax rate, the remaining school facility needs cannot all be addressed at the current rate. We need to be straightforward with taxpayers about that reality.

Before asking taxpayers for additional revenue, commissioners should work closely with school leadership to carefully evaluate and prioritize projects based on safety, facility condition, classroom capacity, enrollment trends, projected growth, educational needs, and cost. We need to determine what must be done, what can reasonably be accomplished over time, and how to make the best use of the facilities and capacity we already have. Once those priorities are established, the county must be prepared to provide the revenue necessary to address the school capital needs we determine must be met.

Catawba County has a long track record of fiscally conservative management, and we should approach these major capital investments with that same discipline. We are fortunate to have a strong financial position and the ability to borrow at favorable rates when borrowing is appropriate. Responsible long-term financing can allow us to spread the cost of major facilities over the years they will serve our community rather than placing the entire burden on today's taxpayers. At the same time, every borrowing decision must be evaluated carefully because it creates a long-term obligation that affects future county budgets.

We should also consider all available funding sources, including current revenues, capital reserves, state and federal resources when available, and responsible long-term financing. Projects should be prioritized and phased when appropriate so that we can address the most pressing needs first while maintaining our other responsibilities, including public safety, human services, community college needs, and essential county services.

Most importantly, the County Commissioners and school leadership need a comprehensive, long-range capital plan. We need to look beyond the next budget year and understand what our schools will need five and ten years from now. Good planning can help us avoid unnecessary duplication, use existing facilities more efficiently, anticipate growth, and give taxpayers a clearer understanding of both future needs and their costs.

Our children deserve quality learning environments, and our taxpayers deserve responsible stewardship of their money. Meeting the school facility needs ahead of us will require difficult choices, and we should not suggest otherwise. My approach would be to understand the needs, establish priorities, evaluate every funding option, be transparent with taxpayers about the costs, and make responsible long-term investments that serve our students and our community for many years to come.

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?

Housing is an important part of economic development because our businesses need a workforce, and our workforce needs places to live at a variety of price points. At the same time, I do not believe the answer is simply to approve more development everywhere. Growth needs to occur in the right places and at a pace our infrastructure and services can support.

As commissioners, we should use our Comprehensive Plan as a guide and work closely with our municipalities to encourage residential growth where water, sewer, and other infrastructure are available or can reasonably be extended. That allows us to make better use of existing public investment and helps reduce the cost of growth to taxpayers. We also need to consider the impact new development has on schools, public safety, transportation, and other services when making land-use decisions. While the county does not control state roads, commissioners should work with and advocate to NCDOT for transportation improvements needed to support responsible growth.

Our Unified Development Ordinance, or UDO, is also an important part of this process because it establishes the rules governing land use and development in the county’s jurisdiction. As Catawba County considers an updated UDO, we should look for opportunities to provide clear and predictable rules, simplify the development process where appropriate, and remove unnecessary barriers while maintaining reasonable standards that protect infrastructure capacity, neighboring properties, and the character of our communities.

I also believe strongly in protecting private property rights. Property owners should have reasonable opportunities to use and develop their land without unnecessary government restrictions. At the same time, those rights must be balanced with the impact development may have on neighboring property owners and the surrounding community. Regulations should have a clear purpose and should not unnecessarily add costs that ultimately make housing less affordable.

Not every part of Catawba County should look the same. We can provide opportunities for different types of housing while still protecting the rural character and quality of life that make people want to live here. That requires listening to residents, property owners, farmers, developers, and municipalities and making thoughtful decisions based on infrastructure capacity and the long-term interests of the county.

Ultimately, I believe our role is to manage growth responsibly—not to stop it and not to force it. If we plan carefully, maintain a fair and practical UDO, protect property rights, and encourage growth in areas that can support it, we can expand housing opportunities, strengthen our workforce and tax base, and preserve the qualities that make 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 growing county will require additional services and infrastructure, and commissioners have a responsibility to plan ahead, establish clear priorities, and make sure we are using taxpayer dollars as efficiently as possible. Maintaining a competitive and predictable property-tax environment is important, but we also have to be honest with taxpayers about the needs facing our county.

Catawba County has a strong history of conservative fiscal management, and I believe we should continue that approach. We need to distinguish between what we must provide, what we need to provide to maintain our quality of life, and what would simply be nice to have. Public safety, education, water and sewer infrastructure, and services for our most vulnerable citizens must remain priorities. Every new program or ongoing expense should also be evaluated not only for what it costs today, but for what it will cost taxpayers in the years ahead.

One of our greatest challenges is the significant capital needs facing our schools. While the county has been able to fund the current middle school expansion projects within the existing tax rate, the remaining school facility needs cannot all be addressed at the current rate. We need to be straightforward about that reality. Before asking taxpayers for additional revenue, commissioners should carefully evaluate the projects, prioritize them according to need, determine what can reasonably be accomplished and over what period of time, and consider every available funding option. Once that work is done, the county must provide the revenue necessary to meet the school capital needs we determine must be addressed.

That does not mean abandoning fiscal discipline. It means making responsible decisions based on actual needs and having an open conversation with taxpayers about what those needs will cost. Catawba County’s strong financial position also allows us to borrow at favorable rates when borrowing is appropriate, helping us accomplish more with taxpayer dollars and spread the cost of long-term capital projects over the years they will serve our community.

Economic development is another important part of maintaining a competitive tax environment. Growing and diversifying our commercial and industrial tax base helps spread the cost of county services across a broader tax base rather than placing an increasing burden on homeowners. That is one reason economic development and workforce development are so important to our long-term financial health.

Taxpayers and businesses also need predictability. Families make decisions based on what they can afford, and businesses make long-term investment decisions based in part on the cost and stability of doing business in a community. Commissioners should be transparent about future needs, plan several years ahead, and avoid unnecessary or unexpected swings in the property-tax rate.

My approach would be to prioritize needs, plan for them early, grow our tax base, look for efficiencies, and be transparent with taxpayers about the cost of meeting our responsibilities. The goal should be to maintain Catawba County’s tradition of fiscal discipline while making the investments necessary to provide quality schools, essential services, and the infrastructure a growing county requires.

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

County government should help create an environment where businesses and entrepreneurs can succeed, while recognizing that government does not create economic prosperity—the private sector does. Our role should be to provide a strong foundation, remove unnecessary barriers, make strategic investments, and build partnerships that encourage businesses to locate, invest, expand and create well-paying jobs in Catawba County.

Economic development should include both recruiting new businesses and supporting the businesses already here. I believe we should focus on companies that bring significant investment and quality jobs to our county and that are a good fit for our community. When incentives are considered, they should be carefully evaluated, performance-based and tied to measurable benefits for taxpayers. We also need to make sure proposed projects are compatible with our infrastructure capacity and do not create costs for existing residents and businesses that outweigh their economic benefit.

Entrepreneurship and small businesses are equally important. County government should not pick winners and losers, but it can help create an environment where people are willing to invest and take risks. That means maintaining a competitive tax environment, having clear and reasonable development regulations, supporting infrastructure where appropriate, and connecting entrepreneurs and small businesses with existing resources and organizations that can help them succeed.

Workforce development is one of the most important pieces of our economic future. As our population ages and experienced workers retire, we must have people with the skills necessary to fill the jobs we already have as well as the jobs we hope to attract. That requires strong partnerships among our schools, Catawba Valley Community College, our universities, the Economic Development Corporation, workforce organizations and local employers. Educational and training opportunities should be closely aligned with the changing needs of our businesses and should be available not only to traditional students, but also to adults who need to gain new skills or prepare for a new career.

I also believe we should continue expanding educational opportunities at Catawba Valley Community College, including programs at the main campus and opportunities in the Sherrills Ford area, where significant growth is occurring. Giving students more pathways into skilled careers and providing adults with opportunities to retrain strengthens both our workforce and our ability to attract employers.

Ultimately, successful economic development is about more than announcing new projects. It is about building a strong and diverse tax base, creating well-paying jobs, supporting existing businesses and entrepreneurs, and developing the workforce needed for long-term growth. County government should bring the right partners together, make responsible investments, and create the conditions that allow the private sector and our citizens to succeed.

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 does not stop at a city or town limit, and neither do many of the challenges and opportunities that come with it. I believe Catawba County must continue working closely with our municipalities, the Economic Development Corporation, educational institutions, state agencies, businesses and other community partners to plan for growth in a coordinated and responsible way.

About ten years ago, Catawba County was facing projections of a declining workforce and working-age population. Commissioners recognized that this could have serious long-term consequences for our economy. We needed to grow our population, particularly our working-age population, while also creating more and better employment opportunities. The county worked with the EDC, our municipalities and other partners to attract investment, diversify our economy and create jobs. An important part of that effort was giving our young adults more reasons to build their futures here, including those who leave for college and might not return if they cannot find the career opportunities they are looking for in Catawba County.

That experience demonstrates why partnerships matter. No single government or organization can accomplish these goals alone. The county has worked to deepen its partnerships with municipalities on water and sewer infrastructure because those systems are essential to both residential and economic growth. By partnering with municipal water and sewer providers, the county can help extend infrastructure into areas where growth is appropriate and make strategic investments that provide long-term benefits to the community.

As we continue to grow, that cooperation becomes even more important. The county and municipalities should communicate early about where residential and commercial growth is occurring, where infrastructure has capacity, and where future investments may be needed. We should also continue coordinating with the EDC, our schools, Catawba Valley Community College, businesses and workforce partners so that economic development, education and workforce planning support one another.

At the same time, responsible growth means recognizing that different parts of Catawba County have different needs and identities. Cooperation does not mean every community must grow in the same way. Local governments should respect those differences while looking for opportunities to share resources, coordinate investments and avoid unnecessary duplication.

The progress Catawba County has made over the past decade shows what can happen when the county, municipalities and community partners work toward common goals. Going forward, I believe we need to continue that collaborative approach—planning together, investing strategically, and making decisions that support economic opportunity and workforce growth while preserving the quality of life that makes people want to live, work and raise their families in Catawba County.