PLATFORM

I’d like to talk about our County’s future.

The reality is growth is coming to Prince George County. We can deny it, we can push back on it, but we can’t fully stop it, and frankly, we shouldn’t stop it completely. 

We need a controlled level of growth to keep money flowing into the County, otherwise property taxes will continue to rise driving people out of the County and opening the door for further uncontrolled development.

There are things we need to do to move the County forward.

Real Estate Assessments

  • Hire a new permanent assessor to fill the position currently being temporarily filled
  • Fill the remaining Assessor's Office vacancies, to bring the office up to full staffing levels
  • Schedule a new assessment as soon as the State will allow
  • After the new assessment has been completed, change the assessment schedule from annual to every two years. This will allow the Assessor's office more time to review and update assessments, while remaining within the State timeline requirements
  • Keeping assessment to a two year schedule instead of longer, gives property owners a better idea of their current property value.

Budget

I want a budget designed to keep necessary services operating for the citizens of the County, with administrative oversight to avoid wasteful spending, and to bring revenue into the County, to help offset tax burdens on home and property owners, with transparency to the taxpayers.

  • Bring revenue into the County thru economic growth. One way to do this is to move forward with the Wastewater Project to increase capacity to South Point Industrial Park. There has been interest from manufacturing companies to build in the Industrial Park, but the need for more water and wastewater capacity is keeping them away.
  • The County Administrator should be monitoring departments for budget overspending. Department Heads who are consistently going over budget need to reevaluate their long-term budget goals, and be required to justify why this is happening. If the problem continues the County Administrator will need to audit the department to identify the problem and take the necessary actions to correct it.
  • In addition to their annual budget, every department should have up to date 5, 10, 15 and 20 year long term budget plans, designed to take into account increases in staffing needs, equipment replacement, etc. Unexpected changes in Federal and State funding, unscheduled equipment replacements and other such expenses need to be reported to the County Administrator immediately, who should report these changes to the Board of Supervisors.
  • Review departments with large turnover rates for possible causes and fixes.
  • Improve training for new employees and educate and train employees to be future supervisors and department heads.
  • Several years ago, the Board of Supervisors changed the budget to allow departments with surplus funds at the end of the budget year to roll the surplus into their next budget year. Before this change departments were forced to spend surplus funds or their operations budget would be cut by the surplus amount in the next budget cycle. This rollover process has helped curve unnecessary spending by the departments, as they are no longer penalized for not using all of their budget. This process needs to continue.

Infrastructure – Water / Wastewater

I support moving forward with the Sussex Wastewater plan for increasing wastewater capacity in the County.

The Board of Supervisors has been discussing this project for almost five years. It’s time to make a decision.

The 20-year Comprehensive Plan has identified the County’s current water and wastewater capacity is not capable of handling the needs of industrial prospects within the County’s Economic Zone (South Point Industrial Park). Failure to increase this capacity will cause the County to lose out on industrial development and tax revenue.

The County is addressing the issue of increasing water capacity with the Appomattox River Water Project.

There are 2 options to increase wastewater capacity for the County. The options are contracting with either Hopewell or Sussex.

The County currently has a contract with Hopewell but is looking to partner with Sussex.

HOPEWELL

Projected 20-year cost $130 million

Pros:

Initial capital costs slightly lower

Cons:

– Significantly higher long-term Utility rates. Hopewell sewer rates are significantly higher and are anticipated to grow substantial due to deferred maintenance of the plant.

– Future capital costs could be significantly larger to meet future demands

*Note – Hopewell is currently not in compliance with the State. 

The City of Hopewell is currently not in compliance with the State, for failing to file required financial audits over the last two years. As long as they are not in compliance they are not eligible for State grants.

SUSSEX

Projected 20-year cost $103 million

Pros:

  • Lower long-term Utility rates
  • Regional Partnership with Sussex – could reduce the burden for new utility customers and help add revenues of the utility
  • Grow plant in phases – PG and/or Sussex can add capacity and fund additions as needed.
  • Currently in compliance with the State and eligible for State grants.

Cons:

  • Initial capital costs slightly higher

The County currently has a $10 million State grant for wastewater infrastructure. If a decision on the wastewater project is not made soon, the County will lose that money. If the County loses that grant money, then the cost will have to be picked up the taxpayers. Once a decision is made, it will allow the County to collect the $10 million grant, and qualify the County to apply for other State grants to help reduce the costs of the project. The longer the County postpones this project the more it is going to cost.

Economic Growth

  • Enterprise Zone (South Point Industrial Park). Work to draw in manufacturing jobs that offer higher wages. Higher revenue businesses will bring an increase in tax revenue for the County. Offer incentive deals that equally benefit the County and the Company.
  • Tourism Zone (Rt.301 / Exit 45) Currently this area is designated as the Tourism Zone due to the large number of restaurants and hotels in the area. There is commercial space available in this area for more development. In addition to this area, there are historical, recreational and event tourism sites throughout the County that generate revenue for the County. The opening of the Petersburg Casino should benefit the restaurants and hotels in this area.
    • 5 & Dime – Several years ago the State created the 5 & Dime tourism zone. This is the loop of Rt. 5 in Charles City and Rt. 10 in Prince George. The goal is for both Counties to keep those areas as scenic tourism draws for tourists traveling between Richmond and Williamsburg. This is an area to encourage agritourism and small, locally owned businesses that are unique to Prince George and service the local community while attracting tourism spending in the area.
  • Commercial Zones – there are three Commercial Business Zones within the County.
    • The Tourism Zone
    • Puddledock Rd/Crossings areas.
    • County Dr. This zone starts at Rt.460/Courthouse Rd and stretches to Prince George Dr. While the core of the Commercial Business Zone is centered between Courthouse Rd and West Quaker Rd, it includes the West Bound side of County Dr encompassing the Food Lion Distribution Center.
  • Fort Lee comprises a federally designated Opportunity Zone. There has been a steady development of commercial businesses on Fort Lee in the last year.
  • Small Businesses –  Encourage small mom and pop business growth in the County. These are the type of businesses that provide needed services for locals and can draw in tourist money. Small businesses help keep the money circulating in our local economy. 80% of the businesses in Prince George are home based. Many of these businesses would like to move to a retail space, but can’t afford store front retail space. The EDA office offers information on free resources for people looking to create small businesses, and they can act as a networking resource for small businesses owners looking to partner with other businesses to get their produces on shelves in retail spaces throughout the county.
  • Agriculture – Is an active part of our local economy. It often gets overlooked, but it’s still important. Prince George has a large number of row crop farms, but in recent years there has been an increase in produce and hobby farms in the County. These farms can help to localize food supply chains in the area. Proving farm to table supplies for local restaurants, small markets and direct to customer sales. I would like to see the EDA (Economic Development Authority office) become a network resource between farmers and businesses looking to build supply chains.

Housing

The goal is to keep large, high-density developments out of the Rural Conservation Zone. Improve infrastructure in the development zone so housing can be spread out without it all ending up in one small area.   

  • Affordable housing for people looking for starter homes and seniors looking to downsize
  • 55 and up senior community with an assisted living facility
  • Zoning plans that allow for the development of housing designed to meet the needs of the citizens.

Single-Member Board of Supervisors Districts

I support changing from the current 2 at-large districts to 5 single-member districts. This would change the districts for the Board of Supervisors and the School Board. While all Board members have a responsibly to respond to residents’ concerns, I believe this will clarify for residents which Board Member to direct their questions or concerns to about issues in their local area. It will also allow voters to hold their district Board Member more accountable for their actions.    

  • The Board of Supervisors can bring forth a motion to the change the districts. If the motion passes, district maps will need to be redrawn. Once the maps have been drawn, they must be submitted to the State for approval. If the maps are approved, then the State Board of Elections will determine when the new districts will go into effect and if special elections will need to be held.

Term Limits For Board Members

I reached out to the State for the requirements needed to establish term limits for Board of Supervisor members. According to the Virginia Division of Legislative Services, the Virginia Constitution does not allow local governments to create term limits for local governing body members. Creating term limits would require an amendment to the Virginia Constitution.