Editorial: North Carolina proposal would replace political management with professional local government
September 12, 2026
Editorial: North Carolina proposal would replace political management with professional local government
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What if voters elected officials, but professionals managed the government? My idea for a pilot, professional local government program proposes separating political representation from daily management of growth, infrastructure, budgets, and public services.
North Carolina’s traditional elected-board system for municipal and county boards has not proven effective against rapid growth. Current state law provides for county boards of commissioners and allows counties to adopt a professional county-manager plan.
Citizens continually complain about growth and infrastructure imbalances, and the problem is growing.
CivMetrics rated North Carolina as the leading state economy in July 2026, scoring 317 points and citing strong GDP growth, job gains, and investment.
This proposed pilot program for three counties offers voter control over the system of management and eliminates political party preferences, replacing them with proven business professionals.
The system would be selected by the voters, overseen by professionals, and evaluated by independent auditors. At regular intervals, voters assess whether the system should continue.
Currently, it is possible for a candidate to be popular, trustworthy, engaged with the community, skilled in communication, and politically successful, yet lack the necessary management qualifications.
Consider whether your most recent vote was cast for a candidate capable of managing:
A $200 million (or more) budget.
A state-mandated public safety system, including emergency services with law enforcement, counter-terrorism, and fire and rescue services, requiring specific response times, which means traffic levels must be maintained at a minimum, so growth levels must be balanced.
A $1 billion capital program.
A public-works system with water being a priority for survival.
A school-growth problem, which Moore, Lee and Harnett counties face.
A public records department for accountability.
A planning department with stormwater and no-fill protocols to prevent damage.
A Uniform Development Ordinance aligned with a Land Use Plan
A multimillion-dollar technology system.
A workforce of hundreds of employees while preventing political collusion and nepotism.
Businesses do not select their CEO by a popularity contest, and managing a city or a county requires proven business expertise.
Read the proposal below.
The North Carolina Professional Municipal and County Government Act
A Proposal to Establish a Professional, Performance-Based Form of Municipal and County Government
SECTION 1. SHORT TITLE
The North Carolina Professional County Government Act
SECTION 2. PURPOSE
The objective of this legislation is to enact a municipal and county government model managed by qualified professionals through a publicly endorsed, performance-driven management contract.
County government is recognized by the General Assembly as a complex body overseeing taxation, budgeting, public safety, and other services.
This act distinguishes between public power and professional government administration.
The act intends to promote:
Professional qualifications in municipal and county administration.
Financial responsibility.
Measurable performance.
Competitive procurement.
Transparency.
Long-term planning.
Accountability for results.
Efficient delivery of public services.
Protection of public assets.
Continued voter control over the form of government.
SECTION 3. ALTERNATIVE FORM OF GOVERNMENT
The General Assembly may authorize a county to adopt the Professional Municipal and County Government Model.
A municipality or county may adopt the model only after:
Authorization by the General Assembly
Completion of an independent transition and feasibility study
Approval by a majority of qualified voters of the county voting on the question in a referendum; and
Adoption of an implementation plan meeting the requirements of this act.
No municipality or county shall be required to adopt the Professional County Government Model.
SECTION 4. TRANSITION FROM ELECTED BOARD TO PROFESSIONAL MANAGEMENT
If voters approve the Professional Municipal and County Government Model, the current board of commissioners will stay in office for a transition period set by the General Assembly, lasting up to 12 months unless the law allows otherwise.
The board will keep its current duties during the transition and create procedures to hand over authority to professional management.
The board shall not enter into long-term contracts, substantially increase county debt or make material changes to county organizational structure for the purpose of preventing implementation of the Professional County Government Model.
The elected board of commissioners will end its governance role after the transition period, unless state law provides differently.
SECTION 5. PROFESSIONAL MUNICIPAL AND COUNTY MANAGEMENT ORGANIZATION
A municipality or county using this model must create a competitive public procurement process to select a Professional Municipal and County Management Organization.
The organization may be: a private management company, nonprofit organization, or an intergovernmental organization, professional management authority created by law; or another qualified organization authorized by the General Assembly.
The organization shall be selected through a request for qualifications, request for proposals or comparable competitive process.
Selection shall be based on demonstrated professional qualifications, financial capacity, management experience, organizational capability, proposed performance standards, cost and the ability to meet the county’s long-term needs.
Political affiliation shall not be considered a qualification.
SECTION 6. PROFESSIONAL CHIEF EXECUTIVE OFFICER
A Municipal and County Chief Executive Officer shall be appointed by the Professional Municipal or County Management Organization.
The CEO is responsible for managing and operating county government as its chief administrative officer.
The CEO shall be selected based upon professional qualifications and demonstrated experience in areas that may include:
Executive management
Public or private-sector finance
Budget administration
Infrastructure
Human resources
Procurement
Capital project management
Economic development
Planning and development
Organizational management; and
Performance management.
The CEO need not reside in the county when appointed.
SECTION 7. PROFESSIONAL EXECUTIVE TEAM
The CEO will form an executive team suited to the county’s size and duties.
Members of the executive team may include:
Chief Financial Officer
Chief Operating Officer
Infrastructure Director
Human Resources Director
Procurement Director
Planning and Development Director
Information Technology Director
Economic Development Director; and
Other professional officers determined necessary by the CEO.
Each executive position shall have defined responsibilities and measurable performance expectations.
SECTION 8. MANAGEMENT CONTRACT
A written management contract will be established between the county and the Professional Municipal and County Management Organization.
The initial contract will last no more than five years.
The contract shall establish:
Duties and responsibilities
Performance standards
Compensation
Financial reporting requirements
Conflict-of-interest requirements
Public records requirements
Audit requirements
Performance review procedures
Grounds for termination
Procedures for correcting deficient performance
Procedures for renewal; and
Requirements for transition at the end of the contract.
No contract shall automatically renew without a documented performance review.
SECTION 9. PERFORMANCE STANDARDS
Annual performance standards will be defined in the management contract.
Standards should match the county’s size and conditions and may include:
Balanced operating budgets
Maintenance of required financial reserves
Bond ratings and debt management
Independent audit results
Infrastructure maintenance
Capital project completion
Capital-project costs compared with approved budgets
Permit-processing times
Employee turnover
Employee recruitment and retention
Procurement savings
Economic-development performance
Service-delivery costs
Response times for county services
Compliance with state and federal law
Public records compliance
Transparency requirements; and
Other measurable outcomes approved as part of the management contract.
Performance standards shall measure results rather than political popularity.
SECTION 10. PUBLIC AND PRIVATE COMPETITION
The CEO may recommend that services be provided by:
Municipal or county employees
Other governmental agencies
Municipalities
Public-private partnerships
Nonprofit organizations
Private contractors; or
Other qualified service providers.
Services must not be privatized solely due to outsourcing potential.
Prior to outsourcing an important county function, management shall review cost, quality, reliability, accountability, safety, continuity, and financial outcomes.
Municipal and county property and public assets remain under county ownership unless legally permitted to transfer.
SECTION 11. POWERS
Providing management services does not grant ownership of county property to management organizations, CEOs, or contractors under this act.
Governmental powers, including county tax and bonding, must comply with North Carolina law.
Governmental powers beyond those legally granted or contracted cannot be exercised by a management organization.
SECTION 12. TRANSPARENCY
This model requires counties to follow North Carolina’s public-records and open-meetings laws.
Public records include management contracts, amendments, reports, audits, and compensation unless restricted by state law.
The county will keep a public online dashboard showing key financial and operational metrics.
SECTION 13. CONFLICTS OF INTEREST
The CEO, executives, and management must reveal financial interests and potential conflicts regarding county contracts.
Confidential information cannot be used for personal profit by any management or officer.
Subcontractors receiving substantial county payments shall be disclosed by the management organization.
Subcontracting cannot be used to bypass transparency, procurement, or conflict-of-interest rules.
SECTION 14. AUDIT AND REVIEW
An independent financial audit must be conducted annually for each county under this act.
Every two years, an independent performance review will evaluate management’s contract compliance.
The evaluation will cover:
Financial performance
Operational performance
Contract compliance
Public transparency
Procurement
Infrastructure management
Capital projects
Employee management; and
Achievement of established performance standards.
The results shall be made available to the public.
SECTION 15. ACCOUNTABILITY COMMISSION
Every municipality or county using this model must create an independent Accountability Commission.
Municipal and county operations will not be managed by the commission.
It will oversee contract compliance and notify the public and relevant state bodies of major issues.
Members are selected per state law and must observe conflict-of-interest restrictions.
Corrective action, extra audits, or contract termination might be recommended by the commission.
SECTION 16. TERMINATION
Reasons for terminating a management contract include:
Material financial misconduct
Fraud
Failure to meet substantial performance requirements
Repeated material violations of the contract
Failure to comply with applicable law
Material conflicts of interest
Failure to maintain required financial controls; or
Other causes established in the contract.
Management should receive notice and respond to termination, unless fraud, criminal acts, or urgent public safety risks are involved.
SECTION 17. EMERGENCY TRANSITION
If a management organization ends, the county will keep a transition plan to avoid service disruption.
The state can establish interim administrator appointment procedures until a new management organization is picked.
Only the authority needed to sustain county operations and safeguard public services is granted to the interim administrator.
SECTION 18. VOTER REVIEW
Periodic voter review is necessary before the Professional Municipal and County Government Model becomes permanent.
Voters will decide every eight years if the county should keep the Professional Municipal and County Government Model.
The ballot question shall state that approval maintains professional management and rejection revert to state law or another General Assembly-approved government form.
SECTION 19. PROTECTION OF ELECTED OFFICIALS BY NORTH CAROLINA CONSTITUTION
This act does not remove or change any elected office required by the North Carolina Constitution.
Article VII, Section 2 of the North Carolina Constitution mandates electing a sheriff in each county.
The sheriff and other constitutionally elected officials will keep their legal authority and duties.
SECTION 20. STATE OVERSIGHT
Municipalities and counties in the Professional Municipal and County Government Model may have statewide standards set by the General Assembly.
The State Auditor or a designated independent entity may audit counties to ensure compliance with state law and this act.
State oversight excludes routine management decisions assigned to the professional management organization.
SECTION 21. PILOT PROGRAM
No more than three counties may join the pilot program in its initial phase, as established by the General Assembly.
A baseline study must be independently completed by each participating county before implementation.
Documentation in the baseline study shall include:
Existing county revenues
Existing expenditures
Debt
Employee levels
Employee compensation
Infrastructure conditions
Capital project commitments
Service-delivery costs
Permit-processing times
Economic-development indicators; and
Other relevant measures.
The same measures shall be evaluated throughout the pilot period.
SECTION 22. TEN-YEAR REVIEW
After ten years of the first county’s adoption, the General Assembly will initiate an independent statewide assessment.
Participating counties will be compared to similar counties using traditional government forms.
The evaluation will cover financials, service quality, infrastructure, economic progress, staff performance, public satisfaction, transparency, and related outcomes.
The General Assembly will receive the results, which will also be public.
SECTION 23. NO GUARANTEED SAVINGS
This act does not guarantee that professional management, outsourcing, or private contracting will cut county costs.
The model’s purpose is to create a management system where performance and decisions can be assessed by defined standards.
Savings are a performance measure, but not the sole success criterion.
SECTION 24. EMPLOYEE TRANSFERS
Municipal and county employees will be protected from arbitrary termination by a transition plan during the implementation period.
Positions will be evaluated by management considering need, qualifications, performance, and legal requirements.
Employees might receive options like continued employment, reassignment, or retraining set by the county.
This act does not reduce rights protected by state or federal law.
SECTION 25. DISTINCTIONS
A clear distinction:
State law and democracy shape public policy.
Qualified professional managers handle government administration.
Independent auditors and accountability bodies conduct performance oversight.
Voters retain final structural authority through referendums and periodic reviews.
SECTION 26. LEGISLATIVE INTENT
The General Assembly recognizes that democratic accountability and professional administration are compatible.
This act intends to keep the public involved in municipal and county government.
The goal is to provide voters with a government form where the public defines its framework and holds professional managers responsible.
SECTION 27. CONFORMING CHANGES
Amendments to the General Statutes will enable a county under this act to function without an elected board of commissioners.
The General Assembly shall identify and amend provisions of Chapter 153A and other applicable statutes that assign powers, duties or responsibilities exclusively to boards of municipal councils and county commissioners.
No provision of this act shall be construed to eliminate an office, power or duty protected by the North Carolina Constitution without the constitutional amendment required by law.
SECTION 28. EFFECTIVE DATE
This act becomes effective upon ratification.
The provisions applicable to an individual county shall become effective only after:
The General Assembly authorizes that county to participate
The municipality or county completes the required feasibility study
The voters approve the Professional Municipality and County Government Model
The county completes the required transition process and
All required implementing agreements have been executed.
Policy Statement
The Professional Municipal and County Government Model is based on a simple distinction:
Democracy should determine who has authority over government. Professional qualifications should determine who manages government operations.
Under the traditional model, voters elect commissioners who establish policy and oversee county government. Under the existing county-manager model, those commissioners may hire a professional manager to run day-to-day operations. North Carolina law already recognizes the value of selecting a county manager based on executive and administrative qualifications.
The proposed model would take the concept one step further.
Rather than electing a board to serve as the county’s governing management body, voters would decide whether their county should be managed through a professional organization operating under a public contract with measurable performance requirements.
The proposal does not assume that elected officials are incapable of governing. It recognizes that being elected and being professionally qualified to manage a complex organization are different functions.
A candidate can demonstrate public support through an election. A professional executive can demonstrate qualifications through education, experience, financial expertise, management history and measurable performance.
The proposed system would allow voters to decide which structure they prefer while requiring professional managers to demonstrate that they can produce results.
The model would also avoid replacing one form of political control with unchecked corporate control. Public ownership would remain public. Government powers would remain limited by state law. Contracts would be public. Financial records would remain subject to applicable transparency laws. Independent audits would measure performance. Management contracts could be terminated for defined failures. And voters would periodically decide whether the system should continue.
Current General Statute 153A-34 provides that each municipality or county is governed by a board of commissioners. So, implementation of this proposal means careful statutory drafting and constitutional review. Because elected municipal councils and county commissioners would have no permanent governing role after the transition. They would serve during the twelve-month transition, and then the professional management organization would assume administrative roles.
The Professional Municipal and County Government Act creates an optional alternative.
Contact your representatives for support of this new form of local government. https://www.ncleg.gov/findyourlegislators
Sept. 12, 2026
Stephanie M. Sellers
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Submit news tips, events and interview requests to editor@sandhills.news.
Sandhills News is plain-English local government reporting that explains how decisions affect your land, taxes, schools and rights.
References
https://www.ncleg.net/enactedlegislation/statutes/html/bychapter/chapter_153a.html
https://www.legis.state.pa.us/WU01/LI/LI/CT/HTM/53/00.030..HTM
https://docs.justia.com/cases/federal/district-courts/michigan/miedce/2%3A2013cv11370/279390/49
https://www.palegis.us/statutes/consolidated/view-statute?48=&iFrame=true&ttl=11&txtType=HTM
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