Swain County voters will cast ballots in the primary election on March 3 to choose candidates for chairperson and two commissioner seats on the Swain County Board of Commissioners.
Winners from both the Democratic and Republican primaries will advance to the general election on Nov. 3.
Jason (Jay) Kirkland was appointed to serve as chair of the Board of Commissioners on Oct. 28, 2025, following the departure of former chair Kevin Seagle. This seat is open. Two commissioner seats, currently held by Phillip Carson and David Loftis, are up for grabs. Carson will run for another term.
On the Democratic ballot for board chair are Edward Larry Simonds and Thomas Jeramy Shuler. Republican candidates seeking the chair position include Bobby Jenkins, Robert Brown and Courtney Dills.
Eugene Shuler, who initially filed as a Republican candidate for chair, has withdrawn from the race. His name will remain on the ballot because the withdrawal occurred after the filing deadline. Any votes cast for Shuler will not be counted.
Three candidates are competing for commissioner seats on the Democratic ticket: Erika Smith, Christopher Reed and Bradley Hall. Republican candidates for commissioner include Lisa Barker, Jay Kirkland and Phillip Carson.
Reed and Dills did not respond to the questions. Dills said, “The editor of the newspaper has been remarkably uncommunicative until such time as she feels appropriate and expects me to just answer her emails at the drop of a hat. I chose not to do that.”
Friday, Feb. 6, is the last day to register in-person at the Board of Elections office to vote in the March 3 Primary.
Each of the candidates seeking election in the March 3 Primary were sent a list of questions asking about various issues facing Swain County. The Times ask them to introduce themselves, identify their party affiliation and tell us why they chose to run for office. Each candidate was also asked the following questions:
• What is the largest economic development the county is facing and how will you take that on if elected?
• The county appropriates funds to county partners. During the budget process how would you prioritize those appropriations? What would be your process to decide what allocations stayed the same, decreased or increased based on what the partner requested?
• When thinking of the overall county budget, what departments do you feel could receive funding decreases and why? Which departments do you feel need increases and why? Which should remain the same and why?
• The site selected for the new middle school project lacks sufficient water, sewer and NCDOT road capabilities to support it. What is your plan to address these challenges?
• The citizens of Swain County have asked for 24/7 fire protection coverage to protect the communities. What is your plan to provide this service?
• What is PILT (payment in lieu of taxes) and how does it work? What is the formula for PILT and how does Swain County make use of these dollars?
• Housing remains a problem. What is your reasonable solution?
Lisa Barker
My name is Lisa Stevenson Barker and I reside in the Kirkland Creek community. I was born and raised in Swain County, attended Swain County Schools and a 1985 graduate of Swain County High School. I graduated with my bachelor’s degree in criminal justice from Western Carolina University. I am married to Randy Barker from the Alarka community. I am the former Director of Swain/Qualla SAFE and was employed there for 26 years before retiring to spend more time with my husband and volunteering and advocating for patients with cancer and other financial needs. Working with people in our community is where my heart has always belonged and will continue to be.
Economic Development
I think the largest economic development is that of small industry. We need good paying jobs for our younger generation. While I understand that tourism is an important part of our economy, I feel like we need to diversify and seek out year-round industry. I would encourage the county to hire an Economic Director to seek small industry as well as encourage the hiring of a grant writer to seek grants for our county.
Partner Appropriations
Honestly, I have not looked at the current budget in enough detail to comment on what I think should be increased or decreased or what should remain the same. I do think we need to look more at programs for our youth. The recreation dept does a good job providing activities, but I think and have thought for many years that our youth and county would benefit from an indoor facility. How would that work? I’m not sure at this point but I believe it is worth looking into to see if there are possible avenues to build one.
Departmental Budgeting
I would need more time to look over the budget and talk to department heads and look at the big picture before making those kinds of decisions.
Middle School Infrastructure
First, I would want to inquire if there was a study on property prior to purchase to see if there were issues. Second, I would want to talk to school board members, the Superintendent and engineers involved to get an idea of what their plan moving forward is. Lastly, if they are unable to utilize the property, I would want to look at a different solution to building the middle school there.
24/7 Fire Protection
I personally have not received a survey asking that question. I honestly feel like our volunteer fire departments are doing a fantastic job responding to any fire calls 24/7.
PILT (Payments in Lieu of Taxes)
To be honest I am not familiar with the formula for Swain County. I would need to research that in order to give an accurate answer.
Housing Solutions
A reasonable solution is not something you can come to in this type situation. It is going to take community in put, conversations with other leaders and then the solution will not happen quickly. We have to remember that Swain County is 86% federal land. That is one barrier that we can’t forget about.
Robert Brown
My name is Robert Thorpe Brown. Most know me as Robbie. I have lived in Swain County for 51 years. My father was Baptist preacher Lloyd Brown. My mother was Diane Brown. I have four brothers. We grew up in the Deep Creek community of Bryson City. I am a Swain Co. High School (SCHS) alumnus. I have a bachelors in sociology, with a minor in physical education and coaching from Western Carolina University (WCU). My wife is Tavish Lambert Brown, who also graduated from SCHS and WCU. My children are Brooklyn Brown and Noland Brown, who graduated from SCHS, UNC Chapel Hill with their bachelors, and WCU with their masters. I am running as a Republican. I am running for Chair of the Swain County Board of Commissioners because I believe in restoring order, equity, and economic growth to Swain County residents and the Swain County government.
Economic Development
The largest economic development opportunity for the county is the Great Smoky Mountains Railroad. It is a partnership that I hope to continue to strengthen and develop to not only benefit the train, but the lives of Swain County residents. We have the unique opportunity to develop a working relationship with the train to not only benefit economically, but to eliminate current issues like parking and traffic that do not prioritize the interests of Swain County residents. We can benefit from the economics of the train and still maintain the sanctity of our county.
Partner Appropriations
As I currently do not sit on the Board of Commissioners, it is hard to know where those funds have been allocated. I would advocate for transparency that gives Swain County. residents access to pertinent information like fund allocations, so that residents can have input outside of the five minutes allotted at commissioners meeting. For fund allocation, I will make decisions about what should stay the same, what should decrease or increase, with the interests of Swain County residents in mind. It’s their money, their tax dollars that are being allocated. They deserve someone that will be a good steward with their money.
Department Budgets
Similar to question three, as a Swain County resident who does not sit on the Board of Commissioners, I am not privy to the overall county budget. However, I am acutely aware of the issues with our school system, our infrastructure, especially water and sewer, and missed opportunities within our recreation department and travel and tourism. Funding increases are sorely needed for our school system, which currently sits last in county funding out of 100 counties in North Carolina. Our water and sewer is antiquated and cannot currently serve the needs of Bryson City residents in Swain County.
Middle School Infrastructure
After conversations with members of the Swain County School Board, the town does not have the capacity to allow the middle school to hook up to their water and sewer, so currently the board is looking for grant funding to help fund an on-site sewer system for the school. They have also worked with the state and DOT to allow road access to Bryson Branch, which would lessen traffic issues downtown. My hope is that these issues are addressed before the election, because the timeframe for grant funding and the need to address these issues is urgent. However, this would just be a band aid on the overall water and sewer infrastructure needs for the town of Bryson City. We cannot expect economic growth, development, and housing expansion, without upgrading our infrastructure.
24/7 Fire Protection
Swain County has fortunately had volunteer firefighters to provide protection to our community. We also have MOUs with the Eastern Band of Cherokee Indians (EBCI) fire department, emergency services, and Cherokee Indian Police Department, should there be an emergency that requires help beyond our capabilities. After discussing these issues with the Secretary of Operations with the EBCI, even with the MOU, they feel Swain County would greatly benefit from 24/7 fire protection. My plan to provide this service if elected is to sit down with all stakeholders involved and look for the funding, as well as begin a strategic plan with the county’s emergency services programs on and off the Qualla Boundary, continuing and strengthening our partnership for a safer Swain County.
PILT (Payments in Lieu of Taxes)
PILT is payments in lieu of taxes, a federal funding source created for counties with a small tax base because of the land within its boundaries being owned by the federal government, i.e. the Great Smoky Mountain National Park, Nantahala National Forest, and the Qualla Boundary. With the funding the county receives through PILT, we can increase funding for the lack of property tax, infrastructure and socil services. PILT can be a potential funding source for the issues previously discussed.
Housing Solutions
We cannot improve housing without addressing our infrastructure. Housing should be a priority for the long-term residents of Swain County who have built the spirit and heart of the community that draws people here and lands us in magazines for being the best mountain town to visit. The economic growth of Swain County, afforded mostly by the train, should not replace the quaint, natural beauty and home of residents. My reasonable solution is to focus on Swain County’s infrastructure, and strengthen and develop partnerships with the town of Bryson City, the EBCI, and surrounding counties to promote and encourage economic development that improves housing for our community. In conclusion, all the aforementioned issues that need to be addressed are dependent on an aggressive approach to securing funding, not just for now, but for the future of Swain County. With your vote, we can make this happen.
Phil Carson
I’m Phil Carson, member and deacon of Midway Baptist Church. I am an honorary member of Swain County Rescue Squad with 36 years of service, one of the first paramedics on the Squad and held numerous officer positions while serving our community. I am currently a paramedic with Swain EMS and am a licensed plumber by trade. I’m married to Sharon, my wife for 43 years. I was elected in 2006 as a county commissioner and served as Chairman 2010 - two consecutive terms until 2018 and came off the board and then was reelected in 2022. I am a Republican and am running for County Commissioner.
Economic Development
We have all seen the change of economic development in our county. From losing manufacturing plants to overnight and weekly rentals, new hotels and new restaurants. I believe tourism is our biggest industry and I would be in favor of requesting the legislators for an adjustment to the way tourism dollars could be used for public safety and recreation.
Partner Appropriations
You have to look at each organization and see the past years spending then look at the request if it is something like replacing a fire or rescue truck or life saving equipment and we can afford it or help find the funding through match a grant that is the usual procedure.
Departmental Budgeting
It’s almost budget time in Local Government and you have to make decisions when you know what the current years budget is doing and the needs of the upcoming year. It’s all based on the information given by staff/employees.
Middle School Infrastructure
To work with the Town of Bryson City water and sewer department and NCDOT to secure funding through grants and state and federal funding to see the project go on as planned.
24/7 Fire Protection
To work with legislators and representatives to pursue a service area so that we can apply the funds to go to your local fire department instead of your insurance company.
PILT (Payments in Lieu of Taxes)
PILT is Payments in Lieu of Taxes. It was set up for a payment to counties with large amounts of federally owned land. IE: TVA, U.S. Forest Service, GSMNP, Cherokee Indian Reservation. It is a designated amount. If the current formula is changed it will decrease the amount we are funded.
Housing Solutions
I feel that the county does not need to own the properties it has. It should be back in the tax base and developed into low income housing.
Bradley Hall
My name is Bradley Hall. I’m a Western Carolina University graduate and a longtime resident of Swain County who works in the finance industry as a tax specialist. I’ve been active locally and I’m running for County Commissioner as a Democrat. I’m running because Swain needs leaders who put everyday residents first, people-focused budgeting, affordable housing, better rural healthcare, stronger emergency services, and infrastructure that helps families stay and new businesses grow. I’ll bring transparent financial growth. I’ll bring transparent financial management, respect for our residents, and a practical, people-first approach to the commission.
Economic Development
The new middle school project is our largest near-term economic development opportunity: it creates construction jobs, will spur local purchasing, and has long-term educational benefits for our children. The county has been awarded the state grant (up to $52 million) and must provide a roughly 15% local match. I will push for transparent procurement and a public, quarterly construction dashboard so residents can see budgets, timelines, and local-hiring progress. I’ll form a standing coordination group with the school board, county engineering/water departments, and our state education contacts to identify infrastructure needs early, pursue any available state/federal grants, and, where necessary, phase work so the school opens on time without sacrificing oversight or fiscal responsibility.
Partner Appropriations
My priorities are public safety, emergency services, essential infrastructure, health & human services, and K–12 support. I’ll require an outcomes-based review of partner funding: each partner must present measurable results, a clear budget, and any mandated matching requirements. I will hold one-on-one budget hearings with partners, score requests against county priorities and performance, and protect services that serve low-income and vulnerable residents. Where cuts are necessary, they will be targeted and based on performance and duplication, not across-the-board reductions.
Departmental Budgeting
I’ll approach this by first eliminating administrative duplication and nonessential expenses through an audit and efficiency review. Potential decreases: administrative overhead where duplication is identified and nonessential travel. Increases: emergency services (staffing, equipment), mental-health and substance-use programs, and housing & economic-development programs that support year-round jobs. Remain the same (but be reviewed): essential back-office services such as court support and tax administration, these must remain reliable while we search for efficiencies. My adjustments will be data-driven, informed by community input, and focused on preserving services for the residents who need them most.
Middle School Infrastructure
I will immediately convene a technical task force (school board, county water/sewer, NCDOT representatives, and engineers) to produce a short-term/long-term infrastructure plan and cost estimate. We will pursue grant funding where possible, explore inter-local agreements or capacity upgrades with adjacent water providers, and phase infrastructure work so the school can open safely with temporary mitigations if necessary while permanent upgrades are completed. I will insist on clear cost estimates, legally written timelines in construction contracts, and publicly posted progress updates so taxpayers know the plan and the price.
24/7 Fire Protection
The Alarka wildfire last year showed how vulnerable we can be to a major fire. We need a hybrid model: paid, resident firefighters to guarantee baseline 24/7 coverage, plus a strengthened volunteer program with training, recruitment, and stipends. I would pursue FEMA Assistance to Firefighters Grants (AFG) and state funding to offset start-up costs, create a phased hiring plan tied to clear budgeting, and invest in station upgrades and better mutual-aid agreements with neighboring counties and Forestry Services. This approach keeps community volunteers central while ensuring reliable around-the-clock protection.
PILT (Payments in Lieu of Taxes)
PILT stands for Payments In Lieu of Taxes. This is money the federal government pays to a county in which a portion of its land is unable to be used for a tax-creating purpose, such as the Great Smoky Mountains National Park. The federal formula considers county population, acreage of qualifying federal land, and prior-year federal payments. Congress and the DOI administer these payments. Swain County uses these funds to offset lost property tax revenue to fund infrastructure projects and public services that would otherwise be underfunded. I would ensure Swain County tracks these funds and continues to use them for infrastructure and public services.
Housing Solutions
Housing shortages in Swain County come from two connected problems: too few year-round jobs and too many homes converted into short-term vacation rentals. My solution has three parts.
First, create and preserve affordable workforce housing. We should repurpose suitable county properties, including the current middle school site once vacated, for permanently affordable homes and partner with a community land trust to keep housing affordable long term. I support zoning updates that allow duplexes, accessory dwelling units, and other “missing-middle” housing, while placing limits on short-term rental conversion for properties that receive county support.
Second, use targeted funding and incentives. We should pursue state and federal housing funds and encourage developers to build long-term rentals with local workforce set-asides.
Third, grow stable jobs. Completing broadband, supporting small businesses, and recruiting non-tourism employers will connect housing growth to reliable local employment, keeping homes available for residents who live and work here year-round.
Bobby Jenkins
My name is Bobby Joe Jenkins and I am one of the Republican candidates running for Chairman of Swain County commissioners.
I am a lifelong resident of Swain County, born and raised. I have worked in and around Swain County my whole life. I served with the Swain County rescue squad for 25 years and I currently work for Swain County Special Projects. In the past 14 years, our crew has completed many of the building, renovation and improvement projects you see around our town.
Economic Development
Tourism is the main economic factor that Swain County possesses and I would like to work with local businesses to keep them thriving and hopefully attract other businesses to complement the current ones as well as maintain open businesses throughout the year, not just during peak season. This would help with employment opportunities and possibly open the door for discussion to bring in industrial/manufacturing businesses.
Partner Appropriations
As county commissioners, we, as a group, would have to look at each county partner and program on a case by case basis to ensure that those funds are used accordingly and as necessary.
Departmental Budgeting
During the budget process, discussion with the departments and commissioners to determine the immediate and long term needs for each of the county departments and if those budget requests are appropriate, needed and feasible. This is a case by case, department by department situation as well.
Middle School Infrastructure
The middle school project is a priority, and as a localized effort, county officials, city officials, DOT and grant programs can work together to meet the required needs to complete that project for our community.
24/7 Fire Protection
24/7 fire protection would be very beneficial for our county. However, in order to provide the necessary manpower and resources for that to be accomplished, may require increasing tax rates, unfortunately. Unless monies/resources could be obtained through grants or state funding, which would be ideal and will be researched and investigated.
PILT (Payments in Lieu of Taxes)
PILT-Payments in Lieu of Taxes -the purpose of PILT is to offset lost property tax revenue. This is due to Swain County having greater than 85% of the land being federally owned by National Park and Forest Service. Out of approximately 350,000 acres, only about 55,000 acres are taxable lands. This payment is supplied by the department of interior, and the formula is based on County population, the amount of federal land in the county, and previous payments made. These funds go into the county general fund and are used to maintain essential local County services.
Housing Solutions
Housing… the elephant in the room. Housing is a problem across every county, every state in the country. And the solution is not so easy. Swain County has a high number of short-term rentals, which limits long term rentals for locals. And property values and home costs have soared the past several years making it nearly impossible for locals to obtain home ownership in Swain County. I think looking into grant, State and federal programs to obtain funding for affordable housing is a route that we could possibly go. But this is a challenging obstacle for everyone across the country.
I hope this gives some insight into my position and stance on some of the concerns for our county. Thank you for taking the time to read, and I would truly appreciate your vote and welcome conversations and questions or concerns from all of Swain County. I look forward to being part of a productive and professional county government and being a voice for all of my neighbors and friends.
Jay Kirkland
Jason (Jay) Kirkland life long resident of Swain County. Married 30 years to my wife Aleisha with one daughter who is an assistant principal for Swain County Schools. I own and operate a family logging business and serve as a deacon at Harmony Baptist Church.
I am running for county commissioner as a member of the Republican party. After serving as the chairman I feel I can best serve the county as a commissioner.
Economic Development
There are several economic development issues the county is facing at this time, but currently the greatest concern is animal control shelter and construction of the middle school. I will work with all county partners involved to ensure the animal shelter is operating according to budget.
Partner Appropriations
Prioritizing the school system and law enforcement in the budget process are top priority. After these needs are met all other partners requests will be based on last years budget.
Departmental Budgeting
I think we need to take a look into all county departments to ensure proper checks and balances are being adequately conducted.
Middle School Infrastructure
I plan to work along side school partners, city officials and NCDOT as needed to ensure a successful new middle school.
24/7 Fire Protection
I am open to conversation about this issue but I think the main concern is funding.
PILT (Payments in Lieu of Taxes)
PILT (payments in lieu of taxes) meaning the federal, state, or local payments made to local governments to help off set losses in property taxes due to non taxable lands. There are many variables in this formula for PILT such as population, acreage, and other federal revenue payments.
Housing Solutions
I am aware of housing issues and am willing to listen to anyone for conversation and work towards solutions together.
Jeramy Shuler
My name is Jeramy Shuler, and I’m running as a Democrat for Chairman of the Swain County Board of Commissioners. I’m a proud native of Swain County, and my wife, Ali, and I have been married for 25 years. Together we’ve raised three children and are blessed with three grandchildren who inspire me every day to work for a stronger future for our community.
I currently serve as a Captain with the Bryson City Fire Department, where I’m honored to volunteer my time in service to the people of Swain County.
I previously served my third term on the Swain County Board of Elections, and I’ve been a local business owner for 26 years, giving me a deep understanding of the challenges and opportunities facing our county.
I’m running for this seat because I care deeply about Swain County and believe we can continue moving forward together. It’s time to restore respect and transparency in county leadership, strengthen communication within the EBCI tribal boundary, and work collaboratively to build the infrastructure our community deserves.
I’m committed to serving with integrity, listening to every voice, and ensuring Swain County remains a place we’re proud to call home.
I believe one of the most significant developments ahead for our county is the construction of the new Swain County Middle School. This project represents an important investment in our children and in the future of Swain County. I look forward to working collaboratively with the Swain County Commissioners, the Town of Bryson City, and the Swain County School Board to ensure this project is completed responsibly and successfully for our students and families.
Departmental Budgets
A key responsibility of the Board of Commissioners is evaluating and allocating appropriated funds for our county partners and departments. This process requires us to work together as a board, review the needs of each department, and ensure that every decision aligns with our budget guidelines and available appropriations. By approaching these decisions collaboratively and transparently, we can make sure taxpayer dollars are used responsibly and in ways that best serve the people of Swain County.
Middle School Infrastructure
The infrastructure challenges we face in Swain County are significant, especially with the development of the new Swain County Middle School. Ensuring adequate water and sewer capacity, improving road access, and supporting the needs of our local hospital all require careful planning and strong financial strategy. To meet these needs, we must actively pursue state and federal grants, along with any available appropriated funding sources, so we can reduce the burden on local taxpayers while still moving our county forward.
Addressing these issues will take teamwork, research, and collaboration across county departments, the Town of Bryson City, and our partners within the EBCI tribal boundary. By working together and seeking every available resource, we can build the infrastructure that supports our schools, strengthens public health, and prepares Swain County for longterm growth.
24/7 Fire Protection
As a current volunteer firefighter, I see every day how important it is for the people of Swain County to have reliable 24/7 fire protection, especially in our rural and outlying districts. Improving fire coverage isn’t just about safety — it directly affects ISO ratings, which determine the cost of homeowners’ insurance. When we have adequate personnel, dependable fire apparatus, and consistent water availability, ISO ratings improve. Lower ISO ratings mean significant savings on yearly insurance premiums for families across the county.
But the greatest benefit is faster, more effective emergency response. When trained personnel and properly equipped apparatus can reach a scene quickly, it can be the difference between life and death, and between losing everything or saving a home. Strengthening our fire protection system is an investment in public safety, property protection, and longterm financial relief for our residents.
If elected, I would work closely with the Board of Commissioners to identify and secure the funding needed to strengthen fire protection across Swain County.
PILT (Payments in Lieu of Taxes)
A major challenge for Swain County is our limited tax base, largely because so much of our land is owned by the federal government and is therefore nontaxable. To help offset this loss in property tax revenue, the county receives Payments in Lieu of Taxes (PILT) from the federal government. These payments are designed to support counties like ours that provide essential services—such as emergency response, infrastructure, and public safety—despite having large areas of untaxable federal land.
The amount of PILT revenue we receive is based on several factors, including the total acreage of federal land, the population of the county, and previous federal payments made for other federal programs or resources. While PILT funding is important, it does not fully replace the revenue we lose due to our reduced tax base.
That’s why it’s critical for us to continue exploring additional grants, state and federal funding opportunities, and other available appropriated resources to support our infrastructure, schools, and public services, and low income housing. By understanding our unique financial landscape and seeking every available resource, we can make responsible decisions that strengthen Swain County’s future.
Edward L. Simonds
I am Edward L. Simonds, running as a Democrat for Chairman of the Commissioner Board. My leadership is built on the principle that government should be accessible and transparent to every citizen.
I am running to bring a fresh, professional perspective to the board—one that prioritizes long-term strategic planning over short-term political interests and ensures our county operates with the highest standards of accountability.
Economic Development
The primary challenge is the rising cost of essential goods and services. I will address this by fostering a competitive marketplace. By supporting local agriculture and actively recruiting discount grocers, we can break local monopolies that keep grocery bills high. My goal is an economy that works for the families who live here year-round, not just the seasonal market.
Partner Appropriations
Appropriations must be tied to measurable performance metrics. I will move away from historical “status quo” funding and implement a rigorous review process. Partners who demonstrate clear, data-driven benefits to Swain County residents will be prioritized. If a partner cannot show a direct, positive impact on our citizens, their funding will be re-evaluated and potentially reallocated to more effective services.
Departmental Budgeting
I advocate for increasing the budget for Public Works and Emergency Services to address aging infrastructure, funded by ensuring that out-of-state investments contribute their fair share. I will look for decreases in administrative departments by implementing modern software solutions to reduce manual labor costs. We must transition from an outdated, paper-heavy system to a streamlined, digital-first government.
Middle School Infrastructure
Addressing the school site’s lack of utilities requires a shift in how we handle development. I will implement a policy where infrastructure expansion is funded through impact-neutral strategies. We will work with NCDOT and state partners to secure grants, ensuring that the burden of supporting new growth falls on the project’s beneficiaries and out-of-state investors, rather than our current local taxpayers.
24/7 Fire Protection
To provide 24/7 protection, we must modernize our funding stream. I propose a professional hybrid staffing model. We will utilize revenue from a fair occupancy tax on short-term rentals to fund these positions. This ensures that the millions of visitors who put a strain on our emergency services help pay for the 24/7 protection that our local communities deserve.
PILT (Payments in Lieu of Taxes)
PILT is essential federal compensation for the tax revenue lost due to our large national park and forest lands. I will ensure these funds are managed with absolute transparency. Rather than disappearing into a general pool, these funds should be clearly tracked and reported to the public, showing exactly how they are reducing the tax burden for our local property owners.
Housing Solutions
My solution is the aggressive use of the Workforce Housing Loan Program. We need to prioritize the “missing middle”—housing for our teachers, nurses, and first responders. By providing incentives for developers to build permanent residential units instead of vacation rentals, we can stabilize the housing market and ensure our workforce has a place to call home.
Erika Smith
I’m Erika Smith, and I’m running for one of two available county commissioner seats. Democrats and Independents can vote for me in the March primaries, and I welcome support from all voters in November’s general election. I moved here in 2009 to be closer to family, fell in love with our community, met my husband, and found my forever home. Growing up as a Navy child with my single mother, I attended nine schools and gained invaluable experience connecting with people from diverse backgrounds. Summers working with my father in Florida’s tourism industry further broadened my perspective. As a local real estate agent for 12 years, I’ve built my career on honesty, integrity, and accountability—principles that are both ethical imperatives and legal requirements. My work demands constant problem-solving and financial precision. While raising my family, I’ve consistently contributed through anonymous community service. Now I’m ready to tackle our county’s biggest challenges where I can make the most meaningful impact.
Economic Development
I can’t choose just one economic development challenge because they’re all interconnected. However, our biggest priority must be infrastructure development. Without repairing and enhancing our utilities, communication systems, and transportation options, we cannot grow in any fashion—including job growth and affordable housing. Companies will not bring their work here with a failing infrastructure system. We’re seeing this firsthand with investors who want to help with affordable housing, but with skyrocketing building supply prices and a water and sewer system that needs attention, their hands are tied. We need to work with ALL of the boards in our county to tackle this head-on. Infrastructure isn’t just one department’s responsibility—it requires coordination across all county entities. As commissioner, I’ll prioritize building these partnerships and creating a comprehensive infrastructure improvement plan that attracts businesses, enables housing development, and supports sustainable economic growth for our community.
Partner Appropriations
I would start with a comprehensive list of all partners requesting funding. This list must include how much each partner requested versus how much was actually allocated in previous cycles. Each partner would need to provide a detailed, itemized report showing exactly what was spent and why. This report must include any leftover budget amounts or additional funding needs beyond their original allocation. We would then personally visit each project to verify that funds were used appropriately and assess whether continued or increased funding is justified. This hands-on approach ensures transparency and accountability. Partners would be prioritized based on demonstrated need and appropriate use of previous funding. Those showing responsible financial management and clear community impact would receive priority consideration. Partners unable to account for past expenditures or showing poor fiscal responsibility would face reduced allocations until they demonstrate improved stewardship. This process ensures taxpayer dollars are maximized for community benefit.
Departmental Budgeting
That is not an easily answered question, as fiscal accountability and transparency is a known issue. My response to budgeting allotments is the same as the prior question—implementing a step-by-step plan to review itemized budgeting lists and needs compared to what can be accounted for and completed. Without proper transparency, I cannot arbitrarily suggest which departments should receive increases or decreases. Each department must provide detailed accounting of current expenditures, demonstrate completion of funded projects, and justify future funding requests through measurable outcomes. However, prioritizing our children and our schools is important to me. Making sure our children have access to good education and that our teachers are paid better salaries will be a focus. Until we establish proper fiscal accountability across all departments, any budget recommendations would be premature and potentially harmful to essential county services.
Middle School Infrastructure
I have attended meetings and asked many questions about this project to various engineers, commissioners and others. The reasoning for this site selection, given the infrastructure challenges it presents, requires further clarification. These infrastructure gaps have resulted in significant additional costs for taxpayers. I know that research has been conducted and is currently ongoing. However, I believe we need stronger commissioner presence at DOT meetings and enhanced collaboration with our town departments to address infrastructure needs and ensure project stability. We need to prioritize active engagement with NCDOT, water/sewer authorities, and town departments to develop a comprehensive infrastructure solution.
We need consistent commissioner participation in all planning meetings, clear communication about costs and timelines, and proactive coordination between all stakeholders. Before proceeding further, we must ensure adequate infrastructure capacity exists to properly support this important educational facility for our children and community.
24/7 Fire Protection
We do currently have some paid staff, which has helped tremendously. This has been an important first step in improving our emergency response capabilities and demonstrates the value of having dedicated, professional fire protection services available to our community. We need to focus on trying to have more paid firefighters through grants. As commissioner, I would pursue staffing a grant writer to actively seek federal and state grant opportunities specifically designed for rural fire departments and emergency services. Many grant programs exist to help counties like ours expand professional fire protection coverage. My plan would include researching all available funding sources, working with our current fire departments to identify coverage gaps, and developing a phased implementation plan for 24/7 protection. We must also ensure proper equipment, training, and station infrastructure to support expanded services.
The safety of our citizens is paramount, and we need a sustainable funding strategy to achieve comprehensive fire protection coverage throughout Swain County.
PILT (Payments in Lieu of Taxes)
PILT is a government federal funding program that provides payments to local governments to offset the loss of property tax revenue due to the presence of non-taxable federal lands. It is not guaranteed money, and according to Congress.gov it is not guaranteed for next year. The PILT formula considers factors including the amount of federal land in the county, population, and prior year payments. These funds help support essential county services like law enforcement, firefighting, road maintenance, and search and rescue operations that serve both residents and visitors to federal lands. As in my previous statements, we need better and stronger advocacy at the state and federal level. We need to work actively with our representatives at those levels to ensure PILT funding continues and that Swain County receives its fair share. Given our significant federal land presence through the Great Smoky Mountains National Park and National Forest, PILT funding is crucial to our county’s ability to provide necessary services.
Housing Solutions
To attract more builders to invest in housing, we must first address our current infrastructure system. We need affordable housing such as apartments and townhomes, and small family homes. While building small family homes will help on a smaller scale, we need bigger solutions that would make the most impact, such as apartments. Investors would need to rely on a sturdy water and sewer system, which is just something we don’t have right now.
We need to focus on gathering grants to help rebuild our foundations first. Only then can we attract what we need. We need to pursue grant funding specifically for infrastructure improvements that support housing development. We could provide tax incentives for multi-family housing once our infrastructure can support it. This approach addresses the root cause rather than just the symptoms, creating a sustainable path for long-term housing solutions that our community desperately needs.