WEEK Wayne ROAD REPAIR LEAPFROG
BY KEN FINE
JANUARY 12, 202 5 Volume 2, Issue 19 NEWOLDNORTH.COM
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CONTENTS
4 Friends of Seymour splits council
Goldsboro Mayor Charles Gaylor wants members of the City Council to commit more money to The Friends of Seymour Johnson Air Force Base. But many of them have questions about how those funds would be spent to ensure the base has a bright future in Wayne County.
6 30 minutes with WCPS leaders
Wayne County Public Schools
Superintendent Dr. Marc Whichard, School Board Chairman Bill Joyner, and School Board Vice Chairman Tommy Sanders sat down with Wayne Week to talk about their expectations for 2025 — and make their case for additional funding.
10 Consultant calls for big changes
Should the Goldsboro City Council adopt the recommendations of the consultant who spoke to them Jan. 6 about salaries and the city’s organizational structure, significant change would come to City Hall — and not everyone is happy about it.
12 Our take
The Goldsboro City Council has made tough decisions before and now, they are being called on to do so again.
14 Cover story
A sprawling report presented to the Goldsboro City Council Monday revealed that there is more than $51 million in repair work necessary to get local roads to where they need to be. And even if the city were to focus on those rated “Very Poor,” it would mean millions in spending.
19 Wayne Week is officially ‘official’
Thanks to you, Wayne Week is now a designated Newspaper of Record for the County of Wayne. And that means you can find your public and legal notices on our pages starting now.
DESIGN
COVER
BY SHAN STUMPF
NEWS + VIEWS
Council stalls on Friends of Seymour funding request
Mayor Charles Gaylor has been advocating for nearly $15,000 in additional funding for the advocacy group.
BY KEN FINE
He has broached the topic a few times before — telling members of the Goldsboro City Council that at some point, he would formally ask them to approve additional funding for The Friends of Seymour Johnson Air Force Base.
And when he finally did so at the board’s Jan. 6 meeting, Mayor Charles Gaylor thought he might end up with a consensus to do just that. He was wrong.
So, he pivoted — asking the council if it would consider allowing Finance Director Catherine Gwynn to prepare an agreement with the group and simply add in the “dollar amount” in “real time” at its first meeting in February.
“But you said you didn’t get the consensus though,” Councilwoman Brandi Matthews said.
“We’re trying to not do a vote right now, so there’s not really a great way for me to do that without kind of looking at folks and getting a read on their eyes,” Gaylor responded. “Would you like to take a vote? Just make a motion.”
Matthews fired back.
“No,” she said. “What I’m saying is that we’ve done a consensus (before) without raising hands.”
Gaylor then suggested that perhaps, the resolution could be drafted and “we can always amend a resolution in real time, correct?”
But Gwynn said it was more complicated than that — that once a funding decision was made by the council, she would have to draft a fresh budget amendment.
“Well, as of right now, we still don’t have
an agreement with (Friends of Seymour) even for the amount that was budgeted for the year, so we kind of need to get something on the table,” Gaylor said.
And that is when the discussion took another turn.
“Why doesn’t the old agreement that we agreed to which was in the budget, why isn’t that in effect right now?” Councilman Roderick White asked, adding that the council had approved an $8,500 allocation to Friends of Seymour in its 2024-25 budget.
“They came back immediately and asked to go back to the 2014 funding level, and we’ve been trying to negotiate since then,” Gaylor responded. “There have a been a number of times this has come before council. There was concern over the fact they
were using the Chamber of Commerce for administration. I’m sure you remember that one. There has been concern over what it is that they actually do — over their effectiveness. There have been concerns raised on a number of different fronts and I don’t want to rehash all of them here.”
But White said that was Friends of Seymour’s problem — that right now, “we don’t have an agreement because they chose to not take the $8,500 and come back and negotiate.”
“I think that every step of the way, we thought that we were close enough to get something to the council in the next month or two,” Gaylor replied. “And it’s been a negotiation that has spiraled time after time.”
Some, including White, have an issue with
What are they not being able to fund now that they were funding before we cut it?
the fact that despite funding provided to Friends of Seymour by the city, the council does not have the ability to place a voting member in the organization who would be focused on “pushing the city’s agenda.”
Others were concerned about the administrative fees paid to the Wayne County Chamber of Commerce as part of the allocation when the city was already providing the Chamber with its own pot of money.
And there were also concerns about “what they do” — particularly after community leaders were caught off guard when the now-reversed decision to divest F-15E Strike Eagles from Seymour Johnson, deactivate the 333rd Fighter Squadron, and change the 4th Fighter Wing’s mission were formalized in early 2024.
“What are they not being able to fund now that they were (funding) before we cut it?” White asked.
“That’s fair. That’s fair. I would recommend asking. I would recommend asking,” Gaylor replied. “I know that something they want to get back to is doing more events for the officers and the enlisted members while they’re here, but that’s a question we need to raise.”
The mayor, while stating that he believed the “current climate” dictated as much support for the base as possible, seemingly acknowledged that his request came after what was a tumultuous year for the Goldsboro installation’s storied 4th Fighter Wing.
In December 2024, the National Defense Authorization Act signed into law by President Joe Biden allowed for the Air Force to divest more than 31 percent of its Strike Eagle fleet, despite efforts by Sen. Ted Budd (R-NC) to kill the plan.
And two months later, then-4th Fighter Wing Commander Col. Lucas Teel con-
firmed to Wayne Week that as part of the Air Force’s plan, the 333rd Fighter Squadron would be deactivated, and the 335th Fighter Squadron — and the 4th, itself — would be switched to a training-only mission.
The news shocked local leaders, with everyone from then-Wayne County Board of Commissioners Chairman Chris Gurley and Gaylor to State Rep. John Bell, saying they were stunned by the development — and pledging to make changes to the Seymour Johnson advocacy structure.
But in between the signing of the NDAA and Teel’s announcement, Friends of Seymour President Henry Smith, via a press release, “expressed confidence” that “no rash decisions” would be made regarding locally stationed F-15Es.
Goldsboro and Wayne County leaders have, since then, shaken up how they advocate for the base — parting ways with lobbying firm The Roosevelt Group and contracting, instead, with Crossroads Strategies.
And thanks to Budd and Congressman Don Davis, the 2025 version of the NDAA reversed the defense plan from the previous year, and will protect the Air Force’s Strike Eagle fleet through the end of 2027.
White, who has long suggested that between Crossroads, state leaders — including the governor and members of the Legislature — and elected officials serving in Washington, the city has plenty of military advocates working to protect its interests.
And Hiawatha Jones, who called for the funding increase issue to be tabled by the City Council until February, said during the meeting that while she supports Friends of Seymour, she wanted to “take another look at the accountability of it” — clarifying her position Tuesday by telling Wayne Week that she wants to know “what this money is being used for.” n
John D. Lewis Gaston Lewis
30 MINUTES WITH WCPS LEADERS
Superintendent Dr. Marc Whichard and School Board leaders set the stage for 2025 .
Afew weeks ago, Wayne County Public Schools Superintendent Dr. Marc Whichard, Board of Education Chairman Bill Joyner, and Vice Chairman Tommy Sanders spoke with Wayne Week about their expectations for 2025.
All of them said they were hopeful that the school district would not only remain off the state’s “Low-Performing District” list, but the community would see more schools fall out of low-performing status.
All of them said that the safety of students and staff were Priority One.
And all of them reiterated that they believe WCPS has proven itself to be good stewards of taxpayers’ dollars — and that the progress made by the district’s leadership team and board since Whichard was hired merits consideration of additional funding from the Wayne County government.
The following answers provided by Whichard and Joyner have not been edited:
ON KEEPING WCPS OUT OF LOW-PERFORMING STATUS:
Whichard: Our goals are to continue, you know, the academic trajectory that we’ve had. In fact, I’ve kind of coined the phrase, ‘Six plus two plus five.’ Maintaining those six schools off (the low-performing list) plus getting another two schools off this year, plus adding five more composite points of academic growth to our composite performance for the district.
ON THE DISTRICT’S FINANCIAL GOALS:
Whichard: One is to obviously maintain the financial prudency that we’ve had — wise investment in campus security and campus revitalization that we’ve done, but to also look at ways that county government, through local appropriations, can invest in our public schools to increase our local supplement. You know, I’ve said before that our teachers are performing at a higher rate than they ever have. They deserve to
be rewarded. But also, that will help us to become more attractive in, number one, retaining the teachers that we have, but also, two, being able to attract teachers to Wayne County Public Schools.
ON THE NEW POSITIVE OUTLOOK OF THOSE ON WCPS CAMPUSES:
Whichard: I do get a feeling that the district is in a better position, and nothing makes me happier than to know that our teachers, our administrators, and our students are feeling excited. They are feeling better about their work. That makes me — and I know our board — feel proud of the work that we’re doing. I’ve told our principals and I’ve told our teachers, ‘I have your back.’ I will always have their back. I will always support them as long as I can have their back. That means making sure you’re doing the right thing, making sure you’re working hard every single day, looking out for the needs of students. As long as you’re doing
all those things, I’m your guy, and I’m going to do everything I can to support you. Our Board of Education believes the exact same thing. So, I think with everybody on the same page, we’re all going down the same track. And I think the arrows are aligned. I think we’re on a mission and we’re going to accomplish what we’ve set out to do. It makes me feel good that our teachers know and our principals know that they are supported, because that sends a clear message to students. It sends a clear message to parents and the community that we’re not going to settle for second best. You need to come every day with your A game, because we’re bringing ours and we don’t have a minute to waste.
ON SCHOOL SAFETY:
Joyner: Unfortunately, the world has changed and the schools that were built in the 70s were not built with the way that we
Continued on page 8
School Board Vice Chairman Tommy Sanders
School Board Chairman Bill Joyner
Superintendent Dr. Marc Whichard
have to secure kids now in mind — just like the schools that were built in the 70s and the 60s were not designed for the traffic patterns of having as many parents bringing students to school. So, we have to change as the world changes. You know, one of the top priorities we have is the secure entry — the access control so we know who is coming in and out of our schools. We want to continue to do that. We also want to secure unsecured accesses to buildings on the grounds. Every child needs to feel safe, and we need to make sure that every child and every teacher feels safe and protected when they’re at school to learn.
ON WHY WCPS DESERVES ADDITIONAL FUNDING:
Whichard: All of us — you, our board, myself — we’re all taxpayers. So, in that sense, we’re all rowing in this boat together. We want to be good stewards. I said in the beginning that we’re not gonna spend frivolously on anything. We were going to have a strategic plan in mind and funds are not gonna be thrown at something and see what happens. There’s not one program that will drive school improvement that you can buy. If so, it would be sold out and everybody would be buying that one pro -
gram. So, dollars don’t necessarily equate to academic improvement. We all know that. But strategically, spending money in places where you can get good results is smart business. So, that’s what we’re asking to be able to do as a school district. So, we need those investments from the county. And we’re not talking about just blinking our eyes tonight and we have some huge infusion of cash into the district. No. We’re also concious that the county has limited resources as well and that dollars are finite. But what we are talking about it is … moving the needle. We’ve got to start making incremental investments. I believe this will be a better year. I have seen the temperature come down. I have seen the relationship piece start to build. I am very enthusiastic. I was with Mr. (Chris) Gurley and I am with Mrs. (Barbara) Aycock.
ON WHAT GIVES HIM HOPE ABOUT FUTURE TEST SCORES:
Whichard: I’m excited about the atmospheres that our principals are creating in our school buildings. You know, classrooms, hallways, all of it contributes to an atmosphere that is conductive to learning. You have to have a controlled environment where students know they’re safe, where students know they are respected, where they can come and learn. I’m feeling that
really start to take hold in this district. We also have more teachers in classrooms than we did last year. We had a lot of virtual teachers, and I never liked that idea. I’m glad we’re totally rid of that program. When I go in classrooms, I see teachers teaching — standing and delivering. I see classrooms with attentive students who are paying attention. So, that gives me great hope for where we’re going this year.
ON HOW ADMINISTRATIVE CHANGES HAVE HELPED:
Whichard: You’ve got to have someone that understands the community they’re working in. They’ve got to know the needs. The needs in this county are diverse. So, you’ve really got to know the people. You’ve got to know the flavor that each school brings and what their needs are. Then, you have to match that up with the talent. I think we’ve had some success with that.
ON HIS MESSAGE THAT WCPS IS THE COMMUNITY’S BEST CHOICE:
Whichard: We should have the data to stand on to be able to say, ‘This is why we’re the best game in town for your child. We have safe campuses. We have clean campuses. We have academic progressiveness. We have all clubs. We have all sports. We’re the most wholesome, well-rounded place you can
send your child.’ So, that’s why I think we’re going to keep beating the drum about our successes. You’ve got to go out and sell, to the public, your story — and the fact that we beat everyone else around us. With public schools, we are the most accountable of anyone. We are a transparent, clear windowpane of, ‘You can see everything that we do. You can see every bit of money and how it’s spent. We publish our audits. We are an open book.’ … I also want to be clear. I think that each one of our schools in each one of our communities has a special flavor to it that makes it a great option for parents that live in those communities.
ON THE NEW BUS DRIVER POLICY:
Joyner: The idea of the bus drivers, you’re right. It’s a situation where we’re looking and trying to find solutions so we don’t have this particular problem with students not being able to get to school. Hopefully, we don’t have to something like Durham Public Schools is doing where they’re four days a week and parents are having to provide that other day during the week. So, this is not just a Wayne County problem. We’re hoping that the recent policy will help us alleviate some of those problems. But, once again, right now we are trying to find any potential solution immediately to get these kids to school. n
Consultant: Goldsboro’s operations are antiquated
Dr. Russell Campbell told members of the City Council that changes need to made now to improve the quality of services being provided to taxpayers.
BY RENEE CAREY
He quipped that he was not expecting to receive “Christmas cards” from certain city staff members. He said that their “bruised egos” would have to be left at the door as a tradeoff for a more efficient government.
And he told members of the Goldsboro City Council that the city was, in many ways, functioning “like it is in the 1980s.”
Dr. Russell Campbell was direct Jan. 6 as he unwrapped the executive summary of what will ultimately be a 200-page report created as part of an “Organizational and Compensation Study” undertaken at the council’s request.
And the Management Advisory Group International senior advisor said whatever council members decide to do as result of the analysis, one thing was clear: A staffing reorganization, with some cuts, salary increases and job title changes, are necessary to ensure Goldsboro is poised to move forward stronger and more efficiently.
Campbell said the final report would be presented officially during the council’s annual retreat later this month — but that he is currently discussing the firm’s recommendations with city leaders and department heads to get their input.
Among them involve concerns with attracting and keeping personnel, the need to combine departments, shift job titles, and decrease the numbers in at least one City Hall office, the Finance Department.
Campbell told council members that Goldsboro’s numbers were compared with a statistical model that included information from surrounding communities like Greenville, Rocky Mount, and Fayetteville — as well as Raleigh and Durham — and county information from Johnston, Pitt, Wake, Nash, Duplin and Onslow.
Also factored into the equation was regional data from the private sector.
The idea, Campbell said, was to compare Goldsboro’s numbers with an average of those of larger and similar-size cities to see where the city’s compensation ranked.
Campbell said he was surprised that those numbers were not “in the double digits,” adding that Goldsboro’s salaries are anywhere from 8.5 percent for entry level to 11.9 percent of market maximum below the statistical average of the areas studied.
And while the numbers came in better than he expected, Campbell said he is not surprised that the city is having trouble filling positions.
Anything at or above 5 percent, “is a cause for concern in terms of recruitment and retention,” he said.
And the reason major cities like Raleigh and Durham were included in the mix is because employees would consider driving a distance to take positions that offer competitive salaries.
According to the preliminary report, Goldsboro has 308 positions, with 185 different job titles.
To get those numbers within competitive range, the firm recommends an adjustment of $1,471,271 to get salaries in line.
Those numbers include:
• 3 percent cost of living wage increases — $467,339.
• Rectifying the fact that 168 employees are not at the minimum expected for their positions — $756,422.
• Equity adjustments for the 192 employees that are below target salaries at the higher end of the experience scale — $247, 511.
But Campbell said this is just “raw salaries” and does not include any benefits changes or other costs associated with compensation increases, meaning the cost would actually be much higher.
He added that the study also did not include police and fire salaries, which were addressed in 2024 when the council voted to increase them.
And while he seemed, at times, to matter-of-factly call out the city for its antiquated way of doing business, he noted that his firm has “worked with cities that were in much worse shape.”
This is bigger than someone's ego being bruised because they are no longer going to be referred to as a director.
Still, where the city really needs work is in its organizational structure.
Campbell said “18 to 19 staffers report directly to the city manager,” when his firm would recommend a best-practice of no more than five to seven.
In other words, he found that there are places where there were simply too many bosses — “department heads” — and areas where shifting of responsibilities would make the system run more smoothly for staff and for residents seeking city services.
The Paramount Theatre, for example, would move under the umbrella of Parks and Recreation, while licensing and building permits would move to the Finance Department. Campbell also suggested that the Travel and Tourism functions would become a subset of the Downtown Goldsboro Development Corp.
Some department heads would be moved to managers’ positions under the umbrella of another department, which would reduce the direct reports to the city manager and streamline city operations.
And the report also recommended changing one major position in the Goldsboro Police Departent to a “deputy chief” — and for the city to hire a senior planner and a storm water engineer as it moves forward with continued development and infrastructure improvements.
Campbell also suggested that the city consider outsourcing some of its information technology work — citing a concern that Goldsboro “has some security concerns” that could cost the city money in the future.
He cited a Florida city — three times the size of Goldsboro — that had to pay $850,000 in ransom to get its system released to scammers who managed to break through its security barriers.
The consolidation recommendations and “direct report” changes were not terribly popular when they were presented to the city department heads in private meetings this week, Campbell said.
“I don’t think I am on anyone’s Christmas card list,” he said.
But the changes, he added, are being proposed with the city’s future in mind.
“There were a couple people who weren’t too thrilled … but this is not personal. This is about what is in the best interest of the city and the city’s ability to deliver services to the people in the community,” Campbell said. “So, this is bigger than someone’s ego being bruised because they are no longer going to be referred to as a director. I make no apologies for that. “
Goldsboro, he continued, was a “good place to work,” and was armed with some very dedicated and competent employees.
“But it is time to finetune your organization moving forward,” he said.
One department of particular concern, Campbell said, was the 20-person Finance Department, which he said had three to five positions that needed to be re-allocated elsewhere. By comparison, the Wayne County government’s Finance Department operates with 12 staff members.
Campbell said he understood that the extra positions were added to cope with the “late audits,” but added that now that the concern has been resolved, changes need to be made.
“What are those employees going to do now?” he asked.
That decision — and any others made as a result of his findings — would have to be made by the council.
But he implored its members to do something, and quickly.
“If you want to function as a modern city, it has to start now,” Campbell said.
District 2 Councilman Chris Boyette said the changes might force “difficult decisions,” but that the city needs take a strong leadership stance to ensure that Goldsboro moves forward successfully.
And Mayor Charles Gaylor said that while he is still digesting the recommendations — some of them, he would be “strongly against” implementing — the insight into the city’s operations “from an outsider’s perspective” is exactly what the city and council wanted and needed.
Councilman Roderick White agreed.
“We do need this information,” he said. “It’s great information.” n
... and get ready, because the Sept. 6, 2025 version is sure to be our best festival yet!
{ our TAKE }
KEEP STEPPING UP
Goldsboro City Council members have been here before.
They have heard a consultant tell them that an important decision that could change the trajectory of the city’s future had to be made — and that it wasn’t going to be easy.
They were well-aware that to make such a big, audacious, and ground-breaking shift, they had to suck in their breath, gather their strength of purpose, and vote for something some people might not agree with and that a whole lot of armchair quarterbacks would have something to say about.
But they voted for a tax hike that would allow them to spend the money to increase the Goldsboro Police Department’s pay levels anyway — to make a statement that the safety of this community’s residents was their top priority.
And, yes, they did hear from the naysayers, the backseat drivers, and others who would rather have continued meandering down a dead-end road because, after all, change is hard.
And yes, it was a move that made many of those council members a little nervous.
But they knew it needed to be done — and soon.
And what they did took guts.
But your City Council members did it because they promised when they were elected that they would be leaders — that they would make the hard decisions to get Goldsboro back on track.
And in that moment, that is what they were, leaders. It was glorious.
And, frankly, the decision to fix what was wrong in the GPD — better salaries and support to put more officers on the street — is already making a difference in this community.
The criminals are starting to get the message — this isn’t the same old Wild, Wild West.
So, while cleaning up the crime problems in this community will take time, the steps forward are already happening — and Chief Mike West has his department on the right path.
Those officers want their city cleaned up, too, and West is determined to help them make that happen.
We can thank the members of the Goldsboro City Council for that.
But here is the thing about being a leader and making decisions that are going to have a real and lasting impact on the community you promised to serve.
There are often more than one of those times when you have to steel your spine and do what isn’t easy and what might not be popular.
There probably weren’t too many people who were surprised, in a general sense, about the findings of the study being conducted regarding the organizational chart, the salaries, and the operations of the city.
But when Dr. Russell Campbell presented the executive summary of what is going to be a 200-page report that takes a deep dive into Goldsboro’s operations, there were some shockers.
First, although city salaries are low, they were not the horror show Campbell said he thought he would see.
So, while city leaders need to make some changes to get the numbers in line with the averages from neighboring counties and cities to be competitive and to fix hiring difficulties, it could have been a lot worse.
The price tag to make it right is not insignificant — about $1.5 million.
Not a small amount of money, but not a massive hole either.
And Campbell also said that the city has good employees, many of whom are very dedicated and hardworking — and that there was only one place where there was overstaffing. (We will get to that in a minute.)
All of that was good news.
It means the city has the bones it needs to get back on track and to set a course for a bright and prosperous future — and to take many of the city’s employees along for the ride.
There will be some purchases that are necessary, Campbell said — a couple new positions added and some upgrades to
some areas that need new software and perhaps some changes to the facilities from which they operate.
But it is the price you have to pay, he implied, if you really want to be a progressive and modern city.
Still, with the good news came the challenge. Campbell said that the city has a problem — too many chiefs, in this case department heads.
To get the structure right, he said, there would need to be some consolidation and departments that previously operated independently would have to become divisions.
Some department heads would have to become managers and answer to previous colleagues.
Some duties would need to be shifted around as well, with some departments losing some functions and others gaining.
It wasn’t personal, Campbell said.
It was what was necessary.
As you can imagine, it wasn’t the best news the city departments heard that day — and it caused more than a little anxiety.
And it made a few people on the City Council — and the mayor — a little nervous, too.
Nobody likes to talk about change of this magnitude, let alone have it shift their whole world view.
And because it was the first real insight the council had to the findings — the full report will be discussed at the board’s retreat later this month — it wasn’t the time for commentary on the details or to debate.
But those council members made it clear that they wanted to study the information and to ask some questions before any decisions were made, and that they understood just how big a change this might be.
And it is a big shift because it has to be.
The bottom line is that the city of Goldsboro’s organizational structure is not working — and that making changes like this will make it more efficient, cost-effective and progressive (in a good way).
And that is a must if we really want Goldsboro to continue to
grow and to prosper.
Things can’t stay the same.
They have to move into the 21st century if we are going to be competitive and to attract business and residential investment.
But Campbell said the hard part out loud — the city’s structure was, in some aspects, operating “like it is the 1980s.”
Uh oh. Not good.
So, yes, realigning the city’s organizational structure is the right choice.
Not the easy move, but the right one.
And Campbell was right when he said this is not about bruised egos and council members who do not want to answer angry calls from city employees — that it is about providing services for city residents in a cost-effective and efficient manner.
It is about what is best for Goldsboro moving forward and nothing else.
We have seen what happens when we just drift along, when no one is really watching for ways to do things better.
You get problems that are allowed to fester and that create real disasters when the time finally comes to pay the piper.
And we are there.
This report proves it.
The city is facing some significant decisions moving forward — most notably in infrastructure, in water and sewer operations, and as we heard this week, road repairs that we have to find the money for.
So, getting the operations in City Hall moving efficiently is not just a nice thing to do, it is a necessity.
And it is a matter of leadership — and about keeping that same promise those council members made on Election Day.
Some areas will need more work than others, like the Finance Department which Campbell said employed too many employees.
Some of that, he acknowledged, was to get the work done on the city’s long-suffering and extremely late audits.
But now that the problem there has been addressed, it is time to look at the staffing levels in the department and to get them in line with other cities around our size.
In other words, it is time to make the finance operation a streamlined and efficient department — with fewer, not more, people.
Those positions do not have to be eliminated, Campbell added, because there are other places where they could be repurposed.
But the overage has to be addressed, he said, if the city is going to move forward.
And he is right. Dead right.
We have our disagreements with those who have championed the city’s finance director and her performance over the last few years.
We, and others, think the audit resolution problem was protracted unnecessarily and embarrassing.
And it almost cost the taxpayers some serious cash.
There is no more room for that.
But it is the new year — the time for starting fresh — so we, like many of you who have shared similar viewpoints, hope that department’s leader can make this community more comfortable with her continued stewardship of Goldsboro’s financial future.
Because this city cannot afford any more mistakes.
None.
There is too much at stake.
So, we will be keeping a sharp — but still open to a new perspective — eye out to see what happens next.
And as for the rest of the recommendations?
We will expect the same leadership we saw last year — the same tough stances and not-soeasy decisions that are being made not because of politics, back-scratching, or other similar distasteful meanderings, but because they are the right moves for the city of Goldsboro.
And yes, we get it. There will be some recommendations made by the consulting firm that some council members won’t agree with.
And they should certainly look at any sort of report like this with an eye to what is practical and what is a priority.
But that perspective should in no way be tempered by fear of reprisals or the possibility that feelings will be hurt.
Campbell is right.
This is not personal.
And yes, some people might not like the changes that have to be made.
But making them is critical if the city is going to move into a stronger position — and that is what everyone should want and what you promised.
With that said, a caution.
No consultant should ever be looked at as God-like.
And they should not be the deciders when it comes to how a city or public entity will operate. When they have too much influence and too much power, they get dangerous — and expensive.
So, we need leaders in the city, county, and school district who have the backbone to do what needs to be done — no matter how uncomfortable it might make them at the country club or walking around downtown Goldsboro.
We need leaders in the fashion of those who built this community — the successful and talented servant leaders who put their dedication to their fellow citizens and the oath they took first.
We think we have just those kind of leaders in place — finally.
Now we just have to encourage them to do what needs to be done.
And based on what we have seen to date, we have confidence that in the city, our council members will do just that. n
ROAD REPAIR LEAPFROG
The city of Goldsboro has a road problem — a $51 million road problem.
It’s Wednesday afternoon and the driver of a white sports utility vehicle slams on the brakes and swerves to avoid one of several deep potholes that pepper North Center Street near its intersection with Oak.
She likely has no idea that the stretch has a Pavement Condition Rating (PCR) of 15 out of 100 — that the recommended reconstruction of the strip comes with an $86,160 price tag.
And she likely didn’t know that two days earlier, the Goldsboro City Council learned that block of North Center Street was the least of its problems.
A stretch of Brick Street will cost $283,620 to rebuild.
A block of Cola Drive is another $289,260.
To get every single street in Goldsboro to where they need to be will cost a staggering $51 million.
And there’s more.
Were the city to continue funding paving projects at what has become its traditional rate — $500,000 per year — nearly 70 percent of city roads would fall into the “very poor” category 20 years from now when, currently, 41.8 percent hold that designation.
BY KEN FINE
The news, delivered by WithersRavenel Monday evening during the council’s first meeting of the month, left Councilman Chris Boyette at a loss.
At one point, he said he felt “hopeless.”
But then he reminded himself that he and his colleagues had made the “tough choices” — decisions, like the one to increase salaries inside the Goldsboro Police Department, that have paid dividends.
So, he worked through how he processed the report.
In short, the council has five funding choices, according to WithersRavenel.
They could keep spending $500,000 a year.
They could double the annual allocation.
They could increase it to $1.7 million or $3.2 million.
Or, they could adopt “Scenario Five” — a 20-year plan that would cost $6.5 million a year for the first five, $6 million a year for years six and seven, and $3.25 million a year for the following twelve.
“What’s alarming to me from reading this and digesting it … is that Scenario One, Two, or Three, we’re pedaling backwards. All we’d be doing is stopping the bleeding. It’s going to take Scenario Four to move the needle,” Boyette said. “That’s just almost incomprehensible.”
And Scenario Five, by far the best option, would al-
most certainly mean a massive tax increase, he added.
“Here we are. We can all do the math. Scenario Five is looking at triple the tax increase that we just did. There’s nobody that I know of that’s gonna say, ‘Sure. Raise my taxes 30 percent to have my streets looking good,’” Boyette said. “So, what do we do? And so … if we don’t do anything more than what was being done (in the past) and this continues to regress, by the time the streets are completely fell apart, we’re not gonna be sitting up here. So, I feel like we’re faced with a situation as a council, where it’s, ‘What do we do?’ I mean, how do we do this, or do we kick the can down the road and let it be someone else’s problem? That’s a tough pill to swallow now that we’ve asked and been provided with the reality we’re looking at here.”
Mayor Charles Gaylor agreed — even quipping that when the issue is brought back to the fore during the council’s retreat later this month, council members might need “stress balls.”
But while he acknowledged that the 2024 tax increase made last year “really tough” for local residents, he also noted that “some good things” came from it.
“We made some decisions that were unpopular in ways
Continued on page 16
Potholes located on North Center Street, near its intersection with Oak Street.
and popular in ways,” Gaylor said. “This year is gonna be another hard decision.”
The day after the meeting, Wayne Week obtained a list of every city street that needs work via a records request.
And the 187-page document, which contains the name of the street, the recommended improvement measure, and the cost to execute it, was, as Boyette put it, eye-opening.
“I had an opportunity to read (it) and digest it over the weekend and sometimes, I regret that I was able to digest it because of the implications,” he said.
The 20 worst streets — all had a pavement condition rating of 21 out of 100 or lower — alone would cost millions of dollars to fix.
And compounding the problem of not enough funding for paving being allocated by past councils is the fact that staff was charged with ensuring each voting district got an equal number of jobs.
“Our pavement list is always scrutinized and it’s always, you know, we’ve got to spend the same amount of money in each district. So, you know, some streets are getting paved that probably could’ve waited a few years and some streets that really needed to be paved are probably, you know, kicked down the road,” said Jonathan Perry, the city’s Engineering Services Manager. “But the purpose behind (the list) is to take those really bad streets and start there and work our way down and get to our good streets.”
Gaylor said that way of doing things needs to come to an end.
“It’s easy for me to say this because I’m the only citywide, at-large person, but what you just said is we have to spend the same amount on each district, and I speak for no one other than myself … but I don’t want us to do it that way,” the mayor said. “I want us to look at, ‘What are the worst streets?’”
Interim City Manager Matthew Livingston agreed.
“There’s also a solid logical reason behind that,” he said. “Because those ones, if we don’t do them pretty soon, a lot of them are going to have to be completely rebuilt, which means it will cost about four or five times more.”
The following reflect some of the highlights from the WithersRavenel report:
• Each street was given a PCR rating of 0 to 100. Those that fell between 91 and 100 are “Very Good,” those that fell between 81 and 91 are “Good,” those that fell between 65 and 81 are “Fair,” those that fell between 26 and 65 are “Poor,” and those that fell between 0 and 26 are “Very Poor.” The majority of those in the “Poor” or “Very Poor” categories will require reconstruction.
• The firm compared Goldsboro to Apex,
Fuquay-Varina, Morrisville, Holly Springs, Cary, Kernersville, High Point, Monroe, Lexington, and Greensboro. The only city or town on that list with a worse overall PCR rating is Greensboro. (The city tied with Monroe and Lexington.)
I feel like we're faced with a situation as a council where it's,
'What do we do?
• Currently, 6.82 lane miles of road will need reconstruction, projects that would cost $3.1 million.
• Currently, 135 lane miles require “mill and overlay” rehabilitation, projects that would cost nearly $41.16 million.
• 2.1 percent of Goldsboro’s lane miles are in “Very Poor” condition, 41.8 percent are in “Poor” condition, 29.2 percent are in “Fair” condition, 16.3 percent are in “Good” condition, and 10.6 percent are in “Very Good” condition.
• Seven “common pavement surface distresses” were observed. They included alligator cracking, block cracking, reflective cracking, rutting, bleeding, and patching.
• The survey, which was completed in September 2024, cost $70,000 and was paid for via an allocation by the council in its previous budget.
• Councilwoman Brandi Matthews said that one year during her tenure on the council, the board opted to give city employees a bonus rather than contribute any money in
the budget for paving projects.
It is unclear which funding option the council will opt to authorize in the 2025-26 budget, but the report — and its contents — are expected to be discussed during the board’s retreat later this month.
But Boyette made it clear that he is not comfortable with simply kicking the can down the road, and committed to doing his part to ensure every potential funding source is explored.
“One of the things I know I campaigned on was trying to move the needle on things that citizens of the city could see,” he said.
“If you’re a citizen of the city — a taxpayer — and you’re driving down the street and see it being repaved, then you’re like, ‘OK. Something is happening with my money.’ I wanted to see that happen.”
And Gaylor said he was in favor of finding a way to “move forward” while, at the same time, realizing a plan that would “minimize the negative.”
But doing nothing?
For the mayor, that is simply not an option.
“It’s something that we’re gonna have to address,” he said.
Livingston agreed.
“Roads are one of our major priorities,” he said. n
MONEY PITS
The Goldsboro City Council was given five funding options to address its pavement problems. These charts reflect what the city roads will look like in 20 years depending on how much money is allocated per year.
GOLDSBORO
TAKE A NUMBER
The following list reflects the 20 worst streets in Goldsboro, based on their Pavement Condition Rating. The PCR scale goes from 0 to 100 — with 100 being the best — and each of the below falls at or below a rating of 21. The data was provided by WithersRavenel as part of the firm’s “2024 Pavement Management Report” that was completed in December 2024 and provided to the Goldsboro City Council Jan. 6.
STREET NAME REPAIR NEEDED COST
NORTH AUDUBON AVE. RECONSTRUCTION
BEECH ST. RECONSTRUCTION
$82,440
$105,120
BILLY FRANCIS DR. RECONSTRUCTION $92,280
BRICK ST. RECONSTRUCTION $283,620
CASHWELL DR. RECONSTRUCTION $140,160
NORTH CENTER ST. (3 Sections) RECONSTRUCTION $231,720
WEST COLA DR. RECONSTRUCTION
COLBY PL. RECONSTRUCTION
$289,260
$27,780
CRUMP ST. RECONSTRUCTION $119,580
DOVE PL. RECONSTRUCTION
ELIZABETH ST. RECONSTRUCTION
HERMAN PL. RECONSTRUCTION
$158,520
$48,360
$18,000
HOPKINS ST. RECONSTRUCTION $72,000
NORTH RANDOLPH ST. RECONSTRUCTION $80,580
WILMINGTON AVE. RECONSTRUCTION
BEECH ST. RECONSTRUCTION
$59,580
$105,120
DAIL ST. RECONSTRUCTION $118,440
OLIVIA LN. RECONSTRUCTION $27,060
IS NOW AN OFFICIAL PAPER OF RECORD!
There is something new on our pages this week, and it might not seem like anything all that special.
But the public notices that are appearing for the first time in Wayne Week really mark a milestone — an achievement you helped make possible.
You see, we had to earn the right to print them by meeting state and federal requirements, all with the goal of being designated a Newspaper of Record for the County of Wayne.
And late last year, we got the news.
At long last, we now officially hold that title.
It hasn’t been an easy road.
Starting a newspaper is a whole lot more than simply putting a few stories and photographs down on a page.
You have to really love the community you are in and to be willing to deal with the ups and downs, the bills and the challenges, and the twists and turns you did not see coming.
And yes, we have held our breath and crossed our fingers many times over these last 18 months.
Anyone who has ever started a business knows exactly what we are talking about.
But we were lucky.
We picked one of the greatest communities on Earth.
We picked our home, Wayne County.
And now, after taking our first steps, we are ready to soar.
A newspaper is a critical part of a community. Just ask those who don’t really have one anymore.
Responsible media personnel who ask the tough questions and who hold those in power — all those in power, not just the ones they agree with — accountable are rare these days.
It is why so many media outlets are failing. They have lost the public’s trust.
And when powerful people are free to act without accountability or without a true watchdog keeping an eye on what they are doing, you get corruption, irresponsible spending, and all sorts of deal-making and politicking that is less about
what is best for the community and more about making someone else rich or more powerful.
We decided we wanted more for our community than that. And here we are.
Over the last year-and-a-half, you have been a big part of our success — and together, we have changed this community for the better.
We have asked the hard questions and demanded real answers.
And there have been significant steps forward because of the things we were not afraid to say.
New leaders have emerged who have made bold decisions.
Elected officials have been forced to answer to their constituents for their actions.
Information that was meant to remain in the dark has been brought into the sunshine.
And because of those things, this community really is headed toward a brighter star.
We did that. All of us. Together.
But we won’t lie.
There is still much to be done.
In the coming weeks and months, we will begin an aggressive expansion of Wayne Week to ensure every corner of Wayne County is covered.
And we will also dedicate more time — and ink — to the positive stories unfolding in our neighborhoods.
But to do that, of course, we will still need you.
So, if you believe in our mission, tell one family member or friend to subscribe to Wayne Week and join this community we have built.
And if you are a businessowner, consider joining those who have been with us since Day One to get more eyes on what you have to offer, while showing you are a part of this effort to make Wayne County better.
Because, you see, we here at Wayne Week are still in this fight, and proudly share our recently minted designation with you, because you made it happen.
Together, we are changing the future of this place in which we have chosen to raise our families. n
NOTICES
PUBLIC NOTICES
NOTICE OF PUBLIC HEARING NORTH CAROLINA
WAYNE COUNTY
Notice is hereby given that the Wayne County Board of Commissioners will hold a public hearing on January 21, 2025 at 9:15 a.m. in the Commissioners Meeting Room in the Wayne County Courthouse Annex, 224 E. Walnut St., Goldsboro, NC. The purpose of the public hearing is to receive public comments regarding an Economic Development Agreement between Wayne County and Wayne County Development Alliance, Inc. for the development of a pad ready site and construction of warehouse on Lot 6 of the Wayne County Business Campus in Goldsboro, NC. All interested parties are invited to attend this public hearing and be heard. Written comments may be made in advance to the following:
Carol Bowden, Clerk to the Board Wayne County Board of Commissioners P.O. Box 227 Goldsboro, NC 27533-0227 919-731-1445
carol.bowden@waynegov.com
This the 21 st day of January, 2025. Carol Bowden Wayne County Clerk to the Board
Published Jan. 12, 2025
If you would like to join the Wayne County government and make Wayne Week the new home of your public and legal notices, you can:
• Send us an email to notices@newoldnorth.com
• Call us at 919-648-9905
• Stop by our downtown Goldsboro office, located at 219 North John Street
the SPECTATOR
Lady Falcons are surging
The Charles B. Aycock Lady Falcons are now 9-2 on the season after defeating South Johnston handily in Pikeville Tuesday evening. The boys won, too, and moved to 7-6 — so we decided to throw in a dunk photo.
PHOTOS BY KEN FINE
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