FROM STAFF REPORTS

In the latest installment of the Iredell Free News Q&A, Troutman Mayor Teross Young Jr. discusses some of the major challenges facing the town’s elected leaders and professional staff.

IFN: After years of slow/steady growth, development has really taken off in recent years in and around Troutman. What steps have elected officials and staff taken to manage this growth to ensure that Troutman maintains its small-town charm?

MAYOR YOUNG: In response to the recent surge in development in and around Troutman, elected officials and staff have been proactive in implementing strategies to manage this growth while preserving the town’s small-town charm. The Council and staff have taken steps such as ensuring adherence to zoning regulations, thoughtful planning of infrastructure projects to support the increasing population, promoting smart and sustainable development practices, and fostering community involvement in decision-making processes. By balancing growth with the preservation of Troutman’s unique characteristics and community identity, we aim to ensure that the town continues to thrive while retaining its small-town appeal.

IFN: What is the No. 1 complaint you receive from town residents? What is your response?

MAYOR YOUNG: The increase in traffic is the number one complaint. Our response is that we want to assure residents that we are actively addressing this issue. We are a growing Town and that’s a positive. But we understand the frustration that traffic congestion can cause and are taking steps to improve the situation. When I was a kid here in Troutman, we had one traffic light. And that met our needs at the time. As the Town and surrounding communities have grown, we are working on implementing strategies to ease traffic flow, such as more signal lights, exploring alternative routes, and collaborating with other communities and the N.C. Department of Transportation experts to analyze the underlying causes of congestion. We are dedicated to finding effective solutions to address the growing traffic issues in our community.

IFN: Troutman is largely dependent on its neighbors for water and sewer service. As the town continues to grow, are there other cost-effective options that town officials can explore?

MAYOR YOUNG: Yes, as Troutman continues to grow, town officials will further explore several cost-effective options to reduce dependence on neighboring communities for water and sewer services. One option is to invest in infrastructure upgrades, such as expanding the existing water and sewer systems to accommodate the growing population. Additionally, we can consider implementing water conservation measures and promoting sustainable practices.

Another cost-effective option is to enhance our partnerships with neighboring towns or utility companies to jointly develop and maintain water and sewer facilities, sharing resources and costs. We continue to invest in modern technologies like smart meters and advanced monitoring systems to also help track water usage more efficiently and identify areas for improvement.

Furthermore, we will implement community education programs on water conservation and partner with our neighboring towns and utilities on renewable energy sources to reduce costs and increase sustainability in the long run. By actively exploring these cost-effective options, Troutman can enhance its water and sewer services while reducing reliance on neighboring communities.

IFN: Administration and council have worked to make sure that salaries for town staff remain competitive. What is your current assessment of town staff? What does staff do well and in what areas can staff improve?

MAYOR YOUNG: Our Town staff does a great job serving our community. Town staff, led by our town manager, Ron Wyatt, demonstrate dedication, professionalism, and a commitment to serving the community. They work diligently to ensure that essential services like public safety, sanitation, financial stability, and parks and recreation are effectively delivered to residents.

Communication is always important to a growing town. This is an area where town staff continues to improve whether it is the Town newsletter, utility bills or how we live-stream meetings. In addition, the Town staff continues to look at ways to streamline administrative processes to increase efficiency, embrace new technologies to improve service, and foster a culture of continuous learning and improvement within the town staff.

IFN: Residents continue to express some frustration about traffic issues. What are town staff and elected officials doing to make sure NC DOT is aware of and addressing these challenges? Is there any relief in sight?

MAYOR YOUNG: My response is answered in a prior question. I would only elaborate that our downtown is impacted by having five schools in our town and being so close to Interstate 77. Although these are benefits for a growing town, they also come with the traffic frustrations that many residents feel. We will continue to partner with and communicate to NCDOT the need for continued infrastructure improvements.

IFN: Based on the residential developments in the pipeline, what will Troutman look like in 10 years? What can staff and elected officials do in the next two to three years to make sure the town is ready for the future?

MAYOR YOUNG: In 10 years, with the residential developments in the pipeline, Troutman is likely to experience continued population growth and potentially see changes in our suburban landscape. The town may see an increase in housing options, amenities, and infrastructure to accommodate the growing number of residents. There may be new neighborhoods, commercial hubs, recreational spaces, and improved transportation networks to support the expanding population.

To ensure that Troutman is ready, town staff and elected officials can take proactive steps to continue comprehensive planning, investments in infrastructure, periodic review of zoning and land use ordinances, economic development to support businesses and community engagement.

IFN: We’ve talked a lot about the challenges, what is the best part of being mayor of Troutman?

MAYOR YOUNG: One of the best parts of being mayor is the opportunity to make a positive impact on the community. I have the privilege of leading and helping to shape the town, working closely with residents, local businesses, and other government officials to address issues, implement policies, and promote the well-being of our community.

Being mayor also allows me the chance to work to create a better quality of life for all residents. Additionally, I get the opportunity to engage with diverse groups of people, participate in community events, and collaborate with different stakeholders to achieve common goals. Building relationships, fostering community, and contributing to the growth and development of Troutman for the common good are some of the most fulfilling aspects of being mayor.