The Waxhaw Board of Commissioners (BOC) meeting on April 14, 2026 proceeded as a steady, methodical approach to governance. From better communications to infrastructure concerns, the Board focused on making informed decisions while improving transparency and efficiency.
Public Input and the Fluoridation Discussion
Residents spoke on the issue of water fluoridation during public comments, sharing concerns and urging support for state-level legislation to ban this outdated and risky practice.
This topic has come before the Board multiple times—and that’s by design. When a new or complex issue arises, it is standard practice for the Board to review it across several meetings, gather input, and refine its understanding before taking action.
In this meeting, the process culminated in the board’s unanimous decision to pass resolutions in support of NC House Bill 929 and SC House Bill 4258, which would ban water fluoridation statewide. The board also approved a memo to be sent to the Governor of South Carolina, since his office appoints the members of the Lancaster County Sewer and Water District who are standing in the way of progress.
Community Recognitions
- Police Service Award: Kenneth Wall (great surname!) was recognized for five years of service with the Waxhaw Police Department and a long career in law enforcement.
- Communications Excellence: The Town received two statewide awards from the North Carolina City and County Communicators.
Better Communications
Communications Manager Bradley Lucore has significantly improved how Waxhaw connects with residents.
Prior to his role, the Town relied on an outside consultancy that delivered limited value despite a very high cost of over $10K per month for part-time hours. During budget discussions in 2024, Commissioner Wedra and I questioned whether those services justified the expense and suggested that even a basic in-house effort could achieve similar results. For these reasons, we were hesitant about the new Communications Manager position.
However, we have been very pleasantly surprised as under Bradley’s leadership:
- Communication quality has improved dramatically
- Engagement with residents has increased
- The Town is saving money compared to the previous model
The result is a clear win for both transparency and taxpayers.
FY2025 Audit: Strong Results with Important Context
The Town’s independent audit produced a clean (unmodified) opinion, confirming that financial statements are accurate and reliable .
Additional highlights:
- Revenues and expenditures remained balanced
- Liquidity improved
- Short-term fiscal risk remains low
It’s important to understand what a clean audit does—and does not—mean.
A clean audit confirms that finances are reported correctly. It does not necessarily validate past policy decisions. For example, it is relatively easy to maintain strong financial metrics if tax increases are used to cover irresponsible spending.
In contrast, lowering taxes or holding them steady while meeting growing needs requires discipline and long-term planning.
That distinction matters as the Board continues to evaluate financial strategy moving forward.
Capital Improvement Plan
The Board reviewed a five-year Capital Improvement Plan (CIP), outlining approximately $12.75 million in future investments .
Focus Areas:
- Transportation and road improvements
- Pedestrian connectivity and safety
- Long-term infrastructure sustainability
The CIP aligns spending with identified priorities and provides a structured way to plan for growth rather than reacting to it.
Red Oaks Trail: Community-Driven Safety Improvements
The Board approved updated parking and safety improvements for Red Oaks Trail after multiple rounds of discussion and resident input.
Approved improvements include:
- ADA-compliant parking and access
- A mid-block pedestrian crossing
- Solar-powered lighting for visibility
- Clearly defined parking areas
Residents raised concerns about safety at a busy intersection, and staff worked through several revisions to address those concerns while balancing the needs of local businesses. The final plan reflects both engineering standards and community feedback.
Downtown Development Strategy
The Board also reviewed a proposed Request for Proposals (RFP) process for two Town-owned properties near a key downtown gateway.
This approach allows the Town to:
- Evaluate proposals based on quality and long-term impact
- Prioritize commercial development
- Align projects with the downtown master plan
Commissioners emphasized the importance of guiding development outcomes rather than focusing solely on the highest bid.
Conclusion
The April 14 meeting demonstrated a consistent approach to governance:
- Issues are studied over multiple meetings before decisions are made
- Communication with residents continues to improve while reducing costs
- Financial management remains strong, with attention to long-term implications
- Infrastructure planning is proactive and aligned with community needs
Together, these elements reflect a Board focused on steady progress, thoughtful decision-making, and responsible stewardship.