Derek Burress: Greene County’s Path Forward: Economic Strategy Promises Growth with Rural Heart

Greene County’s Path Forward: Economic Strategy Promises Growth with Rural Heart

The plan prioritizes agriculture-related sectors, including agribusiness, smart farming, aquaculture, packaging, and agro-tourism.

Derek Burress Aug 4

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On July 30, 2025, at 9:30 a.m., Greene County leaders gathered in the Emergency Operations Conference Room at the Greene County Operations Center in Snow Hill to hear the unveiling of the county’s draft Economic Development Strategic Plan.

Presented by Charles and Jan Hayes and Bob Joyce of the Hayes Group, the 40-page blueprint, funded by a grant from North Carolina Public Commerce to East Carolina University (ECU) and Greene County, outlines a vision for sustainable growth while preserving the county’s rural character. Crafted through months of research and 25 stakeholder interviews, the plan sparked a robust discussion on farmers' markets, hotels, agribusiness opportunities like stevia, and infrastructure risks, setting a bold path for Greene County’s economic future.

A Vision Built on Intentionality

Bob Joyce, a seasoned economic developer who earned Economic Developer of the Year from the North Carolina Economic Development Association for his work with the Sanford Area Growth Alliance, opened with a compelling call to action: “Plans are blueprints for ambition. Without one, you’re just stacking bricks. Hope is not a business plan.” He lauded Greene County’s leadership for their proven track record, citing their success in stabilizing the county’s finances and building the state-of-the-art Operations Center. “You’ve shown you can set a goal and achieve it,” Joyce said. “This is a marathon, not a sprint. Lee County took 10 years to become an overnight success, and Greene County is poised to follow suit.”

The plan capitalizes on Greene County’s strengths: a 33% industrial tax base (far surpassing the state average), robust broadband access driven by recent county investments, and a unified leadership team committed to growth. However, it also confronts challenges: a median family income of $50,900 (versus $69,920 statewide), a 22% poverty rate (versus 13% statewide), an aging housing stock (40 years versus 30 statewide), and a workforce where 65% commute out of county for work. Only 30% of adults hold post-secondary degrees (compared to 60% statewide), and population growth since 1950 has been modest at 14%. “You’ve got a strong foundation, but you’re competing with 1,200 communities in the Southeast for the same projects,” Joyce noted. “To win, Greene County must be undeniable.”

Seven Pillars for Economic Transformation

Joyce presented a 16-slide overview of seven strategies designed to attract businesses, retain multi-generational families, and enhance community amenities, all while building on Greene County’s agricultural prowess and its proximity to Greenville (100,000 residents, 15 minutes away).

1. Leadership and Stakeholder Engagement

The plan’s foundation is a shared vision among county commissioners, businesses, and civic leaders. “Not everyone in Greene County shares your vision for growth,” Joyce cautioned. “Spreading that vision is critical to rallying the community.” The strategy calls for funding a professional economic development organization for Trey Cash, the county’s economic developer, and engaging private sector partners to share costs. “Private funders will step up once they see your program,” Joyce said, proposing that stakeholders cultivate future leaders. “You need people who will give their time, talent, and treasure to sustain this effort long after current leaders retire.”

2. Focused Day-to-Day Priorities

The plan outlines four key activities for Cash’s team:

• Product Development: Advance the Burnett Road site, which is nearing site certification with over $500,000 in county investment. “This site is a game-changer for a county your size,” Joyce praised.

• New Business Recruitment: Target industries aligned with Greene County’s strengths, particularly agriculture, logistics, and small manufacturing.

• Marketing and Branding: Develop a “Greene County story” to captivate site consultants, emphasizing assets like broadband, leadership unity, and regional proximity. “You need a narrative that makes you stand out in a crowded field,” Joyce stressed.

• Business Retention and Expansion (BRE): Support existing businesses, especially in agriculture, which accounts for 22% of the tax base—double the state average. “Eighty percent of net new jobs come from expansions, like H&T Trucking’s recent growth,” Joyce noted.

3. Targeted Industry Recruitment

The plan prioritizes agriculture-related sectors, leveraging Greene County’s rich agricultural heritage. Specific sub-sectors, detailed on page 18 of the report, include:

• Agribusiness and value-added agriculture (e.g., processing sweet potatoes, soybeans, or tobacco into higher-value products like snacks or specialty ingredients)

• Smart farming and crop science (e.g., precision agriculture using drones, sensors, or indoor farming techniques)

• Aquaculture, livestock, and poultry processing to meet regional demand

• Packaging, cold storage, and logistics to support distribution, capitalizing on proximity to Greenville

• Agro-tourism, eco-tourism, sports, and outdoor adventure tourism, such as farm tours or agricultural festivals

“We spent extensive time with NC State’s Plant Science Center,” Joyce said. “Their research is opening doors for Greene County to attract cutting-edge agribusinesses that build on your agricultural foundation.”

4. Regional Collaboration

Partnerships with ECU, Lenoir Community College (LCC), and the Global TransPark (GTP) are positioned as force multipliers. A labor shed study is a critical recommendation to prove workforce availability to site consultants. “They might see your 21,000 population and dismiss you as too small,” Joyce explained. “But you draw labor from a large region, including Greenville’s 100,000 residents. Objective data will validate your workforce and make you competitive.”

5. Public-Private Partnerships

To minimize financial risk, the plan suggests private developers fund shell buildings, starting with virtual designs to showcase potential. “Site consultants now expect a shell building ready to go,” Joyce said. “In Lee County, we partnered with a developer who borrowed the money and built to spec—ceiling heights, floor strength, and truck docks. You can replicate that here to avoid overextending county funds.”

6. Measuring Success

The plan advocates tracking traditional metrics (jobs created, tax base growth, retail sales, tax collections) and non-traditional ones (social media engagement, private investment dollars, infrastructure spending). “Lou Gerstner of IBM said, ‘Inspect what you expect,’” Joyce quoted. “Measuring progress helps you adjust strategies, make data-driven decisions, and build public support by publicizing successes. It shows the community you’re moving the needle and keeps them invested in the vision.”

7. Quality of Life Investments

Investments in schools, parks, healthcare, historic preservation, arts, and cultural amenities are vital to attract businesses and retain residents. “Site consultants pay close attention to these subjective factors,” Joyce said. “Communities that invest in themselves signal they’re good places to do business.” While the county doesn’t directly control all assets—such as schools, where the middle school’s D rating was noted as a concern—policy influence can drive improvements. “You fund schools, but the school board runs them,” Joyce acknowledged. “Your policies can shape quality of life assets, like parks or cultural events, that site consultants notice and value.”

Site Consultants: The Gatekeepers of Opportunity

Joyce emphasized the outsized influence of site consultants, who act as matchmakers for businesses by evaluating workforce, infrastructure, tax implications, markets, and quality of life. “They’re site eliminators, looking for reasons to rule you out,” he explained. “With 1,200 communities between 10,000 and 30,000 people in the Southeast competing for projects, Greene County must address weaknesses—like low wages (86th of 100 counties) and an aging population (40% over 50)—with data-driven strengths.” The plan highlights broadband, leadership unity, and the industrial tax base as key selling points, with the labor shed study positioned to counter perceptions of a limited workforce. “Your proximity to Greenville and your agricultural base are powerful differentiators,” Joyce said. “Make them undeniable.”

Stakeholder Dialogue: Grappling with Practical Challenges

The Q&A session was a dynamic exchange, with stakeholders diving deep into the plan’s implications for farmers markets, hotels, agribusiness opportunities like stevia, and the financial risks of infrastructure investments, particularly raised by economic developer Trey Cash.

Reviving the Farmers Market: A Rural Puzzle

Chairman Bennie Heath opened a candid discussion about the county’s failed farmers market attempt 15 years ago, highlighting the unique challenges of a rural community. “We’re a county where everybody has a garden,” Heath said. “Our folks opted for Greenville’s market, where 100,000 people don’t grow their own food and crave fresh produce. They’d rather drive there than buy locally. How do we compete with those parameters and attract vendors and buyers to make a market successful?”

Jessica Anderson, Cooperative Extension Director, elaborated on the difficulty of recruiting vendors in a county where agriculture is robust but geared toward wholesale. “We have a strong agricultural base, but most growers don’t retail directly to the public,” she said. “I spoke with a large produce grower at Relyea’s who said it costs more to send someone to a market all day than they earn, especially when weekends are quiet here—everyone’s at the beach or river.” Anderson shared her ongoing efforts to build a vendor list: “I’ve got four potential vendors, but I need at least six to start a market. Convincing them is tough when they have consistent wholesale buyers who don’t require the overhead of a market stall.”

Anderson proposed innovative solutions, drawing on her observations of successful markets in other small towns. “I’ve seen pop-up markets held once a month on weekday evenings, paired with food trucks, live music, or health-focused events to draw crowds,” she said. “For example, a ‘healthy eating’ partnership with our medical center could attract families, or a tie-in with ECU’s community programs could bring in students and faculty. But without enough vendors or a guaranteed crowd, it’s a hard sell.” She added, “One grower supported the idea to give back to the community, but finding others with that community-minded spirit is challenging. They’re worried about logistics—keeping produce fresh in 100-degree heat requires refrigeration or shade, which adds costs.”

Joyce shared a detailed case study from Lee County, where a farmers market took four years to gain traction. “We now have 50% food vendors and 50% crafts, like candles, soaps, and art, which broadens the appeal,” he said. “We used hotel occupancy tax funds to pay for promotion, targeting mothers with preschool activities on Wednesday mornings and tracking credit card purchases from nearby towns like Siler City, Pittsboro, Holly Springs, and Apex using ESRI data. A downtown coordinator was critical to driving promotion and making it a destination.” He suggested Greene County explore similar strategies, potentially partnering with ECU, LCC, or the medical center for events. “Warren County, another rural area with a lot of home gardens, turned an old Lion’s Club Den into a vibrant market,” Jan Hayes added. “They made it a community hub with consistent promotion, live music, and family-friendly activities. It took time, but it’s now a draw for locals and visitors.”

Anderson reflected on logistical hurdles and community dynamics. “Keeping produce fresh in summer heat is a real challenge for vendors,” she said. “They need portable coolers or shaded stalls, which means more investment. Plus, our small population—21,000 across 265 square miles—limits the customer base. Greenville’s market has stricter rules now, requiring vendors to prove they grow their own produce, which has pushed some vendors out. That’s an opportunity for us, but we need to make it worth their while.” Joyce nodded, suggesting, “Start small with a pilot, like a Thursday evening market tied to a community event—maybe a ‘First Thursday in the Park’ with food trucks and a band. Build momentum, show vendors the demand, and scale from there.”

The Elusive Hotel: Navigating Demand and Data

Commissioner Bobby Taylor raised the persistent challenge of attracting a hotel, a goal that has eluded Greene County for years. “We had interest in a hotel before COVID, but they couldn’t make it work,” Taylor said. “Weekends are strong because of prison visitors—maybe 110% occupancy on Fridays and Saturdays when families come to see loved ones, but weekdays drop to 12%. Corporate chains like Holiday Inn or Hampton Inn want a consistent 67-70% occupancy rate, and we can’t hit that with our small population.” He highlighted a growing issue with unregulated short-term rentals: “Airbnbs and VRBOs are popping up everywhere, but they don’t pay occupancy tax, which limits our ability to fund tourism initiatives like a visitors bureau or marketing campaigns.”

Taylor shared a striking anecdote: “Just yesterday, I learned four ladies from Charlotte stayed at an Airbnb in Maury for a tennis tournament. I didn’t even know Farmer Jones’ house was listed! We’re missing revenue from these rentals, and it’s hard to track them when owners don’t report them. Seven years ago, the town (Town of Snow Hill) voted down a bed-and-breakfast, which is similar to an Airbnb, so there’s resistance to these concepts locally.” He expressed skepticism about a hotel’s viability, noting, “The internet kills us. Chains punch in Snow Hill’s 1,912 population or Greene County’s 21,000 and move on without looking at our traffic counts, courthouse activity, or regional draw from Greenville.”

Joyce acknowledged the challenge, noting that corporate chains rely on rigid demographic thresholds. “They see your population numbers and don’t dig deeper,” he said. “A labor shed study could show higher daytime traffic—your courthouse, Superior Court days, and regional visitors bring people in—and that might attract smaller hospitality businesses, like a boutique hotel or a limited-service chain.” He suggested exploring agro-tourism, sports tournaments, or cultural events to boost demand. “You’ve got assets like tennis courts, agricultural heritage, and potential for festivals,” Joyce said. “Build on those to create a destination, but it’ll take time and a coordinated promotional effort.”

Taylor pressed further: “How do we regulate Airbnbs or tap into that revenue? And what about the risk of a hotel becoming a long-term residence, which brings other issues?” Joyce responded, “Other communities, like Hillsborough or Greenville, have ordinances to register Airbnbs and collect occupancy tax. It requires enforcement, but it’s doable. As for hotels, you can work with developers to set terms that prioritize short-term stays. A hotel might not be your immediate win—focus on events that fill Airbnbs first, like agro-tourism or sports, then build the case for a hotel with data showing consistent demand.”

Joyce added a cautionary note about retail recruitment: “I had a client last week looking for a 20,000-square-foot building for a prototype manufacturing facility, needing highly trained engineers and proximity to a university. Wilson’s 120,000-square-foot site got their attention, but Greene County could compete with the right site and data. Chains like pizza restaurants or hotels use the same logic. They want 30,000 daily traffic counts, and your 25,000 might not cut it. A labor shed study can help bridge that gap by showing your regional draw.”

Stevia and the Agribusiness Frontier

The plan’s emphasis on innovative agribusiness, particularly NC State’s stevia research, generated significant excitement. Joyce highlighted the potential: “NC State is working with PepsiCo to breed out stevia’s bitter taste, creating a calorie-free sweetener with massive market demand. Imagine a stevia farm and research lab in Greene County, tapping into your 22% agricultural tax base—double the state average. This isn’t just farming; it’s high-tech agriculture with skilled, well-paid jobs.”

He elaborated on the broader agribusiness landscape, drawing on NC State’s Plant Science Center. “They’re pioneering smart farming, like indoor agriculture that brings crops closer to market, reducing transport costs and environmental impact,” Joyce said. “Greene County is ideally positioned for businesses in crop science, organic farming, or value-added processing. For example, you could process sweet potatoes into frozen fries or snacks, or soybeans into specialty oils, keeping more value in the county.” He pointed to automation as a game-changer: “Packaging and cold storage are now high-skill, high-wage sectors because of automation. With your land availability and proximity to Greenville’s distribution networks, you can attract these niche players.”

Stakeholders sought specifics on viable sub-sectors, listed on page 18 of the report:

• Value-Added Agriculture: Turning raw crops like sweet potatoes, tobacco, or soybeans into processed goods, such as frozen products, snacks, or specialty ingredients for food manufacturers.

• Smart Farming and Crop Science: Precision agriculture using drones, sensors, or indoor farming, or research-driven crops like stevia to meet growing demand for natural products.

• Aquaculture and Livestock Processing: Facilities for fish farming or poultry processing, leveraging regional demand from restaurants and grocery chains.

• Packaging and Cold Storage: Automated warehouses to store and distribute agricultural goods, capitalizing on Greene County’s strategic location and access to major highways.

• Agro-Tourism and Eco-Tourism: Farm tours, pick-your-own operations, agricultural festivals, or sports-related events like hunting or outdoor adventure tourism to draw visitors.

“Your agricultural foundation is a goldmine,” Joyce said. “With NC State’s research, your land availability, and a skilled regional workforce, you can target businesses that other rural counties can’t. A stevia lab could employ engineers and scientists, paired with a farm, to test cultivation. That’s the kind of project that puts Greene County on the map.” He added, “NC State’s work on stevia is just one example. They’re also exploring urban forestry, wood products, and organic farming techniques that could anchor new businesses here.”

Infrastructure Risks: Trey Cash’s Sleepless Nights

Trey Cash, Greene County’s economic developer, raised a pressing concern that keeps him up at night: the financial risks of major infrastructure investments. “We’re working to convert Burnett Road into a certified site, but it requires massive investment—substations, pump stations, roads,” Cash said. “Pitt-Greene EMC has to self-fund a substation, and if a company goes belly up, our residents are stuck paying that bill. How do we communicate this risk to partners like the EMC or state leaders like Senator Newton, who we’d need for funding? What strategies protect us if the economy shifts or a company fails?”

Tony Barrow of Pitt-Greene EMC echoed Cash’s concerns, focusing on power infrastructure. “We can’t build a $20 million substation and hope for a load,” Barrow said. “It takes a minimum of three years to get a power transformer, but site consultants want 30 megawatts in 18 months. Our cooperative members can’t bear that cost without a guaranteed customer, unlike investor-owned utilities with access to grants. Data centers or chip manufacturers are out—they need too much power too fast.”

Charles Hayes, consultant, emphasized the importance of “no-excuse” sites like Burnett Road, which is being rezoned for industrial use to eliminate barriers. “You’ve invested over half a million dollars in that site—phenomenal for a county of 21,000,” he said. “If one prospect fails, a good site attracts others. Look at Chatham County’s 1,500-acre mega-site: despite VinFast’s delays, it’s still viable because it’s a quality product with water, power, and zoning in place.” He cautioned against chasing “shiny objects” without due diligence, referencing Edgecombe County’s stalled tire manufacturer project. “You sell to a company with the ability to claw back the property if they don’t meet timelines,” Hayes advised. “That protects your investment. North Carolina Public Commerce does a strong job of scrubbing numbers to ensure viability, but you have to be discriminating. You’re not beggars—you’ve got something valuable here.”

Joyce reinforced the public-private partnership model to mitigate risk. “Let developers build shell buildings,” he said. “They know the specs—ceiling heights, floor strength, truck docks. Start with a virtual shell building to show site consultants what’s possible, then bring in a partner to fund construction. That way, the county and EMC aren’t on the hook.” He added, “For power, focus on industries with realistic demands, like agribusiness or logistics, not data centers. If a big project like Toyota’s battery plant comes, they’ll align construction with your three-year power timeline, so it’s manageable.”

Barrow noted that large projects like Toyota or Wolfspeed plan around long lead times. “It takes three years to build their facilities, so we can match that with power upgrades,” he said. “But for smaller projects, we need prospects that fit our capacity. Cash’s job is to find those matches, and the labor shed study will help prove we’ve got the workforce to support them.”

Cash pressed further: “What about communicating this to our partners? The EMC is a cooperative, and residents feel the cost directly. How do we justify the risk to them or get state support?” Hayes responded, “Transparency is key. Show your community the long-term value—a certified site attracts jobs and tax revenue. For state support, work with partners like ECU and GTP to make your case to legislators. Show them Burnett Road’s potential and how it ties to regional growth. Due diligence upfront—vetting companies thoroughly—reduces the risk of failure.”

A Shared Vision for a Bright Future

The plan’s emphasis on a shared vision resonated deeply. “Everywhere I’ve seen success, there’s a common vision for 10 or 15 years,” one stakeholder said. “You might disagree on details, like the farmers market or a hotel, but you align on the big picture—keeping families here, creating quality jobs, and growing without losing our rural identity.”

Merrill Flood, ECU’s Regional Director for Economic Development, pledged deeper collaboration through the university’s Economic Development Academy. “Greene County is a focus for us this fall,” Flood said. “We’ll dive into community assets—your schools, parks, agricultural heritage, and even your tennis courts—to support this vision. Trey Cash lives and breathes Greene County, and we’re committed to partnering with him to make this happen.”

Charles Hayes expressed unwavering optimism. “I didn’t know much about Greene County before this, but you can be whatever you want to be,” he said. “Few counties have that potential. You’re 15 minutes from Greenville, with a university, a skilled workforce, and a 22% agricultural tax base. That’s a powerful combination no other rural county can match.”

Joyce concluded with a rallying call: “Prepared communities win. In three to five years, if you check these boxes—leadership, certified sites, partnerships, and quality of life—you’ll be very successful. The future depends on what you do today, and Greene County is ready to seize it.”

Next Steps: Turning Vision into Action

The county commissioners will review the plan for adoption, prioritizing key actions to build momentum:

• Labor Shed Study: To validate workforce availability and counter perceptions of a small population, critical for site consultants.

• Marketing Campaign: To craft a professional “Greene County story” targeting site consultants and agribusinesses, highlighting broadband, proximity to Greenville, and agricultural strengths.

• Public-Private Partnerships: To develop shell buildings without overextending county or EMC finances, starting with virtual designs to gauge interest.

• Pop-Up Market Pilot: To test a monthly evening market with food trucks, live music, and community events, potentially in partnership with ECU, LCC, or the medical center for a “healthy eating” focus.

• Performance Metrics: To track progress with traditional (jobs, tax base) and non-traditional (social media, private investment) metrics, building public support through transparent reporting.

• Quality of Life Investments: To enhance schools, parks, and cultural amenities, influencing policies to improve assets that attract businesses and residents.

“This plan gives us a clear roadmap,” said Greene County Economic Developer Trey Cash. “We’re grateful for the Hayes Group’s insight and the chance to dig into these ideas. It’s a starting point for transformative growth that honors our rural roots.”

As the meeting adjourned, attendees left with a renewed sense of purpose. Greene County, with its rich agricultural heritage, strategic location, and ambitious vision, stands poised to redefine its economic future while preserving the tight-knit community that makes it unique. From stevia labs to vibrant markets and carefully managed infrastructure, the county’s path forward is one of intentionality, collaboration, and bold aspiration.

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Steaks Ain’t Free, and Neither is Conscience

Well, howdy there, friends. I wish this were one of them harmless stories like somebody losin’ a cat, findin’ Jesus, or some fella catchin’ a catfish the size of his truck bed, but it ain’t.

This here’s about folks doin’ wrong in broad daylight, and a whole lotta other folks makin’ excuses like the truth got too heavy to carry.

Now unless you’ve been off chasin’ squirrels or ignorin’ local news, you heard about what happened at the Piggly Wiggly in Snow Hill this past Saturday.

See, last Saturday, right around 1:30 in the afternoon, three folks walked into the Piggly Wiggly on Kingold Boulevard in Snow Hill. They didn’t bust in wearin’ ski masks or demand money. No, they strolled in cool as can be; casual, calm, like they were just stoppin’ in for a soda and maybe a scratch-off.

But what did they do next? Well, it wasn’t neighborly. It wasn’t desperate. It was just plain wrong.

According to police, and caught plain as day on store cameras, they loaded two two-packs of ribeye steaks into a purse, added a bottle of A1, and tossed in some Lawry’s and Allegro marinades like they were plannin’ a backyard cookout. Two of ‘em even went through the checkout and bought a couple of cheap items; probably gum or a soda, just to make things look normal. Like some Tic Tacs could cancel out two pounds of prime beef.

But that’s the thing about crime; it doesn’t care how quiet or polite you are. And cameras don’t care either. They roll, they record, and when the truth walks out the door with a purse full of unpaid groceries, the footage does the talkin’.

Not long after, Snow Hill Police ID’d the folks, filed the charges, and now they’re facin’ the consequences. As they should be.

But I’ll tell you what left a sour taste in my mouth—worse than any burnt steak I’ve ever eaten. It was what people started sayin’ afterward.

Not about the crime. Not about how wrong it was. But about how it might be okay.

“It’s not that big a deal.”

“They were probably just hungry.”

“EBT don’t stretch like it used to.”

“They probably ran outta food stamps.”

“Social Services won’t help nobody anymore.”

“They just needed help. Don’t call it stealin’.”

Now hold up.

When did stealin’ become a “maybe understandable situation”?

When did folks start lookin’ the other way and then blamin’ Social Services?

Listen, I’ve got a heart. I’ve known lean times. I’ve seen folks fall on hard times and lose more than they ever thought they would. But being poor ain’t a crime, and stealin’ still is.

You run out of food stamps? That’s hard. You’re low on EBT? I get it. Groceries are high, and times are tough. But you don’t stuff ribeyes in your purse and walk out like it’s owed to you.

You don’t swipe meat and sauce and act like the register doesn’t apply to you.

And we sure don’t pat ‘em on the back and say, “It’s okay, baby, it’s society’s fault.”

Because it ain’t.

Food stamps and EBT are meant to help, not excuse crime. And if you’re able-bodied, you oughta be workin’ toward gettin’ off assistance, not treatin’ it like a forever plan with steak perks on the side.

Meanwhile, y’all know who really gets hurt in all this?

• Miss Inez—84 years old, stretchin’ her Social Security check like it’s a rubber band, tryin’ to buy one steak for Sunday supper, and hopin’ the card don’t bounce.

• Young Demarcus—stockin’ shelves and ringin’ up groceries at that same Piggly Wiggly, earnin’ minimum wage, sweatin’ through every shift, tryin’ to do things right—and watchin’ folks sneak out with meat while nobody says a word.

What message are we sendin’ them when we excuse this?

We ain’t just sayin’ the law don’t matter. We’re sayin’ their effort doesn’t matter either. The rules only apply to the honest. That if you’re slick enough, broke enough, or sad enough, you can just skip the register and call it “survival.”

Well, I’m here to tell you that’s backwards.

If someone’s hungry, feed ‘em. If someone’s strugglin’, help ‘em. We’ve got churches, neighbors, food banks, and folks who’ll give you the shirt off their back. But if someone’s stealin’? We don’t excuse it—we address it.

We correct it. We hold ‘em accountable.

Not ‘cause we hate ‘em. But because we believe they can do better.

Accountability ain’t cruelty, it’s care with a backbone. It’s sayin’ “You matter enough that I’m not gonna let you slide into trouble without speakin’ up.”

We can’t build a decent community on laughter, silence, and marinades. We need courage. We need honesty. We need to stop winkin’ at wrongdoing and start tellin’ the truth—even when it’s awkward.

So next time somebody says:

“They probably ran outta food stamps…”

You say:

“Maybe. But they still stole, and that ain’t okay.”

And if they say:

“It’s just meat…”

You say:

“No, sir—it’s about right and wrong. And what kind of town we want to live in.”

Because if the rules only apply to some, then they don’t really apply at all.

So go on. Grill that next ribeye with salt, pepper, and a little Southern decency.

And remember: you can be kind and still call things what they are.

That’s not mean. That’s love, with work boots on.

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"While We’re Here…” and Other Famous Last Words of Closed Sessions

Now I ain’t sayin’ I’ve been to more public meetings than the gavel itself, You know, the one the chair usually bangs when things get a little too lively, but let’s just say if there’s a table with microphones and at least one person tryin’ to figure out who’s got the floor, I’ve probably been there, or watched online with a glass of sweet tea and a raised eyebrow.

County boards, town councils, state commissions, school board committees, budget retreats, joint sessions, advisory panels, and at least one subcommittee that hasn’t met since the first Bush administration, I’ve seen ’em all. I’ve seen motions passed, failed, tabled, resurrected, amended, referred, re-referred, and occasionally so confusing nobody was quite sure what got approved until the clerk explained it to ’em later.

And if there’s one thing I’ve learned, it’s this:

The most interesting part of any meeting doesn’t happen when folks are talkin’.

It happens when they stop talkin’, cite a statute, and disappear behind closed doors.

The Legal Magic Words

Now there’s a time and place for closed sessions. The state gives clear reasons—North Carolina General Statute 143-318.11 and all that. And you’ll often hear that statute recited with such confidence you’d think it was the Pledge of Allegiance.

“I move that we enter closed session pursuant to General Statute 143-318.11(a)(3), to preserve attorney-client privilege…”

That one’s the big kahuna. Attorney-client privilege. It’s like the all-you-can-eat buffet of legal justifications. Some boards use it properly. Some use it like duct tape. A lot of times, the attorneys don’t speak at all!

But just to be safe—and to cover whatever might accidentally slip in—someone will often toss in a few more: “…and also (a)(4), (a)(5), and (a)(6).”

That covers economic development (which can mean anything from new industry to maybe another Dollar General), land acquisition (when you don’t want folks bidding up the price), and personnel (which we’ll get to in a second).

It’s all legal. And most of the time, it’s even helpful. But if you’ve been around a while, you know: those legal reasons are the front porch—what happens once they shut the door is the family reunion.

And That’s When It Gets Interesting

Closed session is supposed to stay focused; brief the board, discuss legal risks, and make decisions in principle. But it never stays there.

Because just as the attorney starts to explain a case or contract or confidentiality, somebody always says the six most dangerous words in local government:

“While we’re here, I just wanna…”

And the next thing you know, we’re off.

What started as a land negotiation turns into a recap of the last land negotiation, which somehow ties into the old landfill plan, which reminds someone of an unrelated zoning issue, which leads into:

“Did y’all see the write-up that went to the paper?”

Then somebody says, “I don’t remember voting on that,” and someone else says, “It was in the packet,” and somebody else says, “I never saw a packet,” and now we’re in a 20-minute spiral about meeting protocols that nobody intended to bring up. Meanwhile, the attorney is usually sitting in the corner, scribbling random notes on a notepad, all while wondering why the board went into closed session for “attorney-client privilege” in the first place.

Then comes the personnel stuff.

Personnel: Where Things Go to Get Even More Personal

Now there are legitimate reasons to discuss personnel in closed session. Evaluations (if anyone actually fills them out), discipline, new hires, old grievances, things that affect real people’s jobs and mental status.

But just when you think it’s goin’ smooth, someone says:

“While we’re here, why was the gas card used in Wilmington last weekend?”

Now, bless ‘em, they’re probably askin’ out of genuine curiosity, but suddenly you’re down a rabbit hole about travel reimbursements, per diems, hotel receipts, and whether or not that seafood platter was really a “working meal.”

Someone tries to get back on track. Someone else brings up a promotion that wasn’t announced properly. Then someone mentions they heard a department head might be job hunting and wants to know if that’s been confirmed. And then someone else says:

“Before we go back into regular session…”

And that, my friend, is the second magical phrase that guarantees at least 15 more minutes of unplanned dialogue.

Meanwhile, Out in the Hallway…

While all this is goin’ on, the public has stepped outside. The livestream’s been paused. The reporters are texting their editors. One guy’s still nursing a coffee from earlier in the evening that now tastes like regret.

And sooner or later, someone mutters:

“They’ve been back there a while…”

And just like clockwork, somebody else says:

“They probably slipped out the back door to Bojangles.”

Now, I don’t know where or how that rumor got started, but it only takes one stoplight to get there, and folks around here know that. One whiff of those biscuits, and people start wonderin’ what kind of “closed session” we’re really dealin’ with.

The Return

Eventually, the doors reopen. No dramatic reveal. No parade of announcements. Just the quiet flick of the switch as the livestream blinks back on.

The board members are already back in their seats, papers neatly stacked. The cameras turn. The clerk adjusts her notepad. A few audience members wander back in—if they didn’t give up and go home.

Then comes the finale:

“I move to adjourn.”

And just like that, it’s over. No explanation. No summary. Just a motion, a second, and the soft creak of chairs pushin’ back like nothin’ ever happened.

What It Means, What It Doesn’t, and What It Really Is

Now look, closed session ain’t a scandal. It’s not a smoke-filled room or a secret society. It’s a necessary part of government; used to protect legal rights, personnel privacy, and negotiation strategies that would fall apart if they were shouted into a microphone.

But like most things in government, once you close the door and add human beings, things get human real fast. They drift. They get personal. They turn into old business, new business, side business, and at least one attempt to settle a personal grudge disguised as “background context.”

And if attorney-client privilege doesn’t fully apply? That’s all right. Someone probably cited it just in case, because when things go off topic, it becomes the government version of “cover your bases.”

And That’s How It Goes

So next time you see the gavel drop and hear a statute number rattled off like a secret code, don’t panic. Don’t speculate. And definitely don’t assume they’re plotting anything dramatic. Most board members and attorneys don’t have the slightest clue why they are going into closed session to begin with.

In fact, by the end of the session, they’re probably just tryin’ to remember why they went into closed session in the first place. Because once those doors close, it’s a little legal, a little business, and a whole lot of “while we’re here…”

And somewhere just past the hallway and one stoplight down, Bojangles is still open, the biscuits are still hot, and the public is still wonderin’ what exactly just happened in there.

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Employment Opportunities

• Various positions: Simply Natural Creamery & Jersey Farm is seeking applicants for various positions inlcuding: Tractor Driver 9:30 AM - 3:30 PM (M-F), Birthday Party Representative weekends hosting unforgettable birthday fun, Tour Guides Fall Season Oct - Dec 21st and Spring Season Feb 16 - Dec 20th - 8:30 AM - 3:30 PM, Team Member shifts Monday 11:30 AM - 6:30 PM, Tuesday 9:30 AM - 6:30 PM, Wednesday 9:30 AM - 3:30 PM or 11:30 AM - close, Thursday 9:30 AM - 3:30 PM, Friday 11:30 AM - close

• Cafeteria: Mt. Calvary Christian Academy. is seeking help in its cafeteria. This position will involve picking up meals from local restaurants, serving snacks and lunch, and keeping supplies stocked. Please call: 252-747-8111.

• Daycare Staff: Mt. Calvary Christian Academy is looking for help in its daycare center. Applicants must love children and love Jesus. Interested applicants can call: 252-747-8111.

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Community Calendar

• Monday, August 4, 2025: Greene County Intermediate School will host the Empower HerSelf-N-STEM Confidence Camp 2 for 5th and 6th-grade girls at the school from 9:00 AM to 12:00 PM with lunch provided.

• Monday, August 4, 2025: The Greene County Board of County Commissioners will meet at 10:00 AM in the Commissioners’ Meeting Room at the Greene County Operations Center, 312 SE Second Street, Snow Hill, NC, 28580.

• Tuesday, August 5, 2025: Mt. Calvary Christian Academy will host a Warrior Camp at MCCA for rising K5 to 6th graders from 9:00 AM to 2:00 PM, featuring warrior-themed activities, with payments ($25 per child) to Megan Peaden or Holly Addington; children must bring a snack and lunch.

• Tuesday, August 5, 2025: The Greene County Senior Center in Snow Hill will begin a weekly Fall Prevention Workshop at 10:00 AM, combining bingo with inclusive exercises as part of a 20-week health promotion program. Contact 252-747-5436 for more information.

• Saturday, August 9, 2025: Farmer & The Dail Southern Bakery and Kitchen will hold a Summer Market from 8 AM - 2 PM at 1329 US 258, Snow Hill, NC, featuring bounce houses, over 70 vendors, and food.

• Saturday, August 9, 2025: Spring Branch Original Free Will Baptist Church will hold a Community School Supply Giveaway from 1:00 p.m. to 2:00 p.m. at 1845 Craft Rd, Walstonburg, offering free school supplies and refreshments while supplies last.

• Saturday, August 9, 2025: Prudence Lodge #23 (Hookerton) annual backpack giveaway with free food at Hookerton Fire Department, 404 E Main Street, Hookerton, NC, from 1 pm to 4 pm.

• Saturday, August 9, 2025: The Farmer and Dail will host their annual Summer Market featuring bounce houses, over 70 vendors, and lots of food at 1329 US 258, Snow Hill, NC, from 8 am to 2 pm.

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  Alabama Firecracker Dip Recipe

  Spice up your next gathering with Alabama Firecracker Dip, a bold and zesty appetizer that packs a punch! This creamy, fiery dip combines the tangy kick of ranch seasoning with the heat of hot sauce and diced jalapeños, making it a crowd-pleaser for game days, barbecues, or any casual get-together. This dip is quick to whip up and pairs perfectly with crackers, veggies, or tortilla chips.

  Ingredients:

  • 8 oz cream cheese, softened

  • 1 cup sour cream

  • 1 packet (1 oz) ranch seasoning mix

  • 2-3 tablespoons hot sauce (adjust to taste)

  • 1-2 jalapeño peppers, seeded and finely diced (or keep seeds for extra heat)

  • 1 cup shredded cheddar cheese

  • 4 slices bacon, cooked and crumbled (optional)

  • 2 green onions, finely chopped

  • 1 teaspoon garlic powder

  • 1 teaspoon onion powder

  • Salt and black pepper, to taste

  Instructions:

  1. Mix the Base: In a medium mixing bowl, combine the softened cream cheese and sour cream. Use a hand mixer or whisk to blend until smooth and creamy.

  2. Add Seasonings: Stir in the ranch seasoning mix, hot sauce, garlic powder, and onion powder. Mix thoroughly to ensure even distribution of flavors.

  3. Incorporate Add-Ins: Fold in the shredded cheddar cheese, diced jalapeños, crumbled bacon (if using), and chopped green onions. Taste and adjust with salt, black pepper, or additional hot sauce for desired heat level.

  4. Chill: Cover the bowl with plastic wrap and refrigerate the dip for at least 1 hour to allow the flavors to meld.

  5. Serve: Transfer the dip to a serving bowl and garnish with extra green onions or bacon crumbles, if desired. Serve with crackers, tortilla chips, celery sticks, or your favorite dippable snacks.

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© 2025 Derek Sterling Burress
4158 Hwy. 13 South, Snow Hill, NC 28580
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