Cary #1 Best Place to Live in NC
A new report has named Cary the best place to live in North Carolina.
According to Niche, which ranks schools and communities across the country, Cary earned the No. 1 spot among 513 municipalities statewide. The town is also ranked as the No. 1 best suburb in North Carolina out of 187 suburbs and the No. 2 best place to raise a family among the state’s 513 municipalities.
In its rankings, Niche describes Cary as “one of the best places to live in North Carolina,” citing its dense suburban feel, high homeownership rate, abundance of restaurants and parks, and highly rated public schools. The report also notes that many families choose to live in Cary and that residents tend to lean politically liberal.
Cary #9 Best Place to Live in US for College Graduates
Cary has been ranked the ninth-best city in the nation for recent college graduates, according to a June report from CoworkingCafe.
The workplace-focused website analyzed more than 300 U.S. cities to identify the best places for members of the Class of 2026 to launch their careers. Using U.S. government data, the study evaluated cities based on employment opportunities, financial factors and lifestyle amenities.
“With the Class of 2026 entering a job market shaped by uneven hiring, AI-driven skill shifts and rising competition for entry-level roles, the study looks at where new grads have the strongest mix of jobs, income, affordability, benefits, lifestyle amenities and coworking access,” CoworkingCafe said in a news release.
The report grouped cities by population size: large cities with more than 400,000 residents, mid-sized cities with 150,000 to 400,000 residents, and small cities with fewer than 150,000 residents.
Cary was the only North Carolina city to crack the national top 10. The Wake County town, home to about 183,000 residents, stood out for its strong job market, with a median income for college graduates approaching $90,000, while maintaining a cost of living roughly 2% below the national average.
Cary and Durham also ranked highly for educational attainment among young adults. In both mid-sized cities, just over half of residents ages 18 to 34 have earned a bachelor’s degree or higher, according to the report. CoworkingCafe noted that North Carolina’s strong performance wasn’t driven solely by education levels but also by its combination of career opportunities, affordability and lifestyle advantages.
Abernathy’s Economic Report
On July 16th Ted Abernathy presented an economic update to the Cary Chamber Leadership conference attendees. Here are a few of the notable items:
- Factors include trade policy in constant flux, federal spending policy, immigration policy, consumer response to uncertainty, business response, Iran conflict, AI and accelerating technology, and the 2026 elections.
- Projected 2026 GDP is 2.2% increase compared to average of last ten years of 2.9%.
- People are spending more than they are making and saving less.
- Top 20% of earners make up 59% of spending. The other 80% make up just 41%.
- Spending by 54 and younger is 54.7% and 55 and older is 45.3%. The 55 and older is closing the gap rapidly.
- Corporate profits after tax have been skyrocketing to over $3.5 trillion.
- A record 33% of the total wealth of the US household sector was in stocks at the end of 2025.
- The top 20% of income earners in the US hold about 87% of stocks and mutual funds.
- Through the first four months of 2026, the smallest companies, with less than 20 employees, added 236,000 jobs. 95% of the economy’s net gains over that period.
- The consumer price index is spiking along with commodity price indexes. The biggest increases are fuel oil at 58.9% and motor oil at 40.9%. This impacts airline fares at 26.7%.
- The Raleigh Metro area since covid has seen a 19% increase in non-farm employment which is the highest in NC. Most of that was in construction, education & health services, and leisure & hospitality. The biggest decrease was 2.7% in manufacturing. The Raleigh Metro area increases are construction at 4.8%, education & health at 4.5% and financial at 3.7%.
- US labor force is flattening out.
- The US fertility rate has reached an all-time low, as of 2024, of 53.8 births per 1000 women.
- Participation in the labor force of 55 and older is dropping rapidly and is now 37.2%.
- Participation in the labor force of 25- to 34-year-olds has dropped significantly to about 82%.
- Between 2024 and 2025 the US gained 1.26 million residents via immigration.
- New single-family housing continues to decline.
- The number of people moving fell to a record low of 11.2% in 2024.
- Reflecting the again US population, the median age of people in owner-occupied homes increased from 33 years old in 2010 to 42 years old in 2024, while the median age in rented unites rose from 36 to 43 during the same period.
- Immigration fell by more than 50% in 2025 and is expected to decline further in 2026 to a level that is one-third of the long-term average from 2001 to 2019.
- 49% of renters in the US spend more than 30% of their income on housing and 26% spend more than half of their income on housing.
- Existing home sales are at a three-decade low of 4.1 million, and the US homeownership rate has declined in each of the past two years, reaching 65.2%.
- Home purchase prices rose by 54% nationally from 2020 to 2025.
- In 2025 the largest household category were people living alone at 29.5%. This is the first time ever. Households with children under 18 made up about a quarter of all households at 24.9%.
- WalletHub ranked NC as the 6th best economy.
- Advanced industry job growth from 2020 to 2025 was 15.8% in NC.
- Tech job growth from 2020 to 2025 was 18.4% in NC.
- The percentage of white-collar jobs in the Raleigh-Cary area is 45.5%.
- Inflation likely averages modestly higher than the last two decades, driven by security, demographics and climate costs – partially offset by technology, innovation and productivity breakthroughs.
- The US has abundant energy resources but an increasingly difficult time delivering affordable, reliable, and clean energy fast enough to meet surging demand.
- Data Center construction spending is skyrocketing amidst the AI boom.
- “My guess is our grandkids will be working three and a half days a week. They’ll live to 100. They won’t have all our diseases.” – Jamie Dimon JPMorgan Chase CEO
- There is declining alcohol consumption in America. In NC, beer sales decreased by 9.7% overall between 2021 and 2025, according to the state’s Department of Revenue.
Housing Market Update
I was provided with the latest weekly market metrics for Cary from Doorify MLS for the week ending July 18, 2026. These figures cover single-family residences, townhomes, and condos across all price points in our town:
Weekly Market Overview
- Median Sales Price: $600,000
- Prior Week (07/11/2026): $636,450 (-5.7%)
- Same Week Prior Year (07/19/2025): $725,000 (-17.2%)
- Closed Sales: 37 properties
- Prior Week (07/11/2026): 48 (-22.9%)
- Same Week Prior Year (07/19/2025): 39 (-5.1%)
- New Pending Sales: 51 listings
- Prior Week (07/11/2026): 39 (+30.8%)
- Same Week Prior Year (07/19/2025): 28 (+82.1%)
- Active Inventory: 418 homes
- Prior Week (07/11/2026): 419 (-0.2%)
- Same Week Prior Year (07/19/2025): 446 (-6.3%)
Pricing & Velocity Metrics
- Median Days on Market: 31 days
- Prior Week (07/11/2026): 29 (+8.8%)
- Same Week Prior Year (07/19/2025): 31 (Flat at 0.0%)
- Percent of List Price Received: 98.3%
- Prior Week (07/11/2026): 99.6% (-1.3%)
- Same Week Prior Year (07/19/2025): 99.4% (-1.1%)
- Percent Closed Above List Price: 18.9%
- Prior Week (07/11/2026): 27.1% (-30.1%)
- Same Week Prior Year (07/19/2025): 20.5% (-7.8%)
- Median Sold Price per Sq. Ft.: $252
- Prior Week (07/11/2026): $267 (-5.4%)
- Same Week Prior Year (07/19/2025): $271 (-7.0%)
Key Takeaways
- Strong Buyer Demand Going Under Contract: New pending sales surged significantly up to 51 properties for the week (+30.8% over the prior week and +82.1% year-over-year), showing robust buyer engagement.
- Adjusting Sale Prices: While buyer activity remains high, closed median sales prices and list price percentages moderated slightly week-over-week, returning closer to typical mid-summer norms.
Thanks to Ms. Tucker for sharing this information.
Wake County Mayors Association
On Monday, I joined the mayors of Fuquay-Varina, Garner, Holly Springs, Raleigh, Rolesville, Wake Forest, and Wendell for a meeting of the Wake County Mayors Association. While we discussed several issues, including the recent teen takeovers in Raleigh, much of the conversation centered on the events that have unfolded in Cary. The mayors recognize the vulnerabilities inherent in the council-manager form of government and understand that what has happened in Cary could happen in any of their communities. Several have already reviewed our recommended governance changes and are taking steps to implement similar measures in their own municipalities. Every mayor in attendance expressed strong support for me during this challenging time and offered both encouragement and valuable perspective.
Tuesday Council Work Session
The Cary Town Council held a work session on Tuesday evening. I was unable to attend due to a death in my family.
The agenda included policy updates, a discussion of hiring an external human resources consultant for the council, the Moving Forward Dashboard, a council-initiated item tracker, eliminating the Council Out and About newsletter, the 2026 revenue update, and the council meeting schedule.
Policy 143 was presented to inform the council that proposed revisions will be brought forward at the next meeting. The updates include language related to livestreaming council meetings, expectations for meeting minutes, and quorum notification requirements. Council members did not raise any questions during the discussion.
The council was also introduced to Policy 190, which establishes anti-retaliation protections for individuals reporting improper activity. The policy was developed in response to recommendations from the town auditor, the Office of the State Auditor (OSA), and Womble Bond Dickinson.
The next agenda item was a council-initiated proposal to hire an external human resources consultant to assist with the performance review process for the town manager, town attorney, and town clerk. This recommendation originated from Womble Bond Dickinson. Following discussion, the council directed staff to return with additional details, including the proposed scope of work.
The interim town manager then presented information about the new Moving Forward Dashboard, which is available at carync.gov/movingforward. The dashboard provides updates on the implementation of recommendations from the town auditor and Womble Bond Dickinson and includes a section where the public can review Procurement Card information.
During the discussion, council members requested that the dashboard also include information related to council compensation. They also asked staff to consider establishing a council subcommittee to address recommendations that are specifically aimed at the council.
The interim town manager then provided an update on the council-initiated item tracker, which outlines the status and progress of requests and initiatives brought forward by the council.
The Council Out and About newsletter, which was initiated by the former town manager, was also discussed. The council voted unanimously to discontinue the newsletter.
Staff also presented a revenue update, with a focus on sales tax, which accounts for approximately 21% of the town’s revenue. Based on current projections, sales tax collections are expected to exceed the budget by approximately $2.5 million.
The town clerk presented the proposed meeting schedule for the council’s review. The council’s next quarterly meeting is scheduled for September 15. Council members also agreed to hold their annual meeting during the third week of February beginning next year and continuing in future years.
The final item was to remove the item on Thursday’s agenda for RHA to buy the Amberwood property. That motion failed three to three.
Cary Public Service Academy
On Thursday afternoon, I spoke to participants in the Cary Public Service Academy, a week-long summer program sponsored by the Town of Cary for high school students, primarily members of the Cary Teen Council. The academy gives students an inside look at how local government operates through a combination of tours, demonstrations, volunteer activities, and discussions with Town leaders and staff.
Throughout the week, participants visit locations such as Bond Park, Fire Station 9, Public Works, Town Hall, and Downtown Cary Park. They also take part in police demonstrations, transit training with GoCary, volunteer with local organizations such as Dorcas Ministries, and participate in Q&A sessions and panel discussions with Town staff and me. The program concludes with students attending a Cary Town Council meeting.
My presentation provided an overview of how Cary’s government works, including elections, the role of the Town Council, Cary’s national recognitions, demographic trends, municipal services, development, downtown revitalization, and the Town’s sustainability initiatives. After the presentation, I spent about 20 minutes answering students’ thoughtful questions about local government and the community.
Thursday Council Work Session
Thursday evening marked the start of seven consecutive hours of meetings for the council. The evening began with a work session covering a range of topics, including the replacement of Aquastar, a drought update, the potential for a regional wastewater partnership, updates on GoCary and the Multimodal Center, and the proposed GoCary downtown loop.
During the first staff presentation, staff explained that Aquastar, Cary’s automated metering system, has been in service since 2008. Cary’s utility system provides water service to approximately 300,000 residents in Cary, Apex, and Morrisville. Staff noted that the current metering system is outdated, requires manual processes, depends on ongoing vendor support, presents maintenance risks, and is due for replacement. The proposed replacement system will be cloud-based, use an industry-leading platform, offer enhanced functionality, and provide greater automation. The target implementation date is 2027. Staff emphasized that ensuring a smooth transition is the top priority, even if that requires delaying the rollout. The proposal will also be presented to the advisory boards for their feedback. During the question-and-answer session, Council members requested additional information about the security of the new system.
Staff provided an update on drought conditions as of July 14. Based on current water supplies, no water use restrictions are anticipated, as the Town has more than 200 days of available supply. Staff also noted that significant rainfall has occurred since the July 14 update, further improving conditions. Staff reminded the Council that Cary has permanent year-round irrigation restrictions that have been in place for decades. Properties with odd-numbered addresses may irrigate on Tuesdays, Thursdays, and Saturdays, while properties with even-numbered addresses may irrigate on Wednesdays, Fridays, and Sundays. Irrigation is prohibited for all properties on Mondays. As a side note, we are currently supplying Durham with water.
Staff reported that Holly Springs is interested in partnering with Cary, Apex, and Morrisville on wastewater services to address its future capacity needs. This fall, the Council plans to meet with elected officials from Holly Springs to discuss the potential partnership. In addition, an engineering study will be conducted to evaluate the feasibility of the proposed collaboration.
The next presentation provided an update on the regional Bus Rapid Transit (BRT) project, which will include a route through Cary. Staff reported that the project is approximately 30% through the planning and design process, with implementation targeted for 2032–2033.
Staff also updated the Council on the future multimodal transit center. Abatement work has been completed, and existing structures are currently being demolished. The next phase will focus on evaluating potential uses for the site and will include six to seven months of public engagement. Initial design work is expected to begin in late 2027. Funding for the project is provided through the Wake Transit Plan and includes both design and construction of the transit facilities.
The final presentation focused on the GoCary Downtown Loop. Staff reported that the route has been temporarily suspended due to a shortage of bus drivers. To address the staffing shortage, new drivers have been hired, and the transit system is expected to be fully staffed by August. During the discussion, a motion was made directing staff to return to the Council with information on the feasibility of reallocating resources from the Downtown Loop to provide additional service in west Cary or south Cary. The motion passed unanimously.
Council Meeting
Thursday night the council held its last council meeting of July. The agenda included five presentations and recognitions, eight consent items, three public hearings, and two discussion items.
Recognitions and presentations included proclamations for PRCR Month and Sister Cities, recognition of the Public Service Academy, the Interim Manager’s report, and the Special Commission’s report on its findings related to the former town manager. During the presentation of the Special Commission’s report, the presenter was interrupted by audience members who shouted over portions of the presentation. A summary of some of the Commission’s findings is included in this blog. The full report is available at https://carync.gov/movingforward.
The consent agenda included minutes, an amendment to the Chatham Cary Joint Land Use Plan, the call for a public hearing on the Jacobs Creek Annexation, the Swift Creek pump station electrical improvement project, a request for 22-REZ-06 to go back to P&Z, revisions to council’s rules and procedures, Salesforce licensing purchase, and adjustments to the meeting schedule.
The first two public hearings concerned the proposed annexation and rezoning of Pittard Sears Road to allow the development of eleven single-family homes. No members of the public spoke during either hearing.
The final public hearing addressed a resolution that would have authorized the RHA to operate in Cary for the purpose of acquiring and preserving affordable housing at Amberwood at Lochmere, located at 100 Eclipse Drive. The proposal was met with strong opposition from Lochmere residents, many of whom expressed their concerns during the hearing. At times, the meeting was interrupted by shouting and heckling from the audience. Following several hours of public comment and council deliberation, the council voted 5–2 to table the proposal indefinitely. Because the RHA faced a July 27 deadline, tabling the resolution indefinitely effectively ended consideration of the proposal.
The first discussion item was a rezoning proposal to allow Calyx Senior Living to build at Harrison Avenue and Reedy Creek Road. This was passed unanimously.
The last discussion item was for an anti-retaliation policy which was also approved unanimously. The policy establishes a clear process for employees to report suspected improper activity or retaliation and outlines how those reports will be investigated. Employees may report concerns to any department director, any attorney in the Legal Department, or the internal auditor. Alternative reporting procedures are available when potential conflicts of interest exist. Reports may be made anonymously, although anonymity may limit the ability to investigate, and the Town will protect confidentiality to the extent permitted by law. Cary will promptly, thoroughly, and fairly investigate all reports of suspected improper activity and retaliation, including referring allegations involving legal violations or misuse of public funds to the town attorney. When investigations substantiate wrongdoing, the Town will take appropriate corrective action while maintaining the confidentiality of personnel matters.
The policy notes that an employee “tip line” is also an appropriate reporting mechanism. The interim town manager is researching options for establishing a tip line, so a tip line will not be immediately available if this policy is approved.
The council meeting adjourned just before midnight.
About the Council Meeting
I have had the privilege of serving our community as an elected official for 22½ years. During that time, I have presided over countless council meetings on issues that have generated strong emotions and passionate debate. I have always believed that our council chambers should be a place where every resident has the opportunity to be heard respectfully, regardless of differing opinions.
Unfortunately, the recent council meeting with mostly Lochmere residents fell far short of that standard.
The council chambers were filled, reflecting the community’s deep interest in the matter before us. I welcome that level of civic engagement. However, what unfolded throughout the evening was deeply disappointing. The audience was marked by repeated heckling, interruptions, and displays of disrespect, not only toward members of the Town Council, but also toward our professional staff, citizens who came forward to speak, and even fellow members of the audience who held differing viewpoints.
There is an important distinction between passionate advocacy and disruptive behavior. Every resident has the right to express concerns, ask difficult questions, and disagree with decisions made by their elected officials. What no one has is the right to silence others, intimidate speakers, or create an atmosphere where respectful dialogue becomes impossible.
In my 22½ years of public service, this was the worst audience behavior I have witnessed at a council meeting. That is not a statement I make lightly. Our staff members work tirelessly to serve this community with professionalism. Citizens who take the time to address the council deserve to do so without fear of ridicule or interruption. Every member of the council deserves the opportunity to conduct the public’s business without constant heckling and personal attacks. Most importantly, every resident in attendance deserves an environment where differing opinions can be expressed civilly.
Our community is stronger when we listen to one another, even when we disagree. Democracy depends not only on the freedom to speak but also on the willingness to listen. Respectful disagreement is healthy; disrespect and disorder are not.
I remain committed to ensuring that our council meetings are open, transparent, and welcoming to all. Going forward, I ask everyone who attends our meetings to remember that while passions may run high, civility must remain our common ground. We can, and should, hold vigorous debates while still treating one another with dignity and respect.
Town Manager’s Report
Council,
It has been a full week. The updates below capture some of the operational highlights of the week.
Wishing everyone a restful weekend.
Russ Overton
Interim Town Manager
Farmington Woods Elementary Water Main Connection
Construction of the new water main at Farmington Woods Elementary School is complete. The new water main is now active, site restoration is complete, and the project was finished one month ahead of schedule, well before the start of the new school year. Approximately 400 feet of 6-inch water main was installed to close a loop in Cary’s water distribution system, improving overall system resiliency.
NCDOT I40 and Reedy Creek Road Bridge Improvements
North Carolina Department of Transportation (NCDOT) Division 5 is planning improvements to 2.3 miles of I-40 between Aviation Parkway (Exit 285) and Harrison Avenue (Exit 287). Right-of-way acquisition is expected to begin in summer 2028, with construction anticipated in fall 2031. The project is included in the Capital Area Metropolitan Planning Organization (CAMPO) 2055 Metropolitan Transportation Plan.
The project will add one travel lane in each direction and extend acceleration and deceleration lanes between ramps to improve traffic flow. As part of the project, the Old Reedy Creek Road bridge over I-40 will be replaced, preserving a vital regional bicycle and pedestrian connection serving the East Coast Greenway Trail, Reedy Creek Trailhead, Lake Crabtree County Park, William B. Umstead State Park, and the future Triangle Bikeway. Traffic on I-40 will be maintained during construction, while traffic on Old Reedy Creek Road will be routed across a temporary bridge.
Cary Public Service Academy
This week, the Cary Public Service Academy (CPSA) gave 20 Cary Teen Council members an inside look at the people, services, and teamwork that help make Cary a great place to live. Participants toured Bond Park, Fire Station 9, Public Works, the North Cary Water Reclamation Facility (NCWRF), Town Hall, and Downtown Cary Park, where they met with staff to learn how departments work together to deliver the services residents rely on every day. Along the way, they explored career opportunities in fields including engineering, transportation, public works, environmental services, public safety, and law, gaining firsthand insight into the wide range of professions that support local government. The program also included attending Thursday night’s Town Council meeting and concluded with a celebratory send-off at Academy Pavilion.
E-Bike Education Webpage Launched
This week, Cary launched a new e-bike and e-moto education webpage as part of its ongoing education campaign. The webpage includes information on the different types of electric bikes and e-motos, where they may legally operate, what to consider when purchasing one, and the rules that apply. The page can be found at carync.gov/ebikes.
World Rugby Nations Cup at WakeMed Soccer Park
International rugby returned to WakeMed Soccer Park last weekend for the first time in more than a decade, as the USA Eagles defeated Spain in the championship match of the inaugural World Rugby Nations Cup. The match drew 7,397 spectators, reinforcing Cary’s reputation as a destination for major international sporting events.
Important Dates
Planning & Zoning Board
Monday, July 27, 6:30 p.m.
Womble Bond Dickinson’s Report
Since very few seem to be interested in reading the Womble Bond Dickinson Report and would just rather blame me for everything, I thought I would provide a few excerpts here:
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The report concludes that the Council-Manager form of government has a structural vulnerability that enabled Mr. Stegall’s actions. By “structural vulnerability,” we mean a weakness that arises from the Council-Manager model. All governance structures involve trade-offs, and no design eliminates all risk. The Council-Manager model is not inferior or defective; it offers important advantages, including professional administration and separation of elected
officials from daily operations and employment decisions, a separation that helps prevent elected officials from misusing government for political or personal gain.
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The report also places these matters in context. The Town remains financially strong, operationally capable, and served by dedicated employees and public officials. The issues identified in the report are serious, but they do not define the Town. Rather, they present an opportunity for the Town Council to respond in a measured, lawful, and forward-looking manner by strengthening safeguards, improving transparency, and improving the flow of financial information to the Town Council and Town residents.
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The Town’s internal audit function, required by Town Council-adopted policy, was not maintained after Mr. Stegall eliminated the internal auditor position. The Town Council-adopted Fund Balance Policy was not followed in Fiscal Year 2023, and Mr. Stegall misstated compliance with that policy. Certain
discretionary budget changes and transactions, including a significant real-property purchase and other financial matters, were not reported to the full Town Council in a manner that allowed timely oversight. These operational failures did not appear to threaten the Town’s overall financial condition, but they undermined confidence in the completeness and reliability of financial information provided to the Town Council. Together, these matters were serious operational failures.
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North Carolina has about six hundred and fifty (650) local governments, including
approximately five hundred and fifty (550) municipalities and one hundred (100) counties. Of those, only twelve (12) other North Carolina local governments have a triple-A rating for their general obligation bonds. For water and sewer utilities, only one (1) other North Carolina local government has a triple-A revenue bond rating. The Town is financially sound.
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The insufficiency arises from the convergence of two foreseeable circumstances: (1) a manager may exercise authority unprofessionally, unwisely, or illegally to avoid complying with policies and standard procedures that impose financial controls on transactions the manager has personally undertaken, directed, or enabled; and (2) the Town Council, as the body charged with supervising the manager, may be unaware of such actions because it is appropriately separated from day-to-day Town operations and employment decisions.
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As a result of this analysis, we concluded that Mr. Stegall directly or indirectly caused or substantially contributed to these operational failures through authority and practical discretion vested in him as Town Manager.
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The facts are straightforward. Mr. Stegall, directly or indirectly, through those who reported to Mr. Stegall directly, controlled the flow of financial information and served as the gatekeeper of financial information provided to the Town Council. In his private one-on-one meetings or communications with individual members of the Town Council, Mr. Stegall selectively provided positive and favorable financial information to a particular Council member, but not the same information to all members of the Town Council. Mr. Stegall appears to have carefully managed his relationship with each Council member to ensure
that each believed Mr. Stegall was a strong leader doing an exceptional job as Town Manager.
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RECOMMENDATIONS:
- The Town Council should adopt a policy requiring the Town Manager and Finance Department to publish on the Town’s website, on a quarterly basis, the p-card transactions and reimbursements of the Town Manager, the Manager’s direct reports, and department heads.
- The Town Council should adopt a policy requiring the Town Manager and Finance Department to publish on the Town’s website, on a quarterly basis, all p-card transactions and reimbursements in the categories of travel, lodging, meals, and education over a threshold amount to be determined by the Town Council.
- The Town Council should direct the Town Manager to comprehensively review existing procedures and policies governing p-card transactions and reimbursements and adhere to the schedule for implementing the State Auditor’s thirteen (13) Recommendations outlined in the Town’s response to the State Auditor’s report.
- The Town Council should adopt a policy requiring the Town Manager to review procedures and policies governing p-card transactions and reimbursements every three (3) years, consider whether updates are appropriate, and report the Town Manager’s findings to the Town Council.
- The Town Council should delete Section 20.H. of the Recommended FY27 Budget Ordinance or, alternatively, amend Section 20.H. to require the Town Manager to provide written notice to the Town Council before any budget amendment is initiated by the Budget Officer that appropriates Fund Balance. That notice shall include the purpose and justification for the amendment, as well as certification that the budget remains balanced and that the Town’s Fund Balance policy requirement will be met. Any member of the Town Council may request that the proposed amendment be placed on the next Town Council meeting agenda. This change should continue in future annual Budget Ordinances.
- The Town Council should amend Sections 20.A-C of the Recommended FY27 Budget Ordinance (which permit the Budget Officer to (1) reallocate appropriations within functions, (2) execute interfunctional and interdepartmental transfers within the same fund, and (3) utilize appropriations contained in contingencies) to require the Town Manager or the Manager’s designee to report each change in writing at the next regular Council meeting.
- The Town Council should direct the Town Manager to research and provide recommendations on additional best practices in budget development, including but not limited to the topic of Town resident involvement in the budget process.
- The Town Council should require advance notice to the Council prior to the purchase11 of interests in real property exceeding $300,000.00, excluding approved capital projects where any one (1) of the following events has occurred in connection with the capital project: (1) the Town Council identified the general location of such capital project in writing; (2) the Town Manager consulted with all members of the Town Council concerning the purchase; or (3) the Town’s obligations under the purchase contract are contingent upon Town Council review. Any Council member should have the right to request review of the transaction by the full Council before the Town becomes legally committed to the transaction.
- The Town Council should direct the Town Manager to reinstate and fill the position of Town Internal Auditor. Upon a majority vote of the Town Council, the Internal Auditor should review specific matters of Council concern and report results to the Town Council.
- The Town Council should direct the Town Manager to review existing procedures and policies for acquiring new technology, including software programs and other technological systems, and report the Manager’s recommendations to the Town Council.
- The Town Council should engage an outside consultant to assist with the Council’s annual performance review of the Town Manager, Town Attorney, and Town Clerk. The consultant should gather confidential information from Town staff about performance, prepare a draft written evaluation, and propose goals for the Town Council to consider incorporating into the review.
- The Town Council should include fiduciary obligations in the Town Manager’s contract. As part of the Town Manager’s annual review, the Town Manager should certify compliance with the ICMA Code of Ethics, and the Town Council should provide a similar certification of compliance with its adopted Code of Ethics.
- The Town Council should amend the Personnel Ordinance to provide that the Town Manager directs and supervises the administration of all departments, offices, and agencies of the Town, subject to the general direction and control of the Council, but the manager is not the final authority for directing all activities of all Town employees.
- The Town Council should direct the Town Manager to follow standard personnel best practices for all positions—exit interviews, job postings, formal interview processes for job candidates, objective bonus and incentive systems, and predictable annual performance reviews of employees— and report to the Town Council in a timely manner how those practices have been followed.
- The Town Council should adopt a policy providing protection against retaliation for employees who report problematic behavior and occurrences (i.e., whistleblowers).
- The Town Council should require the Town Manager to provide the Town Council with written notice and justification for all positions added, eliminated, or repurposed.
- The Town Council should direct the Town Manager to review the current size and structure of the Town Manager’s Office, including comparisons to similarly situated municipalities and the Town’s historical structure, and to evaluate staffing levels, functions, reporting lines and costs, and report the Town Manager’s conclusions to the Town Council within a timeframe designated by the Town Council.
- The Town Council should adopt a policy requiring regular confidential employee surveys (at least every three years).
- The Town Council should direct the Town Manager to evaluate the costs, advantages, and disadvantages of creating a confidential employee-tip line.
- The Town Council should direct the Town Manager to evaluate the costs, advantages, and disadvantages of establishing an Organizational Ombuds program. A third-party Organizational Ombuds program provides a safe space to talk about an issue or concern, explores options to help resolve conflicts, brings systemic concerns to the attention of the organization for resolution and helps illuminate good ideas and opportunities that may get lost. See https://www.ombudsassociation.org.
- The Town Council should direct the Town Manager to develop a menu of initiatives to increase employee engagement and strengthen relationships among employees, departments, and the Manager’s Office, and to share the menu of initiatives with employees to gain employee feedback.
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The Town Council’s decision to commission this review reflects an important institutional strength. Rather than treating the concerns examined in this report as isolated events, responding only to the conduct of one former official, or passively relying on investigations by state agencies, the Council asked for a broader review directed toward lasting improvement. That broader approach is warranted. Policies, procedures, reporting systems, and workplace practices should not depend solely on the judgment, style, or good faith of a single officeholder. Durable public institutions require systems that encourage sound judgment, reveal problems when judgment fails, and provide governing bodies with the information necessary to act responsibly.
Council Initiated Items
The council has a process that allows members to introduce items for discussion at meetings, often leading to further action. Given the recent increase in these requests, I will begin sharing them here along with my perspective on their pros and cons.
Temporary moratorium on Data Centers
This proposal was submitted by Mayor Pro-Tem Bush, and I provided the second. It was brought up at the May 28th Council meeting. It will come back to council after the staff has gathered information.
Data centers are centralized facilities that house IT equipment for storing, processing, and distributing massive amounts of data. While they are the vital backbone of the modern internet and AI, they also pose notable environmental and community challenges by requiring massive amounts of electricity and millions of gallons of water. This proposal would direct staff to put a moratorium on data center approvals.
PROS:
- They generate significant long-term property and sales tax revenue for local municipalities, often offsetting the need to raise taxes on residents.
- They provide the essential computing power required to run the cloud, stream media, and train heavy AI models.
- Modern facilities offer unparalleled uptime, physical security, and disaster recovery protections for critical business information.
- Unlike large manufacturing plants or warehouses, operational data centers generate minimal daily traffic and produce very little localized air pollution.
CONS:
- We may not have authority to permanently prohibit them.
- They demand immense amounts of electricity and millions of gallons of water for cooling, which can strain local utility grids and drive-up energy costs for surrounding communities.
- Unless heavily offset by renewable energy sources, heavy reliance on power can prolong the use of fossil fuel plants and contribute to electronic waste.
- The constant operation of high-powered cooling fans and backup generators can create significant, round-the-clock noise disturbances for nearby residents.
- While construction creates many temporary jobs, fully operational data centers typically require very few on-site staff, delivering fewer permanent local jobs than other large-scale developments.
Partnering with the school board to pilot school zone safety improvements
This proposal was submitted by Council Member Bansal, and I provided the second. It was brought up at the May 28th Council meeting.
Several schools in Cary, particularly middle schools and high schools, are experiencing transportation safety concerns on and around school property. While the schools are responsible for transportation operations on campus and NCDOT oversees roadway infrastructure decisions, progress on improvements has been slow and resident complaints have continued to increase. This proposal would direct staff to work collaboratively with the schools on programs and strategies to help address these concerns.
PROS:
- Allows the Town to take a more proactive role, even when we are not the primary decision-maker.
- Responds to growing community concerns regarding school transportation safety.
CONS:
- The Town is currently understaffed, so this effort could require shifting staff resources away from other projects.
- Potential solutions could result in additional costs to taxpayers if Cary contributes funding toward implementation.
E-Bike Safety
This proposal was submitted by Council Members Bansal and Richards and presented at the April 16th meeting. It was part of our June 23rd work session.
The council initially launched a pilot program in June 2022 to allow e-bikes. After a one-year trial period, the program was made permanent, with a posted speed limit of 15 mph on greenways. Recently, however, there have been complaints that e-bikes, scooters, and similar devices are traveling at excessive speeds and creating potentially hazardous conditions.
PROS:
- We are listening to our citizens’ complaints.
- Preventing e-bikes and scooters will possibly make greenways safer.
CONS:
- There is basically no way to enforce an ordinance that has e-bikes or not.
- Any enforcement effort would require additional officers and officers’ time. We are currently underfunding officers and require overtime to maintain existing levels of service.
- We are revisiting a decision that was made after a one-year trial and review of data.
Council will vote on a draft ordinance of this later this year.
Smoke Free Ordinance
This proposal was submitted by Mayor Pro-Tem Bush and Council Member Craig and presented at the April 16th meeting. It was part of our June 23rd work session.
PROS:
- Eliminates toxic secondhand smoke.
- Current ordinance does not match state law and Raleigh/Wake ordinance.
CONS:
- Any enforcement effort would require additional officers and officers’ time. We are currently underfunding officers and require overtime to maintain existing levels of service.
Council will vote on options to add to the current ordinance later this year.
Affordable Housing on Old Library Site
This proposal, submitted by Mayor Pro Tem Bush and Council Member Bansal, would place a podium-style parking deck with affordable housing on the former library site. This has yet to be scheduled for a meeting agenda.
PROS:
- Adds parking across from Downtown Cary Park.
- Create affordable housing units in the downtown area.
CONS:
- May underutilize one of the municipality’s most valuable properties. Downtown Cary Park generates approximately $16 million annually in economic impact, and this site could represent an opportunity for a more transformative use.
- The town has already invested millions in renovating the Ivey-Ellington House, positioning this area as a premier destination.
Mayor’s Mailbox
- Dozens of emails about the RHA proposal to buy Amberwood. Most were against the proposal but some we in favor.
- A message telling me how to run council meetings followed up by giving me a grade of B+.
- A request to “require the removal of fallen leaves from residential and commercial landscapes” to protect butterflies (This is probably an HOA requirement and not a town requirement)
- A comment about a Green Level Church Road rezoning 22-REZ-06.
- A lifetime of hate via emails, social media, etc. about what was reported by the State Auditor. Most believe I was knowledgeable, compliant, and/or responsible even if I knew nothing. (No, I was the whistleblower) I will not post any of the nastiness. I am sure it is easy to find with a search.
- Lots of messages of support, especially from people who know me and my character and lots of support from those who don’t personally know me. Here are a couple:
“I have been a proud Cary resident since 1978 and have lived downtown for the last five years.
I want to offer my support to you during this challenging time. I am confident that you have devoted significant time and effort to our community’s success. Many citizens have even greater respect for you because of how you are handling this difficult situation.
Please know that you have the support of most residents. It is frustrating that a small but vocal group can sow such venom and anger, but we appreciate your continued efforts.
Thank you for all that you do. If I can contribute in any way to your efforts, please let me know.”
“Mayor Weinbrecht
That was a term used by some last evening during the TOC Town Council Meeting but not offered to you.
I felt the need to reach out to you only, about what I felt. I see in you the man and Mayor of 20 years ago, when I came in front of the council about a sub-division being annexed adjacent to my community. At that time you were flanked by a council that had Cary in a growth mode, while still having the residence and tax payers at the front of their discussion and final decisions.
Sadly, I did not see nor hear the council members in that light, including my district new member. I see the rest of the council group more interested in achieving and defending their own desired outcomes to promote themselves.
You are a good man and know what needs to be accomplished for the residence in a TOWN AND COMMUNITY you developed form the early stages of Cary.
Follow your own example, of creating a harmonious environment with strength, flexibility and knowledge‼️
DO NOT, FOR A MINUTE, THINK YOU ARE NOT NEEDED.
Please take care of yourself first, so you can be the leader that I still see in you.”
- Also, lots of email after the ugly council meeting on Thursday. Here are a few:
“Thank you for continuing to lead the Town Council with thoughtfulness and common sense. I did not attend the recent meeting however I read about it. I do not agree with anyone who says Council Members should resign. Everyone should stand firm. We unfortunately had one bad actor, and now he is gone, and I feel we have definitely learned from that experience and I know you and the other members continue to work to make things better.”
“I attended the contentious Council meeting on July 23. … I was not prepared for the onslaught of vicious comments against you and Council members. … I believe in you.”
“I just wanted to thank you for your patience last night…Thank you again for your service to our town.”
“First, I would like to apologize for our passionate outburst during last evening’s meeting. While tempers flared due to the importance of the issues, we should have maintained a more respectful tone. … Thank you for your service to our great town.”
“I attended last night’s meeting. It was a difficult meeting, to say the least, and I appreciate the professionalism that you and other council members exhibited throughout the evening. … Thank you for your service to the Town of Cary.”
Next Week
Next week’s activities include staff meetings, with no other meetings. It is important to spend time with my family after our recent personal loss.
Well, that is all for this week. My next post will be on Sunday, August 2nd, 2026. Although I have Facebook and Twitter accounts, those are not the best means of communication with me. Please send all Town of Cary questions or comments to Harold.Weinbrecht@carync.gov and email personal comments to augustanat@mindspring.com.
How Cary Government Works
Cary’s government, like most cities in North Carolina and most mid-sized cities in the U.S., uses a council–manager form of government. This system works a lot like a company, but for local government. Residents elect a council and a mayor, who set policy by passing laws, approving the budget, and guiding the town’s overall priorities. The council then hires a professional manager to run the town’s day-to-day operations.
Think of it like a company: the council acts like a board of directors, making policy and representing the public, while the city manager acts like a CEO, overseeing all departments, such as finance, public works, police, and fire, and managing town staff. The mayor leads council meetings, represents the town publicly, and has limited executive authority. While the council and mayor make policy decisions and receive regular reports, they usually see only high-level summaries rather than the detailed inner workings of each department.
In short, just as a board hires a CEO to run a company, Cary’s council hires a manager to run the town, ensuring professional management while elected officials focus on big-picture decisions and community priorities.
You can find additional information about how Cary’s government works on the town’s website here.
Purpose of this Blog
It is my hope that this blog will provide insight not only into who I am meeting with on behalf of the Town, but also the topics we discuss. I believe strongly in open and transparent government. This blog is one of several initiatives I implemented when I became mayor in 2007 to make the governmental process more accessible to our citizens.
This blog is written with sincerity, honesty, and a commitment to accuracy so our constituents can better understand the work we do. After all, we work for them!
Harold's Blog 