Orange County Board of County Commissioners, District 2: Beth Bronson

Name: Beth Bronson

Age: 38

Party affiliation: Democrat

Campaign website: bronson4orangecounty.com

Occupation and employer: Clinical Research Coordinator, Division of Surgical Oncology at Duke University Health System

1. In your view, what are the three most pressing issues facing Orange County and—if you are running for a district seat—your district in particular? If elected, what will you do to address these issues?

The three most pressing issues facing Orange County, especially District 2, are managing economic and infrastructural growth responsibly, protecting our natural resources, and ensuring that policy decisions benefit all our residents.
Growth pressure is arriving fast in District 2, often in areas lacking infrastructure or services to keep pace. If elected, I will prioritize long-range planning that is transparent, data-driven, and rooted in the community so growth supports, not overwhelms, existing residents.

Alongside economic growth, environmental protection is essential. Orange County contains some of the piedmont’s most important waterways and arable land. I will advocate for land-use policies that protect clean water, public health, and biodiversity while recognizing that conservation and economic vitality are not mutually exclusive.
Most importantly, our local governments need to be transparent and responsive to their residents. This assures that policy decisions are made to benefit the entire community, not just those “in the know.” We need leadership that will be receptive to the concerns of our residents and who are willing to bring that information to our regional and state leaders. That means going to communities, listening early, and understanding how broad decision making affects people differently, depending on where and how they live. 

2. How would your experience―in politics or otherwise in your career―make you an asset to the county’s decision-making process? 

My experience gives me both a technical knowledge and lived perspective. I currently serve in both an advisory and quasi-judicial roles as a Commissioner-appointed volunteer. Participating on the Board of Adjustment and Planning Advisory Board, I have seen firsthand how state law, established ordinances, and long-range plans intersect with public input. 

Outside of formal roles, I’ve spent years educating myself on planning documents, transportation budgets, and development proposals that directly affected our community. Decisions that look good on paper can have unintended consequences unless you are actively communicating with constituents.

I bring a combination of preparation, curiosity, and accountability to decision making, and I will continue to ask hard questions while respecting the complexity of the role, County Commissioner.

3. What’s the best or most important thing the Orange County Board of County Commissioners has done in the past year? Additionally, name a decision you believe the board should have handled differently. Please explain your answers.

One of the most important things the Board has done recently is their continued investment in critical services – particularly, high-speed fiber internet and expanding emergency services coverage in the more rural parts of the county. A commitment to equity across the geographic county, not just population centers is something I applaud.

Where I believe the Board could have done better is promoting early and proactive community engagement around major budget and planning decisions. Residents often feel frustration when they learn about decisions too late in the process. I would advocate for outreach earlier, before options narrow, so public feedback can meaningfully shape outcomes rather than react to them. 

In the past year, we have seen a timeline reduction in public notices for rezoning, something the County had long prided itself on having higher standards than normally required. County staff do not have the resources, personnel, and funds to provide a higher level of outreach that is expected, and they need the support of our elected leadership. 

4. Property valuations have risen significantly in recent years, and many Orange County residents are worried about their ability to continue to afford to pay taxes on their homes. What do you believe the county commission should do to make living here more affordable? If you support cutting taxes, where would you reduce government spending?

While I am glad that the value of our area is being recognized, rising property valuations cause real anxiety for long-time residents. We must make sure our community members are not displaced, or “priced out,” for the sake of pursuing economic development. I believe the County should focus on relief mechanisms that are accessible to those most vulnerable to rising costs, and simultaneously look for cost-avoidance strategies, not just revenue generation.

We should be evaluating tax relief options already allowed under state law, continue to invest in housing affordability, and prioritize spending that reduces long-term costs in order to prevent expensive retrofits later. Orange County is largely residential. In order to make life affordable we cannot continue to pass along these cost increases onto property-owners. 

5. In 2025, the Orange County Board of County Commissioners fell short of funding the stated budget needs of both Orange County Schools and Chapel Hill-Carrboro City Schools. Did those budgets meet the needs of students and the districts? Describe something you think the school board should have prioritized differently in the current budgets. 

The budgets reflected difficult trade-offs that could not fully meet the needs of students or staff in either district. While recognizing the County’s fiscal constraints, well equipped schools are foundational to our long-term success. We cannot allow bloated administration budgets and the state’s position on school vouchers to take away critical resources that are needed for students and teachers. 1 in 10 teachers left their positions in the 2023-2024* school year, which has contributed to the longstanding issue of attrition in educator positions. 

I believe greater priority should be placed on retaining educators and support staff, particularly in the face of rising living costs. Stability in staffing, especially new and non-traditional teachers,* directly affects student outcomes. Under-resourcing staff and facilities creates challenges that compound over time. We must respect the importance of having an educated population, and the many ways in which learning can take shape in the classroom, or elsewhere. 

*[source: Report to the General Assembly; 2023-2024 State of the Teaching Profession in North Carolina]

6. Federal funding cuts this year have hit the Triangle particularly hard, and state funding for things like schools is declining. What are your ideas for how the county can prioritize competing funding needs, close funding gaps, and balance the financial burden on residents?

With declining external funding or outright lack of a budget, prioritization becomes even more critical. Orange County must focus on core services, long-term sustainability, and leveraging innovative partnerships. That means aligning our tax dollars where they can unlock matching funds, regional collaboration when appropriate, and advocating assertively at the state level for Orange County’s needs. Transparency is also essential. Residents deserve to understand not only what decisions are being made, but why. It may not be immediately apparent to us regular folks, but what happens on the state and national level impacts our daily lives in quiet and subtle ways that have the ability to create either difficulty or opportunity. The Board should take the time to communicate predictive impacts to our community as a result of state-level decisions. Again, this is about embracing transparency so everyone knows they have a seat at the table. 

7. What is your vision for how Orange County should grow economically? What policies would you like to see implemented to enhance economic development in Orange County?

My vision is for intentional, locally-grounded economic growth that reflects the diversity of Orange County’s communities. That includes supporting small businesses, agriculture, and place-appropriate commercial development rather than adopting a one-size-fits-all approach. Recent changes to zoning legislation at the NC General Assembly had a dramatic impact on how local and municipal governments operate legislatively. We owe it to our residents to look for ways to leverage our autonomy as a county. A county with enormous potential for economic opportunity without losing our core values. 

I support policies that align economic development alongside land conservation; workforce needs and infrastructure capacity; ensuring that incoming growth strengthens us collectively, rather than displacing people who make it work.

8. With Orange County’s growth come challenges related to suburban sprawl, transportation, and affordable housing. What have been the county’s successes in managing this growth in recent years? What about its failures? What would you do differently?

The County has done well to recognize that growth should be guided by strategic planning, rather than reaction. There have been comprehensive studies into who we are as a community, and what makes us such a desirable place to live and work. However, implementation has not always matched intent, as you can only perform so many SWOT (Strength, Weaknesses, Opportunity and Threat) analyses based in theory. Particularly rural areas, who are at risk of speculative development contracts using outdated planning models. The Commissioners deserve credit for acknowledging the complexities of comprehensive land development, and I believe we can do a better job of serving the will of the people while also achieving economic prosperity. 

I would push for purposeful and thoughtful alignment between long-range plans and day-to-day decisions, necessitating a stronger line of communication with residents about how growth proposals fit into comprehensive county goals. Recent delays in presenting an updated Land Use Planning directive to the public has created a stagnation in public participation, and we don’t want to lose the momentum we generated in 2024.

9. Is the county doing enough to protect, preserve, and maintain its natural resources, including parks, waterways, and green spaces? What would you continue to do or do differently?

Orange County has a strong foundation in conservation, and increasing development pressure means we cannot be complacent. I would continue existing protections while strengthening enforcement and ensuring environmental considerations are integrated early, not after proposals have advanced to the point where major investments are made by developers who do not share the same considerations.

Protecting waterways, green space, and biodiversity is not just an environmental issue, it’s an economic and public health issue. Start the process off correctly to avoid unnecessary environmental consequences down the road. Building a better county for the next generation starts with using best practices with regard to surface water management, forestry protection, and light/noise pollution that is inevitable with continued growth. 

10. North Carolina is a “Dillon Rule” state, meaning that the only powers municipal and county governments have are the ones granted to them by the legislature. Would you like to see this changed? How would you work with state legislators from Orange County, as well as mayors and council members to ensure that Orange County, its municipalities, and the state are on the same page regarding policies that affect residents of Orange?

I would welcome greater local authority, acknowledging that we are not without agency to help our community, even with current restraints of the “Dillon Rule.” North Carolina has the most dense rural population in the country, second only to Texas. We have a diverse set of communities that have their own requirements in order to prosper. More distant control, presided over by the state, creates policies that are less likely to truly reflect the needs of the constituents. North Carolina has a diverse landscape of people from all backgrounds, and local/municipal governments need to be able to respond to local pressures unique to their communities. As the Dillon Rule stands, we must focus on strengthening relationships with state legislators, municipal leaders, and regional partners.

Consistent communication and unified advocacy is the way to win over a majority of stakeholders, so Orange County must speak clearly about its priorities to Raleigh leadership and ensure that legislative decisions affecting our residents are reflective of the local reality.

11. Give an example of an opinion, policy, vote, or action you changed based on constituent feedback. If you have not yet held elected office, describe a time when you changed your position on an issue after listening to those affected by it.

While not having held an elected office yet, I have attended a lot of public hearings, as well as advocated on my own behalf during public comment. When trying to understand and communicate the consequences of rezoning agricultural land into large industrial development parcels in my own neighborhood, I realized that no matter how I thought my neighbors should steward the land, this was not something I personally had control over. Rather than trying to prevent speculative development for the sake of not wanting it, my goal was to become more productive in communicating concerns of inadequate planning practices and the overlooked consequences to the remaining community. I began to advocate for better zoning ordinances and preservation of existing character.

12. Are there any issues not included in this questionnaire that you would like to address?

Three things I want people to know that I stand with:

1. Caregiver support systems: With a predominantly residential, and aging, constituency, we need to plan accordingly to best support those who are supporting others. Too many of my friends and neighbors are swamped being the foundational support for their children, while also providing essential assistance to their elders. To care for one another is the essence of why I’m running for County Commissioner. From where I stand, this is the key to unlocking economic prosperity for the average community member. 
2. Stronger Continued Education: Educational opportunities that allow anyone to seek personal development is not just novel, but absolutely essential. Schoolyards are evolving, and as one of the most educated peoples in North Carolina, Orange County should be the gold standard for accessibility to higher learning standards. 
3. I maintain a strong conviction that we need land management policies and corresponding funding that affords county staff the ability to promote water quality standards, our natural biodiversity, and pollution control measures.

I welcome any and all feedback on my positions, encouraging anyone interested to reach out at [email protected].