Name: Charles Blackwood
Age: 65
Party affiliation: Democrat
Campaign website: BlackwoodForSheriff.com
Occupation and employer: Sheriff of Orange County
1. What do you believe are the most important issues facing the Sheriff’s Office? What are your top three priorities in addressing these issues?
The most important issue facing the Sheriff’s Office is building and sustaining a workforce capable of meeting increasingly complex demands. Like sheriffs’ offices across the state, we face ongoing challenges in recruiting, training, and retaining qualified deputies and detention officers amid heightened scrutiny, evolving public expectations, and increased risks associated with the profession. Public safety depends on having well-prepared, supported professionals who can adapt to change while maintaining high standards.
My top priority is establishing and maintaining a clear professional standard. From recruitment through supervision, expectations must be consistent and focused on excellence, accountability, and service. This includes reinforcing a culture that values sound judgment, adaptability, and respect for the people we serve, while ensuring employees understand what is expected of them and why it matters.
My second priority is investing in training, wellness, and support for our personnel. Deputies and detention officers are increasingly responding to calls involving mental health crises, substance use, and social instability. We cannot wait for broader system reforms to equip our staff. We have strengthened training in de-escalation, crisis intervention, cultural competency, and officer wellness, while expanding access to mental health resources. Experience shows that employee longevity is closely tied to trust in leadership and feeling supported, not compensation alone.
My third priority is using technology and modern practices to improve efficiency and effectiveness. The pandemic demonstrated how long-available tools could be deployed more effectively when leadership is willing to adapt. We have applied those lessons by improving processes such as video visitation and virtual court appearances, allowing staff to focus on core public safety responsibilities while improving access and convenience for the public.
Recruitment and retention require strategic, long-term solutions. We have streamlined hiring processes, increased transparency for applicants, strengthened outreach and partnerships, and supported career development through improved training and advancement opportunities. With the County Manager’s support, the Step Pay Program has helped improve retention, morale, and workforce stability.
Remaining effective as a sheriff’s office requires anticipating change, supporting personnel, and maintaining professional standards. These priorities ensure we are prepared to meet current challenges and those still ahead while continuing to provide reliable, constitutional public safety services.
2. What in your record as a public official or other experience demonstrates your ability to be an effective county sheriff? This might include career or community service; be specific about its relevance to this office.
I am a lifelong Orange County resident with more than 45 years of law enforcement experience, including over a decade serving as Sheriff. My roots in this community run deep, and my entire career has been spent in public service here, beginning in 1980 when I was hired by then-Sheriff C.D. “Buck” Knight.
In 1982, Sheriff A.L. “Lindy” Pendergrass was elected as the 46th Sheriff, and I was sworn in under his command. Over the next 32 years, I served in and supervised every division of the Sheriff’s Office, gaining comprehensive operational experience and ultimately serving as Sheriff Pendergrass’s second-in-command.
In 2014, I was sworn in as the 47th Sheriff of Orange County. Since then, my focus has been on public safety, professional accountability, and organizational stability. Under my leadership, the Office has reduced crime, solved long-standing cold cases, strengthened interagency cooperation, and improved facilities essential to both public safety and staff well-being. I was directly involved in the design and construction of the courthouse addition completed in 2009 and the new detention center that opened in 2022, ensuring both projects met operational and constitutional standards.
Throughout my tenure as Sheriff, I have prioritized partnerships that address the intersection of public safety, mental health, and substance use. In collaboration with community and criminal justice stakeholders, I helped establish the Jail Mental Health Workgroup and introduced Medication-Assisted Treatment in the detention center. Recently, this initiative expanded to Medication for Opioid Use Disorder (MOUD), providing medically supervised treatment that reduces withdrawal risk, prevents overdose, and improves post-release outcomes.
My work at the county level has been complemented by sustained statewide leadership. In 2017, I was appointed to the North Carolina Governor’s Crime Commission, and in 2025 I was appointed Chair. In 2022, the sheriffs of North Carolina unanimously elected me President of the North Carolina Sheriffs’ Association during its 100th anniversary year. These roles reflect the trust of my peers and provide perspective on best practices, legislative impacts, and emerging challenges facing sheriffs across the state.
Over more than four decades in law enforcement, I have seen both the best and the worst of humanity. I believe honoring tradition and embracing change are not mutually exclusive. Our employees are the Office’s greatest asset, and I have consistently emphasized training, support, and professional respect so they can deliver the highest level of service. During our tenure, we have evolved, improved, and continually sought to be responsive to the people we serve. With this experience and understanding of the role, I am prepared to continue leading the Orange County Sheriff’s Office with integrity, accountability, and focus as we move into the next four years.
3. If you are challenging an incumbent, what decisions has the incumbent made that you most disagree with? If you are an incumbent, what in your record and experience do you believe entitles you to another term?
I do not believe any public official is entitled to office. Serving as Sheriff is a responsibility that must be earned and re-earned through performance, judgment, and public trust. I remain humbled by the confidence voters have placed in me over multiple elections since 2014, and I work every day to justify that trust.
Over more than 45 years in law enforcement, including the past decade as Sheriff, my focus has been on public safety, constitutional policing, and organizational stability. Under my leadership, the Sheriff’s Office has reduced crime, strengthened interagency cooperation, expanded mental health and substance-use treatment within the detention center, and improved facilities critical to both public safety and staff well-being. These outcomes reflect deliberate leadership choices grounded in experience and collaboration.
From the beginning of my tenure, I have treated our employees as the Office’s greatest asset. When deputies and detention staff are well trained, properly equipped, and supported by leadership, they perform effectively and earn the confidence of the public. That internal culture directly affects how the Office interacts with residents, individuals in custody, and those who rely on us for civil process, administrative services, or help during a crisis.
I have also emphasized building trust outside enforcement settings. Public safety is not established solely during emergencies; it is built through sustained engagement in schools, community spaces, the courthouse, and everyday interactions with the public. The feedback I receive from residents reflects confidence in the professionalism and responsiveness of the Sheriff’s Office.
My experience at both the county and state levels has reinforced the importance of thoughtful, steady leadership during periods of legal, social, and operational change. I believe my record demonstrates the judgment, experience, and commitment necessary to continue leading the Orange County Sheriff’s Office responsibly and effectively.
4. Parts of Orange County have seen upticks in crimes, particularly carjackings and break-ins, committed by young people. What needs to be done about juvenile offenses? What role does the sheriff, whose jurisdiction is outside of city limits, have in addressing it?
The recent uptick in juvenile crime is not unique to Orange County and did not begin overnight. Statewide data show that juvenile involvement in violent crime increased from approximately 4 percent in 2019 to 7 percent in 2022. Through my service on the Governor’s Crime Commission and in collaboration with the Secretary of Juvenile Justice, I have participated in extensive discussions examining the factors contributing to this trend and identifying strategies to reverse it.
Several dynamics have converged to drive this increase. When the General Assembly enacted the Raise the Age legislation, the recommended funding to support prevention, treatment, and diversion services was not fully appropriated. As a result, gaps emerged in the very systems designed to keep young people from becoming justice-involved. Those gaps were further exacerbated by the social isolation and school disruptions caused by the COVID-19 pandemic, which intensified mental health challenges for many youth. During this period, gangs also exploited misinformation about the law to recruit juveniles into criminal activity.
Addressing juvenile crime requires sustained investment and coordination, not enforcement alone. Research shows that adolescents are more prone to impulsive and risk-taking behavior, particularly when they have experienced trauma, abuse, neglect, or other adverse childhood experiences. Schools are often best positioned to identify at-risk youth early, which is why funding for additional school-based social workers, counselors, and mental health professionals is essential. After-school programs and structured activities that provide positive alternatives must also be fully supported.
Public safety efforts must also include preventing access to firearms by minors.
Education around responsible gun ownership and safe storage is a necessary component of reducing both youth-involved violent crime and accidental harm.
The Sheriff’s Office has jurisdiction throughout Orange County, including within town and city limits, and plays an important role in coordinating these efforts. While no single agency can solve this issue alone, we work closely with local law enforcement agencies, the courts, school systems, and community organizations to share information and respond collectively. As recently noted by retired Superior Court Judge Carl Fox, cooperation among law enforcement leaders and court stakeholders in Orange and Chatham counties is stronger than at any point he can recall.
By continuing to collaborate, advocating for adequate funding, and engaging community partners, we can improve outcomes, hold young people accountable when necessary, and expand opportunities that steer them away from criminal behavior and toward safer, more productive paths.
5. Police officers’ and sheriff’s deputies’ personnel files, including disciplinary records, are not public documents in North Carolina. Given that law enforcement in some cases has the power of life and death, do you believe it is appropriate for members of the public to know whether a law enforcement agent has been disciplined and why?
Making law enforcement officer’s personnel files available to the public is a topic that has been discussed for many years. Currently, employee records of “each dismissal, suspension, or demotion for disciplinary reasons” are already public record, pursuant to NCGS 153A-98.
While providing more access to personnel files may increase transparency and build trust between law enforcement and the communities they serve, I have some concerns related to privacy. Some records may be wholly unrelated to job performance. Additionally, some files may contain complex policy and legal matters which, when taken out of context, may result in unfair judgment and condemnation of officers.
Safety concerns must also be considered as these files may contain information which could potentially endanger the officer or members of the officer’s family. These considerations are relevant because public access to such files may cause supervisors to avoid discipline out of concern for misinterpretation or unintended consequences.
A statutory change enacted in June 2025 now requires law enforcement agencies and sheriffs’ offices to obtain and review a candidate’s complete personnel file from prior North Carolina law enforcement employers within the preceding five years. These provisions ensure that critical employment and disciplinary information is shared with the decision-makers responsible for hiring, without converting confidential personnel records into public documents. As a result, the General Assembly adopted a structured approach that advances accountability while preserving confidentiality.
6. Over the past two years, the legislature has expanded requirements for local sheriffs to notify ICE about individuals in custody and hold them for up to 48 hours or until ICE takes them into custody. What in your opinion is the impact of this change on communities and sheriff’s offices?
Over the past two years, the General Assembly has enacted HB 10 and HB 318, legislation whose practical and constitutional implications warrant careful examination. Being present in the United States without lawful status is a civil violation of federal immigration law, not a criminal offense under North Carolina law, and all individuals within the United States are entitled to constitutional protections regardless of status.
From a community perspective, these changes risk eroding trust between residents and local law enforcement. When people fear that routine contact with deputies may lead to immigration detention, they are less likely to report crimes, serve as witnesses, or seek help, which undermines public safety for everyone.
For sheriffs’ offices, the expanded notification and detention requirements place local agencies in a difficult position by pushing them closer to federal immigration enforcement, an area outside their core mission and legal authority. ICE has jurisdiction over civil and criminal immigration matters, and local law enforcement must ensure that any cooperation does not violate constitutional protections or exceed the scope of state law.
I have taken an oath to support and defend the Constitution and laws of the United States and North Carolina, and I will continue to fulfill that oath by prioritizing public safety, constitutional compliance, and the trust necessary for effective policing.
7. The Orange County Sheriff’s Office has a budget of more than $20 million. Is this sufficient? What would you seek additional funding for? Conversely, as federal funding puts pressure on local government budgets, what Sheriff’s Office expenses could be reduced?
The Sheriff’s Office operates on an annual budget of approximately $22 million, the vast majority {$20 million) of which is dedicated to personnel costs. Within that reality, any request for additional funding must be targeted, justified, and directly tied to public safety outcomes.
One area where additional investment is both necessary and responsible is in modernizing our records and jail management systems. We are in the process of replacing outdated RMS and JMS platforms with systems that allow for more effective data analytics, real-time information sharing, and improved coordination with law enforcement and emergency services partners. These systems also enhance transparency and efficiency by allowing us to respond more accurately and comprehensively to public records requests. While these platforms require significant upfront and ongoing costs, they are essential infrastructure for modern, data-driven policing and detention operations.
Beyond technology, staffing remains the most critical and cost-intensive component of our budget. Personnel costs account for nearly all expenditures, leaving a relatively small operational budget {approximately $2.1 million} to cover fuel, radios, body-worn cameras, protective equipment, software licenses, food services, and detention operations. Reductions in these areas would directly affect employee safety, detainee care, or service delivery.
For that reason, there are no obvious areas where expenses can be reduced without consequences. Rather than cutting core operations, we have consistently sought efficiencies and supplemental funding. When countywide budget pressures arise, we adapt by pursuing grants, such as funding through the Governor’s Highway Safety Program, seeking private-sector donations like AED equipment, and partnering with nonprofit organizations such as the Sheriff’s Office Citizen Organization to support community-focused initiatives.
I approach the budget process with an understanding that the Sheriff’s Office is one part of a larger county system. My responsibility is to clearly communicate public safety needs and propose a budget that is realistic, restrained, and defensible. The County Manager and Board of County Commissioners ultimately balance those needs against all other county priorities, and when adjustments are required, we have always found ways to continue meeting our mission without compromising safety or service.
8. The Crisis Assistance, Response, and Engagement (CARE) team recently expanded from Chapel Hill into Carrboro with plans for a future mobile unit. Do you support this expansion? How should the Sheriff’s Office and CARE work together, and what oversight should the Sheriff’s Office have over these responders outside of town limits?
I applaud the recent expansion of the Crisis Assistance, Response, and Engagement (CARE) Team into Carrboro and would welcome a future mobile unit serving additional parts of the county. The CARE Team has proven to be an effective alternative response for certain calls involving mental health crises, allowing people with clinical expertise to respond in situations where law enforcement is not the best or safest first option.
I monitor radio traffic regularly and see firsthand how often telecommunicators appropriately dispatch the CARE Team instead of a law enforcement officer. I also review calls responded to by deputies and consider whether they would have been better suited for a CARE response. Sending trained clinicians to people in crisis provides a more nuanced, trauma-informed response and allows deputies to remain available for calls that require a law enforcement presence.
As the CARE Team expands beyond municipal boundaries, coordination will be essential. The Sheriff’s Office should work collaboratively with CARE in the same way we do with other countywide services such as Emergency Services, Child Protective Services, and Animal Control—by sharing information, coordinating responses when needed, and respecting each agency’s distinct role, policies, and professional expertise.
The CARE Team already has an established oversight structure that includes representatives from Emergency Services, the municipalities it serves, and the county’s Criminal Justice Resource Department. If CARE expands into unincorporated areas of the county, it would be appropriate for the Sheriff’s Office to have a seat at that table. That role should be collaborative rather than supervisory, ensuring coordination and accountability without undermining the clinical independence that makes the program effective.
CARE works because it is designed as a complementary service, not an extension of law enforcement. I fully support its continued growth and believe thoughtful collaboration is the right approach as it expands.
9. 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.
State supervision requirements for detention facilities are clear, and compliance with those standards is essential to detainee safety. As Sheriff, I take full responsibility for ensuring that those requirements are met consistently.
Detention officers in Orange County are trained through the state-mandated Detention Officer Certification Course, which emphasizes the duty to conduct required visual checks of detainees. We also maintain on-site supervision through a Jail Administrator and command staff whose responsibility is to ensure that policies and procedures are followed and that expectations are enforced.
Our detention facility is divided into eight housing pods. State rules require officers to physically enter each pod and visually check each detainee at least twice per hour, no more than 40 minutes apart, and not at predictable intervals. These rounds are electronically documented using a handheld system that records each entry. In addition, officers conduct frequent rounds in booking and medical observation areas, including 15-minute checks for detainees who are suicidal, ill, impaired, or experiencing withdrawal. As a result, officers complete hundreds of documented checks each day.
During the most recent state inspection on June 17, 2025, inspectors reviewed records from June 1 and identified a single instance in which rounds in one housing pod exceeded the 40-minute requirement. While that finding was valid and properly noted, it occurred in the context of officers completing required rounds more than 99 percent of the time during the review period. Even so, any missed or delayed round is unacceptable, and compliance must be complete.
Following that inspection, we strengthened our internal oversight practices. Supervisors now review electronic round records more frequently, and when a round is missed or delayed, we examine video footage and documentation to determine what occurred. These reviews are used to reinforce expectations, address complacency, identify operational or staffing pressures, and ensure officers understand both the safety purpose behind the rule and the importance of strict adherence.
Staffing challenges and the increasing number of detainees with serious mental illness place real demands on detention officers, but those pressures do not excuse noncompliance. My responsibility as Sheriff is to set clear expectations, ensure consistent supervision, and inspect what we expect. When standards are met, that reflects the professionalism of our staff; when they are not, the responsibility rests with me to correct the issue.
Our goal is for the detention center to be the safest facility in the county—for detainees and staff alike—and continuous compliance with supervision requirements is central to that responsibility.
10. The Orange County Sheriff’s Office has previously been cited by state inspectors for not following supervision requirements, which help ensure the safety of detainees and the facility. For the incumbent, what have you done to ensure compliance with supervision requirements? For challengers, what would you do if elected?
I believe effective leadership requires a willingness to listen and adapt, and I have changed my position when constituent feedback demonstrated a better path forward.
One clear example involves body-worn cameras. When our Office began discussing their use prior to implementation in 2019, I initially had reservations beyond the cost of the program. I was concerned about potential impacts on morale if deputies viewed the cameras as a sign of mistrust. I also worried about the time required to manage footage and whether activating cameras during complex, high-risk scenes could create distraction or delay.
After hearing consistent feedback from community members and members of the Orange County Board of Commissioners who supported body-worn cameras, I agreed to move forward with the program. Experience has shown that my concerns were largely unfounded. The cameras provide an objective audio-visual record from the deputy’s perspective, which often differs significantly from bystander cell phone video. In many cases, recordings have conclusively demonstrated that deputies acted professionally and in accordance with policy, even under dangerous or chaotic conditions.
At the same time, if footage supports a complaint, it provides valuable information to determine whether additional training, discipline, or termination is appropriate. The cameras have also become an effective training tool, allowing supervisors to review real interactions with new deputies in a structured, instructional way. Over time, deputies have come to view body-worn cameras as protective rather than punitive, particularly as recordings have repeatedly resolved false or exaggerated complaints.
Another example stems from feedback gathered through a countywide survey conducted by Public Policy Polling. The survey revealed significant public concern about the growing prevalence of scams, particularly calls falsely claiming to come from the Sheriff’s Office. In response, we expanded our public education efforts, regularly informing residents about common scam tactics and how to report them. Our Community Services division now offers more frequent scam-prevention programs, with particular focus on seniors, who are often targeted.
These experiences reinforced the importance of remaining open to change, especially when community input highlights emerging needs or demonstrates that a different approach better serves both public safety and public trust.
11. Are there any issues this questionnaire has not addressed that you would like to address?
Thank you for the opportunity to address these questions. One issue I would like to underscore is the importance of sustained communication between elected officials and the people they serve, not only during election cycles but throughout the year.
Since August 2019, I have written a monthly column, The Lowdown, published on the Sheriff’s Office website and by The News of Orange, which now comprises 80 in-depth articles. Through that forum, I have sought to explain decisions, describe challenges facing the Office, and share how law enforcement work affects our community. Transparency and accessibility are essential to maintaining public trust, and I believe elected officials have a responsibility to explain not just what they do, but why they do it.
I welcome continued dialogue with residents and value feedback on the issues that matter most to them. Serving Orange County as Sheriff has been a privilege, and I remain committed to thoughtful leadership, accountability, and open communication.