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Scotland County Board of Commissioners At-Large

The 7-member Board sets the policy for the county, determining the strategic vision for the county, appoints a county manager, attorney and others to serve the county, adopts ordinances, including zoning, and establishes an annual budget, which includes setting the tax rate and calling bond referendums. Commissioners must reside in the districts they serve but are elected countywide and serve 4-year terms.

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  • Bo Frizzell
    (Rep)

  • Whit Gibson
    (Dem)

Biographical Information

What is the most important issue the County Commission will have to address in the next two years? (YouTube video link or 700 characters max if text)

What is the most effective role the county commission can play in improving the local schools? What policies or funding will you suggest when elected?

What policies will you propose to improve the economy of your county?

What policies would you propose to improve the quantity and quality of social services in your county?

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Age (optional) 71
Contact Phone (910) 280-1644
Position/philosophy statement In 2012, I ran to bring "vision" to our governing body. We have reduced the tax rate in 3 of past 5 years & improved relations with school board, etc
The most important issue that County Commissioners will have to face in the coming 2 years will be budgetary. With the current demands on our system being complicated by the CoronaVirus, there will be more needs for the Commissioners to address than there are revenues available to meet those needs. The lack of "expanded medicaid" in our state places additional burdens on local health departments and seriously threatens rural hospitals like Scotland Memorial (Scotland Health Care System). Economic Development and the constant need to improve our "job" situation in Scotland County is always a primary concern. Scotland County is always at (or near) the top of NC's unemployment stats.
Scotland County Commissioners have always played an extremely important role in improving our local schools. In the past 5-6 years, Scotland County Government and Scotland County Schools have consolidated from 13 schools (plus early college/high school) to 8 schools (plus a renovated early college/high school on RCC's Scotland County campus). This consolidation closed 5 outdated (and utility-costly) schools and funded 2 additions to existing schools and one completely new school constructed. All of this was accomplished with savings from school closings and saving on personnel and transportation costs. Additionally, and significantly, a Liaison Committee of 3 County Commissioners and 3 School Board members have met regularly since 2014 to negotiate the funding that Scotland County Schools will receive from the taxpayers of Scotland County each year. The amount of annual funding has been reduced from approximately $10,800,000 to $10,045,000 over the past 6 years. Whit Gibson has been on the Liaison Committee every year since 2014.
I will continue to support and encourage the efforts of the Scotland County Economic Development Corporation as it supports industrial recruitment, business expansion, and downtown revitalization efforts.

I will continue to serve as Scotland County's representative on the Board of NC Southeast Partnership, which is an 18 county organization that was formed in 2014 to promote industrial recruitment in 18 southeastern North Carolina counties. Scotland County has had at least 1 industry recruited or expanded in 5 of the past 6 years as a partner with this organization. Additionally, the NC Southeast Partnership began in 2018 with virtual industrial site visits (including drone videos of site locations) and has pioneered "virtual" recruitment efforts beginning in early 2020.

I will continue to promote the effective work of Richmond Community College as an advocate and "trainer" of the work force of Scotland County. For years, and now more than ever, Richmond Community College has taken the lead role of determining what our existing and potential industries need in a workforce and has been proactive in developing the programs and instruction to recruit and train that workforce.
Very honestly, this is an area where I feel that I do not have expertise nor functional experience to provide great ideas for innovation. I do believe that we have made strides in the "culture" of our organization and have reduced some of the negative stereotypes often associated with both "welfare" workers and recipients. I would encourage continued improvements in these areas. Further, there has been some conversation in past years about restructuring Social Services departments and Health departments into one "Human Services" Department. I would support reviewing what other counties in NC have done and see what structure may have surfaced as the most efficient from both a "cost" and "service delivery" perspective.