Four seek two seats on Bluffton Town Council. Here’s where they differ on issues
Two seats are open on the Bluffton Town Council and four people are hoping they’ll be one of the two to fill the seat.
Two incumbents, Bridgette Frazier and Dan Wood, and two newcomers, Tim Wood and Bob Burger, will all face each other for the open seats. The two highest vote-getters, in the Nov. 7 election will win the seats.
The Island Packet and Beaufort Gazette asked each candidates a series of questions to gauge their opinions on the state of the town. Here’s what they said.
Bob Burger
Occupation: Electrician
Family: I have a beautiful wife and 3 amazing children
Education/military service: B.S. from University of Illinois Urbana-Champaign
Political experience: Senior Class President in High School
Relevant community involvement: Supporting my kids in all of their sports and activities and taking part in school events
Length of time living in Bluffton: 15 months in Bluffton, 1 year on Hilton Head in 1995
Q1: Is Bluffton’s recent rate of population growth sustainable? The benefits are clear, larger economy and more tax revenue but what are the unintended consequences on the horizon and how would you address them?
It’s not sustainable if we want to maintain the character and identity of our community. We absolutely love this community and I want to do what I can to protect it. This is our forever home.
Q2: Should the town have a role in ensuring affordable housing? If yes, how do you envision that getting done?
Government’s role is not to take the place of the private sector. I do believe there are places where cooperation can exist but demand ultimately drives prices higher and this area is in high demand. We must make sure that all programs and investments benefit the community at large.
Q3: Does the current council adequately represent all residents of Bluffton equally? If not, what can be done about it?
No, and that’s why I’m running. If you want someone who works hard and has traditional values and common sense representing you, then you should go to the polls and vote for me.
Q4: How can Bluffton avoid falling into the trap of mismanagement that continues to vex Beaufort County government leaders?
Have clear policies and procedures that apply to everyone equally, and clear leadership and transparency. Sunlight is the best disinfectant, as they say.
Q5: Please name one leader from contemporary American politics, sports, the arts or business that most closely resembles your leadership style.
Tom Brady - he gets the job done when the pressure is on.
Bridgette Frazier
Age: 40
Occupation: Caterer
Family: Married; 3 step-children.
Education/military service: B.A. Professional English, SC State University
M.P.A. w/concentration in Disaster Management, American Public University
Political experience: ATAC Commissioner (3yrs), Bluffton Town Council (4 years)
Relevant community involvement: Chair; Bluffton MLK Observance Committee, Co-Founder of BlacQuity, Bluffton High (Molding Men Program), active member of Alpha Kappa Alpha Sorority Inc, provide missionary work to aid feeding residents experiencing food insecurity (Beaufort County & Chatham County)
Length of time living in Bluffton: I am a 5th generation Gullah descendant, I’ve lived in Bluffton the majority of my life. I went to Palm Beach County to teach in 2005 and returned back to Bluffton full-time in 2012.
Q1: Is Bluffton’s recent rate of population growth sustainable? The benefits are clear, larger economy and more tax revenue but what are the unintended consequences on the horizon and how would you address them?
Bluffton’s population growth is indeed sustainable. The viability of any municipality is evident in its business growth and population growth, both of which we’re seeing in Bluffton. The unintended consequences will always be factors that will need assessment, upgrades and improvements. Issues such as traffic, water quality, infrastructure, commercial services, access to housing for workforce...they aren’t nuanced issues and ones that will be ever present, it’s the strategic approach in managing it that is the only controllable variable here.
A few approaches I’d like to take on addressing the issues are: continue to work with regional partners on addressing traffic issues and road safety, Bluffton doesn’t own any of our major roadways which sees the highest level of commuters and drivers each day. Working with SC DOT and the county to address issues like speed limits and traffic light timing could help. I would also like to see how we could designate a commuters lot in Bluffton that residents could park and utilize public transportation like Bluffton Breeze to possibly help alleviate congestion traveling to and fro to Hilton Head.
Q2: Should the town have a role in ensuring affordable housing? If yes, how do you envision that getting done?
On the topic of affordability there are several factors to consider. Affordability for who? Affordable housing continues to provide and address the needs of those who are at the qualifying AMI level which mortgage companies and developers base their rate around. The missing element here is incentivizing and creating a strategic plan around those not in the qualifying AMI. The town should indeed have a role in that and has worked to provide solutions to do so.
Continuing to support programs like our Neighborhood Assistance Program which helps current residents make safe repairs to their existing homes, has allowed many to continue accessing the benefits of homeownership. I would love to see that the town continues to take the lead in this conversation as it affects our residents, but begin to see it as a strategic approach that requires the support and involvement of many other stakeholders. Bringing in the development community, state agencies and other regional partners, we must pool resources and ideas to solve a crisis that’s only going to get worse over time. Another solution I’d like to see implemented is looking at our UDO and creating a policy that would allow foundationally built and constructed tiny homes to be erected in Bluffton. Homeownership and affordable housing isn’t a one size fits all approach, we have to think outside of the box and that’s what I am committed to doing.
Q3: Does the current council adequately represent all residents of Bluffton equally? If not, what can be done about it?
The current council serves at large and represents all residents whether they are in the incorporated limits or unincorporated limits, it’s one Bluffton. That belief is evidenced in the makeup of our commissioners, Town staff, and the policies governed by our council. For instance, each park is built and future parks are being built to ensure that every part of Bluffton has a green space, open and free to be utilized by our residents wherever they are in Bluffton; Old Town, Buckwalter, New Riverside with additional spaces to come.
When we conduct our town surveys and Blueprint for our masterplan, we include and welcome input from every resident of Bluffton regardless of where they live. The idea that anything to the contrary is happening is quite divisive as there is no plan that excludes any part of Bluffton when making policies and decisions as it impacts and affects everyone.
Q4: How can Bluffton avoid falling into the trap of mismanagement that continues to vex Beaufort County government leaders?
Bluffton has been doing government right for a long time and mismanagement has never been an issue as we serve in non-partisan roles. Our decisions and common goals are not tied to a party or special interest, instead, it revolves around the principle of protecting and serving our community. Our government remains one of the most transparent, professional and highly rated municipalities in the region and state. We are one of only 5 municipalities in the state of SC with a Moody AAA, credit rating. When the focus is the people you serve and nothing else, there’s an ownership of the facets you steward and just as you would protect anything else you own, that same value is bestowed on how we mange the time; with fidelity, honor and respect. There will always be room for improvement and things we can expand upon and we always welcome constructive feedback in an instance where a need to improve is identified.
Q5: Please name one leader from contemporary American politics, sports, the arts or business that most closely resembles your leadership style.
Renowned Chef Jose Andrés is a perfect testament of my leadership style. At any given time, any given moment Chef Andrés can pivot from cooking in one of his Michelin star rated restaurants to creating a make shift kitchen anywhere in the world in response to a disaster. He does not discriminate where he serves or who he serves. He’s provided relief efforts in Ukraine, the Bahamas, Haiti, Kentucky, the Phillipines, and countless other places. His resolve is the same each time, not complaining and waiting on someone to provide the solution; he became the solution and continues to solve issues every time the opportunity arises.
His leadership style is my philosophy when leading. I look at ways to use my platform and talent to advocate for policies and ideas that impact all of our community. Whether it was fighting to legalize food trucks, advocating for the inclusion of a splash pad, or feeding over 20,000 during the pandemic, my work doesn’t benefit just one group, it has become a benefit to all regardless of color, gender, religion, political affiliation, etc. I lead on principle, because just as Chef Andrés sees himself in every person he serves, so do I. I am an advocate for all of Bluffton because I will always believe our greatest strength lies in our ability to see each other, validate our experiences and celebrate our uniqueness to work for the greater good of all.
Dan Wood
Age: 72
Occupation: Retired Palmetto Electric Operations Manager
Family: married, 5 children, 12 grandchildren, 3 great grandchildren
Education/military service: Associate degree in electronics
Political experience: Town council 8 years
Relevant community involvement: Past President Bluffton Rotary, Past Rotarian of the year, past board member Bluffton Historical Society, past Town of Bluffton Planning Commission, past Town of Bluffton’s Accomodations Tax Advisory Committee (ATAC) committee, Low Country Council of Governments vice-chair, Bluffton Regional Committee, Town of Bluffton Affordable Housing Committee, Founder of the Historic Bluffton Arts & Seafood Festival, Chairman Bluffton Jasper Volunteers in Medicine, 2023 Recipient of the Greater Bluffton Chamber of Commerce “Lifetime Achievement Award”.
Length of time living in Bluffton: 29 Greater Bluffton, 18 in Bluffton town limits
Q1: Is Bluffton’s recent rate of population growth sustainable? The benefits are clear, larger economy and more tax revenue but what are the unintended consequences on the horizon and how would you address them?
Bluffton is not an island unto itself, growth is a regional problem and solutions must involve all regional governmental agencies which touch Bluffton’s infrastructure and operations, such as roads and schools.
Bluffton’s original development agreements projected a build out of 65,000 – the more realistic number is probably in the 55,000-60,000 range. Many times, when people complain about “growth,” they are compounding their perceptions from neighboring jurisdictions such as the number of houses projected in Sun City, Hardeeville, Bluffton, Greater Bluffton (i.e., Bluffton address but not in town limits) in Beaufort County, and Hilton Head Island. When combined with all neighboring areas, the build-out in the region is about 130,000 homes. Bluffton equates to 15-16% of this number. The town is now at 75% residential build out.
Bluffton is a success story so everyone in the region is using our churches, parks, and stores. The key for “growth management” is to consistently communicate and work with all agencies which have responsibilities in Bluffton. The School District oversees schools, the County and state are in charge of most roads and highways and the water authority is also a separate agency.
In the example of roads, it may surprise most people the town only “owns” or has responsibility of about 14 roads. Those roads must all start and end in the town limits. Together, we must keep communicating our needs. Some possible solutions are: The Transportation Referendum, which will be on the ballot in 2024. The proposed roadway fixes are projected to sustain the region for the next 25 years. The town has also proposed adding more shopping districts where the residents reside to eliminate driving across town.
Q2: Should the town have a role in ensuring affordable housing? If yes, how do you envision that getting done?
Our area and our country are experiencing an affordable housing crisis. The lack of housing hurts local communities by forcing young families and workers further out to search for affordability. With potential residents moving further away, that means eventually workers will not be as readily available to sustain our community and economy. Affordable housing affects the economic prosperity of our town.
Together, Bluffton and its neighboring towns and cities are working together to provide solutions to regional issues. One group, affectionately called “SOLOCO,” or the Southern Lowcountry Regional Board is addressing transportation and housing from a collective perspective. This group, comprised of many neighboring towns and counties, also created the Jasper Beaufort Housing Trust Fund so this group has funds to support affordable housing initiatives and projects.
The Town of Bluffton has an additional public-private partnership to build about 12 homes in 2024 within “affordable housing” limits and will be starting on 60 rental units next year. The Town also has additional land for future affordable housing projects.
Q3: Does the current council adequately represent all residents of Bluffton equally? If not, what can be done about it?
Each elected official on Town Council represents all residents of the town, they do not represent a specific ward or district. This year alone, I have visited residents in Hampton Lake, Hampton Hall, Palmetto Bluff, Four Seasons, Cypress Ridge, Lawton Station, Bluffton Park, Heritage, and the Farm to discuss residents’ concerns, suggestions, and issues.
I join Bluffton officers with their neighborhood event, “Cook Out with the Cops” and with town staff at their “Mobile Town Halls,” when they travel to civic groups and neighborhoods to present how the town operates.
Q4: How can Bluffton avoid falling into the trap of mismanagement that continues to vex Beaufort County government leaders?
Communication is the key to keeping organizations healthy. If residents have something on their minds, communicate it to elected officials. Officials then need to communicate those concerns to the town manager and the manager continues that communication with town staff. Creating and cultivating a conversation between those who implement projects and policies and those who we serve is a must to ensure we are accomplishing what serves the overall good will of our community and enhances our quality of life.
While the town uses all the convenient, digital tools (i.e., online services, website, social media, etc.,), if a resident doesn’t feel like his or her voice is being heard, I encourage them to pick up the phone and call an elected leader or staff member. If we can be of service, let us know.
Q5: Please name one leader from contemporary American politics, sports, the arts or business that most closely resembles your leadership style.
Paul Harris, founder of Rotary and Rotary International. I believe in being a “servant leader,” for people “don’t care about what I know unless they know how much I care.” Rest assured, as a longtime Bluffton resident, I care about doing my best to enhance our community and quality of life. The Rotary Four Way Test is also a guide for me, by asking in all situations:
1.Is it the truth?
2.Is it fair to all concerned?
3.Will it build goodwill and better friendships?
4.Will it be beneficial to all concerned?
Tim Wood
Occupation: Marketing and publishing entrepreneur
Family: Wife Debbie (married 27 years), sons TJ, 20, and Jake, 14; canine daughters Holly, 6, and Layla, 3
Education/military service: 1995 graduate of Fordham University
Political experience: I have volunteered for campaigns since I was 6 years old. My first time running for office.
Relevant community involvement: Supporter of various community causes with NAMI Lowcountry and Bluffton Self Help at the top of the list. Founder of DJ’s Day of Giving event, which has raised more than $120,000 for the Live Like DJ Memorial Scholarship Fund. Organizer of Author and Storytellers Night event for this year’s Arts and Seafood Festival. Founding editor of Bluffton Today daily newspaper; have written more than 1,500 articles over 20 years for various publications spotlighting Bluffton good news
Length of time living in Bluffton: 20 years, I’ve built two houses here, first in Hidden Lakes and our current house in Cypress Ridge
Q1: Is Bluffton’s recent rate of population growth sustainable? The benefits are clear, larger economy and more tax revenue but what are the unintended consequences on the horizon and how would you address them?
It has to be sustainable; this growth was set in motion by the town’s master plan laid out in the late 1990s. If we don’t approve another permit, as of today, our full buildout is 63,000 residents. It requires leadership in relationships with county and state leaders to make sure it’s done right. The main traffic corridors are largely state-run roads. We need to have constant contact with DOT officials to be proactive in identifying traffic and safety hotspots and get ahead of the bottlenecks -- whether it be new traffic lights, like the one planned at the entrance of Palmetto Bluff and May River Road, or road expansions. We need to identify land for a third high school and work with BCSD officials to have this built in the next five years. You have 70 percent of the population west of Buckwalter and only 30 percent of the town’s commercial spaces right now. We need to work to attract businesses that create more fun activities for families -- parks are essential but only one part of the solution. We need to push town and county law enforcement to further educate drivers on traffic safety and how to navigate merges and roundabouts. Station cars or impounded vehicles at known danger spots to slow drivers down. Bluffton PD is already dealing with 50,000-plus service calls per year. We as citizens need to do our part in vehicle safety so they can focus on proactively protecting our collective quality of life here. We can slow down growth, I’ve talked to developers willing to renegotiate their development agreements, we just need town leaders to forge those relationships.
Q2: Should the town have a role in ensuring affordable housing? If yes, how do you envision that getting done?
Yes, the state has changed laws to devote local ATAX and other funds for this. I’ve worked with legislators behind the scenes for years to raise the cap on tax credits that can be used for these projects to make it more attractive for developers. Yet, we still have 60 percent of the people in Beaufort County that can’t afford where they’re living, residents with vouchers fought for through endless hoops of government process to help pay for housing, but no units to buy or rent. Why? You have the same people leading this that have been talking about it for 20 years and have got nothing done. We need new voices and fresh perspectives, and we need an end to the bureaucracy that has discouraged building. Create simple processes and let the private sector take the lead. You have projects here in town languishing for years because of an endless array of hoops and staff that need to sign off. I’ve talked to developers that tell me they can have high-quality projects done in six months that are still waiting for approvals three years later for current projects. They will never do another project with the current bureaucracy in place. We have very little land that hasn’t been permitted, we need to be aggressive in identifying spaces to change to residential and not take two years to get it done. The land approved can’t just be for staff who work on the business’ property. That benefits just a few. If Town Hall was destroyed in a natural disaster, it would take us hours to have permits in place to rebuild it. I’m not saying cut corners, but this is a crucial issue. We need to show developers we’re doers here, not just bureaucrats.
Q3: Does the current council adequately represent all residents of Bluffton equally? If not, what can be done about it?
No, it doesn’t. We have the smallest Council in the state for towns and cities over 20,000 residents. We have not grown Council since we were 500 residents. Town Council and staff will tell you they’ve done surveys that say folks don’t want an increase. I talk to a constant flow of new residents that are part of the 25,000-member What’s Happening in Bluffton Facebook group I own and run. Many of them -- both in Old Town and west of Buckwalter -- tell me I’m their unofficial ambassador for the town. And what I hear constantly is they feel that the town continues to act like we’re one square mile, that they don’t feel represented. I love Old Town, I work tirelessly to promote Old Town businesses and to make it clear we need to hold on to the eccentricity and togetherness, the State of Mind that natives and long-time residents created that made us all want to be here. This is not about siding with Old Town versus New Bluffton, it’s about being One Bluffton. I’m not talking about making Council 20 members and creating more bureaucracy. They created a plan to govern the growth, but they completely ignored planning for growth in representation once the people are here. You don’t depend on surveys for that or lean on the results of a small sampling. It just looks like they’re trying to hold on to “their” seats at the table. Those are the people’s seats. This year, the incumbents acted like “how dare you run for my seat”. The Town could put it out to a referendum vote, add two at-large seats. I don’t believe in wards or districts. I believe we should have folks on Council representing all of Bluffton.
Q4: How can Bluffton avoid falling into the trap of mismanagement that continues to vex Beaufort County government leaders?
It comes down to accountability, checks and balances and transparency. We have issues already starting in town. Our town staff has bloated to over 100 employees, a 600 percent rise over the last six years. And yet, when you question their actions, like I did as vice chair of the Accommodations Tax Advisory Committee taking Town Council and staff to task for moving local ATAX funds to the town budget without alerting the committee or following proper protocols, taking millions of dollars out of play for nonprofits promoting tourism in town, they voted to kick me off the committee. I want all town committee meetings -- not just Town Council -- televised and archived on an easily accessible Facebook page, like they do on Hilton Head Island. Council and our committees meet at times of day where working residents cannot always attend in person and so once again, we are discouraged from engaging and holding our leaders accountable. Staff will tell you it’s all on the town website, but in many instances, there is an overflow of information impossible to dissect. I want simple metrics established, monthly charts to show what our estimated population is and the status of major projects. The Town Manager, our CEO, gives weekly reports to Town Council on what he’s accomplished, I want him to make those public. I want an independent audit done every three years to make sure we have the most efficient town staffing model. And I want consistency in how we administer policies and ordinances.
Q5: Please name one leader from contemporary American politics, sports, the arts or business that most closely resembles your leadership style.
Actor, director and entrepreneur Issa Rae is the next Oprah Winfrey in my opinion. Her philosophy is a modern take on an age-old concept. She said, “I like to hire people who have a specific lane, who do something very well. I hire a lot of people who are smarter than me. If I’m the smartest person in my company, then my company will go nowhere.” To create those lanes, you must constantly open doors for innovative thinkers. Most government leaders - Mayors, Council, town staff -- they stay too long, far past when they’re still able to adapt and evolve with the needs of their residents. They think these positions are pension-laden velvet coffins instead of mandates to lead with urgency.
