My Bio
I’m a farmer, community volunteer, and advocate for good government. I’m not a “local”, and I won’t pretend otherwise—but Swain County will always be my home. I love these mountains and want to preserve our mountain culture while growing our local economy.
My wife Maggie brought me here from Texas 25 years ago. She came here in 1981 and spent 17 years at the NOC while raising her three boys—Matt, Adam, and Jonathan Clawson—all graduates of Swain High School. During our 25 years of marriage, we came back and forth to visit family and grandkids, and when we retired eleven years ago, we moved onto our farm on Conleys Creek and put down roots for good.
We have four grandchildren, including our youngest who graduated from Swain High and is now working her way through Western Carolina University. She is a big reason why I’m running. I want a Swain County where our kids, grandkids, and great-grandkids can find good jobs, afford a home, and build a future right here in these beautiful mountains.
I spent my career as a public servant, working in government, and I understand how complex systems work, how large organizations are administered, and how to make government function the way it should. I’ve led large teams of people and learned that good leadership means serving others so they can do their best work. When the chairmanship opened up, I felt both a call and a responsibility to step forward and serve this community—a place I will always call home
My Key Issues
Responsible Government
Good government rests on three equal legs: transparency, fiscal responsibility, and accountability. Like a three-legged stool, each one matters. If even one is weak, the whole thing becomes unstable. When all three are strong, government is solid—something people can trust and something that works as it should. Transparency builds public trust, and public trust is the foundation of good government. North Carolina’s public information laws exist to keep government open and accountable. When citizens request information about county business, they deserve clear and timely answers. As your County Commissioner, I will work to make transparency the standard, not the exception. Fiscal responsibility is the second leg of good government. County taxpayers deserve confidence that their hard-earned dollars are being spent wisely. Financial oversight is a core responsibility of County Commissioners and requires the experience and skill to understand budgets, financial statements, and asset management, ensuring taxpayer dollars are managed carefully and responsibly. Accountability means avoiding conflicts of interest and taking responsibility for decisions and actions. Good government is accountable to the people and always acts in the best interest of the community it serves. That is the kind of government Swain County deserves—and the kind I am committed to helping build.
Preserving Mountain Culture
I love Swain County—these mountains, these rivers, these hollers—and the people who call them home. This is still a place where neighbors help neighbors, where folks are independent, resilient, and proud of where they come from. That spirit is our mountain culture, and it’s worth protecting. When I came to Swain County 25 years ago, I immediately recognized how special this place is. And 25 years later, I also recognize that it’s changing. Our farms, ridge tops, rivers, and lakes are increasingly at risk of being swallowed up and altered forever. Some people who move here understandably want the comforts and conveniences of the places they left behind—but sometimes that comes with expectations that don’t fit these mountains. I believe Swain County can grow and prosper economically and protect the things that make this place special. But without steady, experienced leadership and a clear vision, this community could drift toward something we don’t recognize—or want. I’m running to protect what makes Swain County special, while helping build a community where our kids, grandkids, and great-grandkids want to stay, raise families, and be part of this mountain way of life.
Economic Development
Tourism is the economic engine of Swain County. The Great Smoky Mountains Railroad and Harrah’s Cherokee Casino bring hundreds of thousands of visitors here each year, and county leaders need to work closely with both to make the most of those dollars while managing the challenges that come with them. At the same time, we shouldn’t rely on tourism alone. Outdoor recreation is a natural fit for Swain County. By attracting hikers, fly fishermen, paddlers, and other outdoor enthusiasts, we can bring in visitors who appreciate our mountains, spend money locally, and support our businesses year-round. We also need to focus on steady, year-round jobs. That means working to attract small businesses, skilled trades, and clean manufacturing that help local families make a living right here at home. One of the most important jobs in county government—second only to the County Manager—is the Economic Development Coordinator. Going years without one has put us at a disadvantage. As chairman, I would make hiring a strong economic development coordinator a top priority.
New Middle School
The proposed middle school project is a good example of what happens when planning gets ahead of preparation. I am not convinced the selected site was fully evaluated to ensure it met all the requirements for a major public facility. The next Board of Commissioners will face difficult decisions, including how to fund water and wastewater infrastructure, how to work with NCDOT on traffic flow and roadway improvements, and how to manage design changes that are likely to arise as the project moves forward. This is a complex, high-stakes project that will require steady leadership, coordination among multiple agencies, and clear communication with the public. It will take a chairman with experience managing large, complicated projects to see it through successfully.
Fire Protection
Our volunteer firefighters and emergency services personnel do an outstanding job protecting our homes and keeping our communities safe. As Swain County grows, we need to plan carefully for the future, including the potential expansion of paid fire services. That conversation raises important questions about fire service districts, funding mechanisms, and long-term sustainability. I do not support imposing new taxes without voter approval. Issues of this complexity are best addressed through a citizen advisory committee made up of concerned residents. That committee should study all options, hold public meetings, and bring well-thought-out recommendations to the Board of Commissioners for consideration. We also need to be mindful of how and where new homes are built. Our steep terrain and remote locations can make emergency access difficult. Fire and emergency access should be a clear part of the permitting and planning process.
Taxes
Working to keep taxes low for Swain County residents should be the number-one job of a county commissioner, and the first step is simple: don’t waste taxpayer money. Too often, public dollars are spent on low-priority items or projects that go over budget because of poor oversight, and every dollar wasted comes straight out of a property owner’s pocket. Swain County’s property tax rate—currently 41 cents per $100 of value—is set each year by the county commissioners during the budget process, and it can be lowered with better management. That means controlling spending, focusing on essential services, and finding ways to bring in revenue from sources other than property taxes. As a commissioner, I will aggressively pursue grants, state funding, and increased payments in lieu of taxes, and I believe tourism and short-term rentals should help pay for the services they use instead of pushing those costs onto local residents. Smart fiscal management isn’t about raising taxes—it’s about being responsible, fair, and accountable with taxpayer dollars so we can protect essential services while easing the tax burden on the people who live here.
Affordable Housing
Housing affordability is largely driven by market forces, and there is no single switch that will suddenly make housing inexpensive. However, county government does have tools that can help influence the market and increase housing supply. These tools include targeted tax abatements for affordable and workforce housing, expedited permitting for qualifying projects, and incentives for higher-density and multi-family developments where appropriate. The county can also look at service fees for short-term rentals to better capture their impact on local infrastructure and services. Those revenues could potentially be used to support housing initiatives or provide incentives for converting short-term rentals into long-term housing for local residents. Solving our housing challenges will take a balanced, thoughtful approach—and a willingness to use every tool available to preserve the character of our mountain community.
Payment in Lieu of Taxes (PILT)
Swain County currently receives approximately $1.68 million per year in PILT funding, and that amount has not changed significantly in many years. Given the large percentage of land in our county that is owned by federal and state agencies, this is an area where stronger advocacy is clearly needed. Agencies that own non-taxable land must be part of the solution. Increasing PILT funding will require active engagement with our state and federal representatives, including our congressional delegation and U.S. Senators. This is not a passive process. It requires someone who understands how advocacy works, how to build relationships with elected officials, and—just as important—how to work effectively with legislative staff to move issues forward.
Send Me a Message
Have questions or suggestions? I would love to hear from you!