Corruption, Conflicts, and Waste in Greensboro, NC Government and Guilford County Schools

Greensboro, North Carolina, operates under a Council-Manager government, with a Mayor and eight City Council members setting policy and a City Manager executing it. Greensboro residents also fund Guilford County Schools (GCS), the state’s third-largest school district, serving over 70,000 students across 126 schools. Both entities face allegations of corruption, conflicts of interest, and significant waste, including concerns about GCS’s non-teaching staff bloat, administrative bonuses, and unpaid teacher time. This blog post examines these issues, recommends areas for a Department of Government Efficiency (DOGE)-like entity to investigate waste and corruption in both Greensboro city government and GCS, and outlines how citizens can hold public servants accountable during and after their tenure to prioritize public interest.

Documented Corruption in Greensboro City Government

Greensboro Police Department (GPD) Allegations

In April 2024, four fired or suspended GPD officers—three African American and one Latino—alleged at a church event that the department suffered from “racially-infused corruption.” They claimed minority officers faced harsher discipline for reporting misconduct, often by white officers. Officer Cherry, a 23-year veteran, was suspended and nearly fired for supporting junior minority officers. Officer Reyes faced career retaliation for documenting a colleague’s mistreatment of a resident. A petition by 60 pastors demanded a U.S. Department of Justice investigation into a “dangerous crisis.” City Manager Rashad Young and former Chief Tim Bellamy, both African American, denied systemic corruption, but no charges or convictions have emerged, leaving allegations unproven yet reflective of distrust.

Historical GPD Controversies

In 2010, Rev. William J. Barber II alleged a “culture of corruption” in the GPD, citing a low conviction rate for Latin Kings gang felony charges (10.8% versus 65.4% county-wide), suggesting targeting or mismanagement. Mayoral candidate Bill Knight’s comments on leadership transitions fueled racial bias debates. No convictions or federal interventions followed, indicating unsubstantiated claims but persistent tensions.

Conflicts of Interest in City Government

2025 Ethics Complaints

In June 2025, resident George Hartzman filed complaints with the Greensboro City Clerk, State Ethics Commission, and Secretary of State, alleging lobbying violations and conflicts of interest among city officials, particularly in development decisions. Reported on X, these complaints lack public details but highlight transparency concerns in zoning and developer contracts. Investigations are pending.

Mayor Nancy Vaughan’s Code of Conduct

Mayor Nancy Vaughan, in office since 2013, implemented a 2019 code of conduct restricting City Council meeting comments on litigation or “attacks” on employees. Critics argue it stifles free speech and shields conflicts, limiting discussion of cases like Marcus Deon Smith’s death in custody. Some Council members claimed they were uninformed about the code’s adoption, raising transparency issues.

Council Member Zack Matheny’s Development Ties

Council member Zack Matheny (District 3), a real estate professional, faces scrutiny for voting on zoning and development projects that could benefit industry contacts. While no direct evidence of personal gain exists, his dual roles raise bias concerns, especially in Greensboro’s development-heavy agenda.

Broader Development Connections

Greensboro’s economic projects, like the Tanger Center and Toyota megasite, involve developer ties. Critics argue Council members with real estate connections favor private interests. Vaughan’s permitting streamlining is praised by developers but criticized for prioritizing growth over community needs in areas like Benbow Park.

Litigation Involving the City and Developers

Eric Robert Lawsuit (2015)

Developer Eric Robert sued Greensboro in 2015 over federal redevelopment funds, alleging favoritism by Mayor Vaughan and Council member Justin Outling. The lawsuit’s outcome is undocumented, but it underscores perceptions of cronyism in contract allocation.

Marcus Deon Smith Lawsuit (2018–Ongoing)

The 2018 death of Marcus Deon Smith in police custody led to a lawsuit alleging excessive force and inadequate training. Public criticism in 2023 accused officials of mishandling the case, with Vaughan’s code limiting discussion. The case erodes trust in governance, indirectly affecting development decisions, and remains unresolved.

Samet Corporation Dispute (2023)

Samet Corporation disputed a Guilford County jail project bid, alleging improper conduct. Though county-specific, Samet’s Greensboro projects raise concerns about public-private contract transparency.

Zoning and Redevelopment Disputes

Zoning lawsuits arise from Greensboro’s growth, with residents and developers clashing over high-density projects. Vaughan’s annexation and rezoning advocacy faced opposition as developer-driven, leading to litigation over approvals or denials.

Waste and Corruption in Guilford County Schools

GCS, funded partly by Greensboro taxpayers, faces allegations of waste and corruption, particularly in non-teaching staff numbers, administrative bonuses, and unpaid teacher time. With 70,000 students and 9,392 staff (including 5,000 teachers and support staff), the district’s non-teaching staff ratio is significant, raising concerns about inefficiency.

Non-Teaching Staff Bloat

GCS employs approximately 4,392 non-teaching staff (9,392 total staff minus 5,000 teachers/support), nearly 6% of the student population. This includes 130 counselors, administrators, and support roles like cafeteria workers and bus drivers. Critics argue this ratio is excessive, with administrative roles growing while student enrollment declines 7% (2014–2024). A 1996 merger reduced central office staff by 73 positions, saving $3 million, but recent data suggests renewed bloat. High administrative costs divert funds from classrooms, especially in high-poverty schools where students need more direct support.

Administrative Bonuses and Incentives

GCS allocated $50 million in ESSER funds for “recruiting, retaining, and rewarding” staff, including $32.8 million for incentives in high-need areas and $1.7 million for tuition assistance. While some bonuses target teachers (e.g., $12,000–$20,000 for high-needs schools), administrators also benefit. Critics argue bonuses for administrators, who earn higher salaries (e.g., assistant principals per 2024–2025 schedules), reward bureaucracy over teaching. In 2021, neighboring districts approved staff bonuses, but GCS lagged, raising questions about fund prioritization.

Teachers Required to Volunteer Time

Teachers report being required to volunteer unpaid time for tasks like after-school programs or professional development, exacerbating low morale. A 2025 survey by the Guilford County Association of Educators (GCAE) found over half of 1,000 GCS staff work second or third jobs due to low pay. North Carolina ranks 42nd in average teacher salary, and GCS’s 18.3% teacher attrition rate (2023–24) is among the highest in peer counties. Unpaid time demands, combined with low wages, deter recruitment, with declines in teacher education program enrollment.

Other Concerns

• Voucher Program Impact: In 2024–25, $24 million in state vouchers went to 4,300 Guilford students for private schools, potentially diverting $11 million from GCS if half switch from public schools.

• Bus Driver Shortages: In 2025, 76 drivers were unavailable, forcing reliance on city buses and staff volunteers, highlighting mismanagement.

• Crowded Schools: Schools like High Point Central exceed capacity, with delayed renovations due to limited construction funds ($3.8 million in 2023).

Areas for a DOGE-Like Entity to Investigate

A DOGE-like entity could target waste and corruption in Greensboro city government and GCS, focusing on:

Greensboro City Government

1. Procurement and Contracting

   • Issue: Allegations of cronyism (e.g., Eric Robert lawsuit) suggest biased procurement.

   • Action: Audit contracts for projects like Tanger Center for competitive bidding and compliance. Investigate no-bid awards to connected firms.

   • Savings: Transparent bidding could save millions, as federal no-bid contracts cost taxpayers significantly.

2. Underutilized Assets

   • Issue: Facilities like the Melvin Municipal Office Building may be underused post-remote work. Federal reports note billions wasted on vacant properties.

   • Action: Inventory city properties to identify underutilized assets for leasing or sale, per House Oversight Committee recommendations.

   • Savings: Selling one facility could save hundreds of thousands annually in maintenance.

3. Police Department Spending

   • Issue: GPD corruption allegations and the Marcus Deon Smith lawsuit suggest misuse of funds in training or operations.

   • Action: Review budgets for overtime, training, and equipment. Audit disciplinary processes for bias.

   • Savings: Reducing overtime abuse could save millions, as federal OIGs saved $70.1 billion in 2022.

4. Development Incentives

   • Issue: Redevelopment funds risk waste if favoring developers, as in Robert’s case.

   • Action: Audit incentives and grants for public benefit alignment. Improve FOIA response times for transparency.

   • Savings: Recovering misallocated funds could save millions, as in Arizona’s $15 million loan case.

5. Administrative Costs

   • Issue: High salaries or consultant fees divert funds. Federal examples show millions wasted on non-essential expenses.

   • Action: Review budgets for discretionary spending (travel, consultants). Implement Iowa’s department reduction model.

   • Savings: Cutting 10% of non-essential expenses could save hundreds of thousands.

Guilford County Schools

1. Non-Teaching Staff Efficiency

   • Issue: With 4,392 non-teaching staff (6% of students), administrative bloat diverts funds from classrooms.

   • Action: Audit staff roles to identify redundancies, especially in central offices. Compare ratios to peer districts (e.g., Wake County). Implement 1996 merger-style cuts.

   • Savings: Reducing 10% of non-essential staff (400 positions at $50,000 average) could save $20 million annually.

2. Administrative Bonuses and Incentives

   • Issue: $50 million in ESSER funds for bonuses, including for administrators, prioritizes bureaucracy over teachers.

   • Action: Review bonus allocations to ensure teachers in high-needs schools receive priority. Cap administrative incentives.

   • Savings: Redirecting $10 million from administrative bonuses to teacher pay could boost retention.

3. Unpaid Teacher Time

   • Issue: Teachers required to volunteer unpaid time for non-instructional tasks increases attrition (18.3% in 2023–24).

   • Action: Audit policies mandating unpaid work. Fund after-school programs and professional development to compensate teachers.

   • Savings: Reducing attrition by 5% (250 teachers at $50,000 replacement cost) could save $12.5 million.

4. Facility and Transportation Management

   • Issue: Crowded schools and bus driver shortages (76 unavailable in 2025) reflect mismanagement.

   • Action: Audit capital outlay ($3.8 million in 2023) for efficient use. Optimize bus routes and hire drivers with competitive pay.

   • Savings: Streamlining transportation could save $5 million, based on federal bus efficiency models.

5. Voucher Program Oversight

   • Issue: $24 million in vouchers risks diverting $11 million from GCS, with unclear accountability.

   • Action: Audit voucher fund allocation to ensure public school funding stability. Track student transitions to assess impact.

   • Savings: Preventing $5 million in losses could fund teacher raises or facility upgrades.

Holding Public Servants Accountable

Citizens can ensure public servants in Greensboro and GCS prioritize public interest over personal gain, during and after their tenure, through:

During Public Service

• Public Records Requests: Use N.C.G.S. § 132 to request city and GCS financial records, contracts, and voting histories. File with the City Clerk or GCS Human Resources (336-370-8348).

• Attend Meetings: Voice concerns at City Council or GCS Board of Education meetings (712 N. Eugene St.). Organize with groups like GCAE to amplify impact.

• File Ethics Complaints: Report conflicts to the State Ethics Commission, as Hartzman did in 2025. Provide evidence of developer ties or GCS bonus misuse.

• Engage Oversight Bodies: Contact the North Carolina SBI for corruption or the Local Government Commission for fiscal mismanagement. GCS issues can be reported to the NC Department of Public Instruction.

• Vote and Advocate: Support candidates with clean records. Advocate for local policies barring corrupt officials, like Brazil’s Ficha Limpa law.

After Public Service

• Monitor Post-Employment: Track former officials’ moves to developer or consulting firms. N.C.G.S. § 138A-13’s six-month lobbying ban is weakly enforced. File complaints for violations.

• Demand Transparency: Request disclosures of former officials’ city or GCS contracts. Push for lifetime bans on profiting from public contracts, as proposed federally.

• Support Watchdogs: Join Citizens Against Government Waste to expose profiteering. Their Prime Cuts database offers reform models.

• Pursue Legal Action: Report post-employment corruption (e.g., GCS administrators consulting for vouchers) to the SBI or District Attorney. Civil lawsuits can recover funds, as in San Francisco’s 2020 scandal.

• Advocate for Reform: Push for ordinances banning former officials from city or GCS contracts, modeled on Brazil’s anti-corruption commissions.

Critical Reflection

Greensboro’s city government and GCS face systemic challenges: police corruption allegations, Council conflicts, developer litigation, and GCS’s staff bloat, bonuses, and teacher exploitation. A DOGE-like entity could save tens of millions by targeting inefficiencies, but the gap between allegations and evidence suggests either overstated claims or prosecution barriers like political influence. Low public concern (23% in 2017) indicates apathy, weakening accountability. Greensboro’s development boom and GCS’s funding struggles amplify risks of favoritism and waste. Citizens must demand transparency and enforce ethics to ensure public servants prioritize the public, not personal gain.

Conclusion

Greensboro’s city government and GCS, funded by taxpayers, face allegations of corruption, conflicts, and waste. A DOGE-like entity could audit city procurement, assets, and GCS’s staff, bonuses, and unpaid teacher time to save millions. Citizens can hold officials accountable through records requests, advocacy, and post-employment monitoring. Stronger laws and public engagement are critical to ensuring Greensboro and GCS serve the public, not private interests, fostering an equitable and efficient community.