Maggie Ullman Berthiaume | www.maggie4avl.com
Why are you running for Asheville City Council and what do you think distinguishes you as the best candidate?
I’m running for re-election to continue building resilient infrastructure, expanding housing people can afford, and supporting a safe, connected, and prosperous Asheville. In my first term, I delivered results—modernizing zoning along key corridors to expand housing options, strengthening public safety through the Downtown Improvement District and the Fire Department’s Resource and Engagement Support Team, and investing in sidewalks and greenways that support mobility and economic vitality. What distinguishes me is how I lead: I’m accessible, pragmatic, and focused on follow-through. I meet residents and business owners where they are—at business briefings after storms, town halls, and Coffee with a Councilwoman—to listen, learn, and act. I bring people together, make thoughtful decisions, and stay focused on getting results that help Asheville thrive today and prepare for the challenges ahead.
Please briefly describe your experience and qualifications that will enable you to be an engaged and effective member of the Asheville City Council, including other elected or appointed offices that you’ve held:
As a City Council member, I serve as Chair of the Planning, Economic Development, and Environment Committee, where I focus on housing delivery, economic recovery, and building infrastructure that can withstand a changing climate. I also serve as Council liaison to Planning and Zoning, working to align commissions and Council so policy reforms—particularly housing and land-use updates—move efficiently from idea to implementation. My work extends beyond City Hall. I represent Asheville in regional and national collaborations focused on flood resilience, energy transition, and disaster recovery, including bipartisan efforts to improve FEMA response and reimbursement. These roles allow me to bring back practical strategies, funding pathways, and partnerships that strengthen Asheville’s long-term resilience. In my professional work, I lead a small consulting firm that helps foundations and nonprofits build coalitions to address climate change. That experience shapes how I serve on Council—collaborative, disciplined, and focused on delivering results that help Asheville thrive today and prepare for what’s ahead.
What do you believe are the most pressing issue(s) for our city? What specific policy changes would you propose to address these issues?
After Hurricane Helene, Asheville is navigating real recovery while preparing for a more uncertain future. That moment calls for focus and follow-through. First, resilient infrastructure: investing in water, energy, and neighborhood systems that can withstand future shocks by aligning capital planning with federal funding and building sustainable, long-term local revenue strategies. Second, housing stability and affordability: accelerating safe, attainable housing by modernizing zoning to allow more missing-middle homes—like duplexes and fourplexes—and streamlining approvals so housing can be built more quickly without sacrificing design or safety. Third, effective city government: ensuring projects move and core services work reliably by setting clear timelines, strengthening accountability, and using multi-year planning to reduce delays. Across all three, my focus is disciplined execution that delivers an equitable, prosperous Asheville where people can stay rooted and businesses can plan with confidence.
The Asheville Area Chamber of Commerce has a policy agenda, which focuses on four key areas: housing, infrastructure, workforce development, and resources and support for businesses. Based on those key areas, how would you prioritize these and are there policies that you would move forward to address these issues?
I agree with the Chamber’s priorities and the order they’re presented, because they reinforce each other and reflect where City Council has the most influence. Housing comes first—attainable housing is essential to a healthy workforce and a stable local economy. That’s why modernizing zoning and expanding housing options is a core focus of my work. Infrastructure is closely connected. Reliable water, transportation, and flood-ready systems support quality of life, business continuity, and long-term investment, especially as climate impacts increase. Council’s role is to ensure capital planning is disciplined and aligned with available funding. Workforce development and business support are central to economic recovery. While Council doesn’t run workforce programs directly, we set the conditions for success by prioritizing recovery, reducing barriers, and maintaining strong core services so businesses and workers can invest and thrive in Asheville.
Specifically, how would you propose that the City of Asheville allocate its resources to grow the economy, attract workforce, and support businesses?
To grow the economy, attract workforce, and support businesses, the City needs to be intentional about how it allocates limited resources and how it shows up as a partner. I’ve focused on moving Asheville from defense to offense by aligning budget decisions, staff capacity, and capital planning around economic stability and growth. That means prioritizing reliable infrastructure, faster and more predictable permitting, and housing supply that allows workers to live near their jobs. Council’s role isn’t to pick winners, but to create the conditions where employers can plan, hire, and invest with confidence—strengthening the tax base and core city services in the process.
The City of Asheville is planning to update the Unified Development Ordinance, with a process anticipated to begin this year. How important is this issue? And how will you, as a member of Council, support the success of this project?
Updating the Unified Development Ordinance is one of the most important policy efforts Asheville will undertake this term because it directly shapes housing affordability, neighborhood stability, and long-term growth. If we want housing people can afford, our land-use rules must reflect how Asheville actually functions as both a community and a housing market. Restrictive zoning and limited infill capacity constrain supply, drive up prices, and push growth outward—raising costs for households and increasing sprawl. Modernizing the UDO allows us to expand housing choices while protecting what makes Asheville special by focusing growth where infrastructure already exists, near jobs, transit, schools, and services. As a Council member, I will support a successful UDO update by prioritizing missing-middle housing—such as duplexes, townhomes, ADUs, and small multifamily buildings—especially along transit corridors and employment centers;; reducing unnecessary parking requirements; and providing clear, predictable rules. I’m also focused on increasing residential development downtown through mixed-use and adaptive reuse, easing pressure on surrounding neighborhoods while strengthening our local economy.
It’s been 16 months since Hurricane Helene devastated our region. What are the most important issues/priorities for Asheville when it comes to recovery? How do you plan to address those issues/priorities?
My top priority is making sure Helene recovery dollars are used wisely—and that Asheville continues to secure the federal resources we need to recover fully. I believe that strong federal advocacy is how we will turn local priorities into real, funded solutions. That means rebuilding with climate reality at the forefront, and not recreating the same risks. Practically, it looks like rebuilding water infrastructure to be climate smart from water treatment and distribution pipes to rebuilding our stream and river banks, redesigning our riverfront parks to absorb future floods while remaining places families can enjoy every day; creating neighborhood-based resilience hubs with backup power and clean water so communities are prepared before the next emergency; and supporting economic recovery through small business grants and reinvestment in flooded commercial corridors—helping local businesses reopen while adapting to live in better balance with the river.
While there are always competing priorities, the safety of our community is always top-of-mind. How will you prioritize investments in and policies that promote and enhance public safety?
Public safety is foundational and requires clear priorities and follow-through. I chaired the Public Safety and Environment Committee from 2022 to 2024, when we launched the downtown safety initiative that significantly reduced violent crime, created the Fire Department’s Resource and Engagement Support Team (REST), increased police pay to support recruitment and retention, and advanced the Downtown Improvement District. None of that happened by accident—it took strong partnerships and decisive leadership. Going forward, I will continue rebuilding and supporting our police force, strengthening community policing, and expanding diversified response models so officers can focus on core law enforcement while other emergencies are handled by the right professionals.
What is your vision for Asheville in the next 5-10 years?
When I think about Asheville five to ten years from now, I picture a city that took a hard moment and used it to recover and grow stronger. Hurricane Helene forced us to confront what was fragile—from housing to infrastructure—and recovery gave us a chance to fix those gaps the right way. I see more people living near where they work, dependable systems that keep businesses open and neighborhoods connected, and a downtown and other commercial nods that are active, safe, and economically vibrant. My role is steady stewardship—setting clear rules, investing wisely, and bringing partners together—so recovery becomes the launch point for durable growth that keeps Asheville special and competitive.
If elected, how would you engage with the Asheville Area Chamber of Commerce?
I worked side by side with Chamber members to build alignment for the Asheville Downtown Improvement District, leading the Council by authoring the resolution that established the board membership and expectations. That resolution was essential in all parties committing to a path forward. That is an example of my commitment to diplomacy, bringing parties together, and driving for real results, but just performative statements.
Is there anything else that you’d like to share with our members that would help them to evaluate you as a candidate?
I bring a deep respect for Asheville’s entrepreneurial spirit, small business culture, and growing workforce—and that respect is personal. I recently watched my father sell our family’s small manufacturing company after three generations of leadership. That business spanned a century of change: from early industrial growth, to supporting wartime production, to women entering the workforce, to building global partnerships in a shifting economy. It taught me that businesses succeed when they can plan, adapt, and trust the systems around them. That experience shapes how I see my role on Council: creating the conditions for stability and confidence—predictable rules, reliable infrastructure, and a local government that listens and follows through. I’m accessible, pragmatic, and focused on delivery, not headlines. Whether it’s showing up at business briefings after a storm, working through land-use reforms, or aligning investments to support recovery and growth, my goal is to be a steady, trusted partner. Asheville’s businesses are the lifeblood of our community, and I’m committed to making sure City Hall helps them thrive today and plan for the future.