Water Rates Should Never Be Political—But Neither Should History

By Mayor Chris Bertaut

My opponent wrote that “water rates should never be political.” On that, we agree.

Reliable water and sewer service is essential. Infrastructure must be maintained, reserves protected, and long-term plans honored. We agree on those duties. We disagree that the only responsible path is to load increasing costs onto our citizens and businesses while overlooking other financial tools the Town can use.

My opponent offers a simple story: consultants recommended higher rates, prior councils didn’t fully implement them, and today’s problems inevitably followed. The reality is more complex.

Purcellville’s utility challenges did not begin recently, but the historical record matters. When Mayor Kwasi Fraser took office, the Town carried $61 million in debt, that stemmed from decisions made before his administration, including roughly $35 million for a wastewater treatment plant expansion approved for “future growth” when the facility was operating at about 40% of capacity. 

When Mayor Bob Lazaro took office, Town debt was $10 million. 

Over the next eight years, the Fraser administration reduced overall Town debt by about $10 million while maintaining critical services and infrastructure. That is addressing reality, not avoiding it.

Utility rates were increased during the Fraser years when consultants recommended adjustments. Those recommendations occurred amid relatively low inflation and significantly lower operating costs. 

PostCOVID conditions brought sharp increases in construction, materials, equipment, energy, labor, and regulatory compliance. Comparing preCOVID recommendations to today’s costs without acknowledging those differences presents an incomplete picture.

The Fraser administration also used strategies beyond rate hikes: refinancing and restructuring debt to improve flexibility, eliminate balloon payments, and reduce financing costs; pursuing federal funding; benefiting from increased meals tax revenues; utilizing nutrient credit bank revenues; and receiving about $10.58 million in ARPA funding. These measures helped ease pressure on residents while supporting operations and infrastructure.

Good governance balances infrastructure needs with affordability. Capital improvement plans are forecasts, not guarantees. Conditions and costs change, and priorities must be reassessed. Leadership is making those adjustments while protecting both infrastructure and ratepayers.

Responsible officials weigh infrastructure demands against affordability, economic conditions, available revenues, grants, debt strategies, and impacts on residents and businesses. Real leaders do not advance their position by mischaracterizing facts or stoking division. Leadership is measured by results, not rhetoric—by improving outcomes for our community, not rewarding loyalty or fueling conflict. That is governance, not politics.

No responsible official should ignore expert advice, but neither should officials blindly adopt every recommendation without considering the effect on the people who pay the bills. The choice is not sustainability versus affordability. Responsible leadership balances both.

What concerns me is the growing assumption that structural balance can only be achieved through significant rate increases. That view overlooks other options, including:

Reviewing General Fund chargebacks to utility funds

Validating and rightsizing future capital projects

Pursuing additional grants and outside funding

Improving operational efficiency

Refining debt strategies

Exploring regional costsharing opportunities

Purcellville faces a unique challenge: nearly 45% of our land is schools, government facilities, churches, nonprofits, and other taxexempt properties. These institutions benefit from Town infrastructure but do not contribute to the local tax base as private property does. 

At the same time, Purcellville residents and businesses contribute an estimated $18 million annually to Loudoun County through taxes while hosting multiple Countysupported schools and public facilities that serve the broader region. As infrastructure needs continue to grow, the balance between local costs and regional benefits remains an important consideration.

That discussion is no substitute for responsible utility management. It is correct that infrastructure does not care about election cycles—neither do families trying to pay their bills.

The question is not whether we should maintain our infrastructure—we must. The question is how we do so responsibly while protecting affordability and preserving the character of our community. 

Good governance means balancing resident needs with the need to maintain and improve infrastructure. True leaders accept responsibility for the present while focusing on solutions for the future. Residents expect their officials to solve problems, not just explain who caused them.

Some argue for higher rates and more growth. I believe the answer is more balanced. Growth is not a sound financial strategy. New development brings new demands for roads, utilities, public safety, staffing, maintenance, and other services. While growth can generate shortterm revenue, it also creates longterm costs that taxpayers and ratepayers must support.

Purcellville’s history reflects this reality. Major infrastructure investments made in anticipation of growth contributed significantly to the debt challenges we continue to address. Growth does not pay for itself. 

Our residents have made it clear they do not want Purcellville to become another large suburban center. They value our smalltown character, sense of community, and quality of life.

Responsible financial planning recognizes that capital improvement plans are not static. Infrastructure needs evolve. Technology and costs change. Priorities must be reassessed, assumptions validated, and opportunities for grants and outside funding pursued continually to avoid high future utility rate increases.

The path forward is not to ignore infrastructure needs, nor to assume every challenge can be solved through higher rates, more growth, or bigger government. It requires disciplined planning, responsible debt management, operational efficiency, affordable utility service, and a commitment to preserving Purcellville’s character.

That is the approach I have supported in public service and will continue to support: solving problems, protecting taxpayers and ratepayers, and preserving the community we all cherish.