Town of Mocksville Special Meeting Budget Retreat February y4,2023  The Town of Mocksville. Board ofCommissioners met fort the Special Meeting Budget Retreat on Saturday, February 4, 2023 at 8:00 a.m. in the Davie Community College Administration Building Rooms 110&111 located at 1205 Salisbury Road Mocksville NC. At noon, the meeting moved to the Fire Department  building located at 335 Sanford Avenue Mocksville NC.  Present: Commissioners Present:  Mayor, Will Marklin Jenny Stevenson Carl Lambert Justin Draughn Johnny Frye Rob Taylor  Absent:  Others Present: Ken Gamble, Town Manager Emily Quance, Deputy Town Clerk/Human Resources Rana Gaither, Administration Al Benshoff, Town Attorney Brian Moore, Public Services Director Frank Carter, Fire Chief Chris Vaughn, Parks and Grounds Director Tami Langdon, Community Development Terry Bralley, Davie County EDC Chuck Willis and Sydnee Potter, Willis Engineering Mike Myers, Envirolink Mayor Marklin called the meeting to order. Mayor Marklin led the Pledge of Allegiance  Adoption of Agenda  A motion was made by Commissioner Taylor to adopt the agenda as wrilten. The motion was. seconded by  Commissioner Lamber! which carried by a uanimous vote. 5-0.    Presentations to the Board  Economic Development Forecast - Terry Bralley - Davie County EDC Incentives being considered are for an Economic Development Project by Avgol America which involves the expenditure by Avgol ($97,600,000.00) to construct a new facility and purchase and install manufacturing equipment and fixtures, which will result in a minimum increase to the ad valorem tax base oft the Town of $97,600,000.00, and the creation off fifty-two (52) newj jobs at the facility. The property where the Economic Development Project willi take place is 178 Avgol Drive. Magna Shade: a smaller company (family owned) bought the Moose Lodge and the Hendrix and Corriher building and they do: shades for RV's. Looking to expand and do shades for Yachts. This company will create 75 to 100jobs. There willl be camping in the back oft the property where the lake is. Looking to do some recreational like a dog park and zip lines. Ken is working with them on sewer down that way. Farmington Road it's called TRIWEST; owned by private developers (out of Mt. Airy) and you have worked with them accepting sewer coming back tol Dutchman's Creek, Julia Howard got us about $1.5 million dollars to upgrade the lift station there. That was in exchange for Brakebush that you will take At the inter-change the building going up first willl be. almost 3000: sq. ft. A297,000 sq. ft. tilt up concrete building. If the buildings are already there they will come to you. The weakness oft the project is taking two years to get enough power to light the area up. Manufacturing requires al lot of megawatts and ordering supplies is a year out. A building with no power is no good. Build and sale or lease one at a time. Only private sector money, no public money. All incentives are performance based. Mocksville is a great location, near Charlotte airport or Greensboro airport. Phase I (leased). Hayward Pools is here; $25 million and bringing 275 workers.  down to Cooleemee. Sort of swapping capacity and a win for all.  Phase II +500,000 sp. ft. (maybe heavy manufacture) and would want Phase III +180,000: sq. ft. which would bring 1,200 jobs. The weakness is a year to get power. This building alone without any upgrades is Blackwelder site is the 105 acre tract at Hwy 601 & Cana Road. Thej property has already been rezoned by Davie County from R20 (Residential) to General Industrial. Developers plan up to 1 million sq. ft. of industrial space. This project has the potential of adding more than 100M in tax base and many newj jobs. The owners are petitioning for annexation to get access to our water & sewer services. Those water sewer extensions are either being paid by the developer or through grants. The weakness is getting power. Between Blackwelder and Angell Knoll site you are looking at 8 to 10: years build out. A slow process. Angell Knoll Drive beside Lowes Hardware is a 200 acre tract of property that borders Madison Road on the west and sits south ofLowes Hardware and SES on the Hwy 601 side. Part of the property is already in our corporate limits and zoned GI General Industrial- - Conditional. SES does everything that involves entertainment. They are wanting to move business from Winston to. Mocksville. They want to build a virtual studio sO the entertainers can practice here and it will be 60 ft. tall. The problem is there are restricted covenants on the property/land (Lowes put on it when they bought it)iti is beyond our zoning ordinance. This is a hold up talking with Lowes Attorney and currently working on it. Lowes put restrictions on the property to avoid competitors. The covenants have to be removed. They will providea  $78 million.  Working on getting an elevated water tank. To fill Hollingsworth took 25 years.    place for the entertainers to sleep but ai new motel would be nice. He plans to have a coffee shop and a smoothie shop. The weakness is needing electricity for manufacturing. $200M investment. Three to five  buildings.  AI motel study is being done now for Mocksville and Bermuda Run.  Summary: 8-10year build-out Weakness is power Create new. jobs Increase tax base Appreciate Town support  Infrastructure - Chuck Willis and Sydnee Potter Willis Engineering  Current Projects:  Facilities to Serve Brakebush Wastewater Treatment Plant Influent Pumps Asset Inventory and Assessments Southpoint Pump Station and Force Main North Elevated Tank  The first two projects are under construction. Sydnee Potter is the Project Manager for both. AIAsare an update ofc our previous work completed in 2019 but with some new components and a lot more detail. Last two projects are related to continued light industrial development north ofI-40 and arei in the early  design stages.  Facilities to Serve Brakebush:  Two projects funded with a combination of CDBG, Golden Leafand Town funds  Total construction cost of $3,386,164 Both estimated to be completed early 2024  The first project includes ai newj pump station, force main and water line. Already underway. Total construction cost is $3,029,368. This project is particularly important because it diverts al large portion of the current flow at Dutchman's Creek WWTP to the County-owned plant in Cooleemee. Davie County needs the additional organic loading to support their plant and it frees up capacity at Dutchman's Creek. Dutchman's Creek is permitted for 980,000 gpd, currently treats 537,000. That flow will be reduced by Second project includes improvements to the Bear Creek Pump Station. Begin in Spring/Summer 2023.  more than % when the new pump station is completed.  Construction cost is $ 356,796.00. Wastewater Treatment Plant Pumps:  Project includes cleaning the wet well, replacement oft the existing discharge valves, coating the wet well and all piping/valves, replacing the pumps with new, chopper pumps. Project was bid out in July 2022    and the low bidder was. Brushy Mountain who recently completed the renovation project there. Currently  underway.  Asset Inventory and Assessments:  $200,000 each for Water and Wastewater Update and expand previous AIA Rate study update included by Raftelis Asset management plans Water AIA - Scope of Work:  Field Program - pipeline locating, valve testing, testing evaluations GIS Mapping Update - Third Edition, digital deployment Distribution Modeling - update, add smaller pipes, Davie County Treatment Plant - assessments, demolition plan Metering and Billing - AMI study with MeterSys  Wastewater AIA - Scope of Work  Field Program - smoke testing, CCTV Inspections, slope survey GIS Mapping Update - Third Edition, digital deployment Modeling flow monitoring, capacity assurance planning Plant and Pump Stations - assessments, testing 1. Southpoint Pump Station and Force Main  2. North Elevated Tank  The two projects above we are currently designing and both are related to the north service area and are funded by direct appropriation in last year's State Budget. A capital project ordinance isi inj place.    TownofM Mocksville Watera ands Sewers System 10-Year CptalimprovementPan Project WaterT Treatment Demoa andDecommisicning WaterD Distribution Avgo/Drivev Woterl Line North Tank- PreliminaryD Design Tank- Construction Interstate 40ParallelWater! Line Enterprisey Woy/GildanDr. Woterline MadisonR Road/ /US 64Waterl Line Waterl LineR ReplacementP Program Wastewater Collection Bear CreekP Pumps Stationl Upgrades MadisonR RoadP P/S Rehabilitation SouthpointP P/S andForceA Main Cooleemee Force Replacement Sewer LineR WastewaterT Treatment MiscellaneousT PlantR Repairs Annuall Improvement Cost AnticipatedG Grant and/ort LoanFunding Annuall Improvement Costsw withoutfunding Projectsi initolicsa areo onticipatedtobeg granto and/ork loanfunded  FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 10-YearTotal  400,000 80,000 320,000 200,000 2,100,000 500,000 580,000 250,000 40,000 160,000 300,000 470,000 1,880,000 750,000 250,000 75,000 1,090,000 2,635,000 1,550,000 3,580,000 550,000 2,360,000 540,000 275,000 1,550,000  400,000 320,000 200,000 2,100,000 500,000 580,000 1,900,000 160,000 300,000 1,880,000 750,000 4,000,000 75,000 10,940,000  250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000  Moin Program  4,000,000  250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 2,000,000  500,000 500,000 500,000 500,000 500,000 500,000 $17,165,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 6,225,000  2,680,000 5,900,000  Water and Sewer- - Mike Myers - - Envirolink  Brief:  CostofPlant Operation - Town of Mocksville 9%1 Increase in OpX 16% Increase in Labs and Chemicals 7%1 Increase in) Inflation and Labor 6%1 Increase in Consumables Mocksville Water' Treatment Plant Fiscal Year 2023 - 2024 Budget Recommendation  2022:2021 [MG] 403.7 204.1  2021:2020 [MG] 340.9 170.5  [%] Change +18% +20%  Water (Volume) Wastewater (Volume)  Finished Water Pumped increased by 16.1% from 2021 to 2022  Mocksville WTP -2 2023-2024 Budget Details Lab Analysis $17,600 Chemicals $202,400  Filter Plant/Water Plant-2 Pumps-Mixer $31,500 Contracted SER WT PLT Envirolink $370,487.50 Water Plant Sludge Removal $115,000 WTPI Equipment & Repairs $29,700    CIP) Project Request Items $0  Total 2023-2024 FBY Projected: $766,687.50 - 7% Increase Cost of Plant Operation = $1.90 per 1,000 gallons  2023-2024 Fiscal Year Budget Three years in ai row AWOP. Award Fiscal Year 2023-2024 Budget Recommendation  2022:2021MG 403.7 204.1  2021:2020/MG) [%] Change  Water(Volume) Wastewater (Volume)  340.9 170.5  +18% +20%  Influent Wastewater flows increased by 19.7% from 2021 to 2022  Dutchman WWTP-2 2023-2024 Budget Details Lab. Analysis/Equip Repairs $19,800 Chemicals $200,000 Sludge Program $192,500  Contracted SER WTI PLT Envirolink $284,887.50  Total Projected Budget 2023-2024 FBY:J$ $697,187.50 - 13% Increase  Dutchman WWTP Budget Comparison 2023-24 Fiscal Year Budget  Cost of Plant Operation = $3.42 per 1,000 gallons  Conflicts of Interest - Town Attorney Al Benshoff  Should thel Board open every meeting with as statement about conflicts ofinterest?  "Pursuant tol NC General Statutes and the Town of Mocksville Code ofBthics Policy adopted November 9th, 2010, amended ofJ Jan. 6, 2019, and further endorsed on August 9th, 2022,Iv would ask each of you before you adopt the agenda if there is any actual, potential, or perceived conflicts ofi interest with respect to any matter on the proposed agenda which will come before the Town Board of Commissioners for consideration and/or decision at this meeting. Ifs so, please speak up and let the Board know at this time  before the agenda is adopted?"  The "Conflict ofl Interest" statement is referred to in this memo as the "Statement."  The Mayor, Attorney, Clerk or other designated person may read the Statement. The Statement  may be printed int the agendas. When should a conflict be disclosed? At the start ofa a meeting. At the start of an agenda item.  During a meeting anytime a member realizes that there may be a conflict.    Mechanics of"Recusal"  Commissioners have a duty to vote. Exception for zoning. Member may not be recused on their own motion following a vote. Any Commissioner may move that a Board member be recused.. A vote is required. Recusal should bei for a specific item. After recusal, Commissioner may not participate in that agendai item. Recused member may leave the dais or the room, Itisac continuum from rumor to crimes.  What is a conflict ofinterest?  There is no single definition, only bright points on the continuum.  Public Contracts: Contracting Prohibition 1)Contractors: may not give gifts to elected officials who "award" a public contract. 2) Public officials who award contract may not accept gifts from  contractors. Violations are misdemeanors. N.C. Gen. Stat. $ 133-32 "Public Officers benefitting from public contracts."  No public officer "involved in making a contract" may receive a direct benefit from the contract, nor attempt to influence another. Prohibited conduct includes influencing others and receiving/ Noj public officer may solicit or receive. a gift orf favorinexchange for a contract, or recommending a contract award, EXCEPTION FOR TOWNS UNDER 20,000 THEN the following are not 1) Hospital / mental health I developmental disabilities exceptions $20,000 medical /  soliciting gifts. conflicts:  $60,000 other in a 12-month periods; 2) Public official does not vote on the contract; 3). Audit note required; 4) Details of contract(s)1 published.  A "direct benefit" includes: 1)Officer (or spouse) owns more than ten percent of entity "that is a party to the contract"; 2) Deriving income or commission from the contract; 3) Acquires property  under the contract. EXCEPTIONS are:  1)Contracts w/ banks; 2)Condemnation awards from Superior Court; 3)Spouse works for public agency; 4) Public assistance to 3 needy individuals;"  "Local public officials participating in contracts benefiting nonprofits with which associated" No public official shall knowingly participate in making or administering a contract, including the award of money in the form ofa grant, loan, or other appropriation, with any nonprofit with which that public official is associated. The public official shall record his or her recusal with the clerk to the board, and once recorded, the political subdivision ofthis State may enteri into or administer the contract.  Land Use: In the land use sphere, such as rezoning's, a board "member shall not vote on any legislative decision [rezoning, text amendment regarding a development regulation [zoning map or ordinance] where    the outcome of the matter being considered is reasonably likely to have a direct, substantial, and readily identifiable financial impact on the member." In addition Board members may not vote ifthe landowner or applicant "is a person with whom the member has a close familial, business, or other associational  relationship."  Financial Points on the Continuum:  Commissioners may NOT profit ("receive a direct benefit") from a' Town contract, grant, etc. This includes immediate family members, including in-laws, and "close business associates".  No favors, bribes, kickbacks. Exceptions are discussed int the paper.  Constitutional Points:  N.C. Constitution: "No person or" set ofi persons is entitled to exclusive or separate emoluments  OFA privileges from the community bul in consideration ofpublic services.  N.C. Const. art.1,5 32  Land Use - Zoning:  Commissioners shall not vote on any legislative decision [rezoning, text amendment regarding a development regulation [zoning map or ordinance] where the outcome of the matter being considered is reasonably likely to have a direct, substantial, and readily identifiable financial impact on the member,  family member or close business associate. Zoning - Quasi-Judicial Decisions  When the Board sits as the Board of Adjustment, the Commissioners are. Judges. Applicants are Impermissible violations of due process include, but are not limited to, a Commissioners havinga fixed opinion prior to. hearing the matter that is not susceptible to change, undisclosed ex parte communications, a close familial, business, or other associational relationship with an affected  entitled to an impartial Board.  person, ora financial interest in the outcome of the matter.  "A "close familial relationship" means a spouse, parent, child, brother, sister, grandparent, or grandchild.  The term includes the step, half, and in-law relationships."  Town Code of Ethics  The "Code ofEthics" is required by N.C. Stat. $160A-86.  Section 1. Board members should obey all laws applicable to their offiçial actions as members of the board. Board members should be guided by the spirit as well as the letter ofthe law in whatever they do. Section 2. Board members should act with integrity and independence from improper influence as they Section 3.a.Board members should avoid impropriety in the exercise of their official duties. Their official actions should be above reproach. Although opinions may vary about what behavior is inappropriate, this  exercise the duties of their office.    board will consider impropriety in terms ofwhether a reasonable person who is aware of all oft the relevant facts and circumstances surrounding the board member's action would conclude that the action Section 4. Board members should faithfully perform the duties of their office. They should act as the especially responsible citizens whom others can trust and respect. They should: set a good example for others in the community, keeping in mind that trust and respect must continually be earned. Section 5. Board members should conduct the affairs oft the board in an open and public manner. BOARD OF COMMISSIONERS "RULES OF PROCEDURE" Adopted 9/6/2017 do not discuss how  was inappropriate.  to deal with conflicts. Perceived Conflicts  Does an act or vote appear to be ethical? Does it pass the smell test?  For example, are you comfortable explaining a vote to your church?  Board Priority Exercise - Town Manager Ken Gamble  The Board came up with some ideas on their own for town priorities. As individuals they ranked the ideas and noted them.  Then they put tabs as votes on the board for the ones that were their top priority as a Then they talked as a group to see ift the ones with the most votes on the board was a consistence  Commissioner. among them.  Reduce Property Tax Rate .01 =S $110,000 (reduction in revenue) Invest Additional Funds to Enhance Appearance of Wilkesboro Roundabout Identify and Invest in] Permanent Home for Downtown Farmer'sMarket Increase Funding for Street Paving $283,000 tol Mill and Resurface 1 mile (5,280ft) Improve Existing Sidewalk System with New Sidewalk Connectors New Sidewalk Project on Wilkesboro Street in Area of Roundabout Stop Arms at Main Street and Gaither Street Increase Unassigned Fund Balance (current 102%)  -2 tabs -2 tabs -1t tabs -61 tabs -4 tabs -3 tabs  Reduce $15 Car Tax $1 = $4,000 Reduction in Revenue (lots ofcomplaints)  No Property Tax Rate    Strategic Planning Update - Town Manager Ken Gamble  Vision Statement:  The Town of Mocksville will effectively balance its historic roots and values with the need to revitalize, renew and modernize the Town oft the benefit ofall its citizens. The' Town willl become al leading destination for safe and sustainable residential, commercial and industrial development with a vibrant The Town of] Mocksville provides essential services for the health, safety and well-being oft the community, which enhances our commercial, residential and industrial growth.  downtown district. Mission Statement: Values Statement: committed to these shared values.  Consistent with our fundamental beliefs that guide our behavior and actions, the Town of Mocksville is  Values:  Strategic, Ethical, Respect, Vision, Integrity, Community and Excellence  Mid-Year Update: FY22-231 Progress: Completed - 56% In-Progress - 42% Incomplete - 5% Multi-Year-7 73% Manager Strategic Goals:  FY22-23 Action Items - 154 (assigned to all)  FY23-24 Action Item update January through March (to do list)  Strategic Goal 1: Makei investments inj personnel, equipment, facilities and programs that enhance Objective 1.1 Collaborate with our community partners and the Davie County Sheriff's Office to cultivate a community policing philosophy with an emphasis on building "organic" partnerships and unique approaches to meet community needs; and ensure law enforcement personnel are visible and able to interact with residents, visitors and business owners on a regular basis. Action Item a. Meet with DCSO and community partners to determine community needs. (Ken says they are working on it but they have not reached the level where it needs tol be. DCSO works Action Item b. Determine tools and data needed to identify and track performance metrics. Objective 1.4 Invest inj planning and development of Fire Station #2 to prepare for future residential  Mocksville's high level of public safety. Focus Area: Community Safety and Appearance  Progress - 10%  with the FD and community needs are being reached).  Progress - 10%  growth, enhance rescue response and improve emergency readiness.    Action Item a. Determine cost to contract with ai firm to conduct a study to determine area ofTown (Ken says looking at staffing and asking the Board for al FD: study/research preparing for a future station Strategic Goal 2: Cultivate an attractive, creative and friendly atmosphere that is welcoming to all Objective 2.2 Identify innovative and receptive approaches to engage communities that are traditionally  where ai new: fire station would best meet growth and response time needs. to broaden the community; considering DC when expanding). cultures and reflects the diversity of our residents and visitors. Focus Area: Community Safety & Appearance  Progress - 10%  underserved communities. Progress - 100% underserved communities. Progress - 50% Progress -2 25%  Action Item a. Quarterly newsletter to minority churches.  Action Item b. Participate inl Martin Luther King Day, Black History Month and other events that engage  Action Item c. Identify new opportunities for engaging underserved communities.  Objective 2.3 Improve community appearance through a partnership with Davie County and Bermuda Run to provide a shared full-time Code Enforcement Officer to address building safety and property Action Item a. Develop an amendment to Interlocal Agreement to be approved by elected boards. Progress - 100% (Ken has been dissatisfied; if we cannot make this work then we will have to redo; Action Item b. Work with Davie County and Bermuda Run to develop a consistent process for code  nuisance abatement.  talking with them again in March). enforcement and nuisance abatement. Progress - 100% Progress - 100%  Action Item c. Identify and target high priority nuisance locations for abatement.  Strategic Goal 3: Plan, maintain, and invest in sustainable and resilient infrastructure. Objective 3.1 Use the Water & Sewer Asset Inventory and Assessment Plans to annually update the Capital Improvement Plan, set policies & priorities, develop investment & funding strategies, for sustainability and efficiently maintaining and enhancing the Town's water & sewer infrastructure. Action Item a. Update Water & Sewer Asset Inventory and Assessment Plans ifl NCDEQ grant is  Focus Area: Responsible & Balanced Growth  awarded. Progress - 30% Progress - 30% Progress - 50% Davie County Utilities. Progress - 75% Progress = 100%  Action Item b. Update Capital Improvement Plan annually  Action Item c. Review annual update to Capital Improvement Plan to ensure it reflects strategic goals. Objective 3.2 Control costs and improve efficiencies through water & sewer project partnerships with Action Item a. Bid and begin construction on regional Water Ireatment Plant project. Action Item b. Bid and begin construction on Brakebush sewer diversion project    Objective 3.5 Support an efficient and connected local and regional multi-modal transportation system Action Item a. Work with Davie County Parks, private property owners and NCDOT to explore Action Item b. Work with North West Piedmont Rural Planning Organization (NWRPO), NCDOT and Action Item c. Identify opportunities to improve infrastructure systems through economic development  through engagement on projects. feasibility ofinterconnected greenway system. Progress -3 30% Progress - 20% process. Progress - 100%  other stakeholders on developing projects for 2024-2033 funding cycle.  Strategic Goal 4: Support land use planning and policies that provide for sustainable growth while  balancing small town characteristics. Focus Area: Responsible & Balanced Growth  Objective 4.1 Use 20191 Mocksville Comprehensive Plan (MCP) to ençourage managed growth compatible with the Town's character, surrounding land uses, available infrastructure and services.  Action Item a. Use plan to guide changes to zoning and development rules.  Progress - 30% Progress - 20%  Action Item b.) Ensure MCP is updated in 2024.  Objective 4.2 Determine long-term trends for population, housing and infrastructure.  Action Item a. Commission demographics study and incorporate findings into strategic plan and MCP as  appropriate. Progress - 100% retail needs.  Strategic Goal 5: Recruit new industries; facilitate the expansion of existing industries; and support the development ofi new small and mid-sized businesses to fill current and future employment and Objective 5.1 Collaborate toj provide adequate water, sewer and road capacity within Town municipal limits & extraterritorial, jurisdiction (ETJ) and within Primary and Secondary growth areas as identified Action Item a. Work with Davie County, North West Piedmont Rural Planning Organization (NWRPO), NCDOT and other stakeholders on developing transportation projects for 2024-2033 funding cycle. Action Item b. Update water model, system needs and impacts of Water Treatment Plant partnership as Action Item C. Identify strategic water and sewer projects that Mocksville can collaborate with Davie Objective 5.2 Pursue site readiness programs and infrastructure investments to boost the attractiveness of Action Item a. Support infrastructure upgrades to sites with the most significant impact to. Mocksville's Action Item b. Provide support and expertise through our membership in the Davie County Economic  Focus Area: Economic Development  by thel Davie County Comprehensive Plan.  Progress - 20% Progress --30% County to complete. Progress - 100% the Town's strategic sites. economic future. Progress - 100% Development Commission (EDC). Progress- - 100%  part of pending NCDEQ Asset Inventory and Assessment grant or others study.    Objective 5.3 Facilitate strategic investments in the Mocksville Opportunity Zone east ofUS 158 and US Action Item a. Work with EDC to connect interested developers with projects int the opportunity zone.  601 South. Progress - 30%  Strategic Goal 7: Seek partnerships to drive economic development  Focus Area: Economic Development  Objective 7.2 Attract business partners that support amateur sports, hospitality and leisure tourism  activities. Progress - 30% on mutually beneficial projects. Progress- - 30%  Action Item a. Identify existing business partners and suppliers through EDC.  Action Item b. Work with EDC. and Davie County Parks to promote community assets and collaborate Objective 7.3 Connect strategic partners int the development community that facilitate advanced Action Item a. Identify advanced manufacturing and aviation as recruiting priorities through EDC. Action Item b. Engage stakeholders and developers through professional organizations, existing  manufacturing and aviation to support growing demand.  Progress - 100% relationships and networking events. Progress 100% policies.  Strategic Goal 9: Provide: a parks and recreation model with sustainable financial cost recovery  Focus Area: Healthy and Active Community opportunities to leverage public-private partnerships.  Objective 9.2 Establish a funding strategy to advance priority park and greenway investments, including Action Item a. Explore partnerships with Davie County Parks, community stakeholders and businesses. Action Item b. Create a funding strategy and incorporate iti into the Capital Improvement Plan. Strategic Goal 11: Leverage technology and innovative business approaches to enhance customer Objective 11.1 Invest in technologies that improve communications andi the customer experience.  Progress 30% Progress - 10%  service and improve business efficiencies. Focus Area: Organizational Excellence Action Item a. Provide public Wi-Fi at Rich Park.  Progress 100% Progress - 100% Progress 100%  Action Item b. Upgrade to. Hyper Reach public notitication system  Action Item c. Update Town of Mocksville website including new videos and content.  Objective 11.3 Explore and pursue "Smart City" initiatives that leverage data and technology to improve Action Item a. Identify the most promising "Smart City" initiatives that work well for communities the  operational efficiencies and information sharing with residents.  size ofMocksville. Progress - 10%  Strategic Goal 12: Expand community engagement    Focus Area: Organizational Excellence  Objective 12.2 Promote Mocksville's mission, vision and values through consistent branding. Action Item a. Unveil new Mocksville Mission, Vision and Values on website, social media and  traditional media. Progress - 100% Progress - 75% Progress - 75% FY23-24 Priorities  Action Item b. Establish consistent branding across mediums and materials. Action Item C. Educate Town staff to ensure practices reflect standards.  Pavement & Sidewalk Study w/ Maintenance Plan Fire Needs Study Facilities, Equipment & Staffing (long-term plan) Strategic Planning Dashboard & Agenda Software (transparency for all) Apply AIA Data tol Improve Water & Sewer Systems Update 2019 Comprehensive Plan (24-25 year) Joint Parks Survey w/ Davie County Trails Steering Committee  Administration - Rana Gaither for Lynn Trivette (outs sick)  Strategic Goals: FY22-23  This is the first time our departments were, given strategic goals; which are visions for us; they are long term and achievable goals ending in key results. Rana addressed five oft them for the Board. (1) The first goal Lynn was excited about because she would be working with Parks and Grounds to determine expenses VS revenues for the baseball field, softball field and shelters. Chris can then make recommendations to the Board: revising the fee schedule for cost reçoveries. This was an action item that was really needed. (2) The second goal is investing in staff, this will be detailed on another slide. (3)Lynn ise excited to work with Public Works (action item) establishing meter reading accuracy. This has been an issue for both departments for a long time and after 3 billings/6 months we. have positive key results. (4) Reviewing "zero" and "inactive". use meters is ai must action item (so glad this in inj progress mode); the report I create and investigate Brian oversees is very time consuming. Lynn is still working on some time management key results with this item. (5) Administration is expanding communication platforms for Strategic Goal 2: Provide a parks and creation model with sustainable financial cost recovery Objective 2.1 Analyze the cost of service for functional areas and develop a policy for cost recovery Action Item a. Ensure fees paid and equity provided are accurately documented and tracked. Action Item b. Annually determine cost ratio by dividing total fees collected and/or equity provided by  town messages and this will be addressed in another slide for you.  policies. goals. Progress - 100% Progress 100% Progress - 90%  Focus Area: Healthy and Active Community  the cost of maintaining the facility /p providing the program.  Action Item c. Develop cost recovery goals and make fee recommendations.    Strategic Goal 3: As an employer ofc choice, we will recruit al highly skilled workforce. Objectives 3.1 Invest in employee professional growth and development through continuous training, Action Item b. Identify training, certifications and education essential for delivery ofservices and staff Action Item c. Set and review development goals annually during performance evaluation.  Focus Area: Organizational Excellence certifications, education, and professional accreditation.  growth. Progress - 100% Progress - 100%  Objective 3.5 Create and maintain as safe working environment for staff. Action Item b.) No employee injuries resulting from safety violations. Action Item d. Ensure facilities are attractive and well maintained.  Action Item a. Noj preventable accidents.  Progress - 100% Progress - 100% Progress - 100% Progress -1 100%  Action Item c. Develop an asset management plan and replacement schedule for equipment.  Strategic Goal 4: Leverage technology and innovative business approaches to enhance customer Objective 4.1 Create and apply data-driven decision-making tools, including performance management and benchmarking, to enhance strategic. and daily service delivery management. Action Item a. Establish meter reading accuracy standards and review during the, year. Action Item b. Review inactive and "zero" use meters to determine if replacement or further  service and improve business efficiencies. Focus Area: Organization Excellence  Progress - 100% investigation is needed. Progress - 100%  Strategic Goal 5: Expand community engagement. Focus Area: Organizational Excellence  Objective 5.1 Expand reach and integration oft town messages across various communication platforms such as print, social media, website, and other public engagement formats. Action Item a. Complete technology improvements to Board Chambers to provide more options for  access and broadcasting public meetings. Action Item b. Regularly update social media. Action Item c. Regularly update website.  Progress - 100% Progress - 100% Progress - 100% Progress 100%  Action Item d. Use bill inserts when message saturation is important.  Objective 5.2 Promote Mocksville'si mission, vision and values through consistent branding. Action Item a. Establish consistent branding across mediums and materials. Action Item b. Educate Town staff to ensure practices reflect standards.  Progress - 75% Progress- - 75%  Strategic Goal 6: As a leadership team member, I will enhance my value to the organization by  investing in personal and professional growth.    Focus Area: Personal Excellence Objective 6.1 Improve Public Speaking Skills Action Item a. Identify & Complete Formal Training Action Item b. Make Presentations to Staff Action Item e. Increase Presentations to Elected Board  Progress - 50% Progress - 100% Progress - 100%  Investing in staffis al long term strategic, goal with key results. Lynn has two employees that expressed interest in Town Clerk (Emily) and Finance (me-Rana). Both of us are attending college outside ofv work and both "stretching" their knowledge/hands on experience above and beyond their normal responsibilities for the town, Lynn is very proud of us and where we are headed. Lynn was in our shoes 16: years ago and had to development herself and she does not wish this on: no one. Lynn will mentor her Lynn almost took this slide out but as a reminder to herself and others this is why we are alll here. Lynn feels like we get SO caught upi in the (what she calls growing pains which creates change and endless plans) but at the end of the day why do we conquer those. strategic goals--- (to provide the best services to Mocksville is growing and that effects the workload. The 711 units (new housing) does not include Beth is retiring in October 2023 and her replacement will allow the continued development ofall employees sO we are investing within. It will allow for back-up knowledge which is critical in all ofo our jobs and Mocksville's growth becomes the biggest reason to always have aj plan for the future. The Ken and Lynn are. looking at software companies that will connect people and government in a united experience. It would incorporate website, online services, and digital communications and serve the residents equally and inclusively. Davie County uses Granicus and it could be aj partnership. Lynn presented a short video that gave thel Board al better understanding oft the products they are researching. Envisio is the other software company and they both are about communication goals.  staffcurrently and after she retires.  the citizens to the best of our ability) additional businesses or annexations.  minimum starting salary is $34,897.44.  Dashboards  Control how you communicate your strategy and performance story to external stakeholders whether it's to your volunteers, partners or residents in your community. Roll up actions and updates into interactive summary dashboards, then let your audience drill down into the areas important to them. Use data and progress updates to tell your story to external stakeholders. Build trust and manage expectations with customizable dashboards for each plan or department to inform staff, partners, Build trust in your administration by sharing your strategic priorities and progress. This is particularly important for public institutions that want to drive transparency with their communities. Publish beautiful, interactive strategy dashboards to your website that can include both progress updates and performance  Visualize and Share Your Story volunteers, or your community. Embrace Transpareney  measures.  Phase I Capital Project pavers was completed July/August 2022.    Phase II Capital Project pavers consists of the pavers starting at Depot Street down Clement Street to the entrance oftown hall. The town hall steps are added in this phase because of the separation and cracks on Phase II Capital Project pavers is the town hall entrance to Water Street to the end of Salisbury Road. The tree will need to be removed because ofthe roots that have taken over. $26,160  the first step. $31,235  Town Hall Restrooms Capital Project $28,250  Lynn visited with the contractor and County inspector (town hall restrooms) and the good news is the doors will not have to be widen to be compliant with ADA regulations. The main reason is the age ofthe  building and town is talking action for the interior to be ADA compliant.  Human Resources - Emily Quance  Strategic Goals: FY 23-24  Complete Fire Department Risk Assessment Recruit qualified candidates for open positions  Health Care Insurance - Keep employee premiums the same as FY22-23  Retain employees Succession planning  Complete Fire Department Risk Assessment (this is 90% complete)  Working with ChiefCarter: and TJ Deluca, NCLM Reviewing Policies and Procedures Identifying Potential Risk  Goal: Maintain Health Care Employee Premiums at FY22-23 Level Goal: Attract qualified candidates for open positions Continue to offer a comprehensive employee benefits package  Medical, Dental, Vision, Life Paid" Time Off(Vacation, Sick, Holiday) Longevity Pay Retirement System 401K Matching Takel home vehicle - some positions Tuition reimbursement Continue offering competitive compensation Pay study every 5 years to stay current with market Cost ofLiving Assessment increases Career Fairs (HS and College) Social Media Job Blogs Indeed  Recruit using social media and direct outreach to more diverse parts oft the community    Newspaper  Goal: Tol keep productive, talented workers and reduce turnover.  Benefits ofretaining employees: Cost reduction Moral Improvement Experienced Employees Better Customer Experience  Continue offering competitive compensation and benefits  Annual employee performance reviews, evaluate for Developmental Increases, performance/merit Pay Study every 5 years to stay current with market rates/fair pay for positions Cost ofl Living Adjustments (COLA's) to keep up with inflation/current cost ofl living Providing opportunities for professional development and training through classes and tuition  increases or one-time bonuses  reimbursement  Creating aj positive work environment  Employee Appreciation, such as luncheons and longevity pay Promoting al healthy work-life balance, such as paid time off  Inflation VS. Cost ofLiving 5 Year Trend INFLATION= 18.1% TOWN COLA=1 13% DIFFERENCE =5.1%  AVERAGE US INFLATION  TOWNCOLA %  Year 2018 2019 2020 2021 2022 5 Year Total  % 2.4 1.8 1.2 4.7 8 18.1%  2 2 2 2 5 13%    Looking back: The last 5: years tells us that the COLA given by the Town has been fair.  Current situation and looking forward: December ended with a 6.5% inflation rate.  Endured months ofr rapidly rising prices on basics such as food, fuel and rent. Economist aren't quite sure what's next for our economy but are predietingaslowdown.  Based on the information provided: 5% COLA isi recommended for 2023 Identify key positions Develop at training plan  Succession planning - essential to ensure key roles do not go unfilled  Preparing employees for possible future roles through training  Strategic Goals: FY22-23  Strategic Goal 1: Make investments in personnel, equipment, facilities and programs that enhance Mocksville's high level of public safety. Focus Area: Community Safety &. Appearance  Assigned To Fire Department Resources Human Resources Fire Department Resources Department Human Resources Town Manager  Objectives Invest inj providing full-time firefighters to staff Fire Station #1 to 1. increase coverage and reduce response times for b fire and rescue calls. Complete a Fire Department organizational risk assessment and incorporate recommendations into strategic 1. planning process. 2  Action Items qualifications.  Progress 100%  Develop hiring process Human a based on bona fidej job Resources Advertise job openings. Human  100%  Schedule planning meeting with North Carolina League of Municipalities (NCLM). Meet with NCLM representative to provide organizational Human information and identify issues. Review NCLM findings Fire andi incorporate into daily operations and strategic plan.  100%  100%  90%    Strategic Goal 3: As an employer of choice, we will retain and recruit a highlyskilled workforce. Focus Area: Organizational Excellence  Objectives Invest in employee professional growtha and development through continuous training, Provide and benefits that retains and recruits 3.2 top talent.  Action Items Create andi implement a Human career ladder for non- a supervisory Public Services and Parks & Grounds employees.  Assigned Progress To Resources Public Services Parks & Grounds  100%  Implement Board 2022 Pay & Classification Study. Maintain individual b health carei insurance employee premiums at FY2021-22 level. Improve recruiting through use of social a media and direct outreach to more diverse parts oft the community. Improve access through Human internship opportunities Resources with Davie High School and Davie County Community College. Identify and recommend Human effective practices for future implementation.  Human Resources Human Resources Human Resources  competitive pay a approved elements of  100%  100%  Expand employee diversity and inclusion.  100%  3-3  100%  Enhance recruitment tools, incentives, and/or 3.4 benefits to attract a skilled workforce in difficult to fill positions.  Resources  100%    Community Development - Tami Langdon Community Development operates within 4 divisions:  Town of Mocksville Mocksville Tourism Historical Davie, Inc. Main Street Program Design  Attractive Streetscape  Revitalization & Maintain Historical Buildings Creating Designations Through Wayfinding Signage  Organization  Merchants, Services, Businesses Government Volunteers Promotions Tourism  Retail, Services and Restaurants Town Services (Website and Social Media)  Economics  Key Destinations (i.e., Murals, Cognition, Brock Performance Center, Community Park, Library)  Downtown Business Growth Downtown Residential Growth  Capital Requests FY 23-24  Wayfinding Signs (promote and direct the public tol key destination locations within the Town and  County) Total $56,900  $32,200 $7,200  Trees (8)( (Forest Pansy Redbud and installation  Ornamental Fence (Updating South Main Street Streetscape) $17,500  Insights to Mocksville's Continued Growth & Success  Permanent Farmer's Market Located at the Old Police Station to include: Certified Kitchen Pop Up Market Area  Part Time Restaurant using the Farmers Market foods Permanent Outdoor Theater and Stage for Events    East Depot Street Revitalization 8D Decorative Light Poles Push Façade Grants Infrastructure  Small Park/Picnic area at the Corner of] Pine St. & E. Depot St.  Road expansion that accommodates the residential growth in Downtown to include Highway 601 Another Hotel such as Fairfield Inn, Marriott and/or Hilton Garden Inn for Corporate lodging  and Highway 64  Penalties for vacated and Downtown buildings needing major repair  North Main Street Sidewalk Improvements Community Development Expansion  One full time employee to assist with development oft the Main Street Program and networking with non-profits, County Departments, Davie Chamber and Tourism for enhanced Events and  Projects.  Strategic Goals: FY22-23  Strategic Goal 1: Expand, diversify, revitalize and promote our historic downtown.  Focus Area: Economic Development  Objectives Work towards full accreditation from the Main Street Program in 1.1 order to increase public input and leverage the full value of the program. Business Collaborative (DBC) to create more 1.2 opportunities for the downtown business community to connect, collaborate, and liaise with the Town. Enhance place making in the downtown area through beautification, branding, wayfinding, amenities and artistic elements.  Action Items a Board of Directors.  Assigned To Development Development Development Community Community  Progress 0% 0% 100% 100% 100%  Recruit and appoint a Main Street Community Form and: staff required committees. Community Revise Mission & Vision statements. Community  Facilitate development and Provide support and guidance as  growth of the Downtown a requested to help DBC through the Development  formation process. Be an engaged, active and forms.  supportive member of DBC once it Development  Implement PhaseI&IIof a wayfinding sign project. Complete S. Main streetscape  Community Development Community  100%  1.3  project to include existing planter Development b removal, new trees, floral containers, Public Works benches, trash receptacles and street  50%  sign upgrades.    Identify future amenities and artistic Community elements to enhance downtown experience. a program.  Development  50% 100%  Encourage "curb appeal" improvements to private property.  Promote and expand façade grant Community  Development Community Development Community  Engage and encourage property owners with vacant buildings to improve the appearance oftheir Educate business occupants and property owners ofthe advantages of Development attractive buildings, especially on N. Salisbury Street and East Depot  100%  1.4  storefronts.  75% 0%  Street.  Improve public facilities to downtown experience.  Identify a longt term home for the Community Identify and recommend amenities Community that would enhance the downtown Development  support and enhance the a Famer's Market and aj plan to fully Development  develop it.  1.5  experience including recreation, entertainment and technology. vehicle charging station(s). Engage stakeholders, DBC and other community groups to identify public-private a partnerships and projects to enhance appeal of E. Depot Street ands. Salisbury Street. decorative street lights and b streetscape improvements to E. Depot Street and S. Salisbury Create "family friendly" public  25% 100%  Identify best locations for electric Community  Development Community Development  Facilitate equitable downtown district development and growth.  25%  1.6  Determine feasibility of expanding Community  Development  25% 25% 25%  Street.  Community Development  gathering space on E. Depot Street. Development Explore feasibility of al Fall music Community  Increase downtown 1.7 tourism by identifying and a festival. developing more events.    Strategic Goal 2: Seek partnerships to drive economic development.  Focus Area: Economic Development  Objectives Proactively engage with the Davie County Chamber of Commerce, Davie County Economic Development Commission (EDC), 2.1 and other strategic a business partners to promote the advantages and opportunities of doing business in Mocksville.  Action Items  Assigned To Progress Town  Fully utilize resources including websites, social media, traditional Manager media, Davie County Blog, word of and mouth and business & social networks Community to promote Mocksville and Davie  Development  County.  100%  Strategic Goal 3: As an employer of choice, we will retain and  recruit a highly skilled workforce. Focus Area: Organizational Excellence  Objectives  Action Items  Assigned To Departments Departments  Progress  Invest in employee and development through continuous 3.1 training, certifications, education, and professional accreditation. Create and maintain as safe working 3.2 environment for staff.  Identify training, certifications and All services and staff growth. Set and review development goals All annually during performance evaluation.  professional growth a education essential for delivery of  100% 100% 100% 100% 100% 100%  No preventable accidents. No employee injuries resulting from AlL safety violations. Develop an asset management plan All and replacement schedule for equipment. Ensure facilities are attractive and AlL d well maintained.  All Departments Departments Departments Departments    Strategic Goal 4: Leverage technology and innovative business approaches to enhance  customer service andi improve business efficiencies. Focus Area: Organizational Excellence  Objectives 4.1  Action Items Update Town of Mocksville website a including new videos Contract and content.  Assigned To  Progress 100%  Invest in technologies that improve communications and the customer experience.  Community Development CGI Digital  Strategic Goal 5: Expand community engagement. Focus Area: Organizational Excellence  Objectives  Action Items Regularly update social media. Regularly update  Assigned To All Departments Town Clerk Community Development  Progress 100% 100% 100%  Expand reach and integration oft town messages across various communication platforms b website. 5.1 such as print, social media, website, and other public engagement formats. Promote Mocksville's mission, vision and values 5.2 through consistent branding.  Use bill inserts when AIlI Departments Educate Town staff All Departments  C message saturation is important. to ensure practices a reflect standards.  100%  Strategic Goal 6: As a leadership team member, Iwill enhance my value to the organization by investing in personal and professional growth.  Focus Area: Personal Excellence  Objectives Build on downtown 6.1 development skills.  Action Items a training.  Assigned To  Progress 50%  Main Street Program focused Tami Langdon    Recess Meeting & Reconvene at Mocksville Fire Department Static Equipment Display - Brian Moore & Chris Vaughn  Fire Department & Public Works Facilities Tour- Chief Carter & Brian Moore  Fire Department - Chief Carter Strategic Goals: FY 22-23  Strategic Goal 1: Make investments in personnel, equipment, facilities and programs that enhance Mocksville's highlevel of  public safety. Objectives Invest inj providing full- 1.1 Fire Station #11 to reduce increase coverage and response times b for fire and rescue calls. Complete al Fire Department organizational risk assessment and incorporate recommendations into 1.2 strategicplanning process.  Focus Area: Community Safety & Appearance  Action Items Develop hiring process Human qualifications. Advertise, job openings. Human Schedule planning a meeting with North Carolina League of Municipalities (NCLM). Meet with NCLM representative toj provide Human b organizational information and identify issues. Review NCLM: findings Fire Department and incorporate into daily operations and strategicplan.  Assigned To Progress Fire Department Resources Human Resources Fire Department Resources Human Resources Town) Manager  time firefighters to staff a based onl bona fidej job Resources  1009 10096 10096 10096 9096  #1  Met with NCLM Risk Management Consultant inj person on Jan. 11,2023. (6) Full time firefighters on thej job as of. Jan 29,2023. (2) Full time pers shift. Staffing Goals each day. Min of(3) Max of(6). PT: firefighters will: make up the additional.    Strategic Goal 2: Cultivate an attractive, creative and friendlyatmosphere thatis welcoming to all cultures and reflects the diversity yofour residents Focus Area: Community Safety & Appearance  and visitors. Objectives Enhance citizen engagement and outreach events forl law and fire.  Action Items Conduct fire a events in the community. Staff education events. Identifynew opportunities for engaging the community.  Assigned To Progress Fire Department Fire Department Fire Department DCSOLiaison  education and safety DCSOLiaison  1009 1009 1009  2.1 enforcement b booths during town DCSO Liaison  #2  Career Day @ MES: Reached 580 students Participated inl National Night Out Conducted Fire Extinguisher Training for Anderson's Visited Smart Start Provided Fire Education for Willow Pond Residents Blood Donation Events: September 2022 & January 2023 Stood by at events: Halloween Downtown & Bed Races StrategicGoal, 3: As an employerof choice, we will retain and recruit a highly skilled workforce. Focus Area: Organizational Excellence  Multiple Station Tours for various groups. (Scouts, Home School children and drop in visitors.)  Objectives and development 3.1 training, certifications, education, and professional accreditation. Create and maintain No preventable asafe working environment: for staff. 3.2  Action Items education essential for staff growth. Set andr review development; goals Departments annually during pertormance evaluation. accidents. No employeei injuries All resulting from safety Departments 1009 violations. Develop an asset management plan and Departments 10096 replacement: schedule for equipment. Ensure facilities are All attractive and well Departments 10096 maintained.  Assigned Progress To All Departments All All Departments All  Investi ine employee Identifytraining, professional; growth certifications and through continuous deliveryofservices: and  10096 10096 10096    #3  (3)Members completed Technical Rescuer (2) Members Completed Fire & Life Safety Educator Member attended Fire Rescue Management Class @ UNC Charlotte  No Preventable injuries CIP updated  Awarded. AFG Grant for smoke removal system in the station. System installed and working.  Strategic Goal 4: Leverage technology and innovative business approaches to enhance customer service  and improve business cfficiencics. Focus Area: Organizational Excellence  Objectives Create and apply data-driven decision-making tools, including 4.1 performance management and benchmarking, to b enhance strategic and daily service delivery management.  Action Items a Reduce Medical "NNon Fire Response" Events by 7596 Meet NFPA 1720 for a Fire "Low Hazard" 9096 of Department Time  Assigned Progres To Department  S 95 96 809  Strategic Goal 5: Expand community cngagement.  Focus Area: Organizational Excellence  Objectives  Action Items media. important.  Assigned Progress To Departments  Expand reach and a Regularly update social All  10096 10096  integration of town messages across various 5.1 communication platforms such as b print, social media, website, and other public engagement formats. Promote Mocksville's values through consistent branding.  Use bill inserts when All message saturation is Departments  Educate Town staff to All ensure practices reflect Departments  5.2 mission, vision and a standards.  7596  #4&5  Medical "Non Response". None since October of2 2022 due to full time staff.  NFPA 1720 Standard for "Low Hazard":    IndentNumber) InientDatlel lnodeitlipel lmdteatlipeName 1X0X33 IMARII Bulingire 2X00040 ADAIB Colagire.curinelioutine 220XA52 SA2iI Biangle 2X00067 1Am21 Buldnghre 2XX0917 45A21B Colagie,tuninedlorntite 200926 shuiB Caiaghne.tuir-dpontine 2X0IAS MAAI Bilinghe 2XOA03 HAIB minçle,mwiralootite 2XOOISO Iis Tnshomcafire,cotained 2XX153 AMAAI Bulingire 2X00114 23.021B liagflne,cumirnadtoctlane  AMGhenoreded DipathTimeA Abress Automabicaidrereived 004:3 2VanduthiaMcdona Automaticaidrerenved 1312 WMindnad@Modonilcows Automaicaidrecehed 150923 MatwookDMocoille QOOAL Mutualaidreteived 001703 biatepbeMap.oie 160404 5sswpcdonl0an. 10011 laianiledladsoms 1347 8SHelwothoAlaxisonoo 18213 5oiserxMicioille 000331 101S CoserliMcioville Q00C0O Automalicaidrerehed 16A4142 MBHpiniledlads.nes Avomaticaidreeied 123533 65unsetDiMocgile 0X6A5  MtyieRepustyaeNane Mayekeyw.Mitymehm: MTmuiReponse  OoNsI 000832 00o 0022 000933 Q1BN5 01n6  013 0B2 0s2 00000 OAODNB 0A0MI  None None None None None  2X01353 ASAIE helhuratienalwtialuie Automaicadretehed 085149 4PinesiModoille 0M28  #6  Completed online NCLM Class on ADEA,GINA & USERRA Completed Reasonable Suspicion online Training Strategic Goal 6: As al leadership team member,I will enhance my valuet tot the organization by investingi in personal and professional growth. Focus. Area: Personal Excellence  Objectives 6.1 understanding of Human Resources asi it applies tol Fire Department. Personnel Request: within the market.  Action Items person class(es) and complete.  Assigned Progress  To  Increase operational Identify online ori in Frank Carter  1009  Increase starting PT firefighter pay $2.00 per hour to $15.36. Goal from last year, trying to be competitive Supplemental retirement benefit for PT & Volunteers that mimics thel NCSFA. Requires 20 years paid  Give same per hour increase to current PT staff to prevent compression.  service. Current state benefit is $170.00 per month.  Capital Requests: FY23-24 (10) Set Turn out Gear: $60,000 (5) 8001 MHz Portable Radio: $15,500 (1) Thermal Camera: $7,000 (1) Hurst Combi - Tool: $10,750 Air Compressor: for Station: $5,500 Forcible Entry Training Prop: $7,700  Total: $106,450    CIP Items:  Land for second station in 601 North Area Purchase newer used engine.  a. Surplus the 1995 E-One. Value $10-15K estimate b.N Move current second out engine to reserve status C. Purchase used second engine. (We have over $300,000 saved)  Operations FY 23-24 Upgrade few remaining nozzles: $3,500 Hydra-Ram Tool: $2,800 MSA RIT Pack: $4,000 Vent Saw: $2,000 Hose: $15,000 Rope & Rescue Equipment: $10,000 PT Equipment: $2,500 (6)Ballistic Vest: $4,800 (3)AEDs to replace aging units: $3,000 Misc: $5,000 Total: $52,600 Hazmat:  Partner with Public Works to lease Gas Meters:  a: Our meters are over 3; years old, sensor life span is around 3-5 years. b: Wel have (8) meters between the departments cAllows us to share resources d: Would be cost saving in long run and ensure meters are always ready.  Cost: $8,857.92 annually (Split between PW & FD) Replace (4)Level"A": suits: $4,000  Host Advanced Propane Response Class, day long class with "Live Firel Flaring". Up to 20: students.  $6,000 Station Requests: Station Furniture: $6,000 Kitchen: $2,500 Apparatus Maint. (Non-Routine) Steer tires on E2: $2,500  Washer/Dryer for staff. Will need some station modification, cost is only a guess. $5,000  L22: Replace driveline carrier bearing & torque arm bushings: $2,000    Parks & Grounds - Chris Vaughn Capital Requests: FY 23-24 Softball field steps and ramp $4,200 Sand Pro 3040 $28,672.15 Maintenance shop parking expansion $5,500 Shelter 5 bathroom remodel $32,500 Shelter Iroof replacement $3,500 I-40 mulch project $26,000  Priority 1. 2. 3. 4. 5. 6.  Item  Cost $4,200.00 $28,672.15 $5,500.00 $32,500.00 $3,500.00 $26,000.00  Softball Field Steps & Ramp Sand Pro 3040 Maintenance Shop Parking Expansion Shelter 5 Bathroom Remodel Shelter 1 Roof Replacement I-40 Mulch Project    Strategic Goals: FY22-23  Strategic Goal 1: Develop high quality parks and recreation amenity ofterings to include a variety of parks, Ereenways, and  rccreation: facilities. Objectives in our 1.1 recreational facilities and along our greenways. Improve safety features: for recreational facilities. 1.2  Focus Area: Healthy and. Active Community  Action Items public access. Develop and b distribute map. of Rich Park facilities and greenways. Install security a cameras at) Rich Park Grounds and Main Street Park. Create a greenway marker system to provide emergency responders with a more accurate location when assistancei is needed. Replace Mando Field Parks & fence. a  Assigned Completion  To Parks & Grounds Parks & Parks & Grounds  Percentage 10096 2596 10096 2096  Invest in desirable Install Wi-Fil hubi in Parks & amenity features a Rich Park tos support Grounds  Proactively maintain and upgrade recreational 1.3 facilities to improve appearance and enhance customer experience. Determine future 1.4 recreational needs.  8596  Grounds  Conduct: a recreational needs Grounds communitysurvey. Action Items az equity provided: are accurately documented Grounds and tracked. Annually determine cost ratiol by dividing Parks & total fees collected b and/or equity provided by the cost of maintaining the facility /providing the program. Develop: cost recovery Finance goals and make fee recommendations. Use feasibility: study funded by Northwest Manager Piedmont Rural Planning Organization Grounds (NWRPO) to explore greenway connectors to Davie Community Park. Work County, with Northwest Davie Piedmont Rural Planning: Organization, (NWRPO), NCDOTa and developing greenway, trail, or bicycle projects for submission during the 2024-2033 funding cycle.  Parks &  096  Strategic Goal 2: Provide a parks and reercation model with  sustainable financial cost recoverypoliciew. Focus Area: Healthy and. Active Community  Objectives service for functional areas and develop: a policy: for cost recovery: goals.  Assigned Completion  To Parks & Finance Grounds Parks & Grounds Town Parks & Town Parks Manager & Grounds  Percentage 10096 10096  Analyze the cost of Ensure fees paid and Finance  2.1  9096 1096 1096  Align with regional planning and connectivity goals to enhance. competitiveness in applying for grants from regional, county, 2.2 state, and federal sources for greenway, and funding support.  park. development b other stakeholders on    Strategic Goal 3: As an employer of choice, we will retain and  recruit a highlys skilled workforce. Focus Area: Organizational Excellence  Objectives  Action Items supervisory Public Grounds employees. Grounds Identify training, certifications, and education essential for delivery ofs services and staff growth. (Parks & Grounds- 2 Staff CDL&2 Staff Pesticide) Seta and review development goals annually during performance evaluation. a No preventable accidents. Noe employeei injuries All violations. Develop an asset management plan and Departments replacement: schedule for equipment. Ensure facilities are All attractive and well maintained.  AssignedTo Completion  Percentage 1009  Invest ine employee Create andi implement Human professional growth acareer ladder for non- Resources through continuous Services and Parks & Parks8 &  and development training, certifications, education, and professional 3.1 accreditation.  Public Services All Departments  509  All Departments All Departments All  5096  Create and maintainas safe working 3.2 staff.  80% 809 2596 75%6  environment for D resulting from safety Departments  Departments  Strategic Goal 4: Leverage technology and innovative business approaches to enhance customer service and improve business  efficiencies. Objectives Invest in technologies that improve 4.1 communications a and the customer experience.  Focus. Area: Organizational Excellence  Action Items Assigned Completion  To Parks &  Percentage 1009  Provide publicWi-Fi Grounds atl Rich Park.    Strategic Goal 5: Expand community engagement.  Focus Area: Organizational Excellence  Objectives Expand reach oftown messages media. across various communication 5.1 platforms sucha as saturationi is print, social media, website, and other public engagement formats. Promote Mocksville's mission, vision, 5.2 and values through consistent branding.  Action Items Assigned Completion  To All  Percentage 100% 0%  Regularly  and integration a update social Departments  Usel billi inserts All when message Departments important.  Educate' Town All stafftoensure Departments practices reflect a standards.  20%  Strategic Goal 6: Asaleadership team member, Iwill enhance my valuet tot thec organization byinvestingi in personal and  professional growth. Focus Area: Personal Excellence  Objectives Action Items Assigned Completion  To  Percentage 509  Become more 6.1 familiar with a NCLMor OSHA and laborl laws.  Complete online Chris Vaughn modulet through equivalent.    Public Works - Brian Moore Capital Requests: FY23-24  Replace a 10ft flatbed on an existing truck with a 10ft dump bed. Need an 8ft angle grader that is sized to our bigger tractor.  $12,500 $5,100 $5,061 $5,000  Wev would like to purchase a rollover box to aide in the repair ofy yards and roads after water leaks.  We would like to purchase pallet forks tol help load and unload materials.  Strategic Goals: FY22-23  Strategic Goal 1: Plan, maintain, and invest in sustainable and resilient infrastructure. Focus. Area: Responsible & Balanced Growth  Objectives Uset the Water & Sewer. Asset Inventoryand Assessment Plans to annually update the Capital Improvement Plan, set policies & 1.1 pnionties, develop investment & funding strategies, for sustainability and efficiently maintaining and enhancing the' Town's water & sewer infrastructure. Manage Town thel long-term and optimal efficiency of 1.2 water and wastewater services.  Action Items Assigned To Progress Update Water Public Works & Sewer. Asset Engineer Inventory and a Assessment Plans ifNCDEQ grant is awarded. Update Capital Public Works Improvement Engineer Plan annually.  3096  3096  Update Water Public Works Inventory and Plansi ifNCDEQ grantis awarded. Workwith Envirolink to Engineer identifya and implement best practices and/or process changes to  assets to ensure & Sewer. Asset Engineer sustainability a Assessment  3096  Public Works  10096    Investi in technologies that conserveresources, dataa andi improve the customer experience. Elficientyand effectivelymanage Mocksvillesstret, waters systems to ensuret theirl long terms sustainability,  Explore financial and Public Works operational feasibilityo of Engineer transitioning toa anAMI  13 providea actionable a water meter system.  30%  Partner withl Davie County NCDOT on local pavinga and patching andi improveroad conditions. Develop/ update an PublicWorks asset inventoryand assessment to usef for priontization.  PublicWorks  0%  sidewalka and: storm a projectst tor reduced costs  Engineer  30%  Strategic Goal 2: Recruit newi industries; facilitate the expansion of existing industries; and support the development of new small and mid- sized businesses to fill current and future employment and retail needs. Focus Area: Economic: Development Objectives Collaborate to provide adequate system needs and water, sewer and impacts of Water road capacity within' Town municipall limits & extra-territorial Inventory and 2.1 jurisdiction (ETJ) Assessment grant or and within Secondary Primary and growth areas as identified by the b Mocksville collaborate can with Davie Davie County Comprehensive Plan.  Action Items Update water model, Public Works Treatment: Plant a partnership: as part of pending NCDEQ Asset others study.  Assigned To Progress Engineer  309  Identify strategics water Public Works and sewer projects that Engineer Countyt to complete.  10096  Strategic Goal 3: Expand, diversify, revitalize and  promote our historic downtown. Focus Area: Economic Development  Objectives Enhance place making int the downtown area through branding, wayfinding, amenities and  Action Items Complete S.I Main streetscape project to Development include existing planter PublicV Works removal, new trees, floral trash receptacles and street sign upgrades.  AssignedTo Progress Community  3.1 beautification, 1 containers, benches,  50%    Strategic Goal. 4: As an employer of choice, we will retain and recruit: a highly skilled workforce. Focus. Area: Organizational Excellence  Objectives Invest in employee professional growth and development through continuous training, certifications, professional accreditation.  Action Items Create and implementa Human career ladder: for: non- Resources a supervisory Public Services and Parks & Parks & Grounds Grounds employees. Identify training, certifications and education essential for delivery of services and (Public Services Competent Person, CDL, Water & Sewer Certifications) Set and review development; goals annually during performance evaluation. a NNo preventable accidents. No employee injuries All violations. Develop an asset C management plan and Departments replacement: schedule for equipment. Ensure facilities are attractive and well maintained.  Assigned To Progress Public Services All Departments  10096 5096 10096 10096 10096 9896 10096  4.1 education, and b staff growth.  All Departments All Departments All All Departments  Create: and maintain a safe working 4.2 for staff.  environment b resulting from safety Departments  Strategic Goal 5:1 Leverage technology and innovative business approaches to enhance customer service and improve business Focus Area: Organizational Excellence  efficiencies. Objectives Create and apply data-driven decision-making a standards and tools, including performance management and Develop / benchmarking, 5.1 toenhance strategic and dailys service delivery management.  Action Items Assigned To Establish meter Finance reading accuracy Public Services review during the year. update an asset Engineer inventory and assessment plan b for maintaining streets, sidewalks and storm water systems.  Progress 100%  Public Works  2596    Strategic Goal 6: Expand community engagement.  Focus Area: Organizational Excellence  Objectives Expand reach and integration oftown messages across various communication 6.1 platforms such as print, social media, website, and other public engagement formats. Promote 6.2 Mocksville's mission, vision  Action Items a Regularly update social media. Usel billi inserts when Alll Departments messages saturation is important. D  Assigned To Progress Alll Departments  100%  100%  Educate Town stafft to All Departments  a ensure practices reflect standards.  75%  StrategicGoal 7: Asale leadership team member, I will enhance my value to the organization by investing in personal and professional growth.  Focus Area: Personal Excellence  Objectives Increase knowledge and Public Services Department. 7.1  Action Items Assigned To Earn Collections Brian Moore IIC Certification train employees one equipment (part ofcareer ladder). Fully staff department twith qualified employees.  Progress 100%  productivity in Sets schedulet to Brian Moore  75% 90%  Brian Moore    Final Items & Wrap-Up - Town Manager Ken Gamble  Thanks to everyone for today. Budget Process  Budget Retreat - February 4th  Department Head Budgets to Manager - February 7th 1st Draft to Commissioners & Department Heads - February 24th Public Budget Meeting - Department Head Requests March 7th 2nd Draft to Commissioners & Department Heads = March 27th Public Budget Meeting - Adjustments & Corrections - April 4th 3rd Draft to Commissioners & Department Heads - April 24th Public Budget Meeting - Budget & Budget Message - May 2nd Budget Available for Public. Inspection - May 31d Final FY 22-23 Budget Amendments to Commissioners -J June 2nd Public Hearing on Budget - Adopt Budget Ordinance- - June 6th  Adjourn  A motion was made by Commissioner Lambert to adjourn the February 4, 2023. Special Meeting Budget Retreat. The motion was seconded. by Commissioner Stevenson which carried by a unanimous vote. 5-0. The attached documents are incorporated herewith and are hereby made a part of these minutes.    hilkan gmk.  William J. Marklin, Mayor  fomian Quane Emily Quance, Députy Town Clerk