THURSDAY,PEBRUARY 13, 2020  TOWN OF SAWMILLS ANNUAL BUDGET RETREAT  9:00 AM  COUNCIL PRESENT Johnnie Greene Clay Wilson Rebecca Johnson Joe Wesson Melissa Curtis COUNCIL ABSENT Keith Warren  STAFF PRESENT Chase Winebarger Karen Clontz Julie A Good Terry Taylor  CALL TO ORDER: Mayor Johnny Greene called the meeting to order. INVOCATION: Mayor Johnnie Greene gave the invocation.  PLEDGE OF ALLEGIANCE: Mayor Johnnie Greene led the Pledge of Allegiance. ADOPT AGENDA: Mayor Johnnie Greene asked for a motion to adopt the February 13, Joe Wesson made a motion, and Clay Wilson seconded, to adopt the February 13, 2020  2020 Budget Retreat Agenda.  Budget Retreat Agenda. All were in favor.  FINANCIAL UPDATES: FINANCIAL UPDATE: Town Finance Officer Karen Clontz presented to the council the following financial information for the Town Council.  1-A Attached is the summary sheet for revenues and expenditures year to date = 12/31/2019 - for all funds. The budget total is $3,124,258 with $2,101,008 budgeted for the General Fund and $1,023,250 for the Utility Fund. Also, on October 15, 20109, Council adopted a Project Ordinance establishing a Capital Project Fund in the amount of $1,200,000. The amount of $480,000 will be transferred from the General Fund fund balance, $320,000 from the Utility Fund net assets and $400,000 from an installment loan from First Citizens Bank. (See  Statement of Revenues and. Expenditures-page 4)  Annual Budget YTD Actual Remaining Budget %  Revenue Expenditures Over/Under  $3,124,258 $3,124,258  $1,735,840 $1,348,786 $ 387,054  44% 56%    February 13,2020 Budget Retreat  2-Cash Balance and Budget by Fund as of12/31/2019:  A. Cash Balance by Fund Summary (See General Fund/Powell Bill- page 5; Utility Fund,  Capital Project, Capital Reserve- page6) General Fund Balance - Unassigned Powell Bill Fund Balance- Restricted/Streets Utility Fund Net Assets-Unassigned Capital Project-AMI Meters-Restricted Capital Reserve Fund - Restricted  $5,354,799 $ 304,151 $4,213,657 $1,200,000 $ - 344,000 $11,416,607  Total:  Attached is a breakdown ofthe cash on hand and investments for each fund. The outline also compares the current fiscal year to the same time last year. Interest  rates remain low. (pages-5-6)  B. Budget by Fund Summary: General Fund Revenue Expenditure Over/Under Powell Bill Fund Revenue-State Revenue-Reserve Expenditure  Budget 19/20 $2,101,008 $2,101,008  Dec 2019YTD Remaining Budget%  $ 1,314,467 $ 1,057,784 $ 256,683  37% 50%  Budget19/20 $142,000 $0 $62,000  Dec 2019YTD Remaining Budget%  $144,539 $0 *$700  0% 0% 99%  Regarding the Powell Bill cash balance = the Town's cash reserve must stay below the total sum. oft the past 5 years in revenue received from the State of] North Carolina Department ofTransportation. This is a result ofHB: 200 changes to GS 136-41.1 through 136-41.3. In summary, towns with a population over 5,000 cannot have ai total reserve in excess oft the five-year total revenue received. The Town's current five-year total is $734,945. Our cash balance is $304,151, which is *Council agreed to budget for general maintenance and supplied only, for FY 19/20, in order to build up the Powell Bill Reserve. No paving projects were scheduled. Council has since approved paving for the completion of Russell Drive with a cul-de-sac. The bid amount was $32,659, for the project, with a $62,000  $430,794 less than the total five-year allotment (see page 5).  budget.    February 13, 2020 Budget Retreat 59% 65%  Utility Fund Revenue Expenditure Over/Under  Budget 19/20 Dec2019YTD Remaining Budget9 %  $1,023,250 $1,023,250  $ 421,373 $ 291,002 $ 130,370  Utility Fund revenues continue to remain steady. the past four years ending December 31St. (Pages 7-8)  4- General Fund Property/Vehicle and Sales Tax only)/Utility Fund Charts for  5-Updates regarding increase/decrease in evenuesexpenditures:  Retirement _The Local Government Retirement System (LGERS) Board proposed an increase of .58% beginning with fiscal year 2016-17.25% increases through FY2020-21. However, on January 31, 2019, the LGERS Board voted to change the original proposal in order to address significant system funding shortfalls expected in future years. Currently the Town's rate is 8.95%. Beginning July 1,2 2020, the rate will be 10.15%. For fiscal year ending June 30, 2019, the Town's contribution to the retirement fund was $40,406. The estimated cost for fiscal year ending 2020  is$ $45,254.  Employer Contribution Rate  Fiscal Year 2018-19 2019-20 2020-21 2021-22  General Employees Law Enforcement: Officers  7.75% 8.95% 10.15% 11.35%  8.50% 9.70% 10.90% 12.10%  Insurance Popety/llelt/Wotimans Comp. - The North Carolina League of Municipalities (NCLM) provides the Town'si insurance through the pooling  method.  Health Insurance - There was an 11.5% rate increase for health insurance for the current fiscal year. The annual meeting, conducted by NCLM will be in March where NCLM staff will report any new proposed increases. Total employer expenditures for FY 18/19 were $132,490. Estimated cost for FY 19/20i is $137,000. This represents an increase of only 3.29% due to the resignation ofTown Administrator Christopher Todd and coverage Property Insurance - Employer expenditures for property insurance for FY 19/20 were $18,228 compared to $16,979 for FY 18/19.. A 7% increase. Workman's Comp Employer expenditures for Workman's Comp for FY 19/20 were $16,469 compared to $15,377 for FY 18/19.. A 7% increase.  being waived by Town Manager Chase Winebarger.    February 13, 2020 Budget Retreat  NC Debt Setoff Program - Since implementing the debt setoff program in FY 2012-13, the total reimbursement to the Town is $5,666.01 for unpaid utility bills. There is a total of$137.66 collected during the calendar year 2019. Land Fil/Recycle Year to date costs for trash collection and landfill is $128,384 with al budget of $285,000. Below is a breakdown oft the year to date revenue and expenditures. The average recycling percentage for calendar year 2019 was 76%  compared to 62% for calendar year 2018.  Expenditure Trash Collection (5 mos.)/Landfill (6 mos.) Recycle Total Revenue-Fees ($8.00 per hshld) Trash/Recycle Outo of Pocket Total  Budget 19/20 $198,400 $86,600 $285,000 $200,000 $85,000 $285,000  Dec 2019YTD Remaining Budget%  $ 84,800 $43,584 $128,384 $ 104,559 $42,500 $147,059  55% 48% 50% 52%  Revenue Dec2 2019  YTD Cost Cost p/u billed Fees billed per  Difference  by Republic household by the $9.05 (1,789x:$9.05) $4.54 (1,600x:$4.54)  Town  Trash Collection (1,789 units) Landfill Recycle (1,600 units) Total Over/Under  $80,952 $3,848 $43,584 $128,384 -$23,825  $3.66 $17.45  $104,559 Outof Pocket Tonnage Dec 2019 YTD  -$8.00  -$9.45  Cost for Trash and Recycle to Landfill X3.66 (Tonnage)  VS  Cost of Trash and Recycling X4.54 (1,600 unit) $3,848 $43,584 $47,432  Landfill Recycle (1,600 units) Total  958 105 1,063  $3,848 $384 $4,232  90% trash; 109recycle  DISCUSSION: 2020/21 FISCAL YEAR RECOMMENDATIONS (see notes attached): Town Manager Chase Winebarger stated that one ofthe first things he did as soon asl he started at the Town of Sawmills was read the personnel policy and that the policy is a little outdated 1- Increase Longevity (see attached chart). Town Manager Chase Winebarger stated that longevity is SO important in local government because you cannot give Christmas bonuses based off market or production SO some Towns elect to do longevity pay.  and there he has two @)recommendations:    February 13, 2020 Budget Retreat  Town Manager Chase Winebarger stated that longevity rewards tenure and isr normally paid in late November or early December in most municipalities. Town Manager Chase Winebarger stated that with longevity you want three (3)things: 1-You want people to come to work for the Town of Sawmills; 2-You want people to never leave the Town of Sawmills; and 3-You want to reward those that stay with the Town of Sawmills.  Town Manager Chase Winebarger stated that longevity will not be the sole reason either of those things happen, but it will be a factor. Town Manager Chase Winebarger also stated that the policy for longevity should be amended to include an employee's years of service ift the Council agreed to add the longevity scale that Town Manager Chase Winebarger suggested and to add an employee's: years of service from another municipality in the budget as aj policy 2- Increase Vacation Accruals (see attached chart). Town Manager Chase Winebarger stated that he suggests that the Town match the state accrual rate for vacation time. Town Manager Chase Winebarger stated that local government employees are tough to find and that it is getting tougher. Town Manager Chase Winebarger stated that you can pull employees from other fields and retrain them, but it takes time and is costly, soi iti is easier to be attractive to the ones that want to work in local government. Council agreed to change the vacation accrual policy to match the State of North Carolina's vacation accrual policy effective July 1, 2020, based on the recommendations of Town  employee came from another municipality.  change effective. July 1, 2020.  Manger Chase Winebarger, to the FY 2020/2021 budget.  Salary Increases-Town Manager Chase Winebarger stated that he would suggest that Council give all Town employees a three percent (3%) COLA raise and up to a two percent Council agreed to add a three percent (3%) COLA raise and up to a two percent (2%) merit raised, based on the recommendations of Town Manger Chase Winebarger, to the FY  (2%) merit raise based on his recommendations.  2020/2021 budget.  Phase II Stormwater-Town Manager Chase Winebarger stated that the Town is paying the WPCOGto do the vast majority ofthe Town's stormwater. The State ofNorth Carolina wants all of the Town to be mapped for the stormwater. The Town will have to pay to have the Town'sstormwater areai mapped. The total cost ofmapping for the entire Town is $51,504.17 with the WPCOG. The WPCOG guaranteed the mapping of the whole Sawmills stormwater area will be done within five (5), years. The Town can try for a EDA Grant which will cover $25,752.09 (halft the cost oft the mapping), which will leave the Town paying $25,752.09 out ofpocket. The monthly rate for the next two (2) years for the Town would be $1,073.00.    February 13, 2020 Budget Retreat  200. AMP Drop in Grass Lot for events and Christmas-Town Manager Chase Winebarger stated that there is a need for power at the grass lot where the Farmers Market, Fall Festival and Christmas Tree lightening is held. Town Manager Chase Winebarger stated that he has got an estimated cost of $2,000.00 (depending on permitting costs) to put a 200 AMP Drop Council agreed to add a 200AMP Drop put on the Town's s grass lot in the FY 2020/21 budget. New Server/Server Room/Bigger Offices for Finance Officer and Town Clerk- Town Manager Chase Winebarger stated that the Town is in need of a new server and has been in need for some time. Town Manager Chase Winebarger stated that the current server the Town has goes down regularly, sometimes more than once in a week. The current server is a computer tower. Town Manager Chase Winebarger stated that he would like to convert to a rack style server, which will add more security and stability to the current system. The quoted price for the new server, which includes the cost oft moving all the wiring to move the server Town Manager Chase Winebarger stated that a server room is beyond a necessity since itis housed in a coat closet in Council Chambers where anyone can pick it up and take it out the door. Town Manager Chase Winebarger stated that operating out ofacoat closet with bi-fold doors is unthinkable with all the liabilities and security threats that face local governments Town Manager Chase Winebarger also stated that the Finance Officer'soffice and the Clerk's office are not big enough for all the records that they have to keep. Town Manager Chase Winebarger stated that staff could look into building an office in either the current records room or the garage and put the Finance Officer in the new office, possibly move the Clerk to the Finance office and put the server room in the Clerk office, or see what will work. Councilwoman Rebecca Johnson made to a contractor that she knows to inquire what the Town would have to do to be able to build a new office, and she was informed that tol builda new room in the garage that the Town would need to pull an electrical permit and it would  in to be able to provide power to vendors and the Town during festivals.  to a more secure location, is forty thousand dollars ($40,000).  especially with the utilities the Town offers.  have to be inspected. UPDATES:  LEGALUPDATES: Town. Attorney Terry Taylor stated that the North Carolina Department OfTransportation Secretary Jim Trogdon, would be retiring at the end of] February and Eric Boyette, who is now the North Carolina Department of Information Technology Secretary will be the new North Carolina Department OfTransportation Secretary. Tracy Doacks will be the new North Carolina Department ofInformation Technology Secretary. Town Attorney Terry Taylor stated that the State of North Carolina still has not passed a budget for the Fiscal Year 2019/2020 and it is not cleari ifthe State is going to do amendments or try to pass a full budget. Town Attorney Terry Taylor state that the State is in their short Town Attorney Terry Taylor stated that North Carolina Department of Transportation has extended authority to municipalities to close their roads due tol hazardous weather conditions.  session.    February 13, 2020 Budget Retreat  Town Attorney Terry Taylor gave Council a handout (which is attached to the minutes) about NC Opportunity Zones. Town Attorney Terry Taylor stated that it might be a good opportunity tol have Town Planner Hunter Nestor to see ifthe Town could get one it's census Town Attorney Terry Taylor gave Council a handout (which is attached to the minutes) about residential abatement and commercial vacant building abatements. Town Attorney Terry Taylor stated that in the past years, staff had talked about doing a study on the vacant properties in the Town, residential and commercial, and ranking them from worse to not as bad to help with abatement. Town Attorney Terry Taylor stated that this might be an opportune time to do the study and staff could talk to Town Planner Hunter Nestor to see if  zones appointed as an opportunity zone.  the WPCOG could do the study, with help from staff.  DISCUSSION: 2020/21 FISCAL YEAR RECOMMENDATIONS CONTINUED: Social Media Footprint: Town Manager Chase Winebarger stated that the Town needs to increase its social media footprint. Town Manager Chase Winebarger stated that, depending on which study you look at, around seventy percent (70%) of the US population gets their news and updates from social media. The Town needs to tap into that market. Town Manager Chase Winebarger stated that the Town's Facebook page is not used to its fullest potential. Town Manager Chase Winebarger stated that it is a simple marketing tool and most municipalities do not know how to use it. Town Manager Chase Winebarger stated that the Town should hire an outside person to help with the Town's social media page. Town Manager Chase Winebarger stated that the cost would be approximately $2,500 annually and  he would work closely with the person that was hired.  Spring Clean-up and Shred Day- Town Manager Chase Winebarger stated that the Town has a lot of records that can be destroyed, but doesn't have the man power or the equipment to destroy the records. Town Manager Chase Winebarger stated that the Town can have a company to come in for approximately $500 to $750. Town Manager Chase Winebarger stated that the Town can offer it to the Town's citizens that have no way of destroying the  documents that they have at their residence.  Town Hall-Town Manager Chase Winebarger stated that he thought the Council needed to formulate plan for a new Town Hall. Town Manager Chase Winebarger stated that he had talked about needing a new server room and bigger offices before Town Attorney Terry Taylor's updates, and he wanted to expand that discussion to talking about a new Town Hall. Town Manager Chase Winebarger stated that the current Town Hall building looks great from the outside and the few public access areas (Council Chambers and pay window). Town Manager Chase Winebarger stated that a new Town Hall could meet some of the  requests made by citizens:  1 2  ac drive thru window  easier access regarding parking (this could be because they are not allowed to  park in front oft the building any longer)    February 13, 2020 Budget Retreat  3  aj place to sit ift they have to wait (there is no lobby in the current Town Hall SO citizens either have to stand out front, stand outside, or wait in Council  Chambers).  Town Manager Chase Winebarger also stated that the current building (as is) will never meet ADA requirements. Town Manager Chase Winebarger stated that the Town would have to spend a lot ofmoney to bring the building up to code, workout something with the Sawmills Volunteer Fire and Rescue Department for a drive thru window and there is still no guarantee that any ofthat would be possible, structurally, because ofall the level changes in the building Town Manager Chase Winebarger also stated that a Town Hall should meet the needs ofits employees. Town Manager Chase Winebarger stated that current building does not have a conference room and currently staff holds meetings in Council Chambers on plastic tables. Town Manger Chase Winebarger stated that not having a conference room is a bigger issue than most people realize. Town Manager Chase Winebarger stated that it is just not professional when meeting with professionals in either business or construction and not having ai room to meet in. Town Manger Chase Winebarger stated that just "making it work" isv very difficult. Town Manger Chase Winebarger also stated that the current building needs new carpet throughout and at the minimum new chairs in Council Chambers.  and the previous additions and renovations.  Vault/Safe-Town Manager Chase Winebarger stated that even though the Town Hall is right beside the Sawmills Volunteer Fire and Rescue Department, that the majority of the Town's records are in the back part of the office (records room, garage, finance office and clerk's office) and al lot of those records are: not in fire proof filing cabinets because there is no room for them. Ift there was a fire at the Town Hall all the records would be destroyed. The Town needs a vault or safe built into a room to be able to store all the records that the Town keeps  indifferently.  Break Room- Town Manager Chase Winebarger stated that to the Council it might seem like aluxury request, but Town employees are getting their lunch out ofat refrigerator and heating it up in a microwave in a room that was built for a water heater, and then eating in the front Town Manager Chase Winebarger stated that ultimately, the building is a Capital Asset and needs to bei treated as one. Town Manager Chase Winebarger stated that his suggestion would be toi identify properties where you would want to build a new' Town Hall and get plans drawn Council informed Town Manager Chase Winebarger to start looking for properties to put a  row: in Council Chambers in the audience chairs or in their office.  up.  new Town Hall and get them plans to look.  EMINENT ISSUES:  Optimist and Recreation in Sawmills: Town Manager Chase Winebarger stated that the Sawmills Optimist Club currently only has three (3) members. Town Manager Chase Winebarger also stated that the Optimist Club was running all the sports programs, but the    February 13, 2020 Budget Retreat  Town is already carrying the brunt oft the cost:  1- Salary for Park and Recreation Director; 2- All the mowing and stripping oft the fields; 4- The cost and maintenance of all the lights at the Park.  3- All the maintenance;  Town Manager Chase Winebarger stated that the only things the Town is not covering are the pass through or break-even costs such as the registration fees washing out with:  1- Insurance fees; 2- Umpire fees; 3- Equipment fees; 4- Sectioning fees.  Town Manager Chase Winebarger stated that with only three (3) members that the Town should look to be moving sports programs under the Town in the near future. Town Manager Chase Winebarger stated that the Sawmills Optimist would still run the concession stand and use the money for food for the concession stand and offer scholarships for outgoing seniors, or the Town can close the concession stand and have food trucks at all the sporting events. Town Manager Chase Winebarger stated that the Town would have to pay umpires and extra Town Manager Chase Winebarger stated that the Town should look into building ai recreation  workers and possibly have to hire another Recreation Director.  center in the near future. COFFEE CONCERNS:  PA System: Town Manager Chase Winebarger stated that Council and citizens had expressed that the Town's current PA System is not loud enough for everyone to hear during events. Town Manager Chase Winebarger stated that he had priced a new PA System for approximately $2,500 that would work everywhere that the Town holds events, with the exception of Veterans Park. Town Manager Chase Winebarger stated that Veterans Park could possible use a bigger system. Town Manager Chase Winebarger stated that the cost of Council agreed to add the bigger PA System in the amount of $3,600 to the FY 2020/21  the bigger system is approximately $3,600.  budget.  LCD Signs and Corner Planters for Flowers: Town Manager Chase Winebarger stated that there had been interest regarding a LCD sign and corner planters with flowers in the Town limits. Town Manager Chase Winebarger stated that the only problem with planting flowers is getting citizen involvement. Councilwoman Rebecca Johnson stated that she would be Town Manager Chase Winebarger stated that the Town would need to find a noticeable location to put the sign and planter and suggested that Council table the idea until a decision  happy to plant flowers in a planter and check on them.    February 13, 2020 Budget Retreat  regarding a Town Hall is made.  Parking (Events): Town Manager Chase Winebarger stated that one concern that kept coming up: for each event that the Town sponsors is parking at each. location that a Town event is done. Town Manager Chase Winebarger stated that he has done some measuring with the Parking at Baird Park (198 spots): Town Manager Chase Winebarger stated that there are 173 parking spots in the Baird Drive lot, with an additional 25 parking spots on the street. Town Manager Chase Winebarger stated that the Town could possibly get an additional 52- 72 parking spots if the Baird Drive lot was expanded towards the big field, which would Town Manager Chase Winebarger also stated that the Town could try to purchase property from an adjoining property owner. Town Manager Chase Winebarger stated that if the property owner would agree to the purchase, the Town would have to purchase an easement and move a portion of a fence, but you could go in 60' deep (actually less if the spots were slanted), with the edge of the lot to Roger McCall Ln, which would equal 750'. Town Manager Chase Winebarger stated that that would give the Town approximately 155 additional parking spots, with an approximate total of 400+ parking spots together with the Parking at Waterworks Road: Town Manager Chase Winebarger stated that there are 172 parking spots at Veterans Park, 121 parking spots at Veterans MemorialSoccer/Bal Fields, 51 parking spots at the Walking Track/Disc GolfBathrooms, and 77 parking spots at the Boat Landing (even though the boat landing is not the Town's, it was included because people park there for the fireworks event). Town Manager Chase Winebarger stated that during some Town events, there is parking on the roadway on both sides of the road (approximately 1 vehicle every 20' for roughly 4,000', from the Boat Landing to the first house on Waterworks Road) which equals to approximately 400 spots. Town Manager Chase Winebarger stated that doesn'tir include randomly parked vehicles (entry/exit oflots, past the first house, in the roadway, etc.), which could total up to 649 spots. Town Manager Chase Winebarger stated that it could easily add up to approximately 2,596 people just from parking spots. Town Manager Chase Winebarger stated that with the shooting of fireworks on the ballfield, ifthere is an issue, or a shell crosses the road, you have effectively trapped 2,600+ people with no way out. Town Manager Chase Winebarger stated that most of the injuries would come from the panic. Town Manager Chase Winebarger suggested that the Town consider widening the Waterworks Road, 1+ mile road 18' width with 60' easement, doing a combination of DOT/Town street. Town Manager Chase Winebarger stated that widening isi needed but when comparing cost/benefit in regards to other needed projects, is it worth it for approximately 2 to3 3 events per year? Town Manager Chase Winebarger stated that he would suggest adding  GIS system and has come up with the following:  require paving of an area approximately 103' X115.  existing parking spots.  the widening to CIP in the near future. FUTURE CONCERNS:  New LogulbrandMlarketing: Town Manager Chase Winebarger stated that the Town has a Town Seal but it needs a Town Logo. Town Manager Chase Winebarger suggested that the Town partner with CVCC Graphics Department to see ifthey can come up with a Town logo    February 13, 2020 Budget Retreat  since CVCC Graphics Department designed the Farmers Market logo last year for the Town. Paving in Doe Run: Town Manager Chase Winebarger stated that he had talked to a few citizens about the condition of the roads in Doe Run and that he would like to have a plan in Finance Officer Karen Clontz informed Town Manager Chase Winebarger and Council that the Town Engineers had already inspected the all the roads in Sawmills and there was a plan  place regarding the paving.  inj place for paving.  ADA Assessment/P'an/mplementation: Town Manager Chase Winebarger stated that the Federal and State Governments have put requirements in place for grant monies and one of those requirements is for municipalities a five (5) to ten (10) year ADA plan in place, much likea a CIP. Town Manager Chase Winebarger stated that the WPCOG offers services tol help municipalities to get the ADA plan ready for when the Town wants to apply for grants for recreation areas. Town Manager Chase Winebarger stated that the Town should address this issue sooner than later to get ahead of other municipalities for grant monies.  Rates and Fees:  Sanitation Fees: Town Manager Chase Winebarger stated that the sanitation fees that are  paid by every inside customer in Sawmills includes:  Republic Services (Trash and Recycling); that will not fit in the trash can; Television and electronics (very rare); Limb and leaf (brush); White Goods;  Bulk garbage pickup (mattress, box springs, couches, dressers, etc.), anything  Salaries, higher workers' compensation because of curbside pickup, equipment maintenance, wear and tear ofvehicles and liability.  Town Manager Chase Winebarger stated that the Town cannot pretend that the sole purpose of the sanitation fee is just focused on the two (2) cans that every house receives. Town Manager Chase Winebarger stated that the Town only charges $8.00 per month to each customer for sanitation fees and there is no charge for recycling to the customer. Town Manager Chase Winebarger stated that Republic Serviçes charges the Town $9.05 per can: for sanitation sO the Town is already losing money per can. Town Manager Chase Winebarger stated that the Town would need to go up on sanitation fees to at least $10.00, which is 2.5% increase, to cover some the difference that Republic Services is charging per can. Council agreed to look at a purposed increase in sanitation fees for the FY 2020/21 budget. Waterand Sewer Rates: Town Manager Chase Winebarger stated that aside from taxes, the    February 13, 2020 Budget Retreat  most volatile issue in the Town is water and sewer rates. Town Manager Chase Winebarger stated that NC Rural Water Association is going to perform a rate study for the Town (free of charge because the Town is members) at the end of February. Town Manager Chase Winebarger stated that the rate study is good for five (5) years. Town Manager Chase Winebarger stated that at the next budget meeting he should have the results of that study and can more give the Council direction of where the Town should go with the rates. Town Manager Chase Winebarger stated that most Councils, not just Sawmills, put offraising taxes and rates until the Town is in a major bind. Town Manager Chase Winebarger stated that based off the percentage recommendations in the study, he plans on proposing the Council implement a gradual annual increase. Town Manager Chase Winebarger stated that Council should make changes now that are necessary to sustain growth and expansion and to do it gradually, because ift the Town waits to make adjustments when it is mandatory to do sO, the rates will increase substantially and that might not get youl back in black, the Town would still  have to subsidize from the Fund Balance.  EVENTS: Town Manager Chase Winebarger stated that even though the meeting is about budget, it seemed the most contentious issue at the Coffee with Council session was events,  their dates, times, schedule, locations and logistics.  Coffee with Council- Council decided to cançel Coffee with Council due to Easter Egg Hunt- The Easter Egg hunt will be on Thursday, April gth, 2020, beginning at 4:00pm, with the first race beginning at 4:30pm and the Town Farmers Market- The opening day of the Farmers Market will be Tuesday, May 5, 2020, and every Tuesday from May to September, from 3:00pm- 6:30pm, with the official kick offt being on. June 2, 2020, beginning at 3:00pm; Memorial Day- The Memorial Day program will be on Monday, May 25, Sawmills Fire and Rescue Appreciation Week- Sawmills Fire and Rescue Appreciation week is designated as the first week of September every year. The Town will make a donation to the Sawmills Fire and Rescue Department; Fall Festival/Tractor and Treat- The Fall Festival/Tractor and Treat will be October 30, 2020, from 12:00pm to 6:00pm. The Town will get a committee, made up of Town citizens, to prepare for the event, which will be held at the Veteran's Memorial Ceremony- The Veteran's Memorial Ceremony will be held on Saturday, November 14, 2020, beginning at 10:30am at Veterans Park; Christmas Tree Lighting- The Christmas Tree lighting will be Thursday, December 3, 2020, beginning at 6:00pm at the Farmers Market lot; Christmas Parade- The Christmas Parade will be Saturday, December 5, 2020, beginning at 10:00am (lineup is 9:30am) starting on Helena Street.  poor public interest;  will rent an Easter bunny costume;  2020, at 10:00am, at Veterans Park;  Farmers Market lot;    February 13, 2020 Budget Retreat  COUNCIL ADJOURN: Mayor Johnnie Greene asked for a motion to adjourn. Clay Wilson made a motion, and Rebecca Johnson seconded, to adjourn the meeting. All  were in favor.  The meeting was adjourned at approximately 3:45pm.    SEAL Y1,1908 COUR a  Mayor  Town  hd  Quiai    Memorandum  To: From: Date: Re:  Chase Winebarger Karen Clontz February 13, 2020  Mid-Year Report as of12/31/2019  This memo includes the following information regarding the financial and budget status for  the Town:  1-A Attached is the summary sheet for revenues and expenditures year to date - 12/31/2019 - for all funds. The budget total is $3,124,258 with $2,101,008 budgeted for the General Fund and $1,023,250 for the Utility Fund. Also, on October 15, 2019, Council adopted a Project Ordinance establishing a Capital Project Fund in the amount of $1,200,000. The amount of $480,000 will be transferred from the General Fund fund balance, $320,000 from the Utility Fund net assets and $400,000 from an installment loan from First Citizens  Bank. (See Statement of Revenues and Expenditures-page 4)  General Fund + Utility Fund YTDActual $1,735,840 $1,348,786 $387,054  Annual Budget $3,124,258 $3,124,258  Remaining Budget % 44% 56%  Revenue Expenditures Under  2-C Cash Balance and Budget by Fund as of 12/31/2019:  A. Cash Balance by Fund Summary (See General Fund/Powel! Bill- page 5: Utility Fund, Capital  Project. Capital Reserve- page6) General Fund Balance - Unassigned Powell Bill Fund BalancekestrictedSirets Utility Fund Net Assets - Unassigned Capital Project - AMI Meters-Restricted Capital Reserve-Restricted  $5,354,799 $304,151 $4,213,657 $1,200,000 $344,000  Attached is a breakdown oft the cash on hand and investments for each fund. The outline also compares the current fiscal year to the same time last year. Interest rates remain low.  (pages 5-6)    5-Updates rgandinginereae-derase in revenuesexpenditures:  Retirement -The Local Government Retirement System (LGERS) Board proposed an increase of. .58% beginning with fiscal year 2016-17 with .25% increases through FY 2020-21. However, on January 31, 2019, the LGERS Board voted to change the original proposal in order to address significant system funding shortfalls expected in future years. Currently the Town's rate is 8.95%. Beginning July 1, 2020, the rate will be 10.15%. For fiscal year ending 6/30/2019, the Town's contribution to the retirement fund was $40,406.  The estimated cost for fiscal year ending 2020 is $45,254.  Employer Contribution Rate  Fiscal Year 2018-19 2019-20 2020-21 2021-22  General Employees Law Enforcement Officers  7.75% 8.95% 10.15% 11.35%  8.50% 9.70% 10.90% 12.10%  Insurance-1 Poperylelh/Warmains Comp. - The North Carolina League of Municipalities (NCLM) provides the Town'si insurance through the pooling method. Health Insurance - There was an 11.5% rate increase for health insurance for the current fiscal year. The annual meeting, conducted by NCLM will be in March, where NCLM staff will report any new proposed increases. Total employer expenditures for FY 18/19 were $132,490. Estimated cost for 19/20is $137,000. This represents an increase of only 3,29% due to the resignation ofTown Administrator Christopher Todd and coverage being waived by Town Manager Property Insurance - Employer expenditures for property insurance for FY 19/20 were $18,228 compared to $16,979 for FY1 18/19. A7% increase. Workman's Comp - Employer expenditures for Workman's Comp for FY 19/20 were $16,469 compared to $15,377 for FY 18/19. A7% increase.  Chase Winebarger.  NC Debts Setoff Program - Since implementing the debt setoff program in FY 2012-13, the total reimbursement to the Town is $5,666.01 for unpaid utility bills. There was a1 total  of$137.66 collected during calendar year 2019.  3    Town of Sawmills Revised Budget  Statement of Revenue and Expenditures For the Fiscal Period 2020-6 Ending December 31, 2019  Page 1  Current Actual 6,364.09 $  Annual Budget 50,450.00 $ 90,000.00 $  YTD Actual 27,629.19 $ 45,948.56 $ 53,770.29 $ 700.18 $  Remaining Budget% 44.44% 45.23% 38.00% 48.95% 68.49% 56.58% 37.60% 98.87% 48.48% 73.56% 64.88%  Total Revenues-General Fund & Utility Fund Total Governing Body Expenditures-GF Total Administration Expenditures-GF Totai Finance Expenditurss-GF Total Public Works Expenditures-GF Total Planning Expenditures-GF Total Parks Expenditures-GF Tota! Streets and Highways Expenditures-GFIPB Total Sanitation Expenditures-GF Total Water Expenditures-UF Total Sewer Expenditures-UF  $ 335,870.23 $ 3,124,258.00 $ 1,735,840.34 $  $ $ (16,661.91) $ $ $ $ $ $ $ $  50,361.23 $ 646,758.00 $ 400,992.20 $ 22,995.09 $ 466,400.00 $ 146,973.47 $ 17,869.00 $ 123,850.00 $ 11,226.98 $ 376,550.00 $ 234,952.25 $ 38,019.28 $ 285,000.00 $ 146,817.76 $ 29,435.92 $ 787,500.00 $ 208,197.80 $ 14,851.87 $ 235,750.00 $  0.00 $  62,000.00 $  82,804.48 $  Total Revenues Total Expenditures  335,870.23 $ 3,124,258.00 $ 1,735,840.34 $ 174,461.55 $ 3,124,258.00 $ 1,348,786.18 $  44.44% 56.83% 0.00%  Total Excess of Revenues Over Expenditures  161,408.68 $  0.00 $ 387,054.16 $    Fund 12- Utility Fund-Net Assets  A. Cash Balance Cash Cash in Bank  December 2019 $4,018,113 $200 $607,200 $4,625,513 ($320,000) ($85,975) ($5,881) $4,213,657  December 2018  $3,629,529 $200 $603,923 $4,233,652 ($0) ($0) ($5,881) $4,162,733  Undeposited Cash ($100 each cash drawer) CD Investments/Money Market Less Encumbrance-AMI Meters Capital Less AMI First Citizens Loan (Vear 1) Less Cajahs Mtn Waterline Loan Total Net Assets= 1% increase to PY B. Budget Comparison  Subtotal Project  Budget 19/20  Dec 2019 YTD $421,373 $291,002 $130,371  Remaining Budget% 59% 72%  Budget Dec2018 Remaining $1,117,109 $450,546 60% $1,117,109 $336,202 70%  18/19  YTD $114,344  Budget%  Revenue $1,023,250 Expenditure $1,023,250 Over/Under  Fund 4- Capital Project Fund-AMI Water Meters  Cash  December 2019  December 2018  Transfer from General Fund Transfer from Utility Fund First Citizens Loan  $480,000 $320,000 $400,000 $1,200,000  $0 $0 $0  Total Cash  Fund 7- Capital Reserve - Future Projects  Cash  December 2019  December 2018  Cash in Bank as of: 12/31/19 Plus, Transfer from General Fund 1/2020 Cash in Bank as of1/2020  $86,000 $258,000 $344,000  $86,000 $0  6    RevenueProperyvenele Tax  600,000 500,000 400,000 300,000 200,000 100,000 0 12.31.19 Budget 484,100 Actual 420,501  Budget: Actual  Budget Actual  Actual Budget  12.31.18 466,800 366,030  12.31,17 463,000 392,165 Year to Date  12.31.16 469,225 396,480  12.31.15 402,200 348,870  Revenue Articles/Franchise  1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 12.31.19 Actual 578,979  Budget  Budget  Budget  Budget  Budget  12.31.18 438,693  12.31.17 501,009 Year to Date  12,31.16 491,735  12.31.15 467,878  mBudgat 1,263,000 1,196,500 1,207,000 1,065,250 1,062,250    2/13/2020  Lenoir- Lenoir receives $300K EPA grant, NC Opportunity Zones  Lenoir receives $300K EPA grant, NC Opportunity Zones  Tuesday, May 29, 2018  The City of Lenoir recently received a $300,000 Brownfields grant and multiple NC Opportunity Zone designations, both of which could help promote redevelopment and economic growth in the city. The U. S. Environmental Protection Agency (EPA) awarded a $300,000 Brownfields grant to Lenoir in April. Brownfields grant funds will be used to conduct environmental site assessments, and possibly Brownfields site assessments are required before developers can apply for Brownfields Agreements. Brownfields Agreements remove environmental liability from owners and developers who are trying to "EPA's Brownfields Program expands the ability of communities to recycle vacant and abandoned properties for new, productive reuses, using existing infrastructure" said EPA Administrator Scott Pruitt. "These grants leverage other public and private investments, and improve local economies  fund cleanup of abandoned industrial sites in the City.  redevelop and re-purpose abandoned properties.  through property cleanup and redevelopment."  The grants funds become available October 1 this year. The City and its consultant have tentatively identified a number of properties that could benefit and will engage property owners later this year. There will also be a community outreach session to present the program and solicit community involvement. This is the third time the City has applied for Brownfields grants. Councilman Ben Willis said he appreciated the hard work of City staff and sees the grants as a positive step for economic   T a -  a  B - a : development. B a E a Re -  E  Tel  w a "I would like to thank the Brownfield Committee for all of the hard work it took to pull this off," Willis said. "The group has worked over the course of six years to get to this point, sO it is great to see our persistence pay off. This is a big hurdle that the city has finally cleared. Completing these assessments will help transform The City also received the NC Opportunity Zone designation for three Census tracts in the City - Census Tract 301, which includes historic Downtown Lenoir; Census Tract 303, which includes the  - - T  - 2 ap  - a  - -   - -  -  efforts of Radford Thomas, Greg Icenhour, and the  industrial sites that were once a liability into assets."  downtownlenoimc.comecomlemol-recehes.0kepegantnoopportuniyzones)  1/2    2/13/2020 area of town.  Lenoir- Lenoir receives $300K EPA grant, NC Opportunity Zones  southwestern part of the City; and Census Tract 311, which includes a small section in the northern The Opportunity Zone concept was created in the federal Tax Cuts and Jobs Act (H.R.1) passed by Congress last year. The legislation creates a tax benefit for qualified investors who wish to re-invest realized capital gains into Opportunity Zones, avoiding standard capital gain tax obligations. The Brownfields grant and NC Opportunity Zone designations are two more tools local officials and  private investors can use to make possible project reality.  Related:  Eleven Communities in North Carolina Receive Approximately $3.4 Million in Brownfield Grants toR Return Blighted Properties to Productive Reuse and Promote Economic Redevelopment  S. Treasury Certifies North Carolina Opportunity Zones  downtownlenoirc.comecomlemoin-recehvet.30xepegantnconc-opportuniy-zones:  2/2    Coates' Canons NCLocal Govemment Law ntps/canons.soguneeau  UNC  II  SCHOOL OF GOVERNMENT  Coates' Canons Blog: Nuisance Abatement and Local Governments: What a Mess - Partll Article: Mtpslcanons.sog.uneeadanutmaahtmatamdheagpemmemant-whatamessparti This entry was posted on. July: 31, 2013 andi is filed under Community & Economic Development, Community Development &  By Richard Ducker  Redevelopment, Land Use & Code Enforcement  Several years agol prepared a bloge entitled' "Nuisance Abatement and Local Governments: What al Mess." At the end of that blog promised as sequel to take up several other legal issues related to nuisance abatement and building condemnation. Here is that sequel. One issue concerns the nature of the process that must be used by al local government to abate a nuisance or condemn al building. In administrative proceedings particularly, what due process is due? The secondi issue involves the seizure or destruction ofp property that can occur when al local govemment takes direct action to abate ar nuisance or demolish a dilapidated building after the owner fails to remedy the conditions that give rise to the problem. Can there be a violation of ani individual's legal rights when al local govemment or its contractor goes onto private property to destroy the offending property condition? These are the subjects of "Nuisance Abatement and Local Thel North Carolina Statutes provide a wide range of discrete sources of legal authority for municipalities to condemn buildings and structures and abate public nuisances. Thesei include (1) unsafe building condemnation (G.S. 160A-426 et seq.); (2) minimum housing ordinance (G.S. 160A-441 ets seq.); (3) commercial maintenance code (G.S. 160A-439); (4) abandoned structure ordinance (G.S. 160A-441, second paragraph); (5) criminal nuisance law (G.S. 19-1 et seq.); (6) nuisance abatement (G.S. 160A-193); (7) nuisance abatement (G.S. 160A-174(a)); (8) abandonedunked vehicle ordinance (G.S. 160A-303.2); and (9) general police power (G.S. 160A-174(a). Many oft these lines ofs statutory authority are designed to provide due process to property owners affected by local government code enforcement. In addition, procedural due process as required byt the U.S. Constitution provides safeguards to citizens prior to any governmental  Governments: Whata a Mess - Partl II." Sources of Local Enabling Authority  decision that deprives an individual ofal liberly or property interest. Required Procedures for Building Demolition  Many of the types ofl legal authority listed above include specific procedural requirements designed to protect the interests ofp property owners in code enforcement proceedings. For example, ifal local government inspector's preliminary investigation reveals the basis for a violation, the code official may be directed to serve the owner with a complaint anda a notice ofal hearing. That enables the property owner to appear ata a hearing in person to respond to the complaint, to contest the initial determination, andi to appeal an adverse decision. Such hearings held pursuant to the unsafe building statutes or under ther minimum housing statutes are quasi-judicial in nature. Coffey V. Town of Waynesville, 143 N.C.App. 624, 547 S.E.2d 132 (2001); Patterson V. City of Gastonia,. N.C. App. L 725 S.E.2d 82 (2012). The hearing ordinarily results in an order for the owner to correct property deficiencies by repairing, moving, or demolishing the building. North Carolina case law further extends an owner's rights by requiring that owners must always be given an adequate opportunity to make the necessary repairs or improvements themselves, regardless of the economic feasibility of doing sO. Horton V. Gulledge, 277 N.C.: 353, 177S.E.2d 885 (1970); G.S. 160A-443(5); G.S. 160A-439(X(2). This logic may well apply alsot tot the abatement of public nuisances. Furthermore, ifthe condition ofa building changes because of deterioration or vandalism so that the remedial steps called for int the code official's initial order are no longer feasible or appropriate, then the process of complaint, notice, hearing, and opportunity to cure must be repeated. Newton V. City of Winston-Salem, 92 N.C. App. 446, 374 S.E.2d 488 (1988). Ifthe property owner eventually fails to comply with the code official's order, then the unsafe building laws, the minimum housing statutes, and the commercial maintenance legislation all permit a local governing board to authorize staff to arrange for the remedial work to be performed directly. G.S. 160A- 443(5); G.S. 160A-432(b); G.S. 160A-439((1). An owner need not be given further notice and an opportunity to be heard when the govering board considers whether to approve the use of this self-help remedy. Patterson V. City of Gastonia,  Copyrighte: 2009 topresent Schoolof Govemment: atthel University of! North Carolina. Aliri rights reserved.  Page    Coates' Canons NCI Local GovemmentLaw htps.canonssoguneedu  UNC  SCHOOL OF GOVERNMENT  M  _N.C.App.. L 725 S.E.2d 82 (2012).  Ifthese due process principles are builti into the! building condemnation, housing code, and commercial maintenance laws, do these principles also apply to various forms of nuisance abatement? After all, building condemnation and nuisance abatement are both predicated on1 the removal of public health and safety hazards. Neither type of process requires the payment of compensation for property destroyed int the removal or curing of the hazard. Are the procedural rules that  apply to the abatement of publicr nuisances any different? Required Procedures for Nuisance Abatement  The two sources ofl legal authority enabling a municipality to abate a public nuisance. are G.S. 160A-174(a) and G.S. 160A- 193. The first provides that a "city may by ordinance. : define and abate nuisances." G.S. 160A-193(a) does not require the adoption of an ordinance and provides that a city" "shall have authority to summarily remove, abate, or remedy everything. that is dangerous or prejudicial to the public health or public safety." Thet first statute may be interpreted to provide authority to declare certain classes of situations (e.g., tall grass and overgrown vegetation on lots) to be nuisances per se. The second statute may bei interpreted to allow ai town to cause a nuisance to be removed in situations that are not routine and that resist ordinance definition, Neither of these statutes spells out the administrative procedures by which the G.S. 160A-175(e): and G.S. 153A-123(e) do provide in some detail how ar municipality may seek an injunction and order of abatement for nuisance ordinance violations, butt those subsections apply toj judicial enforcement ofl local nuisance authority, not administrative enforcement. What procedures, ifany, are required to comport with due process ifar nuisance is abated administratively without specific judicial authorization? Note that G.S. 160A-193 permits a city to' "summarly remove, abate, or remedy" that whichi is dangerous or prejudicial to the public health or public safety. (Italics added.) Summary actioni is understood to mean that governments may dispense with certain procedural steps in appropriate circumstances. There is no mention of "summary" abatement in G.S. 160A-174 or G.S. 153A-121. Compare these with G.S. 153A-140, which declares that authority under that section "may only be exercised upon adequate notice, the right to a hearing, and the right to appeal to the General Court of. Justice." "How can these statutes be interpreted or reconciled? The deficiencies of G.S. 160A-174, G.S. 160A-193, and G.S. 153A-121 can be gleaned from the case of Monroe V. City. of New Bem, 158 N.C. App. 275, 580 S.E.2d 372 (2003), cert. denied, 357 N.C. 461 (2003). In Monroe the city had demolished a residence without complying with the complaint, notice, hearing, and opportunty-to-cure. requirements ofits own minimum housing ordinance, apparently relying on the summary abatement authority offered by G.S. 160A-193. Rather than declare G.S. 160A-193 unconstitutional because of its patent due process inadequacies, the court ruled that G.S. 160A-193 allowed a city" "to summarily demolish" al building onlyi in circumstances where the building was so structurally unsafe thati itp posed such ani imminent danger to public safety. In other words the owner could not be provided procedural safeguards without endangering the public. The court in Monroe held that the subject house in question was. in deplorable condition but was not endangering the public. The owner's due process rights were violated by the city and the The nuisance abatement authority of G.S. 160A-174 (which requires an ordinance) may be no less shaky. A different statute, G.S. 160A-200.1, is entitled" "(a)nnual notice to chronic violators of public nuisance ordinance." G.S. 160A-200.1 may be readt to bolster the procedural posture of G.S. 160A-174 by implying that some type ofr notice is a necessary adjunct of G,S. 160A-174. That is true even though this latter statute does note expressly mention notice at all. Either the nuisance abatement clause in G.S. 160A-174 is vulnerable to a restrictive interpretation (like G.S. 160A-193 was in Monroe ),ort the municipal ordinance thati implements this nuisance abatement authority must require various procedural  respective authority may be used.  Nuisance Statute Deficiencies  matter was remanded for at trial to determine the city's liability in damages.  safeguards in order tot fill these constitutional breaches. Carrying Out Demolition or Abatement and the Fourth Amendment  One other set of practical and legal problems involves the actual abatement ofa nuisance or the demolition ofa condemned building. City officials or their contractors go onto private property to do their work, often without the express consent of property owners. Real and personal properly may be destroyed, seized, or removed from as site. The Fourth Amendment to the U.S. Constitution requires that any seizure of property by the State be examined for its overall  Copyrighte2 20091 top present School of Government: atthel University of North Carolina. Allrightsr reserved.  Page    Coates' Canons NC Local Govemment Law htpslcanonssog.neeau  TT UNC  SCHOOL OF GOVERNMENT  reasonableness and must bel based upona a careful balancing of governmental and private interests. Soldal V. Cook County Abatement or demolition actions may bet taken pursuant to ani injunction or other court order. Ifs so, the order should reflect the Soldalb balancing-olnterests analysis in authorizing the destruction of offending buildings and site conditions to the extent that the nuisance requires. There are relatively few Fourth Amendment problems involving this type ofj judicial Ifthe demolition ofab building is instead administratively authorized, ordinarily there is no Fourth Amendment violation ift the substantive and procedural safeguards inherent in due process have beent fulfilled. Freeman V. City of Dallas, 242F F.3d 642 (5th Cir. 2001) (en banc); Samuels V. Meriwether, 94 F.3d 1163 (8th Cir. 1996); Edmundson V. City of Tulsa, 152F. App'x 694 (10th Cir. 2005); see also Taylor V. Town of Franklin, 2007 WL 674577 (W.D.N.C.). Thus satisfying the requirements oft the Due Process Clause is generally sufficient tos satisfy the requirements of the Fourth Amendment. However, a peculiar problem arises when the nuisance abatement or property demolition involves the disposition of various items of personal property. Federal courts have allowed! local officials and contractors considerable latitude in determining the extent andi type of abatement and demolition that a nuisance demands. Hroch V. City of Omaha, 4F F.3d 693 (8th Cir. 1993)(no Fourth Amendment violation where personal property salvaged from other demolitions by contractor-owner were destroyed with building itself); Samuels V. Meriwether, 94F F.3d 1163 (8th Cir. 1996) (no Fourth Amendment violation when debris and burnt fumiture from fire-damaged building destroyed); Edmundson V. City ofl Tulsa, 152 F. App'x 694 (10th Cir. 2005) (no violation where owner allowed to remove some junked vehicles, other vehicles on site allowed to remain); Taylor V. Town of Franklin, 2007 WL 674577 (W,D.N.C.) (various personal items and trash contained withinj junked vehicles deemed to be part of public nuisance itself and could be destroyed); but see Conner V. City of Santa Ana, 897 F.2d 1487 (9th Cir. 1990) (Fourth Amendment violation where city apparently followed necessary due process steps but broke down fence surrounding back yard to remove old andi inoperable junked cars). North Carolina law in this regard is unsettled. G.S. 160A-443(6)c.) (minimum housing) directs the code official to' "sell the materials of the dwelling, and any personal property, fixtures or appurtenances found in or attached to the dwelling" and to credit the proceeds against the cost ofr removal or demolition. As similar provision in G.S. 160A-439()3)) (commercial maintenance codes) applies to recoverable" materials. North Carolina state courts have emphasized that government cannot take, remove, or destroy private property unless such action is" "in fact necessary to remove or abate ar nuisance." Rhyne V. Town ofl Mount Holly, 251 N.C. 521, 528, 112 S.E.2d 40, 46 (1960) (claim for compensation upheld for destruction of oak trees in enforcing overgrown vegetation ordinance). See Yates V. City of Raleigh, 46 N.C. App. 221,264 S.E.2d 798 (1980) (dismissal of damage claim reversed where concrete finishing equipment destroyed as part of public health nuisance). But see Patterson V. City of Gastonia,. N.C. App. 725 S.E.2d 82 (2012) (sovereign immunity may bar claims for conversion of mobile home and other personal property, trespass to chattels, and trespass to real property); Estate of Hewitt V. County of Brunswick, 199 N.C. App. 564,6 681 S.E.2d 531 (2009) (sovereign immunity bars claim for damages where county removed and kept antiques, tools, motor parts, and building supplies recovered from barn  506U.S.5 56 (1992).  authorization.  demolished by mistake).  What, then, are the lessons for local governments?  First, our nuisance statutes are deceivingly Spartan. Local ordinances can! be used tot flesh necessary procedural detail. But! local officials need to be aware that the law often requires more than the nuisance statutes require. Some oft the Nuisance abatement based upon aj judicial order offers various advantages in determining the scope and nature ofa Keeping these ideas inr mindi may make nuisance abatement and building demolition al bitl less of a mess than it might  building condemnation! legislation mayi furnish a useful guide.  Failure to follow proper procedures may render al local government liable in damages. nuisance andi in defining the appropriate steps fori local governments to take in abatement.  otherwise be. Links  amossogumedu/p4  Copyrighte: 2009topresents Schoolo ofGovemment: atthel University of North Carolina. Allrights reserved.  Page    Coates' Canons NCI Local Government Law tps/canons.soguncacu  UNC  SCHOOL OF GOVERNMENT  www.negastate.nc.usgaserpissiatuessatutebokuppratatute-160A-426 www.nega.state.ne.usgascrpissialuesstaturelbokuppnatatute-160A-41 www.nega.state.ncusgaserpisisaluessaturebonuppratatute-160A-439 www.nega.state.nc.usgascrpisistatutesistaltueloup.plstatute-19-1 www.negastale.ncusgasctpissautesauelohupprsstatute-160A-193 www.negastale.nousgaserpissaluessautebonuppratatute-160A-174 www.nega.state-ncusgaserplsissluressiasufelpoxupp7aatute-160A-3032 appelate.ncours.orgepnons/c-2spdr-MAMMSMMCOINDUIMS5WZGY- appelate.ncours.0ipnons/c-2apdF-MAXMBANSOMSO1MAMS5WZGY- www.ncga.stale.ncusgasctpisssluesetatufelcokupprastalute-160A-43 www.noga.state.nc.usgascrpissauiesatutebokupplatatute-160A-32 www.nogastale.ncusgasctipissatuessatuebohuppnstatute-160A-175 www.nega.siale.ne.usgasetplssauesstaturecohuppnatatute-153A-123 www.nega.siate.no.usgasarpissuautesatutelokuppratatute-153A-121 www.negasiate.nousgascrpsstamuessatutabonuppratatute-153A-140 pelsiancoutsopepmiIc2plwaunyewpoTgwsSzoy. www.nogasiate.no.usasctplsstsuiessaturelboxuppPasate-160A-2001  choargeoge.comschot.Caserass-251378248858348h-andas.sd-2bas.B-18ol-scholar aloargogacmachah.awIoOIRENNAPTPASPmiaNAk-lohsdalan  sdrgogbcomicran.sTSITANSTNn hdargogecomaddcaN7ABNTDIErATAminuAsaolar. schoargoogle.comlscomschoar.casecasers8-5898179816720718708ht-en8as sdr2aatb-lsorcholer rgngeamiaim.eXXSRTONAAAITSTOruauNan asongecmsarda.IPSATATSMESAauAam oargogeaomsaa.ss-TOEISNSISTSeANirmdsaolsalolatn  cisenwfndswcomussindirauvr2s00shtmt caselaw.tindlaw.comus-ath-crcut1120827.htm! wwcalDusounsgowcpnons0w0A30A0pat  geral-dicuts.vex.comwdeinundsonwdly0H1usa-912910 appelate.ncourtsoryopnons/c2apdF-MAMOSEMOCOAMDOXLTEucGRm  Thisb blogr postk is publisheda andp posted online by the School of Govemment to address issues ofi interest to govemment afficials." Thist blogp posti isf for educational andinformational usea andm mayl bai usedfort those purposes withoutp permissionb byp providing acknowledgment ofits source. Usec ofthis blog postf for commerciel purposes is prohibited, Tobrowse a complete catalogofs Schoolof Govemment publicatlans, please visilt thes Schodl's website atv www.sog.unc.edu or contactt the! Bookstore, Schoolof Goverment, CB# 3330 Knapp-Sanders Building, UNC Chapell Hill, Chapel Hill, NC27599-3330; e-mail sales@sog.unc.edi,t telephone 919.9664119;orfax  919.952.2707.  Page    Community and Economic Development in North Carolina and Beyond  UNC  AUNC School of Government Blog htpsiIced.sog.uncedu  SCHOOL GOVERNMENT    OF  Community and Economic Development in North Carolina and Beyond Blog: Maintenance of vacant or neglected commercial buildings: options for NC local governments  By Tyler Mulligan governments!  Article: https.lledsog.unc.adulmalintenanceofwacantornegtcted.commercial-buldings-opionns-for-ne-local- This entry was posted on March: 20, 2018 andi is filed under Built Assets & Housing, Community Development, Development Finance  Inltiative, Downtown & Main Street, Featured Articles  E   ia C The downtown buildings in the Town of Old Well have' "good bones." The structures lining the  four downtown blocks of Main Street are solid brick and reflect their historic character, harkening back to at time when downtown was thriving with retail ont the ground floor and residential units ont the second floor. The very center of downtown is ini fairly good shape, and some committed merchants have established a pocket of commercial activity there. However, even that central area is pocked with a handful of underutilized and neglected retail buildings. The downtown blocks immediately outside oft the center, where vacant buildings qutnumber those with active uses, are not inviting to Residents and downtown merchants have complained to Town officials about the privately-owned vacant buildings within and surrounding the center of downtown. Some of the vacant structures are int fair condition but are used for storage; peering through the wide display windows reveals piles of boxes, dusty floors, litter, or worse. Some display windows are papered over to conceal the interior. While al handful of vacant buildings appear to be in good condition, others look visibly worse than those with active uses. Can Town officials enact any regulations to govern the appearance and general Int fact, there are ar number of options available by statute to Town officials. The options provided below are organized according tot the condition oft the structure, ranging from "green" (good) condition to' "yellow" or "red" (worse) condition. The "green-yellow-red" framework and corresponding statutory authority is summarized in a one page downloadable handout: Repair of Nonresidential Buildings. This framework is based on a parallel framework devised for dwellings (not commercial buildings) ini the! book, Housing Codes for Repair and Maintenance: Using the General Police Power and Minimum Housing Statutes to Prevent Dwelling Deterioration. The one page downloadable handout should be read as a supplement Ab brief overview of building conditions green-yellow-red) and legal authority for regulating the repair and maintenance of  pedestrians.  maintenance oft these commercial buildings? Yes, they can.  tot ther material in the Housing Codes book. nonresidential buildings is provided below. Green condition = vacant commerciall buildings in good repair  Copyright e: 2009topresent: Schoold ofGovernment: atthe! University of North Carolina. Alirights reserved.  Page    Community and Economic Development in North Carolina and Beyond  UNC  AUNC School of Government Blog hmpsced.sog.unc.edu  SCHOOL OF GOVERNMENT  M  Green" buildings are in good condition and noti in any obvious need of repair. When such  buildings are vacant for long periods, however, it has beens showni that their unmonitored state poses a risk of accidental fire or flooding, declining property values, and arson or other criminal activity.1l Inl North Carolina, no statute grants specific authority to regulate 'green" condition structures that are vacant. However, North Carolina local governments may employ their general ordinance making authority under the police power to design and enforce their own regulations of anything that is detrimental to the health, safety, or welfare" of residents andt the' "peace and dignity" ofthej jurisdiction (G.S. 153A-121 & 160A-174). Vacant buildings are demonstrably detrimental tot the community in the literature and Courts will uphold police power regulations so long as they are reasonable.!2] The Supreme Court of North Carolina, in State V. Jones, evenu upheld police power regulations for aesthetic considerations alone, provided the "gain to the public" outweighs the burden ont the property owner. [3] The assessment oft the "gain tot the public" may include "corollary benefits to the general community" sucha as' protection of property values," "preservation of the character and integrity of the community," and' promotion oft the comfort, happiness, and emotional stability of area residents." For detailed analysis of the general police power and local ordinances regulating vacant properties, see Chapter 2 of the Housing Codes book. Thel book's analysis of vacant residential buildings is equally applicable to vacant nonresidential buildings. Reasonable regulations may include: a requirement for vacant buildings to be registered with the local government so that periodic inspections may be performed. Inspections would verify that buildings remain secure and contain no hazardous conditions related tot fire, flooding, or criminal activity. The General Assembly has imposed some restrictions on inspections of residential units, but no restrictions are imposed for periodic inspections of nonresidential structures.!4]  therefore the exercise of the police power is appropriate.  Yellow condition- - obviously vacant or visible maintenance deficiencies  Yellow" buildings are obviously vacant or, ifnot vacant, show signs of minor disrepair (noty yet  dangerous or hazardous). Whether vacant or not, buildings in' "yellow" condition jeopardize "benefits tot the general public" (to use the North Carolina Supreme Court's words). such as "property values" "andt the "character andi integrity ofthe community." There is a clear basis for the exercise oft the police power in order to encourage owners of" "yellow" buildings Although no North Carolina statutes grant specific authority for regulation of "yellow" buildings, al local government may employ its general police power and ordinance making authority to design and enforce reasonable regulations. This authority is the same as described abovei for "green" buildings. Some North Carolina towns have adopted ordinances requiring owners to eliminate any" "evidence of vacancy" in commercial buildings, such as empty or papered window fronts, visibly vacant spaces, inattention to exterior building appearance, and other deficiencies that impair the downtown Local governments should be aware that enforcement of police power ordinances (G.S. 153A-121 & 160A-174) requires  to correct visible maintenance deficiencies and to remove evidence of vacancy.  "character and integrity." An example of one such ordinance is available here. Copyrighte: 20091 lop present School ofG Governmenta atthel Universily of North Carolina. Allrightsr reserved.  Page    Community and Economic Development in North Carolina and Beyond  -  UNC SCHOOL OF GOVERNMENT  AUNC School of Government Blog htps.Icedsog.unc.edu  staff time and resources. An owner that refuses to comply with an order to address maintenance deficiencies can be fined and the local government: may: seek a court order to abate the condition without the owner's consent (G.S. 153A-123(e)& 160A-175(e). The costs of abatement or repair incurred byt the local government become a low priority lien on the property. The low priority oft thel lien means the local government may not be able to recover those costs (compare to repair actions described below for" "red" buildings which result in high priority liens collected like taxes). My faculty colleague Trey Allen discusses the enforcement options int more detail ina al blog post on ordinance enforcement basics.  Red condition -b building is dangerous or hazardous but can be repaired at reasonable cost  E  AE building in* "red" condition is one thati is dangerous or hazardous  but still can be repaired at a reasonable cost. There are several statutes specifically addressing "red" buildings, and these statutes representa a significant enhancement of authority as compared to the general ordinance making power described Nonresidential Building Maintenance Codes (G.S. 160A-439 & 153A-372.1). Local govemments may use G.S. 160A-439 for mandatory repair of commercial buildings, but only for a building that has "not been properly maintained so that the: safety or health of its occupants or members of the general publici is jeopardized." Enforcement involves relativelys simpler administrative procedures, as opposed to a court order, and the cost of local government effectuation becomes al high priority lien on the property collected like property taxes. One municipality's non-residential building code, which authorizes mandatory repair orders, is available here. Compulsory repair in Urban Redevelopment. Areas (G.S. 160A-503(19)- Local governments may enact programs of compulsory repair within designated urban redevelopment areas. The process for identifying blight and designating ar redevelopment: areal is described in my! blog post, Using a Redevelopment Area to Attract Private Repair of abandoned structures (G.S. 160A-441, second paragraph). Local governments may follow minimum housing code procedures to order repair of any structure-including nonresidential structures- deemed to be abandoned and a health or safety hazard. See the Housing Codes book, Chapter 3, for more detail on minimum Prevent demolition by neglect of historic landmarks (G.S. 160A-400.14). Maintenance requirements can be imposedi for buildings designated as historic landmarks through a demolition by neglect ordinance, as discussed in ab blog post on demolition by neglect written by my faculty colleague Adam Lovelady. Inc order to exercise a particular statutory power described above, al local government must first adopt al local ordinance containing the necessary procedures for exercise ofi the statutory authority. The statutory powers described above are not mutually exclusive. Al local government may adopt and employ one or more oft the statutory powers to any particular "red" building, provided the statute is appropriate for the specific circumstances and the relevant statutory procedures are  above.  Investment. One municipality's programi is available here.  housing code procedures.  followed.  Black and blue condition- - building is in need of demolition or removal  Copyrighte: 20091 to present School lofGovemment: atthel University of North Carolina. Alirights reserved.  Page    Community and Economic Development in North Carolina and Beyond  - UNC  AUNC School of Government Blog htps.Iced.sog.unc.edu  SCHOOL OF GOVERNMENT  A  Buildings in "black and blue" condition are in need of demolition or removal--they are, in most  cases, beyond repair. For these buildings, local governments often employ unsafe building condemnation (G.S. 160A-426 to-432 and 153A-3661 to -371). The effective provisions of these statutes are generally available to local governments without requiring al local ordinance to be enacted! in advance. Retired faculty member Rich Ducker discusses building condemnation and demolition procedures in a blog post on nuisance abatement. Trey Allen discusses summary abatement or demolition of buildings posing an imminent danger to the public in his blog post on ordinance enforcement  basics.  Take a strategic approach to code enforcement and revitalization  Strategic code enforcement is the firsts stepi in revitalization. To see detailed recommendations regarding strategic code enforcement for housing, provided to al North Carolina city by at team from the Center for Community Progress and the School of Govemnment, see the report, Strategic Code Enforcement for Vacancy & Abandonment in High Point NC (CCP Code enforcement alone may not be sufficient to revitalize a distressed area. To accomplish revitalization, it may be necessary to employ a land banking approach. Land banking involves acquiring key properties, holding and improving properties, and conveying properties to private developers with conditions inp pursuit ofa revitalization strategy. The land banking approach is described in my blog post, Howa a North Carolina Local Government Can Operate a Land Bank for Redevelopment Some local governments have established redevelopment areas to aid int the revitalization process. Urban redevelopment areas are described in my blog post, Using a Redevelopment Area to Attract Private Investment. Ap program at the School of Government, the Development Finance Initiative (DFI), was created to assist local governments with attracting private investment to accomplish their community and economic development goals. Many DFI projects are undertaken with the goal ofr revitalizing a distressed area with vacant or underutilized structures.  Report 2016).  Examples of DFI projects can be reviewed here.  [1JHUD- - Evidence Matters, Vacant and Abandoned Properties: Tuming Liabilities Into Assets (Winter 2014); Accordino & Johnson, Addressing the Vacant and Abandoned. Property Problem, Journal of Urban Affairs 22:3, 302-3( (2002)). [3] 305 N.C. 520 (1982). The reasonableness of aesthetic regulations is determined on a case-by-case basis by examining "whether the aesthetic purpose to which the regulation is reasonably related outweighs the burdens imposed ont the [41 Mulligan, Residential Rental Properly Inspections, Permits, and Registration: Changes for 2017, Community and Economic Development Bulletin #9, availablet for download here. Question 18i in the! bulletin explains that recent changes  [2] A-S-P Associates V. City of Raleigh, 298 N.C. 207 (1979). private property owner byt the regulation." Id. at 530-01.  to periodic inspections statutes apply only tor residential units, not nonresidential structures.  Thist blag post is published: and posted online by thes Schoolo of Govemment to addressi issues ofi interestt tos govemmant officlals." Thist blogpast Isfor educational andh Informational usez andn may! be usedf for thosep purposes without permission! byp providings acknowladgment afitss source. Use ofthis! blog past for commercial purposes! Is prohibited. Tob browses acomplete catalog ofSchoal ofGovemment, publications, please Visit: the Schaol's webslle atv www.sog.uno.eduor: contact the Bookstore, Schoolof Govemment, CB#3 3330 Knapp-Sanders Bullding, UNC ChapelH Hill, Chapel! Hill, NC2 27599-3330;6 e-mail: sales@sog.unc.ediu; telephone 919.966.4119; orfax9 919.962.2707,  Page    UNC School of Government  Tyler Mulligan Recoup costs Decriminalized civil penalty (GS 160A-175) Admin fee 160A-175) Costs of onp property (GS 160A-175)  Repair of Nonresidential Buildings: NC Local Government Authority  Regulation /Order Green Condition: Good condition but vacant Ordinance could require: 160A-174 & 153A-121  NCGS Authority  Statutory standards  "detrimental to the health, safety, Admin fee  Vacant property (General ordinance-making or welfare ofi its citizens and the  registration  power) 160A-194 &: 153A-134 (Regulating businesses) (General ordinance-making power) 160A-194 &: 153A-134 (Regulating businesses) Inurban redevelopment area: "program of "loans therefor" 160A-503 & 160A-512 via 160A-456 &1 153A-376  peace and dignity" of the city/county  Yellow Condition: Obviously vacant or visible maintenançe deficiencies (not dangerous or hazardous)  Ordinance could require: 160A-174 &: 153A-121  "detrimental toi the health, safety, or welfare of its citizens Decriminalized and the peace and dignity" of civil penalty (GS the city/county State V.. Jones (1982): "aesthetic considerations may executing court constitute a valid basis for the ordera are exercise oft thej police power"if mechanic's lien public benefit outweighs private harm: o "protection of property values" "preservation of the character andi integrity ofthe community" o "promotion of the comfort, happiness, and emotional stability of area residents"  Keep bldg. appearancel in good repair Exhibit no evidence ofvacancy Injunction or Court order of abatement Gov'tmay effectuate if owner cited for contempt for failing to comply with court order  Failure to comply, obtain: compulsory repair" and  Red Condition: Building is dangerous or hazardous but can be répaired at reasonable cost:  May order repair onlyi if: 160A-439: "dangerous and injurious" bldg. warehousing) 160A-441: "abandoned "hazard" with determined by local government  160A-439 (Nonresidential 160A-439: Repair cost LESS than  -Admin fee Civil penalty GS: 160A-439 but  Buildings) Counties: 153A-372.1  50% building value & "standards are dangerous andi injurious to  shall address only conditions that authorized under and identify circumstances under Costs become the repair, closing, or demolition of special such buildings or structures." OR 160A-441: Repair costi is health or safety hazard Ifor enumerated reasons)." Governing board may establish property owners from undue economic hardship."  with repair cost 160A-441 (Minimum Housing public health, safety, and welfare NOT: 160A-441 (EXCEPTmanuf. & structure that isa "hazard") which a public necessity exists for lien collected as  <50% bldg. "value" for any" "abandoned"  Counties: 160A-442(1) In urban redevelopment compulsory repair" and 160A-456 & 153A-376  assessment Costs alsol lien on owner's other  structure" that isa area: "program of repair cost thati is "loansi therefor"  "reasonable" (% defined by local property within govt per GS 160A-443) for "..any city (but not  "reasonable" as 160A-503 & 160A-512via abandoned structure which [isja home)  Black & Blue Condition: Building in need of demolition or removal Ordinance can be enacted 160A-400.14 (Delay in designated landmark or any Counties: 160A-400.2  General authority effectuate as yellow condition) (GS160A-175)  "to prevent the demolition demolition of landmarks and standards and requirements but to enforce &  by neglect of any Istructure] within an established historic district."  buildings in historic district) ordinance shall "provide  appropriate safeguards to protect ordinances (same  40A-3(b)(8) (Eminent domain)  muligan@sogunc.edu 2015-1    a  3 o o  3 u 7 00 a 9 E S 11 5 16 99 D8 N N Ns  D6 E 9 9 3    TownolswmlkVaaton AccrualRate Chart  Years of Service 0-4Years 5-9) Years 10-14Y Years 15-19 Years 20+ Years  Hours Per Month 6.67 8  10 12 13.34  Hours Per Year 80.04 96 120: 144 160.08  Days Per Year 10 12 15 18 20  SatedfNGVacation-AccrualRate Chart  Years of Service <5 Years 5 But <10' Years 10 But <15 Years: 15 But < 20 Years 20+Years  Hours Per Month 9 hrs 20 mins 11 hrs 20 mins 13 hrs, 20 mins 15 hrs 20 mins 17 hrs 20 mins  Hours Per Year 112 136 160 184 208  Days Per Year 14 17 4 20 : 23 26  :  Proposed Change-in Accrual Rate (Increase)  Years of Service 0-4Years 5-9 Years 10- 14: Years 15-1 19 Years 20+ Years  Hours Per Month 2.66. 3.33 3.33 3.33 3.99  Hours Per Year 31.96 40 40 40 47.92:  Days Per Year 4 5 5 5 6      Budget Notes  Ibelieve, historically, what you are use to is an engineering reports or presentations from Bengie or Todd outlining paving or water projects slated for the next FY. I've seen some previous presentations that had current housing trends and industry analysis in them. After taking that into considerations along with growing up here and thinking about what would want ifl were on Council, lopted out ofal long Powerpoint presentation and chose the honest conversation Idon't intend to waste your time today. I've put everything in my notes Ifeel is important for us to cover and if we make it though early then we are done early. Ifigure you all have things to do Idon'tread minds sO if you don't like the format of today or you would like to see something differently, let me know. I Ipromise Ican work powerpoint and make presentations. Ijust felt like discussion was more important and needed that me talking at you about stuff you probably Iwas anxious to see if my "Growing up here" thoughts" and ideas matches my "Managing here" thoughts and ideas. So far, some have run hand in hand and some have been different. Some of the things we discuss today will be absolutely 20/21 FY Budget items. Some things come from our Coffee session and issues that were discusses in it Some are things that are important and we will need to address them in the future. And NOT, heyl lets make a plan just 50 we can play kick the can and push something off in hopes Ipromise you, I'l do my very best to never mention something to you that will be a waste of  instead. just likeldo.  didn'tcare about.  Some were things l've noticed since l've been here. Others will be, hey this is vital we need to make a plan now.  of never getting to it. Town time or resources.  I'm sO excited I'm giddy! I've had more people ask, "So what are yall going to do, orso That's not what this is all about but if someone is looking for 100 acres to put house on  what do you all have planned." . They see the potential. would you like it to go in Sawmills or somewhere else?  Iwant to say two things before we start:  1st At any point you have a question, comment, or concer".--speak up. 2nd Inever dreamed I would tell a Council this because I'm just that conservative You have a Fund Balance (Savings Account) if you hear a project that is a GOOD  and Istress GOOD idea lets talk about it. Spending Fund Balance on Good Projects is Good Spending Fund Balance on Bad Projects is Bad Operating out of Fund Balance is stupid and I won't do it. NOT spending money is NOT ai fiscal plan. Its not a plan at all. Citizens DO NOT pay taxes for us to act as a savings account  They pay taxes to receive benefits, programs, services, and for us to use their We can do al lot of projects, even big projects, and taxes WILL NOT goup  money wisely.    Local government employees are tough to find and getting tougher. Some you can pull from other fields and retrain but it takes time and is costly. Its easier to be attractive to the ones that want to work in local government Either way being attractive catches both crowds  See Chart Salary Increases 3% COLA 2% Merit  Phase II Stormwater (Explain)  Total Cost for Mapping = $51,504.17 EDA Grant Coverage = $25,752.09 Town's Responsibility: = $25,752.09 Monthly Rate for 2 years=$ $1,073.00  200 AMP Drop in Grass Lot for events and Christmas (Express to electrician that Boxes must be  tamper proof) New Server  <$2,000.00 Depending on permit costs  Device that houses all of our utility billing information Will add security and stability to the system  Put off for quite a while  Kicked off regularly (Sometimes a couple times a week) then forced to reboot Imagine if that were your personal computer Now reminder yourself that it handles all of our payments Convert to "Rack" style rather than "Computer Tower" style  $40,000 Server Room Beyond a necessity  Operating out of a coat closet with bifold doors is unthinkable with the liabilities and security threats that face local governments especially with the utilities we offer,  Karen &. Julie Office Cameras  0 Needs Room for additional secure filing cabinet(s) recording loop you would want (2 Weeks+)  There are a few here and there but they are not great quality nor do they offer the We don't want to be like the gas station that was robbed by a fuzzy object.  Outside  360 Coverage  Clear coverage of parking areas  Focused coverage ofentry doors & front of building (Ronnie's Gas Incident)    Part Il: Eminent Issues  Optimist & Recreation in Sawmills Ican see it as an end user  Optimist has 3 members that are not getting younger or less burnt out Ifyou have 5 years left I'd be surprised, 10 I'd be astonished We are already carrying the brunt oft the cost  Salary Mowing Maintenance Lights  The only things we are not covering are the pass through or break-even costs such as  the registration fees washing out with: Insurance Fees Umpire Fees Equipment Fees Sectioning Fees  We will pick up some headache with complaints but it will be minimal as they will continue to flow through Benny but could potentially land on my desk and l'm fine with We will experience added strain of accepting registration payments but ai tremendous amount of that can be alleviated by moving registrations online rather than the current two day per week sitting at Baird Park waiting for people to show up. It will also be seasonal and during specific registration times We will have additional part-time staff (Umpires) but unless Karen objects because it would be more difficult, iwould say to not include them in the weekly payroll batch. Iwould say bi-weekly at best but P'll differ to her on that call Ispoke with Gene and Benny because sometimes Optimist Clubs can be touchy subjects but! I believe they both have just been holding on because they knew no one else would. Ultimately, I know we are going to geti it either way and if we want it or not. It just makes more sense to do it NOW while everyone is healthy and able. Its hard to tell a volunteer they need to do something better before Benny retires and while Gene is healthy.  that.  Also, we can do it better.  Our parks and recreation is one area we have to capitalize on and it makes sense to do it    1+ Mile Rd 18' Width with 60' Easement Combination DOT/Town street Bang for your buck??? projects is it worth it NOW? You're essentially widening for 1-2 events per year. Consider adding to CIP ini the near future,  Consider widening road to make it more useable for events  Widening is needed but when comparing cost/benefit in regards to other needed  Part IV: Future Concerns  New logo/eranding/Maretins Its time.... Paving in Doe Run  We need a plan specifically for it.  Neighborhoods built THEN taken in COMMONLY have road issues  They look like an alligator, Ijust left one in Catawba and if you wait too long, they will Its tougher to judge them by appearance because you have to remind yourself oft the  cripple you.  underlying instability and poor condition you can'tsee.  ADA Assessment/Plan/lmplementation 5-10 Plan Much like CIP  State and Fed put these requirements in place some time ago  Recently started cracking down on it by tying compliance to certain grant monies WPCOG offering the service and some municipalities already getting ahead of the curve Inmany cases, after a plan is in place compliance is as simple as taking steps in the right Fore example, could be as simple as moving the height of a sink or paper towel holder or as difficult as widening hallways or sidewalks and/or making an area accessible Why is it important? You have heard me say before that I believe in many ways Sawmills isa Bedroom Community, in that, the majority of the population lives here but works Most residents of these communities want amenities and recreational opportunities. Congratulations, you have the nicest parks and recreational opportunities in the county. Bad News, if you're going to have an ADA issue, guess where it will more than likely Recreation area, common area such as sidewalk or a meeting/gathering place like Town Ona positive note, since most of the recreation areas were built with grant monies, I don't foresee any substantial issues because of the engineering requirements placed on  direction  elsewhere.  come from. Hall them    Break Room  Might seem like a luxury request but as a supervisor, nothing, bothers you more than seeing employees bust their hind ends all morning taking payments, setting up accounts, and dealing with the public. Then later when Iwalk by, they are having to sit in one of the audience chairs to eat their lunch and try to resta Some of you are probably thinking, "l've ate worse places," and Ihave too., but that was a different job and we were different employees. I've ate lunch in cars, on cars, in the woods, against, buildings, about anywhère you could think, and I've had a lot of Those were different career and jobs and these are different This is after they gotten their food and heated it up in the room that was built to hold the water heater. Seriously. Idon't tell you this to complain or whine, again, Idealt with much worse. Itell you this to tell you how the employees have sacrificed and to prove that the request of some type of break  minute.  days Ididn't get to eat lunch at all.  employees.  room isn'tal lavish request.  Ultimately the building is a Capital Asset and needs to be treated as one One of the thingsi 1 like to do is relate everything back to by personal finance or personal assets. It makes it easier for me to understand.So  with that in mind....    Part Vi: Events  I'm well aware this is a budget session but it seemed the most contentious issue at the Coffee  session was events, their dates, times, schedules, locations, and logistics.  And, well, they cost money details So lets get this worked out now. really succeed at and focus on them.  Idon't intend to place on the agenda and take up meeting time with event Ido want to point outl Ithink we should pick out 2 or 3 events we feel we can  Egg Hunt  April ?????? Sign Ups 3:00-3:30 1sRace @ 3:30 Veterans Park Age Group:-Walang-SYOA  4YOA-6YOA 7YOA-9YOA  Farmers Market (Opening Day Tuesday May! 5th)  Tuesdays 3:00-6:30p Farmers Market Memorial Day (Town Closed 25th)  o o  Sawmills Fire & Rescue Appreciation Week  (9/6-9/12) Ceremony 12h 3:30p Farmers Market Fall Festival/Tractor & Treat (10/30) Friday 10/30/2020 12:00p-7:00p Farmers Market Veteran's Memorial Ceremony Saturday 11/14/2020 10:30a Veteran's Park Christmas Tree Lighting Thursday 12/03/2020 6:30p Farmers Market Christmas Parade Saturday 12/05/2020 10:00a (Line-up @ 9:30a) Helena St