697 MINUTES BREVARD CITY COUNCIL Priority Setting Retreat Mary C. Jenkins Community & Cultural Center March 7, 2025 8:30 A.M. The Brevard City Council met for a Priority Setting Retreat on Friday, March 7, 2025, at 8:30 a.m. at the Mary C. Jenkins Community & Cultural Center, with Mayor Maureen Copelofpresiding. Present Mayor Maureen Copelof, Mayor Pro Tem Gary Daniel, Council Members Mac Morrow, Aaron Baker, and Lauren Wise. Council Member Pamela Holder joined via Zoom from 8:30 to 10:30 a.m. Staff Present - City Manager Wilson Hooper, Assistant City Manager/Finance Director Dean Luebbe, Assistant City Manager David Todd, City Clerk Denise Hodsdon, Assistant to the City Manager Selena Coffey, HR Director Kelley Craig, Communications Coordinator Becky McCann, Planning Director Paul Ray, Interim Fire Chief Bradley Elmore, Police ChiefTom Jordan, Public Works Director Wesley Shook, Community Center Director Tyree Griffin, Water' Treatment Plant ORC Dennis Richardson, Wastewater Treatment Plant ORC Emory Owen, and Wastewater Treatment Plant Assistant ORC. Aaron Winans. Facilitators - Lydian Altman and Kimalee Dickerson, UNC Chapel Hill School of Government Press - David Bradley, Transylvania Times A. Welcome and Call to Order Mayor Copelof called the meeting to order at 8:30 a.m. and welcomed those present. B. Certification of Quorum - City Clerk Denise Hodsdon certified that a quorum was present. C. Oath of Office - Bradley Elmore, Interim Fire Chief - Bradley Elmore was sworn in as Interim Fire Chiefl by City Clerk Denise Hodsdon. D. Retreat Agenda 8:30 9:30 GETTING STARTED 9:30 10:20 UNDERSTANDING CONTEXT 10:15 10:30 BREAK 10:30 10:50 THREE WISHES 10:50 - 11:10 REPORT OUT WISHES 11:10 12:15 CURRENT PROIECY/NVESTIMENTS 12:15 1:00 LUNCH on site 1:00 2:15 CHOOSING PRIORITY INITIATIVES 2:15- 2:30 BREAK 2:30 3:00 FINALIZING PRIORITY INITIATIVES 3:00- 3:45 OPERATIONALIZING PRIORITY INITIATIVES 3:45 NEXT STEPS EVALUATION OF THE RETREAT 4:00 ADJOURN 698 Retreat Materials - A complete copy ofthe retreat materials and information provided to Council is on filei in the City Clerk's office. Facilitators Lydian Altman and Kimalee Dickerson introduced themselves and went over the objectives, group expectations and ground rules for the retreat. The objectives for the Retreat were as follows: To review and celebrate previous accomplishments. To consider information about the City's internal and external environment impacting the City's current and future success. To affirm criteria and prioritize projects for FY 25-26 consideration and other Strategic Pursuits (beyond FY 25-26). Toi identify markers of success to know when priorities have been successfully implemented. Toi review organizational profile and various policies and processes and affirm direction. Council participated in a series of exercises intended to identify priorities for the FY 2025-2026 Budget deliberations. As part oft their facilitation agreement, Ms. Altman and Ms. Dickerson provided the attached "Brevard City Council Retreat Notes" summarizing the results of the retreat's exercises. Council reviewed the draft report at its April 7, 2025 meeting and accepted the report with the following minor edits and additions: Priority regarding Sports Complex correct to say "link with funding for Ecusta Trail" in the comment section "Stay the Course" item regarding Additional Traffic Calming Measures add "Need to review process" to the comment section Next steps Mr. Hooper noted that Staff will build the FY2025-2026 Budget proposal around the prioritized action items. Adjourn = There being no further business, Council adjourned the Retreat at 4:04 p.m. Mausees) Cpib le Ay Maureen Copelof Denise Hodsdon, CMC Mayor City Clerk Minutes Approved: May 5. 2025 Minutes Brevard City Council Strategic Planning Retreat - March 7, 2025 Page 2 of2 699 BREVARD CITY COUNCIL RETREAT NOTES PREPARED BY SOG FACILITATORS LYDIAN ALTMAN AND KIMALEE DICKERSON Friday, March 7, 2025 GETTING STARTED Introductions: Council & Key Staff What do you have to give to the success of What do you hope to gain from today? today? Perspective, insights of community concerns; Clear priorities/objectives for the year ahead; public context; Understanding/share Guiding aims (4) perspective (4) Direction (3) Help to the counci!; support (2) Consensus for next year's efforts Support for fulfilling the priorities (2) Focus Information (2) Solid plan moving forward Encouragement to stick to the priorities Clear path in uncertain times Maintain focus Areas to serve community Open Listener Insight into Council's priorities Employee perspective Continued Council support Guidance Understand both long and short-term goals Knowledge/direction during departmental More about the city (I'm new) and how I can transition to new director contribute Experience and perspective from outside the Great leadership and people organization Understanding of retreat and budget prep Knowledge/expertise process Confidence As you listen to the Mayor's Report and Review, think about two questions: What may have enabled that success? What other successes, personal or professional, can you add or build on? Staff flexibility and adaptability; creativity; ability to respond and make changes (4) Make hard decisions and explain them to the public (2) Ongoing communication with the public Transparency in how we do business Utilizing outside grants (move towards self-sufficiency) Dedicated partners and expanding partnerships Intentional focus on housing- we've shifted what we're doing and realigned the organization to support that focus, e.g., establishment of the Housing Committee Monthly Meet the Mayor and Manager offers opportunity to actively listen to residents and the structure to create a response/take action Use oftechnology 700 UNDERSTANDING CONTEXT Issues with Potential Impact on City's Work From Council's 2024 retreat Updates or Additions for 2025 Trends- Internal: Staffing needs Increasing professionalism is Key! Cross training Retention of staff Professionalizing Staffing in Brevard Police and Fire Lagging technology in Departments our organization Staff skilled at recruitment and retention Outgrowing out space Increasing costs of fringe benefits Equipment needs Cost of employee training and development Expanding scope ofl large Hiring challenges to get staff on the streets projects impacting Lack of (affordable) workforce housing in operations general Re-investment in city-owned infrastructure Trends- External: Inflation/ Construction Inflation/ Construction costs/ Cost of Living costs/ Cost ofLiving increasing (still!) increasing Great uncertainty about grant funding in the Grant funding available future Employeeworkforce Leveling off of 'Work from Home' practices shortages Wide proliferation of mis/disinformation Infill and growth (generated by AI?) generating mistrust in Technology general enhancements: changing, Increase in # visitors--increases in traffic, social media impact on infrastructure and services Remote work increasing Lack of appropriate housing (quantity and affordability) for our own City's workforce Technology Mismatched technology City Council chambers enhanced AV: set up Factors (City levels) Emergency communications (2) Teleworking Planning ahead fori infrastructure upgrades opportunities are trending Open vision for developing technology up City phone system IT security issues / Backup communications for power security threats disastersiRedundancy and resiliency of communications and critical infrastructure Misinformation management Enhanced IT structure citywide internal/external 701 Trend 2024 2025 Political Factors: Intergovermental These remain and are more pronounced: Local, State and agencies: contracts and County conflicts, State limitations, Conflicting Federal policy agreements visions. Communication and compromise are Changes in policy needed. makers (federal and Partisan V. nonpartisan boards State) Funding uncertainties (fed and state) trickle Federal / State funding down to local level for directed projects State urban-rural divide Land use autonomy Municipal elections (2) Increased polarization of the community Rapid changes in federal policies Economic Climate: Pharm investments Pharm investments (continue) What's the Outdoor equipment Outdoor equipment manufacturing (continue) financial picture? manufacturing Impact of Helene less than expected here in Breweries Brevard Architecture/arts State and Federal funding is questionable Retiree destination Economic impact of Ecusta Trail already being Level off and visitor felt spending Tourism increasing Covid was a boom for Small business growth the City financially Reliance on tourism comes increasing costs Baby boomers and new people transition and potential recession impacting property FEMA reimbursements? availability Cost of living increases e Short Term Rentals 702 Trend 2024 2025 Uncertainties Funding Funding City/County relationships National and international economic events National economic and trends events and trends Increasing costs of running a city Upcoming recessions Reliance on tourism this is legit resource. Reliance on tourism Brevard is special economy Staffing Grants Impact of possible federal workforce reductions locally Weather uncertainties and impact on workload Customer Needs: Constituents' Safety enforcement on roads Changing expectations are rising Learning need V. want Demographics? Increased expectations of Constituents' expectations are rising, which Changing citizens overall continues to be a pressing need. Contributes requirements? Affordable housing to staffing issues. Safety Affordable housing (lack) is exacerbated and Roads more pressing this year. Stormwater infrastructure Loss ofy younger residents and career Water/Sewer opportunities Generational families VS. More interactions with volunteers transplants mismatch Affordable housing plan needed Population demographics Aging demographics change Social net services in jeopardy Communication and feeling heard Intentional engagement Volunteer engagements Connect with residents and leverage partnerships Provide more information for citizens 703 Most Critical Issues or Trends for 2025: Funding uncertainties and macro-economic pressures (3) Recruitment and retention difficulties, especially "boots on the ground" positions (3) Workforce housing (2) Big ticket infrastructure needs (2) Rising Housing Costs Tourism is part of our economy (+/-) Changing demographics, especially loss of younger people / Staffing and organizational ability to deliver on dy E multiple fronts à Managing misinformation (and fear) takes time A Uncertainty regarding international events State of city-county relationships Inter-relatedness of trends THREE WISHES Taking the Long View--What needs to be in place to adequately respond to external or internal influences happening now or in the future? 1. Regardless of how it happens, what three wishes do you have to build a better Brevard? Priority Area Wishes AFFORDABLE HOUSING Housing to support a diverse community Brevard is a livable community with diverse, reasonably priced housing for everyone with an innovative, accessible transportation system. HEALTHY AND DIVERSE Support a healthy workforce: CONOMY Creation of housing units Facilitator's Note: Is this a Initiatives that support commerce new/emerging priority area? Development engines Otherwise, the wish is related to Workforce, commerce, and small business opportunities abound. High-Quality Organization. ECONOMIC INCENTIVES Achieve balance between economic development and preserving our natural environment INFRASTRUCTURE Wastewater Treatment Plan renovation underway INVESTMENTS Investment to sustain Infrastructure: Finish what we're currently working on Be better about keeping up with maintenance (even the 'unsexy' stuff) Balance action with maintenance 704 COMMUNITY PARTNERSHIPS & This is 'how we do our business." It is foundational to our ENGAGEMENT accomplishments HIGH-QUALITY ORGANIZATION Realistic, adequate staffing What is 'ideal" staffing level? Inform Council even if it isn't attainable now Five star efficient, effective, and sustainable government as it relates to staffing, infrastructure and services. Efficient core services Effectively staffed departments. (Our behaviors reflect our capabilities.) Folks have positive opinions of us. Pride in hometown. (Community has confidence in us. We explain how issues are interconnected and not simple to solve. We offer why we're focused in these particular issues.) COMMUNITY PARTNERSHIPS & This is 'how we do our business.' It is foundational to our ENGAGEMENT accomplishments CONNECTED TRANSPORTATION Facilitator's Note: There were no wishes related to this Goal Area. NETWORK STRATEGIC FILTER (designed in collaboration with the Council during 2024 Retreat) The filter included the following criteria and was amended in 2025 (in red): Essential Services MAMtPokNennaaeyy What creates efficiencies Connected services Ongoing projects that are critical and priorities - what needs to happen for successful completion? What has been "hanging on the wall" and really needs to get done? "Big VS Small Impact" What has a big impact on the community and meets citizens' needs? Presents a safety issue or threat Council was encouraged to keep this filter in mind during their current (and future) prioritization exercise. 705 PRIORITIES FOR FY 2025-26 BUDGET DELIBERATIONS An initial list of priorities was compiled from outstanding items from last year, new potential items mentioned by internal committee(s) or community groups, and by council members on-site. After discussing each item, some items were moved to a new "Stay the Course" list until there was consensus on the final list for Council to prioritize. Action #V Votes Issue/lnitiative Comments 4 Jordan St. bumpout reconfiguration (DMPC, cost Safety concern. approx. $50,000) 4 Explore how to increase funds for sidewalks to meet our expectations and address safety concerns on an ongoing [rather than piecemeal) basis 3 Complete Estatoe Trail easements 3 Create a city-wide parking and wayfinding sign plan 3 Encourages diverse housing options. Open to a variety of approaches, e.g., make template plans available, incentives, allowing different types and designs of housing, like cluster, duplex/triplex, etc. 3 Sports Complex site planning (PTR, cost TBD) Immediate need. Add bathroom. Pave parking lot. Link with funding for Eastatee Ecusta Trail (edited by Council 4/7/25). 2 Seek funding for Downtown Master Plan 2 Add funds to accelerate street repaving In addition to Powell Bill $$ 2 Complete space needs analysis and changes for all department 2 Engineering and design of picnic area and Positions us for bathrooms for Silversteen Park. outside $$ 2 Solicit and select bond advisors and begin pre- planning activities for possible issuance (4/24/2025 Added by City Clerk according to meeting notes) 706 Action # Votes Issue/Initiative Comments 0 Create economic development policy Use most recent f project as basis for policy 0 Support for contract with an architectural firm to Follow up with the study space needs and begin planning for county to see what new/extensively renovated city hall (and BPD and about housing TOB BFD facilities). offices in their new building. 0 Repair wooden bridges When safety concerns are identified 0 Create an Emergency Action Plan that addresses vulnerabilities, builds redundancy where needed, and creates resiliency. 0 Become a funding partner with the County on transit system 0 Review of Fire Service agreement with County Talk with the county for update X Addl. traffic calming measures (PSC, cost TBD) Speeding is safety concern and there is never enough dollars to fix all voiced concerns. Need to review process (edited by Council 4/7/25) X Complete Tannery North section of trail X Implement the findings of the Berry Dunn BPD organizational health assessment and change management strategy. X Downtown parking study (DMPC, cost approx. Funds available $50,000) already to do this. X Staff focus on "trail-related" zoning actions (with corresponding Council workshop that was postponed because of Helene) X Bicycle lanes, etc. on West Main (DMPC, cost TBD) Delay beyond upcoming budget; HOB to seek funding partner. 707 STAY THE COURSE: Continue the following projects, initiatives' A. Complete Estatoe Trail Easements B. Maintain staff focus on "trail related" zoning actions C. Implement findings/continue support of Berry Dunn BPD organizational health assessment and change management strategy. Action: Manager to evaluate and distinguish (1) administrative changes from (2) policy or (3) budgetary implications. Numbers 2 and 3 come to council and maybe Public Safety Committee. D. Contract with architectural firm (from Professional Services funds) to study space needs for City Hall, BPD, BFD E. Undertake Downtown Parking Study (from currently budgeted funds) F. After action evaluation/debrief of recent downtown efforts. Use this to inform and revisit the Downtown Master Plan. What went well? What would we do differently? What have we learned? G. Staff to create a policy that identifies conditions necessary for installing traffic calming measures. Council to revisit this issue once policy is ready and decide how to allocate funds and issue guidance to residents. H. Complete Tannery North section of trail I. Consider options, including Municipal Services District, when contract with Heart of Brevard expires (summer 2025). The whole council will review options for how to conduct this work going forward, including potential organizational changes/reforms. J. Housing Trust Fund K. WTP Involves no additional funding but is an investment ofs staff time and effort. And/or this continues as a Council- identified priority (sacrosanct). 708 EXTERNAL REQUESTS FOR INVOLVEMENT (Manager's Report) Request Comments Staff involvement in Age-Friendly Not a council priority for spending staff time. Community work. Energy efficiency/carbon Ift this work overlaps with existing job responsibilities and work reduction work and advisory plans and Council priorities, fine to be involved. committee. Enhanced public outreach, Undertake the after-action review (see "F" above). particularly on matters related to Consider those results in how we communicate about our downtown. downtown work. Staff involvement in community The manager is likely to continue being involved with this going "Long-Term Recovery Group" forward. work. POTENTIAL STRATEGIC PURSUITS Question Comments Under what Express TOB needs to County. circumstances should Get information about the County decision in this regard. (May 2025) we begin transition to Revisit with council. FT fire dept? MSD approach at See "!" under "Continue the following projects, initiatives" expiration of Heart of Brevard contract? Revisit Downtown Revisit Plan to understand what's changed since it was first adopted and Master Plan? what remains relevant to today. Consider other relevant reports, including after-action review on Downtown work, Parking, and Wayfinding. Guage the support of the community and downtown businesses. Prioritize pieces and strategies considering today's context. Tapi the brakes on Do not stop. Continue to engage Transylvania County and offer them the housing until all players opportunity to be part of the success of willing partners. Offer them can get on same page? advance notices of meetings. Provide lots of information. 709 Question Comments TIF district at Project the rise in property value and use that amount to fund Broad/French Broad to infrastructure improvements (which are usually the responsibility of the induce development? developer). This is common practice but not necessarily in smaller towns like Brevard. Relates to Downtown Plan Offer our levers to Are we set up to respond when we get an ask? efforts re: DRV/old Develop economic development policy Ecusta site? Limited ability to use closed sessions to consider requests Current abilityi includes: Zoning changes to support Offering economic development incentives to the 'right' development Extend infrastructure Underwrite studies, like environmental assessment, to lower the risk to potential developers Limited ability (until 2027) to do much at all without property owner's permission. Get in the game Not discussed. May resurface again in closed session. regarding healthcare? NEXT STEPS 1. SOG facilitators offer retreat notes to the Manager no later than March 28 (by March 17, if possible). 2. Manager will develop a proposed budget reflecting Council's priorities; budget to include a listing of FEMA reimbursements. 3. Federal Grants: BPD and DOJ (equipment) EVALUATION What Worked Well What to Do Differently Enjoyed having more time to discuss (2) Consider bringing in more input from the decisions and make meaning of the department directors prioritization exercise. Kept on schedule Room configuration limited department director's ability to hear discussions. Balanced long term vision with practical Need bigger screens to read slides decisions for upcoming year Appreciate concerns being considered and documented. We got through the entire agenda. We were civil to each other throughout. 710 THISI PAGE INTENTIONALLYI LEFT BLANK