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01-13-20 Agenda Regular Meeting
Human Resources Director/Town Clerk Katherine Cathey 101 E. Orange St., PO Box 429, Hillsborough, NC 27278 919-296-9441 | katherine.cathey@hillsboroughnc.gov www.hillsboroughnc.gov | @HillsboroughGov Board of Commissioners Agenda | 1 of 2 Agenda Board of Commissioners Regular Meeting 7 p.m. Jan. 13, 2020 Town Hall Annex Board Meeting Room, 105 E. Corbin St. Compliance with the American with Disabilities Act interpreter services and/or special sound equipment is available on request. If you are disabled and need assistance with reasonable accommodations, call the Town Clerk’s Office at 919-296-9441. Please use the bookmark feature to navigate and view the item attachments. 1. Public charge The Hillsborough Board of Commissioners pledges to the citizens of Hillsborough its respect. The board asks citizens to conduct themselves in a respectful, courteous manner with the board and with fellow citizens. At any time should any member of the board or any citizen fail to observe this public charge, the mayor or the mayor’s designee will ask the offending person to leave the meeting until that individual regains personal control. Should decorum fail to be restored, the mayor or the mayor’s designee will recess the meeting until such time that a genuine commitment to this public charge is observed. 2. Audience comments not related to the printed agenda 3. Agenda changes and approval 4. Presentations A. Employee Service Milestone Awards B. OC Food Council Annual Update C. Proclamation declaring January as National Mentoring Month 5. Public hearing: possible street closure A. Request to close the remaining portion of Spring Street between West Hill Avenue S and Allen Ruffin Avenue 6. Appointments A. Water Sewer Advisory Committee – Reappoint Ms. Saru Salvi to a four-year term ending Feb. 28, 2024 B. Planning Board – Appoint Frank Casadonte to a three-year term ending Jan. 31, 2023 7. Items for decision — consent agenda A. Minutes 1. Regular meeting Dec. 9, 2019 B. Miscellaneous budget amendments and transfers C. Updates to Chapter 12 of the Town Code of Ordinances D. Classification and pay plan amendment – addition of lead utilities inspector classification and update to titles for utility mechanic series Board of Commissioners Agenda | 2 of 2 8. Items for decision — regular agenda A. Noise ordinance discussion B. Census funding request C. Consideration of an order to close Spring Street between West Hill Avenue S and Allen Ruffin Avenue D. Request from Orange County School Board to amend the Memorandum of Understanding regarding the Schools Adequate Public Facilities Ordinance to include pre-kindergarten enrollment E. Request from Historic District Commission for grant match funding to prepare a comprehensive Design Guidelines update F. 2019 Community Survey Results G. Review FY19 Hillsborough Results Report H. Strategic Planning Update, Discussion and Annual Budget Retreat Preparations I. State of the Town Address Preparation J. Hot Topics for work session Jan. 27, 2020 9. Updates A. Board members B. Town manager C. Staff (written departmental reports are included in the agenda packet) 10. Adjournment Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 4.A Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Katherine Cathey, Human Resources Director ITEM TO BE CONSIDERED Subject: Employee Service Milestone Awards Attachment(s): 1. List of the 5 employees reaching 5-year service milestones in 2019 Brief Summary: This is the seventh year of the town’s employee milestone program. Each January, employees who reached a five- year service milestone in the prior year are recognized for their dedication and tenure. Employees will receive a certificate, Town of Hillsborough coin signifying their years of service, and a $75 bonus to celebrate their milestone, such as having dinner out. Action Requested: N/A ISSUE OVERVIEW Background Information & Issue Summary: None Financial Impacts: N/A Staff Recommendations/Comments: N/A Town of Hillsborough Service Milestone Recipients January 2019 Employee Position Department Milestone Chelenza, Nick Police Sergeant Police 10 Della Valle, Jen Assistant to the Town Manager/Deputy Budget Director Administration 5 Dunevant, Sam Water Plant Operator I Utilities 10 Simmons, Andy Police Lieutenant Police 5 Spragins, Candace Police Corporal Police 5 Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 4.B Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Mayor Jenn Weaver & Town Clerk Katherine Cathey ITEM TO BE CONSIDERED Subject: OC Food Council Annual Update Attachment(s): 1. Food Council FY19-20 Update Brief Summary: Ms. Ashley Heger, Coordinator for the Orange County Food Council, will provide an annual report. Action Requested: Receive report. ISSUE OVERVIEW Background Information & Issue Summary: N/A Financial Impacts: N/A Staff Recommendations/Comments: N/A 2019 Review & 2020 Scope of Work 2019 - 2020 Fiscal Year ●Hired full-time coordinator ●Facilitated partnership with Orange Co Schools and Orange Co Solid Waste to begin a school composting pilot program in 2 Hillsborough elementary schools ●Organizing a ‘state of food security’ report for the County in January ●Facilitated Social Justice and Racial Equity workshops ●Grown workgroup participation in Local Food Economy, Racial Equity, Food Access and Food Waste Recovery 2020 - 2021 Goals & Scope of Work ●Develop a Food Policy Agenda (2 year process) ●Create a Racial Equity Community Data Index in collaboration with the Health Equity Council ●Sustain workgroups and partnership development What is a Food Policy Agenda? Purpose & Structure Identify gaps and opportunities for improving the local food system Develop an agreement between partners where lived experience and racial equity is centered and everyone understands their role in this work Provide policy recommendations and create process to keep policies accountable to the outcomes/impact How this relates to our full scope of work in 2020 - 2021 -Data Index as a tool for identifying issues and tracking outcomes -Workgroups and partners helping drive this work and inform the process -Working with a racial equity coach Ashley Heger ocfoodcouncil@gmail.com Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Board Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 4.C Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Commissioner Kathleen Ferguson ITEM TO BE CONSIDERED Subject: Proclamation declaring January as National Mentoring Month Attachment(s): 1. Proclamation Brief Summary: See below. Action Requested: It is requested that Mayor Weaver read the proclamation aloud and then the Town Board of Commissioners take a moment to have their photo taken with Atrayus Goode, CEO and President, Mentor North Carolina, who will attend the meeting. ISSUE OVERVIEW Background Information & Issue Summary: The National Mentoring Month public awareness campaign, recognized by presidential proclamation and congressional resolution, is led by MENTOR: The National Mentoring Partnership and the Harvard T.H. Chan School of Public Health. National Mentoring Month not only recognizes the benefits of mentoring but also acknowledges those who give generously of themselves by mentoring youth as tutors, coaches, teachers, and volunteers. As a local Affiliate, MENTOR North Carolina is spearheading the effort to advocate for mentoring programs on the ground in recognition of their work. Financial Impacts: None Staff Recommendations/Comments: As stated above. Proclamation Declaring January 2020 as National Mentoring Month WHEREAS, The National Mentoring Month public awareness campaign, recognized by presidential proclamation and congressional resolution, is led by MENTOR: The National Mentoring Partnership and the Harvard T.H. Chan School of Public Health; and WHEREAS, National Mentoring Month not only recognizes the benefits of mentoring but also acknowledges those who give generously of themselves by mentoring youth as tutors, coaches, teachers, and volunteers. As a local Affiliate, MENTOR North Carolina is spearheading the effort to advocate for mentoring programs on the ground in recognition of their work; and WHEREAS, Quality mentoring programs are proven to build relationships that help improve school attendance and academic achievement, promote responsible decision- making, and provide skills to better navigate relationships at school, socially and at home; and WHEREAS, A report by MENTOR found that young adults who were at risk for not completing high school but who had a mentor were: •55% more likely to be enrolled in college than those who did not have a mentor •81% more likely to report participating regularly in sports or extracurricular activities •More than twice as likely to say they held a leadership position in a club or sports team •78% more likely to volunteer regularly in their communities; and WHEREAS, MENTOR’s report found that one in three young people will grow up without a mentor. Through cross-sector collaboration, we can close the mentoring gap; and NOW, THEREFORE, I, Jenn Weaver, Mayor of the Town of Hillsborough, do hereby proclaim January 2020 as National Mentoring Month in the Town of Hillsborough. IN WITNESS WHEREOF, I have hereunto set my hand and caused this seal of the Town of Hillsborough to be affixed this 13th day of January in the year 2020. Jenn Weaver, Mayor Town of Hillsborough Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Planning Public Hearing: Yes No Date of Public Hearing: Jan. 13, 2020 For Clerk’s Use Only AGENDA ITEM # 5.A Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager ITEM TO BE CONSIDERED Subject: Request to close the remaining portion of Spring Street between West Hill Avenue S and Allen Ruffin Avenue Attachment(s): 1.Map Brief Summary: The board scheduled the mandated public hearing in official action at the October meeting. Additional information is included in the decision item later on the agenda. Action Requested: Conduct public hearing. ISSUE OVERVIEW Background Information & Issue Summary: Notices were mailed, posted, and placed in the newspaper as required by state law. Five property owners were notified. Three contacted staff with questions and concerns. The postcards from certified mailings have not all been returned to the town. The town was not provided any supporting documentation from the applicant regarding the concerns noted in his request. Financial Impacts: The town currently maintains with gravel this right of way which is approximately 150 feet long. Staff Recommendations/Comments: Board of Commissioners Agenda Abstract Form Meeting Date: _____Jan. 13, 2020_______________________ Department: ______________Utilities________________ Public Hearing: Yes No Date of Public Hearing: __________________________ For Clerk’s Use Only AGENDA ITEM # 6.A Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Utilities Analyst Julie Laws ITEM TO BE CONSIDERED Subject: Water Sewer Advisory Committee – Reappoint Ms. Saru Salvi to a four-year term ending Feb. 28, 2024 Attachment(s): None Brief Summary: See below. Action Requested: Consider reappointing Ms. Saru Salvi to a 4-year-term ending Feb. 28, 2024, as an out-of-town member of the Water Sewer Advisory Committee. ISSUE OVERVIEW Background Information & Issue Summary: The Water Sewer Advisory Committee has recommended that the Board of Commissioners reappoint Ms. Saru Salvi as an out-of-town member of the WSAC. Ms. Salvi lives at 506 Silver Fox Circle, Hillsborough. There are no other vacancies on the WSAC, with eight current members out of a possible eight members total. Financial Impacts: None Staff Recommendations/Comments: Reappoint Ms. Saru Salvi as an out-of-town member of the Water Sewer Advisory Committee. Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Planning Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 6.B Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager ITEM TO BE CONSIDERED Subject: Planning Board – Appoint Frank Casadonte to a three-year term ending Jan. 31, 2023 Attachment(s): 1. Application form Brief Summary: Mr. Casadonte has expressed interest in volunteering with the Planning Board. He was interviewed by the chair and planning director in December. They have recommended his appointment to the board. Two other applicants did not respond to requests for interview. Action Requested: Appoint Frank Casadonte to the Planning Board. ISSUE OVERVIEW Background Information & Issue Summary: None Financial Impacts: None Staff Recommendations/Comments: Appoint Frank Casadonte to the Planning Board. Advisory Board Application If you are a Town of Hillsborough resident and willing to volunteer your time and expertise to your community, please complete this form. Volunteers for the Parks and Recreation Board must be at least 13 years old, and volunteers for all other boards must be at least 18 years old. Name: frank casadonte Home address: 211 Caine Street Home phone number: 9196731190 Work phone number: 9196447000 Email address: frank.casadonte@att.net Place of employment: Taylor-Hall Properties Job title: Broker Birth date: April 2, 1961 Ethnic origin: Caucasian Boards you would be willing to serve on: First choice — Historic District Commission Second choice — Planning Board Third choice — Tourism Board Reasons for wanting to serve: Newly arrived to Hillsborough (2017) arrived from Raleigh (32 years). Love my neighborhood, town and recently changed professions from an engineer/IT Professional to a full time Real Estate Broker in Hillsborough. I am planting deep roots here with my wife Eileen, a long time resident. I think it is important to be involved in the community where you live, in order to help preserve the past and plan for the next phase of change to Hillsborough. Have you served or are you currently serving on a town board? If so, which ones and when? Relevant work, volunteer or educational experience: Raleigh School for Children - Board Member, Grounds Committee 3 years Boy Scout Adult Leader - 8 years, various positions for Troop 395, White Memorial Church. BS Engineering Technology - University of Central Florida 1985 MBA - Duke University 1996 Various engineering positions held, including management and director. Last 10 years spent as an IT Manager and IT security specialist. How are you connected to Hillsborough (live, work, play, shop, own property)? I own a home with my wife Eileen Camp at 211 Caine Street. I work as a broker at Taylor-Hall Properties on South Churton Street. Have you reviewed the Vision 2030 plan, and what are your thoughts about it? I have not reviewed the plan. Have you reviewed other town documents (budget, strategy map, small area plans), and what are your thoughts about them? HDC documents, pertaining to my own renovation plans for our two homes. What challenges do you see the town facing that could be addressed by the board or boards on which you wish to serve? For the HDC, it is certainly preserving the appeal of Hillsborough, while maintaining a progressive attitude towards construction and construction techniques. The planning board - we have a unique opportunity on the I-85 corridor to be well positioned to bring housing, jobs, and opportunities for the citizens of Orange and Alamance Counties. Attracting the right mix of clean businesses, sustainable housing, and building infrastructure to meet our needs will be our biggest Challenger. How you heard about this opportunity: Internet Agreement: 3 I have been advised that I am committing to attend the volunteer board's regular meetings. Attendance at the regular meetings shall be considered a prerequisite for maintaining membership on the board. The Board of Commissioners may declare a vacancy on the board because of non-attendance. Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 7.A Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Katherine Cathey, Human Resources Director/Town Clerk ITEM TO BE CONSIDERED Subject: Minutes Attachment(s): 1. Regular meeting Dec. 9, 2019 Brief Summary: None Action Requested: Approve minutes of the Board of Commissioners regular meeting Dec. 9, 2019. ISSUE OVERVIEW Background Information & Issue Summary: None Financial Impacts: None Staff Recommendations/Comments: Approve minutes as presented. Human Resources Director/Town Clerk Katherine Cathey 101 E. Orange St., PO Box 429, Hillsborough, NC 27278 919-296-9441 | katherine.cathey@hillsboroughnc.gov www.hillsboroughnc.gov | @HillsboroughGov Minutes Board of Commissioners Regular Meeting 7 p.m. Dec. 9, 2019 Town Hall Annex Board Meeting Room, 105 E. Corbin St. Present: Mayor Tom Stevens and commissioners Mark Bell, Kathleen Ferguson, Matt Hughes, Evelyn Lloyd, and Jenn Weaver Staff: Human Resources Director/Town Clerk Katherine Cathey, Assistant to the Town Manager Jen Della Valle, Police Chief Duane Hampton, Assistant Town Manager/Planning Director Margaret Hauth, Public Works Director Ken Hines, Town Attorney Bob Hornik, Human Resources Technician/Deputy Town Clerk Sarah Kimrey, Town Manager Eric Peterson, Public Information Specialist Cheryl Sadgrove, Finance Director Daphna Schwartz, Utilities Director Marie Strandwitz and Public Space Manager Stephanie Trueblood Absent (excused): None Opening of the meeting Mayor Tom Stevens opened the meeting at 7 p.m. 1.Public charge The mayor did not read the public charge but asked that everyone abide by it. 2.Recognition and comments ― Mayor Tom Stevens Stevens recognized several local government officials, state representatives and judges present. He congratulated his colleagues on their new board terms. Stevens shared some parting words. He said it has been an incredible privilege to serve as mayor. He noted that many improvements made during his time in office are improvements people can see, such as pollinator gardens, parks and the Riverwalk greenway. Other improvements are not so obvious, such as stormwater drainage improvements and the ongoing efforts staff make with planning and budgeting. Stevens noted that many things both manmade and natural are endearing in Hillsborough and that he has a lot of gratitude for the efforts citizens, local businesses and nonprofit organizations put forth to make Hillsborough such a wonderful place to live and visit. He also expressed gratitude for Orange County’s investment in Hillsborough. He thanked town employees for making things work, keeping things safe, and providing deep professional experience. Stevens also expressed confidence in Mayor Pro Tem Jenn Weaver’s abilities as the next mayor. He turned the meeting over to Weaver. Weaver invited board members to share comments about Stevens.DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 1 of 42 Commissioner Kathleen Ferguson said she wasn’t thrilled when Stevens ran for mayor and she was wrong. She thanked him for being a resource all the time. She has been honored and privileged to work with him. She thanked him for coaching and mentoring. She said that everyone speaks highly of him all over the state. Commissioner Matt Hughes thanked Stevens for being a mentor and a teacher. Commissioner Evelyn Lloyd said she enjoyed serving with Stevens. She said Stevens and his wife have been good neighbors as well. She said people do not complain to her about Stevens. Commissioner Mark Bell said he has enjoyed Stevens’s friendship and leadership and appreciates his contributions to the town, county and state. Bell said he moved here when Stevens was running for mayor for the first time and remembers that the way Stevens presented the town opened the door to his family’s love of Hillsborough. Weaver said it is so clear Hillsborough has blossomed under Stevens’s leadership. She said that includes things the public doesn’t always see, like running a meeting effectively, communicating, and working with staff. Presentations honoring Stevens’s service as mayor then began. Weaver presented a gift to Debbie Simmers, Stevens’s wife. Town Manager Eric Peterson noted that Stevens had donated his books on leadership to the town and that the town had set up a small employee library in the Administration Building named after him. The manager presented Stevens with a name plate holder with the library’s name. Weaver read a proclamation to honor Stevens and presented him with a key to the town. She also said that the commissioners, town manager and former commissioners had donated money to the Hillsborough Arts Council in Stevens’s honor and that the public can make donations to add to the gift. 3. Oaths and affirmations of office A. Commissioner Robb English English affirmed his oath of office. Stevens officiated. B. Commissioner Mark Bell Bell affirmed his oath of office. Judge Pat DeVine officiated. C. Commissioner Matt Hughes Hughes affirmed his oath of office. Rep. Graig Meyer officiated. D. Commissioner Evelyn Lloyd Lloyd took her oath of office. Town Clerk Katherine Cathey officiated. E. Mayor Jenn Weaver Weaver affirmed her oath of office. Sen. Valerie Foushee officiated. Reception following oaths and affirmations of office Weaver called for a recess at 7:35 p.m. Reconvene meeting ― Mayor Weaver DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 2 of 42 Weaver reconvened the meeting at 8:06 p.m. She noted she is the first female mayor in Hillsborough and spoke about the importance of inclusivity and diversity. She thanked women and men who worked to obtain voting rights and greater equality for women. Weaver also acknowledged that the end of Stevens’s time as mayor is a big transition for the community and the board. She said taking care of what the town has and addressing climate change are important to her and reminded the audience that she does not have a vote unless she is needed to break a tie. 4. Audience comments not related to the printed agenda There was no comment. 5. Agenda changes and approval There were no changes. Motion: Hughes moved approval of the agenda as presented. Ferguson seconded. Vote: The motion carried upon a unanimous vote of 5-0. 6. Presentations A. Proclamation of appreciation for Robin Jacobs Weaver read and presented the proclamation of appreciation for Robin Jacobs for her service with the Eno River Association. B. Proclamation recognizing and honoring Robert Dowling Weaver read the proclamation recognizing and honoring Robert Dowling for his service with Community Home Trust, and she and Ferguson presented it to him. C. Retirement recognition ― Lt. Scott Nicolaysen Weaver and Police Chief Duane Hampton recognized Nicolaysen, who served with the Hillsborough Police Department for more than 20 years. D. August–November 2019 Economic Development and Tourism Report Economic Development Planner Shannan Campbell shared the highlights of her quarterly report on economic development in Hillsborough, particularly that shops saw an increase in sales during Shop Small November and that the Outlandish Hillsborough event drew more than 1,000 visitors over two days. 7. Appointments A. Committee appointments — mayor and commissioners Mayor pro tem — Bell was chosen by the board to serve as the board’s leader in the mayor’s absence. Motion: Ferguson moved to appoint Bell as mayor pro tem. Hughes seconded. Vote: The motion carried upon a unanimous vote of 5-0. Committee seats — Board members determined the town, county and regional boards on which they will represent the Board of Commissioners in 2020. All will share in attending meetings of the Hillsborough Water and Sewer Advisory Committee and the Hillsborough/Orange County Chamber of Commerce. • Bell will serve on the Community Home Trust, Durham-Chapel Hill-Carrboro Metropolitan Planning Organization Board as an alternate, Intergovernmental Collaboration Work Group, Orange County Food Council, Orange County Transit Plan Policy Steering Committee, and Orange County Visitors Bureau. DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 3 of 42 • English will serve on the Hillsborough Parks and Recreation Board, Orange County Climate Committee, Orange County Intergovernmental Parks Work Group, and Solid Waste Advisory Group. • Ferguson will serve on the Housing Collaborative (formerly the Orange County HOME Review Committee), Orange County Partnership to End Homelessness, and Triangle J Council of Governments Board of Delegates. • Hughes will serve on the Family Success Alliance Advisory Council, Hillsborough Tourism Board, Hillsborough Tourism Development Authority, Solid Waste Advisory Group, and Triangle J Council of Governments as an alternate. • Lloyd will serve on the boards of the Fire Department Relief Fund and the Orange Rural Fire Department. • Weaver will serve on the Durham-Chapel Hill-Carrboro Metropolitan Planning Organization Board, Intergovernmental Collaboration Work Group, and Upper Neuse River Basin Association. B. Tourism Development Authority — Appoint Mark Bateman to a partial term ending Jan. 31, 2020 and a subsequent term ending Jan. 31, 2021 C. Tourism Board — Appoint Barney Caton to a term ending Dec. 9, 2021 D. Parks and Recreation Board — Appoint Carl Cuthbertson to a term ending Dec. 9, 2022 E. Parks and Recreation Board — Appoint Jason Pattison to a term ending Dec. 9, 2022 Motion: Hughes moved to approve appointments B through E. Ferguson seconded. Vote: The motion carried upon a unanimous vote of 5-0. 8. Items for decision — consent agenda A. Minutes 1. Regular meeting Oct. 14, 2019 (amended) 2. Joint public hearing Oct. 17, 2019 3. Regular meeting Nov. 12, 2019 4. Regular meeting closed session Nov. 12, 2019 5. Work session Nov. 25, 2019 B. Miscellaneous budget amendments and transfers C. Revenue Bond Resolution D. Martin Luther King, Jr. Commemorative March — town sponsorship of special event services E. Consistency statement and ordinance amending Section 5.2.9.1.d of the Unified Development Ordinance so lots with a non-conforming primary dwelling can have a conforming accessory dwelling unit F. Consistency statement and ordinance amending Table 6.3.2 of the Unified Development Ordinance to remove the impervious surface limit from all non-residential zoning districts G. Consistency statement and ordinance amending sections 9.1.5 and 9.2 of the Unified Development Ordinance to add clarifying language and replace graphic relating to setbacks H. Resolution amending the Bellevue Mill Special Use Permit to allow a payment in lieu of construction for the pedestrian bridge over the stream to complete the pedestrian network I. Delinquent food and beverage taxes, penalties and interest due from Matthew’s Chocolates J. Resolution establishing guidelines for deposit assistance funding Motion: Hughes moved to approve the consent agenda. Ferguson seconded. Vote: The motion carried upon a unanimous vote of 5-0. 9. Items for decision — regular agenda A. Consistency statement and ordinance amending the Hillsborough Zoning Map to approve a rezoning request from the Taylor and Horner families Hauth reviewed that the Planning Board unanimously had recommended approval. DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 4 of 42 Motion: Ferguson moved to approve the consistency statement and ordinance. Hughes seconded. Vote: The motion carried upon a unanimous vote of 5-0. B. Resolution modifying the Special Use Permit for UNC Health Care Hillsborough Campus Hauth reviewed that there were a handful of waivers and a modification. One resident spoke at the public hearing. The Planning Board recommended approval of the modification to the Special Use Permit and all waivers. Lloyd noted that the addition would not impact the property of the resident who spoke at the public hearing. Hauth said staff had concluded that the waivers were not significant. Motion: Lloyd moved to modify the Special Use Permit and grant all waivers requested. Ferguson seconded. Vote: The motion carried upon a unanimous vote of 5-0. C. Resolution granting a Special Use Permit for the construction of a 15,000-square-foot medical office building and 74 parking spaces on 2800 Old N.C. 86 Hauth said first this is the first front parcel on Old N.C. 86 that has come forward for development. Waivers were somewhat minor. There was no comment from the public at the public hearing. Motion: Ferguson moved to grant the Special Use Permit. Hughes seconded. Vote: The motion carried upon a unanimous vote of 5-0. 10. Updates A. Board members Board members gave brief updates about the committees on which they serve. B. Town manager No report. C. Staff (written departmental reports are included in the agenda packet) Chief Duane Hampton noted the issue concerning noise from bands at The Hot Tin Roof would be on the agenda for the January regular meeting. He said the Police Department cannot provide answers to some of the questions submitted to the department regarding this topic. For instance, the Police Department does not control the 9-1-1 call logging system and has to search the call logs manually by key words to try to locate past calls regarding noise complaints about this establishment. Hampton said complaints about amplified sound coming from a business, as best as the police can tell, are only about The Hot Tin Roof. There are occasional complaints about a dog barking or a neighbor being too loud but not other types of amplified sound complaints. Hampton said it looks like complaints regarding amplified sound are about a single business and are generated by a single complainant. Hampton said the department conducted testing of its sound meter. A technician explained that the meter is too technologically advanced for the police. The police have not been adequately trained on how to use it. Hampton said he is also getting opposing information about the usefulness of C-weighted measurements when measuring sound levels for noise complaints. DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 5 of 42 Utilities Director Marie Strandwitz added a quick report that the reservoir is still several feet below where she would like it to be and that voluntary water restrictions would be continuing. 11. Adjournment Motion: Bell moved to adjourn at 9:03 p.m. Ferguson seconded. Vote: The motion carried upon a unanimous vote of 5-0. Respectfully submitted, Katherine M. Cathey Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 6 of 42 Resolution #20191209 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 7 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 8 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 9 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 10 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 11 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 12 of 42 Proclamation #20191209-6.A DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 13 of 42 Proclamation #20191209-6.B DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 14 of 42 Proclamation #20191209-6.C DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 15 of 42 Town of Hillsborough Board of Commissioners Committee Appointments 2020-2021 Mayor Pro Tem - Mark Bell Committee Appointment Frequency Time Meetings/ Year Board Representative Community Home Trust Monthly 2nd Thurs 6 p.m.8 Bell Durham-Chapel Hill-Carrboro Metropolitan Planning Organization Board Monthly 2nd Wed 9 a.m.11 Weaver/Bell (alternate) Family Success Alliance Advisory Council Bimonthly 3rd Mon 2 p.m.6 Hughes Fire Department Relief Fund Lloyd Hillsborough Parks and Recreation Board Monthly 3rd Tues 7 p.m.12 English Hillsborough Tourism Board Monthly 1st Mon 5:30 p.m.12 Hughes Hillsborough Water and Sewer Advisory Committee Monthly 1st Thurs 7 p.m.12 Weaver (Jan.), English (Feb.), Bell (Mar.), Weaver (Apr.), Hughes (May), Ferguson (June), English (Jul.), Lloyd (Aug.), Hughes (Sept.), Bell (Oct.), Lloyd (Nov.), Ferguson (Dec.) Intergovernmental Collaboration Work Group Periodic Weaver/Bell Orange County HOME Review Committee Quarterly a.m.4 Ferguson (New name Housing Collaborative Orange County Intergovernmental Parks Work Group Quarterly 2nd Wed 5:30 p.m.3 English Orange County Transit Plan Policy Steering Committee Bell Orange County Visitors Bureau Monthly 3rd Wed 8 a.m.10 Bell Orange County Climate Committee English Orange County Food Council Bell Orange County Partnership to End Homelessness (OCPEH)Monthly 1st Wed 5:30 p.m.11 Ferguson Orange Rural Fire Department Monthly 3rd Thurs 12 Lloyd Solid Waste Advisory Group (SWAG)Monthly Hughes/English Hillsborough Tourism Development Authority (TDA)Quarterly 4 Hughes TJCOG Board of Delegates Bimonthly 4th Wed 5:30 p.m.6 Ferguson/Hughes (alternate) Upper Neuse River Basin Association (UNRBA)Quarterly 3rd Wed 9:30 a.m.4 Weaver Inactive committees If reactivated, mayor will attend or appoint representative TBA TBA Quarterly as needed TBA Day of Week TBD TBA TBD TBA Approved: 12/9/19DRAFT Dec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 16 of 42 BUDGET CHANGES REPORT TOWN OF HILLSBOROUGH FY 2019-2020 DATES: 12/09/2019 TO 12/09/2019 REFERENCE NUMBER DATE BUDGET CHANGE BUDGET ORIGINAL BUDGET AMENDEDCHANGE USER 10-30-5600-5300-452 C.S./SIDEWALKS 12/09/2019 4,000.00 -1,500.00To cover solid waste calendar 16389 2,500.00EBRADFORD 10-30-5800-5300-571 MISC.-PUBLIC INFO MATERIALS 12/09/2019 3,500.00 1,500.00To cover solid waste calendar 16390 5,000.00EBRADFORD 30-80-7220-5300-113 LICENSE FEES 12/09/2019 7,500.00 -1,300.00To cover cost of additional supplies 16391 6,200.00JDELLAVAL 30-80-7220-5300-330 SUPPLIES - DEPARTMENTAL 12/09/2019 500.00 1,300.00To cover cost of additional supplies 16392 1,800.00JDELLAVAL 30-80-7220-5300-455 C.S./ENGINEERING 12/09/2019 60,000.00 -629.00To cover overage in Jordan Lake Allocatio 16385 59,371.00JDELLAVAL 30-80-7220-5300-572 JORDAN LAKE PARTNERSHIP 12/09/2019 37,500.00 629.00To cover overage in Jordan Lake Allocatio 16386 38,129.00JDELLAVAL 30-80-8220-5700-735 CAPITAL - BUILDINGS & IMPROVEMENTS 12/09/2019 0.00 -31,900.00To cover SCADA software upgrade 16387 1,100.00JDELLAVAL 30-80-8220-5700-743 CAPITAL - SOFTWARE 12/09/2019 0.00 31,900.00To cover SCADA software upgrade 16388 31,900.00JDELLAVAL 0.00 JDELLAVALLE 12:09:21PM12/03/2019 fl142r03 Page 1 of 1 Streets Solid Waste Utilities Admin Utilities Admin Utilities Admin Utilities Admin WWTP WWTP APPROVED: 5/0 DATE: 12/9/19 VERIFIED: ___________________________________DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 17 of 42 BUDGET CHANGES REPORT TOWN OF HILLSBOROUGH FY 2019-2020 DATES: 12/10/2019 TO 12/10/2019 REFERENCE NUMBER DATE BUDGET CHANGE BUDGET ORIGINAL BUDGET AMENDEDCHANGE USER 10-00-9990-5300-000 CONTINGENCY 12/10/2019 250,000.00 -8,000.00To cover seized vehicle storage fee 16403 71,104.00EBRADFORD 10-20-5110-5300-570 MISCELLANEOUS 12/10/2019 1,000.00 8,000.00To cover seized vehicle storage fee 16404 9,000.00EBRADFORD 35-30-5900-5700-710 CAPITAL - LAND ACQUISITION 12/10/2019 0.00 33,000.00To cover land acquisition 16401 33,000.00EBRADFORD 35-30-5900-5700-730 CAPITAL- INFRASTRUCTURE 12/10/2019 20,257.00 -15,000.00To cover land acquisition 16399 0.00EBRADFORD 35-80-3900-3900-000 FUND BALANCE APPROPRIATED 12/10/2019 0.00 18,000.00To cover land acquisition 16402 26,624.09EBRADFORD 72-00-6250-3301-020 RESTRICTED REV-COLL OUTREACH 12/10/2019 0.00 5,072.56To establish budget 16397 5,072.56EBRADFORD 72-50-6250-5300-350 COLLABORATVE OUTREACH EXPENDITURES 12/10/2019 0.00 5,072.56To establish budget 16398 5,072.56EBRADFORD 46,145.12 EBRADFORD 2:48:42PM12/04/2019 fl142r03 Page 1 of 1 GF- Contingency Police- Patrol Stormwater Stormwater Stormwater Restricted Revenue Fund Restricted Revenue Fund APPROVED: 5/0 DATE: 12/9/19 VERIFIED: ___________________________________DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 18 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 19 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 20 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 21 of 42 Town Board’s Statement per N.C. Gen. Stat. 160A-383 The Town of Hills borough Town Board has received and reviewed the application of _planning staff_ to amend the Town of Hillsborough Unified Development Ordinance as follows (insert general description of proposed amendment): Section 5.2.9.1.d to allow primary dwellings with non-conforming setbacks to have a freestanding accessory dwelling unit The Hillsborough Town Board has determined that the proposed action is consistent with the Town of Hillsborough’s comprehensive plan, and the Town Board’s proposed action on the amendment is reasonable and in the public interest for the following reason(s): These amendments will help improve the diversity of housing choices in Hillsborough which may help preserve affordability. Diversity and small town character are two of the defining characteristics of Hillsborough and are important components of the Strategy Map and Vision 2030. Many of the residential parcels in the pre-WWII neighborhoods of Hillsborough are non- conforming or have dwellings that are non-conforming in regard to setbacks. These amendments increase the opportunities for accessory dwellings to a larger number of properties. Adopted by the Town of Hillsborough Board of Commissioners this _9th day of _December_, 2019. _____________ _________ Katherine M. Cathey, Town Clerk Ayes: 5 Noes: 0 Absent or Excused: 0 Dated: Dec. 9, 2019 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 22 of 42 Ordinance #20191209-8.E AN ORDINANCE AMENDING THE UNIFIED DEVELOPMENT ORDINANCE OF THE TOWN OF HILLSBOROUGH THE BOARD OF COMMISSIONERS OF THE TOWN OF HILLSBOROUGH ORDAINS: Section 1. Amend Section 5.2.9.1, Accessory units in freestanding structures, by replacing paragraph (d) to read as follows: The structure containing the accessory dwelling must meet the applicable primary building setbacks established in Table 6.3.1, Dimensional Requirements – residential OR Section 7.5.3, Non-conforming lot setback requirements. The existing, primary dwelling may be non-conforming in regard to building setbacks required in the zoning district. The setback provision in Section 9.1.5.2.c of this ordinance is not available for an accessory building containing a dwelling unit. Section 2. All provisions of any town ordinance in conflict with this ordinance are repealed. Section 3. This ordinance shall become effective upon adoption. The foregoing ordinance having been submitted to a vote, received the following vote and was duly adopted this 9th day of December, 2019. Ayes: 5 Noes: 0 Absent or Excused: 0 Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 23 of 42 Town Board’s Statement per N.C. Gen. Stat. 160A-383 The Town of Hills borough Town Board has received and reviewed the application of _planning staff_ to amend the Town of Hillsborough Unified Development Ordinance as follows (insert general description of proposed amendment): Table 6.3.2 to remove the impervious surface limit from all non-residential zoning districts The Hillsborough Town Board has determined that the proposed action is consistent with the Town of Hillsborough’s comprehensive plan, and the Town Board’s proposed action on the amendment is reasonable and in the public interest for the following reason(s): The impervious surface limits were established prior to the state mandated stormwater regulations and were intended to be a placeholder until more scientific requirements were formulated. These limits no longer serve a useful purpose. Adopted by the Town of Hillsborough Board of Commissioners this _9th day of _December_, 2019. _____________ _________ Katherine M. Cathey, Town Clerk Ayes: 5 Noes: 0 Absent or Excused: 0 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 24 of 42 Ordinance #20191209-8.F AN ORDINANCE AMENDING THE UNIFIED DEVELOPMENT ORDINANCE OF THE TOWN OF HILLSBOROUGH THE BOARD OF COMMISSIONERS OF THE TOWN OF HILLSBOROUGH ORDAINS: Section 1. Amend Table 6.3.2, Table of Dimensional Requirements – Non-Residential, to delete the impervious surface row so there is no required impervious surface limit in any zoning district shown in this table. Section 2. All provisions of any town ordinance in conflict with this ordinance are repealed. Section 3. This ordinance shall become effective upon adoption. The foregoing ordinance having been submitted to a vote, received the following vote and was duly adopted this 9th day of December, 2019. Ayes: 5 Noes: 0 Absent or Excused: 0 Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 25 of 42 Town Board’s Statement per N.C. Gen. Stat. 160A-383 The Town of Hills borough Town Board has received and reviewed the application of _planning staff_ to amend the Town of Hillsborough Unified Development Ordinance as follows (insert general description of proposed amendment): Section 9.1.5 and 9.2 to add clarifying language and replace describing setbacks The Hillsborough Town Board has determined that the proposed action is consistent with the Town of Hillsborough’s comprehensive plan, and the Town Board’s proposed action on the amendment is reasonable and in the public interest for the following reason(s): These amendments document and memorialize staff interpretations. This helps make future interpretations be consistent and fair. Adopted by the Town of Hillsborough Board of Commissioners this _9th day of _December_, 2019. _____________ _________ Katherine M. Cathey, Town Clerk Ayes: 5 Noes: 0 Absent or Excused: 0 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 26 of 42 Ordinance #20191209-8.G AN ORDINANCE AMENDING THE UNIFIED DEVELOPMENT ORDINANCE OF THE TOWN OF HILLSBOROUGH THE BOARD OF COMMISSIONERS OF THE TOWN OF HILLSBOROUGH ORDAINS: Section 1. Amend Section 9.1.5.1, Setback Measurements, by deleting paragraph (a) and renumbering current paragraph (b) to (a). Section 2. Amend Section 9.1.5.1, Setback Measurements, by adding new paragraph (b) as follows: b) When that property line is adjacent to or overlaps with a public street right of way, a setback shall be measured from the street right-of-way line as such line is readily determinable in the field or by reference to a recorded map, set irons, or other means. If no recorded documents or set irons can be located or identified for the right of way, any identified property corners will be used. Section 3. Amend Section 9.1.5.1, Setback Measurements, by adding new paragraphs (f) and (g) as follows: f) When the proposed dwelling’s design does not allow for the front or primary access door to face an adjacent street, the front setback will be measured from the nearest street right of way to the structure and the door location will not be considered. g) Refer to the definitions of front setback, rear setback, and side setback and Figure 9.2 to resolve any questions about which property line is the front, rear, or side of a parcel. Section 4. Amend section 9.1.5.2, Permissible Encroachment Into Required Setbacks, to add paragraph (h) as follows: 9.1.5.2.h Projections and cantilevers from residential structures, including but not limited to eaves, overhangs, gutters, bow windows, chimneys, that do not exceed 24” of projection and do not have contact with the ground. Projections in excess of 24” and those that have contact with the ground must meet the applicable setbacks, unless otherwise addressed in this section. Section 5. Replace Figure 9-2, Setbacks, with the following graphic to this ordinance. DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 27 of 42 Ordinance #20191209-8.G DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 28 of 42 Ordinance #20191209-8.G Section 6. Amend Section 9.2, Definitions, by adding the following terms: Setback, front The minimum distance between a property line or street right of way and an existing or proposed structure for the entire lot width parallel to the façade of the structure that contains or will contain the front or primary access door. The front door and primary access door do not have to be the same. Setback, rear The minimum distance between a property line or street right of way and a structure. The rear is generally the opposite side of the lot from the front. Irregularly shaped lots may not have a rear lot line. If the side setbacks intersect and the intersecting side setbacks exceed the rear setback when measured from the point of intersection, the lot will not have a rear setback. Setback, side The minimum distance between a property line or street right of way and a structure. The side of a parcel is generally the two or more sides that are not the front or rear yard. Section 7. All provisions of any town ordinance in conflict with this ordinance are repealed. Section 8. This ordinance shall become effective upon adoption. The foregoing ordinance having been submitted to a vote, received the following vote and was duly adopted this 9th day of December, 2019. Ayes: 5 Noes: 0 Absent or Excused: 0 Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 29 of 42 Resolution #20191209-8.H TOWN OF HILLSBOROUGH BOARD OF COMMISSIONERS RESOLUTION GRANTING A SPECIAL USE PERMIT Modification For Bellevue Mill apartments (OC PIN 9864-65-9601 and 9864-75-2645) WHEREAS, the Town of Hillsborough Board of Commissioners (“Town Board”) has received an application from Bellevue Mill, LLC to modify the Special Use Permit issued by the Town on May 14, 2007, to allow the applicant to make a payment of a fee in lieu of constructing a pedestrian bridge over the creek on site as part of the pedestrian network, the construction of such bridge was a condition of the original approval; and WHEREAS, the staff analysis of the original hearing record indicated significant public interest in pedestrian connectivity through the site and the payment of the fee rather than construction does not trigger a waiver of ordinance requirements; and WHEREAS, the Town Board has discretion about whether to require a new public hearing when considering applications for modifications of special use permits; and WHEREAS, because of the staff analysis regarding the sufficiency of a payment in lieu rather than construction of the pedestrian bridge, the Planning Director recommends approval of the modification without conducting a new public hearing; NOW, THEREFORE, BE IT RESOLVED by the Town of Hillsborough Board of Commissioners, on motion of Commissioner Matt Hughes, seconded by Commissioner Kathleen Ferguson, this 9th day of December, 2019 as follows; 1. The Board of Commissioners finds that the requested permit modification is within its jurisdiction according to the Table of Permissible Uses, that the application is complete, and that if the proposed development is completed as proposed in the application, subject to the Special Conditions attached hereto, it will comply with the requirements of the Unified Development Ordinance. 2. The Special Conditions attached to the Special Use Permit are intended to preserve and/or promote the health, safety and welfare of the surrounding areas and the Town of Hillsborough in general, and to ensure that the provisions established by Section 3.8 and 5.2.22 of the Unified Development Ordinance are met. 3. Upon adoption of this Resolution, the Town of Hillsborough shall issue a modified Special Use Permit in the standard form with the Special Conditions attached, including a condition to allow the applicant to make a payment in lieu of construction of the pedestrian bridge over the creek on the site, the amount of such payment to be determined by application of the standard for payments in lieu established in the Town’s Unified Development Ordinance, and notice of this decision and issuance of the special use permit shall be transmitted forthwith in accordance with Section 3.8.16 of the Unified Development Ordinance. 4. All conditions attached to the original Special Use Permit approved on May 14, 2007 and modified on May 11, 2009, and September 14, 2015, except as modified by this Resolution, remain in effect. The foregoing Resolution was put to a vote of the Town of Hillsborough Board of Commissioners, the results of which vote are as follows: DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 30 of 42 Resolution #20191209-8.H Ayes: 5 Noes: 0 Absent or Excused: 0 Dated: Dec. 9, 2019 Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 31 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 32 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 33 of 42 Town Board’s Statement per N.C. Gen. Stat. 160A-383 The Town of Hills borough Town Board has received and reviewed the application of _ Taylor and Horner families _ to amend the Town of Hillsborough Zoning Map as follows (insert general description of proposed amendment): Rezone 3 lots totaling 2.41 acres on the north side of Cornelius Street from Residential-10 to General Commercial (511, 519, 525, and 527 Cornelius St. - OC PIN 9865-70-0724, 9865-70-1775, 9865-70-3715) The Hillsborough Town Board has determined that the proposed action is consistent with the Town of Hillsborough’s comprehensive plan, and the Town Board’s proposed action on the amendment is reasonable and in the public interest for the following reason(s): •General Commercial is the predominant non-residential zoning in the area. •The parcels are designated as Neighborhood Mixed Use in the Future Land Use Plan •The US 70/Cornelius Street Corridor Strategic Plan (2007) is an adopted component of the comprehensive plan. It includes the critical point to support existing residents as long as they wished to remain, but to also support consistent and reasonable rezoning requests as the area became more commercial. Adopted by the Town of Hillsborough Board of Commissioners this _9th day of _December_, 2019. _____________ _________ Katherine M. Cathey, Town Clerk Ayes: 5 Noes: 0 Absent or Excused: 0 Dated: Dec. 9, 2019 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 34 of 42 Ordinance #20191209-9.A AN ORDINANCE AMENDING THE ZONING MAP OF THE TOWN OF HILLSBOROUGH THE BOARD OF COMMISSIONERS OF THE TOWN OF HILLSBOROUGH ORDAINS: Whereas an application has been made for the rezoning of the property herein; and Whereas the application has been referred to the Town Planning Board for its recommendation and the Planning Board has provided the Town Board with a written recommendation addressing the consistency of the proposed rezoning with the Town’s comprehensive plan and such other matters as the Planning Board deemed appropriate; and Whereas the Town Board has, prior to acting on the application, adopted a statement describing the consistency of the proposed rezoning with the Town’s comprehensive plan and explaining why the action contemplated by the Town Board as reflected herein is reasonable and in the public interest. NOW, THEREFORE, be it ordained as follows: Section 1. The Zoning Map of the Town of Hillsborough is hereby amended to rezone 2.41 acres on the north side of Cornelius Street from Residential-10 to General Commercial (511, 519, 525, and 527 Cornelius St. - OC PIN 9865-70-0724, 9865- 70-1775, 9865-70-3715). Section 2. All provisions of any town ordinance in conflict with this ordinance are repealed. Section 3. This ordinance shall become effective upon adoption. The foregoing ordinance having been submitted to a vote received the following vote and was duly ADOPTED this 9th day of December, 2019. Ayes: 5 Noes: 0 Absent or Excused: 0 Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 35 of 42 Resolution #20191209-9.B TOWN OF HILLSBOROUGH BOARD OF COMMISSIONERS RESOLUTION GRANTING A SPECIAL USE PERMIT Modification For UNC Health Care in Waterstone (OC PIN 9873-32-0287) WHEREAS, the Town of Hillsborough Board of Commissioners has received an application from UNC Health Care for a Special Use Permit modification to add 4-story bed wing (96,000 sf), utility plant expansion, and 163 additional parking spaces at 430 Waterstone Dr.; and WHEREAS, the size of the addition and the request for waivers triggered a public hearing for this request; and WHEREAS, the Town of Hillsborough Planning Board and the Board of Commissioners conducted a joint public hearing to consider the application on October 17, 2019 after giving notice thereof as required by law; and WHEREAS, at the aforesaid public hearing, the Applicant and all others wishing to be heard in connection with the Application were given an opportunity to do so; and WHEREAS, the Town of Hillsborough Planning Board has made its recommendation to the Town of Hillsborough Board of Commissioners regarding the Application; and WHEREAS, the Town of Hillsborough Board of Commissioners has considered the recommendation of the Planning Board and all the information and testimony presented to it at the public hearing; NOW, THEREFORE, BE IT RESOLVED by the Town of Hillsborough Board of Commissioners, on motion of Commissioner Evelyn Lloyd, seconded by Commissioner Kathleen Ferguson, this 9th day of December, 2019 as follows; 1. The Board of Commissioners has considered all the information presented to it both in support of and in opposition to the application at the October public hearing. 2. The Board of Commissioners finds that the requested permit is within its jurisdiction according to the Table of Permissible Uses, that the application is complete, and that if the proposed development is completed as proposed in the application, subject to the Special Conditions attached hereto, it will comply with the requirements of the Unified Development Ordinance. 3. The Special Conditions attached hereto are intended to preserve and/or promote the health, safety and welfare of the surrounding areas and the Town of Hillsborough in general, and to insure that the provisions established by Section 3.8 of the Unified Development Ordinance are met. 4. Upon adoption of this Resolution, the Town of Hillsborough shall issue a Special Use Permit in the standard form with the Special Conditions attached and notice of this decision and issuance of the special use permit shall be transmitted forthwith in accordance with Section 3.8.16 of the Unified Development Ordinance. 5. The Special Conditions applying to this Special Use Permit are: a. The application materials including, but not limited to, the site plan, building elevations, and narrative dated September 30, 2019 and the presentation slides from the October 17, 2019 public hearing are those approved with this permit. DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 36 of 42 Resolution #20191209-9.B b.The following modifications and waivers are granted: i.Waiver 1 – UDO Section 6.11.4.1, Minimum Lighting Levels, is granted. The plans show new fixtures only. When that lighting level is combined with that from existing fixtures, the small areas that fall below 1.0 footcandle on the plans will be eliminated on the site. ii.Wavier 2 – Section 6.13.3.5, Minimum Number of Parking Spaces Required, is granted. The original Special Use Permit allowed up to 1,161 spaces. This plan will remain under that cap and evidence of adequate parking was presented at the hearing. iii.Waiver 3 – Section 6.13.8, Off-Street Parking Geometric Requirements, is granted relative to the conversion of 9 standards parking spaces to 6 accessible spaces with a reduced two-way drive aisle width of 23 feet in the front parking field. iv.Waterstone Master Plan modification to the 100-foot perimeter buffer to accommodate a stormwater control device along the south property line between the two parking lots as shown on the submitted plans is granted. The foregoing Resolution was put to a vote of the Town of Hillsborough Board of Commissioners, the results of which vote are as follows: Ayes: 5 Noes: 0 Absent or Excused: 0 Dated: Dec. 9, 2019 Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 37 of 42 Resolution #20191209-9.C TOWN OF HILLSBOROUGH BOARD OF COMMISSIONERS RESOLUTION GRANTING A SPECIAL USE PERMIT SUBJECT TO SPECIAL CONDITIONS AFFECTING 4.37 acres on at 2800 Old NC 86 (OC PIN 9873-04-8697) WHEREAS, the Town of Hillsborough Board of Commissioners has received an application from Coulter Jewell Thames, PA for a Special Use Permit to allow the development of approximately 4.37 acres of land on the east side of Old NC 86 S as a 15,000 sf medical office building and 74 parking spaces; and WHEREAS, the Town of Hillsborough Planning Board and the Board of Commissioners conducted joint public hearings to consider the application on October 17, 2019 after giving notice thereof as required by law; and WHEREAS, at the aforesaid public hearings, the Applicant and all others wishing to be heard in connection with the Application were given an opportunity to do so; and WHEREAS, the Town of Hillsborough Planning Board has made it’s recommendation to the Town of Hillsborough Board of Commissioners regarding the Application; WHEREAS, the Town of Hillsborough Board of Commissioners has considered the recommendation of the Planning Board and all the information and testimony presented to it at the public hearings. NOW, THEREFORE, BE IT RESOLVED by the Town of Hillsborough Board of Commissioners, on motion of Commissioner Kathleen Ferguson, seconded by Commissioner Matt Hughes, this 9th day of December, 2019 as follows; 1. The Board of Commissioners has considered all the information presented to it both in support of and in opposition to the application at the October public hearing.; 2. The Board of Commissioners finds that the requested permit is within its jurisdiction according to the Table of Permissible Uses, that the application is complete, and that if the proposed development is completed as proposed in the application, subject to the Special Conditions attached hereto, it will comply with the requirements of the Unified Development Ordinance. 3. The Special Conditions attached hereto are intended to preserve and/or promote the health, safety and welfare of the surrounding areas and the Town of Hillsborough in general, and to ensure that the provisions established by Section 3.8 of the Unified Development Ordinance are met. 4. Upon adoption of this Resolution, the Town of Hillsborough shall issue a Special Use Permit in the standard form with the Special Conditions attached and notice of this decision DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 38 of 42 Resolution #20191209-9.C and issuance of the special use permit shall be transmitted forthwith in accordance with Section 3.8.16 of the Unified Development Ordinance. 5.The Special Conditions applying to this Special Use Permit are: a. The application materials including, but not limited to, the site plan, building elevations, and narrative dated September 30, 2019 and the presentation slides from the October 17, 2019 public hearing are those approved with this permit. b. The following modifications and waivers are granted: i.Modification 1 and Waiver 1 – UDO Section 6.3.2/Waterstone Master Plan conflict requiring different setbacks and buffers along Old NC 86 frontage. The approved plan sets the building at a 50’ setback, parking at a 35’ setback, and 30’ landscaped buffer and 16’ elevation change. All distances are measured from the current right of way for Old NC 86. ii.Wavier 2 – Section 6.17.3.1, sidewalk payment in lieu request granted due to pending road widening project. iii.Waiver 3 – Section 6.5.7.2, grading allowed in eastern property line buffer and setback along Old NC 86. iv.Waiver 4 – Section 6.5.7.4, grading and utilities within buffer areas permitted as shown on plans v.Waiver 5 – Section 6.7.7.2, front façade at the front of the property, submitted plans are acceptable. The foregoing Resolution was put to a vote of the Town of Hillsborough Board of Commissioners, the results of which vote are as follows: Ayes: 5 Noes: 0 Absent or Excused: 0 Dated: Dec. 9, 2019 ____________________________________ Katherine M. Cathey, Town Clerk DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 39 of 42 DRAFTDec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 40 of 42 Contest Choice Total Votes Election Day One Stop Abs Mail Provisional Page 1 of 2 Friday, November 22, 2019November 05, 2019 Municipal Election Results by Contest Party 13 90 2,668 6,036 8,807 Rani DasiCHAPEL HILL-CARRBORO CITY SCHOOLS BOARD OF EDUCATION 4 44 1,363 3,058 4,469 Andrew Davidson 7 24 825 1,570 2,426 Carmen Huerta-Bapat 8 96 2,592 5,838 8,534 Jillian La Serna 6 66 1,507 3,528 5,107 Ashton Powell 10 80 1,936 4,503 6,529 Deon Temne 4 11 468 825 1,308 Louis Tortora 0 0 7 19 26Damon Seils (Write-In)TOWN OF CARRBORO MAYOR 6 24 1,186 2,111 3,327 Lydia E. Lavelle 0 0 3 5 8Geoff Gisler (Write-In) 0 0 5 3 8Jacquie Gist (Write-In) 1 2 87 196 286 Matthew P. ClementsTOWN OF CARRBORO BOARD OF ALDERMEN 1 6 431 860 1,298 Steve Friedman 1 0 74 159 234 Matt Neal 2 23 1,123 1,951 3,099 Susan S. Romaine 3 20 1,071 1,856 2,950 Damon Seils 3 18 887 1,587 2,495 Sammy Slade 0 0 5 2 7Donna Bell (Write-In)TOWN OF CHAPEL HILL MAYOR 7 83 2,007 4,660 6,757 Pam Hemminger 3 11 228 557 799 Joshua James Levenson 0 0 13 3 16Tai Huynh (Write-In) 6 66 1,577 3,562 5,211 Jessica (Jess) AndersonTOWN OF CHAPEL HILL TOWN COUNCIL 5 50 991 2,685 3,731 Sue Hunter 5 44 1,059 2,659 3,767 Tai Huynh 5 46 1,192 2,522 3,765 Nancy Oates 6 53 1,098 2,902 4,059 Michael Parker 5 43 1,307 2,867 4,222 Amy Ryan 4 39 1,167 2,518 3,728 Renuka Soll 0 0 0 3 3 Steve SchewelCITY OF DURHAM MAYOR 0 1 0 0 1 Sylvester Williams 0 0 0 1 1 Javiera CaballeroCITY OF DURHAM CITY COUNCIL AT-LARGE 0 0 1 2 3 Joshua Gunn 0 1 0 1 2 Jillian Johnson 0 1 1 2 4 Daniel Meier ORANGE COUNTYDRAFT Dec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 41 of 42 Contest Choice Total Votes Election Day One Stop Abs Mail Provisional Page 2 of 2 Friday, November 22, 2019November 05, 2019 Municipal Election Results by Contest Party 0 1 0 1 2Charlie Reece 0 0 0 1 1Jacqueline Wagstaff 0 3 291 587 881Jennifer (Jenn) WeaverTOWN OF HILLSBOROUGH MAYOR 0 2 260 478 740Mark BellTOWN OF HILLSBOROUGH BOARD OF COMMISSIONERS 0 2 267 520 789Matt Hughes 0 3 252 475 730Evelyn P. Lloyd 0 1 98 222 321Kevin Mason 0 0 25 78 103Ed HooksCITY OF MEBANE MAYOR 0 0 12 53 65Shelby DentCITY OF MEBANE CITY COUNCIL 0 0 23 64 87Sean C. Ewing 0 0 7 15 22Everette Greene 0 0 3 8 11Jim Harding 0 0 10 41 51Patty Philipps 0 1 0 1 2YesCITY OF DURHAM HOUSING BONDS 0 0 1 2 3No ORANGE COUNTYDRAFT Dec. 9, 2019 Board of Commissioners Regular Meeting Approved: ____________________ Page 42 of 42 Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration - Budget Public Hearing: Yes No Date of Public Hearing: __________________________ For Clerk’s Use Only AGENDA ITEM # 7.B Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Emily Bradford, Budget Director ITEM TO BE CONSIDERED Subject: Miscellaneous budget amendments and transfers Attachment(s): 1. Description and explanation for budget amendments and transfers Brief Summary: To adjust budgeted revenues and expenditures, where needed, due to changes that have occurred since budget adoption. Action Requested: Consider approving budget amendments and transfers. ISSUE OVERVIEW Background Information & Issue Summary: N/A Financial Impacts: As indicated by each budget amendment. Staff Recommendations/Comments: To approve the attached list of budget amendments. BUDGET CHANGES REPORT TOWN OF HILLSBOROUGH FY 2019-2020 DATES: 01/13/2020 TO 01/13/2020 REFERENCE NUMBER DATE BUDGET CHANGE BUDGET ORIGINAL BUDGET AMENDEDCHANGE USER 10-00-9990-5300-000 CONTINGENCY 01/13/2020 250,000.00 -11,084.00To cover cost of 800mhz and VHF radios 16407 60,020.00JDELLAVAL 01/13/2020 250,000.00 -2,898.00To replace rotting wood on OC museum 16442 57,122.00JDELLAVAL 10-10-3900-3900-050 PEG FUND BALANCE APPROPRIATION 01/13/2020 0.00 6,729.72Return unused PEG funds 16428 6,729.72EBRADFORD 10-10-4300-5300-570 MISCELLANEOUS 01/13/2020 0.00 6,729.72Return unused PEG funds 16429 6,729.72EBRADFORD 10-10-4400-5300-459 C.S./ACCOUNTING ASSISTANCE 01/13/2020 3,000.00 -1,424.00To cover late payment charge 16448 1,576.00JDELLAVAL 10-10-4400-5300-570 MISCELLANEOUS 01/13/2020 3,000.00 1,424.00To cover late payment charge 16449 6,034.00JDELLAVAL 10-10-6610-5300-112 POSTAGE 01/13/2020 0.00 100.00To establish budget 16424 100.00EBRADFORD 10-10-6610-5300-113 LICENSE FEES 01/13/2020 74,602.00 -100.00To est Postage budget 16425 81,971.79EBRADFORD 10-20-5300-5300-330 DEPARTMENTAL SUPPLIES 01/13/2020 1,500.00 11,084.00To cover cost of 800mhz and VHF radios 16408 12,584.00JDELLAVAL 10-30-5550-5300-130 UTILITIES 01/13/2020 12,825.00 -228.00To cover unplanned service call 16446 12,597.00JDELLAVAL 10-30-5550-5300-451 C.S./ALARM 01/13/2020 2,100.00 228.00To cover unplanned service call 16447 2,328.00JDELLAVAL 10-60-6900-5300-150 MUSEUM MAINTENANCE 01/13/2020 10,000.00 2,898.00To replace rotting wood on OC museum 16443 52,898.00JDELLAVAL 30-80-8200-5300-210 RENTAL - EQUIPMENT 01/13/2020 11,200.00 -5,000.00To cover projected dept'l supplies overage 16444 6,286.00JDELLAVAL 30-80-8200-5300-330 SUPPLIES - DEPARTMENTAL 01/13/2020 55,000.00 5,000.00To cover projected dept'l supplies overage 16445 62,839.46JDELLAVAL 30-80-8220-5300-162 MAINTENANCE - LAB EQUIPMENT 01/13/2020 3,270.00 5,000.00To cover unexpected lab equipment maint 16437 8,270.00JDELLAVAL 30-80-8220-5300-320 CHEMICALS 01/13/2020 91,930.00 -5,000.00To cover unexpected lab equipment maint 16436 86,930.00JDELLAVAL 47-20-5100-5700-000 CONTINGENCY 01/13/2020 0.00 -10,000.00Adj to contract actual 16438 25,000.00EBRADFORD 47-20-5100-5700-720 CONSTRUCTION 01/13/2020 0.00 10,000.00Adj to contract actual 16439 190,000.00EBRADFORD 66-80-8130-5700-045 DESIGN 01/13/2020 2,698,521.41 1,015.00To reflect WFER design expenses 16410 1,811,062.81JDELLAVAL 66-80-8130-5700-570 MISCELLANEOUS 01/13/2020 451,757.58 -1,015.00To reflect WFER design expenses 16409 420,242.58JDELLAVAL 01/13/2020 451,757.58 -31,897.00To reflect WFER construction admin. exp 16411 388,345.58JDELLAVAL 66-80-8130-5700-719 CONSTRUCTION ADMINISTRATION 01/13/2020 929,495.01 31,897.00To reflect WFER construction admin. exp 16412 825,050.59JDELLAVAL 72-00-4900-3301-000 RESTRICTED REV-AFFORDABLE HOUSING JDELLAVALLE 5:02:08PM01/03/2020 fl142r03 Page 1 of 2 Contingency Local Gov. Channel Local Gov. Channel - Fund Balance Accounting Accounting IT IT Fire Marshal Fleet Maint. Fleet Maint. Special Appropriations WW Collection WW Collection WWTP WWTP Public Safety Facility Public Safety Facility WFER - Ph 2 WFER - Ph 2 WFER - Ph 2 GF Restr. Rev. BUDGET CHANGES REPORT TOWN OF HILLSBOROUGH FY 2019-2020 DATES: 01/13/2020 TO 01/13/2020 REFERENCE NUMBER DATE BUDGET CHANGE BUDGET ORIGINAL BUDGET AMENDEDCHANGE USER 01/13/2020 0.00 18,000.00Adj to actual 16417 155,000.00EBRADFORD 72-00-5100-3301-023 RESTRICTED REV-HILLSBOROUGH ROCKS 01/13/2020 0.00 145.00Adj to actual 16419 8,608.96EBRADFORD 72-00-5100-3301-052 RESTRICTED REV-ABC BOARD GRANT 01/13/2020 0.00 2,500.00Adj to actual 16421 15,000.00EBRADFORD 72-10-4900-5300-350 AFFORDABLE HOUSING EXPENDITURES 01/13/2020 0.00 18,000.00Adj to actual 16418 155,000.00EBRADFORD 72-20-5100-5300-023 HILLSBOROUGH ROCKS EXPENDITURES 01/13/2020 0.00 145.00Adj to actual 16420 8,608.96EBRADFORD 72-20-5100-5300-052 ABC BOARD EXPENDITURES 01/13/2020 0.00 2,500.00Adj to actual 16422 15,000.00EBRADFORD 54,749.44 JDELLAVALLE 5:02:08PM01/03/2020 fl142r03 Page 2 of 2 GF Restr. Rev. GF Restr. Rev. GF Restr. Rev. GF Restr. Rev. GF Restr. Rev. Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Fire Marshal Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 7.C Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Fire Marshal Jerry Wagner ITEM TO BE CONSIDERED Subject: Updates to Chapter 12 of the Town Code of Ordinances Attachment(s): 1. Proposed update to Chapter 12 of Town Code of Ordinance Brief Summary: The town adopted the current Fire Prevention Ordinance in 2006. There have been few changes or revisions since. Action Requested: Adopt the 2020 revised edition of Chapter 12 Fire Prevention and Life Safety Ordinance. ISSUE OVERVIEW Background Information & Issue Summary: In 2006, the ordinance incorporated a section titled Section 12-17 Mandatory Sprinkler Requirements. This section did not clearly convey all options available to meet the intent of the requirement. Three new sections have been added: Section 12-6 Records of Inspection of Fire Protection Systems, Section 12-18 Combustible Landscaping Materials Prohibited and Section 12-19 Development, Construction and Demolition Safety. Financial Impacts: N/A Staff Recommendations/Comments: It is recommended that the Board of Commissioners approve and adopt the revised version of Chapter 12. Chapter 12 - FIRE PROTECTION [1] ARTICLE I. - INTERFERENCE WITH FIREFIGHTING ACTIVITIES Sec. 12-1. - Interference with firefighters. (a) As provided in G.S. 58-82-1, no person may willfully interfere in any manner with firemen engaged in the performance of their duties. A person commits interference with a firefighter, emergency medical service provider, or rescue personnel when by using or threatening to use violence, force, or physical interference, or an obstacle, knowingly obstructs, impairs, hinders, or interferes with the prevention, control, or abatement of fire by a firefighter, while such person is acting under color of his or her official authority; or knowingly obstructs, impairs, hinders, or interferes with the administration of medical treatment or emergency assistance by an emergency medical service provider or rescue personnel, while such person is acting under color of his or her official authority. Sec. 12-2. - Riding on fire department apparatus. No person other than a member of the fire department may mount or ride upon any fire engine, tanker truck or aerial apparatus before it leaves the station or while on its way to or from a fire or at any other time, except by permission of the driver or officer in command. Sec. 12-3. - Congregating at fires. It shall be unlawful for persons to congregate on the streets, sidewalks, or other areas adjacent to a fire so as to interfere with the operations of members of the fire department. Sec. 12-4. - False alarms. (a) Purpose. (1) The purpose of this section is to establish standards and controls relating to alarm devices, encouraging the alarm user to maintain the operational reliability and proper use of alarm systems in limiting the unnecessary dispatch of emergency service personnel to false alarms. (2) This section applies to all types of alarms in which law enforcement, fire service or other emergency service agencies respond. It provides penalties for violation and sets conditions for suspension or loss of alarm dispatch of emergency service personnel. (b) Severability. If any provision of this article or the application thereof to any person or circumstance for any reason is held invalid, such invalidity shall not affect other provisions or applications of the article which can be given effect without the invalid provision or application, and to this end, the provisions of this article are declared to be severable. (c) Definitions. The following words, terms and phrases, when used in this section, shall have the meanings ascribed to them in this subsection, except where the context clearly indicates a different meaning: Alarm signal or notification, means a detectable signal, either audible or visual, or an automatic dialing service, or an automatic telephone dialing alarm system, including other systems designed to be initiated purposely by a person, or an alarm system that responds to a stimulus characteristic of unauthorized intrusion, or fire conditions to which a law enforcement, fire service or other emergency service agency in Hillsborough is expected to respond. Alarm system, means a device or system that emits, transmits, or relays a signal intended to summon, or that would reasonably be expected to summon a law enforcement, fire service or other emergency service agency providing service in the Town of Hillsborough. Alarm user, refers to an individual, corporation, partnership, proprietorship, association, governmental or educational entity or any other entity owning or leasing an alarm system or on whose premises an alarm system is maintained for the protection of such premises. Auxiliary alarm power supply, is also known as an "uninterrupted power supply" or "UPS" and should be of sufficient capacity to operate the alarm system for 15 minutes without failure. False alarm, means any activation of an alarm system through mechanical failure, malfunction, improper installation, without an unlawful entry or other condition which the alarm is designed to detect, or through the negligent or intentional acts of the owner or lessee of an alarm system or of the employees or agents or other causes, which activates to summon law enforcement, fire service or other emergency service personnel unless the Orange County Communications Center, or other dispatcher, was contacted by the alarm user or his agent before dispatch, to indicate that no emergency exists. A false alarm shall not include: (1) Alarms occurring during electrical storms, hurricanes, tornadoes, blizzards and any other similar acts of nature. (2) Intermittent disruption or disruption of the telephone circuits beyond the control of the alarm company and/or alarm user when equipped with a UPS that was overridden and did not prevent the alarm. (3) Electrical power disruption or failure that causes the alarm to be activated even though it operates through a UPS. (4) Alarms activated during an alarm system testing procedure shall not be considered false alarms, if the alarm user first notifies the user's alarm company, or designee, and Orange County 911 of the test so that no response is caused. (5) Other extraordinary circumstances not reasonably subject to control of the alarm system owner or user. Knox Box, means a secure rapid entry program specifically developed for fire department to provide nondestructive emergency access to commercial buildings and properties. Local alarm, refers to an alarm system that emits audible or visible signals that do not transmit to a monitored station and relies on an occupant, passerby or a neighbor to recognize and call 911. (d) Alarm user information. Whenever the information provided on the alarm user call back or notification roster changes, the correct information must be provided by the alarm user to the fire marshal within 30 days of the change. Failure to make the changes to the call back or notification roster with correct information will cause the alarm user/key holder not to be contacted upon activation of the alarm resulting in extended on-scene time for the responding agency. Upon such event, the alarm user will be required to install a Knox Box. (e) As provided in G.S. 14-286, no person may wantonly and willfully give a false alarm or damage fire alarm, detection, or any extinguishing equipment. (f) Response to alarm; determination of validity. (1) Whenever an alarm is activated and law enforcement, fire department or other emergency service agency responds, the responder on the scene of the activated alarm system shall inspect the area and shall determine whether the response was in fact necessary as indicated by the alarm system or whether the alarm was a false alarm. An alarm is false when evidence indicates that no unauthorized entry or threat to life or property from fire or other emergency exist which would have activated a properly functioning alarm system. (2) No alarm may be silenced or reset without the authorization of the fire marshal or the on-scene incident commander from the responding agency. Evacuation of the premises per the occupancy's evacuation plan should be initiated and continued until the fire marshal or his designee on the scene orders otherwise. (3) If the response agency at the scene of the activated alarm system determines the alarm to be false, the response unit will notify communications of the false alarm. The fire marshal shall notify the alarm user by letter of false alarm determination. (4) The fire marshal shall, when requested by the alarm user, review the determination that an alarm was false. Such review shall be conducted by the fire marshal only if the alarm user requests such review in writing, within ten days of the date that the false alarm occurred. The written request for review of a false alarm shall include the following information: a. Alarm user name; b. Address at which alarm is installed; c. Date of false alarm being contested; d. Summary of reason for the request for review of the false alarm. (g) Civil penalty assessment for false alarms. It is hereby found and determined that more than three false alarms within any 12-month period is excessive and constitutes a public nuisance. The failure of owners or users of premises to repair alarm systems, as defined in this section, may result in such owner or user being charged a civil penalty for creating a false call. (1) The fourth false alarm at a location within a 12-month period will be assessed a $50.00 civil penalty. The fifth call, and any subsequent calls, within a 12-month period will result in a $200.00 civil penalty, and each subsequent call within a 12-month period shall constitute a misdemeanor punishable in accordance with North Carolina General Statutes § 14-4. (G.S. 14-4). Each civil penalty incurred as a result of false alarms at the premises assigned to the alarm use shall be paid within 30 days from the date of receipt of the invoice. (2) After four false alarms to a location within a 12-month period, the agency with the legal responsibility to respond to the alarm may request in writing to the fire marshal that the problem alarm be placed in suspension. The fire marshal will notify the communications center by letter to suspend dispatching responses to the alarm, giving the effective date, alarm type, alarm location by address, and occupancy contact person. The communications center shall document all calls from an alarm in suspension but shall not dispatch the call until authorized to do so by the fire Marshal. (3) Alarms that were required by Code for the occupancy they protect will not be placed on suspension at any time, but will have in addition to the remedies set forth in this section a letter of notification sent to the insurance company who has written coverage for the owner and or occupant, protected by the problem alarm. (4) Any charges imposed by this article may be collected by the Town of Hillsborough in a civil action in the nature of debt if the alarm user fails to make payment within 30 days from the receipt of notification. ARTICLE II. - FIRE PREVENTION Sec. 12-5. - Adoption of fire prevention code. (a) There is hereby adopted by the Board of Commissioners of the Town of Hillsborough for the purpose of prescribing regulations governing conditions hazardous to life and property from fire or explosion, that certain code, known as the North Carolina Fire Prevention Code, also known as the "International Fire Code" with North Carolina Amendments as currently adopted by the North Carolina Building Code Council. Additionally, the Board adopts all permits contained in section 105, both operational and construction, both optional and mandatory. Further, the Board adopts Appendix B Fire Flow Requirements for Buildings, Appendix C Fire Hydrant Locations and Distribution, Appendix D Fire Apparatus Access Roads and Appendix H Hazardous Materials Management Plan (HMMP) and Hazardous Materials Inventory Statement (HMIS) Instructions. (b) Not less than three copies of the adopted codes are on file in the office of the town clerk and the same are hereby adopted and incorporated as fully as if set out in length herein and the provisions of the fire prevention code and standards shall control within the limits of the city and the extraterritorial jurisdiction. Secs. 12-6. Records of Inspection of Fire Protection Systems (a) Pursuant to section 104.7.2 of the NC Fire Prevention Code, the Town of Hillsborough designates Life Safety Inspection Vault LLC, as the third-party single point repository of testing, service, maintenance and installation documentation for fire protection systems within the town’s jurisdiction. (b) Record Keeping. All certified contractors providing services, testing, installations, repair and/or maintenance of fire prevention systems to commercial facilities within the town are required to enroll and utilize the town approved single-point repository service company for reporting the rendered service information. This reporting information must be filed with the single-point repository service within five (5) working days of the completion of services to the commercial facility. (c) The single-point repository service company shall organize, maintain and monitor the received records, providing information to the town and the commercial facility pertaining to the records status and timely notifications on required inspection timetables. Fees for this service shall be paid directly from the certifying contractor to the town approved single-point repository service company. (d) In addition, a copy of the record of each periodic inspection, test, servicing, repairs and maintenance shall be maintained on the commercial facilities premises, or other approved location, for a period of not less than three (3) years, unless a different period of time is specified in the NC Fire Prevention Code or other appropriate standard. On site records shall be made available to the Fire Code Official, upon request. Secs. 12-7—12-8. - Reserved. Sec. 12-9. - Inspection of premises for fire hazards. (a) As provided in N.C.G.S. 58-79-20, the fire marshal, chief of police in the absence of the fire marshal or building inspector may enter into all buildings and premises during reasonable hours to inspect for combustible materials or inflammable conditions dangerous to the safety of such building or premises. (b) When any officer making an inspection in accordance with subsection (a) of this section, discovers combustible materials in inflammable conditions, he shall order the occupant or person in charge of the premises to remove or remedy such materials or conditions. Unless the person to whom the order is directed appeals to the commissioner of insurance within 24 hours, as provided in G.S. 58-79-20, the order shall be complied with forthwith. Sec. 12-10. - Blocking or obstructing exits. (a) No person may block or obstruct, partially or totally, any fire escape, balcony, hallway, stairway, aisle, corridor, ramp, or other passageway or means of egress from any building, other than a single- family residence, during the hours such building is occupied. (b) No person having control over any fire escape or other area listed in subsection (a) of this section may cause, suffer, or permit any such area to be blocked or obstructed, partially or totally, while the building to which these areas relate is occupied. (c) No person may lock doors in means of egress against the path of exit travel when the building served by the means of egress is occupied. Sec. 12-11. - Marking and lighting of exits. (a) In rooms accommodating or designed to accommodate more than 50 persons, doorways, other than those normally used for entrance or clearly visible from all points in the room, shall be marked by exit signs approved by the fire marshal that are sufficiently illuminated to be readily visible when the room or space is occupied. (b) Where the exit doorways are not visible from all locations in public corridors, directional signs approved by the fire marshal shall be placed on walls or otherwise displayed in conspicuous locations to direct occupants to exit doorways. (c) Fire escapes, stairways, hallways, and other means of egress shall be adequately lighted, not less than 1.0 foot-candle on walking surface, at all times that the building served thereby is occupied. Sec. 12-12. - Number of occupants permitted. (a) All rooms accommodating or designed to accommodate 50 or more persons shall be posted with a legible sign, conspicuously located, stating the maximum number of persons permitted in that room. (b) The owner or other person having control of the assembly of persons in any room where a sign is posted pursuant to subsection (a) of this section shall prevent occupancy of that room by more people than is authorized. (c) The number of permitted occupants shall be determined by the building inspector and the fire marshal. Sec. 12-13. - Fire extinguisher required. The owner or other person in charge of any premises shall install sufficient portable fire extinguishers, of a kind and in locations prescribed in the current edition of NFPA 30. The fire marshal may require additional extinguishers to afford reasonable protection to persons and property. Sec. 12-14. - Open burning. (a) Except as otherwise provided in this section, no person may burn or cause to be burned any material outside of a building without a permit issued by the town's fire marshal. The fire marshal will notify the fire department and the Hillsborough Police Department immediately upon issue of a burning permit. (b) No burning shall be allowed without a permit, which shall be valid for a period of up to 72 hours, as specified on the permit, and shall be obtained from the fire marshal. The fire marshal shall inquire of the North Carolina Forest Service as to whether, given the weather conditions, burning shall be allowed on particular days. (1) The fire marshal may issue a permit to allow open burning in the form of a campfire or campfires as part of a cultural event or celebration conducted by a not-for-profit organization on public property. (2) Such a permit may allow open burning in the form of a campfire or campfires for a period no longer than 72 consecutive hours. (3) Each such campfire shall be constantly attended, and the person in charge shall have a garden hose or fire extinguishing equipment readily available for use. (c) Burning shall be permitted only on property owned or occupied by the person doing the burning, or his agent, and only in accordance with the terms of the permission. Burning shall not be allowed within 50 feet of any structure, except as provided in subsection (d) of this section. Outdoor fires shall be constantly attended, and the person in charge shall have a garden hose or other fire extinguishing equipment readily available for use. (e) Subject to subsection (i) of this section, burning of debris or materials resulting from the clearing for or construction of roads, or the clearing for or construction of new buildings, shall not be permitted. (f) Outdoor burning of leaves, brush, grass, etc., is not allowed within the town limits. Residents within the towns extraterritorial jurisdiction may burn vegetative yard waste on property owned or occupied by the person doing the burning. A permit is required, except that burning is permissible without the permit required by subsection (b) of this section, if done within a container approved by the fire marshal, so long as the container is located not less than 15 feet from any structure. Any amounts of leaves or brush too large for burning within said container may be burned between 50 to 100 feet from any structure. (g) The State of North Carolina prohibits the burning of any construction materials. (h) The requirements of this section shall not apply to burning done by the local fire department for training purposes. (i) Nothing in this section shall relieve any person of the requirements of any other provision of law governing outdoor burning or pollution from burning. (j) The burning of trees, brush and other vegetable matter in connection with construction projects and the clearing of land or rights-of-way may be permitted with the following limitations: (1) The areas to be cleared must be no less than 20 acres in size; (2) The only types of burns allowed are those referred to as "pit burns"; (3) The pits dug for the burns shall be a minimum size of seven feet deep, nine feet wide, and 35 feet in length; (4) The location of the pit must be approved by the fire marshal before a permit is approved and burning is allowed to commence; (5) Fans shall be properly used in the pit burn method to ensure that a high enough heat level is attained to minimize the amount of smoke and ash produced from the procedure; (6) Prevailing winds at the time of burning shall not exceed ten miles per hour; (7) The location of the burning must be at least 1,000 feet from any dwelling location, business, or occupied structure; (8) The amount of dirt on the material being burned must be minimized; (9) Heavy oils, asphalt materials, construction materials, items containing natural or synthetic rubber or any materials other than plant growth may not be burned; (10) Initial burning may be commenced only between the hours of 7:00 a.m. to 7:00 p.m., and no combustible material may be added to the fire between 7:00 p.m. and 7:00 a.m. of the following day the next day; (11) Burning shall only be allowed Monday through Friday; (12) At no time shall the permittee fail to have the fire tended and guarded; (13) Permits will be issued by the town's fire marshal; (14) Permittee must check with the North Carolina Forestry Service to ensure there are no burning bans or additional burning restrictions in effect before a permit is issued; (15) Permittee must inform the fire department each day that burning will be occurring. (k) The fire marshal, any town police officer or firefighter, the town manager or acting town manager may revoke a permit issued under this section at the site where such permit authorized the burning if hazardous conditions are present at the burning site or if such burning causes a threat to the public health or safety or otherwise causes annoyance or discomfort to any person or damage to any property. (l) As provided in section 12-24, the provisions of this section may be enforced by the issuance of civil penalties. Such civil penalties may be issued by the fire marshal, any town police officer or firefighter, the town manager, acting town manager, or any other employees designated by the town manager. Sec. 12-15. - Fire lanes, fire apparatus access roads. (a) Defined. For the purpose of this code, when reference is made to the term "fire lane," it is inclusive of the term "fire apparatus access road" and they carry the same meaning as defined in the North Carolina Fire Prevention Code section 502. (b) Objective. To provide clear and suitable emergency access to buildings, events, processes and facilities for police, emergency medical service and fire apparatus. (c) Consistent with pertinent provisions of the North Carolina State Fire Prevention Code, no person may park a motor vehicle in, or otherwise obstruct a fire lane that is designated and marked as provided in this section. (d) Whenever the fire marshal determines that a portion of a street, road, access way, driveway or parking lot located adjacent to, near to, or leading to a building should be designated as a fire lane, he shall specifically describe to the person in control of such area, the owner, occupant, or managing agent, the precise dimensions and location of such area, and require such person to mark such area in accordance with the provisions of the North Carolina State Fire Prevention Code and the previsions of this Code using his best professional judgment in the furtherance of the objective stated. (e) Marking of fire lanes shall be as follows: (1) If the fire lane is designated adjacent to a curb, the lane shall be marked by painting the curb yellow for the entire length of the fire lane and by posting legible signs alongside of the fire lane within five feet of the curb that state, "No Parking, Fire Lane, Tow-Away Zone." These signs shall be placed not lower than four feet from the ground nor higher than seven feet. Sufficient signs shall be placed so that no portion of the yellow pavement marking designating the fire lane is more than 50 feet from such a sign. When designated, the fire lane shall comprise an area 20 feet wide, running adjacent to the yellow curb marking. (2) If the fire lane is designated adjacent to the edge of a travel lane along which there is no curb but along which signs may be placed without obstructing flow of traffic, then the lane shall be marked by posting legible signs alongside the fire lane within three feet of the edge of the travel lane that states "No Parking, Fire Lane, Tow-Away Zone." These signs shall be placed no lower than four feet from the ground and no higher than seven feet. Such signs shall be placed at the extreme limits of the fire lane and at intervals of not more than 80 feet. When so designated, the fire lane shall comprise an area 20 feet wide running adjacent to the edge of the travel lane where fire lane signs are posted. (3) If the fire lane is designated in an area not adjacent to a curb and not in an area where signs can be conveniently posted, lanes shall be marked by outlining the perimeter of the lane with a yellow line not less than three inches wide and painting on the pavement within the fire lane the words "No Parking, Fire Lane, Tow-Away Zone" in letters not less than six inches high, so that no portion of the fire lane is more than 30 feet from the painted words "Fire Lane." (f) If the fire marshal determines that the manner of marking fire lanes as prescribed in subsection (e) of this section is impracticable, unnecessarily cumbersome or difficult or causes an unnecessary hardship because of the peculiar circumstances affecting a particular fire lane and that adequate notice of the existence of the fire lane can be given in some other way, he may authorize the person exercising control over the area of the fire lane to mark the lane in some other satisfactory manner. The fire marshal shall inform such person in writing why the deviation is authorized and how the fire lane must be marked. (g) Appendix D of the North Carolina Fire Prevention Code is adopted as a requirement for this section of the town Code. The North Carolina Fire Prevention Code and its Appendix D supersede any requirement of this section found to be in conflict. (h) Pursuant to N.C.G.S. 20-162, the owner of a vehicle parked unlawfully in a fire lane shall be deemed to have appointed a law enforcement officer as his agent for the purposes of having the vehicle towed from such fire lane. A town officer who has a vehicle removed under this subsection shall comply with the notification requirements set forth in section 11-28 of the town Code. (i) Fire lanes and fire apparatus access roads shall be operational and approved for use prior to any construction progressing above the slab. (j) Streets, fire lanes or access roadways shall be installed and approved by the fire marshal at such time that construction has progressed to completion of the foundation. Any modification to this timing must be requested in writing and approved in writing by the fire marshal. (1) The erection of combustible construction (framing) or the storage of combustibles shall be accessible within 150 feet of any dedicated public or private street, fire lane or access roadway. (2) All streets, fire lanes, or access roadways shall be accessible to fire apparatus with an approved paved driving surface with an unobstructed width not less than that prescribed in Appendix D of the NC Fire Prevention Code. Fire lanes or access roadways extending greater than 150 feet in length shall either connect at both ends to a dedicated city street or be provided with an approved turn around or hammerhead. (See Appendix D) (3) It will be the responsibility of the construction superintendent to identify the fire lanes or access roadways during the developments construction phase and to mark them in a manner suitable to the fire marshal. (Prior Code, § 12-15; Ord. of 12-2-2002; Ord. of 7-10-2006, § 12-15; Ord. No. 20130909-9.C, § 1, 9-9- 2013) Sec. 12-16. - Control of hazardous materials. (a) Removal and abatement of discharges. This article provides for the control of hazardous materials as well as the removal and abatement of any discharge of hazardous materials on the land or in waters of the Town of Hillsborough. (1) Intent and purpose. It is the purpose of this article to promote the health, safety and welfare of the citizens of the Town of Hillsborough by protecting the land and the waters over which the town has jurisdiction from pollution by hazardous materials. It is not the intention of this article to exercise jurisdiction over any matter as to which the United States government or the state has exclusive jurisdiction, and no provision of this article shall be so construed. The town further declares that it is the intent of this article to support and complement applicable provisions of the Federal Water Pollution Control Act, 33 USC 1251 et seq., as amended; the National Contingence Plan for removal of oil adopted pursuant to that act; and the state Oil Pollution and Hazardous Substances Control Act of 1978, G.S. 143- 215.75 et seq., as amended; the EPA 112r Clean Air Act 42 USC 7401 et seq. (2) Authority. Further, it is the intent of this article that the fire marshal or his designees shall have the authority to summarily abate or remedy hazardous materials discharged into the environment in such a manner as to endanger the health, safety or welfare of the general public or in such a way as to constitute a public health nuisance. The fire marshal or his designee shall determine the type, amount and quantity of equipment and personnel required to adequately abate and remedy all hazardous materials discharged into the environment. (b) Definitions. The following words, terms and phrases, when used in this article, shall have the meanings ascribed to them in this subsection, except where the context clearly indicates a different meaning: Bailee means any person who accepts oil or other hazardous substances to hold in trust for another for a special purpose and for a limited period of time. Bona fide farm purposes means the production and activities relating to or incidental to the production of crops, fruits, vegetables, ornamental and flowering plants, dairy, livestock, poultry, and all other forms of agricultural products having a domestic or a foreign market. Carrier means any person who engages in the transportation of hazardous materials for compensation. Discharge means, but is not limited to, any emission, spillage, leakage, pumping, pouring, emptying or dumping of hazardous materials into waters of the town or upon the land of the town, but shall not include amounts less than the quantities that may be harmful to the public health or welfare as determined pursuant to G.S. 143-215.77A. Having control over hazardous materials means, but is not limited to, any person using, transferring, storing or transporting hazardous materials immediately prior to a discharge of such hazardous material onto the land or into the waters of the town, and specifically shall include carriers and bailees of such hazardous materials. Hazardous materials means any substance that when discharged in any quantity may present an imminent and substantial danger to the public health, safety or welfare, as designated pursuant to G.S. 143-215.77A, or constitutes a public health nuisance. Oil means oil of any kind and in any form, including but specifically not limited to petroleum, crude oil, diesel oil, fuel oil, gasoline, lubrication oil, oil refuse, oil mixed with other waste, oil sludge, petroleum related products or byproducts, and all other liquid hydrocarbons, regardless of specific gravity, whether singly or in combination with other substances, and are considered to be hazardous materials. Person means any and all natural persons, firms, partnerships, associations, public or private institutions, municipalities or political subdivisions, governmental agencies, federal or state governments, or private or public corporations organized or existing under the laws of this state or any other state or county. Premises means any real or personal property involved in a discharge contrary to the provisions of this article. Public health nuisance includes any discharge determined to be dangerous or prejudicial to the public health. Restoration and restore means any activity or project undertaken in the public interest or to protect the public interest or to protect public property or to promote the public health, safety or welfare for the purpose of restoring any lands or waters affected by a hazardous material discharge as nearly as is possible or desirable to the condition that existed prior to the discharge or to abate a public health nuisance. Superior court means the county superior court. Waters means any stream, river, creek, brook, run, canal, swamp, lake, reservoir, waterway, wetlands, or any other body or accumulation of water, surface or underground, public or private, natural or artificial, contained within, flowing through, or bordering upon this town. (c) Exceptions; this article shall not be construed to prohibit the use of oil or other hazardous substances, oil-based products, or chemicals on the land or waters by the state or county government agency in any program of mosquito or other pest control, or their use by any person engaged in a bona fide farm purpose on a bona fide farm or accepted forestry practices, or in connection with aquatic weed control or structural pest and rodent control, in a manner approved by the state, county or local agency charged with authority over such uses, shall not constitute a discharge. The use of a pesticide regulated by the state pesticide board in a manner consistent with the state pesticide law, as amended, shall not constitute a discharge for purposes of this article. (d) Parking and garaging of tank and cargo vehicles. (1) Except in an emergency, no tank or cargo vehicle carrying hazardous materials shall be left unattended on any street, highway, avenue or alley, provided that this shall not prevent a driver from the necessary absence from the truck in connection with the delivery of his load, except that during actual discharge of the liquid some reasonable person shall be present at the vehicle, nor shall it prevent stops for meals during day or night if the street is well lighted at the point of parking. (2) Tank or cargo vehicles carrying hazardous materials shall not be left unattended at any time on residential streets, or within 500 feet of a residential area, educational facility, care facility or hospital. Tank vehicles shall not be left unattended at any other place that would, in the opinion of the fire marshal, present an extreme life safety hazard. (d) Enforcement procedures. (1) Inspections and investigations. The fire marshal or his designee is empowered to conduct such inspections and investigations as shall be reasonably necessary to: (i) Determine compliance with the provisions of this article; (ii) Determine the persons responsible for violation of this article; (iii) Determine the nature and location of any hazardous materials discharged to the land or waters of this town; and (iv) Enforce the provisions of this article. (2) Entry upon land. The fire marshal or his designee are empowered upon presentation of identification to enter upon any private or public property for the purpose of inspection or investigation or in order to conduct any project or activity to contain, collect, disperse or remove hazardous materials discharge or to perform any restoration necessitated by the hazardous materials discharge. (3) Confidentiality. Any information relating to a secret process device or method of manufacturing or production discovered or obtained in the course of an inspection, investigation, project or activity conducted pursuant to this article shall not be revealed except as may be required by law or lawful order or process. (4) Discharges. (i) Unlawful discharges. It shall be unlawful, except as otherwise provided in this article, for any person to discharge or cause to be discharged hazardous material into or upon any waters or lands within the town, or into any sewer, surface water drain or other waters that drain into the waters of this town, regardless of the fault of the person having control over the oil or other hazardous substances, or regardless of whether the discharge was the result of intentional or negligent conduct, accident or other cause. Any discharge occurring in violation of this section constitutes a public health nuisance and is determined to be detrimental to the health, safety and welfare of the citizens of the town. (ii) Exceptions. This section shall not apply to discharges of hazardous materials in the following circumstances: 1. When the discharge was authorized by law, either statutory or regulatory. 2. When any person subject to liability under this article proves that a discharge was caused by any of the following: a. An act of God. b. An act of war or sabotage. c. Negligence on the part of the United States government or the state or its political subdivisions, including a county or town. d. Any act or omission by or at the direction of a law enforcement officer or firefighter. (5) Removal of prohibited discharges. (i) Person discharging. Any person having control over hazardous materials discharged in violation of this article shall immediately undertake to collect and remove the discharge and to restore the area affected by the discharge as nearly as may be to the condition existing prior to the discharge. If it is not feasible to collect and remove the discharge, the person responsible shall take all practicable actions to contain, treat and disperse the discharge; but no chemicals or other dispersant or treatment materials that will be detrimental to the environment or natural resources shall be used for such purposes unless they shall have been previously approved by the state environmental management commission. The owner of an underground storage tank who is the owner of the tank only because he is the owner of the land on which the underground storage tank is located, who did not know or have reason to know that the underground storage tank was located on his property, and who did not become the owner of the land as the result of and participate in a transfer to avoid liability for the underground storage tank shall not be deemed to be responsible for a release or discharge from the underground storage tank. (ii) Removal by town. The town is authorized and empowered to utilize any staff, equipment and materials under its control or supplied by any other cooperating federal, state or local agencies and to contract with any agent or contractor that it deems appropriate to take such actions as are necessary to collect, investigate, perform surveillance over, remove, contain, treat or disperse hazardous materials discharged onto the land or into the waters of the town and to perform the necessary restoration regardless of whether the discharge is in violation of this article. The fire marshal shall keep a record of all expenses incurred in carrying out any project or activity authorized under this section, including actual expenses incurred for services performed by the town's personnel and for use of the town's equipment and material. The authority granted by this subsection shall be limited to projects and activities that are designed to protect the public health, safety or welfare, or public property, or abate a public health nuisance, and shall be compatible with the National Contingency Plan established pursuant to the Federal Water Pollution Control Act, as amended, 33 USC 1251 et seq. (iii) Cooperation with town. In any removal undertaken by the town, the person having control over such hazardous materials shall assist in the abatement, removal and remedial measures associated with the hazardous material discharge. Assistance shall consist of any or all of the following: 1. Shall comply with the direction and orders of the fire marshal. 2. Shall supply any emergency response plan information available for the site of any discharge. 3. Shall supply emergency response equipment, personnel and materials available on the site. (e) Required notice. Every person owning or having control over hazardous materials discharged in any circumstances other than pursuant to a rule adopted by the state environmental management commission, a regulation of the U.S. Environmental Protection Agency, or the Federal Water Pollution Control Act, upon notice that such discharge has occurred, shall immediately notify the Town of Hillsborough, Orange County Emergency Management and the State of North Carolina of the nature, location and time of the discharge and of the measures being taken, or proposed to be taken to contain and remove the discharge. If the discharged material is a pesticide regulated by the state pesticide board, the fire marshal shall immediately inform the chair of the pesticide board. Removal operations under this section of substances identified as pesticides defined in G.S. 143-460 shall be coordinated in accordance with the pesticide emergency plan adopted by the state pesticide board; provided that in instances where entry of such hazardous substances into waters of the town is imminent, the fire marshal may take such actions as are necessary to physically contain or divert such substances so as to prevent entry into the surface waters. (f) Criminal penalties. Any person who violates the provisions of this article or fails to comply with any of its requirements shall, upon conviction, be guilty of a misdemeanor and shall be punished as provided in G.S. 14-4. (g) Civil penalties. 1. Any person who intentionally or negligently discharges oil or other hazardous substances, or knowingly causes or permits the discharge of oil in violation of this article or fails to report a discharge as required by subsection (e) of this section, or who fails to comply with the requirements of subsection (d)(5)(i) of this section, or orders issued by the fire marshal as a result of violations of such requirements, shall incur, in addition to any other penalty provided by law, a penalty in the amount of $1,000.00 for every such violation. Every act or omission that causes, aids or abets a violation of this subsection shall be considered a violation under the provisions of this subsection, subject to the penalty provided in this section. 2. The penalty provided in this section shall become due and payable when the person incurring the penalty receives a notice in writing from the Town of Hillsborough describing the violation with reasonable particularity and advising such person that the penalty is due. A person may contest a penalty by filing a written request for reconsideration with the town manager within 30 days after receiving notice of the penalty. If any civil penalty has not been paid within 30 days after notice of assessment having been served on the violator, or within 30 days of the town manager deciding any request for reconsideration, the town manager shall cause that a civil action in superior court be initiated to recover the amount of the assessment. (h) Determination of expenses. Upon completion of any hazardous materials removal or restoration project or activity or abatement conducted pursuant to the provisions of this article, each agency that has participated by furnishing personnel, equipment or material shall deliver to the fire marshal a record of the expenses incurred by the department. Upon completion of any hazardous material removal or restoration project or activity, the fire marshal shall prepare a statement of all expenses and costs of the project or activity expended by the town and shall transmit this to the town manager and finance director. (i) Demand for payment. Upon receipt of the statement of expenses and costs from the fire marshal the finance director shall make demand for payment upon the person having control over the hazardous materials discharged to the land or waters of the town unless the discharge has occurred due to any of the reasons stated in section (d)(4)(ii)(2) of this section, or if the discharge is one resulting from a bona fide farm purpose that has occurred on a bona fide farm. (j) Contested charges. A person contesting a demand for payment made pursuant to this section shall have ten days from receipt of the demand for payment to request that the matter be considered by the town manager. The final decision of the town manager may be appealed to the superior court within 30 days of the date of that decision in an action in the nature of certiorari. (k) Collection. Any person having control of hazardous materials discharged to the land or waters of the town in violation of the provisions of this article and any other person causing or contributing to the discharge of hazardous materials shall be directly liable to the town for the necessary cleanup projects and activities arising from such discharge, and the town shall have a claim to recover from any and all such persons. If the person having control over the hazardous materials discharged shall fail or refuse to pay the sum expended by the town, the amount shall be a lien upon the land or premises where the discharge occurred and shall be collected as unpaid taxes. Sec. 12-17. – Automatic Fire Sprinkler System Requirements. This section shall specify where automatic fire sprinkler and fire alarm systems are required in addition to those already required by the North Carolina State Fire Prevention Code. Any system required by this Code shall meet the provisions of the North Carolina State Fire Prevention Code and the applicable NFPA Standards. (a) Intent and purpose. (1) It is the purpose of this article to promote the health, safety and welfare of the citizens the Town of Hillsborough by protecting them from the peril of fire and explosion through requirements for the installation of automatic fire sprinkler systems and fire alarms. (2) The Town of Hillsborough finds that automatic fire sprinklers increase the level of fire protection by controlling or extinguishing fires thereby allowing occupants more time to escape and provides additional protection to property. (b) Definitions. The following words, terms and phrases, when used in this section, shall have the meaning ascribed to them in this subsection, except where the context clearly indicates a different meaning: Automatic fire sprinkler means any system that is designed and installed in accordance with the standards set forth in the most recent versions of the North Carolina State Fire Prevention Code and the National Fire Protection Association (NFPA) 13, Standard for the installation of Sprinkler Systems, to detect a fire and subsequently discharge an extinguishing agent without human activation or direction. Board means the Board of Commissioners of the Town of Hillsborough, North Carolina. Building means any structure, either temporary or permanent, designed or built for the support, enclosure shelter or protection of persons, chattels or property of any kind. Commercial means property utilized for commercial, manufacturing, industrial or any nonresidential use. The term "commercial" shall also include all dwelling units located within a multifamily residential structure consisting of three or more dwelling units, which are owned by a single entity. Gross Floor Area means the gross area measured in feet from the interior faces of exterior walls, or other exterior boundaries of the building, and shall include each additional floor. New commercial construction means any building or structure, or any addition to an existing building or structure that is utilized for commercial uses, for which a building permit is issued after the effective date of the ordinance adopting this Code. (c) Automatic fire sprinkler systems. Approved automatic fire sprinkler systems shall be required to be installed in all new commercial construction. Plans must be approved by the fire marshal and a permit obtained prior to the commencement of the installation. The following shall also require the installation of a fire sprinkler system; (1) Additions to existing buildings, that increase the building square footage to 3,600 sqft or greater. The system must be installed throughout the building. (2) Any change of occupancy in an existing building where the occupancy classification changes from Groups (B, F, H, M S or U) to Groups (A, E, I or R), shall have an automatic sprinkler system installed throughout the building. (3) Group A occupancies hereafter constructed that have an occupancy rating of 100 or more persons and serves alcohol. (4) Exceptions; 1. Buildings constructed with 3-hour fire walls dividing portions of the building into areas 3,600 square feet or less, are not required to install sprinklers when one of the following conditions are met; (i) Fire Doors and Shutters located in the 3-hour wall have fusible link or fire alarm activated hold open devices, installed and tested annually. (ii) Fire Doors and Shutters located in the 3-hour walls having magnetic hold open devices that release with the activation of the building fire alarm and or specific location smoke detection associated with the door or shutter. 2. Where an addition of less than 3,600 sqft is made to a group (B, F, H, M, S, or U) and is separated by a 3-hour fire wall the fire sprinkler system is not required. (d) Water Supply. (1) Fire hydrants shall be installed in areas zoned residential for single-family and duplex apartments at a distance not to exceed 600 feet from such locations to any part of a structure, excluding outbuildings. Fire hydrants shall be installed in areas other than single-family and duplex apartments so as that no part of any structure, aboveground tanks or fueling stations shall not be more than 400 feet, from a fire hydrant as measured along the right-of-way of a public street or along an approved fire lane as the fire hose is laid off the fire truck. Fire hydrants may be 600 feet when the buildings served are fully protected by an automatic fire sprinkler system. (i) A single fire hydrant either public or private shall be located within 100’ of the Fire Department Connection. (2) The North Carolina State Fire Prevention Code requires that buildings hereafter constructed or additions to existing buildings or facilities must have a water supply capable of providing the required fire flow for that building. This fire flow may be reduced by 75 percent if the building is equipped with an approved automatic sprinkler system the water supply must meet the demand of the system to include the inside and outside hose demands. The 75 percent reduction does not apply to NFPA 13R or 13D systems. (e) Acceptance testing and inspections. 1. All sprinkler system valves shall be properly marked in accordance with NFPA 13. Newly installed sprinkler systems require a 200-psi hydrostatic test for two hours. The testing procedure for existing sprinkler systems, is a two-hour hydrostatic test at 150-psi. The hydrostatic acceptance test shall be witnessed and approved by the fire marshal. If an existing system is extensively altered, the system shall be retested. 2. Existing hydraulically calculated systems shall be recalculated when any number of additional sprinkler heads are required. Calculations shall be provided to the fire marshal for review. 3. The underground supply line to the sprinkler riser, along with the fire department connection line shall be flushed and hydrostatically tested with the results being provided to the fire marshal. The fire marshal shall be notified of the day and time the flushing and hydrostatic test will occur. 4. Sprinkler piping and hangers shall not be covered or concealed by any means prior to being inspected and approved by the fire marshal. 5. The permit fee shall be paid at the Town Hall Annex located at 137 N. Churton Street, Hillsborough, NC 27278. The permit fee covers the plans review and one cycle of acceptance testing. (f) Monitoring of sprinkler systems. All systems required by this section shall be monitored in accordance with section 903.4 of the North Carolina Fire Prevention Code. Secs. 12-18 Combustible Landscaping Materials Prohibited That no pine straw or any other material with a flame spread rate of more than 24 inches per minute shall be placed, kept, or stored within ten feet of buildings with combustible exterior construction. In the case of natural leaf and needle accumulation, the owner or occupant shall keep such dead vegetation clear 10 feet from all buildings on the property. Exception: Single Family Residential Homes Sec. 12-19 Development, Construction and Demolition Safety (a) Parking of Vehicles and Equipment 1. Parking procedures for unattended equipment. Mobile equipment shall not be left unattended unless the controls are placed in the park position and the parking brake, if provided, is set. When parked on a grade, the wheels or tracks of mobile equipment shall be either chocked or turned into a bank 2. The brakes of trucks, vans and equipment shall be set, and wheel chocks placed under the rear wheels to prevent the trucks from rolling. while they are boarded with powered industrial trucks or equipment. 3. The parking of vehicles and equipment on any street within a residential development, where occupancy of any home, apartment or townhouse has taken place, shall be prohibited unless the vehicle or equipment is parked in such a way that there is no chance of it rolling away. Any violation of this section 12-19 shall constitute a class 3 violation, or if property damage or injury occurs a class 2 violation will be incurred. Sec. 12-20. - Reserved. ARTICLE III. - MISCELLANEOUS Sec. 12-21. - Fire limits. (a) The primary fire limits shall be shown on the fire zone map as approved and modified from time to time by the Board. A copy of this map shall be maintained in the office of the town clerk. (b) The International (NC) Building Code "Appendix D" Fire Districts, designed and adopted by the State of North Carolina, was duly adopted by the Hillsborough Town Board effective July 12, 2004, to include any and all future amendments as deemed appropriate by the state of North Carolina. State Law reference— City council may establish fire limits, G.S. 160A-435. Sec. 12-22. - Fire marshal. When used in this chapter, the term "fire marshal" refers to the town fire marshal, the police chief, the code enforcement officer, or any other designee approved and appointed by the town manager to perform the duties assigned to the fire marshal by this chapter. Such individual shall possess the appropriate certification required to enforce this ordinance. Sec. 12-23. - Fire prevention inspection fee established. (a) There is hereby established an inspection fee for inspections conducted by or on behalf of the town, as authorized by the North Carolina State Fire Prevention Code. The amount of the fee for inspections shall be set and may be amended from time to time, by the Board of Commissioners included in the town's adopted fee schedule. (b) The party responsible for payment of the inspection fee shall be the person in possession of the premises that are inspected. Payment of the inspection fee shall be due within 15 days after the date that a statement for the inspection services is sent by the town. (c) The inspection fee is due regardless of whether the premises are in compliance with the fire prevention code or not. Nonpayment of the inspection fee constitutes noncompliance with the fire prevention code. (d) A failure to pay the inspection fee in a timely fashion shall subject the offender to the penalties and remedies set forth in section 12-24 of this chapter. In addition, when the person responsible for payment of the inspection fee is also a utility customer of the town, the amount of any fee that has become delinquent may be added to the customer's utility bill and collected as provided in section 14- 13 of the town Code. Sec. 12-24. - Penalties and remedies. (a) A violation of any of the following sections shall constitute a misdemeanor, punishable as provided in G.S. 14-4: sections 12-2, 12-3, 12-10, 12-11, 12-12, 12-13, 12-14, and 12-23. (b) A violation of any of the sections listed in subsection (a) of this section, as well as a violation section 12-15 of this chapter or any provision of the North Carolina State Fire Prevention Code, shall subject the offender to a civil penalty as outlined in Tal FS-1 Complaint Fees. If a person fails to pay this penalty within ten days after being cited for a violation, the town may seek to recover the penalty by filing civil action in the nature of debt. (c) The town may seek to enforce this chapter through any appropriate equitable action. (d) Each day that a violation continues after the offender has been notified of the violation shall constitute a separate offense. (e) The town may seek to enforce this chapter by using one or more combinations of the foregoing remedies. TABLE FS-1 COMPLAINT FEES Illegal Burning No permit $50.00 per day, Illegal materials as defined by EPA/NC Air Quality $100.00 per day. Burning of a structure or vehicles that have no value by the owner $500.00 per day. Work without a permit-Twice the cost of the required permit *Class 1 violations $500.00 per exit *Class 2 violations $250.00 per *Class 3 violations $50.00 per *Class 4 violations $25.00 per Description of class 1—4 *Class 1 $500.00 per violation written This includes any violation of chapter 10, pertaining to means of egress, of the North Carolina State Fire Prevention Code. Most notable are locked or blocked exits and exit aisles. This includes any violation of the Hillsborough Town Code, sections 12-10, Blocking or Obstructing Exits, section 12-12, Number of Occupants Permitted. Each person over the permitted occupant limit constitutes a separate violation of the referenced code. Exception: Emergency and Exit Lights *Class 2 $250.00 per violation written This includes any serious violation of: chapter 9 pertaining to fire protection systems, chapter 10, pertaining to means of egress and emergency lighting and exit lighting, chapter 33, pertaining to explosives and fireworks, chapter 37, pertaining to highly toxic and toxic materials, chapter 39, pertaining to organic peroxides, chapter 40, pertaining to oxidizers, chapter 41, pertaining to pyrophoric material, chapter 42, pertaining to pyroxylin plastics or cellulose nitrate, chapter 43, pertaining to unstable reactive materials, chapter 44, pertaining to water reactive solids and liquids, of the North Carolina State Fire Prevention Code. This includes any violation of the Hillsborough Town Code, section 12-11, Marking and Lighting of Exits. *Class 3 $50.00 per violation written This includes violations of chapter 3, pertaining to fire precautions, chapter 4, pertaining to emergency planning, chapter 5, pertaining to fire service, chapter 7, pertaining to fire resistance construction, chapter 8, pertaining to interior finishes, chapter 9, pertaining to fire protection systems, chapter 14, pertaining to fire safety during construction and demolition, chapter 15, pertaining to flammable finish chapter 19, pertaining to lumber yards and woodworking shops, chapter 20, pertaining to manufacture of organic coatings, chapter 23, pertaining to high piled combustible storage, chapter 25, pertaining to tire rebuilding and storage, chapter 26, pertaining to welding and cutting, chapter 27, pertaining to hazardous materials, chapter 28, pertaining to aerosol products, chapter 29, pertaining to combustible fibers, chapter 30, pertaining to compressed gases, chapter 31, pertaining to corrosive materials, chapter 32, pertaining to cryogenic fluids, chapter 34, pertaining to flammable and combustible liquids, chapter 35, pertaining to flammable gases, chapter 36, pertaining to flammable solids, of the North Carolina State Fire Prevention Code. *Class 4 $25.00 per violation written This includes violations of chapter 6, pertaining to building services and systems, chapter 16, pertaining to fruit and crop ripening, chapter 17, pertaining to fumigation and insecticidal fogging, chapter 18, pertaining to semiconductor fabrication facilities, of the North Carolina State Fire Code. This class also includes violations of any chapter not already covered in the North Carolina Fire Prevention Code or the Hillsborough Town Code, chapter 12, pertaining to fire protection. Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration/HR Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 7.D Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Katherine M. Cathey, Human Resources Director ITEM TO BE CONSIDERED Subject: Classification and pay plan amendment – addition of lead utilities inspector classification and update to titles for utility mechanic series Attachment(s): 1. FY 2019-20 Classification and Pay Plan Brief Summary: The FY20 budget included the mid-year addition of a utilities inspector position that will work in the field focused on new construction and assist with enforcing the fats, oils and grease and backflow/cross connection programs. The current utilities inspector position will be reclassified to lead utilities inspector and will supervise the new position in addition to performing ongoing duties associated with new construction, the West Fork Eno Reservoir, fire flow testing, and other miscellaneous tasks. This amendment also includes updated titles for the utility mechanic job series to distinguish between utility mechanics in the Water Distribution and Wastewater Collection Division and the Wastewater Treatment and Water Treatment Plant Divisions. The positions will remain classified at their current level but will be retitled utility systems mechanic and plant maintenance mechanic. In addition, the corresponding job descriptions will be updated to reflect the unique operations within each division. Action Requested: Approve the addition of the lead utilities inspector classification and updated titles for the utility mechanic series. ISSUE OVERVIEW Background Information & Issue Summary: See above. Financial Impacts: The reclassification of the current utilities inspector to lead utilities inspector will result in increased expenses of approximately $1,500 for FY20 and will be funded through personnel expansion funds budgeted in the Water and Sewer Fund. Additional funding will be requested for this position in FY21. Staff Recommendations/Comments: Approve the addition of the lead utilities inspector classification and updated titles for the utility mechanic series. Town of Hillsborough FY 2019-20 Classification and Pay Plan Classes by Salary Grades Salary Grade Minimum Midpoint Maximum FLSA Status Class Code Classification 1 31,209 40,571 49,934 N 0100 CUSTOMER SERVICE REPRESENTATIVE 1 31,209 40,571 49,934 N 0101 METER SERVICES TECHNICIAN 1 31,209 40,571 49,934 N 0102 UTILITY MAINTENANCE TECHNICIAN I 2 32,769 42,600 52,431 N 0204 ACCOUNTS PAYABLE TECHNICIAN 2 32,769 42,600 52,431 N 0205 ADMINISTRATIVE SUPPORT SPECIALIST 2 32,769 42,600 52,431 N 0206 EQUIPMENT OPERATOR I 2 32,769 42,600 52,431 N 0207 UTILITY MAINTENANCE TECHNICIAN II 2 32,769 42,600 52,431 N 0208 LEAD CUSTOMER SERVICE REPRESENTATIVE 3 34,408 44,730 55,052 N 0304 EQUIPMENT OPERATOR II 3 34,408 44,730 55,052 N 0305 SENIOR ADMINISTRATIVE SUPPORT SPECIALIST 3 34,408 44,730 55,052 N 0306 UTILITY BILLING SPECIALIST 3 34,408 44,730 55,052 N 0307 UTILITY MAINTENANCE TECHNICIAN III 3 34,408 44,730 55,052 N 0308 WASTEWATER PLANT OPERATOR I 3 34,408 44,730 55,052 N 0309 WATER PLANT OPERATOR I 4 36,128 46,967 57,805 N 0403 CREW LEADER/EQUIPMENT OPERATOR III 4 36,128 46,967 57,805 N 0404 BUDGET TECHNICIAN 4 36,128 46,967 57,805 N 0405 PLANNING TECHNICIAN 4 36,128 46,967 57,805 N 0406 UTILITY SYSTEMS MECHANIC I 4 36,128 46,967 57,805 N 0407 WASTEWATER PLANT OPERATOR II 4 36,128 46,967 57,805 N 0408 WATER PLANT OPERATOR II 4 36,128 46,967 57,805 N 0409 PLANT MAINTENANCE MECHANIC I 5 37,934 49,315 60,695 N 0507 ACCOUNTING TECHNICIAN 5 37,934 49,315 60,695 N 0508 HR TECHNICIAN/DEPUTY TOWN CLERK 5 37,934 49,315 60,695 N 0509 UTILITY SYSTEMS MECHANIC II 5 37,934 49,315 60,695 N 0510 PLANT MAINTENANCE MECHANIC II 6 39,831 51,781 63,730 N 0608 LABORATORY TECHNICIAN/WATER PLANT OPERATOR III 6 39,831 51,781 63,730 N 0609 UTILITY SYSTEMS MECHANIC III 6 39,831 51,781 63,730 N 0610 WASTEWATER LABORATORY SUPERVISOR 6 39,831 51,781 63,730 N 0611 WASTEWATER PLANT OPERATOR III 6 39,831 51,781 63,730 N 0612 WATER PLANT OPERATOR III 6 39,831 51,781 63,730 N 0613 PLANT MAINTENANCE MECHANIC III 7 41,823 54,370 66,916 N 0708 BACKFLOW/FOG SPECIALIST 7 41,823 54,370 66,916 N 0709 FIRE INSPECTOR 7 41,823 54,370 66,916 N 0711 FLEET MECHANIC 7 41,823 54,370 66,916 N 0710 UTILITIES ANALYST 8 43,914 57,088 70,262 N 0804 METER SERVICES SUPERVISOR 8 43,914 57,088 70,262 N 0805 POLICE OFFICER/POLICE OFFICER FIRST CLASS 8 43,914 57,088 70,262 N 0806 PUBLIC INFORMATION SPECIALIST 8 43,914 57,088 70,262 N 0807 STORMWATER PROGRAM COORDINATOR 9 46,110 59,942 73,775 N 0908 CHIEF WASTEWATER PLANT OPERATOR 9 46,110 59,942 73,775 N 0909 CHIEF WATER PLANT OPERATOR 9 46,110 59,942 73,775 E 0910 FINANCIAL ANALYST 9 46,110 59,942 73,775 E 0911 MANAGEMENT ANALYST 9 46,110 59,942 73,775 E 0912 PLANNER 9 46,110 59,942 73,775 N 0913 UTILITIES INSPECTOR 10 48,415 62,940 77,464 E 1012 BILLING & COLLECTION SUPERVISOR 10 48,415 62,940 77,464 E 1013 HUMAN RESOURCES ANALYST 10 48,415 62,940 77,464 N 1014 POLICE CORPORAL/POLICE SENIOR CORPORAL 10 48,415 62,940 77,464 E 1015 PUBLIC WORKS SUPERVISOR 10 48,415 62,940 77,464 E 1016 WEB DEVELOPER/ASSISTANT PIO Effective: 7/8/19 Amended: 10/14/19 Amended: 1/13/20 Town of Hillsborough FY 2019-20 Classification and Pay Plan Classes by Salary Grades 10 48,415 62,940 77,464 N 1017 LEAD UTILITIES INSPECTOR 11 50,836 66,087 81,337 E 1106 PURCHASING MANAGER 11 50,836 66,087 81,337 E 1107 UTILITY MAINTENANCE SUPERVISOR 11 50,836 66,087 81,337 E 1108 UTILITY SYSTEM SUPERVISOR 12 53,378 69,391 85,404 E 1210 ECONOMIC DEVELOPMENT PLANNER 12 53,378 69,391 85,404 E 1211 FLEET MAINTENANCE SUPERVISOR 12 53,378 69,391 85,404 N 1212 POLICE SERGEANT 12 53,378 69,391 85,404 E 1213 SENIOR PLANNER 13 56,047 72,860 89,674 14 58,849 76,504 94,158 E 1404 FIRE MARSHAL/EMERGENCY MGMT COORDINATOR 14 58,849 76,504 94,158 E 1405 POLICE LIEUTENANT 14 58,849 76,504 94,158 E 1406 PUBLIC SPACE MANAGER 14 58,849 76,504 94,158 E 1407 SAFETY & RISK MANAGER 14 58,849 76,504 94,158 E 1408 STORMWATER & ENVIRONMENTAL SERVICES MANAGER 15 61,791 80,329 98,866 E 1507 UTILITY SYSTEM SUPERINTENDENT 15 61,791 80,329 98,866 E 1508 WASTEWATER PLANT SUPERINTENDENT 15 61,791 80,329 98,866 E 1509 WATER PLANT SUPERINTENDENT 16 64,881 84,345 103,809 E 1603 ASSISTANT TO THE TOWN MANAGER/DEPUTY BUDGET DIRECTOR 16 64,881 84,345 103,809 E 1604 IT MANAGER 17 68,125 88,562 109,000 E 1701 PUBLIC INFORMATION OFFICER 18 71,531 92,990 114,450 19 75,108 97,640 120,172 E 1902 PUBLIC WORKS DIRECTOR 20 78,863 102,522 126,181 E 2002 BUDGET DIRECTOR 20 78,863 102,522 126,181 E 2003 HUMAN RESOURCES DIRECTOR/TOWN CLERK 21 82,806 107,648 132,490 22 86,947 113,031 139,114 23 91,294 118,682 146,070 E 2300 CHIEF OF POLICE 23 91,294 118,682 146,070 E 2301 FINANCE DIRECTOR 23 91,294 118,682 146,070 E 2302 UTILITIES DIRECTOR 24 95,859 124,616 153,374 E 2400 ASSISTANT TOWN MANAGER/PLANNING DIRECTOR Effective: 7/8/19 Amended: 10/14/19 Amended: 1/13/20 Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Police Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.A Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Police Chief Duane Hampton / Lt. Andy Simmons ITEM TO BE CONSIDERED Subject: Noise ordinance discussion Attachment(s): None Brief Summary: The board has expressed a desire to receive an update on noise issues. HPD staff will provide some information to answer questions the board may have and will seek direction on next steps. Action Requested: Provide direction. ISSUE OVERVIEW Background Information & Issue Summary: In 2014 - 2015 a review of our current noise ordinance was conducted. To try to address some specific noise issues we were experiencing between downtown businesses and residents, a new ordinance was proposed. Over the past several years we have continued to receive complaints about noise related to this issue. The new ordinance has not resolved the problem as hoped, and as a result we may need to consider alternatives. Financial Impacts: None at this time. Staff Recommendations/Comments: None Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Board Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.B Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Commissioner Matt Hughes ITEM TO BE CONSIDERED Subject: Census funding request Attachment(s): None Brief Summary: See below. Action Requested: Approve funding allocation to the Complete County Census Committee. ISSUE OVERVIEW Background Information & Issue Summary: Commissioner Hughes is requesting $5,000 in funding allocation to the Complete Count Census Committee for the purposes of a coordinated media (print, social, and otherwise) outreach effort. The Orange County Board of Commissioners has already allocated $1,500 in placeholder funding with the intention of increasing once the county fully decides what it needs. The elected officials on the committee have all pledged to ask their governing boards for funding of this effort. The North Carolina General Assembly has not allocated any monies towards the Census. It is estimated that Orange County receives at least $1,600 per person living in the county thereby ensuring that we need a complete and accurate count. Financial Impacts: $5,000 Staff Recommendations/Comments: Approve funding. Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Planning Public Hearing: Yes No Date of Public Hearing: Jan. 13, 2020 For Clerk’s Use Only AGENDA ITEM # 8.C Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager ITEM TO BE CONSIDERED Subject: Consideration of an order to close Spring Street between West Hill Avenue S and Allen Ruffin Avenue Attachment(s): 1.Request from Mr. Beck 2.Map 3.Resolution of intent adopted at the October 14, 2019 board meeting 4.General Statutes excerpt regarding right of way closure - NCGS 160A-299 5.Draft Order closing the right of way Brief Summary: The board discussed Mr. Beck’s request at the Oct. 14, 2019 meeting and scheduled the mandated public hearing for Jan. 13, 2020. The hearing was conducted earlier in the meeting. The relevant section of state law is attached to guide the board’s decision. A draft order is attached for consideration. Action Requested: As the board determines ISSUE OVERVIEW Background Information & Issue Summary: Notices were mailed, posted, and placed in the newspaper as required by state law. Five property owners were notified. Three contacted staff with questions and concerns. The postcards from certified mailings have not all been returned to the town. The town was not provided any supporting documentation from the applicant regarding the concerns noted in his request. Financial Impacts: The town currently maintains with gravel this right of way which is approximately 150 feet long. Staff Recommendations/Comments: -----Original Message----- From: Town of Hillsborough <no-reply@hillsboroughmail.org> Sent: Wednesday, September 11, 2019 9:33 AM To: Ken Hines <Ken.Hines@hillsboroughnc.gov>; Dustin Hill <Dustin.Hill@hillsboroughnc.gov>; Lindsay Rhew <Lindsay.Rhew@hillsboroughnc.gov> Subject: Contact form message: road closure mark beck sent the message below via the Town of Hillsborough website work orders contact form. To respond, reply to this email or contact beck.mark@icloud.com. Hello, This is a proposal to have a section of Spring st closed. This section is a dead end off of west hill ave south. The road has been closed since I established residence there in 2001. With the road not connecting though to Allen Ruffin ave, we are prosing to have that section closed and taken off the records. Everyday we average 14 people/cars/emergency services turning down and having to turn around at the end. Emergency services turn down the street regularly and are forced to turn around. That being said, it could result in time lost responding to an emergency or other service needing immediate response. We feel that with the road closure, responders will not lose valuable time in response to situations where they are needed. We have had multiple accidents on the road while people are trying to turn around(have documented police reports) as well as damage to fences and other structures located off of this section of spring st. It is also being used for major construction traffic for homes located on Allen Ruffin Ave. The construction traffic has lead to buckets of screws, nails, other debris that result in flat tires on all parties vehicles. This is a situation we need to address as soon as we can to keep all damages and other issues from continually happening. It will also benefit the town with added property value for taxing purposes as well as save the town money by not having to maintain this small section of road. It adds value for us, the citizens of Hillsborough and can help towards the future growth of our town. If someone could reach out about this issue or provide more information on how to resolves these issues or if this is not an action that can happen. Thanks Mark Beck 919-943-711 TOWN OF HILLSBOROUGH BOARD OF COMMISSIONERS RESOLUTION OF INTENT TO PERMANENTLY CLOSE 30’ right of way known as Spring Street running between West Hill Avenue South and Allen Ruffin Avenue between OC PIN 9864-45-7088 and 9864-45-8247 PURSUANT TO NORTH CAROLINA GENERAL STATUTE § 160A-299 IT IS HEREBY RESOLVED by the Town of Hillsborough Board of Commissioners on this 14th day of October 2019 that the Town of Hillsborough intends to officially close an opened right of way known as Spring Street as it runs between West Hill Avenue and Allen Ruffin Avenue, and it further RESOLVED that the Town of Hillsborough Board of Commissioners shall conduct a public hearing to consider the closure of the aforesaid right of way as described above on the 13th day of January, 2020 at 7 o’clock p.m. in the Board meeting Room of the Town Hall Annex, at which public hearing any person may be heard on the question of whether or not the closing would be detrimental to the public interest or to the property rights of any individual; and it is further RESOLVED that a copy of this resolution shall be published once a week for four successive weeks prior to the public hearing and a copy of this Resolution shall be sent by certified mail to all owners of property adjoining that portion of the right of way which is proposed to be closed, as shown on County Tax Records, that a Notice of Public Hearing shall be prominently posted in at least two places along the right of way and that a map showing the portion of the right of way that is proposed to be closed is available for review at the office of the Town Clerk. ADOPTED this 14th day of October 2019. Dated: Oct. 14, 2019 Katherine M. Cathey, Town Clerk Resolution 20191014-7.A G.S. 160a-299 Page 1 § 160A-299. Procedure for permanently closing streets and alleys. (a) When a city proposes to permanently close any street or public alley, the council shall first adopt a resolution declaring its intent to close the street or alley and calling a public hearing on the question. The resolution shall be published once a week for four successive weeks prior to the hearing, a copy thereof shall be sent by registered or certified mail to all owners of property adjoining the street or alley as shown on the county tax records, and a notice of the closing and public hearing shall be prominently posted in at least two places along the street or alley. If the street or alley is under the authority and control of the Department of Transportation, a copy of the resolution shall be mailed to the Department of Transportation. At the hearing, any person may be heard on the question of whether or not the closing would be detrimental to the public interest, or the property rights of any individual. If it appears to the satisfaction of the council after the hearing that closing the street or alley is not contrary to the public interest, and that no individual owning property in the vicinity of the street or alley or in the subdivision in which it is located would thereby be deprived of reasonable means of ingress and egress to his property, the council may adopt an order closing the street or alley. A certified copy of the order (or judgment of the court) shall be filed in the office of the register of deeds of the county in which the street, or any portion thereof, is located. (b) Any person aggrieved by the closing of any street or alley including the Department of Transportation if the street or alley is under its authority and control, may appeal the council's order to the General Court of Justice within 30 days after its adoption. In appeals of streets closed under this section, all facts and issues shall be heard and decided by a judge sitting without a jury. In addition to determining whether procedural requirements were complied with, the court shall determine whether, on the record as presented to the city council, the council's decision to close the street was in accordance with the statutory standards of subsection (a) of this section and any other applicable requirements of local law or ordinance. No cause of action or defense founded upon the invalidity of any proceedings taken in closing any street or alley may be asserted, nor shall the validity of the order be open to question in any court upon any ground whatever, except in an action or proceeding begun within 30 days after the order is adopted. The failure to send notice by registered or certified mail shall not invalidate any ordinance adopted prior to January 1, 1989. (c) Upon the closing of a street or alley in accordance with this section, subject to the provisions of subsection (f) of this section, all right, title, and interest in the right-of-way shall be conclusively presumed to be vested in those persons owning lots or parcels of land adjacent to the street or alley, and the title of such adjoining landowners, for the width of the abutting land owned by them, shall extend to the centerline of the street or alley. The provisions of this subsection regarding division of right-of-way in street or alley closings may be altered as to a particular street or alley closing by the assent of all property owners taking title to a closed street or alley by the filing of a plat which shows the street or alley closing and the portion of the closed street or alley to be taken by each G.S. 160a-299 Page 2 such owner. The plat shall be signed by each property owner who, under this section, has an ownership right in the closed street or alley. (d) This section shall apply to any street or public alley within a city or its extraterritorial jurisdiction that has been irrevocably dedicated to the public, without regard to whether it has actually been opened. This section also applies to unopened streets or public alleys that are shown on plats but that have not been accepted or maintained by the city, provided that this section shall not abrogate the rights of a dedicator, or those claiming under a dedicator, pursuant to G.S. 136-96. (e) No street or alley under the control of the Department of Transportation may be closed unless the Department of Transportation consents thereto. (f) A city may reserve its right, title, and interest in any utility improvement or easement within a street closed pursuant to this section. Such reservation shall be stated in the order of closing. Such reservation also extends to utility improvements or easements owned by private utilities which at the time of the street closing have a utility agreement or franchise with the city. (g) The city may retain utility easements, both public and private, in cases of streets withdrawn under G.S. 136-96. To retain such easements, the city council shall, after public hearing, approve a "declaration of retention of utility easements" specifically describing such easements. Notice by certified or registered mail shall be provided to the party withdrawing the street from dedication under G.S. 136-96 at least five days prior to the hearing. The declaration must be passed prior to filing of any plat or map or declaration of withdrawal with the register of deeds. Any property owner filing such plats, maps, or declarations shall include the city declaration with the declaration of withdrawal and shall show the utilities retained on any map or plat showing the withdrawal. (1971, c. 698, s. 1; 1973, c. 426, s. 47; c. 507, s. 5; 1977, c. 464, s. 34; 1981, c. 401; c. 402, ss. 1, 2; 1989, c. 254; 1993, c. 149, s. 1.) ORDER Return to: Town of Hillsborough P.O.Box 429 Hillsborough, NC 27278 TOWN OF HILLSBOROUGH BOARD OF COMMISSIONERS ORDER CLOSING 30’ right of way known as Spring Street running between West Hill Avenue South and Allen Ruffin Avenue between OC PIN 9864-45-7088 and 9864-45-8247 PURSUANT TO NORTH CAROLINA GENERAL STATUTE § 160A-299 WHEREAS, a request was made to the town of Hillsborough Board of Commissioners to permanently close 30’ right of way known as Spring Street running between West Hill Avenue South and Allen Ruffin Avenue between OC PIN 9864-45-7088 and 9864-45-8247; WHEREAS, on January 13, 2020, the Hillsborough Town Board conducted a public hearing after giving due notice thereof as required by North Carolina General Statutes Section 160A-299(a), at which all those wishing to be heard on the issue were given an opportunity to speak. NOW, THEREFORE, the Hillsborough Board of Commissioners find as follows: 1.It appears to the satisfaction of the Town Board that closing the unopened portion of Spring Street, is not contrary to the public interest; and 2. No individual owning property in the vicinity of the portion of the right-of-way to be closed will be deprived of a reasonable means of ingress and egress to their property. Based on the foregoing findings, it is ORDERED that the 30’ right of way known as Spring Street running between West Hill Avenue South and Allen Ruffin Avenue between OC PIN 9864-45-7088 and 9864-45-8247, shall be closed in accordance with North Carolina General Statutes § 160A-299(a) effective upon the recording of an instrument in the Orange County Register of Deeds Office. WHEREFORE, the foregoing Order was put to a vote of the members of the Town of Hillsborough Board of Commissioners on the 13th day of January, 2020, the result of which vote were as follows: Ayes: Noes: Absent or Excused: Dated: _________________ ____________________________________ Katherine M. Cathey, Town Clerk Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Planning Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.D Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager ITEM TO BE CONSIDERED Subject: Request from Orange County School Board to amend the Memorandum of Understanding regarding the Schools Adequate Public Facilities Ordinance to include pre-kindergarten enrollment Attachment(s): 1.Current Memorandum – approved in 2003 2.Resolution amending the SAPFO-MOU Brief Summary: The Orange County Board of Education has asked the town to amend the Memorandum of Understanding that guides the implementation of the Schools Adequate Public Facilities Ordinance. Action Requested: ISSUE OVERVIEW Background Information & Issue Summary: In 2003 the town, county and school board jointly adopted the attached Memorandum of Understanding to guide the implementation of the Schools Adequate Public Facilities Ordinance. Ordinances amending the land development regulations for both the town and county were subsequently adopted to require new developments to secure a Certificate of Adequate Public Schools prior to being issued permits for development of new housing. The schools are asking that pre-k enrollment/capacities are also reflected in the ordinance. The staff will provide an annual update to all three parties regarding projections. During this annual update might be a reasonable time to study the impact of including pre-k enrollment. Financial Impacts: No direct impact to the town is anticipated. The impact to the housing market (and tax base by extension) of a moratorium is unknown as one has not been needed since the ordinance was enacted. Staff Recommendations/Comments: STATE OF NORTH CAROLINA ORANGE COUNTY AMENDMENT TO SCHOOLS ADEQUATE PUBLIC FACILITIES MEMORANDUM OF UNDERSTANDING The Orange County Board of Education, hereinafter referred to as “School District,” Town of Hillsborough and Orange County agree to the following amendment to the Schools Adequate Public Facilities Memorandum of Understanding made and entered into between the parties on the 17th day of July 2003 (the “MOU”): WHEREAS, the School District serves pre-kindergarten students in its schools; WHEREAS, the pre-kindergarten students increase the number of students attending the schools; WHEREAS, the School District, Town of Hillsborough and Orange County support the continued education of pre-kindergarten students in the School District and therefore agree to amend the MOU to expressly include the pre-kindergarten students in the student membership calculations established in the MOU; and THEREFORE, Section 1.a. will be replaced to state as follows: “For purposes of this Memorandum, the term "school membership" means the actual number of students attending school as of November 15 of each year. The figure is determined by considering the number of students enrolled (i.e. registered, regardless of whether a student is no longer attending school), including students enrolled in each school’s pre-kindergarten classrooms, and making adjustments for withdrawals, dropouts, deaths, retentions and promotions. Students who are merely absent from class on the date membership is determined as a result of sickness or some other temporary reason are included in school' membership figures. Each year the School District shall transmit its school membership to the parties to this agreement no later than five (5) school days after November 15. Within fifteen (15) school days after receiving the school membership calculations from the School District, the Board of County Commissioners shall approve the School District's school membership calculations.” MOU Otherwise Unchanged. The parties agree that in all other respects, except as specifically amended by this document, the MOU remains unchanged and all of its terms remain in full force and effect between the parties. IN WITNESS WHEREOF, the School District, Town of Hillsborough and Orange County have caused this Amendment to be executed by its authorized representative as of the Effective Date. This the _____ day of ___________________, 2020 TOWN OF HILLSBOROUGH By: ________________________ Mayor [SEAL] Attest: __________________________________ Town Clerk ORANGE COUNTY BOARD OF EDUCATION By: ________________________ Chair [SEAL] Attest: __________________________________ Secretary ORANGE COUNTY By: _________________________ Chair, Board of Commissioners [SEAL] Attest: __________________________________ Clerk to the Board of Commissioners Board of Commissioners Agenda Abstract Form Meeting Date: __Jan. 13, 2020_____________________ Department: __Planning____________________________ Public Hearing: Yes No Date of Public Hearing: __________________________ For Clerk’s Use Only AGENDA ITEM # 8.E Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Margaret Hauth, Planning Director ITEM TO BE CONSIDERED Subject: Request from the Historic District Commission for grant match funding to prepare a comprehensive Design Guidelines update Attachment(s): None Brief Summary: The HDC is requesting a 40% grant match commitment for a grant from the Division of Cultural Resources to hire a consultant to perform a comprehensive update of Hillsborough’s Historic District Design Guidelines. The grant has not been awarded yet, but a funding commitment from the local government for match funds is necessary to apply. Action Requested: Amend FY20 to identify funds or take under consideration during the FY21 budget process. ISSUE OVERVIEW Background Information & Issue Summary: The current guidelines are 20 years old and were prepared in a non-user-friendly software. Updated guidelines will include: substitute materials, detailed roof form, window, and sign diagrams, color photos with descriptions of both appropriate and inappropriate works, etc. The new guidelines should reflect how preservation can advance local initiatives, including affordable housing and clean energy, and they should anticipate and account for handling continued growth pressure from people moving to town from outside of the area, including how to handle development of the town’s remaining lots, most of which are environmentally or topographically challenged, and also anticipation of likely infill and redevelopment of the town’s western portion of the district. Multifamily development and new commercial development are also not addressed in the town’s current guidelines. Staff expects that if the grant is awarded, the town’s contribution will be between $10,000 and $12,000, as the total project cost is projected to be between $25,000 and $30,000. Financial Impacts: $10,000 - $12,000 Staff Recommendations/Comments: Grant applications are due in March, but funding commitments must be included with the applications. There is enough time for an application to be filed for a potential award in FY20, although most work would happen in FY21. Funds committed in FY21 would likely not be used until very late in the fiscal year. Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.F Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Jen Della Valle, Assistant to the Town Manager ITEM TO BE CONSIDERED Subject: 2019 Community Survey Results Attachment(s): 1. Community Survey Report Brief Summary: Community survey results are now available for review. Action Requested: Receive information and discuss results. ISSUE OVERVIEW Background Information & Issue Summary: The Town of Hillsborough contracted with ETC Institute of Olathe, Kansas to survey residents about their level of satisfaction and priorities for a wide range of community services, including public safety, parks and recreation, code enforcement, public works, communication and customer service. This is the second year we have conducted a survey with ETC, and trend data is reported. Surveys were mailed to all Hillsborough residents in October. Emails were also sent from ETC to increase response rates. The town’s Public Information Office sent various news releases, made several social media posts, created a slide on the town’s website and produced a video to keep residents updated. The town received 514, which was over the targeted sample size of 400. Financial Impacts: N/A Staff Recommendations/Comments: N/A …helping organizations make better decisions since 1982 Submitted to the Town of Hillsborough ETC Institute 725 W. Frontier Lane, Olathe, Kansas 66061 December 2019 Town of Hillsborough Community Survey Findings Report 2019 Contents Executive Summary ....................................................................... i Section 1: Charts and Graphs ....................................................... 1 Section 2: Benchmarking Analysis .............................................. 48 Section 3: Importance-Satisfaction Analysis .............................. 59 Section 4: Tabular Data .............................................................. 73 Section 5: Survey Instrument ....................................................100 Executive Summary Report Town of Hillsborough Community Survey Executive Summary Purpose and Methodology ETC Institute administered a survey to residents of the Town of Hillsborough during the fall of 2019. The purpose of the survey was to help the Town of Hillsborough understand community priorities and to gather information about the quality of town programs and services. Understanding resident’s views on what the town can do better is a critical part of improving the quality of life in Hillsborough. The Town will use the results of the survey to assess how they are doing in developing, monitoring, and evaluating priorities. Survey responses will have an impact on whether certain priorities need to be maintained, eliminated, or modified. The survey results will also influence what the town does in the future and how, when, and to what level priorities are supported in the budget. The six-page survey, cover letter and postage paid return envelope were mailed to every household in the Town of Hillsborough. The cover letter explained the purpose of the survey and encouraged residents to either return their survey by mail or complete the survey online. At the end of the online survey, residents were asked to enter their home address, this was done to ensure that only responses from residents who were part of the random sample were included in the final survey database. Ten days after the surveys were mailed, ETC Institute sent emails to the households that received the survey to encourage participation. The emails contained a link to the on-line version of the survey to make it easy for residents to complete the survey. To prevent people who were not residents of Hillsborough from participating, everyone who completed the survey on-line was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered on-line with the addresses that were originally selected for the random sample. If the address from a survey completed on-line did not match one of the addresses selected for the sample, the on-line survey was not counted. The goal was to obtain completed surveys from at least 400 residents. The goal was exceeded with a total of 514 residents completing the survey. The overall results for the sample of 514 households have a precision of at least +/- 4.3% at the 95% level of confidence. The percentage of “don’t know” responses has been excluded from many of the graphs shown in this report to facilitate valid comparisons of the results from Hillsborough with the results from other communities in ETC Institute’s DirectionFinder® database. Since the number of “don’t know” responses often reflect the utilization and awareness of Town services, the percentage of “don’t know” responses has been provided in the tabular data section of this report. When the “don’t know” responses have been excluded, the text of this report will indicate that the responses have been excluded with the phrase “who had an opinion.” Page i Executive Summary Report This report contains: •An executive summary of the methodology for administering the survey and major findings, •charts showing the overall results for most questions on the survey, •benchmarking data that shows how the results for Hillsborough compare to other communities, •importance-satisfaction analysis; this analysis was done to determine priority actions for the Town to address based upon the survey results, •tables that show the results of the random sample for each question on the survey, •a copy of the survey instrument. Overall Perceptions of the Town Eighty-nine percent (89%) of the residents surveyed, who had an opinion, indicated they were “very satisfied” or “satisfied” with the overall quality of life in Hillsborough. Eighty-six percent (86%) of those surveyed, who had an opinion, indicated they were “very satisfied” or “satisfied” with the overall quality services provided by the town. The only item that did not have 50% or more respondents indicate they were “very satisfied” or “satisfied” was the ease of travel within Hillsborough (35%). Overall Ratings of the Community Ninety-four (94%) of the residents surveyed, who had an opinion, rated Hillsborough as a place to live as either “excellent” (60%) or “good” (34%). Eighty-nine percent (89%) of those surveyed, who had an opinion, indicated Hillsborough is an “excellent” or “good” place to raise children, and 84% of respondents indicated it is an “excellent” or “good” place to retire. Overall Satisfaction with Town Services The major categories of Town services that had the highest levels of satisfaction, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: the overall quality of fire services (93%), overall quality of police protection (91%), overall quality of town parks (88%), and the overall maintenance of town buildings & facilities (86%). For all nine major categories of Town services that were rated, 65% or more of residents who had an opinion were “very satisfied” or “satisfied”, Town leaders have done an excellent job of ensuring overall satisfaction among residents is very high. The quality of water and sewer services, and maintenance of town streets were items that most respondents think should receive the most emphasis from Town leaders over the next two years. Page ii Executive Summary Report Feelings of Safety Ninety-two percent (92%) of respondents, who had an opinion, indicated they feel “very safe” or “safe” when rating their overall feeling of safety in Town. Based on the combined percentage of “very safe” and “safe” responses from respondents who had an opinion nearly all respondents indicated they feel most safe in Downtown Hillsborough during the day (98%) and when walking alone in their neighborhood during the day (95%). Satisfaction with Specific Town Services •Law Enforcement Services. Overall, residents were satisfied with all law enforcement services that were rated, 65% or more of residents who had an opinion were “very satisfied” or “satisfied”. The highest levels of satisfaction with law enforcement services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: the overall police relationship with their neighborhood (85%) and the Town’s efforts to prevent crime (81%). •Parks and Recreation. The highest levels of satisfaction with parks and recreation services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: the availability of parks (89%) and the availability of greenways and trails (87%). •Code Enforcement. Respondents were generally satisfied with the Town’s levels of code enforcement. Based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, respondents were most satisfied with the enforcement of trash and debris cleanup on private property (64%). Overall, respondents were less satisfied with the enforcement of mowing and cutting of weeds on private property (57%). •Parking and Transit. The highest levels of satisfaction with parking and transit services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: the ease of travel by walking to key destinations (71%), the convenience of downtown parking (65%) and the ease of travel by driving to key destinations (55%). Respondents were least satisfied with the ease of travel by bus to key destinations and the ease of travel by biking to key destinations. •Town Maintenance. The highest levels of satisfaction with Town maintenance services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: the condition of parks (88%), the condition of greenways (87%), and the condition of streets in neighborhoods (77%). Respondents were least satisfied with the condition of sidewalks in neighborhoods (61%), this was the item respondents think should receive the most emphasis from Town leaders over the next two years. Page iii Executive Summary Report •Solid Waste and Utility Services. The highest levels of satisfaction with solid waste and utility services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: solid waste collection services (94%), yard waste collection services (90%) and residential bulk trash collection (89%). Respondents were least satisfied with what they are charged for stormwater services (39%) and what they are charged for water and sewer services (38%). •Town Development. The highest levels of satisfaction with Town development services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion was the protection of historic district and local landmarks (75%). Generally, respondents gave “neutral” or dissatisfied ratings for four of the five items rated. •Customer Service. Fifty-four percent (54%) of respondents indicated someone in their household had contacted employees of the Town of Hillsborough during the past year. The highest levels of satisfaction with the customer service received from Town employees, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were: how courteous employees are (86%), the accuracy of information and assistance they were given (79%) and how easy they were to contact (76%). Overall, respondents who have contacted employees of the Town of Hillsborough were generally satisfied with their experience. Additional Findings and Recommendations Respondents were asked to indicate how often they typically go outside Hillsborough to shop. Twelve percent (12%) of respondents indicated they go outside Hillsborough to shop every day, 34% go a few times per week, 26% go at least once a week, 20% go a few times per month, 5% go a few times per year, and 3% go seldom or never. Solid Waste/Public Works, Police and Parks and Public Spaces received the highest marks when respondents were asked to rate the quality of customer service received from each department. All six categories Town Communication and Engagement that were rated, 50% or more of residents who had an opinion were “very satisfied” or “satisfied”. Forty-four percent (44%) of respondents are against paying higher taxes to support enhancements to town services. Nine-teen percent (19%) of respondents indicated they don’t know if they would be willing to pay higher taxes to support enhancements to town services, and 37% would be willing to pay higher taxes. Sixty-eight percent (68%) of respondents indicated they would be most willing to pay higher taxes to support enhancements to trails and greenways. Page iv Executive Summary Report How the Town of Hillsborough Compares to Other Communities Nationally Satisfaction ratings for The Town of Hillsborough rated above the U.S. average in all 50 areas that were assessed. The Town of Hillsborough rated significantly higher than the U.S. average (difference of 5% or more) in 49 of these areas. Listed below are some comparisons between the Town of Hillsborough and the U.S. average: Page v Executive Summary Report How the Town of Hillsborough Compares to Similarly Sized Communities Satisfaction ratings for The Town of Hillsborough rated the same or above the average for communities with populations under 30,000 in all 50 areas that were assessed. The Town of Hillsborough rated significantly higher than the U.S. average (difference of 5% or more) in 49 of these areas. Listed below are some comparisons between The Town of Hillsborough and the average for communities with under 30,000 residents: Page vi Executive Summary Report Investment Priorities Recommended Priorities for the Next Two Years. In order to help the Town identify investment priorities for the next two years, ETC Institute conducted an Importance- Satisfaction (I-S) analysis. This analysis examined the importance residents placed on each Town service and the level of satisfaction with each service. By identifying services of high importance and low satisfaction, the analysis identified which services will have the most impact on overall satisfaction with Town services over the next two years. If the Town wants to improve its overall satisfaction rating, the Town should prioritize investments in services with the highest Importance Satisfaction (I-S) ratings. Details regarding the methodology for the analysis are provided in Section 32 of this report. Overall Priorities for the Town by Major Category. This analysis reviewed the importance of and satisfaction with major categories of Town services. This analysis was conducted to help set the overall priorities for the Town. Based on the results of this analysis, the major service that is recommended as the top priority for investment over the next two years in order to raise the Town’s overall satisfaction rating is listed below: Overall quality of water and sewer services (IS Rating=0. 1306) The table below shows the importance-satisfaction rating for all nine major categories of Town services that were rated. Page vii Section 1 Charts and Graphs Page 1 53%49%46%36%29%37%31%28%21%40%42%42%50%53%44%48%43%45%7%6%8%11%11%14%15%15%21%1%3%4%3%7%5%5%13%13%Overall quality of fire servicesOverall quality of police protectionOverall quality of town parksOverall maintenance of town buildings & facilitiesOverall maintenance of town streetsOverall effectiveness of communication Overall quality of water and sewer servicesOverall enforcement of codes and ordinances0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Q1. Overall Satisfaction with Town Servicesby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)Overall quality of customer service you receive from town employeesPage 2 Overall Satisfaction with Town Services(2019 & 2017)93%91%87%86%82%81%80%72%67%89%87%86%80%74%81%77%70%60%Overall quality of fire servicesOverall quality of police protectionOverall quality of town parksOverall maintenance of town streetsOverall quality of water and sewer servicesOverall enforcement of codes and ordinances0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 3Overall maintenance of town buildings & facilitiesOverall quality of customer service you receive from town employeesOverall effectiveness of communication 46%43%36%35%27%17%16%14%11%Overall quality of water & sewer servicesOverall maintenance of town streetsOverall quality of police protectionOverall quality of town parksOverall effectiveness of communication Overall enforcement of codes & ordinancesOverall quality of fire servicesOverall maintenance of town buildings & facilities0%20%40%60%Q2. Which Three Items do You Think Should Receivethe Most Emphasis from Town Leaders Over the Next Two YearsSource: ETC Institute (2019)Source: ETC Institute (2019)by percentage of respondents who selected the item as one of their top three choicesOverall quality of customer service you receive from town employeesPage 4 Q3. Satisfaction with Items that May Influence Your Perceptions of Hillsboroughby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)42%30%48%33%35%41%27%15%9%47%56%38%52%49%42%41%38%26%7%10%8%12%11%11%20%24%20%4%4%6%4%5%6%12%23%45%Overall quality of life in HillsboroughOverall quality of services provided by the townOverall quality of life in your neighborhoodOverall image of HillsboroughOverall appearance of HillsboroughOverall availability of arts and cultural offeringOverall acceptance by the community of diverse popOverall value received for your local taxes and feesOverall ease of travel within Hillsborough0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Page 5 Satisfaction with Items that InfluencePerceptions of Hillsborough (2019 & 2017)89%86%86%84%84%83%68%53%36%85%82%83%83%79%78%69%51%37%Overall quality of life in HillsboroughOverall quality of services provided by the townOverall quality of life in your neighborhoodOverall image of HillsboroughOverall appearance of HillsboroughOverall availability of arts and cultural offeringOverall acceptance by the community of diverse popOverall ease of travel within Hillsborough0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 6Overall value received for your local taxes and fees 78%68%45%40%43%32%20%27%47%50%46%45%1%3%7%8%9%16%1%2%2%2%3%7%In downtown Hillsborough during the dayIn Hillsborough overallOn Riverwalk trails and in town parksIn downtown Hillsborough at night0% 20% 40% 60% 80% 100%Very Safe (5) Safe (4) Neutral (3) Unsafe/Very Unsafe (2/1)Q4. Rating Your Perception of Safety and Security in Hillsboroughby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)When walking alone in your neighborhood during the dayWhen walking alone in your neighborhood at nightPage 7 Perception of Safety and Security in Hillsboroughs (2019 & 2017)98%95%92%90%89%77%86%93%88%84%96%72%In downtown Hillsborough during the dayWalking alone in your neighborhood during the dayIn Hillsborough overallOn Riverwalk trails and in town parksIn downtown Hillsborough at nightWalking alone in your neighborhood at night0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 8 Q5. Overall Satisfaction with Law Enforcement Servicesby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)43%36%35%26%42%45%42%41%10%15%17%20%5%4%6%12%Overall police relationship with your neighborhoodTown’s efforts to prevent crimeVisibility of police in neighborhoodsEnforcement of local traffic laws0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Page 9 Overall Satisfaction with Law Enforcement Services(2019 & 2017)85%81%77%68%78%76%70%66%Overall police relationship with your neighborhoodTown’s efforts to prevent crimeVisibility of police in neighborhoodsEnforcement of local traffic laws0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 10 Q6. Overall Satisfaction with Parks and Recreation Servicesby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)48%52%42%41%35%38%7%8%15%4%5%6%Availability of parksAvailability of greenways and trailsAvailability of playgrounds0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Page 11 Overall Satisfaction with Parks and Recreation Services(2019 & 2017)89%87%80%87%86%78%Availability of parksAvailability of greenways and trailsAvailability of playgrounds0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 12 Q7. Overall Satisfaction with Code Enforcementby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)cleanup on private property of weeds on private property25%20%39%37%18%26%18%17%Enforcement of trash and debris cleanupEnforcement of mowing and cutting 0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Page 13 Overall Satisfaction with Code Enforcement(2019 & 2017)64%57%61%54%Enforcement of trash and debris cleanupEnforcement of mowing and cutting of weeds0%20%40%60%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey) on private property on private propertyPage 14 Q8. Overall Satisfaction with Parking and Transit in Hillsboroughby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)30%20%17%11%12%41%45%38%25%23%15%16%24%39%28%14%20%22%25%37%Ease of travel by walking to key destinationsConvenience of downtown parkingEase of travel by driving to key destinationsEase of travel by bus to key destinationsEase of travel by biking to key destinations0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Page 15 Overall Satisfaction with Parking and Transit (2019 & 2017)71%65%54%36%35%69%56%57%39%37%Ease of travel by walking to key destinationsConvenience of downtown parkingEase of travel by driving to key destinationsEase of travel by bus to key destinationsEase of travel by biking to key destinations0%20%40%60%80%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 16 Q9. Overall Satisfaction with Town Maintenance Servicesby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)37%38%29%32%22%28%19%26%51%49%48%44%51%41%49%35%10%11%13%15%18%16%19%16%2%2%10%10%10%15%13%24%Condition of parksCondition of greenwaysCondition of streets in your neighborhoodWinter weather response on town-maintained streetsAdequacy of street lighting in your neighborhoodCleanliness and appearance of medians and roadsideCondition of sidewalks in your neighborhood0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Mowing & tree trimming along streets & other public areasPage 17 Overall Satisfaction with Town Maintenance Services(2019 & 2017)88%88%78%76%73%69%68%61%67%86%84%76%72%72%68%66%59%60%Condition of parksCondition of greenwaysCondition of streets in your neighborhoodAdequacy of street lighting in your neighborhoodCleanliness and appearance of medians and roadsideCondition of sidewalks in your neighborhoodOverall enforcement of codes and ordinances0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 18Winter weather response on town-maintained streetsMowing & tree trimming along streets & other public areas Source: ETC Institute (2019)Source: ETC Institute (2019)by percentage of respondents who selected the item as one of their top two choicesQ10. Which Two Maintenance Items do You Think Should Receivethe Most Emphasis from Town Leaders Over the Next Two Years25%23%21%21%20%17%15%10%Condition of sidewalks in your neighborhoodCondition of streets in your neighborhoodCleanliness & appearance of medians & roadsidesWinter weather response on town-maintained streetsAdequacy of street lighting in your neighborhoodCondition of parksCondition of greenways0%20%40%Mowing & tree trimming along streets & other public areasPage 19 Q11. Overall Satisfaction with Solid Waste and Utility Services by percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)53%52%48%34%27%32%29%22%11%11%41%38%41%48%50%41%42%47%28%27%4%7%7%13%18%16%14%19%31%22%2%4%4%5%6%12%15%13%30%40%Solid waste collection servicesYard waste (leaves/tree limbs) collection servicesResidential bulk trash collectionSewer servicesEno River protectionQuality of drinking waterEase of paying water and sewer billDrainage of town streetsWhat you are charged for stormwater servicesWhat you are charged for water and sewer services0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Page 20 Overall Satisfaction with Solid Waste & Utility Services (2019 & 2017)95%89%89%82%77%73%71%68%39%38%90%84%86%80%73%71%67%68%39%37%Solid waste collection servicesYard waste (leaves/tree limbs) collection servicesResidential bulk trash collectionSewer servicesEno River protectionQuality of drinking waterEase of paying water and sewer billDrainage of town streetsWhat you are charged for stormwater servicesWhat you are charged for water & sewer services0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 21 Q12. Overall Services with the Town’s Development Services by percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)23%9%9%5%9%52%37%36%39%29%15%22%26%31%26%10%32%29%25%36%Protection of historic district and local landmarkOverall quality of recent residential development Overall quality of recent commercial developmentAbility to find housing you can afford 0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Amount of trees and shrubs retained and/or replaced on new developmentPage 22 Overall Services with the Town’s Development Services(2019 & 2017)76%46%45%44%38%69%40%44%43%41%Protection of historic district and local landmarkOverall quality of recent residential development Overall quality of recent commercial developmentAbility to find housing you can afford0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Amount of trees and shrubs retained and/or replaced on new developmentPage 23 Q13. During the past year, have you or other members of your household contacted employees of the Town of Hillsboroughby percentage of respondents Yes54%No46%Source: ETC Institute (2019)Source: ETC Institute (2019)Page 24 Q13a. Overall Satisfaction with the Town Employees You have Contacted by percentage of households who have contacted employees of the Town of Hillsborough during the past year (Excluding "Don’t Know”)Source: ETC Institute (2019)49%40%35%34%37%37%37%39%42%42%36%35%6%9%11%9%11%10%7%12%12%14%16%17%Courtesy of employeesHow easy the employees were to contactTime it took for your request to be completedResolution to your issue or concernHow well your issue was handled0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Accuracy of the information and assistance you were givenPage 25 Overall Satisfaction with the Town Employees (2019 & 2017)87%79%77%77%73%73%84%75%76%73%73%74%Courtesy of employeesAccuracy of the information and assistanceHow easy the employees were to contactTime it took for your request to be completedResolution to your issue or concernHow well your issue was handled0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 26 35%45%35%31%36%29%25%33%49%35%43%44%32%37%38%27%13%13%16%11%27%25%13%21%4%7%7%14%6%9%24%19%Solid Waste/Public WorksPoliceParks and Public SpacesWater and Sewer ServicesFire MarshalStormwater and Environmental ServicesWater and Sewer Billing and CollectionsPlanning/Land Development0% 20% 40% 60% 80% 100%Excellent (5) Good (4) Neutral (3) Below Average/Poor (2/1)Q13b. Rating the Quality of Customer Service Received Source: ETC Institute (2019)by percentage of households who have contacted employees of the Town of Hillsborough during the past year (Excluding "Don’t Know”)Page 27 Quality of Customer Service (2019 & 2017)84%80%77%75%68%66%63%61%78%79%78%59%70%63%68%60%Solid Waste/Public WorksPoliceParks and Public SpacesWater and Sewer ServicesFire MarshalStormwater and Environmental ServicesWater and Sewer Billing and CollectionsPlanning/Land Development0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 28 Q14. Overall Satisfaction with Town Communication and Engagementby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)21%23%24%20%21%16%52%48%42%46%44%39%23%21%23%28%29%30%5%8%11%6%6%15%Citizens newsletter (with water and sewer bill)Quality of social media outletsOverall usefulness of the Hillsborough websiteLevel of public involvement in local decisions0% 20% 40% 60% 80% 100%Very Satisfied (5) Satisfied (4) Neutral (3) Dissatisfied/Very Dissatisfied (2/1)Availability of information about town programs & servicesTown efforts to keep you informed about local issuesPage 29 Overall Satisfaction with Town Communication and Engagement (2019 & 2017)72%71%66%66%65%55%68%75%72%61%67%57%Citizens newsletter (with water and sewer bill)Quality of social media outletsOverall usefulness of the Hillsborough websiteLevel of public involvement in local decisions0% 20% 40% 60% 80%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 30Town efforts to keep you informed about local issuesAvailability of information about town programs & services 69%52%48%44%41%40%40%30%28%15%14%7%Friends or neighborsTown website Citizens newsletterOC Alerts emergency notification systemSocial media outlets run by the town Social media outlets not run by the townThe News of Orange or other local newspapersHillsborough email subscription listsTown-produced brochures or pamphletsWHUP-FM or other local radio or television newsTown representatives at events or meetingsOther0% 20% 40% 60% 80% 100%Q15. How do you hear or receive information about community issues, services, and events?by percentage of respondentsSource: ETC Institute (2019)Source: ETC Institute (2019)Page 31 43%38%34%27%25%16%15%14%13%5%3%2%Town websiteHillsborough email subscription listsSocial media outlets run by the townCitizens newsletter (with water & sewer bill)OC Alerts emergency notification systemThe News of Orange or other local newspapersFriends or neighborsTown-produced brochures or pamphletsSocial media outlets not run by the townWHUP-FM or other local radio or television newsTown representatives at events or meetingsOther0%20%40%Q16. What Three Ways do You Most Prefer to Receive Information About Town Issues, Services, Events, and Emergencies From?Source: ETC Institute (2019)Source: ETC Institute (2019)by percentage of respondents who selected the item as one of their top three choicesPage 32 Q17. How often do you typically go outside Hillsborough town limits to shop?by percentage of respondents Every day12%A few times per week34%At least once a week26%A few times per month20%A few times per year5%Seldom or never3%Source: ETC Institute (2019)Page 33 Q18. Overall Ratings of the Communityby percentage of households (Excluding "Don’t Know”)Source: ETC Institute (2019)60%52%50%40%35%25%24%27%20%34%37%34%42%46%45%39%32%30%3%8%9%12%15%23%22%26%24%3%3%7%5%4%7%15%15%27%As a place to liveAs a place to raise childrenAs a place to retireAs a place to visitAs a place to playAs a partner with its residentsAs a town that is moving in the right directionAs a place to workAs a place to start a business0% 20% 40% 60% 80% 100%Excellent (5) Good (4) Neutral (3) Below Average/Poor (2/1)Page 34 Overall Ratings of the Community(2019 & 2017)94%89%84%83%81%70%64%59%50%93%86%78%81%77%66%64%55%42%As a place to liveAs a place to raise childrenAs a place to retireAs a place to visitAs a place to playAs a partner with its residentsAs a town that is moving in the right directionAs a place to workAs a place to start a business0% 20% 40% 60% 80% 100%2019 2017TREND DATAby percentage of respondents who rated the item as a 4 & 5 on a 5-point scale (excluding don't knows and not applicable)Source: ETC Institute (2019 - Town of Hillsborough Citizen Survey)Page 35 Q19. Would you be willing to pay higher taxes to support enhancements to town services?by percentage of respondents Yes37%No44%Don’t know19%Source: ETC Institute (2019)Source: ETC Institute (2019)Page 36 68%67%53%51%30%23%19%Trails & greenwaysConstruction of new sidewalksRoad improvementsAffordable housingPublic safety facilities & staffingParking facilitiesTown buildings & facilities0% 20% 40% 60% 80% 100%Q19a. For which of the local government services would you be willing to pay higher taxes to support enhancements?by percentage of respondentsSource: ETC Institute (2019)Source: ETC Institute (2019)Page 37 Q20. How willing would you be to pay fees instead of taxes to pay for improvements to town services that you use or benefit from?by percentage of respondentsSource: ETC Institute (2019)Very willing6%Willing29%Not sure42%Not willing24%Source: ETC Institute (2019)Page 38 DemographicsSource: ETC Institute (2019)Page 39 Q25. Demographics: Approximately how many years have you lived in Hillsborough?by percentage of respondents (Excluding "Not Provided")Source: ETC Institute (2019)Source: ETC Institute (2019)0-548%6-1013%10-1511%16-208%21-3011%31+10%Page 40 Q26. Demographics: What is your age?by percentage of respondents (Excluding "Not Provided”)Source: ETC Institute (2019)Source: ETC Institute (2019)18-3420%35-4416%45-5418%55-6418%65+19%31+9%Page 41 Q27. Demographics: What is your gender?by percentage of respondents Male49%Female50%Other0%Source: ETC Institute (2019)Source: ETC Institute (2019)Other .4%Page 42 Q28. Demographics: Do you own or rent your current residence?by percentage of respondents Own71%Rent29%Source: ETC Institute (2019)Source: ETC Institute (2019)Page 43 Q29. Demographics: Are you of Hispanic, Latino, or Spanish ancestry?by percentage of respondents Yes12%No88%Source: ETC Institute (2019)Source: ETC Institute (2019)Page 44 72%21%2%2%2%WhiteAfrican American/BlackAsian/Pacific IslanderAmerican Indian or Alaska NativeOther0% 20% 40% 60% 80% 100%by percentage of respondentsSource: ETC Institute (2019)Source: ETC Institute (2019)Q30. Demographics: Which of the following best describes your race/ethnicity?Page 45 Q31. Demographics: Would you say your total annual household income is...by percentage of respondentsSource: ETC Institute (2019)Source: ETC Institute (2019)Under $30K8%$30K to $59,99922%$60K to $99,99925%$100K to $129,99918%$130K+27%Page 46 Q32. Demographics: Which of the following is the highest level of education you have completed?by percentage of respondentsSource: ETC Institute (2019)Less than high school 5%5%4%8%Associate's degree17%Bachelor's degree43%19%Source: ETC Institute (2019)Graduate or professional degree (Masters, PhD, Juris Doctor, etc.)High school diploma or equivalent (GED)Special/technical training (not college)Some college (no degree)Page 47 Section 2 Benchmarking Analysis Page 48 Benchmarking Summary Report Town of Hillsborough, North Carolina Overview ETC Institute's DirectionFinder program was originally developed in 1999 to help community leaders across the United States use statistically valid community survey data as a tool for making better decisions. Since November of 1999, the survey has been administered in more than 300 cities in 49 states. Most participating cities conduct the survey on an annual or biennial basis. This report contains benchmarking data from two sources: (1) a national survey that was administered by ETC Institute during the summer of 2019 to a random sample of more than 4,000 residents across the United States, (2) a survey administered to nearly 1700 residents living in communities whose population is under 30,000 residents. The charts on the following pages show how the overall results for Hillsborough compare to the national average and the average of communities with under 30,000 residents based on the results of the 2019 survey that was administered by ETC institute to a random sample of over 4,000 residents across the United States, and the survey administered to over nearly 1700 residents living in communities with a population under 30,000. Hillsborough’s results are shown in dark blue, the U.S. averages are shown in light blue, and the averages for communities with less than 30,000 residents are shown in green. Page 50 National BenchmarksNote: The benchmarking data contained in this report is protected intellectual property. Any reproduction of the benchmarking information in this report by persons or organizations not directly affiliated with the Town of Hillsborough is not authorized without written consent from ETC Institute. Page 51 93%91%87%86%82%81%80%72%67%81%68%70%63%48%42%46%64%53%78%71%63%57%50%48%45%60%50%Overall quality of fire servicesOverall quality of police protectionOverall quality of town parksOverall maintenance of town buildings & facilitiesOverall maintenance of town streetsOverall effectiveness of communication Overall quality of water and sewer servicesOverall enforcement of codes and ordinances0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kOverall Satisfaction with Town ServicesHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Overall quality of customer service from town employeesPage 52 92%89%86%84%84%53%66%72%48%61%64%37%67%67%44%57%60%33%Overall feeling of safety in HillsboroughOverall quality of life in HillsboroughOverall quality of services provided by the townOverall image of HillsboroughOverall appearance of HillsboroughOverall value received for your local taxes & fees0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kItems that Influence Overall PerceptionsHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 53 81%77%68%55%56%65%57%55%66%Town’s efforts to prevent crimeVisibility of police in neighborhoodsEnforcement of local traffic laws0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kLaw Enforcement ServicesHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 54 64%57%42%36%34%34%Enforcement of trash and debris cleanupEnforcement of mowing and cutting0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kCode EnforcementHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)on private propertyof weeds on private propertyPage 55 78%76%73%69%68%61%45%60%52%57%59%38%45%56%53%56%60%38%Condition of streets in your neighborhoodWinter weather response on town-maintained streetsMowing & tree trimming along streets/ public areasAdequacy of street lighting in your neighborhoodCleanliness & appearance of medians & roadsidesCondition of sidewalks in your neighborhood0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kTown MaintenanceHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 56 87%79%77%77%73%70%58%64%57%49%64%54%59%55%50%Courtesy of employeesAccuracy of the information & assistanceHow easy the employees were to contactTime it took for your request to be completedHow well your issue was handled0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kCustomer Service from Government EmployeesHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 57 79%77%77%73%71%66%66%65%55%58%64%57%49%42%43%53%59%31%54%59%55%50%45%46%50%60%33%Accuracy of the information/assistanceHow easy the employees were to contactTime it took for your request to be completedHow well your issue was handledAvailability of information Town efforts to keep you informed Quality of social media outletsOverall usefulness of the Hillsborough websiteLevel of public involvement in local decisions0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kCommunication and EngagementHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 58 94%89%87%84%83%64%59%71%70%70%56%57%48%54%66%67%64%56%59%53%52%As a place to liveAs a place to raise childrenCourtesy of employeesAs a place to retireAs a place to visitAs a town that is moving in the right directionAs a place to work0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kOverall Ratings of the CommunityHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 59 89%95%89%82%54%72%67%68%46%71%63%69%Residential bulk trash collectionSolid waste collection servicesYard waste (leaves/tree limbs) collection servicesSewer services0% 20% 40% 60% 80% 100%Hillsborough U.S. Under 30kOverall Ratings of Utilities and Solid WasteHillsborough vs. U.S. vs. Communities Under 30kby percentage of households who rated the item as a 4 or 5 on a 5-point scale (Excluding "Don’t Know”)Source: ETC Institute (2019)Page 60 Section 3 Importance‐Satisfaction Analysis Page 61 Importance‐Satisfaction Analysis Importance‐Satisfaction Analysis Town of Hillsborough, North Carolina Overview Today, Town officials have limited resources which need to be targeted to activities that are of the most benefit to their citizens. Two of the most important criteria for decision making are (1) to target resources toward services of the highest importance to citizens; and (2) to target resources toward those services where citizens are the least satisfied. The Importance‐Satisfaction (IS) rating is a unique tool that allows public officials to better understand both of these highly important decision making criteria for each of the services they are providing. The Importance‐Satisfaction rating is based on the concept that public agencies will maximize overall customer satisfaction by emphasizing improvements in those areas where the level of satisfaction is relatively low and the perceived importance of the service is relatively high. Overview The rating is calculated by summing the percentage of responses for items selected as the first, second, and third most important services for the Town to provide. The sum is then multiplied by 1 minus the percentage of respondents who indicated they were positively satisfied with the Town’s performance in the related area (the sum of the ratings of 4 and 5 on a 5‐point scale excluding “Don’t Know” responses). “Don’t Know” responses are excluded from the calculation to ensure the satisfaction ratings among service categories are comparable. [IS=Importance x (1‐Satisfaction)]. Example of the Calculation: Respondents were asked to identify the major categories of Town services they thought should receive the most emphasis over the next two years. Thirty‐seven percent (37%) of respondents selected the overall quality of water and sewer services as one of the most important services for the Town to provide. With regard to satisfaction, 72% of respondents surveyed rated the Town’s overall performance in the overall quality of water and sewer services as a “4” or “5” on a 5‐point scale (where “5” means “Very Satisfied”) excluding “Don’t Know” responses. The I‐S rating for the overall quality of water and sewer services was calculated by multiplying the sum of the most important percentages by 1 minus the sum of the satisfaction percentages. In this example 46% was multiplied by 30% (1‐0.70). This calculation yielded an I‐S rating of 0.1306 which ranked first out of nine major service categories. The maximum rating is 1.00 and would be achieved when 100% of the respondents select an item as one of their top three choices to emphasize over the next two years and 0% indicate they are positively satisfied with the delivery of the service. Page 62 Importance‐Satisfaction Analysis The lowest rating is 0.00 and could be achieved under either of the following two situations: If 100% of the respondents were positively satisfied with the delivery of the service If none (0%) of the respondents selected the service as one for the three most important areas for the Town to emphasize over the next two years. Interpreting the Ratings Ratings that are greater than or equal to 0.20 identify areas that should receive significantly more emphasis over the next two years. Ratings from 0.10 to 0.20 identify service areas that should receive increased emphasis. Ratings less than 0.10 should continue to receive the current level of emphasis. Definitely Increase Emphasis (IS>=0.20) Increase Current Emphasis (0.10<=IS<0.20) Maintain Current Emphasis (IS<0.10) The results for the Town of Hillsborough are provided on the following pages. Page 63 2019 Importance-Satisfaction RatingTown of HillsboroughOverall Town ServicesCategory of ServiceMost Important %Most Important RankSatisfaction %Satisfaction RankImportance-Satisfaction RatingI-S RatingRankHigh Priority (IS .10-.20)Overall quality of water and sewer services46% 1 72% 8 0.1306 1Medium Priority (IS <.10)Overall maintenance of town streets43% 2 82% 5 0.0791 2Overall enforcement of codes and ordinances17% 6 67% 9 0.0559 3Overall effectiveness of communication with the public27% 5 80% 7 0.0543 4Overall quality of town parks35% 4 87% 3 0.0443 5Overall quality of police protection36% 3 91% 2 0.0320 6Overall quality of customer service you receive from 11% 9 81% 6 0.0204 7Overall maintenance of town buildings and facilities14% 8 86% 4 0.0199 8Overall quality of fire services16% 793%1 0.0118 9`Note: The I-S Rating is calculated by multiplying the "Most Important" % by (1-'Satisfaction' %)Most Important %: Satisfaction %:The "Most Important" percentage represents the sum of the first, second, and thirdmost important responses for each item. Respondents were asked to identifythe items they thought should be the Town\s top priorities.The "Satisfaction" percentage represents the sum of the ratings "5" and "4" excluding 'don't knows.' Respondents ranked their level of satisfaction with each of the items on a scaleof 5 to 1 with "5" being Very Satisfied and "1" being Very Dissatisfied.© 2019 DirectionFinder by ETC InstitutePage 64 2019 Importance-Satisfaction RatingTown of HillsboroughTown Maintenance ServicesCategory of ServiceMost Important %Most Important RankSatisfaction %Satisfaction RankImportance-Satisfaction RatingI-S RatingRankMedium Priority (IS <.10)Condition of sidewalks in your neighborhood25% 161%8 0.0991 1Cleanliness and appearance of medians and roadsides21% 368%7 0.0693 2Adequacy of street lighting in your neighborhood20% 569%6 0.0618 3Winter weather response on town-maintained streets21% 476%4 0.0519 4Condition of streets in your neighborhood23% 278%3 0.0509 5Mowing and tree trimming along streets and other public areas17% 673%5 0.0474 6Condition of parks15% 788%1 0.0180 7Condition of greenways10% 888%2 0.0119 8Note: The I-S Rating is calculated by multiplying the "Most Important" % by (1-'Satisfaction' %)Most Important %: Satisfaction %:The "Most Important" percentage represents the sum of the first and secondmost important responses for each item. Respondents were asked to identifythe items they thought should be the Town's top priorities.The "Satisfaction" percentage represents the sum of the ratings "5" and "4" excluding 'don't knows.' Respondents ranked their level of satisfaction with each of the items on a scaleof 5 to 1 with "5" being Very Satisfied and "1" being Very Dissatisfied.© 2019 DirectionFinder by ETC InstitutePage 65 Section 4 Tabular Data Page 66 Q1. Overall Satisfaction with Town Services. Major categories of services provided by the town are listed below. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q1-1. Overall quality of police protection 43.6% 37.2% 5.6% 1.4% 1.0% 11.3% Q1-2. Overall quality of fire services 38.7% 28.8% 4.9% 0.2% 0.4% 27.0% Q1-3. Overall quality of town parks 43.4% 39.9% 8.0% 3.3% 0.8% 4.7% Q1-4. Overall maintenance of town streets 28.0% 51.2% 10.7% 5.8% 1.4% 2.9% Q1-5. Overall maintenance of town buildings & facilities 32.5% 46.1% 9.9% 2.5% 0.6% 8.4% Q1-6. Overall quality of water & sewer services 27.4% 42.0% 14.6% 7.8% 5.3% 2.9% Q1-7. Overall enforcement of codes & ordinances 16.3% 34.6% 16.1% 5.6% 3.9% 23.3% Q1-8. Overall quality of customer service you receive from town employees 33.9% 40.5% 12.6% 3.3% 1.2% 8.6% Q1-9. Overall effectiveness of communication with the public 29.2% 44.9% 14.0% 2.9% 2.1% 6.8% Page 67 WITHOUT DON’T KNOW Q1. Overall Satisfaction with Town Services. Major categories of services provided by the town are listed below. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q1-1. Overall quality of police protection 49.1% 41.9% 6.4% 1.5% 1.1% Q1-2. Overall quality of fire services 53.1% 39.5% 6.7% 0.3% 0.5% Q1-3. Overall quality of town parks 45.5% 41.8% 8.4% 3.5% 0.8% Q1-4. Overall maintenance of town streets 28.9% 52.7% 11.0% 6.0% 1.4% Q1-5. Overall maintenance of town buildings & facilities 35.5% 50.3% 10.8% 2.8% 0.6% Q1-6. Overall quality of water & sewer services 28.3% 43.3% 15.0% 8.0% 5.4% Q1-7. Overall enforcement of codes & ordinances 21.3% 45.2% 21.1% 7.4% 5.1% Q1-8. Overall quality of customer service you receive from town employees 37.0% 44.3% 13.8% 3.6% 1.3% Q1-9. Overall effectiveness of communication with the public 31.3% 48.2% 15.0% 3.1% 2.3% Page 68 Q2. Which THREE items listed in Question 1 do you think should receive the MOST EMPHASIS from town leaders over the next two years? Q2. Top choice Number Percent Overall quality of police protection 98 19.1 % Overall quality of fire services 6 1.2 % Overall quality of town parks 64 12.5 % Overall maintenance of town streets 80 15.6 % Overall maintenance of town buildings & facilities 18 3.5 % Overall quality of water & sewer services 96 18.7 % Overall enforcement of codes & ordinances 24 4.7 % Overall quality of customer service you receive from town employees 16 3.1 % Overall effectiveness of communication with the public 45 8.8 % None chosen 67 13.0 % Total 514 100.0 % Q2. Which THREE items listed in Question 1 do you think should receive the MOST EMPHASIS from town leaders over the next two years? Q2. 2nd choice Number Percent Overall quality of police protection 47 9.1 % Overall quality of fire services 55 10.7 % Overall quality of town parks 58 11.3 % Overall maintenance of town streets 74 14.4 % Overall maintenance of town buildings & facilities 30 5.8 % Overall quality of water & sewer services 63 12.3 % Overall enforcement of codes & ordinances 30 5.8 % Overall quality of customer service you receive from town employees 20 3.9 % Overall effectiveness of communication with the public 44 8.6 % None chosen 93 18.1 % Total 514 100.0 % Page 69 Q2. Which THREE items listed in Question 1 do you think should receive the MOST EMPHASIS from town leaders over the next two years? Q2. 3rd choice Number Percent Overall quality of police protection 38 7.4 % Overall quality of fire services 21 4.1 % Overall quality of town parks 57 11.1 % Overall maintenance of town streets 67 13.0 % Overall maintenance of town buildings & facilities 24 4.7 % Overall quality of water & sewer services 77 15.0 % Overall enforcement of codes & ordinances 32 6.2 % Overall quality of customer service you receive from town employees 20 3.9 % Overall effectiveness of communication with the public 47 9.1 % None chosen 131 25.5 % Total 514 100.0 % SUM OF TOP 3 CHOICES Q2. Which THREE items listed in Question 1 do you think should receive the MOST EMPHASIS from town leaders over the next two years? (top 3) Q2. Sum of Top 3 Choices Number Percent Overall quality of police protection 183 35.6 % Overall quality of fire services 82 16.0 % Overall quality of town parks 179 34.8 % Overall maintenance of town streets 221 43.0 % Overall maintenance of town buildings & facilities 72 14.0 % Overall quality of water & sewer services 236 45.9 % Overall enforcement of codes & ordinances 86 16.7 % Overall quality of customer service you receive from town employees 56 10.9 % Overall effectiveness of communication with the public 136 26.5 % None chosen 67 13.0 % Total 1318 Page 70 Q3. Perception of Hillsborough. Several items that may influence your perception of Hillsborough are listed below. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q3-1. Overall quality of services provided by the town 28.6% 52.3% 9.7% 3.1% 0.6% 5.6% Q3-2. Overall appearance of Hillsborough 34.2% 48.1% 10.9% 4.1% 0.8% 1.9% Q3-3. Overall acceptance by the community of diverse populations 25.1% 38.1% 18.9% 9.9% 1.2% 6.8% Q3-4. Overall image of Hillsborough 32.1% 50.6% 11.3% 3.7% 0.4% 1.9% Q3-5. Overall quality of life in Hillsborough 41.4% 45.7% 6.8% 3.7% 0.6% 1.8% Q3-6. Overall quality of life in your neighborhood 47.1% 37.7% 8.2% 4.7% 1.2% 1.2% Q3-7. Overall availability of arts & cultural offerings within Hillsborough 39.1% 39.5% 10.7% 4.1% 1.4% 5.3% Q3-8. Overall ease of travel within Hillsborough 9.1% 25.9% 19.6% 30.2% 13.8% 1.4% Q3-9. Overall value received for your local taxes & fees 13.8% 36.2% 22.6% 14.4% 7.4% 5.6% Page 71 WITHOUT DON’T KNOW Q3. Perception of Hillsborough. Several items that may influence your perception of Hillsborough are listed below. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q3-1. Overall quality of services provided by the town 30.3% 55.5% 10.3% 3.3% 0.6% Q3-2. Overall appearance of Hillsborough 34.9% 49.0% 11.1% 4.2% 0.8% Q3-3. Overall acceptance by the community of diverse populations 26.9% 40.9% 20.3% 10.6% 1.3% Q3-4. Overall image of Hillsborough 32.7% 51.6% 11.5% 3.8% 0.4% Q3-5. Overall quality of life in Hillsborough 42.2% 46.5% 6.9% 3.8% 0.6% Q3-6. Overall quality of life in your neighborhood 47.6% 38.2% 8.3% 4.7% 1.2% Q3-7. Overall availability of arts & cultural offerings within Hillsborough 41.3% 41.7% 11.3% 4.3% 1.4% Q3-8. Overall ease of travel within Hillsborough 9.3% 26.2% 19.9% 30.6% 14.0% Q3-9. Overall value received for your local taxes & fees 14.6% 38.4% 23.9% 15.3% 7.8% Page 72 Q4. Perception of Safety and Security. Please indicate how safe you feel in following areas. (N=514) Very Don't Very safe Safe Neutral Unsafe unsafe know Q4-1. In downtown Hillsborough during the day 78.0% 19.8% 1.2% 0.2% 0.4% 0.4% Q4-2. In downtown Hillsborough at night 40.7% 43.0% 8.0% 1.8% 0.8% 5.8% Q4-3. In Hillsborough overall 44.0% 46.3% 6.8% 1.4% 0.2% 1.4% Q4-4. On Riverwalk trails & in town parks 36.6% 45.7% 6.8% 1.8% 0.2% 8.9% Q4-5. When walking alone in your neighborhood during the day 67.9% 26.5% 3.1% 1.4% 0.4% 0.8% Q4-6. When walking alone in your neighborhood at night 30.4% 43.4% 15.2% 4.9% 1.8% 4.5% WITHOUT DON’T KNOW Q4. Perception of Safety and Security. Please indicate how safe you feel in following areas. (without "don't know") (N=514) Very safe Safe Neutral Unsafe Very unsafe Q4-1. In downtown Hillsborough during the day 78.3% 19.9% 1.2% 0.2% 0.4% Q4-2. In downtown Hillsborough at night 43.2% 45.7% 8.5% 1.9% 0.8% Q4-3. In Hillsborough overall 44.6% 46.9% 6.9% 1.4% 0.2% Q4-4. On Riverwalk trails & in town parks 40.2% 50.2% 7.5% 1.9% 0.2% Q4-5. When walking alone in your neighborhood during the day 68.4% 26.7% 3.1% 1.4% 0.4% Q4-6. When walking alone in your neighborhood at night 31.8% 45.4% 15.9% 5.1% 1.8% Page 73 Q5. Law Enforcement Services. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q5-1. Overall police relationship with your neighborhood 37.5% 36.4% 8.9% 2.9% 1.0% 13.2% Q5-2. Visibility of police in neighborhoods 33.3% 39.9% 16.0% 4.3% 1.2% 5.4% Q5-3. Town's efforts to prevent crime 29.4% 36.0% 12.3% 2.1% 1.0% 19.3% Q5-4. Enforcement of local traffic laws 23.2% 36.4% 17.9% 8.2% 2.5% 11.9% WITHOUT DON’T KNOW Q5. Law Enforcement Services. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q5-1. Overall police relationship with your neighborhood 43.3% 41.9% 10.3% 3.4% 1.1% Q5-2. Visibility of police in neighborhoods 35.2% 42.2% 16.9% 4.5% 1.2% Q5-3. Town's efforts to prevent crime 36.4% 44.6% 15.2% 2.7% 1.2% Q5-4. Enforcement of local traffic laws 26.3% 41.3% 20.3% 9.3% 2.9% Page 74 Q6. Parks and Recreation. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q6-1. Availability of greenways & trails 49.2% 32.9% 8.0% 3.7% 1.0% 5.3% Q6-2. Availability of parks 46.1% 38.7% 6.4% 3.5% 0.6% 4.7% Q6-3. Availability of playgrounds 35.2% 32.1% 12.3% 4.7% 0.4% 15.4% WITHOUT DON’T KNOW Q6. Parks and Recreation. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q6-1. Availability of greenways & trails 52.0% 34.7% 8.4% 3.9% 1.0% Q6-2. Availability of parks 48.4% 40.6% 6.7% 3.7% 0.6% Q6-3. Availability of playgrounds 41.6% 37.9% 14.5% 5.5% 0.5% Page 75 Q7. Code Enforcement. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q7-1. Enforcement of trash & debris cleanup on private property 19.6% 31.1% 14.0% 10.9% 3.5% 20.8% Q7-2. Enforcement of mowing & cutting of weeds on private property 15.2% 27.8% 19.5% 9.3% 3.9% 24.3% WITHOUT DON’T KNOW Q7. Code Enforcement. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q7-1. Enforcement of trash & debris cleanup on private property 24.8% 39.3% 17.7% 13.8% 4.4% Q7-2. Enforcement of mowing & cutting of weeds on private property 20.1% 36.8% 25.7% 12.3% 5.1% Page 76 Q8. Parking and Transit. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q8-1. Convenience of downtown parking 19.3% 44.6% 15.8% 14.8% 4.5% 1.2% Q8-2. Ease of travel by walking to key destinations 29.2% 40.3% 14.2% 9.1% 4.7% 2.5% Q8-3. Ease of travel by driving to key destinations 16.3% 37.2% 23.2% 16.7% 5.1% 1.6% Q8-4. Ease of travel by biking to key destinations 6.8% 13.0% 15.8% 14.0% 6.8% 43.6% Q8-5. Ease of travel by bus to key destinations 4.5% 9.9% 15.6% 6.6% 3.3% 60.1% WITHOUT DON’T KNOW Q8. Parking and Transit. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q8-1. Convenience of downtown parking 19.5% 45.1% 15.9% 15.0% 4.5% Q8-2. Ease of travel by walking to key destinations 29.9% 41.3% 14.6% 9.4% 4.8% Q8-3. Ease of travel by driving to key destinations 16.6% 37.7% 23.5% 17.0% 5.1% Q8-4. Ease of travel by biking to key destinations 12.1% 23.1% 27.9% 24.8% 12.1% Q8-5. Ease of travel by bus to key destinations 11.2% 24.9% 39.0% 16.6% 8.3% Page 77 Q9. Maintenance. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q9-1. Condition of streets in your neighborhood 29.0% 47.5% 12.5% 6.6% 3.1% 1.4% Q9-2. Condition of sidewalks in your neighborhood 22.6% 30.5% 14.0% 11.9% 8.8% 12.3% Q9-3. Cleanliness & appearance of medians & roadsides 18.3% 48.2% 18.9% 9.3% 3.7% 1.6% Q9-4. Mowing & tree trimming along streets & other public areas 21.0% 50.0% 17.3% 7.0% 2.5% 2.1% Q9-5. Adequacy of street lighting in your neighborhood 27.8% 40.7% 15.8% 11.1% 3.3% 1.4% Q9-6. Winter weather response on town- maintained streets 26.8% 37.2% 12.6% 6.6% 1.6% 15.2% Q9-7. Condition of parks 34.4% 47.1% 9.5% 1.8% 0.2% 7.0% Q9-8. Condition of greenways 34.8% 45.1% 9.9% 1.2% 0.4% 8.6% Page 78 WITHOUT DON’T KNOW Q9. Maintenance. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q9-1. Condition of streets in your neighborhood 29.4% 48.1% 12.6% 6.7% 3.2% Q9-2. Condition of sidewalks in your neighborhood 25.7% 34.8% 16.0% 13.5% 10.0% Q9-3. Cleanliness & appearance of medians & roadsides 18.6% 49.0% 19.2% 9.5% 3.8% Q9-4. Mowing & tree trimming along streets & other public areas 21.5% 51.1% 17.7% 7.2% 2.6% Q9-5. Adequacy of street lighting in your neighborhood 28.2% 41.2% 16.0% 11.2% 3.4% Q9-6. Winter weather response on town- maintained streets 31.7% 43.8% 14.9% 7.8% 1.8% Q9-7. Condition of parks 37.0% 50.6% 10.3% 1.9% 0.2% Q9-8. Condition of greenways 38.1% 49.4% 10.9% 1.3% 0.4% Page 79 Q10. Which TWO maintenance items listed in Question 9 do you think should receive the MOST EMPHASIS from town leaders over the next two years? Q10. Top choice Number Percent Condition of streets in your neighborhood 79 15.4 % Condition of sidewalks in your neighborhood 86 16.7 % Cleanliness & appearance of medians & roadsides 58 11.3 % Mowing & tree trimming along streets & other public areas 31 6.0 % Adequacy of street lighting in your neighborhood 58 11.3 % Winter weather response on town-maintained streets 60 11.7 % Condition of parks 28 5.4 % Condition of greenways 16 3.1 % None chosen 98 19.1 % Total 514 100.0 % Q10. Which TWO maintenance items listed in Question 9 do you think should receive the MOST EMPHASIS from town leaders over the next two years? Q10. 2nd choice Number Percent Condition of streets in your neighborhood 37 7.2 % Condition of sidewalks in your neighborhood 43 8.4 % Cleanliness & appearance of medians & roadsides 52 10.1 % Mowing & tree trimming along streets & other public areas 58 11.3 % Adequacy of street lighting in your neighborhood 46 8.9 % Winter weather response on town-maintained streets 49 9.5 % Condition of parks 47 9.1 % Condition of greenways 33 6.4 % None chosen 149 29.0 % Total 514 100.0 % Page 80 SUM OF TOP 2 CHOICES Q10. Which TWO maintenance items listed in Question 9 do you think should receive the MOST EMPHASIS from town leaders over the next two years? (top 2) Q10. Sum of Top 2 Choices Number Percent Condition of streets in your neighborhood 116 22.6 % Condition of sidewalks in your neighborhood 129 25.1 % Cleanliness & appearance of medians & roadsides 110 21.4 % Mowing & tree trimming along streets & other public areas 89 17.3 % Adequacy of street lighting in your neighborhood 104 20.2 % Winter weather response on town-maintained streets 109 21.2 % Condition of parks 75 14.6 % Condition of greenways 49 9.5 % None chosen 98 19.1 % Total 879 Page 81 Q11. Solid Waste and Utility Services. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q11-1. Solid waste collection services 50.4% 39.1% 3.5% 1.2% 0.6% 5.3% Q11-2. Residential bulk trash collection 39.5% 34.0% 6.0% 1.6% 1.8% 17.1% Q11-3. Yard waste (leaves/tree limbs) collection services 41.2% 30.4% 5.6% 1.8% 1.2% 19.8% Q11-4. Quality of drinking water 30.9% 39.9% 15.2% 7.6% 3.7% 2.7% Q11-5. Sewer services 32.3% 44.7% 12.3% 3.7% 1.2% 5.8% Q11-6. Eno River protection 19.8% 36.8% 13.2% 3.3% 0.8% 26.1% Q11-7. Drainage of town streets 18.7% 40.5% 16.5% 9.5% 1.6% 13.2% Q11-8. Ease of paying water & sewer bill 28.6% 40.7% 13.8% 10.3% 4.7% 1.9% Q11-9. What you are charged for water & sewer services 10.5% 26.3% 21.8% 22.8% 16.1% 2.5% Q11-10. What you are charged for stormwater services 8.4% 21.0% 23.2% 12.5% 9.9% 25.1% Page 82 WITHOUT DON’T KNOW Q11. Solid Waste and Utility Services. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q11-1. Solid waste collection services 53.2% 41.3% 3.7% 1.2% 0.6% Q11-2. Residential bulk trash collection 47.7% 41.1% 7.3% 1.9% 2.1% Q11-3. Yard waste (leaves/tree limbs) collection services 51.5% 37.9% 7.0% 2.2% 1.5% Q11-4. Quality of drinking water 31.8% 41.0% 15.6% 7.8% 3.8% Q11-5. Sewer services 34.3% 47.5% 13.0% 3.9% 1.2% Q11-6. Eno River protection 26.8% 49.7% 17.9% 4.5% 1.1% Q11-7. Drainage of town streets 21.5% 46.6% 19.1% 11.0% 1.8% Q11-8. Ease of paying water & sewer bill 29.2% 41.5% 14.1% 10.5% 4.8% Q11-9. What you are charged for water & sewer services 10.8% 26.9% 22.4% 23.4% 16.6% Q11-10. What you are charged for stormwater services 11.2% 28.1% 30.9% 16.6% 13.2% Page 83 Q12. Development. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q12-1. Amount of trees & shrubs retained and/or replaced on new development 7.6% 31.3% 18.9% 18.9% 8.8% 14.6% Q12-2. Overall quality of recent residential development in Hillsborough 8.4% 33.3% 23.9% 17.7% 8.6% 8.2% Q12-3. Overall quality of recent commercial development in Hillsborough 4.3% 33.3% 25.9% 15.0% 6.2% 15.4% Q12-4. Protection of historic district & local landmarks 21.6% 48.4% 13.6% 5.6% 3.1% 7.6% Q12-5. Ability to find housing you can afford in Hillsborough 7.4% 25.5% 22.6% 19.6% 11.5% 13.4% WITHOUT DON’T KNOW Q12. Development. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q12-1. Amount of trees & shrubs retained and/or replaced on new development 8.9% 36.7% 22.1% 22.1% 10.3% Q12-2. Overall quality of recent residential development in Hillsborough 9.1% 36.2% 26.1% 19.3% 9.3% Q12-3. Overall quality of recent commercial development in Hillsborough 5.1% 39.3% 30.6% 17.7% 7.4% Q12-4. Protection of historic district & local landmarks 23.4% 52.4% 14.7% 6.1% 3.4% Q12-5. Ability to find housing you can afford in Hillsborough 8.5% 29.4% 26.1% 22.7% 13.3% Page 84 Q13. During the past year, have you or other members of your household contacted employees of the Town of Hillsborough to seek services, ask a question, or file a complaint? Q13. Have you contacted employees of Town of Hillsborough to seek services, ask a question, or file a complaint during past year Number Percent Yes 278 54.1 % No 236 45.9 % Total 514 100.0 % Q13a. If "YES" to Question 13, how satisfied are you with the town employees you have contacted? (N=278) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q13a-1. How easy the employees were to contact 34.2% 41.7% 10.4% 8.3% 4.0% 1.4% Q13a-2. Courtesy of employees 48.6% 36.7% 6.1% 5.4% 1.8% 1.4% Q13a-3. Accuracy of the information & assistance you were given 38.8% 38.1% 8.6% 9.0% 2.5% 2.9% Q13a-4. Time it took for your request to be completed 33.1% 40.6% 9.0% 7.6% 6.1% 3.6% Q13a-5. How well your issue was handled 36.3% 34.2% 9.7% 8.6% 8.3% 2.9% Q13a-6. Resolution to your issue or concern 36.3% 34.9% 10.4% 8.3% 7.2% 2.9% Page 85 WITHOUT DON’T KNOW Q13a. If "YES" to Question 13, how satisfied are you with the town employees you have contacted? (without "don't know") (N=278) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q13a-1. How easy the employees were to contact 34.7% 42.3% 10.6% 8.4% 4.0% Q13a-2. Courtesy of employees 49.3% 37.2% 6.2% 5.5% 1.8% Q13a-3. Accuracy of the information & assistance you were given 40.0% 39.3% 8.9% 9.3% 2.6% Q13a-4. Time it took for your request to be completed 34.3% 42.2% 9.3% 7.8% 6.3% Q13a-5. How well your issue was handled 37.4% 35.2% 10.0% 8.9% 8.5% Q13a-6. Resolution to your issue or concern 37.4% 35.9% 10.7% 8.5% 7.4% Page 86 Q13b. If "YES" to Question 13, please indicate overall rating of customer service. (N=278) Below Don't Excellent Good Neutral average Poor know Q13b-1. Water & Sewer Services 23.4% 33.5% 8.6% 6.5% 4.0% 24.1% Q13b-2. Water & Sewer Billing & Collections 20.1% 30.9% 10.8% 10.4% 8.6% 19.1% Q13b-3. Stormwater & Environmental Services 14.0% 17.6% 11.9% 1.1% 3.2% 52.2% Q13b-4. Solid Waste/Public Works 21.9% 30.2% 7.9% 0.7% 1.4% 37.8% Q13b-5. Planning/Land Development 19.4% 15.8% 12.2% 5.8% 5.0% 41.7% Q13b-6. Parks & Public Spaces 16.9% 20.9% 7.9% 1.4% 1.8% 51.1% Q13b-7. Fire Marshal 11.5% 10.4% 8.6% 0.7% 1.1% 67.6% Q13b-8. Police 28.1% 22.3% 8.3% 2.9% 1.4% 37.1% WITHOUT DON’T KNOW Q13b. If "YES" to Question 13, please indicate overall rating of customer service. (without "don't know") (N=278) Below Excellent Good Neutral average Poor Q13b-1. Water & Sewer Services 30.8% 44.1% 11.4% 8.5% 5.2% Q13b-2. Water & Sewer Billing & Collections 24.9% 38.2% 13.3% 12.9% 10.7% Q13b-3. Stormwater & Environmental Services 29.3% 36.8% 24.8% 2.3% 6.8% Q13b-4. Solid Waste/Public Works 35.3% 48.6% 12.7% 1.2% 2.3% Q13b-5. Planning/Land Development 33.3% 27.2% 21.0% 9.9% 8.6% Q13b-6. Parks & Public Spaces 34.6% 42.6% 16.2% 2.9% 3.7% Q13b-7. Fire Marshal 35.6% 32.2% 26.7% 2.2% 3.3% Q13b-8. Police 44.6% 35.4% 13.1% 4.6% 2.3% Page 87 Q14. Communication and Engagement. Please indicate how satisfied you are with each item. (N=514) Very Dissatisfi- Very Don't satisfied Satisfied Neutral ed dissatisfied know Q14-1. Availability of information about town programs & services 22.6% 46.1% 20.4% 5.6% 1.9% 3.3% Q14-2. Town efforts to keep you informed about local issues 23.3% 39.9% 22.2% 8.4% 1.9% 4.3% Q14-3. Level of public involvement in local decisions 12.6% 31.9% 24.1% 9.5% 2.9% 18.9% Q14-4. Quality of social media outlets 14.4% 33.3% 20.6% 2.5% 1.9% 27.2% Q14-5. Citizens newsletter (with water & sewer bill) 17.3% 43.4% 19.3% 1.9% 2.3% 15.8% Q14-6. Overall usefulness of Hillsborough website 17.1% 37.0% 24.3% 3.3% 1.8% 16.5% WITHOUT DON’T KNOW Q14. Communication and Engagement. Please indicate how satisfied you are with each item. (without "don't know") (N=514) Very Very satisfied Satisfied Neutral Dissatisfied dissatisfied Q14-1. Availability of information about town programs & services 23.3% 47.7% 21.1% 5.8% 2.0% Q14-2. Town efforts to keep you informed about local issues 24.4% 41.7% 23.2% 8.7% 2.0% Q14-3. Level of public involvement in local decisions 15.6% 39.3% 29.7% 11.8% 3.6% Q14-4. Quality of social media outlets 19.8% 45.7% 28.3% 3.5% 2.7% Q14-5. Citizens newsletter (with water & sewer bill) 20.6% 51.5% 22.9% 2.3% 2.8% Q14-6. Overall usefulness of Hillsborough website 20.5% 44.3% 29.1% 4.0% 2.1% Page 88 Q15. How do you hear or receive information about community issues, services, and events? Q15. How do you hear or receive information about community issues, services, & events Number Percent Town website (www.hillsboroughnc.gov) 265 51.6 % Hillsborough email subscription lists 153 29.8 % Citizens newsletter (with water & sewer bill) 244 47.5 % Social media outlets run by the town (e.g. Facebook, Twitter, or YouTube pages) 212 41.2 % Social media outlets not run by the town 206 40.1 % Town-produced brochures or pamphlets 142 27.6 % Town representatives at events or meetings 71 13.8 % OC Alerts emergency notification system 225 43.8 % The News of Orange or other local newspapers 205 39.9 % WHUP-FM or other local radio or television news 75 14.6 % Friends or neighbors 356 69.3 % Other 35 6.8 % Total 2189 Q15-12. Other Q15-12. Other Number Percent 42 BUS BUDDIES 1 2.9 % ASSOCIATION VIOLATIONS 1 2.9 % DOWNTOWN OF LISTED EVENTS/SIGNS 1 2.9 % FAMILY 1 2.9 % FLYERS AND POSTERS 1 2.9 % FLYERS ON STREET POSTS 1 2.9 % Flyers posted on polls or bulletin boards 1 2.9 % HAC MAILING 1 2.9 % HILLSBOROUGH MAGAZINE 1 2.9 % HUMC CHURCH 1 2.9 % LIBRARY 3 8.8 % NEIGHBORHOOD NEWS 1 2.9 % NEVER DOES WORK 1 2.9 % NEWS BREAK 1 2.9 % NEWSLETTERS TWICE A YEAR 1 2.9 % NEXTDOOR 8 23.5 % ONE COMMISSIONER 1 2.9 % PRIVATE FLYERS, NEXTDOOR, ONLINE 1 2.9 % Posters 1 2.9 % ROAD SIGNS 1 2.9 % SCHOOLS 1 2.9 % SIGNS IN TOWN, COFFEE SHOP 2 5.9 % SIGNS POSTED AROUND TOWN 1 2.9 % SPORTSPLEX 1 2.9 % Total 34 100.0 % Page 89 Q16. What are the THREE ways you most prefer to receive information about town issues, services, events, and emergencies? Q16. Top choice Number Percent Town website (www.hillsboroughnc.gov) 101 19.6 % Hillsborough email subscription lists 121 23.5 % Citizens newsletter (with water & sewer bill) 49 9.5 % Social media outlets run by the town (e.g. Facebook, Twitter, or YouTube pages) 68 13.2 % Social media outlets not run by the town 12 2.3 % Town-produced brochures or pamphlets 12 2.3 % Town representatives at events or meetings 3 0.6 % OC Alerts emergency notification system 42 8.2 % The News of Orange or other local newspapers 11 2.1 % WHUP-FM or other local radio or television news 5 1.0 % Friends or neighbors 9 1.8 % Other 2 0.4 % None chosen 79 15.4 % Total 514 100.0 % Q16. What are the THREE ways you most prefer to receive information about town issues, services, events, and emergencies? Q16. 2nd choice Number Percent Town website (www.hillsboroughnc.gov) 69 13.4 % Hillsborough email subscription lists 55 10.7 % Citizens newsletter (with water & sewer bill) 49 9.5 % Social media outlets run by the town (e.g. Facebook, Twitter, or YouTube pages) 64 12.5 % Social media outlets not run by the town 32 6.2 % Town-produced brochures or pamphlets 37 7.2 % Town representatives at events or meetings 7 1.4 % OC Alerts emergency notification system 45 8.8 % The News of Orange or other local newspapers 35 6.8 % WHUP-FM or other local radio or television news 7 1.4 % Friends or neighbors 11 2.1 % Other 4 0.8 % None chosen 99 19.3 % Total 514 100.0 % Page 90 Q16. What are the THREE ways you most prefer to receive information about town issues, services, events, and emergencies? Q16. 3rd choice Number Percent Town website (www.hillsboroughnc.gov) 50 9.7 % Hillsborough email subscription lists 19 3.7 % Citizens newsletter (with water & sewer bill) 39 7.6 % Social media outlets run by the town (e.g. Facebook, Twitter, or YouTube pages) 43 8.4 % Social media outlets not run by the town 25 4.9 % Town-produced brochures or pamphlets 21 4.1 % Town representatives at events or meetings 7 1.4 % OC Alerts emergency notification system 42 8.2 % The News of Orange or other local newspapers 37 7.2 % WHUP-FM or other local radio or television news 14 2.7 % Friends or neighbors 56 10.9 % Other 5 1.0 % None chosen 156 30.4 % Total 514 100.0 % SUM OF TOP 3 CHOICES Q16. What are the THREE ways you most prefer to receive information about town issues, services, events, and emergencies? (top 3) Q16. Sum of Top 3 Choices Number Percent Town website (www.hillsboroughnc.gov) 220 42.8 % Hillsborough email subscription lists 195 37.9 % Citizens newsletter (with water & sewer bill) 137 26.7 % Social media outlets run by the town (e.g. Facebook, Twitter, or YouTube pages) 175 34.0 % Social media outlets not run by the town 69 13.4 % Town-produced brochures or pamphlets 70 13.6 % Town representatives at events or meetings 17 3.3 % OC Alerts emergency notification system 129 25.1 % The News of Orange or other local newspapers 83 16.1 % WHUP-FM or other local radio or television news 26 5.1 % Friends or neighbors 76 14.8 % Other 11 2.1 % None chosen 79 15.4 % Total 1287 Page 91 Q17. How often do you typically go outside Hillsborough town limits to shop? Q17. How often do you typically go outside Hillsborough town limits to shop Number Percent Every day 58 11.3 % A few times per week 167 32.5 % At least once a week 130 25.3 % A few times per month 102 19.8 % A few times per year 27 5.3 % Seldom or never 15 2.9 % Not provided 15 2.9 % Total 514 100.0 % WITHOUT NOT PROVIDED Q17. How often do you typically go outside Hillsborough town limits to shop? (without "not provided") Q17. How often do you typically go outside Hillsborough town limits to shop Number Percent Every day 58 11.6 % A few times per week 167 33.5 % At least once a week 130 26.1 % A few times per month 102 20.4 % A few times per year 27 5.4 % Seldom or never 15 3.0 % Total 499 100.0 % Page 92 Q18. Overall Ratings of the Community. How would you rate the Town of Hillsborough regarding the following items? (N=514) Below Don't Excellent Good Neutral average Poor know Q18-1. As a place to live 58.8% 33.5% 3.1% 1.6% 1.4% 1.8% Q18-2. As a place to work 15.6% 18.5% 14.8% 6.0% 2.7% 42.4% Q18-3. As a place to play 32.7% 42.6% 13.8% 2.7% 1.2% 7.0% Q18-4. As a place to raise children 41.1% 29.4% 6.4% 1.8% 1.0% 20.4% Q18-5. As a place to retire 41.6% 28.0% 7.6% 3.1% 2.9% 16.7% Q18-6. As a place to visit 37.5% 39.5% 11.5% 3.5% 1.2% 6.8% Q18-7. As a place to start a business 10.1% 14.8% 11.9% 8.0% 5.3% 50.0% Q18-8. As a partner with its residents 20.4% 36.0% 18.9% 3.7% 1.6% 19.5% Q18-9. As a town that is moving in the right direction 22.8% 36.6% 20.2% 7.8% 5.8% 6.8% Page 93 WITHOUT DON’T KNOW Q18. Overall Ratings of the Community. How would you rate the Town of Hillsborough regarding the following items? (without "don't know") (N=514) Below Excellent Good Neutral average Poor Q18-1. As a place to live 59.8% 34.1% 3.2% 1.6% 1.4% Q18-2. As a place to work 27.0% 32.1% 25.7% 10.5% 4.7% Q18-3. As a place to play 35.1% 45.8% 14.9% 2.9% 1.3% Q18-4. As a place to raise children 51.6% 36.9% 8.1% 2.2% 1.2% Q18-5. As a place to retire 50.0% 33.6% 9.1% 3.7% 3.5% Q18-6. As a place to visit 40.3% 42.4% 12.3% 3.8% 1.3% Q18-7. As a place to start a business 20.2% 29.6% 23.7% 16.0% 10.5% Q18-8. As a partner with its residents 25.4% 44.7% 23.4% 4.6% 1.9% Q18-9. As a town that is moving in the right direction 24.4% 39.2% 21.7% 8.4% 6.3% Page 94 Q19. Would you be willing to pay higher taxes to support enhancements to town services? Q19. Would you be willing to pay higher taxes to support enhancements to town services Number Percent Yes, I would be willing to pay an increase in taxes 192 37.4 % No, I would not be willing to pay an increase in taxes 224 43.6 % Don’t know 98 19.1 % Total 514 100.0 % Q19a. If "YES" to Question 19: For which local government services, from the list below, would you be willing to pay higher taxes to support enhancements? Q19a. For which local government services would you be willing to pay higher taxes to support enhancements Number Percent Road improvements 101 52.6 % Town buildings & facilities 36 18.8 % Trails & greenways 131 68.2 % Public safety facilities & staffing 57 29.7 % Construction of new sidewalks 129 67.2 % Affordable housing 97 50.5 % Parking facilities 45 23.4 % Total 596 Page 95 Q20. How willing would you be to pay fees instead of taxes to pay for improvements to town services that you use or benefit from? Q20. How willing would you be to pay fees instead of taxes for improvements to town services Number Percent Very willing 32 6.2 % Willing 143 27.8 % Not sure 208 40.5 % Not willing 118 23.0 % Not provided 13 2.5 % Total 514 100.0 % WITHOUT NOT PROVIDED Q20. How willing would you be to pay fees instead of taxes to pay for improvements to town services that you use or benefit from? (without "not provided") Q20. How willing would you be to pay fees instead of taxes for improvements to town services Number Percent Very willing 32 6.4 % Willing 143 28.5 % Not sure 208 41.5 % Not willing 118 23.6 % Total 501 100.0 % Page 96 Q25. Approximately how many years have you lived in Hillsborough? Q25. How many years have you lived in Hillsborough Number Percent 0-5 239 46.5 % 6-10 66 12.8 % 11-15 52 10.1 % 16-20 38 7.4 % 21-30 52 10.1 % 31+ 47 9.1 % Not provided 20 3.9 % Total 514 100.0 % WITHOUT NOT PROVIDED Q25. Approximately how many years have you lived in Hillsborough? (without "not provided") Q25. How many years have you lived in Hillsborough Number Percent 0-5 239 48.4 % 6-10 66 13.4 % 11-15 52 10.5 % 16-20 38 7.7 % 21-30 52 10.5 % 31+ 47 9.5 % Total 494 100.0 % Page 97 Q26. What is your age? Q26. Your age Number Percent 18-34 111 21.6 % 35-44 89 17.3 % 45-54 96 18.7 % 55-64 100 19.5 % 65+101 19.6 % Not provided 17 3.3 % Total 514 100.0 % WITHOUT NOT PROVIDED Q26. What is your age? (without "not provided") Q26. Your age Number Percent 18-34 111 22.3 % 35-44 89 17.9 % 45-54 96 19.3 % 55-64 100 20.1 % 65+101 20.3 % Total 497 100.0 % Q27. How do you identify yourself? Q27. Your gender Number Percent Male 249 48.4 % Female 255 49.6 % Other 2 0.4 % Not provided 8 1.6 % Total 514 100.0 % WITHOUT NOT PROVIDED Q27. How do you identify yourself? (without "not provided") Q27. Your gender Number Percent Male 249 49.2 % Female 255 50.4 % Other 2 0.4 % Total 506 100.0 % Page 98 Q28. Do you own or rent your current residence? Q28. Do you own or rent your current residence Number Percent Own 361 70.2 % Rent 149 29.0 % Not provided 4 0.8 % Total 514 100.0 % WITHOUT NOT PROVIDED Q28. Do you own or rent your current residence? (without "not provided") Q28. Do you own or rent your current residence Number Percent Own 361 70.8 % Rent 149 29.2 % Total 510 100.0 % Q29. Are you of Hispanic, Latino or Spanish ancestry? Q29. Are you of Hispanic, Latino or Spanish ancestry Number Percent Yes 61 11.9 % No 449 87.4 % Not provided 4 0.8 % Total 514 100.0 % WITHOUT NOT PROVIDED Q29. Are you of Hispanic, Latino or Spanish ancestry? (without "not provided") Q29. Are you of Hispanic, Latino or Spanish ancestry Number Percent Yes 61 12.0 % No 449 88.0 % Total 510 100.0 % Page 99 Q30. Which of the following best describes your race/ethnicity? Q30. Your race/ethnicity Number Percent African American/Black 106 20.6 % American Indian or Alaska Native 8 1.6 % Asian/Pacific Islander 11 2.1 % White 371 72.2 % Other 11 2.1 % Total 507 Q30-5. Other Q30-5. Other Number Percent Bi-racial 1 12.5 % HISPANIC 1 12.5 % IRISH, GERMAN 1 12.5 % JEWISH 1 12.5 % JEWISH/INDIAN 1 12.5 % MIXED 3 37.5 % Total 8 100.0 % Q31. Would you say your total annual household income is: Q31. Your total annual household income Number Percent Under $30K 36 7.0 % $30K to $59,999 100 19.5 % $60K to $99,999 114 22.2 % $100K to $129,999 84 16.3 % $130K+ 124 24.1 % Not provided 56 10.9 % Total 514 100.0 % WITHOUT NOT PROVIDED Q31. Would you say your total annual household income is: (without "not provided") Q31. Your total annual household income Number Percent Under $30K 36 7.9 % $30K to $59,999 100 21.8 % $60K to $99,999 114 24.9 % $100K to $129,999 84 18.3 % $130K+ 124 27.1 % Total 458 100.0 % Page 100 Q32. Which of the following is the highest level of education you have completed? Q32. Highest level of education you have completed Number Percent Less than high school graduate 22 4.3 % High school diploma or equivalent (GED) 22 4.3 % Special/technical training (not college) 20 3.9 % Some college (no degree) 38 7.4 % Associate’s degree 78 15.2 % Bachelor’s degree 201 39.1 % Graduate or professional degree (master, PhD, Juris Doctor, etc.) 90 17.5 % Not provided 43 8.4 % Total 514 100.0 % WITHOUT NOT PROVIDED Q32. Which of the following is the highest level of education you have completed? (without "not provided") Q32. Highest level of education you have completed Number Percent Less than high school graduate 22 4.7 % High school diploma or equivalent (GED) 22 4.7 % Special/technical training (not college) 20 4.2 % Some college (no degree) 38 8.1 % Associate’s degree 78 16.6 % Bachelor’s degree 201 42.7 % Graduate or professional degree (master, PhD, Juris Doctor, etc.) 90 19.1 % Total 471 100.0 % Page 101 Section 5 Survey Instrument Page 102 October 2019 Dear Hillsborough Resident, The Town of Hillsborough is requesting your participation in this important community survey that provides the town with information about community priorities and about the quality of town programs and services. We love Hillsborough, and that means continually working to maintain what’s special about our community. Getting your views on what the town can do better is a critical part of improving the quality of life in Hillsborough. The town will use the survey’s results to assess how we are doing in developing, monitoring, and evaluating priorities. Your opinions will have an impact on whether certain priorities need to be maintained, eliminated, or modified. Survey results will influence what the town does in the future and how, when, and to what level priorities are supported in the budget. These priorities will be tracked through the annual budget and operational planning process. Later this fall, the mayor, town board, and staff will discuss the survey results and provide direction on what changes we should consider going into the new year. The survey results also will be placed on the town’s website. Please take some time to answer the questions attached, and please return your survey as soon as possible. We anticipate the survey will take 15 minutes to complete. Your responses will remain confidential. You can return the completed survey in the enclosed postage-paid envelope addressed to ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061. Or you may complete the survey online at www.hillsboroughsurvey.org. If you have any questions, please contact Assistant to the Town Manager Jen Della Valle by phone at 919-296-9424 or by email at jen.dellavalle@hillsboroughnc.gov. Thank you for helping to evaluate the town’s operations and to find ways to make Hillsborough an even better place to live, work, play, and visit. Si tiene preguntas acerca de la encuesta y no habla Ingles, por favor llame al 1-844-811-0411. Gracias. Sincerely, Tom Stevens Eric Peterson Mayor Town Manager Page 103 2019 Community Survey Please take a few minutes to complete this survey. Your input is important to the town’s ongoing effort to identify and respond to resident concerns. Many of the questions below ask you to rate each item on a scale of 1 to 5, where 5 is the highest ranking and 1 is the lowest ranking. If you don’t know about a program or if you have not used a service, please mark “Don’t Know” rather than “Neutral.” This survey is intended for residents within Hillsborough town limits only. If you have questions, please contact the Administration Department at 919-296-9424. 1. Overall Satisfaction with Town Services. Major categories of services provided by the town are listed below. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Overall quality of police protection 5 4 3 2 1 9 2. Overall quality of fire services 5 4 3 2 1 9 3. Overall quality of town parks 5 4 3 2 1 9 4. Overall maintenance of town streets 5 4 3 2 1 9 5. Overall maintenance of town buildings and facilities 5 4 3 2 1 9 6. Overall quality of water and sewer services 5 4 3 2 1 9 7. Overall enforcement of codes and ordinances 5 4 3 2 1 9 8. Overall quality of customer service you receive from town employees 5 4 3 2 1 9 9. Overall effectiveness of communication with the public 5 4 3 2 1 9 2. Which THREE items listed above do you think should receive the MOST EMPHASIS from town leaders over the next two years? Using the numbered listing of service categories in Question 1, write the numbers for your top three choices or circle “none” below. 1st ____ 2nd ____ 3rd ____ NONE 3. Perception of Hillsborough. Several items that may influence your perception of Hillsborough are listed below. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Overall quality of services provided by the town 5 4 3 2 1 9 2. Overall appearance of Hillsborough 5 4 3 2 1 9 3. Overall acceptance by the community of diverse populations 5 4 3 2 1 9 4. Overall image of Hillsborough 5 4 3 2 1 9 5. Overall quality of life in Hillsborough 5 4 3 2 1 9 6. Overall quality of life in your neighborhood 5 4 3 2 1 9 7. Overall availability of arts and cultural offerings within Hillsborough 5 4 3 2 1 9 8. Overall ease of travel within Hillsborough 5 4 3 2 1 9 9. Overall value received for your local taxes and fees 5 4 3 2 1 9 Page 104 4.Perception of Safety and Security. How safe do you feel: Very Safe Safe Neutral Unsafe Very Unsafe Don’t Know 1. In downtown Hillsborough during the day 5 4 3 2 1 9 2. In downtown Hillsborough at night 5 4 3 2 1 9 3. In Hillsborough overall 5 4 3 2 1 9 4. On Riverwalk trails and in town parks 5 4 3 2 1 9 5. When walking alone in your neighborhood during the day 5 4 3 2 1 9 6. When walking alone in your neighborhood at night 5 4 3 2 1 9 5.Law Enforcement Services. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Overall police relationship with your neighborhood 5 4 3 2 1 9 2. Visibility of police in neighborhoods 5 4 3 2 1 9 3. Town’s efforts to prevent crime 5 4 3 2 1 9 4. Enforcement of local traffic laws 5 4 3 2 1 9 6.Parks and Recreation. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Availability of greenways and trails 5 4 3 2 1 9 2. Availability of parks 5 4 3 2 1 9 3. Availability of playgrounds 5 4 3 2 1 9 7.Code Enforcement. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Enforcement of trash and debris cleanup on private property 5 4 3 2 1 9 2. Enforcement of mowing and cutting of weeds on private property 5 4 3 2 1 9 8.Parking and Transit. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Convenience of downtown parking 5 4 3 2 1 9 2. Ease of travel by walking to key destinations 5 4 3 2 1 9 3. Ease of travel by driving to key destinations 5 4 3 2 1 9 4. Ease of travel by biking to key destinations 5 4 3 2 1 9 5. Ease of travel by bus (GoTriangle and Orange Public Transportation) to key destinations 5 4 3 2 1 9 Page 105 9.Maintenance. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Condition of streets in your neighborhood 5 4 3 2 1 9 2. Condition of sidewalks in your neighborhood 5 4 3 2 1 9 3. Cleanliness and appearance of medians and roadsides 5 4 3 2 1 9 4. Mowing and tree trimming along streets and other public areas 5 4 3 2 1 9 5. Adequacy of street lighting in your neighborhood 5 4 3 2 1 9 6. Winter weather response on town-maintained streets 5 4 3 2 1 9 7. Condition of parks 5 4 3 2 1 9 8. Condition of greenways 5 4 3 2 1 9 10.Which TWO maintenance items listed above do you think should receive the MOST EMPHASIS from town leaders over the next two years? Using the numbered listing of maintenance items in Question 9, write the numbers for your top two choices or circle “none” below. 1st ____ 2nd ____ NONE 11.Solid Waste and Utility Services. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Solid waste collection services 5 4 3 2 1 9 2. Residential bulk trash collection 5 4 3 2 1 9 3. Yard waste (leaves/tree limbs) collection services 5 4 3 2 1 9 4. Quality of drinking water 5 4 3 2 1 9 5. Sewer services 5 4 3 2 1 9 6. Eno River protection 5 4 3 2 1 9 7. Drainage of town streets 5 4 3 2 1 9 8. Ease of paying water and sewer bill 5 4 3 2 1 9 9. What you are charged for water and sewer services 5 4 3 2 1 9 10. What you are charged for stormwater services 5 4 3 2 1 9 12.Development. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Amount of trees and shrubs retained and/or replaced on new development 5 4 3 2 1 9 2. Overall quality of recent residential development in Hillsborough 5 4 3 2 1 9 3. Overall quality of recent commercial development in Hillsborough 5 4 3 2 1 9 4. Protection of historic district and local landmarks 5 4 3 2 1 9 5. Ability to find housing you can afford in Hillsborough 5 4 3 2 1 9 Page 106 13. During the past year, have you or other members of your household contacted employees of the Town of Hillsborough to seek services, ask a question, or file a complaint? ____ (1) Yes (Answer questions 13a. and 13b.) ____ (2) No (Skip to Question 14.) 13a. If “YES” to Question 13. Regarding the following, how satisfied are you with the town employees you have contacted: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. How easy the employees were to contact 5 4 3 2 1 9 2. Courtesy of employees 5 4 3 2 1 9 3. Accuracy of the information and assistance you were given 5 4 3 2 1 9 4. Time it took for your request to be completed 5 4 3 2 1 9 5. How well your issue was handled 5 4 3 2 1 9 6. Resolution to your issue or concern 5 4 3 2 1 9 13b. If “YES” to Question 13. Overall rating of customer service: Excellent Good Neutral Below Average Poor Don’t Know 1. Water and Sewer Services 5 4 3 2 1 9 2. Water and Sewer Billing and Collections 5 4 3 2 1 9 3. Stormwater and Environmental Services 5 4 3 2 1 9 4. Solid Waste/Public Works 5 4 3 2 1 9 5. Planning/Land Development 5 4 3 2 1 9 6. Parks and Public Spaces 5 4 3 2 1 9 7. Fire Marshal 5 4 3 2 1 9 8. Police 5 4 3 2 1 9 14. Communication and Engagement. How satisfied are you with: Very Satisfied Satisfied Neutral Dissatisfied Very Dissatisfied Don’t Know 1. Availability of information about town programs and services 5 4 3 2 1 9 2. Town efforts to keep you informed about local issues 5 4 3 2 1 9 3. Level of public involvement in local decisions 5 4 3 2 1 9 4. Quality of social media outlets 5 4 3 2 1 9 5. Citizens newsletter (with water and sewer bill) 5 4 3 2 1 9 6. Overall usefulness of the Hillsborough website 5 4 3 2 1 9 15. How do you hear or receive information about community issues, services, and events? Check all that apply. ____ (01) Town website (www.hillsboroughnc.gov) ____ (02) Hillsborough email subscription lists ____ (03) Citizens newsletter (with water and sewer bill) ____ (04) Social media outlets run by the town (e.g. Facebook, Twitter, or YouTube pages) ____ (05) Social media outlets not run by the town ____ (06) Town-produced brochures or pamphlets ____ (07) Town representatives at events or meetings ____ (08) OC Alerts emergency notification system ____ (09) The News of Orange or other local newspapers ____ (10) WHUP-FM or other local radio or television news ____ (11) Friends or neighbors ____ (12) Other _______________________________ Page 107 16. What are the THREE ways you most prefer to receive information about town issues, services, events, and emergencies? Using the numbered listing of communication methods in Question 15, write the numbers for your top choices below. 1st ____ 2nd ____ 3rd ____ 17. How often do you typically go outside Hillsborough town limits to shop? ____ (1) Every day ____ (2) A few times per week ____ (3) At least once a week ____ (4) A few times per month ____ (5) A few times per year ____ (6) Seldom or never 18. Overall Ratings of the Community. How would you rate the Town of Hillsborough: Excellent Good Neutral Below Average Poor Don’t Know 1. As a place to live 5 4 3 2 1 9 2. As a place to work 5 4 3 2 1 9 3. As a place to play 5 4 3 2 1 9 4. As a place to raise children 5 4 3 2 1 9 5. As a place to retire 5 4 3 2 1 9 6. As a place to visit 5 4 3 2 1 9 7. As a place to start a business 5 4 3 2 1 9 8. As a partner with its residents 5 4 3 2 1 9 9. As a town that is moving in the right direction 5 4 3 2 1 9 19. Would you be willing to pay higher taxes to support enhancements to town services? ____ (1) Yes, I would be willing to pay an increase in taxes. (Please answer Question 19a.) ____ (2) No, I would not be willing to pay an increase in taxes. (Skip to Question 20.) ____ (9) Don’t know. (Skip to Question 20.) 19a. If YES to Question 19: For which local government services, from the list below, would you be willing to pay higher taxes to support enhancements? Check all that apply. ____ (1) Road improvements ____ (2) Town buildings and facilities ____ (3) Trails and greenways ____ (4) Public safety facilities and staffing ____ (5) Construction of new sidewalks ____ (6) Affordable housing ____ (7) Parking facilities 20. How willing would you be to pay fees instead of taxes to pay for improvements to town services that you use or benefit from? ____ (1) Very willing ____ (2) Willing ____ (3) Not sure ____ (4) Not willing 21. Optional: What is the most significant issue(s) you think Hillsborough will face over the next five years? ____________________________________________________________________________________________ 22. Optional: What’s going well in Hillsborough that you want to see more of? ______________________________ ____________________________________________________________________________________________ 23. Optional: What do you like LEAST about living in Hillsborough? _______________________________________ ____________________________________________________________________________________________ Page 108 24.Optional: What are the three words you would use to describe Hillsborough? (1) __________________________ (2) _____________________________(3) ______________________________ 25.Approximately how many years have you lived in Hillsborough? ____ years 26.What is your age? ____ years 27.How do you identify yourself? ____ Male ____ Female ____ Other 28.Do you own or rent your current residence? ____ Own ____ Rent 29.Are you of Hispanic, Latino or Spanish ancestry? ____ Yes ____ No 30.Which of the following best describes your race/ethnicity? Check all that apply. ____ (1) African American/Black ____ (2) American Indian or Alaska Native ____ (3) Asian/Pacific Islander ____ (4) White ____ (5) Other ________________________________ 31.Would you say your total annual household income is: ____ (1) Under $30,000 ____ (2) $30,000 to $59,999 ____ (3) $60,000 to $99,999 ____ (4) $100,000 to $129,999 ____ (5) $130,000 or more 32.Which of the following is the highest level of education you have completed: ____ (1) Less than high school graduate ____ (2) High school diploma or equivalent (GED) ____ (3) Special/technical training (not college) ____ (4) Some college (no degree) ____ (5) Associate’s degree ____ (6) Bachelor’s degree ____ (7) Graduate or professional degree (master, PhD, Juris Doctor, etc.) This concludes the survey. Thank you for your time! Please return your completed survey in the enclosed postage-paid envelope addressed to: ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain confidential. The information printed to the right will only be used to help identify which areas of town are having problems with town services. Please correct the address if it is incorrect. Thank you. Page 109 …helping organizations make better decisions since 1982 Submitted to the Town of Hillsborough ETC Institute 725 W. Frontier Lane, Olathe, Kansas 66061 December 2019 Town of Hillsborough Community Survey Open Ended Comments 2019 Contents Question 21.................................................................................. 1 Question 22................................................................................ 14 Question 23................................................................................ 24 Question 24................................................................................ 37 Q21. Optional: What is the most significant issue(s) you think Hillsborough will face over the next five years? • A police force that treats all citizens, regardless of skin color, fairly. We have experienced unfair treatment by the Hillsborough Police. New developments and traffic. While schools are not a town responsibility, the schools are over- crowded. There is no low-income housing available. • Accommodates, sidewalks, handicap accessibility. • Affordability. • Affordability. • Affordability. • Affordability. • Affordability (housing, taxes, water rates), commercial development. • Affordability, traffic, sustainability. • Affordable housing. • Affordable housing. • Affordable housing and acceptance, inclusion, and support of diverse populations. • Affordable housing and housing prices. There is a considerable amount of "house flipping" which has artificially inflated prices, and will catch up with us. • Affordable housing and over-development. • Affordable housing in town/walkable. • Affordable housing in town/walkable. • Affordable housing; it is expensive to live here. • Affordable housing needed. • Affordable housing, traffic. • Balancing growth quality of life. • Balancing town-based management (roads, services, etc..) with larger social movements. • Becoming a suburban wasteland. • Chapel Hill. • Churton St traffic. • Churton Street traffic. • Climate change, reduce carbon on cars. Damage from storms. • Climate change, stop materialism, trash. • Climate crisis and the need for healthy outdoor spaces. • Commercial development, grocery stores poor, traffic, no bypass. • Confederate heritage/white supremacy issues coming out into the open. Traffic as additional housing comes online. • Congestion (traffic) on Churton St with trucks, etc. Quality of public schools as they need more resources. Water & sewer costs rising. The capacity of the police dept to do their job: that they did NOT disarm the KKK this past summer at the public square was atrocious. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 1 • Congestion, houses, traffic, parking. • Continued growth and development pressure. • Continued growth/expansion. • Control growth. • Controlling growth, bike and pedestrian infrastructure, parking, water quality. • Controlling water bills. • Conversion of town facilities to renewable energy. • Cost of living. • Cost of living is high in city limits. • Cost, congestion. • Crime. • Crippling gridlock, traffic volume. • Crowded roads and schools. • Crowding and traffic. • Crowding in schools, on roads, in parking areas, etc. associated with population growth. • Crowding, inclusive with race, socio-economic. • Crowding/traffic downtown. • Dealing with growth and traffic. Need more sidewalks - everywhere! Need fewer stoplights, more options for those to bypass downtown if just speeding through. Embracing diversity and differences; providing equal education across different resources; bullying in schools. Balancing differences and values of urban vs rural Hillsborough residents. • Dealing with growth. Helping our citizens who have less material resources, avoiding too much gentrification. • Desegregation of neighborhoods. • Developing quality businesses to support the growing population so new residents have improved shopping options. • Development. • Development. • Development. • Development. • Development and affordable housing and climate change. • Development and climate change. • Development of tax base that does not detract from neighbor quality and character. • Development, residential traffic, culture clash. • Development, too much population growth. • Development. Hillsborough was very involved in keeping tree cover when our neighborhood was developed twenty years ago. Now, the town allows clear cutting, which leads to erosion, stream pollution, and loss of aquatic habitat. New developments, whether commercial or residential, don't seem to have the same oversight that the town used to have - whether the oversight is about the environment or the architecture. • Don't be in such a hurry to tell the world about us. • Downtown parking. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 2 • Drastic increase in traffic with the new development near H-85 and H-86. We don't have enough roads to handle it. • Drugs, pressure on schools and roads from new residents. • Expanding too quickly, not having the proper infrastructure for all of its quick growth. • Eliminate perception that race relations is a significant problem. • Ever increasing traffic problems from higher number of drivers. • Expanded population, services for seniors. • Expanding streets and sidewalks for growth. • Explosive growth and resultant traffic! We clearly do not have the infrastructure for the significant influx of traffic and residents that we've had in the last few years and it has negatively impacted travel times and quality of life. We need to figure out how to strategically address the albatross of growth on such a small, treasured town. • Food, clothing, develop Hillsborough with shopping; where is our Starbucks, Kohls, Target. • Gentrification of its working class; living within walking distance of my job is a metric I use to determine the balance of housing and job quality. • Get a real leader in Hillsborough. Fix traffic through town. • Grid lock, developers should provide traffic impact in planning availability of water. • Growing faster than roads can handle. Overcrowding schools. • Growing pains. • Growing too fast-too many people. • Growing yet maintaining a small-town feeling. • Growth, gentrification, remaining/promoting diversity. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth. • Growth & traffic. • Growth, a better way to get across town. • Growth and being able to accommodate increased traffic, providing enough clean water to a growing population, keeping small town character while encouraging business development. • Growth and downtown traffic. • Growth and lack of housing. • Growth and residential development impair to infrastructure. • Growth and traffic. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 3 • Growth large development. • Growth management, development of historic district. • Growth of Hillsborough, to many people in a small town with not much to do in our town, we have to travel outside to enjoy any fun events as a family, movies, skating, bowling, etc. If Hillsborough is growing too fast, we need more things to do, it’s not safe traveling to other towns with their crime rates such as Durham, Burlington, Raleigh, would be nice to have something in our town to enjoy. • Growth of new development and impact on day to day life and services. • Growth of population, traffic issues. • Growth overwhelming. • Growth south of the river. • Growth to town, growth of services needed. • Growth too fast. • Growth, what that should look like, its effect on schools and traffic. Sense of place amidst the growth. • Growth, affordability of housing. • Growth, and the traffic that comes with it. Churton Street is already a parking lot at 5:30 pm, and I can imagine it's going to get worse. • Growth, climate change. • Growth, development of new neighborhoods. • Growth, diversity opposed. • Growth, growth, and growth. • Growth, loss of green spaces road congestion. • Growth, the amount of population increase. • Growth, traffic, lot of traffic as it grows. • Growth: residential vs commercial. • Handling growth and continuing to have affordable housing. • High taxes. • High taxes on property and high sales tax on food. • Highest taxes around and still wanting more? • Hillsborough is doing a decent job developing more housing options, but traffic and transit issues will make it difficult for people to truly take advantage of everything the town offers. The town must figure out how to maintain Churton Street as a great space for small, local businesses while also managing traffic congestion there. I'm interested in how the expected park & ride hub on Hwy. 70 will impact my ability to get to Durham in the mornings. Additionally, Hillsborough needs to be more accommodating of pedestrians outside of the historic district. I live on the North side of Corbin and getting down to Hassel often means choosing between walking through high grass on the shoulder or on the side of the road. Sidewalks would be greatly appreciated on Corbin. • Housing. • Housing, overcrowding of schools. • How to deal with growing traffic volume. • How to manage growth. • I am concerned about the presence of the KKK demonstrations. I hope that we can peacefully demonstrate that our town is inclusive and loving. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 4 • I think that with climate change Hillsborough should prepare to see more frequent flooding, colder winters, and hotter summers. Making plans to address more frequent needs for de-icing roads and preparing for flooding will become necessary. • I'd like the town to address school facilities, and the safety/traffic alleviation on main roadways. • I'm excited for Hillsborough to grow and I it's hope the infrastructure will grow with it! I love keeping the charm of Hillsborough but also introducing new stores to give the people a reason to stay and come visit. Traffic may increase and I think it would be a great addition to add sidewalks from Waterstone to downtown! Make a path so people can run to a trail and not drive. • Improving traffic flow in the downtown area. • Increase in population and no ability to manage traffic. • Increase in traffic. Please add a traffic circle for the Eno Mtn Road/ Orange Grove intersection. • Increased congestion due to overbuilding and lack of good traffic flow through downtown. • Increased cost of living with many new residents here. • Increased development and traffic. • Increased population and traffic. • Increased population growths impact on services police, fire, and schools. • Increased taxes, traffic, affordable housing. • Increased traffic and water/environmental problems due to increased development. • Increased traffic due to growth. • Increasing crime and drugs. • Influx in residents. • Infrastructure, namely traffic. • Infrastructure, travel through downtown, more food options, grocery and restaurants mid-price. • Infrastructure challenges as more people move to our great town, especially with the development coming at Daniel Boone. • Infrastructure inadequate. • Infrastructure of roads to work with new development. • Infrastructure particularly Churton St being overlooked by more residents and visitors. • Infrastructure, water. • Infrastructure keeping up with growth. Population increase and traffic congestion. • It will become too crowded and nearly impossible to travel to downtown. • It's tax base is almost solely from property taxes. This is a problem, especially since we need more schools and renovated schools. • Keeping services upgraded with the growth of the population. I live in West Hillsborough which was designed by racial lines to be separate and find that the roads going across town are very limited and no sidewalks are anywhere. I realize this is a great financial issue, but until sidewalks can be built, which I am sure will happen eventually, the two things that would be the greatest help would be mowing the shoulders of King and Hill more often in the growing seasons so that the shoulder is a place you can walk and enforcement of the speed limits. There is a great deal of growth in this area and I feel that concern should be given to the "walkability" of this area. • Keeping the Klan and other extreme groups from being given credence. • Keeping up with growth. • Lack of grocery stores, Food Lion is terrible. Get a Harris. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 5 • Lack of restaurants, fast food, shopping, entertainment i.e. bowling. We should not have to go to Mebane, Chapel Hill for the above. Building too much residential. • Lack of sidewalks which can be problematic to pedestrians or people who are trying to commute via walking/biking instead of just driving. • Land rent state of development. • Language barriers with residents. • Loss of open spaces; loss of trees. • Lowering taxes by bringing in business, controlling residential sprawl, traffic and schools failing. • Maintaining its small-town atmosphere. • Maintaining some affordable housing in the face of rising house prices and new construction. • Maintaining value of investments residents and companies. • Making careful intentional decisions to include diverse population. • Making our downtown vibrant. We need better lighting downtown, more variety and better shops and restaurants. Remove professional offices and real estate office from the main street (Churton) and do a better job of creating a robust small downtown with good shops, bars, restaurants, and coffee shops. We need to allow the restaurants to have patio lighting in the front and we need to keep up with other downtown development projects that are happening in Graham, Black Mountain, Durham, Wilson, and other cities in NC. Our downtown is too sleepy especially at night when it looks and feels like a ghost town. We need a better supermarket (Weaver St. is great but how about a Harris Teeter), and a Starbucks and other great shops. Why isn't our town doing more about downtown development particularly when there are state grants available? • Management of anticipated growth/traffic. • Management of commercial and residential development. • Managing current infrastructure to support and facilitate sustainable increased residential and commercial growth. • Managing growth. • Managing growth. • Managing growth and the traffic and increased need on resources that comes with it. I am also very interested in how Hillsborough is making different groups of its residents feel welcome and part of the community. • Managing growth and traffic, adding new restaurants and stores. • Managing growth appropriately. • Managing growth while retaining character. • Misdirection of funds, instead focus on police and fire and safety. • More people moving in. • More taxes. • More traffic congestion downtown, higher prices for housing. • More traffic jams. • Moving forward and razing Daniel Boone village. It is a horrible eye sore. • Much greater traffic congestion. • Need another grocery store. Downtown road congestion. • Need bike lanes I live in Cogniviallis Hills and pay my taxes, but I cannot walk or ride a bike downtown safely. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 6 • Need roads, we have too much traffic. • Need sidewalks everywhere. • Need speed bumps. • Need to be more bike friendly and connect with Chapel Hill and Cameron. • Need traffic circles, and Mtn Rd/Orange Grove, lack of sidewalks. • Needs more grocery stores and better shopping. • Not enough affordable housing, overcrowding, road access. • Not enough of variety of shopping and food. • Not enough shopping, need better grocery stores and clothing stores. • N-S traffic on Churton is untenable, need alt route around Hillsborough. Lawrence Rd exit on I-85. • Old liberal white people and millennial commies. • On big traffic jam, should have extended new 86 over I-70. • Overcrowded. • Overcrowded. • Overcrowded. • Overcrowded. • Overcrowding of cars. • Overcrowding; too small for so many people. The more people, the more crime. • Overcrowding, new neighborhoods. • Over developed, gridlock. • Over development. • Over development and continued loss of green space; water infrastructure to support increased population. • Over development, litter. • Over development, loss of green space, wildlife habitat, affordable housing. • Over development/raising cost of housing/increase in traffic. • Overgrowth and traffic through town. • Over population. • Over population and traffic and accidents. • Over population in the schools. • Over population in the town district. • Over population, traffic, lack of commercial businesses. • Over population, inappropriate new construction. • Over population, traffic. • Overcrowding and increased traffic. • Overcrowding and traffic congestion/water shortages. • Overcrowding, growth outpacing ability for the town to support it. • Overcrowding, traffic, schools are overcrowded. • Overcrowding/inadequate roads. • Overdevelopment with increase in residents/vehicles, but no implemented plan to address already bogged down traffic and parking. • Overdevelopment, traffic, rising housing cost. • Overpopulated schools. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 7 • Overpopulated, not enough housing. • Overpopulation. • Parking, traffic. • Parking, traffic. • Partisan politics and negative environment seeping in. • Personally witnessed the police force use racial slurs in public, make racist jokes and pulled over monthly when I was driving a car in poor condition. • Police needs more support in neighborhoods and schools. • Police staffing of qualified officers. • Political polarization. • Poor public-school ratings. Too few retail locations. • Population growth. • Population growth. • Population growth. • Population growth and impact on clogged streets such as Eno River Mountain stop sign, Orange Grove Road, etc. in the mornings. • Population growth and traffic. • Population growth and water quality. • Population growth leading to overcrowded schools, lack of good grocery store. • Population growth, strain on resources. • Population growth, traffic congestion. • Population growth, traffic, new schools. • Population increase, traffic problems and parking problems. • Population increase, terrible traffic. • Population surge and inadequate school facilities. • Preserving wooded areas with all the housing being built. • Push for more development. Maintaining quality of life in face of climate change. Making sure parks are accessible to all. Ensuring affordable housing is available. Maintaining the small-town image. • Racism acceptance and rapid growth. • Rapid growth. • Rapid population growth. • Recession, NC Dot over-engineering. • Redevelopment pressure. • Regulations preventing new businesses and business openings to accommodate for increase in population. • Repaid population growth. • Residential housing, traffic, infrastructure. • Revitalization of public-school system. • Rising rent prices. • Road traffic due to new development. • Roads and bridges. • Roads and services not able to accommodate all the new residents from all the new housing development. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 8 • Roads and traffic. • Roads, bridges, places to dine and entertainment for residents and visitors. • School diversity and overcrowding/affordable housing. • Schools! • Sensible expansion we have pressure to develop but we need to do so incrementally and without losing the towns characteristic, otherwise we become exactly like every other town. • Shopping and dining options; there are none. Traffic downtown. • Sidewalks and police training. • Sidewalks, especially near schools. • Smart growth with sufficient infrastructure. • Space and limited road tolerance, think bottlenecking. • Stop sanctuary for illegal immigrants. • Stop the development until roads and traffic problem is fixed. • Sudden growth, development of pioneer village will result in traffic. • Sustainable growth. • Taxes are too high! • Tension between new and old residents, its 20k and my front yard was papered w/KKK pamphlets. • Terrible decision of the town to allow a large-scale development on Daniel Boone land, this is already gridlocked to get to downtown area, 1000 new families, what in the world? I many to leave Hillsborough if traffic gets significantly worse. • The bridge on Clinton. • The climate crisis is real, and it's the most important issue the Town needs to focus on for the next many years. The Town needs to prioritize responses to the crisis, ways to mitigate. The next budget should be a climate emergency budget. Bring citizens actively into the planning to mitigate the crisis - I know there's a new OC Climate Council, but it meets when most residents can't attend, and doesn't (yet) have a communications presence or a public engagement process that I know of. Some of the things that seem obvious to me: The Town needs to control the out-of-control development, stop cutting down trees that will take 50 years to regrow to put up more houses and apartments everywhere. Trees are one of our best resources against the climate crisis - we should be planting more (we should have been doing that 20 years ago, but if we don't do it now, then 20-30 years from now the trees won't be there). Alternatives to driving private vehicles around and in town need to be immediately begun or expanded (for example - increase the Hillsborough bus frequency, have buses running in both directions on the route, expand the route, and build more connections between Hillsborough and other nearby towns by bus; get some bike lanes and walking paths from all the nearby neighborhoods into downtown), trees should be planted where they have been cut down, and stop cutting down any more large trees. Provide incentives to renewable energy use, require all new construction (residential or business) to be climate neutral, encourage the use of scooters and e- bikes. I'm sure citizens would have lots of good ideas if the Town were to ask., and I'm sure many citizens would want to get involved to help implement ideas, if only they were given the opportunity. • The huge number of new housing units and lack of commercial/retail growth. Traffic is already terrible. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 9 • The increase in population from new developments will stress current infrastructure (I would guess) and I believe adapting to this will be a challenge, i.e., maintaining and expanding infrastructure like roads, trails, etc. • The traffic flow on Churton is an ongoing concern. • The traffic on Churton as the town grows. • There has been too much residential development without matching commercial development. • There's a big problem with traffic, not enough businesses. We don't need more fast food restaurants. • Thoughtful growth and management of affordable housing while keeping the character of Hillsborough. • Too much development, too liberal. • Too much growth, huge developments will clog our streets, raise taxes. • Too many new neighborhoods and people and not enough space. Overcrowding. Increased traffic. Increased home prices that are not in line with a small town. • Too many new people, overbuilding of housing units, no control of developers. • Too many, not enough space, smaller town and quality. • Too much development. • Too much development, crime. • Too much development. How are you going to support the substantial increase in population resulting from apartments/condos? • Too much growth. • Too much growth for infrastructure. • Too much growth without proper roads. • Too much growth, bad traffic problems, no longer small town. • Too much residential growth with nowhere for the traffic to go. Churton is already backed up a key time during the day and will only get worse with the rest of the residential developments coming into play over the next few years. • Too much residential growth without enough accompanying commercial or infrastructure growth, need more retail. • Too much traffic. • Too quick of growth, and clear-cut developments (do not like them) without properly ensuring that traffic issues are addressed to support the influx of people. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 10 • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. Affordable housing. • Traffic and growth. • Traffic and loss of local business to national chains. • Traffic and overcrowding of school, services lag development bottlenecks. • Traffic and parking. • Traffic and skyrocketing home values. • Traffic concerns, keep Hillsborough historic. • Traffic congestion. • Traffic congestion. • Traffic congestion and over population. • Traffic congestion and pedestrian/bike safety issues. • Traffic congestion impact of rapid growth without improvement advanced planning of infrastructure. • Traffic congestion on Churton St. • Traffic congestion on Churton St. • Traffic congestion, over development, and lack of restaurants. • Traffic congestion, overgrowth without infrastructure. • Traffic congestion, Affordable Housing, Water and Sewer Rates. • Traffic congestion, water issues. • Traffic congestion. South Churton is becoming a mess of entrances and exits for business (and upcoming housing) that make that part of town an unpleasant experience to travel through or to stop and shop. It has become increasingly dangerous for cars and virtually impossible for pedestrians. It is completely impassable by bicycle. It has created essentially two Hillsborough's separated by the Churton St. bridge. The addition of housing on 70A with highly restrictive trails (I understand this is a private property issue) adds to this problem. • Traffic congestion/population lack of local jobs. • Traffic control. • Traffic control. • Traffic downtown in evenings, enough housing. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 11 • Traffic driving in Hillsborough is horrible. • Traffic due to growth. • Traffic due to growth. • Traffic due to increased population. • Traffic, especially through downtown. • Traffic, even with proposed plans, it will still take many years to complete. • Traffic flow in /through/out of downtown. The congestion and noise makes sitting along the main street unpleasant, which will diminish business potential downtown (such as outdoor cafes, restaurants and just walking along to drop in stores). Too much removal of forests for new developments - what is the effect on the Eno River area/health of our ecosystem? Affordability. • Traffic flow, resistance to growth in businesses. • Traffic, housing issues. • Traffic increase. • Traffic increase, lack of sidewalks, rapid growth. • Traffic, infrastructure, housing for middle class affordable. • Traffic issues. • Traffic issues, particularly along Churton/86 from 85/40 to Rt70. Parking difficulties in downtown Handling the demands of increased population without affecting the charm and "small-town" qualities that many of us moved here for. • Traffic issues, storm water collection, quality of drinking water. • Traffic laws. • Traffic on Churton bypass from 86th to 70th would help. • Traffic on Churton St, the need for a bypass route. • Traffic on Churton St, noise from fire trucks etc., parking downtown. • Traffic on Churton St. Maybe you should increase speed to 25-30 so it flows faster. You can't even go to the store between 3 and 7 it's just ridiculous. I live in a new subdivision and there have been a lot of break ins since we moved here. Sheriff lives here and we did see police presence after. Maybe more involvement to the surrounding areas on a regular basis not just downtown. On a regular evening sitting downtown you see at least 3 police or sheriff cars continuously drive back and forth. Spread it out, patrol the whole town. • Traffic on Churton with all the new development. • Traffic on Churton St over bridge in and out of town. • Traffic problems along Churton due to new housing in Daniel Boone square. • Traffic, roads are not ready for more people. • Traffic, there are not enough major road to accommodate growth. • Traffic through downtown, over congestion. • Traffic through downtown. • Traffic through town is ruining our charm. • Traffic w/new neighborhoods, roads, restaurants, and shopping with all new residents population increase. • Traffic with all the new developments. • Traffic with several new developments. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 12 • Traffic! With new residential development, traffic is becoming worse getting around town. The town needs bypass roads to avoid Churton St congestion. • Traffic, affordable housing. • Traffic, growth w/o destroying quality of life, affordability housing. • Traffic, growth, and the interaction between them. NOT on the list: climate change, plastic straws. The only "climate initiative" I would be willing to support with higher taxes and fees would be better extreme weather preparedness for US, HERE, in Town. I'm also fine with energy-saving measures IF they are also cost-saving measures. • Traffic, higher taxes. • Traffic, incompetent leaders, town commission, mayor. • Traffic, low income housing, places to work. • Traffic, noise, excessive development. • Traffic, retail is poor, not enough quality stores and restaurants. • Traffic, schools, population. • Traffic, taxes, water rates. • Traffic, water. • Traffic. I'm all for growth, but something has to be done about managing traffic, maintaining Hillsborough's character, and continuing growth. • Traffic. Over population of area compounded with fewer or less commercial growth. • Traffic. Greenways don't connect to downtown Hillsborough or connect to the new housing developments. • Traffic/parking. • Traffic-with all the new housing, I do not know if road expansion will keep up. • Train station, sidewalks, walkability. • Transportation and traffic congestion. • Transportation in and out of downtown. • Water. • Water and traffic. • Water shortage. • Water shortage and traffic issues. • Water supply. • Water, sewer, traffic. • Water/sewer capacity and road congestion. • Water storm, sewer. • Way too extremely much traffic that is going to be an extreme problem to destroying town of Hillsborough. • Will lose its small-town charm with so much development. • Worsening traffic issues through town as a result of more development. • Zoning codes need to be rethought to make it easier to start business. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 13 Q22. Optional: What’s going well in Hillsborough that you want to see more of? • A good place to work and feel safe. • Accessibility of downtown and green spaces. • Accessibility of government and options for engagement. • Activities downtown, farmers market, live music. Downtown is awesome. • Activities for citizens. • Activities the arts. • Additional sidewalks on east side of Churton to Queen St/light at Queen/Churton. • Affordable housing, more business. • Allowing diversity to increase many complained about this. • Amount of parks in green ways. • An increase in diversity, efforts to work together for better water and affordable housing. • Art and thriving downtown, more performing arts. • Art classes. • Art events and concerts. • Art, greenways, inclusion. • Arts. • Arts. • Arts and cultural amenities. • Arts and cultural amenities. • Arts and cultural events. • Arts and cultural events. • Arts and music. • Arts and music events! Love the historical preservation too. • Arts and parks. • Arts council attraction, Riverwalk, and other outdoor opportunities. • Arts council. • Arts, activities (festivals, Art Walk, etc.), and parks. It's a wonderful town for being out and about, and there's an amazing amount to do considering the size of the town. Our whole family has been involved in community theater and my husband has been involved with one of the galleries. • Arts, neighboring reorganizing. • Arts, things to do. • Attempts to inform citizens of critical issues. • Availability of live music and art. • Be nice to do more family nights in downtown Hillsborough hold more events we can enjoy with the family. • Building of community. • Business, shopping restaurants. • Business. • Business. • Business. • Business and restaurants. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 14 • Businesses downtown and west Hillsborough. • Care of senior citizens. • Character sense of community. • Charming town with nice parks and green ways. • Chose Hillsborough to move to because of its proximity to work (Duke in Durham) and easy access to I-40 and I-85, but I shop mostly out of Hillsborough. • Churton St work with state on a bypass. • Citizen "ownership" or interest in Hillsborough. Neighborhood maintenance. • Citizen interaction with town govt and decisions. • Civic culture, govt relationships w/community road park improvements. • Commercial development, we need to keep our money in town. • Communication. • Communication. • Communication is excellent, love the Riverwalk and outdoor spaces, love new places opening downtown. • Community activities. • Community activities. • Community activities, family friendly. • Community building through volunteerism. • Community engagement, e.g. handmade parade, solstice walk, etc. • Community events. • Community events. • Community events (5k, concerts on the lawn). • Community Events (i.e. Hog Day). • Community events and community feel. Paved trails downtown park area. • Community events and recreation facilities. • Community events like last Fridays but also in neighborhoods. • Community events, seems like there is always something going on. • Community events, communication, high level of customer service. • Community events, green ways parks. • Community events/concerts, Hillsborough is pretty wonderful. • Community feel and support. • Community feel, friendly, kind residents, events. • Community festivals. • Community involvement, wish there was more emphasis on brining disparate racial communities together more. • Community participation, events. • Community services, family activities, improved library, Wi-Fi. • Community solidarity. • Community spirit. • Community supporting each other. More restaurants and shops! • Community welcome and accessible. • Community, concerts, events, parades, restaurants. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 15 • Connecting areas with bike lanes and trails. • Connectivity. • Continued communication by town members to community water quality is excellent. • Cultural events. • Culture food. • Development of additional retail on and around Churton. • Development of downtown restaurants, storefronts. • Development of parks. • Development of parks and walking trails. • Diversity. • Diversity. • Downtown shops, restaurants, walking trails. • Downtown. • Downtown. • Downtown activities are going well and should be expanded. • Downtown businesses and restaurants. • Downtown businesses to go to. • Downtown buzzing with positive energy, hope it moves north and south. • Downtown development. • Downtown development/business. • Downtown district river walk continue growth of w Hillsborough. • Downtown enhancements. • Downtown events. • Downtown events. • Downtown events. • Downtown events. • Downtown family-oriented festivals and events. • Downtown improvements. • Downtown is clean and well-kept, storefronts are occupied, parks/greenways in good condition. • Downtown is doing well. • Downtown is so cute and fun. Love the last Fridays. Appreciate that they think carefully about new development. • Downtown revitalization. • Downtown restaurants and shops are delightful, let's extend downtown. • Downtown scene. • Downtown scene and last Fridays, restaurants and stores. • Downtown seasonal events, Friday night gatherings, Sunday afternoon music events. • Downtown social outlets. • Embracing our downtown as a beautiful city center. • Energy. • Engagement of community leaders, generally. • Entertainment opportunities. • Entertainment venues. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 16 • Events. • Events. • Events at historic sites. • Events for families. • Everything to me seems perfect! • Expand downtown area. • Fantastic activities- farmers markets, 5ks, parades. Gentrification of downtown to ensure it stays lively. • Farmers market particularly, more vendors. • Farmer's markets and Weaver Street Market for access to local produce, ODX and 420 bus routes to help Durham and Chapel Hill employees get to work (but more people need to know about these!), parks and trails like Riverwalk, great events and cultural opportunities downtown that keep the area vibrant. The Library is a gem - the programming they have and the resources they provide are just awesome for a small town. The programming/classes at the SportsPlex, Senior Center and Orange County Rec are great too (too bad one has to drive to get to them all - convenient public transit would be great). • Feeling of community. • Festivals. • Festivals, concerts all events in general. • Focus on arts. • Free music events. • Friendliness town employees. • Getting citizen feedback, arts, parks, and rec. • Government and community are thinking in terms of planning and infrastructure. • Great balance of activities- arts, cultural, farmer's market. • Great family environment and revitalization of the downtown area. Would like to have an upscale grocery store. • Great job keeping Hillsborough beautiful, parks. • Great neighbors. • Green space and bike lanes. • Greenery, river, and nature preservation. • Greenspaces, public involvement, cultivating a culture of inclusiveness. • Greenway, art spaces. • Greenways. • Greenways and public spaces. • Greenways and trails connecting various parts of Hillsborough. • Greenways emphasis on environment and walk ability. • Greenways, arts, council offerings. • Greenways, bike lanes, sidewalks. • Greenways, bike paths, and sidewalks, and not just to well-off white neighborhoods. North-South Greenways connecting all of Hillsborough. • Greenways, parks, and police and fire departments. • Greenways, parks, river walk, concerts, more restaurants. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 17 • Greenways, retail/restaurants, great engagement, small amount of sidewalk improvements. • Greenways, walkability. • Grocery stores. • Growth finally. • Growth of the businesses on Churton Street with lively night activities. • Happy with Hillsborough now. • Healthy food options. • Hiking trails, outdoor recreation areas, a music venture, activities for teens. • Historic preservation trails and public space management. • Historical preservation. • I like the courthouse events and Riverwalk. • I love our parks and greenways. I'd love to see more added on to the cates creek park and adding more natural playscapes for children at any of the parks. • I love that the town itself is moving towards inclusion I love to see more wheelchair accessible buildings Downtown. • I love the greenways. • I want to see more efforts to make Hillsborough more bike and pedestrian friendly. The Churton Street crosswalk project and the Nash Street sidewalk project were both successful and effective at making the pedestrian environment more accessible and safe. According to several Town plans and the sidewalk fees collected when larger developments are approved, connectivity is listed as being important to the Town. I have yet to see solid plans or efforts to fully realize that goal, particularly in making West Hillsborough better connected to the downtown via King Street. • I'm looking forward to the redevelopment of the Daniel Boone Village. • Improved parks and greenways. • Inclusiveness. • Increase in local retail options, restaurants, stores, entertainment venue, groceries hotels. • Involvement at pig day. • It is personable, people are easy to reach, and the greenways are the best part of the town. • It's a very bonded community. • Keep it country, don't let big malls ruin the town. • Keep population to a manageable size. • Landmark preservation, new businesses should undergo architectural/zoning review in the downtown area. • Last Fridays and entertainment. • Last Friday’s concerts. • Law enforcement, safety, cleanliness, cultural events. • Library is great, small town feel. • Like the maintenance of the downtown, embracing of history and the arts. The street fairs, movies, bands, farmers market. • Local business. • Local business. • Local businesses, river walk, last Fridays. • Local events. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 18 • Lots of arts and historical events. • Lots of events offered and a great alive vibe downtown. • Love our parks! • Love the parks and greenways; love the progressive town govt and communication with citizens, esp. citizens academy. • Love the Riverwalk, town festivals, downtown and in the River Park. • Low crime. • Maintaining a close community of people in the Town. • Maintaining small town charm & community connections. • Maintaining the character of Hillsborough/rehabbing older homes, etc. • Many kindnesses of fellow residents. • Many things, including active cultural and musical events, retaining, and improving quality and diversity in our schools, activities for senior citizens. • Mom and pop businesses. • Monthly Friday night party in downtown Hillsborough. • More black employees. • More commercial competition, Harris Teeter, Trader Joe’s and Lowe’s. • More community events. • More diversity. • More downtown activities for families and people. • More downtown festivals and restaurants. • More franchise restaurants. • More local businesses in the downtown area so people will shop locally. • More new restaurants, shops and a Publix or Wegmans or Trader Joe’s. • More outdoor music on weekend in good weather. • More police rounds. • More sidewalks, parks, family access. • More small business. • Most of the shops downtown are occupied - we certainly want to keep it that way. In addition, maintaining locally owned shops, support for both farmers' markets, the library, the community spirit. Having UNC hospitals have such a presence here - it's very reassuring. • Music venues. • Music, there seems to be a good amount of music events. • Need quality restaurants besides the very few we have now. • Neutral. • New ethnic restaurants here & coming soon is a big plus, so we don't have to go to Durham & Chapel Hill for good places. Would love seeing more of these and also a movie theater & a Harris Teeter rather than Food Lion. Love Riverwalk, so any more places for walking is always wonderful, but not as necessary now as new restaurants. • New residential areas, seem to be high quality and seem to be attracting mid-upper-class families. • New restaurants, more mini free library book exchanges. • Nice safe place to live. • Openness to diversity. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 19 • Outdoor areas for exercise and recreation that are well-maintained and close by are a huge plus. • Outdoor concerts. • Outdoor events, concerts, and parades. • Outreach like this. • Parades, green and parks. • Park development. • Park development and maintaining of. • Parks and greenways need more connectivity in west Hillsborough, roads facility main issue. • Parks and greenways. • Parks and music. • Parks and playgrounds, community activities, hog day, etc. • Parks and trails. Please rebuild the suspended bridge east of Weaver St. • Parks are good, downtown is good. • Parks, events. • Parks, Greenways, and Open Space. • Parks, Riverwalk development. • Places for people to congregate, Riverwalk, Eno park, concerts, last Fridays. • Police and fire and children's library events and touch a truck type activities and courthouse Sundays. • Police presence and downtown businesses. • Police protection. • Police visibility, activities that include black citizens. • Police work. • Pollinator gardens in parks. • Preservation. • Preservation, professional planning, historic. • Preserve historic charm, small community hospitality. • Preserving historic nature of town. • Preserving history. • Preserving our history. • Promotion of city as a destination spot. • Protection of water/environment and parks/walkways. • Public areas. • Public art. • Public events. • Public events. • Public festivals. • Public forum, demonstration of free speech. • Quality of life, number of activities for a town its size, support of arts. • Recreation opportunities of all sorts. • Reimaging and preserving preexisting spaces. • Renovation of historic properties, public art. • Rent and cheaper prices. • Residential development. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 20 • Restaurants. • Restaurants. • Restaurants and night life. • Restaurants and shopping options. • Restaurants, music, art. • Restaurants, need more things to do. • Restoration of historic buildings. • Restoring of old buildings and businesses in town. • Revitalization of business and new residential development in west Hillsborough. • River park festival. • River walk. • River walk. • River walk. • River walk and other parks for children. • River walk, friendliness sense of community. • Riverwalk and other great places to walk with free parking. • Riverwalk and parks are excellent. • Riverwalk, little parks like Mayo Park. • Riverwalk, Gold Park, need more common areas playgrounds, hiking trails. • Riverwalk, little parks like Mayo Park. • Riverwalk, safety, quiet, events downtown, farmers market. • Road/sidewalk improvement near business like the Hillsborough BBQ area. • Safety first. • Schools are great. • Sense of community in neighborhoods porch parties with law enforcement and local police neighborhood watch. • Shops on Main St, park and river trail. • Shops, business. • Sidewalk improvements. • Sidewalks. • Small businesses. • Small town activities. • Small town activities. • Smart growth, development. • Smart planning and development, balance, everyone (conservative and liberal) being welcome. • So far growth. • Social events. • Social events, music art, etc. • Spaces for pedestrians and maintain town cleanliness. • Special events. • Special events being held to entertain and attract visitors. • Sponsored events, music events. • Strong community events, outdoor recreation options. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 21 • Successful small business restaurants, trails/greenway. • Support on environmental issues. • The arts. Community activity. • The focus on community and healthy lifestyles. • The greenways are amazingly kept and are thoroughly enjoyable to utilize. Both the police and fire make a huge effort to be known and trusted in the community. We have only lived here 5 months and already have a relationship with some of the firemen and policemen. I feel they are very approachable, communicative, and helpful. I also think Hillsborough's support of local business is fantastic and is something that should continue to be emphasized because the local businesses are one of the accentuating factors that give Hillsborough a special unique feel. Finally, I think your historic preservation is great. I have lived in historic districts and worked with historic preservation boards in other towns and I feel that Hillsborough's is definitely one of the more positively and well maintained that I have experienced. • The public spirit of times is inspiring. • The River Walk is wonderful! • The Riverwalk and greenways are wonderful and a huge asset to the town. • The sense of community in which people all look out for each other - a sense which is under threat from intolerance of ideological diversity. • The small town feel with great history. • The town council is engaged and accessible. • The town has been very good about developing a safe thriving business culture and has made the downtown area an inviting place to visit. It would be nice to see if that area could be expanded, such as at the old Midway or somehow including some of the closer areas on 70. • The town supports small, local businesses better than most municipalities do. I'd like to see more arts and culture programming too. • The trails and greenways are the reason we moved to Hillsborough! We would love to see it become easier to walk downtown from Waterstone so we wouldn't have to drive. If there were sidewalks to downtown it would be a huge improvement! • The walking trails are great, and our neighborhood has sidewalks. • Thoughtful decision-making. • Tom Stevens, do not want him to disappear. • Town events. • Town events downtown. • Traditional values. • Trail system is outstanding. • Trails. • Trails and parks, music events, community interaction, historic sites preservation. • Trails, parks, saving forest. • Trails, parks, dog parks. • Trails, parks and more mom and pops restaurants. • Trailways access. • Trash/recycling pick up/debris pick up. • Trees. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 22 • Trying to control growth so we aren't overwhelmed. • Trying to keep small town feel. • UNC Hospital. • Undeveloped land. • Unique local businesses, walkable. • Update downtown. • Updating the look of the town. Getting rid of eyesores. • Use of old buildings to renovate downtown area, no building torn down and replaced w/better. • Vital downtown area, please restore Colonial Inn. • W Hillsborough development, north Hillsborough development. • Walkable/accessible trails. • Walkability from home to and around town. • Water services. Transparency of town politics (Hillsborough Academy). • We do not need any more auto parts stores, dollar store, tobacco retail, tire stores, some retail growth. • We enjoy the local restaurants. Would like more variety, American cuisine. Also more amenities such as retail options. • We love downtown, existing trails and our neighborhood (Forest Ridge). • We need more diverse restaurants/shops. • Welcoming of small businesses and reasonable rent. • Wider roads in areas if needed seems to be receiving the attention it deserves. • Wonderful business locally owned, great food. • Wonderful sense of community in the arts! • Would be nice to have a small movie place to be here in Hillsborough plus a place to go play bowling would help our town, but in good location. • Would love to see more retail space available for small businesses - not offices or restaurants/bars - real retail as clothing, etc. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 23 Q23. Optional: What do you like LEAST about living in Hillsborough? • Almost nothing, need a sidewalk plan. • Although Weaver Street Market is a pleasant place to shop, many grocery items are expensive and Food Lion on Old 86 carries mostly processed foods. At least once a week, my husband and I go to Chapel Hill to buy the bulk of our groceries at Trader Joe’s. We have lived in Hillsborough for almost five months. We are still getting accustomed to the fact that roads here have no shoulders and some roads are quite narrow. I am concerned about driving at night in inclement weather in areas that are not well illuminated. • Am & pm traffic jams! • Appearance of too many police officers for a town this size. • Attract people under 40 and small modern businesses like Durham. Lack of development, too reactive. • Bad traffic through town, needs to have a way to bypass downtown. • Better housing & service. • Business closing, takes too long being replaced. • Can't afford to buy a house and would love to buy a house in Hillsborough. • Can't find an Italian deli or bakery. • Can't walk on a sidewalk from 85th to downtown. • Churton Street traffic. • Churton St is the primary way to get from one side of town to the other. • Churton St traffic downtown parking and taxes. People walking from BP by McDonald's down the street to Hardee's and back. There are always people walking on the street, no sidewalk so it's dangerous. • Churton Street traffic. • Churton Street traffic and power lines along main thorough fares. • City govt back room decisions/do not care what citizens do not want or like. • Coal park equipment. • Communicating with the employees of the water dept. • Communication. • Congestion downtown, KKK demonstrations. • Cost of living. • Cost of living and traffic. • Cost of living, traffic problems. • Cost of water, that new reservoir not completed yet. • Crazy people on social media. • Crime and drugs. • Daniel Boone Village needs to go, we should completely renovate that area of Churton St and bring in popular mid-range retailers and restaurants, not just chains. • Development and planned communities downtown. • Development, high water bill, and lack of affordable housing. • Difficult to find affordable housing. • Difficulty getting my mail. • Distance to Durham and Raleigh, limited public transportation options to Durham or Raleigh. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 24 • Downtown should be a functional place for residents, not a tourist trap. • Driving in small spaces. • Driving on S Churton, lack of sidewalks/biking alternatives. • Driving through downtown or anywhere on old highway 86 during busy hours. • Expense, looking at moving, taxes don't make it doable. • Expensive and the development laws are restrictive, lots of fees. • Expensive water and sewage. • Far from Chic-Fil-A. • Fast food businesses lining Churton St. • Food desert for groceries. • For most things you must leave town, too much racism, even at the senior center and hospital. • Frequency of trips needed to large nearby cities. • Getting into and out of town from other areas. • Getting to downtown below I 85. No safe access besides driving. • Going into downtown 1-5 pm weekdays too much traffic. • Greenway trails and nature trail. • Grocery store options. • Growth, too many new neighborhoods. • Have to drive elsewhere for work. • Having moved here from Wilmington, I am very happy. • Having to drive almost daily to stores, restaurants, church, Target. • Having to go outside of Hillsborough for grocery shopping. We need something like a Wegmans! Food Lion and Walmart just aren't cutting it. Weaver Street is awesome but need something bigger that is more cost effective with tons of options. • Having to go to Durham for shopping, also lack north and south roads to use other than Churton St. • Having to shop in Chapel Hill and Durham. • High cost of housing. • High cost of housing. • High cost, traffic jams, access to organic produce, number of health food stores. • High taxes. • High taxes and poor water. • High taxes, pride rainbow signs all over. • High taxes. • High water and taxes. • High water bill. • High water bills, lack of non-fast food restaurants options, lack of pharmacies and grocery stores. • High water/sewer bills, vehicle tax, lack of restaurants outside of downtown. • High taxes, difficulty of coming and going from my neighborhood. • High taxes, water quality. • Higher taxes than other local areas. • Historic district vs rest of town, lived in both. • Housing. • I am a member of Weaver St, but we could use another good grocery store. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 25 • I cannot bike from my home to downtown. The Riverwalk ends before the Speedway and bikes are not allowed on the area in between the two. Strollers are allowed. I don't understand why I am not allowed to push my bike through that area. I've called the people who manage that small section and don't understand why a compromise can't be made. Maybe city officials could help with a compromise. We all need to do our part to reduce the effects of climate change but cycling on Business 70 is just not safe. • I don't mind the generally left-leaning politics, and I agree with SOME of those ideas; but I am offended by the arrogance and smugness of those who seem to believe that anyone who disagrees with their social views must be inherently immoral and worthless as a human being. • I have to drive to CH for 90% of my shopping. • I live in Waterstone where we are charged an additional assessment. I do not see any additional benefit from the same. • I live on Lakeshore and walk daily, no path or sidewalks not safe. • I love Hillsborough. Traffic is becoming more of a problem. I wish the ODX bus went to Durham from downtown more regularly. I would use it. • I resent paying for 3000 gallons of water every month when I use 1500-2000. You are penalizing people who use the least. Increase service fees and charge for what is used. • I wish there were a way to call the police department directly for dispatch rather than call 911. I do not like it that residents have to call 911 for non-emergencies to get the Hillsborough police to respond. That puts a strain on an already strained 911 system and discourages residents from calling about non-emergent, but important, issues in their neighborhoods. • I wish there were more restaurants, bars. • I work here but I will be priced out of my home soon. This seems unnatural for a towns development. • Impending traffic with no sign of redirection. • Increase in crime/break ins. • Increase in population. • Increase in traffic due to poor planning. More homes/business but no roads to handle the traffic. • Increased traffic. • It feels too white. • It is hard to go places using the city buses. • It's a commuter town and there are no good restaurants or shops. • It's a tie between driving South on Churton in the mornings and the lack of sidewalks. • It’s difficult to find affordable housing options. • Job opportunities. • KKK and racist showing up downtown. • KKK rallies downtown. • KKK rallies. • KKK, lack of affordable housing, not enough diversity. • KKK, traffic, diversity of residents, aging in place. • Lack diversity. • Lack of alternatives to Walmart and Home Depot, so we resort to Amazon for too many purchases - would rather shop locally, but not at those two stores. • Lack of bike lanes. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 26 • Lack of bike lanes, sidewalks along southern end of Churton. • Lack of connectivity between neighbors. • Lack of diverse entertainment and dining options. • Lack of diverse professional employment, retail shops that close after 5 and on weekends. • Lack of diverse restaurants - such as Thai, Indian and Sushi. • Lack of grocery options. • Lack of grocery options, more restaurants would be great. • Lack of grocery store, options would like Publix. • Lack of local job opportunities. • Lack of mid-range dining options. Hillsborough has a lot of fast food places and a number of high-end restaurants, but not much in between. • Lack of nearby shopping options (nicer grocery, restaurants outside of downtown). • Lack of places to eat out, lack of parking for shopping and places to shop. • Lack of quality shopping, family restaurants, grocery stores. • Lack of quicker food options (not fast food). • Lack of resources, would like to see a chines restaurant, a Jewish deli, a real bakery with French pastries, stationery store, etc. Too many restaurants. • Lack of restaurants and other businesses that offer to younger crowd we have to go to Chapel Hill or Durham for groceries and to have fun. • Lack of retail stores and restaurants. • Lack of retail/traffic/parking, handicapped parking. • Lack of shopping and dining. Traffic congestion in town. • Lack of shopping. • Lack of sidewalk in historic area. • Lack of sidewalks outside of downtown few grocery store options, traffic connectivity north/south. • Lack of sidewalks anywhere but Churton and a couple old middle streets, confederate flags, no Harris Teeter. • Lack of sidewalks in west Hillsborough, overall safety in walking in west Hillsborough and lack of police enforcement of speed limits. • Lack of stores and limited open hours. Lack of sidewalks. • Lack of variety, groceries. • Lack of very good grocery stores lack of very good dinning, lack of CVS, Hillsborough needs to attract business to help alleviate the tax burden to residents. • Lack of walkability from nearby neighborhoods, and lack of bike lanes. • Laisse-faire approach of code enforcement, concerns, laws. • Lack of higher quality grocery stores, traffic on Churton St. • Large amount of discrimination and traffic. • Legacy of racism in housing/business. • Like Hillsborough, I wish we had more places to ride bikes. • Limited dining; shopping options and traffic jams downtown. We need a way to bypass downtown if we are only trying to go through. • Limited restaurants. • Litter-smoking. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 27 • Loss of landmarks such as Daniel Boone Village to accommodate. Standard housing was hoping for upgrade of Daniel Boone Village. • Loud fast traffic on Churton. • Loud music at music events on Sunday. • Main streets light timings suck which causes congestion. • Many places that we enjoy shopping require a trip to Chapel Hill or Durham (Target, Harris Teeter, Starbucks, some restaurants etc.). Water rates. We use far less than 2500 gal/mo. but are always charged for 2500, which means we subsidize heavier users and there is low incentive for conservation. • Mass transportation. • More affordable restaurants. • More events in Hillsborough, Wegman’s or target would help a lot. • More people will lead to more crime. • My neighborhood is horrible (Becketts Ridge), the people of Hillsborough are snooty and cliquish. If you aren't accepted by one person, they will make sure no one accepts you, we've had a terrible experience living in Hillsborough. • My water bill every month - the cost. • Need another grocery store, more affordable housing, and cheaper water and sewer fees. • Need more shops/restaurants, too much clearing of trees. • Need more sidewalks in neighborhoods. • Need safer schools and more police presence in neighborhoods for community relations. • Need to develop old, rundown business between downtown and Hwy 85. • Need to recruit business owners of color. More apprentice programs. The town should work closely with mentoring programs. • Needing to drive to Durham or Chapel Hill for most shopping. I try to condense my trips, running a number of errands at once, but there are so many things I can't do in Hillsborough. • New people moving in and trying to change our way of life. Want the Christmas parade back. • Newcomers that are running businesses are not all friendly. • Nimby mentality. We also need a skate park! • Nimby's. • No access to high quality grocery. Food Lion not nice. Weaver Street is not full-service grocery store. • No affordable housing to move my retired mom here. • No biking trails. No ability to get to downtown walking or biking from my neighborhood (Waterstone). • No good grocery store. • No great grocery store and only one chain drugstore through town. • No resources or not enough resources to help non-English-speaking residents communicate within the school district. • No shopping only fast food, street signals none, how can you get on a main street ? Getting around is a pain. • No sidewalks in my neighborhood and limited "fast casual" restaurants. • No sidewalks, high water, and sewer bills. • No sidewalks, no connectivity. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 28 • Noise from hot tin roof, encroachment of commercial development on historic Hillsborough neighborhood development on W Margaret and W King. • Noise on Churton fire/police sirens too often, too much thru traffic. • Noise, particularly in early evenings. • Not a lot of shops and property taxes seem a little high. • Not a lot to do only Walmart and Food Lion for groceries. • Not anything. • Not being able to get to Chapel Hill or Durham on the weekend by public transportation. • Not enough commercial growth including restaurants and grocery stores. • Not enough competitive business. • Not enough restaurant options, need a major supermarket. • Not enough sidewalks. • Not enough sidewalks. • Not enough walking trails, cafes open later and music. • Not much to do if you don't frequent bars, lack of diversity in restaurants, lack of music venue. • Not much for millennials. • Nothing for kids, no movies, or skating rinks, just parks. • Nothing, I love it. • One main road that is always full of cars, not enough speed bumps in neighborhoods, no shade at the Gold Park. • Orange County and Hillsborough taxes. • Overall, segregation feels like mostly white spaces, confederate flaggers, and recent appearance of KKK. • Overcrowded schools, a tendency as a town to see growth projections but not prepare for the growth. Inaction/delaying action is a decision that negatively impacts all residents. • Parking. Churton St traffic, lack of businesses, and poor roads. • People pushing for affordable housing! • People speeding and running stop signs. • Places to eat that are affordable. • Police actions, no sidewalks. • Police not following through with cases. • Poor design of new building. • Poor diversity in shopping and food downtown. • Poor public-school ratings despite high property tax. • Poor quality of programs at senior center. • Poorly run town. Stop focusing on giant houses, does not create equity town leaders think they deserve. Hillsborough is moving towards being a socialist run town and that is bad. • Potholes. • Property taxes. • Property taxes are high. • Racism, no black owned businesses. • Racist, trash and recyclable containers in front of own properties not neighbors. • Restaurants are very limited. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 29 • Roads and bridges especially at Churton St & business 70 plus 86 and US 40. • Rush hour traffic. • Rush hour traffic. • Seems like it's trying to compete with large cities. • Small town atmosphere was great. • Some development appears to be taking place outside of downtown. • Special events. • Speeding cars on King St. If you issued camera radar tickets to speeding drivers, our streets would be safer, and our taxes could go down. • Sporadic loss of water to our house, low water pressure. • Still segregated. • Streetlights, water shed, drain, I have always paid for my streetlights, nothing has ever been done about drainage in storms. No one has ever cleaned my pipes. • Taxes. • Taxes. • Taxes. • Taxes. • Taxes. • Taxes. • Taxes are beyond ridiculous as is the water bill, water bill deadlines and late fees are draconian. • Taxes are too high. • Taxes are too high. • Taxes are too high. Needs more one level smaller homes for retirees. • Taxes keep going up. • Taxes, lack of commercial growth to support residential growth. • Taxes too high, not effective in checking contractors work for new residential as to abiding with NC construction code. • Taxes up, crowded downtown road Churton. • Taxes, traffic on Churton St. • Taxes, water. • That there is only one main artery for traffic through town and to town for that matter. • The approved development on Daniel Boone shopping center lands. I cannot believe that was approved; this will be bad for opinion of town also. • The base on your rent apartments low income is not true, the town needs to be more involved with these low rent places especially if they get some kind of govt funding. • The commute from Hillsborough to RTP is rough. We love our town and raising our family here, but it is tough to be so far from many area employers. (I know this isn't a real problem). • The fact that you keep charging me for things without warning. • The focus on the historic district is off base. Town looks tatty and ugly. Look at Pittsboro for how a historic town should look. • The KKK rallies. • The lack of businesses. No movie theaters, no office supply stores, no bagel shops. • The lack of shopping options, as mentioned in answer above. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 30 • The lack of social integration and economic opportunity for northern Hillsborough. • The lack of vision of downtown planning. The inconsistency in regulations on housing. The Historic Review Committee can make residents crazy but once the house is built (or modernized) with inconsistently applied standards, there is no one enforcing how the houses are kept up. Some have mounds of trash, weeds, mulch. Garbage cans and recycling bins are out and visible. What's the point of having a Historic Review Board ensure a level of consistency when you can basically do anything with your property (including atrocious landscaping and sculptures) once the review process is complete? There are homes that are in deplorable condition including boarded up buildings and houses. Ridiculous with arbitrary standards of review applied. • The overall price of housing is crazy - there should be decent, sustainable, energy efficient housing that regular people can afford, that's convenient to downtown (and isn't shoebox sized). There are a lot of restaurants downtown and in West Hillsborough, but most of them are super expensive. I'm not sure how they decide their prices, but it makes going out to eat something for special occasions only. The fact that you can live less than 2 miles from downtown and there's no reasonable way to get there without driving - the Hillsborough Connector bus (not sure if that's its name) runs like once an hour and only during the day, only in one direction on its route, and only on a pretty small route. I calculated that if I wanted to ride it to Walmart from my house (a 5-minute drive), it would take me about 10 minutes to get there but more than 40 minutes to get home, because it only runs one-way on the route! That's crazy! Research shows that if you want people to take public transit it has to run often and be convenient. You'll never convince people to leave their cars at home if it takes 4 times longer to get anywhere on the bus. I would like to see a concerted effort to incentivize riding public transit - normalize it starting with the kids in the schools. Encourage school bus riding as a climate crisis response and see if the kids will take the lead on that, then get them to encourage their parents to bus downtown for evening and weekend activities (first there needs to be a bus they can take). • The overhead power lines in the historic district. • The perceived lack of planning regarding traffic management, seems like motto is "grow, grow, grow" and we’ll figure out how to handle the growth "later" really risks negatively impacting what folks love about our town. • The police are unwilling to cooperate with ICE. Especially with convicted illegal aliens. • The poor master plan to deal with traffic downtown. • The red tape with the tree board and HDC. • The severe traffic congestion at all times of the day and every day of the week. Also, it's disgusting the way the police department turns a blind eye to racists downtown who open carry during protests and on town property, endangering town residents and tourists. • The streets in my neighborhood are not town maintained. • The terrible fast traffic coming down King St at 50 mph and over and no speed bumps or light or anything to stop them. It is awful every day except a holiday or if it's snowing, very dangerous to human beings & animals alike, and the heavy traffic on Churton St. We wish the Town could somehow leave the Confederacy as VA has. It was dispiriting to have the KKK here several times this year. Many of us were born in the North and came here regarding specific jobs at UNC and Duke. We feel like aliens at home when it comes to dreadful Southern vestiges that endure, not that my Southern friends feel comfortable either. • The traffic. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 31 • The traffic, also don't like current plan of widening Churton St between I-85 and Eno River; it makes no sense. • The traffic and that I cannot bike into downtown from where I live (off business 70 east of downtown). • The traffic getting through the downtown area. • The traffic situation on Churton Street is worrisome! • The treatment of African American Residents needs to improve here in Hillsborough, NC. In 2019, when we (African Americans/Blacks) walk into restaurants that many of us African Americans can in fact afford to patronize, we are still looked at like "what are you doing here?” I'd like to be welcomed anywhere in Hillsborough just as my Caucasian, white neighbors are. We are NOT ALL criminals. I have lived a law-abiding life for my entire life. • The whole thing with the KKK and confederate flag wavers downtown was a nightmare but not sure what you can do about those nut-jobs, so on to more actionable things. While we love and use the existing trails a lot, we find the lack of sidewalks for several of the main arteries around town make it challenging to travel by bike. We live in Forest Ridge which is very close to downtown (and Weaver St. Market). We would probably bike there a lot if there was a way to do that but no sidewalks/bike lane on 70/Churton St and bikes are not allowed on the trail between us and the river-walk. • There is no safe way to get from downtown to OHS except by car. • There isn't a good grocery store for everyday items. We love Weaver Street, but it doesn't have everything we need, and Food Lion is not a top store. We love Harris Teeter and we almost didn't move here because we have to travel everyday just to go to a grocery store. It would be nice to have the Daniel Boone Village more up to date and cleaner signs! I think Hillsborough could keep the charm with some newer buildings that aren't cookie cutter here and there and even a few small retail shops to help bring people in. • There's nowhere to shop or eat. • This is hypocritical coming from someone who just moved here, but the town's growth appears to have increased the frequency of traffic jams on Churton. • Those new buildings that were built going toward Walgreens, they are an eyesore to look at when I drive past them. • Thoughts that we will have an effect on climate change. • Too crowded, too political. • Too many cars. • Too many feral cats. • Too many people. • Too many protest. • Too much high-end high-density housing which because of the water supply precludes affordable housing. • Too much night lighting on residential streets (that is why I chose dissatisfied to: Adequacy of street lighting in your neighborhood, not because I want more - want less, please). • Too much traffic, hard to get around. • Town of Hillsborough special assessment. • Traffic. • Traffic. • Traffic. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 32 • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic. • Traffic @ 5 on Churton, and taxes. • Traffic along Churton, specifically South Churton. The downtown area is understandably slow, because the roads are 20 miles per hour and there are multiple lights going through town, but the South Churton straight section through to the area just south of 85 is horrible. • Traffic and gentrification; racist protestors downtown. • Traffic and high local/county taxes. • Traffic and lack of commercial/retail options. • Traffic and lack of enforcement of speeding and running stop signs. • Traffic and low-class retail stores. • Traffic and noise uptown. • Traffic and political extremists. • Traffic and skyrocketing home values. • Traffic at peak times isn't great but still so much better than everywhere else. • Traffic at times. • Traffic concern on Churton St. • Traffic congestion. • Traffic congestion. • Traffic congestion. • Traffic congestion on Churton. • Traffic congestion, too rapid expansion. • Traffic down Churton. • Traffic downtown. • Traffic downtown. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 33 • Traffic downtown at 4 and 6 pm. • Traffic during rush hour and it keeps getting worse. Some members of the Police force should not be on the force as they are racist. • Traffic flow through town. • Traffic flow/no traffic lights where needed. • Traffic from special events, want electronic billing for water. • Traffic going through downtown. • Traffic in downtown during rush hours. • Traffic in downtown during the morning and evening rush hour is difficult. Dropping a child off at school in downtown is quite maddening with the traffic congestion. • Traffic is a challenge at rush hour. South Churton St needs better solutions as traffic increases. • Traffic is getting bad. • Traffic is getting heavy. • Traffic issue getting through downtown, need innovative ideas to reduce traffic congestion downtown. • Traffic, need traffic lights on old 86 and Lafayette. • Traffic noise. • Traffic, no long-term plan for development. • Traffic on 70/70a and light timing downtown. • Traffic on Churton. • Traffic on Churton. • Traffic on Churton. Danger of crossing the street at Queen Street where many children cross to get to Cameron Park Elementary. • Traffic on Churton St. • Traffic on Churton St, lack of diverse dining and entertainment options. • Traffic on Churton St. Needs one more grocery store. • Traffic on Churton, especially from 12-1 and 3-6, and the trucks that are not supposed to drive thru town that do!!!!! • Traffic on Churton, lack of a good/big grocery store. • Traffic or trailer parks. • Traffic, some crime. • Traffic, taxes in Orange Co and Hillsborough. • Traffic through downtown, build a bypass. • Traffic through town. • Traffic through downtown around 5-6 pm, no bypass for traffic. • Traffic, barking dogs in my neighborhood. • Traffic, cost of living, would love to buy a house in good condition but cannot afford it. • Traffic, fast growth. • Traffic, it’s terrible I live in town and it takes me forever to get home because traffic is so backed up. I can’t even go out to get lunch because of traffic! We need to expand roads and add some to help with the flow of traffic. • Traffic, new ABC store, taxes. • Traffic, speeding on side streets. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 34 • Traffic, taxes and water/sewer fees and water quality, cannot drink my own water. • Traffic, taxes up for retirement. • Traffic, traffic noise, inconvenience innovative affordable, restaurant options not available ethnic food diversity. • Traffic, travel through Hillsborough. Too much fast food, too many new developments for large scale housing, cost of land and property taxes. • Traffic, water rates. • Traffic. And all the new housing development. Not enough options for shopping (groceries and retail). • Traffic. Coming from the south side of town there are two times during the day we can't make a left turn to get to town. • Traffic. Commercial growth not keeping up with residential growth. • Traffic. Lack of affordable housing. • Traffic. • Traveling North and South. Put in a damn bypass. You're only hurting the poorer populations in Northern Hillsborough. • Unattractive new housing development with no reference to Hillsborough character. • Un-connectivity, need more sidewalks, greenways, and bike lanes to connect neighborhoods to each other to key areas of town. • Underserved areas. • Variety of restaurant too expensive/places for lunch can't afford to eat 2 meals a day in town, too much fast food compared to home type food. • Very expensive to live here. • Very noisy. • Water and sewer rates and taxes. • Water and Sewer Rates! High Tax Rate, Increased Tax Appraisals. • Water bill. • Water bill and lack of sidewalks. • Water bill and traffic. • Water/sewer rates. • Way too much growth development for size of town. • We could be more purposefully integrated. There aren't a lot of people of color at the HAC events or downtown in general. Also we need to fix the litter situation along roads in west Hillsborough. So much litter gets thrown out along Eno St and Dimmock’s Mill and it's just washing straight into the Eno River. • We need a family place for fun on weekends. • We need an upscale grocery store. We could use more restaurants. • We would love to live downtown but cannot afford some, happy south of town though, traffic getting bad. • When looking to move, we are finding it hard to find communities/housing that are on city utilities (i.e., not on well and septic). • While I appreciate the efforts that have been made over the past few decades at preserving the historic character of Hillsborough, I am greatly dissatisfied to know how much staff time and permitting work is committed to protecting the Historic District. I believe the current Historic District Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 35 Design Guidelines and the way they are implemented by the Historic District Commission and Town staff lean more towards being protectionist than they do preservationist. I believe that staff and Commission time would be better spent thinking about making the Historic District more equitable and affordable. I know of several homeowners, particularly of minority or low-income status that have not been able to maintain or alter their homes in a reasonable manner due to the strict review guidelines of the Historic District Commission. I believe our tax money and staff time should no longer be devoted to the Historic District. • Without a computer a smart phone it’s hard to feel connected to what going on in Hillsborough. • Worsening traffic, seems to be a magnet for racist protests, sheriff deputies drive too fast through downtown neighborhoods. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 36 Q24. Optional: What are the three words you would use to describe Hillsborough? • Active. Relaxed. Engaged. • Alive. Busy. • Artistic. Friendly. Charming. • Artistic. Pleasant. Safe. • Artsy. Funky. Worn. • Attitudes of residents. Kindness of employees of business. Attractive town. • Awakening. Awareness. Responsibility. • Bad roads, traffic. Fake southern nice people keep up with the Jones’. Nothing to do. • Beautiful. Historic. Involved. • Beautiful. Cozy. Artistic. • Beautiful. Small. Friendly. • Beautiful. Historic. Fun. • Beautiful. Charming. Elegant. • Beautiful. Peaceful. Historic. • Beautiful. Friendly. Low crime. • Beautiful. Peaceful. Friendly. • Beautiful. • Beautiful. Good community place. • Beautiful. Friendly. • Beautiful. Delightful. Friendly. • Bubble. Friendly. Lovely. • Busy. Expensive. Congested. • Caring. Improving. Fun. • Change in wrong direction. • Changing. • Character. Quirky. Progressive. • Charming. Historic. Active lifestyle. • Charming. Quaint. Friendly. • Charming. Friendly. Small. • Charming. Historic. Vibrant. • Charming. Progress. Artsy. • Charming. Friendly. Inclusive. • Charming. Comfortable. Considerate. • Charming. • Charming. Thriving. Historic. • Charming. Friendly. Beautiful. • Charming. Quaint. Green. • Charming. Small. Old. • Charming. Small town. Engaging. • Charming. Safe. Historic. • Charming. Green space. Historic. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 37 • Charming. Quaint. Livable. • Charming. Quiet. Progressive. • Charming. Quaint. Quirky. • Charming. Friendly. Affordable. • Charming. Positive. Connected. • Charming. Cool. Beautiful. • Charming. Small. Growing. • Charming. Friendly. Comfortable. • Charming. Historic. Community. • Charming. Friendly. • Charming. Historic. Enjoyable. • Charming. Green. Growing. • Civic minded. Friendly. Cool. • Clean. Practically crime free. • Clean. Historic. Growing. • Clean. • Clean. Historic. Available. • Close-knit community. Artsy. Charming. • Comfortable. Wooded. Walkable. • Comfortable. Traffic. Overdeveloping. • Comfortable. Friendly. • Community. Diversity. Beautiful outdoor places. • Community. Welcoming. Growth. • Community. Progressive. Diverse. • Community. Relaxed. Interesting. • Community. Beautiful. Trying. • Community. Home. Comfort. • Community. Safe. Close to sea and mountains. • Community-oriented. Historical. Safe. • Commuter town. • Convenient. Affordable. Clean. • Convenient. Progressive. Historic. • County. Quaint. Historic. • Country. Tranquil. Homely. • Crowded. • Cultural. Saloon heavy. Historic. • Cute. Small. Nothing exciting. • Cute. Progressive. • Cute. Charming. • Delightful. Fun. Enchanting. • Developing too fast. • Diverse. Likable. • Diverse. Progressive. Quaint. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 38 • Diverse. Grounded. Soulful. • Don’t have a smart Mayor. Nice town until it gets overcrowded. Too dumb to plan for future and overcrowding. • Eclectic. Congested. Expensive. • Egotistical. Self-absorbed. Unwelcoming. • Electric. Historic. • Energetic. Woke. Evolving. • Engaged. Progressive. Inclusive. • Enjoyable. Relaxing. Growth. • Expensive. Boring. Unfair. • Expensive. Small town. Historic. • Expensive. Liberal. Artsy. • Expensive. High taxes. Racist. • Expensive. • Expensive. Congested. Quaint. • Family. Historical. Country. • Family. Community. Arts historic. • Family friendly. Changing too fast. • Family friendly. Locally supported. • Family friendly. Quaint. Growing. • Family oriented. Quaint. Hip. • Fantastic. Friendly. • Far/remote. Community. Natural. • Friendly. • Friendly. Traffic. Crowded. • Friendly. Small town atmosphere. Welcoming. • Friendly. Safe. Good stores and restaurants. • Friendly. Comfortable. Welcoming. • Friendly. Historical. Artsy. • Friendly. Walkable. Cultural. • Friendly. • Friendly. Engaging. Creative. • Friendly. History. Charming. • Friendly. Majestic trees. Safe. • Friendly. Caring. Family. • Friendly. Welcoming. • Friendly. Relaxing. Stimulating. • Friendly. Expensive. Changing fast. • Friendly. Small town. Charming. • Friendly. Walkable. Artistic. • Friendly. Awesome. Vibrant. • Friendly. Peaceful. Beautiful. • Friendly. Quaint. Progressive. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 39 • Friendly. Historic. Beautiful. • Friendly. Welcoming. Historical. • Friendly. Happy. Liberal. • Friendly. Historic. Artistic. • Friendly. Accessible. Small town feel. • Friendly. Welcoming. Too much traffic. • Friendly. Expensive. Green. • Friendly. Green. Progressive. • Friendly. Artsy. Historic. • Friendly. Lonely. Historic. • Friendly. Quaint. Progressive. • Friendly. Vibrant. Family-friendly. • Friendly. Small. Southern. • Friendly. Peaceful. Engaging. • Friendly. Small town. Transparent. • Friendly. Artistic. Compassionate. • Friendly. Diverse. Artsy. • Fun. Relaxing. Caring. • Fun. Friendly. Loving. • Fun. Pretty. • Fun. Charming. Tasty. • Fun. Pretty. Great library. • Fun. Community. Small town feel. • Gorgeous. Historic. Tree lines. • Getting too big. • Good. More homes. Less taxes. • Good mix of progressive and traditional. History. Growing. • Great watering holes. • Great. Friendly. Convenient. • Great. • Greedy. Self-serving. Lazy. • Green. Friendly. Quiet. • Grounded in history. Unique. Friendly community. • Growing. • Growing. Family oriented. • Growing. Artsy. Progressive. • Growing. Energizing. Historic. • High. People. Living. • High quality. Charming. Afraid of change. • High taxes. Too far left in politics. High water bills. • Hippy. Liberal. Rich/white. • Historic. Artsy. Community. • Historic. Quaint. Progressive. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 40 • Historic. Cultural. Friendly. • Historic. Quaint. Artsy. • Historic. Inclusive. Ill planned. • Historic. Nice streets and parks. Sports. • Historic. Storied. Charming. • Historic. Cultured. Upcoming. • Historic. Quiet. Peaceful. • Historic. Friendly. • Historic. Dining. Arts. • Historic. Cozy. Always striving to be better. • Historic. Charming. Boutique commercial area. • Historic. Taxes too high. • Historic. Small. Congested. • Historic. Convenient. Relaxing. • Historic. Family. Right size. • Historic. Art. Close community. • Historic. Many events. Too much growth. • Historic. Growing. Complicated. • Historic. Active. Friendly. • Historic. Overdeveloped. • Historic. Friendly. Quaint. • Historic. Artsy. Charming. • Historic. Peaceful. Beautiful. • Historic. Quaint. Progressing. • Historic. Artsy. Walkable. • Historic. Artsy. Funky. • Historic. Small town. Quaint. • Historic. Artistic. Small town atmosphere. • Historic. Cultural. Crowded. • Historic. Friendly. Pretty. • Historic. Nice. • Historic. Small town. Good character. • Historic. Friendly. Welcoming. • Historic. Friendly. Southern. • Historic, old. Overused. Beautiful. • Historical. Cultured. Welcoming. • Historical. Diverse. Creative. • Historical. Charming. Lacking grocery. • Historical. Quaint. Friendly. • History awareness. Alive. • Home. Artistic. At a crossroads. • Home. Welcoming. Accepting. • Hysteric. Spooky. Engulfed. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 41 • Idyllic. Culture friendly. Endangered. • Inclusive. Historic. Welcoming. • Interesting small town. Forward thinking. • Inviting. Beautiful. Historic. • Inviting. Restorative. Changing (for the better). • Isolated. Quaint. Small town. • Liberal. Too progressive. Too arrogant. • Liberal. Family oriented. • Liberal. Beautiful. Thriving. • Liberal. Artsy. Historic. • Livable. Attractive. Commercial. • Livable. Friendly. Diverse. • Lively. Welcoming. Special. • Lively. Walkable. Community. • Lovely. Artistic. Friendly. • Lovely people. Clean. Quaint. • Nature. Trails. Historical. • Nice. • Nice. Good natured. Littered. • Not worth it. • Not snobby. Liberal open minded. Involved citizens. • Okay. Silent. • Old. Crowded. Behind times. • Open. Active. Beautiful. • Open. Privileged. Segregated. • Outdoorsy. Country. Quaint. • Outdoorsy. Artsy. Historical. • Overtaxed. Clean. Pleasant. • Overcrowded. Commercial. Friendly. • Overgrowing. Congested. Quaint. • Owned. Bought. Paid for politicians. • Peaceful. Homely. Friendly. • Peaceful. Creative. Green. • Peaceful. Communal. Kickass. • Peaceful. Pretty. Walkable. • Personable. Relaxing. Beautiful. • Pleasant. Safe. Pretty. • Pleasant. Easy. • Pleasant. Friendly. Arts/cultural. • Pleasant. Friendly. Welcoming. • Pleasant. Artsy. Liberal. • Poorly run. Now what it thinks it is. Liberal (not in a good way). • Positive. Charming. Forward. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 42 • Potential. Inconsistency. Lack of vision. • Pretty. Friendly. Quiet. • Progressive. Creative. Supportive. • Progressive. Historic. Walkable. • Progressive. Communal. Unique. • Progressive. Charming. Friendly. • Progressive. Vibrant. Right sized. • Quaint. Historical. Diverse. • Quiet. Small. Convenient. • Quaint. Artsy. Supportive. • Quaint. Pleasant. • Quaint. Historical. Hip. • Quaint. Friendly. Progressive. • Quaint. Historic. Lots of traffic. • Quaint. Historic. Accepting. • Quaint. Clean. Cozy. • Quaint. Small town. • Quaint. Nic roads. Well maintained. • Quaint. Quiet. Sweet. • Quaint. Historic. Traffic issues. • Quaint. Expensive. Historic. • Quaint. Affordable. Great location. • Quaint. Safe. Eventful. • Quaint. Controlled. Misdirected. • Quaint. Redneck. Poor. • Quaint. Friendly. Historic. • Quaint. Historic. Walkable downtown. • Quaint. Family oriented. Safe. • Quaint. Friendly. Historical. • Quaint. Small. Nice. • Quaint. Friendly. Fun. • Quaint. Charming. Friendly. • Quaint. Progressive. Friendly. • Quaint. Diverse. Growing. • Quaint. • Quaint. Historic. Friendly. • Quaint. Charming. Historic. • Quaint. Comfortable. • Quaint. Evolving. Sleepy. • Quaint. Friendly. Historic. • Quaint. Artsy. Crowded. • Quaint. Welcoming. Happy. • Quaint. Lovely. Fun. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 43 • Quaint. Liberal. Growing. • Quaint. Accepting. Unique. • Quaint. Artsy. Well located. • Quaint. Taxes. Friendly. • Quaint. Greenways. Historic. • Quaint. Friendly. Walkable. • Quaint. Local. Convenient. • Quaint. Liberal. Expensive. • Quaint historical downtown. Friendly. Progressive. • Quaint. Vibrant town. Growing town. • Quaint, not too redneck. Good for small children, lacking for teenagers. Convenient location. • Quaint. Peaceful. • Quiet. Non-diverse. Boring for youth. • Quiet. Pretty. Well located. • Quiet. Small. Family friendly. • Relaxed. Open. Thoughtful. • Safe. No crime. Nice neighbors. • Safe. • Safe. Friendly. Clean. • Safe. Convenient. • Safe. Comfortable. Convenient. • Safe. A lot to do for a small town. Expensive. • Safe. Quaint. Quiet. • Sidewalks on both sides of downtown. • Slow paced. Quiet. Relaxed. • Small. Quirky. Cute. • Small. Growing. • Small. Friendly. Peaceful. • Small. • Small. Overpopulated. Expensive. • Small. Scenic. Friendly. • Small. Artsy. Friendly. • Small. Historic. • Small. Costly. Exclusive. • Small minded. Arts driven. Charming. • Small town. Friendly. Accessible. • Small town. Historic. Interesting. • Small town. Country. Up and coming. • Small town atmosphere. Artsy. Diverse. • Southern. Quiet. Beautiful. • Staid. Myopic. Expensive. • Taxes. • Taxes. Traffic. Management. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 44 • Thriving. Historic. Educated. • Traffic. Taxes. • Traffic. • Unique. Historic. Diverse. • Very good. Happy. • Very nice location. Friendly people. Nice place to live. • Very unique town. • Vibrant. Active. Homey. • Vibrant. Historic. Interesting. • Vibrant. Safe. Friendly. • Vibrant. Historic. Artsy. • Vibrant. Open. Artistic. • Vibrant. Intelligent. Green. • Vibrant. Safe. Historic. • Walkable. Friendly. Multi-generational. • Walkable. Quaint. • Walkable. Historic. Future-looking. • Walkable. Confident. Precious. • Warm. Open. Good listening government, especially outgoing Mayor. • Was loveable small. Safer than big towns. Neighbors care about good low-income people. • Welcoming. Home. Safe. • Welcoming. Cool. Progressive. • Welcoming. Safe. Fun. • Welcoming. Historical. Inclusive. • Welcoming. Lively. Walkable. • Welcoming. Involved. Enthusiastic. Town of Hillsborough 2019 Community Survey: Open Ended Comments ETC Institute (2019)Page 45 …helping organizations make better decisions since 1982 Submitted to the Town of Hillsborough ETC Institute 725 W. Frontier Lane, Olathe, Kansas 66061 December 2019 Town of Hillsborough Community Survey GIS Maps 2019 Interpreting GIS Maps Town of Hillsborough, North Carolina The maps on the following pages show the mean ratings for several questions on the survey by census block group. When reading the maps, please use the following color scheme as a guide: DARK/LIGHT BLUE shades indicate POSITIVE ratings. Shades of blue generally indicate satisfaction with a service, ratings of “excellent” or “good” and ratings of “very safe” or “safe.” OFF‐WHITE shades indicate NEUTRAL ratings. Shades of neutral generally indicate that residents thought the quality of service delivery is adequate. ORANGE/RED shades indicate NEGATIVE ratings. Shades of orange/red generally indicate dissatisfaction with a service, ratings of “below average” or “poor” and ratings of “unsafe” or “very unsafe.” Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 1 Location of Survey Respondents 2019 Town of Hillsborough Community Survey Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 2 Q1-1. Overall quality of police protection Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 3 Q1-2. Overall quality of fire services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 4 Q1-3. Overall quality of town parks Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 5 Q1-4. Overall maintenance of town streets Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 6 Q1-5. Overall maintenance of town buildings and facilities Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 7 Q1-6. Overall quality of water and sewer services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 8 Q1-7. Overall enforcement of codes and ordinances Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 9 Q1-8. Overall quality of customer service you receive from town employees Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 10 Q1-9. Overall effectiveness of communication with the public Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 11 Q3-1. Overall quality of services provided by the town Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 12 Q3-2. Overall appearance of Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 13 Q3-3. Overall acceptance by the community of diverse populations Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 14 Q3-4. Overall image of Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 15 Q3-5. Overall quality of life in Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 16 Q3-6. Overall quality of life in your neighborhood Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 17 Q3-7. Overall availability of arts and cultural offerings within Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 18 Q3-8. Overall ease of travel within Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 19 Q3-9. Overall value received for your local taxes and fees Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 20 Q4-1. In downtown Hillsborough during the day 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Feeling of Safety Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Unsafe 1.8-2.6 Unsafe 2.6-3.4 Neutral 3.4-4.2 Safe 4.2-5.0 Very Safe No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 21 Q4-2. In downtown Hillsborough at night 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Feeling of Safety Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Unsafe 1.8-2.6 Unsafe 2.6-3.4 Neutral 3.4-4.2 Safe 4.2-5.0 Very Safe No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 22 Q4-3. In Hillsborough overall 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Feeling of Safety Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Unsafe 1.8-2.6 Unsafe 2.6-3.4 Neutral 3.4-4.2 Safe 4.2-5.0 Very Safe No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 23 Q4-4. On Riverwalk trails and in town parks 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Feeling of Safety Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Unsafe 1.8-2.6 Unsafe 2.6-3.4 Neutral 3.4-4.2 Safe 4.2-5.0 Very Safe No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 24 Q4-5. When walking alone in your neighborhood during the day 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Feeling of Safety Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Unsafe 1.8-2.6 Unsafe 2.6-3.4 Neutral 3.4-4.2 Safe 4.2-5.0 Very Safe No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 25 Q4-6. When walking alone in your neighborhood at night 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Feeling of Safety Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Unsafe 1.8-2.6 Unsafe 2.6-3.4 Neutral 3.4-4.2 Safe 4.2-5.0 Very Safe No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 26 Q5-1. Overall police relationship with your neighborhood Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 27 Q5-2. Visibility of police in neighborhoods Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 28 Q5-3. Town’s efforts to prevent crime Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 29 Q5-4. Enforcement of local traffic laws Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 30 Q6-1. Availability of greenways and trails Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 31 Q6-2. Availability of parks Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 32 Q6-3. Availability of playgrounds Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 33 Q7-1. Enforcement of trash and debris cleanup on private property Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 34 Q7-2. Enforcement of mowing and cutting of weeds on private property Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 35 Q8-1. Convenience of downtown parking Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 36 Q8-2. Ease of travel by walking to key destinations Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 37 Q8-3. Ease of travel by driving to key destinations Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 38 Q8-4. Ease of travel by biking to key destinations Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 39 Q8-5. Ease of travel by bus to key destinations Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 40 Q9-1. Condition of streets in your neighborhood Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 41 Q9-2. Condition of sidewalks in your neighborhood Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 42 Q9-3. Cleanliness and appearance of medians and roadsides Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 43 Q9-4. Mowing and tree trimming along streets and other public areas Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 44 Q9-5. Adequacy of street lighting in your neighborhood Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 45 Q9-6. Winter weather response on town-maintained streets Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 46 Q9-7. Condition of parks Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 47 Q9-8. Condition of greenways Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 48 Q11-1. Solid waste collection services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 49 Q11-2. Residential bulk trash collection Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 50 Q11-3. Yard waste collection services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 51 Q11-4. Quality of drinking water Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 52 Q11-5. Sewer services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 53 Q11-6. Eno River protection Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 54 Q11-7. Drainage of town streets Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 55 Q11-8. Ease of paying water and sewer bill Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 56 Q11-9. What you are charged for water and sewer services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 57 Q11-10. What you are charged for stormwater services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 58 Q12-1. Amount of trees and shrubs retained and/or replaced on new development Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 59 Q12-2. Overall quality of recent residential development in Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 60 Q12-3. Overall quality of recent commercial development in Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 61 Q12-4. Protection of historic district and local landmarks Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 62 Q12-5. Ability to find housing you can afford in Hillsborough Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 63 Q13a-1. How easy the employees were to contact Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 64 Q13a-2. Courtesy of employees Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 65 Q13a-3. Accuracy of the information and assistance you were given Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 66 Q13a-4. Time it took for your request to be completed Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 67 Q13a-5. How well your issue was handled Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 68 Q13a-6. Resolution to your issue or concern Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 69 Q13b-1. Water and Sewer Services 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 70 Q13b-2. Water and Sewer Billing and Collections 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 71 Q13b-3. Stormwater and Environmental Services 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 72 Q13b-4. Solid Waste/Public Works 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 73 Q13b-5. Planning/Land Development 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 74 Q13b-6. Parks and Public Spaces 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 75 Q13b-7. Fire Marshal 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 76 Q13b-8. Police 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 77 Q14-1. Availability of information about town programs and services Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 78 Q14-2. Town efforts to keep you informed about local issues Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 79 Q14-3. Level of public involvement in local decisions Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 80 Q14-4. Quality of social media outlets Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 81 Q14-5. Citizens newsletter Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 82 Q14-6. Overall usefulness of the Hillsborough website Citizen Satisfaction Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Very Dissatisfied 1.8-2.6 Dissatisfied 2.6-3.4 Neutral 3.4-4.2 Satisfied 4.2-5.0 Very Satisfied No Response 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 83 Q18-1. As a place to live 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 84 Q18-2. As a place to work 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 85 Q18-3. As a place to play 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 86 Q18-4. As a place to raise children 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 87 Q18-5. As a place to retire 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 88 Q18-6. As a place to visit 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 89 Q18-7. As a place to start a business 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 90 Q18-8. As a partner with its residents 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 91 Q18-9. As a town that is moving in the right direction 2019 Town of Hillsborough Community Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Perception Mean rating on a 5-point scale ETC INSTITUTE 1.0-1.8 Poor 1.8-2.6 Below Average 2.6-3.4 Neutral 3.4-4.2 Good 4.2-5.0 Excellent No Response Town of Hillsborough 2019 Community Survey: GIS Maps ETC Institute (2019)Page 92 Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Administration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.G Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Town Manager Eric Peterson & Assistant to the Town Manager Jen Della Valle ITEM TO BE CONSIDERED Subject: Review FY19 Hillsborough Results Report Attachment(s): 1. Hillsborough Results Report Brief Summary: This is a review of what is essentially the town’s report card. It’s also an opportunity to consider changes to the ways that the organization and departments pursue achieving the town’s mission, vision, and priorities. Action Requested: Discuss and provide direction to staff. ISSUE OVERVIEW Background Information & Issue Summary: Hillsborough Results is the town’s system of linking the board’s top priorities, departmental actions, and performance measures to achieve desired results. The annual report is both a “report card” and “strategic learning tool” that is used to assess how well the town is doing in pursuing its key objectives. Financial Impacts: N/A Staff Recommendations/Comments: N/A Fiscal Year 2019 Hillsborough, North Carolina TABLE OF CONTENTS Table of Contents .......................................................................................................................................... 1 Executive Summary ....................................................................................................................................... 2 Balanced Scorecard Rationale, Overview & Processes ........................................................................................................... 5 Strategic Priorities .................................................................................................................................. 7 Perspectives ............................................................................................................................................ 8 Objectives by Perspective ...................................................................................................................... 9 Key Definitions & Components ............................................................................................................ 10 Town Strategy Map .............................................................................................................................. 11 Top Priorities Background ........................................................................................................................................... 12 Vision for Performance Management ........................................................................................................ 13 Departmental Top Priorities, Strategy Maps, & Scorecards General Fund General Government Administration…... ...................................................................................................................... 14 Accounting…... ............................................................................................................................ 21 Planning…... ................................................................................................................................ 26 Public Space…... .......................................................................................................................... 31 Safety & Wellness ....................................................................................................................... 36 Public Safety Police .......................................................................................................................................... 39 Fire Marshal & Emergency Management ................................................................................... 44 Public Works Public Works ............................................................................................................................... 47 Fleet Maintenance ...................................................................................................................... 50 Streets ......................................................................................................................................... 53 Solid Waste… .............................................................................................................................. 56 Economic & Physical Development Economic Development .............................................................................................................. 59 Water & Sewer Fund Utilities ............................................................................................................................................. 62 Administration of Enterprise ........................................................................................................... 65 Billing & Collections ......................................................................................................................... 68 Water Services ................................................................................................................................. 73 Wastewater Services ....................................................................................................................... 76 Stormwater Fund Stormwater ...................................................................................................................................... 79 1 OrganizaƟonal PerspecƟves Community – Managers must know if the town is meeting citizen needs. They must determine the answer to the question: Is the organization delivering the services the community wants? Internal Business – Man- agers need to focus on those critical operations that enable them to satisfy citizens. Managers must answer the ques- tion: Can the organization improve upon a service by changing the way a service is delivered. Financial – Managers must focus on how to meet service needs in an efϐicient manner. They must answer the question: Is the service delivered at a good price? Learning & Growth – An organization’s ability to improve and meet citizen demands ties directly to the employees’ ability to meet those demands. Managers must answer the question: Is the or- ganization providing em- ployees with the training, technology and proper work environment to enable them to succeed and continuously improve? Vision: We envision Hillsborough as a prosperous town, filled with vitality, fostering a strong sense of community, which celebrates its unique heritage and small‐town character. Mission: We are stewards of the public trust who exist to make the Vision for Hillsborough a reality. We manage and provide the infrastructure, resources and services that enhance the quality of life for the living beings and land within our town. “Report Card” points to key accomplishments The town’s system of linking the board’s top priorities, departmental actions, and performance measures to achieve the desired results is called Hillsborough Results. The town strategy map, scorecards, top depart- mental priorities and budgetary information are blended together to better align the town’s time, money, and resources with its top priori- ties. In essence, this annual report is both a “report card” and “strategic learning tool” that should be used to assess how well the town is doing in pursuing its key objectives. One of the main purposes of the report is to generate dis- cussion, like a post-game analysis, to determine whether or not particular strategies being used to accomplish objectives and initiatives should be 1) changed, 2) abandoned or 3) maintained (i.e., “stay the course”). The ϐirst opportunity to analyze results and discuss possible changes to current strategy will happen at the town board’s regular meeting on January 13th. At this meeting, the board will discuss results from the FY19 Annual Hillsborough Results Report. The willingness to experiment by using new or innovative ideas is critical to continuously im- proving operations. At the same time, a learning organization has to be able to identify both potential successes and failures early enough to adjust accordingly to changing conditions. This is a major beneϐit of this system– it provides a reality check, accommodates changes in direction, helps everyone make well informed decisions, and creates accountability by sharing the results (whether good or bad) with the citi- zens, media, elected ofϐicials, and town employees. In instances where it appears the town is being successful, the board, staff and public should still be willing to challenge the status quo and suggest strategies that may allow an even higher standard of service to be deliv- ered. This is key to avoiding complacency. On the other side of the coin, just because an initiative missed its target does not necessarily mean a change in strategy is needed. As the old saying goes, “the devil is in the details.” Hence, asking probing questions to gain an understanding of the many factors affecting outcomes compared to the desired target can help clarify the performance picture and uncover a greater ability to assess what (if anything) should be done in response. It’s also important to remember that departments often set “stretch targets” that are multi-year goals intended to help make a breakthrough by encouraging creative thinking, results-oriented problem solving or escape the comfort zone. Please don’t hesitate to contact Assistant to the Town Manager Jen Della Valle or Budget Director Emily Bradford if you have any questions, suggestions, concerns, or ideas re- lated to this report. Most importantly, we look forward to listening and participating in the discussions of this report that will help us take the next steps in shaping Hillsborough’s future. Sincerely, Eric Peterson Town Manager A Report to Our Citizens Town of Hillsborough, North Carolina 2 Town of Hillsborough FY17 Actual FY18 Actual FY19 Target FY19 Actual Target Met or Exceeded Serve the Community % of sidewalks rated in good or better condition 98% 99% 99% 99% Part I violent crimes per 1,000 population 5.6 3.7 <5 4.2 Part I property crimes per 1,000 population—excluding large retail shoplifting 44.9 35.4 <50 31.9 Complaints against officers as a % of calls for service 0.17% 0.13% <1% 0.12% % of violations brought into voluntary compliance within 60 days 73% 85% 85% 77% Run the Operations Clearance rate for Part I offenses - violent crimes 82% 75% >65% 57% % of garbage routes completed on schedule 100% 100% 100% 100% % of brush routes completed on schedule 99% 99% 95% 99% # of State issued "Notices of Violation" - Water Services 0 0 0 0 # of State issued "Notices of Violation" - Wastewater Services 0 0 0 0 Sewer back-ups as a % of sewer accounts (per calendar yr.) 0.01% 1.4% <2% 0.7% Manage Resources # of water line breaks on 6" or larger lines 16 11 <20 6 % of streets rated in good or better condition 95% 98% 92% 98% % of lane miles resurfaced 5% 7% 5% 2.5% Water bills as % of median household income (MHI) 1% 0.96% <1% 1.02% Sewer bills as % of median household income (MHI) 1.50% 1.45% <1 1.52% Develop Personnel % of HPD sworn offices to have attained at least an Inter- mediate Law Enforcement Certificate 72% 65% >70% 62% Average # of training hours per officer beyond state minimums 62 62 >40 50 % of Town employees that have completed NIMS training 92% 90% 100% 92% % of employees completing required training N/A 75% 100% 75% A Report to Our Citizens How the Town Operates The Town of Hillsborough has used a council-manager form of government since 1989. Legislative and policy making authority rest with the mayor and a ϐive-member Board of Commissioners. The mayor is elected every two years. Each commissioner serves a four-year term. Elections are non- partisan, staggered and held during old-numbered years. The board hires a town manager to carry out its policies, as well as to manage and direct the town’s daily operations. The town provides many services includ- ing police protection, street maintenance, and water and wastewater system operations. Town Characteristics The Town of Hillsborough, Orange County and Research Triangle Park area continue to experience growth and are considered to be among the most desirable areas of the country to live and work according to several national surveys. The economy of the town is diversiϐied with manufacturing and a mix of wholesale and retail businesses as well as numerous service providers. Approximately 40% of Hillsborough’s tax base is commercial in nature. The Orange County unemploy- ment rate has historically been below the state and national rates. This trend continued during the last year in which the county’s unemployment rate as of May 2018 was 3.1% while the state and national rates were 4.2% and 3.6% respectively. The town is served by Interstate Highway 85 and Interstate High- way 40. It is also home to a Durham Tech Community Col- lege satellite campus and a UNC Hospital facility. Note: Results are not audited for accuracy Met target within 2% Missed target by <10% Missed target by >10% Legend 3 RUN THE OPERATIONS DEVELOP KNOW HOW MANAGE RESOURCES SERVE THE COMMUNITY Strengthen Citizen Engagement [9] Conserve Cultural and Natural Resources [8] Increase Citizen & Community Safety [16] Enhance Economic Vibrancy [4] Improve Connectivity, Walkability, and Public Spaces [6] Enhance Emergency Preparedness [2] Provide Responsive & Dependable Services [24] Manage Projects Effectively [1] Improve Communication & Collaboration [5] Excel at Staff & Logistical Support [10] Develop a Skilled and Diverse Workforce [27] Support Development of Citizen Volunteers [2] Enhance Relations with Other Entities [1] Maintain Fiscal Strength [7] Invest in Infrastruct ure [12]Develop Long-term Financial Plans [2] Deliver Services Efficiently [18] Promote Information Security [0] Deliver Services Sustainably [0] [# of measures] Mission & Vision 4 BALANCED SCORECARD – RATIONALE, OVERVIEW, & PROCESSES What is the Balanced Scorecard? A group of measures used to help implement an organization’s strategy. It is a tool/system for the leaders to use in communicating to employees and the community the outcomes and performance drivers by which the organization will achieve its mission and strategic objectives. Rationale and Benefits of the Balanced Scorecard • Clarifies and communicates organizational vision. Translates your vision and strategy into a coherent set of measures, targets and initiatives that can be communicated throughout the organization and community by 1) more clearly describing the board’s strategy by taking potentially vague policy directives (mission, vision, goals, and objectives) and making them easier to understand by defining them and choosing performance measures to gauge their progress; 2) sharing scorecard results throughout the organization and community gives employees and citizens the opportunity to discuss the assumptions underlying the strategy, learn from unexpected results, and deliberate on future modifications as necessary. Simply understanding an organization’s strategy can unlock many organizational capacities, thus allowing employees and citizens, maybe for the first time, to know where the organization is headed and how they can contribute during the journey. The scorecard brings meaning and action to a vague objective like “provide superior service.” • Better data for policy making. The Balanced Scorecard promotes questions, dialogue, analysis, innovation, experimentation, adaptability, and accountability. • Helps let us know if we are getting closer or drifting further away from achieving our goals. • Resource alignment and allocation: 1) To successfully implement any strategy it must be understood and acted upon throughout all levels of the organization and ultimately be enacted during departments’ day-to-day activities; 2) Establishing long-term “stretch targets” allows the organization to identify the key steps necessary to achieve its goals; and 3) Aligns resources (time, effort, and money) so the initiatives in all departments and levels share a common trait, their linkage to the town’s strategic goals. • Strategic learning – any strategy we pursue represents a hypothesis or your best guess of how to achieve success. To prove meaningful, the measures on the scorecards must link together to tell the story that describes what you are trying to achieve through your strategy. • Balance: 1) between financial and non-financial indicators, 2) between internal and external constituents of the organization, and 3) between lag and lead indicators of performance (i.e., what we’ve done in the past and where we want to go in the future). Improves likelihood of accomplishing key goals by not only helping to keep leadership, management, departments, and employees focused on top priorities, but also by improving communication between all interests thus making it easier to effectively troubleshoot and make logical “changes in course” that result in successfully delivering the type of services the community expects. Using Strategy & the Balanced Scorecard to Get Results Any strategy the town pursues represents a hypothesis or a best guess of how to achieve success. To prove meaningful, the measures on the scorecard must link together to tell the story of, or describe that strategy. For example, if the town believes that an investment in employee training will lead to improved quality, it needs to test the hypothesis through the measures appearing on the scorecard. If employee training does increase, but quality actually decreases, then it may not be a valid assumption. Instead, focus could turn to another possible factor, but more importantly, the town has information in which to act and make decisions. Strategy to achieve a desired outcome is often a new destination, somewhere the organization has not yet traveled to before. The Balanced Scorecard provides the town with a method to document and test assumptions inherent in the strategies it adopts. It may take considerable time to gather sufficient data to test such correlations, but simply beginning to question the assumptions underlying the strategy is a major improvement over making decisions based purely on financial numbers or subjective information. A well-designed Balanced Scorecard should describe the town or department’s strategy through the objectives and measures chosen. These measures should link together in a chain or cause-and-effect relationships from the performance drivers in the Develop Employees Perspective (Employee Learning and Growth) all the way through Serve the Community Perspective. Documenting our strategy through measurement, making the relationships between the measures so specific they can be monitored, managed, and validated. Only then can we begin learning about and successfully implementing our strategy. Process Used to Develop the Balanced Scorecard 1. At the Jan. 22, 2007 Budgetary Goal-Setting Retreat, the board developed Vision and Mission Statements, Strategic Priorities, Perspectives, and Objectives for FY08. 2. The information from the Retreat was used to develop a Draft Strategy Map. 3. The town manager “wordsmithed” proposed definitions for each Focus Area and Objective, based on town board’s discussions during the retreat. 4. Professor Bill Rivenbark from the UNC School of Government reviewed proposed initiatives, performance measures, and targets from the town departments. He also conducted a training session for the town’s management team to assist them in making their first Balanced Scorecard submissions as part of the FY08 budget process. 5. Draft Strategy Map and Town-Wide Balanced Scorecard were distributed to departments. 6. Departments chose the Focus Areas and Objectives that they could influence and incorporated them into their own Strategy Map, Balanced Scorecard, and Action Plans. 7. Draft plans were reviewed with the town manager and necessary amendments were made. 8. Draft plans were presented to the town board at the March 26 Workshop for feedback, discussion, and guidance. 9. Balanced Scorecards were incorporated into the budget process as departments started work on preparing their FY08 budget and FY08- 10 Financial Plan requests. 10. The first mid-year Balanced Scorecard/Town Performance Update occurred January 2008 and was reviewed during the board’s FY09 Budgetary Planning Retreat. 11. The first annual Balanced Scorecard Report was presented August 2008. 12. With the development of the FY16 budget, departmental scorecards went through their eighth formal review and were updated as needed. 5 DEVELOPING DEPARTMENTAL STRATEGY Departmental Balanced Scorecards A good scorecard will do the following: • Tell the story of the department’s strategy. • Shows that every objective selected is a linkage in the cause-and- effect relationships that compose the town’s strategy. • Drive performance by using a variety of measures and targets that look at short and long-term results to encourage proactive management. • Involve the participation of division heads, key staff, and employees throughout the department. • Is financially viable. • Positively changes departmental behavior by developing strategic initiatives. Step #1 – Town-Wide Objectives Selected to Build Scorecard & Map Departments determine what they can do to support and respond to the town-wide strategy, Balanced Scorecard, and achieve the departmental mission. Departments select the objectives they can meet to help the town board in pursuing the achievement of the five Strategic Priorities, vision, and mission. The objectives selected from each of the four perspective areas are used to create the department’s strategy map. Step #2 – Developing Departmental Initiatives These are the critical activities the department must pursue to achieve the town-wide objective and the department’s mission. • Initiatives detail what the department must do to achieve a town- wide objective or achieve the departmental mission. • Initiatives identify the highest priority activities to show where resources are most needed to achieve the overall departmental strategy. • Initiatives may apply to all divisions within a department or just one division. • Initiatives describe how the department will responds to the town- wide objective. • Initiatives are written so that divisions and employees can determine how they can respond to support the department’s effort to achieve the objective and mission. Step #3 – Developing Measures and Targets Each departmental initiative does not have to have a measure, but there should be a way to evaluate the achievement of the initiative or whether it was accomplished. There are two goals for strategic measures: organizational motivation and strategic learning. Organizational Motivation – Measures are a very effective tool in improving performance and/or accomplishing goals. A November 2001 article by Edwin Locke in Harvard Business Review titled “Motivation by Goal Setting” cites a survey of more than 500 studies, which indicates that performance increases an average of 16 percent in companies that establish targets. A primary reason for this may be that measures give employees clear direction and guidance as to what they need to accomplish. When employees focus their efforts on achieving key initiatives that are aligned with town-wide objectives and strategic priorities, then there is much greater probability that a well-coordinated effort is made in fulfilling the town’s mission and the board’s vision. The effort to clearly articulate the town’s top priorities to assist employees compliments the old saying that “people do what you inspect, not what you expect.” Strategic Learning – Measures are a way to monitor departments’ progress in achieving the town-wide objectives and their initiatives. Any strategy used to achieve initiatives, objectives, or strategic priorities represents a hypothesis of how to succeed. Strategy to achieve a desired outcome or solve a problem is often a new destination, a place that the town has not yet traveled to before. Measures and targets provide a way to test assumptions inherent in the strategies we select to pursue our goals. Documenting our strategy through measurement allows management, employees, elected officials, and the public to monitor, manage, validate, question, and/or deliberate possible adjustments to our strategy. If this can occur, then the town starts becoming a “learning organization” where being analytical, adaptive, and responsive to the hypotheses we’ve tested become keystones of the organizational culture that helps the town successfully implement its strategy. Components of a good measure • Measures should be specific. Stating that the Hillsborough Police Department will be the “best” police department or that the Billing & Collection Division will “maximize customer satisfaction” are more like vision statements and are difficult to measure. • There are ways to measure less tangible goals. Surveys, if properly designed, can be used to measure the perception of service quality, awareness of issues, community satisfaction, etc. • Does the measure really evaluate the initiative being pursued? • Is the measure reliable? • Is the measure easy to understand and explain? • Are departments using a variety of measures in evaluating their initiatives (workload, results, efficiency, effectiveness, short-term v. long-term)? • Does the measure clearly communicate the expected performance? • It is important to know where you are and where you want to go. Ideally, departments should have a baseline measure for current performance in the form of last year’s actual data, best practices or industry standards for comparison. When baselines do not yet exist a TBD (to be determined) is placed in the appropriate area to indicate the department is in the process of getting this data. Guidelines for Setting Targets 1. Targets should be realistic, but challenging enough to motivate greater accomplishment. 2. Departments can be more aggressive when setting multi-year targets. 3. Provide a rational explanation as to why achieving a target is important, especially with stretch targets. 4. When setting a target departments should review the linkage (cause-and-effect relationship) of the “enabling” perspectives to make sure they have the ability to achieve the target, thus the following questions should be asked: • Do departmental personnel have the skills and tools necessary to get the job done? • Does the department have sufficient resources/funding? • Are internal operations adequate? Stretch Targets – these are usually long-term or multi-year goals. Departments should only set one to two stretch targets per year. These are reserved for those initiatives that are critical in making a particular breakthrough. Stretch targets can be especially useful to help a department break from its comfort zone or traditional way of running operations to spark creative thinking and results-oriented problem- solving. Every department should have at least one stretch target. 6 BALANCED SCORECARD – STRATEGIC PRIORITIES Quality of Life The town is always searching for ways to add value to the community and individual citizen’s lives by preserving Hillsborough’s history and heritage (cultural, social, demographic, and economic); providing parks, recreation opportunities, sidewalks and greenways; improving transportation; making housing affordable for all citizens; protecting the environment; and supporting cultural activities and the arts. Superior Services Essential municipal services provided to the community should be a good value, customer-service focused, dependable, relevant (services that the community wants and needs), conducted in a professional, well-managed, and sustainable manner. The town will ensure that training opportunities are provided to employees, elected and appointed officials, and volunteers to create an environment of continual growth, learning, and a willingness to implement innovative strategies, technologies, processes, and approaches that result in more efficient and effective service provision to the citizens of Hillsborough. Community Safety Hillsborough will be the safest small town in the country. Citizens will feel safe wherever they may be in town, when driving or riding bikes on the streets, strolling on sidewalks, while playing in parks, safe from the threat of fire, and when drinking a glass of water. The Police Department will focus on crime prevention, enforcement, and convictions (when appropriate). Citizens will feel confident that when emergencies arise the town will be prepared to respond in a quick and effective manner. Growth Management Plan and manage growth in a manner that yields development which maintains Hillsborough’s small-town character and improves the quality of life for citizens. The town will use forward-thinking planning to create policies, processes, requirements, and plans that address land use, transportation, environmental protection, recreation, public safety, financial, and other critical issues will be used to ensure new development enhances rather than detracts from the community. All new development, especially in areas requesting annexation, should clearly contribute to the financial sustainability of the town. Encourage and plan for economic development to promote sustainability, support current businesses, bring new businesses to town, stimulate economic prosperity through quality job creation, and serve as a catalyst for growth and development. 7 BALANCED SCORECARD – PERSPECTIVES The “balanced” portion of the scorecard uses four perspectives to answer critical service delivery questions. This helps provide the balance organizations need to successfully plan, implement, measure, and evaluate performance. Community Perspective: Serve the Community – What is our mission and vision? What do our customers want? Managers must know if the town is meeting citizen needs. They must determine the answer to the question: Is the organization delivering the services the community wants? Internal Business Perspective: Run the Operations - What internal processes must we excel at to provide valuable services to the community while achieving the mission and vision? Managers need to focus on those critical operations that enable them to satisfy citizens. Managers must answer the question: Can the organization improve upon a service by changing the way a service is delivered? Financial Perspective: Manage Resources – How do we deliver quality services efficiently and remain financially sound while achieving the mission and vision? Managers must focus on how to meet service needs in an efficient manner. They must answer the question: Is the service delivered at a good price? Learning & Growth Perspective: Develop Know-How – What skills, tools, and organizational climate do our employees need to meet the community’s needs while achieving the mission and vision? An organization’s ability to improve and meet citizen demands ties directly to the employees’ ability to meet those demands. Managers must answer the question: Is the organization providing employees with the training, technology, and proper work environment to enable them to succeed and continuously improve? 8 BALANCED SCORECARD – OBJECTIVES BY PERSPECTIVE Strengthen Citizen Engagement – Improve the quality and frequency of communication to enhance public access to information about town services, meetings, key issues, and emergency situations. Provide a variety of ways for citizens to meaningfully share ideas, concerns, and questions with Town officials. Conserve Cultural & Natural Resources – Protect the environment, historic district, landmarks, and intangible assets such as community and cultural events that bring Hillsborough’s diverse citizenry together. Ensure that these resources are protected, conserved, celebrated and resilient to changing environmental conditions. Increase Citizen & Community Safety – Accomplish this by building relationships and problem-solving partnerships with citizens, businesses, and neighborhood watch groups and using policing strategies that target specific types of crimes and “hotspot areas.” Increasing police presence, having police officers and town officials be accessible and approachable, improving community appearance, addressing nuisance conditions and approaching community safety across multiple departments will make Hillsborough a safer town. Enhance Economic Vibrancy – Achieve via diverse economic development, support of locally owned businesses, and promoting Hillsborough as a place to work, live, and play. Improve Connectivity, Walkability & Public Spaces – Provide recreation and pedestrian facilities to encourage healthy lifestyles, citizen interaction, and to offer a variety of transportation choices that link Hillsborough’s neighborhoods together in an accessible manner. Enhance Emergency Preparedness – Improve the ability to effectively anticipate and respond to emergency situations, from minor incidents to major disasters, through planning, training, collaboration with public and private agencies, and community education. Improve Communication & Collaboration – Increase the quality and frequency of communications throughout all areas of the organization to promote problem-solving partnerships within and outside of the organization. Good communication enables the vision to be implemented. Excel at Staff & Logistical Support – Ensure outstanding internal support is being provided to all departments, employees, elected officials, advisory board members, and volunteers that deliver services or directly serve the community. Use technology, where practical, to improve service delivery and save taxpayer dollars. Provide Responsive & Dependable Services – Provide quality services to citizens in a courteous, responsive, and reliable manner that is effective in achieving desired results. Excel at the technical aspects of providing services to the community. Manage Projects Effectively – Ensure projects are well planned, include contingency plans for reasonably anticipated complications, stay on course, meet goals, and come in on or under budget. Maintain Fiscal Strength – Support fiscal policies and controls that keep the Town government in a financially strong position, thereby allowing it to respond to unforeseen problems, emergencies, as well as opportunities. Continually look for opportunities to diversify revenue sources and leverage outside funding opportunities. Invest in Infrastructure – Prioritize funding for infrastructure maintenance to avoid excessive deterioration while minimizing long-term operational and capital costs. New infrastructure investments help achieve key priorities and optimize the use of current assets. Develop Long-Term Financial Plans – Build upon current financial planning instruments to provide a longer-term view of what Hillsborough’s finances and operations may look like in the future. These plans are intended to identify potential challenges, opportunities, and proactive response options. Deliver Services Efficiently – Ensure citizens are receiving a good value from their investments by delivering cost efficient services. Maximize the use of public funds through service optimization, innovation, process improvement, competition, and other means. Promote Information Security – Establish policies and procedures to protect the confidentiality, integrity and accessibility of the town’s digital information. Ensure compliance with applicable data protection laws, regulations and standards. As the data security environment rapidly evolves, anticipate and prepare for emerging cybersecurity threats. Deliver Services Sustainably – Be a leader in setting policies and providing services that promote environmental sustainability. Transition from fossil fuel-powered operations to 100 percent clean/renewable energy by 2050 and 80 percent by 2030 to build a more resilient community, promote environmentally sustainable economy and protect our local community and Earth for current and future generations. Develop a Skilled & Diverse Workforce – Create a work environment that allows the Town to hire and retain a diverse workforce of skilled employees who are capable of meeting the community’s needs. Focus on career development and succession planning. Support Development of Citizen Volunteers – Provide opportunities for volunteers to develop the technical and leadership skills that enable them to achieve the community’s needs and understand the role of the advisory boards in town government. Enhance Relations with Other Entities – Build relationships with others involved in the governing process, including governmental organizations, non-profits, and the private sector. Serve the Community What do our citizens want? What must be done to implement the vision and mission? Run the Operations What internal processes must we excel to provide valuable services while achieving the vision and mission? Manage Resources How do we deliver quality services efficiently and remain financially sound while achieving the vision and mission? Develop Know-How What skills, tools, and organizational climate do our employees, elected officials and advisory board members need to meet the community’s needs while achieving the mission and vision? 9 BALANCED SCORECARD – KEY DEFINITIONS & COMPONENTS Mission: Why we exist. Core Values: What we believe in, guiding principles. Vision: Word picture of the future. Focus areas: Themes on which the organization will concentrate efforts, dedicate resources, and strive to achieve significant improvements. The focus areas reflect what the town’s Board of Commissioners believe must be done to succeed. Perspectives: The four different views that are used to create a “balanced” way of establishing objectives and measurements to assist the organization in accomplishing the vision and strategic priorities. The traditional four perspectives used in corporate strategic planning and program evaluation are 1) Financial, 2) Internal Business Process, 3) Community, and 4) Innovation, Learning, & Growth. While the names and definitions of these perspectives are frequently modified to meet different organization’s specific needs, the original intent of these four traditional perspectives usually remains intact. Objective: A concise statement describing the specific things the organization must do well in order to execute its strategy. Objectives often begin with action verbs such as “increase,” “reduce,” “improve,” “achieve,” and similar words. Examples: Reduce Crime, Enhance Customer Service, Maintain Adequate Water Pressure, Promote Learning & Growth, Invest in Infrastructure, Deliver Competitive Services, Maintain Fiscal Strength, Maintain a Skilled & Diverse Workforce, Create Unity Between Neighborhoods, Provide Affordable Services, Protect the Environment, Enhance Walkability, etc. Measure: A standard used to evaluate and communicate performance against desired results. Reporting and monitoring measures help organizations gauge progress toward effective implementation of strategy. Example: Percentage of water customers with an average pressure of 30 PSI or greater. Target: The desired result of a measure that communicates the expected level of performance. Example: 98% of customers will have average water pressure of 30 PSI or greater. A “stretch target” is a challenging target that may not be met. It may be a multi-year goal with milestones. Initiative: The specific programs, activities, projects, or actions the town will undertake to meet performance targets. This is generally a one-time activity that goes away once you do it. Examples: A) Install Maple Avenue water main connector to increase pressure in the western pressure zone, and B) Develop and implement Water Booster Pump Cost Sharing Policy for service connections with pressure below 30 PSI. Cascading: The process of developing “aligned” scorecards throughout an organization. Each level of the organization will develop scorecards based on the objectives and measures it can influence from the group to which they report. For example, Police Patrol aligns/connects with the Police Department, who aligns/connects with the town-wide scorecard by developing their own objectives and measures based on how they influence the town-wide objectives and measures. Cause & Effect: The concept of cause and effect separates the Balanced Scorecard from other performance management systems. The measures on a scorecard should link together in a series of cause-and-effect relationships to tell the organization’s strategic story. 10 Vision for Hillsborough We envision Hillsborough as a prosperous town, filled with vitality, fostering a strong sense of community, which celebrates its unique heritage and small‐town character. Strategy Map Mission of Town Government We are stewards of the public trust who exist to make the Vision for Hillsborough a reality. We manage and provide the infrastructure, resources, and services that enhance the quality of life for the living beings and land within our town. Town Board Strategic PrioriƟes Quality of Life Superior Services Community Safety Growth Management STRATEGIC OBJECTIVES Serve the Community Run the OperaƟons Manage Resources Develop Know‐How We Value Equity & fairness High quality services and high quality customer service Hillsborough’s small town nature and sense of com‐ munity Serving as a catalyst for change Sustaining Hillsborough’s unique “sense of place” including its history, ar‐ chitecture, ciƟzens, river, and mountains Maintaining and cele‐ braƟng our community’s diversity Inclusion of all neighbor‐ hoods and areas of our town—Hillsborough is for everyone Affordability — keeping the cost of services and living within reach of people who live and work here Vibrancy — fostering a “Happening Hills‐ borough” that is alive, growing, and filled with posiƟve energy. Strengthen CiƟzen Engagement Conserve Cultural and Natural Resources Increase CiƟzen and Community Safety Enhance Economic Vibrancy Improve ConnecƟvity, Walkability and Public Spaces Enhance Emergency Preparedness Provide Responsive and Dependable Services Manage Projects EffecƟvely Improve CommunicaƟon and CollaboraƟon Excel at Staff and LogisƟcal Support Maintain Fiscal Strength Invest in Infrastructure Develop Long‐ Term Financial Plans Deliver Services Efficiently Develop a Skilled and Diverse Workforce Support Development of CiƟzen Volunteers Enhance RelaƟons with Other EnƟƟes Promote InformaƟon Security Deliver Services Sustainably 11 TOP DEPARTMENTAL PRIORITIES – BACKGROUND What are Top Departmental Priorities? The town’s top departmental priorities represent the top one or two priorities that each department identifies to tackle in a fiscal year. In the inaugural year, the Board of Commissioners identified its top 3 town priorities. In subsequent years, only departmental priorities are identified. Rationale and Benefits of Identifying Top Priorities This prioritization system was implemented to ensure that the town maintains the levels of services that Hillsborough citizens expect and to reduce the chance that distractions derail its efforts toward our priorities. This is the town’s attempt to refine its focus and answer the question, “If every other area of our operations remained at its current level of performance, what is the one area where change would have the greatest impact.” Multiple areas within an individual department’s operations may need attention, but teams only have the capacity to focus on the top one or two priorities at a given time given the energy it takes to sustain the day-to-day operations. Some of the benefits listed below overlap with those identified for the balanced scorecard. • Improves focus. While departments will always face the day-to-day crises, the town can improve the likelihood on moving the needle on top goals by defining the plan for achieving it and limiting the number of goals chosen. • Better data for policy making. Top Departmental Priorities promote questions, dialogue, adaptability, and accountability. • Helps let us know if we are getting closer or drifting further away from achieving our top goals. • Resource alignment and allocation: departments identify budget requests that align with their top priorities. • Improves likelihood of accomplishing key goals by not only helping to keep leadership, management, departments, and employees focused on top priorities, but also by improving communication between all interests thus making it easier to effectively troubleshoot and make logical “changes in course” that result in successfully delivering the type of services the community expects. Process Used to Develop Top Departmental Priorities 1. Department directors work with employees to map out the departments’ top priorities for the fiscal year, identifying the components and sequence necessary to achieve the priority. While there are many details involved in executing the plan, the top priority document focuses on the critical steps. 2. Departments perform a pre-mortem analysis, evaluating the potential threats most likely to impede the department from achieving its priority and developing strategies to mitigate those threats. To do this, departments envision a future in which the department was unable to achieve the top priority within the identified timeframe. Departments then brainstorm what went wrong and what derailed the team from achieving success. Departments then evaluate the severity of impact if the threat occurs, the likelihood that the threat will occur, and level of control over the threat. The top threats identified are those that would have a severe impact, are likely to happen, and of which the department has control. 3. Departments also identify all the resources that are needed to achieve success. Resources may include additional personnel, equipment, software, time etc. For each resource request, the department indicates whether the request has been funded in the budget. 4. Departments submit top departmental priority maps to the Board of Commissioners for feedback. 5. Departments provide an update at the end of the fiscal year with accomplishments, challenges and next steps. 12 Vision Where do we want to go? Strategy Map/ Top Priorities How do we get there? Multi-Year Budgeting Are we funding the things needed to get there? Performance Measures Are we doing those things well? Continuous Improvement How can we do them better? HILLSBOROUGH RESULTS – VISION FOR PERFORMANCE MANAGEMENT 13 Administration 14 FY2018‐2019 Top AdministraƟon Priority Develop a Skilled and Diverse Workforce Top Threats Large Ɵme commitment— HR: delay lower priority iniƟaƟves; employees: offer a variety of scheduling opƟons and lunch Maintaining momentum/sustainability/consistency — create an annual training calendar and focus on enhancing it each year MeeƟng organizaƟonal/departmental/employee needs — con‐ duct annual program evaluaƟon The AdministraƟon Department’s FY19 top priority addresses the board’s strategic objecƟve of developing a skilled and diverse workforce. It builds upon iniƟaƟves that began with the department’s FY17 top priority. Four compo‐ nents will be fulfilled in FY19. A renewed focus will be placed on diversity and inclusion and succession planning, cur‐ rent learning iniƟaƟves will be expanded, and the second leadership academy will be offered. Diversity and Inclusion HR Director and HR Analyst, Fall 2018 Succession Planning HR Director and HR Analyst, Spring 2019 Strategic recruitment Job fairs, targeted visits, job ads, etc. PosiƟons Internships (including minority schools), apprenƟce‐ ships (such as work first), and overhires Policy—recruitment and overhires Branding Work with PIO and hiring departments to create coordi‐ nated town recruitment message and materials Workforce analysis IdenƟfy key posiƟons and potenƟal reƟrees Gap analysis/tools Evaluate posiƟons, people and skills and develop tools, such as overhires, to address future needs Internal assets/selecƟon process Recruitment policy and employee development plans OpportuniƟes to restructure Evaluate evolving trends and other organizaƟons Employee Learning and Development HR Director, Safety Officer, and HR Analyst Hillsborough University: Leadership Academy HR Director Safety Expand safety orientaƟon, required safety training by posiƟon, and general employee safety training Intro/101 Offer refresher training for employees and supervisors and general employee development opportuniƟes and add topics idenƟfied in annual program evaluaƟon Advanced/201 Offer general employee development opportuniƟes and add topics idenƟfied in annual program evaluaƟon Offer quarterly development program for prior graduates (July—December) Offer second bi‐annual leadership academy (January—June) Incorporate addiƟonal content, such as 360 EvaluaƟon— Leadership PracƟces Inventory (LPI), team‐building, profes‐ sional development projects, and a mentor program Resources Requested in Budget New posiƟon—administraƟve support specialist, provides ad‐ ministraƟve support for human resources, town clerk, and safe‐ ty operaƟonal areas (Y1) Hillsborough University operaƟonal line item, includes training supplies and snacks/lunch (Y1, Y2, and Y3) 15 ADMINISTRATION – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? Human Resources staff attended one job fair and one elementary school career exploration event. Staff utilized additional advertising sources, including Indeed.com, which may account for increases to the number of applications received by approximately 300%. The trainee designation was utilized in recruitment for police officer, equipment operator, and water plant operator. Trainees were hired in each of these positions. In addition, the town implemented a $15 minimum wage, effective July 8, 2019, and was re‐certified as an Orange County Living Wage Employer. The human resources director completed the IPMA‐HR 2019 Spring Workforce and Succession Planning Course. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? As anticipated, the large time commitment on the part of human resources staff was unsustainable when a vacancy occurred in January 2018. In addition, two other organizational initiatives became priorities that took precedence over the previously established top departmental priority. In the first half of the fiscal year, the human resources director dedicated approximately 10% of her time to the ERP project, which was eventually put on hold. In January, the management team identified the performance management program as a focus area for applying LEAN principles. The human resources director worked on developing and implementing a revised performance management policy, including a common July 1 evaluation date for all employees and an updated evaluation form and procedures that went into effect in July 2019. WHAT’S NEXT: Do you have any remaining steps or actions? Now that the vacancy and new position are filled and new staff has been trained, there should be adequate resources to make additional progress on the departmental top priority. Momentum will need to be regained with the learning and development program, and a renewed focus will need to be directed to diversity and inclusion. Succession planning is in the initial phase of development and progress will be made over the coming months. 16 ADMINISTRATION – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Strengthen Citizen Engagement Enhance public access to information about town services, meetings, key issues, and opportunities to provide feedback to town officials FY19 Action Steps Public and internal promotional campaign of information methods Shorter meeting summary videos Infographics and videos on development and public hearing processes “Town efforts to keep you informed about local issues” – % of Citizen Survey respondents who feel “Satisfied” or “Very Satisfied” 72% N/A Biennial Survey 75% 66% Biennial Survey U.S. Average Benchmark – 43% Conduct biennial survey to measure citizen satisfaction on a variety of key town services “Overall quality of services provided by the town” – % of Citizen Survey respondents who feel “Satisfied” or “Very Satisfied” 82% N/A Biennial Survey 85% 86% Biennial Survey U.S. Average Benchmark – 48% Run the Operations Improve Communication & Collaboration Engage with employees on the town’s strategy map and departmental balanced scorecard FY19 Action Steps 10% of employee evaluation scores are based on individual goals linked to the town’s strategic objectives “The town’s strategy map and my department’s balanced scorecard have been shared with me” – Average rating of Employee Survey respondents 7.53 N/A Biennial Survey 8.00 N/A Delayed Biennial Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree Manage Resources Maintain Financial Strength Develop a fiscally responsible annual budget & 3‐year financial plan, and 7‐year capital improvement plan “Overall value received for your local taxes and fees” – % of Citizen Survey respondents who feel “Satisfied” or “Very Satisfied” 51% N/A Biennial Survey 55% 53% Biennial Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree U.S. Average Benchmark – 37% Unassigned fund balance as a % of total annual expenditures 53% 48% ≥ 33% TBD Policy to maintain between 20‐60%, with target of 33%. Deliver Services Efficiently Replace equipment according to replacement schedule % of computers & servers less than 5 years old 100% C – 99.2% S –100% 100% TBD If replacement was ordered prior to 7/1, it was considered replaced. “Develop Know‐How Develop a Skilled & Diverse Workforce Maintain an educated dedicated, productive, and diverse workforce FY19 Action Steps Administration Department top priority Writing workshop Town Turnover Rate: Police Non‐Police 12.2% 13.1% 11.7% 17.3% 19.5% 16.2% <10.0% <15.0% <7.0% 11.7% 16.0% 9.8% National average for state and local gov’t, excluding education: 2018 – 20.0% Average length of service (years) 8.9 8.1 >10 7.87 # of employee appeals and grievances per 100 FTE 3.07 0.99 <2 1.90 17 Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result “The town is a ‘great’ place to work” – Average rating of Employee Survey respondents 8.69 N/A Biennial Survey 8.75 N/A Delayed Biennial Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree Workforce Diversity Gender and/or Race Gender Race 35% 27% 13% 34% 26% 14% >45% >30% >25% 39% 30% 14% Minorities in Management / Supervisory Roles Gender Race 19% 10% 23% 11% >30% >15% 30% 10% % of vacancies filled by internal promotions/ transfers 27% 19% >33%33% % of vacancies filled by Leadership Academy graduates N/A 10% >20 0% FY18 – New Measure % of employees completing required training N/A 75% 100% 75% FY18 – New Measure % of positions that have had a salary review in the last 3 years 100% 100% 100% 100% Support Development of Citizen Volunteers Focus on recruitment and retention of citizen volunteers % of “town zones” represented via volunteers N/A N/A N/A N/A “Under Construction” % of volunteers who are satisfied with the volunteer experience N/A N/A N/A N/A “Under Construction” 18 ADMINISTRATION – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Regarding actions steps planned for enhancing public access to information, the Public Information Office changed its priority from a public and internal promotional campaign of communication methods to providing information explaining water and sewer services. It met all goals for this, including: Creating videos on FY19 water and sewer rates, the reservoir expansion, and backflow prevention. Overhauling the online FAQs on water and sewer rates with the addition of charts showing comparisons between Hillsborough and other systems and with additional resource materials, such as explanations on the cost of water and sewer service, efforts to provide rates relief, a history of the reservoir, an evaluation of partnering with another system, and the effect of debt management, pump stations and the Falls Lake Rules. Promoting the Water Assistance Program, with quarterly promotions in the citizens newsletter and on social media and a news release prior to the holidays. Promoting water and sewer services monthly via social media. Human Resources In FY19, employees added goals to their performance evaluations and linked them to the strategic objectives on the town strategy map for the second year. All new employees were required to complete new employee orientation where the strategy map and balanced scorecard were discussed. This approach should improve employee engagement on the town’s strategy map and departmental balanced scorecard and tie individual performance to organizational performance goals. Employees submitted 1.90 appeals and grievances per 100 FTE. This is below the target of two. Employees and supervisors utilized alternative approaches to work through and resolve problems outside of formal procedures. All positions have been reviewed in the last three years. In FY19, staff completed a market analysis for all positions and recommended classification and pay adjustments, effective July 8, 2019. In addition, the town implemented a $15 minimum wage, effective July 8, 2019, for all regular positions. This will enable the town to remain a competitive employer in a job market with very low unemployment rates. 33% of all vacancies were filled by internal promotions/transfers. Excluding police officers, which are rarely filled internally, the percentage increases to 37%. No vacancies were filled by Hillsborough University Leadership Academy graduates. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Regarding action steps planned for enhancing public access to information, it was decided to end the meeting summary videos due to amount of time involved and low viewership. The project to create infographics and videos on development and the public hearing process also was not started due to lack of time and due to the priority in explaining water and sewer services. Regarding the action step to offer a writing workshop for staff development, there was lack of time on the public information officer’s part and the development program was scaled down due to human resources staffing. 19 Human Resources Turnover was lower this year but still exceeded the target of below 10%. Approximately half of total turnover was voluntary for both police and non‐police employees. Less than half of the voluntary turnover was related to employees leaving town employment for other jobs in the immediate area. The remaining turnover was related to retirements, relocations, and involuntary resignations and terminations. Overall, turnover rates were below the national average of 20% for state and local governments, excluding education. The top priority of succession planning will be an important strategy in reducing and preparing for future turnover. In addition, efforts to increase diversity and inclusion should help to reduce this rate. The average length of service is 7.87 years and has dropped due to the higher turnover in FY18. This is below the target of greater than 10 years. Overall workforce diversity increased by 5%. Females in the workforce increased by 4% while employees of a minority race stayed the same. Within the management team and supervisory roles, the percentage of females increased while racial diversity decreased slightly. These measures are still below the established targets. One hundred percent of employees have not completed required training. Internal training was put on hold due to a vacancy in human resources. Limited staff resources did not allow for the continuation of internal learning and development opportunities in FY19. 20 Accounting 21 FY2018‐2019 Top AccounƟng Priority Review and Revise Processes and Procedures Top Threats Threat 1 — Difficulty implemenƟng organizaƟon‐wide change (Provide reasons for and benefits gained by changing the process.) Threat 2 — ImplementaƟon challenges—technology, unforeseen issues, staff training and staff Ɵme spent on the project. (Diligent planning, careful vendor selecƟon and possible need for temporary employees to assist with the workload.) Threat 3 — The second law of Thermodynamics—everything in our universe, when leŌ to itself, tends toward more and more disorder. The most difficult aspect of the 5S methodol‐ ogy is the sustain step. (The workplace will be reviewed on a monthly basis by a different staff member every month and a compliance report shared at the monthly staff meeƟng.) The top priority for the accounƟng division this year is to review and revise all processes and procedures to align with best pracƟces, revise the chart of accounts, implement ERP soŌware, and efficiently organize the workplace. Review of all Processes and Procedures Revise the Chart of Accounts Work within planning and implementaƟon project teams to: Develop processes and procedures that are in line with best pracƟces. Determine how to implement the new processes and procedures. Determine how to ensure and maintain compliance with the new processes and procedures. Develop a new chart of accounts to provide more meaningful re‐ porƟng and analysis. Determine reporƟng structure by idenƟfying: Departments and Divisions Programs and projects Funding sources Determine all revenue, expense, asset and liability codes required. Define account segments. Create a map linking old and new accounts. Implement ERP SoŌware Workplace OrganizaƟon Change Management— Provide training regarding new processes and procedures and emphasize why it is important and beneficial to migrate to an ERP system. Data MigraƟon. Technology & Knowledge Transfer—Training staff to use the new soŌware. SoŌware TesƟng. Go Live (July 1, 2019). Implement the 5S methodology for workplace organizaƟon: Sort Set in order Shine/Sweeping Standardize Sustain Resources Requested in Budget Purchase an ERP system (Unfunded) Temporary staffing (Unfunded) 22 ACCOUNTING – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? The Financial Services Department moved to the new Town Hall Annex September 2018. The entire department used the 5S Methodology for workplace organization during the moving process and have continued to maintain workplace organization. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? Three out of the four top priorities were developed to prepare for the implementation of new ERP software. During FY19, this project was put on hold and was included in the capital improvement plan for FY22 implementation. WHAT’S NEXT: Do you have any remaining steps or actions? The department does not have any remaining steps or actions. 23 ACCOUNTING – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Run the Operations Provide Responsive and Dependable Services Ensure appropriate cash control Conduct bi‐monthly audit of cash drawers 0% 100% 100% 33% Ensures operating cash is secure and errors are identified early. This goal was not met due to being short staffed for over half the fiscal year. Excel at Staff & Logistical Support Update financials in a timely manner % of monthly closings completed no later than 10 business days after month end N/A 100% 100% 60% FY18 – New Measure Ensures ledger is up‐to‐date to help manage workflow. This goal was not met due to being short staffed for over half the fiscal year. Produce timely financial statements Distribute financial statements by the 15th of each month 100% 100% 100% 100% Assist management team/supervisors to monitor budget expenditures. Manage Resources Maintain Financial Strength Maintain liquidity and cash flow in order to meet short‐term obligations Quick Ratio: Governmental Activities Water/Sewer Fund 4.11 3.45 4.79 3.63 >4.52 >3.50 3.09 4.28 A high ratio suggests a government can meet its short‐term obligations. Targets are the average of benchmark cities: Cherryville, Oxford, King, Roxboro & Mebane). Maintain service flexibility by determining the amount of total expenses committed to annual debt service. Debt Service Ratio: Governmental Activities Water and Sewer Fund 0.13 0.26 0.10 0.23 <0.17 <0.20 0.13 0.31 Formula: Annual debt service divided by total expenses Targets are the average of benchmark cities Measures the extent to which total assets are financed with long‐term debt Debt‐to‐Assets Ratio: Water and Sewer Fund 0.32 0.29 <0.32 0.36 Total liabilities as a percentage of total assets and deferred outflows of resources. Present timely and accurate CAFR Submit CAFR to the Local Government Commission within 4 months of yr end N N Y N Two out of the three auditors working on the audit resigned which caused a substantial delay in submitting the audit. Develop Know‐How Develop a Skilled & Diverse Workforce Provide on‐going classes on existing software, computer usage, writing and supervisory workshops to ensure best practices and promote growth % of employees that have attended at least one class, workshop, seminar or conference within the fiscal year 100% 100% 100% 33% Ongoing encouragement is provided to all employees to obtain professional education. This goal was not met due to being short staffed for over half the fiscal year. 24 ACCOUNTING – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Two targets were met in FY19 – producing timely financial statements and the quick ratio for the Water and Sewer fund. Timely financial statements provide financial information to department heads and supervisors, and a high quick ratio demonstrates the fund's ability to meet short‐term obligations. These goals will continue to be achieved by providing financial statements before the 15th of the month and maintaining high water and sewer revenue collection rates while minimizing costs. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy) The Accounting Division was fully staffed for two months in FY19, and during those two months, 40% of the staff consisted of new hires in training. Due to this challenge, the division did not meet the targets related to cash controls, updating the financials and attending training. The department is now fully staffed, and a plan is in place to meet these goals for FY20. The governmental activities did not meet the quick ratio goal due to the refunding of an overpayment in property tax. The CAFR was submitted late due to a turnover in staff at the accounting firm. 25 Planning 26 FY2018‐2019 Top Planning Priority Update development review processes to improve effectiveness and efficiency Top Threats Overwhelming work volume/pace. If the phone calls are any indication, staff expects increased non‐residential activity in the coming year. The need for additional staff is reaching a critical juncture. Distractions with special projects or studies. Staff will continue to resist work on special projects unless more staff resources are available. Tangential but critical projects are likely to start this year – absorbing any slack in the director’s schedule. This includes North Campus construction and coordinating with NCDOT on TIP project. This will limit the ability to influence task 3 and 4 above without additional staff resources. The town implemented a Technical Review Committee in 2008 to improve the review of detailed construction drawings. The process has remained largely unchanged since implementation. Since the process allows multiple looks at the same plans, applicants and committee members are not being diligent in reviews and the total review time is becoming excessive and exhausting for staff and applicants. Institute more formal review process and consistent deadlines for TRC‐reviewed plans Invite TRC members and applicants to discuss the process and look for improvements Review applications for full completeness and stop reviewing incomplete/partial submittals. Hold firmly to the submittal deadline. Insist on clarity from applicants on the desired review process – site plan or construction drawing or combination. Create a checklist for construction drawings. Review site plan checklist to ensure the right items are required. Discuss whether a second monthly meeting could be scheduled for the review of resubmittals only. Evaluate 6 subsections of Unified Development Ordinance to address vagueness and consistency Assign more resources to plan review and construction site monitoring Block out time on calendar to focus on the following sections in detail: permitted uses, buffers, lighting, signs, steep slopes, and tree protection. Work with Planning Board, Board of Adjustment, and attorney to prepare needed text amendments for the April and July public hearings. Have sufficient staff resources so that each development project has two reviewing planners. Conduct construction site monitoring visits prior to Certificate of Occupancy inspections to build rapport with builders and ensure sites comply with approval conditions. Resources Requested in Budget Additional Planner position (unfunded): This is modified from last year’s request to clarify the work needed in the first 3‐5 years. 27 PLANNING – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? We completed updates to three of the six priority sections. Updates to signage are not comprehensive. There was a vague ruling by the Supreme Court related to signage a few years ago. On the advice of the town attorney, we are waiting for additional guidance to clarify the court’s ruling before making significant updates to the sign chapter. We have been “holding the line” so to speak on deadlines and that has helped minimize frustration with reviewing incomplete applications. We have been able to bring more staff into the plan review process. On larger projects, either the planner or planning technician are reviewing different components to assist the senior planner and to become comfortable with the process. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? The workload of construction projects requiring review by the Technical Review Committee was too heavy to allow us to feel comfortable to test out alternatives or ask members to attend additional meetings. In discussing alternatives, larger shifts and changes that might be more successful were suggested and staff is evaluating the potential impacts and advisability of those changes. This task has been rolled over to FY20. WHAT’S NEXT: Do you have any remaining steps or actions? While not completed in the fiscal year, staff have significant re‐writes to the buffers, lighting, and tree protections in preparation. These sections should be completed within FY20, although not formally in the top priorities for FY20. We will continue and expand involving multiple staff in plan reviews. 28 PLANNING – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Strengthen Citizen Engagement Encourage participation by a wide cross‐section of area residents on advisory boards % of neighborhoods with representation on at least one of the 3 standing advisory boards (Planning Board, Board of Adjustment & Historic District Commission) 57% 73% 80% 67% “Neighborhoods” based on the 15 parks districts that cover the city limits & ETJ. # of neighborhoods has increased and # of boards tracked has decreased. Enhance Economic Vibrancy Monitor economic diversity of town by maintaining statistics on housing costs and incomes Average reported construction cost of new single‐family dwelling Average tax assessed value of all dwellings in town $182,485 N/A $163,000 $227,748 $150,720 N/A $145,778 $218,918 Construction values are impacted by dwelling type. The value calculation is more precise this year due to data availability. Run the Operations Provide Responsive & Dependable Services Provide timely response to complaints and violations % of violations brought into voluntary compliance within 60 days 73% 85% 85% 77% Measures the effectiveness of the first notice sent to property owners. This year’s caseload included significantly more zoning violations (work done without permits), which take longer to resolve as those in violation have longer to respond than in nuisance cases. Develop Know‐How Develop a Skilled and Diverse Workforce Promote professional development through certification % of planners certified by the American Institute of Certified Planners 66% 66% 100% 100% This national certification requires experienced planners to pass an exam and pursue continuing education. 29 PLANNING – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Planner Justin Snyder achieved his American Institute of Certified Planners designation this year by passing the exam on his first attempt. There are minimal experience requirements before a planner can take the test. This is the first time since there was more than one full‐time staff in the Planning Department that all staff designated as “planners” had achieved the American Institute of Certified Planners (AICP) designation. The designation is on‐going so long as planners maintain required continuing education that is reported every two years. The town’s support for training, enrollment fees and professional dues all contributed to Justin’s success. The cost of new residential construction and per unit assessed value were both lower than recent years. This was not due to a specific town policy to increase affordability, but the town’s willingness to approve more attached housing (townhomes) did contribute to this decrease. Townhomes are generally less expensive to build because of the shared walls. This helps bring the units to market at a lower price point. Additionally, Habitat for Humanity is constructing its senior neighborhood and their price points are lower. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Diversity in volunteer residency can be stable or dynamic in any year. This year was a fairly stable year with few new appointees to the Planning Board, Board of Adjustment, and Historic District Commission. The town has a long history of re‐appointing volunteers, so in some years there are very few opportunities to increase diversity by appointing new people. Our applicant pool remains strong and the policy now allows us to consider geographic diversity in appointments, so I expect this percentage to rebound next year when more seats are open for new appointments. Code enforcement for nuisance situations (overgrown yards, junk cars, etc.) are generally complaint‐driven. The town received 24 actionable (verified violations) complaints this year and 21 were resolved within the 60‐day mitigation period. This was above the target. Zoning violations can be complaint based or staff initiated. We like to operate on a complaint basis to not appear to target any person or neighborhood, but we do initiate action on problematic violations like work without permits and signs. We had 20 actionable situations this year, which is higher than normal. Thirteen of those were able to be resolved within the mitigation window. This is below the target. The ordinance mandates a 30‐day response window rather than the 10‐day window that is more common for nuisances. This can impact the effectiveness of our notices as human nature is to procrastinate. Staff considers response to the nuisance complaints a priority and is more concerned with the response to those being timely as they are always complaint driven and impact quality of life. 30 Public Space 31 FY2018‐2019 Top Public Space Priority Refine Division Processes and OperaƟons Top Threats Lack of Ɵme Lack of organizaƟon/communicaƟon Lack of funding The Public Space Division is sƟll a relaƟvely new division in the Town of Hillsborough. The main focus in the year ahead will be to refine processes and operaƟons within the division in order to increase efficiency and effecƟveness. The key focus areas for improving producƟvity will be personnel, project management, plan implementaƟon, and processes (the Four P’s). Personnel Project Management Public space manager— manage projects and oversee division iniƟaƟves, plan and develop public spaces and parks, provide technical review and staff advisory boards. Parks and FaciliƟes Repair Coordinator — idenƟfy maintenance issues and oversee repairs, including con‐ tract labor for maintenance at town faciliƟes and parks. Senior AdministraƟve Support Specialist (part‐Ɵme) — provide support for Public Space Division. CMAQ Sidewalk ConnecƟons Project Town Barn and Annex RenovaƟons Public Works Facility NCDOT projects ‐ Orange Grove Road & Churton Street ConnecƟvity/Park projects LaƟmer Boardwalk — design/build Exchange Park — acquisiƟon and development Plan ImplementaƟon Processes Kings Highway Park Master Plan improvements Turnip Patch Park Master Plan improvements Murray Street Park Master Plan improvements Old Town Cemetery and Town Cemetery repairs Master Plan development Cates Creek Park Work order tracking Job duƟes clarificaƟon Public Space and Planning Public Works and Cemetery Office organizaƟon File storage Resources Requested in Budget Parks and FaciliƟes Repair Coordinator Work order soŌware and tablets Strategic implementaƟon of master plan recommendaƟons and rouƟne maintenance of parks and faciliƟes 32 PUBLIC SPACE – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? Project Management and Plan Implementation, both listed as top priorities in FY19, were accomplished successfully. All town parks and cemeteries now have adopted master plans that will help guide funding and project priorities in the years to come. The West Hillsborough Sidewalk Connections Project was completed successfully and well within the designated budget. Town Barn and Annex renovations were completed with improvements to the plans made along the way. Both sites are occupied and functioning as needed. We continue to work with North Carolina Department of Transportation (NCDOT) on the South Churton Street widening and alternatives to Orange Grove Road extension. These are both multi‐year projects that require ongoing communication and coordination with funding partners and the public. Responsibilities for the public space manager and administrative support specialist continue to be clarified and developed as needs arise and as town goals change. Processes and personnel, also listed as top priorities, are much more organized now with the additional office space and better filing systems that were implemented after Utilities Administration moved to the Town Hall Annex. We have also successfully developed and implemented a shared excel spreadsheet for tracking work orders between public space and public works. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? We continue to struggle with facility maintenance and oversight in general. Each year it is more apparent that the town needs a facility coordinator. Facility Management is still decentralized across departments and is tasked to employees who may not have specific training in facility management. WHAT’S NEXT: Do you have any remaining steps or actions? Public Space will continue to lobby for a facility coordinator position to alleviate issues that arise due to facilities and vendors being managed by many different employees and departments. There is much room for improvement as centralized management of facilities will lead to more efficiency and more constant routine maintenance. This position will also be necessary as we embark on climate action planning regarding building efficiency and retrofits. 33 PUBLIC SPACE– BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Strengthen Citizen Engagement Encourage participation by a wide cross‐section of area residents on advisory boards % of neighborhoods with representation on at least one of the 3 standing advisory boards (Parks & Rec Board, Tree Board & Cemetery Committee) 64% 57% 75% 64% “Neighborhoods” are based on the 14 parks districts that cover the town limits and ETJ. Increase Citizen and Community Safety Conduct biennial survey to measure citizen satisfaction on a variety of key town services “How safe do you feel on Riverwalk and in town parks” 84% N/A Biennial Survey 80% 90% Community Survey Percent of respondents who feel ‘safe’ or ‘very safe’ Improve Connectivity, Walkability and Public Spaces Monitor sidewalk connections throughout town and assess the feasibility of additional connections % of high priority sidewalks that have been constructed N/A 5.2% 20% 9.7% FY18 – New measure High priority sidewalks are defined in the Connectivity Plan. Citizen survey to measure citizen satisfaction on a variety of key town services “How satisfied are you with availability of greenways and trails?” 86% N/A Biennial Survey 80% 87% Community Survey Percent of respondents who are ‘satisfied’ or ‘very satisfied’ “How satisfied are you with availability of parks?” 87% N/A Biennial Survey 80% 89% Community Survey Percent of respondents who are ‘satisfied’ or ‘very satisfied’ “How satisfied are you with condition of parks?” 86% N/A Biennial Survey 80% 88% Community Survey Percent of respondents who are ‘satisfied’ or ‘very satisfied’ “How satisfied are you with condition of greenways?” 84% N/A Biennial Survey 80% 88% Community Survey Percent of respondents who are ‘satisfied’ or ‘very satisfied’ Manage Projects Effectively Monitor Construction Projects % of construction projects completed within 10% of budgeted cost N/A 100% 80% 100% This compares contract cost with final costs. 34 PUBLIC SPACE – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? All major construction projects were delivered within 10% of budgeted costs. Most were delivered under budget and on time even with improvements made. The plumbing leak at the Town Hall Annex caused the schedule to be extended but repairs were made quickly, and the building was occupied in a reasonable amount of time. The Churton Street Access Improvements Project and West Hillsborough Sidewalk Connections Project added key connections to our sidewalk network and greatly improved accessibility in our central commercial areas. The target for FY19 of 20% of high priority sidewalk constructed was unreasonable. These types of projects span multiple fiscal years and are dependent on outside funding. We usually know a year or more in advance what public sidewalk projects are scheduled, and we have no control of which private sites develop. We will continue to work with private developers and North Carolina Department of Transportation (NCDOT) to make sure that high priority sidewalks are included in development projects and in the Transportation Improvement Program (TIP). CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? We continue to work to recruit volunteers to advisory boards that represent the various neighborhoods in town. The Cemetery Committee was put on hiatus in FY19, which caused the percentage of neighborhoods represented to drop. There were few appointments to the Parks and Recreation Board or Tree Board in FY19. However, there will be a large turnover on the Parks and Recreation Board in FY20 due to multiple terms ending. We hope to recruit volunteers from neighborhoods not yet represented. 35 Safety & Wellness 36 SAFETY & WELLNESS – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Strengthen Citizen Engagement Improve responsiveness to claims made by citizens % of citizen claims processed within 1 business day 100% 100% 100% 100% FY18 – Reduced from 5 business days to 1 Run the Operations Improve Communication & Collaboration Conduct annual health fair to provide employees with resources to improve health and wellbeing % of employees attending annual Health Fair 70% 57% (estimate) 75% N/A No health fair in FY19 Excel at Staff & Logistical Support Process incident documentation received from departments in a timely manner. % of Workers’ Compensation and Property & Liability claims processed w/in 1 business day 100% 100% 100% 100% Incident reviews typically handled within 1‐day of receipt from dept. Perform safety inspections of all town‐owned facilities (9) to ensure compliance with OSHA standards % of parks inspected monthly 100% 100% 100% 100% Public Works staff trained % of park facilities brought into compliance w/in 30 days 100% 100% 100% 100% Any non‐compliant play feature is repaired immediately or removed from service. % of town facilities inspected monthly 100% 100% 100% 100% FY18 – reduced from annually to monthly % of town facilities brought into compliance with applicable safety guidelines and procedures w/in 30 days 100% 100% 100% 100% FY18 – Reduced from 60 to 30 days Encourage health risk assessments for all employees. % of employees who completed health risk assessments 96% 98% 100% 98% Manage Resources Deliver Services Efficiently Minimize impact of Workers’ Compensation claims % of workforce that have lost work days due to work‐ related injuries N/A 0.94% 0% 2.52% Will update when data is available Develop policies and procedures to assist in lowering Property and General Liability Insurance premiums Town’s Experience Modifiers: Workers Compensation Property Liability 1.02 0.74 1.02 0.75 <0.90 <0.75 0.98 0.78 Experience modifiers used by NCLM to determine town’s risk and premiums. Modifier is capped at 1.25 (riskiest). Range: 0.75 – 1.25 Control cost and limit unnecessary expenditures in town’s operations due to preventable accidents Total costs of at fault accidents per FTE $63 $60 <$50 $25 Will update when data is available # of Worker’s Compensation claims per 100 FTE 3 2 <2 2 # of OSHA recordable injuries: Town Total General Government Public Safety Public Works Water/Sewer 3 0 3 0 0 2 0 2 0 0 0 0 0 0 0 2 1 1 0 0 Calendar year # of preventable vehicular accidents per 100,000 miles driven 2.4 1.54 <2 1.45 Develop Know‐How Develop a Skilled and Diverse Workforce Provide annual employee safety and health training % of workforce that have completed mandatory safety training N/A 40% 100% 20.5% FY18 – New Measure Enhanced training program w/mandatory requirements % of employees attending at least one “wellness” education program annually N/A N/A 75% 19% % of employees who have received AED/CPR Training 68% 68% 95%67% (calendar year) 37 SAFETY & WELLNESS – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? All parks and town facilities were inspected monthly via site visits, with 100% of park facilities brought into compliance within 30 days and 100% of town facilities brought into compliance with safety guidelines within 30 days. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? There were a few measures that the Safety & Wellness division did not meet: •The town did not have a health fair in FY19 due to being short staffed. The annual health fair was resumed in FY20, with an estimated 47% of employees attending. •Safety & Wellness did not meet its target for the percentage of employees attending at least one “wellness” education program annually. The town held two lunch and learn events in FY19, with 19% of employees attending. •Did not meet the target of 100% of workforce that have completed mandatory safety training, with only 20.5% meeting mandatory requirements. 38 Police 39 FY2018‐2019 Police Department Build “Policing at its Best” Culture Top Threats Threat 1 — Staffing Threat 2 — Geƫng all personnel on the same page Threat 3 — Technology needs and gaps Our top priority is to build a “Policing at its Best” culture to support the vision we have for Hillsborough Police. We will do this through focusing on our People, improving and challenging our Processes, ensuring that our Product (serving and protecƟng our community) is the best it can be, and by making a PosiƟve difference in our community. People Processes Recruit and hire the best employees. Provide top‐quality training to our employees—develop more instructors. Set up regular communicaƟon and surveying of personnel so they have a voice in the future. Set up a system of feedback and coaching/mentoring at all levels. Develop and mentor supervisors. ConƟnue emphasis on fitness— establish fitness standard and explore healthy innovaƟons. Review and update all general orders. Use lean concepts to examine our current processes and make improvements. Set up a system of training and reinforcement of criƟcal poli‐ cies and procedures. Pursue addiƟonal training to beƩer use PowerDMS. Clean up internal drives and get rid of old/redundant forms. Product PosiƟvity Focus on constant internal review based on improvement. Improve how we track what we do: Revise monthly reporƟng Consistent focus on crime/clearance numbers Seek community feedback. Develop aŌer‐acƟon peer‐review system of significant inci‐ dents. Place emphasis on problem solving and community service. Work with our community groups to find new ways to con‐ nect and replace the “community watch” concept. ConƟnue our social media presence and conƟnue to push out posiƟve stories and informaƟon. Incorporate posiƟve community interacƟons into both recog‐ niƟon and evaluaƟon systems. Find ways for employees to build social comradery and inter‐ act outside of work. Resources Requested in Budget 40 POLICE – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? Recruited and hired several employees who are anticipated to be valuable additions. Developed and got 4 new instructors certified. Established a feedback system through Guardian tracking that has been well received. Continued emphasis on fitness. The entire department passed the Police Officer Physical Abilities Test (POPAT). Increased focus on internal reviews and established a new tracking process Continued to push out a positive social media presence. Incorporated positive community interactions into our recognition and feedback system. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? Staffing has continued to be a challenge. We had significant middle‐management turnover, which caused us to refocus our priority on filling those vacancies. We have several things in progress such as revising the General Orders (GOs) and monthly reporting; increasing our emphasis on community problem solving; finding ways to better use PowerDMS; cleaning up our internal drives; and creating a development and mentoring system for supervisors. These items in progress simply have had to be shuffled due to other priorities and are not yet complete. Changes in the financial management system have also contributed to our incomplete achievement of the top priority. New systems and regulations around purchasing have drained a significant amount of our staff time and made it more difficult to do purchasing, requiring more time and attention, which takes away from other priorities. WHAT’S NEXT: Do you have any remaining steps or actions? We are continuing to work on the incomplete items as they are all still important to our future. As we are starting to prepare for the FY21 budget process, we will be looking at these items and our FY20 top priority to see what needs to be carried over. 41 POLICE – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Strengthen Citizen Engagement Consistently interact with Neighborhood Watch groups Average number of weekly social media posts N/A N/A 2 13 Treat all citizens with dignity and respect and treat every interaction as an opportunity to leave a positive impression Complaints against officers as a % of calls for service 0.17% 0.13% <1% 0.12% “Overall quality of police protection” 87% N/A Biennial Survey >75% 91% Community Survey % of Citizen Survey Respondents who feel “Satisfied” or “Very Satisfied” Benchmark – 68% Increase Citizen and Community Safety Utilize high visibility and proactive patrols, thorough follow up investigations and partnerships to reduce crimes against persons and property “How safe you feel in Hillsborough overall” 88% N/A Biennial Survey >75% 92% Community Survey % of Citizen Survey Respondents who feel “Safe” or “Very Safe” % of patrol shifts with at least 1 downtown foot patrol 33% N/A 75% 85% Measure not reported in FY18 Part I violent crimes per 1,000 population 5.6 3.7 <5 4.2 Replaces the total Part I crimes used previously to provide better information. Part I property crimes – excluding large retail shoplifting ‐ per 1,000 population 44.9 35.4 <50 31.9 Factors out impact of big‐ box theft (i.e. Walmart) Run the Operations Provide Responsive & Dependable Services Utilize a comprehensive approach for reviewing and investigating all Part I and II crimes to improve clearance rates Clearance rate for Part I offenses – Violent Crimes 82% 75% >65% 57% Department has reevaluated how cleared cases are reported and have better aligned our procedures with national standards. Clearance rate for Part I offenses – Property Crimes 46% 52% >30% 53% Monitor police activity to ensure officers have adequate time to focus on activities beyond responding to dispatched calls Ratio of self‐initiated activities to dispatched calls for service N/A 1.54:1 >1:1 1.88:1 FY18 – New measure Develop Know‐How Develop a Skilled and Diverse Workforce Provide continuous training in different areas and strive to make every day a training day Average # of training hours per officer beyond mandated state minimums 62 62 >40 50 State minimum is 24 training hours. % of patrol shifts in which officers do roll‐call or other squad level training 87% N/A 90% 94% Measure not reported in FY18 Encourage officers to enhance their professional skills % of HPD sworn officers to have attained at least an Intermediate Law Enforcement Certificate 72% 65% >70% 62% 42 POLICE – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? As a department, our crimes per 1,000 population numbers were within our targets for both violent crime and for property crime (excluding big‐box theft). In addition, our clearance rates for property crimes also exceeded our target. Overall, we feel this shows we are having an impact on crime through our proactive efforts, and we are working to solve the crimes that do happen. Another area that we feel is connected is our ratio of self‐initiated calls to dispatched calls. We exceeded our target here, meaning that our officers had more activities that they generated – typically proactive activities – than activities where they were simply responding to something that already happened. Our social media efforts have been a huge success. We have significantly exceeded our target, and we have received positive feedback from the community about our efforts. What we consider a “complaint” is very broad, and even so, our target for complaints against officers as a percentage of calls for service is another target that we continue to exceed. We feel that overall satisfaction with our services is high and this speaks to the quality of the officers we have and the positive efforts they make. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? While we are still in line with national averages, our clearance numbers for violent crimes did not meet our target. We have had some turnover in our investigations staff, which could have contributed to this. We also have several cases in which a perpetrator has been identified but issued warrants have not been served yet, so they are still open. Typically, these numbers will continue to improve as time progresses. We did not meet our target of the percentage of staff who have at least an Intermediate Law Enforcement Certificate. This is largely driven by staff turnover and the number of new officers we have hired. The Intermediate Certificate requires a certain amount of service time before an officer becomes eligible for it. As our new officers continue to develop, they will become eligible for this certificate. 43 Fire Marshal & Emergency Mgmt. 44 FIRE MARSHAL & EMERGENCY MGMT. – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Results Serve the Community Increase Citizen & Community Safety Ensure that occupancies are in compliance with the NC Fire Prevention Code % of annual inspections completed 100% 100% 100% 100% 32 due each year. % of biennial inspections completed 87% 90% 100% 100% 10 due each year. % of triennial inspections completed 95% 74% 100% 88% 110 due each year. Increase the inspection frequency of occupancies on the biannual and triennial schedules to reduce need for re‐inspections % of inspections for occupancies conducted on a more frequent basis 0% 0% 5% 2% Eliminate problem facilities in a timelier fashion. % of inspections requiring a re‐inspection 12% 14% <20% 15% Provide fire prevention education within the town’s jurisdiction Action Steps Teach fire prevention class to 4th graders Conduct Disaster Preparedness Fair and/or TV event Continue posting on Fire Marshal’s Office Facebook # of fires started by juveniles 0 1 0 0 # of persons injured or killed by fire 0 0 0 0 The Fire Marshal Facebook page was taken down due to the frequency of post requirements in the Social Media Policy Investigate suspicious fires within the Town’s jurisdiction # of accidental fires investigated 10 5 On Demand Basis 12 # of fires due to or suspected of arson investigated 3 3 On Demand Basis 2 Run the Operations Enhance Emergency Preparedness Ensure the authorized operators launch Everbridge practice calls quarterly % of quarterly calls launched by operators 5% <10% 100% 100% Merged with OC Alerts, fewer operators required. Develop Know‐How Develop a Skilled and Diverse Workforce Ensure town employees trained to meet National Incident Mgmt. System (NIMS) requirements % of employees that have completed NIMS training 92% 90% 100% 92% Attend training to stay current and maintain certifications Action Steps Attend Fire & Life Safety Conference bi‐annually Attend Arson Investigators School annually # of hours of continuing education attended annually 12 hrs. 6 hrs. 12 hrs. 18 hrs. Not required for Fire & Life Safety Educator Certification. 45 FIRE MARSHAL & EMERGENCY MGMT. – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Fire Marshal & Emergency Management Office mastered the Hanndy invoicing system for collecting fire inspections, permits and plan review fees. This was a new process that began halfway through FY18. We transitioned to the county’s new permitting system. We completed all acceptance tests and final inspections for any new construction or systems installations in a timely manner. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? This year, we once again were unable to meet the state mandated inspection schedule for occupancies in the triennial frequency categories. The 8 hour per week part‐time fire inspector did not work out. FY20 budget request for 16 hours a week for a part‐time fire inspector was approved. Increased commercial and residential development has kept staff busy trying to keep up with the application, review and approval process. It is our policy to review and approve or deny plans submitted within five work days. This includes special event plans, site plans, building construction plans, fire alarm, sprinkler, fire suppression systems, tank installations for flammable and combustible liquids and other hazardous chemicals. The Fire Marshal Facebook page was taken down due to requirements on posting frequency in the Social Media Policy. 46 Public Works 47 FY2018‐2019 Top Public Works Priority Prepare for AnƟcipated Growth Top Threats Threat 1 — Funding for Public Works Facility Threat 2 — Funding for personnel expansion Threat 3 — Rate of solid waste service increase due to residen‐ Ɵal housing development Threat 4 — Time spent on service requests and complaints As Hillsborough grows in the upcoming years it will be necessary to strategize how the Public Works Department will be able to provide consistent services as the demand increases. The impact on collecƟon routes, equipment needs, staffing levels, and faciliƟes will need to be analyzed. Prepare for AnƟcipated Growth #1 ConƟnued Construct Public Works Facility (completed in FY19/20) AdverƟse the Request For Proposals to select a building contractor Begin permiƫng process Begin construcƟon of new facility Equipment Purchase equipment as needed to maintain reliable solid waste operaƟons New garbage truck may be needed in FY19/20 depending upon new housing construcƟon rates. When approximately 500 units are built, a route opƟmizaƟon plan will be conduct‐ ed to indicate when the purchase of a new garbage truck will become necessary. Personnel/Staffing Invest in staff training: AƩend ITRE (InsƟtute for TransportaƟon Research and EducaƟon) classes, with training focusing on road maintenance. Staff will increase their knowledge of street maintenance, drainage maintenance, snow and ice removal, work zone safety, and other Public Works related topics. Heavy equipment training. Evaluate separate staffing for solid waste and street divisions in two to three years. Resources Requested in Budget Public Works Facility Personnel expansion Garbage truck 48 PUBLIC WORKS – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? The Public Works Department invested in staff training by attending ITRE classes and providing the opportunity for staff to learn how to operate heavy equipment used in Public Works. The town purchased a replacement backhoe to perform work for the streets and the stormwater operations. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? Funding was not available to construct a new Public Works facility so alternatives are being explored that have a reduced cost. A new garbage truck will not be needed in FY20 due to slow development, but a replacement truck is due to be purchased in FY21. WHAT’S NEXT: Do you have any remaining steps or actions? Continue to monitor growth to plan for future expansion of services and to continue staff training. 49 Fleet Maintenance 50 FLEET MAINTENANCE – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Run the Operations Excel at Staff & Logistical Support Manage an efficient and effective preventative maintenance program % of services performed on schedule (within 250 miles of when it is due) 94% 96% 95% 96% Fuel records used to send reminders that service is due. Minimize the percentage of vehicles requiring follow‐up repair % of vehicles returning for same repair within 30 days N/A 3% 5% 2% FY18 – New Measure Enhance Emergency Preparedness Monitor vehicles and equipment used during weather emergencies. % of inclement weather – related equipment and vehicles experiencing failure N/A 25% 25% 27% FY18 – New Measure Equipment availability is vital for department success. Manage Resources Deliver Services Efficiently Determine replacement of vehicles and equipment replacement by using a rating system, with 1 being new and 12 being excessively worn. % of vehicles and equipment rated: 1 to 9 10 to 12 N/A N/A N/A N/A >85% <15% N/A N/A FY18 – Front‐line vehicles and equipment only 1 – 6: Low priority 7 – 9: Medium priority 10 – 12: High priority Have not been able to update replacement schedule. Monitor the amount of vehicles and equipment for which mechanics are responsible Equipment to Mechanic Ratio N/A 63 to 1 60 to 1 63 to 1 FY18 – New Measure 51 FLEET MAINTENANCE – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Fleet Maintenance Department met the goals of percentage of services performed on schedule and the percentage of vehicles returning for the same repair within 30 days. The percentage of services goal is important for the department to be able to maximize the usefulness of our equipment. Regular, on‐time service is the most important way of making a vehicle’s engine last. This is accomplished by using the mileage data from our fueling service and entering the data into our fleet management software. We exceeded our target for the measure that monitors what we refer to as “comebacks” (when a vehicle comes back for the same repair or when an issue is not fixed correctly the first time). This helps keep the mechanics from getting behind and helps us turn around repairs faster. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Fleet Maintenance did not meet the goal of percentage of inclement‐weather related equipment experiencing failure. The goal was 25% and our actual was 27%. That rating is more than acceptable considering that it is nearly impossible to accurately predict mechanical failures. The department already maintains every system on the town’s inclement weather vehicles prior to the season, so the department does not see a need to change our approach to seasonal preparedness. The department did not achieve its goal of 60 pieces of equipment to each mechanic. We are currently at 63. The fleet maintenance supervisor has done research on industry standards for this measure. There are many things to consider, such as how many heavy‐duty trucks, trash trucks, and police vehicles are in the fleet, and how long the organization retains their vehicles. Research will continue to be done for a formula that works for the town. In the meantime, the department is doing well in terms of the current fleet size and the number of fleet mechanics. 52 Streets 53 STREETS & POWELL BILL – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Expand Recreation, Walkability, & Connectivity Maintain/repair current sidewalks for public safety % of sidewalks rated in good or better condition 98% 99% 99% 99% Summer interns completed assessment Run the Operations Provide Responsive & Dependable Services Utility cuts are repaired on a consistent basis % of utility cuts repaired within four weeks 20% 30% 50% 90% Staffing level increase improved scheduling of repairs Manage Resources Invest in Infrastructure Provide annual street resurfacing per plan % of lane miles resurfaced 5% 7% 5% 2.5% A 5% resurfacing target translates to streets being resurfaced on a 20‐year cycle Provide annual street resurfacing per plan % of streets rated in good or better condition 95% 98% 92% 98% Improved street conditions due to increase in resurfacing Develop Know‐How Develop a Skilled and Diverse Workforce Invest in Employee Training to Increase Skill and Experience % of department promoted above Equipment Operator I 17% 17% 25% 29% Requires equipment proficiency and completion of Roads Scholar Program 54 STREETS – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? All targets were met except the percentage of lane miles resurfaced. Meeting or exceeding targets is indicative of the efforts of Public Works staff to provide excellent customer service. Fleet maintenance also plays a role in public works service delivery by keeping equipment operating so schedules are met. To continue success, attending the ITRE Roads Scholar classes will enable staff to increase their skills and knowledge to be promoted above the Equipment Operator I level. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The percentage of lane miles resurfaced did not reach the 5% target this year. This is because road conditions have steadily improved and Hillsborough’s streets are in good condition or better. Next fiscal year, Public Works will investigate other methods besides resurfacing that will prolong the life of the streets. Funding may present challenges due to the unexpected road repair that is needed on Valley Forge Road, and it may be necessary to divert funds from resurfacing. 55 Solid Waste 56 SOLID WASTE – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Run the Operations Provide Responsive & Dependable Services Complete work orders in a timely manner % of work orders completed within 2 business days 95% 96% 90% 94% Ensure that residential refuse collection routes are serviced on a consistent basis % of garbage routes completed on scheduled day 100% 100% 100% 100% Does not include delays due to inclement weather % of brush routes completed on scheduled day 99% 99% 95% 99% Manage Resources Deliver Services Efficiently Emphasize route productivity for residential refuse collection Costs per collection point $280 $200 <$275 $186 Seek out sources to compost leaves and minimize trips to the landfill % of leaves composted via delivery to farms and other sources 100% 100% 100% 100% 57 SOLID WASTE – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? All scorecard targets were met. Customer service is a high priority for the department, which translates into work being completed on schedule. By using the equipment replacement schedule to replace older equipment, trucks do not need repairs as frequently, so equipment stays in service. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Future challenges will be due to expansion of services as new developments are built in Hillsborough. Collection routes were modified to plan for future growth. 58 Economic Development 59 ECONOMIC DEVELOPMENT – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Increase Citizen and Community Safety Improve and enforce special event permit ordinances and policies to make public events more safe and enjoyable for visitors and residents % of public events that provide porta potties, handwashing stations, and/or first aid tents. N/A 91.7% 80% N/A Did not track for a portion of the year # of special event permits issued N/A 40 25 36 Number of Special Event Permits issued expected to increase as town and tourism program grows Enhance Economic Vibrancy Make it easier to start, expand, and relocate a business in Hillsborough % of business inquiries to start/expand/relocate responded to within 1 business day N/A 94.7% 95% 96.3% 1 of 27 inquiries was not returned the same business day # of businesses that start/expand/relocate in Hillsborough N/A 16 20 10 Actively attract and recruit businesses that will fill gaps in the current market and create diversity in our market as it grows # of businesses that come to Hillsborough as a result of active recruitment N/A 1 3 0 Develop Know‐How Develop a Skilled & Diverse Workforce Stay up‐to‐date on current economic development trends, area forecasts, and case studies # of economic development‐related workshops, courses, or trainings attended each year N/A 1 3 1 Enhance Relations with Other Entities Represent the town’s economic development interests locally and regionally # of local and regional economic development meetings and boards attended N/A 24 15 11 60 ECONOMIC DEVELOPMENT – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Special Event permitting remained strong for FY19, which is important because our event organizers are likely getting used to the process of obtaining a permit as well as considering items such as ticketing, parking, restrooms, handwashing, and other public safety concerns at events. Business inquiries were returned at a faster rate, but the number of business inquiries was down overall as were the number of new businesses that ended up opening/expanding/relocating in town. These 10 businesses included Fork in the Roof, Carolina Hemp Hut, Volume, Hillsborough Pediatric Dentistry, House at Gatewood, Indycare (Hillsborough Pharmacy expansion), Parlour on King Street, Nugget Comfort, Los Altos Restaurant and Yonder Southern Cocktails. Part of this may be due to the large success in FY18, leaving vacant space scarcer. Additionally, there are several tenant upfits that are under construction and due to open during FY20. These businesses are occupying space and meeting with town staff but those are not captured in FY19. Active recruitment efforts did not see any lasting results and were impacted by key staff being unavailable for part of the fiscal year. This is the second year that Economic Development has had scorecard measures and it may be beneficial to revisit whether these measures are indicative of accomplishments and/or challenges or if they are simply data that informs the climate of the current fiscal year and decision making for the next fiscal year. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? Number of businesses opening/expanding/relocating was down as well as number of regional meetings attended and staff trainings. Some of this is due to key staff being unavailable for part of the fiscal year and some of this may be indicative of a slowdown or holding pattern in the market. 61 Utilities 62 FY2018‐2019 Top Water & Sewer Dept. Priority Keep Total Nitrogen Discharge as low as possible Top Threats WW CollecƟons—personnel shortage— we are currently under‐ staffed for the work that is being expected out of the depart‐ ment and need addiƟonal staff to be pro‐acƟve and obtain the goals in focus area #3. WW CollecƟons—TV inspecƟon Equipment—we will need to keep our TV inspecƟon equipment up‐to‐date, and have re‐ quested replacement system in FY19. WTP—PromoƟng water conservaƟon reduces sales revenues. As we add customers, conservaƟon will eventually be needed, but the point that it should be stressed is difficult to determine. Reduced flushing could cause issues in distribuƟon system. Total Nitrogen is the most criƟcal factor determining when the Wastewater Plant will have to begin the Phase 2 Up‐ grade, which will be a significantly expensive project. Since we are sƟll paying for the Phase 1 project (unƟl FY34), delaying the next upgrade will enable us to avoid steep rate increases, and spread the cost to more customers through system growth. This priority will be a mulƟ‐year effort (beginning FY18). Key Focus Area # 1—WWTP Treatment OpƟmizaƟon Key Focus Area # 2—WTP Waste Disposal ConƟnually opƟmize nitrogen removal at WWTP FY18—Complete reaeraƟon project to allow Nitrogen removal at the de‐NitrificaƟon filters. (completed) FY18—Add addiƟonal Nitrate probe to head of de‐ NitrificaƟon filters. Begin opƟmizing filters perfor‐ mance. (in progress) FY20—Complete HolisƟc Masterplan to determine best course of acƟon (i.e. Phase 2 Upgrade alternaƟves.). Minimize filter waste (backwash) to the extent possible. Keep sludge storage levels at ponds below overflow outlets, to minimize sludge sent to WWTP. Have ponds cleaned out before they exceed managea‐ ble levels Promote customer water conservaƟon to reduce water pro‐ ducƟon and customer discharge to WWTP. Key Focus Area # 3—CollecƟon System OpƟmizaƟon Key Focus Area # 4—DistribuƟon System Water Loss Reduce Inflow/InfiltraƟon Frequent inspecƟons—TV, smoke, etc. Clean at least 10% of system annually UƟlize Vactor truck at least 300 hours annually. Develop priority list of manholes and pipes to be relined or replaced annually. Quick response to water system leaks, to minimize waste. Minimize water needed for flushing hydrants Reduces producƟon load on WTP, in turn reducing waste produced. Resources Requested in Budget WTP—Alum Sludge Removal (annual request). WW CollecƟon—Sewer I/I Repair & Rehab (annual request). WW CollecƟon—CIP request for significant rehab/repair project (every 5 years or so, likely next will be in FY22). WW CollecƟons—Create hydraulic model of system to effecƟve‐ ly prioriƟze list for repairs/replacements. WW CollecƟons—Replace TV InspecƟon system to provide more detail of sewer system more efficiently (FY19). WWTP—Add addiƟonal automaƟon/control. 63 UTILITIES – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? Utilities solicited a consultant to perform the collection system hydraulic modeling project. This model will help identify areas of the sewer system that have hydraulic deficiencies due to dry weather capacity and wet weather capacity. The wet weather capacity results will indicate areas of inflow and infiltration into the sewer system. Subsequent plans to address these areas can then be developed. Staff has continued to perform televising, smoking and dye testing on the collection system to identify and correct areas of inflow. Pump station runtimes are the driver for where to focus these field efforts. The new sewer televising rig was procured. Quotes were also obtained for cleaning out the alum ponds, but the work could not be completed in FY19. At the Water Treatment Plant, the filter runtimes were increased from 72 hours to 90 hours, which allowed backwashing the filters to be reduced, saving unaccounted for water. On flushing, staff experimented with reducing the number of hydrants flushed. Lastly, staff is excellent in identifying leaks and repairing them promptly. Often for a large main break, the water treatment plant staff notice it on the SCADA system due to a tank level drop and alert the distribution crew to the general area where they can find it and initiate repair. This is excellent coordination between utilities divisions in this area. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? The experiment with the hydrant flushing did not result in a reduction of water use, however staff time was slightly reduced. As a benefit, we learned more about how water travels through the system. WHAT’S NEXT: Do you have any remaining steps or actions? Await the results of the sewer modeling effort to identify potential problem areas. Perform actual flow monitoring in the system to calibrate the model and then prepare capital projects to rehabilitate or replace pipes to reduce inflow and infiltration. More televising of the mains will also be part of this effort. 64 Administration of Enterprise 65 ADMINISTRATION OF ENTERPRISE – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Run the Operations Provide Responsive & Dependable Services Respond to citizen requests in a timely manner % of work orders completed within 48 hours 60% (est.) 100% 100% 100% Measure assesses Water Distribution & Wastewater Collection Utilize the citizen survey approval ratings to improve customer satisfaction “Overall quality of water and sewer services” 70% N/A Biennial Survey 70% 72% Community Survey Percent of respondents who were either “satisfied” or “very satisfied” U.S. Average Benchmark – 64% Satisfaction with what you are charged for water and sewer services 37% N/A Biennial Survey 37% 38% Community Survey Percent of respondents who were either “satisfied” or “very satisfied” Improve Communication & Collaboration Utilize the Employee Survey results by increasing awareness and communication with employees “Management listens to employee ideas” – Average rating of Employee Survey respondents 7.35 N/A Biennial Survey 7.35 N/A Delayed Bi‐Annual Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree “Information and knowledge are shared with employees” – Average rating of Employee Survey respondents 7.88 N/A Biennial Survey 7.88 N/A Delayed Bi‐Annual Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree “Communication is encouraged between departments” – Average rating of Employee Survey respondents 6.82 N/A Biennial Survey 6.82 N/A Delayed Bi‐Annual Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree Manage Resources Develop Long‐ Term Financial Planning Maintain or retained earnings >25% of total annual expenditures Retained earnings as % of total annual expenditures 70% 66% (est.) >33% TBD Target Range: 20‐60% Develop Know‐How Develop a Skilled & Diverse Workforce Provide ongoing training opportunities “I receive the training I need to do my job well” – Average rating of Employee Survey respondents 8.47 N/A Biennial Survey 8.47 N/A Delayed Bi‐Annual Survey 10 point rating scale: 1 = strongly disagree 10 = strongly agree Encourage professional development % of employees that have obtained higher, or additional certifications, or have reached the maximum certification level for their department 60% 77% 75% 73% Most employees have the highest level in their field and opportunities for further certifications are limited and time restricted 66 ADMINISTRATION OF ENTERPRISE – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Utilities Department strives to respond to customer service calls in a timely manner. For a small town such as Hillsborough, we can respond quickly to customers. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The department fell just short of meeting our goal of 75% of employees obtaining a new certification or having a higher certification. We are trying to time school attendance and higher certifications appropriately, so this measure is probably becoming more difficult to meet each year as most employees have higher certifications already and we cannot send several employees to schools at one time. Schools and certification exams are only offered two to three times per year. The employee survey results are not available yet. 67 Billing & Collections 68 FY2018‐2019 Top Billing & CollecƟons Priority Convert to a New UƟlity Billing SoŌware Top Threats ImplementaƟon challenges—technology, unforeseen issues, staff training and staff Ɵme spent on the project. Avoidance measures include: diligent planning, careful vendor selecƟon and possible need for temporary employees to assist with the workload. The second law of Thermodynamics—everything in our uni‐ verse, when leŌ to itself, tends toward more and more disorder. The most difficult aspect of the 5 S methodology is the sustain step. The workplace will be reviewed on a monthly basis by a different staff member every month and a compliance report shared at the monthly staff meeƟng. The Billing & CollecƟon division’s FY19 top priority is to successfully convert to new uƟlity billing soŌware, and tran‐ siƟon customer service from a third party vendor back to the Billing & CollecƟons staff. Staff is also prioriƟzing mak‐ ing the workplace more efficient. Key Focus Area #1— UƟlity Billing SoŌware Conversion Key Focus Area #2—Customer Service TransiƟon The system Go Live date is July 1, 2018. Maintain internal and external communicaƟon regarding soŌware issues, especially within the first month aŌer Go Life. Plan for short‐term and long‐term training for staff. Customer Service will transiƟon to Town staff on July 1, 2018. This transiƟon will be communicated to customers prior to July 1, 2018, however, communicaƟon should conƟnue for several months. All staff will aƩend a customer service training to sharpen their skills. Key Focus Area #3— Workplace OrganizaƟon Key Focus Area #4—N/A Implement the 5S methodology for workplace organizaƟon. Sort Set in order Shine/sweeping Standardize Sustain N/A Resources Requested in Budget No monetary resources are needed. 69 BILLING & COLLECTIONS – FY19 YEAR‐END TOP DEPARTMENTAL PRIORITY OVERVIEW ACCOMPLISHMENTS: What accomplishments did you achieve on your top departmental priority? The Billing & Collections Division achieved all three of its top priorities. Two were related to a utility billing system conversion and one was related to workplace organization. CHALLENGES: What difficulties did you encounter in working toward your top departmental priority? The utility billing software implementation was delayed seven months and was challenging, but went well overall. WHAT’S NEXT: Do you have any remaining steps or actions? There are no outstanding actions. 70 BILLING & COLLECTIONS – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Run the Operations Provide Responsive & Dependable Service Answer customer calls in a timely manner % of customer contacts addressed within 60 seconds, per Fathom SLA standards N/A 58% 80% N/A Unable to track this information Provide quality service as perceived by utility customers % of customers reporting: Excellent service Good customer service 23% 36% N/A Biennial Survey 30% 40% 25% 38% Community Survey Ensure that every utility customer has a current phone number on record for emergency notification. Staff will verify phone numbers each time a customer is assisted. % of accounts with updated contact information 100% N/A 100% N/A Unable to track this information Manage Resources Deliver Services Efficiently Expand the use of technology for receiving utility payments % of utility customers on automatic bank draft, and recurring debit/credit 21.3% 26% 30% 33% This goal was set with the assumption that operations would be in‐house and customers would be more likely to sign up for recurring payments Expand the use of technology for receiving utility payments % of utility customers using online payment portal (incl. check, credit/debit) 37.2% 39% 45% 44% Maintain Financial Strength Collect Delinquent utility accounts % of bad debt collected (cumulative) 42% 1.35% 50% 1.24% Collection methods: Debt setoff, online collection agency (30% commission), & Fathom collection agency (15% commission) The measurement focus has changed to include all outstanding debt, which encompasses write‐offs. This lowered the % collected substantially. Develop Know‐How Develop a Skilled and Diverse Workforce Provide training on an annual basis % of employees that have completed customer service training within the last year 100% 100% 100% 100% 71 BILLING & COLLECTIONS – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? The Billing & Collections division exceeded the goal to get 30% of utility customers on automatic bank draft or recurring debit/credit card payments. The town now has 33% of utility customers using some form of automatic recurring payments. This method of payment ensures timely and accurate payments with minimal staff involvement. The division met the goal to provide training to all members of the division during the fiscal year. Currently, we do not have a method of tracking the answering of customer calls or ensuring accurate phone numbers. The new system does not provide this capability. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The division just missed the goal for the percentage of utility customers using the online payment portal. Our goal was 45% and we have 44% utilizing online payments. The collection percentage metric should be adjusted to reflect the new measurement focus. 72 Water Services 73 WATER SERVICES – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Run the Operations Provide Responsive & Consistent Services Consistently and reliably provide safe drinking water # of State issued “Notices of Violation” 0 0 0 0 Great progress has been made on TTHM levels Improve customer satisfaction # of complaints about water quality per 1,000 meters 0.9 1.5 1.5 1.02 There are 6,797 meters in the system Manage Resources Invest in Infrastructure Increase the emphasis placed on water services infrastructure # of water line breaks on 6” and larger lines 16 11 <20 6 Hope to show decrease in main breaks with replacement and upgrades to distribution system Replace and/or rehabilitate pipes in a sustainable manner Rolling 5‐year average of linear feet of water mains replaced/rehabilitated N/A 906 ft. 9,900 ft /year 306 ft replaced FY17 – New Measure Replace/rehab all pipes every 80 years = 9,869 ft/year Deliver Efficient Services Optimize efficiency of water services provided Billed potable water as % of finished water 87% 84% 90% 90% Metered AWWA water infrastructure leakage index 1.9 1.34 <3 <3 Target range: 1‐3 (1= exceptional, >8 = poor) Provide customers with quality services at an affordable cost Water bills as % of Median Household Income (MHI) 1% 0.96% <1% 1.02 Per UNC School of Government, affordability becomes a concern once indicator surpasses 1%. 74 WATER SERVICES – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? We continue to take pride in meeting all federal and state water quality standards with no violations and that we have very few complaints about our water quality. Main breaks were well below the target, yet they are dependent on so many factors (weather, age, bedding under pipe, water pressure) and somewhat unpredictable. Staff is very responsive to water leaks and we have worked to tighten up metering or estimating non‐revenue water (water that is not billed due to town use, hydrant flushing, firefighting, sewer cleaning, etc.). Water leakage is manageable and not atypical. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? It is very difficult to meet our target of “Replace and/or rehabilitate pipes in a sustainable manner” as the staff focuses on many different tasks throughout the distribution and collection system. Replacing pipes due to a main break or other necessary point repair (i.e., replace just a small section) due to a leak or other issue is natural for crews to handle in house. Full‐fledged rehabilitation and replacement of water mains is typically outsourced through informal or formal bidding. The adjustment in strategy will be to identify aged, undersized, and galvanized pipes and pipes with a history of multiple main breaks to identify some methodical replacement or rehabilitation strategies that will hopefully result in approval of annual CIP projects. Water rates as compared to the median household income was exceeded and that is because we have a small customer base with large capital expenditures. We continually work to be efficient and cost‐conscious to keep costs down and see where we can defer projects lower on the priority list. However, taking care of what we have is one of the town strategies that must be adhered to for sustainable and reliable services. Unfortunately like all other things, costs are rising in labor and materials and infrastructure is aging and beyond its useful life in some cases due to deferrals to keep costs down. 75 Wastewater Services 76 WASTEWATER SERVICES – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Conserve Cultural & Natural Resources Protect the water quality of the Eno River % of permitted nitrogen discharged to the Eno River 44.78 (CY16) 52.73 (CY17) <80 61.7 (CY18) The allowable Nitrogen and Phosphorous discharge is significantly reduced in CY16. The 80% target is a trigger for the next plant upgrade. % of permitted phosphorous discharged to the Eno River 65.6 (CY16) 60.2 (CY17) <80 44.2 (CY18) Wastewater biochemical oxygen demand removal efficiency 99.6 (CY16) 99.2 (CY17) >99 99.8 (CY18) >95% = Excellent 95‐90% = Good <90% = Poor Wastewater suspended solids removal efficiency 99.9 (CY16) 99.5 (CY17) >99 99.7 (CY18) >95% = Excellent 95‐90% = Good <90% = Poor # of sanitary sewer overflows 5 (CY16) 1 (CY17) <3 2 (CY18) These are "reportable" spills that meet certain NCDEQ criteria Run the Operations Provide Responsive & Dependable Services Proactively work to reduce sewer back‐ups Sewer back‐ups as a % of sewer accounts 0.01 (CY16) 1.4 (CY17) <2% 0.7 (CY18) The 2% target is the industry average. Consistently and reliably protect water quality of the Eno River State issued “Notices of Violations” for wastewater discharge 0 0 0 0 Minimize sewer system odors # of odor complaints at pump stations 2 0 <5 0 # of odor complaints at the WWTP 0 0 0 0 Manage Resources Invest in Infrastructure Increase the emphasis placed on wastewater services infrastructure Peak monthly demand as % of wastewater treatment capacity 43.6 (CY16) 43.0 (CY17) <80 52.8 (CY18) When 80% of permit capacity is reached, design of the next upgrade must begin (state requirement). Replace and/or rehabilitate pipes in a sustainable manner Rolling 5‐year average of linear feet of sewer mains replaced/rehabilitated N/A 3,762 6,400 ft./yr 3,245 Replace/rehab all pipes every 80 years = 6,352 ft./year Perform routine inspection and cleaning of the sewer system for defects, roots, grease and debris % of gravity sewer mains inspected by CCTV camera 1.82 9.3 >5 5.5 Although not required, 5% of the gravity sewer should be inspected by camera annually % of gravity sewer mains inspected by smoke 2.2 (CY16) 12 (CY17) >5 1.7 (CY18) Although not required, 5% of the gravity sewer should be inspected by smoke testing annually % of gravity sewer mains cleaned by water jetting 3.8 (CY16) 16.1 (CY17) >10 15.6 (CY18) 10% of the 82.7 miles of gravity sewer must be cleaned or televised every year per state requirement Deliver Services Efficiently Provide customers with quality services at an affordable cost Wastewater bills as % of Median Household Income (MHI) 1.5 1.45 <1 1.52 Per UNC School of Government, affordability becomes a concern once indicator surpasses 1% Costs of process chemicals per million gallons treated $181.16 $173 <$190 $197 Inventive or frugal operations can sometimes result in chemical cost reductions. 77 WASTEWATER SERVICES – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Although calendar year 2018 and early 2019 produced record rainfall amounts, the wastewater plant did not exceed any permit limits and continued to produce excellent water quality. Additionally, the collection system only had one related sanitary sewer overflow, which was due in part to debris clogging the pipe. Most North Carolina communities did not fare as well. Hillsborough’s success is due to our constant diligence in equipment and asset maintenance and our staff’s high level of expertise. Maintenance crews cleaned more than 7 miles of sewer lines and inspected another 5 more miles of lines. Completion of a holistic master plan for the Wastewater Treatment Plant was delayed due to the successes of the current plant in nutrient removal. A project to complete a system‐wide computer model of the collection system began with selection of a consultant. The model will help staff to identify hydraulic deficiencies for current and future growth scenarios in the collection system. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? A measure that was not met was “Wastewater Bills as % of Median Household Income (MHI).” This is in part due to the excessive rainfall and capital improvements in both the wastewater plant and the collection system. However, staff strives to reduce operating costs wherever possible. 78 Stormwater 79 STORMWATER – BALANCED SCORECARD Perspective Town‐wide Objective Initiative Measure FY17 Actual FY18 Actual FY19 Target FY19 Actual Status/Result Serve the Community Strengthen Citizen Engagement Increase citizen engagement in stormwater and environmental issues # of volunteer clean‐up, planting, maintenance opportunities provided 2 4 2 4 Engage citizens by providing opportunities to improve the environment Increase citizen awareness of stormwater pollution and environmental issues # of outreach/educational campaigns and associated survey conducted N/A 0 1 1 Stormwater pollution prevention campaign through CWEP and ChillKids Conserve Cultural & Natural Resources Identify and resolve illicit discharges % of stormwater outfalls (discharge points) inspected/screened annually N/A 2% 3% 21% New protocols in place allowed for improved efficiency Conduct visual stream assessment of Eno River # of assessments conducted annually N/A 2 2 2 New initiative to conduct “health” assessment of the Eno River ecosystem. Assessments will be made at various locations along river. Inspect active construction projects (both public & private) to ensure environmental compliance % of active construction projects inspected at least monthly 95% 100% 100% 95% Staff time constraints allowed for most construction sites to be visited monthly Run the Operations Provide Responsive & Dependable Service Provide public assistance regarding stormwater and environmental issues % of inquiries investigated within 3 days 100% 100% 95% 100% Includes drainage assistance, illicit discharge complaints, stream buffer issues, etc. Review development plans in an accurate and timely manner % of plans reviewed within 1 month of receipt 100% 100% 100% 100% 30‐day review time is typical within other agencies. Inspect public and private Stormwater Control Measures (SCM) to ensure proper installation and function % of SCMs inspected annually 7% 40% 30% 43% New SCM recognition program and having a spring intern allowed more to be inspected this year Manage Resources Invest in Infrastructure Maintain municipal facilities and operations in accordance with pollution reduction measures % of town facilities passing Good Housekeeping inspections 100% 100% 100% 95% One facility was non‐ compliant at the time of inspection, but corrective measures are in place now. Maintain stormwater system % of town storm drainage system inspected annually to determine maintenance needs 5% 1% 5% 2.1% While this is Public Works’ responsibility, stormwater staff is assisting in developing a systematic approach to meet targets % of stormwater system maintained annually (i.e. ditches, pipes, catch basins, etc.) N/A 2.5% 5% 2.1% The intent is to complete maintenance by “neighborhood” as identified through inspection noted above (Public Works responsibility) Develop Long‐ Term Financial Plans Manage Stormwater Utility Under Construction 80 Develop Know‐How Develop a Skilled & Diverse Workforce Provide continuing education for division staff # of training workshops and conferences attended 2 4 2 2 Attend at least 2 workshops, training sessions and/or conferences to maintain certifications Enhance division capabilities by cross‐ training employees on stormwater and environmental issues # of training opportunities conducted by stormwater and environmental services division staff 0 0 1 0 Staff did not have time to finalize new training materials but that is currently in process for FY20 81 STORMWATER – FY19 YEAR‐END BALANCED SCORECARD OVERVIEW ACCOMPLISHMENTS: Which targets did your department meet and/or exceed? What is the significance of meeting these targets? How did the department meet/exceed these targets? What will be done to ensure continued success? Stormwater staff updated both the illicit discharge inspection procedures and the stormwater control measure inspection/audit procedures, which has improved efficiency. The division also had a spring intern in FY19 that assisted with stormwater control measure (SCM) inspections/audits. The division has had recent success building relationships with local universities and expects interns and other student projects to continue, allowing for continued productivity. CHALLENGES: Which targets did your department not meet? What challenges did the department face in meeting these targets? What will be done to try to meet the targets going forward (i.e. adjustments in strategy)? The most significant target missed was employee cross‐training. While staff has drafted new training materials, there was not enough time to finalize them. That coupled with recent renovations of meeting spaces kept staff from making this a top priority. Since this is a stormwater permit requirement, finalizing training materials and hosting training sessions is one of the division’s top priorities. For Public Works, inspecting and maintaining town‐owned stormwater infrastructure was again below targets. Part of the reason was simply due to weather conditions. FY20 has already seen more work completed. Stormwater staff has also included development of a systematic, structured approach to inspection and maintenance as part of its “stormwater business plan” project. Currently, staff is evaluating software and other options to make this process electronic to improve efficiency. That work continues through FY20. 82 Board of Commissioners Agenda Abstract Form Meeting Date: Jan.13, 2020 Department: Administration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.H Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Assistant to Town Manager Jen Della Valle & Town Manager Eric Peterson ITEM TO BE CONSIDERED Subject: Strategic Planning Update, Discussion and Annual Budget Retreat Preparations Attachment(s): 1.Draft Strategy Map 2.Action Plan Templates for Key Goal Areas: Sustainability & Resiliency, Connected Community, Economic Vitality, and Community Policing Brief Summary: See below. Action Requested: •Provide feedback on proposed updates to the town’s strategy map and general strategic plan approach •Select possible dates for the budget retreat (March 14 is the preferred date) •Other direction regarding budget retreat topics and logistics ISSUE OVERVIEW Background Information & Issue Summary: Over the last several years, departments have been slowly removing measures from the scorecard to improve our focus on the most important objectives, initiatives and measures. This fall, the budget team began exploring ways to further streamline the balanced scorecard system. After presenting an option to the management team that reduced the number of objectives and measures, the recommendation was to explore alternatives to the way we currently manage our strategic priorities. Below are some key goals in approaching options: -Easy to understand - Board priorities are evident and easy to communicate - Key action steps and measures/milestones identified to gauge success -Clarity on who’s responsible and when things need to be completed The town manager did extensive research on strategic plans from governments throughout the country and developed a draft strategic plan, consisting of a strategy map and action plan templates, to implement the organization’s key goals. The management team liked the general direction and provided feedback and additional refinements. The strategy map includes familiar elements, like the existing mission and vision statements and updated town values. It departs from the previous structure by including goal areas, which would each have a one page “action plan” that identifies key steps necessary to achieve the town’s goals. While moving to “action plans” replaces the scorecard format, staff will continue collecting and reporting on other measures, but in a summary table that will be much easier/faster to review. In addition, this should be less time consuming for staff to produce and manage. Balanced scorecard elements remain as part of our organizational culture and approach to problem solving. The attached “action plan” templates are rough and incomplete drafts. The template for Goal Area 1 (Sustainability & Resiliency) is roughed in more than the others and provides a better picture of what the action plan pages would look like and how they might work. A template is not included for the foundation of our strategic goals (Excellent Core Services). This is intended to recognize what has been our informal guiding principle of “take care of what we’ve got.” An action plan page may or may not be needed for this area. Before roughing out the action plans further, staff is hoping to get feedback from the board on the overall approach: •Does the board feel like we’re going in the right direction with the strategy map and action plans? •While we expect there to be wordsmithing and changes, do you agree with the goal areas selected: 1) Sustainability & Resiliency, 2) Connected Community, 3) Economic Vitality, 4) Community Safety, and 5) Excellent Core Services? Five main goals seem to be the maximum without diluting response capacity. •If the board is supportive of the updated strategy map design staff will work to refine the graphics. If the board is supportive of this approach key strategic tasks for the retreat would include: 1) refining the updated strategy map, and 2) identifying key goals for the action areas, along with possible measures. The one-page actions plans are intentionally limiting to create clear priorities, focus, and help with communication. Establishing “clear priorities” means if a goal cannot be linked to a measure/milestone that has a quantifiable outcome or completion date, then it should not be on the plan. Action plans show key steps or the pathway to reach the destination. Too many goals and measures will dilute the town’s resources and slow progress (i.e., the more we try to do the more likely we are to fail). Before the retreat, staff can work to further develop each action plan so the board would have more information to question, provide direction on, edit, and deliberate. After the retreat, staff can then respond to the board’s direction by further refining and developing each action plan. Operational and budgetary part of the retreat. As usual, staff will provide the board with key decision points for the upcoming FY21-23 planning period (e.g., rates, capital, personnel, programmatic, and other requests). A complete draft of the budget will NOT be provided before the retreat as it is so time consuming. As a reminder, Hillsborough was likely the only North Carolina local government that developed nearly a complete budget in February, about three months ahead of others. Still, preliminary forecasts showing the bottom lines for each fund (i.e., totals, deficit/surplus, savings levels) will provide important financial context. This change will allow staff to spend more time vetting requests, exploring alternatives, etc. Date Options •March 14 is the first preference for the retreat. Since the State of the Town Address is usually held on the date of the March workshop (March 23 this year) that would provide time to incorporate key topics and board directives. •March 7 or 28 Other •Would the board meeting room in the Town Hall Annex be an acceptable meeting place? •Both Rod Visser and Donna Warner have done multiple board retreats and have appeared to gel well with the group. Are either acceptable, depending on date availability? •Are there other topics the board would like to discuss at the retreat? Financial Impacts: None Staff Recommendations/Comments: Discuss and provide feedback to staff. Vision for Hillsborough We envision Hillsborough as a prosperous town, filled with vitality, fostering a strong sense of com- munity, celebraƟng its unique heritage and small- town character. Strategy Map Mission of Town Government We are stewards of the public trust who exist to make the Vision for Hillsborough a reality. We manage and provide the infrastructure, resources, and services that enhance the quality of life for the living beings and land within our town. Values Vibrancy Fostering a “Happening Hillsborough” that is alive, growing and filled with posi- Ɵve energy. Unique “sense of place,” which includes its history, architecture, ciƟzens, river, and mountains Affordability Keeping the cost of living within reach of people who live and work here. Long-term view In decision-making, planning, protecƟng our eco-system and maintaining infra- structure and assets. United —“One Hillsborough” Ensuring Hillsborough is for everyone by focusing on equity & engagement. build- ing and celebraƟng our diversity, and maintaining our small town sense of community. Ethics Earning the community’s trust through honesty, transparency and fairness. Safety Residents, visitors and employees will return home safe each day. Strategic Goals Economic Vitality Connected Community Community Safety Excellent Core Services Take care of what we have, including infrastructure, equipment, and employees, is foundaƟonal to implemenƟng the town’s mission, vision and strategic goals. Provide recreaƟon and pe- destrian faciliƟes to encour- age healthy lifestyles and ciƟzen interacƟon and to offer a variety of transporta- Ɵon choices that link Hills- borough’s neighborhoods in an accessible manner. Develop a thriving, diverse and resilient local economy that benefits current and future residents from all parts of our community. Promote a clean, engaged community environment where people feel safe and enjoy access to community ameniƟes that support a high quality of life. Sustainability & Resiliency TransiƟon from fossil fuel-powered operaƟons to build a more resilient community and protect our local community and Earth for current and future generaƟons. Goal Area 1 – Sustainability & Resiliency Transition from fossil fuel-powered operations to build a more resilient community and protect our local community and earth for current and future generations. Carbon Reduction Community-Wide Reduce carbon emitted within the town limits from x to y by z • Form climate action committee by 6/20 • Climate Action Plan completed by 12/20 • Prioritized CAP items to implement via development regulation changes in the UDO, transportation plans, budget, multi-year financial plan and CIP by 2/21 Lead staff: Public Space, Planning, Budget Carbon Reduction Town Operations Reduce emissions from x to y by z • Energy audit of all town facilities by 12/20 • Prioritized list of initiatives from CAP for FY21 budget by 2/21 • Plan to reduce CO2 from the town fleet by 10/22 • Plan to reduce CO2 from water and sewer operations by 10/23 Lead staff: Public Space, Fleet, Utilities, Budget Water Capacity Projected 2030 capacity (GPD) of at least X% during Stage Y drought • Update land use and future growth assumptions in water capacity analysis to identify possible changes needed to maintain resiliency during sustained droughts by 12/21 • Develop a water loss and conservation plan by 12/22 Lead staff: Public Space, Fleet, Utilities, Budget Environment Milestone or measure • Lead staff: Public Space, Fleet, Utilities, Budget Focus Areas Action Items What do we need to do by when and who’s responsible? Measure of Success Definition Goal Area 2 – Connected Community Provide recreation and pedestrian facilities to encourage healthy lifestyles and citizen interaction and to offer a variety of transportation choices that link Hillsborough’s neighborhoods in an accessible manner. Bike & Pedestrian Measure or milestone • Lead staff: Public Space Public Transit Measure or milestone • Lead staff: Planning Road Network Measure or milestone • Lead staff: Virtually Measure or milestone • Lead staff: Engagement Measure or milestone • Lead staff: Goal Area 3 – Economic Vitality Develop a thriving, diverse and resilient local economy that benefits current and future residents from all parts of our community. Economic Development Maintain or improve current non- residential tax base of 40% • Include balance of future development (residential v. commercial) as key discussion point in Vision 2030 process, completed by 6/21. • Add as evaluation factor considered by planning board and town board in all future land use and development decision process by 12/20. Lead staff: Planning Housing x to y by z • Lead staff: Cost of Government Continue consecutive budget years without a property tax rate increase • Lead staff: Water & Sewer Rates Consecutive years without a water and sewer rate increase, or if warranted, increase does not exceed CPI • Lead staff: Goal Area 4 – Community Safety Promote a clean, engaged community environment where people feel safe and enjoy access to community amenities that support a high quality of life. Crime Prevention Measure or milestone • Lead staff: Police Fire Protection Measure or milestone • Lead staff: Orange Rural Fire Department Emergency Mgmt. Preparation Measure or milestone • Lead staff: Fire Marshal Drinking Water Measure or milestone • Lead staff: Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Governing Body Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.I Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Mayor Jenn Weaver or Town Manager Eric Peterson ITEM TO BE CONSIDERED Subject: State of the Town Address Preparations Attachment(s): None Brief Summary: The Mayor’s State of the Town Address is typically held on the fourth Monday of March or what is the workshop meeting for the town board. This year that date is March 23. The board may want to discuss preparations and logistics for this year’s address (e.g., date, location, topics, and other relevant matters). Action Requested: Discuss and provide direction. ISSUE OVERVIEW Background Information & Issue Summary: See above. Financial Impacts: None Staff Recommendations/Comments: None Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: Admininstration Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 8.J Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Town Manager Eric Peterson ITEM TO BE CONSIDERED Subject: Hot Topics for work session Jan. 27, 2020 Attachment(s): None Brief Summary: Current items to consider for the workshop agenda: 1) The Daniel Boone Village property owners want to come and talk about their plans for redevelopment. This will be a high level/conceptual conversation, but will include the range of permitted uses, what sort of review process will be used (which is up in the air thanks to changes in state law), and possibly schedule. They need some level of feedback before they can prepare an application. Time estimate: at least 30 minutes. 2) Detailed discussion and direction about the climate action/Vision 2030 planning processes. There are options to prepare one plan that addresses both topics or pursue three smaller plans that are more stand alone. The planning director/assistant town manager and public space manager plan to share the pros and cons of the options and ask the board to select a path forward. This choice is important to guide budget and schedule. Time estimate: at least 60 minutes. 3) Continue discussion from the January 13 board meeting, if necessary, on proposed updates to the strategic planning framework (e.g., strategy map and action plan formatting). Action Requested: Discuss and provide direction. ISSUE OVERVIEW Background Information & Issue Summary: See above. Financial Impacts: None Staff Recommendations/Comments: None Board of Commissioners Agenda Abstract Form Meeting Date: Jan. 13, 2020 Department: All Public Hearing: Yes No Date of Public Hearing: For Clerk’s Use Only AGENDA ITEM # 9.C Consent Agenda Regular Agenda Closed Session PRESENTER/INFORMATION CONTACT: Department Heads ITEM TO BE CONSIDERED Subject: Departmental Reports Attachment(s): Monthly departmental reports Brief Summary: n/a Action Requested: Accept reports ISSUE OVERVIEW Background Information & Issue Summary: n/a Financial Impacts: n/a Staff Recommendations/Comments: n/a Page 1 of 9 ADMINISTRATION DEPARTMENTAL REPORT Human Resources/Town Clerk Report: December 2019 Meetings and events • Utilities Department meeting and luncheon (12/5/19) • NCWORKS 4 HEALTH Focus Group (12/6/19) • Board of Commissioners regular meeting (12/9/19) • IT manager assessment center (12/10/19) • NC 401(k), NC 457, NC 403(b) Plans Focus Group (12/13/19) • Planning Department workforce planning meeting (12/17/19) • NCHIP Board meeting (12/18/19) • Safety Committee (12/19/19) • Weekly update meetings with town manager • Biweekly update meetings with safety and risk manager • Monthly management team/administration team meeting • Monthly human resources team meeting Employee Events and Training • None Recruitment and Selection (* = filled) • IT Manager* o Recruitment opened (1/7/19) o Recruitment closed (1/21/19) (59 applicants) o Recruitment on hold o Recruitment reopened (10/11/19) o Recruitment closed (10/27/19) (55 additional applicants) o Phone interviews conducted o Assessment center conducted (12/10/19) o Offer accepted (12/19/19) o Start date: 1/13/20 Pay and Benefits • Biweekly payroll (2) • FMLA – 18 Notices of Eligibility and Rights & Responsibilities sent (2019) Wellness • Weekly onsite nutrition counseling • Wellness mini-grant program • Monthly wellness challenge (Eating Healthy During Stressful and Busy Times) Page 2 of 9 Performance Evaluation • Maintained NEOGOV PE system Professional Development • None Miscellaneous • Published Jan. 1, 2020 Town of Hillsborough Employee Handbook update (12/19/19) Public Information Office Report: November 2019 News Releases/Minutes • Issued 23 news releases. • Completed minutes for 2 town board meetings and 3 advisory board meetings; reviewed minutes for 1 Water and Sewer Advisory Committee meeting. EMAIL SUBSCRIPTIONS (as of Nov. 30) List Subscribers Change Total 1,254 ↓ 5 News releases 1,023 ↓ 11 Meeting notices 620 ↓ 5 Bid postings 512 ↓ 3 Citizens newsletter 1,160 ↓ 6 TOP 10 MOST-VIEWED NEWS RELEASES: WEBSITE Headline Views Hillsborough Honors Employees for Innovation and Customer Service 403 Hillsborough Elects Weaver as Mayor, Three Incumbent Commissioners 364 Longtime Hillsborough Officer to Retire 361 Board Appoints Robb English as Commissioner 317 Holiday Parade, Tree Lighting Dec. 1; Some Streets to Be Closed 141 Sidewalks, Parking lot to be Closed During Roof Replacement 82 Last Week for Town Commissioner Applications 82 Community Surveys Due Friday 79 Show Your Sewer System Some Gratitude: Keep Grease Out 72 Board of Commissioners Meeting Summary (Nov. 12 meeting) 70 TOP 10 MOST-VIEWED NEWS RELEASES: EMAILS Headline Views Hillsborough Elects Weaver as Mayor, Three Incumbent Commissioners 450 Sidewalks, Parking lot to be Closed During Roof Replacement 399 Holiday Parade, Tree Lighting Dec. 1; Some Streets to Be Closed 397 Protect Yourself and Your Property During Cold Weather 390 Board Appoints Robb English as Commissioner 368 Holiday Parade, Tree Lighting Dec. 1; Some Streets to Be Closed 366 Longtime Hillsborough Officer to Retire 365 Page 3 of 9 Town Offices Closed, Solid Waste Collection Delayed due to Veterans Day 353 Hillsborough Honors Employees for Innovation and Customer Service 348 Board of Commissioners Meeting Summary (Nov. 12 meeting) 348 Social Media • Provided information on social media policies and value of townwide sites vs. departmental sites to Utilities Department. FACEBOOK STATISTICS (as of Nov. 30) 33 posts 7 responses to comments Follows Change 3,852 likes ↑ 24 3,978 follows ↑ 23 TOP 5 POSTS Post People reached Link clicks Holiday tree photo 2,768 5 Hillsborough Honors Employees for Innovation and Customer Service 2,216 106 Museum roof removal photos 2,036 11 Longtime Hillsborough Officer to Retire 1,823 1 Holiday Parade, Tree Lighting Dec. 1; Some Streets to Be Closed 1,714 38 TWITTER STATISTICS (as of Nov. 30) 29 tweets 0 response to tweets Follows Change 2,263 ↑ 12 TOP 5 TWEETS Tweet Impressions Link clicks New interpretative signs photo 1,432 No link Last Week for Town Commissioner Applications 1,225 8 Holiday Parade, Tree Lighting Dec. 1; Some Streets to Be Closed 1,212 7 Deadline reminder for commissioner search applications 1,012 0 Reminder for police toy drive kickoff 1,012 1 Videos YOUTUBE STATISTICS (as of Nov. 30) Subscribers Change 2,448 ↑ 85 TOP 5 VIDEOS Video Current Views Overall Views Posted Page 4 of 9 Position Your Solid Waste and Recycling Properly 59,721 1,832,552 Oct. 2015 Do Not Tamper with Water Meters 106 3,259 July 2015 Hillsborough, NC: Among America’s Coolest Small Towns 93 8,231 Jan. 2015 Volunteer Opportunities 57 487 June 2018 Stamped Crosswalk Installation 44 413 March 2019 Website/Employee Section • Updated landing page content on employee section of the website. • Updated Public Works pages to include e-pay portal information for fees. • Reworked Jurisdiction and Service Areas page for clarity and to accommodate changes to Orange County’s online map. • Updated Ready Hillsborough page and snow removal information on Street Maintenance page. • Updated backflow prevention and other utilities pages NOVEMBER WEBSITE STATISTICS Unique visitors 7,435 Number of visits 10,411 Page views 23,514 Visits per visitor 1.4 Pages viewed per visit 2.26 TOP 10 MOST-VIEWED PAGES Page title Views Home 3,846 Water and Sewer Billing and Collections 1,138 Employment Opportunities 860 Commissioner Search Applications 654 Board of Commissioners 625 Commissioner Search 614 Police 464 Utilities 415 Hillsborough Honors Employees for Innovation and Customer Service (news release) 403 Development Projects 377 Other Work • Reviewed materials for staff and others, including: ◦ Orange County transit insert for water and sewer bills. ◦ Customer service and innovation awards and recipients listing. ◦ Updated Citizens Annual Financial Report. ◦ Curbside Collections Calendar • Created: ◦ Electronic citizens newsletter for distribution in November. Page 5 of 9 ◦ Insert for public hearing notices regarding need for accurate counting in the Census. • Prepared for and conducted meeting with existing and potential community partners to share emergency information, including: ◦ Creating Ready Hillsborough instructional card on how to help with communications in an emergency. ◦ Working with planning director to develop map that shows town boundaries and streets as well as which roads are private or maintained by the state. • Provided feedback to county regarding OC Alerts. • Directly communicated with community contacts regarding reminders on community liaisons meeting for improving emergency communications, commissioner appointment process, and community survey. • Updated winter weather preparations and operations and utilities fact sheets. • Compiled file of all 2019 pollinator-related news releases for the Public Space Division to help the town maintain its status as a Bee City USA. • Provided photos and information for FY18-19 Citizens Annual Financial Report. Meetings/Events/Training MEETINGS, EVENTS and TRAINING Officer Nov. 1 Small Places, Big Ideas conference call to narrow vendor selections and any second interviews. Nov. 12 Small Places, Big Ideas conference call to discuss follow-up answers from vendors. Nov. 13 Budget kickoff Nov. 22 Logo project review of wayfinding design and town seal. Nov. 25 Administration and management team meetings Web developer/assistant officer Nov. 15 Webinar on website compliance with Americans with Disabilities Act. Specialist Nov. 21 Planning Board meeting Nov. 25 Board of Commissioners work session Officer and specialist Nov. 4 Emergency liaisons planning meeting Nov. 7 Emergency liaisons meeting Nov. 12 Board of Commissioners meeting Nov. 20 Joint Information System/Joint Information Center Planning for Tribal, State and Local PIOs (G-291) Staff November Monthly check-in and test of OC Alerts and WebEOC Nov. 14 Incident action plan training Nov. 19 Monthly and operational review meeting Page 6 of 9 Public Information Office Report: December 2019 News Releases/Minutes • Issued 15 news releases and 1 bid posting. • Completed minutes for 2 town board meetings, 2 Board of Adjustment meetings, and 4 other advisory board meetings; reviewed minutes for 1 Water and Sewer Advisory Committee meeting. • EMAIL SUBSCRIPTIONS (as of Dec. 31) List Subscribers Change Total 1,254 News releases 1,019 ↓ 4 Meeting notices 617 ↓ 3 Bid postings 516 ↑ 4 Citizens newsletter 1,158 ↓ 2 TOP 10 MOST-VIEWED NEWS RELEASES: WEBSITE Headline Views Please Continue to Reduce Water Use 340 Outgoing Mayor to Be Recognized, New Board Sworn In Monday 224 Town Offices to Be Closed, Solid Waste Collection Delayed due to Christmas 192 Holiday Parade, Tree Lighting Dec. 1; Some Streets to Be Closed (November release) 148 State to Install Stop Signs at West King Street Intersections 136 Santa Claus Is Coming to Town 127 Section of West King Street to Close Briefly 124 Longtime Hillsborough Officer to Retire (November release) 104 Board of Commissioners Meeting Summary (Dec. 9 meeting) 80 Town Offices to Be Closed, Solid Waste Collection Delayed for New Year’s Day 69 TOP 10 MOST-VIEWED NEWS RELEASES: EMAILS Headline Views State to Install Stop Signs at West King Street Intersections 469 Voluntary Water Use Restrictions Remain as Eno Withdrawal Restriction Lifted 411 Section of West King Street to Close Briefly 408 Annual Solstice Walk to Take Place on Riverwalk 399 Please Continue to Reduce Water Use 397 Santa Claus Is Coming to Town 386 Outgoing Mayor to Be Recognized, New Board Sworn In Monday 374 Town of Hillsborough Recognized as a Best Workplace 369 Town Offices to Be Closed, Solid Waste Collection Delayed due to Christmas 364 Board of Commissioners Meeting Summary (Dec. 9 meeting) 327 Page 7 of 9 Social Media FACEBOOK STATISTICS (as of Dec. 31) 32 posts 4 responses to comments Follows Change 3,852 likes ↑ 15 3,996 follows ↑ 18 TOP 5 POSTS Post People reached Link clicks State to Install Stop Signs at West King Street Intersections 3,795 38 Outgoing Mayor to Be Recognized, New Board Sworn In Monday 3,126 50 Share of NY Times article on cooking grease in drains 1,514 20 Santa Claus Is Coming to Town 1,434 22 Please Continue to Reduce Water Use 1,347 36 TWITTER STATISTICS (as of Dec. 31) 24 tweets 0 response to tweets Follows Change 2,280 ↑ 17 TOP 5 TWEETS Tweet Impressions Link clicks Annual Solstice Walk to Take Place on Riverwalk 1,568 5 Protect Yourself and Your Property During Cold Weather 1,322 2 Santa Claus Is Coming to Town 1,245 2 Photo of tree with heart-shaped hole and link to Riverwalk page 1,184 6 Outgoing Mayor to Be Recognized, New Board Sworn In Monday 1,074 1 Videos • Updated backflow prevention and loose leaves collection videos. YOUTUBE STATISTICS (as of Dec. 31) Subscribers Change 2,504 ↑ 56 TOP 5 VIDEOS Video Current Views Overall Views Posted Position Your Solid Waste and Recycling Properly 49,485 1,860,920 Oct. 2015 Hillsborough, NC: Among America’s Coolest Small Towns 92 8,187 Jan. 2015 Hillsborough Loose Leaf Collection 87 1,520 Dec. 2015 Do Not Tamper with Water Meters 57 3,298 July 2015 Volunteer Opportunities 57 554 June 2018 Page 8 of 9 Website/Employee Section • Updated reservoir expansion project page. • DECEMBER WEBSITE STATISTICS Unique visitors 6,918 Number of visits 9,286 Page views 19,746 Visits per visitor 1.34 Pages viewed per visit 2.13 TOP 10 MOST-VIEWED PAGES Page title Views Home 4,004 Water and Sewer Billing and Collections 1,194 Garbage Collection 714 Employment Opportunities 712 Police 479 Utilities 364 Board of Commissioners 361 Please Continue to Reduce Water Use (news release) 340 Development Projects 272 Planning 272 Other Work • Reviewed materials for staff and others, including: ◦ Curbside Collections Calendar. ◦ Proposed public access channel contract. ◦ Citizens Annual Financial Report. • Created: ◦ Citizens newsletter for insertion in water and sewer bills in January. ◦ Water restrictions infographic and flyers. ◦ Various information slides for social media and the website, including holiday service changes and keeping fats, oils and grease out of drains. • Assessed writing of information technology manager candidates. • Worked with Chapel Hill and Orange County communicators on a resource guide for outreach and communications on the census. • Worked with Orange County emergency management coordinator on OC Alerts issues. • Took photos of new board. • Fielded media requests. Page 9 of 9 Meetings/Events/Training MEETINGS, EVENTS and TRAINING Officer Dec. 10 Innovation Cohort conference call to select pilots Dec. 11 Census Complete Count Committee meeting Meeting with county graphics designer on digital signage Dec. 16 Meeting with Chapel Hill communications manager on census plan Dec. 17 Conference call with Chapel Hill and Orange County communicators on census plan Dec. 31 Meeting with county graphics designer on digital signage Specialist Dec. 2 Tourism Board meeting Dec. 31 Met with utilities director and reporter at reservoir regarding interview on voluntary water restrictions Officer and specialist Dec. 9 Board of Commissioners meeting Staff December Monthly check-in and test of OC Alerts and WebEOC Safety and Risk Manager Report: December 2019 Meetings Attended/Training Conducted: • Safety Committee Meeting • Departmental meeting x2 • Team meeting • Mid-State Safety Council Lunch and Learn. • Water/Wastewater Safety Workshop. • Utilities Quarterly Meeting and Luncheon. • Meeting with Chief Roofing regarding Museum water damage. Site inspections: • None Misc. • Completed 4th quarter drug screens. • Completed random alcohol breathalyzer. • Conducted pre-hire drug screens. • Catching up on duties after being away. • Stocked safety gear. • Distributed safety gear. • Working on ADA Transition Plan. • Working on inspection requirements with Safety Committee members. • Worked on WC and P&L claims. • Reviewed past departmental inspections submitted by Safety members. FINANCE DEPARTMENTAL REPORT FOR DECEMBER 2019 SUMMARY OF ACTIVITIES: Daily Collections 1,027,649.39$ Tax & Vehicle License 2,338,856.53$ Solid Waste Disposal Tax -$ Beer & Wine Receipt -$ Franchise Tax 191,298.05$ Powell Bill 101,197.69$ Sales & Use Tax 164,933.66$ 3,823,935.32$ Expenditures: General Fund/Water Fund 690,948.59$ FINANCE: •Compiled and submitted all monthly reports. •Issued 54 purchase orders. •Processed 398 vendor invoices, issued 212 accounts payable checks. •Collected and processed 62 payments for food and beverage tax. •Collected and processed 10 payments for fire inspection fees and permits. •Prepared and mailed no delinquent occupancy tax letters. •Prepared and processed 2 payrolls. •Issued no new special event permits. METER READING: •Terminated 88 services and connected upon request. •Rechecked 168 meter readings, responded to 3 call backs. •Installed 10 new meters, changed 6 old meters, performed 1 pressure test. •Identified no hydrant tamperings and 3 meter tamperings. •Changed 17 meter registers. BILLING & COLLECTION: •Corrected 42 bills that were rechecked before the 01-01-20 billing. •Bills adjusted after 12-01-19: 24 leaks; 3 late fees; no pools; 1 miscellaneous. •Prepared 6,380 water bills; processed . •Disconnected 112 services for non-payment, reconnected 94. •Prepared 6,380 water bills; processed . •Processed 850 utility bank drafts. •Processed 0 debt set-off letters. •Processed on-line bill pays. FINANCE DIRECTOR •Board Meeting, December 9 •The Town will present a resolution to the Board at the January 27th workshop to accept the bid from Truist to finance the remaining West Fork Eno Reservoir Project FINANCIAL BUDGET TO ACTUAL REPORT - NOVEMBER 30, 2019 Budget Unit Original Budget Current Budget Period Activity Year to Date Activity Encumbrances Variance % Remaining Current & Prior Year Property Taxes 7,148,600.00 7,148,600.00 2,454,138.07 3,614,822.26 - 3,533,777.74 49.43% Local Option Sales Tax 1,528,555.00 1,528,555.00 158,086.77 310,891.47 - 1,217,663.53 79.66% Licenses, Permits and Fees 145,200.00 145,200.00 7,535.41 98,670.37 - 46,529.63 32.05% Unrestricted Intergovernmental Revenue 1,034,900.00 1,034,900.00 40,346.93 167,377.74 - 867,522.26 83.83% Restricted Intergovernmental Revenue 190,000.00 190,000.00 - 101,197.70 - 88,802.30 46.74% Other 30,500.00 30,500.00 1,766.87 11,112.43 - 19,387.57 63.57% Investment Earnings 175,000.00 175,000.00 17,108.67 95,881.66 - 79,118.34 45.21% Fund Balance Appropriatoin 346,733.00 816,640.90 - - - 816,640.90 100.00% Total Revenue 10,599,488.00 11,069,395.90 2,678,982.72 4,399,953.63 - 6,669,442.27 60.25% Budget Unit Original Budget Current Budget Period Activity Year to Date Activity Encumbrances Variance % Remaining Governing Body 138,713.00 138,713.00 19,166.47 57,331.42 120,311.01 (38,929.43) (0.28) Administration 733,470.00 754,310.95 152,073.98 342,135.56 134,335.50 277,839.89 36.83% Accounting 287,760.00 291,370.00 48,849.93 93,431.78 60,679.89 137,258.33 47.11% Planning 464,820.00 464,820.00 52,419.48 183,372.13 31,644.75 249,803.12 53.74% Ruffin-Roulhac 181,786.00 191,786.00 204,541.47 190,706.55 35,200.49 (34,121.04) -17.79% Public Space 766,574.00 860,287.33 53,680.47 338,154.77 43,783.75 478,348.81 55.60% Safety & Risk Management 87,242.00 105,514.00 15,733.56 35,235.61 34,446.59 35,831.80 33.96% Information Services 278,614.00 431,486.33 26,772.81 92,527.19 266,233.87 72,725.27 16.85% Police 3,394,265.00 3,595,470.15 363,106.64 1,405,293.26 91,749.18 2,098,427.71 58.36% Fire Marshal & Emergency Management 224,268.00 226,206.00 19,151.38 63,448.04 2,446.32 160,311.64 70.87% Fire Protection 1,228,641.00 1,228,641.00 279,478.53 610,481.30 - 618,159.70 50.31% Fleet Maintenance 361,944.00 391,212.32 52,414.32 130,967.80 164,252.52 95,992.00 24.54% Streets/Powell Bill 963,093.00 1,032,176.82 107,806.94 380,781.41 165,286.78 486,108.63 47.10% Solid Waste 547,867.00 547,867.00 44,487.18 225,066.27 96,775.45 226,025.28 41.26% Cemetary 13,994.00 13,994.00 39.29 1,389.16 2,700.00 9,904.84 70.78% Economic Development 490,396.00 490,396.00 22,281.61 125,468.84 281.66 364,645.50 74.36% Special Appropriations 186,041.00 226,041.00 723.68 60,025.48 6,837.34 159,178.18 70.42% Contingency 250,000.00 79,104.00 - - - 79,104.00 100.00% Total Expenditures 10,599,488.00 11,069,395.90 1,462,727.74 4,335,816.57 1,256,965.10 5,476,614.23 49.48% GENERAL FUND EXPENDITURES GENERAL FUND REVENUE FINANCIAL BUDGET TO ACTUAL REPORT - NOVEMBER 30, 2019 Budget Unit Original Budget Current Budget Period Activity Year to Date Activity Encumbrances Variance % Remaining Licenses, Permits and Fees 10,223,342.00 10,223,342.00 1,090,559.03 4,367,029.75 - 5,856,312.25 57.28% Other 15,000.00 15,000.00 9,258.38 30,363.27 - (15,363.27) -102.42% Investment Earnings 10,300.00 10,300.00 4,033.23 20,291.88 - (9,991.88) -97.01% Transfers 387,907.00 387,907.00 - - - 387,907.00 100.00% Retained Earnings Appropriated 119,326.00 670,479.07 - - - 670,479.07 100.00% Total Revenue 10,755,875.00 11,307,028.07 1,103,850.64 4,417,684.90 - 6,889,343.17 60.93% Budget Unit Original Budget Current Budget Period Activity Year to Date Activity Encumbrances Variance % Remaining Administration of Enterprise 2,408,677.00 2,446,353.00 6,908.99 824,964.20 19,136.12 1,602,252.68 65.50% Utilities Administration 557,180.00 557,880.00 43,898.31 169,975.04 19,003.42 368,901.54 66.13% Billing & Collections 678,187.00 678,507.00 112,984.90 309,844.96 111,769.73 256,892.31 37.86% Water Treatment Plant 1,215,529.00 1,368,579.00 131,630.16 521,307.10 76,156.27 771,115.63 56.34% West Fork Eno Reservoir 612,688.00 612,688.00 24,746.15 250,854.98 14,564.40 347,268.62 56.68% Water Distribution 1,197,551.00 1,224,679.51 85,011.94 317,289.17 164,231.51 743,158.83 60.68% Wastewater Collection 1,381,816.00 1,697,111.56 130,438.92 560,720.15 212,856.06 923,535.35 54.42% Wastewater Treatment Plant 2,304,247.00 2,363,521.00 125,316.00 573,033.10 141,171.45 1,649,316.45 69.78% Contingency 400,000.00 357,709.00 - - - 357,709.00 100.00% Total Expenditures 10,755,875.00 11,307,028.07 660,935.37 3,527,988.70 758,888.96 7,020,150.41 62.09% Budget Unit Original Budget Current Budget Period Activity Year to Date Activity Encumbrances Variance % Remaining Licenses, Permits and Fees 653,000.00 653,000.00 162,847.10 314,448.91 - 338,551.09 51.85% Retained Earnings Appropriated - 8,624.09 - - - 8,624.09 100.00% Total Revenue 653,000.00 661,624.09 162,847.10 314,448.91 - 347,175.18 52.47% Budget Unit Original Budget Current Budget Period Activity Year to Date Activity Encumbrances Variance % Remaining Stormwater 653,000.00 661,624.09 36,146.54 208,849.12 41,643.22 411,131.75 62.14% WATER & SEWER FUND REVENUE WATER & SEWER FUND EXPENDITURES STORMWATER FUND REVENUE STORMWATER FUND EXPENDITURES 11,069,396 11,307,028 661,624 4,399,954 4,417,685 314,449 4,335,817 3,527,989 208,849 ‐ 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000General Fund Water & Sewer Fund Stormwater FundTown of Hillsborough Fiscal YTD Revenues & ExpendituresAs of November 30, 2019BudgetRevenueExpenditures Planning Department Report December 2019 Revenues Collected Development Review fees $ 600.00 Zoning Permits & HDC reviews $ 1,828.40 Planning Total $ 2,428.40 FYTD – 124% of budget projection ($70,000) Code Enforcement Reimbursement $ 0 Park Reservations $ 40 FYTD - 50% of budget projection ($4,500) Data is through December 31, 2019 for both permits and Certificates of Occupancy: Project name Approved units Permitted Completed Approved but not complete permits remaining Under construction 515 N Churton condos 23 23 23 0 0 0 Bellevue apartments 114 114 114 0 0 0 Cates Creek Apartments 270 270 270 0 0 0 Corbin Creek Woods 18 18 18 0 0 0 Corbinton Commons (SF only)70 69 52 18 1 17 Crescent Magnolia (Habitat Waterstone)24 24 9 15 0 15 Elfin Pond 96 95 94 2 1 1 Fiori Hill 46 30 23 23 16 7 Forest Ridge 233 180 164 69 53 16 Harmony at Waterstone 200 200 139 61 0 61 Waterstone Estates 136 136 136 0 0 0 Waterstone Terrace 114 114 114 0 0 0 Total 1344 1273 1156 188 71 117 Misc. infill lots na 92 59 na 33 Grand Total 1365 1215 Project name Approved units Type Collins Ridge 326 apartment 152 townhome 194 detached Corbinton Commons 141 senior apartments Approved, not under construction 813 Pipeline Approved & Under Construction Hillsborough Police Department Monthly Report December 2019 REPORTED OFFENSES - UCR Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2019 2018 2017 Part I Offenses Homicide 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Rape 1 0 0 1 0 0 0 0 0 0 0 0 2 2 3 Robbery 2 0 0 2 2 1 1 0 2 0 0 1 11 5 8 Aggravated Assault 0 1 1 1 1 1 3 4 1 1 1 1 16 19 18 Burglary 1 2 2 4 0 2 1 7 4 3 2 2 30 40 41 Larceny/Theft 21 31 51 14 23 31 25 40 30 31 15 41 353 264 309 Motor Vehicle Theft 0 3 0 2 4 0 0 1 0 2 0 0 12 12 6 Total Part I 25 37 54 24 30 35 30 52 37 37 18 45 424 342 385 Other Offenses 2019 2018 2017 Simple Assault 9 6 6 4 9 8 13 7 8 7 9 16 102 83 98 Fraud/Forgery 2 2 2 1 1 1 3 2 1 6 2 1 24 20 34 Stolen Property 0 0 0 2 1 3 0 0 0 1 0 0 7 8 12 Damage to Property 6 2 6 7 11 4 2 6 6 9 5 3 67 96 99 Weapons Violations 0 1 1 0 1 0 0 1 1 0 0 2 7 16 7 Sex Offences 0 1 0 0 0 0 0 1 0 1 0 1 4 2 3 Drug Violations 6 15 6 15 11 6 3 6 9 8 12 9 106 125 115 Driving While Impaired 1 3 3 4 5 5 0 2 5 6 0 2 36 37 67 Liquor Law Violations 4 1 0 2 3 0 2 0 0 1 2 1 16 6 11 Trespassing 0 2 2 1 6 4 1 2 2 0 0 0 20 23 12 Domestic Related 9 10 16 9 9 14 15 13 12 12 4 16 139 146 112 Missing Persons 0 1 0 0 0 0 0 0 0 0 0 0 1 1 4 Summary of Select Offenses: On 12/03/2019, a Breaking and Entering and Larceny to a locked residence were reported in the 1100-block of Ranger Dr. The victim advised that an unknown person made entry to their residence by unknown means and took a $200.00 laptop. On 12/04/2019, an Indecent Liberties with a Minor was reported in the parking lot of 670 N. Churton St. This incident is under investigation. On 12/09/2019, an Assault on Female and Kidnapping were reported in the area of Churton and Mayo St. A passerby called 911 after finding a disheveled female needing help. When officers arrived, they found a female with injuries from a domestic assault. Officers charged Dustin Tyler Grissom, (w/m, 25, of Dimmocks Mill Rd.) with Felony False Imprisonment, Misdemeanor Assault on Female, Misdemeanor Communicating Threats, and Driving While License Revoked, he was put on a domestic hold. On 12/13/2019, an Aggravated Assault was reported in the area of Faucette Mill Rd. and Odie St. Officers received a report of a disturbance. The victims advised that after a verbal disagreement, one male jumped into the driver’s seat of the vehicle and attempted to run them over. One female was struck by the vehicle, then chased on foot by the male and physically assaulted causing minor injuries. Officers charged Christopher Adam Alston, (b/m, 48, of Mebane) with 2 counts of Misdemeanor Assault with a Deadly Weapon, Misdemeanor Larceny, Misdemeanor Hit and Run, and Reckless Driving. He was given a $1,000.00 secured bond. Hillsborough Police Department Monthly Report December 2019 On 12/22/2019, a Breaking and Entering to a crawlspace were reported in the 2100-block of Summit Dr. The victim advised that there were two subjects inside the crawlspace of the home. While officers were in route, a male party broke out of the crawlspace and ran off, but was found nearby, and the female was still on scene in a verbal disturbance with the homeowner. Officers charged Justin James Jones, (w/m, 33, of Efland) with Misdemeanor Breaking and Entering, and he was given a $500.00 secured bond. Officers also charged Bryanna Joy Marie LeBlanc, (w/f, 24, homeless) with Felony Possession of a Controlled Substance, Misdemeanor Possession of Drug Paraphernalia, Misdemeanor Breaking and Entering. They also served a Felony Larceny warrant and Misdemeanor Failure to Appear warrant on her. She was given a $3,500.00 secured bond. On 12/23/2019, a Kidnapping and Robbery were reported at 600 S. Churton St. The victim advised that two males pulled a gun on him, got into his vehicle, and forced him to start driving. At one point they forced him out of the vehicle and left with the car (valued at $5,000.00) which was later recovered. The suspects also took cash from the victim and from a wallet belonging to the vehicle’s owner. 45 Larcenies were reported at various locations including: • 19 larcenies were shoplifting related incidents at Hampton Pointe- Walmart. • 6 larcenies from businesses–2 at 110 N Nc 86, Lloyd’s II, where alcohol valued at $8.98 was taken. And one $6.58 pizza and drink were taken. 4 at 1990 NC 86 S, Sheetz; in one incident $77.45 in beer was taken, one where $11.98 in food and a cup were taken, in a third incident $27.19 in food items were taken and recovered, also resulted in felony drug charges, and in a 4th incident $69.85 in beer was taken. 1 at 535 Hampton Pointe Blvd., Hillsborough Discount Tobacco, where $203.68 in items were taken. 1 at 109 Court St., Juvenile Services, where a $300.00 cellphone was taken. • 4 Larcenies from unlocked motor vehicles–1 at 117 Cornelius St. where a garage door opener was taken. 1 in the 100-block of Hayes St. where $240.00 in cash was taken. 1 in the 400-block of Clarkson Ridge Ln. where credit cards, that were later used, and $80.00 cash were taken. 1 in the 1600-block of Spring Overlook Ln. where credit and gift cards were taken and used. • 3 Larcenies from locked motor vehicles–1 at 100 Patriots Pointe. where a lock was damaged and $1,225.00 in power tools were taken. 1 at 200 Cheshire Dr. where windows were broken out, valued at $1,000.00, and $2,000.00 in stereo equipment were taken. 1 at 151 Mayo St., where a window was broken out, and a $25.00 wallet with $60.00 cash was taken. Narcotics/weapons related incidents: • During the month of December, Officers recovered small amounts of marijuana, THC oil, cocaine, counterfeit cocaine, prescription medication, paraphernalia, and two handguns. Hillsborough Public Works December 2019 Monthly Report Work Orders: 15 completed within two days Asphalt Repair: 2 pothole repairs Park Maintenance: 48 staff hours Cemetery: 3 graves marked, 1 monument marked Leaf Collection: 48 loads of leaves Holiday Lighting: 24 staff hours Holiday Parade: 22.5 staff hours Assist HR Department: 12 staff hours December 2019 TOWN OF HILLSBOROUGH UTILITIES STATUS REPORT PROJECT BUDGET STATUS WWTP Discharge Compliance - The WWTP received a NOV for a monitoring report frequency violation. It turns out we had taken the sample but it did not get reported on the eDMR. Jeff has responded with the information and a corrected eDMR. Thus we believe the issue will be resolved and no penalty will be assessed. Our sludge management program is in good condition. Total Trihalomethanes (TTHM) Compliance -The Town remains compliant with TTHM levels. The fourth quarter sampling results, just received, were good. Water Treatment Plant Compliance - The Water Treatment Plant is compliant in all sampling and reporting. Lead and copper sampling at identified residences has been submitted to the state. The alum ponds at the plant have been cleaned out which will help with the WWTP influent quality, particulary nitrogen, as if the alum pond sludge gets to high, it will be discharged to the WWTP. Collection System Compliance -There has been no observed SSOs since March 2019. The town received a Notice of Violation for the March SSO and has responded to it. It is unknown if the response is sufficient to avoid a civil penalty. West Fork of the Eno Reservoir - The reservoir is approximately 7 feet below full. Phase 2 construction began in April 2018; the level was being maintained at least 4 feet below spilling to allow for work on the dam and spillway. Water was released continuously to maintain this water level, as well as to support minimum flow requirements in the Eno River. The December releases met or exceeded the minimum release of 1.3 cubic feet per second. Both Lake Orange and Lake Ben Johnson are spilling. WFER Phase 2 Construction Project $ 13,429,245.36 Construction is complete on the dam and spillway and Thalle Construction has demobilized. However there is one remaining item to perform and that is fixing the leaking sluice gate, which will require removing the gate and sending it in for repair. Current schedule is for the week of January 20 to remove the gate and send it off. It is expected to be 6 - 8 weeks before return. The upcoming road project to raise Carr Store Rd and Mill Creek Rd is under bid advertisement. Bids are due January 17. KBS Earthworks clearing project is also complete and the final pay app is being processed. Water Restrictions - Stage 1 voluntary restrictions remain in effect for Town customers however withdrawal restrictions have been released. Our monthly production average is currently 1.218 MGD. We put a reminder out regarding voluntary water conservation on Dec. 23 simply to help the reservoir fill back up. Water System Flushing - The fall flushing was scheduled to begin on September 9, 2019, but has been postponed due to current water restrictions. The fall flushing will include all hydrants and not a subset. We will now wait until spring as there is no state requirement to flush hydrants twice a year and our water quality testing shows no issues with disinfection byproducts. "Unaccounted-for" Water -We had 3 water main breaks last month and approximately 7 water service leaks were repaired. Miscellaneous repairs have been proceeding as needed. Miscellaneous Projects -Staff will be doing some modifications at the Cemetery sewage pump station. We are also working on developing RFQs and RFPs for professional services to evaluate the River Pumping Station, replace the main WTP control panel, perform a water redundancy study, and a few other items. New South Zone Water Transmission Main 262,000.00$ A new meter vault, additional connections to our existing distribution system, demolition of the existing OWASA Booster Pump Station (BPS), and addressing emergency pumping issues from OWASA due to pressure zone changes are included in this project. The meter vault has been built and the meter was set and tied in to water lines. Power has been provided to the meter site to allow for a sump pump and some temporary lighting if used after dark. The town recently received updated GIS from its consultant and has provided it to another consultant to update the water model to confirm the location of the new BPS location and size. We also received bid ready plans and specifications for the water line interconnects. New South Zone Booster Pump Station 170,000.00$ The station has been accepted by the Town. We are working on quotes for some programming changes. Our water modeling consultant indicates there is time before we need to rely on this station as its purpose is redundancy and backup for the Mayo booster pump station. Sewer Rehabilitation & Repairs at Orange Grove St. and S. Churton St. $ 300,000.00 Three bids were received for the project and the engineer is vetting Vortex Drainage Systems for the project. Their bid was $267,455. Arcadis will be performing the construction administration and observation. Mobilization is anticipated in February. Collection System Modeling 95,000.00$ The project is progressing. Preliminary (and unverified) results indicate much of the main interceptors are over benchmark capacity on dry day peak flow. A draft report is expected by the end of January. Adron Thompson Facility Conceptual Plan 26,400.00$ We have received the conceptual plans and will be discussing priority activities with staff. We will be requesting to move to design in the FY21 budget as we explore ways to phase construction or eliminate some features of the plan. The report does show that certain components of the building have lead and asbestos content. Additionally, the welding shop is not property ventilated. the facility is not ADA compliant and there is essentially one bathroom for at times 15 - 20 people. Water and Sewer Advisory Committee (WSAC) Activities - WSAC is exploring alternative rate structures with the help of a UNC School of Government Environmental Finance Center excel model. Any proposals will be reviewed by town finance and budget staff and likely an outside financial consultant to ensure viability prior to presentation to BOC. They are also reviewing the drought policy. TOWN OF HILLSBOROUGH Utilities Department UTILITIES STATUS REPORT Page 1 c:\projects\engineering\Report0120_Utilities 1/2/2020, 12:59 PM