HomeMy Public PortalAbout03-22-21 Agenda Work Session101 E. Orange St., PO Box 429, Hillsborough, NC 27278
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Agenda
Board of Commissioners
Remote work session
7 p.m. March 22, 2021
Virtual meeting via YouTube Live
Town of Hillsborough YouTube channel
Due to current public health concerns, this meeting will be conducted remotely using Zoom.
Please use the bookmark feature to navigate and view the item attachments.
1.Opening of the work session
2.Agenda changes and approval
3.Items for decision ― consent agenda
A.Miscellaneous budget amendments and transfers
B.Miscellaneous Tourism Development Authority budget amendments and transfers
4.In-depth discussion and topics
A.Discussion about size and preferred uses for future train station building in preparation for RFQ for design
services
B.Budget “Mini” Retreat
1.Update on Utilities Projects
2.Departmental Services Discussion
5.Other business
6.Committee updates and reports
7.Adjournment
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 919-296-9443 a minimum of one business day in advance of the meeting.
Board of Commissioners
Agenda Abstract Form
Meeting Date: March 22, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing: __________________________
For Clerk’s Use Only AGENDA ITEM #
3.A
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 2020-2021
DATES: 03/22/2021 TO 03/22/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
10-00-3200-3100-000 OCCUPANCY TAX
03/22/2021 27,000.00 5,419.00Adj to actual 20581 32,419.00EBRADFORD
10-10-4200-5100-010 OVERTIME COMPENSATION
03/22/2021 1,000.00 439.00To cover OT overage 20582 1,439.00EBRADFORD
10-10-4200-5100-020 SALARIES
03/22/2021 753,180.00 -439.00To cover OT overage 20583 748,410.00EBRADFORD
10-10-4400-5100-010 OVERTIME COMPENSATION
03/22/2021 700.00 229.00To cover OT overage 20584 929.00EBRADFORD
10-10-4400-5100-020 SALARIES
03/22/2021 329,568.00 -229.00To cover OT overage 20585 329,339.00EBRADFORD
10-20-5100-5300-320 SUPPLIES - OFFICE
03/22/2021 5,000.00 -1,000.00To cover in-car camera repairs 20574 4,000.00EBRADFORD
10-20-5100-5300-330 SUPPLIES - DEPARTMENTAL
03/22/2021 500.00 -250.00To cover new hire training bonus 20578 250.00EBRADFORD
10-20-5110-5100-030 BONUS PAY
03/22/2021 2,100.00 250.00To cover new hire training bonus 20579 6,836.00EBRADFORD
10-20-5110-5300-080 TRAINING/CONF./CONV.
03/22/2021 4,000.00 -600.00To cover in-car camera repairs 20575 100.00EBRADFORD
10-20-5110-5300-158 MAINTENANCE - EQUIPMENT
03/22/2021 2,000.00 2,400.00To cover in-car camera repairs 20577 3,900.00EBRADFORD
10-20-5120-5300-080 TRAINING/CONF./CONV.
03/22/2021 3,450.00 -800.00To cover in-car camera repairs 20576 2,650.00EBRADFORD
10-50-6250-5300-002 PAYMENTS - TDA
03/22/2021 27,000.00 5,419.00To cover higher than anticpated revenues 20580 32,419.00EBRADFORD
30-80-8220-5300-458 DATA PROCESSING SERVICES
03/22/2021 588.00 9.00To cover gate database overage 20564 704.00JDELLAVALLE
30-80-8220-5300-570 MISCELLANEOUS
03/22/2021 4,610.00 -9.00To cover gate database overage 20563 4,594.00JDELLAVALLE
71-00-3300-3301-000 EARNED REV-AFFORDABLE HOUSING
03/22/2021 91,000.00 -91,000.00To reverse budget amount 20565 0.00EBRADFORD
71-10-4900-5300-364 AFFORDABLE HOUSING EXPENDITURES
03/22/2021 91,000.00 -91,000.00To reverse budget amount 20566 0.00EBRADFORD
75-71-3870-3870-156 TRAN FR W/S US BUS 70 WTR PHASE I
03/22/2021 299,741.50 19,320.00To record Water SDFs 20586 580,525.50EBRADFORD
75-71-6900-5970-928 TRAN TO UTL CAP IMP-US 70 PHASE I
03/22/2021 299,741.50 19,320.00To record Water SDFs 20587 580,525.50EBRADFORD
76-71-3870-3870-155 TRAN FR W/S - COLLECT SYS REHAB
03/22/2021 1,008,106.50 10,810.00To record Sewer SDFs 20588 1,228,630.50EBRADFORD
76-71-6900-5970-927 TRAN TO UTIL CAP IMP FD - COLL SYS
03/22/2021 1,008,106.50 10,810.00To record Sewer SDFs 20589 1,228,630.50EBRADFORD
-110,902.00
EBRADFORD 8:54:12AM03/17/2021
fl142r03
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GF-
Revenue
Admin.
Admin.
Accounting
Accounting
Police-
Admin.
Police-
Admin.
Police-
Patrol
Police-
I&CS
Police-
I&CS
Police-
I&CS
Economic
Development
WWTP
WWTP
GF- Cap
Reserve Fund
GF- Cap
Reserve Fund
Water
SDFs
Water
SDFs
Sewer
SDFs
Sewer
SDFs
Board of Commissioners
Agenda Abstract Form
Meeting Date: March 22, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing: __________________________
For Clerk’s Use Only AGENDA ITEM #
3.B
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Emily Bradford, Budget Director
ITEM TO BE CONSIDERED
Subject:
Miscellaneous Tourism Development Authority 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:
Tourism budget amendments/transfers must be approved by the town board.
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 2020-2021
DATES: 03/22/2021 TO 03/22/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
73-00-3200-3100-000 OCCUPANCY TAX
03/22/2021 27,000.00 28,000.00To account for higher than anticpated reve 20561 55,000.00EBRADFORD
73-51-6250-5300-040 AUDIT FEES
03/22/2021 5,000.00 3,090.00To cover early work on FY21 audit 20560 8,090.00EBRADFORD
73-51-6250-5300-998 3% HOLDBACK OCCUPANCY TAX
03/22/2021 810.00 1,565.00To cover 3% adj & Q4 FY20 pymt 20562 2,375.00EBRADFORD
32,655.00
EBRADFORD 4:21:15PM03/17/2021
fl142r03
Page 1 of 1
TDA
TDA
TDA
Board of Commissioners
Agenda Abstract Form
Meeting Date: March 22, 2021
Department: Public Space
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: Stephanie Trueblood, Public Space Manager
ITEM TO BE CONSIDERED
Subject:
Discussion about size and preferred uses for future train station building in preparation for RFQ
Attachment(s):
1. 2016 Conceptual Plan
2. Station Options/Considerations Report
Brief Summary:
The attached report walks through options and considerations for the future train station building. The 2016
conceptual plan is also attached. Discussion and guidance on the size and use of the building are requested to help
staff craft the RFQ for design services.
Action Requested:
Direction to staff regarding size and use of the future train station building to guide the RFQ scope of work/services
ISSUE OVERVIEW
Background Information & Issue Summary:
See attached report.
Financial Impacts:
None
Staff Recommendations/Comments:
None
HILLSBOROUGH, NC 27278
DRAWING ALTERATION
IT IS A VIOLATION OF LAW FOR ANY PERSON,
UNLESS ACTING UNDER THE DIRECTION OF
LICENSED ARCHITECT, PROFESSIONAL
ENGINEER, LANDSCAPE ARCHITECT, OR
LAND SURVEYOR TO ALTER ANY ITEM ON
THIS DOCUMENT IN ANY WAY. ANY LICENSEE
WHO ALTERS THIS DOCUMENT IS REQUIRED
BY LAW TO AFFIX HIS OR HER SEAL AND THE
NOTATION "ALTERED BY" FOLLOWED BY HIS
OR HER SIGNATURE AND SPECIFIC
DESCRIPTION OF THE ALTERATIONS.
COPYRIGHT 2016
SUMMIT DESIGN AND
ENGINEERING SERVICES
C
PROJECT NO.
SCALE
SHEET NO.
FIRST ISSUE DATE
1":100'
2016-06-30
15-0297
BULLETIN 15-0297_CONCEPT
ORANGE GROVE ROAD
C r e a t i v e l y I n s p i r e d - T e c h n i c a l l y E x e c u t e d
License #: P-0339
504 Meadowland Drive
Hillsborough, NC 27278-8551
Voice: (919) 732-3883 Fax: (919) 732-6676
www.summitde.net
30.00'
60.00'
SETBACK
ACCESS
EASEMENT
200.00'R/R ROW
FUTURE FUTURE FUTURE
FUTUREFUTURE
FUTURE FUTURE
12 SPACES9 SPACES10 SPACES6 H/C SPACES9 SPACES
9 SPACES
9 SPACES
9 SPACES
8 SPACES
8 SPACES
13 SPACES
PROPOSED COLLINS RIDGE DRIVE (BY OTHERS)
8 SPACES
8 SPACES
S H E L T E R
DR O P O F F A R E A
PLATFORMORANGE GROVE ST. EXT. (BY OTHERS)BUS STOP 5 SPACES
K:\2015\15-0297 Hillsborough Train Station\CIVIL\Current Drawings\11x17 Bulletin.dwg, 11x17, 6/30/2016 10:56:46 AM, kellysue.woody, 1:1
Station Options/Considerations Report
March 22, 2021
Background
In 2008, the town board authorized the purchase of 20 acres adjacent to the rail line for economic
development purposes. No specific use was envisioned at that time, but the hope was that site would be
appropriate for a passenger rail station, future town office needs, and residential and non-residential
development at urban densities.
The station was funded in the 2016-2025 TIP, with an estimate cost of $7 million for the station, parking,
and access. The town prepared a conceptual plan to identify environmental and permitting construction
on the site and determine an approximate footprint for the funded project. (See attached plan)
The funding agreement was executed on February 23, 2021. The town has primary responsibility for
delivering the project as well as long-term ownership/maintenance of the building and site. The future
station must be completed within 7 years of the funding agreement approval. Design will begin in FY22.
We expect design to take about 2 years, one year for permitting, and 2 or more years for construction.
The RFQ is being prepped for release later this summer. A project scope needs to be included in the
RFQ. Last year, staff laid out several options for the site, detailed below.
Scenario 1:
1) A 7,000 SF building (based on the Kannapolis model) that includes the station amenities and a
public/community meeting space, 1-3 public offices and storage areas and delivered within
existing project funds.
Scenario 2:
2) A 10,000 SF or more building that includes the station amenities, a public/community meeting
space, 10 or more public offices and storage areas that will require additional local funds.
Both scenarios include site access, circulation and at least 100 parking spaces. A pedestrian connection
to downtown will also be explored during design, though the funding for construction of that connection
is not included in the project cost. The building at a minimum must contain a lobby and ticketing area as
well as restrooms (station amenities). Staff agrees that there should be some amount of town offices
within the building to provide building oversight. A vacant building is a safety and maintenance hazard.
Last year, the board asked staff to explore both options during design. But many things have changed in
the past year due to the impacts of the COVID-19 pandemic. Exploring both options is essentially
designing two different projects and will require additional time and expense that the town would have
to fund. This expense cannot be assigned to the current project and the state has no reasonable role in
building the town an office building. Further, the state will generally only allow ten percent of project
funds to be spent on design services. Design of outside elements will need to be covered by the town.
Considerations:
1) The $7 million budget is based on providing the following scope:
a. Site access
b. Parking for the future train station
c. Station amenities (lobby, ticketing, restrooms etc.)
d. Stormwater and permitting requirements
e. Utilities to the site
f. Pedestrian connection to downtown (design only)
2) The additional items not included in the project budget are:
a. Additional building square footage for town use
b. Construction of future pedestrian access to the site
c. Design and construction of a platform and other work within the active rail corridor that
allows passengers to access the current train service.
3) Originally, it was believed a 7,000 SF building could be delivered for $1.4 million (budgeted
amount), but construction costs are inflated due to impacts from the pandemic and we don’t
know how long that will last or how high costs will rise.
4) Originally, it was believed that expanding the station building to 10,000 SF would increase the
price to $2 million, which would require either saving $600k on some aspect of the project OR
securing additional local funds. Due to escalating construction costs this number may be
artificially low.
5) The need for a large public/community meeting room is identified and maintains the town’s
flexibility to repurpose the space later.
6) Town office space needs have not been identified for the site. Funded renovation of the annex
for police use has addressed the most critical office space need. While other needs are known,
they are less specific and have not been prioritized.
7) Using sustainable building strategies and incorporating green infrastructure help us meet our
climate and environmental goals but often cost more on the front end. The savings can be
recouped over time.
Action requested: Revise or confirm guidance related to the scope of improvement to be designed at
this time.
Staff Recommendation:
Staff recommends pursuing the 7,000 SF building and required elements. In a year’s time, many things
have changed. We have a greater appreciation for large, indoor spaces. We understand that work
environments are flexible and can be shared. We’ve learned that the world as we know it can turn on a
dime and that being resilient means having flexibility to shift as needs arise.
A large meeting room can be divided into smaller spaces. With the town having two spaces, plus the
smaller space in the Fairview substation, we have many more choices on how to rearrange work
environments. We also have choices on where to locate meeting space to make it accessible to the
public and usable by the broad community when not in use by the town.
Design contracts can also be amended once we get started to respond to any new information or needs
that are identified.
Board of Commissioners
Agenda Abstract Form
Meeting Date: March 22, 2021
Department: Utilities
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
4.B-1
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: K. Marie Strandwitz, PE, Utilities Director
ITEM TO BE CONSIDERED
Subject:
Budget “Mini” Retreat – Update on Utilities Projects
Attachment(s):
1. Presentation
Brief Summary:
Present findings to date of two recent collection system evaluations and various water system tasks.
Action Requested:
Receive presentation.
ISSUE OVERVIEW
Background Information & Issue Summary:
Sewer collection system modeling and River Pumping Station evaluations were recently conducted (or ongoing) with
some water system analysis tasks. These findings will result in significant future capital improvements for which
furthering board knowledge about the projects will be useful.
Financial Impacts:
Staff Recommendations/Comments:
3/17/21
1
Water and
Wastewater
System
Updates
Town of Hillsborough
Town Board Workshop March 22,
2021
K. Marie Strandwitz, PE
Utilities Director
1
Agenda
BACKGROUND STATS COLLECTION SYSTEM
MODELING UPDATE
RIVER PUMPING
STATION EVALUATION
UPDATE
WATER PROJECTS THINGS TO PONDER
2
3/17/21
2
Accounts and Consumption 2020
3238
325
14
66
35
45
10
2766
35 35 9 WATER
ACCOUNTS
Residential
Commercial
Manufacturing
Institutional
Irrigation
Town - No Cha rg e
Temp Meters
6578
147.07
37.23
0.71
35.89
5.72
137.22
1.42
112.56
4.45
6.35 2 CONSUMPTION
Million Gallons
Residential
Commercial
Manufacturing
Institutional
Irrigation
Town-No Charg e
Temp Meter
490+ MG IT OT
IT
OT
3
Water and Wastewater Averages 2020
0
0.5
1
1.5
2
2.5
3
3.5
Jan Feb Mar Ap r May Jun Jul Au g Sep Oct Nov DecMGD
Water Wastewater
•Water 12 month rolling average
•1.65 mgd
•Wastewater 12 month rolling average
•1.09 mgd
•There are approximately 1,500 water only
customers
•Both plants have a limit of 3.0 mgd
•WWTP may have lower limit due to nutrient
removal
Permitted Capacity
80% Capacity
4
3/17/21
3
Other Stats
•Water Plant and Distribution System
•Water plant originally built 1936 along with
distribution system
•Rebuilt to east in 1972
•Moderate upgrade in mid-2000
•Permitted at 3.0 MGD
•Tanks and mains added throughout the years
•Reservoir built in early 2000 and currently
under expansion
•Distribution pipes are cast iron, ductile iron,
asbestos cement, plastic, galvanized
•Pipe sizes are from 2” –16”
•151 miles
•Five water tanks
•Three main pumping stations and two small
booster stations
•Wastewater Plant and Collection System
•Original small plant late 60’s?
•Rebuilt on same site to south in early 70s using
Clean Water Act funding
•Collection system mains existed prior to plant
and discharged into the Eno River –redirected
to new plant in 70s
•Plant upgrade in 2012
•Permitted at 3.0 MGD, may be nutrient limited
to 2.2 MGD with current process
•Falls Lake Rules Phase 2 will require process
upgrades –not passed yet!
•Collection system is cast iron, ductile iron,
clay, plastic, Orangeburg, foam core with brick
and concrete manholes
•Sizing from 4” –24” (8” is current minimum
public line size)
•26 sewage pumping stations
•99 miles
5
Key Consultant
Evaluations Recently Performed
Collection System Modeling –
Phase 1 and Phase 2
River Pumping Station
Evaluation
Water System Redundancy
6
3/17/21
4
Collection System Model –
What Are We Modeling?
The wastewater entering the treatment plant consists of:
•Actual wastewater contributions –BASE FLOW
•Rain and surface water pouring in from connected gutters, yard drains, cross connected storm drains, broken cleanout caps,
open manholes -INFLOW
•Groundwater seeping into broken or cracked pipes, leaking joints and manholes –INFILTRATION
Inflow and infiltration is called I&I, or I/I.
When measuring the actual wastewater flow vs. the expected base flow during a rainfall event, the difference
can be caused by I/I.
•This is a symptom of infrastructure condition
•I/I eats up available pipe capacity and is costly to treat
Without measuring actual flows in the system with flow meters, the model is called static and is based on
calculated estimates and peak flow overall -PHASE 1
When actual flows are applied to the model as measured, the model is calibrated and should represent the
actual conditions within a set percentage of accuracy –PHASE 2
Modeling
shows what
is expected
to occur in
the collection
system when
scenarios
are applied
(growth,
different pipe
sizes,
reduction of
I/I, etc.)
7
Collection System Modeling –Phase 1
Input
Input pipes,
manholes and
pump stations
into model (size,
slope, pumping
rate, material,
length)
Evaluate
Evaluate current
flows measured
at pump
stations and
wastewater
plant, including
historical rainfall
response
Determine
Determine Level
of Service
Distribute
Distribute flows
across model
and run
expected
capacity
compared to
current pipe
sizes
Apply
Apply projected
growth
demands
through 2040
similarly
Run
Run the model
to determine
necessary pipe
sizes to alleviate
areas of
concern
Compare
Compare to
current pipe
sizes in same
areas
Estimate
Estimate
expected cost
to replace
existing pipes or
pumps with
larger to meet
needs
8
3/17/21
5
Collection System Modeling –Phase 1
•Gravity Main Capacity -60% of Full-Pipe during Peak Dry Weather Flow
•Sanitary Sewer Overflow (SSO) -No SSOs
•Force Main Velocity -2 ft/s < Velocity < 10 ft/s
•Pumping Station Firm Capacity >= Peak Flow
•Manholes -Minimum 2 ft of freeboard height
Level of Service: The Level of Service design criteria sets
how the system is measured in terms of basic design
performance
•Committed projects (master plan, underway, permitted, etc.)
•Non-Committed projects (potential based on available large parcels)
Projected growth through 2040 used hybrid of current
knowledge and 2018 water system capacity model
9
Collection System Modeling –Phase 1
•Doubling flow in twenty years
doesn’t look so bad –right?
•Remember this is just direct
estimated contributions.
•We have not accounted here for a
leaky old sewer system!
10
3/17/21
6
Collection System Modeling –Current Day Results vs. 2040
ResultsBasins and Major
Developments
11
Collection System Modeling –Current Day Results vs. 2040
Results
Peak Dry Weather Flow
Model Results
Note: We have not experienced
SSOs on these pipes due to
capacity or wet weather in
several years. We are seeing
surcharging though.
Current Day
2040
12
3/17/21
7
Estimated Costs
To meet 2040 estimated
dry weather peak capacity
with expected growth -
$18M
The majority of this cost is
needed earlier though to
meet expected 2025
growth -$17.5M
These costs are high level
estimates that include a
25% contingency
Costs include estimated
design, construction,
permitting, inspection,
legal and administrative
fees
Additional challenge: most
of upsizing is along River
Walk and Exchange Club
Park
Focus should be on major
interceptors and pumping
stations, but costs include
all improvements identified
for 2040
13
Collection System Modeling –Phase 2
Install flow monitors in
system to measure actual
dry weather and rainfall
response
Analyze captured storm
events to determine a design
storm
Apply design storm scenario
to future growth projection
scenarios to see how the
system responds under
same Level of Service
Revise needed pipe sizing
and costs
Phase 2 is underway. The
first two tasks points are
complete
Additionally, revisions to the
initial growth projections
were made, reducing the
projected flow by 300,000
gallons per day
Results expected by
June 30
14
3/17/21
8
River Pumping Station
Evaluation
•Evaluate current River Pumping Station
(RPS) condition and flow
•Make recommendations to rehabilitate or
replace
•If replace –in same spot or
elsewhere?
•If elsewhere –where?
•Present concepts and cost
15
What is Wrong with RPS?
Station built with wastewater
plant in early 70s
During rainfall, all three
pumps run for several hours
(two are supposed to handle
the load)
Station in a floodplain right
on Eno River –spill would be
catastrophic
Station subject to vandalism
and risk of injury by vandals
Replacement pumps would
not work in space
Electrical and structural not
to current code –major
improvements would require
station to fully meet all codes
Staff must cross small
footbridge over river to get to
station, then descend a small
steel spiral staircase with
tools and equipment to work
16
3/17/21
9
RPS Findings and Recommendation
Move station out of floodplain and make a submersible pumping station with four pumps
Hydrogen sulfide
corrosion evident Pipe supports failing Some electrical and
HVAC not to code
Tight spaces in which to
work
Wet well is shallow –
capacity issue
Floodplain and location
presents accessibility
and risk factors
Station better suited to be
relocated and upgraded
to meet anticipated
capacity
Capacity should be
increased from 5.8 MGD
to 6.8 MGD to cover 2040
growth projections and
peak flow
Upgrade in current location would require extra
permitting through FEMA and for Neuse Buffer Rules
17
Example of Peak Flow
1.84”
rainfall
5”
rainfall!
•Pumps must be designed
to handle peak flows –the
difference from the max
peak flow to the average
flow
•As demonstrated,rainfall
response is very strange!
•Why the experts analyze
this data
18
3/17/21
10
Three Relocation Sites for RPS
Cameron Street Site (end of Cameron St. across from Orange County Board of Education)
•This site would save some upsizing costs of interceptors as station would be further west with a smaller
force main
•Some sewers rerouted to new station
•Parcels just went up for sale for residential building at very high cost
Cameron Park Elementary School Site
•Not as much money saved on upsizing interceptors
•Some rerouting of sewers to reach station
•Shallowest wet well depth, shortest force main and rerouted sewer length
•Potential better negotiation with another government agency
Elizabeth Pumping Station Site
•Combine available area at site and perform upgrades on both stations together
•Very deep wet well –unreasonable
•Cost to get pipe below river
•Not a viable option
19
Preliminary
Project Cost
for RPS
Includes 20% Contingency
20
3/17/21
11
Water System Redundancy Analysis
•Determine areas of additional valves or pipe connections to minimize
service disruptions and provide redundancy.
•Determine how much time available in system if WTP fails
Purpose
•Analyze Vulnerabilities to Pipe Failures
•Test Improvements to Increase Redundancy
•Analyze Storage Capacity and WTP Outage Analysis
Tasks
21
Water System Redundancy Analysis
1
Update existing model
with new water pipes,
confirm tank setpoints
and booster station
operation points
2
Evaluate consumption
data, tank levels and
WTP flow data
3
Simulate breaks of each
segment of pipe
4
Rank top ten largest
affected areas
5
Test improvements by
adding valves or
connecting pipes
22
3/17/21
12
Pipe Break Analysis Top Recommendations
950’ of 8-inch pipe connections
550’ of 6-inch pipe connections
5 –6-inch valves
2 –8-inch valves
10 –12-inch valves
1 pressure reducing valve (requires a vault)
Above recommendations will provide redundancy to Oakdale Dr./The Lory, Dimmocks Mill east of Rex Dr., NC 86 South of
Waterstone Dr., St. Mary’s Rd. east of Lydia Ln., US 70 Bus near Elizabeth Brady Rd., Nash St./Cornelius St area, Berryman Blvd.
N (Churton Grove), Scottswood Blvd., UNC Hospital
Estimated cost –$400,000 (consultant preparing executive summary with cost after a few more tasks). Valves could probably be
performed in-house. Pipe connections and pressure reducing vault will need to be designed, permitted and likely bid.
23
Storage Capacity and
Outage Analysis
North and South pressure zones
have inadequate storage if 3,500
gpm fire flow for 3 hours is
needed, sufficient for 2,500 gpm
fire flow for 2 hours is needed
At average day demand of 1.6
million gallons per day, and the
plant goes down at midnight,
there is 8.5 hours before effects
are felt (pressures to dangerous
level) with certain tanks presumed
at a minimum percent full
At max day demand of 2.7 million
gallons per day, there is 1.5 hours
before pressures are not
sustainable and 3.5 hours before
the central zone tanks are empty
Standpipes have a larger
ineffective volume than pedestal
towers
24
3/17/21
13
Other Recommended Water Projects
Replace 12” asbestos
cement pipe along US 70-A
with 16” ductile iron pipe
from S. Churton to US
70/70A
Install new 12-inch express
main from Valley Forge Dr to
Quincy Cottage Rd for south
zone redundancy
Structurally line 16” water
main from I-85 to Orange
Grove Road due to multiple
frequent breaks
Replace Hassell St. water
tank with something like
Waterstone
Assess mains below 6” in
system for upsizing or
replacement from galvanized
to PVC
Hydrant replacements for
older hydrants and install
watch valves on hydrants
missing them
OWASA Interconnect
Booster Pump Station
Application of recently edited
developments to water
model similar to sewer model
25
Utilities Debt Service Retirement
as of June 30, 2020
Year Project Principal Interest Total
FY22 Water Lines $22,260.00 $503.00 $22,763.00
FY26 WTP 2006 Upgrade $457,335.00 $42,580.00 $499,915.00
FY29 WFER 2020 Bond $3,271,000.00 $376,106.00 $3,647,106.00
FY33 Town Hall Annex (W/S Fund)$401,573.00 $106,798.00 $508,371.00
FY34 WWTP 2012 Upgrade $12,467,005.00 $2,295,488.00 $14,762,493.00
FY35 Waterstone Tank $1,411,828.00 $0 $1,411,828.00
FY41 WFER 2018 Bond $10,155,000.00 $7,316,999.00 $17,471,999.00
$38,324,475.00
26
3/17/21
14
Point-Counterpoint
•Remember it is an estimate with a healthy contingency
•The estimate between the collection system upgrades and the RPS may overlap in places –presenting the
worst case here
•Estimate includes upsizing everything for 2040 projections
•Subject to change with Phase 2 results
This is a large amount of money for just the sewers!
•We are fortunate that growth projections from the past have occurred slower and at lesser quantities than
anticipated
•There have been main extensions to eliminate pumping stations or to serve new developments
•There has been other significant regulatory drivers on which to focus as well
No major sewer upsizing for capacity has occurred in the town
for several years
27
Point-Counterpoint
•Staff can only do so much themselves in finding and eliminating I/I. Comprehensive investigation and
contracted work is required.
•Eliminating I/I is very difficult. Up to 50% of I/I comes from the private side. We will never eliminate I/I, even
with a brand-new sewer system.
•Staff have done a fabulous job of addressing big issues to prevent repeat SSOs!
No comprehensive rehabilitation of sewers has occurred
for several years
•I/I is a constant battle. After upsizing, much of the system will still be aged. Laterals will still leak.
•It is important to assure quality construction from developments when the town will take systems after they are
built.
If we invest in upsizing our sewers, all our problems will be
fixed
28
3/17/21
15
Things to Ponder
Where is the balance of adding new users and accommodating growth to investing in infrastructure upgrades?
Do we further investigate and reduce sources of I/I throughout the system in hopes we can avoid upgrades?
•Collection System Modeling -Phase 3?
•Still no promises –but a roadmap to address rehabilitation needs
•Time is tight
Today growth is booming, and it is time to tackle the hard questions every utility owner must face
•How much growth will we accommodate?
•Will we make upgrades to hopefully address all potential projects through 2040 or only address those that are committed?
•What is our timing? Do we pause?
•How do we keep rates stable?
•How much capacity do we reserve as a buffer? To have available to help our neighboring utilities in emergency situations?
29
QUESTIONS?
30
Board of Commissioners
Agenda Abstract Form
Meeting Date: March 22, 2021
Department: Administration
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
4.B-2
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Town Manager Eric Peterson and Budget Staff
ITEM TO BE CONSIDERED
Subject:
Budget “Mini” Retreat – Departmental Services Discussion
Attachment(s):
- List of departmental services. This was drafted as a part of an exercise by the management team to get better
awareness of what issues/tasks the organization is handling, especially what those fellow departments are
dealing with that others may not have been aware of, see if there was a way to define what’s a “core service”
versus what goes beyond traditional municipal operations for a small town, as well as identify opportunities for
improvements.
Brief Summary:
The Town of Hillsborough provides a wide range of services to the community, with many services beyond that of a
typical small town in scale or type. While we will have a continued focus on daily operations, the town’s strategic plan
should help us maintain focus on our top organization-wide priorities. As opportunities and unexpected issues arise
throughout the year, it’ll be important to think about how they align with the strategic plan and with the current
resources available. If the board and/or staff determines that it is in the town’s best interest to pursue an issue (e.g., a
mid-year addition that’s not already in a plan or move it further ahead in the priority queue), yet there aren’t available
resources, then ultimately the board will need to advise staff on what existing services/projects/programs/previously
planned priorities need to be delayed, eliminated, or modified to free up resources. Of course, staff can also make
recommendations on ways to make adjustments when deemed necessary.
Given the organization’s limited capacity, we’ll need to be careful about adding new programs, projects, and services
beyond what is currently being done and what will be proposed as part of the strategic plan. Overstretching our
departments can have negative consequences, such as burning out staff, increasing the likelihood that errors are
made due to lack of time, as well as losing focus on what’s most important.
The overall point of this item is to increase mindfulness of everyone (staff, management, board, and public) of
organizational limitations and the importance of workload pacing/leveling to maintain quality, minimize costly errors,
and prevent non-urgent matters from derailing progress on critical priorities. This is an ongoing challenge for all
organizations, whether government, non-profits, or in business. There is not an expectation of solving this problem at
the workshop. The goal is to enhance awareness, continue the excellent dialogue that’s fortunately part of the board-
staff dynamic allowing for issues to be challenged in a thoughtful manner by bringing differing vantage points into key
deliberations to help everyone make well-formed decisions.
Any thoughts, ideas, questions, or concerns the board may have on how to manage mid-year priority changes or any
of the other issues discussed above would be helpful for the organization as we work towards improving our ability to
manage resources and adapt to change.
Action Requested:
Receive information and provide feedback.
ISSUE OVERVIEW
Background Information & Issue Summary:
See above.
Financial Impacts:
None at this time.
Staff Recommendations/Comments:
N/A
Department/
Division Services
Budget • Budget development
• Budget document
• Maintain budget throughout the fiscal year
• Audit assistance
• Budget software implementation
• Nonprofit funding management
• Citizens Academy
• Community survey
• Debt issuance, as needed
• Emergency management
• IT support & supervision
• Performance management
• Process improvement
Public
Information
• News releases
• Website
• Social media
• Newsletter
• Billing inserts for communication efforts
• Videos
• Brochures/fact sheets
• Graphic design assistance
• Copy-editing assistance
• Writing instruction
• Employee website
• Website administrative maintenance
• Meeting minutes
• Assistance with virtual meetings
• Emergency notifications management
• Photo archive
Human
Resources
• Recruitment and selection
• Classification and compensation
• Onboarding
• Offboarding
• Employee relations and internal investigations
• Benefits administration including insurance, leave (FMLA, COVID, parental, civil, etc.) retirement,
open enrollment, North Carolina Health Insurance Pool Board member, new hire enrollments, mid-
year changes, terminations
• Personnel file maintenance
• Policies – revising current and analyzing need for new policies
• Payroll – preparing and sending personnel changes to payroll for processing
• Performance management program
• Staff Training
• Wellness Program
• Employee awards programs & special events
• Works with and supports all departments & employees
• HR Budget
• Employee newsletter
• GARE/Racial Equity Initiatives
• Title VI Implementation Plan
Clerk • Board of Commissioners (BOC) agenda packet preparation
• BOC meeting attendance
• BOC minutes preparation
• Microfilming minutes
• Records management and retention
• Prepare/publish legal notices
• Ordinance codification
• Works with and supports all departments and employees
• Powell Bill reporting
• Secretary of State Treasury Report (volunteers)
• Assists with governing body budget
• Notary public
Safety • Property and liability insurance
• Workers compensation insurance
• Personal protective equipment supply and maintenance
• Creates/maintains safety policies, safety programs and Standard Operating Procedures.
• Facility inspections
• Playground inspections
• Manage/repair AED’s
• Coordinate annual fire extinguisher audit
• Coordinate annual safety shoe event
• Manage/conduct safety training
• Drug and alcohol testing program
• Records management NCDOL/OSHA
• Chair of safety committee
• Works with and supports all departments, contractors and employees’ concerns/needs
• Safety Budget
• ADA Coordinator and developing ADA Transition Plan
• DOL Star Program
• PSM assist at water plant
Finance • Process weekly AP payments via check and wire
• Ensure compliance with state and federal purchasing law
• Process biweekly payroll
• Submit quarterly and annual tax payments and reports, such as the 941s, 1099s, W2s, and 1096
• Submit miscellaneous reports to state entities including LGC203 Report, COLL-91 reports, TR-2
reports, Powell Bill Expenditure Report, and Street Data Report
• Ensure accurate collection and remittance of funds to the Tourism Board and Tourism Development
Authority (TDA), as well as collection of administrative fees and salary costs from the Tourism Board
and TDA
• File the E-585 report for sales tax money refunded back to the town
• Report debt to the LGC
• Coordinate the issuance of new debt
• Accurately record and track capital assets
• Maintain the Special Assessment District Fund
• Invoice miscellaneous items for other town departments as needed
• Prepare for annual audit and Comprehensive Annual Financial Report for the town, Tourism Board
and Tourism Development Authority
• Assist in preparation of the budgetary issues
• Audit cash drawers and petty cash
• Reconcile accounts (receivables, payables, overpayments, etc.)
• Provide monthly budget report/spending report
Planning • Point of contact for the public, real estate, and development community about relocation,
development, and growth in the Hillsborough vicinity. Approximately 40% of staff time (more than
3,000 hours annually) is responding to inquiries, explaining processes, responding to sales calls, and
assessing viability of potential applications, and routing people to the right jurisdiction.
• Public education about the role of government in land development and limits of town authority to
resolve conflicts or influence behavior
• Develop, implement, and maintain comprehensive plan and related plans and studies to influence the
development and quality of life in town (development of new Comprehensive Sustainability Plan
being staffed outside the department)
• Enforce adopted land development regulations (Unified Development Ordinance, Flood damage
prevention, minimum housing)
• Maintain development regulations – consistency with state law & current practice, managing
amendments
• Develop, maintain, and implement review processes consistent with regulation, state law, and local
polices/preferences
• Issue, manage, and close-out development permits
• Provide staff support to three appointed boards
• Develop and maintain projections on growth, population, and land use for local and regional use
• Assign street names and addresses, resolve conflicts, maintain datasets used by utilities, county, and
911
• Create and maintain geographic information system (GIS) zoning and development databases
• Create GIS maps
• Represent the town on regional committees – affordable housing and transportation
• Track annexation and development for reporting to state and Census
• Enforcement of town code nuisance provisions (overgrown yards, solid waste, roosters & junk cars)
• Town code maintenance (street list, speed, stop signs, parking limits)
• Catch-all for new initiatives, projects, and work that doesn’t clearly align with another department
• Maintain records on town-owned properties
Public Space • Project planning and management for town construction projects (facilities, parks, greenways,
streets, sidewalks, and trails)
• Parks, greenway and trails management and maintenance, regional coordination
• Support parks and recreation board and tree boards
• Grounds maintenance (town facilities, downtown, cemeteries, greenways and parks)
• Upkeep and maintenance of gardens and planters
• Tree pruning, removals and plantings
• Downtown placemaking and accessibility project management
• Connectivity/accessibility project management
• Wayfinding and interpretive signage program management
• Transportation planning (feasibility and roadway projects) and coordination with NCDOT
• Downtown parking/loading projects
• Comprehensive sustainability plan project management
• Rail station project management
• Public art project management
• TRC projects review/comments
• Outreach, communications, and press releases (coordination with PIO)
• Recycling program management (facilities and parks)
• Lease management (museum, parking lot, and loading zone)
• UDO updates design standards (coordination with planning)
• Sustainability/climate action initiatives
• Racial Equity Plan
• COVID Recovery Plan
• Occaneechi Village Replica rebuild project coordination
• Master Gardeners program coordination
• Garden Club program coordination
• Signage committee staffing
• Bee City program coordination
• Tree City program coordination
• Pavement markings maintenance (facilities and streets)
• GIS databasing and mapping
• WHUP monthly interview
Public Works • Collecting solid waste
• Collecting yard waste
• Maintenance of warning and street signs
• Cemeteries – grave marking
• Asphalt Maintenance – potholes/utility cuts
• Stormwater services
• Dead animal removal
• Emergency Response – downed trees and snow/ice events
• Right of Way maintenance (vegetation maintenance)
• Review and approve construction plans for new public roads by developers and oversee bringing new
public roads onto system
• Coordination with Duke Power, NCDOT, and dumpster vendor
• Public Spaces – park maintenance/installations
• Helping the police department – move furniture, help finding things, and provide cones/barricades
when needed
• Maintenance of the Town Clock
• Providing assistance to all town staff when needed
• Special Events – Hog Day, Last Friday’s, parades – collecting trash and cleaning up afterward
• Holiday Decor – Install flags and all the Christmas decorations
• Maintenance and installation of the banners throughout town
• Violations/door hangers for residents that are not in compliance
• Participation in county solid waste advisory group
Economic
Development
• Point of contact for anyone inquiring about land for development, new business location, business
expansion, and related topics
• Liaison for local businesses opening, expanding, permitting and other coordination with the
government activities
• Coordinate with town utilities and building inspections on behalf of local businesses to translate
technical concerns and requirements to business language
• Food trucks, sidewalk dining, special event permitting, management, and coordination
• Coordinate with Public Space and Public Works on public events and private use of public space
issues
• Provide staff support to two independent boards with independent funding sources totaling over
$300,000 annually
• Implementation of Tourism & Tourism Development Authority directives & function as COO to
coordinate with Finance (as their fiscal agent), legal, and auditors and ensure enabling legislative
requirements are met
• Manage contracts with non-profit to provide tourism services & oversee Visitors Center
• Manage/oversee administration of tourism website and social media channels
• Manage tourism grant program and special projects
• Tourism and Economic Development annual budgeting and reporting
• Liaison for local businesses with solid waste franchisee agreement
• Co-lead Comprehensive Sustainability Plan effort with Public Space
• Assist with town branding, image, and PR
• Serve on Chamber of Commerce and OCVB Boards as an ex-officio member
• Assist with Unified Development Ordinance, Land Use, Rezoning updates/amendments as needed
Police • Respond to 911 calls
• Investigate crimes
• Traffic enforcement
• Collect and manage evidence and property
• General patrol of property
• Recruiting and hiring
• Court preparation and testimony
• Compile, track and report crime data
• Internal training
• Community events/education
• K-9 Program
• ALERT Alcohol Response Team
• House checks
• Drug drop box
• Fingerprinting services
• Social Media
• Deliver meals on wheels
• Reserve Officer Program
Fire Marshal • Administration of the NC Fire Prevention Code
• Mandatory recurrent inspections (semi-annual, annual, bi-annual & tri-annual plus re-inspections)
• Investigation of fire code complaints
• Building plans review and approval
• Permitting of regulated Fire Code matters (fire alarms, sprinkler, suppression systems, fuel storage,
hazardous materials, etc.)
• Plans review of regulated Fire Code matters
• Inspection of Fire Code regulated work
• Final Fire Code Inspections and approval
• Management of data set related to Fire Code oversight
• Foster care, day care and group home inspections
• Monitoring of conditions and changes within the Town and ETJ
• Investigation of fires to determine cause and origin
• Assist with fire extinguisher training
• Disaster and emergency planning
• ICS training coordinator for all town staff
• Establishment and maintenance of Emergency Operations Center
• Point of contact with county emergency services for regional prevention, awareness, and response
activities
• Committee participation (Safety, TRC, others)
• Assignments resulting from disaster/emergency events
Billing &
Collections
• Bill water and sewer customers for routine water usage
• Bill single (small?) tap fees
• Handle any complaints
• Respond to requests for leak adjustments
• Provide customers with information about their accounts
• Set new customers up for service
• Receipt of all payments
• Identify meter rechecks as needed
• Route calls to other departments and governments as needed
Meter
Reading
• Read water meters
• Connect and disconnect services
• Check/recheck meters for potential leaks
• Replace meters as needed
• Identify customers who have not been in our system in the past (i.e. customers who have never paid
for water, or who have only paid for sewer and not water)
Water &
Sewer
• Provide water and wastewater treatment
• Upkeep distribution and collection system mains, pumping stations, and storage tanks
• Manage source water reservoir
• Review and approve development from a capacity and construction perspective
• Plan for capital improvements
• Liaise with planning, public works, stormwater and finance departments on development, growth,
street repairs for utility cuts, utility payments and procurement
• Maintain qualified and certified utility staff
• Protect field assets by performing utility locates, inspections of new work, FOG and cross connection
control
• Supply a safe working environment for all employees
• Utility staff overseeing town hall and annex building maintenance
• Helping public works plow or shovel snow, or fix broken Christmas lights
• Assisting other departments with welding needs
• Occasional private property investigation above and beyond that necessary
• Employment of inmates to assist utility activities
• Assisting contractors, developers and potential developers
• Support Water and Sewer Advisory Committee
• Active participation in outside organizations like Triangle Water Partnership, Triangle Area Water
Quality Monitoring Program, Neuse Basin Compliance Association
• Extra layers of transparency and citizen education through videos, fact sheets, school and First Friday
visits, plant tours, Citizen’s Academy, wrapped sewer tv trailers with FOG info, etc.
• Utility staff unclogging town facility toilets and providing miscellaneous equipment and assistance to
fix or move things in town facilities.
• Coordinating website updates and press releases, fact sheets
• Answering after hours calls for billing issues at the Water Treatment Plant
• Policing the reservoir site and confiscating boats, deer stands and telling people to leave
• Organizing generator service contracts to cover more than just utility department generators
Stormwater • Citizen Assistance including site visits related to water quality and quantity concerns, technical
assistance addressing those concerns, and oversee town’s cost share program for drainage issues on
private property.
• Education, Outreach and Public Involvement
• Stormwater Infrastructure Maintenance
• Regulatory Compliance for town’s National Pollutant Discharge Elimination System (NPDES)
municipal stormwater permit and Falls Lake Nutrient Management Rules including participation in the
Upper Neuse River Basin Association (UNRBA) and monitoring stormwater at town facilities
• Riparian Buffer management – conduct field classification of streams, review requests for buffer
impact, investigate potential violations
• New Development Review – review detailed plans for code compliance, perform site inspections and
audit/inspect private facilities after construction.
• Stormwater Utility Management – maintain billing file used by Orange County to collect the
Stormwater fee and all budgeting and spending responsibilities of this nearly $700,000 fund.