HomeMy Public PortalAbout06-07-21 Agenda Budget Work Session
101 E. Orange St., PO Box 429, Hillsborough, NC 27278
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Board of Commissioners Agenda | 1 of 1
Agenda
Board of Commissioners
Remote budget work session
7 p.m. June 7, 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
Miscellaneous budget amendments and transfers
4. In-depth discussion and topics
A. FY2022 Budget Workshop
1. General fund
2. Water and sewer fund
3. Stormwater fund
B. Flag management 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: June 7, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing: ______________________
For Clerk’s Use Only AGENDA ITEM #
3
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: 06/07/2021 TO 06/07/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
10-00-3900-3900-000 FUND BALANCE APPROPRIATION
06/07/2021 551,313.00 65,000.00To cover interim finance director 20896 1,079,809.89EBRADFORD
10-10-4400-5300-459 C.S./ACCOUNTING ASSISTANCE
06/07/2021 1,000.00 65,000.00To cover interim finance director 20895 152,000.00EBRADFORD
10-20-5100-5300-112 POSTAGE
06/07/2021 400.00 100.00To cover yr-end overage 20897 500.00EBRADFORD
10-20-5100-5300-113 LICENSE FEES
06/07/2021 14,449.00 -100.00To cover yr-end overage 20898 14,349.00EBRADFORD
10-20-5120-5300-080 TRAINING/CONF./CONV.
06/07/2021 3,450.00 -55.00To cover yr-end overage 20900 2,595.00EBRADFORD
10-20-5120-5300-113 LICENSE FEES
06/07/2021 3,000.00 55.00To cover yr-end overage 20899 3,055.00EBRADFORD
30-80-8120-5300-158 MAINTENANCE - EQUIPMENT
06/07/2021 79,300.00 44,500.00To cover mobile generator & gen removal 20902 209,900.00JDELLAVALL
30-80-9990-5300-000 CONTINGENCY
06/07/2021 300,000.00 -44,500.00To cover mobile generator & gen removal 20901 180,938.00JDELLAVALL
130,000.00
JDELLAVALLE 11:16:34AM06/03/2021
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Board of Commissioners
Agenda Abstract Form
Meeting Date: June 7, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing: June 14, 2021
For Clerk’s Use Only AGENDA ITEM #
4.A
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Eric Peterson, Town Manager
ITEM TO BE CONSIDERED
Subject:
FY2022 Budget Workshop
Attachment(s):
1.FY2022 Manager’s Recommended Budget & Financial Plan (also known as the “Workbook”)
Brief Summary:
Discuss the recommended General Fund, Water & Sewer Fund and Stormwater Fund budgets. This is an opportunity
to ask staff any questions you may have about items that are or are not included in the proposed budget, as well as
make any desired changes to the budget. Below is a timeline of key budget dates.
Timeline
Monday, June 7: Budget Workshop
Monday, June 14: Public Hearing / 2nd Budget Workshop (if needed)
Monday, June 28: Budget Workshop (if needed)/Budget Adoption
•Budget Ordinance
Action Requested:
Ask town staff budget related questions.
ISSUE OVERVIEW
Background Information & Issue Summary:
N/A
Financial Impacts:
N/A
Staff Recommendations/Comments:
N/A
FY2021-22
Annual Budget Workbook
Town of Hillsborough, North Carolina
919‐732‐1270 | www.hillsboroughnc.gov | 101 E. Orange St. Hillsborough
Budget Message
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May 24, 2021
Honorable Mayor Weaver and Board of Commissioners:
Submitted is Hillsborough’s FY22‐24 Annual Budget Workbook. The budget is prepared in accordance with the North Carolina
Local Government Budget and Fiscal Control Act. As this proposed document is transmitted from the town manager to the
Board of Commissioners, it now becomes the governing body’s budget to review, question, debate, adapt and ultimately adopt.
It is expected that changes will be made to the proposed budget as new information becomes available and alternatives are
considered. Town staff is ready to provide whatever information the board deems necessary to make well‐informed decisions
on the budget and financial plan. Therefore, the mayor, Board of Commissioners, advisory boards, and the community are
encouraged to share their views regarding what should be funded or modified because this is ultimately your budget!
Approach to Developing the FY22 Budget
For quite a few years, the motto used by the town board and staff when building Hillsborough’s annual budget and multi‐year
financial plan has been: “take care of what we already have.” This refers to the town’s infrastructure, equipment, buildings,
employees, and systems. The town’s mission, vision, strategic priorities, and objectives can’t be implemented if these basic
tools of service implementation are not in working order. The longer a municipality waits to address, repair, or replace these
assets (tangible and intangible), the more expensive it becomes in the long term. Governments are notorious for building capital
assets and not adequately maintaining them. For example, ensuring the organizational structure and resources are in place to
maintain parks is equally as important as building the parks themselves. Construction of new assets must be balanced with the
personnel, equipment, and organization to operate and maintain them, which is critical in avoiding the overextension of
resources. The recently released American Society of Civil Engineers report card, which comes out every four years, shows the
poor state of our country’s infrastructure. This is an excellent reminder to avoid the mistakes that others routinely make and
ensure we are properly maintaining Hillsborough’s assets!
Many cuts, deferments, and freezes occurred in the FY20 and FY21 budgets to prepare for possible negative economic effects
from COVID‐19. As typically happens after a recession or other events when purchases are delayed, expenses then increase to
catch up with replacing older vehicles, equipment, computers, filling positions, and moving ahead with maintenance needs. As
mentioned by the town manager during the January 25, 2021 workshop when budget priorities were discussed, addressing
backlogged needs, or at least getting those plans in place before the Comprehensive Sustainability Plan is completed is
important. This will then allow attention and resources to focus on implementing the new priorities that are certain to emerge
from the Comprehensive Sustainability Plan expected to be completed by the fall of 2022.
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The multi‐year forecasting component of this document, used since 1998, encourages the town to look forward and identify,
address, and mitigate potential problems while they are still manageable. The plan allows readers to see how today’s decisions
affect the town’s financial condition in the future. The financial plan acts as a “fiscal radar,” giving Hillsborough more time to
proactively plan responses to problems and needs. This is crucial in avoiding unwanted surprises.
Using only an annual budget process or a one‐year view, as most local governments do, to manage operations provides little
advanced warning of problems looming on the horizon. If the town board, staff, and community is aware of a potential problem
in advance, it has greater flexibility and time to develop reasonable solutions. Hillsborough is one of the only local governments
in North Carolina that uses a multi‐year budget format. While only the first year of the budget is legally binding, years two and
three of the financial plan include critical information that provide a more accurate picture of the fiscal and operational
challenges facing the town.
Format Changes
To reduce the size of the document and simplify presentation of information, several departmental budget sections are in the
process of being combined. The departmental sections being removed will stay in the budget document for the next two years
to reflect prior year’s expenses. Thus, it will take a couple of years to completely remove those sections and have all the
information align.
Streets and Powell Bill. The town’s allocation of gas tax funds (Powell Bill) has been included on a separate budget
page, even though all the expenses are part of the street department operations. To streamline the information, it
will now all be budgeted in in the streets section.
Fire Protection and Fire Inspections. The fire inspections section is being eliminated and moved to fire protection to
include all matters related to fire service. This section includes the contracts with Orange Rural Fire Department for
protection, fire‐related capital, and Orange County for fire inspection services.
Police department. The administration, patrol, community services and investigations divisions are combined into one
unit. Due to the small size of the police department having one budget section will make it easier to present, review,
track, and adjust the budget, as well as remove much unneeded duplication of information.
Budget format and strategic plan. This will be the last year for the current formatting of summary and departmental budget
information as the new budget software will be used next year. Currently large and cumbersome Excel documents are used to
prepare the numbers‐focused parts of the document with Microsoft Word being used for preparing narrative‐oriented sections.
In addition to preparing this budget document, the budget team has also been populating that same information into the new
software to prepare for next year. Thus, they’ve put a tremendous amount of time into this year’s process, plus work has
continued developing the new strategy map and strategic plan throughout this time.
General Fund Highlights
Property tax. No rate increase is recommended. Due to Orange County’s property re‐valuation the rate would decrease
from the current 62 cents per $100 of assessed valuation down to a revenue‐neutral 56.7 cents. The rate decreases due to
property values increasing, thus generating approximately the same amount of revenue had the values not changed. If
approved, this would be the ninth consecutive year without a property tax increase.
Climate and sustainability – $150,000 annually plus option for additional funding dedicated to this priority. A major
component of the Comprehensive Plan (Fall 2022 estimated completion) is developing actions and priorities related to
climate and sustainability. Implementing those priorities is going to be expensive, so providing funds annually in the budget
combined with the concept of raising property taxes and dedicating those funds towards climate and sustainability
initiatives should be considered as this has been done recently by some local governments to combat the climate change
crisis. For example, if the board approved raising the rate to two cents above the revenue‐neutral rate to 58.7 cents, that
would generate approximately $300,000 per year. The proposed budget includes $150,000 per year for climate and
sustainability initiatives, so there will be some funds available moving forward, but this will likely not be nearly enough
funding.
Public Works facility and relocation ($2.2 million). After many years of being located in the flood plain in substandard
facilities, funds are allocated in FY22‐24 to move the public works department from their Dimmock’s Mill Road location to
the N.C. 86 North facility, including construction of much needed storage buildings. Funds are included for design
($200,000 in FY22) as well as for debt payments starting in FY23 for the estimated $2 million facility. Annual debt is
estimated at $180,000 per year. Paying off the existing loan for the NC86 North Facility in FY23, that is already close to
being retired, is necessary to be able to secure a loan from another lending institution for the improvements on this
property. Having this debt paid off, along with the Collins property retiring in 2024 will free about $100,000 annually to
pay a large portion of the annual debt for this project. The remaining difference will need to come from other sources,
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likely the current growth that is occurring in town. The current facility, the small old cinder block building known as “the
shed” is adjacent to the Eno River and surrounded by floodplain. Their former storage facility, the adjacent old fleet
maintenance facility, was torn down two years ago due to safety and environmental reasons. Storage was moved to a
temporary location behind the old furniture store property on North Churton Street until the new facility can be completed
at the N.C. 86 North location.
Public works equipment ($1,034,000). Replaces five pieces of major equipment: dump truck, boom mower, asphalt “hot
box,” leaf truck, and knuckle‐boom truck. An additional front‐line one‐arm solid waste truck to keep up with the new
homes that are being added in town is also included. The Collins Ridge developers contributed $60,000 towards the
purchase of this truck. The interim public works director has been exploring the use of a contractor to cut sections or rights‐
of‐way that require use of the boom mower but finding a contractor has been difficult. This would avoid the $135,000
expense, maintenance and repair costs, plus free staff to do other work. If a reliable contractor can be acquired by the end
of 2021, then replacing the boom mower may be avoided. Funds are included in contracted services in the hope that a
company can be secured for this work. Large equipment usually serves about five years of front‐line duty before being
rotated to back‐up duty for at least another five years. Thus, to maximize the life and usefulness of expensive equipment
it’s important they be moved to back‐up/support duty while still in good working order. The much older back‐up equipment
is then sold as surplus. This equipment will be funded through a five‐year installment‐purchase agreement.
Fire protection. Annual payments for fire protection to Orange Rural Fire Department (ORFD) increase by 11.1% this year
to cover the full cost of adding the full‐time fire chief that was done in mid‐FY21 as well increasing the annual contribution
to support costs associated with the new Waterstone public safety station (housing fire and EMS). ORFD is the lead agency
on this project and will be responsible for costs associated with the Waterstone facility.
Downtown fire station. The town will be responsible for building and paying for the new downtown station at 604/618
North Churton Street, at the old furniture store site. The new downtown station is estimated to cost approximately $4
million four years from now. Funds are included and increased each year by $75,000 to “ramp up” to the eventual annual
debt service amount of approximately $250,000 ‐ $325,000. FY22 includes $75,000, which goes to $150,000 in FY23, and
$225,000 in FY24. Those funds will be placed in a capital projects fund to first help pay for design costs, then transition to
funding the annual debt. Ramping up to the annual debt service amount prevents other items from crowding out the ability
to fund this top priority. Relocating the old fire station provides a modern facility for ORFD, improves overall coverage,
Emergency Operations Center for the town, and allows the current station and property to be redeveloped as part of an
economic development project.
Diversity, Equity, and Inclusion. The town became a member of the Government Alliance on Race and Equity (GARE) in
2020. GARE is a national network of governments working to achieve racial equity and advance opportunities for all.
Becoming part of the GARE Learning Community provides access to training and other support to assist the town’s efforts
to make strides within our town government and departments, as well as externally with the community. Hillsborough is
currently collaborating with neighboring local governments to develop a countywide plan. Once the Orange County Plan
is adopted later this year by the governing boards, staff will then be able to transition to develop a Hillsborough specific
plan, including training, policies, and advance efforts in other town‐government practices. Funds are included in the budget
for these efforts. The budget includes $24,00 annually for GARE, and an additional $20,000 in FY22 for the development
of a Hillsborough specific plan.
Fairview Community Policing Station transitioning to a community center. Work has been ongoing with the Fairview
Community Watch (FCW) to increase access and use of the Rainey Avenue building. This supports a wide variety of activities
that FCW has identified as high priorities to support residents and add to the vitality to the neighborhood, northern
Hillsborough, as well as the entire community. With the recent move of police patrol to the downtown annex, the timing
is excellent to make the facility available for more community‐based activities and functions. FCW applied for grant funds
earlier this year that would have assisted with programming as well as upfits to the building. While the grant application
was not successful, reapplying was encouraged. The town has agreed to continue general maintenance at the facility. The
budget includes $10,000 in FY22 to assist FCW so they have the resources to make some modest upfits and adjustments
to improve the usability of the building. Staff felt these funds would help ease the transition of the building to use by the
community. The police department currently has a small presence in the building, but options are being discussed
regarding how long they will continue to be in the building as relocation plans have to be developed.
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Accounting and finance software replacement, also referred to as an ERP. A far more affordable replacement for the
system has been found than the $1.2 million systems that came out of the selection process about two years ago. Due to
the costs, those proposals were not accepted. Annual costs of the new system are dramatically lower at $86,550 in FY21
and about $75,000 per year after that. This should significantly improve efficiency and reduce wasted time for the
accounting division, as well as have a positive impact on all departments.
Water & Sewer Fund Highlights
Water rates. A 4.5% increase is recommended for each of the next three years. This is primarily to help pay for the debt
service on the expansion of the West Fork Reservoir that will be completed later this year, significant upcoming capital
projects, addressing other water system needs, complying with the covenants for the Series 2018 and 2020 revenue bonds
to pay for the reservoir, as well as keeping the fund in a fiscally sound position.
Sewer rates. A 2% increase for FY22, with increases in FY23 (3%) and FY24 (4%) to help pay for the upcoming $7 million
replacement of the Eno River Pump Station, as well as $10 million more on wastewater collection system maintenance and
projects needed in the next three years! An overview of these needs was provided during the utilities director’s March 22
presentation to the town board during the budget mini‐retreat. A copy of the water and wastewater systems updates
presentation can be found in the supplemental information section of this document.
Major Water/Sewer Fund Expenses
o Maintenance, repair, and replacement is a focus of the FY22‐24 plan. A few examples of some of the more expensive
and important work includes: outdated fire hydrant and valve replacements ($420,000), leak detection ($80,000),
Governor Burke Road line replacement ($180,000), galvanized water line replacements ($160,000), recoat wastewater
plan clarifiers ($190,000), filter repairs/rebuilds at the water plant ($556,500).
o Wastewater collection rehabilitation and replacement project. Evaluation of the system’s condition and capacity
should be completed by the fall, but early estimates indicate the collection system is going to require approximately
a $10 million project to address immediate needs by FY24.
o River sewer pump station replacement is critical and needed now. FY22 includes $200,000 for land acquisition for this
$7 million project. The largest of the two sewer pump stations feeding the wastewater plan is over capacity during
times of high flow, is nearly 50 years old, and in such a state that an entirely new station must be constructed soon.
o Adron Thompson Facility repairs and upgrades. Design funds totaling $250,000 are included for this estimated $2
million project to address serious deficiencies with this facility in terms of safety, lack of restroom facilities, space
needs, and more.
o Recommended financial analysis and funding/rate plan for these significant capital projects. The wastewater collection
system, River Pump Station, US 70 Business line replacement, and Adron Thompson facility project represent about
$23 million of expenses over the next few years. Those needs on top of the already large debt expenses for the
wastewater treatment plant upgrade and the soon to be completed West Fork Reservoir expansion project put further
pressure on Hillsborough’s already high water and sewer rates. Fortunately, the Water and Sewer Fund does have
money in reserves to help pay for some of these expenses, along with access to American Rescue Plan (ARP) funds,
but it’s not nearly enough.
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Unfunded, but High Priority Needs
o US 70 Business Water Main Improvement and Replacement Project ($4 million). Replaces the old asbestos‐
concrete line that’s almost three miles long, prone to breaking due to the material, and serves as the interconnect
with Durham for emergency water. It is estimated to cost about $4 million between FY23 and FY27 to complete
this three‐phase project. There are other key benefits to the project including pressure and redundancy
improvements. This project is currently unfunded but is a major priority and thus should be included in the
recommended capital financial analysis for the water and sewer fund discussed in the next item.
o McAdams Road Water Main Replacement ($381,000). Replaces 700 linear feet of existing 2‐inch water main with
6‐inch water main. This project will upsize a water main from the 1970s to provide improved water quality,
reliability and fire flow and fire protection. Replacement of the main will lessen the occurrence of main breaks
which can allow contaminants into the water system through a loss of pressure.
o OWASA Booster Pump Station ($650,000). This project involves re‐routing an existing 16‐inch water main south
of Waterstone through an existing carrier pipe that has been installed along the underpass and building a booster
pump station to receive water from OWASA during emergencies.
Need for Financial Planning. It is critical before key funding decisions are made that the town engage a financial planning
consultant that specializes in capital financial planning for utility systems, such as was done in advance of the Series 2018
revenue bonds and bond rating process that was a part of the reservoir expansion. This would provide an updated and
holistic look at operational and capital costs in conjunction with rates considering the significant expenses facing the fund.
Before this can take place, the wastewater collection modeling needs to be completed, thus allowing the prioritization of
capital projects, updating the water capacity analysis, and subsequent wastewater system capacity analysis. All this
information would then go to the town board and the planning board for guidance on updating areas where the town
wants to provide, as well as not provide water and sewer service, from a land use perspective. Locations of future
developments as well as deciding where the town will not accommodate development have a major impact on costs and
priorities. A placeholder figure of $25,000 is included in the budget for this financial planning assistance.
Many communities are using some or all their ARP funds to address capital needs of their water and sewer systems.
Hillsborough will be receiving about $2 million in funds over the next year. The FY22 budget includes use of about $800,000
of the initial $1 million that Hillsborough will receive, but that is a recommendation, and the town board will make the
ultimate decision on what and where those funds will be spent. Once the budget is adopted, the town board and staff can
then pivot focus this summer on how best to allocate the ARP funds.
Stormwater Fund Highlights
No rate increase is recommended.
Continued work on improving water quality in the area as well as in the Upper Neuse River Basin.
With increased frequency and severity of rain events, drainage is becoming an increasing concern throughout town,
therefore funds are included for analysis, planning, engineering, as well as actual maintenance work.
Employees
Merit raises: 3.25% average increase for employees. There were no raises in FY21.
Market rate adjustments: funds are included when analyses determine certain positions have fallen too far behind peer
organizations.
More affordable dependent health insurance options were approved by the town board earlier in 2021 to bring
Hillsborough’s rates more in line with peer organizations. Funding for at least the first year is paid for with savings available
from our share of the insurance pool due to lower claim costs in recent years.
Re‐organization. Operations are better aligned by grouping functions that overlap and regularly interact together to
improve opportunities for enhancing communication, problem‐solving, streamlining, succession planning, and redundancy
during absences/vacancies. Better use of town funds by delegating more responsibility to staff that are ready to take on
additional responsibility, replacing vacant higher pay grade positions with more entry level staff to fill key needs, and
bringing director‐level positions more in line with an organization of Hillsborough’s size.
o Eliminate 3.8 full‐time positions (HR director/town clerk, public works director, fire marshal/emergency
management coordinator, part‐time customer service representative, and part‐time fire inspector). Fire
inspections services are being contracted to Orange County.
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o Adding a facilities coordinator, human resource analyst, and budget/management analyst are recommended in
the budget. The initial proposal added no new net positions and only had one analyst in administration. The
follow‐up review by the administration team states that replacing the loss of the HR director/town clerk with only
an analyst position for the entire department is inadequate 1) to meet administration’s needs, especially as it
relates to the town’s enhanced diversity, equity, and inclusion efforts, and 2) support budget and the other
administrative related functions. Thus, the administration team recommends two analysts to provide support in
different areas: 1) human resources and 2) budget and administration. Please see the attached memo located in
the supplemental information section for details. Other changes to the proposed restructuring are also
recommended.
o Unfreeze the planning technician position. This is essential to making the restructuring work for the community
services operations and preparing for the February 2023 retirement of the planning director/assistant town
manager.
o Additional responsibility and reclassifications for the public works supervisor, economic development planner,
public space manager, planning director/assistant town manager, HR analyst, HR technician/deputy town clerk,
and assistant to the town manager/deputy budget director. Each position will go through the job description
update/evaluation process and market analysis to determine new salary grade classifications and raises, assuming
justifications support changes.
After the COVID‐19 Crisis: Reassess Priorities and Looking for Opportunities
Lessons learned during this event, along with climate change, should significantly change organizational priorities in terms of
previously planned capital projects, staffing, service levels, community needs/wants, financial policies, development patterns,
focus on sustainability and resiliency, etc. Traditional ways of working, delivering services, expanding and designing facilities
may now be outdated. If our priorities and ways we deliver service don’t evolve, then a great opportunity will have been missed
to learn from these experiences. As suggested by one of the town commissioners, staff and the board should continue to look
for opportunities to help recover from the board impacts that COVID‐19 will have on our community for years. Thus, looking
at issues through a COVID lens may assist the many parts of the Hillsborough community impacted by the pandemic.
Moving Forward Towards Budget Adoption
Thanks to all town employees, department and division heads, and the budget team for their work in preparing this year’s
document! A special acknowledgement goes to all the town employees, as well as the town board, who have all worked extra
hours, often covering for vacant positions, and have endured highly challenging times since COVID‐19 started impacting our
community over 450 days ago.
Please do not hesitate to contact me, Budget Director Emily Bradford or Assistant to the Town Manager/Deputy Budget
Director Jen Della Valle, if you need additional information. Town staff will make every effort to respond quickly and objectively
to help you develop a budget that you feel best addresses the needs of the community!
Sincerely,
Eric J. Peterson
Town Manager
Emily H. Bradford
Budget Director
Jen Della Valle
Assistant to the Town Manager/Deputy Budget Director
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ADMINISTRATION
Photocopies 0.10$ / page
Laser Printer Copies 0.10$ / page
Town Clerk Certified Copies 1.00$ / page
Board of Commissioners Meeting Notification Listing 20.00$ annually
Town Code:
Bound Copy 40.00$
Unbound Copy 25.00$
Supplements 0.10$ / page
Motor Vehicle License Fee 30.00$ / vehicle
Franchise Fees (Cable)5% of gross receipts
BILLING & COLLECTIONS
Returned Check / Bank Draft Fee 25.00$ / occurrence
Disconnect/Reconnect for Returned Item 40.00$ / occurrence
Connection Fee 20.00$
Security Deposits:
Water/Sewer Service
Standard
Inside Town 75.00$
Outside Town 150.00$
High Risk
Inside Town 175.00$
Outside Town 225.00$
Delinquent Fee 40.00$
Late Fee 15% (after 25th of month)
Reconnection Fee:
Business Hours No Charge
After Hours (Town Error)No Charge
Same Day Turn‐On Service 50.00$
After Hours (Customer Request)50.00$
Account Servicing Fee for Payments Made with Unwrapped Coins
$ 1.00 / 100 coins
Water Use Reduction Rebate
$ 10.00
CEMETERY
Lot Fee:
Resident 500.00$
Non‐Resident 1,000.00$
Lot Transfer
Transfer Between One Pair of Lots No Charge
Transfer Between 3 or More Lots 50.00$ / pair of lots
FEES, RATES & CHARGES SCHEDULE
(Effective July 1, 2021 unless otherwise noted; Fees subject to change by Board of Commissioners.)
One time rebate per water and/or sewer customer for new or
replacement installation of low‐flow faucets, showerheads and
toilets (receipt or billing invoice of work required).
A $1.00 fee for 100 coins or fraction thereof that the town is
required to count in excess of the first $10.00 of unwrapped coins
submitted for payment of the utility bill.
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FINANCE
FOOD & BEVERAGE
Food & Beverage Tax (failure to pay)Fine not to exceed $500.00
Single‐Day Pre‐Paid Food & Beverage Fee 15.00$
Mobile Food Vendor Permit Fee1 50.00$
Beer and Wine License
On‐premise malt beverage 15.00$
Off‐premise malt beverage 5.00$
On‐premise unfortified wine, on‐premise fortified wine, or both 15.00$
Off‐premise unfortified wine, off‐premise fortified wine, or both 10.00$
1Mobile food vendor permits are valid as long as permit holder timely files Food & Beverage tax receipts and reports
FIRE MARSHAL
There shall be two types of permits:
a) A prescribed period of time.
b) Until renewed or revoked.
OPERATIONAL PERMITS
Carnivals & Fairs $ 100.00
Battery Systems $ 50.00
Cellulose Nitrate Film $ 50.00
Combustible Dust Producing Operations $ 50.00
Combustible Fibers $ 50.00
Compressed Gases
$ 30.00
Flammable $ 50.00
Corrosive $ 50.00
Oxidizing $ 50.00
Toxic $ 75.00
Highly Toxic $ 100.00
$ 50.00
Cryogenic Fluids $ 50.00
Cutting & Welding $ 50.00
Dry Cleaning Plants 50.00$
Exhibits and Trade Shows 50.00$
Explosives (blasting)
Three Day or Single Shot 75.00$
Two Week 150.00$
Monthly 225.00$
Fire Hydrants and Valves 25.00$ each
Flammable and Combustible Liquids
Section 1 50.00$
Section 2 50.00$
Section 3 50.00$
Section 4 50.00$
Section 5 50.00$ + $10.00 / each addl. tank/vehicle
Section 6 100.00$ + $10.00 / each addl. tank/vehicle
Section 7 50.00$
Section 8 150.00$
Section 9 50.00$
Section 10 50.00$
Floor Finishing 50.00$
Fruit and Crop Ripening 50.00$
Inert and Simple Asphyxiate
Covered Mall Buildings
2) Construction Permits ‐ Allows the applicant to install or modify systems and equipment for which a permit is required by section
105.7 of the North Carolina Fire Prevention Code.
1) Operational Permits ‐ Allows the applicant to conduct an operation or a business for which a permit is required by section
105.6 of the North Carolina Fire Prevention Code for either.
9
Fumigation and Thermal Insecticidal Fogging 15.00$
Hazardous Materials 60.00$ each class not reported under sara title III
Hazardous Production Material (Facility)75.00$ each class not reported under sara title III
High Pile Storage `60.00$
Hot Work Operations 50.00$
Industrial Ovens 50.00$
Lumber Yards and Wood Working Plants 50.00$
Liquid or Gas‐Fueled Vehicles or Equipment in Assembly Buildings 60.00$
LP Gas 50.00$
Magnesium 50.00$
Miscellaneous Combustible Storage 50.00$
Open Burning 10.00$
Open Flames and Candles
Section 1 50.00$
Section 2 50.00$
Organic Coatings 50.00$
Places of Assembly 100.00$
Private Fire Hydrants 25.00$
Pyrotechnic Special Effects Materials 100.00$
Pyroxylin Plastics 50.00$
Refrigeration Equipment 50.00$
Repair Garages and Service Stations 50.00$
Rooftop Heliports 50.00$
Spraying or Dipping Operation 50.00$
Storage of Scrap Tires and Tire Byproducts 50.00$
Temporary Membrane Structures, Tents and Canopies 40.00$
Tire Rebuilding Plants 50.00$
Waste Handling 50.00$
Wood Products 50.00$
CONSTRUCTION PERMITS
0.009$ / sq foot; $65.00 minimum
Site Plan Review 25.00$
Pre‐Development Meetings and Site Consulations 25.00$ each addl. meeting or visit
65.00$
75.00$
50.00$
Each building requires a seperate permit
Square Feet Rate per sqft
0 ‐ 5,000 0.0150$ / sq foot; $60.00 min; $75.00 max
5,001 ‐ 10,000 0.0145$ / sq foot; $80.00 min; $145.00 max
0.0140$ / sq foot; $150.00 min; $210.00 max
0.0138$ / sq foot; $215.00 min; $276.00 max
0.0135$ / sq foot; $280.00 min; $337.50 max
0.0133$ / sq foot; $325.00 min; $382.50 max
0.0130$ / sq foot; $382.50 min; $448.00 max
0.0128$ / sq foot; $448.50 min; $500.00 max
0.0125$ / sq foot; $500.00 min; $543.50 max
0.0123$ / sq foot; $540.00 min; $600.00 max
0.0120$ / sq foot; $600.50 min; $649.00 max
0.0118$ / sq foot; $632.50 min; $690.00 max
0.0115$ / sq foot; $690.50 min; $734.50 max
0.0113$ / sq foot; $735.00 min; $770.00 max
0.0110$ / sq foot; $752.50 min; $810.00 max
0.0108$ / sq foot; $787.50 min; $820.00 max
0.0105$ / sq foot; $820.50 min; $875.50 max
0.0103$ / sq foot; $876.00 min; $900.00 max
0.0100$ / sq foot; $900.50 min; $931.00 max
0.0098$ / sq foot; $931.50 min; $950.00 max
85,001 ‐ 90,000
90,001 ‐ 95,000
95,001 ‐ 100,000
Compressed Gases
Fire Alarm Review Fee Schedule
15,001 ‐ 20,000
10,001 ‐ 15,000
Automatic Fire‐Extinguishing Systems
Kitchen Hood System
Paint Booth System
Building Plans Review
30,001 ‐ 35,000
40,001 ‐ 45,000
50,001 ‐ 55,000
60,001 ‐ 65,000
25,001 ‐ 30,000
35,001 ‐ 40,000
45,001 ‐ 50,000
20,001 ‐ 25,000
55,001 ‐ 60,000
65,001 ‐ 70,000
75,001 ‐ 80,000
80,001 ‐ 85,000
70,001 ‐ 75,000
10
0.0095$ / sq foot; $950.50 min; $987.00 max
0.0094$ / sq foot; $945.00 min; $990.00 max
0.0092$ / sq foot; $1012.50 min; $1046.50 max
0.0091$ / sq foot; $1047.00 min; $1080.00 max
0.0090$ / sq foot; $1080.50 min; $1125.00 max
0.0090$ / sq foot; $1125.00 min; $1170.00 max
0.0090$ / sq foot; $1170.00 min; $1215.00 max
0.0090$ / sq foot; $1215.00 min; $1260.00 max
0.0090$ / sq foot; $1260.00 min; $1305.00 max
> 145,001 0.0090$ / sq foot; $1305.00 min; $1500.00 max
Sprinkler Plans Review Fee Schedule
Square Feet Rate per sqft
0 ‐ 5,000 $ 0.0145 / sq foot; $70.00 min; $72.50 max
5,001 ‐ 10,000 $ 0.0140 / sq foot; $73.00 min; $140.00 max
10,001 ‐ 15,000 $ 0.0138 / sq foot; $140.50 min; $207.00 max
15,001 ‐ 20,000 $ 0.0135 / sq foot; $207.50 min; $270.00 max
20,001 ‐ 25,000 $ 0.0133 / sq foot; $270.50 min; $332.50 max
25,001 ‐ 30,000 $ 0.0130 / sq foot; $325.00 min; $382.50 max
30,001 ‐ 35,000 $ 0.0128 / sq foot; $382.50 min; $448.00 max
35,001 ‐ 40,000 $ 0.0125 / sq foot; $448.50 min; $500.00 max
40,001 ‐ 45,000 $ 0.0123 / sq foot; $500.00 min; $543.50 max
45,001 ‐ 50,000 $ 0.0120 / sq foot; $540.00 min; $600.00 max
50,001 ‐ 55,000 $ 0.0118 / sq foot; $600.50 min; $649.00 max
55,001 ‐ 60,000 $ 0.0115 / sq foot; $632.50 min; $690.00 max
60,001 ‐ 65,000 $ 0.0113 / sq foot; $690.50 min; $734.50 max
65,001 ‐ 70,000 $ 0.0110 / sq foot; $735.00 min; $770.00 max
70,001 ‐ 75,000 $ 0.0108 / sq foot; $752.50 min; $810.00 max
75,001 ‐ 80,000 $ 0.0105 / sq foot; $787.50 min; $820.00 max
80,001 ‐ 85,000 $ 0.0103 / sq foot; $820.50 min; $875.50 max
85,001 ‐ 90,000 $ 0.0100 / sq foot; $876.00 min; $900.00 max
90,001 ‐ 95,000 $ 0.0098 / sq foot; $900.50 min; $931.00 max
95,001 ‐ 100,000 $ 0.0095 / sq foot; $931.50 min; $950.00 max
100,001 ‐ 105,000 $ 0.0094 / sq foot; $950.50 min; $987.00 max
105,001 ‐ 110,000 $ 0.0092 / sq foot; $945.00 min; $990.00 max
110,001 ‐ 115,000 $ 0.0091 / sq foot; $1012.50 min; $1046.50 max
115,001 ‐ 120,000 $ 0.0090 / sq foot; $1047.00 min; $1080.00 max
120,001 ‐ 125,000 $ 0.0090 / sq foot; $1080.50 min; $1125.00 max
125,001 ‐ 130,000 $ 0.0090 / sq foot; $1125.00 min; $1170.00 max
130,001 ‐ 135,000 $ 0.0090 / sq foot; $1170.00 min; $1215.00 max
135,001 ‐ 140,000 $ 0.0090 / sq foot; $1215.00 min; $1260.00 max
140,001 ‐ 145,000 $ 0.0090 / sq foot; $1260.00 min; $1305.00 max
> 145,001 $ 0.0088 / sq foot; $1305.00 min; $1500.00 max
Sprinkler System Monitoring 70.00$
Fire Pumps 200.00$
Flammable and Combustible Liquids 100.00$ / tank or system
Hazardous Materials 100.00$ / tank or system
Industrial Ovens 75.00$
LP Gas 75.00$ / tank
Private Fire Hydrants 50.00$ / hydrant
Spraying or Dipping 100.00$
Standpipe Systems 150.00$
Temporary Membrane Structures, Tents and Canopies 40.00$
FIRE INSPECTION FEES
Building Square
Feet
Initial Inspection
In‐Compliance
Initial Inspection
Non‐
Compliance
Re‐Inspection
In‐Compliance
Re‐Inspection
Non‐Compliance
3rd Inspection
In‐Compliance
3rd Inspection
Non‐Compliance
0 to 5,000 40.00$ 65.00$ 45.00$ 90.00$ 60.00$ 125.00$
135,001 ‐ 140,000
140,001 ‐ 145,000
125,001 ‐ 130,000
130,001 ‐ 135,000
100,001 ‐ 105,000
105,001 ‐ 110,000
110,001 ‐ 115,000
115,001 ‐ 120,000
120,001 ‐ 125,000
11
5,001 ‐ 10,000 45.00$ 70.00$ 45.00$ 95.00$ 60.00$ 150.00$
10,001 ‐ 15,000 50.00$ 75.00$ 45.00$ 100.00$ 60.00$ 150.00$
15,001 ‐ 20,000 55.00$ 80.00$ 50.00$ 105.00$ 60.00$ 200.00$
20,001 ‐ 25,000 60.00$ 85.00$ 50.00$ 110.00$ 65.00$ 200.00$
25,001 ‐ 30,000 65.00$ 90.00$ 50.00$ 115.00$ 65.00$ 200.00$
30,001 ‐ 35,000 70.00$ 95.00$ 55.00$ 120.00$ 65.00$ 250.00$
35,001 ‐ 40,000 75.00$ 100.00$ 55.00$ 120.00$ 65.00$ 250.00$
40,001 ‐ 45,000 80.00$ 105.00$ 55.00$ 125.00$ 70.00$ 250.00$
45,001 ‐ 50,000 85.00$ 110.00$ 60.00$ 130.00$ 70.00$ 250.00$
50,001 ‐ 55,000 90.00$ 115.00$ 60.00$ 135.00$ 70.00$ 300.00$
55,001 ‐ 60,000 95.00$ 120.00$ 60.00$ 140.00$ 70.00$ 300.00$
60,001 ‐ 65,000 100.00$ 125.00$ 65.00$ 145.00$ 75.00$ 300.00$
65,001 ‐ 70,000 105.00$ 130.00$ 65.00$ 150.00$ 75.00$ 300.00$
70,001 ‐ 75,000 110.00$ 135.00$ 65.00$ 155.00$ 75.00$ 300.00$
75,001 ‐ 80,000 115.00$ 140.00$ 65.00$ 160.00$ 80.00$ 350.00$
80,001 ‐ 85,000 120.00$ 145.00$ 65.00$ 165.00$ 80.00$ 350.00$
85,001 ‐ 90,000 125.00$ 150.00$ 65.00$ 170.00$ 80.00$ 350.00$
90,001 ‐ 95,000 130.00$ 155.00$ 70.00$ 175.00$ 85.00$ 350.00$
95,001 ‐ 100,000 135.00$ 160.00$ 70.00$ 180.00$ 85.00$ 350.00$
100,001 ‐ 105,000 140.00$ 165.00$ 70.00$ 185.00$ 85.00$ 400.00$
105,001 ‐ 110,000 145.00$ 170.00$ 70.00$ 190.00$ 90.00$ 400.00$
110,001 ‐ 115,000 150.00$ 175.00$ 70.00$ 200.00$ 90.00$ 400.00$
115,001 ‐ 120,000 155.00$ 180.00$ 70.00$ 205.00$ 90.00$ 400.00$
120,001 ‐ 125,000 160.00$ 185.00$ 75.00$ 210.00$ 95.00$ 400.00$
125,001 ‐ 130,000 165.00$ 190.00$ 75.00$ 215.00$ 95.00$ 425.00$
130,001 ‐ 135,000 170.00$ 195.00$ 75.00$ 220.00$ 95.00$ 425.00$
135,001 ‐ 140,000 175.00$ 200.00$ 80.00$ 225.00$ 100.00$ 425.00$
140,001 ‐ 145,000 180.00$ 205.00$ 80.00$ 230.00$ 100.00$ 425.00$
145,001 ‐ 150,000 185.00$ 210.00$ 80.00$ 235.00$ 100.00$ 425.00$
150,001 ‐ 155,000 190.00$ 215.00$ 85.00$ 240.00$ 110.00$ 450.00$
155,001 ‐ 160,000 195.00$ 220.00$ 85.00$ 245.00$ 110.00$ 450.00$
160,001 ‐ 165,000 200.00$ 225.00$ 85.00$ 250.00$ 110.00$ 450.00$
165,001 ‐ 170,000 205.00$ 230.00$ 90.00$ 255.00$ 120.00$ 450.00$
170,001 ‐ 175,000 210.00$ 235.00$ 90.00$ 260.00$ 120.00$ 450.00$
175,001 ‐ 180,000 215.00$ 240.00$ 90.00$ 265.00$ 120.00$ 500.00$
180,001 ‐ 185,000 220.00$ 245.00$ 95.00$ 270.00$ 130.00$ 500.00$
185,001 ‐ 190,000 225.00$ 250.00$ 95.00$ 275.00$ 130.00$ 500.00$
190,001 ‐ 195,000 230.00$ 255.00$ 95.00$ 280.00$ 130.00$ 500.00$
195,001 ‐ 200,000 235.00$ 260.00$ 100.00$ 285.00$ 135.00$ 500.00$
COMPLAINT FEES
Illegal Burning
No Permit 50.00$ /day
Illegal Materials as defined by EPA / NC Air Quality 100.00$ /day
Burning of Structure or Vehicles 500.00$ /day
Work Without a Permit Twice the cost of the required permit
Class 1 Violation 500.00$ /violation written
Class 2 Violation 250.00$ /violation written
Class 3 Violation 100.00$ /violation written
Class 4 Violation 50.00$ /violation written
PLANNING
SPECIAL EVENT PERMITS
Public and Private Events on Private Property 20.00$
Public and Private Events on Public Property 35.00$
Street or Greenway Events 55.00$
12
APPLICATIONS FOR REVIEW
Future Land Use Plan or Comprehensive Plan Amendment 300.00$
Unified Development Ordinance Text Amendment 300.00$
Rezoning to a Special Use District with Special Use Permit2 1,200.00$ 1
Rezoning to a Special Use District Master Plan2 800.00$ 1
Rezoning to Conditional district the greater of $2000 or $200 per acre
Rezoning to other than Special Use District2 to general purpose or overlay dist the greater of $500 or $50 per acre
Special Use Permit without Rezoning the greater of $1000 or $200 per acre
Conditional Use Permit 800.00$ 1
CUP, SUP, or Master Plan Modification Requiring Public Hearing 500.00$
CUP, SUP, or Master Plan Modification not Requiring Public Hearing 300.00$
Minor Subdivision Review (1‐4 lots with or without streets)100.00$
Major Subdivision Review (5‐19 lots with or without streets)500.00$
Site Plan ‐ Technical Review Committee or Staff 600.00$ 1
Construction Plan Review3 600.00$ total building size less than 10,000 sf
1,000.00$ total building size equal to or greater than 10
Variance 150.00$
Street Closing Request 150.00$
Street Renaming Request 150.00$
Certificate of Appropriateness 1.00$ / $1,000 construction cost; $10 minimum
Historic District Minor Work 10.00$
FEES in LIEU of CONSTRUCTION
Sidewalks 125% of written, sealed, engineer's estimate for the cost of required sidewalk installation (increase
DOCUMENTS & MAPS 1
Unified Development Ordinance 25.00$
Historic District Design Guidelines 25.00$
Community Connectivity Plan 15.00$
Administrative Manual 10.00$
Parks & Recreation Plan and Small Area/Corridor Plans 10.00$
Zoning Map or Other Color Plot/Map (larger than 11x17)10.00$
Town Street Map with Street Grid (11x17 Black & White)2.00$
Future Land Use Map & Other 11x17 Color Maps 2.00$
Photocopies 0.10$ / page
Zoning Compliance Permits
Home Occupation 25.00$
Signs (New or Replacement):
Wall Mounted 40.00$
Free‐Standing 75.00$
2 Rezoning and Special Use rezonings reviewed in conjunction with an annexation request should first calculate the standard fee and
then double it to account for the fiscal impact report for annexation requests.
3 This fee will apply to staff review of construction drawings, which is required for all projects requiring a Special Use Permit, Site Plan,
or Major Subdivision review and modifications to any of these.
1 All town produced documents and maps can be provided in electronic form (pdf, jpeg, word, or excel) at no cost if we are provided
with the media. If we provide the CD, $2 covers the CD and case.
requested by Board of Adjustment because discount discourages sidewalk construction)
1 Plus $10.00 per each acre for sites larger than 10 acres (example: 12 acre SUP = $920.00 fee).
NOTE: Special Use Permit, Site Plan, Subdivison, and Construction Drawing (and modifications) submittals that are not able to be
approved or approved with conditions will be denied as non‐compliant and the applicant will be required to file a new application and
pay new filing fees to cover the significant staff time spent reviewing non‐responsive plans. Fees submitted with an application
remaining incomplete for more than 30 days after the applicant is notified of the needed materials will be retained by the town, but
the application will not be processed unless it becomes complete, including filing a new fee.
13
Sandwich Board 10.00$
Event Sign Package (package of signs allowed by 6.18.6.2)20.00$
Banner (allowed by 6.18.6.3 & without other temporary signage)5.00$
Change of Use (one business use to another or change in ownership) No Charge
Construction
Residential Zones 1.00$ /$1,000 of construction cost; $5.00 min.
Multi‐Family Zones 1.50$ /$1,000 of construction cost; $10.00 min.
Non‐Residential Zones 2.00$ /$1,000 of construction cost; $10.00 min.
Projects costing $499,999 or less ‐ rounded to nearest thousand $1.00 /$1,000 of construction cost; $5 min.
Projects costing $500,000 or more ‐ rounded to nearest thousand $2.00 /$1,000 of construction cost; $5 min.
OTHER CHARGES
Consultant Fee Reimbursement
No‐Permit Penalty
POLICE
Parking Citation 10.00$
Fire Lane Parking Violation 25.00$
Handicap Parking Violation 250.00$
Sidewalk Table Service Permit Violation Fine up to $500.00
PUBLIC SPACE
Large Picnic Shelter in Gold Park
In‐town resident 20.00$ /3 hours
Out‐of‐town resident 30.00$ /3 hours
Multi‐Use Field in Gold Park or Cates Creek Park
In‐town resident 10.00$ /hour
Out‐of‐town resident 20.00$ /hour
SOLID WASTE
Roll‐Out Refuse Container 60.00$ / container
Residential Refuse Collection
1 Roll‐Out Container No Charge
2 or More Roll‐Out Containers TBD
Bulk Pick‐Up / Oversized Load (fee at the discretion of the Public
Works Supervisor and dependent on quantity, size and weight)1 50.00$ minimum
Special Brush/Vegetation Collection
Standard Collection 70.00$
Large Collection (Require use of Knuckleboom)130.00$
NOTE: The following items are all included in the "construction cost" used to determine the permit fee: grading, landscaping, site
preparation, stormwater control, utilities, paving and structures. ZCPs will be issued for "grading only" and "paving only" projects
consistent with the UDO.
Portions of town parks may be reserved for private events. Events expecting 100 or more people are reviewed as special events as
defined in the town code. If a special event requires police or public works overtime, costs of those impacts may be passed to the
applicant.
Work begun without a necessary Zoning Compliance Permit will be charged a $100 ZCP fee or the standard fee will be doubled,
whichever is greater. Work begun without a required Certificate of Appropriateness will be charged a $100 COA review fee for the
standard fee will be doubled, whichever is greater. Work requiring both a COA and ZCP shall only pay the increased COA fee.
Projects constructing new local roads will also reimburse the Town for consultant fees to review road construction plans and
specifications, if needed.
Projects requiring a traffic impact statement will be reviewed by the traffic engineer of the Town's choice. The applicant shall
reimburse the Town for the cost of the statement in lieu of submitting a statement by a consultant of their choice as part of the
application.
14
1Oversized loads are those larger than the bed of a standard pick‐up truck. This fee is set at staff discretion to limit
overuse of the service covered by general tax revenues.
STORMWATER
PLAN REVIEW
Single Lot Residential1 100.00$ /plan
LID Project2 250.00$ /plan
Standard Project (less than 1‐acre of new impervious)500.00$ /plan
Standard Project (greater than 1‐acre of new impervious)3 500.00$ /plan plus $50/acre of new impervious
Standard Phased Projects4 250.00$ /each subsequent phase submittal
1 Not part of a larger common plan for development or sale.
2 Projects that meet the State of North Carolina's Low Impact Development requirements and calculations.
STORMWATER FEE
Residental Property 75.00$ /year
Tier 1, Non‐residential Property (0 to 10,000 sq. ft.)150.00$ /year
Tier 2, Non‐residential Property (10,001 to 30,000 sq. ft.)600.00$ /year
Tier 3, Non‐residential Property (30,001 to 100,000 sq. ft.)1,800.00$ /year
Tier 4, Non‐residential Property (100,001 to 200,000 sq. ft.)4,050.00$ /year
Tier 5, Non‐residential Property (200,001 sq. ft. and above)12,900.00$ /year
STREETS
Driveway Permit ‐ new/maintenance not with new construction 50.00$
If owner requests town forces to do work, the owner will also reimburse the town the full cost of materials in addition to the
permit amount.
Driveways constructed in conjunction with new construction will be reviewed concurrently with the permit for construction
at no additional fee.
Owners must call/schedule inspection of driveway installation at least 24 hours in advance.
WATER / SEWER
WATER TREATMENT AND DISTRIBUTION USE FEES
Water System Development Fee1:
Residential 3,864.00$ / residential unit
Commercial
5/8" or 3/4" meter 3,864.00$
1" meter 6,440.00$
1.5" meter 12,880.00$
2" meter 20,608.00$
3" meter 41,216.00$
4" meter 64,400.00$
6" meter 128,800.00$
8" meter 206,080.00$
4 Phased development projects are required to obtain a stormwater management plan approval for the entire project; as each
subsequent phase is submitted, an additonal fee will be required to ensure the phase plans comply with the overall stormwater
management plan approval.
3 For standard projects (non‐LID projects) requiring stormwater management approval, the fee includes one project review meeting
with staff and no more than three rounds of staff comments. If stormwater plans are still incomplete after the third review or if
additional meetings with staff are required, the applicant will be required to pay an additional $500 review fee to cover the significant
staff time spent reviewing incomplete or non‐compliant stormwater management plans.
15
10" meter 540,960.00$
Volume Charges:
Residential Volume Charges ‐ Inside Town
Residential Service:
Block 1 (0‐2,500 gallons/month)$24.20
Block 2 (> 2,500 gallons/month)$9.68 / 1000 gallons
Residential Volume Charges ‐ Outside Town
Residential Service:
Block 1 (0‐2,500 gallons/month)$47.18
Block 2 (> 2,500 gallons/month)$18.87 / 1000 gallons
Orange ‐ Alamance Water System 75% of Inside Town Rate + $0.6124/1000 gal surcharge
Bulk Water $18.87 /1000 gallons
WATER CONNECTION CHARGE
Front Footage Fee1:
0 ‐ 50 Feet 750.00$ / connection
> 50 Feet 15.00$ / foot / connection
Lateral Fee:
abutting the lines.
WATER METER FEES
5/8"310.00$
3/4"390.00$
> 3/4"Actual Cost of Meter to Town + $100 Installation Fee
STRAINER FEES
2"445.00$
3"790.00$
4"1,465.00$
6"2,061.00$
8"3,461.00$
10"5,420.00$
FIRE HYDRANT METER FEES
Fire Hydrant Meter Security Deposit 2,000.00$
Fire Hydrant Rental Fees (fees are in addition to deposit)
Daily Rate 20.00$
Weekly Rate 100.00$
Monthly Rate 300.00$
Semi‐Annual Rate 1,300.00$
Annual Rate 2,500.00$
Fire Hydrant Meter Relocation Fee 50.00$
WASTEWATER COLLECTION SYSTEM USE FEES
Wastewater System Development Fee:
Residential 3,243.00$ / residential
Commercial
5/8" or 3/4" meter 3,243.00$
1" meter 5,405.00$
1.5" meter 10,810.00$
1 In the event that a customer requests that an existing meter be replaced with a larger meter, credit will be given for the existing
meter at the current rates. No rebates of capital facilities fees will be made for decreases in meter sizes.
Installed on a suitable stub‐out for service that has been made at the expense of the applicant or previous property owner and
is available for connection, there is no charge. In any other case, the water lateral fee is $750.00 for service to a 5/8" or 3/4"
water meter and $1,250 for service to a 1" water meter. Service to a larger meter shall be installed by a licensed utilities
contractor at the owner's/applicant's expense.
1 For a lot abutting two or more water lines, the front footage fee will be calculated on the average lengths of the sides of the lot
16
2" meter 17,296.00$
3" meter 34,592.00$
4" meter 54,050.00$
6" meter 108,100.00$
8" meter 172,960.00$
10" meter 454,020.00$
Volume Charges:
Inside Town
Block 1 (0‐2,500 gallons/month)$34.90
Block 2 (> 2,500 gallons/month)$13.96 / 1000 gallons
Outside Town
Block 1 (0‐2,500 gallons/month)$68.05
Block 2 (> 2,500 gallons/month)$27.22 / 1000 gallons
Front Footage Fee1:
0 ‐ 50 Feet $ 1,000.00
> 50 Feet $ 20.00 / foot / connection
Lateral Fee:
ENGINEERING REVIEW
Residential Development
Water Line Review
0 ‐ 10 Units 100.00$
> 10 Units 500.00$
Wastewater Line Review
0 ‐ 10 Units 100.00$
> 10 Units 500.00$
Commercial Development
MISCELLANEOUS WATER/SEWER FEES
Meter Replacement Fee 50.00$
Meter Relocation Fee 100.00$
Special Meter Read 10.00$
Meter Test Charge 35.00$
Water Flow Test 150.00$ original / $15.00 copy
Meter Pressure Test 25.00$
Interruptible Water Meter Install ‐ Return Trip 50.00$ / trip
Perpetual Maintenance (new sewage pump stations)Per Formula in Town Code
Water / Sewer Availability Review Actual Cost to Town
Installed on a suitable stub‐out for service that has been made at the expense of the applicant or previous property owner and
is available for connection, there is no charge. In any other case, the sewer lateral fee is $750.00 for a 4" service. Larger
services shall be installed by a licensed utilities contractor at the owner's/applicant's expense.
Fee shall be the same as the greater than 10 residential units fee except where the amount and complexity of proposed water
and sewer line construction is equivalent to a residential development of ten or less units.
1 For a lot abutting two or more sewer lines, the front footage fee will be calculated on the average lengths of the sides of the lot
abutting the lines.
WASTEWATER CONNECTION CHARGE
17
Department Request Description FY22 FY23 FY24 FY22. FY23. FY24.Notes
Administration Website Graphic Design Website redesign design support 3,000 ‐ ‐ 3,000 ‐ ‐ Included in budget
Administration Video Camera Backup video camera for PIO ‐ 1,300 ‐ ‐ 1,300 ‐ Included in budget
Administration Screencloud Digital sign license fee for the Annex 684 684 684 684 684 684 Included in budget
Administration Temp PT HR Assistant Convert to electronic personnel files 31,766 ‐ ‐ 10,000 ‐ ‐
Partial funding included in budget for contract
scanning
Administration GARE Learning Community Participate in learning cohort 24,000 ‐ ‐ 24,000 24,000 24,000 Included in budget
Accounting ERP System Purchase ERP software system 86,550 46,310 46,310 86,550 46,310 46,310 Included in budget
Planning Planning Technician Fill vacant position 67,864 68,863 69,881 67,864 68,863 69,881 Included in budget
Planning Large Document Scanning Convert to electronic files 10,000 ‐ ‐ 10,000 ‐ ‐ Included in budget
Planning Downtown Parking Study Update 2010 study and ID rec's 18,000 ‐ ‐ 18,000 ‐ ‐ Included in budget
Planning Partnership to End Homelessness Phased implementation of 2019 rec's ‐ 36,060 60,817 ‐ ‐ ‐ UNFUNDED
Planning Training/Travel Allow training requiring travel ‐ 3,000 3,000 ‐ 3,000 3,000 Included in budget
Public Space Daily Cleaning/Sanitation 5 add'l park restroom cleaning 14,000 ‐ ‐ ‐ ‐ ‐ UNFUNDED
Public Space Parks Repairs & Supplies Add'l funds for park repairs & supplies 3,900 3,900 3,900 3,900 3,900 3,900 Included in budget
Public Space Trees & Plant Material New/replc trees & plants for gardens 4,800 4,800 4,800 4,800 4,800 4,800 Included in budget
Public Space Hillsborough Heights Park Yard hydrant and hot box assembly ‐ 2,500 ‐ ‐ 2,500 ‐ Included in budget
Public Space Riverwalk Upgrades Greenway upgrades 1,500 1,500 1,500 1,500 1,500 1,500 Included in budget
Public Space Cates Creek Upgrades Park upgrades 500 500 500 500 500 500 Included in budget
Public Space Interpretive Signs Four new interpretive signs ‐ 8,000 ‐ ‐ 8,000 ‐ Included in budget
Public Space Facilities Coordinator Coordinate repairs at town facilities 100,876 74,836 76,030 100,876 74,836 76,030 Included in budget
Public Space Pedestrian Bridge over I‐85 Connect to neighborhoods south of 85 4,000 80,000 2,000,000 4,000 ‐ ‐ Study included in budget (Planning)
Public Space Climate Change Initiatives
Initiatives identified in Comprehensive
Plan ‐ ‐ ‐ 150,000 150,000 150,000 Included in budget
Safety & Risk Mgmt ADA Transition Plan ADA Transition Plan ‐ vendor contract 60,000 10,000 10,000 40,000 10,000 10,000
Included in budget; Look for more affordable
option
Information Services Fiber Network
Build up reserves to take advantage of
opportunities as they arise 50,000 50,000 50,000 150,000 50,000 50,000 Included in budget
Police Lighting Fixtures Replace lighting at Headquarters 9,050 ‐ ‐ 9,050 ‐ ‐ Included in budget
Police In‐Car Camera Systems Replace current system ‐ ‐ 49,085 ‐ ‐ 49,085 Included in budget
Police Exterior Repairs Substation exterior repairs & maint.15,000 40,350 ‐ 35,000 ‐ ‐
Included in the budget; Explore window replc.
alternatives
Police Renovate Headquarters Renovate first floor of headquarters 24,000 ‐ ‐ 24,000 ‐ ‐ Included in budget
Police Update Recruitment Video Update current video 3,300 ‐ ‐ 3,300 ‐ ‐ Included in budget
Police Personnel Expansion Add 4 officers to accommodate growth ‐ ‐ 479,533 ‐ ‐ ‐ UNFUNDED
Fire Protection Public Safety Facility Debt Ramp Up Build up debt capacity for fire station 75,000 150,000 225,000 75,000 150,000 225,000 Included in budget
Streets NC86 Facility Renovation Renovate facility to accommodate PW 71,800 90,000 180,000 71,800 90,000 180,000 Included in budget
Streets Equipment Operator ITo meet growth ‐ 66,393 65,093 ‐ ‐ 66,393 Included in budget
Streets Exchange Club Bridge Repairs
Amount needed to fill gap between
$126k STBG‐COVID funds 60,000 ‐ ‐ 60,000 ‐ ‐ Included in budget
Solid Waste Garbage Truck Add 3rd garbage truck 310,000 ‐ ‐ 310,000 ‐ ‐ Included in the budget
Special Appropriations Fairview Upgrades/Maintenance
Upgrades and/or maintenance to
Fairview Community Center 10,000 ‐ ‐ 10,000 ‐ ‐ Included in the budget
Proposed Mgr Rec'd
18
Department Request Description FY22 FY23 FY24 FY22. FY23. FY24. Notes
Utilities Administration Analysis Conduct financial analysis of capital ‐ ‐ ‐ 25,000 ‐ ‐
Billing & Collection Uniforms Uniforms for front counter staff 600 ‐ ‐ 600 ‐ ‐
Billing & Collection Vehicle Truck #203 for Meter Tech ‐ ‐ ‐ 31,000 ‐ ‐
Water Treatment Plant Risk Mgmt. Program Ongoing review for EPA compliance 4,200 4,200 4,200 4,200 4,200 4,200
Water Treatment Plant Filters Repair/Rebuild Repair and possible rebuild of filters 185,500 185,500 185,500 185,500 185,500 185,500
Water Treatment Plant Security Cameras Add'l cameras at Raw Water PS 3,900 ‐ ‐ ‐ ‐ ‐ Included (Moved to FY21)
Water Treatment Plant Yard Lighting Project Security lighting (LED) in critical areas 10,600 ‐ ‐ ‐ ‐ ‐ Funded (Moved to FY21)
Water Treatment Plant Utility Cloud Asset Mgmt. Training and programming costs 3,500 3,500 ‐ 3,500 3,500 ‐
Water Treatment Plant Raw Water PS Monitoring Remote equipment monitoring TBD ‐ ‐ ‐ ‐ ‐
Water Treatment Plant Replace Actuators Phase out antiquated actuators 30,000 30,000 30,000 30,000 30,000 10,000 Included (Y1 funded in FY21)
Water Treatment Plant Flow Transmitters Replace old transmitters 3,000 3,000 3,000 ‐ ‐ ‐ Funded (Moved to FY21)
Water Treatment Plant Plant Expansion Expand WTP to 4.5 MGD ‐ ‐ 60,000 ‐ ‐ ‐
Water Treatment Plant Dredge Lake Ben Johnson Dredge Lake Ben Johnson TBD ‐ ‐ ‐ ‐ ‐
Water Treatment Plant Painting Pipe Gallery Color coding pipes and valves 24,241 ‐ ‐ ‐ ‐ ‐ Funded (Moved to FY21)
Water Treatment Plant Handrail Paint Repaint 10‐year old rusting rail 18,866 ‐ ‐ ‐ ‐ ‐ Funded (Moved to FY21)
Water Treatment Plant Bulk Water Bot Install bulk water tracking system TBD ‐ ‐ ‐ ‐ ‐
Water Treatment Plant Generator Maintenance Transition to WTP & maint. schedule 13,600 ‐ ‐ 13,600 10,400 5,400
Water Distribution Fire Hydrant & Valve Replace old hydrants & install valves 220,000 200,000 ‐ 420,000 ‐ ‐
Water Distribution Replace Truck #171 08 w/ 158,510 miles 32,500 ‐ ‐ 32,500 ‐ ‐
Water Distribution Replace Truck #181 09 w/ 153,757 miles 32,500 ‐ ‐ 32,500 ‐ ‐
Water Distribution Leak Detection Perform leak detection 40,000 ‐ 40,000 40,000 ‐ 40,000
Water Distribution Facility Upgrade Upgrade shop and office 125,000 1,000,000 ‐ 125,000 ‐ ‐
Water Distribution Governor Burke Road Replace 6" water line 30,000 150,000 ‐ 30,000 150,000 ‐
Water Distribution Replace Backhoe Replace 10‐yr old backhoe (split)‐ 35,000 ‐ ‐ 35,000 ‐
Water Distribution Utility Mechanic ITo assist w/ daily workload 27,871 14,871 14,871 ‐ ‐ ‐ UNFUNDED
Water Distribution McAdams Road Main Replacement Replace 2" water main 381,000 ‐ ‐ ‐ ‐ ‐ UNFUNDED
Water Distribution OWASA BPS & Re‐Routing Pipe Re‐route water main & booster pump 450,000 ‐ 200,000 ‐ ‐ ‐ UNFUNDED
Water Distribution US Business 70 ‐ Ph 1 Replace 12" AC water main ‐ 20,000 325,000 ‐ ‐ ‐ UNFUNDED
Water Distribution US Business 70 ‐ Ph 2 Replace 12" AC water main (FY25/FY26)‐ ‐ ‐ ‐ ‐ ‐ FY25 ($1.25m) and FY26 ($1.25m)
Water Distribution Galvanized Main Replc Replace 2" galvanized mains ‐ 60,000 100,000 ‐ 60,000 100,000
Water Distribution US Business 70 ‐ Ph 3 Replace 12" AC water main (FY27)‐ ‐ ‐ ‐ ‐ ‐
Water Distribution Hassell Water Tank Replace elevated water tank (FY26)‐ ‐ ‐ ‐ ‐ ‐
Wastewater Collection System R&R Rehab/Replc sewers 180,000 50,000 10,000,000 180,000 ‐ ‐
Wastewater Collection River Pump Station Relocate out of the floodplain 200,000 3,500,000 3,500,000 200,000 ‐ ‐ PARTIALLY UNFUNDED
Wastewater Collection Replace Truck #171 08 w/ 158,510 miles 32,500 ‐ ‐ 32,500
Wastewater Collection Replace Truck #181 09 w/ 153,757 miles 32,500 ‐ ‐ 32,500
Wastewater Collection Facility Upgrade Upgrade shop and office 125,000 1,000,000 125,000 ‐ ‐ PARTIALLY UNFUNDED
Wastewater Collection Replace Backhoe Replace 10‐yr old backhoe (split)‐ 35,000 ‐ ‐ 35,000 ‐
Wastewater Collection Utility Mechanic ITo assist w/ daily workload 83,613 44,613 44,613 ‐ ‐ ‐ UNFUNDED
Wastewater Collection Garage Panels & Heater Improvements to heat green building 25,000 ‐ ‐ 25,000 ‐ ‐
Wastewater Treatment Plant Master Plan To comply w/ Falls Lake Rules ‐ 100,000 ‐ ‐ ‐ ‐ UNFUNDED
Wastewater Treatment Plant Clarifier Coatings Coating metal surfaces in clarifiers 95,000 95,000 ‐ 190,000 ‐ ‐
Wastewater Treatment Plant Plant Operator ITo assist w/ plant maint, ops, repairs ‐ 66,292 66,291 ‐ ‐ ‐ UNFUNDED
Wastewater Treatment Plant Install Flocculators Improve Phoshorous removal ‐ ‐ 10,000 ‐ ‐ 10,000
2,410,491 6,596,976 14,583,475 1,733,400 513,600 355,100
Proposed Mgr Rec'd
19
Department Request Description FY22 FY23 FY24 FY22. FY23. FY24. Notes
Stormwater N/A N/A ‐ ‐ ‐
Proposed Mgr Rec'd
20
General Fund
21
FINANCIAL SUMMARY ‐ GENERAL FUND
FY20 FY21 FY22 FY23 FY24
Budget Unit Actual Estimate Budget Projected Projected
Contingency 0 0 400,000 500,000 375,000
% Change 0% 0% 0% 25%‐25%
Disaster Relief ‐ General Fund 26,287 29,510 0 0 0
% Change 0% 0%‐100.0% 0.0% 0.0%
Governing Body 170,471 128,405 143,533 138,973 144,493
% Change ‐40.0%‐24.7% 11.8%‐3.2% 4.0%
Administration 773,559 699,669 804,128 780,586 797,590
% Change ‐233.4%‐9.6% 14.9%‐2.9% 2.2%
Local Government Channel (PEG) 6,7300000
% Change ‐83.3% 0.0% 0.0% 0.0% 0.0%
Accounting 267,702 235,686 286,416 268,443 271,008
% Change ‐30.9%‐12.0% 21.5%‐6.3% 1.0%
Planning 448,043 465,951 510,410 482,080 486,667
% Change 7.2% 4.0% 9.5%‐5.6% 1.0%
Town Hall Campus 103,768 175,806 186,466 191,146 179,719
% Change 719.0% 69.4% 6.1% 2.5%‐6.0%
Public Space 802,996 725,753 1,013,907 995,098 985,619
% Change 10.2%‐9.6% 39.7%‐1.9%‐1.0%
Safety & Risk Management 81,692 92,607 113,906 100,684 100,431
% Change ‐4.8% 13.4% 23.0%‐11.6%‐0.3%
Information Services 435,128 270,851 473,179 435,028 413,583
% Change ‐99.5%‐37.8% 74.7%‐8.1%‐4.9%
Police ‐ Administration 876,551 784,325 3,474,759 3,377,504 3,420,495
% Change 44.2%‐10.5% 343.0%‐2.8% 1.3%
Police ‐ Patrol 1,922,177 1,834,910 0 0 0
% Change ‐10.2%‐4.5%‐100.0% 0.0% 0.0%
Police ‐ Investigations & Community Services 662,471 554,619 0 0 0
% Change ‐1.7%‐16.3%‐100.0% 0.0% 0.0%
Fire Marshal & Emergency Mgmt 171,800 102,070 0 0 0
% Change 28.0%‐40.6%‐100.0% 0.0% 0.0%
Fire Protection 1,223,208 1,475,506 1,559,323 1,644,247 1,787,467
% Change 0.7% 20.6% 5.7% 5.4% 8.7%
Fleet Maintenance 354,210 343,030 361,407 429,497 311,285
% Change 46.6%‐3.2% 5.4% 18.8%‐27.5%
Streets 723,377 717,210 1,302,382 931,262 1,104,877
% Change ‐17.5%‐0.9% 81.6%‐28.5% 18.6%
Powell Bill 81,952 349,237 0 0 0
% Change ‐55.3% 326.1%‐100.0% 0.0% 0.0%
Solid Waste 531,373 744,471 1,271,307 693,919 704,847
% Change ‐12.8% 40.1% 70.8%‐45.4% 1.6%
Cemetery 7,015 7,350 11,100 5,161 5,227
% Change ‐30.1% 4.8% 51.0%‐53.5% 1.3%
Economic Development 473,493 471,919 512,168 512,552 513,082
% Change 0.1%‐0.3% 8.5% 0.1% 0.1%
Special Appropriations 258,127 263,474 388,350 490,275 618,393
% Change ‐65.5% 2.1% 47.4% 26.2% 26.1%
TOTAL EXPENDITURES 10,402,130 10,472,359 12,812,741 11,976,455 12,219,783
% Change 54.7% 0.7% 22.3%‐6.5% 2.0%
Surplus / (Deficit) at Current Tax Rate 766,249 1,114,322 (109,221) (77,035) (273,163)
Surplus / (Deficit) w/Tax Rate Increase 766,249 1,114,322 (109,221) (77,035) (273,163)
Tax Rate 1 0.62 0.62 0.567 0.567 0.567
Fund Balance Appropriation needed to Balance Budget 0 1,114,322 109,221 77,035 273,163
Available Fund Balance Remaining 4,126,361 5,240,683 5,131,462 5,054,427 4,781,264
Fund Balance as % of Operating Expenditures 40%50%40%42%39%
* The Town's Fund Balance Policy recommends maintaining an undesignated fund balance of between 20‐60% of annual operating expenditures and a "target" of 33%.
1 Property Tax revaluations are scheduled for FY2021, which will likely result in a downward adjustment of the tax rate.
22
GENERAL FUND REVENUES
FY20 FY21 FY22 FY23 FY24 $%
General Fund Revenues Actual Estimate Budget Projection Projection Change Change Comments
Ad Valorem Taxes
Current Tax Levy 6,687,662 7,100,000 7,740,000 7,930,000 7,930,000 640,000 9.0%FY22‐Reval year
Prior Year Tax Levy 39,549 60,000 40,000 40,000 40,000 (20,000)‐33.3%
Current Motor Vehicle Levy 675,778 635,000 645,000 655,000 665,000 10,000 1.6%MV Tax & License Fee ($30/yr)
Prior Motor Vehicle Levy 000000 0.0%
Penalties & Interest 19,874 25,000 18,000 18,000 18,000 (7,000)‐28.0%
Tax Adjustments & Abatements 000000 0.0%
Ad Valorem Taxes Total 7,422,863 7,820,000 8,443,000 8,643,000 8,653,000 623,000 8.0%
Loal Government Sales Taxes
1% Local Gov't Opt. Sales Tax (Art. 39)550,186 540,000 550,600 560,000 572,000 10,600 2.0%FY22‐FY24 anticpated 2%/yr growth
1/2% Local Gov't Opt. Sales Tax (Art. 40)423,453 440,000 448,800 455,000 465,000 8,800 2.0%
1/2% Local Gov't Opt. Sales Tax (Art. 42)276,350 270,000 275,400 280,000 285,000 5,400 2.0%
1/4% Local Gov't Opt. Sales Tax (Art. 44)600000 0.0%Revenue replaced by Hold Harmless
Local Option Sales Tax ‐ Hold Harmless 459,173 480,000 489,500 499,000 509,000 9,500 2.0%
Local Option Sales Tax ‐ 44‐524 10,697 10,000 10,200 10,400 10,600 200 2.0%
Sales Tax Total 1,719,865 1,740,000 1,774,500 1,804,400 1,841,600 34,500 2.0%
Licenses/Permits/Fees
Beer & Wine License Fee 878 100 100 100 100 0 0.0%
Gross Receipts Tax/Vehicle 11,517 8,000 8,000 8,000 8,000 0 0.0%
Motor Vehicle License Fee 000000 0.0%Tracked in Current Motor Veh Levy
Prior Motor Vehicle License Fee 674 300 0 0 0 (300)‐100.0%W/Tax & Tag, captured in MV Levy
Cable Franchise Fee 52,740 50,000 50,000 50,000 50,000 0 0.0%Expect decrease over next 5‐10yrs
Planning Fees 215,487 60,000 50,000 50,000 50,000 (10,000)‐16.7%
Park Usage Fees 2,890 1,000 2,500 2,500 2,500 1,500 150.0%
Parking Fines (70)20 0 0 0 (20)‐100.0%
Taxi License Fees 15 00000 0.0%
Fire Inspection Fees 15,310 14,000 000(14,000)‐100.0%
Operational Permits ‐ Fire 0 320 0 0 0 (320)‐100.0%
Licenses/Permits/Fees Total 299,441 133,740 110,600 110,600 110,600 (23,140)‐17.3%
Intergovernmental Revenue
Franchise Tax 585,297 585,000 585,000 585,000 585,000 0 0.0%
Beer & Wine Tax 32,185 30,000 30,000 30,000 30,000 0 0.0%
Food & Beverage Tax 377,245 375,000 397,000 397,000 397,000 22,000 5.9%
Occupancy Tax 60,348 55,000 70,000 70,000 70,000 15,000 27.3%
Cable Access Fee (PEG)27,353 00000 0.0%FY20 ‐ Discontinue PEG channel
Powell Bill 202,395 197,962 200,000 200,000 200,000 2,038 1.0%
COVID Relief Funding 79,973 86,448 000(86,448)‐100.0%
Intergovernmental Revenue Total 1,364,796 1,329,410 1,282,000 1,282,000 1,282,000 (47,410)‐3.6%
Other Revenue / Non‐Operating
Solid Waste Disposal Tax 5,663 5,000 5,000 5,000 5,000 0 0.0%
Miscellaneous 32,762 76,000 25,000 25,000 25,000 (51,000)‐67.1%
Misc. ‐ Confiscation Percentage 2,357 1,500 1,500 1,500 1,500 0 0.0%
Alliance Contingency Reimbursement 1,532 0 0 0.0%
3% Holdback ‐ Occupancy Tax 1,759 1,650 2,100 2,100 2,100 450 27.3%
6% Holdback ‐ Food & Beverage Tax 22,673 22,500 23,820 23,820 23,820 1,320 5.9%
FEMA Reimbursements 32,487 0 0 0 0 0 0.0%
Insurance Proceeds 0 2,606 0 0 0 (2,606)‐100.0%
Other Rev. / Non‐Op. Total 99,233 109,256 57,420 57,420 57,420 (51,836)‐47.4%
Investment Earnings
Interest Earned 170,325 3,000 2,000 2,000 2,000 (1,000)‐33.3%FY21‐reduction due to falling interest rates
Investment Earnings Total 170,325 3,000 2,000 2,000 2,000 (1,000)‐33.3%
Tranfers
Transfers 91,855 0 60,000 0060,000 0.0%FY20 ‐ project closeouts
Collins Ridge Garbage Truck Contribution 0 60,000 0 0
Transfers Total 91,855 0 60,000 0060,000 0.0%
Debt Issuance
Debt Issuance 0 300,000 974,000 00674,000 224.7%
Garbage Truck 300,000 0 0 0
Replace Dump Truck #147 0 148,000 0 0
Boom Mower 0 135,000 0 0
Ashphalt Hot Box 0 64,000 0 0
Addl. Garbage Truck 0 250,000 0 0
Replc. Knuckleboom #200 0 162,000 0 0
Replc. Leaf Truck #170 0 215,000 0 0
Debt Issuance Total 0 300,000 974,000 00674,000 224.7%
Fund Balance Appropriated
Fund Balance Appropriated 0 (1,114,322)109,221 77,035 273,163 1,223,543 ‐109.8%
Powell Bill Fund Balanced Appropriated 0 151,275 0 0 0 (151,275)‐100.0%FY21 ‐ Valley Forge repair
Fund Balance Appropriated 0 ‐963,047 109,221 77,035 273,163 1,072,268 ‐111.3%
General Fund Total 11,168,378$ 10,472,359$ 12,812,741$ 11,976,455$ 12,219,783$ 2,340,382 22.3%
% Change 11.4%‐6.2% 22.3%‐6.5% 2.0%
23
• Disaster Relief • Town Hall Campus
• Planning • Governing Body
• Administration • Public Space
• Safety & Risk Management • Local Government Channel
• Information Services • Accounting 24
Disaster Relief
25
DISASTER REFLIEF ‐ GENERAL FUND
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 2,5953,000000(3,000)‐100.0%
FICA 189220000(220)‐100.0%
Retirement 247290000(290)‐100.0%
Personal Services Subtotal 3,0313,510000(3,510)‐100.0%
Operations
Supplies ‐ Safety 23,25726,000000(26,000)‐100.0%COVID‐19 expenses potentially eligible for FEMA
Operations Subtotal 23,25726,000000(26,000)‐100.0%reimbursement
Disaster Relief Total 26,287$ 29,510$ ‐$ ‐$ ‐$ (29,510)‐100.0%
% Change 0.0% 12.3%‐100.0% 0.0% 0.0%
26
Governing Body
27
GOVERNING BODY
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Mayor's Salary 8,488 8,400 8,400 8,400 8,400 00.0%
Commissioner's Fees 36,278 36,000 36,000 36,000 36,000 00.0%
FICA 3,517 3,397 3,397 3,397 3,397 00.0%
Life Insurance 267 274 274 274 274 00.0%
Personal Services Subtotal 48,549 48,071 48,071 48,071 48,071 00.0%
Operations
Auditor Fees 95,940 75,500 85,500 88,000 88,000 10,000 13.2%FY21 ‐ Audit services rebid
Annual Audit 30,500 30,500 33,000 33,000
Annual Audit and Statement Prep 35,000 45,000 45,000 45,000
LGERS Pension Audit 10,000 10,000 10,000 10,000
Attorney Fees 112,404 125,000 125,000 125,000 125,000 00.0%Legal consulting/representation
Training, Conventions, Conferences 2,440 300 4,145 2,645 4,145 3,845 1281.7%
NCLM Town Hall Day (1) 0 30 30 30
Newly Elected Officials School 0 1,500 0 1,500 FY20, FY22 & FY24
UNC SOG Advanced Leadership Corps.0 1,000 1,000 1,000
State of the Community Report 0 280 280 280
Triangle J Council Regional Summit 0 100 100 100
Int'l LGBTQ Leaders Conf.0 225 225 225
NCLM City Vision 0 410 410 410
Misc. Training 300000 FY19 & 23 ‐ Inter‐city visits; FY21 visit cancelled
Travel Reimbursement 0 600 600 600 Travel to meetings outside county
Advertising 0 0 150 150 150 150 0.0%
Supplies ‐ Departmental 11 0 100 100 100 100 0.0%
Dues & Subscriptions 16,915 18,455 21,063 21,063 21,063 2,608 14.1%
NCLM Annual Dues 8,163 8,500 8,500 8,500
NCLM Letter Subscription 0262626
Southern City Subscription 24 22 22 22
School of Government Annual Dues 0 1,100 1,100 1,100
Triangle J Council of Governments 2,918 3,500 3,500 3,500
NC Black Elected Municipal Officials 0 65 65 65
Hillsborough Chamber of Commerce 6,000 6,000 6,000 6,000
Chapel Hill Camber of Commerce 1,350 1,350 1,350 1,350
Miscellaneous 0 500 500 500
Miscellaneous 3,874 184 5,000 4,500 4,500 4,816 2617.4%Budget & Strat. Planning Retreat
General Election 8,627 0 10,000 0 10,000 10,000 0.0%Election expenses
Operations Subtotal 240,211 219,439 250,958 241,458 252,958 31,519 14.4%
Cost Allocations
Cost Allocation ‐ Water/Sewer (113,739) (133,755) (149,515) (144,765) (150,515)(15,760) 11.8%50% Allocated to Water & Sewer
Cost Allocation ‐ Stormwater (4,550) (5,350) (5,981) (5,791) (6,021)(631) 11.8%2% Allocated to Stormwater
Cost Allocations Subtotal (118,289) (139,105) (155,496) (150,556) (156,536)(16,391) 11.8%
Governing Body Total 170,471$ 128,405$ 143,533$ 138,973$ 144,493$ 15,128 11.8%
% Change 118.2%‐24.7% 11.8%‐3.2% 4.0%
28
Administration
29
ADMINISTRATION
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime Compensation 507 2,000 1,000 1,000 1,000 (1,000)‐50.0%
Salaries ‐ Regular 756,144 693,000 639,725 639,725 639,725 (53,275)‐7.7%FY21 ‐ PT Temporary Budget Tech position
FICA 57,933 47,685 49,015 49,015 49,015 1,330 2.8%through Oct 2020
Hospitalization 96,236 82,325 82,805 86,117 89,562 480 0.6%FY21 ‐ HR Dir position vacancy
Life/Disability/Vision 4,344 3,977 3,984 4,143 4,309 70.2%FY22 ‐ HR Dir position eliminated
Dental Insurance 3,174 2,644 3,141 3,267 3,397 497 18.8%
Retirement 73,710 69,014 73,043 80,731 88,420 4,029 5.8%
Supplemental Retirement ‐ 401K 38,209 36,007 32,036 32,036 32,036 (3,971)‐11.0%
Personnel Expansion ‐ Personnel 0 0 147,518 149,657 151,833 147,518 0.0%
(2) Analysts 0 147,518 149,657 151,833
Personal Services Subtotal 1,030,256 936,652 1,032,267 1,045,691 1,059,297 95,615 10.2%
Operations
Training/Conferences/Conventions 9,576 12,741 38,095 40,795 40,795 25,354 199.0%
ICMA Conference 0 0 1,500 1,500
NCCCMA Conference 670 670 670 670
National Conf and/or Training Class 2,000 2,000 2,000 2,000
NCLGBA Summer & Winter Conf 1,000 1,500 1,500 1,500 FY21 ‐ virtual conference
NC3C Annual Conference 200 950 950 950 FY21 ‐ virtual $100/person
Annual Employment Law Update 75 200 200 200 $200/person
Regional Clerk's Meetings 0 150 150 150 $75/person
NC‐IPMA Conference 0 1,400 1,400 1,400
NC Clerk's Annual Conference 0 1,400 1,400 1,400
NC AMC Academy 1,000 300 300 300
Master Municipal Clerk's Academy I & II 0 475 475 475
Clerk's Certification Institute 1,296000 SOG Certification program
ALERT International Conference 0 750 750 750 FY21 ‐ Cancelled
Ed2Go Courses 100 500 500 500
Online Web Training 200 200 200 200
Advanced PIO Training 0 1,600 0 0 2 people
3CMA Conference 1,395 0 0 2,800 2,800 FY21: Canceled. FY22: In person in fall.
Municipal & County Admin Course 1,200000 FY21 ‐ UNC SOG Fundamentals of Supervision Cou
Diversity, Equity & Inclusion Initiative 3,000 24,000 24,000 24,000 FY22 ‐ GARE Learning Community
Misc. Training Events 2,000 2,000 2,000 2,000
Training ‐ Hillsborough University 210 0 4,000 6,000 6,000 4,000 0.0%
Employee Learning and Dev. Program 0 2,000 4,000 4,000 FY21 ‐ deferred
Citizens Academy 0 2,000 2,000 2,000 FY21 ‐ deferred
Telephone/Internet 7,259 6,720 6,720 6,720 6,720 00.0%
Smart Phone Reimb. (8) 6,720 6,720 6,720 6,720 $70/mo.
Postage 181 500 500 500 500 00.0%
License Fees 16,744 15,354 16,038 16,038 16,038 684 4.5%
NEOGOV 15,182 15,182 15,182 15,182 Annual license, incl subscription to govjobs
Canva 119 119 119 119 119
Screencloud 0 684 684 684 Annex digital signage delayed
PyCharm 53535353
Advertising 106 1,000 1,500 1,500 1,500 500 50.0%Public Notices
Public Notices 1,000 1,000 1,000 1,000 FY20 ‐ budget public hearing only
Promotional Materials 0 500 500 500 FY22 ‐ new logo promotions
Travel/Vehicle Allotment 4,362 4,215 4,215 4,215 4,215 00.0%Paid to TM in lieu of providing a vehicle
Supplies ‐ Office 1,515 2,200 3,000 3,000 3,000 800 36.4%
Supplies ‐ Departmental 0 2,000 2,000 2,000 2,000 00.0%
Supplies ‐ Data Processing 0 2,600 50 1,300 0 (2,550)‐98.1%
Video Camera 2,600 0 1,300 0 (2,600)‐100.0%FY21‐Replc. Video Camera; FY23 ‐ Backup camera
Miscellaneous 0 50 0 0
C.S. ‐ Printing 2,985 5,457 5,256 5,256 5,256 (201)‐3.7%
Citizens Newsletter 3,193 3,204 3,204 3,204 Monthly issues
Inserts 1,814 1,602 1,602 1,602 FY22‐24: 6 inserts/year
Miscellaneous 450 450 450 450
Contract Services 70,857 62,317 80,423 62,537 80,658 18,106 29.1%
CATV 3,600 3,600 3,600 3,600
Codification Service 3,500 3,500 3,500 3,500
Minutes Indexing Service 4,143 4,143 4,143 4,143 Agenda/minutes archiving (Laserfiche)
ASCAP Fees 363 380 400 420 Copyright payment for music use
BMI Fees 364 380 400 420 Copyright payment for music use
SESAC Fees 460 480 500 525
Code on Internet 1,225 1,225 1,225 1,225 Municode on website
Citizens Survey 0 18,000 0 18,000 Biennial survey
Employee Benefits Management 38,500 38,500 38,500 38,500
Employee Assistance Program 2,662 2,715 2,769 2,825 2% annual increase
OPEB & LEO annual reporting 6,500 6,500 6,500 6,500
30
Translation Services 1,000 1,000 1,000 1,000 For key engagement
Data Processing Services 6,071 7,511 40,171 29,671 29,671 32,660 434.8%
Social Media Archiving 4,788 4,788 4,788 4,788 Pricing dependent on social media
ICS ‐ Updates & Billable Expenses 800 800 800 800 records archived per month
Budget SharePoint Site Updates 1,000 1,000 1,000 1,000 Site updates as needed
Website Code Management 48 48 48 48
Cloud‐based web services 475 535 535 535 Additional for Google Cloud Search Services
DOTGOV domain name registration 400000 FY22 ‐ moved to IT budget
OpenGov 0 22,500 22,500 22,500 Budget Software
OpenGov Integration w/New ERP 0 7,500 0 0
Website Graphic Design Support 0 3,000 0 0
Maintenance Contracts 567000000.0%FY20 ‐ discontinued service contract
Dues & Subscriptions 4,896 6,049 7,184 7,149 7,149 1,135 18.8%
ICMA Dues (2) 1,500 1,500 1,500 1,500
NCLGBA Membership Dues (2)100 100 100 100
NCCCMA Membership Dues (2)515 515 515 515
NCIPMA Membership Dues (3)200 200 200 200
NCAMC Membership Dues (2)80 160 160 160 $80/person
Catapult (formerly CAI)1,680 2,000 2,400 2,400 HR, Compliance & People Development
Society for Human Resource Mgmt (2)219 438 438 438
HRCI PHR Recertification (1)017000 Professional in HR recertifcation/ 3 years
IPMA‐HR (1)114 114 114 114
IIMC (1)195 195 195 195
OMPO 50 50 50 50
3CMA Dues (2)563 563 563 563 FY20‐23: 2/3 of $845 Associate Level
NC3C Dues (2)100 100 100 100 $50/person
AP Stylebook (3)0 81 81 81 $27/person
Business North Carolina 60606060 3‐year subscription
Triangle Business Journal 165 165 165 165 3‐year subscription
SignUpGenius 108 108 108 108
Alert International 100 100 100 100
Engaging Leaders in Local Government 300 300 300 300
IIMC Certified Clerk Designation 0 165 0 0 Muncipal clerk designation/5 years
NCAMC Clerk Designation 0 100 0 0 NC Municipal clerk designation/5 years
Insurance 264,063 341,400 341,400 341,400 341,400 00.0%
Workers Compensation 165,000 165,000 165,000 165,000 FY21 ‐ Risk modifier improved from .98 to .96
Property Insurance 155,000 155,000 155,000 155,000 FY21 ‐ Risk modifier improved from .776 to .765
Unemployment 10,000 10,000 10,000 10,000 1% reserve fund; $217/employee in FY16
Cyber Insurance 11,400 11,400 11,400 11,400 Cover expense related to data loss
Emp Service Milestone Recognition 1,763 1,275 2,000 2,000 2,000 725 56.9%Recognition for 5yr anniv, certificates &
Miscellaneous 10,168 10,053 40,448 10,448 10,448 30,395 302.3%gift cards
GFOA Budget Award Program 280 280 280 280
ICMA Performance Mgmt Certification 0 195 195 195
PO Box Rental 198 198 198 198
Employee Picnic 1,500 1,500 1,500 1,500
Budget Preview Luncheon 325 325 325 325
Root Beer with the Manager 150 150 150 150
Community Liaison Meetings 0 200 200 200 PIO outreach meetings
Rental Fees ‐ Whitted 600 600 600 600
County Data Collaborative 2,000 2,000 2,000 2,000
Divirsity, Equity & Inclusion Plan 0 20,000 0 0 Consultants to help wtih plan development
Document Scanning 0 10,000 0 0
Other 5,000 5,000 5,000 5,000
Cust Service & Innovations Awards 5,383 0 20,000 7,000 7,000 20,000 0.0%FY22 increase due to no FY21 awards
Cont Educ & Tuition Reimbursement 7,647 3,000 15,000 15,000 15,000 12,000 400.0%Support pursuit of degrees (HS/BS/Mast.)
Recognition Pay 10,105000000.0%
Recruitment 432 3,000 5,000 6,000 6,000 2,000 66.7%Background checks, ads, and moving exp.
Wellness Program Activities 9,684 4,000 5,000 10,000 15,000 1,000 25.0%
Personnel Expansion ‐ Op. Costs 0 0 5,000 2,000 2,000 5,000 0.0%
(2) Analysts 0 5,000 2,000 2,000 Computers, training and dues
Operations Subtotal 434,571 491,392 643,000 580,529 602,350 151,608 30.9%
Capital Outlay
Capital ‐ Software 029,600000‐29,600 ‐100.0%Budget Software
Capital Outlay Subtotal 029,600000‐29,600 ‐100.0%
Cost Allocations
Cost Allocation ‐ Water/Sewer (664,681) (728,822) (837,634) (813,110) (830,824)(108,812) 14.9%50% allocated to Water & Sewer
Cost Allocation ‐ Stormwater (26,588) (29,153) (33,505) (32,524) (33,233)(4,352) 14.9%2% allocated to Stormwater
Cost Allocations Subtotal (691,268) (757,975) (871,139) (845,634) (864,057)(113,164) 14.9%
Administration Total 773,559.23$ 699,669$ 804,128$ 780,586$ 797,590$ 104,459 14.9%
% Change 37.5%‐9.6% 14.9%‐2.9% 2.2%
31
Budget Justification Form
Department/division: Administration
Request: GARE Learning Community
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2
Line‐item where funds are requested: Training/Conferences/Convention
Fiscal year(s) & amount(s) of request:
FY22 ‐ $24,000
FY23 ‐ $24,000
FY24 ‐ $24,000
Describe request:
$24,000 for the town’s diversity, equity, and inclusion efforts. In the past, participating in the GARE Learning Community typically costs
$20,000‐$40,000. The exact costs for the learning community starting in late 2021 has not yet be finalized. As we are a smaller organization,
it’s assumed that the cost for town employees to participate in the GARE Learning Community would be on the lower end of the price
range. The GARE Learning Community involves many months of training sessions with GARE that teaches a group of employees how to
apply an equity lens through our daily work activities. After the group of employees have gone through the Learning Community, these
employees can take what they’ve learned and share it with the rest of their departments. After going through the GARE Learning
Community, we will have a better understanding on how to address racial equity issues and how best to train staff.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
It is a top priority to ensure that we are being fair and equitable to employees and the public. Racial equity is a sensitive topic so having
training on how to address the issues and to approach daily activities with an equity lens supports the town’s mission and vision.
Alternatives & operational impact if request is not funded:
If this is not funded in FY22, then employees may have to wait longer to receive the necessary racial equity training. We could try to find
other racial equity training opportunities that are less expensive, but these opportunities may not be as detailed and effective.
Additional information:
N/A
32
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Administration
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1 Temp. P/T HR Assistant
Convert personnel files to electronic files
and assist Safety Officer with
administrative tasks.
FY22 $31,766
33
Department/Division:Administation/HR & Safety
Position Title:Temporary Part‐Time HR Assistant
Number of Positions (if same job):1
Fiscal Year Requesting Position:FY22
Costs
Personnel 31,766
Operations ‐
Capital Outlay ‐
Total Costs for the Position(s)31,766$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Summary of Costs & Justification
In FY22, Human Resources hopes to convert all hard copy personnel files to electronic files. This will make accessing the files, public records, and
records retention more efficient. This will be a time consuming project that will require many hours of scanning and organizing documents. We would
like to hire a temporary part‐time employee for 6‐8 months to work 16‐20 hours a week, with flexibility on this depending on who we are able to hire.
If the person is able and wants to regularly work 20 hours a week then we would need to offer the employee benefits as we did the temporary part‐
time budget tech. However if the part‐time employee cannot work 20 hours a week, then we will not offer benefits. We would like this employee to
help scan documents for our personnel file conversion project as well as assist the safety and risk manager with administrative tasks. We envision at
least 4 hours each week, this employee would work with and help the safety and risk manager. With the current HR Director/Town Clerk vacancy, the
HR division has been short staffed and each employee has taken on an additional workload. Being able to hire a temporary part‐time employee will
help us move forward with many of the larger projects we are trying to accomplish in FY22.
34
Local Government Channel
35
LOCAL GOVERNMENT CHANNEL (PEG)
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime Compensation 0000000.0%
Salaries ‐ Regular 0000000.0%FY20 ‐ Discontinuing Local Gov't Channel
FICA 0000000.0%
Hospitalization 0000000.0%
Life/Disability/Vision 0000000.0%
Dental Insurance 0000000.0%
Retirement 0000000.0%
Supplemental Retirement ‐ 401K 0000000.0%
Personal Services Subtotal 0000000.0%
Operations
Training 0000000.0%
Postage 00000
00.0%
License Fees 0000000.0%
Supplies ‐ Departmental 0000000.0%
Supplies ‐ Data Processing 0000000.0%
Data Processing Services 0000000.0%
Miscellaneous 6,730000000.0%
Operations Subtotal 6,730000000.0%
Capital Outlay
Capital ‐ Data Processing Equipment 0000000.0%
Capital Outlay Subtotal 0000000.0%
Local Government Channel Total 6,730$ ‐$ ‐$ ‐$ ‐$ ‐$ 0.0%PEG revenues cover this budget unit's
% Change 6.7%‐100.0% 0.0% 0.0% 0.0%expenses
36
Accounting
37
ACCOUNTING
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 477 3,500 700 700 700 (2,800)‐80.0%
Salaries‐ Regular 310,985 273,512 285,919 285,919 285,919 12,407 4.5%FY21 ‐ Accounting Tech & AP Tech positions frozen
FICA 22,186 19,400 21,926 21,926 21,926 2,526 13.0%
Hospitalization 43,504 34,850 42,494 44,194 45,962 7,644 21.9%
Life/Disability/Vision 1,700 1,297 1,699 1,767 1,838 402 31.0%
Dental Insurance 1,616 1,214 1,570 1,633 1,698 356 29.3%
Retirement 26,021 25,175 32,675 36,114 39,553 7,500 29.8%
Supplemental Retirement ‐ 401K 14,217 13,095 14,331 14,331 14,331 1,236 9.4%
Personal Services Subtotal 420,707 372,043 401,314 406,584 411,927 29,271 7.9%
Operations
Training/Conferences/Conventions 4,822 3,120 4,879 2,030 2,030 1,759 56.4%
NC GFOA fall and spring conferences 750 750 750 750 Finance Director ‐ CPE
GFOA Washington DC Committee Trip 900000 Finance Director ‐ CPE
Purchasing Classes 500 1,700 500 500 Financial Analyst ‐ CLGPO
Payroll Certification Classes 500 2,249 600 600 Accounting Technician ‐ CPP
GFOA Annual GAAP Update 180 180 180 180 Finance Director ‐ Online CPE
Ethics Training 90000 Finance Director ‐ CPE
GAAFR Supplement 200000 Online and hardcopy update
Telephone/Internet 1,222 1,006 840 840 840 (166)‐16.5%
Cell Phone Reimbursement 1,006 840 840 840 FY20 ‐ 1 stipend at $70/mo
Postage 1,842 2,550 2,550 2,550 2,550 00.0%
Advertising 0 0 300 0 0 300 0.0%Public hearings and RFPs
Supplies ‐ Office 2,823 2,700 2,700 2,700 2,700 00.0%
Supplies ‐ Data Processing 273 500 1,000 1,000 1,000 500 100.0%
Tax Collection 33,640 39,000 39,000 39,000 39,000 00.0%Town share of OC's tax system cost + fees
Rental ‐ Equipment 588 600 650 650 650 50 8.3%Postage Machine
C.S. ‐ Financial System Maintenance 26,343 29,000 29,000 0 0 00.0%FY23 ‐ new ERP
Contract Services ‐ Prof. Services 0 26,000 1,000 1,000 1,000 (25,000)‐96.2%Professional accounting assistance
Cavanaugh MacDonald OPEB Report 300 300 300 300
Misc Professional Services 700 700 700 700
Interim Finance Director 25,000000
Data Processing Services 3,273 6,798 93,498 82,258 82,258 86,700 1275.4%
Tyler Incode AR Module 6,798 6,948 6,948 6,948
New ERP 0 86,550 75,310 75,310 FY22 ‐ 1x install fee
Dues & Subscriptions 1,625 1,485 760 1,435 1,435 (725)‐48.8%
GFOA 300 300 300 300
NC GFOA 50 50 50 50
NCACPA 250 0 250 250
AICPA 425 0 425 425
APA 290 290 290 290
CPA license renewal 120 120 120 120
Invoice Subscription 50000 Discontinue when Incode AR is implemented
Arbitrage 1,000000000.0%FY20 ‐ last yr of arbitrage for the N. Campus Funds
Miscellaneous 5,614 6,210 19,210 19,210 19,210 13,000 209.3%
PAFR Award Fee 250 250 250 250
CAFR Award Fee 460 460 460 460
Shred‐It 1,500 1,500 1,500 1,500
Bank Fees 3,000 14,000 14,000 14,000 FY22 ‐ Fees not increasing. Moved from Fund 30
Miscellaneous 1,000 3,000 3,000 3,000 to Acct Dept
Operations Subtotal 83,064 118,969 195,387 152,673 152,673 76,418 64.2%
Debt Service
Capital Lease 0000000.0%
Debt Service Subtotal 0000000.0%
Cost Allocations
Service Charge to Water/Sewer Fund (226,989) (245,506) (298,351) (279,629) (282,300)(52,845) 21.5%50% Allocated to Water & Sewer
Service Charge to Stormwater Fund (9,079) (9,820) (11,934) (11,185) (11,292)(2,114) 21.5%2% Allocated to Stormwater
Cost Allocations Subtotal (236,069) (255,326) (310,285) (290,814) (293,592)(54,959) 21.5%
Finance Total 267,702$ 235,686$ 286,416$ 268,443$ 271,008$ 50,730 21.5%
% Change 13.2%‐12.0% 21.5%‐6.3% 1.0%
38
Budget Justification Form
Department/Division: Accounting
Request: ERP system (Incode – Tyler Technologies)
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1
Line‐item where funds are requested: Data Processing Services
Fiscal year(s) & Amount(s) of request:
FY22 ‐ $86,550 (implementation costs)
FY23 ‐ $46,310 ($75,310 per year indefinitely for SAAS fee. A $46,310 increase over current system’s $29,000 annual fees)
FY24 ‐ $46,310
Describe request:
An ERP system is a business management software solution. Implementing an ERP system will improve efficiency in the operational areas of
finance, billing, and collections, budget, purchasing, and human resources by providing an integrated system that operates in real‐time
within a common database.
Governments first started implementing ERP systems in the late 1990s. Sacramento County, California, and Phoenix, Arizona both
converted to ERP systems during the time period and have benefited greatly ever since. The top benefits cited in this article
http://www.govtech.com/pcio/ERP‐Systems‐Turn‐10‐Years‐Old.html includes reduced paperwork, shortened business processes, the
elimination of redundant information, data integration, better decision making, and the ability to rapidly assess financial data.
The capabilities of an ERP system in the public sector are highlighted in this article http://www.govtech.com/featured/A‐New‐Role‐For‐
ERP.html.
Incode will facilitate efficiency in the following areas:
Streamline the purchasing, accounts payable, and payroll processes
Improved reporting
Document storage
Vendor management
Position control
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Improving processes and efficiency has been a top priority for the last four years. Implementing Incode will significantly move this goal
forward.
Alternatives & operational impact if request is not funded:
There are no alternatives. The impact is continuing to use SmartFusion and experience continued inefficiencies.
Additional information:
N/A
39
Planning
40
PLANNING
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 0000000.0%
Salaries ‐ Regular 285,286 266,630 309,964 306,664 306,664 43,334 16.3%FY21 ‐ Planning Tech position frozen
FICA 22,160 19,682 23,460 23,460 23,460 3,778 19.2%FY22 ‐ Unfreeze Planning Tech 7/1/21
Hospitalization 35,441 30,072 41,293 42,945 44,663 11,221 37.3%FY22 ‐ Intern (2 months)
Life/Disability/Vision 1,708 1,646 1,928 2,005 2,085 282 17.1%
Dental Insurance 1,243 1,090 1,528 1,589 1,698 438 40.2%
Retirement 26,386 26,227 34,960 38,640 42,320 8,733 33.3%
Supplemental Retirement ‐ 401K 14,169 12,525 15,333 15,333 15,333 2,808 22.4%
Personal Services Subtotal 386,393 357,872 428,466 430,636 436,223 70,594 19.7%
Operations
Training/Conferences/Conventions 3,991 2,000 4,000 7,000 7,000 2,000 100.0%Needed to maintain AICP certifications
Postage 684 1,300 1,300 1,300 1,300 00.0%FY21 ‐ To reflect increase postage costs
License Fees 3,827 3,200 3,200 3,200 3,200 00.0%
ArcGIS 3,200 3,200 3,200 3,200 Full version
Advertising 1,338 6,000 3,000 1,500 1,500 (3,000)‐50.0%
Supplies ‐ Departmental 1,137 1,200 1,800 1,800 1,800 600 50.0%FY21 ‐ inflationary increase
C.S. ‐ Engineering Review 23,750 26,400 4,000 0 0 (22,400)‐84.8%
Eno Mtn ‐> NC 86 study 26,400 000 80% MPO for two‐phase feasibility study
Ped Bridge over I‐85 0 4,000 0 0 80% MPO for feasibility study & design
C.S. ‐ Homelessness Coordinator 11,744 11,744 11,744 11,744 11,744 00.0%PEH opers & staff, TOH share of Housing Locator p
C.S. ‐ Minutes Preparer 0 5,000 5,000 5,000 5,000 00.0%Removed from PIO resp. Jan 2021
Dues & Subscriptions 2,191 2,260 2,900 2,900 2,900 640 28.3%FY22 ‐ Anticipate AICP certification for ED Planner
Miscellaneous 2,814 36,000 32,000 4,000 3,000 (4,000)‐11.1%
GIS support ‐ website maps 1,000 1,000 1,000 0 Digital conv & pub of Future Land Use Map
Historic District Guidelines Update 30,000000 Funds encumbered from FY20 60/40 grant
Temp service 4,000000
Large Document Scanning 0 10,000 0 0
Parking Study 0 18,000 0 0 Split w/Tourism Board and TDA
Miscellaneous 1,000 3,000 3,000 3,000 FY20 ‐ Mileage reimb moved from Training
HOME Funds Grant Match 3,941 4,225 4,200 4,200 4,200 (25)‐0.6%Affordable Housing & renovations in OC tied to HU
MPO Local Match Contribution 6,232 6,250 6,300 6,300 6,300 50 0.8%20% match‐surface transp. funding to MPO
Community Home Trust 0 2,500 2,500 2,500 2,500 00.0%FY21 ‐ moved from Special Appropriations budget
Operations Subtotal 61,650 108,079 81,944 51,444 50,444 (26,135)‐24.2%
Capital Outlay
Capital ‐ Vehicles 0000000.0%
Capital Outlay Subtotal 0000000.0%
Debt Service
Capital Lease 0000000.0%
Debt Service Subtotal 0000000.0%
Planning Total 448,043$ 465,951$ 510,410$ 482,080$ 486,667$ 44,459 9.5%
% Change 8.8% 4.0% 9.5%‐5.6% 1.0%
41
Department/Division:Planning
Position Title:Planning Technician
Number of Positions (if same job):1
Fiscal Year Requesting Position:FY22
Costs
Personnel 66,364
Operations 1,500
Capital Outlay ‐
Total Costs for the Position(s)67,864$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Summary of Costs & Justification
This position has been vacant since mid‐December 2019. The position remained frozen through FY21. Development activity has not markedly slowed
despite COVID. This position handles the most basic department functions that keep the lights on, providing direct service to the public and meeting
basic operational mandates (notices, filing, answering phone calls, and emails). Negative impacts of this continued vacancy include: 1) remaining staff
are overburdened and have no slack to work on issues that take thoughtful consideration or arise unexpectedly, 2) there is no opportunity for other
staff to take on higher level roles as part of transition preparedness for the pending retirement of the director, efforts to improve cross training and
redundancy, or expand institutional knowledge, 3) vacancy has hampered the mandated ordinance rewrite to reflect the new Chapter 160D in the
General Statutes, 4) provides insufficient staff support and participation in the pending Comprehensive Sustainability Plan, which is essential to the
department's function, and 5) doesn't provide the appropriate skill‐level support to needed administrative and record improvement projects long
overdue in the department (large format scanning & electronic archiving).
An identified gap in the knowledge base of current staff is intermediate familiarity with ARC GIS to do analysis, maintain our online searchable maps,
and fully participate in regional activities requiring population and job projections in a geographic format. This skillset is often available with more
recent graduates (previous technician). We "over hired" last time ‐ selecting a candidate who had a masters degree (and requiring a higher salary for
entry level work). A lower salary is sought this year to keep our focus on entry‐level skills.
One alternative would be to seek a more administrative position who could be trained to handle some basic planning functions. This option does not
provide the relief and support to allow existing staff to grow and support initiatives, but it would provide a small break from the last 18‐24 months of
overwork. This option also does not continue to grow the institutional memory and capacity of staff to provide coverage at retirement or other
relocations. This options also does not provide a meaningful cost savings. Part‐time assistance from a temp agency is even less cost‐effective as rates
paid to temp agencies are much higher.
42
Budget Justification Form
Department/division: Planning
Request: Scan Large Format Documents
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1 – Must do
Line‐item where funds are requested: Miscellaneous
Fiscal year(s) & amount(s) of request:
FY22 ‐ $10,000
Describe request:
Large scale developments are required to submit large format drawings of their proposals for review and approval by the town prior to
construction. The town has about 30 years of these plans on file. Scanning would allow the paper files to be culled and still maintain the
desirable information the documents contain. Scanning includes character recognition for the writing on the plans and file naming to make
searching simple.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This project helps us to run a more efficient operation and provide better service. The current paper files are beginning to deteriorate and
take up significant storage space. The request has been upgraded to a must do because the file drawers are overfull and need to be culled
immediately.
Alternatives & operational impact if request is not funded:
This project could be delayed or implemented in small parts to ease the expenditure.
Additional information:
This estimate is approximate since we do not know the exact number of pages we need to scan. The project is easily scalable to meet this
figure – i.e. we’d scan the oldest plans first. Stormwater and cemetery plans also require scanning. The intent is to start with a small trial
batch to ensure we understand file naming and any other concerns and then expand as funds are available. If the funds provided can be
stretched to the other noted divisions, we will gladly expand the scope.
The identified vendor offers a trial and works regularly with Orange County. They also include delivery or pick up, are located in Siler City,
and can do on‐demand if we need plans back immediately.
43
Budget Justification Form
Department/division: Planning
Request: Downtown Parking Study
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2 ‐ Should do
Line‐item where funds are requested: Miscellaneous
Fiscal year(s) & amount(s) of request:
FY21 ‐ $50,000 ($18,000 Planning, $16,000 Tourism Board, & $16,000 Tourism Development Authority)
Describe request:
Engage a consultant to undertake a parking study for the downtown area. The scope should include adequacy of current facilities, turnover
during peak times, estimated demand under a variety of redevelopment scenarios, adequacy of current ordinance requirements, and
access for deliveries and unloading. The data collection needs to be done during peak tourist seasons (i.e. October) to understand the high
demand that events put on downtown.
The opportunity to cost share is an important consideration. It is also important to undertake this type of study before there are specific
development proposals in the review process that skew the results. Completing this before any county properties come up for
redevelopment is very important.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Having a study prepared by professionals will help respond to public feedback and development proposals and supports the balanced
scorecard goal of economic vibrancy. The perception of limited or challenging parking can limit reinvestment in downtown and impacts the
success of tourism efforts.
Alternatives & operational impact if request is not funded:
Staff could update the studies prepared in 2010, however we are not experts and our findings will not stand up to criticism. Further, the
time necessary to complete this work is significant and would curtail other department activities and regular functions.
Additional information:
The clear relationship to economic development and tourism make this a good opportunity to cost share with partner organizations. Any
perception of limited or challenging parking can negatively impact tourism efforts along with redevelopment and reinvestment in downtown.
Carrboro had a similar study prepared. We can share links to that document if anyone wants more information.
44
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Planning
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1 Partnership to End
Homelessness
Two‐year phased implementation of
costs associated with Orange County
Homeless System Gaps analysis
recommendations from 2019.
FY23
FY24
$36,060
$60,817
45
Budget Justification Form
Department/division: Planning
Request: Partnership to End Homelessness
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 3 ‐ could do
Line‐item where funds are requested: C.S. – Homelessness Coordinator
Fiscal year(s) & amount(s) of request:
FY23 ‐ $36,060
FY24 ‐ $60,817
Describe request:
Initiative to fill homeless system gaps. The Partnership to End Homelessness has been accessing outside sources to maintain and expand
services since 2019. Their request remains unchanged for FY22 at $11,744. The requested amounts are based on the 2019 Gaps analysis,
which is the most current information available. Requested funds are in addition to current $11,800/year contribution.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
N/A
Alternatives & operational impact if request is not funded:
N/A
Additional information:
N/A
46
Town Hall Campus
47
TOWN HALL CAMPUS
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 0000000.0%
Personal Services Subtotal 0000000.0%
Operations
Utilities 17,473 20,000 22,000 24,200 26,620 2,000 10.0%
Maintenance ‐ Buildings 32,914 34,300 42,700 47,700 27,700 8,400 24.5%
General Maintenance 31,500 22,000 22,000 22,000
Generator Maintenance 2,800 2,800 2,800 2,800 Town Hall and Annex campuses
HVAC Allowance 0 17,500 2,500 2,500 FY22 ‐ Replc at Town Hall; 21‐26 years old
Annual Terminte Treatment/Inspection 0 400 400 400
Replace roof on Main Building 0 0 20,000 0 FY23 ‐ Roof was last replaced in 1996
Electricity & heat to bathroom areas 0000
Paint Exterior of Carriage House 0000
Supplies ‐ Office 939 2,000 2,500 2,500 2,500 500 25.0%FY20 forward ‐ copy paper only
Contract Services ‐ Alarm 2,225 4,000 4,500 4,500 4,500 500 12.5%FY20 ‐ Add'l facilities added to N Campus
Contract Services ‐ Copier 8,194 10,000 15,000 15,000 15,000 5,000 50.0%FY20 ‐ Consolidated dept'l expense
Operations Subtotal 61,745 70,300 86,700 93,900 76,320 16,400 23.3%
Capital Outlay
Capital ‐ Buildings & Improvements 0000000.0%
Capital ‐ Data Processing 0000000.0%
Capital Outlay Subtotal 0000000.0%
Debt Service
Capital Lease 200,171 200,171 200,171 200,171 200,171 00.0%
North Campus Project 200,171 200,171 200,171 200,171 Debt retired FY33
Debt Service Subtotal 200,171 200,171 200,171 200,171 200,171 00.0%
Cost Allocations
Cost Allocation ‐ Water/Sewer (126,646) (59,504) (63,112) (64,696) (60,828) (3,608) 6.1%22% Allocated to Water & Sewer
Cost Allocation ‐ Stormwater (31,502) (35,161) (37,293) (38,229) (35,944)(2,132) 6.1%13% Allocated to Stormwater
Cost Allocations Subtotal (158,148) (94,665) (100,405) (102,925) (96,772)(5,740) 6.1%
Town Hall Campus Total 103,768$ 175,806$ 186,466$ 191,146$ 179,719$ 10,660$ 6.1%
% Change ‐44.0% 69.4% 6.1% 2.5%‐6.0%
48
Public Space
49
PUBLIC SPACE
`
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 137 200 250 250 250 50 25.0%
Salaries ‐ Regular 115,234 117,000 117,217 117,217 117,217 217 0.2%
FICA 8,696 8,190 8,986 8,986 8,986 796 9.7%
Hospitalization 19,253 18,300 20,348 21,162 22,008 2,048 11.2%
Life/Disability/Vision 770 768 802 834 867 34 4.4%
Dental Insurance 713 677 746 776 807 69 10.2%
Retirement 10,691 11,670 13,191 14,801 16,210 1,521 13.0%
Supplemental Retirement 5,882 6,324 5,873 5,873 5,873 (451)‐7.1%
Personnel Expansion ‐ Personnel Costs 0 0 67,576 68,586 69,615
Facilities Coordinator 0 67,576 68,586 69,615
Personal Services Subtotal 161,376 163,129 234,989 238,485 241,833 71,860 44.1%
Operations
Travel & Training 0 0 1,000 1,000 1,000 1,000 0.0%Leadership training
Telephone/Internet 1,864 1,320 1,512 1,512 1,512 192 14.5%
Cell Phone @ $70/mo (1) 840 840 840 840
Cell Phone @ $40/mo (0.4) 0 192 192 192
WiFi Hot Spot 480 480 480 480
Utilities 2,975 3,732 4,105 4,516 4,967 373 10.0%Gold PK, Cates Ck, & Exchange PK restrooms
Travel/Vehicle Allotment 3,738 3,600 3,600 3,600 3,600 00.0%In lieu of town vehicle
Maintenance ‐ Buildings 6,732 9,592 29,592 29,592 29,592 20,000 208.5%
Cleaning ‐ Cates Creek Park 3,000 3,000 3,000 3,000
Cleaning ‐ Gold Park 3,000 3,000 3,000 3,000
Recycling Service 3,592 3,592 3,592 3,592 Recycling pick‐up fee dwntn/town fac.
Facilities Maintenance 0 20,000 20,000 20,000 Expenses not accounted for at dept level
Maintenance ‐ Grounds 231,063 209,184 209,184 209,184 209,184 00.0%FY20 Contract restructured, new contractor m
Play Area Surfacing (Engineered Fiber) 5,964 5,964 5,964 5,964 Contract cost $497 per month
Mulch Dog Park 6,000 6,000 6,000 6,000 Replacement after flood events
General Grounds Maintenance Contract 153,132 153,132 153,132 153,132 Contract cost $12,761 per month
Water and Wastewater Plant Mowing 13,368 13,368 13,368 13,368 Contract cost $1,114 per month
Gold Park Mowing & Field Maint.18,420 18,420 18,420 18,420 Contract cost
Cates Creek Mowing & Field Maint.12,300 12,300 12,300 12,300 Contract cost
Maintenance ‐ Parks 83,955 54,600 39,500 38,000 35,500 (15,100)‐27.7%FY20 Gold Park boardwalk repairs
Parks Repairs 6,100 10,000 10,000 10,000 General repairs and supplies
Greenway Repairs 5,000 5,000 5,000 5,000
Riverwalk Bridge Inspections 0 4,000 0 0 Once every three years
Cates Creek Park Upgrades 2,000 2,500 2,500 2,500 Adjusted Annual funds for regular upgrades
Gold Park Upgrades 5,000 5,000 5,000 5,000 Annual funds for regular upgrades, FY21 yard hydr
Hillsborough Heights Park Upgrades 2,500 2,500 2,500 2,500 Annual funds for regular upgrades and amenities,
Kings Highway Park Maint/Upgrades 3,000 3,000 3,000 3,000 Annual funds for upgrades, trail clearing
Murray Street Park Upgrades 2,500 2,500 2,500 2,500 Annual funds for regular upgrades
Greenway Upgrades 1,000 1,000 1,000 1,000 Adjusted Annual funds for regular upgrades
Turnip Patch Park Upgrades 2,500 2,500 2,500 2,500 Annual funds for regular upgrades
Riverwalk Greenway Upgrades 0 1,500 1,500 1,500
Inclusive Playground Equipment 25,000 0 0 0 Equipment to be installed at Gold Park
Hills. Heights Yard Hydrant & Hot Box 0 0 2,500 0
Maintenance‐Trees 13,469 16,200 26,000 26,000 26,000 9,800 60.5%
Tree Maintenance and Removal 10,000 15,000 15,000 15,000 Tree pruning & removals at facilities
Public Information ‐ Tree Board 1,000 1,000 1,000 1,000
New Trees 5,200 5,200 5,200 5,200
New Trees & Plant Material 0 4,800 4,800 4,800
Maintenance ‐ Infrastructure 11,287 12,000 9,000 20,000 9,000 (3,000)‐25.0%
Streetscape 3,000 3,000 3,000 3,000 FY20 ‐ Spring projects on hold by Covid
Pavement Markings 6,000 0 3,000 0 Replenish pavement markings at parks
Interpretive Signage Upgrades 0 0 8,000 0 4 signs (design and fabrication)
Signage Maintenance 2,000 5,000 5,000 5,000
Public Art 1,000 1,000 1,000 1,000 FY20 Spring projects on hold by Covid
Supplies ‐ Office 140 500 1,000 1,000 1,000 500 100.0%
Supplies ‐ Departmental 258 600 600 600 600 00.0%
Supplies ‐ Safety 0 300 300 300 300 00.0%
Uniforms 40 200 200 200 200 00.0%
Rental ‐ Land 16,083 18,265 18,317 18,372 18,429 52 0.3%
Lease ‐ Calvin Street Entrance 150 150 150 150 NC R/R lease for Calvin Street trail
Lease ‐ W. King Parking Lot 16,800 16,800 16,800 16,800
Lease ‐ W. Margaret Ln Loading Zone 1,315 1,367 1,422 1,479 Annual 4% increase per lease
Dues & Subscriptions 52 100 500 500 500 400 400.0%SSDN dues
50
Miscellaneous 4,280 3,000 157,000 157,000 157,000 154,000 5133.3%Property survey and feasibility studies
Miscellaneous 3,000 7,000 7,000 7,000
Climate Change Initiatives 0 150,000 150,000 150,000
Personnel Expansion ‐ Oper. Costs 0 0 9,300 6,250 6,415
Facility Coordinator 0 9,300 6,250 6,415
Operations Subtotal 375,936 333,193 510,710 517,626 504,799 177,517 53.3%
Capital Outlay
Capital ‐ Vehicles 0024,0000024,000 0.0%FY22 ‐ Vehicle for Facility Coordinator
Capital ‐ Equipment 0 0 0 0 0 00.0%
Capital ‐ Buildings & Improvements 00 00000.0%
Capital Outlay Subtotal 0024,0000024,000 0.0%
Debt Service
Debt 241,141 242,799 237,576 232,355 232,355 (5,223)‐2.2%
Riverwalk Phase I 86,724 84,909 83,095 0 Debt Retired in FY23
Riverwalk Phase II & III 156,075 152,667 149,260 73,352 Debt Retired in FY24
Future Park Projects 0 0 0 159,003 Place holder for future projects
Debt Service Subtotal 241,141 242,799 237,576 232,355 232,355 (5,223)‐2.2%
Transfers
Transfer to Cates Creek Greenway 0 0 0 0 0 00.0%
Design 0 000
Expansion Trails & Facilities 0 0 0 0
Transfer to Skateboard Park 00 00000.0%
Transfer to General Capital Improv.0 0 20,000 20,000 20,000 20,000 0.0%Small connectivity projects
Transfer to Riverwalk ‐ Phase III 00 00000.0%
Transfer to Riverwalk ‐ CMAQ 50,343 0 0 0 0 00.0%Sidewalk improvement on Allison St, S. Nash
Transfers Subtotal 50,343 0 20,000 20,000 20,000 20,000 0.0%& Calvin St
Cost Allocations
Cost Allocation ‐ Water/Sewer (25,800) (13,368) (13,368) (13,368) (13,368)00.0%Allocated to Water/Sewer for Mowing
Cost Allocations Subtotal (25,800) (13,368) (13,368) (13,368) (13,368)00.0%
Public Space Total 802,996$ 725,753$ 1,013,907$ 995,098$ 985,619$ 288,154 39.7%
% Change 0.5%‐9.6% 39.7%‐1.9%‐1.0%
51
Department/Division:Public Space
Position Title:Facilities Coordinator
Number of Positions (if same job):1
Fiscal Year Requesting Position:FY22
Costs
Personnel 67,576
Operations 9,300
Capital Outlay 24,000
Total Costs for the Position(s)100,876$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Summary of Costs & Justification
Currently, repairs and maintenance at each town facility are supervised by a different staff person. This leads to inefficiencies and redundancy. Also,
current staff are asked to oversee repairs in areas outside their expertise. Ten different staff members act as facility managers. When surveyed about
the necessity of this position eight reported an immediate need for this position and indicated that the current sytem is a burden and inefficient, while
one requested to continue taking lead on maintenance at their facility. The Facility Repair Maintenance position would be responsible for coordinating
basic building and site repairs to town facilities and park buildings. This position would be responsible for monitoring facilities and park buildings to
determine maintenance needs and would also recieve repair orders from various town staff and citizens. This position would complete some of the
work personally but would also supervise contractors from outside firms or coordinate with the Public Works Department and Utilities Department for
specific tasks. This position will keep records of inspections and repairs and develop a vendor database and maintenance schedule for facilties and park
buildings. This position may also work on sustainability initiatives and projects at facilities as directed. This position will report to the Public Space
Manager and provide support to the Public Space Division. See provided task list for more details.
We do not currently have an office space available for the person. Office space would need to be in close proximity to Public Space Manager at Town
Hall Campus
52
Facilities tasks:
Develop and track maintenance schedules across all facilities for HVAC, roofing, flooring,
plumbing, electricity, IT network, painting, lighting, and gutters
Coordinate safety & fire inspections – reporting & tracking actions
o Include replacing lightbulbs & air filters
o Smoke detectors & carbon monoxide detectors
o Testing emergency lighting, fire doors, Fire extinguishers, and AEDs
o Posting evacuation plans
Playground safety inspections – reporting and tracking
Contract oversight for the following facility aspects:
o Grounds maintenance – lawn care and maintenance of plant materials & ground covers
o Cleaning – selection, management & securing supplies
o HVAC maintenance – including thermostat maintenance for energy efficiency,
programming & battery replacement
o Pest control – regular treatments & occasional termite inspection
o Generators – regular maintenance and repair for any that are outsourced
o Solid waste and recycling collection – including initiatives and coordination with Orange
County & vendors
o Gutter & drainage system upkeep, inspection, and repairs
o General building repair and maintenance – includes developing a vendor database,
developing contracts as it benefits the town, and coordination
o Furniture, Fixtures, and Equipment (non‐IT) – vendor identification and coordination‐
primarily for new or renovated facilities, but some routine work as well
Security – programming, passcode maintenance, access control, & alarm response
Key and swipe card management
Site features repairs and upkeep (walkways, steps, handrails, benches, picnic areas, flags etc.)
Parking and driveway upkeep (pavement markings, and asphalt/gravel upkeep)
Stormwater inspections and upkeep
Mold prevention and abatement/indoor air quality
ADA transition and initiatives at facilities
Source sustainable vendors and supplies
Sustainability initiatives‐ LED transitions, SMART thermostats, energy efficiency and tracking
Solar and renewables initiatives
Purchasing basic supplies – toilet paper, cleaning supplies, lightbulbs, air filters
Minor construction upgrades
Coordinate with IT for phones & general network access
Facility recordkeeping (property information, floorplans, utility locations, etc)
Wall art, décor and display policies for facilities
Signage for facilities
Manage clean up days
With 10 facilities, we are paying some folks $50 an hour or more to do these functions. Sometimes we
are also paying contractors to do things like lightbulb replacement.
These items tie into our overall energy use & sustainability efforts. Consolidating these under one
division will help as we try to improve and reduce greenhouse gas emissions.
53
Budget Justification Form
Department/division: Public Space
Request: Additional interpretive signs with topics not yet covered by existing signs
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 3 – Could do
Line‐item where funds are requested: Maintenance – Infrastructure
Fiscal year(s) & amount(s) of request:
FY23 ‐ $8,000
Describe request:
Funds are needed for four new interpretive signs in FY21. The existing interpretive signage program includes 12 signs on Riverwalk and 7
signs at town sites. It is a well‐received and popular program. It takes 12‐18 months to develop and vet original content for the signs. The
FY22 funds would cover design and fabrication costs for the following signs:
1. Burwell School/Elizabeth Keckley
2. Dickerson Chapel/Job Berry
3. Occaneechi History and Village Replica Site
4. Conservation and Green Infrastructure at Cates Creek Park
Tourism funds or grant sources may be available for this project. The program could be expanded to include additional sites that have been
identified as priorities for signage including: Kings Highway Park (2), Cedar Lane, downtown Hillsborough, Turnip Patch Park butterfly
garden, Murray Street Park bird park, and the Town Cemetery. Each sign costs $1,000 for design and nearly $2,000 for fabrication (roughly
$20,000 total). There may be some economies of scale for design costs if additional signs are added.
The interpretive sign program is very popular with tourists but generally they are discovered by accident. The signs could be a tourism draw
if we advertise them as a self‐guided tour. A brochure or a short video about the program could be used to entice visitors to town. These
items may cost $10,000.
So, expanding the program to include the additional signs mentioned above and the development of a brochure and video would likely add
$30,000 to the project costs.
It takes 12‐18 months to develop content for the signs.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This project accomplishes the town’s strategic objectives to serve the community by conserving cultural resources and improving public
spaces.
Alternatives & operational impact if request is not funded:
This project can be delayed to a future budget year. However, the volunteers on the Signage Committee are already working on these signs
through engaging with community members and local experts. If the project is not funded in the next year or two, the community
members may lose interest in the project.
Additional information:
Example of an existing interpretive sign
54
Section 1 Project Title:Budget Unit #: 6300
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future New
FY23 FY24 FY25 Years
4,415,000 20,000 400,000 4,000,000 ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans 20,000 400,000 420,000
Engineering / Arch. Serv.800,000 800,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.3,200,000 3,200,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.20,000 400,000 4,000,000 ‐ ‐ ‐ ‐ 4,420,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 20,000 400,000 4,000,000 ‐ ‐ ‐ ‐ 4,420,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
2,000,000 2,000,000
16,000 320,000 336,000
4,000 80,000
2,000,000 2,000,000
Total Program Financing 20,000 400,000 4,000,000 ‐ ‐ ‐ ‐ 4,336,000
Section 6 Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
NCDOT Bike/Ped.
Funding Source(s)
STPBG
Local Match
Local Debt Financing
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
Conduct a feasibility study to design and construct a pedestrian bridge over I‐85 to connect the Collins Ridge greenway system to neighborhoods south of I‐85.
The feasibility study is the necessary first step in this project and will include a technical memo outlining permitting requirements and site constraints as well as
a final narrative report. A construction cost estimate will also be included. If the project is found to be not feasible then the project funds for design/engineering
and construction would not be needed.
Public Space
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Pedestrian Bridge over Interstate 85
General Government
Total
Appropriations to
date
Functional Area:
Type of Expenditure
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
This project was first introduced when Collins Ridge was seeking Master Plan approval. Conditions of the approval require the developers to reserve and make
available to the town land to accommodate pedestrian and bicycle connectivity and to work with the town to determine the location and specific design details
for pedestrian and bicycle connectivity between the parcel south of I‐85 and the public rights‐of‐way, sidewalks, greenways, and trails in Collins Ridge. The
bridge is critical to providing a safe pedestrian crossing of the interstate. Feasibility of the bridge needs to be determined to aid efforts by the town to work with
the Collins Ridge developer and plan for future connectivity projects.
Conduct a feasibility study and design/engineer and construct a pedestrian bridge over I‐85 to connect the Collins Ridge greenway system to neighborhoods
south of I‐85. The feasibility study is the necessary first step in this project. If the project is found to be not feasible then the project funds for
design/engineering and construction would not be needed. The project may compete well for TIP funding with the state. That funding will likely not be sufficient
to cover the whole cost and may not be awarded to meet the schedule below. Local debt financing is being shown to close the funding gap. Additional funding
options, including grants, will be pursued once the feasibility of the project is determined.
55
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Public Space
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1 Daily Cleaning/Sanitation
Parks Restrooms
5 Additional cleanings per week at both
Gold Park and Cates Creek Park FY22 $14,000
2 Pedestrian Bridge Over I‐85
Construct pedestrian bridge over I‐85 to
connect the Collins Ridge greenway
system to neighborhoods south of I‐85.
FY23
FY24
$80,000
$2,000,000
56
Budget Justification Form
Department/division: Public Space
Request: Daily cleanings and sanitation at Gold Park and Cates Creek Park
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1 – Must do
Line‐item where funds are requested:
Maintenance‐Buildings
Fiscal year(s) & amount(s) of request:
FY23: $14,000 ($7,000 for Gold Park and $7,000 for Cates Creek Park)
Describe request:
Funds are needed to continue to contract daily cleaning and sanitation services at parks restrooms during the COVID pandemic.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This project accomplishes the town’s strategic objectives to increase citizen and community safety.
Alternatives & operational impact if request is not funded:
We can return to twice a week cleaning as we did before COVID.
Additional information:
Chapel Hill, Carrboro and Orange County parks departments are all planning to continue daily restroom cleaning and sanitation for FY22.
57
Safety & Risk Management
58
SAFETY & RISK MANAGEMENT
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 72,866 80,152 79,752 79,752 79,752 (400)‐0.5%
FICA 6,615 5,971 6,101 6,101 6,101 130 2.2%
Hospitalization 9,998 9,753 10,078 10,481 10,900 325 3.3%
Life/Disability/Vision 526 526 541 563 585 15 2.9%
Dental Insurance 353 363 393 409 425 30 8.3%
Retirement 7,847 7,976 9,092 10,049 11,006 1,116 14.0%
Supplemental Retirement ‐ 401K 3,594 4,204 3,988 3,988 3,988 (216)‐5.1%
Personal Services Subtotal 101,798 108,945 109,945 111,343 112,757 1,000 0.9%
Operations
Training/Conferences/Conventions 9,319 7,000 15,000 16,000 16,000 8,000 114.3%
Training for Safety & Risk Mgmt Officer 1,000 4,000 4,000 4,000 Carolina Star; safety trainings; UNC SOG‐reduce $2,000
Safety Training for Town Employees 2,000 7,000 8,000 8,000 FY21‐ incl water and wastewater certification; est. $3,500
Interactive Training/Adobe Connect 1,000 1,000 1,000 1,000 Webinars/taped courses for easier access
CPR/AED/First Aid Training 3,000 3,000 3,000 3,000
Telephone/Internet 840 840 840 840 840 0 0.0%
Smart Phone Stipend @ $70/mo (1)840 840 840 840
Postage 120202020 0 0.0%
License Fees 0 0 1,200 1,200 1,200 1,200 0.0%
Maintenance ‐ Buildings 2,530 3,000 3,000 3,000 3,000 0 0.0%
Maintenance ‐ Equipment 0 1,500 3,000 3,000 3,000 1,500 100.0%Maintain current AED's as well as new PD AED's
Gasoline 525 500 550 605 666 50 10.0%
Supplies ‐ Office 62 500 500 500 500 0 0.0%
Supplies ‐ Departmental 0 200 750 750 750 550 275.0%
Departmental Supplies ‐ OSHA 10,230 34,400 40,000 40,000 38,000 5,600 16.3%FY25‐Replc existing AEDs
Safety Supplies 20,000 25,600 25,600 23,600 Additional supplies due to Covid‐19 supplies; PD AEDs
Fire Extinguisher Audit & Recharge 4,000 4,000 4,000 4,000 FY21‐$4000 moved from Maint‐ Equip line‐item
Safety Shoes 10,400 10,400 10,400 10,400 FY21‐$200/eligible employee; centralize exp. in Safety
Drug Testing 1,824 6,500 7,000 7,000 7,000 500 7.7%
Dues & Subscriptions 80 300 1,250 1,250 1,250 950 316.7%
Miscellaneous 209 19,840 40,750 10,750 10,750 20,910 105.4%
ARC Flash Study 19,090000
ADA Transition Plan 0 40,000 10,000 10,000
Miscellaneous 750 750 750 750
Safety Awards Program 12,610 9,387 13,500 13,500 13,500 4,113 43.8%
Funded with insurance savings
Operations Subtotal 38,230 83,987 127,360 98,415 96,476 43,373 51.6%
Capital Outlay
Capital ‐ Vehicles 000000 0.0%
Capital ‐ Equipment 000000 0.0%
Capital Outlay Subtotal 000000 0.0%
Cost Allocations
Cost Allocation ‐ Water/Sewer (56,091) (96,466) (118,653) (104,879) (104,617)(22,187) 23.0%50% Allocated to Water & Sewer Fund
Cost Allocation ‐ Stormwater (2,245) (3,859) (4,746) (4,195) (4,185)(887) 23.0%2% Allocated to Stormwater Fund
Cost Allocations Subtotal (58,335) (100,325) (123,399) (109,074) (108,802)(23,074) 23.0%
Safety & Risk Management Total 81,692$ 92,607$ 113,906$ 100,684$ 100,431$ 21,299$ 23.0%
% Change 36.4% 13.4% 23.0%‐11.6%‐0.3%
59
Budget Justification Form
Department/division: Safety & Risk Management
Request: ADA Transition Plan Contract
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1 – Must do
Line‐item where funds are requested: Miscellaneous
Fiscal year(s) & amount(s) of request:
FY22 – $60,000 (Plan)
FY23 – $10,000 (Implement recommendations)
FY24 – $10,000 (Implement recommendations)
Describe request:
This is a request to contract with a vendor who has the knowledge and experience to develop the ADA transition plan for local
governments. The ADA Transition plan is a requirement under the Americans with Disabilities Act (ADA) Title II. Under Title II of the ADA,
people with disabilities must have an equal opportunity to participate in and benefit from state and local governments’ programs, services,
and activities. Applying for a business license, using a town playground, participating in a town fair, registering to vote, and attending a
public university are some of public entities’ programs, services and activities covered by the ADA. More information about ADA Title II
requirements can be found here: https://www.adaactionguide.org/ada‐title‐ii‐requirements#introduction. The ADA Transition Plan will be
a living document. However, the town needs to conduct a self‐evaluation/audit to develop the transition plan that will consist of
information on all existing facilities and an action plan on making improvements to ensure the facilities are ADA compliant.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This will help the town identify which facilities are ADA compliant and which facilities need improvement. In the long run, this ADA
Transition Plan will help ensure that town facilities are accessible to the public. This is a high priority in that we want to ensure our
community and facilities are all inclusive and do not prohibit those with disabilities from enjoying the community to its fullest.
Alternatives & operational impact if request is not funded:
If this isn’t funded then the project adds more work for the safety and risk manager, safety committee members and Human Resources.
The safety and risk manager would need to work with the safety committee members and other town employees to assist in the self‐
evaluation/audit and recording information on all facilities, sidewalks, curb ramps, services, and programs. This will take a lot of time trying
to coordinate working schedules and to teach the safety committee about the ADA Transition Plan and the different compliance
requirements. There will also be a learning curve for those who are helping with the facility audits and they will need to learn new skills and
learn how to use the various tools that are needed to record accurate measurements.
Here is a link to an ADA checklist for existing facilities https://www.adachecklist.org/doc/fullchecklist/ada‐checklist.pdf. This is a 90‐page
document that staff would have to go through for each town facility. The human resource and safety offices, along with many other
departments within in the town are short staffed. Being short‐staffed limits the capacity that staff must have to focus on this project, and it
limits the capacity for safety committee members to help. If we move forward with this without contracting out the project, I foresee that
the ADA Transition Plan will not be complete, employees will unintentionally cut corners and things will be missed due to staff’s workloads.
Additional information:
Safety and Risk Manager, David Moore, is the ADA Coordinator for the town. If anyone in the public needs an accommodation from the town,
they should contact David Moore for the request. The Safety and Risk Manager David Moore and HR Analyst Haley Bizzell began working on
the ADA Transition Plan in 2019. The town currently has an ADA policy statement and grievance procedure, and a public notice was sent out
by Public Information and is posted on the town’s website. We also now have ADA compliant language on the board meeting agendas.
However, this is only the smallest requirement under ADA Title II. The next steps in the ADA Transition Plan is for the town is to conduct a
self‐evaluation/audit of all town facilities, including buildings, sidewalks, parks, greenways, curb ramps, etc. Since COVID‐19 hit in 2020 no
progress has been made and we have become short staffed and workloads have greatly increased. The town has never completed this type
of audit or transition plan and staff do not have the knowledge and expertise that the vendor we would use does.
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Information Services
61
INFORMATION SERVICES
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Actual Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 46,923 100,385 100,000 100,000 100,000 (385)‐0.4%FY20 ‐ position filled 1/20
FICA 3,708 7,407 7,650 7,650 7,650 243 3.3%
Hospitalization 4,855 9,863 10,078 10,481 10,900 215 2.2%
Life/Disability/Vision 281 612 630 655 681 18 2.9%
Dental Insurance 167 363 393 409 425 30 8.3%
Retirement 4,498 10,000 11,400 12,600 13,800 1,400 14.0%
Supplemental Retirement ‐ 401K 2,397 5,358 5,000 5,000 5,000 (358)‐6.7%
Personal Subtotal 62,829 133,988 135,151 136,795 138,456 1,163 0.9%
Operations
Training/Conferences/Conventions 0 0 3,600 3,600 5,100 3,600 0.0%Training for IT manager &/or employees
Staff Training 0 1,000 1,000 2,500
NCLGISA Conference 0 2,600 2,600 2,600 4 conferences per year
Telephone/Internet 85,957 119,936 117,500 117,500 118,500 (2,436)‐2.0%
Telephone (CenturyLink) & Internet (Spectrum) 72,000 72,000 72,000 75,000 FY21‐Consolidate in IT; addl units due to pandemic
Cellular Devices (Verizon) 32,310 35,500 35,500 35,500 FY21‐Consolidate in IT
Phone System Maintenance & Support 15,626 10,000 10,000 8,000 FY21‐Phone Rollout to WTP/OWTP
Postage 25 0 50 50 50 50 0.0%
License Fees 71,717 52,832 75,650 83,100 115,230 22,818 43.2%
O365 License Fees 35,563 35,500 35,500 35,500
Barracuda Email Archiving Updates & License Fees 0 0 6,750 0 3‐year licenses; due 4/23
Meraki Networking Device License Fees 0 0 0 38,380 3‐year licenses; due 8/23
DNS Web Filter License 0 6,000 6,000 6,000 Switching to annual cost in FY22
Password Management Software 0 350 350 350 Deferred
Adobe Licenses 8,329 8,600 8,800 8,800 Acrobat Pro, Premier, Photoshop & InDesign
Electronic Signature/Workflow Software 0 6,000 6,000 6,000 Request from Accounting Dept.; Deferred
Zoom Video‐Conferencing License Fees 3,598 4,000 4,200 4,200 FY21 ‐ Began use during pandemic for mtgs and telewor
Laserfiche LSAP Fees 4,142 11,000 11,000 11,500 Move to IT in FY22 ‐ expanding use of Laserfiche to add'
Survey Monkey License Fees 1,200 1,200 1,500 1,500 Moving to IT budget in FY22
Miscellaneous License Fees 0 3,000 3,000 3,000
Travel/Vehicle Allotment 1,875 1,800 1,800 1,800 1,800 0 0.0%
Supplies ‐ Data Processing 90,254 26,719 112,000 115,000 57,500 85,281 319.2%
Replace Computers 18,119 96,000 99,000 40,000 FY21 ‐ deferred replacements; FY22/FY23 ‐ increase due
Replace Tablets 4,000 5,000 5,000 5,000 to replacements that were deferred in FY21
Replc/Upgrade Networking Devices 0 3,500 3,500 7,500
Miscellaneous 4,600 7,500 7,500 5,000 FY22 & FY23 ‐ add scanners for use with Laserfiche
Data Processing Services 214,534 216,250 345,040 353,575 329,996 128,790 59.6%
Routine Maintenance and Support 136,500 140,500 144,725 149,070 Includes 24/7 support for Police MDTs
CBI Mobile Device Management 3,600 3,700 3,810 3,925 Monitor, manage and secure mobile devices
Special Project Support 4,320 15,000 15,000 15,000 Unexpected needs, system upgrades, etc.
Server & O365 Back‐up 39,780 50,230 51,250 52,510
CBI Artificial Intelligence Threat Protection 8,190 8,435 8,685 8,945
Huntress Endpoint Protection 4,680 4,820 4,965 5,114
CBI Cloud Spam Filtering 9,180 9,455 9,740 10,032
Miscellaneous Security Assessments 5,000 15,000 15,000 15,000 Wireless, cloud, mobile security, CJIS, etc.
MS365 Government Cloud Upgrade 0 35,000 0 0 Needed to be CJIS compliant; 1x expense
Data Storage System (SAN) 0 18,000 7,000 7,000 Storage for PD evidentiary data, laserfiche, etc.
Building Access and Camera System 0 0 80,000 50,000 Upgrade to unified, town‐wide system
PCI DSS Annual Compliance Review 0 5,500 3,000 3,000 Credit card annual compliancy review
Laserfiche Installation and Implementation 0 24,000 0 0 Expanding to add'l depts for record retention
.GOV Domain Name Registration 0 400 400 400 FY22‐moved from Admin budget
Miscellaneous Support/Services 5,000 15,000 10,000 10,000 FY22‐Audio‐visual upgrade for Board mtg room
Miscellaneous 0 750 5,000 5,000 5,000 4,250 566.7%
Operations Subtotal 464,363 418,287 660,640 679,625 633,176 242,353 57.9%
Capital Outlay
Capital ‐ Data Processing 0 7,000 20,000 20,000 20,000 13,000 185.7%Replace servers
Capital ‐ Software 0 5,000 20,000 20,000 20,000 15,000 300.0%Address software/tech needs as they arise
Capital Outlay Subtotal 0 12,000 40,000 40,000 40,000 28,000 233.3%
Transfers
Transfer to Project Fund 0 0 150,000 50,000 50,000 150,000 0.0%
Fiber Network 0 150,000 50,000 50,000 Build up reserves to enhance fiber network
Debt Service Subtotal 0 0 150,000 50,000 50,000 150,000 0.0%as opportunities arise
Cost Allocations
Cost Allocation ‐ Water/Sewer (88,523) (282,138) (492,896) (453,210) (430,816)(210,758)74.7%50% Allocated to Water & Sewer
Cost Allocation ‐ Stormwater (3,541) (11,286) (19,716) (18,182) (17,233)
(8,430)74.7%2% Allocated to Stormwater
Cost Allocations Subtotal (92,064) (293,424) (512,612) (471,392) (448,049)(219,188)74.7%
Information Services Total 435,128$ 270,851$ 473,179$ 435,028$ 413,583$ 202,328$ 74.7%FY19‐cost alloc will be correct during FY20 yr.‐end
% Change 24512.7%‐37.8% 74.7%‐8.1%‐4.9%true‐up
62
Budget Justification Form
Department/division: Information Services
Request: Fiber Network Enhancements
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2
Line‐item where funds are requested: Transfer to General Capital Improvement Fund
Fiscal year(s) & amount(s) of request:
FY22 ‐ $50,000
FY23 ‐ $50,000
FY24 ‐ $50,000
Describe request:
The IT Department is requesting to have $50,000 set aside in each of the upcoming fiscal years to fund the connection of the outlying town
buildings to the Town Hall/PD campus with fiber in order to complete the Town fiber loop. The fiber connections to these buildings will be
completed as opportunity and funding are available within the coming fiscal years.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
By connecting all of the town’s facilities/buildings with fiber and completing a fiber loop, the town will be able to utilize a centralized network
infrastructure. By moving to a centralized network infrastructure, the town will be able to reduce the amount of network equipment being
used to a single set of equipment at a central location instead of duplicate network equipment at each building as is currently the case. Not
only will this network redesign provide reduction in energy use, it will also increase the efficiency and effectiveness of the network allowing
staff to process data and services faster and provide better service overall to the residents.
Alternatives & operational impact if request is not funded:
Currently the town’s business class internet solution lacks adequate upload/download speeds, reliability, and redundancy. If the outlying
buildings remain without fiber connectivity to the Town Hall/PD main campus, access to various cloud‐based software applications and the
VoIP Telephony phone system utilized by the town will become limited and difficult to use at those buildings due to insufficient bandwidth.
Additional information:
N/A
63
Police ‐ Administration
Police ‐ Patrol
Police ‐ Investigations &
Community Services
Fire Marshal & Emergency Management
Fire Protection
Public Safety
64
Police – Administration
65
POLICE ‐ ADMINISTRATION
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 65 100 40,000 40,000 40,000 39,900 39900.0%FY22 ‐ consolidated all police budgets
Salaries ‐ Regular 333,595 384,370 1,912,653 1,912,653 1,912,653 1,528,283 397.6%into Police ‐ Admin budget
FICA 25,566 28,278 153,310 153,310 153,310 125,032 442.2%
Hospitalization 58,805 56,210 333,384 346,719 360,588 277,174 493.1%
Life/Disability/Vision 2,040 2,385 13,029 13,550 14,092 10,644 446.3%
Dental Insurance 1,749 1,816 12,171 12,658 13,164 10,355 570.2%
Retirement 32,454 40,002 246,034 269,466 292,898 206,032 515.1%
Supplemental Retirement‐401(k) 16,539 19,842 99,063 99,063 99,063 79,221 399.3%
Separation Allowance ‐ Law Enforcem 17,987 28,271 22,786 22,786 22,786 (5,485)‐19.4%FY22 ‐ 2 retirees on Sep. Allow.
Bonus Pay 0 0 4,000 4,000 4,000 4,000 0.0%
Personal Services Subtotal 488,801 561,274 2,836,430 2,874,205 2,912,554 2,275,156 405.4%
Operations
Legal 9,205 9,205 9,205 9,205 9,205 00.0%Legal consultants
Training/Conferences/Conventions 5,981 6,650 19,400 19,400 19,400 12,750 191.7%
Suprv. Leadership Dev. Training 600 4,500 2,000 2,000
External Resources Training 1,000 2,500 5,000 5,000
Firearms Training & Qualification 3,000 3,000 3,000 3,000 FY21 ‐ previously accounted for in Patrol
Homicide Conferenace (2)0 1,200 1,200 1,200
Narcotics Conference (1)0 600 600 600
COP Conference (1)0 600 600 600
Miscellaneous Training 2,050 7,000 7,000 7,000
Telephone/Internet 1,890 2,067 12,220 12,220 12,220 10,153 491.2%
Cell Phones $70/mo. (13)1,680 11,760 11,760 11,760 Stipend for Chief, Admin Lt., & training sgt. (3@ $70/
MiFi 387 460 460 460
Postage 148 400 400 400 400 00.0%
License Fees 10,611 14,449 18,108 18,939 19,914
3,659 25.3%
Power DMS 2,599 3,257 4,088 5,063 Annual license fee
Guardian Tracking 1,850 1,850 1,850 1,850 Annual License fee
GPS Monitoring Devices 10,000 10,000 10,000 10,000 GPS tracking devices in cars (GEOTAB)
CLEAR 0 3,001 3,001 3,001
Utilities 14,469 16,500 18,150 19,965 21,962 1,650 10.0%3 buildings
Maintenance ‐ Buildings (2) 42,688 60,193 38,163 30,613 32,263 (22,030)‐36.6%3 buildings
Elevator Inspection 185 185 185 185
Fire Alarm Inspection 900 900 900 900 Increased for new building;
Miscellaneous Maintenance 12,738 15,000 16,500 18,150 Repairs, locksmith, paper products, supplies
Exterminator Service 1,200 1,128 1,128 1,128 Annual extermination, 2 buildings
Cleaning Service 7,010 8,050 8,050 8,050 Weekly cleaning, 2 buildings; annual carpet cleaning a
HVAC Contract 1,310 2,000 2,000 2,000 Twice a year maintence for 3 buildings
Generator Maintenance 950 950 950 950
Shredding Services 900 900 900 900
Roof (137) 25,000 000
HVAC Replacement (137) 10,000 000
Replace Light Fixtures at HQ 0 9,05000
Maintenance ‐ Vehicles 2,361 0 1,000 1,000 1,000 1,000 0.0%
Equipment Repair 0 500 4,000 4,000 15,700 3,500 700.0%
Radio Repairs 500 4,000 4,000 1,000
Radio Software Update 0 0 0 14,700
Gasoline 246 660 45,000 49,500 54,450 44,340 6718.2%
Supplies ‐ Office 3,870 5,000 5,000 5,000 5,000 00.0%FY19 ‐ All office supplies moved to Police‐Admin
Supplies ‐ Departmental 416 500 69,650 39,100 107,535 69,150 13830.0%
Miscellaneous 500 2,500 2,500 2,500
Patrol Equipment 0 7,500 7,500 7,500
Ammunition 0 10,000 11,000 12,100
Replace Body Armor/Vests 0 2,850 7,600 2,850
Replace Tasers (16)0 4,500 4,500 4,500
Body‐Worn Cameras 0 6,000 6,000 6,000
Replc In‐Car Cameras 00049,085 FY24‐replc cameras starting in FY24
In‐Car Camera Upgrade 0 8,800 0 0 FY22‐fix until replacement starts in FY24
Replace Handheld Radios 0 0 0 23,000
Replc 15 yr old Crime Scene Kit 0 2,500 0 0
E‐Bikes (2) 0 10,000 0 0 FY21 proj., pushed to FY22 due to availability
Property Room Storage System 0 15,000 0 0 FY21 proj., pushed to FY22 due to availability
Supplies ‐ Community Policing 0 0 2,000 2,000 2,000 2,000 0.0%
66
Uniforms & Clothing 3,670 1,040 17,940 17,940 17,940
16,900 1625.0%
Uniforms 800 8,700 8,700 8,700
Annual uniform cost
Uniforms ‐ New Hires 0 6,000 6,000 6,000
Boot Stipend 240 3,240 3,240 3,240
C.S. ‐ Elevator 4,504 4,000 3,000 3,000 3,000 (1,000)‐25.0%
Elevator Maintenance Contract 4,000 3,000 3,000 3,000 $245/month, billed quarterly
C.S. ‐ Copier 6,525 7,000 7,000 7,000 7,000 00.0%
C.S. ‐ Alarm 4,991 0 350 350 350 350 0.0%
C.S. ‐ Southern Software/IT 1,250 1,262 1,262 1,262 1,262
0 0.0%
C.S. ‐ Driver Safety Training 0 0 3,500 3,500 3,500 3,500 0.0%Slower is Faster training program
C.S. ‐ Animal Control 65,221 71,999 70,322 73,838 77,530 (1,677)‐2.3%FY21 ‐ field service and personnel
C.S. ‐ Mobile Data Terminals 0 0 4,650 4,650 4,650 4,650 0.0%
C.S. ‐ NCSBI‐DCI 0 0 4,300 4,300 4,300 4,300 0.0%
Data Processing Services 13,007 13,657 25,140 25,857 26,610 11,483 5.0%Records Management Software
Records Management Software 13,657 14,340 15,057 15,810 683
Body Camera Video Storage 0 9,500 9,500 9,500
Descalation Simulator 0 1,300 1,300 1,300
Hiring/Selection Process 1,068 6,719 7,300 3,400 3,400 581 8.6%
Triangle J Council of Government 4,369 0 0 0
Regional Recruiting Effort
Selection processes 1,600 700 700 700
$350 per hiring or promotion process
Screening Tests 750 1,800 1,200 1,200
Psychological/medical/drug testing
BLET Expenses 0 1,500 1,500 1,500
BLET Uniform = $535; BLET Books $400‐$1,000;
Recruitment Video Update 0 3,300 0 0
Dues & Subscriptions 40 200 500 500 500 300 150.0%
Miscellaneous 815 1,000 3,500 3,500 3,500 2,500 250.0%
Miscellaneous ‐ Police Dog 0 0 4,000 4,000 4,000 4,000 0.0%
Drug Enforcement Operations 0 0 5,000 5,000 5,000 5,000 0.0%
Vehicle Tax & Tags 24 50 250 250 250 200 400.0%
Operations Subtotal 193,001 223,051 400,310 369,689 463,841 177,259 79.5%
Capital Outlay
Capital ‐ Vehicles 0 0 70,000 79,100 44,100 70,000 0.0%
Replc Veh #242 0 35,000 0 0 2008 Impala w/65k miles
Replc Veh #981 0 35,000 0 0 2002 Explorer w/137k miles
Repl Veh #223 0 0 35,000 0 2009 Impala w/72k miles
Replc Veh #194 0 0 44,100 0 2010 Charger
Replc Veh #195 0 0 0 44,100 2010 Charger
Capital ‐ Data Processing Services 0000000.0%
Capital ‐ Buildings & Improvements 0 0 59,000 0 0 59,000 0.0%
Exterior Repairs at PD Annex 0 15,000 0 0
Repair Window at PD Annex 0 20,000 0 0 Repair &/or add internal storm windows
HQ 1st Floor Reno 0 24,000 0 0
Capital Outlay Subtotal 0 0 129,000 79,100 44,100 129,000 0.0%
Debt Service
Debt Service 18,188 0 109,019 54,510 0 109,019 0.0%Records Mgmt Software; Debt retired FY20
Police Vehicles 0 109,019 54,510 Debt Retired FY23
Debt Service Subtotal 18,188 0 109,019 54,510 0 109,019 0.0%
Transfers
Transfer to Pub. Safety Facility Fund 176,560 000000.0%Renovate Former Annex
Transfers Subtotal 176,560 000000.0%
Police ‐ Administration Total 876,551$ 784,325$ 3,474,759$ 3,377,504$ 3,420,495$ 2,690,434$ 343.0%
% Change 49.7%‐10.5% 343.0%‐2.8% 1.3%
67
Budget Justification Form
Department/division: Police Administration
Request: Lighting Repairs and Upgrades at Main Headquarters Building
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2 – Should do
Line‐item where funds are requested: Building Maintenance
Fiscal year(s) & amount(s) of request:
FY22 ‐ $9,050
Describe request:
The interior lighting at police headquarters has been failing for a few years and the fixtures have become obsolete. Many fixtures cannot be
repaired so there is not any light in those areas. The lighting is getting worse each year.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This request ties directly to the idea of taking care of what we have, as well as the idea that we are working to make Hillsborough Police
Department representative of “Policing at its Best.” Having good quality facilities that we can be proud of supports that and it helps to
encourage a positive mindset that will benefit the department and the town in many ways.
Alternatives & operational impact if request is not funded:
We could defer this project, but ultimately it needs to be done. This request is based off of one quote received, but we are going to seek
additional quotes as we believe this quote is high for the work requested.
Additional information:
N/A
68
Budget Justification Form
Department/division: Police ‐ Administration
Request: Repairs to the Exterior of the Police Substation (Former Annex)
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1‐ Must do
Line‐item(s) where funds are requested: Building – Maintenance
Fiscal year(s) & amount(s) of request:
FY22 ‐ $15,000 (Exterior fascia board/ trim replacement and paint removal and paint)
FY23 ‐ $40,350 (Window replacements)
Describe request:
The exterior of the substation is in need of repairs and maintenance that have been put off for numerous years. The
building is not currently presentable and without repairs will quickly fall into further disrepair. The following minimum
repairs are needed:
‐Windows are single pane and not energy efficient while also being in disrepair. At a minimum, the windows need to be
stripped, resealed and painted.
‐The perimeter facia board is rotted in numerous spots with paint fading and cracks needing to be replaced.
‐The front entrance to the building needs to be stripped and painted
‐The protective fence around the HVAC and gas meter need to be repair/replaced due to damage and missing pieces
‐Repair a hole in the brick that is housing birds
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This is linked to taking care of what we have. We have invested significant money to make the interior of this building
useable for a long time, but the exterior has been neglected and needs repair.
Alternatives & operational impact if request is not funded:
The building will continue to be unpresentable and/or below town standards. Will explore other options like interior
storm windows.
Additional information:
Pictures attached.
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88
Budget Justification Form
Department/division: Police ‐ Administration
Request: Police Headquarters Interior Renovation
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 3‐ Could do
Line‐item(s) where funds are requested: Capital – Buildings & Improvements
Fiscal year(s) & amount(s) of request:
FY22 ‐ $24,000
Describe request:
With the addition of the new police substation we are presented with an opportunity to make the headquarters building
more functional for personnel. The current downstairs floor plan does not present the best workspace for current and
future staffing levels. This project would renovate the old patrol room to create an office space and allow all the
administrative personnel to be collocated on the first floor of the building. It would also free up the room the Police
Chief is currently using to be used for storage extension for property and evidence.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
The current space at headquarters is not well used and this renovation project would create better connectivity, and
allow the department to increase the functionality of the building. It is part of taking care of what we have and part of a
connected community.
Alternatives & operational impact if request is not funded:
There is a lower cost alternative that reduces the demo and eliminates a hallway that would only cost $18,000. We could
also continue to work in the current office footprint.
Additional information:
89
Budget Justification Form
Department/division: Police – Patrol
Request: In‐Car Camera Systems (ICC)
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1
Line‐item where funds are requested: Supplies ‐ Departmental
Fiscal year(s) & amount(s) of request:
FY22 ‐ $8,800 (Quote provided by Axon for their Fleet 3 Camera system)
Describe request:
Our current in‐car camera system has been having some issues related to poor video quality. After looking at alternatives, we need to start
thinking about replacing the system, but that will be an expensive process, and we would like to link it to body camera replacements as
many of these systems can now work together. The timing for aligning this replacement with the body camera cycle is still several years
away, so for the time being we have found an alternative to add external cameras to the existing system which should fix our quality issues
and allow us several more years of use out of those cameras.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Doing an upgrade to these cameras will get several more years of life out of them and is a way to take care of what we have and have it
last. Having a good system is important for transparency and citizen confidence.
Alternatives & operational impact if request is not funded:
We can look at doing a system replacement now, but that will be expensive and we do not believe the timing is right. At the current time
we feel we have to maintain working in‐car camera systems.
Additional information:
Replacement system: We are looking at several replacement systems and see that as a potential option for Y24 or FY25 if we do this
upgrade. We are still looking at different vendors, but the Axon system that is compatible with our current body cameras would cost over
$200,000. Below is how the cost would spread over 5 years:
Year 1 ‐ $49,085
Year 2 ‐ $44,247
Year 3 ‐ $44,247
Year 4 ‐ $44,247
Year 5 ‐ $44,247
90
Budget Justification Form
Department/division: Police - Patrol
Request: Mobile/Portable Radios Software Update
Priority 1-3 (1=must do; 2=should do; and 3=could do): 1- Must do
Line -item(s) where funds are requested: 10-20-5110-5300-330
Fiscal year(s) & amount(s) of request :
2024- $14,700
2025- $14,700
Total $29,400
Describe request:
The VIPER radio system that operates our police radios has a required TDMA flashing (software update) that must
occur in order to keep operating correctly. We have a total of 42 radios that will need this update at a cost of $700
per radio. Time Division Multiple Access (TDMA) is a digital cellular telephone communication technology. It
facilitates many users to share the same frequency without interference. Its technology divides a signal into
different timeslots, and increases the data carrying capacity.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority :
Doing this update is part of taking care of what we have, and necessar y to continue to provide quality service to our
citizens in a safe, timely and effective manner.
Alternatives & operational impact if request is not funded :
Due to the nature of technology and the necessity of police radios there are not any options ot her than completing this.
This request spreads out the costs over 2 years. We could hold off on this until FY25 or do it over 3 years (FY23-24-25)
as budgeting alternatives.
Additional information:
APX8000 Portable Radio
91
Budget Justification Form
Department/division: Police - Patrol
Request: Mobile Radio Replacement
Priority 1-3 (1=must do; 2=should do; and 3=could do): 1- Must do
Line -item(s) where funds are requested: 10-20-5110-5300-330
Fiscal year(s) & amount(s) of request :
2024- $23,000 (4 Radios)
2025- $23,000 (4 Radios)
Total: $46,000
Describe request:
The VIPER radio system that operates our police radios has a required TDMA flashing (software update) th at must
occur in order to keep operating correctly by the end of 2025. We have 8 radios that are outdated and will not be
able to receive this update due to their age. This is a request to purchase radios (4 in FY24 & FY25) to replace the
outdate radios. The outdated radios range from 8 to 12 years old. Time Division Multiple Access (TDMA) is a digital
cellular telephone communication technology. It facilitates many users to share the same frequency without
interference. Its technology divides a signal into different timeslots, and increases the data carrying capacity .
Radios will cost $5,750 each.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority :
Replacing these radios is an important part of taking care of what we have and linked to our emergency preparedness
and essential for us to continue to provide quality service to our citizens in a safe, timely and effective manner.
Alternatives & operational impact if request is not funded :
We could wait until FY25 and purchase all the radios at once. This would giv e us the most up to date technology, but is a
big expense.
Additional information:
APX8500 Mobile Radio
92
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Police
Request Title Request Description Fiscal Year
Requested Cost
1 Personnel expansion
Add 4 officers (1 per squad) to accommodate
future town growth. Request is for officers and
for associated equipment and vehicles.
FY24 $479,533
93
Department/Division:Police
Position Title:Police Officers
Recommended Starting Salary:43,227$
Is Job Description Attached?no
Number of Positions (if same job):4
Fiscal Year Requesting Position:FY22
Personnel Costs $$Comments
Salary 172,908 $43,227 x 4
FICA 13,227 7.65%
Hospitalization 43,888 $10,972 x 4
Life Insurance 1,464 $366 x4
Dental Insurance 1,568 $392 x 4
Retirement 13,832 8%
401(k) Retirement Supplement 8,645 5%
Personnel Subtotal 255,533$
Operations Costs
Travel & Training 2,000 $500 per new officer.
Dues & Subscriptions ‐
Supplies & Materials ‐
Computer/Printer/Software ‐
Equipment 32,000 $8000 per officer ‐ Uniforms, weapon, equipment, radio, camera, etc.
Fuel ‐
Vehicle Tax & Tags ‐
Vehicle Insurance ‐
Vehicle Maintenance ‐
Other ‐
Operations Subtotal 34,000$
Capital Outlay
Capital ‐ Vehicles 190,000 4 vehicles at $47,500 each (Vehicle cost and all outfitting)
Capital Subtotal 190,000
Total Costs for the Position(s)479,533$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Cost of Additional Position
With the growth the Town is experiencing, we have to start thinking about expanding our staff in order to maintain the same level of service. Due to
our need to cover 24 hours of service, we have to add 4 officers in order to have 1 additional officer at all times. We currently have a sergeant and 3
officers assigned to each patrol shift. Adding 4 new positions would allow us to have a Sergeant and 4 officers assigned to work.
In FY17 our officers responded to 10,558 calls for service. In FY18 the number had increased to 13,495 (27% increase). Much of this increase has been
in self‐initiated activities as our officers have strived to provide high levels of involvement and interaction with the community.
We have also been putting a lot of energy into developing our staff. As a result, we have been running many shifts (over 60%) with a minimum of 3 on‐
duty officers (at least one person has been off or in training for 60% of our shifts). We are going to have start reducing our training or denying leave
requests if we do not plan for future expansion. As our call volume increases, running so many shifts with 3 officers will not work. Reducing our
training could impact the quality of the service we deliver, and denying leave could impact the quality of our employees and their health.
It could take 6‐8 months to hire and secure the basic training of these new officer, followed by 3 months of field training. So in essence it will take a
year for these new officers to become effective. If we start the process in FY24, it will likely be FY25 before they are fully in place.
ADDITIONALLY – we could really use 1 of those positions now. With our current realignment, having 1 additional officer would complete our transition
of K‐9 out of rotational patrol to a separate schedule. Currently we are only able to follow this schedule due to our being in an over‐hire situation. It
would be a great step to make that position permanent. Adding one officer and associated equpment would cost ~$110k.
94
Police - Patrol
95
POLICE ‐ PATROL
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 13,180 12,816 0 0 0 (12,816)‐100.0%FY22 ‐ consolidated with Police‐Admin.
Salaries ‐ Regular 1,156,528 1,102,012 0 0 0 (1,102,012)‐100.0%
Bonus Pay 2,414 6,691 0 0 0 (6,691)‐100.0%
FICA 88,914 81,301 0 0 0 (81,301)‐100.0%
Hospitalization 196,510 165,251 0 0 0 (165,251)‐100.0%
Life/Disability/Vision 7,478 6,764 0 0 0 (6,764)‐100.0%
Dental Insurance 7,182 6,401 0 0 0 (6,401)‐100.0%
Retirement 116,291 120,012 0 0 0 (120,012)‐100.0%
Supplemental Retirement ‐ 401(k) 58,699 58,413 0 0 0 (58,413)‐100.0%
Personal Services Subtotal 1,647,195 1,559,661 0 0 0 (1,559,661)‐100.0%
Operations
Training/Conferences/Conventions 2,835 3,000 0 0 0 (3,000)‐100.0%Adopted add back.
Miscellaneous 3,000 0 0 0 Includes k‐9
Family Traditions & City of Burlington 0 0 0 0 cost shifted to admin training line
Telephone/Internet 2,939 5,040 0 0 0 (5,040)‐100.0%
Smartphone Reimbursement 5,040 0 0 0 6 phone stipends @ 70/stipend/mo.
Verizon Wireless Service 0000 Cell phone service was discontinued
Maintenance ‐ Equipment 1,488 2,000 0 0 0 (2,000)‐100.0%Miscellaneous repairs (i.e. radio repair)
Misc. Radio Repairs 2,000 0 0 0
Radio software update 0 0 0 0 TDMA software update for 42 radios ($700 each) to
Maintenance ‐ Vehicle 0 150 0 0 0 (150)‐100.0%
Gasoline 35,652 32,000 0 0 0 (32,000)‐100.0%
Supplies ‐ Departmental 47,495 31,129 0 0 0 (31,129)‐100.0%
Patrol Equipment 1,904 0 0 0
Ammunition 10,700 0 0 0
Replace Body Armor/Vests 1,800 0 0 0 Replc 2 in FY22; 6 in FY23; 1 in FY24 @$950 each
Replace 16 Tasers 4,500 0 0 0 FY19‐23 Replace 16 Tasers. 5 yr. pmnt plan
Body‐Worn Cameras 6,000 0 0 0
Replc BWCs & dock; 5 yr; FY14 last installment
Active Shooter Kits 0000
Replace Patrol Rifle Optics 0000
Vehicle Storage Vaults 6,225 0 0 0
Replace Handheld Radios 0 0 0 0 8 HPD radios ($5,750 each) need replacing to
Uniforms 24,477 15,560 0 0 0 (15,560)‐100.0%
Uniforms ‐ Replacement/maintenance 5,400 0 0 0 Annual uniform maintenance: $300 for 18
Uniforms ‐ New Hire Outfitting 8,000 0 0 0 $2,000/uniform; FY22 ‐ 3; FY23 ‐ 2; FY24 ‐ 2
External Load Bearing Vest Carriers 0 0 0 0 Transition away from duty belts
Boot Stipend 2,160 0 0 0 $120 per officer 18
Under vest jackets 0000 New ballistic vests need under vest jackets
C.S. ‐ Mobile Data Terminals 4,196 4,650 0 0 0 (4,650)‐100.0%5‐year cycle. 4‐FY19, 2‐FY20, 1‐FY21 ?
MIFI Hotspots 4,650 0 0 0 Connectivity to County/RMS/Internet
Data Processing Services 0 9,500 0 0 0 (9,500)‐100.0%
Body Camera Video Storage 9,500 0 0 0 5 yr. plan, last installment: 9,500 FY24
Miscellaneous 8,415 1,000 0 0 0 (1,000)‐100.0%Increased for emergency/disaster/special events
Vehicle Tax & Tags 0 0000 00.0%
Miscellaneous ‐ Police Dog 3,445 3,000 0 0 0 (3,000)‐100.0%Food, veterinary bills, medicine, and equipment for
Operations Subtotal 130,943 107,029 0 0 0 (107,029)‐100.0%
Capital Outlay
Capital ‐ Equipment 0 68,250 0 0 0 (68,250)‐100.0%
De‐Escalation/Use of Force Simulator 68,250 0 00
Capital ‐ Vehicles 44,069 0 0 0 0 00.0%
Replc. Vehicles #194 0000 Replc '10 Charger
Replc. Vehicles #195 0 0 0 0
Replc '10 Charger
Capital ‐ K9 0 0000 00.0%
Capital Outlay Subtotal 44,069 68,250 0 0 0 (68,250)‐100.0%
Debt Service
Capital Lease 99,969 99,970 0 0 0 (99,970)‐100.0%
Police Vehicles 99,970 0 0 0 Debt retired in FY23
Debt Service Subtotal 99,969 99,970 0 0 0 (99,970)‐100.0%
Police‐ Patrol Total 1,922,177$ 1,834,910$ ‐$ ‐$ ‐$ (1,834,910)$ ‐100.0%
% Change 0.9%‐4.5%‐100.0% 0.0% 0.0%
96
Police – Investigations &
Community Services
97
POLICE ‐ INVESTIGATIONS & COMMUNITY SERVICES
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actuals Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 8,8476,099000(6,099)‐100.0%
Salaries ‐ Regular 440,631 350,467000(350,467)‐100.0%FY22 ‐ consoildated in Police‐Admin.
FICA 34,01225,237000(25,237)‐100.0%
Hospitalization 71,11861,270000(61,270)‐100.0%
Life/Disability/Vision 2,776 2,156000(2,156)‐100.0%
Dental Insurance 2,4971,779000(1,779)‐100.0%
Retirement 44,63137,776000(37,776)‐100.0%
Supplemental Retirement ‐ 401(k) 22,551 18,455000(18,455)‐100.0%
Personal Services Subtotal 627,061 503,239000(503,239)‐100.0%
Operations
Training/Conferences/Conventions2,9483,450000(3,450)‐100.0%Adopted add‐back all training.
Homicide Conference 2 @ $600 1,200000
Narcotics Conference 1 @ $600 600000
COP Conference 1 @ $600 600000
Other Training 1,050000
Telephone/Internet 5,6703,710000(3,710)‐100.0%Check all stipends
Cell Phone Stipend 0000
Smart Phone Stipend 3,710000 5 stipends @ $70/month each
License Fees 2,3833,001000(3,001)‐100.0%CLEAR $250/month (3 yrs.), start Jan. 2020;
Utilities 0000000.0% $1500 budget transfer for additional
Maintenance ‐ Buildings 0000000.0% cost due to service switch
Miscellaneous Maintenance 0000 FY21 $6000 not needed
Substation Upgrades 0000
Town Hall Annex Renovation 0000
Maintenance ‐ Vehicles 0500000(500)‐100.0%
Maintenance ‐ Equipment 0500000(500)‐100.0%
Maintenance ‐ C.P. Building 816000000.0%
Gasoline 4,0155,000000(5,000)‐100.0%
Supplies ‐ Office 0000000.0%
Supplies ‐ Community Policing 9891,000000(1,000)‐100.0%
Supplies ‐ Departmental 2,16116,500000(16,500)‐100.0%
Misc. Supplies 1,500000
Fraud Card Reader 0000
Digital Fingerprint Scanner 0000
Property Room Storage 15,000000 Adopted add‐back.
Body Armor 0000 950 per ballistic vest & carrier. FY22 ‐ 0; FY23 ‐ 2; FY23 ‐ 1
Crime Scene Kit 0000 Replace & upgrade 15 year old equipment
Supplies ‐ Data Processing 0000000.0%
Uniforms 2,3872,520000(2,520)‐100.0%
Uniforms 1,800000 300 x 6
Boot stipend 720000 120 x 6
Contract Services ‐ NCSBI‐DCI 3,7684,300000(4,300)‐100.0%
Contract Services ‐ Alarm 349350000(350)‐100.0%
Data Processing Services 0000000.0%
Dues & Subscriptions 50300000(300)‐100.0%
Miscellaneous 8081,000000(1,000)‐100.0%may reduce, if admin increases
Vehicle Tax & Tags 18200000(200)‐100.0%
Drug Enforcement Operations 0000000.0%$1500 transferred to CID License Fees
Operations Subtotal 26,36242,331000(42,331)‐100.0%
Capital Outlay
Capital ‐ Vehicles 0000000.0%
Replc Vehicle #242 0000 2008 Impala w/65k miles & rust
Replc Vehicle #981 0000 2002 Explorer w/137k miles
Capital ‐ Buildings & Improvements 0000000.0%
Capital Outlay Subtotal 0000000.0%
Debt Service
Capital Lease 9,0489,049000(9,049)‐100.0%
Vehicle Replacements 9,049000 Debt retired FY23
Debt Service Subtotal 9,0489,049000(9,049)‐100.0%
Police ‐ Invest. & Comm. Services Total 662,471$ 554,619$ ‐$ ‐$ ‐$ (554,619)$ ‐100.0%
% Change ‐0.2%‐16.3%‐100.0% 0.0% 0.0%
98
Fire Marshal &
Emergency Management
99
FIRE MARSHAL & EMERGENCY MANAGEMENT
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 119,885 67,200000(67,200)‐100.0%FY22 ‐ Fire Marshal function contracted to Orange
FICA 9,4094,900000(4,900)‐100.0%County
Hospitalization 8,41311,035000(11,035)‐100.0%
Life/Disability/Vision 586 360000(360)‐100.0%
Dental Insurance 384410000(410)‐100.0%
Retirement 8,3015,690000(5,690)‐100.0%
Supplemental Retirement ‐ 401(k) 4,433 3,010000(3,010)‐100.0%
Personal Services Subtotal 151,411 92,605000(92,605)‐100.0%
Operations
Training/Conferences/Conventions 0750000(750)‐100.0%
Telephone/Internet 8,2098,000000(8,000)‐100.0%
EOC Internet & Satellite Phones 8,000 000
Postage 4250000(50)‐100.0%
Equipment Repair 0000000.0%
Gasoline 1,416465000(465)‐100.0%
Travel/Mileage 0000000.0%
Supplies ‐ Office 894000000.0%
Supplies ‐ Departmental 9,407000000.0%
Supplies ‐ Educational 0000000.0%
Uniforms 157100000(100)‐100.0%
Laundry & Dry Cleaning 0000000.0%
Contract Services ‐ Printing 212000000.0%
Dues & Subscriptions 32000000.0%
Miscellaneous 20100000(100)‐100.0%
Operations Subtotal 20,3899,465000(9,465)‐100.0%
Capital Outlay
Capital ‐ Vehicles 0000000.0%
Capital ‐ Equipment 0000000.0%
Capital Outlay Subtotal 0000000.0%
Fire Marshal & Emerg. Mgmt. Total 171,800$ 102,070$ ‐$ ‐$ ‐$ (102,070)$ ‐100.0%
% Change 21.3%‐40.6%‐100.0% 0.0% 0.0%
100
Fire Protection
101
FIRE PROTECTION
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Utilities 7,278 9,000 9,900 10,890 11,979 900 10.0%Electric and gas
Orange Rural Fire Department 1,115,528 1,206,305 1,340,423 1,404,357 1,471,488 134,118 11.1%Fire protection for Hillsborough
Fire Protection 1,171,305 1,278,683 1,342,617 1,409,748 FY21 ‐ estimate for mid‐year hire & half expense
Full Time Fire Chief 35,000 61,740 61,740 61,740 for vehicle; FY22‐1/2 of salary & benefits
C.S./Orange County 0 0 134,000 79,000 79,000 134,000 0.0%
Inspection Services Contract 0 74,000 74,000 74,000
One‐time Ramp Up Purchases 0 60,000 5,000 5,000
Maintenance ‐ Buildings 0000000.0% for vehicle; FY22‐1/2 of salary & benefits
Miscellaneous 0000000.0%
Operations Subtotal 1,122,806 1,215,305 1,484,323 1,494,247 1,562,467 269,018 22.1%
Capital Outlay
Capital ‐ Land 0 210,000000(210,000)‐100.0%FY21 ‐ Land swap with ORFD
Capital ‐ Buildings & Improvements 0000000.0%
Capital Outlay Subtotal 0 210,000000(210,000)‐100.0%
Debt Service
Capital Lease 100,402 50,201000(50,201)‐100.0%
Engine Truck 50,201000 Debt retired in FY21
Debt Service Subtotal 100,402 50,201000(50,201)‐100.0%
Transfers
Transfer to Pub. Safety Facility Fund 0 0 75,000 150,000 225,000 75,000 0.0%
604/618 N. Churton St Fire Station 0 75,000 150,000 225,000 Projected FY26
Transfers Subtotal 0 0 75,000 150,000 225,000 75,000 0.0%
Fire Protection Total 1,223,208$ 1,475,506$ 1,559,323$ 1,644,247$ 1,787,467$ 83,817$ 5.7%
% Change ‐6.5% 20.6% 5.7% 5.4% 8.7%
102
Fleet Maintenance
103
FLEET MAINTENANCE
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 118 200 2,500 2,500 2,500 2,300 1150.0%
Salaries ‐ Regular 211,907 211,208 205,392 205,392 205,392 (5,816)‐2.8%
FICA 16,288 15,160 15,904 15,904 15,904 744 4.9%
Hospitalization 30,217 29,498 31,216 32,465 33,763 1,718 5.8%
Life/Disability/Vision 1,345 1,355 1,396 1,452 1,510 41 3.0%
Dental 767 726 1,178 1,225 1,274 452 62.3%FY21 ‐ insurance waived by an employee
Retirement 19,647 21,060 23,700 26,194 28,689 2,640 12.5%
Supplemental Retirement ‐ 401K 10,471 10,834 10,395 10,395 10,395 (439)‐4.1%
Personal Services Subtotal 290,759 290,041 291,681 295,527 299,427 1,640 0.6%
Operations
Training/Conferences/Conventions 304 1,000 2,000 2,150 2,300 1,000 100.0%
NC State Inspection Class 0 0 150 300
Other training opportunities 1,000 2,000 2,000 2,000
Telephone/Internet 910 910 1,000 1,100 1,100 90 9.9%
License Fees 3,466 4,526 6,198 6,198 6,198 1,672 36.9%
IDS Scan Tool Software 849 849 849 849
Update Auto Ingenuity Tool 150 150 150 150
Noregon heavy software 499 499 499 499
Mitchell 1 heavy truck software 1,528 3,200 3,200 3,200 discontinued Next step software
Identifix repair software 1,500 1,500 1,500 1,500
Utilities 8,433 8,500 9,350 10,285 11,314 850 10.0%
Maintenance ‐ Buildings 6,191 5,635 12,235 4,935 6,835 6,600 117.1%
Cleaning Services 3,240 3,240 3,240 3,240
Pest Control 645 645 645 645
Miscellaneous 1,050 1,050 1,050 1,050
Remove Oil & Sludge from Separator 0 1,900 0 1,900 cleaning separator biannually
Replace fluorescent fixtures with LED 700000
Replace fabrid on awning on building 0 5,400 0 0 fabric is worn and will fail soon
Maintenance ‐ Equipment 0 2,500 5,000 5,000 5,000 2,500 100.0%aging generator repair
Police Vehicle Repair 8,327 21,000 25,000 25,000 25,000 4,000 19.0%Police fleet has grown‐dealer repairs
Street Vehicle Repair 11,827 22,000 24,000 24,000 24,000 2,000 9.1%Emission system repairs‐ aging equipment
Sanitation Vehicle Repair 31,326 45,000 45,000 45,000 45,000 00.0%Emission system repairs
Fleet Maintenance Vehicle Repair 203 900 3,000 1,500 1,500 2,100 233.3%Tires for 2 trucks in FY22
Water/Sewer Vehicle Repair 20,821 30,000 35,000 35,000 35,000 5,000 16.7%F450 repairs at vendors‐trucks don't fit in shop
Fire Marshal Vehicle Repair 6671,000000(1,000)‐100.0%Fire Marshall truck is aging‐2009 w/182,000 miles
Safety & Risk Mgmt. Vehicle Repair 172 500 1,500 1,500 1,500 1,000 200.0%2014 car with 68,000 miles
Stormwater Vehicle Repair 0 600 1,000 1,000 1,000 400 66.7%low use vehicle
Gasoline 1,565 1,800 1,980 2,178 2,396 180 10.0%
Supplies ‐ Office 525 560 560 560 560 00.0%
Supplies ‐ Departmental 16,605 24,646 25,385 26,211 26,211 739 3.0%
Oil & Fluids 15,261 16,000 16,826 16,826
Filters, Wiper Blades, Brakes & Bulbs 9,385 9,385 9,385 9,385
Supplies ‐ Small Tools 3,648 3,775 3,775 3,775 3,775 00.0%
Misc. Tools & Minor Equipment 3,775 3,775 3,775 3,775
Uniforms 4,111 4,950 5,185 5,411 5,411 235 4.7%
Uniforms 4,500 4,735 4,961 4,961
Safety Shoes 450 450 450 450
Contract Services ‐ Alarm 2,312 2,345 2,500 2,500 2,500 155 6.6%
Data Processing Services 1,000 500 500 500 500 00.0%
RTA Software Technical Support 500 500 500 500 End tech support prepay‐ use as needed
Miscellaneous 0 1,000 1,000 1,000 1,000 00.0%
Wake Scrap Tire Tax 4 200 200 200 200 00.0%
Operations Subtotal 122,417 183,847 211,368 205,003 208,300 28,830 15.0%
Capital Outlay
Capital ‐ Equipment 0 0 6,000 0 0 6,000 0.0%
Replace tire balancer machine 0 6,000 0 0 machine won't do F‐450 tires
Capital ‐ Buildings & Improvements 0000000.0%
Capital ‐ Vehicles 0000000.0%
Capital Outlay Subtotal 006,000006,000 0.0%
Debt Service
Capital Lease 82,311 80,530 78,751 189,087 0 (1,779)‐2.2%Debt retired FY25 ‐ Fleet Maint. Facility
Debt Service Subtotal 82,311 80,530 78,751 189,087 0 (1,779)‐2.2%FY23 ‐ pay off remaining debt early
104
Cost Allocations 42% of op costs, 100% of applicable maint
Service Charge to Water/Sewer Fund (137,397) (206,595) (221,062) (254,198) (194,279)(14,467) 7.0%costs & 33% of Fleet Maint. facility debt
Service Charge to Stormwater Fund (3,880) (4,793) (5,331) (5,922) (2,163)(538) 11.2%0.73% of op costs, 100% of applc maint
Cost Allocations Subtotal (141,277) (211,388) (226,393) (260,120) (196,442)(15,005) 7.1%costs & 2% of Fleet Maint. Facility debt
Fleet Maintenance Total 354,210$ 343,030$ 361,407$ 429,497$ 311,285$ 18,377$ 5.4%
% Change 27.7%‐3.2% 5.4% 18.8%‐27.5%
105
Streets
106
STREETS
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 413 750 1,000 1,000 1,000 250 33.3%
Salaries ‐ Regular 218,678 205,042 128,265 128,265 128,265 (76,777)‐37.4%FY21‐PW director position frozen 1/1/21
FICA 16,886 14,570 9,889 9,889 9,889 (4,681)‐32.1%FY22‐PW Dir. Position elimited
Hospitalization 37,320 35,643 27,184 28,271 29,402 (8,459)‐23.7%FY22‐$10k salary split for Engineer
Life/Disability/Vision 1,416 1,231 820 853 887 (411)‐33.4%
Dental Insurance 1,381 1,320 1,020 1,061 1,103 (300)‐22.7%
Retirement 20,240 20,502 14,736 16,287 17,839 (5,766)‐28.1%
Supplemental Retirement ‐ 401K 10,885 10,563 6,463 6,463 6,463 (4,100)‐38.8%
Personnel Expansion ‐ Personnel Costs 0 0 0 0 65,093 00.0%
Equipment Operator 0 0 0 65,093
Personal Services Subtotal 307,219 289,621 189,377 192,089 259,941
(100,244)‐34.6%
Operations
Training/Conferences/Conventions 900 1,500 2,000 2,000 2,000 500 33.3%To attend conferences and more training
Telephone/Internet 1,267 680 1,448 1,448 1,448
768 112.9%
Pager 200 200 200 200
Cell Phone Stipends @ $40/mo. (2.6) 480 1,248 1,248 1,248
Postage 1240 4040 40
00.0%
Advertising 120 500 500 500 500
00.0%Valley Forge Ad for bids/resurfacing bids
Utilities 100,154 110,000 121,000 133,100 146,410
11,000 10.0%
Street Lights & PW Building Utilities 110,000 121,000 133,100 146,410
Landscaping 0 150 150 150 150
00.0%
Maintenance ‐ Buildings 228 600 1,600 600 600 1,000 166.7%
PW building needs repairs
Regular Maintenance 600 600 600 600
Replace 2 Doors & Paint building 0 1,000 0 0
Work done in‐house
Maintenance ‐ Grounds 0 0 20,000 0 0 20,000 0.0%
Mowing 0 20,000 0 0 FY22 ‐ Contract mowing
Holiday Decorations 471 0 500 500 500
500 0.0%
Gasoline 8,530 9,460 10,406 11,447 12,600 946 10.0%
Supplies ‐ Office 52 350 350 350 350 00.0%
Supplies ‐ Departmental 5,974 15,029 31,800 31,800 31,800
16,771 111.6%
Miscellaneous 5,529 17,300 17,300 17,300 FY22 ‐ Consolidated Powell Bill expenses
Road Salt 4,000 4,000 4,000 4,000 Funds used for other line items
Street Signs 4,000 4,000 4,000 4,000
Gravel 1,500 1,500 1,500 1,500
Pavement Markings 0 5,000 5,000 5,000
Supplies ‐ Disaster 292 300 300 300 300
00.0%
Rental ‐ Uniform 384 1,600 1,500 1,500 1,500
(100)‐6.3%
Rental ‐ Building 4,517 5,500 5,828 6,528 6,528
328 6.0%Yearly rental cost increase
C.S. ‐ RR Crossings 2,117 2,118 2,118 2,118 2,118
00.0%
C.S. ‐ Bridge 1,088 1,100 2,000 2,000 2,000
900 81.8%
C.S. ‐ Sidewalks 0 2,500 2,500 2,500 2,500 00.0%
C.S. ‐ Engineering Services 16,123 64,481 35,038 25,744 25,744
(29,443)‐45.7%Plan review and construction inspection
Misc. Engineering Services 41,481 35,038 25,744 25,744
Update Pavement Condition Survey 23,000 0 0 0 Need to update pavement condition survey
Dues & Subscriptions 360 400 400 400 400
00.0%
Miscellaneous 589 1,000 1,000 1,000 1,000
00.0%
Miscellaneous 1,000 1,000 1,000 1,000
Powell Bill 0 0 200,000 200,000 200,000
200,000 0.0%FY22 ‐ Consolidated into Streets budget
Street Resurfacing 0 130,000 200,000 200,000
Odie Street Maintenance/Paving 0 70,000 0 0
Personnel Expansion ‐ Op Costs 0 0 0 0 1,300
00.0%
Equipment Operator 0 0 0 1,300
Operations Subtotal 143,177 217,308 440,478 424,025 439,788
223,170 102.7%
Capital Outlay
Capital ‐ Buildings & Improvements 0 0 0 0 0 00.0%
Capital ‐ Infrastructure 132,073 20,000 205,000 145,000 145,000 185,000 925.0%
Street Resurfacing 5,000 120,000 120,000 120,000 FY20 & 21‐Funds diverted to Valley Forge repair
Sidewalk Maintenance 5,000 10,000 10,000 10,000 FY22 ‐ consolidated Powell Bill expenses
Traffic Calming 10,000 15,000 15,000 15,000
Exchange Club Bridge Repairs 0 60,000 0 0
Capital ‐ Vehicles 0 0 181,000 0 0 181,000 0.0%
Replc. Vehicle #127 0 33,000 0 0 Truck is a 2004 with 305,000 miles/ potential superviso
Replace Dump Truck #147 0 148,000 0 0 Year 2007 Constant problems, dealer only repairs many
107
Capital ‐ Equipment 19,890 0 199,000 0 0 199,000 0.0%
Replace Boom Mower Tractor 0 135,000 0 0
Tractor is a 1994, UNSAFE and inefficient
Replace Asphalt Hot Box 0 64,000 0 0 10+ yrs old, undersized, heating feature failed
Capital Outlay Subtotal 151,963 20,000 585,000 145,000 145,000 565,000 2825.0%
Debt Service
Capital Lease 41,018 41,018 15,727 170,148 260,148
(25,291)‐61.7%
Dump Truck & Asphalt Roller 41,018 15,727 0 0 Debt retired FY22
Dump Truck 0 0 34,184 34,184 FY22 ‐ $148k @ 5% for 5 yrs; 1st pymt FY23
Boom Mower Tractor 0 0 31,182 31,182 FY22 ‐ $135k @ 5% for 5 yrs; 1st pymt FY23
NC86 Facility Renovation 0 0 90,000 180,000 FY23‐ 1/2 pymt, FY24 ‐ 1st full yr pymt
Asphalt Hot Box 0 0 14,782 14,782 FY22 ‐ $64k @ 5% for 5 yrs; 1st pymt FY23
Debt Service Subtotal 41,018 41,018 15,727 170,148 260,148
(25,291)‐61.7%
Cost Allocations
Cost Allocation ‐ Stormwater 0 (100,000)0 0 0 100,000 ‐100.0%Valley Forge
Debt Service Subtotal 0 (100,000)0 0 0 100,000 ‐100.0%
Transfers
Transfer to PW Facility Proj. Fund 80,000 0 71,800 0 0 71,800 0.0%
Design 0 71,800 0 0 Brings total available for design to $200k
Transfer to Gen Cap Improv Fund 0 249,263 0 0 0 (249,263)‐100.0%
Valley Forge 249,263 0 0 0
Transfers Subtotal 80,000 249,263 71,800 0 0 (177,463)‐71.2%
Streets Total 723,377$ 717,210$ 1,302,382$ 931,262$ 1,104,877$ 585,172$ 81.6%
% Change ‐16.3%‐0.9% 81.6%‐28.5% 18.6%
108
Department/Division:Streets
Position Title:Equipment Operator I
Number of Positions (if same job):1
Fiscal Year Requesting Position:FY24
Costs
Personnel 65,093
Operations 1,300
Capital Outlay ‐
Total Costs for the Position(s)66,393$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Summary of Costs & Justification
This position wil lincrease the capabililty of Public Works to continue to provide superior services to the public as demand increases from the growth of
residential housing. As of January 2020, the trigger point for this position will be when the number of new housing units approaches 300. This position
would also increase the availability of staff to attend training classes without reducing services. If this position is not funded it will reduce the amount
of work we are able to complete once Collins Ridge starts needing services. The reason being is when Collins Ridge has enough homes it will then take
at least 3 employees just to complete that day's route. This position will also help when an employee is brought out of the field to help in the office as
a supervisor. This hole will need to be filled when that happens.
109
Section 1 Project Title:Budget Unit #: 5600
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future Replacement
FY23 FY24 FY25 Years
2,071,800 154,182 2,071,800 ‐ ‐ ‐ ‐
Section 2 Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans 71,800 71,800
Engineering / Arch. Serv.‐
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.2,000,000 2,000,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.2,071,800 ‐ ‐ ‐ ‐ ‐ ‐ 2,071,800
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.2,071,800 ‐ ‐ ‐ ‐ ‐ ‐ 2,071,800
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
2,000,000 2,000,000
71,800 71,800
‐
Total Program Financing 2,071,800 ‐ ‐ ‐ ‐ ‐ ‐ 2,071,800
Section 6
Type of Expenditure
If the renovation doesn't occur, Public Works operations would continue, but the possibility of flooding and the lack of office space would inhibit future
personnel expansion. Without the expansion of the Fleet Maintenance facility, large equipment would continue to be repaired, but the bay doors would need to
remain open since the bay cannot accommodate the length of the truck. As an alternative, these trucks could also be sent out for service and repairs.
New or Additional Impact on Operating Budget
The current Public Works building is located next to the Eno River flood plain and is prone to flooding as occurred during Hurricane Fran in 1996. Due to a lack of
space, in FY18 the Public Works Director and Public Works Supervisor moved from the existing "shed" into a rented construction trailer. Expansion of the Fleet
Maintenance facility will provide the needed space for future growth. The town currently owns two trucks that will not fit inside the shop. The new bays would
accommodate the larger size equipment.
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Debt Financing
Funding Source(s)
Operating Revenue
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
A re‐design of the current Fleet Maintenance building is proposed to provide office space for Public Works staff with re‐grading of the property to allow for
material storage and vehicle shelters. The project will also explore expansion of the Fleet Maintenance facility to include an additional truck bay, two service
bays, surplus and tire storage rooms and an office area for future personnel expansion. The renovation of the building and construction of new vehicle and
equipment storage areas should meet the needs of Public Works for the next 20‐30 years.
$127k remains in the project fund that could be used for design.
Streets
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
NC86 Facility Renovation
Public Works
Total
Appropriations to
date
Functional Area:
110
Powell Bill
111
POWELL BILL
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Supplies ‐ Departmental 3,8754,000000(4,000)‐100.0%
Miscellaneous 0000000.0%FY20 ‐ $122,318 revert to PB fund balance
Patch & Resurface 78,077000000.0%FY21 ‐ funds allocated to Valley Forge repair
Paving 0000000.0%
Operations Subtotal 81,9524,000000(4,000)‐100.0%
Capital Outlay
Capital Improvement ‐ Sidewalks 01,500000(1,500)‐100.0%
Sidewalk Improvement & Repair01,500000
Capital ‐ Infrastructure 0325,737000(325,737)‐100.0%FY21 ‐ Valley Forge repair (incl $198,237 in PB fund
Capital ‐ Equipment 00000 00.0%balance appropriation)
Capital ‐ Unpaved Street Construction018,000000(18,000)‐100.0%Odie Street Maintenance/Paving
Capital Outlay Subtotal 0345,237000(345,237)‐100.0%
Transfers
Transfer to General Capital Improv. 0000000.0%
Transfers Subtotal 0000000.0%
Debt Service
Capital Lease 0000000.0%
Debt Service Subtotal 0000000.0%
Powell Bill Total 81,952$ 349,237$ ‐$ ‐$ ‐$ (349,237)$ ‐100.0%
% Change ‐52.3% 326.1%‐100.0% 0.0% 0.0%
112
Solid Waste
113
SOLID WASTE
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 938 1,260 2,000 2,000 2,000
740 58.7%
Salaries ‐ Regular 185,311 172,180 192,794 192,794 192,794 20,614 12.0%
FICA 14,490 12,862 14,902 14,902 14,902 2,040 15.9%
Hospitalization 46,743 36,156 49,496 50,486 51,496 13,340 36.9%
Life/Disability/Vision 1,177 1,020 1,349 1,403 1,459 329 32.3%
Dental Insurance 1,223 908 1,767 1,838 1,911 859 94.6%
Retirement 17,111 17,286 22,207 24,544 26,882 4,921 28.5%
Supplemental Retirement ‐ 401K 9,355 8,926 9,740 9,740 9,740 814 9.1%
Personal Services Subtotal 276,349 250,598 294,255 297,707 301,184 43,657 17.4%
Operations
Training/Conferences/Conventions 1,035 1,500 3,000 2,000 2,000 1,500 100.0%
To attend ITRE conference and more training
Telephone / Internet 1,886 840 2,280 2,280 2,280 1,440 171.4%
Cell Phone Stipend @ $70/mo (1) 840 840 840 840
Cell Phone Stipend @ $40/mo (3)0 1,440 1,440 1,440
Postage 0 700 1,100 1,100 1,100 400 57.1%
Utilities 2,597 2,860 3,146 3,461 3,807 286 10.0%
Gasoline 25,334 28,270 31,097 34,207 37,627 2,827 10.0%
Increased fuel costs due to Collins Ridge
Supplies ‐ Office 178 820 750 500 500 (70)‐8.5%
Supplies ‐ Departmental 1,602 700 1,000 1,000 1,000 300 42.9%
Supplies ‐ Disaster 0 0 200 200 200 200 0.0%
Rental ‐ Uniform 758 750 1,500 1,500 1,500 750 100.0%
Landfill Fees 83,434 92,000 94,000 97,000 99,000 2,000 2.2%
Increase in solid waste tonnage
Landfill Fees ‐ Yard Waste 10,672 13,320 15,320 16,850 18,535 2,000 15.0%
OC will increase tipping fees 20% in FY21
Cont. Services/Roll‐Out Containers 6,798 7,814 8,500 8,500 8,500 686 8.8%
Cont. Services/Comm. Dump. Coll. 600 0 800 800 800 800 0.0%
Hog Day Dumpsters
Cont. Services/Bulk Item Containers 7,726 8,000 8,000 8,000 8,000 00.0%Tonnage increase
Engineering 00 00000.0%
Dues & Subscriptions 268 453 700 700 700 247 54.5%
Miscellaneous 159 791 1,000 1,000 1,000 209 26.4%
Misc. ‐ Public Info Materials 2,896 2,800 3,000 3,000 3,000 200 7.1%
Operations Subtotal 145,943 161,618 175,393 182,098 189,549 13,775 8.5%
Capital Outlay
Capital ‐ Equipment 0 0 0 0 0 00.0%
Capital ‐ Vehicles 32,758 300,000 720,000 0 0 420,000 140.0%
Garbage Truck 300,000 0 0 0
Repl. Truck #130 0 33,000 0 0 Replc take home veh./excessive rust can't use for towing
Additional Garbage Truck 0 310,000 0 0
Offset by $60k Collins Ridge contribution
Replace Knuckleboom #200 0 162,000 0 0 2011
Replace Leaf Truck #170 0 215,000 0 0 2008
Capital Outlay Subtotal 32,758 300,000 720,000 0 0 420,000 140.0%
Debt Service
Capital Lease 76,323 32,255 81,659 214,114 214,114 49,404 153.2%
Knuckleboom Truck 32,255 12,367 0 0 Debt retired FY22
Garbage Truck 0 69,292 69,292 69,292 FY21 ‐ $300k @ 5% for 5 years; 1st pymt in FY22
Addl Garbage Truck 0 0 57,744 57,744 FY22 ‐ $250k @ 5% for 5 years; 1st pymp in FY23
Knuckleboom Truck 0 0 37,418 37,418 FY22 ‐ $162k @ 5% for 5 years; 1st pymp in FY23
Leaf Truck 0 0 49,660 49,660 FY22 ‐ $215k @ 5% for 5 years; 1st pymp in FY23
Debt Service Subtotal 76,323 32,255 81,659 214,114 214,114 49,404 153.2%
Transfers
Transfer to Gen Capital Improv Fund 00 00000.0%
Transfers Subtotal 00 00000.0%
Solid Waste Total 531,373$ 744,471$ 1,271,307$ 693,919$ 704,847$ 526,836$ 70.8%
% Change 16.3% 40.1% 70.8%‐45.4% 1.6%
114
Section 1 Project Title:Budget Unit #: 5800
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future New
FY23 FY24 FY25 Years
310,000 310,000 ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.‐
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.‐
Equip / Machinery / Furniture 310,000 310,000
Total Capital Cost Est.310,000 ‐ ‐ ‐ ‐ ‐ ‐ 310,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 310,000 ‐ ‐ ‐ ‐ ‐ ‐ 310,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
310,000 310,000
‐
‐
Total Program Financing 310,000 ‐ ‐ ‐ ‐ ‐ ‐ 310,000
Section 6
Type of Expenditure
If the addition is delayed and Collins Ridge comes along then our service could become unreliable. Also it takes 1 year to receive a garbage truck after order is
made. The plan is to wait until May of 2022 before making the order. That would put us receiving the truck aroud May of 2023 if the build times do not get any
longer. Also we have already received $60,000 towards the purchase of the truck from the development.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
Currently, the solid waste division has 2 automated garbage trucks. With the addition of the Collins Ridge development coming aboard the demand will
eventually require us to operate 2 garbage trucks to complete one day's trash route. Adding the truck will allow for routine maintenance and repairs to be
made without effecting garbage collection. This truck will not only help out to ensure we have a backup for repairs but to ensure we have enough trucks to
make up for the holidays when we sometimes have to collect 2 routes of trash in one day. Also we are currently replacing our oldest garbage truck which is 9
years old, our newer truck of the 2 we currently have is a 2015. The garbage trucks in Hillsborough are expected to last 7‐8 years.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
Additional automated garbage truck.
Solid Waste
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Automated Garbage Truck
Public Works
Total
Appropriations to
date
Functional Area:
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Debt Financing
Funding Source(s)
115
Cemetery
116
CEMETERY
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Utilities 415 550 605 666 732
55 10.0%
Maintenance ‐ Infrastructure 4,290 4,000 7,500 1,500 1,500 3,500 87.5%
Fountain Repair 500 500 0 0
Monument Repair 500 500 0 0
Repair gravestones at Town Cemetery 3,000 1,500 1,500 1,500
Replace Privacy Fence at Town Cemetery 05,00000
Supplies ‐ Departmental 0 300 300 300 300 00.0%
C.S. ‐ Data Processing Services 1,436 1,500 1,695 1,695 1,695
195 13.0%
C.S. ‐ Printing 874 1,000 1,000 1,000 1,000
00.0%
Operations Subtotal 7,015 7,350 11,100 5,161 5,227
3,750 51.0%
Capital Outlay
Capital ‐ Infrastructure 0000000.0%
Capital ‐ Buildings & Improvements 00000
00.0%
Capital Outlay Subtotal 0000000.0%
Cemetery Total 7,015$ 7,350$ 11,100$ 5,161$ 5,227$ 3,750$ 51.0%
% Change ‐17.6% 4.8% 51.0%‐53.5% 1.3%
117
Economic Development
118
ECONOMIC DEVELOPMENT
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 14,215 9,449 10,156 9,374 8,580 707 7.5%
Position split between Town ED (40%)
Salary Actual 66,230 68,189 68,189 68,189
Tourism Board (40%)
TB Reimb. (37,854) (38,689) (39,210) (39,739)
Tourism Development Authority (20%)
TDA Reimb. (18,927) (19,344) (19,605) (19,870)
FICA 4,661 5,216 5,216 5,216 5,216 00.0%
Hospitalization 9,303 10,078 11,278 11,729 12,198 1,200 11.9%
Life/Disability/Vision 451 411 462 480 500 51 12.4%
Dental Insurance 384 374 393 409 425 19 5.1%
Retirement 6,137 6,956 7,774 8,455 9,274 818 11.8%
Supplemental Retirement ‐ 401K 3,398 3,410 3,409 3,409 3,409 (1) 0.0%
Personal Services Subtotal 38,550 35,894 38,688 39,072 39,602 2,794 7.8%
Operations
Training/Conferences/Conventions 827 850 1,500 1,500 1,500 650 76.5%ED Training/Workshops
Telephone/Internet 875 840 840 840 840 00.0%Cell phone stipend (1)
Advertising 1,069 2,200 2,200 2,200 2,200 00.0%
Quarterly Advertisements 1,200 1,200 1,200 1,200
Small Business Workshops 1,000 1,000 1,000 1,000
Grants 0000000.0%
Supplies ‐ Office 0 500 300 300 300 (200)‐40.0%
Dues & Subscriptions 402 735 740 740 740 50.7%FY20‐TBJ Subscription /FY21 3CMA split with Admin/PIO
Miscellaneous 75 900 900 900 900 00.0%FY21 AEP6 Study
Misc ‐ Tax, Tags, Etc 36000000.0%
Payments ‐ Tourism Board 371,312 375,000 397,000 397,000 397,000 22,000 5.9%
Payments ‐ TDA 60,347 55,000 70,000 70,000 70,000 15,000 27.3%
Operations Subtotal 434,943 436,025 473,480 473,480 473,480 37,455 8.6%
Economic Development Total 473,493$ 471,919$ 512,168$ 512,552$ 513,082$ 40,249$ 8.5%
% Change ‐7.5%‐0.3% 8.5% 0.1% 0.1%
119
Special Appropriations
120
SPECIAL APPROPRIATIONS
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Utilities 3,958 4,840 5,324 5,856 6,442 484 10.0%
Maintenance ‐ Building 0 0 10,000 0 0
Fairview Comm. Center Upgrade/Maint. 0 10,000 0 0
Orange Country Historical Museum 43,934 10,000 30,000 10,000 10,000 20,000 200.0%
Museum Maintenance 10,000 0 0 0
Lease Payment for Maintenance 0 10,000 10,000 10,000 Maint. funds paid to Museum as per lease agmt
Exterior Paint 0 20,000 0 0 Scrape, prime and repaint exterior of Museum
C.S. ‐ Utility Analysis 4,822 5,000 5,000 5,000 5,000 00.0%
Miscellaneous 79,973 85,000 217,000 349,000 501,000 132,000 155.3%
Merit Raises for General Fund 0 117,000 234,000 351,000 FY21 ‐ deferred
Market Rate Adjustment 0 70,000 105,000 140,000 FY21 ‐ deferred
Clean Energy Contract 10,000 10,000 10,000 10,000
Comprehensive Plan 75,000 20,000 0 0 FY22‐ad ons servcies for public outreach
Re‐Org 0 50,000 50,000 50,000 Position reclassifications; not budgeted at dept level
Town Clock Maintenance 900 2,000 2,000 2,000 2,000 00.0%
Fairview Live Event 0 1,500 0 1,500 0 (1,500)‐100.0%
Community Home Trust 2,500 000000.0%FY21 ‐ moved to Planning budget
Orange County Food Council 3,750 3,750 3,750 3,750 3,750 00.0%
Community Reinvestment 19,500 20,700 20,700 20,700 20,700 00.0%
Hillsborough Arts Council 13,200000
Exchange Club Park 7,500000
Other 0 20,700 20,700 20,700
Operations Subtotal 159,336 132,790 293,774 397,806 548,892 160,984 121.2%
Capital Outlay
Capital ‐ Infrastructure 0 000000.0%
Capital ‐ Buildings & Improvements 0 000000.0%
Debt Service Subtotal 0 000000.0%
Debt Service
Capital Lease 98,791 96,684 94,576 92,469 69,501 (2,108)‐2.2%
Collins Field/Rail Station Property 44,730 43,804 42,878 21,092 Retired FY24
604 & 618 N. Churton St. 51,954 50,772 49,591 48,409 Retired FY30
Debt Service Subtotal 98,791 96,684 94,576 92,469 69,501 (2,108)‐2.2%
Cost Allocations
Cost Allocation ‐ Water/Sewer 0 000000.0%
Cost Allocations Subtotal 0 000000.0%
Transfers
Transfer to Rail Station Project Fund 034,000000(34,000)‐100.0%
Transfer to Capital Project Fund 0 000000.0%
Transfers Subtotal 034,000000(34,000)‐100.0%
Special Appropriations Total 258,127$ 263,474$ 388,350$ 490,275$ 618,393$ 124,876$ 47.4%
% Change 23.0% 2.1% 47.4% 26.2% 26.1%
121
Report on FY 2021 Award and Request for FY2022 Funding
Hillsborough Exchange Club
Our focus has been to update the oldest community park in town. Support from the town has helped
tremendously with these efforts. We appreciate the opportunity to make this request for funding in FY
2022.
Funding requested for FY2021:
Portable handicap accessible toilet $1800
Dumpster $605
Park Liability Insurance $1818
Tree removal and trimming $3277
Total requested $7500
$7500 Awarded
FY2021 Expenses:
Portable handicap accessible toilet $1800
Dumpster $605
Park lighting $110
Park Liability Insurance $1584
Tree removal and trimming was $3800
(HYAA paid Exchange club half) $1900
Grating and replace gravel on driveway
and park parking area $1500
Total expenses $7499
Funding requested for FY2022
Portable handicap accessible toilet $1800
Dumpster $605
3 Park grade heavyweight waste receptacles $2280
Park lighting $110
Park liability insurance $1350
Mulch for playground areas $1000
Tree trimming $400
Total $7545 $7500 Requested
FY 2021 expenses detail: Routine expenses are requested for the portable toilet, dumpster, and
insurance. There were 7 trees in total that needed removal. The cost of this work was $3800. Since
more than half of the trees impacted HYAA’s ballfield, we reached out to HYAA and they paid half of
the bill. We reviewed our insurance with State Farm and decided to increase our deductible. This
decreased our overall cost significantly. The amount requested for FY21 is more than the FY22 request
because our policy renewed in December. This reflects 50% of our total bill. The flood light service
from Duke Power was accidentally omitted in last years’ application for funding. Significant rainfall has
impacted the park driveway and parking area washing out gravel and producing ruts in the area.
Grating and gravel on this area is planned before the end of FY2021 and the cost is estimated.
FY2022 requested funding: We request usual expenses for the park which include dumpster cost,
lighting, insurance and portable toilet. Three heavy weight park style waste receptacles like the ones
at Gold Park are also requested. These will eliminate the likelihood of debris spread in the park and
the stream. We need one for the picnic shelter and 2 for the park. Tree trimming is an annual need for
the safety of park users.
Submitted by: Blair Bradford, President, Exchange Club of Hillsborough
122
Telephone: 919-643-2500 Web Site: www.hillsboroughartscouncil.org Address: 102 N. Churton Street, Hillsborough, NC 27278-
Hillsborough Arts Council 2021-2022 Funding Request
Our Mission
The Hillsborough Arts Council, a volunteer-driven organization, enriches our community through the arts. We achieve this by:
●Fostering appreciation of the arts.
●Engaging diverse audiences in events and programs.
●Connecting artists, organizations, and audiences.
Funding Request
The Hillsborough Arts Council (HAC) is requesting a continuation of the 3 year partnership previously proposed of $13,200 + $1,320 for a total of $14,520 of inancial support for iscal year 2021-22. This request is a renewal of Fiscal Year 2020-2021 funds as an investment in the growth of arts and culture in the Hillsborough Community. As HAC creates a strategic plan, we hope the Town of Hillsborough will continue to support our work. HAC will begin a new 3 year strategic planning phase in early 2022. In addition to a renewal of FY 2020-21 funds, HAC is proposing a continuation of the three-year partnership with the Town of Hillsborough, which includes a 10% increase in funds as outlined in our original proposal. This partnership included an increase of $2,520 over three years ($0 in FY 2019-20; $1,200 in FY 2020-21, $1,320 in FY 2021-22) as an investment in HACs growth as a major driver of artistic and cultural programs and events, economic development, and tourism for Hillsborough.
Our Goals for 2021-2022
●Use the skills and talents of our board members and evaluate a full time Executive Director position or partnership with the Alliance for Historic Hillsborough to implement the completed strategic plan and shift the organization into a top-down business model allowing the board to refocus on fundraising, art education programing and governance.
●Work with local organizations, schools, and community groups to help build an inclusive and accessible outreach program to encourage participation for populations of Northern Orange County residing outside of the immediate downtown Hillsborough area.
●Work with groups in neighboring communities to establish a conduit to collaborate with other organizations and departments.
123
●De ine and implement a strategic marketing plan to raise overall awareness of HAC and promote local and tourist participation in events and programs through a variety of channels and opportunities. This coincides with the three-year strategic plan and shift to a top-down business model.
●Develop a strategy for thoroughly tracking audience and demographic data for internal analysis and use by HAC for planning and fund development.
●Explore additional partnerships and funding sources.
Explanation of our Request
Orange County’s arts community in general and the Hillsborough Arts Council speci ical ly are important drivers of economic development in Hillsborough. A strong arts community adds to residents’ quality of life, which in turn, is a key factor for attracting new business and industry to the area. They are crucial elements of the Town’s character that distinguish it from other parts of the Triangle and state. They strengthen Hillsborough's position in a highly competitive region as an attractive location to live and for business investment. In 2015, Orange County participated in Arts & Economic Prosperity V , a national survey. Click here for the full report. Local indings of this report showed that nonpro it arts and culture organizations in Hillsborough, NC spent a total of $5.5 million during iscal year 2015. This spending, $1.6 million by nonpro it arts and culture organizations and an additional $4 million in event-related spending by their audiences, supports 185 full-time equivalent jobs and generates $8 million in local and state government revenue. In addition, forty percent of the nearly 300,000 attendees were tourists to the Hillsborough Area, mainly visiting from other counties in North Carolina and neighboring states. More important than economic development though, is HAC’s contribution to community building . Many of HAC’s events are participatory. These programs are strategically designed to both inspire creativity through a hands-on element, as well as a community gathering aspect to bring people together to celebrate. This process can provide tools to proactively promote the values of diversity and inclusion in our community. As detailed in our strategic plan, HAC hired a full time Executive Director in 2019 but unfortunately the Executive Director decided to resign in January, 2021. This was an unfortunate setback but has allowed the Board to further review the programs and needs of the organization to ensure we continue to live into and ful ill the mission of the Art’s Council and continue delivering programming to the town of Hillsborough. The HAC Board voted to hire two part time contractors which included hiring a Gallery and Gift shop store manager and a social media/marketing contractor. Most recently the Board has voted to make the Gallery and Gift shop manager a full time employee to also assist with coordination of the Last Friday’s Art Walk and focus on arts education programming. As you can see, the return on investment for the Town of Hillsborough should be seen as not just an opportunity to bring arts to the forefront of the daily lives of residents, but as a driver of economic development, tourism, and a facilitator of the rich culture that Hillsborough has to offer.
The Impact of Your Funding – FY 2020-2021 Progress Report
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The following is a summary of the impact your funding has made and what the Hillsborough Arts Council was able to accomplish the past two years with support from the Town of Hillsborough. Without a doubt the creation of a paid full time position greatly enhanced our capacity to provide quality programming and gave our board the ability to shift their focus to governance, development and strategic planning. The initial shift allowed HAC time to apply for more grants, create a sponsorship and fundraising committee, meet with others to collaborate, and successfully expand our outreach within our community. Here are brief highlights, followed by a more complete description of our progress over the last year, thanks to you, our Board and the enthusiasm of our volunteers:
●Hired a full time Gallery & Gift Shop store manager
●Hired a part time social media/marketing contractor.
●Hired a part time bookkeeper
●Completed a strategic review of the organization as a whole during COVID operating environment
●Began developing a strategic plan for HAC (estimated completion: May 2022).
●Established active outreach, marketing, fundraising, and sponsorship committees.
●Formed new local partnerships to create professional development workshops for artists.
●Began the process of creating a strategic marketing plan to promote raise overall awareness of HAC and the programs created each year.
●Launched 2 new programs during COVID - Mobile Community Stage and Virtualized Last Friday’s concerts with high quality digital streaming service & the new Writers Series
●Decentralized the Last Friday program to enable local businesses to continue to open outside and shifting funding from bands to stilt walkers, circus acts, and poets/buskers around downtown and the west end area of Hillsborough.
●Maintained continuity for those programs in 2020 which could be operating in a safe and responsible COVID manner to continue delivering joy to the town of Hillsborough..
●Maintained the Gallery and Gift shop business - serving over 59 local artists and issuing ~$24,000 to artists based on sales. The Gallery and Gift shop will be self sustaining if we achieve $146,000 in annual sales. We have a plan to reach this based on improvements to the store, investment in new lighting and merchandise POS system, longer store hours thanks to a full time store manager (now Tuesday-Sunday 12-4pm)
Without Your Support If HAC fails to secure any additional funds, then we will struggle to keep up with growth in existing programs and maintenance of our full time Gallery and Gift shop store manager and part time positions while we work to create stable growth within the organization and evaluate the need for a full time Executive Director. We will also be working with the Alliance of Historic Hillsborough to explore leveraging that organization for various Executive Director functions as originally contemplated for their organization charter. In addition to the impact on ongoing activities, failure to secure funding will limit planned efforts to
●Develop major fundraising and sponsorship opportunities
●Introduce a formal strategic plan for organizational development
●Increase net operating income from retail sales (2x annual sales)
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●Develop a system to estimate the size and composition of event attendance
●Develop relationships with community leaders and it would likely put off new efforts to
●Increase diversity of communities served
●Increase outreach efforts
●Develop marketing plans to attract more volunteers, donations, grants and major sponsors
●Plan new income-earning programs, such as of offering art classes to the public and in schools, including our growing group of homeschool families
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HAC Programs & Support Materials
Program Activities The work supported by this grant enables year-round programming, all of which promotes tourism and bene its Hillsborough’s economic and cultural climate. 1.HAC Gallery and Gift Shop operates year-round. Open now from 12-4pm (Tuesday-Sunday) and during Last Fridays events(5-9pm) 2.Last Fridays is spring to fall, bringing both locals and visitors to downtown Hillsborough to enjoy the arts, and share information through community booths. Between 1,000 and 3,000 people attend each event and 15% are tourists coming from surrounding counties and other states. 3.Hillsborough Art Walk Last Fridays is January through November and provides a walking tour of our diverse arts and crafts and encourages sales. 300/night for extended season (January, February, March, October, and November); 600 plus/night for regular season (April - September), with people from surrounding counties. 4.The Handmade Puppet Parade is in April. 4,000 to 4,500 people from surrounding counties and other states participate and attend and 50% are tourists from around the country. Held on the 3rd Sunday of April (during even years). 5.River Park Concert is in late October and promotes local and regional talent and has a youth musicians workshop prior to the event. This event has grown steadily and now attracts more than 8,000 people for a one day concert event. We also leverage Regional and Local talent to produce this event with over 100 volunteers. 6.Solstice Lantern Walk is in December and brings people together in creative workshops and joyful, peaceful participation. 2,500 people from surrounding counties participate. 7.Parlor Concerts , which are within the months of January through April, are hosted in the intimate settings of historic homes of Hillsborough. 40-50 people per event; usually 4 events per year. People come from the surrounding areas, often bringing visiting guests from outside the area and other states. 8.Art in the Heart of Hillsborough (Arts and Crafts Show ) is in April and promotes the work of 50 local artists. Approximately 1500 people for this April event come from surrounding counties and other states. 9.Mobile Community Stage is a new program designed during COVID to bring small performing art pop up events to various parts of Hillsborough. We engaged Thalle Construction to borrow a lat bed trailer which we leverage for the artist and performances. We delivered 3 events during the Pandemic in 2020. 10.ArtCycle is a year-round program most active when school is in session that encourages citizens to contribute new and used supplies to students in school art classes. 11.Hillsborough Poet Laureate/Youth Poet Laureate (launching Fall 2021) is a juried position appointed annually in partnership with the town of Hillsborough. The poet laureate program celebrates both accomplished and up and coming poets in our community. 12.Writers Series is an interview series on YouTube program highlighting local writers and poets in the town of Hillsborough 13.Community Art projects: is offered throughout the year. Most recently, the Arch for River Park which leverages the wood from the fallen Oak on Calvin Street which the Art’s Council was able to store. We expect this to be constructed in the next 3 months.
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Geographic Distribution
We regularly track the geographic origins of the population that has visited the Gallery and Gift Shop. Due to the Pandemic, we saw a 70% drop in customers but only a 40% drop in annual revenue. The Gallery and Gift Shop served over 8,461 customers in 2019 which was an increase of 22%. 40% of them were tourists, coming from:
●Overall, 90% of our known participants came from the following 15 NC cities/towns (in order from greatest to least): Hillsborough, Durham, Chapel Hill, Carrboro, Raleigh, E land, Mebane, Cary, Pittsboro, Burlington, Apex, Wake Forest, Cedar Grove, Graham, Rougemont.
●We have seen visitors from more than 60 other NC cities/town: Hillsborough, Chapel Hill, Carrboro, Cedar Grove, E land, Hurdle Mills, Rougemont, Apex, Asheboro, Banner Elk, Burlington, Cary, Charlotte, Concord, Creedmoor, Duck, Dunn, Durham, Elon, Fayetteville, Fuquay-Varina, Gastonia, Goldsboro, Graham, Greensboro, Greenville, Haw River, Hendersonville, Hickory, High Point, Holly Springs, Jamestown, Kannapolis, Kernersville, Lillington, Lumberton, Mebane, Mooresville, Mount Airy, Oxford, Pinehurst, Pittsboro, Raleigh, Reidsville, Roxboro, Sanford, Wake Forest, Wendell, Wilmington, Winston-Salem, Yanceyville, Zebulon, Eden, Caldwell, Whitsett, Youngsville, Warrenton, Saxapahaw, Washington, Tryon.
●More than 40 states and DC: The only states not appearing were Alaska, Arkansas, Idaho, Kansas, Montana, Nebraska, North Dakota, Oklahoma, Vermont.
●Known foreign countries and/or 1 U.S. Territories: Canada, Mexico, England, Ireland, Germany, Australia, Sweden, Italy, Puerto Rico, Iran, Wales, Russia.
Collaborations and Partnerships
All of our events are coordinated with external organizations and individuals. The following lists the primary collaborative efforts:
●Alliance for Historic Hillsborough
o Visitor’s Center
o Burwell School
o Orange County Historical Museum
o Ad-hoc Alliance Staff Cohort
●Hillsborough Chamber of Commerce
o Hillsborough Merchant and Restaurant Working Group
●Orange County Schools
o ArtCycle Collection
o Cultural Explosion
o Student Artist Exhibitions
o Cedar Ridge High School WoodShop
o Student Volunteers
●Town of Hillsborough
o Poet Laureate o Volume Mural Project
o Calvin St. Tree o River Park Arch Project
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●E land-C heeks Community Center
●St. Matthews Episcopal Church
●Orange County Public Library
●Hillsborough Classic Film Society
●Orange County Arts Commission
●Orange County Community Players
●Bull City Music School
●Music Makers Relief Foundation
●Expedition School
●Margaret Lane Gallery
●C3 Hillsborough
●Local Businesses (non-sponsors)
o Orange Family Medical Group
o Whit’s Frozen Custard
●Art Walk Partners (not already listed)
o Hillsborough Gallery of Art
o Eno Gallery
o Tom Stevens Gallery
o Skylight Gallery and Hillsborough Artist Cooperative
o King Street Bar
Submitted by David Hays, Board Chair
May 10th, , 2021
David Hays
Board Chair
Hillsborough Arts Council
www.hillsboroughartscouncil.org
919-931-3977
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Section 1 Project Title:Budget Unit #: 6900
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
7,180,000 4,386,000 790,000 90,000
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel 10,000 30,000 30,000 30,000 100,000
Other ‐
Total ‐ ‐ ‐ 10,000 30,000 30,000 30,000 100,000
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.84,000 616,000 700,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep 1,000,000 1,000,000
Building / Utility Constr.214,000 4,386,000 700,000 5,300,000
Equip / Machinery / Furniture 80,000 80,000
Total Capital Cost Est.84,000 1,830,000 4,386,000 780,000 ‐ ‐ ‐ 7,080,000
Total Oper. Impact Est.‐ ‐ ‐ 10,000 30,000 30,000 30,000 100,000
Total Expenditure Est. 84,000 1,830,000 4,386,000 790,000 30,000 30,000 30,000 7,180,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
1,480,000 4,100,000 700,000 6,280,000
50,000 350,000 286,000 686,000
34,000 90,000 30,000 30,000 30,000 214,000
Total Program Financing 84,000 1,830,000 4,386,000 790,000 30,000 30,000 30,000 7,180,000
Section 6
* $34,000 FY22 contriubtion was made in FY21, no additional funds needed
Type of Expenditure
The conceptual station plan was completed in FY15. A change in state regulations removed the need for extensive environmental review of this project. The
town's anticipated contribution to this project has been moved forward to the formal buidling design. The town, NCDOT and Go Triangle have approved an
interlocal agreement to intiatie this project. This agreement commits the state and tax funding to the project. The project must be completed within 7 years or
the town will be expected to reimburse the outside funding to the partners.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The project advances the town's sustainability goals by providing a transit connection for regular commuting and travel not currently available to town
residents. The station and expected surrounding development will also provide enhanced connectivity and walkability to a new area of town and is expected to
serve as a bridge to connect downtown to activity areas south of the river. The creation of a station that serves as a transit hub and public gathering place
represents a significant investment in the town's infrastructure, both physical and social.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
Construct a station building and parking to facilitate passenger rail service in Hillsborough. Site improvements will include an access road from Orange Grove
Street and a 50‐vehicle parking lot that can be used as a local transit park and ride facility. Regional transit partners will be asked to modify routes to provide
connected service from the Hillsborough Circulator, 420 route and other bus service to the train station. All costs for the station will be run through the town's
budget and will be reimbursed by NCDOT and the regional transit tax through interlocal agreements. The town will accept long‐term maintenance and
ownership responsibility for the building, which will be sufficient to house other town operations. Feasibility of pedestrian connectivity to the station will be
Special Appropriations
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Passenger Rail/Multi‐Modal Station
Special Appropriations
Total
Appropriations to
date
Functional Area:
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
NCDOT state funding commitment
Funding Source(s)
Go Triangle‐transit tax proceeds
Operating Revenue (Hillsborough)
130
Contingency
131
CONTINGENCY ‐ GENERAL FUND
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Contingency 0 0 400,000 500,000 375,000 400,000 0.0%
Operations Subtotal 0 0 400,000 500,000 375,000 400,000 0.0%
ContingencyTotal ‐$ ‐$ 400,000$ 500,000$ 375,000$ 400,000 0.0%
% Change 0.0% 0.0% 0.0% 25.0%‐25.0%
132
Water & Sewer Fund
133
FINANCIAL SUMMARY ‐ WATER & SEWER FUND
FY20 FY21 FY22 FY23 FY24
Budget Unit Actual Estimate Budget Projected Projected
Disaster Relief 15,538 22,744 000
% Change 0%46.4%‐100.0%0.0%0.0%
Administration of Enterprise 1,941,001 2,386,741 2,320,591 2,306,855 2,303,547
% Change ‐53.9%23.0%‐2.8%‐0.6%‐0.1%
Utilities Administration 426,730 587,891 567,286 517,753 523,122
% Change 2.4%37.8%‐3.5%‐8.7%1.0%
Billing & Collections 626,579 760,361 773,450 751,848 757,793
% Change ‐25.6%21.4%1.7%‐2.8%0.8%
Water Treatment Plant 1,145,980 1,213,084 1,363,189 1,316,056 1,378,505
% Change 6.6%5.9%12.4%‐3.5%4.7%
West Fork Eno Reservoir 481,353 882,743 898,629 888,000 887,440
% Change 14.7%83.4%1.8%‐1.2%‐0.1%
Water Distribution 878,589 1,751,076 1,663,838 1,238,041 1,149,025
% Change ‐32.0%99.3%‐5.0%‐25.6%‐7.2%
Wastewater Collection 1,070,755 1,567,137 1,772,322 1,454,751 1,737,821
% Change ‐24.9%46.4%13.1%‐17.9%19.5%
Wastewater Treatment Plant 2,118,740 2,209,059 2,418,226 2,225,642 2,221,677
% Change ‐6.1%4.3%9.5%‐8.0%‐0.2%
Contingency 0 0 400,000 400,000 400,000
% Change 0.0%0.0%0.0%0.0%0.0%
TOTAL EXPENDITURES 8,705,265$ 11,380,836$ 12,177,531$ 11,098,946$ 11,358,930$
% Change ‐27.1%30.7%7.0%‐8.9%2.3%
Surplus / (Deficit) at Current Rate 2,530,504 710,031 (942,011) (738,926) (1,148,910)
Surplus / (Deficit) w/ Rate Increase 2,530,504 710,031 (619,011)$ (28,926)$ 16,090$
Retained Earnings Appropriation needed to Balance Budget 2,530,504 710,031 619,011 28,926 16,090
Available Retained Earnings Remaining 6,872,172 7,582,203 6,963,192$ 6,934,266$ 6,950,356$
Retained Earnings as a percentage of Op. Expenditures1 79%67%57%62%61%
1 The town's Water & Sewer Retained Earnings Policy recommends maintaining an undesignated fund balance of between 20 to 60 percent of
annual operating expenditures and a "target" of 25 percent.
134
WATER & SEWER FUND REVENUES
FY20 FY21 FY22 FY23 FY24 $%
By Account Actual Estimate Budget Projection Projection Change Change Comments
Licenses/Permits/Fees
Water Charges 4,980,554 4,958,969 5,204,000 5,438,000 5,683,000 245,031 4.9%FY22‐24 ‐ 4.5% rate increases each yr
Sewer Charges 4,998,606 4,910,426 5,089,000 5,242,000 5,452,000 178,574 3.6%FY22 ‐ 2%, FY23 ‐ 3%, and FY24 ‐ 4% increas
Water Lateral Fees 12,750 20,250 7,500 7,500 7,500 (12,750)‐63.0%
Sewer Lateral Fees 14,893 25,000 10,000 10,000 10,000 (15,000)‐60.0%W&S new home assumptions: FY22 ‐ 0
Water Meter Fee 43,631 32,000 25,000 25,000 25,000 (7,000)‐21.9%
Water System Development Fees 263,129 324,576 0 0 0 (324,576)‐100.0%System dev. fees budgeted upon invoice
Sewer System Development Fees 193,499 250,792 0 0 0 (250,792)‐100.0%
Perpetual Maintenance Fee 00 0000 0.0%
Penalties / Delinquent Fee 140,201 190,000 175,000 175,000 175,000 (15,000)‐7.9%FY20 ‐ Penalties & delinquent fees
Water Connection Fee 20,916 12,570 10,000 10,000 10,000 (2,570)‐20.4%suspended for a portion of yr
Engineering Review Fees 13,900 8,000 2,000 2,000 2,000 (6,000)‐75.0%
Licenses/Permits/Fees Total 10,682,079 10,732,583 10,522,500 10,909,500 11,364,500 (210,083)‐2.0%
Other Revenue/Non‐Operating
Miscellaneous 42,844 (10,000) 10,000 10,000 10,000 20,000 ‐200.0%
Dormant Write‐Offs 00 0000 0.0%
FEMA Assistance 17,488 0 0 0 0 0 0.0%
American Recovery Program (ARP)0 795,500 0 0 795,500 0.0%FY22 ‐ Portion of first ARP disbursement
Insurance Proceeds 0 49,360 0 0 0 (49,360)‐100.0%
Other Rev. / Non‐Op. Total 60,332 39,360 805,500 10,000 10,000 766,140 1946.5%
Investment Earnings
Interest Earned 35,144 500 500 500 500 0 0.0%
Perpetual Maint. Fee Interest 257 20 20 20 20 0 0.0%
Investment Earnings Total 35,401 520 520 520 520 0 0.0%
Transfers
Transfer from Utility Cap Imprv Fund 349,643 0 0 0 0 0 0.0%To refund W&S Fund for unused monies
Transfer from Cap Reserve ‐ Water 0 899,404 30,000 150,000 0 (869,404)‐96.7%$1,900,432 available as of June 30, 2019
EDD Water Line Extension 259,404 0 0 0
16‐inch Water Connect 465,000 0 0 0
Governor Burke Road Water Line 0 30,000 150,000
WTP Debt Payments 0 000 FY20 ‐ Offset debt payments
WFER PH I Debt Pymts 0 000 Pay off phase 1 debt
WFER PH II Debt Pymts 175,000 0 0 0 Offset debt payments
Transfer from Cap Res ‐ Water Tank 97,492 0 0 0 0 0 0.0%
S. Zone Water Tank Debt Pymts 0 000 $202,723 available as of June 30, 2018
Transfer from Cap Reserve ‐ Sewer 0 200,000 200,000 0 0 0 0.0%$2,964,453 available as of June 30, 2019
WWTP Expansion/Upgrade 0 0 0 0
Infrastructure Rehab/Replc 0 000
River Pump Station 200,000 200,000 0 0 FY21 ‐ Design; FY22 ‐ Land Acquisition
WWTP Debt Payments 0 000
S. Churton/Orange Grove Line Reloc.0 000
Transfer from Cap Proj Fund ‐ Reservoir 00 0000 0.0%
Transfer from Cap Proj Fund ‐ Fathom 00 0000 0.0%
Transfer from Cap Proj Fund ‐ N. Campus 10,822 0 0 0 0 0 0.0%
Transfers Total 457,957 1,099,404 230,000 150,000 0 (869,404)‐79.1%
Debt Issuance
Debt Issuance Proceeds 00 0000 0.0%
N Campus 0 000
WFER Ph 2 0 000 FY19 ‐ Reimburse for pre‐paid expenses
Debt Issuance Total 00 0000 0.0%
Retained Earnings
Perpetual Maint. Fee Appropriated 0 219,000 0 0 0 ‐219,000 ‐100.0%FY21 ‐ Sewer Pump Station Generators
Retained Earnings Appropriated 0 (710,031) 619,011 28,926 (16,090)1,329,042 ‐187.2%
Retained Earnings Total 0 (491,031) 619,011 28,926 (16,090)1,110,042 ‐226.1%
Water/Sewer Fund Total 11,235,769$ 11,380,836$ 12,177,531$ 11,098,946$ 11,358,930$ 796,695$ 7.0%
% Change ‐9.6% 1.3% 7.0%‐8.9% 2.3%
135
Disaster Relief
136
DISASTER RELIEF ‐ WATER & SEWER FUND
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 02,000000(2,000)‐100.0%
FICA 0208000(208)‐100.0%
Retirement 0280000(280)‐100.0%
Personal Services Subtotal 02,488000(2,488)‐100.0%
Operations
Supplies ‐ Safety 15,53820,256000(20,256)‐100.0%COVID‐19 expenses potentially eligible for FEMA
Legal Fees 10,000000 reimbursement
Video Conferencing 1,200000
Hot Spots 1,596000 FY20 ‐ partial year expense
Phone Programing 275000 Program phones when offices close/re‐open
IT Equipment 100000
Safety Supplies 5,000000 FY20 ‐ partial year expense
Translation Services 1,250000
Miscellaneous 835000 Add'l facility cleaning, facility modifications, etc.
Operations Subtotal 15,53820,256000(20,256)‐100.0%
Disaster Relief Total 15,538$ 22,744$ ‐$ ‐$ ‐$ (22,744)‐100.0%
% Change 0.0% 46.4%‐100.0% 0.0% 0.0%
137
Administration of Enterprise
138
ADMINISTRATION OF ENTERPRISE
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 0000000.0%No salaries paid from this budget
Personal Services Subtotal 0000000.0%
Operations
Attorney Fees 15,992 17,000 17,000 17,000 17,000
00.0%
C.S. ‐ Utility Analysis 18,380 24,000 24,000 24,000 24,000
00.0%Analysis ID's utility savings
Service Milestone Recognition 0000000.0%
Customer Service/Innovation Award 3,000 0 8,000 4,000 4,000
8,000 0.0%FY21 ‐ Program deferred
Safety Awards Program 6,424 4,219 0 0 0
(4,219)‐100.0%
Miscellaneous 710 0 77,000 134,000 191,000
77,000 0.0%FY21 ‐ deferred
Market Rate Adjustments 0 20,000 20,000 20,000
Merit Raises 0 57,000 114,000 171,000
Operations Subtotal 44,507 45,219 126,000 179,000 236,000 80,781 178.6%
Cost Allocations
Cost Alloc ‐ Governing Body 113,739 133,755 149,515 144,765 150,515
15,760 11.8%
Cost Alloc ‐ Administration 664,681 728,822 837,634 813,110 830,824
108,812 14.9%
Cost Alloc ‐ Accounting 226,989 245,506 298,351 279,629 282,300
52,845 21.5%
Cost Alloc ‐ Fleet Maintenance 137,397 206,595 221,062 254,198 194,279
14,467 7.0%
Cost Alloc ‐ Town Hall Campus 126,646 59,504 63,112 64,696 60,828
3,608 6.1%
Cost Alloc ‐ Safety & Risk Mgmt.56,091 96,466 118,653 104,879 104,617
22,187 23.0%
Cost Alloc ‐ Stormwater 0000000.0%
Cost Alloc ‐ Information Services 88,523 282,138 492,896 453,210 430,816 210,758 74.7%FY22 ‐ Increase due to deferred replc
Cost Alloc ‐ Public Space 25,800 13,368 13,368 13,368 13,368 00.0%and upgrades
Cost Allocations Subtotal 1,439,866 1,766,154 2,194,591 2,127,855 2,067,547 428,437 24.3%
Transfers
Transfer to Water Cap Reserve Fund 263,129 324,576 0 0 0 (324,576)‐100.0%System Development Fees; Budget upon
Transfer to Sewer Cap Reserve Fund 193,499 250,792 0 0 0 (250,792)‐100.0%invoice
Transfers Subtotal 456,628 575,368 0 0 0 (575,368)‐100.0%
Administration of Enterprise Total 1,941,001$ 2,386,741$ 2,320,591$ 2,306,855$ 2,303,547$ (66,150)$ ‐2.8%
% Change ‐53.9% 23.0%‐2.8%‐0.6%‐0.1%
139
Utilities Administration
140
UTILITIES ADMINISTRATION
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 1,000 3,344 300 300 300 (3,044)‐91.0%Utilities inspectors subject to OT
Salaries ‐ Regular 268,157 264,948 305,578 305,578 305,578 40,630 15.3%
FICA 21,875 19,751 23,400 23,400 23,400 3,649 18.5%
Hospitalization 29,994 31,003 41,293 42,945 44,663 10,290 33.2%
Life/Disability/Vision 1,547 1,681 1,957 2,035 2,117 276 16.4%
Dental Insurance 1,120 1,155 1,570 1,633 1,698 415 35.9%
Retirement 26,517 29,112 34,870 38,541 42,211 5,758 19.8%Increase in employer contribution rate/yr
Supplemental Retirement ‐ 401K 13,047 13,769 15,294 15,294 15,294 1,525 11.1%
Personal Services Subtotal 363,258 364,763 424,262 429,726 435,261 59,499 16.3%
Operations
Training/Conferences/Conventions 909 1,508 3,410 3,000 3,000 1,902 126.1%
APWA Inspector Course 275 410 0 0 Inspectors (2)
NC AWWA Conf & Cert Schools 255 400 400 400 Director, Inspectors (2)
NC Rural Water Conf 0 800 800 800 Director, Inspectors (2)
National Conferences (Misc.) 178 1,500 1,500 1,500 Director ‐ WEF
Misc. Workshops/Seminars 800 300 300 300 Director, Inspectors (2), Utilities Analyst
Telephone/Internet 2,282 2,977 3,435 3,435 3,435 458 15.4%
3 smart phones @ $70/month & repl.2,520 2,520 2,520 2,520 Director, Inspectors (2)
Mobile Internet, etc.457 915 915 915 Inspector Tablets (2); Jetpacks (2)
License Fees 3,248 3,944 4,200 4,400 4,600 256 6.5%
AutoCAD 0000 FY21 ‐ Eliminating AutoCad subscription
ESRI 3,944 4,200 4,400 4,600 Annual subscription with anticipated increases
Travel/Vehicle Allotment 4,050 3,900 3,900 3,900 3,900 00.0%Director vehicle allowance & misc. travel
Gasoline 1,261 1,935 2,129 2,342 2,576 194 10.0%FY21 ‐ Increase due to new inspector
Supplies ‐ Office 452 750 750 750 750 00.0%
Supplies ‐ Departmental 1,122 500 500 500 500 00.0%
Supplies ‐ Data Processing 2,100 0 1,700 1,700 100 1,700 0.0%FY22/23 ‐ Mailed customer surveys of lead pipes for fed. complian
Uniforms 239 200 200 200 200 00.0%
C.S. ‐ GIS/Surveying 3,141 20,000 20,000 20,000 20,000 00.0%New developments and database updates, rate increases
C.S. ‐ Update Cap Fees/Rates 0 0 30,000 0 0 30,000 0.0%FY22 ‐ SDF fee analysis
C.S. ‐ Engineering 0 172,400 27,500 27,500 27,500 (144,900)‐84.0%Water system modeling and misc. assistance
Misc. Engineering Assistance 10,000 15,000 15,000 15,000 Increase in engineering rates
Water System Modeling 12,500 12,500 12,500 12,500 For modeling new development scenarios and issues
AWIA Risk & Resiliency Study 30,000 0 0 0 Federal mandate for water systems
Water System Redundancy Model 39,900 0 0 0
Wastewater System Evaluation 80,000 0 0 0 Phase 2
Dues & Subscriptions 3,978 3,500 5,700 5,700 5,700 2,200 62.9%NCRWA, AWWA, WEF, NC AWWA‐WEA, etc.
Miscellaneous 774 500 25,600 600 600 25,100 5020.0%
Other 500 600 600 600
Capital Planning Assistance 0 25,000 0 0 FY22 ‐ Technical assistance on financing capital needs
Jordan Lake Partnership/Allocation 39,916 11,014 14,000 14,000 15,000 2,986 27.1%JLP membership & Level 2 JL Allocation
Level 2 Allocation 2,014 5,000 5,000 5,000 FY22‐24 ‐ Increase in cost share, actual unknown
Membership Dues 9,000 9,000 9,000 10,000 Triangle Water Partnership; FY24 increase in dues
Operations Subtotal 63,472 223,128 143,024 88,027 87,861 (80,104)‐35.9%
Capital Outlay
Capital ‐ Equipment 0 0 0 0 0 00.0%
Capital ‐ Vehicle 0000000.0%
Capital Outlay Subtotal 0000000.0%
Utilities Administration Total 426,730$ 587,891$ 567,286$ 517,753$ 523,122$ (20,605)$ ‐3.5%
% Change 8.6% 37.8%‐3.5%‐8.7% 1.0%
141
Billing & Collections
142
BILLING & COLLECTIONS
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 1,383 4,524 2,000 2,000 2,000 (2,524)‐55.8%FY20 ‐ Eliminate B&C Supervisor Position
Salaries ‐ Regular 201,528 210,275 228,139 228,139 228,139 17,864 8.5%FY21 ‐ P/T Customer Service Rep converted to F/T
FICA 15,645 15,671 17,606 17,606 17,606 1,935 12.3%(mid‐year change)
Hospitalization 56,647 55,592 62,431 64,928 67,525 6,839 12.3%FY19 ‐ 1 retiree
Life/Disability/Vision 1,321 1,397 1,496 1,556 1,618 99 7.1%
Dental Insurance 1,691 1,517 1,963 2,042 2,123 446 29.4%
Retirement 17,625 20,090 26,236 28,998 31,759 6,146 30.6%
Supplemental Retirement ‐ 401K 9,516 10,407 11,507 11,507 11,507 1,100 10.6%
Personal Services Subtotal 305,356 319,473 351,378 356,776 362,277 31,905 10.0%
Operations
Training/Conferences/Conventions 330 750 2,000 2,000 2,000 1,250 166.7%Customer service; Excel training
Meter Tech Class 350 1,600 2,000 2,000
Tyler Training 400 400 0 0 FY22 ‐ New Customer Service Rep training
Telephone ‐ Meter Reading 4,941 6,423 6,500 6,500 6,500 77 1.2%
Wireless for Tablets & Cell Service 6,423 6,500 6,500 6,500 Verizon cell, Mifi's & Push‐to‐Talk radios (3)
Postage 175 500 310 310 310 (190)‐38.0%
License Fees 0 2,050 2,100 2,100 2,100 50 2.4%Neptune Reading Software
Advertising 0 0 0 0 0 00.0%
Gasoline 3,538 3,671 4,038 4,442 4,886 367 10.0%
Supplies ‐ Office 627 877 1,200 1,200 1,200 323 36.8%
Dept Supplies ‐ Meter Reading 97,090 182,823 125,000 125,000 125,000 (57,823)‐31.6%New meters & replacement registers
Meters 77,568 51,450 51,450 51,450
Registers 79,920 53,550 53,550 53,550
Miscellaneous Equipment 20,000 20,000 20,000 20,000 Larger meters, gaskets, expansion wheels, etc.
Drive‐by Unit Replacement 5,335 000 Replace unit; will be obsolete at end of FY20
Supplies ‐ Data Processing 0 252 0 0 0 (252)‐100.0%
Uniforms 842 600 1,600 1,000 1,000 1,000 166.7%FY22 ‐ Uniform shirts for customer service reps
C.S. ‐ Online Utility 701 2,400 2,400 2,400 2,400 00.0%Service to perform credit checks/verify SS#
C.S. ‐ South Data/Billing Statements 33,435 42,568 43,100 43,100 43,100 532 1.2%
Monthly Billing Statements 9,660 10,000 10,000 10,000 Regular and disconnect
Postage fee 32,808 33,000 33,000 33,000
Supplies 100 100 100 100 Prep of multiples, envelopes, etc.
C.S. ‐ B&C Service 0 0 0 0 0 00.0%
Data Processing Services 22,173 24,199 24,199 28,395 28,395 00.0%
Online Bill Consolidator 0 0 4,196 4,196
SaaS Fees 23,340 23,340 23,340 23,340 Tyler software
3rd Party Hardware, Software & Services 859 859 859 859
C.S. ‐ Copier 0 0 0 0 0 00.0%
Miscellaneous 944 500 1,000 1,000 1,000 500 100.0%
Shredding Service 500 500 500 500
Other 0 500 500 500
Arbitrage 1,300 1,850 2,000 2,000 2,000 150 8.1%Arbitrage required for revenue bonds
Misc.‐ Vehicle Tax & Tags 0 0 0 0 0 00.0%
Electronic Payment Fees 116,002 132,300 136,500 136,500 136,500 4,200 3.2%
Bank Card Fees 82,300 86,200 86,200 86,200
Tyler Notify, IVR and Insite fees 50,000 50,300 50,300 50,300
Utility Assistance 0 0 0 0 0 00.0%
Returned Fund Fees 0 0 0 0 0 00.0%
Operations Subtotal 282,098 401,763 351,947 355,947 356,391 (49,816)‐12.4%
Capital Outlay
Capital ‐ Equipment 0 0 0 0 0 00.0%
Capital ‐ Vehicles 0 0 31,000 0 0 31,000 0.0%FY22 ‐ Replace Truck #203
Capital ‐ Software 0 0 0 0 0 00.0%
Capital Outlay Subtotal 0 0 31,000 0 0 31,000 0.0%
Debt Service
Capital Lease 39,125 39,125 39,125 39,125 39,125 00.0%
N. Campus Reno & 101 E. Corbin St.39,125 39,125 39,125 39,125 Debt Retired FY33
Debt Service Subtotal 39,125 39,125 39,125 39,125 39,125 00.0%
Billing & Collections Total 626,579$ 760,361$ 773,450$ 751,848$ 757,793$ 13,089 1.7%
‐25.6% 21.4% 1.7%‐2.8% 0.8%
143
Water Treatment Plant
144
WATER TREATMENT PLANT
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 14,043 19,656 25,000 25,000 25,000 5,344 27.2%
Salaries ‐ Regular 435,434 419,654 388,110 388,110 388,110 (31,544)‐7.5%
FICA 34,396 35,450 31,603 31,603 31,603 (3,847)‐10.9%
Hospitalization 83,671 77,187 72,509 75,409 78,426 (4,678)‐6.1%
Life/Disability/Vision 2,637 2,522 2,681 2,788 2,900 159 6.3%
Dental Insurance 2,624 2,596 2,748 2,858 2,972 152 5.9%
Retirement 41,110 40,922 47,095 52,052 57,009 6,173 15.1%
Supplemental Retirement ‐ 401K 22,169 21,435 20,656 20,656 20,656 (779)‐3.6%
Personal Services Subtotal 636,084 619,422 590,402 598,476 606,676 (29,020)‐4.7%
Operations
Training/Conferences/Conventions 929 1,000 2,500 2,590 2,680 1,500 150.0%
Water Treatment Operator School 500 500 520 540 WTP Certification Operator Training (2)
Maintenance Tech School 500 500 520 540 WTP Certification Operator Training (2)
Miscellaneous 0 1,500 1,550 1,600
Telephone/Internet 2,340 2,160 2,160 2,160 2,160 00.0%Cell Phone Stipends
Postage 29 50 150 150 150 100 200.0%
Utilities 68,712 69,452 76,397 84,037 92,441 6,945 10.0%
Maintenance ‐ Equipment 48,393 143,900 80,640 80,980 61,350 (63,260)‐44.0%
Miscellaneous Maintenance 50,000 39,000 39,000 39,000 Small item replacements, misc. building supplies, etc.
Security Lighting Project 10,600 0 0 0 Replace/repair outdoor lighting
Anthracite Replenishment 5,000 5,150 5,300 5,460 Add to filter media every two years
Rebuild Chlorinator Manifolds 3,000 3,090 3,180 3,280 Required annually
Chemical Feed Pumps 13,000 0 0 0
Chlorine Analyzers 20,000 0 0 0
Flow Transmitters for Plant 9,000 0 0 0 Replace transmitters for improved accuracy
Maintain AUMA Actuators 3,300 3,400 3,500 3,610 Maintenance program
mp Station Generator Monitoring and Pump Control 0 0 0 0
Replace Antiquated Actuators 30,000 30,000 30,000 10,000
Maintenance ‐ Buildings 9,816 49,107 6,000 6,000 6,000 (43,107)‐87.8%
General Maintenance 6,000 6,000 6,000 6,000
Painting Pipe Gallery 24,241 0 0 0 To protect pipe from corrosive environment
Painting Handrails 18,866 0 0 0 To protect handrail from corrosion
Gasoline 1,749 2,000 3,000 3,630 3,993 1,000 50.0%FY22 ‐ Increased to account for new generator
Chemicals 152,347 157,300 165,170 173,430 182,100 7,870 5.0%
Supplies ‐ Departmental 33,706 36,550 36,490 36,490 36,490 (60)‐0.2%
General Expenses 25,000 26,000 26,000 26,000
Misc. Plant & Lab Equipment 11,550 10,490 10,490 10,490 Lab and small pump equipment replc.
Supplies ‐ Safety 887 4,900 1,600 1,600 1,600 (3,300)‐67.3%
Security Cameras at Raw Water Pump Station 3,900 0 0 0 Add'l cameras for remote pump station security
Employee Boot Fair 0 1,100 1,100 1,100 Safety required steel boot for all staff
Miscellaneous 1,000 500 500 500 Misc. safety supplies
Outside Lab Services 7,838 11,500 12,500 12,500 12,500 1,000 8.7%FY20‐22 ‐ EPA, lead and copper testing
Uniform Rental 860 1,500 1,500 1,500 1,500 00.0%
C.S. ‐ Instrumentation Maintenance 5,952 6,372 6,500 6,500 6,500 128 2.0%Calibrate & maintain various instruments
C.S. ‐ PS Monitoring Mission Units 1,534 1,540 1,600 1,600 1,600 60 3.9%Communications HS, RW & Sludge PSs
C.S. ‐ Generator Maintenance 4,361 4,920 18,520 15,320 10,320 13,600 276.4%FY20 ‐ 2‐yr contract
Water Plant ‐ Preventative Maintenance 4,920 5,570 5,570 5,570 Now quarterly instead of 2/year
Water Plant ‐ Fuel Treatment and Audit 0 520 520 520 Factory recommended service
Water Plant ‐ Triennial PM Service 0 8,200 0 0 Factory recommended 3/yr service
Raw Water PS ‐ Preventative Maintenance 0 3,710 3,710 3,710 Now quarterly instead of 2/year
Raw Water PS ‐ Fuel Treatment and Audit 0 520 520 520 Factory recommended service
Raw Water PS ‐ Triennial PM Service 0 0 5,000 0 Factory recommended 3/yr service
C.S. ‐ Filtration Controls Testing 0 3,000 0 3,000 0 (3,000)‐100.0%To calibrate filter controls every other yr
C.S. ‐ Alum Sludge Removal 62,217 0 70,000 0 70,000 70,000 0.0%Dredge alum sludge ponds biannually
Maintenance ‐ Contracts 2,100 7,870 7,930 7,810
Risk Management Program 0 4,200 4,200 4,200 Outsourced program for compliance with EPA regs
DI Water System Service 0 1,510 1,510 1,510 Yearly maintenance
HVAC Maintenance Contract 2,100 2,160 2,220 2,100
Data Processing Services 0 3,500 3,500 0 Utility Cloud Asset Mgmt.
Dues & Subscriptions 3,510 3,010 3,030 3,030 3,030 20 0.7%
State Sludge Removal Permit 810 830 830 830 Permit to allow removal of treatment residuals biannua
State Laboratory Permit 250 250 250 250
State Water Plant Permit 1,300 1,300 1,300 1,300 License to Operate ‐ split with Distribution
Miscellaneous 650 650 650 650 Operator dues and memberships to professional orgs
Miscellaneous 338 1,736 1,200 1,200 1,200 (536)‐30.9%
Miscellaneous ‐ Tax, Tags, Etc.0000000.0%
Consumer Confidence Report 0 250 600 600 600 350 140.0%EPA mandated annual water quality report
Operations Subtotal 405,518 502,347 500,927 447,747 504,024 (1,420)‐0.3%
145
Capital Outlay
Capital ‐ Buildings & Improv.0000000.0%
Capital ‐ Equipment 0000000.0%
Replace Chem. Main Control Panel 0000
Variable Frequency Drives 0000 Controls power to equip. & pumps
Capital Outlay Subtotal 0000000.0%
Debt Service
Debt Service 104,378 91,315 86,360 84,333 82,305 (4,955)‐5.4%
WTP Upgrade 88,388 86,360 84,333 82,305 Debt Retired in FY26
Water System Upgrade 2,927 0 0 0 Debt Retired in FY21
Debt Service Subtotal 104,378 91,315 86,360 84,333 82,305 (4,955)‐5.4%
Transfers
Transfer to Capital Improv. Fund 0 185,500 185,500 185,500 185,500 0.0%
Water Treatment Filter Repair 185,500 185,500 185,500
Transfers Subtotal 0 0 185,500 185,500 185,500 185,500 0.0%
Water Treatment Plant Total 1,145,980 1,213,084 1,363,189 1,316,056 1,378,505 150,105 12.4%
% Change 6.6% 5.9% 12.4%‐3.5% 4.7%
146
Budget Justification Form
Department/division: Water Treatment Plant
Request: Replace Antiquated Actuators
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2 – should do
Line‐item where funds are requested: Maintenance ‐ Plant & Equipment
Fiscal year(s) & amount(s) of request:
FY22 ‐ $30,000
FY23 ‐ $30,000
FY24 ‐ $10,000
Describe request:
During plant operation, a powerful industrial computer called a programable logic controller (PLC) monitors the operations and
instrumentation throughout the entire plant. Based on data collection, it will automatically adjust pumps, blowers, and valves in a concert
of simultaneous or sequential commands to the plant processes.
The actuators are critical to the control of the treatment processes. An actuator is basically a valve controller that communicates with the
PLC. The actuators control not only the open and close of the valves, but also the speed the valves open and close. They can also make
automatic adjustments to the valves to control the flow velocity of both air and water. Unfortunately, the existing actuators are all
approximately 20‐years old and obtaining parts for maintenance and repairs is getting very difficult.
The water plant currently has a total of twenty actuators. Most of the actuators are located in the pipe gallery below the filters. Each of the
three filters have six actuators. An additional two common actuators include one for the blower waste valve and another for the backwash
flow control valve and are located outside of the pipe gallery.
Staff would like to start phasing out the existing actuators for newer models that have parts readily available. Each new actuator will cost
between $3,000 and $5,000. Phasing out the antiquated actuators can be completed over several years. Staff recommends a total of four
consecutive years. It may be possible to replace some actuators when and if the filters are rebuilt (requested under separate BJF).
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Run the Operations – Provide reliable supplies of water to our customers
Manage Resources – Preventative maintenance of all facility equipment is critical
Alternatives & operational impact if request is not funded:
Staff is fearful that soon we will not be able to make repairs or perform preventative maintenance on the actuators because parts will no
longer be available. Not having reliable and/or functioning actuators could result in not being able to treat the drinking water.
Additional information:
Red Arrow Points at an Actuator
147
Budget Justification Form
Department/division: Water Treatment Plant
Request: Generator Maintenance – budget increase
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 1 – must do
Line‐item where funds are requested: C.S. ‐ Generator Maintenance
Fiscal year(s) & amount(s) of request:
FY22 ‐ $13,600 (increase budget amount)
Describe request:
Back‐up generators are critical to providing sustained water service during power outages. In the event of an ice storm, or hurricane, or
anything that could cause a prolonged power outage, reliable power generation is critical. If the power grid goes down, and the back‐up
power generators fail, the water supply to our customers stops.
The water plant relies on two back‐up power generators. One is located at the water treatment plant and the other is located off‐site at
the raw water intake pump station.
The raw water intake pump station back‐up generator is newly installed. Its maintenance program was previously funded through the
distribution system budget on a separate service contract. After several discussions, staff concluded that funding the pump station
generator maintenance out of the water treatment plant budget makes more sense since the water treatment plant staff is the operator of
this station, feeds chemicals from this area and maintains the intake pipes.
An additional increase to the budget is needed to comply with factory recommended maintenance schedules. Preventative maintenance
frequency will be increased to quarterly instead of only twice per year. Also, an annual fuel treatment and fuel tank audit will be done to
ensure the fuel system and tank are all in good shape.
A major triennial preventative maintenance service is also included. This service includes new drive belts, hoses, batteries, radiator flushing
and several more maintenance tasks. The water plant generator is currently past due for the triennial preventative maintenance service,
which needs to be completed in FY22.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Manage Resources – Maintaining critical assets to ensure preparedness for prolonged power outages and taking care of what we have. If
this generator does not work, no water will reach the plant to be treated for customer use.
Alternatives & operational impact if request is not funded:
If one of the generators fail when needed, the town could be liable for damages if the factory recommended maintenance was not
completed.
Additional information:
Water Plant Generator Raw Water Pump Station Generator
148
Budget Justification Form
Department/division: Water Treatment Plant
Request: Utility Cloud Asset Management
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2 – should do
Line‐item where funds are requested: Data Processing Services
Fiscal year(s) & amount(s) of request:
FY22 ‐ $3,500
FY23 ‐ $3,500
Describe request:
Utility Cloud’s operations management platform was built specifically for optimizing water operations, with the aim of automating process,
data collection, and reporting of critical infrastructure. The Utility Cloud has already proven its superior performance within the town’s
Water Distribution and Wastewater Collection divisions. This management platform is also designed to help the user perform preventative
maintenance work on schedule; keep operating procedures and operations and maintenance manuals up to date; and organize key
processes, warranty information, and more.
The water treatment plant does not currently have any viable way of tracking asset purchases or repairs. Additionally, asset properties are
not being adequately documented and maintenance intervals are not automatically monitored with scheduled work order generation. The
Utility Cloud platform solves all these issues.
Staff does not believe that adding three water plant users to the existing town’s Utility Cloud contract would add any additional costs.
However, training and programing Utility Cloud to track the water plant assets will likely result in some additional costs in the first couple of
years.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Run the Operations – Automating the maintenance tasks of critical assets will greatly help with time management and organization.
Manage Resources – Timely maintenance of critical assets extends the life of those assets and results in reduced capital replacement costs.
Alternatives & operational impact if request is not funded:
Maintenance of a water supply system is defined as the art of keeping the structures, plants, machinery and equipment in an optimum
working order and proper functioning without any interruption. Several tools to achieve this exist. However, the simple extension of users
to the current management platform utilized by other utility divisions makes using Utility Cloud very affordable.
Additional information:
149
Section 1 Project Title:Budget Unit #: 8120
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
556,500 ‐ 185,500 185,500 185,500 ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.‐
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.‐
Equip / Machinery / Furniture 185,500 185,500 185,500 556,500
Total Capital Cost Est.185,500 185,500 185,500 ‐ ‐ ‐ ‐ 556,500
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 185,500 185,500 185,500 ‐ ‐ ‐ ‐ 556,500
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
185,500 185,500
185,500 185,500 371,000
‐
Total Program Financing 185,500 185,500 185,500 ‐ ‐ ‐ ‐ 556,500
Section 6
Type of Expenditure
Delaying this project could ultimately result in the need to rebuild all of the filters instead of only repairs. Rebuilding the filters is significantly more expensive.
Additionally, the plant can treat the needed amount of water with two of three filters working, but not just one filter. We would have to purchase water
through our interconnections with Durham or Chapel Hill if more than one filter does not perform as required.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The picture below shows a cut out of a water treatment filter. The bottom layer of the filter is called the underdrain. The underdrain has a cap on it that allows
air to be pumped into the filter to expand the media so that solids can be backwashed out of the filter. Staff believes the cap on the second filter is cracked or
broken. To inspect the filter, the media, which includes gravel, sand, and anthracite must be removed to allow access to inspect the cap. If the cap is cracked
or broken, the cap can be replaced to repair the filter. However, if the cap is broken and allowed gravel to enter the underdrain, the underdrain must be
completely removed to rebuild the filter.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
In FY21, one of the three water treatment filters air cap failed. We received a worst‐case‐scenario quote of $169,100 to completely rebuild the one filter.
With a 10% contingency, the buget amount is $185,500. If the failed air cap can simply be repaired, the cost will be significantly less. We will not know the
extent of the damage until the filter is evaluated.
Another filter is having similar issues but appears to not have the same extent of damage. It will likely need to be repaired or rebuilt in FY23. We would like to
evaluate the third filter in FY24. Staff would like to plan for the worst‐case scenario of a rebuild for all three filters.
Water Treatment Plant
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Water Treatment Filters Repair/Rebuild
Water & Sewer
Total
Appropriations to
date
Functional Area:
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
American Rescue Plan Funds
Funding Source(s)
Operating Revenue
150
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Water Treatment Plant
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1
Raw Water Pump Station
Generator Monitoring and
Pump Control
Remote monitoring and pump control FY22 TBD
2 Plant Expansion
Preliminary design to expand water
treatment plant to 4.5 million gallons per
day
FY24
FY26
FY27
$60,000
$600,000
$4.25M
3 Dredge Lake Ben Johnson Dredge Lake Ben Johnson FY24 TBD
4 Bulk Water Bot Install a bulk water tracking system FY22 TBD
151
Budget Justification Form
Department/division: Water Treatment Plant
Request: Raw Water Pump Station Generator Monitoring and Pump Control
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2 – should do
Line‐item where funds are requested: Maintenance ‐ Equipment
Fiscal year(s) & amount(s) of request:
FY22 ‐ TBD
Describe request:
The Raw Water Pump Station is located approximately half a mile from the water treatment plant. Currently, only the raw water pumps can
be controlled on/off by the operators at the water plant. This project adds to the remote monitoring and control of the equipment located
at the pump station.
Critical information about the pump station is not currently available at the water plant but can easily be added by expanding the
capabilities of the existing mission control system. The expansion includes monitoring the back‐up power generator and chemical feed
pumps. Additionally, remote speed control to the raw water pumps and control of the flushing blowers will be added.
The biggest benefit to this project is having constant status of the back‐up generator. The pump station is visited weekly at a minimum.
Staff is concerned that if the power goes out and the back‐up generator runs, staff might not know that the generator had been running for
days. The possibility exists that the generator could run out of fuel.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Run the Operations – Continuous monitoring of the pump station helps provide reliable service to our customers.
Alternatives & operational impact if request is not funded:
The raw water pump station feeds water to the water plant. If the pump station goes down, so does the water treatment. Continuous
monitoring of the pump station is crucial to making sure the water still flows to our customers.
Additional information:
152
Section 1 Project Title:Budget Unit #: 8120
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
4,910,000 ‐ ‐ ‐ 60,000 ‐ 4,850,000
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans 60,000 60,000
Engineering / Arch. Serv.600,000 250,000 850,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.4,000,000 4,000,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.‐ ‐ 60,000 ‐ 600,000 4,250,000 ‐ 4,910,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.‐ ‐ 60,000 ‐ 600,000 4,250,000 ‐ 4,910,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
60,000 60,000
600,000 600,000
4,250,000 4,250,000
Total Program Financing ‐ ‐ 60,000 ‐ 600,000 4,250,000 ‐ 4,910,000
Section 6
Salaries / Benefits
Other
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Operating Revenue
Funding Source(s)
Capital Reserves
Debt Financing
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
This request is to expand the Water Treatment Plant from 3 million gallons per day to 4.5 million gallons per day, to accommodate expected growth. The first
component of the capital project is a preliminary design study of the plant, followed by design. Securing funding and addressing any environmental hurdles would
take place concurrently. The design and construction costs may exceed the funds requested, and costs will be reevaluated during and after the study is completed. It
may be feasible to upgrade to a higher capacity instead of going back again in the future for another upgrade.
Water Treatment Plant
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Water Treatment Plant Expansion
Water & Sewer
Total
Appropriations to
date
Functional Area:
Type of Expenditure
The entire project may be deferred, depending on needed water supply and cost. Deferment will depend greatly on water usage and the town's ability to purchase
water from other entities. As this project gets closer, the cost of water purchases should be compared to the cost of an expansion loan. Other considerations
include potential drought impacts on water availability and political concerns. Current average flow in 2019 is 1.2 ‐ 1.4 mgd. This does not account for peak
demands. Additional filters will have to be constructed to expand our plant capacity.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
Continued growth will require additional potable water production. In the long run, it is less expensive to produce treated water than to purchase it, but purchasing
limited quantities needed above our current capacity would be cost effective up to a point. Once the cost of purchasing water surpasses the anticipated loan
payment for a plant expansion, it is better to produce the water in‐house. Also, independence from other utilities' requirements, such as water restrictions, is an
intangible benefit. Production of potable water serves the community with a safe, local source of water. It would be prudent to have a preliminary study to
determine our options and estimated costs so we may prepare for the future.
New
Expansion
Replacement
Renovation
153
West Fork Eno Reservoir
154
WEST FORK ENO RESERVOIR
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Utilities 553 660 726 800 878 66 10.0%
Maintenance ‐ Equipment 340 1,000 1,500 500 500 500 50.0%Replace flow and level monitoring panels
Maintenance ‐ Infrastructure 2,600 6,000 6,500 6,500 6,500 500 8.3%Nuisance animal removal, etc.
Aquatic Weed Control Program 2,970 3,500 8,300 8,550 8,550 4,800 137.1%Hydrilla control in WFER & Eno River increased fees
Maintenance ‐ Grounds 3,500 7,000 8,500 7,000 7,000 1,500 21.4%Mowing 2x/yr, FY22 ‐ signage to meet state requirements
Supplies ‐ Departmental 0 50 50 50 50 00.0%
C.S./Monitoring Mission Unit 623 624 625 625 625 10.2%Control and monitoring
Miscellaneous 0 2,500 2,600 2,600 2,600 100 4.0%
Miscellaneous 0 100 100 100
Trustee Fee 2,500 2,500 2,500 2,500 Revenue Bond Annual Fee
Dams Inspection & Evaluation 0 0 9,000 0 0 9,000 0.0%Inspect every 10 years (FY22)
Water Quality Monitoring (Raw H20) 20,859 20,859 21,000 21,000 21,000 141 0.7%
Operations Subtotal 31,445 42,193 58,801 47,625 47,703 16,608 39.4%
Capital Outlay
Capital ‐ Infrastructure 0 0 0 0 0 00.0%
Capital ‐ Equipment 0 0 0 0 0 00.0%
Capital Outlay Subtotal 0000 000.0%
Debt Service
Debt Service 449,908 840,550 839,828 840,375 839,737 (722)‐0.1%
Reservoir Ph II 840,550 839,828 840,375 839,737 Debt retired in FY43
Debt Service Subtotal 449,908 840,550 839,828 840,375 839,737 (722)‐0.1%
Transfers
Transfer to Capital Improv Fund 0 0 0 0 0 00.0%
Transfers Subtotal 0000 000.0%
Reservoir Total 481,353$ 882,743$ 898,629$ 888,000$ 887,440$ 15,886 1.8%
% Change 14.7% 83.4% 1.8%‐1.2%‐0.1%
155
Water Distribution
156
WATER DISTRIBUTION
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 9,138 12,310 12,500 12,500 12,500 190 1.5%FY20 ‐ Utility Maint. Tech I and Utility
Salaries ‐ Regular 334,609 367,792 353,314 353,314 353,314 (14,478)‐3.9%Mechanic I positions frozen
FICA 27,015 27,966 27,985 27,985 27,985 19 0.1%FY21 ‐ Utility Mechanic I position still frozen but
Hospitalization 71,771 79,879 79,130 82,295 85,587 (749)‐0.9%unfrozen July 1, 2021
Life/Disability/Vision 2,015 2,517 2,430 2,527 2,628 (87)‐3.5%
Dental Insurance 2,307 2,788 2,749 2,858 2,973 (39)‐1.4%
Retirement 31,714 37,677 41,703 46,093 50,482 4,026 10.7%
Supplemental Retirement ‐ 401K 17,027 19,838 18,291 18,291 18,291 (1,547)‐7.8%
Personal Services Subtotal 495,595 550,767 538,102 545,863 553,760 (12,665)‐2.3%
Operations
Training/Conferences/Conventions 3,488 5,000 5,000 5,000 5,000 00.0%
Cross‐Connection Conference 600 600 600 600 Cross‐Connection/Backflow
NCAWWA/Training/Conferences 2,000 2,000 2,000 2,000
NCRWA/Training/Conferences 800 800 800 800
Misc. Training 1,600 1,600 1,600 1,600
Telephone/Internet 8,466 9,180 9,180 9,180 9,180 00.0%
Smart Phone Reimb 3 @ $70/mo 2,520 2,520 2,520 2,520 Maint Supv, Util Sys Supv, & B/FOG Spec
Cell Phone Reimb 9 @ $40/mo 2,160 2,160 2,160 2,160 All staff split 50/50 with WW Collection
Wireless for Utility Cloud Devices 4,500 4,500 4,500 4,500 Wireless hotspots
Postage 0 150 500 500 500 350 233.3%Non‐compliance letters cross connection
Utilities 36,084 44,020 48,422 53,264 58,591 4,402 10.0%
Buildings Maintenance & Repairs 3,692 3,500 6,000 6,000 6,000 2,500 71.4%Maint./repairs on bldg & supplies/cleaning out septic
Maintenance ‐ Grounds 24,605 25,000 30,000 30,000 30,000 5,000 20.0%Outfall maintenance; moved from Rental‐Equipment
Maintenance ‐ Equipment 0 5,500 8,000 8,000 8,000 2,500 45.5%Generator Maint/Repairs/New service agreement
Maintenance ‐ Infrastructure 4,320 15,000 57,000 18,000 59,000 42,000 280.0%Tanks & booster pump station repairs; incr. costs
Tanks & Booster Pump Station Repairs 15,000 17,000 18,000 19,000
Leak Detection Services 0 40,000 0 40,000
Gasoline 15,741 9,257 16,000 17,600 19,360 6,743 72.8%Additional pump station generator (diesel)
Supplies ‐ Office 1,119 2,000 2,000 2,000 2,000 00.0%
Supplies ‐ Departmental 92,629 95,000 100,000 100,000 100,000 5,000 5.3%Dist. system parts and monitors
Supplies ‐ Safety 1,116 3,000 1,500 1,500 1,500 (1,500)‐50.0%
Patching 5,544 8,000 8,000 8,000 8,000 00.0%
Supplies ‐ Data Processing 0000000.0%
Rental ‐ Uniform 3,251 3,500 4,100 4,100 4,100 600 17.1% FY21 ‐ Additional staff
Rental ‐ Equipment 150 3,000 8,000 8,000 8,000 5,000 166.7%
C.S. ‐ Inmates 0 0 700 700 700 700 0.0%FY22 ‐ Restart inmate program
C.S. ‐ Alarm 0 800 1,600 1,600 1,600 800 100.0%
C.S. ‐ Pump Station Monitoring 4,004 4,004 4,864 4,864 4,864 860 21.5%FY22 ‐ Mission fee increase
C.S. ‐ Tank Maint. Program 38,596 40,000 41,000 41,000 41,000 1,000 2.5%Fee increases
C.S. ‐ NC One Call Center 1,657 2,600 2,600 2,600 2,600 00.0%
Data Processing Services 4,079 4,800 7,700 7,700 7,700 2,900 60.4%Utility Cloud fee increase (split with collections)
Dues & Subscriptions 0 3,000 3,100 3,100 3,100 100 3.3%Annual water system renewals increase in certifiction
Miscellaneous 7,203 3,000 3,000 3,000 3,000 00.0%
Other 3,000 3,000 3,000 3,000
Vehicle Tax & Tags 006,000006,000 0.0%Replacing Tr #269
Personnel Expansion ‐ Op Costs 0000000.0%
Operations Subtotal 255,742 289,311 374,266 335,708 383,795 84,955 29.4%
Capital Outlay
Capital ‐ Infrastructure 11,647 31,261 10,000 10,000 10,000 (21,261)‐68.0%Ongoing small line replace/repair program
Small Water Line Replacements 31,261 10,000 10,000 10,000
Capital ‐ Buildings & Improvements 0000000.0%
Capital ‐ Vehicles 0 49,360 65,000 0 0 15,640 31.7%
Replace Truck #171 0 32,500 0 0 08 w/158,510 miles, split 50/50 W/Distr.
Replace Truck #181 0 32,500 0 0 09 w/153,757 miles, split 50/50 W/Distr.
Replace Truck #269 49,360000 Replacement for totaled truck #269
Capital ‐ Equipment 0 0 0 35,000 0 00.0%
Replace Backhoe 0 0 35,000 0 Replace 10‐yr old backhoe (split 50/50 WW Collection
Durham Pump Station Generator 0000
Capital Outlay Subtotal 11,647 80,621 75,000 45,000 10,000 (5,621)‐7.0%
Debt Service
Capital Lease 115,604 105,973 101,470 101,470 101,470 (4,503)‐4.2%
Water System Improvements 4,503 0 0 0 Debt retired in FY21
Old Water Plant Reno/Addition 0 0 0 0
South Zone Water Tank 101,470 101,470 101,470 101,470 Debt retired in FY35
Debt Service Subtotal 115,604 105,973 101,470 101,470 101,470 (4,503)‐4.2%
157
Transfers
Transfer to Capital Improv Fund 0 724,404 575,000 210,000 100,000 (149,404)‐20.6%
Churton Street Water Main Replacement 0 0 000
EDD Area Water Main Extension 0 259,404 0 00 FY21 ‐ Water System Development Fees
16" Water Connection Under I‐40 0 465,000 0 0 0 FY21 ‐ Water System Development Fees
Governor Burke Road Line Replacement 0 30,000 150,000 FY22/23 ‐ Water System Development Fees
Fire Hydrant Repair 0 420,000 0 0 ARP Funding
Old Water Plant Reno/Addition 0 125,000 0 0 FY22 ‐ Design
Galvanized Main Replacement 0 0 60,000 100,000
Transfers Subtotal 0 724,404 575,000 210,000 100,000 (149,404)‐20.6%
Water Distribution Total 878,589$ 1,751,076$ 1,663,838$ 1,238,041$ 1,149,025$ (87,238)$ ‐5.0%
% Change ‐32.0% 99.3%‐5.0%‐25.6%‐7.2%
158
Budget Justification Form
Department/division: Water Distribution
Request: Leak Detection Services
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 2
Line‐item where funds are requested: Maintenance ‐ Infrastructure
Fiscal year(s) & amount(s) of request:
FY22 ‐ $40,000
FY24 ‐ $40,000
Describe request:
Perform leak detection on older water mains and areas of concern – like our interconnect mains – to determine areas of leaks. The leak
detection services would include hydrants and services.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
This request relates to taking care of what we have and running the operations. Professional leak detection services can pinpoint areas of
suspected water main leakage when the leak does not manifest itself visually. It is rather inexpensive to perform given the miles of main
that can be covered with the service. Water loss is of concern and leaks can greatly impact our ability to provide sustainable and safe
service. Leaks hit our expenses in the way of treating “lost” water and not billing for water lost through leaks is wasteful. Our in‐house
resources and expertise are limited to perform this service. Leak detection is a non‐invasive process. We have already had three breaks on
the 16” OWASA water main in town between I‐85 and Mayo Street. This area would be a priority to check as this main is getting ready to
serve Collins Ridge and the new RTLP.
Alternatives & operational impact if request is not funded:
Status quo – leaks will be identified by callers and the water plant. We will not know how long a pipe was leaking before water reaches the
surface, if at all. Our current way is reactive and passive while this request is proactive.
Additional information:
According to the American Society of Civil Engineers, there are an average of 240,000 water main breaks that occur each year across the
nation. Many of the main breaks could be prevented with proactive leak detection programs that inspect the entire system on a regular
basis. Not only do main breaks cause large water losses, they are also costly to repair, about 5‐10 times more expensive than a scheduled
maintenance repair and that is not including damage done to surrounding properties. Utilities require a thorough assessment of their water
pipeline infrastructure to maintain their water efficiency.
Leak locators can be simple or technically sophisticated, but in both cases, they are tools that can help you find the location of known or
unknown leaks in the distribution system. Water doesn't always come up exactly where the leak is located, particularly when under
pavement. The most effective way to find leaks in underground water pipes is with acoustic water leak detection equipment. This
technology is based on the principal that as water escapes through the leak, a mechanical vibration is generated, and this vibration is
audible with acoustic water leak detection equipment. A combination audio leak detector/leak locator can be used to detect the sound of
leaks on a water main at access points, then follows the lines on the ground above the pipe to home in on the maximum sound as a leak
locator.
Leak locators normally put some numeric value to leak noise so that you know when you are getting closer to the leak. They can be very
simple analog devices with no more than a ground microphone and earpiece. Better leak locators will have high‐end leak noise sensors
with digital audio processors that can filter out background sound and loud noises. This helps the worker more accurately differentiate leak
sounds from non‐leak sounds, even in noisy environments. It also helps detect what type of leak it is, such as a main leak versus a service
line leak, or a pinhole leak versus a large crack.
159
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: 2
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
180,000 ‐ 30,000 150,000 ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.30,000 30,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.150,000 150,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.30,000 150,000 ‐ ‐ ‐ ‐ ‐ 180,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 30,000 150,000 ‐ ‐ ‐ ‐ ‐ 180,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
30,000 150,000 180,000
‐
‐
Total Program Financing 30,000 150,000 ‐ ‐ ‐ ‐ ‐ 180,000
Section 6 Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
System Development Fees ‐ Water
Funding Source(s)
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
Replace approximately 1,400 feet of 6‐inch PVC water main and appurtenances with ductile iron water main on Governor Burke Road between Highway 86 and
Highway 57.
Water Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Governor Burke Rd Water Main Replacement
Water & Sewer
Total
Appropriations to
date
Functional Area:
Type of Expenditure
If the request is not approved, the town will continue to spend funds on repairs and overtime. Residents will continue to be frustrated with the lack of reliable
water service and road closures. The pipe will eventually fail due the number of “band aids” on it and the replacement will be more of an emergency. Funds
spent on repairs and overtime can be put towards the design, state permits and materials for this request.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The existing 6‐inch PVC water main was installed in rock with little bedding, which has been the reason the water main breaks frequently. Since 2015, portions
of this main have broken seven times. Each piece cut from the main must be replaced with 2 couplings. Couplings can weaken the pipeline and are more
subject to freeze/thaw events, which can leak over time. These couplings are like band aids or splints and they only last for so long. This is a major cost to the
town on repairs to the water main, adding water loss, overtime for staff and road repair. The breaks to date have resulted in 33 hours of overtime for each
crew member. A typical crew ranges from 2 – 3 town employees plus inmates, if available. There is only one hydrant along this stretch, and another should be
added. Half of the water main is within or along the edge of the road, which is added asphalt cost for repairs to the road. During repairs to the water main, the
impact is eight homes being out of water service and no fire protection. Residents have complained due to the frequency of main breaks on this line. The
replacement of the 6‐inch water main falls under ‘’Manage Resources’’ on the balanced scorecard. Having the water main replaced and moved out of the road
will save the town money on after‐hour repairs, reduce emergency response to leaks, restore pipe integrity, provide better fire protection, and minimize
customer shutdowns. With having the 6‐inch water main installed in rock and in the road brings more cost and concerns with having traffic driving across the
leak before the road is shut down for repairs to prevent damage to vehicles. To move the main out of the road will require engineering and state permitting.
160
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
420,000 ‐ 220,000 200,000 ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.20,000 20,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.400,000 400,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.420,000 ‐ ‐ ‐ ‐ ‐ ‐ 420,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 420,000 ‐ ‐ ‐ ‐ ‐ ‐ 420,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
420,000 420,000
‐
‐
Total Program Financing 420,000 ‐ ‐ ‐ ‐ ‐ ‐ 420,000
Section 6
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
Replace old, obsolete fire hydrants and install valves on the hydrant legs where needed. Install new valves where redundancy study recommends.
Water Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Hydrant and Valve Project (formerly Replace Fire Hydrants)
Water & Sewer
Total
Appropriations to
date
Functional Area:
Old fire hydrant
Type of Expenditure
If we do not perform this work, we risk having these hydrants not work properly in the event of a fire, which could be catastrophic. Impacts to customers to repair
or replace a hydrant would be recognized. More customers will be out of service under certain main break scenarios if we do not provide additional valves in the
system.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
We currently have a large number of fire hydrants in the central pressure zone that were installed without a watch valve on the hydrant leg (valve on the pipe
connecting the water main and the hydrant assembly). These cannot be turned off without turning off the water. Some of these hydrants date back to the 1930s and
need to be replaced since parts are hard to find and they are sometimes difficult or impossible to disassemble. There are approximately 150 hydrants without
watch valves. Current bids for hydrant replacements with watch valve range from $3,000 ‐ $5,500. The requested funds will cover many of the needed
replacements through contract work, with staff likely able to perform the remaining replacements with its own resources. We won't know how many hydrants will
be able to be replaced with the requested funds until we receive the bid prices. Additionally, in FY21, a consultant studied how many customers would be out of
water if a pipe broke in various locations. The affected customers were prioritized based on the estimated demand of the outage area. This budget would include
dd l h dd hd
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
American Rescue Plan Funds
Funding Source(s)
New
Expansion
Replacement
Renovation
161
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
360,000 60,000 100,000 100,000 100,000
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.60,000 60,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.100,000 100,000 100,000 300,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.‐ 60,000 100,000 100,000 100,000 ‐ ‐ 360,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.‐ 60,000 100,000 100,000 100,000 ‐ ‐ 360,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
60,000 100,000 100,000 100,000 360,000
‐
‐
Total Program Financing ‐ 60,000 100,000 100,000 100,000 ‐ ‐ 360,000
Section 6 Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Operating Fund
Funding Source(s)
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
Replace galvanized water mains ‐ upsize to 6" and provide fire protection
Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Galvanized Water Main Replacement
Water & Sewer
Total
Appropriations to
date
Functional Area:
Type of Expenditure
Could be fined, have main breaks or have high lead sample results which would require replacement of lead service lines and mains.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
A revised lead and copper rule was just passed by the Environmental Protection Agency. It requires utilities to identify lead service lines, perform additional
sampling of schools and licensed daycares and replace lead pipes downstream of an area that tested high for lead, including galvanized pipes. In general,
galvanized pipes are not used in today's water main construction. These pipes are typically very old and corrode. Additionally, they are small diameter mains,
which do not provide fire flow for customers. A minimum pipe size for fire hydrants is 6 inches. There is time to identify such services and mains but we should
not wait to get started planning. There is approximately 1.45 miles of identified galvanized mains in our GIS. This could be reduced with physical verification.
162
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Water Distribution
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1 Adron F. Thompson Facility
Upgrade
Upgrade shop and office for Collection
and Distribution system staff (split 50/50
W/Coll.).
FY23 $1M
2
OWASA Booster Pump
Station & Re‐Routing Water
Main
Re‐route water main & build booster
pump station.
FY22
FY24
$450,000
$200,000
3 Utility Mechanic I To assist with daily workload and sewer
calls, 25% from Water Dist. FY22 $27,871
4 McAdams Road Water Main
Replacement
Replace 2‐inch water main with 6‐inch
main. FY22 $381,000
5 US Business 70 Water Main
Improvements – Phase I
Replace 4,900 feet of 12‐inch AC water
main with 16‐inch ductile iron water
main. Incl. preliminary study and design
budget for all three phases.
FY23
FY24
FY25
$20,000
$325,000
$1.25M
6 US Business 70 Water Main
Improvements – Phase II
Replace 4,500 feet of 12‐inch AC water
main with 16‐inch ductile iron water
main.
FY26 $1.25M
7 US Business 70 Water Main
Improvements – Phase III
Replace 4,320 feet of 12‐inch AC water
main with 16‐inch ductile iron water
main.
FY27 $1.25M
8 Replace Hassell St. Water
Tank Replace elevated water tank with larger. FY25
FY26
$400,000
$2.6M
163
Section 1 Project Title:Budget Unit #: 8140/8200
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
2,250,000 40,000 250,000 2,000,000 ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.250,000 250,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.2,000,000 2,000,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.250,000 2,000,000 ‐ ‐ ‐ ‐ ‐ 2,250,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 250,000 2,000,000 ‐ ‐ ‐ ‐ ‐ 2,250,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
250,000 250,000
2,000,000 2,000,000
Total Program Financing 250,000 2,000,000 ‐ ‐ ‐ ‐ ‐ 2,250,000
Section 6
Type of Expenditure
The Adron F. Thompson building was originally a water treatment plant built in 1936. The Water Distribution and Wastewater Collection divisions began using the
building after the new water plant was built in 1972. The building was expanded in 2003 to provide a lunch room and meeting area. Staff has continued to expand
and the building no longer meets the needs of the existing staff and the building has many issues as presented in a conceptual report completed by RND associates
(attached). Delaying this project will result in many avoidable issues. Sanitary issues with so many employees using the same small bathroom could result in
excessive sick days. Working in a building with known lead and asbestos and no HVAC in part is a hazard. Organization will continue to be difficult with multiple
employees working out of a small space. Inventory will not be accounted for accurately. Assets stored outside will not be under cover and may need to be replaced
sooner than anticipated. The welding shop may not be available for use.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
A concept study has been completed that shows that the existing facility can be remodeled with a small addition to accommodate current and future employees
while maintaining the historic nature of the original building. The study noted that there are components of the building that contain asbestos and lead.
Furthermore, the welding shop is not properly ventilated and it is not a good space to perform this work. The building is not ADA compliant. The roof leaked and had
to be replaced in FY19. The windows are inefficient. Some of the work space has no HVAC system so staff must place floor heaters and fans in their office space.
Sixteen employees currently occupy three offices and two small bathrooms. Portions of the yard are within the floodplain. Additional safety and building codes will
be addressed in this project including electrical, HVAC, sanitary, fire, and security.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
The renovation and expansion of the Adron F. Thompson building, located at 715 Dimmocks Mill Road, will include a new welding shop, stock room for inventory
and a building addition that will include additional office space, storage and restrooms. Improvements to the stock yard are included as well as bringing natural gas
power to the building. We would like to take care of what we have and provide a clean and safe working environment for employees.
Distribution/Collection
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Adron F. Thompson Bldg. Renovation/Expansion
Water & Sewer
Total
Appropriations to
date
Functional Area:
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Operating Revenue
Funding Source(s)
Debt Financing
New
Expansion
Replacement
Renovation
164
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: 2
Year 2Year 3Year 4 Future
FY21 FY22 FY23 Years
650,000 565,000 450,000 ‐ 200,000 ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.15,000 15,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.450,000 185,000 635,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.450,000 ‐ 200,000 ‐ ‐ ‐ ‐ 650,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 450,000 ‐ 200,000 ‐ ‐ ‐ ‐ 650,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
450,000 200,000 650,000
‐
‐
Total Program Financing 450,000 ‐ 200,000 ‐ ‐ ‐ ‐ 650,000
Section 6
New Water Main Construction Water Pipe Inserted in Casing
Town of Hillsborough, North Carolina
Fiscal Year 2019‐20 through 2025‐26 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
This project involves the same water main in different areas: 1) Re‐route an existing 16'' water main south of Waterstone on Old Highway 86 at Interstate 40 through
an existing carrier pipe that has been installed along the underpass and 2) build a a booster pump station to receive water from OWASA in times of need with little
effort. This project was previously funded but the cost for the interconnects project which was previously included in this CIP and currently contracted ended up
taking most of the budgeted amount.
Water Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY20
16" Water Connection under I‐40 and Other Interconnects
Water & Sewer
Total
Appropriations to
date
Functional Area:
The 16" water line was installed by OWASA in the late 1970s and has served as the water system interconnection between OWASA and Hillsborough for several
years. The section from Exchange Park Lane to Davis Road was transferred to Hillsborough in 2013. When I‐40 was constructed, the 16" water line crossed the
proposed I‐40 alignment. We have confirmed through field investigations that a concrete encasement was placed around this pipe, giving more comfort. However,
Hillsborough does not want to be in the news for closing I‐40 due to a water main break that has undermined the freeway. If we delay the interconnections and
booster pump station much longer, we continue risking system redundancy. There is a way to receive water from OWASA now, but it is labor intensive. The booster
pump station should proceed as well as the interconnects, which have already been designed and contracted.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The 16'' water main that is currently in‐service is located under Interstate 40 is not in a casing sleeve (directly buried with concrete encasement). If this water main
ruptures, it will be difficult and expensive to repair due to the pipe location. Orange Water and Sewer Authority (OWASA) had anticipated this risk when Interstate 40
was constructed and had a casing sleeve/pipe installed underground along the underpass for better protection. Recent activity by NCDOT in widening I‐40 in this area
may require moving this sooner than later.
The OWASA booster pumping station will allow the town to receive emergency water supply from OWASA per our mutual aid agreement. This project will ensure an
alternative source of clean and safe water for our community. This is a priority, as when the town created a new pressure zone, it rendered the existing station
obsolete. Currently we can send to OWASA but cannot receive without some temporary valving manipulation.
Type of Expenditure
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
System Development Fees
Funding Source(s)
165
Department/Division:Distribution & Collection
Position Title:Utility Mechanic I
Number of Positions (if same job):1
Fiscal Year Requesting Position:FY22
Costs
Personnel 54,984
Operations 6,500
Capital Outlay 50,000
Total Costs for the Position(s)111,484$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Summary of Costs & Justification
This position would help ensure the division keeps up with all state requiments/regulations on the sewer system; help with the daily workload and
sewer calls; help with assessing the sewer system for inflow/infiltration, roots and the integrity of the sewer gravity lines by CCTV; help with smoking
and jetting; help with inspecting all the manholes in the sewer system every five years; do the weekly inspections on sewer pump stations that is
required by the state and oversee the water booster stations and water tanks that are in the water system; check on the hot spots every Friday to help
prevent after‐hour calls and overtime; respond after every storm rain event by checking sewer aerials and clearing of debris; help with routine
maintenance on pumpdowns, megohms and MISSION SCADA Units every six months; help with repairs and maintenance on all pumping stations; and
help with point repairs on sewer gravity lines and force mains. The town is poised to assume ownership of several new miles of sewer and water
infrastucture in the coming two to five years. This position will support the town's priority of "Running the Operations" (Excel at Staff and Logistical
Support, Provide Responsive and Dependable Services) and "Manage Resources" (Invest in Infrastructure, Deliver Services Efficiently) as well as
"Develop Know‐How" (Skilled and Diverse Workforce). Of the current four staff who are focused on the sewer system, the one with the most system
knowledge is eligible to retire any time. From a succession planning standpoint, it often takes years to learn the whole system and become effective. It
is important that we bring additional staff on board for the reasons stated above and also so the person with system knowledge can spend more time
imparƟng historical knowledge and guiding the team for future sustainability.
166
Utility
Mechanic I Class Code:
0406
TOWN OF HILLSBOROUGH
Revision Date: Dec 27, 2019
SALARY RANGE
$36,128.00 - $57,805.00 Annually
GENERAL STATEMENT OF JOB:
The purpose of this classification is to perform unskilled to semi-skilled work in the
maintenance and repair of specialized machinery and equipment in the town's collection
and distribution systems.
SPECIFIC DUTIES AND RESPONSIBILITIES:
ESSENTIAL FUNCTIONS
The following duties are representative of this position. The omission of specific
statements of the duties does not exclude them from the classification if the work is
similar, related, or a logical assignment for this classification. Other duties may be
required and assigned.
Installs and repairs mechanical, hydraulic, and pneumatic equipment; makes
minor repairs to electrical/electronic equipment; recommends needed major
repairs; makes plumbing repairs.
Cleans sewer lines and manholes using jet machine and hand tools.
Televises (CCTV) and records sewer line defects.
Assists with smoke and dye testing of sewers to identify defects.
Maintains water/sewer pump stations, water tanks and generators; performs
repairs on treatment plant equipment when asked;
Inspects and ensures proper working safety equipment before use.
Repairs sewer lines and manholes.
Installs flow monitors and level sensors. Reads and records flow and level.
Sets up technical equipment involving an upload or download of data to various
mobile and desktop applications.
Serves on call, always, for emergencies.
May assist maintenance technicians in their duties during staff shortages or
emergencies.
Performs other related duties as required.
MINIMUM TRAINING AND EXPERIENCE:
Education and Experience:
Requires a High School Diploma and/or GED (Vocational/Technical degree
preferred) and one year of experience in water and wastewater; or any equivalent
combination of training and experience, which provides the required knowledge,
skills, and abilities.
Licensure, Certification, and Specialized Training:
NC Driver's License
Must obtain CDL Class A with tanker endorsement within eight months after
probationary period ends.
Must obtain flagger certification within 12 months of hire. 167
Working Conditions and Physical Requirements:
Must be physically able to operate a variety of machinery and equipment.
Must be able to exert up to 150 pounds of force occasionally and/or up to 75
pounds of force frequently and/or up to 25 pounds of force constantly to lift,
carry, push, pull or otherwise move objects. Must be able to lift and/or carry
weights of up to 100 pounds.
Work involves frequent stooping, kneeling, crouching, crawling, climbing, and
balancing.
PERFORMANCE INDICATORS:
Knowledge:
Methods, procedures and policies of the town, including town code, employee
handbook, policy and procedure manuals, contracts, publications and reference
texts, etc.
Federal, state, and local laws and policies concerning safety including NC General
Statutes, NC Administrative Code, OSHA regulations, NC Department of
Environment and Natural Resources regulations, and other codes, laws, and
regulations.
Occupational hazards and safety precautions.
Methods, materials, and equipment associated with electrical, mechanical and
maintenance work; standard tools, materials, and practices of the trade.
Operating principles and practices, and maintenance requirements of water and
wastewater systems, plant equipment and machinery utilized in water supply and
treatment operations; principles of plumbing and hydraulics as related to water
systems.
Understanding of pressure, torque and pumps.
Be mechanically minded
Functions and interrelationships of town and other governmental agencies.
Skills:
Strong written and oral communication skills.
Mathematical ability to handle required calculations.
Use and maintain a variety of office equipment including calculator, computer,
printer, shredder, copier, scanner, fax machine, telephone, and any other
equipment as necessary to complete essential functions.
Use and maintain a variety of equipment including drills, press drill, cutting torch,
jack hammer, hand tools, amperage probe, mechanics' tools, pickaxe, shovel,
carpenters' tools, crane, or other equipment as necessary to complete essential
functions.
Use a variety of word processing, spreadsheet, database, or other system
software, such as Microsoft Office365, Utility Cloud, GIS, internet search engines,
etc.
Abilities:
Plan, organize and prioritize daily assignments and work activities.
Produce quality work, which requires constant attention to detail.
Analyze and recognize problems and potential problems and recommend
appropriate solutions.
Read, interpret, and apply policies, procedure, rules, regulations and other
complex materials.
Prepare required records and reports in a timely and accurate manner.
Perform activities in a safe and effective manner.
Assemble and analyze information to make written reports and documents in a
clear, concise, and effective manner.
Establish and maintain effective working relationships, and effectively
communicate with other employees, town management, contractors, inmates,
business owners, the general public and vendors.
Work with the public in a professional manner and provide information and
assistance, representing the town government in a positive light at all times.168
Perform required duties and responsibilities in extreme weather conditions.
Perform duties and complete responsibilities under a degree of stress related to
meeting tight deadlines; react calmly and quickly in emergencies.
Perform traffic control and distribute public notices.
Troubleshoot problems with motors and electrical systems.
Make swift, sound, and educated decisions.
OTHER REQUIREMENTS:
Safety sensitive:
This position is considered to be safety-sensitive and is subject to random drug testing.
FLSA:
This position is non-exempt under the Fair Labor Standards Act.
DISCLAIMER: This job description is not an employment agreement or contract.
Management has the exclusive right to alter this job description at any time without
notice.
169
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: ‐
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
381,000 ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.8,500 8,500
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.372,500 372,500
Equip / Machinery / Furniture ‐
Total Capital Cost Est.381,000 ‐ ‐ ‐ ‐ ‐ ‐ 381,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 381,000 ‐ ‐ ‐ ‐ ‐ ‐ 381,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
381,000 381,000
‐
‐
Total Program Financing 381,000 ‐ ‐ ‐ ‐ ‐ ‐ 381,000
Section 6
Type of Expenditure
If this request doesn't get approved, then we will have to spend more money fixing water leaks, which will affect workload and add more overtime. Water
quality will stay at a lower rate and more customers’ water will be impacted due to water leaks. With having dead‐end lines in the water system, the water
quality stays at a lower rate. When the town has to perform maintenance or repairs on the water system, there are more customers out of water. Having
water line looped will help water quality and provide better fire protection on McAdams Road along with helping with more water flow on West Corbin Street,
which is at the end of one of the three zones that we have in our water system.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
Replacing this water line with a 6‐inch water line along with tying into the 6‐inch water line on West Corbin Street will provide better water quality and fire
protection on McAdams Road. This project will upsize a water main from the 1970s to provide improved water quality, reliability and fire flow and fire
protection. This will also help with flow on West Corbin Street. There will be fewer customers out of water due to repairs or maintenance on the water system.
There is over 140,000 feet of water mains in the town system that are less than 2.5‐inch in diameter. Of this, there is about one mile of galvanized material
remaining. Galvanized pipe is a substandard water main material.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
This project involves the replacement of 700 linear feet of existing 2‐inch water main with 6‐inch water main, adding a fire hydrant, valves and resetting water
services. The 2‐inch water line on McAdams Road serves approximately 10 homes and needs to be replaced due to repetitive water leaks and repair shutoffs.
This 2‐inch water line dead ends near West Corbin Street and is subject to poor water quality as water quality depends on usage by customers at the end of the
line. The line cannot be flushed as there are no hydrants on 2‐inch mains. This was funded in a previous year for $75,000 with the intent to complete this
project in‐house, but the department will need to contract out this work due to staff capacity.
Water Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Replace McAdams Road 2" Galvanized Water Main Replacement
Water & Sewer
Total
Appropriations to
date
Functional Area:
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
System Development Fees
Funding Source(s)
170
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: 2
Year 2Year 3Year 4Future
FY23 FY24 FY25 Years
4,095,000 ‐ ‐ 20,000 325,000 1,250,000 2,500,000
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans 20,000 20,000
Engineering / Arch. Serv.300,000 300,000
Land / ROW / Acquisition 25,000 25,000
Clear / Grade / Site Prep ‐
Building / Utility Constr.1,250,000 1,250,000 1,250,000 3,750,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.‐ 20,000 325,000 1,250,000 1,250,000 1,250,000 ‐ 4,095,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.‐ 20,000 325,000 1,250,000 1,250,000 1,250,000 ‐ 4,095,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
‐
20,000 325,000 345,000
1,250,000 1,250,000 1,250,000 3,750,000
Total Program Financing ‐ 20,000 325,000 1,250,000 1,250,000 1,250,000 ‐ 4,095,000
Section 6 Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Debt Financing
Funding Source(s)
Operating Budget
System Development Fees
Type of Expenditure
Some sections of this pipeline are the only way to move water along 70‐A east of Elizabeth Brady Road. We have been lucky not to have had many major breaks thus
far along this pipeline, due to its age (built in 1973) and the substandard material. When we have to make repairs, we typically have to cut the pipe with a saw, which
releases asbestos fibers, thus requiring a respirator. If we do not perform this work, we risk this line deteriorating further and draining the US 70 Tank. Lastly, in order
to receive a target flow of 2 MGD from Durham in an emergency situation, the pipe will need to be upsized. We can currently receive 1.6 MGD. We thought that this
segment could be constructed new at a reduced cost if the NCDOT's Orange Grove Road Extension project moves forward, as we would lobby for a cost share
agreement. However, that project was not supported by the town board so costs have been increased.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The main transmission line along Highway 70‐A is only 12 inches in diameter and is made out of asbestos‐cement. This pipe is no longer manufactured, is a hazard to
repair due to the asbestos, and is more prone to breakage. Ductile iron pipe or plastic pressure pipe is the current standard for water mains. This will provide long‐
term stability for this section of the water system. The increase in pipe size was recommended through system modeling to handle more flow to the US 70 tank,
prevent the US 70 tank from emptying too much when the Forest Ridge Booster Pump Station is operating, and to better meet the town's needs when we need to
transfer water from Durham in an emergency situation. Modeling has confirmed to help pressure that the 12" should definitely be upsized to 16" between Churton
and the US 70‐A tank (Phases 1 and 2).
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
This is a multi‐year, three phase project to: 1) Replace approximately 4,900 linear feet of 12‐inch Asbestos‐Cement (AC) water main along Highway 70‐A between
Highway 86/Elizabeth Brady Road to the Highway 70‐A Water Tank with a new 16'' ductile iron water main; 2) Replace approximately 4,320 linear feet of 12" AC
water main along Highway 70‐A between Churton Street and Highway 86 with a new 16'' ductile iron water main; 3) Replace approximately 4,500 linear feet of 12"
AC water main from the Highway 70‐A Water Tank at Highway 70‐A to US 70.
Water Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
US 70 Business Water Main Improvements
Water & Sewer
Total
Appropriations to
date
Functional Area:
New
Expansion
Replacement
Renovation
171
Section 1 Project Title:Budget Unit #: 8140
Budget Unit:Priority Rank: 2
Year 2Year 3Year 4Future
FY23 FY24 FY25 Years
3,000,000 ‐ ‐ ‐ ‐ 400,000 2,600,000
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans 100,000 100,000
Engineering / Arch. Serv.250,000 250,000
Land / ROW / Acquisition 50,000 50,000
Clear / Grade / Site Prep ‐
Building / Utility Constr.2,600,000 2,600,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.‐ ‐ ‐ 400,000 2,600,000 ‐ ‐ 3,000,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.‐ ‐ ‐ 400,000 2,600,000 ‐ ‐ 3,000,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
400,000 400,000
2,600,000 2,600,000
‐
Total Program Financing ‐ ‐ ‐ 400,000 2,600,000 ‐ ‐ 3,000,000
Section 6
Existing tank Potential tank styles
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Operating Revenue
Funding Source(s)
Debt Financing
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
Replace Hassell Street Water Tank with a new elevated water tank. The new tank size will be larger than the 200,000 gallon existing size, ideally increased to 500,000
gallons, and will be located near or on the same site as the existing tank.
Water Distribution
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Replace Hassell Water Tank
Water & Sewer
Total
Appropriations to
date
Functional Area:
Type of Expenditure
The existing Hassell Street Water Tank was constructed in the mid‐1930s. It holds 200,000 gallons and is constructed of riveted steel. It is the controlling tank in the
Central Pressure Zone (CPZ), where water is initially pumped from the Water Treatment Plant and then distributed to CPZ customers, as well as to the North Tank in
the North Pressure Zone through a pumping station beside the tank. The small volume of the tank makes it difficult to manage water distribution, with customers
near the tank experiencing more pressure fluctuations due to the quickly varying water levels of this tank style. The tank structure is sound and inspections are
performed annually so project is slated for later in the CIP. Costs are based on Waterstone tank, inflation and the current construction climate.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The small size and age of the Hassell Street Water Tank creates a need for a replacement tank. Development within the Central Pressure Zone (CPZ) has created
additional water volume needs, and an elevated tank will enable the entire tank volume to be usable. The existing tank is a standpipe, which allows us to effectively
use only about 40 percent of the tank volume since we cannot allow the tank to drop more than about 30 feet of its 72 feet height. The proposed tank will be the
same height, but the design will allow us to utilize the entire tank volume. This will also help with water quality turnover.
New
Expansion
Replacement
Renovation
172
Wastewater Collection
173
WASTEWATER COLLECTION
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 9,851 10,662 12,500 12,500 12,500 1,838 17.2%
Salaries ‐ Regular 328,801 338,647 353,314 353,314 353,314 14,667 4.3%
FICA 26,456 26,364 27,985 27,985 27,985 1,621 6.1%
Hospitalization 67,627 76,410 79,130 82,295 85,587 2,720 3.6%
Life/Disability/Vision 2,017 2,357 2,430 2,527 2,628 73 3.1%
Dental Insurance 2,307 2,542 2,749 2,858 2,973 207 8.1%
Retirement 31,119 35,152 41,703 46,093 50,482 6,551 18.6%
Supplemental Retirement ‐ 401K 17,027 18,627 18,291 18,291 18,291 (336)‐1.8%
Personal Services Subtotal 485,206 510,761 538,102 545,863 553,760 27,341 5.4%
Operations
Training/Conferences/Conventions 2,035 3,400 5,000 5,000 5,000 1,600 47.1%
NCAWWA/Training/Conferences.2,000 2,000 2,000 2,000
NCRWA/Training/Conferences.800 800 800 800 (1/2 Dist; 1/2 Coll)
Misc. Training 0 1,600 1,600 1,600 Certification schools & continuing educ.
Pretreatment Conference 600 600 600 600 FOG Coordinator
Telephone/Internet 6,574 6,440 5,660 5,660 5,660 (780)‐12.1%
Cell Phone Stipends @ $40/mo (9) 2,940 2,160 2,160 2,160 All staff; split 50/50 w/ Water Distr.
Wireless for Utility Cloud Access 3,500 3,500 3,500 3,500 Wireless hotspots
Postage 0 100 300 300 300 200 200.0%
Utilities 49,482 49,043 53,947 59,342 65,276 4,904 10.0%
Buildings Maintenance & Repair 2,812 4,500 29,500 4,500 4,500 25,000 555.6%FY22 ‐ Garage panels and heater
FOG Program Supplies 5,881 4,500 6,000 6,000 6,000 1,500 33.3%
Equipment Repair 16,341 29,000 45,000 40,000 40,000 16,000 55.2%
Equipment Repair/Generator Repairs 4,000 20,000 15,000 15,000 Increase on generator repairs for FY22
Annual Generator Service Agreement 25,000 25,000 25,000 25,000 FY22 ‐ New semi‐annual service agreement
Maintenance ‐ Infrastructure 99,665 107,500 105,000 105,000 117,500 (2,500)‐2.3%
Replace Grinder Assembly at EBPS 12,500 0 0 12,500 Muffin Monster blades replaced/3 yrs
WW System Evaluation ‐ Phase 1 0 0 0 0 FY21 ‐ Phase 2 moved to Utilities Admin budget
Sewer I/I Repair & Rehab (In‐house) 80,000 90,000 90,000 90,000 Increase material costs
Miscellaneous 15,000 15,000 15,000 15,000 FY20 ‐ Manhole relining ($26,785)
Maintenance ‐ Grounds 28,475 30,000 30,000 30,000 30,000 00.0%Outfall mowing & clearing
Rental ‐ Equipment 0 7,500 9,200 9,200 9,200 1,700 22.7%Rent large equipment
Gasoline 15,738 14,369 15,806 17,386 19,125 1,437 10.0%Fuel cost increase 10%
Supplies ‐ Office 620 2,000 2,000 2,000 2,000 00.0%
Supplies ‐ Chemicals 0 1,000 1,000 1,000 1,000 00.0%Pump station chemicals
Supplies ‐ Lift Station Pumps 51,081 55,000 100,000 80,000 70,000 45,000 81.8%
Replace PS Panel Boxes 35,000 35,000 25,000 15,000 Continue to replace old and dangerous control pan
New Pumps & Pump Parts 20,000 65,000 55,000 55,000 Replace rails at Coachwood,Timbers, and Woodsed
Supplies ‐ Departmental 41,968 44,000 60,000 60,000 60,000 16,000 36.4%Pipe, fittings, tapping saddles
Supplies ‐ Safety 838 2,837 1,200 1,200 1,200 (1,637)‐57.7%Safety shoes for additional staff
Patch Supplies 3,419 8,000 8,000 8,000 8,000 00.0%
Supplies ‐ Data Processing 0000 000.0%Tablet, computer replc moved to IT
Operating Lease ‐ Vactor Truck 71,284 71,284 141,307 0 0 FY22 ‐ Final payment; keeping Vac Truck
Rental ‐ Uniforms 3,251 3,800 4,100 4,100 4,100 300 7.9%
C.S. ‐ Inmates 0 0 700 700 700 700 0.0%Restart inmate program
C.S. ‐ Pump Station Monitoring 8,671 10,000 12,000 12,000 12,000 2,000 20.0%
C.S. ‐ Root Control Service 7,270 7,500 10,000 10,000 10,000 2,500 33.3%Chemicals to kill roots in sewer
C.S. ‐ Dumpster for Vac Waste 1,624 3,000 3,000 3,000 3,000 00.0%
Data Processing Services 4,579 5,000 6,000 6,000 6,000 1,000 20.0%
Permits/Dues/Subscriptions 1,310 2,020 2,000 2,000 2,000 (20)‐1.0%
Miscellaneous 3,000 500 1,500 1,500 1,500 1,000 200.0%
Vehicle Tax & Tags 1,770 0 6,000 0 0 6,000 0.0%
Operations Subtotal 427,688 472,293 664,220 473,888 484,061 191,927 40.6%
Capital Outlay
Capital ‐ Infrastructure 0000 000.0%FY19 ‐ Expense moved to Maint‐Infrast.
Capital ‐ Buildings & Improvements 0000 000.0%
Capital ‐ Vehicles 0 0 65,000 0 0 65,000 0.0%
Replace Truck #171 0 32,500 0 0 08 w/159k miles, split 50/50 w/ Distr.
Replace Truck #181 0 32,500 0 0 09 w/154k miles,split 50/50 w/ Distr.
Replace Truck #269 0 0 0 0
Capital ‐ Equipment 0 219,000 0 35,000 0 (219,000)‐100.0%
Sewer Flow Monitors 0 0 0 0 Pinpoint sources of I&I in system
Sewer Pump Station Generators 219,000 0 0 0 Gov Burke/Strouds Creek; Fund w/ Perp. Maint. Fe
Replace 2003 Cat Backhoe 0 0 35,000 0 Split 50/50 with Water Distribution
Miscellaneous 0 0 0 0
Capital Outlay Subtotal 0 219,000 65,000 35,000 0 (154,000)‐70.3%
174
Debt Service
Capital Lease 71,966 15,083 0 0 0 (15,083)‐100.0%
Sewer System Improvements 15,083 0 0 0 Debt Retired in FY21
Jet/Vac Combo Truck 0 0 0 0 Moved to Operating Lease line
Debt Service Subtotal 71,966 15,083 0 0 0 (15,083)‐100.0%
Transfers
Transfer to Utilities Cap Proj Fund 85,895 350,000 505,000 400,000 700,000 155,000 44.3%
Old Water Plant Building Reno/Addition 0 125,000 0 0 Split 50/50 with Distribution
River Pump Station 200,000 200,000 0 0 FY21 ‐ Design funded w/ SDF; FY22 ‐ Land
System Rehab 150,000 180,000 0 0 FY22 ‐ Engineering/arch work
Future System Improvements 0 0 400,000 700,000
S. Churton/Orange Grove Line Reloc.0 0 0 0
Transfers Subtotal 85,895 350,000 505,000 400,000 700,000 155,000 44.3%
Wastewater Collection Total 1,070,755$ 1,567,137$ 1,772,322$ 1,454,751$ 1,737,821$ 205,185 13.1%
% Change ‐24.9% 46.4% 13.1%‐17.9% 19.5%
175
Budget Justification Form
Department/division: Wastewater Collection
Request: Translucent panel industrial garage doors and shop heater
Priority 1‐3 (1=must do; 2=should do; and 3=could do): 3 – Could do
Line‐item where funds are requested: Building Maintenance
Fiscal year(s) & amount(s) of request:
FY22 ‐ $25,000
Describe request:
Replace solid garage doors with translucent panel garage doors to allow sunlight to warm the space along with a larger and more efficient
shop heater.
Discuss how the request links to the town’s balanced scorecard or Top Departmental Priority:
Equipment housed in the garage – various spare pumps, small sewer jet machine, portable generators, new CCTV rig, vac trailer – must be
kept warm so the fluids and oils do not freeze and damage the parts, especially the emergency response equipment. Currently, staff shine
heat lamps on motor components and a small shop heater runs throughout colder months to keep the temperature above freezing. We
need to maintain what we have, and the heat lamps and undersized shop heater are not efficient. Translucent panels on the garage doors
would allow the sunlight in and a larger heater would be more efficient.
Alternatives & operational impact if request is not funded:
Status quo.
Additional information:
Survivor Full View Translucent Dock Door, Opening Height: 10 ft., Opening Width: 10 ft., Insulated: No
176
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Wastewater Collection
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1 Collection System
Infrastructure R&R
Rehab/replace sewers to meet current
capacity and projected growth demands
FY23
FY24/FY25
FY26/27
$50,000
$5M/yr
$5M/yr
2 River Pump Station
Relocate largest sewage pump station
out of floodplain to address that and
other deficiencies
FY23
FY24
$3.5M
$3.5M
3 Adron F. Thompson Facility
Upgrade
Upgrade shop and office for Collection
and Distribution staff (split with Dist.) FY23 $1M
4 Utility Mechanic I To assist with daily workload and sewer
calls, (25% Dist./75% Coll.) FY22 $83,613
177
Section 1 Project Title:Budget Unit #: 8200
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
18,230,000 235,895 180,000 50,000 5,000,000 5,000,000 8,000,000
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.180,000 180,000
Land / ROW / Acquisition 50,000 50,000
Clear / Grade / Site Prep ‐
Building / Utility Constr.5,000,000 5,000,000 4,000,000 4,000,000 18,000,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.180,000 50,000 5,000,000 5,000,000 4,000,000 4,000,000 ‐ 18,230,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.180,000 50,000 5,000,000 5,000,000 4,000,000 4,000,000 ‐ 18,230,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
180,000 50,000 230,000
10,000,000 8,000,000 18,000,000
‐
Total Program Financing 180,000 50,000 10,000,000 ‐ 8,000,000 ‐ ‐ 18,230,000
Section 6
Hydraulic modeling is being performed on the collection system. The town has committed and projected growth, including upcoming projects like Collins Ridge and
the Research Triangle Logistics Park. These and other similar projects will eventually overwhelm the collection system, resulting in sanitary sewer overflows and
violations and possibly a stoppage of growth until upsizing can occur. No significant rehabilitation or replacement of the collection system has ever occured. The
interceptor pipes identified carry flow from areas that are focused upon for growth. These pipes were some of the first to ever be installed in town. This project
intertwines with the River Pump Station Project as well. Please see the attached addendum to this CIP for more details.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
Replace outdated and insufficient infrastructure to meet committed and projected growth.
Wastewater Collection
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Collection System Infrastructure Rehab/Replacement
Water & Sewer
Total
Appropriations to
date
Functional Area:
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
Type of Expenditure
Staff is currently working on the physical evaluation of the piping, manholes, and pump stations within the collections system with the resources available. This
cannot be a comprehensive effort, unfortunately. We also have the newly formed collection system model that shows capacity deficiences based on dry weather
flow. Further development, as planned for the town, will exacerbate any hydraulically limited sewer pipes and cause overflows that result in noncompliance. This
request supports the growth we have worked hard to attract and allow. The money budgeted here is what is recommended by the report at this time with a 25%
contingency applied and is reflected of 2040 projected flows. The model is being expanded to address wet weather storm events (applied inflow and infiltration) and
it is likely this costs could increase. Pricing will be adjusted in next year's budget, however, much of the pipes need to be upsized to handle the projected 2025
growth.This cannot be deferred much longer.
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
System Development Fees ‐ Sewer
Funding Source(s)
Debt Financing
New
Expansion
Replacement
Renovation
178
Section 1 Project Title:Budget Unit #: 8200
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
7,200,000 233,800 200,000 3,500,000 3,500,000 ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
‐
‐
‐
‐
‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.‐
Land / ROW / Acquisition 200,000 200,000
Clear / Grade / Site Prep ‐
Building / Utility Constr.3,500,000 3,500,000 7,000,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.200,000 3,500,000 3,500,000 ‐ ‐ ‐ ‐ 7,200,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 200,000 3,500,000 3,500,000 ‐ ‐ ‐ ‐ 7,200,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
200,000 200,000
3,500,000 3,500,000
3,500,000 3,500,000
Total Program Financing 200,000 3,500,000 3,500,000 ‐ ‐ ‐ ‐ 7,200,000
Section 6
Maintenance / Fuel
Other
The River Pump Station is approaching capacity limitations and its useful life. The station is over 40 years old. Replacement pumps and parts are difficult to find. The
station is requiring a lot of maintenance, it is not efficient, and its structure is deteriorating. The station receives wastewater from over half the town and is
considered a critical station. In an emergency, bypassing wastewater, should it fail, will be costly and difficult. The station has unsafe exposed wiring and a steel spiral
staircase. Both of these items are subject to deterioration due to the corrosive environment of wastewater. This pump station has also reached its flow capacity. Two
rain events resulted in all three pumps running continuously for over ten hours. While the work of the collection system group has reduced this multiple run time
situation, this was not the intent of the station. One pump is supposed to be redundant. An evaluation was performed by an engineering firm and it is determined to
move this station out of the floodplain. Costs have increased but include a contingency. Also, costs of upsizing some sewer main for the Collection System R&R CIP
item will decrease after moving this station because some gravity pipe will become a force main.
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
FY20 – Tech Memo for River Pump Station Options (complete)
FY21/22 – Design of the River Pump Station replacement/expansion and land aquisition
FY23 – River Pump Station replacement/expansion
Wastewater Collection
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
River Pump Station Upgrade
Water & Sewer
Total
Appropriations to
date
Functional Area:
Description of Capital Item
Type of Expenditure
The River Pump Station was originally built in 1976 and it is the largest pump station in town. It currently delivers more than half of the wastewater to the
wastewater plant. This pump station was scheduled to be replaced during the 2014 Phase 1 wastewater plant upgrade. However, unforeseen regulatory obstacles
resulted in this part of the upgrade being eliminated from the project. Delaying the River Pump Station improvements any longer will further increase risk of failure of
one of our largest and critical sewer pump stations. Should it fail, it would likely overflow into the Eno River causing environmental concern and violations. The town
would have to scramble to obtain emergency funds and vendors who can come repair it. Engineering analysis resulted in a recommendation to move this station
elsewhere and bring it to current standards.
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Perpetual Maintenance Fees
Funding Source(s)
System Development Fees ‐ Sewer
Funding Source(s)
Salaries / Benefits
Prof. & Consult. Services
Materials & Supplies
Unsafe Exposed Wires in Panel
Difficult Access to Pumps & Electric
Systems
Signs of capacity issues duringrainfall events
New
Expansion
Replacement
Renovation
179
Wastewater Treatment Plant
180
WASTEWATER TREATMENT PLANT
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 547 3,321 5,000 5,000 5,000 1,679 50.6%
Salaries ‐ Regular 356,035 359,477 359,975 359,975 359,975 498 0.1%
FICA 27,579 26,456 27,921 27,921 27,921 1,465 5.5%
Hospitalization 55,625 57,034 60,467 62,886 65,401 3,433 6.0%
Life/Disability/Vision 2,257 2,319 2,435 2,532 2,634 116 5.0%
Dental Insurance 1,980 2,083 2,356 2,450 2,548 273 13.1%
Retirement 32,888 36,191 41,259 45,426 50,135 5,068 14.0%
Supplemental Retirement ‐ 401K 17,790 18,764 18,249 18,249 18,249 (515)‐2.7%
Personnel Expansion 000000 0.0%
Personal Services Subtotal 494,701 505,645 517,662 524,439 531,863 12,017 2.4%
Operations
Training/Conferences/Conventions 1,200 1,000 2,800 2,800 2,800 1,800 180.0%
NC AWWA/WEA Conference 275 400 400 400 Superintendent
WEFTEC Conference 0000 Superintendent
Wastewater Operator School (3) 300 900 900 900 Virtual certification school
Maintenance Tech School (2) 0 800 800 800 Virtual certification school
Miscellaneous 425 700 700 700
Telephone/Internet 2,446 2,880 3,280 3,280 3,280 400 13.9%
Smartphone Stipends @ $70/mo (2) 1,680 1,680 1,680 1,680
Cell Service 1,200 1,600 1,600 1,600 Plant alarm notifications, on‐call operator, hot spot
Postage 54 50 250 250 250 200 400.0%
Utilities 133,864 137,471 151,218 166,340 182,974 13,747 10.0%
Maintenance ‐ Buildings 538 500 4,250 4,250 4,250 3,750 750.0%
HVAC Repairs 0 3,500 3,500 3,500 Previous repairs came out of Maint‐Equipment line
Miscellaneous 500 750 750 750
Maintenance ‐ Grounds 0 1,000 2,000 2,000 2,000 1,000 100.0%Contract doesn't cover tasks & supplies
Maintenance ‐ Equipment 38,891 86,700 87,590 94,930 77,870 890 1.0%
Recondition River Pump Station Pumps 0 0 18,200 0 For efficiency & exiting pumps capacity
Recondition River Pump Station Grinder 0 16,000 0 16,000 Every two years
Infrared Thermographic Services 950 950 950 950 Identify failing electrical components
Replace Wear Plants on Interm PS Pumps 0 10,000 0 0 Every five years
Recondition Stepscreen 26,850 0 15,000 0 Every two years
Recondition Aerator/Mixer 4,500 4,640 4,780 4,920
Miscellaneous 54,400 56,000 56,000 56,000
Maintenance ‐ Plant Instrumentation 27,639 18,055 18,350 18,350 18,350 295 1.6%
Nitratax NO 3 Sensors (3)3,560 3,600 3,600 3,600 Hach service partnership
Solitax TSS Sensors (2) 2,230 2,300 2,300 2,300 Hach service partnership
Plant Automation Programing 437 450 450 450 SCADA computers & control instrument.
Instrumentation Repair 11,828 12,000 12,000 12,000 Repairs, surge protection & probe replc.
Maintenance ‐ Laboratory Equipment 4,189 7,016 8,080 8,080 8,080 1,064 15.2%
Spectrophotometer DR3900 906 930 930 930 Hach service partnership
Probe Replacements 650 650 650 650 Dissolve Oxygen & pH
Calibrate Lab Equipment 1,460 1,500 1,500 1,500 Instruments, weights & pipettes
Miscellaneous 4,000 5,000 5,000 5,000 Aging equipment is failing more often
Maintenance ‐ Infrastructure 3,028 9,700 4,000 4,000 4,000 (5,700)‐58.8%
Access Hatch Project 1,500000
Security Lighting Project 7,200000
Curbing & Asphalt Project 0000
Miscellaneous 1,000 4,000 4,000 4,000
Maintenance ‐ Contracts 15,575 28,400 30,300 19,500 19,500 1,900 6.7%
General Maintenance 10,000000 FY21 ‐ Maintenance projects around the plant
Back‐up Generator Annual Services 11,000 12,000 12,000 12,000 Includes fuel system audit and PM services
Back‐up Generator Triennial PM Service 0 10,800 0 0 3‐year service
HVAC Maintenance Service 3,400 3,500 3,500 3,500
Pump Station Grinder PM Service 4,000 4,000 4,000 4,000 Factory service contract
Gasoline 1,124 3,629 3,992 4,391 4,830 363 10.0%Increase for generator diesel fill up; postponed FY20
Chemicals 54,152 67,290 63,850 63,850 63,850 (3,440)‐5.1%
Tertiary Coagulant 34,000 26,500 26,500 26,500 Total phosphorous removal
Sludge Flocculent 13,700 19,500 19,500 19,500 Biosolids thickening
Chlorine 7,880 4,200 4,200 4,200 Effluent disinfection
Sulfur Dioxide 8,510 4,400 4,400 4,400 Effluent de‐chlorination
Sodium Hydroxide (Caustic)3,200 5,250 5,250 5,250 pH Control
Miscellaneous 0 4,000 4,000 4,000
Supplies ‐ Office 0 500 500 500 500 0 0.0%
Supplies ‐ Departmental 1,479 2,000 4,000 4,000 4,000 2,000 100.0%
Miscellaneous 2,000 4,000 4,000 4,000
Supplies ‐ Safety 1,012 1,950 2,000 2,000 2,000 50 2.6%
Employee Boot Fair 900 900 900 900
Miscellaneous 1,050 1,100 1,100 1,100
181
Supplies ‐ Lab 5,112 10,000 11,500 11,500 11,500 1,500 15.0%
Supplies ‐ Data Processing 128 500 500 500 500 0 0.0%
Outside Lab Services 13,144 14,320 16,550 16,990 17,450 2,230 15.6%
Meritech Contract 13,670 14,080 14,500 14,940
QA/QC Testing 650 670 690 710
Miscellaneous 0 1,800 1,800 1,800
Uniforms 75 300 600 600 600 300 100.0%
C.S. ‐ Alarm Monitoring 919 1,960 2,060 2,060 2,060 100 5.1%
River Pump Station Alarm 210 220 220 220
Security System Alarm 910 940 940 940
Fire Alarm 840 900 900 900
C.S. ‐ Dumpster Service 1,436 1,320 1,350 1,350 1,350 30 2.3%
C.S. ‐ DI Water System Service 3,156 3,200 4,500 4,500 4,500 1,300 40.6%Maintain/repair deionized water system
Data Processing Services 578 705 740 740 740 35 5.0%Software Maint & Support
WIN‐911 License, Support, Maint. 620 650 650 650 Plant alarming software renewal
Security Gate Data & Control Mgmt 85 90 90 90 Gate data software renewal
Permits/Dues/Subscriptions 7,602 10,152 10,300 10,300 10,300 148 1.5%
NPDES Permit Renewal 3,440 3,500 3,500 3,500
Stormwater Permit Renewal 100 100 100 100
NC Water Quality Association 1,962 2,000 2,000 2,000
Laboratory Certification Renewal 1,750 1,800 1,800 1,800
Operator Certification Renewals 300 300 300 300
Neuse River Compliance Association 600 600 600 600
Miscellaneous 2,000 2,000 2,000 2,000
Sludge Removal 85,638 95,000 97,000 97,000 97,000 2,000 2.1%
Composting 95,000 97,000 97,000 97,000
Miscellaneous 2,635 1,250 4,300 4,300 4,300 3,050 244.0%
Annual Report Translation 250 300 300 300 Translate report to Spanish
Other 1,000 4,000 4,000 4,000
Misc. ‐ Vehicle Tax & Tags 000000 0.0%Only used when purchasing new vehicle
Personnel ‐ Op Costs 000000 0.0%
Operations Subtotal 405,612 506,848 535,860 548,361 548,834 29,012 5.7%
Capital Outlay
Capital ‐ Data Processing 000000 0.0%FY20 ‐ SCADA & project mgr. software upgrades
Capital ‐ Equipment 000010,0000 0.0%Install flocculators ‐ FY24 design
Capital ‐ Vehicles 000000 0.0%
Utility Vehicle 0000 FY20 ‐ 2018 F‐150 pick‐up truck
Capital ‐ Buildings & Improvements 0 0 190,000 0 0
Clarifier Protective Coatings 0 190,000 0 0 ARP Funding. Protective coating for damaged clarifie
Security Fence Repair 00000 0.0%FY20 ‐ Fence
Capital Outlay Subtotal 0 0 190,000 0 10,000 190,000 0.0%
Debt Service
Capital Lease 1,218,427 1,196,566 1,174,704 1,152,842 1,130,980 (21,862)‐1.8%
WWTP Upgrade (Phase 1) 1,196,566 1,174,704 1,152,842 1,130,980 Debt retired in FY34
Debt Service Subtotal 1,218,427 1,196,566 1,174,704 1,152,842 1,130,980 (21,862)‐1.8%
Transfers
Transfer to Capital Impr. Fund 000000 0.0%
WWTP Upgrade ‐ Ph 2 Project Fund 000000 0.0%
Complete Holistic Master Plan00000 Plan for compliance with Falls Lake
Phase 2 Engineering Design00000 Design ($3M)
Phase 2 Construction00000 Construction ($33M)
Transfers Subtotal 000000 0.0%
Wastewater Treatment Plant Total 2,118,740$ 2,209,059$ 2,418,226$ 2,225,642$ 2,221,677$ 209,167$ 9.5%
% Change ‐6.1% 4.3% 9.5%‐8.0%‐0.2%
182
Section 1 Project Title:Budget Unit #: 8220
Budget Unit:Priority Rank: 2
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
190,000 ‐ 190,000 ‐ ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.‐
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.190,000 190,000
Equip / Machinery / Furniture ‐
Total Capital Cost Est.190,000 ‐ ‐ ‐ ‐ ‐ ‐ 190,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est. 190,000 ‐ ‐ ‐ ‐ ‐ ‐ 190,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
190,000 190,000
‐
‐
Total Program Financing 190,000 ‐ ‐ ‐ ‐ ‐ ‐ 190,000
Section 6 Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
American Rescue Plan Funds
Funding Source(s)
Town of Hillsborough, North Carolina
Fiscal Year 2020‐21 through 2026‐27 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
The protective coatings in both clarifiers has failed. New coating needs to be applied to protect the assets from further damage.
Wastewater Treatment Plant
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Coating Metal Surfaces in Clarifiers
Water & Sewer
Total
Appropriations to
date
Functional Area:
Type of Expenditure
The clarifier mechanisms cost $395,000 at the time of installation. That price does not include installation. Protecting this critical investment from the elements is
clearly prudent and economical.
We would likely see some savings if we were to do both clarifiers at the same time. There would be no operational impact for doing the projects together or
separate.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
New clarifiers were installed in the year 2012 as part of the plant upgrade. Before start‐up, all the metal structures were given a protective coating to prevent
damage due to rusting. During the summer of 2020, a large amount of rust was noticed on almost all the metal surfaces. Staff is unsure why the coating used in 2012
failed. However, protecting the large investments from further damage and deterioration is critical.
Two quotes were obtained for the project. The project includes removal or existing coatings and rust with sand blasting down to bare metal, clean and prep all metal,
and then apply multiple coats of an epoxy‐based product. Both quotes provide superior protection than the system used in the plant upgrade. A third quote will be
obtained before proceeding with the project. However, we did get very similar pricing from both quotes, so any substantial savings from the third quote is not
expected.
New
Expansion
Replacement
Renovation
183
Unfunded Budget Requests
Please list your unfunded budget requests (operating, personnel, and capital requests) in priority order, providing a
title for each request as well as a brief description and total cost of the request. If the request is budgeted in a
future year, please specify. If the request was not budgeted in a future year, please specify that as well. A Budget
Justification Form is also needed for each unfunded project.
Department/Division: Wastewater Treatment Plant
Priority
# Request Title Request Description Fiscal Year
Requested Cost
1 Wastewater Plant Master
Plan
To comply with the Falls Lake Rules and
support growth. FY23 $100,000
2 Wastewater Plant Operator I
To assist with plant maintenance,
operations, maintenance, repairs, and
special projects.
FY23 $66,291
3 Install Flocculators Improve Phosphorous removal
efficiency. First step is design in FY23. FY25 $180,000
184
Section 1 Project Title:Budget Unit #: 8220
Budget Unit:Priority Rank: 1
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
100,000 ‐ ‐ 100,000 ‐ ‐ ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans 100,000 100,000
Engineering / Arch. Serv.‐
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.‐
Equip / Machinery / Furniture ‐
Total Capital Cost Est.‐ 100,000 ‐ ‐ ‐ ‐ ‐ 100,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.‐ 100,000 ‐ ‐ ‐ ‐ ‐ 100,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
100,000 100,000
‐
‐
Total Program Financing ‐ 100,000 ‐ ‐ ‐ ‐ ‐ 100,000
Section 6
Type of Expenditure
The Falls Lake Rules force the town to implement treatment techniques and processes not normally found in wastewater treatment. The phase I wastewater treatment plant
upgrade provided the rules' nitrogen reduction requirements for several years. The phase II upgrade is intended to add more years of compliance. Several unconventional
technologies are currently available that can meet the future nitrogen removal requirements, but the applicability and efficiency of each must be evaluated before the design of the
phase II upgrade so that all processes can be integrated smoothly and efficiently.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The FY23 holistic master plan will provide a roadmap for the future Wastewater Treatment Plant Phase II Upgrade. The master plan will identify alternative treatment technologies
and other options to continue compliance with the Falls Lake Rules stringent nitrogen requirements. Compliance with the rules will get increasingly difficult as the town’s population
grows. Failure to meet the requirements of the Falls Lake Rules will almost certainly result in the elimination of new development approvals.
The Wastewater Treatment Plant Phase II Upgrade is currently estimated at $34 million. An in‐depth analysis of all options will be critical to ensure that the most cost‐effective path
to compliance is identified and planned for implementation.
Town of Hillsborough, North Carolina
Fiscal Year 2021‐22 through 2027‐28 Capital Improvement Plan
Justification and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Department Goals & Objectives
FY23 – CompleƟon of a holisƟc master plan that includes a study of unconvenƟonal technologies available to comply with the Falls Lake Rules.
WWTP
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Wastewater Treatment Plant Master Plan
Water & Sewer
Total
Appropriations to
date
Functional Area:
Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Operating Revenue
Funding Source(s)
185
Department/Division:Utilities/Wastewater Plant
Position Title:Wastewater Plant Operator 1
Number of Positions (if same job):1
Fiscal Year Requesting Position:FY23
Costs
Personnel 65,516
Operations 775
Capital Outlay ‐
Total Costs for the Position(s)66,291$
Position Justification:
Additional Notes or Comments:
Personnel Expansion Request
Summary of Costs & Justification
This position is intended to provide assistance to plant maintenance, operations and housekeeping with an emphasis on maintenance, repairs and
special projects.
Currently the Wastewater Treatment Plant (WWTP) has only one maintenance personnel. This employee is responsible for all preventative
maintenance, equipment repair, and special projects. Operations staff assists when possible. However, maintenance is tasked with well over 500 work
orders per year. Additionally, the aging equipment is failing with more frequency. Staff experienced over 30 equipment failures over the past 12
months. Equipment failures require significant time for troubleshooting, securing parts and qualified vendors to assist in the repairs, in addition to the
repairs themselves. The operations staff struggles to find time to assist with so many maintenance issues.
With only one staff member completing the maintenance tasks, there is no redundancy on the knowledge of how to complete those tasks. This
became very apparent when the maintenance employee was absent for 8 weeks and maintenance of the equipment fell well behind.
Staff completed a worksheet that is designed to accurately predict the staffing needs of a wastewater treatment plant. The worksheet follows EPA
recommendations. The results of the worksheet indicate that the Wastewater Treatment Plant staffing is well below EPA recommendations. Please
see document attached.
In addition to maintenance and repairs to the 93 pumps, 6 blowers, 29 sensors and a multitude of other items found throughout the wastewater plant,
special projects are both critical and time consuming. Examples of special projects include: painting; basin cleaning; upkeep of safety equipment such
as handrail, signage, inspections, and cleaning; and calibrations and maintenance of instrumentation.
Having another employee would greatly help staff to get caught up on projects and still stay on schedule with maintenance. More importantly, a new
employee will provide the critical need for knowledge redundancy to the maintenance program.
Please see attached worksheet 30‐80‐8220 ‐ NEIWPCC Northeast Staffing Guide Calculated by Consultant for details on the EPA approved worksheet
for staffing requirements and also the positions job description.
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Wastewater Plant Operator I
Class Title
Wastewater Plant Operator I
Class Code
0503
Salary
$32,257.00 - $51,611.00 Annually
_________________________________________________________________________
General Statement of Job
The purpose of this classification is to assist in the daily operation and maintenance
of the town's wastewater treatment plant.
Specific Duties and Responsibilities
ESSENTIAL FUNCTIONS
The following duties are representative of this position. The omission of specific
statements of the duties does not exclude them from the classification if the work is
similar, related, or a logical assignment for this classification. Other duties may be
required and assigned.
Starts up and shuts down plant.
Makes checks around the plant to ensure that equipment is running properly;
records run times and reports discrepancies; makes technical adjustments
when necessary; adds chemicals in accordance with prescribed standards.
Gathers samples for lab analysis; performs laboratory quality control testing,
such as chlorine residual, Ph, temperature, hardness, turbidity, dissolved
oxygen, alkalinity, fluoride, and other tests; performs water quality lab media
in lab for use on water microbiological bacteria testing of samples; performs
bench jar testing of raw water to optimize the plant's chemical dosage.
Performs process control activities such as decanting digestors, transferring
sludge and wasting solids from the system.
Operates treatment and solids handling equipment,and conducts process
control analysis and operations; calibrates testing equipment.
Performs backwashing of filters; operates and monitors the functioning of
pumps, motors, valves, chemical feeders, and related equipment; recognizes
and makes needed adjustments to equipment and or treatment process;
performs periodic washing and cleaning of the sedimentation basins and
washing of flocculators, troughs, and filters; changes chemical cylinders.
Performs skilled preventive maintenance and/or adjustments on equipment,
including repacking, greasing, or adjusting pumps, overhauls and changes oil
in pumps and chemical feeders; performs maintenance and repairs on the
plumbing and piping system throughout the plant; performs maintenance and
repairs on the plant's chemical feed piping system; fills chemical day feed
tanks; performs minor maintenance and repair on plant facilities.
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Collects and maintains accurate data; prepares and submits a variety of
records, reports, charts, logs, etc.
Prepares, implements, and performs the Quality Assurance Plan for Lab
Procedures approved by the State Laboratory of Public Health.
Receives and properly stores chemical and equipment deliveries; performs
building and grounds maintenance; maintains plant security on assigned
shifts.
Handles customer complaints.
Serves as an on-call operator.
Assists utility mechanics with projects as needed.
Performs other related duties as required.
Minimum Training and Experience
Education and Experience:
Requires a High School Diploma and/or GED and 6 months of experience; or
any equivalent combination of training and experience, which provides the
required knowledge, skills, and abilities.
Licensure, Certification, and Specialized Training:
NC Grade 1 Wastewater Biological Water Pollution Control System Operator
certification
Working Conditions and Physical Requirements:
Must be physically able to operate a variety of vehicles and equipment.
Must be able to exert in excess of 100 pounds of force occasionally and/or up
to 50 pounds of force frequently, and/or up to 20 pounds of force constantly to
lift, carry, push, pull or otherwise move objects. Must be able to lift and/or
carry weights of up to 100 pounds.
Must be able to walk, stand, bend, reach, climb and stoop.
Performance Indicators
Knowledge:
Methods, procedures and policies of the town, including town code, employee
handbook, policy and procedure manuals, contracts, publications and
reference texts, etc.
Federal, state, and local laws and policies concerning water, wastewater and
sewer systems including NC General Statutes, NC Administrative Code,
OSHA regulations, NC Department of Environment and Natural Resources,
NC Division of Water Quality, Environmental Protection Agency, National
Pollutant Discharge Elimination System, Wastewater Discharge and
Stormwater Discharge guidelines, Falls Lake Rules, and other codes, laws,
and regulations.
188
Technical manuals regarding the design and operation of wastewater
treatment plants, including material safety data sheets.
Methods, materials, tools and equipment used in drainage construction and
maintenance work.
Operating principles and practices, and maintenance requirements of
wastewater systems, plant equipment and machinery utilized in wastewater
treatment operations; principles of plumbing and hydraulics as related to
wastewater systems.
Occupational hazards and safety precautions of utilities work.
Standard chemistry and laboratory principles, techniques, terminology, and
equipment; use and care of laboratory equipment utilized for maintaining
facility process control.
Functions and interrelationships of town and other governmental agencies.
Skills:
Strong organizational, interpersonal and technical skills.
Strong written and oral communication skills.
Mathematical ability to handle required calculations.
Use and maintain a variety of office equipment including calculator, computer,
printer, shredder, copier, scanner, fax machine, telephone, and any other
equipment as necessary to complete essential functions.
Use and maintain a variety of equipment including power tools, mechanic
tools, carpentry tools, pH meter, microscope, belt press, pumps, meters,
chemical feed equipment, calibrators, ultraviolet disinfection, chlorinators,
centrifuge, mixers, fluidizing bed reactor, spectrophotometer, generator, and
lab equipment.
Use a variety of word processing, spreadsheet, database, or other system
software, such as Microsoft Office and O365, Utility Cloud, Dickerson,
SCADA computer system, internet search engines, etc.
Abilities:
Plan and develop daily, short- and long-term goals; handle multiple
assignments simultaneously.
Produce quality work, which requires constant attention to detail.
Analyze and recognize problems and potential problems,and recommend
and/or implement appropriate solutions.
Read, interpret, and apply policies, procedure, rules, regulations and other
complex materials.
Assemble and analyze information and make written reports and documents
in a clear, concise, and effective manner.
Diagnose equipment problems; make necessary repairs of equipment
operated.
Apply principles of logic to define problems, collect and analyze data and
draw valid conclusions.
Establish and maintain effective working relationships, and effectively
communicate with other employees, elected officials, town management,
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advisory boards, business owners, and vendors; provide assistance and
advice to various agencies, departments, and individuals.
Work with the public in a professional manner and provide information and
assistance, representing the town government in a positive light at all times.
Perform required duties and responsibilities in extreme weather conditions.
Perform duties and complete responsibilities under a degree of stress related
to meeting tight deadlines; react calmly and quickly in emergencies.
Exercise independent judgment and discretion in the handling of emergency
situations, determining procedures, setting priorities, and resolving problems.
Make swift, sound, and educated decisions.
Other Requirements
Safety sensitive:
This position is considered to be safety-sensitive and is subject to random drug
testing.
FLSA:
This position is non-exempt under the Fair Labor Standards Act.
DISCLAIMER: This job description is not an employment agreement or
contract. Management has the exclusive right to alter this job description at any time
without notice.
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191
192
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Section 1 Project Title:Budget Unit #: 8220
Budget Unit:Priority Rank: 4
Year 2Year 3Year 4 Future
FY23 FY24 FY25 Years
190,000 ‐ ‐ ‐ 10,000 180,000 ‐
Section 2
Section 3
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Salaries / Benefits ‐
Prof. & Consult. Services ‐
Materials & Supplies ‐
Maintenance / Fuel ‐
Other ‐
Total ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Section 4
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
Prelim Design / Plans ‐
Engineering / Arch. Serv.10,000 10,000
Land / ROW / Acquisition ‐
Clear / Grade / Site Prep ‐
Building / Utility Constr.‐
Equip / Machinery / Furniture 180,000 180,000
Total Capital Cost Est.‐ ‐ 10,000 180,000 ‐ ‐ ‐ 190,000
Total Oper. Impact Est.‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Expenditure Est.‐ ‐ 10,000 180,000 ‐ ‐ ‐ 190,000
Section 5
FY22 FY23 FY24 FY25 FY26 FY27 FY28 Total
10,000 180,000 190,000
‐
‐
Total Program Financing ‐ ‐ 10,000 180,000 ‐ ‐ ‐ 190,000
Section 6 Maps / Charts / Tables / Pictures
Activity
Project Costs
Method(s) of Financing
Operating Revenue
Funding Source(s)
Debt Financing
Town of Hillsborough, North Carolina
Fiscal Year 2020‐21 through 2026‐27 Capital Improvement Plan
Justification; and Linkage to Council Goals, Balanced Scorecard, other Master Plans, or Dept. Goals & Objectives
Install new flocculators ahead of tertiary filtration to maximize the Total Phosphorous removal needed to meet the Falls Lake Rules and also reduce chemical usage.
Wastewater Treatment Plant
Type of Project: Unappropriated Subsequent Years Total
Requested
Funds
Budget
Year 1
FY22
Install Tertiary Filters Flocculators
Water & Sewer
Total
Appropriations to
date
Functional Area:
Type of Expenditure
This project can be delayed until the current Phosphorous removal efficiency is inadequate to meet our permit requirements. However, we will not realize the cost
savings of reduced chemical usage or the reduction in our carbon footprint.
The PAC is manufactured and then delivered from out‐of‐state locations. Flocculation will not only reduce the carbon emissions from the chemical manufacturing
process but also the semi‐truck deliveries from hundreds of miles away.
Description of Capital Item
History and Current Status; Impact if Cancelled or Delayed
New or Additional Impact on Operating Budget
The 2014 Phase 1 Plant Expansion included new tertiary filtration. The structure was designed to have flocculators installed but the installation was removed from
the project to reduce costs. However, the pedestals and electrical conduit were installed to provide for future needs.
Currently, a chemical called Polyaluminum Chloride (PAC) is used to precipitate Phosphorous out of a dissolved state to a solid form that can be removed by
filtration. Currently, PAC is fed to the clarifier, which provides the mixing necessary to activate the chemical. This method currently works well but will be insufficient
in the future to meet the removal efficiency needed to meet the Falls Lake Rules.
Feeding PAC directly to the filters is also much more efficient. Laboratory testing has shown that with the addition of flocculators, we should be able to reduce our
chemical feed by 28% or more. This equates to chemical savings of approximately $4,500 per year.
New
Expansion
Replacement
Renovation
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Contingency
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CONTINGENCY
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Contingency 0 0 400,000 400,000 400,000 400,000 0.0%State law limits contingency to 5%
Operations Subtotal 0 0 400,000 400,000 400,000 400,000 0.0%
Contingency Total ‐$ ‐$ 400,000$ 400,000$ 400,000$ 400,000 0.0%
% Change 0.0% 0.0% 0.0% 0.0% 0.0%
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Stormwater Fund
197
FINANCIAL SUMMARY ‐ STORMWATER FUND
FY20 FY21 FY22 FY23 FY24
Budget Unit Actual Estimate Budget Projected Projected
Disaster Relief 554 1,755
% Change 0% 216.6%
Stormwater & Environmental Services 456,861 621,427 655,722 684,024 681,907
% Change ‐15.7% 36.0% 5.5% 4.3%‐0.3%
TOTAL EXPENDITURES 457,416$ 623,182$ 655,722$ 684,024$ 681,907$
% Change ‐15.6% 36.2% 5.2% 4.3%‐0.3%
Revenues w/out rate increase or FB appropriation 666,200 700,250 696,500 696,500 696,500
Surplus / (Deficit) at Current Rate 208,784$ 77,068$ 40,778$ 12,476$ 14,593$
Revenue w/rate increase, but not FB appropriation 666,200 700,250 696,500 696,500 696,500
Surplus / (Deficit) w/ Rate Increase 208,784$ 77,068$ 40,778$ 12,476$ 14,593$
Retained Earnings Appropr. needed to Balance Budget 208,784$ 77,068$ 40,778$ 12,476$ 14,593$
Available Retained Earnings Remaining 792,264$ 869,332$ 910,110$ 922,586$ 937,179$
Retained Earnings as percentage of Op. Expenditures 1 173%139%139%135%137%
1 The town's Stormwater Retained Earnings Policy recommends maintaining an undesignated fund balance of between 17
to 33 percent of annual operating expenditures and a "target" of 25 percent.
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STORMWATER FUND REVENUES
FY20 FY21 FY22 FY23 FY24 $%
By Account Actual Estimate Budget Projection Projection Change Change Comments
Investment Earnings
Interest Earned 0 000000.0%
Investment Earnings Total 0 000000.0%
Licenses, Permits & Fees
Stormwater Charge ‐ Prior Year 6,600 9,750 6,000 6,000 6,000 (3,750)‐38.5%
Stormwater Charge 656,900 690,000 690,000 690,000 690,000 00.0%
Stormwater Plan Review Fee 2,700 500 500 500 500 00.0%
Licenses, Permits & Fees Total 666,200 700,250 696,500 696,500 696,500 (3,750)‐0.5%
Other Revenue/Non‐Operating
Miscellaneous 0 000000.0%
Other Rev./Non‐Op. Total 0 000000.0%
Transfers
Transfer from Cap Res ‐ Stormwater 0 000000.0%
Transfers Total 0 000000.0%
Retained Earnings
Retained Earnings Appropriated (90,382) (77,068) (40,778) (12,476) (14,593)36,290 ‐47.1%
Retained Earnings Total (90,382) (77,068) (40,778) (12,476) (14,593)36,290 ‐47.1%
Stormwater Fund Total 575,818$ 623,182$ 655,722$ 684,024$ 681,907$ 32,540$ 5.2%
% Change ‐12.6% 8.2% 5.2% 4.3%‐0.3%
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Disaster Relief
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DISASTER RELIEF ‐ STORMWATER FUND
FY20 FY21 FY22 FY23 FY24 $%
Account Name Estimate Budget Projection Projection Projection Change Change Comments
Personal Services
Salaries ‐ Regular 080000(80)‐100.0%
FICA 08000(8)‐100.0%
Retirement 011000(11)‐100.0%
Personal Services Subtotal 099000(99)‐100.0%
Operations
Supplies ‐ Safety 5541,656000(1,656)‐100.0%COVID‐19 Expenses potentially eligible for FEMA
Legal Fees 400000 reimbursement
Video Conferencing 48000
Hot Spots 483000 FY20 ‐ partial year expense
Phone Programing 25000 Program phones when offices close/re‐open
IT Equipment 50000
Safety Supplies 200000 FY20 ‐ partial year expense
Translation Services 50000
Miscellaneous 400000 Add'l facility cleaning, facility modifications, etc.
Operations Subtotal 5541,656000(1,656)‐100.0%
Disaster Relief Total 554$ 1,755$ ‐$ ‐$ ‐$ (1,755)‐100.0%
% Change 0.0% 216.6%‐100.0% 0.0% 0.0%
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Stormwater
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STORMWATER & ENVIRONMENTAL SERVICES
FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Personal Services
Overtime 0 0 1,500 1,500 1,500 1,500 0.0%
Overtime for Equipment Operator
Salaries ‐ Regular 190,761 191,260 200,366 200,366 200,366 9,106 4.8%
FICA 14,977 13,946 15,443 15,443 15,443 1,497 10.7%
Hospitalization 29,994 30,177 30,234 31,443 32,701 57 0.2%
3 FTE accounted for in Stormwater Fund,
Life/Disability/Vision 1,264 1,369 1,309 1,361 1,416 (60)‐4.4%2 in Stormwater; 1 in Public Works
Dental Insurance 1,103 1,159 1,178 1,225 1,274
19 1.6%FY22 ‐ Portion of Engineer expensed in Stormwater
Retirement 17,915 19,041 23,013 25,435 27,858 3,972 20.9%
Supplemental Retirement ‐ 401K 9,634 9,957 10,093 10,093 10,093 136 1.4%
Personnel Services Subtotal 265,647 266,909 283,136 286,866 290,651
16,227 6.1%
Operations
Attorney Fees 12,801 9,000 12,000 12,000 12,000 3,000 33.3%
Travel & Training 630 1,500 2,500 2,500 2,500 1,000 66.7%
Telephone/Internet 2,289 2,200 2,680 2,680 2,680 480 21.8%
FY22 ‐ (2) Smartphone stipend; 1 cell stipend; (2) MiFi
Postage 0 50 100 100 100
License Fees 0 3,600 3,600 3,600 3,600 00.0%ArcGIS license includes online/cloud
Maintenance ‐ Grounds 0 16,384 12,000 12,000 12,000 (4,384)‐26.8%Falls Lake Stage 1 restoration projects
Biodock Project 6,384000
Misc. Projects 10,000 12,000 12,000 12,000
Increase for joint compliance program (IAIA)
Maintenance ‐ Infrastructure 24,593 61,623 143,000 169,500 169,500 81,377 132.1%FY22 ‐ Reduced to account for replacement jet machine
Pipe Replacement & Other Sys Maint. 20,000 25,000 40,000 40,000
Field & ROW Inspections 1,500 3,000 5,000 5,000 Reduced as most being done in‐house
Monthly Street Sweeping 9,123 12,000 14,000 14,000
New contract in FY21, subsequent increase for more streets
Storm Drain Cleaning 1,500 2,000 5,000 5,000 Reduced as most being done in‐house
Private Drainage Cost Share 1,500 3,000 7,500 7,500
Misc. Maintenance 18,000 80,000 80,000 80,000 Include maintenance of town‐owned SCMs
Stormwater Retrofits 10,000 18,000 18,000 18,000 Increased to ensure compliance for Projects for Stage 1
Gasoline 163 150 500 550 605 350 233.3%
Falls Lake
Supplies ‐ Office 126 150 300 300 300 150 100.0%
Supplies ‐ Departmental 0 150 500 500 500 350 233.3%
Uniforms 140 0 500 500 500 500 0.0%Includes SW Coord & Equip. Operator
Collection Expense 19,356 23,000 23,000 23,000 23,000 00.0%Billing & Coll charge from OC ‐ 3% of revenue
C.S./Engineering 17,232 5,000 18,000 18,000 18,000 13,000 260.0%Retro‐fit design, inspections, etc.; increased for Falls Lake ru
C.S./Copier 0000000.0%FY20 ‐ Transferred to Town Hall Campus budget
Data Processing Services 1,8792,500000(2,500)‐100.0%Beginning FY22, migrating data and collection to ArcGIS
Dues & Subscriptions 26,528 26,055 27,900 28,400 28,400 1,845 7.1%
NPDES Permit Renewal 860 900 900 900
NPDES permit fee increased to $860 in FY19
UNRBA Dues 24,195 26,000 26,500 26,500
Moved from Sewer to Stormwater Fund
Miscellaneous Dues 1,000 1,000 1,000 1,000
SWANC (2), APWA (3), AICP (1)
Miscellaneous 0 1,000 5,000 5,000 5,000 4,000 400.0%
Miscellaneous 1,000 5,000 5,000 5,000
FY19 Cost Alloc Correction 0 000
Safety Awards Program 591427000(427)‐100.0%
Clean Water Education Partnership 2,302 2,307 2,500 2,500 2,500 193 8.4%
Customer Service & Innov Award 1,200000000.0%
Operations Subtotal 109,830 155,096 254,080 281,130 281,185 98,984 63.8%
Capital Outlay
Capital ‐ Vehicles 0000000.0%
Capital ‐ Equipment 0000000.0%
Capital ‐ Land Acquisition 0000000.0%
Capital Outlay Subtotal 0000000.0%
Cost Allocations
Cost Allocation ‐ Governing Body 4,550 5,350 5,981 5,791 6,021 631 11.8%
2% allocation (SW is 2 % of FTEs)
Cost Allocation ‐ Administration 26,588 29,153 33,505 32,524 33,233 4,352 14.9%
2% allocation (SW is 2 % of FTEs)
Cost Allocation ‐ Accounting 9,079 9,820 11,934 11,185 11,292 2,114 21.5%
2% allocation (SW is 2% of Town rev/exp)
Cost Allocation ‐ Fleet Maintenance 3,880 4,793 5,331 5,922 2,163
538 11.2%
2% op costs & facility debt; 100% maint costs
Cost Allocation ‐ Town Hall Campus 31,502 35,161 37,293 38,229 35,944 2,132 6.1%
8% allocation (SW is 8% of TH staff)
Cost Allocation ‐ Safety & Risk Mgmt. 2,245 3,859 4,746 4,195 4,185
887 23.0%
2% allocation (SW is 2% of FTEs)
Cost Allocation ‐ Information Services 3,541 11,286 19,716 18,182 17,233 8,430 74.7%
2% allocation (SW is 2% of Town computers)
Cost Allocation ‐ Streets 0 100,000000(100,000)‐100.0%FY21 ‐ Valley Forge Stormwater Pipe
Cost Allocations Subtotal 81,385 199,422 118,506 116,028 110,071 (80,916)‐40.6%
Stormwater Total 456,861$ 621,427$ 655,722$ 684,024$ 681,907$ 34,295 5.5%
% Change 0.0% 36.0% 5.5% 4.3%‐0.3%
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Supplemental Information
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205
206
207
208
209
210
211
212
213
214
215
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1
Memorandum
To: Eric Peterson, Town Manager
From: Catherine Wright, Public Information Officer
Emily Bradford, Budget Director
Haley Bizzell, Interim Human Resources Director
Jen Della Valle, Assistant to the Town Manager/Deputy Budget Director
Sarah Kimrey, Interim Town Clerk
Date: May 18, 2021
Subject: Administrative Services Department Reorganization ― Departmental Recommendations
Introduction
Thank you for the opportunity to provide feedback on the draft reorganization proposal. Members of the
Administration Department met to discuss the department’s workload, reporting structure options, and
opportunities to collaborate across divisions. This memorandum outlines proposed reorganization
changes that we believe will set up the department for success.
Proposed Modifications
1. Legend:
Positions with proposed changes are outlined in red
217
2
1. Need for Two Analysts – The original proposal had one management analyst that would be split
primarily between human resources and budget and would report to the administrative services
director. In discussing the department’s workload, staff feel that two analyst positions are needed,
a human resources analyst and a budget analyst, to keep up with the existing and new workload.
In addition, this position would allow for greater redundancy, as having one position providing
backup to several divisions would be challenging. The “Redundancy” section later in the memo
provides additional detail.
‐ HR Analyst ― This position would report to the human resources manager. Some of the
responsibilities would include the following:
Onboarding/new employee orientation
Offboarding
Benefits administration
Recruitment
Supporting safety office with administrative duties
Employee survey
In addition to the responsibilities above, another focus for this position would be supporting the
town’s diversity, equity, and inclusion efforts. The town is currently collaborating with the other
jurisdictions in Orange County to create a countywide racial equity plan. Once that plan is
completed, the town will create a jurisdiction‐specific plan that aligns with the countywide
framework. This position would help develop and implement the racial equity plan.
‐ Budget Analyst ― This position would report to the budget director and would provide support
to the Public Information Office, particularly during the Budget Office’s off‐season. Some of
the responsibilities would include the following:
Budget amendments
Departmental budget support
Community survey
Support grant opportunities
Fleet replacement schedule
Public information support
More support is needed than just one shared analyst could provide. Over the last 5‐10 years, the
budget has become more complex. There are new demands on budget due to assistance needed
in areas of audit, revenue bond covenant compliance, and capital planning and finance.
Preparation for revenue bond sales as well as capital financial planning is time intensive, and a lot
of these duties fall to the budget team. While the budget software will streamline some of the
current budget development processes, budget staff are regularly working long hours to try to
keep up with the workload.
In addition to workload challenges, this position would support succession planning efforts. The
town manager is already retirement eligible. Providing adequate resources and time for budget
staff to become more familiar with parts of the budget that the manager has traditionally been
more active in is critical. In addition, the town manager is regularly occupied with other matters
during budget season and cannot provide the level of time that he formerly provided on document
218
3
preparation, review, and alternative development. Ensuring that the budget team has the
resources to take on a greater role now would be beneficial for the organization. If the next town
manager doesn’t have a budget background, having a strong budget team will become even more
important.
2. IT Manager Reporting to Administrative Services Director
This proposal has the information technology manager reporting to the administrative services
director, with information technology as a separate division rather than an office within budget.
The IT manager currently reports to the budget director. This change would have all the manager‐
level positions reporting directly to the administrative services director.
3. Town Clerk/HR Technician Reporting to Administrative Services Director
When the human resources director/town clerk position was a split position, this position reported
directly to the manager. The town clerk aspect of the position supports the town board in carrying
out its governance duties and is responsible for the town’s official record keeping. Under the
original proposal, having the town clerk report to the human resources manager created two
additional layers from the manager (human resources manager and administrative services
director). This proposal has the town clerk reporting to the administrative services director.
4. Fleet Maintenance Supervisor Reporting to Budget Director
A recommendation is to change the reporting structure for the fleet maintenance supervisor, with
this position reporting to the budget director rather than the administrative services director.
Fleet Maintenance is an internal service function (like human resources, budget, and information
technology), providing services to several town departments, so it makes sense to keep fleet
maintenance within the Administrative Services Department. Budget has an organization‐wide
perspective and interacts with fleet, so there would be natural alignment between the two. This
also keeps the number of direct reports to the administrative services director at five.
Redundancy
With several 1‐3 person divisions, ensuring that there is redundancy built into the Administrative Services
Department was a priority as the team developed this proposal. Below are ways that this proposal builds
in redundancy within the department.
Budget
• Budget analyst provides backup to budget director and vice versa
• Administrative services director provides backup to budget (amendments, reports, etc.)
Human Resources
• HR analyst provides backup to HR manager and vice versa
• HR analyst provides backup to town clerk/HR tech on HR‐related duties
• HR manager provides backup to safety officer
Town Clerk
• Public information specialist provides backup to town clerk
219
4
• Public information officer provides backup to town clerk
Public Information
• Assistant public information officer and public information specialist provide backup to PIO
• Budget analyst provides backup to public information
Information Technology
• Budget director provides backup to IT
• Administrative services director provides backup to IT
In summary, we believe the proposal that is outlined in this memo would create a more resilient
department. Please let us know if you have any questions for the team!
220
Position Salary
Band
Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE
General Government
(Administration)
Town Manager N/A 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Administrative Services Director N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Budget Director 20 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Human Resources Director/Town Clerk 20 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Public Information Officer 17 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Assistant to the Town Manager/Deputy Budget Director 16 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Human Resources Manager N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Human Resources Analyst 10 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Budget & Management Analyst N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Town Clerk/HR Technician N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Web Developer/Asst. Public Information Officer 10 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Public Information Specialist 8 0 1 0.75 0 1 0.75 0 1 0.75 0 1 0.75 0 1 0.75
HR Technician/Deputy Town Clerk 5 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Budget Technician (time limited position)4 1 0.50 1 0.50 0 0.00 0 0.00 0 0.00
9 1 9.25 9 1 9.25 9 1 9.75 9 1 9.75 9 1 9.75
(Accounting)
Finance Director 23 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Financial Analyst 9 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Accounting Technician 51 11.40 1 11.40 1 11.40 1 11.40 1 11.40
Accounts Payable Technician 2 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
4 1 4.40 4 1 4.40 4 1 4.40 4 1 4.40 4 1 4.40
(Planning)
Assistant Town Manager N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Assistant Town Manager/Planning Director 24 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Senior Planner 12 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Planner 9 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Planning Technician 4 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
4 0 4.00 4 0 4.00 4 0 4.00 4 0 4.00 4 0 4.00
(Public Space)
Public Space Manager 14 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Facilities Coordinator N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Equipment Operator II (40% Public Space/60% Streets) 3 1 0.40 1 0.40 1 0.40 1 0.40 1 0.40
Administrative Support Specialist 2 1 0.50 1 0.50 1 0.50 1 0.50 1 0.50
3 0 1.90 3 0 1.90 4 0 2.90 4 0 2.90 4 0 2.90
(Safety & Risk Management)
Safety & Risk Manager 14 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00
(Information Services)
IT Manager 16 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00
General Government Subtotal 22 2 21.55 22 2 21.55 23 2 23.05 23 2 23.05 23 2 23.05
Public Safety
(Police ‐ Administration)
Chief of Police 23 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Assistant Chief of Police 18 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Police Lieutenant 14 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00
Training Sergeant 12 0 1 0.75 1 1.00 1 1.00 1 1.00 1 1.00
Management Analyst 9 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Senior Administrative Support Specialist 3 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
4 1 4.75 5 0 5.00 5 0 5.00 5 0 5.00 5 0 5.00
(Police ‐ Patrol)
Police Lieutenant 14 2 2.00 2 2.00 2 2.00 2 2.00 2 2.00
Police Sergeant 12 3 3.00 4 4.00 4 4.00 4 4.00 4 4.00
Police Senior Corporal 10 3 3.00 0 0.00 0 0.00 0 0.00 0 0.00
Police Corporal 10 1 1.00 4 4.00 4 4.00 4 4.00 4 4.00
Master Police Officer 10 0 0.00 1 1.00 1 1.00 1 1.00 1 1.00
Police Officer 1st Class 8 5 5.00 3 3.00 3 3.00 3 3.00 3 3.00
Police Officer 85 5.00 5 5.00 5 5.00 5 5.00 5 5.00
19 0 19.00 19 0 19.00 19 0 19.00 19 0 19.00 19 0 19.00
(Police ‐ Investigations & Community Services)
Police Lieutenant 14 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Police Sergeant 12 2 2.00 1 1.00 1 1.00 1 1.00 1 1.00
Police Senior Corporal 10 1 1.00 0 0.00 0 0.00 0 0.00 0 0.00
Police Corporal 10 0 0.00 1 1.00 1 1.00 1 1.00 1 1.00
Police Officer 1st Class 8 2 2.00 1 1.00 1 1.00 1 1.00 1 1.00
Police Officer 81 1.00 3 3.00 3 3.00 3 3.00 3 3.00
7 0 7.00 7 0 7.00 7 0 7.00 7 0 7.00 7 0 7.00
FY21 (actual) FY22 (budget) FY23 (projected)FY20 (actual)
AUTHORIZED POSITIONS
FY24 (projected)
221
Position Salary
Band
Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE
(Fire Marshal & Emergency Management)
Fire Marshal / Emergency Mgmt. Coordinator 14 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Fire Inspector 7 0 1 0.40 0 1 0.40 0 0.00 0 0.00 0 0.00
Senior Administrative Support Specialist 3 0 1 0.40 0 1 0.40 0 0.00 0 0.00 0 0.00
1 2 1.80 1 2 1.80 0 0 0.00 0 0 0.00 0 0 0.00
Public Safety Subtotal 31 3 32.55 32 2 32.80 31 0 31.00 31 0 31.00 31 0 31.00
Public Works
(Fleet Maintenance)
Fleet Maintenance Supervisor 12 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Fleet Mechanic 7 2 2.00 2 2.00 2 2.00 2 2.00 2 2.00
3 0 3.00 3 0 3.00 3 0 3.00 3 0 3.00 3 0 3.00
(Streets)
Public Works Director 19 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Crew Leader/Equipment Operator III 4 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Equipment Operator II (60% Streets/40% Public Space) 3 0 0.60 0 0.60 0 0.60 0 0.60 0 0.60
Equipment Operator I211.00 1 1.00 1 1.00 1 1.00 2 2.00
3 0 3.60 3 0 3.60 2 0 2.60 2 0 2.60 3 0 3.60
(Solid Waste)
Public Works Manager N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Public Works Supervisor 10 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Equipment Operator I 2 3 3.00 3 3.00 3 3.00 3 3.00 3 3.00
Administrative Support Specialist 2 0 0.50 0 0.50 0 0.50 0 0.50 0 0.50
4 0 4.50 4 0 4.50 4 0 4.50 4 0 4.50 4 0 4.50
Public Works Subtotal 10 0 11.10 10 0 11.10 9 0 10.10 9 0 10.10 10 0 11.10
Economic & Physical Development
(Economic Development)
Economic Development Planner 12 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00
Economic & Physical Development Subtotal 1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00 1 0 1.00
GENERAL FUND TOTAL 64 5 66.2 65 4 66.45 64 2 65.15 64 2 65.15 65 2 66.15
Water/Sewer Fund
(Utilities Administration)
Utilities Director 23 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Lead Utilities Inspector 10 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Utilities Inspector 9 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Utilities Analyst 7 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Engineer TBD 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
4 0 4.00 4 0 4.00 4 0 4.00 4 0 4.00 4 0 4.00
(Billing & Collections)
Billing/Collections Supervisor 10 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00
Meter Services Supervisor 8 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Utility Billing Specialist 3 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Customer Service Representative 10 20.85 1 11.35 1 11.35 1 11.35 1 11.35
Lead Customer Service Representative 2 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Utility Maintenance Technician I (50% Bill./50% Distr.) 2 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00
Meter Services Technician 1 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
4 2 4.85 5 1 5.35 5 1 5.35 5 1 5.35 5 1 5.35
(Water Treatment Plant)
Water Plant Superintendent 15 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Chief Water Plant Operator 9 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Lab Specialist/Operator III 6 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00
Water Plant Operator III 6 3 1 3.30 3 3.00 4 4.00 4 4.00 4 4.00
Water Plant Operator II 4 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
Water Plant Operator I311.00 1 1.00 1 1.00 1 1.00 1 1.00
7 1 7.30 7 0 7.00 7 0 7.00 7 0 7.00 7 0 7.00
(Water Distribution)
Utility System Superintendent (50% Distr./50% Coll.)15 0 0.00 1 0.50 1 0.50 1 0.50 1 0.50
Utility System Supervisor (50% Distr./50% Coll.)11 1 0.50 1 0.50 1 0.50 1 0.50 1 0.50
Utility Maintenance Supervisor (50% Distr./50% Coll.)11 1 0.50 1 0.50 2 1.00 2 1.00 2 1.00
Utility Mechanic III (50% Dist./50% Coll.)6 2 1.00 1 0.50 1 0.50 1 0.50 1 0.50
Backflow/FOG Specialist (50% Dist./50% Coll.)7 1 0.50 1 0.50 1 0.50 1 0.50 1 0.50
Utility Mechanic I (50% Distr./50% Coll.)*4 3 1.50 4 2.00 3 1.50 3 1.50 3 1.50
Utility Maintenance Technician III (50% Distr./50% Coll.)3 2 1.00 1 0.50 1 0.50 1 0.50 1 0.50
Utility Maintenance Technician II (50% Distr./50% Coll.)2 1 0.50 2 1.00 2 1.00 2 1.00 2 1.00
Utility Maintenance Technician I (25% Distr./75% Coll.)*1 0 0.00 0 0.00 1 0.25 1 0.25 1 0.25
Utility Maintenance Technician I (50% Distr./50% Coll.)1 3 1.50 2 1.00 1 0.50 1 0.50 1 0.50
14 0 7.00 14 0 7.00 14 0 6.75 14 0 6.75 14 0 6.75
FY21 (projected) FY22 (projected)FY22 (projected)FY20 (budget)FY22 (projected)
222
Position Salary
Band
Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE Full‐
Time
Part‐
Time FTE
(Wastewater Collection)
Utility System Superintendent (50% Coll./50% Distr.)15 0 0.00 0 0.50 0 0.50 0 0.50 0 0.50
Utility System Supervisor (50% Coll./50% Distr.)11 0 0.50 0 0.50 0 0.50 0 0.50 0 0.50
Utility Maintenance Supervisor (50% Coll./50% Distr.)11 0 0.50 0 0.50 0 1.00 0 1.00 0 1.00
Utility Mechanic III (50% Coll. / 50% Distr.)6 0 1.00 0 0.50 0 0.50 0 0.50 0 0.50
Backflow/FOG Specialist (50% Coll./50% Dist.)7 0 0.50 0 0.50 0 0.50 0 0.50 0 0.50
Utility Mechanic I (50% Coll. / 50% Distr.)*4 0 1.50 0 2.00 0 1.50 0 1.50 0 1.50
Utility Maintenance Technician III (50% Coll./50% Distr.)3 0 1.00 0 0.50 0 0.50 0 0.50 0 0.50
Utility Maintenance Technician II (50% Coll./50% Distr.)2 0 0.50 0 1.00 0 1.00 0 1.00 0 1.00
Utility Maintenance Technician I (75% Coll./25% Distr.)*1 0 0.00 0 0.00 0 0.75 0.75 0 0.75
Utility Maintenance Technician I (50% Coll./50% Distr.)1 0 1.50 0 1.00 0 0.50 0 0.50 0 0.50
0 0 7.00 0 0 7.00 0 0 7.25 0 0 7.25 0 0 7.25
(Wastewater Treatment Plant)
Wastewater Plant Superintendent 15 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Chief Wastewater Plant Operator 9 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Laboratory Supervisor 6 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Wastewater Plant Operator III 9 1 1.00 0 0.00 0 0.00 0 0.00 0 0.00
Wastewater Plant Operator II 4 1 1.00 2 2.00 1 1.00 1 1.00 1 1.00
Utility Mechanic I 4 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Wastewater Plant Operator I600.00 0 0.00 1 1.00 1 1.00 1 1.00
6 0 6.00 6 0 6.00 6 0 6.00 6 0 6.00 6 0 6.00
Water/Sewer Fund Total 35 3 36.15 36 1 36.35 36 1 36.35 36 1 36.35 36 1 36.35
Stormwater Fund
(Stormwater)
Stormwater & Environmental Services Manager 14 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Stormwater Program Coordinator 8 1 1.00 1 1.00 1 1.00 1 1.00 1 1.00
Equipment Operator II 3 0 0.00 1 1.00 1 1.00 1 1.00 1 1.00
Equipment Operator I211.00 0 0.00 0 0.00 0 0.00 0 0.00
3 0 3.00 3 0 3.00 3 0 3.00 3 0 3.00 3 0 3.00
Stormwater Fund Total 3 03.00 3 03.00 3 03.00 3 03.00 3 03.00
TOTAL FULL‐TIME EMPLOYEES 102 104 103 103 104
TOTAL PERM. PART‐TIME EMPLOYEES 85333
TOTAL FTE 105.35 105.80 104.50 104.50 105.50
FY21 (projected) FY22 (projected) FY22 (projected)FY20 (budget)FY22 (projected)
223
Water and
Wastewater
System
Updates
Town of Hillsborough
Town Board Workshop March 22,
2021
K. Marie Strandwitz, PE
Utilities Director
224
Agenda
BACKGROUND STATS COLLECTION SYSTEM
MODELING UPDATE
RIVER PUMPING
STATION EVALUATION
UPDATE
WATER PROJECTS THINGS TO PONDER
225
Accounts and Consumption 2020
3238
325
14
66
35
45
10
2766
35 35 9 WATER
ACCOUNTS
Residential
Commercial
Manufacturing
Institutional
Irrigation
Town - No Charge
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 Charge
Temp Meter
490+ MG IT OT
IT
OT
226
Water and Wastewater Averages 2020
0
0.5
1
1.5
2
2.5
3
3.5
Jan Feb Mar Apr May Jun Jul Aug 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
227
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
228
Key Consultant
Evaluations Recently Performed
Collection System Modeling –
Phase 1 and Phase 2
River Pumping Station
Evaluation
Water System Redundancy
229
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.)
230
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
231
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
232
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!
233
Collection System Modeling – Current Day Results vs. 2040
Results
Basins and Major
Developments
234
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
235
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
236
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
237
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
238
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
239
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
240
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
241
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
242
Preliminary
Project Cost
for RPS
Includes 20% Contingency
243
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
244
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
245
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.
246
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
247
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
248
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
249
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
250
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
251
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?
252
QUESTIONS?
253
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 7, 2021
Department: Planning/Public Works
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: Margaret A. Hauth, Planning Director/Assistant Town Manager
ITEM TO BE CONSIDERED
Subject:
Flag management discussion
Attachment(s):
None
Brief Summary:
Staff needs clear direction from board on how to manage flag installations for Flag Day, Juneteenth, and the Fourth
of July.
Action Requested:
Discussion and direction
ISSUE OVERVIEW
Background Information & Issue Summary:
At the April meeting when the board authorized the Pride flag purchase and display as well as state and US flag
display for Juneteenth, staff was authorized to work out the full details. As flags often get wrapped around poles and
entangled in trees and installation requires staff time and traffic disruption (work zone setup), staff developed a plan
to minimize the change outs and not have flags displayed for the entire month. This doesn’t fully recognize that the
entire month of June is recognized as Pride month. Flags are generally up for 3 days to preserve their useful life.
The plan was to install state and US flags for Memorial Day on Friday, May 28 then install the Pride flags as the state
and US flags were removed on June 1. The Pride flags would be replaced with state and US flags on Friday, June
11th for Flag Day. The state and US flags would remain up through June 21 to recognize Juneteenth. No flags would
be displayed June 21 through July 2, when state and US flags returned for the July 4 holiday.
Staff now understands there was some interest from the board to have the Pride flags up longer and to have them
overlap with the state and US flags during Flag Day and Juneteenth. Interspersing the flags would appear somewhat
disjointed and is not recommended by staff. An alternative would be to keep the Pride flags on King Street and only
change the Churton Street flags (or vice versa). On Nash Street, one side could remain Pride and the other state and
US flags. The flag locations are somewhat irregular through downtown, so the idea of every third pole is not workable
for the display to appear balanced and atheistically pleasing.
Staff will do as directed by the board. We planned to bring a more detailed schedule back to the board in the fall to
confirm the display dates as it has been many years since the board reviewed this schedule.
Financial Impacts:
Staff Recommendations/Comments: