HomeMy Public PortalAbout06-28-21 Agenda Work Session
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Board of Commissioners Agenda | 1 of 2
Agenda
Board of Commissioners
Remote work session
7 p.m. June 28, 2021
Virtual meeting via YouTube Live
Town of Hillsborough YouTube channel
Due to current public health concerns, this meeting will be conducted remotely using Zoom.
Please use the bookmark feature to navigate and view the item attachments.
1. Opening of the work session
2. Agenda changes and approval
3. Items for decision ― consent agenda
A. Miscellaneous budget amendments and transfers
B. Budget and purchase order transfers from FY2021 to FY2022
C. Contract transferring ownership of land with Orange Rural Fire Department
D. Orange County Long-Term Recovery and Transformation Plan update
E. Authorization of public hearing for Unified Development Ordinance amendment to correct hearing notice
requirements
F. Consistency statement and ordinance amending Section 9.2 of the Unified Development Ordinance to
update stormwater definitions
G. Hillsborough Tourism Development Authority FY2022 Budget Ordinance
H. Valley Forge Road Capital Project Ordinance Amendment
I. Resolution to appoint Tiffany Long as finance officer
J. Resolution accepting Hillsborough’s Allocation of American Rescue Plan Act funds
4. In-depth discussion and topics
A. East Queen and Cameron Streets stormwater request follow-up
B. One Orange Racial Equity Plan: A Framework for Moving Forward – update
C. FY2021-22 Annual Budget and Financial Plan
5. Other business
6. Committee updates and reports
7. Closed session
Closed session as authorized by North Carolina General Statute Section 143-318.11 (a)(6) regarding a
Personnel Matter
8. Adjournment
Board of Commissioners Agenda | 2 of 2
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 28, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing: ______________________
For Clerk’s Use Only AGENDA ITEM #
3.A
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Emily Bradford, Budget Director
ITEM TO BE CONSIDERED
Subject:
Miscellaneous budget amendments and transfers
Attachment(s):
1. Description and explanation for budget amendments and transfers
Brief Summary:
To adjust budgeted revenues and expenditures, where needed, due to changes that have occurred since budget
adoption.
Action Requested:
Consider approving budget amendments and transfers.
ISSUE OVERVIEW
Background Information & Issue Summary:
N/A
Financial Impacts:
As indicated by each budget amendment.
Staff Recommendations/Comments:
To approve the attached list of budget amendments.
BUDGET CHANGES REPORT
TOWN OF HILLSBOROUGH
FY 2020-2021
DATES: 06/28/2021 TO 06/28/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
10-00-3900-3900-000 FUND BALANCE APPROPRIATION
06/28/2021 551,313.00 -20,000.00Historic Preservation Grant 20929 1,071,509.89EBRADFORD
06/28/2021 551,313.00 4,500.00To cover yr-end overages 20935 1,076,009.89EBRADFORD
06/28/2021 551,313.00 -18,852.00Yr-end adjustment 20959 1,057,157.89EBRADFORD
06/28/2021 551,313.00 -17,444.00Yr-end adjustment 20964 1,039,713.89EBRADFORD
06/28/2021 551,313.00 -79,211.00Yr-end adjustment 20969 960,502.89EBRADFORD
06/28/2021 551,313.00 5,000.00Yr-end adjustment 20982 965,502.89EBRADFORD
06/28/2021 551,313.00 48,259.00To cover Downtown Access Improv 20999 1,013,761.89EBRADFORD
10-10-3300-3310-005 GRANT - HISTORIC PRESERVATION
06/28/2021 0.00 20,000.00Historic Preservation Grant 20928 20,000.00EBRADFORD
10-10-4100-5100-031 SALARIES - MAYOR
06/28/2021 8,400.00 50.00To cover yr-end overages 20953 8,450.00EBRADFORD
10-10-4100-5110-010 SALARIES - COMMISSIONERS
06/28/2021 36,000.00 200.00To cover yr-end overages 20954 36,200.00EBRADFORD
10-10-4100-5125-061 LIFE INSURANCE
06/28/2021 274.00 5.00To cover yr-end overages 20955 279.00EBRADFORD
10-10-4100-5300-040 AUDIT FEES
06/28/2021 75,500.00 -255.00To cover yr-end overages 20956 107,145.00EBRADFORD
10-10-4100-5500-970 SERVICE CHARGE - W&S FUND
06/28/2021 -138,952.00 -18,127.00Adj to actual 20957 -157,079.00EBRADFORD
10-10-4100-5500-980 SERVICE CHARGE - STORMWATER FUND
06/28/2021 -5,558.00 -725.00Adj to actual 20958 -6,283.00EBRADFORD
10-10-4200-5100-010 OVERTIME COMPENSATION
06/28/2021 1,000.00 110.00Yr-end adjustment 20960 2,110.00EBRADFORD
10-10-4200-5100-020 SALARIES
06/28/2021 753,180.00 -110.00Yr-end adjustment 20961 747,340.00EBRADFORD
10-10-4200-5500-970 SERVICE CHARGE - W&S FUND
06/28/2021 -794,099.00 -16,773.00Yr-end adjustment 20962 -810,872.00EBRADFORD
10-10-4200-5500-980 SERVICE CHARGE - STORMWATER FUND
06/28/2021 -31,764.00 -671.00Yr-end adjustment 20963 -32,435.00EBRADFORD
10-10-4400-5125-060 HOSPITALIZATION
06/28/2021 50,392.00 -3,000.00Yr-end adjustment 20965 47,392.00EBRADFORD
10-10-4400-5300-487 TAX COLLECTION
06/28/2021 39,000.00 3,000.00Yr-end adjustment 20966 42,000.00EBRADFORD
10-10-4400-5500-970 SERVICE CHARGE - W&S FUND
06/28/2021 -271,260.00 -76,164.00Yr-end adjustment 20967 -347,424.00EBRADFORD
10-10-4400-5500-980 SERVICE CHARGE - STORMWATER FUND
06/28/2021 -10,850.00 -3,047.00Yr-end adjustment 20968 -13,897.00EBRADFORD
10-10-6300-5300-154 MAINTENANCE - GROUNDS
06/28/2021 209,184.00 -2,000.00To cover tree removal 20991 204,184.00EBRADFORD
10-10-6300-5300-156 MAINTENANCE - TREES
06/28/2021 16,200.00 2,000.00To cover tree removal 20992 30,200.00EBRADFORD
10-10-6610-5300-338 SUPPLIES - DATA PROCESSING
EBRADFORD 11:14:03PM06/24/2021
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Governing
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Admin.
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IT
BUDGET CHANGES REPORT
TOWN OF HILLSBOROUGH
FY 2020-2021
DATES: 06/28/2021 TO 06/28/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
06/28/2021 23,500.00 7,000.00To cover yr-end overages 20952 30,500.00EBRADFORD
10-10-6610-5700-742 CAPITAL - DATA PROCESSING
06/28/2021 7,000.00 -7,000.00To cover yr-end overages 20951 0.00EBRADFORD
10-30-5600-5300-165 MAINTENANCE - INFRASTRUCTURE
06/28/2021 0.00 48,259.00To cover Downtown Access Improv 20998 61,759.00EBRADFORD
10-60-6900-5300-130 UTILITIES
06/28/2021 4,840.00 2,000.00To cover yr-end overages 20933 6,840.00EBRADFORD
10-60-6900-5300-475 C.S./UTILITY ANALYSIS
06/28/2021 0.00 2,500.00To cover yr-end overages 20934 10,122.00EBRADFORD
06/28/2021 0.00 5,000.00Yr-end adjustment 20981 15,122.00EBRADFORD
30-00-3850-3850-000 INTEREST EARNED
06/28/2021 10,000.00 -9,639.00Adj to actual 21000 361.00JDELLAVALL
30-80-3500-3528-000 ENGINEERING REVIEW FEES
06/28/2021 1,000.00 9,639.00Adj to actual 21001 10,639.00JDELLAVALL
30-80-3900-3900-000 FUND BALANCE APPROPRIATED
06/28/2021 547,312.00 5,000.00Yr-end adjustment 20980 824,537.87EBRADFORD
30-80-7200-5300-475 C.S./UTILITY ANALYSIS
06/28/2021 20,000.00 5,000.00Yr-end adjustment 20979 29,095.41EBRADFORD
30-80-7220-5100-020 SALARIES
06/28/2021 305,578.00 20,000.00To cover yr-end overages 20972 322,578.00JDELLAVALL
30-80-7220-5300-570 MISCELLANEOUS
06/28/2021 600.00 14,000.00To cover miscellaneous yr-end overages 20978 14,600.00JDELLAVALL
30-80-7240-5300-570 MISCELLANEOUS
06/28/2021 1,000.00 25,000.00To cover miscellaneous yr-end overages 20974 26,044.00JDELLAVALL
30-80-8130-5300-570 MISCELLANOUS
06/28/2021 2,600.00 5,000.00To cover miscellaneous yr-end overages 20976 7,600.00JDELLAVALL
30-80-8140-5100-020 SALARIES
06/28/2021 314,813.00 -10,000.00To cover yr-end overages 20970 357,813.00JDELLAVALL
30-80-8200-5100-020 SALARIES
06/28/2021 314,813.00 -10,000.00To cover yr-end overages 20971 329,813.00JDELLAVALL
30-80-9990-5300-000 CONTINGENCY
06/28/2021 300,000.00 -25,000.00To cover miscellaneous yr-end overages 20973 19,688.00JDELLAVALL
06/28/2021 300,000.00 -5,000.00To cover miscellaneous yr-end overages 20975 14,688.00JDELLAVALL
06/28/2021 300,000.00 -14,000.00To cover miscellaneous yr-end overages 20977 688.00JDELLAVALL
35-30-5900-5100-020 SALARIES
06/28/2021 190,366.00 2,000.00To cover yr-end overages 20984 192,366.00JDELLAVALL
35-30-5900-5125-060 HOSPITALIZATION
06/28/2021 30,235.00 1,000.00To cover yr-end overages 20986 31,235.00JDELLAVALL
35-30-5900-5125-061 LIFE/DISABILITY/VISION
06/28/2021 1,309.00 50.00To cover yr-end overages 20987 1,359.00JDELLAVALL
35-30-5900-5127-071 401(K) RETIREMENT SUPPLEMENT
06/28/2021 9,593.00 500.00To cover yr-end overages 20988 10,093.00JDELLAVALL
35-30-5900-5300-080 TRAINING/CONF./CONV.
EBRADFORD 11:14:03PM06/24/2021
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Enterprise
Utilities
Admin.
Utilities
Admin.
Billing &
Coll.
WFER
Water
Distribution
WW
Collection
W&S
Contingency
Stormwater
Stormwater
Stormwater
Stormwater
BUDGET CHANGES REPORT
TOWN OF HILLSBOROUGH
FY 2020-2021
DATES: 06/28/2021 TO 06/28/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
06/28/2021 2,500.00 -1,550.00To cover yr-end overages 20985 950.00JDELLAVALL
35-30-5900-5300-154 MAINTENANCE - GROUNDS
06/28/2021 16,384.00 -2,000.00To cover yr-end overages 20983 14,384.00JDELLAVALL
35-30-5900-5300-570 MISCELLANEOUS
06/28/2021 2,000.00 15,000.00To cover miscellaneous yr-end overages 20990 16,053.00JDELLAVALL
35-80-3500-3500-000 STORMWATER PLAN REVIEW FEE
06/28/2021 1,000.00 -750.00Adj to actual 20993 250.00JDELLAVALL
35-80-3500-3505-103 STORMWATER CHARGES 2019
06/28/2021 6,500.00 -2,279.00Adj to actual 20994 4,221.00JDELLAVALL
35-80-3500-3505-104 STORMWATER CHARGES 2020
06/28/2021 610,000.00 3,029.00Adj to actual 20995 660,857.00JDELLAVALL
06/28/2021 610,000.00 30,597.00Adj to actual 20997 691,454.00JDELLAVALL
35-80-3900-3900-000 FUND BALANCE APPROPRIATED
06/28/2021 40,798.00 15,000.00To cover miscellaneous yr-end overages 20989 55,798.00JDELLAVALL
06/28/2021 40,798.00 -30,597.00Adj to actual 20996 25,201.00JDELLAVALL
70-71-6900-5970-920 TRANSFER TO WATER & SEWER FUND
06/28/2021 7,863,219.00 3,760.57To cover Water Tank debt service 20949 3,760.57EBRADFORD
70-80-6900-5700-732 CAPITAL IMPROV. - WATER TOWER
06/28/2021 3,760.57 -3,760.57To cover Water Tank debt service 20950 0.00EBRADFORD
72-00-5100-3301-027 RESTRCITED REV-CHRISTMAS TOY DRIVE
06/28/2021 359.00 80.00Adj to actual 20943 2,299.00EBRADFORD
72-00-5100-3301-052 RESTRICTED REV-ABC BOARD GRANT
06/28/2021 20,000.00 5,250.00Adj to actual 20947 13,657.85EBRADFORD
72-00-5110-3301-003 RESTRICTED REV- K-9 DONATION
06/28/2021 5,787.58 250.00Adj to actual 20946 3,100.85EBRADFORD
72-20-5100-5300-052 ABC BOARD EXPENDITURES
06/28/2021 6,330.00 5,250.00Adj to actual 20948 13,657.85EBRADFORD
72-20-5100-5300-357 CHRISTMAS TOY DRIVE EXPENDITURES
06/28/2021 359.00 80.00Adj to actual 20944 2,299.00EBRADFORD
72-20-5110-5300-328 K-9 DONATION SUPPLIES
06/28/2021 5,787.58 250.00Adj to actual 20945 3,100.85EBRADFORD
-64,336.00
EBRADFORD 11:14:03PM06/24/2021
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Stormwater
Stormwater
Stormwater
Stormwater
Revenue
Stormwater
Revenue
Stormwater
Revenue
Stormwater
Revenue
W&S
CRF
W&S
CRF
Gen. Rest.
Revenue
Gen. Rest.
Revenue
Gen. Rest.
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Gen. Rest.
Revenue
Gen. Rest.
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Gen. Rest.
Revenue
Board of Commissioners
Agenda Abstract Form
Meeting Date: _June 28, 2021______________
Department: __Finance_____________________
Public Hearing: Yes No
Date of Public Hearing: __________________________
For Clerk’s Use Only AGENDA ITEM #
3.B
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Town Manager Eric Peterson
ITEM TO BE CONSIDERED
Subject:
Budget and purchase order transfers from FY2021 to FY2022
Attachment(s):
1. Proposed transfers
Brief Summary:
At the end of each fiscal year, a small number of purchase orders and small amount of current-year budgeted
funds are carried over to the next fiscal year to facilitate completion of ongoing projects soon after fiscal year-
end. The attachment to this abstract is a list of purchase orders and appropriated funds from the current fiscal
year that the town’s management has requested to be carried over to the next fiscal year to complete these
projects. These purchase orders and budgeted funds will be added to the next fiscal year’s adopted budget.
Action Requested:
Approve as proposed.
ISSUE OVERVIEW
Background Information & Issue Summary:
None
Financial Impacts:
As described in the attachment.
Staff Recommendations/Comments:
Approve as proposed.
Department Account Description Vendor Name PO # Balance Amount to be Rolled to FY22Justification for Roll Over4100 10‐10‐4100‐5300‐530 DUES & SUBSCRIPTIONS NC BLACK ELECTED MUNICPAL OFFICIALS 210276 500.00 65.00Invoices outstanding4200 10‐10‐4200‐5300‐454 C.S.‐CATV/ASCAP‐BMI/COD/TRANS/PAY S GALLAGHER BENEFIT SERVICES21024318,006.07 15,000.00 Quarterly invoice may not be received until after 6/304200 10‐10‐4200‐5300‐577 WELLNESS PROGRAM ACTIVITIES BURNALONG, INC.210278325.00 325.00 Quarterly invoice may not be received until after 6/304200 10‐10‐4200‐5700‐743 CAPITAL ‐ SOFTWARE OPENGOV INC 210812 14,932.50 14,932.50 Will be invoiced in new fiscal year. Please transfer funds.4200 10‐10‐4200‐5700‐743 CAPITAL ‐ SOFTWARE HARRIS COMPUTER SYSTEMS 210976 5,865.00 5,865.00 May be invoiced after June 30. Please transfer funds.4400 10‐10‐4400‐5300‐458 Data Processing Services DebtBook TBD TBD TBD Implementation has not yet started.4900 10‐10‐4900‐5300‐467 C.S./MINUTES PREPARER GRACE CAMBLOS 210296 2,760.00 2,760.00 work won't be complete ‐ contract4900 10‐10‐4900‐5300‐570 MISCELLANEOUS HILL STUDIO PC 210292 29,280.00 29,280.00 work won't be complete ‐ contract5100 72‐20‐5100‐5300‐052 ABC BOARD EXPENDITURES The Freedom House 210589 753.75 753.75 Operations continuing5100 10‐20‐5100‐5300‐470 HIRING SELECTION PROCESS FMRT 211221 435.00 435.00 Invoices outstanding5100 10‐20‐5100‐5300‐145 MAINTENANCE ‐ BUILDINGS MEBANE AIR, INC 211218 500.00 500.00 Invoices outstanding5100 10‐20‐5100‐5300‐330 SUPPLIES ‐ DEPARTMENTAL TARHEEL WAVES 211115 75.00 75.00 Invoices outstanding5110 10‐20‐5110‐5300‐330 SUPPLIES ‐ DEPARTMENTAL LAWMEN'S SAFETY SUPPLY 210602 1,392.82 1,392.82 Due to ammunition shortage these items are on back order5110 10‐20‐5110‐5300‐330 SUPPLIES ‐ DEPARTMENTAL LAWMEN'S SAFETY SUPPLY 210858 6,705.52 6,705.52 Due to ammunition shortage these items are on back order5100 10‐20‐5100‐5300‐350 UNIFORMS GALLS, LLC 210152 400.00 46.85 Galls shirt, ordered 4/30/215100 10‐20‐5100‐5300‐452 C.S. ‐ ELEVATOR TK ELEVATOR 210256 1,444.19 260.00 June service not invoiced yet, depends on billing cycle5110 10‐20‐5110‐5300‐330 SUPPLIES ‐ DEPARTMENTAL AXON ENTERPRISE 211114 350.43 350.43 Invoices outstanding5110 10‐20‐5110‐5300‐350 UNIFORMS GALLS, LLC 211129 1,620.89 710.00 Items will ship after 6/305110 10‐20‐5110‐5300‐350 UNIFORMS LAWMEN'S SAFETY SUPPLY 211106 933.80 933.80 Items will ship after 6/30555010‐30‐5550‐5300‐351 RENTAL ‐ EQUIPMENT MANAGED GENERATOR SERVICES211253 6,700.00 6,700.00 Generator rental will continue after 6/305600 10‐30‐5600‐5300‐455 C.S./ENGINEERING KIMLEY‐HORN AND ASSOCIATES INC 210489 1,679.96 1,679.96 On going project5600 10‐30‐5600‐5300‐455 C.S./ENGINEERING SUMMIT DESIGN & ENGINEERING SVCS PLLC 210679 5,688.75 5,688.75 On going project5600 10‐30‐5600‐5300‐455 C.S./ENGINEERING SUMMIT DESIGN & ENGINEERING SVCS PLLC 210809 5,543.25 5,543.25 On going project5600 10‐30‐5600‐5300‐455 C.S./ENGINEERING SUMMIT DESIGN & ENGINEERING SVCS PLLC 210836 12,730.00 12,730.00 On going project5600 10‐30‐5600‐5300‐455 C.S./ENGINEERING SUMMIT DESIGN & ENGINEERING SVCS PLLC 211032 23,000.00 23,000.00 On going project5700 10‐30‐5700‐5300‐330 SUPPLIES ‐ DEPARTMENTAL ARCADIS G&M OF NORTH CAROLINA, INC 210158 2,000.00 2,000.00 If bill does not come in by June 30th money needs to be rolled over5700 10‐30‐5700‐5300‐330 SUPPLIES ‐ DEPARTMENTAL ARCADIS G&M OF NORTH CAROLINA, INC 210158 2,000.00 2,000.00 invoice may not be received before 6/305800 10‐30‐5800‐5700‐740 CAPITAL ‐ VEHICLES AMICK EQUIPMENT CO INC 210503 297,387.66 297,387.66 Garbage truck will not be delivered before 6/305800 10‐30‐5800‐5700‐740 CAPITAL ‐ VEHICLES DMV 211174 9,000.00 9,000 Tags for garbage truck that will be delivered after 6/305900 35‐30‐5900‐5300‐446 C.S./ENGINEERING MCGILL ASSOCIATES, PA 211144 65,000.00 63,000.00 Project is ongoing6300 10‐10‐6300‐5300‐145 MAINTENANCE ‐ BUILDINGS ORANGE COUNTY TAX COLLECTOR 210146 2,130.00 2,130.006300 60‐03‐6300‐5700‐728 CONNECTIVITY INFRASTRUCTURE SUMMIT DESIGN & ENGINEERING SVCS PLLC 210827 3,420.00 3,420.00project isnt complete, will be built in FY226300 60‐03‐6300‐5700‐728 CONNECTIVITY INFRASTRUCTURE SPAN BUILDERS LLC 210936 39,900.00 39,900.00project isnt complete, will be built in FY226510 60‐23‐6510‐5700‐046 LEGALSANFORD HOLSHOUSER LLP 211031 15,000.00 15,000.00 6600 10‐10‐6600‐5300‐145 MAINTENANCE ‐ BUILDINGS JIMENEZ, ANASTASIO R 210364 690.00 690.006600 10‐10‐6600‐5300‐310 GASOLINE WRIGHT EXPRESS FSC 210316 548.89 548.006600 10‐10‐6600‐5300‐320 SUPPLIES ‐ OFFICE OFFICE DEPOT 210311 177.22 177.006600 10‐10‐6600‐5300‐330 SUPPLIES ‐ DEPARTMENTAL BANK OF AMERICA NA 210361 200.00 200.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA FASTENAL COMPANY 210307 228.40 228.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA GALLS, LLC 210308 1,140.00 1,140.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA SAFETY PRODUCTS INC 210312 2,814.44 2,814.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA WINZER FRANCHISE CORPORATION 210314 950.00 950.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA ZOLL MEDICAL CORPORATION 210317 546.00 546.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA NORTHERN SAFETY & INDUSTRIAL 210318 2,821.24 2,821.006600 10‐10‐6600‐5300‐332 SUPPLIES ‐ OSHA FOOTWEAR PLUS LLC 210534 639.72 639.006600 10‐10‐6600‐5300‐448 C.S./HEALTH NURSE & DRUG TESTING TRIANGLE J COUNCIL OF GOVTS 210313 3,693.10 3,693.006600 10‐10‐6600‐5300‐570 MISCELLANEOUS BANK OF AMERICA NA 210362 200.00 200.006600 10‐10‐6600‐5300‐570 MISCELLANEOUS HALLAM ASSOCIATES INC 210787 19,090.00 19,090.006610 10‐10‐6610‐5300‐110 TELEPHONE/INTERNET BRIGHTSTAR COMMUNICATIONS, INC. 210156 2,406.25 2,406.25 Have not received final invoices for most recent IVR menu change6610 10‐10‐6610‐5300‐113 LICENSE FEES BANK OF AMERICA NA 210244 2,209.63 2,209.63 Receive monthly invoices from Microsoft and have not received all FY21 6610 10‐10‐6610‐5300‐113 LICENSE FEES BANK OF AMERICA NA 211066 199.90 199.906610 10‐10‐6610‐5300‐338 SUPPLIES ‐ DATA PROCESSING CDW LLC 210334 700.78 700.78 Items are backordered6610 10‐10‐6610‐5300‐338 SUPPLIES ‐ DATA PROCESSING COMPUTERBILITIES INC 210925 209.00 209.00 Have not received invoice yet6610 10‐10‐6610‐5300‐338 SUPPLIES ‐ DATA PROCESSING COMPUTERBILITIES INC 211067 204.84 204.84 Items are backordered6610 10‐10‐6610‐5300‐338 SUPPLIES ‐ DATA PROCESSING CDW LLC 211091 1,844.37 1,844.37 Items are backordered6610 10‐10‐6610‐5300‐338 SUPPLIES ‐ DATA PROCESSING CDW LLC 211110 196.80 196.80 Items are backordered6610 10‐10‐6610‐5300‐458 DATA PROCESSING SERVICES COMPUTERBILITIES INC 210413 41,842.70 41,842.70 Have not received all invoices from montly contract yet6900 10‐60‐6900‐5300‐570 MISCELLANEOUS VHB ENGINEERING, P.C. 210769 75,000.00 75,000.00 Project isnt complete, will continue into FY227220 30‐80‐7220‐5300‐455 C.S./ENGINEERING HAZEN AND SAWYER, P.C. 27077 9,600.00 9,600.00 On going project7220 30‐80‐7220‐5300‐455 C.S./ENGINEERING MERRICK & COMPANY 211193 7,000.00 7,000.00 On going project
7220 30‐80‐7220‐5300‐493 C.S./GISSUMMIT DESIGN & ENGINEERING 211194 9,000.00 9,000.00 On going project8120 30‐80‐8120‐5300‐158 MAINTENANCE ‐ EQUIPMENT TBD 30,000.00 To begin phasing out antiquated actuators8120 30‐80‐8120‐5300‐158 MAINTENANCE ‐ EQUIPMENT TBD9,000.00 To replace flow transmitters8120 30‐80‐8120‐5300‐158 MAINTENANCE ‐ EQUIPMENT TBD 10,600.00 To cover yard lighting repairs8120 30‐80‐8120‐5300‐158 MAINTENANCE ‐ EQUIPMENT CITI LLC 211205 9,000.00 9,000.00 Some of the work has been completed but not all. 8120 30‐80‐8120‐5300‐158 MAINTENANCE ‐ EQUIPMENT CHARLES R UNDERWOOD INC 211213 29,675.00 29,675.00 Pump is still being worked on. We expect to get it back in early July.8120 30‐80‐8120‐5300‐158 MAINTENANCE ‐ EQUIPMENT GREGORY POOLE EQUIPMENT CO 211214 28,951.38 28,951.38This is for the removal and install of the back‐up power generator. The install will not be done until early July8120 30‐80‐8120‐5300‐145 MAINTENANCE ‐ BUILDINGS BASNIGHT & SONS LLC 211078 6,550.00 Full Amount They are still working on this project. Hope they get it done soon. 8120 30‐80‐8120‐5300‐331 SUPPLIES ‐ SAFETY APPLE ELECTRONICS & SECURITY 211135 3,862.00 Full Amount This project is waiting for internet to be install to the site. 8130 30‐80‐8130‐5300‐152 AQUATIC WEED CONTROL NCDENR 210202 3108.12 3108.12 Project is ongoing8130 67‐80‐8130‐5700‐719 CONSTRUCTION ADMINISTRATIONATKINS 21121091,923.57 91,923.57Project is ongoing8130 67‐80‐8130‐5700‐720 CONSTRUCTIONSMITH‐ROWE, LLC 26974794,954.23 794,954.23Project is ongoing8130 30‐80‐8130‐5300‐158 MAINTENANCE ‐ EQUIPMENT UNUSED FUNDS N/A 7,600.00 7,600.00 Equipment replacements8140 30‐80‐8140‐5300‐158 MAINTENANCE ‐ EQUIPMENTMANAGED GENERATOR SERVICES 211211 455.16 455.16 Project is ongoing8140 30‐80‐8140‐5300‐165 MAINTENANCE ‐ INFRASTRUCTURE MANGUM'S NUISANCE WILDLIFE 26944 1,500.00 1,500.00 On going project8140 30‐80‐8140‐5300‐350 UNIFORMSCINTAS CORPORATION #205 210018 425.56 425.56 Work is ongoing8140 30‐80‐8140‐5700‐729 CAPITAL ‐ INFRASTRUCTURE TAYLOR ENGINEERING & CONSULTING 27025 10,082.00 10,082.00 On going project8140 30‐80‐8140‐5700‐729 CAPITAL ‐ INFRASTRUCTURE N C D E N R 27079 150.00 150.00 On going project8140 30‐80‐8140‐5300‐330 SUPPLIES ‐ DEPARTMENTALBANK OF AMERICA NA 210263 75.41 75.41 Work is ongoing8140 30‐80‐8140‐5300‐330 SUPPLIES ‐ DEPARTMENTALCORE & MAIN LP 210879 68.09 68.09 Awaiting backordered parts8140 30‐80‐8140‐5300‐330 SUPPLIES ‐ DEPARTMENTALCORE & MAIN LP 211052 486.00 486.00 Awaiting backordered parts8140 30‐80‐8140‐5300‐330 SUPPLIES ‐ DEPARTMENTALPOLLARD CO INC, JOSEPH G 211198 198.20 198.20 Awaiting backordered parts8140 30‐80‐8140‐5300‐330 SUPPLIES ‐ DEPARTMENTALCORE & MAIN LP 211206 1550.00 1550.00 Awaiting backordered parts8140 30‐80‐8140‐5700‐740 CAPITAL ‐ VEHICLESUNIVERSITY FORD, INC 211169 18941.67 18941.67 Truck ordered but not received8140 69‐13‐8140‐5700‐726 S.ZONE BPS INFRASTRUCTURECITI LLC 211195 9500.00 9500.00 Work is ongoing8140 69‐17‐8140‐5700‐748 16" WATER CONNECTION UNDER I‐40HIGHFILL INFRASTRUCTURE ENG. 211014 14,680.46 14,680.46 Project is ongoing8140 69‐17‐8140‐5700‐748 16" WATER CONNECTION UNDER I‐40PIPELINE UTILITIES 211149 439,000.00 439,000.00 Project is ongoing8200 30‐80‐8200‐5300‐165 MAINTENANCE ‐ INFRASTRUCTURE ELLINGTON CONTRACTORS 210905 11,500.00 11,500.00 Work is not complete8200 30‐80‐8200‐5300‐165 MAINTENANCE ‐ INFRASTRUCTURE ELLINGTON CONTRACTORS 210980 2,702.00 2,702.00 Work is not complete8200 30‐80‐8200‐5300‐158 MAINTENANCE ‐ EQUIPMENT MANAGED GENERATOR SERVICES 2112129,570.55 9,570.55Project is ongoing8200 30‐80‐8200‐5300‐320 SUPPLIES ‐ OFFICEOFFICE DEPOT 210029640.64 640.64Items backordered8200 30‐80‐8200‐5300‐320 SUPPLIES ‐ OFFICEBANK OF AMERICA NA 2111121,500.00 1,500.00Items backordered8200 30‐80‐8200‐5300‐330 SUPPLIES ‐ DEPARTMENTALCORE & MAIN LP 21087968.08 68.08Items backordered8200 30‐80‐8200‐5300‐330 SUPPLIES ‐ DEPARTMENTALNORTHERN TOOL & EQUIPMENT 2112043,696.44 3,696.44Items backordered8200 30‐80‐8200‐5700‐740 CAPITAL ‐ VEHICLESUNIVERSITY FORD, INC 211169 18,941.67 18,941.67 Truck on order8200 69‐22‐8200‐5700‐738 RIVER PUMP STATIONHAZEN AND SAWYER, P.C. 27058 3,380.00 3,380.00 Work in progress8220 30‐80‐8220‐5300‐158 MAINTENANCE ‐ EQUIPMENT PIEDMONT ELECTRIC MACHINE & WELDING 210888 4,600.00 4,600.00 Project is completed but waiting on invoice8220 30‐80‐8220‐5300‐158 MAINTENANCE ‐ EQUIPMENT HEYWARD‐CHARLOTTE INC 211100 9,283.62 9,283.62 Still waiting for parts to make repairs.8220 30‐80‐8220‐5300‐162 MAINTENANCE ‐ LAB EQUIPMENT HACH COMPANY 211134 1,589.50 1,589.50 Item has been sent to factory but has not been sent back. 8220 30‐80‐8220‐5300‐570 MAINTENANCE ‐ EQUIPMENT UNITED BLOWER INC 211223 10,982.00 10,982.00 Project is completed but waiting on invoice8220 30‐80‐8220‐5300‐473 MAINTENANCE CONTRACTS PIEDMONT ELECTRIC MACHINE & WELDING 211203 9,900.00 9,900.00 Project has not started yet. Waiting on materials to arrive. 8220 30‐80‐8220‐5300‐164 MAINTENANCE ‐ INSTRUMENTATION HACH COMPANY 211179 3,406.74 3,406.74 Instument has been received. Waiting on invoice.
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Planning
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
3.C
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager
ITEM TO BE CONSIDERED
Subject:
Contract transferring ownership of land with Orange Rural Fire Department
Attachment(s):
1.Draft contract
Brief Summary:
The board authorized the land exchange with the Orange Rural Fire Department at the May 10 meeting. The
exchange of parcels will be accompanied with a payment of $210,000 from the town to the department to make the
values equivalent. This exchange has been advertised, as required by state law. The board must still take final action
to execute the exchange.
Action Requested:
Authorize the manager to execute the land exchange.
ISSUE OVERVIEW
Background Information & Issue Summary:
The two highlighted portions of the attached contract were added to address concern by one member of the Board of
Directors about the department’s continued access to and use of the South Churton Street station.
Financial Impacts:
Staff Recommendations/Comments:
The closing is scheduled for June 30.
CONTRACT FOR SALE/EXCHANGE OF REAL PROPERTY BETWEEN
THE TOWN OF HILLSBOROUGH, NORTH CAROLINA and THE
ORANGE RURAL FIRE DEPARTMENT No. 1, INC.
This Agreement is entered into as of the __ day of June, 2021, by and between the Town
of Hillsborough, North Carolina, a North Carolina municipal corporation with its principal offices
located at 101 East Orange Street, Hillsborough, NC, 27278 (the “Town”), and Orange Rural Fire
Department No. 1, Inc., a North Carolina non-profit corporation with its principal office located at
206 South Churton Street, Hillsborough, North Carolina 27278 (the “ORFD”). The Town and
ORFD may sometimes be referred to herein collectively as the “Parties”.
WHEREAS, ORFD provides fire protection services in and for the Town pursuant to a
written agreement for such services, and currently operates a fire station at 206 South Churton
Street in Hillsborough (Orange County Property Identification Number 9874054877; the “Fire
Station Property”), which fire station and the land on which it is located are owned by the Town;
and
WHEREAS, the Town owns an approximately two (2) acre parcel of undeveloped land in
the Waterstone development located in the southern part of Hillsborough, with a street address of
350 College Park Road (Orange County Parcel Identification Number 9873241850; the
“Waterstone Property”) which property the Town acquired for the purpose of eventually serving
as the location for a public safety facility, such as a fire station; and
WHEREAS, the Town and ORFD have a continuing agreement whereby the town leases
the Fire Station Property and the improvements thereon to ORFD for its use as a base of department
operations. After execution of the exchange of properties contemplated by this Agreement, the
2
Parking Lot Property will be added to that lease subject to the same terms as exist as of the date of
this Agreement; and
WHEREAS, ORFD also owns a parcel of land adjacent to the Fire Station Property which
is currently used as a parking lot for ORFD with a street address of 210 and 214 South Churton
Street (Orange County Parcel Identification Number 98744054881; the “Parking Lot Property”);
and
WHEREAS, ORFD desires to upgrade its facilities to better accommodate personnel and
equipment, particularly in the southern portions of the Town and within ORFD’s service area; and
WHEREAS, the Town and ORFD intend to exchange ownership of the Waterstone Property
and the Parking Lot Property pursuant to the terms of this Agreement and the governing boards of
the Town and ORFD have determined that it is each of their best interests to do so; and
WHEREAS, the Town is authorized to enter into such agreements and to exchange real
property pursuant to North Carolina General Statutes 160A-271 and 160A-279.
NOW, THEREFORE, based on the foregoing premises and for good and valuable consideration
described herein, the receipt and sufficiency of which are acknowledged by the Town and by
ORFD, the Parties agree as follows:
1. Exchange of Property: The Parties agree to exchange title to the Parking Lot
Property and the Waterstone Property, the Town to convey good and marketable title for the
Waterstone Property to ORFD, and ORFD to convey good and marketable title to the Parking Lot
Property to the Town.
2. Additional Cash Consideration: The Parties acknowledge that the value of the
Parking Lot Property has been appraised at Four Hundred Ten Thousand and No Hundredths
3
Dollars ($410,000.00) and the Waterstone property has been appraised at Two Hundred Thousand
and No hundredths Dollars ($200,000.00). Therefore, at closing of this transaction the Town shall,
in addition to conveying good title to the Waterstone Property, also pay to ORFD the sum of Two
Hundred Ten Thousand and No Hundredths Dollars ($210,000.00) (the “Additional Cash
Consideration”).
3. Other Conditions:
(a) All deeds of trust, liens and other charges against the Parking Lot
Property and the Waterstone Property must be paid and satisfied by the
respective current owner prior to or at Closing such that cancellation may
be promptly obtained following the Closing. Seller shall remain obligated
to obtain any such cancellations following Closing.
(b) Title must be delivered at Closing by GENERAL WARRANTY
DEED unless otherwise stated herein, and must be fee simple marketable
and insurable title, free of all encumbrances.
4. Prorations And Adjustments: Intentionally omitted.
5. Evidence Of Title: Each Party agrees to use their efforts to deliver to the other
Party as soon as reasonably possible after the Effective Date of this contract, copies of all title
information in possession of or available to them regarding the properties they intend to exchange,
including but not limited to: title insurance policies, attorney’s opinions on title surveys,
covenants, deeds, notes and deeds of trust and easements relating to the Property.
6. Labor And Material: Each Party shall furnish at Closing an affidavit and
indemnification agreement in form satisfactory to the other Party showing that all labor and
materials, if any, furnished to the Property which the furnishing Party is conveying, within 120
days prior to the date of Closing have been paid for and agreeing to indemnify the other Party
against all loss from any cause or claim arising therefrom.
4
7. Closing: Closing shall be defined as the date and time of recording of the deed
and shall be on or before (the “Closing Date”). The Parties agree to execute any and all documents
and papers necessary in connection with Closing and transfer of title on or before the Closing Date
at a place and time determined by the Parties.
8. Possession: Unless otherwise provided herein, possession shall be delivered at
Closing. No alterations, excavations, tree removal or other such activities may be done on the
Waterstone Property before possession is delivered.
9. Property Inspection/Investigation: Intentionally omitted.
10. Environmental: the Parties represent and warrant that that they each have no
actual knowledge of the presence or disposal, except as in accordance with applicable law, within
the buildings or on the Property of hazardous or toxic waste or substances, which are defined as
those wastes listed in the United States Department of Transportation Hazardous Materials Table
(49 CFR Part 172.101) or by the Environmental Protection Agency as hazardous substances (40
CFR Part 302.4) and amendments thereto, or such substances, materials and wastes, which are or
become regulated under any applicable local, state or federal law, including, without limitation,
any material, waste or substance which is (i) petroleum, (ii) asbestos, (iii) polychlorinated
biphenyls, (iv) designated as a Hazardous Substance pursuant to Section 311 of the Clean Water
Act of 1977 (33 U.S.C. § 132) or listed pursuant to Section 307 of the Clean Water Act of 1977
(33 U.S.C. § 1317), (v) defined as a hazardous substance pursuant to Section 1004 of the Resource
Conservation and Recovery Act of 1976 (42 U.S.C. § 6904) or (vi) defined as a hazardous
substance pursuant to Section 101 of the Comprehensive Environmental Response, Compensation
and Liability Act of 1980 (42 U.S.C. § 9601). Seller has no actual knowledge of any contamination
5
of the Property from such substances as may have been disposed of or stored on neighboring
tracts.
11. Risk of Loss/Damage/Repair: Until Closing, the risk of loss or damage to the
Waterstone Property and to the Parking Lot Property, except as otherwise provided herein, shall
be borne by the Town and the ORFD, respectively. Except as to maintaining the Properties in
their same condition, neither Party shall have any responsibility for the repair of the respective
Properties, including any improvements, unless the parties hereto agree in writing.
12. Earnest Money Disbursement: Intentionally Omitted.
13. Continued Use of Fire Station Property and Parking Lot Property: After the
closing of the real property exchange contemplated by this agreement, ORFD shall continue to
have the right to use the Fire Station Property and the Parking Lot Property pursuant to the terms
of the agreement between the Parties for the use of the Fire Station Property in effect as of the date
of this Agreement. The Parties contemplate that ORFD will eventually relocate from the Fire
Station Property to a location north of that location in the future.
14. Closing: At Closing, each Party shall deliver to the other Party a general warranty
deed unless otherwise specified and other documents customarily executed or delivered by a seller
in similar transactions, including without limitation, an owner’s affidavit, lien waiver forms and a
non-foreign status affidavit (pursuant to the Foreign Investment in Real Property Tax Act), and
the Town shall pay to the ORFD the Additional Cash Consideration. The Closing shall be held at
Hillsborough Town Hall, 101 East Orange Street in Hillsborough, or such other place as the parties
hereto may mutually agree. Possession shall be delivered at Closing, unless otherwise agreed
herein.
6
15. Notices: Unless otherwise provided herein, all notices and other communications
which may be or are required to be given or made by any party to the other in connection herewith
shall be in writing and shall be deemed to have been properly given and received on the date
delivered n person or deposited in the United States mail, registered or certified, return receipt
requested, to the following addresses:
TOWN: SELLER:
Town of Hillsborough Orange Rural Fire Department No. 1, Inc.
c/o Town Manager c/o Jeff Cabe, Chief
P.O. Box 429 P.O. Box 1511
Hillsborough, NC 27278 Hillsborough, NC 27278
16. Entire Agreement: This Agreement constitutes the sole and entire Agreement
among the parties hereto and no modification of this Agreement shall be binding unless in writing
and signed by all parties hereto.
17. Enforceability: This Agreement shall become a contract when signed by both the
Town and ORFD and such signing is communicated to both parties; it being expressly agreed that
the notice described in Section 14 is not required for effective communication for the purposes of
this Section 16. This Agreement shall be binding upon and inure to the benefit of the parties, their
heirs, successors and assigns and theft personal representatives.
18. Adverse Information and Compliance Laws:
(a) Parties’ Knowledge: Neither Party has actual knowledge of (i)
condemnation(s) affecting or contemplated with respect to the Property; (ii)
actions, suits or proceedings pending or threatened against the Property; (iii)
changes contemplated in any applicable laws, ordinances or restrictions
affecting the Property; or (iv) governmental special assessments, either
pending or confirmed, for sidewalk, paving, water, sewer, or other
7
improvements on or adjoining the Property, and no pending or confirmed
owners’ association special assessments, except as follows (Insert “none”
or the identification of any matters relating to (i) through (iv) above, if any:
______________________________________________________________________________
______________________________________________________________________________
____________________________________________________________.
Note: For purposes of this Agreement, a “confirmed” special assessment is defined as an assessment that has been
approved by a governmental agency or an owners’ association for the purpose(s) stated, whether or not it is fully payable
at time of Closing. A “pending” special assessment is defined as an assessment that is under formal consideration by a
governing body. Seller shall pay all owners’ association assessments and all governmental assessments confirmed as of
the time of Closing, if any, and Buyer shall take title subject to all pending assessments disclosed by Seller herein, if any:
(b) Compliance: To each Party’s actual knowledge, (i) each Party has
complied with all applicable laws, ordinances, regulations, statutes,
rules and restrictions pertaining to or affecting the Property; (ii)
performance of the Agreement will not result in the breach of,
constitute any default under or result in the imposition of any lien or
encumbrance upon the Property under any agreement or other
instrument to which the Town or ORFD is a party or by which the
Town or ORFD or the Property is bound; and (iii) there are no legal
actions, suits or other legal or administrative proceedings pending
or threatened against the Property, and neither Party aware of any
facts which might result in any such action, suit or other proceeding.
19. Survival of Representations and Warranties: All representations, warranties,
covenants and agreements made by the parties hereto shall survive the Closing and delivery of the
8
deed. Each Party shall, at or within six (6) months after the Closing, and without further
consideration, execute, acknowledge and deliver to the other Party such other documents and
instruments, and take such other action as the other Party may reasonably request or as may be
necessary to more effectively transfer the Properties described herein in accordance with this
Agreement.
20. Assignment: Intentionally omitted.
21. Memorandum of Contract: Upon request by either party, the parties hereto shall
execute a memorandum of contract in recordable form setting forth such provisions hereof (other
than the Purchase Price and other sums due) as either party may wish to incorporate. Such
memorandum of contract shall contain a statement that it automatically terminates and the Property
is released from any effect thereby as of a specific date to be stated in the memorandum (which
specific date shall be no later than the date of Closing). The cost of recording such memorandum
of contract shall be borne by the party requesting execution of same.
22. Authority: Each signatory to this Agreement represents and warrants that he or
she has full authority to sign this Agreement and such instruments as may be necessary to
effectuate any transaction contemplated by this Agreement on behalf of the party for whom he or
she signs and that his or her signature binds such party.
23. Brokers: None.
10
TOWN: ORFD:
TOWN OF HILLSBOROUGH ORANGE RURAL FIRE DEPARTMENT
No. 1, INC.
By: ___________________________ By:_____________________________________
Name: Eric Peterson Name: _______________________________
Title: Town Manager Title: ________________________________
This instrument has been pre-audited in the manner provided in the Local Government
Budget and Fiscal Control Act.
______________________________
Hillsborough Finance Director
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Planning
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
3.D
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager
ITEM TO BE CONSIDERED
Subject:
Orange County Long-Term Recovery and Transformation Plan update
Attachment(s):
1. Memo from project management team
Brief Summary:
Action Requested:
Receive plan.
ISSUE OVERVIEW
Background Information & Issue Summary:
The final draft of the plan is available from: https://www.orangencforward.org/resources/
Financial Impacts:
Staff Recommendations/Comments:
MEMO
To: Chair Price and Orange County Commissioners
Mayor Lavelle and Carrboro Town Council
Mayor Hemminger and Chapel Hill Town Council
Mayor Weaver and Hillsborough Board of Commissioners
From: Recovery Plan Project Management Team
Date: June 22, 2021
RE: Long-Term Recovery and Transformation Plan Update
Using CARES funds, the County and municipalities embarked on a planning process to assist with
countywide recovery following the unprecedented Corona Virus 19 pandemic.
The contract with the consultant has concluded and the draft plan is now ours to embrace and
implement. Response to the pandemic was more time intensive than imaged at the beginning of
this process, so a detailed implementation plan has not yet been developed. The Project
Management Team intends to work on this over the coming summer break within each Recovery
Support Function. Much of the implementation will also have resource needs, both in staff time
and funding. As local governments decide how to allocate the American Rescue Plan resources,
and examine other existing and new funding sources, this plan can serve as a guide to identify
needs and solutions where the impact will be significant.
The comments and questions received during May 2021 from the Councils and Commissions have
been documented and, where possible, will be specifically addressed in a forthcoming ‘frequently
asked questions’ (FAQ) document. A summary of the elected officials’ comments and the FAQ
information will also appear in a new appendix of the plan. In addition to developing an
implementation plan, staff will also bring the elected officials’ comments to the seven Recovery
Support Functions for their review over the summer. The Project Management Team believes this
approach is consistent with the Government Alliance on Race and Equity’s (GARE) racial equity
tool methodology, which informed the process used to create the plan and, to the greatest extent
possible, draws directly from and prioritizes the input of those residents most impacted by the
pandemic.
The Project Management Team asks the Councils and Commissions to receive this update in
preparation for possible endorsement in the fall. This process will allow us to work together on
common interests and work independently on topics of local concern. The updated plan will serve
as the base for on-going discussion and work to ensure Orange County recovers from the impacts
of the pandemic, but also transforms into a more equitable and inclusive community.
The Project Management Team members look forward to reporting back to the Councils and
Commissions in the fall of 2021, potentially in a joint session, to discuss possible endorsement
based on our progress, implementation, and resource requests.
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Planning
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
3. E
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager
ITEM TO BE CONSIDERED
Subject:
Authorization of public hearing for Unified Development Ordinance amendment to correct hearing notice
requirements
Attachment(s):
None
Brief Summary:
The Unified Development Ordinance requires a board vote to send text amendments to public hearing. During the
recent amendments to align the ordinance with North Carolina General Statutes 160-D, the hearing requirements
were amended incorrectly. A public hearing is necessary to correct the ordinance. The Planning Board normally takes
this action, but action by the town board will allow the amendments to go to hearing in July and correct the errors
more quickly.
Action Requested:
Authorize public hearing on amendments to Unified Development Ordinance Section 3 to correct hearing notice
requirements
ISSUE OVERVIEW
Background Information & Issue Summary:
The ordinance currently details mailed and advertised notice. State law also requires a sign to be posted on site.
While this has been the practice, the requirement is not documented in the adopted ordinance and needs to be.
Financial Impacts:
Staff Recommendations/Comments:
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Planning
Public Hearing: Yes No
Date of Public Hearing: June 18, 2020
For Clerk’s Use Only AGENDA ITEM #
3.F
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Margaret A. Hauth, Planning Director/Assistant Town Manager
ITEM TO BE CONSIDERED
Subject:
Consistency statement and ordinance amending Section 9.2 of the Unified Development Ordinance to update
stormwater definitions
Attachment(s):
1. Draft consistency statement and draft amending ordinance
Brief Summary:
This amendment updating language related to stormwater management to be consistent with state requirements was
discussed at the June 18, 2020 public hearing and the Planning Board recommended approval on Aug. 27, 2020.
The definition portion was inadvertently left out of the agenda items for the Board of Commissioners Sept. 14, 2020
action. The town attorney has been consulted to confirm a new public hearing is not needed for town board action.
Action Requested:
Consider adopting the consistency statement that the amendment IS consistent with the Comprehensive Plan and
adopt the ordinance amending the Unified Development Ordinance.
ISSUE OVERVIEW
Background Information & Issue Summary:
Financial Impacts:
Staff Recommendations/Comments:
Town Board’s Statement per N.C. Gen. Stat. 160A-383
The Town of Hills borough Town Board has received and reviewed the application of
_planning staff_ to amend the Town of Hillsborough Unified Development Ordinance as follows
(insert general description of proposed amendment):
amend Section 9.2 of the Unified Development Ordinance to update language related to
stormwater management to be consistent with state requirements
The Hillsborough Town Board has determined that the proposed action is consistent with the
Town of Hillsborough’s comprehensive plan, and the Town Board’s proposed action on the
amendment is reasonable and in the public interest for the following reason(s):
These amendments are processed to have the Unified Development Ordinance in compliance
with updates and terminology changes required by the state.
Adopted by the Town of Hillsborough Board of Commissioners this _28th day of _June_, 2021.
_____________ _________
Sarah E. Kimrey, Interim Town Clerk
AN ORDINANCE AMENDING THE UNIFIED DEVELOPMENT ORDINANCE
OF THE TOWN OF HILLSBOROUGH
THE BOARD OF COMMISSIONERS OF THE TOWN OF HILLSBOROUGH ORDAINS:
Section 1. The Unified Development Ordinance Section 9.2, Definitions, is hereby amended to delete
the following terms and definitions:
Development
Engineered Stormwater Control
High Density Project
Low Density Project
Section 2. The definition of BMP is here by amended to read as follows:
Best Management Practice, was commonly used in stormwater management, but now
the preferred term is SCM which stands for stormwater control measure.
Section 3. The definition of Built-upon Area is here by amended to add the following as items that
do not meet the definition:
a surface of number 57 stone, as designated by the American Society for Testing and
Materials, laid at least four inches thick over a geotextile fabric; a trail as defined in G.S.
113A-85 that is either unpaved or paved as long as the pavement is porous with a
hydraulic conductivity greater than 0.001 centimeters per second (1.41 inches per hour);
or landscaping material, including, but not limited to, gravel, mulch, sand, and vegetation,
placed on areas that receive pedestrian or bicycle traffic or on portions of driveways and
parking areas that will not be compacted by the weight of a vehicle, such as the area
between sections of pavement that support the weight of a vehicle.
Section 4. The term Stormwater Control Measure is hereby added with the following definition:
Stormwater Control Measure A physical device designed to trap, settle out, or filter pollutants from
stormwater runoff; to alter or reduce stormwater runoff velocity,
amount, timing, or other characteristics; to approximate the pre-
development hydrology on a developed site; or to achieve any
combination of these goals. Stormwater control measures includes
physical practices such as constructed wetlands, vegetative practices,
filter strips, grassed swales, and other methods installed or created
on real property. “Engineered stormwater control” is synonymous
with “structural practice,” “stormwater control facility,” “stormwater
control practice,” “stormwater treatment practice,” stormwater
management practice,” “stormwater control measures,” “structural
stormwater treatment systems,” and similar terms used in this
ordinance. It is a broad term that may include practices that do not
require design by a professionally licensed engineer.
Section 5. The definition of Stormwater Design Manuel is amended to correct the state regulatory
department to be the Department of Environmental Quality.
Section 6. All provisions of any town ordinance in conflict with this ordinance are repealed.
Section 7. This ordinance shall become effective upon adoption.
The foregoing ordinance having been submitted to a vote, received the following vote and was
duly adopted this 28th day of June, 2021.
Ayes:
Noes:
Absent or Excused:
Sarah E. Kimrey, Interim Town Clerk
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Administration – Budget
Public Hearing: Yes No
Date of Public Hearing: June 9, 2021
For Clerk’s Use Only AGENDA ITEM #
3.G
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Shannan Campbell, Economic Development Planner
ITEM TO BE CONSIDERED
Subject:
Hillsborough Tourism Development Authority FY2022 Budget Ordinance
Attachment(s):
1. FY2022 Tourism Development Authority Budget
2. FY2022 Budget Ordinance
Brief Summary:
The Hillsborough Tourism Development Authority, carefully considering the revenue projections as well as
expenditures planned for the year, has drafted their proposed FY2022 budget. The board conducted a Public Hearing
at their meeting on June 9, 2021.
Highlights for this years’ budget are plans to do a dedicated $10,000 ‘heads in beds’ ad campaign and the re-
allocation of $40,000 under Special Projects & Partnerships from a previous Mobile Stage project towards the
exploration of the development of Performing Arts Center.
Action Requested:
Review and approve the Hillsborough Tourism Development Authority’s FY2022 Budget.
ISSUE OVERVIEW
Background Information & Issue Summary:
The Tourism Development Authority promotes travel, tourism and conventions; sponsors tourism-related events; and
finances tourism-related capital projects. The authority is responsible for administering the proceeds of a 3% room
occupancy tax. At least two-thirds of the tax’s proceeds must fund travel and tourism promotion, with the
remainder available for other tourism-related expenditures.
Financial Impacts:
N/A
Staff Recommendations/Comments:
N/A
TOURISM DEVELOPMENT AUTHORITY
Revenues FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Occupancy Tax 60,347 57,000 60,000 70,000 70,000 3,000 5.3%
Fund Balance Appropriated 0 56,927 49,144 28,324 12,726 (7,783)‐13.7%
Tourism Total 60,347$ 113,927$ 109,144$ 98,324$ 82,726$ (4,783)$ ‐4.2%
% Change ‐15.0% 88.8%‐4.2%‐9.9%‐15.9%
Expenditures FY20 FY21 FY22 FY23 FY24 $%
Account Name Actual Estimate Budget Projection Projection Change Change Comments
Operations
Audit Fees 3,000 8,000 8,090 3,350 3,350 90 1.1%
Attorney Fees 0 350 350 350 350 00.0%
Conferences/Conventions/Training 0 0 3,400 3,400 3,400 3,400 0.0%VisitNC365 Conference
Advertising 9,702 11,105 23,105 20,105 20,105 12,000 108.1%
Ad for Public Hearing on Budget 105 105 105 105
Accomodations Marketing Ad Campaign 0 10,000 0 0
Ad Buys 4,000 5,000 7,000 7,000
WHUP Underwriting 3,000 3,000 3,000 3,000
Tourism Marketing Support/Photography 4,000 5,000 10,000 10,000
C.S. / Town of Hillsborough 24,000 18,927 19,344 19,844 20,146 417 2.2%
Support Staff; salaries + benefits split:
Data Processing Services 939 2,900 3,100 3,200 3,300 200 6.9%
Planning‐40%, TDA‐20%, TB‐40%
Website Maintenance 2,500 2,500 2,500 2,500
Submittable Software 400 600 700 800 % of total cost shared with Tourism Board
Insurance 925 980 980 980 980 00.0%
Bond Insurance 180 180 180 180
Liability Insurance 800 800 800 800
Miscellaneous 0 1,000 1,000 3,995 3,995 00.0%
Miscellaneous 1,000 1,000 3,995 3,995
Special Projects & Partnership Funding 16,250 67,500 47,975 41,000 25,000 (19,525)‐28.9%
River Park Concert Sponsorship (FY20) 0000
TDA Performing Arts Center Development 40,000 40,000 0 0 Deferred in FY20 to FY21 ($40,000)
Sundays in Hillsborough (FY21) 4,000 0 10,000 10,000 Event not happening in FY21; use funds for ads
King St. Sidwalk Cost Share (FY21) 20,000000
News of Orange Mural Project (FY21) 0 6,975 0 0 Roll from FY21 to FY22; + funds from OCAC
Parking Study Partnership (FY23) 0 0 16,000 0 Deferred for FY21 ($16,000)
Miscellaneous 3,500 1,000 15,000 15,000
Holdback (3%) 1,038 3,165 1,800 2,100 2,100 (1,365)‐43.1%
Operations Subtotal 55,854 113,927 109,144 98,324 82,726 (4,783)‐4.2%
Tourism Total 55,854$ 113,927$ 109,144$ 98,324$ 82,726$ (4,783)$ ‐4.2%
% Change 16.8% 104.0%‐4.2%‐9.9%‐15.9%
Available Fund Balance 190,668$ 133,741$ 84,597$ 56,273$ 43,547$
Fund Balance as a % of Operating Expenditures 341.4% 117.4% 77.5% 57.2% 52.6%
BUDGET ORDINANCE
FISCAL YEAR 2021-22 BUDGET ORDINANCE
TOURISM DEVELOPMENT AUTHORITY
Be it ordained by the Board of the Hillsborough
Tourism Development Authority, Hillsborough, North
Carolina:
SECTION I. GENERAL FUND:
It is estimated that the following revenues will be
available in the General Fund for the fiscal year
beginning July 1, 2021 and ending June 30, 2022:
Occupancy Tax $ 60,000
Fund Balance Appropriation 49,144
$109,144
The following amounts are hereby appropriated in the
General Fund for the operation of the Tourism
Development Authority and its activities for the fiscal
year beginning July 1, 2021 and ending June 30, 2022
in accordance with the Chart of Accounts heretofore
established for the Tourism Development Authority:
Tourism Development Authority $109,144
$109,144
SECTION II. OCCUPANCY TAX:
The Town of Hillsborough will collect an Occupancy Tax
and distribute the funds to the Tourism Development
Authority to fund its operations. These funds are listed
as “Occupancy Tax” revenues in the General Fund in
Section I of the ordinance.
SECTION III. BUDGET ORDINANCE:
Copies of this Budget Ordinance shall be filed with the
finance officer, budget officer and the clerk of the
governing board of this town.
Adopted this 28th day of June, 2021.
NORTH CAROLINA
ORANGE COUNTY
I, Sarah Kimrey, Interim Town Clerk, hereby certify
that the foregoing is a true and accurate copy of the
2021-22 Budget Ordinance which will be recorded in
the Town of Hillsborough Minute Book.
IN WITNESS WHEREOF, I have hereunto set my hand
and have caused the official corporate seal of said
Town to be affixed, this the 28thday of June, 2021.
___________________________
Matt Hughes, Chair
___________________________
Jenn Weaver, Mayor
___________________________
Sarah Kimrey, Interim Town Clerk
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
3.H
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Emily Bradford, Budget Director
ITEM TO BE CONSIDERED
Subject:
Valley Forge Road Capital Project Ordinance Amendment
Attachment(s):
1. Valley Forge Road Streets & Stormwater Capital Project Ordinance Amendment
2. Valley Forge Road Budget Amendments
Brief Summary:
Amend the Valley Forge Rd Street & Stormwater Capital Project Ordinance to move the stormwater portion of the
project to the Stormwater Capital Improvement Fund.
Action Requested:
Approve amended ordinance.
ISSUE OVERVIEW
Background Information & Issue Summary:
N/A
Financial Impacts:
N/A
Staff Recommendations/Comments:
N/A
TOWN OF HILLSBOROUGH
CAPITAL PROJECT ORDINANCE - AMENDMENT
VALLEY FORGE ROAD STREET & STORMWATER PROJECT
BE IT ORDAINED by the Town of Hillsborough Board of Commissioners that, pursuant to Section 13.2 of
Chapter 159 of the General Statutes of North Carolina, the following capital project ordinance is hereby
amended:
Section 1: Revenues anticipated to be available to the town to complete the project are hereby
amended as follows:
Current
Budget
+/-
Amended
Budget
General Capital Improvement Fund
Valley Forge
$655,000
($100,000)
$555,000
Stormwater Capital Improvement Fund
Valley Forge
$0
$100,000
$100,000
Section 2: Amounts appropriated for the capital project are hereby amended as follows:
Current
Budget
+/-
Amended
Budget
General Capital Improvement Fund
Valley Forge
$655,000
($100,000)
$555,000
Stormwater Capital Improvement Fund
Valley Forge
$0
$100,000
$100,000
Section 3: Copies of this ordinance should be furnished to the Clerk, Budget Officer and Finance
Officer to be kept on file by them for their direction in carrying out this project.
Adopted this 28th day of June, 2021.
Jenn Weaver, Mayor
Attest:
Sarah Kimrey, Interim Town Clerk
BUDGET CHANGES REPORT
TOWN OF HILLSBOROUGH
FY 2020-2021
DATES: 06/28/2021 TO 06/28/2021
REFERENCE NUMBER DATE BUDGET CHANGE BUDGET
ORIGINAL BUDGET AMENDEDCHANGE
USER
60-11-3870-3870-404 TRANSFER FROM GF-VALLEY FORGE
06/28/2021 80,000.00 -100,000.00To transf budget to SW Cap Improv Fund 21004 229,263.00EBRADFORD
60-11-5600-5700-727 VALLEY FORGE RD INFRASTRUCTURE
06/28/2021 80,000.00 -100,000.00To transf budget to SW Cap Improv Fund 21005 493,000.00EBRADFORD
61-11-3870-3870-601 TRANSFER FROM SWF - VALLEY FORGE RD
06/28/2021 0.00 100,000.00To transf budget from Gen Cap Improv Fu 21002 100,000.00EBRADFORD
61-11-5900-5700-727 VALLEY FORGE RD INFRASTRUCTURE
06/28/2021 0.00 100,000.00To transf budget from Gen Cap Improv Fu 21003 100,000.00EBRADFORD
0.00
EBRADFORD 10:54:01PM06/24/2021
fl142r03
Page 1 of 1
Gen Cap
Improv Fund
Gen Cap
Improv Fund
Stormwater
Cap Improv Fund
Stormwater
Cap Improv Fund
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Finance
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
3.I
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Eric Peterson, Town Manager
ITEM TO BE CONSIDERED
Subject:
Resolution to appoint Tiffany Long as finance officer
Attachment(s):
1. Resolution
Brief Summary:
North Carolina General Statute 159-24 states that each local government and public authority shall appoint a finance
officer. North Carolina General Statute 159-25(b) states all checks or drafts on an official depository shall be signed
by the finance officer and countersigned by another official of the local government or public authority.
Action Requested:
Adopt the attached resolution appointing Tiffany Long as finance officer.
ISSUE OVERVIEW
Background Information & Issue Summary:
This resolution is to officially appoint Tiffany Long as finance officer and signatory on official depositories as required
by N.C. General Statutes.
Financial Impacts:
N/A
Staff Recommendations/Comments:
Adopt resolution as presented.
RESOLUTION
Appointing Tiffany Long as Finance Officer
WHEREAS, North Carolina General Statute 159-24 states each local government and
public authority shall appoint a finance officer; and
WHEREAS, the finance officer is responsible for providing financial safeguards and
ensuring that all duties of the finance office are adequately and efficiently covered; and
WHEREAS, Tiffany Long is qualified to serve in the position of finance officer; and
WHEREAS, internal controls are an integral part of the organization and this
appointment will improve the segregation of duties; and
WHEREAS, having a finance officer will help ensure that all duties of the Hillsborough
Financial Services Department are adequately and effectively covered; and
WHEREAS, North Carolina General Statute 159-25(b) states all checks or drafts on an
official depository shall be signed by the finance officer and countersigned by another official
of the local government or public authority; and
WHEREAS, Finance Director Tiffany Long shall sign all checks or drafts on town
depositories; and the mayor shall countersign all checks and drafts; and
NOW, THEREFORE, BE IT RESOLVED, the Hillsborough Board of Commissioners hereby
appoints Finance Director Tiffany Long as finance officer.
Approved this 28th day of June 2021.
Seal
Jenn Weaver, Mayor
Town of Hillsborough
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
3.J
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Eric Peterson, Town Manager
ITEM TO BE CONSIDERED
Subject:
Resolution Accepting Hillsborough’s Allocation of American Rescue Plan Act funds
Attachment(s):
1. Resolution
Brief Summary:
The attached resolution is to accept the Town of Hillsborough’s allocation of American Rescue Plan Act funds. A
governing board does not have to adopt a resolution. It can simply vote in an official meeting to accept the funds, but
the resolution is an easier and clearer way to comply with the requirement to approve acceptance of these funds,
along with identifying some key compliance guidelines.
The town has not yet received its first payment of approximately $1.0 million, although the NCPRO office has
confirmed all the necessary paperwork has been properly submitted. The payment is anticipated soon with the
second $1.0 million anticipated in May of 2022.
Action Requested:
Approve.
ISSUE OVERVIEW
Background Information & Issue Summary:
N/A
Financial Impacts:
N/A
Staff Recommendations/Comments:
N/A
RESOLUTION
Accepting American Rescue Plan Act Funds
WHEREAS, the Town of Hillsborough is eligible for funding from the Coronavirus
State and Local Fiscal Recovery Funds of H.R. 1319 American Rescue Plan Act of 2021
(CSLRF); and
WHEREAS, the North Carolina General Assembly will provide for the distribution of
funds to eligible North Carolina municipalities; and
WHEREAS, before receiving a payment, the Town’s Board of Commissioners is
required to formally accept the CSLRF funds; and
WHEREAS, revenue received under the CSLRF must only be spent for purposes
authorized by the CSLRF, and applicable regulations, and by state law; and
WHEREAS, revenue received under the CSLRF must be accounted for in a separate
fund and not co-mingled with other revenue for accounting purposes; and
WHEREAS, the Town of Hillsborough must comply with all applicable budgeting,
accounting, contracting, reporting, and other compliance requirements for CSLRF funds;
NOW, THEREFORE, BE IT RESOLVED, the Hillsborough Board of Commissioners by the
Town Board of the Town of Hillsborough that we do hereby accept and request CSLRF funding
to be distributed by the State of North Carolina; and
BE IT FURTHER RESOLVED, that the Town of Hillsborough affirms that the CSLRF
revenue will only be used for the purposes prescribed in the CSLRF, and in US Treasury
guidance in 31 CFR, Part 35, and any applicable regulations, and in accordance with state law;
and
BE IT FURTHER RESOLVED, that the Town of Hillsborough will comply with procedures
created by the North Carolina General Assembly and the US Treasury Department to receive
funds under the act; and
BE IT FURTHER RESOLVED, that the Town of Hillsborough will account for CSLRF in a
separate fund and not co-mingle it with other revenues for accounting purposes and will
comply with all applicable federal and state budgeting, accounting, contracting, reporting, and
other compliance requirements for CSLRF funds; and
BE IT FURTHER RESOLVED, that the Town Board of the Town of Hillsborough designates
and directs the [Town Manager/Town Attorney/Mayor/Town Finance Officer] to take all actions
necessary on behalf of the town council to receive the CSLRF funds.
ADOPTED, this 28th day of June 2021.
Seal
Jenn Weaver, Mayor
Town of Hillsborough
Sarah E. Kimrey, Interim Town Clerk
Town of Hillsborough
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Stormwater
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
4.A
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Terry Hackett, Stormwater & Environmental Services Manager
ITEM TO BE CONSIDERED
Subject:
East Queen and Cameron Streets stormwater request follow-up
Attachment(s):
1. May 14 Site Visit Summary
Brief Summary:
This item is a follow up discussion to the May 10, 2021 board meeting agenda item regarding stormwater runoff
issues affecting undeveloped parcels at 202 and 206 E. Queen St. On May 14, 2021, town staff met onsite to inspect
the parcels as well as areas upstream and downstream along E. Queen and Cameron Streets. Staff included
Stormwater and Environmental Services Manager Terry Hackett, Interim Public Works Director Dustin Hill and Town
Attorney Bob Hornik.
Action Requested:
Discuss the findings from the site visit by town staff and provide direction on next steps to staff.
ISSUE OVERVIEW
Background Information & Issue Summary:
A more detailed discussion of the site visit and legal findings are attached to this agenda abstract. Key points to
consider include:
• The pipes under E. Queen St were installed in the historic natural drainage ways and are indeed ephemeral
channels;
• The ephemeral channels are relatively stable and may actually be reducing stormwater runoff pollution by
providing some ecological functions similar to intermittent streams;
• Piping stormwater runoff accelerates the velocity of flow and decreases the length of time it takes to reach a
downstream point; this will most likely exacerbate downstream stormwater runoff issues;
• This area is scheduled for its initial stormwater infrastructure maintenance assessment in FY23 under our
recently drafted operation and maintenance plan. However, Public Works staff has inspected most of this area
already;
• An engineering study of the stormwater infrastructure within the entire drainage area is probably warranted;
• Any engineering assessment should also consider nutrient reductions/water quality improvement so that the
expenditure qualifies for the IAIA joint compliance program;
• Expenditure of public funds must benefit the general public not a single property owner.
Financial Impacts:
There are no financial impacts associated with the discussion of this item. Should a detailed engineering study be
recommended there would be a cost associated with that and cost to complete any stormwater infrastructure
improvements warranted.
Staff Recommendations/Comments:
Next steps include:
1. Town Manager and Board review legal opinions provided by the town attorney;
2. Public Works make final determination on a potential near term fix to divert some runoff from the eastern culvert,
and if feasible schedule work. If not feasible, provide a brief summary;
3. Stormwater and Environmental Services assess feasibility of stormwater retro-fits in this area (including
purchase of property) and determine if an engineering study of the drainage area is warranted. Staff will
summarize initial findings and provide an update in July;
4. Complete the scheduled stormwater maintenance assessment for this area (currently slated for FY23) and
develop a scope for an engineering assessment of stormwater infrastructure for this drainage area and
determine budget needs.
E. Queen and Cameron Street May 14 Site Visit Summary
June 2021
1
As directed at the May 10, 2021 Town Board meeting, staff met onsite to inspect the parcels at 202 and
206 E. Queen Street as well as areas upstream and downstream along E. Queen and Cameron Streets. The
site visit was conducted on May 14, 2021 and included Stormwater and Environmental Services Manager,
Terry Hackett, Interim Public Works Director, Dustin Hill, and Town Attorney, Bob Hornik.
Stormwater Infrastructure Impacts
There is a contention that the town is “dumping” stormwater runoff onto these parcels. While it is true
that runoff from town streets does flow through these properties, the culverts installed under E. Queen
were installed where the natural drainage had historically occurred. All three staff members agreed with
this point.
While onsite, staff looked at both the upstream and downstream areas. To date, the town has received
no stormwater runoff complaints upstream of these properties. The existing culverts appear to be
adequately sized and are not a constriction point that is causing upstream flooding, nor to staff’s
knowledge has E. Queen Street ever “over-topped” due to upstream runoff.
Downstream there has been two property owners that have expressed concerns. The first is the residence
located at 201 E. Tryon at the corner of E. Tryon and Cameron Street. This relatively new residence
installed their driveway just downstream of two cross pipes under Cameron Street. Their complaint is that
debris has accumulated there causing debris to wash onto their driveway. It also sounds like that the
culverts and their driveway pipe do occasionally act as a constriction point.
However, one reason for that is that Public Works relatively recently found an obstruction in one of the
cross pipes. This obstruction was probably one reason that the law offices—which is the other property
that had expressed concerns with runoff—had experienced nuisance flooding in the past. Public Works
staff have removed the obstruction and thus far, no flooding has been observed.
These complaints indicate that infrastructure in this area may be undersized. Certainly, the stormwater
infrastructure near E. Tryon and Cameron Street has definitely been “pieced” together, presumably with
no engineering analysis. Staff is not even certain that the town installed much of it but may have been
installed by previous property owners.
This is a concern because if the town installed additional catch basins and piping upstream, it may have
adverse impacts downstream. Generally, when you pipe stormwater runoff you increase the velocity and
shorten the “time of concentration.” This means that the runoff would arrive downstream sooner and at
a higher velocity. This could very well exacerbate downstream issues or possibly create new issues as a
result. This could even speed up impacts to the road shoulder along Cameron Street.
Water Quality Impacts
Another point made at the recent board meeting was that the stormwater runoff flowing through the E.
Queen Street properties is a source of sediment that is impacting the Eno River. Stormwater and
Environmental Services Division staff is very familiar with this drainage area as it all flows to Stillhouse
Creek. The Division has informally monitored the creek for years and do not believe that the runoff
through these properties is contributing a significant amount of sediment. With all due respect to Mr.
E. Queen and Cameron Street May 14 Site Visit Summary
June 2021
2
Hallman, the pictures he provided are typical for our Piedmont soils. The predominance of clay soils results
in turbid runoff and that may come from anywhere upstream.
During the site visit staff inspected the ephemeral channels on the properties and noted that the channels
are generally stable and are not incised (i.e. “down cutting”). In fact, staff believes that the current
situation actually improves downstream water quality because the trees and other vegetation adjacent
the channels provide some attenuation to pollutants in the stormwater runoff. In other words, these
ephemeral channels are providing at least some beneficial ecological functions similar to intermittent
streams.
Next Steps
Public Works staff took some elevations to see if they could divert some of the more eastern flow towards
Cameron Street. Based on their assessment, it would be difficult for them to divert that runoff doing work
within the town’s right-of-way. Public Works staff was considering other options, but there may not be a
simple, feasible solution.
This area is scheduled for its initial stormwater infrastructure maintenance assessment in FY23. However,
most of the area has been recently inspected by Public Works and they are scheduled to replace a broken
pipe on the south side of E. Tryon near Cameron Street this year. Given the downstream concerns it makes
sense to budget for an engineering assessment of this entire drainage area sometime in the future. In fact,
there may be opportunities to include a water quality improvement component so that the use of this
funding qualifies under the Falls Lake rules joint compliance program (IAIA). The Stormwater and
Environmental Services Division will be assessing potential projects for that program starting in July.
Staff obtained the engineering design for possible stormwater improvements for these parcels that were
completed by Civil Consultants, Inc. Those improvements were estimated at $80,000 to construct.
However, those improvements did not take the downstream infrastructure into consideration. Assuming
that the cost has gone up since then, staff estimated that installing those improvements plus upgrading
downstream infrastructure could easily reach $500,000 to construct.
Given the high cost of possible stormwater infrastructure improvements Bob Hornik suggested that the
town consider purchasing the most western lot. It could be used for green space, a park or for stormwater
treatment. Certainly, purchasing the land may be less costly than improving all the stormwater
infrastructure in the area.
For these reasons, a detailed engineering study of the entire drainage area is probably warranted. This
study should probably coincide with the planned maintenance assessment currently scheduled for FY23.
Any engineering assessment should also consider nutrient reductions/water quality improvement so that
the expenditure qualifies for the IAIA joint compliance program.
Over the next month, Public Works will make a final determination on a potential near term fix to divert
some runoff from the eastern culvert, and if feasible schedule work. If not feasible, Public Works staff will
provide a brief summary.
E. Queen and Cameron Street May 14 Site Visit Summary
June 2021
3
Stormwater and Environmental Services staff will assess feasibility of stormwater retro-fits in this area
(including purchase of property) and determine if an engineering study of the drainage area is warranted.
Staff will summarize initial findings and provide and update in July.
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Administration
Public Hearing: Yes No
Date of Public Hearing:
For Clerk’s Use Only AGENDA ITEM #
4.B
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Assistant to the Town Manager/Deputy Budget Director Jen Della Valle
and Interim Human Resources Director Haley Bizzell
ITEM TO BE CONSIDERED
Subject:
One Orange Racial Equity Plan: A Framework for Moving Forward – update
Attachment(s):
1.First draft of the One Orange Racial Equity Plan: A Framework for Moving Forward
2.Presentation slides
Brief Summary:
Over the past several months the town has been working with Orange County, Chapel Hill, and Carrboro to draft a
Countywide Racial Equity Plan. A draft of this plan is included as an attachment. Staff have worked in multi-
jurisdictional sub-committees to develop this first draft of the countywide racial equity plan/framework.
Action Requested:
Receive the update and provide any feedback and direction to staff.
ISSUE OVERVIEW
Background Information & Issue Summary:
In the early fall of 2020, the town was accepted as a Government Alliance on Race and Equity (GARE) member. In
October 2020, the Board of Commissioners approved staff moving forward to work collaboratively with Orange
County and the towns of Carrboro and Chapel Hill on a Countywide Racial Equity Plan using the GARE principles.
After each board agreed, Hillsborough staff along with staff from each of the three jurisdictions began working in five
multi-jurisdictional subcommittees on separate parts of the racial equity plan. The subcommittees led by at least one
jurisdictional lead are: Training, Racial Equity Tool Kit, Community Engagement, Racial Equity Index, and Evaluation
and Accountability.
The work of the subcommittees will be the basis of the One Orange Racial Equity Plan. Staff is planning to include a
few other sections in the plan such as:
1.Definition Section: There will also be a definition section so that the public can fully understand the
terminology used throughout the document.
2.History: This summer we will engage local historians to include the racialized history of Orange County as
part of the plan.
3. Current Demographic and Economic Data Analysis: Also a current demographic and economic analysis will
be part of the plan so that each jurisdiction can assess whether a disparity study is needed before entering
into any race- or gender-based remedial programs so each project developed based on racial equity
principles can withstand scrutiny in a court of law.
The subcommittees adhered to the projected timeline found in Section III of the draft Racial Equity Plan. Prior to
bringing this document to the commissioners, team members conducted some preliminary community engagement.
Staff held a public comment period and an information session on the draft Racial Equity Plan for leaders of
community groups to provide feedback on the framework and on how to engage with the communities they serve. A
sample of those community stakeholders are included in Section IV of the attached Framework. We received one
comment during the period; but between 40 - 50 stakeholders came to the information session and actively
participated in a discussion about the framework. The overarching themes of the responses received were:
1.The community wanted to be involved in developing a racial equity plan;
2. The community thought we must reach out to marginalized communities; and
3. The community believed we must get schools involved in our plan.
One we receive all the feedback from each jurisdiction and community stakeholders, we will incorporate the changes
into our plan.
Over the summer, we plan to conduct additional community engagement. The draft Racial Equity Plan has been
translated into Spanish, Chinese, Burmese and Karen. We will take the draft Racial Equity Plan to communities of
color and other community groups to get their feedback on the plan. We will also reach out to both school systems to
see if they want to join us in this process.
In the fall, we will hold public hearing or a series of public hearings on the draft of the final plan prior to bringing the
One Orange Racial Equity Plan to the elected officials for approval.
Financial Impacts:
None
Staff Recommendations/Comments:
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I. INTRODUCTION AND OVERVIEW
The Orange Countywide Racial Equity Plan: A Framework for Moving Forward is being developed with a
commitment that we will uncover and address implicit biases in our institutions to ensure that race no
longer can be used to predict life outcomes in our community. Between October 2020 and January 2021
elected officials of the Towns of Carrboro, Chapel Hill, Hillsborough and Orange County were provided
with a Progress Report on Racial Equity and agreed to advance racial equity countywide. (See Appendix
A)
This Progress Report was given to elected officials and other stakeholders on the multi-jurisdictional
workgroup tasked with drafting the Orange Countywide Racial Equity Plan on April 16, 2021. The multi-
jurisdictional task force has employees from the Towns of Carrboro, Chapel Hill, Hillsborough, and Orange
County. Carrboro, Chapel Hill, and Orange County completed the Government Alliance on Race and Equity
(GARE) North Carolina Cohort Racial Equity Capacity Building training. Hillsborough is a GARE member
and may participate in the Capacity Building training later but has been through GARE's foundational
training.
II. COMMITTEE REPORTS
In January 2021, the GARE Task Force established subcommittees to work on each section of the plan.
The five multi-jurisdictional subcommittees are led by at least one jurisdictional member, and includes
staff from each jurisdiction. The subcommittees are: Training, Racial Equity Tool Kit, Community
Engagement, Racial Equity Index, and Evaluation and Accountability. Here are the Subcommittee
Reports:
A. Racial Equity Tool Kit (Carrboro Lead, Anita Jones-McNair)
The Racial Equity Tool Kit Subcommittee conducted preliminary research on how to design a tool that
evaluates jurisdictional governance. Using a Countywide process to dismantle institutional and structural
racism provides consistency, assurance, and accountability for county residents. This evaluation process
can evaluate policies, practices, services, and new initiatives that impact racial equity.
Just to recap the purpose of this tool, the Racial Equity Tool evaluates new and/or existing policies,
practices and initiatives through a racial equity lens. Hopefully the evaluation results align with racial
equity goals. The tool was designed to compile and examine the following information:
1. Desired Results
2. Data Collection & Analysis
3. Community Engagement/Partnership
4. Strategies
5. Implementation
6. Communication, Evaluation, and Accountability
We discovered that through discussion, research, and communication with other jurisdictions using the
racial equity tool, more relevant information emerges.
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Here is what we know –
The importance of racial equity evaluation.
The tool in its current form is difficult and time-consuming to navigate each time a jurisdiction
needs to examine services through a racial equity lens, regardless of whether it is a new initiative
or existing policy or practice.
Calibrating how and when the tool/process is used can make a difference in its overall
effectiveness.
Create a fundamental process that allows us to examine services now and prepare for future
needs.
This tool is a work in progress, which includes naming the instrument.
Our goal is to redesign the instrument so that it can be flexible and meet the needs of each jurisdiction.
(See Appendix B) We recommend using this tool for one year. After the duration of time, the
subcommittee can reconvene to review the instrument's use and necessary updates based on real
experiences.
Note that within this summary, the words “tool”, "process", “instrument", and "evaluation” are being
used interchangeably.
B. Community Engagement (Chapel Hill Co-Leads, Rae Buckley and Sarah Vinas)
The Community Engagement Subcommittee focused on the racial equity principles for conducting
community engagement as taught by GARE. The subcommittee includes communication and community
engagement staff from Carrboro, Chapel Hill, Hillsborough, and Orange County. Each municipality is
experimenting with engagement tactics to reach marginalized communities so the committee focused
on establishing shared principles for shifting the power dynamics in government to prioritize the
perspective of communities most impacted by racism. The draft principles are listed below:
1. Government is committed to change toward a new power dynamic for shared decision-making
working together with the community.
2. Government will listen, learn, and implement solutions from all communities, especially
impacted communities of color.
3. Government will co-design desired results and engagement processes (such as the IAP2
Spectrum of Public Participation) with the community.
4. Government will provide training and technical assistance for employees seeking to engage and
build partnerships with the community.
Racial Equity Index (Orange County Lead, Nancy Coston)
The Racial Equity Index committee will develop a countywide racial equity index and community scorecard
to track Orange County’s equity metrics. The first work deliverable will be developing an overview of
available relevant data and organizing it into a user-friendly public-facing web page. The following action
steps and timelines are anticipated:
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Identify key indicators, data sources, and platforms for the overview of Orange County
demographics. This overview will include relevant data about race and disparities in critical areas
such as income, education, and health. The timeline for completion of this work is June 2021.
Develop a racial equity index depicting the correlations of key indicators to predict outcomes and
impacts on racial disparity in identified critical areas such as income, education, and health. This
work will probably require outside resources, and committee members will be meeting with
organizations with this capacity. The committee will recommend a methodology for the index by
June 2021 and anticipates completing the work by Fall 2021.
C. Training (Hillsborough Co-Leads, Haley Bizzell and Jen Della Valle)
Organizational Capacity
Organizational capacity is a key component in advancing racial equity efforts. This includes a plan to
provide training to build capacity to advance and embed racial equity in countywide systems. It is
important to provide adequate racial equity training to ensure that employees, elected officials, advisory
boards, and community partners learn how to incorporate an equity lens in their everyday work and
decision-making processes.
GARE racial equity training topics include:
History of race
Implicit and explicit bias
Institutional and structural racism
How to use and apply racial equity tools
Targeted training groups:
Elected officials
Management/supervisors
Non-management
Advisory board members
Community/business partners
General public
To ensure that an organization is ready to train the various groups, each organization should look at the
organization’s readiness to make a change. Leadership needs to be supportive of efforts and there
needs to be a clear vision. An organization must also make sure it has the appropriate resources such as
staff time and budget. Training can be provided as a requirement for all staff or as a voluntary
opportunity.
Appendix “C” has a more detailed framework that has been developed by Town of Carrboro, Town of
Chapel Hill, Town of Hillsborough, and Orange County as a set of best practice guidelines to review and
consider prior to implementing racial equity training.
D. Evaluation and Accountability (Orange County Lead, Annette Moore)
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The Evaluation and Accountability Subcommittee is working on an evaluation plan based on the Results-
Based Accountability principles (RBA) framework. The RBA framework provides a disciplined, data-driven
decision-making process to help local governments take action to solve problems. RBA is a tool that "starts
with the desired result and works backward to the means, to ensure the desired results that your plan
works toward community results with stakeholder-driven implementation." Results-based accountability
helps distinguish between population level (whole group), and performance measure (activity-specific)
indicators that organizations use to determine whether they are having an actual impact. The RBA
framework indicates the relationship over time between results, indicators, and activities. It is based on
seven questions of population accountability:
1. What are the desired results?
2. What would the results look like?
3. What are the community indicators that would measure the desired results?
4. What does the data tell us?
5. Who are your partners?
6. What works to change the data trend toward racial equity?
7. What actions should you start with?
Performance Accountability for Actions: The Road to Getting to Results
In using the RBA framework, the groundwork has already been set. For each community indicator, the
group has identified a set of actions. Facilitated action planning sessions help to refine the steps.
Population-level indicators and results will then help to build a performance plan. Performance measures
will ensure actions or activities are crafted in a way to decrease racial disparities. More details are outlined
in Appendix D.
Some questions asked in this process are:
1. Who do you serve?
2. What is an action's intended impact?
3. What is the quality of the action?
4. What is the story behind the data?
5. Who are the partners with a role to play?
6. What works to have a greater impact?
7. What are the next steps?
Develop a Stewardship Plan
Some questions asked in creating a stewardship plan are:
1. Are there outcomes and actions that are receiving less attention than others?
2. Is there a need to change the plan?
3. Have plan actions been implemented or are in progress? What do the results indicate as to how
to improve?
4. Is there an explanation and/or proposal for resolving the issue if there are unmet or blocked
actions?
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5. Are there racially diverse staff working on the plan over the year(s)?
6. Are residents of color engaged in the implementation of the plan over the year(s)?
7. Are measures being recorded and updated as actions change, or are they completed?
8. Is the jurisdiction reporting on challenges and successes?
III. PROJECTED TIMELINE
Below is the Countywide Racial Equity Plan’s timeline as well as the projected timeline the GARE Teams
have agreed on to complete this project:
October 2019 –
January 2021
GARE NC Cohort – Building Capacity for Racial Equity
September 2020 Progress report – proposal for Countywide Racial Equity Plan
October 2020 Carrboro and Hillsborough Town Boards and Orange County Board agree to
Countywide Racial Equity Plan
January 2021
Chapel Hill Town Council receives update about Countywide Racial Equity
Plan
January 2021 Multi-jurisdictional subcommittees formed
April 2021 Subcommittee progress report to elected officials compiled and shared
with managers/elected officials
April 2021 Completion of first draft of report framework
April – May 2021 Community/Stakeholder Engagement Comment Period
May 2021 Initial review and comment period by elected officials
May 2021 Review and Finalize Plan by Subcommittees and Co-Leads
June 2021 Approval by elected officials of the first draft with additions, changes, or
comments
June – August 2021 Review of changes and finalization of draft plan by committee
September – October
2021
Countywide public hearing
Fall 2021 Review of draft for approval by elected officials
IV. NEXT STEPS
I. Next Steps
1. Progress report submitted to managers and elected officials.
2. Preliminary engagement of some stakeholders – answering questions about the plan.
3. Include responses in the background information of the racial equity action plan.
a. Examples of Community/Stakeholder Engagement
Chapel Hill-Carrboro of the NAACP members
Northern Orange Branch of the NAACP members
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El Centro Hispano members
Human services agency groups
Marian Cheek Jackson Center
Public housing residents
Inter-Faith Council residents
Refugee Community Partnership members
Refugee Support Center
Long -Term Recovery Groups/contacts
Orange County Changemakers
Orange County Partnership to End Homelessness
Local Reentry Council
Orange County Community Remembrance Coalition
Rogers-Eubanks Neighborhood Association (RENA)
Cedar Grove Community Center
United Voices of Efland Cheeks
Orange Congregations In Missions
b. Community/Stakeholder Engagement Questions
What three results would you like to see as a result of this plan?
What sections of this plan will help us achieve those results?
Who should be involved in future community engagement?
Who is negatively affected by using this framework/plan?
What do you see as the most critical racially equitable outcomes?
Please let your GARE Team lead know any comments, questions or concerns you have about this timeline
for moving forward.
V. APPENDICES
APPENDIX A. PROGRESS REPORT
Progress Report sent to Carrboro, Chapel Hill, Hillsborough and Orange County elected officials between
October 2020 and January 2021. See Link to Orange County Board of County Commissioners’ Meeting,
October 8, 2020 here.
APPENDIX
APPENDIX B. RACIAL EQUITY TOOL KIT
Racial Equity Review
This review aims to evaluate a new or existing initiative and illustrate how it aligns with the County’s or
Town’s racial equity goals.
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Name of Initiative
(Practice/Project/Service/Policy)
New or Existing? Who is Conducting Review?
ORIGIN AND DESCRIPTION OF INITIATIVE
For new initiatives – why this initiative and why now?
For existing initiatives- include background information and milestone dates
DESIRED RESULT
What specific results/outcomes are intended for the community or internally?
DEMOGRAPHICS (be as specific as possible)
Who is this initiative focused on? (Neighborhoods, geographic areas, racial groups, income groups, employees, etc.)
What data can you provide to describe your target population?
What data is missing?
BENEFITS
Who benefits directly and indirectly from this initiative? How?
Share any relevant data (link to jurisdictional map and/or information)
IMPACTS
Who is negatively impacted by this initiative? How?
For new initiatives consider impacts during and after this initiative? How?
What can be done to mitigate (any) negative impacts?
Are there any challenges that need to be overcome? How?
Share any relevant data
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APPENDIX
APPENDIX C. TRAINING/ORGANIZATIONAL CAPACITY FRAMEWORK
Purpose: The training committee will develop a plan to provide training to policymakers, managers, staff,
boards and commission members, community partners, and the general public to build capacity to
advance racial equity and to embed racial equity into countywide systems.
1. Each organization should identify the following prior to providing racial equity training:
a. Organization’s racial equity vision – this will allow the organization to determine how the
training can align with and make progress toward the overall equity vision.
b. Purpose of the training
c. Training goals
d. Assessment of what has already been done, such as policy revisions and previous trainings
including the content, focus, and perspectives of previous trainings.
e. Next steps after training and who is responsible for moving those efforts forward.
2. Questions to ask prior to training:
COMMUNITY ENGAGEMENT
• How have you involved community members in developing this initiative?
• Have you involved those directly impacted?
• How have you addressed the concerns raised by community members?
• Going forward, how do you plan to include voices of those most impacted / burdened?
ACCOUNTABILITY
• How will the impact of the initiative be measured?
• How will you share results with your department and leadership?
• How will you share results with community members and stakeholders?
• How will you incorporate feedback from community members and stakeholders?
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a. What is the staff’s capacity to take on this training and time commitment?
b. Does the organizational culture support candid conversations around race and equity?
See Organizational Capacity section below.
c. Is leadership invested in transformative change?
d. What do employees expect and/or want to get out of the training? Training can then be
tailored to those interests.
e. What are timely next steps for participants?
3. Structure of training:
Below are guidelines and/or suggestions and considerations for the structure of racial equity
training.
a. Adapt presentation style for each member group ensuring diversity of participants within
each training session.
i. Elected officials
ii. Management/supervisors
iii. Non-management
iv. Advisory board members
v. Community/business partners
vi. General public
b. Multiple training facilitators across jurisdictions & a technical support person
i. Have diverse facilitators to keep trainees engaged including at least one facilitator
that is representative of the majority of the group regarding gender and race.
ii. Consider having a technical support person to help facilitate.
c. Offer initial training to start the conversation around racial equity and provide
background information.
i. Balance lecture with discussion, breakout sessions, and group discussions.
ii. GARE training should be completed consecutively.
iii. Training length, including the number of days and hours, will likely vary for each
organization depending on the culture, goals, purpose of the training, and the
number of people in attendance.
d. Suggested preparation
i. Practice presenting the training beforehand.
ii. Review GARE’s FAQs to prepare for answering staff questions.
iii. Share resources including training content and FAQs with facilitators across
organizations.
4. Training Content:
a. Initial background/information session on racial equity. This introductory training would
be geared toward new employees or people who have not attended racial equity training.
The initial training helps build a shared language and understanding of basic concepts.
When presenting the training content, consider varied literacy and learning styles across
participants.
b. On-going/follow-up training
i. Implicit and explicit bias
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ii. Institutional and structural racism
iii. Racial equity tool – what it is and how to use it for your organization.
iv. Inclusive outreach and public engagement
v. Operationalizing and organizing racial equity
c. After the training, ask for feedback or an evaluation to help improve future training
content.
1. Organizational Capacity:
a. Organization’s culture
i. Is the organization ready to make changes to advance racial equity?
b. Develop, engage and maintain a core team of employees from multiple levels of influence
across departments.
c. Time commitment
i. Facilitators and participants
ii. Initial training from GARE and learning COHORT process.
iii. Train the trainer approach.
iv. Management & supervisors time to attend trainings and complete assignments
outside of training.
d. Resources
i. Budget
ii. Community partners
iii. Employee commitment
iv. Full-time diversity, equity, and inclusion position
e. Cross-organizational teams
i. Facilitation
VII. APPENDIX
APPENDIX D. EVALUATION AND ACCOUNTABILITY SUBCOMMITTEE
PURPOSE: The Evaluation and Accountability Committee will develop an Evaluation Plan based on
the principles of the Results-Based Accountability (“RBA”) framework. RBA is a national model and
provides a disciplined, data-driven, decision-making process to help local governments take action to
solve problems. The approach delineates between community conditions/ results and performance
accountability/outcomes. Our Evaluation Plan will help us apply racial equity principles embedded
into the Results-Based Accountability (RBA) methodology into the Orange County Racial Equity Action
Plan.
Results and Community Indicators that Create Outcomes
1. What needs or opportunities were identified during the research and assessment phase of this
process?
2. What needs to be different in our jurisdiction’s culture, workforce, policies, practices, and
procedures?
3. What change do we ideally want (not just for what we would settle)?
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4. What does our jurisdiction define as the most important racially equitable outcomes? (Should be
answered by the Community)
5. What are some known racial inequities in your jurisdiction? What does population level data
reveal about root causes or factors influencing the racial inequity?
6. What are the root causes or factors creating these racial inequities?
7. How does your jurisdiction’s relationship with communities of color need to change?
8. How can those most adversely affected by an issue be actively involved in solving it?
9. How will proposed outcomes address root causes of racial disparities and advance institutional
and/or systemic change?
10. What government programs will this proposal impact? What are the opportunity areas? I.e.
budget, health, jobs, social services, criminal justice?
11. How do you ensure your proposal is working and sustainable over time?
Creating Actions to Achieve Outcomes
1. Were actionable solutions identified during the information gathering phase of this process by
communities of color?
2. Which actions were identified as priorities by the communities of color?
3. What is a specific change in policy, practice, or procedure that could help produce more equitable
outcomes? Are these changes working together, in a complementary way?
4. How will an action decrease racial disparities?
5. Are there any unintended consequences? Who benefits; who will be burdened? Can they be
mitigated?
6. Will the proposal impact specific geographic areas and what are the racial demographics of those
areas?
7. What capacity is needed to successfully implement the action? Is it adequately funded?
8. How will an action be implemented and by whom?
9. Is the action achievable within the lifetime of the plan?
10. Is the action measurable and how will it be measured?
11. What performance level data is available for the proposal? Are there gaps in the data that need to be
filled and/or tell us about the racial inequity in our community.
12. How will the racial equity plan be communicated, internally and externally? Is the communication
reaching the intended audience?
13. How can the plan be systematized?
Who is Responsible or Accountable for Completion of Each Action (Stewardship Plan)
9. Ongoing coordination
a. What is needed?
b. Who is accountable?
c. How will they be held accountable?
d. Is the plan durable?
e. Does the plan allow for continuity and succession?
10. Ongoing, Racially Equitable and Relevant Engagement
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a. Community Engagement
b. Stakeholder Engagement
c. Staff Engagement
d. Boards and Commissions
e. Elected Officials
11. Annual Progress Reporting prior to the Budget Process
a. Are there outcomes and actions that are receiving less attention than others?
b. Is there a need to change the plan? (Process Improvements annually)
c. Have plan actions been implemented or are in progress? What do the results indicate as to
how to improve?
d. If there are unmet or blocked actions, is there an explanation and/or proposal for resolving
the issue?
e. Are racially diverse staff working on the plan over the year(s)? How many?
f. Are residents of color engaged in the implementation of the plan over the year(s)? How
many?
g. Are measures being recorded and updated as actions change or are completed?
h. How many citizens are engaged?
i. Each jurisdiction reports on challenges and success annually to elected officials.
4. What are the resource gaps?
5. How will we prioritize the needs?
a. What is needed?
b. Who is accountable?
c. How will they be held accountable?
d. Is the plan durable?
e. Does the plan allow for continuity and succession?
6/23/2021
1
1
One Orange Racial Equity Plan:
A Framework for Moving Forward
June 28, 2021
1. Racial Equity Background
2. Overview of the Framework
3. Next Steps
Agenda
2
1
2
6/23/2021
2
• Support state and local jurisdiction that are
advancing racial equity by addressing
institutional and structural racism.
• Training staff to not only do the work but
also build internal capacity to undo racism
within their organization.
• Help expand and strengthen local and
regional collaboration that are inclusive
and focused on achieving racial equity.
Government Alliance on Race and
Equity (“GARE”)
3
• County-wide approach
– Orange County
– Hillsborough
– Carrboro
– Chapel Hill
Government Alliance on Race and
Equity (“GARE”)
4
3
4
6/23/2021
3
One Orange is a commitment by Orange
County leaders and staff to uncover and
address implicit racial biases in our
institutions to ensure that race no longer
predicts life outcomes in our community.
One Orange Mission Statement
5
• When race can no longer be used to
predict life outcomes and outcomes for all
groups are improved.
• Normalizing conversations about race and
operationalizing strategizes for advancing
racial equity
• Allows us to develop a framework, tools
and resources that apply to other areas of
marginalization
What is Racial Equity?
6
5
6
6/23/2021
4
Plan
Components
Racial Equity
Review Tool
Community
Engagement
Racial Equity
Index
(Data)
Training
Evaluation
and
Accountability
Racial Equity Plan
7
• The Racial Equity Review Tool sets forth a
process and a set of questions to guide
the development, implementation and
evaluation of policies, initiatives,
programs, and budget issues to address
the impact of racial equity. The racial
equity review tool helps align racial equity
goals with desired outcomes.
Racial Equity Review Tool
8
7
8
6/23/2021
5
1. Desired Results
2. Data Collection & Analysis
3. Community Engagement/Partnership
4. Strategies
5. Implementation
6. Communication, Evaluation, and
Accountability
Racial Equity Review Tool
9
1. Government is committed to change toward a new
power dynamic for shared decision-making working
together with the community.
2. Government will listen, learn, and implement solutions
from all communities, especially impacted communities
of color.
3. Government will co-design desired results and
engagement processes with the community.
4. Government will provide training and technical
assistance for employees seeking to engage and build
partnerships with the community.
Community Engagement Principles
10
9
10
6/23/2021
6
• The Racial Equity Index will be a
transparent public access to data with built
public data dashboards to help assess
questions of equity.
• The dashboards contained within the
Index will include sub-county maps and
key performance indicators (KPIs) to help
track essential indicators and equity
performance.
Racial Equity Index (data)
11
• The use of data and analytics is integral to
the work of GARE to:
• Present a descriptive picture of where
the county and municipalities are
currently in racial equity work;
• Provide prescriptive information to
inform decision making; and
• Track progress over time.
GARE Perspective on Using Data
12
11
12
6/23/2021
7
• The training committee has developed a
plan to provide training to policymakers,
managers, staff, boards and commission
members, and community partners to build
capacity to advance racial equity and to
embed racial equity into countywide
systems.
Training
13
• The Results-based accountability
framework indicates the relationship over
time between results, indicators, and
activities.
Evaluation and Accountability
14
Results
Indicators
Activities
13
14
6/23/2021
8
1. What are the desired results?
2. What would the results look like?
3. What are the community indicators that
would measure the desired results?
4. What does the data tell us?
5. Who are your partners?
6. What works to change the data trend
toward racial equity?
7. What actions should you start with?
Results Based Accountability
• Refine framework based on further input
• Return in fall for Board to consider
framework approval
• Develop training strategy
Next Steps for One Orange Plan
16
15
16
6/23/2021
9
• Attend GARE Learning Cohort
• Develop Hillsborough specific racial equity
plan
Next Steps for Hillsborough
17
Questions?
18
17
18
Board of Commissioners
Agenda Abstract Form
Meeting Date: June 28, 2021
Department: Administration - Budget
Public Hearing: Yes No
Date of Public Hearing: June 14, 2021
For Clerk’s Use Only AGENDA ITEM #
4.C
Consent
Agenda
Regular
Agenda
Closed
Session
PRESENTER/INFORMATION CONTACT: Eric Peterson, Town Manager
ITEM TO BE CONSIDERED
Subject:
FY2021-22 Annual Budget and Financial Plan
Attachment(s):
1. General Fund Property Tax Rate Options
2. Water & Sewer Financial Overview and Rate Setting
3. FY22 Budget Ordinance & Financial Summaries – Revenue Neutral
4. FY22 Budget Ordinance & Financial Summaries – 2-Cent Rate Increase
5. Fees & Charges Schedule
6. Changes & Adjustments to FY22 Budget
7. Authorized FTE List
Brief Summary:
The budget has been updated per board direction at the June 14 budget workshop. Additional information is included
on rates.
Action Requested:
Adopt FY2021-22 Budget and Financial Plan.
ISSUE OVERVIEW
Background Information & Issue Summary:
The FY2021-22 budget was presented at the May 24, 2021 board meeting. Workshops were held on June 7 and 14,
2021. The public hearing was held on June 14, 2021
Financial Impacts:
N/A
Staff Recommendations/Comments:
N/A
Property Tax Rate Options
All changes requested by the town board at the June 14 budget workshop have been incorporated into the proposed
FY22-24 document. The board discussed variations of tax rate increase options as it related to different needs. Staff
responded they would re-evaluate the budget after the June 14 changes were incorporated and provide options regarding
tax rate increases. The additions increase the projected deficits each year in the FY22-24 plan.
One cent on the tax rate generates $149,846, but once the 97% collection rate is factored that number is reduced to
$145,350. For simplicity purposes the $150,000 figure is used as the amount generated per penny will increase annually
regarding the climate/sustainability/comprehensive plan implementation. If approved, the $300,000 for climate,
sustainability, and comprehensive plan implementation will be directed to the General Capital Reserve Fund. The funds
will stay there to accrue until being authorized for specific expenses, that will most likely be priorities identified from the
Comprehensive Sustainability Plan in late 2022 (FY23).
Option 1 – no tax rate increase (56.7 cents). While the projected FY22-24 annual deficits increase after the June 14
additions, the board still has the option of not raising taxes in FY22. Due to conservative budgeting practices the town
usually ends the year in a better position than projected, although this is not always the case. Therefore, if the tax rate is
not raised this year the board could then re-evaluate the situation next year and consider an increase then. If deferred,
there is a good probability a tax rate increase would be needed in the near future, especially with the addition of $300,000
or a two-cent tax rate equivalent for climate, sustainability, and comprehensive plan implementation. The following chart
shows what the bottom line (deficit and fund balance) numbers look like for FY22-24 with no tax rate increase.
Option 2 – Increase property tax rate by two cents to 58.7 cents (earmarked for climate, sustainability, & comprehensive
plan implementation). Earmarking these funds would pay for this new initiative, that has not been included in prior
budgets/financial plans. Like Option 1, all adjustments from the June 14 workshop are included. The remaining additions
are funded from fund balance. The following chart shows what the bottom line (deficit and fund balance) numbers look
like for FY22-24 with a two cent (2.0) tax rate increase.
Option 3 – Other. This covers other alternatives the town board may want to suggest and consider.
1
Water & Sewer Fund Budget
Financial & Rate Information
To Assist the Board with FY22 Budget Deliberations
The purpose of this document is to provide additional information to the board to assist in final review of the FY22-24
Budget and Financial Plan for the Water & Sewer Fund.
• As a reminder, the town manager recommends engaging consultants with experience in water and sewer to help build
a capital financing plan in FY22. Facing so many expensive capital and operational challenges makes it important to
determine how best to plan and pay for these needs. Utilizing the services of experts who regularly work with water
and sewer systems and understand the available infrastructure funding programs should help avoid missed
opportunities and mistakes and make the best use of the town’s available resources. Therefore, many of the more
costly capital expenses included in the proposed FY22-24 plan will be on “pause” until the capital financing plan is
completed. It’s important to note that this “pause” cannot be too long as the as the collection system modeling
shows an existing concern today with surcharging during wet weather! Thus, of work must begin as soon as possible
on the high priority projects, especially before the addition of several committed projects start development. Delaying
too long puts the town at risk for sanitary sewer overflows during wet weather events.
• The town follows industry standard metrics as a guide in making finance decisions, such as budget development and
rate setting. These are also used by the LGC, bond rating agencies, and bond buyers when considering approving a
unit’s application to issue or purchase their debt. These metrics are usually shared annually with the town board and
Water and Sewer Advisory Committee to monitor where we stand. While the town is strong in most of these areas,
there are clear weaknesses in some and room from improvement in most. Examples of industry standard metrics to
evaluate water and sewer system are listed below. Additional information on these metrics is found later in this
document.
o Operating revenues over operating expenses
o Debt service coverage ratio
o Quick ratio (liquidity)
o Days of cash on hand
o Operating ratio that includes depreciation
o Debt to equity ratio
o Asset depreciation
o Receivables ratio
o Cashflow from operating activities
o Avg. annual capital outlays relative to assets o Avg. annual capital outlays relative to operating revenues
• Surpluses can be easily depleted by future needs, especially those related to capital, maintenance, and depreciation.
The town needs to spend about $20 million over the next few years on major capital projects, plus fund a backlog of
deferred maintenance projects, and there are other high priority needs are not included for funding in the FY22-24
plan that need to be addressed. There are more needs that will occur beyond this three-year window. Whatever
surpluses the fund has are not nearly sufficient to cover those costs. The additional operating revenues needed to
cover these future debt payments will be substantial.
• Relying on savings, one-time or non-recurring revenue sources such as System Development Fees or grants to help
cover operating expenses is dangerous or poor fiscal management. This must be avoided and only done for short
periods of time such as an emergency. Using one-time revenues like grants and System Development Fees should be
used to pay for capital projects. Using these sources to pay cash for capital projects avoids/reducing debt payments
and provides relief to the overall budget by reducing annual expenses. Thereby, this also relieves pressure on rates.
2
• The town has recently had outside financial experts review our fiscal management and condition as part of the Series
2018 and 2020 Revenue Bonds. This was done through the Local Government Commission that is a division of State
Treasurer’s Office, Davenport & Company, Willdan Financial Services, as well as the bond rating process in 2018.
Willdan also reviewed the town’s budget and financial condition again in 2019. As mentioned earlier, we will be going
through another similar and intensive round of review over the next year to develop a financial capital plan to address
the significant water and wastewater collection system needs identified by the utilities director.
Financial Benchmarks
Each year the UNC School of Government and Environmental Finance Center publish dashboards for each local
government water and sewer system in North Carolina. The information below was published early in 2021 but comes
from each unit’s June 30, 2020 (FY20) Comprehensive Annual Financial Report. The water and sewer fund is doing well,
but there are a few areas of weakness, such as the frequently mentioned fact that we are underfunding depreciation (i.e.,
not spending enough to maintain and replace system assets), the debt level is high, receivables needs improvement, and
our operating ratio including depreciation is into the “green” area, but not too far.
It’s important to note that a freeze was put on many expenses in the last half of FY20 and FY21, such as delaying capital
spending, not filling vacant positions or new ones that were approved in the budget. Therefore, this will make many
metrics look more favorable than they are. Expense levels and surpluses will likely also look artificially positive in the FY20
and upcoming FY21 reports. So, it’s important to take this information “with a grain of salt.” While the table below lists
water, the financial metrics represent the entire water and sewer fund.
3
Hillsborough’s FY20 operating ratio was 1.34 (including depreciation) and is solid. Very healthy systems exceed 2.0.
Only 51% of North Carolina systems meet the break-even threshold of 1.0 when depreciation is included. Even more
concerning is that only 19% of systems in N.C. have an operating ratio of above 1.2 when deprecation is taken into
consideration. Thus, an alarming number of North Carolina water/sewer systems are in distress.
Debt service coverage ratio is 2.2. Bond rating agency Fitch classified coverage ratio into three categories:
• Stronger: 2.5X or greater
• Mid-range: 2.0X
• Weaker: 1.5X
Hillsborough is rated as a mid-range AA-rated unit. That means we didn’t just barely get into the AA rating, nor are we
just one step away from AAA. Thus, being at or above 2.0 for total debt service coverage ratio is where we should be.
Again, remember that many expenses were frozen in FY20 and FY21 that may be making this number look better than
it really is. The table below show projected coverage ratios for the FY22-24 period. Keep in mind there are still
significant unfunded needs that will put further pressure on the budget and the fund’s financial metric.
Debt Service Coverage
Total Debt
FY21
Estimate FY22 FY23 FY24
Ratio 2.55 1.67 1.96 2.02
Days of Cash on Hand (at 660). This is also in line with where we should be as a mid-grade AA rated unit. While this
may seem high, with the needle pegged at the end on the dashboard below, here is some info from Fitch regarding
median levels of reserves:
• AAA rated – 692 days
• AA rated – 572
• A rated – 311
A rated is not considered that strong. As a mid-level AA, we should be about half-way between AA and AAA. Leaning
closer to the AAA level we appear to be above average for our rating, which is where we want to be. Ideally, we’d be
a high AA. Again, our numbers may also appear artificially high due to the spending freezes and we know we’ll likely
be spending significant cash from System Development Fees, possibly some savings, and other sources to address the
significant capital and maintenance needs identified by the utilities director. More outside guidance on why reserves
are important. https://www.raftelis.com/insight/cash-reserves-can-help-utility/
Proposed Rate Increase Connection with Benchmarks
The fund appears to be in line with where it should be in areas like operating and debt coverage ratios, days of cash on
hand, but clearly behind in depreciation (amount of money spent on asset maintenance), and there are clearly significant
unfunded needs not taken into account in these future calculations. This supports the recommendation to increase
revenues via a rate increase. Again, part of the financial plan will likely include spending large amounts from the capital
reserve funds. Bond rating agencies and prospective bond buyers look at a key factor called “governance” which relates
to the unit’s and governing board’s willingness to manage their finances and follow through on financial plans - this
includes raising rates. The financial plan submitted for the Series 2018 Revenue Bonds projected the town would raise
rates five percent per year for three years. The first-year increase was higher than this (at 9.25% for water and 7.5% for
sewer), as recommended by the WSAC and adopted by the town board. The second-year increases were slightly less at
5%. There was no third year increase due to COVID-19. Thus, the town is still short of following through on what it planned
to do to fund the Series 2018 and 2020 bonds. While pausing the year three increases will likely be understandable, it’s
4
important we follow through in a way that can be justified when questioned about these decisions moving forward,
especially since the town will likely be pursuing revenue bond issuances soon.
Out-of-town rates
• Out-of-town rates are very high. A strategy should be developed regarding how to address the issue.
• It’s complicated as there are several competing factors that must be considered.
o Many developers and subsequently the citizens living in these developments over the years chose to not request
annexation to avoid paying taxes. Other developments are adjacent and considered part of town but not in the
town limits. Many of these residents live far closer to the core of town than many in-town residents, thus use
and benefit from municipal services like roads, parks, and police protection without having to pay property taxes.
There are other town services they indirectly benefit from as well. Charging high rates to out-of-town customers
has been cited over the years as a way to recoup some of those costs incurred by town. Additionally,
approximately 50% of our infrastructure is in out of town areas, causing more travel by staff, more pumping
stations to get water out to them and wastewater back to our treatment plant.
Annexation in some of these cases is a way to address this inequity. Residents then benefit from lower water and
sewer rates, also no longer pay the fire district tax, may receive town solid waste collection services if in a single-
family residence, possibly street, stormwater, and streetlight maintenance. Several analyses have been done that
showed that in the past some neighborhoods would see their overall costs reduced, such as Wildwood. Other
neighborhoods that have very high home values, such as Churton Grove was found to be far less expensive to
remain outside the town limits. Town staff occasionally has discussions with neighborhoods that approach the
town interested in getting annexed to gain municipal services and lower water/sewer rates, but no area has yet
to request annexation. The change in annexation statutes makes this more difficult now as it requires a major
vote of the residents. Having developments that already have sewer and already adjacent to the town limits
annexed into town would address the high out-of-town rate issues for a significant number of residents, such as
Wildwood, The Heritage Apartments, Cedar Creek Condos, and others.
o Many out-of-town customers are “water only.” Thus, they are not having to pay for the more expensive sewer
cost. While still expensive, this does limit the cost burden compared to out-of-town residents that have both
services.
o Options for future rate increases: consider lower rate increases for out-of-town customers. One reason for
considering these options is the cost impact when rates increase is almost twice that of in-town customers. And,
the amounts of those bills are already extremely high for out of town customers.
Hypothetically, if in-town rates increased 4.0% in a year, the out-of-town rate could be set at 2.0%. This means
the cost impact would be roughly the same in dollars as in-town residents.
Another related option would be to consider not raising out-of-town rates for a year or period and only raising
the in-town rates if/when additional revenue is needed.
Either of the two options above or a combination over time would have the effect of lowering the out-of-town
multiplier from the current 195% (or almost double over in-town rates) and mitigating future financial impacts
on the out of town customers. Rate setting and structure is a major policy decision for all governing boards,
as well as the Water & Sewer Advisory Committee. This can become a complicated and time-consuming
debate or small simple changes can easily be made to make improvements in this area.
5
Minimum Usage
The town board has received emails from customers over the past two weeks regarding concerns about the town’s
minimum usage. More specifically, those customers often use less than the minimum charge for 2,500 gallons and object
to paying for water or sewer service they do not use.
Water & sewer utilities charge either using a base rate or volumetric approach. The base charge approach means
customers get charged a flat amount each month for those fixed costs that still must be paid for even if the customer
doesn’t use any water or sewer. This includes costs for making the water and sewer service available, such as debt
payments on the treatment plants or other system improvements. The calculations are complex and are usually generated
after an analysis by consultants with expertise in this area. Thus, the customer is charged the base rate plus the actual
water/sewer they used. Overall, this is the most equitable way to charge for water and sewer. This is the approach the
City of Durham and OWASA use.
The volumetric approach is where a unit sets a minimum usage instead of a base rate to capture these fixed costs that all
customers need to help pay for. Of course, the level of the base rate is important since it can result in certain usage groups
being over or undercharged. For instance, if the minimum charge was 500 gallons per month, then customers using small
amounts of water would not be paying their fair share. If the base rate was 5,000 gallons per month the opposite would
be true and low volume users would be subsidizing higher volume users.
Using the analogy of paying for a car, just because one doesn’t drive the car much, they still pay the same price for its
purchase, tags, title, registration, insurance, and maintenance. One still needs gas or electricity, yet this amount may vary
with how much the car is used. This is like our rates - everybody pays for the production, conveyance and treatment of
water, an essential need. The water and sewer fund still needs employees to operate the systems, equipment, and
vehicles. There are regulatory requirements to meet and maintenance needs regardless if one gallon of water or 580
million gallons is produced per year.
In North Carolina 54% of water systems use the same approach as Hillsborough, the other 46% use Durham and OWASA’s
approach, so the approaches are split about evenly. Each approach has pros and cons. Hillsborough’s minimum usage was
3,000 per month. A four-year process recommended by the Town’s Water & Sewer Advisory Committee to lower it to
2,500 was completed in 2016. The most typical minimum monthly usage amounts by utility systems are 2,000 and 3,000
per month, thus Hillsborough’s is in the middle. There’s more detail at the town’s website at this
link: https://assets.hillsboroughnc.gov/media/documents/public/understanding-the-minimum-usage-charge.pdf
If the board and/or WSAC is interested in considering a further change to the current minimum rate there are several
options. Lowering the minimum rate significantly (such as decreasing it another 500 gallons, as was completed a few years
ago) or making the bigger transition to a base charge has significant financial implications in terms of lost revenue. Thus,
before making a major change the town board would want to ask the Water & Sewer Advisory Committee to look further
into this matter and generate options. The town would likely need to hire a consultant to assist with this task, especially
if changing to a base rate is considered.
A less expensive, simpler, and possibly more expedient option would be to consider lowering the minimum rate by 100
gallons per year until reaching the 2,000 gallon per month level, which is the most common standard amongst
municipalities using the volumetric approach. This is essentially how the change was made several years ago. Dropping it
by only 100 gallons per year limits financial impact on the fund, makes it easier for staff to project revenues, and avoids
having to pay consultants to do an expensive analysis. If the minimum was dropped to 2,400 gallons for FY22, it would
take four years to reach the 2,000-gallon level. There are other variants that could be considered such as drop in by 125
gallons per year takes another year off the implementation time. Or, do as was done in the last minimum rate adjustment:
drop it 200 gallons the first year, then 100 each year until the new level is met. Even if action was taken today to lower
the minimum monthly charge there will still be complaints wanting the rate to go even lower. There is also the challenge
of making 16,000+ people on the water system aware of fixed costs, plus new customers connect each year, and the
perception of paying for water that’s not used regardless of what the minimum rate level is.
6
As mentioned earlier, the base rate is the most equitable approach. It is also the easiest to explain to customers, thereby
reducing frustration, and time wasted continually having the same debates every few years. The biggest downside and
primary reason so many systems choose not to use the base rate is that it’s the most expensive to implement due to the
analyses involved. Not only does an analysis have to be performed the first time to make the change, it must be updated
every on a frequent basis (likely every three to five years) to ensure it accurately reflects the costs of making water and
sewer service available to each connection point, even if the customer does not use any water. The ongoing expense and
management of the base rate is the reason over half of systems choose to go with a minimum usage approach.
Next Steps
While several options are identified above, they do not indicate a preference nor recommendations by town staff. These
are simply options to help facilitate deliberations and assist in the review of these topics. As with many other billing issues,
there is not a right or wrong practice as each policy affects customers differently. As discussed above, each practice has
its positive and negative points. This is reflected in the wide variety of ways systems charge for water and sewer service
across the country.
As this is a major policy issue, receiving guidance, options, or recommendations from the Water & Sewer Advisory
Committee on this topic would be helpful – their next meeting is not until August. Due to the challenges of COVID and the
timing of this year’s budget, the WSAC has not yet had a chance to weigh in on these issues. The WSAC spent about one
year prior to COVID taking an intense look at a wide array of billing options, as well as their financial implications on the
fund. Thus, they were likely planning to take this issue up once in person meetings resume.
As a reminder, the WSAC had multiple meetings with staff from the UNC Environmental Finance Center and looking at
rate models to explore various approaches to billing. Dr. Martin Doyle, Director of the Water Policy Program at Duke
University’s Nicholas Institute for Environmental Policy Solutions also offered his assistance to the WSAC in looking at
these issues, especially from an equity lens, so that is another resource that’s available to the town on this topic.
BUDGET ORDINANCE
FISCAL YEAR 2021‐22 BUDGET ORDINANCE
TOWN OF HILLSBOROUGH
Be it ordained by the Board of Commissioners of
the Town of Hillsborough, North Carolina:
SECTION I. GENERAL FUND:
It is estimated that the following revenues will be
available in the General Fund for the fiscal year
beginning July 1, 2021 and ending June 30, 2022:
Current & Prior Year Property Taxes $ 8,443,000
Local Option Sales Tax 1,774,500
Licenses, Permits and Fees 110,600
Intergovernmental Revenue 1,342,000
Other 64,920
Investment Earnings 2,000
Transfers 60,000
Debt Issuance Proceeds 974,000
Fund Balance Appropriation 586,959
$ 13,357,979
The following amounts are hereby appropriated in
the General Fund for the operation of the Town
Government and its activities for the fiscal year
beginning July 1, 2021 and ending June 30, 2022 in
accordance with the Chart of Accounts heretofore
established for the Town of Hillsborough:
Governing Body $ 143,533
Administration 804,129
Accounting 291,216
Planning 567,410
Town Hall Campus 196,216
Public Space 1,187,307
Safety & Risk Management 113,906
Information Services 473,179
Police 3,628,533
Fire Protection 1,559,323
Fleet Maintenance 367,100
Streets 1,302,382
Solid Waste 1,271,307
Cemetery 11,100
Economic Development 512,168
Special Appropriations 529,170
Contingency 400,000
$13,357,979
SECTION II. WATER & SEWER FUND:
It is estimated that the following revenues will be
available in the Water and Sewer Fund for the fiscal
year beginning July 1, 2021 and ending June 30, 2022:
Licenses, Permits, and Fees $10,522,500
Other 10,000
Investment Earnings 520
Transfers 230,000
Retained Earnings Appropriated 728,039
$11,491,059
The following amounts are hereby appropriated in
the Water and Sewer Fund for the operation of the
water and sewer utilities for the fiscal year beginning
July 1, 2021, and ending June 30, 2022 in accordance
with the Chart of Accounts heretofore established
for the Town of Hillsborough:
Administration of Enterprise $ 2,373,125
Utilities Administration 568,492
Billing & Collections 773,450
Water Treatment Plant 1,223,249
West Fork Eno Reservoir 898,629
Water Distribution 1,231,191
Wastewater Collection 1,794,697
Wastewater Treatment Plant 2,228,226
Contingency 400,000
$11,491,059
SECTION III. STORMWATER FUND:
It is estimated that the following revenues will be
available in the Stormwater Fund for the fiscal year
beginning July 1, 2021 and ending June 30, 2022:
Licenses, Permits, and Fees $ 696,500
Retained Earnings Appropriated (40,778)
$ 655,722
The following amounts are hereby appropriated in
the Stormwater Fund for the operation of the
stormwater utilities for the fiscal year beginning July
1, 2020, and ending June 30, 2021 in accordance with
the Chart of Accounts heretofore established for the
Town of Hillsborough:
Stormwater $ 668,051
$ 668,051
SECTION IV. TAX RATE:
There is hereby levied a tax of $0.567 per one
hundred dollars ($100) valuation of property as
listed for taxes as of January 1, 2021, for the purpose
of raising the revenue listed as “Property Taxes” in
the General Fund in Section I of the ordinance. The
revenue neutral tax rate is $0.567.
This tax rate is based on an estimated total valuation
of real and personal property (excluding
motor vehicles) for the purposes of taxation of
$1,407,407,000 and an estimated rate of collection
of 97.00% and an estimated total valuation of motor
vehicles of $91,050,000 and an estimated rate of
collection of 97.00%.
SECTION V. FEES, RATES AND CHARGES:
There is hereby maintained a Fees, Rates and
Charges Schedule for the purpose of raising revenue
listed in the General Fund, Water & Sewer Fund, and
Stormwater Fund, Sections I, II & III of this ordinance.
See the Fees, Rates and Charges Schedule for a
detailed listing.
SECTION VI. RECYCLING:
Orange County is hereby authorized to collect and
administer a fee established for the purpose of
providing recycling services within the Town limits.
SECTION X. BUDGET ORDINANCE:
Copies of this Budget Ordinance shall be filed with
the finance officer, budget officer and the clerk of
the governing board of this town.
Adopted this 28th day of June, 2021.
NORTH CAROLINA
ORANGE COUNTY
I, Sarah Kimrey, Interim Town Clerk, hereby certify
that the foregoing is a true and accurate copy of the
2021‐22 Budget Ordinance which will be recorded in
the Town of Hillsborough Minute Book.
IN WITNESS WHEREOF, I have hereunto set my hand
and have caused the official corporate seal of said
Town to be affixed, this the 28th day of June, 2021.
___________________________
Jenn Weaver, Mayor
___________________________
Sarah Kimrey, Interim Town Clerk
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 773,559 699,669 804,129 780,586 797,590
% 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 267,702 235,686 291,216 269,883 272,448
% Change ‐30.9%‐12.0% 23.6%‐7.3% 1.0%
Planning 448,043 465,951 567,410 482,080 486,667
% Change 7.2% 4.0% 21.8%‐15.0% 1.0%
Town Hall Campus 103,768 175,806 196,216 197,646 186,219
% Change 719.0% 69.4% 11.6% 0.7%‐5.8%
Public Space 802,996 725,753 1,187,307 1,162,398 1,153,249
% Change 10.2%‐9.6% 63.6%‐2.1%‐0.8%
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 3,628,533 3,531,586 3,574,901
% Change 44.2%‐10.5% 362.6%‐2.7% 1.2%
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 354,210 343,030 367,100 429,497 311,285
% Change 46.6%‐3.2% 7.0% 17.0%‐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 258,127 263,474 529,170 664,775 820,393
% Change ‐65.5% 2.1% 100.8% 25.6% 23.4%
TOTAL EXPENDITURES 10,402,130 10,472,359 13,357,979 12,480,277 12,751,759
% Change 54.7% 0.7% 27.6%‐6.6% 2.2%
Surplus / (Deficit) at Current Tax Rate 766,249 1,114,322 (586,959) (580,857) (805,139)
Surplus / (Deficit) w/Tax Rate Increase 766,249 1,114,322 (586,959) (580,857) (805,139)
Tax Rate 1 0.62 0.62 0.567 0.567 0.567
Fund Balance Appropriation needed to Balance Budget 0 0 586,959 580,857 805,139
Available Fund Balance Remaining 4,126,361 5,240,683 4,653,724 4,072,866 3,267,727
Fund Balance as % of Operating Expenditures 40% 50% 35% 33% 26%
* 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.
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%
Federal ‐ STP‐BG 0 0 60,000 0060,000 0.0%Parking Study ‐ MPO funds
Intergovernmental Revenue Total 1,364,796 1,329,410 1,342,000 1,282,000 1,282,000 12,590 0.9%
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 32,500 25,000 25,000 (43,500)‐57.2%
Miscellaneous 76,000 25,000 25,000 25,000
Parking Study Reimb. ‐ Tourism Board 0 3,750 0 0 25% of Town's match
Parking Study Reimb. ‐ TDA 0 3,750 00 25% of Town's match
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 64,920 57,420 57,420 (44,336)‐40.6%
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)586,959 580,857 805,139 1,701,281 ‐152.7%
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) 586,959 580,857 805,139 1,550,006 ‐160.9%
General Fund Total 11,168,378$ 10,472,359$ 13,357,979$ 12,480,277$ 12,751,759$ 2,885,620 27.6%
% Change 11.4%‐6.2% 27.6%‐6.6% 2.2%
FINANCIAL SUMMARY ‐ WATER & SEWER FUND
FY20 FY21 FY22 FY23 FY24
Budget Unit Actual Estimate Budget Projected Projected
Disaster Relief 15,538 22,744 0 0 0
% Change 0% 46.4%‐100.0% 0.0% 0.0%
Administration of Enterprise 1,941,001 2,386,741 2,373,125 2,370,556 2,387,247
% Change ‐53.9% 23.0%‐0.6%‐0.1% 0.7%
Utilities Administration 426,730 587,891 568,492 518,959 524,328
% Change 2.4% 37.8%‐3.3%‐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 1,163,484 1,223,249 1,317,016 1,404,465
% Change 6.6% 1.5% 5.1% 7.7% 6.6%
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 1,231,191 1,225,185 1,163,823
% Change ‐32.0% 99.3%‐29.7%‐0.5%‐5.0%
Wastewater Collection 1,070,755 1,567,137 1,794,697 1,477,435 1,679,428
% Change ‐24.9% 46.4% 14.5%‐17.7% 13.7%
Wastewater Treatment Plant 2,118,740 2,209,059 2,228,226 2,291,933 2,287,193
% Change ‐6.1% 4.3% 0.9% 2.9%‐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$ 11,331,236$ 11,491,059$ 11,240,932$ 11,491,717$
% Change ‐27.1% 30.2% 1.4%‐2.2% 2.2%
Surplus / (Deficit) at Current Rate 2,530,504 547,602 (1,051,039) (880,912) (1,281,697)
Surplus / (Deficit) w/ Rate Increase 2,530,504 547,602 (728,039)$ (170,912)$ (116,697)$
Retained Earnings Appropriation needed to Balance Budget 0 0 728,039 170,912 116,697
Available Retained Earnings Remaining 6,872,172 7,419,774 6,691,735$ 6,520,823$ 6,404,126$
Retained Earnings as a percentage of Op. Expenditures1 79% 65% 58% 58% 56%
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.
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% increa
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 140,201 196,971 175,000 175,000 175,000 (21,971)‐11.2%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 10,739,554 10,522,500 10,909,500 11,364,500 (217,054)‐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%
Insurance Proceeds 0 49,360 0 0 0 (49,360)‐100.0%
Other Rev. / Non‐Op. Total 60,332 39,360 10,000 10,000 10,000 (29,360)‐74.6%
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%$2,964,453 available as of June 30, 2019
WWTP Expansion/Upgrade 0 0 0 0
Infrastructure Rehab/Replc 0 0 0 0
River Pump Station 200,000 200,000 0 0 FY21 ‐ Design; FY22 ‐ Land Acquisition
WWTP Debt Payments 0 000
S. Churton/Orange Grove Line Reloc. 0 000
Transfer from Cap Proj Fund ‐ Reservoir 00 0000 0.0%
Transfer from Cap Proj Fund ‐ Fathom 00 0000 0.0%
Transfer from Cap Proj Fund ‐ N. Campus 10,822 0 0 0 0 0 0.0%
Transfers Total 457,957 1,099,404 230,000 150,000 0 (869,404)‐79.1%
Debt Issuance
Debt Issuance Proceeds 00 0000 0.0%
N Campus 0 000
WFER Ph 2 0 000 FY19 ‐ Reimburse for pre‐paid expenses
Debt Issuance Total 00 0000 0.0%
Retained Earnings
Perpetual Maint. Fee Appropriated 0 0 0 0 0 0 0.0%FY21 ‐ Sewer Pump Station Generators
Retained Earnings Appropriated 0 (547,602) 728,039 170,912 116,697 1,275,641 ‐233.0%
Retained Earnings Total 0 (547,602) 728,039 170,912 116,697 1,275,641 ‐233.0%
Water/Sewer Fund Total 11,235,769$ 11,331,236$ 11,491,059$ 11,240,932$ 11,491,717$ 159,823$ 1.4%
% Change ‐9.6% 0.8% 1.4%‐2.2% 2.2%
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 456,861 673,043 696,500 696,500 696,500
% Change ‐15.7% 47.3% 3.5% 0.0% 0.0%
TOTAL EXPENDITURES 457,416$ 674,798$ 696,500$ 696,500$ 696,500$
% Change ‐15.6% 47.5% 3.2% 0.0% 0.0%
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$ 25,452$ ‐$ ‐$ ‐$
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$ 25,452$ ‐$ ‐$ ‐$
Retained Earnings Appropr. needed to Balance Budget ‐$ ‐$ ‐$ ‐$ ‐$
Available Retained Earnings Remaining 792,264$ 817,716$ 817,716$ 817,716$ 817,716$
Retained Earnings as percentage of Op. Expenditures 1 173% 121% 117% 117% 117%
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.
STORMWATER FUND REVENUES
FY20 FY21 FY22 FY23 FY24 $%
By Account Actual Estimate Budget Projection Projection Change Change Comments
Investment Earnings
Interest Earned 0 000000.0%
Investment Earnings Total 0 000000.0%
Licenses, Permits & Fees
Stormwater Charge ‐ Prior Year 6,600 9,750 6,000 6,000 6,000 (3,750)‐38.5%
Stormwater Charge 656,900 690,000 690,000 690,000 690,000 00.0%
Stormwater Plan Review Fee 2,700 500 500 500 500 00.0%
Licenses, Permits & Fees Total 666,200 700,250 696,500 696,500 696,500 (3,750)‐0.5%
Other Revenue/Non‐Operating
Miscellaneous 0 000000.0%
Other Rev./Non‐Op. Total 0 000000.0%
Transfers
Transfer from Cap Res ‐ Stormwater 0 000000.0%
Transfers Total 0 000000.0%
Retained Earnings
Retained Earnings Appropriated 0 (25,452) 0 0 0 25,452 ‐100.0%
Retained Earnings Total 0 (25,452) 0 0 0 25,452 ‐100.0%
Stormwater Fund Total 666,200$ 674,798$ 696,500$ 696,500$ 696,500$ 21,702$ 3.2%
% Change 1.1% 1.3% 3.2% 0.0% 0.0%
BUDGET ORDINANCE
FISCAL YEAR 2021‐22 BUDGET ORDINANCE
TOWN OF HILLSBOROUGH
Be it ordained by the Board of Commissioners of
the Town of Hillsborough, North Carolina:
SECTION I. GENERAL FUND:
It is estimated that the following revenues will be
available in the General Fund for the fiscal year
beginning July 1, 2021 and ending June 30, 2022:
Current & Prior Year Property Taxes $ 8,733,000
Local Option Sales Tax 1,774,500
Licenses, Permits and Fees 110,600
Intergovernmental Revenue 1,342,000
Other 64,920
Investment Earnings 2,000
Transfers 60,000
Debt Issuance Proceeds 974,000
Fund Balance Appropriation 296,959
$ 13,357,979
The following amounts are hereby appropriated in
the General Fund for the operation of the Town
Government and its activities for the fiscal year
beginning July 1, 2021 and ending June 30, 2022 in
accordance with the Chart of Accounts heretofore
established for the Town of Hillsborough:
Governing Body $ 143,533
Administration 804,129
Accounting 291,216
Planning 567,410
Town Hall Campus 196,216
Public Space 1,187,307
Safety & Risk Management 113,906
Information Services 473,179
Police 3,628,533
Fire Protection 1,559,323
Fleet Maintenance 367,100
Streets 1,302,382
Solid Waste 1,271,307
Cemetery 11,100
Economic Development 512,168
Special Appropriations 529,170
Contingency 400,000
$13,357,979
SECTION II. WATER & SEWER FUND:
It is estimated that the following revenues will be
available in the Water and Sewer Fund for the fiscal
year beginning July 1, 2021 and ending June 30, 2022:
Licenses, Permits, and Fees $10,522,500
Other 10,000
Investment Earnings 520
Transfers 230,000
Retained Earnings Appropriated 728,039
$11,491,059
The following amounts are hereby appropriated in
the Water and Sewer Fund for the operation of the
water and sewer utilities for the fiscal year beginning
July 1, 2021, and ending June 30, 2022 in accordance
with the Chart of Accounts heretofore established
for the Town of Hillsborough:
Administration of Enterprise $ 2,373,125
Utilities Administration 568,492
Billing & Collections 773,450
Water Treatment Plant 1,223,249
West Fork Eno Reservoir 898,629
Water Distribution 1,231,191
Wastewater Collection 1,794,697
Wastewater Treatment Plant 2,228,226
Contingency 400,000
$11,491,059
SECTION III. STORMWATER FUND:
It is estimated that the following revenues will be
available in the Stormwater Fund for the fiscal year
beginning July 1, 2021 and ending June 30, 2022:
Licenses, Permits, and Fees $ 696,500
Retained Earnings Appropriated (40,778)
$ 655,722
The following amounts are hereby appropriated in
the Stormwater Fund for the operation of the
stormwater utilities for the fiscal year beginning July
1, 2020, and ending June 30, 2021 in accordance with
the Chart of Accounts heretofore established for the
Town of Hillsborough:
Stormwater $ 668,051
$ 668,051
SECTION IV. TAX RATE:
There is hereby levied a tax of $0.587 per one
hundred dollars ($100) valuation of property as
listed for taxes as of January 1, 2021, for the purpose
of raising the revenue listed as “Property Taxes” in
the General Fund in Section I of the ordinance. The
revenue neutral tax rate is $0.567.
This tax rate is based on an estimated total valuation
of real and personal property (excluding
motor vehicles) for the purposes of taxation of
$1,407,407,000 and an estimated rate of collection
of 97.00% and an estimated total valuation of motor
vehicles of $91,050,000 and an estimated rate of
collection of 97.00%.
SECTION V. FEES, RATES AND CHARGES:
There is hereby maintained a Fees, Rates and
Charges Schedule for the purpose of raising revenue
listed in the General Fund, Water & Sewer Fund, and
Stormwater Fund, Sections I, II & III of this ordinance.
See the Fees, Rates and Charges Schedule for a
detailed listing.
SECTION VI. RECYCLING:
Orange County is hereby authorized to collect and
administer a fee established for the purpose of
providing recycling services within the Town limits.
SECTION X. BUDGET ORDINANCE:
Copies of this Budget Ordinance shall be filed with
the finance officer, budget officer and the clerk of
the governing board of this town.
Adopted this 28th day of June, 2021.
NORTH CAROLINA
ORANGE COUNTY
I, Sarah Kimrey, Interim Town Clerk, hereby certify
that the foregoing is a true and accurate copy of the
2021‐22 Budget Ordinance which will be recorded in
the Town of Hillsborough Minute Book.
IN WITNESS WHEREOF, I have hereunto set my hand
and have caused the official corporate seal of said
Town to be affixed, this the 28th day of June, 2021.
___________________________
Jenn Weaver, Mayor
___________________________
Sarah Kimrey, Interim Town Clerk
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 773,559 699,669 804,129 780,586 797,590
% 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 267,702 235,686 291,216 269,883 272,448
% Change ‐30.9%‐12.0% 23.6%‐7.3% 1.0%
Planning 448,043 465,951 567,410 482,080 486,667
% Change 7.2% 4.0% 21.8%‐15.0% 1.0%
Town Hall Campus 103,768 175,806 196,216 197,646 186,219
% Change 719.0% 69.4% 11.6% 0.7%‐5.8%
Public Space 802,996 725,753 1,187,307 1,162,398 1,153,249
% Change 10.2%‐9.6% 63.6%‐2.1%‐0.8%
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 3,628,533 3,531,586 3,574,901
% Change 44.2%‐10.5% 362.6%‐2.7% 1.2%
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 354,210 343,030 367,100 429,497 311,285
% Change 46.6%‐3.2% 7.0% 17.0%‐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 258,127 263,474 529,170 664,775 820,393
% Change ‐65.5% 2.1% 100.8% 25.6% 23.4%
TOTAL EXPENDITURES 10,402,130 10,472,359 13,357,979 12,480,277 12,751,759
% Change 54.7% 0.7% 27.6%‐6.6% 2.2%
Surplus / (Deficit) at Current Tax Rate 766,249 1,114,322 (586,959) (580,857) (805,139)
Surplus / (Deficit) w/Tax Rate Increase 766,249 1,114,322 (296,959) (282,857) (506,139)
Tax Rate 1 0.62 0.62 0.587 0.587 0.587
Fund Balance Appropriation needed to Balance Budget 0 0 296,959 282,857 506,139
Available Fund Balance Remaining 4,126,361 5,240,683 4,943,724 4,660,866 4,154,727
Fund Balance as % of Operating Expenditures 40% 50% 37% 37% 33%
* 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.
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 8,013,000 8,210,000 8,210,000 913,000 12.9%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 675,778 635,000 662,000 673,000 684,000 27,000 4.3%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 8,733,000 8,941,000 8,952,000 913,000 11.7%
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%
Federal ‐ STP‐BG 0 0 60,000 0060,000 0.0%Parking Study ‐ MPO funds
Intergovernmental Revenue Total 1,364,796 1,329,410 1,342,000 1,282,000 1,282,000 12,590 0.9%
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 32,500 25,000 25,000 (43,500)‐57.2%
Miscellaneous 76,000 25,000 25,000 25,000
Parking Study Reimb. ‐ Tourism Board 0 3,750 0 0 25% of Town's match
Parking Study Reimb. ‐ TDA 0 3,750 00 25% of Town's match
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 64,920 57,420 57,420 (44,336)‐40.6%
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)296,959 282,857 506,139 1,411,281 ‐126.6%
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) 296,959 282,857 506,139 1,260,006 ‐130.8%
General Fund Total 11,168,378$ 10,472,359$ 13,357,979$ 12,480,277$ 12,751,759$ 2,885,620 27.6%
% Change 11.4%‐6.2% 27.6%‐6.6% 2.2%
FINANCIAL SUMMARY ‐ WATER & SEWER FUND
FY20 FY21 FY22 FY23 FY24
Budget Unit Actual Estimate Budget Projected Projected
Disaster Relief 15,538 22,744 0 0 0
% Change 0% 46.4%‐100.0% 0.0% 0.0%
Administration of Enterprise 1,941,001 2,386,741 2,373,125 2,370,556 2,387,247
% Change ‐53.9% 23.0%‐0.6%‐0.1% 0.7%
Utilities Administration 426,730 587,891 568,492 518,959 524,328
% Change 2.4% 37.8%‐3.3%‐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 1,163,484 1,223,249 1,317,016 1,404,465
% Change 6.6% 1.5% 5.1% 7.7% 6.6%
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 1,231,191 1,225,185 1,163,823
% Change ‐32.0% 99.3%‐29.7%‐0.5%‐5.0%
Wastewater Collection 1,070,755 1,567,137 1,794,697 1,477,435 1,679,428
% Change ‐24.9% 46.4% 14.5%‐17.7% 13.7%
Wastewater Treatment Plant 2,118,740 2,209,059 2,228,226 2,291,933 2,287,193
% Change ‐6.1% 4.3% 0.9% 2.9%‐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$ 11,331,236$ 11,491,059$ 11,240,932$ 11,491,717$
% Change ‐27.1% 30.2% 1.4%‐2.2% 2.2%
Surplus / (Deficit) at Current Rate 2,530,504 547,602 (1,051,039) (880,912) (1,281,697)
Surplus / (Deficit) w/ Rate Increase 2,530,504 547,602 (728,039)$ (170,912)$ (116,697)$
Retained Earnings Appropriation needed to Balance Budget 0 0 728,039 170,912 116,697
Available Retained Earnings Remaining 6,872,172 7,419,774 6,691,735$ 6,520,823$ 6,404,126$
Retained Earnings as a percentage of Op. Expenditures1 79% 65% 58% 58% 56%
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.
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% increa
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 140,201 196,971 175,000 175,000 175,000 (21,971)‐11.2%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 10,739,554 10,522,500 10,909,500 11,364,500 (217,054)‐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%
Insurance Proceeds 0 49,360 0 0 0 (49,360)‐100.0%
Other Rev. / Non‐Op. Total 60,332 39,360 10,000 10,000 10,000 (29,360)‐74.6%
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%$2,964,453 available as of June 30, 2019
WWTP Expansion/Upgrade 0 0 0 0
Infrastructure Rehab/Replc 0 0 0 0
River Pump Station 200,000 200,000 0 0 FY21 ‐ Design; FY22 ‐ Land Acquisition
WWTP Debt Payments 0 000
S. Churton/Orange Grove Line Reloc. 0 000
Transfer from Cap Proj Fund ‐ Reservoir 00 0000 0.0%
Transfer from Cap Proj Fund ‐ Fathom 00 0000 0.0%
Transfer from Cap Proj Fund ‐ N. Campus 10,822 0 0 0 0 0 0.0%
Transfers Total 457,957 1,099,404 230,000 150,000 0 (869,404)‐79.1%
Debt Issuance
Debt Issuance Proceeds 00 0000 0.0%
N Campus 0 000
WFER Ph 2 0 000 FY19 ‐ Reimburse for pre‐paid expenses
Debt Issuance Total 00 0000 0.0%
Retained Earnings
Perpetual Maint. Fee Appropriated 0 0 0 0 0 0 0.0%FY21 ‐ Sewer Pump Station Generators
Retained Earnings Appropriated 0 (547,602) 728,039 170,912 116,697 1,275,641 ‐233.0%
Retained Earnings Total 0 (547,602) 728,039 170,912 116,697 1,275,641 ‐233.0%
Water/Sewer Fund Total 11,235,769$ 11,331,236$ 11,491,059$ 11,240,932$ 11,491,717$ 159,823$ 1.4%
% Change ‐9.6% 0.8% 1.4%‐2.2% 2.2%
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 456,861 673,043 696,500 696,500 696,500
% Change ‐15.7% 47.3% 3.5% 0.0% 0.0%
TOTAL EXPENDITURES 457,416$ 674,798$ 696,500$ 696,500$ 696,500$
% Change ‐15.6% 47.5% 3.2% 0.0% 0.0%
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$ 25,452$ ‐$ ‐$ ‐$
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$ 25,452$ ‐$ ‐$ ‐$
Retained Earnings Appropr. needed to Balance Budget ‐$ ‐$ ‐$ ‐$ ‐$
Available Retained Earnings Remaining 792,264$ 817,716$ 817,716$ 817,716$ 817,716$
Retained Earnings as percentage of Op. Expenditures 1 173% 121% 117% 117% 117%
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.
STORMWATER FUND REVENUES
FY20 FY21 FY22 FY23 FY24 $%
By Account Actual Estimate Budget Projection Projection Change Change Comments
Investment Earnings
Interest Earned 0 000000.0%
Investment Earnings Total 0 000000.0%
Licenses, Permits & Fees
Stormwater Charge ‐ Prior Year 6,600 9,750 6,000 6,000 6,000 (3,750)‐38.5%
Stormwater Charge 656,900 690,000 690,000 690,000 690,000 00.0%
Stormwater Plan Review Fee 2,700 500 500 500 500 00.0%
Licenses, Permits & Fees Total 666,200 700,250 696,500 696,500 696,500 (3,750)‐0.5%
Other Revenue/Non‐Operating
Miscellaneous 0 000000.0%
Other Rev./Non‐Op. Total 0 000000.0%
Transfers
Transfer from Cap Res ‐ Stormwater 0 000000.0%
Transfers Total 0 000000.0%
Retained Earnings
Retained Earnings Appropriated 0 (25,452) 0 0 0 25,452 ‐100.0%
Retained Earnings Total 0 (25,452) 0 0 0 25,452 ‐100.0%
Stormwater Fund Total 666,200$ 674,798$ 696,500$ 696,500$ 696,500$ 21,702$ 3.2%
% Change 1.1% 1.3% 3.2% 0.0% 0.0%
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$
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
FINANCE
FOOD & BEVERAGE
Food & Beverage Tax (failure to pay) Fine not to exceed $500.00
Single‐Day Pre‐Paid Food & Beverage Fee 15.00$
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 $10.00 of unwrapped coins
submitted for payment of the utility bill.
Mobile Food Vendor Permit Fee1 50.00$
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
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$
APPLICATIONS FOR REVIEW
Future Land Use Plan or Comprehensive Plan Amendment 300.00$
Unified Development Ordinance Text Amendment 300.00$
Rezoning to Conditional district the greater of $2000 or $200 per acre
Rezoning to general purpose or overlay district the greater of $500 or $50 per acre
Special Use Permit the greater of $1000 or $200 per acre
SUP Modification Requiring Public Hearing 500.00$
SUP 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 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
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.
1 Rezoning 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.
2 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.
requested by Board of Adjustment because discount discourages sidewalk construction)
Zoning Compliance Permits
Home Occupation 25.00$
Signs (New or Replacement):
Wall Mounted 40.00$
Free‐Standing 75.00$
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
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
Excessive Noise Violation Fine up to $250.00
Fire Lane Parking Violation 25.00$
Handicap Parking Violation 250.00$
No‐Through Truck Violation 50.00$
Parking Citation 10.00$
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
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 $100 COA review fee for the
standard fee will be doubled, whichever is greater. Work requiring both a COA and ZCP shall only pay the increased COA fee.
Projects constructing new local roads will also reimburse the Town for consultant fees to review road construction plans and
specifications, if needed.
1 All town produced documents and maps can be provided in electronic form (pdf, jpeg, word, or excel) at no cost if we are provided
with the media.
NOTE: The following items are all included in the "construction cost" used to determine the permit fee: grading, landscaping, site
preparation, stormwater control, utilities, paving and structures. ZCPs will be issued for "grading only" and "paving only" projects
consistent with the UDO.
Portions of town parks may be reserved for private events. Events expecting 100 or more people are reviewed as special events as
defined in the town code. If a special event requires police or public works overtime, costs of those impacts may be passed to the
applicant.
Works Supervisor and dependent on quantity, size and weight)1 50.00$ minimum
Special Brush/Vegetation Collection
Standard Collection 70.00$
Large Collection (Require use of Knuckleboom) 130.00$
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 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 $500 review fee to cover the significant
staff time spent reviewing incomplete or non‐compliant stormwater management plans.
4 Phased development projects are required to obtain a stormwater management plan approval for the entire project; as each
subsequent phase is submitted, an additonal fee will be required to ensure the phase plans comply with the overall stormwater
management plan approval.
3" meter 41,216.00$
4" meter 64,400.00$
6" meter 128,800.00$
8" meter 206,080.00$
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
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 $1,250 for service to a 1" water meter. Service to a larger meter shall be installed by a licensed utilities
contractor at the owner's/applicant's expense.
1 For a lot abutting two or more water lines, the front footage fee will be calculated on the average lengths of the sides of the lot
Commercial
5/8" or 3/4" meter 3,243.00$
1" meter 5,405.00$
1.5" meter 10,810.00$
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 $750.00 for a 4" service. Larger
services shall be installed by a licensed utilities contractor at the owner's/applicant's expense.
Fee shall be the same as the greater than 10 residential units fee except where the amount and complexity of proposed water
and sewer line construction is equivalent to a residential development of ten or less units.
1 For a lot abutting two or more sewer lines, the front footage fee will be calculated on the average lengths of the sides of the lot
abutting the lines.
WASTEWATER CONNECTION CHARGE
FY22 FY23 FY24 Comments
Revenue
Grant ‐ STP‐BG 60,000$ ‐$ ‐$ MPO funding for parking study
Miscellaneous 7,500$ ‐$ ‐$ Tourism Board and TDA share of parking study match
Total 67,500$ ‐$ ‐$
Accounting
Data Processing Services 10,000$ 3,000$ 3,000$ Debtbook debt management software
Planning
Miscellaneous 57,000$ ‐$ ‐$
Parking study amount increased to $75k. Assume only paying 20% match split
50% Planning and 25% ea Tousim Board and TDA.
Town Hall Campus
Maintenance ‐ Buildings 5,000$ ‐$ ‐$ New Sign Renaming Fairview facility
Maintenance ‐ Buildings 9,500$ 9,500$ 9,500$ Fairview facility maintenance added to Town Hall Campus budget
C.S./Alarm 500$ 500$ 500$ Fairview faciltiy alarm service added to Town Hall Campus budget
Public Space
Maintenance ‐ Buildings 4,800$ 4,800$ 4,800$ Increase park restroom cleaning from 2 to 4x/week.
Transfer to General Capital Reserve F 150,000$ 150,000$ 150,000$ Increase climate change initiative funding to $300k/yr
Police
Salaries 150,000$ 150,000$ 150,000$ Market rate adjustments
License Fees 3,000$ 3,150$ 3,307$ Cell phone data analysis software
License Fees 175$ 333$ 500$ 5% annual increase for CLEAR license
Postage 600$ 600$ 600$ Increase in number of notices sent out.
Fleet Maintenance
Maintenance ‐ Equipment 10,000$ ‐$ ‐$ Replace NC86 generator engine
Special Appropriations
Miscellaneous 82,000$ 82,000$ 82,000$ Cost of Living Adjustment (COLA); The $1,000 across the board raise effective
July 5, is to make up for there being no raises for employee performance in
FY20, as well as serve as a cost of living adjustment (COLA). Thus, any
employee who was employed with the town on or before July 1, 2020 will
receive the full $1,000. All other employees that were hired after July 1, 2020
(about 14) will receive a pro‐rated amount based on the number of days
employed in the fiscal year. For example, if an employee was hired mid‐year
(January 1, 2021) they will receive 50% of the full amount.
Miscellaneous 50,000$ 50,000$ 50,000$ Corrected formula error to include this cost it the total budget.
Miscellaneous ‐$ 35,000$ 70,000$ Future year amounts corrected.
Miscellaneous 7,500$ 7,500$ ‐$ Veteran's Memorial contribution
Community Re‐Investment 1,320$ ‐$ ‐$ Fund Hillsborough Arts Council and Exchange Club at requested level.
541,395$ 496,383$ 524,207$
Changes to the FY22 Recommended Budget
General Fund
FY22 FY23 FY24 Comments
Administration of Enterprise
Miscellaneous 40,000$ 40,000$ 40,000$ Added FY21 COLA for employees. See note in General Fund for more info.
Miscellaneous ‐$ Adjusted market rate adjustments to reflect adjustments in the out years
Utilities Administration
Overtime 2,700$ 2,700$ 2,700$ Corrected overtime from $300 to reflect projections
Dues & Subscriptions (1,700)$ (1,700)$ (1,700)$ Decreases due to updated projections
Water Treatment Plant
Maintenance ‐ Equipment 20,000$ ‐$ ‐$ Received quote for pump station monitoring, which was previously TBD
Maintenance ‐ Equipment 49,600$ ‐$ ‐$ Previously included in FY21, but not able to complete work until FY22
Telephone/Internet 960$ 960$ 960$ Internet service at the raw water pump station
Transfer to Capital Improv Fund (185,500)$ ‐$ ‐$ Removed from operating budget. Included in ARP ordinance.
C.S./Alum Sludge Removal 5,000$ ‐$ 5,000$ Quote higher than anticipated
Water Distribution
Salaries & Benefits ‐$ ‐$ ‐$ Overall W/S amount same, but updated split for utility mechanic position
Transfer to Capital Improv Fund (420,000)$ ‐$ ‐$ Removed from operating budget. Included in ARP ordinance.
Personnel Expansion ‐$ ‐$ 27,871$ Previously unfunded Utility Mechanic I position (25% Distr./75% Coll. split)
Wastewater Collection
Salaries & Benefits ‐$ ‐$ ‐$ Overall W/S amount same, but updated split for utility mechanic position
Personnel Expansion ‐$ ‐$ 83,613$ Previously unfunded Utility Mechanic I position (25% Distr./75% Coll. split)
Transfer to Capital Improv Fund ‐$ ‐$ (165,000)$ Decreased to capital fund
Wastewater Treatment Plant
Capital ‐ Bldgs & Improvements 190,000$ ‐$ ‐$ Removed from operating budget. Included in ARP ordinance.
Personnel Expansion ‐$ 66,291$ 65,516$ Previously unfunded Wastewater Plant Operator I position
Changes to the FY22 Recommended Budget
Water & Sewer Fund
FY22 FY23 FY24 Comments
Stormwater
Salaries ‐ Regular 3,000$ 3,000$ 3,000$ Added FY21 COLA for employees. See note in General Fund for more info.
Maintenance ‐ Grounds 6,384$ ‐$ ‐$ Moved biodock project from FY21 to FY22
Changes to the FY22 Recommended Budget
Stormwater Fund
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/Community Services Director 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 & Sustainability Manager N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Public Space Manager 14 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
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
FY24 (projected)
AUTHORIZED POSITIONS
FY23 (projected)FY20 (actual) FY21 (actual) FY22 (budget)
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)
Planning & Economic Development Manager N/A 0 0.00 0 0.00 1 1.00 1 1.00 1 1.00
Economic Development Planner 12 1 1.00 1 1.00 0 0.00 0 0.00 0 0.00
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 14 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 0 0.00 0 0.00 0 0.00
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 II (50% Distr./50% Coll.) 5 0 0.00 0 0.00 1 0.50 1 0.50 1 0.50
Utility Mechanic I (50% Distr./50% Coll.)* 4 3 1.50 3 1.50 2 1.00 2 1.00 2 1.00
Utility Mechanic I (25% Distr./75% Coll.) 4 0 0.00 1 0.25 1 0.25 1 0.25 2 0.50
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 (50% Distr./50% Coll.) 1 3 1.50 2 1.00 2 1.00 2 1.00 2 1.00
14 0 7.00 14 0 6.75 14 0 6.75 14 0 6.75 15 0 7.00
FY22 (projected)FY22 (projected)FY22 (projected)FY20 (budget) FY21 (projected)
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 0.00 0 0.00 0 0.00
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 II (50% Coll. / 50% Distr.) 5 0 0.00 0 0.00 0 0.50 0 0.50 0 0.50
Utility Mechanic I (50% Coll. / 50% Distr.)* 4 0 1.50 0 1.50 0 1.00 0 1.00 0 1.00
Utility Mechanic I (25% Distr./75% Coll.) 4 0 0.00 0 0.75 0 0.75 0 0.75 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 (50% Coll./50% Distr.) 1 0 1.50 0 1.00 0 1.00 0 1.00 0 1.00
0 0 7.00 0 0 7.25 0 0 7.25 0 0 7.25 0 0 8.00
(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 I300.00 0 0.00 1 1.00 2 2.00 2 2.00
6 0 6.00 6 0 6.00 6 0 6.00 7 0 7.00 7 0 7.00
Water/Sewer Fund Total 35 3 36.15 36 1 36.35 36 1 36.35 37 1 37.35 38 1 38.35
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 102 104 103 104 106
TOTAL PERM. PART‐TIME EMPLOYEES 85333
TOTAL FTE 105.35 105.80 104.50 105.50 107.50
FY22 (projected)FY22 (projected)FY20 (budget) FY21 (projected) FY22 (projected)