Board of Commissioners

Town of Swansboro Board of Commissioners March 24, 2026, Regular Meeting Minutes In attendance: Mayor William Justice, Mayor Pro Tem Jeffrey Conaway, Commissioner Douglas Eckendorf, Commissioner Tamara Pieratti, Commissioner Tim Vannoy, and Commissioner Wayne Herbert. ********************************** Call to Order The meeting was called to order at 6:00 pm and Mayor Justice led the Pledge of Allegiance. Public Comment Citizens were offered an opportunity to address the Board regarding items listed on the agenda. No comments were given. Adoption of Agenda and Consent Items On a motion by Mayor Pro Tem Conaway, seconded by Commissioner Vannoy, the agenda as prepared and the following consent item was unanimously approved. - Budget Ordinance Amendment #2026-5 - Tax Refund Requests totaling $94.65 Appointments/Recognitions/Presentations WithersRavenel - Stormwater Master Plan Project Update Planner Rebecca Brehmer introduced Amanda Hollingsworth and Emily Pettruny of WithersRavenel, who presented an update on the Town's Stormwater Master Plan. Planner Brehmer reviewed that the project was funded by a $400,000 grant from the NC Department of Environmental Quality's Local Assistance for Stormwater Infrastructure Investment Program, awarded in 2023. This was the first comprehensive stormwater master plan for the Town of Swansboro. The project involved surveying and digitally mapping the town's entire stormwater pipe network, which had not previously been documented in a usable format. That data was incorporated into the town's ArcGIS system and includes pipe sizes, materials, depths, and drainage basin delineations. The data was then used to build an engineering model to test how the system performs during a 10-year, 24-hour storm event. The modeling focused on the Halls Creek area and the downtown historic district. Many pipes throughout the system were found to be undersized. Based on the modeling results and input from town staff, three concept improvement areas were identified: Page 1 of 6 Concept 1 – Forest Brook Neighborhood: Existing 15- and 18-inch pipes were undersized, causing road flooding. The proposal was to replace them with larger and dual-barrel pipes. Estimated cost: $935,000. Concept 2 – Holly Lane / Old Hammock Road Area: Undersized pipes and an open drainage channel between Dogwood Lane and Phillips Drive were causing road flooding. The proposal was to extend the trunk line along Holly Lane to a new outfall and redirect some flow to a new system on Dogwood Lane. Estimated cost: $2,474,000. Concept 3 – Downtown Historic District: The pipe network was undersized and also experiences backwater from the White Oak River and Hawkins Creek during storms, which pushes water back into the system and causes persistent flooding. The proposal includes upsizing pipes along Waterfront and Church Streets and installing intentionally flooding structures near the water's edge to relieve pressure on the system. CAMA permitting restrictions prevent upsizing the outfall pipes closest to the water. This concept also incorporates the previously designed Water Street Drainage Improvement Project. Estimated cost not fully detailed due to the CAMA constraints. Concept 3 was ranked the top priority using a scoring matrix that weighed infrastructure condition, project cost, flooding severity, and drainage area served. Additional recommendations in the report included maintaining the stormwater asset inventory over time, developing a pre-approved emergency pumping plan for major storm events, continuing to pursue the water quality goals from the 2017 Nine Element Plan and the Resilient Coastal Communities Program, investigating backflow prevention devices for downtown outfall pipes, formalizing a capital improvement plan for stormwater projects, and continuing to seek grant funding. The PowerPoint slides reviewed are attached to the minutes herein. In response to inquiries from the Board, Ms. Hollingsworth and/or Ms. Pettruny clarified the following details:  Project implementation would likely occur in phases beginning with the highest priority areas. The overall timeline was expected to span several years.  Consultant assistance with grant applications depended on the funding source. Smaller grants may be completed by Town staff, while larger or federal grants typically require outside support due to increased complexity and documentation requirements.  This effort represented the Town’s first comprehensive stormwater master plan. Previous work had addressed specific elements, such as water quality initiatives or individual project designs, rather than a system-wide plan.  The final draft of the stormwater master plan was anticipated to be submitted to the Division of Water Infrastructure around April 10, following any remaining input. Then the Board would be asked to formally adopt the plan, with overall completion anticipated by the end of the calendar year. Page 2 of 6   Stormwater structures included all junction components within the system, such as manholes and inlets. For planning-level cost estimates, it was generally assumed that these structures would require replacement along the identified pipe segments.  Regulatory limitations prevented upsizing outfall pipes near waterfront areas. As an alternative, proposed designs included placing structures outside regulated buffer areas to allow controlled surface release of excess stormwater in designated locations, minimizing impacts to buildings and parking areas.  Identified priority areas were consistent with known system issues and field observations. The next step would be to determine which project to advance and pursue funding opportunities.  Flooding caused by storm surge and tidal backflow could not be addressed through pipe improvements alone. Recommended approaches included development of emergency pumping plans and consideration of temporary flood protection measures. Board discussion included recommendations, such as establishing a formal capital improvement plan, and fall under Board direction, while other items may be implemented administratively by staff. Consideration was also given to public education on property-level mitigation strategies and available funding resources. Town Manager Barlow shared that the Town had initiated an asset management program and had existing GIS capabilities to support ongoing system tracking. While the proposed concepts were not construction-ready, they were sufficiently developed to support grant applications. Fire Department 2025 Annual Report Fire Chief Jacob Randall's 2025 report emphasized departmental improvements and transparency. Out of 1,493 incidents, medical calls were predominant, totaling 999 with 527 for illness and 327 for trauma, about 60-70% of the total. Fire incidents numbered at 111, alarm activations at 125, rescues at 114, and hazardous situations at 23. Response time averages were reduced to 8 minutes and 9 seconds, a 2-minute improvement through enhancements like dispatch software and data tracking. Challenges include overlapping incident delays and station location issues affecting nighttime response. The department conducted 351 inspections and began the Hammocks Beach trail marker program and ICW mapping. Staff accomplishments included Fire Academy, EMT, and Fire Rescue Management Institute training, partnering with Camp Lejeune. The PowerPoint slides reviewed are attached to the minutes herein. In response to inquiries from the board, Fire Chief Randall or Town Manager Barlow clarified the following details: Page 3 of 6   Main Street dock, currently under repair, cannot accommodate a boat lift for water rescues due to legal limitations, although other town access points might could be considered.  Around 60 to 70 percent of the department's calls were medical rather than fire related.  Improved response times were attributed to the department's commitment to training and certification.  Challenges with missed calls occurred when engaged in other incidents, relying on mutual aid which affects response coverage.  Increasing staffing was the intended long-term solution. Staff retention remained positive following a salary increase, with active recruitment for vacancies, though one position was lost to a larger agency's competitive offer. The Board acknowledged and expressed appreciation for the efforts of Fire Chief Randall and the Fire Department in carrying out their duties and serving the community. Business Non-Consent Monthly Financial Report as of February 2026 Finance Director Sonia Johnson presented the February 2026 financial report. She highlighted the following points:  Revenues over expenditures were $819,519 with encumbrances and $956,482 without encumbrances  Overall expenditures were at 55.39% of the budget, which was 11.25% below the projected pace of 66.64%  The emergency management department was at 87.1% expended due to costs from Winter Storm Gianna, necessitating a minimal budget amendment  The stormwater enterprise fund had revenues over expenditures of $71,678  The solid waste enterprise fund had revenues over expenditures of $6,859  There were no changes in the debt summary; however, changes were anticipated in March  The TD Bank interest rate had gradually declined In response to an inquiry from the board, Finance Director Johnson clarified that she had not yet contacted other banks to compare interest rates but could, noting the process of switching institutions was lengthy. Future Agenda Topics Future agenda items were shared for visibility and comments. In addition, an opportunity was provided for the board to introduce items of interest and subsequent direction for placement on future agendas. The following items were addressed:  Town Clerk Fender confirmed that a service ticket had been submitted to the state regarding four traffic signals at intersections and was awaiting a response. JUMPO was also reviewing the matter. Page 4 of 6   Town Clerk Fender shared that scheduling a workshop on the stormwater master plan would take place after the plan was submitted and accepted by the state sometime after April.  Town Manager Barlow explained that the board cannot dispose of the skatepark equipment until the original grant agency gives consent for its removal, at which point the Board would need to formally decide on a disposal method. Public Comment Citizens were offered an opportunity to address the Board for no more than five minutes regarding items not listed on the agenda. No comments were made. Manager's Comments Town Manager Barlow addressed Mayor Justice's earlier question about a fire department boat lift, clarifying that he had only examined Main Street dock possibilities due to riparian rights and buffer constraints. He noted they could explore other water access points at Moore Street or Church Street or consider leasing arrangements with private owners. Town Manager Barlow additionally updated the board on the following:  EOC/public safety building contract negotiations were ongoing, with the town attorney reviewing the draft. He recommended project advisory services and said the RFQ would be posted, with responses due April 15 and recommendations by April 28.  The Town had submitted applications to Onslow County TDA for $21,000 and to Swansboro TDA for the Visitor’s Center Renovations. Swansboro TDA was scheduled to meet April 9 to consider applications, including requests for visitor center funding and a new Christmas tree to replace the aging current tree. Manager Barlow noted that the Onslow County TDA operated differently, meeting once annually during its budget cycle, so results might not have been known until June. Because they could not enter renovation contracts without full funding, Barlow said the board could consider allocating the additional $21,000 from fund balance if needed, with reimbursement if county funding came through. In response to inquiries from the Board, Town Manager Barlow clarified the following:  The timeline for renovation and when the Visitor’s Center would be operational was dependent on Swansboro TDA's decision, then potentially asking the board to advance funds for the county portion to proceed further. He would confirm with Onslow County whether advancing funds would affect the Town’s application to the Onslow County TDA.  Approximately 20–30 towns and/or nonprofits organizations had received similar State Capital and Infrastructure Fund (SCIF) funds with the same expiration date, Page 5 of 6  and many had not fully used their funds, resulting in statewide extension requests that were incorporated into a legislative bill that had not yet been brought forward for a vote. Board Comments All expressed appreciation for staff, departments, and members of the public for their attendance, support, responsiveness, and ongoing work on behalf of the community. Commissioner Herbert reported that wastewater line work from Swansboro to Piney Green remained on schedule for mid‑summer completion, noted that ONWASA received a $175,000 FEMA grant for the Mount Pleasant pump station relocation, and announced the April 26 Historic Homes Tour while encouraging volunteer participation. Mayor Pro Tem Conaway reported that the recent JUMBO meeting approved a pedestrian crossing at Front Street and Highway 24, explained that DOT would conduct warmer‑weather surveys before moving forward with a HAWK system, estimated a 1– 2‑year timeline after evaluations, and noted the upcoming April 1st budget meeting. Mayor Justice reported on several items to include, continued coordination with JUMBO on traffic issues including discussions on improving traffic‑light connectivity, summarized information from the elected officials’ lunch regarding the base’s community impact and partnerships, noted updates from the chamber breakfast with the school superintendent regarding future school planning, and reported on a recent lunch meeting with county officials regarding EMS, fire strategy, and visitor center coordination. Adjournment On a motion by Mayor Pro Tem Conaway, seconded by Commissioner Herbert, the meeting adjourned at 7:40 pm. Page 6 of 6  6/3/2026 Regular Meeting March 24, 2026 1 1. Please turn cell phones to “off” or “vibrate”. 2. The Board offers the public three opportunities to speak during the meeting: A comment period is offered at the beginning and end of the meeting. Please note that a separate opportunity is provided for those items requiring a public hearing. Public Hearing(s) – There are 0 public hearings scheduled for this meeting. 2 1  6/3/2026 PUBLIC COMMENT Citizen opportunity to address the Board for items listed on the agenda. 3 AGENDA AND CONSENT ITEMS Action Needed: Motion to Adopt the Agenda as prepared (or amended) and approval of the Consent Items 4 2  6/3/2026 WithersRavenel - Stormwater Master Plan Project Update Presenter: Amanda Hollingsworth – Project Manager & Emily Pettruny – Water Resources Professional 5 Town of Swansboro Stormwater Master Plan: Project Update March 24, 2026 6 3  6/3/2026 Agenda • Speaker Introductions • Project Background • Project Scope • Summary of Completed Tasks • Summary Remaining Tasks • Questions 7 Our Team Amanda Hollingsworth Emily Pettruny Project Manger Water Resources Professional 8 4  6/3/2026 Project Background • The NC DEQ Local Assistance for Stormwater Infrastructure Investment (LASII) program awarded the Town a stormwater planning grant • Total amount: $400,000 • Project began January 2024 9 Project Background • Previous Town projects focused on stormwater management, flooding, and water quality: • 9-element “Watershed Restoration Plan” (2017) • “Resilient Coastal Communities Program” (RCCP) Phases 1 and 2: Resilience Strategy Report (May 2022) • “Resilient Coastal Communities Program” (RCCP) Phases 3: Water St. Drainage Improvements Design (May 2023) 10 5  6/3/2026 Project Scope: Purpose and Objectives Collect data Assess of Town’s Identify and flooding existing prioritize risks and stormwater projects hazards system 11 Project Scope: Task Summary Data Existing Collection Conditions Conceptual Summary Completion and DWI Review Modeling Projects Report of Project Assessment 12 6  6/3/2026 Data Existing Conceptual Summary Completion of Collection and Conditions DWI Review Projects Report Project Assessment Modeling • Data Collection and Assessment • Gathered Public Input Data • Collected Survey Information on Existing Stormwater Network to create an inventory database for Town staff to use • Throughout 2024 13 Data Existing Conceptual Summary Completion of Collection and Conditions DWI Review Projects Report Project Assessment Modeling • Existing Conditions Modeling • Model created based on survey data and validated with Public Input survey results and Town Staff input • Early – Mid 2025 14 7  6/3/2026 Data Existing Conceptual Summary Completion of Collection and Conditions DWI Review Projects Report Project Assessment Modeling Conceptual Projects • Town, with guidance from WR, selected areas for concept development. • 3 areas were selected for preliminary concept development • Concepts included preliminary cost estimate • Fall 2025 Concept Location 1 Forestbook Neighborhood 2 Holly Lane & Dogwood Lane 3 Water Street & Church Street (Downtown) 15 Concept Design 1: Forestbrook Neighborhood Drainage Improvements • ± 970 linear feet of stormwater pipe • ± 100 linear feet of channel outlet improvements • Replacement/installation of 15 stormwater structures Estimated Cost = $935,000 16 8  6/3/2026 Concept Design 2: Holly Lane Drainage Improvements • ± 1670 linear feet of stormwater pipe • ± 100 linear feet of channel outlet improvements • Replacement/installation of 12 stormwater structures Estimated Cost = $2,474,000 17 Concept Design 3: Water Street & Church Street Drainage Improvements • ± 2530 linear feet of stormwater pipe • Replacement/installation of 33 stormwater structures • Construction of 2 bioretention cells Estimated Cost = $2,490,000 18 9  6/3/2026 Data Existing Conceptual Summary Completion of Collection and Conditions DWI Review Projects Report Project Assessment Modeling Summary Report Project Prioritization Criteria Condition of Infrastructure (10%) • Finalized March 2026 Visual assessment of infrastructure per town staff and/or engineer • Report details the Project Cost (20%) methodology, findings, and Project construction cost estimate recommendations Severity of Flooding (10-year Event) (Totaling 45%) • Prioritization Scoring Matrix Evaluates flooding impacts in a 10-year storm event developed to rank and to roadways, to lots, and to safety access. prioritize proposed projects Project Drainage Area Served (10-year Event) (25%) Drainage area (acres) that will be impacted by the implementation of the project. 19 Data Existing Conceptual Summary Completion of Collection and Conditions DWI Review Projects Report Project Assessment Modeling Prioritization Summary Raw Weighted Rank Location Project Cost Score Score Concept Design 3: 1 24 3.7 $2,490,000 Water Street & Church Street Concept Design 2: 2 15 2.45 $2,474,000 Holly Lane & Dogwood Lane Concept Design 1: 3 13 1.85 $935,000 Forestbook Neighborhood 20 10  6/3/2026 Recommendations 1. Stormwater Asset Inventory Management 2. Emergency Flood Response and Pumping 3. Watershed Restoration and Historic District Preservation 4. Outfall Protection and Backflow Prevention 5. Formalized Capital Improvement Plan 6. Identification and Pursuit of Stormwater Funding Opportunities 21 Data Existing Conceptual Summary Completion of Collection and Conditions Town Review Projects Report Project Assessment Modeling Remaining Effort • Submit to DWI for Review • Plan Adoption • Project Closeout Future Effort • Obtain funding for finalized design and construction 22 11  6/3/2026 Thank You Questions? 23 Fire Department 2025 Annual Report Presenter: Jacob Randall – Fire Chief 24 12  6/3/2026 2025 Annual Performance Report 25 Agency Call Volume by Response Zone Response Zone Incident Volume Swansboro Primary Response Zones 1,278 17A – Swansboro Fire District 991 (Incorporated Town) 17B – White Oak River Fire District 287 (Unincorporated & ETJ) Aid Received 51 Swansboro Secondary Response Zones (Aid Given) 215 Onslow County Fire-Rescue 86 Hubert Volunteer Fire 70 Western Carteret Fire & EMS 50 NC Emergency Management 2 Other Agencies 7 Total 1,493 26 13  6/3/2026 Call Type Category Incident Volume Aid Given – Mutual Aid (Outside Agency) 50 Fire 111 Hazardous Situations 23 Law Enforcement Support 2 Medical – Illness 527 Agency Call Medical – Injury/Trauma 327 Volume by Call Medical – Other 145 Type Category No Emergency – Wrong Dispatch/No Incident Found 3 (NERIS) Public Service – General 2 Public Service – Alarm Activations 125 Public Service – Good Intent 64 Rescue 114 Total 1,493 27 2025 Agency Month Incident Volume Call Volume by January 117 Month February 105 March 145 April 140 May 117 June 128 July 148 August 110 September 116 October 126 November 109 December 132 Total 1,493 28 14  6/3/2026 Agency Call Day Incident Volume Volume by Day of Week Monday 203 Tuesday 208 Wednesday 212 Thursday 230 Friday 226 Saturday 230 Sunday 184 Total 1,493 29 Primary Response Area Incidents 30 15  6/3/2026 Primary Response Area – Incident Heat Map 31 Operational Performance (90th Percentile) 1st All Incidents Primary Response Area All Incidents Arriving Day Night (Less Outliers) Unit Call Handling Time 1:34 1:32 1:30 1:24 1:41 (911 – Dispatch) Turnout Time 2:14 2:11 2:04 1:47 2:28 (Dispatch – Enroute) Travel Time 6:38 6:06 5:45 5:33 6:11 (Enroute – Arrived) Total Response Time 8:37 8:19 8:09 7:31 8:46 (911 – Arrived) 32 16  6/3/2026 Operational Performance (2025 vs 2024) Alarm Handling Turnout Time Travel Time Total Response Time 2025 2024 +/- 2025 2024 +/- 2025 2024 +/- 2025 2024 +/- SFD 1:32 2:22 0:50 2:11 3:42 1:31 6:06 6:53 0:47 8:19 10:23 2:04 (All) Day 1:24 2:54 1:30 1:47 2:20 0:33 5:33 4:30 (1:03) 7:31 9:44 2:13 Night 1:41 2:32 0:51 2:28 2:56 0:28 6:11 4:09 (2:02) 8:46 8:15 (0:31) 33 Shortfalls & Gaps Overlapping • Increase Turnout Times Greater Than 5:00 • 32:47 - Longest Delay In Unit Response {Canceled by EMS} Incidents • Incidents Delayed Response – Off-Duty Chief Officer Response System & • System Status – Time Entry Delayed Multiple Agencies • Unit Diverted – Higher Priority Incidents Communications • Data Entry Error – CAD System/Multiple Incidents • Station Design – Proximity of Sleeping Quarters to Apparatus Bay Day versus Night • Station Design – Station Alerting System Travel Time • Station Location – Decentralized from Primary Response Area 34 17  6/3/2026 Operational Action Items (Improvements) Alarm Handling • Worked with Onslow Communications to Identify Areas of Improvement Turnout Times • Apparatus Equipped with Dispatch Software – Unit (Manual Time Stamps) • Obtained Computer Aided Dispatch Software – Station (Early Notification) Benchmarking & Data Analytics • FirstWatch Software Implementation – Accurate Capture of Incident Times & Unit Response (Measure Time from 911 to Call Closure) • Radio Timestamps 35 Community Risk Reduction (Inspections) Inspection Types Volume Standard Fire Inspection 203 New Business Fire Inspection 7 Fire Suppression (Commercial Hood Inspections) 114 Special Event Inspections (Tents) 4 Code Violation/Fire Code Violation 2 Business/Construction Plan Reviews 21 Total Inspections 351 36 18  6/3/2026 Community • Phase II – Hammocks Beach Risk Trail Marker Signs (Eagle Scout) Reduction • ICW Waterway Markers (Programs) • High-Hazard Occupancy Training (Fire Extinguishers) • Wildland Urban Interface (WUI) – Hamrick Farms & Hammocks Beach 37 • Built a Partnership with Coastal Carolina Community College to Pilot a PSA Contract Program (Revenue for Training) • 5 Personnel Completed the Fire Academy • 4 Personnel Completed EMT Basic Significant Agency • 1 Member Graduated from the Fire Rescue Management Institute @ UNC Charlotte Accomplishments • Completed Three Acquired Structure Burns • Maxed Facility Training Hours for ISO (All Full-Time) – In Partnership with Camp Lejeune 38 19  6/3/2026 NEW BUSINESS/NON-CONSENT Financial Report Presenter: Sonia Johnson – Finance Director 39 TOWN OF SWANSBORO FINANCIAL REPORT (AS OF FEBRUARY 28, 2026) REVENUES EXPENDITURES LOAN PAYMENTS INVESTMENTS GRANT UPDATE 40 20  6/3/2026 TOWN OF SWANSBORO REVENUES/EXPENDITURES TWO YEAR COMPARISON (AS OF FEBRUARY 28, 2026) , GENERAL FUND $6,000,000 $5,377,217 $5,000,000 $4,853,482 $4,612,568 $4,033,963 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Revenues Expenditures FY 24/25 FY 25/26 ENCUMBRANCES INCLUDED Total Excess of Revenues Over Expenditures-$819,519 41 TOWN OF SWANSBORO REVENUES/EXPENDITURES TWO YEAR COMPARISON (AS OF FEBRUARY 28, 2026) (ACTUAL) GENERAL FUND $6,000,000 $5,377,217 $4,853,482 $5,000,000 $4,504,589 $3,897,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Revenues Expenditures 2 FY 25/26 (ENCUMBRANCES NOT INCLUDED) Total Excess of Revenues Over Expenditures- $956,482 42 21  6/3/2026 (PURCHASE ORDERS) ENCUMBERED SPENT % DEPT. BUDGET YTD ACTUAL BALANCE February 28, 2026 NON DEPARTMENTAL 581,365 425,114 681 73.2% GOVERNING BODY 297,004 28,602 1,394 10.1% ADMIN SERVICES 445,135 267,127 1,396 60.3% FINANCE 345,320 216,622 999 63.0% LEGAL 59,300 19,127 - 32.3% PUBLIC BUILDINGS 303,843 205,518 6,026 69.6% FIRE 1,607,343 1,032,876 38,493 66.7% PERMITTING 301,128 181,521 2,339 61.1% PLANNING 92,066 68,163 - 74.0% POLICE 1,429,971 829,690 50,975 61.6% PUBLIC WORKS-STREETS 840,983 233,120 3,105 28.1% POWELL BILL-STREETS 126,580 4,463 287 3.8% PARKS & RECREATION 577,867 225,461 18,087 42.1% DOWNTOWN FACILITIES 108,451 73,689 2,180 70.0% FESTIVALS & EVENTS 154,689 77,054 9,401 55.9% EMERGENCY MANAGEMENT 12,000 8,853 1,600 87.1% TOTAL 7,283,045 3,897,000 136,963 55.39% 43 TOWN OF SWANSBORO REVENUES/EXPENDITURES TWO YEAR COMPARISON (AS OF FEBRUARY 28, 2026) STORMWATER ENTERPRISE FUND $160,000 $148,018 $133,197 $140,000 $120,000 $100,000 $76,023 $76,340 $80,000 $60,000 $40,000 $20,000 $0 Revenues Expenditures FY 24/25 FY 25/26 ENCUMBRANCES INCLUDED Total Excess of Revenues Over Expenditures $71,678 44 22  6/3/2026 TOWN OF SWANSBORO REVENUES/EXPENDITURES TWO YEAR COMPARISON (AS OF FEBRUARY 28, 2026) SOLID WASTE ENTERPRISE FUND $330,000 $320,341 $321,528 $320,000 $314,669 $310,000 $300,000 $290,000 $281,098 $280,000 $270,000 $260,000 Revenues Expenditures FY 24/25 FY 25/26 ENCUMBRANCES INCLUDED Total Excess of Revenues Over Expenditures $6,859 45 TOWN OF SWANSBORO LOAN REPORT (AS OF FEBRUARY 28, 2026) Item Principal Interest End Date Annual Debt Service Balance Rate DEBT Town Hall/Tanker $241,087 2.69 03/21/2028 $84,724 Fire Truck $46,544 2.08 11/01/2026 $47,512 Sleeping Quarters Vehicles(Police & Fire SERVICE $25,000 $22,955 2.43 1.84 12/14/2026 7/15/2026 $26,823 $23,377 Department) & Software Cab Tractor/Dump Truck $208,276 4.82 4/3/2029 $58,491 Jet Vac Truck, Police Vehicle, $474,425 4.40 12/1/2029 $131,934 (2) Fire Chief Vehicles Total Debt $1,018,287 $372,861 46 23  6/3/2026 TOWN OF SWANSBORO CASH & INVESTMENTS REPORT (AS OF FEBRUARY 28, 2026) CASH & INVESTMENTS BANK BALANCE INTEREST RATE First Citizens Bank $415,313 0.10% NC CMT-General $7,034,058 3.58% TD Bank $8,623,176 3.40% (SCIF Funds for EOC & Sidewalks) 47 GRANT UPDATE Budget YTD Expenditures Encumbrances Unencumbered American Rescue Plan Act Fund $1,102,599 $1,100,792 $1,807 $0.00 Swansboro Bicentennial Park Boardwalk Extension $386,650 $384,314 $0 $2,336 Emergency Operation Center $9,785,610 $1,370,657 $0 $8,414,953 Emmerton School Repairs $499,000 $326,578 $0 $172,422 Stormwater Master Plan $400,000 $346,411 $0 $53,589 Main Street Dock Replacement $170,164 $9,541 $0 $160,623 Total Outstanding Grants $12,344,023 $3,538,293 $1,807 $8,803,923 48 24  6/3/2026 Any Questions ? 49 NEW BUSINESS/NON-CONSENT Future Agenda Items Future agenda items are shared for visibility and comment. In addition, an opportunity is provided for the Board to introduce items of interest and subsequent direction for placement on future agendas. Action Needed: Discuss and provide any guidance. Presenter: Alissa Fender, MMC – Town Clerk 50 25  6/3/2026 PUBLIC COMMENT Citizen opportunity to address the Board. 51 MANAGER’S COMMENTS Town Manager Jonathan Barlow 52 26  6/3/2026 BOARD COMMENTS Mayor William Justice Mayor Pro Tem Jeffrey Conaway Commissioner Douglas Eckendorf Commissioner Wayne Hurbert Commissioner Tim Vannoy Commissioner Tamara Pieratti 53 ADJOURN 54 27