Board of Commissioners Retreat

SWANSBORO BOARD OF COMMISSIONERS RETREAT Hampton Inn, 215 Old Hammock Rd, Swansboro, NC 28584 Wednesday, March 2, 2022 – 8:30 am-4:00 pm Retreat notes prepared by Facilitator Lydian Altman INVENTORY OF ACCOMPLISHMENTS FROM THE LAST YEAR 3 Hiring of new manager (Paula); support of the Board of Commissioners; Paula’s plans and accomplishments; transparency of the process 5 One-way streets downtown to improve safety and traffic flow 3 This Board brings varied backgrounds, many talents, and respect for others Adaptability of the Town during Covid re: meetings public events, staff performance, support to the elected body, and transparency of these changes to the public Demonstration by Board that they value and the staff (thru hires and resource allocation) Actions taken to adopt and support policies that position the Town for resiliency regarding climate change. We can showcase our work to other similarly positioned Towns Successful obtained grants to further our work State legislators know the Town and our needs Newly elected commissioners feel welcomes and embraced by the group; ready to contribute Parks, Sidewalks, and Public Safety improvements SETTING CONTEXT: What are the big changes getting ready to happen that will impact your community (external) and your organization (internal)? Area Change Implication POLITICAL President Pandemic DOT, FEMA, CAMA Rules Historic Area Regulations If we ever went to partisan Not currently under exploration. Could municipal elections lose contributions of individuals Board turnover Improved group dynamics; learning curve [opportunity to learn and network at NCLM]; refocusing on priorities Improved relationship with More responsive government business community ENVIRONMENTAL Coastal community: All takes limited resources (dollars and Stormwater, shoreline, eco staff). Challenges are bigger than we system, infrastructure, are. community education Hurricanes, Severe weather Costs, planning, recovery Sea level rise Ongoing work means we’re better prepared for more frequent storms and higher tides/flooding SOCIAL More involvement of advisory Time and effort for staff and Board boards; Inclusive community; Additional training needed Focus on entire town to participate and engage; Educate residents More responsive government (plus Population growth and resident above) expectations of different populations Diversity Adapting to new/different ideas Traffic Congestion management Out of direct control Impacting sense of place, relationships (thoroughfare, bases, major cities) Informed residents Challenge decisions TECHNOLOGY Need upgrades on everything- $$ software and hardware Better prepared and connected Attract and retain qualified $$ employees Future broadband and Wi-Fi Resident Connectivity availability Televised Meetings Higher expectations LEGAL Revaluation by County will Not affordable; will there be another increase personal [property market drop (like 2008)? taxes 3 legal cases Liability; $$ ADA Ongoing challenge for public facilities: legal challenges, $$, planning/staffing Risk management Continuous review and preventive measures ECONOMIC Rise in housing valuation Ability to Increase tax base is restricted when growth is outside jurisdictional boundaries with an ability to annex or offer water and sewer incentives Economic Development No unity on how to implement or what Strategic plan priorities are If/when hotel comes,  If/when tenants come to do we have plans and staff to Industrial Park or adjacent accommodate? property, I-74 extension Commercial recruitment & What could impact be to tax base? Incentives Offshore Wind Potential manufacturing opportunities b/c of MHC port What are our short-term goals and actions for the next 12-18 months? A. Historic District Preservation: 1. Committee’s clarity of purpose and function: - Education of resident and Board of Commissioners (BOC) about historic district - Authority lies within overlay district - Maintain district as integral to the Town’s success - Develop a long-term plan of action for the district - Request budget from BOC to fund strategies - Potentially review and award grants - Make recommendations to BOC for how money is spent for repairs within the district. - Develop guidelines for distributing any grants directly to homeowners. • Town’s Authority - Enforcement of ordinances [related to District] by Town Staff - Can’t earmark funds for repairs - Can use general funds to educate about rules and responsibilities within historic district ACTIONS: ❖ Town will explore whether Tourism Development Authority could allocate funds towards Historic Preservation. Also, what are the options regarding fundraising? IS there any other research needed to inform discussion below. ❖ Architectural survey to determine additional homes to be included in historic district. ❖ Set up joint meeting between BOC and John Wood, Historic expert with State, to gather first-hand information about the Seven Things Historic District could do” B. Sidewalks: Priority 1 (NC24 connections) complete. Priority 2 (two sections along Old Hammock Rd.) Section 1 is ready for installation. Section 2 – some easement work pending and additional funding needed. Priority 3 – not funded and no surveying/design work done  • There was support for all 3 priorities and allocating $100,000 award towards completing Priority #2. ACTIONS: ❖ Get report from DOT for Town’s costs on remaining work to be done on Priority #2, Phase 2. Once this is known, consider allocating $200k in ARP monies towards Priority #2, Phase 2. ❖ Establish current cost of completing Priority #3 (if previous estimate was 150-200k). ❖ Consider adopting previous policy of setting aside $100,000 per year in CIP to fund sidewalk priorities. ❖ Update the Sidewalk Plan to Include: a. Extend Main Street Extension to connect neighborhoods to downtown to encourage more walking. b. Add a crosswalk. Check with DOT if they do this. c. If church is built, require sidewalks by developer of Harbor Church property. d. Fill in any blank spots along the route. C. Employee Pay: Questions & Feedback: • Don’t offer below starting minimum during probationary period. • Monitor need to align starting pay with the $15/hour adopted by Federal Government since local market is influenced by that decision. • Do we need to reassess job titles and descriptions? Are employees doing what’s currently written? Is the Scope of Work accurate? • Too much difference between Recreation Coordinator and top Department positions. Utilize Parks and Recreation resources at NCSU. • Some felt Fire and Police Chiefs need more compensation for their level of responsibilities. • Bring back options at budget time: o 2% raise o 2%+ (address minimum wage movement) o 2%+ (address position concerns) D. Emergency Operations Center: $6 million grant is to Emergency Operations Center (EOC). • What are total needs, e.g., EOC and public safety, now and into the future (20 years)? • Who can help determine needs? • Can one facility serve all needs? • Are there options for shared space for EOC and Public Safety building? • How can the Wooten Report concept inform the decision going forward? ACTIONS: ❖ Establish a committee of 8-10 to determine needs, establish elements of a Request for Proposal, and make recommendations to the BOC for moving forward.  o Members could include: Any RFP would be open for public input, too. 1. Town Manager 2. Fire Chief 3. Police Chief 4. BOC Rep 5. Planning Board Rep 6. Community Member with relevant expertisei and/or interest 7. Community Member with relevant expertise and/or interest 8. Community Member with relevant expertise and/or interest o Committee responsibilities could include: ▪ Site visits to other areas to view joint/single operations ▪ Seeking expertise for joint operations ▪ Evaluating the Wooten plan for elements to include in the RFP ▪ Develop projected timeline of activities E. Economic Development Strategic Plan and Committee: Summary of report: ▪ Independent group but affiliated (undefined) with Jacksonville/Onslow Economic Development Commissions [501(C)3 org]. ▪ Regional focus to promote and recruit appropriate industrial development. ▪ No current bylaws or required number of members, although there is a draft of how members are appointed. ▪ No existing BOC endorsement of the group (this seems in dispute) ▪ Funding includes contributions by private businesses. ▪ Potential areas of cooperation: industrial park, feasibility study, consistency with Land Use Plan ACTIONS: ❖ Request Steering Committee to follow through with “White Paper” document Creating an Effective Governing Team: How will we get this work done? Operating Principles: As a governing team, we want to hear people say that we: ❖ Demonstrate transparency by making decisions in public meetings and being consistent in how we approach our work. ❖ Leverage our strengths and expertise. ❖ Accomplish things and get stuff done. ❖ Take good care with the public’s money. ❖ Listen to each other and value others’ comments. ❖ Reach out to staff proactively for research so we are prepared, and our decisions are well-informed. ❖ Treat people equitably so all voices have equal weight.  ❖ Make policy based on what’s best for the Town, without personal credit or agenda. To uphold our Operating Principles, we will take the following ACTIONS: ❖ Revisit our Code of Ethics annually, or as needed. ❖ Improve meeting efficiency by o Closely following our agenda and avoiding tangents. “Call for the Question” when needed. o Take actions on the items identified in our agenda o Call ahead with questions so that staff can prepare you before the meetings o Enforce the adopted 3-minute time limit for public comment and consider setting informal time limits on the amount of discussion by BOC, too • Refer resident complaints and communications to the Town Manager. This is the appropriate role for the Manager to play as she is responsible for overseeing departments, evaluating performance, and ensuring consistency of service across the organization. Evaluation of the Day What worked well? What would you do differently? • Food, location • Opportunity for more informal time • Open and frank talk together • Less formal, more personal • Get to know one another • Better understanding of our challenges Raised but not discussed: • What are the expectations of BOC members as liaisons to various advisory boards? What information is expected to be shared between the two boards?