Board of Commissioners Special Budget Workshop Meeting

Town of Swansboro Board of Commissioners February 11, 2026, Special 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 9:00 am and Mayor Justice led the Pledge of Allegiance. The purpose of the meeting was discussion and direction of the FY 25/26 year end projections and FY 26/27 budget requests. Town Manager Jon Barlow explained that the budget workshop marked the initial review of the proposed FY 26/27 budget, the first step in a four-to-five-month process leading up to a public hearing in June. He emphasized that the budget was the town’s most important annual policy document, serving as a roadmap for operations, and noted that developing it responsibly required a clear understanding of the town’s current financial condition through a mid-year budget review. Manager Barlow highlighted the importance of closely examining revenues and expenditures—particularly tax and sales tax revenues, the town’s largest funding sources—and stressed that limited revenues make it essential for commissioners to prioritize projects and focus on what was feasible in order to achieve a balanced budget. Finance Director Sonia Johnson provided an overview of the town’s major revenue sources, emphasizing a conservative approach to budgeting due to timing uncertainties in ad valorem tax collections, the lack of county revaluation estimates, and variability in revenues such as sales tax and utility franchise tax. She relied on prior budget figures and early guidance from the North Carolina League of Municipalities, intentionally budgeting below projected increases to avoid future shortfalls. Sonia explained that a slight decrease in tax revenue projections reflected this caution, while spikes in utility franchise tax and building and inspection revenues were driven by weather impacts and a one-time Walmart renovation fee, with some additional Wawa related revenue anticipated. She also outlined state requirements restricting building permit revenues to permitting operations only, reviewed occupancy tax distributions to the Swansboro TDA after administrative fees, and noted relatively stable Powell Bill funding. Finance Director Johnson reviewed the town’s fund balance position, highlighting a decline in unrestricted fund balance resulting from its use in the prior fiscal year. She emphasized the need to be cautious with future budget amendments and projects, encouraging the use of available resources before relying on fund balance. As part of the review, she discussed a five‑year trend analysis showing fund balance levels increasing in earlier years before beginning to decline, and explained the fund balance Page 1 of 6 classifications, including restricted funds (such as grants, debt proceeds, and Powell Bill funds), assigned fund balance for planned initiatives like pickleball courts and Project Coffee, and unassigned fund balance available for general purposes. She also referenced the town’s fund balance policy adopted January 14, 2025, which required maintaining fund balance at 50% of expenditures, noting that the town remained in compliance at 56% as of June 30, 2025. Finance Director Johnson also reviewed current-year financial performance, highlighting a one-time fifteen percent reduction in Blue Cross Blue Shield health insurance costs due to a credit following the North Carolina League of Municipalities’ exit from the insurance program. Grant-funded police vehicles and sidewalk construction were included in the budget, though the sidewalk project and the $250,000 Project Coffee initiative were not expected to proceed. Through December 31, 2025, revised budget figures projected revenues of $6,145,578 and expenditures of $6,517,345, resulting in a projected deficit of $371,767; however, assigned fund balance and budget amendments totaling $848,000 could allow approximately $473,000 to return to fund balance. Additionally, she identified unfunded items that may reappear for consideration, included the fire apparatus set‑aside, capital outlay requests, and previously requested but unapproved personnel positions. Manager Barlow reviewed a reorganization of the Public Works Department, now renamed Public Services. Following the departure of the Public Works Director, the department was restructured to create two crew leader positions: one for public works operations and one for utilities (enterprise funds including solid waste and storm water). Three staff members - Ryan Smith, Kyle Littleton, and Justin - were promoted to leadership roles with updated job descriptions and pay increases. The reorganization aimed to provide professional development opportunities and improve service delivery while maintaining the department's eight-person staffing level. Manager Barlow confirmed that the Public Works Director position would be retained and funded, with hopes of filling it in the near future while he continued to oversee the department temporarily. Department heads then reviewed their respective departmental budgets, and the PowerPoint presentations reviewed during the meeting are attached hereto: Fire Department: Fire Chief Jacob Randall reviewed the Fire Department’s 2025 operations, reporting 1,474 calls for service and noting increased mutual aid activity, incident overlap, and missed calls. He highlighted key accomplishments in training, certifications, and professional development, including a revenue-generating partnership with Coastal Carolina Community College, and noted continued preparation for the fall 2026 ISO inspection. Administrative improvements and community safety initiatives were summarized alongside ongoing challenges related to staffing impacts, extended EMS response times, Page 2 of 6 aging apparatus, and funding constraints. Chief Randall concluded by outlining future priorities, planned apparatus replacement, and considerations related to the long-term sustainability of EMS services pending county guidance. Chief Randall also reviewed Emergency Management activities, highlighted significant weather events including winter storms, an unnamed nor’easter that resulted in cancellation of the Mullet Festival, offshore impacts from Hurricane Aaron, and Tropical Storm Chantel. He reported continued participation in county and regional planning efforts, including active shooter preparedness and the southeastern regional hazard mitigation plan. Challenges discussed included uncertainty related to FEMA programs, limited grant availability, and increasing hazard risks, while future priorities focused on grant pursuit, capital and equipment readiness planning, continuity of operations planning, and expanded staff training. Grant opportunities were outlined, including DSIP funding for the public safety building, water supply enhancement projects, stormwater improvements, and emergency services equipment grants, with emphasis on a potential hydrant expansion project that could improve coverage for approximately 152 properties. In response to inquiries, Chief Randall clarified the following:  Additional staffing or implementation of a paramedic program could have prevented some missed incidents; however, eliminating missed incidents entirely would require two fire companies in service at all times.  The new fire engine was expected to be delivered in summer 2026, with the ladder truck planned for acquisition in the 2027–2028 budget cycle.  The EMS program remains viable but was pending completion of the county fire plan and identification of a sustainable funding mechanism. Parks & Recreation Department Parks and Recreation Assistant Director Sara Elliott reported on departmental accomplishments, including growth in special events and toddler programs, successful Parks and Recreation Month initiatives, and strong interdepartmental collaboration through town’s first Safety Town program and the National Night Out event. She noted ongoing staffing challenges that prevented summer camp programming due to uncompetitive wages, along with aging facilities requiring increased maintenance, particularly playgrounds and the Splash Pad. Assistant Director Elliott also discussed plans to address growing pickleball demand through construction of regulation courts estimated at $400,000, with grant opportunities being explored to support the project. In response to inquiries from the board, Assistant Director Elliott clarified the following:  Summer camps were not offered due to staffing shortages, driven largely by uncompetitive pay rates. She noted that surrounding jurisdictions, including Onslow County, offer significantly higher wages for comparable seasonal positions, making recruitment difficult. Ongoing difficulties in hiring and Page 3 of 6  retaining part-time staff continue to impact program offerings and event operations, particularly during peak seasons.  Pickleball project had not yet been finalized or approved. She explained that the board still needs to determine whether to proceed with converting the existing skate park or constructing new regulation courts. Converting the skate park would only allow for three pickleball courts, which would not meet current or projected demand. Constructing new regulation courts would allow for six courts and better accommodate community use and potential tournaments. Estimated cost for six regulation courts were approximately $400,000, which included stormwater permitting, court construction, fencing, and amenities, and that grant funding opportunities are being explored to offset costs.  Aging playground equipment, particularly the tot lot, were the most urgent replacement need due to parts no longer being available. She also noted ongoing maintenance challenges with the Splash Pad and other facilities. Planning Department Planner Rebecca Brehmer reviewed current commercial development projects, and various subdivision projects as well as daily operations in the planning department and its role in serving advisory boards and reviewing permits for compliance with UDO standards. Additionally, she provided an overview of potential updates to the town’s land use plan, explaining that plans were generally updated every five to ten years to remain relevant, effective, and accountable. She noted that Swansboro’s 2009 CAMA Land Use Plan underwent a major revision in 2019 and a minor revision in 2023, and that given recent growth and changing development conditions, an additional update may be appropriate to consider. Planner Brehmer also reviewed cost estimates from consulting firms, which varied widely depending on the scope of work, with update-only estimates ranging from $20,000 to $70,000 and full rewrite estimates ranging from $70,000 to $117,000. Commissioners expressed concerns about updates to the Land Use Plan due to possible changes at the state level that could impact Extraterritorial Jurisdiction (ETJ) management. It was also noted that while updates were recommended from time to time, the town had other priorities to consider, and the cost of updating the plan could be difficult to accommodate in the current budget. Police Department Police Chief Dwayne Taylor provided an overview of the department, noting a staff of thirteen full‑time sworn officers, two reserve officers, and civilian administrative support. The department operates thirteen vehicles equipped with mobile data terminals, speed enforcement equipment, and body‑worn cameras. Chief Taylor reported increased activity in 2025, including higher patrol activity, calls for service, reports, felony Page 4 of 6 investigations, and physical arrests. The department also participated in multiple community events and off‑duty security details. Chief Taylor highlighted recent accomplishments, including the hiring of three officers, with one recently sworn in and another candidate in progress, putting the department on track to reach full staffing for the first time in over a decade. He attributed improved recruitment and retention to the board‑approved public safety pay study and salary increases. Equipment included new patrol vehicles, replacement planning for outdated radios, and use of a portable speed trailer. Operational improvements included installation of an Intoximeter at the police station to reduce DWI processing time and receipt of donated fitness equipment. Ongoing initiatives included a risk assessment, policy updates, and preparation for state accreditation. Chief Taylor also reviewed budget pressures related to rising equipment, vehicle, and uniform costs. In response to inquiries from the board, Chief Taylor clarified that discussions were underway with the Onslow County Sheriff’s Department about transitioning school coverage responsibility to the town’s police department. He noted that the change would require approval from the Board of Education before moving forward. The board recessed for lunch from 11:51 am to 12:35 pm. Board Comments Commissioner Eckendorf emphasized the importance of economic development and the planning department as the source of municipal wealth through facilitating investment. He advocated for prioritizing land use plan updates to provide clear guidance for investors and prevent chaotic development patterns. Mayor Pro Tem Conaway acknowledged the ongoing challenge of limited revenue growth versus increasing costs for equipment, materials, and salaries. He praised the improved detail in presentations while encouraging departments to prioritize requests and maintain realistic expectations given budget constraints. Commissioner Herbert thanked staff for comprehensive presentations and supported the public works reorganization. As a first-time budget workshop participant, he emphasized the value of departmental prioritization in decision-making with limited resources. He offered assistance with grant writing and reminded staff of the March 1 deadline for Onslow County grant applications, particularly for the visitor center bathroom project. Commissioner Pieratti expressed appreciation for staff efforts in pursuing grants and conducting thorough research. She looked forward to seeing prioritized requests and suggested establishing recurring allocations for some departmental needs to avoid annual budget requests. Page 5 of 6 Commissioner Vannoy congratulated the public works team on their reorganization and emphasized the importance of public works services that residents interact with regularly. He acknowledged the challenging decisions ahead while appreciating staff efforts in preparing comprehensive presentations. Adjournment On a motion by Commissioner Eckendorf, seconded by Commissioner Herbert, the meeting adjourned at 12:50 pm. Page 6 of 6  2/11/2026 Special Meeting February 11, 2026 1 Departmental Reviews & Requests 2 1  2/11/2026 Town of Swansboro FY 25/26 Mid-Year Budget Review February 11, 2026 3 A Look Back 4 2  2/11/2026 Ad Valorem Tax Revenue $2,700,000 $2,570,550 $2,568,734 $2,539,378 $2,550,000 $2,422,751 $2,400,000 $2,250,000 $2,100,000 $1,950,000 $1,830,055 $1,895,353 $1,800,000 $1,650,000 $1,500,000 $1,350,000 $1,200,000 $1,050,000 $900,000 $750,000 $600,000 $450,000 $300,000 $150,000 $0 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 Property Tax 5 Sales Use Tax Revenue $2,700,000 $2,550,000 $2,400,000 $2,250,000 $2,100,000 $1,950,000 $1,800,000 $1,594,977 $1,600,000 $1,650,000 $1,498,693 $1,500,000 $1,404,828 $1,350,000 $1,298,345 $1,200,000 $1,147,380 $1,050,000 $900,000 $750,000 $600,000 $450,000 $300,000 $150,000 $0 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 Sales Use Tax 6 3  2/11/2026 Utility Franchise Tax Revenue $350,000 $300,916 $300,000 $273,858 $244,780 $250,000 $230,090 $235,150 $235,000 $200,000 $150,000 $100,000 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 7 Building Inspection Revenue $350,000 $291,172 $300,000 $250,000 $200,000 $160,646 $166,413 $158,937 $150,000 $112,566 $109,050 $100,000 $50,000 $0 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 Building Permits 8 4  2/11/2026 Occupancy Tax Revenue $140,000 $120,925 $121,780 $120,000 $120,000 $120,000 $102,690 $100,000 $78,930 $80,000 $60,000 $40,000 $20,000 $0 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 Occupancy Tax 9 NC Powell Bill Revenue $160,000 $143,997 $139,962 $140,000 $126,626 $120,000 $108,171 $110,084 $100,000 $80,205 $80,000 $60,000 $40,000 $20,000 $0 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 Powell Bill 10 5  2/11/2026 $4,250,000 Fund Balance Unrestricted $3,943,215 $3,852,321 $4,000,000 $3,673,757 $3,750,000 $3,500,000 $3,250,000 $2,976,642 $3,000,000 $2,750,000 $2,432,008 $2,500,000 $2,250,000 $2,000,000 $1,750,000 $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Fund Balance Unrestricted 11 TOWN OF SWANSBORO FY 2025-2026 BUDGET GENERAL FUND FUND BALANCE ANALYSIS – 5 YEAR TREND Fund Balance Analysis – 5 Year Trend15 BUDGET RESTRICTED ASSIGNED- General Fund UNASSIGNED TOTAL Fund Balance Analysis – 5 YearFOR APPROPRIATED Trend General Fund Fund BalanceTHE NEXT Analysis YEARTrend – 5 Year General Fund FY 2019-2020 $358,110 $378,472 Fund Balance Analysis – 5 Year Trend $2,229,423 $2,966,005 FY 2020-2021 $551,332 $249,260 $2,432,008 $3,232,600 FY 2021-2022 $494,335 $ -0- $2,976,642 $3,470,977 FY 2022-2023 $372,002 $385,883 $3,557,332 $4,316,557 FY 2023-2024 $486,698 $723,569 $3,852,321 $5,062,588 FY 2024-2025 $542,013 $773,654 $3,673,757 $4,989,424 Fund Balance Policy Adopted 1-14-2025 12 6  2/11/2026 Fund Balance Unrestricted Percentage of Annual Expenditures 90% 77% 80% 74% 69% 70% 60% 56% 52% 50% 40% 30% 20% 10% 0% FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 13 A Look at Current Year Trends and Year End Estimates 14 7  2/11/2026 Significant Influence on the overall budget ➢ 1.5% COLA & 1.5% Merit (FICA & Retirement included) ➢ NC Orbit Retirement: Increase .75 basis points ➢ NCLM Property & Casualty 10% rate increases predicted ➢ NCLM Workers Comp 10% rate increases predicted ➢ BCBS Group Health Insurance 15% decrease due to a one-time credit. ➢ VFIS Insurance-Fire-$12,288 Budget ➢ Elections-$15,000 Highlights ➢ UDO Amendments-$5,000 ➢ Parks & Recreation-Part Time-$16,000 FY 25/26 ➢ Non-capital Outlay-$24,098 ➢ Public Safety Salary Increase-$135,888 ➢ Capital Outlay $104,000 Police Vehicles-(2)-Funded using Loan Proceeds ➢ Capital Projects-$900,000 New sidewalk construction-$500,000-Funded using Grant Funding Pickleball Court-$150,000-Assigned Fund Balance Project Coffee-$250,000-Assigned Fund Balance 15 The Proposed Budget is balanced with $773,654 appropriation from fund balance for items requested by the Board of Commissioners. Budget Highlights ➢ Pickleball Court Construction-$150,000 FY 25/26 ➢ Project Coffee-$250,000 (Loan) ➢ Assigned Fund Balance for subsequent year’s expenditures-$373,654 16 8  2/11/2026 General Fund FY 25/26 Original Budget-Revenues 17 General Fund FY 25/26 Original Budget-Expenditures 18 9  2/11/2026 General Fund Projected Expenditures As of June 30, 2026 Revised Budget (PURCHASE ORDERS) ENCUMBERED Projected Expenditures DEPT. BUDGET YTD ACTUAL BALANCE at June 30, 2025 Surplus/(Deficit) NON DEPARTMENTAL 581,365 382,256 589 581,365 GOVERNING BODY 297,004 25,458 2,104 47,004 250,000 ADMIN SERVICES 445,135 202,377 1,828 445,135 FINANCE 337,748 155,044 1,199 337,748 LEGAL 59,300 17,945 - 59,300 PUBLIC BUILDINGS 300,115 87,973 15,558 300,115 FIRE 1,607,343 830,895 26,251 1,607,343 PERMITTING 301,128 137,855 2,120 301,128 PLANNING 92,066 53,866 - 92,066 POLICE 1,429,971 544,291 108,071 1,429,971 PUBLIC WORKS-STREETS 840,983 187,702 1,954 340,983 500,000 POWELL BILL-STREETS 126,580 4,148 367 126,580 PARKS & RECREATION 573,067 171,585 20,217 573,067 DOWNTOWN FACILITIES 108,451 57,963 1,235 108,451 FESTIVALS & EVENTS 154,689 73,477 9,084 154,689 EMERGENCY MANAGEMENT 12,000 6,915 740 12,000 TOTAL 7,266,945 2,939,751 191,318 6,516,945 750,000 ** 19 859,445.02 General Fund FY 25/26 Projected as of June 30, 2026 Revenues $6,145,178 Expenditures $6,516,945 Surplus/Deficit ($371,767) Assigned Fund Balance/Budget Amendments through December 31, 2025 $848,145 20 10  2/11/2026 TAX PER CENT .01 = $73,480 (100% Collection) .01 = $72,554 (98.74% Collection) • Current Tax Rate = 35 cents/$100 NCGS 159-13(b)(6)-The estimated percentage of collection of property taxes shall not be greater than the percentage of the levy actually realized in cash as of June 30 during the preceding fiscal year. For purposes of the calculation under this subdivision only, the levy for the registered motor vehicle tax under Article 22A of Chapter 105 of the General Statutes shall be based on the nine-month period ending March 31 of the preceding fiscal year, and the collections realized in cash with respect to this levy shall be based on the 12-month period ending June 30 of the preceding fiscal year. • No change projected in proposed budget 21 Capital Improvement set aside that were unfunded: $260,000 ➢ Fire: $200,000 Apparatus: $150,000 Equipment: $50,000 Budget Highlights FY 25/26 ➢ Emergency Management: $15,000 ➢ Parks & Recreation: $45,000 Property Acquisition: 25,000 Waterfront Implementation: 10,000 Tennis Court Resurfacing: 10,000 22 11  2/11/2026 Capital Outlay Unfunded-$659,500 ➢ Extrication Equipment: $56,000 ➢ Radios-Fire Department: $18,500 ➢ Treadmill: $6,000 Budget ➢ Municipal Tot Lot: $50,000 Highlights FY 25/26 Funding with Loan Proceeds ➢ Replacement Boat/Equipment: $51,500 ➢ Brush Truck-$125,000 ➢ Utility Truck/Quick Response/ Vehicle/Equipment/Monitors- $120,500 ➢ Deployment Ready Trailer with Dams-$232,000 23 Major budget requests that were unfunded: $699,960 ➢ Recreation Coordinator: $56,025 ➢ Dock Attendants (2): $20,884 Budget ➢ Firefighter II (3): $213,513 Highlights FY 25/26 ➢ Fire Administrative Lieutenant Accreditation: $38,678 January 1, 2026-June 30, 2026 ➢ Firefighter-Skill Bridge Program: $5,301 June 2026 ➢New Department: Emergency Medical Services:$365,559 24 12  2/11/2026 Current Debt Summary Purpose Principal Annual Payoff Date Interest Balance Payment Rate Term Fire Truck $46,544 $47,512 11/01/2026 2.08 10 Sleeping Qtrs. $25,000 $26,823 12/14/2026 2.43 10 Vehicles (Police & Fire $22,955 $23,377 7/15/2026 1.84 5 Department) & Software Town Hall/Tanker $241,087 $84,724 3/21/2028 2.69 15 Cab Tractor/Dump $208,276 $58,491 4/3/2029 4.82 5 Truck Vac Truck, Police and $474,425 $131,934 12/1/2029 4.40 5 Fire Chief Vehicles Total Debt $1,018,287 $372,861 25 Stormwater and Solid Waste Funds 26 13  2/11/2026 Stormwater Enterprise Fund FY 25/26 Projected as of June 30, 2026 Revenues $157,574 Expenditures $157,574 Surplus/(Deficit) $0 27 Solid Waste Enterprise Fund FY 25/26 Projected as of June 30, 2026 Revenues $477,354 Expenditures $477,354 Surplus/(Deficit) $0 28 14  2/11/2026 Proposed Salary Recommendations Public Works Department ➢ Periodic reviews of compensation and benefits are essential to ensure salaries remain competitive with other Public Works agencies in our region. ➢ Maintaining competitive compensation supports employee retention, job satisfaction, and an experienced workforce. ➢ This study analyzed 4 positions covering 8 individual staff members. ➢ Salary data was collected from comparable municipalities of similar size, including: Atlantic Beach, Beaufort, Emerald Isle, Jacksonville, Ocean Isle Beach, Pine Knoll Shores, and Southport. ➢ Averages, particularly those of larger towns, can move considerably due to one or two higher salary figures. ➢ Overall, the newly proposed salary recommendations bring Swansboro in terms of compensation much closer to those in close proximity. 29 30 15  2/11/2026 31 Questions/comments 32 16  2/11/2026 FIRE DEPARTMENT 33 Total Call Volume 1474 Swansboro (Town) 978 Swansboro (County) 285 Aid Given 211 2025 Wrap Up Total Aid Received 83 (Response/Operations) Overlapping Incidents 250 (17.31%) Missed Incidents 11 34 17  2/11/2026 Accomplishments (Operations & Training) • New Firefighter, Relief Driver, & Acting Officer Task Books Completed • 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 • 1 Member Graduated from the Fire Rescue Management Institute @ UNC Charlotte • Preparatory Meeting with NCOSFM Inspectors for Upcoming ISO Inspection • Completed Three Acquired Structure Burns • Maxed Facility Training Hours for ISO (All Full-Time) – In Partnership with Camp Lejeune 35 Accomplishments (Administration) • Continued Strengthening Aiding Agency Partnerships & Operations • The Town Board and the Onslow County Board of Commissioners agreed to work in unison to build and improve efficiency and operations. (Fire Chief and Emergency Service Director) • Hosted Community Strategic Planning Meetings for Revising the Strategic Plan • NERIS Transition January 1, 2026 • Final Phase of Data Dashboard Implementation with Onslow County E911 (FirstWatch) 36 18  2/11/2026 Accomplishments (Community Risk Reduction) • Hammocks Beach Trail Marker Project – Phase II Completed (Eagle Scout Project) • ICW/Waterway Marking Project – Phase I Completed (Carteret to Pender County) • Hamrick Farms – Wildland Urban Interface Project Initiated (Fire Lanes Mapped) • Inaugural Safety Town Program – In Partnership with Parks & Recreation 37 Challenges Faced • Overlapping Incidents, requiring more aid & resulting in missed Swansboro Incident Responses (Answered by Off-Duty Personnel {Delayed} or Outside Agencies) • Increase in Wildland Related Fires – Lack of Resources Types • Prolonged EMS Scene Times & Increased Incidents • Grant Cycles/Funding Programs • Aging Apparatus & Costly Repairs • Paused Progression (County Fire Study Results – Pending) • Service Demands, Obtaining Equipment, Continuing to Play Catch-up 38 19  2/11/2026 Improvement with Partners & Personnel Agency Focus 2025 2026 Improvement for Community & Crew 39 ISO – Anticipating Summer/Fall Inspection •Final Preparations to Maximize Credit Personnel – Prepare & Prevent •Continued Improvement of Health, Wellness, & Cancer Prevention Initiatives •Enhancement of Professional Development Programs and Career Advancement Preparedness Looking Ahead Agency – Move to Finalize Accreditation Requirements •Updated 5-Year Strategic Plan (In-Progress) •Self-Assessment Manual (Planning Development) •Community Risk Assessment/Standards of Cover (Preparing) Community – Improvement of Outreach Programs & Education 40 20  2/11/2026 Emergency Management 41 Emergency Management Events Winter Storm Gianna Unnamed Nor’easter/Coastal Storm – October Hurricane Erin (Offshore Effects) Tropical Storm Chantal (Residual Effects) 42 21  2/11/2026 • Active Shooter Plan (County Partnership) • Southeastern Regional Hazard EM Mitigation Plan Update (Finalizing) – Resolution Forthcoming Projects • Waterway Response Plan – (Planning) • GIS Data for Risk Reduction & Hazard Assessment – (Continuous) 43 • FEMA Uncertainty • Funding/Grant Opportunities • Limited Availability • Competitiveness • Lack of Funding Types or Challenges Applicable Projects for Equipment/Prevention • Reactive versus Proactive Approaches – Costly Increases • Increase in Hazards, Risks, and Events 44 22  2/11/2026 • Continue to Seek Grant Funding • Work to Improve CIP and Equipment Readiness • Development of Continuity of Operations Plan (Separate from EOP) Looking • Increase Staff Training (All) • Begin work on 2026-2030 Southeastern Ahead Regional Hazard Mitigation Plan Tasks • Enhance Methods of Communication & Information Sharing • Amplify Community Education Programs and Outreach Initiatives 45 Grants 46 23  2/11/2026 • Defense Critical Infrastructure Upcoming • Public Safety Building • Water Supply Enhancement (ONWASA) Grants • Stormwater Projects (Withers-Ravenal) • Assistance for Firefighter Grant (FEMA) • Equipment – Communications • Apparatus – Brush Truck • Wildland Urban Interface Grant (Department of the Interior) • Brush Skid Unit • Fire Prevention & Safety Grant (FEMA) • Community Outreach Equipment • Build Grant (US DOT) • Sidewalk Projects 47 Parks and Recreation and Community Festivals Mid Year Budget Review Presented by: Anna Stanley, CPRP & Sara Elliott, CPRP 48 24  2/11/2026 Parks and Recreation-Accomplishments › Promoted Program & Event Manager to Assistant Parks & Recreation Director › New Programs › Partnerships › Special Events-continue to have record setting attendance since revamped in 2024 49 Parks and Recreation Revenue Year to Date Estimated (June-January) (February-June) Instructor Fees $1,847 Instructor Fees $3,000 Rentals-Room $16,670 Rentals-Room $5,000 Programming Fees $12,511 Programming Fees $16,600 Memberships $1,681 Memberships $1,000 Park Rentals $3,334 Park Rentals $3,800 Total $36,043 Total $29,400 50 25  2/11/2026 Parks and Recreation Expenditures › Department is doing well › 62% remaining & tracking to spend the remaining Shortfalls › Splashpad › Playground Repairs 51 Challenges addressed from 2024-25 Community Impact Staff Budget Increase Operational Results Customer service & Limited hours, Rec Center coverage, new satisfaction resulting Increased PT staff programs created & from increased quality, increase demand & hours current expanded enhancement, & number workload of programs Program Budget Increase Operational Community Impact Supplies Increased funds for Results More activities offered for families/residents, supplies New programs created & increased engagement & Limited funds for current expanded participation supplies Operational Results Community Impact PirateFest BOC Response Event successfully Preserved a 14-yr tradition, increased hosted, new entertainers community participation, Event removed Funding support added, continued strong from the budget event delivery strengthened community pride & engagement 52 26  2/11/2026 Challenges addressed from 2024-25 Cont’d Banquet Chairs Park Bench Windscreens Air Hockey Smart Tablet Swings Table • Multipurpos • Replace • Replace • Rec Center • Programs & e Room swings current Game Room events screens on • Replacement • Festivals • OC Senior • Goal is to • Enhances Services, replace as tennis offerings • Parks rentals, many as courts maintenance programs possible • Improves • Improves play & efficiency, satisfaction enables of players mobile • On order communicati on during festivals 53 Current Challenges & Budget Needs (Looking Ahead) Current Budget Request Challenge/Impact Proposed Solution Staffing & Wages • Remains a concern even increased • Provide pay increase for funds current staff • Wages are low compared to • Bring back Part-time surrounding areas Recreation Assistant • Difficult to attract & retain part- • Add Full-Time Recreation time staff-for example: summer Coordinator, improve camp was not offered due to the recruitment & retention to inability to hire staff at current pay support programming & rates. camps. 54 27  2/11/2026 Current Challenges & Budget Needs (Looking Ahead) Current Budget Request Challenge/Impact Proposed Solution Facility Maintenance & Repairs • Aging playground equipment • Increase funding for playground requires more repairs each year repairs & maintenance. Allocate • Tot-lot needs replacing, over 20 an amount each year in capital years old, some parts are funds specifically for becoming obsolete & may get to a playgrounds. point a part can not be replaced & • Allocate funds to replace unit, will have to remove the entire unit. offset with grants. • Splashpad is beginning to have • Allocate additional funds for larger repairs, cost of operating increased maintenance & repairs. has increased. 55 Current Challenges & Budget Needs (Looking Ahead) Other Capital/Non-Capital Items › Vehicle › Tennis Court Resurfacing-allocate over next two years › Fitness Room Equipment –Stairmaster, row machine, kettle bells. 56 28  2/11/2026 Budget Needs (Looking Ahead) Pickleball Courts › $150,000 allocated in 2024-25 for dedicated courts › Options: convert skatepark into courts or build new – Skatepark can only fit 3 courts – Building new courts would benefit the Town-generate revenue through increased usage fees, tournaments, & ability to hold sanctioned tournaments › Any courts will require a storm water modification permit – Permit process is not simple, will have to have a firm to manage the stormwater design – Currently Municipal Park is at the max percentage for impervious surfaces…so this means wetlands will need to be built to account for the additional square footage of new courts added to the park. 57 Pickleball Courts Cont’d Budget Estimates-6 New Courts Category Notes Professional services not to exceed: Services tor stormwater project design, plan preparation, permit Coastal Planning $11,500 application, and permitting assistance. Services This does not include the stormwater permit cost for the state. Stormwater Permit Cost is unknown Crystal Coastal Constructing wetlands, pickleball court $100,000 Engineering design Court Construction $200,000 6 regulation courts Fencing & Gates Chain-link cost will be dependent on height of $25,000 (4, 6, or 10 ft high) fence, price reflect 6ft fence Subtotal $336,500 58 29  2/11/2026 Pickleball Courts Cont’d Budget Estimates-6 New Courts Category Notes Other Amenities Amenities should be included in project Wind Screens $6,000 Price is for 6ft fence, 10ft fence will be higher additional cost for custom print, potential Imprinted Windscreens revenue, create sponsorship opportunities- ongoing Trash cans $2,000 cost depends on size and quantity Benches $5,000 cost depends on size and quantity Signage/Message Board $2,000 Paddle Racks $1,500 Landscaping/Buffering $4,000 Shade structures-small $5,000 Subtotal $25,500 Subtotal Construction/Amenities $362,000.00 Contingency (10%) $36,200.00 Grand Total $398,200.00 59 Swansboro Festivals Accomplishments › Increased sponsorships by 73% – Created a Title Sponsor level and sold – Brought in six new sponsors › Receive $20,000 from Onslow County Tourism › Asking $6,500 from Swansboro Tourism Development Authority, typically receive › In-kind sponsorships value approximately $39,000 › Exclusive media partners-5 radio stations, Tideland News (FREE) › New media partner, WNCT-Channel 9 (receive in-kind value in addition to paid advertising) 60 30  2/11/2026 Swansboro Festivals Revenue Year to Date Estimated (February- (July –January) June) Mullet Festival Arts by the Sea $13,000 vendors not ABTS Wine Tasting $3,000 transferred $1,665 Independence Day transferred to 2026 $31,791 Celebration $1,150 Flotilla $1,150 Sponsorship $30,000 Sponsorship (2025) In-kind Sponsorship fiscal year $4,404 $39, 500 retail value $46,250.00 Total $39,010 Total $47,150 61 Swansboro Festivals Expenditures › Department does an excellent job of tracking expenses › Under budget this year, due to not have all the Mullet expenses, still incurred some, but not all › The only short fall we had was with a performance license & that was because fees increased 62 31  2/11/2026 Current Challenges & Budget Needs (Looking Ahead) Current Challenge/Impact Budget Request/Proposed Solution Add additional shuttle services/buses at Festival Parking festivals. Flotilla add shuttles Festival attendance tracking, movement patterns, verifying Software solution that can count visitors, visitor counts & trends, obtain demographics, travel patterns demographics Overtime festival pay for part-time staff. Full Staff time staff receive overtime. Staff work 20- 30 hours on a festival weekend. Wi-Fi Adding additional access points Additional funds for increased marketing Marketing/Media efforts: photography, video (for commercials), professional website design 63 Questions? 64 32  2/11/2026 PLANNING DEPARTMENT INTRODUCTION/BUDGET REVIEW Town Planner Rebecca Brehmer, CFM, CZO 65 CURRENT COMMERCIAL PROJECTS Wawa Convenience Main Street Urgent Bamboo Restaurant Mavis Tire- 1411 W Store and Gas Care- 1058 W and shops- 768 W Corbett Ave Station- 1071 & 1073 Corbett Ave Corbett Avenue (on- (complete) W Corbett Avenue (complete) going) (on-going) Brezza Lofts (Mixed- School Street Phase Swansboro Family Havens At used development one (Multi-Use Store Dental- 1129 Hammocks Beach Lot 8 of Ward Farm Front)- 1121 W Hammocks Beach (Minor Subdivision) Town Center) (on- Corbett Avenue (on- Road (on-going) (on-going) going) going) 1017 W Corbett Avenue (Multi-Use Store Front) (on- going) 66 33  2/11/2026 • Planning Board • Historic Commission • Board of Adjustment THE PLANNING • Flood Review Board DEPARTMENT • Subcommittees SERVES ALL ADVISORY BOARDS • Duties include preparation and presentation of agenda items, helping public prepare applications to be heard, advisory board members onboarding/questions. 67 DAY-TO-DAY PERMITTING REVIEW • Review of building permits for UDO compliance: • Fence permits • Signs permits • Historic applications • Flood plain development permits • New Business Packets review 68 34  2/11/2026 POTENTIAL LAND USE PLAN UPDATE All land use plans should be frequently updated - usually about every 5-10 years - to remain relevant and actionable. Swansboro’s Coastal Area Management Act (CAMA) 2009 Land Use Plan had a major revision in 2019 and had a small revision August 28, 2023, concerning wetlands and environmentally sensitive areas. The town has experienced significant growth, changing development conditions, expansion of the town limits, and a shift in perspectives that has heightened concerns about managing growth. A consultant would be needed for any update. 69 FUTURE BUDGET REQUESTS Training • Floodplain administrator and zoning official certification conferences + dues and subscriptions (budgeted every year) roughly $2,291 • SOG Municipal and County Administration course $4,500 CAMA Land Use Plan update/rewrite • Stewart quoted $45K-$50K for an update and $70K for a full rewrite • WithersRavenel quoted $70k for an update and $117k for a full rewrite • Eastern Carolina Council quoted $20k-$35K for an update 70 35  2/11/2026 Swansboro Police Department 2025/2026 Mid-Year Report 71 Department Organization • The Swansboro Police Department is composed of 13 full-time sworn law enforcement officers and two reserve officers. In addition, the department is supported by a civilian Administrative Assistant. The department maintains thirteen police vehicles that are equipped with mobile data terminals and speed enforcement equipment. All officers are issued body worn cameras which record all interactions. • All officers have received and maintain their certification as a law enforcement officer through the NC Training and Standards Division. Within the department, four officers have earned their Advanced Law Enforcement Certification. 72 36  2/11/2026 The Town Of Swansboro • Within the jurisdiction of the town, the SPD is responsible for patrolling 25 housing subdivisions, 8 multi-unit housing areas, 208 businesses, 4 schools within the patrol area, 2 assisted-living facilities, and more than 50 surface miles of roads. Also, W Corbett Avenue (NC Hwy 24) is a major east-west roadway that more than 30,000 vehicles pass daily. 73 2025 Statistics 74 37  2/11/2026 Patrol Events •events The Patrol Division performed 51,462 total for the calendar year 2025. Patrol Events include reportable and non-reportable calls for service, foot patrols, business checks, escorts, neighborhood patrols, and any other activity an officer performs while on duty. 75 Calls For Service • In 2025, the department responded to a total of 7,265 calls for service. Calls for service are requests received from the public which initiate a response from the department. Not all calls for service require a written report. Of the 7,265 calls for service, 2,073 generated a written report. 76 38  2/11/2026 Investigations The Investigations Division investigated 109 felonies in 2025. 77 Arrests Statistics The Swansboro Police Department made 266 physical arrests in 2025. 78 39  2/11/2026 Admin Assistant • For the calendar year 2025, the Admin Assistant: • Answered 3,520 phone calls. • Assisted 1,670 walk in requests for assistance. • Took 772 requests for reports. • In addition to those above, the Admin Assistant assists the Chief, Deputy Chief, Lieutenant, Detective, and Patrol Staff with the everyday operation of the department. 79 The Swansboro Police Department Participated in 24 Community Events throughout 2024 Tiny Trekkers 3-Trunk-or-Treat Events Touch-a-Truck Veteran’s Day Ceremony Pirate Fest Swansboro by Candlelight Memorial Day Ceremony Swansboro Christmas Flotilla SHS Seniors Parade Thanksgiving Day meals Arts by the Sea Operation Deployed Santa Independence Day Celebration Shop-with-a-Cop Safety Town Santa Parade around Town Tunnel to Towers 5k National Night Out Moving Mullet 5k Mullet Festival Halloweenie Roast 80 40  2/11/2026 Off-Duty • SPD Officers were hired by numerous civic groups and businesses to perform security Details duties at 36 events throughout 2025. 81 82 41  2/11/2026 SPD hired three new officers in 2025. L-R: Eric Mason, Daniel Gregor, Stephen Ferguson, Jr. 83 Patrol Vehicles • The SPD has ordered two new vehicles to replace two older vehicles. Each new vehicle will have lighter graphics and a lightbar for higher visibility. 84 42  2/11/2026 Replacing Obsolete Radios • By 2030, current handheld radios will be obsolete. • Unable to make repairs on current radios. • Began to replace radios with 2025/2026 budget. • Continue to budget until replacement is complete. 85 Speed Trailer • In October 2025, the SPD’s speed trailer came online. The portable speed awareness trailer can be set up throughout the Town to make drivers aware of their speeds. 86 43  2/11/2026 New Equipment • Forensic Tests for Alcohol Branch of the Department of Health and Human Services installed an Intoximeters Intox EC IR II instrument in the station. • Cuts down on the time an officer is away from the Town when processing a drunk driver. 87 New Gym Equipment Thanks to Walmart #7079 for the donation of new gym equipment 88 44  2/11/2026 Budget Challenges The biggest challenge PD has to the budget is the rising cost of needed equipment and other expenses. 89 Replacing Old Tasers 90 45  2/11/2026 Vehicles • Cost of a new vehicle: $50,000 • Cost to upfit: $7,500 • Total Cost: $57,500 91 • Costs to outfit a new officer. • Pants: 3 pair cost $270 • SS Shirts: 2 pair cost $100 • LS Shirts: 3 pair cost $180 • Shoes: $150 Uniforms • Basics: $700 • BPV: $550 ($250 grant from NCLM) • Carrier: $180 • Duty Belt (full): $300 (belt only: $75) • Total Cost: $700-$1,300 92 46  2/11/2026 Meet the Staff 93 Questions 94 47  2/11/2026 BOARD COMMENTS Mayor William Justice Mayor Pro Tem Jeffrey Conaway Commissioner Douglas Eckendorf Commissioner Tamara Pieratti Commissioner Wayne Herbert Commissioner Timothy Vannoy 95 ADJOURN 96 48