2. discussion of monthly financial report 3. review of ... · in downtown wake forest. • grow...

Wake Forest Board of Commissioners Work SessionMeeting Agenda

June 04, 2019 at 5:30 PM

1. Presentations

1.1. Recognition of New Town Employees

1.2. Discussion of FY 2019-2020 Proposed Budget

1.3. Strategic Plan Update - 2019 BOC_Summary_Sheet_Strategic Plan Update2019.docxStrategic Plan 2019.pdfDRAFT Strategic Plan Working Document.pdf

2. Discussion of Monthly Financial Report

2.1. Discussion of April Financial Summaries April 30, 2019 Financial Summaries.pdf

3. Review of Draft Agenda for Upcoming Regular Meeting

3.1. Review of draft agenda for the June 18, 2019 meeting. 6-18-19-draft_agenda.docx

4. Other Business

4.1. Commissioner Reports

5. Commissioner Reports

6. Adjournment

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https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/368151/BOC_Summary_Sheet_Strategic_Plan_Update2019.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/368153/Strategic_Plan_2019.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/368154/DRAFT_Strategic_Plan_Working_Document.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/369129/April_30__2019_Financial_Summaries.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/371649/6-18-19-draft_agenda.pdf

Board of Commissioners Work Session AgendaItem Report

Agenda Item No.: 2019-208Submitted by: Kip Padgett Submitting Department: Administration Meeting Date: June 4, 2019

SUBJECTRecognition of New Town Employees

Recommendation:

Item Summary:

ATTACHMENTS

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SUBJECTDiscussion of FY 2019-2020 Proposed Budget

Recommendation:

Item Summary:

ATTACHMENTS

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Agenda Item No.: 2019-229Submitted by: Candace Davis Submitting Department: Administration Meeting Date: June 4, 2019

SUBJECTStrategic Plan Update - 2019

Recommendation:Receive draft Strategic Plan for review and comment. Staff will request formal adoption of the Resolution of Approvalfor the Strategic Plan Update at the June 18th BOC meeting.

Item Summary:

ATTACHMENTS BOC_Summary_Sheet_Strategic Plan Update2019.docx Strategic Plan 2019.pdf DRAFT Strategic Plan Working Document.pdf

4

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/368151/BOC_Summary_Sheet_Strategic_Plan_Update2019.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/368153/Strategic_Plan_2019.pdf

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/368154/DRAFT_Strategic_Plan_Working_Document.pdf

ITEM TITLE: Strategic Plan Update - 2019

ITEM SUMMARY: Staff will provide an overview of the draft Strategic Plan Update –2019. This document is the update of the previously approved Strategic Plan Update in 2017.

ATTACHMENTS: o Draft Strategic Plan Booklet (2019)o Task Worksheet

SPECIFIC ACTION REQUESTED: Receive draft Strategic Plan for review and comment. Staff will request formal adoption of the Resolution of Approval for the Strategic Plan Update at the June 18th BOC meeting.

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Where Innovation Meets Opportunitywakeforestnc.gov / strategic-plan

TOWN of WAKE FOREST 2017–2022

STRATEGIC PLAN

Updated by the Wake Forest Board of Commissioners ▲ JUNE 20196

Where Innovation Meets Opportunity wakeforestnc.gov / strategic-plan

As we look to the future, Wake Forest must plan for how it will continue providing services in a manner that efficiently meets the needs of our growing and ever-changing community.

The Wake Forest Strategic Plan charts our course for the next five years towards providing an excellent and sustainable quality of life for our citizens.

GOALS

VALUES

STRATEGIES

The Core Principles By Which We Abide

▲ Economic Development▲ Safe & Connected Community▲ Values-Based Organizational Culture▲ Fiscal Strength

Achieving the Goals

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A vibrant and diverse community that provides superior public

services and an exceptional quality of life.

The Town of Wake Forest is committed to improving the quality

of life in our community by preserving our character, fostering

economic opportunities, strengthening our neighborhoods, delivering

superior services and embracing the diversity of our citizens.

we embrace the Town’s core values of caring, commitment, integrity and innovation.

MISSION STATEMENT

VISION

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Economic Development

GOAL1

▼ Foster environment that supports growth and expansion

▼ Promote Wake Forest as a destination for investment, community and visitors

STRATEGIES

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Safe & Connected Community

▼ Provide opportunities for residents to become more involved in Town government

▼ Facilitate the installation of develop-ment-related infrastructure through the use of innovative technologies and streamlined processes

GOAL2

STRATEGIES

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Values-Based Organizational Culture

▼ Encourage employees to express ideas and collaborate across departments

▼ Provide skills and resources to all for employee upward mobility within this organization and professional growth

▼ Ensure Wake Forest is a competitive employer in the local government job market

GOAL3

STRATEGIES

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Fiscal Strength

▼ Maintain and improve the Town’s bond rating

▼ Maintain financial stability of Town

▼ Assess development agreements for public/private partnerships

GOAL4

STRATEGIES

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Town of Wake Forest | 301 S. Brooks St. Wake Forest NC 27587 | 919.435.9400 | wakeforestnc.gov / strategic-plan.aspx

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GOAL 1: Economic Development

STRATEGY: Foster environment that supports growth and expansion

TA S K NO T E S Q1 UP D A T E S Q2 UP D A T E S Q3 UP D A T E S Q4 UP D A T E S

Partner with various organizations to develop an entrepreneur program

• Working with two regional technology incubators and local tech partners to develop programs.

• Anticipate agreements to be executed this summer for a site in Downtown Wake Forest.

• Grow WRAL TechWire community spotlight partnerships with technology focused businesses.

Start typing here

Advance the development of a Live-Work-Play Technology Park

• Currently going through Electricities site certification program. Estimated completion: Fall 2019

• DFI performing market analysis. Expected completion: Fall 2019

• RFQ released for site engineering and architectural services.

Start typing here

Capitalize on partnership with Ting to make fiber

• After construction of fiber middle mile, we will develop, in partnership with Ting or another

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available to business partners.

service provider, strategies to lay additional fiber around business clusters.

Maintain an active and effective Main Street program

• Utilize the four-point strategies: 1) Economic Vitality, 2) Marketing & Promotions, 3) Organization, 4) Design & Appearance

• Program the remainder of the side streets improvement projects into the CIP

• Retain National Main Street Accreditation

Continue to monitor and evaluate downtown parking capacity

• DFI will perform a parking study as part of their market analysis on the old SunTrust property.

• Additional future studies will be done on an as needed basis as Downtown continues to grow.

Continue to explore initiatives that provide expedient and seamless customer service

• Increase review fees for Express plan reviews; site and master plan. Have staff stay after hours to complete reviews.

• Inspections Department to maintain next day building inspections policy.

STRATEGY: Promote Wake Forest as a destination for investment, community, and visitors


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Develop strategies to reach as many residential communities as possible with fiber.

• Currently designing middle mile fiber network.

• Working with Ting and exploring other partnerships for reaching neighborhoods from the middle mile.

• Ting is currently installing fiber within a section of Heritage.

Provide programming and events as an economic driver to promote a sense of place, provide quality of life programming and attract new visitors and investment.

• Promote the new Joyner Park Community Center as a regional facility for athletics, health & wellness, meetings and special events.

• Bring in tournaments, pickleball – partner with the Factory and Greater Raleigh Convention and Visitors Bureau (GRCVB) - Develop a public/private partnership and get restrooms.

• Continue to offer and expand the diversity of programs offered at the Renaissance Centre and by the Parks, Recreation & Cultural Resources Department.

Convert Owen Avenue to a shared festival street

• Owen Ave and S. White St. Streetscape to be complete by October 2019

• Festival street grand opening event in conjunction with annual Tree Lighting in December 2019

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Complete White Street Streetscaping Expansion (Elm Avenue to Holding Avenue)

• Owen Ave and S. White St. Streetscape to be complete by October 2019

• Great Main Streets in the Making – apply for NCAPA award

Continual evaluation of the effectiveness of individual programming and events as an economic driver and quality of life initiative

• Continued finetuning of events such as FNOW, Parade, Car Show, Mardi Gras, Dirt Day etc. to provide the optimal visitor experience and largest economic impact -Ongoing

Promote quality of life characteristics to attract and retain businesses and their employees

• Maintain Parks, Recreation, and Cultural Resources Department national accreditation for the Commission for Accreditation of Park and Recreation Agencies (CAPRA).

• Maintain Wake Forest Police Department as Commission international accreditation for Law Enforcement Agencies (CALEA).

• Wake Forest Inspections Department to promote safety of houses and inspection standards during Building Safety month.

• Provide examples of diverse programming events and initiatives

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• Maintain and continue to expand park and greenway system.

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GOAL 2: Safe & Connected Community

TA S K S NO T E S Q1 UP D A T E S Q2 UP D A T E S Q3 UP D A T E S Q4 UP D A T E S

Develop a Citizens Academy

• Recommended ending the current Planning Board Academy; April 2019 was the last session. Communications Department to take the lead on developing and implementing the Academy (virtual and in-person sessions). Work with Planning and other departments. Anticipated launch; fall 2019.

• Planning academy would tie in well with citizens academy, great to recruit for ABs, present projects to the board that are issues for them gives ideas for better service.

Educate citizens on volunteer opportunities (Expand 411 videos to include advisory board/commissions).

• Develop a video providing an overview of each advisory board over the next two years to help with advisory board recruitment.

• Promote the volunteer opportunities including the Adopt-a-Trail, environmental

STRATEGY: Provide opportunities for residents to become more involved in Town government

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programs, and other town events.

Create and promote programs and events that are multicultural and on the socioeconomic spectrum

• Survey citizens to gauge their interest and solicit their input concerning the kinds of programs and events in which they are interested.

• Based on results of survey, work to establish and refine programs and events.

Foster public/private partnerships in an effort to encourage affordable/workforce housing.

• Work with developers to identify possible areas for housing and any resulting public infrastructure needs.

• Develop policy on fee waivers for affordable/workforce housing.

• Review and possibly change zoning classifications in areas conducive to affordable/workforce housing.

TA S K S NO T E S Q1 UP D A T E S Q2 UP D A T E S Q3 UP D A T E S Q4 UP D A T E S

Implement ‘Dig Once’ Program

• Add conduit during open trenching.

• Update road specifications and details to include conduit for the Town

STRATEGY: Facilitate the installation of development related infrastructure through the use of innovative technologies and streamlined processes

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Reduce recycling fees • Develop a new residents guide to trash, recycling and yard waste pickup.

• Work with current contractor to spot check possible violations of recycling guidelines.

• Provide volunteer opportunities for citizens in recycling and stormwater cleanup.

Maintain Town tree canopy at 45% or greater

• Contract with non-profit organizations to plant trees on private property.

• Revise Unified Development Ordinance (UDO) to encourage more tree save areas.

• Explore the use of grants to purchase forested areas within the town limits.

• Increase the required Open Space for new development in the UDO

• Provide development incentives for tree preservation above what is required

• Create and market the tree memorial/honorary tree program

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Goal 3: Values-Based Organizational Culture


Establish small focus groups of employees across departments.

• Survey Employees for feedback – employee input a unit component of strategic planning; Start/Stop/Continue survey a good way to see what employees would like their supervisors to start doing, stop doing and continue doing.

• Utilize the Local Government Workplace Initiative (LBWI) at UNC Chapel Hill to facilitate employee empowerment and voice.

Work to decentralize processes where applicable for greater efficiency and to create more employee voice.

• Review current practices to ensure empowered across the organization and at the appropriate levels to make decisions and take action in an effort to be timely and responsive to citizens.


STRATEGY: Encourage employees to express ideas and collaborate across departments

STRATEGY: Provide skills and resources to all for employee upward mobility within this organization and professional growth

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Ensure succession plan prepares staff to take over at least one year in advance; Department Directors, Superintendents, and Division Line Managers.

• Each Department Director recommends a pool of internal candidates for succession planning purposes to the Town Manager. Human Resources and the Department Director would develop an assessment center to identify the top candidate(s) who demonstrates the ability to fill the position on a temporary and possibly permanent basis.

Develop a Leadership Academy

• Implement within the next two years.

• Application driven.


Compensation studies and benefits review

• A third of the positions are studied annually.

• Salary table adjustments are made based on the results of the study.

• Benefits are reviewed annually by a third-party benefits consultant.

Enhance employee experience

• Staff explores non-monetary incentives such as the wellness benefits, local discounts, and employee group competitions.

STRATEGY: Ensure Wake Forest is a competitive employer in the local government job market

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• Quarterly roundtable with Town Manager.

• Provide classes on personal finances and home buying.

• Family Planning; Wills, Life Coaching, etc.

• Toastmasters

• Add a photo montage of employees working/volunteering throughout the year during the annual Christmas luncheon.

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GOAL 4: Fiscal Strength


Update debt issuance plan and model accordingly.

• Provide relevant data to financial advisors on current and planned debt.

• Ensure budgets are within the model and debt policy.

Assess upcoming bond needs and prepare for referendum in November 2020.

• Departments have identified potential needs.

• Preliminary list shared with BOC at their February work session

• Refine list and receive further input from the BOC.

• Gather cost estimates for final projects and enter into debt model.

Receive AAA from Moody’s.

• Ensure policies and practices are within the standards set by Moody’s.

Maintain adequate reserves in accordance

• Policy has been adopted by BOC setting reserve levels.

STRATEGY: Maintain and Improve the Town’s Bond Rating

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with Local Government Commission guidelines and Board of Commissioners.

• Each budget is analyzed to ensure it is within policy threshold set by the BOC.


Meet the requirements for submission of annual budget, CAFR, and PAFR.

• Review annual documents to ensure standards are being met before submission for annual review.

• Budget has received GFOA award five consecutive years.

• CAFR has received GFOA award 29 consecutive years.

• PAFR received GFOA award with first submission.

Insert text here

Update the Electric Rate Study.

• Update every three to five years.

• Funds included in FY 20 budget for study update

Conduct analysis of Wake Forest Fire Department (WFFD) becoming a Town Department.

• Envirosafe retained to assist with study.

• Stakeholder meetings are occurring.

STRATEGY: Maintain Financial Stability of Town

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• Presentation of findings at the September BOC work session. Will invite Fire Board as well.


Create policies for affordable/workforce housing funding.

• Submit policies for review by BOC that address fee waivers and at what threshold.

• Submit policies for review by BOC that address the threshold at which the Town will consider contributing to an affordable housing project (and at what level of funding).

Create policies to partner with developers to meet long-term infrastructure goals in conjunction with the Comprehensive Transportation Plan (CTP).

• Allow the developers to build the infrastructure with the Town providing payment to the developer to help reduce the cost of new roads and/or improvements to infrastructure. Helps keep cost down, they are already mobilized, set up development agreement for a maximum amount the Town will contribute.

STRATEGY: Assess Development Agreements for Public/Private Partnerships

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Agenda Item No.: 2019-232Submitted by: Aileen Staples Submitting Department: Finance Meeting Date: June 4, 2019

SUBJECTDiscussion of April Financial Summaries

Recommendation:

Item Summary:

ATTACHMENTS April 30, 2019 Financial Summaries.pdf

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https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/369129/April_30__2019_Financial_Summaries.pdf

Town of Wake Forest

April 30, 2019 Financial Summaries

GENERAL FUND HIGHLIGHTS:

o Total year-to-date revenues are at 80.59% of annual budgeted amounts o Total year-to-date expenditures are at 81.83% of appropriations (includes encumbrances) which is below the 83% guideline for the fiscal

year o Net gain YTD (increase in fund balance) is $2.2 million – this will continue to level out over the last two months of the fiscal year

DEBT SERVICE FUND HIGHLIGHTS:

o Net gain YTD (increase) in fund balance) is $141,907 o Debt service payments for the bonds issued in June 2018 will be made on June 1, 2019 which will result in using reserves built up in debt

service fund for FYE 2018

DMSD HIGHLIGHTS:

o Ad Valorem taxes are slightly over 102% - exceeding expectations for the year

WFRC HIGHLIGHTS:

o Expenditures are at 69.26% which is below the guideline o Consistently throughout the fiscal year expenditures have been below program revenues and other financing sources

ELECTRIC FUND HIGHLIGHTS:

o Total year-to-date revenues are 85.57% of budgeted amounts o Other financing sources includes $3.5 million in loan proceeds for acquisition of Unicon Drive o Any unspent proceeds for Unicon Drive will be transferred to the Electric Capital Reserve fund at June 30, 2019

o Total expenses are at 75.78% (includes encumbrances) o Net gain YTD is $2.9 million

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GENERAL FUND Monthly Target Percentage 83.00%April 30, 2019

Amended YTD Remaining Budget % Budget Used PYDepartment Budget Actual Encumbrances (including encumbrances) (includes encumbrances) YTD Actuals

REVENUES Ad Valorem Taxes 26,930,960$ 27,026,613$ - (95,653)$ 100.36% 25,223,825$ Other Taxes 80,000 45,277 - 34,723 56.60% 62,185 Unrestricted Intergovernmental 10,966,150 6,039,284 - 4,926,866 55.07% 5,649,483 Restricted Governmental 75,680 75,676 - 4 99.99% 75,676 Permits and Fees 2,258,740 1,656,932 - 601,808 73.36% 2,155,891 Other Revenue 839,885 728,753 - 111,132 86.77% 604,312 Sales and Services 905,250 651,526 - 253,724 71.97% 542,527 Investment Earnings 162,500 220,656 - (58,156) 135.79% 125,160 Other Financing Sources 3,117,130 93,231 - 3,023,899 2.99% 1,075,085 General Fund Total 45,336,295$ 36,537,947 - 8,798,348 80.59% 35,514,143$


EXPENDITURES 410 Board of Commissioners 638,035$ 453,920$ -$ 184,115$ 71.14% 549,727$ 415 Economic Development 388,115 210,348 4,000 173,767 55.23% 244,648 420 Administration 463,890 327,902 50,262 85,727 81.52% 308,897 425 Communications 940,855 717,466 82,488 140,900 85.02% 503,371 430 Human Resources 586,850 482,405 15,513 88,932 84.85% 424,464 435 Downtown Development 336,095 251,275 4,613 80,206 76.14% 200,368 440 Finance 1,316,490 1,023,363 4,869 288,259 78.10% 1,066,072 445 Management Information Systems 1,184,005 917,810 137,718 128,476 89.15% 795,536 480 Building Inspections 1,733,440 1,410,926 - 322,514 81.39% 1,246,650 490 Planning 2,011,129 1,304,604 260,711 445,814 77.83% 821,317 500 Public Facilities 1,737,385 1,288,960 166,783 281,642 83.79% 1,271,711 510 Public Safety 17,109,287 13,611,479 1,309,673 2,188,135 87.21% 12,740,450 530 Public Works Administration 431,445 348,360 20,099 62,986 85.40% 187,953 540 Engineering 919,195 550,035 95,640 273,520 70.24% 902,252 550 Fleet Maintenance 428,400 282,061 7,413 138,926 67.57% 301,377 560 Streets 2,665,684 1,945,853 71,174 648,657 75.67% 1,672,192 570 Powell Bill - - - - 0.00% 26,296 580 Environmental Services 3,586,385 2,696,711 159,433 730,241 79.64% 2,590,387 620 Parks and Recreation 3,498,375 2,525,953 398,297 574,126 83.59% 2,532,674 999 Transfers 5,361,235 3,959,863 - 1,401,372 73.86% 4,189,970 General Fund Total 45,336,295$ 34,309,295 2,788,686 8,238,314 81.83% 32,576,311$

General Fund - Net Gain (Loss) 2,228,653$ 2,937,833$ 30

Debt Service Fund Monthly Target Percentage 83.00%April 30, 2019

Amended YTD Remaining Budget % Budget Used PYDepartment Budget Actual (including encumbrances) (includes encumbrances) YTD Actuals

REVENUES Restricted Governmental 882,000$ 879,928 2,072 99.77% 868,086 Permits and Fees 626,760 439,251 187,509 70.08% 243,963 Investment Earnings 10,800 13,948 (3,148) 129.15% 4,990 Other Financing Sources 5,233,360 3,706,821 1,526,539 70.83% 3,902,208 General Fund Total 6,752,920$ 5,039,948 1,712,972 74.63% 5,019,246$

Amended YTD Remaining Budget % Budget Used PYDepartment Budget Actual (including encumbrances) (includes encumbrances) YTD Actuals

EXPENDITURES 440 Finance 9,385$ 4,829$ 4,556$ 51.45% -$ 480 Building Inspections 117,460 111,804 5,656 95.18% 5,014 500 Public Facilities 925,410 782,976 142,434 84.61% 1,056,776 510 Public Safety 473,140 432,710 40,430 91.46% 354,871 550 Fleet Maintenance 13,600 13,597 3 99.98% 13,597 560 Streets 1,763,000 1,150,559 612,441 65.26% 1,056,150 570 Powell Bill 1,114,835 870,595 244,240 78.09% 693,838 580 Environmental Services 236,520 164,335 72,185 69.48% 130,655 620 Parks and Recreation 2,099,570 1,366,635 732,935 65.09% 988,544 General Fund Total 6,752,920$ 4,898,040 1,854,880 72.53% 4,299,445$

General Fund - Net Gain (Loss) 141,907$ 719,801$

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DMSD Special Revenue Fund Monthly Target Percentage 83.00%April 30, 2019


REVENUES Ad Valorem Taxes 74,000$ 75,961$ - (1,961)$ 102.65% 74,845$ Investment Earnings 3,000 3,558 - (558) 118.60% 1,938 Other Financing Sources 38,500 - - 38,500 0.00% - DMSD Special Revenue Fund Total 115,500$ 79,519 - 35,981 68.85% 76,784$


EXPENDITURES Transfers In (Out) 115,500$ 82,401$ -$ 33,099$ 71.34% 66,285$ DMSD Special Revenue Fund Total 115,500$ 82,401 - 33,099 71.34% 66,285$

Downtown District - Net Gain (Loss) (2,881) 10,499

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Wake Forest Renaissance Centre Monthly Target Percentage 83.00%April 30, 2019


REVENUES Sales and Services 152,500$ 101,885$ -$ 50,615$ 66.81% 70,814$ Other Revenue 117,800 92,767 - 25,033 78.75% 50,872 Other Financing Sources 350,050 261,785 - 88,265 74.79% 228,761 WFRC Fund Total 620,350$ 456,437 - 163,913 73.58% 350,447$


EXPENDITURES 626 Wake Forest Renaissance Centre 620,350$ 421,555$ 8,102$ 190,694$ 69.26% 335,579$ WFRC Fund Total 620,350$ 421,555 8,102 190,694 69.26% 335,579$

WFRC Fund - Net Gain (Loss) 34,882$ 14,868$

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ELECTRIC FUND Monthly Target Percentage 83.00%April 30, 2019


REVENUES Charges for Services 19,818,405$ 16,358,288$ - 3,460,117$ 82.54% 15,984,162$ Sales Tax - Utility 1,376,895 1,121,186 - 255,709 81.43% 1,117,362 Other Revenue 130,000 233,061 - (103,061) 179.28% 262,435 Investment Earnings 40,000 64,607 - (24,607) 161.52% 24,750 Other Financing Sources 3,500,000 3,500,000 - - 100.00% 833,235 Electric Fund Total 24,865,300$ 21,277,142 - 3,588,158 85.57% 18,221,943$


EXPENDITURES 850 Electric - Operations 24,319,985$ 18,009,142$ 384,878$ 5,925,965$ 75.63% 15,779,964$ 860 Electric - Tree Trimming 545,315 324,351 124,937 96,028 82.39% 444,952 Electric Fund Total 24,865,300$ 18,333,493 509,815 6,021,992 75.78% 16,224,916$

Electric Fund - Net Gain (Loss) 2,943,649 1,997,027

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Agenda Item No.: 2019-215Submitted by: Deeda Harris Submitting Department: Administration Meeting Date: June 4, 2019

SUBJECTReview of draft agenda for the June 18, 2019 meeting.

Recommendation:

Item Summary:

ATTACHMENTS 6-18-19-draft_agenda.docx

35

https://legistarweb-production.s3.amazonaws.com/uploads/attachment/pdf/371649/6-18-19-draft_agenda.pdf

Wake Forest Board of CommissionersDraft Meeting Agenda

June 18, 2019 at 7:00 PM

Call to Order

Pledge of Allegiance

1. Approval of Agenda

2. Approval of Minutes

2.A. Approval of Minutes for Meetings held May 7, 2019 (Work Session & Joint Public Hearing) and May 21, 2019 (Regular Board of Commissioners Meeting).

3. Presentations

3.A. Resolution Recognizing Michael Maron on his retirement

3.B. Recognition of the Heritage High School Soccer Team - 2019 4A Girls Soccer State Champions

3.C. Presentation of the 2020 Census Outreach Initiatives

4. Public hearings / Public Comment

4.A. Public Comment: If anyone would like to address the Board of Commissioners on an item other than a public hearing item during the time of public comment, please sign up with the Town Clerk prior to the meeting. Each speaker is asked to limit comments to 5 minutes. Please provide the clerk with copies of any handouts you have for the Board. Although the Board is interested in hearing your concerns, speakers should not expect Board action or deliberation on subject matter brought up during the Public Comment segment. Topics requiring further investigation will be referred to the appropriate Town Staff and may be scheduled for a future agenda. Thank you for your consideration of the Board of Commissioners, staff and other speakers.

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Wake Forest Board of CommissionersJune 18, 2019 Page 2

5. Consent Agenda

(A Consent Agenda is a group of items passed with a single motion and vote. These matters are of a generally routine nature. No debate is allowable on any item included on the Consent Agenda. If a Commissioner or any citizen of Wake Forest or its ETJ wants separate consideration of any item, it may be removed from the Consent Agenda by request.)

5.A. Acceptance of Streets into the Town of Wake Forest System for Maintenance

5.B. Approval of resolution authorizing Wake County Revenue Director to Levy and Collect Property Taxes for FY 2019 -2020 for the Town of Wake Forest

5.C. Approval of Budget Ordinance Amendment # 5 for Fiscal Year 2018-2019

5.D.

5.E.

Approval of a Resolution for the Strategic Plan Update – 2019

Inconsistency Statement for Case RZ-18-18 - 2601 Cliff Lane for a conditional district zoning map amendment request filed by Mitchell Design Group to rezone 9.16± acres located at 2601 Cliff Lane from Rural Holding District (RD) to Highway Business Conditional District HB-CD), being Wake County Tax Pin Numbers 1739-53-6578, 1739-53-9473, 1739-53-4432 and 1739-53-4625.

6. Legislative Items

6.A. Consideration of an Ordinance Amending the Code of Ordinances Chapter 30 -Traffic and Vehicles; Article VI. - Traffic Schedules; Sec. 30-263. - Schedule XVII, Speed Limits

7. Planning Items

7.A. Notification of the Adoption of the Historic Property Handbook and Design Guidelines for Local Historic Districts and Local Historic Landmarks by the Wake Forest Historic Preservation Commission

7.B. Consideration of Action on LEGISLATIVE CASE RZ-19-06, Required Shopfront Overlay District: Request filed by Town of Wake Forest to Rezone 10.98± Acres located at the 200 block of E. Roosevelt Avenue; 200 block of Wait Avenue; 200 block of E. Jones Avenue; 200 block of E. Owen Avenue; and the 100, 200, and 300 blocks of S. Brooks Street to add the Required Shopfront Overlay District (SF) being Wake County Tax Pins: 1841-50-1741, 1841-50-1935, 1841-50-1993, 1841-5-02618, 1841-50-2942, 1841-50-2990, 1841-50-3541, 1841-50-4425, 1841-50-7604, 1841-51-1067, 1841-51-1266, 1841-51-1382, 1841-51-2036, 1841-512-085, 1841-51-2234, 1841-51-2295, 1841-51-2351, 1841-51-2379, 1841-51-2390, 1841-51-3033, 1841-51-3159, 1841-5-13276, 1841-51-3372, 1841-51-3575, 184-15-

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Wake Forest Board of CommissionersJune 18, 2019 Page 3

14308, 1841-51-5032, 1841-51-5126, 1841-51-5265, 1841-51-5382, 1841-51-5446, 1841-51-6403

7.C. Consideration of Action on QUASI-JUDICIAL CASE SD-16-08, Willows at Traditions: Request filed by JPM South for a subdivision master plan amendment for an additional 10 lots in a previously approved 100-lot townhome development on approximately 19.71 acres located at the southwest corner of the Traditions Grande Boulevard and Royal Mill Avenue intersection, being Wake County Tax PIN 1851-13-8150

8. Administration and Financial Items

8.A. Consideration of approval of FY 2019-2020 Budget Ordinance

9. Public Services Items

10. Parks and Recreation Items

11. Public Safety Items

12. Other Business

12.A. Wake County Tax Releases

12.B. Monthly Report

12.C. Commissioner Reports

13. Adjournment

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SUBJECTCommissioner Reports

Recommendation:

Item Summary:

ATTACHMENTS

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2. discussion of monthly financial report 3. review of ... · in downtown wake forest. • grow...

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