FY 2019–20 Annual Operating Budget

& Budget Ordinance (as adopted June 11, 2019)

Summerfield’s 2019 Founders’ Day weekend and parade are just one of the budgeted events enjoyed by young and old within the northwest Guilford area.

© Chris B

urritt, Northw

est Observer

adopted June 11, 2019

prepared by Town Manager Scott Whitaker and Finance Officer Dee Hall

email: swhitaker@summerfieldnc.gov and dhall@summerfieldnc.gov

Summerfield Town Hall :

mail: POB 970 street: 4117 Oak Ridge Road

Summerfield, NC 27358

phone: 336-643-8655 fax: 336-643-8654 email: clerk@summerfieldnc.gov web: www.summerfieldnc.gov

N O T I C E

This document has been updated to reflect the final Council-adopted budget immediately following the June 14, 2016, budget presentation. The only change between proposed and adopted budgets was a fee schedule change on page 33 for

voluntary annexations—a fee of “$250 per acre” was changed to “no fee” and did not necessitate a revenue adjustment.

contents

Budget Message Recap of Current-Year Priorities . . . 5 Upcoming Goals and Highlights . . . 7 Comprehensive Plan . . . . . . . . . . . . 7 Executive Summary . . . . . . . . . . . . . 8 Departmental Budgets . . . . . . . . . . . 8 Conclusion . . . . . . . . . . . . . . . . . . . . 8 Map of Summerfield . . . . . . . . . . . . . . 9 Budget Calendar . . . . . . . . . . . . . . . 10 Snapshot of Summerfield Business QuickFacts . . . . . . . . . . . 12 People QuickFacts . . . . . . . . . . . . . 13 Geography QuickFacts . . . . . . . . . . 13 Town Organizational Structure Governing Body . . . . . . . . . . . . . . . 14 Departments . . . . . . . . . . . . . . . . . 14 Organizational Chart . . . . . . . . . . . 15 Contracting . . . . . . . . . . . . . . . . . . 16 Boards and Committees . . . . . . . . . 16

Budget Policies & Procedures Budget Process. . . . . . . . . . . . . . . . 17 Reporting . . . . . . . . . . . . . . . . . . . . 17 Budget Control. . . . . . . . . . . . . . . . 18 Policy Guidelines . . . . . . . . . . . . . . 18 Budget Assumptions & Justifications. . . 19 Overview of Fund Balance, Assets, and Tax Rate . . . . . . . . . . . 20 General Fund Revenues . . . . . . . . . . . 22 General Fund Expenditures . . . . . . . . 23 Capital Projects & Larger Expenses . . 24 Detailed FY2019–20 Budget . . . . . . . 26 FY2019–20 Fee Schedule . . . . . . . . . 33 FY2019–20 Budget Ordinance. . . . . . 38

SU M M E R F I E L D is a town that respects the history of the community and balances growth with the preservation and

utilization of our natural, cultural, fiscal, and citizen resources to enhance our quality of life and our small town identity.

—Vision statement adopted by Council in May 2008

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budget message

May 30, 2019 to: Mayor Gail Dunham Council Member Teresa Pegram

Mayor Pro-tem/Council Member Dena Barnes Council Member Reece Walker Council Member Dianne Laughlin Summerfield Citizens Council Member John O’Day Area Stakeholders

re: FY2019–20 Budget Message Mayor, Council, Citizens, and Stakeholders:

T HIS FY2019–20 BUDGET PROCESS HAS been guided by an adopted calendar that stipulated an April 15 line-item draft to allow Council and citizens an extended review period and multiple feedback

opportunities prior to budget adoption. This year’s process has been a smooth one following a winter strategic planning retreat that was reasonably productive and a Council budget meeting in March. The initial draft was further adjusted to create this final, publicly-available draft. Council and staff are committed to adopting the budget per statutory requirements and the public hearing will be June 11.

R e c a p o f C u r r e n t -Ye a r P r i o r i t i e s

Budget goals for the current fiscal year (in no particular order) have been to: 1) pave and improve the lake parking lot at Summerfield Community Park (SCP); 2) construct a picnic shelter at Summerfield Athletic Park (SAP); 3) top-dress athletic fields at SAP; 4) construct a sidewalk from the US-220 pedestrian tunnel to Summerfield Road; 5) progress with the design and engineering phase of the A&Y Greenway; 6) complete the master plan for the intersection of Oak Ridge and Summerfield Roads; 7) construct town signage at three locations; and, 8) adopt the Unified Development Ordinance (UDO).

The SCP parking lot improvements project has been designed, engineering, and awarded within budget for construction. Prior to starting, the town vetted firms to identify an on-going, contracted, engineering firm. Design required a thoughtful process—the subject area involves land leases and NCDOT and collaborated with

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adjacent neighbors and the fire department was needed to ensure the design met different project goals. The net effect was a design that adds more parking stalls and improves the function and appearance of this well-used lot. While construction is about to start, this project will cross budget years and a portion is budgeted again for FY2019–20.

The SAP picnic shelter project was bid, rebid, and ultimately awarded within budget. It is currently under construction and slated to be completed mid-June in the current budget year as planned. Park users and citizens should be able to utilize this attractive amenity soon and it will be a significant asset during town events at SAP, such as Touch-a-Truck and Tree Lighting.

Top-dressing the SAP athletic fields involves the application of soil and sand as a field management best practice. The work is scheduled for early June and should be complete by adoption of the new budget. Factors that affect the timing of this contractor work are season and temperature, coordination around field rental schedules, and irrigation repairs.

Construction of the US-220 sidewalk has been designed and engineered and also includes paving of the pavement gap on the east side of the underpass; however, formal bidding challenges have delayed the work. The first bid process fell short of the required number of bids, it was rebid, and it will likely be rebid again. At best, the work will be awarded in June and started, but a large portion of this construction project must be rebudgeted for FY2019–20. The community seems excited about the sidewalk and tunnel opening.

Design and engineering of the A&Y Greenway has progressed. Engineered plans have been submitted to the North Carolina Department of Transportation (NCDOT) for review and following approval, the town will be authorized to pursue temporary and permanent right-of-way acquisition. The design firm can only proceed with further design after right-of-way is obtained. As a reminder, the town has been allocated a total of $3,429,000 by the NCDOT, which will require a future town match of $857,250. Right-of-way work is scheduled for FY2022 with actual construction slated for FY2024.

The crossroads master plan involved traffic engineering and the creation of an overall concept plan for the intersection area, including recommendations for the Gordon northern tract (the site of the previous US-220 mobile home park). The selected engineering and design firm explored ways to make the intersection safer and to move traffic more efficiently. The final concept plan was presented publicly in January of this year, it was well received, and the presentation material is available on the town website. Council has not yet directed implementation of any specific aspect, partially because components might be connected with the town’s solution for meeting space needs that are still being explored.

Town signage planned for three locations has not been completed, partially due to being short-staffed in the Planning Department during this budget year, but some initial progress has been made. The needed sites are not all secure and from a financial standpoint, it would be best to construct all signs at same time. This project is being pushed to FY2019–20 and remains a priority.

While the Unified Development Ordinance (UDO) revision has yet to be adopted, the finish line is in sight! The Zoning Board has been carrying the torch since late last summer, following the UDO Review Committee’s completed recommendations last spring. Planning staff assisted the Zoning Board until a vacancy briefly stalled the effort, but a facilitator is now leading the Zoning Board through final recommendations that will be brought before Council and citizens. This difficult work involves shaping a final product that’s more congruent with the current Comprehensive Plan and current community desires.

Other important initiatives of significant interest to citizens are public meeting space and regional water for the northwest Guilford area. Both are still being assessed and expected to be discussed more in the near future. Council has stated that any meeting space decisions will be addressed with budget amendments, if needed, instead of budgeting for less-firm expenditures. Water discussions will likely be impacted by the surrounding jurisdictions of Guilford County and the towns of Oak Ridge and Stokesdale.

U p c o m i n g G o a l s a n d H i g h l i g h t s

The annual strategic planning retreat usually involves review of the town’s vision statement and common objective areas of the Comprehensive Plan, along with discussion of progress toward current-year goals. It’s an opportunity for Council and staff to think strategically through the lens of a limited-services organization and a time to consider capital improvements and current community values. Discussion topics include staffing, facilities, growth, development, and challenges with an end-goal of consensus about new goals and strategies for accomplishing them. This year’s budget discussions have resulted in consensus of some budget priorities for FY2019–20. These are listed along with budgeted amounts on pages 24 and 25.

While the proposed budget is lower than last year’s, one notable (and exciting internally!) aspect is that the budget has been restructured in key ways. Some departments have been renamed and line items have been repositioned to better reflect operations and ease navigation within the spreadsheets. New financial data has been added to better communicate the town’s financial position both historically and now. The best way to describe these process improvements is by way of several examples:

• The “Finance” section was folded into “Administration” to mirror operations and staffing;

• “Legal” was a stand-alone section and now legal, audit, and tax collection costs all fall within a “Professional Services” section instead;

• The Founders’ Day event is now grouped with all other events;

• The “Community Resources” section was renamed “Parks & Recreation” and “Community Planning” became “Planning Boards” as more appropriate and intuitive section names;

• Pages were added to better describe and graphically illustrate how the fund balance, assets, and tax rate have trended throughout Summerfield’s history (see pages 20 and 21); and,

• The Budget Ordinance itself was simplified and better structured.

C o m p r e h e n s i v e P l a n

The 2010 Comprehensive Plan got a intimate review this past year as it was foundational to the UDO Review Committee’s nine-month endeavor to better align the UDO draft with it. The attractiveness of Summerfield’s pastoral-but-changing setting, four-season climate, highly-rated schools, proximity to Greensboro, low taxes, and quality of life have resulted in a 65.7% population growth since 2000. Growth issues continue to present themselves: two major road projects and increased traffic; more development; declines in wooded acreage and open space; concerns about water supplies and fire protection; and, the desire for more recreation land.

The Plan’s strategic priorities are infused throughout the budget and the plan encourages appropriate use of revenue, staff, and time during implementation. The plan generated twelve common objectives and over 100 policies in the following categories:

1. Appropriate, Limited Commercial Development 7. Parks and Recreation Improvements 2. Sidewalk, Bikeway and Trail System 8. Attractive Community Appearance 3. Community Character Preservation 9. Quality Schools 4. Transportation Improvements 10. Summerfield Road Focus Area 5. Water Supply and Sewage Treatment Options 11. Historic Preservation 6. Appropriate Housing and Residential Development 12. Limited Services Local Government

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E x e c u t i v e S u m m a r y

As Summerfield’s town manager, statutory budget officer, and assistant finance officer, I propose a FY2019–20 budget of $1,723,891.00. This budget is $175,043 lower than the current year’s budget of $1,898,934.00. Fee schedules that were consolidated and updated last year have also been further tweaked in all sections.

As presented, the tax rate remains at 2.75 cents per $100 of property valuation ($1,564,832,609). Given the reserves and lack of debt, it’s recommended to fund the difference between total expenditures and revenue projections by appropriating $413,066.00 from the fund balance. Appropriating a sizeable amount to balance the budget isn’t a long-term strategy but a short-term approach to fund one-time needs. The proposed budget will fund identified priorities without requiring new debt service and Summerfield’s financial health remains strong as clearly illustrated within the “Overview of Fund Balance, Assets, and Tax Rate” section. Reserves are estimated at approximately $6,925,000 for the end of FY2018–19, dependent upon project outcomes. Investment opportunities are reviewed regularly by the Finance Committee and returns continue to improve.

D e p a r t m e n t a l B u d g e t s

This budget highlights the divisions’ revenues and expenditures in full detail elsewhere, but following are proposed departmental totals for FY2019–20:

Operating Costs Capital Costs

• Governing Body . . . . . . . . . . . . . . . . . . . . . .$58,366 $55,166 $3,200 • Professional Services . . . . . . . . . . . . . . . . . . .98,475 98,475 0 • Administration . . . . . . . . . . . . . . . . . . . . . . .450,005 434,805 15,200 • Property and Buildings . . . . . . . . . . . . . . . . .117,700 36,200 81,500 • Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . .249,825 248,325 1,500 • Planning Boards . . . . . . . . . . . . . . . . . . . . . . . .2,550 2,550 0 • Parks & Recreation . . . . . . . . . . . . . . . . . . . .625,010 373,660 251,350 • Community Services & Committees . . . . . . . .121,960 99,050 22,910 _________________________________________________________________________________ Totals . . . . . . .$1,723,891 $1,348,231 $375,660

C o n c l u s i o n

This budget document, ordinance, and process meet the requirements of the North Carolina General Statutes and the Local Government Budget and Fiscal Control Act and are in accordance with accepted financial practices. I recommend adoption of this balanced $1,723,891.00 budget with a tax rate of 2.75 cents per $100 of property valuation. The town continues to receive excellent audits and maintains its strong financial position. I appreciate the budget input of Council, the Finance Committee, staff, citizens, and stakeholders and especially thank Finance Officer Dee Hall for her dedication to town finances and financial expertise.

This budget is consistent with the vision statement—it “respects the history of the community,” “balances growth with the preservation and utilization of our natural, cultural, fiscal, and citizen resources,” and “enhance[s] our quality of life and our small town identity.” Leadership strives to manage growth and provide requested services and quality-of-life amenities. My hope for Summerfield is continued progress and increased civility and peace. Respectfully, Town Manager K. Scott Whitaker

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Summerfield map

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budget calendar

DATE T IME LOCAT ION LEAD EVENT OR BUDGET ACT ION

TUE/Jan. 8 ——— ——— (Council) • Budget calendar adoption (distributed to Council Jan. 4)

THUR/Jan. 10 ——— ——— (Clerk) • Post/notice adopted calendar, including to town website, and distribute internally and externally, as needed. (Fin. Officer) • Forward budget worksheets to staff, committee chairs, external organizations, as needed. (Manager) • Staff meeting to discuss calendar and expectations.

FRI-SAT/ 4:30pm PTRC (Manager) • While not a specific budget meeting, the Council retreat will Jan. 25-26 9:00am will include discussion of anticipated priorities and serve as a starting point for budget development. __________________________________________________________________________________________________

TUE/Feb. 12 6:30pm Comm. Center (Mayor) • Regular monthly Council meeting. ——— • Budget-related public comments (priorities focus) following brief review of any initial outcomes from Council retreat.1 __________________________________________________________________________________________________

TUE/Mar. 12 6:30pm Comm. Center (Mayor) • Regular monthly Council meeting. ——— • Budget-related public comments.1

MON/Mar. 18 7:00pm Town Hall (Chair) • Finance Committee meeting/discussion (priorities focus). ——— • Budget-related public comments.1

TUE/Mar. 19 6:30pm Town Hall (Council) • Special called Council meeting for planning session. ——— • Budget-related public comments.1

THU/Mar. 21 noon ——— (Fin. Officer) • Deadline for all budget worksheets, budget requests, and capital project requests to Town Manager. __________________________________________________________________________________________________

TUE/Apr. 9 6:30pm Comm. Center (Mayor) • Regular monthly Council meeting. ——— • Budget-related public comments.1

MON/Apr. 15 ——— ——— (Manager) • Initial line-item budget draft available highlighting key features or fiscal policy changes. 7:00pm Town Hall (Chair) • Finance Committee meeting/discussion about any concerns with line-item budget draft. ——— • Budget-related public comments.1

beginning ——— ——— (Manager and • Work on adjustments, budget message, and communications; WED/Apr. 24 Fin. Officer) communicate with staff, committees, external agencies, and Council about any significant changes. __________________________________________________________________________________________________

DATE T IME LOCAT ION LEAD EVENT OR BUDGET ACT ION TUE/May 14 6:30pm Comm. Center (Mayor) • Regular monthly Council meeting. ——— • Budget-related public comment session.1

WED/May 15 ——— ——— (Clerk) • Advertise and post/notice of May 30 budget presentation and June 11 public hearing and potential adoption.

WED–FRI/ ——— ——— (Manager and • Work on adjustments, budget message, and communications; May 15–17 Fin. Officer) communicate with staff, committees, external agencies, and Council about any significant changes.

MON–THU/ ——— ——— (Manager) • Communicate individually with Council members about May 20–23 any budget concerns.

THU/May 30 6:30pm Comm. Center (Manager) • Special called Council meeting to present final draft budget publicly. ——— • Budget-related public comments.1 (Clerk) • Make final draft budget available at Town Hall, post to town website, forward to local media with Manager statement that it is available for public inspection. __________________________________________________________________________________________________

TUE/June 11 6:30pm Comm. Center (Mayor) • Regular monthly Council meeting that will include budget public hearing, budget consideration, and anticipated ordinance adoption specifying estimated revenues, expenses, and property tax rate.2

WED/June 12 ——— ——— (Manager) • Communicate with local media absent from hearing that budget passed (as needed).

FRI/June 14 ——— ——— (Clerk) • Ensure budget ordinance is entered into minutes and copies are filed, available to the public, and posted on town website. __________________________________________________________________________________________________

MON/July 1 ——— ——— ——— • FY2019–20 budget goes into effect. __________________________________________________________________________________________________

NOTES: • Dates, times, and venues are subject to change—check www.summerfieldnc.gov for updates

1 Public comment session is available for citizens, organizations, and groups 2 Council has the authority to approve the budget at any point following the public hearing

Budget calendar was approved by Council at its 1/8/19 monthly meeting.

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© Petr Ciz—fotolia.com

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snapshot of Summerfield

SUMMERFIELD BEGAN AS “Bruce’s Crossroads” and changed its name to “Summerfield” in the early 1800s. It wasn’t until 1996 that Summerfield incorporated and became a recognized municipality. The

town is located in the Piedmont Triad’s beautiful northwest Guilford County, adjacent to Greensboro to the south, Oak Ridge to the west, and Stokesdale to the northwest.

The most recent state-certified population numbers indicate 11,631 residents as of July 1, 2017 (more than the following U.S Census Bureau estimate of 11,278), which is a 65.7% increase since 2000’s reporting of 7,018. Much of that growth happened in the early- to mid-2000s, fell sharply following 2008’s economic crisis, and climbed steadily but slowly in the last several years. Regardless, growth has been reshaping our relatively young town into a dynamic citizenry of both long-time, local residents and newer Summerfield citizens.

As evidenced by the demographics data, the area continues to have very low poverty and its population is highly educated with a median home value and median household income level both well over twice the state average. Citizens are working, raising families, enjoying leisure time, and are interested in quality of life and their peaceful, safe, and attractive surroundings in northwest Guilford County.

D e m o g r a p h i c s

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B U S I N E S S Q U I C K F A C T S

(per latest 2012 report) Summerfield North Carolina

All firms 882 805,985 Men-owned firms 495 435,677 Women-owned firms 259 287,058 Minority-owned firms 89 183,380 Non-minority-owned firms 754 603,182 Veteran-owned firms 110 86,571 Non-veteran-owned firms 715 684,743

Manufacturers shipments ($1000) D 202,344,646 Merchant wholesaler sales ($1000) D 105,275,586 Retail sales ($1000) 48,362 120,691,007 Retail sales per capita $4,612 $12,376 Accommodation and food services sales ($1000) 14,812 18,622,258

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P E O P L E Q U I C K F A C T S

Summerfield North Carolina

Population (est. 7/1/2018) 11,278 10,383,620 Population (est. 7/1/2015) 10,861 10,042,802 Population (est. 7/1/2010) 10,260 9,559,533 Population (est. 7/1/2000) 7,018 8,049,313 Persons under age 5 (2017) 7.2% 5.9% Persons under age 18 (2017) 26.1% 22.4% Persons age 65 and over (2017) 13.1% 15.9% Females (2017) 50.7% 51.3% White alone (2017) 94.2% 70.8% Black or African American alone (a) (2017) 2.8% 22.2% American Indian and Alaska Native alone (a) (2017) 0.1% 1.6% Asian alone (a) (2017) 3.0% 3.1% Native Hawaiian and other Pacific Islander alone (a) (2017) 0.0% 0.1% Two or more races (2017) 1.2% 2.2% Hispanic or Latino origin (b) (2017) 3.4% 9.5% White alone, not Hispanic or Latino (2017) 91.9% 63.1% Living in same house 1 year and over (2013–2017) 93.5% 84.8% Foreign born persons (2013–2017) 3.4% 7.8% Language other than English spoken at home, age 5+ (2013–2017) 4.2% 11.4% High school graduate or higher, age 25+ (2013–2017) 97.0% 86.9% Bachelor's degree or higher, age 25+ (2013–2017) 56.3% 29.9% Veterans (2013–2017) 543 670,326 Mean travel time to work (in minutes), workers age 16+ (2013–2017) 24.9 24.3 Housing units (2017) ——— 4,622,575 Owner-occupied housing unit rate (2013–2017) 89.1% 65.0% Median value of owner-occupied housing units (2013–2017) $349,000 $161,000 Households (2013–2017) 3,840 3,874,346 Persons per household (2013–2017) 2.85 2.53 Per capita income in the past 12 months in 2017 dollars (2013–2017) $48,128 $28,123 Median household income (2013–2017) $103,700 $50,320 Persons below poverty level (2017) 2.1% 14.7%

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G E O G R A P H Y Q U I C K F A C T S

Summerfield North Carolina

Land area in square miles, 2010 26.56 48,617.91 Persons per square mile, 2015 (using above estimated populations) 424.6 213.6

__________________________________________________________________________________________ D: Suppressed to avoid disclosure of confidential information. (a) Includes persons reporting only one race. (b) Hispanics may be of any race, so also are included in applicable race categories.

Source: U.S. Census Bureau: State and County QuickFacts. Data derived from Population Estimates, American Community Survey, Census of Population and Housing, County Business Patterns, Economic Census, Survey of Business Owners, Building Permits, Consolidated Federal Funds Report, Census of Governments.

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town organizational structure

THE TOWN OPERATES WITHIN a council-manager form of government; leadership believes that a professionally-trained public administrator is ideal to manage daily operations, while policymaking is

a function of the elected leadership. Town managers are usually educated in public administration and the perception is that municipalities operating under this structure benefit more from the manager’s specific training related to best practices, benchmarking, personnel, budgeting/finance, and professional methods of operating a municipality. Voters reaffirmed the council-manager approach at the polls in 2018.

This structure is governed by North Carolina General Statutes (Part 2, Article 7 of Chapter 160A). For more information about the benefits of professional municipal management, the International City/County Management Association (ICMA) has an informative “Life Well Run” campaign that can be accessed at: http://icma.org/en/icma/priorities/life_well_run.

G o v e r n i n g B o d y

The governing body is comprised of a mayor and five council members determined by a general election voted on by qualified voters of the entire town. The mayor is the ceremonial head and presides over Council meetings, but the position is distinctly separate from Council and he or she votes only in the event of a tie. The mayor is elected by citizens for a two-year term and Council members serve four-year staggered terms. All members must be registered voters who reside inside Summerfield’s corporate limits during their full time of service.

Current leadership and ending terms consist of Mayor Gail Dunham (2019), Mayor Pro-tem Dena Barnes (2019), and Council Members Dianne Laughlin (2019), Teresa Pegram (2021), John O’Day (2019), and Reece Walker (2019). The governing body currently has a mix of local government experience and private sector expertise. Council hires the town manager, contracts with the town attorney, and is responsible for general policymaking and legislative governance. Voters will determine five of six seats in late 2019.

D e p a r t m e n t s

ADMINISTRATION is currently composed of Manager Scott Whitaker, Clerk Lance Heater, and part-time Manager Assistant/Events Coordinator Cheryl Gore. The manager oversees personnel and daily operations, implements policy, serves as the budget officer, and advises the governing body. He acts as a liaison to volunteer committees, adjoining governing bodies, and other local, state, and federal government agencies. The clerk is responsible for adherence to statutory requirements as the official town recordkeeper and provides

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administrative support to the manager and serves as a critical “touch point” for citizens and stakeholders by handling requests, complaints, and questions. The manager assistant/events coordinator provides managerial support, serves as a liaison to committees, and manages event programming.

While Finance has been separate from Administration in the past, this year’s restructuring combines the two to better to mirror operations and staffing. Finance Officer Dee Hall remains in charge of budget, payroll, benefits, and financial matters. She tracks, monitors, reports, and stays abreast of regulatory and compliance matters and Hall and Whitaker are charged with management responsibility of the investment program. An independent, outside audit firm still conducts the required annual audit. ___________________________________________________________________________________________

PLANNING includes zoning, subdivision, open space, and watershed review, along with code enforcement. Duties involve maintaining and improving town appearance and livability, promoting orderly growth and development, encouraging long-range planning, promoting land-use regulations to preserve town character, and providing technical support to the Zoning Board and Board of Adjustment. Planner Chris York handles planning needs, recruitment for a Planning Director is under way, and contracted Code Enforcement Officer Bill Bailey addresses code enforcement complaints and concerns. ___________________________________________________________________________________________

PARKS AND RECREATION has a mission of providing quality parks, facilities, and services designed for people of all ages and abilities. Parks and Recreation Manager Jeff Goard oversees both Summerfield Community Park and its lake and trails, along with Summerfield Athletic Park and its large multi-purpose field and three baseball fields. He handles rentals and also has direct oversight of property and grounds. Part-time Parks and Recreation Attendant Rick Biggs handles evening and weekend duties, along with janitorial services at both parks. He is assisted by Attendant Tanner Nance as a seasonal employee.

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This organizational chart illustrates the structure of hiring and appointments.

Summerfield utilizes the council-manager form of government, which is the norm for towns with similar population sizes. Citizens elect representative officials responsible for policy- making and they in turn hire a professional manager to oversee daily operations.

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C o n t r a c t i n g

As a “limited-services” government, Summerfield focuses more internally on quality-of-life services and other professional services are provided by contract or private vendor:

• legal: Frazier Hill & Fury, RLLP (attorney William Hill) • tax collection: Guil. Co. Tax Department • auditing: Gibson & Company • inspections: Guil. Co. Planning & Development • engineering: Freese & Nichols, Inc. • animal control: Guil. Co. Animal Control • code enforcement: N-Focus Design, Inc. • fire inspections: Guil. Co. Fire Marshal’s Office • solid waste collection and disposal: Republic Services • law enforcement: Guil. Co. Sheriff’s Office • elections: Guil. Co. Board of Elections • senior programs: Senior Resources of Guil.

B o a r d s a n d C o m m i t t e e s

Summerfield values citizen engagement and boards and committees are key forums for direct decision-making, advising, and creating quality-of-life improvements that support the town’s vision and policies. In addition to committee service, there are often short-term projects for sharing one’s expertise, time, and energy, such as helping at special events like Founders’ Day or park events. The following are currently activated. __________________________________________________________________________________________

BOARD OF ADJUSTMENT (BOA): Responsible for hearing and deciding appeals and reviewing any order, requirement, decision, determination, or interpretation made by an administrative official charged with enforcing the Summerfield Unified Development Ordinance (UDO). The BOA is also tasked with hearing all quasi-judicial special use permits. ___________________________________________________________________________________________

FINANCE COMMITTEE: Functions as a steward of town assets and collaborates to accomplish town goals. It lends financial expertise, offers unbiased review and financial recommendations, adheres to the Cash Management and Investment Policy, and provides and maintains fiscal responsibility in all actions. ___________________________________________________________________________________________

FOUNDERS’ DAY COMMITTEE: Tasked with helping to organize and plan the annual Founders’ Day two-day event held in mid-May. The signature town event includes a parade, vendors, demonstrations, exhibits, rides and attractions, food, live music and entertainment, and children’s activities. ___________________________________________________________________________________________

HISTORICAL COMMITTEE: Promotes the preservation and restoration of town historical properties and maintains the unique community history for today and future generations. It locates, lists, identifies, and records photographs and written descriptions of historical structures while providing educational resources to citizens. The committee also oversees the town hall’s museum of local history. ___________________________________________________________________________________________

TRAILS AND OPEN SPACE COMMITTEE: Helps develop and shape greenways, trails, and open space for recreational opportunities and connection to neighborhoods and amenities. Provides representation for citizens and addresses related policy areas within the Comprehensive Plan. The A&Y Greenway and diminish-ing open space are focus areas as major highway changes are altering the local landscape. ___________________________________________________________________________________________

ZONING BOARD: Responsible for reviewing all zoning map amendments (rezonings), major subdivision and site plan review, and all watershed modifications. The board acts in an advisory capacity for zoning map amendments and watershed modifications, passing on their recommendations to Council for final approval. It’s anticipated that this board will be renamed “Planning Board” with adoption of the revised UDO.

budget policies and procedures

SUMMERFIELD ADHERES to the Local Government Budget and Fiscal Control Act within the North Carolina General Statutes to ensure compliance with accepted financial practices of North Carolina

governments. The Local Government Commission (LGC) provides additional oversight at the state level. A solid annual budget is a policy document, financial plan, spending plan, operating plan, and communication device for leadership and staff. It is a public document that should transparently communicate how resources are being utilized to deliver town services.

B u d g e t P r o c e s s

1) Summerfield’s fiscal year begins July 1 and ends June 30.

2) The town manager shall prepare a proposed budget with participation of all departments within the provisions of the town charter and as statutorily relegated to the manager. While the manager is the responsible party, Town Council, committees, citizens, and stakeholders help shape the final budget.

3) A budget calendar shall be used, but the manager has discretion in its development and use providing that certain parameters are met:

a. “[b]efore April 30..., each department head shall transmit to the budget officer the budget requests and revenue estimates for his department for the budget year;”

b. the manager must present a proposed budget to Council “not later than June 1...[it] should, but need not, be submitted at a formal meeting of the board;” and,

c. the budget must be formally adopted by Council following a public hearing and “[n]ot earlier than 10 days after the day the budget is presented to [Council] and not later than July 1.”

4) Each proposed budget shall be reviewed and evaluated regarding the following components:

a. revenues (including user fees); b. personnel costs; c. operations and maintenance costs; and, d. capital and non-capital project costs.

R e p o r t i n g

1) Monthly financial reports will be prepared by the finance officer to enable the management of internal budgets and to enable the finance officer and town manager to monitor and control the budget.

2) Summary financial and budgetary reports will be presented to Town Council monthly for review.

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B u d g e t C o n t r o l

1) Special authorizations and restrictions:

a. The finance officer may not transfer any amounts between line items outlined specifically within the budget ordinance, except as approved by Town Council in the Budget Ordinance as amended;

b. The finance officer may transfer amounts within line items outlined specifically within the budget ordinance to meet the operational needs of the town. Finance officer transfers must be reported at the next Town Council meeting; and,

c. The finance officer may not make any change to salaries without approval by the town manager.

2) Projected revenues will cover budgeted expenditures and the town shall avoid practices that cover current expenditures at the expense of meeting future expense obligations (accruing future revenues, postponing expenditures that need to be covered immediately, etc.).

3) All expenditures and revenues are monitored throughout the fiscal year.

P o l i c y G u i d e l i n e s

1) All funds must balance—anticipated revenues must equal the sum of budgeted expenditures.

2) The General Fund is based on long-range financial plans and fund reserves. A 2008 expenditure approval ordinance dictates that “the General Fund undesignated fund balance should not be lower than 30% of

the General Fund budgeted expenditures. The town wishes to maintain sufficient minimum reserves in any given budget year for capital projects and operational expenses.

3) Summerfield shall maintain effective tax and fee collection systems to maximize revenues from available sources.

4) The town shall maintain a diversified revenue base to distribute the revenue burden equitably and mitigate against fluctuations in any given source.

5) Departments internally develop expenditure requests for the next fiscal year as dictated by the town manager’s budget calendar or direction.

6) Summerfield will implement user fees in areas where feasible and productive and set fees at levels related to the costs of providing the services and consistent with those of similar governmental units. Fees will be reviewed periodically within the budget process and adjusted with Town Council approval to recoup costs and/or match market increases. A fee schedule shall be adopted as part of the Budget Ordinance.

7) Financial transactions shall be budgeted and recorded in individual funds comprised of related accounts associated with a specific purpose, department, or program. Funds are generally classified into the following types: governmental funds, special revenue funds, capital project funds, proprietary funds, and fiduciary funds.

8) Town funds are accounted for on the modified accrual basis of accounting. Revenues are recognized when they become measurable, when they are available, and when they are susceptible to accrual. Expenditures are recorded as the liabilities are incurred, if measurable.

9) Summerfield’s budget is adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP). All annual appropriations lapse at the fiscal year end.

budget assumptions and justif ications

1) Tax collection rate: Guilford County Tax Department collects taxes on behalf of Summerfield and a budgeted tax collection rate of 99.5% underpins the proposed revenue estimate. The 2018 collection rate was 99.58% and the 2019 rate through the end of April was 99.22%.

2) Property valuations: State law requires counties to reappraise all real property at least every 8 years to reflect current market value. Guilford County last reappraised properties effective January 1, 2012. The projected valuation for FY2018–19 was $1,557,551,687 and for this year, that number has grown to $1,564,832,609, an increase of 0.47%.

3) State revenues: Projected revenues are based on state allocations to local governments and are budgeted relatively in line with current levels. Based on March 2019 statistics from the North Carolina Department

of Commerce, Guilford County’s unemployment rate has risen since 2018 with a 4.3% county rate compared to a 4.1% state rate (both not seasonally adjusted). Revenue expectations related to sales tax are not expected to increase significantly.

4) Local revenues: Utility Franchise Tax is expected to decrease 3.8% as more people transition to internet streaming instead of purchasing cablevision. ABC Distributions and Beer and Wine Taxes are predicted to slightly increase. Investment earnings are exceeding expectations and the trend is positive for FY2019–20.

5) Salaries: Recruitment and retention of well-trained staff is a priority and keeping salaries aligned with those of similar public sector positions in the state is important. Reliable data allows analysis of market

compensation and salaries are currently well aligned. Maximum potential merit increases are budgeted at 4% across all departments and additional hours are included for some non-exempt positions.

6) Fringe benefits: BlueCross BlueShield Health Savings Account (HSA) remains as the healthcare provider. Premiums will increase slightly while benefits will decrease somewhat. Dental, life, and short-term disability

continue to be provided through MedCost and vision is provided by VSP, but administered by MedCost.

7) LGERS: North Carolina municipalities are required to participate in the Local Government Employees’ Retirement System (LGERS). Each local government employee in the state has 6% in retirement withheld

and the town is directed as to the contribution rate. The amount required for FY2019-20 will be 8.95%. The rates have already been set for two years—10.15% in mid-2020 and 11.25% in mid-2021. Historically,

rates have only gone up 0.25% annually, but higher-than-normal increases are required to meet projected payouts. The LGERS board also dictates the amount each municipality must hold as restricted fund balance to ensure they will support future retirements. This is part of the annual audit and is included in town financial reports. North Carolina’s retirement system is recognized as one of the strongest in the country because of measures such as this to maintain the fund.

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overview of fund balance, assets, and tax rate

A HISTORIC EXAMINATION OF the fund balance, assets, and tax rate is helpful in understanding how the town has managed its resources since its beginning. The following charts track data from the

town’s beginning in 1996 through 2018 and also pinpoint changes in administrative oversight and forms of government, which are sometimes cited as important observation points. Takeways are that Summerfield has:

1) one of the highest fund balance percentages in North Carolina for towns its size; 2) steadily grown its assets while remaining debt-free; and, 3) maintained the lowest tax rate in the state for towns its size.

___________________________________________________________________________________________

FUND BALANCE: The Local Government Commission (LGC) suggests maintaining a percentage of town expenditures compared to the town’s undesignated savings; that baseline/minimal percentage is 8%, which equates to approximately $151,000. Summerfield’s much more conservative policy dictates a minimum of 30%, which equates to approximately $566,000. Compared to other North Carolina municipalities with populations from 10,000 to 49,999, Summerfield ranked highest in fund balance percentage at 586% (the average was 56%) in 2017. While 2018 comparative state data is not yet available, Summerfield’s percentage was still 365% or $6,885,480 as of 6/30/2018—an enviable position and testament to sound financial practices.

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ASSETS: Although the fund balance (savings) decreased $1.13 million over the last 11 years, town assets steadily climbed $2.75 million to $13,477,570 as of 6/30/2018. The assets reported on the balance sheet reflect purchase prices instead of market price, so Summerfield’s assets are actually valued much higher in some instances (and depreciation is a factor). The town has grown its assets without incurring debt. ___________________________________________________________________________________________

TAX RATE: The town didn’t assess an ad valorem (value-based) tax until FY2004–05 following a change in Guilford County’s method of distributing local sales and use taxes. A “tax holiday” was approved in FY2009–10 and the rate was reduced to its current level in FY2014–15. Using the previously-mentioned state data of towns with similar populations, Summerfield had the lowest tax rate at 2.75¢ (the average was 44.25¢). The median value of an owner-occupied, Summerfield house is $349,000 and as an example, the annual property tax paid to the Town of Summerfield for a home such as this is $96 per year.

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general fund revenues

REVENUES ARE THE FOUNDATION of any budget and Summerfield’s departments are supported by the General Fund. These revenues come from property tax, sales tax, intergovernmental transfers, fees,

interest income, grants, donations, and fund balance allocations. Revenue forecasts are subject to factors beyond the control of the town. The budget includes two downtown revitalization grants this fiscal year.

Historically, Summerfield sought longer-term CD when rates were attractive to hedge against volatility in the market. The town positioned much of its idle funds in five-year CDs resulting in considerable past investment income until those matured in 2012. Since that period of prosperity, the town investigated investment options and uses a diversified combination of money market and staggered CDs (CDARS) accounts. The income has improved and these investments are revisited by the Finance Committee and Town Council as needed. Options are constrained (more so than citizens and the private sector) by NCGS 159-30. The three main objectives of the town’s Cash Management and Investment Policy are, in priority order, Safety, Liquidity, and Yield.

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Amount Percent

• Intergovernmental Transfers . . . .$520,000 30.1% • Property Tax . . . . . . . . . . . . . . . . .428,000 24.8% • Fund Balance Appropriation . . . . .413,066 24.0% • Sales Tax . . . . . . . . . . . . . . . . . . . .135,000 7.8% • Investment Earnings . . . . . . . . . . .120,000 7.0% • Fees and Miscellaneous . . . . . . . . . .57,825 3.4% • Grants . . . . . . . . . . . . . . . . . . . . . . .50,000 2.9% _______________________________________________

Total budget . . . . . . . . . .$1,723,891 100% FY2019–20 Projected Revenue

Fund Balance Appropriation

Fees and Miscellaneous

Investment Earnings

Intergovernmental Transfers

Sales Tax

Property Tax

Grants

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general fund expenditures

MUNICIPAL EXPENDITURES are legally required to serve a “public purpose.” This requirement is for all public funds and not just taxes. This does not prevent public funds from being appropriated

to private entities to provide services considered a public purpose (i.e., maintenance of town properties by private entities), and this is especially important given that Summerfield has limited staff and contracts for several services.

While the proposed budget is lower this year, some capital projects remain in play. In particular, Council is still weighing options for public meeting space as it assesses how to best serve citizens. Instead of budgeting for unknown expenditures related to this overall project, Council’s stated preference is to consider budget amendments, as necessary.

All FY2019–20 operating expenditures are covered by budgeted revenues and fund balance is appropriated for capital expenditures and larger committee requests. Committee requests are higher this year and the fund balance appropriation is less than capital expenditures plus these one-time committee operating expenses. The following chart provides perspective in relation to last year’s budgeting:

C o m p a r i s o n o f E x p e n d i t u r e s p e r D e p a r t m e n t

Proposed FY2019–20 FY2018–19 Variance

Amount Percent Amount Percent Amount Percent

• Governing Body $58,366 3.4% $48,791 2.6% $9,575 19.6% • Professional Services 98,475 5.7% 91,483 4.8% 6,992 7.6% • Administration 450,005 26.1% 435,060 22.9% 14,945 3.4% • Property & Buildings 117,700 6.8% 184,100 9.7% (66,400) (36.1%) • Planning 249,825 14.5% 259,900 13.7% (10,075) (3.9%) • Planning Boards 2,550 0.1% 2,150 0.1% 400 18.6% • Parks & Recreation 625,010 36.3% 814,100 42.9% (189,090) (23.2%) • Community Services 121,960 7.1% 63,350 3.3% 58,610 92.5% & Committees __________________________________________________________________________________________ Totals . . . . . . $1,723,891 100% $1,898,934 100% ($175,043) (10.2%)

The proposed budget is $175,043 less and 10.2% (10.1539% to be more precise) less than FY2018–19.

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capital projects and larger expenses

C APITAL PROJECTS AND larger expenses reflect identified leadership priorities. These are often in various stages of development and cross fiscal years. Some important initiatives, such as addressing the

town’s meeting space needs, continue to be explored and are not yet budgeted. (Council prefers to consider budget amendments, if opportunities arise.) For the purpose here, “larger expenses” are defined as those costing $10,000 and above.

A full-scale Capital Improvement Plan (CIP) typically includes all planned capital projects, equipment purchases, and major studies/initiatives for a municipality and is a multi-year plan. It includes justified, ranked, and calendared priorities along with financing and funding options that demonstrate a realistic and sustainable spending plan. It consists of two main components. The capital budget part is the upcoming year’s budget or spending plan, while the supporting capital program involves expenses beyond the current year and extending five to ten years into the future.

The advantages and best practices involved are extremely helpful for full-service towns, especially those with significant infrastructure needs (e.g., public water, sewer, or streets), large operational costs and service efforts that necessitate major purchases (e.g., sanitation vehicles, fleets, or city-wide studies about safety or air quality). A CIP is also critical when debt is a major component of a municipality financial condition. It links long-term plans, such as the Summerfield Comprehensive Plan, with fiscal capacity and optimizes necessary financing.

While the town keeps an on-going project list based upon initiatives outlined within the Summerfield Com-prehensive Plan, existing master plans (e.g., the SAP master plan), Council priorities resulting from annual retreats, and operational needs, it doesn’t currently utilize a dedicated CIP. Reasons include the limited- services/infrastructure approach to governance and operations, a strong financial position and lack of debt, and even the recent political disharmony resulting in uncertain priorities.

However, a solid example of a project that would be ripe for CIP inclusion is the development of the A&Y Greenway that’s been largely designed and engineered. It has associated, on-going expenses, federal NCDOT funding allocated across multiple years, and right-of-way and construction have matching-fund requirements. The Finance Committee has recently indicated an renewed desire to develop a dedicated CIP and with a major election on the horizon, it might get traction as an additional budgeting tool.

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SCP parking lot

Town signs

A&Y Greenway

TOS master plan

US-220 sidewalk

Grant project

SAP irrigation

Historic site projects

Computer/IT upgrades

Town hall exterior work

UTV and shuttle

C a p i t a l P r o j e c t s a n d L a r g e r E x p e n s e s

Amount Percent

• Complete SCP parking lot improvements (began FY2018–19) $81,600 20.5% • Complete design/engineering of A&Y Greenway (South) (in progress) 60,000 15.1% • Complete US-220 sidewalk from tunnel to Summerfield Rd. (began FY2018–19) 57,825 14.5% • Construct town signs at key scenic corridor junctions 50,000 12.6% • Trails and Open Space master plan (Trails & Open Space Committee effort) 40,000 10.0% • Historic site projects (Historical Committee effort) 22,910 5.8% • Computer and IT upgrades 20,900 5.2% • Town hall brick maintenance and construction of covered rear entryway 20,000 5.0% • Purchase utility vehicle and trailer shuttle for P&R Department and events 20,000 5.0% • SAP irrigation system repairs 15,000 3.8% • Grant-funded downtown revitalization project (TBD following current projects) 10,000 2.5%

___________________________________________________________________________________________ Totals . . . . . . . $398,235 100%

Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

General Fund Revenues

1010000 • REVENUE1010100 • Tax Revenue

1010120 • Property Taxes 2019 266.93 428,000.00 428,000.001010119 • Property Taxes 2018 426,000.00 420,500.51 0.00 (426,000.00)1010118 • Property Taxes 2017 417,896.83 0.00 1,269.25 0.00 0.001010117 • Property Taxes 2016 1,212.78 0.00 216.10 0.00 0.001010116 • Property Taxes 2015 208.37 0.00 36.78 0.00 0.001010115 • Property Taxes 2014 58.54 0.00 50.51 0.00 0.001010114 • Property Taxes 2013 60.64 0.00 52.55 0.00 0.001010113 • Property Taxes 2012 84.58 0.00 62.09 0.00 0.001010112 • Property Taxes 2011 33.11 0.00 88.52 0.00 0.001010111 • Property Taxes 2010 22.29 0.00 29.55 0.00 0.001010110 • Property Taxes 2009 0.19 0.00 0.70 0.00 0.001010109 • Property Taxes 2008 16.16 0.00 4.15 0.00 0.001010108 • Property Taxes 2007 19.11 0.00 3.21 0.00 0.001010106 • Property Taxes 2006 9.17 0.00 6.62 0.00 0.001010102 • 1% Local Gov’t Sales Tax (39) 55,702.46 59,500.00 42,831.23 60,000.00 500.001010103 • 1/2% Suppl Local Sales Tax (40) 23,439.61 24,500.00 18,548.02 25,000.00 500.001010104 • 1/2% Add’l Local Sales Tax (42) 27,011.64 28,500.00 20,768.55 29,000.00 500.001010107 • Local Option Sales Tax (44) 1.01 0.00 (6.17) 0.00 0.001010180 • City Hold Harmless Sales Tax 19,467.98 20,500.00 15,731.59 21,000.00 500.00

Total 1010100 • Tax Revenue 545,244.47 559,000.00 520,460.69 563,000.00 4,000.001010200 • Intergovernmental Revenue

1010201 • Beer & Wine Tax 49,324.51 50,000.00 0.00 52,000.00 2,000.001010202 • Utilities Franchise Tax 424,456.21 385,000.00 198,865.96 385,000.00 0.001010203 • ABC Distribution 75,852.40 67,000.00 75,208.39 75,000.00 8,000.001010207 • Solid Waste Disposal Tax 7,565.78 8,000.00 6,488.78 8,000.00 0.00

Total 1010200 • Intergovernmental Revenue 557,198.90 510,000.00 280,563.13 520,000.00 10,000.001010300 • Investment Earnings 0.00

1010301 • Investment Earnings 97,211.93 90,000.00 106,530.99 120,000.00 30,000.00Total 1010300 • Investment Earnings 97,211.93 90,000.00 106,530.99 120,000.00 30,000.00

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detailed FY2019–20 budget

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Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

1010400 • Fees & Misc Revenue1010401 • Planning Fees 20,037.10 22,000.00 20,250.00 15,000.00 (7,000.00)1010404 • Misc Revenue 707.72 500.00 4,015.80 500.00 0.00

Total 1010400 • Fees & Misc Revenue 20,744.82 22,500.00 24,265.80 15,500.00 (7,000.00)1010500 • Grants & Intergov Transfers

1010504 • Misc Grants 50,000.00 0.00 50,000.00 0.001010505 • Downtown Revitalization Reserve 33,334.00 33,334.00 0.00 0.00 (33,334.00)

Total 1010500 • Grants & Intergov Transfers 33,334.00 83,334.00 0.00 50,000.00 (33,334.00)1010600 • Donations & Program Revenue

1010630 • Parks & Rec Revenue1010631 • SCP Park Rental Fees 855.00 1,000.00 820.00 1,000.00 0.001010660 • SAP Concessions 3,786.92 3,500.00 1,711.65 3,600.00 100.001010670 • SAP Rental Fees 35,667.50 34,500.00 20,150.00 34,500.00 0.00

Total 1010630 • Parks & Rec Revenue 40,309.42 39,000.00 22,681.65 39,100.00 100.001010620 • Founders’ Day Revenue

1010623 • FD Space Revenue 510.00 400.00 555.00 450.00 50.001010625 • FD Food Vendor Revenue 175.00 175.00 175.00 175.00 0.001010626 • FD Sponsor Revenue 2,250.00 1,500.00 7,175.00 2,000.00 500.001010627 • FD Misc Revenue 560.00 100.00 241.00 100.00 0.00

Total 1010620 • Founders’ Day Revenue 3,495.00 2,175.00 8,146.00 2,725.00 550.001010601 • Parks & Rec Donations

1010683 • Tree Lighting Donation/Sponsor 500.00 500.00 500.00 500.00 0.001010684 • Touch a Truck Donation/Sponsor 500.00 0.00 250.00 0.00 0.001010685 • Movies in Park Donation/Sponsor 0.00 0.00 0.00 0.00 0.001010686 • Music in Park Donation/Sponsor 0.00 0.00 0.00 0.00 0.00

Total 1010601 • Parks & Rec Donations 1,000.00 500.00 750.00 500.00 0.00Total 1010600 • Donations & Program Revenue 44,804.42 41,675.00 31,577.65 42,325.00 650.001010700 • Transfer from Fund Balance

1010701 • Transfer from Undesig Fund Bal 0.00 592,425.02 0.00 413,066.00 408,966.00Total 1010700 • Transfer from Fund Balance 0.00 592,425.02 0.00 413,066.00 (179,359.02)

Total 1010000 • Revenue 1,298,538.54 1,898,934.02 963,398.26 1,723,891.00 (175,043.02)

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Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

General Fund Expenditures

2010000 • GOVERNING BODY2010100 • Gov Body Personnel

2010101 • Workers Compensation 79.24 64.02 64.02 65.00 0.982010102 • Insurance & Bonding (Fidelity) 6,549.21 6,285.00 6,011.07 7,000.00 715.002010105 • Council Stipends 14,513.39 15,000.00 11,841.90 15,000.00 0.002010106 • FICA on Council Stipends 1,110.26 1,148.00 810.29 1,148.00 0.00

Total 2010100 • Gov Body Personnel 22,252.10 22,497.02 18,727.28 23,213.00 715.982010200 • Gov Body Operating

2010107 • NCLM Service Fee 10,639.00 11,315.00 11,315.00 12,000.00 685.002010108 • Pied Triad Region Council Dues 2,361.00 2,391.00 2,391.00 2,443.00 52.002010109 • School of Govt Foundation Dues 1,377.00 1,438.00 1,438.00 1,510.00 72.002010110 • Info Technology Expenses 0.00 0.00 0.00 1,400.00 1,400.002010111 • Training/Education 2,776.99 1,500.00 0.00 3,500.00 2,000.002010112 • Per Diem & Travel 993.44 1,200.00 41.76 1,400.00 200.002010113 • Town Meeting Refreshments 479.78 750.00 44.72 500.00 (250.00)2010114 • Retreat & Local Officials’ Meetings 164.95 1,500.00 571.69 1,500.00 0.002010115 • Council Misc 998.75 1,200.00 0.00 1,200.00 0.00

Total 2010200 • Gov Body Oper 19,790.91 21,294.00 15,802.17 25,453.00 4,159.002010300 • Gov Body Services

2014301 • Contract Election Service 6,068.28 5,000.00 0.00 6,500.00 1,500.00Total 2010300 • Gov Body Services 6,068.28 5,000.00 0.00 6,500.00 1,500.002010400 • Gov Body Capital Outlay

2010404 • Computer Equip & Peripherals 0.00 0.00 0.00 3,200.00 3,200.00Total 2010400 • Gov Body Capital Outlay 0.00 0.00 0.00 3,200.00 3,200.00

Total 2010000 • Governing Body 48,111.29 48,791.02 34,529.45 58,366.00 9,574.98

3012000 • PROFESSIONAL SERVICES3012300 • Professional Services

3011301 • Audit 9,500.00 14,250.00 14,250.00 11,175.00 (3,075.00)3011304 • Tax Collection 2,232.44 2,233.00 2,232.44 2,300.00 67.003012301 • Contract Legal Services 113,545.10 75,000.00 83,721.85 85,000.00 10,000.00

Total 4012300 • Legal Services 125,277.54 91,483.00 100,204.29 98,475.00 6,992.00Total 3012000 • Legal 125,277.54 91,483.00 100,204.29 98,475.00 6,992.00

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Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

4010000 • ADMINISTRATION4010100 • Admin Personnel

4010101 • Salaries & Wages 247,295.52 267,950.00 215,372.03 275,000.00 7,050.004010102 • FICA Contribution 17,902.74 20,900.00 17,595.37 22,500.00 1,600.004010105 • Insurance Benefits 32,081.22 37,000.00 33,532.23 38,000.00 1,000.004010106 • Life Insurance 812.84 0.00 0.00 0.00 0.004010107 • Retirement (Pension) 20,642.75 20,900.00 18,334.21 26,100.00 5,200.004010110 • Retirement (401k) 6,934.22 8,500.00 7,118.27 9,000.00 500.00

Total 4010100 • Admin Personnel 325,669.29 355,250.00 291,952.11 370,600.00 15,350.004010200 • Admin Operating

4010201 • Office Supplies & Materials 3,534.64 4,000.00 3,711.39 4,000.00 0.004010202 • Copier Lease & Maint 1,959.20 2,000.00 1,562.42 2,000.00 0.004010203 • Telephone 2,897.83 3,500.00 2,322.35 3,500.00 0.004010204 • Postage 1,100.14 1,400.00 400.46 1,000.00 (400.00)4010205 • Furniture & Equipment 1,291.56 1,500.00 647.64 1,500.00 0.004010206 • Info Technology Expenses 13,315.40 18,500.00 19,553.70 15,000.00 (3,500.00)4010207 • Internet 3,851.91 7,000.00 4,185.78 7,000.00 0.004010209 • Insurance 7,895.55 8,175.00 7,875.45 8,175.00 0.004010210 • Advertising 2,169.78 3,000.00 1,664.30 3,000.00 0.004010211 • Records Storage 637.32 800.00 605.02 800.00 0.004010103 • Unemployment Compensation 269.63 17.79 17.79 0.00 (17.79)4011305 • Misc Finance & Bank Charges 738.60 1,000.00 820.76 1,200.00 200.004010301 • Training/Education 1,594.04 7,500.00 3,657.00 7,000.00 (500.00)4010302 • Per Diem & Travel 2,982.44 6,400.00 2,428.09 5,500.00 (900.00)4010104 • Workers Comp Insurance 620.11 585.00 559.11 580.00 (5.00)4010108 • Dues & Subscriptions 1,430.73 1,650.00 1,513.37 1,650.00 0.004010212 • Admin Misc 18,953.50 982.21 0.00 1,000.00 17.79

Total 4010200 • Admin Operating 65,242.38 68,010.00 51,524.63 62,905.00 (5,105.00)4010300 • Admin Services

4010303 • Town Newsletter 2,027.84 4,000.00 0.00 0.00 (4,000.00)4010305 • Branding 1,594.66 1,300.00 955.07 1,300.00 0.00

Total 4010300 • Admin Services 3,622.50 5,300.00 955.07 1,300.00 (4,000.00)3010400 • Admin Capital Outlay

3010404 • Computer Equip & Peripherals 4,439.77 4,500.00 2,889.58 13,200.00 8,700.003010406 • Furniture 600.00 1,000.00 0.00 1,000.00 0.003010407 • Audio Visual Equipment 1,399.28 1,000.00 1,000.00 1,000.00 0.00

Total 3010400 • Admin Capital Outlay 6,439.05 6,500.00 3,889.58 15,200.00 8,700.00Total 3010000 • Administration 400,973.22 435,060.00 348,321.39 450,005.00 14,945.00

5010000 • PROPERTY & BUILDINGS5010200 • Property/Bldgs Operating

5010201 • Repairs, Maint, & Contracts 6,975.94 10,000.00 5,189.05 10,000.00 0.005010202 • Office Cleaning 2,404.62 3,000.00 2,198.41 3,000.00 0.005010203 • Landscaping 10,630.00 15,000.00 10,542.00 15,000.00 0.005010204 • Heating & Utility Supplies 5,846.77 6,000.00 4,008.82 6,000.00 0.005010206 • Rental of SFD Community Center 1,755.00 2,100.00 1,020.00 2,200.00 100.00

Total 5010200 • Property/Bldgs Operating 27,612.33 36,100.00 22,958.28 36,200.00 100.005010400 • Property/Bldgs Capital Outlay

5010401 • Architectural Services 30,681.90 10,000.00 0.00 1,500.00 (8,500.00)5010402 • Construction Services 320.00 10,000.00 0.00 20,000.00 10,000.005010403 • Facilities Land Acquis/Improvemts 1,600.00 128,000.00 0.00 60,000.00 (68,000.00)

Total 5010400 • Property/Bldgs Capital Outlay 32,601.90 148,000.00 0.00 81,500.00 (66,500.00)Total 5010000 • Property & Buildings 60,214.23 184,100.00 22,958.28 117,700.00 (66,400.00)

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Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

4013000 • PLANNING4013100 • Planning Personnel

4013101 • Salaries & Wages 107,681.06 69,925.00 37,761.11 125,000.00 55,075.004013102 • FICA Contribution 8,268.61 9,500.00 2,532.33 9,500.00 0.004013105 • Insurance Benefits 20,863.28 20,575.00 7,297.12 25,000.00 4,425.004013106 • Life Insurance 679.84 0.00 0.00 0.00 0.004013107 • Retirement (Pension) 10,124.70 9,600.00 3,362.27 12,000.00 2,400.004013110 • Retirement (401k) 3,364.45 3,800.00 1,162.65 4,000.00 200.00

Total 4013100 • Planning Personnel 150,981.94 113,400.00 52,115.48 175,500.00 62,100.004013200 • Planning Operating

4013201 • Office Supplies 368.01 500.00 449.79 500.00 0.004013301 • Training/Education 1,278.00 5,200.00 1,659.00 3,500.00 (1,700.00)4013302 • Per Diem & Travel 1,216.48 1,500.00 837.79 1,500.00 0.004013103 • Unemployment Compensation 132.56 0.00 0.00 0.00 0.004013104 • Worker’s Comp Insurance 1,440.08 2,400.00 2,226.32 2,225.00 (175.00)4013108 • Dues & Subscriptions 5,137.27 6,500.00 5,055.26 7,000.00 500.008011303 • Planning Library 0.00 500.00 0.00 150.00 (350.00)4013203 • Equipment Maint 1,726.41 2,200.00 700.00 2,200.00 0.00

Total 4013200 • Planning Operating 11,298.81 18,800.00 10,928.16 17,075.00 (1,725.00)4013300 • Planning Services

4013310 • Development Ordinance 903.10 40,375.00 17,318.95 5,000.00 (35,375.00)4013303 • Planning Services 50,969.73 50,000.00 42,875.28 10,000.00 (40,000.00)4013305 • Zoning Enforcement 15,262.27 16,700.00 15,091.96 18,750.00 2,050.004013308 • Town Engineering 5,455.00 20,000.00 3,263.25 22,000.00 2,000.00

Total 4013300 • Planning Services 72,590.10 127,075.00 78,549.44 55,750.00 (71,325.00)4013400 • Planning Capital Outlay

4013401 • Computer Equip & Peripherals 0.00 625.00 557.76 1,500.00 875.00Total 4013400 • Planning Capital Outlay 0.00 625.00 557.76 1,500.00 875.00

Total 4013000 • Planning 234,870.85 259,900.00 142,150.84 249,825.00 (10,075.00)

5010000 • PLANNING BOARDS5011000 • Zoning Board

5011100 • Zoning Board Personnel5011101 • Memberships & Dues 500.00 652.50 652.50 750.00 97.50

Total 5011100 • Zoning Board Personnel 500.00 652.50 652.50 750.00 97.505011300 • Zoning Board Services

5011301 • Training/Education 165.00 325.00 95.00 350.00 25.005011302 • Per Diem & Travel 0.00 347.50 0.00 150.00 (197.50)

Total 5011300 • Zoning Board Services 165.00 672.50 95.00 500.00 (172.50)Total 5011000 • Zoning Board 665.00 1,325.00 747.50 1,250.00 (75.00)5012000 • Board of Adjustment

5012300 • BOA Services5012301 • Training/Education 0.00 325.00 300.00 400.00 75.005012302 • Per Diem & Travel 0.00 500.00 0.00 150.00 (350.00)

Total 5012300 • BOA Services 0.00 825.00 300.00 550.00 (275.00)Total 5012000 • Board of Adjustment 0.00 825.00 300.00 550.00 (275.00)

Total 5010000 • Planning Boards 1,165.00 2,150.00 1,047.50 2,550.00 400.00

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Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

6010000 • PARKS & RECREATION 6011500 • Community Events

6011530 • Community Events6011310 • Community Events

6011380 • Founders’ Day 25,190.43 30,000.00 10,230.95 30,000.00 0.006011381 • Fishing Event 1,241.92 1,500.00 239.76 1,500.00 0.006011383 • Tree Lighting 3,302.53 3,500.00 3,260.70 4,000.00 500.006011384 • Touch-a-Truck 632.93 850.00 674.09 850.00 0.006011386 • Movies in the Park 4,553.29 5,000.00 1,425.02 5,000.00 0.006011388 • Partnership Events 1,222.02 1,500.00 531.38 1,500.00 0.006011389 • Music in the Park 5,295.80 8,500.00 5,206.68 8,500.00 0.002010303 • Volunteer Appreciation 2,142.00 2,500.00 2,142.00 2,500.00 0.006011391 • Misc Events 652.87 1,000.00 546.83 1,000.00 0.00

Total 6011310 • Community Events 44,233.79 54,350.00 24,257.41 54,850.00 500.00Total 6011530 • Community Events 44,233.79 54,350.00 24,257.41 54,850.00 500.00

Total 6011500 • Community Events 44,233.79 54,350.00 24,257.41 54,850.00 500.006011000 • Parks & Rec Dept

6011100 • P&R Personnel6011101 • Salaries & Wages 105,065.60 105,000.00 82,518.00 120,000.00 15,000.006011102 • FICA Contributions 7,619.78 8,500.00 5,659.18 9,500.00 1,000.006011105 • Insurance Benefits 0.00 5,000.00 3,216.43 9,000.00 4,000.006011106 • Life Insurance 537.16 0.00 0.00 0.00 0.006011107 • Retirement (Pension) 7,986.13 7,100.00 6,466.83 9,000.00 1,900.006011110 • Retirement (401k) 2,731.16 2,800.00 2,655.48 3,100.00 300.00

Total 6011100 • P&R Personnel 123,939.83 128,400.00 100,515.92 150,600.00 22,200.006011200 • P&R Operating

6011208 • Non-Park Trail Maint 600.00 5,200.00 4,535.00 3,000.00 (2,200.00)6011250 • SCP Operating

6011202 • SCP Landscape Maint 23,970.00 24,000.00 21,972.50 24,000.00 0.006011205 • SCP Maint & Contracts 13,365.21 14,000.00 11,725.50 14,000.00 0.006011206 • SCP Tools & Supplies 1,771.89 2,000.00 802.58 2,000.00 0.006011207 • SCP Trail Maint 1,067.38 1,200.00 586.52 1,500.00 300.00

Total 6011250 • SCP Operating 40,174.48 41,200.00 35,087.10 41,500.00 300.006011270 • SAP Operating

6011271 • SAP Maint & Contracts 27,928.80 37,000.00 26,097.98 37,000.00 0.006011272 • SAP Tools & Supplies 3,487.27 3,750.00 745.70 3,750.00 0.006011273 • SAP Landscape Maint 23,970.00 24,000.00 21,972.50 24,000.00 0.006011275 • SAP Field Maint 23,820.40 29,000.00 14,131.78 30,000.00 1,000.00

Total 6011270 • SAP Operating 79,206.47 93,750.00 62,947.96 94,750.00 1,000.00Total 6011200 • P&R Operating 119,980.95 140,150.00 102,570.06 139,250.00 (900.00)6011300 • P&R Services

6011103 • Unemployment Compensation 113.24 0.00 0.00 0.00 0.006011104 • Workers’ Comp Insurance 1,684.55 2,700.00 2,685.56 2,800.00 100.006011301 • Training/Education 0.00 0.00 0.00 0.00 0.006011302 • Per Diem & Travel 0.00 0.00 0.00 0.00 0.006010213 • Vehicle Maint 1,697.34 2,500.00 2,402.34 2,500.00 0.00

Total 6011300 • P&R Services 3,495.13 5,200.00 5,087.90 5,300.00 100.006011400 • P&R Capital Outlay

6011404 • Trail Development 141,526.75 96,000.00 32,251.86 60,000.00 (36,000.00)6011410 • Sidewalk Development 0.00 70,000.00 19,825.00 73,250.00 3,250.006011411 • Grounds Equipment 0.00 0.00 0.00 20,000.00 20,000.006011413 • SAP Entrance Development 2,790.00 0.00 0.00 0.00 0.006011414 • SAP Grounds Improvement 548,973.40 120,000.00 28,740.81 15,000.00 (105,000.00)6011415 • SCP Grounds Improvement 4,145.01 200,000.00 13,349.00 81,600.00 (118,400.00)6010404 • Computer Equip & Peripherals 0.00 0.00 0.00 1,500.00 1,500.00

Total 6011400 • P&R Capital Outlay 697,435.16 486,000.00 94,166.67 251,350.00 (234,650.00)Total 6011000 • Parks & Rec Dept 944,851.07 759,750.00 302,340.55 546,500.00 (213,250.00)

Total 6010000 • Parks & Recreation 989,084.86 814,100.00 326,597.96 625,010.00 (189,090.00)

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Actual Amended To Date 5/23/19 Proposed ProposedFY2017–18 FY2018–19 FY2018–19 FY2019–20 vs. Current

7010000 • COMMUNITY SERVICES & COMMITTEES7011000 • Public Safety & Services

7011300 • Public Services7011201 • Volunteer Programs 0.00 1,800.00 1,800.00 1,800.00 0.007011303 • Animal Control/Shelter 25,107.00 26,500.00 18,830.25 30,500.00 4,000.007011305 • Fire Inspections 4,775.00 5,500.00 3,346.00 5,500.00 0.007011306 • Senior Programs 11,742.00 13,500.00 6,653.00 13,500.00 0.007011307 • Municipal Equip & Generator 483.50 1,000.00 697.49 1,000.00 0.00

Total 7011300 • Public Services 42,107.50 48,300.00 31,326.74 52,300.00 4,000.00Total 7011000 • Public Safety & Services 42,107.50 48,300.00 31,326.74 52,300.00 4,000.007013000 • Trails & Open Space Committee

7013300 • T&OS Committee Services7013303 • T&OS Committee Expenses 3,432.18 6,000.00 355.48 46,000.00 40,000.00

Total 7013300 • T&OS Committee Services 3,432.18 6,000.00 355.48 46,000.00 40,000.00Total 7013000 • T&OS Committee 3,432.18 6,000.00 355.48 46,000.00 40,000.007013000 • Historical Committee

7013300 • Historical Comm Services7013302 • Per Diem & Travel 0.00 300.00 124.63 100.00 (200.00)7013303 • Town Hall Rotating Exhibits 63.28 150.00 137.20 250.00 100.007013304 • Services - Other 0.00 0.00 0.00 400.00 400.006013305 • Town History Project 0.00 0.00 0.00 0.00 0.006013306 • Historic District Property Markers 0.00 0.00 0.00 0.00 0.00

Total 7013300 • Historical Comm Services 63.28 450.00 261.83 750.00 300.007013400 • Hist Committee Capital Outlay

7013404 • Historic District Pole Banners 0.00 3,800.00 3,747.00 0.00 (3,800.00)7013405 • Historical Site Projects 6,480.00 4,800.00 498.15 22,910.00 18,110.00

Total 7013400 • Hist Comm Capital Outlay 6,480.00 8,600.00 4,245.15 22,910.00 14,310.00Total 7013000 • Historical Committee 6,543.28 9,050.00 4,506.98 23,660.00 14,610.00

Total 7010000 • Comm Services & Committees 52,082.96 63,350.00 36,189.20 121,960.00 58,610.00

Total Expenditures 1,911,779.95 1,898,934.02 1,011,998.91 1,723,891.00 (175,043.02)

TOTAL BUDGET: 1,723,891.00

Operating Budget: 1,348,231.00Capital Expenditures: 375,660.00

Fund balance appropriation: 413,066.00

!!SCHEDULE NAME: COMPREHENSIVE FEE SCHEDULE SCHEDULE #: SCH-2019-001 ORIGINAL ADOPTION DATE: 6-11-19 ORIGINAL EFFECTIVE DATE: 7-1-19 _____________________________________________________________________________________ Summerfield fees span three main departmental categories: administrative, planning, and parks and recreation. This document consolidates all town fee schedules and rates as identified by the current budget ordinance and/or those that may otherwise be in practical use. It provides a singular fee source for easy reference by employees and the public.

_____________________________________________________________________________________

A D M I N I S T R A T I O N F E E S _____________________________________________________________________________________

Copies or prints (black-and-white and color):

~ b/w letter (8.5”x11” or smaller) .......................................................................................... 10¢ per page ~ color letter (8.5”x11” or smaller) ......................................................................................... 25¢ per page ~ b/w legal (8.5”x14”) .............................................................................................................. 10¢ per page ~ color legal (8.5”x14”) ............................................................................................................. 25¢ per page ~ b/w tabloid (11”x17”) ........................................................................................................... 20¢ per page ~ color tabloid (11”x17”) .......................................................................................................... 50¢ per page ~ large-format (larger than 11”x17” and regardless of b/w or color) ........ $4.00 per 42”x42” square

Current plotter uses 42” roll paper; price is per 42”x42” square output required to process job (not trim size). Example: a 36”x60” finished document would require two squares of paper coverage and would cost $8, while a 24”x18” output would cost $4.

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fee schedule

!!_____________________________________________________________________________________

P L A N N I N G F E E S _____________________________________________________________________________________

Planning and Zoning/Planning Board Fees

~ rezoning up to 5 acres ............................................................................................. $500 + $100 per acre ~ rezoning over 5 acres ........................................................................................... $1,000 + $200 per acre ~ request for closing street or extinguishing easement ..................................................................... $375 ~ any other request for public hearing ................................................................................................ $500 ~ voluntary annexation ...................................................................................................................... (no fee)

Board of Adjustment Fees

~ variance ................................................................................................................................................. $250 ~ special use permit ................................................................................................... $1,000 + $50 per acre ~ appeal of Zoning Administrator decision ....................................................................................... $300 ~ any other request for public hearing ................................................................................................ $500

Site Plan Review Fees

~ multi-family residential ......................................................................... $1,000 + $50 per dwelling unit ~ non-residential, minor (less than 10 acres) ................ $1,000 + $100 per 1,000 ft2 of gross floor area ~ non-residential, major ................................................... $2,000 + $200 per 1,000 ft2 of gross floor area ~ sketch plan ............................................................................................................................................ $500

Development Permit Fees

~ new single-family home ..................................................................................................................... $150 ~ addition or alteration to existing single family ................................................................................. $50 ~ multi-family/non-residential ..................................................................................... $300 per building ~ change in use with no site plan requirement .................................................................................... $50 ~ any development within floodplain ................................................................................................. $500

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!!

Subdivision Fees

~ minor subdivision (1–4 lots, including new residual parent lot) ........................ $500 + $100 per lot ~ major subdivision/single family residential ....................................................... $1,000 + $200 per lot

~ major subdivision/multi-family and non-residential ....................................... $2,000 + $200 per lot

Sign Fees

~ review of master sign plan ................................................................................................................. $350 ~ individual sign permit ........................................................................................................................ $150 ~ street name sign fee (collected at preliminary plat) ........................................................ $200 per sign ~ street renaming and renumbering .................................................................................................... $500

Other Fees and Services

~ custom mapping (on limited basis, half hour minimum) ............................................. $100 per hour ~ watershed/stormwater/floodplain or other engineering ............................................ $300 per hour ~ stream classification study ................................................................................................................. $500

Areas of review (for compliance) may include subdivisions, planned area developments, or site plan.

Building Permits, Septic, and Wells

While the Town of Summerfield provides its own planning and zoning services, building permits for new residential and commercial construction are processed, permitted, and inspected by the Guilford County Planning and Development Department. Likewise, septic systems and wells are processed by the Guilford County Health Department.

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!!_____________________________________________________________________________________

P A R K S & R E C R E A T I O N F E E S _____________________________________________________________________________________

Summerfield Community Park (SCP)

SCP has two areas available for rental during park hours: an open-sided picnic shelter and an amphitheater area. Rental rates for both facilities are based on the applicant’s town resident status and each requires a rental agreement. Resident status determination is based on the applicant. The picnic shelter requires a minimum two-hour rental and the amphitheater requires a minimum three-hour rental. Both require a cleaning deposit due with a rental agreement, but these are refundable if facilities are cleaned to the town’s satisfaction as determined by the Parks and Recreation Manager.

SCP picnic shelter (30’x60’):

~ cleaning deposit (refundable dependent upon left condition) ....................................................... $25 ~ resident rate for 2-hour block .............................................................................................................. $25 and each additional hour ................................................................................................................. $15 ~ non-resident rate for 2-hour block ...................................................................................................... $40 and each additional hour ................................................................................................................. $20

SCP amphitheater, restrooms, and adjacent playground:

~ cleaning deposit (refundable dependent upon left condition) ..................................................... $100 ~ resident rate for 3-hour block ............................................................................................................ $300 and each additional hour ............................................................................................................... $100 ~ non-resident rate for 3-hour block .................................................................................................... $500 and each additional hour ............................................................................................................... $200

Summerfield Athletic Park (SAP)

SAP has three areas available for rental during park hours: 1) four athletic fields (one multi-purpose field and three baseball/softball fields) during spring and fall playing seasons; 2) a Field House room for small-capacity needs; and, 3) a newly-constructed outdoor shelter. All rental situations require rental agreements and athletic field rentals also require detailed applications and approvals.

Athletic field rentals are in high demand by leagues and organizations and rates are based on a group’s resident/non-resident composition. At least 60% of the organization’s participants must be

36

!!Summerfield residents in order to qualify for the resident rate, and rosters could be required in order to make a determination. Commercial lighting is available on all fields for an hourly fee and field lining and preparation are available for the baseball/softball fields, but not the multi-purpose field. Lighting and lining and preparation are charged uniformly, regardless of resident status or rental situation. Athletic tournaments on the three baseball/softball fields are also an option as schedules allow.

The Field House room can be rented at the discretion of the Parks and Recreation Manager based on availability and intended use, but the maximum room occupancy is 25. Room rental rates are based on the applicant’s town resident status (determination is based on the applicant) and a minimum two-hour rental is required).

SAP athletic fields:

Field #1 (multi-purpose, 360’x240’):

~ resident rate ....................................................................................................................... $15 per hour ~ non-resident rate ............................................................................................................... $25 per hour

Field #2 (baseball/softball, 225’ fence, bases at 50’, 55’, 60’) or

Field #3 (baseball/softball, 310’ fence, bases at 50’, 55’, 60’, 70’, 80, 90’) or

Field #4 (baseball/softball, 275’ fence, bases at 60’, 65’, 70’):

~ resident rate ....................................................................................................................... $15 per hour ~ non-resident rate ............................................................................................................... $25 per hour

Baseball/softball tournaments:

Field #2, Field #3, or Field #4:

~ resident rate ....................................................................................................... $175 per field per day ~ non-resident rate ..................................................................................... $200 per field per day hour

Field lighting .................................................................................................................. $10 per hour per field

Field lining and prep (baseball/softball fields only) ......................................... $25 per occurrence/field

SAP Field House room:

~ cleaning deposit (refundable dependent upon left condition) ...................................................... $25 ~ resident rate for 2-hour block ............................................................................................................. $50 and each additional hour ................................................................................................................. $20 ~ non-resident rate for 2-hour block ..................................................................................................... $75 and each additional hour ................................................................................................................. $30

SAP picnic shelter: ..................................................................... (rates identical to “SCP picnic shelter” rates)

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ordinanceT o w n o f S u m m e r f i e l d F Y 2 01 9 – 2 0 B u d g e t O r d i n a n c e (O-2019-001)

BE IT ORDAINED, by the Town Council for the Town of Summerfield, North Carolina, that the following anticipated fund revenues, departmental expenditures and capital reserve are approved and appropriated for the operation of the Town and its activities for the fiscal year beginning July 1, 2019, and ending June 30, 2020.

SECTION 1—General Fund

General Fund Revenues:

Property Taxes $428,000.00 Local Sales Taxes 135,000.00 ABC Distribution 75,000.00 Beer and Wine Tax 52,000.00 Utilities Franchise Tax 385,000.00 Solid Waste Disposal Tax 8,000.00 Investment Earnings 120,000.00 Planning Fees 15,000.00 Miscellaneous Revenue. 500.00 Grants 50,000.00 Parks & Recreation Revenue 39,000.00 Event Revenue 3,225.00 Fund Balance Appropriation 413,066.00 Grand Total Revenues $1,723,891.00

__________________________________________________________________________________________

General Fund Expenditures:

Governing Body Operating & Personnel $55,166.00 Capital Outlay 3,200.00 Governing Body Total 58,366.00 Professional Services 98,475.00 Administration Operating & Personnel 434,805.00 Capital Outlay 15,200.00 Administration Total 450,005.00 Property & Buildings Operating 36,200.00 Capital Outlay 81,500.00 Property & Buildings Total 117,700.00 Planning Operating & Personnel 248,325.00 Capital Outlay 1,500.00 Planning Total 249,825.00 Planning Boards 2,550.00 Parks & Rec Operating & Personnel 373,660.00 Capital Outlay 251,350.00 Parks & Rec Total 625,010.00 Community Services Operating 99,050.00 & Committees Capital Outlay 22,910.00 Community Services & Committees Total 121,960.00 ______________________________________

Grand Total Expenditures $1,723,891.00

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SECTION 2—Taxes

An ad valorem tax rate of $0.0275 per hundred ($100) valuation of taxable property, as listed for taxes as of January 2019, is hereby levied and established as the official tax rate for the Town of Summerfield for FY2019–20. The rate is based upon a total projected valuation of $1,564,832,609. The purpose of the ad valorem tax levy is to raise sufficient revenue to assist in financing necessary municipal government operations.

SECTION 3—Special Authorizations and Restrictions

A. The Finance Officer may not transfer any amounts between line items above, except as approved by the Town Council in the budget ordinance as amended.

B. The Finance Officer may transfer amounts within line items above to meet the operational needs of the Town. Finance Officer transfers must be reported at the next Town Council meeting.

C. The Finance Officer may not make any change to salaries without approval by the Town Manager.

SECTION 4—Adoption of Fee Schedules

Town fees span three main departmental categories: Administrative, Planning, and Parks and Recreation. The “Comprehensive Fee Schedule” marked to go into effect July 1, 2019, consolidates and replaces all previous town fee schedules and rates. The revised fee schedule provides a singular fee source for easy reference by employees and the public.

SECTION 5—Budget Amendments

The North Carolina Local Government Budget and Fiscal Control Act allows the Town Council to amend the budget ordinance at any time during the fiscal year, so long as it complies with North Carolina General Statutes 159.8 and 159.13. The Town Council must approve all budget amendments.

SECTION 6—Utilization of Budget and Budget Ordinance

This ordinance and the budget documents shall be the basis for the financial plan of the Town of Summerfield during FY2019–20. The Budget Officer shall administer the budget. The accounting system shall establish records that are in consonance with this budget, this ordinance, and North Carolina General Statutes 159.26.

SECTION 7—Documentation

Copies of this ordinance shall be kept on file at Summerfield Town Hall and shall be furnished to staff and the Council to provide direction in the collection of revenues and disbursement of funds for the Town of Summerfield. Adopted this 11th day of June, 2019.

_________________________________________ Mayor Gail Dunham

Attest:

_________________________________________ Town Clerk Lance Heater

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Summerfield Town Hall

mail: POB 970 street: 4117 Oak Ridge Road

Summerfield, NC 27358

phone: 336-643-8655 fax: 336-643-8654 email: clerk@summerfieldnc.gov web: www.summerfieldnc.gov