garner town council agenda, nov. 30, 2010

8/8/2019 Garner Town Council Agenda, Nov. 30, 2010

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Town of Garner

Town Council

Work Session Agenda

November 30, 2010 - 6:00 P.M.

The Garner Town Council will meet in a Work Session at 6:00 p.m. on

Tuesday, November 30, 2010 in the Town Hall Council Meeting Room to

discuss the following:

Dinner will be provided at 5:15 p.m. for Council Members and Staff inthe adjacent conference room.

A CALL MEETING TO ORDER

B DISCUSSION

1. Peacock Pond BMP, Feasibility ReportPresenter: Frank Powell, Town Engineer

Doug Jewell, Jewell Engineering

2. Fire Department Bi-Monthly UpdatePresenter: Matthew Poole, Fire Chief

3. Proposed Sign Ordinance ChangePresenter: Brad Bass, Planning Director

4. Review Statement of Expenditures for First QuarterPresenter: Lin Jones, Finance Director

5. Fiscal Policy GuidelinesPresenter: Lin Jones, Finance Director

6. Proposed Changes to Town Charter Giving Mayor the Right to VotePresenter: Ronnie S. Williams, Mayor

7. Proposed Changes for Street Lights to LED LightingPresenter: Ronnie S. Williams, Mayor

C REPORTS

1. Garner Historic Auditorium Focus Group UpdatePresenter: Sonya Shaw, Parks & Recreation Director

2. ConAgra Redevelopment Initiative UpdatePresenter: Tony Beasley, Economic Development Director

3. Economic Downturn UpdatePresenter: Lin Jones, Finance Director

D ADJOURNMENT

Note: The Work Session does not include any Public Hearings or Public Comments during

said meeting. Usually no actions are taken; this is only a discussion session.



TOWN OF GARNER

M E M O R A N D U M

TO: Hardin Watkins

Town Manager

FROM: Frank H. Powell, Jr., PETown Engineer

DATE: November 23, 2010

SUBJECT: Peacock Pond BMP

Feasibility Report

The Engineering Department has been investigating the possibility of using the Peacock Pond

located between NC 50 and Rand Mill Road, as a water quality treatment best management

practice (BMP). Initially the intent was to potentially use this pond as a BMP for the regionalStormwater Retrofit Program. Later there was interest in using this pond as a stormwater BMP

for the proposed downtown redevelopment. It was determined early on that there might be somestate and federal regulatory issues that could affect the conversion of the pond into a water

quality BMP. As such Jewell Engineering was engaged to assist the Town with this effort. This

effort has been going on for several years and has involved numerous meetings and

conversations with DWQ and Army Corp of Engineers representatives. After much investigationand discussion with the regulatory agencies it appears that it will not be feasible to convert the

Peacock Pond into a water quality BMP. Mr. Doug Jewell with Jewell Engineering will be at the

work session to make a short presentation and answer any questions.

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MEMORANDUM

TO: Hardin WatkinsTown Manager

FROM: Brad Bass, AICPDirector of Planning

DATE: November 23, 2010

SUBJECT: UDO Amendment Regarding Sign Regulations

Background

The Planning Staff briefed the Town Council at their October work session regardingcomplaints we had received regarding signs. The majority of the concerns involved off-

premise signs advising residential subdivisions and on-site signs advertising large constructionprojects. Council directed staff to develop possible amendments to the UDO sign regulationsfor further review and discussion.

Findings

The types of signs that are being reviewed for possible changes in the UDO sign regulationsare listed below.

- Construction Identification Sign

that names the project, developers,contractors, and others associated with the construction, sale, or lease of theproperty is allowed (temporary sign permit, limited to one-year, with a

renewable option). Signs must be removed within ten days after the finalcertificate of occupancy has been issued. They are required to be on-premiseswith no more than one such sign per site, and it may not exceed 32 square feetin area or six feet in height. Such signs cannot be erected prior to Town planapproval of the project identified.

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- Off-Site Subdivision Signs

temporary sign permit. They cannot exceed 32 square feet in surface area, andcan only display the name of and direction to the development.

allowed on private property directing the publicto a subdivision or multifamily development with the property owner’spermission. These signs are limited to one year through the issuance of a

Suggested Amendments

Attachment One highlights suggested changes to the UDO temporary sign regulationsregarding construction identification signs and off-premise subdivision signs. Theamendment clarifies renewal options available for each type of sign and set limits onthe amount of time they may be posted. Attachment Two

is a table summarizing how

other municipalities in Wake County regulate these signs. If Council wishes to move forwardwith a formal text amendment to the UDO regarding temporary signs as discussed herein,then a request to set a public hearing for January 3, 2011 should be placed on December 6,2010 Town Council agenda.

Should you have questions, please advise.

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ATTACHMENT ONE

UDO Text Amendment Regarding Temporary Signs

I. Miscellaneous temporary and permanent signs. The following temporary andpermanent signs are permitted in addition to any allowed in above, and allrequire a sign permit.

1. Temporary signs.

a. Construction site identification signs, naming the project,developer, contractors and others connected with theconstruction, sale or lease of structures, and related information,are permitted. Not more than one such sign may be erected per site, and it may not exceed 32 square feet in area or six feet inheight. Permits for such signs shall be limited to one-year, with an

annual renewable option, provided such signs are not erectedprior to site, Special Use or Conditional Use approval of theproject identified and are maintained in good condition andappearance as determined by the Planning Director . Any suchsign shall be removed within ten days after the issuance of thefinal occupancy permit or after ten (10) years has passedwhichever occurs first. Renewals beyond the ten (10) yearmaximum time period may be granted only in limitedinstances at the discretion of the Planning Director if he orshe finds conditions such as extreme financial hardships,changes in project ownership status or similar issues arepreventing the sale or completion of the project. Such signs

shall be removed from property within ten (10) where a site,Special Use or Conditional Use permit approval has expired.

b. Signs or banners advertising special events must be on privateproperty and shall not be permitted within public rights-of-way.Permits for such banners or signs shall be limited to 30 days andno more than three times each year. Any such banner or signshall be removed within ten days after the event was advertised.

c. Signs or banners advertising the initial opening of a businessestablishment may be permitted on private property. Not morethan one such sign or banner per site is permitted at any one time;

such sign or banner shall not exceed 32 square feet in area andshall meet all other requirements. Permits shall be limited to 30days from the date of issue.

d. Signs on private property directing the public to a subdivision or multifamily development are permitted, provided that the propertyowner's written permission for such use of his land accompaniesthe permit request, that the sign does not exceed 32 square feet insurface area, and that the sign bears only the name of and

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direction to the development. Permits for such signs are limited toone year with an annual renewal option provided such signsare maintained in good condition and appearance asdetermined by the Planning Director. Any such sign shall beremoved within ten days after the issuance of the finaloccupancy permit or after ten (10) years has passed

whichever occurs first. Renewals beyond the ten (10) yearmaximum time period may be granted only in limitedinstances at the discretion of the Planning Director if he orshe finds conditions such as extreme financial hardships,changes in project ownership status or similar issues arepreventing the sale or completion of the project.

e. Signs providing direction to a U-pick farm operation or agriculturalmarket are permitted. Any such sign shall not exceed 32 squarefeet in area. Permits shall be limited to a maximum of 60 daysfrom the date of issue and require the written permission of theproperty owner or his agent for such use of his land.

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ATTACHMENT TWO

Construction Site Identification Signs

Municipality Size Permit

Required

Duration Removal

Holly Springs 6 sq ft Yes Construction 15 days end of construction ordevelopment.

Fuquay-Varina

64 (all signs)32 (one sign)

Yes Based upon number of lots18 months first 506 months/addl. 50

Expiration of Permit

Morrisville 32 (residential)64 (all others)

Yes Construction Permit to Occupy

Apex 64 sq ft (non-residential)32 square feet

(residential)

Yes 6 months may berenewed additional 6months

Issuance of C.O.(Commercial)100% Sold to builders or

private owner (residential)Raleigh 32 (non-

residential)15 (residential)

Yes Construction 15 days after a certificateof compliance is issued.

Cary Same as groundsign

Yes Construction C.O. Issue Date or FirstC.O. for Subdivisions

Wake Forest 32 square feet Yes Undefined Undefined

Knightdale 4 (Residential)32 (Others)

No Construction 30 days after a C.O.

Garner 32 sq ft Yes 1 year with a renewableoption

10 days after the issuanceof final occupancy permit

Off-Premise Directional Subdivision Signs

Municipality Number Size Duration Notes

Holly Springs n/a n/a n/a Not Permitted

Fuquay Varina 5 6 square feet Weekends Only

Morrisville Based on Lots 6 square feet Weekends Only Permits Required

Apex 1 4 square feet Until Lots Sold

Raleigh n/a n/a n/a Not Permitted

Cary undefined undefined Weekends Only Open House Signs

Wake Forest undefined 2 square feet Allowed Property Owner'sPermission req'd

Knightdale 3 4 square feet Removed 7 days

after Sale, Lease,or Rental

Garner 1 32 square feet One Year *

* Garner also allows small directional real estate signs on the weekend, but is the only municipality

surveyed that allows for larger off-premise signs. The only thing permitted on the sign is the nameand direction of the development.

h:\pla-02\sign_memo_11-23-2010.doc

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TOWN OF GARNER

MEMORANDUM

To: Hardin Watkins

Town Manager

From: Lin Jones

Finance Director

Date: November 23, 2010

Subject: Analysis of Departmental Expenditures through October 31, 2010

The financial report for October 31, 2010 indicated that several departments have expended

more than 33% of their total budget. I have analyzed each department’s expenditures and

identified reasons for these variances.

My analysis revealed several reasons for the expenditures exceeding 33% of the budget.

Items identified were:

1. Major one time expenditures including capital outlay, insurance premiums and

other contracts that were paid prior to October 31

2. Expenditures included 34.6% of expected payroll. We have processed nine of

twenty-six payrolls through October 31. (This adjustment is identified as“Salaries over 33% expected amount” on the attached analysis)

3. In the Inspections Department, salaries include payroll for two months, accrued

vacation and early termination benefits for employees included in the reduction

in force policy

4. Payments for contracts that were entered into but not completed during the year

ending June 30, 2010. Additional funds will be budgeted for the carryover

purchase orders.

I have attached an Analysis of Budget to Actual Expenditures for each department that

reflects these items. In this analysis I have reduced the budgeted and actual amounts for each of

item that was identified. I have also adjusted the budgeted amounts for large items that have not

been purchased. After adjustment for these items the total departmental expenditures throughOctober 31 were 31.13% of the adjusted budget.

This analysis does not include amounts for economic incentives, payments to the fire and

rescue departments, transfers to other funds and debt service.

I will continue to monitor departmental expenditures.

If further explanations are needed please let me know.

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Carry Over Adjusted Percentage

Budget Purchase Orders Budget Expended to Date Expended

Town of Garner

Analysis of Budget to Actual Expenditures

July 1, 2010 through October 31, 2010

Town Council 917,489.00 5,750.00 923,239.00 445,147.52

Purchase of Rescue Truck (324,891.00) (324,891.00)

Subsidized Programs (59,525.00) (59,525.00) NC League Dues (15,914.00) (15,914.00)

Triangle J Dues (9,673.00) (9,673.00)

Contingency (336,502.00) (336,502.00)

580,987.00 5,750.00 176,734.00 35,144.52 19.89%

Attorney 89,945.00 89,945.00 14,427.00 16.04%

Total Town Council 670,932.00 5,750.00 266,679.00 49,571.52 18.59%

Town Manager 557,364.00 557,364.00 136,743.90

Insurance & Bonds (not paid) (181,750.00) (1,430.00)

Reallocate Temporary Salary 6,620.00

557,364.00 - 382,234.00 135,313.90 35.40%

Town Clerk 173,000.00 173,000.00 52,257.44

Reallocate Temporary Salary (6,620.00)

173,000.00 - 166,380.00 52,257.44 31.41%

Personnel 694,631.00 6,700.00 701,331.00 334,647.87

Workers Compensation Insurance (251,000.00) (236,947.04)

694,631.00 6,700.00 450,331.00 97,700.83 21.70%

Safety 8,475.00 8,475.00 1,987.00 23.45%

Total Town Manager 1,433,470.00 6,700.00 1,014,040.00 287,259.17 28.33%

Finance Administration 561,204.00 2,520.00 563,724.00 197,809.17

Equipment (2,520.00) (2,520.00)

Professional Services

Software Maintenance Agreement (36,958.00) (36,958.00)

Debt Capacity Study (25,000.00) (25,000.00)

561,204.00 2,520.00 499,246.00 133,331.17 26.71%

Item B-4

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Town of Garner



Purchasing 250,866.00 250,866.00 85,702.51 34.16%

Total Finance 812,070.00 2,520.00 750,112.00 219,033.68 29.20%

Total Economic Development 370,296.00 15,002.00 385,298.00 126,537.00 32.84%

Planning Administration 274,233.00 88,594.00 362,827.00 71,879.95 19.81%

Land Use Permits 175,462.00 4,200.00 179,662.00 61,289.72 34.11%

Community Planning 182,649.00 182,649.00 100,241.54

Garner Road Overlay (70,907.00) (70,907.00)

182,649.00 - 111,742.00 29,334.54 26.25%

Total Planning 632,344.00 92,794.00 654,231.00 162,504.21 24.84%

Inspections 744,734.00 744,734.00 290,671.00

Salary - Employee #1 (24,482.00) (24,482.00)

Salary - Employee #2 (27,440.00) (27,440.00)

Benefits - Employee #1 (3,447.00) (3,447.00)

Benefits - Employee #2 (3,864.00) (3,864.00)

Salaries over 33% expected amount (10,098.00)

Total Inspections 744,734.00 - 685,501.00 221,340.00 32.29%

Engineering 504,188.00 123,862.00 628,050.00 242,345.81

Hwy 50 Sewer Line (79,083.00) (79,083.00)

Total Engineering 504,188.00 123,862.00 548,967.00 163,262.81 29.74%

Information Technology 966,031.00 45,922.00 1,011,953.00 295,691.00

Equipment (153,500.00) (55,146.00)

Total Information Technology 966,031.00 45,922.00 858,453.00 240,545.00 28.02%

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Town of Garner



Police Administration 1,623,396.00 6,154.00 1,629,550.00 567,147.00

Outside Employment Self supporting (148,000.00) (52,986.00)

Police Attorney - Reflect 4 months payment (8,000.00) Salaries over 33% expected amount (19,641.00)

1,623,396.00 6,154.00 1,481,550.00 486,520.00 32.84%

School Crossing Guards 38,426.00 38,426.00 8,070.40 21.00%

Investigations 861,646.00 861,646.00 318,732.00


861,646.00 - 861,646.00 305,648.00 35.47%

Operations 4,151,959.00 4,653.00 4,156,612.00 1,474,176.73

Raleigh Dispatch fees paid 6 months (31,874.00) Wake 800 mhz fees paid 6 months (7,102.00)

Software Maintenance Fee (13,475.00) (13,475.00)


4,151,959.00 4,653.00 4,143,137.00 1,375,738.73 33.21%

Total Police 6,675,427.00 10,807.00 6,524,759.00 2,189,061.13 33.55%

Public Works Admin 392,111.00 392,111.00 137,614.00

Travel - all conferences attended (2,355.00) (2,359.70)


392,111.00 - 389,756.00 129,761.30 33.29%

Street Maintenance 943,994.00 54,846.00 998,840.00 313,780.00


943,994.00 54,846.00 998,840.00 310,724.00 31.11%

Powell Bill 530,784.00 6,895.00 537,679.00 182,619.00


Equipment not purchased (5,400.00)

530,784.00 6,895.00 532,279.00 177,147.00 33.28%

Snow Removal 3,925.00 3,925.00 558.08 14.22%

Item B-4

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Town of Garner



Public Grounds 954,557.00 5,000.00 959,557.00 322,843.56


Equipment (26,000.00) (19,553.00)

954,557.00 5,000.00 933,557.00 295,018.56 31.60%

Solid Waste 1,651,065.00 1,651,065.00 417,122.89 25.26%

Public Facility 579,514.00 70,386.00 649,900.00 217,377.42

HVAC Renovation (40,000.00)


Roof Repairs (20,085.00) (20,085.00)

579,514.00 70,386.00 589,815.00 194,283.42 32.94%

Fleet Maintenance 321,548.00 321,548.00 116,150.98 Salaries over 33% expected amount (4,770.00)

321,548.00 - 321,548.00 111,380.98 34.64%

Total Public Works 5,377,498.00 137,127.00 5,420,785.00 1,635,996.23 30.18%

Parks & Recreation Administration 192,569.00 15,603.00 208,172.00 64,457.77

NGMS Landscaping (10,628.00)


192,569.00 15,603.00 197,544.00 61,836.77 31.30%

Celebration & Events 409,877.00 1,300.00 411,177.00 123,437.00


Equipment not purchased (10,800.00)

409,877.00 1,300.00 400,377.00 122,065.00 30.49%

Marketing 80,238.00 1,435.00 81,673.00 18,594.65 22.77%

Sports and Fitness 665,881.00 2,265.00 668,146.00 250,991.32


665,881.00 2,265.00 668,146.00 245,876.32 36.80%

Item B-4

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TOWN OF GARNER

MEMORANDUM

To: Hardin Watkins

Town Manager

From: Lin Jones

Finance Director

Date: November 18, 2010

Subject: Adoption of Fiscal Policy Guidelines

During their preparation of the Town’s debt capacity study, Davenport & Company

stressed the importance of adopting fiscal policy guidelines. These guidelines will influence and

guide the financial management practice of the Town. Adhering to these policies is recognized as

the cornerstone of sound financial management. During our conversations with the bond rating

agencies they also stressed the need for adopting fiscal guidelines. They also inquired about the

Town’s policy and if it had been adopted by the governing body.

The adoption of these policies will:

1. Contribute significantly to the Town's ability to insulate itself from fiscal crisis,

2. Enhance short term and long term financial credit ability by helping to achieve

the highest credit and bond ratings possible,

3. Promote long-term financial stability by establishing clear and consistent

guidelines

4. Direct attention to the total financial picture of the Town rather than single issue

areas,

5. Promote the view of linking long-run financial planning with day to day

operations, and

6. Provide the Town Council, citizens and the Town’s professional management a

framework for measuring the fiscal impact of government services againstestablished fiscal parameters and guidelines.

The Town is currently in compliance with the recommended guidelines. While we

have followed these guidelines in the past, I recommend formal adoption of the attachedguidelines

Please let me know if you have questions.

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Fiscal Policy Guidelines

Town of Garner,

North Carolina

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FISCAL POLICY GUIDELINESTown of Garner, North Carolina

Adopted: __________________

TABLE OF CONTENTS

Page

Objectives 3

Capital Improvement Budget Policies 4

Debt Policies 5

Reserve Policies 6

Budget Development Policies 7

Cash Management and Investment Policies 8

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FISCAL POLICY GUIDELINES - OBJECTIVES

This fiscal policy is a statement of the guidelines and goals that will influence and guide the

financial management practice of the Town of Garner, North Carolina. A fiscal policy that is

adopted, adhered to, and regularly reviewed is recognized as the cornerstone of sound financial

management. Effective fiscal policy:

• Contributes significantly to the Town's ability to insulate itself from

fiscal crisis,

• Enhances short term and long term financial credit ability by helping toachieve the highest credit and bond ratings possible,

• Promotes long-term financial stability by establishing clear andconsistent guidelines,

• Directs attention to the total financial picture of the Town rather thansingle issue areas,

• Promotes the view of linking long-run financial planning with day to

day operations, and

• Provides the Town Council, citizens and the Town’s professional

management a framework for measuring the fiscal impact of government services against established fiscal parameters and

guidelines.

To these ends, the following fiscal policy statements are presented.

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CAPITAL IMPROVEMENT BUDGET POLICIES

1. The Town will prioritize all capital improvements in accordance with an adopted capital

improvement program.

2. The Town will develop a 5-year plan for capital improvements and review and update the

plan annually. Additional projects can be added to the CIP at any time, but funding forprojects added in this manner are subject to normal operating budget constraints.

3. The Town will coordinate development of the capital improvement program withdevelopment of the operating budget.

4. The Town will maintain all its assets at a level adequate to protect the Town's capitalinvestment and to minimize future maintenance and replacement costs.

5. The Town will identify the estimated costs and potential funding sources for each capital

project proposal before it is submitted for approval.

6. The Town will attempt to determine the least costly and most flexible financing methodfor all new projects.

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DEBT POLICIES

General

1. The Town will confine long-term borrowing to capital improvements or projects thatcannot be financed from current revenues except where approved justification is

provided.

2. The Town will utilize a balanced approach to capital funding utilizing debt financing,

draws on capital reserves and/or fund balances in excess of policy targets, and current-

year (pay-as-you-go) appropriations.

3. When the Town finances capital improvements or other projects by issuing bonds or

entering into capital leases, it will repay the debt within a period not to exceed the

expected useful life of the project. Target debt ratios will be calculated annually andincluded in the review of financial trends.

4. Where feasible, the Town will explore the usage of special assessment, revenue, or otherself-supporting bonds instead of general obligation bonds.

5. The Town will retire tax anticipation debt, if any, annually and will retire bondanticipation debt within six months after completion of the project.

Tax Supported Debt

6. Direct net debt as a percentage of total assessed value of taxable property should notexceed 2.0%. Direct net debt is defined as Town-issued debt that is tax-supported.

7. The ratio of direct net debt service expenditures as a percent of total governmental fundexpenditures should not exceed 15% with an aggregate ten-year principal payout ratio

target of 50% or better.

8. The Town recognizes the importance of underlying and overlapping debt in analyzing

financial condition. The Town will regularly analyze total indebtedness including

underlying and overlapping debt.

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RESERVE POLICIES

1. Unreserved, Undesignated Fund Balances will mean funds that remain available for

appropriation by the Town Council after all commitments for future expenditures,

required reserves defined by State statutes, and previous Council designations have been

calculated. The Town will define these remaining amounts as “available fund balances.”

2. The Town of Garner will strive to maintain available fund balance in the General Fund at

a level sufficient to meet its objectives. The Town will target an available fund balanceat the close of each fiscal year equal to at least 30% of the General Fund Operating

Budget; at no time shall the available Fund Balance fall below 25% of the General Fund

Operating Budget. Available fund balances in excess of the target 30% of General FundOperating Budget may be appropriated from time to time for pay-as-you-go capital and

other one-time uses.

3. The Town Council may, from time-to-time, appropriate fund balances that will reduceavailable fund balances below the 25% policy for the purposes of a declared fiscal

emergency or other such global purpose as to protect the long-term fiscal security of theTown of Garner. In such circumstances, the Council will adopt a plan to restore theavailable fund balances to the policy level within 36 months from the date of the

appropriation. If restoration cannot be accomplished within such time period without

severe hardship to the Town, then the Council will establish a different but appropriatetime period.

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BUDGET DEVELOPMENT POLICIES

1. The Town will develop its annual budgets in such a manner so as to incorporate historic

trend analysis for revenues and expenditures with an adjustment for current financialtrends and developments as appropriate.

2. One-time or other special revenues will not be used to finance continuing Townoperations but instead will be used for funding special projects.

3. The Town will pursue an aggressive policy seeking the collection of delinquent utility,

license, permit and other fees due to the Town.

4. The Town Council will receive a financial report no less than quarterly showing year-to-

date revenues and expenditures.

5. Budget amendments will be brought to Town Council for consideration as needed.

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CASH MANAGEMENT AND INVESTMENT POLICIES

1. It is the intent of the Town that public funds will be invested to the extent possible to

reduce the need for property tax revenues. Funds will be invested with the chief

objectives of safety of principal, liquidity, and yield, in that order. All deposits and

investments of Town funds will be in accordance with N.C.G.S. 159.

2. The Town will use a Central Depository to maximize the availability and mobility of cash

for all funds that can be legally and practically combined.

3. Liquidity: No less than 20% of funds available for investment will be maintained in

liquid investments at any point in time.

4. Maturity: All investments will mature in no more than thirty-six (36) months from their

purchase date.

5.

Custody: All investments will be purchased “payment-versus-delivery” and if certificatedwill be held by the Finance Officer in the name of the Town. All non-certificated

investment will be held in book-entry form in the name of the Town with the Town’sthird party Custodian (Safekeeping Agent).

6. Authorized Investments: The Town may deposit Town Funds into: Any Board approvedOfficial Depository, if such funds are secured in accordance with NCGS159 (31). The

Town may invest Town Funds in: the North Carolina Capital Management Trust, US

Treasury Securities, US Agency Securities specifically authorized in GS-159 and rated nolower than “AAA”, and Commercial Paper meeting the requirements of NCGS-159 plus

having a national bond rating.

7. Diversification: No more than 5% of the Town’s investment funds may be invested in a

specific company’s commercial paper and no more than 20% of the Town’s investment

funds may be invested in commercial paper. No more than 25% of the Town’s

investments may be invested in any one US Agency’s Securities.

8. Allocation: Investment income will be allocated to each participating fund or account

based on a fair and equitable formula determined by the Finance Director.

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9. Reporting: The Town Council will receive an investment report at the end of each monthshowing current investment holdings.

Item B-5

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Garner Historic AuditoriumFocus Group Summar y

11.22.10

Background

Garner Parks and Recreation Department staff hosted several focus group meetings,

during the month of October 2010, in an effort to gather public input concerning the

future direction of Garner Historic Auditorium. Focus groups included local citizens,

auditorium event attendees, event promoters, auditorium renters and user groups,

programming partners, downtown revitalization association, theater managers,

consultants, and the parks and recreation advisory committee.

Additional focus groups will be conducted to include more business owners, seniors

living at Old School Commons and local arts, music and drama teachers in Garner areaschools. These will be conducted in early December 2010.

Background information on Garner Historic Auditorium was shared with each focus

group detailing current Auditorium budget, staffing, and events, along with recent

research gathered on area theatres.

Focus Group Discussions

Several topics were discussed with focus groups aimed at collecting data on the Auditorium’s overall perception, programming, marketing/advertising, management

options/staffing and facility enhancements. The following section lists common themes

discussed among focus group participants:

Overall Perception o f GHA Most people don’t know about it

There’s always been a struggle with programming

Lacks vision- Needs to be a big vision set to do something great

It should be something that gives back to the community and not be all about the

money Senior apartments

Needs new signage

People know the name

People don’t realize public is invited

Arts should provide opportunities for residents

GHA has a sense of place already, more people need to experience it

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Have elected officials ever discussed goals for GHA

Town needs to put dollars behind the facility

Underutilized

Nice and open space, nicely decorated, intimate

Needs its own website

Plan events with consistency for the entire year

The Name - Garner Historic Auditorium Does not say what it really is - performing arts center

Should be associated with arts and creativity for branding

Historic reminds you of old

There are benefits to having historic in the name (grants)

Changing name is a diversion- focus should be on what’s on stage to define who

you are

Grant opportunities exist for historic facilities- keep the name

Gets in the way Adds flavor

Historical to entertainment; change names YES

Programming Define your niche

More music

Turn musical programming into production; youth theater series

Include youth- high school- students in discussion for new youth programs

Multicultural programming series- outreach to various communities

Host various competitions- gospel, band, dance Be inclusive in programming

Move high school performances to GHA

Sponsor various series- speakers, children, arts, political debates, performing

troupes

Don’t program anything- Hire a consultant to develop a strategic plan with

Council, Management and Staff

Set up for failure until a vision and financial support is provided

Yearly Artist fees for numerous venues ranged from $75,000-$250,000 (average

yearly performance fees budget)

Refine rental process

Slow down and plan

Utilize Arts Council as a resource- United Arts of Wake County

Niche will take time to develop and everyone will not like it

Senior citizen programs and matinees since a large number live in Garner

Summer camp music programs

Create an orchestra program for low income children

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Don’t get into booking large performances if you don’t have the dollars to support

it

Marketing Need more flyers like parks and recreation summer event insert in News and

Observer Department’s brochure quality needs improving

Market GHA at July 3

Work to build reputation

rd

Greeters at entry door dressed in uniforms, vests or coats

Auditorium is buried on parks and recreation website- hard to find- needs

independent site

Feature of GHA on website and WTOG monthly

Develop an Arts Advisory group to come in quarterly to review operations,

marketing, programming, etc.

Garner Citizen ads are not large enough for GHA events

Put event posters throughout the building

Hire PR agency to assist with publicity

Need marketing money to leverage ads and attract sponsors

Review data to track where event attendees are coming from

Recognize competition from other Town events

Market to a variety of people

Build email database for information distribution

Staffing and Man agemen t Options Will lose the soul of the facility by outsourcing to promoter/promotion company;

need to keep sales/promotion separate from normal manager duties

Manager will have a heart for the facility and work to develop its identity and

carry forth the vision

Better working with a staff person versus an outside person

Need to establish a mission so that GHA tradition remains

Promoters will provide more staff, lose out on personal touch and control of

venue booking

Ticket prices will increase with using a promoter

Need staff to build programming to capacity, develop successful performanceseries

Can’t run facility without full-time staff

There will be value added if Town can increase Lead Technician position’s hours

Great staff – kind and responsive with an emphasis on good customer service

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Auditorium Manager Skill Set Needs Dynamic

Grant Writer

Someone to go out and sell the venue

Works well with promoters

Passionate about facility Aggressive

Dedicated and love for facility

Knows about small town theatres

Diplomatic and decisive

Marketing and Sales background

Theater background and theater management experience

Knowledgeable about business contracts

Empower manager to make decisions

Position needs to be exempt- professional position (salaried)

Creative and familiar with Garner

Knowledgeable, artsy and thinks outside the box

New ideas and possibilities

Facility Enhancem ents New sign- larger, brighter

Directional signage from main highways into town

More lighting in front, sides and rear

When walk in door- WOW!

Show starts when you drive up

Entryway needs awning

Landscaping needs improving

Get billboards on highway to promote venue

Building across street unattractive

Town needs to purchase surrounding property for future expansion

Additional parking-overflow parking for sellout crowds

Parking in rear does not feel safe

Create separate entrance for residents

Move keypad from main lobby door

Clearly define parking; difficult at night

Future Recomm endations

As a result of focus group discussions, the following section details initial

recommendations for moving programming forward at Garner Historic Auditorium.

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These recommendations will hopefully establish the foundation for successful

programming.

Staffing

Fill the vacant Auditorium Manager position with expanded responsibilities

Review Lead Technician position for possible upgrade to Facility Supervisor with

additional responsibilities

Create a part-time, temporary Theater/Administrative Assistant position

Work with special event planners and coordinators to recruit potential renters for

weddings, reunions, etc. at GHA

Continue working with current event promoters to book shows at GHA

Recruit additional volunteers to serve as lobby hosts and greeters; determine

attire- coats, vests, etc.

Marketing

Develop independent website for GHA

Develop an overall marketing plan for GHA

Develop various GHA brochures for rentals, concerts, and special events

Post special event posters, flyers and brochures throughout building to market

upcoming events

Utilize target marketing techniques to increase awareness of audience; add zip

codes to current surveys

Continue building email database via ticket purchases

Consider rebranding GHA with name change, yet keeping historic piece (Garner

Historic Theatre/Garner Historic Performing Arts Center, etc.) Recommend marketing budget to support future programming needs

Facility Enhancem ents

New GHA sign

Directional signage for parking lot and facility entry

Directional signage for major roads leading to GHA

Purchase surrounding property to expand parking area

Additional lighting for front and rear parking lots

Awning and additional lighting for main entry to GHA

Remove, trim, or limb up trees from front of facility to increase visibility fromGarner Road and replace with appropriate sized trees

Enhance alternate front entries to encourage use by residents; move key pad from

main entry; remove (or trim) trees and shrubs, add lighting

Remove landscaping along building front and replace with appropriate plantings

and shrubs

Schedule date for Town Council members to walk exterior of GHA

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Programming and Operations

Define our niche and determine programs of success

Work with Town Management, Council and Staff to determine future vision;

depending on costs, hire a consultant to help establish this vision

Continue communicating with NC Presenters Consortium Work Group

Consider Foundation for GHA

Determine potential performance series programming and budget

Review current rental guides and applications

Establish better communications with residents

Use of event parking signage to direct traffic info front parking lot

Focus Group Attendees

Dana Stephenson, Helen Phillips, Lillie Sanders, Tim Stevens, Cheryl Ward, Tammy

Kennedy, Doris Allen, Shaffy Booth, James Booth, Lisa Stanley, Tom Browne, Martha

Browne, Aleisha Sanyika, Harold Garner, Mark Hensley, Evan Barnette, John Norris,

Scott Honeycutt, Beth Honeycutt, Frances Stanley, Wren Peele, Stephen Whetle, Marti

Hall, Sarah Preston, Cary P&R ; Noelle Scott and Sara Heiser, Cabarras County Arts

Council & Davis Theater; Stephen Barefoot, Thalian Hall, Wilmington; Jamie Katz,

PineCone; Renee Anderson, Halle Cultural Arts Center; Ray Jordan, Sampson County

Agri-Expo Center; Heidi Stump, The Clayton Center, John Hodges, Tom Giroux,

Eleanor Oakley and Ginny Zehr of United Arts Council of Raleigh/Wake, LymanCollins, Town of Cary; Neal Padgett, Faye Gardner, Carol Schriber, Amaka Flynn, Derek

Nunn, Rochester White, Nathan Cottrell, Jack Mixell, Kim Cattani, Gra Singleton,

Cherry Gay, Sonya Shaw

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garner town council agenda, nov. 30, 2010

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