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Home My WebLink About09-02-25 Town Council PacketAgenda Town Council Meeting Tuesday, September 2, 2025 6:30 p.m. Closed Session Council Chambers 1. Meeting Called to Order- Mayor Collins 2. Roll Call- Clerk of Council 3. Modification to Closed Session- Mayor Collins 4. Enter into Closed Session for the following items: a. VA Code 2.2-3711 (A) 1 (1 item)- Personnel Matters i. Town Manager 7:00 p.m. Public Session Council Chambers 1. Certification of Closed Session- Mayor Collins 2. Pledge of Allegiance- Councilman Erickson 3. Invocation- Councilman Clark 4. Guests and Visitors - Mayor Collins 5. Modification to Public Session- Mayor Collins 6. Organization Contributions Budgeted for FY 2025-2026 a. Pulaski on Main- Sarah Alderman, Program Coordinator 7. Presentations a. EDA Grant Update- Shannon Ainsley, Town of Pulaski Economic Development b. Army Corps of Engineers; Peak Creek Update- Austin Painter, Town of Pulaski Project Manager 8. Voting Items a. Resolution 2025-31 Appointing Christopher Conner to the Town of Pulaski, Virginia Economic Development Authority b. Resolution 2025-32 Appropriating Grant Funds (Shannon Ainsley- Staff Report) 9. Discussion(s) a. Speed Reduction- Manager Day b. EPA Community Grant- Manager Day c. Fire Truck (voting)- Manager Day Reasonable accommodation will be provided for persons with disabilities, if requested. 10. Public Comment Period (The Town Council welcomes your input. You may address the Council by completing a speaker’s slip available at the door and giving it to the Clerk of Council prior to the meeting. At this time, you may address Council on items that are not on the agenda. The limit is three (3) minutes for each speaker.) 11. Consent Agenda (Voting) a. Consideration of August 19, 2025 Town Council Minutes 12. Council Comments & Board Updates 13. Manager’s Report- Manager Day 14. Reminder of Future Council Meeting- Mayor Collins a. September 8, 2025 6:00 p.m. Joint meeting with the Planning Commission b. September 16, 2025; Closed Session 6:00 p.m., Open Session 7:00 p.m. Presentation(s) Information SARAH ALDERMAN PROGRAM COORDINATOR About Pulaski on Main Pulaski on Main works to preserve and promote the economic, cultural, and historical vitality of Pulaski’s Main Street district through community collaboration, innovative programs, and dedicated stewardship. A thriving main street means a thriving community. The vision of the organization is to create a thriving, inclusive, and sustainable downtown that serves as the heart of Pulaski, where businesses prosper, visitors gather, and residents take pride. The Marketplace The Marketplace oOver 30 different vendors oOver 5 different local bands and musicians oRefreshments, food, baked goods, produce, plants, hand crafted crafts & jewelry oFriends of Peak Creek monthly Nature Series oPulaski Dance Productions o3 Non-Profits Music & Merchants The picture can't be displayed. Music & Merchants oEvent attendance increase of 1,000 people from 2024 oFood trucks oStreetscapes oVendors, ABC, Live music, Main Street businesses Virginia Main Street oIn December of 2024, Pulaski on Main was able to advance into the Mobilizing Main Street tier with Virginia Main Street. This tier will take the organization through a 2-year cohort which will prepare us to advance to the third and final Virginia Main Street tier. oBenefits of this tier include: o Board training o Redefine Pulaski on Main boundaries o Education including nonprofit structure, building relationships, grant writing, creating a plan of work, and more o Opens the organization up for new opportunities from VMS, and gets attention from DHCD for other town projects Community Vision Tour Retail Leakage Recommendations POM Events & Goals oHarvest & Harmonies –September 13th oUpcoming Trainings with Virginia Main Street oMarketplace Christmas Edition oMurals oBusiness Engagement oFuture Events on Main Street oShop Small Support oBoutique Collaboration Thank YOU! DOWNTOWN INVENTORY + REAL ESTATE REDEVELOPMENT STRATEGY From Inventory to Insight 2 0 2 5 PULASKI, VA This project was made possible through the support of the Appalachian Regional Commission (ARC), a federal-state partnership dedicated to strengthening economic growth across the 205,000 square-mile Appalachian Region. Spanning from southern New York to northern Mississippi, the region includes all of West Virginia and parts of 12 other states, including Virginia, and is home to over 25 million people. Focused on Southwest Virginia, this project supports communities historically shaped by extractive industries as they adapt to a changing energy economy. With ARC’s support, the initiative provides data- driven insights and strategic tools to help local leaders revitalize their downtowns and build more resilient, diverse economies. PULASKI, VIRGINIAPAGE 2 TABLE OFCONTENTS About the Process 4 Market Analysis 5 Visitor Data 6 Market Data 9 Retail Gap Analysis 13 Retail Opportunities 14 Market Segmentation 22 Real Estate Strategies 28 Marketing Recommendations 47 REAL ESTATE REDEVELOPMENT STRATEGY PAGE 3 ABOUT THE PROCESS The Process THIRD PARTY DATA ANALYSIS Market data provided by Claritas and extrapolated and interpreted by Place + Main Advisors, this data gives a snapshot of the potential opportunities for the district. COMMUNITY TOUR Understanding the context of the district and community is critical to developing a plan that takes the community’s needs into account. PROPERTY TOUR Representatives from Pulaski provided our team access to the properties highlighted in this plan. WALKING VISIONING SESSION A public input session was conducted to solicit opinions from community members about what types of businesses and uses they want to see. PULASKI, VIRGINIAPAGE 4 MARKET ANALYSIS This retail market analysis provides a comprehensive overview of current conditions and future opportunities within the trade area by examining key demographic trends, foot traffic patterns, and retail leakage data. Demographic shifts, such as changes in population size, age distribution, income levels, and household composition, offer insight into evolving consumer demand. Visitor data, derived from mobility tracking, highlights when and how often people visit the area, identifying peak times and core customer segments. Retail leakage analysis reveals categories where local spending is flowing to businesses outside the area, pointing to gaps in the local market. Together, these findings help identify high-potential business recruitment targets that align with community needs and have a strong chance for success. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 5 VISITOR DATA Visitor Trends VI S I T S B Y M O N T H VI S I T S B Y W E E K Source: Cobalt Community Solutions, 2025 Visitors are defined as all visits by all individuals to the geofenced area (downtown) for the calendar years of 2023 and 2024. Visitors must have been within the geofenced boundaries for at least seven minutes to be counted. TOTAL VISITS: 800,500 UNIQUE VISITORS: 135,000 PULASKI, VIRGINIAPAGE 6 VISITOR DATA Visitor Trends VI S I T S B Y T I M E O F D A Y VI S I T S B Y D A Y O F T H E W E E K Source: Cobalt Community Solutions, 2025 REAL ESTATE REDEVELOPMENT STRATEGY PAGE 7 VISITOR DATA Visitor Trends FA V O R I T E D E S T I N A T I O N S VI S I T O R S B Y Z I P C O D E Source: Claritas, 2025 PULASKI, VIRGINIAPAGE 8 MARKET DATA Primary Trade Area The primary trade area for this report is defined using GPS-enabled geofencing technology, which analyzes mobility (cell phone) data to identify where visitors to the downtown district are coming from down to the census block level. This insight helps Pulaski better understand customer behavior, spending patterns, and the types of businesses that would thrive in the district. Once this trade area was established, Place + Main Advisors, LLC overlaid them with demographic and retail market data from sources like Claritas, the U.S. Census, and ESRI, enhanced by their own analysis. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 9 MARKET DATA Population & Household Trends HO U S E H O L D T R E N D PO P U L A T I O N T R E N D Source: Claritas, 2025 PULASKI, VIRGINIAPAGE 10 MARKET DATA Household Income HOUSEHOLD INCOME TOWN OF PULASKI PRIMARY TRADE AREA < $15,000 561 2,835 $15,000 - $24,999 344 2,104 $25,000 - $34,999 446 1,886 $35,000 - $49,999 400 2,602 $50,000 - $74,999 698 4,154 $75,000 - $99,999 518 3,292 $100,000 - $124,999 332 2,348 $125,000 - $149,999 199 1,674 $150,000 - $199,999 117 1,687 $200,000 - $249,999 60 802 $250,000 - $499,999 97 670 $500,000+50 262 Average Household Income $76,218.00 $87,510.00 Median Household Income $55,628.09 $66,001.68 Source: Claritas, 2025 REAL ESTATE REDEVELOPMENT STRATEGY PAGE 11 MARKET DATA People Per Household Source: Claritas, 2025 Percent of Households Without Children Under 18 2.30AVG PEOPLE PER HOUSEHOLD TOWN OF PULASKI 2.25AVG PEOPLE PER HOUSEHOLD PRIMARY TRADE AREA 73.6% TOWN OF PULASKI 74.6%PULASKI COUNTY PULASKI, VIRGINIAPAGE 12 RETAIL GAP ANALYSIS Source: Claritas, 2025 2025 Demand 2025 Supply 2025 Retail Gap 2030 Projected Demand 2030 Projected Opportunity Total Retail Trade and Food + Drink $1,493,573,928 $1,060,191,225 $433,382,703 $1,581,114,853 $520,923,628 Total Retail Trade $1,295,082,138 $908,349,187 $386,732,951 $1,372,517,683 $464,168,496 Total Food + Drink $198,491,790 $151,842,038 $46,649,753 $208,597,170 $56,755,132 SOURCE: Claritas, 2025; Place + Main Advisors, LLC, 2025 About Retail Gap Data When an area’s demand for retail goods and services does not match the supply, it creates what is called a Retail Gap. If there is more supply than demand in a geographic area, then one of two things (or a combination of the two) are occurring: 1) There may be a strong enough draw from a specific retailer/service provider or group of them that brings in additional customers from outside the defined area and/or; 2) There is an over-supply of a particular business type. Conversely, if there is more demand for a good or service than what exists in the area’s supply, a gap (or leakage) is created. This leakage is money that leaves the area to be spent in another area because the particular good or service is not available within the defined area. This leakage is the best potential source for the types of additional businesses the area may need. The presence of a gap is not a guarantee of success for prospective businesses. Local Advantages + Challenges The retail gap data for the Downtown Pulaski Primary Trade Area suggests the retail offerings in the region are under-supplied on the whole. The following charts show the market demand and highest leakage areas for the primary trade area. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 13 The opportunities listed in this section are those industries that are most compatible with the downtown environment with the highest amount of current and projected retail gap. Existing retail gap is calculated by subtracting 2025 Supply from 2025 Demand, while Projected Opportunity is calculated by subtracting 2025 Supply from the projected amount of Demand for 2030. Projected Opportunity assumes no increase of supply from 2025. Maximum Supportable Square Footage is calculated by dividing the total Projected Demand by the current national average sales per square of the respective industry. Opportunities are listed in order of their North American Industry Classification System (NAICS) number. DOWNTOWN PULASKI Retail Opportunities 2025 Demand ($) $13,267,980 2025 Supply ($) $4,400,284 Opportunity Gap/Surplus ($) $8,867,697 2030 Demand $14,536,993 Projected Opportunity $10,136,709 Max. Supportable Sq Ft 31,190 FURNITURE STORES (NAICS 4421) 2025 Demand ($) $10,520,813 2025 Supply ($) $4,525,242 Opportunity Gap/Surplus ($) $5,995,570 2030 Demand $11,365,263 Projected Opportunity $6,840,021 Max. Supportable Sq Ft 32,417 HOME FURNISHINGS STORES (NAICS 4422) PULASKI, VIRGINIAPAGE 14 2025 Demand ($) $23,845,849 2025 Supply ($) $12,398,156 Opportunity Gap/Surplus ($) $11,447,693 2030 Demand $26,216,414 Projected Opportunity $13,818,258 Max. Supportable Sq Ft 46,061 OTHER BUILDING MATERIAL DEALERS (NAICS 44419) 2025 Demand ($) $4,669,107 2025 Supply ($) $1,881,665 Opportunity Gap/Surplus ($) $2,787,442 2030 Demand $4,957,544 Projected Opportunity $3,075,879 Max. Supportable Sq Ft 6,152 SPECIALTY FOOD STORES (NAICS 4452) RETAIL OPPORTUNITIES 2025 Demand ($) $12,028,227 2025 Supply ($) $7,484,359 Opportunity Gap/Surplus ($) $4,543,868 2030 Demand $12,953,929 Projected Opportunity $5,469,570 Max. Supportable Sq Ft 4,972 BEER, WINE, AND LIQUOR STORES (NAICS 4453) REAL ESTATE REDEVELOPMENT STRATEGY PAGE 15 2025 Demand ($) $5,181,409 2025 Supply ($) $1,189,682 Opportunity Gap/Surplus ($) $3,991,726 2030 Demand $5,358,336 Projected Opportunity $4,168,654 Max. Supportable Sq Ft 12,827 COSMETICS, BEAUTY SUPPLIES, AND PERFUME STORES (NAICS 44612) 2025 Demand ($) $2,305,500 2025 Supply ($) $855,726 Opportunity Gap/Surplus ($) $1,449,774 2030 Demand $2,496,916 Projected Opportunity $1,641,190 Max. Supportable Sq Ft 4,103 OPTICAL GOODS STORES (NAICS 44613) RETAIL OPPORTUNITIES 2025 Demand ($) $4,085,081 2025 Supply ($) $2,333,949 Opportunity Gap/Surplus ($) $1,751,132 2030 Demand $4,222,542 Projected Opportunity $1,888,593 Max. Supportable Sq Ft 5,396 OTHER HEALTH AND PERSONAL CARE STORES (NAICS 44619) PULASKI, VIRGINIAPAGE 16 2025 Demand ($) $1,512,252 2025 Supply ($) $283,755 Opportunity Gap/Surplus ($) $1,228,497 2030 Demand $1,435,054 Projected Opportunity $1,151,299 Max. Supportable Sq Ft 3,838 MEN’S CLOTHING STORES (NAICS 44811) 2025 Demand ($) $6,886,397 2025 Supply ($) $1,025,689 Opportunity Gap/Surplus ($) $5,860,708 2030 Demand $6,609,228 Projected Opportunity $5,583,539 Max. Supportable Sq Ft 18,612 WOMEN’S CLOTHING STORES (NAICS 44812) RETAIL OPPORTUNITIES 2025 Demand ($) $24,201,254 2025 Supply ($) $1,926,513 Opportunity Gap/Surplus ($) $22,274,741 2030 Demand $23,335,942 Projected Opportunity $21,409,429 Max. Supportable Sq Ft 93,084 FAMILY CLOTHING STORES (NAICS 44814) REAL ESTATE REDEVELOPMENT STRATEGY PAGE 17 2025 Demand ($) $2,337,698 2025 Supply ($) $837,811 Opportunity Gap/Surplus ($) $1,499,887 2030 Demand $2,231,173 Projected Opportunity $1,393,362 Max. Supportable Sq Ft 4,645 CLOTHING ACCESSORIES STORES (NAICS 44815) 2025 Demand ($) $3,676,395 2025 Supply ($) $293,272 Opportunity Gap/Surplus ($) $3,383,123 2030 Demand $3,514,839 Projected Opportunity $3,221,567 Max. Supportable Sq Ft 9,204 OTHER CLOTHING STORES (NAICS 44819) RETAIL OPPORTUNITIES 2025 Demand ($) $5,938,472 2025 Supply ($) $233,355 Opportunity Gap/Surplus ($) $5,705,117 2030 Demand $5,791,722 Projected Opportunity $5,558,367 Max. Supportable Sq Ft 18,528 SHOE STORES (NAICS 4482) PULASKI, VIRGINIAPAGE 18 2025 Demand ($) $5,365,236 2025 Supply ($) $668,910 Opportunity Gap/Surplus ($) $4,696,326 2030 Demand $5,365,026 Projected Opportunity $4,696,116 Max. Supportable Sq Ft 6,021 JEWELRY STORES (NAICS 44831) 2025 Demand ($) $4,103,398 2025 Supply ($) $- Opportunity Gap/Surplus ($) $4,103,398 2030 Demand $3,930,026 Projected Opportunity $3,930,026 Max. Supportable Sq Ft 7,860 LUGGAGE AND LEATHER GOODS STORES (NAICS 44832) RETAIL OPPORTUNITIES 2025 Demand ($) $3,409,041 2025 Supply ($) $878,832 Opportunity Gap/Surplus ($) $2,530,209 2030 Demand $3,670,555 Projected Opportunity $2,791,723 Max. Supportable Sq Ft 7,976 HOBBY, TOY, AND GAME STORES (NAICS 45112) REAL ESTATE REDEVELOPMENT STRATEGY PAGE 19 2025 Demand ($) $5,189,404 2025 Supply ($) $- Opportunity Gap/Surplus ($) $5,189,404 2030 Demand $5,605,260 Projected Opportunity $5,605,260 Max. Supportable Sq Ft 18,081 PET AND PET SUPPLIES STORES (NAICS 45391) 2025 Demand ($) $2,943,858 2025 Supply ($) $228,115 Opportunity Gap/Surplus ($) $2,715,743 2030 Demand $2,895,137 Projected Opportunity $2,667,022 Max. Supportable Sq Ft 4,445 ART DEALERS (NAICS 45392) RETAIL OPPORTUNITIES 2025 Demand ($) $6,671,217 2025 Supply ($) $- Opportunity Gap/Surplus ($) $6,671,217 2030 Demand $7,145,058 Projected Opportunity $7,145,058 Max. Supportable Sq Ft 20,414 DRINKING PLACES (ALCOHOLIC BEVERAGES) (NAICS 7224) PULASKI, VIRGINIAPAGE 20 2025 Demand ($) $89,551,241 2025 Supply ($) $49,530,296 Opportunity Gap/Surplus ($) $40,020,945 2030 Demand $94,259,729 Projected Opportunity $44,729,433 Max. Supportable Sq Ft 73,327 FULL-SERVICE RESTAURANTS (NAICS 722511) 2025 Demand ($) $75,453,328 2025 Supply ($) $59,128,077 Opportunity Gap/Surplus ($) $16,325,251 2030 Demand $79,087,900 Projected Opportunity $19,959,823 Max. Supportable Sq Ft 99,799 LIMITED-SERVICE RESTAURANTS (NAICS 722513) RETAIL OPPORTUNITIES 2025 Demand ($) $11,549,766 2025 Supply ($) $1,360,903 Opportunity Gap/Surplus ($) $10,188,864 2030 Demand $12,107,028 Projected Opportunity $10,746,125 Max. Supportable Sq Ft 25,285 SNACK AND NON-ALCOHOLIC BEVERAGE BARS (NAICS 722515) REAL ESTATE REDEVELOPMENT STRATEGY PAGE 21 MARKET SEGMENTATION Lifestyle-Based Consumer Profiles About Market Segmentation As important as knowing what an area’s retail gap is, understanding its market segmentation is equally valuable. What is market segmentation? Market segmentation is the process of dividing a market of potential customers into groups, or segments, based on different characteristics. The segments created are composed of consumers who will respond similarly to marketing strategies and who share traits such as similar interests, needs, or locations. To define the various market segments the Pulaski trade area is divided into segments using the Tapestry Market Segmentation tool. Tapestry is a tool created by data firm ESRI to provide an accurate, detailed description of America’s neighborhoods—U.S. residential areas are divided into 67 distinct segments based on their socioeconomic and demographic composition—then further classifies the segments into LifeMode and Urbanization Groups. The charts on the following pages outline the top ten predominant Tapestry segmentations in the trade area. Their full profiles are hyperlinked in the chart (below.) Tapestry Segment % of Households Heartland Communities (6F)14.6% Midlife Constants (5E)12.8% Old and Newcomers (8F)8.0% College Towns (14B)7.8% Southern Satellites (10A)7.3% Small Town Sincerity (12C)7.3% Rooted Rural (10B)7.1% Dorms to Diplomas (14C)5.2% Rural Resort Dwellers (6E)4.1% Rustbelt Traditions (5D)3.9% DOWNTOWN PULASKI PRIMARY TRADE AREA PULASKI, VIRGINIAPAGE 22 Segmentation Socioeconomic Traits Market Profile Heartland Communities (6F) Average Household Size: 2.39 Median Age: 42.3 Median Household Income: $42,400 • Retirees in this market depress the average labor force participation rate to less than 60%. • More workers are white collar than blue collar; more skilled than unskilled. • The rural economy of this market provides employment in the manufacturing, construction, utilities, health-care, and agriculture industries. • These are budget-savvy consumers; they stick to brands they grew up with and know the price of goods they purchase. Buying American is important. • Daily life is busy but routine. Working on the weekends is not uncommon. • Residents trust TV and newspapers more than any other media. • Skeptical about their financial future, they stick to community banks and low- risk investments. • Heartland Communities choose to bank and pay their bills in person and purchase insurance from an agent. • Most have high-speed internet access at home or on their cell phone but aren’t ready to go paperless. • Many residents have paid off their home mortgages but still hold auto loans and student loans. Interest checking accounts are common. • Home remodeling is not a priority, but homeowners do tackle necessary maintenance work on their cherished homes. • Motorcycling, hunting, and fishing are popular; walking is the main form of exercise. • To get around these semirural communities, residents prefer domestic trucks or SUVs. Midlife Constants (5E) Average Household Size: 2.31 Median Age: 47.0 Median Household Income: $53,200 • Education: 63% have a high school diploma or some college. • At 31%, the labor force participation rate is low in this market. • Almost 42% of households are receiving Social Security; 27% also receive retirement income. • Traditional, not trendy; opt for convenience and comfort not cutting edge. Technology has its uses, but the bells and whistles are a bother. • Attentive to price, but not at the expense of quality, they prefer to buy American and natural products. • Radio and newspapers are the media of choice (after television). • Prefer practical vehicles like SUVs and trucks (domestic, of course). • Sociable, church-going residents belonging to fraternal orders, veterans’ clubs, and charitable organizations and do volunteer work and fundraising. • Contribute to arts/cultural, educational, health, and social services organizations. • DIY homebodies that spend on home improvement and gardening. • Media preferences: country or movie channels. • Leisure activities include movies at home, reading, fishing, and golf. Old and Newcomers (8F) Average Household Size: 2.12 Median Age: 39.4 Median Household Income: $44,900 • An average labor force participation rate of 62.6%, despite the increasing number of retired workers. • 32% of households are currently receiving income from Social Security. • 31% have a college degree, 33% have some college education, 9% are still enrolled in college. • Consumers are price aware and coupon clippers but open to impulse buys. • They are attentive to environmental concerns. • They are comfortable with the latest technology. • Residents have a strong sense of community. They volunteer for charities, help fundraise, and recycle. • They prefer cell phones to landlines. • Entertainment features the internet (employment searches, rating products, updating social media profiles), watching movies at home, listening to country music, and reading the paper. • Vehicles are basically just a means of transportation. • Food features convenience, frozen, and fast food. • They do banking as likely in person as online. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 23 Segmentation Socioeconomic Traits Market Profile College Towns (14B) Average Household Size: 2.14 Median Age: 24.5 Median Household Income: $32,200 • Limited incomes result in thrifty purchases. • Dress to impress with the latest fashions of the season. • Strong preference for environmentally friendly products and vehicles that get good gas mileage. • Heavily influenced by celebrity endorsements and trends in magazines. • Most feel anything that can be done online is easier than in person. • Own laptops and notebooks and video game systems. • Prefer to watch movies and TV programs online • Use the internet for social media connections, blogging, paying bills, and searching for jobs. • Have cell phones only (no landlines) and enjoy customizing them. • Popular activities: backpacking, Pilates, and Frisbee. • Go out to the movies and out for drinks. Southern Satellites (10A) Average Household Size: 2.67 Median Age: 40.3 Median Household Income: $47,800 • Education: almost 40% have a high school diploma only (Index 140); 45% have college education. •Labor force participation rate is 59.1%, slightly lower than the US. • These consumers are more concerned about cost rather than quality or brand loyalty. • They tend to be somewhat late in adapting to technology. • They obtain a disproportionate amount of their information from TV, compared to other media. • Usually own a truck; likely to service it themselves. • Frequent the convenience store, usually to fill up a vehicle with gas. • Work on home improvement and remodeling projects. • Own a pet, commonly a dog. • Participate in fishing and hunting. • Prefer to listen to country music and watch CMT. • Read fishing and hunting and home service magazines. • Partial to eating at low-cost family restaurants and drive-ins. • Use Walmart for all their shopping needs (groceries, clothing, pharmacy, etc.). Small Town Sincerity (12C) Average Household Size: 2.26 Median Age: 40.8 Median Household Income: $31,500 • Education: 67% with high school diploma or some college. • Labor force participation lower at 52%, which could result from lack of jobs or retirement. • Income from wages and salaries, Social Security or retirement, increased by Supplemental Security Income. • Price-conscious consumers that shop accordingly, with coupons at discount centers. • Connected, but not to the latest or greatest gadgets; keep their landlines. • Community-oriented residents; more conservative than middle of the road. • Rely on television or newspapers to stay informed. • Small Town Sincerity features a semirural lifestyle, complete with domestic trucks and SUVs, ATVs, and vegetable gardens. • Residents enjoy outdoor activities like hunting and fishing as well as watching NASCAR and college football and basketball on TV. • A large senior population visit doctors and health practitioners regularly. • A largely single population favors convenience over cooking—frozen meals and fast food. • Home improvement is not a priority, but vehicle maintenance is. PULASKI, VIRGINIAPAGE 24 Segmentation Socioeconomic Traits Market Profile Rooted Rural (10B) Average Household Size: 2.48 Median Age: 45.2 Median Household Income: $42,300 • Shoppers use coupons frequently and buy generic goods. • Do-it-yourself mentality; grow their own produce and work on their cars and ATVs. • Pay bills in person and avoid using the internet for financial transactions. • Often find computers and cell phones too complicated and confusing. • Clothes a necessity, not a fashion statement; only buy new clothes when old clothes wear out. • They own a riding lawn mower, as well as a garden tiller, and have vegetable gardens. • More than half of the households have a high-speed internet connection. • They use a satellite dish to watch CMT, the History Channel, and GSN. • Pets are popular—dogs, cats, and birds. • Leisure activities include hunting and fishing. • They listen to faith-based radio, country, and gospel music. • Many are on Medicare and frequent the Walgreens pharmacy. Dorms to Diplomas (14C) Average Household Size: 2.22 Median Age: 21.6 Median Household Income: $16,800 • This is the youngest market with half of the population aged 20–24. • Impulse buyers who experiment with different brands. • Often purchase trendy clothes on a budget. • Vehicles are just a means of transportation—economy and environmental impact are factors in purchases; used, imported subcompact cars are a popular choice. • Socializing, having fun, and learning new things are valued. • Always connected; their cell phone is never out of reach. • Going to the movies, out to bars for drinks and maybe a game of billiards are common activities. • With little experience cooking, fast food and frozen dinners are the “go-to” choices. • Rely on internet shopping to express appearance and fashion preferences; hair color and teeth whiteners are commonplace. • Mobile devices provide access to all the latest music. • Active on and off campus, residents participate in many sports and activities like Frisbee, bowling, weight lifting, jogging, and yoga. • Use a computer for just about everything including news, entertainment, shopping, blogging, social media, TV, movies, and homework. Rural Resort Dwellers (6E) Average Household Size: 2.22 Median Age: 54.1 Median Household Income: $50,400 • Rural Resort Dwellers residents are close to retirement. They’ve accumulated wealth and begun to shift their portfolios to low-risk assets. These active residents continue to work in skilled occupations. • Simple tastes and modesty characterize these blue-collar residents. They shop for timeless, comfortable clothing but only when something must be replaced. They pay little attention to advertising and usually stick to the brands they know. • They spend time with their spouses and also maintain a social calendar. • Residents drive older domestic vehicles and prefer to spend their disposable income on gear to support their hobbies, which include freshwater fishing, hunting, and motorcycling. • At home, Rural Resort Dwellers residents spend any free time working on their vehicles and maintaining their gear. They make frequent trips to their local hardware store for parts and tools. These hands- on consumers are also passionate about vegetable gardening. • Due to their remote locations, these neighborhoods have satellite dishes. A few residents still rely on dial-up modems to stay connected. They don’t access the internet often but will make online purchases for items difficult to find in nearby stores. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 25 Segmentation Socioeconomic Traits Market Profile Rustbelt Traditions (5D) Average Household Size: 2.47 Median Age: 39.0 Median Household Income: $51,800 • Most have graduated from high school or spent some time at a college or university. • Labor force participation slightly higher than the US at 67%. • While most income is derived from wages and salaries, nearly 31% of households collect Social Security and nearly 20% draw income from retirement accounts. • Family-oriented consumers who value time spent at home. • Most have lived, worked, and played in the same area for years. • Budget-aware shoppers that favor American-made products. • Read newspapers, especially the Sunday editions. • Residents take advantage of convenience stores for fueling up and picking up incidentals. • Watching television is a common pastime; many households have more than four TVs. • Favorite programming ranges from Freeform, A&E, and TNT to children’s shows on Nickelodeon and the Disney Channel. • Residents are connected; entertainment activities like online gaming dominate their internet usage. • Favorite family restaurants include Applebee’s, Arby’s, and Texas Roadhouse. • Radio dials are typically tuned to classic rock stations. PULASKI, VIRGINIAPAGE 26 MARKET SEGMENTATION + RETAIL LEAKAGE Key Takeaways Price-Conscious, Practical Consumers Drive Local Demand Pulaski’s dominant market segments—such as Heartland Communities, Midlife Constants, and Southern Satellites—are shaped by modest incomes and a strong focus on affordability. These residents are highly value-driven and tend to shop at discount retailers, dollar stores, and familiar national chains. Many rely on fixed or lower-wage incomes and prioritize practicality over trends. Businesses that offer essential goods, fair pricing, and familiar product lines are well aligned with the spending habits of this community. Community Loyalty and Familiarity Shape Brand Trust Residents across several leading segments display high levels of community loyalty and a preference for trusted brands and local service. Segments such as Rooted Rural and Small Town Sincerity show strong preferences for domestic vehicles, American-made goods, and businesses with a visible community presence. Retailers that engage locally through sponsorships, partnerships, and participation in civic life are more likely to earn consumer trust and long-term patronage. Hands-On, Home-Centered Lifestyles Support DIY and Durable Goods Many Pulaski households are do-it-yourself consumers. They maintain their own vehicles, grow produce, and invest in home maintenance when necessary. Hobbies like hunting, fishing, gardening, and small-scale remodeling are common. These behaviors support retail categories such as building materials, hardware, home furnishings, and outdoor gear. Retailers in these sectors can benefit from merchandising that emphasizes durability, utility, and affordability. Strong Retail Gaps Reflect Missed Daily Needs and Lifestyle Support Retail leakage data highlights unmet demand across a wide range of categories, particularly those that mirror day-to-day needs. Family clothing stores show a projected gap of over $21 million by 2030. Furniture and home furnishing stores also have significant opportunity, as do specialty food, health and personal care, and clothing accessory stores. These categories directly align with the needs and habits of Pulaski consumers, who value access to practical, everyday goods close to home. Food, Beverage, and Social Destinations Present High-Impact Opportunities Dining and beverage categories show some of the most compelling gaps. Full-service restaurants reflect a projected gap of nearly $45 million, with additional unmet demand in limited-service restaurants and coffee or snack bars. These figures suggest not only economic opportunity but also a need for more places that serve as casual gathering spaces. In a community where local connection matters, restaurants, bars, and cafés can play an important role in revitalizing downtown as a social and cultural hub. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 27 REAL ESTATE STRATEGIES Downtown Pulaski has several opportunities to create a more dynamic downtown and have a significantly positive impact on both businesses and real estate in the district. 1 RAISE STANDARDS + EXPECTATIONS 2 RETAIL RECRUITMENT 3 ENTREPRENEURSHIP SUPPORT 4 ACTIVATE PULASKI THEATRE 5 HISTORIC TAX CREDIT EDUCATION 6 ADD HOUSING 7 BETTER CONNECTION TO TRAILS PULASKI, VIRGINIAPAGE 28 1 RAISE STANDARDS + EXPECTATIONS WHY? Pulaski’s downtown has many of the key ingredients for long-term success, including a central location, historic character, and a foundation of committed small businesses. However, too many commercial buildings remain outdated, underutilized, or in poor condition. There is still a lingering mindset that Pulaski should accept lower standards than nearby towns. This outlook has created a pattern of disinvestment, where properties are leased at low rates with little effort to improve them. As a result, new businesses often face high upfront costs just to make a space usable, which limits growth and discourages entrepreneurs from choosing downtown. UPGRADING SPACES TO SUPPORT STRONGER RENTS A thriving downtown depends on the availability of clean, code-compliant, and ready-to- occupy commercial spaces. When retail spaces lack basic improvements such as updated electrical systems, reliable heating and cooling, or clean storefronts, it becomes difficult to attract quality tenants or justify higher rents. In some cases, prospective tenants walk away entirely. On the other hand, when property owners invest in upgrades that meet modern expectations, their spaces attract more serious tenants and command better lease rates. Improving the condition of downtown buildings helps both landlords and businesses succeed and strengthens the overall economy of the district. SETTING THE BAR THROUGH CODE ENFORCEMENT Consistent enforcement of property maintenance codes is an essential tool for raising expectations and protecting community investment. Some towns hesitate to enforce these standards out of concern that it might discourage business activity. In reality, the opposite is often true. When buildings are allowed to fall into disrepair, it lowers the value of neighboring properties and makes the entire district less appealing. Enforcing clear and fair property standards shows that Pulaski is committed to a better future and interested in attracting serious business owners who want to be part of a stable and appealing environment. TOOLS TO ENCOURAGE IMPROVEMENT There are usually two main reasons a property falls behind. Either the owner lacks the resources to invest, or the owner is unwilling to take action. Pulaski can respond to both by combining consistent code enforcement with programs that support rehabilitation. For owners who want to improve their buildings but lack the funds, resources such as façade grants, low-interest loans, or help navigating historic tax credits can make a big difference. For owners who are simply disengaged, consistent enforcement creates pressure to act. When the town sets clear expectations and provides tools to meet them, it lifts the quality of the entire district and creates a more vibrant and attractive downtown. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 29 NEXT STEPS 1 RAISE STANDARDS + EXPECTATIONS 1. IDENTIFY BUILDINGS THAT FALL BELOW BASELINE STANDARDS AND INVENTORY WHICH SPACES ARE TRULY MOVE-IN READY. 2. COMMUNICATE MINIMUM PROPERTY MAINTENANCE AND CODE EXPECTATIONS FOR ALL DOWNTOWN COMMERCIAL PROPERTIES, WORKING WITH CITY STAFF TO ENSURE CONSISTENT ENFORCEMENT AND TIMELY FOLLOW-UP. 3. LAUNCH A TARGETED PROPERTY IMPROVEMENT INITIATIVE THAT INCLUDES DESIGN ASSISTANCE, SMALL-SCALE GRANTS, OR LOW-INTEREST LOANS TO HELP UNDERCAPITALIZED PROPERTY OWNERS BRING THEIR SPACES UP TO MODERN, RENTABLE STANDARDS. 4. DEVELOP AND PROMOTE A “READY TO LEASE” PROGRAM THAT HIGHLIGHTS RETAIL AND COMMERCIAL SPACES WHICH ARE CODE-COMPLIANT, AESTHETICALLY IMPROVED, AND REQUIRE MINIMAL TENANT INVESTMENT TO OCCUPY. 5. HOST A PROPERTY OWNER ROUNDTABLE TO BUILD BUY-IN AROUND THE CONNECTION BETWEEN IMPROVED INVENTORY AND INCREASED RENTAL INCOME, AND TO SHARE SUCCESS STORIES OF QUALITY UPGRADES LEADING TO BETTER TENANTS. 6. ALIGN BUSINESS RECRUITMENT MESSAGING WITH IMPROVED INVENTORY BY SHOWCASING UPGRADED PROPERTIES TO PROSPECTIVE TENANTS, REINFORCING THAT PULASKI IS READY TO SUPPORT QUALITY BUSINESSES WITH QUALITY SPACES. PULASKI, VIRGINIAPAGE 30 2 RETAIL RECRUITMENT WHY? Pulaski has made significant progress in revitalizing its downtown, but continued momentum depends on attracting new businesses that fill market gaps and add to the district’s vitality. A scattered or passive approach to recruitment is no longer enough. Competing communities are actively marketing their assets, promoting available spaces, and using data to attract the right kinds of investment. Pulaski can do the same. By building a proactive, coordinated strategy that puts the right information in front of the right people, the town can strengthen its business mix, reduce vacancies, and grow local wealth. MARKETING THE DISTRICT TO ATTRACT NEW BUSINESS Pulaski has untapped potential to grow its business base, but capitalizing on that opportunity requires a more intentional and coordinated marketing approach. Simply waiting for entrepreneurs to discover the district on their own is not enough. By proactively promoting available spaces, showcasing local market data, and creating compelling marketing materials, Pulaski can generate new interest and recruit the types of businesses that will strengthen downtown. PROMOTING AVAILABLE PROPERTIES Making commercial listings easy to find is a basic first step to attracting new tenants. When properties are not actively marketed, they are often overlooked by entrepreneurs, investors, and site selectors. Pulaski should maintain an updated inventory of available buildings and sites, including key details such as square footage, zoning, rental rates, and contact information. Regular outreach to real estate professionals, local lenders, and regional partners can also help spread the word about available opportunities. The Town’s economic development website has a page for this, but it should be linked on the Pulaski On Main website as well. LEVERAGING THE WEBSITE AND SOCIAL MEDIA A strong online presence allows Pulaski to reach a wider audience and showcase the unique character of its downtown. The town’s website should include a dedicated section for business development that features property listings, demographic information, incentive details, and success stories. Social media platforms can complement this effort by spotlighting available spaces, celebrating local businesses, and sharing updates about district improvements. Consistent digital communication helps keep Pulaski top of mind for entrepreneurs looking for a place to grow. Promoting available properties using branded marketing pieces helps create value for the Main Street program and property owners. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 31 2 RETAIL RECRUITMENT HIGHLIGHTING RETAIL LEAKAGE DATA Retail leakage reports offer valuable insight into what types of businesses are most needed in the community. By showing where Pulaski residents are spending money outside the area, the data helps identify gaps in the local market. Sharing this information with property owners, prospective tenants, and local leaders can help align recruitment efforts with actual demand. This not only strengthens the business mix but also keeps more dollars circulating within the local economy. CREATING BRANDED MARKETING MATERIALS Professionally designed marketing pieces help tell the story of downtown Pulaski in a way that feels cohesive and compelling. A downloadable property flyer or investment packet can highlight available buildings, recent investments, incentive programs, and market strengths. These materials should reflect Pulaski’s brand identity and convey a sense of momentum. When property owners, brokers, and community partners all use consistent marketing tools, it strengthens the overall message and builds confidence in the district. IDENTIFYING STRATEGIC TARGETS Effective recruitment requires more than general promotion. Pulaski should take time to identify specific business types or regional operators that align with its retail leakage data, available spaces, and community vision. Whether it’s a local entrepreneur, a regional franchise, or a second location for an existing business, targeting efforts increase the likelihood of success. Focused outreach paired with the right support tools can help convert interest into investment. Highlighting retail opportunity does not need to be overly complicated. This example from Homer, LA shows how this can done. PULASKI, VIRGINIAPAGE 32 NEXT STEPS 1. FURTHER BUILD OUT/REFINE THE DEDICATED SECTION ON THE TOWN’S OR PARTNER ORGANIZATION’S WEBSITE THAT SHOWCASES AVAILABLE PROPERTIES, INCENTIVE PROGRAMS, MARKET DATA, AND SUCCESS STORIES. INCLUDE DOWNLOADABLE MATERIALS AND CONTACT FORMS FOR INQUIRIES. 2. REGULARLY FEATURE AVAILABLE PROPERTIES, SMALL BUSINESS SPOTLIGHTS, AND COMMUNITY WINS ON PLATFORMS LIKE FACEBOOK AND INSTAGRAM. USE SHORT VIDEOS, PHOTOS, AND SUCCESS STORIES TO BUILD AWARENESS AND CREATE A SENSE OF OPPORTUNITY. 3. TRANSLATE LEAKAGE DATA INTO A USER-FRIENDLY FORMAT THAT IDENTIFIES HIGH-OPPORTUNITY BUSINESS CATEGORIES (SUCH AS RESTAURANTS, APPAREL, OR HOME GOODS). DISTRIBUTE THIS TO PROPERTY OWNERS, REALTORS, AND LOCAL STAKEHOLDERS TO HELP GUIDE TENANT OUTREACH. 4. DEVELOP A SET OF PROFESSIONAL, BRANDED MARKETING TOOLS INCLUDING ONE-PAGE PROPERTY FLYERS, A DOWNTOWN INVESTMENT BROCHURE, AND DIGITAL RECRUITMENT PACKETS. THESE MATERIALS SHOULD REFLECT PULASKI’S IDENTITY AND INCLUDE COMPELLING VISUALS, DATA POINTS, AND CONTACT INFO. 5. CREATE A SHORT LIST OF PRIORITY BUSINESS TYPES AND REAL PROSPECTS BASED ON MARKET GAPS AND AVAILABLE SPACES. REACH OUT WITH CUSTOMIZED MATERIALS AND PERSONAL INVITATIONS TO VISIT AND LEARN MORE ABOUT OPPORTUNITIES IN PULASKI. 2 RETAIL RECRUITMENT REAL ESTATE REDEVELOPMENT STRATEGY PAGE 33 3 ENTREPRENEURSHIP SUPPORT WHY? Downtowns are often the place where entrepreneurs evolve. From retail to restaurant to small-scale manufacturing, downtowns often have the physical spaces, foot traffic, and organizational supports to make them successful. Downtown Pulaski is no different. The community currently has several public and private entities working to support entrepreneurs. While these efforts are successful, they appear uncoordinated. Formalizing and branding the relationship between these entities can help drive additional interest from budding business owners in the region. ORGANIZATIONAL SUPPORT- TRINITY OF MANAGEMENT Pulaski on Main can strengthen its support for entrepreneurs by partnering with both the Chamber of Commerce and the Virginia SBDC, which serves the region through its Roanoke and New River Valley offices. These organizations offer valuable assistance with business planning and startup support. However, long-term success for small businesses often depends on more than just an initial plan. To be successful over time, entrepreneurs typically need expertise in three core areas: their product or service, marketing and sales, and financial management. While most business owners are confident in what they sell, they often lack the same level of knowledge or confidence in promoting their business or managing finances. Few individuals are strong in all three areas. This concept is often referred to as the Trinity of Management. Helping business owners identify which area they need support in (and connecting them with the right partners or resources) can significantly improve their chances of success. Whether through training, peer connections, or expert advisors, tailored assistance can help existing businesses become more resilient and give new ventures a stronger foundation for growth. The following chart outlines common needs related to marketing, sales, and financial management. These represent opportunities for targeted support and partnership-building within Pulaski’s entrepreneurial ecosystem. MARKETING AND SALES SUPPORT FINANCIAL MANAGEMENT SUPPORT Website Design Accounting Social Media Bookkeeping Merchandising Inventory Management Customer Service Financial Planning PULASKI, VIRGINIAPAGE 34 NEXT STEPS 3 ENTREPRENEURSHIP SUPPORT 1. CONVENE PUBLIC AND PRIVATE ENTREPRENEURSHIP SUPPORT ENTITIES TO FORMALIZE COORDINATION UNDER A UNIFIED INITIATIVE. 2. PROMOTE THE “TRINITY OF MANAGEMENT” FRAMEWORK TO HELP ENTREPRENEURS IDENTIFY AND ADDRESS GAPS IN MARKETING, SALES, AND FINANCIAL MANAGEMENT. 3. FACILITATE CONNECTIONS BETWEEN BUSINESS OWNERS AND RESOURCES FOR MARKETING, SALES, AND FINANCIAL SUPPORT SERVICES. 4. PROMOTE AND MAINTAIN A VARIETY OF PHYSICAL SPACES, INCLUDING SHARED, MICRO, SMALL, AND FULL STOREFRONTS, TO SUPPORT BUSINESS GROWTH AT EVERY STAGE. 5. ENCOURAGE USE OF EXISTING VENUES FOR MICRO-RETAIL OPPORTUNITIES TO HELP ENTREPRENEURS TEST AND REFINE THEIR BUSINESS MODELS. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 35 4 ACTIVATE PULASKI THEATRE WHY? The Pulaski Theatre is a key cultural asset with untapped potential to support downtown revitalization. Currently, downtown Pulaski has only a limited number of retail stores and restaurants. Leveraging attractions like the Theatre to draw more people into the district can help create the foot traffic and energy needed to support existing businesses and attract new ones. However, the Theatre is currently underutilized, with events scheduled only about once a month. Expanding its programming and partnerships could play a key role in making downtown feel more active and inviting. POTENTIAL PROGRAMMING With an asset like the Pulaksi Theatre in downtown, this venue should be used at least once per week and have a goal of being in operation 2-3 days a week. Current programming includes monthly concerts with movies shown on special occasion. These are a great foundation for increasing activity. These activities can be built on or expanded using the following ways: Local Live Music and Talent Showcases: This has been the base of most programming at the Theatre. Creating more consistency in this programming would be hugely beneficial (First Fridays- local artists; Third Thursdays- regional acts, etc) This program can continue to feature local and regional musicians, and open mic nights. A consistent schedule helps build audience habits and strengthen community identity. Local Student Productions: Partnering with Pulaski Public Schools to host student events like Theatre productions, special ceremonies, and other events where the district can use this space to give a more professional appearance and experience for attendees. A bonus of partnering with the schools is that it gives students a personal connection to the Theatre and ensures a positive relationship with the youngest members of the community. Classic and Independent Film Series: Use the Theatre’s screen for weekly movie nights, rotating between family-friendly classics, independent films, or themed series such as 80s Night or Horror Fridays. Partner with local schools or colleges to add film discussions or student-led programming. Community and Civic Events: Offer the Theatre as a venue for public meetings, speaker series, candidate forums, or town hall-style conversations on local issues. These types of events can increase foot traffic and position the Theatre as a community hub. Small-Scale Theatre and Comedy: Partner with regional Theatre troupes, high school drama departments, or improv and comedy groups for recurring performances. Changing the programming every few weeks can keep offerings fresh and attract different audiences. Workshops, Lectures, and Cultural Programs: Use the space for arts and culture education, such as film editing workshops, storytelling nights, Appalachian heritage events, or history lectures. These programs can tie into downtown retail themes or seasonal festivals. PULASKI, VIRGINIAPAGE 36 NEXT STEPS 4 ACTIVATE PULASKI THEATRE 1. CREATE A SIMPLE SCHEDULE THAT OUTLINES EVENTS TWO TO THREE DAYS PER WEEK FOR THE NEXT THREE MONTHS. MIX FILM NIGHTS, MUSIC EVENTS, AND CIVIC PROGRAMMING TO TEST AUDIENCE INTEREST. USE COMMUNITY FEEDBACK TO REFINE FUTURE PROGRAMMING. 2. REACH OUT TO LOCAL SCHOOLS, COLLEGES, ARTS ORGANIZATIONS, TOURISM GROUPS, AND REGIONAL PERFORMERS TO IDENTIFY PARTNERS WHO CAN HELP SUPPLY CONTENT, TALENT, OR PROMOTIONAL SUPPORT. ESTABLISH CLEAR AGREEMENTS FOR COST-SHARING, REVENUE SPLITS, OR CO-MARKETING. 3. START WITH LOWER-RISK ACTIVITIES SUCH AS MOVIE NIGHTS, OPEN MIC PERFORMANCES, AND PUBLIC FORUMS. THESE EVENTS ARE RELATIVELY EASY TO ORGANIZE AND CAN HELP BUILD MOMENTUM WITHOUT REQUIRING SIGNIFICANT UP-FRONT INVESTMENT. 4. RECRUIT COMMUNITY MEMBERS WHO CAN HELP STAFF EVENTS, PROMOTE PROGRAMS, AND SERVE AS AMBASSADORS. THIS NOT ONLY REDUCES OPERATIONAL COSTS BUT ALSO STRENGTHENS COMMUNITY OWNERSHIP OF THE THEATRE. 5. CREATE A CONSISTENT PROMOTIONAL STRATEGY USING SOCIAL MEDIA, EMAIL NEWSLETTERS, POSTERS IN LOCAL BUSINESSES, AND PARTNERSHIPS WITH COMMUNITY ORGANIZATIONS. FOCUS ON MAKING THEATRE PROGRAMMING FEEL FRESH, RELEVANT, AND WELCOMING TO DIFFERENT AUDIENCES. 6. AFTER EACH EVENT, GATHER BASIC ATTENDANCE DATA AND COMMUNITY FEEDBACK. USE THIS INFORMATION TO IDENTIFY WHAT IS WORKING, WHERE IMPROVEMENTS ARE NEEDED, AND HOW TO BUILD A SUSTAINABLE CALENDAR OF PROGRAMMING THAT REFLECTS LOCAL INTERESTS. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 37 5 HISTORIC TAX CREDIT EDUCATION WHY? Educating property owners about historic tax credits, both the federal Historic Rehabilitation Tax Credit and Virginia’s state credit, is critical to making redevelopment projects financially feasible. These programs can cover up to 45 percent of eligible rehabilitation expenses through a direct reduction in income taxes. In many cases, these credits can also be syndicated, allowing owners to bring in outside investors in exchange for equity, which provides up-front capital that can help close financing gaps. When property owners understand how to meet the program requirements and structure deals to take advantage of syndication, they can more effectively reinvest in older buildings while preserving historic character. This not only supports private investment but also drives broader economic benefits through job creation, increased property values, and a more vibrant historic district. POTENTIAL PARTNERS Several organizations in Virginia provide education and support to property owners interested in utilizing historic tax credits for rehabilitation projects: Virginia Department of Historic Resources (DHR): As the State Historic Preservation Office, DHR administers both federal and state historic rehabilitation tax credit programs. They offer guidance on application processes, host informational webinars, and provide resources to help property owners understand eligibility requirements and compliance standards. Preservation Virginia: This statewide nonprofit organization focuses on historic preservation and offers educational programs, workshops, and resources related to historic tax credits. They collaborate with DHR to conduct webinars and provide guidance on the benefits and application procedures for these credits. AIA Virginia: The American Institute of Architects Virginia chapter offers educational sessions and webinars on historic rehabilitation tax credits, targeting architects and property owners interested in preservation projects. PULASKI, VIRGINIAPAGE 38 NEXT STEPS 5 HISTORIC TAX CREDIT EDUCATION 1. PARTNER WITH THE VIRGINIA DEPARTMENT OF HISTORIC RESOURCES AND PRESERVATION VIRGINIA TO FORMALIZE AN EDUCATION INITIATIVE FOCUSED ON HISTORIC TAX CREDITS. 2. DEVELOP AND PROMOTE A LOCAL HISTORIC TAX CREDIT GUIDE TO HELP PROPERTY OWNERS UNDERSTAND ELIGIBILITY, BENEFITS, AND APPLICATION REQUIREMENTS. 3. HOST REGULAR IN-PERSON AND VIRTUAL WORKSHOPS TO EDUCATE BUILDING OWNERS, REALTORS, AND CONTRACTORS ON HOW TO LEVERAGE FEDERAL AND STATE HISTORIC TAX CREDITS. 4. OFFER ONE-ON-ONE CONSULTATIONS OR OFFICE HOURS TO PROVIDE TAILORED SUPPORT FOR PROPERTY OWNERS EXPLORING REHABILITATION PROJECTS. 5. CREATE AND MAINTAIN A DEDICATED ONLINE RESOURCE HUB WITH CHECKLISTS, APPLICATION LINKS, FAQS, AND LOCAL CASE STUDIES TO REINFORCE KEY MESSAGES. 6. ESTABLISH REFERRAL RELATIONSHIPS WITH LOCAL PRESERVATION CONSULTANTS AND DESIGN PROFESSIONALS TO SUPPORT PROJECT DEVELOPMENT AND CREDIT SYNDICATION. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 39 6 ADD HOUSING WHY?To support the success of both existing and future businesses in downtown Pulaski, the community should focus on increasing residential density by adding new housing units in the downtown core and surrounding neighborhoods. This approach would make better use of underutilized properties, increase real estate values, and bring more residents into the area. With more people living nearby, local businesses would benefit from additional foot traffic and consumer spending. At the same time, this strategy would rely on existing infrastructure, such as water and sewer systems, avoiding the need for significant new public investment. FINANCIAL IMPACT OF NEW HOUSING UNITS The chart below shows the impact of what kind of additional new spending could be captured based on the aggregate number of new units. These projections are based on the estimated demand per household in 2030. 2030 HH Demand 25 New Units 50 New Units 100 New Units 200 New Units Total retail trade including food and drink (NAICS 44, 45 and 722) $65,830.41 $1,645,760.32 $3,291,520.64 $6,583,041.27 $13,166,082.55 Retail trade (NAICS 44 and 45)$57,145.38 $1,428,634.44 $2,857,268.89 $5,714,537.78 $11,429,075.55 Food services and drinking places (NAICS 722)$8,685.03 $217,125.87 $434,251.75 $868,503.50 $1,737,006.99 HOUSING OPPORTUNITIES In the heart of downtown and its neighboring locales, there’s potential for residential development. By introducing a mix of studio, one- and two-bedroom units, combined with the in-demand “missing middle” housing choices in areas around downtown, we not only enhance the urban density but also draw in a fresh influx of residents. PULASKI, VIRGINIAPAGE 40 6 ADD HOUSING Up p e r F l o o r R e s i d e n t i a l Du p l e x , T r i p l e x , Q u a d p l e x M i d - R i s e T o w n h o u s e s a n d R o w H o u s e s REAL ESTATE REDEVELOPMENT STRATEGY PAGE 41 6 ADD HOUSING LOCATION The most suitable locations for new housing in Pulaski are within a quarter to a half mile of the main downtown intersection or other key commercial corridors. Walkability research shows that this range is typically the farthest distance people are willing to walk instead of drive, making it ideal for supporting downtown businesses and activity. Within the downtown core, opportunities for new housing include infill of vacant upper floors, redevelopment of single-story non-contributing buildings, and reuse of underutilized structures and parking lots. In nearby residential areas, new housing can be added by building on vacant lots, introducing ancillary dwelling units (ADUs), and allowing for higher-density housing types such as duplexes. Areas with existing infrastructure should be prioritized to reduce development costs and maximize efficiency. The outer edges of the downtown district also present several redevelopment opportunities. Single-story, non-historic commercial buildings, vacant structures, and unused parcels of land are generally the easiest to convert. In addition, former heavy commercial or industrial sites could be strong candidates for mixed-use or residential redevelopment. PULASKI, VIRGINIAPAGE 42 NEXT STEPS 1. WORK WITH THE TOWN TO IDENTIFY VACANT OR UNDERUTILIZED PROPERTY THAT COULD SUPPORT HOUSING: Upper Floors Nearby Vacant Lots 2. IDENTIFY OWNERS OF PROPERTIES ABOVE AND DETERMINE DESIRE TO DEVELOP OR SELL FOR REDEVELOPMENT PURPOSES. 3. IDENTIFY CHALLENGES FOR REDEVELOPMENT OF EACH SITE AND PRIORITIZE PROPERTIES BASED ON: Owner Willingness to Redevelop or Sell Challenges of Each Property Number of Units Each Property Can Support 4. WORK WITH TOWN, IDENTIFY POTENTIAL INCENTIVES TO ASSIST IN REDEVELOPMENT. 5. SOLICIT INTEREST OF DEVELOPERS. 6 ADD HOUSING REAL ESTATE REDEVELOPMENT STRATEGY PAGE 43 7 BETTER CONNECTION TO TRAILS WHY? Pulaski is located near some of Southwest Virginia’s most popular outdoor destinations, including the New River Trail and a variety of scenic cycling routes. This natural setting gives Pulaski a valuable opportunity to attract outdoor recreation enthusiasts, especially cyclists and trail users. However, despite its close proximity to these assets, downtown Pulaski currently lacks a strong physical and visual connection to the surrounding trail systems. Improving these connections can help draw more visitors into the heart of downtown, increase foot traffic, support local businesses, and strengthen Pulaski’s identity as a hub for outdoor adventure and active lifestyles. THE VALUE OF CYCLING VISITORS Cycling tourists represent a high-value visitor segment. National studies show that bicycle travelers often spend more per day than the average tourist, especially on food, lodging, and locally made products. They also tend to prefer walkable downtowns and unique, authentic experiences, which align well with what Pulaski’s small business community has to offer. Enhancing cycling access into and around downtown can help attract these visitors while also providing long-term benefits for residents by supporting active transportation and improving overall quality of life. INSTALL CYCLING INFRASTRUCTURE To position itself as a cycling-friendly town, Pulaski should implement a phased infrastructure plan that serves both local riders and visiting cyclists. • Bike Racks: Install well-designed, visible racks near major retail, dining, and civic destinations. • Repair Stations: Add self-service bike repair kiosks with air pumps and basic tools at trailheads and strategic locations downtown. • Cyclist Amenities Map: Publish a digital and printed map showing routes, bike-friendly businesses, water refill stations, and lodging options. Branded bike racks and bicycle repair stations help create and environment where cyclists feel welcome. PULASKI, VIRGINIAPAGE 44 7 BETTER CONNECTION TO TRAILS GUERRILLA + PERMANENT WAYFINDING To strengthen the connection between Pulaski’s downtown and nearby outdoor assets, the Town should prioritize the development of a long-term wayfinding plan. A cohesive system of signs, maps, and visual cues will help visitors navigate between trailheads, bike routes, parking areas, and downtown destinations with ease. A well-designed wayfinding network reinforces Pulaski’s identity, improves the visitor experience, and encourages exploration of local businesses and attractions. While this long-term plan is being created, the Town can implement temporary strategies to build momentum and address immediate needs. These can include sidewalk decals or painted trail directions, sandwich board signs pointing to key amenities, and window decals that identify bike-friendly or welcoming businesses. These low-cost, flexible tools create a stronger sense of orientation and movement through downtown and help lay the groundwork for a more permanent and effective system. Investing in clear and consistent wayfinding is a critical step toward making Pulaski more accessible, connected, and visitor-friendly. Temporary wayfinding signs can be used to direct cyclists and other pedestrians to downtown. 5 minute ride to the perfect slice of pizza. 2 minute walk to an amazing burger. You look like you need coffee. 3 minutes ahead. 8 minute bike ride to the Square. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 45 NEXT STEPS 1. ASSESS EXISTING BICYCLE INFRASTRUCTURE, INCLUDING CURRENT BIKE PARKING, TRAIL CONNECTIONS, AND POTENTIAL LOCATIONS FOR RACKS, LANES, AND REPAIR STATIONS, WITH A FOCUS ON TRAILHEADS AND KEY DOWNTOWN ACCESS POINTS. 2. ENGAGE LOCAL CYCLING GROUPS, OUTDOOR RECREATION ORGANIZATIONS, AND FRIENDS OF SOUTHWEST VIRGINIA TO CO-PROMOTE PULAKSI AS A HUB FOR SOUTHWEST VIRGINIA TRAIL ACTIVITY AND BIKE TOURISM. 3. INSTALL BIKE RACKS AND SELF-SERVICE REPAIR STATIONS AT PRIORITY LOCATIONS, INCLUDING MAJOR RETAIL CLUSTERS, CIVIC BUILDINGS, AND POPULAR DESTINATIONS SUCH AS PULASKI THEATRE. 4. LAUNCH A GUERRILLA WAYFINDING CAMPAIGN USING SIDEWALK DECALS, PAINTED ARROWS, SANDWICH BOARD SIGNS, AND BUSINESS WINDOW DECALS TO CREATE A VISIBLE AND INTUITIVE CONNECTION BETWEEN THE NEW RIVER TRAIL AND DOWNTOWN WHILE PERMANENT SIGNAGE IS DEVELOPED. 5. DEVELOP AND DISTRIBUTE A CYCLIST AMENITIES MAP IN BOTH DIGITAL AND PRINT FORMATS, HIGHLIGHTING BIKE-FRIENDLY BUSINESSES, WATER REFILL STATIONS, LODGING OPTIONS, AND ROUTES LINKING THE TRAIL TO THE DOWNTOWN CORE. 7 BETTER CONNECTION TO TRAILS PULASKI, VIRGINIAPAGE 46 This section will focus on the potential actions both Pulaski On Main and property owners can take to raise awareness of the available properties in the district and present them in the best light possible. Property Owners + Pulaski On Main MARKETING RECOMMENDATIONS REAL ESTATE REDEVELOPMENT STRATEGY PAGE 47 PROPERTY OWNERS No one should be more motivated to see a building leased or sold than the property owner. Whether you’re looking to attract a quality tenant or secure a buyer, your involvement and strategy can make all the difference. The recommendations below are designed to help Pulaski property owners more effectively position their buildings for success in today’s market. Partner with a Real Estate Professional- Hiring a commercial Realtor is more than just good advice. It is a strategic investment. A qualified agent brings market insight, professional networks, and marketing tools that can dramatically improve your property’s exposure. They will help you set the right price, showcase the space effectively, and connect with tenants or buyers who are actively searching. In a small market like Pulaski, relationships are key, and agents often know of prospects before they begin looking publicly. Make a Strong First Impression- Do not wait until a potential tenant or buyer shows interest to begin improvements. Properties that appear neglected can raise concerns and discourage otherwise interested prospects. Routine upkeep such as clean windows, working lighting, maintained signage, and basic landscaping reflects pride of ownership and builds trust in your professionalism as a landlord. Even simple improvements like a fresh coat of paint or an updated door can greatly improve curb appeal. Think Beyond Your Own Property- One of the most effective ways to strengthen downtown and increase the value of your own building is to support the success of nearby properties. If a prospective tenant is not the right fit for your space due to size, price, or layout, consider referring them to another owner. Building a culture of collaboration among downtown property owners helps reduce vacancy, boosts foot traffic, and improves the overall appeal of the district. Communicate with Pulaski on Main- Pulaksi on Main is here to help, but they cannot assist if they are unaware of your needs. Whether you have a vacancy, are actively marketing a space, or have questions about incentives or guidelines, regular communication helps ensure you are taking full advantage of available resources. Treat Pulaski on Main as a strategic partner in promoting your building’s long-term success. Embrace Flexibility and Evolving Trends- Consider new approaches such as short-term leases, co-tenancy arrangements, or small-scale pop-up shops that allow emerging businesses to test the market. Especially in today’s changing retail climate, spaces that are adaptable and thoughtfully presented are more attractive to independent retailers and start-ups. The more flexible your offering, the larger your potential tenant pool. Leasing or selling your property is not just about closing a deal. It is also about shaping the future of Pulaksi’s downtown. With a proactive mindset and alignment with broader community goals, your property can play a vital role in creating a more vibrant and successful commercial district. PULASKI, VIRGINIAPAGE 48 PULASKI ON MAIN As the lead economic development agency for the downtown district, Pulaski On Main plays a key role in supporting real estate activity. One of the most impactful ways to stimulate growth is by helping to market available properties effectively and strategically. The following recommendations are designed to enhance real estate promotion efforts and increase engagement with both property owners and prospective tenants. List Available Properties on Website- Ninety percent of real estate searches occur online, long before someone sets foot in the downtown to physically look for a space. Making sure available storefronts and properties are able to be found on Pulaski On Main’s website is good next step. Including a map where the property is located, in addition to the suggestions below, helps prospective businesses and investors see the opportunity downtown Pulaski has. Connect to Active Listings- When property owners work with Realtors, those listings are typically published on agency websites. Pulaski On Main should ensure each property profile on its site includes a direct link to the Realtor’s active listing. These click-throughs can be tracked and used to demonstrate referral value to local real estate professionals, helping to strengthen relationships and encourage continued collaboration. Incorporate Photos and Video- Modern smartphones offer an easy and effective way to create high-quality photos and short video tours. These assets can be uploaded to individual property listings to give prospective tenants or buyers a virtual walk-through experience. This can be especially helpful for out-of-town prospects or those early in the decision-making process. Include Relevant Market Data- The current real estate report contains valuable demographic and economic data that prospective businesses will find useful. This information should be readily available on the real estate listings page or linked within individual property descriptions. Providing relevant data in one location makes it easier for entrepreneurs and site selectors to evaluate opportunities quickly. Leverage Downtown Events as Real Estate Tools Coordinate District-Wide Property Open Houses- Pulaski On Main can support leasing and sales activity by organizing coordinated open house events in partnership with local property owners and Realtors. Hosting these events during popular festivals or downtown happenings can draw significant foot traffic and help generate interest from both locals and visitors who may be exploring business opportunities. Gather Community Input on Vacant Storefronts- Festivals and events also offer opportunities for creative public engagement. Pulaski On Main can deploy volunteers or set up low-tech installations to ask attendees what types of businesses they would like to see in vacant spaces. Simple tools such as post-it notes or chalkboards allow people to share their ideas in a quick and accessible way. This feedback can inform recruitment strategies and demonstrate public demand to potential tenants. REAL ESTATE REDEVELOPMENT STRATEGY PAGE 49 Voting Items RESOLUTION 2025-31 Resolution Appointing Christopher Conner to the Town of Pulaski, Virginia Economic Development Authority WHEREAS, the Town Council has determined that it is in the general interest of the residents to the Town of Pulaski to maintain full representation on the various agencies, authorities, and boards of which the town is a member; and, WHEREAS, the Town of Pulaski’s Economic Development Authority has a vacancy and a resident desiring to serve; and, NOW, THEREFORE be it RESOLVED, by the Town Council of the Town of Pulaski, Virginia sitting in regular session this 2nd day of September 2025 that the following person is appointed to the board for the terms as indicated below. This resolution is effective upon adoption and is hereby adopted on this 2nd day of September 2025 by the duly recorded vote of the Town Council of Pulaski, Virginia as follows: Jeremy L. Clark- G. Tyler Clontz- Sunshine N. Cope- Steven W. Erickson- Brooks R. Dawson- Joel B. Burchett- Mayor Collins- TOWN OF PULASKI, VIRGINIA ______________________________ W. Shannon Collins Mayor ATTEST ______________________________ Olivia C. Hale Clerk of Council Appointee Entity Start of Term Expiration of Term Christopher Conner Economic Development Authority 09/02/2025 01/17/2029 Resolution 2025-32 Resolution Appropriating Grant Funds WHEREAS, the Town Council of the Town of Pulaski, Virginia has previously received of grants that are essential to the town’s operation, and require appropriation with the new fiscal year; and, NOW, THERFORE it be RESOLVED by the Town Council of the Town of Pulaski, Virginia, sitting in regular session on this 2nd day of September, 2025, that the following appropriations are approved, From To Virginia Energy Grant $10,000.00 Virginia Energy Grant Expenditure $10,000.00 This Resolution is effective upon adoption and is hereby adopted this 2nd day of September, 2025 by the duly recorded vote of the Town Council of the Town of Pulaski, Virginia as follows: Jeremy L. Clark- G. Tyler Clontz- Sunshine N. Cope- Steven W. Erickson- Brooks R. Dawson- Joel B. Burchett- Mayor Collins- TOWN OF PULASKI, VIRGINIA _____________________________ W. Shannon Collins Mayor ATTEST _______________________ Olivia C. Hale Clerk of Council Discussion(s) Information Lee Highway at the North end of Pleasant Hill Drive Below is the SpeedSpy data from Rt. 11 in 2022. This was after the speed limit was reduced to 35 mph. People were complaining that they could not pull off of Pleasant Hill Dr. safely because of the number of people who were still driving over the speed limit. The SpeedSpy data confirmed this to be accurate, and we increased enforcement in the area. It continues to be closely monitored due to the hospital traffic, as well as the traffic entering Route 11 from the northern end of Pleasant Hill Road. Lee Highway at the North end of Pleasant Hill Drive Community Project Funding prompts in the database for STAG Clean Drinking Water: Request Project Title: Pulaski County Necessary Waterline Infrastructure Investment Project(s) Project Description: Investing in necessary/critical waterline infrastructure in the Town on Pulaski and Town of Dublin to significantly enhance public health and welfare, as well as to secure a healthy economic future for the retention, expansion and attraction of industrial, commercial and residential development. • Commerce Street: $918,750. This is a large 12-inch line that is one of the main arteries for our water distribution. This would replace roughly 1400 linear feet of line that has incurred multiple breaks as well as pitting on the lines, which decreases the integrity of the line that is a vital connector of two lines that distributes water to the south side of the town. • Hermosa Drive: $1,117,750. This line has experienced over 10 breaks in a 3500 linear feet area that not only feeds town residents, but one of our water tanks that helps distribute water to surrounding areas. • Town of Dublin: $1,200,000. Installation and replacement of Galvanized and Steel water infrastructure lines to improve excessive water losses, bring water pressure to safe levels and to prevent contamination caused by non-potable liquids entering the system through leaks or pipe breaks. Project is to include distribution mains, meters and apparatus. (Note: The Town of Dublin has approximately 325,000 LF of piping consisting of 7 different types of distribution piping, with an average water loss of over 50%. We estimate that 85% of the system is over 60 years of age and the life expectancy of a pipe is 30 to 35 years according to the EPA. Materials such as galvanized, steel and ductile are much more susceptible to damage and corrosion than others. It is these types of lines that need to be replaced first to limit water loss and potential contaminants within the system.) (*See attached for further project descriptions and correlating cost breakdowns) Estimated Start Date: • Commerce Street, Pulaski, VA 24301 – Shovel Ready • Hermosa Drive, Pulaski, VA 24301 – Shovel Ready • Town of Dublin, VA 24084 – 09/01/2024 Estimated End Date: • Commerce Street, Pulaski, VA 24301 – [TBD] Contingent upon start date • Hermosa Drive, Pulaski, VA 24301 – [TBD] Contingent upon start date • Town of Dublin, VA 24084 – 09/01/2025 Request Information Amount Requested for FY-24: $2,589,200.00 (80%) Total Project Cost: $3,236,500.00 • $918,750.00 – Commerce St.; Pulaski, VA • $1,117,750.00 – Hermosa Dr.; Pulaski, VA • $1,200,000.00 – Dublin, VA FY24 President’s Budget Request Amount: FY23 Enacted Amount: N/A Can the project obligate all funds within 12 months after enactment? YES Request submitted to another subcommittee this fiscal year? NO Project/Recipient Information Is the funding requested by a governmental or non-profit organization? Governmental Recipient Point of Contact: Pulaski County, Virginia - Attention: Jonathan D. Sweet, County Administrator Recipient Phone Number: (540) 980-7705 Recipient Email Address: jsweet@pulaskicounty.org In which congressional district is the recipient located? 9th Congressional District Recipient Legal Name: County of Pulaski, Virginia Street Address: 143 3rd St.; Suite 1; Pulaski, VA 24301 City: Pulaski State: Virginia Zip Code: 24301 Is project address same as recipient address? If no, address of project? No • Commerce Street, Pulaski, VA 24301 • Hermosa Drive, Pulaski, VA 24301 • Town of Dublin, VA 24084 Disclosure and Transparency Project Information URL: www.pulaskicounty.org ; www.dublintown.org ; www.pulaskitown.org Request Explanation (purpose and why it is a valuable use of taxpayer funds) Municipal utility services are one of the most important services and critical infrastructure components we provide our citizens. Both the capital outlay and operations of these core services are by far the largest part of local government budgets and are one of the most basic yet important offerings we can provide for our citizens. Because municipal water systems and sewer systems are profoundly less expensive and universally safer than the alternatives of private wells and septic systems, it is necessary for local governments to provide said service access to citizens. Water and sewer infrastructure also allows local governments to develop at scale and at densities within communities that can then provide economic growth opportunities mutually benefit both the public and private sectors. It is very difficult; however, when we do not or cannot affordably continue to provide for the operation, maintenance and replacement of our public utility systems. Safety and service to our citizens/customers is greatly affected, as well as health, safety and welfare. Pulaski County and our towns of Pulaski and Dublin are not unique in the need to engage in expensive repair and replacement of our aging public utility infrastructure, and must sometimes rely on leveraged federal and/or state funding to meet our needs. A Congressional Appropriation would be a significant and meaningful start to satisfying our needs and supplement the funding necessary to provide clean, reliable and affordable water to our citizens/customers. This opportunity would indeed be a most valuable use of our taxpayer’s funds and greatly assists Pulaski County and our Towns in providing clean, reliable and affordable water service. Supplemental Questions Is the project on your state’s most recently finalized Drinking Water State Revolving Fund Intended Use Plan (IUP)? No Has the project received Federal funds previously? If so, please describe. No Does the project have (or expects to have within 12 months) its 20 percent cost share requirement? Yes Given the Federal nexus requirement, does the project help meet or maintain Safe Drinking Water Act standards? Yes If so, please describe. The project(s) will significantly improve excessive water losses, bring water pressure to safer levels (fire suppression and fire flows), reduce contamination caused by non-potable liquids entering the system through leaks or pipe breaks, and dramatically increase reliability. Consent Agenda Town Council Meeting Minutes August 19, 2025 1. The Mayor called the meeting to order at 6:00 p.m. and asked for a roll call. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Aye Steven W. Erickson- Absent Brooks R. Dawson- Aye Joel B. Burchett- Aye 2. Modifications to Closed Session- No modifications were made. 3. The Mayor asked for a motion to enter into Closed Session to discuss the following items: a. VA Code 2.2-3711 (A) 1 (1 item)- Personnel Matters i. Appointments to Boards b. VA Code 2.2-3711(A) 8 (1 item)- Consultation with Legal Counsel i. Public Works The motion was made by Councilman Burchett and seconded by Councilman Clontz. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Aye Steven W. Erickson- Absent Brooks R. Dawson- Aye Joel B. Burchett- Aye The following council members and staff entered into Closed Session: Councilman Clark, Councilwoman Cope, Vice-Mayor Dawson, Councilman Clontz, Councilman Burchett, Town Manager, Todd Day, and Clerk of Council, Ms. Hale. Councilman Erickson joined the Closed Session at 6:04 p.m. Councilwoman Cope left the meeting before the Open Session. 7:00 p.m. Open Session 4. Certification of Closed Session- The Mayor asked for a motion that only the following items were discussed during Closed Session: a. VA Code 2.2-3711 (A) 1 (1 item)- Personnel Matters i. Appointments to Boards b. VA Code 2.2-3711 (A) 8 (1 item)- Consultation with Legal Counsel i. Public Works The motion was made by Councilman Clark and seconded by Vice-Mayor Dawson. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Absent Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 5. Councilman Clontz led the audience in the Pledge of Allegiance. 6. Councilman Clark gave the invocation. 7. The Mayor welcomed all in attendance and those viewing online. 8. Modification to Public Session- Mayor Collins asked for a motion to add an item under agenda item #9, Discussions, to set a public hearing date on September 16, 2025 in regards to the sale of the land to property owners adjacent to the 176-acreage development project. The motion was made by Councilman Clark and seconded by Vice-Mayor Dawson. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Absent Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 9. Presentations a. AMVETS Certificate of Appreciation- Chief M. Parmelee Police Chief Parmelee presented a Certificate of Appreciation to AMVETS Post 50 in Pulaski. AMVETS had donated a drone valued at nearly $20,000 to the Pulaski Police Department. Detective McMillan will serve as the department’s drone operator. Chief Parmelee explained that the drone will be used for police operations such as surveillance, search and rescue, Project Lifesaver, and fugitive tracking. Manager Day added remarks, describing the drone’s advanced capabilities, including night vision, thermal imaging, and tracking technology. He praised AMVETS’ contribution as an “incredible” gift to the town. b. DRPT Update- Aaron Clark, Transit Programs Manager Aaron Clark, Transit Program Manager with the Virginia Department of Rail and Public Transportation (DRPT), provided an update on the impact of local contributions. He explained DRPT’s role as a statewide agency managing transit and freight rail programs, while also overseeing the distribution of state and federal funding to local transit providers like Pulaski Area Transit (PAT). Mr. Clark discussed the broader return on investment of public transit, noting that every dollar invested generates $2.86 in economic activity statewide, with slightly lower but still positive returns in rural areas. He then reviewed the impacts of the COVID-19 pandemic on ridership and service levels, explaining how metrics such as passenger trips, revenue hours, and vehicle miles dipped significantly in 2020–2021 and have only slowly recovered since. However, costs have risen much faster than ridership recovery. Operational expenses for rural transit providers have increased by 45% since 2020, outpacing general inflation by 104%. This surge is attributed to higher salaries needed to retain drivers, increased fringe benefits, fuel prices, and general maintenance needs. Federal and state relief funds, CARES, ARPA, and a state initiative, temporarily stabilized services, but ongoing local contributions remain critical. Mr. Clark then reviewed Pulaski Area Transit’s funding breakdown. On the operating side, federal contributions cover 48%, state funds 21%, and localities, town and county combined, 31%. On the capital side, federal funding accounts for 83%, state 14%, and local only 3%. This means large purchases, such as $100,000 buses, are heavily subsidized and much less burdensome locally. Historically, Pulaski County and the Town of Pulaski have evenly split the required local match. Typically, this covers 20–30% of annual operating costs and 2–4% of capital costs, with farebox revenue filling the rest. However, this year the Town pledged only $75,000, about 26% less than the requested amount. As a result, the combined shortfall between town and county contributions will total approximately $52,417, larger than initially expected due to how the state’s funding formula was calculated. Mr. Clark emphasized that PAT’s budget requests are not for service expansions but rather to sustain existing operations amid rising costs. He credited Monica and Jennifer for their resourceful management on a tight budget but warned that the funding gap remains a serious challenge. Mr. Clark clarified that the funding shortfall for PAT was larger than initially stated. Although he had earlier estimated a $52,000 gap, he explained that because the federal government only reimburses 50% of operating expenses, the actual shortfall would be about $80,000, or 9% of projected total expenses. With a projected local contribution of $170,000 and a state grant of $182,624, the maximum federal match available is $374,000, leaving the deficit to be filled by efficiencies or reductions. Mr. Clark outlined possible cost-saving measures under discussion with PAT’s leadership, Jennifer, Casey, and Monica, including reducing “deadhead” or non- revenue hours, eliminating underutilized stops, shortening service hours, and employing more part-time workers. However, he stressed that these cuts come with consequences: reducing service lowers ridership and vehicle hours, which are critical factors in the state’s funding formula. This, in turn, reduces the amount of state and federal money available in future years, creating a negative feedback loop where service cuts lead to declining revenues, further cuts, and reduced rider satisfaction. He emphasized that his role was not to dictate how Pulaski should allocate its funds, but to make council members aware of the downstream effects of underfunding transit. He noted that money is tight everywhere, particularly in Southwest Virginia, and that DRPT will continue to support PAT in its mission to provide accessible transportation. Nonetheless, he warned that if local contributions decline, the service will continue but with reduced effectiveness and at the cost of future funding potential. Councilman Burchett raised concerns about communications costs, which had risen over 20% since 2019, and asked for a brief insight has to why costs have increased. Mr. Clark explained that the figures came from aggregated data across 53 rural agencies statewide, each categorizing expenses differently; some agencies may have lumped costs such as radios, dispatch software, or computers into “communications.” He added that increasing reliance on cloud-based systems and licensing fees may also explain the spike, but promised to investigate further. Vice-Mayor Dawson questioned how much of the $80,000 shortfall could realistically be covered through efficiencies. Mr. Clark responded that while certain adjustments, like shifting services to Radford’s express line or eliminating unnecessary stops, might help, but it was impossible to predict savings until changes were implemented. He acknowledged that $80,000 was a significant amount and doubted it could be fully offset by efficiency measures alone. Vice-Mayor Dawson asked whether there was a concrete list of proposed cost- saving measures. Mr. Clark stated that he and PAT staff have been working on new routes, rider surveys, and the required Transit Development Plan (TDP). Community feedback showed some routes were no longer needed, while others were requested. Councilman Dawson clarified that his questions were the council’s need to understand the impact of service reductions. He and others acknowledged the reality of limited budgets and competing priorities but expressed respect for the importance of transit services. 10. Organization Contributions Budgeted for FY 2025-2026 a. NRV Housing Trust Fund- Jennifer Wilsie Jennifer Wilsie, Director of Housing for the New River Valley Regional Commission, introduced the initiative. She explained that the fund was established in recent years as a regional approach to supporting affordable housing. Ms. Wilsie began by clarifying what “affordable housing” means in Pulaski. For extremely low-income households, the threshold is about $25,700 for a family of four. For households earning up to 80% of the area median income, the cap is just under $69,000. Thus, affordable housing covers a broad spectrum, not just Section 8 or housing voucher recipients, but also working families earning below regional averages. She illustrated the issue using occupational wages. Common jobs in the region, many of which residents rely on daily, often do not pay enough to afford market- rate housing. Occupations earning “red” wages cannot rent or buy a home; those in the “yellow” category can afford to rent but not purchase; only those in “green” occupations can both rent and buy. Ms. Wilsie emphasized that rising housing costs, limited inventory, and location challenges affect nearly everyone, making housing affordability a widespread regional concern. Ms. Wilsie outlined the historical context of affordable housing efforts in the New River Valley. Since 2007, the region has participated in federally funded initiatives through the Department of Housing and Urban Development (HUD). Each year, funds were rotated among localities, enabling investment in new construction, homeowner rehabilitation, and rental housing. Pulaski has seen multiple projects supported through this process, with work continuing into the present. In 2021, the Regional Commission partnered with Virginia Tech to conduct a comprehensive regional housing study. The study gathered both qualitative and quantitative data through surveys, interviews, and consultations with local governments. The final report identified multiple strategies, one of which was the creation of a regional housing trust fund, a collective financial pool to preserve and develop affordable housing units across the region. The proposed housing trust fund functions as a joint account where pooled regional dollars are dedicated solely to housing preservation or new development. Contributions would come from across the New River Valley, with allocations distributed on a scheduled basis to ensure each locality has access over time. The rationale behind this model lies in the region’s collaborative history, its shared staffing and financial constraints, and the reality that residents are not bound by strict geographic borders in their housing needs. Additionally, rising costs since 2020 have amplified the need for new financial resources. The trust fund would allow localities to retain decision-making authority over how to spend their allocations while leveraging greater collective investment. The ultimate measure of success would be the creation of housing units across all participating communities. Before seeking local investment, the region piloted the trust fund model using a $2 million grant from Virginia Housing (VHDA). This allowed leaders to develop rules and processes without burdening local governments. Two projects were funded in the pilot phase: the redevelopment of the old Claremont School in Pulaski, which received $850,000, and a rental construction project in Blacksburg. Collectively, these investments supported 106 new housing units in the region. The success of this trial demonstrated the viability of the model and set the stage for local contributions. The program formally launched in fiscal year 2024-2025, with each locality contributing based on population, approximately $1.75 per capita. Importantly, the model was designed to include not only local governments but also private and institutional partners such as Virginia Tech, Carilion Clinic, LewisGale Hospital, and Radford University. By broadening participation beyond government, the initiative aimed to maximize resources and ensure more significant returns for each community. Pulaski’s annual investment of roughly $58,000, for example, is projected to yield over $850,000 in returns, thanks to pooled contributions. In the first year, the region reached $300,000 in local government investments, with additional private-sector partners beginning to participate. The initial local investment, totaling $376,000, was recently awarded to a Montgomery County housing project. Looking ahead, the Regional Commission plans to create a 501c3 nonprofit arm to oversee the trust fund. This will centralize oversight, provide accountability through a board of financial partners, and offer a safer avenue for private and institutional donors to contribute. The long-term vision is to expand both funding and participation while maintaining a clear, equitable system for distribution. Vice-Mayor Dawson questioned if there was a process in which it was a project- to-project basis of what’s next available or if there is a system used to sharing funds through the region. Ms. Wilsie clarified that fund allocation follows a set rotation schedule, allowing localities to plan projects years in advance. This predictability is critical given the long lead times for housing development. However, flexibility exists: if a locality is not ready when its turn arrives, it may swap with another that is prepared. This cooperative model, based on years of experience with the HUD-funded home consortium, has fostered mutual trust among participating localities. Councilman Erickson asked when Pulaski would receive their funding. Ms. Wilsie stated that Pulaski was the first to benefit, with the Claremont redevelopment largely funded through its initial allocation. In future years, allocations could be spread across multiple projects rather than concentrated on a single development. Larger localities like Montgomery may receive funding more frequently to ensure equitable distribution relative to population size. Councilman Burchett raised concern about the large portion of residents unable to afford housing, either rental or purchase. Ms. Wilsie acknowledged that many families in this situation are forced to “double up” with others or move into housing that exceeds affordable cost thresholds. Instead of spending the recommended 30% of income on housing, many households are now paying 50% or more of their take-home pay toward rent. While they remain housed, the financial strain is significant, underscoring the urgency of expanding affordable housing efforts. b. Literacy Volunteers- Ginny Ayers Ginny Ayers, Executive Director of Literacy Volunteers, introduced herself along with her colleague, Brittany Hash, who serves as Volunteer Coordinator and is also a Pulaski resident. Ayers expressed gratitude for the opportunity to meet in person and share information about their work supporting literacy in the community. Ms. Ayers transitioned to their funding request by first thanking the council for their past investment in Literacy NRV’s work. Over the past three years, the town has contributed $1,000, $800, and $880, respectively. For the coming year, Literacy NRV is requesting $968, which represents a 10% increase from the prior year. This funding, they explained, will help expand services to meet growing community needs. She described their core mission as a community-based adult literacy organization, offering instruction not only in reading, writing, and math, but also in English as a Second Language (ESL), GED, and citizenship exam preparation, computer skills, job readiness, resume writing, and even driver’s license test preparation. All services, including GED exams when taken through them, are provided free of charge. Their service area extends beyond Pulaski to include Montgomery, Floyd, Giles, and the City of Radford, making them a resource for the entire New River Valley. The organization’s approach is designed to meet learners where they are. Beyond one-on-one tutoring, they run group classes, GED study halls, and online options to accommodate varied work schedules. Literacy NRV began as a chapter of Literacy Volunteers of America but became an independent 501c3 nonprofit when the national organization dissolved its chapter system roughly two decades ago. They remain affiliated with ProLiteracy, which provides training, research, and professional development. This independence gives Literacy NRV the agility to tailor programs to the unique needs of the New River Valley’s diverse communities. Ms. Ayers stressed the importance of this autonomy, highlighting that their work is locally driven and responsive, rather than dictated by a national office. Operating on an annual budget of about $250,000, the organization functions with minimal staff: one full-time employee and five part-time employees. The real backbone of the work is its 180 active volunteers, many of whom come from Pulaski. The town’s support is critical, they noted, because Literacy NRV does not receive direct state or federal funding for adult education—those resources flow through the community college system. Instead, the organization relies on grants, private foundations, local governments, and individual donors. Collectively, local governments provide just over 10% of the budget, but that support is symbolically and practically significant. It affirms to students and partners alike that their communities value adult literacy. They cited troubling statistics to underscore the need: 8,000 adults in the New River Valley lack a GED or high school diploma, and an estimated 24,000 adults read at or below a third-grade level. Such barriers limit access to employment, healthcare, and civic participation. Ms. Hash emphasized that literacy is not just about reading—it impacts families, healthcare access, workforce development, and the local economy. Adults with higher literacy can better support their children in school, manage medical care, and secure better jobs. Ms. Hash presented data from the past year, calling attention to record-setting growth. Literacy NRV served 448 students, over 100 more than the previous year, which itself was a record. Of these, 294 were ESL learners, while 40 were preparing for the GED. Altogether, students achieved 1,074 goals, which included securing jobs, earning pay raises, passing GED sections, or qualifying for college. Volunteers played a major role in these achievements, donating more than 6,000 hours. Many are retired teachers or working professionals who volunteer after hours, with a significant number coming from Pulaski. Ms. Hash underscored that the organization’s passion is matched by the dedication of its volunteers, without whom the work would not be possible. Several programs specific to Pulaski were highlighted; Be Well Pulaski, a health literacy class helping students understand patient rights, practice doctor-patient conversations, and navigate medical paperwork and online health systems. Family Reads, this program provided meals and childcare during literacy instruction, reducing barriers such as transportation, food insecurity, and lack of childcare. It partnered with the Pulaski Library and other organizations. Pulaski Community Youth Center partnership provided classroom space for 12 learners and six Pulaski volunteers, addressing the challenge of finding affordable instructional space and Library Partnerships hosted well-attended basic computer skills classes, with demand so strong that more sessions have been requested. Many learners start with little or no experience with computers. Additionally, they announced that beginning September 15, Literacy NRV will offer weekly English classes at the Pulaski Library. Outreach has also been supported by local partners, including newsletters in Pulaski County utility bills and event opportunities through Rob Graham’s support. Importantly, they clarified that GED testing costs are covered for learners, even for retakes, provided they remain active in the program. Ms. Ainsley concluded by clarifying how town funding is used. While they previously provided stipends for instructors, budget constraints prevent that this year. Instead, funds from Pulaski will support staff salaries, volunteer training, learning materials, technology, and classroom resources. She reassured the council that every dollar is tracked, with clear accountability for how local contributions are used. She stressed that even small investments have large, multiplying effects, given the scale of impact their volunteers and programs achieve across the community. Ms. Ainsley highlighted the range of funding sources that support their work, including local foundations such as the C.E. Richardson and Jesse B. Beosang foundations, in addition to the Town of Pulaski itself. She emphasized that funding provided by the town is multiplied in impact, allowing them to better serve local residents. Looking ahead, their goals include expanding outreach efforts, increasing community awareness, and strengthening partnerships with local employers to provide workplace literacy programs. These programs address needs such as GED preparation, basic computer skills, and English language learning. The services are offered at no cost to learners, which makes accessibility a priority. Councilman Erickson questioned how they calculated this year’s request of $968. Ms. Ayers explained it was a 10% increase from the prior year’s amount, consistent with requests made to other local governments. Councilman Erickson commented that, given the importance of their work, they should feel encouraged to request more substantial funding in the future. He compared the modest sum to the much larger allocations made to museums, stating that investing more in literacy would be worthwhile for the community. Ms. Ayers noted that Pulaski is represented on their board by two members: Patrick Ford, the former editor of the Southwest Times, and Sally Warburton, who is being succeeded by Christine Saunders, the youth librarian at the local library. Ms. Hash further explained how funding is applied, highlighting that just in the past month, three new Pulaski students began pursuing GEDs. Each GED completion costs roughly $350 if passed on the first attempt, without the need for remediation or retesting. Funding from the town directly supports such learners, demonstrating its direct community impact. Vice-Mayor Dawson questioned about their office location. Ms. Ayers responded that their office is located in downtown Christiansburg in a space provided by the Christiansburg Presbyterian Church at reduced rent. However, they noted that the office is small and not ideal for serving the entire New River Valley. Partnerships in Pulaski, such as the local library and Presbyterian Church, provide meeting spaces for tutors and students. Although past partnerships with the community youth center were helpful, they were not centrally located. The speaker encouraged suggestions for additional locations within Pulaski that might be more accessible. Vice-Mayor Dawson questioned how a Pulaski resident would pursue services if traveling to Christiansburg posed difficulties. Ms. Ayers assured them that outreach and flexible arrangements eliminate transportation barriers. Tutoring always takes place in public spaces, with flexible scheduling to accommodate work commitments. Staff members live across the New River Valley, allowing them to meet students where needed, including at the Pulaski Library. Additional supports such as laptops and Wi-Fi hotspots are provided when necessary, ensuring no one is prevented from learning due to lack of resources. c. Emergency Needs Task Force- Vera Carter Vice President, Connie Patterson, introduced the organization, explaining that it was founded in 1989 as a nonprofit serving Pulaski County residents in financial crisis. ENTF provides emergency assistance for essential needs including rent, mortgage, utilities, heating fuel, and food. Funding comes from local government, charitable foundations, churches, organizations, and private citizens, while operations are supported by a partnership with New River Community Action. This partnership enables them to function with minimal overhead, as NRCA employs service workers and provides supplies. Applicants for assistance must demonstrate that they are experiencing a crisis beyond their control and that they have exhausted all other available resources, including social services or crisis programs. Household income must not exceed 200% of the federal poverty line. Documentation required includes an application, photo identification, Social Security numbers for all household members, proof of crisis (such as bills), and income verification through pay stubs, employer statements, or tax forms. Ms. Carter emphasized the ongoing need for such assistance within Pulaski. Rising costs of living disproportionately affect low-income families, destabilizing both households and the broader community. According to U.S. Census Bureau data, 14.6% of Pulaski County residents live below the poverty line, a figure higher than Virginia’s state average. In the town of Pulaski, that number rises to 24%, exceeding the national average. Particularly troubling are statistics on children under 18, as poverty among youth directly threatens future community well-being. Ms. Carter stressed that providing temporary emergency financial assistance for basic needs such as housing, utilities, and food has significant long-term benefits. By preventing families from slipping deeper into crisis, the organization not only improves individual well-being but also strengthens community stability. Ms. Carter asked to pause the presentation, out of respect for the presenters, the town council agreed to pause and return to her portion of the presentation once she returned. The town council proceeded with other agenda items while waiting. 11. Voting Items a. Resolution 2025-29 Resolution for Re-Appropriation, Carry Forward Accounts for FY 2025-2026 Manager Day reported that at the previous council meeting on August 5th, a public hearing was held to move appropriations out of the last fiscal year into the new 20256-2026 fiscal year, totaling $5,523,500.65. The motion was made by Vice-Mayor Dawson and seconded by Councilman Clark to adopt the resolution as written. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Absent Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye b. Resolution 2025-30 Appointing Town of Pulaski Town Manager, Todd Day to the New River Valley Agency on Aging Board of Directors The motion was made by Councilman Clontz and seconded by Councilman Clark to adopt the resolution as written. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Absent Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 12. Presentations (continued) Ms. Carter reported that from January 2024 through December 2024, the ENTF served 1,440 clients across 700 households, providing over $92,000 in financial assistance. Between January and June 2025, 660 clients in 381 households were served. She emphasized that emergency financial assistance not only addresses immediate needs such as food, rent, and utilities but also promotes children’s development, reduces family stress, improves mental and emotional well-being, and prevents homelessness by ensuring housing stability. She also reviewed federal poverty guidelines used to determine eligibility. For example, a family of four earning up to $64,300 annually, 200% of the federal poverty level, is eligible for assistance, as is a single individual earning $31,300 annually. The ENTF’s 2024 financial breakdown showed $24,000 spent on rent, $250 on mortgage, and $36,489 on electricity bills. Importantly, the “Neighbor-to- Neighbor” program covered over $34,000 in electric bills, enabling ENTF to allocate funds to other areas. Administrative costs were described as “extremely low” relative to the services delivered. Ms. Carter stressed that ENTF is a vital community organization and expressed appreciation for the town’s continued contributions, requesting consideration of an increased allocation in the future due to rising demand. Jeff Worrell, a volunteer with ENTF, shared his personal perspective, noting the heartbreaking but eye-opening level of need in the community. He praised the organization as vibrant and deserving of continued support. Vice-Mayor Dawson asked about funding sources; the town has been consistent with contributing $10,000, but questioned where the additional funding comes from. Ms. Carter confirmed that the Town of Pulaski contributes $10,000 annually, with other support coming from the county. Ms. Carter reiterated that increased funding would be welcomed due to growing economic challenges. 13. Discussion a. Public Hearing Date- September 16, 2025 Manager Day reported that there are six parcels that have conflicts adjoining the 177 acres, which include rigid structures. The motion was made by Vice-Mayor Dawson and seconded by Councilman Clark to set the public hearing date on September 16, 2025 for the sale of public land. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Absent Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 14. Public Comment Period- No speakers were present 15. Consent Agenda a. Consideration of August 5, 2025 Town Council minutes The motion was made by Councilman Clontz and seconded by Councilman Clark to adopt the minutes as written. Jeremy L. Clark- Aye G. Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Absent Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 16. Council Comments & Board Updates Vice-Mayor Dawson thanked town staff for their quick work on the First Street improvements, including new sidewalks, parking, and recreational upgrades. Councilman Erickson raised two issues: with increased construction, the need to a designated area for pets, a dog park was discussed at their meeting with the county and the speed limit on Route 99. He suggested raising the recently lowered limit, describing it as ‘painfully slow’. He noted prior conversations with Councilman Clontz about safety concerns near the bike park. He also asked about the Main Street streetlights, which Manager Day confirmed should be installed within three weeks. Councilman Burchett clarified that the newly scheduled public hearing for the land sale is simply to clean up property lines where residents slightly overlap onto town-owned land near the development project. Vice-Mayor Dawson commented on Councilman Erickson’s concerns about the speed limit on Route 99, stating that there was a traffic study done, but it would be worth bringing the study back before the town goes through the expense of another study. 17. Manager’s Report Manager Day reported that he personally opposes raising limits due to serious safety concerns, with records of vehicles exceeding 60 mph near the bike park and past accident data on Route 11 and Route 99. He stated his duty is to provide the council with all relevant data and police input so they can make an informed decision. He also reminded the council about the September 8, 2025 joint meeting with the Planning Commission, describing it as a “monumental evening” with a vote expected to shape the town’s economy and potentially reduce reliance on tax and fee increases. 18. Reminder of Future Council Meeting a. September 2, 2025; Closed Session 6:00 p.m.; Open Session 7:00 p.m. 19. With no further business, the Mayor adjourned the meeting at 8:31 p.m. General Info Town of Pulaski Town Manager’s Office P.O. Box 660 42 1st Street NW Pulaski, VA 24301 540-994-8602 August 29, 2025 To: Mayor Shannon Collins, Town of Pulaski Town Council Members From: Olivia Hale, Clerk of Council RE: March Department Head Monthly Summary Clerk of Council- Olivia Hale • 08/05/25 Town Council packets/ meeting/minutes • National Night Out • Staff Meeting • 08/11/25 Planning Commission packets/meeting/minutes • 08/19/25 Town Council packets/ meeting/minutes • 08/21/25 Cemetery Board packets/meeting/minutes • September calendar of events • Website/ social media correspondence and updates • Research for misc. staff requests • FOIA requests (13) • Scanning documents for VaCorp • Public Hearing Advertisements to the Patriot (3) • Scheduling board/council tours/meetings • IIMC Trainings (1) • Pulaski Lofts Tour • 09/02/25 Town Council Packets • 09/02/25 EDA Packets • Resolutions (1) Filter Plant- David Peyton Collected monthly samples. Checked AED and fire extinguishers for the month. Telemetry issues again this month. Verizon is coming today to repair lines on the Case Knife PS loop. Cleaned Pulsator screens. Fixed multiple chlorine leaks. Turned in our EDMR and MOR for regulatory agencies. Collected Bac T samples. Cleaned turbidimeters. Met with Austin Painter and consulting engineers on the 60% design completion for the Water Plant upgrade. This is progressing well and they hope to have the design complete by early January. Hartford Steam Boiler Inspection and Insurance Company came and performed inspections of compressors located throughout the town. Carter Machinery will be here tomorrow performing repair and annual maintenance on the generators throughout the town. Reset lightning mixer at the plant. Contacted the County IT department of an issue with a battery backup and surge protection device. Hope to have them here today to repair or replace. Fire Department- Chief Jeff Conner Reporting – 08/01/2025 to 08/31/2025 • Tours of the Middle School apartment project with staff • Written and Physical test for hiring process • Ran 43 calls o 5 illegal/trash fires o 12 EMS calls o 1 water rescue o 8 Motor Vehicle Accidents o 1 electrical arching o 1 Gas/Carbon Monoxide leaks o 1 PD Assists o 14 General Alarms (Cancelled en-route, false alarms, etc.) • Training o 2 career staff started Fire Officer 2 o 1 career staff started Driver Pump Operator o 1 volunteer became EMT certified o Training time with several volunteers on pumping and driving Finance Department- Jackie Morris • Preparing reports and data for the upcoming audit in October • Monitoring grants for financial reports and reimbursements that need to be submitted • Preparing for the billing of the 2025 Personal Property tax bills • Working with the Town manager on funding for the meter replacements • Processing abatements on personal property from Pulaski County • Attended a Cemetery Board meeting • Attended a Calfee School Board meeting • Completing Due Diligence for unclaimed funds to submit to the State Nov. 1 • Preparing for a Workers Comp audit in September • Fulfilling responsibilities of the Assistant Finance Director due to vacancy • Processed utility bills – 4304 • Customers participating with E-bills – 476 • Customers participating with ACH - 686 • Non-payment cutoffs for the month – 124 Property Maintenance/Code Enforcement/Zoning- Carla Hodge • 28 new property maintenance cases • 44 complaints received /investigated • 45 follow up inspections for compliance • 12 inoperable vehicle violations • 2 vehicles towed • 12 trash/debris violations • 2 properties town abated for trash • 2 vacant structures re-secured • Assist animal control with 1 case • 20 high grass violations • 25 properties sent out for mowing • 23 liens placed • 15 liens released • 1 structure tested for asbestos/required for demolition • 5 properties no water supply violations • 2 zoning violations for camper/tent dwelling • 1 zoning violation for auto junkyard • 1 VAZO virtual mtg Police Department- Chief M. Parmelee • 3,285 Total number of Calls For Service (CFS) • 1,474 Business Patrols • 8 Disorderly Conduct • 221 Foot Patrols • 28 Trespassing • 23 Trespass Notices Issued • 4 Trespassing Arrests • 69 Arrests • 137 Arrests, total number of charges Public Works- Kim Caudill Street Department • Continue mowing town wide, two cemeteries • Continue contract mowing of 6 of 8 parks • Patched potholes with cold patch town wide as requested • Patched water break repair areas • Operate brush site each Saturday (part time attendant M-F 1:00 – 5:00) • Cleaned catch basins town wide as needed. • Packed dumpsters at the convenience center 3-4 times weekly • Empty town trash cans and pick up trash/debris from roadside at least once weekly • Removed trees from 4 locations General Properties Department • Continue construction of parking shed(s) on the Public Works lot • Continue the remodel project at the Fire Department • Concrete work on 1st St NE at proposed new apartments and the Brewery • Worked on AC at Train Station • Cleaned out and hauled off papers/debris from the basement of Municipal building 4 dump truck loads • Replaced STOP signs as needed Vehicle Maintenance Department • Performed oil changes on 6 units • Performed 6 state inspections • Performed 8 daily checks on patrol units • Serviced/repaired multiple NRVSS/PAT buses • Serviced mowing equipment Water/Sewer Department • Continued to check pump stations daily. Perform house keeping in both 4A and 4B • Working on pumps and motors at 4B: Installed new hoist at 4A • Repaired 2 water service line leaks • Ran all problematic sewers once weekly. Responded to 5 separate sewer back up calls • Responded to 123 Miss Utility Locates • Non payment disconnects • Began inspecting lines for lead water lines Parks & Trails- Nate Repass • Watered flowers at Train Depot twice weekly • Provided support for the Marketplace on Tuesdays • Represented the Town at monthly board meeting for Friends of Peak Creek non-profit • Processed 10 Heritage Park shelter reservations • Provided planning and day-of support for National Night Out and Chrome in the Valley Cruise-In Town events in Jackson Park • Assisted with logistics and on-site support for Fine Arts Center of the NRV’s Rhythm by the Rails event in Jackson Park • Assisted with road closure setup for AMVets Veteran’s Suicide Awareness Walk event • Met with two local Scouts to further coordinate their Eagle Scout service projects at Gatewood Campground and Draper Mountain Trails • Participated in Pulaski County Tourism Partners Meeting Economic Development- Shannon Ainsley Business License for since last report: • Mebane Manor, LLC – Marketplace • KB Trucking – Home based • Cottage Flowers and Gardens, LLC – Home Based • Kayha Counseling Services -home based Economic Development Department Activities • National Brownfields Conference (2025): Attended sessions that provided new information, resources, and case studies, as well as valuable connections to support the Town of Pulaski’s Brownfield initiatives. • Basic Economic Development Training (UNC): Completed training through a scholarship from the Virginia Economic Development Association (VEDA). • Regional Collaboration: Met with Pulaski County Economic Development and Retail Strategies to provide updates on recent developments in the Town of Pulaski. • Grant Opportunities: Actively pursuing funding opportunities for Town projects in coordination with other departments; a full update will be presented at the next Town Council meeting. • Progressing on Project Revitalize: Advancing work on the town-owned Madison property and addressing nearby dilapidated properties to improve safety and fulfill our responsibility to reduce blight. Ongoing Efforts • Engaging with businesses to support property searches and relocations. • Guiding new businesses through the Town license and permits process. • Keeping in contact with vacant property owners. • Listening to the needs and concerns of local businesses and working to identify solutions. • Maintaining communication with local colleges, organizations, and partners to coordinate efforts and support collaboration. Engineering Department- Austin Painter Water Projects Lead Service Line Program Public Works is conducting additional surveying and potholing of ~700 random service lines across Town. If there is no lead found, VDH will consider the entirety of the Town to not contain lead. Filter Plant Backwash Tank: Design – 60% complete design plans. Brookmont (Water Distribution System Improvements) Pedestal, Tank, and Filter Plant Pumps are complete. Awaiting PRV Project scope of work to utilize the new tank. PRV Project Design – CHA is finalizing PRV locations. Filter Plant Improvement Project Applied for VDH funding and awaiting award. Anticipate hearing from VDH in the next month. Applying for an additional EDA grant to reduce the loan percentage. Sewer Projects I&I Abatement: Seeking funding sources to continue manhole inspections and smoke testing. PCB Testing: Completed Convenience Center Manhole and Valley Road Manhole. Awaiting scheduling of Commerce St Manhole testing. Pulaski Interceptor: Submitted a DEQ funding application and continuing preliminary engineering. Sewer Pump Station Master Plan: Acquired full grant funding to perform a master plan preliminary engineering report on all four of our sewer pump stations. They are evaluating the structural, mechanical, operational, and electrical components of each facility. The final report will include alternative projects that then can be used as the foundation of a funding application. Transportation Projects SGR Rt. 99 Bridge: Approval – VDOT has allocated $8.0 million for the project. Staff is currently working with VDOT to advertise for Design’s Request for Proposal. Design will likely take ~2 years. SGR Commerce St. Bridge: Recent Bid results were significantly over budget. Schwartz is working to make the scope of work more appealing and thus more competitive. The hope is that with the changes, the new bids will be under budget. We received the updated scope and it is under review with VDOT. Once they approve the changes, we will re-advertise for bid. SGR Thornspring Bridge: Approval – VDOT has awarded $2.0 million. Working with VDOT to fill out necessary documents and advertise for Design’s Request for Proposal. Design will likely take ~1 year. Streetscape Project: • Substantial Completion was issued. Completing final paperwork and working with AEP to install the remaining light fixtures. We anticipate the lights to be installed in the next two weeks. Washington Railroad Project: VDOT Engineers are working alongside Norfolk Southern to relocate the railroad crossing bar pole so that it does not block the pedestrian pathway. Multimodal Plan We were awarded a fully grant funded project to evaluate the sidewalks, pedestrian pathways, crosswalks, bike lanes, and transit within the Town. The final planning document will then be used to apply for future VDOT funds and to evaluate the current non-vehicular transportation within the Town. Estimate completion in 9 months. Community Development Projects Calfee School: • Finalization of Phase 1. • Conducting Value Engineering to lower the costs or increase funds for Phase 2 and 3. Brewery: Substantial Completion was inspected and working through final paperwork. Anticipate final Certificate of Occupancy and beginning business operations in the next few weeks. Environmental Projects Floodplain Acquisition: Gathering interest and data to support the funding application process. Army Corps – Low Head Dam: The hazard analysis of Peak Creek conducted by the Army Corps showed many hazardous materials within the water and soil. Because of this, Army Corps cannot continue with the project until we remove all hazardous materials. We are seeking an opinion of probable cost and scope of work from an environmental engineer. General Property Projects Basement Mold and Flood Remediation: • We are in the process of assisting all departments as we remove all contents within the basement. This is the first step in remediation. September 2025 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 Town Offices & Convenience Center Closed for Labor Day. GFL will pick up Monday’s route on Tuesday & continue normal schedule through the week EDA Meeting Council Chambers 10am Town Council Meeting Council Chambers 7pm 7 8 9 10 11 12 13 Planning Commission & Town Council Joint Meeting Council Chambers 6pmm Harvest & Harmonies Festival Jackson Park 11a-3p 14 15 16 17 18 19 20 Town Council Meeting Council Chambers 7pm Water Cut Off Day 21 22 23 24 25 26 27 28 29 30 _____________________________ GFL Bulk Pick-Up Week ______________________ September Pulaski Senior Center (540)994-8627 2025 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 Senior Center Closed Labor Day Sign up Day 8:30a.m.-5pm Friendship café’ ACG Hospice Bingo 11:00a.m./ Free Movie at 1:00p.m. Friendship Café’ 9:30a.m.-12:30p.m. Lunch Bunch: Fiddler’s Restaurant 10:45a.m./ $4.00 7 8 9 10 11 12 13 Movie Day and Lunch 11:00a.m./$2.00 Friendship Café’ 9:30a.m.-12:30p.m. Ruritan Bingo, Lunch and Triad meeting. 11:00a.m./ Free Friendship Café’ 9:30a.m.-12:30p.m. Hamburgers and Chips 11:30a.m./ $4.00 Move at 1:00p.m./ Free 14 15 16 17 18 19 20 Hamrick’s and Lunch Make-up trip. 9:00a.m. Friendship Café’ 9:30a.m.-12:30p.m. Bingo at the Center 11:00a.m./ Free Movie at 1:00p.m. Friendship Café’ 9:30a.m.-12:30p.m. Library Craft 11:00a.m./ Free Movie at 12:30p.m. 21 22 23 24 25 26 27 Walker Valley Market 10:30a.m./ Ride $3.00 Friendship Café’ 9:30a.m.-12:30p.m. Bingo at the Center 11:00a.m./ Free Movie at 1:00p.m. Friendship Café’ 9:30a.m.-12:30p.m. Lunch Bunch: Country Kitchen 10:30a.m./ $4.00 to ride. 28 Puzzle Competition 29 10:30a.m./ Free Movie at 1:30p.m. Friendship Café’ 30 9:30a.m.-12:30p.m. Sign Up for all events you plan on attending!! Bereavement Group September 17th 3-4PM