HomeMy WebLinkAbout03-17-26 Council PacketAgenda
Town Council Meeting
Tuesday, March 17, 2026
6:00 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
i.Appointments to Boards
b. VA Code 2.2-3711 (A) 29 (1 item): Contract Negotiations
i.Calfee Community and Cultural Center
c.VA Code 2.2-3711 (A) 8 (1 item): Consultation with Legal Counsel
i.Worrell vs. Town of Pulaski
7:00 p.m. Public Session Council Chambers
1.Certification of Closed Session- Mayor Collins
2.Pledge of Allegiance- Councilman Clontz
3. Invocation- Councilwoman Cope
4. Guests and Visitors - Mayor Collins
5.Modification to Public Session- Mayor Collins
6.Presentations
a.Zoning Amendment, Rural Residential- Steve Semones, Senior Director, Land
Development, Westwood
7.Discussion(s)
Reasonable accommodation will be provided for persons with disabilities, if requested.
a. Virginia Department of Emergency Management Update- Austin Painter, Project
Engineer, Town of Pulaski Engineering Department
8. 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.)
9. Consent Agenda (Voting)
a.Consideration of March 3, 2026 Town Council Minutes
10. Council Comments & Board Updates
11.Manager’s Report- Manager Day
12. Reminder of Future Council Meeting- Mayor Collins
a.April 7, 2026; Closed Session 6:00 p.m.; Open Session 7:00 p.m.
Presentation(s)
Information
ARTICLE 4. DISTRICT REGULATIONS
Section 4.1 Rural Residential District (RR)
Sec. 4.1.1 Purpose
The purpose of this district is to provide for more spacious single-family residential areas and for areas
that are semi-rural where agricultural uses are appropriate, although more intensive agricultural uses
are permitted only by special exception. The district may also include hillside areas and forests where
development will be slow and sparse. In order to maintain the character of the district, certain
structures and uses may be permitted by special exception subject to all restrictions and requirements
necessary to insure compatibility with residential surroundings. Since this district may cover areas
where urban services are not presently available, it may be anticipated that portions of this district will
be changed to other districts as development progresses and utilities become available.
Sec. 4.1.2 Permitted Uses, Special Exceptions, Accessory Uses and Prohibited Uses.
SEC. 4.1.2-1 PERMITTED USES.
1. Residential Uses.
a. Single family dwellings, including a family and up to two (2) unrelated individuals per
unit.
i. One principal dwelling per lot of record.
b. Family day care homes {serving less than six (6) children or adults}.
2. Agriculture Uses.
a. General agriculture, farming and forestry, including tilling the soil, raising of crops, truck
gardens, field crops, orchards or nurseries for growing or propagation and harvesting of
plants, turf, trees and shrubs and in general uses commonly classified as general
agriculture, including temporary open air stands not exceeding 200 square feet in area
for seasonal sales of products raised on the premises and which shall be removed in the
o5-season when not in use, but not including the raising of large animals, such as pigs,
cows, horses, sheep, or goats, on a farm of less than ten (10) acres, and not including
the raising for sale of birds, bees, fish, rabbits, or other small animals on a lot of less
than two (2) acres and provided no retail or wholesale business o5ice or store is
permanently maintained on the premises, and not including those more intensive
agricultural and confinement uses which are herein defined as special agriculture and
which requires a special exception, and not including commercial slaughtering or
processing of animals or poultry.
b. Keeping of horses and ponies, or sheep for personal enjoyment and not as a business
under the following conditions:
i. Required minimum acreage is as follows:
1. Horses and ponies—one (1) horse or pony per one (1) acres.
2. Sheep or Goats—three (3) sheep or goats per acre; one (1) acre for two
(2) additional sheep.
3. Keeping of horses and ponies, or sheep, but not both permitted.
ii. Any structure used to shelter grazing animals permitted under this ordinance
shall be a minimum of one hundred (100) feet from the side and rear lot lines
and the primary residence on the property. No structure shall be placed past the
front setback line or in the required front yard of a residence.
iii. All acreage used for the care and confinement for grazing animals permitted
under this ordinance shall be fenced with lawful fencing as defined in Code of
Virginia, 1950 as amended, §55-299 and in conformity with rulings on fencing
issued by the Virginia Board of Agriculture and Consumer Services.
c. Farm Market. A permanent establishment for the year-round retail sale of agricultural
goods and merchandise, or a Farm Market, shall be permitted as an accessory use to a
primary agricultural operation in the RR Zone subject to the following standards:
i. Product Origin: A majority of the agricultural goods sold must be produced by
the operator on the site or on nearby property owned or leased by the operator.
All goods sold shall be produced within a 75 mile radius of the property.
ii. Building Size Limitations: The maximum footprint of a permanent Farm Market
building shall not exceed two percent (2%) of the total area of the lot on which it
is situated, or 4,000 square feet, whichever is the more restrictive number.
iii. Setbacks: The Farm Market building and any associated storage shall maintain a
minimum setback of thirty (30) feet from any property line adjacent to a
residentially zoned property.
1. In all other instances, the building must comply with the standard
setback requirements of the RR zone.
iv. Parking and Loading: O5-street parking shall be provided at the same ratio
required for "Retail Sales" establishments as set forth in the O5-Street parking
regulations in chapter 5-3-3 of this ordinance.
1. Surface Material: Parking spaces and access aisles may be constructed
of a permeable material, such as gravel with an average size of three-
fourths (3/4) inch, subject to the approval of the Planning Director.
2. Paving: If the operator elects to use asphalt, concrete, or other
impermeable paving, the parking area must meet all standard technical
requirements of the municipal parking and drainage ordinance."
3. Civic and Miscellaneous Uses.
a. Houses of Worship.
General standard:
i. No recreational facility shall be located closer than fifty (50) feet from any
residential lot.
b. Utility Service, Minor.
c. Towers less than 50 feet in accordance with Sec. 5.2 of these regulations.
ARTICLE 5. DEVELOPMENT REGULATIONS
Section 5.3 Off-Street Parking
Sec. 5.3.2 Site Development Requirements
2. All such parking areas, except those serving one and two-family dwellings and farm markets as
described in 4.1.2-1(2)(c), shall be constructed with an all weather surface. In industrial zoning districts
vehicle parking or storing areas with less than 25 spaces maybe surfaced with gravel. These gravel
parking areas must be screened from public view with an opaque screen.
Discussion(s)
Information
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Consent Agenda
Town Council Meeting Minutes
March 3, 2026
1. The Mayor called the meeting to order at 6:30 p.m. and asked for a roll call.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
2. Modification to Closed Session- The Mayor asked for a motion to remove the
Appointments to Boards item and replace it with Town Manager under VA Code 2.2-
3711 (A) 1: Personnel
The motion was made by Vice-Mayor Dawson and seconded by Councilwoman Cope.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett
3. The Mayor asked for a motion to enter into Closed Session to discuss the following item:
a. VA Code 2.2-3711 (A) 1 (1 item)- Personnel
i. Town Manager
The motion was made by Councilwoman Cope and seconded by Councilman Clark.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
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 Erickson, Councilman Burchett,
Mayor Collins, Town Manager, Todd Day, Town Attorney, Scot Farthing, and Clerk of
Council, Ms. Hale.
7:02 p.m. Open Session
4. Certification of Closed Session- The Mayor asked for a motion to certify that only the
following item was discussed during Closed Session:
a. VA Code 2.2-3711 (A) 1 (1 item)- Personnel
i. Town Manager
The motion was made by Vice-Mayor Dawson and seconded by Councilwoman Cope.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
5. Vice-Mayor Dawson led the audience in the Pledge of Allegiance.
6. Councilwoman Cope gave the invocation.
7. Mayor Collins welcomed all in attendance and those viewing online.
8. Modification to Public Session- Mayor Collins asked for a motion to add item under
agenda item number seven, Voting Items, 7E- Resolution 2026-13, Resolution in Support
of FY27 Community Project Funding Request, Project Revitalize Phase-One for the
Town of Pulaski, Virginia
The motion was made by Councilman Clark and seconded by Vice-Mayor Dawson to
add Resolution 2026-13 to the agenda.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
9. Presentations
a. Sewer Lift Stations Update- Matt Gross, Project Manager, Hurt & Proffitt
Mr. Gross explained that his team has been working with the town to evaluate the
condition of the town’s four sewer pump stations. The purpose of the review is to
determine the current condition of each facility and identify what improvements,
rehabilitation, or replacements may be necessary.
Mr. Gross first discussed Pump Station 4A, which serves as the main pump
station for the town. Constructed in the early 1980s, the station underwent its last
major rehabilitation around 2007. Most wastewater flows from the town,
including flow from the Critzer Pump Station, is directed to this facility. From
there, the wastewater is pumped through a 24-inch force main to Pump Station
4B.
The facility is in poor condition. At the headworks, one of four pumps was not
functioning during inspection. None of the pumps' variable frequency drives
(VFDs), intended to regulate speed based on flow, were working. As a result,
operators must run all pumps in bypass mode, without controlled speed.
Wastewater is pumped uphill to a location where Archimedes screws once
operated and where a grit and solids removal system was originally designed to
function. According to operators, this system stopped working approximately 8-
10 years ago. Vegetation has grown into the channel where wastewater flows, and
the solids removal components are no longer operational. Flow is currently
directed through a weir system into equalization (EQ) basins, which also serve as
wet wells for bulk storage. One of the EQ tanks, capable of holding
approximately 460,000 gallons, is not operational, reducing the system’s available
storage capacity.
Additional issues exist at the headworks. During high flows, wastewater can
overflow the grinder in the wet well, allowing solids to enter the system and
potentially clog pumps. Inside the main building, four pumps operate in the
basement, each equipped with actuated valves that regulate pumping into the
system. At the time of inspection:
• Pump 1 was functioning properly.
• Pump 2 had both a drive issue and a valve issue and worked intermittently.
• Pump 3 produced unusual motor noises.
• Pump 4 had a valve failure and could not be relied upon.
With only two pumps consistently operational, the station faces critical
operational limits and significant improvements are needed.
Mr. Gross next discussed the Critzer Pump Station, located behind Critzer
Elementary School. Built in the early 1990s, the station uses Gorman-Rupp
pumps housed in Quonset-style structures above the wet well. It was designed to
handle 880 gallons per minute at 176 feet of head.
Before the construction of the James Hardie Direct Injection Pump Station, the
Critzer station operated 18 to 20 hours per day to keep up with flows from the
James Hardie industrial facility and surrounding development. Currently, only
one of the two pumps remain operational.
The station has several major deficiencies:
• It lacks a backup generator.
• It lacks a bypass system.
• Electrical breakers date back to the 1990s and are no longer manufactured,
requiring operators to locate used replacements if failures occur.
• The concrete wet well structure is deteriorating to the point where the interior
is visible through cracks.
• Piping is exposed and vulnerable to freezing in cold weather because the
pumps no longer run continuously.
• Evidence of past leaks is visible, including pipe clamps used as temporary
repairs.
Due to the structural deterioration, outdated electrical components, and
mechanical issues, the engineering team recommended complete replacement of
the Critzer Pump Station, noting it is the closest to total failure and should likely
be the first station addressed.
The third facility discussed is Pump Station 4B, which collects gravity flow from
areas including Volvo and nearby neighborhoods before receiving the bulk of its
flow from Pump Station 4A and the James Hardie Direct Injection Pump Station.
Although it was constructed around the same time as Pump Station 4A in the
early 1980s, the station is in somewhat better condition. Incoming gravity flow
passes through a “Muffin Monster” grinder, which breaks up rags and debris
before entering the wet well. The 24-inch force main from Pump Station 4A
discharges directly into the wet wells in a submerged configuration to reduce
disruption.
A grit chamber exists at the station, but it is not currently operational and would
require significant repairs to restore functionality. The wet well contains a
noticeable buildup of solids, and vegetation has even begun growing inside it,
indicating the need for cleaning and maintenance.
Pump Station 4B contains four pumps, and the town has begun replacing one of
them due to age and high replacement costs. Each pump uses actuated control
valves that regulate discharge flow. Two of the four valves have been rebuilt in
recent years, but the other two remain outdated. Minor pipe leaks are also visible
in the discharge piping.
Additional issues include:
• A sump system that needs replacement, as the station’s dry pit has flooded
previously.
• Poor lighting and ventilation within the facility.
• No bypass capability, meaning the system has limited options if a major
failure occurs.
Despite these concerns, engineers believe the station can be rehabilitated rather
than fully replaced.
The final station reviewed is the James Hardie Pump Station, constructed in 2024,
which is why it appears significantly newer and more advanced. The facility
includes submersible pumps located within a wet well equipped with a hoist
system for maintenance.
This station includes several modern features:
• A backup generator
• Chemical feed systems
• Bypass pumping capability
• A 1-million-gallon equalization tank
The equalization tank allows the station to store wastewater for approximately
two days of normal operation if downstream pipelines fail or require repair. This
feature is particularly important because an emergency shutdown at the James
Hardie facility could cost over $500,000 per hour, meaning the tank could pay for
itself during a single incident.
The station also uses variable frequency drives to adjust pump speeds based on
flow conditions.
Mr. Gross concluded this portion of the presentation by outlining preliminary cost
estimates for addressing the pump station issues:
• Pump Station 4A rehabilitation: approximately $4.5 million
• Pump Station 4B rehabilitation: approximately $3.1 million
• Critzer Pump Station replacement: approximately $2.2 million
• James Hardie Pump Station improvements: approximately $70,000
The relatively small cost at the James Hardie station would cover potential
additions such as fencing and a possible upgrade to the station’s pressure
monitoring system. However, these upgrades may not be necessary because the
station is already located within the secure area of the James Hardie facility.
Mr. Gross concluded by raising the key question of how these projects will be
funded. One option is pursuing USDA Rural Development planning grants, which
can aid with construction funding. However, these programs require extensive
documentation and application procedures.
He explained that USDA Rural Development loans typically carry a 40-year
repayment term. While this results in lower annual debt service payments, it also
means the town would be paying on the loan for a very long time. Additionally,
USDA programs often require the consolidation of any existing USDA loans,
which can complicate financing.
Another potential funding source is the Virginia Department of Environmental
Quality (DEQ) Construction Funds Program. Although it is often referred to as
grant funding, Mr. Gross clarified that it is now more commonly structured as
principal forgiveness within a loan. This means a portion of the loan may not need
to be repaid, but funding still comes primarily through a loan structure rather than
a fully free grant. The application deadline for the construction funding cycle that
would support 2027 projects is July 2026.
He also noted the Department of Housing and Community Development (DHCD)
Community Development Block Grant (CDBG) program as another option. This
funding requires that at least 60% of the project area meet low-to-moderate
income (LMI) criteria, which would likely apply to most of the Town of Pulaski.
Unlike other programs, CDBG construction funding has rolling submission dates,
but it requires construction-ready plans, meaning the town would have to finance
engineering design work ahead of time or secure outside funding for that phase.
He added that the town could potentially coordinate with the regional
commission, which has collaborated successfully with Pulaski on previous
projects.
Following the presentation, Manager Day reflected on the scale of the
infrastructure challenges facing the town. He acknowledged that over the past two
years, the town has already completed approximately $38 million in upgrades to
major infrastructure systems, including the water plant and raw water pump
station. Despite that progress, significant work still remains.
He noted that it is easy to question how infrastructure conditions deteriorated to
this point, but he emphasized that credit should be given to past operators and
staff who managed to keep aging systems functioning for decades. In many cases,
equipment has continued operating well beyond its intended lifespan, which has
effectively saved taxpayers money in the short term. However, the town has now
reached the point where deferred maintenance and aging equipment can no longer
be ignored. He characterized the situation as having “ridden the wheels off” the
system and now needing to rebuild and modernize it.
Manager Day expressed enthusiasm about addressing the project and highlighted
his close collaboration with DEQ and other funding agencies. He noted that he
would prefer to avoid heavy reliance on USDA Rural Development financing due
to the associated requirements.
He introduced Ryan Hendricks, CEO of Pepper’s Ferry Regional Wastewater
Treatment Authority, who is present at the meeting. He praised Mr. Hendricks for
leading a highly professional organization and expressed interest in bringing that
same level of professionalism into Pulaski’s wastewater operations.
The long-term vision, he explained, could involve making the town’s
infrastructure attractive enough that Pepper’s Ferry might assist with operations or
maintenance programs in the future. He suggested that highly technical systems
like modern pump stations often benefit from management by specialized entities
rather than relying solely on municipal staff.
He also noted that political considerations can sometimes interfere with necessary
rate increases required to maintain infrastructure. If political pressure prevents
necessary rate adjustments, infrastructure maintenance can suffer. In contrast,
having an outside professional entity manage operations could help ensure that
technical and financial decisions are made with long-term sustainability in mind.
Mr. Gross added further context about the age of the infrastructure. He explained
that the main pump stations, 4A and 4B, were constructed over 40 years ago,
while most mechanical equipment installed at such facilities is typically designed
to last 20 to 30 years before major upgrades are required. Some of the equipment
that recently failed, such as the grit removal systems, was already around 30 years
old when it stopped functioning.
He pointed out that as equipment ages, replacement parts become increasingly
difficult to find, and in some cases are no longer manufactured at all. He noted
that similar challenges are occurring across other town infrastructure systems,
including the water treatment plant and other pump stations, where multiple aging
components are reaching the end of their service life at the same time.
Councilman Burchett asked for confirmation that the total estimated cost of the
pump station projects is roughly $9.9 million, which Mr. Gross confirmed as an
approximate figure. However, he emphasized that not all work must be completed
immediately, though the expenditures will eventually be necessary whether
undertaken now or later.
Councilman Burchett then asked how much of that cost would ultimately fall on
town taxpayers. Manager Day explained that the amount depends on the level of
principal forgiveness or funding assistance the town can secure from agencies
such as DEQ and the Virginia Department of Health. In some cases, funding
programs may cover up to 30% of project costs, while in other situations there
may be no forgiveness or even zero-interest loans instead. The final financial
burden will depend heavily on the funding packages the town is able to secure.
Another question was raised by Councilman Burchett regarding ongoing
maintenance practices. He observed that the town’s current infrastructure issues
appear to have developed partly due to insufficient maintenance over time and
asks what percentage of system value should be set aside annually to prevent
similar problems in the future.
Mr. Gross recommended allocating at least 10% of infrastructure value per year
toward maintenance and capital improvements if possible. Some years may
require minimal spending, but maintaining a reserve allows the town to address
major repairs when they arise.
Manager Day added that the town is already preparing for approximately $7
million in distribution system upgrades and is waiting for award letters related to
that funding. The pump station project would be an additional DEQ-funded
initiative, but other funding routes, including congressional appropriations, could
also be pursued for certain elements.
He also stressed that pursuing funding does not mean the town must immediately
assume the full $10 million in debt, but it is important to begin the process of
identifying funding sources and preparing projects. He indicated that he will
continue bringing information back to the council, including guidance on what
constitutes a “shovel-ready project,” which is often required for grant or loan
funding opportunities.
Vice-Mayor Dawson noted that over the past year, the town has been confronted
with numerous “have-to” projects, particularly related to water and sewer
infrastructure. These projects involve high costs but are essential to maintaining
regulatory compliance and system reliability. He emphasized that while the
infrastructure improvements will be expensive, they are unavoidable. Every
resident of the town will ultimately share in the financial burden of correcting the
problems and ensuring that critical infrastructure is functional and safe.
However, Vice-Mayor Dawson reassured the public that the town is committed to
exploring every possible funding option to reduce that burden. This includes
seeking principal forgiveness programs, favorable loan terms, and identifying
tasks that can be handled in-house to lower project costs. The goal, as explained,
is to position the town’s infrastructure to serve the community for the next 30
years while minimizing the financial impact on residents.
A guest in attendance asked whether the proposed upgrades will accommodate the
town’s recent and anticipated growth, including new apartments, school facilities,
and other developments that will increase wastewater demand.
Manager Day clarified that the current evaluation is focused strictly on restoring
the existing pump stations to functional condition and ensuring compliance with
regulatory agencies such as DEQ. The review does not yet account for future
growth or increased demand from new developments. However, he noted that
future planning will eventually need to address system expansion and increased
capacity, especially as the town continues to grow. The current work is simply the
first step in stabilizing the existing infrastructure.
b. Calfee Community & Cultural Center Funding Request- Jill Williams, Executive
Director, Calfee Community & Cultural Center
Ms. Williams began by emphasizing the long-standing partnership between the
Town of Pulaski and the Calfee Center. She explained that the town played a
crucial role in securing the center’s original Community Development Block
Grant (CDBG) planning grant and served as the grantee for both CDBG and
Appalachian Regional Commission (ARC) grants during the first phase of
construction.
During the second phase of development, the town has continued serving as the
sponsoring entity for both National Park Service and ARC grants. Additionally,
the building itself is currently owned by the Pulaski Redevelopment and Housing
Authority, with plans to eventually transfer ownership to the Calfee Center when
appropriate.
Ms. Williams stressed that the partnership goes beyond financial or administrative
support. She shared several examples of the town’s practical assistance over the
years, including providing three truckloads of used tires that were incorporated
into the center’s playground, and assistance from the Public Works Department
clearing the parking lot during a snowstorm so the center’s childcare facility could
remain open.
She also recounted how Public Works staff helped improve the appearance of the
building’s front entrance by scraping and painting it before the center’s grand
opening, ensuring the exterior matched the transformation inside. When a roof
replacement grant was delayed, town staff even climbed onto the building and
applied temporary repairs to extend the roof’s life until a permanent replacement
could be completed.
Ms. Williams continued by describing another instance in 2023, when rainy
weather forced a volunteer event to move indoors into a building that still lacked
electricity. The Fire Department stepped in and provided lighting, allowing
volunteers to continue their work despite the challenging conditions.
Ms. Williams continued highlighting the hands-on support the Town of Pulaski
has provided to the Calfee Community and Cultural Center over the years. She
recounted an incident when sewage backed up into the center’s kitchen and
restrooms due to so-called “flushable” wipes clogging the line. After plumbers
cleared the blockage, the situation left sewage in the front yard, and Ms. Williams
initially believed she would have to clean it herself. Instead, the town’s Public
Works Department arrived with specialized equipment and resolved the problem
quickly and professionally. She says it was one of the moments she felt most
grateful for the town’s support.
She used this story to emphasize that the partnership between the Calfee Center
and the town has always been practical and meaningful rather than symbolic. She
expressed sincere appreciation to the Town Council, the Redevelopment and
Housing Authority, the Public Works Department, the Fire Department, and
several town staff members for consistently supporting the project and helping the
organization succeed.
After expressing gratitude, Ms. Williams transitioned to the main purpose of her
presentation: requesting that the Town Council consider including direct financial
support for the Calfee Center in the upcoming town budget. She noted that
although the town has supported the center in many critical ways, including
sponsorship of grants and ownership of the building through the Redevelopment
and Housing Authority, it has never provided direct operating funding to the
organization.
Ms. Williams explained that the Calfee Center is often discussed in terms of
historic preservation, childcare services, and community programming. However,
she stressed that the center should also be recognized as a driver of economic
development in Pulaski.
Through a combination of federal, state, and private funding, the project has
already brought $5.5 million in outside investment into the rehabilitation of the
historic building. By the time the adaptive reuse project is complete, the total
investment is expected to reach $9 million. She emphasized that these funds
represent outside dollars brought directly into Pulaski and invested in a town-
owned property.
The Calfee Center currently employs 10 full-time staff members, all of whom are
town residents, along with 12 part-time employees, most of whom live in Pulaski
or elsewhere in the New River Valley. Ms. Williams noted that both staff and
construction workers involved in the project spend money locally, particularly in
downtown businesses, contributing to the town’s economy and sales tax base.
Ms. Williams highlighted the center’s childcare program as a significant
contribution to the local workforce. The center currently serves 31 children,
which allows approximately 62 parents to participate in the workforce. Later in
the year, the center plans to open two additional classrooms, which will more than
double childcare capacity. The expansion will also include summer camp and
after-school programs.
Additional facilities scheduled to open later in the year include a museum, digital
lab, and commercial shared-use kitchen. These programs are expected to support
entrepreneurs, provide community services, and preserve Pulaski’s local history
while bringing additional visitors and activity to the town.
As these programs expand, Ms. Williams noted that operating costs and staffing
needs will increase. She argued that the Calfee Center should be viewed not only
as a cultural institution but also as workforce infrastructure, an employer, and an
economic driver located within the Town of Pulaski.
Ms. Williams formally asks the council to consider a $15,000 contribution to help
offset operating costs at the Calfee Center. She explained that electricity bills
have doubled compared to the previous year, and the requested funding would
primarily help cover those rising utility expenses. She added that the organization
would be flexible if the council preferred to designate the funds toward other
operational needs.
She also invited council members to tour the newly renovated spaces at the Calfee
Center on March 20th at 9:00 a.m. Invitations had previously been sent to town
and county officials, and several individuals had already confirmed their
attendance. Ms. Williams offers to arrange alternate tour times for anyone unable
to attend the scheduled visit.
During a brief question from Vice- Mayor Dawson, Ms. Williams confirmed the
requested amount of $15,000 and reiterated that the funding would significantly
help manage operating costs as the center expands.
Before concluding, Ms. Williams thanked Councilman Erickson for attending
recent events at the Pulaski Theatre and acknowledged the presence of Calfee
Center board leadership, Dr. Hickman, at the meeting.
c. Economic Development Department Update- Shannon Ainsley, Town of Pulaski
Economic Developer
Ms. Ainsley began by emphasizing that the accomplishments she will discuss are
the result of collaboration among town staff, organizations, and community
partners, not the work of one individual.
She explained that one of the department’s primary goals is to support both new
and existing businesses. The department provides resources such as a checklist for
starting a new business, evaluation tools for businesses considering relocation,
and connections to local and regional support programs.
The department also conducts business surveys to gauge the overall health of
local businesses and identify potential issues early. By staying proactive, the town
hopes to better support businesses and maintain economic stability.
Ms. Ainsley highlighted collaboration with Pulaski on Main, Virginia Main
Street, and Main Street America to identify opportunities for economic
development in the downtown district. She thanked the council members who had
participated in those sessions.
She also stressed the importance of building relationships with businesses and
developers, noting that strong connections often lead to opportunities when
businesses are exploring new locations or partnerships.
Through coordination with other departments, the Economic Development office
has created a process that connects new business owners with town staff during
the business license application process. This allows the town to establish
relationships early and help businesses get off to a strong start.
Ms. Ainsley also provided an update on Project Revitalize, an initiative focused
on addressing blighted or unsafe properties. Working closely with Code
Enforcement, the town has identified problematic properties and developed
strategies for improvement.
These efforts include speaking with property owners about their plans for
redevelopment, connecting with developers who may be interested in revitalizing
sites, and actively working to improve properties where possible. She noted that
the town recently received encouraging news related to redevelopment
opportunities, which she plans to share publicly soon.
Another priority of the Economic Development Department is promoting positive
developments within the town. Through social media updates and marketing
campaigns, the town highlights progress and encourages residents and visitors to
rediscover Pulaski. One example is the “Rediscover the Town of Pulaski”
billboard on Route 99, which promotes local trails, new businesses such as the
brewery, and recent housing developments.
Ms. Ainsley also provided an update on the town’s Brownfields program, which
involves identifying and assessing potentially contaminated properties for
redevelopment using an EPA assessment grant. The town is currently working
with contractors to begin property assessments and has applied for additional
funding through the Virginia Department of Environmental Quality for the
MADNOX site. Additionally, the department is developing a website page that
will highlight successful Brownfields redevelopment projects within Pulaski.
Ms. Ainsley noted that Pulaski has recently added 192 new housing units, which
she says are having a positive impact on the town’s demographics. Property
managers report that many residents are young professionals in their 20s and early
30s, which supports the local workforce and strengthens the town’s economy.
She also highlighted the opening of Bealls, a clothing retailer that provides items
such as shoes, belts, men’s clothing, and children’s apparel, products that
residents previously had to leave town to purchase.
Downtown revitalization continues as well. Ms. Ainsley reported that West Main
Street now has 19 businesses operating within a relatively small stretch,
representing significant growth compared to just a few years earlier.
Ms. Ainsley concluded her update by reviewing several ongoing projects. One
involves a partnership with Radford University, which has placed two interns at
the Pulaski Theatre to help the organization develop bylaws, standard operating
procedures, and other operational systems. The theater is also restructuring its
board and plans to increase programming and events after a quieter period.
The town is also working on a Round the Mountain mural grant project, which
has been narrowed down to three finalist artists. One artist is currently being
considered as the likely selection after reviewing design proposals.
Another initiative is a Virginia Energy sub-grant focused on promoting energy
efficiency for historic buildings. The grant will help provide resources for
homeowners on how to improve energy efficiency in older homes.
The Economic Development Authority (EDA) is also beginning discussions about
incentive programs designed to attract businesses and encourage redevelopment
projects within Pulaski.
Finally, Ms. Ainsley shared an update about the Pulaski Marketplace, which is
relocating from the train station area, where it has operated since around 2015, to
Main Street. The move will better align the market with the town’s growing
entertainment district between First Street and Main Street. She announced that
construction on the new marketplace location will begin the following Monday,
with the goal of launching the market in May 2026.
Continuing her presentation, Ms. Ainsley provided an update on the town’s
website communication tools, particularly the alert system that launched in July
2025. Since its launch, the town has sent out 327 alerts and currently has a 1.2%
sign-up rate among residents. While that number may initially seem low, Ms.
Ainsley explained that it is actually slightly higher than the average participation
rate for similar local government alert systems, which typically average around
1%.
She noted that even residents who have not signed up still receive important
updates because alerts are also posted directly on the town’s website. Visitors to
the website will see alerts displayed prominently at both the top and bottom of the
homepage. These placements are used to communicate time-sensitive information
such as weather alerts, snow removal updates, and changes to trash collection
schedules. The system proved especially helpful during recent storms when the
town needed to quickly share service updates with the public.
Ms. Ainsley explained that the town’s updated website makes it easier for
residents to find information such as event listings, meeting agendas, and the
community calendar. Department pages are also easier to maintain, allowing staff
to update information within the same day when needed.
Another communication tool is the town’s quarterly newsletter. These newsletters
are created through collaboration among various town departments and provide
updates on projects, initiatives, and success stories occurring throughout the
community.
She also emphasized that town staff are continually seeking grant funding
opportunities. The town works across departments to pursue funding for water
and sewer infrastructure, economic development initiatives, recreation
improvements, housing programs, and other community projects.
Ms. Ainsley highlighted the importance of maintaining a presence in regional and
statewide organizations. She explained that the Town of Pulaski participates in the
Home Consortium and regularly attends meetings with regional economic
development organizations through the New River Valley.
She personally serves on several boards and community organizations, including
Pulaski Proud, Pulaski On Main, Friends of Peak Creek, and the Pulaski Theatre
board. In addition, the town has been invited to speak at the upcoming 12th
Annual Livability in Action Regional Exchange about the benefits the town is
seeing from its Main Street improvements.
Ms. Ainsley also attended events hosted by the Virginia Economic Developers
Association and stays in regular communication with Pulaski County Economic
Development and economic development professionals from other regions and
recently attended a national Brownfields Conference.
Before concluding her update, Ms. Ainsley commented on the recent opening of
the town’s brewery. She noted that the brewery opened the previous Friday and
immediately created positive economic activity throughout the community.
According to feedback from local businesses, restaurants across town were busy
that evening, and at least one business reported experiencing its largest sales night
since opening. Ms. Ainsley viewed this as evidence that new businesses can
generate broader economic benefits for the entire community. She encouraged the
town to continue building on this momentum in order to maintain positive
economic growth.
During the question period, Vice-Mayor Dawson asked about the mural project
mentioned earlier. Ms. Ainsley confirmed that a location has already been
selected, the side of the Fine Arts Center building, where it will be visible from
Washington Avenue. He also asked whether there has been any recent activity
regarding two prominent properties: the Dalton Building and the former School
Board building. Ms. Ainsley explained that the old School Board building is
currently on the market, but she is not aware of any active development plans.
The Dalton Building is privately owned, and although there have been informal
discussions about possible ideas for the property, no building permits have been
submitted yet.
Councilman Burchett also asked about design renderings for the new Pulaski
Marketplace location. Ms. Ainsley stated she does not have them with her at the
meeting but would be happy to share them. When asked about restroom facilities
from Councilman Erickson, at the new site, she explained that portable units will
be used during the first year of operation. Longer-term plans include constructing
permanent restrooms near the nearby skate park, which would serve both the
skate park and the marketplace.
10. Voting Items
a. Resolution 2026-09 Re-Appointing Charles Underwood to the Town of Pulaski
Redevelopment and Housing Authority
The motion was made by Councilman Clark and seconded by Vice-Mayor
Dawson to adopt Resolution 2026-09.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
b. Resolution 2026-10 Appropriating Funds to the Town of Pulaski Senior Center
The motion was made by Councilwoman Cope and seconded by Councilman
Clark to adopt Resolution 2026-10.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
c. Resolution 2026-11 Appropriating Funds to the Town of Pulaski Volunteer Fire
Service Expenditures
Councilman Clark asked for a staff report.
Manager Day reported that it was the annual allocation from Pulaski County to
the volunteer fire service program for recruitment and retention.
The motion was made by Councilman Clark and seconded by Vice-Mayor
Dawson to adopt Resolution 2026-11.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
d. Resolution 2026-12 Affirming the Town of Pulaski’s Commitment to the Second
Amendment of the United States Constitution and Declaring the Town of Pulaski,
Virginia a Second Amendment Supportive Community
Manager Day clarified that the resolution should not be interpreted as the town
refusing to enforce state laws. He explained that elected leaders and law
enforcement officers have taken oaths to uphold both the United States
Constitution and the Constitution of Virginia, and they will continue to enforce
applicable laws. The resolution is intended as a public expression of support for
Second Amendment rights rather than a rejection of state authority.
Councilman Burchett then delivered prepared remarks emphasizing the
importance of constitutional principles and describing the United States as a
constitutional republic founded on the authority of the Constitution. He stated that
the resolution represents the council’s support for the right of citizens to keep and
bear arms and noted that many residents have expressed strong support for the
measure.
While acknowledging that the resolution is largely symbolic, he argued that
symbolism can carry significant meaning and influence, citing examples such as
national symbols and religious imagery. He concluded by stating his intention to
strongly support the resolution and stand with other Virginians in defense of
constitutional rights.
Following the remarks, the Mayor read the full text of the resolution into the
official record.
The motion was made by Councilman Clark and seconded by Councilwoman
Cope to adopt Resolution 2026-12.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
e. Resolution 2026-13 Resolution in Support of FY27 Community Project Funding
Request for Project Revitalize- Phase One in the Town of Pulaski, Virginia
Ms. Ainsley explained that the resolution is needed to strengthen the town’s grant
application.
Councilman Erickson asked whether the funding would require any local match.
Ms. Ainsley confirmed that it is a grant and would not require the town to
contribute matching funds. She also explained that the application timeline is
extremely short due to the nature of congressional spending requests, which is
why the council is considering the resolution during the current meeting.
When asked about the requested funding amount from Vice-Mayor Dawson, Ms.
Ainsley stated that the town is seeking approximately $1 million. The amount was
determined after discussions with the offices of Congressman Morgan Griffith
and Senator Mark Warner. She added that the town is hopeful the request will be
successful.
The motion was made by Councilman Clark and seconded by Vice-Mayor
Dawson to adopt Resolution 2026-13.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
11. Discussion- No new discussions were presented.
12. Public Comment Period
a. Terrie Sternberg of North Washington Avenue provided an update on the cold
weather emergency shelter that operated earlier in the winter with the permission
of town leadership, including Mayor Collins and Manager Day.
She explained that the shelter operated for 17 days, from January 24 through
February 9. During that period, community volunteers contributed approximately
750 hours of service to support the shelter’s operations. The shelter served
individuals experiencing homelessness or those seeking warmth during extreme
winter temperatures.
During the operation period, 40 different individuals visited the shelter during
daytime hours for warmth or food. Daytime services were available on eight of
the 17 days the overnight shelter operated. In total, the shelter provided 118
overnight bed stays and served 28 different individuals, averaging about seven
guests per night.
Ms. Sternberg shared that the experience demonstrated both the significant needs
within the community and the generosity of local volunteers who stepped forward
to help. Shelter guests were also referred to the New River Community Action
Central Intake program if they wished to pursue housing assistance or other
supportive services. She expressed hope that some of those individuals will follow
up with the organization to move toward greater stability.
She also explained that a debrief meeting was held after the shelter closed. The
meeting included Pulaski County’s Director of Recovery and Prevention, Katie
Thompson, Emergency Management representative Brad Wright, Manager Day,
and others involved in the effort. The purpose of the meeting was to review the
operation, discuss best practices, and identify potential improvements for future
efforts.
Before concluding, Ms. Sternberg thanked Councilman Erickson for personally
volunteering time at the shelter, including staying overnight and assisting during
daytime operations.
b. Tom Underwood raised concerns about property conditions and parking issues in
the town. Using an analogy, he compared improving certain aspects of the town
while neglecting visible problems to “putting a diamond bracelet on a mangy
dog.”
Mr. Underwood pointed to several examples he believed negatively affect the
town’s appearance, including trucks parked near a local business without license
tags and damaged fencing material along a nearby property. He also referenced
situations where multiple vehicles are stored on residential properties, suggesting
that the town should address such issues more consistently.
He emphasized that first impressions are important when people enter the town
and believed the community should establish stronger standards for property
maintenance and business appearances. According to Mr. Underwood, addressing
these issues now could help avoid larger problems in the future, similar to
infrastructure challenges the town currently faces with aging sewer systems.
Mr. Underwood also raised concerns about downtown parking. While
acknowledging that the addition of apartments and increased activity downtown
are positive developments, he believed the available parking is insufficient when
events occur at venues like the theater. He suggested the town consider
demolishing certain underutilized buildings to create additional parking and
requiring developers who build apartments to provide adequate parking for
residents.
He concluded by encouraging council members to continue thinking about long-
term planning and the town’s overall vision.
13. Consent Agenda
a. Consideration of February 17, 2026 Town Council Minutes
The motion was made by Councilman Clark and seconded by Councilwoman
Cope to adopt the minutes as written.
Jeremy L. Clark- Aye G. Tyler Clontz- Absent Mayor Collins- Aye
Sunshine N. Cope- Aye Steven W. Erickson- Aye
Brooks R. Dawson- Aye Joel B. Burchett- Aye
14. Council Comments & Board Updates
Councilman Clark noted that he drove around town during the weekend and observed a
high level of activity, particularly following the opening of the new brewery. He agreed
that while parking can be challenging, the increased activity is ultimately a positive sign
for the community. He also echoed some of the concerns raised earlier about property
conditions near certain businesses and stated that establishing clearer standards for
properties may be necessary.
Councilwoman Cope congratulated downtown businesses and expressed excitement
about the level of activity the town experienced during the weekend. She acknowledged
that parking can be limited but describes it as a “good problem to have,” since it reflects
increased visitors who are supporting local restaurants, shops, and other businesses.
Vice-Mayor Dawson shared a similar perspective, stating that in many communities, easy
parking often indicates that little activity is taking place. While he agreed that parking
should continue to be monitored and addressed when possible, he sees the current
situation as a positive indicator of economic activity in town. He also addressed the
earlier public comments about property conditions and code enforcement. He emphasized
that the town’s code enforcement staff are actively working on a large number of cases
and are highly engaged in addressing violations. He explained that code enforcement
often involves lengthy processes, including inspections, follow-ups, and sometimes court
proceedings, which can make resolving issues time-consuming. While acknowledging
that significant work still remains, Vice-Mayor Dawson stressed that the department is
actively pursuing improvements throughout the community.
Councilman Erickson shared a personal observation from the weekend, noting that for the
first time in years, he was not frustrated about difficulty finding parking downtown.
Instead, the lack of available spaces reflected the large crowds attending activities around
the brewery, pleasant weather, and an event at the Pulaski Theatre. He viewed this as an
encouraging sign of growth and increased community engagement. He also referenced an
example from a local business owner who recently hosted an event. After posting
information about the event on social media, the business reportedly received multiple
phone calls within minutes. The example illustrated how quickly community members
respond to announcements and highlights the importance of effective communication and
promotion for local events.
Councilman Burchett reflected on the earlier concerns raised about property appearance.
He explained that the town already has detailed codes addressing property maintenance,
fencing, and other standards. However, enforcing those codes can be complicated and
resource-intensive. He expressed hope that property owners will take pride in maintaining
their properties without requiring strict enforcement actions. He noted that many property
owners do not live locally, which can sometimes make improvements more difficult to
address.
Mayor Collins also responded to the discussion by acknowledging that while the town
may still have areas that need improvement, progress is being made. He compared the
town’s situation to “taking the dog to the groomer,” emphasizing that positive changes
take time. To illustrate ongoing enforcement efforts, Mayor Collins shared recent
monthly statistics from the town’s code enforcement officer, Carla Hodge. During the
month, she opened 13 new property maintenance cases, investigated 25 complaints,
conducted 28 follow-up inspections, and handled several violations involving vehicles,
trash, and zoning issues. Additional actions included assisting with animal control cases,
addressing agricultural violations, releasing property liens, and participating in
professional meetings. He noted that these statistics demonstrate the amount of work
being done behind the scenes to improve the town. He concluded by emphasizing that
many visitors to Pulaski speak positively about the community, suggesting that residents
themselves may sometimes overlook the town’s strengths.
Mayor Collins acknowledged the concerns raised earlier during public comment. He
explained that many issues take time to address and that municipal processes can move
slowly due to legal requirements and procedural steps. While agreeing that there are
visible problems in certain areas, he emphasized that the town is actively working to
address them and gradually make improvements.
Mr. Underwood raised a question about whether similar enforcement efforts have been
applied to larger commercial properties, suggesting that it may sometimes appear that
smaller residential properties are easier to pursue through enforcement actions. Manager
Day responded that many complaints the town receives are cosmetic in nature, noting that
roughly 95 percent of complaints relate to visible appearance issues, while the majority of
infrastructure problems the town faces are not easily seen by the public.
Manager Day also mentioned that letters related to properties along Route 11 had
recently been sent out, explaining that the timing may appear delayed due to complicated
historical circumstances surrounding those properties. In addition, he shared that
discussions are underway about potentially purchasing property near the brewery to
create additional parking, indicating that staff are actively considering solutions to the
downtown parking shortage.
While acknowledging the current parking challenges, Mayor Collins reiterated that
increased demand for parking reflects economic activity and community growth. He even
suggested that if development continues to increase, the town may eventually need to
consider a parking garage. Though such a project may seem ambitious, he viewed it as a
positive sign if the community reached that point because it would indicate strong
business activity and increased visitors.
15. Manager’s Report
Manager Day provided an update on a community gift card initiative that has been
coordinated by town staff member Jackie Reed. The program involves local businesses
donating gift cards from Food City that will be distributed to community members in
need.
He explained that the program began when GFL Environmental challenged other local
businesses to contribute. GFL initially donated $500 in Food City gift cards, and several
businesses quickly matched or exceeded the challenge. King Tire contributed $500,
Cullip Services and Cullip Realty donated $1,000, and New River Medical Group added
another $500.
Through these contributions, the gift card giveaway has collected 25 gift cards valued at
$100 each. These cards will be distributed to community members who are nominated by
friends, family members, or other residents. The final selection process will be handled
carefully to ensure fairness and avoid any appearance of political bias. He noted that the
giveaway has generated excitement and appreciation throughout the community, as many
recipients will likely be surprised and grateful for the support.
Manager Day thanked the businesses that contributed and encouraged additional
businesses to participate if they are able. He explained that the initiative is intended to
directly benefit local residents and families by helping them with groceries and other
essential expenses.
He also reflected on the large number of projects currently underway in Pulaski. He noted
that many of the projects discussed during the meeting represent ideas and initiatives that
were first introduced when he began working for the town. Altogether, these projects
represent more than $40 million in ongoing investments and improvements.
He emphasized that the town still has significant work ahead, but believes the progress
being made demonstrates forward momentum. Some projects focus on visible
improvements such as beautification and downtown enhancements, while others involve
larger infrastructure needs such as water and sewer improvements.
Manager Day also discussed his positive working relationship with local businesses,
including DCT Industrial. He explained that after a recent conversation with the
company, they installed a new fence at one of their facilities. In response to the earlier
comments about damaged fencing in another area, he indicated he will contact them
again to address the issue.
Throughout his remarks, Manager Day stressed that many concerns raised by residents
are already being addressed behind the scenes. However, due to the complexity of
government processes, progress can sometimes appear slower than residents expect.
Councilman Erickson asked about the Route 11 letters mentioned earlier. Manager Day
explained that there is a particular stretch of property along Route 11 that appears to need
improvements. He acknowledged that building code enforcement often involves lengthy
legal processes, including inspections, notices, and court proceedings. These procedures
can take months before any visible results occur.
He noted that the town has a highly capable and knowledgeable staff who are actively
working on many issues simultaneously. While residents may sometimes question
whether certain concerns are being addressed, he encouraged community members to
reach out to town staff directly if they have questions. According to Manager Day, many
residents would be surprised to learn how much work is already underway.
He reiterated that the town is not ignoring these issues and that staff members are not
complacent about addressing community concerns.
16. Reminder of Future Council Meeting
a. March 17, 2026; Closed Session 6:00 p.m.; Open Session 7:00 p.m.
17. With no further business, the Mayor adjourned the meeting at 8:28 p.m.