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HomeMy WebLinkAbout04-07-26J 1 Town Council Meeting Minutes April 7, 2026 1. The Mayor called the meeting to order at 6:01 p.m. and asked for a roll call. Jeremy L. Clark- Aye Sunshine N. Cope- Aye Brooks R. Dawson- Aye G Tyler Clontz- Aye Steven W. Erickson- Aye Joel B. Burchett- Aye Mayor Collins- Aye 2. Modification to Public Session- No modifications were made. 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. Appointments to Boards The motion was made by Vice -Mayor Dawson and seconded by Councilwoman Cope. Jeremy L. Clark- Aye Sunshine N. Cope- Aye Brooks R. Dawson- Aye G. Tyler Clontz- Aye Steven W. Erickson- Aye Joel B. Burchett- Aye Mayor Collins- Aye Th following councilmembers and staff entered into Closed Session: Councilman Clark, Councilwoman Cope, Vice -Mayor Dawson, Councilman Clontz, Councilman Erickson, Councilman Burchett, Mayor Collins, Town Manager, Todd Day, and Clerk of Council, Ms. Hale. 6:15 p.m. Budget Work 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. Appointments to Boards The motion was made by Councilwoman Cope and seconded by Vice -Mayor Dawson. Jeremy L. Clark- Aye Sunshine N. Cope- Aye Brooks R. Dawson- Aye G. Tyler Clontz- Aye Steven W. Erickson- Aye Joel B. Burchett- Aye Mayor Collins- Aye Manager Day informed the council that a proposed budget will be ready for their review in two weeks and confirmed that he will be prepared to present it at that time. Page 1 of 18/ April 7, 2026 He reflected on the town's use of ARPA (American Rescue Plan Act) funds, noting that approximately $10 million was received and, in his view, spent responsibly on critical infrastructure such as the water tank and chlorine system. However, he explained that the availability of these funds, combined with staff turnover, created a period of financial ease where the town became accustomed to paying cash for major expenses, including public works and fire department needs. This led to a more relaxed financial approach over the past three years, which he is now working to correct, particularly in terms of budgeting discipline. Manager Day discussed ongoing sewer system issues, and referenced pump stations 4A and 4B. He described a recent conversation with Jeff Worrell of the Pepper's Ferry board. He emphasized the importance of better cooperation and a proactive approach to infrastructure management. Currently, public works run reactively due to the aging system and many of unresolved projects. This forces prioritization of essential repairs over enhancements like sidewalks or beautification. He introduced the concept of departmental "wish lists," distinguishing between "needs," which are essential for operations, and "wants," which improve efficiency but are not critical. Manager Day outlined significant expenses related to pump station repairs at 4A and 4B, totaling $192,000 since the beginning of his tenure. These costs were necessary just to maintain basic sewer operations and ensure wastewater could reach Pepper's Ferry. He described the severity of system failures, including multiple pumps and motors being down. During a tour of the Pepper's Ferry facility, the monitoring board for Pulaski's pump stations was described as lighting up like a "Christmas tree," indicating widespread faults. These repairs were not originally budgeted and had to be funded using ARPA money. Additional infrastructure costs are discussed, including $99,000 for water line replacements and ongoing meter replacement efforts. Despite replacing 800 meters, the town still manually reads 400 to 500 meters each month due to funding limitations. Completing the replacement of standard residential meters will require an additional $69,000. He also highlighted a broader issue with outdated commercial meters, many of which are large, antiquated positive displacement meters. These meters degrade over time as internal components clog, reducing accuracy and leading to revenue loss due to underreporting of water usage. In total, ARPA funds covered $355,000 in essential infrastructure needs, emphasizing that these were necessary repairs rather than optional improvements. Page 2 of 18/ April 7, 2026 Manager Day continued by detailing unresolved issues at pump stations. At 4A, one influent pump remains nonfunctional, with an estimated replacement cost of $150,000. Another pump is intentionally left unrepaired due to financial constraints. Similarly, at 4B, one influent pump is also not working. He stressed that the challenge is not a lack of awareness of these problems but rather the inability to fund repairs. The town must make difficult decisions about which issues to address based on available financial resources. The discussion shifted to property reassessments, which occur every six years and are intended to reflect current market values. Manager Day explained that these reassessments can temporarily increase revenue, but over time, inflation and economic changes erode that benefit. He noted that the county is considering more frequent reassessments (every two or four years) to stabilize revenue. He cautioned council members against politically motivated rate reductions that could negate the financial benefits of reassessment increases. He also previewed that the upcoming balanced budget will include six months of increased revenue based on new property values, as the timing of tax collection limits the full -year impact. Manager Day described urgent equipment needs within public works. A dump truck recently failed catastrophically, breaking in half, prompting the purchase of two replacements. He also plans to acquire a skid loader. He recounted two major water leaks from the previous year, one of which resulted in a boil water notice on Main Street. The primary issue was the town's inability to remove water from excavation sites due to inadequate pumping equipment. Small pumps were insufficient, forcing reliance on assistance from the county and Pepper's Ferry. To address this, the town is planning to purchase an $80,000 pump to improve emergency response capabilities. Manager Day encouraged the council to carefully consider debt management and expressed his preference against altering the general fund tax rate structure. He acknowledged the political nature of such decisions while positioning himself as focused on operational realities. He referenced a November 251" email in which he invited council members to propose topics or changes for budget discussions. Before finalizing the budget, he offered the council members another opportunity to suggest alternative approaches or priorities. In closing, Manager Day reassured the council that significant progress has been made over the past five to six years. He highlighted major accomplishments, including a $25 million water plant upgrade, and noted the long-standing consent order (approximately Page 3 of 18/ April 7, 2026 11-12 years) that this project will help address. He emphasized that, despite current challenges, the town has made substantial strides in improving its infrastructure. Manager Day continued by discussing the long-standing consent order tied to the town's water system. He recounted a recent meeting with the health department, attended by himself and key staff members, where they spent roughly an hour and a half reviewing ongoing compliance issues. He noted that while the health department raised numerous concerns, they acknowledged that the current staff is not responsible for past shortcomings. However, as the current administration, his team is now responsible for addressing them. He emphasized that although the consent order had been dormant for years, it had not been ignored under his leadership. He outlined the magnitude of the town's infrastructure challenges. In addition to the $25 million water plant improvement project, which includes structural issues such as a cracked rear wall, there is also a $4-6 million sewer interceptor project and approximately $200,000 in needed meter replacements. He further revealed a major, previously unannounced project: a $10 million sewer pump station initiative. He highlighted the dire condition of the Critzer pump station, describing it as structurally failing, with its concrete base collapsing into a sewage -filled wet well. This situation is confirmed by staff and characterized as a serious and visible example of the system's deterioration. Manager Day explained that while there are many projects he would like to pursue, but his immediate priority is stabilizing critical infrastructure and addressing hidden failures that are not visible to the public. His focus is on ensuring long-term reliability rather than pursuing new or more visible improvements. Despite infrastructure challenges, Manager Day emphasized that the town continues to produce some of the highest -quality water in the Commonwealth of Virginia, even earning another award for water quality. However, he contrasted this achievement with the deteriorating condition of the physical plant, noting that while the water quality remains excellent, the surrounding facilities are in serious decline. He reaffirmed his commitment to maintaining high water quality standards. Councilman Burchett responded by acknowledging the previously shocking condition of the water infrastructure but expressed appreciation that a plan is now in place. They then shift focus to the sewer system, asking whether Manager Day was considering alternative strategies for managing sewer infrastructure, beyond simply budgeting for repairs and replacements. The question specifically probed whether broader structural or operational changes are being evaluated. Page 4 of 18/ April 7, 2026 Manager Day clarified that alternative strategies are indeed being explored, particularly regarding operational responsibility. He referenced communication with Ryan Hendrix and ongoing discussions with Pepper's Ferry about potentially collaborating on the maintenance and operation of pump stations. Historically, Pepper's Ferry has maintained these systems while the town retained ownership, and this model may be revisited. He explained that the town lacks the tax base to support a dedicated, full-time maintenance crew for these complex systems without increasing taxes or fees. As a result, the town remains in a reactive maintenance mode rather than a proactive one. The discussion turns to the financial implications of maintenance strategies. Manager Day acknowledged that the town can estimate both the costs of continuing reactive maintenance and the higher costs associated with a proactive approach. Councilman Burchett expressed interest in comparing these scenarios to better understand the trade- offs between short-term savings and long-term system reliability. Manager Day outlined a forward -looking plan to collaborate with Pepper's Ferry and town staff to jointly design and improve sewer pump stations. The goal is to create a system that Pepper's Ferry could eventually take over or help manage more effectively. This would involve them from the beginning so they are familiar with the infrastructure and confident in its design and operation. He also mentioned the possibility of engaging engineering firms with experience working with Pepper's Ferry to ensure alignment and continuity. Vice -Mayor Dawson raised questions about the town's financial position, particularly the apparent growth in fund balances within the sewer and water funds. He noted that the sewer fund balance appears significantly higher than recommended levels and questioned why these funds cannot be used to address pressing infrastructure needs, such as the $150,000 pump repair. He also pointed out that the town's debt per capita is relatively low, suggesting there may be capacity to take on additional debt if needed. He expressed difficulty reconciling the existence of these reserves with the claim that critical repairs cannot be afforded. Manager Day responded by clarifying the actual fund balances: just over $3 million in the general fund, slightly over $1 million in the sewer fund, and approximately $250,000- $300,000 in the water fund, which he identified as the most financially vulnerable. He also referenced a recent audit issue involving bond coverage requirements tied to older debt. The town had to ensure compliance with these requirements to avoid triggering concerns from oversight entities like the Virginia Resources Authority, which could jeopardize future funding opportunities. Page 5 of 18/ April 7, 2026 Manager Day explained that funds are already being reallocated to address needs, including transferring money from the general fund to the water fund, an uncommon but necessary step. He also outlined a shift in financial strategy: instead of paying cash for large purchases, the town is moving toward financing equipment such as dump trucks, utility vehicles, and heavy machinery through payments. This approach is intended to preserve cash reserves in the short term, though he acknowledged that fund balances will inevitably decline as major expenses are addressed. Addressing the earlier confusion about the sewer fund balance, Manager Day explained that its current level is largely due to ARPA-related reimbursements. The town used ARPA funds to pay for sewer projects initially funded through the health department, and those funds were later reimbursed through grants, resulting in a temporary increase in the sewer fund balance. He emphasized that this is not a sustainable or typical funding source and should not be interpreted as excess available cash. Manager Day concluded by acknowledging that while funds are available and being used, they cannot sustain ongoing infrastructure demands indefinitely. He reiterated that the town will draw down its fund balances over time and referenced guidance from organizations like VACO and VML, which recommend financing capital expenses rather than paying cash outright. He cautioned that the current reserves will be depleted over the coming years as the town addresses its extensive infrastructure needs, reinforcing the importance of strategic financial planning moving forward. He continued by emphasizing that although funds appear to be available, particularly in the general and sewer funds, much of that money is already effectively committed to known and upcoming expenses. He explained that he has no choice but to transfer funds into the water fund, which is significantly under-resourced, in order to cover essential needs like meter replacements. While not every dollar is formally allocated, enough is effectively "spoken for" that the remaining balance must be preserved as a safety cushion. He further explained that there is no universally agreed -upon standard for how much fund balance a locality should maintain. Different organizations, such as VML, VACO, and auditing firms provide varying recommendations, leaving local governments to make judgment calls based on their own financial conditions, upcoming projects, and risk tolerance. He highlighted the tension between maintaining reserves and responding to constituents who may question why funds are being held rather than spent. Page 6 of 18/ April 7, 2026 Manager Day underscored the vulnerability of the town's finances by pointing out that a $3 million general fund reserve could be quickly depleted by a major emergency, especially given that the water fund has only about $300,000 available. He contextualized this within the town's $10 million general fund budget and rising operational costs, including a 7% increase in health insurance expenses, totaling over $1 million annually across all funds. While this increase is relatively moderate compared to other localities, it still adds financial pressure. Councilman Erickson inquired about potential fines or penalties related to sewer overflows. Manager Day responded that, while there have been warnings, no significant financial penalties have been imposed during his tenure. However, he noted that in the past month alone, there have been three overflow incidents. He clarified that these overflows are not primarily caused by pump failures alone but by the broader issue of an aging and deteriorating sewer system. Staff regularly report these incidents to the Department of Environmental Quality (DEQ), with Mr. Painter frequently drafting formal letters of explanation. Certain locations, such as the Critzer pump station, experience recurring overflows, reflecting systemic issues rather than isolated failures. Manager Day elaborated that while some overflows may appear to be linked to specific pump issues, the root causes are deeper. For example, at station 4A, clogged pump components, caused by materials that should have been filtered out earlier, lead to failures. The filtration systems themselves are outdated or nonfunctional, compounding the problem. He made it clear that replacing individual components, such as a single pump, will not resolve the broader issue. Instead, the long-term solution lies in comprehensive infrastructure upgrades, including the estimated $10 million sewer system project. Additional infrastructure problems are discussed, including outdated electrical systems at pump stations. Some facilities still rely on old fuse -based systems that fail during even minor power disruptions. Manager Day noted that discussions with the power company have confirmed the need for modernization. Councilman Erickson expressed strong support for addressing sewer infrastructure, comparing its urgency to the previously prioritized water system improvements. Manager Day reiterated that his primary goal is to ensure the council recognizes the progress that has been made while also understanding the significant work that remains. He referenced past discussions, such as concerns about fire hydrant replacements, noting that progress has been limited due to broader system constraints, including the inability to maintain sufficient water levels. Page 7 of 18/ April 7. 2026 He highlighted a recent water leak repair that has had a substantial positive impact on the system. Early indicators suggest improved efficiency, including better water retention and reduced losses, though full data will take additional billing cycles to confirm. He anticipated noticeable improvements in system performance metrics, potentially reaching levels in the 70% range, which would represent a significant gain. In response to a question about grant funding from Mayor Collins, Manager Day noted that multiple applications are underway. He expressed particular optimism about a congressional grant that has advanced to the next stage, which could significantly assist with water system debt service if approved. However, he cautioned that until the funding is officially secured, the town must continue operating under current constraints. In response to a question raised by Councilman Erickson of water usage, Manager Day explained the impact of aging water meters on revenue collection. As mineral buildup accumulates inside meters, they become less accurate, underreporting water usage. This leads to reduced billing and lost revenue over time. He warned that as new meters are installed, residents may see higher bills, not due to increased usage, but because the new meters provide more accurate readings. The town has already communicated this to residents and will continue to do so. He provided an example of an apartment complex where some meters are completely nonfunctional, meaning water usage is not being recorded at all. This represents a significant loss of revenue and highlights the urgency of the meter replacement program. He suggested prioritizing such high -impact locations to maximize financial recovery. He shifted to discussing how funding requests from external groups are evaluated in response to Councilwoman Cope. He explained that his recommendations to the council are guided by the extent to which request benefits the broader community. Requests that serve the entire population are given greater consideration, while those benefiting smaller, specific groups may receive less funding. He also noted that many requests are reduced or filtered before reaching the council, as approving all of them would not be financially feasible given the town's infrastructure obligations. Manager Day revisited previously planned rate increases, clarifying that while the original plan called for 25% annual increases in water rates over three years, the upcoming increase will be closer to 19%. He explained that initial projections were intentionally set high to allow flexibility. Sewer rates are expected to increase by approximately 14%. Additionally, the sewer rate structure will be adjusted to mirror the water system's tiered structure, simplifying billing and ensuring consistency. Page 8 of 18/ April 7, 2026 Council members discuss the implications of adjusting the planned rate increases. Councilman Erickson suggested that maintaining the originally announced 25% increase might better prepare the town for future financial needs, even if the current increase could be lower. Manager Day responded that reducing the increase now allows the town to demonstrate responsiveness to public concerns, especially after significant backlash to the initial proposal. However, he acknowledged the risk that future unforeseen expenses could necessitate larger increases later. The discussion concluded with recognition of the delicate balance between financial responsibility and public perception, as well as the uncertainty inherent in long-term infrastructure planning. The conversation concluded the earlier discussion on rate increases, with Manager Day acknowledging the council's concerns about public perception and the impact of raising rates again. He reiterated that he understands their perspective and will take it into consideration as he finalizes the budget. However, he emphasized the need to move forward, stating that he will return in two weeks with a proposed budget for council review, at which point further discussion can occur. Manager Day introduced another significant consideration: the potential creation of a new public works crew focused specifically on infrastructure maintenance, particularly water line replacement. He noted that while much attention has been given to the water plant and sewer system, the distribution system itself, pipes and lines throughout the town, has not been adequately addressed and represents a major area of concern. He outlined that establishing such a crew would require a substantial financial commitment, estimating approximately $1 million over the first three years, including equipment such as a dump truck and utility truck, as well as approximately $337,000 in salaries. The long-term goal would be to create a team dedicated solely to replacing aging lines, rather than constantly reacting to water leaks and sewer issues. However, he acknowledged that the town is not currently in a position to implement this plan immediately, but suggests it as a future objective. Councilman Burchett asked for an update on a previous initiative in which residents were asked to identify the type of service lines entering their homes, particularly concerning potential lead piping. Manager Day confirmed that the lead service line study has been completed after taking approximately three to four years. He explained that while the study itself is finished and no further action is currently required in that regard, periodic water quality testing will continue as part of the standard Page 9 of 18/ April 7, 2026 regulatory requirements. Residents may still occasionally receive requests or materials for water sampling, as ongoing monitoring is mandatory for all localities. 7:08 p.m. Open Session 5. Councilman Erickson 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- No modifications were made. 9. Presentations a. American Heart Association Heartsaver Hero Awards- Chief J. Conner, Town of Pulaski Fire Department Chief Conner recounted a March 6th incident in which public safety personnel responded to a call at the bike park involving an unresponsive individual. Engine 6 personnel self -dispatched after hearing the call and arrived to find a bystander already performing CPR. Fire and EMS teams took over resuscitation efforts and continued CPR until achieving spontaneous circulation. Chief Connor noted that, as of the day of the meeting, the individual remains alive in the hospital. He highlighted the rarity of survival in such cases, explaining that fewer than 8% of cardiac arrests caused by traumatic injury are survivable. He emphasized the collaborative nature of emergency response, noting that during such incidents, agencies across town, county, and state function as a unified team. Chief Connor explained that the incident was submitted for recognition, and the American Heart Association deemed it worthy of a Heart Saver Hero Award. Supervisory personnel and leadership, including fire and EMS officials as well as the Dispatch Director, are invited forward. A formal letter from the American Heart Association was read aloud, commending the recipients for their swift, courageous actions and emphasizing the importance of CPR in saving lives. The letter also encourages recipients to promote CPR training and awareness within the community. Awards are then presented to multiple individuals involved in the response, including fire, EMS, and public safety personnel. The ceremony highlighted the Page 10 of 18/ April 7, 2026 collective effort required in emergency response and celebrated each individual's contribution to the successful outcome. Special attention was given to dispatchers, whose role is often overlooked. Chief Connor explained that while national awards typically recognize only those who physically assist patients, dispatchers play a critical role as first responders, providing emotional support, guidance, and instruction to callers during emergencies. To address this gap, local leadership created a separate certificate of recognition for dispatch staff. A written commendation was read, praising their professionalism, calm demeanor, communication skills, and essential role in emergency response. Certificates were presented to several dispatchers. Chief Connor concluded the awards segment by recognizing two younger firefighters who participated in the incident. He commended their dedication, skill, and enthusiasm for the profession. Both individuals were awarded a unit citation along with life-saving pins to be worn on their uniforms, symbolizing their role in the successful rescue. Mayor Collins expressed appreciation to all first responders, acknowledging the critical and often life-saving work they perform for the community. b. Instill Mindfulness Budgeting Request- Regina Szerokman, Pulaski Leadership Team Member, Instill Mindfulness Ms. Szerokman began her presentation by reciting the Instill Mindfulness mission, which supports individuals facing mental health challenges, substance abuse, homelessness, and crisis situations, using a peer -based, compassionate approach. She explained that the organization provides crisis stabilization, resource navigation, and connections to treatment and recovery services at no cost. While they do not directly provide housing, they assist individuals in finding available options. Additional support includes safety planning, emotional support, and occasional material assistance such as food, clothing, and transportation. Ms. Szerokman presented measurable impact data: in 2025, the organization served I I I individuals, all from Pulaski County. That number is expected to increase to 205 in 2026, with projections of up to 350 as capacity grows. The estimated value of services is projected to rise from $25,000 in 2025 to $70,000 in the future. Volunteer engagement is also increasing, with hours expected to grow from 200 to 500. Page 11 of 18/ April 7, 2026 She identified three primary outcomes: reducing crisis escalation, increasing access to recovery resources, and strengthening community infrastructure. She noted that this work reduces strain on emergency services and supports broader community well-being. She concluded by requesting $12,000 in funding from the town as part of a larger $340,000 budget supported by multiple partners. The funds would help expand emergency response capacity, including hiring a full-time peer recovery specialist to support operations and allow leadership to respond more directly to crises. She emphasized that this investment would enhance coordination with first responders and improve outcomes for individuals in need. Following the initial presentation, Councilwoman Cope asked follow-up questions regarding Instill Mindfulness's funding structure and operational growth. Ms. Szerokman confirmed that the organization does pursue grant funding and references a previously shared budget document outlining their financial structure, including the total $340,000 budget. Vice -Mayor Dawson inquired specifically about a notable increase in the rent or lease line item, from $10,000 to $22,000, which reflected an expansion from one suite to two. Representatives clarify that this increase corresponds to their move into a significantly larger space, now occupying the former Beans and Rice area. This expanded footprint provides three to four times the space they previously had, enabling broader programming and improved service delivery. Additional staff elaborated on how the new space enhances operations. Previously limited to a single room, the organization now has designated areas for different functions: a drop -in space where individuals can come at any time, private areas for one-on-one peer support, and separate rooms for group meetings and workshops. This allows them to better address varying needs, including confidential conversations and structured programming. The expanded facility has also enabled community -oriented events and partnerships. Examples include hosting holiday meals such as Easter, Thanksgiving, and Christmas, with over 100 meals distributed during a recent Easter event. They have also held events like a Super Bowl gathering and collaborated with other organizations, such as supporting backpack meal programs. Overall, the additional space has significantly increased their capacity to serve and engage the community. 10. Voting Items Page 12 of 18/ April 7, 2026 a. Resolution 2026-14 Re -Appointing Candidates to the Town of Pulaski, Virginia Architecture Review Board and Pulaski Redevelopment and Housing Authority The motion was made by Vice -Mayor Dawson and seconded by Councilwoman Cope to adopt Resolution 2026-14. Jeremy L. Clark- Aye G Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Aye Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye b. Resolution 2026-15 Appointing Tyler McDaniel to the Town of Pulaski, Virginia Architecture Review Board The motion was made by Councilman Clontz and seconded by Vice -Mayor Dawson to adopt Resolution 2026-15. Jeremy L. Clark- Aye G Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Aye Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 11. Public Comment Period- No speakers were present. 12. Consent Agenda a. Consideration of March 17, 2026 Town Council Minutes The motion was made by Vice -Mayor Dawson and seconded by Councilman Clontz to adopt the minutes as written. Jeremy L. Clark- Aye G Tyler Clontz- Aye Mayor Collins- Aye Sunshine N. Cope- Abstained Steven W. Erickson- Aye Brooks R. Dawson- Aye Joel B. Burchett- Aye 13. Council Comments & Board Updates Councilman Clark highlighted the upcoming National Telecommunicator Week and promoted an "Adopt -a -Dispatcher" initiative organized by the 9-1-1 dispatch center. Community members are encouraged to participate by providing small gifts or tokens of appreciation to dispatchers, recognizing their essential role in emergency response. Councilwoman Cope noted the transition into mowing season and acknowledged ongoing public works efforts, including pothole repairs. She also expressed enthusiasm for upcoming community events such as "Chrome in the Valley," which is expected to draw Page 13 of 18/ April 7, 2026 visitors to the downtown area. Additionally, she commended the earlier recognition of first responders, suggesting that such acknowledgments are valuable and meaningful for the community. Vice -Mayor Dawson commended the police department for exemplary follow-through on a concern raised by a citizen. He highlighted the importance of community engagement and communication, noting that the situation demonstrated effective collaboration between residents and law enforcement. The police department is publicly thanked for its responsiveness and commitment to community policing. The discussion then shifted to the town's budget process. He asked whether the proposed budget can be shared with council members prior to the next meeting to allow time for review and more productive discussion. Manager Day confirmed that the budget will be distributed as soon as it is finalized and balanced, and noted that there is no immediate pressure for approval at the next meeting. Further discussion centers on the desire for a long-term financial outlook. Vice -Mayor Dawson requested a general five-year financial forecast to better understand projected trends in expenses, revenues, payroll, and debt service. He emphasized that even a high- level projection would help guide decision -making and provide context for future planning. Manager Day agreed to provide such a forecast but cautioned that long-term projections in the region can appear discouraging due to economic conditions. It is explained that, unlike some regions that budget based on growth, localities in Southwest Virginia often plan for economic decline. Despite this, Vice -Mayor Dawson reiterated the value of having a forward -looking perspective, even if conditions are uncertain, to better inform financial decisions and strategic planning. The discussion continued regarding the structure and clarity of the upcoming budget presentation. Manager Day explained that the budget document will include several comparative data points: prior year budget figures, current year figures as of December 31 (representing roughly 50% of the fiscal year), proposed line items for the upcoming year, and a column indicating any changes. Importantly, each change will be accompanied by an explanatory note to provide context and reasoning. While Manager Day acknowledged that translating all institutional knowledge and operational nuances into written explanations can be challenging, he emphasized that the document will be detailed and transparent. The goal is to ensure that both council members and constituents can understand the rationale behind financial decisions and identify any significant adjustments. Councilman Erickson questioned an unfinished section of sidewalk on Main Street. Manager Day explained that the delay is due to the installation of additional water meters that were not included in the original project scope. The work is expected to be completed within the next week or two. Page 14 of 18/ April 7, 2026 This leads to a broader observation about downtown growth. While ongoing construction and repeated excavation of newly completed sidewalks may be inconvenient, it is framed as a positive sign of economic development, with additional buildings expected to require similar utility upgrades in the future. Councilman Erickson also raised concerns about the condition and consistency of trees along Main Street. Manager Day confirmed that older trees, particularly those near the creek and behind Town Hall, will be removed due to age and infrastructure concerns. Some replanting is already budgeted, though not all trees may be replaced, depending on available resources and priorities. Councilman Burchett expressed strong support for Instill Mindfulness, reinforcing the value of investing in programs that directly improve lives. He emphasized that, despite financial constraints, funding organizations that create meaningful change is a worthwhile investment. He shared a personal experience visiting the facility and witnessing the compassion and effectiveness of staff firsthand, further validating the organization's impact on the community. He raised concern about the potential financial impact of new legislation from the Commonwealth of Virginia, noting that upcoming mandates could impose additional costs on the town. While no immediate action is taken, the issue is flagged as an important consideration for future budgeting and planning. Councilman Burchett also highlighted a recent community cleanup initiative involving town staff and volunteers. Over several weeks, participants, including individuals who do not reside in the town, dedicated time, often during lunch breaks and in poor weather conditions, to pick up litter. The effort is praised not only for its direct impact on cleanliness but also for setting a positive example and encouraging civic responsibility among residents. Additional comments focus on improvements to Main Street from Mayor Collins, particularly the installation of new lighting, which has enhanced the town's appearance and contributed to a sense of pride among residents. He expressed optimism about continued progress and future projects. Recognition is also given to AmeriCorps volunteers who have been assisting with cleanup efforts, including removing illegally dumped tires. Their contributions are described as significant and deeply appreciated, especially given that many volunteers come from outside the area to assist a community with which they were previously unfamiliar. 14. Although the public comment period had officially concluded, a late speaker was permitted to address the council. Antonio Lewis, a long-time resident of Jefferson Street, delivered an impassioned critique of town leadership and decision -making. Page 15 of 18/ April 7, 2026 He began by questioning whether the town is truly progressing, stating that many residents do not see the improvements being described by officials. He raised specific concerns about the placement of a brewery near a skate park and basketball courts, arguing that it sends the wrong message to youth. Mr. Lewis also criticized what he perceives as a disconnect between town leadership and residents, asserting that officials are not adequately engaging with or understanding the community. He suggested that leaders should proactively seek input by visiting neighborhoods and speaking directly with residents rather than waiting for concerns to be brought to them. Infrastructure inequities are another major point of concern. He highlighted neglected road conditions, particularly on Jefferson Street, contrasting them with visible investments in Main Street. He argued that this creates the perception that only certaiii areas receive attention. Mr. Lewis further addressed broader systemic issues, including homelessness and the use of public properties. He questioned why former public buildings have not been repurposed into shelters or service centers, suggesting that such facilities could provide centralized access to resources for vulnerable populations. He also criticized the complexity of the town's water billing system, describing it as confusing and problematic based on personal experience, including service disruptions and disputes. Overall, his remarks reflect deep frustration and a belief that the town is not adequately serving all segments of its population, particularly those who are less visible or economically disadvantaged. He expressed disbelief at the lack of clarity and coordination, emphasizing that such issues contribute to broader dissatisfaction among residents. He concluded by reiterating his concern that the town is not adequately serving all citizens equally. The mayor thanked him for his comments and moved the meeting forward. 15. Manager's Report The Town Manager began his report by noting that he will be absent from the next scheduled meeting. Responsibility for presenting certain updates is handed to another staff member, Jackie Reid, who explained that a colleague (Nate) was unable to attend due to personal reasons but intends to return at a future meeting with a more comprehensive presentation, including visuals. Ms. Reid then highlighted recent and ongoing beautification efforts throughout the town. These include internal initiatives aimed at addressing smaller, often overlooked cosmetic improvements that contribute to overall community appearance. Examples of past efforts include seasonal decorations such as pumpkins and Christmas trees, with a continued focus on enhancing public spaces in simple but visible ways. Page 16 of 18/ April 7, 2026 Attention is drawn to upcoming and ongoing cleanup initiatives. The annual Friends of Peak Creek spring cleanup is announced, scheduled for April 11, with a temporary road closure on Edge Hill Drive to accommodate the event. This year's cleanup is associated with a community kindness initiative, encouraging positive behavior and civic engagement. Ms. Reid also provided detailed updates on the work of AmeriCorps volunteers. Their efforts include extensive cleaning and maintenance at the train station, such as replacing light bulbs, an ongoing challenge due to vibrations from passing trains, and thoroughly scrubbing the facility. Additional projects include painting fences, handrails, and public structures in parks like Heritage Park and Jackson Park. These improvements aim to refresh and maintain public amenities that are widely used by residents. The volunteers are also working on trails and broader cleanup efforts across the community and are expected to remain active for approximately two months. Significant environmental cleanup results are shared, including the removal of large quantities of trash and illegally dumped tires from areas around Peak Creek. Specific figures are cited, such as dozens of tires and multiple bags of trash collected in recent days, underscoring both the scale of the problem and the impact of volunteer efforts. Ms. Reid introduced a major tree planting initiative funded through a grant from the Virginia Department of Forestry. In partnership with local organizations such as Friends of Peak Creek and the New River Conservancy, the town has secured funding to plant approximately 1,100 native trees across parks and green spaces. The planting plan has been developed by environmental professionals, including a certified forester and restoration ecologist, to ensure ecological and practical effectiveness. Trees will be installed in various locations, including Heritage Park, Kiwanis Park, Valley Park, Cool Springs, and along Peak Creek, where they will contribute to environmental restoration, provide shade, and enhance aesthetics. The council was advised that residents will notice young trees protected by green tubes throughout these areas. While not all trees are expected to survive, Ms. Reid expressed optimism about the project's long-term benefits. Coordination has also been done with mowing contractors to ensure maintenance compatibility. The initiative represents a significant environmental and aesthetic investment in the town, with a grant value of approximately $90,000. Before concluding, Manager Day reassured representatives from Instill Mindfulness that their funding request will be reviewed by the council in the coming months. Page 17 of 18/ April 7, 2026 1 16. Reminder of Future Council Meeting a. April 21, 2026; Closed Session 6:00 p.m.; Open Session 7:00 p.m. The mayor closed with remarks emphasizing community pride and shared responsibility. He highlighted the town's natural beauty, particularly its parks, and reiterated that the council members are accessible to residents and committed to addressing concerns brought to their attention. Acknowledging that not all issues can be immediately visible or resolved, he encouraged continued communication between citizens and leadership. 17. With no further business, the Mayor adjourned the meeting at 8:00 p.m. ATTEST C P IU- )I 0-,� a a� Olivia C. Hale Clerk of Council TOWN — /,V of PULAS , -RGINIA W. Shannon Collins Mayor Page 18 of 18/ April 7, 2026