HomeMy WebLinkAbout6 Stormwater Service Delivery and Options 091019Attachment B - Page 1 of 25
TOWN OF
CARRBORO
NORTH CAROLINA
TRANSMITTAL
PUBLIC WORKS DEPARTMENT
To: David Andrews, Town Manager
Board of Aldermen
From: Randy Dodd, Stormwater Utility Manager
Through: Joe Guckavan, Public Works Director
Nick Herman, Town Attorney
Date: August 29, 2019
Subject: Stormwater Service Delivery
Summary
The purpose of this memo is to provide a report regarding the Stormwater Utility's historical
and current services and options going forward. The separate stormwater monthly report
provides additional details and a snapshot of the Stormwater Utility's expanding services.
Service delivery options and a recommendation for next steps are included.
Information
Stormwater Services
The Town's stormwater services have been incrementally increasing over the past 35-40
years, with a broad overview shown in Table 1, as supplemented in Appendices A-C and the
separate monthly report. The Town is transitioning into its largest increase in services with
the new Stormwater Utility, Enterprise Fund, and Advisory Commission.
Until 2018, the stormwater program was staffed through a distributed network of
responsibility across departments and positions. With the formation of the Stormwater Utility
and the establishment of a rate structure with dedicated funding, the program is currently
supporting 2 full time staff positions. The program continues to be supported by other staff
as well.
Attachment B - Page 2 of 25
Table 1: Carrboro Stormwater Program Evolution
Stormwater 1.0
Stormwater 1.1
Stormwater 2.0
Stormwater 2.1
Stormwater 3.0
Focus
Flood mitigation 1.0
Water quality 1.0
Water quality 2.0: Jordan
Flood mitigation 2.0:
Water Quality and Flood
Bolin Creek listed,
Lake Rules, stream
more frequent and intense
Mitigation 3.0
prepare for NPDES,
geomorphology, Bolin
storms
Integrated/holistic
Jordan Lake Rules
Creek watershed
program; robust
restoration
regulatory compliance
Time frame
1980-2000
2000-2007
2007-2012
2013-2018
2018-
Regulatory
Land Use Ordinance
More LUO amendments.
More LUO, Town Code
More LUO amendments
LUO amendments under
adopted and
First approved
amendments.
NPDES permits reissued
review
amended; begin
participation in
floodplain map
NPDES permits reissued
Floodplain map updated.
First NPDES audit
National Flood
NPDES permits issued
scheduled (2020).
Insurance Program
Infrastructure
Legal basis defined;
System inventory
2nd street sweeper
Projects initiated;
maintenance/
Public Works
MS4 defined/inventoried
Inventory update,
equipment
maintains system
condition assessment
15t street sweeper
(planned); 3' street
sweeper; other
equipment?
Program
Not specifically
Not specifically
Grant funds for Bolin
—$150k. Rate Structure,
$820k funding (FY 20).
funding
measured, but
measured, but estimated
Creek Watershed
Enterprise Fund/
Additional HMGP,
(annual)
estimated at <$100k
at <$150k. Some
Restoration obtained.
dedicated funding. FEMA
Public Assistance funds
from General Funds.
additional funds for
HMGP funds sought.
being sought. Additional
program/regulatory
funding needed?
compliance
Administration
Staff assume new
Minimal staff expansion.
More partnering: Clean
Engineering studies;
2 FTEs hired (2018);
stormwater roles;
Environmental Advisory
Water Education
Utility established
Rate structure
contract engineer
Board established.
Partnership; Bolin Creek
SWAC established
hired; Orange
Decided not to establish
Watershed Restoration
County Erosion
Utility.
Team, etc.
Control
Attachment B - Page 3 of 25
Beyond the transition from a formative to operational Stormwater Utility, the program is
experiencing an inflection point for service delivery:
1) EPA and the State are now requiring a higher level of regulatory compliance, record
keeping, and reporting for NPDES permits, which will require additional effort and
capacity. One specific component of the permit for which immediate attention is
especially needed and has been initiated is expanding the Stormwater Control
Measure (SCM) maintenance and inspection program for private properties with
SCMs permitted by the Town (see Appendices for additional information).
2) Recent experience with and concern for more intense storms is leading to a desire for
the stormwater program to play an expanding role in improved resilience to storm/
flood events, and floodplain management. Specific current examples include pursuit
of FEMA Hazard Mitigation Grant Program (HMGP) and Public Assistance funds,
Toms Creek flood mitigation, and support for potential Land Use Ordinance
amendments to improve resiliency.
3) The Jordan Lake Rules will be reviewed in 2020, which could place additional
requirements on the program and Enterprise Fund.
4) Especially in some older sections of town, there is infrastructure that could need
repair/rehabilitation/replacement/retrofitting sooner than in newer parts of town.
Stormwater Enterprise Fund and Rate Structure
The Stormwater Enterprise Fund has been set up to fund both operational and capital
stormwater program needs'. The rate structure established in 2018 assumes that the utility
will be initiating projects with both water quantity/flood mitigation and water quality/
environmental benefits, and there will be a transition time to build up reserves for larger
projects that require more than a year of revenue. Establishing the rate structure created the
initial foundation for a program with dedicated funding. Since the Stormwater Utility is in the
first year of receiving dedicated revenue, there are constraints on currently available funding
for capital/larger projects since capital reserves are just beginning to accumulate. In addition,
the rate structure did not anticipate or try to reconcile:
• the new NPDES permit compliance requirements and record keeping that EPA and the
State are in the process of implementing;
• uncertainties associated with requirements for the Jordan Lake Rules;
• uncertainties with comprehensive asset/infrastructure life cycle repair/rehabilitation/
replacement nor larger equipment purchases, given limited information;
• the hydrologic/meteorological situation in Carrboro since last summer, and the resulting
demands on the stormwater program;
• the staffing or fiscal impacts associated with seeking federal/state funding on a large
scale, as is occurring with FEMA funds through the NC Department of Public Safety.
It is important to emphasize that the adopted rate structure also did not consider the Town's
extension of stormwater infrastructure and services onto private property. The Town attorney
has provided a separate memo on the legal and financial reasons for not having the Town
assume this responsibility. In brief, these reasons include: 1) the constraints of the "public
purpose" doctrine; (2) the level of stormwater service that the Town must provide to all
similarly situated private property owners; and (3) the liability of the Town for assuming
responsibility over stormwater infrastructure on private property.
' This approach is referred to as "pay as you go". According the UNC Environmental Finance Center, it is how
most stormwater programs fund their programs, including capital improvements. The EFC discusses various
funding and financing options at
https://efc.sog.unc.edu/sites/default/files/2019/NC%20Stormwater%20Landscape Final%Mraft O.pdf
Attachment B - Page 4 of 25
Service Level Options Going Forward
Three short term (1-2 year) service level/delivery expansion options are presented (Table 2),
and then a recommendation provided. Note that this table and discussion do not attempt to
comprehensively address the complete suite of services that have been/are being provided,
only the expansion of selected services. In presenting these options, an attempt has been
made to present clear, viable, and practical alternatives that consider and balance all aspects
of the program.
In broad terms, the first option is to continue with implementation as currently in process, the
second is to more moderately further expand and accelerate service delivery than currently
being pursued, and the third is to more assertively expand and accelerate service delivery.
The options presented in Table 2 are broken down by the category/type of service delivery.
To some extent, the individual items presented can be considered independently if a finer
detail of direction to the program than for each option is desired. The first option can be
pursued without a need for a nearer term increase in revenue. The other two options will
require revenue increases, and will also allow for expansion of staff capacity and an
acceleration of capital project implementation over time. An increase would also recognize
that there is an ongoing increase in service delivery costs associated with inflation and other
increases in operating and project delivery costs. Staff have not attempted to present an the
necessary increase in the service charge (fee) associated with these options, pending feedback
from the Board.
An important consideration for planning for service delivery over the next 1-2 years is that
Stormwater staff are/will continue to be supporting FEMA HMGP projects (2 grant cycles,
four residential properties) and Public Assistance efforts (Florence disaster recovery and 2
projects). These are requiring a very significant amount of staff time since their success is
contingent on cooperation across multiple agencies and navigation of many administrative
requirements. The primary motivation is that, if successful, flood mitigation will be provided
for 4 of the most vulnerable residences along Toms Creek, a vulnerable situation at Public
Works will be addressed, and an important infrastructure project will be completed. The
Town could, if successful, also access over $ 1 M of federal and state funds for these projects.
(They are being pursued on a reimbursal basis that requires substantial documentation and
adherence to federal requirements; funding is not guaranteed.) Stormwater staff s pursuit of
these projects is a major reason why the two core/full time Stormwater staff are not currently
able to devote more time to other important activities such as NPDES permit compliance or
other service expansion.
Another important need in planning for future service delivery is for stability and
predictability as the program grows, and also to allow for a "buffer" in staff capacity, for
example, for storm event response, regulatory response, or other unexpected demands on staff
workload.
Attachment B - Page 5 of 25
Table 2. Service Expansion Options Matrix (1-2 year time horizon)2
Services
Current/Planned
Option 1
Option 2
Public Stormwater
Pursue Public Works stream
Update MS4
Finish condition
Infrastructure
restoration and Broad Street Culvert
inventory
assessment;
(repair, rehab,
Replacement.
Initiate system
Develop asset
replace, retrofit,
Develop capital project prioritization
wide condition
management system
extend)
matrix and plan.
assessment
and green
infrastructure plan.
Private
Inspect 25% of SCMs in next 18-24
Inspect 50% of
Inspect 100% of
Stormwater
months.
SCMs within 2
SCMs within 2
Control Measures
years.
years.
Inspections
Regulatory/Water
Prepare for NPDES audit in early
Prioritize/expand
Commit to 319
Quality
2020 as able with current capacity
NPDES permit
grant application for
and workload.
compliance
next grant cycle
Continue to track Jordan Lake Rules.
activities
(2020).
Flood Mitigation/
Continue with FEMA HMGP grants
Launch
Could include
Resilience
and Public Assistance projects.
residential
additional cost
Complete engineering assessment for
assistance
sharing.
Toms Creek catchment.
program within 2
Schedule LUO text
Complete neighborhood pilot
years
amendment public
RainReady project.'
Schedule LUO
hearing by June,
Schedule LUO text amendment
text amendment
2020.
public hearing by December, 2020.
public hearing by
September, 2020.
Stormwater
Continue with Stormwater Enterprise
Consider new
Invest in additional
Operations and
Fund administration and other
contractual
equipment.
Administration
current operations.
services, e.g., on
Consider tiered rate
Initiate workflow management
call Jet Vac and
structure and/or
system.
inspections of
credit manual
MS4
Prepare first annual
stormwater report.
The options provided in Table 2 do not include having the Town assume private stormwater
control measure (SCM) maintenance responsibilities. SCMs are regulated structural devices
that treat Stormwater runoff to reduce both water quantity and quality impacts. The Town's
NPDES permit requires that the Town insure that permitted SCMs are being properly
maintained. The annualized maintenance cost for adequate maintenance for the —170 SCMs
currently permitted by the Town is estimated at about $600k (see Appendix D for details), not
including rehab/repair to bring any SCMs that have not been adequately maintained up to
standards. Having the Town assume responsibility not only would be contrary to the
constraints related to having the Town assume new services and responsibility on private
property mentioned above, but would be cost prohibitive, and also very challenging to pursue
while growing other program components.
2 Options 1 or 2 will require a rate increase. All "Current/Planned" services are implicit in "Option 1".
"Option 1" services are implicit in "Option 2". Only services not included in others are shown for "Option 2".
1 A proposal from the Center for Neighborhood Technology has been prepared.
Attachment B - Page 6 of 25
All things considered and given staff s understanding of the desire to accelerate and expand
service delivery, it is recommended that the Town plan to pursue Option 1 or 2 through an
increase in the stormwater service charge. This will enable the Town to complete current
projects and initiatives and continue to attend to fundamental program development needs,
while also further building reserves and growing services.
Recommendation
Stormwater staff recommend that the Manager and Board of Aldermen receive the staff
report and presentation, discuss the options presented, and direct staff to report back by early
2020 with a recommendation for changes to the service charge and rate structure and
scheduling of a public hearing on these changes.
Attachment B - Page 7 of 25
Appendix A: Highlights and Overview of Stormwater Utility Activities
January -August, 2019
(see separate monthly report and Appendices B and C for additional details)
Service Activity
1. Stormwater Utility rate structure implementation began in July 2018. Staff continued to coordinate with Orange County
Property Tax office, received billing inquires, and updated data for the 2019 billing cycle.
2. Prepared and followed up on Stormwater Advisory Commission and Board of Aldermen agenda materials
3. Administered NPDES Phase II permits
• 6 management measures for Townwide permit
Administration • Coordination with Public Works staff and contractor for Public Works facility permit
4. No new activity for Bolin Creek watershed restoration/TMDL or Jordan Lake Rules compliance
5. Supported FEMA Public Assistance application.
W=
1. Pursued and coordinated public conveyance system maintenance and inspection activities with Streets Division and
community members (uptick due to storm events)
2. Pursuing FEMA Public Assistance funding to address high risk situation at Public Works associated with repetitive and
significant flooding and a rapidly eroding streambank adjacent to the fleet's underground fuel tanks along with a culvert
Infrastructure replacement project for Broad Street. The potential for Public Assistance funding to assist with relocating the Public
Works facility is in the early stages of being reviewed by FEMA/NCDPS staff.
1. Provided staff support for Hazard Mitigation Grant Program (HMGP) acquisition/elevation projects and applications
2. UNC educational outreach internship that promoted trees and tree canopy
3. UNC Institute for the Environment spring semester Capstone team
Community 4. Provided phone, email, and on site consultative services/technical assistance to community members.
5. Prepared materials related to potential residential assistance policy update and program
6. Continued to participate in Clean Water Education Partnership.
7. Held an outreach for the upper Tom's Creek watershed. Worked with the Center for Neighborhood Technology to prepare
proposal for pilot project for this neighborhood.'
Attachment B - Yaae 6 of LJ
1. Provided technical review for projects seeking land use permits and rezoning.
2. Providing staff level review of potential LUO text amendments, and coordinating review with Stormwater Advisory
Planning Commission.
1. Completed stream determinations to clarify inquiries regarding regulated surface waters and associated buffers.
Field 2. Inspected Stormwater Control Measures.
01 3. Initiating update to MS4 system data, condition assessment
4. Continued to participate in a cooperative agreement with Chapel Hill and USGS to support a stream gage on Bolin
Creek.
5. Continued to complete annual benthic monitoring to document Bolin Creek's biological integrity.
Attachment B - Page 9 of 25
Appendix B: Selected Details of Stormwater Program Service Expansion
This appendix provides additional information about the stormwater program's expanded service delivery
as a part of launching of the Stormwater Utility.
Community Assistance and Engagement
As a part of the stormwater program's daily workload, staff routinely and frequently respond
to a variety of stormwater related inquiries and concerns through on site and office meetings
and phone and email support. To date, assistance provided has been consultative and technical
in nature and no financial assistance has been provided, nor is any included in the FY 20
budget. Topics have included but not been limited to:
1) investigating and supporting Public Works response to reports of the public stormwater
conveyance system maintenance needs;
2) private property drainage issues and flood preparedness/response (including
neighborhood scale -see additional discussion below);
3) stormwater billing inquiries;
4) advising regarding Town, State, and Federal regulatory compliance, including stream
determinations;
5) referrals to other Town/agency staff for topics beyond stormwater;
6) responding to complaints regarding spills and potential illicit discharges;
7) development/construction site inspections, and review of buffer impacts;
8) Stormwater Control Measure (SCM) inspections in response to inquiries (more below on
regularly scheduled inspections and future plans);
One specific early 2019 activity was working with a UNC intern on an educational outreach
program that promoted trees and tree canopy for improving water quality, reducing runoff, and
increasing rainfall interception, infiltration, evapotranspiration, and groundwater recharge. "Tree
Value Tags" were placed throughout town with information on how trees are a valuable part of
the town's green infrastructure. The tags provided information on the economic and ecological
value of specific trees and also provided online links to information and the tools available from
iTree. Thirty tree value tags were located throughout town. Another activity has been presence at
the Farmers Market, Open Streets, and Carrboro Day. Stormwater staff also worked with a UNC
Institute for the Environment spring semester Capstone team that: identified outreach methods to
increase awareness about stormwater; surveyed municipalities across North Carolina to obtain
information about stormwater programs; and completed technical analyses of stormwater runoff
at selected sites. Staff will be referring to this study as the program continues to develop.
In the coming months, staff plan to update the website and create additional outreach materials.
Staff have also offered time to assist with a neighborhood sponsored grant project, if funded, for
a restoration/stabilization project in the Bolin Forest neighborhood. At the April 23rd meeting,
the Board directed staff to initiate an assessment in consideration of a request regarding
flooding/drainage concerns in a subwatershed of Toms Creek. Staff are working with Sungate
and also recommend that the Town contract with the Center for Neighborhood Technology on a
neighborhood engagement pilot project in the upper Toms Creek watershed.
Attachment B - Page 10 of 25
As presented in January and in consideration of the requests and inquiries that staff regularly
receive, Stormwater Utility staff have also: reviewed the Town's (1984) Drainage Policy;
researched approaches taken in other municipalities; and informed the Stormwater Advisory
Commission of the interest in revisiting the policy and considering a new program. Any cost
sharing to potentially be offered will be based on future policy and management direction.
Stormwater staff have placed this work temporarily on hold since the existing workload does not
enable staff to focus on this currently.
While it has not been initiated by Stormwater staff or the Town, it is worth passing on that a new
stream gage is being installed on Morgan Creek at the Smith Level Road bridge with federal/
state monies. The gage should be of benefit to the Town for the Public Works facility operation,
and to residents/landowners especially along Morgan Creek for accessing local flood risk
information.
NPDES Permits, Jordan Lake Rules, Bolin Creek Impairment/Watershed Restoration
EPA, through the State, first issued the Town NPDES stormwater permits in 2005, one town
wide (for the MS4, as a Phase II [population <100k]) community and one specifically for the
Public Works facility. The permits have been reissued twice. Carrboro is one of 97 Phase I or II
communities in NC. Many of these communities formed a Stormwater Utility to insure that the
funding and capacity were in place for regulatory compliance when these permits were issued;
Carrboro is relatively late in doing so. There were 56 municipal stormwater utilities with permits
in 2010, 64 in 2017 and 81 municipal and five county stormwater utilities as of 2019. The Town
has maintained compliance to date, however, as mentioned above and from meetings and
materials provided by State staff in 2019, the Town has considerable work to do to address new
regulatory and record keeping_ requirements. (An audit is scheduled for 2020; other
municipalities face this same challenge.) Stormwater staff are aware of the likely deficiencies,
but do not currently have the ability to pursue all the steps needed to address them due to many
other responsibilities and priorities (as touched on in this memo and in the separate monthly
report). Preparing for this audit and improving the Town's permit compliance and record keeping
activities will be a major undertaking for staff in the months to come.
As mentioned above, staff anticipate movement with Jordan Lake Rules regulatory review in
2020 as a UNC Collaboratory study wraps up. It is preliminary at this point to speculate on the
potential fiscal/staff/regulatory impacts that will result, beyond an understanding that some staff
time will be required to stay informed and report back as the review is pursued.
The downstream extent of Bolin Creek in Carrboro, and continuing into Chapel Hill, is on the
state/federal list of impaired waters. Local actions are needed to improve water quality. Carrboro
staff worked with Chapel Hill and other local, state and federal agency staff in 2006 to create the
Bolin Creek Watershed Restoration Team (BCWRT) because of the impaired waters listing. At
the time, the Bolin Creek watershed was selected as one of only 7 watersheds in the state to
receive focused state and federal assistance in preparing grant applications and leveraging other
resources to remove Bolin Creek from the impaired waters list. The long term goal is to improve
the health of Bolin Creek and its tributaries and remove it from the impaired waters list. This is
an ambitious goal that will require a robust commitment for many years to come. Aside from
continued benthic monitoring, the BCWRT has been inactive since 2012 due to insufficient
capacity/resources and a focus for both Chapel Hill and Carrboro on flooding relative to
watershed restoration.
Attachment B - Page 11 of 25
Stormwater Control Measure (SCM) Maintenance and Inspections
An activity that staff are ramping up is providing oversight for SCM maintenance and
inspections for SCMs regulated by the Town as part of land use permits. There are over 170 of
these SCMs in Carrboro, with several dozen more anticipated as projects are built out. This is
a regulatory requirement under the Town's NPDES permit. It is also seen as the single most
immediate and cost effective action that the Town can currently take to mitigate flood risks
since there are many existing SCMs for which the flood mitigation performance can be
improved with proper maintenance, and risks of poorer future performance can also be avoided
through preventative maintenance. This activity will take a significant amount of staff time
since many owners of SCMs are not aware of either their maintenance responsibility or the
technical details of performing the necessary maintenance and associated reporting
requirements.
Stormwater Capital Needs
Table 1 provides a high level and preliminary overview of potential capital needs, noting that
some needs are shown that were not included in the most recent Stormwater Capital
Improvements update.
Table 1: Broad Overview of Potential Stormwater Capital Projects
Project Type
Notes
Approximate
Potential Federal/State Funding
Funding Needs
Stormwater
Identified to date'
$1.7M
Outside funding sources have not been
Infrastructure/
identified/pursued. Cost sharing for
Conveyance
private properties and benefitting
neighborhoods has been presented in
previous BoA agendas.
Stormwater Retrofits
Identified to date'
$4M
C
FEMA Public
Stream restoration,
$400k-$500k
$300k-$500k
Assistance E
culvert replacement'
Total
$6.2M-$6.3M
$0.3M-$0.5M
A This is preliminary and not based on a comprehensive assessment, but rather compiled from specific needs
identified and multiple Board agenda items from 2013-2017. Work is needed to more comprehensively assess needs
and prioritize improvements. An example of how other communities approach this is to complete a system wide
condition/asset assessment. After that, a certain percentage of the asset value can be identified for annual
repair/rehab/replacement
B As identified in Capital Improvements Program. Update on Jordan Lake compliance anticipated in 2020.
C Competitive EPA/State grant funding exists, most applicable for Bolin Creek watershed
D Discussed below; not included in 1 st row to avoid double counting.
E Does not include Public Works facility relocation.
Attachment B - Page 12 of 25
The current total annual revenue from stormwater fees is —$820k. Using revenue from the fees
and the current rate structure alone, it will take at least 12 years to meet these needs. With the
potential for future regulatory requirements along with expectations for increased program
service delivery and the results of planned condition assessments and need to look at life cycle
costs and more comprehensive asset management, it is certain that capital needs will increase.
The table does not account for additional infrastructure/green infrastructure projects that have not
yet been identified (green infrastructure examples include, green streets/parking lots, stormwater
retrofits, urban forestry, restoration, land conversion, etc.)
At current funding levels and with current staffing, the capacity exists to pursue 1-2 capital
projects per year. Some of the projects that have been identified are larger projects, and
therefore will require delay before implementing, multiple years, and/or supplemental/alternative
funding/financing. With the exception of 2 of the HMGP projects (which are not being funded
from stormwater fees), none of the projects are "shovel ready". The studies that have been done
to date to identify these projects are diverse in nature, ranging from State level ecological/
environmental/regulatory efforts to site specific in response to flooding/drainage concerns. They
have occurred over the past 15 years, and their collective undertaking has not resulted in a Town
approved, prioritized implementation plan. Staff have initiated a review process towards
creating this plan.
Cost of Services
The cost of stormwater services for several decades was embedded in the General Fund and not
specifically tracked. Establishing the Stormwater Enterprise Fund and Stormwater Utility and
adopting a rate structure has resulted not only in a significant increase in operating capacity, but
also an ability to fund larger projects. The breakdown of the FY 19/20 budget is shown below.
The FY 19/20 budget is structured to pursue operations (42%), as well as for projects and to save
money for future needs (58%).
Table 2: FY 19/20 Breakdown for Operating and Capital Budgets
FY 19/20
Operating
Personnel'
$245k
Contractual Services
$69k
Other Operating
$30k
Total Operating
$344k
Projects'-
$310k
Reserves
Equipment Reserve'
$25,000
Other Reserve
$138,500
Total Reserves
$163,500
Total (=Annual Revenue)
$817,500
1 Full and part time staff from Public Works and Planning (salary and benefits)
2 Pursuing federal funding for 2 projects. If successful, will increase revenue
' Annualized cost for replacement of street sweeper
4 Unspecified reserves for future projects (does not include $100k emergency reserve)
Attachment B - Page 13 of 25
Appendix C: Permitted Stormwater Control Measure Inventory and Estimate of Annualized Maintenance Costs
Bioretention
Dry Pond
Wet pond
Level
spreader
Sand filter
Underground
Proprietary
Stormwater
Permeable
Rainwater
Grassed
swale 1
Total
Pavement
Harvesting
71
JL71
(18)M
W
Detention (4)
Device 3
Wetland (2)
21
W
Town owned (5)
$12,934
$0
$5,355
$0
$0
$0
$0
$0
$5,389
$0
$0
$23,678
Schools (28)
$66,828
$18,421
$20,691
$0
$0
$0
$0
$0
$12,768
$0
$118,707
Other Public (8)
$15,090
$7,001
$0
$0
$0
$2,686
$4,311
$6,384
$0
$0
$0
$35,472
HOA (78)
$142,278
$39,961
$46,580
$6,036
$0
$0
$0
$2,859
$0
$0
$500
$238,214
Commercial (53)
$74,373
$40,325
LO
L
25 869
$11,201
14,311
0
5 389
0
0
$161,468
Total (172)
$311,503
$105,707
$72,6261
$6,0361
$25,8691
$13,8871
$8,623
$9,243
$10,7791
$12,768
$500
$577,540
Unit cost estimates obtained from Durham: hLtps:Hdurhamnc.izov/695/BCE-As-Builts-BMC-Maintenance-Proaams
Under construction
Inara Court
These projects will add -$30k in annual SCM ownership costs
South Green
I FC
MLK Park
Approved, awaiting construction
Hilton
This project will add -$4k of annual SCM ownership costs
In review
These projects, if approved and built, could result in about -$40k of new
annual ownership costs
Lloyd Farm
CUP review
Sanderway
CUP approved, awaiting construction plans
Beaumont
CUP review
Kentfield
CUP review
CASA
CUP approved, awaiting construction plans
Chan Live Work
CUP approved, awaiting construction plans
Club Nova
CUP review