WQCS00081_Renewal (Application)_20210330

Ownership Transfer Documentation
RECEIVED
/ P R 0 6 2021
NCDEQ/DWR/NPDES

State of North Carolina
DWR Department of Environmental Quality
Division of Water Resources
SEWER SYSTEM PERMIT OWNERSHIP/NAME CHANGE
Division of Water Resources INSTRUCTIONS FOR FORM:PNOCF 01-16
This form is for ownership changes or name changes of a sewer system permit. Please note that"Permittee"references the
existing permit holder,and that"Applicant"references the entity applying for the ownership/name change.
Sewer permits start with a WQ or WQCS and contain the terms sewer extension or collection system in the subject field. This
form should not be used for permits with NC,NCG,SW or other types of non-sewer permits beginning with WQ.
For more information, visit the Division's Water Quality Permitting's x t'hsite:
A. Sewer System Permit Ownership/Name Change(FORM:PNOCF 01-16)Application(All Applications):
® Submit an original completed and appropriately executed application(PNOCF 01-16).
® The Existing Permittee's Certification shall be signed in accordance with 15A NCAC 02T .0106(b). Per 15A NCAC 02T
.0106(c),an alternate person may be designated as the signing official if a delegation letter is provided from a person who
meets the criteria in 15A NCAC 02T.0106(b).
® The Applicant's Certification shall be signed in accordance with 15A NCAC 02T.0106(b). Per 15A NCAC 02T.0106(c),an
alternate person may be designated as the signing official if a delegation letter is provided from a person who meets the
criteria in 15A NCAC 02T.0106(b).
B. Existing Permit(All Applications):
0 Submit a copy of the most recently issued permit and certification.
C. Property Ownership Documentation(All Applications):
➢ The Applicant shall demonstrate they are the owner of all property containing the sewer system facilities:
0 Legal documentation of ownership(i.e.,GIS,deed,article of incorporation,or contract),or
❑ Written notarized intent to purchase agreement signed by both parties with a plat or survey map,or
❑ Approved board minutes
D. Certificate of Public Convenience and Necessity(All Applications where the Applicant is a Privately-Owned Public Utility):
❑ Per 15A NCAC 02T .01 15(ay 1),provide one copy of the Certificate of Public Convenience and Necessity from the North
Carolina Utilities Commission demonstrating the Applicant is authorized to hold the utility franchise for the area to be served
by the non-discharge system.
E. Operational Agreements(Applications where the Applicant is a Home/Property Owners'Association or Developer of lots to be
sold):
➢ Home/Property Owners'Associations
❑ Per 15A NCAC 02T.0115(c),submit an original properly executed Operational Agreement(FORM: HOA).
❑ Per 15A NCAC 02T.0115(c),submit an original proposed or approved Articles of Incorporation,Declarations and By-
laws that contain the language required by the Operational Agreement.
• Developers of lots to be sold
❑ Per I5A NCAC 02T.01 15(b),submit an original of the properly executed Operational Agreement(FORM:DEV).
F. Package Submitted in Duplicate
O Submit a copy of all required documents in Instructions A-E as required
THE COMPLETED APPLICATION AND SUPPORTING DOCUMENTATION SHALL BE SUBMITTED IN DUPLICATE
TO:
NCDEQ-DWR
Water Quality Permitting Section
PERCS Unit
By U.S.Postal Service: By Courier/Special Delivery:
1617 MAIL SERVICE CENTER 512 N.SALISBURY ST.
RALEIGH,NORTH CAROLINA 27699-1636 SUITE 925
RALEIGH,NORTH CAROLINA 27604
TELEPHONE NUMBER: [phone]
INSTRUCTIONS FOR APPLICATION PNOCF 01-16 Page 1 of 1

State of North Carolina
Department of Environmental Quality
D R Division of Water Resources
SEWER SYSTEM PERMIT OWNERSHIP/NAME CHANGE
Division of Water Resources INSTRUCTIONS FOR FORM:PNOCF 01-16
I. EXISTING PERMITTEE INFORMATION:
1. Permittee's name:Orange County Government
2. Signature authority's name:Bonnie Hammersley per 15A NCAC 02T.0106(b)
3. Signature authority's title:County Manager-Orange County,North Carolina
4. Permittee's mailing address:P.O.Box 8181
City:Hillsborough State:NC Zip:27278-_
5. Permittee's contact information: Phone number:[phone] Fax Number( )
Email Address:bhammersley(ciorangecountvnc.gov
II. APPLICANT INFORMATION:
1. Applicant's name:City of Mebane
2. Signature authority's name:Chris Rollins per 15A NCAC 02T.0106(b)
3. Signature authority's title:Acting City Manager
4.Applicant's mailing address: 106 E.Washington St.
City:Mebane State:NC Zip:27302-_
5. Applicant's contact information: Phone number:[phone] Fax Number( )_-
Email Address:crollins(citvofinebane.com
6. Representative's name:
7. Representative's title:
8. Representative's contact information Phone number.( )_- Fax Number( )_-
Email Address:
III. PERMIT INFORMATION:
I. Existing permit number:WOCS00194 and most recent issuance date:April 24,2013
2. Reason for the permit application:Change of Ownership If other, attach detailed explanation
3. Has the facility been constructed? ®Yes or 0 No
4. Has the facility been certified per I5A NCAC 02T.0116? 0 Yes or 0 No
FORM:PNOCF 01-16 Page 1 of 2

IV. CERTIFICATIONS:
Existing Permittee's Certification per 15A NCAC 02T.0106(b):
I,Bonnie Hammersley,County Manager-Orange County,North Carolina attest that this application
(Signature Authority's name&title from Application Item I.2&3)
has been reviewed by me and is accurate and complete to the best of my knowledge. I understand that prior to reissuance of the
permit into the Applicant's name, I will continue to be responsible for compliance with the current permit and any discharge of
wastewater from this system to surface waters or the land may result in an enforcement action that may include civil penalties,
injunctive relief,and/or criminal prosecution. I will also make no claim against the Division of Water Resources should a condition of
the existing permit be violated. I also understand that if all required parts of this application are note completed and that if all required
supporting information and attachments are not included,this application will be returned to me as incomplete.
NOTE- In accordance with General Statutes 143-215.6A and 143-215.6B,any person who knowingly makes any false statement,
representation,or certification in any application package shall be guilty of a Class 2 misdemeanor,which may include a fine not to
exceed$10,000 as well as civil penalties up to$25,000 per violation.
Signature: Date: /3t7//
Applicant's Certification per I5A NCAC 02T.0106(b):
I,Chris Rollins,Acting City Manager,City of Mebane,North Carolina attest that this application
(Signature Authority's name&title from Application Item II.2&3.)
has been reviewed by me and is accurate and complete to the best of my knowledge. I understand that after issuance of the permit into
the Applicant's name, I will be responsible for compliance with the issued permit and any discharge of wastewater from this non-
discharge system to surface waters or the land may result in an enforcement action that may include civil penalties,injunctive relief,
and/or criminal prosecution. I will make no claim against the Division of Water Resources should a condition of this permit be
violated. I also understand that if all required parts of this application package are not completed and that if all required supporting
information and attachments are not included,this application package will be returned to me as incomplete.
NOTE - In accordance with General Statutes 143-215.6A and 143-215.6B,any person who knowingly makes any false statement,
representation,or certification in any application package shall be guilty of a Class 2 misdemeanor, which may include a fine not to
exceed$10,000 as welk` -civi nalties up to$25,000 per violation.
"7 3l 2
Signature: r11� Date: � vI�
Page 2 of 2
FORM:PNOCF 01-16

Sewer Utility Dedication Form
City of Mebane
City of Mebane
106 E. Washington St.
Mebane, NC 27302
Re: Efland Sewer System, known to the North Carolina Department of Environmental
Quality as the Efland-Cheek Collection System, Permit No. WQCS00194
Subject: Transfer of Ownership to City of Mebane
Orange County, North Carolina, the current owner of the subject public sanitary sewer
collection system, does hereby dedicate and convey unto the City of Mebane, its
successors and assigns, all of its rights, title, easements and interest in and to the
sewer lines, pump stations and appurtenances, constructed in accordance with various
plans over the years as summarized on Attachment 2 and more particularly delineated
on map Attachments 3.1 through 3.4.
IN WITNESS WHEREOF, this letter is executed by the duly authorized officers of
Orange County, North Carolina and its corporate seal to be hereunto affixed, on the
day, month of D e >,-in the year 2018.
ATTEST: BY:
Donna S. Baker Pe "ich
Clerk to the Board, Orange County - .. , Orange r ounty
Board of County Commissioners etw=..': .. •f County Commissioners
NORTH CAROLINA 17 fAf= .nl�i�
�: sz
ORANGE COUNTY
;.it
I, D • Nun a:y, :r� a Notary Public, hereby certify that
Donna l3 ke — !'~personally appeared before me this day and
acknowledged that she is the Clerk to the Board of County Commissioners for Orange
County, NC, a government entity, and that by authority duly given as the act of the
Board of County Commissioners, the foregoing instrument was signed in its name by its
Chair, sealed with its corporate seal, and attested as its Clerk.
mac, 1
Signature of Notary Public
My Commission Expires: un2 2-c01c/ �;,Q,.
OFFICIAL SEAL
nit Nulary Public,North Caroline11*
;( 10) ORANGE COUNT" ,
DAVID HUNT
My Commission Expne;_

Attachment 1 - Efland Sewer System Overview
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Attachment 2
Efland Sewer System Summary:
• Approximately 11.6 miles of gravity sewer
• Approximately 1.5 miles of publicly-maintained (<_ 3") service force mains
• Approximately 4.2 miles of transmission force main to Mebane
• 3 duplex pump stations
• 3 publicly-maintained individual service pump stations
SECTION PIPE SIZES/ CONST.
(1) PLAN NAME ENGINEER MATERIALS DATE
EFLAND-CHEEKS HAZEN AND SEWER: 8"& 12"
A TOWNSHIP SANITARY SAWYER ULTRA-RIB PVC 1989
SEWER FACILITIES FORCE MAIN: 10" PVC
HANCOR, INC.—
NORTH CAROLINA PLANT PHILLIP POST& FORCE MAIN:
B SANITARY SEWER ASSOCIATES 2" PVC 1993
EXTENSION
EFLAND ESTATES—CAIN COULTER HART SEWER: 8" PVC
C DRIVE IMPROVEMENTS JEWELL THAMES FORCE MAIN: 1997
1997 2"SCHEDULE 80 PVC
BARBER& ROSS CIVIL FORCE MAIN:
D SANITARY SEWER CONSULTANTS 3" PVC 1999
E RICHMOND HILLS KIMLEY-HORN AND SEWER: 2002
ASSOCIATES 8"SDR-35 PVC
ASHWICK SUBDIVISION— PHILLIP POST& SEWER:
F PHASE 1 ASSOCIATES SDR-35 PVC 2002
ASHWICK SUBDIVISION— PHILLIP POST& SEWER:
G PHASE 2 ASSOCIATES SDR-35 PVC 2006
COULTER JEWELL SEWER:
THAMES (DESIGN); 8" PVC&8" DIP,
McGILL
EFLAND SANITARY SEWER DEPENDING ON
ASSOCIATES—
H IMPROVEMENTS 2007 ASSOC DEPTH OF BURY 2013
(CONSTRUCTION FORCE MAIN:
ENGINEERING & 8" DIP
INSPECTION)
I McGOWAN INTERCEPTOR McGILL SEWER: 2014
ASSOCIATES 12" DIP
TINNIN WOODS SUMMIT DESIGN SEWER:
SUBDIVISION AND ENGINEERING 8 PVC 2014
SERVICES
HOBBS UPCHURCH SEWER:
(PARTIAL DESIGN); 12"SDR-35 PVC& 12"
ELFAND SEWER TO McGILL CL. 50 DIP,
K MEBANE- PHASE 2 ASSOCIATES DEPENDING ON 2018
EXTENSION (FINAL DESIGN AND DEPTH OF BURY
CONSTRUCTION FORCE MAINS:
ENGINEERING & 10"& 12"C900 PVC
INSPECTION)
NOTES: (1) SEE COLOR-CODED ATLAS(NOT A PART OF THESE TRANSFER DOCUMENTS)

Attachment 3.1 - Efland Sewer System
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Attachment 3.2 - Efland Sewer System
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— — • Existing Gravity Line TURNER ST ♦ B Orange County Planning
01gnd Inspection
See 3.3

Attachment 3.3 - Efland Sewer System See 3.2
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Orange County Planning and Inspection
— — • Existing Gravity Line BC 11/7/2016

Attachment 3.4 - Efland Sewer System
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ioOrange County Planning and Inspection
— — • Existing Gravity Line = BC 11/7/2018

MARK CHILTON
REGISTER OF DEEDS
ORANGE COUNTY,NC
NORTH CAROLINA
ORANGE
I do hereby certify this to be a true copy of the attached document filed and recorded in the
aforesaid county as evidence by Instrument Number
30014790 in Book No. 6643 Page No. 794 and consists of 4 page/s.
Witness my hand and Official seal this 24TH day of JANUARY, 2020 .
Mark Chilton
Register of Deeds
(4~,eked
By : Deputy
SEAL
,,.` .dN••...: 4'i '; Orange County Register Of Deeds
��.' 23�"�'r- Mark Chilton
C p n 228 South Churton Street,PO Box 8181
cD O N : = : Hillsborough NC 27278
• O•

L/F'(e aKe
Positively Charming
March 30, 2021
Ms. Christyn Fertenbaugh, P.E. RECEIVED
Division of Water Resources APR 0 6 2021
Department of Environmental Quality
1617 Mail Service Center NCDEQIDWR/NPDES
Raleigh,NC 27604-1170
Subject: City of Mebane Collection System Permit Renewal
(WQCS000081)
Dear Ms. Fertenbaugh:
The City of Mebane recently submitted a Sewer System Permit Ownership/Name Change to the
NCDEQ/DWR PERCS Unit for the Efland Collection System (WQCS00194). As part of this
ownership change, the City of Mebane would like to renew its current collections system permit
to incorporate the Efland Collection System under the City of Mebane's Collection System
Permit (WQCS000081).
On behalf of the City of Mebane please find enclosed for your review and approval the
following:
1. Collection System Permit Application CSA 04-16
2. Ownership Transfer Documentation
3. Pump Station List
4. High Priority Line List
5. Annual Budget Message
6. Capital Improvement Plan
7. Response Action Plan
8. Contingency Plan
9. Collection System Map
Should you have any questions or need any additional information, please feel free to contact
me.
With Best Regards,
Kyle Smith, P.E.
CITY OF MEBANE 636 Corregidor St. Mebane,NC 27302 0 919 563 3401 tie 919 304 6836 0 [e-mail]
CITY MEBANE

RECENE®
,t062021
NCDEOJD\NR1NpOES
Collection System Permit
Application CSA 04-16

•
State of North Carolina
DWR Department of Environmental Quality
Division of Water Resources
15A NCAC 02T.0400-SYSTEM-WIDE WASTERWATER COLLECTION SYSTEMS
Division of Water Resources INSTRUCTIONS FOR FORM CSA 04-16&SUPPORTING DOCUMENTATION
Documents shall be prepared in accordance with 15A NCAC 02T .0100, 15A NCAC 02T .0400, and all relevant
Division Policies. Failure to submit all required items will necessitate additional processing and review time.
For more information, visit the System-wide Collection System Permitting website:
General—When submitting an application to the Pretreatment,Emergency Response,&Collection Systems(PERCS)Unit,
please use the following instructions as a checklist in order to ensure all required items are submitted. Adherence to these
instructions and checking the provided boxes will help produce a quicker review time and reduce the amount of requested
additional information.
The Applicant shall submit one original and one copy of the application and supporting documentation.
A. Cover Letter
• Submit a cover letter listing all items and attachments included in the permit application package
B. No Application Fee Required
D. No application fee is necessary. The permittee will be billed an annual fee upon issuance of the permit
➢ The appropriate annual fee for systemwide wastewater collection system permits may be found at:
➢ Annual Non-Discharge Fees
C. System-Wide Wastewater Collection System (FORM: CSA 04-16)Application:
El Submit the completed and appropriately executed System-wide Wastewater Collection System (FORM: CSA 04-
16) application. Any unauthorized content changes to this form shall result in the application package being
returned. If necessary for clarity or due to space restrictions, attachments to the application may be made,as long
as the attachments are numbered to correspond to the section and item to which they refer.
❑ If the Applicant Type in Section I.3 is a Privately-Owned Public Utility, provide the Certificate of Public
Convenience and Necessity(CPCN)from the North Carolina Utilities Commission demonstrating the Applicant is
authorized to hold the utility franchise for the area to be served by the wastewater collection system,or
❑ Provide a letter from the North Carolina Utilities Commission's Water and Sewer Division Public Staff stating an
application for a franchise has been received and that the service area is contiguous to an existing franchised area
or that franchise approval is expected.
❑ If the Applicant Type in Section I.3 is a corporation or company, provide documentation if it is registered for
business with the North Carolina Secretary of State.
D. General Information:
➢ The Authorized signing official listed in Section I.4 should match with that of the Applicant certification page in
accordance with 15A NCAC 02T .0106(b). Per 15A NCAC 02T .0106(c), an alternate person may be designated
as the signing official if a delegation letter is provided from a person who meets the criteria in 15A NCAC 02T
.0106(b).
➢ NOTE - Public Works Director's are not authorized to sign this permit application according to the rule
unless they are delegated.
INSTRUCTIONS FOR APPLICATION CSA 04-16&SUPPORTING DOCUMENTATION Page 1 of 5

E. Summary of Attachments Required:
Instruction A: Cover Letter
® Instruction C: Application
® Instruction C: Ownership Documentation(i.e.CPCN) (If necessary)
❑ Instruction D: Delegation Letter(If necessary for signing official)
• Section IV.3 Pump Station List
® Section IV.4 High Priority Lines List
® Section V.4 Annual Budget for Collection System (Updated and Approved)
• Section V.6 Capital Improvement Plan (Updated and Approved)
® Section VI.2 Response Action Plan
® Section VI.4 Contingency Plan
® Section VI.6 Comprehensive Collection System Map
❑ Section VII Note Any Potential Compliance Issues
THE COMPLETED APPLICATION PACKAGE INCLDING ALL SUPPORTING INFORMATION AND
MATERIALS,SHOULD BE SENT TO:
NCDEQ-DWR
Water Quality Permitting Section
PERCS UNIT
By U.S.Postal Service: By Courier/Special Delivery:
Attn: PERCS Unit Supervisor 512 N. SALISBURY ST. Suite 925
1617 MAIL SERVICE CENTER RALEIGH,NORTH CAROLINA 27604
RALEIGH,NORTH CAROLINA 27699-1617
TELEPHONE NUMBER: [phone]
INSTRUCTIONS FOR APPLICATION CSA 04-16&SUPPORTING DOCUMENTATION Page 2 of 5

I. APPLICANT INFORMATION:
1. Applicant's name(Municipality,Public Utility,etc):City of Mebane
2. Facility Information: Name: City of Mebane Collection System Permit No.:WQCS00081
3. Applicant type: ® Municipal ❑ State ❑ Privately-Owned Public Utility
❑ County ❑Other:
4. Signature authority's name:Chris Rollins per 15A NCAC 02T.0106(b)
Title: City Manager
5. Applicant's mailing address: 106 E Washington Street
City: Mebane State:NC Zip:27302-
6. Applicant's contact information:
Phone number:[phone] Fax number:( )_- Email address:[e-mail]
II. CONTACT/CONSULTANT INFORMATION:
1. Contact Name: Kyle Smith
2. Title/Affiliation: Utilities Director
3. Contact's mailing address: 106 E Washington Street
4. City: Mebane State:NC Zip:27302-
E P
5. Contact's information:
Phone number:[phone] Fax number:( )= Email address:[e-mail]
III. GENERAL REQUIREMENTS:
1. New Permit or Premit Renewal? ❑New ® Renewal
2. County System is located in: Alamance/Orange County
3. Owner&Name of Wastewater Treatment Facility(ies)receiving wastewater from this collection system:
Owner(s)&Name(s):City of Mebane Wastewater Treatment Facility and City of Graham Wastewater Treatment Plant
4. WWTF Permit Number(s): NC0021474—Mebane,NC0021211 -Graham
5. What is the wastewater type? %Domestic or 41.02%Industrial(See 15A NCAC 02T.0103(20))
Is there a Pretreatment Program in effect?®Yes or❑No
6. Wastewater flow: 1.713 MGD(Current average flow of wastewater generated by collection system)
7. Combined permitted flow of all treatment plants: 6_0 MGD
8. Explain how the wastewater flow was determined: ❑ 15A NCAC 02T.0114 or® Representative Data
9. Population served by the collection system: 17,472
IV. COLLECTION SYSTEM INFORMATION:
1. Line Lengths for Collection System:
Sewer Line Description Length
Gravity Sewer 119.38(miles)
Force Main 27.78(miles)
Vacuum Sewer (miles)
Pressure Sewer (miles)
APPLICATION CSA 04-16 Page 3 of 5

2. Pump Stations for Collection System:
Pump Station Type Number
Simplex Pump Stations(Serving Single Building) 33
Simplex Pump Stations(Serving Multiple Buildings)
Duplex Pump Stations 21
3. Submit a list of all major(i.e.not simplex pump station serving a single family home)pump stations. Include the following
information:
➢ Pump Station Name
➢ Physical Location
➢ Alarm Type(i.e.audible,visual,telemetry,SCADA)
➢ Pump Reliability(Can convey peak hourly wastewater flow with largest single pump out of service)
➢ Reliability Source(permanent/portable generator,portable pumps)
➢ Capacity of Station(Pump Station Capacity in GPM)
4. Submit a list of all high priority lines according per 15A NCAC 02T.0402(2)known to exist in the collection system. Head
the list with"Attachment A for Condition V(4)"and include the system name.
➢ Use the same line identification regularly used by the applicant
➢ Indicate type of high priority line(i.e.aerial),material and general location
V. COLLECTION SYSTEM ADMINISTRATION:
1. Provide a brief description of the organizational structure that is responsible for management, operation and maintenance of
the collection system.
Council,City Manager,Assistant City Manager then Director of Public Utilities.Director oversees operations for entire
department. Have a crew leader over pump stations,outfalls,jetting and valves. Have another crew over sewer mains(taps,
blockages,maintenance.)See attached organizational chart.
2. Indicate the current designated collection system operators for the collection system per 15A NCAC 08G.0201
Main ORC Name: GREG BARTS Certification Number: 1004574
Back-Up ORC Name: KYLE SMITH Certification Number: 1006901
See the"WQCS Contacts and ORC Report"for a current listing of the ORC(s)the Division has on file for WQCS permit
3. Approximate annual budget for collection system only: $ 1,368,000
4. Submit a copy of your current annual budget.
5. Approximate capital improvement budge for the collection system only: $FY21 -$274,900 FY22-26 Attached
6. Submit a copy of your current capital improvement plan.
7. Is this collection system currently a satellite system ❑ Yes or®No
8. Do any satellite systems discharge to this collection system❑ Yes or®No(If yes complete table below)
Satellite System Contact Information(Name,Address,Phone Number)
Complete for Satellite Systems that have a flow or capacity greater than 200,000 GPD(Average daily flow)
9. List any agreements or ordinances currently in place to address flows from satellite systems:
N/A
APPLICATION CSA 04-16 Page 4 of 5

VI. COLLECTION SYSTEM COMPLIANCE:
1. Is a Response Action Plan currently in place® Yes or❑No
2. If Yes,submit a copy of the Response Action Plan or see table 6 below.
3. Is a pump station contingency plan currently in place?®Yes or❑No
4. If Yes,submit a copy of the pump station contingency plan or see table 6 below.
5. Is a comprehensive collection system map currently in place? ®Yes or❑No
6. Submit a submit a copy of the collection system map(CD or hardcopy)or indicate a schedule for completion
7. Thoroughly read and review the System-Wide Collection System Permit Conditions. Typically compliance schedules
are only offered to NEW permit applicants and NOT permit renewals. Any compliance dates must be included within
the permit prior to issuance or the permit holder will be found in violation upon inspection.
Current If no,Indicate a Typical
Permit Condition Compliance Compliance
Compliance? Date Schedule
I(4)—Grease ordinance with legal authority to inspect/enforce ®Yes ❑No 12— 18 mo.
I(5)— Grease inspection and enforcement program ®Yes ❑No 12— 18 mo.
I(6)—Three to five year current Capital Improvement Plan. ®Yes ❑No 12— 18 mo.
I(8)—Pump station contingency plan ®Yes ❑No 3 mo.
I(9)—Pump station identification signs. ® Yes ❑No 3 mo.
I(11)—Functional and conspicuous audible and visual alarms. ® Yes ❑No 3—6 mo.
II(5)—Spare pumps for any station where one pump cannot
handle peak flows alone(in a duplex station,the 2nd pump is ® Yes ❑No 6—9 mo.
the spare if pump reliability is met).
II(7)—Accessible right-of-ways and easements. ® Yes ❑No 6— 12 mo.
II(9)—Response action plan with Items 9(a—h). ® Yes ❑No 3 mo.
111(3)—Comprehensive collection system map ®Yes ❑No 10%per year
For conditions not listed,compliance dates are not typically offered. List any permit conditions that may be difficult for the
applicant to meet(attach clarification if needed):
VII. APPLICANT'S CERTIFICATION per 15A NCAC 02T.0106(4
I,CHRIS ROLLINS CITY MANAGER attest that this application for CITY OF MEBANE
(Signature Authority's Name&Title from Item I.4) (Facility name from Item I.1)
has been reviewed by me and is accurate and complete to the best of my knowledge. I understand that if all required parts of this
application are not completed and that if all required supporting information and attachments are not included,this application package
will be returned to me as incomplete.
Note: In accordance with NC General Statutes 143-215.6A and 143-215.6B, any person who knowingly makes any false statement,
representation, or certification in any application shall be guilty of a Class 2 misdemeanor which may include a fine not to exceed
$10,000 as well ivi a t.es up to$25,000 per violation.Signature: Date: 312141 2 Q L
APPLICATION CSA 04-16 Page 5 of 5

•
Utilities Director
Kyle Smith
•
Utility Locates Meters and Samples Sewer Mains Water Distribution
Utilties Crew Leader
Utilities Loactes Tech- Meter Reader Technician- Equipment Operator II-Cameron Equipment Operator I-
Greg Barts Cunningham
Brandon Boswell Philip Carreiro Chris Hawk
Equipment Operator I- Travis
Bevill Equipment Operator I-
! Chris Crutchfield
Lift Stations Outfalls,Jetting,and Valves
Utilities System Mechanic I- Equipment Operator I-
Jeff Jobe Cooper Dail
Utilities System Mechanic I- Equipment Operator I-
Rick Connally Tyler Boswell
Equipment Operator I-
Max Hersinger
OF Mk-
•CATI,
City of Mebane - Public Utilities Department Organizational Chart
•
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driiiVt‘

Pump Station List
RECEIVED
ANK062021
NCDEO.IDwRINPDES

•
City of Mebane Pump Stations
Pump Capacity
Name Address Lat Long Alarm Type Reliability Reliability Sorce (GPM)
Arbor Creek Pump Station 3460 Old Hillsborough Road 36.0574 -79.2875 Audio/visual/SCADA High Permanent Cummins 85 KW Generator 250
Byrds Pump Station 201 East Washington Street 36.0951 -79.2659 Audio/visual/SCADA High Permanent Detroit 80 KW Generator 100
Farrar Lane Pump Station 1101 Farrar Lane 36.0703 -79.2764 Audio/visual/SCADA High Permanent Generac 65 KW Generator 220
Fieldstone Lift Station 1304 Fieldstone Drive 36.0842 -79.293 Audio/visual/SCADA High Permanent Kohler 80 KW Generator 1100
Fifth Street Pump Station 711 North Fifth Street 36.1041 -79.2659 Audio/visual/SCADA High Permanent Detroit 100 KW Generator 450
G.E.Lift Station 7013 Industrial Drive 36.0786 -79.2419 Audio/visual/SCADA High Permanent Kohler 60 KW Generator 500
GKN Pump Station 300 Maple Lane 36.0694 -79.3042 Audio/visual/SCADA High Permanent Detroit 100 KW Generator 500
Govenors Green Pump Station 1109 Birkdale Drive 36.0814 -79.3105 Audio/visual/SCADA High Permanent Cummins 35 KW Generator 200
Gravelly Pump Station 4911 West Ten Road 36.0705 -79.2011 Audio/visual/SCADA High Permanent Caterpillar 125 KW Generator 200
L.1. Rogers Pump Station 7501 Oakwood Street 36.0791 -79.2571 Audio/visual/SCADA High Permanent Cummins 35 KW Generator 200
North Regional Pump Station 1169 North First Street 36.1179 -79.2752 Audio/visual/SCADA High Permanent Godwin Dri-Prime Standby Pump 1750
Southeast Regional Pump Station 906 Street B 36.0636 -79.2636 Audio/visual/SCADA High Permament Detroit 350 KW Generator 1740
Terrell Street Pump Station 1160 Terrell Street 36.069 -79.2924 Audio/visual/SCADA High Permament Detroit 60 KW Generator 250
Third Street Pump Station 1138 S.Third Street 36.0822 -79.2842 Audio/visual/SCADA High Permanent Detroit 80 KW Generator 550
Walmart Pump Station 1353 Mebane-Oaks Road 36.0662 -79.2724 Audio/visual/SCADA High Permanent Kohler 60 KW Generator 90
West Ten PumpStation 4000 West Ten Road 36.0722 -79.1807 Audio/visual/SCADA High Permanent Kohler 60 KW Generator 700
Mebane Community Park Pump Station 525 West Clay Street 36.0995 -79.2769 Audio/visual/SCADA High Permanent Kohler 30 KW Generator 140
Brookhollow Pump Station 485 Brookhollow Road 36.0867 -79.1674 Audio/visual/SCADA High Permanent Kohler 154 KW Generator 550
Richmond Hills Pump Station 200 Alice Miller Court 36.0857 -79.1888 Audio/visual/SCADA High Permanent Kohler 19 KW Generator 80
Cambridge Park Pump Station 2246 Turner Road 36.0414 -79.3034 Audio/visual/SCADA High Permanent Kohler 150 KW Generator 500
Woodlawn Estates Pump Station 203 Brinkley Circle 36.1092 -79.2818 Audio/visual/SCADA High Permanent Kohler 32 KW Generator 50

High Priority Line List

City of Mebane
High Priority Sewer Lines
Location Type LABEL LONGITUDE LATITUDE
Holt St Outfall GRAVITY GSC -79.277512 36.092665
Roosevelt St Outfall GRAVITY GSC -79.278061 36.091163
Roosevelt St Outfall GRAVITY GSC -79.274994 36.090142
Gov. Green GRAVITY GSC -79.308328 36.078516
Gov. Green GRAVITY GSC -79.310052 36.079942
N First St GRAVITY GSC -79.270838 36.111266
Bingham Branch Outfall GRAVITY GSC -79.272001 36.113426
Bingham Branch Outfall GRAVITY GSC -79.274927 36.117497
Mill Creek Outfall GRAVITY GSC -79.271244 36.119757
Mill Creek Sub-Outfall 1 GRAVITY GSC -79.263763 36.127391
Mill Creek Outfall GRAVITY GSC -79.266625 36.125269
Lebanon Road Outfall GRAVITY GSC -79.267638 36.121793
Lebanon Road Outfall GRAVITY GSC -79.254707 36.11239
1st St Park GRAVITY GSC -79.270337 36.106446
5th St Pump Station GRAVITY GSC -79.266059 36.103917
Ashbury GRAVITY GSC -79.248091 36.09673
3rd St Pump Station GRAVITY GSC -79.284422 36.082068
5th St Outfall FORCE FMC -79.274193 36.080019
Oakwood St GRAVITY GSC -79.257478 36.078997
Collington Farms Outfall GRAVITY GSC -79.264062 36.072964
Forest Oaks Ln GRAVITY GSC -79.264463 36.069996
Old Hillsborough Rd FORCE FMC -79.28793 36.057142
Collington Farms Outfall FORCE FMC -79.264056 36.073008
5th St Outfall GRAVITY GSC -79.2741 36.079989
Fieldstone Forcemain FORCE FMC -79.287042 36.087851
Corregidor St FORCE FMC -79.284514 36.088513
Holt St Outfall GRAVITY GSC -79.283815 36.089712
5th St Pump Station FORCE FMC -79.266176 36.103952
Bingham Branch Outfall FORCE FMC -79.274759 36.117582
NCCP GRAVITY GSC -79.333216 36.05821
NCCP GRAVITY GSC -79.319273 36.060967
NCCP GRAVITY GSC -79.321832 36.060726
Gravelly Hill Outfall GRAVITY GSC -79.204098 36.073317
Gravelly Hill Outfall GRAVITY GSC -79.205242 36.073499
Gravelly Hill Outfall GRAVITY GSC -79.213065 36.075538
Morinaga Outfall GRAVITY GSC -79.252579 36.069564
Rock Quarry Rd Outfall GRAVITY GSC -79.250773 36.070197
Oakwood St FORCE FMC -79.257487 36.078922
9th St Outfall GRAVITY-Service GSC -79.260982 36.097103
9th St Outfall GRAVITY-Service GSC -79.261012 36.097231
9th St Outfall GRAVITY-Service GSC -79.261139 36.09794
9th St Outfall GRAVITY-Service GSC -79.261176 36.098199

Richmond Rd Outfall GRAVITY GSC -79.190649 36.083735
Richmond Hills Forcemain FORCE FMC -79.189069 36.085401
McGowan Creek Outfall GRAVITY GSC -79.180032 36.083596
Lebanon Road Outfall Aerial -79.260162 36.118669
Lebanon Road Outfall Aerial -79.263762 36.119428
Forest Ridge Apts Aerial -79.272918 36.110633
Lebanon Road Aerial -79.251543 36.109264
Village at Lake Michael Aerial -79.253471 36.107834
9th St Outfall Aerial -79.260745 36.10339
9th St Outfall Aerial -79.261995 36.102661
9th St Outfall Aerial -79.261641 36.100516
Ashbury Senior Aerial -79.249056 36.097139
Cury St Outfall Aerial -79.290517 36.094489
Fair Oaks Aerial -79.290813 36.090258
Burger King Outfall Aerial -79.294686 36.068984
Airport Outfall Aerial -79.278512 36.069122
NCCP Aerial -79.316959 36.062041
Pilot Aerial -79.307936 36.067617
Hawfiedls Crossing Aerial -79.300228 36.060094
Deerfield Crossing Aerial -79.294928 36.065612
Spring Forest Drive Aerial -79.297181 36.066136
Spring Forest Apartments Aerial -79.294278 36.066405
Fire Station Outfall Aerial -79.264518 36.063398

Annual Budget Message & Capital
Improvement Plan

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Budget Message 2020- 2021
Staying Positively Charming — A Coronavirus Challenge
David S. Cheek, City Manager
May 4, 2020

CONTENTS
Budget Message 1
Mebane Still Growing, Possibly Slowing 1
A Coronavirus Challenge 2
General Fund 3
Executive Summary 3
Revenues & Other Financing Sources 4
Property Taxes 4
Sales Tax 5
Intergovernmental Revenue 6
Permits and Fees 6
Other Financing Sources 6
Expenditures & Other Financing Uses 8
Budget Requests —The Stress of Growth 8
g q
Budget Overview—Coronavirus Challenge 9
Department Budgets 10
Outside Agencies 10
The Utility Fund 11
Revenues & Other Financing Sources 11
Proposed Fee Increase — Delayed to January 2021 12
Expenditures & Other Financing Uses 14
Budget Overview 14
Department Budgets 15
Conclusion 15
Council Deliberation Report 15
Final Thoughts 16
Appendix A: Department Budgets 17
General Fund 17
City Council 17
Administration 18

Finance 19
Information Technology 20
Economic Development 21
Police 22
Fire 23
Planning 24
Inspections 25
Engineering 26
Public Works 27
Public Facilities 28
Sanitation 29
Recreation & Parks 30
Non-Departmental 31
Utility Fund 32
Utility Administration 32
Utility Operations & Maintenance 33
Utility Engineering 34
Water Resource Recovery Facility (WRRF) 35
Utility Non-Departmental 36
Appendix B — 2021 Council Deliberation Report 37

1 OF t1
'CA'I Z
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BUDGET MESSAGE
May 4, 2020
Mayor and City Councilmembers
City of Mebane, North Carolina
Dear Mayor and Councilmembers,
Can I begin this year's budget message with anything other than the global pandemic set in
motion by the coronavirus? From Wuhan, China, all the way to Mebane, this unprecedented
shutdown of the world has everyone wondering about their future. With "Stay at Home"
orders that limit groups to ten or less, deem businesses as non-essential, and encourage
social distancing in every facet of life, we find ourselves questioning almost every footing on
which we've built our trust. Steady jobs, freedom to move about, ample stocks of food and
supplies, and healthy human interaction have become luxuries instead of basic needs. New
microscopic risks lurk around every corner and on every surface. Even the air we breathe is
suspected of carrying the virus. To add to this, we have no indication when this quarantine
might end or how long it will last.
While City government is complying with virus-inspired restrictions, we cannot halt services
since most must go on regardless of the risks. Many of us work from home now, are limited
to minimal interaction with colleagues, and our meetings have been reduced to headshots
on flat screens with stilted conversations. Most all City employees are essential because
government services are essential. Imagine if there was no trash and recycling pickup, police
and fire protection, water distribution and treatment, street maintenance, building
inspections and even budget administration. It is in a crisis like this that our citizens look to
City government the most, but it also a time that increases risk for our public safety and
frontline workers due to potential exposure to the virus. To add to this, the City is working
hard to find scarce personal protective equipment like masks, hand sanitizer, and gowns to
ensure employee safety. City hall is closed to foot traffic while platoons of employees rotate
to continue providing citizen guidance, information and collection of revenues. With the
April council meeting and usual budget work sessions canceled,the May meeting will be held
via video conference to deliver this budget message to the Council and the public.
MEBANE STILL GROWING , POSSIBLY SLOWING
Despite these unprecedented times, Mebane's growth continues at a brisk pace, though
homebuilders are beginning to slow construction until the pandemic's influence on the
1

economy can be determined. Even still, current estimates reveal that we are growing at
about i,000 new residents per year. New jobs, both in and around our City, are drawing new
residents in increasing numbers just as our demographic forecasts have projected. The City's
population is currently growing at a faster rate than anticipated in our long-range plan!
Mebane by Design projected an annual growth rate of 4.8%, but based on new developments
approved and planned, staff expects annual growth at 5.2%. No matter the projection,
Mebane's population is destined to be over 30,00o in 35 years.
Population Projections
IIIIII Mebane by Design City Staff
40,000 36,618
35,000 33,484
30,000 27,078
25,000
EE
17,953 17,173
141
5,000
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035
With the decennial census well underway, we are anxious for more formal confirmation of
the City's growth rate and population. Staff believes we are approaching i8,000 residents
despite the U.S. Census Bureau's guess of just over 3.5,5oo. In any event, as developers
continue to expand the inventory of new homes and apartments, and industrial
announcements and inquiries persist, all indications are that Mebane will continue to be one
of the fastest-growing cities in North Carolina. Mebane's small-town charm, prime location
near the Triangle, and quality City amenities serve only to strengthen the attraction of new
people into the City.
A CORONAVIRUS CHALLENGE
In my thirty-plus years of government service, I have never experienced a more upside-down
world in which to prepare a budget, much less estimate the revenues that support it! Despite
that, as is customary at the May regular council meeting each year, I am proposing this
spending plan for the fiscal year ending June 3o, 2021. Considering these unprecedented
times, the budget theme for this year is Staying Positively Charming — A Coronavirus
Challenge. After several meetings with department heads and the budget committee,
developed this budget with several principles in mind. As depicted at the right using the five
C's To combat COVID-1g, I am implementing C-5 budgeting!
2 ,

•Revenues and spending will be conservative to allow for change later
Conservative Budget depending on how and when we come out of this crisis.
•Projects and initiatives begun in 2020 will continue to move forward
Continue Projects toward completion.
•0ur workforce will not be expanded,but we will continue valuing our
Care for Employees existing employees who carry on in hazardous conditions and at minimal
staffing levels.
•Property taxes will not be increased,and necessary utility rate increases
Citizens in Mind will be postponed to January 1,2021,keeping in mind the hard times of
r many in our community who have lost jobs or hayed reduced incomes.
Concern for Safety •� •Projects that address safety issues will be preferred over other projects.
In short, we will continue current levels of service as normally as possible, while keeping
essential initiatives moving forward. Effectively, the City will continue to do what it is
currently doing with a view towards how and when the coronavirus state of emergency will
end. As the impact of this crisis on our economy and our local revenues becomes more
evident, we can consider if additions or decreases to the budget are necessary.
GENERAL FUND
EXECUTIVE SUMMARY
First, I am not recommending any increase in the property tax rate in keeping with Principle
C-1.. Even so, the General Fund will increase by 5.5% to $22,365,300. At first glance, a
$1,173,00o increase seems more like a moderate expansion than a continuation budget.
However, greenway and park projects already in progress, the purchase of needed vehicles
in Sanitation, and the urgent need to repair the Lake Michael dam account for$2,138,650 of
the fund's proposed expenditures. Without these projects, recommended expenses are
decreasing by 4.8%. With a i.6% decline in revenues due to the COVID-19 crisis, we plan to
use the low-interest-rate environment and obtain bank loans to fund these projects. Even
with these loan proceeds, I am recommending a $2,174,018 appropriation of fund balance.
Fortunately, $912,000 of this planned use of fund balance comes from reserves accumulated
in the capital fund set aside for such capital needs. This appropriation of the fund balance is
higher than last year's allocation, but one of the reasons we maintain a prudent level of fund
balance is for unprecedented times like these. Our strong fund balance position protects
against reducing service levels or raising taxes and fees during unforeseen events like this
global pandemic and statewide shutdown. With our conservative revenue and expenditure
projections, I fully expect the City's fund balance to remain healthy and stay within our policy
limits.
3

General Fund Budget with Changes in 2020 2021 Increase
Fund Balance Adopted Proposed (Decrease) Change
Total revenues $i8,543,23o $28,252,222 $ (292,028) (1.6%)
Other financing sources 1,149,070 2,939,070 790,000 68.8%
Total revenues&OFS 29,692,30o 20,292,282 498,982 2.5%
Expenditures 22,292,300 22,365,300 1,173,000 5.5%
Change in fund balance (2,500,000) (2,274,028) (674,018) 44.9%
Beginning fund balance 14,513,828 23,023,828 (2,500,000) (10.3%)
Ending fund balance $ 23,023,828 $20,839,800 $ (2,274,028) (16.7%)
REVENUES & OTHER FINANCING SOURCES
The General Fund's primary sources of revenue include property taxes, sales taxes,
intergovernmental revenues, and permits and fees. Property and sales taxes make up just
over 8o% of all revenues. This year, we are predicting a decline in total revenues due to the
coronavirus shutdown's economic impact. This decline is highly unusual and almost
unprecedented for Mebane, as the past decade has seen consistent and vigorous annual
growth in the City's revenues. For 2021, we expect total revenues to decrease by 1.6%
compared to the 2020 adopted budget. The following table compares General Fund
revenues for the three years from 2019 to 2021. Not only are projected revenues for 2021
lower than this year, but they are also less than revenues in 2019. As just stated, to maintain
existing service levels and continue ongoing projects, we are increasing the use of other
financing sources to offset these dismal estimates. This increase in other financing sources
will include borrowing funds for some Public Works vehicles,the Cates Farm Park,the MACC
to Holt Street Greenway and the Lake Michael Dam. In addition to this, we are
recommending the appropriation of$2,174,018 in fund balance.
2020 2021 Increase
General Fund 2019 Actual 202o Budget Estimated Projected (Decrease) Change
Revenues
Property taxes $ 20,875,324 $ 11,124,975 $ 11,295,995 $ 11,492,912 $ 367,937 3.3%
Sales taxes 3,407,296 3,515,300 3,255,350 3,190,243 (325,057) (9.2%)
Privilege licenses 1,030 1,000 1,030 1,000 - o.o%
Unrestricted intergovernmental 1,666,290 1,821,770 1,617,714 1,638,000 (183,77o) (1o.1%)
Restricted intergovernmental 543,018 420,085 532,433 457,15o 47,065 11.5%
Permits&fees 923,754 809,000 728,872 780,307 (28,693) (3.5%)
Sales&services 554,575 625,1oo 629,586 625,000 (100) (o.o%)
Investment earnings 120,310 15,000 85,000 20,000 5,000 33.3%
Miscellaneous 288,662 221,000 404,683 47.600 (173,400) (78.5%)
Total revenues 18,.80,2cq 18,541,230 18,550,662 18,252,212 (291,018) (1.6%)
Other financing sources
Transfers in - - - - - N/A
Debt proceeds 735,468 1,149,070 - 1,939,070 790,000 68.8%
Appropriated fund balance - 1,500,000 957,587 2,174,018 674,018 44.9%
Total other financing sources 735,468 2,649,070 957,587 4,113,088 1,464,018 55.3%
Total revenues&other financing sources $ 29,115,727 $ 21,192,300 $19,508,249 $ 22,365,300 $1,173,000 5.5%
PROPERTY TAXES
Property taxes comprise 63% of the City's total revenues. We do not expect the coronavirus
:ti a

crisis to have an extraordinary impact on property taxes though we are estimating a slightly
lower collection percentage than usual. I am not recommending a tax increase, so the $0.47
property tax rate per $100 of property value will balance the budget. At this rate, property
taxes will increase a modest 3.3%and total $11,492,912. This estimate includes current year
taxes, motor vehicle taxes, fire district taxes, prior year taxes and penalties and interest. The
additional property tax revenue is entirely due to growth in the City's tax base, projected to
be $2,237,062,961. Due to the expected economic fallout from COVID-19, we are estimating
a collection rate of g8% instead of the historical 99%. One cent on the tax rate will net
$219,232.
SALES TAX
This year, projections for sales tax are very uncertain. National and state economic forecasts
are being revised daily in response to increasingly stringent stay-at-home and social
distancing measures put in place by the State to slow the spread of the virus. We cannot
know the magnitude of the impact of these measures on sales tax. There is a growing
consensus among economists that there will be a sharp economic decline in the U.S. at least
from April through June (our fourth quarter). With the wave of unemployment claims caused
by business closures and the statewide stay-at-home order, likely at least one more quarter
(July through September, our first quarter) of negative growth will follow. Two quarters of
decline meets the popular definition of a recession. Likely, the economy will then gradually
recover into early 2021. Retail sales have typically shown robust growth in Mebane. The
average annual growth in sales tax averaged a solid 7.9%for the five years from 2015 to 2o19.
The chart below depicts the yearly increases for these years, along with the projections for
2020 and 2021. For the current year, we are expecting a 4.5% decrease from 2019, which
means our sales tax estimate will be short by $259,950.
Annual Percent Growth in Sales Tax
70.0%
60.0%
50.0% 8.4%
40.0% 6.5% -4.5% 1
-2.0%
30.0% 10.2% 4.6%
20.0% 12.2%
10.0%
0.0%
2015 2016 2017 2018 2019 2020 2021
Actual Actual Actual Actual Actual Estimated Projected
On top of this deficit,the projected reduction for 2021 is $65,107(2.0%). When compared to
our 202o budget estimate, the 2021 budget projects a decrease of 9.2%. The impact of the
virus on our sales tax will be dramatic, going from a 5-year average increase of $225,00o to
5

a $325,0S7 decrease this coming year.That's a striking blow to the budget when you consider
the difference between the two creates a budgetary decline of over $550,000. That's a half-
million-dollar decline in ongoing revenues that will likely require a few years of recovery,
depending on how quickly the economy turns around. Essentially, this projection puts us
back at 2018 levels for sales tax.
INTERGOVERNMENTAL REVENUE
The electricity sales tax, the Powell Bill allocation, and contracted tax sharing include the
bulk of intergovernmental revenues combining to make up approximately 12% of total
revenues. The Electricity Sales Tax will be flat for 2021, although Airgas's opening might
provide an unexpected increase. The State restricts the Powell Bill Allocation for
maintaining, repairing, or constructing City-owned streets and rights-of-way. Contracted
tax sharing is the additional tax required of Walmart per the incentive agreement. Other
state-shared revenues include sales taxes on telecommunications, video programming and
natural gas. Restricted intergovernmental revenue is estimated to be $45745o, an 3.3..5%
increase over this year. Unrestricted intergovernmental revenue is decreasing to $2,638,000.
This io.i%decline is primarily the result of a decrease in the contracted tax sharing revenue
that is dropping from $282,000 to $3.3o,000. Increased tax revenues generated by N.C.
Commerce Park industries' larger property values will offset this decline.
PERMITS AND FEES
Permits and Fees consist primarily of planning and inspection fees associated with
residential and non-residential development within the City and its extraterritorial
jurisdiction (ETJ). Total permits and fees are projected at $780,307, making up about 4% of
total revenues. The residential development sector will likely slow somewhat, again
depending on how we emerge from this crisis. Many builders have stopped building
speculative houses and are only building to suit. The real estate housing market has been a
seller's market in Mebane, but the virus's impact on the national economy is being felt here
at home as well.To that end, we are estimating a slight decrease in permits and fees of 3.5%.
OTHER FINANCING SOURCES
To balance the budget, we need to appropriate fund balance of $2,3.74,o3.8 in addition to
$i,939,07o in bank financing for the following projects:
• The design of the MACC-Holt Street Greenway is complete, and we are currently in
the process of obtaining permits and easements. We expect to bid this project before
fiscal year-end. The $3.,223,47o project has been funded with cash so far, but
completing the project will require a bank loan of $784,070. With Impact Alamance
donating $25o,000 to this project, we need to keep it moving forward.
• Bank loans totaling $3.,3.55,000 will finance the following projects:
o The Lake Michael Dam ($350,000) is in immediate need of repair. We have
discussed the renovation of this dam for the last ten years, and we are concerned
6

enough to consider this an urgent safety recommendation. An engineering firm is
currently evaluating the dam, and the report is due in the next month.
o Sanitation needs to purchase of a swap loader which is a combination leaf/utility
truck ($27o,000) and a badly needed replacement brush truck ($160,000). At one
point this year, we had all three leaf trucks out of commission for repairs. The
swap loader allows the body of the truck to be swapped so it doesn't sit idle for
nine months and can be adapted to perform many tasks, including spraying brine,
spreading salt, and even as a dump truck.
o The design of the trails at the Cates Farm Park is complete, and the trails are
marked out. Plans are to cut these trails over the next few months. We have
determined a location for the fully accessible tree-house playground; however, I
recommend that we add bathrooms and a picnic shelter near the treehouse and
use our own forces to build a gravel road into the park. These items will cost an
additional $375,000. Impact Alamance has also donated $25o,000 to this project,
so I am recommending that it be continued and made more accessible with a
gravel road and paved parking lot at the playground and shelter.
.111111
' . .. . •
o ill
• , ....,4 .
., s,
. ., ...,
... . Nte, ., .
, . . .e. . e. .
% s e ,--,, ,
, , 1,,.. .. 414::: .4 dik.;. . * lit, )
i * `
P . ' '!' _ ..
I
Proposed Cates Farm Playground Area
P Y9
Bank financing for large purchases and projects makes so much sense now because the
interest rates are at all-time lows, and our debt load is well under norms. As mentioned
previously, the amount of fund balance recommended for appropriation this year is not
unprecedented, but it is higher than the City has appropriated in the past several years. The
reason we have a healthy fund balance and a policy that keeps it that way is because it allows
the City flexibility to adjust for unexpected opportunities or challenges during the year. I
believe these unprecedented times call for the use of a bit more fund balance, and this
recommended appropriation may take the balance below the minimum policy threshold of
7

5o% of expenditures; however, we have been below our policy level before. Based on a
worst-case scenario, we estimate that the fund balance percentage could reach 36% by the
end of zozi; however,even 36%is a sufficiently strong financial position.The following chart
shows this expected impact on the fund balance as a percentage of total expenditures.
Eno Unassigned Fund Balance
yopUnassigned Fund Balance as%of Total Expenditures
0
sio,000,000 5 �0 6o%
$9,000,000 46% o
$8,000,000 43% 5o%
$7,000 000
4o%
$6,000,000
$5,000,000 3o%
$9,098,856 $8,141,269
$4,000,000 $7,563,514 $7,641,269 2o%
$3,000,000
$2,000,000 10%
$1,000,000
$o 0%
2018 2019 2020 2021
EXPENDITURES & OTHER FINANCING USES
BUDGET REQUESTS—THE STRESS OF GROWTH
General Fund budget requests this year are beginning to show the strain of keeping up with
our quickly expanding City. Department heads initially requested a total of $23,383,809
during the budget process this year. Along with inflationary operational increases, new
personnel requests included i8 new positions and five reclassifications. Also, significant
department capital requests likely indicate worn-out equipment, vehicles needing
replacement, and aging infrastructure requiring substantial repair. To fund all these
requests, we would need to increase the property tax a minimum of $1,o18,5o9. With one
penny on the tax rate estimated to bring in $219,232, the tax rate would have to increase by
4.6 cents to meet the rest of the requests.
Department heads had finalized their requests in early March, right before the COVID-ig
crisis hit North Carolina. As we realized the impact of the crisis on our economy, I asked
departments to cut their requests based on an imminent revenue shortfall. They provided
over $500,00o in cuts to reduce their requests to only essential needs. To keep the tax rate
at 47 cents, I made an additional $440,00o in reductions; however, I had to appropriate more
fund balance than usual to balance the budget. As the budget committee evaluated these
requests, none appeared to be completely unreasonable. I make this point only to call
attention to the increasing tension of providing quality services and infrastructure to a
rapidly growing city like Mebane. As we look forward, I am not convinced that the 47 cents
tax rate is sustainable at the pace our population is growing. I often hear that growth pays
for itself; however, one of the most significant items in our budget is personnel costs, and
8

the City's employee numbers are much lower in various departments than many similar-
sized cities. While not included in my recommended budget, I believe an in-house study to
determine expected employee needs over the next ten years is needed. An overall space
needs study could include this workforce projection to identify new or expanded facility
needs adequately.
BUDGET OVERVIEW—CORONAVIRUS CHALLENGE
The proposed spending plan for the General Fund amounts to $22,365,300, a 5.5% increase
over last year's adopted budget. New items significantly increasing this budget include the
MACC-Holt Street Park Greenway, a potential incentive payment to Lotus Bakeries, three
Police vehicles,the street repaving and repair contract, a swap loader garbage/leaf truck and
new brush truck, recycling contract increase, and a debt payment related to financing the
new greenway. To offset these items, we cut budgets across the board in a variety of
departments.
2019 2020 2021 Increase %
General Fund Actual 2020 Budget Estimated Recommended (Decrease) Change
Personnel $ 8,940,114 $10,799,176 $ 9,687,448 $ 11,548,267 $ 749,091 6.9%
Operating 5,117,767 4,056,051 4,161,055 4,602,902 546,851 13.5%
Capital Outlay 1,108,406 4,508,604 4,684,727 4,514,468 5,864 o.l%
Debt 1,633,032 1,818,469 1,537,067 1,699,663 (118,806) (6.5%)
Total $16,799,319 $21,182,300 $20,070,297 5 22,365,300 51,18 ,000 5.6%
Personnel costs for 2021 are increasing over the 2020 budget by $749,091 (6.9%). The
significant items contributing to this increase include:
• Two new positions were approved in 2020 to keep up with the City's construction
growth and protect against cybercrime. With hiring the new Planner and IT Specialist
before the end of fiscal 2020, the budget includes salaries and benefits for a full year
in 2021.
• For employee compensation, I am recommending a 2%COLA increase, but placing a
one-year freeze on the merit pay plan.
• Increases in medical insurance rates of 5%, along with a rise in the retirement
contribution rate of 6.1% were also significant contributors to increased benefits
costs.
Operating expenditures reflect a 13.5% increase, including an increase in recycling fees,
engineering fees, and funding for a city-wide space needs study (silo,000). Responding to
the current world situation and increased reliance on our online presence for everyday
activities, we are proposing to upgrade the website, fund a more robust social media
presence, and enhance security and stability with technology-related costs in various areas.
As just mentioned, capital outlay is mostly for Recreation projects, Public Works vehicles,
and police patrol vehicles. We are proposing to continue the Cates Farm Park project that
includes trails and an accessible playground. We are recommending additional funding for
9

the construction of a gravel road by our own forces and a bathroom/shelter facility beside
the playground to provide access and convenience to those who visit the park. We are
currently having the Lake Michael dam evaluated for decade-old concerns about its
deterioration. Based on the expected results of the study, we are recommending the repair
of the dam.
The financing of Recreation projects and the purchase of Public Works vehicles require new
debt payments. This new debt nets with reductions in existing debt to reduce debt service
costs by 6.5% and keep our debt level at a very moderate 8%of total expenditures.
DEPARTMENT BUDGETS
The following table lists the total budget for each department in the General Fund and
compares the 2021 Recommended Budget to the 2020 Budget. The Increase (Decrease)
column provides the change in dollar amount, while the % Change column provides the
change relative to the size of each department's budget. For instance, the 2021 dollar
increase over 2020 for Sanitation is $465,969. The 37.3% change shows the relative growth
of Sanitation's proposed 2021 budget as compared to its 2020 budget. Since the previous
section highlighted the major budget items impacting the 2021 recommended budget, I will
not re-plow that ground here. Appendix A provides detailed descriptions of each
department's supporting revenues, recommended budget, and budget highlights.
2019 2020 2021 Increase
General Fund Actual 2020 Budget Estimated Recommended (Decrease) Change
Council $ 78,58o $ 82,66o $ 81,830 83,539 $ 879 1.1%
Administration 787,173 988,15o 823,722 1,163,700 175,550 17.8%
Finance 509,614 588,020 518,628 604,386 16,366 2.8%
Information Technology 195,867 288,26o 287,496 409,775 121,515 42.2%
Economic Development 310,836 984,25o 727,075 1,021,800 37,55o 3.8%
Police 4,311,918 4,046,370 4,224,979 4,350,405 304,035 7.5%
Fire 2,702,299 2,925,80o 2,956,638 2,954,224 28,424 1.0%
Planning 307,475 448,790 388,705 561,664 112,874 25.2%
Inspections 365,211 581,000 427,515 618,705 37,705 6.5%
Engineering 271,547 350,000 434,100 430,500 80,500 23.o%
Public Works 1,590,223 2,560,250 3,072,566 2,644,613 84,363 3.3%
Public Facilities 633,902 784,88o 820,610 806,593 21,713 2.8%
Sanitation 1,045,305 1,250,790 1,045,999 1,716,759 465,969 37.3%
Recreation &Parks 1,447,960 2,717,001 1,631,329 2,481,665 (235,336) (8.7%)
Non-Departmental 2,241,409 2,586,079 2,574,412 2,516,972 (69,107) (2.7%)
Total expenditures $ 16,799,319 $21,182,300 $20,015,604 $ 22,385,300 $1,183,000 5.6%
OUTSIDE AGENCIES
Outside agencies are a minor part of the budget appropriations; however, these agencies
provide essential services for the citizens of Mebane.
• The Mebane Historical Museum has long been funded by the City to operate the
10 a� vw WSF Y "{Cd6C l5

museum and keep a cultural record of the City's history. The board requested a 2%
increase this year for salary increases.
• The Alamance County Arts Council provides the City with several performances each
year as well as public art sculptures. The Council requested the same amount as last
year.
• The volunteer Train Group continues upgrading the Tommy Long Train Collection
and has become a top-rated attraction.The Train Group requested a two-year budget
for 2021 and 2022 of $5o,000 ($25,00o each year) for the purchase, installation, and
refurbishment of a retired caboose rail car to be located in a public park space for
visitors and residents to have an up-close and personal inspection of one of rail
transportation's key fixtures. While this is an idea that deserves more consideration
in the future, with the current crisis, I am not recommending funding this year. No
appropriation is recommended for the Train Group this year as the group has
carryover funds that will last them into next year.
• The Alamance County Transportation Authority(ACTA) provides medical and human
service transportation to Mebane residents.They offered a wealth of data supporting
their request that shows increasing service provision to Mebane residents. ACTA did
not request an increase this year.
• Finally, United Way provides 211 services to our citizens who have emergency needs
for housing, food, utilities, mental health issues, and other household needs. The 211
service, which connects people with these needs to appropriate agencies for
assistance, is being widely used during the coronavirus crisis. The agency requested
$ o00 of which I am recommending $2
5, , 00.5
2020 2021 2021
Outside Agencies Budget Requested Recommended
Tommy Long Train Display $ 15,286 $ 25,000 $ -
Alamance Couunty Arts Council io,000 10,00o io,000
Alamance County Transportation Authority 6,5oo 6,500 6,5oo
Mebane Historical Museum 37,600 38,540 38,54o
United Way i,000 5,000 2,500
Total $ 70,386 $ 85,040 $ 57,540
THE UTILITY FUND
The Utility Fund is an enterprise fund designed to be a self-supporting operation that sells
water and sewer services to the public for a fee. Utility operations are budgeted across three
funds but combined for purposes of budget presentation.The three funds include the annual
enterprise fund, capital fund, and capital reserve fund. The capital reserve fund accounts for
the new system development fees instituted two years ago. The recommended budget (net
of internal transfers) for FY 2021 is $8,751,000, a 6.2% decrease over the 2020 budget.
REVENUES & OTHER FINANCING SOURCES
The Utility Funds' primary sources of revenue include water and sewer sales, system
11

development fees, reconnection fees, and intergovernmental revenue. We expect moderate
growth in system development fees and intergovernmental revenues. We are cautiously
predicting water and sewer sales with a decrease not only from the crisis but the growing
prevalence of high-efficiency toilets. With the housing market expected to cool down
somewhat in 2021, adding fewer new customers than in 2020, we are unsure of the impact
on the crisis for water usage from restaurants and other small businesses. Total revenues are
estimated to grow by $221,415 (3.2%) over this year. System development fees and
intergovernmental revenues combined are providing $357,855 in new revenue, offset by a
decline of $14o,74o in sales. Appropriated fund balance totals $1,522,815, a reduction of
$804,585 (34.6%) in the projected use of fund balance from last year .
2020 2021 Increase
Utility Fund(Combined) 2019 Actual 2020 Budget Estimated Projected (Decrease) Change
Revenues
Sales and Services $ 5,882,712 $ 6,160,520 $ 5,898,180 $ 6,019,780 $ (140,74o) (2.3%)
Connection Fees 151,20o - - - - N/A
System Development Fees 033,820 • 480,000 ' 85o,000 ' 650,000 170,000 35.4%
Intergovernmental 173,700 79,o00 343,276 266,855 i87,855 237.8%
Permits and Fees 102,463 122,250 77,560 r 71,550 (50,700) (41.5%)
Investment Earnings r 63,336 r 20,000 r 52,500 32,500 12,500 62.5%
Miscellaneous 128,414 145,000 172,749 187,50o 42,500 29.3%
Total revenues 7,11c,6c1 7,006,770 7,394,26c .7,228,18c 221,41c 3.2%
Other financing sources
Transfers in - - - - - N/A
Debt proceeds - - - - - N/A
Contributed Capital - - - - - N/A
Appropriated fund balance - 2,327,400 1,121,773 1,522,815 (804,585) (34.6%)
Total revenues&other financing sources $ 7,135,651 $ 9,334,170 $ 8,516,038 $ 8,751,000 $ (583,170) (6.2%)
PROPOSED FEE INCREASE — DELAYED TO JANUARY 2021
Background
As you may recall, the City completed a Water and Sewer Rate Analysis in 2018 that
suggested a 5-year graduated increase in rates to offset rising maintenance costs and
anticipated infrastructure expansion costs associated with the Long-Range Utility Plan
(LRUP). The City also completed a system development fee analysis to replace the previous
water and sewer connection fees collected by the City, per state law requirements. The City
implemented the system development fees and a 5%water and sewer rate increase in 2019.
The following table provides the current rate structure:
In-City Use
Water Sewer
(Outside Rates x2)
2020 $6.11 $6.56
12 nClin � f�

Even with that increase, the Utility Fund's excess revenues over expenses declined
substantially as seen in the following chart.
Revenues Over Expenses
s1,264,457
$1,000,354
$215,380
2017 2018 2019
On top of this, we did not implement the second year of the 5-year scheduled increase in
water and sewer rates in the current budget year, 2020.
Water&Sewer Rate Analysis
During this past year, preliminary engineering reports of the cost of the Water Resource and
Recovery Facility (WRRF) upgrade increased substantially. With the $5.4 million first phase
of the expansion set to begin in 2021, we decided to update the rate analysis completed in
2o18.
The update used the same methodology as the 2018 study, which included (1) the costs of
water production and distribution; (2) sewer collection and treatment; and (3) capital costs
of the Long-Range Utility Plan. With the addition of the increased cost for the WRRF
upgrade, the phased rate increases, coupled with the use of system development fees,
should reset the Utility Fund's imbalance and start building needed reserves. The following
table shows the 5-year proposed rate structure with a 2% increase in the water rate and an
8% increase in the sewer rate each year.
In-City Use
(Outside Rates x2) Water(2%/year) Sewer(8%/year)
2021 $6.23 $7.08
2022 $6.36 $7.65
2023 $6.48 $8.26
2024 $6.61 $8.92
2025 $6.75 $9.64
Allowing for average annual capital costs, including major maintenance needs, additional
13

capacity, and known capital needs, results in a yearly sewer system deficit of over $1.1
million and a Utility Fund deficit of almost $750,000. These deficits highlight the need to
consider both near-term and long-term remedies for this funding gap,especially as the City's
customer base expands. The combination of this 5-year phased rate increase, along with
improving operational efficiency, reducing water loss, and reducing inflow and infiltration,
will reduce, if not eliminate,these existing funding shortfalls.
Proposed Rate Increase Delayed to January 2021
Given the difficult times we are facing, I am proposing to implement this rate increase on
January i, 2021. Hopefully, by then, we will be on the other side of this crisis or at least
coming out of it. Delaying the rate increase allows us the flexibility of not implementing the
rate increase in January if the times warrant against it.Amid this crisis, I have struggled with
making this recommendation this year; however, we must start the WRRF upgrade, and
delaying this decision any longer is not financially responsible.
EXPENDITURES & OTHER FINANCING USES
BUDGET OVERVIEW
The combined budget for the Utility Fund, including the Capital Fund and Capital Reserve
Fund, is proposed at $8,751,000, a 6.2%decrease from the 2020 budget.
2019 2020 2021 Increase %
Utility Fund(Combined) Actual 2o2o Budget Estimated Recommended (Decrease) Change
Personnel $ 2,120,805 $ 2,600,132 $ 2,261,633 $ 2,677,802 $ 77,67o 3.o%
Operations 3,690,040 3,110,188 3,183,623 3,198,502 88,314 2.8%
Capital 1,249,386 2,402,130 1,362,896 1,725,77o (676,36o) (28.2%)
Debt 856,675 1,221,720 855,386 1,148,926 (72,794) (6.o%)
Total $ 7,916,9°6 $ 9,334,17o $ 7,663,538 $ 8,751,000 $ (583,17o) (6.2%)
Personnel costs are increasing by 3.o%, almost entirely due to the 2% cost of living
adjustment and increases in group insurance and retirement rates. The budget also includes
$618,512 in administrative cost allocations for staff time spent on management, contract
review, capital planning, purchasing, and accounting for utility projects and functions. The
retirement contribution rates to N.C. Local Government Retirement System continues to
increase to sustain the health of the statewide system, according to the State Treasurer. For
group insurance benefits, we are proposing the same coverage levels as in 2020.
By delaying equipment purchases and holding the line on most line items, we held the
increase in operations to 2.8%.The 2021 budget will continue to make progress on the meter
replacement project, funding for NC11g relocations, and an increase in dewatering expense
for the WRRF.
Capital expenditures recommended in the 2021 budget total $1,725,770, including the
reimbursement for oversizing various water and sewer infrastructure ($175,000). Also,
Mebane's 5o% share in the Graham Water Treatment facility's capital improvements is
$125,000. The ongoing meter replacement project is progressing, and this budget
14 t4�

recommends$44o,600 to continue it. Most of the remaining capital outlay is for contingency
funds to repair and maintain pump stations,water distribution lines,and the sewer collection
system.
DEPARTMENT BUDGETS
The following table contains the recommended budget for each department in the Utility
Fund compared to the two previous years. Since the last section highlighted the major
budget items impacting the 2021 recommended budget, as with the General Fund,Appendix
A provides detailed descriptions of each department's supporting revenues, recommended
budget, and highlights of important items.
2019 2020 2021 Increase %
Utility Fund(Combined) Actual 2020 Budget Estimated Recommended (Decrease) Change
Administration $ 1,071,842 s 1,204,850 $ 1,087,634 $ 1,289,656 84,806 7.0%
Operations 3,013,139 4,807,520 3,729,196 3,992,735 (814,785) (16.9%)
Engineering 209,758 195,000 224,675 230,000 35,000 17.9%
Water Resource Recovery 1,614,560 1,905,080 1,766,647 2,089,683 184,603 9.7%
Non-Departmental 2,007,607 1,221,720 855,386 1,148,926 (72,794) (6.0%)
Total $__7,9i6,906 9,334,17o 7,663,538 8,751,000 (583,170) (6.2%)
One expenditure item worth highlighting is the beginning of our expansion of the WRRF. The
WRRF was last upgraded in 1.993, so most of the equipment is over 25 years old. After more
than two years in engineering and re-engineering studies, we finally received an official
preliminary engineering report. As a result, we plan to begin Phases i and 3 of the project
this year. Phase 1 will replace aging equipment, improve treatment processes (screening,
nutrient removal, & residuals handling) as well as taking increased capacity from 2.5 million
gallons per day (MGD) to 3.o MGD. The Jordan Lake rules, though delayed again by the
General Assembly, require treatment to certain nutrient levels. These improvements will
improve operational efficiency and reduce objectionable odors occasionally emanating from
the plant. Phase 3 includes additional improvements for the 3.o MGD capacity increase. The
Phase 3 requirements will be evaluated based on the outcome of Phase i improvements and
may be altered based on success. For 2021,we are proposing a bank financing of$5.6 million
to pay for the construction of these phases over the next few years. Depending on the impact
of the first phases, future improvements in 2o23 and 2024 will total an additional $6.3.
million.
CONCLUSION
COUNCIL DELIBERATION REPORT
The coronavirus devastated our budget work sessions this year, so the staff was unable to
collaborate like normal with you. With that in mind, I realize you may have changes you wish
to propose as we allow the public to review this message for the statutorily required period
leading up to the public hearing on June i. With that in mind, Appendix B will enable you to
see the important budget items requested this year, their cost, the cuts made, and a brief
note of why I did or did not recommend it. I plan to provide this to you in its Excel spreadsheet
15

so you can determine the impact of different choices on the tax rate or fund balance
appropriation.
FINAL THOUGHTS
The City continues to provide quality services for its citizens while not increasing its property
tax rate. As noted, I do not believe our 47-cent rate can sustain the abundance of needs
expressed by the department heads, as well as the many ideas discussed with staff that never
even make it on to an agenda. The 2021-2025 Capital Improvement Plan (CIP), to be
submitted in a separate report this year, shows the visionary plans of the department heads;
however, outside of the CIP, many other ideas abound. To plan and implement them, we
must determine which projects to pursue through public discussion and include them in the
5-year planning process. The City has accomplished great things in the last decade, and as
we look to the next io-year horizon, our population will be approaching, if not over, 30,000
people! This rate of growth demands continuous improvement in how we do business and
can only improve with your vision leading the way. That combination, your leadership, and
constant business improvement will create the community you want for the citizens — a
Positively Charming one! This reminds me of the television series, Friday Night Lights, with
its tagline "Clear eyes, full hearts, can't lose!" While that's probably from too much binge-
watching during this 7-week quarantine, I would like to conclude with my own tagline!
Seek the good of the City,
David S. Cheek
City Manager
16

APPENDIX A: DEPARTMENT BUDGETS
GENERAL FUND
CITY COUNCIL
2021 Recommended Budget
City Council
The City Council is the governing body of the City of Mebane, and consists of the mayor and
five other councilmembers.
The City Council's budget includes a stipend for each member along with budget for supplies,
dues and meeting expenses, with a slight increase in meeting and travel costs for 2021.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues... $ 78,58o $ 82,66o $ 82,66o $ 81,830 $ 83,539 1.1%
Totals $ 78,58o $ 82,66o $ 82,66o $ 81,83o $ 83,539 1.1%
2020
2019 2020 Revised 2020 2021 %
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 58,912 $ 60,170 $ 60,17o $ 60,17o $ 60,245 o.194)
Operating 19,668 22,490 22,490 21,66o 23,294 3.6%
Capital - - - - - NA
Totals $ 78,58o $ 82,66o $ 82,66o $ 81,83o $ 83,539 1.1%
17

ADMINISTRATION
2021 Recommended Budget
Administration
Administration includes the City Manager and Assistant Manager, City Clerk, City Attorney and Human
Resources.
The personnel budget for Administration includes an allowance for a 2% COLA increase and an
increase in the retirement contribution rate netted with an allocation ($279,709)of administrative costs
to the Utility Fund for the administrative staffs time spent on utility-related projects. The budget also
includes an allowance for benefits payout. The operating budget includes continued funding for risk
management, safety initiatives and employee benefits administration, along with s25,o00 for website
upgrades. No capital outlay is requested.
2020
2019 2020 Revised 2020 2021 %
Revenues Actual Budget Budget Estimated Manager Change
General Revenues s 787,273 $ 988,15o $ 988,15o $ 823,722 s 1,163,700 17.8%
Totals s 787,173 $ 988,250 $ 988,150 $ 823,722 $1,163,700 17.8%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel s 625,532 $ 822,354 s 822,354 s 670,829 $ 976,410 18.9%
Operating 161,641 266,796 266,796 152,893 187,290 12.3%
Capital - - - - - N/A
Totals $ 787,173 s 988,150 s 988,150 $ 823,722 $1,163,700 17.8%
18

FINANCE
2021 Recommended Budget
Finance
The Finance Department consists of five employees responsible for all revenue collections
and financial reporting for the City. One position is funded by the Utility Fund.
The 2021 budget includes an allowance for COLA and increases in Group Insurance and the
Retirement rate, for a net increase of 5.1% in personnel. The operating budget continues
contracting with Alamance and Orange Counties for tax collection (which increases as taxes
increase) and various operating cuts to other line items for a net decrease of.2%. No capital
is requested for zozs.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues... $ 509,614 $ 588,020 $ 588,020 $ 518,628 $ 604,386 2.8%
Totals $ 509,614 $ 588,020 $ 588,020 $ 518,628 $ 604,386 2.8%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 268,486 $ 330,170 $ 330,270 $ 280,643 $ 346,936 5.1%
Operating 227,803 257,850 257,850 237,985 257,450 (0.2%)
Capital 23,325 - - - - N/A
p..a
19

INFORMATION TECHNOLOGY
2021 Recommended Budget
Information Technology(IT)
The IT Department has two employees and is responsible for management and maintenance of
the citywide network of servers, computers and peripherals.
In addition to increases for a COLA and retirement rate increase, the 2021 personnel budget
includes a full year of the new IT Specialist position approved in the middle of 2020.
The operating budget for 2021 provides for the continuation of work to secure the city's growing
network, including firewalls, backups and other disaster recovery measures, along with cybercrime
measures and consolidating backup charges from other departments into the IT budget. As the
number of users in the network increases, so do annual charges and backup fees. Planned
purchases includes load balancing equipment to secure Police circuits (sio,000) and software
($9,000)to monitor the network and track devices.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager %Change
General Revenues $195,867 $288,260 $288,260 $ 287,496 $ 409,775 42.2%
Totals $195,867 $288,26o $288,26o $ 287,496 $ 409,775 42.2%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager %Change
Personnel $ 68,261 $ 112,43o $112,43o $ 117,172 $ 172,861 53.7%
Operating 124,848 175,830 175,830 160,738 236,914 34.7%
Capital 2,758 - - 9,586 - N/A
Totals $195,867 $288,26o $288,260 $ 287,496 $ 409,775 42.2%
20

ECONOMIC DEVELOPMENT
2021 Recommended Budget
Economic Development
The Economic Development division provides for the City's efforts to attract desirable new
businesses, industries and jobs.
Incentive payments are triggered by request of companies when they successfully achieve the
level of investment and jobs creation specified in their agreements with the City. Aided by
revenue sharing with our partners Alamance County, Orange County and the City of Graham,
the 2021 budget for Economic Development provides for the continuation of existing
agreements like Cambro ($135,000), Lidl ($225,000)and Lotus($273,400). In addition this year,
new incentive payments are anticipated for agreements signed with ABB ($239,400), UPI
($25,000)and Airgas($94,000)as they are expected to meet new incentive milestones.
2019 2020 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $112,243 $ 702,250 $ 687,297 $596,908 $ 891,800 27.0%
Grants/Intergov 198,593 282,000 296,953 130,167 130,00o N/A
Totals $310,836 $ 984,25o $ 984,25o $ 727,075 $1,021,800 3.8%
2019 2020 2020 Revised 2020 2021 %
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ - $ - $ - $ - $ - N/A
Operating 310,836 984,25o 984,25o 727,075 1,021,800 3.8%
Capital - - - - - N/A
Totals $310,836 $ 984,25o $ 984,25o $ 727,075 $1,021,800 3.8%
21

POLICE
2021 Recommended Budget
Police
The Police Department includes the Police Chief and sworn law enforcement officers who, along
with their support staff, maintain the safety and peace of the community.
The Police budget for 2021 includes a 5.8%increase in personnel, including increases for a cost of
living adjustment and an increase in group insurance and retirement rates. Also included are
benefit payouts for potential retirements. Operating cost increases for vehicle maintenance and
new software are partially offset by other reductions, as federal awards have provided for
purchase of some equipment in recent years. The increase in capital costs is due to the purchase
of 3 replacement vehicles compared to 2 in the previous budget year.
2020
2019 2020 Revised 2020 2021 %
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $3,742,507 $4,046,370 $1,954,991 $4,142,669 $4,330,405 7.0%
Totals $3,842,488 $4,046,370 $2,954,992 $4,224,979 $4,350,405 7.5%
2020
2019 2020 Revised 2020 2021 %
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $2,983,046 $3,295,252 $ 2,506,832 $3,262,577 $3,487,692 5.8%
Operating 601,455 644,180 395,190 806,954 684,190 6.2%
Capital 257,987 106,938 52,97o 255,448 278,524 66.9%
Totals $3,842,488 $4,046,370 $2,954,992 $4,224,979 $4,350,405 7.5%
22

FIRE
2021 Recommended Budget
Fire
The Fire Department coordinates career and volunteer staff at three stations for providing
suppression and life safety services to the City, including first responder services.
Personnel costs reflecting a 4.1% increase for 2021 include an allowance for cost of living increase
and an increase in group insurance and retirement rates. An increase in operating expenses for Fire
tower certification ($12,5oo) nets with decreases in computer and pager replacement (-$2o,000)and
other operating lines for an overall reduction of 2.4%. After the purchase of a brush truck and small
equipment in 2020, no capital purchases are planned for 2021.
2020
2020 Revised 2020 2021
Revenues zo19 Actual Budget Budget Estimated Manager Change
General Revenues $ 2,175,047 $ 2,407,575 $ 2,407,575 $ 2,357,559 $ 2,444,039 1.5%
Grants/lntergov 57,180 44,000 44,000 44,000 44,000 o.o%
Permits/Inspections 8,150 9,000 9,000 7,000 4,000 (55.6%)
Fire District Taxes 462,922 465,225 465,225 462,185 462,285 (0.7%)
Totals $ 2,702,299 $ 2,925,800 $ 2,925,800 $ 2,870,744 $ 2,954,224 1.0%
2020 2020 2020 2021
Expenditures 2019 Actual Budget Revised Estimated Manager Change
Personnel $ 2,178,172 $ 2,482,294 $ 2,482,294 $ 2,422,534 $ 2,585,262 4.1%
Operating 462,758 378,006 378,006 384,210 368,962 (2.4%)
Capital 62,370 65,5oo 65,5oo 64,000 - (aoo.o%)
Totals $ 2,702,299 $ 2,925,800 $ 2,925,800 $ 2,870,744 $ 2,954,224 1.0%
23 ti

PLANNING
2021 Recommended Budget
Planning
The Planning Department provides long- and short-range planning and review, to provide for
the orderly and safe growth of the City.
The Planning budget for 2021 reflects a full year of the new Planner position that was hired
during 2020. In addition to a full year salary, the Personnel expenses also reflect a 2% cost of
living increase, and an increase in group insurance and retirement rates. Operating increases
in 2021 provide for upgrading the UDO and conducting traffic studies, and provide for
continued participation in the Main Street Program. Our current UDO is si years old and
needs to be updated accordingly per NC Statute NC S.L. 2019-111& NC G.S. 16oD.
2020
2019 2020 Revised 2020 2021 %
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $ 291,050 $ 317,790 $ 317,790 $ 279,998 $ 461,068 45.1%
Grants/Intergov - - - 15,750 - N/A
Permits& Fees 16,425 131,000 131,000 92,957 100,596 -23.296
Totals $ 307,475 $ 448,790 $ 448,790 $ 388,705 $ 561,664 25.2%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 232,707 $ 271,510 $ 271,510 $ 232,021 $ 356,466 31.3%
Operating 74,768 177,280 3.77,280 156,684 205,198 15.7%
Capital - - - - - N/A
Totals $ 307,475 $ 448,790 $ 448,790 $ 388,705 $ 561,664 25.2%
24

INSPECTIONS
2021 Recommended Budget
Inspections
The Inspections Department provides permitting and code enforcement for safe growth of
the City.
The Personnel budget for 2021 includes an increase for cost of living adjustment and rate
increases for group insurance and retirement. During 2021 the Inspection Department will
implement an online option for payment of permits and fees, and the operating budget
includes an increase of $20,000 for online fees and charges. The Capital budget for 2021
provides for the purchase of a replacement copier.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues... $ (170,450) $ 131,000 $ 131,000 $ (85,27o) $ 66,893 (48.9%)
Permits& Fees 535,661 45o,000 450,000 512,785 551,812 22.6%
Totals $ 365,211 $ 581,000 $ 581,000 $ 427,515 $ 618,705 6.5%
2020
2019 2020 Revised 2020 2021 %
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 336,374 $ 541,326 $ 541,326 $ 406,630 $ 554,761 2.5%
Operating 28,837 32,25o 32,25o 20,885 52,600 63.1%
Capital - 7,424 7,424 - 11,344 52.8%
Totals $ 365,211 $ 581,000 $ 581,000 $ 427,515 $ 618,7o5 6.5%
25

ENGINEERING
zozl Recommended Budget
Engineering
The Engineering Department consolidates the costs of the General Fund's plan review,
construction review, technical review and other engineering services required to provide for the
orderly and safe growth of the City. The services include technical review, construction
inspections, stormwater engineering, as well as our City Engineer's various services.
The zozo budget was the first to combine construction review, plan review, technical review
and miscellaneous engineering and professional services into a single department for the
General Fund. Actual experience in 2020 is reflected in the increase in budgeted expenses for
2021. Engineering Fees for new development are expected to cover a large portion of this cost.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $ (87,771) $ 135,00o $ 135,00o $ 321,971 $ 310,601 130.1%
Grants/Intergov - - - - - N/A
Permits& Fees 359,318 215,000 215,000 112,129 119,899 (44.2%)
Totals $ 271,547 $ 350,00o $ 350,00o $ 434,10o S 430,500 23.0%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel S - $ - $ - $ - s - N/A
Operating 271,547 350,000 350,000 434,100 430,500 23.o%
Capital - - - - - N/A
Totals $ 272,547 $ 350,00o $ 350,00o $ 434,10o $ 430,500 23.o%
26

PUBLIC WORKS
2021 Recommended Budget
Public Works
The Public Works Department manages and maintains the City's streets, sidewalks, drainage
systems and cemeteries, including infrastructure maintenance, landscaping and
emergency/inclement weather response.
Funding sources for Public Works include Powell Bill funds and cemetery plot sales. Personnel
expenses increase include the 2% cost of living increase and the increase in rates for group
insurance and retirement. Operating expenses in 2021 include a $25,00o increase in street
maintenance, and funding for widening Foust Road ($265,000) netted with reductions in other
operating lines. Capital funding in 2021 includes continuation of the Jackson Street sidewalk project
for $205,000. The DOT's work on Corregidor Street continues and the related relocation of the
fence at Public Works($70,000) has been extended until 2021.
2019 2020 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $1,205,788 $ 2,188,315 $ 3,459,344 $2,691,232 $2,259,613 3.3%
Grants/lntergov 351,935 351,935 351,935 360,334 365,000 3.7%
Permits& Fees 32,500 20,000 20,000 21,000 20,000 0.0%
Totals $1,590,223 $2,560,250 $ 3,831,279 $3,072,566 $2,644,613 3.3%
2019 2020 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 575,576 $ 883,18o $ 883,18o $ 679,83o $ 897,873 1.7%
Operating 990,295 1,232,070 2,473,099 2,006,658 1,471,740 19.5%
Capital 24,352 445,000 475,000 386,078 275,000 (38.296)
Totals $1,590,223 $2,560,250 $ 3,831,279 $3,072,566 $2,644,613 3.3%
27

PUBLIC FACILITIES
2021 Recommended Budget
Public Facilities
The Public Facilities budget provides for citywide maintenance and upkeep of City property
including the Mebane Library, City Hall, cemeteries, and the Veteran's Garden.
2021 personnel costs include an allowance for a COLA and increases in group insurance and
retirement rates. The operating budget includes funding for a city-wide space needs study
(s11o,000)which nets with a delay in the resumption of branding signage (-$S5,000) and library
and fountain maintenance projects(-$33,500)for a 4% increase in operating costs overall. With
the purchase of the Ruffin Street parking lot complete in 2020, no capital is requested for 2021.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $ 629,632 $ 784,880 $ 784,880 $ 840,303 $ 806,593 2.8%
Totals $ 629,632 $ 784,880 $ 784,880 $ 840,303 $ 806,593 2.8%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 281,755 $ 357,800 $ 357,800 $ 305,842 $ 362,293 1.3%
Operating 347,877 427,080 427,080 341,439 444,300 4.0%
Capital - - - 193,022 - N/A
Totals $ 629,632 $ 784,880 $ 784,880 $ 840,303 $ 806,593 2.8%
28

SANITATION
2021 Recommended Budget
Sanitation
The Sanitation division provides for weekly garbage, recycling and yard waste pickup for residents
within the City.
The 2021 Sanitation budget provides for continuation of the same level of service as prior years.
The nationwide increase in recycling cost that began last year continues, but we are not
recommending a fee increase in light of the impact of COVID-19. Sanitation's personnel budget
provides for a cost of living adjustment and increases in group insurance and retirement rates. The
operating budget increase is largely due to the increase in recycling costs. The 2021 capital outlay
includes a swap loader for $270,00o and an additional brush truck for$16o,000. It's included in the
Capital Outlay budget and not on this schedule. $1,286,759 +$430,000=$1,716,759.
2019 2020 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $ 671,083 $ 787,690 $ 787,690 $ 571,413 $ 811,759 3.1%
Totals $1,045,305 $1,250,790 $ 1,250,790 $1,045,999 $1,286,759 2.9%
2019 2020 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 416,041 $ 512,190 $ 512,190 $ 432,304 $ 524,159 2.3%
Operating 629,264 711,600 711,600 601,710 762,600 7.2%
Capital - 27,000 27,000 11,985 - (1oo.o%)
Totals $1,045,305 $1,250,790 s 1,250,790 $1,045,999 $1,286,759 2.9%
29 t P1:. _ °#::

RECREATION& PARKS
2021 Recommended Budget
Recreation
The Recreation Department provides cultural and recreational opportunities to the residents of
the City, including programming and maintenance at the athletic parks, two recreation centers,
Lake Michael, Cates Farm and pocket parks throughout the city. Sometime in 2021, we expect
to have completed the MACC to Holt Street Greenway which will also be included in the
department's programming.
The 2021 personnel budget includes the reclassification of two positions, additional part-time
salaries, a cost of living increase and rate increases for group insurance and retirement.
Operations include the continuation of social media efforts begun last year ($2o,000),
maintenance projects for the MACC ($12,000), facility landscaping (sio,000), and a shade
structure for the dog park ($28,000). Capital expenses in the 2020 budget include the re-
appropriation of the MACC to Holt-Street Greenway. The project will likely be bid in June 2020,
awarded in July with financing secured shortly thereafter. Additional debt-funded capital
expenses include Lake Michael dam repairs ($35o,000) and continued construction of Cates Farm
park ($375,000). The purchase of a grass tractor ($38,000) is planned to allow for in-house
maintenance of turf.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $1,35o,o67 $2,432,551 $3,099,450 $1,243,079 $2,396,215 (1.5%)
Totals $1,447,960 $ 2,717,001 $ 3,383,900 $1,631,329 $2,481,665 (8.7%)
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 830,179 $ 88o,86o $ 886,310 $ 746,657 $ 928,541 5.4%
Operating 505,403 660,270 683,335 574,826 673,224 2.o%
Capital 112,378 1,175,871 1,814,255 309,846 879,900 (25.24,b)
Totals $1,447,960 $ 2,717,001 $ 3,383,900 $1,631,329 $2,481,665 (8.7%)
30

NON-DEPARTMENTAL
2021 Recommended Budget
Non-Departmental
The Non-Departmental division includes general government expenditures that are not specific
to any one functional area. Included in this department are group insurance contributions,
outside agencies, property and liability insurance, unemployement insurance, debt payments
(both principal and interest), and interfund transfers.
Personnel costs for Non-Departmental include retiree health and unemployment benefits, with
the increase reflecting both rate changes and anticipated retirements in 2021. Continuing
operating costs include allocations to nonprofits with slight increases in the allocation to United
Way and the Mebane Historical Museum. New debt for the construction of parks projects
increases debt payments by$97,240, but netted with the payoff of the library renovation debt,
along with declines in other payments yeilds a 6.5%decrease in debt service. These summaries
are shown net of transfers between the General Fund and its Capital Fund. The transfer shown
in 2020 to the Community Park Capital Project Fund is to complete that project.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $2,241,409 $2,586,079 $2,942,371 $2,574,412 $2,516,972 (2.7%)
Totals $2,241,409 $2,586,079 $2,942,371 $2,574,412 $2,5i6,972 (2.7%)
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 85,074 $ 250,640 $ 250,64o $ 170,239 $ 294,769 17.694)
Operating 523,303 516,970 516,97o 510,814 522,54o 1.1%
Debt Service 1,633,032 2,818,469 1,818,469 1,537,067 1,699,663 (6.5%)
Transfers - - 356,292 356,292 - N/A
Totals $2,241,409 $2,586,079 $2,942,371 $2,574,412 $2,5i6,972 (2.7%)
31

UTILITY FUND
UTILITY ADMINISTRATION
2021 Recommended Budget
Utility Administration
The Utility Administration division includes billing and collections costs, the allocation of
administrative costs from the General Fund and replacement and repair of new meters and the
extension of other utillity infrastructure.
The budget includes an allowance for performance increases and a continued allocation
($618,512) of administrative costs to the Utility Fund for administrative staffs time spent on
utility-related projects. Operating expenses are increasing with growing fees for credit cards
and online services as more customers choose online services. The capital budget of $255,370
provides for the purchase of new meters for establishing new service, estimated based on the
pace of new development.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
Utility Fees $ 1,071,842 $1,204,850 $1,204,850 $1,087,634 $1,289,656 7.0%
Totals $ 1,071,842 $1,204,850 $1,204,850 $1,087,634 $1,289,656 7.0%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 652,033 $ 839,440 $ 839,440 $ 686,501 $ 861,386 2.6%
Operating 157,688 130,200 130,200 169,811 172,90o 32.8%
Capital 262,121 235,210 235,210 231,322 255,370 8.6%
Totals $ 1,071,842 $1,204,850 $1,204,850 $1,087,634 $1,289,656 7.0%
32

UTILITY OPERATIONS& MAINTENANCE
2021 Recommended Budget
Utility Operations & Maintenance
Utility Operations and Maintenance monitors all pump stations and provides maintenance for
the water and sewer systems, including installation of new service and coordinating with
Finance for cutoffs for nonpayment.
The personnel budget for 2021 includes an allowance for cost of livingincreases and a rise in
9
the City's retirement rate and group insurance rates. No new positions are included in 2021.
The operations budget includes continuation of an allocation for NC-119 utility relocations
and continuation of the meter replacement project. Due to budgetary restrictions, repair and
maintenance allocations related to correcting inflow and infiltration issues had to be reduced,
leading to a net reduction of 6.8%. Capital spending plans include the oversizing of utility
infrastructure for several developments ($175,000), but this is a reduction of $75,000
compared to 2020. Also included in capital outlay is Mebane's 5o% share of capital
maintenance on the Graham Water Plant of $125,000, as well as an allocation for ongoing
capital maintenance of utility lines and lift stations.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
Utility Fees $ 3,013,139 $4,807,520 $4,807,520 $3,729,196 $3,992,735 (16.9%)
Totals $ 3,013,139 $4,807,520 $4,807,52o $3,729,196 $ 3,992,735 (16.9%)
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 771,911 $ 888,612 $ 888,612 $ 882,182 $ 958,805 7.9%
Operating 1,324,465 1,933,988 1,933,988 1,887,858 1,794,03o (7.2%)
Capital 916,763 1,984,920 1,984,920 959,156 1,239,900 (37.5%)
Totals $ 3,013,139 $4,807,520 $4,807,520 $3,729,196 $ 3,992,735 (16,9%)
33 s 7''.

UTILITY ENGINEERING
2021 Recommended Budget
Utility Engineering
The Utility Engineering division consolidates the cost of the City Engineer for utility-related
projects including design, review, testing and administrative functions like attending Council
meetings.
With actual experience from 2020, a better estimate for consolidated engineering services
P 9 9
required an increase in 2o21.Technical review and construction inspection on development
projects account for a majority of the engineering costs.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $ 209,758 $ 195,000 $ 195,000 $ 224,675 $ 230,000 17.9%
Totals $ 209,758 $ 195,000 $ 195,000 $ 224,675 $ 230,000 17.9%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ - $ - $ - $ - $ - N/A
Operating 2o9,758 195,000 195,000 224,675 230,000 17.9%
Capital - - - - - N/A
Totals $ 209,758 $ 195,000 $ 195,000 $ 224,675 $ 230,000 17.9%
34

WATER RESOURCE RECOVERY FACILITY(WRRF)
2021 Recommended Budget
Water Resources Recovery Facility(WRRF)
This division operates and maintains the WRRF in order to remove nutirients from the city's
wastewater to return it to the environment.
The WRRF budget for 2021 includes an allowance for cost of living increases and an increase in
the retirement system and group insurance rates for the City. Dewatering costs account for the
majority of the operating cost increase ($111,000), along with an allocation for valve actuators
costing $70,000 to help with flooding and elminate emergency pumping. Capital costs for 2021
include shared costs for upgrades to Graham's Water Plant ($125,000) along with the purchase
of small equipment and a capital maintenance contingency. The WRRF Expansion & Upgrade is
accounted for in a separate Capital Fund since it is to be debt funded and require more than
one year to construct. Final design is expected to be complete in 2021 with the start of Phase 1
construction soon afterward.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
General Revenues $1,614,560 $1,905,080 $1,905,080 $1,766,647 $2,089,683 9.7%
Totals $1,614,560 $1,905,080 $1,905,080 $1,766,647 $2,089,683 9.7%
2020
2019 2020 Revised 2020 2021
Expenditures Actual Budget Budget Estimated Manager Change
Personnel $ 696,861 $ 872,080 $ 872,08o $ 692,950 $ 857,611 (1.7%)
Operating 847,197 851,000 851,000 901,279 1,001,S72 17.7%
Capital 70,502 182,000 182,000 172,418 230,50o 26.6%
Totals $1,614,560 $1,905,080 $1,905,080 $1,766,647 $2,089,683 9.7%
35

UTILITY NON - DEPARTMENTAL
2021 Recommended Budget
Utility Non-Departmental
The Non-Departmental division includes debt service, liability insurance and transfers.
The Non-Departmental budget for 2020 included transfers to fund the WRRF Upgrade Capital
project design, and a transfer to the City Park Project to fund the utility lines extended to the
site. Debt service on a proposed new loan for the WRRF upgrade project was anticipated but
not completed in 2020, and is included in 2021. Declining debt based on payoff and debt
structure results in a reduction of 6%in planned debt service overall.
2020
2019 2020 Revised 2020 2021
Revenues Actual Budget Budget Estimated Manager Change
Utility $1,150,932$ ,150,932 $ - $ - $ - $ - N/A
Totals $1,150,932 $ - $ - $ - $ - N/A
2019 2020 2020 2020 2021 %
Expenditures Actual Budget Revised Estimated Manager Change
Personnel $ - $ - $ - $ - $ - N/A
Operating - - - - - N/A
Debt Service 856,675 1,221,720 1,221,720 855,386 1,148,926 (6.o%)
Transfers 1,150,932 - - - - N/A
Total $2,007,607 $1,221,720 $ 1,221,720 $ 855,386 $1,148,926 (6.0%)
36

APPENDIX B - 2021 COUNCIL DELIBERATION REPORT
2021 Budget
Significant Requests&Manager Recommendations
Manager
Department/Area Item Description 2021 Request Manager Cut Recommend Notes
Adminsitration PIO/Downtown Coordinator $ 116,999 $ (86,999) $ 30,00o Funded ongoing contract
instead of hiring new position
Adminsitration Accounting Tech Position 57,575 (57,575) - No new positions
Adminsitration Municode update 50,000 (50,000) - Deferred for 3rd year in a row
Adminsitration HR Software 14,815 (14,815) - Deferred until new HR Director
can evaluate Tyler,other apps.
Adminsitration Industry appreciation event 10,878 (10,878) - Innaugural event in 2019-do
every other year
1151tr2ti:. r LY�'.
All Departments Variety of budget lines cut io7,3o0 (1o2,3oo) 5,00o Line items evaluated based on
prior years'spending
Debt Debt service for PW Vehicles 102,340 - 102,340 Financing recommended due
to low interest rates
Debt Debt service for Parks projects 97,24o - 97,24o Continuing Cates Farm Project;
financing due to low rates
Debt Debt service Greenway-1st pmt 72,100 - 72,1oo Continuing MACC-Holt St.
greenway
Debt Total 271,68o - 271,68o : ,,
Econ.Development Incentives projected 121,85o (121,85o) - Re-evaluated companies
expected to request incentive
payments
Econ.Development NCCP Signage __ 45,000 (45,000) - Deferred for 3rd year in a row
Econ.Development Miscellaneous 20,000 (10,000) io,000 Reduced contingency funding
in half
Fire Six new positions 463,224 (463,224) - Deferred for znd year in a row
Fire Hurst tools 22,357 (21,357) - Deferred to next year
Fire PC&server replacements 14,00o (14,000) - Deferred to next year
Fire Training tower certification 12,500 - 12,5oo Required certification
•
Fire Replace all pagers 12,045 (6,000) 6,o45 Replace only half of pagers
Fire Three Lieutenants reclassified 11,715 (11,715) - Deferred for end year in a row
15i6.296) `' 8,545
Inspections Replacement copier 11,344 - 11,344 Too many repairs;time to
replace
ions V'a
Planning Misc Plan Reviews,Updates 212,000 (81,800) 130,20o Preliminary 4o%cut in UDO
update assuming deadline
extended
Planning Main Street Program Fees 5,000 - 5,000 Required as part of the
program
Plannin; eta 217,000 (81,8•'
Si
S2o ' -
Police Five new positions 569,553 (569,553) - No new positions
Police C-Comm,Pet Acoption Ctr. 204,043 (27,65o) 276,393 Since Graham dropped C-
Comm,County held fees level
Police Three replacement vehicles 278,524 - 278,524 Determined to be essential
replacements
37

2021 Manager
Department/Area Item Description Request Manager Cut Recommend Notes
Police Technology and software 55,786 - 55,786 Determined to be essential
replacements&upgrades
Police Vehicle repairs increase 25,000 - 25,00o Fleet maintenance&repair
increase needed
Police HVAC Replacement 1i,400 (11,400) - Deferred until next year
Police CALEA conference 7,000 ( ,000) - Not essential
Public Facilities Space needs study 125,000 - 125,o0o Inspections,Fire and Police
are all requesting space
Public Facilities Wayfinding signs 75,000 (75,000) - Deferred until NC 119 is
completed
Public Facilities Public Art 40,000 (40,000) - Deferred until next year
Public Facilities Interstate maintenance 32,000 - 32,000 Continue,especially as NC
119 bypass nears completion
Public Facilities Fountain replacement 25,000 (25,000) - Deferred until next year
Public Facilities Christmas decorations 24,000 (24,000) - Not essential
Public Facilities Libra saint 8, oo (8, oo) - Deferred until next ear
Public Works Street repair&maintenance 600,000 - 600,000 Necessary repair&
maintenance-new PCR
nearing completion
Public Works Foust Rd widening,repaving 265,000 - 265,000 Road is in very bad condition
Public Works Sidewalk-Jackson St 205,000 - 205,00o Design almost complete;plan
to do with own forces
Public Works Fence and gate relocations 70,000 - 70,00o Corrigedor realignment
expected to be complete
Public Works Handicap ramps&crosswalks 70,000 70,00o Ongoing project to continue
towards ADA compliance
Public Works Equipment Operator III 62,527 (62,527) - No new positions
Public Works Golf cart and new mower 19,000 (19,000) Deferred until next year
Public Works Cameras 12 000 (12 000) - Deferred until next ear
feklkWorks Total .,
Recreation Holt St Greenway 1,003,770 - 1,003,77o Carried over from last year-
design,permitting,
easements-done
Recreation Walker&Youth Lighting 459,000 (459,000) - Lights,poles&electrical need
to be replaced-safety issue
deferred
Recreation Cates Farm Park 375,000 - 375,00o Continuation&expansion to
accommodate playground
access
Recreation Lake Michael Dam Repair 350,000 - 350,00o Urgent need;evaluation
initiated;been deferred for 10
years
Recreation Lake Michael renovations 140,000 (140,000) - Deferred to later year in the
CIP
Recreation MACC Misc Repairs 97,400 (29,000) 68,40o MACC Cameras,chairs and
dirt for ballfields-deferred
Recreation Tennis court renovation 73,640 (73,640) - Deferred until later year
Recreation Repave old Rec parking lot 5o,00o (50,000) - Deferred until next year
Recreation Shade-fitness ct.,dog park 48,000 (20,00o) 28,00o Deferred until next year
Recreation Replacement van 42,500 (42,500) - Deferred until next year
Recreation Grass tractor 38,000 - 38,00o Addition of new community
park increased mowing needs
38

Manager
Department/Area Item Description 2021 Request Manager Cut Recommend Notes
Recreation Misc Small Equipment 22,999 (i5,000) 7,999 Swings,miscellaneous
equipment deferred
Recreation Social Media 22,525 - 22,525 COVID-ig crisis has shown us
the need to expand our efforts
Recreation PIO Position contract 20,000 - 20,000 Since PIO no recommended,
continue contracted PIO at 2/3
Recreation Uniforms&equipment i5,000 - 15,000 Nice program improvement by
new director
Recreation Amphitheater Band Shell 5,000 (5,000) - Design&project delayed due
to COVID-19 crisis
Recreation.• a .., 834,140 1,9z8,694
Salaries&Benefits Cost of living adjustment 175,311 - $ 175,311 2%cost of living recommended
Salaries&Benefits Merit Pay Plan 148,895 (148,895) - Cutting the merit pay in an
effort to save funds,in light of
crisis
Salaries&Benefits Retirement System Rate Increase 102,893 - 102,893 Required by law
Salaries&Benefits Total 427,099 (148,895) 278,204
Sanitation Swap Loader Leaf Truck 270,000 - 270,000 3 leaf trucks were down at one
point this year-needed
Sanitation Vehicle maintenance 175,000 (40,000) 135,00o Reduced based on past usage
Sanitation Brush Truck i6o,000 i6o,000 Replacement truck needed
Sanitation Recycling contract fee increase 85,000 - 85,00o Due to recycling crisis-
increased per continuing
contract
Sanitation Total 69o,000 (40,000) 65o,000
Grand Total s 8,143,548 $ (3,002,178) s 5,141,370
39

CITY OF MEBANE OP UPDATE 2021-2025
Utilities
PROJECT TITLE PRIORITY TYPE PRE-2021 2021 2022 2023 2024 2025 TOTAL
Water R &M H 1 - 160,000 170,000 180,000 190,000 200,000 900,000
Sewer R&M H 1 - 160,000 170,000 180,000 190,000 200,000 900,000
Pump Station R & M H 1 - 170,000 190,000 210,000 230,000 250,000 1,050,000
Meter Changeout Project H 2 1,016,001 500,000 500,000 - - - 2,016,001
Oversize Reimbursements H 3 275,317 250,000 - - - - 525,317
Inflow and Infiltration H 3 245,391 1,700,000 1,450,000 1,250,000 800,000 550,000 5,995,391
Arbor Creek Outfall H 3 - 500,000 - - - - 500,000
Elevated Storage Tank H 3 - - - 300,000 1,900,000 - 2,200,000
Water Line Replacements M 3 $ - $ 150,000 $ 195,000 $ 123,000 $ - $ - $ 468,000
GKN Pump Station Re-route M 2 - - - - 137,500 1,362,500 1,500,000
Sewer Equipment Replacement L 2 - - - 110,000 70,000 450,000 630,000
Old Hillsborough Rd. Water L 3 - - - - - 525,000 525,000
TOTALS $ 1,536,709 $ 3,590,000 $ 2,675,000 $ 2,353,000 $ 3,517,500 $ 3,537,500 $ 17,209,709
Utilities CIP Workbook KS.xlsx - Summary

CITY OF MEBANE CIP UPDATE 2022-2026
Utilties
PROJECT TITLE PRE-2022 2022 2023 2024 2025 2026 TOTAL
Water Line Replacements - $150,000 $123,000 $195,000 - - $468,000
Meter Changeout $1,505,540 $500,000 - - - - $2,005,540
Arbor Creek Outfall $50,000 $62,500 $637,500 - - - $750,000
Inflow&Infiltration $55,391 $1,700,000 $1,450,000 $1,940,000 $550,000 $500,000 $6,195,391
Mebane Oaks Utility Relocations - $57,000 - - - - $57,000
119 Utility Relocations - $48,000 - - - - $48,000 1
Oversizing Reimbursements $715,399 $286,000 - - - - $1,001,399
Sewer Equipment Replacement - - $110,000 $70,000 $450,000 - $630,000
Elevated Storage Tank - - $300,000 $2,200,000 - - $2,500,000
GKN Pump Station Re-route - - $137,500 $1,362,500 - - $1,500,000
Old Hillsborough Rd Water - - - - $525,000 - $525,000
Third St Outfall - - - - $650,000 - $650,000
Gravelly Hill Force Main Re-route - - - - $479,500 - $479,500
Hwy 70 Water Main - - - - - $710,000 $710,000
St.Andrews Water Connector - - - - - $700,000 $700,000
Wal-Mart PS Abandonment - - - - - $500,000 $500,000
Water R&M $100,000 $150,000 $150,000 $160,000 $160,000 $170,000 $890,000
Sewer R&M $100,000 $150,000 $150,000 $160,000 $160,000 $170,000 $890,000
Pump Station R&M $100,000 $150,000 $150,000 $160,000 $160,000 $170,000 $890,000
TOTALS $2,626,330 $3,253,500 $3,208,000 $6,247,500 $3,134,500 $2,920,000 $21,389,830

Response Action and Contingency
Plan

CITY OF MEBANE
OF MF@
to• A
III 6I
440
SANITARY SEWER RESPONSE ACTION AND CONTINGENCY PLAN
AS ADOPTED BY:
THE CITY OF MEBANE
GREG BARTS/SYSTEM OPERATOR
KYLE SMITH/UTILITIES DIRECTOR
UITILITIES DEPARTMENT
DATE: MARCH 1 2021
FROM: UTILITIES DIRECTOR
TO: CITY OF MEBANE EMPLOYEES

SUBJECT: SANITARY SEWER RESPONSE ACTION AND CONTINGENCY
PLAN
1. Sanitary Sewer Overflows endanger our environment and potentially the health of any
citizens or employees that come into contact with an S.S.O. Unchecked S.S.O.'s can result in
significant penalties from State and Federal environmental regulatory agencies as well. The
procedures below were designed to protect our environment, citizens and employees from
an S.S.O. event. These procedures apply to all City personnel.
2. Upon discovery or a report of an S.S.O., please notify the Utilities Department immediately.
If it is after regular working hours, notify the Utilities employee on call and the Utilities
Director immediately. If for some reason the Utilities employee on call can't be reached,
notify the next Utilities employee on the call list. I cannot express on you that this needs to
be done without delay. The Utilities employee contacted will respond without delay.
3. Upon arrival, the Utilities employee will make an immediate assessment to determine if any
S.S.O. event has taken place. If an event has taken place or is in progress, the employee will
attempt to eliminate the source of the S.S.O. and contain any and all spillage that has taken
place. The employee will also ensure that the Utilities Director and any other resources or
manpower as needed to eliminated the blockage and contain the S.S.O. have been
contacted.
4. In the event that the Utilities Department needs assistance from other departments within
the City or assistance from other cities, the City Manager is to be contacted and informed of
the situation and the type of assistance needed.
5. Please review and familiarize yourself with the attached Sanitary Sewer Overflow (S.S.O.)
procedures manual and contact list. In the event we have a large S.S.O., we will need
assistance from other departments in the City.
S.S.O. REPORTING PROCEDURES
1. Upon discovery or report of a possible S.S.O. site during the normal duty hours, notify the
Utilities Department. In the event they can't be reached, contact them via radio.
2. After normal duty hours, contact the Utilities employee on call for that day. In the event he
can't be reached, contact Kyle Smith at 336-213-2746 or Greg Barts at 336-516-7628. In the
event the employee on site requires assistance from other departments within the City or
assistance from other cities, the City Manager is to be contacted and informed of the
situation and the type of assistance needed.

3. The ORC will be the primary interface between the City of Mebane and the State of North
Carolina Department of Water Quality and the Alamance County Health Department on all
S.S.O. matters.
4. The ORC will report overflows from any sewer line or pump station, or the bypass of any
waste water treatment system or any component thereof to the North Carolina Department
of Environmental and Natural Resources, Division of Water Quality. This requirement
applies in the following cases:
5. Any spill regardless of the volume, if any waste reached the surface waters of the State.
Please note that conveyances such as drainage ditches and storm sewers are considered
waters of the State.
6. The ORC or designated personnel is required to provide an oral report regarding the
reportable spill to the Winston-Salem Regional Office as soon as possible, but in no case
later that 24 hours following spill event.
7. Additionally, if a spill occurs after normal business hours, the event must be reported during
the next working day. Should a spill occur after hours which reached the surface waters
and/or it may be considered as either and environmental or health hazard, the report must
be made immediately to the Division of Emergency Management at 1-800-858-0368. Their
office will contact appropriate Division of Water Quality staff.
8. A written report (see attached form) must be submitted to the Winston-Salem Regional
Office within five (5) days of the time of the oral report or within the required five (5) days.
It is highly recommended that the form be faxed to the Regional Office, then followed up by
a telephone call to confirm the fax has been received and to provide any additional
information that may be needed.
VOLUME IF TO NOTIFY PRESS PUBLIC MORE PN
STREAM DWQ RELEASE NOTICE
<1000 GAL NO NO NO NO NO
<1000 GAL YES YES NO NO NO
>=1000 GAL NO YES NO NO NO
<1000 GAL YES YES NO NO NO
>=1000 & YES YES YES NO NO
<15,000 GAL
>=15,000 & YES YES YES YES NO
<1 MILLION
>= 1 MILLION YES YES YES YES YES

CONTAINMENT PROCEDURES
1. As soon as the employee arrives on the site of the S.S.O., their first priority will be to
contain the spill as to not allow it to reach surface waters. If there is no danger of
the S.S.O. reaching surface waters, contain the S.S.O. to as small of an area as
possible.
2. The second priority shall be to tape off the S.S.O. area to prevent any unauthorized
person from entering the contaminated area. This includes the banks of surface
waters that the S.S.O. has reached.
3. Containment shall be accomplished in any number of ways, including, but not
limited to the construction of ditches, ponds or dams. The sewage contained in
these containment areas shall be pumped back into the sewer system or
transported to the WWTP by pumper trucks.
4. Trash pumps capable of handling the flow of the sewer line are to be placed at the
overflowing manhole and the sewage pumped into the next downstream manhole
until the blockage is corrected. One employee shall remain on site until the pumps
are no longer needed.
BLOCKAGE CORRECTION PROCURES
1. As soon as the S.S.O. has been contained and a bypass pumping system has been set
up, attempt to eliminate the blockage by first checking for problems in the invert of
the overflowing manhole.
2. Utilizing the City's equipment and outside contractors (if needed) eliminate the
blockage (see attached contact list for outside contractors). Contaminate and
bypass pumping are to remain operational until the blockage is corrected.
CLEAN UP PROCURES—ALL S.S.O.
1. Remove all paper, plastic or any other non-decomposing material from site.
Material should be bagged in a container clearly marked bio-hazard and transported
to the WWTP.

ON ASPHALT OR CONCRETE
1. Set up containment at or near the storm drainage system; do not let the spill enter
the storm drainage system.
2. Put up warning tape around the S.S.O. area.
3. Spread lime on spillage and sand (or equivalent material) to a depth of one inch. Let
this stand for one hour and sweep up. If moisture or grease is still present, repeat
procedure.
4. After removing the contaminated material, wash down the area with high pressure
water and Clorox. Pump this back into the sewer system. Transport wet sand to
drying beds at the WWTP.
5. If this spill goes into the storm drainage system, refer to creek procedure.
IN CREEK OR STREAM
1. If possible, a dam needs to be constructed near a manhole or at a location which is
accessible to the jet/vacuum truck. Build the dam using dirt that is capable of
handling creek and hydrant water without dam failure. Station two pumps at the
dam that are capable of handling creek flow. Use one pump for backup. Have
backhoe on site with extra materials all times so dam can be rebuilt if a breach
occurs. There will be two workers at the pump site at all times during pumping
operations. Pumpeffluent from the dam in to the manhole.
p
2. Put up warning tape from the S.S.O. site to the pump site on both sides of the creek
in populated areas. In unpopulated areas, restrict access where there is any chance
of human coming in contact with the S.S.O.
3. Flush the stream with water from a sufficient number of hydrants to remove waste
products from the creek. Have Waste Water Treatment Operator pull samples.
Continue to pump and flush stream until all fecal coliform tests come back 500
colonies/ml or less. Pull samples every 24 hours until this reading is obtained. Pull
samples 100 feet above the S.S.O. site, and at 400-foot intervals until reaching the
pump site.
4. If rip-rap is in creek, wash down with water pressure until there is not waste residue
remaining on or within the rip-rap structure.
5. If sludge is in creek, broom creek bottom and sides until there is no waste residue
remaining.
6. If creek flows into a body of water used for recreation and/or drinking, notify the
affected county and local officials as soon as the problem is discovered. If this
happens, refer to pond, lake procedures.

PURPOSE
The purpose of this document is to protect the citizens of Mebane, North Carolina
and the Environment by establishing written procedures for responding to
Sanitary Sewer Overflows (S.S.O.). This procedure applies to all Utilities
employees that in the course of their work may deal with S.S.O. `s . These
procedures will be reviewed at least semi-annually, or whenever revised guidance
from the county, state or federal authorities dictate a revision is necessary.

CITY OF MEBANE UTILITIES DEPARTMENT
The Mebane City Manager and the Mebane City Council are responsible for
appropriating any money to cover emergencies.
S.S.O. TELEPHONE NUMBERS
State of North Carolina
Winston-Salem Regional Office,
Division of Water Quality 336-776-9800
State of North Carolina
Division of Emergency Management 800-858-0368
(afterhours spills that reach a waterway) fax# [phone]
Alamance County Emergency Management 336-228-1312
Alamance County Health Department 336-227-0101
In case of emergency, notify personnel below as soon as possible. All
emergencies are responded to within two hours of notification.
ORC - Greg Barts Cell# 336-516-7628
Utilities Director — Kyle Smith Cell# 336-213-2746
BACK UP ORC—Jeff Jobe Cell# 336-261-8439
BACK UP ORC— Chris Crutchfield Cell# 336-266-6126
City Manager — Chris Rollins Cell# 336-214-2690
Asst. City Manager— Preston Mitchell Cell# 919-441-0091

CITY OF MEBANE
PUMP STATIONS WITH FLOW OF 50 - 1745 GPM
PUMP STATIONS FLOW ADDRESS EQUIPMENT USED
BYRD'S 100 204 E WASHINGTON ST VAC TRUCK/ON SITE
GENERATOR
FARRAR LN 500 1101 CAMERON LN VAC TRUCK/ON-SITE
GENERATOR
FIELDSTONE 1100 1304 FIELDSTONE DR VAC TRUCK/ON-SITE
GENERATOR
N. FIFTH ST 450 711 N NINTH ST VAC TRUCK/ON-SITE
GENERATOR
N. REGIONAL 1745 1169 N FIRST ST VAC TRUCK/ON-SITE
GENERATOR
GE 500 7013 INDUSTRIAL DR VAC TRUCK/ON-SITE
GENERATOR
GKN 500 300 MAPLE LN VAC TRUCK/ON-SITE
GENERATOR
GOV GREEN 200 1109 BIRKDALE DR VAC TRUCK/ON-SITE
GENERATOR
U ROGERS 200 7501 OAKWOOD ST VAC TRUCK/ON-SITE
GENERATOR
TERRELL ST 400 1160 TERRELL ST VAC TRUCK/ON-SITE
GENERATOR
THIRD ST 550 1138 S THIRD ST VAC TRUCK/ON-SITE
GENERATOR
WALMART 90 1353 MEBANE OAKS RD VAC TRUCK/ON-SITE
GENERATOR
ARBOR CREEK 250 460 OLD HILLSBOROUGH VAC TRUCK/ON-SITE
RD GENERATOR
S. REGIONAL 1740 906 STREET B VAC TRUCK/ON-SITE
GENERATOR
GRAVELLY HILL 200 4911 WEST TEN RD VAC TRUCK/ON-SITE
GENERATOR
RICHMOND HILLS 80 200 ALICE MILLER CT VAC TRUCK/ON-SITE
GENERATOR
BROOK HOLLOW 550 485 BROOK HOLLOW RD VAC TRUCK/ON-SITE
GENERATOR
WOODLAWN ESTATES 50 302 BRINKLEY CIRCLE VAC TRUCK/ON-SITE
GENERATOR
MEBANE COMMUNITY 140 525 W CLAY ST VAC TRUCK/ON-SITE
PARK GENERATOR
WEST TEN 700 4000 WEST TEN RD VAC TRUCK/ON-SITE
GENERATOR
CAMBRIDGE PARK 500 2246 TURNER RD VAC TRUCK/ON-SITE
GENERATOR

PUMP STATION PROCEDURES FOR PUMP FAILURE
DUPLEX/TRIPLEX PUMP STATIONS WITH FLOW OF 50 TO 1745
Eighteen of our stations are duplex stations and three are triplex
station. One pump is used as a backup in case of a pump failure. In a
case of all pumps being out of service, or a total power failure, we use
an on-site generator, vac truck, portable by pass pump and a portable
generator, with the exception of North Regional, which has an on-site
generator and a stationary bypass pump, in the event of power failure
or pump loss.
SOUTHEAST REGIONAL TRIPLEX - (3) PUMPS INSTALLED
NORTH REGIONAL TRIPLEX - ONLY (2) PUMPS INSTALLED, ON SITE BYPASS
PUMP
WEST TEN TRIPLEX - (2) PUMPS INSTALLED

CITY OF MEBANE - UTILITIES DEPARTMENT
SPILL/EMERGENCY INFORMATION
CLEANING EQUIPMENT, CONSTRUCTION CREWS, CONTRACTORS, ENGINEERS
Engineers: City Engineers Alley, Williams, Carmen & King
740 Chapel Hill Rd. Burlington, NC
336-226-5534
Septic Company Rowland Environmental Overby's
Septic
Al Rowland 336-516-6627 336-404-2813
Equipment/Backhoe/Generator/Pump Sunbelt Rentals Gregory Poole
Nate Garrison Doug Billings
919-570-7050 919-568-7515
CeII-336-516-1004 Cell-919-568-7515
Lime/Straw/Seed Southern States 919-563-9631
Sand Scott Sand & Stone L&W Sand & Stone
919-563-3469 919-563-3000
Linda Scott Buster Leach
336-214-7231 336-516-0696
Chad Leach
336-516-0697
Wrecker Service Chris Fuqua 336-578-4739
Police/Fire 919-563-9031 919-563-5718-
911
Electric Motor Repair Electric Motor Shop - Dan Johnson
919-556-3229 919-971-7969
Pump Repair/Valve Rebuilds Clear Water Tencarva
Greg Hauser Frank Lucuis
828-855-3182 336-312-3266
Infrastructure Repair C&J Utilities Charles Underwood
Jerry Warren Electric & Control
336-214-0231 919-888-0167
336-578-2931
ELECTRICAL CONTROL REPAIR WARREN FLETCHER 336-584-0979
ELECTRICAL REPAIR KING ELECTRIC 336-226-8889

PUMP FAILURE CONTINGENCY PLAN
In accordance with Condition 1-7 of the Collection System Permit, the following is a
contingency plan for pump failure at all Sanitary Sewer Lift Stations.
• Firstly, the maintenance personnel shall determine the nature of the pump failure and
determine the extent of repairs needed.
• Maintenance personnel shall then notify the Lift Station Supervisor
• If necessary, emergency equipment will be mobilized and set up to ensure that a
Sanitary Sewer Overflow does not occur.
• If it is determined that the pump/controls can be repaired on-site, or if the pump must
be removed to determine the nature of the failure, the pump and controls shall be
locked and tagged out at the motor control cabinet before repair/removal is begun.
• Minor repairs, such as debris removal or minor part replacement, will be completed
by maintenance personnel.
• Major work, such as bearing or seal replacement or motor repair, will be completed by
a local contractor in a timely manner.
There are a small number of spare parts and equipment that are maintained at the pump
station workshop.
• Replacement Impellers
• Mechanical Seals
• Packing
• Air compressors for bubbler tube system
• Floats
• Portable generator
• Various electrical control devices
• Some spare pumps
• Breakers
• Starters