Mhm.
» Good evening, everyone.
Welcome to the Board of Commissioners
special meeting and public hearing of
the proposed annual budget for FY
2026-2027
for June 2nd, 2026 at 6:30 p.m.
Can I have a motion to adopt the agenda?
>> So moved.
» So moved.
>> All in favor?
» All in favor?
>> Aye.
» Aye.
>> Okay.
» Okay.
>> The agenda is adopted.
» The agenda is adopted.
Uh can I have a motion to open the
public hearing?
>> So moved.
» All in favor?
>> Aye.
» Aye.
>> Aye.
» Aye.
>> Okay. Public hearing is now open.
Uh can I uh
verify with the clerk?
I now open the public hearing for the
proposed fiscal budget 2026-2027
for the annual budget for Waxhaw. Clerk,
do you have a verification notice?
>> Yes, the notice of this public hearing
» Yes, the notice of this public hearing
was published in accordance with the
North Carolina General Statute 159-12.
The proposed budget has been available
for public inspection in the clerk's
office and on the town's website since
May 21st, 2026.
>> Thank you.
» Thank you.
So, we have our presentation by our town
manager, Scott Dodson.
» Good [snorts] evening, mayor and Board
of Commissioners.
This evening, I'm proud to present the
uh
budget for fiscal year 26-27.
Um I have a brief presentation that'll
go over some of the highlighted portions
of that, but as the clerk noted,
the budget has been available to the
public both on our website and here at
town hall. So, people could review it
and look at it.
Um so, we're going to go through this
very brief presentation and then I'd be
happy to answer any questions that the
commissioners have.
Um so, by North Carolina law, I'm
presenting a balanced budget and I am
not recommending a tax rate increase.
So, what does that mean?
The total budget presented to you folks
is 26.99
million
and that is balanced between revenues
and expenditures. The tax rate um is the
same as the current year and that is 29
cent per hundred valuation.
The increase in the budget is a total of
1.75%
over the prior year in um total cost and
revenue.
The board met um earlier in 2026 and
talked about their top-tier strategic
priorities and as part of this budget um
the staff put together their budget
request
uh understanding what those top-tier
strategies are. One, investment uh in
managing and expanding infrastructure
capacity and connectivity to support
growth that is both already happened and
uh may be coming.
Growth management, foster a sustainable
development approach that balances
residential growth with commercial
diversification.
Three, economic sustainability, create
opportunities for long-term fiscal
resilience and economic vitality and
organizational development. And that is
uh cultivate a resilient and unified
organization that um looks to serve uh
the citizens and residents of Waxhaw uh
to the best of its ability.
So, let's look at the revenues.
In the revenues, um which total 26.99
million, of that
15.32
million are property and vehicle taxes.
So, they make up uh the majority of
revenues for the town. The next one
would be sales and use tax. In Union
County, they redistribute that based
upon your ad valorem rate and uh uh
other statutory requirements and that is
at 5.87 million.
Fees and other uh are about 1.64
million.
That includes building fees
um
uh fees for use of facilities and those
kinds of things in the town. We don't
have a lot of fees, but we do have um,
enough that they are also in uh,
this budget as well.
Franchise tax of 1.3 million, special
revenue funds about 1.17.
I have recommended in this budget a $1
million fund balance transfer from
unappropriated fund balance in order to
balance the budget.
The last amount that we get are other
state revenue shared revenues. Those
would be things like alcohol taxes
from the ABC store and other ABC permits
as an example.
Expenditures by department. Um, sorry if
not everyone can read this out who is
here tonight, but let me go through
those briefly. Our largest department is
the police department at
6.36 million. Parks and recreation is
2.6, sanitation by itself
is 2.58
million.
Public services, which manages
sanitation and facilities management,
um, is next at 2.22 million.
Uh, debt service we have pulled out to
show what debt service is and that is
debt service on the town campus. That
would be town hall, public facilities
for public services and parks and
recreation.
As well as debt service that is entering
its last two years on the police
department building on 16.
Administration comes in next at 1.69
and that is the overall administration
of the town.
Um, information technology, as all of
you know who work on a day-to-day basis
in any organization, IT is a big part of
what we do and how we communicate and
how we store store information and all
the other things that we do.
Engineering, we have uh we're fortunate
to have an engineering department here
that both reviews incoming plans as well
as assist in overseeing uh the our asset
management program as well as working
with public services and others
uh to uh deal with storm water, uh
roads, um lighting and other kinds of
things that go on around town.
Facilities management um was actually a
new department. It's handled and managed
under public services at .82 uh million
and they manage all of our facilities uh
from the inside perspective and some
outside.
Planning and zoning then becomes the
next one and that is where we had code
enforcement as well. Uh building
inspections is its own standalone
department but works with and under
planning and zoning and engineering.
Then we have another internal service uh
human resources,
finance,
uh business development uh which
concentrates the the majority of its
town time and talents in downtown as
well as assisting in other economic
development efforts around the town.
Emergency management, we do house the
fire marshal as well as transfer dollars
over to the Waxhaw Fire Department.
Um tax,
that's the portion that the county takes
uh when they collect the taxes for us.
Most taxes are paid one time and uh
that's our percentage. If you didn't
have that there, you'd have people and
uh you'd have a tax collector. So, the
county does that for us but still cost
us.
Uh we have code enforcement standalone
again. It's part of planning and zoning,
building inspections and engineering,
what we call development services and
then the Board of Commissioners is last
at um at .13 million.
Um we again these presentations are made
public so people can look at it. Some
people view how these things are done a
little bit differently. We tried to
represent and regroup some of our um
efforts and and the services that we
provide in this way. About 26.8% of a
dollar or 26.8 cents goes to public
safety and that's police and emergency
management. 14.9 cent out of a dollar is
infrastructure and operations so that's
public services, facility management,
and engineering.
Uh 12.7 is your general government and
that is board of commissioners, admin,
finance, tax, human resources.
Parks and recreation is next at 10.2
cents. Garbage is 9.4 cents of your
dollar that you pay for every dollar.
Uh your debt service is 8.5 cents.
Um community development, that's
planning and zoning, building, code
enforcement, and business development,
about 7.9. IT, about 5.6. IT's really
become an infrastructure for us. As a
basic rule, it's kind of how we have to
base a lot of our operations. And uh at
one time IT expenses were across in each
department. Now we've combined them all
into one department so that we can
understand our um
infrastructure better and our costs
associated with same.
The last uh last four cents is for
capital investments and that's for
capital reserve, capital outlay, and uh
capital outlay reserves.
So the three big drivers that are really
driving up uh the need to stay at our
current tax rate uh come from outside
sourcing that is uh beyond our control.
About 2.58 million or an increase of
418,000
for residential waste and that comes
from two things. One, they have an
automatic kicker in their contract which
is up in 2028.
That is normal in those contract means
for about 4% 4.3
and we grew
to about 7253
households up from 7000. So that
pass-through cost is paid out of the tax
rate but that was about a $418,000
increase.
$344,000
or an increase of 104 for fuel gas and
oil. Anyone going to the pump I probably
don't have to say too much but we have a
very spread out town and so we have to
do a lot of traveling by
vehicles.
$310,000
that's up 55,000 for street lights. As
you folks know in the past year you've
taken on more streets as they've been
turned over and that increase one of the
things we pay for our sidewalks, street
trees and
street lights.
We also have other cost that are rising
in there and I think it's worth noting
facility electric as you can imagine
electric rates are increasing and
vehicle maintenance.
Those are pass-through pass-through
growth driven cost not discretionary
spending. So these are things we are
just trying to make sure that we're
capturing and paying to maintain our
systems.
So staffing and compensation. So we have
110 full-time positions and the
equivalency of 15 part-time positions.
In that 110 are four new patrol
officers. So that is part of a
three-year plan for the police
department to bring our numbers on
patrolling officers throughout the
town up to the standards that our
citizens expect and that are also
industrial standards.
That that rating system of of how many
officers per thousand.
In that compensation approach, we have
2.5% for cost of living adjustment, and
then we have a merit pool per department
of 2%. Um the board discussed at their
work session last week, and you'll
discuss again on the 9th, how we
formalize that that pool and how that
works.
Uh the officers that would be coming in,
also it should be noted, would come in
at at the half-year mark.
So, in capital, the board adopted
earlier, about a month and a half or so
ago,
a CIP plan, capital improvement plan.
In that, that is a 5-year look,
of which the board debated and
prioritized over 49 projects, valued at
13.3 million over 5 years.
Now,
so folks in the audience knows they
adopted you folks adopted that by
resolution, which means it is a plan.
Uh when you appropriate is the next box
over, and that is the fiscal year the
proposed fiscal year
27 CIP ordinance. This is when we
actually appropriate dollars. Um the
board has been working for the last
couple of months to understand their um
cash position, both unassigned,
assigned, committed. Um so the amount of
5,972,749
dollars for the CIP ordinance actually
comes entirely drawn from your savings
account. So, your reserved
uh CIP fund dollars, and uh the town
board went through a lot of discussion
about how we're
where we put those dollars and what
they're for. So, this ordinance is
simply drawing them down. This does not
reflect any new dollars in that. These
are all reserved dollars for various
projects.
Um so, the ordinate the plan plans it.
The ordinance appropriates it for this
year.
So, the capital projects funded for
fiscal year 27, uh again, the total
amount is 5. 9
72749
million.
Uh Pine Oak signal,
1675 Broom intersection, which is um
a rather large project as you can see by
the dollar amount and that is only our
portion of it.
Um there are also other dollars that
come in and support this from the state
and federal level.
Kensington is a project by itself and
you're beginning to see some of that
work as you go to the Harris Teeter down
Kensington.
Helms Road extension is
for this fiscal year will be the right
of way. You've already started the
dollar 750,000
last year
for design.
The Helms Road, and you see that number
next. 75 and Old Providence is another
intersection set of
intersection improvements at 710.
The Mill Bridge signal, which is a
signal right out of town hall here going
towards the South Carolina line. It is a
signal to allow for proper movement in
and out of that development onto that
road. As you all know, there are some
blind sections in there.
So, slowing traffic down in there is
very important.
Uh Kensington and a CARPO grant has come
in to actually help that Kensington
project up top.
So, um
at a date in the future, our
recommendation is at your next regular
meeting on the 9th,
the board has the opportunity to adopt
by ordinance the operating budget.
That's the 26.99 million dollar budget
balanced budget.
And secondly, a capital improvement
ordinance that appropriates those for a
total of 5.9
million
for for that capital improvement
ordinance.
So,
that is my presentation. Can I answer
any questions of the board?
» Scott, just like to start by saying
thank you.
Thank you to your
the staff and the department heads
for working with us, aligning with us
all the way starting all the way back as
I noted [clears throat] in our work
sessions and our board retreat.
And when we found that we were more
aligned and rowing in the same direction
and staff was hearing what we were
seeking
and that they were actually seeking
similar things in a parallel track.
I just would like to start by saying I
know we are very appreciative of our
staff
and the work that they do for our town
and our residents.
With that,
I'd like to go ahead and open up the mic
to any of my other commissioners.
>> Does anybody have anything else they'd
» Does anybody have anything else they'd
like to add or any questions?
>> I'd also like to say thank you town
» I'd also like to say thank you town
manager and staff. I really appreciate
all the work that's been put into this
and especially uh
what the staff has done with the
reduction we asked for. I know it's not
easy
to do that and
haven't
I'm not a lifelong resident of Waxhaw,
but um
I don't remember a time when you know, a
specific reduction number was put out by
a Waxhaw board like this and um
so it's I know I understand it's
difficult and a bit of a new thing for
you guys, but um I think it's also
something you can take pride in that
you've been true public servants
with and public stewards of the
taxpayers' money. So, thank you very
much.
>> Madam Mayor, would you like me to expand
» Madam Mayor, would you like me to expand
on that
>> Yes, I was just going to say that, you
» Yes, I was just going to say that, you
know, uh Commissioner Don talked about
um our discussions from our work session
on May 5th and that we had asked if
there was any more room, any wiggle room
from the departments and we left it up
to you all because you know what you
need to operate day-to-day. Um we're
always looking for savings and I know
the taxpayers appreciate it and uh I
also do would like to extend a thank you
because um it is always more difficult
to work with less, but and
uh we appreciate the effort.
>> So, let me go ahead and expand on both
» So, let me go ahead and expand on both
of your comments uh if that's okay. Um
at last week's work session and actually
this board has been working in working
session for last month and a half.
You've been dealing with capital, you've
been dealing with uh what money do you
have in reserve and making sure that you
have those things there and we've been
talking about the budget in
generalities. Then we got a little bit
more specific and into operations and
personnel and then we got into um a a
more generalized conversation by the
board where you folks talked about
several directions. So, um what I
presented tonight um at in the first
part of this meeting was the proposed
budget by me, the the the manager with
the assistance of a great uh team of um
department heads and um as well as other
staff who just really, you know, put
their best foot forward to do that. So,
at that work session meeting last week,
the board asked us to consider some
operational cost reductions and had a
series of board questions. So, this
very small presentation hopes to answer
that. The board also has a memo from me
on this that expands this in a little
bit more detail as you debate the
budget.
So, the board directions were two
concerns in general. Operational cost
reduction, could we find and identify a
minimum of 5% reductions in those
operational costs? You had some specific
focuses into IT software and travel
expenses. So,
I highlight that because we heard you
and we we tried to deal with some of
those areas and I'll talk about that as
in a second.
Second was the board had a concern about
fund balance preservation. So, my
recommendation is a million-dollar
drawdown.
If you do the savings reduction, can you
decrease that drawdown in your savings
accounts? And these are your unassigned
savings accounts. So, staff, I really
have to commend and I appreciate y'all
highlighting them. Uh we sat around in a
room. Nobody complained. Everybody put a
piece of paper to a pencil, pencil to a
piece of paper, and worked it out. And
they worked with each other, and I'm
really proud of what they were able to
do. So, our staff response, I want to
talk about it is twofold. One,
they found the 5% target and actually
exceeded that up to a 7% reduction in
operations. Um and that total is around
511,000.
Um we recommend preserving the current
tax rate in order to do that. That would
allow less money to be drawn down from
fund balance. So, in the important
budget context down below,
um
I want to remind the board that 577,000
is that uncontrollable cost increase
that is out there, which means it stacks
the next year.
Just want fair warning for the board.
So, um I know you folks are conscious of
that, but that those costs will stack.
Um
and you know, of course, we've
recommended those be remain in the
budget, so we worked around those into
other areas of operation.
Um and that would allow you to only have
to draw down 488,570
dollars in in your unassigned fund
balance, thus preserving around 511 in
in your savings accounts for future
needs.
So, um but I I I I wanted to make that
caveat context just so you know, there
are stacking costs. Everybody's living
with inflation. Nobody likes a price
that goes up. Um unfortunately, those
prices
don't always go down. So, um the cost of
operating uh this organization like your
household is going up.
Um so, what we found in general
operations was around 419,000.
And in addition, uh 91,000 out of uh
and I want to clarify what PDIT budget
reductions means.
Um the police department um wanted to
participate in this part of the process,
and we appreciate their willingness to
do that, so we moved uh monies from
general fund operating into um
I think I'm going to say the name right,
but federal uh impoundment dollars that
we get automatically can only be spent
on police things, so we moved cost over
into there.
Um those are dollars that can't be spent
on anything else in the budget. You you
you you can't lower a tax with it. You
can't
do a street sweeper with it. It's It's
got to be law enforcement, and that was
for a system that they need to start
integrating with the not only all of
their
um IT information that integrates, but
also with the surrounding jurisdiction.
So, we found 91,000 and thank thank
folks for looking into that. And we took
a long, hard look at IT in general.
Um as was noted last week and in
conversations that several of us have
had over the last week and a half, some
things are caught by contract. They take
a little while to unwind to find those
efficiencies, but I feel like the way
we've presented it shows where we can
and where we can start to do things. But
again, like everything else, we will
have future cost and so I I think this
board knows that. Travel and training
adjustments out of that 419 were about
27,000.
Give or take.
Uh so uh
th- those are the total reductions. So,
to put those in context, they look like
this.
Uh the 419 came out of admin, parks and
rec, police department, planning and
inspections, human resources,
technology, engineering.
And then those other the travel and
training came out of a lot of them in
the PDIT reductions. So, they came from
across the board. It took a lot of
teamwork to do that and uh we believe
that these are reductions that will not
reduce our ability to serve and to
protect and to um protect our resources
that we we do have and and share and
enjoy.
Um wanted to note also that there's a
fund balance and capital strategy in
here in the budget.
You are paying as you go, which is a a a
capital funding process of around
500,000. So, that's the newest dollars
in the fiscal year will be spent on uh
pay as you go capital.
Uh but then also as an expenditure line
out in back over into your savings
accounts, we've recommended 250,000 for
your capital reserve.
By By ordinance, this board is supposed
to commit X amount of dollars every year
and it has
um even in this year when the board
moved about 1.5 million if you'll recall
from unassigned fund balance over into
your assigned fund balances.
So, um
they did you folks did that as a board
this year. The second reserve or line
item that goes over into savings
accounts is for capital outlay reserves.
Um
capital outlay reserve versus a capital
the difference between that is
things that are less than $50,000.
That's your moving and rolling stock.
That's some of your
those things under 50,000 or have a
one-year payment schedule or one-year
contract on them.
Um open requirements
you know, making sure that paying
attention in your budget. We wanted to
make sure you knew
IT costs do remain elevated. We We
recognize that. Some things are just
harder to unwind. Three-year contracts,
two-year contracts, four-year contracts,
and those kinds of things. So,
we now that we stack them in the way we
have, we feel like we can manage those
well. We have great IT team here. And
that's really everybody else, too.
Everybody's part of that.
Sales and use tax shortage. I think
that's the other more concerning issue.
We've talked about this in our work
sessions.
It is a shortfall in the current fiscal
year. So, I have budgeted very
conservatively into next year like with
no growth whatsoever.
Um
We continue to watch that.
That is a concerning sign.
Um
Next is attorney fee governance. We've
just pulled it back to an amount that we
feel we can manage. And we've put a
pre-approval requirement instituted by
the manager. In other words, filtering
through me into the so we can control
those costs. It's not that everybody's
out of control. It's just we've had a
lot to do this year. We want to make
sure that we um
guard that and make sure we we
appreciate
Matt's good legal review on all things.
We took the facade grant down to 30,000.
Part of our strategy between that and
abatement issues is to come back to the
board when we're beginning if we have a
rather large project that requires
dollars that might exceed that.
So we'll come back to you folks and have
a conversation with you about that so
that the board can be involved in that
decision where it wants to move money
from if it wants to do the project are
there other opportunities and choices so
that the board can be more involved in
those processes.
But we still have left money in there.
So
again that net fund balance draw would
go to if you keep the rate the same at
29 cents would go to 488 570.
So I just want to recap that the board's
direction was for those reductions 5% we
found those.
We focused on IT and travel. I think
those were good calls by the board. You
saw those things and our staff did a
good job of bringing those back.
And
we addressed that fund balance drawdown.
The process we conducted a full
Department by Department review.
This is what the staff was doing Finance
coordinated consolidation of all
operational PDIT and travel cut. So
Finance is is is is keeping those
numbers in the right order. We evaluated
uncontrollable cost and capital strategy
options. So we had that out loud
conversation.
And there's our presentation back to you
folks. So 511 and cost reduction.
A three-part capital plan that does put
money back into your reserves and pay as
you go. That's a definitely capitalized
strategy and then a net fund balance
drawdown reduction.
Can I answer any questions?
>> Any questions?
Yeah.
» I just like to
I say start off by saying thank you
again.
I know it's not an easy task. Um
when a customer comes to you and
essentially ask you what to
work on a project and then say, "Hey,
sharpen your pencil.
Take a second look at it."
What you all did to investigate, take a
second look at it, evaluate what the the
stacking of contracts going into working
with our department heads.
We appreciate and I like to just
re-echo. We appreciate the
teamwork that the staff has aligned with
the this team here on the dais.
And we are grateful for that.
Um with that said, you've outlined a a
lot of the friction points that we
mentioned earlier in our conversations
and our work sessions and you've
addressed those. Those were you know,
essentially making sure that we were
working together and making sure that we
were addressing the end and allowing the
public to understand
why we were
doing a fund balance transfer, how it
helped us sequence in those key capital
improvement projects that we have been
looking to and keep momentum on.
Um I'd like to just start off by that.
Thank you.
» Anyone else?
>> Yeah.
» Yeah.
>> Scott, um
» Scott, um
for the folks the board of
commissioners, we've all it's not just
been a couple of days during the week.
It's been ongoing phone calls, emails
and not just once, but twice, but three
times going back and trying to find
these additional savings. And I know my
fellow board of commissioners, we've
drilled it through the audit. It is our
job. We're supposed to do that and
scrutinize everything we see and decide
if it's going to be a scalpel or butcher
knife to go through this. And I'm really
comfortable with the due diligence that
you guys did and coming back and and I
think the town is going to be extremely
appreciative of the effort put forth by
all you folks and yourself Mr. Manager.
I appreciate you.
>> You're welcome.
» You're welcome.
>> Thank you.
» Anyone else on the board?
>> Well, you guys said plenty.
» Well, you guys said plenty.
I I thank everybody for their efforts
and um
I had a lot of questions. You guys
were very patient and you're generous
with your time and
um appreciated the
you walking us through the process being
our first budget and all that for some
of us. So,
uh I think we're in a good place and I
Can you Can you discuss the financial uh
like the cash cash position of our fund
balance
in in regards to what's a healthy fund
balance and maybe how much more we have
than than
comparatively speaking to other
municipalities
>> Sure.
» Sure.
>> in terms of percentages.
» in terms of percentages.
>> Sure. We you have a an unassigned fund
» Sure. We you have a an unassigned fund
balance at this point time of around 29
million. Now, that number will go down.
We've had this discussion before.
Um
by state statute, we have a
stabilization amount within that.
We have that. That's marked.
Um within that, you want around 40% for
an organization like us because we do
not have monthly cash flow. It could go
a bit lower than that because
if you had a utility. So, for example,
if I had a water and sewer company, we'd
have cash flow coming in. That cash flow
offsets the need
to carry so much cash.
So, you can invest it more.
Um you have in your fund balance in
addition to the 29 million,
you have another
14 15 million dollars that is reserved.
So, of the CIP, some of that money is
coming forward for those projects. You
the boards have been very specific about
assigning them to projects
across time. So, those are monies in
addition. So, your total cash balance as
of the end of April was around 46
million. That will draw down, that will
change over the time of the year.
Our operating control line is around 5
million is what we like to have. The
rest is invested. So, we try to invest.
Matter of fact, in the current fiscal
year, we've been fortunate that
Rosie and her team in finance have done
a great job of their investment strategy
and your interest rate that you've
gotten back in returns is
exceeded by about 40% or so. So, almost
a million dollars plus where we budgeted
around 600. So, they did a good job of
investing the public's monies and making
sure that they got returned into
the operating cost of running the
organization. Appreciate that. So, what
you need is around 40%. So, 40% of 26
million, you know, is around 5, 6
million that you would have.
The idea behind that is for safety. In
other words, if Helene comes through,
you have those kinds of operating things
so you can operate for about 4 months.
We have that.
Plus, we have the state statutory
reserve amount of an additional 3
million. And then, we have additional
that has been reserved for projects
across the organization. Does that help
with your
>> Yeah, yeah. It
» Yeah, yeah. It
helps me. I think it helps the public to
understand that, you know, we're pretty
financially sound and we are it it and
besides that, getting the savings and
and
digging deeper into the budget to find
some of those cost reductions, that just
helps keep that cash
uh
keeps us from having a
do something with the tax rate, but uh
with the cost [snorts] going up and and
that not wanting to go further into fund
balance to fund stuff.
I think um it it's uh
mhm
it precludes us from reducing the taxes
right now.
>> Cost are cost are running up. I think
» Cost are cost are running up. I think
everyone who runs a household or an
organization right now is that you have
a lot of rising cost.
Some in your control, some are not, but
um
I appreciate the board's understanding
of that and I think they try to be and
the department heads and the every
employee in this organization tries to
be a good steward with your dollars and
spend it wisely and within the limits
that you folks ask, but also tries to
solve the problem. Uh again, um
remembering the CIP, we are investing a
substantial amount of money as we we
have done in the past, but this year
especially about 5.9 million.
>> Thank you.
» Thank you.
>> Madam Mayor, it is a public hearing, so
» Madam Mayor, it is a public hearing, so
I want to make sure I don't take up too
much time if people have comments or
anything else.
>> I
» I
think we're good. Thank you.
So, at this time I'd like to open the
floor for public comments. I don't have
anyone who's signed up this evening, but
if there's anyone here that would like
to make a public comment, I'd like to
give you an opportunity.
Okay.
Nobody?
It's not too bad. It's not scary at all.
But okay, well
hearing uh
no one being interested in
>> Well, we appreciate the folks that
» Well, we appreciate the folks that
showed up and who are watching online
that actually take an interest in this
process as well.
Um
thank you for
taking part.
>> All right, so um I guess
» All right, so um I guess
Do you have anything else, anyone? Okay.
Can I have a motion to close the public
hearing?
>> Motion to
» Motion to
close the public hearing.
>> All in favor?
» All in favor?
>> I.
» I.
>> All right, the eyes have it. This public
» All right, the eyes have it. This public
hearing is closed.
Uh, looking ahead, we have a Board of
Commissioners meeting, a regular meeting
on June 9th, 2026 at 6:30 right here in
Town Hall. And if there's nothing else,
can I have a motion to adjourn?
>> Motion to adjourn.
» Motion to adjourn.
>> All in favor?
» All in favor?
>> I.
» Adjourned.
>> I.
» I.
>> We are adjourned.
» We are adjourned.
>> Thank you.
» Thank you.
>> Close the public hearing.