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Freelance Graphics Mayor & Council Human Resource Allocation Other 100% Mayor/Council 0% 935.5 0 FTE Citizens of Gastonia Ward 1 Ward 2 Ward 3 Mayor Ward 4 Ward 5 Ward 6 E-1 CITY COUNCIL MISSION STATEMENT We insist upon accountability to maintain public trust. The City of Gastonia serves as a model for civic leadership as we engage our community of dedicated neighbors (Great People). We We value and encourage citizen participation in government share a collective passion for personal safety, economic vitality, and its decision-making process. cultural richness, and overall sustainability (Great Place). Our distinct character is built upon a rich and unique heritage and fueled We believe in the creation of economic opportunity for all by enthusiasm for the promise of a bright tomorrow (Great Promise). citizens. To provide fair, competent, responsive, cost-effective services at the highest level. We promote ethics and morality in all that we do. CORE BELIEFS/VALUES We value our natural resources and will strive to achieve a sustainable environment. We will accomplish our mission through these core beliefs and values: FISCAL YEAR 2016 GOALS We believe in dedicated, productive, and enthusiastic effort. Continue fiscally responsible measures to balance current We believe in competence, responsiveness, and and future City budgets by evaluating and applying various professionalism. initiatives including those aimed at consolidation, restructuring, privatization, creative health care cost We stress compassion, fairness, and equity. containment; and the freezing of non-critical hiring; we will work to share cuts and sacrifices equitably. We promote teamwork and a respect for diverse ideas and opinions. Insist upon and promote government accountability consistent with that of the private sector. We believe that balance is necessary when weighing immediate versus long-term needs. Position the City to compete for Foundation, Federal, and/or State Grant programs. E-2 Develop a strategic plan to stabilize and grow no-property Proactively pursue additional enhancements to assure greater tax, General Fund Revenues in light of the severe limitations safety and capacity at the I-85/US 321 interchange as well as placed on the City’s General Fund by the Interlocal the greenway connection. Agreement on Sales Tax distributions. Continue targeted efforts toward the economic revitalization Complete the design and construct the elements of of Center City neighborhoods including Highland/Northgate transportation approved by the G.O. Bond. Loray and Airline/Gaston areas. Maintain the General Fund balance at a target level of 12% Establish a police substation within the first-phase of the of yearly budgeted expenditures, but in any circumstance to Loray Mill redevelopment. maintain a level acceptable to both the North Carolina Local Government Commission and Bond Rating Agencies. Continue to develop cost containment initiatives for the City’s self-funded employee Health Care coverage program; Continue the phased revitalization of Center City through the including further changes to plan design which will demand implementation of the strategic plan for targeted investment greater self-direction and incentivize wellness and in, and focus on, identified catalyst projects. prevention. Effectuate the phased implementation of streetscape Support City Electric Utility, while mitigating the effects of improvements to targeted and prioritized segments of wholesale rate increases on customers. Franklin Boulevard, U.S. 321, and other high-profile corridors. Continue to move forward with and implement the consolidation of water and sewer infrastructure and facilities Implement the plans for the comprehensive funding and on a multi-jurisdictional basis, where such partnerships can operation of all Solid Waste Management programs that prove beneficial to the City. better match usage to cost, encourages recycling and waste reduction. Continue to make decisions with an eye toward achieving Proactively target and reduce street crime with an ongoing fiscal health and sustainability for all City funds. and relentless attack on removing guns, gangs, and drugs from the community. Develop and support effective funding strategies for infrastructure maintenance, replacement, and expansion that Complete the projects to further enhance Lineberger Park; will prove equitable to tax and fee payers. and extend Greenway connectivity to additional destination- connection points Citywide. Embrace and support regional cooperation to ensure general prosperity and a quality, sustainable environment. E-3 Continue to pursue electric wholesale power cost equity Emphasize and support cost-effective economic through ElectriCities; continue to monitor overall evolution development initiatives with a focus on creating new jobs of Duke/Progress merger and related issues as to impact to and private-sector investment in Gastonia. Gastonia. Support and approve citywide compensation policies and Pursue opportunities with other municipalities and the systems which value and reward effort, achievement, and County to encourage water and sewer consolidations, innovation. interconnects, and extensions. Plan for and begin implementation of phased efforts to Evaluate marketing plan for Gastonia Conference Center, decrease the General Fund subsidy to the Schiele Museum. review monthly budgets and operating costs. Emphasize and support enhancements to Public Safety Work with Gaston County to pursue development within budgetary limitations. opportunities at the old Arlington School site. Assure that policies and actions will result in growth that is Consider alternatives for employee compensation, such as a economically advantageous and fully self-sustaining. one-time bonus and/or additional vacation/holiday time in lieu of a wage increase. Create new internal culture for development; business friendly government; insure “success” of business Public safety remains a priority. Ensure that adequate development. resources are available. Recruit large businesses Downtown. Complete the evaluation Water Treatment Plant options for long-term operability. Focus on sale of City surplus property; consider use of outside realtors, auctions, website listing and other methods. Solicit more Municipal Services District business Continue to keep all options open for Highland commercial involvement in City-related decision process. site with regard to retail site development and water treatment plant renovation. Continue evaluation of overall incentive program with regard to retail, non-medical, professional, and general Continue to focus efforts on west side with regard to master office. Emphasize/encourage hiring of county residents. planning and infrastructure investments. Evaluate incentives for small (existing) businesses. E-4 Continue Economic Development Division (EDD) performance-based program. Make decision regarding the Multi-Modal Transportation following the completion of the Environment Study. Continue to review and advocate for Gastonia’s Legislative Agenda. Target commercial, office and industrial properties City- wide that are undeveloped or under developed for economic development. E-5 Budget Notes for Fiscal Year 2016 E-6 DIVISION OR FY 2014 FY 2015 FY 2016 AMOUNT PERCENT FUNCTIONAL AREA ACTUAL BUDGET ADOPTED CHANGE CHANGE MAYOR/COUNCIL Budget Code: 110-410 Salaries 124,950 124,980 124,980 0 0 Mayor/Council Fringes 9,192 9,194 9,203 9 0.1 Equipment 0 18,300 20,600 2,300 12.57 .21% of Operating Budget Other Operating 239,386 193,775 288,923 95,148 49.1 Sub-Total 373,529 346,249 443,706 97,457 28.15 DEPARTMENT TOTALS Salaries 124,950 124,980 124,980 0 0 Departmental Allocations Fringes 9,192 9,194 9,203 9 0.1 Equipment 0 18,300 20,600 2,300 12.57 Other Operating 239,386 193,775 288,923 95,148 49.1 TOTAL EXPENDITURES 373,529 346,249 443,706 97,457 28.15 TOTAL REVENUES 248,504 218,940 218,940 0 0 ENTERPRISE REIMB. 129,159 119,715 154,854 -35,139 -29.35 FUNDING (+ OR -) -4,135 7,594 69,912 -62,318 Other Operating 65.1% Salaries 28.2% Fringes Equipment 2.1% 4.6% Expenditures Revenues Enterprise Reimbursement 0 100,000 200,000 300,000 400,000 500,000 * Actual expenditure information for prior years is a combination of all budget codes which existed at that point in time. If the budget code has no current appropriation then no documentation exists in the summary information. E-7 E-8 City Manager Human Resource Allocation City Manager 0.3% 3.00 FTE Other 99.7% 932.5 City Manager Assistant City Assistant City Uptown Municipal Manager/ Manager/ Service District Public Director of Infrastructure HR & Admin Financial Marketing/ Police Fire Services Revitalization E-9 CITY MANAGER MISSION STATEMENT To work to stabilize and grow all City Revenues. To provide leadership and supervision to City staff necessary for the cost-effective delivery of public services. The City Manager must To efficiently design and construct elements of consistently monitor and evaluate the City’s overall progress in transportation infrastructure approved by the General meeting its stated goals and objectives and, in turn, offer Obligation Bonds. recommendations for improvement whenever and wherever necessary to achieve maximum results on behalf of City residents To manage the City’s General Fund Balance at a level and taxpayers. The City Manager’s commitment is to bring acceptable to both the North Carolina Local Government and credibility, innovation, and professionalism to the ongoing bond rating agencies
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