BY DEBBIE PAGE

Troutman Mayor Teross Young began the town’s recent 2026 Strategic Planning Retreat with a brief “State of the Town” message to inspire the town’s work and set the tone for the day’s departmental presentations.

“Today is not just about reviewing where we’ve been. It’s about finding where we are going. The town is at an inflection point. As we all know, we are growing, we’re evolving, and we are being called to lead with purpose,” he said. “Our growth is no longer something on the horizon. As we know, it’s here, and the choices we make now will shape this town for decades to come.”

Even with rising demands on town services with increasing residential development, Young was proud that the town has found the resources to invest in parks, public safety, infrastructure, and staff to meet residents’ needs.

“We’ve expanded our amenities, strengthened our operations, stabilized our finances, and built capacity to meet the needs of a growing community,” he said.

The mayor welcomes the opportunity for the council and staff to step back and ask some of the bigger questions. “What kind of town do we want Troutman to be? How do we manage growth without losing our character? How do we ensure that our investments today reflect on our values for tomorrow and the future?” he asked.

“We know the pressures ahead on infrastructure, public safety, on staff and finances, but we also know this — Troutman is positioned to grow smart, to grow responsibly, and to grow with intention. That only happens when we are clear with our priorities and our decisions and united with our vision.”

He asked all participants to “think boldly, talk honestly among ourselves, and stay focused on the long-term. Let’s challenge our assumptions, weigh the trade-offs, and commit to the strategies that protect our quality of life while preparing for our future,” the mayor said.

TOWN PLANNING

Town Planner Andrew Ventresca reported that the town had approved 5,100 residential units for which construction has not started. He said the town’s 2024 population estimate is between 7,000 and 8,000. In 2025, the Planning Department issued 467 permits and reviewed seven commercial and multi-family development plans.

Ventresca said current trends include rising population, a decrease in permits being issued because of the town’s moratorium, a slight decline in commercial-multi-family plans, increasing commercial inquiries, and declining conditional rezoning requests.

Residential inquiries remain very high, with some inquiries including septic development. Developers interested in a 95-acre area behind Perth Bait and Tackle are pushing to be allowed to build using septic to proceed in their plans.

Ventresca said developers are expressing high interest in available land in the Houston Road, Shepherd Road, and Iredell Charter School areas.

In project updates, Ventresca said the Talley Street sidewalk project is progressing, with Duke Energy identifying which utilities need to be moved. The town is now waiting for NCDOT to open up right-of-way funding. The surveyors are ready to identify where the town will need to acquire either property or easements.

The design plans for the Richardson Greenway extension are about 70 percent complete, with the design consultant currently incorporating NCDOT feedback. The right-of-way process will proceed after the plan is complete.

Though both of the projects seem to be loving at a “snail’s pace,” Ventresca assured the council that they are moving forward.

Ventresca said the Main Street/Highway 21 program has been kicked out of the NCDOT funding program. “It’s dead in the water,” he said.

The delayed Flower House Loop realignment with Houston Road is fully funded, utilities have been relocated, and right-of-way acquired. The project’s completion was scheduled for April of 2025, but the revised schedule changes every time Ventresca asks, he said.

To enhance pedestrian safety, Ventresca and Town Manager Justin Longino have had discussions with NCDOT about adding a crosswalk at Rumple Street on Main Street. NCDOT has given the town permission to install Rectangular Rapid Flashing Beacons there. The town is investigating vendors and costs.

Staff is also working with NCDOT to add a pedestrian signal at the Talley Street stoplight on Main Street. “They seem to be agreeable. We just need to get the go-ahead. The town may have to add a small sidewalk extension from the greenway to the road,” Ventresca said.

The town is also in discussion with NCDOT about installing a temporary crossing over Main Street at Old Mountain/Murdock Road intersection at a cost of $4,000 to $5,000. The town is looking for vendors to complete the project to protect residents until NCDOT completes the funded intersection improvements there.

Another possible consideration for council is to lower speed limits to 25 mph in the heavily congested zones of Main Street, if NCDOT approves.

Goals for 2026 include creating a Troutman 2055 Comprehension Land Use Plan, with a December completion and adoption target date. Initial staff meetings began in January, a steering committee will start in mid-March, and multiple community meetings, including an April community workshop, will be offered. A website will also allow convenient public comment.

Ventresca is planning a council and planning board joint meeting in the spring for additional work and input on the new comprehensive land use plan. The land use plan steering committee will have a variety of representatives from the community, including the town council, planning board, town and ETJ residents, high school students, Lake Norman State Park, CR Onsrud, United Way, and staff.

Ventresca is also pursuing participation in a Comprehensive Safety Action Plan, funded by a $5 million Charlotte Regional Transportation Planning Organization (CRTPO) grant, to develop a specific safety plan for Troutman with a goal of zero fatalities in transportation or school zones as well as community education and a speed study. The plan would also help the town gain grant funds for safety-related projects

He also wants to council to consider participation in a proposed 2026-2027 micro-transit study, which will investigate developing a “municipal Uber-type system” to allow residents to have access to public transportation in smaller vehicles in designated zones. The cost for Troutman’s participation is estimated at $1,500.

Costs for these municipal transit rides would be $3 to $5, compared to Uber costs of $10 to $15.

A north Mecklenburg pilot of this program has been successful, and Statesville is applying for the study as well, which will include Troutman and Mooresville in its area, if approved by the CRTPO. The Iredell County Transportation Service (ICATS) may also be involved in the proposed study.

Ventresca listed vital needs as additional workspace, a grant consultant to bring funds into all town departments, and an updated Unified Development Ordinance after the 2055 Comprehension Land Use Plan is completed in December.

PARKS AND RECREATION

Parks and Recreation Director Emily Watson shared the extensive town properties that the parks staff maintain, including a total of 35.9 acres of parks, 3.52 miles of greenways, and 39 acres of town property grounds.

The department also offers 15 major community events and partners with many community and school organizations on their events. Staff also oversees adult and youth athletic leagues in softball, baseball, soccer, volleyball, and basketball at various times of the year, fielding 58 adult teams (613 athletes) and 46 youth teams (457 athletes).

According to Placer AI data, ESC Park had nearly 133,000 visitors last year, with Morrison Farm Park at 3,400 and Georgie Street Park at 748. Rentals of the ballfields (690 hours) and park facilities (515 hours) remain brisk as well.

Watson also listed 2025 accomplishments, including the opening of the pickleball and basketball courts, the launch of the youth athletics program with Statesville Recreation and Parks, opening the Morrison farm park, increasing staff, gaining additional training and certifications, and implementing new events, such as the Puzzle Palooza, Art in the Park, line dancing, youth tennis camp, sewing and crochet workshops for youth and adults, a softball clinic, and the Learn Play and Connect program.

The town also became a flag collection site, established a Martin Luther King Jr. breakfast planning committee, and hosted and staffed 21 community partner events in addition to town events. The town’s Adopt-A-Street program also covers 23 zones, of which 13 are currently adopted.

The department also established an America 250 Committee to coordinate with the county’s committee to plan both large and small Troutman events to tie into America’s 250th celebration this year.

In 2026, Watson has several goals, including replacing the toddler play set at ESC Park, adding ball field and property lights at the park and getting the construction of the concession stand and restrooms near the ballpark area underway. The department also wants to explore the feasibility of creating a bicycle rental system.

Watson also hopes to complete the 2010 ESC Park Master Plan (amphitheater and ball field area concession/restrooms) during the next fiscal year and then move on to create a Parks and Recreation Comprehensive Plan for future development of the town’s recreation and facility opportunities.

Some work has already been completed for the concession project, including the installation of the sewer line and power, tree clearing, and the identification of a 20-foot-by-30-foot area for the facility. Several different design plans have been created for the council to consider for the concession facility and the toddler playground.

POLICE DEPARTMENT

Chief Josh Watson said that since 2021 there has been a 68.4 percent increase in calls for service. The largest increase of calls for service occurred between 2022 and 2023 with a 23 percent rise from the prior year. In 2025 calls for service increased 18 percent.

An increase in domestic assaults has led to upward trend in violent crime for 2025. Property crime has remained stable when compared to population growth. Some specific property crime incidents types decreased or remained steady in 2025.

Vehicle crash data shows an increase from 194 crashes in 2021 to 666 last year. Injury crashes rose from 22 to 89 in the same period, with three fatalities occurring last year, two in 2024, and none in three years prior.

Failure to reduce speed, following too closely, and failing to yield right of way are the largest contributing factors in crashes. Two of 2025’s fatal crashes were a result of impaired driving. Chief Watson said the increase in crashes correlates with the population increase in the area.

To address increases in vehicle crashes, Watson has increased traffic enforcement based on data and is increasing public education.

Police staffing has also increased by 56 percent since 2021, enabling officers to manage the increased call volume. Proactive patrol techniques have been instituted to deter crime and detect criminal activity, he added. The TPD has also increased staffing and technology in the Criminal Investigations Unit and strengthened partnerships with other agencies.

Officers also make referrals to resources in domestic incidents with a goal of preventing an escalation to violence.

In 2026-2027, Watson asked the council to support replacement of the department’s aging body and car camera systems. The camera system contract ends during upcoming fiscal year.

The state has adopted Axon’s Evidence.com system for uploading all video and documents to the District Attorneys office. Axon offers the most technologically advanced system available and integrates camera system, Tasers, drones, and digital storage into one system.

Watson said employing Axon will allow Troutman officers to operate better with the other three county agencies that use this system.

The proposed five-year contract (at $86,640 annually) would provide 28 Axon body cameras, 14 fleet cameras, and unlimited data storage. The body cameras are replaced at no cost after 2.5 years with the latest models. The cameras also have off-site upload capability, and officers would be able to tag video in the field for retention.

With Weathers Creek High School opening in August of 2027, TPD will require the addition of two SROs that need to be fully trained, equipped, and ready by this date, requiring budgeting for these positions in 2026-2027 to hire and train officers to either directly fill these SRO positions or replace current patrol officers wishing to transfer to the SRO Unit.

Watson also asked to purchase vehicle barriers to enhance safety for Troutman’s many community events. Vehicle incidents, whether intentional or not, continue to be a growing threat to events across the country.

The Meridian Defense Group barriers that Watson wants to acquire are covered in the Department of Homeland Security SAFE Act. They will also be a cost-saving item since the barriers will reduce the number of personnel needed, resulting in long-term cost savings while enhancing overall safety.

HUMAN RESOURCES

Director of Human Resources Terrence Smyre said the town’s average monthly head count for 2025 was 64.5, up from 58 last year and up from 43 in 2022. New positions last year included deputy clerk, development coordination, and special mechanic 1. The department’s budget increased by $59,413.11.

Eleven employees left last year, with eight resignations and three retirements. Reducing turnover saves the town money, noted Smyre, with the 2025 turnover cost to the town at $4,713 for part-time and $29,158.33 per full-time employee. Just a 1 percent reduction in turnover saves nearly $19,000.

The turnover rate has fallen from just over 37 percent in 2022 to just 17 percent last year.

In addition to examining the causes of turnover and reducing staff loss, Smyre wants to create feedback loops and improve morale in the coming year. He also wants to reward performance, help staff set goals, and give feedback.

Smyre also wants to engage employees with climate surveys and create action plans, if warranted. He also asked for a software package to help track department and employee data as well.

PUBLIC WORKS

Director of Public Works Austin Waugh said his staff has earned a number of new certifications and created redundancy so that at least two staff are certified in each area to ensure quality services.

The staff has “no deficiencies,” the highest possible rating, in both the sewer distribution and collection systems. The department is working on the wastewater rehabilitation project and the street sign improvement project as well as the lead/copper inventory line replacement, he said.

Water and sewer system development fees stayed steady the past two years, with collections at $3.79 million total last year. In 2026, the department has already received $1.17 million.

For the next fiscal year, Waugh requested a sewer main camera, upgrades to the Houston Road water tank pit, attachments for the mini excavator and skid steer, and new pumps for the Rimmer Farm Road pump station.

FINANCE

Director of Finance Gina Merrell told the council that budget expenditures have risen approximately 60 percent since fiscal year 2023, jumping from $13.8 million to $21.6 million last fiscal year.

She said last year’s department accomplishments included streamlining financial processes, including budget amendment and transfers, purchase orders, and accounts payable revenue tracking and input.

The department also implemented new policies and procedures, a cash and investment policy, and budget preparation.

In the next fiscal year, Merrell wants to develop a comprehensive Financial Polices and Procedures Manual, further streamline financial processes by implementing electronic payments for vendors and creating efficient processes for accounts payable and receivable.

She also wants to develop comprehensive online tools for utility billing to provide more current information for customers and develop an ongoing process to keep council and the public informed of the town’s financial status, including monthly finance updates.

Looking toward the 2026-2027 budget, Merrell said the town has experienced positive cash flow for the past three fiscal years, with an increase of $9 million in revenue and an increase of $8 million in expenditures.

Primary expenditures were for public safety, parks and recreation, streets, planning administration, and garbage and leaf/limb pickup. Primary general fund revenues cam from property tax, sales tax, utility (electric and natural gas) tax, fees, and rental income, not including reimbursement or cost offset revenue.

Merrell anticipates positive cash flow will continue through fiscal year 2026, and she will present midyear projections at the March 12 Town Council meeting.

In the Water and Sewer Fund, the primary expenditures are for water, wastewater, billing, and administration. Primary revenues are water and sewer fees, system development fees, and miscellaneous income.

The Water and Sewer Fund had an almost a 60 percent increase in expenditures from fiscal year 2024 to fiscal year 2025. These trends are expected to continue with less than anticipated growth in fiscal year 2026 due to the moratorium, she said.

In preparing the 2026-2027 budget, Merrrell will implement a cost allocation methodology, in which costs are split between participating departments instead of being grouped together, to show the true cost of running a program or department.

She also anticipates cost increases in health insurance costs and retirement plan contributions.

Merrell reviewed current revenues, including property tax rates at 50 cents per $100 in valuation, in-town water rates at $10.19 per 1,000 gallons (minimum 2,000 gallons), and sewer rates at $14.44 per 1,000 gallons. Solid waste fees are currently $11.77 for garbage and $6.75 for recycling.