April 2009

By DAVID W. PYATT, Mayor, Town of Mt. Airy
As published April 1, 2009

This is my first column since taking over from Mayor Frank Johnson. He did many things in his own unique style. I have to say being mayor is invigorating, entertaining, and fulfilling. Often things happen real fast.

Although the town has adopted both a systematic yet interactive budget process (with improvements in accountability added in February and early March) we could not have been prepared for income losses of over $400,000 over what we projected. Much of this came during the second and third weeks of March. Prior to this – and now likely to be a contentious issue-- I resolved to provide adequate cost of living raises to employees.

For one thing, the town has grown more than threefold since I joined the council, and the number of employees has gone up maybe 50%. Many employees “multi-task” and from what I can see stay late both working and attending evening meetings and go the extra mile.

Last year raises were Spartan at best, and I think it’s in the town’s best interests to provide raises, bucking the statewide and county-wide trend. However, on the other side of the coin I put off the town appreciation dinner to save about $3,000, but hope the many, many volunteers understand this.

The town, in my opinion, will continue to face difficult choices in the years ahead, and budget will always be a paramount consideration. I pledge to make this process open and hope we can share in difficult choices.

The Water Commission has recommended both a rate restructuring and an overall rate increase, as a follow-up to a cost analysis of operating our town water system. This includes the affects of aging, since much of our down town water system was built in the 1920s, but also accounts for environmental and more up to date requirements.

Unfortunately, we increased our rates a few years ago, and with our economic down turn, this may not be the year to do this. But, as we have heard so much recently, this just kicks the can down the road. I am now leaning toward a three-year phase-in period to build up our water rate structure so we can balance our water and sewer budget and not have a significant operating deficit.

We are transforming from a community where residential growth was our top – albeit not always our most popular – achievement to one where a thriving business community appears to be more important. Downtown growth brings new challenges, such as parking and sidewalks – and who pays for these improvements – but I am convinced these are for the good of the town.

Finally, I realize that providing adequate and responsive but cost-effective services is my number one overall goal. My door is open, and I look forward for constructive input to make sure I have this balance correct.