A Maggie Valley man wants to extract himself from the town limits, claiming the services he gets from the town don’t warrant the taxes he pays.

He stands to save $2,450 a year in town property taxes if successful in wresting his three-acre gated mountaintop tract out of Maggie Valley’s town limits.

Joe Manascalco has cleared the first hurdle in the two-step process. He won support from a majority of Maggie Valley town leaders to remove his property from the town’s borders. Redrawing the town limits to de-annex someone’s property also requires a special vote of the General Assembly in Raleigh, a step Manascalco must tackle next.

Maggie leaders were narrowly split on the issue when it came before them last month, approving the request by a 3-to-2 vote.

Mayor Ron DeSimone thinks the vote to de-annex Manascalco was bad policy. DeSimone called the decision “nebulous, contradictory and inconsistent.” DeSimone believes the aldermen who went along with Manascalco’s request did so because of their philosophical views concerning annexation rather than the facts of Manascalco’s actual situation.

“There is a big difference between agreeing or disagreeing with forced annexation and going back and dismantling something that was done,” DeSimone said.

DeSimone said it also opens the doors for other residents to ask to be de-annexed.

“I think it was a mistake,” he said.

DeSimone warned the board they would be opening Pandora’s box by granting Manascalco’s request.

Indeed, two more residents have stepped up in the past month asking to be de-annexed as well. One appeared simply to be making a point by putting forward a tongue-in-cheek request. The second had originally asked to be annexed in order to get on town sewer, but once they got on the sewer lines, wants to be de-annexed.

But Alderman Phil Aldridge, who supported Manascalco’s request, said the town would just have to “weed out” the illegitimate ones as they come in.

In Manascalco’s case, Aldridge believes he was wrongly brought into the town limits in the first place. It is at the top of a steep, one-lane road and is difficult to provide services to.

“The road will never meet the town’s standards. When a snow plow or garbage truck goes up that road, it has to back all the way back down,” Aldridge said.

Aldridge agreed with DeSimone on one front: he isn’t a fan of forced annexation.

“I have always been against forced annexation,” Aldridge said.

Aldridge questioned whether the town annexed Manascalco because it saw dollar signs.

“That’s the $64,000 question,” Aldridge said. “Quit taking in these areas just because they have a half-million home on them.”

The rest of the subdivision where Manascalco lives, Evergreen Heights, was annexed into the town limits at the same time.

“When we annex subdivisions, it is usually the entire subdivision not just part of the subdivision,” said Town Manager Tim Barth.

A tale of annexation

Manascalco’s property hasn’t been in the town limits long. His property was brought into town in 2009 as part of a large-scale annexation. Seven different residential pockets and subdivisions — totaling 166 acres and more than 130 homes — were part of the annexation that year.

Barth said the goal of the 2009 annexation was to bring those who were already on town sewer officially into the town limits.

“The request was to try to annex as many of the people who had sewer as possible,” Barth said.

Aldridge said simply being on town sewer isn’t justification to annex someone. There are 400 people on town sewer that aren’t in the town limits, and the town isn’t going after those people, Aldridge said.

Manascalco’s property is known locally as “the compound.” He lives at the top of a mountain, up a one-lane road that dead-ends at a gate across his driveway. Two pillars flank the road on the approach to his property, with a sign on one alerting people they have entered a private drive.

There is nowhere to turn around without going through the gate, so the town’s trash truck had to back down the road after reaching his gate. The trashmen didn’t have a problem doing that, Barth said.

But, Manascalco said he didn’t think it was safe and told the town to stop picking up his trash last year.

“He said he didn’t want garbage service,” Barth said.

The town offered to have trash trucks come through the gate and turn around, but Manascalco didn’t want to provide a key.

DeSimone found it ironic that Manascalco canceled town trash pick-up then complained he wasn’t getting town services.

When DeSimone drove up to Manascalco’s property to get a lay of the land before voting on the issue, he encountered a propane truck — backing up no less.

“This is the mountains,” DeSimone said. “People have to back up all over the place.”

Town snowplows did not plow the road because it was considered a private street, even though it was in the town limits.

In addition to trash pick-up, being a town resident gets you police protection, which Manascalco will continue to receive even if he isn’t on the tax rolls.

Technically, property outside the town limits is under the jurisdiction of the county sheriff’s office. But if there were an emergency, Maggie town cops would respond since they are naturally going to be closer.

Annexation a can of worms

Ultimately, Manascalco’s de-annexation claims come down to a technicality.

The town only can target urban or suburban areas for annexation. Annexed areas essentially must be meet the definition of being “in town” — as opposed to farmland or large empty tracts.

There’s a litmus test to ensure towns don’t unfairly target large tracts, simply sucking up property taxes without providing services to many residents in return. The law says 60 percent of both the total area and total number of tracts being annexed have to be fewer than three acres.

At the time Manascalco’s property was annexed, it was listed as three separate lots, each a little more than an acre.

But he believes his property should have been considered for annexation purposes as a single lot of 3.5 acres rather than three separate ones.

“He believes, even though they weren’t combined at the time, they should have been considered one lot because he owned all three of them and had no plans to sell any of them,” Barth said. “But we don’t know that and didn’t know that at the time.”

DeSimone doubts Manascalco’s chances of getting a de-annexation bill passed in Raleigh are very good. A bill would have to be introduced and passed in both the state House and Senate in order to go forward. Whether legislators from the mountains would be willing to expend their political capital to rectify Manascalco’s plight isn’t known.

“That is not likely to happen. These bills have been somewhat cantankerous,” DeSimone said.

Maggie Valley has steadily increased its town limits during the past three decades. In the 1970s, Maggie Valley was nothing but a strip of motels, restaurants and gift shops — the town limits draw like a long skinny snake along the main commercial drag. It had only a few dozen actual residents.

But as mountainside subdivisions sprung up around Maggie, giving rise to both a seasonal and year-round population, the town limits expanded to bring the newfound residential population into its fold.

The way town leaders saw it, the town’s infrastructure was being maxed by the burgeoning residential population cropping up all around it but not contributing their fair share through property taxes.

The annexations were nearly always fought by residents who thought they were getting a raw deal. The town services they got weren’t worth the taxes they paid, opponents claimed.

DeSimone’s own neighborhood was annexed into the town limits of Maggie Valley during the past decade. DeSimone said the majority of those in his subdivision are now glad they are in the town limits, however.

De-annexation request follows small campaign contribution

Two Maggie Valley aldermen who voted to de-annex Joe Manascalco had gotten a modest campaign contribution from him in the last election.

Aldermen Phil Aldridge and Phillip Wight voted to de-annex Manascalco after receiving a $200 shared campaign contribution. The contribution was also to be shared by Mayor Ron DeSimone, although he voted against Manascalco’s request when it came up last month.

Manascalco had donated $200 to Aldridge, DeSimone and Wight in the fall election. The three ran as a team, putting all three of their names on signs and brochures.

While Manascalco gave the $200 to Aldridge, according to campaign finance reports filed in the Haywood County Board of Elections office, it was shared equally by the three for campaign literature.

“Joe said, ‘Make sure everybody gets this.’ It was all put into one pile and shared in one kitty,” Aldridge said.

Aldridge said the political donation from Manascalco played no role in how he voted on the de-annexation.

“It was $200,” Aldridge said, pointing out the sum is way too small for anyone to honestly think it could be considered a bribe.

Aldridge said he “honestly felt in my heart” that Manascalco had been treated unfairly four years ago.

The donation obviously didn’t influence DeSimone, since he voted against Manascalco’s request.

This is not the first time Aldridge and DeSimone have been at odds after having run on the same ticket.

The mental health agency Smoky Mountain Center will not be buying and moving into Waynesville’s former Department of Social Services office building after all, leaving Haywood County back at Square One trying to unload the large, dated, four-story brick complex built decades ago as a hospital.

DSS had outgrown the space and moved into new offices in a renovated Walmart earlier this year. The center expressed an interest in buying the old office building earlier this month.

The agency had weighed uprooting its headquarters from Sylva and moving to Haywood County, taking with it 60 jobs. The primary motivation was finding a larger space to house an additional 100 jobs being added in the next two years as Smoky Mountain Center gears up to oversee a larger segment of mental health services.

But, the proposal received strenuous political pushback from Jackson County and leaders in the far-western counties concerned about potential job losses in their neck of the woods.

Brian Ingraham, area director for Smoky Mountain Center, and Shelly Foreman, who oversees planning and public affairs, emphasized that the agency merely had been exploring options when considering the old hospital in Haywood as a site for their expansion and new headquarters. But when that option was taken to Smoky Mountain Center’s board of directors last week, they ruled it out — to Haywood County’s obvious chagrin.

“Well, it is disappointing. But I do understand the situation,” said Bill Upton, a Smoky Mountain board member and Haywood County commissioner. “They were caught between a rock and a hard place. And there will be other opportunities for Haywood County.”

Haywood still stands to gain a slice of the new jobs Smoky Mountain Center will be adding, which could now be placed in several locations across its 15-county service area, Foreman said. Haywood could end up with a majority of those new jobs, while Jackson gets to keep its existing ones, Jackson County Commissioner Jack Debnam said.

The mental health agency is poised to morph into basically a public health insurance company for anyone who receives mental health, developmental disability or substance abuse services through Medicaid.

“The situation is fluid,” Ingraham said. “We have to adapt to that and plan for the best possible outcomes that we can.”

Ronnie Beale, a Smoky Mountain board member and Macon County commissioner, said “this wasn’t the time to be buying any property.”

Beale said the board vote was not unanimous, and that a strong argument was made that Waynesville is closer to Asheville, thereby increasing the applicant pool the agency can draw from for jobs.

Beale said that he doesn’t buy arguments that it will be more difficult to recruit workers into the far western counties than into Haywood County, which is better poised to draw on the workforce pool in neighboring Asheville.

“That’s part of the stigma is that you can’t hire people out here,” Beale said. “I think we can.”

As for what to do with the old hospital in Haywood County, Haywood County Manager Marty Stamey said the county would continue its marketing efforts.

In the coming months Lake Junaluska residents will weigh in on whether to become part of the town of Waynesville.

For Waynesville, the move could mean a million or more dollars in additional property taxes each year and the benefits of being a larger and possibly stronger town.

For Lake Junaluska residents, the daily logistics of running a community of 800 homes could be placed in accomplished hands. And perhaps most importantly, the burden of repairing the community’s aging water and sewer lines would be punted to Waynesville.

But, there are downsides, too. Lake Junaluska residents could lose autonomy and identity. And, Waynesville may not want the hassle of managing Lake Junaluska’s infrastructure if it would cost more than the town stands to reap in new property taxes.

“It appears on the surface to be a win-win, but how much? How much to provide the services?” wondered Waynesville Alderman Wells Greeley during a discussion on the idea at a town board meeting last week.

Discussion of the issue is in its earliest stages and will take months to explore.

“This decision is going to impact Haywood County for the next 100 years and beyond, so we want it to be in all of our best interests,” said Jack Ewing, the CEO of Lake Junaluska Conference and Retreat Center.

While Lake Junaluska is not an official town, the community already looks and acts like one. It has its own trash pick-up, water and sewer system, street maintenance and even security force. The roughly 800 homes that make up Lake Junaluska’s residential community pay a yearly fee for those services.

The idea of merging with Waynesville comes as Lake Junaluska residents stare down the growing problem of aging water and sewer lines.

“The community will need to decide whether they would like to bear that burden alone, or as part of a larger group,” according to a report by a consultant hired to analyze the pros and cons.

The idea of merging with Waynesville was borne out of that reality.

Lake Junaluska Assembly hired a consultant to study the issue and prepare a report outlining various options — merging with Waynesville, forming its own town or remaining as it is now.

Ultimately, the decision will rest with Lake Junaluska’s residents.

“Each option has some advantages and disadvantages,” said Ron Clouser, president of the Lake Junaluska Community Council. “I would hope that people would have an open mind and take time to read the study and see what it proposes.”

Ewing said leadership at Lake Junaluska is not endorsing any option and has no preconceived notion about which course is best.

“Over the next three to six months, there will be multiple opportunities for people at Lake Junaluska to provide input on these options,” Ewing said.

Down the road there could be a vote to gauge residents’ opinions.

Clouser said he wouldn’t want to factionalize residents by moving forward without a “practically unanimous” consensus.

“I don’t want to see us go down a road that has a split with anybody,” said Clouser, one of seven members elected by homeowners to lead their residential community association.

Ewing shared the consultant’s report with Waynesville leaders at their town board meeting last week. Ewing told the five town board members they will obviously need to embark on a fact-finding mission of their own.

“You may say, ‘No, we are not interested in partnering with you in that way,’” Ewing said.

Which is cheaper?

One question that will likely weigh heavily in the decision is cost: Will residents of Lake Junaluska pay more in property taxes than they would in annual fees?

Currently, the town’s property tax rate is 40 cents per $100 of property value. That’s more than what Lake residents currently pay in fees, set at 28 cents per $100 of property value.

But, that fee is bound to go up if the lake has to tackle its water and sewer problems on its own. By how much is not yet known, however, thus making a true dollar for dollar comparison impossible right now.

“Property owners want to know is this going to cost me more or is it going to save me money,” Ewing said. “The report is intentionally silent on finances. It is important, but we didn’t want people to begin with ‘what is the cheapest option for me, and I like that option best.’”

Indeed, that’s not the only issue that will weigh on residents’ minds, Clouser said.

“I think it is going to be more complicated than that. I think it will be more than just an issue of that number,” Clouser said.

What may be more important to residents is how their community character and identity could be impacted. Lake Junaluska has a 100-year history, and residents who cherish that may not want to place their future in someone else’s hands.

“There is a track record of what it means to live at Lake Junaluska. That is an issue at this point,” Clouser said.

Waynesville has a track record of its own: one of bringing independent communities into its fold. The neighboring town of Hazelwood merged with Waynesville two decades ago, but Alderman Gary Caldwell says it didn’t lose its identity.

“Hazelwood will always be Hazelwood and Lake Junaluska will always be Lake Junaluska,” Caldwell said.

Yet Clouser said Junaluskans have a deep sense of pride, both emotional pride in where they live and financial pride in taking care of their own.

Ewing agreed.

“One of the issues our residents are going to talk about is their desire for independence,” Ewing said “Many people may wish to stay the way we are.”

But, there’s a caveat. A true “status quo” simply isn’t an option, he said. Residents must understand “the responsibility of going it alone when it comes to upgrading our infrastructure,” Ewing said.

This is where Waynesville may prove its mettle.

“Waynesville is better resourced to address the needs of the Lake Junaluska community, such as replacing the water and sewer infrastructure, the capital equipment of Lake Junaluska and paving the roadways,” the consultant’s report states.

But, joining forces with Waynesville has other perks as well. Simply put, Waynesville is seen as a quality-run town.

“Waynesville already has a well-established, successful, and relatively progressive governance structure,” the consultant’s report states. “They have established a culture of efficient, effective, and professional administration that has not yet been created at Lake Junaluska.”

Sister communities

Waynesville leaders, meanwhile, have to figure out the financial pros and cons of the different options.

“My original reaction is there is a distinct opportunity for the town of Waynesville. The question is, is it cost effective?” Mayor Gavin Brown said.

While the extra property tax looks good on paper, the town would have to hire additional trash crews, police officers and street workers to take on such a large new area.

But, the cost of repairing the lake’s water and sewer system will be the kicker. If it appears that it will cost more than the town is getting in return, the town could temporarily impose higher property taxes on residents of the Lake than the rest of town.

“If there is a need to bring a certain system up to code, they can charge a higher rater to that specific area for a set period of time,” said Andrew d’Adesky, a graduate student with the Institute of Government at UNC-Chapel Hill that prepared the study on behalf of the Lake.

The town, like the residents of the Lake, has more to consider than just economics. Waynesville and Lake Junaluska are kindred spirits in some ways, both forward-thinking communities on each other’s doorstep. Waynesville Alderman Leroy Roberson said the two have a cross-over relationship.

“There is a mutual community,” Roberson said.

Bringing Lake Junaluska into the town’s fold could be a once in a lifetime opportunity to forever change the town’s course in a positive way, Brown said.

“It would be a nice addition to the town of Waynesville,” Brown said.

But, the town must also ask whether it is worth the hassle. Lake Junaluska is three miles from downtown. Can the town afford to have its attention diverted when there are existing parts of town that need attention?

“Should we add another issue to the town’s plate? Would we spread ourselves too thin?” Brown asked.

Waynesville could also enjoy the benefits of a simply being a larger town.

Lake Junaluska community has around 800 homes — about half are seasonal homes, the other half are lived in by year-round residents. Waynesville’s population of 10,000 would increase by at least 10 percent.

That could mean benefits beyond the obvious increase in property taxes. There are numerous slices of state revenue that towns get based on their population — from a cut of sales tax revenue to street and sidewalk funding.

Bigger population numbers also carry bigger clout, which can come in handy when recruiting businesses or lobbying for the town’s interests in Raleigh.

Lake Junaluska: past and present

Lake Junaluska began as a religious community more than 100 years ago, and as a summer retreat for the United Methodist Church. Pastors, bishops and other church leaders founded the Lake Junaluska for religious gatherings and conferences in 1908.

Almost immediately, they began building summer homes there for their families to escape the heat of the South and a like-minded community quickly built around the Methodist Church retreat.

Lake Junaluska is no longer a private Methodist community. Anyone can buy a home and live there, and it is no doubt the lake community is growing increasingly secular.

But, its roots in the Methodist church have hardly disappeared. Many homes have been passed down through the generations. Children with fond summer memories of the lake came back to live permanently. Lake Junaluska also is a hotbed of retired pastors and bishops. The grounds of the conference center, which dominate the main campus around the lake shore, bustles with conferences and retreats throughout the year.

Rather than spending months crossing Haywood County’s choice eateries off their list of places to go, culinary enthusiasts can get a taste of each all at once at an annual gala at The Gateway Club.

The Haywood County Chamber of Commerce will host its 8th Annual Mélange of the Mountains on March 26 at The Gateway Club on Church Street in Waynesville. Attendees will be able to sample food and drink from the menus of area restaurants.

“The refinement of the culinary arts in our region is why cuisine in Western North Carolina is current and delicious,” said Michael Fahey, president of the Western North Carolina Culinary Association and head judge of this year’s competition, in a news release. “Mélange of the Mountains gives the talented chefs of Waynesville a great venue to share their creations.”

The participating restaurants are a mixture of newbies and old pros like Nico’s Café in Waynesville.

“We do well at it,” said Charlene Smith, an employee at Nico’s. “It’s also fun.”

The competition can be pretty fierce with some heavy hitters signing up to present their best dishes. Other eateries participating include Harrah’s Cherokee Casino, the Waynesville Inn, Anthony Wayne’s, Frog Level Brewing Company and Sunburst Trout Company.

“I think (the competition is) very, very good,” Charlene Smith, an employee at Nico’s Café. “I think everyone brings their A-game.”

Co-worker Courtney Pottenger agreed, adding that the contest is “stressful” but “fun.”

Nico’s Café has competed every year and has placed in at least one category each year. There are several categories that each restaurant can compete in: meat, salad, seafood, soup, vegetarian, dessert and people’s choice. The most coveted prize is the Award for Culinary Excellence, which is given to the restaurant with the highest scoring dish.

“We (Waynesville) have very good food for a small town,” Smith said, calling it “5-star quality food.”

The event also promotes creativity. Nico’s Café crafts unique dishes, which it later features on its menu. Last year, the café created the Courtney salad, a strawberry and candied pecan salad that garnered a podium ranking in the salad category.

Although Mélange is on their minds throughout the year, Smith said that Nico’s owner Michele Pipitone usually spends a day deciding what recipes give the café the best chance at bringing home a first place title.

Neither Nico’s Café nor Sid’s on Main, a new restaurant in Canton, knew exactly what dishes they would showcase at this year’s Mélange in the Mountains.

Sid’s on Main owner Sid Truesdale said this year will be more about people trying and enjoying his restaurant’s food rather than winning accolades.

“Hopefully if they do (like the food), they’ll come see us,” Truesdale said.

Go have a taste for yourself

The Haywood County Chamber of Commerce will host its eighth Annual Mélange of the Mountains from 5:30–8:30 p.m., March 26, at The Gateway Club.

Tickets are $35 for chamber members and $40 for non-members. The chamber will also have VIP upgraded tickets available for $60, which includes early entry into the competition to view the Chefs in action. Tickets are limited.

Visit www.haywood-nc.com, call 828.456.3021 or email This email address is being protected from spambots. You need JavaScript enabled to view it. for additional information and to purchase your tickets today.

After more than a year of will they or won't they, Waynesville's ABC Board will soon decide whether to open a second liquor store in the Super Walmart complex.

"Right now, we still don't have everything approved," said Earl Clark, chair of Waynesville's ABC board. But, "It's a whole lot closer than we were a year ago."

The board is contemplating a second location behind Hardee's along the entrance drive to Super Walmart off South Main Street. The area is considered a prime locale that will allow the town to capture a larger share of customers, whether it's residents or visitors.

The South Main Street plot "would be very ideal," Clark said.

While Canton and Maggie Valley have liquor stores as well, the convenience factor of a store beside Walmart makes it likely people would stop in for their liquor purchases while they are shopping in Waynesville even if they live in other parts of the county.

The ABC board has not purchased the land. A property option has expired.

However, the ABC board still has a few details to figure out. The board is working on a site layout that would work within Waynesville's development rules. One concern is providing adequate parking to match the size of the new store, Clark said.

Waynesville currently has one ABC store on Walnut Street, which dates to 1967. The building is small and can only hold so much inventory. It is also located in a strip mall that's somewhat off the beaten path from main commercial areas.

Clark said the current location is too small for the amount of business it does. Last year, the Waynesville store sold more than $2.1 million in alcohol.

The ABC board operates autonomously from other town entities, but Waynesville does receive a portion of the profits earned from alcohol sales each year.

Waynesville receives an average of $100,000, said Town Manager Lee Galloway.

Although the new store is expected to increase revenues, the town won't see a slice of that for years to come. The additional income will go toward buying the land, building the store and covering additional salaries and overhead.

The total cost of the new store is expected to hover around $1 million but could reach closer to $1.25 million when everything is said and done, Clark said. The property will cost about $500,000 and the remaining amount will cover the cost of construction and the initial stocking for the 5,000-square-foot store.

Just stocking the store alone, a cost that is borne upfront before sales start coming in, will likely cost between $150,000 and $175,000, Clark said.

"We are still counting our pennies," he said. "We want to build something nice."

If the ABC board gives the additional store the green light, then it would operate both locations for at least a couple of years. However, if the board does not see a benefit from keeping both open, it will shut down the smaller, older store in favor of the more prime South Main Street locale.

Meanwhile, Maggie Valley has struggled to make running two ABC stores pay off financially. Maggie Valley opened its second ABC store in 2009 on Dellwood Road. The town annexed a satellite tract a mile beyond the town limits for its new store, strategically situated close to Waynesville's doorstep in hopes of pulling some customers who previously traveled to Waynesville's liquor store.

In 2009 when Maggie's new store opened, revenue at Waynesville's ABC profits dove. While Maggie's ABC revenue grew, Waynesville's dropped by a comparable amount.

But, Maggie Valley's second store has yet to pay off. Sales are barely robust enough to cover overhead at two locations, and the cost of building the new store has not yet been paid off.

The Maggie Valley stores lost nearly $24,000 last year and a little more than $38,000 the year prior.

Profits for the Waynesville ABC store

2011: $146,876

2010: $156,568

2009: $263,229

2008: $252,652

2007: $237,587

Where the money goes

Surplus profits from ABC stores go back into town coffers. Waynesville's ABC profits took a hit the year Maggie Valley opened a second store on Waynesville's doorstep, siphoning off customers.

A portion of the proceeds are earmarked for local law enforcement and an alcohol education but the majority is simply added to the town's disposable revenue.

The mental health agency Smoky Mountain Center is considering moving its headquarters from Sylva to Waynesville, taking with it some 60 jobs and the prospect of dozens more as the agency expands during the coming two years.

The prospect pleases Haywood County but disappoints Jackson County.

"It would be a huge economic development boost for the county from the influx of new jobs," Haywood County Manager Marty Stamey said. "We are looking for a win-win situation for the county."

It is anything but for Jackson County, however, which stands to lose a stable of white-collar jobs.

"This is a lose-lose for Jackson County," said Jackson Manager Chuck Wooten, terming it a potentially substantial blow to the local economy.

"People will shop where they work, get gasoline where they work," said Wooten in calculating the costs.

Smoky Mountain Center has expressed interest in the former Department of Social Services building in Waynesville. DSS outgrew the space and moved into new offices in a renovated Walmart earlier this year.

Meanwhile, Smoky Mountain Center has been on the hunt for new office space to house its growing mental health operation, which covers a 15-county area. The agency has not made a final decision, something that would fall to its board of directors. The board is meeting Thursday night and will discuss the options but may or may not vote.

"We are looking at a whole facilities development plan," said Shelly Foreman, who oversees planning and public affairs for Smoky Mountain Center.

Waynesville's old hospital is a mammoth brick building that occupies an entire block, with 125 rooms and 50,000 square feet of space. Haywood County's Department of Social Services moved out in January. A plan to convert the former hospital to low-income senior housing fell through last month, leaving the large, aging brick building in danger of standing permanently vacant unless another taker came along.

Stamey said he hopes that the building suits Smoky Mountain Center's needs.

Wooten said county officials are disappointed Smoky Mountain Center didn't contact it about the possible move sooner.

"We would have liked to know about this decision before the decision was made," Wooten said.

Jack Debnam, chairman of the Jackson County Board of Commissioners, said he felt Smoky Mountain Center had been less than honest and forthcoming in its dealings with the county.

"They didn't even give us a chance to talk about it," Debnam said. "They pretty much just told us it is a done deal."

While Jackson County officials believe the move is impending, Foreman said that is not the case.

"There is no decision until the board decides," said Foreman. The board includes local government officials and representatives from the 15-county area.

Foreman said several options are on the table as Smoky Mountain Center looks for new space to expand. The agency will add up to 100 jobs during the next couple of years as it begins to oversee a larger segment of mental health services.

Smoky Mountain Center will likely be adding some jobs at all three offices in its 15-county service area, which reaches as far as Boone and Lenoir. But, it is looking for a central office building where the bulk of new jobs would be based.

Smoky Mountain Center leases its current office building in Sylva. Stamey said the county has not received a formal offer from Smoky Mountain Center.

"Smoky still has to decide exactly what they want to do," Stamey said.

One reason cited for the possible move is that Waynesville is closer to Asheville, increasing the applicant pool the agency can draw from for jobs. The agency believes it will be challenging to recruit the positions it needs from Jackson County's workforce alone.

Debnam said he found that suggestion ludicrous on the face of it: Jackson County is home to Western Carolina University, the Southwestern Development Commission and Southwestern Community College and MedWest-Harris Hospital and functions as one of the region's local government hubs.

Smoky Mountain Center acts as a local management entity that oversees state funded mental health, intellectual and developmental disability, and substance abuse services. Starting this year, in addition to managing state funds, Smoky will be responsible for managing Medicaid funds for all behavioral health services in its area.

"For our 15-county area, we will become like the public health insurance company for anyone who receives mental health, developmental disability or substance abuse services through Medicaid," Foreman said.

— Writer Becky Johnson contributed to this story 

Sunburst Trout Farms in Haywood County plans to add jobs and expand its operations thanks to a grant from the U.S. Department of Agriculture.

The farm received a nearly $300,000 Value Added Producers Grant from the USDA to help expand its market, namely finding new customers to buy more trout. The grant will help with everything from hiring a sales person to the upfront cost of trout fingerlings, which are then raised to full size at the farm.

Sunburst, founded by Richard Jennings, is a third generation family owned and operated company that processes fresh ready-to-cook and ready-to-eat trout products.

“The main goal is to stabilize things financially here,” said Sunburst’s Chef Charles Hudson. “We couldn’t have done it without that funding.”

The project, which will begin in April, will include purchasing more trout fingerlings, hiring new marketing and processing workers and installing new software to increase ordering efficiency. The plan is estimated to cost $500,000. The company was awarded $10,000 from the North Carolina Value-Added Cost Share Program in addition to the USDA grant.

Sunburst in particular hopes to increase business during winter months. The months of January, February and March are typically very slow for everyone in the mostly tourist-dependent region. The majority of Sunburst’s customers are within three hours of its Haywood County location.

But if the company is able to spread to new states, it could see more money rolling in throughout the year. One possible market is Florida, which gets a seasonal influx from people trying to escape the winter chill elsewhere.

“They (Florida) are busy when we are slow,” Hudson said.

Sunburst does not hatch its own trout from eggs but rather purchases them from trout hatcheries in Western North Carolina. The grant will allow them to increase the number of fish it purchases and therefore the number of trout it is able to sell.

Sunburst hopes to add about 100 new customers a year with the help of the grant funding.

To market the extra fish, Sunburst will also create a new marketing sales position. The job will include extensive travel and focus on expanding the company’s current market in the Southeastern U.S. Most of Sunbursts customers are restaurants, though their products are also available at some grocery stores.

Sunburst will add another two other positions to help carry the extra workload at its facility.

Last year, Sunburst sold about 250,000 pounds of trout. This year, it hopes to sell more than 300,000 pounds, Hudson said.

“It’s going to be a really good thing for not only us but for the county as a whole,” Hudson said.

Driving down Maggie Valley’s main drag, it’s hard not to notice the gauntlet of signs offering cheers of support for Ghost Town in the Sky’s new owner Alaska Presley.

Business owners on both sides of U.S. 19 have rearranged the lettering on their message boards to thank or bless Presley for vowing to reopen Ghost Town, an amusement park that symbolizes past prosperity in Maggie Valley.

“It makes me feel good,” Presley said of the encouraging notes.

Ghost Town has been closed for two years after going into bankruptcy but was purchased earlier this year by Presley who plans to reopen the park that once brought droves of visitors to Maggie Valley.

Weeds and other plant life have grown up around Ghost Town’s attractions, adding to its unkempt look. As she toured the park last week, Presley pointed out bushes and trees that would need to come down or be trimmed back and areas where brush must be cleared. Presley has already hired workers to tackle the greenery and is looking for contractors to make other necessary repairs.

With a listed population of 681, the mock Wild West Town sits at an altitude of 4,600 feet. While obviously a victim of harsh mountaintop weathering, vandals left the most apparent blemishes — broken windows, doors and doorframes, and residue from fire extinguishers — throughout the small fictional town.

“The buildings to me seemed in pretty good shape,” said Teresa Smith, executive director of the Maggie Valley Chamber of Commerce, adding that most of the work looked cosmetic.

Presley estimated that $2,500 worth of glass had been smashed but feels better now that she owns Ghost Town and can take action against any trespassers.

“Now, I can do something whereas before I didn’t have the authority,” Presley said.

Presley has dreamed of owning Ghost Town ever since its original owner put it up for sale 10 years ago. It was shuttered for three years, reopened under new owners for a couple of years, but then fell into bankruptcy and was once again closed. Presley rescued the park after striking a well-planned financial arrangement with BB&T. While BB&T was owed $9.5 million by the previous owners, Presley bought it last month for just $1.5 million.

But her work has only begun, as she embarks on a legacy project for the valley she loves: to restore the park to its former glory. The price tag is unknown, but she plans to tap her personal assets for the initial work.

Presley had previously remained quiet about some of her plans for Ghost Town’s revival but last week revealed her hopes to turn the highest of the park’s three levels into a religious-themed attraction.

The top level currently houses a concert hall, kiddy rides and Native American village. However, Presley plans to move the children’s rides to Ghost Town’s lowest level, where other rides currently reside, and get rid of the village.

In their place, Presley said she hopes to build large gold and white concert hall where people can hold religious events or performances. If her dream becomes a reality, the mountaintop would be crowned with statue of Jesus with a similar look to the one in Rio De Janeiro, Presley said.

A very long to-do list

For now, Presley is focused on getting Ghost Town’s core attractions up and running — fixing up the Old West town and getting the parks’ rides in working order — in hopes of a summer opening.

All the amusement rides, including the park’s signature roller coaster and its all-important chairlift that takes tourists up the mountain, must pass inspection with the N.C. Department of Labor. That had proved a hurdle for past owners, partly because of a strained relationship.

To get the ball rolling, Presley invited Cherie Berry, the state labor commissioner, to tour the amusement park last week along with Maggie Valley leaders and media.

During the tour of Ghost Town, Presley and Berry were “laughing, cutting up and holding hands,” Smith said. “That will be a really good working relationship.”

Representatives from the Department of Labor said they were not surprised by the appearance of the park. The equipment looked much like they thought it would, considering the weathering it has undergone during the past two years, said Tom Chambers, chief of the Elevator and Amusement Device Bureau at the Department of Labor.

State officials have not been asked to conduct comprehensive tests on Ghost Town attractions as of yet and therefore could not provide opinions on how much or what type of work the rides need. It is still up-in-the-air as to which rides still work.

“I don’t know what’s good and what’s not good,” Presley said.

No matter what, however, it is clear that Ghost Town still has its fans who will show up to visit the park when it opens. The Maggie Valley Chamber still receives messages everyday asking if Ghost Town is open.

Once Presley is able to fix transportation up the mountain, “I think people will be excited just to hear that the chairlift and incline are running,” Smith said.

As well as repairing the transit, however, Presley will need attractions that will draw all ages. One such addition would be a zipline, which Presley hopes to incorporate before opening.

A zipline would be “awesome,” Smith said. “The thrill lovers would love it.”

Waynesville leaders are looking for a way to keep guns out of town parks and recreation centers despite changes in the state’s conceal carry law that allow guns in more places than before.

A new state law stipulating where concealed weapons can and can’t be carried seem to leave a gray area when it comes to town parks. The town of Waynesville has always banned concealed weapons at town parks and would like to keep doing so but likewise doesn’t want to go against the new state law.

The law passed last year prevents concealed guns from being carried in recreational and athletic facilities and schools. And, under the law, weapons are legally allowed in some formerly prohibited places such as bars and state parks. While the state tried to be specific where guns are banned, however, the verbiage is ambiguous in some respects.

“There are a lot of questions in our mind, ‘what is an athletic facility? Is a dog park an athletic facility?’” said Town Manager Lee Galloway during a meeting with town leaders earlier this month.

The town’s recreation center on Vance Street and the nearby baseball and soccer fields could be classified as athletic facilities and still ban weapons. The dog park, which is completely surrounded by athletic facilities, would also remain gun free.

Prior to the state law change, Waynesville already had an ordinance in place that prevented people from carrying concealed weapons in town parks.

Several North Carolina communities, including Blowing Rock and Hickory, have begun to question the legislature’s decision, he said. Some town boards have decided not to loosen their ordinances to fall in line with the state.

“It has pretty well been concluded that this will end up in court at some point,” Galloway said.

Mayor Gavin Brown asked the town attorney to draft an ordinance even though a likely court battle over the legislation would leave a final outcome up in the air. And, if the town passes the new ordinance before the matter is resolved, the board can simply adjust it as needed.

“We can change the ordinance” if necessary, Brown said.

Despite any arguments over gun rights, the fact remains that neither Waynesville nor any town in North Carolina has had a problem with permitted gun-toting individuals. Those with permits generally obey the law with respects to their weapons and only use it for protection.

Police Chief Bill Hollingsed said he could not find incidents involving a permitted carrier using a gun at a sporting event or in a park.

“I can’t say that we have a big problem with this; we can’t find any city in the state that has a problem with this,” Hollingsed said.

The people that the town and police need to be concerned about are those who do not have permits but carry a weapon anyway, the town board agreed. The law will not prevent that individual from committing a crime.

“You worry about the people who are going to carry a concealed weapon no matter what the law is,” Hollingsed said.

Keeping a roof over the head of Haywood County’s nearly 8,000 students is getting harder every year as the school system grapples with funding cuts at both the state and county level.

With 16 schools, it’s wise to stay on a steady rotation of replacing a roof every one to two years. Go four years without replacing one, and it is catch up time.

“Then where is the money going to come from? Instead of $1 million project you are looking at a $3 to $4 million project,” said Chuck Francis, chairman of the Haywood County school board. “Now we are at the point where somebody is going to have to step up our schools are going to start going down.”

That’s exactly the message school leaders will be taking to county commissioners this year as they lobby for their maintenance budget to be restored. The county’s annual $600,000 maintenance and repair budget for school buildings was cut to $200,000 four years ago.

“We have to buy light bulbs and fix broken pipes. It’s fixing door knobs and changing locks and keys, and replacing windows that get hit with a rock,” Assistant Superintendent Bill Nolte said. “It is just on and on and on.”

SEE ALSO: Where do schools rank?

Commissioners don’t doubt the schools need the money.

Falling behind on upkeep will eventually catch up with the county, agreed County Commissioner Mike Sorrells, a former school board member.

“The longer you prolong this the more behind they are going to get,” Sorrells said. “If you don’t do your preventive maintenance you are going to end up with a huge backlog. So it is like the saying goes ‘pay me now or pay me later.’”

But in this case, the county may have to take the “pay me later” approach, depending on how the coming year’s budget shapes up. (see related article.)

Another routine expense the school system once kept on a regular schedule is replacing activity buses used for field trips, band trips, sports teams and the like. Those activity buses have to come from local dollars — and the money to replace them hasn’t been there.

“We had a schedule plan to increase that, and that has been frozen for three years,” Francis said.

Assault on all fronts

The school system has also lost a pot of state money for building maintenance, repairs and small capital projects. The state once earmarked a share of corporate income tax for school systems, divvied up based on school population around the state.

When the recession hit, the state started keeping that money for itself — resulting in a loss of $270,000 a year.

That puts the school system out a total of $670,000 in building needs.

Meanwhile, however, the Haywood school system has gotten a boost from lottery money. The school got more than $1.4 million last year in lottery money to use for maintenance and capital projects.

When the state started a lottery six years ago, lawmakers promised the money would be a boon for education. Lottery money would not supplant current funding but would be stacked on top of the funding schools already got, lawmakers promised.

Ultimately, it appears lottery money has supplanted other sources of school funding after all, even though it wasn’t supposed to.

Operational money

In addition to school building construction and maintenance money, the county also gives the schools money for operations, nearly $14 million a year. It hires extra teachers that the state won’t pay for, school secretaries, janitors, supplies, and myriad other operational costs not covered by base state funding.

While the county hasn’t cut the schools’ operational budget, it hasn’t grown any either.

About eight years ago the county brokered a deal with the school system designed to curb what had become an annual fight over how much money the county would pony up. Under the deal, the county would use a formula based on student population to determine school funding each year. The formula also built in a 1 percent increase year to year. But it has been frozen for the past 4 years.

Commissioner Mark Swanger, who at the time had just gone from school board chairman to county commissioner, came up with the idea of a formula.

“The formula worked great,” Sorrells said. “Every year, the school system was able to say we are expecting this amount of money.”

Sorrells saw real progress during those years of better funding.

“So it has been disheartening to have to cut back and cut back,” Sorrells said.