Loading...
2017-01-23 Regular Meeting NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 670 ASSEMBLY The New Hanover County Board of Commissioners met in Regular Session on Monday, January 23, 2017, at 9:00 a.m. in the Assembly Room of the New Hanover County Courthouse, 24 North Third Street, Wilmington, North Carolina. Members present: Chairman Woody White; Vice-Chairman Skip Watkins; Commissioner Jonathan Barfield, Jr.; Commissioner Patricia Kusek; and Commissioner Rob Zapple. Staff present: County Manager Chris Coudriet; County Attorney Wanda Copley; and Clerk to the Board Kymberleigh G. Crowell. INVOCATION AND PLEDGE OF ALLEGIANCE Reverend Michael Singer, Interim Rector, Church of the Servant Episcopal Church, provided the invocation and Vice-Chairman Skip Watkins led the audience in the Pledge of Allegiance to the Flag. APPROVAL OF CONSENT AGENDA Chairman White requested a motion to approve the Consent Agenda as presented. Commissioner Zapple requested that Consent Item 4, Budget Amendments, be removed from the Consent Agenda for discussion. Chairman White requested a motion to approve the remaining items on the Consent Agenda. MOTION : Commissioner Kusek MOVED, SECONDED by Vice-Chairman Watkins, to approve the remaining items on the Consent Agenda as presented. Upon vote, the MOTION CARRIED UNANIMOUSLY. CONSENT AGENDA Approval of Minutes – Governing Body The Commissioners approved the minutes of the Agenda Review Meeting of January 5, 2017 and Regular Meeting of January 9, 2017. Approval to Submit an Application for FY18 Courthouse Security Upgrade to the N.C. Governor's Crime Commission in the Amount of $24,500 - Sheriff’s Office The Commissioners approved the Sheriff's Office applying for a grant from the N.C. Governor's Crime Commission for the FY18 Courthouse Security Upgrade. The amount of the application is $24,500, which is the maximum that can be applied for. The entire package which includes the X-Ray inspection system, advanced software package, advanced contents tracking software, roller table, installation, and freight charges totals to $35,394.06. The additional amount needed above the grant amount is $10,894.06. This amount will be submitted with the FY 17-18 Sheriff's Office budget request. Approval of Release of the Levy for Tax Year 2006 – Tax Department The Commissioners approved the release of the levy for the tax year 2006 from the charge as the 10-year statute of limitations prohibits the Collector from using forced collection measures to collect theses taxes. The total for New Hanover County and the Fire District is $360,512.45. For all municipalities it is $157,190.58. The grand total overall is $517,703.13. Copies of the Tax Collection Reports are hereby incorporated as part of the minutes and are contained in Exhibit Book XL, Page 24.1. Discussion of Consent Item 4 and Adoption of Budget Amendments – Strategy and Budget Department In response to Board questions regarding Budget Amendment 17-046, Chief Strategy and Budget Officer Beth Schrader explained that the budget adopted by the Board is budgeted at the fund and function level. When the decision was made to split Planning and Land Use and Building Safety into separate departments the planning and land use functions moved from public safety level to general government level. This item is an administrative budget amendment to move the funds so each budget will be in the appropriate function and each director is responsible for his respective budget. Neither budget is being increased. In response to Board questions regarding Budget Amendment 17-045, Ms. Schrader explained that a seat belt convincer is a simulator used to help people feel the effects of a low speed collision and convince them to use their seat belts. The convincer does have a certification expiration date and the Sheriff’s office apparatus is no longer valid. A portion of the grant funds will be used to purchase a new seat belt convincer. MOTION : Vice-Chairman Watkins MOVED, SECONDED by Commissioner Zapple, to adopt following budget amendments amending the annual budget ordinance for the fiscal year ending June 30, 2017: Museum 17-043 Sheriff's Office 17-044, 17-045 Planning and Land Use 17-046 Upon vote, the MOTION CARRIED UNANIMOUSLY. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 671 Copies of the budget amendments are hereby incorporated as part of minutes and are contained in Exhibit Book XL, Page 24.2. REGULAR ITEMS OF BUSINESS PRESENTATION OF SERVICE AWARDS County Manager Coudriet recognized the following employee receiving a retirement award: Catherine Wahnefried, Sheriff’s Office, retiring with sixteen years of service Chairman White presented a retirement award to Ms. Wahnefried and the Commissioners expressed appreciation and thanked Ms. Wahnefried for her years of dedicated service. County Manager Coudriet requested the following employees to step forward to receive service awards: Five Year: Rebecca Brown, Health Aaron Gantz, Sheriff Ten Year: Sharon Huffman, Legal Betsey Kibbey, Finance Fifteen Years: Tammy Clarida, Community Justice Services Marnita Davis, Community Justice Services Felicia Jones, Social Services Tandy Robinson- Davis, Community Justice Services Linda Smith, Social Services Angie Tyndall, Sheriff Twenty Years: Michael Howell, Sheriff Twenty-Five Years: Kenneth Sarvis, Sheriff Jimmie L. Simmons, Sheriff Chairman White presented a service award to each person and the Commissioners expressed appreciation and thanked each one for their years of dedicated service. PUBLIC HEARING AND APPROVAL OF ECONOMIC DEVELOPMENT APPROPRIATION AND EXPENDITURE FOR A FEASIBILITY STUDY OF NEW HANOVER COUNTY PROPERTY IN DOWNTOWN WILMINGTON Chairman White announced that a public hearing is required to receive comments on appropriations and expenditures for economic development and economic incentive agreements. The source of the funding for the agreement will be from the General Fund of the County. The purposes of economic development and economic incentive agreements are to increase the population, taxable property, agricultural industries, employment, industrial output, or business prospects for New Hanover County. The economic development payments being discussed for Wilmington Downtown, Inc. to provide project management for a market demand study and site analysis for County- owned property in downtown Wilmington. Chairman White requested a motion to open the public hearing. Motion: Commissioner Barfield MOVED, SECONDED by Commissioner Zapple, to open the public hearing. Upon vote, the MOTION CARRIED UNANIMOUSLY. Chairman White opened the public hearing to receive comments. Strategy and Policy Coordinator Jennifer Rigby provided a brief overview of the project and stated that Wilmington Downtown, Inc. CEO Ed Wolverton would provide information about the path for delivering additional value to the taxpayers. New Hanover County is in the unique position of owning an entire block in downtown Wilmington. The site is approximately 3 acres in size and is bordered by Grace Street, 3rd Street, Chestnut Street, and 2nd Street. The block includes the Main Library branch, Story Park, an EMS facility, a 650-space parking deck, and three surface parking lots. The Register of Deeds office was located here prior to moving to the 320 Chestnut Street building. Currently, the block does not generate tax revenue because it is owned by New Hanover County. The County has been approached by members of the development community about this site and it has been determined that pieces of the site could potentially be underutilized. With the asset of an entire city block, and the potential interest of the development community, it is believed that there could be an opportunity for the County to partner with private investors to attract new investment that would grow the tax base and strengthen the existing County facilities at this site. The County uses that are currently on the site and that would need to remain on the site include library services, Story Park, EMS services, and a structured parking deck. The space allocation needed for these services is significantly less than the size of the entire block; therefore, the remainder of the block could be utilized for private investment and therefore returned to the tax base, providing value to the citizens. During the concept evaluation, preliminary conversations with the Library team revealed that the downtown library branch could also be considered a part of this study. The existing library structure is 101,000 square feet. It was originally built to serve as a department store and was used as such for a number of years. New Hanover County repurposed the vacant department store into the Main Library which has served our community for many years. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 672 However, newer trends in delivering library services have been developed and support smaller community and neighborhood libraries rather than a central library. To offer this type of library model approximately 35,000-40,000 square feet of space would be needed. The administrative offices currently a part of the structure could be relocated to the Northeast Library. Alternative space for the core collection storage also on the site could be secured. During this time, staff determined that the expertise of our economic development partners was necessary in order to move forward. Staff met with Wilmington Business Development and Chamber of Commerce representatives and received support for the general concept of redeveloping this site with public and private interest. Staff also met with Wilmington Downtown Inc. (WDI) and developed a strategy to move forward on a potential redevelopment that would include public and private interests. The strategy involves entering into a contract with WDI to serve as a project manager for the first phase of the project which would include selecting a consultant to conduct a market analysis of the block, a site analysis of the block, and alternatives for how this block could be redeveloped with an associated Performa. Because WDI is the County’s current downtown Economic Development partner, they are uniquely qualified to solicit and recommend a firm with the appropriate expertise. Further, there would not be additional or hidden costs to the County. The contract amount would be for $47,750 and would come from the FY16-17 unspecified economic development line item in the General Fund leaving a balance of $52,250. The final deliverable provided by the consultant would give the County concrete data on what the market will support on this site, what will actually fit on this site, and several alternatives on how it could be arranged on the site. Again, with all of these alternatives including the public uses currently on the site. At this point, the County could determine if there was a benefit to pursing redevelopment; and if so, a preferred alternative. Ms. Rigby asked WDI Executive Director Ed Wolverton to provide the outline of the consultant selection process, the next steps moving forward, and introduce the recommended consultant for questions. Mr. Wolverton stated the 2010 Census for a half mile radius within downtown showed 1,709 housing units. Since 2010, another 725 housing units have either opened or are in the pipeline to open. There are 409 hotel rooms in the central business district and since 2013 another 655 have either opened or are in the pipeline to open. There is 660,000 square feet of leasable space. WDI’s efforts with New Hanover County are adding jobs, attracting entrepreneurs and growing the tax base. WDI developed a Request for Qualifications and Proposals (RFP) to conduct a feasibility study for this site and convened a task force of stakeholders to help examine the responses. The task force was comprised of WDI representatives and County staff. Twelve responses were received from an international group of respondents. The list was narrowed to five respondents and then after additional reference background checks, was narrowed down to three respondents. Interviews were conducted with the three firms which also included County Manager Coudriet and Chief Strategy and Budget Officer Beth Schrader as part of the interview panel. The selection committee unanimously selected the team led by Benchmark Planning from Charlotte, NC to perform the work. Mr. Wolverton concluded his presentation stating that WDI is prepared to finalize a contract and manage this process with Benchmark Planning with a completion date of June 30, 2017. He then introduced Dan Douglas with Benchmark Planning, who will serve as the Project Director for the feasibility study, and asked Mr. Douglas to provide a brief overview of the upcoming process. Mr. Douglas expressed appreciation, on behalf of the Benchmark Planning team, to participate in the redevelopment of this site. He provided a brief overview of the process highlighting:  Market demand process will review range of uses, highest and best use, supported square footage, and development scenarios  Site analysis process will review physical limits, regulations and development and model form  Building analysis process will review structural issues, user needs (current and future) and potential cost  Fiscal impacts and revenue process will assign values, balance redevelopment, provide fiscal return information, and financial models Chairman White thanked Ms. Rigby, Mr. Wolverton and Mr. Douglas for their presentations and asked if anyone else was present to make comments. Library Director Harry Tuchmayer stated that he was speaking as the Library Director, spokesperson for the Library Advisory Board, a long time City resident, and supporter of downtown. As Library Director he has been aware of this project since its inception. He feels the revamping of the old Carolina Courtyard into the new Story Park was instrumental in reimagining the Third Street corridor and what can be done on Grace Street. The presence of a strong public library attracts people and businesses. It makes sense to use the attraction to see what else can be done to develop the underutilized areas of downtown. The Library Advisory Board and patrons want to ensure any plans involving the downtown library result in a better library by taking into account all the new designs and technologies that can improve and enhance services. Director Tuchmayer concluded his comments stating as a City resident and working in downtown Wilmington for over 35 years, he has always believed that more could be done to improve upon its beauty and vitality. He believes exploring all the possibilities that bring more people and more businesses to downtown is a good thing for both the community and the library. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 673 In response to Board questions, Director Tuchmayer confirmed there will be a public library on the site at the end of the process. Interim service will continue in the downtown area uninterrupted as the goal is to continue to serve the public. Chairman White closed the public hearing and called for any discussion by the Board. A brief discussion was held about the project documentation and budget. Ms. Rigby stated she will ensure that all documentation reflects the date of June 30, 2017. Mr. Wolverton confirmed that the original proposed budget for this project was between $50,000 and $75,000. WDI is now proposing a budget of $47,750. The new budget comes in $2,250 under budget and no funds will go to WDI as the work was done as the County’s economic partner. Chairman White asked if there was a motion to approve the economic development appropriation and expenditure based on the finding that the appropriation and expenditure will increase the population, taxable property, agricultural industries, employment, industrial output, or business prospects of the County. Motion: Commissioner Zapple MOVED, SECONDED by Vice-Chairman Watkins, to approve the economic development appropriation and expenditure based on the finding that the appropriation and expenditure will increase the population, taxable property, agricultural industries, employment, industrial output, or business prospects of the County. Upon vote, the MOTION CARRIED UNANIMOUSLY. Chairman White stated that staff is directed to do any and all things necessary to finalized the appropriation and expenditure for economic development. CAPE FEAR PUBLIC UTILITY AUTHORITY 2016 ANNUAL REPORT Mr. Michael Brown, Chairman of the Cape Fear Public Utility Authority (CFPUA) Board, expressed appreciation to the Commissioners for the opportunity to provide this update. He recognized the efforts of the hard- working men and women of CFPUA who provide essential services of water and sewer to the community. Jim Flechtner, CFPUA Executive Director, presented the 2016 Annual Report highlighting the following:  Overview:  This year’s annual report focuses on the delivery of safe and reliable water, wastewater services, both “then” and “now”  Mission: Provide high-quality water and sewer service in an environmentally responsible manner that protects public health, while maintaining lowest practicable cost  In 2016, Cape Fear Public Utility Authority:  Provided essential services to nearly 200,000 people each day  Rates found by UNC School of Government to be high in affordability  Upgraded bond ratings, $30 million savings with bond refunding  Overall financial position improved in 2016  Cut sewer spills by 50%, amount of wastewater spilled by 80%  Disease Protection:  Early days, local governments secured oversight of systems to protect public health  Today, two water sources: surface water and groundwater  System resilience demonstrated by recent events  7 billion gallons of drinking water produced every year  Tens of thousands of laboratory tests are done each year to ensure the highest quality of water  Received state water quality award for eighth straight year  Environmental Protection and Sanitation:  Safely collect, clean, return wastewater to watershed  Investments in systems improve resiliency: track record of success, sewer spills cut  Operate and maintain 1,000 miles of sewer mains, 140+ pump stations, and two treatment plants  Consistent, successful collaboration with City of Wilmington and New Hanover County  Projects include infrastructure improvements in downtown Wilmington, septic-to-sewer projects in Marquis Hills and Heritage Park  Fire Protection:  Maintain proper pressure and flow through 1,000-plus-mile-long system  Inspect and maintain nearly 8,000 hydrants throughout service area  Provide water to private water suppression systems  When our community’s first responders need water to save lives and/or property, it’s there. Every time.  Economic Development:  Since our community’s earliest days: Strong water and sewer systems are essential for growth, industries  Properly planned systems equal smart growth: Foundation for future residents, commerce  Capacity management is essential; must have infrastructure updated, in place  U.S. 421 Corridor: Win-win-win partnership with City and County to open up the corridor for development NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 674  Continued Collaboration with Stakeholders:  New Hanover County: Heritage Park and Marquis Hills, Flemington/U.S. 421  City of Wilmington: Water Street, Flemington/U.S. 421  NC Department of Transportation: S. Front Street and several other key infrastructure projects  Lower Cape Fear Water and Sewer Authority: Planning for long-term needs with other agencies and area governments  Our customers: Assistance with every day issues, emergencies Commissioner Kusek, a CFPUA board member, commended the CFPUA Board, Director Flechtner and staff on the hard work to ensure having high quality drinking water and safe and efficient treatment of waste. No matter what the issue the CFPUA team has not only met expectations but exceeded them in every way. She expressed her appreciation for CFPUA providing services to our community which is a key component of economic development and growth in the County. Commissioner Zapple, a former CFPUA board member, stated that CFPUA is a terrific organization. During a recent pipeline break, he saw firsthand how the team worked together under extreme conditions while maintaining a safe and orderly manner to correct the break. He commended Director Flechtner for creating a positive work culture in the organization, thanked CFPUA Board Chairman Mike Brown for his leadership and the efforts made to not raise rates for a second year in a row. Chairman White thanked Mr. Brown and Mr. Flechtner for the report and for all that CFPUA does for the community. PRESENTATION AND APPROVAL OF AUDITED FINANCIAL RESULTS FOR THE FISCAL YEAR ENDED JUNE 30, 2016 April Adams, Audit Partner with Cherry Bekaert, LLP, presented the County Comprehensive Annual Financial Report for the fiscal year ended June 30, 2016, highlighting the following:  Role of External Auditor:  Standards require the external auditor to plan and perform procedures to obtain reasonable assurance that the financial statements are free from material misstatement  Results include four opinions in the form of:  Financial statements opinion  Yellow book opinion, which is a report on the internal controls over financial reporting, as well as compliance with laws and regulations that the County is required to follow  Federal grant funding opinion  State funding opinion  Communication:  Standards require that certain communication by the external auditor is done with the governing body of the entity  The audit firm communicates its independence as the entity’s external auditors as well as any significant changes, changes in policies or if there were changes or adjustments as a result of the audit  Key Highlights of Results:  Opinions: County received four unmodified opinions, which is also known as a clean opinion. This is the highest level of assurance the County can receive from the external auditor that the financial statements are free from material misstatement.  Internal Controls: No significant deficiencies or weaknesses found as a result of the audit  Single audit: No findings noted as a result of those procedures  Required communication: No adjusting journal entries as a result of the audit and no passed adjusting journal entries. This means the books and records given to Cherry Bekaert, LLP to audit were indeed the books and records that were in the financial statements themselves.  Internal Controls:  Significant Transaction Cycles in payroll, cash receipts and financial statements close  Testing of controls is done on a rotational basis and no testing was done in current year  Journal entry testing: Audit standards require testing the active journal entries data to look for certain indicators of fraud or unusual transactions.  Information Technology (IT) Controls in place for best practices:  IT entity level, backup policy and recovery, access and security, network security, program change management, system development life cycle, and cyber security  Significant Audit Areas of Financial Statements:  Assets and Revenues: cash investments, accounts receivables, revenues, and capital assets  Liabilities and Expenses: account payable, expenses, payroll, related accruals, long term debt, other post-employment benefits (OPEB), and pension  Other items: net position, legal, related parties, estimates, commitments, and subsequent events  Single Audit of Internal Controls and Compliance:  Major federal and state programs for administrative controls, monitoring reports, compliance matrix, compliance testing: NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 675  Federal: Medicaid Cluster, Special Supplemental Nutrition Program for Women, Infants, and Children (WIC), and Low-Income Home Energy Assistance/Crisis Intervention Program  State: DSS Crosscutting, Public School Building Capital Fund and Mason Inlet Maintenance Event General Fund Revenues: Taxes $233,174,000 Intergovernmental 43,585,000 Charges for Services 10,538,000 Investments 412,000 Other 1,109,000 Special Assessments 191,000 Total Revenues $289,009,000 Total Revenues exceeded budget of $287,092,000 by $1,917,000 Property Tax Levy $173,584,000 Property Tax Collected $171,937,000 (99% collection rate) General Fund Expenses: Debt Services $ 16,937,033 Education 10,376,430 Culture and Recreation 11,893,433 Economic Physical Development 1,939,038 Public Safety 55,417,433 Human Services 55,421,335 General Government 36,508,431 Total Expenses $188,493,133 Total Expenditures under budget of $196,913,000 by $8,420,000 General Fund – Fund Balance: Unassigned $ 61,152,000 Committed 2,122,000 Assigned 4,036,000 Restricted 28,602,000 Unexpendable 265,000 Total Fund Balance $ 96,177,000 Unassigned divided by Current Year Expenditures is 21.1%; Goal is 21% Special Fire District Fund: Revenues $ 11,086,000 Expenditures 13,018,000 Fund Balance 3,139,000 Decrease in Fund Balance by $1,278,000 Environmental Management Fund: Non-Operating $ (2,103,000) Operating Expenses 6,288,000 Operating Revenues 13,573,000 Increase in Net Position by $5,182,000 Long-Term Obligations: Landfill $ 26,066,000 Claims 175,000 OPEB 71,007,000 Pensions 7,446,000 Compensated Absences 7,111,000 Premiums 31,188,000 Installments 84,134,000 GO Bonds 337,695,000 Total Long-Term Debt $564,822,000 (increase of $85,000,000 over prior year) In closing, Ms. Adams reported that four clean opinions were issued; no found or proposed adjustment journal entries as a result of the audit; good internal controls were used; no management letter comments; no deficiencies or material weaknesses noted; and full cooperation was received from management. She expressed appreciation for the cooperation extended by the Finance Department and management staff during the audit process. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 676 Commissioner Barfield expressed appreciation for the report and applauded the efforts made by the Board and County staff for keeping the organization in a good financial position. The efforts have resulted in the County being able to maintain the Triple A bond rating and surpassing the fund balance policy goal. Commissioner Zapple also expressed appreciation for the report and commended County staff. He noted that the efforts of the Environmental Management team have exceeded expectations and great strides have been made over the past five years. He also noted the positive increase in the Room Occupancy Tax fund of 6.8% over the past year. He stated that the use of the incorrect name of Screen Gems Studio instead of EUE Screen Gems Studio, the community’s film and industry business, was not intended as a slight from the County and everyone enjoys having them here. Hearing no further comments, Chairman White thanked Ms. Adams for the report and requested direction from the Board. Motion: Vice-Chairman Watkins MOVED, SECONDED by Commissioner Zapple, to approve the New Hanover County Comprehensive Annual Financial Report for fiscal year ended June 30, 2016. Upon vote, the MOTION CARRIED UNANIMOUSLY. PRESENTATION ON PROGRESS TO DATE FOR THE PURCHASE AND INSTALLATION OF IN- VESSEL COMPOSTING EQUIPMENT Environmental Management Director Joe Suleyman provided a progress update on the purchase and installation of in-vessel composting equipment noting the three main initiatives for this fiscal year for the department:  First Initiative: Mobile Household Hazardous Waste Collection Unit Program:  To date, the unit has been running for a week. It has been an overwhelming success but still too early to say what kind of diversion impact is being had with the program.  Second Initiative: Increase recycling at multi-family dwellings:  Working with recycling collection partners on this initiative  To date, ten apartment complexes that did not previously have recycling services now have the option  Third Initiative: Removing food waste from the landfill:  Purchase and install in-vessel composting equipment for pilot demonstration  Equipment would process pre-consumer food waste from UNCW’s Wagoner Dining Hall, along with vegetative debris collected by at the County landfill  Finished compost will be available for use by County departments such as the Arboretum, Parks and Gardens and Environmental Management  The County landfill has the ability to consume the vast majority of the finished compost during ongoing cell closure projects as part of the final cap Director Suleyman provided further information on the third initiative of removing food waste from the landfill. Nationally, 52% of food waste ends up in landfills. This project would allow the opportunity on a small manageable scale to demonstrate that there is a way to use the resource. Reducing the amount of food waste disposed of in the County landfill will reduce landfill gas emissions (methane is a greenhouse gas 20 times more potent than carbon dioxide) and preserve valuable landfill space. Food waste is an untapped resource that can be converted to nutrient-rich compost for use in landscaping and agricultural applications. Director Suleyman noted that instead of managing a negative by having a landfill gas collection system, this strategy will help reduce what is generated from the start. This pilot program will demonstrate the effectiveness of composting as a key part of a larger solid waste management strategy. The Environmental Management Department selected the in-vessel method of composting versus the traditional static pile method for several reasons: the in-vessel method requires a fraction of the space required, produces finished compost in one third of the time (4 weeks as compared to 90 days), and contains offensive odors and liquid wastes within a sealed system. The compost would be a soil amendment, not actual soil. A Request for Bid (RFB) for the composting equipment was released and four bids were received for consideration. Environmental Management Department staff reviewed the RFBs based upon the following criteria: price, warranty, references, experience, production throughput, training, support, and the minimum bid requirements. The two highest-rated products were further evaluated, and prices were adjusted for the addition of equipment options determined by staff as necessary to maximize productivity. Of the two finalists, the lowest and best bid was that of DariTech Inc., with a total cost of $369,884. The amount budgeted for this purchase in FY17 was $340,000, including $15,000 in grant funds awarded by the State of North Carolina’s Division of Environmental Assistance and Customer Service. This grant was approved as part of the adopted FY17 budget. Remaining funds for the purchase are available in the Environmental Management Department’s adopted budget for FY17. In response to Board questions, County Manager Coudriet stated that this project was included in the current budget but no detailed information was provided during the budget process. This presentation is intended to give the Board the opportunity to ask questions about the project. If the project is reasonable and acceptable to the Board then it will be placed on an upcoming agenda for approval consideration to purchase the equipment. In response to Board questions about competing with the private sector, Director Suleyman explained that the department has received a permit from the State of North Carolina for the demonstration. During this phase there NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 677 would not be competition with the private sector. If it was decided the program was a success, the department would then have to work with the State to obtain a composting permit. Based on the amount of generated material it will be easily absorbed by the County departments and can help decrease costs. Long-term, if it were a Board policy to expand and grow the project, it could be used for agricultural and commercial applications as well as backyard gardeners. A local yard waste grinding and composting facility has stated it could market it for the department and there is a need for it. In the private sector, the nearest commercial compost facility is about two hours away and staff took this into consideration. If the decision was made to sell it in bag form to the public there would be local competition with the home improvement type stores. Director Suleyman further reported that food waste from UNCW’s Wagoner Dining Hall is being hauled two hours away and this will allow it to be kept locally for internal use. The waste as it comes into the landfill will still be subject to the typical tipping fees so UNCW will not see a savings on the disposal side. Their savings will be in transporting costs. Vermiculture, the use of worms to breakdown food waste into soil amendment, will not be used for this project. It is definitely a form of technology that is being watched from a large scale use perspective. In response to additional Board questions, Director Suleyman explained that tonnage is calculated per month rather than per day. Through this process it is estimated that 75 tons per month, or 2.5 tons per day, will be diverted from the landfill. In 2016, the available landfill space was calculated at 93 years with the permitted southern expansion. It will be recalculated in May 2017 and will change to the negative due to an increase in construction waste coming into the landfill. Director Suleyman announced that barring holidays, the Mobile Household Hazardous Waste Collection Unit (HazWagon) is operational from 10:00 a.m. to 2:00 p.m. on Mondays at the Ogden Park Baseball Fields, Wednesdays at the Wrightsville Beach Municipal Complex and Fridays at the Mike Chappell Park Tennis Courts on the south side in Carolina Beach. The Carolina Beach site is a temporary site until a permanent location can be found. Electronic equipment is no longer accepted at the landfill but can be disposed of at the former WASTEC site for recycling. The HazWagon accepts the same things but is limited due to size constraints. Chairman White noted that no objection was heard towards the project and thanked Director Suleyman for the presentation. APPROVAL OF A RESOLUTION OF SUPPORT FOR PEDESTRIAN AND SAFETY IMPROVEMENTS ALONG CAROLINA BEACH ROAD NEAR MONKEY JUNCTION Planning and Land Use Director Chris O’Keefe presented the request for the Board’s consideration to adopt a resolution in support of pedestrian and safety improvements along Carolina Beach Road near Monkey Junction highlighting the following:  Crash Summary (5-year period):  10 pedestrian crashes in most recent 5-year period  5 fatal crashes: 1 A-class crash, 3 B-class crashes and 1 C-class crash  9 of 10 crashes occurred during dark conditions (5/5 fatal crashes)  9 of 10 crashes occurred at unsignalized intersections or mid-block  NC Department of Transportation’s Project Scope:  Construct a sidewalk on the southern/western side of US 421 from approximately one hundred feet north of the northernmost Walmart entrance to the overhead sign structure in front of Burger King  Construct a sidewalk on the northern/eastern side of US 421 from Willoughby Park Road to the overhead sign structure in front of Burger King  Construct a black aluminum fence in the median from approximately two hundred feet north of Willoughby Park Road to College Road (tapered shorter at the intersections for sight-distance)  Install high-visibility crosswalks and pedestrian signal heads on all four legs of US 421 at Antoinette Drive  Install signals with high-visibility crosswalks and pedestrian signal heads at the northernmost Walmart entrance  Overhead lighting (for the crosswalks) at Antoinette Drive and the northernmost Walmart entrance Director O’Keefe explained that the goal of the project is to “funnel” pedestrians to marked, signalized, lighted crosswalks in order to safely cross the 4-lane median-divided section. The State provides Highway Safety Funding for qualifying projects that have identified safety concerns. The Department of Transportation (DOT) has funding, pending local support, to begin design work and construction on the project to address the safety concerns along this portion of Carolina Beach Road. After the project is constructed the County will be required to take over maintenance for the fencing, sidewalk, and lighting. Annual maintenance costs are estimated to be $6,000. Construction of the project should take place beginning this summer. The Parks Department is prepared to assume maintenance of the improvements once they are completed. DOT will provide the County with a Memorandum of Understanding for maintenance of the project when it nears the design phase. In response to Board questions, Director O’Keefe stated the project strategy is to correct the crash problem regardless of which side of the road a crash occurs. There is a long-range plan to connect the sidewalks further down Carolina Beach Road. It is part of the City-County Greenway Plan to have pedestrian facilities up and down the Carolina Beach Road corridor. Hearing no further discussion, Chairman White asked for direction from the Board. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 678 Motion: Commissioner Barfield MOVED, SECONDED by Commissioner Kusek, to approve the resolution of support for pedestrian and safety improvements along Carolina Beach Road near Monkey Junction. Upon vote, the MOTION CARRIED UNANIMOUSLY. A copy of the resolution is hereby incorporated as part of minutes and is contained in Exhibit Book XL, Page 24.3. RATIFICATION OF URGENT REPAIR PROGRAM GRANT APPLICATION Planning and Land Use Director Chris O’Keefe reported that staff has prepared a grant application for urgent repair housing needs and is requesting the Board ratify the application. He asked Community Development Planner Julia Moeller to provide a brief overview of the grant. Community Development Planner Julia Moeller provided a brief overview of the grant application submitted to the NC Housing Finance Agency (NCHFA) noting the following:  Urgent Repair Program 2017 (URP17) Grant Application:  The NC Housing Finance Agency has made $3.5 million available throughout the State to nonprofit organizations, local governments and regional councils  No match requirement and no new staff is required  Funds are to be used for the most urgent home repairs  Funding requirements:  Not more than $8,000 per unit is spent  Complete all projects within 18 months The purpose of this grant is to help prevent low-income owner-occupied households from deteriorating into unsafe or unhealthy conditions by making only the most urgent and necessary repairs to the home. Homes eligible to receive this funding must also have one or more fulltime household members with special needs or vulnerabilities. The application process for this grant is competitive, but New Hanover County will receive additional consideration during scoring because it was designated as one of the forty-one counties affected by Hurricane Matthew. Over the past four months several inquiries have been received for home repair assistance, many due to storm damage. Based on anticipated demand and the allowed time parameters, staff feels that a request of $56,000 with a target of repairing seven homes is sufficient. If awarded the grant, these homes will be selected using a priority rating system. In response to Board questions, Ms. Moeller explained eligible applicants are those with one or more fulltime household members with special needs (e.g., elderly, disabled, and/or Veteran fulltime household members or a child 6 or under with an elevated blood-lead level). Household incomes cannot exceed 50% of area median income which is $37,550 for this area. If awarded the grant, steps will be taken to advertise via the County website and local newspapers. Staff will also reach out to people who previously contacted the department to see if they would like to apply. County Manager Coudriet stated that this request is to ratify the application and it is unknown if the County will be awarded the grant. As such he requested staff to wait to do substantive community outreach. There is strong competition for the funds but he felt the County had an advantage due to being a Hurricane Matthew county. The County does partner with nonprofit agencies in the community who focus on housing and other needs. These funds will be administered only by the County. Chairman White requested direction from the Board. Motion: Commissioner Barfield MOVED, SECONDED by Commissioner Zapple, to ratify the application submitted to the North Carolina Housing Finance Agency in the amount of $56,000 as presented. Upon vote, the MOTION CARRIED UNANIMOUSLY. A copy of the grant application is available for review in the Planning and Land Use Department. PRESENTATION AND ADOPTION OF PARKS AND GARDENS TEN-YEAR MASTER PLAN Parks and Gardens Director Tara Duckworth requested that the consultant, Art Thatcher with GreenPlay, LLC, present the Parks and Gardens Ten-Year Master Plan. Mr. Thatcher provided a brief overview of the Ten-Year Plan as follows:  Focus Group Summary:  Meetings held November 16-17, 2015; 50 participants; 3 focus groups  Stakeholder meetings: Staff, teens, local jurisdictions  Top Priorities from Focus Groups:  Increase facilities  Trail connectivity between localities/neighborhood/businesses  Increase awareness and outreach to use facilities  Relationship with New Hanover Public Schools  Solicit sponsorships  Playgrounds, amenities NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 679  Maintain existing facilities  Additional rectangular fields with lights  Additional parks, trails  Lights on existing fields  Major sports complex for hosting tournaments  Wi-Fi access in parks  New Hanover County Parks app  2015 Demographics: 214,261 Population: 91,398 Number of Households: 2.27 Average Household Size 38.4 Median Age $50,504 Median Household Income:  Population Projections 2000-2025:  Esri Population Projections: 160,307 2000 Census: 202,667 2010 Census: 214,261 2015 Estimate: 229,462 2020 Projection: 244,663 2025 Projection:  Projected 14% growth over 10 years  Community Survey:  Survey methods used were a randomly distributed postcard survey distributed geographically and an open-link online survey for anyone not in the random mailing of which 1,703 were returned  Survey response entailed 3,500 surveys randomly distributed to residents with a final sample size of 511 (14% return rate)  Facility Importance to Households:  Community parks, pathways/trails, beach parks, performance/festival space, and playgrounds ranked the highest  Focus on Improvement:  Top three areas to focus on: Public access to waterfronts, safety and security and maintenance of parks and facilities  When asked if “you had $100, how would you spend it”:  Largest portion of invitation respondents indicated making improvements and renovations to existing facilities  The addition of pathways and trails received a larger response than expanding aquatics  Reviewed the national trend and what typical local governmental amenities with potential tourism draw may have:  Unique natural features, beaches, waterfront, art /cultural, historical, tournament facilities  Special draw / extreme facilities may have parks and trails, agri-tourism, markets, and events  Responsible Tourism includes:  Environmental conservation, economic vitality and cultural awareness/community involvement and empowerment  Park System Benefits:  Economy: Economic development, land value and tourism  Environment: Flood protection, carbon sequestration, stormwater retention, and aesthetic  Health: Community health, mental health and physical health  Society: Social capital, recreation and play, education, and community safety  Place-making is a new concept whereby living spaces and amenities come first then jobs and industry follow.  Safe walkability is not only a health aspect but also key to economic competitiveness with millennials and seniors demanding those in their communities. Surveys done by Transportation in America and AARP showed 80 % of 18 to 34 year olds (millennials) and 60% of those 50 or older want to be within a mile of goods and services.  Inventory Summary for New Hanover County:  New Hanover County has four large, well-used regional parks  Smaller parks are “lost” in the neighborhoods  Athletic facilities are aging and are showing signs of overuse  Basic park maintenance is performed at a high level of care  There are fifteen park and garden sites within the New Hanover Parks System  Playground equipment and distribution is clustered  Connectivity from parks to residential areas is primarily by car  Pedestrian access is limited based on locations and existing infrastructure  Recurring Themes:  Maintain and improve existing facilities  Trails and connectivity  Increase public access to waterfront  Address level of service gaps NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 680  Address deferred maintenance  Balance between active and passive recreation  Increase indoor and outdoor recreational opportunities  Upgrade or add new amenities  Funding sources  Four Recommendations Developed:  Continue to improve organizational efficiencies:  Establish and maintain a level of service quality to citizens  Enhance and improve internal and external communication regarding department activities and services  Maintain existing facilities and amenities  Increase appropriate partnerships within the community  Staff appropriately to meet current demand and maintain established quality of service  Increase financial opportunities:  Explore additional funding options  Establish a Best Practice Pricing Philosophy  Explore opportunities to increase sponsorships  Pursue funding for parks and gardens facility improvements  Pursue grant and philanthropic opportunities  Continue to improve program and service delivery:  Explore opportunities to increase recreational opportunities based on demand and trends  Explore opportunities to increase the number of community events based on demand and trends  Work with other service providers to develop programs and services to meet demand and trends  Improve facilities and amenities:  Continue to maintain and improve existing facilities  Expand greenways, bike paths and trails connectivity  Develop additional recreational facilities and amenities  Develop new amenities at existing parks based on current level of service analysis  Develop individual Park Master Plans  Improve parking at parks and popular venues  Continue to improve ADA accessibility at all facilities  Upgrade convenience and customer service amenities to existing facilities  Identify gaps that are in need of service  Create a plan that addresses development, acquisition and use of vacant spaces In response to Board questions, Mr. Thatcher confirmed that the benchmark of 1 court per 5,000 is per capita population. The National Recreation Parks Association Park Metrics program was used and it allows an organization to look at communities near the same size. There was not an inventory of the City of Wilmington’s parks as GreenPlay was only scoped to handle the County facilities. In response to additional Board questions, Director Duckworth stated that GreenPlay specifically looked at what the County has infrastructure wise. However, as noted in the master plan, park systems managed by the State of North Carolina, City of Wilmington, Carolina Beach, Kure Beach, and Wrightsville Beach have been reviewed. The review was done in conjunction with land area evaluations in order to provide a more realistic assessment of the available opportunities with the County. Hearing no further questions or discussion, Chairman White requested direction from the Board. Motion: Commissioner Zapple MOVED, SECONDED by Vice-Chairman Watkins, to adopt the Parks and Gardens Department Ten-Year Master Plan as presented. Upon vote, the MOTION CARRIED UNANIMOUSLY. A complete copy of the Parks and Gardens Department Ten-Year Master Plan is available for review in the Parks and Gardens Department. PUBLIC COMMENTS ON NON-AGENDA ITEMS Chairman White reported that no one had signed up to speak on non-agenda items. ADDITIONAL ITEMS Commissioner Zapple stated that a regularly scheduled agenda item was deleted from today's agenda and that’s the introduction of new employees that have come to work for New Hanover County. This brief ceremony provided an opportunity for the Commissioners to meet new employees and to have a photograph taken to memorialize the occasion. It is in an important day in the lives of these citizens. With a workforce of approximately 1,700 employees it may be for some of these the only time that these individuals will ever get to a chance to meet face to face with their employer and to spend time at a commissioners meeting where the work of their county is taking place. I think it's unfortunate that this first meeting welcoming them to New Hanover County has been eliminated without Commissioner discussion and I hope we can revisit this issue in the future. To that end, I would personally like to welcome the twenty-one new employees to New Hanover County that are joining us this month and congratulate them on their new positions: Kelley Huffman, Alexandra Glynn, Kristen Nawn, Shakeera Miller, Elizabeth Flint- Somerville, Rebecca Frederick, Meaghan Weiner, Zachary Keeler, Jason Haynes, Haley Hughes, Asa Gillette, Laura NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 33 REGULAR MEETING, JANUARY 23, 2017 PAGE 681 Hardaway, Courtney Swain, Jacob Fleuriet, Morgan Phillips, Michael Collins, Davis Melver, Teresa Dawson, Kevin Clark, John Tracy, and Samuel Caudle. In response to Board questions, County Manager Coudriet stated that new employee recognition has been done at various times over the years and has not always been part of the agenda. He made the decision that recognizing people for having been employed with the County for defined service awards and retirement is perhaps a better use of their time and Board and staff time at the meetings. If it's something that the Board wishes to continue certainly it will but, he feels recognizing people who have contributed to this point is the best use of time. A brief discussion was held regarding an employee’s first day on the job and making sure he/she is fully welcomed. County Manager Coudriet stated that there is a two-day new employee orientation and great strides are made to introduce and welcome all new employees to New Hanover County. This includes all three County Managers meeting with each new employee during orientation. The employees attending orientation have already been with the County for a period of time. Staff will notify the Board when the new employee orientations are held and if any would like to stop by they are welcome to do so. Commissioner Kusek requested County Manager Coudriet to develop a possible plan of options for a travel policy for the Board Commissioners and present it during the February 6, 2017 meeting. CLOSED SESSION Chairman White announced a Closed Session pursuant to North Carolina General Statute (NCGS) 143- 318.11(a)(6) to consider a personnel matter. Motion: Commissioner Barfield MOVED, SECONDED by Vice-Chairman Watkins, to enter into a Closed Session pursuant to NCGS 143-318.11(a)(6) to consider a personnel matter. Upon vote, the MOTION CARRIED UNANIMOUSLY. Chairman White convened to Closed Session at 11:00 a.m. and stated that all persons not Board members or specifically designated staff are asked to leave at this time. CONVENE TO REGULAR SESSION Chairman White called the meeting back to order at 11:40 a.m. and reported that pursuant to NCGS 153A- 942 the Board of Commissioners determines the salary of the Register of Deeds. The Board has concluded its discussion concerning the setting of the salary of the Register of Deeds Tammy Beasley and has determined that the salary will be increased from $80,596 to $85,500. ADJOURNMENT There being no further business, Chairman White adjourned the meeting at 11:43 a.m. Respectfully submitted, Kymberleigh G. Crowell Clerk to the Board Please note that the above minutes are not a verbatim record of the New Hanover County Board of Commissioners meeting. The entire proceedings are available for review and checkout at all New Hanover County Libraries and online at www.nhcgov.com.