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2021-02-15 Regular MeetingNEW HANOVER COUNTY BOARD OF COMMISSIONERS REGULAR REMOTE MEETING, FEBRUARY 15, 2021 ASSEMBLY BOOK 34 PAGE 781 The New Hanover County Board of Commissioners met in Regular Session on February 15, 2021, at 9:00 a.m. in the Assembly Room of the New Hanover County Courthouse, 24 North Third Street, Wilmington, North Carolina. Chair Olson-Boseman stated that the meeting is being conducted as a permissible remote meeting pursuant to North Carolina General Statute (NCGS) 166A-19.24. Members present: Chair Julia Olson-Boseman; Vice -Chair Deb Hays; Commissioner Jonathan Barfield, Jr. (remote); Commissioner Bill Rivenbark; and Commissioner Rob Zapple (remote). Staff present: County Manager Chris Coudriet; County Attorney Wanda M. Copley; and Clerk to the Board Kymberleigh G. Crowell. INVOCATION AND PLEDGE OF ALLEGIANCE Reverend Richard G. Elliott, St. Andrews on the Sound Episcopal Church, provided the invocation and Commissioner Rivenbark led the audience in the Pledge of Allegiance to the Flag. APPROVAL OF CONSENT AGENDA Chair Olson-Boseman requested a motion to approve the Consent Agenda as presented. Commissioner Zapple requested that Consent Agenda Item #6: Approval of Order for Advertisement of 2020 Unpaid Tax Liens on Real Property and Consent Agenda Item #7: Adoption of Budget Amendments be removed from the Consent Agenda for further discussion and consideration. Hearing no further discussion, Chair Olson-Boseman asked for a motion to approve the remaining items on the Consent Agenda. Motion: Commissioner Zapple MOVED, SECONDED by Commissioner Barfield, to approve the remaining items on the Consent Agenda as presented. Upon roll call vote, the MOTION CARRIED UNANIMOUSLY. CONSENT AGENDA Approval of Minutes — Governing Body The Commissioners approved the minutes of the Regular Meeting held on January 19, 2021, the Reconvened Regular Meeting held on January 21, 2021, Agenda Review held on January 28, 2021, and the Regular Meeting held on February 1, 2021. Approval to Accept a 2021 Large Sediment Sampling Grant — Engineering The Commissioners approved the acceptance of a $35,000 grant for recipient beach baseline assessments from the North Carolina Division of Coastal Management (NCDCM). The County will use the grant funds to update geotechnical assessments, per Coastal Storm Damage Reduction Projects at Wrightsville Beach, Carolina Beach and Kure Beach as well as inlet management in Carolina Beach Inlet and Mason Inlet. The room occupancy tax will cover the assessment cost with NCDCM reimbursement following the geotechnical efforts and reporting. Approval of Eight Donations for Accession into the Museum's Permanent Collection — Museum The Commissioners approved a list of eight items to be accessioned into the Cape Fear Museum's permanent collection. The objects were approved by the Museum Advisory Board at the meeting on January 20, 2021 and a list of the items is available for review at the Cape Fear Museum. Adoption of a Resolution Approving Submission of an Application for Funding through the Federal Surface Transportation Block Grant Program -Direct Attributable (STBGP-DA) Fund for Construction of Bicycle and Pedestrian Trails along Middle Sound Loop Road from Red Cedar to Publix, and along Market Street from Mendenhall to Porters Neck Walmart — Parks and Gardens The Commissioners adopted a resolution authorizing the Parks and Gardens Department to apply for the STBGP-DA fund in the amount of $553,472 and the County will provide the required local cash match of $138,368 for a total project cost of $691,841. This will be for a portion of the multi -use trail in Ogden, along Middle Sound Loop Road and a portion of Market Street. The required grant match is currently budgeted in the Capital Improvement Projects account for fiscal year 2021-2022. A copy of the resolution is hereby incorporated as part of the minutes and is contained in Exhibit Book XLII, Page 25.1. Approval of December 2020 Tax Collection Reports — Tax Department The Commissioners accepted the tax collection reports of New Hanover County, New Hanover County Fire District, and New Hanover County Debt Service as of July, August, and September 2020. Copies of the tax collection reports are hereby incorporated as part of the minutes and are contained in Exhibit Book XLII, Page 25.2. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 34 REGULAR REMOTE MEETING, FEBRUARY 15, 2021 PAGE 782 Discussion and Approval of Order for Advertisement of 2020 Unpaid Tax Liens on Real Property — Tax In response to Commissioner Zapple's questions, Tax Administrator Allison Snell stated that the advertisement of the 2020 unpaid tax liens on real property is placed in the local newspaper, but not on the County website. The statute dictates how the advertisement is done and it has not been updated to reflect online advertising. Additional Information: The Commissioners approved the Order for Advertisement of 2020 Unpaid Tax Liens on Real Property for New Hanover County, City of Wilmington, Town of Kure Beach, Town of Wrightsville Beach, Town of Carolina Beach, and the New Hanover County Fire District. Discussion and Adoption of Budget Amendments — Budget In response to Commissioner Zapple's questions regarding budget amendment 21-048, Chief Financial Officer Lisa Wurtzbacher stated that there are restrictions as there were last time and the funds have already been allocated for items such as PPE and salaries related to the Covid-19 response. Additional information: The Commissioners adopted the following budget amendments which amend the annual budget ordinance for the fiscal year ending June 30, 2021: • Social Services 21-030, 21-036, 21-045, 21-046 • Elections 21-042 • Engineering 21-044 • Public School Fund 21-047 • CARES Act Funds Interest 21-048 • Health 21-049 • Sheriff's Office 21-050, 21-051, 21-052 Hearing no further discussion, Chair Olson-Boseman asked for direction from the Board. Motion: Commissioner Zapple MOVED, SECONDED by Vice -Chair Hays, to approve Consent Agenda Item #6: Approval of Order for Advertisement of 2020 Unpaid Tax Liens on Real Property and Consent Agenda Item #7: Adoption of Budget Amendments as presented. Upon roll call vote, the MOTION CARRIED UNANIMOUSLY. A copy of the order of advertisement of 2020 unpaid tax liens on real property is hereby incorporated as part of the minutes and is contained in Exhibit Book XLII, Page 25.3. Copies of the budget amendments are hereby incorporated as part of the minutes and are contained in Exhibit Book XLII, Page 25.4. REGULAR ITEMS OF BUSINESS DIVERSITY AND EQUITY ASSESSMENT AND STRATEGIC PLAN PRESENTATION Chief Diversity and Equity Officer Linda Thompson stated that the Office of Diversity and Equity has completed a 120 Day Assessment and a strategic plan for the County. The assessment examined diversity and equity training and educational efforts offered by the County for both employees and residents, internal operations, and their effectiveness when working with marginalized communities, the organization's distribution of services, and the communities impacted by those services as well as overall community engagement. The strategic plan identified key strategies, timelines, and measurements to ensure the work of diversity, equity, and inclusion moves forward throughout the County. Ms. Thompson stated that the County has begun implementation of the plan and provided an overview of the following information: • Office of Diversity and Equity (D&E): • 120 Day Assessment: • Task: Achieve diversity and equity in three primary focus areas: • Training and education, internal operations and community outreach • Assessed effectiveness in those areas to help determine the direction to go • Review was done of best practices on assessment processes from several recognized sources to begin the work and used a blended approach from those resources to define the methodology for this 120 -day assessment • This 120 -day snapshot involved interviewing 24 key department managers, conducting 16 hours of employee diversity dialogues, meeting with key community leaders and reviewing policies, protocols, and a plethora of demographic and program data • Peer cities: CITIES POPULATION POLICY OFFICE ASSESSMENT NEW HANOVER COUNTY 234,000�'j (gf ASHEVILLE 93.758 (9 CHARLOTTE 872.498 (g (gr Qr DURHAM 274.291(;J'j GASTON COUNTY 224.529 (f GREENSBORO 294,722 RALEIGH 469,298 `j 9 Target areas: NEW HANOVER COUNTY BOARD OF COMMISSIONERS REGULAR REMOTE MEETING, FEBRUARY 15, 2021 BOOK 34 PAGE 783 • County personnel: measured the County's diversity among its employees, recruiting efforts, diversity, equity, and inclusion training, and equity and inclusion throughout the workplace • Internal operations: reviewed organization's internal operations included reviewing key policies, and practices that help to ensure equitable service delivery • Service distribution: looked at a three-year comparison of critical services offered to residents by race and gender in the County, including North Carolina Families Accessing Services through Technology (NC FAST) benefits, Veterans Services, jail population, and the number of minority and women owned businesses the County works with each year • Community engagement: examined the County's relationship with community partners especially those initiatives created to work with overlooked communities • Goals: • Demonstrate commitment and accountability through leadership • Recruit and retain a diverse and inclusive workforce • Advance a climate that fosters respect and inclusion among employees • Promote diversity and inclusion in public service and in neighboring communities • Ensure accountability to equity and inclusion in marginalized communities through data - driven recommendations • County personnel: AMERICAN INDIAN/ GROUP WHITE BLACK HISPANIC ASIAN ALASKA NATIVE NHC Employees 78.86% 18.23% 3.05% 0.51% 0.62% NHC Residents 82.2% 13.4% 5.8% 1% 0.6% • While there is diverse representation throughout the enterprise there are some departments within the organization with limited diversity. During the assessment, there was discussion with department managers about the need for working with Human Resources and the office of D&E to develop a diversity recruitment plan for future openings. Discussion was also held about strategies to ensure that diverse and equitable thinking is employed when making key decisions. Recommendations from the discussions are as follows: • Prepare a County -wide diversity recruitment plan • Include employees in the recruitment process for a more diverse applicant pool • Write job descriptions to be more inclusive • Expand job advertisement venues • Conduct in-person or virtual recruitment events for specialized positions i.e. deputies, firefighters, engineers • Partner with organizations or groups who can help to supply a diverse applicant pool i.e. Volunteer Fire Departments, Historically Black Colleges and Universities (HBCUs) • Last year Human Resources completed a workforce wage gap analysis that looked for wage gaps among specific demographics including race, ethnicity and gender among County employees. The study showed no pay disparities based on race, ethnicity or gender, however the study highlighted that minorities have higher representation in lower wage job groups such as labor, trade and other specialized positions i.e. administrative support and detention officers. Hispanics and other race groups have little to no representation among manager and executive job groups with higher pay grades. Recommendations from the study are as follows: • Evaluate the diversity of yearly applicant pool and overall recruitment efforts • Explore an in-house mentoring program to help develop leaders for future promotional opportunities • In October staff measured perceptions of diversity, equity, and inclusion in the workplace through small group dialogue sessions. The circles included 40 employee volunteers from across the enterprise who shared more than 16 hours of meaningful dialogue. Employees spoke candidly about themselves and their perception of New Hanover County as an employer. Participants were asked a series of questions from a self-assessment on diversity and inclusion. Recommendation from the dialogue sessions: • Create an employee diversity group across the enterprise to identify issues involving diversity, equity, and inclusion and task the group with developing strategies to address these issues. • Internal operations: • While the organization has made great strides in providing equitable service there are recommendations to enhance those services: • Explore barriers for individuals with disabilities • Annual review and strategy development of ADA compliance • Develop a Language Access plan (i.e. American Sign Language (ASL) and Spanish) • Develop a strategic plan for minority and women owned business development • Provide funding to support enhancements for diversity and equity initiatives NEW HANOVER COUNTY BOARD OF COMMISSIONERS REGULAR REMOTE MEETING, FEBRUARY 15, 2021 BOOK 34 PAGE 784 • Complete a comprehensive review of all County policies to ensure they include a diversity, equity and inclusion focus where needed • Develop strategies to address gender inclusive language • Allow employees to include pronouns in email signatures • Service distribution: • New Hanover County's Health and Human Services (HHS) offers a number of family resources for county residents in need. Essential services like food stamps, childcare vouchers, and healthcare are tracked through NC FAST. • In examination of the total number of County residents who received these services by race and ethnicity in 2019 alone, it was found that more than 55% of the African American/Black population in the County received one or more NC FAST benefit(s), 33% of the Hispanic population and 13% of Whites received one or more of these benefits. Food and nutrition program yields the highest number of participants of any of these programs. • While HHS provides additional family programs throughout the County, these programs have the most noticeable results and give a clear picture of the community's poverty level especially among people of color. Recommendations from this review are: • Develop a plan of action with community leaders and organizations to address food and nutritional needs throughout the County. • Create a Poverty Reduction Task Force to research and explore causes, impacts and solutions to long and short-term poverty among people of color throughout the County. • The County jail has reduced the number of days served by inmates by 33.988 days for a total savings $3.7 million • Veterans Services serves an average of 2,000 veterans and their families annually, which is 13% of the County's total veteran population • The Minority- and Women- Owned Business Enterprise (MWBE) Program has increased spending by 146% (more than $15 million). This significant increase came on the heels of an initiative launched by the County Manager's Office to increase MWBE business registrations through community outreach. • Community engagement: • Met with more than 20 leaders throughout the County and engaged them in a discussion about race, diversity, and inclusion. Their discussion summary is included in the full assessment document. Some suggestions were: • Affordable housing continues to be a concern throughout the County, especially for those individuals wanting to break the poverty cycle and become homeowners • More housing communities for the disabled • New initiatives to encourage entrepreneurship • Free Wi-Fi in low-income neighborhoods would provide a more equitable learning experience for youth • Accessible healthcare services (free medical clinics) for the uninsured throughout the County • Collaborations to address food deserts throughout the County • More vocational training and job placement for individuals 18 to 24 year olds • Promote prison re-entry efforts County -wide • More initiatives to promote inclusion for the LGBTQ community • A unified effort to educate the community on race and social justice • An action plan to decide how we care for the mentally ill in this County • More law enforcement community relations partnerships to ensure appropriate training, hiring and policy development • Action plan: • Staff is developing a strategic plan that will give direction on how and when to begin working on the recommendations outlined in the assessment. Many are already being implemented. The strategic plan will cover the next three to five years. • Conclusion: • Throughout the County there are communities draped in poverty and the residents who live in those areas are experiencing inequities in food accessibility, employment, healthcare, and affordable housing, which impact the quality -of -life for every individual. • Examining the causes and effects of localized poverty are a part of the work of diversity, equity, and inclusion as well as finding viable solutions. • The County is responsible for addressing quality -of -life issues for its residents. Addressing these social inequities ensures the inclusion of all residents. Equity and inclusion create more livable communities where people from all walks of life have the right to, and can participate fully in, social, economic, political, and cultural life. Chair Olson-Boseman thanked Ms. Thompson for the presentation and opened the floor to Board discussion. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 34 REGULAR REMOTE MEETING, FEBRUARY 15, 2021 PAGE 785 In response to Board questions, Ms. Thompson stated to become a certified MWBE with the County, a business owner applies either through the County Finance Department or the state. Her staff has been helping local entrepreneurs navigate the process. She will report back to the Board on the percentage of outside vendors with the County that are minorities. Vendors that are considered an MWBE retain the designation as long as their credentials are valid. The County does not necessarily help with money. Rather, they are allowed to do business as an MWBE vendor with the County and the County tries to use those MWBE businesses whenever possible. Vice - Chair Hays commented that Genesis Block, LLC has been working with people to help them navigate obtaining the MWBE designation and are working in cooperation with the County on the matter. She commended Ms. Thompson and her team on their efforts to help business owners work through the process. Regarding the accuracy of the Hispanic or Latino population in the County, Ms. Thompson stated that the 5.8% figure was taken from a 2018 census estimation of the County. However, it is felt that number is somewhat larger and her team will continue to evaluate it. She further confirmed that 19.3% of females living in the County are living in poverty as well as 33.26% of African-Americans according to the 2018 census estimate. She does not know the national average to be considered living at poverty level, but a minimum wage of $7/hour is what keeps people in poverty. She will report back to the Board on the federal number. A household reporting an annual income of $35,000 may not mean that is an income for one person. It may be for a household of two or more, but is still not a lot of money. Discussion was held about the start of the Office of Diversity and Equity and how it shows that the County is being intentional about bringing forth the gaps that the County has, the great things it is already doing to address these issues, and also making sure that everyone has access and a seat at the table. Commissioner Barfield noted that it is important that the County has a representation of all voices and is intentional about its hiring efforts, how employees treat each other with dignity and respect, and how the organization communicates to the community at large. He also commented on the importance of educating individuals, including County employees, on cultural competency and implicit bias. He thanked Ms. Thompson and her team for their work to date and looks forward to future reports, and thanked County Manager Coudriet and his team for listening and understanding the importance of having this department. In response to Board questions, County Manager Coudriet stated that there are no employees making less than $15 per hour, which equals a minimum annual salary at the annualized rate of 2,080 hours. Ms. Thompson stated that she has not found any disparity in pay of the same position between color, sexual orientation, etc. The Human Resources department has done a phenomenal job ensuring that and with the County's performance evaluation system, it really does help to make sure that people are being paid based on the work that they do. A brief discussion was held about the recommendation to address food and nutritional needs throughout the County. County Manager Coudriet stated his recollection is that the County made a multi-year commitment of approximately $50,000 to $75,000 to help The Food Bank of Central and Eastern NC at Wilmington Nourishing New Hanover County construct a larger facility that will include a community kitchen. Chair Olson-Boseman asked County Manager Coudriet to make the connection between the hospital and its program to work with schools to have students prepared to go into a healthcare profession. Ms. Thompson stated that her department and the Office of Strategy have been working together to discuss similar programs with a variety of corporations. They hope to be able to make an announcement in the near future. Additional discussion was held about it being realized that not everyone is prepared for college or do not want to go, and the need to encourage them to move into a vocation, which seems to be a path suitable for many people. Commissioner Rivenbark commented that at least 25% of all kids in the school system are not going to go to college. It is important to identify those students early and encourage them to possibly go to community college to learn a vocation or even get them involved in the SeaTech program so when they graduate high school they have the training needed to obtain a good job. The Board discussed that although the County is paying $15 per hour minimum wage, which is about $30,000 annually, the rising housing costs in this community still make it difficult to buy or rent a place. One of the biggest challenges right now is not necessarily the affordability of purchasing, because interest rates are so low and that does help span the issue, but it is the rental rates that are so high for so little. That keeps people in the loop of not being able to save money for a down payment in order to purchase. Commissioner Barfield stated he thinks the livable wage is about $19 per hour to be out of the poverty range in this community. Discussion continued about the importance of working to bring in the right jobs to the community to continue to raise the wages to help people afford housing, addressing the food desert issues in the community, and training through summer job programs to expose students to job opportunities. The Board expressed its commitment to working on these issues. County Manager Coudriet stated that staff was able to pull the requested data during this discussion. The poverty level as defined by the U.S. government for a family of four is $26,200. The Board approved a minimum $15 an hour wage for County employees, which is an annual salary of $31,200 and then a firefighter in their first year will not make less than $33,325. Also, the Workforce Housing Committee has received its first data report from its recent survey, which was directed by the Board and City Council about a year ago. It will be presented to both elected bodies in April. Hearing no further discussion, Chair Olson-Boseman thanked Ms. Thompson for the presentation. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 34 REGULAR REMOTE MEETING, FEBRUARY 15, 2021 PAGE 786 PRESENTATION ON PROVIDING CUSTOMER DELIGHT IN HEALTH AND HUMAN SERVICES: AN OVERVIEW OF IMPROVEMENTS TO PROCESSES THAT ENHANCE OUR CUSTOMER'S EXPERIENCE AND CREATE INNOVATIVE SOLUTIONS Senior Strategy and Continuous Improvement Analyst JD Limberger stated the County HHS building was dedicated on October 17, 2019. At that time the Office of Strategy and HHS formed a partnership committed to integrating existing business processes with the County's shared values of professionalism, integrity, innovation, stewardship, and accountability to serve as a Model of Good Governance. Over the last 15 months, staff has reimagined how business is done with the sole focus of the customer being at the center of everything. Through these efforts the focus has remained to provide better, faster, leaner customer -driven practices; align services and programs with strategic priorities; communicate what the County does and why; and develop and nurture partnerships to deliver strategic objectives. Mr. Limberger presented the following information which shows some of the improvements enacted to delight customers and showcase the County's commitment to being easy to do business with: • HHS Process Improvement Update: • Office of Strategy: process improvement framework • Improve operational efficiency • Integrate service delivery • Customer delight: the difference between customer satisfaction and customer delight • First process improvement: mailroom objectives and improvements: • Mail touched one time - eliminating unnecessary processing • Streamline of delivery of mail: delivered within 1 % hours to all program areas • Mail security improved • Customer delight: • Exterior drive -up drop box: 444 customers used the drive -up drop box over the last 20 business days (about 22 people a day) • Drop box documents processed every 2 — 2 % hours • Return mail: forwarded to customers along with a note (same day) • Second process improvement: real-time case scanning: • The IT and Strategy Departments were asked to work with Health and Human Services to develop a real-time case scanning solution for: • Voicemails, emails, photographs, faxes, videos • Program structured in a way that no longer required customers to see a specific social or case worker for assistance • Third process improvement: external communications: • Customer Experience Team (CET) requested assistance with processing external communications: Primary Faa-To-Face Telephone Meil face-To-Fea CET (Triage -Window( (Dption4� (Recerts,Verifations( (Table Dury� _. Central Secondary Admin �. CET 1 Central Adm a Te#ISS' °hase III Future_ Future WR-iMe a ehevnire Wdeo OiM Self-SendcelGak Mabile/pp gesDoine�fluthM Communication Channels • Fourth process improvement: Crisis Intervention Program (CIP): • CIP is an energy assistance program • Exploration done on if CIP payment vouchers can be moved out of current payment system: • Determination made to move from paper system to procurement card (p -card) system to speed up process of energy assistance payments to utility companies • Customer delight: • Payments to Duke Energy will go from 21+ days to three days or less • Annual savings: $94,390 - $10,200 = $84,190 • Reduce paper consumption and storage by 61,200 pages annually • State of North Carolina DHHS and NC counties are excited to see how we implement • Savings realized: • Printing: $1,156 • Postage: $3,400 • Staff: $52,944 • P -card rebate: $36,890 HHS Administrative Supervisor Bonita Wright, Economic Services Lead Worker Haley Kiser, and Medicaid Program Manager Lori Harvey commented on how these improvements have not only helped the HHS employees, but also the customers who are provided with better efficiency, better experience, and better service. NEW HANOVER COUNTY BOARD OF COMMISSIONERS REGULAR REMOTE MEETING, FEBRUARY 15, 2021 BOOK 34 PAGE 787 Hearing no further discussion, Chair Olson-Boseman thanked Mr. Limberger for the presentation. 2021 REAPPRAISAL UPDATE PRESENTATION Tax Administrator Allison Snell presented the 2021 reappraisal results as follows: • 2021 Reappraisal Results: • What is a reappraisal: the process of updating New Hanover County's real property values to reflect fair market value as of January 1, 2021. It is also referred to as a revaluation of real property. • Why perform a reappraisal: • Required by NC General Statutes (NCGS): NCGS 105-286 requires all counties to reappraise real property at least once every eight years • Equity and fairness: Reappraisal of property establishes the fairness of the tax burden between properties which typically change in value at different rates by location and property type. • 2021 Reappraisal results — overall: Residential 26% Commercial 42% Total 30% • Reappraisal history: Total Parcels` 85,662 97,237 100,421 104,459 110,198 Avg. Single Family - $314,100 $247,142 $272,786 $358,685 %Change from Reappraisal � - 56% -17% 14% 30% Taxable Value Post Reappraisal $12.6 B $29 B $24.9 B $28.9 B $43.3 B* Taxable Value After Growth $15.8 B $30.4 B $26.3 B $30.5 B - (New Construction) • Jurisdictional percent change: Kure Beach 27% 35% 28% Carolina Beach 33% 42% 34% Wrightsville Beach 30% 27% 29% Wilmington 26% 41% 31% Fire District 27% 36% 28% New Hanover 26% 42% 30% • NC property tax relief programs: • Elderly or Disabled: age 65 and/or totally and permanently disabled. Income below $31,500 or $47,250 depending on program. • Disabled Veteran: total service connected disability and discharged under honorable conditions (or unmarried surviving spouse). • 2021 Applications due by June 1: Call (910) 798-7300 or go online at: tax.nhcgov.com/forms/ • Project schedule 2021: • January: New values set. Start informal appeals (7% expected or 7,713). • February: Mail value notices. Appoint Board of Equalization and Review members. • April: Begin Board of Equalization and Review hearings. • May: Board of Equalization and Review adjourns from receiving additional appeals. • June: Adopt Fiscal Year 2022 budget, set Fiscal Year 2022 tax rate • New Hanover County Tax Administration contact information: • 910-798-7300; reappraisal@nhcgov.com; and tax.nhcgov.com Ms. Snell noted that the adjournment date of the Board of Equalization and Review is set for May 11, 2021 and as such, that is the last day appeals can be filed and accepted. After that date, appeals will not be accepted because they will be deemed untimely. The public is encouraged that upon receipt of the notices, to go online and review their property record card. It is extremely important to verify if the data the department has in its records is accurate. If it is not, it is important to file an appeal and to let staff know. If for some reason the assigned value seems astronomical or incorrect in whatever way, it is important to file an appeal and to submit the supporting documentation for review. A press release will be sent out soon, and an informative short video will be shared across many platforms for the public to view that helps explain the reappraisal process, what it is, and why it is done. Also, there will be an informational pamphlet that will go out with the notice of value. In response to Board questions, Ms. Snell stated that the advertisement to receive applications for the Board of Equalization and Review is currently being done and the plan is to appoint members at the Board's March 15th meeting. Hearing no further discussion, Chair Olson-Boseman thanked Ms. Snell for the presentation. NEW HANOVER COUNTY BOARD OF COMMISSIONERS REGULAR REMOTE MEETING, FEBRUARY 15, 2021 BOOK 34 PAGE 788 PRESENTATION OF FISCAL YEAR 2021 SECOND QUARTER FINANCIAL RESULTS Chief Financial Officer Lisa Wurtzbacher presented the Fiscal Year 2021 second quarter financial results which includes financial activity through December 31, 2020: • Second Quarter Financial Summary: • General Fund - Revenues: • Total revenues collected 56.1% of budget • $140.4 million in property tax received • 24.8% of budgeted sales tax collected • Second quarter comparisons: • 2019: Ad Valorem was $126.7 million; Other was $32.2 million • 2020: Ad Valorem was $129.9 million; Other was $37.2 million • 2021: Ad Valorem was $140.4 million; Other was $42.3 million • Debt Service Revenues: • Revenues collected 56.1% of budget • $18.5 million in property tax received • 25.2% of budgeted sales tax collected • Second quarter comparisons: • 2019: Ad Valorem was $16.6 million; Other was $6 million • 2020: Ad Valorem was $17.1 million; Other was $6.4 million • 2021: Ad Valorem was $18.5 million; Other was $7.2 million • General and Debt Service Expenditures: • Expenditures through the second quarter represent 46.6% of budget • Most functions trending similar to prior year • Fire Services: • Total revenues collected represent 57.4% of budget • Property tax revenues collected 80.4% of budget • Expenditures are slightly lower than prior year • Second quarter comparisons: • 2019: Revenues were $8.9 million; Expenses were $7.8 million • 2020: Revenues were $9.3 million; Expenses were $8.8 million • 2021: Revenues were $9.7 million; Expenses were $8.3 million Environmental Management: • Charges for services are 40% of budget • Expenses are higher than prior year: • Additional expenses for Hurricane Isaias Second quarter comparisons: • 2019: Revenues were $7.5 million; Expenses (excluding transfers) were $19.8 million • 2020: Revenues were $11.1 million; Expenses (excluding transfers) were $4.8 million • 2021: Revenues were $7.9 million; Expenses (excluding transfers) were $7.7 million Hearing no further discussion, Chair Olson-Boseman thanked Ms. Wurtzbacher for the presentation. CONSIDERATION AND APPROVAL OF NON -COUNTY AGENCY FUNDING POLICY REVISIONS Chief Financial Officer Lisa Wurtzbacher stated in 2018, the Board adopted the Non -County Agency Funding Policy. As a part of that same meeting, there was discussion around the selection and program eligibility and, in particular, it was discussed that after three years of funding a program, the program would either be eligible for vendor status, which means they would become a vendor of the County and would be funded for a certain level of service that they were providing, or they would be ineligible for funding for that particular program for three years. This is really the fourth budget cycle since that policy was adopted and there are now programs that will be in Fiscal Year 2022 in their fourth year of funding, which would mean they would need to be selected for vendor status or they would be ineligible for funding, based on those discussions and processes as discussed at that meeting. The request is if the Board does wish to continue with that process as discussed in 2018, staff is requesting an update to the policy as shown in the agenda packet, which is the addition of Sections 3.9 and 3.10. The sections are essentially state that after three years the programs will either move to vendor status or deemed ineligible for funding and in their first year of vendor status, they would receive the same level of funding as they had their last year of non - county agency funding. Chair Olson-Boseman thanked Ms. Wurtzbacher for the overview of the request and opened the floor to Board discussion. Commissioner Barfield stated the section showing that if a program has not moved to vendor status, they will not be eligible for funding for three years is something he cannot support. Programs such as DREAMS, while not directly tied to what the County does as a mission, provide outstanding services to this community and have been long standing partners with the County. To say they are not a vendor and fund another program which may not have the same track record or efficacy within the community, he thinks would be the wrong decision to make. Commissioner Zapple stated that he agrees with some of Commissioner Barfield's comments. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 34 REGULAR REMOTE MEETING, FEBRUARY 15, 2021 PAGE 789 In response to Board questions, Ms. Wurtzbacher stated that it is ultimately the Board's decision if programs such as Good Shepherd, Kids Making It, One Love Tennis, Nourish NC, and WRAAP either no longer receive funding or move into vendor status this year. Staff has not had in-depth discussions yet about these programs. Meetings have been held with departments to find out where they fall in terms of what they are providing and what would be the most appropriate department to determine a service level that is needed. Also, she cannot state right now which would be recommended for vendor status and which would not. A brief discussion was held about how there are programs important to the community and make it better and that many agencies administering the programs are considered partners with the County. Concerns were expressed about the three-year limit creating a loss of important partners, particularly in the non-profit world. In response to Board questions, Ms. Wurtzbacher stated a matrix has not been established yet that would provide the criteria for moving a program into vendor status. However, as she envisions it, the conversations with departments would start with 1) does the program either enhance something that the County is already doing, does it fill a gap that the County needs, and is it in line with the strategic priorities; and 2) a review of the three years of funding to see what sort of progress have the programs made and have they been successful. That information would be used in developing recommendations for Board consideration. She then reviewed the following chart which shows what fiscal year a program would become eligible for vendor status: FY21-22 Requests Eligible for Vendor Status FY22. App led for FY22 NCA funding, but would be ineligible to receive NCA fund Ing for FY22. Agency Prog.. tF OF CONSECUTIVE YEARS FUNDED INC: FY22 REQUEST VENDORSTATUS CONSIDERATION ACCESS of Wilmington ACCESS Fit 1 F"_5 Blue R -boon Comirlssion VOYAGE Coirmun ty out -each Advocates Fl -_3 Bread for Life Senior Pantry 3read for Life Senior Pantry 2 Fv24 B r gade Boys -c! Girl, Club P roject Learn I Fv'_ 3 B rooklyn Arts M usic Acad em Music is Life l 1 Fv25 Cameron Ah Museum W i lir ingto n U nited States Co l ore d Troo ps Pu bli c Scu l ptu re Project 2 Fv24 cape Fear Community Land Trust cape Fear community Land Tru st Fv23 Crape Fear Council of Governments Homeless Continuum of CareiCoordinated Entry 2 F"4 ::ape Fear Fealth Net Enrollment and Eligibility Services 1 F"_5 Coastal Hon—,open House -ra nsition al Living Program 2 F-4 'ori "es in Schools of Cape Fear Resillercy Task Force F123 C.omirunit'es in Schools of Cape Fear Wrap.Around Strategies for Student Success 1 Fv25 Comirunity En-ichment hitiatives, Inc. Wilirinl GFIen Project 1 Fv'_5 omi unity 3oys&Girls Cluc3w ding Great Fut.ires 1 Fv'_5 Domestic Viola— Shelter Victim Advocate 3 Fv23 DREAMS ofNI mington Centerfor Arts Education 2 F-4 Fairily Promise ofthe Lomer Cape Fea• Fami es Forward Housing 3 F-3 Feast Co., East Local Motive Mable Farirers Market 2 F`24 First Fruit M"nistr'es Medical Out -each Program 2 Fv24 First Tee of Greater W"Imington outreach anc Program Specia ist 1 Fv25 Five 14 Revolution Restoration of Woirer. 2021 1 FY25 Fooc Sank of Central & Eastern NC at LNi mington Nourishing Families in NHC 1 FY25 GLOW Inc GLOW Extended Day Lear -Mg Progra irs FY23 Good Shepherd Center Emergency Food Services for Uu ngry NHC Residents 4 Good Shepherd Center Emergency Shelter& Permanent Housing Placement for Homeless NHC Residents 4 Kids Making It Keeping Kids Out o#Trouble and instilling Hands On Connection of Workto Income 4 Lenny Simpson Tennis & Education Fund, Inc. One Love Tennis 4 Lover Cape Fear Hospice dba Lo- Cape =ear Path'd✓ays to are 1 Fv25 Nourish NC Backpack Program 4 �rng as Eagles Outr=each Min'stry Acadenr c Support) Saturday Academic, Pre -K Jumpsta tj 1 Fv25 he Carouse, Center Chid Pa-ent Psychotherapy 2 Fv24 -he Carousel Center Chi d Abuse Pre—Ition/A.warei—s Education & outreach 1 Fv25 The Carousel Center Support Services for Healthier Families 1 F" 5 WARM, hc. Sustaining Storm Resilience & Neigrborhood Public Safety Througr Home Rebldg 1 Fv25 W"I mington . hild-en's Miseum, Inc. Reforest the Toddle, T•eehouse 1 Fv25 WRAAPAfter School Enrichment Academy Program 4 YMCA of Soul he aster r. Ni. After -School at G'LOW Aga de my 1 Fv25 VW, A of th e LOWS r Cape Fear Grandparent Support Net'mork 3 Fv23 She noted that the discussions she referenced would occur every year for all of the programs that are moving into the timeframe where they would need to be considered as a vendor or ineligible for funding. In response to further Board questions, she agreed that part of the reason why a program should be considered for vendor status is so there is no need to keep returning annually to make a funding request as they meet the criteria and to provide a sort of guarantee they will be funded each year by the County. For example, the County has been funding Good Shepherd many years and if the County has been funding them for 10 years, obviously they are providing something that the County feels is very valuable. As such, rather than having them go through this process, they become a vendor. There is an outside agency committee that determines what programs get funded and at what level, and make that recommendation to the county manager who then shares the recommendation with the Board. Discussion was held about the long-term non -county agencies having to reapply each year for funding and if they are given vendor status, they are guaranteed the funding. County Manager Coudriet stated that when the policy was proposed, and it was Board initiated in 2017, he thinks that the discourse amongst the Board was that it did not want to have outside agencies that were perpetually funded, but understanding there were some that had been core to the County and they were moved into vendor status. While not saying it was right or wrong, the vision of the Board was that it would invite applicants, that it would appoint an independent group who would make funding recommendations to the Board, not County staff, and then those agencies funded would only be funded for three years. If during that time the agencies prove their efficacy of meeting a need of the County, they would become a vendor or if they are not eligible for funding then there would be an exit strategy so that the County would not be asked to fund the same program for multiple years. That was the vision and the County is just now at the point that the groups that were funded as part of the first outside agency recommendation are coming up for determination. The Board would need to determine if the ones that are coming off are to be moved into vendor status or do they NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 34 REGULAR REMOTE MEETING, FEBRUARY 15, 2021 PAGE 790 continue to be funded as an outside agency. The Board is being asked to provide clarity in a statement of policy if it desire to continue this process. A brief discussion was held about how the Board made the determinations prior to the committee being established and how the initial committee members did not have full knowledge of what many of the outside agencies do and recommended defunding several the first year. The Board made adjustments to those recommendations as it recognized the importance of the various outside agencies to the County. Commissioner Barfield noted that the final decision ultimately rests with this Board based on recommendations from the committee. It is also staff's responsibility to know the efficacy of a program and what it has done within this community in order to rebut false, bad, or inaccurate information to make sure that the County is doing the right thing. He would suggest doing away with Section 3.9 and continue to evaluate the agencies on a year by year basis. Vice -Chair Hays commented that she sees the positive in moving some of the agencies to vendor status. She understands that would be done through an evaluation process and the Board would still have the final say on who does and does not move to vendor status. County Manager Coudriet confirmed that the Board always reserves that right. He further stated it would be helpful for the Board to provide what particular criteria, because none have been established yet, it would want staff to evaluate to ensure an entity continues on as a vendor. Historically, up until a few years ago, the decisions were made by the Board, and still are, but the way the rules were set up in 2017 is that staff does not weigh in with an opinion whether or not a group of agencies should be funded. The Board theoretically bound itself to following the outside agency committee recommendations. As appropriately pointed out, the Board did not always abide by the recommendations of the outside agency committee. A brief discussion was held about continuing the matter in order to allow time for more work to be done on the language. County Manager Coudriet stated his understanding of Commissioner Barfield's suggestion is that it takes out the question whether or not an agency that is expiring can go through the outside agency pool again. If the Board strikes the language it creates more optionality, in his opinion, for the agencies who know they are eligible to apply and be considered, even if they were not moved into a vendor status, for recommendation for potential funding by the outside agency committee. He confirmed that the removal of Section 3.9 does not take away the opportunity for the Board to move agencies into vendor status. Again, it gives more options for the outside agency committee and the entities that have been funded to be a part the next year's budget. Commissioner Barfield confirmed that the removal of Section 3.9 would meet his satisfaction. Further Board discussion was held about how the revisions would lead to a strong review and discussion about the relevancy of those that have been funded by the County, as a part of whether an agency is moved to vendor status or not. Commissioner Zapple stated that in the absence of at least a written statement of the criteria for what moves an agency into vendor status, he thinks there is value in having the review process of those that have been funded for the past three years. He has concerns of not knowing exactly what it takes to get to vendor status and there may be some valuable partners that fall off the funding list. He is not supportive of a three year waiting period for those agencies to be allowed to be considered again for funding. Ms. Wurtzbacher stated she thinks the policy can be updated to reflect that after three consecutive years of funding, there will be an evaluation process to determine if the program will transition to vendor status, leave out the second sentence that states that if they are not converted to vendor status that they would be ineligible for three years, and they could then move into the normal non -county agency process. Commissioner Zapple stated that those changes raise his comfort level with the verbiage. Commissioner Barfield commented that historically, prior to the establishment of the committee, staff did a thorough vetting of each agency that applied for funding. He feels that whatever committee is in place, it need to have ample knowledge of what happens in their own community. Ms. Wurtzbacher confirmed that her staff still reviews financial statements and outcome measures as a part of the contract process. Further discussion was held about the verbiage for Section 3.9. Ms. Wurtzbacher and Mr. Coudriet recommended, "Upon receiving funding for at least three (3) consecutive years, a program may be considered for vendor status through an evaluation process by staff. If it is determined that the program will not be recommended for vendor status, the program remains eligible to apply for funding through the non -county agency process." Commissioners Barfield and Zapple confirmed that this language would be acceptable to them for Section 3.9. Hearing no further discussion, Chair Olson-Boseman asked for direction from the Board. Motion: Commissioner Zapple MOVED, SECONDED by Commissioner Barfield to approve the revision of the Non - County Agency Funding Policy to reflect that Section 3.9 will now read as, "Upon receiving funding for at least three (3) consecutive years, a program may be considered for vendor status through an evaluation process by staff. If it is determined that the program will not be recommended for vendor status, the program remains eligible to apply for funding through the non -county agency process" and to approve Section 3.10 as presented. Upon roll call vote, the MOTION CARRIED UNANIMOUSLY. A copy of the updated Non -County Agency Funding Policy is on file in the Finance Department. COMMITTEE APPOINTMENTS Appointments to the New Hanover County Board of Mechanical Examiners Chair Olson-Boseman reported that four vacancies exist on the New Hanover County Board of Mechanical Examiners with four applications available for consideration. NEW HANOVER COUNTY BOARD OF COMMISSIONERS BOOK 34 REGULAR REMOTE MEETING, FEBRUARY 15, 2021 PAGE 791 Commissioner Zapple nominated Michael A. Callari, Thomas L. Crittenden, Jr., and Ray McClory for reappointment and Steven Everhart for appointment. Vice -Chair Hays seconded the nominations. Hearing no further nominations, Chair Olson-Boseman called for a vote for the nominations on the floor. Roll Call Vote Results: The Board voted UNANIMOUSLY to reappoint Michael A. Callari in the Class I Journeyman Mechanic category, Thomas L. Crittenden, Jr. in the Class III Journeyman Mechanic category, and Ray McClory in the Class 11 Journeyman Mechanic category and appoint Steven Everhart in the NC Registered Mechanical Engineer category to the New Hanover County Board of Mechanical Examiners to serve two year terms with the terms to expire August 31, 2022. Appointments to the New Hanover County Industrial Facilities and Pollution Control Financing Authority Chair Olson-Boseman reported that two vacancies exist on the New Hanover County Industrial Facilities and Pollution Control Financing Authority with three applications available for consideration. Commissioner Zapple nominated Maverick Pate and Nivine Richie for appointment. Chair Olson-Boseman seconded the nominations. Hearing no further nominations, Chair Olson-Boseman called for a vote for the nominations on the floor. Roll Call Vote Results: The Board voted UNANIMOUSLY to appoint Maverick Pate and Nivine Richie to the New Hanover Industrial Facilities and Pollution Control Financing Authority to serve six year terms with the terms to expire February 22, 2027. Appointment to the New Hanover County Plumbing Board of Examiners Chair Olson-Boseman reported that one vacancy exists on the New Hanover County Plumbing Board of Examiners with one application available for consideration. Commissioner Zapple nominated David K. Woodbury for reappointment. Chair Olson-Boseman seconded the nomination. Hearing no further nominations, Chair Olson-Boseman called for a vote for the nomination on the floor. Roll Call Vote Results: The Board voted UNANIMOUSLY to reappoint David K. Woodbury in the Master Plumber category to the New Hanover County Plumbing Advisory Board to serve a three-year term with the term to expire December 1, 2023. Appointment to the Wilmington/New Hanover Port, Waterway and Beach Commission Chair Olson-Boseman reported that one vacancy exists on the Wilmington/New Hanover Port, Waterway and Beach Commission with one applicant eligible for reappointment. Commissioner Zapple nominated Robert Peter Divoky for reappointment. Vice -Chair Hays seconded the nomination. Hearing no further nominations, Chair Olson-Boseman called for a vote for the nomination on the floor. Roll Call Vote Results: The Board voted UNANIMOUSLY to reappoint Robert Peter Divoky in the Shipping category to serve a three-year term with the term to expire February 28, 2024. PUBLIC COMMENT ON NON -AGENDA ITEMS Chair Olson-Boseman stated that no one signed up to speak for public comments on non -agenda items. ADDITIONAL AGENDA ITEMS OF BUSINESS Chair Olson-Boseman expressed appreciation for the news that Michael Jordan has given $10 million to Novant Health to open two new medical clinics in the County. CLOSED SESSION Chair Olson-Boseman stated the Board would enter into a Closed Session pursuant to North Carolina General Statute (NCGS) 143-318.11(a)(6) to consider personnel matters and asked for direction from the Board. Motion: Vice -Chair Hays MOVED, SECONDED by Commissioner Barfield, to enter into a Closed Session pursuant to NCGS 143-318.11(a)(6) to consider personnel matters. Upon roll call vote, the MOTION CARRIED UNANIMOUSLY. Chair Olson-Boseman convened to Closed Session at 11:15 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 Chair Olson-Boseman called the meeting back to order at 11:43 a.m. and reported that the Board has concluded consideration of personnel matters and she asked for direction from the Board on the matters. NEW HANOVER COUNTY BOARD OF COMMISSIONERS REGULAR REMOTE MEETING, FEBRUARY 15, 2021 BOOK 34 PAGE 792 Motion: Vice -Chair Hays MOVED, SECONDED by Chair Olson-Boseman to set the salary of the Register of Deeds to $110,000, effective February 15, 2021. Upon roll call vote, the MOTION CARRIED UNANIMOUSLY. Motion: Vice -Chair Hays MOVED, SECONDED by Chair Olson-Boseman to give a salary increase of seven percent (7%) to the County Manager, County Attorney, and Clerk to the Board, who report to the Board, effective February 15, 2021. Upon roll call vote, the MOTION CARRIED UNANIMOUSLY. ADJOURNMENT There being no further business, Chair Olson-Boseman adjourned the meeting at 11:46 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 online at www.nhcgov.com.