HomeMy WebLinkAboutAgenda 12-02-2024NEW HANOVER COUNTY
BOARD OF COMMISSIONERS
230 Government Center Drive, Suite 175, Wilmington, NC 28403
P. (910) 798-7149 1 F: (910) 798-7145 1 NHCgov.com
Bill Rivenbark, Chair I LeAnn Pierce, Vice -Chair
Jonathan Barfield, Jr., Commissioner I Dane Scalise, Commissioner I Rob Zapple, Commissioner
DECEMBER 2, 2024 4:00 PM
LOCATION (NHC Historic Courthouse, 24 North 3rd Street, Room 301)
MEETI NG CALLED TO ORDER (Chair Bill Rivenbark)
I NVOCATI ON (Pastor D. Evan Grizzle, Apostolic Tabernacle of Wilmington)
PLEDGE OF ALLEGIANCE (Chair Bill Rivenbark)
APPROVAL OF MINUTES (Regular Meeting held on November 18, 2024)
(Approved 5-0)
PRESENTATION OF APPRECIATION GI FTS:
Commissioner Jonathan Barfield Jr.
(Presented Gifts)
ADMINISTRATION OF OATHS OF OFFICE:
William E. Rivenbark by The Honorable W. Allen Cobb, Jr. , Emergency Superior Court Judge, Sixth
Judicial District
Dane Scalise by The Honorable Chief United States District Judge Richard E. Myers 11, Eastern District
of North Carolina
Stephanie A.C. Walker by The Honorable Ricardo Jensen, Superior Court Judge, Sixth Judicial District
(Conducted Oaths)
ELECTI ON OF CHAI R AND VI CE-CHAI R (Jordan K. Smith, County Attorney, Presiding)
(Re-elected Chair Rivenbark and Vice -Chair Pierce - 5-0)
/// BREAK ///
APPROVAL OF CONSENT AGENDA
CONSENT AGENDA ITEMS OF BUSINESS
1. Approval of October 2024 Tax Collection Reports
2. Adoption of Public Officials Bond Resolution
3. Second Reading: Approval of Solid Waste Franchise Agreement for Eastern
Waste and Recycling, I nc.
Board of Commissioners - December 2, 2024
ESTI MATED REGULAR AGENDA ITEMS OF BUSINESS
MINUTES
4. NHC Strategy Plan Report Out- Year 1
PUBLIC COMMENTS ON NON -AGENDA ITEMS (limit three minutes)
ESTI MATED
MINUTES ADDITIONAL AGENDA ITEMS OF BUSINESS
5. Additional Items
County Commissioners
County Manager
Clerk to the Board
County Attorney
6. ADJOURN
Note: Minutes listed for each item are estimated, and if a preceding item takes less time, the Board will move
forward until the agenda is completed.
Mission
New Hanover County is committed to providing equitable opportunities and exceptional public services through
good governance to ensure a safe, healthy, secure and thriving community for all.
Vision
A vibrant, prosperous, diverse coastal community
committed to building a sustainable future for future generations.
Core Values
Professionalism - Equity- Integrity - Innovation - Stewardship - Accountability
Board of Commissioners - December 2, 2024
NEW HANOVER COUNTY BOARD OF COMMISSIONERS
REQUEST FOR BOARD ACTION
MEETING DATE: 12/2/2024
Consent
DEPARTMENT: Tax PRESENTER(S): Allison Snell, N HC Tax Administrator
CONTACT(S): Allison Snell
SU BJ ECT:
Approval of October 2024 Tax Collection Reports
BRIEF SUMMARY:
N CGS 105-350 requires the Tax Collector to submit a report showing the amount of taxes collected.
The report for October 2024 in comparison to October 2023 is as follows:
New Hanover County
October 2024
October 2023
Real Property
23.30%
23.54%
Personal Property
26.60%
28.35%
Motor Vehicle
100.00%
100.00%
Overall Collection Rate
25.42%
25.59%
Total Collected YTD
$54,385,301.41
$53,140,855.27
New Hanover County Debt
Service
October 2024
October 2023
Real Property
23.27%
23.53%
Personal Property
25.98%
28.15%
Motor Vehicle
100.00%
100.00%
Overall Collection Rate
25.51%
25.91%
Total Collected YTD
$2,687,450.44
$3,048,703.26
Grand Total Collected YTD
$57,072,751.85
$56,189,558.53
New Hanover County Fire
District
October 2024
October 2023
Real Property
23.06%
23.60%
Personal Property
25.67%
11%
Motor Vehicle
100.00%
.00%
Overall Collection Rate
25.63%
r26.37%
Total Collected YTD
$3,557,116.42
58,427.28
STRATEGIC PLAN ALIGNMENT:
Good Governance
Board of Commissioners - December 2, 2024
ITEM: 1
Strong Financial Performance
■ Proactively manage the county budget
RECOMMENDED MOTION AND REQUESTED ACTIONS:
Approve the reports.
ATTACHMENTS:
October 2024 EOM-NH1
October 2024 EOM-NH2
October 2024 EOM-NH3
COUNTY MANAGER'S COMMENTS AND RECOMMENDATIONS: (only Manager)
Recommend approval.
COMMISSIONERS' ACTIONS:
Approved 5-0.
Board of Commissioners - December 2, 2024
ITEM: 1
New Hanover County Monthly Collection Report for October 2024
Current Year 2024-2025
Real Estate
Personal Property
Motor Vehicles
Combined
Scroll/Billed
$
192,824,460.50
$
15,718,474.82
$
5,218,943.66
$ 213,761,878.98
Abatements
$
(60,024.40)
$
(58,503.88)
$
$ (118,528.28)
Adjustments
$
30,411.08
$
105,835.30
$
$ 136,246.38
Total Taxes Charged
$
192,794,847.18
$
15,765,806.24
$
5,218,943.66
$ 213,779,597.08
Collections to Date
$
45,022,815.26
$
4,206,703.30
$
5,218,943.66
$ 54,448,462.22
*Refunds
$
95,226.16
$
15,220.20
$
$ 110,446.36
Write-off
$
106.00
$
1,439.55
$
$ 1,545.55
Outstanding Balance
$
147,867,152.08
$
11,572,883.59
$
$ 159,440,035.67
Collection Percentage
23.30
26.60
100.00
25.42
YTD Interest Collected
$
13.47
$
-
$
47,272.08
$ 47,285.55
Total 2024-2025 Collections YTD $ 54,385,301.41
Prior Years 2014-2023
Real Estate
Personal Property
Motor Vehicles
Combined
Scroll
$
1,547,619.81
$
3,986,566.26
$
4,935.81
$ 5,539,121.88
Abatements
$
(912.13)
$
(34,814.45)
$
-
$ (35,726.58)
Adjustments
$
1,105.70
$
49.02
$
-
$ 1,154.72
Total Levy
$
1,547,813.38
$
3,951,800.83
$
4,935.81
$ 5,504,550.02
Collections to Date
$
332,101.56
$
68,664.74
$
-
$ 400,766.30
*Refunds
$
25,157.37
$
8,926.30
$
-
$ 34,083.67
Write-off
$
35,444.04
$
485,455.42
$
4,714.71
$ 525,614.17
Outstanding Balance
$
1,205,425.15
$
3,406,606.97
$
221.10
$ 5,663,481.56
YTD Interest Collected
$
54,149.21
$
18,503.55
$
-
$ 72,652.76
Total Prior Year Collections YTD
439,335.39
Grand Total All Collections YTD $ 54,824,636.80
*Detailed information for Refunds can be found in the Tax Office
NEW HANOVER COUNTY
Chair
Clerk to the Board
Date
Board of Commissioners - December 2, 2024
ITEM: 1 - 1 - 1
New Hanover County Fire District Monthly Collection Report for October 2024
Current Year 2024-2025
Real Estate
Personal Property
Motor Vehicles
Combined
Scroll/Billed
$
12,269,572.80
$
1,160,027.91
$
423,562.82
$
13,853,163.53
Abatements
$
(3,402.95)
$
(2,728.19)
$
(6,131.14)
Adjustments
$
1,238.26
$
16,576.16
$
17,814.42
Total Taxes Charged
$
12,267,408.11
$
1,173,875.88
$
423,562.82
$
13,864,846.81
Collections to Date
$
2,828,627.75
$
301,147.13
$
423,562.82
$
3,553,337.70
*Refunds
$
-
$
17.61
$
17.61
Write-off
$
19.07
$
148.62
$
167.69
Outstanding Balance
$
9,438,761.29
$
872,597.74
$
-
$
10,311,359.03
Collection Percentage
23.06
25.67
100.00
25.63
YTD Interest Collected
$
2.28
$
-
$
3,794.05
$
3,796.33
Total 2024-2025 Collections YTD $ 3,557,116.42
Prior Years 2014-2023
Real Estate
Personal Property
Motor Vehicles
Combined
$
109,535.20
$
219,233.36
$
316.74
$
329,085.30
Scroll
Abatements
$
-
$
(701.30)
$
-
$
(701.30)
Adjustments
$
-
$
8.35
$
-
$
8.35
Total Levy
$
109,535.20
$
218,540.41
$
316.74
$
328,392.35
Collections to Date
$
25,506.39
$
5,442.68
$
-
$
30,949.07
*Refunds
$
114.58
$
21.62
$
-
$
136.20
Write-off
$
2,336.16
$
27,258.02
$
316.74
$
29,910.92
Outstanding Balance
$
81,807.23
$
185,861.33
$
-
$
327,490.40
YTD Interest Collected
$
3,969.78
$
899.37
$
-
$
4,869.15
Total Prior Year Collections YTD
35,818.22
Grand Total All Collections YTD $ 3,592,934.64
* Detailed information for Refunds can be found in the Tax Office
NEW HANOVER COUNTY
Chair
Clerk to the Board
Date
Board of Commissioners - December 2, 2024
ITEM: 1 - 2 - 1
New Hanover County Debt Service Monthly Collection Report for October 2024
Current Year 2024-2025
Real Estate
Personal
Property
Motor Vehicles
Combined
Scroll/Billed
$
9,437,923.52
$
805,958.41
$
279,410.90
$
10,523,292.83
Abatements
$
(2,944.38)
$
(2,866.27)
$
-
$
(5,810.65)
Adjustments
$
1,488.69
$
5,180.76
$
-
$
6,669.45
Total Taxes Charged
$
9,436,467.83
$
808,272.90
$
279,410.90
$
10,524,151.63
Collections to Date
$
2,195,284.68
$
210,288.58
$
279,410.90
$
2,684,984.16
*Refunds
$
-
$
341.48
$
341.48
Write-off
$
7.46
$
70.64
$
78.10
Outstanding Balance
$
7,241,175.69
$
598,255.16
$
-
$
7,839,430.85
Collection Percentage
23.26
25.98
100.00
25.51
YTD Interest Collected
$
1.22
$
-
$
2,806.54
$
2,807.76
Total 2024-2025 Collections YTD $ 2,687,450.44
Prior Years 2014-2023
Real Estate
Personal
Property
Motor Vehicles
Combined
Scroll
$
126,364.62
$
348,163.53
$ -
$
474,528.15
Abatements
$
(60.28)
$
(3,643.19)
$
(3,703.47)
Adjustments
$
102.71
$
2.76
$
105.47
Total Levy
$
126,407.05
$
344,523.10
$ -
$
470,930.15
Collections to Date
$
22,699.22
$
4,132.20
$ -
$
26,831.42
*Refunds
$
93.60
$
69.99
$ -
$
163.59
Write-off
$
0.52
$
0.87
$ -
$
1.39
Outstanding Balance
$
103,800.91
$
340,460.02
$ -
$
444,263.71
YTD Interest Collected
$
4,430.16
$
1,649.20
$ -
$
6,079.36
Total Prior Year Collections YTD
32,747.19
Grand Total All Collections YTD $ 2,720,197.63
* Detailed information for Refunds can be found in the Tax Office
NEW HANOVER COUNTY
Chair
Clerk to the Board
Date
Board of Commissioners - December 2, 2024
ITEM: 1 - 3 - 1
NEW HANOVER COUNTY BOARD OF COMMISSIONERS
REQUEST FOR BOARD ACTION
MEETING DATE: 12/2/2024
Consent
DEPARTMENT: County Attorney PRESENTER(S): Karen Richards, NHC Deputy County Attorney
CONTACT(S): Karen Richards
SUBJECT:
Adoption of Public Officials Bond Resolution
BRIEF SUMMARY:
Pursuant to North Carolina General Statute 58-72-20, the board is annually review the Surety Bond coverage for the
following:
• Finance Officer $1,000,000
• Sheriff $25,000
• Register of Deeds $50,000
• Tax Collector $100,000
Staff has verified that adequate coverage is in full force and effect.
STRATEGIC PLAN ALIGNMENT:
• Good Governance
o Effective County Management
■ I ncrease transparency and awareness about county actions
RECOMMENDED MOTION AND REQUESTED ACTIONS:
Adopt the resolution.
ATTACHMENTS:
Public Officials Bond 2024
COUNTY MANAGER'S COMMENTS AND RECOMMENDATIONS: (only Manager)
Recommend adoption.
COMMISSIONERS' ACTIONS:
Adopted 5-0.
Board of Commissioners - December 2, 2024
ITEM: 2
Board of Commissioners - December 2, 2024
ITEM: 2
NEW HANOVER COUNTY BOARD OF COMMISSIONERS
RESOLUTION AUTHORIZING APPROVAL OF PUBLIC OFFICIALS BOND
WHEREAS, pursuant to Chapter 58-72-20 of the North Carolina General Statutes, the Board of
County Commissioners conducts an annual review of public official bonds; and
WHEREAS, the said bonds have been reviewed by the County Attorney and found to be in full
force and in proper format.
NOW, THEREFORE, the Board of County Commissioners hereby approve the Surety Bond for the
Finance Officer, Sheriff, Register of Deeds, and Tax Collector. This designation of approval is hereby
incorporated within the respective bond as if set out in its entirety on the face thereof.
ADOPTED, this 2nd day of December 2024.
NEW HANOVER COUNTY
Chair
/e1ar*II
Kymberleigh G. Crowell, Clerk to the Board
Board of Commissioners - December 2, 2024
ITEM: 2 - 1 - 1
NEW HANOVER COUNTY BOARD OF COMMISSIONERS
REQUEST FOR BOARD ACTION
MEETING DATE: 12/2/2024
Consent
DEPARTMENT: County PRESENTER(S): Kemp Burpeau, Senior Deputy County Attorney and Joe Suleyman,
Attorney Recycling & Solid Waste Director
CONTACT(S): Kemp Burpeau and Joe Suleyman
SU BJI ECT:
Second Reading: Approval of Solid Waste Franchise Agreement for Eastern Waste and Recycling, Inc.
BRIEF SUMMARY:
New Hanover County requires a county -issued franchise to collect solid waste. In accordance with County Ordinance
44.55, the applicant has submitted information regarding their business organization, equipment, personnel, and fiscal
responsibility. The Recycling & Solid Waste Director has no objections to the franchise request.
The proposed franchise agreement would be for a seven-year term. Currently, the county has 26 active franchise
agreements. All franchise agreements will now include the following requirement: If a franchisee provides curbside
collection services, they must also offer customers a curbside recycling option.
Staff has reviewed the application solely for compliance with the County Code. It is the responsibility of prospective
customers to determine the suitability of the provider and their service.
STRATEGIC PLAN ALIGNMENT:
• Good Governance
o Effective County Management
■ Increase transparency and awareness about county actions
RECOMMENDED MOTION AND REQUESTED ACTIONS:
Authorize franchise award. Upon approval of the award, the company will provide Certificates of Insurance, agree not
to bring outside waste into the county, and ensure all waste is hauled to a county -designated facility, if required by law.
ATTACHMENTS:
25-0281 Eastern Waste and Recycling
Eastern Waste and Recycling supporting document
COUNTY MANAGER'S COMMENTS AND RECOMMENDATIONS: (only Manager)
Board of Commissioners - December 2, 2024
ITEM: 3
Recommend approve award.
COMMISSIONERS' ACTIONS:
Approved 5-0.
Board of Commissioners - December 2, 2024
ITEM: 3
New Hanover County Contract # 25-0281
STATE OF NORTH CAROLINA AWARD OF FRANCHISE AGREEMENT
FOR
COUNTY OF NEW HANOVER SOLID WASTE SERVICES
THIS FRANCHISE AGREEMENT made and entered into this the day of
2024, by and between NEW HANOVER COUNTY, North Carolina, a political
subdivision of the State of North Carolina, hereinafter called "County" and EASTERN WASTE
AND RECYCLING, INC., a North Carolina Corporation, with its principal mailing address
2013 N. Kerr Avenue, Wilmington, NC, 28405, hereinafter called "Operator."
WITNESSETH
WHEREAS, the County has, through the power granted to it under G.S. 153A-136,
adopted an ordinance regulating the collection and disposal of solid wastes and requiring that
all waste haulers have a license and a franchise in order to operate in the County, in order to
provide the residents and commercial customer of the County with reliable, environmentally
sound waste disposal now and in the future; and
WHEREAS, Operator has contracted with commercial and/or residential customers
located in New Hanover County in order to provide solid waste collection and disposal; and
NOW THEREFORE, in consideration of the mutual benefits inuring to the parties
hereto and based upon the mutual covenants contained herein and the considerations stated
herein, the parties do hereby covenant and agree, and County hereby conveys a non-
exclusive franchise to Operator, to collect and dispose of solid wastes to commercial and/or
residential customers in the County. The parties therefore agree to the following terms and
conditions:
1. Terms of Agreement. The initial term of this Franchise Agreement shall be seven
(7) years from the date of signing. The Franchise may automatically renew and
extend for a subsequent seven (7) year term, contingent upon County
Commissioners approval pursuant to G.S. 153A-46.
2. Scope of Services. For the term of this Franchise Agreement, Operator agrees to
provide commercial and/or residential customers with solid waste collection and
transportation to County -approved disposal sites.
3. Disposal at County -Approved Facilities. Operator agrees to dispose of all waste
collected in the County, as part of this franchise agreement, at County -approved
facilities consistent with State law. With regard to County -approved facilities, said
approval must be obtained by Operator prior to the disposal at said facilities, and
said approval shall be granted or denied entirely at the discretion of the County.
The County also has the authority to designate which facilities shall be used.
4. Curbside Recycling. Should Operator provide curbside trash collection services,
Operator must also offer customer a curbside recycling option.
5. Administration/Billing. All billing of customers shall remain the responsibility of the
franchisee.
6. Franchise. It is understood and agreed that all of the terms and conditions of New
Hanover County Code Chapter 44, entitled "Solid Waste," pertaining to a franchise
Board of Commissioners - December 2, 2024
ITEM: 3 - 1 - 1
New Hanover County Contract # 25-0281
for solid waste collections are incorporated herein by reference and made a part
hereof as if fully set forth, including but not limited to insurance requirements.
7. Personnel and Equipment. Operator shall equip and maintain all vehicles with staff
and equipment to comply with any applicable regulations and laws.
8. Independent Contractor. It is mutually understood and agreed that Operator is an
independent contractor and not an agent of the county, and as such, Operator, its
agents and employees shall not be entitled to any County employee benefits, and
as such, Operator, its agents and employees shall not be entitled to any County
employment benefits, such as, but not limited to, vacation, sick leave, insurance,
workers' compensation, or pension or retirement benefits.
9. Indemnity. To the extent permitted by law, Operator shall indemnify and hold the
County, its agents and employees, harmless against any and all claims, demands,
causes of action, or other liability, including attorneys' fees, on account of personal
injuries or death or on account of property damages arising out of or relating to the
work to be performed by Operator hereunder, resulting from the negligence of or
willful act or omission of Operator, its agents, employees and subcontractors. To
the extent permitted by law, the County shall indemnify and hold the Operator, its
agents and employees, harmless against any and all claims, demands causes of
action, or other liability, including attorneys' fees, on account of personal injuries
or death or on account of property damages arising out of or related to the solid
waste services operated and administered by the County, and resulting from the
negligence of or willful act or omission of the County, its agents, employees, and
subcontractors.
10. Commercial General Liabilitv. Franchise shall maintain Commercial General
Liability (CGL) and if necessary, Commercial Umbrella Liability (CUL) insurance
with a total limit of not less than $1,000,000 for each occurrence for bodily injury
and property damage. If such CGL insurance contains a general aggregate limit,
it shall apply separately to this work or services, or the general aggregate shall be
twice the required limit.
11. Business Auto Liability. Operator shall maintain applicable Business Auto Liability
and, if necessary, Commercial Umbrella Liability insurance with a limit of not less
than $1,000,000 each accident. Such insurance shall cover liability arising out of
any auto, including owned, hired, and non -owned autos used in the performance
of work or services.
12. Assignment, Contracting_ The parties agree that this agreement is not transferable
or assignable by either party without the written consent of the other party to this
agreement. Operator shall not subcontract with another entity to perform the
services described herein without the approval of the County Manager or his
designee.
13. Termination. The franchisee may terminate this franchise upon three hundred
sixty-five (365) days written notice, or less notice with the consent of the County.
The County may only revoke the franchise for cause as set out in Chapter 44,
"Solid Waste," of the New Hanover County Code. This franchise may be modified
or revoked by the County in the event that an ordinance is passed by the Board of
Board of Commissioners - December 2, 2024
ITEM: 3 - 1 - 2
New Hanover County Contract # 25-0281
Commissioners creating an exclusive franchise system for residential solid waste
collection in the unincorporated County.
14. Non -Waiver of Rights. It is agreed that County's failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon
a breach thereof, or the acceptance of any performance during such breach, shall
not constitute a waiver of any rights under this agreement.
15. Equal Opportunity. In connection with the performance of this agreement,
Operator agrees not to discriminate against any employee or applicant for
employment because of race, religion, color, sex, age, disability, or national origin.
16. Entire Agreement. This agreement constitutes the entire understanding of the
parties with regard to the provision of solid waste collection and disposal. No
modification of rescission of this agreement shall be effective unless evidenced by
a writing signed by both parties to this agreement.
17. E-Verify Compliance. Operator shall fully comply with the U.S. Department of
Homeland Security employee legal status E-Verify requirements for itself and all
its subcontractors. Violation of the provision, unless timely cured, shall constitute
a breach of contract.
IN WITNESS THEREOF, the parties have hereunto set their hands and seals by
authority duly given on the day and year first above written.
ATTEST:
Secretary
EASTERN WASTE AND RECYCLING,
INC.
President
(SEAL)
Board of Commissioners - December 2, 2024
ITEM: 3 - 1 - 3
New Hanover County Contract # 25-0281
STATE OF
COUNTY
I, , a Notary Public of the State and County aforesaid,
certify that came before me this day and acknowledged that
(s)he is Member/Manager of EASTERN WASTE AND RECYCLING, INC., a North Carolina
Corporation, and that by County duly given and as the act of the corporation, the foregoing
instrument was signed and sealed in its name by its Member/Manager.
WITNESS my hand and official seal, this day of , 2024.
Notary Public My Commission Expires
[SEAL]
New Hanover County digital signature page attached hereto
and incorporated herein by reference.
Board of Commissioners - December 2, 2024
ITEM: 3 - 1 - 4
EASTERN WASTE AND RECYCLING
Eastern Waste and Recycling Inc, Located at 2013 N Kerr Ave, Wilmington, NC, 28405.
The business is an S corporation with the following partners; Ronald McManus Jr (41.5%
Ownership), Michael Marangi (41.5% Ownership), Michael Morales (15% ownership)
and Stephen Nebel (2% ownership).
2. Equipment
a. 2024 Autocar ACX with a labrie body
b. 2024 Autocar ACX with a labrie body
c. 2024 Autocar ACX with a labrie body
d. 2020 Dodge Ram 3500
e. 2023 Hino S4 Box Truck
f. 2011 Crane Carrier Co LET with a labrie body
3. We expect to have a total of 15 employees for this company.
4. Experience: Michael Marangi has over 50 years of experience in the waste industry with
owning multiple companies in New York and Pennsylvania. Ronald McManus Jr has over
30 years of experience in the waste industry with owning multiple companies in New
York that specialize in residential services. Michael Morales has 5 years of experience
with waste, he helped his brother build a business in Pennsylvania which serviced over
1,000 customers. Stephen Nebel has 4 years of experience in the waste industry with
helping build multiple companies for Michael Marangi and Ronald McManus Jr.
5. We are a new company starting in the area. We received out articles of incorporation on
February 6, 2024. Our plan is to invest a total of $7 million over the course of the next
two years to build our residential waste service. This investment will fund equipment
(trucks, garbage cans, office, etc). Currently we have over $250,000 invested to pay for
our current equipment that is in use.
Board of Commissioners - December 2, 2024
ITEM: 3 - 2 - 1
NEW HANOVER COUNTY BOARD OF COMMISSIONERS
REQUEST FOR BOARD ACTION
MEETING DATE: 12/2/2024
Regular
DEPARTMENT: Strategy PRESENTER(S): Jennifer Rigby, NHC Chief Strategy Officer
CONTACT(S): Jennifer Rigby
SU BJ ECT:
NHC Strategy Plan Report Out - Year 1
BRIEF SUMMARY:
In July 2023, the Board of Commissioners adopted our third strategic plan focused on fiscal years 2024-2028. As the
Board of Commissioners continues to lead with strategic vision, our community has made significant progress towards
becoming the vibrant prosperous community we aspire to by accomplishing goals that serve our community.
The plan, focused on Workforce and Economic Development, Community Safety and Well-being, and Sustainable Land
Use and Environmental Stewardship and underpinned by the Model of Good Governance, is the policy direction for
the organization and community. This commitment to lead with a robust strategy focused on measurable goals has
proved to directly impact our community and residents.
Attached is the annual report out for the first fiscal year of our strategic plan. Highlighted are areas where New
Hanover County is making progress towards meeting our 5-year goals as well as opportunities where New Hanover
County can focus over the next 4 years.
STRATEGIC PLAN ALIGNMENT:
• Good Governance
o Effective County Management
■ 1 ncrease transparency and awareness about county actions
• Internal business processes
■ Communicate what the county does and why
RECOMMENDED MOTION AND REQUESTED ACTIONS:
Receive report.
ATTACHMENTS:
NHC Strategy Plan Report
Staff Presentation
COUNTY MANAGER'S COMMENTS AND RECOMMENDATIONS: (only Manager)
Board of Commissioners - December 2, 2024
ITEM: 4
Recommend receive report.
COMMISSIONERS' ACTIONS:
Received report 5-0.
Board of Commissioners - December 2, 2024
ITEM: 4
NNew Hanover County Strategic Plan
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Maintain a county unemployment rate 0.25% lower than the state -0.40%
Achieve an average wage growth 1.5% higher than the state -2.21 %
Maintain new business growth within 2.5% of the state -2.50%
County sales tax year over year growth 1 % higher than the state 0.42%
County has GDP per capita growth higher than the state 5.21 %
Achieve a positive return on investment for infrastructure projects or funding within 15 years $3.486
Reduce top 3 causes of premature death (under age 75) by:
• Cancer - 2% annually, 10% over 5 years
• Heart Diseases - 2% annually, 10% over 5 years
• Accidents - 1 % annually, 5% over 5 years
Achieve a mental healthcare provider ratio of 140:1
911 - 90% of urgent calls are dispatched within 90 seconds
Fire Rescue - 90% of responses are timely and arrive within official emergency benchmarks
(first arriving unit)
Survey respondents report there are opportunities available to build meaningful
connections and encourage community connections
Increase residential units within a 10-minute drive of health care, childcare, grocery stores
and pharmacies (unincorporated county)
Increase residential units per capita (unincorporated county)
Reduce development in special flood hazard areas
® Reduction of bacterial contaminants in county creeks
Increase in attendance year over year at cultural and recreation facilities
Residents report their culture is valued in New Hanover County
94.4%
2.21
55
19.4
350,000
yr 1 survey
75% of respondents report they are satisfied with the level of services the county provides 73.7%
75% of respondents report they were treated fairly by the New Hanover County team 81.9%
75% of metrics for the 3 main focus areas are making positive progress n/a
75% of respondents report they understand the decisions the county makes 43.2%
(4D <5% of controllable losses during the fiscal year were from high performers 2.18%
Organizational diversity assessment matches our county demographic within 5% of n/a
Census demographic
90% of all department level budget and strategic KPIs are achieving set goal 66.0%
80% of county employees report they have or are receiving continuous education/training 75.0%
related to their job
Reduce Carbon Footprint by 25% from 2018 levels by 2028 at our facilities 13.0%
Reduce Carbon Footprint by 25% from 2022 levels by 2028 for our fleet 14.6%
Utilizing the Smart Saver Program, select options with 5 year or less payback and reduction n/a
in demand and consumption by 30%
Board of Commissioners - December 2, 2024
ITEM: 4 - 1 - 1
The Office of Strategy is pleased to report out on the first year of the FY 2024-2028 Strategic plan with a summary of performance measures regarding all
aspects of strategic governance in New Hanover County: including workforce and economic development, community safety and well-being, sustainable
land use and environmental stewardship, and good governance.
Workforce & Economic Development
New Hanover County has demonstrated resilience with an unemployment rate of 3.10% which remains .40% lower than the state average of 3.5%.
Despite a slowdown of a 2.31% wage growth relative to the state's 3.95% wage growth, the county is trending in the right direction and historically has
outpaced state averages since 2019.
Notably, new business growth reached 6.9%, although this falls short of the state's 12.1%. While the county has made investments in new business parks
and business development, we will need to continue to focus on fully implementing these strategies.
New Hanover County is making strategic infrastructure investments that is generating private investment. In the past year, projects have come online that
total
$73M of investment which has contributed to growing the tax base within a % mile radius of these investments and setting us on a path to achieve a
positive return on investment. The county also secured approval from the North Carolina Local Government Commission for Project Grace, a $57 million
redevelopment in downtown Wilmington, which commenced construction in February 2024. This initiative will bring state-of-the-art cultural and
educational facilities to the community, including a modern public library and a regional history museum, and will prove to be a strategic investment that
spurs private development.
Community Safety & Well-being
The county reported a collective 4% decline in premature deaths from heart disease and accidents, which suggests effective interventions. However, the
8% increase in cancer deaths underscores the need for enhanced prevention and treatment strategies.
To advance mental health and substance use disorder initiatives, the county deployed $9.3 million from the Mental Health and Substance Use Disorder
escrow fund and opioid settlement funds. Additionally, the county is making strides to improve mental healthcare access, reducing the client -to -provider
ratio from 190:1 to 180:1, moving toward a target of 140:1.
Our 911 dispatch times for life threatening calls are measured by the amount of time it takes for the 911 telecommunicator to dispatch a call to EMS, Fire
Rescue or Law Enforcement. To serve our citizens well during their most vulnerable time, it's important to ensure that we have a strategic response to
their needs. For EMS, dispatch provides Pre -Alerts where our EMS is notified as soon as the call comes in and, they are provided with the details about
the nature of the call as they are enroute. This provides for a quicker response to those with a medical emergency; however, the Pre -Alert times are not
captured in the data. Fire Rescue and Law Enforcement calls are a little more unique because of the complexity of their equipment and the requirements
for backup personnel. They need more information about the nature of the emergency before a Fire apparatus or law enforcement officers can be
dispatch.
Residents should be assured that our 911 telecommunicators are on the line with them the entire time, sharing important life-saving information. We
anticipate that as we enhance our processes, we will be able to provide more insight into quicker dispatch times over the coming years and look forward
to sharing this with our community.
Sustainable Land Use & Environmental Stewardship
Sustainable land use planning has yielded positive outcomes, enhancing residents' access to essential services and promoting diverse housing options. The
county began updating its comprehensive land use plan, which will further strengthen these efforts.
The county is also addressing food access challenges, including a partnership with the New Hanover Community Endowment to fund the design and
construct a new grocery store in Wilmington's Northside neighborhood, a community that has faced food desert conditions for over 35 years. Partnering
with local organizations, this project will provide residents with access to fresh food and create local jobs, with the store set to open in early 2026.
Good Governance
There have been significant improvements in service quality and community engagement. This is the first time we have established metrics for Good
Governance which illustrates a commitment to continuous improvement.
An impressive 86.7% of residents reported satisfaction with county services, an increase from 73.7%. Additionally, 91.0% felt fairly treated by the county
team, up from 81.9%, highlighting the county's commitment to equitable treatment. Transparency efforts are also reflected in a rise to 61.2% of residents
understanding the county's decisions, compared to 43.2% previously. While 70% of key performance metrics showed positive progress, this fell short of the
75%target, indicating room for continued improvement.
In relation to the county's workforce, the county's organizational diversity assessment revealed the demographics of our employees closely align with 2020
Census data, indicating we are hiring and retaining people reflective of our community. We successfully retained our top -performing staff members,
achieving a very low 1.32% loss in controllable turnover among high performers. Continuous education and training for 75% of county employees, while
below the 80% target, still indicates a solid foundation for employee development. Finally, we maintained a Triple -A bond rating on general obligation
bonds from both Moody's Investor Services and Standard & Poor's, reflecting strong fiscal health.
We are excited to build on this first year of outcomes from our new strategic plan and will keep you informed every step of the way.
Kindest regards,
ge °-
Chief Strategy Officer
Eliza Baldwin, Strategy Manager
Tara Robles, Sr. Strategy Analyst for Continuous Improvement
Sharon Braxton, Strategy Data Analyst
Victor Majano, Strategy Analyst
Delaney McBride, MPA Fellow Board of Commissioners - December 2, 2024
ITEM: 4 - 1 - 2
2024m2O28 Strategic Plan
Year 1 Report Out
Jennifer Rigby
Chief Strategy Officer
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■New Hanover Coup Strategic Plan � 0: �
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The Model of Good Govern ante mh
A vibrant, prosperous, diverse coastal
corn munity committed to building a
sustainable future for generations to come
Workforce & Economic
Development
Residents are provided equitable
opportunities to connect to education
and highly skilled employment.
A business -friendly environment
that promotes growth, agility, and
collaboration_
flew Hanover County is committed to providing
equitable opportunities and exceptional public
services through goad governance to ensure a safe,
healthy, secure and thriving community for all.
r�
Community Safety Sustainable Land Use &
& Well-being Environmental Stewardship
Every resident has access to services Through planned growth and
that support their physical health devekopment, residents have
and mental well-being. access to their basic needs_
The community supports a life that
mitigates health and safety risks.
Natural areas and critical
environmental features are
enhanced and protecwd-
Resilient infrastructure drives Residents feel supported and Cultural amenities that enhance
economic growth and opportunities. connected to their community. quality of place are safeguarded.
Workforce & Economic Development Measures
Maintain a county unemployment rate 0.25% lager than the state
Achieve an average wage growth 1.5% higher than the state
Maintain new business growth within 2.5M of the skate
Cou my sales tax year over year growth 1 % higher than the state
County has 13 DP per capita grouvkh higher than .he 4 ate
Achieve a positive return on investment far infrastructure projects or funding within 15 years
Professionalism Equity InteLyrity Innovation Stewardship Accountability
Community Safety & Well-being
- Accidents -1 annually, 5% over 5 years
Achieve a mental healthcare provider ratio of 140:1
911 - 90H of urgent calls are dispatched within 90 seconds
Fire Rescue - 90 of responses are timely and arrive within official emergency benchmarks
(first arriving unit)
Survey respondents report there are opportunities available to build meaningful
connections and encourage community connections
r 1 survey
Professionalism Equity InteLyrity Innovation Stewardship Accountability
Sustainable Land Use & Environmental Stewardship
Increase residential units within a 10-minute drive of health care, childcare, grocery stores
and pharmacies {unincorporated county} ,
Increase residential units per capita (unincorporated county)
• Reduce development in special flood hazard areas
Reduction of bacterial contaminants in county creeks
Increase in attendance year over year at cultural and recreation facilities
55
19.4
350,000
f
Residents report their culture is valued in New Hanover County yr 7 survey
Professionalism Equity InteLyrity Innovation Stewardship Accountability
---- uIDN"Yornance
75% of respondents report they are satisfied with the level of services the county provides 73.7
75%ofrespondentsreporttheyweretreated fairlybytheNewHanover Countytea m 81, p
r
75% of metrics for the 3 main_focus areas are making positive progress n/a
75% of respondents report they understand the decisions the county makes 4 ,
I <596 of controllable losses du ring the fiscal year were from high performers 2.18%
Organizational diversity assessment matches our county demographic within 5% of '
Census demographic n/a
9D% of all department level budget and strategic KID Is are achieving set goal 66.io%
's
8D% of county employees report they have or are receiving conti n uo us led ucationitraining 75.0%
related to theirjob
Reduce Carbon Footprint by 25% from 2018 levels by 2028 at our facilities 13.0%
r
I Red uceCarbonFaatprintby25%fro m20221eve Isby2028forourfleet 14.6%
Utilizing the Smart Saver Program, select options with 5 year or less payback and reduction
in demand and consumption bv30%
Professionalism Equity InteLyrity Innovation Stewardship Accountability
Questions?