FY22-23 Adopted Budget in Brief BookI 40 Y
• NEW HANOVER COUNTY
The Model of Good Governance
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NEW HANOVER COUNTY
ADOPTED BUDGET
FISCAL YEAR 2022-2023
County Commissioners
Julia Olson-Boseman, Chair
Deb Hays, Vice -Chair
Jonathan Barfield, Jr.
Bill Rivenbark
Rob Zapple
County Manager
Chris Coudriet
County Staff
Eric Credle, Chief Financial Officer
Michelle Daniels, Budget Officer
Scott Steinhilber, Budget Coordinator
Jeremy Ashworth, Budget Analyst
Karen Hurley, Budget Analyst
Gwen Hill, Budget Specialist
230 Government Center Drive, Suite #165
Wilmington, North Carolina 28403
http://www.nhcgov.com/Finance
You may send comments or questions on this budget to
ecredle@nhcgov.com.
OUR VISION
for NEW HANOVER COUNTY
A vibrant, prosperous, diverse coastal community
committed to building a sustainable future for
generations to come.
MISSION STATEMENT
New Wanover County is committed to providing
equitable opportunities and exceptional public services
through goodgovernance to ensure a safe, healthy,
secure, and thriving community for all.
The New Hanover County
Board of Commissioners
June 2021
TABLE OF CONTENTS
OVERVIEW:
County Manager's Letter of Adopted Changes 1
County Manager's Letter of Transmittal 3
Enhancements 13
FY22-23 Budget Ordinance 15
BUDGET PROCESS:
Strategy and Strategic Plan Report Out 27
Equity Tool 33
GOVERNMENT -WIDE:
Organizational Chart
Position Summary by Function and Budget Functions
Position Summary by Department
Summary of Expenditures and Revenues — All Funds
Grant Management
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35
36
37
38
39
Modified General Fund Expenditure Comparison
44
Percentage Change of Budgeted Expenditures by Function
45
Percentage Change of Budgeted Revenues by Class
47
Net County Cost — Human Services
50
Non -County Agency Contributions
53
Non -Departmental
49
Summary of Education Expenditures
58
Capital:
Capital Outlay 59
Capital Improvement Plan 62
Capital Project Descriptions 65
DEBT MANAGEMENT:
Debt Service for Next Five Years 75
Statement of Revenues and Expenditures:
Major Governmental Funds 78
Non -Major Special Revenue Funds 81
Enterprise 83
Total for All Budgeted Funds 84
Numbers in the adopted budget document have been rounded to make the document easier to
understand and compare with other data. Minor discrepancies in tables between totals and sums
of components may occur due to rounding.
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July 29, 2022
NEW HAN OVER COUNTY
COUNTY MANAGER'S OFFICE
230 Government Center Drive, Suite 195, Wilmington, NC 28403
P: (910) 798-7184 1 F: (910) 798-7277 1 NHCgov.com
Chris Coudriet, County Manager I Tim Burgess, Deputy County Manager
Tufanna Bradley, Assistant County Manager I Lisa Wurtzbacher, Assistant County Manager
To the New Hanover County Board of Commissioners:
I am pleased to present to you the fiscal year (FY) 2022-2023 budget for New Hanover County as adopted
on June 6, 2022. This document represents the County's budget and strategic plan for the fiscal year. The
Adopted Budget for fiscal year 2022-2023 is presented as follows:
• A total adopted ad valorem tax rate of 45.50 cents per $100 of assessed value; with 42.29 cents
per $100 of assessed value for the General Fund and 3.21 cents per $100 of assessed value for
the Debt Service Fund,
• Ad valorem tax rate of 7.25 cents per $100 of assessed value for the Fire Services District Fund,
• Environmental Management Fund tipping fee of $52 per ton,
• Stormwater Services Fee of $5.65 per equivalent residential unit per month,
• Absorbs $3.81M in General Fund expenses with American Rescue Plan funds,
• Absorbs $4.41M in General Fund expenses with American Rescue Plan funds specifically for
Community Building initiatives,
• Allocates $2.41M to the General Fund from the Revenue Stabilization Fund,
• Allocates $5.41M to the General Fund from the Revenue Stabilization Fund specifically for
Community Building initiatives,
• A total spending plan of $508 million.
The items listed below, totaling $1.81M, reflect additional expenditures to the recommended budget:
Museum - Renewal/Renovation of
Market Street Facility
$134,500
Cape Fear Habitat for Humanity, Inc.
$12,000
Courts -Additional Prosecutor
117,105
Coastal Therapeutic Riding Program
2,000
Second Chance Legal Aid Program
351,770
Feast Down East, Inc.
14,000
Fire - Gordon Rd. 2nd Parcel
250,000
Food Bank of Central & Eastern NC at
Wilmington
22,000
Arts Council of Wilmington and
New Hanover County
30,000
GLOW NC
14,000
Genesis Block Labs, LLC
25,000
Leading Into New Communities, Inc. (LINC)
43,000
Wilmington Symphony Orchestra
10,000
Louise Wells Cameron Art Museum
15,000
A Safe Place
9,000
The Carousel Center, Inc.
14,000
Accessible Coastal Carolina Events
Sports & Services
375
WARM, Inc.
41,000
Blue Ribbon Commission (VOYAGE)
3,500
Wilmington's Residential Adolescent
Achievement Place
38,210
Blue Ribbon Commission (VOYAGE)
27,500
Young Scientist Academy
7,936
Cape Fear Clinic, Inc.
14,000
Pre-K Expansion
580,726
The following reflect $1.81VI in revenue sources funding the expenses above:
Reduction of existing medical insurance - employer paid contributions
$299,387
Reduction of administrative reserve funds
43,134
Increase of appropriated fund balance
134,500
Increase of revenue stabilization fund principal allocation
468,875
Increase of loan proceeds
250,000
Reallocation of existing ARPA program expenses
580,726
I look forward to working with you toward the execution of the FY 2022-2023 budget for New Hanover
County.
Sincerely,
CW4Q-60-
Chris Coudriet
County Manager
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May 12, 2022
NEW HANOVER COUNTY
COUNTY MANAGER'S OFFICE
230 Government Center Drive, Suite 195, Wilmington, NC 28403
P: (910) 798-7184 1 F: (910) 798-7277 1 NHCgov.com
Chris Coudriet, County Manager I Tim Burgess, Deputy County Manager
Tufanna Bradley, Assistant County Manager I Lisa Wurtzbacher, Assistant County Manager
To the New Hanover County Board of Commissioners:
I am pleased to present the recommended budget for fiscal year (FY) 2022-2023, which was prepared in
accordance with The North Carolina Budget and Fiscal Control Act and provides funding that 1) meets our
statutory responsibilities, 2) supports existing county objectives, 3) advances the priorities of the New
Hanover County Strategic Plan, and 4) meets the Board's strategic priority of minimizing taxes and fees by
offering a property tax reduction.
Our community continues to band together and work through challenges with a strong commitment to
collective progress and the advancement of our residents, businesses, non -profits, and neighbors.
Within the last year, we established a Pandemic Operations Team to address the demand of vaccinating,
testing and managing data to inform decisions that impact our area. Our community experienced a
shooting on the campus of a public -school that charged us to activate a plan to mitigate violence and build
our community up street by street, neighborhood by neighborhood. Our approach to addressing the
unexpected is tried and true; we focus on prioritizing the safety, the health and the security of our
community in all that we do as a public body.
New Hanover County has furthered its reach as it pertains to diversity and equity. This recommended
budget specifically prioritizes requests that advance equity. Finance, in partnership with the Office of
Diversity and Equity, developed a process that considered equity with intentionality throughout the
budget development process. Our efforts to be more equitable are clearly defined. The Office of Diversity
and Equity has assisted in developing our employees through training and awareness, built relationships
with our community members through outreach, and we are in position to demonstrate, through data -
driven outcomes, how resources create change and impact lives. The work being done across the
organization and the community as a whole, in addition to future plans, are foundational to this budget.
This recommended budget takes advantage of the growth we have seen over the past few years where
we have practiced a more conservative approach to balancing the budget. It prioritizes the preservation
of existing county services and promotes the expansion necessary to sustain quality service levels. This
recommended budget maintains the fiscal responsibility and stewardship that enabled the county to meet
the demands placed on it during the response and recovery from the pandemic, social unrest and
community violence.
The fiscal discipline shown by this Board of Commissioners, as well as prior Boards, to establish a fund
balance policy and work consistent with it enabled county staff to manage well over the past several fiscal
years. The county's unassigned fund balance percentage for the fiscal year ending June 30, 2021, placed
us above the 18-21 percent range of our fund balance policy and we anticipate maintaining that position
or staying within the range at the close of FY 21-22.
9
The proposed spending plan addresses needs identified since the pandemic, enhances some service
levels, provides long-term funding for voter -approved debt, invests in strategic initiatives, and maintains
fiscally responsible operations. I propose to do this with a decrease of two cents in the tax rate (47.5 cents
in FY 21-22) and $15,077,678 in appropriated fund balance.
Specifically, I am recommending the following revenue rates for the FY 2022-2023 budget:
• County -wide tax rate of 45.5 cents per $100 of assessed value, with 42.29 cents dedicated to
funding operations and 3.21 cents of the rate dedicated to paying prior voter -approved debt;
• Fire Service District tax rate of 7.25 cents per $100 of assessed value;
• Stormwater Services utility fee of $5.65 per equivalent residential unit per month; and
• Environmental Management tipping fee of $52 per ton, $2 reserved for an interfund loan, 5 year
payback.
The FY 2022-2023 recommended budget amounts are as follows:
• Total spending plan is proposed at $507 million, an increase of 10.7 percent from the FY 2021-
2022 adopted budget;
• General Fund is proposed at $420.5 million, an increase of 9.9 percent from the FY 2021-2022
adopted budget;
• Debt Service Fund, a component of the General Fund, is proposed at $57.8 million, a decrease of
2.5 percent from the FY 2021-2022 adopted budget;
• Fire Services District Fund (includes capital) is proposed at $21.4 million, an increase of 11.4
percent from the FY 2021-2022 adopted budget.
• Stormwater Services Special Revenue Fund is proposed at $4.2 million — this compares to $4.8
million in FY 2021-2022; primarily funded through the American Rescue Plan Act (ARPA) ; and
• Environmental Management Enterprise Fund (includes capital) is proposed at $23 million, a
decrease of 1.6 percent from the FY 2021-2022 adopted budget.
REVENUES
This proposed spending plan is balanced at the reduced property tax rate of 45.5 cents per $100 of
value, with 3.21 cents of this rate dedicated to the Debt Service Fund to pay for prior voter -approved
debt, and the remaining 42.29 cents funding general government operations. With about $920.6 million
added to the tax base over the past year, the estimated tax base for FY 2022-2023 is $48.8 billion. This
equates to an annual growth rate of 1.9 percent.
Sales tax receipts have been on a steady incline since restrictions on traveling and social gatherings
began to lift. In the absence of sales tax distribution data for March through the current month, this
spending plan assumes continued growth and estimates an increase of 6.5 percent above FY 21-22
estimates compared to 5.1 percent actual growth for the prior fiscal year.
Our fund balance has grown over the past two fiscal years and this recommendation utilizes a portion of
both fund balance that has been reserved for future capital projects and capital outlay, as well as
unassigned fund balance to balance the FY 2022-2023 budget. This plan proposes using $15,077,678
million of fund balance in the General Fund, $4,894,929 in the Revenue Stabilization Fund, $1,765,652 in
the Environmental Management Fund, and $87,000 in the Automation Enhancement and Preservation
Fund.
The sale of New Hanover Regional Medical Center provided us with a funding source to help address
public health crises and minimize taxes and fees. The FY23 recommendation includes a total of $7.4 million
from the Revenue Stabilization Fund. This plan proposes using $5 million of the principal to support the
Community Building Plan, as previously approved by the Board in January 2022 and $2.4 million in accrued
interest from the Revenue Stabilization Fund to absorb a portion of the tax rate cut.
American Rescue Plan Act
The American Rescue Plan is not part of the FY 2022-2023 budget; however, it is important to note this
funding source provides us with an opportunityto increase services across the community without a direct
financial impact to residents and businesses. In addition, federal guidance allows a portion of the
allocation to serve as lost revenue and those funds have less restrictions. As a result, $3,800,000 of lost
revenue is being recommended to capture the cost of increased expenses.
NEW HANOVER COUNTY STRATEGIC PLAN
The Board of Commissioners' 2018-2023 Strategic Plan guides the work of the county through three
strategic focus areas, all supported by New Hanover County's commitment to being the model of good
governance:
• Superior Education and Workforce
• Superior Public Health and Safety
• Intelligent Growth and Economic Development
Superior Education and Workforce
The county strategy identifies Superior Education and Workforce as a cornerstone of achievement in the
county's vision. To that end, the county continues its longstanding support for public education through
its funding partnerships with New Hanover County Public Schools and Cape Fear Community College.
New Hanover County Public Schools
I am recommending funding for public schools, inclusive of charter schools, in line with the current funding
model of a fixed dollar contribution for current expenses based on the Average Daily Membership (ADM).
This budget proposes an ADM rate of $3,434, which is equivalent to the current year ADM adopted rate.
New Hanover County is currently ranked 9th in the state for current expense as a percent of county
appropriation.
The total recommended direct -funding for public schools is $91 million, which includes recurring funding
of the $9,000 average teacher supplement included in FY 21-22. The average supplement amount
maintains the #1 rank in the state, based on current fiscal year data. The current expense also includes
the recurring eight (8) Teaching Fellow scholarships.
In addition, this recommendation includes $4.7 million in funding for school capital, $23.3 million in debt
service for county school system debt obligations, and $974,844 for six county funded Pre-K classrooms
(for a total of 12 Pre-K classrooms, with six being funded as part of the Community Building Plan, as noted
below). These classrooms provide structured learning environments for three and four-year old students,
with the overall goal of having students academically, socially, and emotionally ready to enter public,
private or home -school kindergarten classes.
The total FY 2022-2023 recommended funding for public schools across all funding categories — current
expense, capital, debt service and Pre-k classrooms — is $119,954,977 million. As in previous fiscal years,
the county's funding commitment to public schools represents a significant portion of the overall budget,
totaling over 23.6 percent of the FY 2022-2023 recommended spending plan for the county's General
Fund.
In addition to these funding allocations, the county continues to support public schools through county
personnel that are dedicated to the schools. This includes 61 School Resource Officers and 47 school
nurses who provide coverage at all public schools, as well as 35 school -based therapists who provide
coverage for eight middle schools, one alternative school that serves middle and high school aged youth,
and 25 elementary schools. An additional $166,200 is being recommended for a second year for teacher
incentives for hard -to -staff schools to receive National Board Certification, a reading training program,
and a Workforce Housing Gap Rental Assistance Program. The Board also previously adopted, through the
Community Building Initiative, a funding plan to include six additional county funded Pre-K classrooms for
$975,000, and funding to increase school transportation presence for $539,647. You will find additional
details and context below around the Community Building Plan.
Cape Fear Community College
I am recommending funding for Cape Fear Community College totaling $23.9 million, which is inclusive
of operating and capital expenses, as well as debt service. This is a 6 percent increase above FY 21-22.
This recommendation meets the college at their request of $11.4 million for operating expenses and
$2,087,000 for capital expenses. This coming fiscal year, the county will pay $10.4 million in debt service
on behalf of Cape Fear Community College. These payments are to service debt on $164 million in voter -
approved bonds for capital improvements for the community college.
Superior Public Health and Safety
Superior Public Health and Safety remains a top priority and an important part of the county's 2018-2023
strategy. This component of the strategy aims to prevent and reduce opioid abuse, increase access to
programs to prevent and reduce obesity, and sustain the community capacity to prepare for and respond
to public safety demands, many of which are funded in this budget.
The FY 21-22 budget was supplemented with ARPA grant funds and that will also be the case with the FY
2022-2023 budget; this funding plan largely remains intact. As a response to our community's public
health crisis, additional funding sources have also been introduced by way of the Revenue Stabilization
Fund (RSF) to allocate resources to the Community Building Plan. Unlike ARPA funds, Revenue
Stabilization Fund allocations are a part of the General Fund. The total FY 2022-2023 Community Building
budget is $11.5 million. The funding plan is as follows: $5 million from the principal of the Revenue
Stabilization Fund, 2.15 million from fund balance, and 4.4 million from ARPA. There have been no
significant changes to the funding plan since the Board's January adoption as it pertains to funding source,
or the allocation of funding as it pertains to the Revenue Stabilization Fund. Details of the funding plan
are outlined below:
6
Community Building FY2022-2023 Funding Plan
Expansion of Elements
ARPA
$696,014
Expansion of Too Good for Violence
ARPA
$252,484
Port City United
ARPA
$1,332,657
Impact Zone Elementary School Resource Officers
RSF
$351,318
Agency Partnerships - Community Resource
Coordinators
ARPA
$1,178,388
Port City United - Connect
RSF
$1,030,727
Northside Food Co -Op
Fund Balance
$2,150,000
Pre-K Expansion
ARPA
$975,000
Agency Partnerships - Capacity Building
RSF
$1,226,902
Elementary School Resource Officers
RSF
$1,759,179
School Transportation Presence
RSF
$593,647
We are entering the third year of the pilot program for the Social Impact Fund. The pandemic presented
some challenges that pushed community partners to get creative about continuing to provide much
needed service to residents and reach their target goals.
The Child Development Center continues to work to enhance kindergarten readiness among the children
served by this organization. Step Up Wilmington maintains an effort to raise average wages in the county.
Coastal Horizons' RESET program has a goal of reducing overall substance use amongst the clients they
serve.
Each program has made significant strides and we are committed to working with them through this final
year of funding to determine the future of the social impact fund. During year one, the incentives were
eliminated as a response to balancing the budget under the uncertainties that came along with COVID-
19; last year, the incentive payments were reinstated, and targets are increasingly being met as we adjust
to living in the pandemic. All three of these programs are strongly aligned with the county strategy and
are well positioned to move the needle on several key performance indicators for the county.
While budget equity is present throughout the entire recommendation, this strategic focus area houses a
unique variety of enhancements that addresses equity across the spectrum and practices collaboration.
Some of the notable items include:
• Five (5) Environmental Health Specialists to address the demands of routine food, lodging and
institutional inspections;
• A Community EngAGEment Specialist in the Senior Resource Center to improve communication,
enhance diverse and accessible opportunities for older adults and strengthen partnerships with
the New Hanover Aging Coalition, New Hanover County Office of Diversity and Equity, City of
Wilmington Office of Diversity, and faith -based communities to enrich services;
• A Pretrial Release Coordinator, which relates to the fair and efficient use of the New Hanover
County detention facility as it pertains to the over representation of individuals from marginalized
communities within the criminal justice system; and
• A part-time Vulnerable Populations Coordinator, a collaborative effort between Emergency
Management, Senior Resource Center and New Hanover County Office of Diversity and Equity to
increase participation with the special needs registry in partnership with the Wilmington Housing
Authority, New Hanover Disaster Coalition and other local public safety partners to assist with
awareness and integration around threats and hazards.
Fire Services Taxina District - 521.4 million
The proposed property tax rate for FY 2022-2023 remains at 7.25 cents.
This budget includes $1.4 in capital improvement project expenses for future fire stations. $1.8 million is
recommended for capital outlay. As part of the fire service capital replacement plan, a ladder truck is
scheduled to be replaced in FY 2022-2023 in addition to four (4) vehicles. This budget includes a transfer
from the special purpose fund for all replacements. Included in this recommended budget is $174,439 for
a mechanic that focuses on in-house preventative maintenance and repairs. This will eliminate labor and
travel expenses for the department and decrease wait and out -of -service times for both heavy equipment
and standard fleet.
Environmental Management Fund - $23 million
The proposed tipping fee for FY 2022-2023 is $52 per ton.
The tipping fee has been $48 per ton for the last five years, inclusive of the $2 state surcharge to offset
the North Carolina Tip Tax, and this increase is needed to fund the ongoing operating and increased capital
expenses, in addition to a new litter program. This program is being recommended to address
enforcement and response to the nuisance and includes the addition of four (4) new positions. $1.3 million
in capital outlay expenses are planned for the FY 2022-2023 budget year.
This budget also includes $6 million in capital project expenses, additional details are outlined below in
the Capital Planning section.
Intelligent Growth and Economic Development
Intelligent Growth and Economic Development is one of the three pillars of the county's 2018-2023
strategy. This component of the strategy aims to leverage public infrastructure to encourage private
investment, increase the diversity and number of higher wage jobs, and encourage development of
complete communities.
s
In support of these objectives, I am recommending the following investments:
• $197,652 for year two of a three-year plan to the Chamber of Commerce for business retention,
expansion and recruitment;
• $282,391 for Wilmington Business Development;
• $98,280 for Wilmington Downtown Inc.;
• $145,992 for the Wilmington Regional Film Commission;
• $25,000 for Genesis Block; and
• $25,000 for the Cucalorus Film Foundation.
Stormwater Services Special Revenue Fund - $4.2 million
The proposed annual fee is $67.80, this equates to $5.65 per Equivalent Residential Unit (ERU) per month.
It is important to note the county is entering its third year of providing this service to the unincorporated
community, but this will be the first year the full ERU will be charged to residents. In the current fiscal
year, a $12 annual fee was imposed, with the remainder of the fee offset using ARPA funds.
Included in this recommended budget is $1 million for capital outlay and equipment needs that have been
identified since providing this service. All associated expenses are paid for with the standard fee.
Good Governance
The success of the organization and the results delivered day in, and day out are obtained through the
good work, commitment, and passion of our public employees. It remains my belief that we should invest
well and fairly into our human capital. As such, I am recommending the following:
• Market adjustment of not less than 9.2 percent of the salary for each full-time employee to
compensate for the daily increased costs of living; this market adjustment is based on the 12-
month average change in the Consumer Price Index (CPI) through March of this year; and
• Continued emphasis on county staff wellness through health incentives, education, clinic care,
and fitness.
We are also undergoing a pay and classification study for a FY 2023-2024 implementation.
I am recommending a salary lag of $2 million in the General Fund to account for vacancies that will
naturally occur during the fiscal year. This recommendation aligns with diligent efforts to reduce
turnover in specific departments of the enterprise.
Capital Planning
I am recommending a $28.1 million capital improvement plan (CIP) for FY 2022-2023. This plan takes
advantage of the county's best -in -class bond ratings and market conditions and borrows $19.1 million for
the capital contribution for major construction, renovations and design. Other revenue sources include
transfers and reserves ($7 million) and the sale of assets ($2 million).
Capital Improvement Plan
For FY 2022-2023 1 am recommending $21.3 million in capital expenses in the General Fund for planned
and new projects. Specifically included in the General Fund CIP are the following projects:
Parks: NCDOT Trail Reimbursement - Military
Cutoff Extension Trail and Market St. Sidewalk
$367,000
Board of Elections: Offices, Polling and Warehouse
Renovations and Construction
$5,594,882
Library: North Chase Branch Design
$1,034,040
Parks: North College Rd Trail Right-of-way
Acquisition
$250,000
Parks: Northern Regional Park Phase 2
Construction
$2,650,000
Parks: Ogden Park Maintenance Facility Expansion
$413,923
Parks: Olsen Park Phase 2 Construction Cost Share
with City of Wilmington
$624,380
Parks: Smith Creek Park Phase 2A Design
$200,000
Sheriff: Facility Replacement for Sheriff's
Detectives/VICE Construction, Furniture, Fixtures
and Equipment
$6,576,500
CFPUA: Last Frontier Water/Sewer
$3,000,000
The following are associated with capital projects within the Fire Services District Fund:
Castle Hayne Station Design
$1,016,801
Gordon Road Station Contingency $381,801
The following are associated with capital projects within the Environmental Management Fund:
Biological Treatment System Replacement
$2,750,000
Landfill Gas to Energy
$500,000
Lagoon Relining
$1,300,000
New Landfill Entrance & Customer Convenience
Site
$450,000
Southern Property Construction Cell 11 & 12A
$1,000,000
10
Capital Outlay
A total of $6.3 million of capital outlay is recommended in the General Fund for FY 2022-2023. Noted
below are some of the major capital outlay maintenance and repairs, specialized equipment, vehicles, or
other categories recommended for funding. $4.9 million in loan proceeds are budgeted in the General
Fund to pay for most of this expense.
• $200,000 for the routine replacement of IT equipment;
• $695,000 for building equipment replacements;
• $530,000 for building and parking facility replacements and repairs;
• $3.7 million for replacement of 61 vehicles — 58 of these vehicles are for the Sheriff's Office, while
the other 3 are for other general fund departments;
• $458,277 for other routine replacement and new equipment in the Sheriff's Office.
As previously noted, the following capital outlay expenses are recommended in the enterprise and
special revenue funds:
• Fire Services - $1.8 million;
• Stormwater Services - $1 million; and
• Environmental Management - $1.3 million.
PillrewflUTO
This recommended budget appropriates taxpayer dollars to the Board's strategic priorities and reduces
the General Fund property tax rate to 45.5 cents per $100 of value, which will place New Hanover County
as 8t" out of 100 counties in the state for lowest property tax rate based on current fiscal year data. It is
my opinion that this plan and the associated rates ensure a sustainable approach to governance and
provide for future county budget needs, assuming similar trends in revenues and expenses.
While the responsibility falls upon me as county manager to recommend a balanced budget, as a
governing board you would not be in position to consider a strategic and balanced budget for FY 2022-
2023 without the dedicated work from the county's Executive Leadership Team, our department
directors, the Finance Department, and all New Hanover County employees.
I look forward to working with you toward the adoption of the FY 2022-2023 Budget for New Hanover
County.
Sincerely,
C4-:4Q
Chris Coudriet
County Manager
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NEW HANOVER COUNTY
FY22-23 ADOPTED ENHANCEMENTS
FUND
Department
Enhancement
GENERAL GOVERNMENT
FY22-23
Adopted
10,357,914
Less Revenue /
Cost Savings
(258,272)
FY22-23 Net
Adopted
10,099,642
No. of
Positions
13.00
Duration of
Funding
Budget
Equity
Strategic
071 w
s E
o
3
o v
Ol
C
Er
0
c o
Focus
�
0
w
W �
O
W3
Area
Diversity & Equity
22,888
-
22,888
0.00
Casual Part-time D&E Coordinator
22,888
-
22,888
0.00
Recurring
Pal
Board of Elections
114,045
-
114,045
0.00
Election Day Officials Rate Increase
41,280
-
41,280
0.00
Recurring
One -stop Election Officials Rate Increase
72,165
-
72,165
0.00
Recurring
Multi -partisan Assistance Team Rate Increase
600
-
600
0.00
Recurring
Engineering
9,115
-
9,115
0.00
Reclass - Administrative Specialist to Coordinator
9,115
-
9,115
0.00
Recurring
Facilities Management
5,912,595
-
5,912,595
6.00
Custodians
246,100
-
246,100
5.00
Recurring
Senior Project Coordinator
71,613
-
71,613
1.00
Recurring
Board of Elections Building
5,594,882
-
5,594,882
One-time
nU
Finance
54,750
-
54,750
1.00
Fiscal Support Specialist
54,750
-
54,750
1.00
Recurring
Human Resources
68,291
-
68,291
0.00
HR Specialist (Vacant - Unfunded)
63,291
-
63,291
0.00
Recurring
nU
Tracking Software for FMLA
5,000
-
5,000
Recurring
nu
Information Technology
3,336,805
-
3,336,805
2.00
Secure Vendor Access Management - Securelink
46,000
-
46,000
Recurring
Endpoint Security Enhancement - Cylance
117,300
-
117,300
Recurring
NHC Parks Network Connectivity
66,426
-
66,426
Recurring
NHC Wireless Infrastructure Refresh
140,000
-
140,000
Recurring
Gov't Center Server, Storage Refresh, Consolidation
577,231
-
577,231
Recurring
Cisco Flex Licensing Enterprise Agreement
25,720
-
25,720
Recurring
Government Center Technologies (Customer Service)
650,000
-
650,000
Recurring
Government Center Technologies (Network/Systems)
100,000
-
100,000
Recurring
Government Center Technologies (AV/Digital Signage)
1,441,000
-
1,441,000
Recurring
IT Support Specialist - Zone 2
75,230
-
75,230
1.00
Recurring
IT Security Engineer
97,898
-
97,898
1.00
Recurring
Building Safety - Permitting
193,095
-
193,095
0.00
Full-time Temporary Staffing(3)
193,095
-
193,095
0.00
Recurring
nU
Planning & Land Use
277,304
-
277,304
0.00
Reclass - Planner to Zone 2 Planner
2,304
-
2,304
0.00
Recurring
nU
Flood Risk Study
275,000
-
275,000
One-time
nu
Register of Deeds
91,220
(58,272)
32,948
1.00
Digital Indexing - 1728-1954 B28 Records (Fund 115)
42,000
(42,000)
-
Recurring
lid,
Deputy Register of Deeds
49,220
(16,272)
32,948
1.00
Recurring
nU
Soil & Water
1.00
Conservation Specialist (Funding exists, authorization only)
-
-
-
1.00
Recurring
Strategy
81,360
-
81,360
0.00
Casual Part-time Apprentices (5)
81,360
-
81,360
0.00
Recurring
nU
Tax
196,446
(200,000)
(3,554)
2.00
Replace Contracted Service for County FTE + Casual Part-time
130,415
(200,000)
(69,585)
1.00
Recurring
nU
Fiscal Support Supervisor
66,031
-
66,031
1.00
Recurring
nu
HEALTH AND HUMAN SERVICES
602,316
(66,407)
535,909
6.00
Health
433,347
-
433,347
5.00
Environmental Health Specialists
420,250
-
420,250
5.00
Recurring
nU
LPN (FTE Increase from .50 to .75)
13,097
-
13,097
0.00
Recurring
Health - Administration
102,562
-
102,562
0.00
HHSCompliancySpecialist(Vacant- Unfunded)
102,562
-
102,562
0.00
Recurring
nu
Senior Resource Center
66,407
(66,407)
-
1.00
Comm. Engagement Spec. (Pending FY22 Grant Funds)
66,407
(66,407)
-
1.00
Recurring
nu
PUBLIC SAFETY
10,769,954
(2,000,000)
9,769,954
5.00
911 Communications
2,292,347
-
2,292,347
0.00
AC Conversion
1,100,000
-
1,100,000
One-time
Relocation to new 911 Center
1,192,347
-
1,192,347
One-time
Community Justice Services
67,724
-
67,724
1.00
Pretrial Release Coordinator
67,724
-
67,724
1.00
Recurring
nU
Emergency Management
1,217,722
-
1,217,722
2.00
Weather Station
10,900
-
10,900
Recurring
Gov't Center Communications Tower - EM Equip. Install
59,807
-
59,807
Recurring
Salvation Army Build Hope Campus Pass -through
1,000,000
-
1,000,000
One-time
nu
PTTechnician - Vulnerable Populations Coord. (.50 FTE)
50,444
-
50,444
1.00
Recurring
Pal
Specialist - All -Hazards Planner
96,571
-
96,571
1.00
Recurring
nu
13
NEW HANOVER COUNTY
FY22-23 ADOPTED ENHANCEMENTS
FUND
Department
Enhancement
FY22-23
Adopted
Less Revenue /
Cost Savings
FY22-23 Net
Adopted
No. of
Positions
Duration of
Funding
Budget
Equity
Strategic
n7J y
s E
3 o
o v
fU
C
E
c o
Focus
�
0
w
W �
O
3
Area
Sheriff's Office
7,192,161
(2,000,000)
5,192,161
2.00
Wellpath Staffing Adjustments
170,291
-
170,291
Recurring
�d
Weapons and Accessories
35,000
-
35,000
One-time
Helicopter Transporter to Replace Landing Dolly
11,000
-
11,000
One-time
Bicycles for Crime Awareness Prevention Unit
5,000
-
5,000
One-time
nd
Vice & Narcotics Detective Heroin/Opioid Investigator
129,282
-
129,282
1.00
Recurring
Pd
Public Relations Specialist+ Equipment/Communication Needs
129,282
-
129,282
1.00
Recurring
nd
WINPAK Replacement - Guardian RHO
126,626
-
126,626
Recurring
Digital Evidence Storage
9,180
-
9,180
One-time
Facility Replacement for Detectives/Vice
6,576,500
(2,000,000)
4,576,500
One-time
CULTURAL & RECREATIONAL
6,616,766
409,670
6,207,096
2.00
Library
987,656
-
987,656
0.00
Eliminate InterLibrary Loan Fees
(734)
-
(734)
Recurring
nd
Eliminate Library Overdue Fines
(45,650)
-
(45,650)
Recurring
Pd
North Chase Library
1,034,040
-
1,034,040
to FY24
Pd
Museum
23,055
23,055
0.00
Reclass - Museum Manager
23,055
-
23,055
0.00
Recurring
Parks & Gardens
5,606,055
409,670
5,196,385
2.00
Arrowhead Park Pickleball Courts
80,000
-
80,000
One-time
Pd
Eaton Field 2 Drainage
125,000
-
125,000
One-time
nd
Storage Shed with Concrete Pad
15,000
-
15,000
One-time
Pd
Hoggard Tennis Court Resurfacing
65,000
-
65,000
One-time
nd
Ogden Tennis Court LED lighting (Cts. 7-9)
25,000
-
25,000
One-time
Pd
River Road Park Improvements
75,000
-
75,000
One-time
nd
Tow Behind Aerial Lift
30,000
-
30,000
One-time
Pd
Verticutter Equipment
10,000
-
10,000
One-time
nd
Veterans Park Little League
95,000
-
95,000
One-time
Pd
Grounds Maintenance for NHC Fire Stations (9)
70,000
-
70,000
Recurring
I nd
Grounds Worker- Southern DistrictGW
101,082
-
101,082
2.00
Recurring
�d
NCDOT Trail Construction Cost Updates
367,000
-
367,000
One-time
Pti
N. College Road Trail Construction
-
250,000
to FY24
Pd
Northern Regional Park Phase 2 Construction
-
2,650,000
One-time
rid
Ogden Park Maintenance Facility Expansion
-
413,923
One-time
N
Olsen Park Phase 2 (City project w/NHC funding)
L25
409,670
624,380
One-time
�U
Smith Creek Park Phase 2A
-
200,000
to FY24
Pd
TOTAL GENERAL FUND
k k
$ (1,915,009)
$ 25,612,601
r
26.00
rr
Captain Floater
251,655
-
251,655
3.00
174,439
-
174,439
1.00
NC Emergency Preparedness Grant
(12,000)
-
(12,000)
:RecurringMechanic
Castle Hayne Fire Station
1,016,801
-
1,016,801
TOTAL FIRE SERVICES DISTRICT FUND
$ 1,430,895
$ -
$ 1,430,895
4.00
1.1 •• ,r
Erskine 6-Way Blade for Skid Steer
7,295
jmmft
-
7,295
One-time
12 Ton Backhoe
131,804
-
131,804
One-time
25 Ton Excavator
227,532
-
227,532
One-time
Sewer Equipment Easement Machine
22,460
-
22,460
One-time
Trimble GPS Units
60,000
-
60,000
One-time
Stick Welder and Attached Generator
6,625
-
6,625
One-time
7 x 16 Cargo Trailer
12,000
-
12,000
One-time
Administrative Technician
44,940
-
44,940
1.00
Recurring
TOTAL STORMWATER SERVICES FUND
Litter Program
$ 512,656
or
427,510
$
-
1656
0013F_
427,510
1.00
4.00
Recurring
�d
TOTAL ENVIRONMENTAL MANAGEMENT FUND
$ 427,510
$ -
$ 427,510
1 4.00
'Employee Referral Program shown in Recommended Budget version, implemented in FY22
'Northern Regional Park Field Lighting shown in Recommended Budget version twice
14
NEW HANOVER COUNTY, NORTH CAROLINA
FISCAL YEAR 2022-2023 BUDGET ORDINANCE
BE IT ORDAINED bythe Board of Commissioners of New HanoverCounty, North Carolina as follows:
Section 1: The following amounts are hereby appropriated in the General Fund forthe operation
of the New Hanover County government and its activities for the fiscal year beginning July 1, 2022, and
endingJune 30, 2023, in accordance with the Chart of Accounts heretofore established for New Hanover
County:
General Government
$ 64,514,145
Human Services
76,215,173
Public Safety
87,582,013
Economic & Physical Development
2,304,652
Cultural & Recreational
20,911,132
Education
Cape Fear Community College Current Operating Expense
11,407,742
Cape Fear Community College Capital Contribution
2,087,000
NHCSCapital Contribution
4,696,000
NHCS Current Operating Expense
Instructional Services
Regular Instruction
25,899,415
Special Populations
4,455,326
Alternative Programs
898,867
School Leadership
7,415,164
Co -Curricular
1,807,423
School -Based Support
7,164,009
System -Wide Su pportSe rvices
Support and Development
2,265,207
Special Population Support and Development
136,381
Alternative Programs and Services Supportand
874,509
Development
Technology Support
4,956,125
Operational Support
20,191,351
Financial and Human Resources
5,451,945
Accountability
370,159
System -Wide Pupil Support
478,516
Policy, Leadership and Public Relations
1,878,491
Non -Programmed Charges
Paymentsto OtherGovernments
6,732,761
Scholarships
28,000
Other Restricted Revenue (Fund8) Pre-K
974,844
Transfersto Other Funds
27,661,374
Total Appropriations -General Fund
$ 389,357,724
15
The appropriation for New Hanover County Schools -Current Operating Expense is $3,434 per pupil and
is based on a projected Average Daily Membership (ADM) of 24,532 students for New Hanover County
Schools and 1,942 for charter schools. In accordance with Section 8.35 of S.L. 2014-100, virtual charter
schools are funded at $790 per pupil, and the projected ADM is 81 students.
Pursuantto G.S.115C-426(c) and 115C-333(b), allocations made to the New HanoverCounty Board of
Education through G.S.115C-429(b) bind the Board of Education to the following directions and
limitations with regard to these funds:
1) The Budget Resolution adopted by the New HanoverCounty Board of Education shall conform
to the specific allocations for operating and Pre-K asset forth in this Budget Ordinance.
2) The Budget Resolution adopted by the New HanoverCounty Board of Education may not be
amended without the prior approval of the Board of Commissioners if the proposed amendment
would result in a cumulative increase or decrease of 10 percent or more in the county
appropriation fora Purpose or Function as compared to the amounts contained in this Budget
Ordinance.
Pursuantto 115C-426(c), allocations made to the New HanoverCounty Board of Education through G.S.
115C-429(b) bind the Board of Education to conform to the specific allocations for capital as set forth in
this Budget Ordinance.
The Budget Resolution adopted by the New Hanover County Board of Education may not be amended
without the prior approval of the Board of Commissioners if the proposed amendment increases or
decreases expenditures from the capital outlay fund forthe Board of Education.
In accordance with G.S. 115C-433(d), the Board of Commissioners requires the Board of Education to
notify the Board of Commissioners in writing of any changes made to their planned capital fund
expenditures. The notification should include: (1) nature of the change; (2) reason for the change; (3)
dollar amount of any expenditure change by planned project; and (4) plans for, and estimated cost of,
completingthe planned project in the future if completion as originally anticipated will not be possible.
The appropriation for training and travel for the Board of County Commissioners is budgeted for the
entire governing body, not by specific or equal dollar amount per member, and is to be expended in any
distribution necessaryto carry out the duties of the position. In addition, auto allowances will be
increased forall county employees by approximately 9.2 percent.
Section 2: It is estimated that the following revenues will be available in the General Fund for the
fiscal year beginning July 1, 2022, and endingJune 30, 2023:
Ad Valorem Taxes
$ 206,724,165
Sales Taxes
84,417,818
OtherTaxes
6,509,100
Charges for Services
12,394,019
Intereston Investments
2,569,650
Intergovernmental Revenue — Federal
24,936,095
Intergovernmental Revenue —State
2,762,951
Intergovernmental Revenue — Other
9,663,671
Other Revenue
619,212
Long -Term Debt Issued
Transfers from Other Funds
Appropriated Fund Balance
General Fund
Revenue Stabilization Fund
Automation Enhancementand Preservation Fund —Appropriated Fund
Balance
Total Estimated Revenues -General Fund
4,898,091
13,199,970
15, 212,178
5,363,804
87,000
$ 389, 357, 724
Section 3: The following amount is hereby appropriated in the Debt Service Fund forthe fiscal year
beginningJuly 1, 2022, and endingJune 30, 2023:
Debt Service
Total Appropriation— Debt Service Fund
$57,819,712
$57,819,712
Section 4: It is estimated that the following revenues will be available in the Debt Service Fund for
thefiscal year beginning July 1, 2022, and endingJune 30, 2023:
Ad Valorem Taxes
Sales Taxes
Intergovernmental Revenue — Federal
Intergovernmental Revenue — Other
Transfersfrom Other Funds
Total Estimated Revenues — Debt Service Fund
$15,566,835
19,616,023
56,661
5,244,061
17, 336,132
$ 57,819,712
Section 5: The following amount is hereby appropriated in the Special Fire District Fund for the
operation of fire p rote ctionservices for the fiscal year beginningJuly 1, 2022, and ending June 30, 2023,
in accordance with the Chart of Accounts heretofore established for New Hanover County:
Public Safety
Debt Service
Total Appropriation —Special Fire District Fund
$18,330,633
1,638,159
$19,968,792
Section 6: It is estimated that the following revenues will be available in the Special Fire District
Fund for the fiscal year beginningJuly 1, 2022, and endingJune30, 2023:
Ad Valorem Taxes
$13,527,204
Sales Taxes
4,709,151
Chargesfor Services
42,995
Intergovernmental— Federal
12,000
Other Revenue
5,968
Transfers from Other Funds
1,671,474
Total Estimated Revenues —Special Fire District Fund
$ 19,968,792
17
Section 7: The following amount is hereby appropriated in the Room Occupancy Tax Fund for the
fiscal yearbeginningJuly 1, 2022, and endingJune 30, 2023:
Economic and Physical Development
$13,767,843
Total Appropriation — Room Occupancy Tax Fund
$13,767,843
Section 8: It is estimated that the following revenues will be available in the Room Occupancy Tax
Fund for the fiscal yearbeginningJuly 1, 2022, and endingJune 30, 2023:
Room Occupancy Taxes
$ 10,613,225
Special Assessments
31,541
Intergovernmental Revenue — Other
3,123,077
Total Estimated Revenues — Room Occupancy Tax Fund
$ 13,767,843
Section 9: The following amount is hereby appropriated in the Emergency TelephoneSystem Fund
for the fiscal year beginning July 1, 2022, and ending June 30, 2023, for the purpose of maintaining an
Emergency911 System in New HanoverCounty:
Public Safety
$646,919
Total Appropriation— Emergency Te le phone System Fund —Article 3
$646,919
Section 10: It is estimated thatthe following revenuewill be available in the Emergency
Telephone
System Fund forthe fiscal year beginning July 1, 2022, and endingJune 30, 2023:
OtherTaxes
$646,919
Total Estimated Revenues — Emergency Telephone System Fund — Article 3
$646,919
Section 11: The following amount is hereby appropriated in the Revolving Loan Fund for the fiscal
year beginningJuly 1, 2022, and endingJune 30, 2023:
General Government
Total Appropriation — Revolving Loan Fund
$24,000
$24,000
Section 12: It is estimated thatthe following revenue will be available in the Revolving Loan Fund
for the fiscal year begin ningJuly 1, 2022, and endingJune 30, 2023:
Miscellaneous Revenue
Appropriated Fund Balance
I off
Total Estimated Revenues— Revolving Loan Fund $24,000
Section 13: The following amount is hereby appropriated in the StormwaterServices Fund for the
fiscal year beginningJuly 1, 2022, and endingJune 30, 2023:
General Government $3,746,482
De bt Se rvice 412,039
Total Appropriation— Stormwater Services Fund $4,158,521
18
Section 14: It is estimated that the following revenue will be available in the Stormwater Services
Fund for the fiscal year beginning July 1, 2022, and endingJune 30, 2023:
Charges for Service
Total Estimated Revenues—Stormwater Services Fund
$ 4,158,521
$ 4,158,521
Section 15: The following amount is hereby appropriated in the Environmental Management Fund
for the fiscal year beginning July 1, 2022, and endingJune 30, 2023:
Enterprise - Environmental Management Operations
DebtService
Administrative Reserves
Environmental Management Financial Assurance Reserve
Environmental Management Closure/Post Closure Reserve
Transferto OtherFunds
TransferTo General Fund
TransferTo Environmental Management Fund Capital Reserve
TransferTo Environmental Management Fund Closure/Post Closure Reserve
TransferTo Environmental Management Capital Project Funds
TransferTo Environmental Management Fund
Total Appropriation— Environmental Management Fund
$ 14, 635, 650
194,173
300,582
1,158,869
664,471
250,000
1,158,869
6,000,000
500,000
$24,862,614
Section 16: It is estimated that the following revenues will be available in the Environmental
Management Fund forthe fiscal year beginningJuly 1, 2022, andendingJune30, 2023:
Charges for Services
Intergovernmental Revenue — State
Long Term Debt Issued
Intereston Investments
Other Revenues
Appropriated Fund Balance
Environmental Management Fund —Appropriated Fund Balance
Environmental Management Capital Reserve —Appropriated Fund Balance
Transferfrom Other Funds
Transferfrom Environmental Management Capital Reserve Fund
Transfersfrom Environmental Management Fund
Total Estimated Revenues— Environmental Management Fund
$18,863,256
588,000
1,195, 837
16,000
525,000
1,515,652
250,000
500,000
1,408,869
$ 24,862,614
Section 17: The following amount is hereby appropriated intheSpecial Purpose Fundforthe fiscal
yearbeginningJuly 1, 2022, and endingJune 30, 2023:
General Government
Human Services
Public Safety
Cultural & Recreational
Total Appropriation — Special Purpose Fund
$1,671,474
266,611
42,022
252,500
$2,232,607
19
Section 18: It is estimated that the following revenue will be available in the Special Purpose Fund
for the fiscal year beginningJuly 1, 2022, and endingJune 30, 2023:
Interest on Investments
Other Revenues
Total Estimated Revenues —Special Purpose Fund
$1,671,474
561,133
$2, 232, 607
Section 19: The following amount is hereby appropriated in the Representative Payee Fund for the
fiscal year beginningJuly 1, 2022, and endingJune 30, 2023:
Human Services $325,000
Total Appropriation— Representative Payee Fund $325,000
Section 20: It is estimated that the following revenue will be available in the Representative Payee
Fund for the fiscal year beginningJuly 1, 2022, and endingJune30, 2023:
Other Revenues 325,000
Total Estimated Revenues— Representative Payee Fund $325,000
Section 21: There is hereby levied a tax at the rate of forty-two and twenty-nine one hundredths
cents ($0.4229) per one hundred dollars ($100) valuation of property listed as of January 1, 2022 for
General Fund and three and twenty-one one hundredths cents ($0.0321) per one hundred dollars ($100)
valuation of property listed as of January 1, 2022 for Debt Service Fund; for a combined total tax rate of
forty-five and fifty one hundredths cents ($0.4550) per one hundred dollars ($100) valuation of property
listed as of January 1, 2022, for the purpose of raising revenue included in "Ad Valorem Taxes" in the
General Fund in Section 2 and in the Debt Service Fund in Section 4 of this Ordinance.
This rate is based on an estimated total valuation of property for the purpose of taxation of
$48,836,670,000 and an estimated collection rate of 99.30•1.
Section 22: There is hereby levied a tax at the rate of seven and twenty-five hundredths cents
($.0725) per one hundred dollars ($100) valuation of property listed for taxes as of January 1, 2022,
located withinthe Special Fire District forthe raising of revenue forsaid Special Fire District.
This rate of tax is based on an estimated total valuation of property forthe purposes of taxation
of $18,789,740,000 and an estimated collection rate of 99.30%.
Section 23: The following amounts are hereby made to the Bike and Pedestrian Paths Fund
pursuantto G.S.159-13.2 forthe fiscal year beginningJuly 1, 2022.
Project Appropriations
NCDOTTrail Reimbursement— Military Cutoff & Market St Sidewalk
North College Road Trail
Total Bike and Pedestrian Paths Fund Appropriation
Source of Revenue
Long Term Debt Proceeds
Transferfrom Other Funds
Total Estimated Revenues— Bike and Pedestrian Paths Fund
$367,000
250,000
$617,000
$250,000
367,000
$617,000
20
Section 24: The following amounts are hereby made to the Capital Improvement Projects Fund
pursuantto G.S.159-13.2 forthe fiscal year beginningJuly 1, 2022.
Project Appropriations
Northern Regional Park Phase 2
Ogden Park Maintenance Facility Expansion
Olsen Park Phase 2
Smith Creek Park Phase 2A
Library — North Chase Branch
Last Frontier Water and Sewer
Board of Elections Offices, Warehouse and Polling
Emergency Logistics Warehouse and Offices
Facility Replacement for Sheriff's Detectives/VICE
Total Capital Improvement Projects Fund Appropriation
Source of Revenue
Long Term Debt Proceeds
Sale of Existing Assets
Transfers from Other Funds
Total Estimated Revenues —Capital Improvement Projects Fund
$2,650,000
413,923
624,380
200,000
1,034,040
3,000,000
5,594,882
598,363
6,576,500
$20, 692, 088
$17,469,345
2,000,000
1,222,743
$20,692,088
Section 25: The following amounts are hereby made to the Fire Services Capital Project Fund
pursuantto G.S.159-13.2 forthe fiscal year beginningJuly 1, 2022.
Project Appropriations
Gordon Road Fire Station $631,801
Castle Hayne Fire Station 1,016,801
Total Fire Services Capital Project Fund Appropriation $1,648,602
Source of Revenue
Long Term Debt Proceeds $1,648,602
Total Estimated Revenues— Fire Services Capital Project Fund $1,648,602
Section 26: The following amounts are hereby made to the Southern Property Construction Fund
pursuantto G.S.159-13.2 forthe fiscal year beginningJuly 1, 2022.
Project Appropriations
New Landfill Entrance & Customer Convenience Site
Southern Property Construction Cells 11 & 12A
Total Southern Property Construction Fund Appropriation
Source of Revenue
Transfer From Environmental Management Fund
Total Estimated Revenues —Southern Property Construction Fund
$1,450,000
$1,450,000
$1,450,000
21
Section 27: The following amounts are hereby made to the Leachate Treatment Fund pursuant to
G.S.159-13.2 for the fiscal year begin ningJuly 1, 2022.
Project Appropriations
Biological Treatment System Replacement $2,750,000
Total Leachate Treatment Fund Appropriation $2,750,000
Source of Revenue
Transfer From Environmental Management Fund $2,750,000
Total Estimated Revenues— Leachate Treatment Fund $2,750,000
Section 28: The following amounts are hereby made to the Environmental Management Capital
Project Fund pursuantto G.S.159-13.2 forthe fiscal year beginningJuly 1, 2022.
Project Appropriations
Landfill Gasto Energy $500,000
Lagoon Relining 1,300,000
Total Environmental Management Capital Project Fund Appropriation $1,800,000
Source of Revenue
Transfer From Environmental Management Fund $1,800,000
Total Estimated Revenues— Environmental Management Capital Project Fund $1,800,000
Section 29: The projects undertaken pursuant to this ordinance are in accordance with the
County's Capital Improvement Plan, the Recommended Budget and any changes made duringthe County
Commissioners' budget work sessions and these projectsare herewith authorized and the remainingfour
years of the Capital Improvement Plan are endorsed bythe Board for approval in subsequentfiscal years.
Section 30: The Chief Financial Officer is hereby directed to maintain within the Capital Project
Funds sufficient specific detailed accounting recordsto satisfyall applicable regulations. The terms of the
financing agreement also shall be met.
Section 31: The County desires to expend its own funds for the purpose of paying certain costs of
various projects, for which expenditures the County reasonably expects to reimburse itself from the
proceeds of debtto be incurred by the County.
Section 32: All expenditures relating to obtaining the bond referendum and/or installment
purchase will be reimbursed from bond proceeds and installment purchase proceeds in accordance with
the requirements of the United States Treasury Regulations Section 1.150-2.
Section 33 This declaration of official intent is made pursuant to Section 1.150-2 of the Treasury
Regulationsto expressly declare the official intent of the Countyto reimburse itself from the proceeds of
debtto be hereinafter incurred bythe County for certain expenditures paid bythe County on or afterthe
date which is sixty (60) days prior to the date hereof.
Section 34: The County intends to seek Federal, State, and/or other grant funding to reduce the
amount of loan proceeds. The adoption of this ordinance authorizes the County Manager and/or his
representative to apply for and accept such funding if awarded.
22
Section 35: All grants that are included in the adopted budget are deemed to be approved by the
Board of County Commissioners and will not comeback to the Board for approval to apply for orto accept
the awarded grant unless it is specifically required by the Grantor. In the event an award is greaterthan
or less than the adopted budget, to the extent it is needed, a budget amendment will be brought to the
Board through the Consent Agenda for approval to adjust revenues and expenditures accordingly.
Section 36: The County Manager, and / or County Manager's designee, is hereby authorized to
transfer appropriations as contained herein underthe following conditions:
a. He/she may transfer amounts between expenditure line items within a department without
limitation and without report being required.
b. He/she may transfer amounts between appropriation units within the same budget function and
fund without limitation and without a report being required.
c. He/she may transfer medical insurance appropriations between functions, departments and
divisions within the same fund based upon usage.
d. He/she may not transfer any amounts between funds without approval by the Board of
Commissioners.
Section 37: As allowed by General Statutes 153A-11 and 153A-12, in order to facilitate and
expedite anydonation of propertyto New HanoverCounty, either personal or real, the County Manager
is hereby expressly authorized and delegated the power to accept such property in his/her discretion
underthe following conditions:
a. The County Manager, and / or county staff under the Manager's direction, shall undertake all
appropriate due diligence prior to accepting any gift to consider risks, liability, and
need/appropriateness.
The County Manager may accept a donation of real or personal property up to a value of $5,000
peritem and $100,000 in aggregate per budget year without the necessity of furtherre course to
Board action. Notwithstanding, the Manager may determine that certain donations and
recognitions be considered by the Board.
c. The County Manager may further delegate this authority to the Chief Financial Officer, and may
if he chooses, create any administrative policy for property donation.
Section 38: This ordinance and the budget document shall be the basis for the financial plan fo r
New Hanover Countyforthe 2022-2023 fiscal year. The Budget Officershall administerthe budget. The
Chief Financial Officershall establish and maintain all records which are in concurrence with this budget
and the budget ordinance and the appropriate statutes of the State of North Carolina.
Section 39: This ordinance incorporates acceptance of the various changes to the County fee
schedule as set forth and published beginningJuly 1, 2022.
Section 40: This ordinance amends the Fund Balance Policy section 3.2 to utilize amounts of
unassigned fund balance over the twenty-one (21) percent ceiling in a given year to reimburse the
Revenue Stabilization Fund forany expenditures it has incurred that utilizes principal funds, priorto being
used forfuture capital and capital project needs.
23
Section 41: In accordance with 2 C.F.R. § 200.320(a)(1)(iv)(C), and the applicable provisions of
North Carolina law, New HanoverCounty here by self -certifies the following micro -purchase thresholds:
a. $30,000, for the purchase of "apparatus, supplies, materials, or equipment"; and
b. $30,000, for the purchase of "construction or repair work"; and
C. $30,000, for the purchase of services not subjectto competitive bidding under North
Carolina law; and
d. $50,000, for the purchase of services subjectto the qualification -based selection process
in the Mini -Brooks Act (Article 3D of Chapter143), but only where the unit of local
government exercises, in writing, an exemption to the Mini -Brooks Act fora particular
project pursuant to G.S.143-64.32. Where the unit does not exercise an exemption to
the Mini -Brooks Act; provided that such threshold shall apply to a contract only if the
Unit has exercised an exemption tothe Mini -Brooks Act, in writing, fora particular
project pursuant to G.S.143-64.32. If the exemption is not authorized, the micro -
purchase threshold shall be $10,000.00.
Section 42: Copies of this Budget Ordinance shall be furnished to the Clerk to the Board of
Commissioners and to the Budget Officer and Chief Financial Officer of New Hanover County, North
Carolina, to be kept on file bythemfortheirdirection in the disbursementof funds.
ADOPTED, this 6th day of June 2022.
Kobe Heigh rowell, Clerkto the Board
eardof
Ison-Bose ha
County Commissioners
24
Changes to Existing Fee Schedule Effective 07/01/2022
Department Fee Title
Building Safety
New, Change, or
Current Fee Proposed New Fee Eliminate
Revise Language and presentation of residential permits for construction, alteration,
Residential Permits remodel, renovation, and repair with a simplified calculation.
Residential Window Replacement (in excess of $60 unlimited number of
$5,000) windows $0 Eliminate
Residential Beach Trade Permit
$150
$60
Change
Contractor Change Commercial
$45
$0
Eliminate
Contractor Change Residential
$35
$0
Eliminate
Environmental Management
Fee Per ton of municipal solid waste accepted at
Change
the landfill
$48/ton
$52/ton
Solid Waste: Requiring additional site
Change
preparation
$58/ton
$62/ton
Solid Waste: likely create a nuisance condition
$58/ton
$62/ton
Change
Solid Waste: Provides a beneficial use
$48/ton
$52/ton
Change
Construction Demolition
$48/ton
$52/ton
Change
Concrete/Brick/Dirt (mixed)
$48/ton
$52/ton
Change
Shingles/Built-Up Roofing (mixed)
$48/ton
$52/ton
Change
Refuse delivered in cars, P/U Trucks, or trailers
$48/ton
$52/ton
Change
Pender Commerce Special Waste
$50/ton
$54/ton
Change
Mattresses
$48/ton plus $10/mattress
$52/ton plus $10/mattress
Change
Finance
Parking: Market and 2nd Street Decks
Up to 2 hours
$1
$2
Change
Up to 3 hours
$2
$3
Change
Up to 4 hours
$3
$4
Change
Up to 5 hours
$4
$5
Change
Up to 12 hours
$8
$8
Change
12 - 24 hours (max)
$8
$10
Change
Monthly Unreserved
$55/month
$60/month
Change
Special Event Rate
$8 flat rate fee
$10 flat rate fee
Change
Evening hours Monday - Thursday
Thurs, Fri & Sat (9pm-2am)
Monday thru Friday after
6:30pm
Change
Evening hours Saturday and Sunday
Thurs, Fri & Sat (9pm-2am)
Saturday and Sunday (9pm-
2am)
Change
Health
New Visit Patient Codes
99384FP - New Pt/Family Planning 12-17 Years
$169
$182
Change
99385EP - New Pt/Health Check 18-20 Years
$167
$180
Change
99385FP - New Pt/Family Planning 18-39 Years
$167
$180
Change
87265 - Bordetella pertussis
$0
$0
Eliminate
87798 - Bordetella pertussis PCR
$0
$0
Eliminate
86787NC - Varicella Titer/Employee-No Charge
No Charge
$0
Eliminate
Established Visit Patient Codes
99385EP - Est Pt/Health Check 18-20 Years
$154
$0
Eliminate
99355FP - Est Pt/Family Planning 18-39 Years
$154
$0
Eliminate
99395EP - Est Pt/Health Check 18-20 Years
$0
$154
New
99395FP - Est Pt/Family Planning 18-39 Years
$0
$154
New
Counseling Codes
98967 - Education & Training for Patient Self -
management Individual — Phone —15 minutes
$0
$0
Eliminate
25
Library
Other Clinic Services
J7307UD - Nexplanon
57505 - Endocervical curettage
Vaccine Codes
90619 - MenQuadif-Meningococcal vaccine,
groups A,C,Y,W
90662 - Flu Vaccine — High Dose (Age 65+)
90677 - Prevnar/PCV-20
90697 - Vaxelis (Dtap,IPV, HIB, Hep B)
In -House Lab Codes
80061- Lipid Panel
82465 - Cholesterol
83718 - HDL (High density lipoprotein)
84478 - Triglycerides
87491- Chlamydia (NAT), Urine
State Lab Codes
87265 90 - Bordetella pertussis
87798 90 - Bordetella pertussis PCR
Reffered Lab Codes - Private Lab
8006190 - Lipid Panel
82465 90 - Cholesterol
83036 90 - Hemoglobin A1C
83718 90 - HDL (High density lipoprotein)
84478 90 - Triglycerides
86787 90 - Varicella Titer/Employee Only -No
Charge
86803 90 - Hepatitis C Antibody
Walk In Pregnancy Testing
99211- Est Pt Level I — Minimal (Flat Fee) add
test code
Overdue Fees: All items excluding juvenile
Executive Development Center: Meeting Rooms
Oleander Room - four hours or less
Oleander Room - more than four hours
Long Leaf Room - four hours or less
Long Leaf Room - more than four hours
Azalea Room - four hours or less
Azalea Room - more than four hours
Miscellaneous: Inter -Library Loans
Parks and Gardens
Echo Farms Pool: Swim Practice
Echo Farms Pool: Adults
Echo Farms Pool: Children
Echo Farms Pool: Season Pass (Family)
Echo Farms Pool: Season Pass (Individual)
Echo Farms Tennis: Court reservation (1.5 hr.
block)
Echo Farms Tennis: Skills Clinic (one hour)
Echo Farms Tennis: Round Robin
Family programs- fees vary based on program
Easter Sunday Sunrise Service
Planning and Land Use
Flood Determination Letter
Zoning Only Permit: Home Occupation
Publications: Historic Architecture of NC
Publications: Low Impact Development Manual
Publications: Community Plans
Register of Deeds
Expedite Mail
Uncertified copies of Birth, Death & Marriages
Uncertified/ Certified copies Postage charge
412.39
$0
Eliminate
$125
$160
Change
$0
$175
New
$60
$65
Change
$0
$250
New
$0
$160
New
$25
$0
Eliminate
$15
$0
Eliminate
$15
$0
Eliminate
$15
$0
Eliminate
$0
$50
New
$0
NC
New
$0
NC
New
$0
$25
New
$0
$15
New
$0
$20
New
$0
$15
New
$0
$15
New
$0
NC
New
$0
$25
New
$35
$40
Change
0.20 per unit $5.00 maximum
$0
Eliminate
$150
$0
Eliminate
$300
$0
Eliminate
$100
$0
Eliminate
$200
$0
Eliminate
$150
$0
Eliminate
$300
$0
Eliminate
$2.00 unit charge
$0
Eliminate
$25/hour
$0
Eliminate
$3/day
$4/day
Change
$1/day
$2/day
Change
$O/Swim Season
$175/Swim Season
New
$0/Swim Season
$100/Swim Season
New
$8
$8
New
S10
$10
New
$3
$3
New
$0
Varies by program
New
$0
$500/hour
New
$0
$25
New
$0
$10
New
$6
$0
Eliminate
$10
$0
Eliminate
$15
$0
Eliminate
$0
$26.95
New
$1
$0.25
Change
$1
$1
Change
26
NEW HANOVER COUNTY
STRATEGIC PLAN
The Framework for Strategy Development, Strategy Execution and Strategic Measurement
Successful execution of strategy requires three primary components: a clear description of the
strategy, aligning strategies to create value for the citizens, and thoughtful management of
strategy execution using measures to track progress. New Hanover County's relentless focus on
strategy guides the work of the entire organization, builds community partnerships, shapes policy
and guides financial allocations based on achieving the Board of Commissioners' strategic goals.
The foundation of New Hanover County's success begins with a commitment to being the Model
of Good Governance.
New Hanover County's Model of Good Governance accomplishes goals in the focus areas of
organizational capacity (the employees, professional development and culture of the
organization), internal business processes (the service delivery, communication, and strategic
partnerships of the organization), financial performance (the ability to generate revenues and
manage them), and county management (the effectiveness and efficiency of our residents'
experience with New Hanover County). In addition, the New Hanover County Board of
Commissioners set clear objectives, outcomes and targets to showcase community growth and
development in three additional key focus areas for the Strategic Plan; these focus areas
include Intelligent Growth and Economic Development, Superior Education and
Workforce, and Superior Public Health and Safety.
Each strategic planning process includes community and stakeholder input as well as staff and
department expertise. The strategy map includes objectives, outcomes and targets.
Departmental goals are linked to the county's strategy and key performance indicators for each
department are established and used to measure departmental successes towards reaching
departmental goals as well as the organization's goals. Employee work plans and performance
goals are then linked to the departmental goals and form the basis for quarterly and annual
performance evaluations. New Hanover County employees fully understand how the work they
do each day impacts community priorities. New Hanover County's success is also measured on
an annual basis through a Report Out each January. This Report Out outlines the key successes
of the year and the organization's performance towards meeting the established targets.
How Strategy and the Strategy Map are used at New Hanover County
1) Creating a strategy focused organization: New and existing employees are trained on
the strategy (strategy map), and how their departmental objectives and goals and
individual performance goals link to the broader strategy.
2) Creating accountability and transparency: Senior leadership has responsibility/
ownership for specific initiatives and jointly owned focus areas (which require cross-
departmental/cross-functional cooperation to achieve); performance gaps are identified
and new strategic initiatives and investments are created and made to close the gaps.
3) Creating execution capability: Cross -functional and cross departmental teams manage
strategic initiatives and process improvement projects.
4) Resource allocation: Budget requests are made and evaluated in the context of the
strategy, and tied specifically to the strategy map objectives and measures. Additionally,
each request involves a business case analysis of the value of the investment, exploration
of alternatives, and evaluation of process improvements conducted to increase capacity.
5) Reporting and Governance: Quarterly strategy review meetings with department heads
and Executive Leadership Team members review progress and measures; there are also
periodic updates on the progress of strategic initiatives to ensure the strategy is being
executed, and monitoring is conducted to ensure the strategy is effective.
27
6) Decision making: Priorities and decisions are framed and communicated to the
organization using our values and objectives. Investments of resources (people, time and
money) are evaluated on an enterprise -wide basis to maximize the value obtained and to
ensure that the organization is focused on the most important priorities. This is
particularly evident in the Information Technology Governance Committee and Capital
Improvement Plan Committee. These cross-departmental/cross-functional committees
evaluate the business case for budget and resource requests, make recommendations
about how to prioritize resources available, and track progress on projects.
28
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32
NEW HANOVER COUNTY
EQUITY TOOL
In December of 2020, the Office of Diversity and Equity completed a 120-day assessment of current
diversity and equity efforts within the enterprise. The assessment examined specific target areas and
diversity and equity training and educational efforts were offered by the county for employees and
residents. They focused on internal operations, effectiveness working with marginalized communities in
addition to distribution of services, the communities impacted by those services and community
engagement. The assessment resulted in the development of five 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.
As a result of the assessment, the 2021-2026 Diversity and Equity Strategic Plan was developed by the
department.
Internal Outlook
Several changes have been made in Human Resources: the recruitment process has been enhanced to
increase the number of diverse applicants and hires; an in-house mentoring strategy is scheduled to
provide equitable opportunities for employees to participate in departmental training and to develop
future promotional growth; they also addressed the inequity in language barriers and communications
within various departments by expanding the language line and making it accessible to all departments.
Efforts continue to bring awareness to equity within the leadership and workforce.
A new initiative with a focus on equity took place this year within the budget process. Departments were
asked to share existing projects and programs that support equity efforts, apply an equity lens to FY23
enhancement requests, and start to consider how they might be able to implement equity practices in
future requests. The enhancement requests impacted internal operations, service distribution and
community engagement. The response was positive, and many equity initiatives are taking place within
the enterprise and community.
Diversity Champions is a relatively new group of employees who meet monthly to engage in diversity and
equity dialogue. They serve as liaisons between the departments and our Office of Diversity and Equity to
help nurture and navigate some of the changes that are taking place in the county. They have an
opportunity to learn what the employees and community are experiencing, and bring any concerns, ideas,
and recommendations back to county administration to work towards a solution.
External Outlook
Marginalized populations and communities are facing several issues with housing, service distribution,
accessibility, and transportation, to name a few. Efforts to bring about equity in these areas are moving
forward. Planning and Land Use has brought forward a workforce housing program that will extend
residential options to residents that have a sizable gap between their wages and the cost of living in this
community, and as part of the Community Building Initiative, Northside Food Co-op, in partnership with
the city and county, is moving forward with the design and construction of a grocery store to bring access
to healthy foods to Northside residents and greater opportunities for our community. Equity efforts will
continue to be made, as there are opportunities all around us.
33
NEW HANOVER COUNTY
EQUITY TOOL
Here are some other initiatives taking place across the enterprise and in the community to address
equity:
• The Minority Women Owned Business Enterprises (MWBE) policy ensures fair and equitable
purchasing practices.
• Risk Management ensures the Americans with Disabilities Act is implemented in public spaces and
complies by following safety guidelines and ensuring accessibility to all people.
• A new free dental service was added this year as an outreach to seniors in our community. This
service is provided by a collaboration of the Senior Resource Center and the Health and Human
Services Department.
• The WAVE Transit bus route provides opportunities for those without transportation to travel to
and from places of business, work, medical appointments, and retail establishments.
• Port City United is a new department to New Hanover County which has an overall community
investment plan to provide resources and connections for residents, increase stability for families,
and give children and adults strong foundations to thrive. PCU is being developed from evidence -
based programs and through direct community input and involvement. There are three main
areas of focus for the department, including:
o A unit being built from an evidence -based Cure Violence Global model, that will include
trusted outreach workers and mediation specialists working within neighborhoods to
provide connections, promote healing, and help prevent violence.
o PCU Connect, a 24-7, locally manned contact center where community members can get
connected with resources, receive support, and anonymously report threats of incoming
violence and other concerns not addressed through 911 or mental health hotlines.
o Nonprofit partnerships that will bring community resource coordinators into schools to
help students and families receive equitable and easy access to services.
Access to heathcare
a*.
oh
S
a7
�conomicDe„eropme0�• SP2
Ot
O
Strong, vibrant neighborhoods
4ocal,healthy. and
rdablefood a
a(Ro G
Ca
55 o Safe and reltabte transportation r�
ce
Pe Co'Munityand public safety
L
�dqif 1 ffll!
fm
systematic Mechanisms
Root causes
contribute to
inequities
poUtycs
So�,al Class
e5�stem
cati
a
ta'� tapoad development
�a
A eSs P arks and natural repo ces
w �o ur
¢oc
!�j
Giving wagejobs antllob trd
c
` a` Qualrtyed4cation n'�S
Safe and affo rdable ho
ns'�g
The equitable
mindset "seed" is
planted in world
1 „ ,of ioeauitv... .
GC Phical Location
Communication Barriers
e and ✓ thntc;ry
Gender
The unequal allocation of power and resources manifests itself in unequal social,
economic, and environmental conditions, and a shift in mindset can lead to equity.
34
NEW HANOVER COUNTY ORGANIZATIONAL CHART
SHERIFF
LEGAL
ATTORNEY
DEPUTY
COUNTY MANAGER
Chief Faciliti
Officer
Chief Information
Officer
Emergency
Management
Building Safety
Planning &
Land Use
ngineering
911
Communications
Fire Rescue
COMMISSIONERS
ADMINISTRATION
MANAGER
REGISTER
OF DEEDS
GOVERNING BODY
CLERK
ASSISTANT ASSISTANT
COUNTY MANAGER COUNTY MANAGER
Chief Finance Health & Human Tax
Officer Services Agency
Chief Diversity & Parks &
Social Services Equity Officer Gardens
Chief Communications Public Health NC Cooperative
Officer jx"t.&boretum
Senior Resource
Chief Human Center Public Library
Resources Officer
Community Cape Fear
Chief Strategy Justice Services Museum
Officer MMMM
Veteran Soil & Water
Intergovernmental Services Conserv. District
Affa i rs
Port City United Board of
Elections
Trillium Recycling &
■ Solid Waste
Courts 1111111111112 Internal Auditor
NEW HANOVER COUNTY
POSITION SUMMARY BY FUNCTION
ADOPTED
ADOPTED
ADOPTED
ADOPTED
ADOPTED
FY18-19
FY19-20
FY20-21
FY21-22
FY22-23
General Fund:
Cultural & Recreational
134
135
135
136
138
General Government
295
291
284
295
314
Human Services
513
524
536
549
588
Public Safety
684
699
711
733
757
Total General Fund
1,626
1,649
1,666
1,713
1,797
Environmental Mgmt.
35
34
37
38
38
Fire Rescue
127
127
127
128
132
Stormwater Services
0
0
13
13
14
TOTALS
1,756
1,787
1,843
1,892
1,9811
POSITION CHANGES: As a result of mid -year board action, 3 positions were added in General Government, 32 positions
were added in Human Services and 5 positions were added in Public Safety. Also, in FY21-22 3 positions were unfunded in
Environmental Management and transferred to General Government Non -departmental.
FY22-23 adopted positions include the following: 2 new positions in Cultural & Recreational; 13 new positions in General
Government, 2 unfunded positions in General Government Non -departmental are being funded, 1 remains in General
Government and the other is allocated to Human Services; 6 new positions in Human Services; 20 new positions in Public
Safety, and funding for 1 position is not being recommended, it is allocated to General Government Non -departmental; 4
new positions in Fire Service; 1 new position in Stormwater Service; 3 new positions in Environmental Management.
BUDGET FUNCTIONS
The County's General Fund budget is comprised of eight functions, shown in the table below. All General Fund
expenditures are classified into one of these nine functions. This is the budgetary level of expenditure control as adopted in
the budget ordinance. Following is an outline of the Budget Functions for FY22-23:
General Government
Human Services
Public Safety
Administration - County Manager
Health
911 Communications
Board of Elections
Health & Human Services Admin
Building Safety - Inspections
Building Safety - Permitting
Non -County Agencies
Community Justice Services
Communications & Outreach
Port City United
Courts
Diversity & Equity
Senior Resource Center
Emergency Management
Engineering
Social Services
Juvenile Services
Finance
Trillium Health Resources/Other
Non -County Agencies
Governing Body - Commissioners
Recovery Services
Recovery & Resilience
Human Resources
Veteran Services
Sheriff's Office
Information Technology
Legal/Risk Management
Planning & Land Use
Facilities Management
Register of Deeds Strategy
Soil & Water Conservation Tax
Education
Cultural and Recreational
Economic and Physical Development
Cape Fear Community College
Library
Economic Development
New Hanover County Schools
Museum
Non -County Agencies
Non -County Agencies
NCSU Extension Service
Parks and Gardens
Transfers
Debt Service
Transfers Between Funds
Installment Lease Payments
Principal, Interest & Fees on Debt
1 Time -limited ARPA funded positions are not included in the table above, a separate ARPA position summary can be found on page 43.
36
NEW HANOVER COUNTY
POSITION SUMMARY BY DEPARTMENT
FY20-21
FY21-22
FY22-23
DIFFERENCE
ADOPTED
ADOPTED
ADOPTED
FY21-22 &
FY22-23
z
z
z
z
o
O
O
O
H
N
W
H
h
W
H
N
W
H
N
W
O
"
O
"
O
"
O
a
a
a
a
GENERAL FUND:
911 Communications
78
77.80
79
78.80
79
78.80
0
0.00
Administration - County Manager
8
8.00
7
7.00
7
7.00
0
0.00
Board of Elections
6
6.00
8
8.00
8
8.00
0
0.00
Building Safety
46
46.00
47
47.00
0
0.00
(47)
(47.00)
Building Safety - Inspections
0
0.00
0
0.00
35
35.00
35
35.00
Building Safety - Permitting
0
0.00
0
0.00
12
12.00
12
12.00
Communications & Outreach Community
6
6.00
7
7.00
7
7.00
0
0.00
Justice Services
33
33.00
38
38.00
39
39.00
1
1.00
Diversity & Equity
2
2.00
4
4.00
4
4.00
0
0.00
Emergency Management
6
6.00
6
6.00
8
8.00
2
2.00
Engineering
8
8.00
8
8.00
8
8.00
0
0.00
Finance
24
24.00
25
25.00
27
27.00
2
2.00
Governing Body - County Commissioners
7
7.00
7
7.00
7
7.00
0
0.00
Health
180
176.15
212
208.40
214
210.40
2
2.00
Health & Human Services Administration
51
51.00
52
52.00
52
52.00
0
0.00
Human Resources
11
11.00
13
13.00
14
14.00
1
1.00
Information Technology
34
34.00
35
35.00
37
37.00
2
2.00
Legal
10
10.00
10
10.00
10
10.00
0
0.00
Library
50
47.90
51
48.90
51
48.90
0
0.00
Museum
15
15.00
16
16.00
16
16.00
0
0.00
NCSU Extension Service
1
0.875
1
0.875
3
2.875
2
2.00
Non -Departmental
3
3.00
2
2.00
5
5.00
3
3.00
Parks & Gardens
66
66.00
66
66.00
68
68.00
2
2.00
Planning & Land Use
15
15.00
17
17.00
20
20.00
3
3.00
Port City United
0
0.00
23
23.00
28
28.00
5
5.00
Facilities Management
75
75.00
75
75.00
81
81.00
6
6.00
Recovery & Resilence
0
0.00
1
1.00
0
0.00
(1)
(1.00)
Register of Deeds
19
19.00
19
19.00
20
20.00
1
1.00
Senior Resource Center
27
24.275
29
26.275
32
30.50
3
4.23
Sheriff's Office
549
549.00
569
569.00
599
599.00
30
30.00
Social Services
310
310.00
315
315.00
321
321.00
6
6.00
Soil & Water
2
2.00
2
2.00
3
3.00
1
1.00
Strategy
4
4.00
4
4.00
5
5.00
1
1.00
Tax
46
46.00
46
46.00
48
48.00
2
2.00
Veteran Services
2
2.00
3
3.00
3
3.00
0
0.00
GENERAL FUND
1,694
1,685
1,797
1,788.25
1,871
1,863.48
74
75.22
ENVIRONMENTAL MANAGEMENT FUND
37
37
38
37.63
38
37.63
0
0.00
FIRE SERVICES FUND
127
127
128
128.00
132
132.00
4
4.00
STORMWATER SERVICES FUND
13
13
13
13.00
14
14.00
1
1.00
TOTAL
1,871
1,862
1,976
1,966.88
2,055
2,047.11
79
80.22
ARPA funded positions are included in the table above.
37
NEW HANOVER COUNTY
SUMMARY OF EXPENDITURES AND REVENUES - ALL FUNDS
FY22-23 Less
FY22-23
FY22-23
FY22-23 Less
FY22-23
FY22-23 Adopted
Appropriations
Adopted Net
Adopted Total
Appropriations
Adopted Net
Total Revenues'
from Other Funds
Revenue
Expenditures'
To Other Funds
Expenditures
GENERAL FUND
$
372,668,771
$ 4,464,471
$ 368,204,300
$ 362,098,048
$ 1,589,743
$ 360,508,305
REVENUE STABILIZATION FUND
7,763,954
-
7,763,954
13,500
-
13,500
MENTAL AND BEHAVIORAL HEALTH FUND
2,500
2,500
2,500
2,500
LAW ENFORCEMENT OFFICER PENSION
-
-
815,384
815,384
REAPPRAISAL RESERVE
-
-
169,661
169,661
AUTOMATION ENHANCEMENT & PRESERVATION
187,000
187,000
187,000
187,000
DEBT SERVICE
40,483,580
-
40,483,580
57,819,712
-
57,819,712
MODIFIED GENERAL FUND
$
421,105,805
$ 4,464,471
$ 416,641,334
$ 421,105,805
$ 1,589,743
$ 419,516,062
CAPITAL IMPROVEMENT PROJECTS
$
21,309,088
$ 1,589,743
$ 19,719,345
$ 21,309,088
$ -
$ 21,309,088
SPECIAL FIRE SERVICE DISTRICT
21,617,394
1,671,474
19,945,920
21,617,394
21,617,394
ROOM OCCUPANCY TAX FIRST 3%
13,767,843
-
13,767,843
13,767,843
13,767,843
EMERGENCY TELEPHONE SYSTEM
646,919
646,919
646,919
646,919
STORMWATER SERVICES
4,158,521
4,158,521
4,158,521
-
4,158,521
SPECIAL PURPOSE
2,232,607
2,232,607
2,232,607
1,671,474
561,133
REPRESENTATIVE PAYEE
325,000
325,000
325,000
-
325,000
REVOLVING LOAN
24,000
24,000
24,000
-
24,000
ENVIRONMENTAL MANAGEMENT OPERATING
16,703,745
16,703,745
15,794,876
664,471
15,130,405
ENVIRONMENTAL MANAGEMENT CAPITAL RESERVE
250,000
250,000
-
-
-
ENVIRONMENTAL MANAGEMENT POST CLOSURE
-
-
1,158,869
1,158,869
ENVIRONMENTAL MANAGEMENT CAPITAL PROJECTS
6,000,000
6,000,000
6,000,000
-
6,000,000
TOTAL ENVIRONMENTAL MANAGEMENT FUND
$
22,953,745
$ -
$ 22,953,745
$ 22,953,745
$ 664,471
$ 22,289,274
TOTAL ALL FUNDS
$
508,140,922
$ 7,725,688
$ 500,415,234
$ 508,140,922
$ 3,925,688
$ 504,215,234
'Funds that comprise the Modified General Fund and the Environmental Management Fund are shown net of intrafund transfers.
38
NEW HANOVER COUNTY
GRANT MANAGEMENT
During budget preparation, recurring grants are included in the recommended budget for the
anticipated amount. If actual awards are different than anticipated, a budget amendment is
presented for adoption. New grants are presented to the Board for adoption as award
announcements are made. A grant rollover budget amendment is presented to the Board
annually to rollover balances for grants that are multi -year or have expiration dates other than
June 301". The grant budget is often higher than the actual revenue because most grants are on
a reimbursement basis, and the reimbursements lag the expenditures. Also, not all grant money
awarded is spent.
The most significant grant received by the county in recent years was from the federal American
Rescue Plan Act. This legislation provided a total of $350 billion to help state and local
governments cover increased expenditures, replenish lost revenue and mitigate economic
harm from the COVID-19 pandemic. The following is a further description of this act's impact
on the county.
AMERICAN RESCUE PLAN ACT (ARPA
Overview
New Hanover County received $45,543,632 from the American Rescue Plan, which was signed
into law by President Biden on March 11, 2021. The funds must be obligated by Dec. 31, 2024,
and New Hanover County developed a framework to utilize the funds over the course of three
years to strengthen our community. The Board of Commissioners approved the initial framework
at its April 5, 2021, board meeting and has approved revisions since then. Each initiative has
been vetted by county staff to ensure compliance with the law and the U.S. Treasury
Department Rules and Guidance. The italicized administrative costs are in addition to the
program costs. This version of the framework was updated August 26, 2022.
Broadband Connectivity - $1,468,900
The Congressional language permits using the funds for broadband purposes, so the county has
undertaken the following:
Broadband Access: A program to connect homes to broadband, focusing on households with
children who qualify for Medicaid or Food and Nutrition benefits, for two years in order to
increase access and affordability to reliable high-speed internet for students and families.
($1,380,000) Administrative Cost: $88,900
Business and Employment Assistance - $3,946,142
The legislation allows for assistance to businesses and nonprofits. New Hanover County's leisure
and hospitality sectors were particularly hard hit during the pandemic and the county has
undertaken the following:
Business Assistance: Business grants, scaled in size based on a business' number of employees,
focused on the retail, service, leisure and hospitality sectors and childcare facilities.
($2,302,112) Administrative Cost: $15,225
Nonprofit Assistance: Grants to nonprofits that have been negatively impacted and were not
able to continue operations at some point during the pandemic. ($661,667) Administrative Cost:
$22,138
39
NEW HANOVER COUNTY
GRANT MANAGEMENT
Job Training: Two jobs programs, to be administered in partnership with Step Up Wilmington, to
include a six -week paid job training and placement program for up to 200 people with a
particular focus on the local film industry, and a six-month paid internship and job placement for
an additional 10 to 20 people to develop long-term skills and employment. Includes
administrative expenses equaling 5 percent of the programs' cost. ($900,000) Administrative
Cost: $45,000
Housing - $4,873,426
The legislation allows assistance to households who have been impacted by the COVID-19
pandemic and for the development of affordable housing, so the county has undertaken the
following:
Mortgage Assistance: Provide assistance to homeowners who are in arrears on mortgages
because of impacts from COVID-19. This is in addition to the $7 million Emergency Rental
Assistance Program that is being administered by the county. ($2,000,000) Administrative Cost:
$109,573
Workforce Rental Housing Assistance: A pilot project to provide residents who qualify under
workforce housing guidelines — 60 percent to 120 percent of area median income — by providing
direct payments to landlords. ($600,000) Administrative Cost: $1,724
Starway Village Gap Financing: To support the development of nearly 300 affordable housing
units off Carolina Beach Road. ($1,896,729)
Housing Specialist: A position at the Department of Social Services to provide counseling around
housing. ($133,200)
Emergency Rental Assistance Program Manager: A position at the Department of Social Services
to manage the ERAP program. ($132,200)
Physical and Mental Health - $20,243,834
The well-being and mental health of children, students and seniors suffered during the pandemic
and the legislation allows local governments to use funds to mitigate the public health impact of
the pandemic. The county will use funds as outlined below to help address these issues and
provide long-term positive impacts. With the exception of the infant and toddler initiatives, the
intention is to fold the services into the county's continuation budget beginning in Fiscal Year
2023-24.
Community Violence Initiatives: To support the Board's commitment to reduce violence in
schools and the community through several innovative approaches. ($10,468,329)
Mental Health in Schools: Ensure access at each public school to mental health counselors
through the county's Health and Human Services Department. ($3,666,990)
40
NEW HANOVER COUNTY
GRANT MANAGEMENT
Mental Health for Seniors: Establish mental health counselors and a mobile health outreach
team based at the Senior Resource Center (SRC) to serve our county's older adults. ($366,146)
Virtual Outreach Position: Based at the SRC, the position develops and maintains virtual
programs for the SRC, which allows broader reach and service delivery. ($106,156)
School Nurses: Reclassify two school nurses into school nurse leads and provide one school nurse
supervisor through the county's Health and Human Services Department, in addition to the
school nurses that the county already provides at each school. ($211,892)
After -school Transportation: Providing New Hanover County Schools students with
transportation needs for after -school and tutoring programs ($600,000)
Health Educator: A health educator position. ($153,874)
Senior Resource Center: A congregate site in southern New Hanover County for the Senior
Resource Center for meal distribution and social interaction. It also provides for enhanced meal
distribution at the SRC's existing sites. ($436,790)
Senior Resource Center: To cover the costs of providing transportation to seniors for two years.
($223,500)
Infant and Toddler Mental Health: Provide two years of recovery -related mental health services
for families with infants and toddlers through five county staff positions at Health and Human
Services. ($854,040)
Infant and Toddler Mental Health Scholarships: To provide scholarships to mental health
professionals to earn advanced certificates and training focusing on early childhood mental
health. ($100,000)
Pandemic Operations Team: Establish a dedicated team of professionals to manage the ongoing
pandemic response. ($3,056,117)
Infrastructure - $1,551,340
Congressional language explicitly allows the American Rescue Plan allocations for water and
sewer projects. The county will use funds in the following ways:
Water & Sewer:
• Water and sewer infrastructure to support Habitat For Humanity's development
of two affordable housing neighborhoods in northern New Hanover County.
($1,116,751)
• Bill assistance program ($159,589)
Administrative Cost: $25,000
• To extend water and sewer to Eden Village, which is being established to address
chronic homelessness in the community. ($250,000)
41
NEW HANOVER COUNTY
GRANT MANAGEMENT
Essential County Government Services - $12,825,147
The American Rescue Plan allows for use of lost revenue funding for essential government
services and for "premium pay" for employees who provided essential government services and
for testing of the coronavirus, so the county has used funds in the following ways:
Essential Services:
• Use funds under the Treasury Department's "lost revenue" category to provide
essential government services. ($6,817,567)
Employee Pay:
Provide employee premium pay in fixed dollar amounts based on an employee's
length of service during the pandemic and full- or part-time status. This is in
recognition of county staff who have remained on the frontlines, continued important
public services, and ensured residents received the help they needed at a time when
it was critical. ($5,284,811)
• Provide additional premium pay for employees working directly in the vaccine
response to compensate them for their dedication, long hours and constant work in
vaccinating our community and saving lives. ($346,801)
Testing:
To provide weekly tests for unvaccinated employees to ensure continuity of
service. ($375,968)
Reserve and Administration - $634.843
The legislation allows the county to set aside funds as a reserve for potential future allowable
expenses as well as funds to administer and provide reports as needed. These funds do not
include amounts already factored into individual programs.
A reserve fund for future needs, administration and reporting. ($634,843)
Total Amount of Funding Outlined in the County's Plan: $45,543,632
42
NEW HANOVER COUNTY
GRANT MANAGEMENT
ARPA POSITION SUMMARY BY DEPARTMENT
ARPA Fund:
General Government
Finance
Human Services
Health
Social Services
Senior Resource Center
Pandemic Operations
Port City United
Public Safety
Community Justice Services
Sheriff's Office
ADOPTED ADOPTED REVISED ADOPTED
FY20-21 FY21-22 FY21-22 FY22-23
1
19
2
5
1
4
1
28 4
15
10 5
4
1n
25 20
28 time -limited positions were authorized with the FY2020-2021 American Rescue Plan Act Grant
Project Ordinance on June 22, 2021; two of these, in the Senior Resource Center, are regular part-
time positions. Four permanent positions were authorized with the FY2021-2022 budget and
qualified as ARPA-eligible expenses. Mid -year of fiscal year 2022, two positions were authorized
for Social Services, one position from the prior fiscal year was transferred to Port City United, and
23 were authorized as part of the Community Building Initiative in the Human Services and Public
Safety functions. 20 additional positions were authorized in FY2022-2023 for Pandemic
Operations and Port City United. Funding for the reclassification of two Public School Nurses are
also ARPA-eligible expenses in the Human Services function.
43
NEW HANOVER COUNTY
GENERAL FUND EXPENDITURE COMPARISION
Difference Between
FY20-21
FY21-22
REVISED
FY22-23
FY21-22 Revised and
ACTUAL
ADOPTED
BUDGET
ADOPTED
FY22-23 Adopted
DEPARTMENTS:
EXPENSES
BUDGET
as of 6/30/22
BUDGET
$ Change
% Change
911 COMMUNICATIONS
$ 9,483,921 $
7,301,268
$ 7,099,655
$ 9,862,334 $
2,762,679
38.9%
ADMINISTRATION - COUNTY MANAGER
1,619,078
1,720,901
1,722,101
1,796,913
74,812
4.3%
BOARD OF ELECTIONS
1,824,802
1,861,362
1,537,541
1,494,592
(42,949)
-2.8%
BUILDING SAFETY -INSPECTIONS
3,707,648
4,594,044
4,546,563
3,461,360
(1,085,203)
-23.9%
BUILDING SAFETY -PERMITTING
-
-
-
1,426,666
1,426,666
N/A
COMMUNICATIONS AND OUTREACH
677,690
828,580
928,858
934,600
5,742
0.6%
COMMUNITY JUSTICE SERVICES
2,511,236
2,893,821
3,238,216
3,233,231
(4,985)
-0.2%
COURTS
617,939
441,382
228,537
567,742
339,205
148.4%
DIVERSITY AND EQUITY
276,426
437,189
440,672
526,667
85,995
19.5%
EDUCATION:
-
N/A
Cape Fear Community College
10,823,244
10,950,946
10,950,946
11,407,742
456,796
4.2%
Cape Fear Community College Capital Contribution
-
-
-
2,087,000
2,087,000
N/A
Cape Fear Community College Debt
10,089,022
11,547,505
11,547,505
10,368,538
(1,178,967)
-10.2%
New Hanover County Schools Operating
82,887,553
91,892,112
91,892,112
91,003,649
(888,463)
-1.0%
New Hanover County Schools Fund 8 - Pre-K
487,422
974,844
974,844
974,844
-
0.0%
New Hanover County Schools Capital
3,696,000
3,696,000
3,696,000
4,696,000
1,000,000
N/A
Fees Paid on Debt
43,351
50,556
50,556
52,670
2,114
4.2%
New Hanover County Schools Debt
29,715,964
24,909,236
24,909,236
23,227,814
(1,681,422)
-6.8%
EMERGENCY MANAGEMENT
2,312,458
1,373,414
3,029,795
2,456,793
(573,002)
-18.9%
ENGINEERING
3,554,262
762,430
2,467,922
850,544
(1,617,378)
-65.5%
FACILITIES MANAGEMENT
10,361,282
15,677,248
16,391,358
16,424,405
33,047
0.2%
FINANCE
927,933
916,060
1,010,387
1,643,149
632,762
62.6%
Non -Departmental
6,423,194
7,080,140
8,819,609
5,605,188
(3,214,421)
-36.4%
Economic Development
500,000
38,240
38,240
40,313
2,073
5.4%
Transfers
1,351,334
-
6,521,247
1,589,743
(4,931,504)
N/A
Administrative Reserve
504,646
948,805
2,386,545
1,437,740
151.5%
Bonded Debt (Principal, Interest)
2,494,713
2,412,544
2,412,544
2,321,175
(91,369)
-3.8%
Fees Paid on Debt
34,491
12,340
12,340
12,340
-
0.0%
Installment Debt
14,632,538
17,174,438
17,174,438
18,873,425
1,698,987
9.9%
Installment Debt for Healing Place (Trillium)
-
1,689,433
1,689,433
-
(1,689,433)
N/A
NHC-CFPUA Debt
1,328,150
1,278,350
1,278,350
1,228,950
(49,400)
-3.9%
LEO Pension
815,384
815,384
815,384
815,384
-
0.0%
GOVERNING BODY -COMMISSIONERS
427,138
568,000
567,942
616,799
48,857
8.6%
HEALTH DEPARTMENT
13,773,625
16,497,845
17,803,581
19,553,796
1,750,215
9.8%
HEALTH AND HUMAN SERVICES ADMINISTRATION
3,386,368
3,798,091
3,764,091
3,947,555
183,464
4.9%
HUMAN RESOURCES
1,137,401
1,501,651
1,501,560
1,761,986
260,426
17.3%
INFORMATION TECHNOLOGY
9,839,647
12,209,916
12,290,891
15,406,193
3,115,302
25.3%
JUVENILE SERVICES
361,066
302,425
474,975
359,925
(115,050)
-24.2%
LEGAL - COUNTY ATTORNEY
1,253,372
1,457,700
1,482,583
1,554,478
71,895
4.8%
LIBRARY
4,393,748
5,161,448
5,130,377
6,437,587
1,307,210
25.5%
MUSEUM
1,397,274
1,593,136
1,581,457
1,807,892
226,435
14.3%
NCSU EXTENSION SERVICE
528,171
801,409
800,353
721,266
(79,087)
-9.9%
NON -COUNTY AGENCIES
760,453
2,108,324
2,108,324
2,141,022
32,698
1.6%
OTHER COMMUNITY PARTNERS
2,349,482
1,296,768
1,312,251
2,010,839
698,588
53.2%
PARKS AND GARDENS
6,005,740
7,219,631
7,219,457
11,444,387
4,224,930
58.5%
PLANNING AND LAND USE
1,455,215
1,734,178
1,729,081
5,171,412
3,442,331
199.1%
PORT CITY UNITED
-
-
867,522
3,203,046
2,335,524
269.2%
REGISTER OF DEEDS
1,488,415
1,836,466
1,826,298
1,936,643
110,345
6.0%
RECOVERY AND RESILIENCE
1,731,123
254,617
1,951,663
80,000
(1,871,663)
-95.9%
SENIOR RESOURCE CENTER
3,017,857
3,517,064
4,061,404
3,864,713
(196,691)
-4.8%
SHERIFF'S OFFICE
57,718,440
61,379,351
64,303,851
66,245,244
1,941,393
3.0%
SOCIAL SERVICES
39,212,612
37,260,729
45,905,410
41,829,731
(4,075,679)
-8.9%
SOIL AND WATER CONSERVATION
214,294
285,088
285,098
343,091
57,993
20.3%
STRATEGY
456,127
1,186,626
1,264,439
1,280,428
15,989
1.3%
TAX
4,615,540
4,779,792
5,072,774
4,992,991
(79,783)
-1.6%
TRILLIUM HEALTH RESOURCES/OTHER RECOVERY SERVICES
1,870,643
1,957,712
4,189,341
2,780,855
(1,408,486)
-33.6%
VETERAN SERVICES
179,447
214,120
216,009
243,610
27,601
12.8%
NEW HANOVER COUNTY
PERCENTAGE CHANGE IN BUDGETED EXPENDITURES BY FUNCTION
GENERALFUND
Difference Between FY21-22
FY21-22
Revised and FY22-23
FY21-22
REVISED
FY22-23
Adopted
ADOPTED
6/30/2022
ADOPTED
$ Change % Change
BUDGETED EXPENDITURES:
GENERAL GOVERNMENT
$ 55,130,222 $
62,987,546 $
64,514,145 $
1,526,599
2.4%
HUMAN SERVICES
64,812,463
76,863,950
76,215,173
(648,777)
-0.8%
PUBLIC SAFETY
18,444,873
23,048,620
21,336,769
(1,711,851)
-7.4%
Sheriff's Office
61,379,351
64,478,397
66,245,244
1,766,847
2.7%
ECONOMIC & PHYSICAL DEVELOPMENT
1,339,662
1,339,662
2,304,652
964,990
72.0%
CULTURAL & RECREATIONAL
14,843,874
15,034,449
20,911,132
5,876,683
39.1%
EDUCATION
107,513,902
107,513,902
110,169,235
2,655,333
2.5%
EDUCATION DEBT
36,507,297
36,507,297
33,649,022
(2,858,275)
-7.8%
DEBT SERVICE
22,784,856
22,788,856
24,170,690
1,381,834
6.1%
TRANSFERS
-
3,521,247
1,589,743
(1,931,504)
-54.9%
TOTAL BUDGETED EXPENDITURES
$ 382,756,500 $
414,083,926 $
421,105,805 $
7,021,879
1.7%
45
CULTURAI
RECREATIO
5.0%
FY22-23
ADOPTED BUDGET
EXPENDITURES
EICONOMIC &
PHYSICAL
DEVELOPMENT PUBLIC SAFETY
0.5
20.8%
Education and Education Debt comprise 34.2% of General Fund Budget.
EDUCATION DEBT DEBT SERVICE
8.0
5.7
=ERS
6
ENERAL
ERNMENT
15.3%
iERVICES
18.1%
46
NEW HANOVER COUNTY
PERCENTAGE CHANGE IN BUDGETED REVENUES BY CLASS
GENERAL FUND
FY21-22
FY21-22 REVISED
ADOPTED as of 6/30/
BUDGETED REVENUES:
AD VALOREM TAXES
$ 227,192,533 $
227,192,533 $
SALES TAXES
86,222,607
86,222,607
OTHER TAXES
5,248,100
5,248,100
INTERGOVERNMENTAL REVENUES
40,745,801
57,573,937
CHARGES FOR SERVICES
12,187,094
12,268,945
OTHER REVENUES
667,484
1,540,425
TRANSFERS
276,295
4,093,291
OTHER FINANCING SOURCES
9,220,260
9,615,260
GENERAL FUND BALANCE
-
9,611,264
AUTOMATION ENHANCEMENT FUND BALANCE
190,000
190,000
REVENUE STABILIZATION FUND BALANCE
-
-
DEBT SERVICE FUND BALANCE
806,326
527,564
TOTAL BUDGETED REVENUES
$ 382,756,500 $
414,083,926 $
Difference Between FY21-22
Revised and FY22-23
FY22-23 Adopted
ADOPTED Dollar Change Percent Cha
222,291,000 $
(4,901,533)
-2.2%
104,033,841
17,811,234
20.7%
6,509,100
1,261,000
24.0%
42,663,439
(14,910,498)
-25.9%
12,394,019
125,074
1.0 %
3,188, 862
1,648,437
107.0 %
4,464,471
371,180
9.1%
4,898,091
(4,717,169)
-49.1%
20, 662, 982
11, 051, 718
115.0 %
-
(190,000)
-100.0%
-
(527,564)
-100.0%
421,105,805 $
7,021,879
1.7%
47
FY22-23
ADOPTED BUDGET
REVENUES
runur-rc cnu crDwirrc
OT
SALES TAX
24.70 %
OTHER REVENUES
JG
%LANCE
L%
52.79 %
Ad Valorem Taxes (52.79%) together with the Sales Taxes (24.7%) comprise 77.49% of total County revenues. For greater detail, please see prior page.
TAXES
48
NTY
:
�\ABLISHED
NEW HANOVER COUNTY
NET COUNTY COST HUMAN SERVICES DEPARTMENTS
DEPARTMENT
HEALTH
EXPENDITURES
$
17,803,581 $
REVENUES
8,765,114
COUNTY $ REQUIRED
$
9,038,467 $
HEALTH & HUMAN SVCS. ADMIN.
EXPENDITURES
$
3,764,091 $
REVENUES
0
COUNTY $ REQUIRED
$
3,764,091 $
SOCIAL SERVICES
EXPENDITURES
$
45,905,410 $
REVENUES
27,228,170
COUNTY $ REQUIRED
$
18,677,240 $
TRILLIUM HEALTH RESOURCES/OTHER RECOVERY SERVICES
EXPENDITURES
$
4,189,341 $
REVENUES
133,350
COUNTY $ REQUIRED
$
4,055,991 $
SENIOR RESOURCE CENTER
EXPENDITURES
$
4,061,404 $
REVENUES
2,680,979
COUNTY $ REQUIRED
$
1,380,425 $
VETERAN SERVICES
EXPENDITURES
$
216,009 $
REVENUES
0
COUNTY $ REQUIRED
$
216,009 $
TOTAL COUNTY COST
$ 37,132,223 $
19,553,796 $ 1,750,215 9.8%
8,229,783 (535,331) -6.1%
11,324,013 $ 2,285,546 25.3%
3,947,555 $ 183,464 4.6%
0 0 0.0%
3,947,555 $ 183,464 4.6%
41,829,731 $ (4,075,679) -8.9%
18,987,309 (8,240,861) -30.3%
22,842,422 $ 4,165,182 22.3%
2,780,855 $ (1,408,486) -33.6%
133,350 0 0.0%
2,647,505 $ (1,408,486) -34.7%
3,864,713 $ (196,691) -4.8%
2,010,192 (670,787) -25.0%
1,854,521 $ 474,096 34.3%
243,610 $ 27,601 12.8%
0 0 0.0%
243,610 $ 27,601 12.8%
42,859,626 $ 5,727,403 15.4%
50
NEW HANOVER COUNTY
NON -COUNTY AGENCY CONTRIBUTIONS
FY22-23
FY22-23
FY22-23
NON -COUNTY AGENCIES -HUMAN SERVICES
Requested
Recommended
Adopted
A Safe Place Certified Alcohol & Drug Counselor (CADC)
$ 45,500
$ 36,000
$ 45,000
Accessible Coastal Carolina Events Sports & Services ACCESS Fit
7,500
7,125
7,500
Blue Ribbon Commission (VOYAGE) Summer Employment Program
35,000
31,500
35,000
Blue Ribbon Commission (VOYAGE) Youth Empowerment Initiative
50,000
22,500
50,000
Bread for Life Senior Pantry
15,000
13,500
13,500
Brigade Boys & Girls Club Project Learn
30,000
27,000
27,000
Brooklyn Arts Music Academy Music Is Life!
49,720
32,000
32,000
Canines for Service Veteran Outreach & Service Dog Program
50,000
16,547
16,547
Cape Fear Community Land Trust, Inc.
65,000
24,000
24,000
Cape Fear Clinic, Inc. Pharmacy Services
50,000
36,000
50,000
Cape Fear Habitat for Humanity, Inc. Legacy Landing Housing Development
50,000
38,000
50,000
Cape Fear HealthNet Enrollment and Eligibility Services
35,000
28,000
28,000
Coastal Horizons Center, Inc. Open House Transitional Living Program
20,000
19,000
19,000
Coastal Therapeutic Riding Program Scholarship Program
20,000
18,000
20,000
Communities In Schools of Cape Fear NHC Resiliency Task Force
30,000
27,000
27,000
Communities In Schools of Cape Fear Student Support Specialists
60,000
36,000
36,000
Community Boys & Girls Club of Wilmington Building Great Futures
25,000
22,500
22,500
Community Enrichment Initiatives, Inc. Wilmington Green Project
7,500
6,750
6,750
Domestic Violence Shelter & Services, Inc. Expanded Support Services for DV Victims
45,600
38,000
38,000
DREAMS of Wilmington, Inc.
45,000
29,700
29,700
Elderhaus, Inc. Homecare Training Lab Improvement Project
11,200
10,080
10,080
Family Promise of the Lower Cape Fear Emergency Shelter
35,000
31,500
31,500
Feast Down East, Inc. Local Motive Mobile Farmer's Market
72,398
36,000
50,000
First Fruit Ministries Medical Outreach for Unsheltered Homeless
42,000
36,000
36,000
Five14 Revolution, Inc. Restoration for Women 2022
25,000
0
0
Food Bank of Central & Eastern NC at Wilmington Nourishing Families in NHC
50,000
18,000
40,000
GLOW NC Extended Day Learning Programs
60,000
36,000
50,000
Greater Wilmington Youth Initiative, Inc. dba First Tee Community Programs
15,000
13,500
13,500
Historic Wilmington Foundation Endowment Fund -Preservation Equity Program
25,000
20,000
20,000
Leading Into New Communities, Inc. (LING) Lite Community Health
90,000
32,000
75,000
Louise Wells Cameron Art Museum US Colored Troops Public Sculpture Project
50,000
10,000
25,000
Lower Cape Fear Hospice dba Lower Cape Fear LifeCare Pathways to Care
50,000
36,000
36,000
NC Symphony Society, Inc. Music Education Programs for NHC Students
5,000
4,500
4,500
Ruthie Trammel's Champions for Compassion
23,000
6,400
6,400
The Carousel Center, Inc. Child Abuse Awareness/Outreach & Education Initiative
60,000
36,000
50,000
The Carousel Center, Inc. Child Parent Psychotherapy
15,000
13,500
13,500
The Carousel Center, Inc. SAFE Group -Support for Healthier Families
25,000
22,500
22,500
The Children's Museum of Wilmington Flight Zone
10,000
6,300
6,300
WARM, Inc. Preserving Existing Affordable Housing
50,000
9,000
50,000
Wilmington's Residential Adolescent Achievement Place After School Enrichment
46,524
8,314
46,524
Young Scientist Academy Code Ninas: Combating the Gender Gap in the Tech World
31,340
17,064
25,000
YMCA of Southeastern NC Afterschool at GLOW Academy
28,252
25,427
25,427
Total Human Services $
1,555,534 $
937,207 $
1,214,728
ECONOMIC DEVELOPMENT
Arts Council of Wilmington and New Hanover County $
100,000 $
45,000 $
75,000
Cape Fear Resource Conservation and Development
9,000
4,500
4,500
CFCOG Continuum of Care for Homelessness
25,000
25,000
27,300
Cucalorus Film Foundation
28,000
25,000
25,000
Foreign Trade Promotion Council
20,000
2,500
2,500
Friends of Fort Fisher
10,000
4,550
4,550
Genesis Block Labs, LLC
175,000
25,000
50,000
Greater Wilmington Chamber of Commerce
181,000
197,652
197,652
Highway 17 Transportation Association In NC, Inc.
10,000
3,250
3,250
Southeastern Economic Development Commission
20,313
20,313
20,313
The Southeastern Partnership, Inc.
20,000
20,000
20,000
Wilmington Business Development
271,129
282,391
282,391
Wilmington Downtown, Inc.
100,000
98,280
98,280
Wilmington Regional Film Commission
144,254
145,992
145,992
Wilmington Symphony Orchestra
25,000
5,000
15,000
Total Economic Development $
1,138,696 $
904,428 $
971,728
51
NEW HANOVER COUNTY
NON -COUNTY AGENCY CONTRIBUTIONS
SOCIAL IMPACT FUND
Child Development Center, Inc.- Improve Child Readiness for Kindergarten
Coastal Horizons Center, Inc. RESET -Reduce Substance Use
Phoenix Employment Services of Wilmington, Inc. -Employment & Life Skills Training
Total Social Impact Fund
FY22-23 I FY22-23 I FY22-23
equested Recommended Adopted
$ 63,545 $ 63,545 $ 63,545
131,631 131,631 131,631
86,763 86,763 86,763
$ 281,939 $ 281,939 $ 281,939
52
NON -DEPARTMENTAL
A detailed explanation of the items funded in Non -Departmental is provided below. A table summarizing
totals per account follows the detailed explanation.
Expenditures:
Salary Adjustment: A negative Salary Lag adjustment is adopted in Non -Departmental to
account for the fact that not every authorized position will be filled every day of the fiscal year. An
amount is also adopted to ensure employees earning below the average county salary earn at least a
fixed level of market increase.
$112,407
(2,000,000)
Fixed dollar amount for Market Adjustment
Salary Lag
($1,887,593)
TOTAL
Medical Insurance Expense: Funds of $3,501,197 are adopted for the county's portion of retirees' medical
and dental expenses. Any consultant fees incurred related to these benefits are included in contracted
services.
Contracted Services:
$53,000
36,040
4,000
1,500
55,000
60,000
12,240
1,638
45,214
7,500
2,500
25.278
Employment background checks
Pre -employment and random drug screening for employees
Employee Assistance Program (work related)
Attorney Consultations
Benefits contract
Laymon Group— Flex Benefit Plan
COBRA administration
ASCAP License
Language Line Contract
Scholarships for UNCW
Scholarships for CFCC
Employee Assistance Program
$303,910 TOTAL
Contracted Services —WAY Clinic: Funds are adopted for operation of an on -site clinic to address minor
health issues and administer a preventive wellness program for county employees, called the WAY
Clinic. The operation of the program is expected to reduce the cost of medical claims in the future.
$185,916
52,324
129,669
24,100
120,726
6,171
3,600
141,942
125,000
104.700
5894,148
Nurse Practitioners
Medical Office Assistant
WAY clinic Program Administrative Fee
Reference labs
Health Risk Assessments
Flu Shots
Supplies
Physical Therapist
Functional Medicine
Program Administrators and Fees
TOTAL
53
NON -DEPARTMENTAL CONTINUED
Service/Retirement Awards: For employee service recognition and retirement awards. The FY22-23
adopted amount is $22,855.
Employee Appreciation: For employee appreciation events that are countywide. The FY22-23 adopted
amount is $5,000.
Department Employee Appreciation: For employee appreciation events that are at the department level.
The FY22-23 adopted amount is $18,500.
Reach for the Stars: An employee performance recognition program. The adopted amount for FY22-23 is
$16,101.
Wellness and You Program: The Wellness and You (WAY) program was created in 2008 to encourage and
motivate employees to make better lifestyle choices as it relates to physical activity, healthy diet, tobacco
cessation, and preventive care. For FY22-23, $22,950 is adopted.
Countywide Training: Funds in the amount of $130,601 are adopted for in-house mandatory web -based
training and optional core courses. Also includes Table Talk, miscellaneous meetings, team meetings and
retreats.
$36,236
Skillsoft/PCU
33,000
UNCW Professional Development Academy
18,000
SWAIN Instructors/CI Courses
29,370
SWAIN Project Management Academy
2,500
Customized skill courses
900
Customer service supplies (plaques, frames, etc.)
1,000
Books and materials for training
6,780
NACo PDA Professional Development Academy
1,100
Supplies for Commissioner's meetings
1,000
Supplies for Joint SMC meetings
715
Supplies for Safety Banquet
$130,601 TOTAL
Insurance and Bonds: Estimate of funds that will be required for insurance and bonds for county programs
and operations.
$150
Automobile
2,889
Property
56,363
Law & Public Officials
126,739
Fiduciary Liability
1,800
Drone Liability
780
Crime, Cyber, Umbrella and other various policies
290,048
Excess Workers Compensation
$478,769 TOTAL
54
NON -DEPARTMENTAL CONTINUED
Insurance Deductible: For deductibles not covered by insurance. $175,000 is adopted for FY22-23.
Unemployment — Employment Security Commission: An annual estimate for FY22-23 is $50,000.
Workers Compensation: For Workers Compensation claims based on historic and FY21-22 year-to-date
claims. $675,000 is adopted for FY22-23 as well as a Death Benefit of $300,000.
City of Wilmington: $234,000 is adopted for the Red Light Camera Program.
Contribution to Wave: Wave Transit was established by merging the Wilmington Transit Authority and
New Hanover Transportation Services on July 1, 2004. The system provides transportation services to
residents of the county, meeting the special needs of the elderly, disabled, Work First and Medicaid
participants, working poor, clients of human service agencies, and the general public. Funding will include
local matching funds of $176,573 for vehicle replacement. The adopted FY22-23 funding is $548,650.
Donated Items: This is a budgeted amount required to record miscellaneous donations received during
the fiscal year. The adopted amount for FY22-23 is $100,000.
Administrative Reserve: Administrative Reserve for FY22-23 is $750,000.
Transfers to Other Funds: Funds are transferred from the General Fund to other funds or capital projects.
FY20-21 Actual
Transfers Total $1,351,334. Transfers to Capital projects total $273,000. Transfers to Special
Revenue funds total $1,078,334.
FY21-22 Adopted Budget
• General Fund did not adopt transfers to other funds for FY21-22.
FY21-22 Revised Budget
• General Fund did not revise any transfers to other funds for FY21-22.
FY22-23 Adopted Budget
• Transfers Total $1,589,743. Transfers to Capital projects total $1,589,743.
55
NON -DEPARTMENTAL CONTINUED
SUMMARY OF EXPENDITURES
FY21-22
FY20-21
FY21-22
REVISED
FY22-23
ChangeFY21-22 Revised
ACTUAL
ADOPTED
AS OF 6/30/22
ADOPTED
to FY22-23 Adopted
SALARY ADJUSTMENT
$ - $
(181,883) $
(181,883) $
(1,887,593)
$ (1,705,710)
937.8%
SOCIAL SECURITY TAXES
3,443
-
-
-
-
N/A
MEDICAL INSURANCE EXPENSE
1,464,774
3,748,540
2,177,243
3,501,197
1,323,954
60.8%
CONTRACTED SERVICES
170,485
241,412
516,613
319,910
(196,703)
-38.1%
CONTRACTED SERVICES -WAY CLINIC
704,593
912,655
912,655
894,148
(18,507)
-2.0%
CONTRACTED SERVICES -WATER MONITORING
-
-
-
-
-
N/A
SERVICE/RETIREMENT AWARDS
6,030
13,743
13,743
22,855
9,112
66.3%
EMPLOYEE APPRECIATION
-
5,000
5,000
5,000
-
0.0%
DEPARTMENT EMPLOYEE APPRECIATION
6,515
18,500
18,500
18,500
0.0%
REACH FOR THE STARS
2,652
9,018
30,129
16,101
(14,028)
-46.6%
WELLNESS PROGRAM
17,749
22,950
22,950
22,950
0.0%
MISCELLANEOUS -OTHER
155
-
416,395
-
(416,395)
N/A
MISCELLANEOUS- RETIREE LWOPADMIN
(280,316)
-
-
-
-
N/A
TRAINING & TRAVEL
49,040
125,066
128,148
130,601
2,453
1.9%
INSURANCE & BONDS
306,686
405,123
308,806
478,769
169,963
55.0%
INSURANCE DEDUCTIBLE REIMBURSEMENT
101,608
175,000
175,000
175,000
-
0.0%
UNEMPLOYMENT - EMPLYSECCOM
39,006
50,000
50,000
50,000
-
0.0%
WORKERS COMPENSATION
650,000
675,000
675,000
975,000
300,000
44.4%
CITY OF WILMINGTON
234,000
234,000
165,426
234,000
68,574
41.5%
CONTRIBUTION -WAVE TRANSIT
340,792
526,016
526,016
548,650
22,634
4.3%
DONATED ITEMS
-
100,000
100,000
100,000
-
0.0%
ADMINISTRATIVE RESERVE
-
286,895
192,428
750,000
557,572
289.8%
ECONOMIC DEVELOPMENT
509,565
38,240
38,240
40,313
2,073
5.4%
$ 104,992
1.7%
TOTAL NON -DEPARTMENTAL EXPENSES: $ 4,326,777 $ 7,405,275 $ 6,290,409 $ 6,395,401
TRANSFERS TO OTHER FUNDS:
TRANSFERS TO CAPITAL PROJECT FUNDS
$ 273,000 $
- $
- $
1,589,743
$ 1,589,743
N/A
TRANSFER TO SPECIAL REVENUE FUND
1,078,334
-
-
N/A
TOTAL TRANSFERS TO OTHER FUNDS:
$ 1,351,334 $
$
$
1,589,743
$ 1,589,743
N/A
TOTAL:
$ 5,678,111 $
7,405,275 $
6,290,409 $
7,985,144
$ 1,694,735
26.9%
NTY
:
�\ABLISHED
NEW HANOVER COUNTY
EDUCATION
SUMMARY OF EXPENDITURES
New Hanover County Schools
EXPENDITURES:
Current Operating
$
91,892,112
$ 93,985,744
$ 91,003,649
$ (888,463)
-1.0%
Capital Outlay
3,696,000
3,696,000
4,696,000
1,000,000
27.1%
Restricted Funds - Pre-K
974,844
974,844
974,844
-
0.0%
Total Current Expenditures
$
96,562,956
$ 98,656,588
$ 96,674,493
$ 111,537
0.1%
Principal on School Bonds
$
17,306,829
$ -
$ 15,465,000
$ (1,841,829)
-10.6%
Interest on School Bonds
6,636,017
-
5,969,396
(666,621)
-10.0%
Bond Fees
50,556
40,335
52,670
2,114
4.2%
Installment Debt
966,390
-
1,793,418
827,028
85.6%
NHC Schools Debt Service
$
24,959,792
$ 40,335
$ 23,280,484
$ (1,679,308)
-6.7%
TOTAL EXPENDITURES FOR NHCS
$
121,522,748
$ 98,696,923
$ 119,954,977
$ (1,567,771)
-1.3%
Cape Fear Community College
CFCC Current Operating
CFCC Capital Outlay
Total Current Expenditures
Principal on CFCC Bonds
Interest on CFCC Bonds
CFCC Debt Service
TOTAL EXPENDITURES FOR CFCC
$ 10,950,946 $
$ 10,950,946 $
$ 8,269,152 $
3,278,353
$ 11,547,505 $
$ 22,498,451 $
13,494,742 $ 11,407,742 $ 456,796 4.2%
- 2,087,000 2,087,000 NA
13,494,742 $ 13,494,742 $ 2,543,796 23.2%
$ 7,955,000 $ (314,152) -3.8%
2,413,538 (864,815) -26.4%
$ 10,368,538 $ (1,178,967) -10.2%
13,494,742 $ 23,863,280 $ 1,364,829 6.1%
58
NEW HANOVER COUNTY
CAPITAL OUTLAY
Information
Equipment
Replacements CISCO
200,000
Technology
$
200,000
Finance
Equipment
Replacement Formax Check Folder Sealer
5,025
5,025
Parks and Gardens
Equipment
John Deere Mower Replacements 2015 Mowers-2
20,500
Equipment
John Deere Utility Vehicle -Models 2012, 2013, 2014
24,000
Equipment
Ventrac Ride -On Blower
22,000
Equipment
Verticutter Equipment
10,000
Equipment
Tow Behind Aerial Lift
30,000
Other Improvements
Echo Farms Storage Shed w/ Concrete Pad
15,000
Other Improvements
Ogden Tennis Court LED Lighting
S
50,000
171.5nn
Facilities
Building
Replacement Water Line at Facilities Mgt Complex
250,000
Management
Building
Exterior Sealants, Coating and Repairs to Parking Deck
280,000
Equipment
Replacement Water Heater at Detention Center
160,000
Equipment
Replacement HVAC Federal Point Fire Station
180,000
Equipment
Replacement Generator at Judicial Building
275,000
Equipment
Replacement Boiler at Judicial Building
80,000
Vehicle Management
Facilities Management
Vehicles
Replacement (FM 12 & FM 40) Chevy Trailblazer - 2
34,600
Tax Department
Vehicles
Replacement-T3 Nissan Kicks
15,750
Sheriff's Office
Vehicle
Replacement Bomb Truck
260,000
Sheriff's Office
Vehicles
New Vehicles-19
261,692
Sheriff's Office
Vehicles
CB -SRO Vehicles
400,288
Sheriff's Office
Vehicles
Replacement Vehicles -58
2,183,948
Sheriff's Office
Equipment
Road Ready -19 New Vehicles
164,100
Sheriff's Office
Equipment
CB -SRO Road Ready
147,714
Sheriff's Office
Equipment
Replacement - 58 Vehicles Road Ready
706,339
Sheriff's Office
Equipment
Replacement Security Doors-5
17,923
Equipment
Replacement Generator
9,000
Equipment
Replacement Dishwasher
54,000
Equipment
K9 Dog -Includes K9 and Training Replacement
15,000
Equipment
Portable Radios for New Sworn Officers
96,000
Equipment
Sonar X-Ray Machine
5,000
Equipment
Digital Evidence Storage
9,180
Equipment
Replacement -Gas Chromatography Mass Spectrometer
102,000
Equipment
Replacement Drug Scanning Equipment
68,250
Equipment
Dental X-Ray Equipment Replacement
15,000
Equipment
Gun Locker Weapon Storage
10,000
Equipment
Helicopter Transporter Platform
11,000
Equipment
Night Vision Systems for Precision Rifles
17,000
Equipment
CB -Body -Worn Cameras and Accessories
28,924
Improvement
Repair Kitchen Walls w/Fabricated Steel Sheets
8,000
Improvement
Repair Kitchen Floor
40,000
Emergency Management
Equipment
NOAA/NWS Certified Weather Station -Replacement
10,900
Equipment
Comm Tower Equip -Antennas, feedline for new tower
59,807
576,984
Total General Fund
$
6,352,940
The capital outlay amounts shown above are included in each department's total budget as shown on page 44.
59
NEW HANOVER COUNTY
CAPITAL OUTLAY
TYPE
DESCRIPTIONDEPARTIVIENT
D•
Fire Rescue
Equipment
Hurst Tool Replacement Program
34,329
Equipment
Thermal Imaging Camera
8,202
Equipment
Digital Fire Trainer for Community Risk Reduction
14,189
Equipment
Purvis Fire Station Alerting System Station 18 & 19
110,000
Vehicles
Replacement -Staff Vehicle & Prof. Dev. Replace Plan- 2
95,820
Vehicles
Replacement -Command Vehicle Replacement Plan
62,397
Vehicles
Replacement -Ladder Truck Capital Replace Schedule
1,340,407
Vehicles
Vehicle -Fire Mechanic
50,000
Other Improvements
Fire Hydrants Installation on Existing Water Line Prog.
122,850
Environmental
Equipment
Compactor with Caron Wheels
1,195,837
Management
Equipment
30 Yd. Roll Off Containers - 3
24,000
Equipment
40Yd. Roll Off Containers -5
60,000
Equipment
Replacement of Roll Off Containers - 3
24,720
Vehicles
Vehicle -Crew Cab w/Tommy Lift
40,000
Stormwater Services
Computer & Other
Trimble Receivers
60,000
Equipment
Equipment Replacement Plan Fund
74,819
Equipment
6-Way Blade for Skid Steer
7,295
Equipment
12 Ton Backhoe
131,804
Equipment
25 Ton Excavator
227,532
Equipment
Sewer Equipment Easement Machine
22,460
Equipment
Stick Welder and Attached Generator
6,625
Equipment
7x16 Cargo Trailer
12,000
Other Improvement
Pole Barn Structure
60,000
Other Improvement
Upfit of Division Drive Building
350,000
$ 952,535
Total Other Funds $ 4,135,286
Total All $ 10,488,226
The capital outlay amounts shown above are included in each departmenfs total budget as shown on page 44.
60
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:
�\ABLISHED
CAPITAL IMPROVEMENT PLAN FY 2023-2027
Purpose
To maintain strong financial performance, the Capital Improvement Plan (CIP) is essential to
identify capital needs, establish priorities, develop defined project schedules and project fiscal
resources for New Hanover County. Capital projects, for the purpose of the Capital Improvement
Plan, are generally defined as fixed assets that have a useful life greater than five years, have a
cost of $100,000 or more and require more than 12 months to complete. Regular purchases of
vehicles and equipment for routine operations and most maintenance and repair costs for county
facilities are funded separately through the annual operating budget.
A CIP Committee is established to evaluate capital improvement project requests. The committee
includes staff from Property Management, Engineering, Finance, Legal, Strategy, and Risk
Management. Each request for a capital improvement project is rated based on predetermined
criteria related to how the project improves safety, meets mandates, completes an existing
project, increases the tax base, enhances economic development, the project's impact to
services, the financing source, any changes to operating cost, effects to the environment, and the
readiness of the project. In this process, the long-term objectives of the county are reviewed and
translated into a more specific and well-defined five-year plan. In February of each year, the
committee recommends the CIP to the County Manager.
The County Manager recommends a final five-year CIP to the Board of Commissioners for
adoption with the annual budget. The CIP adopted by the board may be amended as needed to
allow for changing capital priorities and fiscal constraints. The FY22-23 CIP was adopted by the
Board of Commissioners, which included endorsement of the following four years. In this section,
following the adopted FY22-23 CIP, is a highlight of some major projects and the related funding
sources.
Dedicated Revenue for Capital Outlay and Improvement
The New Hanover County Board of Commissioners has formally established the goal of
maintaining unassigned fund balance in the General Fund in an amount between 18 percent and
21 percent. Amounts in excess of 21 percent may be assigned for future capital improvements
and outlay plans.
62
CAPITAL IMPROVEMENT PLAN FY 2023-2027
General Fund
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 Total
Board of Elections: Offices, Polling and Warehouse
$ 5,594,882
$ -
$ -
$ -
$ -
$ 5,594,882
CFPUA: Last Frontier Water/Sewer
3,000,000
-
$ 3,000,000
Library: Executive Development Center Renovation
-
-
-
285,000
$ 285,000
Library: North Chase Branch
1,034,040
8,410,500
-
$ 9,444,540
NCSU Extension Service: Admin Building Replacement
-
150,000
1,300,000
$ 1,450,000
Parks: Echo Farms Expansion
1,000,000
-
$ 1,000,000
Parks: Gordon Rd Sidewalk
170,000
$ 170,000
Parks: Masonboro Loop Rd Trail Construction
-
_
675,000
4,475,000
$ 5,150,000
Parks: NCDOT Trail Reimbursement- Military Cutoff
Extension Trail and Market St. Sidewalk
367,000
-
-
-
$ 367,000
Parks: North College Rd Trail
250,000
3,500,000
$ 3,750,000
Parks: Northern Regional Park Phase 2
2,650,000
$ 2,650,000
Parks: Ogden Park Maintenance Facility Expansion
413,923
$ 413,923
Parks: Olsen Park Phase 2
624,380
-
$ 624,380
Parks: Smith Creek Park Phase 2A
200,000
1,500,000
$ 1,700,000
Parks: South College Rd Trail
-
350,000
3,S65,000
$ 3,915,000
Sheriff: Facility Replacement for Sheriff's
Detectives/VICE
6,576,500
-
$ 6,576,500
TOTAL EXPENDITURE 5 20,710,725 S 15,080,500 5 4,865,000 5 675,000 5 4,760,000 5 46,091,225
SOURCES OF REVENUE
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 Total
Grants/Donations
$ -
$ 100,000
$ 440,000
$ -
$ -
$ 540,000
Long Term Debt
17,719,345
12,160,500
3,565,000
$ 33,444,845
Sale of 3rd Floor - AT&T Building
2,000,000
-
-
$ 2,000,000
General Fund Revenues
991,380
2,820,000
860,000
675,000
4,760,000
$ 10,106,380
TOTAL REVENUE $ 20,710,725 $ 15,080,500 $ 4,865,000 $ 675,000 $ 4,760,000 $ 46,091,225
63
CAPITAL IMPROVEMENT PLAN FY 2023-2027
Fire Rescue
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 Total
Castle Hayne Station
$ 1,016,801
$ 6,301,577
$
$ -
$
$ 7,318,378
Gordon Road Station
631,801
6,314,077
-
$ 6,945,878
Porters Neck Station
-
-
1,750,000
$ 1,750,000
Southern Station
400,000
-
1,016,801
$ 1,416,801
Wrightsboro Station
1,016,801
6,134,077
$ 7,150,878
TOTAL EXPENDITURE
SOURCES OF REVENUE
$ 1,648,602 $ 12,615,654 $ 400,000 $ 2,766,801 $ 7,150,878 $ 24,581,935
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27 Total
Loan Proceeds
$ 1,648,602
$ 12,615,654
1 $ 400,000
$ 2,766,801
1 $ 7,150,878
1 $ 24,581,935
Fire District Revenue
$ -
TOTAL REVENUE
Environmental Management
$ 1,648,602 $ 12,615,654 $ 400,000 $ 2,766,801 $ 7,150,878 $ 24,581,935
FY22-21 FY23-24 FY24-25 FY25-26 FY26-27 Total
Biological Treatment System Replacement
$ 2,750,000
$
$
$
$
$ 2,750,000
Landfill Gas to Energy
500,000
$ 500,000
Lagoon Relining
1,300,000
$ 1,300,000
New Admin Building
-
700,000
4,500,000
$ 5,200,000
New Landfill Entrance & Customer Convenience Site
450,000
-
-
$ 450,000
Partial Cell Closure 7-10A (7.46 acres permanent, 5.46
acres temporary)
-
4,100,095
$ 4,100,095
Partial Cell Closure Cells 7/8A
-
$ -
Partial Closure Cells 7-11 (15 acres)
4,800,000
-
$ 4,800,000
Construction Cells 1OB-14
-
-
6,840,000
$ 6,840,000
Southern Property Closure Design Cells 7-15
-
300,000
-
$ 300,000
Southern Property Construction Cells 11 & 12A
1,000,000
-
$ 1,000,000
Southern Property Construction Cells 12B & 13
-
3,000,000
4,000,000
$ 7,000,000
TOTAL EXPENDITURE
$ 6,000,000
$ 8,100,095
$ 8,500,000
$ 4,800,000
$ 6,840,000
$ 34,240,095
SOURCES OF REVENUE
FY22-23
FY23-24
FY24-25
FY25-26
FY26-27
Environmental Management Transfers/Reserve Funds
$ 6,000,000
$ 8,100,095
$ 8,500,000
$ 4,800,000
$ 6,840,000
1 $ 34,240,095
Closure/Post Closure Reserve
-
$
TOTAL REVENUE
$ 6,000,000
$ 8,100,095
$ 8,500,000
$ 4,800,000
$ 6,840,000
$ 34,240,095
TOTAL ALL FUNDS
$ 28,359,327
$ 35,796,249
$ 13,765,000
$ 8,241,801
$ 18,750,878
$ 104,913,255
64
BOARD OF ELECTIONS: OFFICES, POLLING, AND WAREHOUSE
Project Description
Design and construction of a right sized, efficient but resilient space for Board of Elections offices
and secure storage of election equipment. The building will consist of a total of 7,500 sq feet and
include a lobby, conference room, offices, work stations, hoteling space, a break room, a mail in
ballot room, open and secured storage, and a large one -stop voting space. In addition, the
exterior will include a large canopy to provide protection from the elements for the curbside
voting process.
Polling, Offices, and Warehouse
Appropriation and Spending Plan
6,000,000 5,594,882
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
Long Term Debt _J
Impact on Operations
The main impact on operations will be the operation of an additional facility. Annual utilities will
increase minimally and will be offset by the reduction of use of existing facility space that is being
demolished. Staffing will not be impacted by establishing the new facility.
Type of CIP: Nonrecurring
Time Line:
• Design and Construction: FY22-23
65
LIBRARY: NORTH CHASE BRANCH
Project Description
Adding a North Chase Library branch will move the library system closer to its long-range,
strategic plan of providing library services within five miles of all citizens. There is currently no
convenient library branch serving the north end of New Hanover County and the fast-growing
Porter's Neck, Ogden, Murrayville and Castle Hayne communities. This puts more pressure on
the current Main and Northeast facilities. Expansion of existing facilities would be needed to
accommodate the growing population in northern New Hanover County. Providing a branch in
North Chase will ease crowding at the Northeast Branch and Main Library. Anticipated opening
mid 2024.
North Chase Branch Library
Appropriation and Spending Plan
10,000,000 8,410,500
111 111
2,000,000 1,034,040
FY22-23 FY;
Impact on Operations
The design phase will have no impact on operations. Once constructed, there will be an increase
in the Library's material ($40,000) and supply ($5,000) budgets to accommodate the needs of
this branch. Based on existing library facilities, utility costs will increase $80,000 and Information
Technology costs and maintenance will increase at least an additional $70,000. It is anticipated a
full service library staffing model will be in place, which consists of 10.5 FTE permanent
employees at an estimated first year cost of $700,000.
Type of CIP: Nonrecurring
Timeline:
• Design: FY22-23
• Construction: FY23-24
..,
PARKS: NORTHERN REGIONAL PARK PHASE TWO EXPANSION
Project Description
The expansion of Northern Regional Park includes the completion of a multi -purpose trail, dog
park, tennis court rehabilitation, playground improvements, four additional lighted multi-
purpose fields, restrooms, a maintenance facility, as well as parking and roadway improvements.
These improvements and additions will bring the park to completion and are anticipated to occur
over the next year.
Northern Regional Park Phase Two Expansic
Appropriation and Spending Plan
FY22-23 FY23-24 FY24-25 FY25-26
■ Long Term Debt
Impact on Operations
The expansion of the park in FY22-23 will increase the general operating costs for the park. Supplies are
estimated to be an additional $7,000. Staffing costs will also increase by $40,000 for one employee.
Utilities are estimated at $18,000 per year and a one-time purchase of equipment (mower) will be
required, estimated at $15,000.
Type of CIP: Nonrecurring
Timeline:
• Construction of additional facilities and fields: FY22-23
67
SHERIFF: FACILITY REPLACEMENT FOR DETECTIVES AND VICE UNITS
Project Description
Construct a replacement facility on existing county owned property for the Detective and Vice
divisions to use for office space. The existing facility has inadequate space and requires
significant repair and maintenance in the coming years. Sale of the existing space will contribute
to the funds needed for replacement.
Facility for Detective and VICE Divisions
Appropriation and Spending Plan
7,000,000 6,576,500
1❑
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
■ Long Term Debt ■ Sale of Existing Asset
Impact on Operations:
A new facility will eliminate current space needs as well as the need for extensive maintenance
and repairs estimated at least $157,500 in the coming years, which does not include addressing
space issues. Facility operating expenses may increase minimally due to increased size of the
facility but new construction will offset much of the cost of running the older facility that will be
sold.
Type of CIP: Nonrecurring
Timeline:
• Construction: FY22-23
68
FIRE SERVICES: CASTLE HAYNE STATION
Project Description
This project will replace a 36-year-old fire station designed and constructed as a volunteer facility
to further serve the needs of the Castle Hayne community. A replacement station will allow for
modernized facilities to meet the demands of customers and enable emergency responders to
respond to emergencies quickly and effectively.
Castle Hayne Station
Appropriation and Spending Plan
8000000 6,301,S77
4000000
2000000 1,016,801
0 F-- I
FY22-23 FY23-24 FY21-22 FY22-23
■ Loan Proceeds - Fire District
Impact on Operations
This project will positively impact operations through a more efficient use of space, lower energy
usage, and lower maintenance costs. Since this facility will replace an existing facility, the
operational costs will be similar, with a savings in maintenance and repairs. No additional new
personnel or apparatus are planned for the replacement station.
Type of CIP: Nonrecurring
Timeline:
• Design: FY22-23
• Construction: FY23-24
69
FIRE SERVICES: GORDON ROAD STATION
Project Description
This project will provide an acceptable facility for operations and address the high call volume in
the Gordon Road area. The project will add an additional fire station to improve response times
in the high growth/high call volume area. The additional station will provide service to an area
that has seen decreased response times due to road networks and traffic patterns.
8,000,000
6,000,000
4,000,000
2,000,000
631,801
0
FY22-23
Impact on Operations
Gordon Road Station
Appropriation and Spending Plan
6,314,077
FY23-24 FY24-25
Loan Proceeds - Fire District
FY25-26 FY26-27
This project will add an additional response district that will improve response times and
overcome response challenges presented by the construction of the Military Cutoff Road
Extension. Based on existing facilities, the operating budget will be increased about $10,000 due
to maintenance and utilities. No additional staff will be needed as an existing crew and apparatus
will staff this station.
Type of CIP: Nonrecurring
Timeline:
• Land Purchase and Design: FY22-23
• Construction: FY23-24
70
ENVIRONMENTAL MANAGEMENT: BIOLOGICAL TREATMENT SYSTEM REPLACEMENT
Project Description
The Biological System Treatment Replacement project is to upgrade the existing system to reduce
metal discharge and meet the Environmental Protection Agency (EPA) new discharge limits. The
project will provide an upgrade to the landfill's leachate treatment system as required by the
National Pollutant Discharge Elimination System (NPDES) permit. The EPA has established new,
more restrictive limits for metal discharge. Changes in the existing leachate treatment system
will be necessary to protect the environment and meet the EPA's new NPDES permit
requirements. This will complete the upgrade of the system.
Biological Treatment System Replacement
Appropriation and Spending Plan
3,000,000 2,750,000
❑1
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
■ Environmental Management Transfers/Reserve Funds
Impact on Operations
Old leachate operating costs will be eliminated but there will be additional expenditures for
disposal of waste, chemical purchases, chemical handling and equipment maintenance based
upon upgraded system and equipment.
Type of CIP: Nonrecurring
Timeline:
• Final Upgrade to existing system: FY22-23
71
ENVIRONMENTAL MANAGEMENT: LAGOON RELINING
Project Description
The most recent layer of lagoon liner was installed 20 years ago. It has developed leaks allowing
leachate to move between the liners below the water surface. Given the age of the liner material
and its exposure to the environment (open lagoon) and leaks, relining is necessary. Additionally,
significant sludge has accumulated and is in need of removal. The time to accomplish that work
is when the lagoon is relined.
Lagoon Relining
1,400,000 1,300,000 Appropriation and Spending Plan
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
■ Environmental Management Transfers/Reserve Funds
Impact on Operations
Operations will not be affected by the relining of the lagoon; the relining will enable operations
to continue as normal.
Type of CIP: Nonrecurring
Timeline:
• Construction: FY22-23
72
ENVIRONMENTAL MANAGEMENT: SOUTHERN PROPERTY CONSTRUCTION
Project Description
The intent of the project is to provide the required landfill space for operations. The project will
construct new waste disposal cells on the southern property including cells 11, 12A, 1213, and 13,
as well as design the closure of cells 7 to 15.
Southern Property Construction
Appropriation and Spending Plan
1,000,000
3,300,000
0
FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
■ Environmental Management Transfers/Reserve Funds
Impact on Operations
Daily operations will continue as usual, with some minor, intermittent impacts to traffic as the
traffic flow shifts from the northern property to the southern property.
Type of CIP: Nonrecurring
Timeline:
• Closure design of Cells 7-15: FY23-24
• Construction Cells 11 and 12A: FY22-23
• Construction Cells 12B and 13: FY23-24 and FY24-25
73
NTY
:
�\ABLISHED
NEW HANOVER COUNTY DEBT SERVICE FOR NEXT FIVE YEARS
GENERAL GOVERNMENT FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
BONDED:
CFCC 2013A General Obligation Bonds ($54 million issued)
CFCC 2015 General Obligation Bonds ($40 million issued)
CFCC 2016 General Obligation Bonds (Refunding)
CFCC 2021A General Obligation Bonds(Refunding)
CFCC 2021 B General Obligation Bonds(Refunding)
Total Bonded Debt Service - General Govt-CFCC
Principal portion of General Govt-CFCC Bonded Debt
Interest portion of General Govt-CFCC Bonded Debt
Parks and Recreation 2010 General Obligation Bonds ($17.5 million issued)
Parks and Recreation 2016 General Obligation Bonds (Refunding)
Total Bonded Debt Service - General Govt-Parks and Recreation
Principal portion of General Govt-Parks and Recreation Bonded Debt
Interest portion of General Govt-Parks and Recreation Bonded Debt
Total Bonded Debt Service - General Government
INSTALLMENT:
2010 Refunding LOBS-2000 COPS-Airlie Gardens, Judicial Building, Wilmington -Hanby Beach
2010 Refunding LOBS-2001 COPS -Jail, Parking Deck, Library
2010 Refunding LOBS -Airport Customs Building
2010 Refunding LOBS -Public Safety Training Center
2010 Refunding LOBS -Jail Expansion Land
2012 Refunding LOBS-COPS2003-Administration Annex Building
2014A LOBS - 320 Chestnut Street Renovation
2014A LOBS - Cobb Judicial Annex Repair
2014B LOBS - Airport Rental Car Facility
Marquis Hills
Heritage Park
2017 Pine Valley Library Construction
2019 Installment Financing - Equipment & Vehicles
2020A LOBS - Airport Expansion
2020A LOBS - Senior Resource Center
2020A LOBS - Echo Farms
2020A LOBS - Juvenile Justice Center
2020A LOBS - Water Line
2020A LOBS - Equipment & Vehicles
2021 LOBS - Government Center
2021 LOBS - Healing Place
2021 LOBS - Capital Outlay Equipment
2021 LOBS - Refunding - Pine Valley Library
FY22 General Fund Capital
FY22 General Fund CIP
FY23 General Fund CIP & Capital
2012 Refunding LOBS-COPS2003-Water/Sewer
Total Installment Debt Service - General Fund
Principal portion of General Fund Installment Debt
Interest portion of General Fund Installment Debt
Total Debt Service - General Government (excludes Public Schools Debt Service)
PUBLIC SCHOOLS
BONDED:
2006 General Obligation Bonds ($15 million variable issued)
2009 General Obligation Bonds (Refunding)
2013 General Obligation Bonds (Refunding)
2013 General Obligation Bonds (Refunding)
2015 General Obligation Bonds ($47 million issued)
2016 General Obligation Bonds (Refunding)
2017 General Obligation Bonds ($34.2 million issued)
2018 General Obligation Bonds ($71 million)
2020 General Obligation Bonds - $3.7
Total Bonded Debt Service - Public Schools Fund
Principal portion of Public Schools Bonded Debt
Interest portion of Public Schools Bonded Debt
INSTALLMENT:
2010 QSCB's
2021 LOBS - Capital Outlay
FY22 - Capital Outlay
Total Installment Debt Service - Public Schools
Principal portion of Public Schools Installment Debt
Interest portion of Public Schools Installment Debt
Total Debt Service - Public Schools
2,887,500
0
0
0
0
2,827,220
2,736,720
2,646,220
2,555,720
2,465,220
0
0
0
0
0
3,746,025
3,651,425
3,552,900
3,455,000
3,346,700
907,793
3,656,328
3,518,845
3,380,921
3,299,672
10,368,538
10,044,473
9,717,965
9,391,641
9,111,592
7,955,000 7,945,000 7,820,000 7,715,000 7,660,000
2,413,538 2,099,473 1,897,965 1,676,641 1,451,592
10,368,538 10,044,473 9,717,965 9,391,641 9,111,592
0 0 0 0 0
2,321,175 2,238,800 2,156,175 2,073,300 1,990,175
2,321,175 2,238,800 2,156,175 2,073,300 1,990,175
1,745,000 1,750,000 1,755,000 1,760,000 1,765,000
576,175 488,800 401,175 313,300 225,175
2,321,175 2,238,800 2,156,175 2,073,300 1,990,175
12,689,713 12,283,273 11,874,140 11,464,941 11,101,767
0 0 0 0 0
3,207,710 0 0 0 0
0 0 0 0 0
115,008 0 0 0 0
327,424 227,039 216,942 203,916 0
300,900 0 0 0 0
650,938 628,688 606,438 588,638 570,838
270,332 261,082 251,832 244,432 237,032
387,420 376,932 365,984 354,580 342,872
516,844 508,768 500,692 492,617 484,541
360,722 354,998 349,272 343,546 337,820
0 0 0 0 0
0 0 0 0 0
2,231,700 2,153,500 2,080,500 2,007,500 1,916,250
380,800 367,200 353,600 0 0
205,850 201,050 196,250 191,450 185,450
1,262,050 1,232,650 1,203,250 1,173,850 1,137,100
499,200 0 0 0 0
398,778 386,875 374,971 363,067 348,187
3,760,500 3,682,800 3,594,000 3,500,300 3,411,700
1,734,800 1,699,450 1,659,050 1,618,650 1,578,250
543,125 520,200 0 0 0
322,100 314,400 305,600 291,900 283,300
1,276,038 1,248,750 1,201,750 1,149,500 1,097,250
1,855,985 1,876,700 1,836,500 1,786,250 1,736,000
0 2,751,627 2,677,004 2,602,380 2,527,757
1,228,950 1,177, 525 1,124,100 1,073,625 1,021,000
21, 837,174 19, 970, 234 18, 897, 734 17, 986, 201 17, 215, 347
16,251,721 14,178,888 13,631,638 13,171,629 12,908,253
5,585,454 5,791,346 5,266,096 4,814,571 4,307,093
21, 837,174 19, 970, 234 18, 897, 734 17, 986, 201 17, 215, 347
34,526,887 32,253,507 30,771,874 29,451,142 28,317,114
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
860,137 830,226 800,041 770,137 0
0 0 0 0 0
4,742,547 4,550,179 4,369,792 3,191,284 0
0 0 0 0 0
3,676,950 3,559,200 3,441,450 3,323,700 3,205,950
3,597,025 3,447,825 3,293,575 4,173,825 4,027,075
2,663,325 2,577,825 2,492,325 2,406,825 2,321,325
5,613,056 5,480,250 5,357,444 5,192,444 5,027,444
281,356 272,856 264,356 255,856 247,356
21,434,396 20,718,361 20,018,983 19,314,071 14,829,150
15,465,000 15,335,000 15,225,000 15,160,003 11,901,325
5,969,396 5,383,361 4,793,983 4,154,071 2,927,825
21,434,396 20,718,361 20,018,983 19,314,071 14,829,150
388,469 369,981 351,493 168,813 0
548,600 530,400 0 0 0
P 856,349 833,000 805,000 770,000 735,000
1,793,418 1,733,381 1,156,493 938,813 735,000
1,553,383 1,548,383 1,028,383 864,191 700,000
240,035 184,998 128,110 74,622 35,000
1,793,418 1,733,381 1,156,493 938,813 735,000
23,227,814 22,451,742 21,175,475 20,252,884 15,564,150
75
NEW HANOVER COUNTY DEBT SERVICE FOR NEXT FIVE YEARS
SPECIAL FIRE DISTRICT
INSTALLMENT:
2010 Refunding LOBS -Public Safety Training Center
2010 Refunding LOBS-Murrayville Fire Station
2012 Refunding LOBS-COPS2003
Capital Equipment - Fire Engine
Ogden Station - Construction
Capital Equipment - Fire Engine
Capital Equipment - Breathing Apparatus
2019 Capital Equipment - Fire Engine
2020A LOBS - Rescue Truck
2021 - LOBS - Fire Engine
2021 - LOBS - Refunding - Ogden Fire Station Construction
FY22 Capital - Fire Engine and Vessel Replacement
FY23 Capital Improvement Plan
Total Debt Service - Special Fire District
Principal portion of Special Fire District Installment Debt
Interest portion of Special Fire District Installment Debt
STORMWATER FUND
INSTALLMENT:
2021 LOBS - Stormwater
FY21 Capital - Stormwater Startup Equipment
Total Debt Service - Stormwater Fund
Principal portion of Special Fire District Installment Debt
Interest portion of Special Fire District Installment Debt
ENVIRONMENTAL MANAGEMENT
INSTALLMENT:
2010 Refunding LOBS-2000 COPS-Baghouses-WASTEC
2020A LOBS - Bulldozer
FY22 Capital - Roll off truck, Dump truck, Gradal-Lull, Loader
FY23 Capital - Compactor
Total Installment Debt Service - Environmental Management Fund
Principal portion of Environmental Management Installment Debt
Interest portion of Environmental Management Installment Debt
Total Debt Service - Environmental Management Fund
Total Debt Service - All Funds
P = Pending further action
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
115,008
0
0
0
0
215,724
149,586
142,933
134,344
0
61,200
0
0
0
0
87,535
0
0
0
0
0
0
0
129,397
0
0
0
0
177,102
0
0
0
0
125,571
125,570
0
0
0
76,922
74,625
72,329
70,033
67,163
74,625
72,700
70,500
68,300
66,100
416,675
401,800
390,600
379,400
368,200
158,400
157,150
152,750
147,250
141,750
0
125,175
122,378
119,580
116,783
1,638,159
1,106,606
951,490
918,907
759,996
1,375,427 828,802 705,387 703,402 572,334
262,733 277,803 246,103 215,506 187,662
1,638,159 1,106,606 951,490 918,907 759,996
31,300 30,600 24,900 24,300 23,700
380,739 380,739 380,739 190,369 0
412,039 411,339 405,639 214,669 23,700
386,412 389,735 388,089 203,803 15,000
25,627 21,604 17,550 10,866 8,700
412,039 411,339 405,639 214,669 23,700
FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27
0
0
0
0
0
93,800
91,000
88,200
85,400
81,900
P 100,373
99,550
96,750
93,250
89,750
P 0
284,609
275,043
265,476
255,909
194,173
475,159
459,993
444,126
427,559
140,000
379,167
379,167
379,167
379,167
54,173
95,992
80,825
64,958
48,392
194,173
475,159
459,993
444,126
427,559
194,173
475,159
459,993
444,126
427,559
59,999,072 56,698,353 53,764,471 51,281,729 45,092,520
76
NTY
:
�\ABLISHED
REVENUES AND EXPENDITURES MAJOR GOVERNMENTAL FUNDS
Intrafund Transfers)
Actual
Adopted
Revised
Adopted(Without
Modified General Fund
Revenues
Ad Valorem Taxes
$
177,959,063 $
206,014,300
$ 206,014,300 $
206,724,165
0.34%
Sales Taxes
73,058,538
69,936,196
69,936,196
84,417,818
20.71%
Other Taxes
6,486,627
5,248,100
5,248,100
6,509,100
24.03%
Charges for Services
13,354,356
12,187,094
12,268,945
12,394,019
1.02%
Intergovernmental Revenue
57,026,037
35,119,678
51,947,814
37,419,378
-27.97%
Long Term Debt Issued
1,633,893
9,220,260
9,615,260
4,898,091
-49.06%
Other Revenue'
352,053,235
667,484
1,540,425
3,188,862
107.01%
Transfers from Other Funds
849
276,295
3,814,529
4,464,471
17.04%
Appropriated Fund Balance
-
190,000
9,801,264
20,662,982
110.82%
Total Revenues
$
681,572,598 $
338,859,407
$ 370,186,833 $
380,678,886
2.83%
Expenditures
General Government
$
45,913,111 $
55,130,222
$ 62,987,546 $
64,514,145
2.42%
Human Services
63,245,529
64,812,463
76,863,950
76,215,173
-0.84%
Public Safety
79,331,324
79,824,224
87,527,017
87,582,013
0.06%
Economic & Physical Development
1,585,610
1,339,662
1,339,662
2,304,652
72.03%
Cultural & Recreational
12,169,933
14,843,874
15,034,449
20,911,132
39.09%
Education
95,049,268
107,513,902
107,513,902
110,169,235
2.47%
Debt Service
24,351
-
-
-
N/A
Transfers to Other Funds
1,351,334
-
3,521,247
1,589,743
-54.85%
Total Expenditures
$
298,670,461 $
323,464,347
$ 354,787,773 $
363,286,093
2.40%
Debt Service Fund
Revenues
Ad Valorem Taxes
$
23,455,231 $
21,178,233
$ 21,178,233 $
15,566,835
-26.50%
Sales Taxes
16,390,582
16,286,411
16,286,411
19,616,023
20.44%
Miscellaneous Revenue
535
-
-
-
N/A
Intergovernmental
5,908,196
5,626,123
5,626,123
5,244,061
-6.79%
Transfers from Other Funds
-
-
278,762
-
-100.00%
Appropriated Fund Balance
-
806,326
527,564
-
-100.00%
Total Revenues
$
45,754,545 $
43,897,093
$ 43,897,093 $
40,426,919
-7.91%
Expenditures
Debt Service
$
62,099,772 $
59,292,153
$ 59,296,153 $
57,819,712
-2.49%
Total Expenditures
$
62,099,772 $
59,292,153
$ 59,296,153 $
57,819,712
-2.49%
Total Modified General Fund
Revenues
Total Revenues
$
727,327,143 $
382,756,500
$ 414,083,926 $
421,105,805
1.70%
Expenditures
Total Expenditures
$
360,770,233 $
382,756,500
$ 414,083,926 $
421,105,805
1.70%
'The unusual amount of actual revenue in Other Revenue in FY20-21 is due to $350 million received for the sale of the County owned Hospital
78
REVENUES AND EXPENDITURES MAJOR GOVERNMENTAL FUNDS
Room Occupancy
Revenues
Other Taxes $
Interest on Investments
Intergovernmental Revenue
Special Assessments
Miscellaneous Revenue
Appropriated Fund Balance
Total Revenues $
Expenditures
Economic & Physical Development $
Total Expenditures $
8,795,858
$ 6,636,155
$ 6,636,155
$ 10,613,225
59.93%
222,173
-
-
-
N/A
133,233
7,637,500
7,637,500
3,123,077
-59.11%
79,775
39,154
39,154
31,541
-19.44%
110,843
-
-
-
N/A
-
4,557,898
4,618,416
-
-100.00%
9,341,882
$ 18,870,707
$ 18,931,225
$ 13,767,843 $
-27.27%
4,546,561
$ 18,870,707
$ 18,931,225
$ 13,767,843
-27.27%
4,546,561
$ 18,870,707
$ 18,931,225
$ 13,767,843 $
-27.27%
79
REVENUES AND EXPENDITURES MAJOR GOVERNMENTAL FUNDS
Total Major Governmental Funds
Revenues
Ad Valorem Taxes
$
201,414,294
$ 227,192,533 $
227,192,533 $
222,291,000
$ -2.16%
Sales Taxes
96,513,770
86,222,607
86,222,607
104,033,841
20.66%
Other Taxes
15,282,484
11,884,255
11,884,255
17,122,325
44.08%
Charges for Services
13,354,356
12,187,094
12,268,945
12,394,019
1.02%
Intergovernmental Revenue
63,067,466
48,383,301
65,211,437
45,786,516
-29.79%
Special Assessments
79,775
39,154
39,154
31,541
-19.44%
Long Term Debt Issued
1,633,893
9,220,260
9,615,260
4,898,091
-49.06%
Miscellaneous Revenue
352,386,786
667,484
1,540,425
3,188,862
107.01%
Transfers from Other Funds
849
276,295
4,093,291
4,464,471
9.07%
Appropriated Fund Balance
-
5,554,224
14,947,244
20,662,982
38.24%
Total Revenues
$
743,733,674
$ 401,627,207 $
433,015,151 $
434,873,648
$ 0.43%
Expenditures
General Government
$
45,913,111
$ 55,130,222 $
62,987,546 $
64,514,145
$ 2.42%
Human Services
63,245,529
64,812,463
76,863,950
76,215,173
-0.84%
Public Safety
79,331,324
79,824,224
87,527,017
87,582,013
0.06%
Economic & Physical Development
6,132,171
20,210,369
20,270,887
16,072,495
-20.71%
Cultural & Recreational
12,169,933
14,843,874
15,034,449
20,911,132
39.09%
Education
95,049,268
107,513,902
107,513,902
110,169,235
2.47%
Debt
62,124,123
59,292,153
59,296,153
57,819,712
-2.49%
Transfers to Other Funds
1,351,334
-
3,521,247
1,589,743
-54.85%
Total Expenditures
$
365,316,794
$ 401,627,207 $
433,015,151 $
434,873,648
$ 0.43%
80
REVENUES AND EXPENDITURES MINOR GOVERNMENTAL FUNDS
Minorl'unds
Actual
Adopted
Revised
Adopted
Variance
Special Fire District
Revenues
Ad Valorem Taxes
$
10,898,912 $
13,190,123 $
13,190,123 $
13,527,204
2.56%
Sales Taxes
3,913,729
3,909,822
3,909,822
4,709,151
20.44%
Charges for Services
25,939
41,576
41,576
42,995
3.41%
Intergovernmental Revenue
97,278
-
-
12,000
N/A
Long Term Debt Issued
650,683
1,183,000
1,183,000
-
-100.00%
Miscellaneous Revenue
128,310
24,000
24,000
5,968
-75.13%
Transfers from Other Funds
835,246
-
-
1,671,474
N/A
Appropriated Fund Balance
-
638,093
-
-100.00%
Total Revenues
16,550,097 $
18,348,521 $
18,986,614 $
19,968,792
q17�
Expenditures
Public Safety
$
15,367,506
16,484,171
16,962,488
18,330,633
8.07%
Debt Service
1,546,724
1,503,459
1,503,459
1,638,159
8.96%
Transfers to Other Funds
-
360,891
520,667
-
-100.00%
Total Expenditures
on
16,914,229 $
18,348,521 $
18,986,614 $
19,968,792 -
Emergency Telephone System - Article 3
Revenues
Other Taxes
$ 715,242
$
740,549
$ 740,549
$ 646,919
-12.64%
Miscellaneous Revenue
-
-
-
-
N/A
Appropriated Fund Balance
-
161,681
172,826
-
-100.00%
Total Revenues '
$ 715,242
$
902,230
$ 913,375
$ 646,919
-29.17%
Expenditures
Public Safety
$ 529,018
$
902,230
$ 913,375
$ 646,919
-29.17%
Total Expenditures
$ 529,018
$
902,230
$ 913,375
$ 646,919
-29.17%
Revolving Loan
Revenues
Miscellaneous Revenue
$ 4,234
$
10,000
$ 10,000
$ 10,000
0.00%
Appropriated Fund Balance
-
14,000
14,000
14,000
0.00%
Total Revenues
$ 4,234
$
24,000
$ 24,000
$ 24,000
0.00%
Expenditures
General Government
$ 2,433
$
24,000
$ 24,000
$ 24,000
0.00%
Total Expenditures
$ 2,433
$
24,000
$ 24,000
$ 24,000
0.00%
Local Law Enforcement Block Grant
Revenues
Miscellaneous Revenue
$ 3
$
-
$
$ -
N/A
Intergovernmental Revenue
82,564
153,811
-100.00%
Total Revenues
$ 82,566
$
$ 153,811
$
-100.00%
Expenditures
Public Safety
$ 82,564
$
$ 153,811
$
-100.00%
Total Expenditures
$ 82,564
$
$ 153,811
$
-100.00%
Stormwater Services'
Revenues
Fees
$ -
$
665,164
$ 665,164
$ 4,158,521
525.19%
Long Term Debt Issued
2,047,471
-
-
N/A
Transfers from Other Funds
226,295
3,017,567
-100.00%
Appropriated Fund Balance
-
-
1,113,672
-
-100.00%
Total Revenues
$ 2,273,766
$
665,164
$ 4,� 4,158,521
-13.30%
Expenditures
General Government
$ 1,092,428
$
-
$ 4,113,239
$ 3,746,482
-8.92%
Debt Service
1,971
388,869
406,869
412,039
1.27%
Transfers to Other Funds
-
276,295
276,295
-
-100.00%
Total Expenditures
$ 1,094,398
$ -
665,164
$ 4,796,403
$ 4,158,521
'Stormwater Services began hiring in May of 2021 and the main source of funding for operations in FY22 was American Rescue Plan
funds.
81
REVENUES AND EXPENDITURES MINOR GOVERNMENTAL FUNDS
Total Minor Governmental Funds
Revenues
Ad Valorem Taxes
Sales Taxes
Other Taxes
Charges for Services
Intergovernmental Revenue
Special Assessments
Long Term Debt Issued
Miscellaneous Revenue
Transfers from Other Funds
Appropriated Fund Balance
Other Financing Sources
Total Revenues
Expenditures
General Government
Human Services
Public Safety
Economic & Physical Development
Cultural & Recreational
Education
Debt
Transfers to Other Funds
Total Expenditures
$ 10,898,912 $
13,190,123 $
13,190,123 $
13,527,204
2.56%
3,913,729
3,909,822
3,909,822
4,709,151
20.44%
715,242
740,549
740,549
646,919
-12.64%
25,939
706,740
706,740
4,201,516
494.49%
179,842
-
153,811
12,000
-92.20%
-
-
-
-
N/A
2,698,154
1,183,000
1,183,000
-
-100.00%
132,547
34,000
34,000
15,968
-53.04%
1,061,541
-
3,017,567
1,671,474
-44.61%
-
175,681
1,938,591
14,000
-99.28%
-
-
-
-
N/A
$ 19,625,906 $
19,939,915 $
24,874,203 $
24,798,232 $
-0.31%
$ 1,094,861 $
24,000 $
4,137,239 $
3,770,482
-8.86%
-
-
-
-
N/A
15,979,087
17,386,401
18,029,674
18,977,552
5.26%
-
-
-
-
N/A
N/A
-
-
-
-
N/A
1,548,694
1,892,328
1,910,328
2,050,198
7.32%
-
637,186
796,962
-
-100.00%
$ 18,622,642 $
19,939,915 $
24,874,203 $
24,798,232 $
-0.31%
82
REVENUES AND EXPENDITURES ENTERPRISE FUND
Environmental Management
Revenues
Charges for Services
Intergovernmental Revenue
Miscellaneous Revenue
Long Term Debt Issued
Transfers from Other Funds
Appropriated Fund Balance
Total Revenues
Expenditures
Enterprise
Debt Service
Transfers to Other Funds
Total Expenditures
$ 18,007,215
$ 18,240,662
$ 18,240,662
$ 18,863,256
1,512,896
3,137,400
3,137,400
588,000
512,312
483,000
483,000
541,000
-
940,000
940,000
1,195,837
514,874
861,908
1,765,652
$ 20,032,423
$ 23,315,936
$ 23,662,970
$ 22,953,745
$ 12,472,784
$ 12,519,214
$ 12,866,248
$ 16,095,572
156,859
96,600
96,600
194,173
10,140,000
10,700,122
10,700,122
6,664,000
$ 22,769,643
$ 23,315,936
$ 23,662,970
$ 22,953,745
3.41%
-81.26%
12.01%
27.22%
N/A
104.85%
-3.00%
25.10%
101.01%
-37.72%
-3.00%
83
REVENUES AND EXPENDITURES ALL FUNDS
Total All Funds
Revenues
Ad Valorem Taxes
$
212,313,206
$ 240,382,656 $
240,382,656 $
235,818,204
-1.90%
Sales Taxes
100,427,499
90,132,429
90,132,429
108,742,992
20.65%
Other Taxes
15,997,726
12,624,804
12,624,804
17,769,244
40.75%
Charges for Services
31,387,511
31,134,496
31,216,347
35,458,791
13.59%
Intergovernmental Revenue
64,760,203
51,520,701
68,502,648
46,386,516
-32.29%
Special Assessments
79,775
39,154
39,154
31,541
-19.44%
Long Term Debt Issued
4,332,047
11,343,260
11,738,260
6,093,928
-48.08%
Miscellaneous Revenue
353,031,645
1,184,484
2,057,425
3,745,830
82.06%
Transfers from Other Funds
1,062,390
276,295
7,110,858
6,135,945
-13.71%
Appropriated Fund Balance
-
6,244,779
17,747,743
22,442,634
26.45%
Total Revenues
$
783,392,003
$ 444,883,058 $
481,552,324 $
482,625,625
0.22%
Expenditures
General Government
$
47,007,972
$ 55,154,222 $
67,124,785 $
68,284,627
1.73%
Human Services
63,245,529
64,812,463
76,863,950
76,215,173
-0.84%
Public Safety
107,783,195
109,729,839
118,422,939
122,655,137
3.57%
Economic & Physical Development
6,132,171
20,210,369
20,270,887
16,072,495
-20.71%
Cultural & Recreational
12,169,933
14,843,874
15,034,449
20,911,132
39.09%
Education
95,049,268
107,513,902
107,513,902
110,169,235
2.47%
Debt
63,829,676
61,281,081
61,303,081
60,064,083
-2.02%
Transfers to Other Funds
11,491,334
11,337,308
15,018,331
8,253,743
-45.04%
Total Expenditures
$
406,709,078
$ 444,883,058 $
481,552,324 $
482,625,625
0.22%
84
NTY
:
�\ABLISHED
NTY
:
�\ABLISHED
FISCAL YEAR
2022=2023
ADOPTED
BUDGET
IN BRIEF
r