lenoir county north carolina fiscal year 2018-19 …€¦ · central communications – up 8.8% due...

LENOIR COUNTY NORTH CAROLINA

FISCAL YEAR 2018-19 SUBMITTED BUDGET

THE COUNTY GOVERNMENT OF LENOIR COUNTY

BOARD OF COMMISSIONERS Craig Hill, Chairman, District 3 Linda Rouse Sutton, Vice Chairman, At-Large Roland Best, District 5 J. Mac Daughety, District 1 Reuben Davis, At-Large Preston Harris, District 4 Eric Rouse, District 2

COUNTY MANAGER Michael W. Jarman

ASSISTANT COUNTY MANAGER Joey R. Bryan

FINANCE OFFICER Sandy Barss

COUNTY ATTORNEY ELECTED DEPARTMENT MANAGERS Robert W. Griffin Ronnie Ingram, Sheriff Pam Rich, Register of Deeds

COUNTY CLERK Vickie F. King APPOINTED DEPARTMENT MANAGERS Hal Oliver, Solid Waste Operations Manager Roger Dail, Emergency Services Director

Tammy Kelly, Cooperative Extension Director Joey Huff, Health Director Mark Pope, Economic Development Director Prepared By: Jeff Harrison, Social Services Director Dana King, Board of Elections Supervisor All County Departments Gary O’Neal, Director of Planning and Inspections And Agencies Darrell Parrish, Tax Administrator Angie Greene, Transportation Director

Submitted Budget:______________

COUNTY OF LENOIR

TABLE OF CONTENTS

County Organization Chart

Manager’s Budget Message 1

Budget Ordinance 12

General Fund Revenues

General Fund Summary 24 Property Taxes 26 Sales Taxes 30 Sales, Services, & Other Revenues 31 Intergovernmental Revenues 34 General Fund Appropriated Fund Balance 37

General Fund Expenditures General Fund Appropriations 41 Summary of Expenditures 42

General Fund: Expenditures by Department / Agency Board of Commissioners / Governing Body 45 County Administration 47

Finance Department 49 Human Resources 51 Tax Office 52

County Attorney 54

Court Facilities / Public Buildings 56

Board of Elections 58

Register of Deeds 60

Non-Departmental 62

Process Funds 63 School Fines – Forfeitures 67 Kinston-Lenoir County Convention and Visitors Bureau 68 Juvenile Crime Prevention Council 69

Outside Agencies 70 Community Council for the Arts 71 Council on Aging 74 Flynn Home 75 North Carolina Division of Forest Resources 76 Coastal Community Action, Inc. 77 Management Information System 78

Sheriff 80

Jail 82

Emergency Services Department 84

Central Communications 86

Emergency Management 88

Emergency Medical Services 90

Planning & Inspections Department 92

Medical Examiner 95

Economic Development 96

Veteran Affairs 98

Cooperative Extension 100

Soil and Water Conservation 102 Health Department 104

East Pointe Mental Health 116

Social Services Department 119

Lenoir County Public Schools 131

Lenoir Community College 132

Kinston-Lenoir County Public Library 133 Parks and Recreation Commission 135

Contingency 137

Five Year Financial Forecast Five Year Financial Forecast General Fund 139 Revenues Expenditure General Fund Fund Balance 140

Debt Service Debt Service 146

Fund Outside General Fund Insurance Fund 148 Vehicle Replacement 152 Sheriff – Federal Forfeiture 154 Sheriff – State Controlled Substance Tax 155 Public School Capital Fund 157 Transportation Department 159 Scrap Tire Disposal Fund 163 E-911 Funds 164 Revaluation Fund 166 Automation Preservation Fund 167

Capital Improvement Fund 168

Economic Development 169

Smithfield Packing (Norman) 171 Smithfield Packing (Bertram) 172 West Pharmaceuticals (Yeagar) 173 E.I. Dupont (Ellen) 174 Industrial Development Engineering Design 175 Spirit Aerosystems, Inc. Project “Alpha” 176 Spirit Aerosystems, Inc. Project “Beta” 177 Sanderson Farms, Inc. Processing Plant 178 Sanderson Farms, Inc. Hatchery 179 Sanderson Farms, Inc. Feed Mill Site 180 Sanderson Farms, Inc. Feed Mill #2 181 Associated (Blue) 182 Pactiv (McBeth) 183 Pactiv (Coffee) 184

Hangar Agreement 185 Social Beverage Company - Spirits 186

Community Development Lenoir Community College: Capital Improvements 193 Parks and Recreation: Capital 194

Buildings and Grounds

Re-Roofing/HVAC 195

Upgrades of Buildings 196

Fire District Funds 197

Enterprise Fund

Solid Waste Management 200

Special Project Funds

Lenoir/Greene Partnership for Children: Smart Start 205

Workload Statistics

Workload Statistics 207

Appendices

Fast Facts on Lenoir County 233

Lenoir County Government Budget Calendar 248

Lenoir County Fiscal Policy 249

Glossary 253

BUDGET MESSAGE Mr. Chairman & Members of the Board: We respectfully deliver the FY 18-19 Lenoir County Budget. It should be noted that budgets presented to this board for twelve (12) of the last thirteen (13) years were multi-year budgets that would allow us to operate three (3) to five (5) years based on the information presented in the budget. The FY 18-19 submitted budget is a one-year budget. This is the second year of presenting a budget where the amount of Fund Balance appropriated in the budget is not sustainable. In your Budget Message and budget meeting last year it was stated “Action will be required by this board and our community to establish additional recurring revenue other than property tax or we will face a substantial property tax increase and/or a severe reduction in services for FY 18-19. Both of these options restrict our ability to recover and prosper as our country recovers from one of the worst recessions since the great depression.” The Board voted last year to appropriate fund balance to balance the budget for FY 18-19 and to place the Quarter Cent Sales Tax on the ballot. It was stated that if the Tax Referendum failed the board would have to look at a 3.5 to 4 cent Property Tax increase to replace a portion of the revenue lost from the property revaluation. This budget does not reflect the revenue from a Property Tax increase or the additional Sales Tax. The passage of the Sales Tax would generate approximately $1,350,000 per year. Lenoir County would only be eligible to receive nine (9) months of that revenue for FY 18-19 which would equate to around $1,000,000. If the tax rate were increased 3.5 to 4 cents the increased revenue for FY 18-19 would be approximately $1,365,000 for 3.5 cent and $1,560,000 for a four (4) cent increase. SUMMARY The FY 18-19 General Fund Budget of $66,051,017 is in balance with a tax rate of $.835 per $100 of assessed valuation. Other funds are also in balance. The appropriation from the Fund Balance of the General Fund is $3,853,237. Showing an appropriation from fund balance to balance the budget has been our practice for several years. This practice has limited the amount of increase to the tax rate and/or prevented unnecessary reduction in the services available to our citizens. Each year we have been able to hold expenditures down and not use our savings. We are again showing an appropriation from fund balance to balance the budget, however, the amount we are showing for FY 18-19 will result in Lenoir County using assigned fund balance. The primary reason for the increased amount of fund balance use is the loss of property tax revenue. The Revaluation of real property effective January 1, 2017 resulted in a value loss of $267,782,000. This revenue loss was partially offset by an increase in sales tax revenue, however the loss was substantial enough to require action on our part to ensure the financial stability of the county and position us to recover from the recession.

The FY 18-19 General Fund Budget is $2,105,507 less than the FY 17-18 adopted budget. This represents a three and one tenth percent (3.1%) decrease. This decrease is due mainly because Child Care Development and Medicaid Transportation funds are now being paid directly by the state and not processed through Lenoir County. There are several other areas that increased or decreased in this budget. The major areas of increase were Emergency Medical Services due to the addition of 2 Community Paramedics (reimbursed by UNC Lenoir) and an increase in the cost of medical supplies ($207,450), Central Communications for the cost of maintenance and monitoring the Jones/Lenoir digital Radio System ($160,057) and MIS ($57,599).

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Referring to the "Summary of Expenditures Table":

County General Fund Departments increased by 1.1% or $229,696 from FY 17-18 adopted budget to FY 18-19 submitted budget General Fund Public Assistance decreased by 13.49% or $2,569,053 from FY 17-18 adopted to FY 18-19 submitted budget Other Than County Departments: General Fund decreased by .92% or $226,449 from FY 17-18 adopted budget to FY 18-19 submitted budget

On the revenue side, comparing FY 17-18 to FY 18-19, the key points are: Property Taxes – up $414,263 Sales Taxes – up $600,000 Sales, Services, and Other Revenues – up $324,883 Inter-Governmental Revenues –down $3,200,181

Additional highlights of key changes in the General Fund Budget from one year to the next included. Governing Board – down 0.5% County Administration – no change Finance – down 3.6% due to personnel change Human Resources – down 0.2% Tax – down 3.24% Buildings and Grounds – down 0.9% Elections – down 35.9% due to no municipal elections Register of Deeds – up 2.2% MIS – up 5.1% Sheriff – up 0.45% Central Communications – up 8.8% due to Radio System Maintenance and Monitoring Jail – up 0.06% Emergency Medical Service – up 4.94% due to additional Community Paramedics Emergency Management – down 1.4% Health – down 2.7% due mainly to abolishing five positions DSS – down 16.74% due to State paying some services directly Economic Development – no change Lenoir County Schools – no change Lenoir Community College –up 2.12% due to staff salary and benefit cost Recreation – up 2.3% due to staff salary and benefit changes Non-Departmental – down 4.26%

It should be noted that nearly all County departments in the past were able to hold their General Fund Operating Expenditures steady while absorbing increased operating cost. County employees should be commended for “holding the line” wherever possible.

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KEY BUDGET MOVERS Our General Fund revenues indicate a 1.2% increase in property tax revenues from FY 2017-2018. Sales tax revenues represent a 7.98% increase. Sales, services, and other revenues remained relatively flat except for school capital transfer which decreased $497,700. It appears the worst local economic declines are behind us and we continue to rebound from this recession, however, the impact of the recession continues to affect our budget due to lower property values. We have been fortunate in FY 02-03, FY 03-04, FY 04-05, FY 05-06, FY 06-07 FY 07-08, FY 08-09, FY 09-10, FY 10-11, FY 11-12, FY 12-13 and FY 13-14, FY 14-15, FY 15-16, and FY 16-17 in that the Department of Social Services has significantly under-spent. Funds not spent roll into fund balance (savings). These under-runs then help push our “crisis” year as indicated in our five (5) year forecast further into the future. This allows additional time to grow our tax base and/or find additional revenue sources.

We do have adequate fund balances in all our funds to serve their individual purposes except for the Insurance Fund. We had to increase health insurance premiums in FY 15-16 both for employees’ and the County as employer. We have also had to transfer additional funds to our insurance fund each of the last 3 fiscal years to meet the rising cost of insurance. We had avoided increasing premiums for over 10 years while the cost of medicine, medical visits, and hospitalization increased. For FY 18-19 we had to switch from being self-insured to being fully insured. This change increases the cost for some of our employees, however, employee cost are still less than most governmental entities in our area. This change resulted in our FY 18-19 budgeted insurance cost being approximately $1,000,000 less than our FY 16-17 actual cost. Our budget message has stated the following paragraph for years and in FY 18-19 a change could not be avoided. We are self-insured so our insurance situation can change quickly due to: Increasing age of our workforce Significant claims Increasingly high drug cost Increasing medical/hospitalization cost Mandates of the Affordable Health Care Act or Repeal/Changes to the Health Care Act BUDGET PROCESS/HISTORY

This budget is a plan, which incorporates policies set by the Board of Commissioners to generate revenue and allocate resources to provide services to the citizens of Lenoir County.

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On February 26, 2018, departments and other agencies were provided budget instructions and a budget calendar. All agencies were urged to hold constant and/or reduce their operational and capital expenditure requests, and to hold personnel costs to a zero (0) increase. In most cases - we were able to hold to this criteria. Everyone was made fully aware of revenue constraints. All departments have been very realistic and professional in their budget preparation.

The Board agreed on several basic parameters:

1.To provide stable funding for essential government services. 2.Hold operating expenditures (non-payroll) to as close to a zero increase as feasible; 3.No property tax increase

The Commissioners also agreed on the following "Financial/Budget Philosophy: FY 18-19 Budget":

FINANCIAL / BUDGET

•••• View Expenditure - Revenue Decisions in Each Fiscal Year From a Five (5) Year Perspective

•••• Increase Annual Recurring Revenues, Where and When Necessary, to Pay for Existing Annual Recurring Expenses

•••• Rebuild Unassigned Fund Balance to a Twenty Percent (20%) Minimum Level of General Fund Expenditures

•••• Minimize Future Tax Increases by Reducing Expenditures

•••• Use Pay-As-You-Go Financing (Savings) - Capital Projects - Capital Improvements Program

•••• Employee Pay Based on: Market Conditions, Job Standards, Workload, Merit

•••• Adequately Fund Education - Operationally and Capital-Wise

•••• Increases, if any, in Funding any Operation, Shall be Tied to Increases to Ad Valorem Growth, i.e., Pay-As-You-Grow

•••• Use Fees to Offset Costs of Operations

•••• Enterprise Funds Shall be Supported by Fees, Not Taxes

•••• Begin Long-Range Planning….. - and its Implementation

BUDGET POLICIES & STRATEGIES

In the budget's construction, the above-referenced policy guidelines are provided below, coupled with responses to address each.

POLICY 1: View Expenditure - Revenue Decisions in Each Fiscal Year from a Five (5) Year Prospective:

Response: Prepared 5-year Financial Forecast/CIP Plan; reviewed; need to review again at future budget work sessions. Without growth or additional revenues there will be a day when the General Fund Fund Balance is actually consumed and cost under-runs will not carry us.

POLICY 2: Increase Annual Recurring Revenues, Where and When Necessary, to Pay for Existing Annual Recurring Expenditures:

Response: Explore opportunities for additional fees for service.

POLICY 3: Rebuild Unassigned Fund Balance to a Twenty Percent (20%) Minimum Level of General Fund Expenditures:

Response: Currently at 17.75%; we will use Assigned Fund Balance as an appropriation to balance the budget. 4

POLICY 4: Minimize Future Tax Increases by Reducing Expenditures: Response: Reducing expenditures means reducing services in some areas; Does the Board want to do that?

POLICY 5: Use Pay-As-You-Go Financing (Savings) - Capital Projects / Capital Improvements Program:

Response: Capital Projects/Capital Improvements Program: General Fund Designated Fund Balance will be used for Capital Improvements programs, Vehicle Replacement, Debt Service (as much as possible).

POLICY 6: Employee Pay Based On: Market Conditions, Job Standards, Workload, Merit: Response: We continue to be behind the market average in salaries.

POLICY 7: Adequately Fund Education- For Operational and Capital Improvements:

Response: An additional $4,557,000 over the budgeted operation appropriation of $10,000,000 is

appropriated to the Lenoir County Public Schools for Capital (Used for Bond Debt Services) POLICY 8: Increases, if any, in Funding any Operation, Shall be Tied to Increases in Ad Valorem Growth, i.e., Pay-As-You-Grow:

Response: Increases in Ad Valorem growth fluctuate with the average at 1% to 2%.

POLICY 9: Use Fees to Offset Costs of Operations: Response: Inspections is doing this; Environmental Health, EMS are not.

POLICY 10: Enterprise Funds shall be supported By Fees, Not Taxes: Response: Solid Waste fees were increased in FY 2017-2018. POLICY 11: Continue to Implement Long-Range Planning: 5

RECOMMENDED VS. REQUESTED LISTS: FY 18-19

The Board is made aware of the decisions which were made in attaining the submitted balanced budget by the following list of appropriations which are not included:

Unit / Agency Recommended Requested Difference

Lenoir Community College – Operations $2,410,000 $2,471,813 $61,813

Lenoir Community College - Capital $50,000 $100,000 $50,000

Lenoir County Public Schools $10,000,000 $10,000,000 $0

SPCA Operations $144,000 $144,000 $0

Library $740,500 $759,050 $18,550

Parks and Recreation Operating $920,000 $956,100 $36,100

Parks and Recreation Capital $75,000 $75,000 $0

Community Council for the Arts $7,500 $7,500 $0

Flynn Home $7,500 $10,000 $2,500

Forestry Service $105,097 $109450 $4,353

For the most part, the above list includes recurring expenditures. This list is not all inclusive. Also, many departments simply do not request more than the budgetary parameters which are established by the Board earlier in the process.

FUND BALANCE (S)

There are "fund balances" in every fund, but it is necessary to understand the "role" or functions for each fund balance.

1. General Fund: Unassigned Fund Balance: Projected $11,131,465 (6/30/19) - This serves as working capital to assist the County in paying bills during "lean" revenue months or during hurricane events. Currently this balance would equate to 16.9% of recommended budget expenditures or slightly more than eight (8) weeks working capital.

2. Employee Insurance Fund: Projected $300,000 (6/30/19) - The county is fully-insured for health care of employees and family members on the plan. We are self-insured for dental care.

3. Vehicle Replacement Fund Balance: Projected $80,000 (6/30/19) - This fund was created in FY 99-00 without a General Fund Transfer. Unspent funds “rollover” from one fiscal year to the next.

4. Public School Capital Fund: Projected $0 (6/30/19) - This fund balance can only be used for Schools capital projects/expansions. 5 Emergency - 911 Fund Balance: Projected $300,000 (6/30/19) – Use of these funds is highly restricted by the state. 6 Revaluation Fund Balance: Projected $0 (6/30/19) – Used for county-wide revaluation of real property. 7 Automation Preservation Fund: Projected $150,000 (6/30/19) - Register of Deeds will continue to "build up" this fund for major automation projects in

the Register's office. 8 Capital Improvements Program Fund: Projected $700,000 (6/30/19) - The entire fund balance is always carried over in the new year to support

existing or future projects; not used as "working capital". 9. Solid Waste Management Fund Balance: Projected $1,500,000 (6/30/19) – This Fund Balance needs to grow to offset the cost of future post/closure

obligations and the purchase of new equipment.

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SUMMARY OF AUTHORIZIED POSITIONS

General Fund Departments FY 2011-12 Full-time/ Part-time

FY 2012-13 Full-time/ Part-time







Board of Commissioners 1 1 0 1 1 1 1 1

County Manager 2 2 2 2 2 2 2 2

Finance 3 3 3 3 3 3 4 4

Human Resources 2/2 2/2 2/1 2 2 2 2 2

Court Facilities/Public Buildings 4 4 4 4 4 4 4 4

Register of Deeds 5 5 5 4 4/1 4/1 5 5

Tax 15/1 15/2 15/2 13/1 13/1 12/1 12/1 12

Sheriff 70 69/6 70/6 70/7 72/7 72/7 72/7 72/7

Jail 37 58 58/7 61/13 61/13 62/13 62/14 62/14

Emergency Management/E-911 5 5 5 5 5 5 5 4

E-911 0 0 0 0 0 0 0 0

Communications 21/1 21/1 22/2 22/1 22/1 22/1 22/1 22/1

Emergency/Medical Services 58/12 58/13 56/15 50/16 50/15 51/15 53/15 53/15

Planning and Building Inspections 5 5 3 3 3 3 3 3

Board of Elections 4/189 4/170 4/186 3/186 3/186 3/186 3/186 3/186

Health Department 58/1 58/3 59/3 58/4 56/4 55/3 54/1 49/2

Social Services Department 133 133 132 131 134 140 140 141

Management Information Systems 8 8 8 8 8 8 8 8

Economic Development Department 4 4 3 3 3 3 3 3

Transportation Department 4/30 4/33 4/33 9/26 9/31 9/46 11/44 12/43

Veterans Affairs 1 1 1 1 1 1 1 1

Soil Conservation 2 2 2 2 2 2 2 2

Solid Waste 11/34 11/36 11/36 11/36 11/35 11/34 11/34 11/33

Criminal Justice Partnership 2 2 0 0 0 0 0 0

467/294 455/270 475/261 469/291 466/290 469/294 475/307 480/303 476/301

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SUMMARY OF AUTHORIZIED POSITIONS

TOTAL - 476

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STAFFING / PERSONNEL The following are highlights in changes in personnel and staffing during FY 17-18 and/or proposed for FY 18-19: 1. Health abolished (5) positions during FY 18-19 2. Transit added one (1) position for FY 18-19 (Reduced part-time hours. Total salary cost were reduced) 3. DSS added one (1) position for FY 18-19 4. Net changes: added two (2) position and abolished six (6) positions 5. As indicated in the Summary of Authorized Regular Positions FY 17-18 pie chart, 85% of all County positions are concentrated in four (4) departments:

DSS (30%); Sheriff/Jail (28%); Emergency Services (17%); and Health Department (10%)

FUTURE PLANNING AND EVALUATION Here are a few issues which the Board must evaluate. Action may be required on some items. 1. Lenoir County Public Schools; how do we meet future needs?

Lenoir Community College how do we meet future needs? 2. Future School Bond Debt Service is a major issue

Impact of State taking lottery proceeds and ADM Funds.

3. Do Board members have any suggestions for additions / deletions to recurring expenditures in any cost center which a Board member feels needs further exploration?

4. Will Board members continue to take an active Economic Development role in order to help keep the local economy moving?

5. Current economic growth may stress our infrastructure and ability to provide services.

6. Other Budgetary shifts by State and/or Federal Government The above are a few key questions we must deliberate in this and probably future budgetary years.

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FINANCIAL/PROGRAMMATIC POLICIES & GOALS Near term (next twelve (12) months): ♦ Work for additional State/Federal revenue (non-property tax based) ♦ Continue market/merit based approach to pay for all positions

♦ Emergency Medical Services - continue to improve service and revenue collections

♦ Administer Land Use Plan, Subdivision, and Junkyard Ordinances ♦ Prioritize County Capital Facilities'/Buildings' upgrades Support all Economic Development initiatives Mid term (next five (5) years):

♦ Work for completion of Harvey Parkway and other highways in the Transportation Improvements Plan (TIP)

♦ Actively assure the GTP is a success

♦ Continue to make cost effective improvements in all County service areas and share savings with employees and citizens alike

♦ Funding future Debt Service obligations

Long term (next ten (10) years): ♦ Constant vigil to improve local economy

♦ Improving per capita income status of all residents

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CLOSING COMMENTS It is a privilege to serve the Lord, the citizens, and the employees of Lenoir County. Lenoir County has truly been blessed and we should continually give thanks in all circumstances. A special thanks to all of the Department heads and key staff personnel who developed this FY 18-19 budget. Respectfully, Michael W. Jarman County Manager Joey R. Bryan Assistant County Manager Sandra Barss Finance Officer

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BUDGET ORDINANCE

BOARD OF COMMISSIONERS

LENOIR COUNTY

INTRODUCED BY: Michael W. Jarman, County Manager

BUDGET ORDINANCE FOR THE FISCAL YEAR BEGINNING

JULY 1, 2018

BE IT ORDAINED by the Board of Commissioners of Lenoir County, North Carolina:

Section 1 A. (Fund 100) The following amounts are hereby appropriated in the General Fund for the operation of the County Government and its activities for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Governing Body 237,220

County Manager 322,661

Finance 300,890

Human Resources 184,156

Tax Office 723,346

Legal 47,500

Public Buildings 1,047,792

Elections 388,343

Register of Deeds 292,173

Non-Departmental 1,671,678

Process Funds 932,627

Outside Agencies 142,597

Management Information Systems 1,194,870

Sheriff/Civil Procss/Conceal Weapon/Jail 9,945,302

Emergency Services 6,798,827

Planning and Inspections 234,135

Medical Examiner 65,000

Economic Development 316,847

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Veterans Service Office 33,241

N.C. Cooperative Extension Service 432,867

N.C. Coop. Ext-Prevention Grant 32,973

Soil Conservation 119,932

Health Department 4,010,002

Mental Health 245,715

Public Assistance 12,216,290

Lenoir County Schools Current Expense 10,000,000

Community College-Current Expense 2,410,000

Public Library 740,500

Recreation 920,000

Debt Service 6,921,126

Transfer to:

Capital Improvements Fund 2,601,407

Vehicle Replacement Fund 471,000

Contingency 50,000

Total Expenditures 66,051,017

Section 1 B. It is estimated that the following revenues will be available in the General Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Property Taxes 33,913,354

Sales Tax 8,200,000

Intergovernmental Revenues 12,710,481

Service Fees and Other Revenues 7,373,945

Appropriated Fund Balance 3,853,237

Total Revenues 66,051,017

Section 1 C. There is hereby levied a tax at the rate of eighty-three and one-half cents/.835 per one hundred dollars ($100) valuation of property listed as of January 1, 2018, for the purpose of raising revenue included in “Property Taxes” in the General Fund in Section 1 B of this ordinance. This rate of tax is based on an estimated total valuation of property for the purpose of taxation of $4,059,000,000 and an estimated collection rate of 96.55%.

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Section 2 A. (Fund 110) The following amounts are hereby appropriated in the Employee Insurance Fund for the needs of the County for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Premiums Paid-Health Insurance 4,218,000

Premiums Paid-Life Insurance 80,000

Employee Assistance Prems Paid 11,000

Administrative Costs/Dental Paid 193,164

Cost of HSA cards 280,000


Section 2 B. It is estimated that the following revenues will be available to the Employee Insurance Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Deductions -Health Insurance 4,147,164

Deductions – Dental Insurance 235,000

Deductions –Life Insurance 80,000

HSA Card Costs 280,000

Fund Balance Appropriated 0

Refunds/Interest on Investments 40,000


Section 3 A. (Fund 140) The following amounts are hereby appropriated in the Vehicle Replacement Fund for the purchase of replacement vehicles for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Capital Outlay - Vehicles 471,000

Capital Reserve 0

Vehicle Auction Expense 0

Total Expenditures 471,000

Section 3 B. It is estimated that the following revenues will be available to the Vehicle Replacement Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Transfer from General Fund 471,000

Sale of Vehicles 0


Total Revenues 471,000 14

Section 4 A. (Fund 150) The following amounts are hereby appropriated in the Federally Seized Property Fund for the operation of the Sheriff’s Department Drug and Controlled Substance Programs for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Federally Seized Property Program 50,000


Section 4 B. It is estimated that the following revenues will be available to the Federally Seized Property Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Forfeited Drug Proceeds 50,000

Interest 0


Total Revenues 50,000

Section 5 A. (Fund 160) The following amounts are hereby appropriated in the State Controlled Substance Program Fund for the operation of the Sheriff’s Department Drug and Controlled Substance Programs for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Controlled Substance Program 15,000


Section 5 B. It is estimated that the following revenues will be available to the State Controlled Substance Program Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Controlled Substance Tax 15,000

Interest 0



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Section 6 A. (Fund 210) The following amounts are hereby appropriated in the School Capital Fund for the expenditures associated with the debt service and other school capital projects funded by the State and County for the fiscal year beginning July 1, 2018, and ending June 30, 2018 in accordance with the chart of accounts heretofore established for this County:

Transfer to General Fund – Debt Service 2,000,000

Capital Reserve 250,000


Section 6 B. It is estimated that the following revenues will be available to the School Capital Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Sales Tax-Art 40 700,000

Sales Tax-Art 42 1,300,000

Interest on Investments 0

Fund Balance Appropriated 250,000


Section 7A. (Fund 220) The following amounts are hereby appropriated in the Transportation Fund for the maintenance of the County’s Transportation system for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Transportation Program 1,538,944

Section 7 B. It is estimated that the following revenues will be available to the Transportation Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Reimb-State-Vehicles 342,500

Grant-State 215,531

Grant-Rural General Public 90,361

Supplemental RGP 0

Rural General Public-Ticket Sales 75,000

Grant-EMP and Supplemental 15,698

Grant-EDTAP and Supplemental 76,354

Grant – JARC - Operations 0

Loop Fares and Other Trips 593,000

Other Revenue 90,500

Fund Balance Appropriated 42,500


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Section 8 A. (Fund 230) The following amounts are hereby appropriated in the Scrap Tire Disposal Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Tire Disposal 120,000

Section 8 B. It is estimated that the following revenues will be available to the Scrap Tire Disposal Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Tire Disposal - State Fees 70,000

State Grant – Tire Disposal 50,000


Total Revenue 120,000

Section 9 A. (Fund 240) The following amounts are hereby appropriated in the E911 Fund for the emergency telephone system during the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

E911 Appropriation 706,911

Section 9 B. It is estimated that the following revenues will be available to the E911 Fund for the fiscal year beginning 16 July 1, 2018, and ending June 30, 2019:

E911 Revenue – State 706,911


Section 10 A. (Fund 250) The following amounts are hereby appropriated in the Revaluation Fund for the revaluation of property in Lenoir County for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Revaluation 61,269

Section 10 B. It is estimated that the following revenues will be available to the Revaluation Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Property Tax Revenues 2018 Levy 61,269


Section 11 A. (Fund 270) The following amounts are hereby appropriated in the Automation-Preservation Fund for the fiscal year beginning July 1, 2018 and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Automation-Preservation 21,200

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Section 11 B. It is estimated that the following revenues will be available to the Automation-Preservation Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019.

Automation – Preservation Fees 21,000




18

Section 12 A. (Fund 400) The following amounts are hereby appropriated in the Capital Improvements Program Fund for the capital projects for the fiscal year beginning July 1, 2018 and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County: 17

Economic Development

Sanderson Processing 300,000

Sanderson Hatchery 40,000

Sanderson Feed Mill 65,000

EZ Flow- FLOW 17,363

MOEN – Neptune 120,000

Lyndon Steele - Winston 28,000

Spirit Aerosystems - Alpha 261,599

Spirit Aerosystems - Beta 218,957

Spirit Aerosystems – Charlie 153,558

Spirit Aerosystems -- Sam 312,530

West Yeager 44,500

Smithfield - Norman 350,000

Pactiv - Coffee 144,000

Smithfield - Bertram 65,000

DuPont – Project Ellen 75,000

Pactiv - Macbeth 144,000

Social Beverage – REUSE Grant 6,900

Subtotal 2,346,407

Community Development

Lenoir Community College-Capital 50,000

Parks & Recreation-Capital 75,000

Hwy 70 Corridor Project 25,000

Community Revitalization 0

Subtotal 150,000

Buildings & Grounds

Building Upgrades 0

Mgr/Fin/CoC Project 105,000

Re-Roofing HVAC 0

Subtotal 105,000


19

Section 12 B. It is estimated that the following revenues will be available to the Capital Improvements Program Fund for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

Transfer from General Fund 2,601,407


Section 13 A. (Funds 500-620) The following amounts are hereby appropriated in the Fire District Funds for the operation of volunteer fire departments for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Fire Districts 1,398,938

Section 13 B. It is estimated that the following revenues will be available to the Fire District Funds for the fiscal year beginning July 1, 2018, and ending June 30, 2019:

North Lenoir 453,501

Southwood 156,343

Sandy Bottom 158,163

Deep Run 122,205

Seven Springs 14,618

Hugo 133,376

Sand Hill 53,962

Cherry Tree 76,886

Mosely Hall 94,374

Wyse Fork 17,871

Grifton 28,577

Global Transpark-Kinston 89,062


20

Fund 500. There is hereby levied a tax at the rate of five and three-quarter cents/.0575 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the North Lenoir Fire District for the purpose of supplementing the revenues of the North Lenoir Fire Department.

Fund 510. There is hereby levied a tax at the rate of eight and one-half cents/.085 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Southwood Fire District for the purpose of supplementing the revenues of the Southwood Fire Department.

Fund 520. There is hereby levied a tax at the rate of eight cents/.08 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Sandy Bottom Fire District for the purpose of supplementing the revenues of the Sandy Bottom Fire Department.

Fund 530. There is hereby levied a tax at the rate of six cents/.06 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Deep Run Fire District for the purpose of supplementing the revenues of the Deep Run Fire Department.

Fund 540. There is hereby levied a tax at the rate of four cents/.04 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Seven Springs Fire District for the purpose of supplementing the revenues of the Seven Springs Fire Department.

Fund 550. There is hereby levied a tax at the rate of six cents/.06 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Hugo Fire District for the purpose of supplementing the revenues of the Hugo Fire Department.

Fund 560. There is hereby levied a tax at the rate of seven cents/.07 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Sand Hill Fire District for the purpose of supplementing the revenues of the Sand Hill Fire Department.

Fund 570. There is hereby levied a tax at the rate of eight cents/.08 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Cherry Tree Fire District for the purpose of supplementing the revenues of the Cherry Tree Fire Department.

Fund 580. There is hereby levied a tax at the rate of four cents/.04 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Mosely Hall Fire District for the purpose of supplementing the revenues of the Mosely Hall Fire Department.

Fund 590. There is hereby levied a tax at the rate of six and one-half cents/.065 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018 located within the Wyse Fork Fire District for the purpose of supplementing the revenues of the Wyse Fork Fire Department.

21

Fund 600. There is hereby levied a tax at the rate of six cents/.06 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Grifton Fire District for the purpose of supplementing the revenues of the Grifton Fire Department.

Fund 620. There is hereby levied a tax at the rate four and one-half cents /.045 per hundred dollars ($100.00) valuation of property listed for taxes as of January 1, 2018, located within the Global Transpark Fire District for the purpose of supplementing the revenues of the Kinston Fire Department.

Section 14 A. (Fund 660) The following amounts are hereby appropriated in the Solid Waste Management Fund for the operation of the collection and disposal of solid waste for the fiscal year beginning July 1, 2018, and ending June 30, 2019, in accordance with the chart of accounts heretofore established for this County:

Solid Waste Management 3,437,615

Section 14 B. It is estimated that the following revenues will be available to the Solid Waste Management Fund for the fiscal year beginning July 1, 2018 and ending June 30, 2019:

Landfill Fees 1,385,000

Household User Fees 1,106,370

White Goods Tax Distribution 26,000

Solid Waste Disposal Tax 20,000

Sale of Scrap Metal 25,000

Miscellaneous 10,000

Interest on Investment 1,000

Retained Earning Appropriated 864,245


Section 15. The Budget Officer is hereby authorized to transfer appropriations as contained herein under the following conditions:

a. He may transfer amounts between line item expenditures within a department without limitation and without a report being required. These changes should not result in increases in recurring obligations such as salaries.

b. He may transfer amounts up to $2,500 between departments, including contingency appropriations, within the same fund. He must make an official report on such transfers at the next regular meeting of the Board of Commissioners.

c. d. He may not transfer any amounts between funds, except as approved by the Board of Commissioners in the Budget Ordinance

as amended.

22

Section 16. Copies of this Budget Ordinance shall be furnished to the Clerk to the Board of Commissioners and to the Budget Officer and Finance officer to be kept on file by them for their direction in the disbursement of funds.

AMENDMENTS

MOVED_________________ SECOND ________________

APPROVED __________ DENIED__________ UNANIMOUS __________

YEA VOTES: Hill _____ Harris _____ Best _____ Daughety _____ Davis_____ Rouse _____ Sutton _____

______________________________ _______ Craig Hill __________________________ ________ Attest-Clerk to Board of Comm. Date __________________________ County Manager

23

General Fund Revenues The General Fund is used to account for resources traditionally associated with “general government” which are not required legally or by sound financial management principles, to be accounted for in another fund (special revenues, capital, enterprise). General Fund revenues include the major categories of: property taxes, sales taxes, intergovernmental revenues, fees charged to offset costs of general governmental revenues, fees charged to offset costs of general government services and appropriated fund balance.

SUMMARY OF REVENUES

24

SUMMARY OF REVENUES

GENERAL FUND

REVENUE SOURCES

FISCAL YEAR 2016-17 ACTUAL

ORIGINAL FISCAL YEAR 2017-18

BUDGET

REVISED FISCAL YEAR 2017-18

BUDGET (AS OF 3/31/18)

ADOPTED FISCAL YEAR 2018-19

BUDGET

PROPERTY TAXES $35,770,366 $33,499,091 $33,499,091 $33,913,354

SALES TAX $8,383,166 $7,600,000 $7,600,000 $8,200,000

SALES, SERVICES & OTHER

REVENUES $6,393,093 $7,049,062 $7,067,733 $7,373,945

INTER- GOVERNMENTAL

REVENUES $13,322,239 $15,910,662 $17,440,803 $12,710,481

APPROPRIATED FUND BALANCE

- $4,097,709 $4,527,886 $3,853,237

TOTAL REVENUES $63,868,864 $68,156,524 $70,135,513 $66,051,017

25

PROPERTY TAXES DESCRIPTION: Ad Valorem property taxes are those taxes assessed and collected on real and personal property, as well as motor vehicles. HISTORY: The property tax base for FY 18-19 is projected to be $4,059,000,000 or $86,000,000 more than the actual tax base for FY 17-18 of $3,973,000,000. This is a (1.2%) “growth rate". At the adopted tax rate ($.835 per $100 of assessed valuation) and a collection rate of 96.55%, this equates to an increase of $414,263 in current year property tax revenues associated with the county's tax base "growth". This gain is mainly attributable to increase in the tax base from new industry growth and motor vehicle collections. OUTLOOK: Except for revaluation years, the tax base has been basically flat, with moderate increases or decreases of approximately 1% to 2%. With several recent economic development announcements, management is optimistic regarding tax base growth in future fiscal years. ASSUMPTIONS: The estimated net taxable value for FY18-19 is $4,059,000,000. With a tax rate of $.835 per $100 of assessed valuation and a collection rate of 96.55%, the projected current year total property tax revenue, including taxes on motor vehicle rentals and heavy equipment rentals is $33,913,354. This calculation is achieved using the following formula: PROPERTY TAX BASE x TAX RATE x COLLECTION + RENTAL TAXES = CURRENT YEAR 100 % PROPERTY TAXES

$4,059,000,000 X .00835 X .9655 + $30,000 = $32,753,354 FUNDING LEVELS:

2016-17 Actual

Original 2017-18 Budget

Revised 2017-18 Budget

Adopted 2018-19

$3,458?

$32,009,091

$32,009,091

CURRENT YEAR

$32,753,354

$918,681

$1,150,000

$1,150,000

PRIOR YEARS

$850,000

$303,710 $340,000 $340,000 PENALTIES & INTEREST $310,000

$35,820,826

$33,499,091

$33,499,091

TOTAL

$33,913,354

26

SALES TAX REVENUE DESCRIPTION: Sales tax revenues are received by the County from the State of North Carolina based on ad valorem distributions. Article 39, the County 1% local sales tax, is utilized in its entirety for General Fund operations. Article 40 (commonly known as "schools’ 1/2 cent") sales tax was initiated in part to help fund local school capital projects, with a mandatory transfer of 30% of these revenues to the schools. Article 42 (commonly known as "schools’ additional 1/2 cent") sales tax was also initiated in part to help fund local school capital outlay projects, with a mandatory transfer of 60% of these revenues to the schools. Article 44, 1/2 cent local option sales tax is now retained by the State of North Carolina as part of comprehensive Medicaid reform legislation. Implementation of Article 46, a 1/4 cent local option sales tax which could be used by the County for any lawful purpose was rejected by the citizens of the County in a referendum held in November 2012. Therefore, it is not a revenue option for the County at this time. The Board of Commissioners, in cooperation with the Board of Education, earmarked a portion of sales tax allocated for school capital purposes to assist in paying Series 2007 and 2008 School Bond debt service. Mandatory requirements for the distribution to the schools of the sales tax for Article 40 and 42 had a 2011 "sunset" provision to eliminate this transfer to the schools, but the NC General Assembly lifted the sunset prior to its taking affect. Capital needs for schools continue to grow with the replacement and repairs of existing facilities. ASSUMPTIONS: In 2007, the General Assembly enacted comprehensive Medicaid funding reform. The cornerstone of this legislation was the State of North Carolina assuming the Counties’ Medicaid costs over a three-year period. As a trade-off, the Counties’ authority to levy Article 44, 1/2 cent local option sales tax was eliminated on July 1, 2009 and the State now retains Article 44 sales tax revenues. Recent legislation has changed the allocation methods of Articles 39, 40 and 42. The long term financial impact of this legislation on Lenoir County’s sales tax revenue is undetermined at this time. It now appears that the nation is rebounding slightly from the current recession and consumers are altering their spending habits. FY14-15 sales tax revenues were up $175,188, (2.76%) from actual FY13-14 figures. Staff took a conservative and cautious approach to budgeting sales tax in the 5-year Revenue Forecast. Sales tax revenues will be monitored closely each month for positive or negative trends. Due to legislative changes, the County is no longer allowed to contract with Tax Reduction Specialists to conduct an ongoing sales tax audit to assure that all sales tax revenue due to Lenoir County from the State of North Carolina is being properly disbursed to Lenoir County. FUNDING LEVELS:

2016-17 Actual Original 2017-18 Budget Revised 2017-18 Budget *

Adopted 2018-19

$4,092,536 $3,900,000 $3,900,000 Article 39 (1% County) $4,100,000 2,121,776 1,900,000 1,900,000 Article 40 (70%) 2,100,000

1,150,672 800,000 800,000 Article 42 (40%) 1,000,000

12,874 0 0 Article 44 (1/2% County) 0

1,005,328 1,000,000 1,000,000 Article 44-524c 1,000,000

$8,383,186 $7,600,000 $7,600,000 Total $8,200,000

* Revised as of 03/31/18

30

SALES, SERVICES & OTHER REVENUES DESCRIPTION: Revenues in the sales, services, and other category encompass a wide range of local revenue sources. This category is important to the overall financial strength of the County because it includes revenue from quasi-"self-supporting", general governmental activities, such as building inspections, register of deeds, emergency and non-emergency medical fees, and court facility functions. Some functions of Lenoir County government are appropriately funded by fees, because they apply to a certain group of citizens, such as development-related services (septic tank permits, building permits, etc). The philosophy of the governing body is to have these services fund the direct cost of the provision of the services. In some cases, the fees may recover a portion of the indirect cost. HISTORY: This category totals $7,373,945, an increase of $324,883 (0.46%) from the FY 17-18 adopted budget. Major changes include: Inspection Permit fees are up $86,000

Capital Management Fund Interest is up $185,000 OUTLOOK: Management will continue to look for opportunities to generate fees and other offsetting revenues to fund programs that benefit certain segments of the population or where demand exists to support fees. ASSUMPTIONS: Sales, services, and other revenues were forecast with input from department managers, grant sources, and historical data. Each revenue line item was considered separately and forecast from a zero base, although recent three (3) year data was heavily relied upon.

31

SALES, SERVICES & OTHER REVENUES

DESCRIPTION 2016-17 Actual 2017-18 Original

Budget 2017-18 Revised Budget (3/31/18)

2018-19 Adopted Budget

CABLEVISION FEES 0 0 0 0

PRIVILEGE LICENSE 3,255 5,000 5,000 0

RENT HANNIBAL COASTAL HORIZONS 9,000 9,000 9,000 9,000

RENT FARMLAND 800 800 800 800

RENT BOWEN PROPERTIES 3,530 3,600 3,600 3,530

REGISTER OF DEEDS FEES 192,563 190,000 190,000 190,000

REAL ESTATE TRANSFER FEES 84,817 100,000 100,000 90,000

ROD FLOODPLAIN MAPPING FEE 14,257 13,000 13,000 13,000

SHERIFF FEES 92,352 110,000 110,000 90,000

SHERIFF VEHICLE STORAGE FEE 4,010 3,000 3,000 0

SHERIFF-CIVIL PROCESS FEE 63,229 62,500 62,500 62,500

SHF FEES CONC WEA APP COUNTY 30,401 30,000 30,000 30,000

SHERIFF FEES TAX EXECUTIONS 0 1,000 1,000 1,000

SHERIFF REIMBURSEMENT LAGRANGE 542,688 523,682 523,682 520,148

ARREST FEES 111,375 100,000 100,000 100,000

COURT FACILITY FEES 105,039 110,000 110,000 110,000

SHERIFF VEHICLE USAGE FEE 0 200 200 0

JAIL FEES FICA BENEFITS 13,000 12,000 12,000 6,000

JAIL MEDICAL ATTENTION 0 1,000 1,000 0

COMMISSION INMATE ACCT FUND 41,069 32,000 32,000 45,000

FINES FIRE CODE VIOLATIONS 200 500 500 0

INSPECTIONS PERMIT FEES 135,943 125,000 125,000 211,000

EMS NON EMERGENCY TRANSPORT FE 10,171 0 0 0

EMS- DEBT SETOFF PAYMENTS 119,310 50,000 50,000 75,000

REIMB SCHOOLS EMS AT BALLGAMES 13,591 10,000 10,000 15,000

COMMUNITY MEDIC 1,125 57,531 57,531 116,126

EMERG MED SERVICES FEES 1,841,722 2,000,000 2,000,000 1,900,000

RENT RES DEV BLDG TRANSPORT 12,948 12,950 12,950 12,950

REIMB FROM TRANSP VEH INS 20,000 20,000 20,000 20,000

INDIRECT COSTS FROM LANDFILL 0 50,000 50,000 50,000

PLANNING FEES 690 1,000 1,000 1,000

RENT LIVESTOCK ARENA RENTAL 0 0 0 1,000

32

RENT MENTAL HEALTH EASTPOINTE 90,791 62,500 62,500 100,000

RENT MULTI PURPOSE FACILITY 31,200 31,200 31,200 31,200

RENT SIGN HWY 11 55 400 400 400 400

5 COLLECTION FEE OCCUPANCY TAX 12,279 10,000 10,000 12,000

FILING FEES ELECTIONS 0 0 0 0

TAX COLLECT FEE 1 5 LAGRANGE 5,608 7,500 7,500 7,500

COMMISSION JAIL TELEPHONE 87,975 110,000 110,000 90,000

COLLECT FEE 1 5 PINK HILL 908 2,500 2,500 2,500

TAX DEPT SALE OF COPIES MAPS 0 100 100 100

FLOOD BUYOUT LAND LEASE 60 100 100 100

MISCELLANEOUS 24,412 10,000 10,000 25,000

COLLECT FEE 1 5 KINSTON 105,310 117,000 117,000 125,000

COLLECT FEE 1 5 GRIFTON 0 100 100 0

INDIRECT COSTS FROM TRANS.FUND 12,800 12,800 12,800 12,800

Total 40050 GEN FUND PERMITS FEES 3,838,825 3,997,963 3,997,963 4,079,654

EMS-WALMART GRANT 1,725 0 0 0

SNAP PROCEEDS FARMERS MARKET 521 650 650 0

INTEREST ON INVESTMENTS (bond sales indl) 158,354 15,000 15,000 200,000

SALE OF FIXED ASSETS EQUIP VEH 2,838 200 200 5,000

SALE OF FIXED ASSETS BUILDING 0 0 0 0

SALE OF FIXED ASSETS LAND 6,065 0 0 0

INTEREST ON NCVTS COLLECTIONS 2,451 1,500 1,500 1,500

INSURANCE-HURRICANE MATTHEW 0 0 0 0

INSURANCE 66,457 5,000 23,671 5,000

REBATE RZEDB JAIL PROJ 357,879 278,749 278,749 332,791

HOSPITAL ANNUAL PAYMENT (13 of 20) 500,000 500,000 500,000 500,000

Total 40080 GEN FUN MISC REV 1,096,291 801,099 819,770 1,044,291

TRNFR FROM SCHOOL CAP RESERVE 2,700,000 2,250,000 2,250,000 2,250,000

Total 40090 GF INTRFUND TRNSF IN 2,700,000 2,250,000 2,250,000 2,250,000

Total SALES, SERVICES & OTHER REVENUES 7,635,116 7,049,062 7,067,733 7,373,945

33

INTERGOVERNMENTAL REVENUES

DESCRIPTION: Intergovernmental Revenues consist of beer and wine tax distributions, ABC bottle taxes, ABC profits, and various categorical grant funds. Small grant funds to help support general fund operations such as revenues for emergency services, veterans, soil conservation, and community-based alternatives are included in this category. Separate funds are received by the Health and Social Services Departments from both State and Federal sources-each detailed in respective departmental expenditure budgets. (Mental Health's State-Federal revenues are not budgeted in the General Fund but are included directly in the Eastpointe Mental Health Regional Center). HISTORY: Intergovernmental revenues are difficult to budget from year-to-year. Grantee agencies, such as the State and Federal governments, often tie funding to a certain match, or reduce the level of funding in the subsequent years in hopes that local governments will assume funding of the program. Federal and State revenues for Social Services and Health make up the largest portions of this category. In FY17-18 Social Services intergovernmental revenues totaled $10,290,896 and Health intergovernmental revenues totaled $1,714,693. Non-discretionary “process funds” (which are merely a pass-through) also make up a portion of revenues in this category. In FY17-18, Lenoir County received $900,627 in “process funds”. In FY18-19 Social Services intergovernmental revenue budgeted totals $7,737,057 and Health intergovernmental revenues budgeted totals $1,675,421. In FY18-19, Lenoir County is budgeting $950,627 in “process funds”. The primary reason that Social Services intergovernmental revenue is down is due to the transitioning of child care subsidies to NCFAST and the Medicaid transportation revenues being processed through the Division Medical Assistance. OUTLOOK: With the exception of Beer / Wine Taxes, all prior state reimbursement revenues were replaced by Article 44 Sales Tax revenues (see sales tax section); however, as part of a sweeping Medicaid relief plan adopted by the State, Article 44 Sales Tax distributions to all counties were phased-out over a 3-year period. All Article 44 Sales Tax revenues were retained by the State in FY10-11. In addition, in FY10-11, the NC General Assembly proposed a phase-out of Beer / Wine tax distributions to counties. This was not adopted but remains a concern for future county budgets.

34





VIDEO SERVICE TAXSTATE 124,416 97,500 97,500 97,500

REIMBURSE ELECTIONS CITY KIN 0 39,092 39,092 0

REIMBURSE ELECTIONS LAGRANGE 0 14,054 14,054 0

REIMBURSE ELECTIONS PINK HILL 0 9,874 9,874 0

GAS TAX REFUND 0 0 0 0

SCAAP SHERIFF 1,686 0 0 0

GRANT SAFE ROADS ACT DWI 4,425 6,000 6,000 5,000

SHERIFF MISDEMEANANT CONFINE 262,934 260,000 260,000 260,000

SHERIFF FEDERAL PRISONERS 0 0 0 0

SHERIFF OTHER CNTY PRISONERS 12,200 10,000 10,000 0

GRANT REIMB EMERGENCY MGT 20,625 20,000 20,000 0

EMS DPR GRANT 0 24,250 24,250 0

EMS-MEDICAID REIMBURSEMENT 419,926 425,000 425,000 425,000

JLECC REIMB JONES COUNTY 239,273 275,000 275,000 298,000

GRANT KATE B REYNOLDS 0 0 0 0

GRANT PESTICIDE TRUST FUND 0 0 0 0

GRANT TOBACCO TRUST FUND-LCFM 0 0 0 0

GRANT COOP EXT PREVENT BLOCK 32,910 32,973 32,973 32,973

GRANT COOP EXT COMM TRAN 0 0 0 0

GRANT COOP EXT SHIIP 6,607 5,000 5,000 5,000

GRANT-AGVENTURES 2,500 0 0 0

GRANT REIMB SOIL CONSERVATION 25,189 25,000 25,000 25,000

VETERAN'S OFFICE REVENUE 2,000 1,400 1,400 1,000

HOUSING AUTHORITY 17,344 5,000 5,000 5,000

FEMA-HURRICANE MATTHEW 253,158 0 0 0

SCHOOL RESOURCE OFCRS BD OF ED 255,544 258,359 258,359 259,903

LOTTERY PROCEEDS SCHOOL DEBT 600,000 1,200,000 1,200,000 700,000

BEER WINE TAXES 152,908 150,000 150,000 150,000

ABC PROFITS 257,573 70,000 70,000 70,000

ABC LOCAL BOTTLE TAX 29,570 13,000 13,000 13,000

LAW ENFORCEMENT RESERVE 0 6,000 6,000 0

Total 40030 GF UNREST INTERG 2,720,789 2,947,502 2,947,502 2,347,376

35





PEG TACC 9 34,579 29,000 29,000 25,000

PEG LCBOE 34,579 29,000 29,000 25,000

GRANT JCPC ADVISORY COUNCIL 4,000 0 0 4,000

GRANT JCPC STRUCTURED DAY 173,627 0 0 173,627

JCPC PROGRAMS 0 206,571 206,571 0

GRANT STRCTRD DAY RESTITUTION 0 0 0 0

GRANT PARENTING MATTERS 49,281 0 0 0

GRANT LGPFC PARENTING SKILLS 0 0 0 0

GRT 8TH JUD DIST COM INTERV PG 120,000 120,000 95,000 120,000

SHF FEES CONC WEA APP STATE 35,880 30,000 30,000 30,000

FINES 282,652 325,000 325,000 325,000

FORFEITURES 3,610 3,000 3,000 3,000

GRANT HIDTA OCDETF 5,261 7,000 7,000 7,000

GRANT ICE 0 8,000 8,000 8,000

EMPG SUPPLEMENTAL 17,959 0 0 0

GRANT-HAVA 2016 0 0 0 0

OCCUPANCY &TOURISM TAX 3% 233,294 200,000 200,000 230,000

2016 DISASTER RECOVERY PGM 0 0 1,394,008 0

Total 40040 GF RESTR INTERGOV 994,722 957,571 2,326,579 950,627

Total 40051 GEN FUND HLTH REV 1,962,442 1,714,693 1,754,150 1,675,421

Total 40053 GEN FUND DSS REV 9,291,684 10,290,896 10,412,604 7,737,057

Total INTERGOVERNMENTAL REVENUES 14,969,637 15,910,662 17,440,835 12,710,481

36

GENERAL FUND APPROPRIATED FUND BALANCE

DESCRIPTION: The adopted FY18-19 Budget does appropriate fund balance (savings) in order to achieve a balanced budget. The necessity of having a fund balance is to provide adequate cash flow, given the erratic revenue cycle of the County's operations. According to the North Carolina Local Government Commission, a local government entering a fiscal year with less than 8% unassigned fund balance available will not have sufficient resources to meet its obligations until it begins receiving property taxes (in December-January). Lenoir County is above this minimum requirement. With an estimated $66 million operating budget, the County’s existing unassigned fund balance provides approximately eight (8) weeks working capital. HISTORY: The following table shows the unassigned fund balance over the last eleven (11) years and the projected fund balance for the fiscal years which end June 30, 2018 and 2019. Note: This projected fund balance is based on budgetary assumptions being accurate and budgetary recommendations being approved.

Unassigned Fund Balance as Percent (%) Year Ending Fund Balance Of Current Year Expenditures

June 30, 2007 $8,723,521 16.93%

June 30, 2008 $8,371,724 14.75%

June 30, 2009 $9,581,420 16.37%

June 30, 2010 $9,831,240 18.20%

June 30, 2011 $9,818,692 17.75%

June 30, 2012 $8,909,366 14.48%

June 30, 2013 $8,672,516 14.66%

June 30, 2014 $10,828,590 18.42%

June 30, 2015 $10,841,089 17.73%

June 30, 2016 $11,374,838 18.65 %

June 30, 2017 $11,131,465 17.75%

June 30, 2018 (Est.) $11,131,465 16.33%

June 30, 2019 (Est.) $11,131,465 16.85%

OUTLOOK: The County estimated the fund balance available for appropriation using the audited financial statements for FY16-17 and predicting the operating results for FY17-18. From FY02-03 through FY09-10, the County was able to preserve and slowly grow its unassigned General Fund fund balance toward the goal of 20% established by the Board. In FY09-10 the Board lowered the property tax rate by 4 cents, which eliminated the funding source for school bond debt and resulted in the usage of savings to make the payments. In FY13-14 the Board raised the property tax rate 3.5cents to reinstate that source of funding. The FY18-19 budget does appropriate $3,853,237 in “assigned” fund balance to balance the budget. After this action, $3,312,250 in “assigned” fund balance will remain, over and above, the total $11,131,465 unassigned fund balance.

2016-17Actual Original 2017-18 Budget Revised 2017-18 Budget * Adopted 2018-19

$0 $4,097,709 $4,527,886 Appropriated Fund Balance $3,853,237 *Revised as of 3/31/18

37

GENERAL FUND EXPENDITURES General Fund expenditures finance governmental activities such as law enforcement; general administrative functions; grant-funded activities; and services mandated by the state, such as schools, social services, and health. Transfer to other funds support activities that are appropriately accounted for in single and multi-year special funds, enterprise funds, and capital funds.

FY 18-19 GENERAL FUND APPROPRIATIONS

41

SUMMARY OF EXPENDITURES

BUDGET BUDGET BUDGET FY 17-18

ORIGINAL

GENERAL FUND FY 2016-17 FY 2017-18 FY 2017-18 FY 2018-19 VS

COUNTY DEPARTMENTS ACTUAL ORIGINAL REVISED ADOPTED FY 18-19

ADOPTED

GOVERNING BODY 216,217 238,405 238,405 237,220 -0.50% COUNTY ADMINISTRATION 313,905 322,672 322,672 322,661 0.00% FINANCE 278,739 312,137 312,137 300,890 -3.60% HUMAN RESOURCES 160,086 184,456 184,456 184,156 -0.16% TAX 735,304 747,506 747,506 723,346 -3.23% LEGAL 24,550 47,500 47,500 47,500 0.00% BUILDING & GROUNDS (CT FAC & PUB BLDGS) 1,031,892 1,057,039 1,080,039 1,047,792 -0.87%

ELECTIONS 333,716 605,604 611,114 388,343 -35.88% REGISTER OF DEEDS 259,434 285,677 285,677 292,173 2.27% MANAGEMENT INFORMATION SYSTEMS 967,460 1,137,271 1,137,271 1,194,870 5.06% SHERIFF 4,650,584 5,070,199 5,083,696 5,093,179 0.45% SHERIFF-CIVIL PROCESS 68,343 89,513 245,515 84,659 -5.42% SHERIFF-CONCEALED WEAPON 12,362 22,075 68,114 52,076 135.90% CENTRAL COMMUNICATIONS 1,560,266 1,827,321 1,827,321 1,987,378 8.76% JAIL 4,341,918 4,712,677 4,712,677 4,715,388 0.06% EMERGENCY MANAGEMENT 364,926 405,978 405,978 400,438 -1.36%

EMERGENCY MEDICAL SERVICE 3,916,834 4,203,561 4,218,073 4,411,011 4.94%

NON-EMERGENCY TRANSPORT 0 0 0 0 0.00%

PLANNING AND INSPECTIONS 222,121 232,926 232,926 234,135 0.52%

MEDICAL EXAMINER 61,400 50,000 50,000 65,000 30.00% ECONOMIC DEVELOPMENT 284,097 316,849 316,849 316,847 0.00%

SUB-TOTAL 19,804,154 21,869,366 22,127,926 22,099,062 1.05%


ORIGINAL


PUBLIC ASSISTANCE ACTUAL ORIGINAL REVISED ADOPTED FY 18-19

ADOPTED

HEALTH DEPARTMENT 3,564,701 4,123,677 4,391,757 4,010,002 -2.76% MENTAL HEALTH 245,715 245,715 245,715 245,715 0.00% DSS 12,657,874 14,671,668 14,775,675 12,216,290 -16.74%

SUB-TOTAL 16,468,290 19,041,060 19,413,147 16,472,007 -13.49%

42


ORIGINAL


OTHER THAN COUNTY DEPARTMENTS ACTUAL ORIGINAL REVISED ADOPTED FY 18-19

ADOPTED

NON-DEPARTMENTAL 1,796,500 1,746,085 1,693,085 1,671,678 -4.26%

PROCESS FUNDS 905,459 900,627 2,301,970 932,627 3.55%

OUTSIDE AGENCIES 126,833 142,597 142,597 142,597 0.00%

DISASTER EXPENSES-MATTHEW 2016 1,643,520 0 0 0 0.00%

VETERANS OFFICE 21,964 33,241 33,241 33,241 0.00%

NC COOPERATIVE EXTENSION SERVICE 457,163 475,687 475,687 465,840 -2.07%

SOIL CONSERVATION 101,278 122,235 122,235 119,932 -1.88%

LENOIR COUNTY SCHOOLS 10,100,000 10,000,000 10,000,000 10,000,000 0.00%

LENOIR COMMUNITY COLLEGE 2,260,000 2,360,000 2,360,000 2,410,000 2.12%

PUBLIC LIBRARY (CULTURAL) 740,500 740,500 740,500 740,500 0.00%

RECREATION 899,000 899,000 899,000 920,000 2.34%

DEBT SERVICE 7,384,788 7,164,018 7,164,018 6,921,126 -3.39%

SUB-TOTAL 26,437,005 24,583,990 25,932,333 24,357,541 -0.92%

TRANSFERS TO:

CIP FUND 1,863,973 2,101,623 2,101,623 2,601,407 23.78%

REVALUATION FUND 0 0 0 0 0.00%

INDUSTRIAL DEV PROJECT-SHELL #3 0 0 0 0 0.00%

INSURANCE FUND 1,039,000 0 0 0 0.00%

VEHICLE REPLACEMENT FUND 507,902 510,485 510,485 471,000 -7.73%

CAPITAL RESERVE FUND-DEBT SERVICE 0 0 0 0 0.00%

TRANSPORTATION FUND 0 0 0 0 0.00%

CAPITAL PROJECT-SEWER 0 0 0 0 0.00%

CAPITAL PROJECTS-JAIL 0 0 0 0 0.00%

CDBG #11-C-2375 0 0 0 0 0.00%

SUBTOTAL 3,410,875 2,612,108 2,612,108 3,072,407 17.62%

CONTINGENCY 0 50,000 50,000 50,000 0.00%

TOTAL / GENERAL FUND 66,120,324 68,156,524 70,135,514 66,051,017 -3.09%

43

BUDGET BUDGET BUDGET FY 17-

18ORIGINAL

FY 2016-17 FY 2017-18 FY 2017-18 FY 2017-18 VS

OTHER FUNDS ACTUAL ORIGINAL REVISED ADOPTED FY 18-19

ADOPTED

EMPLOYEE INSURANCE 4,878,796 4,765,360 4,765,360 4,782,164 0.35%

VEHICLE REPLACEMENT 541,461 510,485 539,332 471,000 -7.73%

SHERIFF-FEDERALLY SEIZED PROPERTY 110,065 30,000 50,000 50,000 66.67%

SHERIFF-STATE CONTROLLED SUBSTANCE 5,080 15,000 15,000 15,000 0.00%

SCHOOL CAPITAL FUND 3,069,504 2,747,700 3,119,210 2,250,000 -18.11%

TRANSPORTATION 996,231 1,110,065 1,230,181 1,538,944 38.64%

TIRE DISPOSAL 127,130 170,000 170,000 120,000 -29.41%

E-911 388,080 696,863 686,399 706,991 1.45%

REVALUATION 112,628 75,187 75,187 61,269 -18.51%

AUTOMATION-PRESERVATION 0 50,000 50,000 21,200 -57.60%

CAPITAL IMPROVEMENTS 2,929,799 3,798,152 4,570,280 2,601,407 -31.51%

CAPITAL PROJECTS 7,334,686 0 2,117,800 0 0.00%

CDBG & SFR GRANTS 1,284,856 0 0 0 0.00%

FIRE DISTRICTS 1,653,722 1,547,529 1,547,529 1,586,586 2.52%

SOLID WASTE MANAGEMENT 3,458,730 3,505,731 3,560,116 3,437,615 -1.94%

FAMILY CAREGIVER - SMART START 68,032 60,888 55,237 0 -100.00%

SUB-TOTAL 26,958,800 19,082,960 22,551,631 17,642,176 -7.55%

GRAND TOTAL - ALL FUNDS 93,079,124 87,239,484 92,687,145 83,693,193 -4.07%

43

GENERAL FUND

EXPENDITURES BY DEPARTMENT

This section contains more detailed information about General Fund Departments/programs, including organizational charts, FY 17-18 highlights, and goals for FY 18-19.

LENOIR COUNTY BOARD OF COMMISSIONERS

Effective the first meeting in December, 2017 Mr. Craig Hill and Ms. Linda Sutton were elected by fellow

Commissioners as Chairman and Vice Chairman, respectively. Based upon the 2000 census and the

approved re-districting plan, the above chart reflects the distribution of precincts for each district

effective with the 2012 elections. In 2018 Districts 1, 2, and 5 are up for election.

LENOIR COUNTY CITIZENS


VICKIE KING

CLERK TO THE BOARD

4110-02-001

DISTRICT I

J. MAC DAUGHETY

2010-2018

4110-02-016

PINK HILL #1 PINK HILL #2

TRENT #1 #2

NEUSE

DISTRICT 2

ERIC ROUSE

2010-2018

4110-02-017

MOSELEY HALL

FALLING CREEK

MOSLEY HALL

DISTRICT 3

WENDELL C. HILL

2016-2020

4110-02-018

KINSTON #4 KINSTON #9

INSTITUTE VANCE

DISTRICT 4

PRESTON HARRIS

2018-2018

4110-02-019



SAND HILL

SOUTHWEST, WOODINGTON

DISTRICT 5

ROLAND BEST

2010-2018

4110-02-020


KINSTON #7 CONTENTNEA

AT-LARGE

LINDA R. SUTTON

2016-2020

4110-02-021

ALL COUNTY TOWNSHIPS

AT-LARGE

REUBEN

DAVIS

2016-2020

4110-02-022

ALL COUNTY TOWNSHIPS

45

DESCRIPTION: The seven-member Board is the official policy-making body for Lenoir County Government. The Chairman, presiding officer of the Board, serves as the official and ceremonial leader of the County and as a voting member. The Chairman (Mr. Craig Hill) and Vice-Chairman (Mrs. Linda Sutton) were selected by the Board members in December 2017 and will serve one (1) year terms in these capacities. Five of the Board members reside in five different districts; these Board members are elected by citizens who also reside in the respective district. Two Board members are elected at-large by the registered voters of the County. Partisan elections are held in even-numbered years. Three (3) positions would normally be up for election in 2018 and four (4) positions will be up for election in 2020. However, since the resignation of Jackie Brown, and the new appointment of Preston Harris as her replacement being done prior to a full election, means Mr. Harris has had to file and run for the last 2 years of the term. Due to this anomaly we have (4) positions up in 2018 as well as 2020. All official actions by the Board are made at public meetings, normally held on the first (morning) and third (afternoon) Mondays of each month. Each meeting has an agenda and citizens are allowed to sign up for 3-minute presentations. The Board also conducts special meetings and work sessions on the County’s budget and other issues of special interest. FY17-18 HIGHLIGHTS: The Board: 1) Approved several Economic Development projects; 2) Participated in the National Association of Counties (NACO) Legislative Conference; 3) Continued cooperative efforts with municipalities, state officials, and federal agencies for the benefit of all Lenoir County citizens. FY18-19 GOALS: The Board will: 1) Make key economic development decisions and allocate resources in order to promote growth; 2) Evaluate potential cost reductions to counteract reductions in state & federal funding and increasing recurring costs; 3) Discuss additional revenue sources for school bond debt and build unreserved/unassigned General Fund Fund Balance; 4) Continue to evaluate the transportation needs of the County; 5) and continue long-range (five-ten year) strategic, financial and capital improvement planning. FUNDING LEVELS:

2016-17 Actual



Adopted 2018-19

$143,071

$142,889

$142,889

SALARIES

$143,100

$24,375

$24,466

$24,466

BENEFITS

$24,570

$48,772

$71,050

$71,050

OPERATING

$69,550

0

0

0

CAPITAL OUTLAY

0

$216,218

$238,405

$238,405

TOTAL

$237,220

46

BOARD OF COMMISSIONERS/GOVERNING BODY

COUNTY ADMINISTRATION


MICHAEL W. JARMAN

COUNTY MANAGER

4120-02-011

JOEY BRYAN

ASSISTANT COUNTY MANAGER

4120-02-006

47

DESCRIPTION: County Administration is responsible for overall leadership and administration of all County programs, policies and operations. County Administration also assists the Board by providing recommendations and background materials on programs, trends, and issues of concern to the Board, departments and citizens. The County Manager serves as the County’s Budget Officer. FY 17-18 HIGHLIGHTS: County Administration: 1) Prepared FY18-19 budget, five (5) year financial forecast, and other financial documents; 2) Assisted with economic development performance contracts and multiple economic development projects; and 3) Continued coordination of major software upgrades in the HR Department, and the Department of Health, 4) Oversaw the completion of the Livestock Building Remodel and the Cooperative Extension Complex, 5) Implemented the Migration to fully insured Employee Health Insurance plan. FY 18-19 GOALS: County Administration will: 1) Manage FY18-19 Budget and Capital Improvements Plan; 2) Continue to play an active role in inter-agency meetings beneficial to improving communication and goal setting county-wide; 3) Assist with economic development projects including improvements to infrastructure (water, sewer, roads) and securing grants; 4) Coordinate bids, awards, and purchases of major services and/or equipment; 5) Oversee and initiate improvements to specific county operations to improve efficiency and effectiveness; and 6) Investigate and explore additional revenue sources for fee based services. FUNDING LEVELS:

2016-17 Actual

Original

2017-18 Budget

Revised

2017-18 Budget

Adopted

2018-19 Budget

$222,683

$220,999

$220,999

Salaries

$220,999

$81,755

$88,273

$89,273

Benefits

$89,362

$9,467

$12,400

$12,400

Operating

$12,300

-0-

-0-

-0-

Capital Outlay

-0-

$313,905

$322,672

$322,672

Total

$322,661

48

COUNTY ADMINISTRATION

FINANCE

SANDRA BARSS

FINANCE OFFICER

4130-01-186

MICHELLE STRICKLAND

ACCOUNT SPECIALIST II

4130-01-152

VACANT

ACCOUNTS SPECIALIST II

4130-01-153

VACANT

ACCOUNTING TECH II

4130-01-028

APRIL BATCHELOR

HR ANALYST II

4135-05-102

LASHANDA HALL

HR ANALYST II

4135-05-103

49

FINANCE

DESCRIPTION: The Finance Department supports the financial activities of the County by establishing and maintaining fiscal

integrity and accurately reporting the financial condition of the County. The department is responsible for general accounting,

accounts payable, accounts receivable, issuing receipts and disbursements, fixed assets accounting, payroll, benefits administration,

cash management, financial reporting, budgetary compliance, internal control, financial management of numerous state and federal

grants, preparation of the annual independent audit, and numerous special projects.

FY 2017-2018 HIGHLIGHTS: (1) Led the implementation of direct deposit for employee reimbursements; (2) Continued training

for end users in the financial software, and (3) Started implementation of direct deposits for accounts payable vendors.

FY 2018-2019 GOALS: (1) Continue education and training of employees in all computer functions; (2) Re-organize department

and duties of staff and continue cross-training of all employees; (3) Explore options for continued enhancement of the purchase

order process and centralization of purchasing; (5) Hire new Accounting Technician; (6) Assist in preparation of the FY19-20

budget, and (7) Update policies for Accounts payable, purchasing and credit card use.

FUNDING LEVELS:

2016-17 Actual Original 2017-18 Budget Revised 2017-18 Budget Adopted 2018-19

185,090 203,003 203,003 Salaries 193,360

10,897 5,573 5,573 Salaries-Part-time 0

62,004 76,648 76,648 Benefits 73,936

20,748 26,913 26,913 Operating 33,594

0 0 0 Capital Outlay 0

278,739 312,137 312,137 Total 300,890

50

DEPARTMENT OF HUMAN RESOURCES DESCRIPTION: The Lenoir County Department of Human Resources (HR) was established in FY 2011-12 by consolidating and

reassigning staff and responsibilities from the Lenoir County Finance Office and the Department of Social Services. In providing personnel

services for the County, the new HR Department produces goods and services that promote the recruitment, retention and development of an

educated, trained, competent, capable, and talented workforce while reducing and mitigating employer liability. The Department highlights

and goals for Human Resources are as follows:

FY 2017-2018 HIGHLIGHTS: (1) The HR Department duties and responsibilities were fulfilled by two full-time staff members to meet the challenges of keeping consistent and compliant personnel policies and practices; (2) Assisted Departments with Workers Compensation, EEO, FLSA, FMLA, SHRA and ADAAA compliance; (3) Assisted Department Heads with difficult employee relations issues; (4) Continued working towards full County-wide compliance with the Position Management System and timely Personnel and Position Actions, and (5) Contined use of a centralized County-wide recruitment process by utilizing the Munis systems Applicant Tracking Software.

FY 2018-2019 GOALS: (1) To fully comply with all public-purpose employment Laws, Rules and Regulations; (2) To keep the Lenoir County Personnel Policies and Procedures Manual updated annually; (3) To develop and implement a Progression Pay Plan for all County employees; (4) To implement and train employees on new HR and Payroll software; and (5) To continue moving forward toward a more uniform, consistent and centralized Human Resources System in Lenoir County. FUNDING LEVELS

Actual 2016-17 Original 2017-18 Budget Revised 2017-18 Budget

Adopted 2018-19

110,167 120,173 120,173 Salaries 120,467

36,575 39,283 39,283 Benefits 39,689

13,345 25,000 25,000 Operating 24,000

0 0 0 Capital Outlay 0

160,087 184,456 184,456 Total 184,156

51

TAX OFFICE

DARRELL PARRISH

TAX ADMINISTRATOR

4140-08-171

HUGH WOODARD

ASSISTANT TAX ADMINISTRATOR

4140-08-166

VACANT

SENIOR APPRAISER

4140-08-101

VACANT

TAX ASSISTANT II

4140-08-033

JIMMY THOMPSON

TAX APPRAISER III

4140-08-061

"SKIP" PALMER

TAX APPRAISER II

4140-08-062

HEATHER STOCKS

COLLECTIONS SUPERVISOR

4140-08-131

VACANT

TAX ASSISTANT II

4140-08-031

LINDA HOLDEN

TAX ASSISTANT II

4140-08-034

GUY THOMPSON

LAND RECORDS SPECIALIST

4140-08-141

SHARON CARTER

TAX ASSISTANT III

4140-08-071

SHEILA ROBERTS

TAX ASSISTANT III

4140-08-074

52

TAX OFFICE

DESCRIPTION: The Tax Office is charged with the duty of the listing, appraisal, and assessment of all property in the county in accordance with the provisions of law. The office maintains records of real estate, personal property, property transfers, property tax exemptions, exclusions, deferrals, and billing information. Land record information includes cadastral mapping of the entire county maintained through a Geographic Information System. Assessments and bills are created and collected for all special taxing jurisdictions such as fire districts, municipal service districts, drainage districts, etc. Assessment and collection of solid waste fees and privilege licenses are administered by the Tax Office along with permits for moving mobile homes. FY 2017-2018 HIGHLIGHTS: Tax 1) completed second year of processing all billing and collections on new software system (ONETax) 2) continued to gather and input taxpayer data in personal property side of new ONETax software 3) attained collection rate of 96.55% 4) collected $773,572 through the Lenoir County Taxpayer Search, View, & Pay website. FY 2018-2019 GOALS: Tax will 1) continue to learn and use enhanced collection features of new software (ONETax) 2) gather and input additional taxpayer data in personal property side of new ONETax software 3) strive to attain a 97% collection rate.

ACTUAL 16-17

ORIGINAL 17-18 BUDGET

REVISED 17-18 BUDGET

RECOMMENDED 2017-2018

448,978 458,307 458,307 SALARIES 445,285

162,597 187,169 187,169 BENEFITS 179,771

69,150 67,390 69,390 OPERATING 66,150

35,140 34,640 34,640 CONTRACTED SER 32,140

715,865 747,506 747,506 TOTAL 723,346

53

COUNTY ATTORNEY/LEGAL

54

COUNTY ATTORNEY/LEGAL

DESCRIPTION: The County Attorney provides legal advice and assistance, as it pertains to the conduct and official duties of the Board of Commissioners. County Administration and County Departments. The County Attorney is appointed by and serves at the pleasure of the Board of Commissioners. Mr. Robert W. Griffin, a DSS employ, currently serves as the County Attorney. Mr. Griffin is compensated as County Attorney under a retainer of $22,500 per year. As legal advisor, the County Attorney prepares and reviews legal documents; informs the Board and departments of changes in laws affecting county operations; assists in the development of programs and procedures to ensure compliance with local, state and Federal laws; assists in the review and enforcement of county resolutions, ordinances and contracts. For more complex legal issues or litigation, the County contracts with other attorneys who specialize in the applicable areas of law. FY17-18 HIGHLIGHTS: Mr. Griffin attended regularly scheduled Board meetings and performed the above described duties. Mr. Griffin continues to server the Board on a month to month basis. Mr. Griffin, as a full-time County employee, serves as one of the Child Welfare and Adult Services attorneys on the staff of the Department of Social Services. FY18-19 GOALS: This function will continue to be provided by Mr. Griffin, who will take time away from work to carry out these duties. The above-referenced description continues to be used as a “road map” of tasks for the upcoming year.

FUNDING LEVELS:

2016-17 Actual



Adopted 2018-19

0

0

SALARIES

0

0

0

BENEFITS

0

24,550

47,500

47,500

OPERATING

47,500

0

0

0

CAPITAL OUTLAY

0

24,550

47,500

47,500

TOTAL

47,500

55

PUBLIC BUILDINGS

56

PUBLIC BUILDINGS DESCRIPTION: The Buildings and Maintenance Department supports eighteen County-owned buildings. Responsibilities include light maintenance, preventive maintenance, and light electrical duties. The department also oversees contracts with private companies for janitorial service, grounds maintenance, and elevator service. The majority of usable office space in the Courthouse is dedicated to housing courtrooms and court related facilities. The two largest line items are utilities and maintenance/repairs, which constitute approximately 65% of the total departmental budget. FY 2017-18 HIGHLIGHTS: In addition to routine maintenance, some of the larger accomplishments included the following: 1) Replaced the ABC/BOE parking lot lights with new led fixtures, 2) Repaired leaking Roof at the courthouse and Eastpointe buildings, 3) Converted the old file room at DSS into new office space and relocated old files to Courthouse Square building, 4) Repaired the brickwork on the Fire Station Museum to prevent further damage, 5) Continued refining of duties and responsibilities of the Maintenance Department staff, and 6) Continued use of Smart phones in the work order process to improve efficiency. FY 2018-19 GOALS: The Department plans to: 1) Update the Underground Storage Tank at the courthouse to meet new regulations, 2) Replace outdated fire alarm system Components for the Courthouse Building, 3) replace compressors and cooling tower at Tax Office Building, 4 ) Caulk windows of courthouse to prevent leaks and pressure wash building, 5) Patch and seal the McLewean St. parking lot by the Detention Center, and 6) Replace all carpet at the Hannibal Building, FUNDING LEVELS:

2016-17 Actual Original 2017-18 Budget


Proposed 2018-19

111,156 141,617 141,617 SALARIES 135,078

56,608 62,461 62,822 BENEFITS 59,764

1,015,160 852,600 875,600 OPERATING 852,950

2,000 -0- -0- CAPITAL OUTLAY -0-

1,186,399 1,057,039 1,080,039 TOTAL 1,047,792

57

BOARD OF ELECTIONS

58

BOARD OF ELECTIONS

DESCRIPTION: The Lenoir County Board of Elections conducts Federal, State, County, Municipal and all special elections. Lenoir County has 22 precincts and employs approximately 200 precinct workers during election time. The North Carolina State Board of Elections is the Governing Authority for all local Boards of Elections. FY 2017-2018 HIGHLIGHTS: The Board achieved the following: 1) We held Municipal Elections in November 2017 for the City of Kinston, Town of La Grange and Town of Pink Hill. 2) We held Primary Election in May 2018 for the Lenoir County voters. 3) Set up one “No-Excuse-One-Stop Voting” site for the statutorily required seventeen-day cycle for the Municipal General Election in November 2017 and the County wide election in May 2018. 4) Utilized the Absentee System M-100 Vote Counter for absentee ballots casts during the election in the fiscal year. 5) Completed National Change of Address (NCOA) mailings to address changes in voter registrations, which can generate 2 to 3 mailings to the voters. July 2017, 556 mailed, that mailing generated August 2017, 405 Confirmations mailed. November 2017, 500 mailed and that mailing generated January 2018, 483 Confirmations mailed. NCOA mailings are completed semi-annually every year.

FY 2018-2019 GOALS: The Board of Elections will undertake the following: 1) We will possibly hold a Second Primary in July 2018 and the General in November 2018 for the County of Lenoir. 2) Continue to work on new applications, changes, and cancellations. 3) Complete list maintenance to remove inactive voters from the registered voters’ files. List maintenance is run every two years, after every federal election, in January/February. List Maintenance “NO CONTACT LIST” was completed January 2017, 2,964 mailed, that mailing generated February 2017, 368 Confirmations mailed. 4) Continue national change of address (NCOA) mailings to address changes in voter registrations. NCOA mailings are completed semi-annually every year.

ACTUAL FY 16-17 BUDGET



ADOPTED 18-19 BUDGET

214,810 331,152 331,152 SALARIES 219,548

59,876 45,756 45,756 BENEFITS 54,104

109,422 228,696 234,206 OPERATING 114,691

0 0 0 CAPITAL OUTLAY 0

384,107 605,604 611,114 TOTAL 388,343

59

REGISTER OF DEEDS

PAM RICH

REGISTER OF DEEDS DIRECTOR

4180-10-021

CATHY BRYANT

ASSISTANT REGISTER OF DEEDS

4180-10-016

TIFFANY N. POWELL

DEPUTY REGISTER OF DEEDS

4180-10-001

TERESA SMITH


4180-10-002

ERIN STANLEY


4180-10-003

60

REGISTER OF DEEDS

DESCRIPTION: The Register of Deeds office is a Custodian and a “Records Manager”. The office maintains the real estate record transfers, loans, mortgages, vital statistical records and other records in an archival (100+/-years) fashion. The office maintains, preserves and issues birth, death and marriage certificates. For persons getting married in North Carolina, marriage licenses are issued. The office microfilms real estate records and other documents that are maintained in the register of deeds. Records that are recorded/filed are maintained forever. There is a very limited number/type of records that can ever be removed/destroyed from the office. FY 2017-18 HIGHLIGHTS: 1. Recorded and indexed over 5,728 Real Estate documents 2. Issued over 7,275 vital record certificates 3. Vital Records that have been scanned: Births from 1959 to 2017, Marriages from 1917 to present and Deaths from 1913 to present 4. Scanned on DD214 military records FY 2018-19 GOALS: 1. Continue scanning back files of Birth & Marriage Records 2. Continue scanning back military DD214 records 3. Investigate having old Birth records preserved on acid free paper and put in sleeves and new binders 4. Investigate doing E-Births for out of town birth from 1971 forward

2016-17 ACTUAL



RECOMMENDED 2018-19 BUDGET

155,767 161,865 158,477 SALARIES 165,479

55,841 72,923 67,556 BENEFITS 67,050

47,823 59,644 59,644 OPERATING 59,644


259,431 294,432 285,677 TOTAL 292,173

61

NON DEPARTMENTAL Non-Departmental expenditures support the operations of the entire County and cannot readily be allocated to specific work areas. An explanation of the cost centers funded through the Non-Departmental Department follows:

Independent Audit: The County contracted with Carr, Ingram, & Riggs (formerly Pittard, Perry & Crone) to perform the annual independent audit, including continuing disclosure requirements, at a total cost of $49,400. Of this total, DSS - $12,000, Health - $6,400, and the Landfill - $6,000, are directly charged their portion of the total audit cost. The remaining unallocated cost of approximately $25,000 is budgeted here in Non-Departmental.

Group Insurance for Retirees: $350,000 is budgeted in this category for the employer portion of health coverage for approximately 49 retirees. This line does not include the claims paid for these retirees.

Unemployment Compensation Benefit Cost: $100,000 is budgeted in this category for FY18-19. Counties are now required to fund this state UI account equal to 1% of the County’s net taxable wages. Unemployment benefits will be paid by the state from this account. Counties will be required to maintain their UI account balance at the 1% level in future years.

Property and Casualty Insurance: This category includes general liability, property, vehicles, workers’ compensation coverage for catastrophic claims, commercial umbrella, flood, public officials’ bonds, and other miscellaneous insurance. The County contracts with local agents for insurance coverage. Recommended budget for Non-Departmental insurance coverage is $597,628. This represents an increase of approximately 4.8% over the prior fiscal year adopted budget. This increase is due to rate increases for, annual increase in values of county owned property to maintain appropriate coverage, and estimated rate increases initiated by the insurance underwriters due to the County’s claims history.

Other Areas: Workers compensation claims and administration, county taxpayer refunds, State concealed weapons fees, the contracted preparation of the Indirect Cost Allocation Plan, the Actuarial Study of post-employment retiree benefits (OPEB), metered postage machine lease, and other miscellaneous expenses have a total budget of $534,00 within this category.

2016-17 Actual Original 2017-18

Budget Revised 2017-18 Budget (3-31-18)

Adopted 2018-19

Budget

$1,769,500 $1,746,085 $1,693,085 Appropriation $1,671,678

62

PROCESS FUNDS

The County serves as the “receiving/disbursing” agency for funds which are passed along (for use) by various agencies. These programs have dedicated revenue sources and do not include any local tax monies. In general, these are State and/or federal revenues which are allocated to specifically designated organizations. The County has no discretion in expending the funds, other than not to participate as the conduit. As such, the County serves “to process” the funds, and for simplicity, appropriations on this page are termed “process funds.” Created in FY 99-00, this budgetary category is intended to help better illustrate the relationship between these appropriations and their corresponding revenue sources. This category, in the General Fund, includes the following accounts: 1) Fines and Forfeitures for schools (in some county budgets, these funds do not even process through the General Fund, but go directly to the schools); 2) Occupancy and Tourism Tax (3%) to the Tourism Authority; 3) JCPC Programs; and 4) Special programs receiving specific grants. For FY 18-19 this category totals $932,627.

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PROCESS FUNDS

Program Actual 2016-17



Adopted 2018-19 Budget

60100 Schools – Fines $282,652 $325,000 $325,000 $325,000

60120 County Schools – Forfeitures 0 3,000 3,000 3,000

60140 ROD – Floodplain Mapping 14,257 12,000 12,000 12,000

60310 Pesticide Trust Grant 300 0 773 0

60311 GRANT – AGVENTURES 1650 5000 0 0

60340 Cooperative Extension SHIIP Grant 6015 0 8,052 5000

60380 PEG – TACC9 34,579 29,000 29,000 25,000

60390 PEG - LCBOE 34,579 29,000 29,000 25,000

60420 Grant-Coop Extexnsion-Community Transformation 0 0 401 0

61070 Kinston-Lenoir County Tourism Auth: Occupancy & Tourism Tax 214,055 200,000 200,000 230,000

63400 Juvenile Crime Prevention Council (JCPC) Programs 0 0 0 0

63440 Structured Day / Restitution 173,627 173,627 173,627 173627

63560 JCPC Admin/Advisory Council 3,963 4000 4,000 4,000

63630 8th Judicial Dist Community Intervention 120,000 120000 95,000 120,000

64030 EMPG Supplemental 18,152 0 28,110 10,000

64031 EMS-WALMART GRANT 1,629 0 0 0

64032 2016 Disaster Recovery PGM 0 0 1,394,008 0

Total Process Funds: General Fund $905,458 $900,627 $2,301,971 $932,627

*Note: Partnership for Children is in the General Fund, but in a separate department, all its own, but the County still only “processes” the funds.

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SCHOOLS – FINES - $325,000 CO. SCHOOLS – FORFEITURES - $3,000

DESCRIPTION: Traffic fines collected and certain forfeitures are returned to the Lenoir County School System to assist with operations. The revenues are appropriated in the General Fund; the above-referenced accounts appropriate corresponding expenditures. FY 17-18 HIGHLIGHTS: These funds, processed by the County, have remained relatively constant over the past several years. FY 18-19 GOALS: Increases or decreases in these accounts do not affect operations or funding of other county departments. These are process (pass-through) moneys. Lower or fewer revenues in these areas translate into fewer dollars for public schools’ operations. FINES FORFEITURES

FY 07-08 $564,810 $ 11,660 Audit

FY 08-09 $622,808 $ 0 Audit

FY 09-10 $496,433 $ 12,005 Audit

FY 10-11 $385,686 $ 3,654 Audit

FY 11-12 $361,628 $ 0 Audit

FY 12-13 $332,457 $ 0 Audit

FY 13-14 $281,967 $ 2,500 Audit

FY 14-15 $344,937 $ 0 Audit

FY 15-16 $321,228 $ 0 Audit

FY 16-17 $282,652 $ 0 Audit FY 17-18 $325,000 $ 3,000 Estimate FY 18-19 $325,000 $ 3,000 Estimate

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KINSTON-LENOIR COUNTY CONVENTION AND VISITORS BUREAU

DESCRIPTION: The purpose of the Kinston-Lenoir County Tourism Development Authority and VisitKinston.com is to expand and develop tourism in Kinston/Lenoir County through advertising, sponsoring, and promoting tourist-oriented events and activities, and sponsoring tourist-related capital projects. Receipts from the occupancy and tourism tax, estimated to be $180,000 for FY 17-18, are processed through the County budget to fund 50 percent of the Tourism Development Authority’s budget. Through the same tax, the City of Kinston funds the remaining balance. During the past year, some of the organizations and projects by the Authority were: Community Council for the Arts; Mother Earth Ironclad Half Marathon; Woodmen Holly Days; BBQ Festival; Freedom Classic; Lenoir County Historical Association; Pink Hill Rose Fest: CSS Neuse Interpretative Center; Down East Wood Ducks; various Parks and Rec activities; and the Lenoir County Welcome Center. FY 17-18 HIGHLIGHTS: 1) provided marketing strategies to include billboards, brochures, postcards, table tents, banners, numerous tourist magazine advertisements throughout North Carolina including Our State Magazine; 2)hosted numerous writers and journalists on media tours 3) ongoing updates to the www.visitkinston.com website which includes a brochure library, the hospitality key card program, featured tourist attraction display homepage banner; the visitors guide and tourist packaging options; 4) participated in the Regional Tourism Conferences; 5) awarded SETRAC grants to assist in tourism projects sponsored by area organizations; 6) Assisted with marketing the Freedom Classic; 7) participated in Media Mission events; ran several Explore Lenoir Tours; prepared itinerary’s for visiting groups and worked with reginal conferences and 8) Fireworks FY 18-19 GOALS: To promote Kinston and Lenoir County as a North Carolina travel destination by supporting and expanding tourism with continued marketing and promotion through VisitKinston.com: 1) continue to print and update visitor and dining maps 2) Expand tourism development packages to recruit regional conferences, symposiums and reunions for multi night stays in Kinston and Lenoir County; 3) promote local events and destination tourism locations through postcards, tent cards, radio and TV marketing Lenoir County as the regional hub for heritage and cultural tourism. 4) Award SETRAC grants to organizations with tourism development projects focusing on Capital improvement. 5) Continue to promote “Side Trip Ideas” program 6) Way finding program 7) Explore Lenoir 8) Participate in Media Mission pitch events and provide tours to journalists and writers. TOTAL FY 18-19 PROCESS FUNDS: OCCUPANCY AND TOURISM TAX: $230,000 (EST.) TOTAL FY 18-19 AGENCY BUDGET: $470,000

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JUVENILE CRIME PREVENTION COUNCIL: $177,627

DESCRIPTION: The 1998 Juvenile Justice Reform Act was designed to prevent at-risk juveniles from being further involved in the juvenile justice system, and to provide intervention services so that youth can be served in their communities. The primary intent was to develop community-based alternatives to training schools and to provide quality intervention and prevention programs that best meet the risk factors identified in the community. Programs should provide non-institutional dispositional alternatives that will protect the community and juveniles. Also from this legislation were formed Juvenile Crime Prevention Councils (JCPC) that are responsible for assessing the needs in the community, prioritizing risk factors, and developing a funding plan that will best address the risks and needs in the community. The JCPC was appointed by the County Commissioners on 2-1-99 and is reappointed every two years. FY 17-18 WORK PLAN HIGHLIGHTS: Lenoir County’s FY 17-18 appropriation was used to target identified needs in the community for structured day programs, restitution/community services, intensive monitoring programs, teen court, parent responsibility classes and psychological services. Program funds were approved and allocated as follows: Structured Day/Intensive Monitoring/ Juvenile Restitution programs combined $173,377; Cooperative Extension/Parenting Matters, $28,194; and JCPC Administrative Expense, $5,000. FY 17-18 GOALS: The Lenoir County JCPC has recommended funding, subject to the approval of the County Commissioners, as follows: Structured Day/Restitution programs combined, $173,627; Cooperative Extension/Parenting Matters, $28,994 which will be put in place via a JE when new fiscal year starts and JCPC Administrative Expense, $4,000. Total state funding for JCPC activities is $177,627. The Council will strive to monitor selected programming for expected outcomes, as well as, expand its data collection and risk and needs process throughout the year. We will also endeavor to increase public awareness of the County’s annual plan completed by the JCPC, with the hope of increasing resources for adjudicated and at-risk youth within our community.

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OUTSIDE AGENCIES

OVERVIEW: “Outside Agencies” is a budgetary category which “lumps together” appropriations from the County’s General Fund and provides these to various non-profit agencies. These organizations provide services for and on behalf of Lenoir County’s residents and visitors. County funding of these organizations is somewhat discretionary; wherein, there is some degree of choice on the County’s part as to the level(s) of funding and services to be provided. For this reason, under this budget category, the “amounts requested” by the various agencies are shown in the summary “Outside Agencies Table” on the following page. Organizations funded under this budget category are, for the most part, non-recreational. (Recreation agencies are funded in the Recreation Department’s budget or the Parks & Recreation Capital Project Account in the CIP). The agencies operate to provide a wide variety of programs and services to many, including: in-home aide / congregate meals / home delivered meals, cultural arts, assistance to men, protection of forests, and assistance to entrepreneurs.

Actual FY 16-17

Adopted 2017-18 Budget Requested 2018-19 Budget Adopted 2018-19Budget

Community Council for Arts

$7,500

$7,500

$7,500

$7,500

Council on Aging - Local

$17,700

$17,700

$20,000

$17,700

Coastal Community Action

$4,800

$4,800

$4,800

$4,800

Flynn Home

$7,500

$7,500

$10,000

$7,500

N.C. Forest Resources

$89,333

$105,097

$109,450

$105,097

Total

$126,833

$142,597

$151,750

$142,597

* General Fund appropriations only

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COMMUNITY COUNCIL FOR THE ARTS

DESCRIPTION: The Community Council for the Arts (CCA) serves as a conduit for the arts & cultural events, programs, special projects, education, tourism

and arts-driven economic development for the citizens of Lenoir County. This is accomplished through a variety of methods including the development/sustainability of community partnerships. The CCA provides various visual art exhibits & performing arts programs annually and serves as an “umbrella” agency for 8 volunteer community arts organizations assisting these groups in a variety of ways from accounting services to meeting space and marketing. Additionally, the CCA works closely with the Lenoir Co. Public Schools to provide arts education enrichment programs that correlate to the Essential Standards curriculum and integrate the arts across the core curriculum, which is the mission of the A+ schools program (Rochelle Middle School is Lenoir Co.’s A+ school). Annually, the CCA provides Lenoir Co. Schools with $50,000 of grant funded programming with enrichment programs presented by touring visiting artists/educators. These are opportunities that the students would have no access to otherwise. The CCA always assumes the administration fees and matches for the grants. It is well documented that students who participate in the arts in some form during their middle and high school years tend to stay in school, engage in the school community and score 100 points higher on SAT /ACT exams. The arts not only develop creative but critical thinking skills that are essential to success in school but also in adulthood in decision making, interpersonal relationships and workplace success. Rochelle Middle School, designated an A+ School 5 years ago saw success from the integration of the arts with lowered dropout rates, increased student engagement and increases in test scores. Although their A+ status is in jeopardy, we have been working diligently to assist with the recovery of this program. The arts are also known to help with gang prevention in that they provide a variety of self-expression outlets and tend to unite those engaged in arts related activities that are alternatives to gangs. The CCA works closely with arts in education programs for the schools and community in general thus providing enrichment opportunities that are not fundable but needed for our youth and adults. None of these grants are used for operations and are not comingled with the operating budget. In addition, the CCA works in areas of tourism development, cultural heritage, community enhancement and wayfinding through public art and arts driven economic development. More specifically, this is accomplished through a variety of grants and numerous community, regional and statewide partnerships. Through large projects such as the African American Music Trail – of which Lenoir Co. is the hub, the Public Art Trail – the largest of its kind in North Carolina, and the current arts driven community renaissance occurring today in our county, the CCA provides innovative programming, grant funding and overall leadership. There is no other organization in our community that can provide these services. There has been extensive work in the Kinston Music Park over the last year in terms of the repair of the landmark sculpture (owned by the State of North Carolina – Dept of natural and Cultural Resources) and most recently in the funding of shade structures due to be installed in the next few months. These projects have been funded by grants, again not comingled with the operating budget. The CCA enjoys a very positive reputation throughout the state for its level of programs and community involvement. We are held as a standard to which other arts organizations should strive to obtain. We are considered to provide the citizens of our community with programs that are comparable to those of a metropolitan community. We do this with a marginal number of employees while operating a premier facility that attracts 95,000 visitors through its doors annually. Our activities and operations are funded through fundraising, rental of our property, annual membership and gallery and gift shop sales. Local government combined provides operating capital for one month – the other eleven (11) months are supported through the aforementioned means. Large programs, such as the Music Trail and Park, school programs/projects are grant supported with additional funds from our operating budget. We seek community and regional partnerships to help allay the lack of staff needed to accomplish our daily activities utilizing an average of 450 community volunteers annually. We are excellent stewards of the dollars entrusted to our care and operate with a bare bones budget. Our programs put dollars in our community as evidenced by a recent independent Americans for the Arts Economic Prosperity Study that was conducted in our community in 2015. FY 2017-18 Summary of Major Projects:

• smARTkinston corridor plan which incorporates the Riverwalk, Farmers Market and Pearson Park– we are the grant administrator for this plan which hired a public artist to

assist stakeholders in developing a plan which would provide connectivity of arts and other related public assets. This grant is funded through the NC Arts Council and is in a

second year; 1st year provided dollars ($25,000) for the contracting of the public artist and plan development; 2018-19 grant ($30,000) will assist with further plan development

& provide for seed project dollars.

• Arts in Education grant - $15,000 provided artist fee support for a 10-day residency with educator/professional poet Glenis Redmond to work with students for a second year

at Rochelle Middle School; an A+ school. A third year for Ms. Redmond will occur in April/May with Rochelle Middle students. A grant for $15,000 for 2018-2019 will bring

a profession artist/educator to the schools for a visual arts project.

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• Grassroots Program Sub-grants. $10,200 was awarded through the CCA for community programs of nonprofits that are nonprofit arts organizations or nonprofits with an

arts project. Without these dollars these programs would not occur. Awards went to Neuse Regional Library – artistic fee support for African American professional storytellers

presenting during the annual storytelling festival; the presentation of the 5th grade NC Symphony concert (this is our 20th year of full support for the concert to occur), Pink Hill

Elementary School – fees for students to attend professional performances of plays at New Bern Civic Theatre; Rochelle Middle School – artistic fee support for the utility box

wraps design project; presentation for the community of the Messiah; and artistic fee support for the Annual Funk Festival hosted by the Kinston-Lenoir Co. African American

Heritage Commission.

FY 2017-18 Summary of Major Projects:

• smARTkinston corridor plan which incorporates the Riverwalk, Farmers Market and Pearson Park– we are the grant administrator for this plan which hired a public artist to

assist stakeholders in developing a plan which would provide connectivity of arts and other related public assets. This grant is funded through the NC Arts Council and is in a

second year; 1st year provided dollars ($25,000) for the contracting of the public artist and plan development; 2018-19 grant ($30,000) will assist with further plan development

& provide for seed project dollars.

• Arts in Education grant - $15,000 provided artist fee support for a 10-day residency with educator/professional poet Glenis Redmond to work with students for a second year

at Rochelle Middle School; an A+ school. A third year for Ms. Redmond will occur in April/May with Rochelle Middle students. A grant for $15,000 for 2018-2019 will bring

a profession artist/educator to the schools for a visual arts project.

• Grassroots Program Sub-grants. $10,200 was awarded through the CCA for community programs of nonprofits that are nonprofit arts organizations or nonprofits with an

arts project. Without these dollars these programs would not occur. Awards went to Neuse Regional Library – artistic fee support for African American professional storytellers

presenting during the annual storytelling festival; the presentation of the 5th grade NC Symphony concert (this is our 20th year of full support for the concert to occur), Pink Hill

Elementary School – fees for students to attend professional performances of plays at New Bern Civic Theatre; Rochelle Middle School – artistic fee support for the utility box

wraps design project; presentation for the community of the Messiah; and artistic fee support for the Annual Funk Festival hosted by the Kinston-Lenoir Co. African American

Heritage Commission.

• African American Heritage Music Project – This project was started approximately 12 years ago by the CCA. It was our desire to interview and authentically document the

interviews of many of the African American Musicians hailing from our community. We considered this a major project as the history was known to be deep and rich. We

began with a $5,000 grant from the NC Arts Council to hire a folklorist from the NC folklife Institute then based at Duke University. Since that original project which provided

a solid base we have contracted and presented numerous musicians in Pearson Park, Music Park and the Arts Center. There has been over $500,000 invested in grant dollars in

this project and its off shoots, i.e. TAPS program for middle and high school students (enrichment after school program in jazz), development of the music park – a one of a

kind project in North Carolina and numerous education projects in addition to the aforementioned concerts.

• Public Art/Public Art Trail – this project presents public art funded through a variety of sources and presents them as a trail for tourism marketing purposes, wayfinding, and

education. This group of artworks attracts tourists, enhances our landscape, tells “our story” as a County, educates at all age levels and makes our community unique. Included

in this project are large and small sculptures, earthcasts, bicycle racks, benches and murals. The collection numbers over 100. Contributors to the project in addition to funds

from the CCA are Pride of Kinston (5 benches), Golden LEAF – canopy on the stage at Pearson Park and works in the Kinston Music Park: Celebrating Our African American

Music Heritage; NC Arts Council through Creating Places and Arts in Education grants; Woodman Foundation (mural at the Woodman Center), Kinston High School Class of

1968; Kinston-Lenoir Co. Parks and Recreation and private investors, namely Mrs. Myrtilla Brody and Mr. Stephen Hill. The value of the collection is approximately $750,000.

The CCA maintains and insures the majority of the pieces although the Kinston Music Park: Celebrating Our African American Music Heritage and the park across the railroad

tracks from the Arts Center are City owned; the canopy on the stage at Pearson Park (cost $75,000) is County insured.

• Tourism – over the last year we have hosted meetings, tours, receptions, weddings, property rentals, programs, workshops, classes, etc. and have recorded over 90,000 visitors.

These individuals have traveled from all parts of our state, every state, and 15 countries. They are consistently amazed at the 30,000 square foot property that we own and

maintain. Many visitors are not only interested in the art on display but also the reuse vision and quality of the property. Some visit due to its listing on the National Register

of Historic Places. Many are amazed at the size of the property, its amenities and the renovation accomplished over 25 years ago remaining state of the art today.

• Arts programming in the schools and community. This programming includes the African American Music Trail and its numerous components such as a jazz concert series

(8 concerts), education programs in the schools, Traditional Arts Programs for Students (TAPS) which is the middle and high school after school enrichment program in jazz –

offered free of charge; organizing musicians for gigs -implementing these events; offering 12-15 summer camps for young children and youth; working with numerous

community partners to enhance their events, planning processes, programs, grant applications, etc.

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• Grant Writing – annually the CCA writes a number of grants. Arts grants are generally for programming and usually only support operations when there is a capital expenditure.

Typical grant sources include the NC Arts Council, Southern Arts Federation, National Endowment for the Arts and locally the NC Community Foundation and the Kinston-

Lenoir Co. Tourism Development Authority SETRAC grants. Grants from Golden LEAF has supported the construction of the Kinston Music Park: Celebrating Our African

American Music heritage. Our average total grant amount is collectively $75,000-$100,000. These funds are not co-mingled with operations and generally are simply project

pass through with little to no administrative support. Application to date for grants supporting local programming totals $75,993. More specifically, these grants include:

Grassroots Program (50% is sub granted to community programs) - $17,993; TAPS supports the free after school jazz enrichment program for middle and high schoolers -

$8,000; smARTcities Initiative $30,000 for continued planning and implementation support; Arts in Education – 2 week residency with African American visual artist and A+

teaching fellow September Kreuger for Rochelle Middle School, $15,000; Regional Arts [partnership $5,000 for outreach to Duplin Co. for preparation of the Grassroots Grant

application and report and identifying/contracting/implementing programs and Program Support for a five (5) concert series for the Kinston Music Park. An additional grant

letter of intent was filed with NC Humanities for $20,000 for support of the Funk Festival, jazz series and the African American Music Project. We will continue to search out

grants and to work with multiple partners for available grant funds.

• Changes and challenges of the property. Aging boiler; 11 air handlers on the roof – 5 of which have been replaced averaging from $7,500-$10,000 per unit; roof – replaced

the rubber roof 16 years ago, experiencing multiple leaks with each hard rain; roof cost in 2002, $35,000; bricks and mortar decaying particularly on northside of property. Both

are original to building – northside needs coating with protective sealant. Pottery room being expanded with financial assistance from SETRAC grant. Area will become known

as The Pottery Center and is envisioned at bringing visiting artists to the area as well as participants from across the state. This will accommodate potters who are now residing

in the smARTkinston district, expand programming for the Arts Center and thereby create an expanded programming revenue stream.

FY 2017-18 goals:

• Continue to write grants and facilitate programs for the Lenoir Co. Public Schools

• Continue to develop and/or improve community projects, i.e. Riverwalk, Pearson Park, Kinston Music Park: Celebrating Our African American Music Heritage, & Public Art

particularly concentrating on community entranceways

• Work with the Lenoir Co. Tourism, Kinston-Lenoir Co. Tourism Development Authority and Kinston-Lenoir Co. Parks & Recreation Dept on outreach projects that bring

visitors to our County

• Work with a multitude of community partners to provide cultural opportunities for all citizens; i.e. Kinston-Lenoir Co. Partnership for Children, Kinston-Lenoir Co. Extension

Service, Neuse Regional Library, UNC Lenoir and others.

• Continue to fundraise in order to provide operational support for 90-92% of the operating expenses of the organization and its property

• Continue to provide the general maintenance and upkeep of the 30,000 sq. ft property with particular focus on the upgrade of the security system and the very aging HVAC

system. The CCA has already replaced 5 of the air handlers and has had multiple issues which have required repair of the boiler, remaining 6 air handlers, water heater (replaced)

and thermostats. Additionally, the roof (18 years old) has multiple leaks with rain as does the north wall of the property due to aging of the original bricks and mortar. The

building continues to be a draw for citizens and tourists alike and remains central to the development of arts driven economic development that is occurring in our community

which is driving our tax base higher.

• Continue to present quality – metropolitan like, cultural events and programs for our community and tourists.

Request for 2018-2019: $7,500

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LENOIR COUNTY COUNCIL ON AGING, INC. DESCRIPTION: The Lenoir County Council on Aging (LCCOA) provides services that sustain and improve the health and well-being of older adults in Lenoir County. Services currently provided prevent the need for costlier public services, promote a positive attitude towards aging, and foster cooperation among community partners in the interest of the elderly. LCCOA provides education and activities to help seniors maintain cognitive capacity and the ability to manage their affairs. To address the biological health of older adults, services are provided in the areas of nutrition, exercise, disease prevention and health promotion. With isolation and depression as risk factors for premature decline and institutionalization, the socialization that occurs during activities and meal service meets an important need of the 62% of clients who live alone. For those with increasing needs, assistance is provided in navigating the myriad of aging and health services throughout the community. Additional services to support continued community living for homebound or otherwise dependent seniors include home delivered meals, family caregiver relief, senior companions, caller reassurance and light home management. Agency staff also plan and support community efforts to improve quality of living for Lenoir County collectively and to encourage early choices that will have a positive impact on later stages of the lifespan. FY 17-18 HIGHLIGHTS: LCCOA was recertified as a Senior Center of Excellence for the next 5 years. LCCOA has been successful in continuing to serve a more diverse population of seniors with respect to socioeconomic status, age and race. Services introduced in July at the LaGrange Community Center have extended the benefit of our active living programs to 507 seniors in addition to the 560 seniors served at the Skinner Senior Center in Kinston. Other social services offered by the agency continue to show attention to the elderly with the greatest needs, with a poverty rate of 68% among nutrition clients, 30% among home management clients and 75% among transportation clients. Improvement in our home delivered meals program includes an increase in hot meals delivered to 70% of our clients compared to all frozen meals provided just a few years ago. We had 250 attendees at our local Older American’s Month and Elder Abuse Awareness community campaign in May to raise awareness of abuse and exploitation and to empower citizens to intervene and avoid such criminal acts was hugely successful. Agency staff has also been a key partner in other community service efforts such as the Alzheimer’s Walk, Senior Health Insurance Information Program, NC Senior Games and the Chamber of Commerce for local economic development. The agency continues to serve as the focal point of aging resources in the county and to advocate for aging services at the state and national level through the NC Association on Aging Board, and Meals on Wheels America. FY 18-19 GOALS: The agency continues to work towards service goals identified in the strategic plan for 2015-2018 including: average daily attendance at the Skinner Center of 80 seniors; nutrition site attendance between 30 and 35 per day. This goal has been met this past fiscal year with an average daily attendance of 25-35 seniors in congregate nutrition. Delivery of hot meals to all homebound nutrition clients; to serve 24,000 meals at nutrition sites, to provide 30,000 hours of home management; to provide 12,000 rides for general transportation needs; to fill 1,000 information inquiries; to deliver evidence- based health promotion programming to 90 seniors; and to provide respite care to 20 families. To enable the agency to meet these goals we are also seeking to increase our volunteer workforce to enhance our programs through 4,000 hours of volunteer work hours. The agency will continue to apply strategies begun to strengthen the stability of the agency through workforce development, public and government relations, and financial management and planning. The staff and board continue to work towards advancing the presence of LCCOA in the community through various forms of contributions. FY 18-19 Budget Request: $20,000.00 Total FY 17-18 Agency Budget $489,535

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FLYNN CHRISTIAN FELLOWSHIP HOMES OF KINSTON

DESCRIPTION: Lenoir County ABC funds has traditionally been a financial resource that supports the Flynn Christian Fellowship Home. The key function of the Flynn Home is to offer room and board for men that are in the process of recovery and need a place to gain traction coming out of prison. During the past several years we added services that include referral to community resources, employment, life skill training, education, and most importantly in-house 12 Step Meetings. These meetings are designed to be open door, so all individuals seeking recovery are welcome. The house manager meets by-weekly with each resident concerning their recovery and progress toward their goals. Currently the home offers two mandatory meetings per week that have 12-15 individuals seeking recovery in attendance. FY 2017-2018 HIGHLIGHTS: In 2017, the Flynn Christian Fellowship Home provided over 4,700 nights of shelter for men in various stages of recovery. We now average six to eight men per week that are working/seeking employment, so they can pay weekly rent to reside in the Home. Not only is the facility providing a residential home for the men but also, they have food for breakfast, lunch as well as a hot meal prepared for them six nights per week. During 2017 we served more than 9,400 meals. We have a new residential manager that lives in the facility, coordinates services for the men and prepares most of the meals. The Home had their first annual Par -3 Golf fundraiser at Bill Faye Park in September of 2017. The tournament had 25 participants, six-hole sponsors and raised $600 for the Home. In December the Home hosted the 4th annual Christmas party for the residences and their families. A House Church from Grace Fellowship Church sponsored the event and brought in gifts for all the men and their families in attendance. In February of this year the Board Hosted an Open House serving lunch to forty guests. The purpose of the Open House was to explain the Homes mission and to provide a tour of the historic home which was built in 1916. One of the major expenses for the Home was to replace a second HVAC that cost $8,000. We were able to pay off this cost during 2017. Although we have been able to make small improvement to the interior of the Home the exterior still requires a great deal of rotten wood repair it desperately needs a new coat of exterior paint. This is a priority of the Board, but our limited budget has not allowed us to proceed with the repairs. The expect coast on these repairs is around $45,000. FY 2018-2019 GOALS: The Flynn Home expects to see continued increases in the number of individuals that seek recovery in the residence. We feel that 2018-19 we will exceed the 50 men served in 2017. We also hope to continue our efforts in making necessary repairs to the historic landmark. We will continue work on improving our data collection, so the Home can track the success of our recovery efforts. We will continue to offer in-house 12 step meetings open to the public and seek to add an Al Anon meeting for family members working through addiction issues in the future. There is still much to be done but with funds that only assist with a part-time staff the board is doing everything possible to keep the Home in good working order, the men focused on recovery and getting a new start in life through employment, reconnecting with family and developing new positive relationships in our community. In other words, a “New Way of Life” FY 2018-19 Budget Request: $10,000 FY 2018-19 Agency Budget: $89,904.25

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NORTH CAROLINA FOREST SERVICE DESCRIPTION: The mission of the N.C. Forest Service is to protect, manage, and promote forest resources to the citizens of North Carolina. Services are provided in three (3) basic areas: 1) Forest Management—writing woodland management plans, at a nominal charge, with recommendations for timber sales, tree planting, thinning’s, site preparation, insect and disease problems maintaining water quality, etc.; 2) Forest Stewardship—how to participate in the program which emphasizes forest management, wildlife, aesthetics, soil and water quality; and 3) Forest Fire Control—prevention, pre-suppression and suppression of forest fires. The Division has a 700 John Deere crawler tractor/plow unit and a lowboy at the Kelly’s Pond Headquarters for fire control. The County Ranger has a 1 ton, 4 wheel-drive pickup truck with a mechanics’ body and the Assistant County Ranger has a 1 ton, 4 wheel-drive pickup truck. Both trucks are equipped with 150-

gallon water/foam tanks, reels and 200' of hose each for fire control. FY 17-18 HIGHLIGHTS: The Division accomplished the following: 1) 13 Forest Management Plans written for Lenoir County landowners at a nominal charge (involving 647 acres); 2) 735 acres of forest regeneration (270 acres to be planted before April 1st under cost-share); 3) 77 inspections of forestry operations (Forest Best Management Practices) affecting 3,874 acres. The above amounts are calculated from July 1, 2017, to present and do not cover the entire fiscal year. FY 18-19 GOALS: The Division plans to: 1) write 20 Forest Management Plans in Lenoir County; 2) conduct 800 acres of forest regeneration in Lenoir County; 3) Inspect 90 tracts for Forest Water Quality; and 4) pursue construction of a new, entirely state -funded Lenoir County Forestry Headquarters. FY 18-19 AGENCY BUDGET: TOTAL = $273,626.00 COUNTY FUNDING LEVELS:

Actual 2015-2016 Budget



Adopted 17-18 Budget

Submitted 2018-2019 Budget

$92,000 $92,000 $92,000 $105,097 $105,097

76

COASTAL COMMUNITY ACTION, INC.

DESCRIPTION: Coastal Community Action, Inc. is a pivotal community partner that provides support services to more than 3,000 low income, disabled, and/or elderly residents in nine (9) counties in Eastern North Carolina annually. Coastal Community Action works in partnership with over 120 community-based organizations and institutions, providing resources, coordinating referrals, and actively participating in our community dialogue to reach all our low-income residents. Coastal Community Action works to better focus available local, state, private and federal resources to assist low-income individuals and families to acquire useful skills and knowledge, gain access to new opportunities and achieve economic self-sufficiency. FY 17-18 HIGHLIGHTS: (1) Provided 80 participants with companions through the Senior Companion Program; (2) Provided approximately 8, 352 hours of service to frail elderly homebound residents in Lenoir County. FY 18-19 GOALS: (1) Continue to provide services to the frail elderly homebound residents in Lenoir County; (2) Continue to play an active role in inter-agency programs within the county; (3) Continue our mission to respectfully and responsibly help people help themselves; and (4) Recruit well-trained, compassionate volunteers to assist in providing services to a much-needed population. FUNDING LEVELS: FY 17-18 $4,800

77

BLANCA FAASII

MIS DIRECTOR

4210-06-176

CLIFTON CROOM

MIS ASSISTANT DIRECTOR

4210-06-151

HUNTER MORGAN

SUPPORT SERVICES MANAGER

4210-06-076

VACANT

MIS TECHNICIAN I

4210-06-026

JAMIE CHADWICK

MIS TECHNICIAN I

4210-06-027

JAMIE ROBERSON

MIS TECHNICIAN I

4210-06-001

TIM FAULKNER

MIS NETWORK ADMINISTRATOR

4210-06-146

WAYLAND HUMPHREY

GIS COORDINATOR

4210-06-131

78

MANAGEMENT INFORMATION SYSTEMS- MIS

MANAGEMENT INFORMATION SYSTEMS-MIS

DESCRIPTION: Management Information Systems (MIS) is responsible for the on-going operations of existing County systems, as well as for the support and implementation of new initiatives. MIS primarily serves 5 major areas: (1) Training; (2) Information Technology and Telephony Standards; (3) Data Access; (4) On-Going Operations and Support for both local and state areas; and (5) Geographic Information Systems (GIS) support to all departments and agencies. FY 2017-2018 HIGHLIGHTS: The year presented some major projects that MIS/GIS implemented including: 1. Replaced leased desktops throughout half of the county. 2. Updated virtual hosts. 3. Assisted with Electronic Medical Record Installation for HD – Patagonia Health. 4. Established connectivity for Sheriff Department Annex. 5. Updated CAD. 6. Implemented security awareness training for employees with computer/network access.

FY 2018-2019 GOALS: 1. Continue feasibility study to look at moving core MIS equipment room from courthouse. 2. Continue working with Finance and HR on Munis Financials, HR & Payroll. 3. Continue installing and working with DSS on the NCFast Project. 4. Update/refresh 911 hardware and software. 5. Update VMWare on local servers. 6. Continue to emphasize security awareness and training.

2016-2017 ACTUAL ADOPTED 2017-2018 BUDGET

AMENDED 2017-2018 BUDGET *

SUBMITTED 2018-2019

347,433 412,605 412,605 SALARIES 413,077

119,537 141,246 141,246 BENEFITS 141,295

500,490 583,420 583,420 OPERATING 640,497

-0- -0- -0- CAPITAL OUTLAY -0-

967,460 1,137,271 1,137,271 TOTAL 1,194,870

79

OFFICE OF SHERIFF

RONNIE INGRAM

SHERIFF

4310-15-276

RYAN DAWSON

MAJOR OF ADMINISTRATION

4310-15-271

VACANT

SHERIFF TRAINING COORDINATOR

4310-15-279

SHARON MARTIN

ADMIN ASST. II

4310-03-103

SANDRA BAKER

PA V

4310-04-152

HEATHER CALLICUTT

PA V

4310-04-155

KATHY SMITH

PA V

4310-04-156

SUE WILLIAMS

PA V

4310-04-157

CATRINA FOYE (PT)

PA V

4310-04-154

JOYCE QUINN

PA V

4310-04-158

CHRIS RUSSELL

CAPTAIN

4310-15-241

CHRISTOPHER JENKINS

SERGEANT

4310-15-182

JOSEF WILLIAMS

NARCOTICS OFFICER

4310-15-192

ROGER BAYSDEN

DETECTIVE

4310-15-191

JOSHUA STOCKS

NARCOTICS OFFICER

4310-15-193

DWIGHT CURINGTON

DETECTIVE

4310-15-164

VACANT

DETECTIVE

4310-15-165

CHRIS CAHOON

CAPTAIN OF INVESTIGATIONS

4310-15-243

CHRISTY SMITH

SERGEANT

4310-15-181

CHRISTOPHER HEATH

INVESTIGATOR

4310-15-162

JAMES HOBBS

INVESTIGATOR

4310-15-158

JOSHUA GARNER

DETECTIVE

4310-15-156

CHARLES BOYETTE

DETECTIVE

4310-15-163

RONALD FERRIS

INVESTIGATOR

4310-15-157

WILLIAM A. SHAMBEAU

INVESTIGATOR

4310-15-161

MICHAEL HOWARD

SERGEANT

4310-15-202

EDDIE EUBANKS

CAPTAIN OF SUPPORT SERVICES

4310-15-242

VIM SINHAL

SERGEANT

4310-15-207

TERRY AVERY

SERGEANT

4310-15-206

MICHAEL WILLIAMS

DEPUTY SHERIFF II

4310-15-109

BRAD KORDULEWSKI

DEPUTY SHERIFF II

4310-15-110

LAURA RUSSELL

DEPUT SHERIFF II

4310-15-134

RICHARD STROUD

DEPUTY SHERIFF II

4310-15-108

BRANTLEY DAWSON

DEPUTY SHERIFF II

4310-15-102

KAREN LEE

DEPUTY SHERIFF II

4310-15-116

LOGAN COPAS

DEPUTY SHERIFF II

4310-15-137

HECTOR BARAJAS

DEPUTY SHERIFF II

4310-15-119

VACANT

DEPUTY SHERIFF II

4310-15-127

VACANT

DEPUTY SHERIFF II

4310-15-128

JEREMY CHENEY

DEPUTY SHERIFF II

4310-15-133

SAMUEL HERRING

DEPUTY SHERIFF II

4310-15-139

CHERRIE HEATH

DEPUTY SHERIFF II

4310-15-124

DAVID PRIDGEN

DEPUTY SHERIFF II

4310-15-121

PAMELA EUBANKS

DOOR GUARD (PT)

4310-15-001

GEORGE JACKSON

DOOR GUARD (PT)

4310-15-002

LEON MILLER

DOOR GUARD (PT)

4310-15-003

ROOSEVELT DAWSON

DOOR GUARD (PT)

4310-15-004

VACANT

DEPUTY SHERIFF II (PT/TRANSPORT)

4310-15-135

MANLEY HATCHER

DEPUTY SHERIFF II (PT/TRANSPORT)

4310-15-136

JERRY DAVIS

LIEUTENANT

4310-15-230

LAM NGUYEN

DEPUTY SHERIFF II

4310-15-129

ALFONSO RODRIGUEZ

DEPUTY SHERIFF II

4310-15-112

MATTHEW BENSON

DEPUTY SHERIFF II

4310-15-114

JOTHAN NESSELROTTE

DEPUTY SHERIFF II

4310-15-122

FARRIS GRAY

DEPUTY SHERIFF II

4310-15-103

ANDRE CORBITT

DEPUTY SHERIFF II

4310-15-101

STEVEN KEY

DEPUTY SHERIFF II

4310-15-125

THOMAS GRADY

LIEUTENANT

4310-15-252

THOMAS STANLEY

SERGEANT

4310-15-205

WILLIAM BARRETT

DEPUTY SHERIFF II

4310-15-123

TAYLOR L. HEATH

DEPUTY SHERIFF II

4310-15-107

VACANT

DEPUTY SHERIFF II

4310-15-126

ALANA KENNEDY

LIEUTENANT

4310-15-229

TIM MURRAY

SERGEANT

4310-15-203

JOSHUA LANE

DEPUTY SHERIFF II

4310-15-118

SHAWN BOGERT

DEPUTY SHERIFF II

4310-15-131

ETHAN PRICE

DEPUTY SHERIFF II

4310-15-138

VACANT

DEPUTY SHERIFF II

4310-15-141

BRADLEY HATCH

LIEUTENANT

4310-15-228

JOHNATHAN WHITLEY

SERGEANT

4310-15-201

JESSE STRAMEL

DEPUTY SHERIFF II

4310-15-106

GARRY TURNER

DEPUTY SHERIFF II

4310-15-130

RAYE HART

DEPUTY SHERIFF II

4310-15-113

LESLIE DEAVER

DEPUTY SHERIFF II

4310-15-111

JOVANNI VILLAGRA

LIEUTENANT

4310-15-251

ALLEN SEYMOUR

SERGEANT

4310-15-204

SPENCER HERRING

DEPUTY SHERIFF II

4310-15-120

TYLER SANDERS

DEPUTY SHERIFF II

4310-15-143

DAQUANTE JONES

DEPUTY SHERIFF II

4310-15-132

GLENN FUTRELL

DEPUTY SHERIFF II

4310-15-115

80

LENOIR COUNTY SHERIFF’S OFFICE

DESCRIPTION: The Office of Sheriff is a constitutional position elected by the people. Responsibilities include the enforcement of State laws, county ordinances, the service of all warrants issued by the courts, civil process issued by the Clerk's Office, courtroom and courthouse security, sex offender registry management, pistol permit issuance, and concealed weapon permit management. However, the Sheriff’s primary responsibility is insuring the safety and well-being of all citizens within Lenoir County. This office is community oriented and embraces the belief that excellence is a result of education, training, skill, professionalism, and community interaction. FY 2017-2018 HIGHLIGHTS: The Sheriff’s Office continued its service to the citizens this year against great odds due to manpower shortage. Fortunately, the Sheriff filled 8 of 10 open deputy positions in the past year. The Sheriff has continued to fill vacant deputy Sheriff positions by having personnel attend job fairs and recruiting meetings. This has been successful as of this date we have only two vacant positions compared to 10 at this time last year. The Sheriff has been notified we are in the final stages of having the Army Reserve Property turned over to the County which is currently being used as an Annex Office. The Sheriff used federal forfeiture funds to purchase a new Mobile Command Center at no cost to our citizens. The Sheriff has continued to outfit deputies with rifles and shotguns, formed a Sheriff / Fire Search and Rescue Team and offered more community training to our citizens. FY 2018-2019 GOALS: The Sheriff will attempt to hold the Office budget as close to previous years as possible due to the financial situation of the County budget. The Sheriff will continue to fill vacant positions within the office, continue training of our current young workforce, work to find free needed equipment through federal surplus or through the use of federal asset forfeiture funds. The Sheriff will continue training personnel to get the Search & Rescue Team prepared for missions if called upon. The Sheriff will continue to work towards permanently obtaining the US Army Reserve Center to serve as an annex to the Sheriff’s Office to prevent future work disruption due to flooding as this has occurred three different times already.

2016-2017 ACTUAL




3,206,266 3,197,106 3,197,106 SALARIES 3,168,250

1,146,500 1,167,085 1,167,085 BENEFITS 1,200,966

669,717 681,008 694,505 OPERATING 723,963

23,696 25,000 25,000 CAPITAL OUTLAY 0

5,046,179 5,070,199 5,083,696 TOTAL 5,093,179

81

LENOIR COUNTY DETENTION CENTER

82

LENOIR COUNTY DETENTION CENTER DESCRIPTION: The Lenoir County Detention Center serves a four-fold purpose: 1) to hold persons for pretrial appearances who cannot afford to post bond; 2) to hold those persons sentenced to less than 60 days confinement in a local facility; 3) to hold State Misdemeanant Confinement Inmates serving 60-180 sentence; and 4) to house prisoners from other counties. While holding these inmates, the detention center is responsible for their health, safety, and protection. All inmates are supplied with meals, toilet facilities, hygiene items, uniforms, and bathing supplies. Additionally, this facility contracts with Southern Health Partners to provide health care for the inmates and ABL Management to provide meal services.

FY 2017-2018 HIGHLIGHTS: The W.E. “Billy” Smith Detention Center continues to be an asset to the Sheriff by reducing inspection problems and providing revenue to assist with cost associated with the detention center. The Sheriff and his staff have worked to fill vacancies within the Detention Center. The Sheriff has continued to plan for emergencies by purchasing handcuffs, shackles and other equipment with SCAAP funds.

FY 2018-2019 GOALS: It is the Sheriffs’ goal to continue to create substantial revenue by filling excess beds with outside county inmates, thereby offsetting the debt on the jail. An ongoing goal is recruiting and retaining detention staff. The Sheriff continues to send personnel to attend job fairs and recruiting events to attract applicants. Currently the Sheriff’s Detention Center has 10 vacancies which causes overtime cost to rise, but these costs have been offset using lapsed salaries. The Sheriff will continue to recruit with hopes that financial incentives for remaining with the County and obtaining advanced training will assist in retaining our dedicated employees.

2016-2017 ACTUAL



ADOPTED 2018-2019

2,137,420 2,258,429 2,258,429 SALARIES 2,229,610

828,239 924,700 924,700 BENEFITS 912,778

1,506,595 1,529,548 1,529,548 OPERATING 1,573,000


4,472,264 4,712,677 4,712,677 TOTAL 4,715,388

83

EMERGENCY SERVICES DIRECTOR

ADMINISTRATIVE ASSISTANT II FIELD TECHNICIAN

DEPUTY EMS DIRECTOR (3)

ACCOUNTING CLERK IV

EMS TRAINING OFFICER

EMS COMMANDERS (4)

EMS PERSONNEL (44 FT) EMS PERSONNEL (15 PT)

E-911 COMMUNICATIONS MANAGER

SHIFT SUPERVISORS (4)

TELECOMMUNICATORS (15) TELECOMMUNICATOR (1 PT)

COMMUNITY PARAMEDIC (3)

84

EMERGENCY SERVICES

EMERGENCY SERVICES DEPARTMENT

DESCRIPTION: The Lenoir County Department of Emergency Services is comprised of three (3) Divisions: Emergency Management, Emergency Medical Services, and Central Communications (E-911). The Department also houses the Fire Marshal, who is responsible for fire inspections, investigations, public safety talks, exercise training, and coordination with volunteer fire departments operating in the County. The Emergency Management Division is responsible for emergency preparedness, mitigation, response, and recovery from natural and man-made disasters. The Emergency Medical Services Division provides quality advanced life support care to all areas of Lenoir County and coordinates with private ambulance providers operating in the County. The Central Communications Division dispatches all emergency responders in Lenoir and Jones Counties. As a centralized center, all law enforcement, fire and EMS calls are dispatched out of the E-911 Communications Center. FY 2017-18 HIGHLIGHTS: 1) Continued improvement of the communications QA/QI process, including outsource of QA; 2) Continued training to meet requirements for certifications for all telecommunicators; 3) Installed two new console positions at primary center; 4) Updated Lenoir County's Emergency Operating Procedures; 5) Received funding for Hurricane Matthew Hazard Mitigation performance Grant; 5) Conducted various exercises and training throughout the year; 6) Certified Fire Marshal as a Level III Fire Inspector; 7) EM Planner received Emergency Management Certification; 8) EMS Division became a Continuing Education Institution; 9) Increased the number of Paramedics on staff with EMS, and the number of SMAT III team members; 10) Remounted two ambulances on new chassis; 11) Hired two Community Paramedics that visited heart failure patients; 12) Continued collections of past due EMS bills through debt set-off program. FY 2018-19 GOALS: 1) Continue training to meet requirements for certifications. 2) Continue research of implementation of NG911 technology; 4) Submit Emergency Management Performance Grant; 5) Secure one mobile sheltering/Command trailer from NC Emergency Management through DPR funding; 6) Submit grant for Motorola pagers for county fire departments and EMS; 7) Continue to assist in the buyout/acquisition project; 8) Remount two ambulances and purchase two new administrative vehicles; 9) Continue to grow public education.

Actual FY 2016-17

Budget

Original FY 2017-18

Budget

Revised FY 2017-18

Budget

Adopted FY 2018-19

3,406,513.00 3,458,263.00 3,458,263.00 SALARIES 3,654,748.00

1,280,077.00 1,329,703.00 1,329,703.00 BENEFITS 1,365,729.00

1,423,028.49 1,621,386.00 1,635,898.00 OPERATING 1,785,708.00

3,377.00 27,508.00 27,508.00 CAPITAL OUTLAY 29,725.00

6,112,995.49 6,436,860.00 6,451,372.00 TOTAL 6,835,910.00

85

ROGER DAIL

EMS DIRECTOR

4330-12-116

JERRI KING

DEPUTY EMS DIRECTOR

4315-12-111

PAIGE JOHNSON

OPERATIONS MANAGER

4315-13-156

SUSAN SANDERSON

TELECOMM SQUAD SUPV.

4315-13-151

HEATHER WALTON

TELECOMMUNICATOR II

4315-13-140

PATRICIA MCDONALD

TELECOMMUNICATOR II

4315-13-142

JUSTIN BANKS

TELECOMMUNICATOR II

4315-13-144

DOMINIQUE JONES

TELECOMMUNICATOR II

4315-13-143

THOMAS WEST

TELECOMMUNICATOR II (PT)

4315-13-147

JENNIFER CROOM


4315-13-154

KATELIN COLE

TELECOMMUNIACTOR II

4315-13-135

MEGAN JORDAN

TELECOMMUNICATOR II

4315-13-138

JESSICA WEAVER

TELECOMMUNICATOR II

4315-13-145

AMANDA WALLACE

TELECOMMUNICATOR II

4315-13-139

ERIC GAWLOWSKI


4315-13-152

CRYSTAL HEATH

TELECOMMUNICATOR II

4315-13-132

MIRANDA HOWELL

TELECOMMUNICATOR II

4315-13-134

CRYSTAL JOHNSON

TELECOMMUNICATOR II

4315-13-136

NICOLE COTTON

TELECOMMUNICATOR II

4315-13-146

PAMELA HARTMAN


4315-13-153

CAMERON GREEN

TELECOMMUNICATOR II

4315-13-133

TAYLOR ROBERSON

TELECOMMUNICATOR II

4315-13-137

MATTHEW FRANKLIN

TELECOMMUNICATOR II

4315-13-141

MADISON MOORE

TELECOMMUNICATOR II

4315-13-148

86

EMS – COMMUNICATIONS DIVISION

COMMUNICATIONS DIVISION

DESCRIPTION: The Communications Division answers calls for service from citizens of Lenoir and Jones Counties and dispatches the appropriate emergency response agency. The Communications Division operates 24 hours a day, 7 days a week. All salaries, benefits and operating expenses of this division are funded in the General Fund, while E-911 related expenses are funded in the E-911 fund. FY 2017-18 HIGHLIGHTS: 1) Continued improvement of the QA/QI (quality assurance) process, including outsource of our QA; 2) Continued training to meet requirements for EMD, EPD, EFD, ETC, and DCI certifications for all telecommunicators; 3) Installed new console positions at Jones Lenoir County primary center; Continue to test backup center in Jones County each quarter. FY 2018-19 GOALS: 1) Continue training to meet requirements for certifications for EMD, EPD, EFD, ETC & DCI certifications for all telecommunicators; 2) Continue improvement of the QA/QI process; 3) Continue research of implementation of NG911 technology through a statewide IP network; and 4) Continue research of additional NG911 technologies; 5) To hire four additional Telecommunicators.

87

Actual FY 2016-17

Budget

Original FY 2017-18

Budget

Revised FY 2017-18

Budget

Adopted FY 2018-19

817,938.00 885,004.00 885,004.00 SALARIES 897,819.00

322,944.00 352,165.00 352,165.00 BENEFITS 359,620.00

425,161.72 586,894.00 586,894.00 OPERATING 729,939.00

3,377.00 3,258.00 3,258.00 CAPITAL OUTLAY

1,596,420.72 1,827,321.00 1,827,321.00 TOTAL 1,987,378.00

EMERGENCY MANAGEMENT

88

EMERGENCY MANAGEMENT DIVISION DESCRIPTION: The Emergency Management Division is responsible for all coordinated responses to natural and man-made disasters, hazardous materials response, public safety/community education, fire inspections/investigations/reporting, and the Department of Homeland Security Grant Program, which includes quarterly reports, equipment purchases and conducting exercises. The EM Division oversees the County’s emergency operations plan, incident reporting, fire department budgets/contracts, standard operating procedures, special-needs registry, maintaining equipment, and updating the disaster resource listing. FY 2017-18 HIGHLIGHTS: 1) Updated Lenoir County's Emergency Operating Procedure; 2) Fire Marshal and EM Planner attended NC Eastern Branch training week in Greenville, NC; 3) Purchased DLX Shelter Kit with Homeland Security funding 4) Conducted multiple exercises with first responders and private industries this budget year; 5) Provided training for all staff in the National Incident Management System (NIMS) Incident Command Training; 6) Certified Fire Marshal as a Level III Fire Inspector; 7) EM Planner received Emergency Management Certification; 8) Received Funding for Hurricane Matthew Hazard Mitigation Performance Grant. FY 2018-19 GOALS: 1) Submit Emergency Management Performance Grant; 2) Update Lenoir County's Emergency Operating Procedures; 3) EM Planner and Fire Marshal attend both Emergency Management training and Fire Investigation & Inspections training for state certifications; 4) Continue National Incident Management System (NIMS) Incident Command training for all local governments in Lenoir County; 5) Secure one Mobile Sheltering/Command Trailer from NC Emergency Management through DPR (Disaster Preparedness Regions) funding; 6) Submit grant for Motorola pagers for County fire departments and EMS. 7) Continue to assist in the buyout/acquisition project. 8) Work with North Carolina Emergency Management on additions Hurricane Matthew Grants.

Actual FY 2016-17

Budget

Original FY 2017-18

Budget

Revised FY 2017-18

Budget

Adopted FY 2018-19

195,029 192,938 192,938 SALARIES 208,782

74,676 74,537 74,537 BENEFITS 78,528

101,675 114,253 114,253 OPERATING 113,128

0 24,250 24,250 CAPITAL OUTLAY 0

371,380 405,978 405,978 TOTAL 400,438

89

EMERGENCY MEDICAL SERVICES DIVISION

R O G E R D A IL

E M S D IR E C T O R

4 3 3 0 - 1 2 -1 1 6

JE R R I K IN G

D E P U T Y E M S D IR E C T O R

4 3 1 5 - 1 2 -1 1 1

JO B A R F IE L D

C O M M U N IT Y M E D IC

4 3 3 2 -1 9 - 0 6 4

D E B B IE S H IVA R


4 3 3 2 -1 2 - 0 6 5

JA M E S H O O D


4 3 3 2 -1 2 - 1 0 3

R O B E R T H O U S T O N

E M S T R A IN IN G O F F IC E R

4 3 3 2 -1 9 - 0 7 6

C E D R IC S U M M E R S

A C C O U N T IN G C L E R K IV

4 3 3 2 -0 4 - 0 0 1

TA M M Y P IT T-JO N E S

E M S S U P E R V IS O R

4 3 3 2 - 1 2 -1 0 4

M A D IS O N A L L E N

PA R A M E D IC

4 3 3 2 - 1 2 -0 5 0

JA N A D O U G H E R T Y

PA R A M E D IC

4 3 3 2 - 1 2 -0 1 3

K AT E LY N N M O R R IS

IN T E R M E D IAT E

4 3 3 2 - 1 2 -0 1 5

B R A N D O N H O U S E

PA R A M E D IC

4 3 3 2 - 1 2 -0 2 9

M IC H A E L H E R R IN G , JR .

B A S IC

4 3 3 2 - 1 2 -0 2 0

M IC H A E L H O F F M A N


4 3 3 2 -1 2 - 0 2 4

S H E IL A K E R O A C K

PA R A M E D IC

4 3 3 2 - 1 2 -0 2 8

A M A N D A C A M P B E L L

PA R A M E D IC

4 3 3 2 - 1 2 -0 3 7

D E N N IS FO R T N E Y

PA R A M E D IC

4 3 3 2 - 1 2 -0 3 9

M A R K A N D R E W S , I I I

PA R A M E D IC

4 3 3 2 - 1 2 -0 4 5

S A VA N N A C . K E LT Y

PA R A M E D IC

4 3 3 2 - 1 2 -0 3 3

A A R O N K IT E

B A S IC (P T )

4 3 3 2 - 1 2 -0 5 8

VA C A N T

PA R A M E D IC ( P T )

4 3 3 2 - 1 2 -0 3 8

VA C A N T

B A S IC (P T )

4 3 3 2 - 1 2 -0 4 8

VA C A N T

PA R A M E D IC (P T )

4 3 3 2 - 1 2 -0 1 6

JA M I H A R D E E


4 3 3 2 -1 2 - 1 0 2

B R YA N M U R P H Y

PA R A M E D IC

4 3 3 2 -1 2 - 0 2 6

M E G A N B ILO D E A U

PA R A M E D IC

4 3 3 2 -1 2 - 0 0 2

VA C A N T

PA R A M E D IC

4 3 3 2 -1 2 - 0 0 3

VA C A N T

PA R A M E D IC

4 3 3 2 -1 2 - 0 0 6

L E S L E Y W H IT L E Y


4 3 3 2 -1 2 - 0 0 8

W AY L A N D T. D A V IS

PA R A M E D IC

4 3 3 2 -1 2 - 0 1 1

S A M U E L W IL L IA M S

PA R A M E D IC

4 3 3 2 -1 2 - 0 3 0

K E V IN G IB B O N S


4 3 3 2 -1 2 - 0 1 8

JO A N N A H O W A R D

PA R A M E D IC

4 3 3 2 -1 2 - 0 4 1

D A N A S W IN S O N


4 3 3 2 -1 2 - 0 5 4

W AY L A N D S . D AV IS

PA R A M E D IC

4 3 3 2 -1 2 - 0 5 6

VA C A N T


4 3 3 2 -1 2 - 0 6 2

VA C A N T


4 3 3 2 -1 2 - 0 2 1

JO S H U A D O U G H E R T Y


4 3 3 2 -1 2 - 0 5 7

VA C A N T

B A S IC (P T )

4 3 3 2 -1 2 - 0 1 2

D O N N A JO N E S


4 3 3 2 - 1 2 -1 0 1

R E G IN A K IN S E Y

C A P TA IN

4 3 3 2 - 1 2 -0 3 4

K A N E B A R N E S

B A S IC S

4 3 3 2 - 1 2 -0 0 1

K IM B E R LY JA C K S O N

PA R A M E D IC

4 3 3 2 - 1 2 -0 0 4

H O P E F R IIS

PA R A M E D IC

4 3 3 2 - 1 2 -0 0 5

G R E T C H E N P E L L E T IE R

B A S IC

4 3 3 2 - 1 2 -0 0 7

K R Y S TA L W E S T B R O O K

PA R A M E D IC

4 3 3 2 - 1 2 -0 4 4

V A C A N T

PA R A M E D IC

4 3 3 2 - 1 2 -0 4 6

C R A IG G A R N E R

PA R A M E D IC

4 3 3 2 - 1 2 -0 4 9

A D A M S . PA R IS H

PA R A M E D IC

4 3 3 2 - 1 2 -0 5 5

B E T H A N Y L A N G L E Y

PA R A M E D IC

4 3 3 2 - 1 2 -0 6 0

M AT T H E W B A R W IC K

PA R A M E D IC

4 3 3 2 - 1 2 -0 6 3

V A C A N T


4 3 3 2 - 1 2 -0 4 0

A S H L E Y H O W A R D


4 3 3 2 - 1 2 -0 2 7

D E R E K B E R G E R O N

IN T E R M E D IAT E ( P T )

4 3 3 2 - 1 2 -0 0 9

JA C K T H O M P S O N


4 3 3 2 - 1 2 -0 4 3

C H R IS T O P H E R JO H N S O N


4 3 3 2 -1 2 -1 0 5

S H A U N A C A S T IL L E JA

PA R A M E D IC

4 3 3 2 -1 2 -0 2 3

A B B Y M C K E N Z IE

PA R A M E D IC

4 3 3 2 -1 2 -0 5 1

A N A B E Y L E R

PA R A M E D IC

4 3 3 2 -1 2 -0 1 4

JO S H H O U G H T O N

B A S IC

4 3 3 2 -1 2 -0 2 5

M IC H E L L E JO H N S O N


4 3 3 2 -1 2 -0 3 2

M IC H A E L H U B E L

PA R A M E D IC

4 3 3 2 -1 2 -0 3 5

A N G E L A L E W IS

PA R A M E D IC

4 3 3 2 -1 2 -0 3 6

LY N W O O D D A V E N P O R T

B A S IC

4 3 3 2 -1 2 -0 4 7

C Y N T H IA W H A L E Y

PA R A M E D IC

4 3 3 2 -1 2 -0 5 3

T IF FA N Y B L E V IN S

PA R A M E D IC

4 3 3 2 -1 2 -0 5 9

N IK K I O R IA N I

PA R A M E D IC

4 3 3 2 -1 2 -0 1 9

VA C A N T

B A S IC (P T )

4 3 3 2 -1 2 -0 4 2

JA M E S W E S S E L L , JR .

B A S IC (P T )

4 3 3 2 -1 2 -0 6 1

VA C A N T


4 3 3 2 -1 2 -0 1 7

90

EMERGENCY MEDICAL SERVICES DIVISION DESCRIPTION: The Lenoir County EMS Division was formed July 1, 2001, to provide professional Emergency Medical Care to all citizens of Lenoir County. The EMS division also provides mutual aid to surrounding counties when requested. The EMS division is comprised of 51 personnel; 48 field staff and 3 support staff. This division operates twenty-four hours a day, seven days a week, with five paramedic-level ambulances operating out of five stations located throughout County. FY 2017-18 HIGHLIGHTS: 1) EMS Division delivered Continuing Education through State Recognized Continuing Education Institution with the North Carolina Office of Emergency Medical Services; 2) Increased the number of Paramedics on staff by encouraging personnel to increase certification level; 3) Increased the number of SMAT III members on local team and acquired a new equipment trailer through state funding; 4) Provided education and training to first responders and EMS crews in the care of cardiac arrest patients and opiate overdose patients to increase the survivability; 5) Remounted 2 units on new chassis; 6) Provided oversight to four private non-emergency companies; 7) Continued collections of past due EMS bills through a debt set-off program; 8) Purchased two new administrative vehicles for the EMS Commander(s) and EMS Captain(s); 9) Hired two Community Paramedics that visited heart failure patients in the home after discharge from UNC Lenoir through an agreement with the hospital; and 10)Continued a hands-only CPR program for the community to increase public knowledge of sudden cardiac arrest treatment. FY 2018-19 GOALS: 1) Increase the ability to train staff through the purchase of high-fidelity simulation mannequins for the training department; 2) Continue to increase the number of Paramedics on staff by encouraging personnel to increase certification level; 3) Continue to increase the number of SMAT III members on local team; 4) Continue to grow public education; 5) Remount two ambulances on new chassis and purchase two new administrative vehicles; 6) Continue to provide oversight to four private non-emergency companies; 7) Continue collections of past due EMS bills through a debt set-off program; and 8) Continue to expand the community paramedic program.

91

Actual FY 2016-17

Budget

Original FY 2017-18

Budget

Revised FY 2017-18

Budget

Adopted FY 2018-19

2,393,546.00 2,380,321.00 2,380,321.00 SALARIES 2,548,147

882,457.00 903,001.00 903,001.00 BENEFITS 920,223.00

869,191.77 920,239.00 934,751.00 OPERATING 942,641.00


4,145,194.77 4,203,561.00 4,218,073 TOTAL 4,411,011.00

PLANNING AND INSPECTIONS DEPARTMENT

GARY O'NEAL

CHIEF BLDG. INSPECTOR

4350-11-051

VANCE WADE

LEVEL III INSPECTOR

4350-11-025

FAYE MERVIN

PERMIT TECHNICIAN

4350-11-001

92

LENOIR COUNTY PLANNING & INSPECTIONS

DESCRIPTION: The Lenoir County Planning and Inspection Department exists to provide the citizens of Lenoir County with state-mandated inspections for all phases of construction and the administration and enforcement of all Board adopted legislation, including the Land Use Plan, County Zoning, Subdivision, Manufactured Housing and Junkyard ordinances. The issuance of permits for construction and the provision of inspection services as required under N.C.G.S. 153a-351 will help ensure the public’s life, safety, health and welfare in the building and land use environment. The department also enforces the requirements of the National Flood Insurance Program and the Community Rating System for FEMA. The department provides owners and builders with plan review, answers to code-related questions and investigations of complaints. FY 2017- 2018 HIGHLIGHTS: 1. Developed and maintained a high-quality Planning and Inspection Department for Lenoir County. 2. Successfully maintained a Class 8 Certification from the Community Rating System, provided by the National Flood Insurance Program. A Class 8

Certification entitles the citizens of Lenoir County to a 10 % rate reduction in flood insurance. 3. Director and Planner maintained certification by The State of North Carolina as a Certified Floodplain Manager through required continuing

education conferences and seminars. 4. Maintained high level of Inspector Certification through required code refresher courses / seminars / conferences. 5. Successfully enforced, developed and/or revised the Lenoir County Planning and Zoning Ordinances. 6. Gary O’Neal and Wayland Humphrey successfully performed the responsibilities of Planning Specialist. 7. Permit Technician successfully maintained records and minutes for the Planning Board and the Development Review Boards, while maintaining

daily secretarial operations for the Lenoir County Planning & Inspection Department. FY 2018-2019 GOALS: 1. Assure customer satisfaction while maintaining public safety. 2. Continue to enforce the Lenoir County Land and Zoning Ordinances. 3. Maintain Floodplain Manager certification through required continuing education seminars and conferences. 4. Maintain highest possible Inspection Certification through required code refresher courses / seminars / conferences. 5. Work to maintain efficient schedules to offset cost of gasoline. 6. Work to reduce the County’s Community Rating System (CRS) Classification to a 7. 7. Work to provide public health and safety, while ensuring adequate opportunity for economic development growth, by developing regulatory

ordinances. 8. Maintain responsibility for the Pink Hill zoning administration and enforcement.

2016-2017 ACTUAL



RECOMMENDED 2018-2019 BUDGET

150,746 150,746 150,746 SALARIES 150,746

55,560 57,180 57,180 BENEFITS 58,389

15,820 25,000 25,000 OPERATING 25,000


222,126 232,926 232,926 TOTAL 234,135

93

MEDICAL EXAMINER

Funds are budgeted to pay for the contracted services of a medical examiner(s). The responsibility of this service provider(s) is to review and evaluate the causes of suspicious deaths in Lenoir County and to report the findings to the appropriate authorities. The contractor(s) conducts independent autopsies when warranted. With the possible exceptions of including this cost center in the Sheriff's, Health Department's, or Emergency Service's budgets, there is no logical "home" for it to be budgeted; therefore, it is provided a separate budget page and account number. HISTORY: The average cost for this service is either $200 or $1,750 per autopsy, depending on whether or not the deceased is sent to a pathology lab. This is a cost center which is difficult to control. This is an unpredictable cost center, based upon a review of “original” vs. “final” appropriations over recent years. FUNDING LEVELS:

2016-17 Actual



Adopted 2018-19

$61,400

$50,000

$50,000

Appropriation

$65,000

95

ECONOMIC DEVELOPMENT

EXECUTIVE DIRECTOR

ECONOMIC DEVELOPMENT SPECIALIST

TOURISM DIRECTOR

AUTHORIZED POSITIONS

FY 2015-16 FY 2016-17 FY 2017-18 3 = 3

3 = 3

3 = 3

96

ECONOMIC DEVELOPMENT DEPARTMENT

DESCRIPTION: The Economic Development Department exists to stimulate and coordinate the creation of “good paying” jobs, expansion of the tax base, growth and retention of businesses and industry, improvements in infrastructure, and assistance in the development of the North Carolina Global TransPark. FY 17-18 HIGHLIGHTS: Lenoir County Economic Development continues to push forward in assisting our community and eastern NC with programs, jobs, quality of life and creating new partnerships. We welcome Dr. Rusty Hunt as president of Lenoir Community College. He and his team are creating a fresh outlook of ways to support our community with programs, new and expanding, and our manufacturers to strengthen our workforce. Partnerships include, the new Manufacturing Academy, CDL certifications and training, aviation and pilot certification, customized training for specific industry needs. A key partnership with LCC and the CDL program, Sanderson Farms is donating three (3) tractor trailer combo rigs to the College to support this much needed program for all of our industries. Along with Sanderson Farms and many of our other manufacturers and their unique partnerships, we are growing a workforce that will be attractive to existing and new companies. Updating some of our 2016 announcements, Social Beverage Company located in the old Kinston power plant and is creating product, jobs and investing in our community. Mother Earth Brewing has completed their facility and is also creating product. Midtown Motor Lodge is completed and open for business with a fresh new look and providing accommodations to travelers that are visiting our downtown “buzz”. Stephen and team are continuing to revitalize Historic Mitchelltown with a fresh new look. Along with Stephen Hill, Ben and Vivian and others, downtown revitalization and economic growth have been on the rise now for several years. Thanks to all. West Pharmaceutical has completed their expansion that includes new technology and clean rooms that have moved Kinston’s West to a global site. Announcements in 2017 include: Lyndon Steel Company- $4.5 million in investment and 25 jobs, Moen Inc., $15 million investment and 35 jobs, EZ Flow International, $1.6 million investment and 10 jobs, and Spirit AeroSystems, $55.7 million investment. The North Carolina Global TransPark continues to see frequent visits regarding maintenance and repair operations within the aerospace industry. This industry seems to be on the rise for our economic growth. A quick tally, since 2007, we have announced 45 expansions, 4,822 new jobs and $1.5 billion in capital investment. Construction of the C. F. Harvey Parkway – Section C is underway and a much-needed connection will be in place in the next few years. Other Projects for Lenoir County are the Kinston Bypass, and the Cary road Extension. These Projects will assist in expanding and creating infrastructure that allows our manufacturers to move product and people in a safe and quick manner. In 2017, again we hosted over 735 students and over 75 vendors at the NC Global TransPark terminal for National Manufacturing Day. Along with 20 facility tours in Lenoir and surrounding counties. This event grows each year with enthusiasm and partners to showcase eastern NC and what we have to offer our future leaders and workforce. The major media outlets have been in attendance for the last two events and have been an asset in delivering our message. FY 18-19 GOALS: 1) Recruit one or more manufacturing prospects for Lenoir County that will generate at least $50 million in capital investment and add 100 new jobs; 2) Work with existing industries to build/maintain relationships and encourage retention and expansion in Lenoir County generating at least $25 million in capital investment and 100 new jobs; 3) Work with the NC Global TransPark to help locate industries; 4) Prepare Lenoir County and its municipalities to effectively compete for economic development projects; 5) Promote Lenoir County’s strategic assets to economic development prospects; 6) Market Industrial Shell Building No. 3 located in the 70 West Industrial Park; 7) Assist the Tourism Director in the development of tourism in Lenoir County; 8) M the Department’s social networking mediums through Facebook and Twitter; 9) Continue to update the Department’s website; and 10) Nurture relationships with leaders in Raleigh and local communities to improve the quality of life for all residents in the east. FUNDING LEVELS

Actual 2016-17 Actual



Adopted

2018-19 Budget

170,992 171,994 171,994 SALARIES 179,377

42,986 57,341 57,341 BENEFITS 61,956

51,561 77,764 77,764 OPERATING 75,514


284,097 316,849 316,849 TOTAL 316,847

97

NC DIVISION OF VETERANS AFFAIRS

LENOIR COUNTY BOARD OF COMMISSIONERS

STATE OF NORTH CAROLINA

DIVISION OF VETERANS AFFAIRS

LENOIR COUNTY MANAGER

MICHAEL JARMAN

NORTH CAROLINA DIVISION OF

VETERANS AFFAIRS DISTRICT OFFICE

VETERAN SERVICE OFFICER

VACANT

SECRETARY

98

VETERANS AFFAIRS

DESCRIPTION: The North Carolina Department of Military and Veterans Affairs (NCDMVA), NC Division of Veteran Affairs assists Lenoir County Veterans in the presentation, processing, proof, and establishment of claims, privileges, rights, and benefits to which they may be entitled under Federal, State, and Local laws. This office provides the services to Lenoir County with a staff that is trained and accredited to provide services to all the Veterans of Lenoir County. The VA estimates the population of Veterans in Lenoir County who have utilized VA benefits in 2016 to be 4,286, which is a slight decrease from 4,500 since the last report. However; the total expenditure of Federal VA dollars has increased to $55,099,000.00million directly into the economy of Lenoir County (this figure does not include spouses, widows, and children). This is an increase of over $7 million again this year. This population and expenditure estimate does not include a number of Veterans (many of them military retirees) who live in Lenoir County, that have never applied for VA benefits. The VA estimate of the Veteran population is expected to rise in the years to come due to a number of factors and forthcoming decisions within the Federal Government and the Department of Defense. Our Agency also cooperates and works in conjunction with various government agencies (Department of Defense, Social Security Administration, and County Department of Social Services, Employment Office) in seeking to serve Veterans and their families. The work is complex and exacting because of the numerous Federal and State laws that apply. Their laws cover various benefits such as: compensation, pension, insurance, medical (inpatient/ outpatient), home loans, education and certification of Federal and State benefits. The Veterans Service Office in Kinston focuses on participation in and support of the veterans’ organizations of the county, with the goal of open and free lines of communications and a better-informed veterans’ population. FY 17-18 HIGHLIGHTS: In 2016, the Governor of North Carolina created a new cabinet level Department of Military and Veteran Affairs. The expressed purpose is to coordinate all agencies across the state and federal government together with their non-profit and volunteer partners to better serve the Veteran. The Governor appointed Secretary Larry D. Hall to head the Department of Military and Veteran Affairs. Secretary Hall appointed Mr. James Prosser as Assistant Secretary of Veteran Affairs to head the Veterans Division (NCDVA). We reopened the Garner and Fayetteville offices this year which had been closed and moved to the VA Health Care facilities. We will continue to produce the DMVA Resource Guide and our goal is to have a united team, a one stop shop where all Veteran’s questions, concerns and needs can be solved in one place. This Department has worked hard to break down the barriers and make government work for you. This past October 2017, NCDVA and the North Carolina Association of County Veteran Service Officers (NCACVSO) held its’ second joint training conference with great success and further strengthened the relationship between state and counties. FY 18-19 GOALS: The Department of Military and Veteran Affairs is reaching out to veterans, active duty, reserve and Guard forces in new ways. In addition to focusing on education and employing our veterans, we are aggressively focused on issues for Women veterans as well. The Governors Working Group has become a national model that provides collaboration and integrated efforts across all levels of state and federal government as well as non-profit and private industry. We will continue our newsletters, Resource Guides, increase efficiency with cost saving measures. We wish to continue a positive working relationship with the Veterans of Lenoir, Carteret, Craven, Pamlico, Greene, Duplin, and Jones County Veteran Service Officers and Veterans. Your effort is the significant contributing factor to these counties and is the hub for this success.

99

Lenoir County Cooperative Extension

TAMMY KELLY

COUNTY EXTENSION DIRECTOR

JESSICA GRIFFIN

ADMINISTRATIVE ASSISTANT

WALTER ADAMS

AGRICULTURAL TECHNICIAN

PAT JENKINS

FARMER'S MARKET MANAGER

TERESA MORRIS

EFNEP ASSISTANT

JAMES KITTRELL

CUSTODIAN (PT)

4950-17-001

JENNIFER STROUD

OFFICE ASSISTANT IV (PT)

4950-04-254

WESLEY STALLINGS

AG EXT. AGENT (COMM. HORTICULTURE)

EVE HONEYCUTT

AG EXT. AGENT( LIVESTOCK & FORAGES)

STEVE KILLETTE

AG EXT. AGENT (FIELD CROPS)

RACHEL SUGG

AG EXT. AGENT (4-H & YOUTH DEVLP)

UNFUNDED

SUPPORT STAFF

COLEY HOOD

4-H PREVENTION PROGRAM ASSISTANT

ANGELENE THOMAS

4-H PREVENTION PROGRAM ASSISTANT

VACANT

4-H PROGRAM ASSISTANT

4957-26-012

PEG GODWIN

AG EXT. AGENT (HORTICULTURE)

ADRIAN GASKINS

AREA EXT. AGENT (INFORMATION MANAGEMENT)

KELLY TYNDALL

FAMILY & CONSUMER SCIENCES EDUCATOR

VELVET TYNDALL

PARENTING MATTERS PROGRAM COORD.

4957-26-011

STEVE ROMAN

PARENT EDUCATOR

VELVET TYNDAL

PARENT EDUCATOR

KACI TURNER

ADMINISTRATIVE ASSISTANT (PT)

4950-03-011

TRUDY PICKETT

SHIPP COORDINATOR

100

N. C. Cooperative Extension – Lenoir County Center

DESCRIPTION: North Carolina Cooperative Extension is an educational organization whose support base is a partnership between North Carolina State University, A&T State university, the State of North Carolina and Lenoir County Government. Lenoir County Cooperative Extension Staff, with the support of university-based subject-matter specialists, conduct informal educational programs within five major program areas: 1) Sustaining agriculture and forestry, 2) Protecting the environment, 3) Maintaining viable communities, 4) Developing strong, healthy and safe families, and 5) Developing responsible youth.

FY 2017-2018 HIGHLIGHTS: Cooperative Extension secured over $ 1,925,884 in grant dollars to support programming and construction efforts. 405 children were impacted by Extension livestock programming efforts in Lenoir County and over $31,000 dollars were raised for Livestock educational efforts. Animal waste operators saved 78,000, and 275 operators were certified or recertified. In Lenoir County 4-H, 7,955 duplicated and 6371 no-duplicated youth increased knowledge in science, math, language, and communication skills through participation in educational programs, workshops and demonstrations. Three hundred and twenty-five 4-H Adult Volunteers and 232 youth volunteer leaders engaged in program implementation, all trained by Cooperative Extension staff. Over 400 farmers attended cotton, tobacco, hemp and soybean production meetings, as well as agronomic updates in fertilization, and pest control. Since 2006, a total of 160,364 plastic pesticide containers have been recycled by US Ag Recycling and kept out of the Lenoir County landfill saving the county an estimated $260,000 in land fill space. Of the 3228 youth and adults participating in the Expanded Foods and Nutrition Education Program (EFNEP), 100% showed or more positive dietary changes, 99% showed improved nutrition practices, 99% showed improved food safety practices, and 100% youth increased their knowledge of nutrition. Lenoir County Master Gardeners have contributed 1,260 volunteer hours and an additional 64 hours of training; this is valued at 29,000. Over 400 children and adults participated in programs designed to teach general food safety information, specifically in handwashing, time-temperature control, cross contamination as well as help participants make healthy food choices and choose physically active lifestyle. During Medicare open enrollment, 322 Medicare recipients were assisted in selecting the best prescription drug plan for their needs. Fifty-seven parents participated in parent education while their 23 children participated in 4-H youth programs. 99% of parents reported having increased their knowledge of effective discipline, and overall parenting knowledge. JCPC funded at $28,944. FY 2018-2019 GOALS: Strategic priorities for 2018-2019 will focus on the following priority issues; Developing life skills in youth, adults and families; Increasing profitable and sustainable agriculture; Conservation of natural resources and energy; Improving the nutritional and economical health of youth and families; and Developing local food systems.

16-17 ACTUAL




200,587 236,903 236,903 SALARIES 247,297

66,159 73,497 73,497 BENEFITS 86,968

110,300 99,370 99,370 OPERATING 131,575


377,046 409,770 409,770 TOTAL 465,840

101

Lenoir Soil and Water Conservation District

JESSICA KIRBY

DISTRICT COST SHARE TECHNICIAN II

4960-18-031

SETH WHALEY

DISTRICT COST SHARE TECHNICIAN I

4960-18-002

102

LENOIR SOIL AND WATER CONVERSATION DISTRICT DESCRIPTION: The Lenoir Soil and Water Conservation District is and organization which provides technical and financial assistance to land users in Lenoir County, particularly farmers and producers who have soil erosion and water quality problems associated with their operations. It utilizes both State and Federal Programs to provide cost-share assistance for producers who are willing to install conservation and water quality practices which meet the Natural Resources Conservation Service Standards. The District staff provides service to producers who must comply with ever-increasing State Regulations. Staff also provides conservation education to the Lenoir County School System where the County’s future leaders are being shaped and influenced. The County is reimbursed approximately 50% ($24,559.00 dollars) of the cost for the salary and benefits of one (1) Agricultural Cost Share Program Technician; the State Cost Share Program provides an additional $1,230.00 dollars for office/field supplies and equipment and the NC Deptartment of Agriculture provides $3,600.00 for office/field supplies and equipment: The County provides 100% of all other District operating cost. FY 2017-2018 HIGHLIGHTS: The District: 1) Developed cost share contracts totaling $136,617 dollars for the implementation of Best Management Practices through Federal and State Programs; 2) Provided technical and /or Financial assistance on more than 1,023 acres; 3) Provided Technical and/or Financial assistance for the installation of: (a) 19 acres of Cropland Conversion, (b) 1 Roof Top Run Off, (c)1 Livestock Well, (d) 1 Waterway, (e) Completed 22 miles of Stream Debris Removal in Southwest Creek, ( f) 10 CRP Contacts, (g) ensures the compliance on 76 Ag. Cost Share Contracts (10 yr. maintenance period), (h) Ensures the compliance/guidelines on 62 CREP contracts, (i) Writes and maintains waste management plans for 1,084,252 hogs and 2,022,200 chickens within Lenoir County, (j) Provided Environmental Education to the Schools of Lenoir County through the Poster, Essay, Speech, Computer Slide show, and computer generated poster contests, Envirothon Competition and the annual resource conservation workshop held at NC State University (one week workshop for high school 11th & 12th grade students). FY 2018-2019 GOALS: The District plans to: 1) Administer the North Carolina Agricultural Cost Share Program; 2) the CAPP Program, 3) the AgWRAP Program; 4) 5) administer the State 2016 Disaster Recovery Program for Lenoir District and any other state programs deemed necessary 5) Assist in administering the Federal Cost Share Programs (Environmental Quality Incentives Program (EQIP), Conservation Reserve Enhancement Program (CREP), Conservation Security Program (CSP; 6) Provide technical assistance to Livestock Farmers in order to keep their waste utilization plans current and in compliance with State and Federal regulations; and write waste utilization plans for new operations and update old plans as necessary. 7) Expansion of Environmental Education program with emphasis on improving participation in the essay, speech, computer slide presentation and computer-generated poster contest; 8) Expand conservation program outreach and education efforts to include minority landowners; 9) Continue to ensure compliance/guidelines for all Ag. Cost Share, CCAP, AgWRAP & CREP contracts are met; 10) assists homeowners/citizens with drainage issues and other land issues as needed; 11) continue to provide courteous and professional assistance to the farmers and citizens of Lenoir County.

Actual 16-17 Budget Original 17-18 Budget Revised 17–18 Budget Recommended 2018– 2019

68,501 77,532 77,532 SALARIES 74,550

27,315 31,976 31,976 BENEFITS 30,782

5,464 12,727 12,727 OPERATING 14,600


101,280 122,226 122,226 TOTAL 119,932

103

HEALTH DEPARTMENT

LENOIR COUNTY BOARD OF HEALTH

JOEY HUFF (PT)

HEALTH DIRECTOR

5110-03-256

DENISE BELL

ADMINISTRATIVE OFFICER I

5110-03-151

TAMMY MOORING

ACCOUNTING TECH III

5110-01-052

COBURN BIGLER

ANIMAL CONTROL OFFICER II

5110-15-291

JENNY ROBERTS

ANIMAL CONTROL OFFICER II

5110-15-292

LISA STILLWELL

ANIMAL CONTROL OFFICER I (PT)

5110-15-293

CHRIS HARRISON

ENV. HEALTH SUPV.

5110-11-076

VICKIE HINSON

PROCESSING ASSISTANT V

5110-04-172

*DIANE ANDERSEN

EH PROGRAM SPECIALIST

5110-11-061

*T. C. BEAMON

EH PROGRAM SPECIALIST

5110-11-062

BARBARA SUTTON

ENV. HEALTH SPECIALIST (PT)

5110-11-063

LUKE BAIRD

ENV. HEALTH SPECIALIST

5110-11-064

WILLIAM WADE, JR.

ENV. HEALTH SPECIALIST

5110-111-065

MELANIE ABBOTT

NURSING DIRECTOR I

5110-20-156

TONYA STOCKS


5110-04-160

STEPHANIE MILLER

PUBLIC HEALTH NURSE III

5110-20-103

KAYLA POWELL

PUBLIC HEALTH NURSE II

5110-20-051

CRYSTAL ROUSE


5110-20-054

ALISON WADE

PUBLIC HEALTH NURSE I

5110-20-038

JACQUELINE SPARROW

COMMUNITY HEALTH ASSISTANT

5110-20-002

LINDSAY JONES


5110-20-106

LUCRETIA WATERS


5110-20-053

VACANT


5110-20-037

SUSANNA HESS

SOCIAL WORKER II

5110-24-032

THERESA HOOKER

COMMUNITY HEALTH ASSISTANT

5110-20-001

LISA DANIELS


5110-20-101

DOREEN JOYNER


5110-20-55

KAYLA TAYLOR


5110-20-040

DEBORAH MURPHY

PRACTICAL NURSE II

5110-20-022

NANCY PARKS

MEDICAL LAB TECHNOLOGIST

5110-20-171

CRYSTAL PRICE

MEDICAL LAB TECHNICIAN II

5110-20-181

CLEMETINE FULLER

ADMINISTRATIVE ASSISANT I

5110-03-055

SWIT GONZALEZ

FLI II

5110-25-053

ANIVER RODRIGUEZ

FLI II

5110-25-054

VACANT


5110-04-173

THELMA JONES


5110-04-174

REBETH JONES


5110-04-175

TERESA LAVIN


5110-04-163

ANGELA BLACKWELL


5110-04-164

CONNIE WATERS


5110-04-165

PAMELA VINCENT


5110-04-168

TYJUANA ATKINSON

NUTRITIONIST II

5110-21-001

VACANT

NUTRITIONIST II

5110-21-002

REBECCA YANEZ

FLI II

5110-25-055

TONYA MOORE


5110-04-169

CRYSTAL BROWN


5110-04-170

MIRNA AVILA


5110-04-171

KIAHNA JOHNSON

PUBLIC HEALTH EDUCATOR II

5110-19-021

SOLOMON SHAPIRO

PUBLIC HEALTH PHYSICIAN I

5110-20-192

PAMELA PHILLIPS

PHYSICIAN EXTENDER II

5110-20-161

BARBARA MURPHY

SOCIAL WORKER II

5110-24-026

104

LENOIR COUNTY HEALTH DEPARTMENT The Lenoir County Health Department provides local public health services and programs to county residents. Services and programs include Adult Health/Breast and Cervical Cancer Prevention/Health Promotion, Animal/Rabies Control, Child Health, Child and Maternal Care Coordination, Childhood Lead Prevention, Environmental Health, Family Planning, Immunizations, Laboratory Services, Prenatal Care, Public Health Social Work, Vital Records, and WIC. The department was relocated to the current two-story, 19,000 sq.ft facility at 201 N. McLewean Street in December 1984 after a major capital improvement renovation was completed. The agency has 58 staff positions, the majority possessing a degree and/or a professional license or registration. The proposed FY 18-19 budget is approximately $4 million, a decrease from FY17-18 and FY16-17.

FY17-18 WORK PLAN HIGHLIGHTS:

• Maintained operational costs within approved budget.

• Initiated conversion of paper health records to Electronic Medical Record (EMR) system.

• Reaccredited until 12/2021.

• Completed the 2017 Community Health Assessment.

FY18-19 GOALS: • Review operations outlining short-term and long-term goals for agency; staffing, funding, program/service delivery.

• Evaluate operational improvements on an ongoing basis to reduce expenditures and enhance revenues.

• Continue recruiting for key positions including full-time health director due to retirement.

FUNDING LEVELS:

ACTUAL 2016-17 BUDGET



PROPOSED 2018-19 BUDGET

2,057,078.30 2,298,861 2,158,171

SALARIES 2,079,087

760,160.90 846,481 831,157

BENEFITS 806,735

737,223.65 1,100,633 1,380,129

OPERATING 1,124,180

0 22,300 22,300

CAPITAL OUTLAY 0

3,554,462.85 4,268,275 4,391,757

TOTAL 4,010,002

105

LENOIR COUNTY HEALTH DEPARTMENT 2018 - 2019 REVENUES

ACCT # DESCRIPTION DHHS CO APPRO MEDICAID FEES TOTALS

511000 GENERAL 284,586 * 978,784 - - 1,263,370

511400 IMMUNIZATIONS 22,918

25,377 - 10,700 21,000 79,995

515000 ADULT HEALTH 379,112 ** 479,991 88,740 27,675 975,518

516000 LEAD PROGRAM - - - - -

51620 CHILD HEALTH 24,676 161,889 25,000 30,600 242,165

51670 WIC 330,858 - - - 330,858

51700 PREGNANCY CARE MANAGEMENT - - 201,059 - 201,059

51710 CHILD CARE COORD FOR CHILDREN 2,300 - 145,733 - 148,033

51800 ENVIRONMENTAL HEALTH - 409,663 - 46,800 456,463

51820 ANIMAL CONTROL - 278,877 - - 278,877

51900 BIOTERRORISM 33,664 - - - 33,664

GRAND TOTALS: 1,078,114 $2,334,581 471,232

126,075

$4,010,002

FY 17 - 18 FY 18 - 19 INCREASE PERCENTAGE TOTAL BUDGET: 4,123,677 $ 4,010,002 (113,675.00) -2.751%

CO. APPROP 2,388,984 $ 2,334,581 (54,403.00) -2.27%

GENERAL: ADULT HEALTH: *$134,568 110 AID TO CO. **15,271 101 MATERNAL HEALTH **500 536 HIV/STD

* $150,000 803 SCHOOL NURSE GRANT **155,772 151 FAMILY PLANNING **84,991 551 TB

**63,500 165 INFANT MORTALITY *100 610 STD

**8,925 452 BCCCP **39,946 886 HEALTH PROM.

**7,270 510 COMMUNICABLE DISEASE **2,837 894 340B-STD/FP

106

GENERAL ADMINISTRATION

Description: General Administration is comprised of the offices of the health director; director of nursing; business/personnel/vital records staff; medical records/front reception/eligibility/billing staff. General Administration budget covers the daily operational expenses of the agency and other expenditures where there is no corresponding line item in another programmatic budget.


• Maintained expenditures within approved budget for office supplies through comparative pricing and seeking competitive pricing from vendors.

• Reviewed and updated all contracts.

• Maximized Medicaid cost settlement reimbursement.

FY18-19 GOALS:

• Evaluate operational improvements on an ongoing basis to reduce expenditures and enhance revenues.

• Prepare for retirement of health director and recruitment/transition of replacement.

• Implement procedures necessary to maintain Reaccreditation status.




Proposed 2018-19

Budget 615,124.51 638,329 639,464 SALARIES 563,409

237,134.41 261,552 261,277 BENEFITS 234,207

360,026.94 572,879 446,954 OPERATING 465,754

0 22,300 22,300 CAPITAL OUTLAY 0

1,212,285.86 1,495,060 1,369,995 TOTAL 1,263,370

107

ADULT HEALTH SERVICES DESCRIPTION: Adult Health Services consists of Women’s Health Programs including Family Planning, Low-Moderate Risk Maternity; Breast and Cervical Cancer Control and Prevention; Health Promotion (community); and Communicable Diseases Control (Tb/STDs/HIV/AIDS). Staffing includes a physician, a nurse practitioner, a supervisor, five public health nurse positions, one licensed practical nurse position, one nurse assistant position, two laboratory technicians, one social worker, an interpreter, health educator, and clerical support staff. Family Planning services are for females of child bearing age who are in need of routine birth control services. Clients receive an annual physical exam that includes a pap smear and their method of contraception. Comprehensive prenatal care is available to low-income females who are pregnant. Women who receive BCCCP services must be between 40-65, low-income, and not have third-party coverage. Women who have abnormal findings/results are referred to local specialists for follow-up care. A nurse or health educator conducts presentations to civic organizations, senior meal sites, and other small groups about a variety of health topics and distributes health maintenance information. The health department provides free screening/diagnostic and treatment services for the detection and prevention of communicable diseases such as tuberculosis, syphilis, gonorrhea, HIV/AIDS, and other sexually transmitted diseases. There are no eligibility requirements for these services. The health department also provides low cost flu and pneumonia shots to the general public at annual immunization clinics during the fall.


• Filled vacant PHN III position but continue recruiting efforts to fill vacant PHN I position.

FY18-19 GOALS: • Develop and implement practice management efficiency procedures. • Reduce waiting times for appointments and increase patient caseload in clinic programs. • Upgrade electronic devices to improve efficiency of EMR patient data entry by clinical staff.

FUNDING LEVELS:




PROPOSED 2018-19

BUDGET 539,801.37 528,840 510,786 SALARIES 507,808 179,926.97 188,808 173,077 BENEFITS 182,847 154,780.43 237,232 301,493 OPERATING 284,863

0 0 0 CAPITAL OUTLAY 0 874,508.77 954,880 985,356 TOTAL 975,518

108

CHILD HEALTH/IMMUNIZATIONS

DESCRIPTION: The Child Health Programs provide routine, periodic, well-child physical assessments and other health maintenance services to children such as developmental screenings and immunizations. Our focus is on children who are Medicaid eligible or are uninsured. Children receive periodic well-child physicals which include a medical history, complete physical examination, age-appropriate developmental screening, and administering state mandated immunizations according to schedule. Children who are identified through laboratory screening as having elevated blood lead levels are enrolled in the Lead Prevention Program. A public health nurse works with the family on ways to prevent further lead toxicity and monitors the child’s subsequent blood lead levels.


• The health dept achieved 58% immunization rate for 0-2yr old in CY 2017 compared to 72% statewide. • Instituted home visits to families of children who are delinquent in required immunizations. • Reinstituted ‘Bright Futures’ well-child physical assessments performed by Public Hlth Physician and Enhanced Role Nurse. • Contracted with DSS to perform 72 hr. assessments and 30-day assessments for foster children taken into custody. • Leveraged funds with LCPS to fully fund an additional school health nurse position. • FY18-19 GOALS:

• Achieve immunization rate of at least 66% for 0-2 year old. • Evaluate impact of home visiting intervention to families of children who are delinquent in required immunizations. • Continue ‘Bright Futures’ well-child physical assessments. • Assess performance of contract with DSS to perform assessments of foster children taken into custody. • Evaluate performance of joint school health nurse project.

FUNDING LEVELS:




Proposed 2018-2019 Budget

113,568.13 292,377 192,598

SALARIES

203,636 41,667.99 71,587 71,706 BENEFITS 73,823 6,937.90 20,687 19,355 OPERATING 44,701

0 0 0 CAPITAL OUTLAY 0 162,174.12 384,651 283,659 TOTAL 322,160

109

WIC

WIC is a federally funded, state administered supplemental foods and nutrition program provided by the health department. Eligibility is based upon residence, income, and documented medical/nutritional need. Eligible participants include pregnant women, post-partum and breast-feeding women, infants to 1 yr. old, and children 1-5 yrs old. Participants receive vouchers they redeem at approved grocery stores and pharmacies to purchase WIC approved foods such as infant formula, baby cereal, baby food, milk, fruit juices, low sugar breakfast cereals, cheese, eggs, and dried beans. There are 7.0 FTE, including two Registered Dieticians.


• Served 1670 participants which is 89.3% of assigned caseload (1870).

• Value of vouchers redeemed at local stores (revenue) was $1,286,277.69.

• Transitioned to the eWIC benefits card system, January 24, 2018.

• Issued 1073 eWIC family benefits cards in the first 2 months of the transition. FY18-19 GOALS:

• WIC director to review efficient operation of program.

• Maintain 97% participation of assigned caseload, 1671 which would be 1621 clients.

• WIC director to plan monthly outreach, breastfeeding, and nutrition education activities to increase awareness and participation. FUNDING LEVELS:





193,025.29 238,440 213,871 SALARIES 197,327

80,273.34 97,897 98,965 BENEFITS 85,366

26,400.51 5,864 64,537 OPERATING 48,165


299,699.14 342,201 377,373 TOTAL $330,858

110

ENVIRONMENTAL HEALTH

DESCRIPTION: Environmental Health Program conducts state mandated investigation, permitting, and inspection services. Programs include: Food, Lodging, and Institution involves the permitting and quarterly grading inspections of all food establishments and annual inspections of hotels/motels and institutional facilities such as the local jail and hospital; On-Site Wastewater involves the evaluation of soil suitability for the installation of a septic tank system; Public Swimming Pools involves the annual permitting and periodic inspection of public swimming pools; Tattoo Parlor involves the permitting of tattoo artists and quarterly inspections of the establishment which include instruments, sterilizer/autoclaver, records/documents; Residential and Day Care involves the periodic inspections of licensed day care and residential facilities; and the Lead Investigation involves the investigation for the presence and the abatement of lead contaminated paint in residences, day care facilities, and other locations where children under six years old stay and who have elevated blood lead levels. The Environmental Health Program is staffed with six environmental health specialists (registered sanitarians) including the supervisor, and a secretary.

FY 17-18 WORK PLAN HIGHLIGHTS.

• Food and Lodging staff conducted 558 mandated inspections of food and lodging establishments, an 18% increase.

• Applications for new lot evaluations for CY17 were 157 (an 82% increase) and staff conducted 712 site visits for evaluations/inspections.

• Filled vacant position of 20-year specialist in Food and Lodging section. FY 18-19 GOALS:

• Maintain response time from receiving application to conducting lot evaluation to less than 10 business days. • Maintain 100% compliance with mandated inspections.

FUNDING LEVELS:





284,007.13 312,492 298,537 SALARIES 308,410 102,473.40 114,502 111,992 BENEFITS 115,653 20,781.87 28,600 32,400 OPERATING 32,400

-0- -0- -0- CAPITAL OUTLAY -0- 407,262.40 455,594 442,929 TOTAL 456,463

111

ANIMAL CONTROL

DESCRIPTION: The Animal/Rabies Control program enforces the local Lenoir County Animal/Rabies Control Ordinance adopted July 1992 with an effective date October 1992; state rabies control laws, NCGS 130A-184 through 200 and NCGS 67-4.1 through 4.4; and other related state laws. The health department employs two Animal Control Officers; each is equipped with a vehicle, a rifle, and an assortment of cages, traps, snares, and personal protective gear. The jurisdiction of the local ordinance is county-wide, including the townships of LaGrange and Pink Hill but excludes the town limits of Kinston. Included in the FY 18-19 budget is a $144,000 allocation to the SPCA for operation of the animal shelter and $10,000 base allocation for capital improvements.


• The number of lab confirmed cases of animal rabies in CY 17 is 0, CY 16 is 0, CY15 is 1, CY14 was 4,CY13 was 14, CY12 was 8, CY11 was 12, CY10 was 16.

• 278 animal bites were reported CY15, 315 in CY14, 256 in CY13; 118 in CY12, 92 in CY 11, 84 in CY 10; 78 in CY 09, .

• Responded to 1233 requests for service in CY 16, 1526 in CY15, 2856 in CY14, 2586 in CY13, 2258 in CY12, 2184 in CY11, 1376 in CY10.

• The number of cats and dogs picked up and impounded at the SPCA shelter for CY17 was 2124, CY 2016 was 2351, CY15 is 1086, CY 14 was 2340, CY13 was 3129, CY12 was 3622, CY11 was 3571, for CY10 was 3422. Animals euthanized decreased 35% to 585. Over 67% of dogs and cats impounded were reclaimed/adopted/rescued.

• Replaced 2008 F150 truck with excess of 234k miles

• . FY 18-19 GOALS:

• Continue collaborating with local chapter of SPCA regarding animal policies and agreement to impound animals at newly constructed SPCA shelter.

• Continue maintenance and upkeep of facility to maintain compliance with state animal shelter regulations.

FUNDING LEVELS:





65,587.34 65,051 73,564 SALARIES 66,394

27,302.54 27,330 29,080 BENEFITS 27,983

155,630.15 168,825 207,303 OPERATING 184,500


248,520.03 261,206 309,947 TOTAL 278,877

112

CASE MANAGEMENT

DESCRIPTION: CC4C (formerly CSC)/Pregnancy Case Management (formerly MCC) Division of Medical Assistance (Medicaid) restructured the case management programs provided by local health departments, Child Care Case Coordination and Maternity Care Coordination. These programs are now identified as CC4C and Pregnancy Case Management. The same eligibility criteria apply but how services are provided and paid for have changed. Low-income children who are identified as being “at-risk of a developmental delay”, qualify for CC4C, a case management program that involves regular home visitations by a public health nurse. Newborn Home Assessments, home visits by a trained nurse who assesses conditions of the post-partum mother and her newborn within two weeks of delivery is also provided. Pregnant women who may be experiencing any psycho/social issues during the pregnancy can receive enhanced psycho/social counseling from our trained public health social work staff. Case management is offered to pregnant clients through the Pregnancy Case Management program.


• 176 unique patients were provided PCM services

• 372 unique patients were provided CC4C services in CY2017.

FY18-19 GOALS:

• Evaluate program performance and determine level of resources to meet provider obligation based on client need. FUNDING LEVELS:





226,957.24 206,277 213,136 SALARIES 215,888

82,330.98 76,551 78,079 BENEFITS 79,787

8,619.98 58,191 297,619 OPERATING 53,417


317,908.20 341,019 588,834 TOTAL 349,092

113

PREPAREDNESS/RESPONSE

DESCRIPTION: The health department receives Homeland Security federal funding to develop, review, test, and implement response plans to prepare for an event that could be a natural disaster such as a communicable disease pandemic or an intentional act of terrorism involving a biological substance. Plans include Strategic National Stockpile (SNS), Point of Dispensing/Mass Vaccination, Communication, and Surveillance FY17-18 WORK PLAN HIGHLIGHTS:

• Reviewed and updated preparedness plans.

• Successfully completed Corrective Action Plan and corrected the deficiency identified.

FY18-19 GOALS:

• Conduct at least one exercise to test and evaluate plans.

• Continue to update and plans.

FUNDING LEVELS:





19,007.09 17,055 16,215 SALARIES 16,215

9,051.27 8,254 6,981 BENEFITS 7,069

4045.97 8,355 10,468 OPERATING 10,380

-0- -0- -0- CAPITAL OUTLAY 0

32,104.33 33,664 53,664 TOTAL 33,664

114

EASTPOINTE MENTAL HEALTH

Bladen, Columbus, Duplin, Edgecombe, Greene,

Lenoir, Nash, Robeson, Sampson, Scotland, Wayne & Wilson


EASTPOINTE

AREA BOARD

SARAH STROUD

EASTPONTE CEO

LME ADMINISTRATION CONTRACTED SERVICES

116

EASTPOINTE MENTAL HEALTH

DESCRIPTION: The Lenoir County Mental Health Center exists, under the direction of the Eastpointe Area Board. Eastpointe is a Managed Care Organization (MCO) that manages, coordinates, and monitors the mental health, intellectual / developmental disabilities, and substance abuse / addiction services of its clients in the Eastpointe region. Eastpointe serves the citizens of Bladen, Columbus, Duplin, Edgecombe, Greene, Lenoir, Nash, Robeson, Sampson, Scotland, Wayne, and Wilson Counties.

FY 17-18 HIGHLIGHTS: 1) Maintained a walk-in clinic on N. Herritage Street; 2) Provided medication to individuals who do not have the means to purchase the medications; 3) Provided transportation to and from services; and 4) provided care to individuals without reimbursement from other local, state, or federal programs.

FY 18-19 GOALS: 1) The Lenoir County Mental Health Center will continue to ensure that quality services are delivered to the county’s consumers and that a vast array of behavioral healthcare services is provided; 2) As an MCO, Eastpointe will authorize and pay for all Medicaid Behavioral Health services within the catchment area; 3) Continue support of the walk-in clinic on N. Heritage Street; 4) Support any cost to drug court in Lenoir County; and 5) Continue support to consumers who do not have the ability to pay for tests, medications, and transportation to services.

FUNDING LEVELS

County Share FY 18-19 $245,715 FY 17-18 $245,715 FY 16-17 $245,715 FY 15-16 $245,715

117

DEPARTMENT OF SOCIAL SERVICES

J. HARRISON

DIRECTOR

5310-03-261

T. BRANCH

PT II

5310-05-027

S. ADAMS

ADMIN. II

5310-03-105

VACANT

PROG. ADMIN. I

5310-03-266

B. GRIFFIN

ATT II

5310-24-276

C. SPENCER

ATT II

5310-24-277

J. RICH

PARALEGAL

5310-24-281

VACANT

SDS III

5310-19-041

V. KEYES

SDS II

5310-19-042

A. TURNER

IM INVEST II

5310-23-277

K. FORDHAM

IM INVEST II

5310-23-276

T. MCGEE

SS BUS. OFFC I

5310-01-176

M. BELL

AA II

5310-03-104

L. HALL

OA V

5310-04-328

A. VASQUEZ

FLI II

5310-25-051

C. RAINES

FLI II

5310-25-052

K. DETERS

OA V

5310-04-329

J. PAYNE

OA V

5310-04-330

L. GRANDY

PA V

5310-04-151

M. LAWSON

PA V

5310-04-153

P. MOODY

AT II

5310-01-027

S. CLEMENTS

AT II

5310-01-030

VACANT

AT II

5310-01-029

V. WILLIAMS

IM ADM I

5310-23-351

T. HILL

OA V

5310-04-327

I. SUGGS

OA V

5310-04-335

C. MOORE

IMC III

5310-23-207

T. ESPOSITO

AA III

5310-03-133

VACANT

IMC I

5310-23-030

V. STANLEY

IMC I

5310-23-031

VACANT

IMC I

5310-23-032

L. ZORBAUGH

IMS II

5310-23-322

S. LEWIS

IMC II

5310-23-110

S. MCCRARY

IMC II

5310-23-125

T. DAWSON

IMC II

5310-23-141

S. BEAMAN

IMC II

5310-23-105

B. ROGERS

IMC II

5310-23-107

L. BECTON

IMC II

5310-23-130

A. CROOM

IMC II

5310-23-131

L. DIXON-MOYE

IMS II

5310-23-321

S. RUSSELL

IMC II

5310-23-102

VACANT

IMC II

5310-23-138

A. JENKINS

IMC II

5310-23-119

D. RIOS

IMC II

5310-23-132

J. JACOBS

IMC II

5310-23-104

C. RUIZ

IMC II

5310-23-128

V. BARNES

IMC II

5310-23-139

K. HUNTER

IMS II

5310-23-323

M. MITCHELL

IMC II

5310-23-108

D. ROUNDT…

IMC II

5310-23-127

T. MINDER

IMC II

5310-23-133

K. QUINN

IMC II

5310-23-115

L. WALSTON

IMC II

5310-23-140

VACANT

IMC II

5310-23-117

P. HARPER

IMC II

5310-23-109

M. HAWKINS

IMC II

5310-23-126

C. LITTLE

IMS II

5310-23-325

C. JARMAN

IMC II

5310-23-106

D. BONEY

IMC III

5310-23-206

E. DIXON

IMC III

5310-23-202

P. STRANGE

IMC III

5310-23-203

R. COBB

IMC III

5310-23-205

K. KILPATRICK

IMC II

5310-23-101

S. PARKER

IMS II

5310-23-327

T. WHITE

IMC II

5310-23-113

J. WATERS

IMC II

5310-23-122

L. LANGLEY

IMC II

5310-23-129

R. BROWN

IMC II

5310-23-120

M. PHILLIPS

IMC II

5310-23-112

R. JOHNSON

IMC II

5310-23-142

V. HOUGHTON

IMC II

5310-23-111

T. BOYETTE

IMS II

5310-23-208

R. KENYEAR

IMC I

5310-23-033

S. WOOTEN

IMC I

5310-23-034

J. OAKLEY

IMC II

5310-23-136

V. SMITH

IMC II

5310-23-137

P. RHODES

IMS III

5310-23-342

L. SMITH

IMS II

5310-23-326

L. WAGNER

IMC II

5310-23-103

L. MURRELL

IMC II

5310-23-124

J. CRUZ

IMC II

5310-23-118

F. MAY

IMC II

5310-23-114

K. GRAHAM

IMC II

5310-23-116

N. SUTTON

IMC II

5310-23-121

S. PIKE

IMC II

5310-23-134

C. MOORE

IMC II

5310-23-143

M.KENNEDY

CS SUP III

5310-22-091

L. HINES

OA V

5310-04-333

R. HOLLOWELL

OA V

5310-04-334

T. RAVENELL

CS SUP I

5310-22-071

T. GATLIN-SPE…

CSA II

5310-22-026

K. HODGES

CSA II

5310-22-029

F. BEST

CSA II

5310-22-030

P. SANDERS

CSA II

5310-22-031

R. PRIDGEN

CSA II

5310-22-035

T. BALDWIN

CSA II

5310-22-038

D. MARTIN

CS SUP I

5310-22-072

V. ROBERTS

CSA II

5310-22-027

C. LANCASTER

CSA II

5310-22-032

S. HEATH

CSA II

5310-22-033

VACANT

CSA II

5310-22-034

R. HARPER

CSA II

5310-22-036

J. JONES

CSA II

5310-22-037

J. BRYAN

CSA II

5310-22-028

M. WILLIAMS

SW PROG MGR

5310-24-252

H. JOHNSON

OA V

5310-04-331

C. LARKINS

SWS III

5310-24-176

T. MOORE

SW II

5310-24-027

A. BOWIE

SW II

5310-24-028

M. BAKER

SW III

5310-24-110

J. GODWIN

SW III

5310-24-111

J. HOPKINS

SW III

5310-24-101

K. BEST

SW III

5310-24-102

K. LIVINGSTON

SWS III

5310-24-177

C. ALBRITTON

SW III

5310-24-112

S. COLLIE-HU…

SW III

5310-24-103

K. WOOTEN

SW III

5310-24-104

A. JOYNER

SW III

5310-24-106

VACANT

SW III

5310-24-107

G. EVANS

SW III

5310-24-108

E. BARBOUR

SW III

5310-24-109

K. MOODY

SW III/LINKS

5310-24-113

P. KENNEDY

SWS III

5310-24-179

N. WALKER

SW IV

5310-24-203

C. LEE

SW IV

5310-24-204

D. ROUSE

SW IV

5310-24-207

A. POWELL

SW IV

5310-24-209

E. ROUSE

SW IV

5310-24-205

A. STARKEY

SWS III

5310-24-178

T. FORBES

SW III

5310-24-105

VACANT

SW IV

5310-24-201

V. EDWARDS

SW IV

5310-24-208

M. SMITH

SW IV

5310-24-210

K. SMITH

SW IV

5310-24-214

L.. AMYETTE

SWS III

5310-24-180

S. MILLER

SW IV

5310-24-206

K. HILL

SW IV

5310-24-212

A. GONZALEZ

SW IV

5310-24-213

VACANT

SW IV

5310-24-211

V. SMITH

SWIV

5310-24-215

N. ROGERS

SW IV

5310-24-202

119

DEPARTMENT OF SOCIAL SERVICES

DESCRIPTION: The Lenoir County DSS is a County Operated, State Supervised, Public, Non-Profit, Human Services Delivery Organization which provides Economic Support, Health Care Financing, Child Support Enforcement, Employment and Training, and Professional Social Work Services to the citizens of Lenoir County. The Agency’s primary mission and purpose is to assist the County in coping with the social and economic conditions with which it is faced.

The Lenoir County DSS operates over seventy programs authorized by Chapter 108A of the North Carolina General Statutes and/or the Lenoir County Board of Social Services. These programs can be grouped into the following nine major categories: Medicaid, Special Assistance, Food & Nutrition (formerly Food Stamps), Child Support, Work First Cash Assistance, Work First Employment, Child Day Care, Adult Social Work, and Child Welfare Social Work.

In providing these programs and services, the Lenoir County Department of Social Services produces goods and services that promote the “general well-being” of the citizens of Lenoir County. FY 17-18 WORK PLAN HIGHLIGHTS: 1) The Child Support Program total collections are at $5,423,039.46 (70.29) %, steadily working toward our goal of $7,708,575.56 for

collections. The State Collection Rate Goal is 62.43% and we are currently at (62.64%). 2) Child Welfare is working towards permanency for children and has completed 4 adoptions with 3 more pending; and, 3) The total number of individuals receiving Medicaid (16,956) has decreased by 9% and the number of individuals receiving Food and

Nutrition Services has decreased by 23%.

FY 18-19 GOALS: 1) To continue to expand automation of the agency’s work flow to reduce paper and increase productivity; 2) To improve recruitment and retention of Knowledgeable, Skilled and Talented Staff; 3) To meet Federal and State Program Standards with funding reductions; 4) To assist the County in coping with its many economic problems; 5) To continue implementation of NC FAST in Child Welfare services and Adult Services; 6) To continue to ensure the safety, well-being, and permanency of Lenoir County children; and 7) To work toward building community through public service.

120

SUMMARY OF EXPENDITURES/REVENUES

PROGRAM AREA FY 16-17 FY 17-18 FY 18-19

REQUESTED

MEDICAID $3,995,627 $3,878,243 $2,954,320

SPECIAL ASSISTANCE $802,991 $838,906 $897,788

FOOD & NUTRITION $1,719,908 $2,111,768 $1,781,438

CHILD SUPPORT $1,836,759 $1,796,011 $1,819,476

WORK FIRST FAMILY ASISTANCE $1,133,396 $1,137,809 $1,340,441

WORK FIRST EMPLOYEMENT $315,762 $311,895 $380,895

CHILD DAY CARE $2,302,537 $2,017,233 $239,846

ADULT SOCIAL WORK $1,850,282 $1,778,149 $1,936,378

CHILD WELFARE SOCIAL WORK $2,594,031 $2,067,498 $2,080,574

SUBTOTAL - ALL DSS RELATED COSTS $16,551,293 $15,937,512 $13,431,156

LESS INDIRECT COST $1,206,376 $1,252,350 $1,214,866

NET BUDGET EXPENDITURES $15,344,917 $14,685,162 $12,216,290

STATE/FEDERAL REVENUES $9,885,163 $10,304,461 $7,643,343

COUNTY SHARE (LOCAL ONLY) $5,459,754 $4,380,701 $4,572,947

121

MEDICAID DESCRIPTION: “Medicaid”, also referred to as Title XIX or the Medical Assistance Program, provides comprehensive and necessary medical care for all categorically needy and medically needy low-income recipients. A “categorically needy” individual is one who is entitled to medical assistance by category or grouping (TANF, Special Assistance, and Foster Care, etc.) A “medically needy” individual is one whose resources fall within the State’s guidelines but whose income exceeds the program limits and who has sufficient need for medical care to meet an assigned deductible. The total Medicaid dollars as shown in the Social Services budget includes payments made to the following providers: hospitals, pharmacies, physicians, clinics, transportation, and the Lenoir County Health Department. Social Services serves as the mechanism for determining eligibility for all Medicaid recipients with the exception of SSI recipients. FY 17-18 HIGHLIGHTS: The Lenoir County Medicaid Unit experienced minimal changes during the current FY17-18. (1) We consistently had 2-3 vacancies in the Medicaid unit and, (2) We continued to offer training to staff in identified areas of need and (3) we continue to utilize a specialized group of workers to process Medicaid recertifications. FY 18-19 GOALS: Medicaid will strive to (1) Give low-income Lenoir County citizens access to health care services; (2) Continue to exceed the 75% compliance threshold for processing denials, inquiries, withdrawals, and discouragement at application; (3) Continue to process applications timely; (4) Adequately train staff in the Medicaid Unit to provide timely and accurate benefits to all eligible applicants and to maintain a low or no error rate; (5) Continue to train as needs are identified; and (6) Fill a vacant positions. FUNDING LEVELS

FY 16-17 FY 17-18 Recommended FY 18-19

$3,339,627 $ 3,878,243 $2,954,320

122

FOOD & NUTRITION SERVICES

DESCRIPTION: The USDA Food and Nutrition Services Program is designed to promote the general welfare and safeguard the health and well being of the County’s population by raising the levels of nutrition among the County’s low-income individuals. The agency serves as the mechanism for determining eligibility and providing benefits to all Food Stamp eligible households. The Department also conducts performance reviews, including tracking, spending and issuing the EBT benefits. Lenoir County no longer gives out commodities as the Board of Social Services opted to give the commodities directly to our food banks. FY 17-18 HIGHLIGHTS: This fiscal year did not bring many policy changes to the Food and Nutrition Services program. We are working very diligently to stay as caught up and exceed State timeframes. We began taking all Food and Nutrition Services applications in the NC Fast system effective July 2012. We began completing our re-certifications in the NC FAST system in 2013. In order to improve our processing times, we went back to specialized workers. We are also doing all re-certifications in NCFAST, and the majority of our FNS re-certifications are completed by a group of outpost workers. We have continually operated with an average of 2-3 vacancies. We were under Corrective Action for verifications and notices and we continually strive to improve in these areas.

FY18-19 GOALS: Our goals for the next fiscal year are to continue to issue benefits to our clients in a timely manner. We are continuing to work on improving our churn rate (cases which close and then reapply the next month), and to become more knowledgeable about the NCFAST system. We are going to continue with cross training our workers to be sufficient in all programs. Our goal is to process all FNS applications on the same day taken but no later than on the 20th day for regular applications and the 4th day for expedited applications. We will continue to provide ongoing training to staff in an effort to improve our performance error rate. We anticipate filling all vacancies and adding one extra position in order to remain successful in our timeliness and accuracy rates. FUNDING LEVELS


$ 1,719,908 $ 1,571,584 $1,813,051

123

SPECIAL ASSISTANCE

DESCRIPTION: Special Assistance is a state and county funded program that provides payments for the cost of care for Aged and Disabled residents of groups homes and rest homes. Eligible recipients receive a check to help pay the cost of care. Special Assistance recipients also receive full Medicaid benefits. This type of care is divided into two levels: Basic Adult Care Homes and Special Adult Care Homes (Alzheimer’s patients). The current maintenance amount for Basic Care is ($1,228 + $46) and ($1,561 + $46) for Special Care. This program is 50% State funded and 50% County funded.

FY 17-18 HIGHLIGHTS: The Special Assistance Program had little changes during the current fiscal year. The In-Home program continues to grow. The SA rate remained the same for this year due to no poverty level increase. The Special Assistance program has transitioned into NC FAST. FY 18-19 GOALS: The Special Assistance Unit will strive to (1) Continue to process applications accurately and timely for all eligible applicants; (2) Continue to have good communication with the community and rest homes that provide care to the Aged and Disabled population; (3) Continue to process Special Assistance Application in the NC FAST system. FUNDING LEVELS


$ 802,991 $ 838,906 $897,788

124

WORK FIRST FAMILY ASSISTANCE DESCRIPTION: The Work First Family Assistance Program is built on the premise that "all people have a responsibility to their families and to the community to work and to provide for their children". We have not transitioned from “Electing County” status to the State plan due to the implementation of NC FAST. This program still provides a time-limited subsidy payment however, Medicaid benefits to families are determined separately now. The parent participates in work-related activities designed to help the parent to find and maintain gainful employment. This program also provides short-term emergency assistance on a one-time basis in the form of a Benefit Diversion payment. All program services are intended to prevent long-term welfare dependency. FY 17-18 HIGHLIGHTS: The Work First Family Assistance unit continues to process cases within 10 days of application. The Work First Program, in collaboration with the Substance Use/Mental Health Initiative, still use substance use testing for the following individuals: Those who scored 3 or above on Drug Abuse Screening Test; And individuals with a criminal conviction relating to an illegal controlled substance within the past 3 years. The applications continued to fluctuate with a slight decrease in applications taken at the end of the fiscal year. All WF/Cash Assistance cases are now in the NC FAST system. FY 18-19 GOALS: The Work First Family Assistance Program plans to: (1) Meet and exceed the 50% All Families Participation Goal; (2) Aggressively pursue all available alternative resources for applicants in order to divert families from long-term dependency upon welfare; (3) Provide supportive services to employed families in order to prevent a return to welfare; (4) Ensure that all WFFA children receive required immunizations and regular medical and dental care; (5) Ensure that all WFFA children remain in school until graduation and that all teen parents finish high school; and (6) Ensure that teen parents remain in the care of a responsible adult while receiving WFFA benefits. Continue to utilize funding from subsidized employment where available; and (7) Form a Family Support Unit that combines Work First Employment and Work First Cash Assistance to provide streamlined continuity of care. FUNDING LEVELS:

FY 16-17 FY 17-18 Recommended FY 18-19 $ 1,133,396 $ 1,137,809 $1,340,441

125

WORK FIRST EMPLOYMENT SERVICES

DESCRIPTION: As a component of the Work First Program, Work First Employment Services (WFES) provides employment services to Work First Family Assistance (WFFA) parents. Services are based on a family–centered approach through needs assessment, resource identification and service delivery. With the appropriate supportive services, short term training and other services the participants can realize that self-sufficiency is an obtainable goal. The social worker and the parent develop a Mutual Responsibility Agreement (MRA) that specifies the activities the parent agrees to participate in and the services DSS will provide to support participation. FY17-18 HIGHLIGHTS: The Work First Employment Program provided employment services to an average of 38 Work First Family Assistance parents each month. Each month an average of 4 participants became employed. Participants continued to engage in training opportunities at Lenoir Community College and gain work experience with community placement sites. Supportive services were provided to ensure that participants meet their individual goals. FY 18-19 GOALS: The WFE unit plans to:

1. Complete assessment and Mutual Responsibility Agreement Plan within 5 days of applying for WFFA. 2. Release all WFFA benefits for those under MRA’s within 5 days of receipt of their time sheet verification. 3. Expand Work Experience placement sites to provide participants more opportunities to develop work history, training and good

work habits necessary to obtain employment. 4. Maintain the 50% all-family work participation rate and the 90% two-parent family rate.

5. Social workers will make appropriate referrals to programs to address family education and training opportunities. FUNDING LEVELS:

FY 16-17 FY17-18 Recommend FY 18-19 $315,762 $311,895 $380,895

126

ADULT SERVICES DESCRIPTION: In-Home Aide and State In-Home Services provide assistance to adults enabling them to remain in their home settings. Guardianship Services are provided to individuals who are alleged to be incompetent and to individuals who are adjudicated incompetent by the court and need a guardian. Adult Protective Services includes evaluating the need for protective services of disabled adults that have been alleged to be abused, neglected or exploited and provide the appropriate intervention. Adult Placement Services help aging or disabled adults find appropriate living and healthcare arrangements when their health, safety, and well-being can no longer be maintained at home. Family Care Homes and Adult Care Homes are evaluated and monitored to assure that the homes operate within the rules, regulations and laws. Payee Services provides case management to individuals whom DSS has been appointed the representative payee to manage their finances. FY 17-18 HIGHLIGHTS: Adult Services had no staff turnover in FY17-18. We have seen an increase in the reporting of abuse, neglect or exploitation cases and an increase in the confirmation rate that abuse, neglect or exploitation occurred. There was a 31% rate of confirming the occurrence of abuse, neglect or exploitation. Lenoir County DSS was appointed guardian for 15 adults. We continue to provide services to individuals who are at risk of having to move into an assisted living facility or nursing home. These services enable an adult to live at home safely with additional support or income. We have provided In Home Aide Services to 28 adults and Special Assistance In Home benefits to 18 adults. The Adult Home Specialist continues to monitor and investigate complaints in 13 Adult and Family Care Homes. There was a significant increase in complaint investigations in the Adult Care Homes FY 18-19 GOALS: Adult Services will (1) continue to support older and disabled adults and their families through a community-based system of opportunities, services, benefits, and protection; (2) Maintain a compassionate, caring, confidential and professional approach in serving the adults of Lenoir County; (3) Utilize all training opportunities for workers; (4) Strive to inform the community about the services available through Adult Services.

FY 16-17 FY 17-18 Recommended FY 18-19 $1,850,282 $1,778,149 1,936,378

127

CHILD SUPPORT ENFORCEMENT

DESCRIPTION: The Child Support Services (CSS) program was established in 1975 by Public Law 93-647, Part B (Title IV-D of the Social Security Act) and G.S. 110-128-141. These laws set forth the federal and state requirements for the program. The purpose of the CSS program is to ensure that noncustodial parents (NCPs) support their children. If the children are receiving Work First Family Assistance (WFFA), the debt of child support is owed to the State by virtue of the Assignment of Rights to Support (G.S. 110-137), rather than to the caretaker of the children. Child support that is collected for WFFA children is retained by the State and treated as a reimbursement for WFFA funds. The State distributes this money to county, state, and federal governments in a percentage amount equal to their participation in the financing of WFFA. For children who are not receiving WFFA, the child support is paid to the client (the custodial parent or caretaker). The CSS program offers a wide range of services that include Location of Non-Custodial Parents, Establishment of Paternity for the purpose of establishment of a Child Support Obligation, Enforcement of Support Orders, and Collection of Support Payments. CSS services are provided free of charge to families receiving WFFA and Medicaid. All other families pay a small one-time fee of $10.00 or $25.00 based on the family’s income. For cases that have never received public assistance, an annual $25.00 fee may be charged when at least $500.00 is disbursed to the family during the Federal Fiscal Year (October 1st - September 30th). More than six thousand families (5791) depend upon the Lenoir County Child Support Unit for these services. FY 17-18 HIGHLIGHTS: The Lenoir County CSS Division has established paternity for 96.23 percent of children born out of wedlock during the preceding year. There are child support obligations on 87.94 percent of the total caseload. Collection rate averages 62.43 percent and the cumulative percentage of cases with payments towards arrears due families is 62.03 percent. The total child support collection for children in need of support was $7,708,576.00. FY 17-18 GOALS: The Child Support Division will strive to: (1) Maintain prior year collections; (2) Establish paternity for 95.23% of children born out of wedlock in open CSS cases; (3) Establish a support order for 88.30% of CSS cases; (4) Collect 62.43% of current support due; (5) Collect 62.03% of arrears due; and (5) Meet timeframes of 75% and 90% on Self Assessment scoring. FUNDING LEVELS:

FY 16-17 FY 17-18 Recommended for FY 18-19 $ 1,579,546 $1,838,561 1,819,476

128

CHILD DAY CARE SERVICES DESCRIPTION: Using the funds from the Division of Child Development, DSS provides subsidized child care services to eligible families. Based on parental choice, subsidized care is provided in approved child care arrangements. Families must be income eligible to receive a subsidy to support employment or education and training to enhance employment. DSS provides child care services to support child protective services or child welfare services, to children in DSS custody, to families experiencing homelessness or with a special needs child, and to families in emergency situations without regard to family income. Eligible families are given a voucher to help purchase appropriate child care. Parents pay a portion of the child care costs by paying 10% of their income as a parent fee. Enrolled providers submit attendance reports through the Provider Portal in NC FAST for reimbursement of child care services. FY 17-18 HIGHLIGHTS: There were several policy changes to the Subsidized Child Care Program. Staff implemented these new policies that affected new income eligibility limits, parent fees and defining the income unit. Information regarding policy changes was shared with parents and child care providers. The unit continues to ensure ongoing compliance with policies and standards. The Child Care Subsidy program transitioned into NC FAST. All cases are now maintained within NC FAST and provider submit payment through the Provider Portal in NC FAST. FY 18-19 GOALS: (1) Ensure that vulnerable Lenoir County children have access to a safe, nurturing, financially stable environment; (2) Provide Child Care Subsidy Services in a prompt and timely manner; (3) Maximize Child Care funding; (4) Avoid county charge-backs due to worker error; (5) Ensure that good quality child care is available, accessible, and affordable for all Lenoir County children who need it to support employment, education and training to enhance employment, child welfare, and child well-being; (6) Ensure compliance with Division of Child Development standards for fiscal control and subsidy related management by enrolled providers; (7) Enable parents to maintain employment in order to support their family and achieve economic independence; (8) Continue to assist Providers with payment issues and concerns within NC FAST. FUNDING LEVELS: FY 16-17 FY 17-18 Recommended 18-19

$2,302,537 $1,913,147 $239,846

***Child Daycare payments process through NC Fast effective: August 2017*** $1,933,173

129

CHILD WELFARE SERVICES DESCRIPTION: Child Welfare is a continuum of services for families and children who are in need of being in a safe environment and who need permanent families/homes. Families and children involved with issues of abuse, neglect, and dependency, come to the attention of the Department of Social Services. Primary services provided to these families are Assessments, In-Home Services, Foster Care, Adoptions, Links, Foster Care 18 to 21 and (GAP) Guardianship Assistance Program. Other Child Welfare Services include recruitment, development, training and licensing of foster homes for children who are in the legal custody of the Department of Social Services. Conflict of Interest Cases, Court ordered home studies and Interstate Compact placement studies are other activities of child welfare. FY 17-18 HIGHLIGHTS: The Implementation of the new policy regarding Safety Plans (Temporary Parental Safety Agreements) for Assessments and the revised Structured Documentation Instrument for CPS Assessments. The implementation of the new Foster Care 18 to 21 and Guardianship Assistance (GAP) Programs. Training and preparation for NC FAST. FY 18-19 GOALS: (1) Continue to ensure safety and permanency for all children in Lenoir County; (2) Carry out the strategies/activities that have been stated in our Program Development Plan to ensure our goals for improvement produce our desired outcomes; (3) Continue to recruit and retain fully qualified social workers; (4) Develop and implement a new child welfare social work training protocol for new employees (5) Continue to recruit, license and retain new family foster homes (6) Hire of a new CPS Supervisor to assist with the monitoring/management of staff and the new foster care programs. (7) Continue training and preparation for NC FAST.

FUNDING LEVELS:


$2,594,031 $2,067,498 $2,080,574

130

LENOIR COUNTY PUBLIC SCHOOLS

DESCRIPTION: Lenoir County Public Schools is comprised of eight elementary, one K-8, three middle, three high, one early college, and one alternative school. The State of North Carolina views the operation of school systems as a partnership between Federal, State, and Local agencies. In that regard, the State views its responsibilities to provide for the education and views the responsibilities of the Local agencies to provide for the schools’ operating expenses and capital building needs. Appropriated through the Lenoir County Board of Commissioners, the majority of local funds are used for costs associated with utilities, maintenance of school facilities, custodial services, legal services, the Board of Education, and administrative costs. In addition, local funds go to pay for salaries and supplements for staff. Funds appropriated for capital outlay support construction, renovation, and acquisition of Lenoir County Board of Education property, plant, and equipment FY 17-18 HIGHLIGHTS: Spending for the 2017-18 school year was guided by the following programs: International Baccalaureate, Advanced Placement, SuccessMaker, Waterford, Letter Land, Imagine Learning, NC Pre-K, DIBELS/3D, Early College High School, Project Lead the Way, Distance Learning (Cyber Campus), Career and College Promise in Partnership with LCC, Parent Involvement, ClassScape, SRA Reading, Reading and Math Foundation, Positive Behavior Interventions and Support, Responsiveness to Instruction (Problem Solving Model), Building Thinking Skills, SIOP, 21st Century Instructional Technology Initiative, Kagan Cooperative Learning, Project Tomorrow, A+ Model for Arts Integration, iLCPS initiative, NC Virtual Public High School, Gradpoint and numerous staff development opportunities to effectively incorporate these programs and professional development for Core Curriculum State Standards/NC Essential Standards. Also, many of these programs are aligned to and support the principles of the Lenoir County STEM initiative.

FY 18-19 GOALS: The motto for Lenoir County Public Schools is “Connecting Your Child to a Prosperous Future”. Our Vision is that Lenoir County Public Schools aspires to be the school system of choice by introducing, exploring, and specializing in a variety of educational and career opportunities. The mission of Lenoir County Public Schools, in partnership with families and the community, educates all students to be successful in an ever-changing world. The achieve this mission, the funds appropriated locally will assist in accomplishing the following goals: 1) LCPS students will graduate from high school prepared to begin a career in the workforce or with a plan to complete their preparation for a career in an institution of higher education or the military. 2) LCPS shall provide a positive, safe, and healthy learning environment for all students and staff. 3) LCPS students will all have the opportunity to complete two years of college work while in high school. 4) LCPS educators shall support systemic school improvement by implementing consistent procedures and processes that focus on the use of data to inform instruction, attending and contributing to Professional Learning Communities, creating and adapting curriculum guides, and administering and interpreting benchmark assessments.

5) LCPS teachers shall provide quality planned instruction aligned to standards, supported with digital integration, monitored with assessments, and measured by proficiency and growth indicators. 6) LCPS students will be proficient in reading by the end of the second grade. 7) LCPS students will enter kindergarten ready to complete the standard course of study work required for the kindergarten year. 8) LCPS students will transition from the fifth to sixth grade without a dip in their academic and behavior and performance. 9) LCPS students will enter into the ninth grade ready to complete their core high school classes within the first five semesters of high school. SCHOOLS’ PERFORMANCE: Over the last three years, our district has exited “low performing” status and has moved forward steadily. LCPS has been recognized as being “a model of successful comprehensive school system turnaround” by AdvancED, the national accreditation body for school systems. Our testing results from last year demonstrate significant improvements. We are becoming a leading school district in our region and across North Carolina in the areas of digital learning, career pathways for all students, and innovative STEM programs. Over the last three years, our principals, assistant principals, teachers, counselors, social workers, nurses, parents, and students have worked together to cut our dropout rate by over 43 percent. We are working hard to do whatever it takes to keep our young people in school and on a productive path toward graduation and a successful transition to college or the workplace. Our four-year graduation rate currently stands at the highest rate ever recorded for this school system. We have dramatically increased the number of classroom mini-grant proposals created and submitted by LCPS teachers. During each of the last two years, our teachers have created and submitted more than double the number submitted by LCPS during the previous year. The results have been impressive. Last year, 91 of our teachers wrote winning mini-grant proposals to secure additional classroom funding for instruction. We already have surpassed 110 mini-grants funded for the 2017-2018 school year. Over the last two years, we also have increased the number of district-level grants created and submitted by nearly 8 times the average number submitted over the previous 15 years. This effort devoted to grant writing resulted in LCPS receiving 9 district level grants over the last two years for 3.1 million dollars in additional funding for our schools for initiatives like STEM labs in all of our middle schools, innovative summer camps, robotics instructional equipment, farm-to-table instructional materials, aquaculture programs, outdoor classrooms, hydroponics labs, and teacher-administrator development academies. We have an outstanding partnership with LCC--- one that allows students to graduate with a high school diploma, a full two-year degree, and the option of starting at a four-year college or university as a junior or even as a senior immediately after high school--- at no cost to their parents.

Our district already has become a leader among school systems in our area for our digital learning efforts, particularly for the instructional emphasis that our teachers and administrators have placed on not merely “integrating” handheld digital devices into existing plans for instruction but, instead, on using these devices as valuable digital tools to support and to help drive forward effective instruction in our classrooms. We have been invited to present innovative initiatives or practices from LCPS at seven different state-level conferences this year. We also were honored by an invitation to make an eighth presentation of innovative STEM summer programming to an education subcommittee of the North Carolina General Assembly two weeks ago. Our Board of Education was has been honored for their leadership and strategic planning efforts in the process of comprehensive school system improvement. The LCPS Board of Education was named “North Carolina School Board of the Year for 2017-2018” by the North Carolina School Boards Association at their annual conference in Greensboro. We expect all of these positive trends to continue.

2016-17 Actual


Adopted 2018-19

Current Expense

$10,200,000

$10,000,000

$10,000,000

131

LENOIR COMMUNITY COLLEGE

DESCRIPTION: Lenoir Community College aspires to be the community college of choice for a diverse, local, regional, and global community. Lenoir Community College offers quality educational programs and services that provide opportunities for the intellectual, economic, social, and cultural development of students and the community. Through its policies, procedures, and daily operations in the fulfillment of its mission, Lenoir Community College exemplifies the following values: the worth and dignity of all people; honesty, integrity and excellence; exemplary teaching and effective learning; access and opportunity while maintaining quality; skill preparation to work and live in a global economy; diversity in every aspect of its culture; a systematic and inclusive approach to decision making; community partnerships; and continuous growth and improvement for personal and professional development. HIGHLIGHTS: The College 1) Accommodated an enrollment of approximately 13,224 students (unduplicated headcount); 2) Awarded 349 Associate degrees, 369 certificates and skills certificates, 65 diplomas, 163 High School Equivalency diplomas, 11 Adult High School diplomas; 3) Completed Strategic Plan of reimagining services and programs for 2017-2022; 4) Completed Facility Master Plan for all three campuses for 2018-2023; 5) Received bond funds in the amount of $8,001,502 which will be used for roof, HVAC, and elevator replacements and other renovations; 6) Ranked second in the nation for Best Paramedic Programs by BestColleges.com; 7) Developed Emergency Medical Technician-Paramedic (EMTP) to Associate Degree Nursing (ADN) Transition Program to be implemented Summer 2018, a program designed to give paramedics an opportunity to transition to the ADN program; 8) Lenoir County Early College High School maintained a 100% graduation rate and was listed as one of America’s Best High Schools in U.S. News & World Report; 9) Had 578 Lenoir County high school students take advantage of college at no cost; 10) Awarded $4,360,362 in Federal Pell Grant funds to 1,251 students; 11) Implemented the LCC Guarantee Scholarship Program where high school graduates in our service area that perform well, take CCP courses, and do not receive any other financial assistance may qualify for free tuition; 12) Implemented the LCC Manufacturing Academy, where students can obtain a Certified Production Technician (CPT) certificate giving them the skills for entry level manufacturing employment; 13) Developed a short-term Truck Driving School so students may obtain their CDL License and help meet the demand for truck drivers; 14) Established a Latino Center to serve the needs of our Hispanic population; 15) Continued to foster partnerships through our Customized Industry Training to include projects with Crown, West Pharmaceutical Services, Master Brand Cabinets, Electrolux, Spirit Aerosystems, and Moen Incorporated; 16) Enhanced our shift toward international studies by creating the International Program Committee, providing a focus on internationalizing the campus through student engagement, overseas student tours, and cultural awareness events; 17) Provided the surrounding community with qualified law enforcement officers through a thriving Basic Law Enforcement Training Program (BLET) that utilizes fully certified, in-the-field officers for teaching students; 18) Continued to promote the arts in our service area through numerous community collaborative events such as “Paint with a Twist,” “Broadway Unleashed,” and the community theatre production, “Annie.” GOALS: The College plans to 1) provide basic skills education and literacy resources needed to prepare adults to seek entry level employment; 2) provide customized training assistance in support of full-time production and direct customer service positions, thereby, enhancing the growth potential of companies located in the county, while simultaneously preparing Lenoir County’s workforce with the skills essential to successful employment; 3) meet the educational demands of the growing health care industry; 4) increase the number of students who matriculate to four year institutions; and 5) seek additional funding through grant opportunities and the LCC Foundation to enhance the programs of the College. TOTAL FY 18-19 ADOPTED OPERATIONS FUNDING - TOTAL FY 18-19 REQUESTED OPERATIONS FUNDING – $2,471,813 TOTAL FY 18-19 AGENCY BUDGET - TOTAL FY 18-19 ADOPTED COUNTY CAPITAL FUNDING – TOTAL FY 18-19 REQUESTED COUNTY CAPITAL FUNDING - $100,000

132

Authorized Full-time Positions**

Funded by Kinston-Lenoir County

**Plus part-time positions to equal 9.5 FTE

133

FY 16-17 FY 17-18 FY 18-19

15 15

15 15

13 13

DIRECTOR

HEADQUARTERS AT THE KINSTON-LENOIR COUNTY

PUBLIC LIBRARY

NEUSE REGIONAL LIBRARY ORGANIZATIONAL CHART

FISCAL YEAR 2017-2018

Maintenance Department

Maintenance III

Administrative Assistant III

Head of Extension Services

Librarian III

Finance Officer

Public Services Manager

Librarian IV

Assistant Director

DIRECTOR

HEADQUARTERS AT THE KINSTON-LENOIR COUNTY

PUBLIC LIBRARY

NEUSE REGIONAL LIBRARY ORGANIZATIONAL CHART FISCAL YEAR 2018-2019

Maintenance Department

Maintenance III

Administrative Assistant III

Finance Officer

Assistant Director

Circulation

Department 1. L.A. IV 2. L.A. III 3. L.A. III(P.T.) 4. L.A. I(P.T.) 5. L.A. I(P.T.) 6. L.A. I(P.T.) 7. Pages (4)

Reference

Department

1. Lib. IV 2. Lib. II 3. L.A. III 4. L.A. I 5. Lib. I (P.T.) 6. Security Guards

Technical

Services

1. L.A. IV 2. Lib. I (P.T.) 3. L.A. I (P.T.) 4. L.A. I (P.T.) 5. L.A. I (P.T.) 6. L.A. I (P.T.)

Children’s

Department

1. Lib. III 2. Lib. I 3. Lib. I 4. L.A. I (P.T.)

Lenoir County La Grange

1. L.A. III 2. L.A. I (P.T.) 3. L.A. I (P.T.) 4. Maint. I (P.T.)

Pink Hill

1. Lib. I

2. Lib. I

Greene County

1. L.A. III 2. Lib. I 3. L.A. II (P.T.) 4. L.A. I (P.T.) 5. L.A. I (P.T.) 6. L.A. I (P.T.) 7. L.A. I (P.T.)

Jones County

Trenton

1. L.A. II

Comfort

1. L.A.I (P.T.)

Pollocksville

1. L.A. II

Maysville

1. L.A. II

All

1. Substitutes

LIBRARY

FY 17-18 HIGHLIGHTS: The Library accomplished the following: (1) through a federal EZ Library Services and Technology Act (LSTA) grant, upgraded the Kinston-Lenoir County Public Library’s Radio Frequency Identification (RFID) System and expanded it to all other locations in the Neuse Regional Library System, introducing self-checkout at several branches; (2) introduced Vox books, children’s easy readers equipped with special audio technology that “reads” to children; (3) continued participating in the NC Cardinal statewide consortium, providing access to over 6.5 million titles from libraries in 39 counties and counting across the state, and participated in other statewide partnerships such as the Edge Initiative; (4) performed several enhancements to the facility such as the replacement of worn carpet and the installation of a chair guard in the Schechter Auditorium; and (5) collaborated with the Kinston-Lenoir County Friends of the Library to plan and present a successful programming schedule for 2017-2018.

FY 18-19 GOALS: The Library plans to: (1) through a federal Planning grant, hire a professional consultant to assist the Library in carrying out a comprehensive strategic planning program with the assistance of Library Board members, community leaders, and patrons; (2) pursue federal funding in order to implement a “Pop-up Library”, a mobile library and technology center that will increase the Library’s presence at local schools, community centers, and events; (3) work with NC Cardinal and the local school systems to implement a new free library card program for all public school students; (4) expand the Library’s non-traditional services and technologies such as 3D printing and STEAM programming; and (5) continue working with the Kinston-Lenoir County Friends of the Library to support their endeavors to raise funds for programming and special projects for 2018-2019.

FUNDING LEVELS:

Actual Funding Requested Funding 2016-17 $740,500 county $200,000 city 2018-19 $759,050 county $205,000 city

2017-18 $740,500 county $200,000 city 134

2016-17 Actual Budget 2017-18 Current Budget Requested 2018-19

$657,076 $672,418 SALARIES $635,049

$201,460 $201,835 BENEFITS $213,450

$225,698 $229,519 OPERATING $227,840

$74,277 $65,876 LIBRARY MATERIALS $66,436

$28,000 $24,000 CAPITAL OUTLAY $11,000

$1,186,511 $1,193,648 TOTAL $1,153,775

DESCRIPTION: The Neuse Regional Library System supports, strengthens, and enriches the diverse residents and communities of Lenoir, Greene, and Jones Counties by systematically distributing a select collection of print and digital materials, providing traditional and emerging technologies, and expanding services to meet informational, educational, economic, recreational, and cultural needs.

KINSTON-LENOIR COUNTY PUBLIC LIBRARY HEADQUARTERS OF THE NEUSE REGIONAL LIBRARY

PARKS AND RECREATION COMMISSION

PARKS AND RECREATION COMMISSION

PARKS AND RECREATION DIRECTOR

COUNTY PROGRAM SUPERVISOR II

SOUTHWOOD/CONTENTNEA/BANKS DISTRICTS

PROGARM SUPERVISOR I

MOSS HILL/PINK HILL/LAGRANGE

PART TIME EMPLOYEES

PROGRAM SUPERVISOR I

SP. ACTIVITIES-T-BALL

PART TIME EMPLOYEES

CREW SUPERVISOR II

CREW SUPERVISOR II

MAINTENANCE WORKER I

PART TIME EMPLOYEES

RECREATION CENTER SUPERVISOR

(NATURALIST)

RECEREATION SUPERVISOR

(PLANETARIUM)

PROGRAM SUPERVISOR II

MOCK GYM

135

PARKS AND RECREATION: KINSTON/LENOIR COUNTY RECREATION COMMISSION

DESCRIPTION: The Kinston/Lenoir County Parks and Recreation Department/Commission is a unique partnership of county, city and volunteer groups which offers creative outlets for developing physical fitness, sportsmanship, leadership, family unity, and community spirit. County funds are targeted at six (6) districts (Moss Hill/Pink Hill, Banks/LaGrange, and Southwood/Contentnea), which utilize facilities at five (5) county elementary schools, Pink Hill Athletic Park and the old Pink Hill Gym. Also funded is the Neuseway Nature Park, which includes a Nature Center, a meeting room, a Planetarium, Health & Science museum and a full-service campground with 32 full hook ups. The Rotary Dog Park, Southwood Ballfields and Bill Fay Park utilities are also funded through the county budget. County funds are allocated to several cost centers: salaries and benefits for eight (8) full time employees and approximately (60) seasonal/temporary employees, including four (4) lifeguards for the WOW Water Park. It also includes utilities/fleet maintenance/fuel expenses; athletic program supplies; maintenance/repair supplies and officials and booking fees.

FY 2017-18 Work Plan Highlights: The Kinston/Lenoir County Parks & Recreation Department completed the following:

• Sanded and Refinished the floor at the old Pink Hill Gym; pressured washed the gym and painted the lobby/restrooms in the gym.

• Renovated the Neuseway Nature Center, Planetarium and the campground after Hurricane Matthew.

• Hosted the 8th Annual Freedom Classic Baseball Series between the US Navy and US Air Force at Grainger Stadium.

• Completed construction on the “Loch Neuse Dragon Park” playground on the Riverwalk at Pearson Park.

• Renovated tennis courts at Bill Fay Park.

FY 2018-19 GOALS: The Kinston/Lenoir County Parks & Recreation Department plans to:

• Complete the painting at the old Pink Hill Gym.

• Expand the Neuseway Nature Park Campground by 10 full hook-up sites and expand the patio area and add a seating wall at the Exchange Meeting Room.

• Replace/Repair ballfield fencing, backstops, and gates at Moss Hill, Pink Hill, Banks, LaGrange and Southwood.

• Renovate score booths and restrooms at Moss Hill, Pink Hill, Banks, LaGrange and Southwood.

• Build additional storage for the canoes, fishing equipment and maintenance supplies at the Nature Park.

• Add sand/clay and grade to 11 ballfields (infields).

• Renovate score booths and restrooms at Moss Hill, Pink Hill, Banks, LaGrange and Southwood.

• Purchase a scoreboard for the baseball field at Contentnea/Savannah (located on the softball field).

•

2016-17 Actual Original 2016-17 Budget Revised 2017-18 Budget Requested 2017-18 Budget Submitted 2018-19 Budget

$920,136 $920,136 $920,136 $920,136 $956,100

136

CONTINGENCY

The “Contingency” General Fund appropriation is used in the budget ordinance to allow for unanticipated modifications to be made to departmental, functional, or program budgets. The movement of funds to a department or program requires a board-approved budget ordinance amendment. North Carolina General Statute (N.C.G.S. l59-13(b)(3)) restricts the allowable amount for “contingencies” to 5% of all other appropriations in the fund, or approximately $3,302,550. based on an estimated FY 18-19 General Fund budget of $66,051,017. The FY 18-19 appropriation is below the limit, but sufficient to provide for very minor shortfalls. HISTORY: During the current fiscal year, as of 5/01/18, the contingency account has not been modified. The balance of this appropriation, $50,000. could “roll into” Fund Balance on June 30, 2018. FUNDING LEVELS:

2016-17 Actual

Original 2017-18

Budget


Adopted 2018-19

$0

$50,000

$50,000

Contingency

$50,000

137

FIVE YEAR FINANCIAL FORECAST

FIVE YEAR FINANCIAL FORECAST LENOIR COUNTY GENERAL FUND

Administration takes a conservative approach to budgeting and forecasting future trends. This forecast uses a one percent (1%) annual growth rate for future property tax revenues, the largest source of income for the County, accounting for 49% of all General Fund revenues. Recent economic development activity in the county, even during the current recession, shows a very positive trend. In FY 13-14 a 3.5¢ property tax rate increase was approved to enable the county to make its’ annual debt service payments on School Bonds issued in 2007 and 2008. A decision to lower the tax rate by 4¢ in 2009 took away the recommended funding to meet this financial obligation. The decision to increase the property tax rate in FY 13-14 demonstrated a Board dedicated to maintain the financial soundness of the County during difficult economic times and preparing the County for the future. FY 17-18 provided opportunities and challenges for the Board of Commissioners. Lenoir County completed the revaluation of all properties effective January 1, 2017. The new property values reflected the recent recession with a value loss of $267,782,000. The FY 18-19 will continue to provide challenges to the Board of Commissioners, dependent on whether or not the ¼ cent sales tax referendum is passed on May 8, 2018.

139

REVENUE FORECAST FISCAL YEAR 2018-19

ACCOUNT # DESCRIPTION

ACTUAL 16-17

ADOPTED BUDGET

17-18

REVISED BUDGET

17-18

ADOPTED BUDGET

18-19

PLANNING BUDGET

19-20

PLANNING BUDGET

20-21

PLANNING BUDGET

21-22

PLANNING BUDGET

22-23

100-40010-314100-010 INSOLVENT TAXES 74,615 175,000 175,000 100,000 105,000 110,000 115,000 120,000

100-40010-314116-010 2ND PRIOR YEAR TAX LEVY 340,899 225,000 225,000 250,000 255,000 260,000 265,000 270,000

100-40010-314117-010 1ST PRIOR YEAR TAX LEVY 588,782 750,000 750,000 500,000 500,000 500,000 500,000 500,000

100-40010-314118-010 CURRENT TAX LEVY 30,718,134 28,569,850 28,569,850 29,169,891 29,315,740 29,462,319 29,609,631 29,757,679

100-40010-314201-010 TAX PENALTIES INTEREST 303,710 340,000 340,000 310,000 310,000 310,000 310,000 310,000

100-40010-314216-010 CURRENT YEAR VEHICLE TAX NCVTS 3,724,493 3,377,241 3,377,241 3,553,463 3,562,347 3,571,253 3,580,181 3,589,131

100-40010-326110-010 TAX MOTOR VEHICLE RENTALS 34,764 27,000 27,000 30,000 31,000 32,000 33,000 34,000

100-40010-326111-010 HEAVY EQUIP RENTAL TAX 30,048 35,000 35,000 0 0 0 0 0

Total 40010 GEN FUND AD

VALOREM 35,835,178 33,499,091 33,499,091 33,913,354 34,079,087 34,245,572 34,412,811 34,580,810

100-40020-323200-020 LO SALES TAX ART 39 1 4,092,536 3,900,000 3,900,000 4,100,000 4,125,000 4,150,000 4,175,000 4,200,000

100-40020-323201-020 LO SALES TAX ART 40 1 2 2,121,776 1,900,000 1,900,000 2,100,000 2,110,000 2,120,000 2,130,000 2,140,000

100-40020-323202-020 LO SALES TAX ART 42 12 1,150,672 800,000 800,000 1,000,000 1,002,500 1,005,000 1,007,500 1,010,000

100-40020-323203-020 LO SALES TAX ART 44 12 12,874 0 0 0 0 0 0 0

100-40020-323204-020 GS 105-524 ADJUSTMENTS 1,005,328 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Total 40020 GEN FUND OTHER

TAXES 8,383,185 7,600,000 7,600,000 8,200,000 8,237,500 8,275,000 8,312,500 8,350,000

100-40030-321205-030 VIDEO SERVICE TAXSTATE 124,416 97,500 97,500 97,500 100,000 102,500 105,000 107,500

100-40030-341410-030 REIMBURSE ELECTIONS CITY KIN 0 39,092 39,092 0 15,000 0 40,000 0

100-40030-341411-030 REIMBURSE ELECTIONS LAGRANGE 0 14,054 14,054 0 3,200 0 14,000 0

100-40030-341412-030 REIMBURSE ELECTIONS PINK HILL 0 9,874 9,874 0 2,000 0 10,000 0

100-40030-343025-030 GAS TAX REFUND 0 0 0 0 0 0 0 0

100-40030-343133-030 SCAAP SHERIFF 1,686 0 0 0 0 0 0 0

100-40030-343146-030 GRANT SAFE ROADS ACT DWI 4,425 6,000 6,000 5,000 6,000 6,000 6,000 6,000

100-40030-343201-030 SHERIFF MISDEMEANANT CONFINE 262,934 260,000 260,000 260,000 200,000 200,000 200,000 200,000

100-40030-343203-030 SHERIFF FEDERAL PRISONERS 0 0 0 0 0 0 0 0

100-40030-343204-030 SHERIFF OTHER CNTY PRISONERS 12,200 10,000 10,000 0 0 0 0 0

100-40030-343322-030 GRANT REIMB EMERGENCY MGT 20,625 20,000 20,000 0 20,000 20,000 20,000 20,000

100-40030-343323-030 EMS DPR GRANT 0 24,250 24,250 0 0 0 0 0

140



ACTUAL 16-17

ADOPTED BUDGET

17-18

REVISED BUDGET

17-18

ADOPTED BUDGET

18-19

PLANNING BUDGET

19-20

PLANNING BUDGET

20-21

PLANNING BUDGET

21-22

PLANNING BUDGET

22-23

100-40030-343716-030 EMS-MEDICAID REIMBURSEMENT 419,926 425,000 425,000 425,000 430,000 435,000 440,000 445,000

100-40030-343737-030 JLECC REIMB JONES COUNTY 239,273 275,000 275,000 298,000 290,000 290,000 290,000 290,000

100-40030-349501-030 GRANT KATE B REYNOLDS 0 0 0 0 0 0 0 0

100-40030-349502-030 GRANT PESTICIDE TRUST FUND 0 0 0 0 0 0 0 0

100-40030-349503-030 GRANT TOBACCO TRUST FUND-LCFM 0 0 0 0 0 0 0 0

100-40030-349504-030 GRANT COOP EXT PREVENT BLOCK 32,910 32,973 32,973 32,973 32,000 32,000 32,000 32,000

100-40030-349505-030 GRANT COOP EXT COMM TRAN 0 0 0 0 0 0 0 0

100-40030-349506-030 GRANT COOP EXT SHIIP 6,607 5,000 5,000 5,000 5,000 5,000 5,000 5,000

100-40030-349508-030 GRANT-AGVENTURES 2,500 0 0 0 0 0 0 0

100-40030-349633-030 GRANT REIMB SOIL CONSERVATION 25,189 25,000 25,000 25,000 25,000 25,000 25,000 25,000

100-40030-349634-030 VETERAN'S OFFICE REVENUE 2,000 1,400 1,400 1,000 1,400 1,400 1,400 1,400

100-40030-349721-030 HOUSING AUTHORITY 17,344 5,000 5,000 5,000 5,000 5,000 5,000 5,000

100-40030-354045-030 FEMA-HURRICANE MATTHEW 253,158 0 0 0 0 0 0 0

100-40030-359141-030 SCHOOL RESOURCE OFCRS BD OF ED 255,544 258,359 258,359 259,903 258,000 258,000 258,000 258,000

100-40030-359189-030 LOTTERY PROCEEDS SCHOOL DEBT 600,000 1,200,000 1,200,000 700,000 600,000 600,000 600,000 600,000

100-40030-383700-030 BEER WINE TAXES 152,908 150,000 150,000 150,000 150,000 150,000 150,000 150,000

100-40030-383731-030 ABC PROFITS 257,573 70,000 70,000 70,000 70,000 70,000 70,000 70,000

100-40030-383800-030 ABC LOCAL BOTTLE TAX 29,570 13,000 13,000 13,000 13,000 13,000 13,000 13,000

100-40030-383833-030 LAW ENFORCEMENT RESERVE 0 6,000 6,000 0 6,000 6,000 6,000 6,000

Total 40030 GF UNREST INTERG 2,720,789 2,947,502 2,947,502 2,347,376 2,231,600 2,218,900 2,290,400 2,233,900

100-40040-321206-040 PEG TACC 9 34,579 29,000 29,000 25,000 29,000 29,000 29,000 29,000

100-40040-321207-040 PEG LCBOE 34,579 29,000 29,000 25,000 29,000 29,000 29,000 29,000

100-40040-340009-040 GRANT JCPC ADVISORY COUNCIL 4,000 0 0 4,000 5,000 5,000 5,000 5,000

100-40040-340010-040 GRANT JCPC STRUCTURED DAY 173,627 0 0 173,627 175,000 175,000 175,000 175,000

100-40040-340019-040 JCPC PROGRAMS 0 206,571 206,571 0

100-40040-340032-040 GRANT STRCTRD DAY RESTITUTION 0 0 0 0 0 0 0 0

100-40040-340033-040 GRANT PARENTING MATTERS 49,281 0 0 0 0 0 0 0

100-40040-340034-040 GRANT LGPFC PARENTING SKILLS 0 0 0 0 0 0 0 0

100-40040-340037-040 GRT 8TH JUD DIST COM INTERV PG 120,000 120,000 95,000 120,000 120,000 120,000 120,000 120,000

100-40040-343110-040 SHF FEES CONC WEA APP STATE 35,880 30,000 30,000 30,000 30,000 30,000 30,000 30,000

100-40040-343141-040 FINES 282,652 325,000 325,000 325,000 325,000 325,000 325,000 325,000

100-40040-343142-040 FORFEITURES 3,610 3,000 3,000 3,000 3,000 3,000 3,000 3,000

100-40040-343147-040 GRANT HIDTA OCDETF 5,261 7,000 7,000 7,000 7,000 7,000 7,000 7,000

100-40040-343148-040 GRANT ICE 0 8,000 8,000 8,000 8,000 8,000 8,000 8,000

100-40040-343220-040 EMPG SUPPLEMENTAL 17,959 0 0 0 0 0 0 0

100-40040-348924-040 GRANT-HAVA 2016 0 0 0 0 0 0 0 0

100-40040-354043-040 OCCUPANCY &TOURISM TAX 3% 233,294 200,000 200,000 230,000 230,000 230,000 230,000 230,000

100-40040-354044-040 2016 DISASTER RECOVERY PGM 0 0 1,394,008 0 0 0 0 0

Total 40040 GF RESTR INTERGOV 994,722 957,571 2,326,579 950,627 961,000 961,000 961,000 961,000

141



ACTUAL 16-17

ADOPTED BUDGET

17-18

REVISED BUDGET

17-18

ADOPTED BUDGET

18-19

PLANNING BUDGET

19-20

PLANNING BUDGET

20-21

PLANNING BUDGET

21-22

PLANNING BUDGET

22-23 100-40050-321200-050 CABLEVISION FEES 0 0 0 0 0 0 0 0

100-40050-326109-050 PRIVILEGE LICENSE 3,255 5,000 5,000 0 5,000 5,000 5,000 5,000

100-40050-341086-050 RENT HANNIBAL COASTAL HORIZONS 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000

100-40050-341186-050 RENT FARMLAND 800 800 800 800 800 800 800 800

100-40050-341286-050 RENT BOWEN PROPERTIES 3,530 3,600 3,600 3,530 3,600 3,600 3,600 3,600

100-40050-341841-050 REGISTER OF DEEDS FEES 192,563 190,000 190,000 190,000 190,000 190,000 190,000 190,000

100-40050-341844-050 REAL ESTATE TRANSFER FEES 84,817 100,000 100,000 90,000 100,000 100,000 100,000 100,000

100-40050-341845-050 ROD FLOODPLAIN MAPPING FEE 14,257 13,000 13,000 13,000 13,000 13,000 13,000 13,000

100-40050-343100-050 SHERIFF FEES 92,352 110,000 110,000 90,000 110,000 110,000 110,000 110,000

100-40050-343101-050 SHERIFF VEHICLE STORAGE FEE 4,010 3,000 3,000 0 1,500 1,500 1,500 1,500

100-40050-343102-050 SHERIFF-CIVIL PROCESS FEE 63,229 62,500 62,500 62,500 62,500 62,500 62,500 62,500

100-40050-343111-050 SHF FEES CONC WEA APP COUNTY 30,401 30,000 30,000 30,000 30,000 30,000 30,000 30,000

100-40050-343112-050 SHERIFF FEES TAX EXECUTIONS 0 1,000 1,000 1,000 500 500 500 500

100-40050-343113-050

SHERIFF REIMBURSEMENT

LAGRANGE 542,688 523,682 523,682 520,148 578,562 578,562 578,562 578,562

100-40050-343121-050 ARREST FEES 111,375 100,000 100,000 100,000 100,000 100,000 100,000 100,000

100-40050-343145-050 COURT FACILITY FEES 105,039 110,000 110,000 110,000 110,000 110,000 110,000 110,000

100-40050-343189-050 SHERIFF VEHICLE USAGE FEE 0 200 200 0 200 200 200 200

100-40050-343231-050 JAIL FEES FICA BENEFITS 13,000 12,000 12,000 6,000 12,000 12,000 12,000 12,000

100-40050-343233-050 JAIL MEDICAL ATTENTION 0 1,000 1,000 0 1,000 1,000 1,000 1,000

100-40050-343289-050 COMMISSION INMATE ACCT FUND 41,069 32,000 32,000 45,000 32,000 32,000 32,000 32,000

100-40050-343441-050 FINES FIRE CODE VIOLATIONS 200 500 500 0 500 500 500 500

100-40050-343541-050 INSPECTIONS PERMIT FEES 135,943 125,000 125,000 211,000 125,000 125,000 125,000 125,000

100-40050-343701-050

EMS NON EMERGENCY TRANSPORT

FE 10,171 0 0 0 0 0 0 0

100-40050-343702-050 EMS- DEBT SETOFF PAYMENTS 119,310 50,000 50,000 75,000 50,000 50,000 50,000 50,000

100-40050-343705-050 REIMB SCHOOLS EMS AT BALLGAMES 13,591 10,000 10,000 15,000 6,000 6,000 6,000 6,000

100-40050-343708-050 COMMUNITY MEDIC 1,125 57,531 57,531 116,126 115,062 115,062 115,062 115,062

100-40050-343741-050 EMERG MED SERVICES FEES 1,841,722 2,000,000 2,000,000 1,900,000 2,000,000 2,000,000 2,000,000 2,000,000

100-40050-345086-050 RENT RES DEV BLDG TRANSPORT 12,948 12,950 12,950 12,950 12,950 12,950 12,950 12,950

100-40050-345285-050 REIMB FROM TRANSP VEH INS 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000

100-40050-347243-050 INDIRECT COSTS FROM LANDFILL 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000

100-40050-349141-050 PLANNING FEES 690 1,000 1,000 1,000 1,000 1,000 1,000 1,000

100-40050-349586-050 RENT LIVESTOCK ARENA RENTAL 0 0 0 1,000 0 0 0 0

100-40050-352086-050 RENT MENTAL HEALTH EASTPOINTE 90,791 62,500 62,500 100,000 62,500 62,500 62,500 62,500

100-40050-383486-050 RENT ABC/ELECTIONS COMPLEX 31,200 31,200 31,200 31,200 31,200 31,200 31,200 31,200

100-40050-383487-050 RENT SIGN HWY 11 55 400 400 400 400 400 400 400 400

142



ACTUAL 16-17

ADOPTED BUDGET

17-18

REVISED BUDGET

17-18

ADOPTED BUDGET

18-19

PLANNING BUDGET

19-20

PLANNING BUDGET

20-21

PLANNING BUDGET

21-22

PLANNING BUDGET

22-23 100-40050-384020-050 5 COLLECTION FEE OCCUPANCY TAX 12,279 10,000 10,000 12,000 9,250 9,250 9,250 9,250

100-40050-384089-050 FILING FEES ELECTIONS 0 0 0 0 250 250 250 250

100-40050-384143-050 TAX COLLECT FEE 1 5 LAGRANGE 5,608 7,500 7,500 7,500 5,000 5,000 5,000 5,000

100-40050-384242-050 COMMISSION JAIL TELEPHONE 87,975 110,000 110,000 90,000 110,000 110,000 110,000 110,000

100-40050-384243-050 COLLECT FEE 1 5 PINK HILL 908 2,500 2,500 2,500 3,000 3,000 3,000 3,000

100-40050-384281-050 TAX DEPT SALE OF COPIES MAPS 0 100 100 100 100 100 100 100

100-40050-384286-050 FLOOD BUYOUT LAND LEASE 60 100 100 100 100 100 100 100

100-40050-384289-050 MISCELLANEOUS 24,412 10,000 10,000 25,000 10,000 10,000 10,000 10,000

100-40050-384343-050 COLLECT FEE 1 5 KINSTON 105,310 117,000 117,000 125,000 145,000 145,000 145,000 145,000

100-40050-384443-050 COLLECT FEE 1 5 GRIFTON 0 100 100 0 100 100 100 100

100-40050-398143-050 INDIRECT COSTS FROM TRANS.FUND 12,800 12,800 12,800 12,800 12,800 12,800 12,800 12,800

Total 40050 GEN FUND PERMITS

FEES 3,838,825 3,997,963 3,997,963 4,079,654 4,129,874 4,129,874 4,129,874 4,129,874

Total 40051 GEN FUND HLTH REV 1,962,442 1,714,693 1,754,118 1,675,421 1,700,000 1,700,000 1,700,000 1,700,000

Total 40053 GEN FUND DSS REV 9,291,684 10,290,896 10,412,604 7,737,057 7,800,000 7,800,000 7,800,000 7,800,000

100-40080-343742-080 EMS-WALMART GRANT 1,725 0 0 0 0 0 0 0

100-40080-349544-080 SNAP PROCEEDS FARMERS MARKET 521 650 650 0 0 0 0 0

100-40080-383149-080

INTEREST ON INVESTMENTS (bond

sales indl) 158,354 15,000 15,000 200,000 100,000 100,000 100,000 100,000

100-40080-383582-080 SALE OF FIXED ASSETS EQUIP VEH 2,838 200 200 5,000 200 200 200 200

100-40080-383680-080 SALE OF FIXED ASSETS BUILDING 0 0 0 0 0 0 0 0

100-40080-383682-080 SALE OF FIXED ASSETS LAND 6,065 0 0 0 0 0 0 0

100-40080-383945-080 INTEREST ON NCVTS COLLECTIONS 2,451 1,500 1,500 1,500 1,500 1,500 1,500 1,500

100-40080-384284-080 INSURANCE-HURRICANE MATTHEW 0 0 0 0 0 0 0 0

100-40080-384285-080 INSURANCE 66,457 5,000 23,671 5,000 5,000 5,000 5,000 5,000

100-40080-392016-080 REBATE RZEDB JAIL PROJ 357,879 278,749 278,749 332,791 307,193 281,593 255,994 230,394

100-40080-392082-080

HOSPITAL ANNUAL PAYMENT (12 of

20) 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000

Total 40080 GEN FUN MISC REV 1,096,291 801,099 819,770 1,044,291 913,893 888,293 862,694 837,094

100-40090-398121-090 TRNFR FROM SCHOOL CAP RESERVE 2,700,000 2,250,000 2,250,000 2,250,000 2,000,000 1,800,000 1,500,000 1,500,000

Total 40090 GF INTRFUND TRNSF IN 2,700,000 2,250,000 2,250,000 2,250,000 2,000,000 1,500,000 1,500,000 1,500,000

Total GF Revenues 66,823,116 64,058,815 65,607,627 62,197,780 62,052,954 61,718,639 61,969,279 62,092,678

100-40095-399198-095 FUND BAL APPROP UNDES UNRES 0 0 0 0 0 0 0 0

100-40095-399199-095 FUND BALANCE APPROPRIATED 0 4,097,709 4,097,709 3,853,237 5,913,780 6,956,976 7,168,573 7,255,245

Total 40095 GF FUND BAL APPROP 0 4,097,709 4,527,886 3,853,237 5,913,780 6,956,976 7,168,573 7,255,245

Total 100 GENERAL FUND 66,823,116 68,156,524 70,135,513 66,051,017 67,966,734 68,675,615 69,137,852 69,347,923

143

REVENUE/EXPENDITURE GENERAL FUND/FUND BALANCE FORECAST FISCAL YEAR 2018-2019

PLANNING YEARS

ADOPTED REVISED ADOPTED PLANNING PLANNING PLANNING PLANNING

ACTUAL BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET BUDGET

16-17 17-18 17-18 18-19 19-20 20-21 21-22 22-23

GENERAL FUND AGENCIES 36,272,444 40,910,426 41,541,073 38,571,069 38,956,780 39,346,347 39,739,811 40,137,209

OUTSIDE AGENCIES 707,238 773,760 773,760 761,610 769,226 776,918 784,688 792,534

PROCESS FUNDS - (Pass Through) 905,459 900,627 2,301,970 932,627 941,953 951,373 960,887 970,495

NON-DEPARTMENTAL 1,796,500 1,746,085 1,693,085 1,671,678 1,688,395 1,705,279 1,722,332 1,739,555

SCHOOLS-OPER & CAP 10,100,000 10,000,000 10,000,000 10,000,000 10,100,000 10,201,000 10,303,010 10,406,040

COMMUNITY COLLEGE 2,260,000 2,360,000 2,360,000 2,410,000 2,434,100 2,458,441 2,483,025 2,507,856

CULTURAL 740,500 740,500 740,500 740,500 747,905 755,384 762,938 770,567 RECREATION 899,000 899,000 899,000 920,000 929,200 938,492 947,877 957,356

DEBT SERVICE 7,384,788 7,164,018 7,164,018 6,921,126 6,921,125 6,602,500 6,398,824 6,184,735

CONTINGENCY 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 TRANSFERS TO: INSURANCE FUND 1,039,000 0 0 0 0 0 0 0 REVALUATION FUND 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENTS FUND 1,863,973 2,101,623 2,101,623 2,601,407 2,370,323 2,194,056 1,975,404 1,725,939 VEHICLE REPLACEMENT FUND 507,902 510,485 510,485 471,000 475,000 490,000 520,000 550,000 DISASTER EXPENSES MATTHEW 2016 1,643,520 0 0 0 0 0 0 0 CAPITAL PROJECTS 0 0 0 0 0 0 0 0 TRANSPORTATION FUND 0 0 0 0 0 0 0 0 CAPITAL PROJECTS-JAIL 0 0 0 0 0 0 0 0 E-911 REIMBURSEMENT 0 0 DSS - INCREASES-LOCAL 0 0 0 0 EMPLOYEE HEALTH & BENEFIT INCREASES SALARY INCREASES 500,000 480,000

TOTAL CURRENT YEAR EXPENDITURES 66,120,324 68,156,524 70,135,514 66,051,017 66,884,007 66,469,790 67,128,795 66,792,286

ASSIGNED FUND BALANCE APPROPRIATED 0 4,097,709 4,527,886 3,853,237 3,312,250 0 0 0 UNASSIGNED FUND BALANCE APPROPRIATED 0 0 0 0 1,778,184 6,956,976 3,683,829 3,098,910 0 4,097,709 4,527,886 3,853,237 5,090,434 6,956,976 3,683,829 3,098,910

TOTAL CURRENT REVENUE 66,574,735 64,058,815 65,607,628 62,197,780 63,578,370 63,281,499 63,444,966 63,693,376 PROJECTED UNASSIGNED FUND BALANCE 11,131,465 11,131,465 11,131,465 11,131,465 9,353,281 2,396,305 -1,287,524 -4,386,434 6/30/2017 6/30/2018 6/30/2019 6/30/2020 6/30/2021 6/30/2022 6/30/2023

144

145

13,338,984

13,224,065 13,631,305 13,210,203

13,376,801 13,293,958 13,425,759

13,358,457

5,335,593

5,289,626 5,452,522 5,284,081 5,350,721

5,317,583 5,370,304

5,343,383

11,374,838 11,131,465 11,131,465 11,131,465

9,353,281

2,396,305

(1,287,524)

(4,386,434)

(6,000,000)

(4,000,000)

(2,000,000)

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23

$

FY 18-19 GENERAL FUND UNASSIGNED FUND BALANCE - 20% GOAL

GOALS MINIMUM REQUIRED PROJECTED

MINIMUM REQUIRED8%

PROJECTED

GOAL

DEBT SERVICE

DEBT SERVICE

General Fund Debt is included in specific departments and Funds; ie, Debt Service Department, Capital Improvements Fund, and the School Capital Building Fund.

HISTORY: General Fund Debt includes Series 2007 Public Improvement Bonds sold in February 2007 and to be paid in full in 2028 and Series 2008 School Bonds sold in May 2008 and to be paid in full in 2029. On March 19, 2013, the County issued Series 2013 General Obligation Refunding Bonds in the amount of $18,970,000. These bonds were issued to take advantage of a favorable Bond Market and pay off a portion of the higher interest rate, Series 2007 Public Improvement Bonds. These Series 2013 Refunding Bonds will be paid in full in 2028. On November 19, 2015, the County issued Series 2015 General Obligation Refunding Bonds in the amount of $24,318,000. These bonds were issued to take advantage of a favorable Bond Market and pay off a portion of the higher interest rate, Series 2008 Public Improvement Bonds. These Series 2015 Refunding Bonds will be paid in full in 2029.

Other General Fund Debt includes an installment payment for a Recovery Zone Economic Development Bond (RZEDB) loan for jail construction; which originated in October 2010 and will be paid in full in 2030. Also included in General Fund Debt is an interest free loan of $576,923.08 from the Eastern Region. These funds were used as a portion of the County’s contribution toward the sewer expansion to the Hwy. 70 West Industrial Park.

STATUTORY REQUIREMENTS:

North Carolina General Statute 159-55 prohibits counties from issuing general obligation debt in excess of 8% of the appraised value of property subject to its taxation. The statutory limit reported by the County’s independent auditors as of 6/30/17 was $283,376,057 and the existing debt was $59,709,137 well within the statutory limit. The projected statutory limit for June 30, 2018, based on estimates, is $4,059,000,000 with existing debt of $58,085,231 also well within the statutory limit. This calculation is shown below:

Assessed Value of taxable property (real and personal) $4,059,000,000 x 0.08 Debt limit (8% of assessed value) $324,720,000

Gross Debt: Total General Obligation $44,574,000 Installment Purchases 13,180,769

Capital Leases 115,385 Total amount of debt applicable to debt limit (net debt) $58,085,231

Legal debt margin (debt limit “minus” total debt) $259,754,769

146

DEBT SERVICE

FISCAL YEAR ANNUAL PRINCIPAL

PAYMENT ANNUAL INTEREST

PAYMENT * TOTAL ANNUAL GENERAL

FUND DEBT SERVICE FY 18-19 $4,955,384.64 $1,965,740.00 $6,921,124.64 FY 19-20 $4,817,000.00 $1,785,500.00 $6,602,500.00 FY 20-21 $4,793,000.00 $1,605,823.50 $6,398,823.50

FY 21-22 $4,758,000.00 $1,426,735.00 $6,184,735.00 FY 22-23 $4,718,000.00 $1,248,659.00 $5,966,659.00 FY 23-24 $4,677,000.00 $1,071,795.50 $5,748,795.50 FY 24-25 $4,693,000.00 $896,169.00 $5,589,169.00 FY 25-26 $4,649,000.00 $719,453.00 $5,368,453.00 FY 26-27 $4,602,000.00 $545,597.50 $5,147,597.50

FY 27-28 $4,537,000.00 $389,576.00 $4,926,576.00 FY 28-29 $3,676,000.00 $238,062.00 $3,914,062.00

FY29-30 $925,000.00 $113,775.00 $1,038,775.00

FY30-31 $925,000.00 $56,887.50 $981,887.50

TOTALS $52,725,384.64 $12,063,773.00 $64,789,157.64

*Note: includes - Series 2007 Public Improvement Bonds sold in 2007, non-refunded portion will be paid in full in 2017.

Series 2008 School Bonds sold in 2008, non-refunded portion will be paid in full in 2018.

Series 2013 Refunding Bonds (Series 2007) sold in 2013 and will be paid in full in 2028.

Jail Construction, RZEDB, Loan originated in 2010 and will be paid in full in 2030.

Smithfield Sewer Project, Loan originated in 2014 and will be paid in full in 2019.

Series 2015 Refunding Bonds (Series 2008) sold in 2015 will be paid in full in 2029.

147

FUNDS OUTSIDE GENERAL FUND

INSURANCE FUND

The Insurance Fund operates as an “Internal Service” Fund for Health and Life Insurance for employees, their dependents and families, and retirees. Effective July 1, 2018, Lenoir County has transitioned to a fully insured model for Health Insurance with BCBS of NC and will be self-insured for Dental with Delta Dental Handling Administration and claim payment processing.

HISTORY / TRENDS: Local governments and private employers are experiencing a geometric increase in health insurance costs. This situation could occur in Lenoir County Government, particularly because of: 1) an aging work force; 2) some significant medical claims; 3) increasing drug costs; and 4) increasing medical/hospitalization costs.

BUDGETARY STRATEGY: For the upcoming fiscal year both employee and employer contributions have been increased, and we have moved to a paid Dental plan for Employees and for Health Insurance we will be offering two plan options: a Qualified High Deductible Health Plan base plan with a Health Saving Account and a buy-up PPO Plan For those enrolled in the HDHP HSA plan, Lenoir County Government will make an annual contribution to your Health Savings Account. Those with individual coverage will receive $800 and those with dependent coverage will receive $1600. You will probably not see a cost savings this year since we have 6 month run out on claims to process, and do not fully know the risks that may occur and how that would affect our stop/loss carry forward premiums. SUMMARY OF REVENUES

2016-17 Actual

Orig 2017-18 Budget

Rev 2017-18 Budget

Adopted 2018-19

1,039,000

364,620

364,620 Transfer From General Fund

0

74,184

80,000

80,000 Deductions Life Insurance

80,000

BCBS Health Insurance Prem (NEW)

4,147,164

4,173,561

4,220,240

4,220,240 Deductions Health Insurance

235,000

HSA Card expense (New) 280,000

99,357

100,500

100,500

Refunds / Interest

40,000

0 0 0


5,386,102

4,765,360

4,765,360

Total

4,782,164

148

SUMMARY OF EXPENDITURES

2016-17 Actual Orig 2017-18 Budget

Rev 2017-18 Budget

Adopted 2018-19

EMP HSA Card Exp 280,000

BCBS Premiums

4,218,000

68,555

80,000

80,000

Life Insurance Premiums

80,000

4,790,406

4,633,660

4,633,660 Claims Paid/admin 193,164

EMP Assistance Ins

11,000

18,360

50,000

50,000 Transitional Reinsurance Program (ACA)

0

1,475

1,700

1,700 PCORI Fee (ACA)

0

4,878,796

4,765,360

4,765,360 Total

4,782,164

Delta Dental of North Carolina will be our new dental carrier. Dental will no longer be bundled with health and will be voluntary.

The plan is the same design as your current MedCost plan. Dental Rates for the July 1, 2018 – June 30, 2019 Plan Year:

Delta Dental

Retiree Retiree/ Retiree/ Retiree/

Only Spouse Child(ren) Family

Employee Monthly

Contribution $32.00 $63.00 $56.00 $90.00

149

Following is a highlight of the benefits offered in both plans.

In-Network Benefits BASE PLAN BUY-UP PPO

Blue Options HDHP HSA Blue Options PPO

PCP Copay 100% after deductible $25

Specialty Copay 100% after deductible $50

Telehealth Copay Capped at $45 $25

Urgent Care Copay 100% after deductible $50

Emergency Room Copay 100% after deductible $300

Preventive Services 100% 100%

Individual Deductible $2,000 $1,500

Family Deductible $4,000 $3,000

Individual OOP Max $2,000 $4,500

Family OOP Max $4,000 $9,000

Coinsurance 0% 30%

O/P Surgery 100% after deductible Ded then 30%

I/P Services 100% after deductible Ded then 30%

Maternity 100% after deductible Ded then 30%

Physical Therapy/OCC Therapy/Speech Therapy Copay (visit limits apply)

100% after deductible $50

Rx Copays

100% Generic Enhanced/100% after deductible $10/$45/$60

Rx Copay - Specialty Drugs 100% after deductible 75% ($50 min to $100 Max)

150

Following are Health Rates for the July 1, 2018 – June 30, 2019 plan year:

HDHP/HSA Base Plan

Retiree Retiree/ Retiree/ Retiree/ Retiree/

Only Spouse 1 Child Children Family

Monthly Premium $563.49 $1,100.19 $691.02 $949.35 $1,606.20

Employer Monthly Contribution $563.49 $563.49 $563.49 $563.49 $563.49

Employee Monthly Contribution $0.00 $536.70 $127.53 $385.86 $1,042.71

EMPLOYER HSA Annual

Contribution* Employee Only $800.00

Employee/Dependent(s) $1,600.00

* New Hires during the

year will receive pro-rated

contribution

PPO Buy Up Plan

Retiree Retiree/ Retiree/ Retiree/ Retiree/

Only Spouse 1 Child Children Family

Monthly Premium $611.38 $1,258.54 $861.49 $1,278.51 $1,833.00

Employer Monthly Contribution $563.49 $563.49 $563.49 $563.49 $563.49

Employee Monthly Contribution $47.89 $695.05 $298.00 $715.02 $1,269.51

151

VEHICLE REPLACEMENT PROGRAM FUND TYPE: CAPITAL FUND

DESCRIPTION: The Vehicle Replacement Program Fund serves to pay for the scheduled replacement of vehicles. Funds are appropriated in the General Fund on an annual basis for vehicle replacement and transferred to this fund for their encumbrance and purchase of vehicles as applicable for various County departments. Appropriations to and expenditures from the fund are recommended by the County Manager and approved by the Board of Commissioners.

HISTORY. In FY14-15 the County purchased nine (9) Dodge Chargers and one (1) Ford Explorer for the Sheriff’s Department as well as one (1) F-250 pickup truck for Emergency Services. Two (2) ambulance boxes were mounted on two (2) new chassis for the Emergency Services Department this fiscal year as well. For FY15-16, the County purchased (10) patrol vehicles within the Sheriff’s Department and one (1) truck and one (1) SUV for Emergency Services. The County “re-boxed,” onto new cabs and chassis, two (2) ambulances within the current fleet, which essentially replace two (2) ambulances for the price of one (1) new unit. For FY16-17, $444,402 was appropriated for the replacement of ten (10) patrol vehicles including (8) Dodge chargers and (2) Ford explorers within the Sheriff’s Department and one (1) truck for Emergency Services and one (1) Ford Expedition. The County also “re-boxed,” onto new cabs and chassis, two (2) ambulances within the current fleet, which resulted in essentially replacing two (2) ambulances for the price of one (1) new unit. For FY17-18, $510,485 is appropriated for the replacement of ten (10) patrol vehicles including (5) Dodge chargers and (5) Ford explorers within the Sheriff’s Department. The County will also “re-box,” onto new cabs and chassis, two (2) ambulances within the current fleet, which will result in essentially replacing two (2) ambulances for the price of one (1) new unit and will replace 2 QRV with new SUVs.

GOALS: For FY18-19, $471,000 is appropriated for the replacement of nine (9) patrol vehicles including (8) Dodge chargers and (1) Chevrolet Traverse within the Sheriff’s Department. LaGrange will reimburse us for one (1) Dodge Charger ($22,647). The County will also “re-box,” onto new cabs and chassis, two (2) ambulances within the current fleet, which will result in essentially replacing two (2) ambulances for the price of one (1) new unit and will replace 2 QRV with new SUVs. The Sheriff and County Manager agree that patrol vehicles will be replaced when their mileage is in the 125,000 to 150,000 range. The Board has adopted this policy, and clear direction is now provided to the Manager and Sheriff with regard to vehicle replacement.

152

VEHICLE REPLACEMENT PROGRAM FUND TYPE: CAPITAL FUND

SUMMARY REVENUES:


0 0 26,347 Insurance Reimbursements 0

0 0 0 Trnsf from Controlled Substance 0

0 0 0 Interest on Investments 0

507,902 510,485 510,485 General Fund Transfer 471,000

0 0 0 Sale of Vehicles 0

0 0 0 Fund Balance Appropriated 0

507,902 510,485 536,832 Total 471,000

SUMMARY EXPENDITURES:


374,998 270,485 274,485 Capital Outlay / Vehicles 216,000

166,136 240,000 235,070 Capital Outlay / Ambulances 255,000

0 0 0 Capital Outlay / Other Vehicles 0

0 0 0 Capital Reserve 0

326 0 0 Miscellaneous Expenditures 0

541,460 510,485 509,555 Total 471,000

153

SHERIFF – FEDERAL FORFEITURE FUND TYPE: SPECIAL REVENUES

DESCRIPTION: The Office of Sheriff is a constitutional office elected by the people. Responsibilities include the enforcement of State laws, county ordinances, the service of all warrants issued by the Courts, civil process papers issued by the Clerk's Office, courtroom security, jail operations, and all alcohol beverage control laws and narcotics laws. By working and concentrating on reducing drug related crime in Lenoir County, this agency also seizes drug money which is returned to the agency as a revenue asset to supplement the agency by purchasing equipment and other items which was not originally budgeted. These funds must be used to enhance the Sheriff’s Office budget and must not be used to supplant it.

FY 16-17 HIGHLIGHTS: Federal Forfeiture funds were used to purchase riot control equipment for the Sheriff’s Office and Detention Center and a Mobile Command Center to replace an aging vehicle.

FY 17-18 GOALS: The Sheriff will use these funds to purchase equipment as needed that was not budgeted in the General Fund, to aid in the investigation of crimes, relieving the taxpayers of this expense. At the current time, there are no planned purchases.

REVENUES 2016-2017 ACTUAL



ADOPTED 2018-2019

9,940 10,000 10,000 FORF. DRUG PROC. 50,000

0 0 0 ICE PROCEEDS 0

128 100 100 INTEREST 0

19,900 39,900 FUND BALANCE APP. 0

10,068 30,000 50,000 TOTAL 50,000

EXPENDITURES 2016-2017 ACTUAL



ADOPTED 2018-2019

0 0 0 SALARIES 0

0 0 0 BENEFITS 0

3,508 10,000 10,000 OPERATING 20,000

106,557 20,000 40,000 CAPITAL OUTLAY 30,000

110,065 30,000 50,000 TOTAL 50,000

154

Sheriff - State Controlled Substance Tax Fund Type: Special Revenues

DESCRIPTION: The Office of Sheriff is a constitutional office elected by the people. Responsibilities include the enforcement of State laws, county ordinances, the service of all warrants issued by the Courts, civil process papers issued by the Clerk's Office, courtroom security, jail operations, and all alcohol beverage control laws and narcotics laws. By working and concentrating on reducing drug related crime in Lenoir County, this agency also seizes drug money which is returned to the agency as a revenue asset to enhance the agency by purchasing equipment and other items which was not originally budgeted. These funds must be used to enhance the Sheriff’s Office budget and must not be used to supplant it. FY 17-18 HIGHLIGHTS: The Sheriff used State Controlled Substance funds to purchase evidence processing items needed for the Sheriff’s Office that were outside the budgeted amount. FY 18-19 GOALS: At this time the Sheriff has no immediate plans to make expenditures from this line during the 2018-2019 fiscal year.

REVENUES

EXPENDITURES

155

2016-2017 ACTUAL



ADOPTED 2018-2019

14,754 5,000 5,000 CONT. SUBS. TAX 15,000

17 100 100 INTEREST 0

9,900 9,900 FUND BALANCE APP. 0

14,771 15,000 15,000 TOTAL 15,000

2016-2017 ACTUAL



ADOPTED 2018-2019

0 0 0 SALARIES 0

0 0 0 BENEFITS 0

5,080 5,000 5,000 OPERATING 5,000

0 10,000 10,000 CAPITAL OUTLAY 10,000

5,080 15,000 15,000 TOTAL 15,000

PUBLIC SCHOOL CAPITAL FUND

FUND TYPE: SPECIAL REVENUE FUND

The Public School Capital Fund exists to report the on-going revenues, debt service, and capital improvements for the Lenoir County Public Schools. In previous years, there were debt service expenditures to fund projects built with proceeds from the 1992 Refunded School Bonds. This is not a capital project fund; rather, it accounts for the annual revenues earmarked for specific school construction projects as determined by the School Board and possibly the electorate. By accounting for these revenues and expenditures in a special revenue fund, any unused monies will carry over to the next year, funding deficits in some years and building a positive fund balance in others, as well as to pay for schools’ major capital facilities’ improvements. The intent of this fund is to report on an annual basis the mandatory earmarked capital funding for schools.

PROJECTED REVENUES FOR FY 18-19:

Revenues are earmarked and legally restricted for school capital facilities (30% of the Article 40, ½ cent sales tax, and 60% of the Article 42, additional ½ cent sales tax). Based on FY 15-16 actual collections, limited growth is predicted for five (5) upcoming fiscal years. This is a safe, conservative approach, recommended at this time. If conditions change positively, or if more revenues accrue beyond projections, it will only benefit and accelerate completion of designated capital uses in this fund.

REVENUE SOURCES

Actual

FY 2016-17

Original Budget

FY 2017-18

Revised Budget

FY 2016-17

Adopted

FY 2018-19 30% Article 40 Sales Tax 574,238 600,000

600,000 700,000

60% Article 42 Sales Tax 1,148,477 1,200,000 1,200,000 1,300,000


200

200

0

Fund Balance Appropriated

0

947,500 1,319,010

250,000

State School Building Capital Fund 0 0 0 0

TOTAL 1,723,554 2,747,700 3,119,210 2,250,000

157

PUBLIC SCHOOL CAPITAL FUND FUND TYPE: SPECIAL REVENUE

PROJECTED EXPENDITURES FOR FY 18-19 AND BEYOND: On May 2, 2006, a referendum was passed by the citizens of Lenoir County for a $69,700,000 School Bond to be used for school construction. During FY 07-08 School General Obligation Bond Construction projects were transferred to Fund 41 (School Bond Construction Fund).

EXPENDITURES

Actual

FY 2016-17

Original Budget

FY 2017-18

Revised Budget

FY 2017-18

Adopted

FY 2018-19 Capital Reserve

369,504

749,883

869,210

450,000

Transfer to General Fund – Debt Service 2,700,000 2,700,000 2,700,000 2,250,000

TOTAL 3,069,504 3,449,883 3,569,210 2,700,000

158

LENOIR COUNTY TRANSIT

ANGELA GREENE

TRANSIT DIRECTOR

4510-14-201

SHAWN HOWARD

OPERATIONS MANAGER

4510-14-186

WILLARD GRADY

VEHICLE OPERATOR I (FT)

4510-14-009

JOE HEDGEPETH


4510-14-013

MILTON KENNEDY

VEHICLE OPERATO R I (FT)

4510-14-019

ANTHONY STRAYHORN


4510-14-028

ANTHONY GO NZALES


4510-14-051

RYESHA FO YE

VEHICLE O PERATOR I (FT)

4510-14-052

KIMBERLY WEBB

ADMIN. ASSISTANT III

4510-03-131

CRYSTAL ROUSE

SECRETARY (PT)

4510-04-011

ERICSON BARWICK

DISPATCHER (FT)

4510-13-002

JIMMY EUBANKS

DISPATCHER/SCHEDULER

4510-13-001

ANTONIO HARDY

VEHICLE OPERATOR I

4510-14-001

VACANT

VEHICLE OPERATOR I

4510-14-004

RODNEY BROCK

VEHICLE OPERATOR I

4510-14-005

SAMUEL WILSON

VEHICLE OPERATOR I

4510-14-006

ASHLEY ADAMS

VEHICLE OPERATOR I

4510-14-007

GREGORY HARRIS

VEHICLE OPERATOR I

4510-14-008

VELTO GREENE

VEHICLE OPERATOR I

4510-14-010

IVEY OUTLAW

VEHICLE OPERATOR I

4510-14-011

DAVID COWLEY

VEHICLE OPERATOR I

4510-14-014

CALVIN HOLLOWAY

DISPATCHER

4510-13-004

MILTON HARPER

VEHICLE OPERATOR I

4510-14-015

JAMES HODGES

VEHICLE OPERATOR I

4510-14-016

DONALD WADE

VEHICLE OPERATOR I

4510-14-017

JOHN GARRIS

VEHICLE OPERATOR I

4510-14-018

MILES BROWN

VEHICLE OPERATOR I

4510-14-020

REX MINTON

VEHICLE OPERATOR I

4510-14-021

VACANT

VEHICLE OPERATOR I

4510-14-022

TUAN COUCH

VEHICLE OPERATOR I

4510-14-023

CLINTON SMITH

VEHICLE OPERATOR I

4510-14-024

JAMES MCMORDIE

VEHICLE OPERATOR I

4510-14-026

BARBARA GRAY

VEHICLE OPERATOR I

4510-14-027

CYNTHIA LONG

VEHICLE OPERATOR I

4510-14-029

RODNEY HOLOWAY

VEHICLE OPERATOR I

4510-14-030

MARLIN WITHERSPOON

VEHICLE OPERATOR I

4510-14-031

BILL LOWERY

VEHICLE OPERATOR I

4510-14-032

SARAH WILLIAMS

VEHICLE OPERATOR I

4510-14-033

MILTON EDWARDS

VEHICLE OPERATOR I

4510-14-034

VACANT

VEHICLE OPERATOR I

4510-14-035

TRACIE MEWBORN

VEHICLE OPERATOR I

4510-14-036

JOHN WITHERSPOON

VEHICLE OPERATOR I

4510-14-037

SHONDAL JONES

VEHICLE OPERATOR I

4510-14-038

JO SEPH CHAPMAN

VEHICLE OPERATOR I

4510-14-039

LEROY MCBRIDE

VEHICLE OPERATOR I

4510-14-040

QUASAR ANDERSON

VEHICLE OPERATOR I

4510-14-041

ROSA TONIA

VEHICLE OPERATOR I

4510-14-042

VACANT

VEHICLE OPERATOR I

4510-14-043

VACANT

VEHICLE OPERATOR I

4510-14-044

VACANT

VEHICLE OPERATOR I

4510-14-045

VACANT

VEHICLE OPERATOR I

4510-14-046

VACANT

VEHICLE OPERATOR I

4510-14-047

VACANT

VEHICLE OPERATOR I

4510-14-048

VACANT

VEHICLE OPERATOR I

4510-14-049

VACANT

VEHICLE OPERATOR I

4510-14-050

159

TRANSPORTATION DEPARTMENT FUND FUND TYPE: SPECIAL REVENUE

DESCRIPTION: The Transportation Department is responsible for the continuous operations of Lenoir County Transit (LCT), the counties public transportation system. LCT committed to connecting our community to education, employment, goods and services that may not otherwise be accessible. LCT’s budget is subsidized by Federal and State grants; transportation service provided to clients of the Department of Social Services and Council on Aging, and students of Lenoir Community College; and by proceeds generated from the fares collected and tickets sold to the general public, under the Rural General Public Transportation Program and the Elderly and Disabled Transportation Assistance Program. LCT’s mission is to provide reliable and affordable transportation services to the citizens of Lenoir County. Public transportation contributes to strengthening and enhancing the community we serve by providing citizens a vital connection to education, employment, goods and services. Making these locations more accessible to our citizens is a critical component to Lenoir County’s economic growth and advancement. FY 2017-2018 HIGHLIGHTS: Lenoir County Transit has had some major accomplishments for FY 2017-2018:

1. Purchased three (3) new wheelchair lift equipped replacement vehicles. 2. Revenue per ride has increased by 18% over the past 5 years. 3. Passenger trips have increased by 15% over the past 3 years. 4. Implemented an effective Employee Development Program to improve and strengthen workplace morale, reinforce teamwork and

increase employee retention. 5. Found to be 100% compliant during the triennial audit of LCT’s System Safety Plan (SSP) conducted by the NCDOT Public

Transportation Division. 6. Many of LCT’s policies were created or revised to ensure Federal and State compliance, including

FY 2018-2019 GOALS: Goals for the upcoming year for Lenoir County Transit include: 1) Continue increasing ridership and revenue to enable the possibility of a reduction in fares; 2) Continue to assess services and operations to increase reliability and efficiency; 3) Continue to evaluate methods of accepting debit or credit card payments to provide more payment options to our passengers; 4) Transition one part-time Dispatcher position to full-time to meet the demands of increased passenger trips; 5) Evaluate various measures of reducing operational costs and decreasing expenses; 6) Continue to identify areas of improvement to continue strengthening workplace morale and employee retention.

160

TRANSPORTATION DEPARTMENT FUND FUND TYPE: SPECIAL REVENUES SUMMARY OF REVENUES



Revised 2017-18 Budget*

2018-19 Budget

76,605.51 76,354.00 76,354.00 Grant – Elderly & Disabled Transportation 76,354.00

304,769.00 269,633.00 269,633.00 NCDOT State Grant (CTP Admin) 215,531.00

90,741.50 90,361.00 90,361.00 Grant - Rural General Public 90,361.00

61,924.60 65,000.00 65,000.00 Rural General Public Ticket Sales 75,000.00

74588.10 75,000.00 75,000.00 Loop Fares (Trip Fares Cash) 88,000.00

15,066.00 15,698.00 15,698.00 Grant- Employment Transportation 15,698.00

16,250.00 38,862.00 38,862.00 Grant – JARC Operations 0

472,214.15 452,400.00 452,400.00 Agency Sponsored Trips + EDTAP Add. 505,000.00

97,543.64 21,756.34 141,873.34 Other Revenue 55,500.00

152,574 0 0 Reimb - State – Vehicles (CTP Capital) 382,500.00

5,000.00 5,000.00 5,000.00 Sale of Vehicles - Auction 35,000.00

1,197.21 0 0 DOT Bridge Project 0

1,368,473.71 1,110,064.34 1,230,18134 Total 1,538,944.00

161

TRANSPORTATION DEPARTMENT FUND FUND TYPE: SPECIAL REVENUES SUMMARY OF EXPENDITURES



Revised 2017-18 Budget*

2018-19 Budget

560,110.08 650,277.00 650,277.00 Salaries 652,514.00

91,504.81 144,678.34 144,678.34 Benefits 131,160.00

291,303.96 315,109 318,409.00 Operating 328,050.00

53,312.46 0 116,817.00 Capital Outlay 427,220.00

996,231.31 1,110,064.34 1,230,181.34 Total 1,538,944.00

162

SCRAP TIRE DISPOSAL FUND FUND TYPE: SPECIAL REVENUE DESCRIPTION: Effective January l, l990, all new tires purchased in North Carolina or purchased for use within the state have been subject to a 1% state scrap tire disposal fee. This fee is collected by tire retailers and remitted to the State Department of Revenue on a monthly basis. Each quarter, the Department distributes the proceeds of the 1% state fee, less the cost of administration, as follows:

10% of the net proceeds is transferred to the Solid Waste Management Trust Fund; and

90% is distributed to county governments on a per capita basis.

Proceeds of the fee, which are distributed to county governments, must be used to solely defray the costs of scrap tire disposal incurred by the county.

FY 17-18 HIGHLIGHTS: Lenoir County maintains a designated portion of its landfill as a scrap tire disposal site. Tires delivered to the landfill are held for later shipment (under contract with a state licensed hauler) to a processing facility. For the nine-month period ending March, 2018, the Lenoir County landfill disposed of 1,135.58 tons of scrap tires.

FY 18-19 GOALS: 1) To collect and properly dispose of scrap tires; 2) To dispose of tires only using revenues received for this purpose; 3) To apply for state grants to properly offset tire collection / disposal costs as well as any costs associated with illegal tire dumps. A major goal is to aggressively obtain state grants to offset hauling/contracting costs so this fund does not need supplements from the Solid Waste Management Fund.

SUMMARY REVENUES:


78,107 70,000 70,000 Tire Disposal - State 70,000

20,414 50,000 50,000 Tire Grants 50,000


0 0 50,000 Transfer from Landfill 0

0 50,000 0 Fund Balance Appropriated 0

99,590 170,000 170,000 Total 120,000

SUMMARY EXPENDITURES:


127,129 170,000 170,000 Operating 120,000

163

E-911 SPECIAL EMERGENCY FUND FUND TYPE: SPECIAL REVENUE

DESCRIPTION: To make available enhanced 911 services to all residents in Lenoir and Jones Counties. This critical service allows Telecommunicators to identify the caller’s location without the necessity of the caller verbally explaining the location of the incident. HISTORY: In 1989, the General Assembly authorized counties and cities to put a separate charge on telephone subscribers to pay for certain costs associated with 911 services. Lenoir County adopted an E-911 Ordinance on May 21, 1990. The charge is collected by the local telephone company and remitted to the County. The monies may be used either for the non-recurring costs of establishing a system, such as the lease, purchase, or maintenance of emergency telephone equipment, including necessary computer hardware, software, and database provisioning, or to pay the charges imposed by the telephone company for operation of service. Effective January 1, 2008, the North Carolina State Legislature passed a General Statute whereby the State of North Carolina 911 Board will receive all monies from Wireline and Wireless carriers and disburse those monies out to each County based on several factors. The monthly collection for both Wireless and Wireline carriers is $0.70. This fund now operates as a true “enterprise fund” without General (Tax) Fund Subsidy. (Salaries, benefits and other operating expenses of the Telecommunicators are included elsewhere under the General Fund’s Communications’ Division budget.) FUTURE TRENDS: The County will annually evaluate the Fund’s “financial health”. The N.C. General Assembly may expand the uses of the telephone charges. FY 2017-18 HIGHLIGHTS: 1) Continued the certification/re-certification of all employees in CPR, EMD, EPD, EFD, and ETC, as needed; 2) Installed 2 new consoles at primary center; 3) Installed 6 ProQA software licenses for Jones Co backup center. FY 2018-19 GOALS: 1) Continue the certification/re-certification of all employees in CPR, EMD, EPD, EFD, and ETC, as needed; 2) Continued research of implementation of NG911 technology through a statewide IP network; 3) Update card sets (protocols – medical/fire/police) at primary and backup center; 4) Upgrade chairs for primary and backup center; 5) Upgrade wired headsets to wireless headsets; 6) Replace CAD monitors in Communications.

164




Recommended 2018-2019

Budget SALARIES

BENEFITS 529,774.00 660,593.11 650,128.98 OPERATING 469,603.00

114,405.00 36,270.00 36,270.00 CAPITAL OUTLAY 237,388.17

644,179.00 696,863.11 686,398.98 TOTAL 706,991.17

E-911 FUNDS FUND TYPE: SPECIAL REVENUE

SUMMARY REVENUES

ACTUAL 2016-2017




644,179 696,863 686,399 E-911 REVENUE - STATE 706,991

0 0 0 FUND BALANCE FROM JONES COUNTY

0 0 0 MISCELLANEOUS

64 0 0 INTEREST

0 0 FUND BALANCE APPROPRIATED

644,179 696,863 686,399 TOTAL 706,991

SUMMARY OF EXPENDITURES ACTUAL 2016-2017




0 0 0 SALARIES 0

0 0 0 BENEFITS 0

529,774 $660,593 650,129 OPERATING 469,603

114,405 $36,270 36,270 CAPITAL OUTLAY 237,388

644,179 $696,863 686,399 TOTAL 706,991

165

REVALUATION FUND FUND TYPE: SPECIAL REVENUE

DESCRIPTION: This fund is designed to pay for the costs for the revaluation of all real property, on an eight (8) year cycle. The next revaluation is scheduled for 2025. This fund is totally supported by a transfer from the General Fund. FY 2017-2018 WORK PLAN HIGHLIGHTS: 1) Completed 2017 revaluation appeals with only one appeal to the Property Tax Commission 2) Attained a 2017 sales ratio of 99.36% after revaluation 3) Reviewed and updated exempt property values in new software (ONETax). FY 2018-2019 GOALS: 1) Continue to learn and become more proficient on new ONETax software and 2) Try to operate real property section of Tax Department with 2 appraisers.

ACTUAL 16-17 ORIGINAL 17-18 BUDGET

REVISED 17-18 BUDGET*


39,247 39,247 39,247 SALARIES 39,247

16,528 16,623 16,623 BENEFITS 16,742

7,459 6,500 6,500 OPERATING 5,500

78,817 12,817 12,817 CONTRACTED SERVICES

142,051 75,187 75,187 TOTAL 61,489

FUND BALANCE $32,648 as of 06/30/13 Audit FUND BALANCE $34,861 as of 06/30/14 Audit FUND BALANCE $35,458 as of 06/30/15 Audit FUND BALANCE $39,460 as of 06/30/16 Audit FUND BALANCE $0 as of 06/30/17 Estimate

166

AUTOMATION PRESERVATION FUND FUND TYPE: SPECIAL REVENUE DESCRIPTION: The Automation Enhancement and Preservation Fund is a fund that was created in January 2002 pursuant to General Statute 161-11.3 for the Office of Register of Deeds. Ten percent of certain fees collected by the Register of Deeds Office are to be set aside in this fund annually. These funds are to be used to help with the expense of computer and imaging technology in the Office of the Register of Deeds. This fund can also be used to preserve the records (births, deaths, marriages, etc.) from deterioration of age or public use. By accounting for these revenues and expenditures in a special revenue fund, any unused monies will carry over to the next year. Nothing in this section shall be construed to affect the duty of the Board of Commissioners to furnish supplies and equipment to the Office of the Register of Deeds.

FY 2017-18 HIGHLIGHTS: The Automation Preservation Fund was not used this year. All unused revenues generated under this fund “rolls” into the fund’s fund balance to be used in future years.

FY 2018-19 GOALS: The Automation Enhancement and Preservation Fund will be used to fund the preservation of several Birth Certificate books due to the poor condition of the certificates. There are 147 books that need attention and the FY 18-19 budget represents a scanning project that would convert 1/3 of the birth certificate books to electronic records.

REVENUES 2016-17 ACTUAL ORIGINAL 17-18 BUDGET REVISED 17-18 BUDGET ADOPTED 2018-19

21,381 21,000 21,000 Fees Collected 21,000


0 28,800 28,800 Fund Balance App. 0

21,436 50,000 50,000 Total 21,200

EXPENDITURES

2016-17 ACTUAL ORIGINAL 17-18 BUDGET REVISED 17-18

BUDGET

ADOPTED 2018-19

0 0 0 Other Supplies 0

0 50,000 50,000 Contract Svcs.-Indexing 21,200

0 0 0 Capital Outlay-Equipment 0

0 0 0 Capital Reserve 0

0 50,000 50,000 Total 21,200

Fund Balance as of 6/30/14 $68,377 Fund Balance as of 6/30/15 $88,231 Fund Balance as of 6/30/16 $109,531 Fund Balance as of 6/30/17 $130,039 Fund Balance as of 6/30/18 $130,768 (Estimate)

167

CAPITAL IMPROVEMENT FUND

FUND TYPE: CAPITAL FUND

DESCRIPTION: This fund provides for significant, long-term improvements to the County’s infrastructure, and also provides monies for the purpose of increasing economic development through industrial recruitment of new industries, retention of existing manufacturing companies, and community development opportunities. HISTORY: The fund was initiated in FY 99-00. Projects are identified and highlighted because of their high dollar impact and the long-term benefits that they reap. The Board votes publicly on all projects. OUTLOOK: Over the next five- (5) years, including this fiscal year, $9,814,648 is projected for this fund. OPERATIONAL IMPACT: Projects which expand the County’s infrastructure, generally increase operational costs; projects which renovate or rehabilitate existing facilities tend to decrease annual maintenance costs. The economic development (recruitment / retention) projects listed require minimal additional operating costs because industries / businesses generally pay more in taxes than the services they require. Capital improvements and debt service for the Lenoir Community College and Parks and Recreation facilities generally have as goals to reduce operating and maintenance costs.

168

LENOIR COUNTY APPROPRIATIONS IN FUTURE FISCAL YEARS

ECONOMIC DEVELOPMENT 400-49200-

Adopted

2017-18

Revised 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23

5-Year Totals

Industrial Park Imps.

45,744 (1) 45,744 (1) 45,744 (7) $45,744 (7) 45,744 (7) 45,744 (7) 45,744 (7) 228,720

Water/Sewer Infrastructure

100,000 (1) 100,000 (1) 100,000 (7) $ 100,000 (7) 100,000 (7) 100,000 (7) 100,000 (7) 500,000

Existing Industries Program

10,000 (7) 10,000 (7) 10,000.00

(7) $ 10,000

(7) 10,000

(7) 10,000

(7) 10,000

(7) 50,000

Sanderson Processing (2020)

300,000 (1) 300,000 (1) 300,000 (1) $ 300,000 (1) 300,000 (1) 900,000

Sanderson Hatchery (2020)

53,200 (1) 53,200 (1) 40,000 (1) $ 40,000 (1,7) 40,000 (1) 120,000

Sanderson Feed Mill (2020)

111,800 (1) 111,800 (1) 65,000 (1) $ 65,000 (1,7) 65,000 (1) 195,000

Spirit - Alpha (2034) 298,299 (1) 298,299 (1) 261,599 (1) $ 238,733 (1) 224,230 (1) 217,537 (1) 216,190 (1) 1,158,289

Spirit - Beta (2035) 1,005,643 (1) 1,005,643 (1) 218,957 (1) $ 201,171 (1) 189,709 (1) 184,186 (1) 183,075 (1) 977,098

West - Yeagar (2021) 97,000 (1) 97,000 (1) 89,000 (1,7) $ 80,000 (1) 71,000 (1) 63,000 (1) 303,000

Industrial Dev: Engineer Design

50,000 (1) 50,000 (1) 50,000 (7) $ 50,000 (7) 50,000 (7) 50,000 (7) 50,000 (7) 250,000

GTP Sewer Ext. 100,000 (7) 100,000 (7) 100,000 (7) $ 100,000 (7) 100,000 (7) 100,000 (7) 100,000 (7) 500,000

Smithfield - Norman (2023)

430,000 (1) 430,000 (1) 350,000 (1) $ 300,000 (1) 225,000 (1) 210,000 (1) 195,000 (1) 1,280,000

Pactiv - Coffee (2018) 12,500 (1) 12,500 (1) 144,000 (1) $ 118,000 (1) 105,000 (1) 367,000

Smithfield-Bertram (2018)

73,000 (1) 73,000 (1) 65,000 (1) 65,000

DuPont-Project Ellen (2024)

165,200 (1) 165,200 (1) 150,000 (1,7) $ 130,000 (1) 120,000 (1) 100,000 (1) 80,000 (1) 580,000

Pactiv - MacBeth (2020)

158,980 (1) 158,980 (1) 144,000 (1) $ 118,000 (1) 105,000 (1) 367,000

Sanderson Feed Mill 37,228 (1,7) 37,228 (1,7) 18,500 (7) $ 17,500 (7) 17,000 (1,7) 15,600 (1) 14,200 (1) 82,800

ColorCoat, Inc. (2016)

4,368 (1) 4,368 (1) -

Associated - Blue (2020)

28,600 (1,7) 28,600 (1,7) 26,000 (7) $ 24,000 (1,7) 22,000 (1) 72,000

NSA - Hometown (2018)

29,149 (1,7) 29,149 (1,7) -

Social Beverage Co.-SPIRITS

-

53,919 (5) 6,900 (1) $22,644.34 (1) - - 29,544

Spirit -- Charlie* 153,558 (1) $ 248,317 (1) 224,868 (1) 198,443 (1) 166,145 (1) 991,331

EZ Flow --Flow* 17,363 (1) 17,363

Moen-- Neptune* 120,000 (1) $ 73,000 (1) 80,000 (1) 90,000 (1) 87,000 (1) 450,000

Spirit -- Sam* 312,530 (1) $ 261,551 (1) 220,010 (1) 200,008 (1) 180,006 (1) 1,174,105 Lyndon Steel--Winston* 28,000 (1) $ 25,000 (1) 25,000 (1) 25,000 (1) 25,000 (1) 128,000

Totals $3,110,711 $3,164,630 2,816,151.00 $2,568,660 2,339,561.00 $ 1,096,067 $994,209 9,814,648

Last Payment

* New

KEY: 1 General Fund Transfer 2 Land Reimbursement 3 Fund Interest 4 Sales of Assets 5 Grants 6 Donations/Contributions 7 CIP Fund Balance Appropriated 8 Bonds/Loan Proceeds 169

LENOIR COUNTY CAPITAL IMPROVEMENTS PROGRAM

Community Development 400-49210

Adopted 2017-18

Revised 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23

5-Year Totals

Lenoir Community College : Capital

50,000 (1) 41,521 (1) 50,000 (1) 50,000 (1) 50,000 (1) 50,000 (1) 50,000 (1) 250,000

Parks & Recreation / Capital

75,000 (1) 109,531 (1) 75,000 (1) 75,000 (1) 75,000 (1) 75,000 (1) 75,000 (1) 375,000

Hwy 70 Corridor 25,000 (1) 25,000 (1) 25,000 (1) 25,000 (1) 25,000 (1) 25,000 (1) 25,000 (1) 125,000

Community Revitalization

20,000 20,000 (7)

20,000 (7) 20,000 (1)

20,000

(1)

20,000 (1)

20,000

(1) 100,000

Total Community Development

$170,000 $196,052 $70,000 $170,000 $170,000 $170,000 $170,000 850,000

Last Payment

Buildings & Grounds 40-49220

Adopted 2017-18

Revised 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23

5-Year Totals

Prov Svcs-Asbestos/Lead-Based

- -

Re-roofing / HVAC 100,000 (1) 100,000 (7) 100,000 (7) 100,000 (1) 100,000 (1) 100,000 (1) 100,000 (1) 500,000

Building Upgrades 100,000 (1) 100,000 (7) 100,000 (7) 100,000 (1) 100,000 (1) 100,000 (1) 100,000 (1) 500,000

Ins Proceeds-Coop Ext 32,157 (9)

Ins Livestock Arena 288,057 (9)

Livestock Arena-County

371,943 7

Mgr/Fin/MIS/COC 25,000 (1) 25,000 (7) 130,000 (1,7) 25,000 (1) 25,000 (1) 25,000 (1) 25,000 (1) 230,000

OSHA Compliance Expenditures

15,000 (1) 15,000 (7) 15,000 (7) 15,000 (1) 15,000 (1) 15,000 (1) 15,000 (1) 75,000

Acquisition-Bldgs 112,213 (1) 112,213 (7) 112,213 (7) 112,213 (1) 112,213 (1) 112,213 (1) 112,213 (1) 561,065

Acquisition-Land 165,228 (1) 165,228 (7) 165,228 (7) 165,228 (1) 165,228 (1) 165,228 (1) 165,228 (1) 826,140

Total Buildings & Grounds

$517,441 $1,209,598 $ 622,441 $517,441 $517,441 $517,441 $517,441 2,692,205

Total - All Projects $3,798,152 $4,570,280 $3,608,592 $3,256,101 $3,027,002 $1,783,508 $1,681,650 $13,356,853

Last Payment

KEY: 1 General Fund Transfer 2 Land

170

DESCRIPTION: In November 2011, Smithfield-Kinston, LLC, announced plans to expand its current facility located in the Hwy 70 West Industrial Park. This expanded facility represented a total non-depreciated investment of over $85,500,000 in real and personal property and created over 330 new jobs in Lenoir County. HISTORY: Smithfield Packing Company has been a vital part of Lenoir County’s manufacturing community for more than 20 years. Smithfield Packing Company formerly operated a ham processing facility at 2602 West Vernon Avenue in Kinston. OUTLOOK: Based on a projected investment of $85.5 million, the County will recover its $3,300,000 investment in six years. This grant is based on a Performance Agreement that will expire December 31, 2022. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source

Performance Agreement

Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$3,300,000.00 $2,020,000.00 $350,000.00 $300,000.00 $225,000.00 $210,000.00 $195,000.00 $3,300.000.00

171

SMITHFIELD-KINSTON, LLC (Norman)

DESCRIPTION: In January 2014, Smithfield-Kinston, LLC announced plans to expand its current facility located in the Hwy 70 West Industrial Park. This expansion represents a total non-depreciated investment of over $16,000,000 in real and personal property in Lenoir County. HISTORY: Smithfield Packing Company has been a vital part of Lenoir County’s manufacturing community for more than 20 years. Smithfield Packing Company formerly operated a ham processing facility at 2602 West Vernon Avenue in Kinston. OUTLOOK: Based on a projected investment of $16 million, the County will recover its $390,000 investment in four years. This grant is based on a Performance Agreement that will expire December 31, 2018. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund $390,000 $325,000 $65,000 -0- - 0 - - 0 - - 0 - $390,000

172

SMITHFIELD - BERTRAM

WEST - YEAGAR

DESCRIPTION: In February 2016, West Pharmaceutical Services, Inc. announced an expansion of their current facility in Kinston, North Carolina with a capital investment of $19,000,000. HISTORY: West Pharmaceutical Services located in Lenoir County in 1974 with an initial investment of approximately $3 million. West Pharmaceutical Services constructed an 80,000 SF manufacturing facility to produce molded rubber pharmaceutical products. In the mid 1980’s, they completed an $8.5 million expansion adding 55,000 SF and 25 new jobs. In January 2003, a tragic explosion forced the company to close its Rouse Road location. In June 2003, West Pharmaceutical Services purchased Lenoir County’s Shell Building #2, located at 1028 Enterprise Boulevard, Kinston, NC, and reopened operations in early 2004. In 2007, West Pharmaceutical Services expanded this facility with a 30,000 SF addition and invested an additional $18 million in new non-depreciated capital investment. In 2011, West Pharmaceutical Services upgraded the facility into a “world-class facility” with a $29 million investment OUTLOOK: Based on a projected non-depreciated investment of $19 million, the County will recover its $400,000 investment in five years. This Performance Agreement will expire December 31, 2021. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund $400,000.00 $73,720.00 $112,280.00 $80,000.00 $71,000.00 $63,000.00 -0- $400,000.00

173

DUPONT – ELLEN

DESCRIPTION: In October 2014, DuPont announced an expansion at the Kinston Plant. DuPont plans to grow the Sorona® polymer business in North America. HISTORY: The DuPont Company came to Lenoir County in 1950, constructed a new facility situated on 600+ acres on NC 11 North near Grifton. The facility was completed in 1953 and ready for production. DuPont once employed in excess of 3,500 people and was the number one tax payer in Lenoir County. DuPont has experienced enormous changes over the last 10-15 years. In May 2004, DuPont sold to Koch Industries as part of the Invista sale. Koch sold the plant to UNIFI Corporation, headquartered in Greensboro, in July 2004. In 2009, UNIFI sold the property back to DuPont. DuPont has maintained a presence in Lenoir County, although much smaller than we have been accustomed to. In 2005, DuPont selected the Kinston plant to expand its $55 million Sorona® polymer project. Today, DuPont Sorona® produces polymer and employs over 150 employees including contractors. OUTLOOK: Based on a projected non-depreciated investment of $30,000,000, Lenoir County will recover its $1,000,000 investment in ten (10) years. This grant is based on a Performance Agreement that will expire December 31, 2024. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$1,000,000.00 $283,800.00 $150,000.00 $130,000.00 $120,000.00 $100,000.00 $80,000.00 $863,000.00

174

INDUSTRIAL DEVELOPMENT: ENGINEERING DESIGN

DESCRIPTION: A Lenoir County project created to fund key engineering/technical aspects of potential projects in order to facilitate their success. HISTORY: In past years, this effort was funded from the budget of the Lenoir County Economic Development Department. In recent years funding has been transferred from the County’s General Fund to the Capital Improvements Fund. Unexpended funds in any one fiscal year are rolled forward into the next fiscal year to be utilized on future projects. OUTLOOK: Various industrial clients are recruited to Lenoir County. In order to obtain accurate cost estimates, it is sometimes necessary to incur up-front engineering costs. The annual appropriation to this account is $125,000 per year plus previous fiscal year unspent funds. OPERATIONAL IMPACT: Not applicable

Funding Source

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund $50,000.00 $50,000.00 $50,000.00 $50,000.00 $50,000.00 $50,0000.00 $250,000.00

*Please note that we do not have the financial information for this appropriation. The numbers have not been updated for this line item.

175

DESCRIPTION: Spirit AeroSystems, Inc the world’s largest independent supplier of commercial airplane assemblies and components, constructed a 600,000 SF manufacturing facility at the NC Global TransPark, Kinston, NC. The facility, which opened July 1, 2010, represents an investment of more than $570.5 million and will create 1,031 new jobs over the next six years. HISTORY: Spirit AeroSystems, Inc. employs 14,000 workers in five locations in the United States and Europe, including approximately 10,000 at the company’s headquarters in Wichita. Spirit AeroSystems customers include Airbus, Boeing, Gulfstream, Cessna and Hawker Beechcraft. Spirit specializes in manufacturing composites; fuselages; pylons (which hold the engine to the wing), nacelles (which are engine components) and wing structures. Spirit’s long-term plans call for the Global TransPark facility to serve as a composite manufacturing Center of Excellence. OUTLOOK: Based on Project Alpha’s projected investment of $234,000,000 over a 7-year period; the County will recover its 26-year $5,766,240 investment in 10 (ten) years. This grant is based on a Performance Agreement that will expire December 31, 2036. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$5,766,240.00 $2,550,111.00 $261,599.00 $238,733.00 $224,230.00 $217,537.00 $216,190.00 $3,708,400.00

176

SPIRIT AEROSYSTEMS, INC.

PROJECT “ALPHA”

(Section 15-Fuselage {Airbus})

SPIRIT AEROSYSTEMS, INC.

PROJECT

SPIRIT AEROSYSTEMS, INC. (BETA-wing spar/Airbus)

DESCRIPTION: Spirit AeroSystems, Inc the world’s largest independent supplier of commercial airplane assemblies and components, constructed a 600,000 SF manufacturing facility at the NC Global TransPark, Kinston, NC. The facility, which opened July 1, 2010, represents an investment of more than $570.5 million and will create 1,031 new jobs over the next six years.

HISTORY: Spirit AeroSystems, Inc. employs 14,000 workers in five locations in the United States and Europe, including approximately 10,000 at the company’s headquarters in Wichita. Spirit AeroSystems customers include Airbus, Boeing, Gulfstream, Cessna and Hawker Beechcraft. Spirit specializes in manufacturing composites; fuselages; pylons (which hold the engine to the wing), nacelles (which are engine components) and wing structures. Spirit’s long-term plans call for the Global TransPark facility to serve as a composite manufacturing Center of Excellence. OUTLOOK: Based on a “Beta’s” projected investment of $193,000,000 over a 7-year period, the County will recover its 26-year $4,867,024 investment in ten (10) years. This grant is based on a Performance Agreement that will expire December 31, 2037. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$4,867,024.00 $1,243,805.34 $218,957.00 $201,171.00 $189,709.00 $184,186.00 $183,075.00 $2,220,903.34

177

DESCRIPTION: As part of its new state-of-the-art poultry complex in Lenoir County, Sanderson Farms, Inc. completed construction of a new 210,000 SF Processing Plant located on a 164-acre site in the 70 West Industrial Park, Kinston, NC. The facility will add $86,600,000 to Lenoir County’s tax base and create 1,490 new full time jobs. HISTORY: Sanderson Farms has been in existence since 1947, when it began as a family feed & seed store. Sanderson Farms, Inc. is publicly traded and is one of the top four poultry companies in the nation. The company announced plans in April 2008 to invest $126.5 million for construction of a new feed mill, poultry processing plant and hatchery on separate sites in Kinston/ Lenoir County. The project was delayed in June 2008. On July 23, 2009 Sanderson’s Board of Directors approved plans to proceed with the start-up of the Kinston/Lenoir County poultry complex. The adjusted budget for the total project was estimated to be approximately $121.4 million. Sanderson will create 1650 jobs. OUTLOOK: Based on projected investment of $86,600,000 in capital investment beginning in the 2010 tax year; the County will recover its 10-year investment in six (6) years. This grant is based on a Performance Agreement that will expire December 31, 2020. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$3,000,000.00 $2,100,000.00 $300,000.00 $300,000.00 $300,000.00 -0- -0- $3,000,000.00

178

SANDERSON FARMS, INC.

PROCESSING PLANT

DESCRIPTION: As part of its new state-of-the-art poultry complex in Lenoir County, Sanderson Farms, Inc. completed construction of a new hatchery located on a 12-acre site on the corner of Smithfield Way/Hill Farm Road in the 70 West Industrial Park. The facility will add $13,000,000 to Lenoir County’s tax base and create 115 new full time jobs. HISTORY: Sanderson Farms has been in existence since 1947, when it began as a family feed & seed store. Sanderson Farms, Inc. is publically traded and is one of the top four poultry companies in the nation. The company announced plans in April 2008 to invest $126.5 million for construction of a new feed mill, poultry processing plant and hatchery on separate sites in Kinston/ Lenoir County. The project was delayed in June 2008. On July 23, 2009 Sanderson’s Board of Directors approved plans to proceed with the start-up of the Kinston/Lenoir County poultry complex. The adjusted budget for the total project was estimated to be approximately $121.4 million. Sanderson will create 1650 jobs. OUTLOOK: Based on the projected capital investment of $13,000,000 beginning in the 2010 tax year; the County will recover its 10-year investment in five (5) years. This grant is based on a Performance Agreement that will expire December 31, 2020. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$400,000.00 $264,800.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 -0- $400,000.00

179


HATCHERY

DESCRIPTION: As part of its new state-of-the-art poultry complex in Lenoir County, Sanderson Farms, Inc. completed construction of a new feed mill facility located on a 96.08 acres’ site in the 70 West Industrial Park, Kinston, NC. The facility will add $21,800,000 to Lenoir County’s tax base and create 45 new full time jobs. HISTORY: Sanderson Farms has been in existence since 1947, when it began as a family feed & seed store. Sanderson Farms, Inc. is publicly traded and is one of the top four poultry companies in the nation. The company announced plans in April 2008 to invest $126.5 million for construction of a new feed mill, poultry processing plant and hatchery on separate sites in Kinston/ Lenoir County. The project was delayed in June 2008. On July 23, 2009 Sanderson’s Board of Directors approved plans to proceed with the start-up of the Kinston/Lenoir County poultry complex. The adjusted budget for the total project was estimated to be approximately $121.4 million. Sanderson will create 1650 jobs. OUTLOOK: Based on the projected capital investment of $21,800,000 beginning in the 2010 tax year, the County will recover its 10-year investment in four (4) years. This grant is based on a Performance Agreement that will expire December 31, 2020. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$650,000.00 $404,950.00 $115,050.00 $65,000.00 $65,000.00 -0- -0- $650,000.00

180


FEED MILL SITE

SANDERSON - FEED MILL # 2

DESCRIPTION: In 2015, Sanderson Farms, Inc. announced a new expansion to their feed mill site with a capital investment of $5,000,000 in conjunction with their new partnership in Robeson County, North Carolina. HISTORY: Sanderson Farms, Inc. has been in business since 1947. During the last 68 years, the company has grown from a general feed and seed business to become the third largest poultry producer in the nation, employing more than 11,000 employees in operations spanning five states and 13 cities. Sanderson Farms, Inc. is one of the nation’s leading corporations utilizing the support of more than 800 independently contracted growers, 11 processing plants, nine hatcheries, eight feed miles, and one prepared foods division. The company supplies poultry products to food retailers, distributors, restaurants, and food service operators all across the United States in more than 40 countries. Sanderson Farms, Inc. opened their processing plant, feed mill, and hatchery in Kinston in 2010. OUTLOOK: Based on a projected non-depreciated investment of $5 million, the County will recover its $156,000 investment in ten years. This Performance Agreement will expire December 31, 2025. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$156,000.00 $3,652.00 $53,448.00 $17,500.00 $17,000.00 $15,600.00 $14,200.00 $117,748.00

181

ASSOCIATED - BLUE

DESCRIPTION: In September 2015, Associated Materials announced an expansion of their current facility in Kinston, North Carolina with a capital investment of $4,500,000 and the creation of 72 jobs. HISTORY: Associated Materials, LLC announced and located in Lenoir in 1988 at 3800 Farmgate Road. Associated Materials, LLC is a leading manufacturer of vinyl siding, vinyl windows and patio doors, fencing and railing products for the residential, commercial remodeling and new construction markets. Associated Materials LLC is a recognized leader in the home improvement industry and is a charter member of Vinyl Siding Institute, the American Association of Architects, the National Association of Home Builders, the National Association of Remodeling Industry, and an ENERGY STAR* partner. In 2003 Associated Materials, LLC expanded with a new production line committing to a capital investment of $1.5 million and 90 new jobs at their Lenoir County facility. In 2004, Associated Materials, LLC expanded a second time, investing $750,000 in capital expenditures and 210 new jobs at the Lenoir County facility. The investment increased their capacity and assisted the company to become more competitive within their markets OUTLOOK: Based on a projected non-depreciated investment of $4.5 million, the County will recover its $130,000 investment in five years. This Performance Agreement will expire December 31, 2020. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund $130,000.00 $54,320.00 $29,680.00 $24,000.00 $22,000.00 -0- -0- $130,000.00

182

PACTIV - MACBETH

DESCRIPTION: In August 2015, Pactiv, Inc., a manufacturer of paper products for the fast food industry, announced plans to expand its current facility in Lenoir County. This facility expansion represents a non-depreciated capital investment of over $27,000,000 and will created 59 new jobs in Lenoir County. HISTORY: Dopaco, Inc., headquartered in Pennsylvania, owns and operates eight facilities in North America. Dopaco, Inc., located in Lenoir County in August 1993. The company began operations in a 30,000 SF temporary facility while constructing a new 150,000 SF building located in the Hwy 70 West Industrial Park. In 1995, they expanded the 150,000 SF facility to 300,000 SF. Dopaco, Inc., manufacturers folding cartons, beverage cups, lids, carriers, nested cartons and dispensers, clamshells, food trays and paper plates for the fast food industry. Major customers include McDonald’s, Burger King, Jack in the Box and Wendy’s. In 2011, Dopaco, Inc. sold the company to Pactiv Corporation. OUTLOOK: Based on a projected non-depreciated investment of $27 million, the County will recover its $687,000 investment in five years. This Performance Agreement will expire December 31, 2020. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 17-18

FY 18-19

FY 19-20

FY 20-21

FY 21-22

Total

General Fund

$687,000.00 $311,940.00 $152,060.00 $118,000.00 $105,000.00 -0- -0- $687,000.00

183

PACTIV - COFFEE

DESCRIPTION: In 2013, Pactiv, Inc., a manufacturer of paper products for the fast food industry, announced plans to expand its current facility in Lenoir County. This facility expansion represents a non-depreciated capital investment of over $3,200,000 and will created 26 new jobs in Lenoir County. HISTORY: Dopaco, Inc., headquartered in Pennsylvania, owns and operates eight facilities in North America. Dopaco, Inc., located in Lenoir County in August 1993. The company began operations in a 30,000 SF temporary facility while constructing a new 150,000 SF building located in the Hwy 70 West Industrial Park. In 1995, they expanded the 150,000 SF facility to 300,000 SF. Dopaco, Inc., manufacturers folding cartons, beverage cups, lids, carriers, nested cartons and dispensers, clamshells, food trays and paper plates for the fast food industry. Major customers include McDonald’s, Burger King, Jack in the Box and Wendy’s. In 2011, Dopaco, Inc. sold the company to Pactiv Corporation. OUTLOOK: Based on a projected non-depreciated investment of $3.2 million, the County will recover its $70,000 investment in five years. This Performance Agreement will expire December 31, 2018. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 19-20

FY 20-21

FY 21-22

Total

General Fund $70,000.00 $59,000.00 $11,000.00 -0- -0- - 0 - - 0 - $70,000.00

184

HANGAR AGREEMENT

DESCRIPTION: In FY 00-01, Lenoir County and the Global TransPark Authority (GTP) entered into a 40-year contract known as the “Hangar Agreement”. The GTP borrowed the funds to construct a hangar to serve Segrave Aviation. Segrave would expand operations, including a minimum $10 million increase in investment. Under the terms of the agreement, Lenoir County pays $40,000 per year to the GTP ($30,000 to cover debt and $10,000 for hangar maintenance).

HISTORY: The hangar was constructed and leased to Segrave. This performance agreement is based upon the number and value of planes listed in Lenoir County on January 1st each year by Segrave.

OUTLOOK: If the performance objectives are achieved, the County receives approximately $75,000/year in taxes and pays out $40,000/year, thereby “netting” $35,000/year on this contract OPERATIONAL IMPACT: The operation and maintenance of the hangar is performed by the GTP.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$1,600,000.00 $336,435.76 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $40,000.00 $536,435.76

185

SOCIAL BEVERAGE COMPANY - SPIRITS

DESCRIPTION: In December 2016, the Social Beverage Company announced a new facility in Kinston, North Carolina with a capital investment over $2,000,000 and the creation of 34 jobs. HISTORY: The Social Beverage Company, LLC was formed to create a full-flavored craft spirits lifestyle brand around a sense of community, innovation, charitable-giving, and responsible corporate citizenship. The US distilled spirits market is a $78 billion-dollar industry. The largest subcategory of spirits is vodka, whisky, and rum leading the trend. The Social Beverage Company, LLC will implement a focused differentiation strategy for the manufacture and sale of its flagship premium spirit, Social House Vodka®. The management team has an extensive network of relationships in the food and beverage industry, from organic farmers to restaurant and bar owners. The success of the Social Beverage Company, LLC will be demonstrated through their hands-on approach to initiate, manage, and complete transactions to meet strategic objectives through the management team and advisory board.

OUTLOOK: Based on a projected non-depreciated investment of $2,119,667, the County will recover its $29,544.34 investment in two years. This Performance Agreement will expire December 31, 2019. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund $29,544.34 - 0 - $6,900.00 $22,644.34 -0- - 0 - - 0 - $29,544.34

186

Lyndon Steel--Winston

DESCRIPTION: In March 2017, Lyndon Steel Company, Inc. will be expanding its operations in Lenoir County. The Company will invest $4.5 million and create 25 new jobs in Kinston over the next two years. HISTORY: Lyndon Steel Company, LLC, headquartered in Winston-Salem, North Carolina, has been providing high quality steel at a competitive price with “on time delivery” for forty years. With over 100,000 square feet of fabrication facilities Lyndon produces over 30,000 tons of fabricated steel per year in each one of their three plants. Each of these facilities contains CNC automated equipment and their engineering department is unparalleled with the use of SDS2 and CAD applications in the utilization of this cutting-edge technology enabling them to support fast-track. OUTLOOK: Based on a projected non-depreciated investment of $4,500,000, the County will recover its $128,000 investment in four (4) years. This Performance Agreement will expire December 31, 2022. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior

Years’ Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$128,000.00 -0- $28,000.00 $25,000.00 $25,000.00 $25,000.00 $25,000.00 $128,000.00

187

SPIRIT AEROSYSTEMS-- SAM

DESCRIPTION: Spirit AeroSystems, Inc the world’s largest independent supplier of commercial airplane assemblies and components, constructed a 600,000 SF manufacturing facility at the NC Global TransPark, Kinston, NC. The facility, which opened July 1, 2010, represents an investment of more than $570.5 million and will create 1,031 new jobs over the next six years. HISTORY: As an amendment to the original Alpha/Beta performance agreement, The County and Spirit agree that in the event Spirit notifies the County that, it either intends to make or, in fact, has made, capital investments that exceed 150% of the capital investment goal for any year as set forth on Exhibit A hereto (in respect of machinery and equipment.

OUTLOOK: Based on the additional investment made by Spirit as agreed upon in the Alpha/Beta agreement, projected non-depreciated investment of $73,704,699, the County will recover its $2,004,773 investment in five (5) years. This Performance Agreement will expire December 31, 2036. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$2,004,773.00 $256,944.00 $793,086.00 $701,455.00 $633,949.00 $601,731.00 $579,271.00 $3,566,436.00

188

EZ FLOW---FLOW

DESCRIPTION: In November 2017, EZ Flow International, Inc. announced an expansion in Kinston on Hwy 58 South. EZ Flow International, Inc. will invest at least $1.6 million in non-depreciated capital investment in real property, machinery, and equipment and create 10 new full-time positions HISTORY: EZ-Flo International, Inc., headquartered in Rockwall, Texas, is a global manufacturer and distributor of plumbing, HVAC and hardware products. A division of the Eastman brand, EZ-Flo International, Inc. has been in operation for more than 50 years and is synonymous with premium quality water connectors and stop valves trusted by generation of professional plumbers. EZ-Flo International, Inc. is committed to quality and fine workmanship of their products OUTLOOK: The EZ Flow project falls under the $2.5 million or less performance incentive grant adopted by the City and County for capital investment and job creation in the County. The investment and jobs created will impact the community in a positive manner in the revenues generated by taxes and disposable income. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior

Years’ Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$17,363 -0- $17,363 - 0 - - 0 - - 0 - - 0 - $17,363

189

DESCRIPTION: In March 2017, Moen, Inc. announced an expansion in Kinston at its location on Airport Rd. Moen, Inc. will be will invest over $15.9 million and create 35 new jobs in Kinston over the next four years. HISTORY: : Moen Incorporated, headquartered in North Olmsted, Ohio, is the #1 faucet brand in North America. Moen located in Kinston, North Carolina, in 1987. Moen offers a diverse selection of thoughtfully designed kitchen and bath faucets, showerheads, accessories, bath safety products, garbage disposals and kitchen sinks for residential and commercial applications each delivering the best possible combination of meaningful innovation, useful features, and lasting value. Moen is dedicated to designing and delivering beautiful products that last a lifetime – all over the world. OUTLOOK: Based on a projected investment of $15.9 million, the County will recover its $450,000 investment in five (5) years. This grant is based on a Performance Agreement that will expire December 31, 2022. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior Years’

Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund

$450,000.00 -0- $120,000.00 $73,000.00 $80,000.00 $90,000.00 $87,000.00 $450,000.00

190

MOEN---NEPTUNE

DESCRIPTION: In December 2017, Spirit Aerosystems Inc. announced an expansion of their current facility in Kinston, North Carolina. The expansion will consist of installing new certain industrial equipment in its existing operations. The Expansion will be an investment of at least $55 million in machinery, equipment and improvements. HISTORY: In 2008, Spirit AeroSystems, Inc. located at 3801 S. Oliver Street, Wichita, Kansas announced plans to construct a new facility on a 307-acre site located at the NC Global TransPark. The new facility would represent a total non-depreciated investment of over $500,000,000 in machinery and equipment and would create over 1000 new jobs in the County. Today, Spirit is producing a major composite fuselage and leading-edge wing spars for the Airbus 350 WB in an approximately 650,000 square foot facility and has created over 800 new jobs. Spirit now plans to expand its operations in a leased Facility at the NC Global TransPark installing certain industrial machinery, equipment, and improvements that represent a non-depreciated investment in excess of $55,766,455 located at 2600 AeroSystems Boulevard.

OUTLOOK: Based on a projected non-depreciated investment of $55,766,455 the County will recover its $1,478,729 investment in 6 years. This Performance Agreement will expire December 31, 2027. OPERATIONAL IMPACT: Other than “normal” services to this industry and its employees, no other additional costs will be borne by the County.

Funding Source


Commitment

Prior

Years’ Funding

FY 18-19

FY 19-20

FY 20-21

FY 21-22

FY 22-23

Total

General Fund $1,478,729 -0- $153,558 $248,317 $224,868 $198,443 $166,145 $991,331

191

SPIRIT---CHARLIE

LENOIR COMMUNITY COLLEGE: CAPITAL IMPROVEMENTS

DESCRIPTION: In accordance with General Statute 115D-32, plant funds provided by Lenoir County are used for the following: acquisition of land; erection of buildings; alterations and additions to buildings; purchase of motor vehicles; purchase or rental of all equipment necessary for the maintenance of buildings and grounds and operation of plants; and purchase of all furniture and equipment not provided for administrative and instructional purposes. HISTORY: All facilities/structures are evaluated annually OPERATIONAL IMPACT: Plant funds are vital in renovating aging structures. These funds will allow significant improvements to the function and efficiency of buildings on main campus. Lenoir Community College continues to experience record enrollment growth. With that growth come challenges of providing adequate facilities that are safe and well maintained.

Funding FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Total

General Fund $50,000 $100,000 $100,000 $100,000 $100,000 $500,000

193

PARKS AND RECREATION: CAPITAL

DESCRIPTION: The Kinston/Lenoir County Parks and Recreation Commission is a unique partnership of county, city and volunteer groups which offers creative outlets for developing physical fitness, sportsmanship, leadership, family unity, and community spirit. County funds are targeted at six (6) districts (Moss Hill, Pink Hill, Banks, Lagrange, Southwood and Contentnea), which utilize facilities at five (5) county elementary schools, Pink Hill Athletic Park and the old Pink Hill gym. Also funded is the Neuseway Nature Park, which includes the Nature Center, the Exchange Meeting Room, the Planetarium, Health & Science Museum and a full service campground with 32 full hook ups. The Rotary Dog Park, Southwood Ballfields and Bill Fay Park utilities are also funded through the county budget. County funds are allocated to several cost centers: salaries and benefits for eight (8) full time employees and approximately 64 seasonal/temporary employees, including four (4) lifeguards for the Woodmen Community Center/Lions Water Adventure. It also includes utilities/fleet maintenance/fuel expenses; athletic program supplies; maintenance/repair supplies and officials and booking fees. FY 2017-18 Work Plan Highlights: The Kinston/Lenoir County Parks & Recreation Department completed the following:

• Sanded and Refinished the floor at the old Pink Hill Gym; pressured washed the gym and painted the lobby/restrooms in the gym.

• Renovated the Neuseway Nature Center, Planetarium and the campground after Hurricane Matthew.

• Hosted the 8th Annual Freedom Classic Baseball Series between the US Navy and US Air Force at Grainger Stadium.

• Completed construction on the “Loch Neuse Dragon Park” playground on the Riverwalk at Pearson Park.

• Renovated tennis courts at Bill Fay Park. FY 2017-18 GOALS: The Kinston/Lenoir County Parks & Recreation Department Department plans to:

• Complete the painting at the old Pink Hill Gym.

• Expand the Neuseway Nature Park Campground by 10 full hook-up sites and expand the patio area and add a seating wall at the Exchange Meeting Room.

• Replace/Repair ballfield fencing, backstops, and gates at Moss Hill, Pink Hill, Banks, LaGrange and Southwood.

• Renovate score booths and restrooms at Moss Hill, Pink Hill, Banks, LaGrange and Southwood

• Build additional storage for the canoes, fishing equipment and maintenance supplies at the Nature Park

• Add sand/clay and grade to 11 ballfields (infields)

• Renovate score booths and restrooms at Moss Hill, Pink Hill, Banks, LaGrange and Southwood

• Purchase a scoreboard for the baseball field at Contentnea/Savannah (located on the softball field) FUNDING LEVELS:

Funding Source FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 5 Year Total

General Fund $75,000 $75,000 $75,000 $75,000 $75,000 $375,000

194

RE-ROOFING/HVAC

DESCRIPTION: This capital project fund involves the repair and or replacement of major roofs or heating ventilating air conditioning (HVAC) systems of county owned facilities.

HISTORY: Roofs and HVAC systems need to be replaced as they reach the end of their life cycles. In FY 16-17, one HVAC unit at the Health Department was replaced.

OUTLOOK: For the past several years, management has not budgeted any new General Fund monies for this cost center but have rolled forward each year any unexpended funds from prior years. The Chiller will need to be replaced at Admin Building soon at cost of $200,000 plus.

OPERATIONAL IMPACT Replacing worn out HVAC units with efficient units, on a preventive maintenance basis, prevents future unplanned major expenditures.

Funding Source

FY 16-17 Actual

Expenditures

FY 17-18 Estimated

Expenditures

FY 18-19

Budget Amount

FY 19-20

Budget Amount

FY 20-21 Budget Amount



General Fund

24,044

25,460

100,000

100,000

100,000 100,000

100,000

195

UPGRADES OF BUILDINGS

DESCRIPTION: This capital project fund includes major facilities’ replacement in excess of $5,000, such as carpet replacement, windows, caulking, major painting, and woodwork repair.

HISTORY: All facilities/structures are evaluated annually. In FY 10-11, the County Administration Offices were up-fitted for the newly created Human Resources Department. The Economic Development Department was relocated to up-fitted office space in the Administration Building. In FY 11-12 and FY 12-13 repairs were made to the Tax Administration Building, Hannibal Building, and the Old Fire Station Museum. Major renovations for FY 13-14 were the following: 1) Renovated and moved MIS into the Philson Building at S. McLewean Street; 2) Resealed the parking lots at the Administration Building, King Street parking lot for the Courthouse and the Board of Elections Building; 3) Replaced all carpet in the Board of Elections offices and meeting rooms; and, 4) Removed peeling wallpaper at Cooperative Extension and painted the walls. In FY16-17 the Boiler was replaced in the Courthouse. In FY17-18 roof repairs were made to the Courthouse and the Eastpointe building, the file room at DSS was renovated to make more office space, and the Air Conditioning system for A-Block of the Old Jail was Replaced

OUTLOOK: Possible renovations may be necessary if different accommodations are required in the Unfinished Courthouse Basement, The Fire Alarm System for the Courthouse should be repaired as soon as possible, and the Admin Building is in need of a major heating and cooling system repair or replacement.

OPERATIONAL IMPACT: Neglect of these “master maintenance” items will only mean customer dissatisfaction, Fines, Possible Forced Closure of some Public Buildings and higher costs “down the road.”

Funding Source

FY 18-19

100,000

FY 19-20

100,000

FY 20-21

100,000

FY 21--22

100,000

FY 22-23

100,000

Total

$500,000

196

LENOIR COUNTY FIRE DISTRICTS LENOIR COUNTY FIRE DISTRICTS

DESCRIPTION: For many years, there have been eleven (11) fire districts with individual volunteer fire departments. Each has a separate tax rate and tax base. Rates range from four cents ($.04) to eight and a half cents ($.085). These volunteers protect approximately 30,000 to 35,000 residents and many businesses and industries who occupy the unincorporated areas of the county. For FY10-11 two (2) major changes occurred within the Lenoir County Fire Districts. First, a new Global TransPark (GTP) Fire District was created to provide fire protection within the boundaries of the GTP. The City of Kinston will provide this coverage and the property boundaries of the GTP will be treated as a twelfth (12th) Fire District within Lenoir County. Secondly, the Hugo Fire Department will provide fire protection to all areas of the Grifton Fire District located within the boundaries of Lenoir County and outside of the corporate limits of the Town of Grifton. The area will still be called the Grifton Fire District, but all revenues previously generated from property taxes and sales taxes in this district will now go to the Hugo Fire Department. OVERVIEW: The revenue estimates were prepared by the County’s Finance Office by reviewing historical and current year revenue data. The total amount predicted for FY18-19 is $1,398,938, which is 21.35% less than actual revenues for FY 16-17. Obviously, this is due to the Tax Revaluation that occurred last year. FUTURE: It is recommended that the Board continue to conduct a thorough study of the Fire Districts to evaluate their, short, mid, and long-term needs and revenue requirements, both for operating and capital. If tax rates need to be modified as a result, then such action could be undertaken by the Board with more and better data. It is proposed this work continue to be undertaken in the upcoming fiscal year.

ACTUAL BUDGET ACTUAL BUDGET ADOPTED BUDGET ADOPTED BUDGET

2015-16 2016-17 2017-18 2018-19

TOTAL EXPENDITURES $1,549,824 $1,733,350 $1,547,229 $1,398,938

ACTUAL BUDGET ACTUAL BUDGET ADOPTED BUDGET ADOPTED BUDGET INCREASE/ DECREASE

2015-16 2016-17 2017-18 2018-19 16-17 ACTUAL VS 18-19

ADOPTED RATE

SERVICE AREA

NORTH LENOIR $501,765 $529,612 $472,005 $453,501 -$76,111 .0575

SOUTHWOOD 153,665 184,059 167,135 156,343 -$27,716 .085

SANDY BOTTOM 194,017 206,047 173,328 158,163 -$47,884 .08

DEEP RUN 151,181 159,099 143,013 122,205 -$36,894 .06

SEVEN SPRINGS 20,167 21,842 18,930 14,618 -$7,224 .04

HUGO 137,785 180,106 158,657 133,376 -$46,730 .06

SAND HILL 75,954 83,489 71,365 53,962 -$29,527 .07

CHERRY TREE 97,605 101,438 92,728 76,886 -$24,552 .08

MOSLEY HALL 103,520 120,339 103,546 94,374 -$25,965 .045

WYSE FORK 27,435 27,180 24,466 17,871 -$9,309 .065

GRIFTON * 20,588 34,745 31,213 28,577 -$6,168 .06

GTP-KINSTON 66,142 85,394 90,843 89,062 $3,668 .045

TOTAL REVENUES $1,549,824 $1,733,350 $1,547,229 $1,398,938 -$334,412

* Effective July 1, 2011, Grifton District will be served by Hugo. Funds allotted to Grifton will be sent to Hugo.

197

ENTERPRISE FUND

198

SOLID WASTE MANAGEMENT

UNFUNDED

SOLID WASTE DIRECTOR

4720-17-121

HAL OLIVER

LANDFILL MANAGER

4720-17-112

JENNA NANCE

SCALE HOUSE OPERATOR (FT)

4720-17-051

DEBORAH LANGSTON

GROUNDS MAINT./SCALE HOUSE OPERATOR

4720-17-024

VACANT

UTILITY WORKER/FREON EXTRACTOR (PT)

4720-17-031

RECYCLING ATTENDANTS (PT)

JOSEPH BRAXTON 4720-17-126

BILLY BROWN 4720-17-127

DAVID CHAMBERS 4720-17-128

DANNIE DAUGHERTY 4720-17-129

WAYNE DAWSON 4720-17-130

VACANT 4720-17-131

GARY THOMAS 4720-17-132

EDWARD DAUGHETY 4720-17-133

WILLIAM A DAY 4720-17-134

LIVESTON HERRING 4720-17-135

MELVIN TURNER 4720-17-136

WILLIAM HOWARD 4720-17-137

WILBERT UZZELL 4720-17-138

KENNETH GARRIS 4720-17-139

BILLY JONES 4720-17-140

LYNWOOD DAIL 4720-17-141

LEVY MASSEY 4720-17-142

ROBERT PITTMAN 4720-17-143

LEWIS KEITH RADFORD 4720-17-144

MICHAEL BRANCH 4720-17-145

DONNIE SPARROW 4720-17-146

KENNETH MURPHY 4720-17-147

GRAHAM STROUD 4720-17-148

ROY PERRY 4720-17-149

LEONARD HINSON 4720-17-150

JOSEPH S. TURNAGE, JR. 4720-17-151

JOHN JAMES CASE 4720-17-152

HERMAN GRAHAM (FILL-IN) 4720-17-153

JIMMY SUTTON (FILL-IN) 4720-17-154

LINWOOD MOZINGO (FILL-IN) 4720-17-155

AMOS QUINN (FILL-IN) 4720-17-156

VACANT (FILL-IN) 4720-17-157

EQUIPM ENT OPERATORS

BENNY CANADY 4720-17-061

GORDON PFEIL 4720-17-063

EDWARD SMITH 4720-17-064

MANGUS DANIELS 4720-17-065

TRUCK DRIVERS

ALVESTER FINCH 4720-14-101

SAMUEL ROBERTS 4720-14-102

EQUIPM ENT OPERATORS/M ECHANIC

DARRELL BRINKLEY 4720-17-101

KIMBERLY HILL

ADMINISTRATIVE ASSISTANT III

4720-03-132

200


DESCRIPTION: The Lenoir County Solid Waste Department operates as an Enterprise Fund (with no general fund subsidy) and is responsible for the collection, hauling, and proper disposal of 36,000 to 46,000 tons per year of solid waste generated within the County. The Department operates a municipal solid waste transfer station, nine (9) recycle/trash drop-off sites, separated internal landfills, which accept construction/demolition debris, vegetative debris, and asbestos. The Landfill also accepts and properly disposes of electronics, white goods, and scrap tires with licensed recyclers. FY 2017-2018 HIGHLIGHTS: Solid Waste Management was able to replace the Transfer Station floor. We also purchased a new Wheel Loader. We also replaced the Deep Run Convenience Site and made major repairs as well as to the Fairgrounds Site. We are continuing to investigate and take legal action against illegal dump sites and road side trash disposal. We have continued our sale of scrap metals and white goods. We are continuing in-house hauling and sale of recyclables for the benefit of the County. We are continuing to operate within the standards and codes set by the State of North Carolina and finally, we continue to emphasize the importance of safety and accident preventative measures to all Solid Waste employees by conducting monthly Safety Meetings. FY 2018-2019 GOALS: Solid Waste Solid Waste Management will be purchasing a used 320 CAT Excavator that we have been renting. We will strive to begin an Erosion Control Project that will allow us to dig more of our own dirt and be in compliance with all NCDENR Solid Waste section regulations. We will strive to continue to investigate and take legal action against illegal dump sites and road side trash disposal. We plan continue our sale of scrap metals and white goods. We will continue in-house hauling and sale of recyclables for the benefit of the County. We will continue to operate within the standards and codes set by the State of North Carolina and finally, we will continue to emphasize the importance of safety and accident preventative measures to all Solid Waste employees by conducting monthly Safety Meetings.

201


SUMMARY OF REVENUES

Actual 2016-17



Adopted 2018-19

1,576,199 1,350,000 1,350,000 Landfill Fees 1,385,000

0 150,000 150,000 Recycling 0

28,561 17,000 17,000 State (White Goods) 26,000

30,253 8,000 8,000 Miscellaneous 10,000

1,590 1,000 1,000 Interest 1,000

1,031,868 1,050,000 1,050,000 User Fees (Households) 1,106,370

34,898 20,000 20,000 Solid Waste Disposal Tax Dist 20,000

44,057 25,000 25,000 Sale of Scrap Metal 25,000

711,306 884,731 884,731 Retained Earning Approp. 864,245

3,458,732 3,505,731 3,505,731 Total 3,437,615

SUMMARY OF EXPENDITURES Actual 2016-17



Adopted 2018-19

522,820 570,728 570,728 Salaries 643,955

158,521 179,991 179,991 Benefits 186,926

2,721,726 2,514,100 2,514,100 Operating 2,306,750

55,665 240,912 240,912 Capital Outlay 249,984

0 0 0 Debt Service 0

0 0 0 Xfr to Scrap Tire Disp Fund 50,000

3,458,732 3,505,731 3,505,731 Total 3,437,615

202

SPECIAL PROJECT FUNDS

LENOIR/GREENE PARTNERSHIP FOR CHILDREN - SMART START

DESCRIPTION: Funding is provided to help children begin school healthy and ready to succeed. Funds have been used as follows: Children served 20 Home Visits 360 Families 15 Screenings 20 Information Packets 250 Information Packets Referrals 400 (Community Resources, Pre-K Services, Mental Health, Family Literacy CCR&R and DSS-Day Care Vouchers, CC4C, Health Alliance, Health Department) Workshops Offered 12 (Play Groups, Group Meetings and Workshops)

FY 17-18 HIGHLIGHTS: The Parents As Teachers Program for 2016-2018 resulted in the following impacts: 1) 95% of children whose families participate in Parents As Teachers will have parents who put into practice new skills knowledge or behaviors learned through services to meet the needs of the members of their household; 2) 95% of children whose families participate in PAT will have parents who report satisfaction with the services received; 3) The developmental progress will be greater than normal development for 90% of all participating children, as measured by the Ages & Stages Developmental screening. (I.e., if a child is re-screened after 12 months, he/she will have developed an equivalent of 13 or more months). Any child needing a referral will be referred; 4) 100% of all families referred for health services will receive additional services beyond PAT services as determined through follow-up by PAT Staff. Example of Health Services include: DEC Evaluation, Early Childhood Intervention Services, Developmental Delay Preschool Services, and Vision, Hearing and/or Dental Screening Services.

FY 18-19 PROGRAM GOALS: (1) All children will learn, grow and develop to realize their full potential, and, (2) Parents As Teachers will promote the optimal early development, learning and health of children by supporting and engaging their parents and caregivers in one on one sessions. education is available to every child who needs it; 3) early childhood programs are affordable for all families who want and need them to support the emotional, intellectual and physical development of their children.

205

WORKLOAD STATISTICS

WORKLOAD STATISTICS

FINANCE FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 YTD

Number of Printed Checks 8,733 8,924 8,174 9,053 8,606 5,239 Number of Transfer’s Processed 139 258 Number of EFT’s Processed 368 1,019 Number of Voided Checks 349 78 Grand Total of Accounts Payable Disbursements 8,733 8,924 8,174 9,053 9,462 6,594 Invoice Processing 39,161 29,997 Cash Receipts Processing 25,679 22,045 Fixed Assets Processing 116 4 General Accounting Processing 17,176 4,953 Purchase Order Processing 2,652 1,308 Payroll Processing 2,307 3,881 Year End Closing Process 83 Grand Total of Accounting Transactions

64,544 68,518 66,162 67,883 87,174 62,795

207

TAX OFFICE FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18

Number of Mobile Homes (SW) 3,770 3,740 3,773 3,728 3,691

Number of Bills (Motor Vehicles) 53,905 93

Number of Bills 36,843 36,125 36,472 37,163 37,595

Number of Parcel 35.337 35,199 35,543 35,493 35,231

Number of Senior Citizens Exemption 1,320 1,365 1,302 1,360 1,392

Number of Business Accounts 2.297 2,275 2,237 2,180 2,182

Number of Deeds Processed 1,169 718 733 2,274 * 2,678

Number of Building Permits 2,851 2,501 2,277 3,317 2,499

Date Tax Bills Run 8-8-13 8-5-14 8-4-15 8-12-16 8-3-17

*New OneTax software calculates “deed transactions” by totaling number of splits, combinations, and straight

transfers

208

DEPARTMENT / AGENCY (Capital <5000)BOARD OF

ELECTIONS

Workload Statistics Calendar Year

2014 2015 2016 2017 Total Registered Voters 39,206 38,272 39,823 38,3363

Voters Added 1,683 1,479 3,809 1,260

Voters' Name, Address, Party Change 2,407 1,728 4,550 1,419

Voters Removed: Legal Reasons 1,392 2,509 2,769 2,789

Duplicate Applications 1,272 1,226 2,583 685

Declination Applications 2,421 2,810 23,155 4,765

Total Registered Voters 39,206 38,272 39,823 38,336

Registered Voters

REGISTER OF DEEDS FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Approx. Documents Recorded/Processed/Reviewed 6,400 6,021 5,174 5,606 5,462 Maps 177 143 157 133 138 Marriage Licenses Issued 304 275 272 265 256 Notaries Sworn In 160 145 160 193 185 Miscellaneous Copies Made For/By Public 54,626 46,820 42,882 41,798 44,687 Certified Vital Records Certificates 6,995 6,900 6,777 6,947 6,948

209

2018/2019 MIS Department Workload Statistics

2014 2015 2016 2017 2018

Actual Actual Actual Actual Estimated

Network infrastructure accessibility and integrity within our local network

Average percent of up-time for network infrastructure 99.00% 99.00% 99.00% 99.00% 99.00%

Servers' accessibility and integrity

Average percent of up-time for production servers 99.50% 99.50% 99.50% 99.90% 99.90%

Technical Support

Total number of Helpdesk Calls 3056 3256 3400 3636 3550

Time Spent with each department

Maintenance 1% 0.35% 0.00% 0.36% 0.02%

EDC 1% 0.70% 1.00% 0.66% 0.03%

Landfill 1.12% 0.87% 1.00% 2.09% 0.03%

ROD 0.73% 0.93% 2.00% 1.27% 2.00%

Inspections 1.20% 1.17% 1.00% 0.80% 0.02%

HR 1.45% 1.92% 0.00% 16.28% 2.00%

BOE 2.73% 2.22% 4.00% 1.90% 3.00%

Administration 2.56% 2.51% 8.00% 3.66% 7.50%

Other 2.76% 2.97% 2.00% 2.15% 2.00%

Transit 3.21% 2.92% 0.00% 1.29% 2.50%

Tax 5.42% 5.83% 6.00% 2.67% 5.33%

EM 8% 14.00% 13.00% 3.69% 8.00%

Sheriff 10.12% 3.00% 11.00% 15.26% 9.00%

HD 17.25% 9.00% 6.00% 14.94% 6.00%

DSS 41.45% 51.61% 45.00% 32.98% 52.57%

Note: Grouped Clerk of Court, Co-op, MIS, GIS, Veteran Affairs, Soil & Water, Visitor Center

under Other. Grouped Finance & Manager under Administration 100% 100.00% 100.00% 100.00% 100.00%

210

LENOIR COUNTY EMERGENCY SERVICES DEPARTMENT WORKLOAD STATISTICS

COMMUNICATIONS DIVISION

2018/2019 Call Volume

1. Total 911 Wireline call volume for:

a. 2015 (Landline and Wireless are no longer separated)

b. 2016 (Landline and Wireless are no longer separated)

c. 2017 (Landline and Wireless are no longer separated)

2. Total 911 Wireless call volume for:

a. 2015 61,840 (Landline and Wireless are no longer separated)

b. 2016 60,646 (Landline and Wireless are no longer separated)

c. 2017 53,382

3. Total Non-Emergency and 7-digit emergency call volume for:

a. 2015 117,609

b. 2016 123,046

2017 114,006

Number of Dispatches 1. Volunteer Fire Departments 2017 2016 2015 2014

a. Deep Run 191 200 153 183

b. Hugo 244 304 299 281

c. North Lenoir 393 430 400 348

d. Pink Hill 320 211 233 199

e. Sandy Bottom 200 200 185 169

f. Sand Hill 87 99 91 91

g. Seven Springs 40 45 37 29

h. South Wood 216 279 243 213

i. Wyse Fork 113 131 91 114

j. LaGrange 273 261 221 235

2,077 2,160 1,953 1,862

218

LENOIR COUNTY EMERGENCY SERVICES DEPARTMENT WORKLOAD STATISTICS COMMUNICATIONS DIVISION

2017/2018

2017 2016 2015 2014

2. Kinston Fire 3,535 3,749 3,082 1,119

3. KPD 25,921 27,605 29,378 27,935

4. PHPD 505 478 477 615

5. LCSO 17,086 17,834 18,835 17,531

6. EMS 10,531 10,371 10,419 10,400

JONES COUNTY VFD 2017 2016 2015 2014 Comfort Fire 56 43 36 37

Hargett’s VFD 82 98 90 69

Maysville VFD 165 140 144 115

Pollocksville VFD 129 481 196 99

Phillips VFD 72 278 260 43

Trenton VFD 119 137 149 97

EMS Comfort EMS 190 187 167 153

Jones Co EMS 1500 1347 1299 1119

Maysville EMS 469 366 324 293

Pollocksville EMS 548 460 400 463

Phillips EMS 245 280 210 168

Trenton EMS 452 415 432 323

Wyse Fork EMS 122 121 124 132

JONES LEO Jones Co Sheriff 5664 5260 5650 5061

Maysville PD 1394 1232 1053 1044

Pollocksville PD 191 159 284 508 219

LENOIR COUNTY PLANNING & INSPECTIONS

WORKLOAD STATISTICS

(CALENDAR YEAR) ACTIVITIES 2013 2014 2015 2016 2017

RESIDENTIAL BLDG PERMITS 119 99 89 107 103

COMMERCIAL BLDG PERMITS 33 32 31 21 80 ELECTRICAL PERMITS 577 397 416 584 597

PLUMBING PERMITS 192 182 155 182 193 MECHANICAL PERMITS 372 356 333 364 372 INSULATION PERMITS 59 36 41 44 47 OTHER PERMITS 137 116 152 581 123 SINGLEWIDE M/H PERMITS 75 66 77 73 82 DOUBLEWIDE M/H PERMITS 30 35 18 29 30 ZONING COMPLIANCE CERTIFICATES 87 73 97 76 72 SPECIAL USE PERMITS 0 0 1 0 0 VARIANCE CASES 0 0 0 0 0 APPEAL CASES 0 0 0 0 0 REZONING CASES 2 0 0 0 1 FLOOD DEVELOPMENT PERMITS 3 2 5

443

6

MAJOR SUBDIVISION REVIEWS 0 1 1 1 2 MINOR SUBDIVISION REVIEWS 58 73 88 92 108 MANUFACTURED HOUSING PARKS REVIEWS

0 1 0 0 0

LAND USE ORDINANCES ENFORCEMENTS

14 6 2 0 5

TOTALS PERMITS: Total Inspections performed:

1758

2609

1475

2188

1506

2208

2597

3821

1821

3653

220

NC Cooperative Extension – Lenoir County Center Workload Statistics

2013 2014 2015 2016 2017

4-H PROGRAM

Total hours of instruction received by youth enrolled in educational programs

5,200 2,500 5,349 6908 5028

Youth participating in educational events (county fair, projects, presentations, Youth livestock show)

5,659 5,011 6,566 5526 7955/6371

Hours contributed to the 4-H program by volunteers 3,700 1,800 4,200 6656 6684

FAMILY & CONSUMER EDUCATION

Citizens receiving assistance from the SHIIP 825 800 720 630 650

Business participants who completed Food Safety Curricula 16 85 65 16

Citizens learned skills to decrease the risk of disease related to diet & lifestyle

620 636 151 125 569

Citizens learned skills for effectively managing family resources 425 435 151 125 125

Youth received education to reduce their risk of chronic disease related to diet and inactivity through school enrichment and special interest programs

425 469 498 522 300

Hours contributed by Extension and Community Association 8,221 7,500 7,600 7,600 3,123

Parents participating in Parent Training 623 276 281 308 57

AGRICULTURE

Tobacco producers improved production practices 10 17 21 23 25

Farmers certified or re-certified to use restricted-use pesticides 162 157 152 216 131

Animal Waste Operators, certified or recertified 355 256 345 305 275

Dollars saved by animal waste operators $ 67,000 $ 55,000 $ 85,000 $ 82,000 $ 78,000

Youth/Adults certified in meat Quality Assurance 27 21 29 26 37

Master Gardeners trained 8 0 0 0 0

Hours contributed by Master Gardener volunteers 1,427 1,024 1,144 1,241 1,260

Dollar value of Master Gardener Service $ 32,129 $ 24,855 $ 30,768 $ 30,768 $ 29,000

TOTAL STAFF EDUCATIONAL CONTACTS

News articles or releases written, blogs and social media 189 236 599 644 412

Program area newsletters distributed, including eNews 24,500 24,600 10,640 9,540 10,500

Hours of instruction 1,554 1,436 1,850 138 1,248

Workshop attendance 1,954 1,580 1,636 1,388 1,289

Face-to-Face Contacts 40,571 59,220 63,262 51,991 52,371

Television appearances 64 54 55 62 92

Grant Dollars received $ 426,296 $ 448,240 $ 240,343 $ 232,240 $ 1,925,884

Volunteer Hours Donated 9,787 6,688

221

LENOIR SOIL AND WATER CONSERVATION

The Lenoir Soil & Water Conservation District while partnered with the Natural Resources Conservation Service handles a diverse conservation program workload. These programs work to address a large number of farming related conservation issues. The following programs represent the actual number of contracts being funded with best management practices being implemented.

Programs 11 -12 12 -13

13-14

14-15

15-16

16-17

17-18

Approx. $

North Carolina Ag. Cost Share Program 7 10 5 4 11 6 6 $1,055,741.00

NC Ag. Cost Share Drought Program 1 0 0 0 0 0 0 $3,555.00

Community Conservation Assistant Program 1 1 1 0 1 1 0 $11,813.00

AG Wrap 0 1 0 0 1 1 2 $72,128.00

Environmental Quality Incentive Program 2 14 5 5 5 2 31 $3,058,502.00

Conservation Reserve Enhancement Program 6 0 1 0 0 0 0 $151,099.00

Conservation Reserve Program 6 5 1 0 0 8 4 $135,765.00

Agriculture Water Enhancement Program 1 0 0 0 0 0 0 $6,303.00

Stream Debris Removal (DRP) 0 0 0 0 0 0 1 $1,394,008.00

Non-Field Farms Roads (DRP) 0 0 0 0 0 0 15 $212,216.00

With the changes in agriculture participation in cost share programs, incentive programs, and annual payment programs have decreased while some have increased. New Best Management Practices are being introduced in the above programs to encourage land owners to participate in these programs to continue good conservation.

222

LIBRARY FY 15-16 FY 16-17 FY 17-18*

Attendance:

Kinston-Lenoir County Public Library 251,235 239,179 222,000

La Grange Library 62,247 55,996 52,000

Pink Hill Library 40,331 53,462 53,000

Total (Lenoir County) 353,813 348,637 327,000

Reference Questions:





Circulation:





Attendance for Adult Programs 2,834 2,090 2,200

Attendance for Children’s Programs 15,916 15,709 20,000

Volumes Added (system total) 25,974 19,599 19,000

Volumes Withdrawn (system total) 25,626 15,154 21,000

Total Volumes (system total) 146,272 150,717 148,717

*Projected through June 30, 2018 based on available data.

223

Kinston-Lenoir County Parks & Recreation - Athletic/Program Participation 2017/18

SPORT AGES 2013 2014 2015 2016 2017

T-Ball 5-6 420 365 350 300 250

Rookie Baseball 7-8 210 200 175 160 140

Bambino Baseball 9-12 270 230 270 225 200

Babe Ruth Baseball (city/county) 13-15 61 59 62 58 75

Midget Girls Softball (city/county) 9-12 306 291 286 256 171

Jr. Girls Softball 13-15 78 66 61 56 40

Adult Softball 18-up 280 320 330 270 296

Termite Basketball 7-9 255 190 195 185 200

Midget Basketball 10-12 235 215 200 185 170

Prep Basketball 13-15 125 90 75 85 100

Sr. Basketball 16-18 45 40 0 0 0

Girls Basketball (city/county) 9-12 96 76 83 85 72

Flag Football 7-9 90 165 75 80 60

Midget Football 10-12 140 100 180 175 180

Cheerleading 9-12 75 515 100 80 50

Summer Day Camps (city/county) 5-12 450 135 250 234 320

Pink Hill Soccer 5-12 155 125 120 90 0

Moss Hill Soccer 5-12 130 130 60 40 0

Southwood Soccer 5-12 115 110 95 25 0

Barnet Soccer (Fall/Spring)- (City/County) 4-13 795 600 496 480 515

Adult Basketball (SW) Adult 0 75 0 0 60

Volleyball (city/county) 9-12 170 230 225 240 200

Adult Flag Football (city/county) 18-up 103 76 58 48 76

Summer Basketball 9-12 ---- 75 80 75 70

Indoor Soccer (city/county) 5-13 ---- 130 95 0 0

Summer Baseball 7-12 ---- 190 170 160 150

Football Weight Lifting 9-12 ---- 30 20 0 0

Baseball Camp (city/county) 5-12 ---- 65 25 0 0

Volleyball Camp(city/county) 9-18 ---- 45 30 40 0

Basketball Camp(city/county) 7-12 ---- 40 30 40 45

Tennis Camp (city/county) 7-12 75 60

TOTAL: 4604 4938 4216 3747 3500

224

TRANSPORTATION DEPARTMENT

Rides Passenger

Miles Invoiced Revenue

Revenue Per Ride

Fares Collected

Total Revenue

Revenue per Ride

FY 2009-2010 85,737 694,938 908,413.13 10.60 90,304.50 998,717.63 11.65

FY 2010-2011 105,050 833,686 1,108,226.13 10.55 119,500.25 1,227,726.38 11.69

FY 2011-2012 74,571 706,249 942,166.06 12.63 129,479.50 1,071,645.56 14.37

FY 2012-2013 68,328 623,017 1,056,771.76 15.47 170,890.00 1,227,661.76 17.97

FY 2013-2014 63,593 598,489 1,038,028.80 16.32 172,818.00 1,210,846.80 19.04

FY 2014-2015 62,284 532,541 963,249.00 15.47 164,374.00 1,127,623.46 18.10

FY 2015-2016 72,665 573,495 1,025,225.68 16.46 170,500.00 1,195,725.68 17.39

FY 2016-2017 65,427 572,560 1,026,250.37 15.69 155,123.00 1,181,373.37 18.06

*Current FY 2018 51,875 438,227 795,773.77 15.34 126,666.00 922,439.77 17.78

*Current as of March 19, 2018

225

MEDICAID DIVISION WORKLOAD STATISTICS

MEDICAID 2013 2014 2015 2016 2017

# Cases 10,600 13,422 12,500 15,399 16,130 Average # Cases Per Worker 461 320 431 769 849

Total # of Recipients 14,107 14,152 17,196 18,405 16,956

SPECIASPECIAL ASSISTANCE 2013 2014 2015 2016 2017

# Cases 245 263 214 244 251

Average # Cases Per Worker 123 88 71 81 84

Total # Recipients 245 263 214 244 251

Average $ Per Recipient $3,000.33 $2,614.91 $3,876.12 $2,706.16 $2,735.37

Total $ per Fiscal Year $735,082 $687,532.16 $829,490 $829,490 $686,578

226

WORK FIRST FAMILY ASSISTANCE

2013 2014 2015 2016 2017

Avg. # Cases per month 145 150 149 145 124 Cases per worker 145 175 75 73 62 Applications Processed Per Mo. 21 28 28 23 19 Total # of actions per month 72 55 35 35 0 Avg. # of Sanctions imposed per month 0 0 0 0 0 Total # Benefit Diversion Cases 4 2 3 5 4

EMERGENCY ASSISTANCE 2013 2014 2015 2016 2017

# of Recipients 114 90 64 96 217 Total Expenditures $43,636.83 $44,824.26 $18,668.03 $37,596.91 $53,639.72 Average payment per recipient $382.78 $498.05 $ 291.68 $391.63 $247.19

CHILD CARE SUBSIDY

2013

2014

2015

2016

2017

Total Expenditures $2,547,727 $1,192,204.25 $2,149,030.05 $2,149,030.05 $1,913,147 Total # of Children Served 782 642 639 639 413 Average Monthly Cost per Child $271.50 $357 $363 $363 $386

GENERAL ASSISTANCE 2013 2014 2015 2016 2017

Funds $38,589.15

$44,202.84 $25,097.81 $25,097.81 $17,110.60

Clients Served 429 337 161 109 158 Average Monthly Payment per Recipient $89.97 $131.17 $157.75 $157.75 $108.29

227

ECONOMIC SERVICES DIVISION

WORKLOAD STATISTICS

CHILD SUPPORT ENFORCEMENT DIVISION WORKLOAD STATISTICS

CHILD SUPPORT 2013 2014

2015

2016

2017

# Cases 6071 6075

5954

5791

5676

Average # Cases Per Worker 506 506

476

445

436

% of Cases Under Order 89.72 % 89.19 %

88.88 %

88.56%

88.30%

Collections $ 8,2075,421 $ 7,989,162 $ 7,956,608 $ 7,657,056.48 7,714,914.53

228

Food & Nutrition Services Program

2013

2014

2015

2016

2017

# Food & Nutrition Cases 7058 7,098 7,264 8,108 8,090

Average # Cases Per Worker 441 443 291 291 578

Total # of Recipients 13,690 14,700 14,594 14,594 11,072

Food & Nutrition $ Per month $1,531,225 $1,732,384 $1,760,189 $1,760,189 1,586,130 Average $ Per Household $216 $244 $242 $217 $196

Food & Nutrition Services $ Total $18,732,687 $18,732,687 $18,753,689 $18,374,704 $19,033,560

2013 2014 2015 2016 2017

# LIEAP Cases 910 1,408 1,567 1,349 1,278

Average LIEAP Payment Per Case $248 $233 $273 $249 $246

229

FOOD AND NUTRITION SERVICES PROGRAM AND

ENERGY PROGRAM WORKLOAD STATISTICS

SOCIAL WORK DIVISION WORKLOAD STATISTICS

230

PROTECTIVE SERVICES ASSESSMENTS

2013 2014 2015 2016 2017

CPS Referrals 765 842 725 670 803

Abuse 26 37 8 13 11

Neglect 439 511 373 418 443

Abuse/Neglect 23 56 86 89 86

Dependency 8 22 9 4 8

Investigated CPS Assessments 496 626 476 524 548

Substantiation Rate 27% 23% 24% 30% 29%

# Of Workers 8 7 8 7.75 9

Average Caseload 11 10 7.42 7.2 11.81

State Standard 10 10 10 10 10

CASE MANAGEMENT

CPS Case Management Cases 56 58 37 39 38.58

# of workers 6 7 7 6.75 6

Average Caseload 10 10 5.33 5.73 6.43


FOSTER CARE

Children In Care 37 40 40.73 37.6 50

Number Of Workers 5 5 5 6.41 5

Average Caseload 9 9 8 10 10


ADOPTION Adoption Cases 4 7 10.66 9 11.33

Adoption Assistance Cases 88 85 73 71 66

Average Caseload 93 92 83 80 77.33

# Of Workers 1 1 1 1 1

State Standard adoption cases 15 15 15 15 15

ADADULT AND FAMILY SERVICES DIVISION

WORKLOAD STATISTICS

WORK FIRST EMPLOYMENT 2013 2014 2015 2016 2017

Avg. # WFE Recipients Monthly 61 57 68 51 38

# Recipients Entering Employment 49 62 66 55 50

ADULT PROTECTIVE SERVICES

2013 2014 2015 2016 2017

APS Referrals 110 143 172 144 178

APS Referrals Per Month 9 12 14 12 14

ADULT FOSTER CARE 2013 2014 2015 2016 2017

Large Homes 5 5 5 5 5

Small Homes 9 9 8 10 9

OTHER ADULT SERVICES

2013 2014 2015 2016 2017

Guardianship 10 10 12 11 15

In Home Aide 31 26 28 26 28

Special Assistance In Home Aide

20 20 22 17 18

Payee Case Management 5 5 5 5 6

231

APPENDICES

232

Economic Overview

Lenoir County, North Carolina

233

DEMOGRAPHIC PROFILE .................................................................................................................................................................. 47

EMPLOYMENT TRENDS.................................................................................................................................................................... 49

UNEMPLOYMENT RATE ................................................................................................................................................................... 49

WAGE TRENDS ................................................................................................................................................................................. 50

COST OF LIVING INDEX .................................................................................................................................................................... 51

INDUSTRY SNAPSHOT ...................................................................................................................................................................... 52

OCCUPATION SNAPSHOT ................................................................................................................................................................ 54

INDUSTRY CLUSTERS ....................................................................................................................................................................... 56

EDUCATION LEVELS ......................................................................................................................................................................... 56

GROSS DOMESTIC PRODUCT ........................................................................................................................................................... 58

FAQ .................................................................................................................................................................................................. 59

234

Demographic Profile The population in Lenoir County, North Carolina was 58,343 per American Community Survey data for 2012-2016. The region has a civilian labor force of 27,764 with a participation rate of 59.4%. Of individuals 25 to 64 in Lenoir County, North Carolina, 14.4% have a bachelor’s degree or higher which compares with 31.8% in the nation. The median household income in Lenoir County, North Carolina is $36,956 and the median house value is $93,400.

Summary1

Percent Value

Lenoir County, North

Carolina North Carolina USA Lenoir County, North

Carolina North Carolina USA Demographics Population (ACS) — — — 58,343 9,940,828 318,558,162 Male 47.8% 48.6% 49.2% 27,863 4,834,592 156,765,322 Female 52.2% 51.4% 50.8% 30,480 5,106,236 161,792,840 Median Age2 — — — 42.1 38.3 37.7 Under 18 Years 22.8% 23.0% 23.1% 13,310 2,287,826 73,612,438 18 to 24 Years 8.2% 9.7% 9.8% 4,776 968,330 31,296,577 25 to 34 Years 11.1% 13.0% 13.6% 6,503 1,294,386 43,397,907 35 to 44 Years 11.4% 13.2% 12.7% 6,658 1,307,758 40,548,400 45 to 54 Years 13.8% 13.8% 13.6% 8,079 1,373,899 43,460,466 55 to 64 Years 14.6% 12.6% 12.6% 8,546 1,249,299 40,061,742 65 to 74 Years 10.1% 8.7% 8.3% 5,906 864,218 26,355,308 75 Years, and Over 7.8% 6.0% 6.2% 4,565 595,112 19,825,324 Race: White 54.9% 69.2% 73.3% 32,054 6,882,915 233,657,078 Race: Black or African American 39.1% 21.5% 12.6% 22,838 2,137,131 40,241,818 Race: American Indian and Alaska Native 0.4% 1.2% 0.8% 209 117,479 2,597,817 Race: Asian 0.6% 2.6% 5.2% 333 254,550 16,614,625 Race: Native Hawaiian and Other Pacific Islander 0.1% 0.1% 0.2% 50 6,588 560,021 Race: Some Other Race 1.4% 3.0% 4.8% 825 298,795 15,133,856 Race: Two or More Races 3.5% 2.4% 3.1% 2,034 243,370 9,752,947 Hispanic or Latino (of any race) 7.2% 8.9% 17.3% 4,227 884,763 55,199,107 Population Growth Population (Pop Estimates)5 — — — 57,307 10,146,788 323,127,513 Population Annual Average Growth5 -0.3% 1.3% 0.8% -190 122,952 2,474,760 Economic Labor Force Participation Rate and Size (civilian population 16 years and over) 59.4% 62.2% 63.3% 27,764 4,865,408 159,807,099 Armed Forces Labor Force 0.1% 1.0% 0.4% 56 82,857 1,011,641 Veterans, Age 18-64 6.1% 6.3% 5.1% 2,092 385,176 10,165,671 Median Household Income2 — — — $36,956 $48,256 $55,322 Per Capita Income — — — $20,773 $26,779 $29,829 Poverty Level (of all people) 22.1% 16.8% 15.1% 12,614 1,631,704 46,932,225 Households Receiving Food Stamps 25.6% 14.4% 13.0% 5,881 548,656 15,360,951 Mean Commute Time (minutes) — — — 21.4 24.1 26.1 Commute via Public Transportation 0.5% 1.1% 5.1% 122 48,349 7,476,312

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Summary1

Percent Value

Lenoir County, North

Carolina North Carolina USA Lenoir County, North

Carolina North Carolina USA

Union Membership3

1.6%

2.7%

10.7%

—

—

—

Educational Attainment, Age 25-64 No High School Diploma 18.4% 12.0% 11.6% 5,483 625,915 19,478,050 High School Graduate 29.4% 24.9% 26.1% 8,771 1,301,581 43,788,541 Some College, No Degree 25.0% 22.6% 21.5% 7,460 1,179,130 36,025,193 Associate's Degree 12.7% 9.9% 8.9% 3,778 518,632 14,962,488 Bachelor's Degree 9.6% 20.3% 20.2% 2,845 1,058,715 33,845,524 Postgraduate Degree 4.9% 10.4% 11.6% 1,449 541,369 19,368,719 Housing Total Housing Units — — — 27,319 4,453,767 134,054,899 Median House Value (of owner-occupied units)2 — — — $93,400 $157,100 $184,700 Homeowner Vacancy 3.2% 2.1% 1.8% 474 54,648 1,395,797 Rental Vacancy 9.5% 7.2% 6.2% 942 106,444 2,855,844 Renter-Occupied Housing Units (% of Occupied Units) 38.2% 35.2% 36.4% 8,801 1,343,669 42,835,169 Occupied Housing Units with No Vehicle Available (% of Occupied Units) 10.8% 6.3% 9.0% 2,495 240,158 10,562,847 Social Enrolled in Grade 12 (% of total population) 1.9% 1.3% 1.4% 1,111 130,974 4,433,703 Disconnected Youth4 4.1% 3.3% 2.8% 126 17,416 485,589 Children in Single Parent Families (% of all children) 43.0% 36.7% 34.7% 5,296 795,319 24,318,038 With a Disability, Age 18-64 22.0% 11.7% 10.3% 7,479 706,159 20,188,257 With a Disability, Age 18-64, Labor Force Participation Rate and Size 46.2% 38.5% 41.0% 3,457 272,184 8,278,834 Foreign Born 4.5% 7.7% 13.2% 2,652 767,656 42,194,354 Speak English Less Than Very Well (population 5 yrs and over) 4.6% 4.7% 8.5% 2,543 440,606 25,440,956

Source: JobsEQ® 1. American Community Survey 2012-2016, unless noted otherwise 2. Median values for certain aggregate regions (such as MSAs) may be estimated as the weighted averages of the median values from the composing counties. 3. 2016; Current Population Survey, unionstats.com, and Chmura; county- and zip-level data are best estimates based upon industry-, MSA-, and state-level data 4. Disconnected Youth are 16-19 year olds who are (1) not in school, (2) not high school graduates, and (3) either unemployed or not in the labor force. 5. Census 2016, annual average growth rate since 2006

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Employment Trends As of 2017Q4, total employment for Lenoir County, North Carolina was 30,498 (based on a four-quarter moving average). Over the year ending 2017Q4, employment increased 7.1% in the region.

Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics and imputed where necessary. Data are updated through 2017Q2 with preliminary estimates updated to 2017Q4.

Unemployment Rate The seasonally adjusted unemployment rate for Lenoir County, North Carolina was 4.8% as of January 2018. The regional unemployment rate was higher than the national rate of 4.1%. One year earlier, in January 2017, the unemployment rate in Lenoir County, North Carolina was 5.9%.

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Unemployment rate data are from the Local Area Unemployment Statistics, provided by the Bureau of Labor Statistics and updated through January 2018.

Wage Trends The average worker in Lenoir County, North Carolina earned annual wages of $36,902 as of 2017Q4. Average annual wages per worker increased 4.5% in the region during the preceding four quarters. For comparison purposes, annual average wages were $54,343 in the nation as of 2017Q4.

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Annual average wages per worker data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics and imputed where necessary. Data are updated through 2017Q2 with preliminary estimates

updated to 2017Q4.

Cost of Living Index The Cost of Living Index estimates the relative price levels for consumer goods and services. When applied to wages and salaries, the result is a measure of relative purchasing power. The cost of living is 16.7% lower in Lenoir County, North Carolina than the U.S. average.

Cost of Living Information

Annual Average Salary Cost of Living Index (Base US) US Purchasing Power

Lenoir County, North Carolina $36,902 83.3 $44,318

North Carolina $48,172 92.3 $52,186

USA $54,343 100.0 $54,343

Source: JobsEQ® Data as of 2017Q4 Cost of Living per C2ER, data as of 2017q4, imputed by Chmura where necessary.

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Industry Snapshot The largest sector in Lenoir County, North Carolina is Manufacturing, employing 7,943 workers. The next-largest sectors in the region are Health Care and Social Assistance (5,835 workers) and Retail Trade (2,659). High location quotients (LQs) indicate sectors in which a region has high concentrations of employment compared to the national average. The sectors with the largest LQs in the region are Manufacturing (LQ = 3.16), Agriculture, Forestry, Fishing and Hunting (1.43), and Health Care and Social Assistance (1.34).

Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics and imputed where necessary. Data are updated through 2017Q2 with preliminary estimates updated to 2017Q4.

Sectors in Lenoir County, North Carolina with the highest average wages per worker are Real Estate and Rental and Leasing ($63,937), Finance and Insurance ($61,077), and Agriculture, Forestry, Fishing and Hunting ($55,470). Regional sectors with the best job growth (or most moderate job losses) over the last 5 years are Manufacturing (+2,601 jobs), Accommodation and Food Services (+242), and Educational Services (+123). Over the next 1 year, employment in Lenoir County, North Carolina is projected to expand by 43 jobs. The fastest growing sector in the region is expected to be Health Care and Social Assistance with a +1.3% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Health Care and Social Assistance (+74 jobs), Construction (+19), and Administrative and Support and Waste Management and Remediation Services (+9).

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Current 5-Year History 1-Year Forecast

Four Quarters Ending with 2017q4 Total Change Avg Ann % Chg

in Empl Separations (Approximate) ---Growth---

NAICS Industry Empl Avg Ann Wages LQ Empl Region Total New

Demand Exits Transfers Empl Avg Ann Rate

11 Agriculture, Forestry, Fishing and

Hunting 614 $55,470 1.43 17 0.6% 65 29 38 -1 -0.2%

21 Mining, Quarrying, and Oil and Gas

Extraction 5 $38,487 0.04 5 56.6% 0 0 0 0 -1.2%

22 Utilities 54 $51,533 0.33 23 11.5% 5 2 3 0 -0.3% 23 Construction 1,906 $45,184 1.12 -15 -0.2% 207 68 120 19 1.0% 31 Manufacturing 7,943 $40,146 3.16 2,601 8.3% 759 306 521 -67 -0.8% 42 Wholesale Trade 779 $48,480 0.65 -266 -5.7% 76 31 51 -5 -0.7% 44 Retail Trade 2,659 $28,276 0.81 -182 -1.3% 353 157 198 -1 0.0% 48 Transportation and Warehousing 869 $48,647 0.68 1 0.0% 95 39 53 3 0.3% 51 Information 102 $34,705 0.17 -25 -4.3% 8 4 6 -1 -1.3% 52 Finance and Insurance 563 $61,077 0.46 40 1.5% 54 20 33 1 0.1% 53 Real Estate and Rental and Leasing 217 $63,937 0.42 12 1.2% 21 10 12 -1 -0.5%

54 Professional, Scientific, and

Technical Services 636 $55,379 0.32 11 0.4% 60 21 34 6 0.9%

55 Management of Companies and

Enterprises 304 $54,141 0.68 64 4.8% 28 10 17 0 0.1%

56 Administrative and Support and

Waste Management and

Remediation Services 1,640 $24,691 0.83 -686 -6.8% 198 80 109 9 0.5%

61 Educational Services 1,481 $33,717 0.59 123 1.8% 133 66 71 -4 -0.3% 62 Health Care and Social Assistance 5,835 $33,663 1.34 -747 -2.4% 625 270 280 74 1.3%

71 Arts, Entertainment, and

Recreation 146 $17,249 0.24 -84 -8.7% 21 9 11 0 0.3%

72 Accommodation and Food Services 2,049 $13,894 0.75 242 2.5% 339 147 185 7 0.3%

81 Other Services (except Public

Administration) 1,096 $23,051 0.81 16 0.3% 124 57 68 0 0.0%

92 Public Administration 1,599 $37,187 1.11 41 0.5% 145 62 85 -2 -0.1%

99 Unclassified 0 n/a 0.00 -1 n/a 0 0 0 0

Total - All Industries 30,498 $36,902 1.00 1,190 0.8% 3,374 1,428 1,903 43 0.1%

Source: JobsEQ® Employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics and imputed where necessary. Data are updated through 2017Q2 with preliminary estimates updated to 2017Q4. Forecast

employment growth uses national projections adapted for regional growth patterns.

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Occupation Snapshot The largest major occupation group in Lenoir County, North Carolina is Production Occupations, employing 5,380 workers. The next-largest occupation groups in the region are Office and Administrative Support Occupations (3,591 workers) and Transportation and Material Moving Occupations (2,426). High location quotients (LQs) indicate occupation groups in which a region has high concentrations of employment compared to the national average. The major groups with the largest LQs in the region are Production Occupations (LQ = 2.90), Farming, Fishing, and Forestry Occupations (2.17), and Healthcare Support Occupations (2.07). Occupation groups in Lenoir County, North Carolina with the highest average wages per worker are Management Occupations ($101,300), Legal Occupations ($74,300), and Architecture and Engineering Occupations ($71,900). The unemployment rate in the region varied among the major groups from 1.5% among Management Occupations to 8.6% among Farming, Fishing, and Forestry Occupations. Over the next 1 year, the fastest growing occupation group in Lenoir County, North Carolina is expected to be Healthcare Support Occupations with a +1.7% year-over-year rate of growth. The strongest forecast by number of jobs over this period is expected for Healthcare Support Occupations (+30 jobs) and Healthcare Practitioners and Technical Occupations (+16). Over the same period, the highest separation demand (occupation demand due to retirements and workers moving from one occupation to another) is expected in Production Occupations (603 jobs) and Office and Administrative Support Occupations (389).

Occupation Snapshot in Lenoir County, North Carolina, 2017q4


Four Quarters Ending with 2017q4 -----2017q4----- Total Change Avg Ann %

Chg in Empl --Separations-- ---Growth---

SOC Occupation Empl Avg Ann

Wages1 LQ Unempl Unempl Rate Online Job

Ads2 Empl Region Total New

Demand Exits Transfer Empl Avg Ann Rate 11-0000 Management 1,233 $101,300 0.67 17 1.5% 50 31 0.5% 100 37 58 4 0.3%

13-0000 Business and Financial

Operations 870 $60,200 0.55 23 3.0% 25 35 0.8% 81 26 52 3 0.4%

15-0000 Computer and Mathematical 272 $70,900 0.30 9 3.2% 17 7 0.5% 19 5 13 1 0.4% 17-0000 Architecture and Engineering 366 $71,900 0.71 9 2.8% 37 79 5.0% 26 9 16 0 0.0%

19-0000 Life, Physical, and Social

Science 127 $59,000 0.51 3 2.3% 5 -11 -1.7% 12 3 8 0 0.4%

21-0000 Community and Social Service 547 $40,100 1.12 9 2.2% 29 1 0.0% 65 22 37 5 0.9% 23-0000 Legal 87 $74,300 0.35 2 2.4% 1 -25 -4.9% 6 2 3 0 0.5% 25-0000 Education, Training, and Library 1,243 $40,100 0.72 21 1.9% 60 58 1.0% 105 54 52 0 0.0%

27-0000 Arts, Design, Entertainment,

Sports, and Media 225 $39,200 0.41 6 2.8% 8 -12 -1.0% 21 10 12 0 0.0%

29-0000 Healthcare Practitioners and

Technical 1,685 $70,100 0.97 29 2.1% 148 -262 -2.9% 110 47 47 16 0.9%

31-0000 Healthcare Support 1,775 $23,100 2.07 79 5.4% 45 -200 -2.1% 241 112 99 30 1.7% 33-0000 Protective Service 862 $30,700 1.32 28 3.9% 19 55 1.3% 90 41 49 1 0.1%

35-0000 Food Preparation and Serving

Related 2,109 $19,500 0.81 161 7.4% 105 147 1.5% 374 165 200 9 0.4%

37-0000 Building and Grounds Cleaning

and Maintenance 828 $22,800 0.77 51 5.9% 39 -15 -0.4% 106 51 53 2 0.3%

39-0000 Personal Care and Service 1,431 $23,100 1.20 53 4.4% 56 -152 -2.0% 224 112 96 16 1.1% 41-0000 Sales and Related 2,198 $34,100 0.70 97 4.5% 185 -186 -1.6% 306 137 171 -3 -0.1%

43-0000 Office and Administrative

Support 3,591 $31,900 0.80 144 4.3% 90 -178 -1.0% 375 181 208 -14 -0.4%

45-0000 Farming, Fishing, and Forestry 439 $25,900 2.17 37 8.6% 8 37 1.8% 60 16 46 -2 -0.5% 47-0000 Construction and Extraction 1,389 $36,100 1.01 84 6.4% 30 -25 -0.4% 155 50 95 10 0.7%

49-0000 Installation, Maintenance, and

Repair 1,416 $41,600 1.21 45 3.6% 76 112 1.7% 140 49 84 7 0.5%

51-0000 Production 5,380 $31,200 2.90 206 4.8% 72 1,529 6.9% 555 226 377 -48 -0.9% 242

Occupation Snapshot in Lenoir County, North Carolina, 2017q4


Four Quarters Ending with 2017q4 -----2017q4----- Total Change Avg Ann %

Chg in Empl --Separations-- ---Growth---

SOC Occupation Empl Avg Ann

Wages1 LQ Unempl Unempl Rate Online Job

Ads2 Empl Region Total New

Demand Exits Transfer Empl Avg Ann Rate 53-0000 Transportation and Material

Moving 2,426 $28,200 1.17 148 6.7% 158 165 1.4% 296 119 179 -2 -0.1%

Total - All Occupations 30,498 $38,400 1.00 n/a n/a 1,263 1,190 0.8% 3,472 1,474 1,954 43 0.1%

Source: JobsEQ® Data as of 2017Q4 unless noted otherwise Note: Figures may not sum due to rounding. 1. Occupation wages are as of 2016 and should be taken as the average for all Covered Employment 2. Data represent found online ads active within the last thirty days in any zip code intersecting or within the selected region; data represents a sampling rather than the complete universe of postings. Ads lacking zip code information but designating a place (city, town, etc.) may be assigned to the zip code with greatest employment in that place for queries in this analytic. Occupation employment data are estimated via industry employment data and the estimated industry/occupation mix. Industry employment data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor

Statistics and currently updated through 2017Q2, imputed where necessary with preliminary estimates updated to 2017Q4. Wages by occupation are as of 2016 provided by the BLS and imputed where necessary. Forecast employment growth uses

national projections from the Bureau of Labor Statistics adapted for regional growth patterns.

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Industry Clusters A cluster is a geographic concentration of interrelated industries or occupations. The industry cluster in Lenoir County, North Carolina with the highest relative concentration is Food Mfg. with a location quotient of 10.87. This cluster employs 3,796 workers in the region with an average wage of $21,183. Employment in the Food Mfg. cluster is projected to contract in the region about 0.5% per year over the next ten years.

Location quotient and average wage data are derived from the Quarterly Census of Employment and Wages, provided by the Bureau of Labor Statistics, imputed where necessary, and updated through 2017Q2 with preliminary estimates updated to

2017Q4. Forecast employment growth uses national projections from the Bureau of Labor Statistics adapted for regional growth patterns.

Education Levels Expected growth rates for occupations vary by the education and training required. While all employment in Lenoir County, North Carolina is projected to grow 0.1% over the next ten years, occupations typically requiring a postgraduate degree are expected to grow 0.8% per year, those requiring a bachelor’s degree are forecast to grow 0.4% per year, and occupations typically needing a 2-year degree or certificate are expected to grow 0.6% per year.

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Employment by occupation data are estimates are as of 2017Q4. Education levels of occupations are based on BLS assignments. Forecast employment growth uses national projections from the Bureau of Labor Statistics adapted for regional growth

patterns.

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Gross Domestic Product Gross Domestic Product (GDP) is the total value of goods and services produced by a region. In 2016, nominal GDP in Lenoir County, North Carolina expanded 2.0%. This follows growth of 2.3% in 2015. As of 2016, total GDP in Lenoir County, North Carolina was $2,938,062,000.

Gross Domestic Product data are provided by the Bureau of Economic Analysis, imputed by Chmura where necessary, updated through 2016.

Of the sectors in Lenoir County, North Carolina, Manufacturing contributed the largest portion of GDP in 2016, $1,229,489,000 The next-largest contributions came from Health Care and Social Assistance ($392,253,000); Real Estate and Rental and Leasing ($240,951,000); and Retail Trade ($141,958,000).

Gross Domestic Product data are provided by the Bureau of Economic Analysis, imputed by Chmura where necessary, updated through 2016.

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FAQ What is a location quotient?

A location quotient (LQ) is a measurement of concentration in comparison to the nation. An LQ of 1.00 indicates a region has the same concentration of an industry (or occupation) as the nation. An LQ of 2.00 would mean the region has twice the expected employment compared to the nation and an LQ of 0.50 would mean the region has half the expected employment in comparison to the nation.

What is separation demand? Separation demand is the number of jobs required due to separations—labor force exits (including retirements) and turnover resulting from workers moving from one occupation into another. Note that separation demand does not include all turnover—it does not include when workers stay in the same occupation but switch employers. The total projected demand for an occupation is the sum of the separation demand and the growth demand (which is the increase or decrease of jobs in an occupation expected due to expansion or contraction of the overall number of jobs in that occupation).

What is a cluster? A cluster is a geographic concentration of interrelated industries or occupations. If a regional cluster has a location quotient of 1.25 or greater, the region is considered to possess a competitive advantage in that cluster.

What is the difference between industry wages and occupation wages? Industry wages and occupation wages are estimated via separate data sets, often the time periods being reported do not align, and wages are defined slightly differently in the two systems (for example, certain bonuses are included in the industry wages but not the occupation wages). It is therefore common that estimates of the average industry wages and average occupation wages in a region do not match exactly.

What is NAICS? The North American Industry Classification System (NAICS) is used to classify business establishments according to the type of economic activity. The NAICS Code comprises six levels, from the “all industry” level to the 6-digit level. The first two digits define the top level category, known as the “sector,” which is the level examined in this report.

What is SOC? The Standard Occupational Classification system (SOC) is used to classify workers into occupational categories. All workers are classified into one of over 820 occupations according to their occupational definition. To facilitate classification, occupations are combined to form 23 major groups, 96 minor groups, and 449 occupation groups. Each occupation group includes detailed occupations requiring similar job duties, skills, education, or experience.

About This Report This report and all data herein were produced by JobsEQ®, a product of Chmura Economics & Analytics. The information contained herein was obtained from sources we believe to be reliable. However, we cannot guarantee its accuracy and

completeness.

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LENOIR COUNTY GOVERNMENT BUDGET CALENDAR: FY 18-19

TASK

DATE

1 2 3 4 5 6 7 8 9 10 11 12 13

Financial / Budget Philosophy Reviewed Budget Request Instruction Book Provided to Departments Outside Agencies Advised By Letter & Form of Budgetary Time Frame Departmental Budget Requests Returned to County Manager Outside Agencies’ Budget Requests Returned to County Manager Meet With Department/Agencies, as Necessary Tax Revenues & Other Revenue Estimates Finalized Finalize Budget Requests Distribute FY 16-17 Submitted Budget to Board of Commissioners Hold Work Session(s) on FY 16-17 Submitted Budget Advertise Public Hearing on FY 16-17 Budget Hold Public Hearing Adopt Budget

February 19, 2018 February 26, 2018 February 26, 2018 March 23, 2018 March 30, 2018 March 26, 2018 to April 6, 2018 April 6, 2018 April 20, 2018 May 7, 2018 May 21, 2018 May 23, 2018 June 4, 2018 June 18, 2018

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LENOIR COUNTY FISCAL POLICY

The overall goal of the County’s fiscal policy is to improve upon and maintain effective and efficient management of the public’s resources. The policy statements which follow provide the “building blocks” for achieving this goal. There are four categories: budgeting, expenditure control, investment of idle funds, and preservation of general fund balance. Budgeting

A comprehensive budget will be prepared annually for all funds to be expended by the County in accordance with North Carolina General Statue 159-8-13. The budget will be prepared in such a manner as to facilitate its understand by citizens and elected officials. In addition to required public hearings, the Commissioners will hold work sessions on the budget which will be open to the public. Copies of the proposed budget will be available to citizens and elected officials prior to the work sessions. Budgetary emphasis will focus on providing the maximum level of basic services, to the most citizens, in the most cost-effective manner, with due consideration being given to all costs – economic, fiscal, and social. The budget will provide for adequate maintenance of capital, plant and equipment and for their orderly replacement. The county will avoid budgetary capital financing (one-time revenues for one-time funding of capital assets), special studies, or other non-recurring expenditures. Reports comparing actual revenues and expenditures to budgeted amounts will be prepared monthly and available to the public. Revenue estimates will be incorporated into the annual budget document and will be conservative. The County will not balance the budget on unrealistic revenue projections.

Expenditure Control

County management will employ tools designed to control expenditures to keep the tax rate at its lowest possible level, while maintaining sufficient resources to operate effectively. These tools include formal approval (by resolution) from the Board for all “non-routine” expenditures exceeding $2,500. This approval will be obtained in addition to the normal budget process. Examples of non-routine expenditures include capital purchases, unplanned large purchases that require shifting of funds between line items, and purchase in which the Board may have special interest. Routine expenditures over $2,500 include utilities, postage, fuel, etc. County management will also require a purchase order for any purchases over $100, allowing management to scrutinize the expenditure prior to commitment of County funds. In essence, the benefit of close review offsets the additional paperwork and cost of processing the required documents. Other controls include departmental approval and review by the Finance Officer for all travel, and further approval by the county manager for travel out-of-state.

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Investment of Idle Funds

The County will invest its idle funds, in accordance to G. S. 159-30, into: (a) CDs issued by banks using method of collateralization, (b) U.S. Treasury bills, notes, & bonds, and (c) in the North Carolina Capital Management Trust – Cash Account. As CDs mature, the finance office will call for quotes to ensure a competitive rate of return. The finance officer will manage these investments and determine the appropriate terms, percentage distributions, and rates. Board approval will be sought prior to committing to new investment options. The County uses a central depository system to manage it’s funds. This allows the finance officer to maintain only the amount necessary to cover expenses in the demand account and to invest the remaining funds to achieve greater return.

Preservation of General Fund Balance

The financial strength of the County is measured largely by its available general fund balance. The goal of the County is to maintain a fund balance in the 20% range for the following reasons: to ensure that sufficient operating funds are available in light of the County’s erratic revenue cycle; to provide for adequate funds for immediate relief in case of natural disaster (ie. hurricanes, floods, etc.); to provide interest income through the wise investment of these funds to help stabilize the tax rate; and to reduce the cost of

debt issuance by establishing a strong financial history.

According to the North Carolina Local Government Commission staff, a local government entering fiscal year with less than 8% undesignated, unreserved fund balance will not have sufficient resources to meet its obligations until it begins receiving property taxes.

Annual Independent Audit The County will, in accordance to G.S. 159-34, have its financial accounts audited as soon as possible after the close of each fiscal year by a certified accountant or by an accountant certified by the Commission as qualified to audit local government accounts.

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Fund Structure and Basis of Budgeting

The County Budget is organized on the basis of funds, each of which is considered a separate accounting and reporting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its revenues and expenditures, as appropriate. The types of funds include: the General Fund, Special Revenue Funds, Capital Funds and Enterprise Funds. The General, Special Revenue, and Capital Funds are accounted for using the modified accrual basis of accounting, in accordance with G.S. 159-26. Under the modified accrual basis of accounting, revenues are recognized when they become measurable and available as net current assets. Expenditures, under the modified accrual basis of accounting, are generally recognized when the related fund liability is incurred. The County uses the full accrual basis of accounting for the Enterprise (Solid Waste) Fund. Under the full accrual basis of accounting, revenues are recognized when they are earned and expenses are recognized when they are incurred. Governmental Fund Types General Fund: This is the primary operating fund of the County and is used for the majority of current operating expenditures of the County Government. This fund provides inter-fund transfers for the operations of other funds, which include the Insurance Fund, Capital Improvements Fund, Revaluation Fund, Vehicle Replacement, and E-911. Special Revenue Funds: These funds are used to account for the proceeds of specific revenues that are legally restricted to expenditure for particular purposes. The Revaluation Fund, County-wide Fire Service District Fund, E-911 Fund, Insurance Fund, Fund, and E-911 are included in these funds. The revenue sources of these funds include federal grants and special ad valorem taxes and fees. Capital Funds: These funds account for the acquisition and/or construction of major capital assets by the County, except those financed by enterprise funds. Financing is primarily funded by bond issues, State and Federal grants, and transfers from the General Fund. The Vehicle Replacement Fund, Capital Improvements Fund, School Capital Fund are included in these funds.

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LENOIR COUNTY – GENERAL DESCRIPTION

Lenoir County is located in the Coastal Plains region of Eastern North Carolina approximately midway between South Carolina and Virginia. Encompassing an area of 399 square miles, the County is an irregular pentagon in shape and is bound on the north by Greene County, on the cast by part of Jones, Pitt and Craven Counties, on the south by Jones County and on the west by Wayne and Duplin Counties.

The land is a good land….an eastward-sloping plain crossed by shallow valleys and interrupted by a few gently rolling hills. From an elevation of 125 feet above sea level near the Dawson community in the western section of the county, the land drops to 44 feet at the headwaters of the Trent Rivers in the southeast section. Along the river and a few of the larger creeks are broad lowland areas carved in the distant past as the streams changed course or as water rushed downstream in time of heavy rain or storm. The normally placid Neuse River snakes its way for 75 miles through the center of the county, dividing it into almost two equal parts. The river depth fluctuates with the seasons from a low of two feet to a high-water mark of 25 feet. Its width average 50-300 feet. Other streams include Southwest, Contentnea, Break Creek, Falling Creek and Briery Run.

BIRTH OF LENOIR COUNTY

The period following the Revolution was one of corruption and lawlessness in Dobbs County, especially in the far reaches of the area where Greene County is now located. Lack of honest qualified leaders and difficulties in administering justice in the remote sections of the county resulted in an emergency of many individuals who sought riches and power by any means, without regard to law. Government, in some areas, was non-existent, tax collections scant and law and order a farce. In efforts to remedy the situation, a bill was introduced in the General Assembly in December, 1791 to divide Dobbs County into two new counties with courts, prisons and stock in each. An opponent of the bill, General William Graham, declared it was the first time he had ever heard of destroying a government to establish law and order. The new counties were to be named Lenoir and Glasgow. A strong effort was made to name one of the counties for Stephen Cabarrus, then president of the State Senate. The name of Lenoir was stricken from the bill and Cabarrus substituted. Then, following arguments by Lenoir partisans, Cabarrus was stricken and Lenoir re-inserted. Thus, Lenoir County came very close to be Cabarrus County. The act of abolishing Dobbs County and creating Lenoir County was ratified on January 21, 1792 and Kinston was named the County Seat. Lenoir County’s name honors General William Lenoir, described by his contemporaries as a “venerable patriot and solider,” and who played a major role in the affairs of the state of North Carolina.

Source: Lenoir County – 200 Years of Progress – 1776-1976 Published by the Lenoir County Board of Commissioners and the Kinston-Lenoir County Bicentennial Commission

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GLOSSARY

Accrual Accounting: A basis of accounting which revenues and expenses are recorded at the time they are incurred, instead of when cash is actually received or disbursed. Ad Valorem Taxes: Please see Property Taxes. Appropriation: An authorization granted by the Board of Commissioners to make expenditures and incur obligations for purposes specified in the Budget Ordinance. Assessed Valuation: A value established by the Lenoir County Tax Assessor’s office for real and personal property to be used as a basis for levying property taxes. Balanced Budget: When planned expenditures equal anticipated revenues. The North Carolina Local Government Budget and Fiscal Control Act requires the budget, which is submitted to the Board of Commissioners, be balanced. Bond: A written promise to pay a sum of money on a specific date at a specified interest rate. The interest payments and repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. Budget: A plan of financial operation for the County, which includes estimated revenues and expenditures for a specific fiscal year. Budget Amendment: A procedure used by the County and Board of Commissioners to revise a budget appropriation. Budget Calendar: A schedule, which outlines the process of budget preparation, adoption, and administration. Budget Document: The official document, representing a comprehensive financial program for a specific fiscal year, which is prepared by the County staff and approved by the Board of Commissioners. The document presents policies and various budgetary information which reflects decisions made by the Board of Commissioners. Budget Message: A general discussion of the budget which provides the Board of Commissioners and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the County Manager. Budget Ordinance: A document adopted by the Board of Commissioners which lists revenues by source, appropriations by department or fund and levies taxes for the coming fiscal year.

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Capital Outlay: Items (such as vehicles, equipment, and furniture) purchases by the County, which have an expected life, which exceeds one year and a unit cost, exceeding $500. Cash Accounting: Basis of accounting which recognizes revenues when a government receives cash and costs when its disburses cash.

Cash Management: Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its availability for investments, establishing and maintaining banking relationships.

Contingency: Account which funds are set aside for unforeseen emergency expenditures which may become necessary during the year, use of these funds must be approved by the Board of Commissioners before they can be appropriated.

Debt Service: An obligation by the County to pay the principal and interest of all bonds according to a pre-determined payment schedule. Department: A unit of the County government, which is responsible for performing a primary governmental function. Delinquent Taxes: Taxes that remain unpaid on and after the due date on which a penalty for non-payment is attached.

Encumbrance: The commitment of appropriated funds to purchase an item or service. To encumber funds to set aside or commit funds for future expenditures.

Enterprise Fund: A fund used to account for activities that are financed and operated in a manner similar to business enterprises and for which a fee for services or the availability for services are charged to completely or partially recover the expenses of the operation. Enterprise Funds typically include water and sewer, and solid waste. Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board of Commissioners in the Budget Ordinance. Expenditure: The cost of goods or services received by the County.

Fiscal Year: The time period, which indicates the start and finish for recording financial transactions. The Fiscal Year for the County starts on July 1st and ends on June 30th.

Fixed Assets: Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture, and equipment.

Fund: A fund is a separate fiscal and accounting entity with a separate set of accounting records that governments segregate to carry on a specific activity.

Fund Balance: The cash and investments which remain at the end of the fiscal year which can legally be appropriated to fund expenditures in the upcoming fiscal year. The Local Government Budget Fiscal and Control Act (LGBFCA) limits the amount of fund balance monies which may be appropriated in the next budget year. 254

GAAP: Generally Accepted Accounting Principals (GAAP) relates to accounting rules and uniform standards for financial reporting representing generally accepted practices and procedures of the accounting profession. G.M.P. provides a set of minimum standards and guidelines for financial accounting and reporting. Therefore, all GAAP-basis Financial Statements are reasonably comparable, regardless of the legal jurisdiction or geographic location of the government. General Fund: A Fund established to account for the resources used for the general operation of the County. General Obligation Bonds: Debt instruments issued by the County which are backed by the full faith and credit of the issuing government. Intergovernmental Revenue: Revenue received from another government for a specified purpose. LGBFCA: The Local Government Budget and Fiscal Control Act governs all financial activities of local governments within the State of North Carolina. Long Term Debt: Debt with a maturity of more than one year after the date of issuance. Maturities: The dates on which the principal or stated values of investments or debt obligations mature and may be reclaimed. Modified Accrual Accounting: A basis of accounting in which expenditures are accrued by revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are “measurable” and “available for expenditure.” Property Taxes (Ad Valorem): Taxes are paid by property owners in the County. These taxes are levied on both real and personal property according to the property’s valuation and the tax rate. Property Tax Rate: The rate at which real and personal property in the County is taxed in order to produce the necessary revenues to conduct vital governmental activities.

Revenue: Income received from a variety of sources and used to finance government or enterprise operations.

Submitted Budget: The budget document made by the County Manager and presented to the Board of Commissioners.

Tax Levy: The total amount of revenue to be raised by property (ad valorem taxes).

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