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02-20-2024 Agenda Packet BOC
Note: All Items on the agenda are for discussion and action as deemed appropriate by the board. PERSON COUNTY BOARD OF COUNTY COMMISSIONERS MEETING AGENDA Person County Board of Commissioners Budget Retreat 9 a.m. February 20, 2024, Person County Office Building Room 215 CALL TO ORDER ........................................................................................................... Gordon Powell, Chairman DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA ITEM #1 9:05-9:10 a.m. Rules of Procedure .............................................................................................. Katherine Cathey, County Manager ITEM #2 9:10-9:20 a.m. DSS Consultant .............................................................................................. Brian Hart, Assistant County Manager ITEM #3 9:20-9:35 a.m. PCBIC Financial Update ................................................................ Brandy Lynch, Economic Development Director ITEM #4 9:35-10:00 a.m. Strategic Plan ....................................................................................................... Katherine Cathey, County Manager ITEM #5 10:00-10:15 a.m. Property Tax Revenue Preview and Next Reappraisal ............................................ Russell Jones, Tax Administrator ITEM #6 10:15-10:40 a.m. Mid-Year Fiscal Updates .......................................................................... Amy Wehrenberg, Chief Financial Officer ITEM #7 10:40-11:20 a.m. Employee Benefits.............................................................................. Sonya Carver, Human Resources Director and Mark Browder, Mark III Brokerage, Inc. BREAK 11:20-11:30 a.m. ITEM #8 11:30 a.m.-12:00 p.m. Fleet Management Program .......................................................... Devon Moore, Enterprise Fleet Management, Inc ITEM #9 12:00-12:45 p.m. FY25 Budget Preview ......................................................................................... Katherine Cathey, County Manager ITEM #10 12:45-1:00 p.m. Closing Remarks and Adjournment .................................................................................. Gordon Powell, Chairman 1 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: Rules of Procedure Summary of Information: The Board of Commissioners Rules of Procedure were last revised on March 23, 2020. The rules apply to all meetings of the Board of Commissioners. The Rules of Procedure establish the beginning time for regular meetings as follows, “Regular meetings shall be held at Person County Office Building in the Commissioner Room and shall begin at 7 p.m. on the first Monday of each month and at 9 a.m. on the third Monday of each month or such other date and time as set out in the schedule of meetings adopted by the board.” The rules do not set a meeting duration or an end time. Following the last board meeting, which concluded after midnight, Commissioner Puryear requested consideration of an amendment to the Rules of Procedure to establish an end time, such as 10 p.m., for night meetings with the intent to recess at 10 p.m. to a time and place certain the next day. A couple of examples for how a meeting end time is established in other jurisdictions follow: • Meetings end at 10:30 p.m. unless there is a majority vote of the board to continue beyond that time • Regular meetings, which start at 6:30 p.m., should not end later than 11 p.m., unless extended by a majority vote to midnight Staff and members of the public attend meetings for various reasons. They may appreciate an earlier adjournment or may face a challenge in returning the next day to participate in concluding the business of the board. As such, the county attorney recommends that rather than recessing the meeting, the rule establishing a meeting end time should include the requirement that matters not considered by the end of the meeting will automatically be placed on the next meeting agenda. Other options to consider include: • Change the 7 p.m. start time to an earlier time, such as 6 p.m. 2 • Hold closed sessions first, for example, from 6-7 p.m. prior to the public portion of the meeting, unless otherwise indicated on the schedule. • Add a third monthly meeting. • Keep the current Rules of Procedure in place with an understanding that the board will consider a motion to recess to a time and place certain at the conclusion of action on a pending matter if the meeting has lasted until 10 p.m. and there are a number of other matters pending the board’s consideration. Staff works to manage agendas, so meetings will end at a reasonable time. A few items were added at the last minute to the Feb. 5 agenda that contributed to the lengthy meeting. There is always business for the board to do and the volume fluctuates over time. Many meetings have concluded within an hour while others run longer. The midnight meeting will likely be an exception. Staff will continue to consider other ways to create efficiencies in the meetings. For example, we may be able to reduce the amount of time spent on administering oaths for quasi-judicial hearings and reading lengthy motions. It has been the board’s practice to return to open session after each closed session. Other boards go into closed session to consider all closed session items before returning to open session to make any associated decisions. Recommended Action: Discuss possible amendments to the Rules of Procedure or other procedural changes that can be made within the existing rules to better manage the length of board meetings and provide feedback and guidance for next steps. Submitted By: Katherine M. Cathey, County Manager 3 AGENDA ABSTRACT Meeting Date: February 20, 2024 Agenda Title: DSS Consultant Summary of Information: The Board of Commissioners requested options to consider for an independent consulting service to conduct a comprehensive evaluation of the general operations, business environment and community responsiveness of the Department of Social Services. The brief presentation will provide an overview of two North Carolina companies that specialize in evaluating DSS and Human Services operations and the methodology or strategies they may use is supporting an evaluation of the county’s DSS programs and services. Recommended Action: Receive presentation, discuss options and provide feedback and guidance for next steps. Submitted By: Brian Hart, Assistant County Manager 4 Consultant Services for Department of Social Services Review PERSON COUNTY BOARD OF COMMISSIONERS BOARD RETREAT FEBRUARY 20, 2024 BRIAN HART, ASSISTANT COUNTY MANAGER 5 2021 REAL Academy Consulting In 2020, the Person County Department of Social Services requested assistance/consultation services to address child welfare program concerns as identified by the NC Department of Health and Human Services. Beginning in September 2020, the REAL Academy Consulting Team began providing onsite assessment and assistance in the department. In April 2021, they provided some key recommendations, including the following: •Evaluate current pay scales/incentives to ensure recruitment and retention of highly qualified staff (recruitment and retention) •Frequently discussing the mission during team meetings and other staff development opportunities (organizational alignment) •Instilling value of training as a characteristic of the department’s culture (training and staff development) 6 Consultant Options for 2024 Review Allies4Outcomes •Based out of Asheville, NC •CEO –Angela Pittman-Vanderweide, DSW, MSW ◦Over 30 years of experience, including at the NC Department of Health of Human Services ◦Previously served as Social Work Director, Health and Human Services for Buncombe County Government •Specialty services include leadership coaching, child welfare & adult services technical assistance, and building workforce resilience. CCR Consulting •Based out of Charlotte, NC •Managing Principle –Sherry Bradsher, MPA ◦Over 30 years of experience in human services program administration and policy development◦Previously served as Director for NC Division of Social Services •Specialty services include health & human services program design, management and evaluation; policy and monitoring and advising, and business development. 7 Comprehensive Consultant Services •Interviews and focus groups with staff at all/varying levels and divisions of the department •Customer surveys and community focus groups to gather feedback regarding departmental responsiveness and overall customer service •Interviews with other community service providers and County departments/offices who interface with the department •Review and assessment of existing records and reports to ensure statutory compliance and provide feedback and/or recommendations, as/if warranted 8 Potential Next Steps •Administration will receive guidance from the Board of Commissioners as to how to proceed. •Additional conversations with consultant options, as needed. •Administration, Human Resources and other internal support departments will continue communicating and collaborating directly with DSS Director, leadership team and staff to learn more about programs and processes, build rapport and supporting operations. o Attending management/staff meetings o Assisting with interview and other recruitment processes o Supporting public relations and marketing of departmental initiatives •Questions/Recommendations? 9 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: PCBIC Financial Update Summary of Information: At the request of the Board of Commissioners, a financial update for the Person County Business and Industrial Center (PCBIC) will be presented. Attachments include a financial summary and a profit and loss detail for January-December 2023. Recommended Action: Receive presentation. Submitted By: Brandy Lynch, Economic Development Director 10 PCBIC Financial Summary Current Financial Status • PCBIC Treasurer Dan Craig presented the Treasurer’s report at the PCBIC meeting on 1/23/2024, making the board aware that PCBIC’s checking account had a balance of $897.46. • As of 2/14/24: o The money market account has a balance of $887.84. o Invoices due include pending payments to Duke Energy for outside lighting in the Person County Business and Industrial Park ($ 192.21), DH Craig CPA, P.C. for accounting services ($600.00), US Postal Service for semi-annual post office box fee ($ 51.00), and Williams Mullen for legal fees ($3,378.00). Outstanding payments total $4,221.12. o Three deposits have been made totaling $4,800.00. US Flue-Cured Invoice ($1,200.00) Carolina Pride Car Wash, LLC ($1,200.00) Carolina Solar Energy LLC ($2,400.00) Annual Income • Carolina Pride $ 2,400 • US Flue-Cured $ 2,400 • Carolina Solar $2,400 • East to West Solar $2,400 Total: $9,600 Annual Expenses • Duke Energy (outdoor lighting) • Landscaping • Lease for Norfolk Southern • Insurance • Mega Park Option • QuickBooks • Taxes • Accountant • Electrical repairs at the industrial park • Legal Expenses • Other Total: Varies by year Financial History PCBIC received assets from two clawbacks that involved both money and property. PCBIC receives income from the tenants of the Person County North Park in Roxboro and the Person County Business and Industrial Park in Timberlake, both of which were developed by PCBIC. The county has contributed funding to specific projects over the years but does not provide regular funding. Considerable expenses for the mega park have been funded by PCBIC, including the option to purchase, engineering, development and legal services. PCBIC has also funded land purchases and financial incentives for economic development projects. The mega park option has been assumed by Person County, and the county now incurs the associated expenses. In recent years, PCBIC expenses have greatly exceeded its income. In addition to routine annual expenses, Project Log, an active economic development project, continues to generate legal expenses for PCBIC. 11 Person County Business and Industrial Center, INC Transaction Report January - December 2023 Date Transaction Type Num Name Memo/Description Split Amount Ordinary Income/Expenses Income Industrial Park Common Area Maintenance Income 12/31/2023 Journal Entry 193 To record PCBIC Owner Payment for 2023 for Industrial Park Maintenance -Split--2,400.00 Total for Industrial Park Common Area Maintenance Income -$ 2,400.00 Service/Fee Income 01/10/2023 Invoice 1158 US Flue-Cured Tobacco Maintenance Fee - Industrial Park Fees Payment-1st qtr 2023 Accounts Receivable (A/R)600.00 01/10/2023 Invoice 1157 PCIP Solar, LLC c/o East to West Solar, LLC Maintenance Fee - Industrial Park Fees Payment -1st qtr 2023 Accounts Receivable (A/R)600.00 01/10/2023 Invoice 1156 CPCW. LLC Maintenance Fee - Industrial Park Fees Payment -1st Qtr 2023 Accounts Receivable (A/R)600.00 01/10/2023 Invoice 1155 Carolina Solar Energy, LLC Maintenance Fee - Industrial Park-2023 Accounts Receivable (A/R)2,400.00 04/10/2023 Invoice 1160 PCIP Solar, LLC c/o East to West Solar, LLC Maintenance Fee - Industrial Park Fees Payment 2nd Qtr 2023 Accounts Receivable (A/R)600.00 04/10/2023 Invoice 1161 US Flue-Cured Tobacco Maintenance Fee - Industrial Park Fees Payment 2nd Qtr 2023 Accounts Receivable (A/R)600.00 04/10/2023 Invoice 1159 CPCW. LLC Maintenance Fee - Industrial Park Fees Payment 2nd Qtr 2023 Accounts Receivable (A/R)600.00 07/06/2023 Invoice 1163 CPCW. LLC Maintenance Fee-Industrial Park Fees Payment 3rd Qtr 2023 Accounts Receivable (A/R)600.00 07/06/2023 Invoice 1164 US Flue-Cured Tobacco Maintenance Fee-Industrial Park Fees Payment 3rd Qtr 2023 Accounts Receivable (A/R)600.00 07/06/2023 Invoice 1162 PCIP Solar, LLC c/o East to West Solar, LLC Maintenance Fee-Industrial Park Fees Payment 3rd Qtr 2023 Accounts Receivable (A/R)600.00 10/06/2023 Invoice 1168 PCIP Solar, LLC c/o East to West Solar, LLC Maintenance Fee-Industrial Park Fees Payment 4th Qtr 2023 Accounts Receivable (A/R)600.00 10/06/2023 Invoice 1165 US Flue-Cured Tobacco Maintenance Fee - Industrial Park Accounts Receivable (A/R)0.00 10/06/2023 Invoice 1166 CPCW. LLC Maintenance Fee - Industrial Park Fees Payment 4th Qtr 2023 Accounts Receivable (A/R)600.00 10/06/2023 Invoice 1167 US Flue-Cured Tobacco Maintenance Fee-Industrial Park Fees Payment 4th Qtr 2023 Accounts Receivable (A/R)600.00 Total for Service/Fee Income $ 9,600.00 Total for Income $ 7,200.00 12 Person County Business and Industrial Center, INC Transaction Report January - December 2023 Expenses Advertising 07/18/2023 Check 1142 The Courier Times Special Mtg Anncmt Checking 312.48 Total for Advertising $ 312.48 Dues & Subscriptions 05/01/2023 Check 1136 Person County Reimbursement for QuickBooks annual subscription Checking 915.00 Total for Dues & Subscriptions $ 915.00 Industrial Park Common Area Maintenance Expenses 01/23/2023 Check 1128 Duke Energy Carolinas Industrial Park Street Lights- January 2023 usage Checking 167.72 02/23/2023 Check 1129 Duke Energy Carolinas Industrial Park Street Lights - February 2023 usage Checking 130.22 03/28/2023 Check 1131 CS Wade CS Wade - industrial park common area maintenance and banks March 2023 Invoice# 3120 Checking 200.00 05/01/2023 Check 1133 Duke Energy Carolinas Industrial Park Street Lights - March/April 2023 usage Checking 261.95 05/01/2023 Check 1134 CS Wade CS Wade - industrial park common area maintenance and banks April 2023 Invoice# 3158 Checking 200.00 05/30/2023 Check 1139 CS Wade CS Wade - industrial park common area maintenance May 2023 Invoice# 3192 Checking 200.00 06/29/2023 Check 1143 Duke Energy Carolinas Industrial Park Street Lights - May- June 2023 usage Checking 124.85 06/29/2023 Check 1141 CS Wade CS Wade - industrial park common area maintenance June 2023 Invoice# 3216 Checking 600.00 06/30/2023 Check 1140 Duke Energy Carolinas Industrial Park Street Lights - April-May- 2023 usage Checking 125.05 07/24/2023 Check 1146 CS Wade CS Wade - industrial park common area maintenance July 2023 Invoice# 3246 Checking 200.00 07/25/2023 Check 1144 Duke Energy Carolinas Industrial Park Street Lights - June-July- 2023 usage Checking 260.06 08/22/2023 Check 1149 Duke Energy Carolinas Industrial Park Street Lights - July- August- 2023 usage Checking 19.03 08/28/2023 Check 1151 CS Wade CS Wade - industrial park common area maintenance August 2023 Invoice# 3301 Checking 200.00 09/25/2023 Check 1152 Duke Energy Carolinas Industrial Park Street Lights - August- September 2023 usage Checking 147.15 09/25/2023 Check 1154 CS Wade CS Wade - industrial park common area maintenance September 2023 Invoice# 3337 Checking 200.00 10/30/2023 Check 1156 CS Wade CS Wade - industrial park common area maintenance October 2023 Invoice# 3365 Checking 200.00 11/27/2023 Check 1158 CS Wade CS Wade - industrial park common area maintenance November 2023 Invoice# 3405 Checking 600.00 12/12/2023 Check 1160 Duke Energy Carolinas Industrial Park Street Lights - Nov-Dec 2023 usage Checking 489.54 Total for Industrial Park Common Area Maintenance Expenses $ 4,325.57 Insurance 08/22/2023 Check 1150 The Cincinnati Insurance Company D&O Policy Renewal, Policy #0402750 Checking 2,340.00 12/22/2023 Check 1161 Central Insurance Companies PCBIC Commercial Lines Policy Acct#9899166479 Checking 550.00 Total for Insurance $ 2,890.00 Legal & Professional Fees Administrative 01/11/2023 Check 1127 Williams Mullen Project Lamb Checking 2,114.00 03/28/2023 Check 1132 Williams Mullen Project Lamb Checking 257.50 Total for Administrative $ 2,371.50 13 Person County Business and Industrial Center, INC Transaction Report January - December 2023 Business Incentive Cost Prospects Legal & Professional Fees Project Log 07/19/2023 Check 1145 Williams Mullen Project Log Checking 1,984.50 08/22/2023 Check 1148 Williams Mullen Project Log Checking 3,158.00 09/25/2023 Check 1153 Williams Mullen Project Log Checking 2,832.50 10/25/2023 Check 1155 Williams Mullen Project Log Checking 6,262.00 11/28/2023 Check 1159 Williams Mullen Project Log Checking 0.00 Total for Project Log $ 14,237.00 Project Trace Legal 01/11/2023 Check 1126 Nexsen Pruet Telephone Conference about strategies to acquire property on the Megasite Checking 404.00 Total for Project Trace Legal $ 404.00 Project Trace Option 05/01/2023 Check 1135 Sanford Holshouser Project Trace Rail Option Checking 1,027.61 Total for Project Trace Option $ 1,027.61 Total for Legal & Professional Fees $ 15,668.61 Project Trace Project Trace Reaves Property Clearing 05/01/2023 Check 1138 Jimmy Lewis and Sons Grading and Septic Demo and Haul Away Structures at 1950 Country Club Rd Checking 25,707.00 05/01/2023 Check 1137 Williams Mullen Reaves Property RFP Checking 1,162.50 Total for Project Trace Reaves Property Clearing $ 26,869.50 Total for Project Trace $ 26,869.50 Total for Prospects $ 42,538.11 Total for Business Incentive Cost $ 42,538.11 Total for Legal & Professional Fees $ 44,909.61 Meals and Entertainment 04/18/2023 Expense Walmart Water for meetings Petty Cash 14.24 10/18/2023 Expense Food Lion Water for PCBIC Meeting Petty Cash 4.58 12/20/2023 Expense Walmart Water for meetings Petty Cash 20.94 Total for Meals and Entertainment $ 39.76 Office Expenses 01/03/2023 Expense First Horizon Previous Months Service Charges-January-Statement 2023 Checking 5.00 02/01/2023 Expense First Horizon Previous Months Service Charges-February-Statement 2023 Checking 5.00 02/23/2023 Check 1130 USPS Mailbox Rental One Year Checking 96.00 03/01/2023 Expense First Horizon Previous Months Service Charges-March-Statement 2023 Checking 5.00 04/03/2023 Expense First Horizon Previous Months Service Charges-April-Statement 2023 Checking 5.00 05/01/2023 Expense First Horizon Previous Months Service Charges-May-Statement 2023 Checking 5.00 06/30/2023 Expense First Horizon Previous Months Service Charges-June-Statement 2023 Checking 5.00 07/03/2023 Expense First Horizon Previous Months Service Charges-July-Statement 2023 Checking 5.00 08/01/2023 Expense First Horizon Previous Months Service Charges-August-Statement 2023 Checking 5.00 09/01/2023 Expense First Horizon Previous Months Service Charges-September-Statement 2023 Checking 5.00 10/02/2023 Expense First Horizon Previous Months Service Charges-October-Statement 2023 Checking 5.00 11/01/2023 Expense First Horizon Previous Months Service Charges-November-Statement 2023 Checking 5.00 12/01/2023 Expense First Horizon Previous Months Service Charges-December-Statement 2023 Checking 5.00 12/06/2023 Expense First Horizon Returned check charges Checking 35.00 12/15/2023 Expense First Horizon Returned check charges Checking 35.00 Total for Office Expenses $ 226.00 14 Person County Business and Industrial Center, INC Transaction Report January - December 2023 Rent or Lease 11/17/2023 Check 1157 Norfolk and Southern Company Lease Agreement Woodsdale Rail - invoice #93435437 Checking 2,613.00 Total for Rent or Lease $ 2,613.00 Taxes & Licenses 08/22/2023 Check 1147 Person County Tax Assessor 2023 Ad Valorem Taxes for record numbers: 384, 677, 19990, 21959, 24969 Checking 6,342.34 Total for Taxes & Licenses $ 6,342.34 Total for Expenses $ 62,573.76 Net Ordinary Income -$55,373.76 Other Income/Expense Other Income Interest Earned 01/31/2023 Deposit INTEREST Money Market 13.22 02/28/2023 Deposit INTEREST Money Market 18.20 03/31/2023 Deposit INTEREST Money Market 22.05 04/28/2023 Deposit INTEREST Money Market 21.35 05/31/2023 Deposit INTEREST Money Market 17.29 06/30/2023 Deposit INTEREST Money Market 19.05 07/31/2023 Deposit INTEREST Money Market 19.70 08/31/2023 Deposit INTEREST Money Market 14.42 11/30/2023 Deposit Money Market 1.75 12/29/2023 Deposit First Horizon Money Market 0.70 Total for Interest Earned $ 147.73 Total for Other Income $ 147.73 Net Other Income $ 147.73 Net Income -$55,226.03 Friday, Feb 16, 2024 06:17:05 AM GMT-8 - Accrual Basis 15 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: Strategic Plan Summary of Information: During the FY24 budget retreat, the Board of Commissioners decided to move forward with a strategic planning process and held two strategic planning retreats on Oct. 24 and Dec. 7, 2023. In addition, department heads participated in two mini-retreats on Oct. 10 and Dec. 13, 2023. During these sessions, commissioners and staff developed various components of the strategic plan. The proposed plan includes vision and mission statements and organizational values. The Board of Commissioners defined the focus areas for the plan and some of the goals, and then department heads added to the goals and brainstormed strategies. The goals provide a two to four year view of priorities, and the accompanying strategies describe specific tasks, output and/or outcomes intended to be accomplished over the next one to two fiscal years. This plan will be a guiding document for county elected officials, staff, and volunteers. It will tie into the FY25 budget process. Over the summer, staff will develop a reporting process to inform the board and the public on progress made towards achieving the goals of the strategic plan. The plan will be revisited annually. Recommended Action: Adopt the Strategic Plan. Submitted By: Katherine M. Cathey, County Manager 16 Community -We are welcoming, inclusive, and accessible. We are family- friendly,celebrate our traditions,and foster strong community spirit. We prioritize public safety and personal wellbeing. Professionalism -As knowledgeable leaders and public servants, we adhere to ethical standards and take ownership of our responsibilities. We serve with respect, kindness, empathy, courage, creativity, humility, and flexibility. Transparency -We act with honesty, integrity, and respect. We are accountable to our community. Communication is a priority. Opportunity -We work to facilitate economic growth, financial security, and personal and professional enrichment (lifelong learning) for individuals and businesses to prosper. Stewardship -We take responsibility for our natural, historical, economic and human resources. We act resourcefully, promote equity and sustainability, and seek efficiency and innovation. Vision: Person County is a safe, thriving, and diverse community where people come to live, work, learn, play, serve, and grow. Mission: To provide effective government services that enhance the quality of life for individuals and businesses in Person County by preserving local history and resources, facilitating economic growth, and supporting lifelong learning. 17 Economic Opportunity and Growth Creating and sustaining the conditions to facilitate economic development, security, and prosperity. Goal 1: Recruit, grow, and retain business and industry Goal 2: Develop and maintain infrastructure that enhances quality of life Goal 3: Ensure the development process is thorough, accessible and efficient Goal 4: Expand Raleigh Regional Airport at Person County to facilitate economic opportunity and growth 1.1 Attract new businesses that create well-paying jobs, add to the tax base and provide valued services and products (Economic Development) 2.1 Support completion of the City of Roxboro’s Western Sewer Project (Administration, GIS) 3.1 Reduce the time that it takes to issue environmental health, zoning and building permits (Environmental Health, Planning and Zoning, Inspections., GIS) 4.1 Complete runway strengthening project (General Services) 1.2 Expand and support existing businesses (Economic Development) 2.2 Evaluate needs for water and sewer expansion outside the city limits (Administration, Economic Development) 3.2 Consolidate planning ordinances into a user-friendly and up-to-date unified development ordinance (Planning and Zoning) 4.2 Complete beginning phases of runway extension project (General Services) 1.3 Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills (Economic Development) 2.3 Partner with NC DIT to provide broadband to all unserved and underserved areas (Administration, GIS) 4.3 Secure funding for and construct box hangars (General Services) 2.4 Complete Person County Trail Feasibility Study and work with partners to implement recommendations (Recreation, Arts, and Parks, Administration, GIS, Planning and Zoning, Soil and Water) 4.4 Design and secure funding to renovate or build new terminal (General Services) 18 Capital Investment Being good stewards of public funds and support in developing and maintaining facilities and other resources. Goal 5: Sustain the capital planning process Goal 6: Ensure county facilities meet the needs of the public and employees Goal 7: Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC) 5.1 Develop and adequately fund a five-year Capital Improvement Plan annually (Finance) 6.1 Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 2025 (Administration, General Services, Finance, Social Services, Health, IT) 7.1 Fund PCS ADA and safety projects with bond issuances in FY25 and FY27 (Finance) 5.2 Maintain a healthy debt affordability model per established financial policies (Finance) 6.2 Complete PI/MRF construction and physical and operational merger before May 2025 (Person Industries, General Services, Administration, IT) 7.2 Partner with the PCS to evaluate population/ enrollment growth, class size mandates, etc. to determine need for new construction (Administration, Planning and Zoning, Inspections, GIS) 6.3. Utilize facility feasibility assessment to plan for current and future needs of the Emergency Services Department (Emergency Services, General Services, Finance, Administration, IT) 7.3 Partner with PCC to plan for and fund the Center for Health, Advanced Technology & Trades (CHATT) (Administration, Finance) 6.4 Complete construction and open “County Farm” park (Recreation, Arts, and Parks, GIS, Soil and Water, Planning and Zoning, Administration) 6.5 Complete space needs study, including ADA accessibility, for county facilities (General Services) 19 Lifelong Learning Supporting the educational, learning and skill development activities of all Person County residents Goal 8: Support our educational partners, Person County Schools (PCS) and Piedmont Community College (PCC) Goal 9: Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills 8.1 Increase funding to support improvements in pre-K-12 education (Administration, Finance) 9.1 Offer education-based programs for all ages and expand outreach through partnerships with community organizations (Library, Cooperative Extension, Recreation, Arts and Parks, Soil and Water, Health) 8.2 Ensure funding meets PCC’s operational needs (Administration, Finance) 9.2 Partner with PCC and PCS to offer programs to develop skills for employment in county positions with a concentrated focus on areas of critical need (Administration, Human Resources, Other Departments) 8.3 Ensure the 6-14 Workforce Pipeline remains strong (Economic Development) 9.3 Increase participation and work opportunities for parents through the Work First Family Assistance Program (Social Services) 20 Service Excellence Prioritizing the provision of stellar internal and external service through efficient operations, fiscal responsibility and transparent communications Goal 10: Identify, attract, and onboard the most qualified individuals whose skills, experience, and values align with our mission, fostering a culture of excellence Goal 11: Proactively meet the changing needs of the community Goal 12: Enhance transparency and communication Goal 13: Promote fiscal responsibility and financial sustainability 10.1 Enhance recruitment strategies and streamline selection processes that aggressively seek out the best talent to fill county positions and minimize position vacancy time (Human Resources) 11.1 Monitor and analyze population growth and demographic changes and structure services to meet changing needs (Administration, Inspections, Planning and Zoning, GIS, All Departments) 12.1 Implement provisions of Public Records Request Policy and online public records request platform (Administration) 13.1 Minimize tax increases based on necessity (Administration, Finance, All Departments) 10.2 Offer a competitive compensation program (Human Resources) 11.2 Measure progress and update the strategic plan (Administration) 12.2 Conduct a community survey (Administration) 13.2 Develop and implement an annual balanced budget and capital improvement plan (Administration, Finance) 10.3 Offer professional development opportunities and a supportive work environment to attract and retain a talented workforce (Human Resources) 11.3 Work with partners to improve digital equity and inclusion (Cooperative Extension, Administration, Digital Equity Taskforce) 12.3 Offer a Citizens Academy (Administration) 13.3 Hire a grant writer and capitalize on grant opportunities (Finance, All Departments) 10.4 Offer leadership education to build the skills of current and future leaders in decision- making, communications, problem solving, team building, and adaptability (Human Resources) 12.4 Improve online access to public meeting materials and county ordinances and policies (Administration, IT) 21 Quality of Life Working collaboratively with the community to ensure that Person County remains a great place to work, live and play Goal 14: Enhance public safety and community wellbeing Goal 15: Promote healthy communities Goal 16: Preserve and celebrate rural character and lifestyle 14.1 Enhance the resiliency of the community by coordinating and collaborating the emergency and disaster mitigation, preparedness, prevention, response and recovery activities (Emergency Services) 15.1 Improve access to healthcare services (Health, Social Services, Veterans Services, Emergency Services, Administration) 16.1 Implement conservation programs (Soil and Water) 14.2 Strengthen partnerships with law enforcement agencies, community organizations, and residents to address root causes of crime (Sheriff) 15.2 Promote healthy lifestyles and behaviors (Health, Recreation, Arts and Parks, Library, Cooperative Extension, Social Services, Veterans Services, Administration, Emergency Services) 16.2 Promote agri-business and agri-tourism (Cooperative Extension, Planning and Zoning) 14.3 Support volunteer fire departments' efforts to maintain or lower their ISO ratings and provide greater protection to the community (Emergency Services) 15.3 Develop and implement plan for utilizing Opioid Settlement Funds (Health, Emergency Services, EMS, Opioid Settlement Advisory Committee, Administration) 14.4 Promote responsible pet ownership and public safety (Animal Services, Sheriff) 22 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: Property Tax Revenue Preview and Next Reappraisal Summary of Information: The presentation will include mid-year updates on property valuation changes, the current sales ratio, and reappraisal for 2025. Recommended Action: Receive presentation. Submitted By: Russel Jones, Tax Administrator 23 County value changes from 2024 to 2025 Real M&E State Total value 2024 3,608,189,707 519,888,840 985,177,254 5,113,255,801 2025 3,715,328,354 485,640,089 955,000,000 5,155,968,443 0 1,000,000,000 2,000,000,000 3,000,000,000 4,000,000,000 5,000,000,000 6,000,000,000 24 Fire District value changes from 2024 to 2025 Real M&E State Total value 2024 3,047,347,751 385,842,320 959,141,373 4,392,331,444 2025 3,123,051,020 360,332,994 929,141,373 4,412,525,387 0 500,000,000 1,000,000,000 1,500,000,000 2,000,000,000 2,500,000,000 3,000,000,000 3,500,000,000 4,000,000,000 4,500,000,000 5,000,000,000 25 Fiscal Year All State Appraised Change from previous 2025- estimated 955,000,000 -30,177,254 2024 985,177,254 +18,752,420 2023 966,424,834 +33,681,598 2022 932,743,236 +12,506,677 2021 920,233,559 +74,544,809 2020 845,688,750 -31,901,120 2019 877,589,870 -10,681,099 2018 888,270,969 -780,125 Changes in State Appraised Values 26 Changes in State Appraised Values 750,000,000 800,000,000 850,000,000 900,000,000 950,000,000 1,000,000,000 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Value Value 27 Collection Rate County Fire 97.50 %$ 550,589 $ 465,204 For next year, what will one penny generate? 28 Statewide Sales Ratio 29 Reappraisal for 2025 Sales from Jan-Dec 2021 100.49%98.61%100.71% 84.85%92.00%90.32%92.58%93.55%87.87%96.61%84.98%81.73% 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00% Ratio Sales Ratio By Month January February March April May June July August September October November December 30 Reappraisal for 2025 Sales from Jan-Dec 2022 97.36%93.97%84.99%72.59%75.95%69.45%78.51%77.65%76.73%76.24%79.56%90.12% 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00% Ratio Sales Ratio By Month January February March April May June July August September October November December 31 Reappraisal for 2025 Sales from Jan-Dec 2023 79.04%71.70%72.90%72.25% 86.34% 72.45%70.98% 85.77% 74.57%77.16%77.59%74.00% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% Ratio Sales Ratio By Month January February March April May June July August September October November December 32 Reappraisal for 2025 Sales by year 2021-2023 92.71% 79.71%75.34% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% 2021 2022 2023 Sales Ratio By Year 2021 2022 2023 33 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: Mid-Year Fiscal Updates Summary of Information: The mid-year fiscal review will include midyear revenue and expenditure comparisons between FY23 and FY24, outstanding debt service, and a fund balance projection. Recommended Action: Receive presentation. Submitted By: Amy Wehrenberg, Chief Financial Officer 34 Person County Mid-Year Fiscal Review Person County Board of Commissioners Annual Retreat February 20, 2024 Amy Wehrenberg, Finance Director 35 Discussion Summary Revenues: Mid-Year Comparison Sales Tax Distribution Expenditures: Mid-Year Comparison Debt Service Unassigned Fund Balance Fund Balance Projection Summary and Trends 236 Revenues are minimally higher year over year through January. Ad Valorem Taxes & Interest Earnings are primary causes for overall increase of $1.3M. 3 Revenues: Mid-Year Comparison REVENUES Incr (Decr) % Change Ad Valorem Taxes 605,160 1.6% Sales & Other Taxes 63,009 1.3% Fees & Licenses (251,402)-7.5% State & Federal Funding 320,621 7.2% Interest Earnings 482,494 100.0% Other Revenues 67,952 13.0% TOTAL REVENUES 1,287,833 2.6% 37 Sales Tax Distribution Sales tax is reporting minimally higher by 1.31% over the previous year for the five months collected to date. It is evident that consumer spending has slowed in reaction to the inflationary economy. Based on this trend, we anticipate sales tax to come in for a total of almost $13.4M to finish out this fiscal year, an increase of only $173K.4 $6.73 $7.06 $7.57 $8.08 $8.70 $9.01 $10.51 $11.86 $13.23 $13.40 $- $2 $4 $6 $8 $10 $12 $14 $16 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024* Local Option Sales Tax (in millions) *Projected 38 EXPENDITURES Incr (Decr) % Change Personnel 2,817,091 17.2% Operating 1,474,354 9.9% Capital 560,261 158.0% Transfers to Other Funds 3,678,973 49.9% TOTAL 8,530,679 21.8% NET CHANGE (Deficit)(7,242,846)-64.9% 5 Expenditures: Mid-Year Comparison by expense type Deficit is result of larger increase in expenditures ($8.5M) than in revenues ($1.3M). Expenditures are significantly higher in all categories, particularly in “Transfers to Other Funds” due to transfer of higher excess reserves for FY23. 39 Increases: $8,557,757 Decreases:($27,078) Increases are reported across all functions except for small decrease in Economic Development function. Largest expenditure increases are reported in Transfers to Other Funds and Public Safety departments. 6 Expenditures: Mid-Year Comparison by function Transfers to Other Funds (49.9%)3,678,973 Public Safety (23.6%)2,081,137 General Government (19.2%)982,401 Human Services (11.6%)903,400 Education (8.6%)621,547 Transportation (21.4%)136,747 Culture & Recreation (9.7%)123,817 Environmental Protection (29.7%)29,735 Economic Development (-3.9%) (27,078) 40 Debt Service 7 TOTAL OUTSTANDING DEBT (FYE 2024)23,988,445 County 3,963,945 Schools 20,024,500 Sch % of Total O/S Debt 83% BUDGET: FY24 Debt Service Budget 1,615,785 FY25 Debt Service Budget 2,861,608 Increase from FY24 to FY25 1,245,823 41 Outstanding Debt Service 8 Ten Year Comparison Graph above represents County's outstanding debt service over 10- year period. Estimate $76.5M at end of FY28 includes one new proposed $20M debt issuance in July 2025, and the remaining two tiers of approved debt for school improvements in FY’s 2026 & 2028. $14.9 $12.6 $10.5 $8.7 $7.1 $24.0 $54.5 $67.2 $62.7 $76.5 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 2019 2020 2021 2022 2023 2024 2025*2026*2027*2028* (Millions) Fiscal Year End *(Estimate) Addition of 2024 LOBs Addition of 2025 LOBs Addition of 2027 LOBs 42 Unassigned Fund Balance (Audited) GFOA -recommends an available fund balance of no less than 2 months of general fund operating expenditures LGC -recommends an available fund balance of at least 8% of general fund expenditures. Person County FB policy -requires a transfer of excess unassigned fund balance over 25% to the Capital Investment Fund to support future debt and capital expenditures.9 Unassigned Fund Balance 2023 2022 General Fund Expenditures 68,179,221 67,328,831 Months 12 12 Estimated monthly expenditures 5,681,602 5,610,736 Unassigned FB-GF 24,166,242 21,108,169 Estimated monthly expenditures 5,681,602 5,610,736 Estimated months of available FB-GF 4.25 3.76 FB as a % of GF Expenditures 35%31% 25% Target Level 17,044,805 16,832,208 Excess UFB over 25% minimum 7,121,437 4,275,961 43 Fund Balance Projection 10 25.2%26.0%26.0% 30.3%28.3% 30.5% 35.4% 31.4% 35.4% 30.0%* 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024*% of Total ExpendituresFiscal Year * Estimated Based on the larger increase in expenditures at mid-year than revenues, there is an anticipated use of fund balance reserves by fiscal year-end. 44 Summary and Trends Revenues increase by $1.3M thru January, due to some tax growth and recognition of additional interest earnings. Expenditures report a significant increase of $8.5M at mid-year, due to transfer of higher excess reserves, personnel increases (pay study & new positions), and vehicle purchases. Sales tax revenues are reporting minimal growth; projecting to increase by $173K for a total of $13.4M at FYE. Outstanding debt is $24M at FYE which includes the 2023 debt issued for Person High School improvements. Annual budget for debt service will increase by $758K for FY25 as a result of issuing new school debt in late 2023. School debt now comprises 83% of the County’s total debt. Unassigned Fund Balance (UFB) at FYE 2023 was over 35%. Although revenues exceed expenditures by $3.9M through January, the large increase in expenditures when compared to the prior year indicates a potential decrease to fund balance at FYE 2024 to 30%.1145 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: Employee Benefits Summary of Information: Mark Browder with Mark III Employee Benefits, the county’s benefits broker and consultant, will provide an update on health plan performance and the FY25 renewal. A presentation by staff on FY25 recommended benefits enhancements will follow Mr. Browder’s presentation. Recommended Action: Receive presentation and provide feedback and guidance for next steps. Submitted By: Sonya Carver, Human Resources Director 46 Mark III Employee Benefits MEDICAL PLAN Plan Performance and 2024 –2025 Renewal February 20, 2024 47 Mark III Employee Benefits Our North Carolina Clients 90+ 170+ across the Southeast Confidential and Proprietary 2 48 Mark III Employee Benefits Healthcare Consulting IHA INTERGOVERNMENTALHEALTHCAREALLIANCE Partners Include: Confidential and Proprietary 3 49 Mark III Employee Benefits 4 Overview •Starting in 2018, the County experienced a catastrophic increase in high claims. •From 2015 –2016 to 2020 –2021, Plan claims increased from $2,385,374.13 to $6,001,941.00 per year, or a $3,616,566.87 increase in claims. •That averaged 20% per year, nearly triple the State average. •Why? The County has experienced individual high claimants as significant as $2,400,000. The nature of the high claimants include: •Cancer/Oncology •COVID •Hereditary Specialty Pharmacy Conditions •Accidents •Fortunately, the Plan turned the corner in 2021 –2022. 50 Mark III Employee Benefits 5 Overview •For the 2021 –2022 and 2022 –2023 Plan years, the Medical Plan was bid. •Responses to the bids came from: •Aetna •BCBSNC •CIGNA •MedCost •Of the responses: •Only CIGNA provided a competitive quote. •The high claimant conditions concerned all of the other respondents. •CIGNA continued to provide the best overall value.51 Mark III Employee Benefits 6 Overview Stop-Loss History Premium Reimbursements Loss Ratio Rate Change 2016 -2017 $338,488.05 $242,415.52 71.62%$69.95 2017 -2018 $338,767.85 $162,937.00 48.10%$69.95 100.00% 2018 -2019 $422,137.14 $1,084,538.55 256.92%$86.61 123.82% 2019 -2020 $476,345.40 $2,200,592.00 461.97%$99.80 115.23% 2020 -2021 $533,909.88 $1,634,790.00 306.19%$115.64 115.87% 2021 -2022 $513,672.88 $823,999.00 160.41%$166.74 144.18% 2022 -2023 $858,791.44 $648,679.00 75.53%$198.43 119.01% 2023 -2024 $631,578.00 $410,873.00 65.05%$239.69 120.79% Total $4,113,690.64 $7,208,824.07 175.24% Difference Loss Position $3,095,133.43 •Stop Loss insurance is the risk protection for high claimants. •CIGNA had significant loss positions. •In 2022 –2023, the Plan turned the corner. •From a service perspective, CIGNA has been an excellent partner for the County.52 Mark III Employee Benefits 7 Overview •During the negative four year run, the team was not static. •The staff and Mark III were actively engaged in impacting members that needed help with chronic conditions, such as diabetes and obesity. •The County implemented: •Weight improvement incentives •Diabetes Condition Care •Medical Weight Management •These programs have had positive impacts on the at risk population. 53 Mark III Employee Benefits Confidential and Proprietary 8 Wellness Results Diabetes -HealthMapRxTM Engagement includes: •Free diabetic medications and supplies for compliant patients. •Economic incentives for compliance. These incentives are in the form of a gift card. •Optimization of drug therapy, including adherence •Assessment and improvement of participant knowledge and self-care skills •Addressing non-drug considerations such as nutrition, exercise, and life-style improvements •Coordination and compliance with regular medical care •Management of “care gaps” vs. evidence-based benchmarks •Establish on ongoing revision of personal goals relevant to health risk priorities •Motivation and support for achievement of goals •Accountability for participants and mentors in adhering to program protocols and requirements •Weight management and ongoing revision of nutrition goals 54 Mark III Employee Benefits Confidential and Proprietary 9 Wellness Results Diabetes -HealthMapRxTM •Participants: ⚬City of Gastonia⚬City of Hendersonville⚬City of Rocky Mount ⚬City of Salisbury⚬City of Sanford⚬City of Shelby⚬Cleveland County⚬Edgecombe County⚬Granville County ⚬Halifax County⚬Lincoln County⚬Person County⚬Prince George County⚬Randolph County⚬Robeson County⚬Rowan County⚬Vance County⚬Wayne County 55 Mark III Employee Benefits Diabetes HMPRx Enrollment Enrollment 2021 2022 2023 Eligibility HealthMapRx Participants 20 25 24 44% (24/54) New Participants 0 13 6 Inactive Participants 3 8 7 Inactive Reason Total Insurance Terminated 6 Patient Preference/Opted Out 0 Non-Compliance with Program 1 Retired-Medicare 0 10 56 Mark III Employee Benefits Diabetes HMPRxFinancialTrending: HMPRx vs. Non-HMPRxProgram (PMPY) Dec 2021 - Nov 2022 Dec 2022 - Nov 2023 Total Medical Rx Total Medical Rx Total Change HMP Rx Avg 24 $10,080 $12,635 $22,715 $4,063 $14,233 $18,296 ($4,419) Non -HMP RxAvg 30 $8,751 $9,711 $18,462 $10,670 $13,354 $24,024 $5,562 Differential $5,728 $9,981 Data Source: Zakipoint Health healthcostinstitute.org/hcci-originals/nc-multi-payer-analysis* 11 57 Mark III Employee Benefits Diabetes HealthMapRxTM vs. Industry Standards Clinical Goals Total 2023 2022 2021 Industry (2021 HEDIS) PPCN (n=1099) Blood Pressure (<140/90)24 88%80%84%50.6%82.8% Cholesterol (LDL) (< 100)24 71%64%42%65.0% Blood Glucose (A1C) (< 7%)24 71%72%45%34.9%49.0% Blood Glucose (A1C) (< 8%)24 88%84%70%49.9%74.1% Blood Glucose (A1C) (> 9%)24 8%16%25%42.5%12.3% Lipid Panel (past year)24 88%88%89%85.2% A1C (past 6-months)24 100%88%75%73.8% A1C (past year)24 100%96%100%89.4%95.4% *2021 HEDIS Measures for Commercial Insured PPO; https://www.ncqa.org/hedis/measures/ 12 58 Mark III Employee Benefits Hemoglobin A1C Decrease Examples Baseline A1C Current A1C Change Days Between 8.0 6.2 -1.8 1073 10.9 9.4 -1.5 1126 6.9 5.9 -1.0 582 7.8 6.9 -0.9 827 5.7 5.1 -0.6 126 10.6 10.0 -0.6 1073 6.2 5.7 -0.5 420 6.5 6.0 -0.5 367 6.4 5.9 -0.5 616 5.7 5.3 -0.4 1061 8.4 8.0 -0.4 1119 6.7 6.4 -0.3 471 6.3 6.0 -0.3 685 6.4 6.3 -0.1 434 8.0 7.9 -0.1 1123 7.4 6.7 -0.6 740 13 59 Mark III Employee Benefits Obesity is associated with multiple comorbidities 1 -7 14 Depression Anxiety Asthma NAFLD Infertility Incontinence Knee osteoarthritis Thrombosis Gout Sleep Apnea Prediabetes Coronary heart failure Cardiovascular diseases • Stroke • Dyslipidemia • Hypertension • Coronary artery disease • Pulmonary embolism • HFpEF Gallstones Type 2 diabetes Chronic back pain Cancers –including: •breast •colorectal •endometrial •esophageal •kidney •ovarian •pancreatic •prostate Key: Mental Mechanical Metabolic •Abbreviations: HFpEF, heart failure with preserved ejection fraction; NAFLD, non-alcoholic fatty liver disease. •References: 1. Sharma and Padwal. Obes Rev 2010;11:808–9. 2. Guh DP et al. BMC Public Health 2009;9:88. 3. Luppino FS et al. Arch Gen Psychiatry 2010;67(3):220–9. 4. Simon GE et al. Arch Gen Psychiatry 2006;63(7):824–30. 5. Church et al. Gastroenterology 2006;130(7):2023–30. 6.Li C et al. Prev Med 2010;51(1):18–23. 7.Hosler AS. Prev Chronic Dis 2009;6(2):A48.Confidential and Proprietary 60 Mark III Employee Benefits Confidential and Proprietary 15 •BMI ≥35 •Members without a diagnosis of diabetes •18 years of age or older •12-month commitment •If engaged, Wegovy (and other medications –not for diabetes) available as a tool for weight loss. •Other incentives available HMP RxMedical Weight Management Program Criteria 61 Mark III Employee Benefits Wellness Results Confidential and Proprietary 16 8-Customer Biometric Avg. Results (n=4737) BMI (≥40) BMI Weight Waist A1c County: 5 City: 3 14.2%45.6 290.1 48.0 6.1 62 Mark III Employee Benefits Confidential and Proprietary 17 HMP RxMedical Weight Management Customers Caldwell County Cleveland County Durham Public Schools Edgecombe County Granville County Harnett County Haywood County Hertford County Nash County Person County Rowan County Wayne County 63 Mark III Employee Benefits Confidential and Proprietary 18 HMP RxMedical Weight Management Program Criteria Pharmacist Care Manager Visits • 4 visits/year • Virtual/Telephonic communication between visits (weekly survey trigger for additional interventions) • Depression Screening (baseline, 12-months) Virtual Group Support Sessions • Presented by Health Coach • Focused Education Topics each session • Monthly sessions: • Months 1-6 • Month 8 • Month 10 Weekly Survey Check-Ins • Delivered via email or text • Provides individualized support to participants • Screens for behavioral health and weekly challenges Digital Scale* Monitoring • Weekly Weigh-ins • Health Portal Monitoring • App with Bluetooth Technology *device is optional 64 Mark III Employee Benefits Confidential and Proprietary 19 HMP RxCleveland County – MWM Start Date Enrollment Gender Avg Age Engagement % 08/01/21 40 30 (F), 10 (M)49 51% (40/78) Chronic Conditions (Avg: 5 Conditions)Parts. (%) Hypertension 68% Pre-Diabetes 55% Anxiety & Depression 43% Hyperlipidemia 25% 65 Mark III Employee Benefits Confidential and Proprietary 20 HMP RxMedical Weight Management Program –2 Years Rx Yr. 1 & Yr. 2*N=Baseline Year 1 Year 2 Change Total Change Cont. Yr. 2 Part % Weight 23 271.4 244.6 228.7 -42.7 -982.1 100%70% A1c 23 5.7 5.4 5.2 -0.5 Rx Yr. 1, Not Yr. 2 Weight 7 267.2 239.5 245.8 -21.4 -149.8 43%51% A1c 7 5.8 5.6 5.6 -0.2 < 3 Rx fills, 2 Yrs. Weight 6 307.4 293.0 311.1 +3.7 +22.2 50%46% A1c 6 5.5 5.6 5.7 +0.2 66 Mark III Employee Benefits Confidential and Proprietary 21 Medical Weight Management HMP Rx FinancialTrending: HMP Rx vs. Non-HMP Rx Program(PMPY) 2021 - 2022 2022 - 2023 Total Medical Rx Total Medical Rx Total HMP Rx 23 $5,727 $12,768 $18,495 $6,662 $13,401 $20,063 Non-HMP Rx 10 $44,424 $4,105 $48,529 $27,640 $3,449 $31,089 HMP RxFour did not participate in 2023 Biometric Screening Two Termed: Incomplete Data Non-HMP RxSeven Termed: Incomplete data Ten enrolled in Medical Weight Management Program in 2022 67 Mark III Employee Benefits Confidential and Proprietary 22 Non -HMP Rx Participant –Medical Plan Cost Cost >20k: 22% (6/27) Conditions Increasing Spend • Coronavirus (COVID-19) (ICU) • Lap Gastric Bypass/Roux-En-Y • Fatty Liver Disease • Pulmonary Embolism •Diagnosis of Diabetes: 22% 68 Mark III Employee Benefits Medical Weight Management Start Date Parts.Gender Avg. Age 07/01/23 #1: 14 #2: 7 71% (F), 29% (M)46 2023 2024 Change % Weight 307 302 Hemoglobin A1c 5.6 Systolic BP (<130)126 Diastolic BP (<80)81 LDL (Bad) (<100)106 23 69 Mark III Employee Benefits 24 2022 –2023 Experience HDHP Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-22 57 90 $837.00 $1,117.00 $1,485.00 $3,439.00 $60.33 $2,371.20 $11,310.33 $298.11 $17,418.64 $0.00 $17,418.64 $68,371.50 August-22 57 90 $61,029.00 $4,557.00 $2,459.00 $68,045.00 $1,193.77 $2,371.20 $11,310.33 $298.11 $82,024.64 $0.00 $82,024.64 $68,371.50 September-22 58 92 $73,337.00 $4,379.00 $2,562.00 $80,278.00 $1,384.10 $2,412.80 $11,508.76 $303.34 $94,502.90 $0.00 $114,541.74 $94,502.90 $69,571.00 October-22 59 94 $17,824.00 $5,427.00 $2,508.00 $25,759.00 $436.59 $2,454.40 $11,707.18 $308.57 $40,229.15 $0.00 $40,229.15 $70,770.50 November-22 59 95 $25,653.00 $1,470.00 $2,603.00 $29,726.00 $503.83 $2,454.40 $11,707.18 $308.57 $44,196.15 $0.00 $44,196.15 $70,770.50 December-22 63 100 $22,464.00 $9,690.00 $2,601.00 $34,755.00 $551.67 $2,620.80 $12,500.89 $329.49 $50,206.18 $0.00 $97,667.14 $50,206.18 $75,568.50 January-23 65 97 $8,573.00 $1,873.00 $3,400.00 $13,846.00 $213.02 $2,704.00 $12,897.75 $339.95 $29,787.70 $0.00 $29,787.70 $77,967.50 February-23 66 97 $9,043.00 $1,047.00 $2,939.00 $13,029.00 $197.41 $2,745.60 $13,096.17 $345.18 $29,215.95 $0.00 $29,215.95 $79,167.00 March-23 66 94 $29,334.00 $2,649.00 $2,375.00 $34,358.00 $520.58 $2,745.60 $13,096.17 $345.18 $50,544.95 $0.00 $92,803.03 $50,544.95 $79,167.00 April-23 66 94 $16,314.00 $843.00 $3,041.00 $20,198.00 $306.03 $2,745.60 $13,096.17 $345.18 $36,384.95 $0.00 $36,384.95 $79,167.00 May-23 63 91 $2,554.00 $2,776.00 $2,815.00 $8,145.00 $129.29 $2,620.80 $12,500.89 $329.49 $23,596.18 $0.00 $23,596.18 $75,568.50 June-23 60 87 $10,825.00 $5,463.00 $2,715.00 $19,003.00 $316.72 $2,496.00 $11,905.61 $313.80 $33,718.41 $0.00 $33,718.41 $71,970.00 Total 739 1,121 $277,787.00 $41,291.00 $319,078.00 $431.77 $30,742.40 $146,637.45 $3,864.97 $531,825.82 $0.00 $531,825.82 $886,430.50 OAP Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-22 272 331 $78,648.00 $60,470.00 $11,828.00 $150,946.00 $554.95 $11,315.20 $53,972.11 $1,422.56 $217,655.87 ($355.00)$218,010.87 $318,188.32 August-22 279 339 $301,394.00 $97,976.00 $10,482.00 $409,852.00 $1,469.00 $11,606.40 $55,361.09 $1,459.17 $478,278.66 $12,943.00 $465,335.66 $326,376.99 September-22 278 339 $230,777.00 $76,294.00 $11,547.00 $318,618.00 $1,146.11 $11,564.80 $55,162.67 $1,453.94 $386,799.41 ($50,808.00)$437,607.41 $325,207.18 October-22 272 332 $204,043.00 $89,905.00 $11,699.00 $305,647.00 $1,123.70 $11,315.20 $53,972.11 $1,422.56 $372,356.87 $49,304.00 $323,052.87 $318,188.32 November-22 270 294 $220,547.00 $74,361.00 $11,210.00 $306,118.00 $1,133.77 $11,232.00 $53,575.25 $1,412.10 $372,337.35 $60,438.00 $311,899.35 $315,848.70 December-22 274 321 $308,826.00 $68,360.00 $10,237.00 $387,423.00 $1,413.95 $11,398.40 $54,368.96 $1,433.02 $454,623.38 $145,975.00 $308,648.38 $320,527.94 January-23 275 319 $208,831.00 $79,667.00 $12,188.00 $300,686.00 $1,093.40 $11,440.00 $54,567.39 $1,438.25 $368,131.64 $58,907.00 $309,224.64 $321,697.75 February-23 277 320 $194,731.00 $102,630.00 $11,574.00 $308,935.00 $1,115.29 $11,523.20 $54,964.24 $1,448.71 $376,871.15 $107,630.00 $269,241.15 $324,037.37 March-23 283 326 $155,739.00 $78,409.00 $10,113.00 $244,261.00 $863.11 $11,772.80 $56,154.80 $1,480.09 $313,668.69 $22,566.00 $291,102.69 $331,056.23 April-23 283 325 $167,947.00 $104,894.00 $13,131.00 $285,972.00 $1,010.50 $11,772.80 $56,154.80 $1,480.09 $355,379.69 $51,633.00 $303,746.69 $331,056.23 May-23 283 324 $135,971.00 $94,869.00 $11,813.00 $242,653.00 $857.43 $11,772.80 $56,154.80 $1,480.09 $312,060.69 $33,203.00 $278,857.69 $331,056.23 June-23 280 321 $218,639.00 $102,636.00 $13,605.00 $334,880.00 $1,196.00 $11,648.00 $55,559.52 $1,464.40 $403,551.92 $74,262.00 $329,289.92 $327,546.80 Total 3,326 3,891 $2,426,093.00 $1,030,471.00 $3,595,991.00 $1,081.18 $138,361.60 $659,967.73 $17,394.98 $4,411,715.31 $565,698.00 $3,846,017.31 $3,890,788.06 OAP -Retiree Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-22 26 28 $4,891.00 $11,752.00 $901.00 $17,544.00 $674.77 $1,081.60 $5,159.10 $135.98 $23,920.68 $101.00 $23,819.68 $30,415.06 August-22 26 28 $11,082.00 $12,311.00 $1,048.00 $24,441.00 $940.04 $1,081.60 $5,159.10 $135.98 $30,817.68 $0.00 $30,817.68 $30,415.06 September-22 22 24 $14,633 $10,851 $894 $26,378.00 $1,199.00 $915.20 $4,365.39 $115.06 $31,773.65 $787.00 $30,986.65 $25,735.82 October-22 23 25 $14,580.00 $10,032.00 $570.00 $25,182.00 $1,094.87 $956.80 $4,563.82 $120.29 $30,822.91 $0.00 $30,822.91 $26,905.63 November-22 22 24 $11,295.00 $14,171.00 $819.00 $26,285.00 $1,194.77 $915.20 $4,365.39 $115.06 $31,680.65 $0.00 $31,680.65 $25,735.82 December-22 22 24 $25,414.00 $9,322.00 $694.00 $35,430.00 $1,610.45 $915.20 $4,365.39 $115.06 $40,825.65 $0.00 $40,825.65 $25,735.82 January-23 22 24 $95,103.00 $10,827.00 $775.00 $106,705.00 $4,850.23 $915.20 $4,365.39 $115.06 $112,100.65 $0.00 $112,100.65 $25,735.82 February-23 21 23 $10,981.00 $10,067.00 $876.00 $21,924.00 $1,044.00 $873.60 $4,166.96 $109.83 $27,074.39 $43,787.00 -$16,712.61 $24,566.01 March-23 21 23 $13,998.00 $9,745.00 $1,020.00 $24,763.00 $1,179.19 $873.60 $4,166.96 $109.83 $29,913.39 $6,207.00 $23,706.39 $24,566.01 April-23 21 23 $4,482.00 $13,685.00 $1,165.00 $19,332.00 $920.57 $873.60 $4,166.96 $109.83 $24,482.39 $6,974.00 $17,508.39 $24,566.01 May-23 19 21 $15,141.00 $13,412.00 $838.00 $29,391.00 $1,546.89 $790.40 $3,770.11 $99.37 $34,050.88 $12,345.00 $21,705.88 $22,226.39 June-23 18 20 $15,697.00 $13,375.00 $783.00 $29,855.00 $1,658.61 $748.80 $3,571.68 $94.14 $34,269.62 $12,780.00 $21,489.62 $21,056.58 Total 263 287 $237,297.00 $139,550.00 $387,230.00 $1,472.36 $10,940.80 $52,186.26 $1,375.49 $451,732.55 $82,981.00 $368,751.55 $307,660.03 70 Mark III Employee Benefits 25 2022 –2023 Experience Combined -Includes Runout Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-22 355 449 $84,376.00 $73,339.00 $14,214.00 $171,929.00 $484.31 $14,768.00 $70,441.53 $1,856.65 $258,995.18 -$254.00 $0.00 $259,249.18 $416,974.88 August-22 362 457 $373,505.00 $114,844.00 $13,989.00 $502,338.00 $1,387.67 $15,059.20 $71,830.52 $1,893.26 $591,120.98 $12,943.00 $0.00 $578,177.98 $425,163.55 September-22 358 455 $318,747.00 $91,524.00 $15,003.00 $425,274.00 $1,187.92 $14,892.80 $71,036.81 $1,872.34 $513,075.95 -$50,021.00 $114,541.74 $448,555.21 $420,514.00 October-22 354 451 $236,447.00 $105,364.00 $14,777.00 $356,588.00 $1,007.31 $14,726.40 $70,243.11 $1,851.42 $443,408.93 $49,304.00 $0.00 $394,104.93 $415,864.45 November-22 351 413 $257,495.00 $90,002.00 $14,632.00 $362,129.00 $1,031.71 $14,601.60 $69,647.83 $1,835.73 $448,214.16 $60,438.00 $0.00 $387,776.16 $412,355.02 December-22 359 445 $356,704.00 $87,372.00 $13,532.00 $457,608.00 $1,274.67 $14,934.40 $71,235.24 $1,877.57 $545,655.21 $145,975.00 $97,667.14 $302,013.07 $421,832.26 January-23 362 440 $312,507.00 $92,367.00 $16,363.00 $421,237.00 $1,163.64 $15,059.20 $71,830.52 $1,893.26 $510,019.98 $58,907.00 $0.00 $451,112.98 $425,401.07 February-23 364 440 $214,755.00 $113,744.00 $15,389.00 $343,888.00 $944.75 $15,142.40 $72,227.38 $1,903.72 $433,161.50 $151,417.00 $0.00 $281,744.50 $427,770.38 March-23 370 443 $199,071.00 $90,803.00 $13,508.00 $303,382.00 $819.95 $15,392.00 $73,417.94 $1,935.10 $394,127.04 $28,773.00 $92,803.03 $365,354.04 $434,789.24 April-23 370 442 $188,743.00 $119,422.00 $17,337.00 $325,502.00 $879.74 $15,392.00 $73,417.94 $1,935.10 $416,247.04 $58,607.00 $0.00 $357,640.04 $434,789.24 May-23 365 436 $153,666.00 $111,057.00 $15,466.00 $280,189.00 $767.64 $15,184.00 $72,425.80 $1,908.95 $369,707.75 $45,548.00 $0.00 $324,159.75 $428,851.12 June-23 358 428 $245,161.00 $121,474.00 $17,103.00 $383,738.00 $1,071.89 $14,892.80 $71,036.81 $1,872.34 $471,539.95 $87,042.00 $0.00 $384,497.95 $420,573.38 Total 4,328 5,299 $2,941,177.00 $1,211,312.00 $181,313.00 $4,333,802.00 $1,001.34 $180,044.80 $858,791.44 $22,635.44 $5,395,273.68 $648,679.00 $305,011.91 $4,534,385.80 $5,084,878.59 $279.88 $41.89 Change 83.76%75.53%Position $550,492.79 Change 78.74%2015 -2016 204.77% •Prior to 2022 –2023, the Plan was in a negative budget position over $2,000,000 for the past four Plan years. •As catastrophic conditions moderated and funding caught up with claims, the Plan stabilized. 71 Mark III Employee Benefits 26 2023 –2024 Experience HDHP Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-23 73 103 $12,216.00 $1,659.00 $2,611.00 $16,486.00 $225.84 $3,036.80 $17,497.23 $397.12 $37,417.15 $0.00 $37,417.15 $90,260.85 August-23 77 107 $33,321.00 $3,062.00 $3,051.00 $39,434.00 $512.13 $3,203.20 $18,455.98 $418.88 $61,512.06 $0.00 $61,512.06 $95,206.65 September-23 81 111 $9,215.00 $1,485.00 $3,141.00 $13,841.00 $170.88 $3,369.60 $19,414.73 $440.64 $37,065.97 $0.00 $58,460.91 $37,065.97 $100,152.45 October-23 83 113 $12,897.00 $7,067.00 $3,450.00 $23,414.00 $282.10 $3,452.80 $19,894.11 $451.52 $47,212.43 $0.00 $47,212.43 $102,625.35 November-23 84 114 $17,415.00 $2,880.00 $3,720.00 $24,015.00 $285.89 $3,494.40 $20,133.80 $456.96 $48,100.16 $0.00 $48,100.16 $103,861.80 December-23 84 114 $49,065.00 $10,029.00 $3,664.00 $62,758.00 $747.12 $3,494.40 $20,133.80 $456.96 $86,843.16 $0.00 $86,024.41 $86,843.16 $103,861.80 January-24 87 117 $24,192.00 $13,374.00 $3,960.00 $41,526.00 $477.31 $3,619.20 $20,852.86 $473.28 $66,471.34 $0.00 $66,471.34 $107,571.15 February-24 March-24 April-24 May-24 June-24 Total 569 779 $158,321.00 $39,556.00 $197,877.00 $347.76 $23,670.40 $136,382.50 $3,095.36 $384,622.26 $0.00 $384,622.26 $703,540.05 Position $318,917.79 HDHP -Retiree Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-23 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 August-23 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 September-23 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 October-23 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 November-23 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 December-23 0 0 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 January-24 1 1 $0.00 $0.00 $0.00 $0.00 $0.00 $41.60 $239.69 $5.44 $286.73 $0.00 $0.00 $286.73 $1,236.45 February-24 March-24 April-24 May-24 June-24 Total 1 1 $0.00 $0.00 $0.00 $0.00 $41.60 $239.69 $5.44 $286.73 $0.00 $286.73 $1,236.45 Position $949.72 OAP Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-23 282 325 $205,617.00 $110,156.00 $11,790.00 $327,563.00 $1,161.57 $11,731.20 $67,592.03 $1,534.08 $408,420.31 $545.00 $407,875.31 $348,678.90 August-23 277 321 $269,377.00 $100,867.00 $11,808.00 $382,052.00 $1,379.25 $11,523.20 $66,393.59 $1,506.88 $461,475.67 $36,163.00 $425,312.67 $342,496.65 September-23 275 323 $170,542.00 $119,664.00 $13,383.00 $303,589.00 $1,103.96 $11,440.00 $65,914.21 $1,496.00 $382,439.21 $62,909.00 $319,530.21 $340,023.75 October-23 278 327 $160,689.00 $98,137.00 $12,602.00 $271,428.00 $976.36 $11,564.80 $66,633.28 $1,512.32 $351,138.40 $78,365.00 $272,773.40 $343,733.10 November-23 273 321 $320,599.00 $129,882.00 $13,234.00 $463,715.00 $1,698.59 $11,356.80 $65,434.84 $1,485.12 $541,991.76 $63,511.00 $478,480.76 $337,550.85 December-23 272 320 $183,439.00 $85,037.00 $12,054.00 $280,530.00 $1,031.36 $11,315.20 $65,195.15 $1,479.68 $358,520.03 $111,070.00 $247,450.03 $336,314.40 January-24 277 325 $147,531.00 $116,247.00 $13,191.00 $276,969.00 $999.89 $11,523.20 $66,393.59 $1,506.88 $356,392.67 $56,346.00 $300,046.67 $342,496.65 February-24 March-24 April-24 May-24 June-24 Total 1,934 2,262 $1,457,794.00 $759,990.00 $2,305,846.00 $1,192.27 $80,454.40 $463,556.68 $10,520.96 $2,860,378.04 $408,909.00 $2,451,469.04 $2,391,294.30 Position -$60,174.74 72 Mark III Employee Benefits 27 2023 –2024 Experience OAP -Retiree Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-23 18 20 $3,590.00 $12,916.00 $731.00 $17,237.00 $957.61 $748.80 $4,314.38 $97.92 $22,398.10 $1,964.00 $20,434.10 $22,256.10 August-23 20 22 $9,314.00 $5,586.00 $733.00 $15,633.00 $781.65 $832.00 $4,793.76 $108.80 $21,367.56 $0.00 $21,367.56 $24,729.00 September-23 20 22 $7,421 $9,476 $967 $17,864.00 $893.20 $832.00 $4,793.76 $108.80 $23,598.56 $0.00 $23,598.56 $24,729.00 October-23 20 22 $8,123.00 $7,693.00 $855.00 $16,671.00 $833.55 $832.00 $4,793.76 $108.80 $22,405.56 $0.00 $22,405.56 $24,729.00 November-23 18 20 $4,258.00 $19,947.00 $921.00 $25,126.00 $1,395.89 $748.80 $4,314.38 $97.92 $30,287.10 $0.00 $30,287.10 $22,256.10 December-23 17 19 $4,911.00 $13,826.00 $758.00 $19,495.00 $1,146.76 $707.20 $4,074.70 $92.48 $24,369.38 $0.00 $24,369.38 $21,019.65 January-24 18 20 $14,470.00 $14,461.00 $782.00 $29,713.00 $1,650.72 $748.80 $4,314.38 $97.92 $34,874.10 $0.00 $34,874.10 $22,256.10 February-24 March-24 April-24 May-24 June-24 Total 131 145 $52,087.00 $83,905.00 $141,739.00 $1,081.98 $5,449.60 $31,399.13 $712.64 $179,300.37 $1,964.00 $177,336.37 $161,974.95 Position -$15,361.42 Combined -Includes Runout Month Subs Mbers Medical Pharmacy Fixed Cost Total Claims Claims Per Sub Total Admin Total Specific Total Aggregate Total Cost Stop Loss Credits Credits Rebates Net Cost County Budgeted July-22 373 448 $221,423.00 $124,731.00 $15,132.00 $361,286.00 $968.60 $15,516.80 $89,403.64 $2,029.12 $468,235.56 $2,509.00 $0.00 $465,726.56 $461,195.85 August-22 374 450 $312,012.00 $109,515.00 $15,592.00 $437,119.00 $1,168.77 $15,558.40 $89,643.33 $2,034.56 $544,355.29 $36,163.00 $0.00 $508,192.29 $462,432.30 September-22 376 456 $187,178.00 $130,625.00 $17,491.00 $335,294.00 $891.74 $15,641.60 $90,122.71 $2,045.44 $443,103.75 $62,909.00 $58,460.91 $321,733.84 $464,905.20 October-22 381 462 $181,709.00 $112,897.00 $16,907.00 $311,513.00 $817.62 $15,849.60 $91,321.15 $2,072.64 $420,756.39 $78,365.00 $0.00 $342,391.39 $471,087.45 November-22 375 455 $342,272.00 $152,709.00 $17,875.00 $512,856.00 $1,367.62 $15,600.00 $89,883.02 $2,040.00 $620,379.02 $63,511.00 $0.00 $556,868.02 $463,668.75 December-22 373 453 $237,415.00 $108,892.00 $16,476.00 $362,783.00 $972.61 $15,516.80 $89,403.64 $2,029.12 $469,732.56 $111,070.00 $86,024.41 $272,638.15 $461,195.85 January-23 383 463 $186,193.00 $144,082.00 $17,933.00 $348,208.00 $909.16 $15,932.80 $91,800.52 $2,083.52 $458,024.84 $56,346.00 $0.00 $401,678.84 $473,560.35 February-23 March-23 April-23 May-23 June-23 Total 2,635 3,187 $1,668,202.00 $883,451.00 $117,406.00 $2,669,059.00 $1,012.93 $109,616.00 $631,578.00 $14,334.40 $3,424,587.40 $410,873.00 $144,485.32 $2,869,229.08 $3,258,045.75 $335.28 $44.56 Change 101.16%65.05%Position $388,816.67 73 Mark III Employee Benefits 28 2024 –2025 Renewal •The Plan is in its second year of positive performance. •Going back to the summer of 2023, the expectation for 2024 –2025 was for a positive outlook. •The CIGNA Renewal for 2024 –2025 started out as a catastrophe with a $1,000,000 laser, which would have taken the renewal to a 15% increase. •Fortunately, that was resolved. •For the 2024 –2025, we have negotiated the following terms and funds: •$35,000 Tech Fund -Pays toward PPCN •$20,000 Wellness •Quote includes Stop Loss Dividend Option program. Eligible refund defined as 25% of 65% of Specific •No New Lasers •Rate Cap 74 Mark III Employee Benefits 29 2024 –2025 Renewal •The pharmacy contract terms will continue to improve going into 2024 – 2025. •The $1,000 HSA is built into the 2024 –2025 Renewal. 75 Mark III Employee Benefits 30 2024 –2025 CIGNA Renewal 2023 -2024 Cigna Administration Stop-loss Paid/12 County Retains Rebates 2024 -2025 Cigna Administration Stop-loss Paid/12 County Retains Rebates Change 2024 -2025 Cigna Administration Stop-loss Paid/12 County Retains Rebates Revised Administration $19.76 $20.55 104.00%$20.16 102.02% Network Access Fee $19.33 $20.10 103.98%$19.76 102.22% HMCM Standard $0.00 $0.00 $0.00 Specific Stop-loss : $125,000 $239.69 $270.85 113.00%$275.65 115.00% Aggregate Stop-loss -120%$5.44 $5.71 104.96%$5.71 104.96% Broker Compensation $0.00 $0.00 $0.00 Vision Fee $0.41 $0.41 100.00%$0.41 Total $284.63 $317.62 111.59%$321.69 113.02% Lasers $0.00 $1,080,000.00 $0.00 Wellness Fund $30,000 Wellness Fund $10,000 Custom Reporting $30,000 Wellness Fund $10,000 Custom Reporting $35,000 Tech Fund -Pays for PPCN $20,000 Wellness Quote includes Stop Loss Dividend Option program. Eligible refund defined as 25% of 65% of Specific No New Lasers Rate Cap Tech Fund 76 Mark III Employee Benefits 31 2024 –2025 Renewal Calculation Person County Total Number of Employees Medical Pharmacy Total Benefit Payments Stop-Loss Credits Net Claims February-23 364 $214,755.00 $113,744.00 $328,499.00 $151,417.00 $177,082.00 March-23 370 $199,071.00 $90,803.00 $289,874.00 $28,773.00 $261,101.00 April-23 370 $188,743.00 $119,422.00 $308,165.00 $58,607.00 $249,558.00 May-23 365 $153,666.00 $111,057.00 $264,723.00 $45,548.00 $219,175.00 June-23 358 $245,161.00 $121,474.00 $366,635.00 $87,042.00 $279,593.00 July-23 373 $221,423.00 $124,731.00 $346,154.00 $2,509.00 $343,645.00 August-23 374 $312,012.00 $109,515.00 $421,527.00 $36,163.00 $385,364.00 September-23 376 $187,178.00 $130,625.00 $317,803.00 $62,909.00 $254,894.00 October-23 381 $181,709.00 $112,897.00 $294,606.00 $78,365.00 $216,241.00 November-23 375 $342,272.00 $152,709.00 $494,981.00 $63,511.00 $431,470.00 December-23 373 $237,415.00 $108,892.00 $346,307.00 $111,070.00 $235,237.00 January-24 383 $186,193.00 $144,082.00 $330,275.00 $56,346.00 $273,929.00 Total 4,462 $2,669,598.00 $1,439,951.00 $4,109,549.00 $782,260.00 $3,327,289.00 Standard Renewal Calculations 2024 -2025 Current Plan Designs CIGNA Claims $3,327,289.00 Net Claims $3,327,289.00 Trended Claims 8%$3,704,270.84 Benefit Change $3,704,270.84 CIGNA Health Matters Care Management Preferred $0 Rebates $0 Annual Employee Count 4,462 Fixed Cost $1,435,380.78 PPACA -Fee for Comparative Effectiveness Research Agency -7/31/24 $1,578.00 Screening Cost $0.00 HSA -$1,000 $84,000.00 $250 Wellness Initiative $0.00 Diabetes Management $44,506.80 Medical Weight Management $37,800.00 Data Analytics $12,000.00 Lasers $1,080,000 $0.00 Unlimited Renewal Calculation $5,319,536.42 County 2023 -2024 $5,517,039.90 2024 -2025 Rate Action -Projection 96.42% •While the Plan is running very well, history tells us that the Plan is only one high claimant away from difficulty. •Although the formula is indicating no funding change, we are recommending a 3% increase in funding from the County.77 Mark III Employee Benefits 78 2024-25 EMPLOYEE BENEFITS ENHANCEMENTS Person County Human Resources Sonya Carver 2-20-2024 79 Employee Benefits survey was conducted in December 2023. •154 surveys were submitted. •Full-time and part-time employees were included in gathering opinions about current benefits. •Research with other counties was conducted. How did employees rate Person County Government’s benefits package? •Overall score was 3.6 stars out of a max of 5.0 stars. •Highest rated benefit was paid holidays at 4.3 stars. •Lowest rated benefit was tuition reimbursement at 3.2 stars. 80 What feedback did the employees give? •Add a mental health day. •Increase health savings contribution from the County. •Additional mental health support. •Increase tuition reimbursement. •Adjust time off leave accruals including shift employees in public safety. •Overtime should be paid instead of being accrued as comp leave. •Bereavement pay paid for by the County. •Free gym membership. Offer to part-time employees. •Benefits for part-time employees. •Increase level of coverage for health and dental insurance coverage. •Lower health insurance premiums for dependents. •Increase EAP visits. •Continue remote work and expand. •Work-life balance. •Continue flexible work schedules. •Paid sabbaticals for employees to pursue a passion project or education. •Offer housing assistance for new employees. •Increase the County’s current contribution of 5% for 401K. •12 weeks of paid parental leave instead of 6 weeks. •Increase hours of volunteer leave time.81 What criteria did we consider during this process? •To begin creating a unique benefits package that is true to Person County. This year is considered the foundation to grow upon. •Retention of employees. •Recruitment of new hires. •Making sure employee’s voice is being heard and suggestions will be considered. •Maintaining fairness in the distribution of benefits across county departments that have different dynamics that include working hours, working conditions, etc. •Affordability for the County. Some options will have a budgetary impact, while others will not. •Representatives from a several departments were looped into the process to provide additional suggestions of how to improve benefits based on the profession of their department. Policy changes: •We will have policy additions and revisions to define the criteria surrounding the proposed benefit enhancements once we have the approval to move forward. 82 What are we considering? Health, dental and life insurance •Increase the County’s contribution to health savings accounts from $900 to $1,000. •Better coverage on the dental plan. •Creating two tiers of premiums on health insurance for (1) child or (2) or more children. •County paid life insurance policy to increase from $10K to $25K. •Continuing the Diabetic and Medical Weight Management program. Reduce the current BMI of 40 requirement for the Weight Management program to allow a larger number of employees to take advantage of the savings of weight loss medications. •All of the above will have a budgetary impact. Mental health •Creating a mental health plan that is similar to our diabetic and weight management program. This will have a budgetary impact. •Working with the Wellness Committee to develop better programs for mental health support. The majority of the Wellness Programs are funded through Cigna. 83 Paid time off •County paid bereavement leave of 3 days for immediate family per occurrence. Currently, employees are required to use sick or annual leave. •Undesignated paid day off per calendar year. Can be used to mental health, etc. •Adding Juneteenth Holiday –June 19th. •Paid Family and Medical Leave –2 weeks paid time for an employee who takes extended time off work to recover from one’s own serious illness or care for a seriously ill family member, as defined by the FMLA. This will run concurrent with FMLA leave. •Administrative leave for permanent part-time employees that were scheduled to work a day the County closed and they do not have an option to make up time missed in the timesheet period. •Adjust annual leave accrual rates for full-time employees. 0-4 years =12 days 5-9 years =15 days 10-14 years =18 days 15-19 years =20 days 20 plus years =21 days 0-2 years = 12 days 3-4 years = 15 days 5-9 years = 17 days 10 -14 years = 20 days 15 -19 years = 25 days 20 -24 years = 28 days 25 plus years = 30 days Proposed accrual tableCurrent accrual table •The options above have no budgetary impact.84 Paid time off -continued •Public Safety (Sheriff’s Office, EMS, Communications) •Currently, holiday day is accrued and paid at 8 hours per holiday for full-time employees. Proposing to pay holiday hours to match hours the employee actually works on the holiday. If the employee is scheduled off, they would be paid the normal accrual rate for holiday. Employees in public safety could possible have the option to bank their holidays worked instead of being paid. If a worked holiday is banked, this will save budget money. If the holiday pay continues to be paid, this will be a budgetary impact. •Apply the average hours worked by public safety per month to calculate monthly accrual rate. Increase from 8 to 8.5 hours. 401K –Retirement Savings •Increase County contribution from 5% to 6%. •457(b) Plan for part-time employees. County gym memberships •Permanent part-time employees may join gym at regular cost. 85 Education and certification incentives •Increase tuition reimbursement from $800 to $2500 per fiscal year. •Adjust certification increases from 1.5% to 2.5%. College savings plan •Partner with Local Government Credit Union to offer a college savings plan for children. Tax savings and payroll deduction. Longevity •Add a new tier -1 year but less than 5 years = .50% of salary. •Permanent part-time employees will become eligible for longevity pay. Merit increases •During the fiscal year 2024-25, our goal is to revamp the performance review evaluations and the merit increase percentages for full-time employees. We will also consider merit increases for the permanent part-time employees.86 87 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: Fleet Management Program Summary of Information: During the FY24 budget process, the Board of Commissioners expressed an interest in evaluating the county’s fleet management, including vehicle purchases, maintenance and fuel. In response, Finance, General Services, Sheriff’s Office, and County Manager staff have worked together to evaluate the fleet management program offered by Enterprise. The program offers the county the opportunity to replace vehicles earlier, improving driver safety and gas mileage and reducing routine maintenance expenses, due to having a newer fleet. Enterprise’s maintenance program will ensure the county is paying the market rate for routine maintenance and repairs. Among other benefits, the services provided by Enterprise will enable county staff to have access to better data for decision-making, assume routine tasks that staff currently perform, and ensure quicker delivery of new vehicles. Over a 10-year period, the program is projected to save $1.3M and support more predictable fleet budgeting. Devon Moore, Account Executive with Enterprise Fleet Management, Inc., will present information about this program. Recommended Action: Receive presentation, discuss options and provide feedback and guidance for next steps. Submitted By: Katherine M. Cathey, County Manager 88 Person County CONFIDENTIAL AND PROPRIETARY © 2024 Enterprise Fleet Management, Inc. 89 © 2024 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY TODAY’S AGENDA •PREVIOUS MEETING RECAP •INDUSTRY UPDATE •FLEET PROFILE •CASH FLOW MODELS •NEXT STEPS: 90 WE HAVE PARTNERED WITH ORGANIZATIONS, LIKE YOURS, TO DEVELOP AND IMPLEMENT A PROACTIVE FLEET STRATEGY. © 2024 Enterprise Fleet Management, Inc. Place logo of partner recognizable in the area Place logo of partner recognizable in the area Place logo of partner in the same industry Place logo of partner in the same industry 91 EXECUTIVE SUMMARY © 2024 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY PROPOSED PLAN •Enterprise Fleet Management will acquire vehicles on behalf of the county •Enterprise Fleet Management will provide fleet software •Maintenance program will simplify process as well as use local shops in the county •Enterprise Fleet Management will sell vehicles on behalf of the county to maximize equity RESULTS •Buying local from state contracts - cash •Replacement criteria of 100k-150k miles •Local shops for maintenance on fleet •WEX –Fuel cards •Resale –govdeals.com CURRENT PLAN •Program will result in savings for the county •Program will lower overall operating expense •Program will provide safer and up to date fleet 92 INDUSTRY UPDATE © 2024 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY Sources: BankRate, Wards Intelligence, LMC Automotive, Automotive Fleet Magazine, Cox Automotive, Property Casualty 360, WEX $45K Acquisition Fuel $4.54 DIESEL $3.53 GAS -3.3% Remarketing +20% REPAIRS Maintenance +10% Insurance A look into the total cost of ownership trends year-over-year. YOY GAS -8% DIESEL -11%-3.9% YOY RESALE VALUE PREMIUM INCREASE 93 Person County Fleet Profile Manufacturers in fleet: Total fleet size: Total fleet value: 148 $1,394,413 Avg holding Period (in years) 13.2 Avg annual acquisitions 11.2 Odometer distribution Average Odometer: 79,841 32% 48 vehicles 30% 44 vehicles 31% 46 vehicles 7% 10 vehicles 8 Manufacturer breakdown Model year analysis Avg age 8.7 years 10 years and older 94 EMPLOYEE SAFETY •CURRENT FLEET •15 Vehicles predate Anti-Lock Brake standardization(2007) •38 Vehicles predate Electronic Stability Control standardization (ESC) (2012) •87 Vehicles predate standardization of back up camera (2018) •ESC is the most significant safety invention since the seatbelt 95 EFFECTIVE VEHICLE LIFECYCLE © 2024 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARYCOSTDetermining the right time to replace vehicles TIME OPTIMAL TIME TO REPLACE DEPRECIATION FUEL MAINTENANCE 96 Fleet Assumptions & Proposals -1.29%134 11,200 5.00 1,505,200 $73.36 13 $3.50 Annual Est. Annual Budget Fiscal Year Fleet Size Annual Needs Owned Self Funded Purchase Self Fund Amount * Equity (Owned) Equity (Self Fund)Maintenance Fuel Fleet Budget Net Cash Capital Operating Average 142 11.0 142 0 565,765 -11,000 349,888 405,246 1,309,899 0 554,765 755,134 '24 134 31 103 31 0 1,217,942 -135,740 0 281,082 383,187 1,746,471 -436,572 1,082,202 664,269 '25 134 29 74 60 0 1,146,929 -171,405 0 235,155 362,551 1,573,230 -263,331 975,524 597,706 '26 134 28 46 88 0 1,192,741 -266,080 0 190,812 342,627 1,460,100 -150,201 926,661 533,439 '27 134 25 21 113 0 1,147,946 -345,625 0 151,220 324,837 1,278,379 31,520 802,321 476,058 '28 134 21 0 134 0 957,962 -325,703 -656,445 117,963 309,894 403,671 906,227 -24,186 427,857 '29 134 31 0 134 0 1,221,547 -548,811 117,963 309,894 1,100,593 209,306 672,736 427,857 '30 134 29 0 134 0 1,149,519 -499,362 117,963 309,894 1,078,014 231,884 650,157 427,857 '31 134 28 0 134 0 1,194,352 -411,715 117,963 309,894 1,210,494 99,404 782,637 427,857 '32 134 25 0 134 0 1,148,681 -373,423 117,963 309,894 1,203,115 106,783 775,258 427,857 '33 134 21 0 134 0 957,962 -656,445 117,963 309,894 729,374 580,524 301,517 427,857 YEAR 2024 2025 2026 2027 2028 Under-Utilized Lower average age of the fleet QTY 31 29 28 25 21 8 Est $$2,863 $5,911 $9,503 $13,825 $15,510 $5,872 Resale of the aging fleet is significantly reduced TOTAL $88,765 $171,405 $266,080 $345,625 $325,703 $46,975 Estimated Current Fleet Equity**Reduce operating costs All vehicles on 60 month terms Newer vehicles have a significantly lower maintenance expense Newer vehicles have increased fuel efficiency with new technology implementations Maintain a manageable vehicle budget Challenged by inconsistent yearly budgets Currently vehicle budget is underfunded Person County- Self Funded - Fleet Planning Analysis 12 Current Cycle 142 $205.33 Total Annual Miles Annual Miles12.91 $0.22 Fleet Cost Proposed Fleet Current MPG Proposed Maint. Fleet Growth KEY OBJECTIVES $1,244,553 41% of the current light and medium duty fleet is over 10 years old $1,315,544 Maint. Cents Per Mile Current Fleet Equity Analysis NA Fleet Analyzed *Aftermarket used in analysis: Pursuit $15,000, 3/4 Ton vehicles $5,000 Current Maint. Proposed Cycle Price/Gallon Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. © 2020 Enterprise Fleet Management, Inc. 10 Year Savings 97 Fleet Assumptions & Proposals -1.29%134 11,200 5.00 1,505,200 $73.36 13 $3.50 Annual Est. Annual Budget Fiscal Year Fleet Size Annual Needs Owned Owned Purchase Leased Equity (Owned) Equity (Leased)Maintenance Fuel Fleet Budget Net Cash Capital Operating Incl. Tax Average 142 11.0 142 0 565,765 -11,000 349,888 405,246 1,309,899 0 554,765 755,134 '24 134 31 103 31 0 263,123 -135,740 0 281,082 383,187 791,652 518,247 127,383 664,269 '25 134 29 74 60 0 510,773 -171,405 0 235,155 362,551 937,075 372,824 339,368 597,706 '26 134 28 46 88 0 768,195 -266,080 0 190,812 342,627 1,035,554 274,345 502,115 533,439 '27 134 25 21 113 0 1,015,709 -345,625 0 151,220 324,837 1,146,142 163,757 670,084 476,058 '28 134 21 0 134 0 1,221,921 -325,703 -340,226 117,963 309,894 983,849 326,050 555,992 427,857 '29 134 31 0 134 0 1,221,921 -251,555 117,963 309,894 1,398,223 -88,324 970,366 427,857 '30 134 29 0 134 0 1,221,921 -191,242 117,963 309,894 1,458,536 -148,637 1,030,679 427,857 '31 134 28 0 134 0 1,221,921 -115,943 117,963 309,894 1,533,835 -223,937 1,105,978 427,857 '32 134 25 0 134 0 1,221,921 -126,965 117,963 309,894 1,522,812 -212,914 1,094,955 427,857 '33 134 21 0 134 0 1,221,921 -340,226 117,963 309,894 1,309,551 347 881,694 427,857 YEAR 2024 2025 2026 2027 2028 Under-Utilized Lower average age of the fleet QTY 31 29 28 25 21 8 Est $$2,863 $5,911 $9,503 $13,825 $15,510 $5,872 Resale of the aging fleet is significantly reduced TOTAL $88,765 $171,405 $266,080 $345,625 $325,703 $46,975 Estimated Current Fleet Equity**Reduce operating costs All vehicles on 60 month terms Newer vehicles have a significantly lower maintenance expense Newer vehicles have increased fuel efficiency with new technology implementations Maintain a manageable vehicle budget Challenged by inconsistent yearly budgets Currently vehicle budget is underfunded Current Fleet Equity Analysis NA Fleet Analyzed Aftermarkey used in analysis: Pursuit $15,000, 3/4 Ton vehicles $5,000 Proposed Cycle Price/Gallon Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. © 2020 Enterprise Fleet Management, Inc. 10 Year Savings* KEY OBJECTIVES $1,244,553 41% of the current light and medium duty fleet is over 10 years old $981,757 Maint. Cents Per Mile $205.33 Total Annual Miles Annual Miles12.91 $0.22 Fleet Cost Proposed Fleet Current MPG Proposed Maint. Fleet Growth Current Maint. Person County- Leased- Fleet Planning Analysis 12 Current Cycle 142 98 © 2024 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY COMPREHENSIVE OFFERING, SO YOU CAN FOCUS ON YOUR OBJECTIVES Customized to best fit the needs of your business. ACQUISITION FINANCING / CREDIT LINES LICENSE, TITLE AND REGISTRATION AFTERMARKET VEHICLE CUSTOMIZATION MAINTENANCE PROGRAMSFUEL PROGRAMS ACCIDENT / RISK MANAGEMENT TELEMATICS DRIVER SAFETY VEHICLE RESALE 99 EMPOWERING CLIENTS THROUGH ACTIONABLE DATA © 2024 Enterprise Fleet Management, Inc.CONFIDENTIAL AND PROPRIETARY Fleet Management Platform and Mobile App COMPREHENSIVE FLEET LIST ORDER STATUS UPDATES MAINTENANCE INSIGHTS OPERATOR INSIGHTS FUEL SPEND 100 1 ST YEAR OF PARTNERSHIP ONBOARDING PROCESS 101 QUESTIONS 102 AGENDA ABSTRACT Meeting Date: Feb. 20, 2024 Agenda Title: FY25 Budget Preview Summary of Information: The budget preview will include an overview of capital and operating requests and potential funding strategies for FY25. Recommended Action: Receive presentation, discuss, and provide feedback and guidance for next steps. Submitted By: Katherine M. Cathey, County Manager 103 FY25 Budget Preview BOARD OF COMMISSIONERS ANNUAL BUDGET RETREAT FEB. 20, 2024 104 FY24 Accomplishments Workforce Recruitment and Retention Challenges •Implemented results of classification and pay study •Added full-time employees to 9 departments •Transitioned Animal Control to Sheriff’s Office Capital Needs County, PCS and PCC •Issued $12.2M in debt to fund ADA and security at PCS •Approved an additional $3M for PCS stadium improvements •Approved purchase and funding for new PCC facility Carbon Plan •Worked with lobbyist and media strategist to ensure Person County’s voice is heard •Duke Energy announced plans to construct two new plants Economic Development •Negotiated renewal of Option to Purchase for Megapark •Substantially completed clearing/grading of North Park site •Dominion Energy announced $400M LNG facility 105 FY25 Big Ticket Items County Workforce 13 new positions requested Vehicles Enterprise Fleet Management Program Replacement Ambulances Technology Maintenance Equipment Cybersecurity Facilities CHATT Human Services Person Industries Emergency Services Library Education Funding Person County Schools Piedmont Community College 106 Capital Needs County, PCS and PCC FY24 CIP $17.6M Annual Maximum Level (pay-go) $3.2M 5-Year Plan Target $16.0M FY25 CIP Requests $34.4M FY25-29 CIP Requests $145.6M FY25 Recommended $28.4M Funding sources: •General Fund •Debt Proceeds •ARPA •City of Roxboro •Grants •CIP 107 CIP Highlights (Requested, Not Recommended for FY25 funding) Project Cost County Government Radio System Replacement -911 Consoles $1.4M Emergency Services/EOC Building Replacement $52.6M Parks and Recreation Projects (ADA accessibility, Mayo RV sites, gym renovations, paving, splashpad, pickleball courts) $2.0M Library Expansion and Improvements $6.5M Piedmont Community College CHATT Renovations $2.0M Total $64.5M 108 CIP Highlights (Recommended for FY25 funding) Project Cost County Government Human Services Building (acquisition and improvements)$10.0M PI/MRF Merger and Renovation (phase I and phase II)$3.6M HVAC System Repair and Window Replacements (Person County Office Building)$1.5M Parks and Rec Projects (Durham to Roxboro multimodal trail and Kirby ADA accessibility)$1.2M Other Projects (virtual infrastructure, software, debt issuance/contingency, EMS Station North, EMS building safety/security)$1.5M Person County Schools New Roof (South Elementary School)$2.5M Other Projects (asbestos/lead paint abatement, HVAC, intercoms, water fountains, and contingency)$1.0M Piedmont Community College Center for Health, Advanced Technology & Trades (CHATT) (building acquisition)$7.0M Network switch upgrades $75K Total $28.4M 109 Proposed FY25 Limited Obligation Bonds (LOBs) Proposed Project Cost Human Services Building ➢Current lease expires Aug. 2025 ➢Potential option to purchase and renovate (placeholder)$8.0M CHATT ➢Anticipated closing date in July or Aug. 2024 ➢$1.8M contribution from PCC $7.0M PI/MRF Merger ➢Funded in FY24 CIP but construction expenses not yet incurred ➢Include $2.103M constructions costs in financing and allocate previously budgeted funds towards other projects $2.103M South Elementary ➢$2.5M roofing project that can be bid in Feb./March $2.5M Contingency ➢For PI/MRF Merger and South Elementary Roof $97K Issuance Costs ➢Standard cost per issuance $300K Total $20.0M 110 Education Funding: Person County Schools ❖PCS is facing a $3,000,000 shortfall due to the loss of the American Rescue Plan (ARP) Elementary and Secondary Schools Emergency Relief (ESSER) funds that have supplemented state and local dollars for the past three years. ❖The requested budget reflects the elimination of 41 positions (not people) and the consolidation of North Elementary (grades 3-5) and North End Elementary schools ($558,000 savings). North will continue to house the Carolina Community Academy (grades K-2) and add a preschool. ❖Current Expense requested funding of $13,166,078 ($1,219,405 or 10.2% increase) ➢20% of the current expense budget goes to charter schools that serve Person County students ❖Capital request: $1,412,000 ($357,000 or 34% increase) ➢Includes $500,000 for technology capital 111 New Position Requests Position Department Income Maintenance Caseworker II -Food & Nutrition Services (1)Social Services Social Worker I -Child Welfare (1)Social Services Emergency Communication Training Officer (1)Emergency Services/Communications Assistant Chief of EMS (1)Emergency Services/EMS Mobile Integrated Healthcare Paramedics (2)Emergency Services/EMS Library Associate (1)Library Deputy Register of Deeds (1)Register of Deeds Deputy Sheriff -Special Assignment (1)Sheriff Deputy Sheriff -Animal Control (2)Sheriff Deputy Sheriff Sheriff Real Property Appraiser Tax 112 Questions? 113