01-17-2023 Agenda Packet BOCPERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
304 South Morgan Street, Room 215
Roxboro, NC 27573-5245
336-597-1720
Fax 336-599-1609
January 17, 2023
9:00am
This meeting will convene in the County Office Building Auditorium.
CALL TO ORDER………………………………………………….. Chairman Powell
INVOCATION
PLEDGE OF ALLEGIANCE
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
INFORMAL COMMENTS
The Person County Board of Commissioners established a 10-minute segment
which is open for informal comments and/or questions from citizens of this
county on issues, other than those issues for which a public hearing has been
scheduled. The time will be divided equally among those wishing to comment.
It is requested that any person who wishes to address the Board, register with
the Clerk to the Board prior to the meeting.
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ITEM #1
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA A.Budget Amendment #13 (pg. 4), andB.Written Decision Approving Special Use Permit Application SUP-01-23
Approving a Passive Recreational Park on +281.5-acres located at Tax Map
and Parcel No. A76 owned by Person County (pgs. 5-8)
NEW BUSINESS:
ITEM #2 (pgs. 9-32)
Vaya Health Update and Dashboard Presentation ……………………… Elliot Clark
ITEM #3 (pgs. 33-46)
Telamon/TRC Notice of Intent to Re-apply for
Community Services Block Grant Program Fiscal Year
2023-24 Application for Funding …………………………………….. Latorya Carter
ITEM #4 (pgs. 48-64)
Animal Services Ordinance Amendment ………………………………... Kelli Oakley
ITEM #5 (pg. 65)
Consideration to set the location of the February 21, 2023
Board meeting for the annual retreat ……………………………… Katherine Cathey
ITEM #6 (pg. 66)
Report on the NC Utilities Commission Carbon Plan Order ………. Patrick Buffkin
ITEM #7 (pg. 67)
Retaining Legislative Lobbying Firm to Represent Person County ….. Ellis Hankins
CHAIRMAN’S REPORT
MANAGER’S REPORT
COMMISSIONER REPORTS/COMMENTS
CLOSED SESSION #1
A motion to enter into Closed Session #1 per General Statute 143-318.11(a)(3) for the
purpose to consult with an attorney employed or retained by the public body in order
to preserve the attorney-client privilege between the attorney and the public body,
which privilege is hereby acknowledged; the following individuals are permitted to
attend: County Manager Katherine Cathey, Clerk to the Board Brenda Reaves,
County Attorney Ellis Hankins, and Retained Attorney Patrick Buffkin.
Return to Open Session / Recess meeting / Reconvene meeting
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ITEM #8
Joint Session with Economic Development Commission
CLOSED SESSION #2
The purpose of the joint session with the Economic Development Commission (EDC)
will be for a motion to enter Closed Session #2 discussion of matters relating to the
location or expansion of industries or other businesses in the area served by the public
body, including agreement on a tentative list of economic development incentives that
may be offered by the public body in negotiations per General Statutes 143-
318.11(a)(4) with the following individuals permitted to attend: County Manager
Katherine Cathey, Clerk to the Board Brenda Reaves, County Attorney Ellis
Hankins, Interim Economic Development Director Brandy Lynch, and members of
the EDC: Merilyn Newell, Phillip Allen, Jody Blackwell, Donald Long, Jay
Poindexter, Sherry Clayton, Scott McKinney, Kenneth Perry as well as ex-officios,
Brooks Lockhart, Dr. Claudia Berryhill, Dr. Pamela Senegal and Dr. Rodney
Peterson.
Return to Open Session
CLOSED SESSION #3
A motion to enter into Closed Session #3 per General Statutes 143-318.11(a)(4) for the
purpose of discussion of matters relating to the location or expansion of industries or
other businesses in the area served by the public body, including agreement on a
tentative list of economic development incentives that may be offered by the public
body in negotiations and 143-318.11(a)(5) to establish, or to instruct the public body's
staff or negotiating agents concerning the position to be taken by or on behalf of the
public body in negotiating the price and other material terms of a contract or
proposed contract for the acquisition of real property by purchase, option, exchange,
or lease with the following individuals permitted to attend: County Attorney Ellis
Hankins, County Manager Katherine Cathey, Clerk to the Board Brenda Reaves, and
Interim Economic Development Director Brandy Lynch.
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate
by the Board.
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1/17/2023
Dept./Acct No.Department Name Amount
Incr / (Decr)
EXPENDITURES General Fund
Public Safety 59,269
General Government 29,433
Contingency (433)
REVENUES General Fund
Other Revenue 59,269
Other Taxes 29,000
Explanation:
Account Number Account Description
$Revenues
incr. (decr.)
(cr.) dr.
$Expenditures
incr. (decr.)
dr. (cr.)
100-389890 Misc Revs 850
1004310-435300 Sheriff: Maint & Repair/Vehicles 850
100-389890 Misc Revs 4,419
1004310-435300 Sheriff: Maint & Repair/Vehicles 4,419
100-389890 Misc Revs 1,000
1004370 -435300 EMS: Maint & Repair/Vehicles 1,000
10025-336840 Animal Control-Donation 3,000
1004380-420000 Animal Control-Supplies 2,100
1004380-432000 Animal Control-Telephone 900
1004122-445200 Human Resources-Unemployment Tax 433
1009910-499400 Contingency-Unemployment Ins (433)
10025-335270 Duke Contribution-Hazmat 50,000
1004330-428884 Duke Hazmat Contribution 50,000
100-322100 Occupancy Tax Revenues 29,000
1004130-449720 Finance: Occupancy Tax due to PCTDA 29,000
Totals 88,269 88,269
BUDGET AMENDMENT #13
Received insurance claims for vehicle damages in the Sheriff's Department ($5,269) and EMS ($1,000); recognize
Animal Services donation ($3,000); applying Contingency funds for unemployment tax expense (-$433) in the
Human Resources Department ($433); received contribution from Duke Energy for hazardous material services in
the Emergency Management Department ($50,000); and amending Occupancy Tax revenues to reflect growth in
first half of fiscal year ($29,000).
BUDGET ADJUSTMENT DETAIL
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AGENDA ABSTRACT
Meeting Date: January 17, 2023
Agenda Title: SUP-01-23 – The Applicant and Property Owner, Person County Government, is requesting
approval of ‘Written Decision Approving Special Use Permit Application’ (i.e. Written Order) following
Special Use Permit approval to locate a County Government Facility/passive recreational park (i.e. County
Farm) within an R (Residential) zoned property. The ±281.5-acre Subject Property is located at Tax Map
and Parcel No. A76 15 (Parcel Identification No. 0921-03-20-8848.000).
Summary of Information:
On January 3, 2023, the Person County Board of Commissioners (Board of Commissioners) voted
unanimously (5-0) to approve Special Use Permit (SUP-01-23) for the County Farm site. In making their
decision, the Board of Commissioners considered and addressed the Findings of Fact listed in Section 155-
3(b) of the Person County Planning Ordinance (Planning Ordinance) in determining that the Special Use
Permit application and County Farm project are in keeping with the Person County Comprehensive Land
Use Plan, as follows:
1.That the use will not materially endanger the public health or safety if located where proposed and
developed according to the plan as submitted and approved.
2.That the use meets all required conditions and specifications.
3.That the use will not substantially injure the value of adjoining or abutting property, or that the use
is a public necessity, and
4.That the location and character of the use if developed according to the plan as submitted and
approved will be in harmony with the area in which it is to be located and in general conformity
with the comprehensive plan.
The proposed County Government Facility/passive recreational park was determined to be compatible with
the Rural future land use designation for the Subject Property, as is permitted in an R zoning district with
Special Use Permit (SUP-01-23) approval. The Special Use Permit (SUP-01-23) was approved by the Board
of Commissioners with the following conditions:
1.The applicant obtains all required permits from the County Environmental Health Department,
Planning & Zoning Department, and Inspections Department.
2.The applicant obtains required permits from the North Carolina Department of Environmental
Quality and any other agency to achieve construction, operations, and maintenance of the Subject
Property.
As a Special Use Permit, the permit required a quasi-judicial public hearing, witnesses were sworn in and
subject to cross-examination; there was no ex-parte communication listed without full disclosure at the
hearing; and the application was reviewed with the four Findings of Fact criteria listed in Section 155 of
the Planning Ordinance.
Recommended Action:
Therefore, the Planning & Zoning Department staff recommends that the Board of Commissioners vote to
approve the Written Decision Approving Special Use Permit Application and to grant the Special Use
Permit (SUP-01-23) for the County Farm project.
Submitted by: Chris Bowley, AICP, Planning & Zoning Director
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PERSON COUNTY, NORTH CAROLINA
WRITTEN DECISION APPROVING SPECIAL USE PERMIT APPLICATION
This matter came before the Person County Board of Commissioners for a quasi-judicial public
hearing (public hearing) on January 3, 2023, regarding the Special Use Permit Application by
Andrew Oakley of Thomas & Hutton (“Applicant”), on behalf of Person County, (“Property
Owner”), for the “County Farm” (“Project”) to allow for a County Governmental Facility as a
passive recreational park on the Subject Property. The Board of Commissioners, based upon the
sworn testimony and evidence presented and received at the public hearing, made the following
findings and conclusions.
FINDINGS OF FACT
1.The Applicant submitted a complete Special Use Permit application that was
accompanied by a site plan that was prepared by a North Carolina registered land
surveyor and engineer. Based on a review of the documents presented and testimony
from the County Planning staff, we found the application to be complete.
2.The site plan included the proper data and information listed within Section 155, Special
Use Permits, specifically Section 155-2, Submission of Petitions, of the Person County
Planning Ordinance (Planning Ordinance).
3.The Subject Property is located directly west of and adjacent to 5845 Moores Mill Road.
The ±281.5-acre tract is located at Tax Map and Parcel No. A76 15 (Parcel Identification
No. 0921-03-20-8848.000).
4.The existing land use for the Subject Property is vacant, undeveloped land.
5.The proposed land use for the Subject Property is for a passive recreational park,
identified as the County Farm Project.
6.The zoning designation for the Subject Property is R (Residential) and Appendix C,
Table of Permitted Uses of the Planning Ordinance, of the Planning Ordinance, allows
for a passive recreational park as a County Governmental Facility to be located within the
R zoning district, with approval of a Special Use Permit.
7.The Subject Property’s zoning designation of R is consistent and compatible with the
Rural future land use designation for the site and the Person County and City of Roxboro
Joint Comprehensive Plan.
8.The proposed land use as a passive recreational park promotes the public health, safety
and general welfare by preserving land and providing facilities that encourages public
health and community accessibility to nature. The proposed park, as a County
Governmental Facility, is consistent with Appendix B, Definitions, of the Planning
Ordinance, “a County owned building or land use for a public purpose or activity that
protects the public health, safety or general welfare.”
9.A public hearing was properly noticed in accordance with all applicable laws and
regulations governing the noticing requirements for public hearings. At the beginning of
the hearing and prior to presentation of any evidence on the Special Use Permit
Application, the Board of Commissioners and everyone at the hearing was informed that
the hearing would be a quasi-judicial proceeding with sworn testimony from which the
Board of Commissioners would make a decision similar to a court of law. Every person
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that presented evidence at the public hearing was properly sworn-in. The requirements
for conducting a quasi-judicial hearing were met and complied with.
10. Section 155-3 of the Planning Ordinance establishes the following findings that the Board
of Commissioners must make in granting Special Use Permit approval:
a. That the use will not materially endanger the public health or safety if located
where proposed and developed according to the plan submitted and approved;
b. That the use meets all required conditions and specifications;
c. That the use will not substantially injure the value of adjoining or abutting
property, or that the use is a public necessity; and
d. That the locations and character of the use, if developed according to the plan as
submitted and approved, will be in harmony with the area in which it is to be
located and in general conformity with the Comprehensive Plan.
11. The staff report and all additional documents were submitted into evidence at the public
hearing.
12. The Applicant presented sworn testimony and/or exhibits in support of granting the
Special Use Permit. The Applicant and additional persons spoke in support of granting
the Special Use Permit. Additional persons spoke in opposition to granting the Special
Use Permit, based on traffic, access, site lighting, and an existing cemetery concerns. The
Applicant and additional persons addressed each concern.
CONCLUSIONS
Having heard and reviewed the evidence presented at the hearing, and having made the above
referenced Findings of Fact, the Board of Commissioners concludes the following:
1. By a 5-0 vote, the use will not materially endanger the public health or safety if located
where proposed and developed according to the plan submitted and approved. The Board
of Commissioners made this finding per Section 155-3(b)(1) in the affirmative;
2. By a 5-0 vote, the use meets all required conditions and specifications. The Board of
Commissioners made this finding per Section 155-3(b)(2) in the affirmative;
3. By a 5-0 vote, the use will not substantially injure the value of adjoining or abutting
property, or that the use is a public necessity. The Board of Commissioners made this
finding per Section 155-3(b)(3) in the affirmative; and
4. By a 5-0 vote, the location and character of the use, if developed according to the plan as
submitted and approved, will be in harmony with the area in which it is to be located and
in general conformity with the Comprehensive Plan of Person County. The Board of
Commissioners made this finding per Section 155-3(b)(4) in the affirmative.
Based on the above, Planning & Zoning Department staff recommends that the Board of
Commissioners vote to approve the Written Decision Approving Special Use Permit Application
and to grant the Special Use Permit (SUP-01-23) for the County Farm Project.
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Therefore, based on the foregoing, it is ordered that the Special Use Permit is hereby granted.
Date:
Andrew Oakley
Applicant
Date: _______________ ______________________________
Gordon Powell, Chairman
Person County Board of Commissioners
ATTEST:
___________________________________
Brenda B. Reaves, Clerk to the Board
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AGENDA ABSTRACT
Meeting Date: January 17, 2023
Agenda Title: Vaya Health Update and Dashboard Presentation
Summary of Information: Vaya Health report on current services, challenges, and initiatives.
Recommended Action: Receive Information
Submitted By: Elliot Clark, Regional Director of Community Relations
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Person County Board of CommissionersRegional Community Relations Director1/17/2023Elliot Clark10
CURRENT CHALLENGES11
INCREASED DEMAND AND LIMITED RESOURCES•Since the end of the pandemic there has been a rising increase in oThe need for child and adult mental health and substance use services across NCoThe loss of mental health, substance use, and I/DD professionals leaving the profession•Additionally, the expansion of new health plans in NC and the ability for staff to accept remote positions nationally has created significant competition on local limited NC staffing resources•These factors have contributed to waitlists for services across the healthcare system and higher volume in ED and inpatient care. •Vaya has been working with providers to meet these unique challenges while trying to expand and develop new service opportunities across the Vaya region.312
STABILIZE WALK-IN CENTERSVaya increased outpatient rates at Crisis Walk‐in Centers to:1. Stabilize physician and clinical staff (retention of existing staff)2. Recruit additional staff (increased reimbursement)3. Improve access to same day care in rural communities4. Incentivize face to face service in rural communities 5. Expand access to Substance Use services6. Implementation of Co‐responder model of service with Law Enforcement413
Strategies to Address Workforce Challenges•Increased rates across all service area to promote competitive recruitment and retention.•Targeted rate increases for Direct Support Professionals for more competitive pay for key community‐based behavioral health and intellectual/developmental services.•Targeted work and funding with providers to develop strategies for recruitment and retention.•Utilizing funding to allow providers to incentivize staffing in more rural counties.•Focused work with Vaya Provider Advisory Council to develop recruitment and retention strategies across service and disability.514
STATE-WIDE CHILD AND YOUTH IMPROVEMENT INITIATIVE15
IMPROVEMENT AREAS•Vaya is working with all LME/MCO’s to establish a standardized seamless transition of care for children placed outside of the Vaya Health Plan region•Vaya is implementing a standardized pass‐through authorization process for children entering residential treatment services to eliminate any barriers for children needing to quickly enter residential treatment•Vaya is working with other LME/MCO’s and Benchmarks to develop a standardized referral process for all residential provider•Vaya continues to expand a statewide open network to improve access to care for child services•Reduce or eliminate the need for Out of Network Agreements prior to entry to care716
IMPROVEMENT AREAS CONT’D•Vaya has an escalation protocol for DSS’ to notify Vaya leadership of acute high risk cases including 24/7 access though the Vaya Call Center outside business hours•Vaya is raising rates to expand access to crisis/emergency beds to reduce/eliminate the needs for DSS to temporarily house children with an emergency needoVaya currently have 38 crisis beds that are available for Vaya MembersoVaya is actively working to add 20 additional crisis beds over the next 3 months (pending DHSR approval)•Embedded Care Management in each County DSS817
EXPANDING ACCESS TO THERAPEUTIC FOSTER CARE - PROFESSIONAL PARENTING•Vaya increased TFC rate from $97.22 to $175.00 per day (Emergency Respite $360.00 per day)•Our goal is to create an extensive TFC network that allows our children to remain in their home communities with TFC parents dedicated to children's success and transitioning home•In the coming weeks Vaya will be reaching out to contracted TFC providers to discuss these goals and to monitor the success of these new rates meeting the following objectives:oImproving the retention rate of current TFC familiesoExpanding the number of therapeutic homes across the Vaya regionoSupporting children being served in their local communities with their local support systemsoImproving the coordination of services for children in care by assuring children are connected with medical, dental, and behavioral health servicesoProviding additional support and training to TFC families918
Opioid Settlement FundsPartnering with our local governments, state and community partners19
•Collaborativestrategic planning•Evidence‐basedaddiction treatment•Recovery supportservices•Recovery housingsupport•Employment‐relatedservices•Early intervention•Naloxonedistribution•Post‐overdose responseteam•Syringe ServiceProgram•Criminal justice diversion programs•Addiction treatment for incarceratedpersons•ReentryprogramsNC OPIOID SETTLEMENTOption A:High‐impact Opioid Abatement Strategies20
•Collaborativestrategic planning with diverse array of stakeholders•Array of Core AbatementStrategies (26 strategies in 9 categories)•Expanded array of evidence-based or evidence-informed programsor strategiesoExpands High-Impactand Core Abatement StrategiesoOffers more specific funding opportunitiesto implement High-Impact and Core Abatement StrategiesoIncludes special populationsoExpands prevention, education, training, planning, coordination, and research opportunities•A local government must formally authorizethe expenditure in its budget or through a separate resolution or ordinanceNC OPIOID SETTLEMENTOption B:Additional Opioid Remediation Activities1221
PRINCIPLES TO CONSIDER FOR USE OF SETTLEMENT FUNDS•Spend money to save lives•Use evidence-based strategies to guide spending•Invest in youth and family prevention•Focus on racial equity•Develop fair and transparent process for deciding•Root causes of opioid deaths are diverse; however, lack of economic opportunity, financial and housing instability, persistent physical and emotional pain, untreated mental health problems are common factors•Access and retention in Medication-Assisted Treatment•Opioid crisis is now a polysubstance crisisADAPTED FROM RAND HEALTHCARE, STRATEGIES FOR EFFECTIVELY ALLOCATING OPIOID SETTLEMENT FUNDS1322
Housing Initiatives through Vaya•Transitions to Community Living Program•Permanent Supportive Housing•Non‐Medicaid Residential Services•Housing Supports Grant•Integrated Supportive Housing Program•Link to Resources: Housing Initiatives | Vaya Health1423
LOCAL COLLABORATION24
Community Collaboration with Vaya‐Crisis Response Collaborative‐Cadence‐3rdTuesdays at 11AM‐Local Participation‐Mission‐Person Community Collaborative ‐Cadence‐2ndThursday at 11AM‐Local Participation‐Mission1625
PersonCounty DashboardOctober 202226
Members Served by Age & Disability Apr – Jun 202218N=525N=181962996321852IDD MH SUDMedicaidAdult 18+Child < 18291203511IDD MH SUDNon‐MedicaidAdult 18+Child < 1827
Medicaid Service Usage Apr – Jun 202219N=525Note: Because one member may have utilized more than one service type, the sum of services shown on the pie chart will likely equal more than the total of distinct utilizers shown on the bottom of the slide. Outpatient, 318Peer Support, 97Innovations , 561915(b)(3), 29Intermediate Care Facility for Intellectual and Developmental Delay, 22Intensive In-Home Services, 17Psychosocial Rehabilitation , 16Crisis Services, 12Inpatient, 11Assertive Community Treatment Team , 10Community Support, 8Behavioral Health Long-Term Residential, 7Psychiatric Residential Treatment Facility , 3B3, 2Partial Hospitalization/Day Treatment, 2Multi-Systemic Therapy, 228
Non-Medicaid Service Usage Apr – Jun 202220N=171Note: Because one member may have utilized more than one service type, the sum of services shown on the pie chart will likely equal more than the total of distinct utilizers shown on the bottom of the slide. Outpatient, 127Other Developmental Delay Services, 21Crisis Services, 18Behavioral Health Long-Term Residential, 13Community Support, 7Peer Support, 429
Providers by Members Served Apr – Jun 202221115673432292725191514Freedom House Recovery CenterCarolina Behavioral CareUrban Clinical Care, P.C.PERSON INDUSTRIESMatchbox Health ServicesCorporationPerson County Group Homes, Inc.Ariel Community Care, LLCJ‐1 Consultants, LLCStandards‐Based SolutionsBehavioral Health Consulting &…Person County Schools dba EarlyIntervention and Family ServicesMedicaid1212295443333Freedom House Recovery CenterPERSON INDUSTRIESPerson County Group Homes, Inc.RHA Behavioral Health NCVance RecoveryRecovery Innovations, Inc.BAART Community Healthcare, Inc.Hillsborough Recovery Solutions,PCB and D Integrated Health ServicesMcDaniel Homes, LLCNon‐Medicaid30
Innovations Waiver Status August 202222•The NC Innovations Waiver serves people who would live in an intermediate care facility for intellectual disabilities, giving them the opportunity to live in a community setting instead of an institution or group home.•To obtain an Innovations Waiver slot, an individual completes the Supports Intensity Scale (SIS) Assessment and is deemed eligible based on level of care needed to complete activities of daily living and make progress towards personal goals. •Individuals awaiting a Waiver Slot are placed on the Registry of Unmet Needs (RUN) and receive services to help provide support while awaiting an Innovations Waiver slot. Active Innovations Waiver Slots (60)44%Members on the Innovations Registry of Unmet Needs without a Service (35)26%Members on the Innovations Registry of Unmet Needs with a Service (41)30%31
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Notice of Intent to Apply
Telamon/TRC hereby gives notice of its intent to re‐apply for CSBG funding from the NC Office of
Economic Opportunity for program year 2023‐2024. This funding will allow Project PRIDE to continue to
provide support to low‐income residents in North Carolina counties of Caswell, Person and Rockingham
who are 125% of the Federal Poverty Level or below.
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Community Services Block Grant Program
Fiscal Year 2023-24 Application for Funding
Planning Process Narrative
1.Explain in detail how each of the following was involved in the planning and development of this
strategic plan.
a.Low-Income Community: Since 1965, Telamon Corporation has provided services to low
income and underserved communities in North Carolina. Originally formed as the Migrant
Project of North Carolina Council of Churches, we have been dedicated to assisting migrant
farmworkers. Our mission has since expanded to offer services across 11 states to low-
income families for Workforce and Career Services programs, Head Start and Early Head
Start, and Financial empowerment and Housing services. Telamon Corporation’s service
strategy of providing family centered services through the two Gen approach seeks to build
family well-being by intentionally and simultaneously working with children and adults to
access resources, solve problems, and sharpen existing skills. The low-income community
provides input in their representation on our PRIDE Advisory Council as well as Telamon
Corporations Governing Board. Telamon Corporation continuously collects and analyzes data
from key stakeholders to ensure that programs effectively address community needs. Our
community assessment includes updated qualitative data to public resources, customer
satisfaction surveys, community public meetings, as well as various data from other programs
and community resources. Telamon also utilizes, NCCARE 360 to ensure participants can
take advantage of access to local resources for health support.
b.Agency Staff: Project PRIDE employs Career Advisors in Rockingham, Person, and Caswell
counties to be present in each community and actively establish rapport with customers and
affiliates. The Career Advisor has the responsibility of carrying out all program activities while
guiding a customer in their career choices. By understanding local Labor Market Information,
Career Advisors can provide information on the in-demand occupations and certifications that
will lead to employment. Career Advisors maintain relationships with training providers and
public and private organizations to assist in meeting customer needs. A Project PRIDE
Program Manager oversees each location to ensure equitable access to program activities.
The Program Manager also tracks goals and expenditures to be met each year. The Deputy
Director and Southeast Director of WCS work in conjunction with the Program Manager to
develop partnerships and implement initiatives to benefit the communities we serve. Support
staff including a Budget Analyst work with other agency staff to ensure funds are utilized
according to guidelines received from the Office of Economic Opportunity.
c.Agency’s Board Members: Project PRIDE’s Advisory Council has taken the lead in program
oversight. The Advisory council has 15-18 members representing one-third elected officials,
one-third private sector representatives, and one-third low-income representatives. Council
members ensure that community voices heard and guides program goals. The council meets
quarterly to review program reports and successes, and shares information with Telamon staff
about community resources events, needs, and developments. A Telamon Governing Board
liaison serves as an officer on the executive committee of the Project Pride Community Action
Advisory Council. The liaison reports annually to the Telamon Governing Board regarding the
program's activities. Telamon’s Governing Board advocates for programs and services that will
enable individuals and families to achieve self-sufficiency. In addition to providing advocacy
and a voice for low-income families, the Governing Board ensures that projects undertaken
are within the scope of Telamon Corporation's mission.
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2. Describe how and what information was gathered from the following key sectors of the community
in assessing needs and resources during the community assessment process and other times.
These should ideally be from each county within your agency’s service area:
a. Community-based organizations: Data from community-based organizations representing the
housing, employment, and health sectors have been integrated into the Community Needs
Assessment. Qualitative survey’s provided feedback on availability of resources and needs of
the local community. These organizations also make referrals to Project PRIDE to co-enroll
participants and leverage resources across organizations.
b. Faith-Based Organizations: Project PRIDE staff partner with local faith-based organizations to
provide services for program participants. Faith based community representative serve on the
Advisory Council, refer participants, and partner with staff to meet community member needs.
c. Private Sector: Employer partners are a key stakeholder in providing valuable local industry
information. Employer feedback is used to guide decisions on chosen career paths and
available opportunities. The Caswell County Chamber of Commerce is currently represented on
our Advisory Council and is key to providing information on local incoming industries and
business needs. By participating in employer-led sector partnerships, we seek to include local
employer demands as priority in workforce activities.
d. Public Sector: Project PRIDE has relationships with county commissioners in each of the three-
county service areas. In addition, some of the county elected officials serve on the Advisory
Council. Community agency representatives also regularly provide feedback on continuous
service improvement and reassessment of needs through advisory council meetings.
e. Educational Sector: educational analysis from the North Carolina Department of Education
shows that reading levels are lower for youth in Rockingham and Caswell counties. According
to additional data from the community assessment, adult educational attainment is also low in
the service area. Project PRIDE will partner with K12 education institutions, community
colleges, and private providers to refer customers needing education assistance.
3. Describe your agency’s method and criteria for identifying poverty causes including how the
agency collected and analyzed qualitative and quantitative data in identifying those causes.
Telamon collects reliable quantitative and qualitative data from various sources to ensure accurate
causes for poverty are identified. Telamon actively engages community partners, elected officials,
and community members to provide feedback on needs and services. Recent data collected
informed our community assessment on the impact of the COVID-19 pandemic on our three-county
service area. Factors such as fewer available jobs, decreasing populations, and fewer healthcare
facilities amplified vulnerability to poverty.
4. Describe activities that your agency has undertaken to advocate for and empower low-income
individuals and families to achieve economic independence and security.
Telamon administers all programs with the motive of empowering individuals, improving
communities. This guiding philosophy is that through individual efforts in tandem with Telamon and
partners, economic security and independence can become a reality and impact our communities.
Telamon Corporation’s key programs, activities, and advocacy efforts include:
• Community Service Block Grant (CSBG) Programs: Telamon currently operates Project PRIDE
(Personal Responsibility in Daily Endeavors), a designated community action agency and self-
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sufficiency initiative. This initiative is primarily focused on eliminating barriers to better employment
and educational opportunities for adult residents of Caswell, Person, and Rockingham counties.
• National Farmworker Jobs Program (NFJP): This program provides outreach, assessment,
career pathways training, job placements, and supportive services to agricultural workers and their
dependents. This program also provides training to upgrade skills for current agricultural workers.
Career Advisors provide support and guidance while participants navigate through their career.
• Head Start (Early, Migrant, and Seasonal): This program provides early childhood education to
enable children in low-income families to prepare for school. Head Start delivers comprehensive
services including health and dental screenings, mental health services, nutrition services, and
family support services. Parents receive training on how to advocate for their children and continue
the learning process at home. Family Services staff help parents to access community resources
including English as a second language, financial literacy, and job training. Project PRIDE can
leverage this connection to provide needed support for parents to become self-sufficient.
• Housing and Financial Empowerment: Housing counselors assist participants in navigating the
home purchasing process including financial preparations, applying for mortgages, and
understanding home inspection results. Our Housing programs also offer services on budgeting
and reducing debt. Telamon provides programs on financial literacy that focus on the benefits of
banking, improving credit scores, and creating savings. Project Pride partners leverage Housing
staff to provide financial literacy workshops and individualized homeownership counseling.
5. Describe how your agency plans to make more effective use of, coordinate and form partnerships
with other organizations and programs including: State welfare reform efforts; public and private
resources; religious organizations, charitable groups, and community organizations.
When engaging with customers, staff will utilize a series of assessments to guide services received
in partnership with other organizations. Our assessment process will use open ended questions to
discern current or previous services received by Temporary Assistance for Needy Families (TANF),
Workforce Innovation and Opportunity Act (WIOA), and other resources from private, religious,
community, and charitable organizations as listed below. Program Welcome Packets will provide
additional information and marketing materials for customer being referred to other programs.
6. Describe how your agency will establish linkages between governmental and other social services
programs to assure the effective delivery of such services to low-income individuals, to avoid the
duplication of such services and to fill identified gaps in services, through the provision of
information, referrals, case management and follow-up consultations.
While conducting a comprehensive initial assessment and objective assessment of all new
program participants, staff will work with customers to identify areas where services may already
be received. Once identified, staff will coordinate additional services to supplement support of the
customer. An Action Plan will be created with the customer that includes goals and supporting
activities. Activities will include referrals to partner programs as well as regular updates from on the
progression of services.
Staff members have been trained in ROMA implementation and in the customer tracking system
Accountable Results for Community Action (AR4CA). Local community resource guides are used
to refer customers to the appropriate government agency or community contact. Staff coordinates
services through co-enrollment into Wagner Peyser (WP) services, Workforce Innovation and
Opportunity Act (WIOA) programs, and Department of Social Services programs to support overall
well-being. Other community-based partners provide access to networks to maximize customer
support.
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7. Provide a description of how your agency will support innovative community and neighborhood-
based initiatives related to the purposes of the Community Services Block Grant (fatherhood
initiatives and other initiatives with the goal of strengthening families and encouraging effective
parenting).
Telamon Corporation currently uses the 2Gen service approach with a focus on family centered
employment solutions that seeks to provide services with positive outcomes for entire families.
These services will frequently be provided across multiple systems. In this approach, we along with
our partners provide services in areas including family planning services, childcare, and healthcare.
We will strategically partner with agencies delivering these services and coordinate events for
participants to engage in.
Project PRIDE will host quarterly family centered advising sessions to actively meet with a sample
of participants and their families to discuss family planning, parenting services, and other needs as
identified to provide access to all resources. Partner organizations will be invited to participate
onsite to accept initial referrals.
8. Describe activities that your agency has undertaken or plans to undertake, on an emergency basis,
for the provision of such supplies and services, nutritious foods and related services, as may be
necessary to counteract conditions of starvation and malnutrition among low-income individuals.
Based on funding availability, Telamon provides emergency services related to housing assistance.
Telamon also relies on our network of partner organizations to assist in the provision of food,
clothing, and other supportive services. Staff coordinates with local faith-based organizations, the
American Red Cross, the Salvation Army, Department of Social Services, Department of Health
and Human Services, and the Christian Help Center to meet emergency needs.
Community Services Block Grant Program
Fiscal Year 2023-24 Application for Funding
Planning Process Narrative (continued)
9. Describe how your agency will coordinate the provision of employment and training activities with
entities providing activities through statewide and local workforce investment systems under the
Workforce Innovation and Opportunity Act. Provide the dollar amount of your allocation that will go
towards employment training.
Telamon Corporation has a close relationship with Workforce Innovation Opportunity Act programs
under the oversight of local Workforce Development Boards. Through co-enrollment into the local
NCWorks Career Centers (America’s One Stop Centers), we will leverage resources to support
customers to credential attainment and employment.
Local Workforce Development Boards have identified career pathways with employer feedback to guide
decisions regarding occupational skills training, apprenticeship, and work-based learning opportunities.
Staff will support community colleges providing training in the industries of Advanced Manufacturing,
Information Technology, Health and Life Sciences, Construction and Skilled Trades, Hospitality and
Tourism, and Transportation. Short-term occupational skills training provides the opportunity for
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customers to efficiently transition from training to employment in a short amount of time. Project PRIDE
will present regular career exposure activities including campus and employer tours, information
sessions, and job fairs to introduce customers to local employment opportunities.
Customers seeking educational training in Project PRIDE will work with staff to develop clear education
and training plans that align with their career goals. These goals will be included on the customers
Action Plan in AR4CA. Customers will sign Classroom Training Agreements to understand their
responsibility of reporting any grades, changes to training, and barriers preventing successful
completion. Staff will provide support to pay for needed uniforms, supplies, tools, and equipment based
on the identified pathway.
Project PRIDE has allocated $ to employment and training related expenses in the 2023-2024 program
year budget.
10. Describe how your agency will ensure coordination with the emergency energy crisis intervention
program under title XXVI (relating to low-income home energy assistance).
Telamon Corporation staff will coordinate and provide referrals with government and other human
services programs by networking with contacts at the Department of Social Services, faith and
community-based agencies, and website resources. Staff will closely collaborate with local
providers of low-income home energy programs to avoid duplication of services.
11. Describe the needs of low-income youth and your agency’s efforts to promote increased
community coordination and collaboration in meeting the needs of low-income youth.
Locally, low-income youth face significant barriers leading to a lack in career opportunities,
educational attainment, financial support, and employability skills. According to the 2020
community assessment, 87% of children in the service area schools are eligible for free or reduced
lunch programs. Youth under 18 will be referred to partner services in partnership with K12
guidance counselors and in school youth programs.
Services for youth ages 18-24 will be coordinated with regional NCWorks NextGen youth WIOA
programs. Co-enrollment into these programs will allow staff to provide support while customers
continue to work to reach career goals. Staff will utilize local community colleges as a referral
source for youth seeking to obtain a GED or short-term certifications that will lead to employment.
Youth will also participate in career exposure activities including Work Experience to gain work-
based learning skills that can lead to employment. Participants will be encouraged to engage in
fourteen other WIOA youth element activities including mentoring activities, leadership
development opportunities, and entrepreneurship planning events.
Project PRIDE will also continue to make efforts to offer family centered employment solutions for
youth and their families. We will seek to provide resources for school supplies, health care,
nutrition services, financial literacy, and family planning.
12. Describe your agency’s method for informing custodial parents in single-parent families that
participate in CSBG programming about the availability of child support services. In addition,
describe your method for referring eligible parents to the child support office[s].
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Staff will inform custodial parents in single-parent families about the availability of child support
services or “Work First”, the program through which North Carolina administers the federally
funded Temporary Assistance to Needy Families (TANF) program. Telamon CSBG staff will refer
families to begin receiving services through Work First, as well as provide families the support
needed as they transition out of participation in Work First by promoting employment services and
facilitating participation in social support programs. Through a referral process, staff will refer
parents to the Department of Social Services for Work First eligibility determination for financial
assistance. Staff will inform parents that Work First recipients are eligible for all Child Support
Enforcement services at no cost and refer them to all available resources.
13. Describe activities that your agency has undertaken or plans to undertake, to address the
Department’s priorities which includes:
o Combat the Opioid Crisis by focusing on policies and practices that prevent opioid
misuse, addiction and overdose;
o Develop better outcomes for Early Childhood learners to ensure that they are healthy,
safe and nurtured, learning and ready to succeed;
o Expand NCCARE360, a statewide database that provides resource information for
medical providers and human services professionals in response to social determinants of
health like housing stability, food security, transportation access and interpersonal safety;
and
o Implement Healthy Opportunities that improve the health, safety and well-being of North
Carolinians by addressing conditions in which people live that directly impacts health.
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Community Services Block Grant Program
Fiscal Year 2023-24 Application for Funding
OEO Form 210
Agency Strategy for Eliminating Poverty
Planning Period: July 1, 2023-June 30,2024
Section I: Identification of the Problem (use additional sheets if necessary)
1. Give the Poverty Cause name(s), rank the poverty cause(s) and identify which one(s) the
agency will address.
Per Telamon’s review of existing community assessments and statistical data, as well as input from
colleagues in the government and nonprofit sectors in all three counties, the following economic
determinants of poverty in the three-county service area have been identified:
a. Lack of access to full-time, stable, good-paying jobs (especially ones with benefits).
b. Lack of key educational attainments, especially attainment of a high school diploma or equivalent.
c. Low levels of employment skill and career readiness.
d. Limited availability of supportive services that allow individuals to both complete diploma/degree
programs, and to search for and secure jobs. Key supportive services identified as high need are
childcare and transportation.
2. Describe the poverty cause(s) in detail in the community with appropriate statistical data (include
data sources).
(A) Explain why the problem exists.
Based on the U.S. Census 2019 SAIPE, 16.8% of the national population live in poverty (below
the federal poverty level) and 13.6% of all North Carolinians live in poverty. Although some low-
income North Carolinians find themselves in poverty because of the Great Recession of 2009,
the larger majority lack the necessary knowledge, education and skills to acquire employment
opportunities which yield an income level sufficient to support their families, acquire standard
housing, obtain childcare, pay medical expenses, get transportation maintain adequate nutrition
manage finances and handle crisis situations.
Per community assessments there are multiple causes for poverty. As traditional industries shut
down, such as light manufacturing, people become displaced from the workforce. The three
counties are each suffering from high levels of migration, particularly among youth and young
adults. For those that remain rooted in their communities, unable or unwilling to leave, as industry
leaves, a gap remains in the available jobs and the skills present in affected, unemployed workers.
These workers do not have the needed skills, education, or soft skills needed to seek out, apply,
and acquire new positions that are entering the market, or show to potential employers exploring
the tri-county area for new growth opportunities, that the area has enough skilled workers to meet
the demand.
(B) Identify the segment of the population and give the number of people experiencing the problem.
The 2020 Community Needs Assessment focused on the population of unemployed and under
employed individuals and displaced workers as well and youth and older adults affected by the
COVID-19 pandemic. Participants indicated minimal job opportunities, needs for basic
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education, transportation, childcare, financial stability, and emergency assistance. The North
Carolina Department of Commerce Labor and Economic Analysis Division reports the following
numbers of individuals unemployed by county as of September 2021: (1) Rockingham county-
1,718, (2) Person county- 757, and (3) Caswell county- 410.
(c) Provide demographic information of those adversely effected inclusive of:
(a) Gender
Both male and female residents of the Tri-County are affected at about an even split among
displaced workers, but according to demographics used for the 2019 Community Needs
Assessment, single parent homes headed by women earn significantly less income.
(b) Age
Primarily among displaced workers, in the Tri-County Area the target population for services will
be ages 40 and older. For young, single mothers, the age range is between 18 and 35. However,
residents in need of training and job placement assistance will be served no matter their age.
(c) Race/Ethnicity for the agency’s service area
In Person and Caswell Counties, the primary population for service are African American, but in
Rockingham County, the primary targeted population will be Caucasian. This is due to the
demographics of poverty of the areas affected, where African Americans are at a higher risk of
poverty in Caswell and Person, and where Caucasians are more heavily affected in Rockingham,
along the same lines of the race/ethnicity breakdown in each county. Per capita income was lower
than both the state and national average for all three counties, but ethnic and racial disparities in
per capita income with minorities earning about $8,000 less than whites within the service area.
Hispanic residents are also affected, but at a much smaller percentage of the population.
(d) Explain how the persons are adversely affected.
Community residents of the three-county services area are adversely affected because they
reside in an increasingly depopulating area. Overall educational attainment is low among
residents. Younger people migrate to other areas of North Carolina and the United States, and
limited numbers of businesses enter the area. Many residents are unable to relocate due to
family and other personal demands, and limited funding. For young, single mothers, the
demands of family and lack of resources keep them from being able to obtain financial self-
sufficiency. Lack of affordable, accessible childcare, and transportation are also hinderances.
Section II: Resource Analysis (use additional sheets if necessary)
(C) Resources Available:
a. Agency Resources: Telamon has been serving low-income families in North Carolina since
1965. Since that time Telamon has developed customer and program-based expertise and
institutional capacity in working with families living in poverty, including families with children,
farmworker and low-income youth, at-risk homeowners, and other at-risk populations. This
expertise includes outreach, case management, assessment and counseling, early childhood
advocacy, education, and health screening, mentoring adults and youth, employment
counseling and placement, home purchasing and foreclosure prevention counseling, financial
literacy education, immigration counseling, and referral services.
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Project PRIDE has successfully partnered with Telamon’s internal Housing and Financial Empowerment
department to provide housing and financial literacy training for participants, both in group sessions and
individual counseling appointments. Housing staff have committed to offering services to CSBG clients in
the tri-county area. PRIDE’s Housing and Financial Empowerment staff has been trained in financial literacy
and coaching to impart these skills on each family, and all customers will be invited to take part in financial
literacy workshops and classes offered at each office.
b. Community Resources:
Telamon has positive working relationships with many service agencies in North Carolina that can be
relied upon to meet some of the needs of families in poverty. The information and referral process we
use will be expanded to include Rockingham, Caswell, and Person Counties. We will reach out to DSS
in each county to set up a referral process for social services. We will work closely with local Workforce
Development Boards to leverage and complement existing resources in employment and training. We
will contact Piedmont Community College (Caswell and Person) and Rockingham Community College
when adults need training, ABE, and GED. In addition, the Salvation Army and Goodwill can provide
emergency assistance as required. These agencies have worked cooperatively with us over the years
in other territories and we are confident that the positive working relationships will extend to the new
community action service area. The Roxboro Housing Authority is a committed partner, allowing Telamon
and the RHA’s Family Self-Sufficiency Program to co-enroll young, single mothers to receive childcare
assistance, training, and enhanced job placement assistance from Telamon, along with counseling and
housing support from the RHA.
(D) Resources Needed:
c. Agency Resources:
Overcoming the barriers of poverty, lack of job-ready skills, limited transportation to employment centers
and training providers will require resources to deliver basic workplace readiness, job skills training and
counseling services. This funding will provide direct customer services in the form of outreach/case
management staff, instruction, and employment- and education-supports for CSBG customers (please
refer to budget for expenditure details). To support customers effectively, we believe it is necessary to have
at least one person in all three counties.
Current program funding sources for WIOA funded employment and training services require that
participants have a high school diploma, job ready math and reading skills, and are ready to sit for the
WorkKeys Career Readiness Certificate. This leaves a significant portion of people in poverty unserved.
For customers who are at risk of losing their housing or are in substandard housing or homeless situations,
we will evaluate customer needs for the appropriate service either Project PRIDE emergency funds, or a
referral to Telamon Housing Services, or to Reidsville Housing Authority, Caswell County Section 8
Housing Services, or Roxboro Housing Authority.
d. Community Resources:
Through research and contact with community representatives, it was determined that there is a significant
need in the counties is for coordination of services. Project PRIDE staff work to serve a liaison between
different available services and advocates for participant needs utilizing Advisory Council connections,
NCCARE360, and leveraging resources of other partner agencies to ensure program participants are
equipped with the knowledge and resources to advocate for themselves and access available tools to
accomplishing their goals.
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Section III: Objective and Strategy
(A) Objective Statement: Objective Statement: Support 100 vulnerable households to advance their
educational attainment and secure and maintain income and housing.
Strategies for Objective:
The COVID-19 pandemic has further highlighted inequities in rural, low-income, communities of color.
Residents of the three-county service area are especially at-risk during this time. Social determinants of
health such as household size, social economic status, access to healthcare, and other factors. To
combat the exacerbated consequences of poverty during a pandemic, Telamon will provide
comprehensive services to participants, resulting in measurable outcomes, which reduce or remove
economic barriers.
To achieve this, the following will be provided:
(1) Case Management Services: Orientation and enrollment, coaching/counseling and direct service
delivery including information & referral, education/training, employment readiness/employment
opportunities and supportive (crisis prevention, childcare, transportation, etc.) services.
(2) Agency Capacity building: Technology supports, training/technical assistance, incorporation of
applicable organizational standards, etc.
(3) Community Collaboration: Partner meetings with other human service organizations for
participant advocacy, developing Memoranda of Agreements, when applicable, for shared
programming objectives, and collaboration with community partners and applicable advisory
councils to stay informed of community needs and available resources.
Goal and Mission
Project PRIDE will increase self-sufficiency among program participants with the eventual goal of
participants raising above poverty level. Project PRIDE will achieve this goal by combating the
combined lack of job skills, basic educational attainment, and employment supports by leveraging
existing resources and supplementing participant resources to improve access to better education
and employment for low-income residents of the tri-county service area.
Strategic framework
Telamon shall: conduct a thorough Community Needs Assessment to best utilize available
resources for anti-poverty programming; recruit eligible, low-income participants in need of CSBG
programming; execute the activities prescribed in the one-year work program to support performance
measure achievements; monitor, assess and evaluate service delivery model to ensure outcome
based performance; maintain documentation to support outcome based reporting; and adhere to
Federal and State Labor Laws in conjunction with related agency governing bylaws, policies and
procedures.
The national Results Oriented Management Accountability (ROMA) framework (adopted by
sponsoring federal office, US HHS Office of Community Services, in 2001), outcomes occur at the
Family, Agency and Community levels under six specific goals:
(1) low-income people become more self-sufficient (family level outcome)
a. new or better employment, increase education and skills, increase income, secure
housing, secure childcare, and assist participants to increase access resources and
alleviate burdens hindering progress.
(2) the conditions in which low-income people live are improved (community level outcome)
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a. Project PRIDE will work to raise awareness of available resources, increase
collaboration between community partners, and involve participants and community members in
decisions regarding services and program implementation.
(3) low-income own a stake in their community (community level outcome)
a. Project PRIDE will be a voice and be a liaison and advocate for conversations for
progressive change and growth via public meetings, surveys, Community Needs Assessment,
and council participation give the community.
(4) partnerships among supporters and providers of services to low-income people are achieved
(agency level outcome)
a. Project will work to continuously expand its network of supporters and providers to
include relevant faith-based, private sector, public sector, poverty-reduction, government, and
educational representatives.
(5) providers increase capacity to achieve results (agency level outcome)
a. Staff and/or council members will attend relevant conferences, trainings, and
community events to improve agency efficiency and effectiveness.
b. At least one staff member will obtain ROMA Implementer or ROMA trainer certification
or enlist the help of another ROMA-trained Telamon staff member or Community Action Agency
representative to ensure ROMA is appropriately incorporated in every stage of program activity.
c. Project PRIDE will strive to satisfactorily meet CSBG Organizational Standards each
year.
(6) low-income people, especially vulnerable populations, achieve their potential by strengthening
family and other support systems. (Family level outcome)
a. Project PRIDE will track results and analyze via databases approved and supported by
the Office of Economic Opportunity, as well as internal agency client and service tracking
methods. Outcomes will be reported to and analyzed by the council and the Office of Economic
Opportunity at least quarterly. Activities that are not furthering outcomes may be revised to
ensure program is effectively serving the community.
OEO Form 210 (continued)
Section IV: Results Oriented Management and Accountability Cycle (use additional sheets
if necessary)
Organizational Standard 4.3 requires that an agency’s strategic plan and Community Action Plan
document the continuous use of the ROMA cycle and use the services of a ROMA trainer.
(B) Community Needs Assessment: Please summarize the primary needs of your
community as determined through the Community Needs Assessment, and explain
which of those are Family, Agency, or Community Needs, and why.
The 2020 Community Needs Assessment provided 3 main areas of need including access to
career pathway occupations, addressing opioid abuse, and developing faith-based partnerships.
Due to an increase in unemployment, communities are seeking way to take advantage of
entrance into career pathways to seek self-sufficient employment. Project PRIDE will seek to
address this by offering short- term certifications leading to employment. Family and community
needs of addressing opioid abuse seek to support individual health and well- being and provide
resources for family members of abusers to receive mental health supports. An agency defined
need continues to be developing partnerships especially those of faith-based organizations that
regularly conduct outreach and provide support for community members.
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(C) Achievement of Results and Evaluation: Please discuss your agency’s achievement of
results from last year. What were the successes and why were those areas successful?
What areas did not meet targets or expectations and why were those areas not as
successful? What Improvements or changes will be made for this year’s work plan to
achieve desired results and better meet the needs of the community?
Project PRIDE managed two funding sources in PY 21-22. In addition to CSBG funds, which
focused primarily on employment and education services, PRIDE also managed CARES funding
awarded by NCCAA. All funding sources provided emergency assistance to the Caswell-Person-
Rockingham service area.
Project PRIDE assisted 78 participant families, surpassing our goal of 75 individuals served. We
assisted 5 low-income families with rising above the poverty level, 8 participant families with
obtaining employment, and 7 with obtaining better employment that would lead to self sufficient
wages. Of these, 5 received employment supports in the form of transportation assistance, work
supplies, or work attire. Three families even obtained employment that offered medical benefits.
We supported 21 participants in completing education and short-term training programs focused
on the career paths of Transportation and Logistics, Healthcare, and some degree attaining
programs. This occurred with 23 receiving educational support in the form of assistance with
books, uniforms, and other supplies. Seven families obtained emergency assistance to be able
to continue in education programs and to maintain employment. Overall, our participants
maintained an average wage of $14.30 per hour.
Changes implemented in PY 22-23 included training and utilization of new software to assist
with monitoring programs, issuing vouchers, and increasing overall case management
capabilities. During program year 23-24 staff will engage potential customers through additional
in -person outreach events in each county, focus on leveraging funds in partnership with other
organizations to better serve the community, and strategically encourage development of career
pathways to support employment and training goals.
(D) Please name the ROMA trainer who provided services used in developing this
community Action Plan and describe what specific services were provided.
In 2020, Program Coordinator Shatarra Williams, a certified ROMA Implementor and Certified
Community Action Professional, developed the Strategic Plan and Community Action Plan,
oversaw completion of Organizational Standards, and ensured incorporation of the ROMA cycle
in program participant assessments, the Community Needs Assessment, and advisory council
training and procedures.
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Community Services Block Grant Program
Fiscal Year 2023-24 Application for Funding
One-Year Work Program
OEO Form 212
Section I: Project Identification
1. Project Name: Project PRIDE
2. Mission Statement:Project PRIDE will increase self-sufficiency among program participants with the goal of
participants raising above poverty level.
4. Objective Statement:Project PRIDE will achieve this goal by combating the combined lack of job skills, basic
educational attainment, and employment supports by leveraging existing resources and
supplementing participant resources to improve access to better education and
employment for low-income residents of the tri-county service area.
5. Project Period:
6. CSBG Funds Requested
for this Project:
July 1, 2023 To June 30, 2024 $304,725
7.Total Number Expected to Be Served:90
a. Expected Number of New Clients 70
b. Expected Number of Carryover Clients 20
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AGENDA ABSTRACT
Meeting Date: January 17, 2023
Agenda Title: Animal Services Ordinance Amendment
Summary of Information: Person County Animal Services (PCAS) proposes to discontinue the
Spay and Neuter Voucher Program. The voucher system began as a way to offer low-cost spay and
neuter services for adopted animals. Until recently, when an animal was adopted through PCAS,
they were issued a voucher for the spay/neuter services that covered the costs of the surgery and
either Feline Leukemia/FIV testing or Canine Heartworm Testing. The department primarily worked
with two local veterinary clinics to offer this service for adopters. Currently, the department works
with four animal hospitals (two in Person County and two outside of the county). Adoption fees are
$150 ($50 of the fee covers the vaccinations and services provided at the shelter and $100 is paid to
the participating veterinary clinics for the spay/neuter services).
Due to ownership changes, the rising costs of supplies, medications and the increasing veterinary
staffing shortage nationwide, it has become difficult for the veterinary practices to maintain this
service and only receive $100 as payment. All the hospitals recently requested that we allow the
voucher to still pay $100, but that it only pays towards the costs of surgery, not the costs in full,
requiring the adopters to pay the remaining balance. The department agreed to this temporarily and
communicated that we would revisit the voucher system. With this new process in place, we have
only had one pet returned for inability to afford surgery, and this was still after providing more
resources to assist.
Along with the requests from the hospitals, we have received lots of feedback on our adoption fees.
Our adoption fees are much higher than most shelters in surrounding counties, and it has begun to
affect the number of adoptions we have. We have tested lower adoption fees over the past 2-3
months and have seen a significant positive response from the public and increased adoptions as a
result.
Staff proposes that PCAS discontinue the voucher system, allowing us to permanently reduce
adoption fees ($50 or less). The adopters will still be required to have the pets spayed or neutered
within a specific time frame (currently three months due to scheduling backups with veterinary
practices), and we will provide information on low-cost options available in our area, if needed.
To be adopted at the meeting at which it is first introduced, an ordinance must receive the approval
of all members of the Board of Commissioners. If the ordinance does not receive the approval of all
members of the board, it shall be considered at the next regular meeting of the board. If it then
receives a majority of the votes cast, a quorum being present, the ordinance is adopted.
Recommended Action: Approve the attached Animal Services Ordinance amendment to
discontinue the program and require adopters to complete spay/neuter at a vet of their choice.
Submitted By: Kelli Oakley, Animal Services Director
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Recommended Animal Services
Ordinance Amendment
Section 13: Impounding Animals
B.Adoption: The animal can be adopted by any responsible adult who is willing to comply with the
Person County Animal Services Ordinance and the conditions of the adoption contract.
Identification will be required. The adoption fees and spay/neuter deposit must be paid at the
time of adoption. The spay/neuter is solely the responsibility of the adopter and must be
completed within the time frame stated in the contract. Adoption personnel have discretion to
approve/deny adoption requests.
Section 14: Reclaim and adoption procedure for impounded animals
B.Adoption Procedures:
1.All animals will be vaccinated against rabies before leaving the shelter unless they are
under four months of age. Rabies vaccines that are given by a certified rabies vaccinator
are for one year only.
2.Adoption fee covers age appropriate vaccinations and will be paid at the time of
adoption.
3.There will be aThe spay/neuter deposit for all animals adopted from the shelter unless
already spayed/neuteredwill be the sole responsibility of the adopter. All animals
adopted will have an allotted amount of time to have that completed depending on age,
and health of the animal. This deposit will be returned once the proof of sterilization
has been returned, unless the owner opted for a voucher. The sterilization must be
completed within 30 days if the animal is six months of age or older. If the animal is
under six months, a date will be set and listed on the adoption papers. In order to
receive a refund of the deposit, surgery must be done by the date set unless there is a
documented medical reason to delay surgery. (See Standard Operating Procedures for
Spay and Neuter Voucher.)
4.Documentation from a veterinarian will be required for any proof of spay/neuter
completion by the date listed in the adoption contractdeposits to be returned.
Comments: For a list of these fees, see the Adopted Fee Schedule.
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Recommended Fee Schedule Amendment
Fee Type FY23
Adopted
FY23
Amended
Adoption Fees
Adoption Fee ‐ includes age appropriate vaccinations & microchip $50.00 no change
Deposit required for unaltered animal (Deposit will be refunded if
completed before the deadline that is stated on adoption contract) $100.00 remove
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AGENDA ABSTRACT
Meeting Date: January 17, 2023
Agenda Title: Consideration to set the location of the February 21, 2023 Board meeting
for the annual retreat
Summary of Information:
When adopting the Board’s 2023 Schedule of Meetings, a location was to be determined for the
Board’s February 21, 2023 meeting that was set for the annual retreat.
Recommended Action:
A motion to announce the location of the Board’s February 21, 2023 annual retreat to be held in
either the County Office Building Auditorium or the Kirby Cultural Arts Main Hall (upstairs area).
The start time of the meeting remains unchanged at 9:00am.
Submitted By: Katherine Cathey, County Manager
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AGENDA ABSTRACT
Meeting Date: January 17, 2023
Agenda Title: Report on the NC Utilities Commission Carbon Plan Order
Summary of Information: The NC General Assembly enacted HB 951 – Energy Solutions for
North Carolina in the 2021 session, and the Governor signed it into law (S.L. 2021-165). The act
ordered the NC Utilities Commission (NCUC) to hold hearings and issue a Carbon Reduction
Plan to retire Duke Energy coal fired plants in the near future to reduce carbon dioxide emissions
by target dates, with provisions for replacement generation and alternate energy sources. The
Board of Commissioners recognized the serious implications and potential opportunities for
Person County, and retained outside counsel to represent the County’s interests actively in the
NCUC proceeding. The NCUC issued its Order on December 30, 2022.
Patrick Buffkin, our outside counsel, will provide a concise briefing about the NCUC Order and
the implications and options for Person County, in public session.
Action/Motion: Receive the report and go into closed session to provide directions to the
County Attorney and outside counsel if the Board sees fit.
Submitted By: S. Ellis Hankins, Person County Attorney
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AGENDA ABSTRACT
Meeting Date: January 17, 2023
Agenda Title: Retaining Legislative Lobbying Firm to Represent Person County
Summary of Information: The NC General Assembly enacted HB 951 – Energy Solutions for
North Carolina in the 2021 session, and the Governor signed it into law (S.L. 2021-165). The act
ordered the NC Utilities Commission (NCUC) to hold hearings and issue a Carbon Reduction
Plan to retire Duke Energy coal fired plants in the near future to reduce carbon dioxide emissions
by target dates, with provisions for replacement generation and alternate energy sources. The
Board of Commissioners recognized the serious implications and potential opportunities for
Person County, and retained outside counsel to represent the County’s interests actively in the
NCUC proceeding. The NCUC issued its Order on December 30, 2022.
There is intense public interest in these issues, and the legislative discussion is likely to continue
in some form during the 2023 session of the General Assembly. The Board previously directed
staff to seek proposals from legislative lobbying firms to represent Person County on issues
directly and indirectly related to the NCUC Order, including coordinating continued productive
discussions with representatives of Duke Energy and seeking legislative guidance about siting of
replacement generation in Person County and transition financial assistance. The Commissioners
understand that Person County needs to have a seat at the table in every discussion about these
issues that affect the future of the community.
The County Manager, County Attorney and outside counsel will interview several firms on
January 11, and expect to be prepared to recommend and introduce a firm to be retained by the
Board at the January 17 meeting. Staff will make best efforts to determine which firm is best able
to work productively with Duke Energy representatives on mutual interests, keep County
officials well informed about legislative developments and potential opportunities and threats,
and represent Person County effectively, acting ethically and in compliance with ethical
principles and applicable laws, without conflicts.
Action/Motion: Authorize engagement of the recommended legislative lobbying firm.
Submitted By: S. Ellis Hankins, Person County Attorney
67