02-22-2022 Agenda Packet BOCPERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
February 22, 2022
Person County Board of County Commissioners
Board Retreat
Kirby Cultural Arts Complex Upstairs Main Hall
213 North Main Street, Roxboro
9:00am
CALL TO ORDER …………………………………………………………………. Chairman Powell
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
ITEM #1 9:01-9:05am
Getting Started …………………………………………………………………………….. Heidi York
ITEM #2 9:05-10:00am
Understanding our County Responsibilities …………………………………………... Ellis Hankins
ITEM #3 10:00-10:20am
Property Tax Revenue Preview ………………………………………………………… Russell Jones
ITEM #4 10:20-10:40am
Mid-Year Fiscal Updates ………………………..………………………………… Amy Wehrenberg
BREAK 10:40-10:55am
ITEM #5 10:55-11:25am
Financial Plan for Capital & Debt Financing Update ……………. Doug Carter & Andrew Carter
ITEM #6 11:25-11:45am
Financial Policies …………………………………………………………………... Amy Wehrenberg
ITEM #7 11:45am-12:15pm
American Rescue & Recovery Funding Plan …………………………………….. Katherine Cathey
ITEM #8 12:15-12:45pm
Preview of FY23 & Goals of the Board …………………………………………………... Heidi York
ITEM #9 12:45-1:00pm
Closing Remarks & Adjournment ……………………………………..………….. Chairman Powell
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate by the Board.
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Understanding Our County ResponsibilitiesPerson County Board of Commissioners RetreatFebruary 22, 2022Ellis Hankins, County Attorney2
Topics•How the Board of Commissioners does the public’s business•Significant statutes and requirements•Board Rules of Procedure (adopted 2007, last revised 3/2020)•Code of Ethics, Person County Board of Commissioners (11/2010)•Respective roles and responsibilities of Board and County Manager•Responsibilities of Clerk to the Board•Responsibilities of the County Attorney•County ordinances and enforcement•Open Meetings Law and Public Records Law3
“Something horrible has happened to civility. We can no longer hold political discussions without screaming at each other, so our democracy is dying. We can no longer look at strangers without suspicion and even hostility, so our social life is dying. We can no longer hold public conversation about morality without trading vicious accusations, so our moral life is dying. All the skills of living a common life‐‐what Alexis de Tocqueville called ‘the etiquette of democracy,’ are collapsing around us, and nobody seems to know how to shore them up again. Civility is disintegrating because we have forgotten the obligations we owe to each other, and are awash instead in a sea of self‐indulgence. The true test of civility is whether out of love and concern for others, we will discipline our individual desires and work for the common good.”Professor Stephen L. Carter, Yale Law SchoolCivility: Manners, Morals, and the Etiquette of Democracy (1999)4
Public corporation, board of directors5
Meetings6
ProceduresBoard Rules of Procedure7
Quorum and votingAdoption of ordinancesTerritorial jurisdiction of ordinances, enforcement8
Board determines organization and management of county governmentCounty‐Manager planRespective roles and responsibilities of Board and County Manager9
RESPONSIBILITIES OF THE CLERK TO THE BOARDRESPONSIBILITIES OF THE COUNTY ATTORNEY10
Public comment period during regular meetingsOne way communicationApplicable Board RulesPowers and responsibilities of your Board chair11
CODE OF ETHICSETHICS EDUCATION PROGRAM REQUIRED12
Open Meetings LawPublic Records Law13
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Understanding Our County Responsibilities
Selected Statutes Applicable to Counties
§ 153A-11. Corporate powers.
The inhabitants of each county are a body politic and corporate under the name specified in the
act creating the county. Under that name they are vested with all the property and rights of
property belonging to the corporation; have perpetual succession; may sue and be sued; may
contract and be contracted with; may acquire and hold any property and rights of property, real
and personal, that may be devised, sold, or in any manner conveyed, dedicated to, or otherwise
acquired by the corporation, and from time to time may hold, invest, sell, or dispose of the
property and rights of property; may have a common seal and alter and renew it at will; and have
and may exercise in conformity with the laws of this State county powers, rights, duties,
functions, privileges, and immunities of every name and nature. (1868, c. 20, ss. 1, 2, 3, 8; 1876-
7, c. 141, s. 1; Code, ss. 702, 703, 704, 707; Rev., ss. 1309, 1310, 1318; C.S., ss. 1290, 1291,
1297; 1973, c. 822, s. 1; 2011-284, s. 105.)
§ 153A-12. Exercise of corporate power.
Except as otherwise directed by law, each power, right, duty, function, privilege and immunity of
the corporation shall be exercised by the board of commissioners. A power, right, duty, function,
privilege, or immunity shall be carried into execution as provided by the laws of the State; a
power, right, duty, function, privilege, or immunity that is conferred or imposed by law without
direction or restriction as to how it is to be exercised or performed shall be carried into
execution as provided by ordinance or resolution of the board of commissioners.
§ 153A-40. Regular and special meetings.
(a) The board of commissioners shall hold a regular meeting at least once a month, and may
hold more frequent regular meetings. The board may by resolution fix the time and place of its
regular meetings. If such a resolution is adopted, at least 10 days before the first meeting to
which the resolution is to apply, the board shall cause a copy of it to be posted on the courthouse
bulletin board and a summary of it to be published. If no such resolution is adopted, the board
shall meet at the courthouse on the first Monday of each month, or on the next succeeding
business day if the first Monday is a holiday.
The board may adjourn a regular meeting from day to day or to a day certain until the business
before the board is completed.
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….
(b) The chairman or a majority of the members of the board may at any time call a special
meeting of the board of commissioners by signing a written notice stating the time and place of
the meeting and the subjects to be considered. The person or persons calling the meeting shall
cause the notice to be delivered to the chairman and each other member of the board or left at the
usual dwelling place of each at least 48 hours before the meeting and shall cause a copy of the
notice to be posted on the courthouse bulletin board at least 48 hours before the meeting. Only
those items of business specified in the notice may be transacted at a special meeting, unless all
members are present or those not present have signed a written waiver.
….
In addition to the procedures set out in this subsection, a person or persons calling a special or
emergency meeting of the board of commissioners shall comply with the notice requirements of
Article 33B of General Statutes Chapter 143.
….
§ 153A-41. Procedures.
The board of commissioners may adopt its own rules of procedure, in keeping with the size and
nature of the board and in the spirit of generally accepted principles of parliamentary procedure.
Board Rules of Procedure:
Rule 9. Agenda [(d) The board may, by majority vote, add an item that is not on the agenda.”]
Rule 14. Action by Board. Discussion, debate and questions are in order on an agenda item,
before or after a motion, unless or until the Board votes to end discussion.
Rule 17. Substantive Motion. (“I move that the Board adopt the proposed ordinance.”)
Rule 18. Adoption by Majority Vote. [Except when a statute requires a supermajority vote.]
Rule 19. Debate
Rule 20. Procedural Motions.
7. To Call the Previous Question [End debate and move to vote on a question, if the
Board wishes, upon a motion and majority vote.]
8. To Postpone to a Certain Time or Day.
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10. To Amend [Must be germane and in writing, always in order. Proper to move to
amend a proposed ordinance, get the amendment adopted, and then offer a motion to
adopt the ordinance as amended.]
Rule 23. Duty to Vote.
Rule 26. Introduction of Ordinances, Resolutions and Orders.
Rule 27. Adoption, Amendment or Repeal of Ordinances
Rule 29. Public Hearings. […required by law or deemed advisable by the board….]
§ 153A-43. Quorum.
A majority of the membership of the board of commissioners constitutes a quorum.
….
§ 153A-44. Members excused from voting.
The board may excuse a member from voting, but only upon questions involving the member's
own financial interest or official conduct or on matters on which the member is prohibited from
voting under G.S. 14-234, 153A-340(g), or 160A-388(e)(2). For purposes of this section, the
question of the compensation and allowances of members of the board does not involve a
member's own financial interest or official conduct.
[Self-dealing statute, use statutes, etc.]
§ 153A-45. Adoption of ordinances.
To be adopted at the meeting at which it is first introduced, an ordinance or any action having the
effect of an ordinance (except the budget ordinance, any bond order, or any other ordinance on
which a public hearing must be held before the ordinance may be adopted) must receive the
approval of all the members of the board of commissioners. If the ordinance is approved by a
majority of those voting but not by all the members of the board, or if the ordinance is not voted
on at that meeting, it shall be considered at the next regular meeting of the board. If it then or at
any time thereafter within 100 days of its introduction receives a majority of the votes cast, a
quorum being present, the ordinance is adopted.
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§ 153A-52.1. Public comment period during regular meetings.
The board of commissioners shall provide at least one period for public comment per month at a
regular meeting of the board. The board may adopt reasonable rules governing the conduct of the
public comment period, including, but not limited to, rules (i) fixing the maximum time allotted
to each speaker, (ii) providing for the designation of spokesmen for groups of persons supporting
or opposing the same positions, (iii) providing for the selection of delegates from groups of
persons supporting or opposing the same positions when the number of persons wishing to attend
the hearing exceeds the capacity of the hall, and (iv) providing for the maintenance of order and
decorum in the conduct of the hearing. The board is not required to provide a public comment
period under this section if no regular meeting is held during the month.
One way communication from speakers to the Board. Not intended to be a back and forth,
although the Chair certainly can ask the County Manager or Attorney to answer a question if
appropriate, or to provide information later to answer a question.
Board Rules of Procedure:
Rule 10. Informal Public Comments
Rule 12. Powers of the Chair
§ 160A-86. Local governing boards' code of ethics.
(a) Governing boards of cities, counties, local boards of education… shall adopt a resolution
or policy containing a code of ethics to guide actions by the governing board members in the
performance of the member's official duties as a member of that governing board.
(b) The resolution or policy required by subsection (a) of this section shall address at least
all of the following:
(1) The need to obey all applicable laws regarding official actions taken as a board member.
(2) The need to uphold the integrity and independence of the board member's office.
(3) The need to avoid impropriety in the exercise of the board member's official duties.
(4) The need to faithfully perform the duties of the office.
(5) The need to conduct the affairs of the governing board in an open and public manner,
including complying with all applicable laws governing open meetings and public records.
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§ 160A-87. Ethics education program required.
(a) All members of governing boards of cities, counties, local boards of education, unified
governments, sanitary districts, and consolidated city-counties shall receive a minimum of two
clock hours of ethics education within 12 months after initial election or appointment to the
office and again within 12 months after each subsequent election or appointment to the office.
(b) The ethics education shall cover laws and principles that govern conflicts of interest and
ethical standards of conduct at the local government level.
(c) The ethics education may be provided by the North Carolina League of Municipalities,
North Carolina Association of County Commissioners, North Carolina School Boards
Association, the School of Government at the University of North Carolina at Chapel Hill, or
other qualified sources at the choice of the governing board.
(d) The clerk to the governing board shall maintain a record verifying receipt of the ethics
education by each member of the governing board.
§ 153A-76. Board of commissioners to organize county government.
The board of commissioners may create, change, abolish, and consolidate offices, positions,
departments, boards, commissions, and agencies of the county government, may impose ex
officio the duties of more than one office on a single officer, may change the composition and
manner of selection of boards, commissions, and agencies, and may generally organize and
reorganize the county government in order to promote orderly and efficient administration of
county affairs, subject to the following limitations….
Part 2. Administration in Counties Having Managers.
§ 153A-81. Adoption of county-manager plan; appointment or designation of manager.
The board of commissioners may by resolution adopt or discontinue the county-manager plan. If
it adopts the county-manager plan, the board may, in the alternative:
(1) Appoint a county manager to serve at its pleasure. The manager shall be appointed
solely on the basis of his executive and administrative qualifications. He need not be a
resident of the county or the State at the time of his appointment.
….
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§ 153A-82. Powers and duties of manager.
(a) The manager is the chief administrator of county government. The manager is responsible
to the board of commissioners for the administration of all departments of county government
under the board's general control and has the following powers and duties:
(1) He shall appoint with the approval of the board of commissioners and suspend or remove
all county officers, employees, and agents except those who are elected by the people or whose
appointment is otherwise provided for by law. The board may by resolution permit the manager
to appoint officers, employees, and agents without first securing the board's approval. The
manager shall make his appointments, suspensions, and removals in accordance with any general
personnel rules, regulations, policies, or ordinances that the board may adopt. The board may
require the manager to report each suspension or removal to the board at the board's first regular
meeting following the suspension or removal; and, if the board has permitted the manager to
make appointments without board approval, the board may require the manager to report each
appointment to the board at the board's first regular meeting following the appointment.
(2) He shall direct and supervise the administration of all county offices, departments,
boards, commissions and agencies under the general control of the board of commissioners,
subject to the general direction and control of the board.
(3) He shall attend all meetings of the board of commissioners and recommend any measures
that he considers expedient.
(4) He shall see that the orders, ordinances, resolutions, and regulations of the board of
commissioners are faithfully executed within the county.
(5) He shall prepare and submit the annual budget and capital program to the board of
commissioners.
(6) He shall annually submit to the board of commissioners and make available to the public
a complete report on the finances and administrative activities of the county as of the end of the
fiscal year.
(7) He shall make any other reports that the board of commissioners may require concerning
the operations of county offices, departments, boards, commissions, and agencies.
(8) He shall perform any other duties that may be required or authorized by the board of
commissioners.
(9) The manager shall receive a minimum of six clock hours of education upon the
occurrence, or within six months of the occurrence, of any of the following:
a. The Local Government Commission is exercising its authority under Article 10 of
Chapter 159 of the General Statutes with respect to the county.
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b. The county has received a unit letter from the Local Government Commission due to a
deficiency in complying with Chapter 159 of the General Statutes.
c. The county has an internal control material weakness or significant deficiency in the most
recently completed financial audit.
d. The county is included on the most recently published Unit Assistance List issued by the
Department of State Treasurer.
(b) The education required by subdivision (9) of subsection (a) of this section shall
incorporate fiscal management and the requirements of Chapter 159 of the General Statutes. The
education may be provided by the Local Government Commission, the School of Government at
the University of North Carolina, the North Carolina Community College System, the North
Carolina League of Municipalities, the North Carolina Association of County Commissioners, or
other qualified sources at the choice of the governing board and upon the prior approval of the
Local Government Commission. The clerk to the governing board shall maintain a record
verifying receipt of the education by the manager and shall provide this information, upon
request, to the Secretary of the Local Government Commission.
Part 6. Clerk to the Board of Commissioners.
§ 153A-111. Appointment; powers and duties.
The board of commissioners shall appoint or designate a clerk to the board. The board may
designate the register of deeds or any other county officer or employee as clerk. The clerk shall
perform any duties that may be required by law or the board of commissioners. The clerk shall
serve as such at the pleasure of the board.
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Part 7. County Attorney.
§ 153A-114. Appointment; duties.
The board of commissioners shall appoint a county attorney to serve at its pleasure and to be its
legal adviser.
NC Rules of Professional Conduct for Attorneys
Article 6.
Delegation and Exercise of the General Police Power.
§ 153A-121. General ordinance-making power.
(a) A county may by ordinance define, regulate, prohibit, or abate acts, omissions, or
conditions detrimental to the health, safety, or welfare of its citizens and the peace and dignity of
the county; and may define and abate nuisances.
(b) This section does not authorize a county to regulate or control vehicular or pedestrian
traffic on a street or highway under the control of the Board of Transportation, nor to regulate or
control any right-of-way or right-of-passage belonging to a public utility, electric or telephone
membership corporation, or public agency of the State. In addition, no county ordinance may
regulate or control a highway right-of-way in a manner inconsistent with State law or an
ordinance of the Board of Transportation.
(c) This section does not impair the authority of local boards of health to adopt rules and
regulations to protect and promote public health.
§ 153A-122. Territorial jurisdiction of county ordinances.
(a) Except as otherwise provided in this Article, the board of commissioners may make any
ordinance adopted pursuant to this Article applicable to any part of the county not within a city.
(b) The governing board of a city may by resolution permit a county ordinance adopted
pursuant to this Article to be applicable within the city. In the resolution permitting the county
ordinance to be applicable within the city, the governing board of the city may specify that any
signage required by the county ordinance be in compliance with city ordinances. The city may by
resolution withdraw its permission to such an ordinance. If it does so, the city shall give written
notice to the county of its withdrawal of permission; 30 days after the day the county receives
this notice the county ordinance ceases to be applicable within the city.
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§153A-123. Enforcement of Ordinances
Open Meetings Law Summary (G.S. 143-318.9 et seq.)
Official meetings of public bodies must be open, with notice, except for authorized closed
sessions for specific purposes, upon a vote by the public body in open session identifying the
authorized purpose.
Some authorized purposes for closed sessions:
Discussions with the public body’s attorney to preserve the attorney-client privilege
Economic development
Property acquisition and employment contracts
Personnel
§ 143-318.17. Disruptions of official meetings.
A person who willfully interrupts, disturbs, or disrupts an official meeting and who, upon being
directed to leave the meeting by the presiding officer, willfully refuses to leave the meeting is
guilty of a Class 2 misdemeanor.
Summary of Public Records Law:
Most records prepared by or in the possession of governmental units are public records subject to
disclosure upon request. The Clerk, Sheriff or department directors are the statutory custodians
of County records, with responsibility for complying with public records requests, with the
advice and assistance of the County Attorney.
2/2022
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County value changes from 2022 to 2023RealM&E State Total value20223,410,341,085 470,189,308 932,743,236 4,813,273,62920233,515,498,625 479,501,375 900,000,000 4,895,000,00001,000,000,0002,000,000,0003,000,000,0004,000,000,0005,000,000,0006,000,000,00053
Fire District value changes from 2022 to 2023RealM&E State Total value20222,913,849,076 326,403,330 914,667,137 4,154,919,54320232,976,307,333 341,692,667 882,000,000 4,200,000,0000500,000,0001,000,000,0001,500,000,0002,000,000,0002,500,000,0003,000,000,0003,500,000,0004,000,000,0004,500,000,00054
Fiscal Year All State Appraised Coal Plants Change from previous2023‐estimated900,000,000 836,431,820‐32,743,2362022 932,743,236 869,175,056 +12,509,6772021 920,233,559 856,874,916 +74,544,8092020 845,688,750 782,184,826‐31,901,1202019 877,589,870 813,546,061‐10,681,0992018 888,270,969 821,241,443‐780,1252017 889,051,094 824,174,611 +23,627,4312016 865,423,663 738,942,889 +16,591,851Changes in State Appraised Values55
Changes in State Appraised Values800,000,000820,000,000840,000,000860,000,000880,000,000900,000,000920,000,000940,000,0002016 2017 2018 2019 2020 2021 2022 2023ValueValue56
Collection Rate County Fire97.50 %$ 519,741 $ 444,483For next year, what will one penny generate? 57
Reappraisal for 2025?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%RatioSales Ratio By MonthJanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecember58
Person CountyMid-Year Fiscal ReviewPerson County Board of Commissioners Annual RetreatFebruary 22, 2022Amy Wehrenberg, Finance Director59
2Discussion SummaryRevenues: Mid-Year ComparisonSales Tax DistributionExpenditures: Mid-Year ComparisonDebt ServiceUnassigned Fund BalanceAudit ChallengesSummary and Trends60
Revenues are showing a significant increase due to receipt of additional Property & Sales Tax revenues.3REVENUES Incr (Decr) % Change Ad Valorem Taxes 2,780,682 12.9%Sales & Other Taxes 359,795 10.1%Fees & Licenses (175,658)‐4.4%State & FederalFunding(164,554)‐4.0%Interest Earnings 1,320100.0%Other Revenues 77,58611.9%TOTAL REVENUES 2,879,1708.5%Revenues: Mid-Year Comparison61
Sales Tax DistributionAlthough Property Tax is our primary contributor for the large increase in revenues, sales tax is also reporting higher by 14% for the five months compared to last year. Based on this trend, we anticipate sales tax to come in for a total of $11.7M to finish out this fiscal year, an increase of $1.2M.4$6.09 $6.43 $6.73 $7.06 $7.57 $8.10 $8.70 $9.00 $10.50 $11.70 $‐ $2 $4 $6 $8 $10 $12 $142013 2014 2015 2016 2017 2018 2019 2020 2021 2022*Local Option Sales Tax (in millions)* Projected62
Expenditures are down by $932K, mostly due to reductions in Personnel costs and Transfers to Other Funds categories. Surplus is result of large increase in revenues and decrease in expenditures.5EXPENDITURES Incr (Decr) % Change Personnel (539,096)‐3.9%Operating 131,199 0.9%Capital (55,163)‐13.2%Transfers toOther Funds (469,429)‐17.7%TOTAL (932,489)‐2.9%NET CHANGE(Surplus)3,811,659 176.2%Expenditures: Mid-Year Comparisonby expense type63
Increases: $765,490Increases: $765,490Decreases:($1,697,979)Decreases:($1,697,979)Largest expenditure increase is reported in Self‐Funded Health Insurance Fund due to significant health claims experience.6Self‐Funded Health Insurance Fund (26%) 583,559Culture & Recreation (9%) 82,473Transportation (19%) 82,376Education (.3%) 17,082 Environmental Protection (‐2.1%) (1,553)Public Safety (‐.9%) (63,339)Economic Development (‐12.8%) (73,947)Human Services (‐4.6%) (304,554)Transfers to Other Funds (‐17.7%) (469,429)General Government (‐16.3%) (785,157)Expenditures: Mid-Year Comparisonby function64
Debt ServiceTOTAL OUTSTANDING DEBT:$ 8,700,121 County (66%) 5,768,913 Schools (34%) 2,931,208 BUDGET:FY22 Debt Service Budget 1,843,566 FY23 Debt Service Budget 1,642,705 Decrease in budget from FY22 to FY23 (200,861)765
Outstanding Debt Service8Ten Year ComparisonGraph above represents County's outstanding debt service over 10 year period. Projection of $8.7M at end of FY22 is a 17% reduction from the prior year.$16.7$15.5$13.7$12.6$13.2$16.5$14.9$12.6$10.5$8.70.05.010.015.020.02013 2014 2015 2016 2017 2018 2019 2020 2021 2022*(Millions)Fiscal Year End *(Estimate)Outstanding Debt Service66
GFOA- recommends an available fund balance of no less than 2 months of general fund operating expendituresLGC- recommends an available fund balance of at least 8% of general fund expenditures.Person County FB policy - requires an available fund balance equal to or greater than 18% of general fund expendituresUnassigned Fund Balance (Audited)92021 2020General Fund Expenditures 61,376,734 57,429,715 Months 12 12 Estimated monthly expenditures 5,114,728 4,785,810 Unassigned FB‐GF21,726,864 17,680,799 Estimated monthly expenditures 5,114,728 4,785,810 Estimated months of available FB‐GF4.25 3.69 FB as a % of GF Expenditures35%31%67
10Audit ChallengesRFP for FY22 County audit servicesAnticipating more stringent audit process for FY22Large influx of new multi-year state and federal grants to be auditedWill need to meet State’s audit submittal deadlines for next four yearsschool debt issuancesStaff resources: currently inadequate to maintain federal and state compliance in audit standards, grant administration, and debt management68
11Revenues show a large increase of $2.9M at mid-year.Expenditures report decreases at mid-year in most functional areas. Health Insurance claim costs reporting significant increase.Sales tax is projected to increase by $1.2M, reaching a total of $11.7 at FYE. Outstanding debt is $8.7M. Budget reduction will be approximately $201K for FY23.Unassigned fund balance at FYE 2021 was over 35%. Surplus at mid-year indicates another increase at FYE 2022.An RFP has been submitted to obtain financial audit services.An increase in staff resources will be necessary to manage audit, grant and debt impacts.Summary and Trends69
County Financial Planning and Capital Investment Fund Update Presented to County Commission on February 22, 202270
CONTENTS AND GENERAL INTRODUCTIONPurpose of this presentation and discussion – review and update•County’s financial planning decisions since April 2021 •Capital Investment Fund (CIF), expanded debt affordability analysis and impacts on credit rating•Debt affordability model and where we are now•Future strategic decisions needs•To answer your questions171
DECISIONS TO MOVE TO HIGHEST PLANNING LEVEL Establish a CIF – to best manage and plan for community needs•Dedicate specific revenues to capital formation•Include all capital investments in one place – borrowed, paygo, grants, etc.•Means to fund CIP and to calculate debt affordability Update County comprehensive financial policies•Evaluate scope and needed elements for policy•Delineate policies that provide basis for sound financial results and reservesPerson County – decision drivers:•Growth and maintenance of existing assets •Aid to increase economic development•Ability to plan for the longer term272
CREDIT RATING CONSIDERATIONSPublic offering method for debt requires a ratingLong-term planning, CIF, financial policies – add rating strength•Rating Agencies four specific areas – Economy (30%), Finances (30%), Management (20%), Debt (20%) – last three all impacted by financial planning•Identify funding sources and long-term capital financial strategies•Soundness of the financial plan•Capital plan meet projected County needs?•Elected officials and management “buy in” to the plan373
MECHANICS OF CIF 4Capital Investment FundDebt Service(Pay Existing & Future Debt)Gen. Govt. M&R Pay-go and CIP Pay-goTechnology Capital, Maintenance & RepairsGeneral Fund(Capital and D/S)School Sales TaxEducation LotteryNew Capacity? And Fund BalanceMiscellaneous RevenueSchool Capital Pay-go ProjectsOther Tax Sources74
AFFORDABILITY MODELReview of Model575
FUTURE STRATEGIC DECISIONSMeans to fully fund the CIF:•Winter issuance of Limited Obligation Bonds (LOBs) for schools•Establish timing of future projects in spring adopted CIP •Bridge the funding gap in the CIF – Schools request of $38 million•Retain current G.F. funding level – $735,000 increase needed to fund school requested needs – current revenues fund approx. $20 million•Evaluate sales tax collections and growth to confirm increase during COVID endures•Move one-time revenues (e.g. land sales) to CIF•Unassigned Fund Balance policy?•Other?•Fully review the CIF annually to determine needs are being met676
WRAP UPQuestionsand Comments777
Person CountyFinancial PoliciesPERSON COUNTY BOARD OF COMMISSIONERS ANNUAL RETREATFEBRUARY 22, 2022AMY WEHRENBERG, FINANCE DIRECTOR78
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Discussion SummaryBudget, Accounting and Fund Reserve PoliciesoBudget ProcessoBudget PoliciesoAccounting/Financial Reporting PoliciesPolicy allocation guidelines for Unassigned Fund ReservesConclusion380
I. Budget ProcessMandated dates & other key datesBudget AdoptionBudget Amendment ProcessBudgetary Control481
II. Budget PoliciesRevenue & Expenditure PoliciesFund Balance Reserve PolicySetting minimum threshold 18%Setting goal target 25%Setting minimum reserve in CIF: 33% of debt serviceOther Post-Employment Benefits Policy (OPEB)Debt PolicyCapital Improvement Plan582
Fund Balance ReservePolicy6“As a goal, the County will seek to establish a general fund operating reserve of twenty-five percent (25%) of yearly expenditures.”UNASSIGNED FUND BALANCE AuditedFiscal Year End2021FB as a % of GF Expenditures35.4%83
III. Accounting/Financial Reporting PoliciesFinancial PoliciesFund AccountingCash Receipts & DisbursementsFund Balance AllocationActions if minimum 18% threshold not metActions for excess reserve over 25% targetInvestment PolicyContract AdministrationPurchase Orders784
Surplus PropertyAsset ManagementGrant ApplicationsWrite-Off’sDebt SetoffFund StructurePerformance Measures and Benchmarking8III. Accounting/Financial Reporting Policies (cont.)85
Fund Balance Allocation9“Any unassigned fund balance in excess of 25% as set forth herein, shall be transferred to the Capital Investment Fund for support of future capital projects or debt service unless the Person County Board of Commissioners determines to appropriate otherwise.”Under the new policy, the transfer of excess fund balance reserves over the 25% targeted goal for FY21 is $6.4M. This policy provision provides a funding strategy for support of future capital and new debt.UNASSIGNED FUND BALANCEUnder new policyFYE 2021: Unassigned FB‐GF $21,726,864 25% Target Level 15,344,184 Transfer Excess to CIF in FY22$ 6,382,68186
ConclusionPolicy includes a compilation of updated requirements on budget, reserve, and accounting processesThe largest benefit: implementation and management of unassigned fund balance reservesNew threshold and allocation guidance for fund balance reserves: Minimum (18%), Goal (25%), and CIF (33%)Next step after approval of policyQuestions/comments?1087
1188
Person County,
North Carolina
Budget, Accounting and
Fund Reserve Policies
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Person County Budget, Accounting and Fund Reserve Policies
Section Name Page #
I. Budget Process
A. Introduction ...................................................................................................................................... 1
B. Budget Adoption ............................................................................................................................ 1-2
C. Budget Amendment Process ........................................................................................................... 2
D. Budgetary Control ............................................................................................................................ 3
II. Budget Policies
A. Introduction ...................................................................................................................................... 3
B. Revenue Policy ................................................................................................................................ 3
C. Fund Balance Reserve Policy ....................................................................................................... 3-4
D. Expenditure Policy ........................................................................................................................... 4
E. Other Post-Employment Benefits Policy (OPEB) ............................................................................. 4
F. Debt Policy .................................................................................................................................... 4-5
G. Capital Improvement Plan ................................................................................................................ 5
III. Accounting Policies
A. Introduction ................................................................................................................................... 5-6
B. Fund Accounting .............................................................................................................................. 6
C. Cash Receipts .................................................................................................................................. 6
D. Cash Disbursements ........................................................................................................................ 6
E. Fund Balance Allocation ................................................................................................................ 6-7
F. Investment Policy .......................................................................................................................... 7-8
Person County Government
STANDARD PROCEDURE
SUBJECT: Budget, Accounting and Fund
Reserve Policies
Effective Date:
Prepared by: Amy Wehrenberg, Finance Director
Revised:
Approved by: Person County Board of
Commissioners
Approval Date:
Chairman’s Signature:
# of Pages: 11
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Person County Budget, Accounting and Fund Reserve Policies
G. Contract Administration ................................................................................................................. 8-9
H. Purchase Orders .............................................................................................................................. 9
I. Surplus Property ................................................................................................................................ 9
J. Asset Management ...................................................................................................................... 9-10
K. Grant Applications .......................................................................................................................... 10
L. Write-Off’s ....................................................................................................................................... 10
M. Debt Setoff ..................................................................................................................................... 10
N. Fund Structure .......................................................................................................................... 10-11
O. Performance Measures and Benchmarking ................................................................................... 11
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Person County Budget, Accounting and Fund Reserve Policies Page 1
I. Budget Process
A. Introduction
The County’s annual budget process is a method of planning and communicating operational and capital objectives and
allocating financial resources to achieve them. The process is usually performed over several months. The North Carolina
Local Government Budget and Fiscal Control Act (GS 159, Article 3) requires local governments to adopt an annual budget
by June 30 of each year, based on the state mandated fiscal year which runs from July 1 to June 30.
The N.C. Local Government and Fiscal Control Act mandates the following deadlines for legal requirements:
April 30 Department request due
May 15 Community College and School System request due
June 1 Board of Commissioners receives recommended budget
June 30 Board of Commissioners must adopt annual budget
A public hearing must be advertised and held when the budget is presented to the Board of Commissioners.
Other key dates in our budget preparation are as follows:
January Budget preparation instructions provided to department heads
February Department budget requests completed
March Manager and budget team meet with departments to discuss requests
April Receive requests from School System and Community College
May Manager makes presentation to Board at second regular meeting in May
May/June Commissioners hold budget workshops to discuss proposed budget
June Public hearing is held on the proposed budget
June Tentative date for approval of budget and fee schedule
B. Budget Adoption
The County’s Annual Budget Ordinance will be balanced in accordance with the Local Government Budget and Fiscal Control
Act (NCGS 159-8) which states “A budget ordinance is balanced when the sum of estimated net revenues and appropriated
fund balances is equal to appropriations.”
The annual budget serves as the foundation for the County’s financial planning and control. Chapter 159 of the NCGS
prescribes a uniform system of budget adoption, administration and fiscal control. All departments of the County are required
to submit requests for appropriations to the County Manager, typically by a scheduled date in February of each year. The
County Manager uses these requests as the starting point for developing a proposed budget. The budget is prepared by
fund, function and department. The proposed budget is provided to the County Board of Commissioners no later than June
1. Not later than June 30, the Board of Commissioners is required to adopt a budget ordinance making appropriations and
levying taxes for the budget year, in such sums as the Board may consider sufficient and proper, whether greater or less
than the sums recommended in the proposed budget. This budget ordinance authorizes all financial transactions of the
County except: 1) those authorized by a project ordinance, 2) those accounted for in an intra-governmental service fund for
which a financial plan is prepared and approved, and 3) those accounted for in a trust or agency fund established by the
local government or public authority as an agent or common-law trustee or to account for a retirement, pension, or similar
employee benefit system.
The County’s annually adopted budgets are for the General Fund, Special Revenue Funds, and Enterprise Fund.
The Capital Investment Fund (CIF), a special revenue fund that was created in 2021, accounts for revenues, either directly
or transferred from other funds (i.e. the General Fund) and expenditures for capital and debt payment purposes of the County.
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Expenditures will include pay-as-you-go capital expenditures for the schools and the community College, payments for debt
service, and transfers to the Capital Improvement Plan (CIP) Fund. The CIF will retain its own fund balance and use the
balance into the future as needed to meet County capital needs. The CIF will operate in conjunction with the County’s CIP
and will include transfers to the CIP to support the actual capital expenditures resulting from implementation of capital projects
that exceed $50,000. As part of the operation of the CIF, a debt affordability model will be maintained by the County’s
contracted Debt Consultants and will provide all current expenditures and estimates of future capital and debt service
expenditures, as well as project debt service affordability. A review of the CIF Affordability Model will be part of the annual
budget process.
Appropriations lapse at year-end in all Funds except the Capital Improvement Fund and other multi-year project funds where
the budget is adopted on a project-basis and may cover more than one year. Appropriations are carried over in these funds
until the project(s) are completed.
All budgets are adopted on a basis consistent with generally accepted accounting principles (GAAP). The Board of
Commissioners annually adopts a budget by ordinance in accordance with NCGS 159-8 and may amend the budget during
the fiscal year.
C. Budget Amendment Process
All County Departments are expected to operate wholly within the amounts appropriated by the Board of Commissioners at
the beginning of each fiscal year. The County budget is adopted at the functional level for the General Fund and at the fund
level for all other funds. Any expenditure in excess of the total amount appropriated for the authorizations provided for under
the budget or project ordinances is a violation of NCGS 159-28.
It is the intent of the Board of Commissioners to provide appropriations each fiscal year in an amount necessary to cover
operations at a level approved by the Board. The Board realizes that there will be occasions where adjustments to the
amounts appropriated between line items will be necessary for the efficient operation of County Departments. It is not the
intent of the Board to authorize indiscriminate transferring during the year and especially at the end of the fiscal year.
The Board of Commissioners may authorize supplementary appropriations during the course of a year as additional funding
is received or for necessary items that a department cannot control (i.e. utilities), however departments are to monitor all
expenditures to ensure that over-expenditures do not occur.
It is the position of the Board of Commissioners that the County will not absorb reductions in State and Federal funding that
occurs during the year, a budget amendment to reduce the budget must be submitted to the Board of Commissioners for
approval as reductions are known.
As required by NCGS 159-15, the budget ordinance, as amended, must continue to satisfy the requirements of NCGS 159-
8 and NCGS 159-13.
Except as otherwise restricted by law, the Board may amend the budget ordinance at any time after the ordinance’s adoption
in any manner, so long as the ordinance, as amended, continues to satisfy the statutory requirements. However, except as
otherwise provided in this section, no amendment may increase or reduce a property tax levy or in any manner alter a
property taxpayer’s liability, unless the board is ordered to do so by a court of competent jurisdiction, or by a State agency
having the power to compel the levy of taxes by the Board.
If, after July 1, the County receives revenues that are substantially more or less than the amount anticipated, the Board may,
before January 1 following adoption of the budget, amend the budget ordinance to reduce or increase the property tax levy
to account for the unanticipated increase or reduction in revenues.
As allowed by statute, the Board has authorized the County Manager to transfer monies between accounts, subject to such
limitations and procedures as authorized within the County’s Adopted Budget Ordinance.
The Finance Officer is to ensure that procedures are implemented to administer this policy.
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D. Budgetary Control
In government, the budget is an integral part of the units accounting system and daily operations. An annual or project
budget ordinance, as amended by the governing body, creates a legal limit on spending authorizations. All Person County
funds are budgeted at the function or project level. For internal accounting purposes, budgetary control is maintained at the
department level and further at the line item level by the use of an encumbrance system. As purchase orders are issued,
corresponding appropriations are reserved for later payment. If the purchase order requires more funds than available in
the line item, the on-line system will prevent the completion of the purchase order process until the department head amends
their budget as outlined in the budget amendment process or submits an electronic line item budget transfer request.
Budget to actual reports on revenues and expenditures are provided to the governing board on a monthly basis to provide
additional budgetary control and performance measures.
II. Budget Policies
A. Introduction
Local government budgeting operates in a setting very different from the private sector and is heavily impacted by federal
and state law as well as local laws and practices. In addition, guiding the process at the local level are national standards
and principles sanctioned by the Governmental Accounting Standards Board (GASB) as an authoritative overseer of local
practices and fiscal responsibility. Person County maintains the following guidelines and policies to ensure fiscal
responsibility, maintain a strong financial position, and maintain the necessary level of resources to provide the services
required of its citizens.
B. Revenue Policy
The County seeks to implement a diversified taxing policy that will ensure reasonable stability for operations at continuous
service levels, but that will provide the elasticity necessary for responding quickly to increased service demands due to new
development. Revenues will be monitored to ensure the proceeds from each source are at an optimal level. A report of
budget to actual revenues is provided to the governing board on a monthly basis. Projected revenues will be estimated
conservatively and will be based on historical trends, growth patterns, and the general condition of the economy. The
estimated percentage of Ad Valorem taxes to be collected will not exceed the percentage of levy actually realized in cash as
of June 30 during the preceding fiscal year in accordance with state law.
Fees charged for services are reviewed annually during the budget process to determine if adjustments should be made to
ensure that the fee charged is appropriate. If there are changes to the fee schedule, they are approved by the Board of
Commissioners during the budget process except for changes established by State law.
C. Fund Balance Reserve Policy
In accordance with state statute, appropriated fund balance in any fund shall not exceed the sum of cash and investments
minus the sum arising from liabilities, encumbrances, and deferred revenues arising from cash receipts at the close of the
prior fiscal year.
General Fund Reserves
The County will maintain an unassigned fund balance that exceeds eight percent (8%) of yearly expenditures in
accordance with the North Carolina Local Government Commission’s recommendation. For a county our size, a
recommended minimum of eighteen percent (18%) of yearly General Fund expenditures should be maintained for
purposes such as: avoiding cash-flow interruptions, generating interest income, eliminating the need for short–term
borrowing, assisting in maintaining an investment grade bond rating, and sustaining operation during unanticipated
emergencies and disasters.
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As a goal, the County will seek to establish a general fund operating reserve of twenty-five percent (25%) of yearly
General Fund expenditures. This level will provide operational funding to help address emergency situations which
may occur as a result of a significant financial downturn or natural disaster.
Capital Investment Fund (CIF)
The County will maintain an unassigned fund balance in the CIF of not less than 33% of debt service for the budget
fiscal year. This reserve level will provide funding flexibility, if needed, to meet financial downturn for the State of N.C.
and the impacts for the County.
D. Expenditure Policy
Budgeted funds will be spent only for the categorical purpose for which they were intended. The annual operating budget
ordinance defines staff authorizations for operating amendments. All proceeds of debt instruments must be used for the
purpose for which the debt was issued or for the payment of principal and interest on the debt. Payroll will be in accordance
with the requirements of the Fair Labor Standards Act and in accordance with Person County’s Personnel Policy.
E. Other Post-Employment Benefits Policy (OPEB)
The County currently has chosen to cover other post-employment benefits on a pay-as-you–go basis. Monitoring of the
requirement of GASB 45 will continue, and appropriate reporting will be provided in all annual financial reports. Actuarial
studies are completed on an annual basis and evaluated to consider options as it relates to the creation of irrevocable trust.
F. Debt Policy
Person County’s Finance Director is charged with the responsibility for prudently and properly managing any and all debt
incurred by Person County.
The County utilizes various financing techniques to assist in the funding of capital improvements and equipment purchases.
Debt may be incurred for financing capital assets that, because of their long-term nature or because of budgetary restraints,
cannot be acquired from current or budgeted resources. Debt will not be used for operational needs.
This may include general obligation bonds, certificates of obligation/participation, limited obligation bonds, revenue bonds,
capital leases, private placements, installment financings, letters of credit or any other financing instrument allowed under
North Carolina law.
The County will seek to structure debt and to determine the best type of financing for each financing need based on the
flexibility needed to meet project needs, the timing of the project, taxpayer or rate-payer equity, and the structure that will
provide the lowest interest cost in the circumstances.
Debt service models are maintained which identify resources available for current and future payment of principal and interest
on all outstanding debt. Projections must be made prior to the issuance of additional debt which will clearly identify the
impact of future debt service and the adequacy of designated resources. Requirements for future increases of designated
resources must be included in the decision-making process for authorization of additional debt. Debt financing will be
considered in conjunction with the approval by the Local Government Commission.
New debt issued by the County may be for varying maturity terms depending upon; first the expected life of the asset being
financed; and second, the existence of cash and investment balances which may be used to reduce the overall cost of capital
improvements.
o Debt will normally have a term of 20 years or less.
o USDA funded debt will normally have a term of 30 years or less.
Debt Affordability
o The net general obligation debt of the County, as defined in NCGS 159-55, is statutorily limited to eight percent
(8%) of the assessed valuation of the taxable property within the County.
o Total General Fund debt service will not exceed any limits imposed by the Local Government Commission (LGC).
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o Debt service as a percentage of the operating budget should not exceed fifteen percent (15%). Debt service will
be calculated with a leveling of any term maturities.
o The County will strive to achieve amortization of 50% or more of its General Obligation debt principal within ten
years on new debt issuances.
o Rating agency metrics for double-A rated Counties will provide a benchmark to the County in addition to previously
stated factors and metrics.
The County will monitor the municipal bond market for opportunities to obtain interest rate savings by refunding by forward
delivery, currently refunding or advance refunding outstanding debt. When interest rate savings is the principal reason for
advance refunding an issue, the County will have as a goal to, but not a requirement to, include issues that contribute 3% or
more present value savings. Other factors may also affect the County's decision to advance refund an issue.
The County will strive to retain its A1, AA- bond ratings in order to minimize the County’s interest costs.
The County will normally obtain two debt ratings (Moody’s, Standard & Poor’s) for all publicly sold debt issues.
The CIF will contain all debt service payments and estimated future payments, consistent with the CIF Fund described earlier
in these policies.
G. Capital Improvement Plan
The County will update its capital improvement plan annually. This plan will be used as a guideline for scheduling and funding
the capital needs of the County. This plan will be for a five-year period and will be the basis for appropriations during the
annual budget process. The items in the plan will have a value of $50,000 and/or a useful life over one year. We will
emphasize preventive maintenance as a cost-effective approach to infrastructure maintenance.
The CIP will be an integral part of the CIF process and all such capital expenditures will occur within the CIP as described
earlier in these policies.
III. Accounting Policies
A. Introduction
Person County’s accounting polices set forth basic guidelines for the overall fiscal management of the County. These polices
provide a structure to assist in the decision-making process for the Board of Commissioners and staff and establish guidelines
for evaluating current activities.
The Board of Commissioners provides general guidance though the adoption of the annual budget while the County Manager
is responsible for the implementation of the budget throughout the fiscal year.
The County’s annual budget ordinance will be balanced in accordance with NCGS 159-8(a) which states “each local
government and public authority shall operate under an annual balanced budget ordinance adopted and administered in
accordance with this Article. A budget ordinance is balanced when the sum of estimated net revenues and appropriated
fund balance is equal to appropriations.”
The County establishes and maintains its accounting system according to the North Carolina Local Budget and Fiscal Control
Act. Systems are in place to monitor all sources and uses of funds.
Reporting is done in accordance with generally accepted accounting principles (GAAP). Governmental funds use modified
accrual accounting where revenues are recorded when measurable and available and expenditures recorded when services
or goods are received and liabilities are incurred. The County considers all revenues available if they are collected within 60
days after year-end, except for property taxes. Ad valorem property taxes are not accrued as revenue because the amount
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is not susceptible to accrual. The Enterprise Fund uses full accrual accounting, recording revenues when earned and
expenditures when incurred.
The accounting system has strong budgetary and accounting controls providing reasonable assurance of maintaining safety
of assets and reliable financial records for preparing reports, such as the budget and the Annual Comprehensive Financial
Report (ACFR).
An annual audit will be performed by an independent public accounting firm which issues an opinion on the financial
statements. The auditors also are required to perform appropriate compliance audits for federal and state financial assistance
programs in accordance with the Federal and State Single Audit Act and to comply with review of internal controls under
NCGS 159-34(a).
The County’s annual financial report will be prepared according to the standards necessary to obtain the Certificate of
Achievement for Excellence in Financial Reporting from GFOA, and will be submitted each year for recognition. The County
will review its user fees annually during the budget process to reflect accurately the cost of services benefiting users while
not over-burdening the citizens.
The General Fund undesignated fund balance will be maintained at a level sufficient to provide for required resources to
meet operational needs and allow for unforeseen emergency needs.
B. Fund Accounting
Governmental accounting systems are organized and operated on the basis of funds. A fund is defined as a fiscal accounting
entity with a self-balancing set of accounts recording cash and other financial resources together with all related liabilities
and residual equities on balances, and changes therein, which are segregated for the purpose of carrying on specific activities
or attaining certain objectives in accordance with special regulations, restrictions or limitations.
C. Cash Receipts
All funds received shall be deposited in the county’s official checking account on a daily basis as required by NCGS 159-32.
All taxes and other monies collected or received by an officer or employee of a local government or public authority shall be
deposited in accordance with NCGS 159-32. Each officer and employee of a local government or public authority whose
duty it is to collect or receive any taxes or other moneys shall deposit his collections and receipts daily when the monies on
hand amount to as much as five hundred dollars ($500.00), but in any event a deposit shall be made on the last business
day of each month. All deposits shall be made with the finance officer or in an official depository. Deposits in an official
depository shall be immediately reported to the finance officer by means of a duplicate deposit ticket. The finance officer may
at any time audit the accounts of any officer or employee collecting or receiving taxes or other monies, and may prescribe
the form and detail of these accounts.
D. Cash Disbursements
Disbursements of funds will be made on a timely basis. Inventories and supplies will be maintained at the minimally
appropriate levels for operations to increase cash availability for investment purposes. All County checks shall have dual
signatures. These signatures may be facsimile signatures which will be maintained in a safe environment and may be
mechanical or electronic in nature. The facsimile signatures on a Person County check will be the Chairman of the Board of
Commissioners and the Finance Officer.
E. Fund Balance Allocation
If at the completion of any fiscal year that the projected or estimated amount of unassigned fund balance falls below 18% as
set forth herein, the County Manager shall prepare and submit in conjunction with the proposed budget for the following year,
a plan for the expenditure reductions and/or revenue increases necessary to restore the amount of fund balance to the
recommended minimum threshold within two (2) fiscal years.
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Any unassigned fund balance in excess of 25% as set forth herein, shall be transferred to the Capital Investment Fund for
support of future capital projects or debt service, unless the Person County Board of Commissioners determines to
appropriate otherwise.
F. Investment Policy
It is the policy of Person County to maintain an investment program of all funds which are not required to carry on the daily
operations of the County. These funds shall be invested in accordance with NCGS 159-30 and NCGS 147-69.1.
The finance officer is charged with the investment of funds in a manner that will provide for (1) the safety of the principal, (2)
liquidity of the funds and (3) yield. The Finance Officer has the authority to purchase, sell, and exchange securities on behalf
of the governing board.
Funds may be deposited at interest in any bank, savings and loan association, or trust company in this State in the form of
certificates of deposit or such other forms of time deposits as the Local Government Commission may approve. Funds may
be invested in the following classes of securities, and no others:
1. Obligations of the United States of America or obligations fully guaranteed both as to principal and interest by the
United States of America.
2. Obligations of the Federal Financing Bank, the Federal Farm Credit Bank, the Bank for Cooperatives, the Federal
Intermediate Credit Bank, the Federal Land Banks, the Federal Home Loan Banks, the Federal Home Loan
Mortgage Corporation, Fannie Mae, the Government National Mortgage Association, the Federal Housing
Administration, the Farmers Home Administration, the United States Postal Service.
3. Obligations of the State of North Carolina.
4. Bonds and notes of any North Carolina local government or public authority, subject to such restrictions as the
secretary may impose.
5. Savings certificates issued by any savings and loan association organized under the laws of the State of North
Carolina or by any federal savings and loan association having its principal office in North Carolina; provided that
any principal amount of such certificate in excess of the amount insured by the federal government or any agency
thereof, or by a mutual deposit guaranty association authorized by the Commissioner of Banks of the Department
of Commerce of the State of North Carolina, be fully collateralized.
6. Prime quality commercial paper bearing the highest rating of at least one nationally recognized rating service and
not bearing a rating below the highest by any nationally recognized rating service which rates the particular
obligation.
7. Bills of exchange or time drafts drawn on and accepted by a commercial bank and eligible for use as collateral by
member banks in borrowing from a federal reserve bank, provided that the accepting bank or its holding company
is either (i) incorporated in the State of North Carolina or (ii) has outstanding publicly held obligations bearing the
highest rating of at least one nationally recognized rating service and not bearing a rating below the highest by any
nationally recognized rating service which rates the particular obligations.
8. Participating shares in a mutual fund for local government investment; provided that the investments of the fund are
limited to those qualifying for investment under this subsection (c) and that said fund is certified by the Local
Government Commission. The Local Government Commission shall have the authority to issue rules and
regulations concerning the establishment and qualifications of any mutual fund for local government investment.
9. A commingled investment pool established and administered by the State Treasurer pursuant to NCGS 147-69.3.
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10. A commingled investment pool established by interlocal agreement by two or more units of local government
pursuant to NCGS 160A-460 through NCGS 160A-464, if the investments of the pool are limited to those qualifying
for investment under this subsection (c) by the state under NCGS 147-69.1.
11. Evidences of ownership of, or fractional undivided interests in, future interest and principal payments on either direct
obligations of the United States government or obligations the principal of and the interest on which are guaranteed
by the United States, which obligations are held by a bank or trust company organized and existing under the laws
of the United States or any state in the capacity of custodian.
12. Repurchase agreements with respect to either direct obligations of the United States or obligations the principal of
and the interest on which are guaranteed by the United States if entered into with a broker or dealer, as defined by
the Securities Exchange Act of 1934, which is a dealer recognized as a primary dealer by a Federal Reserve Bank,
or any commercial bank, trust company or national banking association, the deposits of which are insured by the
Federal Deposit Insurance Corporation or any successor thereof if:
a. Such obligations that are subject to such repurchase agreement are delivered (in physical or in book entry
form) to the local government or public authority, or any financial institution serving either as trustee for
the local government or public authority or as fiscal agent for the local government or public authority or
are supported by a safekeeping receipt issued by a depository satisfactory to the local government or
public authority, provided that such repurchase agreement must provide that the value of the underlying
obligations shall be maintained at a current market value, calculated at least daily, of not less than one
hundred percent (100%) of the repurchase price, and, provided further, that the financial institution serving
either as trustee or as fiscal agent for the local government or public authority holding the obligations
subject to the repurchase agreement hereunder or the depository issuing the safekeeping receipt shall not
be the provider of the repurchase agreement;
b. A valid and perfected first security interest in the obligations which are the subject of such repurchase
agreement has been granted to the local government or public authority or its assignee or book entry
procedures, conforming, to the extent practicable, with federal regulations and satisfactory to the local
government or public authority have been established for the benefit of the local government or public
authority or its assignee;
c. Such securities are free and clear of any adverse third-party claims; and
d. Such repurchase agreement is in a form satisfactory to the local government or public authority.
In connection with funds held by or on behalf of a local government or public authority, which funds are subject to the arbitrage
and rebate provisions of the Internal Revenue Code of 1986, as amended, participating shares in tax-exempt mutual funds,
to the extent such participation, in whole or in part, is not subject to such rebate provisions, and taxable mutual funds, to the
extent such fund provides services in connection with the calculation of arbitrage rebate requirements under federal income
tax law; provided, the investments of any such fund are limited to those bearing one of the two highest ratings of at least one
nationally recognized rating service and not bearing a rating below one of the two highest ratings by any nationally recognized
rating service which rates the particular fund.
Investment deposits, including investment deposits of a mutual fund for local government investment established under
subdivision (c)(8) of this section, shall be secured as provided in NCGS 159-31(b).
G. Contract Administration
During the course of business, the County will enter into various contracts. All contracts are to be in writing and maintained
in the responsible department. A copy will be forwarded to the Finance Department on an as requested- basis. All contracts
shall be signed by the official authorized in accordance with the guidelines of the purchasing policy.
If the contract causes the County to spend money, it shall be pre-audited and sufficient funds encumbered to cover all sums
falling due under the contract. NCGS 159-28 (a) states: no obligation may be incurred in a program, function, or activity
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accounted for in a fund included in the budget ordinance unless the budget ordinance includes an appropriation authorizing
the obligation and an unencumbered balance remains in the appropriation sufficient to pay in the current fiscal year the sums
obligated by the transaction for the current fiscal year. No obligation may be incurred for a capital project or a grant project
authorized by a project ordinance unless that project ordinance includes an appropriation authorizing the obligation and an
unencumbered balance remains in the appropriation sufficient to pay the sums obligated by the transaction. If an obligation
is evidenced by a contract or agreement requiring the payment of money or by a purchase order for supplies and materials,
the contract, agreement, or purchase order shall include on its face a certificate stating that the instrument has been pre-
audited to assure compliance with this subsection. The certificate, which shall be signed by the Finance Officer or any Deputy
Finance Officer approved for this purpose by the governing board, shall take substantially the following form:
"This instrument has been pre-audited in the manner required by the Local Government Budget and Fiscal Control
Act.”
NCGS 159-28 (a) also states that an obligation incurred in violation of this subsection is invalid and may not be enforced.
The finance officer shall establish procedures to assure compliance with this subsection.
As allowed by NCGS 143-29(e)(9), Person County may participate in contracts established by the “State or any agency of
the State” that were competitively bid. In these cases, the bidding process must have already been followed and, thus, the
County may purchase from these contracts without further bidding requirements.
In accordance with NCGS 143-131 informal bids are required for purchase of apparatus, supplies, materials, and equipment
of between $30,000 and $90,000 and on construction or repair contracts between $30,000 and $300,000.
In accordance with NCGS 143-129 formal bids are required for purchase of apparatus, supplies, materials, and equipment
of $90,000 or above and on construction or repair contracts $300,000 or above.
Federal procurement thresholds and contractual requirements are governed under 2 C.F.R. Part 200 and can be accessed
under Person County’s Uniform Guidance Procurement Policy.
Contracts may be executed by the County Manager on behalf of the County subject to such limitations and procedures as
authorized within the County’s Adopted Budget Ordinance. The process and authorizations for federal contracting is included
in Person County’s Uniform Procurement Policy.
H. Purchase Orders
Full time employees only shall be permitted to purchase goods and services for the County of Person unless an exemption
is provided by the County Manager. The Department Head or his/her designee must approve all requests within the
department. The Purchase Order procedure covers the purchase of goods and services for items costing $750.00 and
above. Purchases less than $750.00 do not require a purchase order. Purchase orders must be issued prior to the item(s)
being purchased to ensure the availability of funds and that proper general statutes are followed.
I. Surplus Property
The County Manager and General Services Director are authorized to declare items of less than $30,000 as surplus. They
are authorized to set the value of, sell and convey title to such items. The County Manager may appoint other staff members
to sell such items and convey titles. The County Manager and General Services Director shall keep a record of all items
sold, the amount of sale and to whom sold and provide such record at least quarterly to the Board.
J. Asset Management
The County defines capital assets as assets with an individual cost of more than $5,000, and an estimated useful life of more
than two years. Donated capital assets received prior to July 1, 2015 will be recorded at their estimated fair value at the date
of donation. Donated capital assets received after July 1, 2015 will be recorded at acquisition value. All other purchased or
constructed capital assets are reported at cost or estimated historical cost. The cost of normal maintenance and repairs that
do not add to the value of the asset or materially extend assets’ lives are not capitalized.
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Person County Budget, Accounting and Fund Reserve Policies Page 10
Any asset over $5,000 will be labeled with an asset tag that reads “Property of Person County.” It is the goal of the Finance
Department to ensure that the Fixed Asset system is up to date each year. Fixed Asset reports will be sent out periodically
to each department to respond if any items have been surplused or transferred out.
The County holds title to certain Person County Board of Education properties that are included in capital assets. The
properties have been deeded to the County to permit installment purchase financing of acquisition and construction costs
and to permit the County to receive refunds of sales tax paid for construction costs. Agreements between the County and
the Board of Education give the Board of Education full use of the facilities, full responsibility for maintenance of the
facilities, and provide that the County will convey title to the property back to the Board of Education, after all restrictions of
the financing agreements and all sales tax reimbursement requirements have been met.
Capital assets of the County are depreciated on a straight-line basis over the following estimated useful lives:
Years
Buildings 50
Infrastructure 15-20
Improvements 5-25
Equipment 3-25
K. Grant Applications
Any grant application that requires any portion of matching County appropriations must be presented to the Board of County
Commissioners for approval before being submitted. Any grant application that is non-matching, non-controversial, and non-
personnel can be signed by the County Manager or Assistant County Manager and reported to the Board of County
Commissioners at a subsequent meeting.
All grants entered into on behalf of Person County will be monitored following the OMB Uniform Guidance Implementation.
L. Write-Off’s
All write-off amounts shall be approved by the Finance Director. The exceptions to this are Workers Compensation, which
is governed by NCGS 97 – The Workers’ Compensation Act, and any department-specific policies/procedures that have
been approved and authorized by the Board of County Commissioners.
M. Debt Setoff
The Debt Setoff is a program approved by the North Carolina Legislature for the purpose of collecting County, City, or
Municipal delinquent debts by seizing North Carolina individual income tax refunds through a Clearinghouse with which the
County has a signed memorandum of understanding. Person County will follow the requirements set forth in the NCGS
105A-5 and adhere to the N.C. legislature delinquent debt program and the memorandum of understanding with the
aforementioned Clearinghouse as adopted by the Person County Board of Commissioners on the 10th day of January 2003.
Participation in this program includes all county agencies which have delinquent billing issues.
N. Fund Structure
Person County’s accounts are organized and operated on a fund basis. A fund is an independent fiscal and accounting entity
with a self-balancing set of accounts recording its assets, liabilities, equities, revenues, and expenditures. At the time of this
policy enactment, the County has the following fund types:
General Fund
The General Fund is the principal fund used to account for resources traditionally associated with government which
are not required legally or by sound financial management be accounted for in another fund. This fund summarizes
the financial transactions of functional services, based on departmental operations, except for those transactions that
must be accounted for separately in other funds. The primary revenue sources for the general fund are: ad valorem
taxes, sales taxes, federal and state grants and fees for services. Most County Departments are located in the
General Fund as well as Person County Government’s other funded services such as the Courts, Mental Health,
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Person County Budget, Accounting and Fund Reserve Policies Page 11
Museum of History, current expense expenditures for Person County Public Schools and Piedmont Community
College, and the Person County Senior Center. Also included in the County’s General Fund is the Self-Funded Health
Insurance Fund, an internal service fund that is used to account for the accumulation and allocation of costs associated
with the County’s self-insured group health insured program.
Special Revenue Funds
These funds account for the proceeds of special revenues sources that are legally restricted to expenditures for
specific purposes. The County’s current Special Revenue Funds include: Capital Investment Fund, Social Services
Representative Payee Fund, Person Industries and PI Material Recovery Facility Fund, Sheriff’s Execution Fund, Fire
Tax District Fund, Emergency Telephone System Fund, Revolving Loan Fund, Economic Catalyst Fund, Water and
Sewer Construction Reserve Fund, and Community Development Housing Revitalization Grant Fund.
Capital Project Funds
Capital project funds are used to account for the acquisition and construction of major capital facilities and equipment.
These projects are typically multi-year in nature and may be funded over several years. The County’s currently active
Capital Project Funds include: Airport Construction Fund, Capital Improvement Projects Fund, Public Safety Towers
and Broadband Fund, American Recovery Plan Fund, and Waterline Extension Grant Fund.
Enterprise Funds
These funds account for operations that are financed and operated in a manner similar to private business enterprises,
where the intent is that the costs of providing goods and services to the general public on a continuing basis be
financed or recovered primarily through user charges. The Stormwater Fund is currently the only Enterprise Fund
reported by Person County. This fund accounts for the operations and management of the County’s stormwater
activities.
Custodial Funds
These funds account for assets held by the County as an agent for individuals or other governments/organizations.
Funds in this category include the Roxboro Property Tax Fund, the Inmate Fund, and the 4H Program Fund.
O. Performance Measures and Benchmarking
Accountability and improvement are essential parts of the county operation. Management often compares to a group of
similar counties to evaluate our operations and seek ways to improve. These counties can consist of adjacent counties,
counties of comparable size, counties in same population range, etc. All county departments are encouraged to apply similar
performance measure and benchmarking procedures when new projects or services are considered.
Within a fiscal year, budget performance is monitored through monthly budget to actual results and reports submitted to the
governing board.
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AMERICAN RESCUE PLAN (ARP) FUNDINGFeb. 22, 2022103
CORONAVIRUS STATE AND LOCAL FISCAL RECOVERY FUNDS (SLFRF)Person County allocation: $7,670,470 Must be encumbered by 12/31/24Must be spent by 12/31/26Funding from the American Rescue Plan will allow the county to continue its response to fighting the COVID-19 public health emergency. It will also be a bridge to the local economic recovery and a catalyst for transformationaland equitablechange. 104
ALLOWABLE USES1.Replace lost revenue (may use for general government services)2.Respond to the far-reaching public health and negative economic impacts of the pandemic3.Provide premium pay for essential workers4.Invest in water, sewer, and broadband infrastructure105
COMPLIANCEAdopt grant project ordinanceSet up accounting system to track obligations and expenditures for general government services projectsAdopt and implement the following required written policies and procedures:General Financial Management & Internal Controls Policy (Internal Controls must meet federal Green Book)Eligible ProjectsCost Principles/Allowable Costs PolicyConflict of Interest PolicyNondiscrimination PolicyHuman Resources PolicyRecords Retention PolicyAdopt and implement the following written policies and procedures, if needed:Procurement, Suspension, & Debarment Policy(If local government will enter any service, purchase, or construction contract with ARP/CSLFRF funds.)Subaward Policy(If local government will partner with another government, nonprofit, or other private entity as part of an expenditure of the ARP/CSLFRF funds).Program Income Policy(If local government will earn any income from ARP/CSLFRF-funded programs, such as loan programs and rentals of real or personal property.)Property Management Policy(If expenditures will result in the acquisition of any real or personal (supplies & equipment) property.)106
OTHER CONSIDERATIONSTechnical assistanceNorth Carolina Association of County Commissioners (NCACC)UNC School of GovernmentSupplantingNot for premium payNot for broadbandFunding decisionsAccept proposalsCommittee review and recommendationsBoard of Commissioners approval107
POTENTIAL PROJECTSProjectDepartmentFundingSpay, Neuter & Microchip ProgramAnimal Services$125,000Mobile Adoption UnitAnimal Services$190,000North Park Speculative Manufacturing BuildingEconomic Development$4,500,000New Playgrounds – Expansion of Equity and Access Recreation, Arts and Parks$300,000Kirby Theater Wheelchair Lift and Cargo Lift Recreation, Arts and Parks$125,000Multi-modal transportation facility upgrades at existing park facilitiesRecreation, Arts and Parks$400,000Splash Pad at the Rock Athletic Complex Recreation, Arts and Parks$500,000New HVAC at Helena and Olive Hill Gymnasiums Recreation, Arts and Parks$250,000County Park TransformationRecreation, Arts and Parks$1,788,000Rail corridor acquisition and trail improvements Recreation, Arts and Parks$650,000Kirby Transformations: Upgrades to Curtains, Lighting, Sound and BathroomsRecreation, Arts and Parks$288,000Community Risk Reduction ProgramEmergency Services and Fire Administration $867,700Comprehensive Backup SolutionInformation Technology$200,0001790 to 1994 Digital Imaging of RecordsRegister of Deeds$500,000Broadband ExpansionAdministration$1,000,000$11,683,700108
OTHER FUNDING OPPORTUNITIESInfrastructure Investment and Jobs Act (Federal) GREAT Grant (State)Completing Access to Broadband (CAB) Grant (State)NC Parks and Recreation Trust Fund (PARTF) Grant (State)Capital Improvement Plan (CIP) (Local)Directed Grants (State)FEMA Grants (Federal)Homeland Security Grants (Federal)Others109
QUESTIONS AND NEXT STEPS110
American Rescue Plan (ARP) Act Funding Proposals
Summary of Proposals
Project Department Funding
Spay, Neuter & Microchip Program Animal Services $125,000
Mobile Adoption Unit Animal Services $190,000
North Park Speculative Manufacturing Building Economic Development $4,500,000
New Playgrounds – Expansion of Equity and Access Recreation, Arts and Parks $300,000
Kirby Theater Wheelchair Lift and Cargo Lift Recreation, Arts and Parks $125,000
Multi-modal transportation facility upgrades at
existing park facilities Recreation, Arts and Parks $400,000
Splash Pad at the Rock Athletic Complex Recreation, Arts and Parks $500,000
New HVAC at Helena and Olive Hill Gymnasiums Recreation, Arts and Parks $250,000
County Park Transformation Recreation, Arts and Parks $1,788,000
Rail corridor acquisition and trail improvements Recreation, Arts and Parks $650,000
Kirby Transformations: Upgrades to Curtains,
Lighting, Sound and Bathrooms Recreation, Arts and Parks $288,000
Community Risk Reduction Program Emergency Services and Fire
Administration $867,700
Comprehensive Backup Solution Information Technology $200,000
1790 to 1994 Digital Imaging of Records Register of Deeds $500,000
Broadband Expansion Administration $1,000,000
$11,683,700
111
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ARP Project Funding Proposals
Spay, Neuter & Microchip Program
Department: Animal Services Funding request: $125,000 Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
This request is to address the high number of unaltered pets in Person County, as well as provide
permanent identification. This project will allow residents of the county to take advantage of the
opportunity to spay, neuter and microchip pets at very little cost to them. Increasing the number of
pets that are spayed and neutered decreases the rates of pet overpopulation, and the number of
roaming, stray or unwanted animals that are brought into the shelter environment. Because roaming or
stray animals are mostly unaltered, altering these pets can reduce the number of strays, which not only
is a nuisance and increased workload for Animal Services, but also poses a risk for the public and their
pets from dog attacks, bites and other disease transmission. By having pets microchipped, we are able
to locate owners of pets found, captured or brought into the shelter. In turn, this reduces the number of
animals placed in the shelter, and ultimately euthanized.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
We have the capacity to implement the project with existing resources, with the exception of the
following:
-A new, working van for transport of animals to and from clinics.
-additional paper and printer ink for printing of informational leaflets and applications
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
3 years. This project will not be phased out at the end of the public health emergency
Describe the risks or challenges for the successful implementation of this project.
The challenges for the successful implementation of this project includes scheduling between residents
and clinics, as well as transportation of animals to and from clinic sites. Another challenge is the
education and community outreach within Person County to reach as many pet owners as possible to
take advantage of this program. Our plan to mitigate these risks and challenges is to work closely with
participating organizations in developing a sound plan for scheduling appointments and ensuring
transportation with the assistance of PCAS employees, volunteers and local rescue group assistance. We
will also work with participating veterinarians to develop an educational process that is easy to
understand and distribute to all citizens of Person County.
How will this project incorporate and advance equity?
All pet owners will be required to pay $25 towards their pet’s spay or neuter, thereby making owners
responsible for a portion of their pet’s care, as well as being fair across the board for all willing
participants. Providing these services for, and in partnership with, our community builds trust and
further investment in our department and county.
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ARP Project Funding Proposals
Spay, Neuter & Microchip Program (continued)
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Success of this project means a reduction in unaltered pets in Person County, and increase in
microchipped/easily identifiable pets and a strengthened bond between residents and Animal Services.
Success also means management of feral cat colonies and an ultimate reduction in euthanasia of
animals at the shelter. Another measure of success is the reduced intake of animals via Animal Services,
more control/decrease in the cost for providing care for the county’s shelter intakes. Success also
means an increase in the community’s awareness of the importance of spaying and neutering and
health benefits or reduced health risks to the community and their pets.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
-Number of animals altered during program-this will be measured via participating clinics providing
invoices and also an Excel spreadsheet of owners and pets.
-Numbers of intakes of both altered and unaltered pets prior to and after program start. This will be
acquired by reports from our shelter software program.
-Number of reclaims or field return of microchipped pets prior to and after program start. This will be
acquired by reports from our shelter software program.
-Number of animal control calls for animals at large and stray animals prior to and during the program.
This will be acquired by reports from our shelter software program.
-Cost of care for shelter animals prior to and after program. This can be measured by spending logs and
reports from shelter software program, as well as from Finance
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
-Advertising $1500 (this is approximate total cost-each advertisement in newspaper/radio will be paid as
needed)
-Spay & Neuter Fees $75-165 per pet (paid out to participating clinics-fees based on pet
weight/species/sex)
-Microchip Fees $30/pet
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ARP Project Funding Proposals
Mobile Adoption Unit
Department: Animal Services Funding request: $190,000 Priority ranking: 2
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
The needs we are trying to address with the request of this project is the need to transport multiple
animals and supplies to/from adoption events, community events and veterinary appointments
(spay/neuter). This unit will allow us to provide a safe method of transportation for animals, with
adequate storage for event supplies and a ready-to-go adoption center. The use of an adoption unit can
increase pet views and increase adoption rates, as well as make Animal Services more visible within the
community.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
A company to apply the wrap for the unit would be needed once the unit has been delivered, but we are
planning to get a company to donate time/materials and/or fundraise for the wrap if needed.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
The anticipated timeline to complete this 6 months to 1 year, based on production time of the
manufacturer.
Describe the risks or challenges for the successful implementation of this project.
The risks and challenges for this project will be the need for further training of staff to properly operate
and maneuver a large vehicle and it’s parts (leveling system, awning, generator, etc.) The manufacturer
provides training on operation of vehicle and its components upon delivery.
How will this project incorporate and advance equity?
The unit is a financial investment in the Animal Services department, allowing us to participate more in
the community and be more visible to community members. Increase in visibility and participation in the
community builds a stronger bond with the persons of our county, thereby increasing the support and
investment (both financially and personally) of our community back into the county and the
department.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Success of this project means an increase in public events, and increase in adoption rates and donations
to Animal Services. Success also means an increase in positive public perception of Animal Services.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
-Number of public events participated in–can be tracked in calendar and Excel spreadsheet
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ARP Project Funding Proposals
Mobile Adoption Unit (continued)
-Number of adoptions resulting from adoption unit viewings/event participation-can be tracked via
shelter software program and/or adoption questionnaires
-Total amount of donations raised via fundraising events and/or donations at adoption events. This can
be reported via budget reports from Finance and weekly deposit reports.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
-26 Foot Adoption Unit w/ Generator (Base Price) $165,500
-Side Power Awning (Automatic - 15.5ft) $3,150
-Stabilizing/Leveling System (2 Cylinders, 2 Pumps-Man. Adj) $3,450
-Exterior Outlet (x3) $900
-Spare Tire w/ Holder Under Vehicle $950
-Estimated Taxes and Delivery Fees $16,050 (Arizona tax @5.60%, remaining delivery fees from Arizona
to NC)
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ARP Project Funding Proposals
North Park Speculative Manufacturing Building
Department: Economic
Development
Funding request: $4,500,000 Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
The goal of the project is to take advantage of heightened economic development opportunities
considering North Carolina and the Triangle Region for manufacturing operations. Person County is not
able to be as competitive in recruiting these projects as counties with existing, modern manufacturing
space. Not only do we not have modern space with adequate ceiling heights, we have nearly no existing
manufacturing space available even for upfit. In order to create new jobs for our citizens, we will need
to bolster our recruitment efforts with new manufacturing space.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
This project would be able to be completed with existing staff in the ED Department in conjunction with
licensed contractors that would be engaged as a part of the project and as included in the project costs.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
This project could be completed within 10 months of contract award. It would not be a phased or
recurring expense.
Describe the risks or challenges for the successful implementation of this project.
The risks are that the project is for speculative development. While our efforts are greatly diminished by
not having adequate facilities, they are not immediately guaranteed by having them. Rule of thumb for
timeline from construction to occupancy is approximately 3 years.
How will this project incorporate and advance equity?
Local government construction projects take extra steps to bring equity to the construction and contract
bidding process over private construction bidding. Once in place, providing an opportunity for more
local jobs benefits citizens by opening doors to employment options for those who may not be able to
afford to commute outside the county for work. Manufacturing jobs also have the greatest multiplier
effect of indirect and induced jobs, meaning that a wide variety of jobs at all pay levels and skillsets
would be increased through the successful recruitment of a manufacturing operation.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Success will look like the recruitment of a new manufacturing operation, which will create more direct
and indirect jobs, which will create more opportunity for citizens, grow the GDP, increase the tax base,
and allow for more services for citizens without needing increased to property taxes.
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ARP Project Funding Proposals
North Park Speculative Manufacturing Building (continued)
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Performance measures could include the number of quarterly site visits to the facility (source of data -
ED department), number of jobs created (source of data - NCUI 101 reports as provided by company),
increase in tax base (source of data - tax office).
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
The funding will be used for a one-time contract with a certified builder for completion of construction.
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ARP Project Funding Proposals
New Playgrounds – Expansion of Equity and Access Subtitle: 3 new fully ADA
accessible playgrounds with wheelchair access and sensory components for
differently-abled children plus the expansion of implements
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $300,000
Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
Person County currently has only one fully ADA wheelchair accessible playground. The US Census
Bureau estimates that 19.6% of the residents of Person County have disability status including sensory,
physical, mental, or emotional conditions. Of those with disability status, nearly 12% are children. The
project addresses the ADA accessibility needs for Person County children that are differently-abled and
need special accommodations to utilize recreational facilities and playgrounds. These playgrounds will
also address the access for children that have sensory-processing needs with additional recreational
equipment that allows for sensory-based experiences. This will include sound, touch, and other sensory-
related needs defined by the Americans with Disabilities Acts.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
This project will not require additional staff or resources other than funding the installation.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022–23
This will be a permanent addition to the PCRAPD.
Describe the risks or challenges for the successful implementation of this project.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
How will this project incorporate and advance equity?
Person County currently has only one playground that will accommodate 100% ADA accessibility to
wheelchair-reliant children. This is only one facility serving 39,000 citizens. To achieve equity within the
disabled community, this ratio needs to be increased and facilities need to be strategically placed
throughout the County to assure that our citizens have the opportunity to utilize the facilities.
Strategically placing them throughout the county reduces travel time, increases walkability and other
alternative non-motorized sources of transportation to those facilities. Currently, the only fully ADA
wheelchair accessible playground unit that we operate is in the northern end of the county located at
Mayo Lake Park. There is no other facility within the county that will address this accommodation
needed for differently-abled children.
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ARP Project Funding Proposals
New Playgrounds – Expansion of Equity and Access Subtitle: 3 new fully ADA
accessible playgrounds with wheelchair access and sensory components for
differently-abled children plus the expansion of implements (continued)
This project will strategically place facilities in locations to more equitably serve our population. The
locations will be Allensville, Rock Athletic Complex and Helena Parks or three other locations advised by
GIS that reflect the areas of most need.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Currently there is only one facility that can accommodate wheelchairs to have the same experience on a
playground. Expansion from one to four playgrounds will greatly benefit the 39,000 citizens that live in
Person County. It will greatly improve equity and access within the community. Over time, these
facilities will become more popular as all populations will have equitable access to a playground that fits
their needs.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Public satisfaction surveys that can be distributed through web/social media.
Increase in park traffic that can be tracked with video surveillance and traffic counters.
Increased user per facility ratio.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$100,000- playground equipment and installation at Rock Athletic Complex – one-time fee.
$100,000- playground equipment and installation at Allensville – one-time fee.
$100,000- playground equipment and installation at Helena – one-time fee.
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ARP Project Funding Proposals
Kirby Theater Wheelchair Lift and Cargo Lift
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $125,000
Priority ranking: 2
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
The Kirby stage currently has no ADA Wheelchair access and this creates a tremendous inequity for the
public. Staff have previously manually lifted participants in wheelchairs onto the stage which creates
health and safety concerns. This project will provide equitable access to the performing arts and other
public programs and rentals.
Installing a cargo elevator will increase the equity for program participants, renters and employees by
making the space easily accessible for everyone to use. Currently, any equipment needed for a
performance or facility rental (such as instruments, props, sound equipment) must be moved out a rear
door, around a block of buildings, and back into the front door. This distance is 636 feet and provides a
challenge for even fully abled participants. Also, equipment is exposed to the elements while being
moved. The distance required to move equipment from point A to point B may currently be a deterrent
to facility rentals. The addition of this elevator/elevators will reduce that travel distance which will allow
people of all abilities to participate in programs at the Kirby.
Initially, ARPA guidelines encouraged the use of funding in Qualified Census Tracts. That is, census tracts
in which at least 50% of households have an income less than 60% of the area median gross income.
While this constraint has been lifted, we are committed to serving citizens in these qualified areas. As a
local resource for cultural arts, the Kirby is located in tract 9203.00 of the Durham-Chapel Hill, NC MSA
which meets the criteria for Qualified Census Tracts. Investments in the Kirby would directly impact
those citizens who need it most.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
These additions will provide an ease on the citizens, staff and resources with reduced physical exertion
and time by allowing increased accessibility. There will be an increase in staff productivity and time
efficiency. The likelihood that staff will be injured as a result of moving equipment or lifting it will be
greatly reduced, which decreases risk to the County. Also, the facility will be easier to use for everyone,
making it a more attractive rental facility within the community.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022-23
This will be a permanent addition to the PCRAPD.
Describe the risks or challenges for the successful implementation of this project.
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ARP Project Funding Proposals
Kirby Theater Wheelchair Lift and Cargo Lift (continued)
This project cannot be done without access to ARPA funding. There is a legal risk involved by continuing
to not have ADA access to the space. There is a continued risk for citizens and staff by not having access
to move equipment safely from one floor to the next. If approved, installation of both lifts will require a
block of time that will hinder the Kirby’s facility use schedule. The mitigation plan for the facility will
include usage of the Kirby’s second floor space. At the completion of this project, increased facility
usage and rentals may offset any revenue losses accrued during construction.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
There will also be design challenges to incorporate the lifts into the existing structure. These challenges
will be addressed through consultation with elevator installation companies.
How will this project incorporate and advance equity?
Without wheelchair accessibility on the Kirby stage, there is a tremendous inequity. This project would
have an outstanding and long-term impact by providing equitable access to the performing arts and
other public programs.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
This will allow for an increase in the use of the facility by citizens that have limited physical ability. This
may contribute to an increase of revenue due to increased usage of the facility.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Increase of usage by the general public.
Increase of usage by differently-abled populations.
Reduction of safety and OSHA-related issues.
Reduction of maintenance costs by allowing us to easily access equipment that is above the stage.
This project is recommended by the Person County Safety Officer.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
One-time turnkey project – installation of cargo and wheelchair lift.
$100,000- Cargo lift – one-time fee.
$25,000- Wheelchair lift – one-time fee.
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ARP Project Funding Proposals
Multi-modal transportation facility upgrades at existing park facilities
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $400,000
Priority ranking: 3
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
There are currently no safe places for adults and children to ride bicycles, skateboards, skates,
rollerblades and wheelchairs within Person County. There has been a dramatic increase in public need
for these facilities in Person County. By installing a multi-purpose pump track at the Rock Sportsplex and
bike lanes at existing parks, this will not only accommodate the need for our local citizens but it will also
have a positive economic impact through tourism and special events held in Person County. Having
facilities of this variety and magnitude within Person County will increase the potential for hosting large
competition events that gain national recognition and exposure, helping to create Person County’s
image as one of the prime tourist destinations in the Piedmont. This also contributes to direct revenue
from events and programs.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
If this project is funded, the bike lanes will be added to existing park tracks and will be maintained by
PCRAPD staff. Opportunities for competitions and development of programming related to these
additions will be managed by PCRAPD staff.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022-23
This will be a permanent addition to the PCRAPD.
Describe the risks or challenges for the successful implementation of this project.
Public education will be a challenge that will be managed by PCRAPD staff. We will help to educate park
users and tourists of the proper facility rules and usage and to take proper safety precautions.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
How will this project incorporate and advance equity?
The addition of multi-modal transportation and exercise citizens and tourists a safe environment to ride
bicycles, skateboards, rollerblades, skates, and it will also have a training area for wheelchair users and
strider bikes. It will be an all-inclusive space for people of varying physical abilities and socio-economic
backgrounds.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
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ARP Project Funding Proposals
Multi-modal transportation facility upgrades at existing park facilities
(continued)
Bicycle-related tourism generates an economic impact to local municipalities and governments in excess
of 40 to 60 million dollars a year. By creating facilities in Person County, not only will we be providing a
service to our local citizens but we will also be creating additional tourism opportunities for economic
development and economic impact.
It will reduce public safety issues by giving the public multiple facilities where they can safely use their
bicycles, rollerblades, skates, skateboards and wheelchairs.
It helps to accomplish an adopted goal in the PCRAP Departments’ comprehensive Master Plan as well
as the recently adopted Joint City/County Land Use Plan.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Traffic counters to track facility usage.
Evaluations for special events and programs.
The recording of tourism-related statistics during special events such as an increase in concessions sale
and bookings at the Rock Athletic Complex.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$300,000- Pump track facility at the Rock Sportsplex – one-time fee.
$100,000- Ten additional bike lane tracks – one-time fee.
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ARP Project Funding Proposals
Splash Pad at the Rock Athletic Complex
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $500,000
Priority ranking: 4
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
Currently there are no public swimming pool or water recreation facilities in Person County. A splash
pad/water facility has been approved in the Person County Recreation Master Plan for 20 years. It was
one of the priorities for the public in the Wants/Needs Survey done in 2010. This facility will provide
equitable water-based recreation for our community in a safe and structured environment.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
The splash pad cannot be constructed without ARPA funding. Once constructed, PCRAPD has a certified
pool and aquatics operator on staff. We also currently have enough seasonal maintenance to help with
the upkeep of the splash pad.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022-23
This will be a permanent addition to the PCRAPD.
Describe the risks or challenges for the successful implementation of this project.
A challenge will be the management of the high volume of use. We anticipate utilizing the same
seasonal staff that operate the Rock Sportsplex. Additionally, we could use volunteers or civic
organizations to manage the operations.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
How will this project incorporate and advance equity?
Current access to water-based recreation is very exclusionary and limited to private and community
pools and lake shorelines and park areas. With the addition of the splash pad at the Rock Athletic
Complex, there will be more centralized county access to water-based recreation. Also, splash pads offer
an opportunity for safe, water-based recreation to individuals who are not able to swim.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
This splash pad will provide a community resource as well as existing as a tourist attraction during travel
sports tournaments at the Rock Athletic Complex.
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ARP Project Funding Proposals
Splash Pad at the Rock Athletic Complex (continued)
We would finally be providing equitable water-based recreation for our citizens.
Over time, this facility will gain popularity and have an increase in the number of users each year.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Increase usage to the Rock Athletic Complex.
Increased revenue to Person County Government through PCRAPD programming and usage alongside
facility rentals.
Economic impact to local businesses through increased traffic and participation.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$500,000- Installation of a 3000-3500 sq. ft. splash pad – one-time expense.
$20,000- Annual cost for supplies, operations and staffing.
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ARP Project Funding Proposals
New HVAC at Helena and Olive Hill Gymnasiums
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $250,000
Priority ranking: 5
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
There is a need for climate-controlled rental and program space within the community. This project will
provide for that community space need by making these facilities climate-controlled and usable year-
round. Currently, there is limited use of these facilities from the late spring through early fall due to lack
of HVAC. These gymnasiums are multi-purpose spaces that can serve many activities and rentals if they
are equipped with proper climate-control. Also, the addition of HVAC to these facilities will decrease the
likelihood of mold and other moisture-based issues throughout the warmer months, decreasing long-
term maintenance costs. During the pandemic, it has become apparent that the ability of an HVAC
system to circulate air and remove potentially harmful particulates is extremely important in public
spaces. This project will afford the installation of advanced filters to remove airborne irritants and
pathogens with additional UV filters.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
Once this project has been completed and the usage of the facilities is increased, there will be a need for
additional part time staff and these costs will be mitigated with increased rental revenue.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022–23
This will be a permanent addition to the PCRAPD.
Describe the risks or challenges for the successful implementation of this project.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
How will this project incorporate and advance equity?
The project adds additional affordable rental and program space to the Person County citizens. Climate-
controlled gymnasiums will serve as community centers in the way they were originally intended and
not just seasonal facilities. This will open endless opportunities for community programming and
partnerships. By making these facilities climate-controlled it gives PCRAPD the opportunity to expand
non-athletic programming into these communities, which has previously been limited due to
environmental conditions. For example, the PCRAPD summer camp program can be expanded from one
site to three within Person County and outside organizations/entities can provide programming by
renting the facility. Increased summer camp opportunities at multiple locations throughout the County
will increase access and equity amongst those with transportation challenges. This project improves the
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ARP Project Funding Proposals
New HVAC at Helena and Olive Hill Gymnasiums (continued)
health of our citizens through a better ventilation system which decrease covid-19 and other airborne
illnesses.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Increased use and revenue of these underutilized facilities. It increases the opportunity for citizens to
utilize the facilities during the spring through early fall months. It increases tourism by allowing travel
sports and tournament companies to use the facilities in peak seasons. In the past, these facilities were
not used by these companies because of the lack of desirable conditions. This project will result in an
increase of revenues and economic impact due to tourism with growth occurring annually.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Public satisfaction surveys that can be distributed through web/social media.
Increase park traffic that can be tracked with video surveillance and traffic counters.
Increased user per facility ratio.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$125,000- Installation of HVAC at Helena Gymnasium – One-time fee.
$125,000- Installation of HVAC at Olive Hill Gymnasium – One-time fee.
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ARP Project Funding Proposals
County Park Transformation
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $1,788,000
Priority ranking: 6
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
This project addresses the need of prolonged deferred maintenance and repair in all of the county park
facilities. This deferred maintenance resulted from years of budget reductions. This project is important
for the citizens of Person County to ensure that they have quality recreational facilities that provide
health, wellbeing and livability. These upgrades and repairs will ensure that the parks and facilities are
safe and fully ADA-Accessible. Currently, ADA access from parking lots to rental facilities and playground
equipment is severely lacking and unusable by the disabled population. These repairs and upgrades will
also enhance the appearance and quality of life within the County and make it attractive to prospective
future residents and businesses resulting in an improved economic outlook.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
This project will not require additional staff or resources.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022–2023, 2023-2024
These upgrades and repairs will be permanent additions to the PCRAPD.
Describe the risks or challenges for the successful implementation of this project.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
The completion timeline may consist of two years.
Another risk will be the navigation of public use during construction and installation. We will coordinate
with the Person County Safety Officer and contractors to ensure safety during this time.
How will this project incorporate and advance equity?
This project will improve usability and accessibility for every county park and facility which ensures
equitable access by all citizens. These parks are located throughout the county in many diverse
communities. Upgrading all parks/facilities will allow the same opportunity for all populations.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
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ARP Project Funding Proposals
County Park Transformation (continued)
We will have increased the usability, accessibility and livability for our community. We will improve the
appearance and “curb appeal” for our county by transforming it into a more attractive community for
prospective residents and businesses. There will also be increased use of the parks and facilities due to
appearance transformation and accessibility and this will also result in higher revenues and greater
economic development.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Public satisfaction surveys that can be distributed through web/social media.
Increase park traffic that can be tracked with video surveillance and traffic counters.
Increased rentals and public events.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$48,000- Sign replacement for all parks
$400,000- Fence repair and replacements
$230,000- Fence painting and electrostatic painting (ensures longer-lasting fences and improves
appearance with blackening)
$60,000- Interior/exterior painting and siding for buildings/structures (includes restroom fixtures)
$1,000,000- Pave and paint all county existing gravel parking lots
$50,000- Three additional picnic shelters at parks that do not currently have them
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ARP Project Funding Proposals
Rail corridor acquisition and trail improvements, Person County
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $650,000
Priority ranking: 7
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
This project will address several needs within the community that have become apparent during the
COVID-19 pandemic; equitable recreation opportunities, enhanced quality of life, and continued
diversification of the local economy. Also, this project fulfills needs outlined in both the Recreation
Master Plan and the Joint City/County Person County Comprehensive Land Use Plan.
Many people have turned to outdoor recreation as a way to stay healthy both mentally and physically
during the pandemic. A greenway trail, the first of its kind in Person County, will provide opportunities
for citizens of all physical abilities and socio-economic backgrounds to have a safe, accessible, and
enjoyable means to exercise and enjoy nature. According to the CDC, residents of Person County suffer
from disproportionately high percentages of diabetes, heart disease, and stroke. An addition of a
greenway to the existing park system will encourage citizens to get active and be healthy. Also, a
greenway may help attract future residents of the County and will help retain young families who are a
vital segment of the workforce and local economy.
When looking to locate or expand a business or industry, quality of life consistently ranks among the top
5 characteristics a firm evaluates in that decision. Once fully constructed to the County line and beyond
to the City of Durham, the greenway will connect to the Mountains to Sea Trail and the East Coast
Greenway, a 3000 mile long trail running from Maine to Key West, Florida. A connection to those
existing assets may factor heavily into a firms decision to locate in Person County.
The COVID-19 pandemic had major impacts on multiple sectors of the US Economy and local economies
must diversify to remain resilient during challenging times. A greenway increases economic
opportunities for businesses along the greenway, such as restaurants and retail shops. In addition, a
greenway provides opportunities for organized recreation events such as biathlons, races, and fitness
classes. As evidenced by the recent Mountains to Coast Ride, events can have a large impact on the local
economy and develop the area as a tourist destination. Events driven by the presence of a greenway will
diversify and improve the economic outlook for Person County. Lastly, the addition of a greenway to the
recreation opportunities in Person County meets needs outlined in the Recreation Master Plan as well as
the recently approved Joint City/County Comprehensive Land Use Plan. Specifically, the Recreation
Master Plan outlines the need to increase overall acreage for used for recreation (Section 3 – Needs
Assessment), to increase park equity in specific areas (Person County Park Equity Map), and an action
item to acquire land to create a greenway trail system (Section 4 – Action Plan). More general in nature,
the Joint City/County Comprehensive Land Use Plan developed planning themes, one of which is
centered on amenities and recreation to include trails and greenways.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
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ARP Project Funding Proposals
Rail corridor acquisition and trail improvements, Person County (continued)
As many communities have done in the past (Durham, Mt. Airy, High Point to name a few), grant dollars
will be sought for the completion of the greenway. Also, the NC Department of Transportation has
committed to enhancing multi-modal forms of transportation and could provide a funding partner for
construction needs. Recent initiatives such as the Triangle Trails Initiative, BikeWalkNC, and the Great
Trails State Coalition provide funding mechanisms for greenway development. Once acquired, planned,
and constructed, the greenway will be maintained by PCRAPD staff and volunteers.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
Rail corridor acquisition will likely take 12 months. After that phase, planning, development, and
construction will be completed by December of 2025.
FY 2022-23, 2023-24, 2024-25
This will be a permanent addition to the Person County.
Describe the risks or challenges for the successful implementation of this project.
The most successful outcome of this project (a greenway connecting to trail systems in Durham), would
rely on the ability of Durham City/County to also develop this same rail corridor. The 2011 Durham Trails
and Greenways Master Plan does identify this rail corridor as a potential for future greenway expansion,
although no funding has been secured. However, any greenway that is constructed in Person County
would be an incredible benefit, regardless of the connectivity to neighboring Counties.
A project of this magnitude might expect some pushback from adjacent property owners. To mitigate
this risk, PCRAPD staff will embark on a public education campaign to educate citizens on the health and
economic benefits of the greenway. Staff will work with County management, law enforcement, and the
public/stakeholders to create well-developed public policy and regulations.
Construction time and costs based on the current market and could change significantly before the end
of the project. This risk will be mitigated through a competitive bid process and an efficient construction
management process.
How will this project incorporate and advance equity?
Greenways provide a fee-free opportunity for every citizen, regardless of physical ability or
socioeconomic status. Citizens can casually stroll, roller blade, power walk, sit and enjoy nature, run, or
ride a bike at their own pace, go any distance they like, and match their exercise to their abilities.
Currently, short distance walking tracks are available County parks, but no off-road cycling facilities are
offered. Facilities for long distance exercise or off-road cycling are only available out of County and are
exclusive to those with vehicular transportation. Greenways increase equity by providing all-inclusive
spaces for all modes of transportation, needs, and abilities.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
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ARP Project Funding Proposals
Rail corridor acquisition and trail improvements, Person County (continued)
A successful greenway project would result in a multi-use path with a positive impact on transportation,
recreation, and the local economy. If constructed to its full potential, this greenway could provide a non-
vehicular mode of transportation connecting neighborhoods to shopping and entertainment, as well as
job centers, providing increased transportation connectivity and opportunities, increased recreation
opportunities.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Quantitative performance measures include traffic counters along to greenway to track overall usage.
Public satisfaction surveys can be distributed and used as both quantitative and qualitative performance
measures. Other quantitative performance measures will be evident in an increase in local tourism as
measured by the Tourism Development Authority, Chamber of Commerce, and similar organizations,
and through the booking of organized events such as races and biathlons.
As local quality of life increases, Person County may also note an increase in residential and business
development and/or the values of property adjacent to the trail.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$400,000- Purchase of 89 acres on the railroad corridor – one-time fee.
$150,000- Legal Fees – one-time fee.
$100,000- Architect/Engineering/Design/Project Management
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ARP Project Funding Proposals
Kirby Transformations: Upgrades to Curtains, Lighting, Sound and Bathrooms
Department: Person County
Recreation, Arts and Parks
Department
Funding request: $288,000
Priority ranking: 8
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
The Kirby is one of the highest used facility for Person County citizens with many private rentals and
public program users. It is important for these systems to be replaced and upgraded to prevent failures
and costly repairs. In the last several years, there have system failures during events and needed costly
repairs. These overdue repairs will help to address these issues.
The following are systems that need maintenance/repair/replacement in order to maintain a quality
facility that reaches the needs of all users:
1. Flame-retardant curtains and motorization of grand drape – current curtains are outdated,
wearing and tearing, and the flame retardance needs updating. Grand drape motor components are
fraying.
2. Stage Lighting System – current system needs replacement due to multiple repairs and recent
system failures and shortages during public and private productions.
3. Sound System – high volume use creates extensive wear and tear on equipment. Equipment
should be replaced periodically to ensure quality sound in performances and reduced system failures.
4. Screen and projector need updating due to wear and tear.
5. Streaming equipment to help keep up with currents needs and for added accessibility and equity
for people who cannot attend in person.
6. Scenic Roller to provide a safer option than what is currently used. Current system is a manual
option that has safety concerns.
7. Restrooms – currently only 2 ADA accessible single-stall restrooms that serve a facility that has a
capacity of over 1000. These ADA accessible restrooms are grossly inadequate.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
This project will not require additional staff or resources.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
FY 2022–23
These upgrades and repairs will be permanent additions to the PCRAPD.
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ARP Project Funding Proposals
Kirby Transformations: Upgrades to Curtains, Lighting, Sound and Bathrooms
(continued)
Describe the risks or challenges for the successful implementation of this project.
Construction time and costs based on the current market. The way staff plans to manage this is with a
competitive bid process and an efficient construction management process.
Another risk will be the navigation of public use during construction and installation. There will be
coordination with the Person County Safety Officer and contractors to ensure safety during this time.
How will this project incorporate and advance equity?
Initially, ARP guidelines encouraged the use of funding in Qualified Census Tracts. That is, census tracts
in which at least 50% of households have an income less than 60% of the area median gross income.
While this constraint has been lifted, we are committed to serving citizens in these qualified areas. As a
local resource for cultural arts, the Kirby is located in tract 9203.00 of the Durham-Chapel Hill, NC MSA
which meets the criteria for Qualified Census Tracts. Investments in the Kirby would directly impact
those citizens who need it most.
This project will continue to create a quality public art facility that is open to all citizens of every socio-
demographic and physical ability.
It will improve accessibility and equity through new streaming equipment to help reach populations that
cannot be physically present due to lack of transportation or accessibility issues.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
We will keep this facility running efficiently, safely and with reduced deferred maintenance resulting in
higher quality and quantity of use.
The better the quality of the equipment and facility will result in higher use and higher revenues.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Less equipment failure during public/private events.
Increased public safety with new flame-retardant curtains and scenic roller.
Reduced staff training time with new more current systems.
Increase in participation that will be tracked though traffic counters, ticket sales and registrations.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$12,000- Curtain replacements with fire-proofing
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ARP Project Funding Proposals
Kirby Transformations: Upgrades to Curtains, Lighting, Sound and Bathrooms
(continued)
$13,000- New Grande Curtain Motor
$6,000- Replacement projector
$20,000- Scenic roller
$90,000- Upgrade to stage light system
$20,000- Upgrade to sound system and rewiring/addition of Cat5
$12,000- Larger movie screen – one-time fee
$15,000 -Streaming equipment
$100,000 – ADA restrooms in lobby
24136
ARP Project Funding Proposals
Community Risk Reduction Program
Department: Emergency
Services and Fire
Administration
Funding request: $867,700
Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
Community Risk Reduction (CRR) is a process in which the risks a community faces are studied and then
a plan is put into place to address those risks. Emergency Services and the Office of the Fire Marshal are
in a unique position to help address these risks to enhance lives, cut property loss and reduce morbidity
and mortality.
Need: Every day Emergency Services, and our public safety partners, respond to calls for assistance
throughout Person County. Many of these calls are preventable in nature if citizens were better
prepared to deal with certain risks. Examples of such need include preventable injuries and illnesses,
accidental fires, unnecessary hospital transports and exposures to chemical hazards. The CRR program
will analyze these calls for service, identify trends based on risk and vulnerability and then strategically
address the needs to prevent further harm or enhance the ability of the community to recover from
such events.
Through an effective CRR program we could reduce the number of calls for service thus improving the
lives of our citizens and the health and safety of the whole community. An effective Community Risk
Reduction Program for Person County will focus on the five elements best represented by the mnemonic
“METER”.
Mobile Integrated Healthcare (MIH) – A novel approach to healthcare delivery in the community to
address the needs of medically vulnerable populations. An effective MIH program addresses the
medical, behavioral or social needs of medically vulnerable citizens through injury and illness prevention
and treatment, improving access to services, reducing hospital visits and patient advocacy.
Education – A coordinated effort to make the public aware of risks and how to mitigate them. Examples
of education efforts include Increasing school programs for children to address risks and how to avoid
them, working with businesses to develop emergency and disaster plans to be more resilient, and
working with senior citizens to address and mitigate hazards in their homes to reduce morbidity and
mortality.
Training – Ensuring emergency responders are properly trained to respond to hazards in the community
is crucial as threats continue to evolve. Examples of training needs already identified are hazardous
materials response, active threat response at schools and public buildings, incident command training,
mass casualty incident response training, search and rescue training and swift water rescue training.
Engineering – Engineering provides an opportunity to work with local organizations and government to
promote fire and life safety technologies in our community. This should include technologies for fire
detection and suppression, carbon monoxide detection, medical alert technologies, heat regulating
stove elements, and water safety technologies for drowning prevention.
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ARP Project Funding Proposals
Community Risk Reduction Program (continued)
Recruitment – Attracting candidates to join volunteer and career emergency services organizations to
serve our community is vital to the continued access to trained and qualified emergency responders
when the need arises. All seven volunteer fire departments need assistance with recruiting new
responders as does the career Emergency Medical Services system. Coordinated community outreach
and recruitment efforts will help address the staffing shortages in both areas.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
The CRR program is a transformative program that addresses multiple risk profiles in the community.
The ability to implement, grow and maintain this program does not currently exist. This program would
reside in the Emergency Services department but would be a shared initiative with the Fire Marshal’s
office.
Staffing: Phase One initial staffing would require the hiring of a program manager. This person would
initiate the CRR vulnerability assessment, prioritize and develop the program elements based on the
assessment, and implement initial activities. Phase Two staffing would include the hiring of a Life Safety
Educator, one Advanced Practice Paramedic and one Emergency Management Planner. Phase Three
would include two additional Advanced Practice Paramedics and a fire inspector/investigator/training
officer.
Technology: Each staff member added would need the normal technology assets currently attributed to
full time employees to include a computer, phone, mobile phone, printer, etc.
Vehicles: Additional vehicles would need to be added to the fleet to include a vehicle for the Program
Manager, an MIH vehicle, a Life Safety Educator vehicle, and a vehicle for the fire investigator/inspector.
Office Space: A location would need to be found/created for a CRR office to house the various elements
and staff of the program. Current Emergency Services space on Barden Street is inadequate for adding
additional offices.
Additional materials, supplies, medical equipment and training equipment/resources would need to be
purchased based on the program rollout.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
The anticipated timeline for this project depends on many variables such as the hiring process, the time
to complete the vulnerability study and then initiate the activities needed based on the priorities
identified. Phase One (the assessment phase) shoul
Describe the risks or challenges for the successful implementation of this project.
The biggest challenges for success involve two elements. First is stakeholder support and cooperation.
Each of the five elements listed in The Person County CRR program depend on stakeholder buy-in and
involvement. Fostering those relationships will be key for successful program creation and maintenance.
The second biggest challenge will be the prioritization of need with such a broadly defined program. As
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Community Risk Reduction Program (continued)
the program is fully developed other needs will emerge as risk is continually evolving. The program
manager will need to resist the urge to expand the program past a point that is not sustainable or in a
manner that does not fit within the goals of the program. This will require a constant evaluation of need
and resources to avoid mission creep.
How will this project incorporate and advance equity?
When looking at risk, often it is those without financial or social means that are the most tragically
impacted when an emergency or disaster occurs. The program will focus on those populations that are
most at risk. First, the program will look at medically vulnerable populations that lack resources to
access effective primary medical care. Education programs will target children, senior citizens and
communities that have a lower socio-economic standing to ensure they are aware of their risks and
steps they can take to manage those risks. Mitigation programs will target, first, areas of greatest need
in the community that may have limited abilities to fund those mitigation efforts themselves. A strong
partnership with community leaders, non-profit agencies and faith-based organizations, that already
serve these populations, is vital to the programs overall acceptance and success.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Success of the CRR program in broad terms is defined as a more resilient community due to lowered risk
and the ability to respond to and recover from emergencies or disasters. For the purpose of this
program we are focused first on reduction of individual risk and then larger community risk. Individual
risk can be mitigated by access to care, education, and engineering controls to make environments
safer. Community risk can be better managed when individuals are less vulnerable but by also making
sure responders are available and adequately trained to address hazards that cannot be avoided. It also
can be reduced by making sure response plans are in place, exercised and kept up-to-date to address
changes in threats and capabilities.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Performance Measure 1: (MIH) Reduce the overall number of EMS calls by identified frequent callers by
25% within 24 months pf program implementation.
Source: ESO Reporting Software, Computer Aided Dispatch software.
Ability to Access and Report: Emergency Services has access to this data internally and can report on a
monthly, quarterly or annual basis.
Performance Measure 2: (MIH, Engineering, Education) Conduct 150 Fall Prevention visits in households
with a person 55 years of age or older living in the residence within 24 months of program
implementation.
Source: Source: ESO Reporting Software, Computer Aided Dispatch software.
Ability to Access and Report: Emergency Services has access to this data internally and can report on a
monthly, quarterly or annual basis.
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Community Risk Reduction Program (continued)
Performance Measure 3: (Education) Increase elementary school risk education programs by 20%
within the first 18 months of the program.
Source: Fire Marshal’s Office Internal CRR Tracking software.
Ability to Access and Report: Fire Marshal has access to this data internally and can report on a monthly,
quarterly or annual basis.
Performance Measure 4: (Training, Recruitment) Increase by 10% the number of emergency responders
trained to the Hazardous Materials Operations level within 24 months.
Source: Office of the State Fire Marshal training records.
Ability to Access and Report: Fire Marshal can pull this data from the state database on an as needed
basis.
Performance Measure 5: (Education, Training, Engineering) Implement a Bleeding Control program
within Person County School Division and Person County governmental offices within 30 months of
program start date.
Source: CRR Program Training Database, Person County School Division employee training records
Ability to Access and Report: Emergency Services can pull this data on an as needed basis
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
Please see attached.
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ARP Project Funding Proposals
Comprehensive Backup Solution
Department: Information
Technology
Funding request: $200,000
Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
Our current backup solution is no longer sufficient for our needs. After months of reviewing solutions,
Rubrik has made its way to the top of our recommendation list. Rubrik provides more than a backup
solution; it is a comprehensive network security appliance. With this product, we will have better
insight into the data that we store on the network, be able to identify data-related security concerns
quickly, and have cloud access for true offsite storage of backups. Offsite storage is extremely
important because it is considerably more difficult to compromise than typical local backups. This
solution also includes direct cloud-to-cloud backups of our Office365 environment. Data classification
and identification is required to meet the level of NIST (National Institute of Standards and Technology)
compliance that Person County is striving for. Rubrik will help identify anomalous activity and give us
the tools to recover our infrastructure more rapidly than before in the event of another ransomware
attack.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
Implementation of this project does not require additional staff or other resources outside of recurring
maintenance costs every 36 months. Those recurring costs will be broken down into an annual cost and
budgeted in the IT Systems Fund each year to build-up the fund balance to be able to fund those costs at
the end of each 36 month period.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
We have already found a vendor that is on GSA contract for Rubrik. Person County has an existing
relationship with the vendor (Tego) for cybersecurity, PCI, and HIPAA audits among other projects.
Anticipated completion date of the project is June 2022 w
Describe the risks or challenges for the successful implementation of this project.
The challenge with this project is that we will need to spend some time adjusting the configuration to
ensure that the implementation does not impact our production environment negatively. We won't
know what needs to be modified until it's actually implemented and running for a few days. We have
worked with engineers to make sure that the solution will work in our environment based on its
performance in similar environments; however, there is always a small chance that the technology will
not integrate as seamlessly as expected.
How will this project incorporate and advance equity?
Rubrik will give IT staff additional tools to continue to provide quality services to all departments. With
the additional security features and reporting, we will be able to help departments such as Health and
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Comprehensive Backup Solution (continued)
Social Services provide documentation for accreditation and audits. A faster, more reliable backup
solution allows us to quickly restore departmental functionality so that they can continue to serve
citizens with minimal interruption.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
Success for this project will mean greater visibility into the data that we store and an improved security
posture. We expect to be able to recover data more quickly and provide a more resilient data recovery
solution. Over time, Rubrik will be used to identify gaps in permissions as well as data classification and
storage which will be reviewed and addressed to ensure that sensitive information is protected.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
1. A successful implementation of this project should include rapid data recovery times with a sample
that will be tested on an annual basis. “Rapid” for this purpose is defined as the ability to restore a 1TB
server in under 4 hours.
2. Person County should see an improvement in its security posture through annual assessments
provided by a 3rd party vendor. This solution will help us get closer to our goal of being compliant with
NIST 800-171 standards.
3. Other departments should see improvements in their regular audits/reports with the data provided
by Rubrik. Specifically: Public Safety, Health, Social Services, and Finance to name a few.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
$21,500 – Hardware (one-time)
$166,850 – Software Subscriptions (36 months, recurring)
$8,300 – Support (36 months, recurring)
$2,600 – Professional Services (one-time)
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ARP Project Funding Proposals
1790 to 1994 Digital Imaging of Records
Department: Register of
Deeds
Funding request: $500,000
Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
Customers, both the younger and older generation, will be able to easily access digital records, excluding
vitals, dating back to 1790, which can only be accessed, currently, by coming into the Register of Deeds
office. There is a wealth of information and history of Person County in these old books, which can be
preserved and shared online. Our goal is to expand the services offered by the Register of Deeds to
improve and exceed our current service.
PBS contacts the Register of Deeds from time to time needing old records to do research for programs
they are working on. This enhancement of records would allow them to do their research electronically.
Additionally, we have many people, from all over, doing research for genealogy, cemeteries,
homesteads and creeks and branches. Person County is a gold mine for treasures of the past, and this
would be a tremendous advantage for them to search all of this online.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
We would need to contract with an outside vendor to be on-site using special equipment and staff for
this project.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
Our project will be done in 3 stages consisting of 6 phases. It should be completed within 1 to 2 years
and would be phased out by the end of the public health emergency funding program.
Describe the risks or challenges for the successful implementation of this project.
The books would need to be handled with care, as they are very old and fragile. We do not have the
proper equipment, so it is critical to get the right vendor with the right equipment.
How will this project incorporate and advance equity?
It will give everyone, both in Person County and outside of Person county, the same information and
opportunity to research and collect information, without having to come into the office, and helps
protect everyone from the spread of COVID. Additionally, this will e a great asset to people with
disabilities who are unable to come into our office.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
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ARP Project Funding Proposals
1790 to 1994 Digital Imaging of Records (continued)
This project will save time and labor in the Register of Deeds Office. It would take many, many years for
the Register of Deeds staff to just clean up all of these old records, which we are limited in doing as we
do not have the time or staff. There is not a company in our immediate area that has staff for equipment
to do this type of project with these enhancements. The outcome will make these old records available
for everyone to access online clearly and easily in a reasonable timeframe.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
Attorneys/Paralegals, banks and title companies will be able to do all of their title work online.
Unfortunate for Person County, but quite realistic, a lot of real estate and title work is done by out of
county and out of state companies, who complain about us not having an up-to-date digitized system.
This would be quite an improvement for Person County to serve these customers, as well as our local
customers.
Genealogy researchers from all over the U.S. would be able to trace back their family land records
totally online.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
This project would be 3 stages, 6 phases, and most likely payment would be required upon the
completion of each stage or phase. Funding will be used to pay an outside contractor to 1) Digitize; 2)
Organize; and 3) Revitalize. Please see attachment for specific expenses.
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ARP Project Funding Proposals
Broadband Expansion
Department: Administration Funding request: $1,000,000 Priority ranking: 1
Identify the need(s) that you are trying to address through this request. Describe how the project will
address the need(s).
Broadband access has become one of the foundational resources allowing a community to compete and
thrive in the 21st century. Broadband technology allows users to access the Internet at high enough
speeds to support contemporary uses, such as video calls, distance learning, remote medical care, and
other applications. Broadband enables business, education, medicine, government, and public safety to
perform their functions efficiently. It is a critical component of economic development and a
community’s ability to attract and retain industry. Recent surveys show high-speed broadband is now as
important to job creation and business locations as good transportation and skilled labor. Today,
broadband is considered infrastructure and is as critical as roads, electricity, and water. Inadequate
broadband has become a barrier to community growth, competitiveness, and economic development.
This has led to something called “The Digital Divide.” Person County has identified opportunities for
broadband expansion to help the county overcome this Digital Divide.
If this project is funded, does the organization have the capacity to implement the project with
existing resources? Would the organization require additional staff, technology or other physical,
social, or organizational resources for this project to succeed? Please describe.
Staff has the capacity to research, develop partnerships and plans, execute, and monitor broadband
expansion projects.
Describe the anticipated timeline and, if relevant, completion date for the project. Please also include
whether or not this project will be phased out at the conclusion of the public health emergency.
Growing Rural Economies with Access to Technology (GREAT) Grant applications are due on 4/4/22. The
Completing Access to Broadband (CAB) Grant period will open next. Staff will also explore other funding
options for broadband expansion over the next few m
Describe the risks or challenges for the successful implementation of this project.
Private providers must agree to partnering and carrying out the work in the community. The county
must offer enough funding to complement state, federal, and private dollars and make broadband
expansion profitable for private providers. There may be concerns related to equity and fairness as
public funding is directed to certain areas of need in the county (but likely not all) and provided to
private entities who stand to profit from the expansion projects. State-level restrictions will affect how
the county chooses to fund broadband projects.
How will this project incorporate and advance equity?
The Digital Divide has split communities into broadband “haves” and “have nots.” Person County has
identified opportunities for broadband expansion to help the county overcome the Digital Divide. Lack
of broadband access and adoption, which may be related to digital literacy and/or affordability, puts
many community members at a disadvantage. They are not able to take advantage of the business,
learning, health-related, and other opportunities available to those who have access to high-speed
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ARP Project Funding Proposals
Broadband Expansion (continued)
internet. A digital inclusion plan may be developed in conjunction with this project if staff resources are
identified to support it.
Describe what success means in the context of this project. How will outcomes change over time due
to its implementation? (e.g. "reduce the number of invoices paid late")
More household and businesses will have access and adopt high-speed internet services. Quality of life
will improve as a result of widespread broadband infrastructure. The county will receive fewer
complaints regarding inadequate service. The community will be more attractive to new residents and
businesses who have broadband access at the top of their list of "needs/wants" when looking to
purchase property.
Define 3-5 potential performance measures for this project. Each performance measure should
include the source of your data and ability to access and report on that data.
1) Number of new wireline connections that reliably deliver at least 25 Mbps download speed and 3
Mbps of upload speed (25/3 Mbps service). 2) Number of new wireline connections that reliably deliver
at least 100/100 Mbps service. 3) Total number of households utilizing high-speed internet. 4) Cost of
residential service.
Please include a breakout of how the requested funding will be used, such as for salaries, materials,
equipment, etc. Provide a brief description of the expense and indicate if it is one-time or recurring.
Enter each expense on a new line starting with the dollar value, or enter "see attached" and upload
your project budget below.
The county may designate ARP funding as matching dollars for a GREAT grant or a CAB grant or to
directly partner with a private provider(s) through an RFP. Federal and state guidelines will influence
how funding decisions are made, and state-level restrictions will affect the options available to the
county.
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Preview of Fiscal Year 2023147
Capital Needs•Current year appropriation is $2.47M; annual target has been about $2M•FY23 requests total: $6.54M•Recommended funding level will likely be over $5M with the possibility of diversifying funding sources to include ARP or State Infrastructure Funds•An excellent use for Fund Balance148
Highlighting Requested Capital Projects•County Government: $1M towards the Western Sewer Expansion; roofing, auditorium updateTotal Request: $2.87M•Person County Schools: PHS parking lot paving; North End Elem roof; communication radios; Earl Bradsher fire alarm system; SMS bleachersTotal Request: $1.12M•Piedmont Community College: Chiller room upgrades; science lab renovations and room upfits; ATC $500K; roofing and covered walkwaysTotal Request: $2.55M149
Medical Insurance Renewal•“Catastrophic increase in claims” •Costs are driven by high claimants•Claims have increased by $3.6M over the last five years; averaging a 20% increase per year•Estimated almost 32% increase in renewal costs for FY23•An additional $2.5M needed to keep the same plan operating •Taken multiple actions to mitigate the cost increases: •Bid out the plan•Wellness & health improvement strategies•Benefit plan design changes150
Supporting our Workforce•Turnover and Vacancies•Employee Engagement Survey Action Plans•Salary Equity Study•Requests for new positions•Cost of Living/Consumer Price Index151
Measuring the “Cost of Doing Business”7.8%152
Opportunities & Needs•Person Industries/MRF merger FY24 estimating $2.2M •VFD Funding •Community Projects Fund with Republic •Human Services Building lease is up in 2025153
Goals of the BoardFY22 Goals: Improving the Economic Development ProcessSupporting the AirportImproving Broadband ConnectivityKeeping the Tax Rate FlatImproving School Facilities154
Questions?155