06-16-2025 Agenda Packet BOCPERSON COUNTY
BOARD OF COUNTY COMMISSIONERS
MEETING AGENDA
304 South Morgan Street, Room 215
Roxboro, NC 27573-5245
336-597-1720
Fax 336-599-1609
June 16, 2025
9:00 a.m.
This meeting will convene in Room 215 of the County Office Building.
1.CALL TO ORDER .................................................................... Chairman Puryear
2.INVOCATION
3.PLEDGE OF ALLEGIANCE
4.DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA
5.RECOGNITION
A.Proclamation Honoring Susan Claire Bailey......................Vice-Chairman Thomas
6.INFORMAL COMMENTS
The Person County Board of Commissioners established a 10-minute segment which
is open for informal comments and/or questions from citizens of this county on issues,
other than those issues for which a public hearing has been scheduled. The time will
be divided equally among those wishing to comment. It is requested that any person
who wishes to address the Board, register with the Clerk to the Board prior to the
meeting.
7.DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA
A.June 2, 2025 Minutes
B.Budget Amendment #23
C. JCPC FY26 Funding Agreement
D.FY26 Classification and Pay Plan
E.FY26 and FY27 Volunteer Fire Departments and Rescue Squad Contracts
F.Person County Business and Industrial Center (PCBIC) FY26 Funding
Agreement
1
8. NEW BUSINESS
A. Human Services Project Report............................................................Brian Hart
B. FY26 Budget Ordinance.................................... Katherine Cathey, Tracy Clayton
C. Golden LEAF Community-Based Grants
Initiative...............................................................Katherine Cathey, Brandy Lynch
D. Appointments to Boards and Committees....................................Michele Solomon
9. CHAIRMAN’S REPORT
10. MANAGER’S REPORT
11. COMMISSIONERS’ REPORTS/COMMENTS
12. CLOSED SESSION
A. Closed Session #1 per General Statute 143-318(a)(3) for the purpose to consult
with the county attorney in order to preserve the attorney-client privilege and
General Statute 143-318(a)(1) to prevent the disclosure of information that is
privileged or confidential with the following individuals permitted to attend:
County Manager Katherine Cathey, Assistant County Manager/Human Services
Director Brian Hart, Clerk to the Board Michele Solomon, and County Attorney
T.C. Morphis, Jr.
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate by
the Board.
2
PROCLAMATION
Honoring Susan Claire Bailey
WHEREAS, Distinguished Young Women, founded in 1958, is the oldest and largest national scholarship program
for high school girls and has provided life-changing experiences for more than 780,000 women across the country,
awarding more than $122 million in cash scholarships at the local, state, and national levels; and
WHEREAS, Distinguished Young Women empowers young women to reach their full potential by providing
scholarship opportunities for college as well as personal development to become confident leaders; and
WHEREAS, Distinguished Young Women strives to give every young woman the opportunity to further her
education and prepare for a successful future; and
WHEREAS, it is with great pleasure and pride that we recognize and honor the exceptional achievements of Susan
Claire Bailey, a 2025 graduate of Roxboro Community School, who will be attending UNC-Chapel Hill majoring in
Psychology in the fall, who has brought pride and distinction to our community; and
WHEREAS, Susan Claire Bailey’s dedication, determination, and unwavering commitment to excellence have
resulted in her winning preliminary awards in the Judges Interview, Talent, Self-Expression, Fitness, Overall
Scholastics, and the Young Entrepreneur Award before being named the Distinguished Young Woman of Roxboro
in September 2024; and
WHEREAS, Susan Claire Bailey is the first Personian to win state title since 1996; Susan Claire Bailey was
awarded preliminaries in Scholastics, Fitness, and Overall Talent before being honored as the Distinguished Young
Woman of North Carolina in January 2025, advancing her to represent North Carolina at the National Distinguished
Young Women Finals in Mobile, Alabama June 26-28 2025;
NOW, THEREFORE, the Person County Board of Commissioners celebrates and honors Susan Claire Bailey and
call upon all citizens to offer congratulations and recognition to Susan Claire Bailey for her remarkable talents,
skills, and achievements.
Adopted, this, the 16th day of June 2025.
____________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
ATTEST:
_____________________________
Michele Solomon, NCCCC
Clerk to the Board
3
June 2, 2025
1
PERSON COUNTY BOARD OF COMMISSIONERS June 2, 2025
MEMBERS PRESENT OTHERS PRESENT
Kyle Puryear Katherine M. Cathey, County Manager
Jason Thomas Michele Solomon, Clerk to the Board
Sherry Wilborn T.C. Morphis, Jr., County Attorney
Antoinetta Royster
The Board of Commissioners for the County of Person, North Carolina, met in
Regular session on Monday, June 2, 2025 at 6:00 p.m. in the Person County Office
Building Auditorium located at 304 S. Morgan Street, Roxboro, NC.
Chairman Puryear called the meeting to order and recognized a quorum was present.
Vice-Chairman Thomas offered an invocation, and Commissioner Wilborn led the group in
the Pledge of Allegiance.
County Manager Katherine Cathey stated that Person County is saddened by the
recent death of a child. She stated that life is a precious gift. She stated that family, friends,
and other individuals who were touched by this young life, including County staff and the
community as a whole, grieve this loss. She stated that each and every day, at all hours of
the day, County staff seeks to assist and protect the vulnerable, children, adults, the blind,
the disabled, and the sick. She stated that dedicated, caring professional employees in Child
Protective Services and throughout county government are committed to ensuring Person
County is a safe and thriving community. She stated that Person County prioritizes public
safety and personal well-being and is committed to maintaining a safe and respectful
community and workplace. She stated that county government is accountable to the
community and values transparency. She stated that county government is bound by the
need to protect confidentiality in many areas of our work. She stated that over the past week,
County leadership has received emails demanding accountability and staff has been targeted
with phone calls, social media posts, and intrusions in restricted areas of the workplace, as
well as on private property. She stated that in response, Person County implores all to act
with integrity and respect, and to ensure public safety and personal well-being. As public
servants, we will continue to work to protect the vulnerable, ensure a safe community and
workplace, share information as appropriate, take ownership of our responsibilities, and be
accountable to the community. She stated that County staff will continue to provide
effective services, and will accept responsibility and take action if any problems are
identified in the ongoing investigation and review of this situation by the NC Department
of Health and Human Services. She stated that this is a difficult situation for all involved,
and it will take time to gain a deeper understanding of what has occurred. Chairman Puryear
stated that he echoed Cathey, and the County wishes to express sympathy to the family.
4
June 2, 2025
2
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA:
A motion was made by Commissioner Royster and carried 4-0 to approve the
agenda.
PUBLIC HEARING:
REZONING/MAP AMENDMENT APPLICATION RZ-02-24 FOR RHETSON
COMPANIES TO REZONE A NEWLY CREATED ±3 ACRE SUBJECT
PROPERTY FROM GENERAL INDUSTRIAL (GI) TO HIGHWAY
COMMERCIAL (B1) ZONING DESIGNATION
A motion was made by Commissioner Wilborn and carried 4-0 to open the duly
advertised public hearing for Rezoning/Map Amendment Application RZ-02-24 for
Rhetson Companies to rezone a newly created ±3-acre Subject Property from a G-I
(General Industrial) to B-1 (Highway Commercial) zoning designation.
Interim Planning Director Margaret Hauth presented the following:
5
June 2, 2025
3
6
June 2, 2025
4
7
June 2, 2025
5
8
June 2, 2025
6
Chairman Puryear had questions related to the Planning Board vote. He stated that
two members of the Planning Board voted in opposition, saying that the application was
incomplete. Hauth stated that with staff turnover in the Planning Department, there was
poor communication going on. She stated that the application was complete and that the
applicant provided all information timely for the Planning Board meeting. She stated all
information is properly before this Board tonight for consideration, as it was also properly
before the Planning Board last month. Commissioner Wilborn asked Hauth if she would
classify this as downzoning. Hauth stated no she would not classify this as downzoning,
based on the Table of Permitted Uses, the list for General Industrial is small, and the list
for B-1 is longer and there is more flexibility.
Greg Stewart, the applicant, with Rhetson Companies, presented the following:
9
June 2, 2025
7
10
June 2, 2025
8
11
June 2, 2025
9
12
June 2, 2025
10
The following individuals appeared before the Board to speak in favor of
Rezoning/Map Amendment Application RZ-02-24 for Rhetson Companies to rezone a
newly created ±3-acre Subject Property from a G-I (General Industrial) to B-1 (Highway
Commercial) zoning designation.
David Newell, owner of said property, stated that he bought this property in the
mid 80’s with the intention of building some warehouses for Collins and Aikman, which
he is glad fell through as the land remains vacant.
Carol Truby of 440 Moss Creek Drive, Roxboro stated that after attending the
Civics Academy, she has a lot more faith and confidence in our county process when it
comes to rezoning and approving different types of businesses that want to build and come
into our county and what they have to go through in order to get approved.
Riana Smith, attorney for applicant, Rhetson Companies, stated that she wanted to
reiterate what was presented and that it is consistent with the County’s land use plan.
A motion was made by Commissioner Wilborn and carried 4-0 to close the duly
advertised public hearing for Rezoning/Map Amendment Application RZ-02-24 for
Rhetson Companies to rezone a newly created ±3-acre Subject Property from a G-I
(General Industrial) to B-1 (Highway Commercial) zoning designation.
A motion was made by Commissioner Wilborn and carried 4-0 to approve an
ordinance amending the Official Zoning Map of PersonCounty to rezone the ±3- acre
Subject Property on Boston Road from a G-I (General Industrial) to B-1 (Highway
Commercial) zoning designation as requested by Rhetson Companies, and find it is
consistent with the adopted Person County & City of Roxboro Joint Comprehensive Land
Use Plan guiding principle 2.1: Designate Sufficient Developable Land and Sites to
Support Economic Growth.
PUBLIC HEARING:
FY2025-2026 BUDGET
A motion was made by Commissioner Royster and carried 4-0 to open the duly
advertised public hearing for comments relating to the County Manager’s FY 2025-2026
Recommended Budget.
There were no individuals appearing before the Board to speak in favor of the
County Manager’s FY 2025-2026 Recommended Budget.
13
June 2, 2025
11
The following individual appeared before the Board to speak in opposition of the
County Manager’s FY 2025-2026 Recommended Budget.
Carol Truby of 440 Moss Creek Drive, Roxboro stated that she wanted to express
her opinion on raising taxes and the budget. She stated that if she could see improvements
to her or her family life and the fellow residents of the County, then she would be fine
with paying more to benefit everyone’s quality of life, specifically through water
recreation. She stated that a splashpad would be great and a swimming pool would benefit
a lot of people.
A motion was made by Commissioner Wilborn and carried 4-0 to close the public
hearing for comments relating to the County Manager’s FY 2025-2026 Recommended
Budget.
INFORMAL COMMENTS:
The following individuals appeared before the Board to make informal comments:
Kathy Lawrence of 1034 Terry Road, Hurdle Mills stated that she is the chair of
the Person County Republican Party. She expressed thanks to the Board for reaching out
to seek the recommendation for the Commissioner seat vacancy. She stated that they were
given limited time to develop, vet, process, and vote on appropriate candidates for the
vacant seat. She stated that despite the time constraints, they had an excellent response
from those wanting to be considered. She stated that the Person County Republican Party
submitted three viable candidates for consideration, Liz Bradsher, John Byrd, and Jessica
Leezer. She stated that each candidate has unique and valuable insights that would help
the Person County Board of Commissioners function as an efficient, effective, and
transparent manner. She stated that if the Board chooses not to go with the Person County
Republican Party’s recommendation, that they articulate why they did not choose from the
recommended list.
April Short of 362 Gates Run, Timberlake stated that a child passed away in DSS
custody and that it was not handled correctly. She stated that the mother was informed of
her child’s passing by a phone call, which is heartbreaking and unacceptable. She stated
that no parent should receive the devasting news of their child’s death through a cold and
impersonal call, and that it is inhumane. She stated, at minimum, a home visit should have
been conducted by a trained professional, ideally accompanied by a grief counselor, who
could have provided immediate emotional support. She stated that the mother needed
someone to show up in person with care and compassion. She stated that this is not just a
matter of policy, it is a matter of care and dignity.
14
June 2, 2025
12
Short stated that this tragic incident reveals a deeper systematic issue within DSS
here in Person County, which appears to lack accountability and failure in communication
protocols, as well as a disregard for the emotional well-being of families. She stated that
these are not small oversights, they are critical failings that further traumatized already
vulnerable people. She stated that in that moment of unthinkable grief, the mother needed
presence, and support, someone to show up in person to offer care and compassion. She
stated that DSS lacks empathy and professionalism. She stated that if someone lacks basic
customer service skills, not friendly, not patient or approachable, then they have no
business being in a public-facing role, especially at DSS. She stated that the job requires
more than paperwork and policies, it requires a heart and compassion. She stated that there
needs to be a review of DSS policies and procedures, and that staff needs to be trained.
She urged the Bord to conduct a full review of the department’s internal practices, training
standards, and hiring policies
Shelia Crisp stated that she is the great-grandmother of the deceased child. She
stated that her heart is breaking for her family. She stated that she is trying to be strong for
her grand-daughter and for the children. She stated that the pain is unbearable. She stated
that the Department of Social Services does not see the damage they have done, as they
have moved on to the next file, the next case, the next name. She stated that the family
cannot move on. She stated that her other grandchild needs to come home. She stated that
she has been fully approved by Granville County to care for her. She stated that she has
opened her heart and her home, yet Person County continues to block her from getting her
grandchild. She stated that she does not understand, and that no one has explained it to
her. She stated that her family is hurting, and this system is keeping them apart from her.
She stated that she is just a little girl, that is scared, confused, and grieving the loss of her
baby brother. She stated that what her grandchild needs is stability, love, and to be
surrounded by family. She stated that the mother of the child needs to be able to hold her.
She stated that she is calling on the Commissioners to do what is right to oversee DSS and
return her grandchild to her family.
Briauna Morgan stated that most people will never have to feel this kind of pain,
but asked people to imagine being at work, when your phone rings and on the other end
someone tells you that your baby, your sweet, innocent one-year old son is gone. She
stated no goodbyes, no explanation, just gone, and that you would never be able to see him
again. She stated that her son, Kemari Morgan died while in the custody of Person
County. She stated that she has no answers, and does not know how or why this happened.
She stated that the people who were supposed to protect him, failed him. She stated that
she has to live every day worrying about her daughter, who is two-years old, and was in
the same home when her brother died. She stated that she does not know where she is, and
has not been able to speak with the people who have her. She stated that her grandmother
could provide a safe and stable placement. She stated that this is not just about justice, it is
about a system that tore her family apart in their darkest moments.
15
June 2, 2025
13
Morgan stated enough is enough, that she is demanding her daughter come home.
She stated that she knows the Commissioners in this county have the power to oversee
DSS, as they govern them and are responsible for their decisions. She asked them to do
what is right and bring her daughter home, so her family can grieve together, heal
together, and be able to survive.
Pamela Lester stated that she is standing here because she is a woman of God, that
she trusts that He is going to make the right decision, and give us the right vison, and the
way that we should go. She stated that they did not come here to fight, they came in a
peaceful manner to let the Board know that they are going to stand and not going to sit
down on this. She stated that they will keep going as high as they need to go, and will not
stop until the babies come home, and they get answers. She stated that it makes no sense.
She asked why were the children taken from the mother, just because she made a mistake,
even though the children were not in her presence at the time of the mistake. She stated
that no one wants to say anything. She stated that it is not time to be quiet. She stated it is
time to let everyone know what happened, as everybody had something to say when they
said she was an unfit mother, and could not have her kids. She stated that the system is not
working, and they put children in homes with no license, because the judge says it is okay.
She stated that the family has support and will be cared for. She stated that they are going
to continue to fight, but not with guns or weapons, but with the Lord and each other, and
go as high as they need to go. She stated that they are going to stand as a family, and the
County needs to give her children back to her tonight.
Rob Yates of 2419 Radrick Lane, Charlotte expressed thanks to the Board for their
time. He stated that he is the Communications Director for the Libertarian Party of NC. He
stated that he has ran for office a few times and has had the opportunity to meet a number
of elected officials. He stated that he reflects on the words of the great Thomas Sowell
who talked about the folly of bureaucrats being the distinction between intent and
outcome, and in this case, he has no reason to question anybody’s intent. He stated that he
is sure they all want the best for everyone in this county, but the outcome is the greatest
tragedy imaginable. He stated that as a parent, he listened to Ms. Morgan speak, and he
cannot even contemplate the crushing weight of the sorrow she must be feeling. He stated
the outcome was the death of a child. He stated that this is an utter failure of the system in
every single way, the worst possible outcome, and that there is nothing worse that could
have happened had that child stayed with his mom. He stated that the Board has the power
and ability to do what is right.
Thomas Hill of 10896 Pioneer Mill Road, Concord stated that he is a peaceful man
with PTSD, and that he would try to stay calm. He stated that we needed to cut to the
chase and get down and cut the “bs” right now. He asked if the Sheriff, or the highest law
enforcement officer was in the room.
16
June 2, 2025
14
Hill stated that the decent thing to do is come up to this woman and offer her a ride
to go pick up her child, allowing her to hold her baby and grieve, less than that is not
acceptable. He stated that the only thing he could do was to appeal to the Sheriff’s/Law
Enforcement Officer’s conscience. He pleaded for the mother to get her child back. He
stated that the Board does not realize the grace he is showing them tonight, and he knows
that they want to do what is right. He stated that sometimes doing the right thing is the
hardest thing to do in the world. He stated that this is not going to stand and that they will
make the Board famous. He stated that this is not his first rodeo, that he knows how to get
things done. He stated that he would not name the organization, but since they are good
Republicans, give Governor Brian Kemp in Georgia a call and see how they have been
dealing with him. He stated that this is a wake-up call for everybody. He stated that he is
scared of none of them.
Sharrocka Pettiford of 833 Berwyn Avenue, Durham expressed thanks to the
Board for allowing her to speak and recognizing stolen children’s month. She stated that
she wanted to make sure that it is painfully clear for many families in our community,
especially black families, this is not a symbolic observance, it is a live reality, a daily
trauma. She stated that it is a system that continues to take children away from loving
parents under the weight of systematic bias and broken policies. She stated that we are
here today not just for injustice but to demand change starting with bring this child home.
She stated that this child should be home with her mother. She stated that the mother has
done everything asked of her, has shown perseverance and strife in the face of a system
that too often punishes black motherhood. She stated that instead of supporting it, the
child welfare system is not protecting children, it is disappearing them. She stated that
black mothers are bearing the heaviest burden. She stated that this is not about individual
failures, it is about institutional decision. She stated that the Board has the power,
responsibility, and authority to bring her home. She stated that this child does not need to
spend another day without her mother. She stated that they will continue to raise their
voices, not just for her, but for every child and mother that this system has failed.
Amanda Wallace of Durham stated that she is the founder of Operation Stop CPS,
which is based in Durham. She stated that Operation Stop CPS brings issues to light, so
that they cannot be swept under the rug. She stated that what has been done to this family
is unacceptable and inhumane. She stated that Board is the governing board, she watched
the meeting on YouTube when they decided to take control over the Department of Social
Services and do away with the Social Services Board. She asked the Board, what are they
going to do tonight. She stated that this is not just one family’s story; over 200,000
children are separated from their families each year, rights terminated, families
disappeared. She stated that this a problem. She mentioned the family policing system.
She stated that she is here to educate the Board as well as the community about what the
family policing system is. She stated that Carlton Paylor is not protecting children, that he
is separating families, and disappearing them in Person County.
17
June 2, 2025
15
Wallace stated that she has received pictures of babies with burns in Person
County custody, and families are coming forward telling her what is going on. She stated
that this child should be at home tonight. She asked the Board what are they doing in their
capacity to bring her home. She stated that if they could not answer, publicly, have a
conversation with the mother before leaving tonight.
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA:
A motion was made by Commissioner Wilborn and carried 4-0 to approve the
Consent Agenda with the following items:
A. May 19, 2025 Minutes
B. Budget Amendment #22
NEW BUSINESS:
APPOINTMENT OF NEW COMMISSIONER
County Attorney T.C. Morphis, Jr. expressed thanks to Kathy Lawrence, who
spoke earlier, for providing the recommended names from the Person County Republican
Party for the vacant Board of Commissioners seat. He stated the names provided were, Liz
Bradsher, John Byrd and Jessica Leezer. He stated that the Board had been provided that
information last Monday. He stated that he appreciated the party meeting the deadline, as
we are in the midst of budget season, and making important decisions for FY 2025-2026.
He asked the Board if there was additional discussion or any additional names to be added
for recommendation. Commissioner Wilborn stated that what the Board is about to do
tonight is not easy, and not an ideal situation that was thrust upon them. She stated that she
is very big on democracy. She stated that in the last meeting, she asked that the Board
adopt a variation of the County’s Organizational Chart that models the School of
Government, where the voters are at the top. She stated and here we are in another
instance of why it is important and to recognize that. She stated that the County has found
themselves in a situation where a person that the voters chose is not able to fulfill the
duties of the office. She stated that it is not efficient to hold an entire election to fill that
one seat, and it is not the way the General Statutes have laid out so that the position can be
filled. She stated that it falls on the Board, the remaining four, that the voters have chosen
to make that appointment. She stated that she thinks that is the most appropriate plan. She
stated the provision in the statute allows the local party to put up a nomination, and she
appreciates them for doing that. She mentioned Derrick Sims, as a possible nomination,
and in speaking with the Chairman, it was the consensus of the Board to not nominate
anyone who ran in the most recent election and was not elected.
18
June 2, 2025
16
Wilborn stated after she realized that the Board was going to have to fill the seat, it
was important to her that it be someone who has gone through an election cycle as a
candidate, who understands how long that process is, how difficult it is on a person and
their family, how expensive it is, and who has been willing to stick their neck out to
devote the time to serve. She stated that she had three people to speak to her about their
willingness or desire to fill the seat. She stated that of those three people, only one of them
was not in the most recent election and not elected. She stated that this person meets her
personal criteria of having gone through an election cycle as a candidate. She stated that
she has served alongside this person for the last twelve years, and while they have had
their differences, and do not agree on every issue, she believes he loves Person County
and has its best interest at heart, which has been demonstrated by his service over the
years on various boards and civic organizations. She stated that she can attest that he has
been engaged and has paid attention to the needs of Person County, and the desire to see it
prosper. She stated that she wishes to nominate Donald Long to fill the vacant seat on the
Person County Board of Commissioners. Chairman Puryear advised the Board of
Wilborn’s motion and asked for comments from the other Board members. Commissioner
Royster advised that she has worked with Long for several years, and has known him for
many years. She stated while they have not always seen eye to eye on certain issues, she
has witnessed firsthand Long’s leadership and love for Person County. She stated that she
supports the nomination. Vice-Chairman Thomas stated that he has battled with this for a
while because he kind of was there with Sims, as he has seen how hard he has worked for
the County and he felt like Sims had put his whole self into the seat and wanted what was
best for the County. He stated that he also believes the same way about Long. He stated
that he has no doubt that Long is going to give 120% to the seat, and that he would be
respectful and do the job that he knows how to do. He stated that he is in favor of the
motion. Puryear asked Long to approach the Board and asked if he had any comments he
would like to express to the Board. Long stated that he loved Person County and would
like to continue to serve Person County in any way that he could. Puryear stated that he
and Long have a history together, some good, and some not so good. He stated as far as
the negative history, that it is ancient and in the past, and hopes Long feels the same. Long
stated that he feels the same.
A motion was made by Commissioner Wilborn and carried 4-0 to appoint Donald
Long to fill the Republican vacancy on the Board of Commissioners to December 7, 2026.
Chairman Puryear congratulated Long as the new Commissioner designee and
advised that he would be sworn in Friday morning at 9:00 a.m. during the Budget Work
Session. Long stated that he is humbled by the Board’s support.
19
June 2, 2025
17
OPTIONS FOR NEXT STEPS RELATED TO THE UNIFIED DEVELOPMENT
ORDINANCE (UDO)
Interim Planning Director Margaret Hauth stated that it is her understanding from
the last meeting that the Board had questions and expressed an interest in an update to the
UDO. She stated that she has been reviewing the various planning ordinances since her
arrival in February. She stated that she has found a number of conflicts, cross reference
errors, and state law reference errors. She stated that adoption of the Unified Development
Ordinance would have addressed these issues. She stated that since that action doesn’t
seem to be immediately forthcoming, she would like to pursue some of this clean-up to
keep the county and staff on solid legal footing until the UDO can be revisited. She stated
that this is scheduled for Planning Board discussion for June 12.
CHAIRMAN’S REPORT
Chairman Puryear asked County Manager Katherine Cathey if there was a request
to set up a meeting or tele-conference with the victim’s mother. Cathey stated that she
spoke to Amanda Wallace today, and that she suggested a meeting with Briauna Morgan,
who is here tonight. She stated that she advised Wallace that she would be glad to set up a
meeting with Morgan to include DSS Director Carlton Paylor and Assistant County
Manager Brian Hart. Puryear stated he would like to expediate that meeting and he would
like to attend as well as another Commissioner.
COMMISSIONER REPORTS/COMMENTS
Vice-Chairman Thomas expressed thanks to all for coming out tonight and giving
their heart to them. He stated that the Board will do everything they can that is within their
limits. He stated that they are praying for the family. He stated that Person County lost a
great giant of a man, Rob Hall, and asked all to remember his family in prayers as they lay
him to rest this week.
Commissioner Royster stated that she empathizes with the family of baby Kemari.
She stated that she does want to make clear the frustration; she has seen the tears and seen,
firsthand, children removed from homes. She stated that she was a former social worker
and it is work that she has done for over 16 years. She stated that the previous Board voted
to oversee DSS. She stated that when children are removed a judge makes that decision
and they cannot overrule a judge’s decision. She encouraged the family to ask questions;
they have that right. She stated that she commends the family’s support system.
20
June 2, 2025
18
Commissioner Wilborn thanked Royster for her comments, as the member of the
Board with the most training, education, and experience on the subject. She stated that it is
a very difficult subject. She stated that it is a judicial decision. She stated that the Board of
E&R has continued to meet weekly and will do so for the remainder of the month. She
stated that on Friday of last week, North American had an open house and hiring event, as
they are under new ownership, and have new contracts, and desperately need 100 people
to start work.
A motion was made by Vice-Chairman Thomas and carried 4-0 to enter into
Closed Session at 7:19 p.m.
CLOSED SESSION
A motion to enter into Closed Session per General Statute 143-318.11(a)(3) for the
purpose to consult with the county attorney in order to preserve the attorney-client
privilege and General Statute 143-318(a)(1) to prevent the disclosure of information that is
privileged or confidential pursuant to the law of this State or of the United States,
or not considered a public record within the meaning of Chapter 132 of the General
Statutes with the following individuals permitted to attend: County Manager Katherine
Cathey, Clerk to the Board Michele Solomon, Assistant County Manager/Consolidated
Human Services Director Brian Hart, Social Services Director Carlton Paylor and County
Attorney T.C. Morphis, Jr.
Chairman Puryear called the closed session to order at 7:24 p.m.
A motion was made by Commissioner Wilborn and carried 4-0 to return to open
session at 8:15 p.m.
RECESS:
A motion was made by Commissioner Wilborn and carried 4-0 to recess the
meeting at 8:17 p.m. until Friday, June 6, 2025 at 9:00 a.m.in the Commissioners’
Boardroom 215 in the Person County Office Building located at 304 S. Morgan Street,
Roxboro, NC.
____________________________ ______________________________
Michele Solomon Kyle Puryear
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
21
6/16/2025
Dept./Acct No.Department Name Amount
Incr / (Decr)
EXPENDITURES General Fund
General Government 35,059
Public Safety 4,040
Culture & Recreation 125,000
Human Services 18,000
Transportation 2,600
Contingency (10,000)
REVENUES General Fund
Intergovernmental Revenues 18,400
Other Revenues 153,699
Charges for Services 2,600
Explanation:
Account Number Account Description
$Revenues
incr. (decr.)
(cr.) dr.
$Expenditures
incr. (decr.)
dr. (cr.)
1009910-499100 Contingency-Undesignated - (10,000)
1004260-435400 General Services-Maint & Repair/Spec Projects 10,000
10025-335840 EMS-Donations 2,640
1004330-420000 Emergency Management-Supplies 2,640
10025-328440 Fire Administration-Donation 1,000
1004325-4200000 Fire Administration-Supplies 1,000
10025-335240 Emergency Management-RACE CARS Grant 400
1004325-428740 Emergency Communication-Spec Supp/RACE-CAR Grant 400
10035-338400 PATS-Advertising Fees 2,600
1004520-412000 PATS-Salary and Wages 2,600
10055-361350 P&R-County Farm/Rotary Contributn 125,000
1006120-426125 P&R-County Farm/Rotary Expenses 125,000
10050-333331 Veteran's Services-GPCVO-Veteran's Grant 18,000
1005820-426323 Veteran's Services-GPCVO-Veteran's Grant 18,000
105-389890 GF Misc Revs: Insurance Proceeds 25,059
1054125-454000 Fleet Fund-Cap Out Vehicles 25,059
Totals 174,699 174,699
BUDGET AMENDMENT #23
Transferring Undesignated Contingency (-$10,000) to General Services ($10,000) to cover repairs required for the
previous Person Industries building; recognizing donations to EMS ($2,640) to support Safety Explore Camp and to
Fire Administration ($1,000) for the purchase of smoke detectors; allocating additional revenue in the Emergency
Communications Department from the RACE CARS Grant ($400) for program-related services; recognizing additional
revenue in Person Area Transportation System (PATS) Advertising Fees in support of PATS Salary and Wages
($2,600); recognizing donation from the Rotary Club ($125,000) to support the Recreation, Arts, and Parks County
Farm project; accepting North Carolina Department of Veteran's Affairs grant ($18,000) to fund services and training
for Person County veterans and recognizing insurance claims in the Fleet Fund for vehicle loss in the Sheriff's Office
($25,059).
BUDGET ADJUSTMENT DETAIL
22
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
Person County Juvenile Crime Prevention Council (JCPC) Funding Recommendations for FY26
Summary of Information:
Each year, funding is made available through the North Carolina Department of Public Safety/Division
of Juvenile Justice to Person County and its Juvenile Crime Prevention Council (JCPC) to be utilized to
address the needs of youth at-risk for delinquency as well as adjudicated undisciplined and delinquent
youth in Person County. The funding comes in the form of a county allocation. All 100 counties in the
State of North Carolina are allocated funds based on the population of youth in the county between the
ages of 10 and 17.
Annually, the JCPC Board conducts a planning process, which includes an array of legislated tasks: a
review of the community risk factors and the risk levels of youth in the community; an assessment of
the needs of the target populations; a review of the service resources available to address those needs;
the identification of service gaps; and the strategic development of a plan to structure a seamless
continuum of service programming to address the target population needs. As part of the development
of the needed services identified in the continuum, there is a Request for Proposal (RFP) process that is
completed by the JCPC Board. Non-profits and government entities may apply for the opportunity to
provide services per the guidelines of the RFP. The JCPC Board reviews all requests and awards are
made to service providers to address service needs identified by the JCPC Board. The JCPC Board
makes its recommendation of expenditures of the allocation and presents its written annual planning
documents to the Person County Board of County Commissioners for its approval. The JCPC Board
performs this function as an extension of the Board of County Commissioners in its fulfillment of the
legislated duties imposed upon them through general statute.
For FY26, the JCPC Board recommends approval for the following funding:
• Community Service, Interpersonal Skills, Teen Court, and Parenting Class & Family Advocacy
programs provided by Roots and Wings,
• Community connections (intensive wraparound services) program provided by Youth Villages,
and
• JCPC administration.
Additionally, on an on-going basis, the JCPC evaluates the performance of its funded programs by
annually monitoring each program through on-site visits and also monthly through program reporting
at the local monthly JCPC meetings. The JCPC is also charged with the tasks of increasing public
awareness of the causes of delinquency, addressing strategies to intervene and appropriately
responding to and treating the needs of juveniles while at the same time reducing juvenile
23
recidivism. The JCPC stands ready to respond to the changing needs of youth and service
delivery in the community.
Financial Impact:
The county match (20%) for FY26 is $30,044 and is included in the FY26 Budget.
Recommended Action:
Adopt the JCPC funding plan for FY26.
Submitted By:
Dawn Coleman, JCPC Liaison/Staff
24
25
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
Classification and Pay Plan
Summary of Information:
The FY26 Adopted Budget will include a cost-of-living adjustment (COLA) of 3.3% for all
county employees. The Classification and Pay Plan (attached) salary ranges have been
adjusted accordingly.
Financial Impact:
The FY26 Adopted Budget includes funding to implement the 3.3% COLA.
Recommended Action:
Approve the FY26 Classification and Pay Plan.
Submitted By:
Sonya Carver, Human Resources Director
26
27
GRADE POSITION MIN MID MAX FLSA
101 LIBRARY PAGE $27,064 $34,679 $42,295 Non-exempt
102 COMMUNITY HEALTH TECHNICIAN $28,417 $36,413 $44,409 Non-exempt
103 CUSTODIAN $29,838 $38,234 $46,630 Non-exempt
104 ANIMAL CARE TECHNICIAN $31,329 $40,146 $48,961 Non-exempt
104 COMM SOC SERV TECHNICIAN $31,329 $40,146 $48,961 Non-exempt
104 CUSTODIAL TECHNICIAN $31,329 $40,146 $48,961 Non-exempt
104 DIRECT SUPPORT TECHNICIAN $31,329 $40,146 $48,961 Non-exempt
105 PROCESSING ASSISTANT III $32,896 $42,153 $51,409 Non-exempt
106 GROUNDS MAINTENANCE WORKER $34,540 $44,260 $53,979 Non-exempt
106 INCOME MAINTENANCE TECHNICIAN $34,540 $44,260 $53,979 Non-exempt
106 LIBRARIAN ASSOCIATE $34,540 $44,260 $53,979 Non-exempt
106 LIBRARY TECHNICIAN $34,540 $44,260 $53,979 Non-exempt
106 PI FIELD SUPERVISOR $34,540 $44,260 $53,979 Non-exempt
106 TRANSIT SPECIALIST $34,540 $44,260 $53,979 Non-exempt
107 ADMIN SUPPORT SPECIALIST $36,268 $46,473 $56,679 Non-exempt
107 ANIMAL SERVICES PLACEMENT & PROGRAM COORDINATOR $36,268 $46,473 $56,679 Non-exempt
107 BUILDING MAINTENANCE MECHANIC I $36,268 $46,473 $56,679 Non-exempt
107 OFFICE ASSISTANT IV $36,268 $46,473 $56,679 Non-exempt
107 PI ACCOUNTING & ADMIN SUPPORT SPECIALIST $36,268 $46,473 $56,679 Non-exempt
107 PROCESSING ASSISTANT IV $36,268 $46,473 $56,679 Non-exempt
107 TAX CUSTOMER SERVICE REP $36,268 $46,473 $56,679 Non-exempt
107 VETERAN'S SERVICES OFFICER $36,268 $46,473 $56,679 Non-exempt
108 COMMUNITY EMPLOYMENT SPECIALIST $38,081 $48,797 $59,512 Non-exempt
108 DEPUTY REGISTER OF DEEDS $38,081 $48,797 $59,512 Non-exempt
108 HR ASSISTANT $38,081 $48,797 $59,512 Non-exempt
108 INCOME MAINTENANCE CASEWORKER I $38,081 $48,797 $59,512 Non-exempt
108 MED LAB TECHNICIAN I $38,081 $48,797 $59,512 Non-exempt
108 SOCIAL WKR I TRAINEE $38,081 $48,797 $59,512 Non-exempt
109 ACCOUNTING TECH III $39,985 $51,237 $62,489 Non-exempt
109 ACCOUNTS PAYABLE TECHNICIAN $39,985 $51,237 $62,489 Non-exempt
109 ADMIN ASST I $39,985 $51,237 $62,489 Non-exempt
109 APPRAISAL TECHNICIAN $39,985 $51,237 $62,489 Non-exempt
109 CHILD SUPPORT AGENT I $39,985 $51,237 $62,489 Non-exempt
109 FINANCE TECH I $39,985 $51,237 $62,489 Non-exempt
109 FOREIGN LANGUAGE INTERPRETER II $39,985 $51,237 $62,489 Non-exempt
109 PERMITS TECHNICIAN $39,985 $51,237 $62,489 Non-exempt
109 PI PRODUCTION COORDINATOR $39,985 $51,237 $62,489 Non-exempt
109 PLANNING TECHNICIAN $39,985 $51,237 $62,489 Non-exempt
109 PROCESSING ASSISTANT V $39,985 $51,237 $62,489 Non-exempt
109 PROCESSING UNIT SUPERVISOR V $39,985 $51,237 $62,489 Non-exempt
109 SENIOR ADMIN SUPPORT SPEC $39,985 $51,237 $62,489 Non-exempt
109 SENIOR GROUNDS MAINTENANCE WOR $39,985 $51,237 $62,489 Non-exempt
109 SENIOR TAX CUSTOMER SERVICE REP $39,985 $51,237 $62,489 Non-exempt
110 BUILDING MAINTENANCE MECHANIC II $41,985 $53,799 $65,613 Non-exempt
ALL POSITIONS (EXCEPT PUBLIC SAFETY)
28
110 INCOME MAINT INVESTIGATOR I $41,985 $53,799 $65,613 Non-exempt
110 INCOME MAINTENANCE CASEWORKER II $41,985 $53,799 $65,613 Non-exempt
110 LAND RECORDS SPECIALIST $41,985 $53,799 $65,613 Non-exempt
110 LIBRARY OUTREACH COORDINATOR $41,985 $53,799 $65,613 Non-exempt
110 LIBRARY TECH SPECIALIST $41,985 $53,799 $65,613 Non-exempt
110 PERSONAL PROPERTY APPRAISER $41,985 $53,799 $65,613 Non-exempt
110 PRODUCTION MAINTENANCE TECHNICIAN $41,985 $53,799 $65,613 Non-exempt
110 SOCIAL WORKER I $41,985 $53,799 $65,613 Non-exempt
111 ACCOUNTING TECH IV $44,083 $56,489 $68,893 Non-exempt
111 ADMIN ASST II $44,083 $56,489 $68,893 Non-exempt
111 ANIMAL CONTROL OFFICER $44,083 $56,489 $68,893 Non-exempt
111 CHILD SUPPORT AGENT II $44,083 $56,489 $68,893 Non-exempt
111 LEAD PERMIT TECHNICIAN $44,083 $56,489 $68,893 Non-exempt
111 PUBLIC HEALTH ED I $44,083 $56,489 $68,893 Non-exempt
112 CHILD SUPPORT AGENT LEAD $46,288 $59,314 $72,338 Non-exempt
112 CULTURAL ARTS PROG SPECIALIST $46,288 $59,314 $72,338 Non-exempt
112 DEPUTY ELECTIONS DIRECTOR $46,288 $59,314 $72,338 Non-exempt
112 ECOMONIC DEVELOPMENT SPECIALIST $46,288 $59,314 $72,338 Non-exempt
112 FINANCE TECH II $46,288 $59,314 $72,338 Non-exempt
112 INCOME MAINTENANCE CASEWORKER III $46,288 $59,314 $72,338 Non-exempt
112 INCOME MAINTENANCE SUPV I $46,288 $59,314 $72,338 Exempt
112 IT PROCUREMENT & ADMIN OFFICER $46,288 $59,314 $72,338 Non-exempt
112 OUTDOOR REC PRG SPEC $46,288 $59,314 $72,338 Non-exempt
112 PAYROLL TECHNICIAN $46,288 $59,314 $72,338 Non-exempt
112 PI PROGRAM COORDINATOR $46,288 $59,314 $72,338 Non-exempt
112 RECREATION PROGRAM SPECIALIST $46,288 $59,314 $72,338 Non-exempt
112 SENIOR FINANCE TECH $46,288 $59,314 $72,338 Non-exempt
113 ADMINISTRATIVE OFFICER I $48,602 $62,278 $75,955 Non-exempt
113 BUILD CODE ENFORCEMENT OFF I $48,602 $62,278 $75,955 Non-exempt
113 GIS TECHNICIAN $48,602 $62,278 $75,955 Non-exempt
113 LEAD BUILDING MAINTENANCE MECHANIC $48,602 $62,278 $75,955 Non-exempt
113 NUTRITIONIST II $48,602 $62,278 $75,955 Non-exempt
113 PI BUSINESS OFFICER $48,602 $62,278 $75,955 Non-exempt
113 STAFF DEVELOPMENT SPECIALIST I $48,602 $62,278 $75,955 Non-exempt
113 TRANSPORTATION COORDINATOR $48,602 $62,278 $75,955 Non-exempt
114 CHILD SUPPORT SUPERVISOR II $51,032 $65,393 $79,753 Non-exempt
114 COMPUTER SYSTEMS ADMIN I $51,032 $65,393 $79,753 Non-exempt
114 GROUND MAINTENANCE SUPV $51,032 $65,393 $79,753 Non-exempt
114 HR GENERALIST $51,032 $65,393 $79,753 Non-exempt
114 INCOME MAINTENANCE SUPV II $51,032 $65,393 $79,753 Exempt
114 HELP DESK TECHNICIAN $51,032 $65,393 $79,753 Non-exempt
114 LIBRARIAN $51,032 $65,393 $79,753 Exempt
114 PERSONAL PROPERTY APPR SUPERVISOR $51,032 $65,393 $79,753 Non-exempt
114 PI PROGRAM MANAGER $51,032 $65,393 $79,753 Exempt
114 REAL PROPERTY APPRAISER $51,032 $65,393 $79,753 Non-exempt
114 SOCIAL WORKER II $51,032 $65,393 $79,753 Non-exempt
114 SOIL CONSERVATIONIST $51,032 $65,393 $79,753 Non-exempt
29
115 ACCOUNTING SPECIALIST II $53,584 $68,662 $83,740 Non-exempt
115 ANIMAL SERVICES MANAGER $53,584 $68,662 $83,740 Non-exempt
115 BUILDING CODE ENFORCEMENT II $53,584 $68,662 $83,740 Non-exempt
115 BUILDING MAINTENANCE SUPERVISOR $53,584 $68,662 $83,740 Exempt
115 ENVIRONMENTAL HEALTH SPEC $53,584 $68,662 $83,740 Non-exempt
115 HR LEAD GENERALIST $53,584 $68,662 $83,740 Non-exempt
115 IT USER SUPPORT SPEC $53,584 $68,662 $83,740 Non-exempt
115 NUTRITIONIST III $53,584 $68,662 $83,740 Exempt
115 PARK SUPERVISOR $53,584 $68,662 $83,740 Exempt
115 PARKS MAINTENANCE SUPERVISOR $53,584 $68,662 $83,740 Non-exempt
115 PI PRODUCTION MANAGER $53,584 $68,662 $83,740 Non-exempt
115 PLANNER $53,584 $68,662 $83,740 Exempt
116 ASST LIBRARY DIR/PROG SVCS LIB $56,263 $72,095 $87,927 Exempt
116 EMERGENCY MGT PLANNER I $56,263 $72,095 $87,927 Non-exempt
116 EXISTING INDUSTRY SPECIALIST $56,263 $72,095 $87,927 Non-exempt
116 INCOME MAINTENANCE SUPV III $56,263 $72,095 $87,927 Exempt
116 IT ADVANCED USER SUPPORT SPECIALIST $56,263 $72,095 $87,927 Non-exempt
116 PI LEAD PROGRAM MANAGER $56,263 $72,095 $87,927 Exempt
116 SOCIAL WORKER III $56,263 $72,095 $87,927 Non-exempt
116 TAX COLLECTIONS SUPERVISOR $56,263 $72,095 $87,927 Non-exempt
117 ACCOUNTING SUPERVISOR $59,076 $75,700 $92,324 Exempt
117 CLERK TO THE BOARD/EXEC ASST $59,076 $75,700 $92,324 Non-exempt
117 ENVIRON HEALTH PROG SPEC $59,076 $75,700 $92,324 Non-exempt
117 GIS ANALYST $59,076 $75,700 $92,324 Non-exempt
117 SENIOR CODE ENFORCEMENT OFFICER $59,076 $75,700 $92,324 Non-exempt
117 SOCIAL WORK SUPV II $59,076 $75,700 $92,324 Exempt
117 SOCIAL WORKER-IAT $59,076 $75,700 $92,324 Non-exempt
117 SOIL & WATER DIRECTOR $59,076 $75,700 $92,324 Exempt
118 ANIMAL SERVICES DIRECTOR $62,030 $79,485 $96,940 Exempt
118 ASSISTANT PERSON INDUSTRIES DIRECTOR $62,030 $79,485 $96,940 Exempt
118 HUMAN SERVICES EVAL II $62,030 $79,485 $96,940 Non-exempt
118 IT USER SUPPORT MANAGER $62,030 $79,485 $96,940 Non-exempt
118 PH QUALITY ASSUR SPECIALIST II $62,030 $79,485 $96,940 Non-exempt
118 PUBLIC HEALTH NURSE II $62,030 $79,485 $96,940 Non-exempt
119 ASSISTANT RECREATION, ARTS & PARKS DIRECTOR $65,132 $83,459 $101,787 Exempt
119 BUSINESS OFFICER I $65,132 $83,459 $101,787 Exempt
119 INCOME MAINT ADMINISTRATOR I $65,132 $83,459 $101,787 Exempt
119 PROPERTY APPRAISAL MANAGER $65,132 $83,459 $101,787 Non-exempt
119 PUBLIC HEALTH NURSE III $65,132 $83,459 $101,787 Non-exempt
120 NETWORK ADMINISTRATOR $68,100 $87,632 $106,876 Exempt
120 SOCIAL WORK SUPV III $68,100 $87,632 $106,876 Exempt
120 IT SYSTEM ADMINISTRATOR $68,100 $87,632 $106,876 Exempt
121 ELECTIONS DIRECTOR $71,808 $92,014 $112,221 Exempt
121 ENVIRONMETAL HEALTH SUPV II $71,808 $92,014 $112,221 Exempt
121 PUBLIC INFORMATION OFFICER $71,808 $92,014 $112,221 Exempt
121 REGISTER OF DEEDS $71,808 $92,014 $112,221 Exempt
121 SOCIAL WORK PROGRAM MANAGER $71,808 $92,014 $112,221 Exempt
30
122 HUMAN RESOURCES ASSISTANT DIRECTOR $75,398 $96,614 $117,832 Exempt
122 CHIEF INFORMATION SECURITY OFFICER $75,398 $96,614 $117,832 Exempt
122 PUBLIC HEALTH SUPV II $75,398 $96,614 $117,832 Exempt
123 ASSISTANT CHIEF FINANCIAL OFFICER $79,168 $101,446 $123,723 Exempt
123 ASSISTANT CHIEF INFORMATION OFFICER $79,168 $101,446 $123,723 Exempt
123 GIS DIRECTOR $79,168 $101,446 $123,723 Exempt
123 LIBRARY DIRECTOR $79,168 $101,446 $123,723 Exempt
123 TRANSPORTATION DIRECTOR $79,168 $101,446 $123,723 Exempt
124 INSPECTIONS DIRECTOR $83,126 $106,518 $129,909 Exempt
124 RECREATION, ARTS & PARKS DIRECTOR $83,126 $106,518 $129,909 Exempt
125 SOCIAL SERVICES DEPUTY DIRECTOR $87,283 $111,843 $136,405 Exempt
125 ECONOMIC DEVELOPMENT DIRECTOR $87,283 $111,843 $136,405 Exempt
125 PI DIRECTOR $87,283 $111,843 $136,405 Exempt
127 GENERAL SERVICES DIRECTOR $96,229 $123,308 $150,386 Exempt
127 HUMAN RESOURCES DIRECTOR $96,229 $123,308 $150,386 Exempt
127 PLANNING DIRECTOR $96,229 $123,308 $150,386 Exempt
127 TAX ADMINISTRATOR $96,229 $123,308 $150,386 Exempt
128 CHIEF FINANCIAL OFFICER $97,813 $125,336 $152,861 Exempt
128 CHIEF INFORMATION OFFICER $97,813 $125,336 $152,861 Exempt
128 PUBLIC HEALTH DIRECTOR $97,813 $125,336 $152,861 Exempt
128 SOCIAL SERVICES DIRECTOR $101,040 $129,473 $157,906 Exempt
130 ASSISTANT COUNTY MANAGER $111,396 $142,744 $174,091 Exempt
134 COUNTY MANAGER $135,403 $173,506 $211,608 Exempt
31
GRADE POSITION MIN MID MAX FLSA
108 TELECOMMUNICATOR $38,081 $48,797 $59,512 Non-exempt
109 SENIOR ADMINISTRATIVE SUPPORT SPECIALIST $39,985 $51,237 $62,489 Non-exempt
110 SHERIFF SR ADMINISTRATIVE SUPPT SPEC/EVIDENCE CUSTODIAN $41,985 $53,799 $65,613 Non-exempt
111 COMMUNICATIONS DIVISION TELECOMMUNICATOR EMD $44,083 $56,489 $68,893 Non-exempt
111 DETENTION OFFICER $44,083 $56,489 $68,893 Non-exempt
111 EMS EMT $44,083 $56,489 $68,893 Non-exempt
111 SHERIFF TELECOMMUNICATOR SUPERVISOR $44,083 $56,489 $68,893 Non-exempt
112 COMMUNICATIONS DIVISION LIEUTENANT $46,288 $59,314 $72,338 Non-exempt
112 DETENTION OFFICER / DEPUTY SHERIFF TRAINEE $46,288 $59,314 $72,338 Non-exempt
112 DETENTION OFFICER SR (CORPORAL)$46,288 $59,314 $72,338 Non-exempt
112 EMS ADVANCED EMT $46,288 $59,314 $72,338 Non-exempt
113 DEPUTY SHERIFF $48,602 $62,278 $75,955 Non-exempt
113 EMERGENCY SERVICES OFFICE MANAGER $48,602 $62,278 $75,955 Non-exempt
113 SHERIFF EXECUTIVE ASSISTANT $48,602 $62,278 $75,955 Non-exempt
114 DEPUTY SHERIFF (CORPORAL) PATROL $51,032 $65,393 $79,753 Non-exempt
114 DETENTION SHIFT SUP (SERGEANT)$51,032 $65,393 $79,753 Non-exempt
114 EMS PARAMEDIC $51,032 $65,393 $79,753 Non-exempt
115 COMMUNICATIONS DIVISION CAPTAIN $53,584 $68,662 $83,740 Non-exempt
115 COMMUNICATIONS DIVISION PERFORMANCE IMPROVEMENT CAPTAIN $53,584 $68,662 $83,740 Non-exempt
115 DEPUTY SHERIFF SPECIAL ASSIGNMENT $53,584 $68,662 $83,740 Non-exempt
115 DEPUTY SHERIFF SRO $53,584 $68,662 $83,740 Non-exempt
115 EMS SENIOR PARAMEDIC / FIELD TRAINING EVALUATOR $53,584 $68,662 $83,740 Non-exempt
116 COMMUNICATIONS DIVISION MAJOR $56,263 $72,095 $87,927 Non-exempt
116 DEPUTY SHERIFF SERGEANT $56,263 $72,095 $87,927 Non-exempt
116 DETENTION ADMINISTRATIVE OFFICER LIEUTENANT $56,263 $72,095 $87,927 Non-exempt
116 DETENTION LIEUTENANT $56,263 $72,095 $87,927 Non-exempt
116 EMS ADVANCED PRACTITIONER - MIH $56,263 $72,095 $87,927 Non-exempt
116 EMS FIELD TRAINING OFFICER / LIEUTENANT $56,263 $72,095 $87,927 Non-exempt
117 DEPUTY FIRE MARSHAL (CAPTAIN)$59,076 $75,700 $92,324 Non-exempt
117 DEPUTY SHERIFF LIEUTENANT $59,076 $75,700 $92,324 Non-exempt
117 DEPUTY SHERIFF LIEUTENANT PATROL TECHNOLOGY $59,076 $75,700 $92,324 Non-exempt
117 EMS EDUCATION COORDINATOR / CAPTAIN $59,076 $75,700 $92,324 Non-exempt
117 EMS FIELD MEDICAL OFFICER / CAPTAIN $59,076 $75,700 $92,324 Non-exempt
117 EMS LOGISTICS COORDINATOR / CAPTAIN $59,076 $75,700 $92,324 Non-exempt
119 DEPUTY SHERIFF CAPTAIN $63,051 $80,793 $98,535 Non-exempt
119 DETENTION CAPTAIN $65,132 $83,459 $101,787 Non-exempt
119 DIVISION CHIEF OF EMERGENCY TELECOMMUNICATIONS $65,132 $83,459 $101,787 Exempt
119 DIVISON CHIEF OF COMMUNITY RISK REDUCTION/FIRE MARSHAL $65,132 $83,459 $101,787 Exempt
121 CHIEF COMMANDER (MAJOR)$71,808 $92,014 $112,221 Exempt
121 EMS DIVISION CHIEF $71,808 $92,014 $112,221 Exempt
123 CHIEF DEPUTY $79,168 $101,446 $123,723 Exempt
128 EMERGENCY SERVICES DIRECTOR $101,040 $129,473 $157,906 Exempt
128 SHERIFF $101,040 $129,473 $157,906 Exempt
PUBLIC SAFETY POSITIONS
32
PAY CODE RECREATION, ARTS & PARKS RATE PERSON INDUSTRIES RATE
863 ADULT BASKETBALL SCORE/GATE $9.54 PI VAN DRIVER $11.46
864 ADULT BASKETBALL SUPERVISOR $11.92 PI TRUCK DRIVER $13.18
875 ADULT KICKBALL SCORE/GATE $9.54 PI ADMIN/CONSULTANT $23.37
876 ADULT KICKBALL SUPERVISOR $11.92 ELECTIONS ADMIN SUPPORT $13.69
871 ADULT SOCCER SCORE/GATE $9.54 ELECTIONS 1 STOP $13.69
872 ADULT SOCCER SUPERVISOR $11.92 PI MACHINE OPERATOR $12.60
848 ART INSTRUCTOR $17.88 SOIL & WATER
893 ATHLETIC ADMIN $11.92
854 AUDITORIUM SUPERVISOR $11.92
869 BASEBALL SCORE/GATE $9.54
870 BASEBALL SUPERVISOR $11.92
847 CAMP COUNSELOR $17.88
851 KCA HOUSE/ GALLERY MGR $9.54
886 KIRBY EDUCATOR $11.92
826 KIRBY MAINTENANCE LEAD $20.51
887 KIRBY WEB DESIGNER/ADMIN $11.92
849 LIGHT /SOUND TECH $17.88
884 MAYO LEAD MAINTENANCE WORKER $20.51
820 MAYO PARK ADMIN $11.92
823 MAYO PROGRAMS/OFFICE $9.54
888 MAYO WEB DESIGNER $11.92
835 PARK MAINTENANCE $17.72
878 PARK MAINTENANCE KIRBY $17.72
879 PARK MAINTENANCE MAYO $17.72
880 PARK MAINTENANCE SPORTSPLEX $17.72
833 PARKS & REC BUS DRIVER $11.92
883 REC LEAD MAINTENANCE WORK $20.51
889 RECREATION WEB DESIGNER $11.92
877 SCHOOL CAMP COUNSELOR $11.92
890 SPORT PLEX WEB DESIGNER $11.92
881 SPORTSPLEX ADMIN $11.92
882 SPORTSPLEX BASEBALL SUPERVISOR $11.92
885 SPORTSPLEX LEAD MAINTENANCE $20.51
850 SPOT LIGHT TECH $11.92
824 SR RECREATION CLASS INSTRUCTOR $23.84
822 SUMMER DAY CAMP COUNSELOR $9.54
834 TOURNAMENT SUPERVISOR $11.92
867 WOM/MEN VOLLEYBALL SCORE/GATE $9.54
868 WOM/MEN VOLLEYBALL SUPERVISOR $11.92
861 YOUTH BASKETBALL SCORE/GATE $9.54
862 YOUTH BASKETBALL SUPERVISOR $11.92
859 YOUTH FOOTBALL SCORE/GATE $9.54
860 YOUTH FOOTBALL SUPERVISOR $11.92
873 YOUTH KICKBALL SCORE/GATE $9.54
874 YOUTH KICKBALL SUPERVISOR $11.92
857 YOUTH SOCCER SCOREKEEPER/GATE $9.54
858 YOUTH SOCCER SUPERVISOR $11.92
865 YOUTH VOLLEYBALL SCORE/GATE $9.54
866 YOUTH VOLLEYBALL SUPERVISOR $11.92
PART-TIME POSITIONS
PT ENVIRONMENTAL EDUCATION
& SUPP COORD 20.51
33
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
FY26 and FY27 Volunteer Fire Departments and Rescue Squad Contracts
Summary of Information:
The Department of Emergency Services requests approval of the contracts for the Volunteer
Fire Departments operating in Person County (as designated below) and Person County
Rescue Squad for FY26. Fire and rescue contracts between Person County and each individual
department were implemented in June 2018 with a provision for automatic extensions,
including an increase in payment of 2%, every odd year, beginning July 1, 2019.
There are no significant changes in the contracts from 2023. The FY26 Adopted Budget
(pending approval) includes funding in the following amounts:
Department Amount
Allensville $ 111,933
Ceffo 229,296
Hurdle Mills 181,910
Leasburg 10,404
Moriah 182,459
Rescue 96,789
Semora 82,425
Timberlake 189,036
Triple Springs 176,256
Financial Impact:
Funding for the contracts totaling $1,260,508 is included in the FY26 Adopted Budget
(pending approval).
Recommended Action:
Approve FY26-FY27 VFD and Rescue Squad contracts (attached).
Submitted By:
Thomas E. Schwalenberg, Emergency Services Director
34
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Allensville Volunteer Fire Department, a nonprofit corporation organized
under the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $111,933.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term of this
agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
35
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
36
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
37
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
38
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
39
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Allensville Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
40
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Ceffo Volunteer Fire Department, a nonprofit corporation organized under
the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $229,296.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term of this
agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
41
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
42
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
43
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
44
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
45
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Ceffo Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
46
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Hurdle Mills Volunteer Fire Department, a nonprofit corporation organized
under the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $181,910.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term of this
agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
47
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
48
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
49
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
50
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
51
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Hurdle Mills Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
52
Fire Services Agreement Between Person County and the
Leasburg Volunteer Fire Department
This agreement, made and entered into this 1st day of July, 2025 by and between
Person County, North Carolina, a political subdivision of the State of North Carolina,
hereinafter called “County” and the Leasburg Volunteer Fire Department, a nonprofit
corporation organized under the laws of the State of North Carolina, hereinafter called
“Department.”
Witnessed:
WHEREAS, Department has agreed to provide automatic aid coverage for
structure fires to Person County in the following districts; Hurdle Mills Fire District, Ceffo
Fire District, and the City of Roxboro Fire District outlined by the automatic aid map
drawn up for the benefit of the citizens of Person County; and
WHEREAS, N.C. General Statutes §153A-11, §153A-13, and §153A-233
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $10,404.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term
of this agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and
will provide for automatic extensions every two (2) years with an increase in payment of
2% every odd year beginning 1st day of July, 2027 of their annual budgeted amount
awarded by the Board of Commissioners, subject to the continued legal existence of the
Fire Districts and the VFD’s, the agreements and requirements and the termination
provisions herein; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto,
and based upon the mutual covenants contained herein and the considerations stated
herein, the parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS
A. Purpose of Agreement: County shall provide funds to Department for the
provision of continuing fire protection as follows:
1. Department agrees to furnish and provide continuing fire protection service to
all citizens of the automatic aid areas and all real and personal property lying
within the boundaries of the service areas.
Page 1 of 6
53
2. Department agrees to send, upon call of any person within the automatic aid
area, the available equipment necessary to answer the call and the available
personnel to operate such equipment in the judgment of the Chief of the
Department of their designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue
Division.
4. Department agrees to maintain a level of personnel and have these
personnel trained as required by the North Carolina Department of Insurance,
Fire and Rescue Division.
5. Department shall be in complete operational control of its fire vehicles and
fire program including full control over volunteers, assistants, and employees.
6. County shall operate a communications system at the current levels to alert
the departments and other agencies of emergencies which occur in the
County. The County Central Dispatch shall be responsible for the dispatch of
fire and rescue departments within the primary and mutual aid areas of
coverage, Department will communicate with County Central Dispatch and
other departments on the countywide approved frequency and tactical
channels.
B. Description of Department’s Service Area. Department’s service area is
defined in Exhibit A, attached hereto on page 6 and incorporated herein by
reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party
shall have the right to terminate by giving the other party sixty (60) days written
notice of termination. In the event of termination, Department agrees to refund
to County all monies received by Department under the terms of this agreement
which Department retains as of the effective date of termination. If Department
fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach.
Upon receipt of such notification of breach, Department shall have thirty (30)
days within which to correct such breach, during which period County will take
no further action. If such breech is not corrected within such time, County may
then take such corrective action as is necessary under North Carolina law,
including withholding or reduction of funds committed, but not yet paid by
County, recovery of funds previously paid by County to Department, but not
used by Department, and /or immediate termination of this agreement.
Page 2 of 6
54
III. DEPARTMENT REPORTING REQUIREMENTS. Reports in this section shall
be provided to the County prior to the disbursement of any funds by the County
to the Department unless otherwise noted.
A. Certificate of Insurance. Department shall furnish the County a certificate of
insurance annually and will further insure that the county receive notice in the
event said policy or policies are to be cancelled.
B. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
C. Funds Disbursement. Annual funding will be disbursed once the signed
contract is received and all requirements of Section III of this document are
satisfied.
IV. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or
applicant for employment or membership because of race, religion, color, sex,
age, disability, or national origin. Department agrees to take affirmative action to
ensure that applicants are employed, and that employees are treated during
employment, without regard to their, race, religion, color, sex, age, disability, or
national origin.
Page 3 of 6
55
In witness whereof, the parties have hereunto set their hands and seals, by
authority duly given, on the day and year first above written.
PERSON COUNTY
______________________________________________
Kyle Puryear, Chairman Board of County Commissioners
_______________________________________________
Attest: Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government
Budget and Fiscal Control Act.
_______________________________________________
Tracy Clayton, Finance Officer Date
Approved as to legal form:
_______________________________________________
Person County Attorney Date
Page 4 of 6
56
Leasburg Volunteer Fire Department
Attest: ______________________________________________
President/Board of Directors Date
______________________________________________
Secretary Date
Page 5 of 6
57
Page 6 of 6
58
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Moriah Volunteer Fire Department, a nonprofit corporation organized under
the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $182,459.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term of this
agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
59
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
60
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
61
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
62
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
63
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Moriah Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
64
Page 1 of 6
State of North Carolina
Person County
Rescue Services Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Roxboro-Person County Rescue Squad, a nonprofit corporation organized
under the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing rescue services to Person
County, and other areas on the basis of mutual aid contracts with other county fire and/or
rescue departments for the benefit of the citizens of Person County; and
WHEREAS, G.S. 153A-11, 153A-13, and 153A-233 authorize County to provide
Department with financial support for the above-described services; and will compensate
Department in the amount of $96,789.00 as determined annually during County’s budgeting
process; the amount to be paid when all required documentation has been received and
concluded to be in good standing during the term of this agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Rescue Squad and the
agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish rescue services during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within Person County; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing rescue protection as follows:
1. Department agrees to furnish and provide continuing rescue protection service to all
citizens and all real and personal property lying within the boundaries of Person
County.
65
Page 2 of 6
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina NC OEMS.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its rescue vehicles and
rescue program including full control over volunteers, assistants and employees.
6. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. The
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, Department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency and tactical channels.
7. Department will actively solicit and advertise for operating as well as capital funds.
8. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
9. Department shall maintain certification by the NC OEMS.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for rescue
services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
Section I B (1) County Volunteer Fire Departments and Rescue Squad:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of rescue activities throughout the County during disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Assists in search and rescue operations during emergency/disaster situations.
6. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
66
Page 3 of 6
7. Assists with debris removal.
8. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined as all
areas within Person County.
D. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination.
In the event of termination, Department agrees to refund to County all monies received
by Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section shall be
provided to the County prior to the disbursement of any funds by the County to the
Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
67
Page 4 of 6
complete roster of state certified members of the department to include contact
numbers for the Chief and Assistant Chief(s), and shall update the list throughout the
year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out activities of
any kind funded with monies made available under the provisions of this agreement, it shall
comply with all local, state, and federal laws, standards and regulations.
A. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
B. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents & employees.
68
Page 5 of 6
C. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
D. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
E. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
F. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
69
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Official seal
Attest:
Person County
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act
Approved as to legal form:
________________________________________________
Person County Attorney Date
Roxboro-Person County Rescue Squad
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
70
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Semora Volunteer Fire Department, a nonprofit corporation organized under
the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $82,425.00 as determined annually
during County’s budgeting process; the amount to be paid when all required documentation
has been received and concluded to be in good standing during the term of this agreement as
outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
71
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
72
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
73
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
74
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
75
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Semora Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
76
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Timberlake Volunteer Fire Department, a nonprofit corporation organized
under the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $189,036.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term of this
agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
77
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
78
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
79
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
80
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
81
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Timberlake Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
82
Page 1 of 6
State of North Carolina
Person County
Fire Protection Contract
This agreement, made and entered into this 1st day of July, 2025, by and between Person
County, North Carolina, a political subdivision of the State of North Carolina, hereinafter called
“County” and the Triple Springs Volunteer Fire Department, a nonprofit corporation organized
under the laws of the State of North Carolina, hereinafter called “Department.”
Witnessed:
WHEREAS, Department has agreed to provide continuing fire and rescue protection
service within its primary area of coverage, and other areas on the basis of mutual aid contracts
with other county fire and/or rescue departments for the benefit of the citizens of Person
County; and
WHEREAS, North Carolina General Statutes §153A-11, §153A-13, and §153A-233,
authorize County to provide Department with financial support for the above-described
services; and will compensate Department in the amount of $176,256.00 as determined
annually during County’s budgeting process; the amount to be paid when all required
documentation has been received and concluded to be in good standing during the term of this
agreement as outlined herein; and
WHEREAS, this agreement shall become effective the 1st day of July, 2025, and will
provide for automatic extensions every two (2) years with an increase in payment of 2% every
odd year beginning 1st day of July, 2027 of their annual budgeted amount awarded by the
Board of Commissioners, subject to the continued legal existence of the Fire District and the
VFD, the agreements and requirements and the termination provisions herein; and
WHEREAS, County desires that the Department furnish fire protection during times of
emergencies/disasters providing services as outlined below and in Section II C (9) of the current
version of the Person County Emergency Operations Plan and provide other lifesaving and
property protection measures as necessary for and within the District; and
NOW THEREFORE, in consideration of the mutual benefits to the parties hereto, and
based upon the mutual covenants contained herein and the considerations stated herein, the
parties do hereby covenant and agree as follows:
I. PURPOSE OF AGREEMENT AND DEPARTMENT IN USE OF FUNDS.
A. Purpose of Agreement: County shall provide funds to Department for the provision of
continuing fire and rescue protection as follows:
83
Page 2 of 6
1. Department agrees to furnish and provide continuing fire and rescue protection
service to all citizens of its service area and all real and personal property lying
within the boundaries of the service areas.
2. Department agrees to send, upon call of any person within the service area, the
available equipment necessary to answer the call and the available personnel to
operate such equipment in the judgment of the Chief of the Department or his
designee.
3. Department agrees to maintain its equipment in accordance to the standards
prescribed by the North Carolina Department of Insurance, Fire and Rescue Division.
4. Department agrees to maintain a level of personnel and have these personnel
trained as required by the North Carolina Department of Insurance, Fire and Rescue
Division.
5. Department shall be in complete operational control of its fire and rescue vehicles
and fire and rescue program including full control over volunteers, assistants and
employees.
6. Department shall provide emergency medical care as outlined in the Person County
First Responder Guidelines as a part of the Person County EMS System plan.
7. County shall operate a communications system at current levels to alert the
departments and other agencies of emergencies which occur in the County. Person
County Central Dispatch shall be responsible for the dispatch of fire and rescue
departments within the primary and mutual aid areas of coverage, department will
communicate with County Central Dispatch and other departments on the
countywide approved frequency by the operational or tactical channels.
8. Department will actively solicit and advertise for operating as well as capital funds.
9. Department complies with all financial and reporting requirements as outlined in
Section III of this Contract.
10. Department shall maintain certification by the North Carolina Office of State Fire
Marshal as defined in North Carolina General Statutes Chapter 58.
B. Reimbursement for Services during Emergencies/Disasters. Reimbursement for Fire
Department services provided in this section only applies when the state and/or federal
governments issue a declaration of disaster for the affected areas of Person County, and
only those services deemed reimbursable under the disaster declaration are eligible per
rates as determined by the state and federal governmental agencies issuing the disaster
declaration.
These additional duties listed below may become eligible for reimbursement if and
when the state and/or federal government have a declaration of disaster, depending on
what terms and services they allow reimbursement:
84
Page 3 of 6
Section I B (1) County Volunteer Fire Departments:
1. Assists law enforcement and County Emergency Management with warning and
notifying the affected population of an existing or impending emergency.
2. Plans for coordination of firefighting activities throughout the County during
disasters.
3. Supports rescue operations.
4. Provides support personnel to assist in traffic control.
5. Provides direction and control during hazardous materials incidents.
6. Provides fire protection for shelters.
7. Assists in search and rescue operations during emergency/disaster situations.
8. Identifies equipment and manpower limitations, and develops mutual aid
agreements for the procurement of needed resources during emergency and
disaster events.
9. Assists with debris removal.
10. Department agrees to be a Point of Distribution (POD) site for the County during
emergencies/disasters, upon the call of the County Manager and/or Emergency
Management Coordinator to the Chief. Consideration will be given if the POD site is
affected by the disaster or emergency.
C. Description of Department’s Service Area. Department’s service area is defined in
Exhibit A, attached hereto and incorporated herein by reference.
II. TERMINATION OF AGREEMENT; BREACH OF AGREEMENT. Each party shall have the
right to terminate by giving the other party one (1) year written notice of termination. In
the event of termination, Department agrees to refund to County all monies received by
Department under the terms of this agreement which Department retains as of the
effective date of termination. In addition, Department shall provide County with a
financial accounting, as required by County, for all funds received by Department and
on-hand up to the date of termination.
If Department fails to conform to any one of these terms or conditions contained in this
agreement, County shall thereupon notify Department in writing of such breach. Upon
receipt of such notification of breach, Department shall have thirty (30) days within
which to correct such breach, during which period County will take no further action. If
such breach is not corrected within such time, County may then take such corrective
action as is necessary under North Carolina law, including withholding or reduction of
funds committed, but not yet paid by County, recovery of funds previously paid by
County to Department, but not used by Department, and/or immediate termination of
this agreement.
85
Page 4 of 6
III. DEPARTMENT FINANCIAL AND REPORTING REQUIREMENTS. Reports in this section
shall be provided to the County prior to the disbursement of any funds by the County to
the Department unless otherwise noted.
A. Financial Review. Within ninety (90) days after June 30 of each year, Department shall
provide County with an annual financial review (receipts and expenditures) and
accompanying supporting information for the preceding fiscal year that covers July 1
through June 30. The accounting shall be provided by a third-party licensed accounting
firm or CPA approved by Department’s Board of Directors. The document shall be signed
by an official authorized by the board and show the use of funds spent and the amount
and location of the remaining balance.
B. Certificate of Insurance. Department shall furnish the County a certificate of insurance
annually and will further insure that the county receives notice in the event said policy
or policies are to be cancelled.
C. Member Roster. Department shall provide annually to the County a current and
complete roster of state certified firefighter members of the department to include
contact numbers for the Chief and Assistant Chief(s), and shall update the list
throughout the year as changes occur.
D. Blanket Bonds. Department shall secure and maintain a blanket bond on all persons
who have access to or authority to disburse funds belonging to the Department. Such
blanket bond shall be in the amount of not less than the revenues to be distributed by
the County to the Department as approved by the County for the upcoming year. Proof
of such bonding shall be provided to the County prior to disbursement of any funds by
the County to the Department once this requirement becomes effective.
E. Financial Records and Retention. Department shall establish fiscal control and
accounting procedures in accordance with generally accepted accounting principles. The
Department shall keep all records on site for a minimum period of five (5) years. All
State and county required reports and rosters shall be submitted by the requested
deadlines.
F. County Access to Financial Records. Department shall allow the County Manager or
his/her designee to inspect the financial books and records of the Department at
reasonable times during regular business hours of the County. The Department agrees,
upon request, to supply such financial books, records and information or verification as
may be reasonably requested by the County. The Department shall maintain a written
accounting system which provides adequate documentation of all of its receipts and
disbursements including, but not limited to, those related to the expenditure of funds
received pursuant to this agreement.
86
Page 5 of 6
G. Funds Disbursement. Annual funding will be disbursed once the signed contract is
received and all requirements of Section III of this document are satisfied.
IV. COMPLIANCE WITH APPLICABLE LAWS. Department agrees that in carrying out
activities of any kind funded with monies made available under the provisions of this
agreement, it shall comply with all local, state, and federal laws, standards and
regulations.
V. INDEPENDENT CONTRACTOR. Department understands and agrees that in entering into
this agreement and providing services, it is acting as an independent contractor; neither
Department, nor its employees, members or personnel shall be deemed or construed to
be employees of Person County. Department shall maintain workers’ compensation
insurance of such accident and other insurance as it deems appropriate for the
protection of its employees, members, or personnel and shall maintain insurance
coverage at all times.
VI. INDEMNITY AGREEMENT. Department shall indemnify and save harmless County from
any and all liability and expenses including attorney’s fees, court costs and other costs
incurred by County caused by the negligence of the Department, its agents and
employees.
VII. ASSIGNMENT OF THIS AGREEMENT. The parties agree that this agreement is not
transferable or assignable by either party without the written consent of the other party
to this agreement.
VIII. NON-WAIVER OF RIGHTS. It is agreed that County’s failure to insist upon the strict
performance of any provision of this agreement or to exercise any right based upon a
breach thereof, or the acceptance of any performance during such breach, shall not
constitute a waiver of any rights under this agreement.
IX. ENTIRE AGREEMENT. This agreement constitutes the entire understanding of the
parties and contains all of the terms agreed upon with respect to the subject matter
hereof. No modification or rescission of this agreement shall be effective unless
evidenced by a writing signed by both parties to this agreement.
X. EQUAL OPPORTUNITY. In connection with the performance of this agreement,
Department agrees not to discriminate against any employee, member or applicant for
employment or membership because of race, religion, color, sex, age, disability or
national origin. Department agrees to take affirmative action to ensure that applicants
are employed, and that employees are treated during employment, without regard to
their race, religion, color, sex, age, disability or national origin.
87
Page 6 of 6
In witness whereof, the parties have hereunto set their hands and seals, by authority
duly given, on the day and year first above written.
Attest:
PERSON COUNTY
Kyle Puryear, Chairman Board of County Commissioners
Michele Solomon, NCCCC, Clerk to the Board
This Instrument has been pre-audited in the manner required by the Local Government Budget
and Fiscal Control Act.
Approved as to legal form:
________________________________________________
Person County Attorney Date
Triple Springs Volunteer Fire Department
President Date
Attest:
Secretary Date
Tracy Clayton, Finance Officer
88
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
Person County Business and Industrial Center (PCBIC) FY26 Funding Agreement
Summary of Information:
Person County Business and Industrial Center, Inc. (PCBIC), a nonprofit economic
development corporation, promotes the growth and expansion of new and existing business
and industry in Person County and works in close cooperation with other entities engaged in
similar efforts. The business and property of the Corporation is managed and controlled by a
Board of Directors.
PCBIC received county funding totaling $82,800 over two fiscal years (FY24 and FY25) to
support its operations. For FY26, PCBIC requested $50,000 in funding for operational
expenses, and the Board of Commissioners included this amount in its Adjustments from
Recommended to Adopted Budget to be funded from the Economic Catalyst Fund.
Financial Impact:
$50,000 is budgeted in the FY26 Adopted Budget (pending adoption) in the Economic
Catalyst Fund.
Recommended Action:
Approve the FY26 PCBIC Funding Agreement.
Submitted By:
Katherine M. Cathey, County Manager
89
NORTH CAROLINA
PERSON COUNTY
PERSON COUNTY BUSINESS AND INDUSTRIAL CENTER (PCBIC)
FUNDING AGREEMENT
This Agreement is made and entered into this _____ day of __________, 2025, by and between
Person County, North Carolina, a political subdivision of the State of North Carolina, hereinafter
called “County,” and Person County Business and Industrial Center, a North Carolina nonprofit
corporation, hereinafter called “PCBIC.”
WHEREAS, PCBIC submitted a budget request to the Person County Board of Commissioners
on Feb. 13, 2025 and requested a FY26 special appropriation to support operational expenses
incurred as a result of PCBIC’s support of economic development projects; and
WHEREAS, PCBIC is a 501(c)(3), non-profit economic development organization that was
formed to promote the growth and expansion of new and existing business and industry in
Person County and works in close cooperation with other entities engaged in similar efforts; and
WHEREAS, PCBIC requested a total of $50,000 in funding for FY26 for operational expenses;
and
WHEREAS, the Board of Commissioners approved a special appropriation of $50,000 in the
FY26 Budget;
NOW, THEREFORE, the County agrees to provide a special appropriation of $50,000 to PCBIC
from FY26 budgeted funds, subject to the following provisions:
1. PURPOSE. The funds may be used only to support expenses associated with economic
development projects, pursuant to the attached Appendix 1, that have been or will be paid
by PCBIC during the county’s current fiscal year (ending June 30, 2026).
2. REPORTING. PCBIC shall send a concise written report to the Person County Manager
not later than August 15, 2026, detailing the use of county funds.
3. TERM AND TERMINATION OF AGREEMENT, POTENTIAL RETURN OF FUNDS.
This Agreement is effective immediately upon execution, and will terminate on June 30,
2026, unless terminated sooner by mutual agreement in writing. If the funding is used for
purposes not contained in the Paragraph 1 above, PCBIC agrees to repay promptly the
provided funding to the County in full.
4. INSURANCE AND INDEMNITY. PCBIC will maintain adequate liability, workers
compensation and property insurance, and will provide certificates of insurance to the
90
2
County if requested. PCBIC agrees that it is acting as an independent contractor under
this Agreement, and that its members, employees and contractors are not County
employees. PCBIC agrees that the County has no ownership interest in or operational
responsibility for PCBIC. PCBIC will indemnify and hold harmless the County from any
and all liabilities and costs arising out of the acts or omissions or negligence of PCBIC to
the extent, and only to the extent, of the one-time appropriation identified above.
5. INSPECTION OF FINANCIAL RECORDS. PCBIC will provide a detailed report about
expenditure of the funds or allow access to its financial records if requested by the
County.
6. COMPLIANCE WITH LAWS. PCBIC agrees to comply with all applicable state and
federal laws in its operations and to cooperate in a professional and productive manner
with the partner agencies listed above.
7. NO ASSIGNMENT. PCBIC agrees that this Agreement is not transferable or assignable,
and that the appropriated funds may not be transferred to other entities, except in
payment for expected expenses, without written consent of the County.
8. APPLICABLE LAW AND FORUM. This Agreement shall be construed under North
Carolina law, and any action to enforce its provisions shall be filed in Person County in
the General Court of Justice of North Carolina.
9. ENTIRE AGREEMENT. The Agreement constitutes the entire understanding of the
parties. Any modification, amendment or rescission of this Agreement must be in writing
signed by both parties.
PERSON COUNTY:
_____________________________________
Kyle Puryear Date
Chair, Board of Commissioners
Attest:
______________________________________ [SEAL]
Michele Solomon, Clerk to the Board Date
This instrument has been pre-audited in the manner required by the Local Government
Budget and Fiscal Control Act.
91
3
______________________________________
Tracy Clayton, Chief Financial Officer Date
Approved as to legal form:
T.C. Morphis, Jr., County Attorney Date
Person County Business and Industrial Center
_______________________________________
Phillip Allen, President Date
Attest:
Date
Print Name: [SEAL]
92
Person County Business & Industrial Center, Inc.
2025 Budget including request for support from Person County
2024 Totals Regular Operations Industrial Park Total
Revenue
Person County Appropriation 72,800.00 50,000.00 - 50,000.00
Business Park Fees 11,700.00 - 13,800.00 13,800.00
Sponsorships 650.00 - - -
Total Revenue 85,150.00 50,000.00 13,800.00 63,800.00
Expenditures
Bank charges 60.00 60.00 - 60.00
Accounting software 970.00 610.00 610.00 1,220.00
Industrial Park expenses 7,048.82 - 7,213.70 7,213.70
Insurance 2,340.00 2,340.00 - 2,340.00
Tax return preparation 600.00 600.00 - 600.00
Administrative expense 412.00 - - -
Legal & professional project fees 15,198.50 - - -
Office expenses 176.16 150.00 - 150.00
Promotional 1,953.00 - - -
Railroad easement 2,671.34 - - -
Property taxes 6,334.34 1,126.82 5,207.52 6,334.34
Total Expenditures 37,764.16 4,886.82 13,031.22 17,918.04
Net Income 47,385.84 45,113.18 768.78 45,881.96
2025
APPENDIX I
93
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
Human Services Project Report
Summary of Information:
In April 2024, following consolidation of the Department of Social Services and Veterans
Services to form the Human Services Department, the County contracted with CCR
Consulting to conduct an assessment and evaluation of DSS and to provide the Board of
Commissioners and Manager’s Office with guidance related to their support and oversight of
the department, its programs, and related services. During this presentation, CCR will provide
an overview of the results of their assessment and some corresponding recommendations as
detailed in their final report.
Financial Impact:
None
Recommended Action:
Receive presentation
Submitted By:
Brian D. Hart, Assistant County Manager/Human Services Director
94
1
Person County Human Services Project Report
EXECUTIVE SUMMARY
Person County issued a Request for Proposals to procure outside expertise and assistance to help the Person County Board
of Commissioners (BoC) in its capacity to effectively exercise the responsibilities and duties of a Consolidated Human
Services Board (CHSB). The County also sought an evaluation of the County’s Social Services Department to assess what
is working effectively and what changes are needed to improve service performance and agency integration. To that
end, the County engaged Cansler Consulting (CCR) to design and implement a study plan with two major end results: an
orientation program for Person County BoC on Social Services programs, best practices, and eligibility requirements and
recommendations to enhance service delivery, agency processes, and client satisfaction.
Throughout the year-long engagement, CCR provided research and guidance as requested on federal and state policy
interpretation and application and counseled staff on best practices in service improvement strategies, organizat ional
alignment, and staff engagement. Following is a synopsis of the plan’s activities, common themes, and recommendations
by specific project area.
Project Activities
• Conducted face-to-face and virtual interviews with County Commissioners, county management, and DSS leadership
and staff to obtain perspectives on the strengths and opportunities for system improvements and coordination.
• Engaged with a diverse array of community stakeholders and service providers through face-to-face focus groups,
virtual sessions, and online surveys to understand their challenges and opportunities for accessing services and supports
in a timely and appropriate manner.
• Designed, conducted, and interpreted a comprehensive client survey to capture direct client experiences, ability to
access, and overall satisfaction with county Social Services programs.
• Developed, organized and facilitated working sessions with County Commissioners to highlight responsibilities and
programs under the CHSB’s purview, and recommended best practices for oversight and monitoring.
• Requested, reviewed, and analyzed county specific data to inform the recommendations and to gather baselines for
staffing needs and trend analysis.
Project Themes and Service Issues
• Observed that County elected and appointed officials are committed to the successful implementation of the
consolidated human services agency model.
• Observed that County HS leadership and program staff are engaged and committed to providing quality and timely
services.
• Documented that clients, non-profit community agencies, and service providers are generally satisfied with Social
Services programs but have noted challenges with access and responsiveness.
• Documented need to highlight service awareness and coordination throughout the community and within county
government.
Developing the BoC Orientation Program
• Created and facilitated a comprehensive overview orientation to inform the BoC on CHSB responsibilities and major
Social Services programs and best practices for CHSB operations.
• Created and facilitated program-specific orientations to highlight each major service, intergovernmental policy and
eligibility requirements, and trends and changes therein.
• Drafted booklet to summarize CHSB responsibilities and included FAQ sheets on each program and a glossary of
common Social Services terms.
• Developed recommendations for reports, templates, and public comment practices to ensure board engagement and
oversight.
• Archived all orientation materials at a County-sponsored intranet site to provide continuing training, orientation, and
refresh opportunities.
95
2
Assessing Client Experiences and Service Provider and Non-Profit Community Engagement
• Conducted 35 group and individual interviews with 81 community partners to assess client and partners’ perspectives
on Person County’s Social Services, programs, and processes in terms of strengths, barriers to performance, and
recommendations for improvements; compiled commonalities across perspectives.
• Crafted and executed an online community partners’ survey to accommodate those unable to participate directly.
• Crafted and executed a client survey for those individuals and families who have interacted with the department
within the past two years; received and analyzed 112 online and paper surveys and graphed results for ease of
interpretation and understanding.
• Recommended periodic review of staff assignments to community boards and committees and ongoing process es to
increase program and service awareness within the community including program and staffing changes.
• Recommended consideration of co-location of County services at community partners’ sites to increase access and
participation.
Assessing Human Services Opportunities for Service Coordination and Enhancement
• Developed a SWOT interview process to elicit HS leadership, management, and staff perspectives regarding service
opportunities and barriers.
• Conducted 23 group and individual interviews with 112 HS leadership, management, and line staff members and
compiled commonalities across interview perspectives. Conducted additional interviews of county management, policy
makers, and central support staff.
• Created “Early Wins” recommendations for near-term service and process improvements.
• Recommended ongoing staff training to grow leadership opportunities and improve awareness of agency services,
programs, and changes.
• Recommended expanded and intentional use of intra-agency employee operational and functional teams to bring
staff expertise to bear on expressed needed changes and encourage staff engagement and job satisfaction.
• Recommended minor enhancements in facilities’ design and layout to demonstrate a commitment to ongoing service
delivery improvement.
• Reviewed and recommended improvements to agency budgetary personnel requests and recommended
reclassifications to enhance services while saving County resources.
Strategies to Initiate Recommendations and Findings
CCR recommends that Person County consider the following near-term strategies to create a more coordinated and
integrated approach to human services delivery. Included herein are measures to strengthen staff involvement and
engagement to realize the Board of County Commissioners’ commitment to quality services, recommendations that adhere
to evidenced-based practices, and opportunities to encourage a stronger community and client voice in service access and
design. The Board and the County Manager are to be commended for appointing a Human Services Director to oversee
many of the social and human services programs offered through the County. This level of oversight and coordination
should enhance overall program administration and service delivery over time. CCR Consulting recommends that the BoC
direct the HS Director to use this report to prioritize the recommendations based on any BoC instructions it deems
appropriate. Further, CCR Consulting recommends that the BoC grant flexibility to the HS Director to validate some of the
perspectives outlined in the report to finetune recommendations moving forward. The Board may wish to receive periodic
reports regarding the recommendations as effected and their impacts on service quality and access.
• Create a County implementation plan to prioritize recommended actions and process changes.
• Consider appointment of an HS Advisory Committee or ad hoc community committees to include persons with lived
experiences and those with social services disciplines; develop an advisory board orientation program.
• Assess and revise the employee orientation program to ensure countywide policies are being followed, and that major
programs changes are highlighted; develop an ongoing awareness and appreciation program for staff.
• Task interagency staff committees to examine and recommend best practices for HR and IT onboarding, co-location
of services, financial processes, etc.
• Develop and sponsor regular agency staff meetings to instill a culture of quality improvement and inclusiveness.
• Create an intra-agency web portal to host up-do-date compendium of services, programs, and staff contacts for easy
staff retrieval and client referral
96
Person County
Human Services Project Report
April, 2025
CCR Consulting Team
Sherry Bradsher, Managing Principal
Revella Nesbitt, Senior Consultant
Rebecca Troutman, Senior Consultant
97
Person County Human Services Project Report
Table of Contents
Executive Summary..................................................................................................................................................
Background ............................................................................................................................................................. 1
RFP Section: Assist with CHSB Board Development/ Professional Development for CHSA Director Services
CHSB Board Development and Recommendations ....................................................................................................................................... 1
Role Development for CHSA Director and Recommendations .................................................................................................................... 3
RFP Section: Examine and Evaluate County/Departmental Compliance with Statutorily Mandated Programs and
Filings
Findings ................................................................................................................................................................................................................ 4
Recommendations ............................................................................................................................................................................................... 6
RFP Section: Evaluate the Customer/Client Experience
Community Partner Perspectives and Recommendations ............................................................................................................................. 7
Client Perspectives ............................................................................................................................................................................................. 8
Community Forum ............................................................................................................................................................................................. 12
County Department Heads: Internal Partners Perspectives ....................................................................................................................... 12
RFP Section: Evaluate the Work Environment/Employee Experience
Medicaid and Food and Nutrition Services ................................................................................................................................................. 16
Child Welfare Services ................................................................................................................................................................................... 17
Child Support .................................................................................................................................................................................................... 18
Social Services Attorneys ................................................................................................................................................................................ 18
Adult Services/WorkFirst/Child Care/Services Intake .............................................................................................................................. 19
Creating a Culture of Success ........................................................................................................................................................................ 20
Section Recommendations ............................................................................................................................................................................... 21
RFP Section: Review and Evaluate Current Recruitment and Compensation Strategies
HR Perspectives ................................................................................................................................................................................................ 24
Position Reclassifications .................................................................................................................................................................................. 25
Recommendations ............................................................................................................................................................................................. 26
Concluding Recommendations ............................................................................................................................. 26
Concluding Thoughts ............................................................................................................................................ 27
Appendices
Appendix A. Community Partners Feedback Session Participants ........................................................................................................... 28
Appendix B: Early Wins .................................................................................................................................................................................. 30
98
Background
Person County initiated its human services restructuring in late 2023 and adopted what is commonly referred to as the
Option 3 model allowed under state statute. Under this model, the Board of Commissioners consolidated the County’s
departments of Social Services and Veteran’s Services into a consolidated human services agency, abolished the Person
County Board of Social Services and created a Consolidated Human Services Board in its place, and assumed the
duties and authority of a Consolidated Human Services Board, beginning April 1, 2024. In its resolution enacting the
consolidation, the Board put its county Social Services employees under the County’s human resources policies and
processes to ensure better integration into county government.
Person County engaged CCR Consulting to assist in building and sustaining the Person County Board of Commissioners
(BoC) in its capacity to effectively exercise the responsibilities and duties of a Consolidated Human Services Board
(CHSB). CCR Consulting’s contract also included an evaluation of the County’s Social Services department to ensure its
capacity to adapt to new leadership and organizational changes. The organizational analysis examined Social
Services program readiness across the services spectrum, to gauge what is working effectively and what changes are
needed to improve service performance and agency integration.
CCR Consulting’s study, analysis, and technical assistance spanned from April 2024 through March 2025. To ensure
fidelity with Person County’s Request for Proposals and CCR Consulting’s approved scope of work, CCR Consulting
developed and had approved a comprehensive project plan to guide its interviews, activities, and deliverables. All
public work was shared in draft with project sponsors to confirm accuracy and goodness of fit with the County’s culture
and operational standards. Its interview sessions with County Social Services employees all occurred onsite at the
department’s offices, and CCR Consulting’s discussions with internal County management and departmental partners
were held onsite at the County’s administrative building. Many of the community partners interviews were held at their
offices; virtual interviewing was generally provided as a convenience to the participants.
This report presents the methodology, findings, and recommendations for improvement in compliance with the County’s
request for proposals and CCR Consulting’s approved scope of work and project plan. The report is organized
according to the Request for Proposals issued by the county.
RFP Section: Assist with CHSB Board Development/ Professional
Development for CHSA Director
CHSB Board Development
Methodology
CCR Consulting developed and executed an extensive orientation and board development process to enable the
Person County Board of Commissioners to assume its new responsibilities readily and effectively as the CHSA Board.
As a part of its workplan, CCR Consulting recommended creating a series of orientation presentations to support the
BoC’s understanding of its new responsibilities as a CHSB.
CCR recommended holding interviews with individual board members to capture their perspectives on CHSB goals,
processes, and desired outcomes and developed an interview tool to guide these conversations. Included therein was
a brief description of the BoC action to consolidate under Option 3, questions on agency strengths, weaknesses,
community engagement, and members’ recommendations for successful operations. BoC members were invited to
April 2025 Person County Human Services Project Report
99
participate in individual interviews; a similar invitation process was initiated for the new board members seated in
December 2024.
Findings
Board Interviews
CCR held individual conversations with board members regarding the consolidation structure, its purpose, and its
anticipated outcomes. CCR recognized that a major factor in driving consolidation was an ongoing child welfare case
that generated publicity and community apprehension. Not surprisingly, board members commented on the case and
noted that departmental accountability was needed in child welfare. There were also noted concerns about board
confidentiality and sharing individual case information in public settings. Recognizing that having zero complaints would
be unattainable, tracking of issues and complaints was seen as one method to ensure accountability. Several commented
on the need for transparency—both with the board and the agency.
There were a few issues with other services although there were some comments about lack of responsiveness and
affability. Several BoC members wanted to make sure they understood their new responsibilities and whom to contact
with specific issues or residents’ concerns. Members noted that receiving service performance and workload measures
would be valuable. When asked about the frequency of information, quarterly was the preference. Community
partnerships and community understanding were seen as positives, but additional work was needed in community
awareness of successful programs and services. Commissioners wanted to support both the services and staff providing
them and praised their work. Several noted that jobs with the County were highly sought after given the salary,
benefits, and stability. Others noted that turnover in staff posed issues for clients and community partners. There were
comments about the need to have a stronger community voice, potentially through an advisory committee.
Commissioners roundly wanted the new governance model to be successful and value-added.
Social Services Program Orientation
CCR began with a substantive overview of the statutory requirements of a CHSA board, and its assumption of county
Social Services board responsibilities, held at a special board work session (April 16, 2024). A summary overview
session was held at the Dec. 2, 2024, board meeting to provide an orientation to the new board members. To help in
understanding the state’s Memorandum of Understanding requirements, CCR drafted a MOU presentation provided by
HS leadership at the BoC’s June 3rd meeting.
A program review to identify key elements needed for a board member’s high-level understanding of each specific
program followed the initial orientation and was held at regularly scheduled board meetings: Medicaid and Food and
Nutrition Services (Aug. 19, 2025) and Adult Services (Oct. 21, 2024). CCR recommended that the new board members
watch the earlier program review sessions for specifics on services. Due to scheduling demands, the presentations for
child welfare, child support, and childcare were delivered electronically via PowerPoint Live with CCR presenting a
summary version at the Feb. 18, 2025, BoC annual budget retreat and was available to answer any questions about
the electronically delivered presentations. CCR highlighted the federal and state statutory requirements around
confidentiality of all Social Services, with particular emphasis on child welfare services.
The orientation slide that generated several questions was a pictograph (next page) that showed all the CHSB
responsibilities contained in the County General Statute (NCGS 153A and the Social Services Statute (108A). To help
in continuing orientation of BoC members, now and in the future, CCR Consulting also drafted a brief description of
each responsibility, examples of their implementation, and prioritization of those most frequently encountered.
To archive board orientation materials, CCR Consulting developed a reference notebook containing a FAQ sheet for
each major program to summarize the services contained therein, client eligibility factors, county financial requirements,
and recent state and national changes to the program. Person County Social Services added MOU annual data to
show service trends. CCR Consulting created a glossary of terms to help CHSB members become familiar with Social
Services nomenclature and included the outline of responsibilities as referenced above. A document sharing site was
established at the County to house all presentations, including those containing the voice audio recordings.
100
Recommendations
1. Hold quarterly discussions as the CHSB as a part of the BoC agenda.
CCR Consulting recognizes the inordinate time and effort that a citizen board of county commission member must invest
to fulfill county governance responsibilities. Not only do these include preparing for, and attending, regularly scheduled
board meetings, usually held bi-monthly, and other specially called meetings, but may also involve state and national
convenings to share best practices and subject-matter expertise while fostering mentoring relationships. County
commissioners are asked to serve on community-wide boards and attend many functions and events as commissioners.
To manage its new CHSB responsibilities, Person County board members asked that CHSB deliberations be done in
combination with regularly scheduled BoC meetings. To provide structure and focus on human services issues, a regularly
held quarterly meeting can provide essential updates and enable action items to be handled.
2. Adopt a CHSB agenda approval process.
3. Document CHSB statutory action requirements and create calendar for consideration.
4. Consider appointing a community advisory board and/or time-limited, topic-specific ad-hoc committees.
To help in its community outreach efforts and to encourage a broader community voice in human services issues, the
BoC may wish to appoint an advisory board to facilitate community dialogue regarding unmet needs or continuous
quality improvement for social determinants of health. As an alternative, or in addition to, the BoC may also wish to
appoint ad-hoc committees organized around specific community issues such as affordable housing, transportation, etc.
5. Use the information learned about the social conditions of the community, gaps in services and any
continuous quality improvement needs to better determine any future steps in building out the County’s
Human Services Department.
Role Development for CHSA Director
CCR Consulting worked closely with the newly appointed CHSA director throughout the project to help in consideration
of county service delivery improvements, program design, staffing patterns, and financial structures. CCR Consulting
scheduled a regular bi-monthly touch-base meeting to keep the CHSA director abreast of its initial findings and
recommendations for next step improvements. CCR Consulting also provided guidance on establishing executive
leadership teams, offered recommendations on escalation procedures for critical cases, helped fashion program crisis
plans to include media relations, suggested effective program communications techniques and executive training plans,
and assisted with establishing relationships with state and community leaders. As an example, the HS Director was
invited to initiate the community partners’ interviews. As his schedule permitted, he was able to attend and successfully
connect, share information, and introduce this work with area nonprofit service providers.
101
As an early step, CCR Consulting recommended creating a mission and vision statement that captured the essence of
the new consolidated agency model. Working with staff, HS Director Hart proposed, and the team adopted, the
following:
Improving the human condition of Person County residents, particularly the most vulnerable, through the equitable provision
of quality programs, services, and support.
CCR Consulting recommended that this be used for signature taglines going forward and be embedded throughout
the agency correspondence and its public media presence. This would allow Social Services to retire its mission
statement from use.
CCR Consulting also provided guidance on program and service delivery delegation of authority requirements, and
recommended a tracking template for ongoing agency use and monitoring. CCR Consulting developed a draft board
agenda planning guide with attendant responsible parties, purpose, expected actions, and timelines. To help ensure a
meaningful community voice at CHSB meetings, CCR Consulting researched and provided county best practices on
public comment processes, timing, and rules of procedure.
HS Director Hart has been very engaged throughout the entire process of this review as is evidenced by the amount
of work that has already taken place while this study was being conducted. He and, at his direction, the Social Services
leadership team quickly engaged and responded to opportunities to implement “Early Wins” and take initiatives to
make other improvements along the way.
Director Hart implemented several organizational changes to balance workload among senior leadership at Social
Services, improve working conditions, and realign resources to direct attention to some of the continuous quality
improvement efforts.
Recommendations
1. Promote the consolidated human services mission and vision statement through leadership alignment,
website and social media presence, onboarding materials for new employees, integration into ongoing
training opportunities, and community outreach.
2. Develop a template with defined cadence of social services agency program reports to the CHSB.
RFP Section: Examine and Evaluate County/Departmental
Compliance with Statutorily Mandated Programs and Filings
Methodology
As a part of its organizational analysis, CCR Consulting reviewed agency processes and procedures as they related
to the program functions assigned to Social Services (Child Welfare, Aging and Adult Services, Childcare, Food And
Nutrition Services, Medicaid, Work First and Child Support) and an assessment of their adherence to federal and state
compliance standards based on active reports, audits, and any corrective action plans available.
Findings
Based on interviews with county leaders, community partners, and agency administrators and staff, review of state
documentation, reports, and findings, and as witnessed through agency visits and walk throughs, CCR Consulting
developed a comprehensive list of recommended “early wins” actions to improve agency performance, the customer
experience, and staff satisfaction. These recommendations were grouped by categories of collaboration, service
access, community engagement, and administrative fine-tuning. There were also recommendations regarding specific
102
program areas detailed below in the program interview sections. CCR Consulting reviewed the “early wins”
opportunities with HS leadership and asked for any changes therein or updates on pending items. Leadership and
staff eagerly reviewed and accepted these opportunities for implementations. The “early wins” in its entirety, including
updates and noted progress in several areas by Social Services leadership, are included in the appendices.
To encourage collaboration and a sense of agency community, CCR Consulting recommended the creation of a Human
Services mission statement, aligned with the County’s strategic vision, to be integrated in training and recruitment.
Consideration of appropriate staff to represent the department’s interests on community boards and committees was
recommended, along with hosting regular meetings with county agencies to share information on Social Services
programs and current issues.
Across the agency, and based on successes seen in other counties, CCR Consulting recommended the creation of staffing
teams to be charged with assessing and advising on such areas as Customer Service, Building Refresh Needs and Ideas,
and Community Engagement Initiatives. Authorizing and empowering staff committees to work collectively on system
and process improvements can not only result in innovative, workable solutions, but can increase employee engagement,
morale, and adaptation to change. Other administrative and operational efficiencies were recommended to better
manage the Social Service’s reception, phone and email systems to improve customer service.
CCR Consulting was informed of the County’s successful efforts to assume ownership and maintenance of its human
services complex. While building enhancements are being planned, CCR Consulting counseled that service access could
be improved through incremental changes such as improving the appearance and organization of the lobby intake
area and providing program information during wait times on the phone and in the lobby. As noted in the Early Wins
document, this work is currently underway.
Service enhancement and efficiencies could be realized through wider client use of the EPass, NC-DHHS’s online
application system—demonstrating and encouraging its use with community partners could promote improved client
experience while strengthening community engagement and increasing the community's knowledge for social service
program provision. Also related is the opportunity to organize targeted community teams around specific issues such
as food insecurity, use national media toolkits for PSAs, and host community-wide information fairs and events. These
provide inexpensive outlets for community awareness, outreach, and commitment. In addition to hosting tables at
community events, community teams can engage with the community through distributing flyers and having access to
QR codes with relevant information disbursed throughout a community event.
CCR Consulting also reviewed the County’s consolidation plan and provided feedback and validation of its proposed
organizational structures for income support services, social work services and administrative functions (business,
finance, mail, supplies, records, technology, and human resources). As a part of that effort, CCR Consulting reviewed
the agency’s 2025-26 budget position requests and made recommendations on priorities, justification, and timing (see
below in the Human Resources section).
One of the “early wins” recommended evaluation of the current workload and caseload distribution. The CCR
Consulting team met with agency and program leadership on Friday, Jan. 17th, to review and discuss agency-led
staffing initiatives for workforce support in the next fiscal year.
As a part of that review, CCR Consulting demonstrated two staff analytics tools developed for Medicaid and Food
and Nutrition Services to evaluate workforce capacity. These tools, field-tested in several counties, enable individual
counties to develop and validate work effort needed to accommodate current and expected case and workloads
based on county operating processes and structures. These metrics are then applied to current staffing configurations
to identify workforce capacity by program area. Agency leadership was eager to apply these analytics and agreed
to consider a time and motion study to develop the county specific work effort metrics. CCR Consulting provided a
sample time and motion data compilation template and volunteered to draft email language to instruct line staff on
its use and completion. CCR Consulting has offered to provide virtual and onsite guidance during the data collection
process and recommended an iterative approach to the study, with a staggered implementation scheduled to follow
upon its successful completion. CCR Consulting also volunteered to populate the staffing tools with Person County-
specific employee data based on information provided by the agency. A follow up meeting was held Feb. 13th to
review the templates and next steps.
103
Recommendations
1. Create workplace committees to provide innovative ideas and solutions for system and process
improvements.
Staff have unique perspectives of organizational systems through their daily responsibilities, operations, and
interactions. As such, their vantage point can offer innovative solutions to systems and processes. Workplace committees
are known to increase morale and improve workforce retention.
2. Maintain a master list of community advisory boards, reviewing the list periodically to ensure appropriate
To assess client satisfaction with Social Services and programs, CCR Consulting crafted and executed a client survey
for those individuals and families who have interacted with the department within the past two years. Logic was built
into the online survey: the first of which queried whether the client had interacted with Social Services within the past
two years—a “no” response would end the survey and thank the respondents for their participation.
Respondents were assured that their answers would not influence the availability or amount of benefit or services.
Surveys were distributed via SurveyMonkey links shared by the County via its public information channels, advertised
on the County’s public transport system, and published in the local press. Paper copies were made available at the
Social Services and Public Health offices, as well as the Senior Center and libraries; respondents were provided
envelopes for completed surveys for insertion into a lockbox to ensure anonymity. To encourage a high response rate,
Social Services and Public Health staff were asked to distribute the paper and survey links as clients visited the
agencies.
A community partners interview tool and a similar online survey were also developed to guide conversations and input
from community partners. CCR Consulting has found that those outside agencies who interact daily with county Social
Services agencies on behalf of their clients can readily articulate ongoing client frustrations with staff, programs, and
processes, and can recommend adjustments and improvements to ameliorate specific client concerns. County staff were
queried as to the critical community partnerships to be included in the interview process. CCR Consulting then scheduled
and held in-depth discussions with non-profit and community partners to solicit client concerns and issues with county
human services delivery, responsiveness, and access. For those community partners unable to schedule CCR Consulting
interviews, CCR Consulting provided a link to the online survey to capture their perspectives.
CCR Consulting developed a proposed community forum organizational structure, agenda, and discussion guide to
facilitate the community forum held on Sept. 17th. Included therein were questions on Person County Social Services’
staff representation. Use these as opportunities to update community partners on significant staff, program,
and services updates.
Community advisory boards are integral in sustaining relationships with community partners. They serve as a great
opportunity to share updates and relevant information and engage in problem-solving. Staff with relevant knowledge
are invaluable resources on community advisory boards and keep the community abreast of programs and services.
Established relationships open the door for concerns and challenges to be addressed promptly and foster a continuous
quality improvement process.
RFP Section: Evaluate the Customer/Client Experience
Methodology
CCR Consulting developed a communications plan to structure client feedback, arrange for external interviews and
focus groups with community partners, and organize and promote a community forum.
104
strengths, barriers to performance, and recommendations for improvement. The forum was promoted through the
county’s public media channels and advertised in the local newspaper. A slide deck was prepared to level-set the
audience by summarizing the major programs and services provided by the County.
Findings
Community Partner Perspectives
Partners Focus Groups
CCR Consulting scheduled and conducted in-person and virtual interviews with thirty-five community partner
organizations, which included a total of 81 individuals. Structured discussions sought community partners,’ and their
clients’, perspectives on Person County’s Social Services, programs, and processes in terms of strengths, barriers to
performance, and recommendations for improvements. The following is a summary of interviews with a focus on the
commonalities expressed by participants. CCR Consulting did not attempt to validate their perspectives.
In terms of agency strengths, community partners noted that Person County Social Services employs qualified, caring,
professional, and compassionate staff who are invested in supporting those in need of services and support. Comments
regarding staff knowledge and inventiveness were also reported, and community partners felt comfortable referring
clients to Social Services for services.
Overall, communications with Social Services were seen as “good,” but with opportunities for improvement. Some
partners reported effective communications that met community and shared client needs, while others reported poor
follow-up and follow-through from Social Services staff. The community partners felt ill-informed of program specific
requirements, particularly as those requirements were modified. Several partner agencies recognized that program
changes usually occur at the N.C. Department of Health and Human Services, however, they still felt it was important
for Social Services leadership to communication and share within the county significant changes as they occur.
Recommendations
1. Review community partner relationships and create plan of engagement; ensure adequate departmental
representation.
The community partners suggested that Social Services review their relationship with each community partner and
develop a plan that outlines individual community partner organizations’ engagement based on the level of interaction
needed. Such a plan should include communication and engagement strategies for each agency and be re-evaluated
periodically to ensure continued goodness of fit and adaptability to program changes. Social Services should also
periodically review its representation on community boards and committees and appoint new members as needed.
2. Consider co-location of services with community partners.
Community partners also recommended that Social Services consider co-location opportunities within the County. This
would allow the agency to have a “community” presence in the physical location of a community partner, improve
Social Services staff access to current and potential clients, increase clients’ access to Social Services programs and
services, and foster collaborative working relationships between Social Services and its community partners. This would
also alleviate potential client barriers to services such as transportation, improve timeliness, and enhance customer
satisfaction.
3. Form strategic and proactive partnerships around community issues.
Community partners asked for more enhanced community collaborations and partnerships that proactively address
growing community needs as it relates to homelessness, long term solutions for adults with cognitive and behavioral
concerns, transportation, demographic shifts, and language access for a growing Hispanic population.
4. Consider the following recommendations for improvement:
105
Likeliehood of Referring Clients to DSS
60%
50%
40%
30%
20%
10%
0%
Very likely Likely Unlikely Very unlikely
Develop protocols across all programs to keep community partners informed of program specifics, and
changes therein – scale these according to need and relationship.
Develop protocols for community partners to keep informed of key staff changes to ensure that relevant client
case information is shared to avoid delays in meeting established goals within the clients' cases.
Create opportunities for shared program education updates between Social Services and community partners.
Ensure Social Services staff receive adequate training during periods of rapid turnover to decrease client
service delays.
Develop a staffing continuity plan to promote institutional knowledge transfer when Social Services staff exit
or are reassigned.
Review and develop prompt email and phone communication response protocols including escalations for
clients who desire administrative or management reviews.
Develop a case reassignment protocol to be used when vacancies arise, or extended leave is granted.
Partners Survey
Fourteen community partners completed the online surveys and generally noted their frequent interaction with Person
County Social Services (64%). Populations served ran the gamut from children and foster care, domestic violence,
sexual abuse and trafficking, homelessness and food insecurity, and Medicaid. Their clientele also frequently interacted
with Person County Social Services (64%). Partner interactions were generally made by phone, by
email/internet/online, and in person, with most choosing multiple avenues of contact. Most report it being very or
somewhat easy to communicate with Social Services (62%) while fewer reported it being very or somewhat difficult
(38%). With regards to challenges in communications, respondents chose “no challenges” (31%), “customer service”
and “caseworker information” (23% respectively), and “wait times” (15%). Open-ended challenges centered around
lack of responsiveness. Call wait times were most reported at 3-5 minutes (25%), but most were able to resolve their
issues with the call (54%).
When asked about Social Services’ strengths, responses
included caring about clients and community, staff knowledge
and responsiveness, creative problem-solving, and respect
and kindness. The community partners reported that their
clients would consider the strengths to be similar in nature.
Barriers as reported by partners included inadequate staff
and pay, turnover and inadequate training for new workers,
limited resources, and inadequate communications and
partnerships. Partners believed their clients would report
similar barriers as well as lack of clarity with child welfare
requirements. Recommendations for improvements by service
area were largely limited to child welfare and included lower
caseloads and temporary placements. Most community
partners felt confident in referring their clients to Social
Services.
Client Perspectives
One hundred online and twelve paper surveys were completed to gauge client perspectives on Person County Social
Services, an impressive response rate for a community self-selected, non-random survey. Of these, twelve online and
paper responses chose “no” on the first question, ending their participation going forward. Any completed information
on the paper form was similarly excluded from the analysis.
An important caveat to a self-selected survey, e.g., non-random survey in which a participant self-selects whether or
not to participate, is that its results cannot be generalized to the population, given possible bias within the responding
106
group. Instead, such information can be used to focus on the trends and patterns within the sample rather than making
definitive conclusions about the broader population.
With regards to their demographics, many of the respondents had either one or two household members (52%) while
40% had three or four. Twenty-four percent had no children within the household; 63% had one or two; none had
more than four. Sixty-four percent chose “white/Caucasian” as their ethnic group; 19% chose “Black or African
American.” Only one chose “Hispanic.” Nearly 60% reported being “married,” with 16% single, never married. All
respondents (89) chose English as the language spoken in home. Most used their own car for some or all of their
transportation (68%), although this was a multiple-choice question. Public transportation was used for some or all at
37%, followed by rides from friends or family at 20%.
Although all the respondents reported interactions with Social Services within two years, only 79% reported as having
applied for benefits. Multiple options for applying included in person (55%), online/EPASS (41%), and phone (35%).
Sixty percent had help applying for benefits, with most helped by community agencies (60%) and Social Services staff
(49%). Language was not seen as a barrier, as 91% reported it being very easy or easy to communicate in the
respondent’s preferred language. Interaction channels were through phone (64%), in person (59%), mail (46%), online
(41%). Eleven percent reported using E-Pass.
Questions were asked regarding visiting and calling Social Services in terms of ease, challenges, wait time and
resolution. The visit chart below shows what challenges were reported with visiting Social Services, with wait times and
customer service being the most often reported. Forty-four percent reported waiting between 15 to 30 minutes to see
a social worker, with 7% reporting waiting an hour or more. Nearly 62% of those responding reported that they were
able to resolve their issue during the visit. For those calling Social Services, 66% reported that it was either easy or
very easy to call Social Services, and 62% reporting able to resolve their issue when calling. Twenty-three percent
reported wait times of more than 5 minutes, with calls not answered and wait times being reported as frequent
challenges.
The next series of questions probed satisfaction of services
by program area. The first question requested survey
respondents to indicate all those programs with which they
have interacted. Child Welfare, Medicaid, and FNS were
selected the most frequently, with more than 45% of the
respondent's indicating interaction. The follow-up questions
gauged satisfaction by each service area selected. A
number of respondents indicated satisfaction levels for
services with which they had not indicated interaction—
these were excluded from the analysis to ensure fidelity
with the questionnaire. The following charts depict
satisfaction levels with those services selected by
respondents based on professional behavior, timeliness of
response, willingness to help, knowledge of issue, and
resolution of the client’s’ concern.
Challenges Visiting DSS
(could select all that apply)
50%
40%
30%
20%
10%
0%
Challenges Calling DSS
(could select all that apply)
50%
40%
30%
20%
10%
0%
Areas of Interaction
(could select all that apply)
60%
50%
40%
30%
20%
10%
0%
107
Child Welfare showed the highest level of dissatisfaction,
with around 37% reporting dissatisfied or very dissatisfied.
This is not surprising, given the nature of the business in that
it involves a population receiving non-voluntary services.
However, 63% reported either satisfied or very satisfied
for their child welfare interactions.
Child Support also posted higher dissatisfaction levels, with
concerns over timeliness and issue resolution.
Childcare interactions scored highly across most of the
dimensions of client service, with around 80% or more of
respondents reporting satisfaction across all areas. Twenty
percent of the respondents did report as being “very
dissatisfied” with timeliness.
Likewise, Adult Services interaction was scored highly by
respondents. Most reported being “satisfied” across all
interaction dimensions.
Child Welfare Interactions
50%
40%
30%
20%
10%
0%
Professional Timely response Willingness Knowledgeable Resolution
Very Satisfied Satisfied Unsatisfied Very Unsatisfied
Child Support Interactions
60%
50%
40%
30%
20%
10%
0%
Professional Timely response Willingness Knowledgeable Resolution
Very Satisfied Satisfied Unsatisfied Very Unsatisfied
108
Economic Services also scored highly in satisfaction across the dimensions of client service. It should be noted that there
were only a few respondents for Special Assistance, Energy, and Non-Emergency Medicaid Transportation Service
areas.
Energy Assistance Interactions
60%
40%
20%
0%
Professional Timely response Willingness Knowledgeable Resolution
Very Satisfied Satisfied Unsatisfied Very Unsatisfied
109
The final questions asked about overall satisfaction and the likelihood that the respondent would refer Social Services
to others. Again, the data as displayed indicate a high level of satisfaction. Seventy-nine percent of respondents
indicated that they would either likely or very likely refer others to Social Services, while 77% expressed either a
satisfied or very satisfied overall experience with Social Services.
Community Forum
A community forum was held on Sept. 17th in which twelve community members attended. When asked about the Social
Services agency’s strengths, forum participants appreciated that given the size of the County, Social Services staff
knew the individuals and community members. Workers knew their job responsibilities; they were professional and
were well-trained and educated. Several participants commented on the strengths of the current Social Services
director. Many of the concerns expressed involved foster parent training and licensing, including reports of lack of
training opportunities for new foster parents which required prospective foster parents having to go elsewhere for
licensing. There were also concerns regarding responsiveness, with reports of multiple emails and voicemails not being
answered. Employee retention was also cited as a challenge.
Participants noted that improvements in communications could include public education opportunities about programs,
e.g., community forums on each service. Participants also cautioned against having an “us v. them” mentality between
staff and their clients and community members. It was also recommended that Social Services use the resources within
the community, including partnerships with the community college to better support outcomes for children, families and
adults.
County Department Heads: Internal Partners Perspectives
CCR Consulting recognizes that county Social Service agencies not only have external partners to aid in service delivery
and client engagement but must work closely with other county departments to realize maximum efficiency and
coordination. This becomes especially important in a consolidated human services agency, as one of the drivers of
consolidation is the integration of Social Services agencies and their procedures more closely into existing county
processes and policies. Having mission-critical county departments under a common governance and management
structure can promote collaboration through cooperative sharing of staff expertise and service best practices, set a
common interface and service delivery expectation with the community and county clientele, enable a common visioning
and goal-setting process to guide strategic planning, and minimize unnecessary duplication of processes and
operations.
CCR Consulting’s workplan sought to identify those county partners who are most closely aligned with Social Services
processes and services and invite them for individual interviews. Included therein was the Public Health Department,
Likelihood of Client Referring Others
50%
40%
30%
20%
10%
0%
Very likely Likely Unlikely Very
unlikely
Overall Experience with DSS
50%
40%
30%
20%
10%
0%
Very Satisfied Unsatisfied Very
satisfied unsatisfied
110
County Finance, and Information Technology. Using the community partners’ interview tool to guide these discussions,
the findings and area-specific recommendations for improvement are summarized below. More detailed
recommendations follow the staff experience section. Human Resources is included in the HR section of the report.
Public Health
For the interview with Public Health, Director Clayton invited her principal staff who regularly interacted with Social
Services to join the focus group. They outlined those interactions by program area and were generally complimentary
of the responsiveness, knowledge, and willingness to help. There was some confusion regarding the assignment of a
Medicaid Managed Care Standard Care Plan Provider for clients who have not selected their plan provider—NC-
DHHS controls this function and automatically and randomly assigns the client to a provider when the client does not
choose one. Director Clayton followed up with an email after the meeting to clarify their concerns. Public Health staff
asked for enhanced coordination and communication. CCR Consulting recommended in its “early wins” to consider co-
location of like programs, e.g., WIC and FNS, and to involve health expertise in community teams tasked with
developing strategies for cross-cutting county issues. These two agencies would benefit greatly from regular formal
and informal monthly meetings including Lunch and Learns, staff presentations at all staff meetings, division and unit
meetings, etc. There are many opportunities for these agencies to collaborate and participate in one another’s outreach
and community education efforts.
Environmental Health was also interviewed, given its intersection of emergency sheltering and adult care homes
inspections. Again, while Social Services staff were seen as competent and compassionate, there were reported gaps
in county-wide emergency planning and response, and Social Services retirements have stopped former joint
inspections. Recommendations beyond these improvements reflect some of those cited in early interviews, namely better
community engagement and visibility, joint quarterly calls with adult care homes and those non-profits tasked with
childcare center oversight, and regular meetings between Environmental Health and Social Services to promote
collaborative strategies.
Finance
Finance staff relayed their current responsibilities and interactions with Social Services. They reported needing
enhanced engagement and coordination, with a frequent Social Services response being “that’s the way we do it.” and
some practices not in alignment with county purchasing polices. They were hopeful that, with recent staff changes, there
was an opportunity to improve coordination. Recommendations for updated standard operating procedures include
management of payee accounts and use of Pcards, in order to align department practices with county finance policies.
Information Technology
Social Services administration and staff had reported earlier of a staffing change to reassign a Social Services IT
position to the IT department upon the current DSS IT employee’s retirement. Such a move was planned to improve
coordination between Social Services and technical services while maintaining a strong IT presence at Social Services.
IT staff noted that integration had improved since consolidation, with more opportunities for collaboration and service.
Notable improvements in coordination and communication had occurred in just the past several weeks (interview Nov.
5th).
There were still issues about some ancillary responsibilities such as managing onsite scanners and printers including
printer ink refills; back and forth communications ensued with each party providing a list of duties and its intent for
those responsibilities. While the position did move to IT, not all of the responsibilities assigned to the position moved
with the position as some were not classified as IT responsibilities. This left Social Services needing to reassign these
responsibilities to other positions. One ongoing issue is ensuring that newly onboarded Social Services staff were
appropriately equipped and trained in county IT security and use protocols. While IT does have an onboarding process
for budgeted, permanent positions, temporary positions requiring IT security training are on-boarded outside the
standard on-boarding process, usually due to urgent hiring needs, e.g. to meet eligibility timelines, child welfare
mandated needs, etc. Creating ad-hoc procedures for this onboarding process has presented some challenges.
There is no formal Social Services IT orientation program for new hires and IT reported a one-on-one training process.
Other county departments follow an HR process of bi-monthly onboarding that does include IT training. As Social
111
Services can reduce its turnover rate and create standard HR processes, CCR Consulting recommends that the agency
work toward adopting a similar process—perhaps a monthly on-boarding schedule for new staff. For the temporary
staff on-boarding process, counties must balance the need for standard processes with the need to onboard staff
immediately. Competition among counties for temporary staff can be intense, as the labor pool available for work is
limited. Delays in onboarding could leave Person County without a needed resource as temporary staff are hired
elsewhere more quickly. There was concern and a similar predicament also expressed regarding confidentiality training
where the timing for training and on-boarding is difficult to manage.
CCR Consulting recommended instituting an IT ticket process once a position is posted to ensure that the proper
equipment is procured in time. HR’s onboarding date and packet would generate another ticket to IT to prepare for
the new employee’s first day of work. Irregular processes were noted in agency processes designed to ensure Social
Services employees have access to employee emails and other online resources and virtual records that are password
protected. CCR Consulting recommends that IT work jointly with Social Services leadership to better understand business
needs and design a process that meets all security, onboarding and new hire, and offboarding requirements.
CCR Consulting notes that county social services agencies are required to have NC-DHHS prior approval for Automated
Data Processing Equipment and/or Services. Acquisitions of automated data processing equipment (hardware and
software) and services are governed by federal regulations of the U.S. departments of Health and Human Services
(US-DHHS) and Agriculture, Food and Nutrition Service (USDA). Prior written approval must be obtained from both the
NC-DHHS Division of Information Resource Management (DIT) and the federal government (if US-DHHS and/or USDA
will be participating in any of the costs). CCR Consulting recommends that County IT assist in the development and
review of the plan prior to its submission to NC-DHHS.
IT was committed to improving Social Services IT support through housing the new IT employee at Social Services while
having the position support other county agencies such as Public Health. Other IT employees may also be housed at
Social Services due to space issues at Its current location.
Other Department Heads
To help capture perspectives from all department heads, CCR Consulting was invited to the October 22nd meeting of
County department heads, to facilitate a focus group discussion on their interactions with Social Services. Most of the
discussion centered around child welfare, with respondents citing negative community comments about the agency.
Several departments offered up help during times of displacement, with requests for notification and coordination
around housing dilapidation and offers of help for animal boarding. Department heads asked for “elevator speech”
summaries on Social Services along with contact information for specific areas. Cross-training of staff with high-level
program information was suggested as a way to spread and share services information and collaboration.
Navigating the Social Services organization was often seen as challenging but once the right Social Services staff
person was reached for consultation, they were commended for their kindness, knowledge, and compassion. Of
particular concern was the need for a county media strategy to share positive stories and greater awareness about
Social Services programs and services; discussion participants pointed to successful community events such as the
Famfest and suggested that similar events strategically organized with other county services would be of value. They
noted that Social Services seemed much more open to collaboration and coordination since the consolidation model
was put in place.
Law Enforcement Partners
County Social Services agencies also share a special and vital relationship with local law enforcement, particularly
around child welfare and worker safety that often reach beyond their shared case work. When parents are taken into
custody, law enforcement generally turns to their Social Services partners to help with child supervision and temporary
placement with relatives or other caretakers. Bringing in compassionate Social Services staff lessens the child’s traumatic
experience and ensures that more complex needs are taken into account. Likewise, law enforcement agents are called
upon to escort Social Services staff during what could be hostile child welfare situations.
To gather law enforcement perspectives on Social Services interactions, CCR Consulting held individual interviews with
the Person County Sheriff and his staff, and the Roxboro Chief of Police. Each agency outlined their processes to
112
manage Social Services-related interventions. Both agencies expressed that their major concern was the limited child
welfare coverage after hours and lack of response when parental arrests resulted in children being brought to police
headquarters. Both noted issues with ongoing cases of alleged abuse without sufficient coordination with Social Services
—much of this seemed to stem from social worker turnover. Roxboro PD expressed an interest in using regular meetings
with Social Services to focus on difficult cases and gain a better understanding of their child welfare processes. They
reported taking child abuse reports with no response from Social Services—escalation to the Social Services Director
did provide resolution. Recommendations for improvement included better and more consistent staffing and the need
to be informed of staffing changes.
Recommendations
The rationale and purpose for the following recommendations were largely embedded in each of the specific
interviews noted above. More detailed recommendations are included at the conclusion of the Work Environment
/Employee Experience section.
1. Sponsor Lunch and Learn and other sharing opportunities to inform internal partners about Social Services
programs and services.
2. Consider and evaluate opportunities for co-location of services, particularly with Public Health. Other county
agency opportunities may include the Library, Parks and Recreation, and Senior Services. These opportunities
may be full-time co-location, part-time, or seasonal.
3. Consider joint community outreach and service provision opportunities. These opportunities may include
Social Services eligibility outreach in conjunction with Public Health mobile clinics.
4. Revisit coordination of facility inspections with Environmental Health.
5. Create a joint Finance/Social Services Business team to streamline payee services issues and implement
training for standard county financial policies.
6. Engage IT in reviewing the agency’s required state approval of IT purchases and expertise in IT planning.
7. Consider memoranda of understanding to guide responsiveness and assistance to area law enforcement to
include non-mandated assistance.
RFP Section: Evaluate the Work Environment/Employee Experience
Methodology
CCR Consulting developed an interview process to elicit Social Services leadership, team management, caseworker,
and support services perspectives regarding the agency’s efficacies and areas of concern. Often referred to as a
“SWOT” analysis, areas of interest were staff perspectives on agency strengths, weaknesses, opportunities, and any
threats that could impede service delivery. Included in the process was the creation of management and staff interview
tools and recommendations for employee interview groups. Individual interviews were conducted with HS senior
leadership, and separate group interviews were with similar key management positions such as team unit supervisors.
Focus group interviews were held with like positions in the clerical and staff support units and with each of the individual
teams for income eligibility programs and adult and children’s services. Groupings of employees followed the
department’s organizational chart. All Social Services staff members were offered the opportunity to participate
through agency email invitations.
To identify factors of interest to Person County management, interviews focused on customer service, functional
responsibilities, workflows, program performance measures, communication, administrative and leadership support,
113
and human resources. Also included were staff assessments of technology, facility, and other work environment factors.
Of interest to the Board of County Commissioners were staff perspectives on external community and client
engagement. Participants were asked to identify their areas of concern and recommendations for improvement in
these dimensions. CCR Consulting began the interviews by briefly describing the study’s purpose and structure and
emphasized that comments gathered through the discussion would not be attributed to individual interview participants.
Rather, the study sought to capture those recurring issues and recommendations for resolution cited throughout the
interview process.
A summary of the interview perspectives and findings is provided below and segmented by area. Each description
reflects commonalities of perspectives across the interview spectrum and excludes single or one-off comments. And
while the summary is reporting commonalities—those issues raised by multiple staff in multiple discussions, it is important
to note that perspectives are just that—perspectives. CCR Consulting did not attempt to substantiate the validity of
these perspectives or elicit details about staff concerns but instead sought to document those broader issues raised that
could hamper agency performance. CCR Consulting recorded staff’s recommendations for process improvement, given
their familiarity with the work.
One overarching concern voiced throughout the department and at different levels was the county commissioners’
negative impressions of the agency and little appreciation for its work and its employees.
Medicaid and Food and Nutrition Services
CCR Consulting conducted nine interview sessions on site at the Social Services building over a two-day period in June.
(Earlier conversations were held with the county manager and assistant county manager/human services director.) Fifty-
one employees were invited to the interview process, including all Medicaid and FNS caseworkers.
Findings
Overall, CCR Consulting was impressed with the level of commitment throughout the organizational structure. Staff
demonstrated a willingness and readiness to continuously seek opportunities to improve service delivery and customer
service, and there was little evidence of finger-pointing or blaming. Agency strengths voiced by both administrators
and line staff include an overall willingness to assist and support their peers, extensive community engagement
activities, and a strong customer focus with few customer complaints about service delivery—several noted that their
clients commented on much better responsiveness than at other counties when relocating to Person County. In fact, CCR
Consulting heard similar feedback when speaking with two clients on two different occasions; one who relocated from
a neighboring county and another who relocated from another state to be near her children. Most complaints centered
around denial of benefits or confusion around the amount of benefits to be provided, when benefits would begin, or
why the amount would change. Administrators could easily point to data metrics that they followed closely to ensure
service responsiveness and timeliness, including tracking of customer complaints.
Staff were generally complimentary of their direct supervisors and spoke about their knowledge and availability. The
deputy director's position was seen as an asset to the administration. There were a few line staff concerns regarding
consistency and differing processes depending upon the team assigned. As an example, flex scheduling was cited as
an agency strength, but several staff commented that the scheduling flexibility was not equally available across the
agency.
The most often voiced concern expressed by line staff, particularly those in FNS, was an overwhelming workload and
an inability to take lunch breaks or earned days off since vacation or sick leave generated further backlogs for their
teams. Several comments were made about the need for more positions to manage the workload with recommendations
for “floaters” who could be assigned to fill in for absences. Supervisors reiterated these concerns around workload
management and cited expedited case processing when benefit determinations have to be processed quickly due to
emergency situations. These accelerated timeframes are under extensive scrutiny due to state lawsuits.
Another concern cited frequently was the need for more formalized, consistent, and ongoing training. There were many
comments about high turnover and lower pay schedules than those workers in surrounding counties and, as a result,
Person County was seen as a training ground for other counties. These factors could be contributing to expressed
feelings of low morale and lack of appreciation and recognition.
114
With regards to work environment and work tools, several comments mentioned issues with jammed agency-wide
scanners and suggested that personal scanners could speed workflow. There were also a few comments about the
building’s cleanliness and adequate space. Line staff also requested more frequent agency meetings to share successes
and issues—only four such meetings have been held within the past five years. There were several comments about
the transition to the County’s personnel system and staff were uncertain as to how personnel actions late in the process
with the State would be concluded. There was also confusion regarding personnel recruitment and hiring processes.
A number of comments pinpointed the need for additional wrap-around services, particularly for mental health services
and housing. Lack of adequate transportation beyond medical transportation and poor broadband connectivity were
seen as hindrances to service access and better coordination around specific family needs.
Both administrative and line staff were eager to work with the Board of County Commissioners as a whole and with
individual commissioners to familiarize them with the programs and processes embedded in a county Social Services
agency. They were hopeful that the commissioners could visit their offices so that they may demonstrate how programs
operate and the complexities therein. They also suggested that commissioners could assist with outreach and community
engagement by joining them at community events.
Finally, there were comments made by both administrators and line staff regarding the need to strengthen client and
cultural sensitivity, both within the agency and within the County as a whole. Staff recognized that clients came to them
because of difficult situations and that clients wanted to work and succeed for their families.
To document Economic Services staffing needs, CCR Consulting recommended the use of its workload study model to
evaluate time spent on specific eligibility determination and redetermination tasks relative to an individual employee’s
tenure and availability.
Child Welfare Services
CCR Consulting conducted four interview sessions on site at the Social Services building August 22nd, in conjunction with
meetings for Public Health, Child Support, and the two Child Welfare attorneys. Twenty-two child welfare employees
were invited to the interview process.
Findings
Like that found in Economic Services, child welfare staff spoke to an abiding sense of teamwork. Supervision and
communication within the division were given high marks, with appreciation for flexibility and a work/life balance.
Workers reported regular meetings with supervisors, although child supervisors participating in case staffings could be
problematic given limited resources. Emphasis on developing foster family opportunities was noted, with ongoing
activities for community outreach and awareness.
Child welfare supervisors also commended the team approach within their sections and noted the importance of
experienced staff mentoring new hires. Both groups spoke to “lessons learned” from their recent corrective action plan
and the tools to improve processes, including bi-monthly meetings and peer review assessments across the sections.
Of particular concern was the in-home services section, with caseworkers noting that vacancies and a high workload
inhibit adequate attention and services per individual cases. Better and more consistent resourcing for in-home services
could prevent placement and removal of children from the home. Units were understaffed and required shifting some
cases to other workers and use of temporary workers—staffing changes may confuse public and other community
partners.
While these are statewide issues, staff believe the negative community perspectives around child welfare noted earlier
contribute greatly to the general lack of kinship and family foster care placement opportunities in the County. There
is a sense of hesitancy about removing children from homes knowing that there are limited placements and that
placements are often located outside the County, creating additional complexities to reunification plans. With that,
temporary safety plans stretched for months, many resulting from substance use with inadequate time for detox and
sobriety. While parents’ plans extend for long periods of time to comply with requirements for reunification, there
were also issues with wrap-around services for mental health, domestic violence, parenting classes, and substance use.
115
Social Services has provided training to law enforcement and schools to explain child welfare processes and address
their community partners’ concerns.
There were also concerns regarding the case documentation process, with very little standardization of format, content,
and archiving. Caseworkers reported spending an inordinate amount of time trying to find case records when cases
are reassigned. While supervisors stressed the need for proper documentation, lack of time for paperwork and
constant attention to placements prevented consistent case records management.
While the judicial process was seen as effective, there were concerns regarding lack of court days availability and
recommendations to have a single day per week for Social Services cases to be heard. Supervisors spoke about
thorough planning and preparation for court hearings.
Some of Economic Services’ comments around racial and ethnic sensitivity and empathy were echoed by child welfare
staff.
Recommendations from staff and administrators included hiring additional social workers and creating a retention plan
to reduce turnover. Person County is deploying the North Carolina Child Welfare Workload Analytic Tool and has
requested additional positions to meet the lowered workload standards.
Child Support
CCR Consulting conducted two interview sessions on site at the Social Services building August 21st—one for
management and one for workers. All eight Child Support employees were invited to the interview process.
Findings
The Child Support staff relayed their current responsibilities and a “day in the life” of Child Support. Many activities
centered around contacting and working with the non-custodial parent to ensure payments are timely and complete.
Once again, a keen sense of teamwork and support was reported in Child Support, including positive relationships
and coordination with other Social Services divisions. There was a perceived need to provide more services and support
to the non-custodial parents, especially fathers.
The work processes and orientation process for new hires were commended, as was the mentoring of seasoned staff.
The availability of state training was seen as problematic. The major concern over the work environment, and as
observed by CCR Consulting, was the lack of adequate file management and archiving processes. CCR Consulting
included its resolution in its “early wins” recommendations. As a result of this work and the tenacity and research
conducted by Child Support, it was discovered that many of the records scheduled for digitization were eligible for
destruction under the NC-DHHS Schedule for Records Retention. The process has begun to implement the records
retention schedule resulting in county savings and better space management. There were also questions about and
interest in having the ability to telecommute when appropriate.
Social Services Attorneys
CCR Consulting conducted an interview session on site at the Social Services building August 21st with the two
private practice Social Services attorneys.
Findings
Person County contracts with a private legal practice to provide legal services for its child welfare, child support, and
APS cases. A second attorney has recently been added to the contract to help manage the increase in caseload and
for succession planning. The current legal contract only specifies services for case specific work. There is no other
consultation or legal services included in the current scope of work, according to both attorneys.
There were issues with court time availability with the five-week rotation of judges. The attorneys stated more time is
needed with social workers for case preparation and courtroom training. Staff turnover is an issue for court
preparation. The new automated court records system enables electronic submission of case files. Parental
116
representation is lacking, and inadequate resources are available to pay for outside parental counsel. Cases are
delayed in part due to procedural delays.
Currently, within social services, there is no other legal advice available for administration, contract review, or other
services.
Adult Services/WorkFirst/Child Care/Services Intake
CCR Consulting organized its interview scheduling and service composition to reflect Social Services’ current
organizational structure. The Services Program Manager oversees a number of disparate programs including Adult
Services, WorkFirst, Child Care, and Services Intake. To accommodate this organizational structure, CCR Consulting
held an interview with the program manager, an interview with the supervisors of these divisions, an interview with
Adult Services staff, and an interview with WorkFirst, Child Care and Services Intake line staff. All interviews were
held onsite on September 17th, and a total of twenty-four staff members were invited to participate.
Not surprisingly, there were concerns about the lack of specialized worker roles and a blending of responsibilities. A
multi-disciplinary team has been formed to help educate the community around services, eligibility, and legal and
policy restrictions for intervention.
Adult Services
Findings
Both the supervisory and line staff workers once again noted a supportive, family-like environment with a spirit of
teamwork and appreciation of leadership. Division staff meetings are held quarterly, and unit staffing meetings are
held monthly. There was insufficient time for staffing cases every week; manual transcriptions, visiting out-of-county
clients, finding placements for clients with complex needs, and facilities reviews consumed a lot of time. There were
concerns about delayed call-backs and unreturned email from clients. The unit has set up its own method for handling
these by routing escalated case situations to the program supervisor. There were also concerns regarding after-hours,
trained APS staff availability.
External partnerships are essential to the Adult Services work, as staff must work intensely with hospitals, adult care
homes, and other senior services, and make many referrals to fill urgent service needs. A lot of time is spent educating
health providers and family members. and caregivers about agency limitations on managing adult cases when not
under guardianship. There has been an uptick in APS involuntary commitments taken to the area hospital, but lack of
behavioral health resources requires transfer to out of county regional hospitals for evaluation.
Everyone interviewed is keenly aware of the increase in Person County’s aging population. Staff are genuinely
concerned about the strain on resources and their ability to continue offering high-quality, timely personal services.
WorkFirst/Child Care/Services Intake
Findings
The combined line staff echoed earlier comments regarding the benefits of working for a small county: everyone knows
one another, and everyone knows the resource allocation. Transportation to assist their clients in everyday tasks was
inadequate, the number of childcare providers is decreasing as providers age out, and homelessness is becoming a
significant community issue. Client complaints generally centered on denial of benefits and tied directly back to
programs with capped funding. For example, these complaints rise when childcare and energy funds are depleted,
and clients are denied or placed on a waitlist for services. Clients also complained about the level of intrusiveness into
their personal affairs and these complaints mainly stem from payee clients who prefer to have autonomy over their
financial resources.
Facility concerns were noted, especially in terms of staff and client safety. While panic buttons were available in some
offices, there needed to be a more comprehensive approach to facility safety. There were also comments on perceived
117
uneven supervision. There were some administrative concerns with the lack of engagement across the department, and
different processes driving different methods for services intake support.
Administrative Support
The final set of agency interviews involved the Administrative Support division and its leadership on October 9th.
Included therein were fiscal, quality assurance, program evaluation, and administrative support. A combined
leadership meeting was held for the supervisors, and separate interviews were held with the various administrative
staff. All told, nineteen employees were invited to participate.
Findings
Since this grouping of employees served all divisions within Social Services, they could provide perspectives across the
agency. Again, comments were made regarding a supportive environment, individual motivation, and teamwork. Child
Welfare was especially notable for its cohesion. But the family-like atmosphere also created some issues—notably
agency cliques, racial concerns, and lack of business-like operations. There were comments about how some units were
thriving, but some were struggling. Supervision was found to be somewhat uneven and the need for additional subject
matter training for supervisors was noted. Training throughout the agency was perceived to be lacking, leading to
issues with accountability and work quality.
They also observed that, prior to COVID, there was a lot of foot traffic to the agency—now clients turn to other
avenues for service access. Whenever there is an increase in clients coming to the office, staff have developed
processes to ensure rapid customer service. Likewise, the switchboard has added capacity to field more calls. There
used to be reports on dropped or missed calls, but reports are not available with the new telephone system. Those
clients choosing to come to the office are generally older, requesting help with their EBT card, or occasionally reporting
a lack of response from their assigned workers. Those needing help with their EBT card generally need to recertify to
have benefits restored.
While there were agency tools to keep track of employee locations when assisting callers or visitors, lack of consistent
use by staff limited the tools’ utility.
There were some concerns about inconsistent communication, and CCR Consulting recommended that the executive
leadership meeting notes be widely shared to ensure consistent messaging and content.
With regards to HR processes, the supervisors noted a lack of applicants and a “revolving door”—those leaving cited
workload, insufficient pay, and supervision issues. There were some issues with new employees' on-boarding and
inadequate IT equipment available on their initial day of employment. Telework policies were also reported to be
uneven across the agency.
Given the increase in children being housed in the Social Services office, there were also concerns regarding safety.
Other physical environment complaints were the lack of computer equipment, spatial configurations that did not
accommodate private conversations or record-keeping, and unclean common areas.
These interview perspectives and findings can serve as a foundation for further exploration, conversation, and
planning. As a reminder, each area above reflects commonalities of perspectives across the interview spectrum and
excludes single or one person comments. And, while CCR Consulting did not seek to validate these perspectives or elicit
details about staff concerns, these perspectives are genuinely held by staff and can serve as a basis for future work
and program improvements.
Creating a Culture of Success
Creating and maintaining a thriving work environment fosters a culture that values its people, cultivates innovation, and
ensures a strong sense of belonging. An organization’s people and culture shape their identity, impacting areas from
employee satisfaction to overall organizational performance and productivity.
118
The individuals who comprise an organization each bring their unique skills, experiences, and perspectives. A culture
of success welcomes the uniqueness of everyone, especially their cultural, racial, and ethnic differences. Inversely, the
absence of a deliberate culture can inadvertently create a culture of exclusion and disengagement.
The shared values, beliefs, behaviors, and norms that shape the workplace environment and interactions are its culture.
Creating a culture of respect, integrity, and trust must be intentional.
Developing and implementing new ideas, methods, or products to improve processes and outcomes is the beauty of
innovation. A culture of success encourages innovation. Fostering a culture of innovation requires creating an
environment where employees feel comfortable sharing and implementing new ideas.
Belonging is the feeling of security and support when there is a sense of acceptance, inclusion, and identity. A culture
of belonging is a necessary part of a successful culture.
These four elements are deeply interconnected. When an organization prioritizes its people and fosters a positive
culture, innovation flourishes, and a strong sense of belonging emerges. This, in turn, fuels success and creates a positive
feedback loop. Engaged employees are passionate, committed, and invested in their work and the organization's
success. They are more productive, creative, and likely to remain with the organization. In addition, team building is
essential for fostering cross-cultural understanding and appreciation. Activities that encourage collaboration,
communication, and empathy can help break down barriers and build stronger relationships.
The CCR Consulting team recommends using the new consolidated human service’s mission to support creating a culture
of success for staff, clients, and the community. The mission can be incorporated into the culture of the organization
through espoused values such as trust, respect, teamwork, and integrity, to name a few. In addition, integrating these
values within the processes of recruitment, onboarding, training, performance reviews, and employee relations have
been effective within organizations. Centering and aligning staff around a shared mission encourages engagement,
innovation, and a sense of belonging. A win-win for all.
Recommendations
1. Create a Professional Development strategy to enhance staff skills and increase overall effectiveness.
As the County workforce ages and applicant pools diminish, a professional development strategy can encourage staff
retention, job satisfaction, and skills training. Included therein should be considerations for cross-training opportunities,
succession planning, transitioning of temporary staff into full-time status, promotion and leadership development,
privacy and confidentiality training, and standardized supervision planning processes. And while pay is important,
study after study has proven that a work/life balance, workload management, and quality supervision are considered
more important by health and human services staff. These are all related to working in a supportive work environment.
2. Review the agency’s Telecommuting/Remote Work Policy to ensure equitable administration.
While telecommuting can be a great benefit to staff, job duties and responsibilities vary across the organization, and
certain positions may be better suited for telework. During focus group sessions, staff reported perceived inequities in
what teams are allowed to telecommute. CCR Consulting recommends reviewing the current telecommuting policy,
adjusting across the organization that are based on common procedures and practices. These internal processes should
be transparent to staff and their rationale and process for decision-making clearly explained.
3. Create HS leadership team – the Assistant County Manager/Human Services Director has a tremendous
responsibility and needs leadership support to carry out duties and responsibilities. A leadership team will
enable him to be more strategic and innovative in his decision-making and will create efficiencies in
communication.
4. Create Social Services committees on various topics: Customer Service, Building Refresh Needs and Ideas,
Community Engagement, Internal Communication and Training, Staff Engagement.
119
Person County Social Services staff clearly demonstrated at all levels a willingness for continuous service and process
improvement. Capturing this enthusiasm through the creation of staff committees to analyze, brainstorm, and develop
system enhancements can increase staff morale and foster a sense of individual and agency pride and belonging.
Agency staff and community partners identified those italicized areas listed above as needing improvement, and
organizing staff committees around those topics of focus group concern can maintain a continuous cycle of fresh and
innovative ideas that gain support and buy-in.
5. Enhance Social Services intranet resource site.
An intranet can serve as a place to communicate effectively with staff in a consistent and timely manner. Information
such as updates, announcements, internal and external program and community resources, meeting minutes, and
program and staffing services changes can be quickly accessed while keeping staff informed. The CCR Consulting
Team recommends the development and regular use of an intranet site for leadership to communicate with staff,
including training in its use and purpose. An Intranet Resource Site aids in cross-training, provides back-up support, and
enhances customer service.
6. Hold regular agency staff meetings.
Staff mentioned in the focus groups that agency-wide staff meetings were not held on a regular basis. Agency staff
meetings allow staff to step away from the busyness of everyday tasks to reconnect with their colleagues. It affords
leadership opportunities to provide updates and information to all staff in a timely and consistent manner. It can be
leveraged for professional growth and development by offering beneficial training for all staff. For example, customer
service training can be offered at an agency-wide staff meeting. These all-staff meetings also provide an opportunity
for key county department leaders and County Commissioners to address staff and show appreciation for the services
they provide to county residents. Hosting these meetings with a regular cadence provides consistency and predictability
for staff to anticipate the sharing of information, prepare for training opportunities, and feel a connectedness to
County leadership.
7. Review facility and worker safety plans.
Worker safety is paramount for everyone, and was noted as a concern in several of the staff focus groups. As the
external environment shifts, Social Services should respond proactively to ensure the safety of its physical space and
that of its workforce. Security is currently provided through a private, contracted vendor. CCR Consulting recommends
a regular review of facilities and worker safety plans that mitigate risk and harm and is done through the lens of legal
counsel to ease risk, harm, and liability. CCR Consulting further recommends that as plans are updated, Social Services
would benefit from having the expertise of other County departments involved in their planning such as the Sheriff’s
Department, Information Technology, Human Resources, Facility Management, Legal and Finance.
8. Create a collaborative case review process with community partners (GAL, Attorneys, etc.) in preparation of
scheduled court hearings.
Child Welfare court hearings often involve multiple individuals and numerous organizations and can be a complex and
confusing process to lay participants. Community partners noted that collaboration within the case review process could
be tightened and streamlined, to foster a more seamless and integrated process that allowed for all voices to be
considered as cases were being prepared for court hearings. CCR Consulting recommends that the case review process
be reviewed with community partners to develop a more efficient, streamlined process to hear cases. A refreshed
process review supports children and their families by “improving their human condition” as stated in the consolidated
human services mission statement.
9. Integrate the consolidated human services mission and vision statement into the organizational culture.
A shared mission and vision contribute to a strong organizational culture, where employees are united by common
values and goals. It helps to define the organization's unique identity, communicates what the organization stands for,
and what it aims to achieve. It can provide a sense of purpose, inspire staff, and make their work feel more meaningful.
This can contribute to higher engagement and job satisfaction. Workplace values are important as well. CCR Consulting
has recommended several that are often cited in the Health and Human Services area in this report for the County’s
consideration. CCR Consulting encourages the Human Services Director to continue his efforts to unite the consolidated
agencies through a shared work culture.
120
10. Improve the physical space and reception area.
CCR Consulting noted in its “Early Wins” document that the physical space, particularly the reception area, needed an
improved and more welcoming organization. Social Services has already begun those efforts by removing storage
items from the former children’s area. Other changes could include reorganizing the required notices to make them
more cohesive and useful, providing service information and key messaging within the lobby area, and by considering
kiosks and other self-service tools to enable online services while waiting. Employing a multi-service staff team to
explore and make recommendations could spur employee engagement and innovative approaches.
CCR Consulting heard in numerous interviews the need to spruce up public spaces, particularly bathrooms. CCR
Consulting recognizes that the building has become the County’s property, which provides greater opportunity for staff
input and engagement on improvements. When reconfiguring physical space, concerns regarding confidential
conversations and record-keeping should be integrated into the larger plan to refurbish the office space. Likewise,
CCR Consulting also notes that since gathering much of this information about the building, the building has been
acquired and improvements around bathroom cleanliness and other janitorial needs are underway.
11. Develop processes and scripting to limit use of voicemail and need for call-backs.
CCR Consulting heard from reception and intake staff, along with some service administrators, issues about repeated
voicemails and lack of timely response. Connecting with the client in the first communication eliminates on average
three to four call backs. For the eligibility programs, connecting with a client by phone can be the difference in a timely
interview, a recertification or a change. CCR Consulting has documented through time-motion studies that receiving a
call and being able to complete a recertification interview on a first-time pass takes less than half the staff time and
effort of an outreach to conduct the same process.
CCR Consulting was told that a new telephone system has been put in place recently, but its attendant reports such as
call waiting times and dropped calls are not being generated nor have staff been advised on how to retrieve them if
they are available. CCR Consulting recommends that IT meet with the Social Services administration to document what
reports would be of value and determine the process for making reports available. This is critical for eligibility
programs in particular as electronic, email, phone, and NC FAST are the preferred communication means for clients
and staff.
CCR Consulting also recognizes that clients, not being able to reach their worker on the first attempt, may repeatedly
call over and over. Proper scripting could help allay the client’s concerns that their calls will be responded to in a timely
manner. CCR Consulting recommends staff analyze in detail why clients call the agency, prepare scripts to match these
reasons accordingly, and use those scripts to inform clients prior to their calls to minimize repeat calls.
Phone coverage itself was seen as an issue in both Economic Services and Child Welfare, and particularly during after-
hours coverage for CPS and APS reports and issues. On two separate occasions while at the agency, CCR Consulting
experienced first-hand CPS reports coming in during the day, with no coverage available, leaving individual child
welfare workers to volunteer to handle the call.
12. Promote the use of ePass with clients and community partners.
The State of North Carolina has developed an online tool to enable easy self-service for Social Services clients. Clients
can apply for a number of benefit programs such as Medicaid, FNS, and Work First, and provide proper
documentation to support their applications. This information is transmitted through NCFAST to the county of residence
for Social Services determination of eligibility. After determination, clients can use ePass to report any changes in
address or circumstances.
CCR Consulting understands that only about 10% of Person County’s economic services applications originate from
ePass, providing a wide opportunity to expand its use for efficiency and service timeliness. Social Services staff can
train its community partners on the use of ePass tool and promote its use through video training in its social media
engagement.
13. Explore additional legal resources with a focus on Social Services administration.
121
As noted above, Person County’s contract attorneys are only used for CPS, APS, and child support cases. While such
legal representation and counsel is essential for these activities, as the County assumes oversight and responsibility for
all Social Services, it should consider broader legal representation and advice on matters of confidentiality, escalation,
contracting, media relations, public records requests, and other Social Services-specific activities.
14. Improve records management and archiving.
CCR Consulting witnessed issues with child support filing and archiving and Social Services leadership responded
immediately to address deficiencies in space and processes. Child Welfare also reported issues with records
documentation and archiving, with a few processes set in place to manage records formatting or storage. CCR
Consulting recommends that staff committees be established to conduct workflow analyses of records and
documentation needed for separate business operations, from initial collection to eventual disposal, to ensure that their
procedures align with existing NC-DHHS records retention management standards and schedules. This is especially
important as Person County readies its child welfare records to be converted into Path NC to avoid redundant data
entry and loss of documentation. Such analyses should include workable procedures for records retention, archiving,
and disposal across the agency.
RFP Section: Review and Evaluate Current Recruitment and
Compensation Strategies
CCR Consulting incorporated county staff experiences with current recruitment and compensation strategies into its
staff interview process to capture employee perspectives on the County’s human resources processes and their
recommendations for improvement. CCR Consulting met with the County’s human resources department to validate
employee survey questions to enrich their utility, particularly around reasons for retention or resignation.
Findings
HR Perspectives
HR outlined the pre- and post-consolidation responsibilities vis-a-vis its interactions with Social Services. Prior to
consolidation, HR posted job opportunities and helped set pay schedules but were not a part of the hiring decision.
Currently, HR posts job openings, participates in interviews, and submits to Social Services the entire pool of eligible
applicants—HR hopes to embed some screening measures to help in hiring. By being involved in applicant interviews,
HR can dispel some of the rumors of favoritism and unfair hiring practices. HR commended the department for its
selection, orientation, and background check processes.
Prior to consolidation, HR was not involved in disciplinary action. Now HR is involved in all aspects to lend its expertise
and objectivity. HR has traditionally conducted exit interviews.
HR meets quarterly with Social Services administration to ensure smooth communication and resolution of any issues.
Noting that applicant pools for positions such as income maintenance are shrinking, HR is considering other recruitment
avenues and tools such as videos to accompany job postings. There may be other opportunities for applicant
evaluation—CCR Consulting noted using real eligibility processing scenarios to determine skills and abilities.
HR is committed to its value-add to Social Services human resources processes. It has removed some “busy work” from
Social Services such as employee onboarding packages. HR notes that training is an issue throughout the County and
intends to offer supervisory and disciplinary training—a survey of department heads on training needs is being
planned.
HR also reported some onboarding and IT notification issues, particularly with temporary employees. HR staff initiates
the IT help ticket for new hires and Social Services employees are copied on the ticket to respond with what equipment
122
is specifically needed. HR staff also sends the new hire letter with orientation information and copies the new
employee’s supervisor on the email. HR often hears that the new employee does not receive subsequent communication
from the supervisor and does not know where or when to report. Termination processes were individually set—CCR
Consulting recommended a coordinated onboarding and offboarding process to be followed by all County
departments.
HR provided some summary exit interview findings—this included lack of adequate, consistent training, workload
concerns, lack of supervisory skills, perceived favoritism and discrimination, and inadequate pay. HR also provided the
findings from an employee engagement survey—when asked about the County’s values and work environment, many
Social Services employees reported a stressful work environment given the workload and strict policy adherence. Many
were pleased with the support of their fellow employees and a sense of teamwork and noted the importance of the
purposeful work itself. Some felt unappreciated and undervalued. When asked for retention strategies, several
commented on the need for additional employees to manage the workload, better pay and time off benefits, and
more supportive leadership. These comments align with the staff comments referenced earlier in the report.
Through the numerous interviews with staff and administrators, CCR Consulting probed their perspectives on the recent
change from state personnel oversight to being placed under the County’s HR policies and processes. There were few
negative comments regarding this change, especially in those interviews held later in the year; there were a couple of
concerns raised over disciplinary actions already underway with State Personnel. Early concerns centered around
understanding new processes.
Position Reclassifications
The CCR Consulting team reviewed with Social Services leadership the seventeen new and reclassified position requests
as submitted to County leadership for consideration in Person County’s 2025-26 Manager’s Recommended Budget.
CCR Consulting worked with the team to re-evaluate their prioritization requests based on use of additional data and
the staff needed to align with changes in the state’s recommended child welfare caseload/workload standards. CCR
Consulting cautioned moving forward with position requests based on anticipated needed where data was not readily
available to support the request as it could minimize the importance of other requests. CCR Consulting provided
consultation for positions’ justifications, strengthening their need by quantifying increases in work and caseloads, and
revising anticipated intergovernmental funding ratios. Agency leadership agreed to request retrieval of the original
submission to allow the recommended changes to be made.
Among the seventeen position requests were reclassifications of three existing administrative positions to Income
Maintenance positions, which will enhance their work of by increasing their interactions with prospective and current
clients and training them to complete work in the NC FAST eligibility system. While the three positions would see
increases in salary, the reclassification will also increase the federal match for those workers in the Medicaid program
from 50% to 75%. Two of the workers were expected to perform Medicaid functions while one was to perform FNS
tasks. FNS eligibility work is reimbursed at a 50% federal match. Person County Social Services submitted these three
position reclassifications last fiscal year, yet these were not approved at that time.
To strengthen the agency’s reclassification justification, CCR Consulting calculated the intergovernmental reimbursement
expected for the reclassified positions to determine overall county cost impact. The following chart quantifies these
changes.
Person County Budgetary Impacts of DSS Employee Reclassification and Reinvestment
Current Title New
Title
Current
Salary
New
Salary
Current
County
Funding %
New
County
Funding %
Current
County
Funding $
New County
Funding $
Savings
Processing
Assistant IV
IMC I
FNS $36,172.50 $36,865 50% 50% $18,086.25 $18,432.50 ($346.25)
Processing
Assistant IV
IMC I
Medicaid $36,172.50 $36,865 50% 25% $18,086.25 $9,216.25 $8,870.00
Processing
Assistant IV
IMC I
Medicaid $36,757.50 $36,865 50% 25% $18,378.75 $9,216.25 $9,162.50
Total = $17,686.25
123
New Hire: Adult
Medicaid IMC III $44,809 0% 25% $0.00 $11,202.25 $6,484.00
As can be seen by the above chart, Person County can immediately realize nearly $18,000 annually in savings by
initiating these reclassifications. Person County could also consider redirecting these savings to offset a new position
being requested in the 2025-26 budget. A request for an Income Maintenance Caseworker III Adult Medicaid position
is being proposed to specialize in the County’s Long-Term Care. Person County is experiencing an increase in its aging
population and has seen a corresponding increase in its long-term care caseloads. The IMC III salary of $44,809 will
be federally reimbursed at 75% or $33,607 with County costs calculated at $11,202, still below the savings expected
from the reclassifications. CCR Consulting is hopeful that this technical assistance will be of value as Person County
readies its budget plans for the next fiscal year.
Recommendations
1. Strengthen consolidated HS Staff orientation.
There were several comments made about the lack of a consistent orientation program that included all county agencies
involved in onboarding and training.
2. Document hiring, on-boarding, and off-boarding processes through a workflow analysis and develop
standard operating procedures to support analysis recommendations.
There were a few breakdowns in the onboarding and off-boarding process that could easily be remedied through a
workflow analysis of needed steps, procedures, and documentation. For example, there were several instances of new
hires reporting to work without the proper equipment on hand. Likewise, off-boarding procedures included a
compilation of all log-in data which was in violation of State and County IT policies.
3. Include the HS Director in the Social Services budget development process moving forward.
While the HS Director has dual responsibilities as Assistant County Manager and HS Director, there is significant benefit
in having his expertise and foresight into the budget process early on to create a more streamlined and effective
process.
4. Have Social Services leadership create a standard operating procedure that outlines who in the agency is
responsible for completing each section of the new position request form based on their knowledge and
expertise.
The county provides an excellent template for agency use to request new positions. In reviewing these forms, CCR
Consulting recommends a SOP be developed to assign specific staff to complete specific sections to improve accuracy
and quality of submissions going forward. CCR Consulting also recommends that there be an appropriate oversight
leadership team to approve the submissions to the County to ensure completeness and accuracy.
5. Conduct stay interviews to enlighten the HS Director and HR leadership as the County looks broadly at
succession planning.
Statewide and nationally, it is increasingly more difficult to fill senior level positions across government. This is true in
health and human services as well. Planning for the next generation of social services leaders across the spectrum of
programs is critical to its future success.
Concluding Recommendations
This report contains numerous recommendations--most of which are related to continuous process improvement,
relations-building, and communications, and many of which are best managed with direct oversight by the HS Director.
Included therein should be periodic reports to the BoC related to program administration or service delivery. CCR
Consulting recommends that the BoC direct the HS Director to use this report to create a County implementation plan
124
which prioritizes the recommendations based on any instructions the BoC deems appropriate. Further, CCR Consulting
recommends that the BoC grant flexibility to the HS Director to validate some of the perceptions outlined in the report
to finetune recommendations moving forward as needed. The Board may wish to receive periodic reports regarding
the recommendations implemented and their impact.
Leadership within Social Services demonstrated a strong knowledge of the programs and services administered by the
agency. There was a commitment to the agency mission. It became apparent during this study that work stress, the
consolidation process, and negative County events have impacted their drive to be enthusiastic leaders. Overall, they
feel less valued and respected by the County. This has impacted their willingness to be creative thinkers and innovators
in their respective positions as these dimensions often require one to take risks. The HS Director has been given a list
of opportunities throughout the year whereby the agency, its leaders, staff, its volunteers and the County at large can
recognize, remember, celebrate and acknowledge where there are good results occurring for Person County residents,
because when the agency’s services are grounded in non-voluntary, mandated programs and services, there will always
be an opportunity for criticism.
Consolidation is a journey and while the heavy lift comes with the actual conversion to the new model, that is only the
beginning of possibilities. As with Information Technology and Human Resources, there are other opportunities for
administrative and operational partnerships where expertise can be shared and resources enhanced. Examples may
include budget and fiscal, legal, public relations and media support.
Concluding Thoughts
The CCR Consulting team appreciates the opportunity to inform the Person County Board of Commissioners of its new
role and responsibilities in restructuring the County’s human services governance and service delivery. CCR Consulting
commends the Board for its interest in Social Services improvement and for investing its time and resources to become
better grounded in human services programs, principles, and practices.
CCR would like to extend its thanks to the County management staff, governing members and agency leadership who
made their time and expertise available throughout the study to guide the consulting team in its methodology,
deliverables, and areas of inquiry. Person County is indeed fortunate to have such a committed, knowledgeable and
civic-minded staff whose interests center on providing high-quality, effective service delivery.
125
Person County Human Services Project Report
Appendix A: Community Partners Feedback Session
Participants
Person County Community Partners Feedback Sessions
Organization (listed alphabetically) Date of Session
Christian Help Center of Person County 9/4/2024
Community Activist – Ollie Jeffers 10/15/2024
Community Forum 9/17/2024
Crossroad Child Advocacy Center 10/11/2024
Emergency Services 10/22/2024
Environmental Health 9/4/2024
Former DSS Board – Danny Johnson 8/12/2024
Former DSS Board – Fay Martin 10/21/2024
Former DSS Board – Linda Mabe 10/7/2024
Former DSS Board – Treco Lea-Jeffers 10/7/2024
Freedom House 9/7/2024
Guadian Ad Litem 9/13/2024
JCPC – Juvenile Crime Prevention Counsil 11/13/2024
Life Choices – Pregnancy Support Center 10/14/2024
Long Memorial Unted Methodist 9/23/2024
Meals on Wheels 8/22/2024
Parks & Recreation 10/22/2024
PATS – Person Area Transportation 10/22/2024
Person County Health Dept 8/21/2024
Person County Memorial Hospital 9/13/2024
Person County Mental Health 11/21/2024
Person County Ministerial Alliance 8/12/2024
Person County Partnership for Children 9/26/2024
Person County Schools 8/13/2024
Person County Senior Center 9/9/2024
Person County Sheriff’s Office 12/9/2024
Person Industries 10/22/2024
Person Medical Center/Person Family Dental Center 11/13/2024
PUMP – Person United Methodist Parishes 9/25/2024
Roots & Wings 10/21/2024
Roxboro Police Department 11/9/2024
Safe Haven of Person County 10/11/2024
The Canterbury House 11/8/2024
Vaya 10/3/2024
126
Other Organizations Contacted and Invited
Early Intervention & Family Services
Learn and Play Childcare Center
Salvation Army, Durham
Roxboro Baptist Church
Beulah Baptist Association
Zion Christian Center (Fishes & Loaves Food Pantry)
Lester’s Toddler Center
Mother Goose Childcare Center
Piedmont Community College Daycare Center
Roxboro Housing Authority
Greater Cleggs Chape; Missionary Baptist Church
Westwood Baptist Church
Former DSS Board Member – Ray Jeffers
Pathways for Change
127
Person County Human Services Project Report
Appendix B: Early Wins
128
129
130
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
FY26 Budget Ordinance
Summary of Information:
General Statute 159-13(a) states the annual budget must be adopted by July 1. The budget
ordinance may be adopted at any regular or special meeting at which a quorum is present by a
majority of those present and voting. The Ordinance for FY26 is before the Board for adoption
having fulfilled the legal requirements, including the conducting of a public hearing.
The final adjustments from Recommended to Adopted Budget summary is attached, and reflects
a decrease of $175,291 to the General Fund and a decrease of $3,625 to Other Funds.
Financial Impact:
The FY26 Amended Budget totals $108,823,546, a decrease of $178,916 from the Manager’s
Recommended Budget.
Recommended Action:
Adopt the FY26 Budget Ordinance.
Submitted By:
Katherine Cathey, County Manager and Tracy Clayton, Chief Financial Officer
131
Adjustments from Recommended to Adopted Budget
Department Explanation of Change
Revenue
Changes
Expenditure
Changes
Equivalent
Tax Rate
(1 cent =
$766,715)
General Fund
Recommended Budget 85,263,397 85,263,397
Revenues Tax rate from $.64 to $.63 (100-310110; 100-313200)(752,243) (0.98)
Tax collection rate from 97.5% to 98.5% (100-310110)464,170 0.61
Interest Earnings (100-381491)100,000 0.13
EMS Current Fees (10025-335410)25,000 0.03
Solid Waste Host Fees (10045-339411)50,000 0.07
Fund Balance Appropriation (10090-399991)(62,218) (0.08)
-
Expenditures Roots & Wings (1004302-427061)2,144 0.00
Youth Villages (1004303-427070)(2,502) (0.00)
Sheriff-overtime and benefit adjustments (100-4310)2,264 0.00
Animal Control-Supervisor position and related operating costs (100-4380)(86,573) (0.11)
Animal Control-vehicle and related equipment costs (1054125-454100)(80,624) (0.11)
Rec, Arts & Parks-building & grounds maintenance & repair (1006120-435100)(10,000) (0.01)
Total Amended General Fund Budget 85,088,106 85,088,106 0.00
Difference of Amended Changes over (under) Recommended (175,291) (175,291) (0.23)
Total Self-Funded Health Insurance Fund Budget 6,190,477 6,190,477 0.00
Total Capital Investment Fund Budget 8,827,336 8,827,336 0.00
Total Representative Payees Fund Budget 925,000 925,000 0.00
Total Person Industries and Material Recovery Facility Fund Budget 2,738,503 2,738,503 0.00
Total Sheriff's Execution Fund Budget 50,000 50,000 0.00
Recommended Budget 2,733,841 2,733,841
Revenues Tax collection rate from 97.5% to 98.5% (250-310110)24,854 0.03
Fund Balance Appropriation (25090-399991)(28,479) (0.04)
Expenditures Timberlake Volunteer Fire Department (2504377-460700)(3,625) (0.00)
Total Fire District Tax Fund Budget 2,730,216 2,730,216 0.04
Difference of Amended Changes over (under) Recommended (3,625) (3,625)
Emergency Telephone System - Special Revenue Fund
Total Emergency Telephone System Fund Budget 176,575 176,575 0.00
Revolving Loan - Special Revenue Fund
Total Revolving Loan Fund Budget 5,654 5,654 0.00
Economic Catalyst - Special Revenue Fund
Recommended Budget 1,700,079 1,700,079
Fire Tax District - Special Revenue Fund
Self-Funded Health Insurance Fund - Special Revenue Fund
Capital Investment Fund - Special Revenue Fund
Representative Payees - Special Revenue Fund
Person Industries and Material Recovery Facility - Special Revenue Fund
Sheriff's Execution - Special Revenue Fund
132
Adjustments from Recommended to Adopted Budget
Department Explanation of Change
Revenue
Changes
Expenditure
Changes
Equivalent
Tax Rate
(1 cent =
$766,715)
Expenditures Industrial Recruitment Incentives (2804920-429900)(50,000) (0.07)
Special Appropriation/PCBIC (2804920-429901)50,000 0.07
Total Economic Catalyst Fund Budget 1,700,079 1,700,079 0.00
Difference of Amended Changes over (under) Recommended - -
Water and Sewer - Special Revenue Fund
Total Water and Sewer Fund Budget 105,000 105,000 0.00
Stormwater - Enterprise Fund
Total Stormwater Fund Budget 286,600 286,600 0.00
Total Amended Budget FY 2025-26 108,823,546 108,823,546
Total Difference of Amended Changes over (under) Recommended (178,916) (178,916)
133
PERSON COUNTY,
NORTH CAROLINA
2025-2026
BUDGET ORDINANCE
BE IT ORDAINED by the Board of Commissioners of Person County, North Carolina (the “Board”):
Section 1. The following amounts are hereby appropriated in the General Fund for the operation of the
county government and its activities for the fiscal year beginning July 1, 2025 and ending June 30,
2026, in accordance with the chart of accounts heretofore established for this county and by function
as listed below:
Section 2. The appropriations to the Board of Education for current expense, firstly, shall be made from
any funds that are dedicated to the use of the schools and secondly, shall be made from general county
revenues to the extent necessary. Capital expenditures for schools are budgeted in the Capital
Investment Fund, and are funded to the extent of the amount available for capital appropriations.
Capital outlay for schools will be expended within the approved appropriation subject to receipt of
invoices and appropriate documentation from the schools, and reviewed by the Person County Finance
Office.
The appropriations made and revenues estimated hereafter shall be for the fiscal year beginning
July 1, 2025 and ending June 30, 2026.
EXPENDITURES AMOUNT
PERCENT OF
BUDGET
General Government $ 12,546,486 14.7%
Public Safety 20,986,853 24.6%
Transportation 1,836,772 2.2%
Human Services 17,857,163 21.0%
Education 16,333,638 19.2%
Environmental Protection 304,317 0.4%
Economic and Physical Development 1,599,788 1.9%
Culture and Recreation 3,546,442 4.2%
Transfers to Other Funds 9,208,518 10.8%
Contingency 868,129 1.0%
TOTAL GENERAL FUND APPROPRIATIONS $ 85,088,106 100.0%
134
Section 3. It is estimated that the following revenues will be available in the General Fund:
Section 4. The following amounts are hereby appropriated in the Self-Funded Health Insurance Fund
for the allocation of costs associated with the County’s self-insured group health insurance program:
Section 5. It is estimated that the following revenues will be available in the Self-Funded Health
Insurance Fund:
Section 6. The following amounts are hereby appropriated in the Capital Investment Fund (CIF) for
the County’s debt service payments, regular capital outlay for Person County Schools and Piedmont
Community College, lottery payments associated with the Schools, and the transfer of funds in
support of the capital improvement projects that are reported in the CIP Capital Project Fund:
REVENUES AMOUNT
PERCENT OF
BUDGET
Ad Valorem Taxes $ 48,722,023 57.3%
Local Option Sales Taxes 13,716,300 16.1%
Other Taxes 1,000,700 1.2%
Licenses and Permits 868,950 1.0%
Intergovernmental Revenues 10,118,428 11.9%
Interest Earnings 1,201,000 1.4%
Charges for Services 5,898,089 6.9%
Other Revenues 817,422 1.0%
Transfers from Other Funds 245,714 0.3%
Transfers from Component Unit 257,000 0.3%
Fund Balance Appropriated 2,242,480 2.6%
TOTAL GENERAL FUND REVENUES $ 85,088,106 100.0%
Self-Funded Health Insurance $ 6,190,477
Health Plan Premiums $ 5,770,477
Interest Earnings 110,000
Other Miscellaneous Contributions 310,000
Total $ 6,190,477
Debt Service $ 4,088,452
Schools Capital & Tech Outlay 1,455,584
Schools Lottery Expense 500,000
PCC Capital Outlay 63,500
Transfer to CIP Fund 2,719,800
Total $ 8,827,336
135
Section 7. It is estimated that the following revenues will be available in the Capital Investment Fund
(CIF) for funding the County’s debt service, Person County Schools and Piedmont Community College
regular capital expense, lottery projects for the Schools, and capital improvement projects:
Section 8. The following amount is hereby appropriated in the Social Services Representative Payee
Fund, to manage expenditures with funds belonging to individuals who are unable to maintain those
funds themselves:
Section 9. It is estimated that the following revenues will be available in the Social Services
Representative Payee Fund:
Section 10. The following amounts are hereby appropriated in the Person Industries & PI Material
Recovery Facility (MRF) Fund:
Section 11. It is estimated that the following revenues will be available in the Person Industries & PI
Material Recovery Facility (MRF) Fund:
Section 12. The following amounts are hereby appropriated in the Sheriff’s Execution Fund, which
accounts for collections by the Sheriff of small claims remitted to the Clerk of Court and collection of
commissions remitted to the County:
Section 13. It is estimated that the following revenues will be available in the Sheriff’s Execution Fund:
Lottery Proceeds $ 500,000
Other Revenues 17,478
Interest Earnings 700,000
Transfer from General Fund 5,253,298
Sales Tax Transfer from General Fund for Schools 2,356,560
Total $ 8,827,336
Representative Payee Funds $ 925,000
SSA/SSI-Rep Payee Funds $ 925,000
PI-Community Rehabilitation Program Services $ 1,958,280
Material Recovery Facility 780,223
Total $ 2,738,503
Intergovernmental Revenues $ 301,669
Charges for Services 1,282,174
Other Revenues 6,000
Transfer from General Fund
PI-Community Rehabilitation Program Services 835,313
Material Recovery Facility 313,347
Total $ 2,738,503
Sheriff's Execution Claims $ 50,000
Charges for Services $ 50,000
136
Section 14. The following amounts are hereby appropriated in the Fire Tax District Fund, which was
established to provide for all operating and capital funding of the local volunteer fire and rescue
departments:
Section 15. It is estimated that the following revenues will be available in the Fire Tax District Fund:
Section 16. The following amounts are hereby appropriated in the Emergency Telephone System
Fund:
Section 17. It is estimated that the following revenues will be available in the Emergency Telephone
System Fund:
Section 18. The following amounts are hereby appropriated in the Revolving Loan Fund, which was
established to provide loans to small businesses to promote economic development:
Section 19. It is estimated that the following revenues will be available in the Revolving Loan Fund:
Section 20. The following amounts are hereby appropriated in the Economic Catalyst Fund for future
industrial incentives and expansion efforts of current industry facilities:
Section 21. It is estimated that the following revenues will be available in the Economic Catalyst Fund:
Section 22. The following amounts are hereby appropriated in the Water and Sewer Construction
Reserve Fund for the future funding of water and sewer construction:
Fire Tax District $ 2,730,216
Ad Valorem Taxes $ 2,730,216
Emergency Telephone System $ 176,575
Fund Balance Appropriation $ 176,575
Reserved for Small Business Loans $ 5,654
Other Revenues 5,454
Investment Earnings 200
Total $ 5,654
Industrial Recruitment Incentives $ 1,700,079
Transfer from General Fund 250,000
Interest Earnings 60,000
Fund Balance Appropriation 1,390,079
Total $ 1,700,079
Reserve for Water and Sewer Construction $ 105,000
137
Section 23. It is estimated that the following revenues will be available in the Water and Sewer
Construction Reserve Fund:
Section 24. The following amounts are hereby appropriated in the Stormwater Fund for funding the
Stormwater Management Utility’s responsibilities for protection, restoration, and management of
stormwater quality:
Section 25. It is estimated that the following revenues will be available in the Stormwater Fund for
funding the Stormwater Management Utility’s responsibilities for protection, restoration, and
management of stormwater quality:
Section 26. There is hereby levied a tax at the rate of $0.63 per $100 valuation of property listed for
taxes as of January 1, 2025 for the purpose of raising revenues from property taxes included in “Ad
Valorem Taxes” in the General Fund in Section 3 of this Ordinance.
This rate of tax is based on an estimated total valuation of property for the purpose of taxation of
$7,252,661,461 and an estimated collection rate of 98.5%. In addition to these revenues, the County
is also including registered motor vehicle tax revenues collected by the North Carolina License Plate
Agencies, which is budgeted to generate $3,296,632 in revenues.
Section 27. There is hereby levied a tax at the rate of $0.04 per $100 valuation of property listed for
taxes as of January 1, 2025 for the purpose of raising revenues from fire service protection district taxes
included in "Ad Valorem Taxes" in the Fire Tax District Fund in Section 15 of this Ordinance. This rate
of tax is based on an estimated total valuation of property for the purpose of taxation of $6,213,591,847
and an estimated collection rate of 98.5%. In addition to these revenues, the County is also including
licensed motor vehicle tax revenues collected by the North Carolina License Plate Agencies, which is
budgeted to generate $184,783 in revenues.
Section 28. Charges for services and fees by County departments, excluding those established by
state statute, are levied in the amounts set forth in the attached Fee Schedule. (Attachment 1)
Section 29. The budget officer is hereby authorized to transfer appropriations within a fund as
contained herein under the following conditions:
a. Can transfer amounts between objects of expenditure within a department and between
departments within the same functional area without limitation and without a report to the Board
of Commissioners.
Shared Fees 70,000
Interest Earnings 35,000
$ 105,000
Reserve for Stormwater Utility Management $ 286,600
Stormwater Fees $ 285,000
Interest Earnings 1,600
Total $ 286,600
138
b. Can transfer amounts up to $10,000 between functional areas of the same fund with an official
report on such transfers at the next regular meeting of the Board of Commissioners.
c. Cannot transfer any amount between funds or from the regular contingency appropriation within
any fund, except for a transfer of any amount from the Information Technology Systems
Fund for technology-related items, and the Fleet Management Fund without a report to the Board
of Commissioners.
e. Can authorize amendments as requested by the Chief Financial Officer at the end of the fiscal
year in order to maintain budgetary compliance for the reporting of leases (GASB 87),
subscription-based information technology agreements (GASB 96), and the Social Services
Representative Payee Fund, Fines & Forfeitures, and Sheriff’s Execution Fund (GASB 84)
without a report to the Board of Commissioners.
Section 30. The County Manager, or her designee, is hereby authorized to execute contractual
documents under the following conditions:
a. Can execute contracts for construction repair projects which do not require formal competitive
bid procedures.
b. Can execute contracts for: (1) purchase of apparatus, supplies and materials, or equipment
which is within budgeted department appropriations, (2) leases of personal property for a
duration of one year or less and within budgeted departmental appropriations, and (3) services
which are within department appropriations.
c. Can execute grant agreements to or from public and nonprofit organization that are within
budgeted appropriations, unless grantor organization requires execution by the Board of
Commissioners.
d. Can execute contracts, as the lessor/lessee of real property, which are of one-year duration or
less, if funds are within budgeted appropriations.
e. Can execute contracts for consultant services, which consultant fees are estimated to be less
than $10,000 and if funds are within budgeted appropriations.
f. As provided in G.S. 143-64.32, the County Manager is authorized to exempt, in writing, contracts
for design services (architectural, engineering, surveying, construction management-at-risk
services, and design-build services) from the qualifications-based selection requirements of G.S.
143-64.31, et seq. (i.e. the "mini-Brooks Act") if the estimated fee is less than $50,000.
Section 31. The Chief Financial Officer may make cash advances between funds during the fiscal year
without reporting to the Board of Commissioners. Any advances outstanding at fiscal year-end must
be reported to the board except those involving funds where grant revenues or unreimbursed debt
proceeds arise from prior county expenditures.
Section 32. Copies of the Budget Ordinance shall be furnished to the Budget Officer, the Chief
Financial Officer, and the Tax Administrator for direction in the carrying out of their duties.
Adopted this the 16th day of June 2025.
___________________________________
Kyle Puryear, Chairman
Person County Board of Commissioners
___________________________________
Michele Solomon, Clerk to the Board
139
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
Golden LEAF Community-Based Grants Initiative
Summary of Information:
The Golden LEAF Foundation Community Based Grants Initiative (CBGI) is now underway
in the North Central Prosperity Zone. Golden LEAF offers CBGI each year in one of the eight
prosperity zones in North Carolina. The counties in the North Central Prosperity Zone are
Chatham, Durham, Edgecombe, Franklin, Granville, Harnett, Johnston, Lee, Nash, Orange,
Person, Vance, Wake, Warren and Wilson.
The CBGI is designed to identify projects with the potential to have a significant impact. It is a
focused process with grants targeted toward investments in the building blocks of economic
growth. Funds are limited to projects that address Golden LEAF priorities of job creation and
economic investment, agriculture, and workforce preparedness.
Each county determines how projects will be prioritized and may submit up to four projects
that total up to $2 million, though no single project may exceed $1.5 million, and Golden
LEAF will make no more than three awards totaling $1.5 million in a county. Applicants must
be 501(c)(3) organizations or governmental entities (county and municipal governments,
community colleges, universities, etc.). Funds do not have to be administered or implemented
by the county government.
County managers may designate a primary contact to facilitate this process with Golden LEAF
and serve as a liaison to potential applicants. County managers may submit project worksheets
(template attached) to Golden LEAF for review and feedback by Aug. 4. There is no cap on
the number of project worksheets managers may submit. County managers must submit the
final list of projects endorsed to apply to Golden LEAF by Sept. 8. Applications from projects
endorsed by the county will be due to Golden LEAF by Nov. 20 for consideration by the
Golden LEAF Board at their Feb. 5, 2026 meeting.
The attached Golden LEAF Foundation presentation provides more information about the
CBGI. The proposed Person County Application Process is attached for the board’s
consideration.
140
Financial Impact:
None
Recommended Action:
Approve Person County application process and begin soliciting project proposals.
Submitted By:
Katherine M. Cathey, County Manager
141
Food Distribution Assistance Program Committee
November 30, 2023
Community-Based Grants Initiative
North Central Prosperity Zone
142
• To increase job creation and economic investment in rural, economically
distressed, and tobacco-dependent communities
• To improve workforce preparedness in rural, economically distressed, and
tobacco-dependent communities
• To increase the value of North Carolina’s agriculture industry
• To improve the competitiveness and capacity of targeted communities
• To have, and be recognized for, excellence in organizational collaboration,
innovation, and impact
Golden LEAF Strategic Priorities FY 2022-2026
143
Golden LEAF Priority Funding Areas
Workforce
Preparedness Agriculture
Job Creation
and
Economic Investment
144
Golden LEAF Priority Area Outcomes
Workforce
Preparedness
●Courses or programs
completed
●Industry credentials earned
●Students employed in field of
study
Agriculture
●Participants at agricultural
trainings
●Publications directed towards
farmers
●Use of facilities
Job Creation and
Economic Investment
●Private capital investment
●New jobs created
●Average annual wage of new
jobs
145
Characteristics of Competitive Projects
Strategic.
Leverage additional funds
or investment.
For prior grantees,
performance and track record
managing
Golden LEAF projects.
Demonstrate immediate need
and the ability to put funds to
work quickly.
Moves the economic needle
in the community.
Community buy-in and strong
support from a variety of
citizens and organizations.
Focused on action,
not planning.
Builds on previous community
planning processes.
Sustainable.
146
Characteristics of Low Priority Projects
●Tourism, arts, or cultural resources
●Emergency services including fire departments
●General social services
●Reimbursement for prior expenditures
●Capital campaign or endowments
●General maintenance and operational support
●Infrastructure not related to economic development
●Repair or replacement of existing equipment and infrastructure
147
Leveraging Funds
148
Golden LEAF Community-Based Grants Initiative
It is a focused process targeted toward investments in the building blocks of economic
growth. It is competitive among all counties within a Prosperity Zone.
Projects are reviewed and awarded funds through a two-stage process that begins in
spring 2025 and concludes in February 2026.
Awards are limited to no more than three projects in any county and may total no more
than $1.5 million in any county. Regional projects are not included in those county limits.
The total budget for the Initiative is $11 million, including any regional projects.
149
Golden LEAF Community-Based Grants Initiative
The 15 counties from the North Central Prosperity Zone are invited to participate in our
Community-Based Grants Initiative (CBGI).
The counties in the North Central Prosperity Zone are Chatham, Durham, Edgecombe,
Franklin, Granville, Harnett, Johnston, Lee, Nash, Orange, Person, Vance, Wake, Warren,
and Wilson.
The process is competitive, but organizations from all counties within the North Central
Prosperity Zone will have an opportunity to participate.
150
Role of County Manager
The County Manager plays a critical role in the process by endorsing up to four
projects to submit an application through this initiative.
The purpose of this endorsement is to reflect the county’s needs and priorities.
Each county will establish its own process for gathering projects. You are encouraged to
reach out to your county manager to understand your county’s process.
Awards are not required to be administered by the county unless the county is the
grantee.
151
Regional Projects
Eligible entities may submit regional projects for consideration.
Regional projects are not required to receive a county manager endorsement but must
reach out to discuss with Golden LEAF staff to ensure the project meets the eligibility
requirements for regional projects.
We would not expect regional projects to exceed awards of $2m.
Awards for regional projects come from the $11 million budget for the program.
Regional projects must meet all of the following criteria:
• Collaboration of entities in at least three counties
• Collaboration outside of entities’ traditional service area
152
Contact Golden LEAF
Interested applicants are encouraged to contact Golden LEAF to discuss project ideas
early in the process to ensure alignment with Golden LEAF priority areas.
Please use the form on our website --
https://goldenleaf.org/funding-opportunities/contact-programs/
Golden LEAF will review the information provided and match you with a member of our
team to follow up.
Interested applicants can request to meet to:
• Get clarification about CBGI and the application and selection process
• Discuss a project idea
• Review for designation as a regional project.
153
CBGI Process and Timeline
Fall 2025
Applications from projects
endorsed by the county
will be due in November
February 2026
Applications reviewed by
Golden LEAF Board and
awards made
Spring & Summer 2025
Gathering held to share
information and discuss
potential projects
County managers submit initial
project ideas, receive feedback
from Golden LEAF, and finalize
list of four projects to apply
See detailed timeline posted on the Golden LEAF website154
Requirements
●Eligible Applicant
✔501(c)(3) nonprofit
✔Governmental entity
●Eligible Uses of Funds
✔Must be charitable – no impermissible private benefit
✔May not be used for purchase of land or buildings
✔May not be used for grant administration
●Projects are subject to due diligence by Golden LEAF staff, Board, and legal counsel as
necessary.
●Golden LEAF Board of Directors makes final funding decisions.
●Funded projects are subject to all reporting requirements of Golden LEAF Foundation, the State
Auditor, and Office of Budget and Management as applicable. Grantees must comply with all
conditions and requirements in the grantee agreement.
●All correspondence/communications to and from Golden LEAF are subject to the North Carolina
Public Records Law and may be disclosed to third parties.
155
15
Questions?
CBGI@goldenleaf.org
156
Golden LEAF Community Based Initiative
Person County Application Process
Introduction
The Golden LEAF Foundation Community Based Grants Initiative (CBGI) is now underway in the North
Central Prosperity Zone. A total of $11 million is available to support projects in the region. Awards are
limited to no more than three projects in any county and may total no more than $1.5 million in any
county. Applicants must be 501(c)(3) organizations or governmental entities (county and municipal
governments, community colleges, universities, etc.). Funds do not have to be administered or
implemented by the county government.
Person County will solicit project proposals over the coming weeks for consideration by county
management, the Economic Development Commission and the Board of Commissioners before official
submittal to the Golden LEAF Board of Directors. Up to four projects that total up to $2 million may be
selected for submittal. No single project may exceed $1.5 million in Golden LEAF funds.
The CBGI is designed to identify projects with the potential to have a significant impact. It is a focused
process with grants targeted toward investments in the building blocks of economic growth. Funds are
limited to projects that address Golden LEAF priorities of job creation and economic
investment, agriculture, and workforce preparedness.
The primary point of contact for this process will be Brandy Lynch, Economic Development Director,
336-597-1752, blynch@personcountync.gov.
Visit Golden LEAF’s website for more information.
Grant Timeline
July 21: Project worksheets due to county staff for initial review and comment. It is advised to contact
staff beforehand to ensure the project meets minimum requirements for consideration. Projects will be
reviewed as soon as possible with any proposed changes provided to the organization for comment.
Aug 4: Project worksheets submitted to Golden LEAF for review and feedback. Meetings to provide
feedback to county staff will be held on Aug. 9 and Aug. 14.
Aug. 26: Economic Development Commission provides feedback on submitted projects.
Sept. 2: Board of Commissioners approves list of projects to submit to Golden LEAF.
Sept. 8: Final list of endorsed projects submitted to Golden LEAF.
Nov. 20: Applications due to Golden LEAF via online application portal.
November through January: Golden LEAF staff reviews applications and conducts due diligence. Golden
LEAF anticipates that in person site visits will be scheduled in December and early January.
Feb. 5, 2026: Golden LEAF Board reviews applications and makes decisions regarding funding.
Attachment
Project Worksheet – This form is required to be completed for all projects to be considered.
157
1
May 2025
Golden LEAF Community-Based Grants Initiative
Project Worksheet
The purpose of this worksheet is to gather a high-level overview of potential Golden LEAF projects that will
allow Golden LEAF staff to provide feedback on a project idea. It is not an application form and does not
require the detailed level of information that would be expected in an application. This worksheet includes
three parts: Project Overview, Project Budget, and Project Outcomes. Please complete all three parts or
indicate that the information is not available. If necessary, in your responses you can include links to outside
resources, or you may attach additional information.
Golden LEAF understands that potential applicants may not have answers to all of the questions at this time.
Responses to these questions should be brief and focused.
If you have any questions about this form, please contact CBGI@GoldenLEAF.org. This worksheet is due to
your county manager at their specified deadline and should not be sent directly to Golden LEAF unless your
organization has been designated as a regional project.
Organization
County
Project Contact Name
Project Contact Role
Project Contact Email
You will have the opportunity to list additional key staff later in this document.
158
2
May 2025
Project Overview
What is the issue that your project addresses? What is the need or demand in your community
for the services you will provide? If available, include data or documentation of demand that
helps define the issue. (limited to 1500 characters)
How does your project align with the Golden LEAF priorities of job creation and economic
investment, workforce preparedness, or agriculture? (limited to 1500 characters)
Complete the table at the end of this document with the Golden LEAF priority outcomes you
expect to achieve, if you know them. (Projects are not expected to address all priority outcomes.)
159
3
May 2025
Describe your project. What are the key elements and what steps will you take to implement
them? Provide an overview of the major project activities and a timeline. (limited to 1500
characters)
Who will you serve with this effort? Describe the support you have from the people or
organizations that you plan to serve with the project. For example, if you are planning a
workforce development project, do you have engagement of employers? from the potential
trainees? If you are considering an agriculture project, have farmers expressed interest in your
work? (limited to 1500 characters)
160
4
May 2025
Why is your organization particularly suited to implement this project? What background,
resources, connections, and experience does your organization offer? (limited to 1500
characters)
Who else is working on this issue or similar issues in your community? Who are potential
partners? List organizations that are collaborating with you.
Organization County Contact Person Name Contact Person Email
161
5
May 2025
Project Budget
Complete the project budget form below by inserting a dollar amount in the appropriate cells. The budget
does not have to be final, but should give a general idea of the amount to be requested of Golden LEAF and
the amount needed from other sources. Please enter the totals at the bottom.
The form includes a few high-level budget categories for your use. More detailed information is not required.
You may add other categories in the remaining cells on the Budget Category column if needed.
Budget Category
Golden LEAF
Request
(in dollars)
Other Funding
Sources
(Committed)
(in dollars)
Other Funding
Sources
(Requested)
(in dollars)
Total
(All Sources)
(in dollars)
Equipment/Supplies $ $ $ $
Construction $ $ $ $
Design/Engineering $ $ $ $
Services $ $ $ $
Personnel $ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
TOTAL $ $ $ $
162
6
May 2025
Project Outcomes
What specific Golden LEAF priority area outcomes will you address? Complete the table below with the Golden
LEAF priority outcomes you expect to achieve, if you know them, and the source of data you will use to track
them. Projects are not expected to address all priority outcomes.
Information about outcomes is available here: https://www.goldenleaf.org/priority-area-outcomes/
Outcome
Choose any that your project will achieve
Goal
(Input a number) Source of Data
Job Creation and Economic Investment
New full-time jobs created
New investment in privately owned property,
plant, and equipment $
Investment in publicly owned infrastructure $
Average annual wage of new full-time jobs $
Business start-ups
New housing units
Workforce Preparedness
Increase in students earning at least one academic
credential (curriculum diploma, certificate, or associate
degree/con ed certificate) in the area funded.
Increase in students earning at least one industry/third
party certification, license, or other credential
(nonacademic) in the area funded.
Increase in high school students completing CTE
pathways in the area funded.
Increase in secondary or post-secondary students
participating in work-based learning.
Increase in secondary students receiving meaningful
exposure and opportunities to explore local career
opportunities.
Agriculture
Number of participants at agricultural trainings
New publications directed towards farmers
Monthly use of agricultural facilities that benefit
farmers
163
AGENDA ABSTRACT
Meeting Date:
June 16, 2025
Agenda Title:
Appointments to Boards and Committees
Summary of Information:
The Person County Board of Commissioners solicited volunteers to fill positions on the
following boards, commissions, authorities, and committees through advertisement in the
Courier-Times edition dated May 15, 2025, on the Person County Government Facebook page,
and on the Person County Government website with notice to submit applications by the
deadline of noon June 6, 2025. I respectively request that the Board nominate and appoint as
deemed appropriate following your review of the submitted applications of interest. The Board
of Commissioners are encouraged to recruit citizens to fill the current vacancies for those that
no applications have been received.
Financial Impact:
None
Recommended Action:
Appoint volunteers as deemed appropriate.
Submitted By:
Michele Solomon, Clerk to the Board
164
ABC Board
3-Year Term: 1 position available
The following applications were received:
Douglas Brown II requests appointment
Huntington Fitzgerald requests appointment
Michael Laws requests reappointment
Board of Adjustment
3-Year Term: 1 position available, and 1 position for an Alternate
The following applications were received:
Stephen Evans requests appointment
Huntington Fitzgerald requests appointment
Gerald Wallace requests appointment
Board of Health
3-Year Term: 1 position available for each of the following: a Dentist, and an Optometrist
The following applications were received:
Dr. Stephen Garrett (Optometrist) requests reappointment
Dr. William Jeffrey Noblett (Dentist) requests reappointment
Child Fatality Local Team
1 position available for each of the following: a Local Law Enforcement Officer, a Medical
Emergency Services Provider or Firefighter, and a Parent whose child died before the child
reached age eighteen
The following application was received:
Zachary Lechette requests appointment as a Law Enforcement Officer
Environmental Issues Advisory Committee
3-Year Term: 1 position for a citizen residing in each of the following townships: Allensville
Township, Olive Hill Township, and the Woodsdale Township
The following application was received:
Robert Brauer requests reappointment for the Allensville Township
165
Juvenile Crime Prevention Council
1-Year Initial Term: 2-Year Reappointment
1 position available for a citizen under the age of 21
1 position available for each of the following: a Juvenile Defense Attorney, a Substance Abuse
Professional, a Managed Care Organization Representative, Chief of Police or designee, Local
Health Director or designee, a Member of the Business Community, and a Citizen-at-large.
The following applications were received:
Joey Aguilar requests reappointment as a Citizen-at-large
Donald Fuqua requests appointment as a Citizen under the age of 21
Mary Yates Perkins Galarde requests appointment as a Substance Abuse Professional
Charles Harvey requests reappointment as a Member of the Business Community
Dr. Richard Johnson requests reappointment as the Local Health Director designee
Laura Sharpe requests reappointment as a Managed Care Representative
Library Advisory Board
3-Year Term: 1 position available
The following application was received:
Kathryn Greenwold requests appointment
PATS Transportation Advisory Board
3-Year Term: 1 position available for each of the following: a City of Roxboro Representative, a
DSS Representative, Emergency Operations Center Director, and Rural Planning Organization
Director or designee
The following applications were received:
Timothy Chandler requests reappointment as a City of Roxboro Representative
Diane Cox requests reappointment as Rural Planning Organization Director
Rosalba Cruz requests reappointment as a DSS Representative
Thomas Schwalenberg requests reappointment as Emergency Operations Center Director
Person-Caswell Lake Authority
3-Year Term: 1 position available
The following applications were received:
Douglas Brown II requests appointment
John Byrd, Sr. requests appointment
Larry Coleman requests appointment
Lindsay Wagstaff, III requests reappointment
166
Piedmont Community College (PCC) Board of Trustees
4-Year term: 1 position available
The following applications were received:
Douglas Brown II requests appointment
Sherry Lester requests appointment
Adam Wolfe requests reappointment
Planning Board
3-Year Term: 2 positions available
The following applications were received:
Sherry Lester requests appointment
Julie Maybee requests reappointment
April Short requests appointment
Lindsay Wagstaff, III requests appointment
Recreation Advisory Board
3-Year Term: 2 positions available
The following applications were received:
Tabitha George requests reappointment
April Short requests appointment
Samuel (Sandy) Wrenn requests appointment
167
168
169
170
171
172
173
174
175
176
177
178
179
180
*I acknowledge that any information submitted in this application is subject to N.C. Public Record Law (General Statute Chapter 132). All applications from interested
residents will be kept on file for one year from the date of application.
I Agree
e Date
06/05/2025
e Are you a resident of Person County?
Yes
e Full Name
Charles H. Harvey
e Full Address
426 Holly Springs Drive
Timberlake NC 27583
e Primary Phone
(919) 730-0734
*Email Address
char]es.harvey@charter.net
Educational Background
Doctor of Education (Ed.D), Master of Science in Teaching (MST), Bachelor of Arts (BA), Executive Education (Harvard).
Employer
Educational Consuling (Self), Retired BCBSNC (Educational Consultant, Program Manager)
Job Title
Educational Consultant
* Name(s) of Authority, Board, Commission, or Committee you are applying for;
Juvenile Crime Prevention Council
List any Authorities, Boards, Commissions, or Committees you are presently serving on;
Piedmont Community College Board of Trustees, Person County Library Advisory Board
Interests and Experiences
List any relevant qualifications that you possess (Areas of Expertise, Interests, and Skills)
Higher Education consulting, adult continuing education, career development/counseling, trainng and development business/corporate.
Briefly explain any anticipated conflict of interest you may have if appointed:
None
Briefly describe any civic involvement and organizations you serve;
Higher Education Consultants Association (HECA), North Carolina Association of Community College Trustees (NCACCT)
Why do you wish to serve Person County in this capacity?
I enjoy working with youth at risk and have served as Risk and Needs Chair for several years. Previous office held: Vice Chair.
Page I 1
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
• I acknowledge that any information submitted in this application is subject to N.C. Public Record Law (General Statute O,apter 132). All applications from interested
residents will be kept on file for one year from the date of application.
I Agree
•Date
05/15/2025
• Are you a resident of Person County?
Yes
• Full Name
Samuel {Sandy Wrenn
"' Full Address
91 Kylasu Lane
Roxboro NC 27574
*Primary Phone
(336) 592-3731
*Email Address
sandywrenn@yahoo.com
Educational Background
Grade 12
Employer
The Courier Times for 42 years, presently Hyco Lake Authority office part time
Job Title
Pressroom manager then production manager, currently office person at PCLA
* Name(s) of Authority, Board, Commission, or Committee you are applying for:
recreation advisory board
List any Authorities, Boards, Commissions, or Committees you are presently serving on:
none
Interests and Experiences
List any relevant qualifications that you possess {Areas of Expertise, Interests, and Skills)
Played sports all my life until time caught up with my body, very interested in future of sports in schools and rec leagues in Person County
Briefly explain any anticipated conflict of interest you may have If appointed:
Nothing that I am aware of
Briefly describe any civic involvement and organizations you serve:
Past Deacon Providence Baptist O,urch, member Elks
Why do you wish to serve Person County in this capacity?
Very concerned about the future of sports in Person County, participation has dropped tremendously in youth leagues and at the schools.
Page I 1
209