03-16-2026 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
March 16, 2026
9:00 a.m.
This meeting will convene in the Auditorium 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.Social Work Month Proclamation (page 3)..............................................Brian Hart
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.March 2, 2026 Minutes (page 5)
B.Budget Amendment #15 (page 11)
C.Person Area Transportation System Procurement Policy Update (page 13)
8.NEW BUSINESS
A.Duke Energy and NC Wildlife Resources Commission Mayo
Lake Update (page 37)...................................................................Katherine Cathey
B.Information Security Program Charter (page 48)................................Chris Puryear
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C. Department of Social Services Updates (page 55)...................................Brian Hart
D. Local Vendor Encouragement Policy (page 63).................................Tracy Clayton
E. FY27 Budget Preview (page 66)...................................................Katherine Cathey
F. Appointments to Boards and Committees (page 114)...................Michele Solomon
9. CHAIRMAN’S REPORT
10. MANAGER’S REPORT
11. COMMISSIONERS’ REPORTS/COMMENTS
12. CLOSED SESSION
A. A motion to enter into Closed Session #1 per General Statute 143-318.11(a)(6) for
the purpose to discuss personnel with the following individuals permitted to
attend: County Manager Katherine Cathey, Clerk to the Board Michele Solomon,
County Attorney T.C. Morphis, Jr., and Register of Deeds Lauren Horak.
B. A motion to enter into Closed Session #2 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 with the following individuals permitted to attend: County
Manager Katherine Cathey, Clerk to the Board Michele Solomon, County
Attorney T.C. Morphis, Jr., and Merilyn Newell.
Note: All Items on the Agenda are for Discussion and Action as deemed appropriate by
the Board.
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AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Social Work Month 2026 Proclamation
Summary of Information:
Social Workers serve in diverse roles throughout Person County, including health and human
services, schools, mental health settings, long-term care, public safety, and nonprofit agencies.
Their efforts help strengthen families, protect vulnerable populations, enhance access to
essential services, and advocate for equitable systems. This recognition aligns with national
Social Work Month observances and highlights the commitment, compassion, and
professionalism demonstrated by local Social Workers.
The national theme for 2026 is “Social Workers: Uplift. Defend. Transform.” This
Proclamation acknowledges the critical contributions of Social Workers in supporting the
well-being, safety, and success of individuals, families, and communities across the county.
Financial Impact:
None
Recommended Action:
Approve the Proclamation declaring March 2026 as Social Work Month in Person County.
Submitted By:
Brian Hart, Assistant County Manager/Human Services Director
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Proclamation
Social Work Month 2026
“Social Workers: Uplift. Defend. Transform.”
WHEREAS, Social Work is a profession devoted to improving human well-being and helping individuals, families,
and communities meet basic and complex needs while enhancing their quality of life; and
WHEREAS, the 2026 Social Work Month theme, “Social Workers: Uplift. Defend. Transform.”, highlights the
extraordinary dedication of Social Workers who uplift individuals experiencing adversity, defend the rights and
dignity of vulnerable populations, and help transform systems and communities for the better; and
WHEREAS, Social Workers in Person County serve in a wide variety of settings, including schools, hospitals,
mental health agencies, public safety programs, nonprofits, long-term care facilities, and health and human services,
providing critical services that strengthen safety, stability, and opportunity for residents of all ages; and
WHEREAS, Social Workers advocate for equitable access to housing, healthcare, mental health support, child
welfare, disability services, and community resources, working tirelessly to remove barriers and help individuals
thrive; and
WHEREAS, Social Workers embody compassion, resilience, and professional excellence, often carrying heavy
caseloads and navigating complex challenges with skill and empathy, while remaining committed to the wellbeing
and success of those they serve; and
WHEREAS, Person County recognizes the essential contributions of Social Workers and expresses deep
appreciation for their ongoing efforts that uplift our community, defend its most vulnerable members, and transform
lives each day;
NOW THEREFORE, BE IT RESOLVED that the Person County Board of Commissioners hereby proclaims
March 2026 as Social Work Month in Person County and encourages all residents to join in celebrating the
dedication, service, and transformative impact of our local Social Workers.
Adopted, this, 16th day of March 2026.
_________________________________ Kyle Puryear, Chairman Person County Board of Commissioners ATTEST: _____________________________________ Michele Solomon, NCCCC
Clerk to the Board of Commissioners
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March 2, 2026
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PERSON COUNTY BOARD OF COMMISSIONERS March 2, 2026
MEMBERS PRESENT OTHERS PRESENT
Kyle Puryear Katherine M. Cathey, County Manager
Sherry Wilborn Michele Solomon, Clerk to the Board
Jason Thomas Lydia Lavelle., County Attorney
Antoinetta Royster
Donald Long
The Board of Commissioners for the County of Person, North Carolina, met in
Regular session on Monday, March 2, 2026 at 6:00 p.m. in the Commissioners’
Boardroom 215 in the Person County Office Building located at 304 S. Morgan Street,
Roxboro, NC.
Chairman Puryear called the meeting to order and recognized a quorum was present.
Prior to proceeding, he verified that attendees in the downstairs overflow room could hear
the meeting. He noted a delay in the YouTube stream, and explained that the auditorium
was unavailable due to elections equipment staging for the March 3 primary. He thanked
attendees for their patience and cooperation.
Commissioner Thomas offered an invocation, and Vice-Chair Wilborn led the group
in the Pledge of Allegiance.
DISCUSSION/ADJUSTMENT/APPROVAL OF AGENDA:
A motion was made by Vice-Chair Wilborn and carried 5-0 to approve the
agenda.
APPOINTMENT OF REGISTER OF DEEDS
Chairman Puryear noted that there is a vacancy in the Office of the Register of Deeds.
He stated that he received a nomination from the Person County Democratic Party
recommending Lauren Horak to fill the remainder of the term.
A motion was made by Commissioner Royster and carried 5-0 to appoint Lauren
Horak as the Register of Deeds for Person County.
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March 2, 2026
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SWEARING-IN CEREMONY
Chairman Puryear introduced the Honorable Deborah L. Barker, Clerk of Superior
Court.
Ms. Barker administered the Oath of Office to Register of Deeds Lauren Horak,
Deputy Register of Deeds Karri Clayton and Deputy Register of Deeds Jennifer Patterson.
Register of Deeds Lauren Horak thanked the Board and county staff for their
support, acknowledged the legacy of the late Tonya Wilson, and affirmed the office’s
commitment to uphold compassion, integrity, and the historical recording of vital
documents for Person County residents.
INFORMAL COMMENTS:
The following individuals appeared before the Board to make informal comments:
Dr. Dan Phillips of 464 Shady Oak Road, Roxboro spoke on Mayo Lake
administrative rule changes. He stated that the new Wildlife Resources Commission
administrative rule now prohibits placement of docks, piers, and personal property on the
Mayo Lake shoreline or lakebed for more than 24 consecutive hours; enforcement moved
from Duke Energy to Wildlife (citations, fines, court dates). He noted the following
concerns:
• Lack of notice to affected property owners (only published in NC Register;
no direct mailing by Duke or Wildlife despite address records).
• Rule wording shifted from “construction” to “placement”, adding a 24-hour
limit without a clear rationale.
• Economic impacts: projected 20–30% reduction in lake property values
(estimated $25M total), tourism decline, home construction delays, and
impact to local businesses; county tax revenue implications (approx.
$250,000).
• Fairness issues: County Park activities unaffected while private property
owners face restrictions.
He stated that residents are forming a consortium to retain counsel and that a
meeting with Duke Energy officials is planned.
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March 2, 2026
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Matt and Marnie Schwartz of 971 McGhees Mill Road, Roxboro, spoke about
issues related to litter accumulation on county roadways, broken and missing signs, and
traffic hazards near business drive-thrus. They stated that there is an abundance of litter
along the roadways and specifically mentioned Chub Lake Road, Country Club Road, and
McGhees Mill Road. They inquired about the use of inmate litter-pickup crews and
compliance with Adopt-A-Highway program requirements. they requested that the
frequency of litter clean-up be increased beyond the annual spring effort. They asked that
the broken sign at Community House Road and Chub Lake Road be replaced and that the
sign ordinance be enforced to reduce illegal temporary signs that later become litter. They
also raised concerns about traffic mitigation near high-demand eating establishments, such
as Biscuitville, and asked whether a traffic study had been completed in anticipation of the
planned Chick-fil-A.
Frank Stoltmann of 2682 Chub Lake Road expressed concerns regarding the
Unified Development Ordinance (UDO). He stated that he served on the UDO Review
Board and noted that the final product did not incorporate the committee’s input and was
ultimately set aside by the Planning Board, resulting in previously funded consultant work
becoming a sunk cost. He further stated that, in the absence of adopted UDO updates or a
formal green plan, he is concerned about environmental protections, aesthetic and
development standards, and zoning compliance for new projects such as the gas storage
plant, the Woodsdale storage area, and Microsoft. He referenced mud issues along
Woodsdale Road following heavy rain and snow, attributing them to silt fencing
deficiencies, and emphasized the need for planning staff to conduct site monitoring and
enforcement. He reviewed the EDC mission statement related to quality of life,
preservation of local resources, and economic growth, and urged that ordinances and
staffing levels be aligned with those goals. He requested that UDO adoption, creation of a
green plan, and planning/zoning staffing be prioritized in the upcoming budget.
DISCUSSION/ADJUSTMENT/APPROVAL OF CONSENT AGENDA:
A motion was made by Vice- Chair Wilborn and carried 5-0 to approve the
Consent Agenda with the following items:
A. February 17, 2026, Minutes
B. Budget Amendment #14
C. Amendment to the Resolution Establishing 2026 Schedule of Regular
Meetings for the Person County Board of Commissioners
D. Person County Schools’ Request for Distributions from the North Carolina
Education Lottery Public School Building Repair & Renovation Fund
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March 2, 2026
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NEW BUSINESS:
FY27 BUDGET PREVIEW
County Manager Katherine Cathey stated that departmental budget requests had
been received and that budget meetings with departments are underway, and that each
request is being vetted against strategic plan priorities. She stated that aggregate requests
currently exceed the current tax rate by approximately 8-9 cents. She stated that she has
not received a request from the school system, and noted that their timeline extends
beyond county departments. She encouraged the Board to continue to convey priorities
and desired outcomes for FY27.
CHAIRMAN’S REPORT
Chairman Puryear stated that it was inspiring to see so many people attend and
speak about what they are passionate about. He recognized and thanked Dr. Phillips for
taking the lead on matters related to Mayo Lake. He noted concerns regarding
development, quality of life, economic development impacts, and investment. He stated
that the County has always maintained a good relationship with Duke Energy. He
requested that the Mayo Lake administrative rule enforcement item be placed on the next
regular meeting agenda and that officials from Duke Energy and the NC Wildlife
Resources Commission be invited to answer Board questions. He also requested that the
County Attorney explore county options (e.g., a resolution of support, an enforcement
pause on Duke-owned property, etc.). He advised Mr. and Mrs. Schwartz to connect with
the Environmental Committee through the Clerk to the Board regarding their litter and
signage concerns.
MANAGER’S REPORT
County Manager Katherine Cathey stated that the Spring Civics Academy will be
starting up and is currently full with a waitlist in place. She stated that the next session
will likely be in the Fall and noted to contact Public Information Officer Kim Strickland
for further information. She stated that Person County Emergency Services participated in
a Hands-Only CPR World Record Attempt, which was a multi-county effort, and that
Person County trained 1,900+ individuals in a 12-hour push. She stated that the record
was not broken. She commended staff and participants. She stated that Election Day is
tomorrow, Tuesday, March 3, 2026, and that voters should report to assigned precincts.
She extended thanks to the Board of Elections staff. She stated that the Spring Litter
Sweep is planned for April 18, 2026, and is a County–City partnership, and that volunteers
typically meet-up by City Hall, then deploy to various areas of the county.
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March 2, 2026
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Cathey stated that Severe Weather Preparedness Week is March 1–7. She stated
that a statewide tornado drill will occur on Wednesday, March 4 at 9:30 a.m. She stated
that the first public test of the Person County Prepare emergency notification system will
be conducted Friday, March 6 at 12:00 p.m. She stated that residents may register via the
Person County website.
COMMISSIONER REPORTS/COMMENTS
Vice-Chair Wilborn expressed thanks to the Democratic Party Executive
Committee for nominating a qualified, non-politicized candidate. She praised Lauren
Horak’s performance and office interactions. She stated that she attended an EDC Meeting
and a Transportation Advisory Board Meeting. She responded to citizen inquiries about
secondary road conditions during winter weather and explained that neighboring counties
with interstates (Granville, Warren, Vance) have third-party contracts to clear major roads,
freeing local crews to focus elsewhere. They also receive federal support that Person
County does not—yielding more trucks/staff during events. She stated related to Mayo
Lake, she liked that there was one spokesperson for the group. She emphasized the need to
understand regulatory basis (e.g., Army Corps permit conditions, history dating to 1977),
and whether the issue concerns floating docks, boats, or both. She supported inviting Duke
and Wildlife to the next meeting. She noted the Sheriff’s interest in inmate litter crews;
staffing constraints limit deployment. She recommended planning staff enforce the sign
ordinance to curtail illegal temporary signs that become litter. She clarified that the
Steering Committee’s input related to the UDO was not incorporated into the draft. She
stated that the Board is proceeding with standalone ordinance updates consolidated over
multiple meetings with public hearings.
Commissioner Thomas expressed strong support for Mayo Lake residents and
urged attendance when Duke Energy and NC Wildlife are present. He stated that residents
deserve clear answers.
Commissioner Royster expressed thanks to attendees. She encouraged prayers for
armed services and indicated that she has active-duty family members. She congratulated
Register of Deeds Lauren Horak and Register of Deeds Deputies Karri Clayton and
Jennifer Patterson. She acknowledged Tonya Wilson’s legacy. She stated that she attended
the NACo Legislative Conference last week in Washington, D.C. She shared that she
serves on Human Services & Education, Healthy Counties, and Rural Action Caucus. She
stated that the themes across similarly sized counties are data centers, alternative energy
(gas, nuclear, solar), and property tax pressures. She stated that she will share insights
with colleagues and the County Manager.
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March 2, 2026
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Royster stated that March is Social Work Month. She recognized the passing of
Judi Akers, who retired with 30+ years at Person County DSS. She credited Aker’s
mentorship and leadership.
Commissioner Long offered congratulations to Lauren Horak and commended her
character, noting longstanding family ties. He stated that he has been working with the
Chair to initiate dialogue and supports seeking a resolution related to Mayo Lake. He
stated that in reference to the UDO, he clarified it was the Planning Board that scrapped
the consultant product due to frustrations with omissions and inclusions. He stated that the
Planning Board is now methodically updating original planning documents. He stated that
he participated personally with the hands-only CPR and that he is a former paramedic. He
stated that he appreciated the effort despite not breaking the record. He reminded all to
vote tomorrow. He discussed budget priorities to include EMS Paramedic pay adjustments
to improve recruitment and retention and funding for an industrial park. He encouraged
prayers and voiced support for national leadership.
Chairman Puryear stated that the Board of Commissioners has priority for the
auditorium scheduling, except when not possible, in the case of this evening, due to
elections. He proposed moving the next regular meeting, which is scheduled for March 16,
2026 at 9:00 a.m. to the auditorium to accommodate expected attendance related to the
Mayo Lake item.
A motion was made by Chairman Puryear and carried 5-0 to amend the
Resolution Establishing 2026 Schedule of Regular Meetings for the Person County Board
of Commissioners to move the March 16, 2026 meeting location to the auditorium.
ADJOURNMENT
A motion was made by Vice-Chair Wilborn and carried 5-0 to adjourn the meeting
at 6:52 p.m.
____________________________ ______________________________
Michele Solomon Kyle Puryear
Clerk to the Board Chairman
(Draft Board minutes are subject to Board approval).
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3/16/2026
Dept./Acct No.Department Name Amount
Incr / (Decr)
EXPENDITURES General Fund
General Government 720
Public Safety 7,599
Culture and Recreation 894
Human Services 133
Environmental Protection 8,500
Transportation 8,463
REVENUES General Fund
Other Revenue 9,114
Intergovernmental Revenues 17,096
Fund Balance Appropriation 99
Explanation:
Account Number Account Description
$Revenues
incr. (decr.)
(cr.) dr.
$Expenditures
incr. (decr.)
dr. (cr.)
100-389890 Misc Revs: Insurance Proceeds 720
1004260-435100 General Services-Maint & Repair/Bldg. & Grounds 720
100-389890 Misc Revs: Insurance Proceeds 894
1006120-435100 P&Rs-Maint & Repair/Bldg. & Grounds 894
10090-399991 General Fund-FBA 99
1004301-426930 JCPC-Refund to State 99
10025-336840 Animal Services-Donations 7,500
1004380-419000 Animal Services-Veterinary Services 7,500
10035-338330 PC Senior Center ROAP-EDTAP 133
1005700-461600 PC Senior Center EDTAP Expenditures 133
10035-338340 PATS-CARES Act 8,463
1004520-431500 PATS-Dues and Subscriptions 8,463
BUDGET AMENDMENT #15
Utilize insurance proceeds ($1,614) for building and grounds repairs in General Services and Recreation,
Arts & Parks; appropriate fund balance ($99) to refund the State for unspent FY25 Juvenile Crime
Prevention Council (JCPC) funds; accept donations ($7,500) in Animal Services for veterinary expenses;
recognize the Rural Operating Assistance Program grant ($133) from NCDOT for PATS/Senior Center;
accept CARES Act grant funding ($8,463) for transportation software; receive grant funding ($8,500) to
support Soil & Water; and appropriate fund balance in the Library Fund to offset duplicate passport fee
revenue.
BUDGET ADJUSTMENT DETAIL
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10045-340336 Soil & Water-VAD/EVAD Program 8,500
1004290-449926 Soil & Water-VAD/EVAD Expense 8,500
15090-399991 Public Library-FBA 5,000
15055-375330 Public Library-Library-Passport Fee (5,000)
Totals 26,309 26,309
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AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Person Area Transportation System Procurement Policy Update
Summary of Information:
Update the Procurement Policy (PATS 600-03) dated 3/20/2023 to reflect new requirements
mandated by the Federal Transit Administration (FTA) and the North Carolina Department of
Transportation (NCDOT). Update for Circular 4220.1(As amended), 2 CFR Part 200, and Best
Practices Procurement Manual. These changes are needed to be eligible for grants from the
FTA and NCDOT. The new policy uses the NCDOT-recommended template. This update
includes recent updates to Federal Regulations, updated thresholds, and other updates.
Financial Impact:
None
Recommended Action:
Approve the new procurement policy to replace the policy dated 3/20/2023 in order to be
compliant with federal and state regulations for grant approval. Requires the signature from the
Chairman.
Submitted By:
Mitch Fleig, Public Transportation Director
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County of Person - Person Area Transportation System Department Policy and Procedures
Section: PATS 600-03 Title: Procurement Policy
Effective Date: 03/16/2026 Rescinds: Procurement Policy 03/23/23
Review Date: Director: Mitch Fleig
BOC Approved: 03/16/2026 Purpose and Applicability ..................................................................................................................................... 4 Standards of Conduct .............................................................................................................................................. 4 Procurement Planning and Need Determination ........................................................................................ 4 Procurement Procedures ...................................................................................................................................... 5 Promotion of Full and Open Competition (2 CFR 200.318(a)) ......................................................... 5 Prohibition on geographic Preference (2 CFR 200.319(c)) ............................................................... 5 Use and Maintenance of Prequalification lists (2 CFR 200.319(e)) ................................................ 5 Independent Cost Estimate (ICE) (2 CFR 200.324) ............................................................................... 6 Cost/Price Analysis: (2 CFR 200.324) ......................................................................................................... 6 Negotiation of Contractor Profit (2 CFR 200.324(b)) ........................................................................... 6 Contracting with Responsible Contractors (2 CFR 200.318(h)) ...................................................... 7 Files must contain a procurement history record, including method, contractor selection, price justification, and contract type (2 CFR 200.318(i)) ................................................................... 7 Avoidance of unnecessary or duplicative items (2 CFR 200.318(d)) ............................................ 7 Prohibition of exclusionary or discriminatory specifications (49 USC 5325(h)) ..................... 8 Methods of Procurement (2 CFR 200.320; 4220.1(As Amended) Ch. VI) ......................................... 8 Micro-Purchases (≤ $15,000): ........................................................................................................................ 8 Price Quotes ($15,000 – $29,999) ................................................................................................................ 8 Informal Bids ($30,000 - $89,999): .............................................................................................................. 8 Procedural Requirements ........................................................................................................................... 9 Minimum Documentation Required ........................................................................................................ 9 Formal Sealed Solicitations (IMD pre-award approval is required on all procurements): .. 9 Additional Requirements for Construction Procurements .......................................................... 10 Minimum Documentation Required ..................................................................................................... 10 Procurement by Competitive Sealed Bid (Invitation for Bids) ...................................................... 10
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Procurement by Competitively Bid Negotiation Methods (Request for Proposals/Request for Letters of Interest and Qualifications) .............................................................................................. 11 Evaluation: ...................................................................................................................................................... 11 Procurement of Architectural and Engineering Services (A&E) – Request for Qualifications (RFQ) ...................................................................................................................................................................... 12 Non-competitive Procurement (Sole-Source) ...................................................................................... 12 Non-competitive or Sole Source (Qualifying Conditions): ........................................................... 12 Non-competitive or Sole Source (Reimbursement Criteria): ..................................................... 13 Protests ...................................................................................................................................................................... 13 Written Submission: ........................................................................................................................................ 13 Time for Filing: ................................................................................................................................................... 13 Procedures for Protests Regarding Solicitation: .................................................................................. 14 Procedures for Protests Regarding Bid Evaluation ............................................................................ 14 Procedures for Protests After Award ....................................................................................................... 14 All Protests .......................................................................................................................................................... 14 Remedy ................................................................................................................................................................. 15 FTA Requirements for Appeals Related to Bid Protests ................................................................... 15 Contract Administration ..................................................................................................................................... 15 Contract Disputes (2 CFR 200.318(k)) .................................................................................................... 16 Contract cost and price (2 CFR 200.324) ................................................................................................ 16 Contract Types ........................................................................................................................................................ 16 General Provisions – Contract Types ........................................................................................................ 16 Selecting Contract Type ................................................................................................................................. 16 Fixed-Price Contracts ...................................................................................................................................... 17 Cost-Reimbursement Contracts .................................................................................................................. 17 Time and Materials Contract ........................................................................................................................ 18 Contracting with small and minority businesses, women’s business enterprises, and labor surplus area firms (2 CFR 200.321) ............................................................................................................... 18 Sustainable and Recovered Materials Procurement (2 CFR 200.323) ............................................ 19 Recovered Materials Requirement ............................................................................................................ 19 Solid Waste Management Services ............................................................................................................ 19 Affirmative Procurement Program ............................................................................................................ 19 Sustainability and Environmental Preference ...................................................................................... 19
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FTA Bonding requirements (2 CFR 200.326) ............................................................................................ 20 Buy America and Build America, Buy America Requirements ........................................................... 20 Buy America Requirements .......................................................................................................................... 20 Build America, Buy America (BABA) Requirements .......................................................................... 21 Waivers ................................................................................................................................................................. 21 Inclusion of Required Contract Provisions (2 CFR 200.327) .............................................................. 22 Applicability ........................................................................................................................................................ 22 Micro-Purchases ................................................................................................................................................ 22 Purchases Above the Micro-Purchase Threshold ................................................................................ 22 Notice of Applicable Clauses to Vendors ................................................................................................. 22 Clauses and State Contracts .......................................................................................................................... 23 Self-Certification and Annual Review............................................................................................................ 23 Adoption and Approval ....................................................................................................................................... 23
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Purpose and Applicability This Procurement Policy establishes the standards and procedures governing all procurements of goods, services, equipment, and construction funded in whole or in part with Federal Transit Administration (FTA) assistance.
• Applies to all agency staff, contractors, and subrecipients.
• Aligns with 2 CFR Part 200 (Uniform Guidance), FTA Circular 4220.1(As amended), the FTA Master Agreement, and applicable state/local law.
• Agencies may adopt additional local requirements, but they cannot conflict with Federal requirements.
• Where state/local law is more restrictive, the stricter rule applies.
Standards of Conduct The procurement business of the County of Person – Person Area Transportation System, herein referred to as PATS. shall be conducted in a manner above reproach and with complete impartiality and without preferential treatment. Any violation of these standards may be cause for disciplinary action, including dismissal, if appropriate. This provision also applies to the spouse or immediate family member living with the employee.
• Conflicts of Interest: No employee, officer, agent, or board member may participate in procurement if a conflict (real or apparent) exists (2 CFR 200.318(c)).
• Gifts & Gratuities: Staff must not solicit or accept anything of monetary value from contractors.
• Organizational Conflicts: Contractors involved in preparing specifications or scopes of work must be excluded from competing.
• Document conflict reviews in the procurement file with a written determination when issues arise.
Procurement Planning and Need Determination The procurement process formally begins with the preparation of a Requisition and its submission to the appropriate approval channels. However, planning for contracts and procurement actions should begin as soon as the need for the item, service, or property is identified. PATS will proceed to conduct all procurement transactions through the use of those competitive procurement procedures best suited to the particular procurement, except as otherwise specifically justified.
• All procurements must be necessary and reasonable (2 CFR 200.318(d)).
• Consider lease vs. purchase options and consolidation vs. breaking out procurements.
• Maintain a written justification showing why the procurement is necessary and why the quantity is appropriate. Complete this justification before issuing solicitations.
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Procurement Procedures PATS will obtain full and open competition through the use of those competitive procurement procedures best suited to the particular procurement, except as otherwise specifically justified.
Promotion of Full and Open Competition (2 CFR 200.318(a)) Some of the situations considered to restrict competition include, but are not limited to:
• Unreasonable requirements are placed on firms for them to qualify to do business;
• Unnecessary experience and excessive bonding requirements;
• Non-competitive pricing practices between firms or between affiliated companies;
• Non-competitive awards to any person or firm on retainer contracts;
• Organizational conflicts of interest. An organizational conflict of interest means that, because of other activities, relationships, or contracts, a contractor is unable, or potentially unable to render impartial assistance or advice, a contractor's objectivity in performing the contract work is or might be otherwise impaired, or a contractor has an unfair competitive advantage;
• The specification of only a brand-name product without listing its salient characteristics and not allowing "an equal" product to be offered; and
• Any arbitrary action in the procurement process.
Prohibition on geographic Preference (2 CFR 200.319(c)) Specifying in-state or local geographical preferences, or evaluating bids or proposals in light of in-state or local geographic preferences, even if those preferences are imposed by state or local laws or regulations, is prohibited. In particular, 49 U.S.C. Section 5325(i) prohibits an FTA recipient from limiting its bus purchases to in-state dealers. With limited exceptions, geographic preference is prohibited in all federally funded procurements. Exceptions expressly mandated or encouraged by Federal law include the following:
• Architectural Engineering (A&E) Services. Geographic location may be a selection criterion if an appropriate number of qualified firms are eligible to compete for the contract, considering the nature and size of the project.
• Licensing. A State may enforce its licensing requirements, provided that those state requirements do not conflict with Federal law.
• Major Disaster or Emergency Relief. Federal assistance awarded under the Stafford Act, 42 U.S.C. Section 5150, to support contracts and agreements for debris clearance, distribution of supplies, reconstruction, and other major disaster or emergency assistance activities permits a preference, to the extent feasible and practicable, for organizations, firms, and individuals residing or doing business primarily in the area affected by a major disaster or emergency.
Use and Maintenance of Prequalification lists (2 CFR 200.319(e)) Prequalification lists may be used in procurements involving lengthy evaluations needed to determine whether standards are satisfied:
• Ensure that all prequalification lists are current;
• Ensure that all prequalification lists used include enough qualified sources to provide maximum full and open competition;
• Permit potential bidders or offerors to qualify during the solicitation period (from the issuance of the solicitation to its closing date). Prequalification should not be confused with reviews of technical qualifications that are an essential process in two-step procurements and qualifications-based procurements.
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Independent Cost Estimate (ICE) (2 CFR 200.324)
• In compliance with NCDOT-IMD’s requirement, PATS shall complete the independent cost estimate form for all procurements exceeding the micro purchase threshold and submit the form and required documentation to IMD for approval before proceeding with the procurement.
• As part of the advance procurement planning process, for procurements that are reasonably expected to exceed the FTA’s simplified acquisition threshold, PATS shall ensure that there is an independent estimate of the expected price level or value of the goods or services to be purchased or to be changed.
• The independent estimate must be prepared without input from prospective bidders. The estimate should be prepared in the same format and level of detail that bidders are required to use when submitting their pricing schedules, and it is intended to serve as an effective tool for evaluating the reasonableness of prices and costs. The estimator should maintain the supporting documentation used in preparing the estimate for reference as part of the evaluation process.
• Depending on the nature of the contract requirement, estimates can range from a single amount to complex estimates based on the inspection of the product itself and a review of items such as drawings, specifications, and prior data (such as cost data from previous procurements). The estimate shall be held confidential and not disclosed to potential bidders until after the bids are received.
• The independent cost estimate shall be prepared before the receipt of bids or proposals.
Cost/Price Analysis: (2 CFR 200.324)
• A price analysis is required to determine the reasonableness of the proposed contract price. The price analysis for micro-purchases may be limited. The price analysis form may be used for small purchases. A price analysis is required for every procurement in which a cost analysis is not performed.
• A cost analysis is a detailed analysis of a contractor’s cost or pricing data and the judgmental factors applied in projecting from the data to the estimated costs to form an opinion of the degree to which the contractor’s proposed costs represent what reasonable performance of the contract should cost.
• When adequate competition is lacking and for sole-source purchases, a cost analysis may be necessary to determine the reasonableness of the price.
Negotiation of Contractor Profit (2 CFR 200.324(b))
• PATS shall negotiate profit as a separate element of the price for each contract in which there is no price competition and, in all cases, where a cost analysis is performed. To establish a fair and reasonable profit, consideration must be given to the complexity of the work to be performed, the risk borne by the contractor, the contractor's investment, the amount of subcontracting, the quality of its record of past performance, and industry profit rates in the surrounding geographical area for similar work.
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Contracting with Responsible Contractors (2 CFR 200.318(h))
• PATS shall make purchases from and award contracts only to responsible Contractors.
• In the absence of information clearly indicating that the prospective contractor is responsible, PATS shall make a determination of non-responsibility.
• To be determined responsible, a prospective contractor shall meet all of the following requirements:
o Financial resources are adequate to perform the contract, or the ability to obtain them;
o Ability to comply with the required or proposed delivery or performance schedule, taking into consideration all existing commercial and governmental business commitments;
o A satisfactory performance record;
o The necessary organization, experience, accounting and operational controls, and technical skills, or the ability to obtain them;
o Compliance with applicable licensing laws, if relevant;
o The necessary production, construction, and technical equipment and facilities, or the ability to obtain them;
o Other qualifications and eligibility criteria necessary to receive an award under applicable laws and regulations.
• A prospective Contractor who is debarred, suspended, or deemed ineligible for contracting by PATS shall not be awarded a contract. Furthermore, for federally funded contracts, a Contractor who is suspended or debarred from federal programs under DOT regulations, “Non-procurement Suspension and Debarment,” 2 CFR Parts 180 and 1200, or under the FAR at 48 CFR Chapter 1, Part 9.4 shall not be awarded a contract.
• PATS will check the Federal Excluded Partners List, www.sam.gov, and document the results in the contract file.
Files must contain a procurement history record, including method, contractor
selection, price justification, and contract type (2 CFR 200.318(i))
• The documentation in each contract file shall be sufficient to constitute a complete history of the transaction, including but not limited to the basis for the procurement and the award, the assignment of contract administration (including payment responsibilities), if any, and any subsequent action taken.
• Contractor conformance with the contract price
• Contractor conformance with the delivery and/or completion dates
• Compliance with the specifications of product or construction requirements
• Payment of any required security or performance deposits by contractor
• Compliance with rules and regulations for contracts of the funding source
• Document whether contractors have meet the terms, conditions, and specifications of the contract
Avoidance of unnecessary or duplicative items (2 CFR 200.318(d))
• Before initiating a requisition, the using department shall determine that supplies, equipment, or services are necessary for functions, operations, or activities and are not duplicative of other items or services already acquired. Every requisition for goods or services will include a complete specification or description and be
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approved by the using department before being submitted for further processing.
Prohibition of exclusionary or discriminatory specifications (49 USC 5325(h))
• PATS shall not, under any circumstances, use specifications that unduly restrict competition, including “brand name only” requirements. When a brand name is referenced, it must be accompanied by the phrase “or equal”, unless a written justification demonstrates that no other product or service will meet the agency’s needs. Specifications should be written, whenever practicable, in functional or performance-based terms to promote full and open competition.
Methods of Procurement (2 CFR 200.320; 4220.1(As Amended) Ch. VI)
Micro-Purchases (≤ $15,000):
• May be awarded without competition if the price is reasonable.
• Rotate vendors, when possible, to distribute opportunities fairly (BPPM §3.3.1).
• Local procurement guidelines must be followed.
• No splitting of procurements to avoid competition
• Davis-Bacon Act applies to construction projects of $2,000 or more
• Minimum documentation required:
o How the price was determined to be fair and reasonable (comparison of catalog/online prices, etc.), and which vendor was selected
o Procurement History Form may be used to document
Price Quotes ($15,000 – $29,999)
• Solicit at least three bidders (telephone quotes are acceptable).
• If Federal funds are used, applicable Federal requirements and certifications must be included in the solicitation.
• Minimum documentation required:
o Document quotes received (at least two quotes should be received) and the rationale for the award.
o Document which vendor was selected – if the vendor with the lowest price is not selected, include the basis/reason for selection (delivery date, better warranty/service, etc.); prior IMD approval is required.
o Document approval by an authorized person before purchase.
o Procurement History Form may be used to document.
o Complete the Procurement Checklist and submit to IMD with reimbursement request.
Informal Bids ($30,000 - $89,999): Reminder: IMD must review and approve new/adapted specifications prior to solicitation of new-type rolling stock. This requirement does not apply to the following:
• Minivans (standard type)
• Conversion and Lift Vans
• Light Transit Vehicles (Cutaway-type Bus) Reminder: IMD must review and approve all drawings, designs, and/or descriptions of work required prior to solicitation of construction, renovation, or facility improvement projects
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Procedural Requirements
• Solicit written quotes from at least three bidders.
• Applicable Federal requirements and certifications must be included with solicitation (if funded in part with Federal funds).
• IMD requires pre-award approval of the following.
o New-type Rolling Stock (This requirement does not apply to the following)
Minivans (standard type)
Conversion and Lift Vans
Light Transit Vehicles (Cutaway-type Bus)
o Any construction project ≧ $30,000
o Any “brand name” product or sole source purchase ≧ $15,000
• Pre-award documentation
o Submit Procurement Checklist
o Procurement History Form
o All other documentation to IMD prior to purchase/award
Minimum Documentation Required
• Document quotes solicited and quotes received (at least two quotes should be received).
• Document which vendor was selected – if the vendor with the lowest price is not selected, include the basis/reason for selection and justification (delivery date, better warranty/service, etc.); prior IMD approval is required.
• Procurement History Form may be used to document/track, but must maintain written documentation to support that each requirement was met.
• Document approval by an authorized person before purchase/award, including any pre-award approval by IMD.
• Submit Procurement Checklists to IMD with reimbursement request for all other procurements ≧ $30,000.
Formal Sealed Solicitations (IMD pre-award approval is required on all
procurements): State Funds ONLY
$90,000 – Equipment/Supplies/Services
$500,000 – Construction Federal and State Funds
$90,000 – Equipment/Supplies/Services
$350,000 - Construction Reminder: Please reference the previously stated IMD Review Policy
Procedural Requirements
Publish advertisement (electronic ad may be used) for the bid, at least once, 7 days prior to opening.
All bids must be sealed and opened at the stated time and place.
At least three suppliers/contractors must be solicited (in addition to ad, at least three must be notified).
Applicable Federal requirements and certifications must be included with solicitation (if funded in part with Federal funds).
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Additional Requirements for Construction Procurements
• Minimum of three sealed bids must be received. If fewer than three bids are received, the agency must advertise for bids again, and if, as a result of such second advertisement, fewer than three competitive bids are received from reputable and qualified contractors, the agency may open bids and award to the lowest responsible bidder, even if only one bid is received.
• Bid guarantee bond (5% of bid price).
• Performance and payment bonds (100% of contract price for contracts exceeding $300,000).
• Document bids received by completing the Procurement History Form and Procurement Checklist for Formal Bids.
• Submit checklist, tabulation, and related documentation to IMD for prior approval before entering into a contract or commencing with construction-related work.
• Award shall be made to the lowest, responsible bidder(s). NOTE: If the recommendation is other than the low bid, a written justification must be submitted along with the above checklist and related documentation. Reminder: IMD must also pre-approve any contract modification that would change the scope of a contract or increase the contract amount up to or over the formal (sealed) bid threshold of $90,000.
• Any or all bids may be rejected if there is a sound, documented business reason.
• Contract award will be made in writing to the lowest responsive and responsible bidder.
• When specified in bidding documents, factors such as discounts, transportation costs, and life cycle costs will be considered in determining which bid is lowest.
• Payment discounts will only be used to determine the low bid when prior experience indicates that such discounts are usually taken.
Minimum Documentation Required
• Written documentation to support that each requirement was met.
• Documented approval from IMD
Procurement by Competitive Sealed Bid (Invitation for Bids)
• An Invitation for Bids (IFB) results in a firm fixed-price contract awarded to the lowest responsive and responsible bidder.
• Bids shall be solicited from a sufficient number of Contractors to ensure full and open competition.
• Solicitations may be canceled before or after the bid opening. The file shall contain reasons supporting the cancellation or rejection of bids.
• Bidders will be allowed sufficient time to prepare their bids before the bid opening date.
• The IFB shall require written acknowledgment by each bidder of the receipt of all amendments, addenda, and changes issued.
• Bids shall be evaluated without discussions with bidders.
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• Award is made to one or more responsive and responsible bidders whose bids, conforming to all the material terms and conditions of the IFB, are the lowest in price for each item to be purchased. Each IFB shall include the following:
• Instructions and information to bidders concerning the bid submission requirements, including the time and date set for receipt of the bids and the address where bids are to be delivered;
• The purchase description, delivery, or performance schedule, and any special conditions and detailed specifications necessary. The special conditions and/or detailed specifications shall set forth clear and accurate specifications for the items to be purchased or the scope of work for services needed;
• Required Federal provisions if the contract is Federally funded;
• Required state provisions if the contract is funded with other than federal funds;
• Bid protest procedures;
• Proposal form; and
• Such other forms as determined necessary by the PATS.
Procurement by Competitively Bid Negotiation Methods (Request for
Proposals/Request for Letters of Interest and Qualifications) A Request for Proposal (RFP) is an invitation from the PATS requesting firms to submit proposals to perform a specific project or provide specific services. RFPs may be used when the procurement does not lend itself to sealed bidding. PATS expects that more than one source will be willing and able to submit a proposal, and the award will be made based on factors in addition to price. This procurement method permits consideration of technical factors and negotiation of scope, price, and other contract terms. RFPs must require that the evaluation be based on specific enumerated criteria/factors, including but not limited to price/cost. The criteria/factors must be in the solicitation document. RFPs may permit discussions with proposers concerning the offers submitted, negotiation of contract scope, price, or estimated cost, and other contract terms and conditions, as well as revisions to proposals before the final contractor selection. The rationale for choosing competitive proposals rather than sealed bidding procedures shall be documented in the contract file.
Evaluation:
• The evaluation factors that will be considered in evaluating proposals shall be tailored to each procurement.
• RFPs shall clearly state the evaluation factors that will be considered in selecting the contractor and their relative importance. RFPs shall include the cost or price and cost or price-related factors.
• The evaluations shall be based on the evaluation factors set forth in the RFP. Factors not specified in the RFP shall not be considered.
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• Every responsive proposal submitted shall be evaluated by the evaluation committee, whose evaluations must be as thorough, objective, and well-documented as possible.
• The Evaluation Committee may, but need not, conduct written or oral discussions with responsible proposers who submit proposals within the competitive range.
• Upon completion of discussions, PATS shall ask all proposers within the competitive range with whom negotiations have successfully concluded to submit their best and final offer.
• After evaluation of the best and final offers, the evaluation committee shall rank the proposers and select the responsible proposer whose best and final offer is most advantageous to the PATS.
Procurement of Architectural and Engineering Services (A&E) – Request for
Qualifications (RFQ) For projects related to or leading to construction, an FTA recipient must use the qualifications-based procurement procedures of 40 U.S.C. Chapter 11 (“Brooks Act” procedures) when contracting for A&E services and other services described in 49 U.S.C. Section 5325(b), which include program management, construction management, feasibility studies, preliminary engineering, design, architectural, engineering, surveying, mapping, or related services. Negotiations under this process are conducted with the most qualified proposer first. Only if an agreement on a fair and reasonable price cannot be reached will negotiations proceed with the second-most-qualified proposer. This process will continue until an agreement is reached with the proposer. Once negotiations have ceased with a proposer, they may no longer be considered for award. Price must be excluded as an evaluation factor in the ranking. NOTE: If any Federal funds are used, all applicable Federal requirements and certifications must be included in the solicitation. Written documentation must be maintained to support each step of the procurement process.
Non-competitive Procurement (Sole-Source) Definition: Solicitation of a proposal from only one source, resulting in an absence of price competition.
After solicitation of several sources, the competition is determined to be inadequate.
A contract change outside the scope of the original contract is also considered a sole-source procurement.
Non-competitive or Sole Source (Qualifying Conditions):
If the award of a contract is infeasible under competitive procedures.
Item is only available from a single source.
An emergency situation will not permit a delay in the purchase of the item.
Solicitation provides only one bid, and competition is determined to be inadequate
Item is an associated capital maintenance item and is purchased directly from the
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original manufacturer. • The manufacturer or supplier is the only source for the item. • The price is no higher than the usual price paid.
Non-competitive or Sole Source (Reimbursement Criteria):
A cost analysis is required.
Establish a fair and reasonable profit margin.
If Federal funds are used, applicable Federal requirements and certifications must be submitted to the vendor.
Sole-source requires local governing board approval.
IMD’s Assistant Director for Administrative Services must pre-approve all sole-source procurements ≥ $1,000.
Written documentation must be maintained to support each step in the procurement process.
Protests Any interested party shall have the right to have a protest considered and resolved administratively, economically, and expeditiously. “Interested party”, as used in this section, means a bidder whose direct economic interest would be affected by the award of a contract or by the failure to award a contract. The filing of Bid Protests will not unnecessarily delay the procurement process, especially if the Protest is vexatious or frivolous in nature.
Written Submission:
• An interested party wishing to protest a matter involving a proposed procurement or contract award shall file a written submission addressing, at a minimum, the following:
o The name and address of the interested party and its relationship to the procurement are sufficient to establish its interest;
o Solicitation or contract number;
o Statement of the grounds for the protest, including the provision(s) of the solicitation and the Federal or State law or Federal or PATS regulation upon which the protest is based;
o Statement of the specific relief requested; and
o Any documents relevant to the protest that the protesting party desires should be attached.
Time for Filing:
• Protests Regarding Solicitation
o Any bid protest regarding a solicitation must be filed no later than five (5) business days before the opening of bids. Any Protest filed after that date that raises issues regarding the solicitation will not be considered.
• Protests Regarding Bid Evaluation
o Any bid protest regarding the evaluation of bids must be filed no later than twenty (20) business days after the opening of bids. Any protest filed after that date that raises issues regarding the bid evaluation will not be considered, unless the issue arose after the initial twenty (20) business day period and before contract execution.
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• Protests Regarding Award of Contract
o Any protest regarding the award of a contract must be filed no later than five (5) business days after the date of the notice of intent to award or notice of award, whichever is first. Any protest regarding the award of the contract filed after that date will not be considered.
Procedures for Protests Regarding Solicitation: This type of protest includes any claim that the bid solicitation contained unduly restrictive, exclusionary, or discriminatory specifications, any challenge to the basis of award, or any claim that the solicitation documents or the solicitation process violated applicable Federal or State law, or that PATS failed to follow these regulations.
• Upon receipt of a timely filed protest regarding the solicitation, PATS may postpone the opening of bids until resolution of the protest; no additional bids will be accepted during the period of postponement.
• If the protest involves a claim of unduly restrictive, exclusionary, or discriminatory specifications, PATS will, in evaluating the protest, consider both the specific need for the feature or item challenged and any effects on competition of including the specification regarding that feature or item. If it is determined that such a feature or item was included in the specification to meet justified and valid transit needs and was not unduly restrictive of competition or designed to exclude a particular competitor, that will be grounds to deny the protest.
Procedures for Protests Regarding Bid Evaluation This type of protest includes any challenge to determinations of the responsiveness of a bid or the responsibility of a bidder, or any claim that the evaluation of bids violated Federal or State law or these regulations. Upon receipt of a timely filed protest regarding the evaluation of bids, PATS will determine if the protestor has established that there is substantial evidence regarding the non-responsiveness of a bid or the non-responsibility of a bidder or doubt regarding compliance with Federal or State law or these regulations. If the protestor submits sufficient evidence supporting its protest to show that the protest is not vexatious or frivolous, the evaluation of all bids submitted may be suspended until resolution of the protest.
Procedures for Protests After Award This type of protest will only be considered if the protestor can demonstrate that the bidder who was awarded the contract fraudulently misrepresented itself as a responsible bidder or that Federal or State law or these regulations were violated in awarding the contract.
All Protests Upon timely receipt of a protest, additional information may be requested from the protestor. Meetings may be held with the protestor to review the matters raised by the Protest.
• Where a timely Protest has been filed before the opening of bids, and unless the protest is resolved prior thereto, the date for receipt of bids may be extended to accommodate the time needed for resolving the protest and instituting any necessary remedial measures.
• When a protest against the making of an award is received, the award may be withheld pending disposition of the protest.
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• PATS may suspend the procurement process upon receipt of a bona fide bid protest. However, PATS reserves the right, notwithstanding the pendency of a protest, to proceed with the appropriate action in the procurement process or under the contract in the following circumstances:
o Where the item to be procured is urgently required;
o Where it is determined that the protest is vexatious or frivolous; or
o Where delivery or performance will be unduly delayed, or other undue harm will occur by failure to make the award promptly.
• Except in extraordinary circumstances, a written decision on the Protest based on the information provided by the protestor, the results of any meetings with the protestor, and any investigation shall be issued. The decision is final except where:
o New data becomes available, which was not previously known and which is a basis for protest;
o There is an error of law or regulation; or
o The protestor appeals a decision reviewable by FTA to FTA, which includes only claims that these regulations or Federal law or regulation were violated.
o When a protest is denied, the protestor shall be notified in writing of their right to appeal the decision to the FTA. Upon denying a protest, any suspension imposed will be lifted, and the procurement process may continue.
Remedy If a Bid Protest is upheld, even in part, appropriate action will be taken on a case-by-case basis to correct the procurement process and protect the rights of the protestor, including resoliciting bids, revising bid evaluation, or terminating the contract.
FTA Requirements for Appeals Related to Bid Protests Under FTA Circular 4220.1(As amended), the FTA will only review those Protests that claim: (1) The agency failed to have or follow protest procedures, or claim that the agency failed to review a complaint or protest, or (2) violations of Federal law or regulation. When FTA funds are used in a project, the FTA must be notified of all bid protests. The FTA will be notified of denials of bid protests, especially when an FTA appeal is likely to occur. A protestor must exhaust all administrative remedies with the agency before pursuing a protest with FTA. An appeal to FTA must be received by either FTA’s Region Four office or Headquarters office within five (5) working days of the date the protestor has received actual or constructive notice of the agency’s denial of a bid protest, or knew or should have known of a violation not concerning denial of a bid protest, or the protest will be waived. “Working days” for purposes of appeal to FTA are all days that FTA’s Region Four office or Headquarters office is open for business.
Contract Administration PATS will maintain systems to ensure contractors perform in accordance with terms and specifications (4220.1(as amended) Ch. III, 200.318(b)). This system will ensure:
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• Contractors conform with the contract price;
• Contractors conform with the delivery and/or completion dates;
• Compliance with the specifications of the product or construction requirements;
• Payment of any required security or performance deposits by the contractor;
• Compliance with rules and regulations for contracts of the funding source;
• Document whether contractors have met the terms, conditions, and specifications of the contract.
Contract Disputes (2 CFR 200.318(k))
• Except as otherwise determined by the County Manager, all contracts entered into on behalf of the PATS in an amount in excess of $30,000 shall include a disputes clause.
• A “claim” is a demand or assertion by one of the parties made in writing and seeking, as a right, the payment of money, adjustment or interpretation of contract terms, or other appropriate relief.
• Meritorious claims that can be settled entirely as to time and money issues should be processed in the same manner as contract change orders or amendments.
• If, after completing the investigation, it is determined that a claim has no merit or that an equitable adjustment cannot be negotiated for a claim with merit, a final decision shall be prepared and coordinated with the County Manager and Counsel.
• The final decision or claims shall include the following elements:
o description of claim or dispute;
o pertinent contract terms; and
o reference to relevant facts and a decision, with supporting rationale.
• The FTA will not intervene unless a federal interest is at stake.
Contract cost and price (2 CFR 200.324) Costs or prices based on estimated costs for contracts under the Federal award are allowable only to the extent that the costs incurred or cost estimates included in negotiated prices would be allowable for the recipient or subrecipient under 2 CFR 200.400.
Contract Types
General Provisions – Contract Types A wide range of contract types is available to provide the necessary flexibility in acquiring goods and services. Contract types vary according to the degree and timing of the responsibility assumed by the contractor for performance.
Selecting Contract Type
• When procurement is by competitive sealed bidding, a firm-fixed-price contract or a cost reimbursement contract is preferred. The type of contract to be used shall be determined prior to solicitation, and the solicitation shall inform bidders of the type of contract that will be used.
• The reasons the particular contract type was selected shall be included in each contract file, except for the following procurements:
o Small purchases other than cost-reimbursement contracts; and
o Repetitive purchases on a firm-fixed-price basis.
• The cost-plus-a-percentage-of-cost and the percentage of construction cost methods of contracting shall not be used by PATS or its contractors (2 CFR 200.324.
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Fixed-Price Contracts
• The fixed-price contract usually stipulates a firm price. However, under appropriate circumstances, it may provide for an adjustable price. An adjustable price contract includes a price ceiling, a target price, or both, which limits the financial obligation to the contractor for satisfactory completion of the contract.
• Fixed-price contracts consist of several types designed to facilitate proper pricing under varying circumstances.
• Firm Fixed-Price Contract — The firm fixed-price contract provides for a price that is not subject to any adjustment.
o This type of contract, when appropriately applied, places maximum risk upon the contractor.
o It is appropriate when fair and reasonable prices can be established at the time of award, definite design or performance specifications are available, products are off-the-shelf, or there are modified commercial products or services for which realistic prices can be offered, and any performance uncertainties can be identified, and the reasonable cost can be estimated in advance.
o Its advantages are that it encourages contractor efficiency and places total responsibility and risk on the contractor.
o Its disadvantages are that it lacks flexibility in pricing and performance.
o It is the most commonly used type of contract requiring the least amount of contract administration.
• Fixed-Price Contract with Escalation — This type of contract allows for upward and downward revisions of the stated contract price upon the occurrence of specified contingencies.
o This type of contract is used when the market for a particular good or service is especially volatile and may require a contract for a term exceeding the initial quantity.
o The inclusion of escalation provisions reduces risks to the contractor.
o Upward price adjustments must be limited by the establishment of a reasonable ceiling.
o Provisions should also be included to provide for downward adjustments when the prices or rates fall below the base levels provided in the contract.
Cost-Reimbursement Contracts
• The cost-reimbursement contract provides for payment of allowable costs incurred in the performance of the contract only to the extent prescribed in the contract. Cost-reimbursement contracts are suitable for use only when uncertainties involved in contract performance do not permit costs to be estimated with sufficient accuracy to use any type of fixed-price contract. This type of contract establishes an estimate of the total cost for the purpose of obligating funds and establishes a ceiling that the contractor may not exceed (except at the contractor’s own risk) without prior approval.
• Cost Contract – A cost contract is a cost-reimbursement type of contract that provides reimbursement for costs, but no fee is paid to the contractor. The following are illustrative situations in which the use of this type of contract may be appropriate:
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o Research and development work, particularly with non-profit educational institutions or other non-profit organizations; or
o Initial small-scale procurements of new items, with anticipated subsequent large-scale production runs.
• Cost-Sharing Contract — A cost-sharing contract is a type of cost-reimbursement contract under which the contractor receives no fee but is reimbursed for a portion of the allowable costs that have been agreed upon.
• Cost-Plus-A-Fixed-Fee Contract — A cost-plus-a-fixed-fee contract is a cost reimbursement contract that provides for payment of a fixed fee (profit) to the contractor.
o Once the fixed fee has been negotiated, it remains unchanged regardless of the contractor’s actual costs.
o The fee may be adjusted as a result of subsequent changes in the work or services to be performed.
o Because the fixed fee does not vary in relation to the contractor’s ability to control costs, there is minimal incentive for effective cost management.
Time and Materials Contract
• The time and materials contract provides for the procurement of property or services on the basis of:
o Direct labor hours at specified fixed hourly rates, including direct and indirect labor, overhead, and profit, and
o Material at cost. Material handling costs may be included in the charge for "material at cost" to the extent they are clearly excluded from any factor of the charge computed against direct labor hours.
• This type of contract does not provide any incentive for Contractors to control the cost of materials or to manage their labor forces effectively.
• Because this type of contract does not facilitate effective cost control and requires almost constant surveillance, it should be used only when no other type of contract can be used.
• The labor-hour contract is a variant of the time and materials contract, differing only in that materials are not supplied by the contractor.
• This type of contract is used only when it is not possible, at the time of awarding the contract, to estimate the extent or duration of the work or to anticipate costs with any reasonable degree of confidence.
• Particular care should be exercised in the use of this contract, since its nature does not encourage effective cost control. There must be adequate controls, including surveillance during performance, to give reasonable assurance that inefficiency and waste are not perpetuated.
• A ceiling price, which the contractor exceeds at his own risk, should be established for this type of contract.
Contracting with small and minority businesses, women’s business
enterprises, and labor surplus area firms (2 CFR 200.321) PATS will take all necessary affirmative steps to ensure that minority businesses, women’s business enterprises, and labor surplus area firms are used when possible. Affirmative steps shall include:
• Placing qualified small and minority businesses and women’s business enterprises on solicitation lists;
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• Assuring that small and minority businesses, and women’s business enterprises, are solicited whenever they are potential sources;
• Dividing total requirements, when economically feasible, into smaller tasks or quantities to permit maximum participation by such businesses;
• Establishing delivery schedules, where the requirement permits, which encourage participation by such businesses; and
• Using the services and assistance, as appropriate, of such organizations as the Small Business Administration and the Minority Business Development Agency of the Department of Commerce.
Sustainable and Recovered Materials Procurement (2 CFR 200.323) In accordance with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act (RCRA), 42 U.S.C. § 6962, and implementing regulations at 40 CFR Part 247, the PATS adopts the following requirements: Recovered Materials Requirement
o The agency and its contractors shall procure items designated in the U.S. Environmental Protection Agency (EPA) guidelines that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition.
o This requirement applies to any procurement where:
The purchase price of the item exceeds $15,000, or
The aggregate amount paid for such items in the preceding fiscal year exceeded $15,000. Solid Waste Management Services
• The agency shall procure solid waste management services in a manner that maximizes energy and resource recovery. Affirmative Procurement Program
• The agency shall maintain an affirmative procurement program for EPA-designated recovered materials. This program must include: 1. A preference program for purchasing such products; 2. Promotion of recovered materials procurement; 3. Procedures for annual review and monitoring of compliance. Sustainability and Environmental Preference
• To the maximum extent practicable and consistent with law, the agency will seek to purchase products and services that: 1. Contain recycled content; 2. Are biobased, reusable, refurbished, recyclable, energy-efficient, or water-efficient; 3. Support sustainable operations.
• This includes purchasing compostable items and other products that reduce the use of single-use plastics, consistent with Executive Order 14057, Section 101 (Federal Sustainability Policy).
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FTA Bonding requirements (2 CFR 200.326) For all construction or facility improvement contracts and subcontracts exceeding the Simplified Acquisition Threshold, the following bonding requirements shall apply:
• Use of Agency Bonding Policy
• PATS will align its bonding policy and requirements with the requirements set forth in the Integrated Mobility Division Procurement Policy.
• Minimum Bonding Requirements (a) Bid Guarantee
• Each bidder must provide a bid guarantee equivalent to five percent (5%) of the bid price.
• Acceptable forms include a bid bond, certified check, or other negotiable instrument.
• The guarantee assures that, upon bid acceptance, the bidder will execute all required contractual documents within the specified timeframe. (b) Performance Bond
• The successful contractor must furnish a performance bond for 100 percent of the contract price.
• This bond secures the contractor’s fulfillment of all contractual obligations. (c) Payment Bond
• The successful contractor must furnish a payment bond for 100 percent of the contract price.
• This bond ensures payment, as required by law, to all persons supplying labor and materials for work performed under the contract. These requirements are in addition to, and do not replace, the NCDOT-IMD-imposed requirements. The more restrictive requirements shall be used in all instances.
Buy America and Build America, Buy America Requirements Buy America Requirements
• In accordance with 49 U.S.C. § 5323(j) and 49 CFR Part 661, PATS shall comply with all Buy America requirements applicable to federally funded procurements:
• General Requirement
o All steel, iron, and manufactured products used in FTA-funded projects must be produced in the United States.
o For rolling stock procurements (buses, vans, railcars, locomotives, ferry vessels, etc.), final assembly must occur in the United States, and the percentage of U.S.-made components must meet or exceed FTA’s current threshold.
• Dollar Threshold
o Buy America applies to contracts and procurements exceeding $150,000.
• Certification
o Each bidder or offeror must submit a Buy America certification with its bid or offer:
A certificate of compliance, or
A certificate of non-compliance with a request for waiver.
o Failure to submit a required certification renders the bid or offer non-responsive.
• Waivers
33
o Waivers may be granted by FTA only if: a. The application of Buy America would be inconsistent with the public interest; b. The materials are not produced in the U.S. in sufficient and reasonably available quantities and of satisfactory quality; c. Including domestic material would increase the cost of the overall project by more than 25 percent.
o All waiver requests must be processed through FTA in accordance with 49 CFR § 661.7.
• Contract Clauses
o All solicitations and contracts subject to Buy America shall include the required Buy America clause and certification form.
o Build America, Buy America (BABA) Requirements In accordance with the Build America, Buy America Act (Pub. L. 117-58, §§ 70901–70927, Infrastructure Investment and Jobs Act, 2021) and implementing guidance (OMB Memorandum M-22-11 and subsequent updates), PATS shall ensure compliance with BABA requirements on all federally funded infrastructure projects.
• General Requirement Federal funds may not be obligated for an infrastructure project unless all iron, steel, manufactured products, and construction materials used in the project are produced in the United States.
• Definitions
o Infrastructure includes, at a minimum, public transportation facilities, stations, maintenance and administrative facilities, and related capital improvements.
o Produced in the United States means:
Iron and steel: All manufacturing processes, from initial melting through application of coatings, occur in the U.S.
Manufactured products: The product is manufactured in the U.S., and the cost of components mined, produced, or manufactured in the U.S. is greater than 55 percent of total component costs.
Construction materials: All manufacturing processes for the material occur in the U.S. (e.g., glass, drywall, fiber optic cable, lumber, plastics, composites).
Waivers
• Waivers may be granted by the Federal awarding agency (FTA) if: a. Application of BABA would be inconsistent with the public interest; b. The types of materials are not produced in the U.S. in sufficient and reasonably available quantities or of satisfactory quality; or c. The inclusion of U.S.-produced materials would increase the cost of the project by more than 25 percent.
• Contract Language and Certification
o All solicitations and contracts for infrastructure projects funded in whole or in part with federal assistance shall include the required BABA clauses and certifications.
o Contractors and subcontractors must certify compliance and provide supporting documentation as part of contract administration.
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Inclusion of Required Contract Provisions (2 CFR 200.327) This section addresses the federally required contract clauses that apply to all third-party contracts involving federal assistance. Further instructions and explanations can be found in Appendix II to 2 CFR Part 200, Circular 4220.1(As amended), The Master Agreement, and the Best Practices Procurement Manual.
Applicability
• The Master Agreement states that applicable federal requirements will apply to project participants to the lowest tier necessary to ensure compliance with those requirements. A recipient will also need to include applicable federal requirements in each subagreement, lease, third-party contract, or other document as necessary.
Micro-Purchases
• Micro-Purchase, for the purpose of this section, is defined as a purchase of less than $15,000. Federal contract clauses do not apply to purchases in this category, with the exception of the Davis-Bacon Act and the Copeland Anti-Kickback Act. The Davis-Bacon and Copeland Anti-Kickback Acts apply to all construction contracts exceeding $2,000.
Purchases Above the Micro-Purchase Threshold
• Purchases above the micro-purchase threshold, for the purpose of this section, are defined as a purchase greater than $15,000. Federal contract clauses apply to all purchases in this category. The contract clause matrix in the appendix to this document, as well as the most recent Master Agreement, should be consulted for the inclusion of appropriate clauses in all procurements.
• All applicable contract clauses should be included in the solicitation documents. Clauses requiring certification (e.g., Lobbying/Buy America) should be certified and turned in with the vendor’s response to the solicitation. Uncertified clauses can lead to a vendor being considered non-responsive and/or non-responsible.
• All applicable contract clauses shall be made part of any subsequent contract in whole or by reference.
Notice of Applicable Clauses to Vendors All vendors from which purchases are made that are subject to Federal Contract Clauses shall be notified of the applicability of said clauses. Notification may be made by any of the following means.
• Notification of Federal Clauses may be made by providing the vendor with all appropriate clause language, separate from the purchase order, and requiring the vendor to provide written acceptance of these clauses. Such notification is appropriate for clauses requiring vendor certification, and no formal solicitation document was issued. This type of notification is not appropriate for purchases above the simplified acquisition threshold.
• For purchases exceeding the simplified acquisition threshold and any procurement for which a formally advertised RFP, IFB, or RFQ is issued, the method of vendor notification of applicable federal clauses shall be by including complete clause language in the solicitation document. Instructions for any required certifications shall also be included.
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Clauses and State Contracts In accordance with Circular 4220.1(As amended), the inclusion of federal clauses, terms, and conditions in a contract shall not be allowed post-award, except for state or local government purchasing contracts. When obtaining property or services in this manner, the recipient must ensure all Federal requirements, required clauses, and certifications (including Buy America) are properly followed and included, whether in the master intergovernmental contract or in the recipient's purchase document. One way to achieve compliance with FTA requirements is for all parties to agree to append the required federal clauses to the purchase order or other document that affects the recipient’s procurement.
Self-Certification and Annual Review PATS will annually self-certify compliance with FTA procurement requirements through FTA’s Certifications and Assurances.
Adoption and Approval Adopted by Person County Board of Commissioners on this ____ day of __________, 20__. ______________________________________ Authorized Official (Signature) ______________________________________ Printed Name and Title
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AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Duke Energy and NC Wildlife Resources Commission Mayo Lake Update
Summary of Information:
During the March 2, 2026 Board of Commissioners meeting, residents raised concerns about a
new NC Wildlife Resources Commission administrative rule that prohibits placing docks,
piers, or personal property on the Mayo Lake shoreline or lakebed for more than 24
consecutive hours and shifts enforcement authority from Duke Energy to the NC Wildlife
Resources Commission. In response, the Board requested that enforcement of the Mayo Lake
administrative rule be added to the next regular meeting agenda and that representatives from
Duke Energy and the NC Wildlife Resources Commission be invited to address the Board’s
questions.
Representatives from Duke Energy, the NC Wildlife Resources Commission, and Mayo Lake
property owners will present information and respond to commissioners’ questions.
Financial Impact:
None.
Recommended Action:
Receive presentation, discuss, and determine next steps.
Submitted By:
Katherine M. Cathey, County Manager
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Mayo Lake Shoreline ManagementPerson County BOC MeetingMARCH 16,202638
2|Person County BOC MeetingUS Army Corps of Engineers PermitOVERVIEWDuke Energy CommunicationsShoreline EncroachmentsRequest for Rule Establishment by NCWRCLooking ahead39
Person3|County BOCMeetingUS Army Corps of Engineers (USACE) Permit•To construct Mayo Lake, CP&L obtained Section 404 Permit from USACE to dam and fill the reservoir.•Permit issued in 1978 and incorporated perpetual commitments from Final Environmental Impact Statement (FEIS)•FEIS commitments include:oLand dedicated to the NCWRC Game Lands Program:o2,800-acre Mayo reservoiro434 ft-450 ft contour elevation (i.e., 16vertical ft peripheral strip along shoreline)o(2) locations for access areas made available to NCWRC to provide public hunting, fishing, and boating access to Mayo Lake.o“Property around the lake or plant area will not be sold or leased byCP&L for private development. Also, no private construction ofpiers, docks, moorings, or similar facilities will be permittedadjacent to the lake.”40
4|41
5|Person County BOC Meeting42
6|Person County BOC MeetingShoreline EncroachmentsMarch 27, 2024: 231 “Mooring” Locations43
7|Person County BOC MeetingRequest for Rule Establishment by NCWRC•2023 - Duke Energy was asked by Person County Mgr why MayoLake was not developed.oRequest prompted review back to lake construction.oRecognized current encroachments did not comply with Section404 commitments.•October 2024 - Duke Energy requested the NCWRC establish a new rule to align with land management and lake access commitments made in the 1978 FEIS.•The following rule became effective in January 2026:“Placement of docks, piers, and personal property for more than 24consecutive hours on the shoreline or lakebed of Mayo Lake isprohibited.”44
8|Person County BOC MeetingLooking ahead•Duke Energy is working with others to form a small, interest-based Stakeholder Team to further discuss the issues.•Stakeholder Team needs good-faith window to talk through at least October 1, 2026; therefore, Duke Energy:oRequested the NCWRC provide grace period for enforcement ofnew rule until at least October 1, 2026.oRequests governmental entities take no related action until at least October 1,2026.45
9|46
THANK YOUPerson County BOC Meeting47
AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Information Security Program Charter
Summary of Information:
Person County IT recommends adoption of the Information Security Program Charter as the
formal foundation of the County’s enterprise-wide information security program. This Charter
establishes the County’s commitment to protecting the confidentiality, integrity, and
availability of County information assets through a structured, risk-based approach.
The Charter defines governance, authority, and accountability for information security across
the organization. It acknowledges the roles of elected officials, the County Manager, the Chief
Information Officer (CIO), the Chief Information Security Officer (CISO), department
leadership, employees, and third parties in safeguarding County systems and data. It formally
designates the CIO as executive owner of the program, with operational management
delegated as appropriate.
The Charter applies to all County IT-managed systems and data, including sensitive
information such as CJIS, FTI, PHI, PII, and payment card data, and requires IT review and
approval of systems that process County information.
This Charter serves as the governing framework upon which all future information security
policies, standards, and procedures will be developed. Adoption establishes clear authority,
strengthens oversight, supports compliance with applicable laws and regulations, and provides
a consistent structure for managing cybersecurity and privacy risk across Person County
Government.
Financial Impact:
None
Recommended Action:
Adopt as presented and delegate administrative authority to the County Manager.
Submitted By:
Chris Puryear, CIO
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1
Information Security Program Charter
PURPOSE
This Charter formally establishes the Person County Information Security Program and defines the
County’s commitment to protecting the confidentiality, integrity, and availability of County
information assets.
The Information Security Program provides a structured, risk-based approach to information
security and privacy that supports County operations while meeting applicable legal, regulatory,
and contractual obligations.
SCOPE
This Charter applies to:
• All information systems, networks, applications, cloud services, and devices managed by
Person County Information Technology (PCIT)
• All County employees, elected officials, contractors, temporary staff, volunteers, interns,
and third parties who access County IT–managed systems or data
• All information processed, stored, or transmitted using County IT–managed systems,
including but not limited to:
o Criminal Justice Information (CJIS)
o Federal Tax Information (FTI) governed by IRS Publication 1075
o Protected Health Information (PHI) under HIPAA
o Personally Identifiable Information (PII)
o Records subject to the North Carolina Public Records Act
o Payment Card Data subject to PCI DSS (Payment Card Industry Data Security
Standard)
Departments or agencies operating independently managed IT systems remain responsible for
the security of those systems. No department or agency may procure, implement, or use
information technology systems, cloud services, or applications that process, store, or transmit
County information without review and approval by Person County Information Technology
(PCIT), regardless of whether the system connects to County IT infrastructure. Independently
managed systems that connect to, integrate with, or rely upon County IT infrastructure or County
information assets are subject to this Charter and all associated information security policies and
standards.
POLICY STATEMENT
Person County shall maintain a comprehensive, enterprise-wide Information Security Program to
safeguard County information assets against unauthorized access, use, disclosure, modification,
destruction, or disruption.
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Information Security Program Charter
2
Information systems and technology are essential County assets and are critical to the County’s
ability to deliver services, meet statutory obligations, and maintain public trust. The County shall
protect these assets in a manner that is risk-based, cost-effective, and aligned with business and
operational needs, recognizing that threats may be accidental or intentional.
The County shall implement administrative, technical, and physical security controls
commensurate with the sensitivity of the information and the level of risk to County operations.
Security controls shall be selected, implemented, and maintained using a formal risk
management process and aligned with recognized cybersecurity standards and best practices.
Information security is a shared responsibility across the organization. All users of County IT–
managed systems are required to comply with this Charter and all supporting information
security policies and standards.
AUTHORITY
This Charter is issued under the authority of the Person County Board of Commissioners, which
delegates administrative authority to the County Manager. The County Manager authorizes the
Chief Information Officer (CIO) to establish, implement, and enforce the County’s Information
Security Program on behalf of Person County Government.
The CIO may delegate operational authority to the Chief Information Security Officer (CISO) or
designated security officials as necessary to carry out program responsibilities.
Under this authority, the Information Security Program is authorized to:
• Establish and maintain information security policies and standards
• Assess and manage cybersecurity and privacy risks
• Require corrective actions to remediate identified security weaknesses
• Restrict, suspend, or revoke access to County systems or data when necessary to protect
County operations or information assets
PROGRAM OWNERSHIP AND ACCOUNTABILITY
Program Owner: Chief Information Officer (CIO)
The Chief Information Officer is accountable for the establishment, oversight, and overall
effectiveness of the County’s Information Security Program. The CIO is responsible for ensuring
the program is adequately resourced, aligned with County objectives, and supported by
appropriate policies, standards, and governance processes.
Program Management: Chief Information Security Officer (CISO) or designated security official
The CISO (or designated security official) is responsible for the day-to-day management,
implementation, operation, and continuous improvement of the Information Security Program.
This includes coordinating security activities, monitoring compliance with information security
policies, reporting program status and risks to the CIO, and supporting incident response and risk
management activities.
Authority may be delegated by the CIO as necessary to carry out program responsibilities;
however, accountability for the Information Security Program remains with the CIO.
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Information Security Program Charter
3
RISK MANAGEMENT AND ACCEPTANCE
Person County employs a risk-based approach to information security that considers threats,
vulnerabilities, and potential impacts to the confidentiality, integrity, and availability of County
information assets. Risk management activities shall be conducted in alignment with County
business objectives, operational requirements, and resource considerations.
Identified risks shall be evaluated and addressed through mitigation, transfer, avoidance, or
acceptance. Risk-related decisions shall be informed by the sensitivity of the information
involved, applicable legal and regulatory requirements, and the potential impact to County
operations and services.
Formal risk acceptance decisions shall be documented, approved by appropriate authority in
accordance with County policy, and reviewed periodically to ensure continued
appropriateness as conditions change.
GOVERNANCE FRAMEWORK
The Information Security Program is implemented through a structured framework of policies,
standards, and procedures, including but not limited to:
• Risk Management
• Access Control and Identity Management
• Data Classification and Protection
• Configuration and Change Management
• Incident Response and Recovery
• Security Awareness and Training
• Vendor and Third-Party Security
All supporting policies and standards must align with this Charter.
COMPLIANCE OBLIGATIONS
The Information Security Program supports compliance with applicable laws, regulations,
contractual obligations, and recognized frameworks, including but not limited to:
• Health Insurance Portability and Accountability Act (HIPAA)
• FBI Criminal Justice Information Services (CJIS) Security Policy
• Internal Revenue Service (IRS) Publication 1075 (Federal Tax Information)
• Payment Card Industry Data Security Standard (PCI DSS)
• Driver’s Privacy Protection Act (DPPA), where applicable
• NIST Special Publications 800-53 and 800-171
• North Carolina Public Records Act
• North Carolina Identity Theft Protection Act
• Applicable North Carolina General Statutes related to information security, privacy, and
records retention
• Applicable grant, audit, vendor, and cyber insurance requirements
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Information Security Program Charter
4
ROLES AND RESPONSIBILITIES
County Manager / County Leadership
• Provide executive support and oversight for the Information Security Program.
• Approve the Information Security Program Charter and significant risk acceptance
decisions when required.
Chief Information Officer (CIO)
• Serve as executive owner of the Information Security Program.
• Ensure information security policies and standards are established, maintained, and
enforced.
• Approve policy exceptions and risk acceptance in accordance with County policy.
Chief Information Security Officer (CISO)
• Manage and coordinate the Information Security Program in alignment with this Charter
and CIO direction.
• Advise County leadership on cybersecurity and privacy risks, emerging threats, and
recommended risk management options.
• Coordinate cybersecurity incident response activities in collaboration with PCIT and
affected departments.
• Support the development, implementation, and maintenance of information security
policies, standards, and procedures.
• Monitor compliance with information security policies and report material risks to the CIO.
Information Technology Department (PCIT)
• Implement and operate information security controls for County IT–managed systems.
• Implement and maintain County information security standards and baseline controls
informed by recognized cybersecurity frameworks, including NIST Special Publications
800-53 and 800-171.
• Secure County infrastructure, systems, networks, applications, and storage platforms to
support the confidentiality, integrity, and availability of County information assets.
• Monitor systems for security events and execute technical responses to cybersecurity
incidents, including escalation of material incidents to the CIO and appropriate County
leadership.
• Implement and maintain backup, recovery, and resilience capabilities to support
business continuity and recovery from cybersecurity incidents.
• Support cybersecurity and privacy risk management activities by identifying technical
risks and implementing mitigation measures within PCIT’s control.
• Review and approve information technology systems, applications, cloud services, and
third-party solutions that process, store, or transmit County information prior to
procurement or implementation.
• Review and approve information technology systems, applications, cloud services, and
third-party solutions that process, store, or transmit County information prior to
procurement or implementation.
• Maintain information security documentation and standards applicable to PCIT–
managed systems.
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Information Security Program Charter
5
Organizational Department Management
• Ensure compliance with this Charter and supporting information security policies within
their respective organizational units.
• Support the implementation of required information security controls and procedures
applicable to their business processes and systems.
• Identify, assess, and communicate business risks and operational impacts related to
information security within their organizational units, including risks associated with data
sensitivity, business processes, and third-party services.
• Participate in risk management decisions, including mitigation planning and formal risk
acceptance, when risks affect departmental operations or service delivery.
• Ensure personnel within their organizational units complete required security awareness
and training.
Users and Third Parties
• Comply with all applicable information security policies, standards, and acceptable use
requirements.
• Use County systems and information assets in a manner that protects their confidentiality,
integrity, and availability.
• Promptly report suspected or actual security incidents or policy violations.
ENFORCEMENT
Failure to comply with this Charter or supporting information security policies may result in
corrective action, including access restriction, disciplinary action, contract termination, or other
remedies permitted by law or County policy.
REVIEW AND MAINTENANCE
This Charter shall be reviewed at least annually and updated as necessary to reflect changes in:
• County operations
• Applicable laws or regulations
• Technology environment
• Risk posture
EFFECTIVE DATE
This Charter becomes effective upon approval by the Board of Commissioners and remains in
effect until superseded or withdrawn.
DOCUMENT CONTROL
• Policy Type: Executive Charter
• Review Frequency: Annual
• Applies To: County IT–Managed Systems and Information Assets
53
Information Security Program Charter
6
REVISION HISTORY
Review Date Reviewer Notes/Changes
54
AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Department of Social Services Updates
Summary of Information:
Following the CCR-led assessment and evaluation of the Person County Department of Social
Services, the department’s administrative and management team has worked with the Human
Services Director and other key County staff to implement various strategies and initiatives to
help improve its operations, internal communications, and community engagement. This
presentation will provide the Board of Commissioners/Human Services Board with an
overview of some of the initiatives and improvements.
Financial Impact:
None
Recommended Action:
Receive the presentation and provide any necessary feedback.
Submitted By:
Brian Hart, Assistant County Manager/Human Services Director
55
Person County DSS Updates:
Implementing with Intention
March 16, 2026
Brian Hart, Assistant County Manager & Human Services Director
Kristy Perry, Social Services Deputy Director
Ashley Stone, Assistant Human Services Director
56
AGENDA
•Community Engagement and Accountability
•Internal Environment, Training, and Process Improvement
•Personnel Updates
“A bend in the road is not the end of the road”
57
Community Engagement
&
Accountability
•Staff serve on various community boards and committees
•Staff attend community events
•Child Welfare Staff attend monthly MDT meetings
•Members were appointed to the Human Services Advisory Committee on 1/5/26 (THANK YOU BOC!)
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Huddle Up with Human Services
Quarterly meetings with community partners to discuss best
practices, policy updates, and information impacting local programs
and services.
•2/24/25 -presentation on temporary safety providers (FEMA)
•6/2/25 –overview of Social Services (COB)
•8/25/25 –overview of CCR recommendations (Library)
•11/24/25 –Medicaid presentation (PI)
•2/25/26 –Child Welfare presentation (held at Golden Corral
–in partnership with Chamber of Commerce)
•SAVE THE DATE –Next Huddle Up will be held on
Wednesday, May 6, 2026 at 10:30 at the Senior Center
featuring a presentation on Adult Services.
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Internal Environment, Training, & Process Improvement
Social Services Committees: Customer Service, Community Engagement, and Employee Engagement (Power
Pact)
Improve Physical space: Reception area, Utilization of Storr Records; Repurposing Space
Identifying Training Needs for continuous improvement:
o Conflict resolution training with management/supervisory staff (Dec. 2025)
o Management team book club (Feb. 2026; books purchased/distributed)
o Agency staff meetings February 4, 2026
o Agency wide de-escalation training (TBD/in-process)
o Staff Development Specialists have developed a training guide for new employees
Promotion of EPASS at Community Events
Safety Plans and case escalation protocols being reviewed
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PATH NC –Statewide information system that equips child welfare staff with real-time data and decision-making
tools to better protect children and to improve outcomes for children and families across the state.
On 11/3/25 Person County began utilizing PATH NC for intake and assessments.
Intakes by month:
November = 35
December = 44
January = 27
Assessment cases opened:
November = 28
December = 23
January = 19
**Ongoing Services are scheduled to begin 11/30/26**
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Personnel Updates and Successes
•Additional positions awarded in the Foster Care Unit / Restructuring of
Child Welfare (supported by the FY26 Budget Process)
•Assistant Human Services Director
•Notable active recruitments:
•DSS Director
•Child Welfare Program Manager
•New position requests in FY27
62
AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Presentation and Adoption of the Local Vendor Encouragement Policy for Small Purchases
Summary of Information:
Presentation to the Board of Commissioners the proposed Local Vendor Encouragement
Policy for Person County. This policy promotes the use of qualified local vendors (businesses
with their principal place of business in Person County) for small purchases under $30,000,
where permitted by North Carolina law. The policy emphasizes economic support for the local
community in Roxboro and surrounding areas while ensuring fiscal prudence, compliance with
N.C. Gen. Stat. 143-129 and 143-131, avoidance of conflicts of interest and full adherence to
federal funding restrictions.
Recommended Action:
Adopt the Local Vendor Encouragement Policy for Small Purchases
Submitted By:
Tracy Clayton, Chief Financial Officer
63
Person County Government
STANDARD PROCEDURE
SUBJECT: Local Vendor Encouragement Policy
Effective Date: 4/1/2026
Prepared by: Tracy Clayton, Chief Financial Officer
Approved by: Katherine Cathey, County Manager
# Of Pages: 2
Purpose
Person County values its local businesses as vital contributors to the local economy, job creation,
tax base, and community well-being in Roxboro and surrounding areas. The County has a
responsibility to its citizens and local businesses which is bilateral; both to spend locally when
possible, but always to ensure that whenever taxpayer money is spent, it is spent with prudence.
The Person County Board of Commissioners has adopted the following Local Vendor
Encouragement Policy for Small Purchases to promote the use of qualified local vendors for
eligible small purchases, where permitted by North Carolina law. This policy supports economic
vitality while ensuring prudent use of taxpayer funds, full compliance with applicable state
statutes (N.C. Gen. Stat. 143-129, 143-131), and avoidance of any conflict with federal funding
requirements.
Definitions
• Local Vendor: A business with its principal place of business physically located within
Person County, North Carolina (including the City Roxboro). Preference may extend to
vendors in adjacent counties only if no suitable Person County option exists and it aligns
with this policy’s intent.
• Small Purchases: Purchases of apparatus, supplies, materials, equipment, or services
valued below $30,000 where no formal or informal competitive bidding is required under
North Carolina law.
Policy Guidelines
1. For small purchases (as defined above), departments and authorized personnel are
encouraged to purchase from local vendors whenever possible and when the local option
meets requirements for quality, suitability, timely availability, and reasonable value.
64
2. To implement this encouragement:
o Departments shall make reasonable efforts to identify and solicit quotes or
information from known local vendors before defaulting to non-local sources such
as online retailers.
o If a local vendor’s offering is competitive — considering price, quality, service,
delivery, and other relevant factors — departments should select the local vendor
to benefit the Person County economy.
o In situations where quotes or options are substantially similar (e.g., comparable
price, quality, and terms), preference shall be given to the local vendor as a tie-
breaker.
3. Additional Requirement for Employee-Owned Vendors
When a department proposes to select a vendor that is owned (in whole or in part) by a
Person County Local Government employee, the department shall obtain at least three (3)
independent quotes or bids from qualified, unrelated vendors prior to award, irrespective
of the purchase amount and regardless of any otherwise applicable formal or informal
bidding thresholds under state law or county policy. This requirement promotes
transparency, avoids any appearance of favoritism or conflict of interest, and helps ensure
the County obtains the best value for taxpayers in transactions involving potential
employee affiliations.
4. Exclusions and Limitations
This policy does not apply to:
o Purchases subject to formal or informal competitive bidding requirements
(generally $30,000+ for purchases; higher for construction/repair).
o Any procurement funded in whole or in part by federal grants or funds (which
typically prohibit geographic preferences).
o Situations where no qualified local vendor can reasonably meet the specifications,
timeline, or needs, or where a non-local source provides significant cost savings,
superior quality/value, or other clear advantages to taxpayers. This policy is a
guideline to promote local support and does not create contractual rights for
vendors or override state law.
Implementation and Review This policy shall be incorporated into the Person County Purchase
policies and the Purchase Order Procedure Manual.
This policy will be reviewed every 3–5 years or as needed due to changes in state law, county
needs, or direction from the Board of Commissioners. The Board encourages all departments to
balance this local vendor encouragement with fiscal responsibility and the delivery of best value
for Person County residents.
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AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
FY27 Budget Preview and Strategic Plan Quarterly Report
Summary of Information:
The Manager’s Recommended Budget for FY27 will be presented to the Board of
Commissioners on May 18 with adoption of the FY27 Budget and amended FY25-27 Strategic
Plan scheduled for June 15.
On Feb. 20, 2024, the Board of Commissioners adopted the FY25-27 Strategic Plan which
includes vision and mission statements, organizational values and five strategic focus areas
with associated goals and strategies. The goals provide a two- to four-year view of priorities,
and the accompanying strategies describe specific tasks, outputs and/or outcomes intended to
be accomplished over the next one to two fiscal years. This plan is a guiding document for
county elected officials, staff, and volunteers. The attached quarterly report for the timeframe
of Oct. 1-Dec. 31, 2025 informs the board and the public on progress made towards achieving
the goals of the strategic plan.
The County Manager will update the board on the budget process to date and receive feedback
regarding the board’s priorities for FY27.
Financial Impact:
None
Recommended Action:
Receive presentation, discuss, and provide feedback.
Submitted By:
Katherine M. Cathey, County Manager
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AdministrationQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 2 : 2.1Support completion of the City of Roxboro’s Western Sewer Project City is in the construction phase of the project. $654,648 in county funding is available to support project. Additional reimbursements are pending.Making ProgressCity is in the construction phase of the project. $654,648 in county funding is available to support project. Additional reimbursements are pending.Making Progress2.2Evaluate water and sewer capacity and city/county needs for future growth, revisit interlocal agreementInitial conversations have occurred with the city manager regarding the interlocal agreement. City will propose a draft contract for the county's consideration. Making ProgressCity is working on a draft contract for the county's consideration.Making Progress2.3Partner with NC DIT to provide broadband to all unserved and underserved areasSupporting ISP efforts to complete two GREAT Grant projects, two CAB projects and two CAB 2.0 projects. These six awards will reach more than 3,700 households and over 200 businesses. Three BEAD projects pending approval at federal level.Making ProgressSupporting ISP efforts to complete two GREAT Grant projects, two CAB projects and two CAB 2.0 projects. These six awards will reach more than 3,700 households and over 200 businesses. Three BEAD projects pending approval at federal level.Making Progress2.4Complete Person County Trail Feasibility Study and work with partners to implement recommendationsStudy completed in FY25. Working with NC DOT, City of Durham, and Durham County to acquire rail corridor from Norfolk Southern for future trail development.Making ProgressStudy completed in FY25. Working with NC DOT, City of Durham, and Durham County to acquire rail corridor from Norfolk Southern for future trail development.Making Progress2.5Evaluate transportation and rail capacity and needs for current and future growth Exploring options for regional collaboration for U.S. 158 widening and other transportation planning. Making ProgressExploring options for regional collaboration for U.S. 158 widening and other transportation planning. Making ProgressGoal 6 : 6.1Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 20256.2Complete PI/MRF construction and physical and operational merger before May 2025 6.3Utilize facility feasibility assessment to plan for current and future needs of the Emergency Services Department A comprehensive facilities study is funded in the FY26 CIP and will incorporate the needs of the Emergency Services Department. Making ProgressA comprehensive facilities study is funded in the FY26 CIP and will incorporate the needs of the Emergency Services Department. Making Progress6.4Complete construction and open “County Farm” parkConstruction is still underway. Fall 2025 soft opening planned, grand opening in Spring/Summer 2026.Making ProgressSoft opening in Fall 2025, grand opening planned for Spring/Summer 2026.Making ProgressGoal 7 : 7.2Partner with the PCS to evaluate population/ enrollment growth, class size mandates, etc. to determine need for new constructionWorking with PCS and lobbyist to pursue state funding for the construction of a new middle school.Making ProgressWorking with PCS and lobbyist to pursue state funding for the construction of a new middle school.Making Progress7.3Partner with PCC to plan for and fund the Center for Health, Advanced Technology & Trades (CHATT) Purchased building in FY25. Supporting PCC in identifying funding for upfitting building and grounds for the South Campus. Making ProgressPurchased building in FY25. Supporting PCC in identifying funding for upfitting building and grounds for the South Campus. Making ProgressGoal 8 : 8.1Increase funding to support improvements in pre-K-12 educationFunded 8.4% increase for FY26 current expense budget (fully funded request). Partially funded capital request.Making ProgressFunded 8.4% increase for FY26 current expense budget (fully funded request). Partially funded capital request.Making Progress8.2Ensure funding meets PCC’s operational needsFunded 6.89% increase for FY26 current expense budget (fully funded request). Partially funded capital request.Making ProgressFunded 6.89% increase for FY26 current expense budget (fully funded request). Partially funded capital request.Making ProgressGoal 9 : Economic Opportunity and GrowthDevelop and maintain infrastructure that enhances quality of lifeLifelong LearningSupport our educational partners, Person Count Schools (PCS) and Piedmont Community College (PCC)Capital Investment Ensure county facilities meet the needs of the public and employees Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC) Completed in FY25.Completed in FY25.Work with partners to create and support opportunities for the current and future workforce to learn and develop new skills 167
AdministrationQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4Progress9.2Partner with PCC and PCS to offer programs to develop skills for employment in county positions with a concentrated focus on areas of critical need Discussions happen on a case-by-case basis. No organized initiative to date. Not StartedDiscussions happen on a case-by-case basis. No organized initiative to date. Not StartedGoal 11 :11.1Monitor and analyze population growth and demographic changes and structure services to meet changing needs Each department pays attention to these changes and anticipates potential impacts. Need to implement countywide, standardized approach. Making ProgressEach department pays attention to these changes and anticipates potential impacts. Need to implement countywide, standardized approach. Making Progress11.2Measure progress and update the strategic plan Strategic plan updates finalized during the FY26 budget process. First quarter report provided to BOC in December 2025. Making ProgressStrategic plan updates finalized during the FY26 budget process. Second quarter report provided to BOC in March 2026. Making Progress11.3Work with partners to improve digital equity and inclusion Library secured additional funding from Kerr-Tar Regional Council of Governments and assumed programming responsibilities in FY26.Making ProgressLibrary secured additional funding from Kerr-Tar Regional Council of Governments and assumed programming responsibilities in FY26.Making ProgressGoal 12 :12.1Implement provisions of Public Records Request Policy and online public records request platform 12.2Offer a Citizens Academy Offered second session of Civics Academy in Fall 2025 with 13 participants. Next session planned for Spring 2026. Making ProgressCompleted second session of Civics Academy in November. Third session starts March 5, 2026.Completed12.3Improve online access to public meeting materials and county ordinances and policies Staff liaisons routinely upload agendas and minutes to Laserfiche portal for public access. Clerk and PIO working to streamline ordinance and policy informaƟon on website.Making ProgressClerk is evaluating options for creating a Code of Ordinances.Making ProgressGoal 13 :13.1Minimize tax increases based on necessity FY26 budget approved with a tax rate lower than FY25 (although higher than revenue neutral). Tax rate set as low as possible to address the loss of one-time revenues budgeted in FY25 and to meet community needs. Monitoring potential revenue and expenditure changes for FY27.Making ProgressFY26 budget approved with a tax rate lower than FY25 (although higher than revenue neutral). Tax rate set as low as possible to address the loss of one-time revenues budgeted in FY25 and to meet community needs. Monitoring potential revenue and expenditure changes for FY27.Making Progress13.2Develop and implement an annual balanced budget and capital improvement plan First quarter of FY26 annual budget and FY26-30 CIP implemented. Making ProgressFirst quarter of FY26 annual budget and FY26-30 CIP implemented. Making ProgressGoal 15 :15.1Improve access to healthcare services See updates from other departments.Making ProgressSee updates from other departments.Making Progress15.2Promote healthy lifestyles and behaviors See updates from other departments. Making ProgressSee updates from other departments. Making Progress15.3Develop and implement plan for utilizing Opioid Settlement Funds Implemented Post-Overdose Response Team in Emergency Services. Opioid Settlement Committee met quarterly.Making ProgressA community survey was conducted during October 2025. The annual community meeting was held on 12/2/2025 at PCC. The committee continued to meet and review data to prepare for the RFA release in Q3.Making ProgressQuality of Life Promote healthy communities FY 2025-26 OBJECTIVES (See Adopted Budget)Service ExcellenceProactively meet the changing needs of the community Enhance transparency and communication Promote fiscal responsibility and financial sustainability Completed in FY25.268
AdministrationQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellenceImprove employee recruitment and retention. Focus on creating a positive organizational culture. Promoting effective communication and employee training. Evaluating pay and benefits and updating personnel policies and performance evaluation system. Making ProgressFocus on creating a positive organizational culture. Updated personnel policies and performance evaluation system. Provided training for supervisors and employees on new Perform system. Making ProgressService ExcellenceDevelop communications plan and strategies for improving communications and community engagement. Ongoing ADA Compliance updates for website, planning for redesign of county website to start in Fall 2025. Internal work groups focusing on cross-department marketing and communications collaboration. Making ProgressOngoing ADA Compliance updates for website, planning for redesign of county website to start in Spring 2026. Internal work groups focusing on cross-department marketing, communications collaboration, and ADA compliance. Making ProgressService ExcellencePrioritize professional development for all County staff. Funding provided through the budget process and expectations communicated. Making ProgressFunding provided through the budget process and expectations communicated. Making ProgressEconomic Opportunity and GrowthContinue to enhance broadband accessibility and digital inclusion throughout the County.See above.Making ProgressSee above.Making ProgressService ExcellenceContinue to support the evaluation and efficient operations of the newly formed Consolidated Human Services Agency. Implementing consultant's recommendations. Making ProgressImplementing consultant's recommendations.Making ProgressNew Initiatives 369
AirportQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 4 :4.1Complete runway strengthening project 4.2Complete beginning phases of runway extension project.Environmental complete. Public meeting scheduled for Dec. 8, 2025 at the airport.Making ProgressEnvironmental complete....waiting on approval from FAA to move forward into design phaseMaking Progress4.3Secure funding for and construct box hangars.Requested STI funding for this project.Not StartedNot Started4.4Design and secure funding to renovate or build new terminal.Design is almost complete. Next step is to secure funding.Making ProgressDesign is almost complete. T&B has applied for a funding grant on behalf of the CountyMaking ProgressCapital InvestmentPlan to design and prepare for bidding the New Airport Terminal. Same as 4.4 above.Making Progresssame as 4.4Making ProgressCapital InvestmentPlan to design and bid the airport Access Road Rehabilitation project.Designed and bid. Should be completed by early December 2025.Making ProgressAlmost complete. waiting on appropriate weather to crack fill and seal parking lot at terminalMaking ProgressCapital InvestmentPlan to start the design phase of the Runway Extension project.Plan to begin design phase following public meeting on Dec. 8, 2025.Making ProgressJust waiting on FAA approval before starting design and land acquisition phasesMaking ProgressEconomic Opportunity and GrowthExpand Raleigh Regional Airport at Person County to facilitate economic opportunity and growth FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Completed in FY25470
Animal ServicesQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 14 :14.4Promote responsible pet ownership and public safety Continued in-the-field outreach and education on each call. Also, continued to work with local students in school for proper pet ownership and public safety.Making ProgressWe continue to make steady progress in promoting responsible pet ownership while supporting public safety. Efforts have focused on public education regarding vaccinations (April Clinic coming up), leash laws, and the importance of spaying and neutering, along with consistent enforcement of animal control ordinances. Through community outreach and partnerships, we are encouraging responsible practices that help keep both residents and animals safe.Making ProgressEconomic Opportunity and Growth Secure additional financial resources through grants to support shelter operations, special programs, and initiatives.Currently working with ASPCA on grant funding to help support a livestock cruelty case. Looking into other funding options for food for shelter and the community.Making ProgressEfforts continue to focus on identifying and pursuing grant opportunities to support shelter operations, special programs, and community initiatives. Recently, we received a $10,000 grant from the American Society for the Prevention of Cruelty to Animals (ASPCA) to assist with expenses related to an ongoing horse cruelty case. Securing outside funding like this helps strengthen our ability to provide care, support investigations, and expand services that benefit both animals and the community we serve.Making ProgressService Excellence Reduce the shelter population by increasing the number of successful fosters and adoptions.In the beginning stages of getting an onsite vet set up in the parking lot as a contracted vet to spay/neuter all shelter pets. Hopefully, this will be a future spay/neuter option for the public. Making ProgressWe continue to focus on reducing the shelter population by promoting adoptions and expanding foster opportunities. Through community outreach, social media promotion, and partnerships with rescue organizations, more animals are being placed into foster and permanent homes, helping create additional space and improving outcomes for animals in our care. Currently working on setting a space up for vendor to do on site spay neuter for shelter pets.Making ProgressQuality of LifeExpand and enhance volunteer involvement in daily operations, fostering a sense of community and reducing labor costs.Working with local high schools for fulfillment of community service hours and volunteer hours with local PCC veterinarian program. Also, encourage fosters and shelter volunteers daily. Making ProgressEfforts continue to focus on growing and strengthening our volunteer program to support daily shelter operations. By encouraging greater community involvement and providing meaningful opportunities for volunteers to assist with animal care, enrichment, and events, we are building stronger community connections while helping reduce overall labor demands. We participated in the middle school job shadowing and had two great young men follow both shelter staff and animal control officers. Making ProgressQuality of LifeEnhance public safety and community wellbeing FY 2025-26 OBJECTIVES (See Adopted Budget)571
Animal ServicesQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressCapital Investment Improve the ability to transport animals to adoption events, veterinary appointments, and othershelters to increase adoption chances and reduce overcrowding.Currently waiting on receiving our new adoption vehicle which will allow us to host more off-site adoption events, and also allow us to transfer more animals to other shelters or rescues. Not StartedEfforts continue to focus on improving our ability to transport animals to adoption events, veterinary appointments, and partner shelters. We have received a new transport van from the Sheriff’s Office that will be transitioned into service soon, which will greatly enhance our ability to safely move animals and expand adoption opportunities while helping reduce overcrowding.Making ProgressNew Initiatives 672
Cooperative ExtensionQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 9 :9.1Offer education-based programs for all ages and expand outreach through partnerships with community organizations We offered programs from aging with gusto, to summer camps for children, to food distributions for families with more than 40 agencies, Farm groups, and County departments working with us.Making progressGoal 11 :11.3Work with partners to improve digital equity and inclusion Working with Person County library and Kerr-Tar senior center Making progressGoal 15 :15.2Promote healthy lifestyles and behaviors Programs like Aging with Gusto on aging, also teaching workshops on frozen meals, sleeping, heart healthy, and the dimensions of wellness along with Alzheimer's and aging programsMaking progressGoal 16 :16.2Promote agri-business and agri-tourism.Working with the Kerr-Tar food council. Food distribution purchased over $10,000 of local food by local farmers. Working with the Economic Development Department on adding more value to local food.Making progressQuality of LifeProvide Healthy Weight and Chronic Disease Prevention programs to help empower youth and families to lead healthier lives and become community leaders.Had programs on balancing frozen meals, Heart health, and dimensions of wellness.Making progressLifelong LearningProvide Youth Development programs to train teachers in 4-H STEM hands-on curriculum, whichwill increase youth knowledge and understanding of STEM.Several summer camp programs were put into place with Clover buds having an electric day, a STEM camp that was for electrical circuits, as well as a teen retreat where they talked more about science and technology. Making progressLifelong LearningProvide youth with improved knowledge of local food, agricultural systems, and understandingof life skills. Several summer camp programs were put into place with Clover buds having an electric day, a STEM camp that was for electrical circuits, as well as a teen retreat where they talked more about science and technology. Making progressEconomic Opportunity and Growth, Quality of LifeContinue to assist agricultural producers with their enterprises in maintaining their profitability,which supports the local economy. The food distribution purchased $10,000 of local products to be distributed to Person County residence. As a result of the distribution a farmer got a local person to buy exclusively from them. Making progressLifelong Learning, Quality of LifeDisseminate current information to producers on the latest research related to quality and safety.Held several field days and farm tours for producers and farmers to learn more about their product. Newsletters were published bi-monthly.Making progressFY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Lifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills Service ExcellenceProactively meet the changing needs of the community Quality of LifePromote healthy communities Preserve and celebrate rural character and lifestyle 773
Economic DevelopmentQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 1 : 1.1Attract new businesses that create well-paying jobs, add to the tax base and provide valued services and productsPartnered with new developers on multiple projects focused on attracting businesses that offer well-paying jobs, expand the tax base, and enhance local services. Worked closely with partner organizations to ensure that each project and developer receives the support, resources, and coordination needed to successfully recruit new businesses in the county.Making ProgressThe department actively searches for opportunities to attract new businesses to the county primarily through our partnership with EDPNC. The department is working to marketing the county's existing sites and buildings to attract businesses to increase availability of jobs and add to the tax base. Making Progress1.2Expand and support existing businessesSupported existing businesses by working closely with state partners and local industries on various expansion-related needs. Regularly collaborated with PCC and industry leaders to address workforce training requirements. Zachary Group is expected to begin operations in 2026, and the department has held multiple meetings with both Zachary and PCC to plan for their training needs. Additionally, we have discussed potential housing needs with Zachary to ensure the community is prepared to support their incoming workforce.Making ProgressContinuing to support existing businesses by conducting site visits and following up on information passed on by support partners or the public. The department will be taking a more active role in hosting events and workshops to highlight tools and resources available to businesses. Making Progress1.3Work with partners to create and support opportunities for the current and future workforce to learn and develop new skillsMet with both local and out-of-town industries in recent months to better understand their workforce needs and align them with training resources available at the local community college and surrounding institutions. Encouraged local industries to provide specialized training equipment to support skill-specific instruction, ensuring students are prepared to meet the needs of these companies upon graduation.Making ProgressContinuing to meet with industries within Person County and those outside of Person County impacted by workforce development efforts within Person County to determine current and future needs and ensure alignment with coursework offered by Person County Schools and Piedmont Community College. Making Progress1.4Promote the county's assetslocally, regionally, and nationallythrough online and social and printmedia platforms and in-personmarketing and recruitmentThe departmental website is now complete, and we regularly update its content to continue attracting new residents, visitors, and businesses. The department is also developing the process for producing a new promotional video. In addition, the county may participate in a regional video project that RTRP is planning for the upcoming year, which will further enhance our marketing reach locally, regionally, and nationally.Making ProgressThe department is taking a more active role on LinkedIn in an effort to promote Person County to companies, site selectors, real estate developers, and individuals. The department is also working to produce a new promotional video. The department is regularly updating the departmental website to help drive traffic and spark interest. Making Progress2.2Evaluate water and sewer capacity and city/county needs for future growth, revisit interlocal agreementThe director discussed the interlocal government agreement with the County Manager and understands that conversations have also taken place between the County Manager and City Manager. In addition, the director informed the City Manager that she is available to brief the new City Council and Mayor on economic development matters, including future water and sewer needs to support growth.Not StartedIn depth evaluation of water and sewer capacity has not been done. Not StartedEconomic Opportunity and GrowthRecruit, grow, and retain business and industry874
Economic DevelopmentQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4Progress2.5Evaluate transportation and rail capacity and needs for current and future growthMaintained ongoing communication with NCDOT and Norfolk Southern regarding transportation and rail capacity to support current and future growth. Worked closely with new businesses to ensure all city and state road transportation requirements are met. Worked to ensure the county is proactive within, given the county's location, it will rarely be prioritized for large-scale DOT road projects. Making ProgressMaintained ongoing communication with NCDOT and Norfolk Southern regarding transportation and rail capacity to support current and future growth. Worked closely with new businesses to ensure all city and state road transportation requirements are met. Worked to ensure the county is proactive within, given the county's location, it will rarely be prioritized for large-scale DOT road projects. Making ProgressGoal 8 : 8.3Ensure the 6-14 Workforce Pipeline remains strong Supported a strong 6–14 workforce pipeline by actively engaging with local education partners. Attended a meeting with PCS, including the new CTE Director, to review plans for the program and maintained a seat on the Business Development Board. Participated in multiple school-based events such as job fairs and career days. Met with the PCC President to discuss grant opportunities and future partnership initiatives that will strengthen workforce development efforts.Making ProgressExisting Industry Specialist co-chairs the Business Advisory Council for Person County Schools CTE to have a more active role in ensuring the pipeline remains strong. Continuing to work with PCC to support work in expanding capacity at PCC South Campus for technical and trade skills. Making ProgressEconomic Opportunity and GrowthContinue working on the Economic Development Action Plan.Increased engagement with Veterans Affairs, Senior Center, and environmental interest groups and spoke with the Library about ways to become more involved with them. Surpassed goal of 125 visits and completed visits with all of our partners. Held a job fair at the PCC South Campus in September with NC Works and plan to make it an annual event. The Director and Existing Industry Specialist attend several Carolina Core events. Increased involvement in the airport expansion, including actively engaging with state and federal officials to secure financial support.Making ProgressThe Economic Development Action Plan has numerous objectives that are on-going. Though the department is continuing to make strides, the department and EDC Board has recognized the need to incorporate specific, realistic, time-bound goals moving forward into FY27. Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)Lifelong LearningSupport our educational partners, Person County Schools (PCS) and Piedmont Community College (PCC)975
Economic DevelopmentQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressEconomic Opportunity and GrowthCollaborate with support partners. The department has actively collaborated with support partners on a range of initiatives aimed at fostering economic growth. Notably, these efforts have included highly successful events such as job fairs, which provided direct employment opportunities for local residents. Additional support from partners has included personality development programs, small business visits, and guidance on grants and resources for business and industry.Internally, the department has begun discussions to organize an event specifically for partner organizations during Small Business Week, strengthening relationships and promoting shared objectives in local economic development. The RTRP is contributing by producing regional and industry-specific flyers to enhance outreach, while the department has requested a brochure focused on advanced manufacturing, highlighting sector-specific opportunities and resources.Making ProgressThe department continues to work well with support partners to enhance economic development efforts. Promoting support partner events, assisting with planning and execution of events and initiatives, and disseminating information relevant to small businesses and industry in Person County. The department is currently working with local partners (RACC, URG, TDA, PCC, and county departments) to create "Welcome Bags" for industries to distribute when hiring employees from outside of Person County to assist in keeping dollars local. Making ProgressEconomic Opportunity and GrowthStaff training to enhance Economic Development overall. Continued to prioritize professional development to strengthen economic development capacity. Director received NCCED certification in June 2025 and Existing Industry Specialist is expected to receive certification in May 2026.Making ProgressExisting Industry Specialist is completing his Capstone Project to finish his NCCED certification. Projected completion is June 2026. Staff is exploring education opportunities as they arrive to include workshops on FTZs and small business development resources. Making ProgressEconomic Opportunity and GrowthMaintain communication with Microsoft and Spuntech regarding their future plans in PersonCounty. Maintained ongoing communication with Microsoft regarding their future plans in Person County and coordinated with both Microsoft and NCDOT on final plans related to the Country Club Road closure. Worked closely with Spuntech to address infrastructure and permitting needs to support their operations and future planning.Making ProgressMaintaining communication with Microsoft and Spuntech regarding future plans in Person County. Spuntech is working to construct its new facility on the former North Park Site with estimated completion being in Spring/Summer 2026.Making ProgressEconomic Opportunity and GrowthIdentify potential sites to increase the county's inventory. Conducted appraisals on prospective properties to evaluate suitability and value. Collaborated with developers to identify properties that aligned with their project needs, helping expand the county’s inventory opportunities.Making ProgressEvaluated use of Person County GIS as a tool to assist with identifying sites for potential development as a way to minimize spending while achieving desired results. Making ProgressEconomic Opportunity and GrowthContinue working on upgrades and addressing the needs of the Raleigh Regional Airport toensure it is utilized to its full potential.The county met with the NCDOT Department of Aviation to discuss plans for Raleigh Regional Airport. The department maintains contact with state and federal officials to secure financial support and grant opportunities.Making ProgressPIO and Existing Industry Specialist are now handling public requests for information regarding Raleigh Regional to ensure customer service is high to individuals inquiring about the airport. Director, in collaboration with County administration, has maintained contact with state and federal officials. Making ProgressNew Initiatives 1076
Economic DevelopmentQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4Progress1177
Environmental HealthQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 3 : 3.1Reduce the time that it takes to issue environmental health, zoning and building permitsReceived 105 applications during Quarter 1. Maintaining a 4-5 week processing time.Making ProgressReceived 51 applications during Q2. Timeframe for completion during Q2 was 4.5 weeks due to high amounts of precipitation and holidays.Making ProgressService ExcellenceImplement new available technology to provide more comprehensible documentation.The availability of new technology and equipment being utilized by staff has contributed to more septic systems being located on difficult properties when system locations are unknown or ground is too hard to probe. The GPS Units used allows for specialists to pinpoint more accurately their septic areas in relation to potential property lines, proposed house sites, etc. in cooperation with GIS. The units can then be utilized to precisely pinpoint the installed septic system with house foundations, wells, properties. These methods will further allow use to approve potential building additions for property owners in the future.Making ProgressGPS units are used by specialists daily for every aspect of their positions. Use is dependent on cell service and GIS software functionality.Making ProgressEconomic Opportunity and GrowthMaintain onsite wastewater site evaluation processing time at 4 weeks.Received 105 applications during Quarter 1. Maintaining a 4-5 week processing time.Making ProgressReceived 51 applications during Q2. Timeframe for completion during Q2 was 4.5 weeks due to high amounts of precipitation and holidays.Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Economic Opportunity and GrowthEnsure the development process is thorough, accessible and efficient1278
ElectionsQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellencePrepare for the 2025 Municipal election and follow all updated procedures and processes administered by the NCSBOE and changes in the law as outlined in the general statues.Completed absentee, early voting, and election day processes and procedures for the 2025 Municipal Election. Making ProgressCompleted Canvass/Final Reconciliation for the 2025 Municipal Election.CompletedLifelong LearningCollaborate with other county departments to build relationships and trust to achieve common goals. Specifically, further development of safety/emergency preparedness for election day precincts and early voting sites, and properly prepare and train our staff and precinct officials.Coordinated efforts with the IT Department to set up laptops and printers in order to conduct precinct official training, early voting, and election day processes. Facilitated a presentation with the Fall Civics Academy students and shared information regarding the elections department. Attended NCSBOE summer conference.Making ProgressConducted training sessions for early voting and Election Day precinct officials. Making ProgressCapital InvestmentDrive results with the highest integrity by creating an environment of transparency and accuracy. Continue efforts to build greater confidence in the elections processes and accuracy of data. Initiatives will include 100% accuracy of data with L & A Testing, Mock Election Results, Hand/Eye Audit, and reconciliation processes.Completed the 2025 Municipal Election early voting period (390 voters), election day (297 voters), absentee by mail (6 voters), and provisional (6 voters accepted) voter history, ballot reconciliation, and tabulator count with 100% accuracy. Making ProgressCompleted the invoice for the 2025 Municipal Election with supporting documentation. Conducted Logic & Accuracy, Mock Election Results, & Hand/Eye Audit and reconciliation processes with 100% accuracy.CompletedService ExcellenceIncrease participation and access to residents living in facilities through proactive use of MATS teams.Conducted MATS training in preparation for the 2025 Municipal Election. Teams were sent to facilities to assist residents with completing absentee processes and ballot packets.Making ProgressTeams were sent to facilities to assist residents with photo ID's and the completion of the absentee ballot process. Making ProgressService ExcellenceCoordinate efforts with local party leaders to appoint/re-appoint board members and precinct officials for the 2025-2027 election cycle.Completed the precinct official appointment process for the 2025-2027 election cycle. Continuing to work with newly appointed board members to develop a greater understanding of their responsibilities and role.CompletedCapital InvestmentBoard members have requested that we take the necessary steps to meet requirements for adopting and acquiring a certified voting system. A recommendation will be made to the BOC after witnessing two certified voting system demonstrations.Making ProgressConducted voting systems demonstrations and a simulated election to test the EVS 6.3.0.0 voting system. Approval was granted by the Board of Commissioners and the State Board to adopt and acquire the EVS 6.3.0.0 voting system in January 2026.Making ProgressService ExcellencePrepare for the 2026 primary, and possible second primary elections and follow all updated procedures and processes administered by the NCSBOE and changes in the law as outlined in the general statues.Making ProgressSubmitted the 2026 primary election early voting plans to the SBOE. Published election notices and completed the candidate filing period. Making ProgressCapital InvestmentPrepare FY26-27 BudgetBegan preparation of FY26-27 budget for our department.Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives 1379
FinanceQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 5 : 5.1Develop and adequately fund a five-year Capital Improvement Plan annually FY2026-27 CIP will begin in Quarter 2.Not StartedDeveloping FY26-27 CIP budget Making Progress5.2Maintain a healthy debt affordability model per established financial policies Collaborating with debt consultants to update the debt model with FY25 information.Making ProgressDebt consultants presented updated debt model with FY25 information. Making ProgressGoal 6: 6.1Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 2025 6.3Utilize facility feasibility assessment to plan for current and future needs of all Person County office buildingsFunded in FY26 CIP budget.Not StartedFunded in FY26 CIP budget.Not StartedGoal 7 :7.1Fund PCS ADA and safety projects with bond issuances in FY25 and FY27 Developing PCS project timeline for FY27 bond issuance.Making ProgressWaiting on Board of Education to approve bids for FY27 bond issuanceMaking Progress7.3Partner with PCC to plan for and fund the Center for Health, Advanced Technology & Trades (CHATT) Goal 8 : 8.1Increase funding to support improvements in pre-K-12 educationNot StartedDeveloping FY27 annual budgetMaking Progress8.2Ensure funding meets PCC’s operational needsNot StartedDeveloping FY27 annual budgetMaking ProgressGoal 13 :13.1Minimize tax increases based on necessity Not StartedDeveloping FY27 annual budgetMaking Progress13.2Develop and implement an annual balanced budget and capital improvement plan BOC adopted FY26-27 Budget calendar.Making ProgressDeveloping FY27 annual budgetMaking Progress13.3Hire a grant writer and capitalize on grant opportunities Service ExcellenceAchieve the fulfillment of all vacant positions within the department so as to be fully staffed.Hired a Payroll Technician in July. Currently recruiting a Deputy CFO.Making ProgressFilled Deputy CFO position and Accounting and Payroll Supervisor positions. Working to fill Accounting technician positionMaking ProgressService ExcellenceStrategically invest more funds in the County’s accounts in the North Carolina Cash Management Trust (NCCMT) to maximize interest earnings revenue.Reviewing bank accounts weekly to ensure the maximum amount possible is maintained in the interest-bearing account.Making ProgressReviewing bank accounts weekly to ensure the maximum amount possible is maintained in the interest-bearing account.Making ProgressService ExcellenceTransition accounts payable remittances to pay more vendors by ACH to improve efficiency and reduce costs.Actively enrolling additional vendors in ACH payment processing.Making ProgressActively enrolling additional vendors in ACH payment processing.Making ProgressCapital Investment Sustain the capital planning process Lifelong LearningSupport our educational partners, Person Count Schools (PCS) and Piedmont Community College (PCC)Service ExcellencePromote fiscal responsibility and financial sustainability FY 2025-26 OBJECTIVES (See Adopted Budget)Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC) Ensure county facilities meet the needs of the public and employeesCompleted in FY25Completed in FY25Completed in FY251480
FinanceQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressCapital InvestmentSuccessfully coordinate with the County’s bond attorney and financial consultants for the issuance of the second tier of LOBs in July 2026 for school improvements.Collaborating with debt consultants to update the debt model with FY25 information.Making ProgressDebt consultants presented updated debt model with FY25 information. Making ProgressService ExcellenceCoordinate with audit firm to complete and submit the County’s FY25 audit report by the State’s deadline of December 31, 2025.Working with TPSA to submit a timely audit.Making ProgressFY25 audit presented to BOC on February 17,2026CompletedService ExcellenceComplete final phase of implementation of new purchasing card system and necessary training for users on how to submit their card transactions and approvals into Munis.The Accounting Supervisor has completed additional training and will begin working with smaller departments, with the goal of full implementation by May 30, 2026.Making ProgressThe Accounting Supervisor has completed additional training and will begin working with smaller departments, with the goal of full implementation by May 30, 2026.Making ProgressNew Initiatives 1581
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 6 : 6.3Utilize facility feasibility assessment to plan for current and future needs of the Emergency Services Department Planning efforts continue. Completed planning process for upgrades to current infrastructure within the 911 Center to include coordination with Nash County Emergency Management to erect a temporary shelter on site for continued operations during the remodel. All equipment secured from vendors. And prep for installation completed. Continue to work closely with Economic Development to look at existing and potential spaces for office and storage space.Making ProgressInitiated actual renovation of the 911 Center to include a remodel of the Operations floor. This included all new flooring, furnishings, computers, radio systems, phone systems and telephone systems. Continue to work closely with Economic development to explore existing and potential spaces for office and storage space. Making ProgressGoal 14 :14.1Enhance the resiliency of the community by coordinating and collaborating the emergency and disaster mitigation, preparedness, prevention, response and recovery activities Conducted numerous public events to address emergency and disaster planning and recovery strategies. Obtained BOC approval for Eno-Haw Hazard Mitigation Plan. Provided assistance to the City of Roxboro and Person-Caswell Lake Authority in their application for FEMA Recovery Public Assistance due to TS Chantal. Coordinated Individual Assistance efforts for TS Chantal. Continue to promote mass notification system and iPaws system for community notification and information sharing during emergencies. Training staff on WebEOC application and participating in quarterly exercises to increase proficiency. Continue to manage two Community Building Capacity Grant (CBCG) grants to increase response capabilities in the county. Acquired and outfitted two UTV vehicles for fire and rescue response to assist county agencies with difficult access incidents. Deployed tethered drone to support three Sheriff’s Office events, one fire investigation and one mass gathering event. Staff completed SARTOPO training to enhance search and rescue response and large event planning.Making ProgressConducted numerous public events to address emergency and disaster planning and recovery strategies. Provided assistance to the City of Roxboro and Person-Caswell Lake Authority in their application for FEMA Recovery Public Assistance due to TS Chantal. Continue to promote mass notification system and iPaws system for community notification and information sharing during emergencies. Training staff on WebEOC application and participating in quarterly exercises to increase proficiency. Continue to manage two Community Building Capacity Grant (CBCG) grants to increase response capabilities in the county. Deployed tethered drone to support multiple Sheriff’s Office events, one fire investigation and one mass gathering event. Acquired county wide SARTOPO program for all first response agencies.Making ProgressCapital Investment Ensure county facilities meet the needs of the public and employees Quality of LifeEnhance public safety and community wellbeing 1682
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4Progress14.3Support volunteer fire departments' efforts to maintain or lower their ISO ratings and provide greater protection to the community Continue to support fire departments with medical supply purchases. Continued discussion with Piedmont Community College and Operational Medical Director to develop plans to assist fire departments with ongoing medical training and certifications. Conducted SCBA fit testing for multiple departments. Continue to attend and participate in Chief’s Association activities. Deployed new alerting application to all fire departments and law enforcement agencies to give them better functionality and situational awareness. Assisting fire departments with reporting system requirement changes that go into effect in January of 2026. Continue response and support operations on incidents as needed. Making ProgressContinue to support fire departments with medical supply purchases. Continued discussion with Piedmont Community College and Operational Medical Director to develop plans to assist fire departments with ongoing medical training and certifications. Conducted SCBA fit testing for multiple departments. Continue to attend and participate in Chief’s Association activities. Deployed new alerting application to all fire departments and law enforcement agencies to give them better functionality and situational awareness. Assisted fire departments with meeting new state/national incident reporting requirements. Continue to support radio operations for first responder agencies to assist with compliance with new state processes. Continue to respond to incidents and provide on scene support and investigations.Making ProgressGoal 15 : Promote healthy communities 15.1Improve access to healthcare services Continue to partner with Person Memorial Hospital to promote access of expanded services. Currently working to expand cardiology services. Continue to participate in Person Memorial Board of Trustees. Continue to serve on DUH Stroke Committee. Continue to navigate collaboratively with PMH on reduced radiology services to minimize impacts to the citizens and EMS operations. Continue to work collaboratively with law enforcement on the Co-Responder Program. Continue to participate in the Person County Crisis Collaborative to address access to behavioral health services. Continue to participate in RACECARS Clinical Trial and implement a Public Access AED Program for the general public. Launched Mobile Integrated Healthcare / Post Overdose Response Team initiative on September, 01, 2025. Making ProgressContinue to partner with Person Memorial Hospital to promote access of expanded services. Continue to participate as a member of the Person Memorial Board of Trustees. Continue to serve on DUH Stroke Committee. Continue to work collaboratively with law enforcement on the Co-Responder Program. Continue to participate in the Person County Crisis Collaborative to address access to behavioral health services. Continue to participate in RACECARS Clinical Trial and implement a Public Access AED program for the general public. Continue to serve on the Opioid Advisory Committee. Launched Mobile Integrated Healthcare / Post-Overdose Response Team on September 1, 2025 with dedicated staff.Making Progress1783
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4Progress15.2Promote healthy lifestyles and behaviors Participate in community events to promote health, first aid and response to emergencies. Partnered with faith-based organizations to teach CPR/AED to their congregations. Continue to support department personnel attending Crisis Intervention Team training to better serve those in the community experiencing behavioral emergencies.Making ProgressParticipate in community events to promote health, first aid and response to emergencies. Partnered with faith-based organizations to teach CPR/AED to their congregations. Continue to teach all new county employees on hands only CPR. Continue to provide quarterly CPR certification classes in cooperation with Human Resources. Continue to support department personnel attending Crisis Intervention Team training to better serve those in the community experiencing behavioral emergencies. Participate with law enforcement and the Co-Responder program.Making Progress15.3Develop and implement plan for utilizing Opioid Settlement Funds Mobile Integrated Healthcare / Post Overdose Response Team initiative launched on September 01, 2025. Memorandums of Agreement established with Piedmont Health and Person Family Medical Center for continuation of care and referral. Actively participate in Opioid Settlement Advisory committee. Conducted training for partner organizations on naloxone administration. Received a second large naloxone distribution through a grant which allowed additional resources for county agencies and first responders. Continue to attend public education events to educate the public on resources and harm reduction techniques.Making ProgressContinue to support and promote the Mobile Integrated healthcare Program. Actively participate in Opioid Settlement committee. Began planning efforts for a county-wide health fair event in the spring of 2026. Conducted training for partner organizations on naloxone administration. Continue to attend public education events to educate the public on resources and harm reduction techniques.Making ProgressQuality of LifeContinue to enhance the collaboration between the 911 Center and the public safety community.Began implementation of new alerting system for first responders with more capability than current system. Continue to work on process improvement to address CAD programming to enhance operations.Making ProgressImplemented new alerting system for first responders. Began to work on paging and messaging interface for redundancy. Renovation of radio system moved to a more secure and reliable interface with the VIPER state radio system thus increasing coverage and stability.Making ProgressService Excellence, Quality of LifeBring Emergency Communications Division to full staffing through aggressive recruitment, retention and training strategies.Continue to recruit to fill open positions. Continue to adapt and improve training regime to streamline training time to get new hires operational faster. Continue to build upon reality-based assessments as part of the release process.Making ProgressContinue to recruit to fill open positions. Continue to adapt and improve training regime to streamline training time to get new hires operational faster. Continue to build upon reality-based assessments as part of the release process.Making ProgressQuality of LifeDevelop Performance Improvement criteria to measure law enforcement and fire service dispatch processes similar to what is already accomplished with Emergency Medical DispatchingContinue EMD QA process and ensuring that all supervisors have EMD QA certification. Began process of sending telecommunicators to EFD and EPD training while concurrently working on policy development.Making ProgressContinue EMD QA process and ensure that all supervisors have EMD QA certification. About 40% of telecommunicators have completed EFD training. Policy development continues. Meetings held with EPD/EFD vendor to begin looking at integration with current CAD system. IaR system integrated with CAD operations.Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)1884
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressQuality of Life and Service ExcellenceIncrease in-service training provided to Telecommunicators to ensure they remain the most current on dispatch procedures and are able to take advantage on new technologies.Continue to leverage existing training through NENA and APCO and ensuring telecommunicators complete the training. Contracted with 911 Board initiative to increase virtual training options and to use their Learning Management System. Began review of CAD processes to look for areas of workflow improvement and efficiencies. Making ProgressContinue to leverage existing training through NENA and APCO and ensuring telecommunicators complete the training. Contracted with 911 Board initiative to increase virtual training options and to use their Learning Management System. Began review of CAD processes to look for areas of workflow improvement and efficiencies. Making ProgressLifelong Learning Increase public outreach and education activities through community interaction to help educate the community on the role of Emergency CommunicationsDeveloped new material for school and public events. Implemented a 911 call simulator for school programs. Participated in multiple community events this quarter to promote the appropriate use of 911.Making ProgressDeveloped new material for school and public events. Continue to promote appropriate use of 911 using a 911 call simulator for community programs. Participated in multiple community events this quarter to promote the appropriate use of 911. Making ProgressService ExcellenceExercise the new County Emergency Operations Plan.Exercise development in process. Making ProgressExercise development in process. Continue to participate in state level exercises with staff. Making ProgressQuality of LifeComplete the newly revised County Emergency operations plan in collaboration with the City of Roxboro.In process. Approximately 80% complete. Making ProgressIn process. Draft completed. Working on revisions with staff. Making ProgressService ExcellenceConduct training and exercises with County personnel on EOC operations.Emergency Services staff continues to train on WebEOC application. Preparing for WebEOC upgrade which will offer additional enhancements to include AI tools for assisting with decision making processes. Once upgrade is implemented and tested, we will begin to train other county staff on the platform. Staff attended All Hazards NIMS training course. Continue to encourage county/city staff to attend required FEMA ICS courses.Making ProgressEmergency Services staff continues to train on WebEOC application. Preparing for WebEOC upgrade which will offer additional enhancements to include AI tools for assisting with decision making processes. Once upgrade is implemented and tested, we will begin to train other county staff on the platform. Continue to encourage county/city staff to attend required FEMA ICS courses. Staff continues to attend trainings and exercises to increase knowledge, skills and abilities. Making ProgressQuality of Life and Service ExcellenceUpdate County Shelter Plan and conduct validation exercise(s).Review conducted of other rural county shelter plans to learn best practices. Draft outline for county shelter plan has been developed. Met with Red Cross to discuss shelter support operations and training for county staff. Participate in statewide shelter planning committee.Making ProgressBegan re-write of shelter plan based on input from other stakeholders focused on the new shelter site at WGMC. Continue to work on LOI with ARC as part of the planning effort. Participate in statewide mass shelter planning committee. Making ProgressQuality of LifeContinue to pursue Emergency Management grant opportunities to increase the ability of the County to prepare for, respond to, and recover from emergencies and disasters.Most federal and state grants are on hold or have been eliminated due to federal changes at the FEMA level. Did receive a $5,000 grant to support the youth summer camp. Continue to look for private grant opportunities.Making ProgressMost federal and state grants are on hold or have been eliminated due to federal changes at the FEMA level. Continue to look for private grant opportunities.Making ProgressQuality of LifeRevision of Local Emergency Planning Committee.In progress. New draft bylaws written. Committee members selected. Next meeting in December 2025. Making ProgressLEPC meeting held in December. new officers elected and new by-laws adopted. Completed all necessary steps for LEPC reauthorization from NCEM. CompletedQuality of Life and Service ExcellencePlace new Incident Support (HAZMAT) unit in service.Continuing to purchase equipment for the vehicle. Making ProgressContinuing to purchase equipment for vehicle and plan for upfitting. Vehicle renovation cannot occur until a new ambulance is received as this unit is still used as an emergency spare if needed. Making Progress1985
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressQuality of Life and Service ExcellenceContinue to seek avenues to improve/replace emergency services facilities to meet the needs of the staff and the community.Planning efforts continue. Completed planning process for upgrades to current infrastructure within the 911 Center to include coordination with Nash County Emergency Management to erect a temporary shelter on site for continued operations during the remodel. All equipment secured from vendors. And prep for installation completed. Continue to work closely with Economic Development to look at existing and potential spaces for office and storage space. Continue to discuss with County Administration the need for additional office space. Planning concluded for safety and security project at the two EMS stations. Install should begin January 2026.Making ProgressCompleted renovation of the Emergency Communications Center. Continuing to refine some of the radio and CAD features but fully operational in December. Continue to work closely with Economic Development to look at existing and potential spaces for office and storage space. Continue to discuss with County Administration the need for additional office space. Planning concluded for safety and security project at the two EMS stations. Install should begin January 2026.Making ProgressService ExcellencePlace two new supervisor vehicles in service that meet state and federal requirements for safety.Held meetings with selected vendor. Still developing specifications for the vehicle storage.Making ProgressContinuing engineering process with vendor.Making ProgressQuality of Life and Service ExcellenceContinue procurement and design processes for the purchase of a new ambulance.Held engineering meeting with vendor. Awaiting vehicle specification document updates for sign off. Chassis has been procured and is at vendor waiting for ambulance body install once specifications are finalized.Making ProgressContinuing engineering process with vendor. Chassis has arrived at the factory but is not in the manufacturing queue. Anticipate this happening in the first or second quarter of 2026. Final engineering specifications are completed. Making ProgressQuality of LifeComplete re-write of operational policies and procedures for the EMS division.Work is approximately 60% complete on policy review and revision. Staff is continuing to work with contactor and line level employees on policy revision and creation. Did adopt revised clinical policies in accordance with NCOEMS regulations. Making ProgressWork is approximately 60% complete on policy review and revision. Staff is continuing to work with contactor and line level employees on policy revision and creation. Did adopt revised clinical policies in accordance with NCOEMS regulations. This process was help up due to preparing for revision and audit of EMS plan as required by NCOEMS due January of 2026. After audit is complete, staff will pivot back to work on policy revisions. Making ProgressQuality of Life and Service ExcellenceRevision of County EMS Plan as a requirement of the NC Office of Emergency Medical Services.Staff is working on revision with assistance of NCOEMS. Initial draft review planned for January 2026. Making ProgressEMS Plan was rewritten in accordance with NCOEMS policy. Waiting on final audit results from NCOEMS. Making Progress2086
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressQuality of LifeCollaboratively work with stakeholders to increase education and capability for mass casualty events and hazardous materials events.Continue to work with public safety stakeholders on all three areas. Continuing to increase hazardous materials response capabilities. Working on grant application to purchase additional types of hazardous materials monitoring equipment to fill identified gaps. Attended hazardous materials training. Working with EMS and RFD to conduct a full scale hazardous materials exercise in the fall of 2025. Purchased training props for public safety agencies to use for hazardous materials and explosives training. Continue to provide regular training to EMS personnel on mass casualty trauma care. Some staff members have received their instructor certifications in Tactical Emergency Casualty Care and are hosting classes for public safety personnel through collaboration with Piedmont Community College.Making ProgressContinue to work with public safety stakeholders on all three areas. Continuing to increase hazardous materials response capabilities. Working on grant application to purchase additional types of hazardous materials monitoring equipment to fill identified gaps. Attended hazardous materials training. Continue to provide regular training to EMS personnel on mass casualty trauma care. Some staff members have received their instructor certifications in Tactical Emergency Casualty Care and are hosting classes for public safety personnel through collaboration with Piedmont Community College. Key leadership staff attended SARTOPO training to assist with large event planning and response operations. Making ProgressService ExcellenceContinue development in division logistics to achieve efficiencies in procurement and sustainability.Ongoing. Two additional EMS vending devices acquired and placed into service. Conducting significant reorganization of storage at Station 2 to increase efficiencies and eliminate assets that are no longer needed. Making ProgressEfforts continue to look for ways to improve efficiencies for logistics. Some efforts are hampered by lack of adequate storage space but staff continues to look for solutions. Vending machine program continues to assist in resupply of ambulances and continues to be refined based on needs. NarcBox program enhancements and drug storage/deployment enhancements implemented. Completed DEA audit and recertification process.Making ProgressService ExcellenceContinue to rebuild education branch with a focus on not just clinical education but also on professional development, ethics, leadership and personnel management training.Continue to refine the newly written of the 911/Emergency Telecommunications Training program to be more efficient. Had all 911 Supervisors complete EMD QA training to better be able to assess and correct any deficiencies found in their shift EMD process and now working on sending the assistant supervisors to the same training for their professional development. Have begun to send 911 supervisors to EFD training to revise the fire department dispatch process for better performance. Implemented new training program for EMS personnel to better enhance field performance. Continue to work on relationships with Piedmont Community College for EMS continuing education classes and course management. Continue to promote educational growth mindset by sending employees to classes outside the agency to broaden their perspectives. Participated with PCC EMS program reaccreditation process. Making ProgressContinue to refine the newly written of the 911/Emergency Telecommunications Training program to be more efficient. Sending the 911 assistant supervisors to EMD QA training for their professional development. new Continue to refine training program for EMS personnel to better enhance field performance to include monthly and quarterly training that is standardized across the shifts. Continue to work on relationships with Piedmont Community College for EMS continuing education classes and course management. Continue to promote educational growth mindset by sending employees to classes outside the agency to broaden their perspectives. Participated with PCC EMS program reaccreditation process. Making Progress2187
Emergency Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellenceContinue aggressive recruitment and hiring and focus on retention within the division.Continuing to aggressively recruit, train and retain staff with a focus on internal employee retention and promotion. Staffing levels are vastly improved in all divisions over previous fiscal years.Making ProgressContinuing to aggressively recruit, train and retain staff with a focus on internal employee retention and promotion. Staffing levels are vastly improved in all divisions over previous fiscal years. However, we continue to fall behind our competition in salaries to be attractive to new employees. Additionally we are planning for multiple EMS vacancies that will occur in the first half of 2026. Making ProgressQuality of Life and Service ExcellenceContinue development and implementation of a Mobile Integrated Healthcare program.Launched Mobile Integrated Healthcare / Post-Overdose Response Team on September 1, 2025 with dedicated staff. Continue to build community partnerships to better help clients find appropriate resources. Continue to be active with the Opioid Settlement Advisory Committee. Making ProgressMIH program had a very successful quarter engaging with clients and directing their care. Focus continues to work on broadening relationships with stakeholders and increasing the portfolio of resources available. Developing a process to work more closely with case management at PMH. Making ProgressQuality of LifeContinue to work with the fire departments in recruitment of part time staff.Participate in community events in which we promote the role of the volunteer fire departments to assist with recruitment. Making ProgressParticipate in community events in which we promote the role of the volunteer fire departments to assist with recruitment. Making ProgressQuality of Life and Service ExcellenceContinue implementing Community Risk Reduction (CRR) Program to help systemically and proactively manage risks within the community.Ongoing. Working with CRR staff to develop a community survey on CRR initiatives and better understand their understanding of risk. Staff attended training on risk reduction in rural communities and farming communities. Making ProgressOngoing. Working with CRR staff to develop a community survey on CRR initiatives and better understand their understanding of risk. CRR staff has been more active promoting community safety through social media and attending public events. Making ProgressService Excellence and Economic Opportunity and GrowthMigrate inspections and permitting from paper to digital. This will streamline the process and assist with record keeping.Not started. Not StartedNot started.Not StartedQuality of LifeContinue to educate citizens of the now adopted Fire Protection and Prevention Ordinance.Continue to promote through local events. Working on developing a social media plan to streamline messaging across all divisions and help promote specific initiatives. Making ProgressContinue to promote through local events. Working on developing a social media plan to streamline messaging across all divisions and help promote specific initiatives. Making ProgressQuality of Life and Lifelong LearningIncrease opportunities for public education and outreach on a variety of risk related topics to better inform citizens of common risks and mitigation strategies.Ongoing. Making ProgressStaff continues to promote safety and risk reduction messaging at community events and through social media. Staff worked hard this quarter on making improvements to the RAVE mass notification system to include conducting several internal tests of the system. Public test is planned for March 2026. Making ProgressQuality of Life and Service ExcellenceSeek funding/donations to purchase and equip and new Fire/Life Safety training simulator to teach the community about life safety mitigation techniques.Continuing to look for grant opportunities designed for this type of purchase. Working with grant writer to assist. Making ProgressContinuing to look for grant opportunities designed for this type of purchase.Making ProgressNew Initiatives 2288
General ServicesQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 6 : 6.1Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 20256.2Complete PI/MRF construction and physical and operational merger before May 2025 Completed merger of PI/MRF and cancelled lease of old PI building in July 2025.Completed6.3Utilize facility feasibility assessment to plan for current and future needs of the Emergency Services Department Preparing RFQ to select a firm to access the overall County's space needs, including Emergency Services.Making ProgressPreparing RFQ/consulting County Manager on guidelines of assessment regarding inclusiveness of departmentsMaking Progress6.5Complete space needs study, including ADA accessibility, for county facilities Same as 6.3Making ProgressSame as 6.3Making ProgressCapital InvestmentContinue to make upgrades to newly acquired Human Services building, particularly roof, walls, and windows.Preparing RFQ to select a firm to provide design, contract/construction administration services for County roof replacements, including the Human Services Building roof, wall, and windows.Making ProgressFirm selected and preparing bid documents for replacement of roof and repairs to rear wall/windowsMaking ProgressCapital InvestmentContinue planned roof replacements on County buildings.Currently, replacing roof at Government Services Building , as per scheduled replacementsMaking ProgressCompleted roof replacement on Government/Inspections buildingMaking ProgressCapital InvestmentComplete the upgrade of the HVAC system at Person County Office Building.Project is completeCompletedCapital InvestmentReplace the exterior windows on Morgan Street side of PCOB.Continuing to work with some vendors on pricing/specification issues. Have trouble identifying interested vendors.Making ProgressPreparing bid documents and plan to bid this spring 2026Making ProgressNew Initiatives Capital Investment Ensure county facilities meet the needs of the public and employees FY 2025-26 OBJECTIVES (See Adopted Budget)Completed in FY25.2389
HealthQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 6 :6.1Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 2025 Goal 9 : 9.1Offer education-based programs for all ages and expand outreach through partnerships with community organizations Promoted services as well as provided information on various health/wellness topics at the following events: National Night Out – approximate reach of 120; Guns Down, Books Up Back to School Event – approximate reach of 137; Senior Day at the Library – approximate reach of 25; Aging with Gusto – approximate reach of 55. Partnered with the PCC Nursing Program for a nursing student rotation. Making ProgressFreedom From Smoking Program was offered, and four individuals quit smoking. Continuing to partner with the PCC Nursing Program for nursing student rotation. Participated in Fire Prevention Day.Making ProgressGoal 15 :15.1Improve access to healthcare services TST services reinstated August 2025. STD Prevention Initiative- front restroom condom dispensers Family Planning- Continuing to promote and have access to the Nexplanon. Increased “open access” with appointment accommodations. Working with the University of Michigan Adolescent Initiative. Participating in a 10 county initiative- Thriving Hearts.Making ProgressPCHD worked with UNC-SPH on the Photo Library Project which will be used for communication purposes and increasing access to our services.Making Progress15.2Promote healthy lifestyles and behaviors Promoted services as well as provided information on various health/wellness topics at the following events: National Night Out – approximate reach of 120; Guns Down, Books Up Back to School Event – approximate reach of 137; Senior Day at the Library – approximate reach of 25; Aging with Gusto – approximate reach of 55. Social media messaging continued to promote healthy behaviors.Making ProgressFreedom From Smoking Program was offered, and four individuals quit smoking. Making Progress15.3Develop and implement plan for utilizing Opioid Settlement Funds Entered into an agreement with Freedom House Recovery Center for recovery housing support. PORT is functioning, and Person County Schools are implementing various early intervention initiatives. All annual reports were submitted in accordance with the requirements.Making ProgressA community survey was conducted during October 2025. The annual community meeting was held on 12/2/2025 at PCC. The committee continued to meet and review data to prepare for the RFA release in Q3.Making ProgressService ExcellenceConvene community partners to continue to address the two identified health priorities: overweight/obesity and substance abuseThe Substance Use Disorder Subcommittee (SUDS) continued to meet and is planning a community event for Spring 2026.Making ProgressSUDS met to plan Good Morning Coffee Hour for Q3. Healthy Personians Advisory Board met to share resources.Making ProgressService ExcellenceIncrease client understanding and participation in clinical services such as Family Planning, Immunization, Maternal Health, and STD/I program services through outreach and marketing.During Aging with Gusto, staff provided a presentation about adult vaccinations (approximate reach of 23).Making ProgressWorking with the University of Michigan Adolescent Initiative. Completed Spakr Training for being Youth Friendly. Surveys were completed by staff and providers. Participating in the regional Thriving Hearts initiative.Making ProgressPromote healthy communities FY 2025-26 OBJECTIVES (See Adopted Budget)Capital Investment Sustain the capital planning process Lifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills Quality of LifeCompleted in FY25.2490
HealthQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellenceExplore the need and feasibility of offering additional client services.Exploring the need for additional services, such as primary care. TST services were explored, need determined, and now offered.Making ProgressContinuing to explore the need for additional services such as primary care and the reinstatement of postpartum/newborn home visits.Making ProgressService ExcellenceContinue to monitor WIC Program participation rates carefully to ensure that the average participation meets or exceeds 97% of the assigned base caseload.First quarter WIC participation rate exceeds 97% with a rate of 112.4%.Making ProgressQ2 WIC participation rate exceeded 97% with a rate of 110.20%. DCFW increased the base caseload number in December from 870 to 944.Making ProgressNew Initiatives 2591
Human ResourcesQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 9 :9.2Partner with PCC and PCS to offer programs to develop skills for employment in county positions with a concentrated focus on areas of critical need Working on program to present to Roxboro Community School.Making ProgressMaking ProgressGoal 10 :10.1Enhance recruitment strategies and streamline selection processes that aggressively seek out the best talent to fill county positions and minimize position vacancy time Not StartedNot Started10.2Offer a competitive compensation program Making ProgressThis will always be an area we will continue to monitor. We are currently working on creating a separate Public Safety Pay Schedule.Making Progress10.3Offer professional development opportunities and a supportive work environment to attract and retain a talented workforce Not StartedNot Started10.4Offer leadership education to build the skills of current and future leaders in decision making, communications, problem solving, team building, and adaptability Not StartedWill be incorporated in the formal training program.Making ProgressService ExcellenceImplement new Performance Evaluation Program for employeesTraining in process. Will be effective 1/1/25.Making ProgressCompletedService ExcellenceCreate new merit system.Adjusted slightly for new Performance Assessment Program. Would like to increase percentages but will hold for FY26.CompletedCompletedService ExcellenceCreate formal training program for employees and supervisors.Planning what the training will start with and building upon that each year.Making ProgressMaking ProgressService ExcellenceContinue to review and restructure contents of personnel files.HR Assistant is making progress with auditing of personnel files.Making ProgressProjected to be completed by 6/30/2026.Making ProgressService ExcellenceRound table with Human Resources.Not StartedNot StartedService ExcellenceMock interview training for employees and interviewers.Not StartedWill be incorporated in the formal training program.Making ProgressLifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills New Initiatives Service ExcellenceIdentify, attract, and onboard the most qualified individuals whose skills, experience, and values align with our mission, fostering a culture of excellence FY 2025-26 OBJECTIVES (See Adopted Budget)2692
Information TechnologyQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 6 : 6.1Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 20256.2Complete PI/MRF construction and physical and operational merger before May 2025 Need to finalize fiber connection - temporary extension is currently in place.Making ProgressAll technology implementations completed.Completed6.3Utilize facility feasibility assessment to plan for current and future needs of the Emergency Services Department Not StartedNot StartedGoal 12 :12.3Improve online access to public meeting materials and county ordinances and policies Continuing to stream commissioner meetings. Boards and committees now have access to Laserfiche to publish content.Making ProgressContinuing to support streaming of public meetings and publishing content via website and Laserfiche.Making ProgressService ExcellenceContinue to improve cybersecurity posture via trainings, policies, and implementation of industry best practiceOngoing - recently adopted the Acceptable Technology Use Policy revisions. Annual cybersecurity awareness training was completed in August. SLCGP funds used to obtain and implement data classification tools and security/vulnerability assessment utility. Partnered with Sheriff's Office during October for social media campaign with cybersecurity awareness tips.Making ProgressShared multiple cybersecurity tips/flyers to internal staff and with the public during Cybersecurity Awareness Month (October).Making ProgressService ExcellenceMeet staffing needs due to various challenges including increased workload/complexity.Making ProgressOne User Support Specialist has expressed interest in advancing to the next tier (Advanced User Support Specialist). They are currently receiving mentorship from the Network Admin.Making ProgressService ExcellenceOffer training to IT staff to keep up-to-date with changing technologies.Ongoing - multiple staff have participated in various classes/conferences.Making ProgressMultiple staff attended the NCLGISA conference in October to network with other local government IT staff, discuss current technology trends, and identify potential new technology solutions.Making ProgressCapital Investment Replace EOL hardware/software to maintain accessibility and integrity of systems. Replacing all computers incompatible with Windows 11. Continuing to install M365 on workstations to replace outdated versions of Office.Making ProgressContinuing to replace EOL computers and install M365. Some network hardware replaced (switches, wireless access points, etc.).Making ProgressService ExcellenceSetup/configure role-based provisioningNot StartedInternal planning discussions have begun; no implementation schedule as of yet.Not StartedCapital Investment Replace/upgrade 911 workstations/consoles3/4 workstations completed. Relocated 911 operations to temporary structure during renovations. Replaced all network wiring between consoles/positions and server room.Making Progress911 consoles replaced, workstations updated, and wiring redone.CompletedCapital Investment Replace/upgrade 911 virtual infrastructureNot StartedNot StartedNew Initiatives Capital Investment Ensure county facilities meet the needs of the public and employees Service ExcellenceEnhance transparency and communication FY 2025-26 OBJECTIVES (See Adopted Budget)Completed in FY25.2793
GISQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 2 :2.1Support completion of the City of Roxboro’s Western Sewer Project Ongoing. Easements mapped, monitoring construction.Making ProgressMonitoring construction. Have begun identifying City held easements for utilities so improve mapping of those easementsMaking Progress2.3Partner with NC DIT to provide broadband to all unserved and underserved areas Ongoing and as funding becomes available.Not StartedOngoing and as funding becomes available.Not Started2.4Complete Person County Trail Feasibility Study and work with partners to implement recommendations Ongoing.Making ProgressFeasibility study complete, working with developers adjacent to proposed trail to reserve space for trail connections.Making ProgressGoal 3 :3.1Reduce the time that it takes to issue environmental health, zoning and building permits Ongoing.Making ProgressOngoing.Making ProgressGoal 6 :6.4Complete construction and open “County Farm” park Created 911 addressing system for park, created maps for park kiosks.Making ProgressCollected information for map updatesMaking ProgressGoal 7:7.2Partner with the PCS to evaluate population/ enrollment growth, class size mandates, etc. to determine need for new constructionWorking to develop a development web application to share this information.Making ProgressBasic EnerGov information is being mapped, enhanced information is in the works, discussions with stakeholders held.Making ProgressGoal 11 :11.1Monitor and analyze population growth and demographic changes and structure services to meet changing needs Working to develop a development web application to share this information.Making ProgressParticipated in the Statewide city annexation project that allows the State to communicate annexations to the US Census (Boundary and Annexation Survey).Making ProgressService Excellence Finalize state-appraised parcel mapping.All but 10 parcels mapped, moving on to work with the Tax Office.Making ProgressProgress is minimal Q2 due to Enterprise GIS upgrade.Making ProgressService Excellence Transition the GIS Enterprise to updated software versions and train staff.Some staff are on new software, training underway. Enterprise GIS Solution is deployed in a test environment and undergoing testing.Making ProgressAll staff migrated, Enterprise GIS solution deployed in production, working out final details and issues.Making ProgressService Excellence Develop a reporting mechanism for all departments to track activities related to the County’s Strategic Plan.Proactively meet the changing needs of the community FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Economic Opportunity and GrowthDevelop and maintain infrastructure that enhances quality of life Capital Investment Ensure the development process is thorough, accessible and efficient Ensure the development process is thorough, accessible and efficient Service Excellence Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC)N/A. Will continue to use spreadsheet for reporting.2894
InspectionsQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 3 :3.1Reduce the time that it takes to issue environmental health, zoning and building permits This is a continuous goalMaking ProgressWe are hitting our goal of 7 to 10 business daysMaking ProgressGoal 7 :7.2Partner with the PCS to evaluate population/ enrollment growth, class size mandates, etc. to determine need for new constructionNot applicableNot StartedNot ApplicableNot StartedGoal 11 :11.1Monitor and analyze population growth and demographic changes and structure services to meet changing needs Not applicableNot StartedNot ApplicableNot StartedService ExcellenceContinue prioritizing learning and development for staff to provide excellent customer service.This is a continuous goalMaking ProgressThis is a continuous goalMaking ProgressService ExcellenceEncourage the public to use the online system and take advantage of the express review process.This is a continuous goalMaking ProgressWe have seen an increase in on line usersMaking ProgressService ExcellenceContinue training the three new inspectors.This is a continuous goalMaking ProgressI added Michael to this as well 3 new inspectorsMaking ProgressService ExcellenceMaintain 7 to 10 business days for plan review and once new staff is trained, improve on those numbers.This is a continuous goalMaking ProgressMaintainedMaking ProgressService ExcellenceMaintain next day or two-day service with the new position.This is a continuous goalMaking ProgressMaintainedMaking ProgressProactively meet the changing needs of the community FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Economic Opportunity and GrowthProvide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC) Capital Investment Provide modern, safe, and accessible learning and working environments for Person County Schools (PCS) and Piedmont Community College (PCC) Service Excellence2995
LibraryQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 9 :9.1Offer education-based programs for all ages and expand outreach through partnerships with community organizations In progressLibrarian staff are emphasizing program opportunities outside the library proper. In the process of identifying community partnerships.Making ProgressGoal 15 :15.2Promote healthy lifestyles and behaviors Not startedCollaborating with Gardening club to manage and promote seed library in January 2026.Making ProgressCapital InvestmentWork with the Friends of the Library to raise additional funds to support library growth.Book sales in Fall and popup book sales begin in 2026.In progressPopup book sales will begin in February. 2026 and the spring sale is in April 2026.Making ProgressLifelong LearningImplement 12 new education-based programs for all ages by the end of FY26.AARP Senior Planets course will be offered in Nov. 2025.In progressThe library is developing new education programs for all age groups. The first senior focused AARP tech course(Smartphone Photography) began in Oct. 2025. Additional Children's Storytimes( Mondays), tabletop game programs(teens), and new technology and arts & crafts programs for adults twice a month are being developed.Making ProgressLifelong Learning and Quality of LifeSeek opportunities to highlight the NC Historic Collection.Developing America 250 programming.In progressWill host first America 250 event in January 2026 and prepping for Summer Reading programs with America 250 themes focused on Person County and US history for all ages.Making ProgressLifelong LearningPartner with the Housing Authority to host technically based programing for all ages.Not startedNot StartedQuality of LifeIncrease adult and teen volunteer opportunities to encourage increase of quality of life for Person County.Not startedReviewing teen and adult volunteer policies.Making ProgressNew Initiatives Lifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills Quality of LifePromote healthy communities FY 2025-26 OBJECTIVES (See Adopted Budget)3096
Person IndustriesQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 6 :6.2Complete PI/MRF construction and physical and operational merger before May 2025 Received CO's for both phases of project, held Open House, Ribbon Cutting, and Grand Opening Celebration 9/5/25.CompletedCapital InvestmentComplete equipment upgrades at PCRC.Equipment upgrades for Phase II completed and machines are running efficiently.CompletedService ExcellenceApply for grants to assist with equipment upgrade, specifically Tire and Mattress Shredder.No grants are open at this time that fit our scope of practice.Not StartedNo grants are open at this time that fit our scope of practice.Not StartedService ExcellenceObtain additional Production Contract for in-house work.Meetings held with Blue San (shoe sole company), awaiting approval.Making ProgressContinuous communication with existing customers as well as new potentialsMaking ProgressLifelong LearningWorking and planning for Pre-ETS (Employment Transition Services) within Person High School, partnership with EIPD (Employment and Independence for People with Disabilities). Pre-ETS is a program that helps high school students with disabilities prepare for careers and adult life (including career exploration, work readiness training, and community work experiences).Due to Medicaid funding cuts, this planning has been placed on hold while we navigate the revenue decrease and how this will effect our budget over the next year. Once things at the state level are more concise, we will look back into this program and beginning planning.Not StartedDue to Medicaid funding cuts, this planning has been placed on hold while we navigate the revenue decrease and how this will effect our budget over the next year. Once things at the state level are more concise, we will look back into this program and beginning planning.Not StartedCapital InvestmentScale Operations and accepting recycling material from neighboring countiesReview and research has began to figure out cost and rates regarding material.Making ProgressGathering data from current recycling center customer loads to determine fees based on statewide average.Making ProgressCapital InvestmentEnsure county facilities meet the needs of the public and employees FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives 3197
Planning and ZoningQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 2 :2.4Complete Person County Trail Feasibility Study and work with partners to implement recommendations Study completed in FY25. Working with NC DOT, City of Durham, and Durham County to acquire rail corridor from Norfolk Southern for future trail development.Making ProgressWorking with Parks and Recreation Department on project, meeting with potential engineering firms interested in future RFP.Making Progress2.5Evaluate transportation and rail capacity and needs for current and future growthExploring options for regional collaboration for U.S. 158 widening and other transportation planning. Making ProgressWorking with Kerr-Tar on future CTP, serving on US 158 steering committee, nominated for TCC Chair.Making ProgressGoal 3 :3.1Reduce the time that it takes to issue environmental health, zoning and building permits With the addition of a part-time Planning Director, permitting timelines shortened. This is a continuous goal that will be evaluated by new staff in the second quarter. Making ProgressPresented TRC/DRC text amendment to Planning Board, with proven examples of reduced development review process and timeline including multidepartment support, coordination and collaboration.Making ProgressGoal 6 :6.4Complete construction and open “County Farm” park Construction is still underway. Fall 2025 soft opening planned, grand opening in Spring/Summer 2026.Making ProgressAwaiting grand openingMaking ProgressGoal 7 :7.2Partner with the PCS to evaluate population/ enrollment growth, class size mandates, etc. to determine need for new construction County staff provides data but may be able to partner more closely.Making ProgressConducted informal TRC/DRC with multiple departments in 1 meeting to cover improvements to 3 schools, all permitting timeline completed.Making ProgressGoal 11:11.1Monitor and analyze population growth and demographic changes and structure services to meet changing needs Each department pays attention to these changes and anticipates potential impacts. Need to implement countywide, standardized approach. Making ProgressEach department pays attention to these changes and anticipates potential impacts. Need to implement countywide, standardized approach. Making ProgressGoal 16:16.2Promote agri-business and agri-tourismConsidered as priorities in staff recommendations pertaining to ordinance updates and development proposals. Researched challenges to agri-tourism through recent news on Farm Parties.Making ProgressConsidered as priorities in staff recommendations pertaining to ordinance updates and development proposals. Researched challenges to agri-tourism through recent news on Farm Parties.Making ProgressEconomic Opportunity and GrowthComplete Board of Commissioners review and adoption of the UDO.Rather than a UDO, work continues on updating and consolidating Planning Ordinances. Permitted Use table and definitions updated, along with other text amendments.Making ProgressRather than a UDO, work continues on updating and consolidating Planning Ordinances. Permitted Use table and definitions updated, along with other text amendments.Making ProgressQuality of LifeProvide regulations within the UDO that address and minimize future Code Enforcement actions and makes more efficient use of Code Enforcement Officer time.Rather than a UDO, work continues on updating and consolidating Planning Ordinances. Closing multiple code-enforcement cases and working with County Attorney on other long standing cases (e.g. 2024).Making ProgressTwo department staff started CZO certification training through UNC. July 2026, code-enforcement transition to in-house.Making ProgressService ExcellenceComplete consultant review of stormwater regulations and applications to ensure that all of the State regulations are provided, while providing the for an efficient permitting system.Staff is reviewing stormwater regulations. Making ProgressStaff is reviewing stormwater regulations. Making ProgressService Excellence Proactively meet the changing needs of the community FY 2025-26 OBJECTIVES (See Adopted Budget)Economic Opportunity and GrowthDevelop and maintain infrastructure that enhances quality of life Capital Investment Ensure the development process is thorough, accessible and efficient Ensure the development process is thorough, accessible and efficient Complete Person County Trail Feasibility Study and work with partners to implement recommendationsQuality of LifePreserve and celebrate rural character and lifestyle 3298
Planning and ZoningQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellenceOrganize scanned records into a simple and retrievable file management system and link applicable records to the County’s GIS parcel viewer for efficiencies.Ongoing.Making ProgressOngoing.Making ProgressCapital InvestmentWork with the Recreation, Arts, and Parks Department on stormwater and recreational trail projects.Worked on IAIA projects (Centennial Park and Sports Plex).Making ProgressWorked on IAIA projects (Centennial Park and Sports Plex).Making ProgressNew Initiatives 3399
Recreation, Arts, and ParksQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 2 :2.4Increased participation numbers and completed research for upcoming programs.The Parks division conducts research each year to find ways to increase participation for our programming general park use. Our team is currently researching new programs that can take place at the new Centennial Park for 2026. Some of these programs will include mountain bike races interpretive hikes, 5K races, environmental education, etc. Our athletics division is currently researching new programs geared towards teens. Some of these programs will be mainstream sports. They are also working revive the youth football program.Making ProgressThe Parks Department continues to conduct research into increasing participation in our programming and general park use. We have managed an increase in park visits with the soft opening of Centennial Park. We are working to develop programs related to mountain bike races, interpretive hikes, 5K races, environmental education, etc. in anticipation of the grand opening. Our athletics division is currently developing new programs geared towards teens. The youth football program is currently moving forward.Making ProgressGoal 6 :6.4Complete construction and open “County Farm” park Rotary Centennial Park, formerly named County Farm Park, is at approximately 75% completion.Making ProgressRotary Centennial Park is at approximately 75% completion. Still working to have a grand opening in May or Jun of 2027. TBA Project received an extension from the State until 2027.Making ProgressGoal 9 :9.1Offer education-based programs for all ages and expand outreach through partnerships with community organizations Continued to offer educational programs for all ages. These programs included outdoor education, experiential recreation education experiences, arts education, and other special program each year geared toward STEAM and STEM-based education. Continued to offer education-based programs during outreach programs such as arts enrichment camps held at the local housing authorities.Making ProgressThe Park Department continues to offer educational programs for all ages each year. Programs included outdoor education, experiential recreation and education, arts education, and other special programs each year geared toward STEAM and STEM-based education. We also offer education-based outreach programs such as arts enrichment camps and other special events held at the local housing authorities and other locations throughout Person County.Making ProgressGoal 15 :15.2Promote healthy lifestyles and behaviors Promoted a healthy lifestyle through a well-rounded and holistic approach to recreation, health and wellness. This is achieved by offering facilities and programs that are geared towards a range of athletic/fitness, arts and humanities, to outdoor recreation and education.Making ProgressPromoted a healthy lifestyle through a well-rounded and holistic approach to recreation, health and wellness. This is achieved by offering facilities and programs that are geared towards a wide range of athletic, fitness, arts and humanities, to outdoor recreation and education. We also promote through outreach and presetnaiton to civic organizations, schools, career day events, shadowing programs.Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)Quality of LifePromote healthy communities Economic Opportunity and GrowthDevelop and maintain infrastructure that enhances quality of life Capital Investment Ensure the development process is thorough, accessible and efficient Lifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills 34100
Recreation, Arts, and ParksQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressEconomic Opportunity and GrowthIncrease acreage of Developed Parkland to increase the Economic impact of Recreation and tourism for Person County and its local businesses.Continuously looking to increase Person County’s developed parkland acreage to increase economic development, tourism and local health and wellness. Currently, working with partners to secure additional acreage through the purchase of a section of the 501 Railroad Corridor. Working with NCDOT, Durham County and the City or Durham to make this goal come to fruition.Making ProgressThe Parks Department is always working to increase Person County’s developed parkland acreage to increase economic development, tourism and local health and wellness. Currently working with NCDOT, Durham County and the City or Durham on the 501 Railroad Corridor project/purchase. We are working with Tarr River Land Conservancy on Mt. Harmony Land Preserve track. We are currently working with the Triangle Off Road Cycle Association and other partners on the Roxboro Rotary Centennial Park Project. Making ProgressCapital Investment and Quality of LifeComplete Capital Improvement Project including: Centennial Parks, ADA Restrooms and Elevator at the Kirby, various playground ADA Accessibility upgrades, and Huck Sansbury Playground Upgrades.The Parks division has multiple CIP projects currently underway. The following are projects and phases: Centennial Park Is approximately 75% complete. Kirby Cultural Arts Complex ADA accessible restrooms and elevator project is currently in the RFP process. Huck Sansbury fully ADA accessible Playground is complete. Helena Park and Mt. Tirzah Park ADA accessible playground projects are underway. Mayo Lake Park RV Site Expansion is 50% complete. Mount Tirzah Park Ballfield Light replacement is complete. Making ProgressThe Parks division has multiple CIP projects currently underway. The following are projects and phases: Centennial Park Is approximately 75% complete. Kirby Cultural Arts Complex ADA accessible restrooms and elevator project is currently in the negotiation process. Huck Sansbury fully ADA accessible Playground is complete. Helena Park and Mt. Tirzah Park ADA accessible playground projects are under construction. Mayo Lake Park RV Site Expansion is 50% complete. Mount Tirzah Park Ballfield Light replacement is complete, Pickle Ball Courts in the RFP stage, Mayo Cabin Project complete, 501 Rail Corridor Purchase schedule to close with NCDOT in late summer. Making ProgressQuality of LifeIdentify and capitalize of community program needs and continue to expand services.Conducts multiple surveys throughout the year to ensure that we gather information from within our community to help research and develop programs that will continue to serve their needs. Increased multiple programs across division areas to help with the identified needs. Multiple divisions also collaborated this year to meet those needs.Making ProgressThe Parks Department continues to conduct multiple surveys by each of our divisions throughout the year. We gather information from within our community to help research and develop programs that will continue to serve their needs. We Continue increased multiple programs across division areas based on the the identified needs. Divisions collaborated each year to meet those needs.Making ProgressCapital InvestmentContinue to address ADA Accessibility needs upgrading playgrounds, amenities, and County building.Continued to address needs for ADA accessibility throughout the Park System. Currently have CIP projects addressing upgrades to Helena Park Playground and Mt. Tirzah Park Playground, and recently completed the Huck Sainsbury Park Playground with new ADA accessible equipment. Currently addressing additional ADA accessibility issues at the Kirby Cultural Arts Complex. These projects are in progress. Will continue to assess facilities frequently to assess and address these needs. Making ProgressOur department continue to address ADA accessibility needs throughout the Park facilities. Currently have CIP projects addressing upgrades to Helena Park Playground and Mt. Tirzah Park Playground, Currently addressing additional ADA accessibility issues at the Kirby Cultural Arts Complex and other locations throughout our parks. Making Progress35101
Recreation, Arts, and ParksQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressQuality of LifeCreate one new athletic league to increase diverse programming for teen.Athletics division is currently researching and developing new athletic programs to meet the needs of they community. Currently working to develop and revive the Youth Football program with the goal of having the program in place by the 2026 season. Other programs being researched and developed are leagues, such as tennis, pickleball, baseball, basketball, and soccer targeted toward attracting teens. Making ProgressAthletics division is developing new athletic programs to meet the needs of they community. Currently working to develop and revive the Youth Football program with the goal of having the program in place by the 2026 season. Other programs include,tennis, pickleball, baseball, Volley Ball, Kick Ball, basketball, and soccer targeted toward attracting teens. Making ProgressQuality of LifeWork to address the programming needs of our youth teen population.Special Programs division is currently working on new programs that are geared towards programming needs for the teen population. Some of these programs include tennis lessons, pickleball clinics and leagues, tennis camps, and free movie nights at local parks. Athletics division is also working on developing new programs within the mainstream sports age groups to address the needs of the teen population.Making ProgressSpecial Programs division is currently working on new programs that are geared towards programming needs for the teen population. Some of these programs include tennis lessons, pickleball clinics and leagues, tennis camps, and free movie nights at local parks. Athletics division is developing programs in mainstream sports age groups for teens population. Kirby continues to offer programs geared towards teens.Making ProgressCapital Investment and Quality of LifeAddress maintenance needs, including preventative, in building and recreational facilities.Maintenance division is continuing each day to assess all park facilities to address maintenance needs and upgrades. Maintenance division meets with the director periodically to discuss facility needs and strategies to address deferred maintenance. Many of these projects will be identified in the capital improvement request for 2026; however, the day-to-day maintenance will be addressed with the current operational budget. Maintenance staff attending trainings to develop more skills and strategies for preventive maintenance.Making ProgressMaintenance division is continuing each day to assess all park facilities to address maintenance needs and upgrades. Maintenance division meets with the director very often to discuss facility needs and strategies to address deferred maintenance. Many of these projects will be identified in the capital improvement request; day-to-day maintenance will be addressed with operational budget. Maintenance staff continue to attends trainings to develop more skills and strategies for preventive maintenance.Service ExcellenceResearch and apply for multiple grant opportunities to help fund maintenance or facilities and implementations of programs.Continuing to work with division leaders to assist in writing and researching multiple grant opportunities. Currently have multiple grant applications out for review and multiple grant awards in progress that will be closed out in 2026. Some of these grant opportunities include: PARTF, LWCF, Transportation Grants, TDA, etc.Making ProgressOur Team conitues to research and right grants on a normal basis. Current Grants that we are working through include: PARTF, LWCF, Transportation Grants, TDA, RTP, NC ARTS, Stormwater grants, flood mitigation, CMAQ etc.Making ProgressEconomic Opportunity and GrowthIncrease promotion of Mayo Park by social media, newspaper and billboards.Mayo Park continues to have a high presence on social media and through printed media in our State highway rest spots and visitor centers. Working with the Person County Tourism Development Authority to help with additional billboards and other print media.Making ProgressMayo Park continues to push out informatioin program informaiton through social media and through printed media that include: local news, facebook, state publications, etc.Making Progress36102
Recreation, Arts, and ParksQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressQuality of LifeContinue to offer a wide variety of recreational opportunities through programs and facilities.The department offers hundreds of recreational programs each year for the citizens and visitors of Person County. Continue to increase acres of developed parkland for citizens and tourists. Staff is currently developing programs and the 2026 program brochure. Currently working to finish Centennial Park for a grand opening in Spring of 2026.Making ProgressThe Parks Department continues to offer multiple programs each year. Our program brochures Published Spring/Summer and fall /winter. Our department continues develop parkland for our citizens interest. We continue to work on the development of Rotary Centennial Park which is scheduled to be open May 2026.Making ProgressQuality of LifeIncrease more water/lake-based programing in summer to increase tourism.Mayo Lake Park division has increased water based programming for 2025. Continue to develop and offer programs such as canoe and kayak trips, canoe and kayak lessons, partnerships with friends of the parks to do weekly paddle excursions, special programs such as night time and evening canoe kayak rides, lighted canoe and kayak tours.Making ProgressMayo Lake Park Division continues to increase water based programming for 2025-2026. They continue to add programs such as canoe and kayak trips, lessons, youth fishing programs. They also continue to maintain the facilities related to the shoreline to ensure that the citizens have quality access to the water.Making ProgressEconomic Opportunity and Growth, Service Excellence, and Quality of LifeIncrease more RV sites and cabins for guest to enjoy and to increase tourism impacts increasing revenue.Currently have capital improvement projects at Mayo Lake Park. One of the projects is to add additional RV sites to area #1 and an additional camping cabin. These projects are 50% complete with anticipated completion for the Spring camping season 2026.Making ProgressWe are currently in the process of developing new RV site for Mayo Camping. Currently the utilities are being installed onto the sides which include water and electricity. We are hoping to complete this project within the month. Construction of a Mayo Lake cabin has been complete. We are looking to put this in the camping rotation in a couple weeks.Making ProgressEconomic Opportunity and Growth and Quality of LifeIncrease amphitheater usage to increase revenue through tourism. Mayo Lake Park Amphitheater has had multiple programs performed for 2025 season with increased movies and rentals. Facility has been rented for multiple concerts this year that were highly visited. Will continue to promote and develop new programs and rental opportunities for 2026.Making ProgressMayo Lake Park Amphitheater has had multiple programs performed for 2025 season with increased movies and rentals. We anticipate that this facility will increase in rentals for concerts, weddings, school events and other used this year as the park increases in visitation numbers. We Will continue to promote and develop new programs and rental opportunities for 2026.Making ProgressLifelong Learning and Quality of LifeIncrease teen participation in Outdoor Educational and Recreational programs.Outdoor Recreation division is currently researching and developing new outdoor educational programs along with Mainstream outdoor programs. Some of these programs include interpretive hikes, canoe and kayak water-based programs and many more. Working to get the programs developed and ready to implement for the Spring of 2026.Making ProgressThe Outdoor Recreation Division is continuing to research and develop new outdoor educational programs along with Mainstream outdoor programs. Some of these programs include interpretive hikes, canoe and kayak water-based programs and many more. Working to get the programs developed and ready to implement for the Spring of 2026. Making ProgressQuality of LifeResearch programs that are catered to the SeniorsSpecial Programs division continues to develop programs that are geared towards seniors. Some of these programs include pickleball, exercise classes, vacation trips and excursions, etc. Other programs that are being developed and implemented for the senior population can be found at the Kirby Cultural Arts Complex. Some of these classes include ceramics classes, art classes, theater productions, and special events.Making Progressthe Park Department Kirby Cultural Division asnd Special Programs division continues to develop and provide programs that are geared towards our senior population. Some of these programs include pickleball, exercise classes, vacation trips and excursions, art programs, painting classes, ceramics, theater productions, etc. Making Progress37103
Recreation, Arts, and ParksQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressLifelong Learning and Quality of LifeIncrease research more sustainable outdoor recreational and educational programs.Outdoor division continues to work on building environmental education and interpretive trail systems. These trail systems will be the locations for interpretive classes, school visits, another outdoor experiential education that will teach about nature and sustainable development. Centennial Park will have multiple interpretive trails that will help teach about the environment and ecosystems throughout the park.Making ProgressOur outdoor recreation division continues research and implement programs directly related to environmental education and interpretive trails. Classes are conducted at the Environmental Education Center along with partnerships with the Wildlife Resource Commission. We are in a process of developing an outdoor education interpretive trail system at Centennial Park that will includeenvironmental education as well are stormwater educations.Making ProgressCapital InvestmentExpand the number of RV and Campsite to increase revenue and Economic impact.Mayo Lake Park currently has a large capital improvement project that includes expanding the number of RV and campsites in camp area number one. This project is approximately 50% complete. We anticipate this project will increase tourism to Person County and increase revenues for the park system. It will also have a positive economic impact to our community. In addition to this project, Mayo Park is undergoing construction to add a new camping cabin.Making ProgressMayor Lake Park is currently trying to finalize a capital improvement project related to camping and RV sites. We plan to have this project complete in the next few weeks. We have added additional sites to area number 1 that will focus on RV site camping. We hope to have this operating before May. We currently have completed our camping cabin project for this year. We hope to have those available at the same time the RV sites become available in May.Making ProgressLifelong Learning and Quality of LifeFocus on growing all areas of participation within Kirby Cultural Arts Center programming.The Kirby Cultural Arts Complex continues to offer a wide variety of programs for our citizens. They have been able to increase the number of programs over the years and continue to do so. Some of these programs include multiple summer camps, outreach programs, theatrical performances, arts and humanities, arts classes, and multiple opportunities for space use and rentals for other organizations' programs. They have also increased their ability to offer programs and their program offerings with the increased development of Kirby Learning Studios (KLS). KLS offers a large number of program and individualized arts and crafts offerings. This has been a big success and continues to grow.Making Progressour Kirby Cultural Arts Complex continues to offer a wide variety of programs for our citizens. Programs have dramatically increase in offerings . Programs include multiple summer camps, outreach programs, theatrical performances, arts and humanities, arts classes, and multiple opportunities for space use and rentals and Kirby Learning Studios (KLS). Making ProgressLifelong Learning and Service ExcellenceIncrease arts outreach involvement and programming in community and schools.The Kirby Cultural Arts Complex has performed multiple outreach programs for 2025 and plans to do so for 2026. These programs range from working with the public school system through field trips and school performances to mural projects and many other community-based projects. The Kirby also continues to do community outreach with their enrichment camps offered at the Housing Authority.Making ProgressKirby Cultural Arts Complex continues performed multiple outreach programs. that outreach program for 2025 were a big success reaching all of the Housing authorities and School System. Making Progress38104
Recreation, Arts, and ParksQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressEconomic Opportunity and GrowthIncrease bookings for sports tournaments and host the 2025 Little League Youth Softball All-Star tournament for the district.The Rentals division is working to increase the amount of travel sports bookings for the Rock Athletic Complex. We have increased bookings for 2025 and plan to continue that trend in 2026. Person County again hosted Little League All Stars softball for 2025. The tournaments were a big success. Looking to host All Stars again for 2026.Making ProgressOur rental division continues to try and increase the participation of travel sports bookings. There have been multiple travel teams to book facilities within Person County for 2025. We also see a trend that continues to increase 2026.Making ProgressCapital InvestmentContinue to increase outdoor recreation amenities at the complex to fulfill the development masterplanContinued to work with volunteer organizations and individuals to increase the outdoor recreation amenities and the Rock Athletic Complex. Added an additional 3 miles of hiking and mountain biking trails and will continue to add trails and amenities to this location, working towards master plan goals.Making Progresswe continue to work with volunteer organizations and individuals to increase the outdoor recreation amenities and the Rock Athletic Complex. we recently had a grant opening of the 3 miles of hiking and mountain biking trails section At that Sports Plex. our next section of trails will connect the Sports Plex to Northern Middle School.Making ProgressLifelong LearningWork with the Person County School system and Roxboro Community School to extend the environmental education nature trail onto school property. Continues to work with the Friends of the Parks, Person County Schools and the Roxboro Community School. Have permission to extend trail system onto Person County Schools property. The Friends of the Parks continues to work with volunteers to develop these trails. This project is about 50% complete.Making ProgressWe are currently working work with the Friends of the Parks, Person County Schools Roxboro Community School, TORC, and local volunteers to extend trails to school properties. The Friends of the Parks continues to work with volunteers to develop these trails. This project is about 50% complete. One project currently underway is to connect the trail system from the sports plex to Northern middle school. Making ProgressEconomic Opportunity and GrowthIncrease program offerings and program participation in athletics at the Sportsplex facility.Athletics division continues to increase participation and athletic programs located at the Rock Athletic Complex. This year there was an increase of Little League participation numbers. We anticipate the new additional programs that we are going to offer in 2026 will have participation increases overall for the Athletics division.Making ProgressAthletics division continues working to increase participation and athletic programs located at the Rock Athletic Complex. We anticipate the new additional programs that we are going to offer in 2026 will have participation increases overall for the Athletics division. There will also be new program such as Making ProgressNew Initiatives 39105
Register of DeedsQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressCapital InvestmentInvestment in technological updates to streamline work processes for efficiency/accuracy and bring new offerings to the citizens of Person County. (B)Utilizing electronic tools to increase frequency of land record verification/reduce error percentage.Making ProgressCurrent FY updates complete, addressing anomalies in processes. Making ProgressService ExcellenceWith technological updates, vital records (birth/death FY26, marriage FY27 (projected date from state)) available for issuance from all 100 NC counties. This will alleviate travel and/or lengthy wait times for Person County citizens when requesting records from other counties/state at current county issuance cost.County and state level requirements completed; anticipate test run 12/2025.Making ProgressState death issuance security paper vendor delay; test run rescheduled for 03/2026.Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives 40106
SheriffQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 14 :14.2Strengthen partnerships with law enforcement agencies, community organizations, and residents to address root causes of crime Continuous and on-going for the Sheriff's Office. Continue to strive to work well with other law enforcement agencies and partners.CompletedContinuous and on-going for the Sheriff's Office. Continue to strive to work well with other law enforcement agencies and partners.CompletedQuality of LifeContinue to reduce crime with efforts and policing techniques that are proven to be successful.Continuous and on-going for the Sheriff's Office. Continue to implement ways to reduce crime within Person County. (Crime mapping and proactive targeted patrols and checkpoints.)CompletedContinuous and on-going for the Sheriff's Office. Continue to implement ways to reduce crime within Person County. (Crime mapping and proactive targeted patrols and checkpoints.)CompletedService ExcellenceContinue to strengthen the Sheriff’s Office with emphasis on equipment and training.The Sheriff's Office and its deputies continue to train with the necessary training. It would be nice to have an increased budget in this area for the 26-27 Fiscal Year in order to grow in this aspect.Making ProgressThe Sheriff's Office and its deputies continue to train with the necessary training. Deputies are regularly attending both mandatory and extra trainings , both in house and externally.Making ProgressService ExcellenceContinue to grow personnel in new positions of with lateral movements or promotions.With retirements, resignations and terminations, this remains challenging. Law governing training for deputies puts us behind when hiring new deputies. It's a large window between BLET and Field Training before that deputy is functioning at 100% in that position.Making ProgressRegulations changed which allow us to hire for 1 year again prior to attending training, therefore keeping staffing full. A standardized promotional process has been implemented.Making ProgressService ExcellenceComplete and finalize the Sheriff’s Office New Policy and Procedure Manual.This was completed and are in the Policy's infancy. Deputies and employees have signed Policy acknowledgements. We will continue to update these policies and create new ones for areas that continue to arise. CompletedThis was completed and are in the Policy's infancy. Deputies and employees have signed Policy acknowledgements. We will continue to update these policies and create new ones for areas that continue to arise.CompletedQuality of LifeContinue to apply for grants, as necessary and appropriate, to help address departmental needs.The usual grants have been submitted for 25-26 fiscal year and there were challenges in receiving ones we have received in the past due to government shutdowns and need for NC western counties' priorities. Making ProgressThe usual grants have been submitted for 25-26 fiscal year and there were challenges in receiving ones we have received in the past due to government shutdowns and need for NC western counties' priorities.Making ProgressQuality of LifeNew Body Worn Camera Grant to update and increase the current inventory of Body Worn Cameras.These were received and are in the process of being paid for.CompletedReceived , implemented and deputies are training on the body cameras.CompletedQuality of LifeUpdating locations and addition of FLOCK License Plate Readers (Numerous Successful Cases Solved).These were received and installed and are functional. Working in cooperation with Parks and Rec to get one more up and installed on the new park.CompletedThese were received and installed and are functional. Working in cooperation with Parks and Rec to get one more up and installed on the new park.CompletedQuality of LifeTo continue recruitment and fill all positions in the Detention Center. Filling staffing positions in the Detention Center (Up to 14 vacancies in 2022/ Currently 5) Implementation of Training Agreement/ Contract )25 retirees, resignations or terminations/ 51 rejections due to not meeting standards/requirements.This is an ongoing battle to retain detention officers. The pay and opportunities are greater at other nearby agencies. Obtaining a high quality of employee in these positions is very challenging. Background checks continue as applications are received to fill vacancies. Deputies have participated in numerous job fairs and have created a flyer for distribution.Making ProgressThis is an ongoing battle to retain detention officers. The pay and opportunities are greater at other nearby agencies. Obtaining a high quality of employee in these positions is very challenging. Background checks continue as applications are received to fill vacancies. Currently there are only two vacancies to date. Making ProgressQuality of LifeEnhance public safety and community wellbeing FY 2025-26 OBJECTIVES (See Adopted Budget)41107
SheriffQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellenceTo continue to ensure all new employees are trained and certified.Continue to have retirements. With these, we have openings in which we continuously hire and fill these vacancies. These positions are sometimes filled with uncertified deputies which require more time to get certified and trained and sometimes we fill with certified in which they only need field training.Making ProgressWe have implemented standardized field training, and are also currently conducting training meetings for LEOs and are enrolling detention officers in BDOT each class.Making ProgressQuality of LifeDevelop relationships with mental health resources that can provide better services for detainees.Reached out to sources in regards to obtaining services for inmates. RHA co-responders have met with us in regards to this.Making Progresswe now have 2 co-responders available and are currently utilizing them when incidents call for their deployment. We have used on several occasionsMaking ProgressQuality of LifeAgain, attempt implementation of a road cleanup work crew utilizing inmate workers. This will help with much-needed clean-up of roads in Person County and also increase the rate paid to house Statewide Misdemeanant Confinement Program (SMCP) inmates from $40 to $60 per day per inmate. This has been a challenge due to constant staffing shortages.Unable to implement this program until the Detention Center is fully staffed and at a level where they can maintain safety and security of the jail foremost.Not StartedWe are close to being fully staffed in the detention center and we have possibly arranged employment with a part time deputy who is interested in heading up this program with background in this area.Making ProgressNew Initiatives 42108
Social Services Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 6 :6.1Negotiate lease renewal or purchase of Human Services Building or secure new facility prior to Aug. 2025 Goal 9 : 9.3Increase participation and work opportunities for parents through the Work First Family Assistance Program Progress has been slow due to low participation. Making ProgressProgress limited this quarter due to vacancy in the positionMaking ProgressGoal 15 :15.1Improve access to healthcare services Marketing and increasing public awareness of the services we provide.Making ProgressAllowed the NC Medicaid Enrollment Broker to set up outside DSS to assist clients with any issues with their Medicaid Managed Health Care Plans. Making Progress15.2Promote healthy lifestyles and behaviors DSS has increased awareness of DSS and other agency programs to assist in this goal.Making ProgressDSS staff participates in County Wellness Events. There is also an employee exercise group available.Making ProgressService ExcellenceContinue to align the agency for consolidation and continue to provide great customer service.Meetings and conversations with VA to provide services for the community.Making ProgressThe agency has been consolidated with Veterans Services since April 2024. Human resource functions, budgeting, internal communications, and customer service have all improved as a result of consolidation. CompletedService ExcellenceExpand in-house training at DSS for IMC and Services programs.The Assistant Consolidated Human Services Director will focus more on evaluating and assisting the Adult Services unit as the elderly population is growing in Person County. The Staff Development Specialist positions in IMC are continuing to train and evaluate all employees in Medicaid.Making ProgressStandardized in house training been created for Medicaid for all new hires.Making ProgressService ExcellenceDevelop more leadership training for DSS Management Team and trainings for all staff.Made plans for leadership trainings and held multiple management meetings to address this. Making ProgressHeld a conflict resolution training for DSS management. Making ProgressService ExcellenceContinue to pass all audits and report cards.Continued to pass monthly report cards and had a current zero error rate for FNS.Making ProgressContinued to pass monthly report cards and had a current zero error rate for FNS.Making ProgressService ExcellenceMeet the need of the County with FEMA shelter and create preventative services.Continued to be prepared and work with community agencies to provide this service.Making ProgressContinued to be prepared and work with community agencies to provide this service.Making ProgressService ExcellenceContinue to develop, update and implement pertinent DSS polices.Continue to work on this goal.Making ProgressIdentified the need to revise the current emergency shelter protocol.Making ProgressService ExcellenceIncrease implementation of accountability standards for all DSS programs.DSS has federal, state, and internal oversight for accountability standards.Making ProgressDSS works with state program consultants to monitor service delivery standards and benchmarks. Making ProgressCapital Investment Continue to provide sheltering and any FEMA services to the county if needed.Continued to work with partnering agencies to be ready to supply this need. Making ProgressContinued to work with partnering agencies to be ready to supply this need. Making ProgressPromote healthy communities FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Capital Investment Sustain the capital planning process Lifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills Quality of LifeCompleted in FY25.43109
Soil and WaterQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 2 :2.4Complete Person County Trail Feasibility Study and work with partners to implement recommendations Study completed in FY25; received multiple letters in opposition to the trail; referred questions and concerns the Recreation, Arts and Parks Department.CompletedGoal 6 :6.4Complete construction and open “County Farm” park Worked with Piedmont Conservation Council to identify other resource concerns and grants to address these concerns. Making ProgressGoal 9 :9.1Offer education-based programs for all ages and expand outreach through partnerships with community organizations SWCD Board approved funds for 3rd, 4th, & 5th grade poster contests.Making ProgressDeveloped Watershed themed study guide. Informed all 3rd, 4th, 5th grade teachers about program. Making ProgressGoal 16 :16.1Implement conservation programs $58,667 Cost Share funds allocated - Encumbered 73% of cost share funds; $75,000 StRAP funds - Encumbered 80% of StRAP grant and 15% for administration.Making ProgressEncumbered 88% of cost share funds; Initiated applications and contracts; Making ProgressQuality of LifePromote and implement County, State, and Federal programs that provide technical and financial assistance to agricultural and non-agricultural landowners and citizens that conserve our natural resources.Collected TS Chantal information and provided technical assistance to impacted landowners. Press release and notifications sent for FY26 ag cost share programs and BMAP; funds are being allocated. Working on StRAP contracts and sites.Making ProgressReferred citizens to BMAP and marketed State cost-share programs. Provide technical assistance to citizens on erosion issues and pond maintenance as well as general assistance; Presented at Civics AcademyMaking ProgressLifelong LearningExpand environmental education opportunities with additional staff and through partnering with other departments and organizationsHired new part-time Environmental Education & Program Support person; began onboarding new staff.Making ProgressContinued training of new staff. Developed marketing plan to expand outreach. Worked on organizing Envirothon interest meeting; Presented at Civics AcademyMaking ProgressService ExcellenceProvide support staff to the Environmental Issues Advisory Board and Agricultural Advisory Board.Worked with EIAC on internal issues; Empowered AAB to adopt 2026 meeting schedule; Addressed AAB concerns on proposed Solar Energy System ordinance amendment.Making ProgressAttended EIAC meetings; Scheduled next AAB meeting; Posting agendas & minutes for public viewMaking ProgressQuality of LifeEstablish an agricultural conservation easement program fund to assist with Farmland Preservation efforts.Not StartedNot StartedQuality of LifeContinue to build and promote the VAD/EVAD programs.Received notification of award for ADFP Trust Fund grant of $8,500 to support program; Enrolled and recorded 15 EVAD conservation agreements.Making ProgressWaiting on grant contract; Shared program information to Bushy Fork Grange; Presented at Keeping the Farm WorkshopMaking ProgressQuality of LifeExpand & Promote the Person County Quilt TrailReceived requests to reestablish the Quilt Trail committee.Not StartedIncluded Quilt Trail into Farm City Week Breakfast presentation Making ProgressQuality of LifeProactively meet the changing needs of the community FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives Economic Opportunity and GrowthDevelop and maintain infrastructure that enhances quality of life Capital InvestmentEnsure county facilities meet the needs of the public and employeesLifelong LearningWork with partners to create and support opportunities for the current and future workforce to learn and develop new skills 44110
TaxQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressService ExcellenceMaintain a collection rate of over 98.5 %, which is higher than the state average and the average of our peer counties.Bills created July 1 and mailed before postage increase. Collection rate as of November 14th was 25%.Making ProgressCollection rate at 68.06% as of January 1, 2026. This is in line to meet our budgeted collection rate of 98.5% by June 30, 2026. Making ProgressService ExcellenceMaintain appraisal databases to include updates to real and personal properties due to new construction or additions/deletions of property.Ongoing.Making ProgressApproximately 8,000 listings were mailed prior to January 1, 2026, and these are being processed as we prepared to bill for 2026, which will be early July 2026.Making ProgressService ExcellenceFinish the 2025 reappraisal appeals.8 cases on file with Property Tax Commission. 3 of these have been settled, with no reduction and at the local level, saving attorney costs.Making ProgressSettled 1 additional Property Tax Commission case, with the last 2 residential cases to be addressed in the next few weeks. This will leave 3 commercial cases.Making ProgressFY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives 45111
Transportation (PATS)Quarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressCapital InvestmentPurchase three replacement vehicles using grant funding with a 10% local match. Order forms have been published by NCDOT. Orders to be placed by 12/31/2025.Making ProgressVans and Buses ordered. Purchase orders obtained. Delivery date has not been determined. Making ProgressCapital InvestmentSecure additional funding to support PATS services. Ongoing process / None found at this timeNot StartedVerbal Agreement from KTAR for advertising. Agreement upcomingMaking ProgressService ExcellenceKeep personnel turnover rate low / Continue upward trend in department morale.Ongoing process / Turnover rate is lowMaking ProgressOngoing process / Small turnover due to retirements. Making ProgressService ExcellenceEvaluate staffing levels and route efficiencies. Ongoing processMaking ProgressOngoing Process Making ProgressQuality of LifeExplore low emission vehicles (LP gas specifically) as an option and find funds available for project.Multiple conversations with other agencies in area about conversion of LTV's. Currently van conversions are not available.Making ProgressWeighing out cost savings of only one-half of fleet being able to convert to LPMaking ProgressCapital InvestmentFind a location for a LP fuel depot on county owned property.Inquiring about possible location.Not StartedInquiring about possible location. Fuel Depot would not need to be as large as originally plannedNot StartedFY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives 46112
Veteran ServicesQuarter 1ProgressQuarter 2ProgressQuarter 3ProgressQuarter 4ProgressGoal 15 :15.1Improve access to healthcare servicesWorking with PATS and the DAV van to coordinate transportation to Durham VA.Making ProgressContinuing to work with organizations to provide transportation to healthcare facilitiesMaking Progress15.2Promote healthy lifestyles and behaviors Working to print and distribute to churches and other business a flyer with healthcare and VSO access.Making ProgressContinuing to print and distribute information regarding healthcare and transportationMaking ProgressService ExcellenceProvide support and assistance to veterans and their families regarding various inquiries and benefits.Implementing a laptop with access to VA.gov and other applications in the VA system for Veterans to use. Will help to educate the veterans and dependents on programs.CompletedPromoting usage of laptop for veterans and dependents.Making ProgressQuality of LifePromote healthy communities FY 2025-26 OBJECTIVES (See Adopted Budget)New Initiatives 47113
AGENDA ABSTRACT
Meeting Date:
March 16, 2026
Agenda Title:
Appointments to Boards and Committees
Summary of Information:
Attached are interested citizen applications for current vacancies on various boards and
committees. I respectively request that the Board nominate and appoint as deemed appropriate
following your review of the submitted applications of interest.
Financial Impact:
None
Recommended Action:
Appoint volunteers as deemed appropriate.
Submitted By:
Michele Solomon, Clerk to the Board
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Juvenile Crime Prevention Council
1-Year Initial Term: 2-Year Reappointment
1 position available for each of the following: a Juvenile Defense Attorney, District Attorney or designee,
and Person County School Superintendent or designee
2 positions available for a Member of the General Public, and 1 position available for a Citizen under the
age of 21
The following application was received:
Alisa Black requests reappointment as the District Attorney or designee
Workforce Development Board
1-Year Initial Term; 2-Year Reappointment
2 positions available for a business and industry representative
The following applications were received:
Jody Blackwell requests appointment as an Adult Education and Literacy representative
Joshua Carver requests reappointment as a Business and Industry representative
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Planning and Development for a Better Region K
PO Box 709 - 1724 Graham Avenue - Henderson, NC 27536 - Phone (252) 436-2040 - Fax (252) 436-2055 www.kerrtarcog.org
An Equal Opportunity/Affirmative Action Employer Program
Auxiliary aids and services available upon request to individuals with disabilities
Diane Cox
Executive Director
Member
Governments
COUNTIES
Franklin
Granville
Person
Vance
Warren
MUNICIPALITIES
Bunn
Butner
Creedmoor
Franklinton
Henderson
Kittrell
Louisburg
Macon
Middleburg
Norlina
Oxford
Roxboro
Stem
Stovall
Warrenton
Youngsville
February 20, 2026
Ms. Michele Solomon, Clerk
Person County Board of Commissioners
304 S. Morgan Street
Roxboro, N.C. 27573
Dear Ms. Solomon:
I write to request that the Person County Board of Commissioners appoint Jody Blackwell,
a Person County resident, to the Kerr-Tar Workforce Development Board for a one-year
term. Mr. Blackwell will serve in the required position of Adult Education and Literacy
WIOA Title II Representative. Mr. Blackwell’s position as Dean of Technical and
Manufacturing Programs at Piedmont Community College and service as longtime
workforce partner of the board will offer insight and prospective that is valuable to
workforce programs and opportunities discussed by the board.
Mr. Jody Blackwell will replace Mrs. Barbara Buchanan who previously held the Adult
Education and Literacy WIOA Title II Representative position and is no longer serving on
the Kerr-Tar Workforce Development Board.
Thank you for your assistance. If you have any questions or need additional information,
please contact me at 252-436-2040.
Sincerely,
Lou Grillo
Workforce Development Director
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