101217wsa Agenda Package101217ws HC BOC Page 1
9:00 am
9:30 am
9:45 am
10:15 am
10:45 am
11:15am
11 :30 am
12:00 pm
Harnett County Board of Commissioners
Work Session
Tuesday, October 10, 2017
Liaison Design Proposal for Harnett County Public Utilities, Steve Ward
Update regarding FAA easement at the Harnett Regional Jetport, Barry Blevins
Public hearings/ordinances authorizing demolition of properties, Randy Baker
Discuss Golden Leaf applications
Legislation Discussion:
-Occupancy Tax/Tourism Board
-"Brunch" Bill -early Sunday alcohol sales
County Manager's Report:
October 16 , 2017 Agenda Review
Board of Education Request
Closed session
Adjourn
101217ws HC BOC Page 2
AREA TABLE I EXHIBIT A I PERMANENT EASEMENT 0.577 AC
TEMPORARY CONSTRUCTION EASEMENT (TCE) 0.256 AC
\ SC ALE• I ' • 100' \
\ \ 100 50
\ TRACT# 2710
100
1" PINCH PIPE
N•S96283.69'
E•2081891.64'
GRID COORDS.
PIN. 0589-16-9319 /
\
N/F HARNETT COUNTY
DB 2264. PG . 442
\ PLAT CAB. F, PG 482B / E
, !o zg
t. \,, { Ir
<r\i.~ \ ' ,~
NOTES
TRACT 2690 OVERVIEW
SCALE: 1"•400'
l. AREA BY COOROlNATE COMPVTATION.
2 . All DISTANCES ARE HORIZONTAL GROUND, IN US SUR.VEY
FEET.
J , SUBJECT TO ANY AND AU EASEMENTS, RIGHTS·OF·WAY,
STREETS ANO ASSESSMENTS, AS THE SAME MA Y APPEAR OF
RECORD IN THE REGISTER OF DEEDS omce, a.ERK OF
COURT, TOWN OR C'OUNTY TAX OfflCES, OR. WHJOt HAY
HAVE Bl:EN ACQUIRED BY PRESCRIPTIVE USE.
<. THIS SURVEY IS INTENDED FOR THE PURPOSES OF
EASEMENT ACQUISITION ONLY, AND IS NOTINTENDED TO BE
A BOUNDARY SURVEY OF THE LANDS SHOWN HEREON.
5. NC GJUO COORDINATES AS SHOWN HEREON ARE BASED
UPON GPS OBSERVATIONS UTiltZING NCGS NETWORK RTK
SYSTEM AND ARE REFERENCED TO THE NAD 8J(NSRS 2011 )
DATUM.
6. THIS MAP HAS NOT BEEN REVIEWED BY A LOCAL
GOVERNMENl' AGENCY FOR COMPLIANCE wrrn A.NY
APPLICABLE LAND DEVELOPMENT REGULATIONS .
7. THIS SURVEY WAS MADE WITHOUT BENEFIT OF TITLE
REPORT OR OPINION AND DOES NOT PURPORT TO SHOW All
MATTERS OF TITLE THAT A COMPLETE TITLE REPORT MAY
REVEAL
LEGEND
• COMPUTED POINT
~ \ ~
I.I\~ \ ~ \:
:::i
·,
\
Permanent
Easement Area
(0.321 Acres)
TRACT#2690
PIN : 0589-26-5102
HARNETT COUNTY
D.B. 2276, PG. 653
MB. 2004, PG. 1050
TRACT# 2700
PIN: 0589-25-2799
N/F HARNETT COUNTY
D.B. 2225, PG. 108
"" ff-"-" 'I, ,._.,Y: ....
LINE TABLE
LINE LENGTH BEARING
L1 32.20 N02'32'59°W
L2 47.41 N10'31'14"E
L3 21.47 N10"31'14"E
L4 57.67 S10'31'1 4 "W
L5 34.36 541'32'28"[
L6 74.66 S45'28'54"W
L7 18.34 S45'25'54"W
LB 50.45 S45'28'54°W
CURVE TABLE
CURVE I LENG TH I RADIUS I CHORD I CHORD BRG
C3 1 45. 77 12216.831 45.77 1 N36'21'25°W
C41 37.2512166.83 J 37.251 S36'16'50"E
I, JUSTIN R. WILLIAMS, CERTIFY THAT IBIS PLAT WAS OR.AWN UNDER MY
SUPERVISION FROM AN ACTUAL FIELD SURVEY UNDER MY SUPERVISION. THAT
THE DEEDS ANO MAPS NOTED WERE USED AS REF ERENCES, THAT THE
BOUNDARIES NOT SURVEYED ARE CLEARLY INDICATED AS DRAWN FIi.OM
INFORMATION INDICATED, THAT THE RATIO OF PREOSION AS CALQJLATED IS
GREATER THAN 1:10,000; THAT THIS PLAT WAS PREPARED FOR THE PURPOSE
OF R/W ACQUISITION AND /OR EASEMENT ACQUISmON ONLY, AND IS NOT
INTENDED TO SE A BOUNDAR Y SURVEY Of TliE PARCEL SHOWN HEREON;
THAT nus MAP MEETS THE REQUIREMENTS Of T'HE STANDARDS OF PRACTlCE
FOR LANO SURVEYING IN NORTH CAROUNA(21 NCAC 56.1600).
EASEMENT FOR
Professional
Property
Q PROPERTY CORNER FOUND fAS DESCRIBED) PIEDMONT NATURAL GAS COMPANY , INC ' Surveyors , Inc .
18335 O ld Statesville Road
Ste. A, Cornelius, N.C. 28031
704-765-5134 Phone/Fax
Firm License : C-3666
PN.Q.!_ASE~ __ __ _
SUBJECT BOUNDARY LINE {SURVEYED)
SUBJECT BOUNDARY LINE (NOT SURVEYED)
AOJOINER BOUNDARY LINE (SURVHEDJ
AOJOINER 80UNOARY LINE INDT SURVEYED)
ROAD 11/W LINE _ _ ---
ACROSS THE LANDS OF
HARNETI COUNTY
US HIGHWAY #421
ERWIN, HARNETT COUNTY, NC 28334
DEED BOOK 2276, PAGE 653
PROJECT# IR : 25-51329 TRACT #2690
DRAWN BY: JEC
DATE: 02/08/2017
,08 NO. 25-S 1329
SCALE 1• • 100' PAGE 1 OF2
101217ws HC BOC Page 3
I EXHIBIT A I AREA TA BLE
PERMANEITT EASEMEITT 0 .577 AC
TEMPORARY CONSTRUCTION EASEMENT (TCE) 0.256 AC
SCAL[1 1• • 100'
100 50 0 • 100
TRACT# 2700
PIN: 0589•2S.2799
N/F HARNETI COUNTY
D.B. 2225. PG. 108
LINE TAB LE
LINE LENGTH BEARING
L9 75.52 544·19·4s·w
l10 25.75 N44.19'45"E
l11 50.17 N44.21'47"E
L12 64.56 s 4o·s8'36"W
l13 16.31 N48.46' 43"W
l14 50.04 S40'58'36"W
CU RVE TABLE
'
Permanent
Easement Area
(0.256 Acr es)
TRACT#2690
PIN : 0589-26-5102
HARNETT COUNTY
O.B . 2276, PG. 653
MB . 2004, PG. 1050
1-,,.6'· I
"s'-,,.6· ~.j;.jxi,,
MS REBAR (SENT)
N=581399.08'
E=2083545.38 '
GRID COORDS.
CURVE LEN GTH RADIU S CHORD CHO RD BRG
Cl 3.69 2216.83 3.69 N46·s2·01·w
C2 224.51 2216.83 224.41 N43'55'11 "W
cs 221.56 2166.83 221.47 S4 3'50'26"E
NOTES
1. AREA BY COORDINATE COMPUTATION.
2. ALL DISTANCES ARE HORIZONTAL GROUNO, IN US SURVEY
FEET.
3. SUBJECT TO ANY AND ALL EASEMENTS, RJGHTS·OF·WAY,
STREETS ANO ASSESSMENTS, AS me SAME MAY APPEAR Of
RECORD IN me REGISTER Of DEEDS omce, CLERK Of
COURT, TOWN OR COUNTY TAX OFFICES, OR WHI~ MAY
HAVE BEEN ACQUIRED BY PRESCRIPTIVE use.
4. THIS SURVEY IS INTENDED FOR THE PURPOSES OF
EASEMENT ACQUISITION ONLY, ANO IS NOT INTENDED TO BE
A BOUNDARY SUR.VEY OF THE LANDS SHOWN HEREON.
S. NC GRID COORDINATES AS SHOWN HEREON AAE BASED
UPON GPS 08SERVAT10NS UTILIZING NCGS NETWORK RTI<
SYSTEM ANO ARE REFERENCED TO mE NAO 83(NSRS 2011)
DATUM.
6. THIS MAP HAS NOT BEEN REVIEWEO SY A LOCAL
GOVER.NM ENT AGENCY FOR. COMPLIANCE WJ1li At('(
APPLICABLE LANO DEVELOPMENT REGULATIONS.
7. mlS SURVEY WAS MADE WITHOUT BENEFIT OF TITLE
REPORT OR OPINION ANO DOES NOT PURPORT TO SHOW AU
MATTERS OF TinE lliAT A COMPLETE n nE REPORT MAY
REVEAL
LEGEND
I, JUSTIN R. WILLIAMS, CERTIFY THAT llilS PLAT WAS DRAWN UNDER MY
SUPERVISION FROM AN ACTUA L AELO SURVEY UNDER MY SUPERVISION. THAT
THE DEEDS ANO MAPS NOTED WERE USED AS REFERENCES. THAT THE
BOUNDARIES NOT SURVEYED ARE a.EARLY INDICATED "'5 DRAWN FROM
INFORMATION INDICATED, THAT THE RATIO OF PRECI SION AS CALQJLATEO IS
GREATER TH.AN 1 : 10,000; THAT THIS PLAT WAS PREPARED FOR TliE PURPOSE
OF R/W ACQUISITION ANO/OR EASEMENT ACQUISmON ONLY, AN O IS NOT
INTENDED TO ee A BOUNDARY SURVEY OF THE PARQL SHOWN HEREON;
Tl<AT mis MAP MEETS me REQUIREMENTS OF THE STANDARDS OF PRACTICE
FOR LANO SURVEYING IN NORTH CAAOUNA{2 1 NCAC 56.1600).
EASEMENT FOR
I
I
I
PIN: 0589.JS.7623
N/F RUBELLE H. SHELLEY
D.B. 699, PG. 203
• COMPUTEO POINT
0 PROPERTY CORNER FOUND (AS DESCRIBED) PI EDMONT NATURAL GAS COMPAN Y, INC
Profe ssio nal
Prop erty
' Surveyors, Inc.
PN~ASE~ --__ _
SUBJECT BOUNDARY LINE (SURVEYED)
SUBJECT 80\JNOARY LINE (NOT SURVEYED) ------AOJOINER BOUNOARY LINE (SURVEYED)
AOJOINER BOUNOARY LINE (NOT SURVEYED)
R~E -----
ACROSS THE LANDS Of
HARNETT COUNTY
US HIGHWAY M421
ERWIN, HARNETI COUNTY, NC 28334
DEED BOOK 2276, PAGE 6S3
PROJECT# IR: 25-51329 TRACT #2690
18335 Old Statesville Road
Ste. A, Cornelius, N.C. 28031
704-765-5134 Phone/Fax
Finn License: C-3666
DRAWN BY: JEC
DATE , 02/08/2017
JOB NO. 25·51329
SCALE l " • 100' PAGE20F 2
101217ws HC BOC Page 4
AREA TABLE
PERMANENT EASEMENT 0.180 AC
TEMPORARY CONSTRUCTION EASEMENT (TCE) 0.082 AC
l " PINCH PIPE
,Q N•596283.69' \
"" E•2081891.64'
\GRID COORDS.
\\ \
I EXHIBIT A I
SCALE• I' • 80'
80 40 80
\ \
\~ \\
TRACT#2690
:-fv,
'
"'00-0 \ \
PIN: 0589-26-5102
N/F HARNETT COUNTY
0 .B. 2276, PG. 653
MB. 2004, PG. 1050
~ \
~
~ \
\\~
~~
~'ts>.
~
~
\
T RACT#2700
PIN : 0589·25-2799
HARNETT COUNTY
D.B. 2225, PG. 108
MB . 2004, PG . 1050
TRACT#2690
Ea sement Area
(0.180 Acres)
PIN: 0589-26-5102
N/F HARNETI COUNTY
D.B. 2276, PG. 653
MB. 2004, PG. 1050
LINE TA BLE
LINE LENGTH BEA RING
L1 50.45 N45"28'54"E
L2 18.33 N45'28'54"E
L3 74.66 N45'28'54"E
L4 75.52 S4419'45"W
L 5 25.75 S44 19'4 5"W
L6 50.17 S4419'45"W
CURVE TABLE
CURVE I LENGTH I RADIUS I CHORD I CHORD BRG
C11 157.4912216.831 157.461 NJ8'58'58"W
C2 1 156.5212166.831 156.481 NJ8"50'28"W
NOTES
1. AREA BY COORDINATE COMPUTATION.
2, ALL DISTANCES ARE HORIZONTAL GROUND, IN US SURVEY
FEET.
3. SUBJECT TO ANY ANO ALL EASEMENTS, RIGHTS-OF-WAY,
STREETS ANO ASSESSMENTS, AS THE SAME MAY APPEAR OF
RECORD IN THE REGI STER OF DEEDS OFFICE, ClERK OF
COURT, TOWN OR COUNTY TAX OFACES, OR WHIO. MAY
HAVE BEEN ACQUIRED BY PRESCRIPTIVE USE.
4. THI S SURVEY IS INTENDED FOR THE PURPOSES OF
EASEMENT ACQUISITION ONLY, AND JS NOT INTENDED TO BE
A BOUNDARY SURVEY OF THE LANDS SHOWN HEREON.
5. NC GRID COOROlNATES AS SHOWN HEREON AR E BASED
UPON GP$ OBSERVATIONS UTlllZ?NG NCGS NETWORK RTK
SYSTI'M AND ARE REFERENCED TO THE NAO B3(NSRS 2011)
OAlUM.
6. THIS MAP HAS NOT BEEN REVIEWED BY A LOCAL
GOVERNMENT AGENCY FOR COMPUANCE WITH ANY
APPLICABLE LAND DEVELOPMENT REGULATIONS.
7 . THIS SURVEY WAS MADE WITHOUT BENEFIT OF TTTlE
REPORT OR OPINION AND DOES NOT PURPORT TO SHOW ALL
MATIER$ OF nne TI-IAT A COMPLETE nne REPORT MAY
REVEAL.
LEGEND
I, JUSTIN R. WILLIAMS, CERTIFY THAT THIS Pl.AT WAS DRAWN UNDER MY
SUPERVISION FROM AN AcnJAL FIELD SURVEY UNDER MY SUPERVISION. THAT
THE DEEDS ANO MAPS NOTED WERE USED AS REFERENCES. niAT me
BOUNDARIES NOT SURVEYED ARE CLEARLY IN DICATED AS DRAWN FROM
INFORMATION INDICATED, THAT THE RATIO OF PRECISION AS CALQJLATED 15
GREATER THAN 1: 10,000; niAT T HIS PLAT WAS PREPARED FOR THE PURPOSE
O F RJ W ACQUISITION AND/OR EASEMENT ACQUISmON ONLY, AND IS NOT
INTENDED TO BE A BOUNDARY SURVEY Of THE PARCEL SHOWN HEREON;
THAT THIS MAP MEETS THE REQUIREMENTS OF THE STANDARDS OF PRACTICE
FOR LAND SURVEYING IN NORTH CAROUNA(21 NCAC 56.1600).
#5 REBAR (BENT)/
N•581399.08'
E~2083545.38'
GRID COORDS.
• COMPUTE D POJNT
0 PROPERTY CORNER FOUND (AS DESCRIBED)
EASEMENT FOR
PIEDMONT NAT URA L GAS CO MPA NY, INC.
Professional
Property
Surveyors, Inc.
PNG EASEMENT __ __ _
SUBJECT BOUNDARY LINE (SURVEYED)
SUBJECT BOUNDARY LINE (NOT SURVEYED)
ADJOINER BOUNDARY LINE (SURVEYED)
ADJOINER BOUNDARY LIN E (NOT SURVEYED)
R~E -----
ACROSS THE LANDS OF
HARNETT COUNTY
US HIGHWAY #421
ERWIN, HARNETT COUNTY, NC 28334
DEED BOOK 2225, PAGE 108
PROJECT# IR: 25 -51329 TRACT #2700
18335 Old Statesville Road
Ste. A, Cornelius, N.C. 28031
704-765-5134 Phone/Fax
Fim1 License: C-3666
DRAWN BY: JEC REVISIONS
DATE: 02/08/201 7 REVISE DEED INFO 02·13·17
JOB NO. 2S ·5 1329
SCALE 1" :a 80' PAGE10Fl
101217ws HC BOC Page 5
I EXHIBIT A I AREA TABLE
PERMANENT EASEMENT 0.755 AC
TEMPORARY CONSTRUCTION EASEMENT (TCE) 0.233 AC
SCALE• t• = 100'
ISRE8AR /
100 100
£•2081603.01' N•S967S3.99' / ~
GRID COORDS. /
f / PIN. 0589-16-8714
N/F B C PROPERTY INC
_ -D.B.1120,PG.976 --I PLAT CAB. F. PG . 4828
~i-.0-
0 <,, "'·\~ (' ,..,
~
''&.
<,9
<o>
1 • PINCH PIP(
TRACT 2690 OVERVIEW
NOTTO SCALE
NOTES
1. AREA BY COORDINATE COMPUTATION.
2. :elir~ISTANCES ARE HORIZONTAL GROUND, IN us SURV~
3. SUBJECT TO ANY ANO All EASEMENTS, RIGHTS-OF-WAY,
STREETS ANO ASSESSMENTS, AS THE SAME MAY APPEAR OF
RECORD IN THE REGISTER OF DEEDS ornce, a.ERK OF
COURT, TOWN OR COUNTY TAX OFFICES, OR WHJOi MAY
HAVE BEEN AClllJJREO BY PRESCRIPTIVE USE.
•• THIS SURVEY IS INTENDED FOR THE PURPOSES Of
EASEMENT ACQUISITION ONLY, ANO IS NOT INTENDED TO BE
A BOUNDARY SURVEY OF THE LANDS SHOWN HEREON.
5. NC GRID COORDINATES AS SHOWN HEREON ARE BASED
UPON GPS OBSERVATIONS UTILIZING NCGS NETWOR.K RTK
SYSTEM AN O ARE REFERENCED TO THE NAO 8J(NSRS 2011)
OATIJM.
6. THIS MAP HAS NOT BEEN REVIEWED BY A LOCAL
GOVERNMENT AGENCY FOR COMPUMICE wrrn AWf
APPLICABLE LANO OEVELOPMENT REGULATIONS.
7 . nus SURVEY WAS MA DE WITHOUT BENEFIT OF TTn.E
REPORT OR OPINION AND DOES NOT PURPORT TO SHOW All
MATTERS OF TITLE THAT A COMPLETE TITLE REPORT MAY
REVEAL
LEGEND
e COMPUTED POINT
LINE
~ '?, ~-'cs>.
~
TRACT#2710
PIN: 0589-16-9319.000
HARNETI COUNTY
D.B. 2264, PG. 442
MB. 2004, PG. 1050
TCEAREA
Per manent
Ea se ment A re a
(O. 755 Acr es)
I
(
I, JUSTIN R. WILLIAMS, CERTIFY THAT THIS PLAT WAS DRAWN UNDER MY
SUPERVISION FROM AN ACT1JAL FIELD SURVEY UNDER MY SUPERVISION. THAT
THE DEEDS AND MAPS NOTED WERE USED AS REFERENCES. THAT THE
&OUNOARIES NOT SURVEYED ARE CLEARLY INDICA1£0 AS DR.AWN FR.OM
INFORMATION INDICATED, THAT Tl4E RATIO Of PRECISION AS CALOJlATEO IS
GREATER THAN 1 :10,000; THAT THIS PLAT WAS PREPARED FOR THE PURPOSE
OF RJW ACQUJSIT!ON ANO/OR EASEMENT AClllJlSmON ONLY, ANO I S NOT
INTENDED TO BE A BOUNDARY SURVEY OF THE PA.RCEL SHOWN HEREON;
THAT THIS MAP MEETS THE REQUI REMENTS OF THE STANDARDS OF PRAcnCE
FOR LANO SURVEYING IN NORTH CAAOUNA(21 NCAC S6.l600).
EASEMENT FOR
L1
L2
L3
L4
L5
L6
L 7
LB
L9
L10
L11
LINE TABLE
LENGTH BEARING
65.10 N60'21'58"E
90.84 S32'51'J2"E
57.66 S10'31'14 "W
21.47 S10'31'14"W
47.42 S10'31'14"W
32.55 S02'32'59"E
77.64 N32'51'32"W
15.02 N32'51'32"W
2 4 .23 N32'51'32"W
50.08 N60'21'58"E
76.16 S32'51'32"E
TRACT#2690
PIN: 0589,26-5102.000
NIF H ARNETI COUNTY
D.B. 2276. PG . 653
MB. 2004. PG. 1050
Professional
Property
0 PROPERTY CORNER FOUND (AS DESCRl8EOJ PIEDMONT NATURA L GAS COMPAN Y, IN C Surveyors , Inc.
18335 O ld Statesv ille Road
Ste. A, Corneli us, N .C. 28031
704-765-5134 Phone/Fax
Fim, License: C-3666
PN.Q!_ASEMENT __ __ _
SUBJECT BOUNDARY LINE (SURI/EYED)
SUBJECT BOUNDARY LINE (NOT SURI/EYED)
AOJOINER BOUNDARY LINE (SURVEYED)
AOJOlNER BOUNDARY LINE (NOT SURVEYED)
ROAD 11/W UNE _ _ ---
ACROSS THE LANDS OF
HARNED COUNTY
US HIGHWAY #421
ERWIN, HARNETT COUNTY, NC 28334
DEED BOOK 2264, PAG E 442; MB . 2004, PG. 1050
PROJECT# I R: 25-51329 TRACT #2710
DRAWN BY:JEC REVtSIONS
DATE: 02/08/2017
JOB NO. 25•51329
SCALE 1" • 100' PA.GE 1 Of 1
101217ws HC BOC Page 6
AREA TABLE
PERMANENT EASE MENT I 0.115 AC
T EMPORARY CONSTRUCTION EASEMENT (TCE) I 0.099 AC
UTILITY STATION SITE EASEMENT (USSE)
\
/
#4 REBAR
N 596784.52'
E 2081336.59'
GRID COOROS.
\
11'5 REBAR
/
/
/
/ /
~ /
/
~ /
/
/
NOTES
TRACT#2750
PIN: 0589-06-5677
N /F CAROL YN S. LEITH
LIVING TRUST
O.B. 141 5, PG. 573
PLAT CAB . E, PG. 154A
1. AREA BY COORDINATE COMPVTATION.
I 0.196 AC
2. ALL DISTANCES ARE HORIZONTAL GROUND, lN US SURVEY
FEET.
3. SUBJECT TO ANY ANO ALL EASEMENTS, RI GHTS-OF-WAY,
STREETS ANO ASSESSMENTS, AS THE SAME MAY APPEAR OF
RECORD IN THE REGISTER OF DEEDS OFFICE, a.ERK OF
COURT, TOWN OR COUNTY TAX O FFICES, OR WHIOi MAY
HAVE BEEN ACQUIRED BY PRESCRIFT1VE USE.
4. THIS SURVEY IS INTENDED FOR THE PURPOSES OF
EASE MENT ACQUISITION ONLY, ANO IS NOT INTENDED TO 6E
A BOUN DARY SURVEY OF THE LANDS SHOWN HEREON.
S. NC GRI D COORDINATES AS SHOWN HEREON ARE BASED
UPON GPS OBSERVATIONS UTILIZING NCGS NETWORK RTI<
SYSTE M AND AR E REFERENCED TO THE NAO 83(NSRS 2011)
DATUM.
6 . THJS MAP HAS NOT BEEN REVIE WED BY A LOCAL
GOVERN MENT AGE NCY FOR COMPLIANCE WITH A1'N
APPLICABLE LAND DEVELOPMENT REGULATIONS.
7. nus SURVEY WAS MADE WITHOUT BENEFIT OF TTnE
REPORT OR OPINlON AN O DOES NOT PURPORT TO SHOW AU
MAmRS OF nn.e THAT A COMPLETE TlllE REPORT MAY
REVEAL
LEGEND
e COMPUTED POINT
I EXHIBIT A I
SCALE• I' = 100'
100 50
VIC INITY MAP
NOTTO SCALE
-..
I
l
'
t
\\ '
\
PIN: 0589-15-6531
N/F HARNE IT COUNTY
O.B. 2000. PG. 664
MB. 2000, PG. 1050
\\
\
APPARENT OVERLAP AREA
' ' ~ {'· 2006. PG. 791
\
\
\
~
1, JUSTIN R. WILLIAM S, CERTIFY THAT THIS PLAT WAS DRAWN UNDER MY
SUPERVISION FROM AN ACTUAL FIELD SURVEY UNDER MY SU PE RVJ SJ ON. THAT
THE DEEDS ANO MAPS NOTED W ERE USED AS REFERENCES. THAT THE
BOUNDARIE S NOT S URVEYED ARE CLEARLY INDICATED AS DRAWN FROM
INFORMATION INDICATED, THAT THE RATIO OF PRECISION AS CALOJLATEO IS
GREATER THAN 1: 101000; l'HAT THIS Pl.AT WAS PREPARED FOR THE PURl>OSE
OF R/W ACQUISITION AND/OR EASEMENT ACQlJJSmON ONLY, AND IS NOT
INTENDED TO BE A BOUNDARY SURVEY Of THE PARCEL SHOWN HEREON;
THAT nus MAP MEETS THE REQUIREMENTS Of THE STANDARD S OF PRACTICE
FOR LAND SURVEYI NG IN NORTH CAROUNA(21 NCAC 56.1600).
WITNESS MY HANO ANO SEAL THIS _ DAY OF 2017.
Digitally signed by
_ Justin R. Williams, N.C. P LS
Professional Property
Surveyors, Inc. 0 2-08-20 17
JUSTlN R. WILLIAM S, N.C. PLS-4942
EASEMENT FOR
Q PROPERTY CORN ER FOUND (AS OESCRISEO) PIEDMONT NATURAL GAS COMPANY, INC .
Profe ss ional
Property
Surveyors, In c.
P~ASE~ ____ _
SUBJ ECT BOUNDARY LI NE (SURVEYED)
SUBJECT BOUNDARY LINE (NOT SURVEYED)
ADJOI NER BOUNDARY LINE (SURVEYED)
ADJOI NER BOUNDARY LIN E (NOT5URVE YE O)
R~E -_ ----
ACROSS THE !ANDS OF
HARNETI COUNTY
US HIGHWAY #421
ERWIN , HARNETT COUNT"I', NC 28334
DEED SOOK 2306, PAGE 448
PROJECT# IR : 25-51329 TRA CT #2740
18335 Old Statesv ille Road
Ste. A, Cornelius, N.C. 2803 l
7 04-765-5 134 Phone/Fax
Finn Li cense: C-3666
DRAWN BY: JEC REVISIONS
DATE : 02/08/2017
JOB NO . 25-51329
SCALE 1" = 100' PAGE l OF2
101217ws HC BOC Page 7
AREA TABLE
PERMANENT EASEMENT I 0.115 AC
TEMPORARY CONSTRUCTION EASEMENT (TCE) I 0.099 AC
I EXHIBIT A I
UTILITY STATION SITE EASEMENT (USSE) f 0 .196 AC SCALE• I' = 30'
30 IS
TRACT#2740
PIN: 0589-16-3577
HARNETT COUNTY
D.B. 2306, PG. 448
MB. 2006, PG. 791
30
V IC IN ITY MAP
NOTTO SCAl.E
/
TRACT #2730
PIN: 0589-16-4363.000
N/F J. H. STEWART FARMS INC.
D.8. 2054, PG. 293
P IN : 0589-16-4363.000
/
/
Permanent
Eas ement Area
(0.012 Acres)
Permanent
/
LINE TABLE
LINE LENGTH BEARING
Ll 52.46 N73°12'44"E
L2 67.42 536°23'29"E
L3 40.76 531°46'04"E
L4 15.34 so9•37'26"W
LS 12.37 587"34'25"W
L6 15.01 N00"15'53"W
L7 50.04 Noo·1s•s3 "w
LS 50.04 Noo·1s•s3"w
L9 20.01 N00"15'53"W
LlO 110.72 500'15'53"E
Lll 72.26 s11·ss'36"W
L12 5.25 s 11·ss'36"W
LB 11.74 ss1•34•2s"w
Ll4 83.93 ss1•34•2s"w
LlS 85.04 NS 7°34'2S"E
L16 50.04
USSE
Easement Area
(0.196 Acres)
Permanent Easement Area
and
USSE Area
overlap 0.098 Acre s
Permanent
Easement Area
(0.098 Acres)
/
/ /
/
/
TCEAREA
(0.004 Acresl
soo·1s'53"E
L17 44.94 S00'15'53"E
Ll8 85.04 S87°34'25"W \
Ll 9 15.48 s11 ·ss'36"W
L20 46.36 s11·s5'36"W
L21 9.80 NS7'34'25"E
L22 9.62 NS7.34'25"E
NOTES
1. AREA BY COORDINATE COMPUTATION.
2. All DISTANCES ARE HORIZONTAL GROUND, IN US SURVEY
FEET.
3. SUBJECT TO ANY AND ALL EASEMENTS, RIGHTS·Of·WAY,
STREETS A NO A SSESSMENTS, AS THE SAME MAY APPEAR Of
RECORD IN THE REGISTER OF DEEDS OFACE, 0.ERK OF
COURT, TOWN OR COUNTY TAX OFFICES, OR WHI Ot MAY
HAVE BEEN ACQUIRED BY PRESCRIPTIVE USE.
4. THI S SURVEY IS INTENDED FOR THE PURPOSES OF
EASE MENT ACQUISITION ONLY, ANO JS NOT INTENDED TO BE
A BOUNDARY SURVEY OF THE LANDS SHOWN HEREON.
5. NC GRID COORDINATES AS SHOWN HEREON ARE BASED
UPON GPS OBSERVATIONS UTILIZING NCGS NETWORK RTK
SYSTEM ANO ARE REFERENCED TO Tl<E NAO 83(NSRS 2011)
DATUM.
6. THIS MAP HAS NOT BEEN REVIEWED BY A LOCAL
GOVERNMENT AGENCY FOR COMPLIANCE WITH A~
APPLICABLE LAND DEVELOPMENT REGULATIONS.
7. TH I S SURVEY WAS MADE WITHOUT BENEflT OF TTTlE
REPORT OR OPINION ANO DOES NOT PURPORT TO SHOW AU
MATTERS OF Tin.E THAT A COMPLETE nn.e REPORT MAY
REVEAL.
LEGEND
• COMPUTED POINT
I, JUSTIN R. WILLIAMS, CERTIFY THAT THIS PLAT WAS DRAWN UNDER MY
SUPERVISION FROM AN AcnJAL AELD SURVEY UNDER MY SUPERVISION. THAT
THE DEEDS AND MAPS NOTED WERE USED AS REFERENCES, THAT THE
BOUNDARIES NOT S URVEYED ARE CLEARLY INOtCATED AS OR.AWN FROM
INFORMATION INDICATED, THAT TliE RATIO OF PR.ECJSION AS CALOJlATED JS
GREATER THAN 1:10,000; TI-iAT THIS PLAT WAS PREPAR ED FOR TiiE PURPOSE
OF R/W ACQUISITION ANO/OR EASEMENT ACQUISffiON ONLY, ANO IS NOT
INTENDED TO BE A BOUNDARY SURVEY OF THE PARCEL SHOWN HEREON;
THAT n-ns MAP MEETS THE REQUIREMEl'fTS Of THE STANDARDS OF PRACTICE
FOR LAND SURVEYING IN NORTH CAROUNA(21 NCAC 56.1600).
WITNESS MY HAND ANO SEAL THIS _ DAY OF 2017.
Digitally signed by
_lus<in R. Williams, N.C. PLS
Professio nal Property
Surveyors, Inc. 02-08-2017
rusTIN R. WILLIAMS. N.C. PLS-4942
EASE M ENT FOR
Q PROPERTY CORNER FOUND (AS DESCRIBED) PIEDMONT NATURAL GAS COMPANY, INC.
Profe ssio nal
Prop erty
Surveyors, Inc.
18335 Old Statesvill e Road
Ste. A, Cornelius, N.C. 28031
704-765-5134 Phone/Fax
PNG EASE~ __ __ _
SUBJECT BOUNDARY LINE (SURVEYED)
SUBJECT BOUNDARY LIN E (NOT SURVEYED)
AOJOINER BOUNDARY LINE (SURVEYED)
ADJOINER BOUNDARY LIN E (NOT SURVEYED)
ROAD R/W LINE _ _ ---
ACROSS THE LA N DS OF
HARNEIT COU NTY
US HIGHWAY #421
ERWIN, HARNETT COUNTY, NC 28334
DEED BOOK 2306, PAGE 448
PROJECT# I R: 25-51329 TRACT #2740
Finn Li cense: C-3666
DRAWN BY: JEC REVISIONS
DATE: 02/08/2017
JOB NO. 2S-51329
SCALE I " • 30' PAGE20F2
101217ws HC BOC Page 8
101217ws HC BOC Page 9
~~Harnett
~(--.. COUNTY
,J_ NORlH CAROLINA
TO: HARN ITT COUNTY BOARD OF COMMISSIONERS
SUBJECT: ORDINANCE TO DEMOLISH
REQUESTED BY: DEVELOPMENT SERVICES-PROBLEM PROPERTIES SECTION
REQUEST :
Development Services
Compliance Enforcement Division
www.harnett.org
PO Box 65
108 E. Front St.
Lillington, NC 27546
Ph: 910-893-7525
Fax: 910-814-6459
Problem Properties Administrator request a public hearing be conducted pertaining to Proposed Resolutions and
Ordinances to demolish the structures located at the following locations:
365 Betts Road -PIN# 0646-40-0252.000 -Buckhorn Township
3254 Old Stage Road South -PIN# 0588-71-3505.000-Grove Township
BACKGROUND:
Case files indicate that both properties contain structures that have been condemned due to structural damage which has
the potential to result in structural collapse. Hearings were conducted to allow the property owners an opportunity to
submit information regarding the condition of the structures and the actions that would be taken to correct the
deficiencies. At the conclusion of the hearings, an Order was issued for demolition of the structures. To this date the
owners of the subject properties have failed to take corrective actions as Ordered by the Building Codes Administrator.
SITE LOCATION: 365 Betts Road
101217ws HC BOC Page 10
Harnett
re::~ .... C O U N T Y
NOR H CAROLINA
PROPERTY INFORMATION:
Parcel ID# PIN#
05-0646-0003 0646-40-0252.000
Parcel Size : Structure Type:
0.72 Acres Stick Built SFD
SITE PHOTOS:
Development Services
Compliance Enforcement Division
Zoning District
RA-30
Owner(s) Name:
Kenneth James Bigda
Carol Ann Bigda
www.harnett.org
PO Box 65
108 E. Front St.
Lillington, NC 27546
Ph : 910-893-7525
Fax:910-814-6459
Township
Buckhorn
Date Condemned:
04/13/2016
101217ws HC BOC Page 11
Harnett
COUNTY
NORTH LAROLINA
SITE LOCATION: 3254 Old Stage Road South
11!!!:,;ii
PROPERTY INFORMATION:
Parcel ID# PIN#
07-0587-0001 0588-71-3505 .000
Parcel Size: Structure Type:
5.26 Acres Stick Built SFD
SITE PHOTOS:
Development Services
Compliance Enforcement Division
Zoning District
RA-30
Owner(s) Name:
Jimmy Duran Johnson
www.harnett.org
PO Box 65
108 E. Front St.
Lillington, NC 27546
Ph : 910-893-7525
Fax : 910-814-6459
Township
Grove
Date Condemned:
09/07/2016
101217ws HC BOC Page 12
Harnett
COUNTY
NORTH CAROLINA
Development Services
Compliance Enforcement Division
www.harnett.org
PO Box 65
108 E. Front St.
Lillington, NC 27546
Ph: 910-893-7525
Fax: 910-814-6459
101217ws HC BOC Page 13
Harnett
---'="'"" C O U N T Y
..__..;.:..a..::;;;.;._~..1 NORTH CAROL I NA
ORDINANCE AUTHORIZING DEMOLITION OF 3254 OLD STAGE ROAD
SOUTH (SINGLE-FAMILY RESIDENCE) AND IMPOSITION OF LIEN TO
RECOVER COUNTY COSTS
WHEREAS, the County of Hamett has received complaints about life safety issues and
potential code violations on the single-family residence located at 3254 Old Stage Road South,
Erwin, NC, owned by William Charles Johnson (Deceased) and wife, Nannie Sue Johnson
(Deceased) and Jimmy D. Johnson and wife, Brenda B. Johnson (Deceased) through deed
recorded in Book 817, Page 616 , of the Hamett County Registry, and
WHEREAS, the concerns identified have included severe fire damage, structural deterioration
and collapse, water intrusion, unrestricted access and other code violations that present clear life
safety issues, and
WHEREAS , on September 7, 2016 , the structure located at 3254 Old Stage Road South was
posted in a conspicuous place as unsafe and a certified letter was sent to the owner, Jimmy D.
Johnson, on January 12, 2017 to order the structure not to be occupied, and to advise the owner
of the opportunity to present evidence concerning the structure at a hearing, which was
scheduled for January 19 , 2017, and
www.ha rn ett .org
WHEREAS , County staff conducted a hearing with Jimmy D. Johnson, the owner of 3254 Old
Stage Road South, on January 19 , 2017, and the owner was advised that a formal order would be
issued regarding the determination of corrective actions, and
WHEREAS, based on the discussion with Jimmy D. Johnson , the owner of 3254 Old Stage Road
South, a formal order was issued to demolish the structure on January 19, 2017, and a deadline
of March 24, 2017 to demolish the structure was established as required by NCGS l 53A-369,
and
WHEREAS , Jimmy D. Johnson, the owner of 3254 Old Stage Road South, did not appeal the
January 19, 2017 order to the Hamett County Board of Commissioners, and
WHEREAS , no significant progress has occurred to demolish the structure, and it remains in a
similar condition as noted in September 2016, and
WHEREAS, in the interest of the public health, safety, and welfare , and despite repeated
efforts by the Hamett County staff to work cooperatively with the owner of the structure to
resolve the outstanding life safety concerns, and as a result of the owner having failed to
comply with the order to demolish within the prescribe timeframe, the County has determined
that it is now necessary for the County to proceed with the demolition of the single-family
residence at 3254 Old Stage Road South, Erwin, NC, and
WHEREAS, the County has solicited bids for the demolition of the structure, and the low bid is
the sum of $7,050.00 for the abatement of a sbestos containing materials and demolition and
removal of debris and material s of the single-family residence , and
strong root s • new growth
101217ws HC BOC Page 14
WHEREAS, the cost incurred by the County shall be a lien against the owner, Jimmy D.
Johnson, and the real property located at 3254 Old Stage Road South, Erwin, NC as conveyed to
owner in Book 817, Page 616, Harnett County Registry, and the County shall sell any usable
materials and personal property, fixtures, and appurtenances found in or attached to the structure
and credit the proceeds of the sale toward the costs and account to the owner,
NOW, THEREFORE BE IT ORDAINED by the Harnett County Board of Commissioners that:
Section 1. Due to significant life safety concerns and pursuant to NCGS 153A-3 72, the
demolition of the single-family residence at 3254 Old Stage Road South, Erwin, NC, (PIN 0588-
71-3505.000) is hereby authorized, and County staff shall contract for and carry out the
demolition and removal of the structure in accordance with the terms of this Ordinance,
Section 2. Pursuant to NCGS 153A-372, and NCGS l 53A-200, a lien equal to the
amount of the County's cost associated with the demolition and removal, less any credits due the
owner, shall be imposed against the real property located at 3254 Old Stage Road South, and the
costs shall be repaid to the County within 30 days following demolition and removal of the
single-family residential structure. If the County does not receive payment for said costs within
30 days, then all costs not paid to the County within 30 days shall accrue interest at a rate of 8%
per annum and said interest shall be added to the amount of the lien imposed, and the County is
authorized to foreclose its lien and recover all costs associated therewith including attorney's
fees and court costs.
Section 3. County shall sell the usable materials of the dwelling and credit the proceeds
against the cost of demolition and removal. If a surplus remains after the sale of the materials
and satisfaction of the cost of removal or demolition, County shall depos it the surplus in the
Superior Court where it shall be secured and disbursed by the Court to the person found to be
entitles thereto by final order or decree of the Court.
Section 4. A certified copy of the Resolution and Ordinance be recorded in the Office of
the Harnett County Register of Deeds.
Section 5 . This Ordinance shall become effective upon its adoption.
Adopted this the 16th day of October, 20 I 7.
HARNETT COUNT Y BOARD OF COMMISSIONERS
Gordon Springle, Chairman
ATTES T:
Margaret Gina Wheeler, Clerk to the Board
www.harn ett.org
101217ws HC BOC Page 15
Harnett
COUNTY
ORDINANCE AUTHORIZING DEMOLITION OF 365 BETTS ROAD
(SINGLE FAMILY RESIDENCE) AND IMPOSITION OF LIEN TO
RECOVER COUNTY COSTS
WHEREAS, the County of Hamett has received complaints about life safety issues and
potential code violations on the single-family residence located at 365 Betts Road, Holly
Springs, NC, owned by Kenneth James Bigda and wife, Carol Ann Bigda through deed
recorded in Book 996, Page 597, of the Hamett County Registry, and
WHEREAS , the concerns identified have included structural deterioration and collapse,
water intrusion, and other code violations that present clear life safety issues, and
WHEREAS, on April 13, 2016, the structure located at 365 Betts Road was posted in a
conspicuous place as unsafe and a certified letter was sent to the owners, Kenneth James Bigda
and Carol Ann Bigda on April 18 , 2016 to order the structure not to be occupied, and to advise
the owner of the opportunity to present evidence concerning the structure at a hearing, which
was scheduled for April 28, 2016, and
WHEREAS, County staff conducted a hearing on April 28, 2016 in accordance with
N.C.G.S. 153A-368, and the owners, persons in interest, agents or attorneys did not appear
to submit evidence or participate therein, and
WHEREAS, based on the examination of the structure and the absence of evidence or
argument from Kenneth James Bigda and Carol Ann Bigda, the owners of 365 Betts Road, a
formal order was issued to demolish the structure on April 28, 2016, and a deadline of June
30, 2016 to demolish the structure was established as required by N.C.G.S. 153A-369, and
WHEREAS, Kenneth James Bigda and Carol Ann Bigda, the owners of 365 Betts Road, did
not appeal the April 28 , 2016 order to the Hamett County Board of Commissioners, and
WHEREAS, no significant progress has occurred to demolish the structure, and it remains
in a similar condition as noted in April 2016, and
WHEREAS, in the interest of the public health , safety, and welfare , and despite the efforts by
Hamett County staff to resolve the outstanding life safety concerns, and as a result of the
owner having failed to comply with the order to demolish within the prescribe timeframe, the
County has determined that it is now necessary for the County to proceed with the demolition
of the single-family residence at 365 Betts Road, Holly Springs, NC , and
WHEREAS, the County has solicited bids for the demolition of the structure, and the low bid
is the sum of $6,295.00 for the demolition and removal of debris and materials of the single-
family residence, and
Page l
strong roots • new growth
www.harnen.org
101217ws HC BOC Page 16
WHEREAS, the cost incurred by the County shall be a lien against the owners, Kenneth
James Bigda and wife, Carol Ann Bigda, and the real property located at 365 Betts Road,
Holly Springs, NC as conveyed to owners in Book 996, Page 597, Harnett County Registry,
and the County shall sell any usable materials and personal property, fixtures , and
appurtenances found in or attached to the structure and credit the proceeds of the sale toward
the costs and account to the owner,
NOW, THEREFORE BE IT ORDAINED by the Harnett County Board of Commissioners
that:
Section 1. Due to significant life safety concerns and pursuant to N.C.G.S. 153A-372,
the demolition of the single-family residential structure at 365 Betts Road, Holly Springs, NC,
(PIN 0646-40-0252.000) is hereby authorized, and County staff shall contract for and carry
out the demolition and removal of the structure in accordance with the terms of this Ordinance.
Section 2. Pursuant to N.C.G.S. 153A-372, and N.C.G .S. 153A-200, a lien equal to the
amount of the County's cost associated with the demolition and removal, less any credits due
the owner, shall be imposed against the real property located at 365 Betts Road, and the costs
shall be repaid to the County within 30 days following demolition and removal of the single-
family residential structure. If the County does not receive payment for said costs within 30
days, then all costs not paid to the County within 30 days shall accrue interest at a rate of 8%
per annum and said interest shall be added to the amount of the lien imposed, and the County
is authorized to foreclose its lien and recover all costs associated therewith including attorney's
fees and court costs.
Section 3. County shall sell the usable materials of the dwelling and credit the proceeds
against the cost of demolition and removal. If a surplus remains after the sale of materials and
satisfaction of the cost of removal or demolition, County shall deposit the surplus in the
Superior Court where it shall be secured and disbursed by the Court to the person found to be
entitled thereto by final order or decree of the Court.
Section 4. A certified copy of the Resolution and Ordinance be recorded in the Office
of the Harnett County Register of Deeds.
Section 5. This Ordinance shall become effective upon its adoption.
Adopted this the 16th day of October, 2017.
HARNETT COUNTY BOARD OF COMMISSIONERS
Gordon Springle, Chairman
ATTEST :
Margaret Gina Wheeler, Clerk to the Board
Page 2
www.h arn ett.or g
101217ws HC BOC Page 22
September 22, 2017
To : Harnett County Economic Development Council
From: Joseph Jeffries, County Manager
Golden LEAF Foundation is seeking proposals for the Community Based Grantsmaking Initiative
(CBGI). Each county in the North Central Prosperity zone is invited to submit a slate of projects
for consideration, however, not all counties will be invited to submit full proposals for this
initiative, and not all submitted projects will be funded, therefore, it is important to submit
proposals that are aligned with the Golden LEAF priorities.
Due to the extremely competitive nature of the Initiative and the significant interest expressed
by Harnett County agencies, the Harnett County Board of Commissioners has asked for your
assistance to score each project submittal based on criteria reflecting the CBGI priorities.
When scoring the submittals, please consider the following:
• Counties may submit between 1-3 Letters of Inquiry for project ideas that total no more
than $1.5 million
• This is a focused process with grants targeted toward investments in the building blocks
of economic growth (economic development, education, workforce development,
physical infrastructure, healthcare infrastructure, agriculture)
• 20 percent of total project must come from other sources
• Clearly meet identified issue/need in the county
• Will "do the most good for the most people"
• Demonstrate a timeliness of need and an ability to put grant funds to work quickly
• Will leverage previous community planning processes and build on their results/findings
• Are sustainable
• Have strong support from a variety of county citizens/organizations (involvement,
letters, process)
Low priorities include proposals related to: tourism/art/cultural resources, shell/spec
buildings, emergency services, social services.
Thank you for your assistance in this process.
101217ws HC BOC Page 23
Golden L EAF~
FOUNDATION~
301 North Winstead Ave nue, Rocky M ount , NC 27 804
Pho n e: 252-442-7474 Toll Free: 888-6 84-84 04
www.go lde n leaf.org
Community Based Grantsmaking Initiative Letter of Inquiry
EXPECTED PROJECT OUTCOMES
Project Outcomes and Measures of Success -Please check the measures you will use to gauge the success
of your proposed project. Check one or more as they apply:
Economic Development
D Investment in plant & equipment
D New jobs created
D New wages paid
D Percentage(%) by which wage exceeds county average
D Jobs retained
Agriculture
D Increased sales
• $ value or volume of new/ alternative products
• $ value or volume of existing products
D Increased acres in production
D Increased purchases of NC agricultural products by producers, distributors or retailers($ value)
D Acres of new/ alternative crops in production
D Increased head oflivestock in production
Workforce Preparedness
D Program enrollment (credit programs)
D Program completion (credit programs)
D Students trained (non-credit programs)
D Incumbent workers trained (non-credit)
D Percentage(%) of high school students that earn college credit in technical programs (Career & College
Promise)
D Industry credentials earned
D Students participating in internship/apprenticeship programs
D Students employed in field of study
Education
D Student proficiency on EOC exams -
• Aggregate
• Math
• Science
• English
D Number of students trained and using technology for learning
D Number of teachers trained and using technology in instructional practice
D High school on-time graduation
D STEM participation in elementary, middle and high school
D STEM participation by underrepresented populations (female & minority)
D On-time completion Algebra I / Math I
GOLDEN LEAF C BGI LETIER OF INQUIRY -P AGE 2 OF 5
101217ws HC BOC Page 24
Golden LEAF~
FOUNDATION~
30 1 North Winstead Avenue, Rocky M ount , NC 27804
Phone: 252 -442-7474 Toll Free: 888 -684 -8 4 04
·www .go ldenJeaf.org
Community Based Grantsmaking Initiative Letter of Inquiry
Expected Project Outcomes (contd.)
Healthcare
D Emergency room visits for primary care
D Outmigration from home community to receive diagnosis and treatment
D Healthcare positions created
D Healthcare positions retained
D Increased access to treatment
D Improved financial condition of rural hospitals or healthcare pro v ider
D Increased access to treatment through telehealth
Community Vitality
D Public infrastructure
• Dollars ($) invested in new infrastructure
• Dollar($) value of improvements to existing infrastructure
D Percentage(%) by which the average wage for new jobs created exceeds the co unty average
D Private investment resulting from infrastructure improvements
D New private jobs resulting from infrastructure improvements
D Commercial hookups to public infrastructure
• Percentage (%) increase
• Number increased
D Residential hookups to public infrastructure
• Percentage(%) increase
• Number increased
D Tax revenue in creases in target counties
• Sales
• Property
• Occupancy
D Business start-ups in target counties
GOLDEN LEAF CBGI L ETIER OF INQUIRY -PAGE 3 OF 5
101217ws HC BOC Page 25
Golden LEAF Community Based Grants Initiative Grading Rubric
Campbell University
1. Does this project meet at least one of the following criteria? (1 point per area)
a. Economic Development
b . Agriculture
C. Workforce Development
d. Education
e. Healthcare
f. Physical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria.
2 . Impact: Does this project "do the most good for the most people?"
3 . Does this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4 . Does this project leverage additional funds/investment and community
buy-in?
5 . Does it represent partnerships between multiple agencies or have
additional outside support?
6 . Will this project leverage previous community planning processes and
build on their results/findings?
7 . Will this project be sustainable, meaning the work can go on once grant
funding is exhausted?
8. Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 26
~ (w~AMPI3ELJ _ ~ uNIVtRSITY
September 15, 2017
Mr. Joseph Jeffries
Harnett County Manager
102 East Front Street
Lillington, NC 27546
Dear Mr. Jeffries:
Thank you for your letter of August 29 outlining the opportunity to apply for support via
the Golden LEAF Foundation's Community Based Grantsmaking Initiative (CBGI). Jn
response to this unique opportunity, Campbell University is pleased to submit a project for
consideration by the Harnett County Economic Development Council. Specifically, Campbell
seeks $1.5 million from the CBGJ via Harnett County to help construot a new community
health clinic on the Campbell Health Sciences campus on Highway 421. A new clinic will
serve the health care needs of Harnett County and the expanding needs at Campbell.
Campbell University is in a unique position to offer outstanding health and medical services
through the university's central location in Harnett County and a critical mass of health
program instructors, professionals, and students in our medical, pharmacy, physician
assistant, physical therapy, nursing, public health, health care management, and other
programs. Campbell operates a health clinic on our main Buies Creek campus as well as a
facility in Dunn that serves the Harnett County community and university population
{faculty, staff, and students). Since the Campbell Health Clinic opened in 2013-coinciding
with the opening of the medical school in August of that year-the volume of patient traffic
has increased to a point where our facilities cannot efficiently accommodate demand for
health care services. Please consider the following details about a new community health
clinic at Campbell University:
Project scope: Campbell University seeks $1.5 million from the Golden LEAF Foundation's
CBGI that will be utilized to construct a new community health clinic on the Campbell
University Health Sciences campus on Highway 421. This facility will provide critical space
for pharmacy, physical therapy, internal and family medicine, x-ray, urgent care and a CT
scanning. The total project cost will be approximately $4 million.
Project fit within Golden LEAF's CBGI priorities: The Campbell community health clinic
project meets three key objectives of the Golden LEAF CBGI program :
1. Economic development: Staffing within the current community clinic at Campbell
University includes 14 healthcare professionals (physicians, physician assistants,
nurses) and two administrative professionals. The existing facilities cannot
accommodate any additional healthcare professionals. A new facility will allow
Campbell to proportionately increase much needed staffing to provide for the
healthcare needs of the Campbell campus and broader community.
Office of the President
Post Office Box 127 Buies Creek , North Carolina 27 506 ' (9 10) 893-1205 www.campbell .edu
/ '(II', I II II j) I/' )f" ,,,,
101217ws HC BOC Page 27
Mr. Joseph Jeffries
Page 2
2. Healthcare infrastructure: According to a 2016 Harnett County Community Health
Assessment, "Access to care in Harnett County is poor with only 1 primary care
physician for 3,053 people." However, the Campbell community clinic is already a
significant provider of primary care services in the county. Consider the following
impact d ~ hl th df ata or t e c inic or t e perio o 2013-2016:
Year Community Campbell Employee Campbell Total
Patients Patients Student Patients Patients
2013 123 1,172 3,664 4,963
2014 549 1,684 4,768 7,024
2015 979 1,940 4,967 7,900
2016 1,316 1,974 5,028 8,523
For the period, the total volume of patient visits increased 72% (4,963 patients in
2013 to 8,523 in 2016). However, the volume of patient visits from the broader
Harnett County community increased an incredible 969% for the same period
(123 patients in 2013 to 1.1316 in 2016). Patients from the community accounted
for just 2.5% of all visits in 2013, but 15.5% in 2016. The Campbell community clinic
truly serves a wide variety of individuals from the Campbell campus and the local
Harnett County population. New, expanded facilities are desperately needed to
accommodate continued demand from both campus and off campus groups.
3. Workforce development: Campbell University is in the workforce development
business. Our purpose is to educate students with exemplary academic and
professional skills as preparation for purposeful lives and meaningful service. Of
approximately 5,000 undergraduate and graduate/professional program students
at the university, 50% of these individuals are in a healthcare track, including
medical, pharmacy, physician assistant, physical therapy, nursing, public health,
health care management programs. Eighty percent (80%) of all Campbell students
call North Carolina home. Thus, Campbell is in the business of preparing the next
generation of North Carolina healthcare professionals to serve locally and statewide.
Through the University's contacts and teaching faculty we are able to bring quality
teaching professionals to the clinic that cannot be matched by other area entities.
Local need: Of 100 counties in North Carolina, Harnett County ranked 49th for health
outcomes and 741h for health factors in 2016. Harnett County rankings reflect mortality and
morbidity greater than the state average. The county also has negative rankings for health
behaviors (smoking, exercise, binge drinking, and teen births), clinical care (uninsured
population, preventable hospital stays, diabetic and mammography screening), and
physical environment (access to healthy foods). Social and economic factors are also a
challenge as 24% of children in the county live in poverty, 32% of children Jive in single
parent households, and just 7 5% of high school students will likely graduate. As previously
noted, access to care in Harnett County is poor with only one primary care physician per
3,053 people in the county. Source: 2016 Harnett County Community Health Assessment.
101217ws HC BOC Page 28
Mr . Joseph Jeffries
Page 3
Campbell capacity to manage project: The Campbell University administrative and
health programs team has full capacity to manage the development, construction, and
operation of a new community clinic to serve Campbell campus and broader Harnett
County communities.
Community support & financing: A grant of $1.5 million represents approximately 38%
of the overall estimated $4 million to construct a new community clinic at Campbel)
University. The university will match this amount from institutional resources and the
remaining $1 million will be secured in the form of contributions from local supporters.
Past Golden LEAF investment at Campbell University: The Golden LEAF Foundation was
a major partner to Campbell University in the development of the university's school of
osteopathic medicine. The Foundation provided a grant of $2 million to the construction of
the medical school in 2012. Additionally, Campbell University undergraduate students are
significant beneficiaries of the Golden LEAF Scholars Program; 26 Campbell students
received $3,000 each during the 2016-17 academic year as Golden LEAF Scholars.
Potential community impact: The healthcare needs in Harnett County are significant and
challenging. The existing Campbell community clinic realized a 72% increase in overall
patient visits from 2013 to 2016. However, the 969% increase in patient visits by members
of the community is what truly stands out. Members of the Harnett County community
represented 15.5% of all patient visits to the Campbell clinic in 2016 (1,316 of 8,523 visits
for the period). This number will continue to increase year after year. Campbell University
is not only training the healthcare workforce for Harnett county and region, the community
clinic is also providing critical health and medical care for the county's citizenry. A new,
expanded community clinic will allow for significantly expanded access to primary care for
Harnett County. With just a single primary care physician per 3,053 people in the county, a
state-of-the-art clinic at Campbell University cannot be constructed soon enough.
* * *
Thank you for your thoughtful consideration of our request for $1.5 million in Golden LEAF
CBGI support to construct a new community health clinic at Campbell University to s e rve
the Campbell community and the citizens of Harnett County. Please advise me if we can
provide any additional information or answer questions about this proposal.
Sincerely,
~~Cu~
J~radley ere{)
President
cc: Thomas A Keith, Chairman, Board of Trustees
101217ws HC BOC Page 29
Golden LEAF Community Based Grants Initiative Grading Rubric
Central Carolina Community College
1. Does this project meet at least one of the following criteria? (1 point per area)
a. Economic Development
b. Agriculture
C. Workforce Development
d. Education
e. Healthcare
f . Physical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria.
2. Impact: Does this project "do the most good for the most people?"
3 . Does this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4 . Does this project leverage additional funds/investment and community
buy-in?
5 . Does it represent partnerships between multiple agencies or have
additional outside support?
6. Will this project leverage previous community planning processes and
build on their results/findings?
7. Will this project be sustainable, meaning the work can go on once grant
funding is exhausted?
8 . Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 30
CENTRAL
CAROLINA
COMMUNITY
COLLEGE
Community Based
Grantsmaking
Initiative
Submitted September 15, 2017
to Harnett County Economic Development Council
Central Carolina Community College
1105 Kelly Drive
Sanford, NC 27330
(919) 775-5401
submitted by
Dr. T.E. Marchant
(919) 718-7246
bmarchant@cccc .edu
101217ws HC BOC Page 31
C
CENTRAL
CAROLINA
COMMUNITY
COLLEGE
Chatham County Campus
764 West Street
Pittsboro, NC 27312 -8822
(919) 542-6495
Harnett County Campus
1075 E. Cornelius Hamett Blvd.
Lillington, NC 27546-7672
(910) 893-9 10 1
Lee County Campus
1105 Kelly Dr.
Sanford, NC 27330-9840
(919) 775-5401
September 14, 2017
Mr. Joseph Jeffries
Harnett County Manager
102 E. Front Street
Lillington, NC 27546
Dear Mr. Jeffries,
Please find Central Carolina Community College's submission for
Golden LEAF funding consideration attached.
This project will locate an updated Automotive Restoration program
and new Automotive Collision Repair and Refinishing program in
western Harnett County. These programs will train graduates with
the skills necessary to fill high-demand jobs with high wages in and
around Harnett County. CCCC is requesting $498,800 in Golden LEAF
funding to make this project possible .
Directly, this project will serve up to 220 students annually.
indirectly, the project serves the economic interests of Harnett
County as whole by: (1) increasing career pathways for
underemployed and unemployed residents; (2) providing pathways to
jobs with weekly wages higher than the county average; (3) growing
the pool of trained candidates eligible to fill current automotive-
related job openings in Harnett County; (4) increasing the number of
individuals able to start an automotive-related business in Harnett
County; and (S) ensuring enough skilled workers to provide
automotive services, which are needed by most county residents.
Central Carolina Community College and Harnett County have worked
together successfully for over 32 years to meet workfo rce needs
throughout the service area . We look forward to continuing that
partnership with Golden LEAF's investment in our county.
Sincerely,
T.E . Marchant, Ed .D.
President
101217ws HC BOC Page 32
{{r ~CENTRAL CAROLINA
~OMMUNITY COLLEGE
PROJECT SUMMARY
The Opportunity
In 2016, Harnett County invested in Central
Carolina Community College (CCC() through a
building donation in western Harnett County.
Leveraging this donation, NC Connect bonds,
private foundation funding, and Golden LEAF
grant funds, the College will locate two
automotive training programs in Harnett
County. These programs, Automotive
Restoration and Automotive Collision Repair
and Refinishing, will train graduates with the
skills necessary to fill high-demand jobs with high wages in and around Harnett County. CCCC is
requesting $498,800 in Golden LEAF funding to make this project possible .
Automotive Restoration
CCCC has operated a successful automotive restoration program since 2001. Currently, CCCC is
investing significantly in the program by completing a $1M up-fit of the previously mentioned building
and relocating the program from its existing 4,800-square-foot, 3-bay building to a newer 8,800-square-
foot, 5-bay facility. This program expansion relocates the program from Lee County to Harnett County.
The Restoration program consists of a full -time diploma program and a
part-time certificate program, each of which can be earned in one year.
Students learn skills related to auto body restoration, wood and metal
fabrication, engines and drivetrains, painting and refinishing, automobile
upholstery, electrical systems, and welding.
CCCC's program is currently the only automotive restoration curriculum
program offered by the North Carolina Community College System. As
one of only a handful of such programs on the east coast, CCCC is a
leader in building interest in vintage vehicles and their restoration.
Through our Career and College Promise Program, CCCC's Restoration
program is available to local high school students, helping develop
training and interest in the full range of automotive repairs and
restoration in younger generations.
Collision Repair and Refinishing
In 2017, the College also began plans for the approval of an Automotive Collision Repair and Refinishing
Program, which would also be housed at the western Harnett automotive facility and share space with
the Restoration program. The Collision program will prepare students to repair, reconstruct, and fini sh
automobile bodies, fenders, and external features .
The Restoration and Collision programs have significant synergies. They will not only share a facility but
also have common coursework, instructors, supplies, equipment, and w ill teach complementary skills.
Together, these programs will reinforce and strengthen each other, allowing for efficient use of College
resources .
1
101217ws HC BOC Page 33
{(( ~ENTRAL CAROLINA
~OMMUNITY COLLEGE
The Challenge
The biggest challenge in expanding offerings in this field is the heavy upfront costs required to ensure
the new programs are state-of-the-art. Cutting-edge facilities are vital to the success of the program
and the only effective way to appropriately train graduates for the modern workforce.
The receipt of Golden LEAF funds would allow CCCC to invest in new equipment for the Restoration and
Collision programs. This investment would improve educational access, economic development, and job
prospects for Harnett County citizens by teaching skills and providing knowledge related to high-
demand, community-essential jobs.
PROJECT COMPETITIVENESS : CBGI Priorities and Guidelines
Promote Economic and Development Growth in the Long-Term
Through the expansion of the Restoration and Collision programs, this project ensures automotive
career pathways for residents of Harnett County. Job opening and average wage projections are strong
both in and around Harnett County, as indicated in Table 2 on page 4. An upfront investment in
equipment will ensure both programs are cutting-edge and offer the most up-to-date training available.
This investment is sustainable long-term through state funding for equipment updates/maintenance and
through increased funding as a result of increased enrollment.
Do the Most Good for the Most People
Directly, this program will serve enrollees into the Restoration and Collision programs. Combined, these
program have the potential to serve up to 200 students per year, as shown in Table 1 .
Table 1: Potential Students Served Annually
Type of Student Annual Max Enrollment
Automotive Restoration -Diploma or Certificate -Day Program 30
Automotive Restoration -Career and College Promise 30
Automotive Restoration -Adult Certificate -Potential Night Program 30
Automotive Collision -Diploma or Certificate -Day Program 30
Automotive Collision Career and College Promise 30
Automotive Collision -Adult Certificate -Potential Night Program 30
Automotive Restoration and Collision -Continuing Education 40
Annual Total: 220
2
101217ws HC BOC Page 34
r CENTRAL CAROLINA
~HUNITY COLlfGE
Indirectly, the project serves the economic interests of all of Harnett County through:
• Increasing career pathways for underemployed and
unemployed residents.
• Providing pathways to jobs with weekly wages higher than
the county average .
• Growing the pool of trained candidates eligible to fill current
automotive-related job openings in Harnett County.
• Increasing the number of individuals able to start an
automotive-related business in Harnett County.
• Ensuring enough skilled workers to provide automotive
services, which are needed by most county residents.
Timeliness of Need/Ability to Put Grant Funds to Work Quickly
According to US Census
data, there are over 87,000
vehicles in Harnett County
and 97% of workers rely on
an automobile to get to
work .
The timeline of this project coincides directly with the timeline of the CBGI grant process. The
renovation of the building in western Harnett County is currently in the pre-bid stage, with a projected
date of November 2017 to receive bids . Construction is scheduled to begin in early December with a
projected completion date of April 10, 2018. Golden LEAF indicates funding decisions would be made in
April and the process for procuring equipment could begin immediately.
Leverage Additional Funds
This project is made possible by investments of state
funding, Connect NC Bonds, private foundation
donations, and the potential Golden LEAF grant.
Sustainability
When expanding or establishing technical programs,
there is often a large upfront cost related to
equipment procurement. For the Restoration and
Collision programs, the college anticipates $500k in
equipment costs alone. However, once the initial
equipment is procured, the programs become self-
sustaining.
The College receives funding from the state based on a formula that considers student enrollment. The
funding received for this year, however, is based on the enrollment from the previous year. That mea ns
new or expanded programs do not receive money upfront, and will not see the benefit of increased
enrollment until the following years . Going forward, increased enrollment in these programs will
provide a budget for program support and maintenance. An initial investment at the start of such
expansions allows the College to grow, and following that investment, the College is capable of
supporting the expansion through its funding method.
3
101217ws HC BOC Page 35
{(( ~ENTRAL CAROLINA
~MUNFTY COLLEGE
NEED IN COUNTY THAT PROJEC T ADDRESSES
Th is project brings state-of-the-art automotive restoration and collision equipment to a workforce
training center in western Harnett County. The new center will train Harnett County residents to work in
the automotive industry, filling high-demand, high -wage jobs within Harnett and surrounding counties.
Restorat ion students have historically been employed in range of automotive technician fields, while
Coll ision graduates will be eligible for openings i n automotive body, glass, and related repair fields.
Table 2 : Employment Opportunities in Restoration and Collision
Employment Type Estimated Estimated
Employment Hourly wage;
(North Central Average
Region)
Automotive Body and Related 950 $34.09
Repairs*
Automotive Glass Installers and 230 $18 .01
Repairers*
Automotive Service Techn icians 5070 $23.91
and Mechanics**
Estimated Estimated
Weekly Wage; Annual Wage;
Average (no Average
overtime)
$1,363 $58,926
$720 $32,883
$956 $40,954
*Automotive Collision Program
**Automotive Restoration Program
As Table 2 indicates, there are an estimated 6,250 annual jobs with in the North Central Prosperity Zone
for Restoration and Collision graduates. Upon employment in thes e fields, Harnett County residents
would earn well above the county's average weekly wage ($695). This project affords unemployed or
underemployed Harnett County residents with the opportunity to gain skill sets for better employment
and higher wages.
Without Golden LEAF funding, CCCC will move forward with the ex pansion of the Automotive
Restoration program; however, the equipment needed to modernize the program will be procured over
a number of years . Moreover, without Golden LEAF funding, the College will not be able to move
forward with the addition of the Collision program . The College on ly receives approximately $1m illion
annually in state equipment funding to keep each of its 50 caree r and te chnical programs up to date.
The upfront equipment cost for both of these programs is too high for the College t o absorb without the
investment from Golden LEAF.
4
101217ws HC BOC Page 36
tf(l( ~ CENTRAL CAROLINA
~OMMUNITY COlLECE
CAPACITY OF ORGANIZATI ON
Project Implementation
Currently, Central Carolina Community College manages a grant portfolio of more than $20 million. Due
to funders' limitations, none of this grant portfolio is currently ava i lable to assist in equipment
procurement. More than 94% of these funds are earmarked for student services and direct student
support. However, in the past CCCC has successfully implemented projects similar in design and
expenditures through the Duke Energy Foundation and Golden LEAF. Through Duke Energy funding,
CCCC updated and expanded the Welding, Integrated Machining, Industrial Systems, and Laser and
Photonics Technology programs. These projects successfully procured, installed, and incorporated more
than $475k in equipment and tracked the return-on-investment figures related to job creation and wage
data .
Results
For past proj ects, CCCC has set, tracked, and met outcomes relating to enrollment, program completion,
credentials earned, and jobs created. For several recent Golden LEAF projects, CCCC exceeded stated
outcomes years earlier than projected (see Central Carolina Works and Project Butterfly below).
Sustainability
The program sustainability was previously discussed in the PROJECT COMPETITIVENESS: CBGI Priorities
and Guidelines section on page 3.
Reporting Requirements
For all of CCCC's grant projects, Central Carolina tracks outcomes and re sponds to reporting
requirements in a timely and detailed manner . Central Carolina has successfully met the reporting
requireme nts for the Department of Education, Department of Transportation, the National Science
Foundation, Golden LEAF, the Duke Energy Foundation, the State of North Carolina, and many private
foundations. Additionally, CCCC is the administe r ing agency for a 10 college consortium implementing a
$9.2 million Department of Education grant-for this project, the College manages reporting and
compliance for all partne rs .
COMMUNITY SUPPORT
Harnett County and CCCC have su ccessfully partnered
for 32 years to meet workforce needs throughout the
service area . With the donation of the building in
western Harnett, the county demonstrated the i r
support and confidence in CCCC's ability to establish
programming add r essing the co unty's needs.
Additionally, in preparation for this project, CCCC has
discussed the project with relevant area employers to
ensure industry requirements are met, to provide
gu idance on project implementation, and to create
proper feedback channel s.
5
CCCC has served local citizens for over 50
years, and I am confident in its ability to
provide graduates that will help satisfy
the current and growing demand for
automotive service technicians and
specialists in collision repair and
restoration.
-John Hiester, CEO
Hiester Automotive Group
101217ws HC BOC Page 37
,r( ~ENTRAL CAROLINA
~COMMUNITY COllfCE
IMPACT OF PAST GOLDEN LEAF FUNDING
Central Carolina Commun ity College has managed over $1 .12 million in Golden LEAF funding, including
the following projects:
Central Carolina Works
Timeline: 2013-2014
Amount: $100,000
Project Outcomes: Central Carolina Works met Golden LEAF project outcomes within the first year of
the project. The leading outcome in this project was to see dual enrollment rates in area high schools
rise from 5% to at least 15% by fall 2016 . Because of these efforts, more than 19% of students in service
area high schools take advantage of dual enrollment -2,021 students up from 200-250 prior to the start
of the program .
Proiect Butterfly Economic Catalyst Grant
Timeline: 2012-2013
Amount: $447 ,038 .44
Project Outcomes: Exceeded 9 of 11 stated outcomes including outcomes in workers trained, job
placement, and salary increases . More than 270 trained workers were hired by Caterpillar and more
than 14 companies and 483 workers were trained at CCCC's Innovation Center through this project.
Project GLOW: Sustainable Construction
Timeline: 2009-2011
Amount : $197,230.71
Project Outcomes : Met 100% of stated outcomes with 10 green construction s classe s held and 80
incumbent workers receiving skills upgrades .
Dental Program Expansion
Timeline : 2007
Amount: $223,000
Project Outcomes: Succe ssfully expanded the dental program from 6 clinical bays to 12 clinical bays.
Since 2007, the program has grown to 18 clinical bays able to graduat e 36 dental hygienist and
assistants annually.
LOCAL MATCH AND LEVERAGE
The 20% match from this project is the NC Connect Bond funding being utilized in the up-fit of the
bui lding in western Harnett County. The North Carolina Community College system has approved
$1million in bond dollars to be utilized in the retrofit of the we stern Harnett automotive building.
Golden LEAF has indicated that these bond monies are an acceptable match for a CBGI grant project.
Additionally, the project will leverage state allocations and private foundation donations to ensure the
new space is state-of-the -art for students, and ultimately, their employers.
6
101217ws HC BOC Page 38
{( r ~ENTRAL CAROLINA
~COMMUNITY COLLEGE
OUTCOMES
1. Program Enrollment
Table 3: Target Program Enrollment
Type of Student Enrollment
Automotive Restoration -Diploma or Certificate -Day Program 15
Automotive Restoration -Career and College Promise 15
Automotive Restoration -Adult Certificate -Potential Night Program 15
Automotive Collision -Diploma or Certificate -Day Program 15
Automotive Collision Career and College Promise 15
Automotive Collision -Adult Certificate -Potential Night Program 15
Automotive Restoration and Collision -Continuing Education 20
Annual Total: 110
Although total maximum potential enrollment in these programs is 220 students, these outcomes
represent estimated initial year outcomes based on relocation of the existing Restoration program to
the new Harnett County location and the creation of the new Collision program. Figures take into
consideration ramp-up time and allow for future growth to maximum program size.
2. Program Completion
80% of Restoration and Collision students will complete a certificate, diploma or associate degree.
3. Industry Credentials Earned
80% of Collision students will sit for and can earn the ASE Student Certification in Collision Repair and
Refinishing .
4. Students Participating in Internship Programs
20% of Restoration and Collision students will participate in an internship program.
4. Students Employed in Field of Study
80% of Restoration and Collision graduates will be employed in their field of study within 1 year of
graduation .
7
101217ws HC BOC Page 39
,""f CENTRAL CAROLINA
~t1UN<TY COLLEGE
PROJECT BUDGET
Equipment Amount
A/C Machines $13,000
Advanced Frame Machine $45,000
Autospot Aluminum Repair $8,000
Alignment Machine $45,000
Audio/Visual Equipment $15,000
Body Stand System $5,500
Chain Pulling Set $10,000
Color Matching Camera $3,500
Dent Pulling Station $10,200
Engine Cranes (3x) $3,000
Forklift $15,000
Fresh Air System (PPE) for paint booth $15,000
Gantry Crane and Hoist $8,500
Hand Tools $30,000
Measuring System $40,000
Metal Fabrication Equipment $8,000
Mezzanine $34,000
Oil Safety Storage $3,500
Paint Booth upgrade for waterborne paint $20,000
Paint Guns $12,000
Plastic Welders (2x) $7,000
Plasma Cutters (4x) $10,000
Primer Guns $6,000
Scan Tool $15,000
Spray Gun Cleaning System (2x) $8,600
Steam Cleaning System $5,500
Storage Control Building, Secured Tool Storage, Fireproof Cabinets $61,000
Vehicle Lifts (2x) $11,000
Vehicle Rotisserie (3x) $10,500
Welders and Accessories $20,000
TOTAL: $498,800
8
101217ws HC BOC Page 40
Golden LEAF Community Based Grants Initiative Grading Rubric
City of Dunn
1. Does this project meet at least one of the following criteria? (1 point per area)
a . Economic Development
b . Agriculture /
c. Workforce Development
d . Education
e. Healthcare
f . Physical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria.
2. Impact : Does this project "do the most good for the most people?"
3 . Does this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4 . Does this project leverage additional funds/investment and community
buy-in?
5. Does it represent partnerships between multiple agencies or have
additional outside support?
6 . Will this project leverage previous community planning processes and
build on their results/findings?
7. Will th is project be sustainable, meaning the work can go on once grant
funding is exhausted?
8 . Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 41
c it:l of d u n n
POST OFFICE BOX 1065 • DUNN, NORTH CAROLINA 28335
(910) 230 -3500 • FAX (910) 230--3590
www.dunn-nc.org
September 14, 2017
Joseph Jeffiies
Hamett County, Manager
PO Box 759
Lillington, NC 27546
Dear Mr. Jeffries:
Mayor
Oscar N . Harris
Mayor Pro Tem
Billy Barfield
Council Members
Buddy Maness
Dr. Gwen McNeil!
Frank McLean
Billy Tart
Chuck Turnage
City Manager
Steven Neuschafer
The City of Dunn is pleased to be considered for Harnett County's Letter of Inquiry that will be submitted
to the Golden LEAF Foundation's Community Based Grantsmaking Initiative.
On behalf of the City, I am proposing a project that will extend water and sewer mains to a large tract of
land adjacent to Interstate 95. If selected, the project would likely create new employment opportunities and
a substantial increase to Hamett County's tax base.
Enclosed you will find a map, cost estimate and the other items noted in your letter.
If you have any questions regarding my proposal, please contact me.
Steven Neuschafer
City Manager
SN/jmf
DUNN
101217ws HC BOC Page 42
Rooms to Go Way, Water & Sewer Extensions
Supporting Information for Golden LEAF Foundation
Community Based Grantsmaking Initiative
Grant Application Package
The following outline of supporting data begins with a cost estimate and exhibit followed by the specific
items the County Manager requested in his letter to the City Manager of August 29 1h.
A. Conceptual Probable Project Cost and Project Site Exhibit
See Attachment 1 Conceptual Probable Project Cost which has an estimated con struction budget of
$310,000 and with the addition of Technical Services, Construction Contingencies (including legal ,
easement acquisitions, permits, etc.), therefore a project budget of $440,000 is recommended .
See Attachment 2 for an exhibit of the project's location, and water and sewer main extension routes
from the end of existing water and sewer mains at Rooms To Go's (RTG) northern property line. The
proposa l is to extend the mains parallel to RTG Way in private easements to minimize impacts to the
large ditch paralleling the roadway and to minimize disturbance s to wetland areas which must be
crossed to implement the water and sewer extens ions .
B. A Summary of the Project's Scope
Harnett County's Comprehensive Growth Plan 2015 states, "the most important factor for successful
economic development is building a community product that is attractive to potentia l investors." The
Plan identified Interstate 95 as a major attribute for the County and the most likely location for a
variety of new investment.
The overall scope of the project is to extend water and sewer mains along RTG Way as indicated on
Attachment 2 to serve the 138 acre track owned by Hazel Mclamb. This parcel is located just north
of RTG. This parcel fronts RTG Way and also extends to Core Road .
The w ater and sewer extensions through this parcel include approximately 1,310' of water and sewer
mains, (as indicated on Attachment 1) will also end near the south ea stern corner of Ivey Bryant 20
acre parcel. Therefore this parcel could be served in the future .
Four other parcels located further north along RT G Way, south of the Interstate 95 -Jonesboro Road
Interchange could also be served by f uture extension s of these water and sewer mains.
C. A description of what makes the project competitive to CBGI priorities and guidelines
Th is water and sewer extension project will provide service to the 138 acre Mclamb parcel that will
allow industrial deve lopment by a busine ss or businesses creating new jobs and tax base for the
101217ws HC BOC Page 43
County and State . This project specifically addresses the economic development initiative desired by
the CBGI program .
This parcel has been identified for development by various businesses since water and sewer was
extended across Stony Run Creek to serve RTG . In 2015 the parcel was considered for an Industrial
Park with two identified businesses that were considering an initial jobs creation of 97 employees
with anticipated 5 year employment of 400 employees. The business anticipates a $25M investment.
This project started through the DOC Rural Economic Development Program but failed to materialize
because of the owner's reluctance to share financial information required by the DOC. Since that time
the City and County has had several other inquiries about developing this parcel and the timeline for
water and sewer access has always been a question of the prospective developers . Proceeding with
the extension of the water and sewer mains will make this site ready for construction.
Given the proven interest in developing the Mclamb property, the extension of water and sewer
mains will greatly enhance the marketability of this parcel to businesses looking for water and sewer
to be available before they commit to a specific site .
D. A description of the need in the county your project seeks to address along with any supporting
documentation
The County and City both need additional businesses that create new employment opportunities and
increase the tax ba se. The 1-95 corridor has ex cellent growth opportunities as water and sewer is
extended along the Interstate corridor. Implementation of this project will allow growth to occur
more timely. After these water and sewer mains are extended, the property located just north of th e
Mclamb site can be served and marketability of that site will be enhanced also.
E. The capacity of your organization to carry out the work, achieve results, maintain sustainability and
manage reporting/documentation requirements
The City of Dunn has implemented many grant related projects historically. It has always met each
funding agency's requirements from planning, through design and construction, and grant close outs.
The most recent project funded with DOC and GlF grants was the water and sewer extension project,
including on site fire protection facilities for the RTG site located just south of the Mclamb prope rty
to be served by this grant request .
F. Description of the base of community support for the project
The City of Dunn's Planning Board , City Council, Harnett County, Harnett County Economic
Development, and the Chamber of Commerce actively support economic deve lopment projects in the
City and throughout Harnett County.
G. If applicable, an assessment of the impact and success of past Golden LEAF funded projects
GlF and DOC grant funds were utilized to extend water and sewer extensions, and to provide fire
protection facilities to the RTG system. The project moved efficiently from planning, through design
and construction to close out of each grant. The City with support from RTG, met all reporting and
close out procedures required by the GlF Grant program .
2
101217ws HC BOC Page 44
H. A description of the local match and leverage
Based on the projected project budget of $430,000, a GLF CBGI Grant of $366,500 is desired. A 20%
local match of $73,500 will be required to finance the remaining cost of the project . The City will
utilize its fund balance as its share of the local match . Since the County will also benefit from the
project th rough an increase in ta x base , we request the County share a portion of the local match .
I. A description of the impact, outcome measures and population served by the proposed project
This project will allow the Mclamb property to be developed providing employment opportunities fo r
City and County residences, and the businesses investments in site improvements will increase the
tax base of the County.
The extension of the water and sewer mains for this project will also extend the service area to serve
the adjoining property located just north of this site, and through further extensions, would serve four
other properties located along RTG Way, located south of the Interstate -95 Jonesboro Road
Interchange. Therefore the impact of this project and further extensions from this project will
stimulate significant economic development opportunities along RTG Way from RTG to the Interstate
95 -Jonesboro Road Interchange .
3
101217ws HC BOC Page 45
DAVIS • MARTIN • POWELL dmp
ENGINEERS & SURVEYORS
6415 Old Plank Road
High Point, NC 27265
p. 336.886.4821
Basis of Cost
0 Conceptual
0 Preliminary
0 Final
Date: 9/8/2017
ATTTACHMENT 1 • ESTIMATE OF PROBABLE PROJECT COST
Owner: City of Dunn DMP Project 170287
Project: RTG Way Water and Sewer Extensions
Water & Sewer installed by open cut methods through wetlands
Description I Quantity I Unit I Unit Cost
Mobilization 1 LS $ 15,350
12" DI sewer (0-8' depth) 280 LF 90
12" DI sewer (8-10' depth) 525 LF 100
12" DI sewer (10-12' depth) 505 LF 110
Sewer Manhole (8 to 10' depth) 1 Ea 3,500
Sewer Manhole (10 to 12' depth) 4 Ea 4,000
Sewer line antiseep collars 12 Ea 800
12" DI water line 1310 LF 60
12" gate valve & box 2 Ea 4,000
6" hydrant assembly 2 Ea 6,000
Water line antiseep collars 12 Ea 600
48" RCP temporary access drive pipe 40 LF 130
Ditch stabilization stone 250 Tons 35
Erosion Control Measures 1 LS 12,550
TOTAL RECOMMENEDED CONSTRUCTION BUDGET
Technical Services
Technical Planning Services $
Grant Admininistation
Environmental Engineering
Engineering Surveying and Design
Easement Surveying, Mapping, and Legals
Construction Administration
RPR Services•
Total Technical Services
8,000
15,000
5,000
22,000
S,000
10,000
35,000
Construction Contingencies, Legal, Easement Acquistions, Permits, etc
I
$
$
$
$
TOTAL RECOMMENDED PROJECT BUDGET $
• RPR services based on 150 day construction period and 20 hours/week on-site
Total
15,350
25,200
52,500
ss,sso
3,500
16,000
9,600
78,600
8,000
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310,000
100,000
30,000
440,000
This ENGINEER'S Estimate of Probable ProjeCI/Consrr uction Cast is m ade an the basis of ENGINEER 'S professional Judgment and experience as a
professi onal generotly /om /liar w ith the Industry. The OWNER understands that the ENGINEER hos no control over the cost of lobar, materials,
equipment, or services furnished by others, the Conrractor's methods of deter mining prices, or t he competitive b iddi ng or market conditions.
ENGINEER cannot and does not guarantee that pr oposals, bids, or actual constructi on cost will not vary from estimates of pro bable construction cost a s
prepared by ENGINEER.
Page 1 of 1
101217ws HC BOC Page 46DA
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101217ws HC BOC Page 47
Golden LEAF Community Based Grants Initiative Grading Rubric
Good Hope Hospital
1. Does this project meet at least one of the following criteria? (1 point per area)
a. Economic Development
b. Agriculture
c. Workforce Development
d. Education
e. Healthcare
f . Physical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria.
2 . Impact: Does this project "do the most good for the most people?"
3. Does this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4 . Does this project leverage additional funds/investment and community
buy-in?
5. Does it represent partnerships between multiple agencies or have
additional outside support?
6 . Will this project leverage previous community planning processes and
build on their results/findings?
7. Will this project be sustainable, meaning the work can go on once grant
funding is exhausted?
8. Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 48
GOOD HOPE HOSPITAL, INC.
410 Denim Drive, Post Office Box 639
Erwin, North Carolina 28339
Telephone (910} 230-4011 FAX (910) 230-3669
Good Hope Hospital is a sixteen (16) bed freestanding hospital located in rural Hamett County.
It provides inpatient mental health and substance use disorder treatment services for adults 18
years old and older. Good Hope Hospital is confronted with a significant umnet demand for
inpatient psychiatry care in Harnett and it surrounding counties. The attached funding
application represents a critical element in a multi-year effort on the part of the Good Hope
Hospital Board of Directors to respond to this critical need . Central to this response is the
Hospital's interest in construction twenty (20) additional adult psychiatric beds and sixteen ( 16)
badly needed child and adolescent inpatient treatment beds.
In support of this expansion proposal Good Hope has already invested significant resources in
architectural and engineering studies. These studies place new construction ( on land owned by
the Hospital) at approximately $200,000 per bed. The total costs associated with the proposed
thirty-six (36) bed expansion are approximately $8. 7 million inclusive to start-up and equipment
costs.
It should be noted that the North Carolina General Assembly and the State Department of Health
and Human Services have endorsed Good Hope's expansion plans with a recent allocation of $3
million dollars in construction funding. This appropriation was included in the recently
approved FY 17-18 Budget. It is Good Hope's intention to leverage these new State dollars with
a requested $1.5 million in additional funding from the Golden LEAF Foundation to support the
expansion of this critical community service. The Hospital is also moving forward with efforts
to secure additional State and local funding.
Good Hope's plan for expanding community inpatient psychiatric beds is an effort in-keeping
with Foundation's Community-Based Grants making Initiative. The expansion program
represents:
• A significant expansion of healthcare infrastructure, capacity and access that will benefit
consumers, community healthcare providers and local law enforcement.
• Support for workforce development by providing a specialized training site for health
care professionals. And
• A strong economic development effort in that the proposed expansion result in the
addition of over ninety (90) healthcare jobs to the local economy.
• A financially sustainable operation funded with a mix of State, Medicaid and 3rd Party
revenues .
•
A significant increase in the cost efficiency and economies of scale associated with Hospital
operations.
101217ws HC BOC Page 49
Attached you will find the supporting information requested in the funding application. These
elements include a work plan for hospital expansion, a construction cost estimate, evidence of
strong community support and a clear statement of the positive outcomes currently being
achieved by the Hospital. Your consideration of this application will be greatly appreciated.
Robert P . Cameron
Chair
101217ws HC BOC Page 50
I. A Summary of the Proiect's Scope
In recent years, North Carolina has been confronted with a critical deficit in community inpatient
psychiatric capacity. This shortage with regard to healthcare infrastructure has resulted in longer
Emergency Department (ED) wait times with psychiatric patients (both adults and children)
being inappropriately housed in EDs for extended periods of time. This ED boarding issue
impacts response time and overtime costs for local law enforcement officers who are often
required to retain custody of these patients and is of concern to State Mental Officials, local
LME-MCOs (public system managers), the Hospital Association and the General Assembly. In
response to this access to care crisis, the General Assembly has significantly increased inpatient
indigent care funding for local community hospitals such as Good Hope. The unmet demand in
this critical service area is documented in the 2017 State Medical Facilities Plan which identifies
a demand for an additional 106 child/adolescent and 40 adult psychiatric beds. It should be
noted that a large number of these beds are targeted for Local Management Entities/Managed
Care Organizations LME-MCO Regions, ( e .g. Alliance, Sandhills, Eastpointe) that are served by
Good Hope Hospital.
Since the opening of its Psychiatric Hospital on January 29, 2013, Good Hope Hospital, located
in Erwin, North Carolina, has demonstrated an abiding commitment to its mission of providing
quality inpatient psychiatric care to the citizens of central North Carolina. This commitment has
been a constant factor as Good Hope transitioned itself from a small general hospital to a
freestanding sixteen (16) bed adult psychiatric unit. The Hospital's Board of Directors, Staff and
its contract service provider (Horizon Health) are fundamentally committed to their mission of
delivering quality specialty inpatient care to public system patients. Horizon HeaJ~ which owns
or manages over eighty (80) psychiatric hospitals scattered across the country, provides Good
Hope with access to an array of management and clinical skills that would not otherwise be
available to a small rural hospital. In keeping with this mission, during FY 2015-2016 Good
Hope Hospital served a total of 589 admissions referred from twenty-nine (29) different hospitals
and six of North Carolina's seven LME-MCOs. It is a testament to Good Hope's quality of care
and the overwhelming demand for inpatient psychiatric care within the Central Region that the
Hospital has operated at close to full capacity over the past year.
Throughout its distinguished history, Good Hope has enjoyed the guidance and support of its
community. Good Hope is led by a Board of citizen volunteers and receives financial support
from Hamett County. It purchases many of its auxiliary services from Harnett Health and
contracts with Horizon Health for inpatient staffing and clinical management. The Hospital has
strong contractual relationships with its surrounding LME-MCOs and receives State Three~Way
Contract Funds to support indigent care from two of them. These efforts are supported by the
Hospital's on-going outreach to the emergency rooms in its catclunent area and it discharge
planning efforts with community service providers. Good Hope's interest in expanding its
inpatient capacity is supported by a recent market analysis that shows 2 .8 million North Carolina
citizens living within 60 miles of the Hospital. An analysis of bed availability vs. service
demand for this population area points out a significant shortage of approximately 200 adult
psychiatric beds and 40 child/adolescent beds. As noted above, this demand mirrors the analytic
work included in the State Medical Facilities Plan (SMFP) which points to similar access
concerns. This critical shortage in healthcare infrastructure provided the genesis for the
101217ws HC BOC Page 51
Legislative Rural Bed Expansion Initiative which seeks to address this critical community
concern.
In response to thls crisis in community services, Good Hope Hospital has developed a long-range
plan to increase its bed capacity from sixteen (16) beds to a total of fifty-two (52) beds. Of these
thirty-six (36) new beds, sixteen (16) would be allocated to the development of a new program
for children and adolescents while the remaining twenty (20) beds would represent a significant
expansion in the Hospital's adult services program. The new child/adolescent beds will be
designed to offer specialized services with a focus on childhood trauma and associated mental
health and substance abuse concerns. With regard to the expanded adult services, Good Hope
plans to continue its successful focus on serving committed/seriously mentally ill adults often
with co-morbid substance use disorder needs. Asswning an average length of stay of nine (9)
days for adults and ten-twelve (10-12) for chlldren/adolescents, these bed expansions would
accommodate 16 child/adolescent beds @ 85% utilization generating an additional bed capacity
of 4,964 beds days. With a 12-day Annual Length of Stay this provides additional capacity for
414 child admissions. Using the same formulae for adults, the result would be approximately
690 new admissions per year. Given the fact that Good Hope does not have unused space that is
suitable for renovation, the proposed bed expansion will require significant funding for new
construction. It should be noted that Good Hope owns an appropriate building site adjacent to its
existing facility. This site would provide a cost-effective alternative for the proposed new
construction.
Based on a detailed architectural review, the estimated construction costs for thirty-six (36) new
beds total $6,966,340 or $193 ,509 per bed for each additional bed. It should be noted that the
proposed total project budget also includes funding for start-up, equipment and supplies in the
amount of$1,355,I00. These funds will be used to purchase essential equipment and supplies
and to support staff hiring and training activities associated with the expansion effort. The
estimated total cost of the proposed 36 bed expansion is $8,659,547 (See Attachment A: Project
Budget).
If total funding for thirty-six (36) beds is not received, Good Hope Hospital plans to move
forward with the addition of beds which can be built with the money available.
Good Hope Hospital offers a competent and cost-effective strategy for expanding psychiatric
inpatient access in the Central Region of North Carolina. Good Hope's commitment to the
delivery psychiatric care and its partnership with Horizon Health provide a sound and proven
foundation for this effort. The proposed bed expansion would generate increased economies of
scale for the hospital while avoiding the pitfalls of a "start from scratch" effort. Based on a
projected construction time of twenty-four (24) months, it is anticipated that new services could
be on-line within thirty (30) months of receiving a funding award. Good Hope Hospital has the
commitment, the expertise, the community support, the history of success and the partnerships to
offer the Golden LEAF Foundation a unique opportunity to invest in the health care needs of
central North Carolina.
101217ws HC BOC Page 52
II. A description of what makes the proiect competitive to CBGI priorities and guidelines
Good Hope Hospital, a 501 (c) (3) non-profit organization, is seeking to increase its capacity to
provide specialized healthcare to adults, children and adolescents who are mentally ill ( often
with substance use disorders) and in need of services in rural Hamett County as well as its
surrounding counties. The addition of these vital services will provide improved access to
treatment services closer to home for rural residents, reduces wait times in rural Emergency
Departments (EDs) while providing an opportunity for the recruitment and training of
psychiatrists and mid-level clinicians, such as Physician Assistants and Nurse Practitioners, in
this underserved area.
'Ibe addition of these inpatient beds will also benefit the community by adding 80 to 90 new full
and part-time employment opportunities. These jobs will include Registered Nurses, masters
level Social Workers and counselors, activity therapists, and a variety of paraprofessionals, such
as Mental Health Technicians. There would also be opportunities for housekeepers and food
service workers. Good Hope Hospital also contracts with local agencies for goods and services
and would expand many of these contracts.
Good Hope Hospital has agreements with local institutions of higher learning, including
Campbell University, Methodist University, and Central Carolina Community College, to
provide an opportunity for students to practice, with professional supervision, in their particular
area of education. This has included nursing students, Physician Assistant students, and Health
Care Administration majors. The hospital has also signed an agreement with Campbell
University School of Osteopathic Medicine, for rotation of those students.
Good Hope Hospital administration and staff are active in supporting community goals,
including a close working relationship with Campbell University School of Osteopathic
Medicine, the Harnett County Health Department, District 1 la Veteran's Treatment Court, and
Crisis Intervention Team (CIT) training for local law enforcement officers. These partnerships
would grow along with the growth of the hospital.
The addition of the new beds adds an approximately 80 to 90 new full time and part time jobs to
the area. These jobs range from professionals, such as physicians, nurse practitioners, registered
nurses, and masters level therapists. There would also be paraprofessional and unskilled labor
added to the workforce, offering an on-going opportunity for workforce development and
recruitment, and economic development.
The addition of these needed healthcare services expands the critical area of healthcare
infrastructure.
101217ws HC BOC Page 53
Ill. A description of the need in the county this proiect seeks to address
The proposed expansions of psychiatric beds at for Good Hope Hospital represents a direct
response to the rapidly growing number of behavioral health patients presenting to Emergency
Departments and the excessive wait times experienced by these for those patients seeking
placement in a psychiatric inpatient setting.
a. Letters of Support are attached. (See attachment 1)
b. Wait time data for Harnett Health (from whom Good Hope has received a letter of
support): (Included in narrative above along with wait time averages below)
Average Adult wait time -38 hours 30 minutes
Average Child/Adolescent wait times -34 hours 36 minutes
c. Travel distances are attached. -Attachment 2
d. Good Hope Hospital receives 20 to 30 faxed referrals almost every day but can only admit
45 to 50 individuals per month. (See attachment 3)
Good Hope Hospital, Inc. currently has sixteen (I 6) inpatient adult beds and no child/adolescent
beds. The hospital attempts to address the problem by working closely with referring EDs and
letting them know when the staff expects the next discharges. The clinicians reviewing the
referral information make every effort to get an order for admission so that as soon as a bed is
available the patient may be transferred from the ED to Good Hope Hospital.
Good Hope Hospital typically serves adults, ages 18 and over, who as a result of a Mental Illness
have difficulties in daily functioning and require psychiatric rehabilitation for the development of
skills and supports to achieve his/her goals and remain in the community; or who without
treatment and supports would exhibit such impaired functioning, or had exhibited such impaired
functioning in the past.
Number of beneficiaries -Good Hope Hospital, with 16 beds, currently admits 45 to 50 adult
patients per month. With the proposed expansion of beds, Good Hope Hospital will be able to
admit I 05 adults and 45 to 50 adolescents per month.
The eligibility requirements for a person to receive treatment at Good Hope Hospital, the referral
must be an adult, at least 18 years of age. The individual must have a primary psychiatric
diagnosis found in the DSM V. The psychiatric symptoms must be sufficiently severe to require
inpatient treatment, typically life threatening. The person must be able to benefit from inpatient
treatment. The person may have a secondary Substance Use Disorder and may require medical
monitored detoxification.
101217ws HC BOC Page 54
IV. The capacity of the hospital to carry out the work, achieve results, maintain
sustainability and manage reporting/documentation requirements (numbering system for
main section and subsections)
IV. a. A brief overview of the hospital's history
Good Hope Hospital, Inc. was built in 1913 as the first hospital in Harnett County. The hospital
was created to care for the denim mill employees and their families. The hospital added twenty-
nine (29) inpatient psychiatric beds in 1985 and continued to operate those beds until the hospital
ceased operations in April 2006.
A portion of the hospital building was renovated, through a loan with the United States
Department of Agriculture, and the hospital reopened as a sixteen (16) bed freestanding adult
psychiatric hospital in January 2013.
Good Hope Hospital, Inc. was accredited by The Joint Commission May 11, 2013 and has
continued to maintain accreditation. The most recent three.year accreditation was April 7, 2016.
This accreditation included "Deemed Status" from the Centers for Medicare and Medicaid
Services (CMS).
IV. b. Brief overview of the hospital's experience with providing psychiatric and substance
use assessment or treatment or similar services (organization's past achievements and
accomplishments and evidence of its impact)
Once accredited and certified by CMS, Good Hope Hospital, Inc., was certified to provide
treatment to involuntarily committed (IVC) patients and to patients with a dual diagnosis of
Substance Use Disorder, provided that the patient has a primary mental illness. Good Hope
works in partnership with Horizon Health and Horizon Mental Health Management, an
organization which has been in business of partnerships with hospitals and mental health facility
for thirty-five years. Horizon Health has 80 management contracts for psychiatric units/facilities
across the country .
IV. c. Brief overview of all senrices provided by the hospital within the last five years,
including:
Good Hope Hospital, Inc. was awarded a Three Way Contract (State indigent care funding)
through Sandhills Center, December 1. These funds cover the cost of approximately five beds
for indigent patients. This contract generated $652,500 in revenue and indigent inpatient care for
72 admissions from 6 different LME-MCOs. This contract has been renewed and continues to
date. This contract was managed and maintained by one full time employee with the advice
from the hospital Director of Clinical Services and the contract Medical Director. Monthly
reports regarding the utilization of these five beds are reported to the Board of Directors during
monthly meeting.
Good Hope Hospital, Inc. also has Medicaid psychiatric inpatient contracts with the following
LME/MCOs: Eastpointe, Trillium Health Resources, and Alliance Managed Care Organizations.
All contracts were renewed in 2016. Contact information for these contract managers includes:
101217ws HC BOC Page 55
• Alliance Behavioral
Healthcare: Margaret Brunson, Ph.D., MPA, 4600 Emperor Boulevard, Suite 200, Durham,
NC 27703. Phone 919-651-8805
• Sandhills Center: Kellie Davis,
PO Box 9, West End, NC 27376-0009. Phone: 910-673-9111.
• Trillium: Ty Martin, 201 West
First Street, Greenville, NC 27858-1132. Phone 1-866-998-2597.
• Eastpointe: Phyllis Joyner, 514
East Main Street, P.O. Box 369, Beulaville, NC 28518. Phone: (800) 513-4002
Good Hope Hospital, Inc. is also contracted with Medicare, Tricare, the Veterans
Administration, and Blue Cross Blue Shield ofNorth Carolina. These contracts, as well, were
renewed in 2016. Charles Larrison, God Hope ED, serves as contract administrator for all
contracts.
101217ws HC BOC Page 56
IV. d. Regulatory Process: The Good Hope Hospital Board has had recent discussions with the
Area Directors for Sandhills L:ME /MCO and Eastpointe LME/MCO regarding the need for
additional psychiatric beds in this region. Both Area Directors have agreed that additional adult
and child/adolescent beds are needed in the area. A review of the State Medical Facilities Plan
(SMFP) also indicates a need for additional adult and child/adolescent beds in this region. Good
Hope Hospital has already been in contact with the Division of Health Services Regulation
(DHSR), its Acute and Home Care Licensure and Certification Section, and it's Construction
Section. In addition, Good Hope Hospital has been in contact with the Division of Mental
Health, Developmental Disabilities and Substance Abuse Services (DMH/DD/SAS), specifically
with staff that oversees the process of certification for Involuntary Commitment (IVC).
Currently, Good Hope Hospital is licensed and in good standing with DHSR for its operation of
the 16-bed facility, and is in compliance and in good standing for the reception of IVC
admissions. When construction of the expansion of the facility are at the appropriate points in
the implementation of the construction plan, Good Hope Hospital will contact these agencies to
schedule reviews of the expanded facility for their approval.
IV. e. Construction of the Expansion of Beds: Good Hope Hospital has contacted and
contracted with Kevin Turner, LEED AP with Perkins & Will, and an architectural firm in
Charlotte, NC . Perkins & Will has further contracted with Monteith Construction and this firm
is assisting in cost estimating and feasibility. The architect has drafted an architectural drawing
to accommodate the new construction in the existing parking lot west of the existing facility with
thirty-six (36) beds and associated infrastructure and support spaces (See attachment 4).
IV. f. Compliance: Good Hope Hospital is in compliance with all current requirements from the
NC Administrative Code, as current licensure and certification assures. As expansion of
capacity requires review and recertification, Good Hope will assure that these regulatory
benchmarks are met as well.
The Board of Good Hope Hospital has unanimously approved the name, "Dorothea Lynde Dix
Memorial Wing," as the name designated for the beds created through this expansion.
In addition to persons with mental health issues, individuals who have been served by Good
Hope Hospital since its beginning in 2013, the hospital also serves persons with co-existing
d isorders of mental illness and substance use. This expansion will also include services to
children and adolescents presenting in emergency departments of our referring hospitals.
101217ws HC BOC Page 57
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101217ws HC BOC Page 59
ASSUMPTIONS:
1. Total project cost estimate for a
36 Bed free standing facility is $7,258,509 (based on 010/27/16 Design & Construction
from Perkins & Will, Option 1 ); PCE based on 36 bed facility (Pro Fonna financials
based on 34 bed facility).
2.
3.
estimate at $0.
and $100,000 for Phase 2
Total costs include land cost
FF&E at $150,000 for Phase 1
4. Projected occupancy is based
on assumptions by Operator with maturity at year 5 with 90% occupancy.
5. Inpatient yields are consistent
6.
7.
8.
9.
10.
with Good Hope historical reimbursement
on Good Hope 2016 actual (28%)
existing contracted arrangement.
purchased services are based corporate default
revenue
with corporate default
11.
consistent with corporate default
12 .
corporate default
Benefits as % of salaries based
Physician costs based on
Drugs, food, non-supplies and
Maintenance set at 1.0% of net
Utilities expense are consistent
Estimated real estate taxes
Insurance PPD based on
101217ws HC BOC Page 60
The following agencies and LME/MCOs have offered support and assurance that if Good Hope
Hospital increases its capacity to 52 beds, and also includes a 16-bed unit for youth/adults, they
would avail themselves of the hospital services to reduce wait times in their EDs or to provide
new and welcome bed availability for children and youth, and adults in their catchment areas:
Good Hope operates in a rural county, with several rural counties adjoining or nearby.
• Trillium Health Resources.
• Sandhills Center
• Eastpointe Mental Health
• Hamett Health
• Campbell University School of
Osteopathic Medicine
101217ws HC BOC Page 61
IV. A description of the base of community support for this project
Good Hope Hospital has the critical support of a number of community partners in its
efforts to build additional adult and child mental health beds . See Attachment I for
letters of support from:
• Sandhills Center Local Management Entity/Managed Care Organization
(LME/MCO). Sandhills Center manages mental health, intellectual and
developmental disabilities and substance use disorder services for nine counties,
including Harnett County . In addition, Sandhills Center manages Medicaid and
state funded services for the treatment and support of the above mentioned
populations. Good Hope Hospital provides inpatient services to the citizens of
these counties.
• Hamett Health, including Betsy Johnson Regional Hospital and Central
Hamett Hospital.
• Campbell University School of Osteopathic Medicine.
• Eastpointe Local Management Entity/Managed Care Organization
(LME/MCO). Eastpointe LME/MCO serves eleven neighboring rural counties.
Good Hope Hospital provides inpatient services to these counties.
These letters represent support from referring providers, 3rd party payers and healthcare
training programs.
101217ws HC BOC Page 62
V. A description of the local match and leverage
Good Hope Hospital has received an appropriation of $3 million dollars in the FY 17-18
State Budget. These funds were part of a Legislative statewide initiative to expand
Psychiatric inpatient capacity through the construction/renovation of additionaJ hospital
beds . Good Hope plans to use this $3M and all money that can be raised to build as
many beds as possible.
Harnett County contributes $400,000 per year in financial support. The ongoing
allocation of these funds clearly indicates Good Hope Hospital's level of community
support and the critical role it plays in the regional health care system.
101217ws HC BOC Page 63
VI. A description of the impact, outcome measures, and population served by
the proposed proiect
As a free-standing psychiatric hospital located in Harnett County, a rural county in the
Central Region of North Carolina, Good Hope Hospital believes that the expansion of its
bed capacity for both adults and children/adolescents beds will contribute significantly to
the reduction of wait times in referring hospital emergency departments of hospitals.
The intention is to reduce wait times of referring hospitals. An example of the potential
for reduction of wait times is as follows:
Wait Time Data from the emergency department of Harnett Health Betsy Johnson
Regional Hospital, which refers behavioral health patients to Good Hope has an average
wait time for behavioral health patients of 42.83 hours, or 1.8 days. While this wait time
is high, it is exacerbated by outliers, which range from 2 days to 12 days. Many of the
wait times are, in fact, more reasonable, with a lower range of 2 .8 hours to JO hours. The
outliers are, by the information from the staff who maintains wait time data, weighted
heavily toward a lack of bed availability. So, if the outliers, so designated primarily due
to a lack of bed availability, were reduced significantly by an increase of bed availability,
the reduction of overall wait times would follow.
The goal Good Hope wishes to achieve is to provide bed availability for additional adults
and youth/children, thereby reducing wait times commensurately. A conservative
estimate is a wait time reduction of25% overall, and 35-40% for outliers for whom bed
availability is the primary issue for delays.
With the expansion bed capacity at Good Hope Hospital, we believe the following Goals
and Objectives will be addressed:
a. Addition of sixteen (16) beds for children/adolescents. Assuming an 85%
utilization rate (100% being a full capacity 24/7 /365) for the proposed 16 new
child beds would generate an additional capacity of 4,964 beds days. This
expanded service capacity ( assuming an ALS = 12 days) would result in expanded
service access for an additional 414 child/adolescent admissions per year. Th.is
unit will be a specialty unit for children and adolescent patients, with full trauma-
based therapy for mental health, intellectual and developmental disabilities and
substance use disorders specific to children and adolescents.
b. The addition of twenty (20) new beds for adults is projected to result in an
additional 690 adult admissions annually.
See architectural drawing and legend for the proposal on the following two pages: The
drawings represent an addition to conjoin the current facility with the new construction.
In addition to the addition of 36 beds, the architectural drawing below represents a
significant expansion in the ability Good Hope Hospital will have, upon completion, to
serve persons with mental illness and substance use disorders. An overview of the
101217ws HC BOC Page 64
drawings shows that not only is there expanded bad capacity, but capacity for
consultation, leisure activities for patients, food service and dining, and administration.
The construction site is currently parking space, but the expansion still allows ample
parking when fully staffed and at patient capacity.
See attachment for most recent outcome measures. (See attachment 5)
The average age of a patient at Good Hope Hospital is 44 years old. 57% are male and
43% are female. The racial;/ethnic make up of patients admitted to Good Hope Hospital
if 57% are white, 39% African-American, 2% are Hispanic, and 2% other.
Outcome measures, which are tabulated every quarter, are attached.
101217ws HC BOC Page 65
Attachment 1
101217ws HC BOC Page 66
{Q_)J
Harnett Health
January 25, 2017
North Carolina Department of Health & Human Services
101 Blair Drive
Raleigh NC 27603
Re: Request for Applications for Psychiatric Beds for Good Hope Hospital
Dear RF A Committee Member:
P.O. Box 1706
Dunn. N C 28335
!910) 892 -I 000
www.HorneUHeolih.org
We understand that Good Hope Psychiatric Hospital in Erwin, NC, has applied for funding in order to expand
its capacity to serve persons with psychiatric and substance use disorders by adding thirty-four (34) additional
beds in their facility.
The Harnett Health System Board of Trustees has voted unanimously to provide a letter of support for this
project. The construction of these additional beds for both adult and adolescent inpatients has the potential to
reduce Emergency Department wait times for adults and adolescents in our service area.
Our Emergency Department sees approximately 14.83 adults and 3.75 adolescents requiring transfer to an
inpatient psychiatric facility each month. We referred 159 patients to Good Hope Hospital last state fiscal year.
The addition of thirty-four beds would have a positive effect on the overall patient flow of our emergency
services and would reduce our average wait times significantly. Therefore, we wholeheartedly support the
selection of Good Hope Hospital to expand available capacity from 16 adult beds to SO adult and adolescent
beds.
B~-:tsy Jc,hn:;.0,1 hosr,it(JI {Du 1n} Cl.nt,n l r-~r1111~tt h.:,spitrtl iliili l fl!'-n,, Hm n,:tt }-h.ollh Fo11 ndutic-n
A111iie r Me>diwl Se,,•ir.l?} O..i11n Mt:d1:ul Servites Cool~ Me,.li,:u! S-,1vic,;,, Lill ir,,J k ,11 lv\,;Jiwl s~rvic;,.s Ho111e !I 08.'GYl'-l Prcsinr.,-re Pediolr1cs
6cns1-in Rrh,d , R, V,',...lint·!i~ B,N1 \t Cc11r· Cc ·1t,,, Crird;.,, T1•sf1 t1n · L-lli n qitin Rchoi,ili1 c1 li·Yl V/ciunrI Cn,r: C;!nh,
101217ws HC BOC Page 67
~r~~~
---
JERRY M-WALLACE
SCHOOL or OSTEOPATHIC MEDICINE
January 24, 2017
North Carolina Department of Health and Human Services
101 Blair Drive
Raleigh, NC 27603
Re: Request for Application for Psychiatric Beds for Good Hope Hospital
Dear RF A Committee Member:
Office of the Dean
My name is Dr. John Kauffman and I am the Dean for t he medical school at Campbell University.
It is our understanding that Good Hope Psychiatric Hospital in Erwin, North Carolina, is seeking
funding to expand its capacity to serve persons with psychiatric and substance use disorders by
adding thi1ty-four (34) additional beds in their facility. We are pleased to write this letter of
suppo1t for this project. The proposed construction of the additional adult and adolescent beds
will undoubtedly provide increased access to much needed inpatient care in our communities.
Good Hope Hospital has already agreed to provide training for the Physician Assistant program
and our Nursing School. The expansion will provide an oppo1tunity for our medical students to
work in a rural psychiatric setting.
The State's support of funding psychiatric bed expansion is a critical element in ensuring our
community and sunounding communities have sufficient psychiatric services for our citizens.
-Sincere!; ~/. Q.;:J
~auffina,s fr., DO
Dean and Chief Academic Officer
PO Box 4280 Buies Creek, Norrh Carolina 27506 910-893 -1776 Fax: 910-893-1777
www_campbcll_cd11/cuso111
I
I
-!
i
!
101217ws HC BOC Page 68
SANDHILLS CENTER
Managing Mental Health, lntelleaual/Developmental Disabilities and Substance Abuse Services
910-673-9111 (FAX) 910-673-6202 www.sandhillscenter.org Victoria Wh i tt, CEO
January 9, 2017
North Carolina Department of Health and Human Services
1 01 Blair Drive
Raleigh , NC 2 7603
Re : Request for Application for Psychiatric Beds for Good Hope Hospital
Dear RFA Committee Member:
One of the key components of the responsibility of North Carolina's LME/MCOs
is the management of community behavioral health services while ensuring
appropriate access to care. One of the challenges of meeting those
responsibilities is having an adequate number of commun ity based psychiatric
hospital beds, particularly in the more rural areas of the State.
It is our understanding that Good Hope Psych i atr ic Hospital in Erwi n, North
Carolina, is seeking funding to expand its capacity to serve persons with
psychiatric and substance use disorders by adding thirty-four (34) additional
beds in their facility. We are pleased to write this letter of support for this
project. The proposed construction of the additional adu lt and adolescent beds
will undoubtedly provide Increased access to much needed inpatient care in our
region. The expansion will provide an opportunity for greater relief of the wait
t i mes for patients who seek care in area hospital emergency departments.
The State's support of funding psychiatric bed expansion Is a critical element in
ensuring our ability to meet the behavioral health needs of our state's
residents. We encourage and support the use of these designated funds to
expand Good Hope Hospital from its current capacity of sixteen (16) beds to a
capacity of fifty (50) adult and adolescent beds. Sandhills Cente r LME/MCO will
appropriately utilize these expanded beds within available funding sources.
sz·nc ely,
~~
Victoria Whitt
Chief Executive Officer
P.O . Box 9, West End , NC 27376
24-Hour Acces~ to Care Line: 1 ·800-256-2452
TTY: 1 ·866-518-6778 or 711
Serving Anson , Guilford, Harnett, Hoke, Lee, Montgomery,
Moore, Randolph & Richmond counties
101217ws HC BOC Page 69
s
January 13, 2017
North Carotina Department of Health and Human Services
101 Blair Drive
Raleigh, NC 27603
Re: Request for Application for Psychiatric Beds for Good Hope Hospital
Dear Rf A Committee Member:
Corpgrate Rffict:
514 Eut Main S1reet
PO$t Office Box 369
Beulaville, N .C . 2.8518
Administration: S00-513-4002
Access to Care: 800-913-6109
Sarah N. Stmvd CEO
One of the key components of the responsibility of North Carolina's LMEJMCOs is the management of
community behavioral health services while ensuring appropriate access to care. One of the
chaDenges of meeting those responsibilities is having an adequate number of community based
psychiatric hospital beds. particulal1y in the more rural areas of the State.
It is our understancUng that Good Hope Psychiatric Hospital in Erwin, North Carolina, is seeking
funding to expand its capacity to serve persons with psychiatric and substance use disorders by
adding thirty-four (34} additional beds in their facility. We are pleased to write this letter of support for
this project. The proposed construction of the additional adult and adolescent beds will undoubtedly
provide increased access to much needed inpatient care in our region. The expansion will provide an
opportunity for greater relief of the wait times for patients who seek care in area hospital emergency
departments.
The State's support of funding psychiatric bed expansion is a critical element in ensuring our ability to
meet the behavioral health needs of our state's residents. We encourage and support the use of
these designated funds to expand Good Hope Hospital from its current capacity of sixteen (16) beds
to a capacfty of fifty (50) adult and adolescent beds. Eastpointe LME/MCO win appropriately utilize
these expanded beds within available funding sources.
Sincerely,
~
It~~~
Karen Salacki
Chief of External Operations
,,-7 ...... _
(u·~c) ,_._...,
~ ..,....cw,a.•
__ ,.
FQnaglng Behavioral Health!.i!re for the Citizen* of Bladtm, Columbu6, Duplin , Edgecombe, Greene. Lenoir. Hast,, f(obeson,
Ssmpson , Sc()dand, Wayne, and Wilson Counties
www.eastootnt.e .nel
101217ws HC BOC Page 70
Attachment 2
-· --·--·
101217ws HC BOC Page 71
ATTACHMENT 2:
Travel distances from the ED(s) to current psychiatric and/or substance use
inpatient beds (that is, the existing beds, not the proposed new beds to be
converted/ constructed)
REFERRING HOSPITALS TO GOOD HOPE HOSPITAL·· 2016
Hospital Zip Code Travel Distance Travel Time Number Referred LME/MCO
Sentara Albemarle Hospital 27909 188 3 hours 12 minutes 6 Trillium
Dpe Fear Valley Medical Center 28304 30 39minutes 9 Alliance
Carolina East M edical Center 28561 124 1 hour 52 minutes 1 Trillium
Carteret General 28557 150 2 hours 32 minutes 55 Trillium
Central Carolina Hospital 27330 38 46mlnutes 45 Sandhills
Chatham 27344 61 1 hour 5 minutes 4 Cardinal Innovations
Columbus Memorial 28472 189 1 hour 34 minutes 12 Eastpointe
Gaston Memorial Hospital 28054 190 3 hours 1 Partners
Harnett Health 28334 3 16minutes 158 Sandhills
!Johnston Memorial 275n 32 33 minutes 2 Alliance
Lenoir Memorial 28501 91 1 hour 35 minutes 124 Eastpointe
Martin General 27892 129 1 hour 50 minutes 9 Trillium
Nash General 27804 80 1 hour 11 minutes 2 Eastpointe
New Hanover Regional Medical Center 28401 92 1 hour 47 minutes 1 Trill ium
Northern Hosp ital of Surry Countv 27030 150 2 hours 29 minutes 2 Partners
Onslow Memorial 28546 104 1 hour 50 minutes 3 Trillium
Outer Bank s Hospital 27959 216 3 hours 25 minutes 3 Trillium
Pender Memorial 28425 94 1 hour 20 minutes 1 Trillium
Randolph General 27203 80 1 hour 32 minutes 16 Sandhills
Rockinl!ham General 28379 79 1 hour 37 minutes 2 CenterPoint
Sampson Regional 28328 36 43 minutes 59 Eastpointe
Yidant Beaufort 27889 122 1 hour 52 minutes 3 Trillium
Vidant Chowan 27932 165 2 hours 36 minutes 1 Trillium
Vidant Duplin 28349 77 1 hour 2 minutes 2 Eastpointe
wake Med 27610 42 45 minutes 8 Alliance
Wayne Memorial 27534 62 57 minutes 32 Eastpointe
Wilson Medical Center 27893 65 55 minutes 28 Eastpointe
36
101217ws HC BOC Page 72
Attachment 3
-·----
101217ws HC BOC Page 73
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101217ws HC BOC Page 75
r--------------·-------------·--------
Good Hope Hospital
LME -Trillium and Hospital Admissions
LME -TRILLIUM -----------• 83.0
Carteret General
Martin General ' -· • 9.0
Albemarle Hospital b 3.0
Onslow Memorial ~ · 3.0
Outbanks ~:-3.0
Sentara Medical Center P 3.0
Vidant Beaufort F 3.0
Vidant Chowan r 1.0
Pender Memorial r. 1.0
New Hanover r 1.0
Carolina East Medical. .. r 1.0
---------------------------------------~
. --------·------------------·---·---------------
Good Hope Hospital
LME • ~rdinal Innovations and Hospital Admissions
LME -CARDINAL
INNOVATIONS
40
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101217ws HC BOC Page 76
r -----·-------·----------·---·· ------
Good Hope Hospital
LME .. Allliance and Hospital Admissions
LME -ALLIANCE 19.01
---~-,.._ ·.---,--,
CFVMC i 9.0
Wake Med '6.0
Novant Health
Johnston Memorial I
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Good Hope Hospital
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LME-PARTNERS
Northern Hospital of rl·
Surry County ................ ....._._........, __ ._·,,: 2·0
Gaston Memorial
Hospital
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I . ~----------. ----------·--_________________ __J
39
101217ws HC BOC Page 77
LME • EASTPOINTE
Lenoir Memorial
Good Hope Hospital
LME • Eastpointe and Hospital Admissions
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Wayne Memorial ~ 32.0
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· Columbus Memorial : 12.0
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Nash General f 2.0
L. ----------·---··-------·-________ __J
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101217ws HC BOC Page 78
Attachment 4
·----
101217ws HC BOC Page 79
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101217ws HC BOC Page 81
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101217ws HC BOC Page 83
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101217ws HC BOC Page 84
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PROJECT
101217ws HC BOC Page 85
Attachment 5
101217ws HC BOC Page 86
Good Hope Hospital
Adult P sychiatric Inpatient Program -7352
Erwin, NC
Report Period 18
Quarter Ending 06/30/2017
I i
I
'-~-.... . ·"
. \
101217ws HC BOC Page 87
Introduction
Report Introduction
Good Hope Hospital
The purpose of the CQI+ Outcomes Measurement System is to provide a comprehensive, structured, and
methodologically sound procedure for measuring treatment effectiveness and for improving the quality of care provided.
This system allows administrators, medical staff, and unit clinicians to measure characteristics of the patients and
treatment program, the clinical effectiveness of the treatments provided, patient satisfaction, pre-and post-treatment
medical resource utilization, and monitor performance improvement activities.
Methodology
Over time, your program has collected data at admission and discharge in order to ensure a continuous flow of patients
throughout the year. These random sampling procedures control for seasonal variation while keeping the overall sample
size sufficiently large to conduct meaningful statistical analyses of the data at relevant time intervals . The data reported is
intended to reflect a representative sample of your patient population. In addition, Mental Health Outcomes (MHO) staff
collects follow-up data on these same patients. Collecting data at more than one point in time allows reporting of patient
change over time . This report includes data for Program and National patients admitted in the past two years (past eight
quarters) only.
National Aggregate Comparison Database
In this report, your program is compared to other programs of the same patient population type and level of care that
submit data to MHO 's CQI+ Outcomes Measurement System from around the country. Currently the number of programs
like yours is 129 with I 89976 patients subm itted to CQI+ within the last two years.
Report Utilization
The CQI+ Outcomes Measurement System Quarterly Report examines a broad spectrum of patient variables and outcomes
associated with treatment in your program. It is important that the findings reported here are replicated over several time
periods to ensure their reliability (or "robustness") and validity (or "accuracy") for your program . Thus, programs are
cautioned to avoid making strong conclusions about their program, positive or negative, based on any single report.
• Review your program over the last two quarters to identify recent advances in improvement efforts.
e Review your program over the last two quarters to identify areas that may represent current
opportunities for improvement.
• Compare your program with the National Aggregate to identify areas of comparative excellence as well as current
opportunities for improvement.
• Findings may sugge st areas of relative strength and weakness to examine in greater detail. Programs wishing
to explore specific aspects of the report are encouraged to contact Mental Health Outcomes for further special analyses.
--.
Reporting Periods
Reporting periods are based on CQI+ implementation dates and are configured using the end of the last month of the most
current reported quarter. The reporting periods for this report are as follows .
2015 03 = Jul 2015 -Sep 2015
2015 04 = Oct 2015 -Dec 2015
2016 Q1 = Jan 2016 -Mar 2016
2016 Q2 = Apr 2016 -Jun 2016
Created by : Horizon Health -OutputlD:640
\\lewsrv1\deparll'l\ent,\MentalHealthOuteome\C<:>mmon\BookDete\MHO_RpteUntro rpt
2016 Q3 = Jul 2016 -Sep 2016
2016 Q4 = Oct 2016 -Dec 2016
2017 Q1 = Jan 2017 -Mar 201 7
2017 Q2 ~ Apr 2017 • Jun 2017
8/22/2017
101217ws HC BOC Page 88
Executive Summary
Good Hope Hospital
Patient Characteristics
Differences in patient characteristics can be important factors in explaining the findings reported . The more
similar your program 's patients are to the national comparison group, the more likely that differences in
outcomes scores are related to differences in treatment or practice patterns. Li kewise, smaller sample sizes
contribute to greater variation in data; thus, while quarterly data is helpful in identifying trends, aggregate
data is most helpful in modifying the treatment program and setting performance improvement goals .
Q3 Q4 Q1 Q2
2016 2016 2017 2017 Program National
Number of Participants 123 131 114 101 969 189976
Mean Age 40 38 37 39 38 (N=969) 37 (N=189969)
Percentage Female 57% 45% 54% 50% 48 % (N =967) 50% (N=186589)
Percentage White 63% 57% 60% 53% 53% (N=968) 77% (N=1 83SQ9)
Percentage with Higher Education 69% 66% 71% 67% 67 % (N=855) 78% (N=14679)
Program Characteristics
Similarities or differences in key program characteristics can be important factors in explaining the
findings reported in the following pages . The more similar your program's characteristics are to the
national comparison gro up , the more likely that differences in outcomes scores are related to differences in
treatment or practice patterns .
Length of Stay
Percentage Involuntary Admissions
Average Number of Co-morbid Illnesses
Most Frequent Diagnoses
Program
Mood Disorders
Schizophrenia & other Psychotic Disorders
Anxiety and other Nonpsychotic Disorders
Rcpon induda onJy patients admttled in tht put 1wo year&.
Q3
2016
12 .1
90.8%
0 .4
70 .8%
28 .3%
0 .9%
Q4 Q1 Q2
2016 2017 2017 Program National
12 .8 13.2 11 .7 11 .7 (N=947) 9.4 (N =172232)
92.1% 92.2% 88 .5% 94 .0% (N=849) 26.7% (N"15030)
0.4 0 .5 0.5 Q.6 (N =S24) 0 .7 (N:18108)
National
Mood Disorders
Schizophrenia & other Psychotic Disorders
Psychoactive Substance Use
Anxiety and other Nonpsychoti c Disorders
Non-Psychiatric Diagnosis
67.4%
19 .7%
6.4%
4.6%
0 .7%
0 -lnsufficicn l Data
1
101217ws HC BOC Page 89
Executive Summary
Good Hope Hospital
Patient Outcomes Admission to Discharge
Patient outcomes reflect patient change in symptomatology or function ing from admission to discharge.
This summary information is explored in greater detail in the following pages. For ease of performance
improvement tracking, the "Trend Icons" provide information as to how your program is doing~
compared to the previous report period .
QJ Q4 a1 Q2 Program National
2016 2016 2017 2017
Change in Patient Reported Functioning 0 .9 0.9 0.9 0 .9 0 .8 (N=397) 1 .1 {N =5894B )
(BASIS-32)
Change in Patient Reported 1 .3 1 .1 1.4 1.4 1 .2 {N=391 ) 1 .5 (N=58719)
Depression/Anxiety {BASIS-32)
• Change in Psychiatric Symptoms (BPRS) 13.1 10.8 13 .1 16.3 13.5 (N=691) 16 .4 (N=36032)
Change in Clinician Rated Anxiety/Depression 8 .2 6 .5 8 .3 8.2 7 .5 {N=691) 7 .3 {N=36032)
(BPRS)
Patient Satisfaction
Patient Satisfaction ratings are collected at time of discharge. This summary information is explored in
greater detail in the following pages . For ease of perfonnance improvement tracking, the "Trend Icon s''
provi de information as t o how your program is doing as compared to the previous report period.
Q3
2016
• % Rating Quality as EXCELLENT 71 .8%
% Rating Length of Stay as JUST RIGHT 76.9% .. % Definitely Would Return to the Program 69.4% .. % Definitely Would Recommend the Program 73.2% .. % Rating Overall Satisfaction as 51 .9%
EXCELLENT
A Prog ram has shown improvement from previous quarter to current quarte r
Program has shown no change from previ ou5 quarter to current quarter
Program has shown a decline from previous quarter to current quarter
Q4 Q1 Q2
2016 2017 2017
69.9% 56.5% 78.0%
82.4% 78 .9% 82.9%
72.9% 59.5 % 76.5%
73.6% 61 .9% 77.5%
58 .3% 50.0% 63 .9%
Gl Both p revious and current quarters must have a sample size of 8 or greater in orde r to warrant t rending analysis
Jtcpon indudcJ only patitnl> adroiucd in &he: past n 1 o years
-------
Program
67.2% {N=714)
78.0% (N=651 )
67.9% (N=686)
70 .3% (N=69 1)
54 .0 % (N =728)
National
62.3%(N:52836)
79.5%(N=46912)
69.2%(1r-49725)
69.3%(N =28741)
52.So/o(N:54 078 )
0 · Insufficient Data
2
101217ws HC BOC Page 90
Change in Psychiatric Symptoms
The Brief Psychiatric Rating Scale is a clinician's rating of the level of severity of a patient's functioning and
symptoms obtained through a structured interview conducted with the patient. The total scores range from O to I 08,
with higher scores indicating greater severity. Change scores range from -I 08 to+ 108, with positive scores
indicating greater improvement.
36% of all programs fall below your change score for this measure over the past 2 years.
25
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Program
Score at Admission
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! 18.7 19.1 19.2 19.1
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j 10
2015 Q3 2015 Q4 2016 Q1 2016 Q2
Score at Discharge
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ell
~ 5.9 6.3 ; 4.3 • • 4.7 .. •
2015 Q3 2015 Q4 2016 Q1 2016 Q2
Change Score: Admission to Discharge
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30 .. 20 13.7 13.4 13.8 14.4 ~ • • • • .:! ,o
u
• 2016 Q3 2015 Q4 2016 Q1 2016 Q2
Adult Psychiatric Inpatient Program • 7352
1\lewsrv1\departments\MentalHealth0utcome\CommonlBookData\M
Admission to Discharge
2 Year Trends
16.8 18.0 • 14.9 • •
2016 Ql 2016 Q4 2017 Q1
4 .6 4.5 4 .2 • • •
2016 Q3 2016 Q4 2017 Q1
13.1 13.1 • 10.8 • •
2016 Q3 2016 Q4 2017 Q1
16.4
National
Aggregate Scores
Past2 Years
21 .1 21 .7 ..
2017 Q2 • Program National
(N=810) (N=46008)
Aggregate Scores
Past 2 Years
••r-,.
lO
5.0 10 5.0 5.9 B
2017 Q2 Program National
(N=814) (N=45887)
Aggregate Scores
16.3 ..
2017 Q2 •
Past 2 Years
Program
(N=691 )
Nationa l
(N=36032)
8/22/2017
3
101217ws HC BOC Page 91
Change in Psychiatric Symptoms -Subscales
The specific subscale data is meant to assist the reader in "drilling down " to more clinically specific issues of
patient improvement. This infonnation might be used to adjust the milieu and/or encourage additional
competency training by trending specific factors of patient improvement over time.
10
9 Activation
! 8
0 7 Aggregate Scores u
fl) 6 • 6 "' Program 0.5 (N=691) C 4 . 3 .<: 1.0 National 1.5 (N=36032) 0 2 0.6 0 .6 0.5 0.3 0.3 1 0.4 0.3
0
2016 Q3 2015~ 2016 Qi 2016 Q2 2016 Q3 2016Q4 2017 Q1 2017 Q2
10
9 Anergia
~ • u 7 Aggregate Scores Cl} 6 • 5 "' Program 1.1 (N=691) C 4 2.5 ..
~ 1.4 1.1 ~ National 2.9 (N=36032) u 0.7 0 .9 0.7 0.9
1 ..... • • • • • 0
2015 Ql 2015 Q4 2016 Q1 201' Q2 2016 Q3 2016~ 2017Q1 201702
10 ------· I 8.2 8.3 8 .2 I ' 7.3 7.6 7.6 ~ • Anxiety/Depression e 8 6.5 • • 0 7 • I u ... Aggregate Scores II) ' ., s I "' I P rog ram 7.5 (N=691) C 4 ..
J:; 3 National 7.3 (Na:36032) 0 2
1
0
201S QJ 201504 201' Q1 2016 02 1016 0) 2016 C• 2017 01 2017 Q2
10
' l Hostility/Suspiciousness .. 8 8 7 Aggregate Scores ~ ' I .. 6
I "' 2.9 3 .2 3.2 2 3 Program 2 5 (Na:691) C 4 2.6 2.3 .. .. 2 .0 .: • • •----.. 1.6 ... National 2.3 (N=36032) 0 • • I
I
2015 Q3 2015 Q4 201601 201& 02 1016 0 3 2016 04 201701 2017 Q2
10 ----
9 Thought Disturbance
f a
0 7 u Aggregate Scores fl) 6 .. 6 "' Program 1.9 (N=691) C ' 2 .2 2.4 2.3 .. 2.0 1.8 s;; s 1.8
·~3 1.3 u 2 • • • • .... National 2.3 (N:36032)
1 • 0
2016 03 2015 C. 2016Q1 2016 Q2 2016 03 201& a, 201701 2017 02
Change in Brief Psyehiatric Rating Scale subscales Thought Disturbance, Anxiety • Depression , and Anergia are measured on a scale from -24
to 24 , with a higher score indicating an improvement in symptoms. Subscales Hostility· Su spi cio usness and Activation are measured on a
scale from -18 to 18, with a higher score indicating an improvement in symptoms.
Adult Psychiatric Inpatient Program -7352
1~ewsnr11<11parunenU1\MentalHealthOulcome\Common\BookOatolMHO_Rpl•IP•ychSymptomsSut>scales rpt
----------
8/22/20 17
4
101217ws HC BOC Page 92
Change in Patient Reported Difficulty and Functioning
The Behavior and Symptom Identification Scale is the patient's rating of the level of severity of their own
functioning obtained through either a structured interv iew conducted with the patient or the patient's independent
completion of the instrument. Behavior and Symptom Identification Scale (BASIS-32) total scores range from Oto
4, with higher scores indicating greater difficulty. Change scores range from -4 to +4, with positive scores
indicating greater improvement.
25% of all programs fall below your change score for this measure over the past 2 years.
4 r
3 J ..
0 " 2 "' ..
"' C ..
0.8 -" 1 u
0
Program
Score at Admission
.
ii 0
1.5 ~ 1.2 1.3 C • : 0.8 • • :I! -
2015 Q3 2015 Q4 2016 Q1 2016 Q2
Score at Discharge
f
i I 3 ..
C 0.9 0 .9 0.7 . 0.6 i • • • •
201 5 03 2016 04 2016 Q1 2016 02
C hange Score: Admission to Discharge
~ ~I ,)I
& 0 .9 ~ 0 .7 2 0.4 • l!I 0 ...
0
2015 Q3 2015 Q4 2016 Q1 2016 02
Adult Psychiatric Inpatient Program • 7352
\llewsrv1 \departmenls\MentalHeallhOutcome\Common\BookData\M
Admission to Discharge
National
2 Year Trends
1.4 1.6 1 .5 1.4 • • • •
2016 Q3 2016 Q4 2017 Q1 2017 Q2
0.7 0.5 0.6 0 .5 • • Bl -ti
2016 QJ 2016 Q4 2017 Q1 2017 Q2
:1
0.9 0.9 0.9 0.9 1
fl • • •
2016 03 2016 Q4 2017 Q1 2017 Q2
Aggregate Scores
Past 2 Years
1.8
Program National
(N=556) (N=80970)
Aggregate Scores
Past 2 Years
0 .7 0.8
l ' J
Program National
(N=600) (N=87458)
Aggregate Scores
Past 2 Years
0.8
Program
(N=397)
1.1
National
(N=58948)
8/22 /2017
5
101217ws HC BOC Page 93
Change in Patient Reported Difficulty and Functioning
.., Subscales
The specific subscale data is meant to assist the reader in d ri lling down to more clinically specific issues of patient
improvement. This information might be used to adjust the milieu and/or encourage add itional competency
training by trending specific factors of patient improvement over time.
' Relationship to Self and Others
f 3 0 u Aggregate Scores c.o • 2 f 1.0 1.0 0.9 1.0 Program 0 .9 (N=393) .. 0.8 0.8 s: National 1 .2 (N=58689) 0
0
201' 03 2016 Q4 2016 0 1 2016 02 2016 Q3 2016 Q4 2017 Q1 201702
' Daily Living Skills
f 3 0 " Aggregate Scores <I) • 2 .,, Program 0 .9 (N=394) C 0.9 0.9 0 .9 0.9 1.0 1.0 " .c
0~ • • • • • National 1.2 (N=58765} 0
0
2015 Q3 2015 Q4 2016 Q1 2018 02 2011 03 2016 Q4 2017Q1 2017 Q2
f
Depression/Anxiety
0 u Aggregate Scores ., ..
1.3 1.4 1 .4 a, 1.2 1.1 Program 1.2 (N=391} C 1.1 • • .. o.'!--• .. .c • • National 1.5 (N=5871 9) 0
2015 0 3 2015 0 4 2016 01 2016 Q2 2016 Q3 2016 Q4 2017 Q 1 2017 Q2
• Impulsive/Addictive Behavior
0 u Aggregate Scores ti)
" Q Program 0 .6 (N =387) C: • 0.7 0.7 .c 0 .7 0 .5 0.6 0.6 Nat ional 0 .8 (N=58597) 0 0.4 .... • • • • • ..
0
2016 03 2015 04 2016 01 2016 02 2016 Q3 201604 2017 Q1 2017 Q2
: I l Psychosis
f
0 u Aggregate Scores <I) •
:1 I
Q Program 0 .5 (N=395) C
II 0.7 .c 0 .6 0 .6 0.6 0 .5 National 0. 7 (N=58824} 0 0.4 ol.--• • • • • •
201$ 0 3 201$ Q4 2016 01 201102 2016 03 201 6 Q4 2017 01 2<117 02
Change in BASI S-32 Subscale scores are measured on a scale from -4 to +4 , with a higher score ind icat ing more improvement in symptoms
Adult Psychiatric Inpatient Program -7352
lltewsrv1\deparvnent&\MentalHeal thOutcome\Convnon\BookOata\MHO_Rpto\PsychSymptomsSubscales ,pt
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101217ws HC BOC Page 94
Change in Functioning
The World Health Organization Disability Assessment Schedule 2.0 (WHODAS) is a I 2-item self-report measure of
functioning. Total scores range fro m I to S, with higher scores ind icating greater severity. Change scores range from
-5 to +5, with higher scores indicating greater improvement.
The program has insufficient sample size for inclusion in ranking of this measure.
e
0
,.r
10
" "' • "' C 5 .. ,:
(J
1.3
0
P rogram
Score At Admission
] i .,
C :
:E
2015 Q3 2015 Q4 2016 Q1 2016 Q2
Score At Follow-up
j t
~
"' C
1
2016 Q3 2015 Q4 2016 Q1 2016 Q2
Change Score: Admission to Follo w-up
:: I
I!
8 ., . ..
" -" " 0
2015 Q3 2015 Q4 2016 Q1 201 6 Q2
Adult Psychi atric Inpatient Program • 7352
1\lewsrv1\departments\Me ntalHea l1h0utcome\Common\BookData\M
Admission to Follow -up
0.6
National
2 Year Trends
"
10
2.8 3.0 3.2 • • •
2016 Q3 2016 Q4 2017 Q1 2011 a2
--i ..
I
10
1.9 1.6 1.4 • • •
2016 Q3 2016 Q4 2017 Q1 2017 Q2
ti
10
1 .3 1.3 • •
2016 Q3 2016 Q4 2017 Q 1 2017 Q2
Aggregate Scores
Past 2 Years
3 .1 2 .3
Program National
(N =176) (N=3540)
Aggregate Scores
Past 2 Years
1 .7 1.7
Program National
(N=18) (N=171)
Aggregate Scores
Past 2 Years
1 .3
Program
(N=9)
0.6
Nationa l
(N=92)
8/22/2017
7
101217ws HC BOC Page 95
Patient Satisfaction Percentile Rankings
The Patient Satisfaction Percentile Rankings report is meant to assist the reader in determining the rank of lhe
program within the national CQI+ database with respect to specific items.
Overall Patient Satisfaction
54% of all programs fall below your score for this measure over the past 2 years.
Quality of Treatment
70% of all programs fall below your score for this measure over the past 2 years.
Early Phase of Treatment
75% of all programs fall below your score for this measure over the past 2 years .
Discharge from Treatment
94% of all programs fall below your score for this measure over the past 2 years.
Amenities of Treatment
30% of all programs fall below your score for this measure over the past 2 years.
Helpfulness of Staff
85% of all programs fall below your score for this measure over the past 2 years.
Helpfulness of Treatment
83% of all programs fall below your score for this measure over the past 2 years. ·
Sense of Security and Safety
54% of all programs fall below your score for this measure over the past 2 years.
Management of Physical Pain
48% of all programs fall below your score for this measure over the past 2 years .
Recommend Program
58% of all programs fall below your score for this measure over the past 2 years .
Return to Program
39% of all programs fall below your score for this measure over the past 2 years.
• Program must have a sample size of 60 or more to be included in percentile rankings.
Adult Psychiatric Inpatient Program -7352
\~ews,v1\depanmanto\MenlalH11llhOutcome\Common\8ookOa1olMMO _Rpts\PercentileRanks .rpt
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101217ws HC BOC Page 96
Patient Satisfaction Trends
The Patient Satisfaction report is meant to assist the reader in determining the level of the patient satis faction with the treatment
program. In addition to serving as a reference point for the patient perception of service and quality, patient satisfaction is one
factor that may influence the clinical outcomes obtained . Programs with higher scores for each reported issue have higher
satisfaction levels .
Overall ·~-~-1 -4.3 4.2 4.2 ... 1;] ;;i.,
Satisfaction 4 I • • • • • •
! !L Ii
l
2015 Ql 2016 QC 2016Q1 2016 Q2 2016 Q3 2016 Q4 21>17Q1 201702
Quality of J 4.3 ,u >S.2 •6 -4~ 4.4 4., 45 • • • • ii • -Treatment ..
!
i ~
2015 Q3 2015 04 2016 01 2016 02 2016 03 2016 QC 2017Q1 2017 Q2
Early Phase ·, ll.2 4.2 ~.2 4.4 4.3 4.4 ll.2 ~1 • • • • • • • of Treatment ' • I
! •
I ' J %
2016 Q3 2016 Q4 2016 Q1 201'02 2016 Q3 2016 Q4 2017Q1 2017 Q2
Discharge ir H 45 46 45 45 4.4 4..5 1
from j __ __J Treatment f
i
2016 Q3 2011 Q4 2016 01 2016 Q2 2016 Q3 2016 Q4 2017 01 2017 Q2
Amenities o f : I 3.9 3.8 3.8 4.0 3.9 4.D 3.8 J.1 I ~I Treatment • • • • • • • 1 • _J i z
2 1
• 20UQ3 201504 20HQ1 2016 Q2 2016 Ql 2016QC 2017 Q1 2017 Q2
Helpfulness ~ I
H ~-!! 3 .!j 3.8 3."l'. ~ 3.1 ~-8 • • • • • • I
of Staff ! g ..
i
2
2015 Q3 2015 Q<I 2016Q1 2016 02 2016 Q3 2016 Q<I 2017 Q1 2017 Q2
H elpfulness
!I
3,& 3 6 32 32 36 az 36 ~ • • • • • • • of Treatment j
C
i
2015 QJ 2015 Q4 2016Q1 2016 Q2 201&Q3 2016Q4 2017 01 2017 02
Patient Satisfaction scores are measu red on a scale from 1 · 5, "Helpfulness' scores are measured on a scale from 1 . 4 .
Adult Psychiatric Inpatient Program -7352
1uowsrv11oepanmenls1Men1alHealthOutcome\Common\BookOata\MHO_Rpl!\PSFTrends1 .rpl
Program
(N =728)
Program
(N=714)
Program
(N=728 )
Program
(N=709)
Program
{N=715)
Program
(N=722)
Program
(N=720)
Nationa l
(Na54078)
I
National
(N=52836)
National
(N=5352 1)
National
(N=52361)
National
(N=53280)
Nationa l
(N =52959)
National
(N=52700)
8/22/2017
9
101217ws HC BOC Page 97
Overall Patient Satisfaction
Overall Satisfaction with Program
101·.!t:===;----, ~-----o.7
30.9 Program
6.1-----,
• 1. ExceO•nl $.a o,r..
G 2. Ve,y GOO<! 30 "' a 3 Good 10, ..
o•.Fu •-~
C $.Poor D7'A
TcuJ 100 0-.
Would You Recommend the Program
! a 1 Oe~Wwld 70.3"
D 2 . Probabl)' WouSd 21 9,r. a 3. Probll>ly Would Nol 6 ,,.
04.0efini\ety~!:.!!!
Total 1DO.~
0 .9------~ ,.1-----.
13.5--·
National
2.5-----~
5.8----,
22.,
-52.B
70.3 '----69.3
22
Definitely Would
Recommend the
Program
Definitely Would
Return to the
Program
Received More
Benefit Than
Anticipated
Would You Return to the Program
~------4.8
• 1. OehMely Would 67 ft
8 2. Pt0b•b.'y Would 22 6W.
• 3 . P,oblbty Wovld NOi 4 .1'11,
O l .OelinilolyWouldNol ,.6'0o
I TOIOI: 100.0%
2 Year Trends
1]16~~!6-~6~:~~--74~~~--'~~~A--~~.~---,~~~~
~ to
0 -----------------------------'
201s a 1 2016 a, 2016 a 1 201s a2 20n C3 201a a, 2011 a1 2011 02
...
•• 66.0 67.9 68.9 69.4 ,,., ~ E 61.2 • • • • -~ .. -l .. ,.
2016 Q3 20H a, 2016 Q1 2016 Q2 2016 Ql 2011 Q4 2017 Q1 2017 Q2
100[ ;i j .. 59.5 56.0
•• 41 .0 48.4 • ---3:.a 40 .5 42.9 j • =L • II • . --
201$ Ql 2015 Q4 2015Q1 201, Q2 2016 03 2016 Q4 201101 201702
Adult Psychiatric Inpatient Program -7352
lllewctv1\0epartmentc1Menl-a1HeaHhOL4como\C:O-\BookOai.WIHO_Rpts\dVtsP iePS F.rpt
National
,eo ,------------. .. 70.3
Program
{N=691)
Program
(N=686)
Program
(N=630)
National
(N=28741)
National
(N=49725)
National
(N::45512)
8/2212017
10
101217ws HC BOC Page 98
Telemedicine Patient Satisfaction
The Patient Satisfaction report is meant to assist the reader in determining the level of patient satisfaction with the
treatment program. In addition to serving as a reference point for the patient perception of service and quality,
patient satisfaction is one factor that may influence the clinical outcomes obtained. Programs with higer scores for
each reported issue have higher satisfaction levels.
6--------------
5
4
3
2
1
0 U...===~
4.1
Program
Overall Satisfaction
4.1
National
Individual Item Scores
QJ 04 Q1 Q2
2016 2016 2017 2017
Your overall telemedicine experience 4 .3 4 .3 4 .2 4 .3
Your telemedicine physician 4 .4 4.4 4 .2 4 .3
The availability of your telemedicine physician 4 .1 4 .1 3 .9 4 .0
The amount of time your telemedicine 3 .9 3 .9 3 .8 4.0
physician spent with you
The ability to develop a relationship with your 3 .8 3.8 3 .6 3 .9
telemedicine physician
Orientation to the telemedicine process 4.2 4.1 4 .0 4.2
Your level of comfort with the telemedicine 4 .2 3 .9 3.9 4 .2
process
Your level of privacy with the telemedicine 4.2 4 .1 4.1 4 .3
process
(Patient Satisfaction scores are measu red on a scale from 1-5.)
Q3 Q4 Q1 Q2
2016 2016 2017 2017
Your telemedicine experience was free of 3 .8 3 .6 3 .5 3.7
distractions
Your tefemedicine experience was free of 3.7 3 .7 3 .6 3 .7
technical issues
Would you participate in telemedicine in the 3.5 3.5 3 .3 3 .5
future?
Would you recommend using telemedicine to 3.4 3 .4 3 .4 3 .5
friends and family?
(Patient Satisfaction scores are measured on a sca le from 1-4.)
Adu lt Psychiatric Inpatient Program -7352
\\lewsrv1\departments\MentalHealthOutcome\Common\8ookData\M
Program
{N=313)
4 .2
4 .3
4 .0
3 .9
3 .8
4 .1
4 .0
4.2
Program
(N=312)
3.6
3 .7
3.4
3 .4
National
(N=352)
4 .3
4 .3
4 .1
4 .0
3 .8
4 .1
4 .1
4 .2
National
(N=352)
3 .6
3.7
3 .5
3.4
8/2212017
11
101217ws HC BOC Page 99
Patient Acuity at Admission
The Patient Acuity report is meant to assist the reader in determining the level of the severity of patient illness at Admission.
This infonnation might be used to adjust staffing levels and /or encourage additional competency training by trending specific
factors of patient population acuity over time. Programs with higher percentages of patients presenting with the reported issues
have higher acuity levels.
Suicidality
Psychiatrically
Complex
Comorbid
Illnesses
Multiple
Medication
Usage
Thought
Disturbance
r =1 B 20 .
l 10
2015 QJ 2015 Q4 2016 QI 201C Q2 2016 Q3 2016 Q4 2017 QI 2017 Q2 ,.,
f :1~--~~o--~~-·o---~~-0---~•o---~~o---o~J---~•·o __ ...,.~J 2015 QJ 2015 Q4 2016 Q1 20 18 Ql 2016 QJ 2016 Q4 2017 QI 2017 Q2
2015 QJ 2016 Q4 2016 QI 2016 Q2 2016 QJ 2016 Q4 2017 QI 2017 Q2
.:lr------------31-. ~~9
f ,o l==o.o 23 .1 21~ ~ ~ 21 .. • Ii
10
0 ----------
2015 QJ 201 5 Q4 2016 Q1 2016 Q2 2016 Q3 2016 QC 201 7 Q1 2017 Q2
=1 · 27.~ j 22. 20.6 21.3 j 20 "-I.-~6---4·---·---.--16.9
~ ..
•'----------------------------' 20,SQJ 20 15(14 201601 201,02 2016Q3 201604 2017Q1 2()17Q2
Patient Reported
'° 17.5 I 21[ ---, Difficulty
Involuntary
Status
j 15 ~10.8 12.6 12.8
o.i. .. u--~-~--·· I ~ ': 0. ~ ... ---..... --
201503 2015Q4 2016Q1 201602 2016Q3 201$04 201101 2017 Q2
99.2 99.2 97.9
i ·1 1 ~ __ · ___ · ____ · ___ 9-~3
9~1 '!'·,
I
20UQJ Z015Cl4 201 6Q1 201 6 Q2 201SQJ 2016 Q4 201701 2017Q2
Adult Psychiatlic Inpatient Program · 7352
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Program
(N::516)
National
(N=9906)
lO ~--------~ .. ..
0.0
Program
(N=822)
Program
(N=924)
Program
(N=747)
National
(N=149762)
National
(N=18108)
National
(N=16567)
.. ~---------~
Program
(N=810)
Program
(N=556)
Program
(N=849)
National
(N=46008)
National
(N=80970)
National
(N=15030)
8/22/20 17
12
101217ws HC BOC Page 100
Risk Man agemen t
The Risk Management report is suppli ed to assist the reader in detennining the lev el of patient safety or risk
within the treatment program. CQI+ risk management data is based on a sampling of patients and may vary
slightly from data using a 100% data collection methodology . Program s with higher percentages of pat ients
experiencing the reported issues ha ve higher risk levels .
Restrain t
Utilization
Seclusion
Utilization
Patient Falls
Transfers to
Medical Unit
% Premature
Terminations
Patient Deaths
i 11 1.5 08 09 1 LI -=----.::::~~~_:·0~---~~-0:..__.,!owwi~=~·~=._:Oiiiaoi:'.-=~·~· ~~...:.o •• o_J
:1 ,.
• 14
2015 03 2015 04 2016 QI 2015 Q7 201' Q3 2016 04 2017 01 2017 02
0.7 •
2015 Q4
1.8
o.~o.o • • 2016 01 2016 Q2 2016 03
0.8 •
2016 04
0.9 O • -----, .o
2017 01 2017 02
f !i
"'
0
; I _-£2..,,~~2~.3::::=~~~~1!!!i.8:::::::::7-~5:::::1!.81:::'.:::~1,.0~=:::t1.L2_J c... ~ .. -==--~-0 • • • •
2015 OJ 2015 04 2016 01 2016 02 201 6 03 2016 Q4 2017 01 2011 02
-----,
I
I
0.0 • 201s o•
0.0 • 2016Q1
0.0 • 2016 03
0 .0 • 201604
0.0 • 2011 o,
o.o I
2017 0 2
.. .------------------------------, • • I • ! LI -~~2,o..,,~~~~·9:::::::~·~·
0
~~..!;0w.o~--2.o.:,o __ _:o~.:i.o --~o .::·o~--!lio.::o_J
20,s OJ 20,s °" 2016 01 2016 02 20,s a, 201e °' 2011 0 1 2011 02
,·1 1
E !I ; 1.0 ~ L~aiiio . .::,o __ -i~r·o::...~::•~~-~~JOliiWo!...... __ o~ilt-o __ _;o~.o::,..._~o • .:.o~--o4il~o_J
2015 Q3 201 6 04 2016 Q l 2016 Q2 2016 03 2016 Q,4 2017 01 2017 02
Adult Psychi at ric Inpatient Program -7352
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'W-
~.·.· lL------.....1c::..:..:::.:2 .;::o ~i_; . o., let 'J
Program
(N=946)
National
(N=143535)
••.------------.
I
I
7 • • • • !w-.o •. .,s_....,==o:.:.:::6=~
.. ..
Program
(N =947)
National
(N=1 40296)
:J
l l! .... 1 •• 6 • ._.i:,:rc:::::,;;1 ·=o=._J
P rogram
(N=834)
Nationa l
(N=21287)
,o .-----------
1
I
I
~I 0.0 •'------
Program
(N=791 )
1.1 I ,J
National
(N=20525)
'f1
~.I 1.2
oL...... __ o_.3 ___ ...L~· .;.•:;.;.;..,...;·4'<Silll .J
Program
(N =791 )
Nati ona l
(N=20525)
••.----------~ • • 7 • • • • 2
:.__ __ o_._1 ___ ...;o:..;;.o=----'
Program
(N=791)
Nationa l
(N=20525)
8122/20 17
13
101217ws HC BOC Page 101
Top Primary Diagnosis Codes
The top IO most frequently used JCD-10 diagnosis codes in the program are displayed below.
! 20.0%1
! 1s.7o/o I
i 10 .9°/o 1
i 10.s0k I
9.8°/o
9.1%
6.1°k
6.0%»
3.3%
3.2°/o
Mood Disorders
F332 Major depressv disorder, recurrent severe w/o psych features
Schizophrenia & other Psychotic Disorders
F209 Schizophrenia , unspecified
Mood Disorders
F315 Bipolar disord, crnt epsd depress, severe , w psych features
Schizophrenia & other Psychotic Disorders
F250 Schizoaffective disorder, bipolar type
Mood Disorders
F319 Bipolar disorder, unspecified
Mood Disorders
F314 Bipolar disord , crnt epsd depress, sev , w/o psych features
Mood Disorders
F329 Major depressive disorder, single episode, unspecified
Mood Disorders
F333 Major depressv disorder, recurrent, severe w psych symptoms
Mood Disorders
F312 Bipolar disord, cmt episode manic severe w psych features
Mood Disorders
F322 Major depressv disord, single epsd , sev w/o psych features
Adult Psychiatric Inpatient Program • 7352
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14
101217ws HC BOC Page 102
Physician Profile -0
Clinical Outcomes . ~ . ~
Change in Patient Functioning :,-e
8 en .
i ~ u 0 --• • • •
·1 ..
2015 03 2015 04 2016 Q1 2016 Q2 2016 Q3 2011 Q4
Change in Psichiatric Slm~toms
10
eo ! 50
: 40 r ,.
1l zo • • • 10
0
~
2015 Q3 2015 Q4 2016 01
Practice Patterns
Most Common Primary
Diagnoses
Psychotropic Medications Most
Commonly Prescribed at
Discharge
% Premature Terminations
Average LOS in Days
• • •
2D16 Q2 2016 QJ 2016 Q4
Physician O
Mood Disorders 100.0%
Physician 0
Atarax 50.0%
Carbatrol 50.0%
Celexa 50.0%
Physician 0
0 .0%
Avg Number of Psychotropic Meds
10.5
3.5
•, .J ;1 0.7 0.8 ~ •
0~ ··L .z ----
2017 Q1 2017 Q2
Physician Program National
(N=1) (N=397) (N=58948)
-1 -~ 60
50
,0
30
D .. 20
20·0 13.5 16.4 • 110 g£j
2017 Q1 2017 Q2
Physician
(N=1)
Program Aggregate
Mood Disorders 70.6%
Program National
(N=691 ) (N=36032)
National Aggregate
Mood Disorders 67.4%
Schizophrenia & other Psychotic Schizophrenia & other Psychotic
Disorders 28 .3% Disorders 19.7%
An x,ety and other Nonpsychotic Psych oactive Substance Use
Disorders 0.9% 6.4%
Program Aggregate
Neurontin 30.2%
Desyrel 26.5%
Ce lexa 20.5%
Program Aggregate
0.3%
11 .7
2 .6
National Aggregate
Desyrel 23.8%
Neurontin 15.9%
Seroquel 15.3%
National Aggregate
1.2%
9.4
2.5
· Overall Patient Satisfaction .--· -, -·
. .
D Phys ician • Program
100 100.0
10
f .. 5-4.0 52.8
~ 40 30.9 28.7 ~ a!Z1 .. -10.4
Excellent Very Good Good
Adult Psychiatric Inpatient Program · 7352
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National
13.5 == 4 .0 4 .1
Fair
0 .7
Poor
0 .9
8/22/2017
15
101217ws HC BOC Page 103
It) -C:
CII ;;
Ill a. -0
CII
Medication Utilization
The Medication Utilization report is meant to assist the reader in detennining the amount of similarity or difference in
Medication Utilization patterns from the National Aggregate. Medications are known to be a significant influencing factor for
the clinical outcomes obtained and reported . Medication classes shown are based on predominance of use within the program.
Average Number of Psychotropic Medications Prescribed at Discharge
Program 2 .6 (N=775) National 2 .5 (N=19629)
Most Prevalent Medication Classes Prescribed at Discharge
100
90
BO
70 65.4 64.8 66.3
60
0, 50 Jg
C
CII t:!
CII a.
40
30
20
10
0
Program
(N=775)
•
8.8
0 0 •
Natio nal
(N=19629)
7.5
Anti-Anxiety Anti -Depressant Anti-Manic Anti-Psychotic Psychotropic
Medication
Most Prevalent Medications Prescribed at Discharge
Program Percentage of Patients
Taking Medication Medications (N=775)
Neurontin 30.2%
Desyrel 26.5%
Celexa 20.5%
Haldol 15.2%
Ability 13.0%
Adult Psychiatric Inpatient Program -7352
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----------------
National Aggregate
Medications
Desyrel
Neurontin
Seroquel
Depakote
Remeron
Percentage of Patients
Taking Medication
(N:.19629)
23.8%
15.9%
15.3%
12.6%
10.9%
B'22/2017
16
101217ws HC BOC Page 104
Medication Switching Patterns
The Medication Switching information highlights changes in prescribing patterns for the program over the course of a patient's
treatment experience. Medications are known to be a significant influencing factor for the clinical outcomes obtained and
reported. Medications shown are based on predominance of use within the program .
Most Prevalent Anti-Psychotic Medications
Program
50 ~----~--.~--------~ 50
l!l •o
C ..
"' " 30 ...
.!! 40
' i 30 ...
0 0 . 20 "' l!
C ..
!:' 10 • ...
..
20 "' E ..
!:' 10 .. ...
0 0
Most Prevalent Anti-Manic Medications
Program
50 50
!'l 40 !l •o
C C
.!! ..
"' ;; 30 0 .. 30 ... ...
0 0 0
" • "' 20 "' 20
!S l!
" C . " !:' u 10 10 ~ • ... a.
0 0
Pro-Admil Foltow-up
I C:.vw o,~ Ne~bn I
Most Prevalent Anti-Depressant Medications
Program
50
!l 40
C • r 30 0 0 ~
0 • "' .. 20
c • e 10 • ...
0
Pnt-Ad.rn?I Admlulon Oiad'large foOow-up
• -c-0 I Colen Cymbal!• Ot&yrel :
Adult Psychiatric Inpatient Program • 7352
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50
!l
"
•o
" = .. 30 ...
0 ..
"' m 20
1:
·:I
.. e .. ...
National
National
I ~-, o:kD<e Neu~~ I
National
D 0
D
0 ~ [}e-
p,..-~ AQ'n1S&lon O lsc.halrg1
~ -e o I
-• CymbllHt Ot&yrel I
0
=4J
Fo"OW·UP
8/2212017
17
101217ws HC BOC Page 105
Outcomes by Medication
Medications are known to be a s ignificant influencing factor for the clinical outcomes obtained. This report is meant to assist the
reader in understanding the influence different medications may have on outcome. The reader is advised that medications are
only one factor involved in cl inical improvement, and that only patients taking one medication within the medication class
measured are included on this page.
Change in Depression/Anxiety (BASIS 32) by 3 Most Frequently Used Anti-Depressant Medications
P,u::oc.:11/_ic ,.J _1: D1sr.l1tu9r1
• Program National
4.0 I f 3 .3
0
" 2.7 Ill .. 1.9 C> 2.0 C .. .c 1.3 0
0 .7
0 .0
Celexa Cymbalta Desyrel
Change in Psyc hosis (BASIS 32) by 3 Most Frequently Used Anti-Psychotic Medications
P1c·:x11!;Pc/ :it 01c-cl1c1151c
• Program National
4.0
e 3 .3
0
" 2.7 Cl) ..
Dl 2.0 C .. .c 1.3 u
0 .7 0.4
0.0
Ability Haldol Zyprexa
1.0
Ch,rnge in DerressionlA11x1cty (BASI S 32) hy 3 Mos t Frequently Used Anti -Anxiety M edications
r>lf'.,,:11!i·:cl ,li fJ1:,r'!1 ·11pu
• Program National
4 .0
e 3 .3
0
" 2.7 Ill
C> 2.0 Dl 2.0 1 .6 C .. .c 1 .3 0
0 .7
0 .0
Atarax BuSpar Klonopin
Change in BASIS-32 Subscale Scores are measured on a scale from -4 to +4, with a higher score indicating more improvement in
symptoms .
Adult Psy chia tric Inpatient Program -7352
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I
!
I
I
8/22/2017
18
101217ws HC BOC Page 106
Outcomes by Medication
Medications are known to be a significant influencing factor for the clinical outcomes obtained . This report is meant to assist the
reader in understanding the influence different medications may have on outcome. The reader is advised that medications are
only one factor involved in clinical improvement, and that only patients taking one medication within the medication class
measured are included on this page.
Change i n Anxiety/Depression {BPRS) by 3 Most Frequently Used Anti-Depressant Medications
F,osc11i,0n a! C1s ,::1:uu0
• Program National
10.0
! 8 .3
0 u
"' .. a, 5 .0 C .. .r:. 3.3 0
1.7
0 .0
Celexa Cymbalta Desyrel
Change in Thought Disturbance (BPRS) by 3 Most Frequently Used Anti-Psychotic Medications
P1e$C11hed al D,scl1a,gc
• Program National
10.0 I·
! 8.3
0 ... 6 .7 U)
I)
CD 5 .0 C .. .r:. 3.3 0
1.7
0.0
Ability Haldol Zyprexa
Change in Anxiety/Depression (BPRS) by 3 Most Frequently Used Anti -Anxiety Medications
.C-'1ASClll)C,I a[ [JSC/r,ili ,('
• Program N ational
15.0 .. 12.5
0 u 10.0 8.8 U) ..
C) 7.5 C: .. .r:. 5.0 0
2.5
0.0
Atara>1 Ativan Klonopin
Change m Brief Psychiatric Rating Scale Subscales are measured on a scale from -24 to +24, With a higher score indicating more
improvement in symptoms.
Adult Psychiatric Inpatient Program -7352
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8/22/20 17
19
101217ws HC BOC Page 107
Outcomes at FoHow-Up
Post Discharge Treatment
Measure Program National
Percentage of Patients Hospitalized for Mental Health
Percentage of Patients Hospitalized for Physical Health
Percentage of Patients Receiving Aftercare Treatment
4.1%
8.3%
79.5%
(N=73)
(N=72)
(N=73)
10.8% (N=6280)
3.4% (N =6159)
80.8% (N=6292)
Outcomes
Change in Patient Reported Total
Difficulty and Functioning from
Admission to Follow-up
The change scores for the BASIS 32 range from
-4 to +4 , with positive scores indicating greater
improvement
Admission
Scores
Follow-Up
Scores
Program 1.4 (N=556) 0 .6 (N=45)
National 1.8 (N=80970) 0.5 (N=4086)
Change in Patient Reported
Anxiety/Depression from Admission to
Follow-up
The change scores for the BASIS 32 range from -4
to +4, with positive scores indicating greater
improvement
Admission
Scores
Follow-Up
Scores
Program 1.9 (N=553) 0.9 (N=45)
National 2.4 (N=80772) 0.9 (N=4083)
Change in Patient Reported Daily
Living Skills From Admissi on to
Follow-up
The change scores for the BASIS 32 range from -4
to +4 , with positive scores indicating greater
im provement
Admission Follow-Up
Scores Scores
Program 1.6 (N=554) 0.8 (N=45)
National 2.1 (N=80800) 0.7 (N=4086)
~-I
i ~ I
Change from Admission To Follow-Up
0.8
.:l 0
i~l~I========================~)
Program Aggregate National Aggregate
Change from Admission To Follow-Up
4 ....,---------------------
3
2
0
-1
-2
-3 -4 ld:::===================1
Program Aggregate National Aggregate
Change from Admission To Follow-Up
4 ,.,--,-------------------
3 I
2 1.5
1 0.9
0
-1
.2
-3
r . ·-... :I
-4 IL::=:=============-==
Program Aggregate National Aggregate
Adult Psychiatric Inpatient Program -7352
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8122/2017
20
101217ws HC BOC Page 108
U sing This Report
T he CQI+ Quarterly Report is easily used for assessing the program's performance for the quarter and over t ime.
Below are explanations for the commonly used graphi c data representations used within the report.
Percentile Ranking 67% of a ll programs fall below your change score for th is measure over the past 2 years
Percentile ranking is p rovided on the primary c l inical issues reported. The ranking is based on the number of
actively participating units within the report period.
Change Score G raphs
Change score graphs represent the
amount of change from one time period
to the next. With these graphs, a greater
amount of change indicates a better
outcome.
a....---------------------,
2 Year Trends
Data Tables
Data Tables allow for large
v olumes of s imple data to be
presented for the reader's quick
review. Our tables provide a
comparison of data o ver time, as
well as between the program and
benchmark data.
A Note A bout Sam ple Siz e
6 ~
b$
CD 4 g,
B 2
0
Number of P articipants
Mean Age
Percentage Female
Percentage White
Percentage with Higher
Education
Program
Q4 Q1
2003 2004
38 65
75 77
65% 83%
97% 89%
58% 77%
National
Q2 Q3 Program National 2004 2004
44 61 205 9867
75 78 76 (N=200) 77 {1-1:9960)
65% 5 7% 69% (N"1$7) 66% (N•982 1)
100% 100% 98% (N~196) 90% (N-9801)
66% 56% 63% (N•187) 61% (N:9756)
Sample size plays a significant role in the interpretation of the meaningfulness of the data reported by COi+. Small
sample sizes can lead to greater variation or "swings· in t h e data, o r g ive the impression that issues ere
meaningful, when in fact, they may not be.
Reporti ng Periods
Reporting periods are based o n CQI+ implementation dates and are configured using the end of the last month of
the most current reported quarter. To clearly identify which months are in each reporting quarter. please see the
'Reporting Periods" section of the Report Introduction.
Created by: Hor izon Health
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8/22/20 17
21
101217ws HC BOC Page 109
Golden LEAF Community Based Grants Initiative Grading Rubric
Harnett County Administration
1. Does this project meet at least one of the following criteria? ( 1 point per area)
a. Economic Development
b . Agriculture
c. Workforce Development
d. Education
e. Healthcare
f . Physical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria .
2. I mpact: Does this project "do the most good for the most people?"
3. Does this project demonstrate a timeliness of need and an ability to put
grant fund s to work quickly?
4 . Does this project leverage additional fund s/investment and community
buy-in?
5. Does it represent partnerships between multiple agencies or have
additional outside support?
6. Will this project leverage previous community planning processes and
build on their results/findings?
7. Will this project be sustainable, meaning the work can go on once grant
funding is exhau sted?
8. Are project re sults measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 110
Harnett
COUNTY Office of the County Manager
www.harnen.or g
Joseph Jeffries
County Manager
September 15, 2017
Paula Stewart
Deputy Count y Manager
Harnett County Economic Development Council
200 Alexander Drive
Lillington, NC 27546
Dear members of the Harnett County Economic Development Council,
I am submitting the attached project on behalf of Cape Fear Christian Academy for
your consideration to be submitted as one of Harnett County's proposed projects for the
Golden LEAF Foundation's Community Based Grantsmaking Initiative (CBGI).
PO Box 7 59
102 E. Front Str eet
Li llington, NC 27546
ph: 910-893 -7555
fa x: 910-814-2662
The attached project would address much needed infrastructure needs at Cape Fear
Christian Academy by running a sewer line to the school. These infrastructure
improvements would allow for additional expansion for Cape Fear Christian Academy,
wh ich is currently at capacity for some grade levels. This project would meet the education
needs of additional students, as well as provide additional economic development through
the addition of more employees at the school and more money being spent at local
businesses.
I believe this is a worthwhile project and am happy to provide any additional
information you may need.
Si ncerely,
·, .. , ,
. L .. /-J
. / ·'-'/.·-·>·· 7 L-----
Joseph Jeffries
Harnett County Manager
strong roots , new g rowth
101217ws HC BOC Page 111
Project scope: Cape Fear Christian Academy provides an alternate educational
opportunity for the families of Harnett (72%), Johnston (6%), Lee (1 %), Cumberland (6%),
and Wake (15%) counties who seek a Christ-centered education in a rigorous and
academically challenging environment. Students range from early childhood through the
coJlege preparatory years.
This project would run a sewer line to Cape Fear Christian Academy at 138 Erwin Chapel
Road, Erwin . The project would involve installing a pump station at Erwin Chapel Road
along with 10,800 feet of either 4-inch or 6-inch force main along U.S. 421 to the gravity
sewer manhole at Jackson Boulevard and N.C. 55 in Erwin. Estimated cost would be
$465,002.50 for a 4-inch force main and pump station, and $556,140 for a 6-inch force
main and pump station. (See attached construction cost estimates for each option.)
Project fit within Golden LEAF's CBGI priorities: This project is aligned with the
following Golden LEAF CBGI priority areas.
• Economic Development
• Education
• Physical Infrastructure
Local need: Over the past five years, Cape Fear Christian Academy has increased its
enrollment 74% to 320 students. The school is currently at capacity with a waiting Hst in
several grades. CFCA anticipates additional growth in the coming years and is exploring
options for growth and expansion . With additional infrastructure, the CFCA Board is
seeking to increase enrollment by 29% over the next five years.
The primary impediment to future growth is the school's sewer and septic infrastructure.
CFCA is currently tied to an on-site septic system that is handled by a local sewage hauling
company. Efforts were made to pursue a septic field adjacent to the Academy, however
short and long-term costs proved cost prohibitive.
The extension of a sewer line along U.S. 421 would permit significant growth and
opportunity for Cape Fear Christian Academy, the residents of Harnett County, and
residents of surrounding counties.
Capacity to manage project: This project would be completed by the Harnett County
Department of Public Utilities, which has vast experience in managing such projects.
Community support and financing: This project has the support of Harnett County
Administration, Cape Fear Christian Academy, and those families who are currently
enrolled in the school and who wish to enroll in the future. N.C. Representative David Lewis
has also written a letter of support for this project. We recommend the???
101217ws HC BOC Page 112
Potential community impact: Cape Fear Christian Academy currently employs 46 full
and part-time employees. In addition to the potential growth in student population,
expansion would allow CFCA to add more staff, creating additional employment
opportunities for local residents. This would also generate additional revenue for local
businesses frequented by employees from outside of our immediate community.
There are multiple opportunities throughout the academic year where the Academy invites
and entertains other schools, guest speakers, and area business persons. Each of these
scheduled events creates opportunities for visitors to frequent area businesses and
restaurants before and after each occasion. Cape Fear Christian Academy hosted 118
regular season home games last year along with conference playoffs, state tournaments,
and several weekend tournaments. Each game was well attended by both CFCA staff,
students, and families, as well as the visiting team's family and friends . CFCA also hosts a
variety of well-attended summer enrichment and athletic camps.
Due to the number of families outside of Harnett County seeking information and
enrollment, the Academy believes that the immediate area is poised for growth. According
to Google Maps (2017), there are currently 127 businesses and houses as well as
unoccupied non perkable land in the affected area that would benefit from the expansion of
the sewage system. Current further growth appears to be hindered by the prohibitive cost
of bringing sewer lines down U.S . 421 , limiting growth to the western side of the
county. Opportunities for business growth and development including housing could be
cultivated with this necessary utility infrastructure in place.
101217ws HC BOC Page 113
Cape Fear Christian Academy 4inch Force Main and Pump Station
CONSTRUCTION COST ESTIMATE
# Item description Quantity Unit Unit Cost Extended Cost
1 4" PVC SDR-21 Force Main 10,700 LF $11.00 $117,700.00
2 4 "DIP Force Main 100 LF $65 .00 $6,500.00
3 4" Gate valve and Box with collar 4 EA $650.00 $2,600.00
4 Core Bore Existing Manhole 1 EA $2,000.00 $2,000.00
5 Epoxy Coating of Existing Tie-in Manhole 1 EA $1,260.00 $1,260.00
6 Air Release Valve in 4' Diameter MH 1 EA $4,500.00 $4,500.00
7 4" -45 Degree Bend 10 EA $465.00 $4,650.00
8 Concrete for Blocking 10 CY $110.00 $1,100.00
9 Gravel Roadway/Driveway Repair 375 LF $22.00 $8,250.00
10 Asphalt Roadway/Driveway Repair 386 LF $75 .00 $28,950.00
11 Concrete Driveway Repair 60 LF $75.00 $4,500.00
12 18" RCP Driveway Pipe Repair 100 LF $35 .00 $3 ,500.00
13 Concrete Valve Marker 2 EA $20.00 $40.00
Force Main-Cleanup and Testing-Including all
14 pressure testing measures, seeding and
10,800 LF $1 .00 $10,800.00 miscellaneous cleanup necessary for completion of
the project.
Sewer Lift Station @ 80gpm@S8', including grading,
15 fencing, EC , and all necessary components for a 1 LS $110,000.00 $110,000.00
complete station.
16 SCADA 1 LS $18,000.00 $18,000.00
17 Generator/Electrical 1 LS $25,000.00 $25,000 .00
18 Erosion Control 1 LS $35,000.00 $35,000.00
19 Mobilization 1 LS $20,000.00 $20,000.00
Construction Total : $404,350.00
Construction Contingencies: $20,217.50
Engineering/ Administrative Services : $40,435.00
101217ws HC BOC Page 114
froTAL PROJECT COST:
Route : Pump Station at Erwin Chapel Road with 10,8001f of fore main along Hwy 421 to
gravity sewer manhole at Jackson Blvd and NC 55 in Erwin .
tsc 05132015
$465.002.so 1
101217ws HC BOC Page 115
Cape Fear Christian Academy 6in ch Force Main and Pump Station
CONSTRUCTION COST ESTIMATE
# Item description Quantity Un it Unit Cost Extended Cost
1 6 " PVC SDR-21 Force Main 10,700 LF $14 .00 $149,800.00
2 6" DIP Force Main 100 LF $75.00 $7,500.00
3 6" Gate valve and Box with collar 4 EA $850.00 $3 ,400.00
4 Core Bore Existing Manhole 1 EA $2,000.00 $2 ,000.00
5 Epoxy Coating of Existing Tie-in Manhole 1 EA $1,260.00 $1,260.00
6 Air Release Valve in 4' Diameter MH 1 EA $4,500.00 $4,500.00
7 6" -45 Degree Bend 10 EA $500.00 $5,000.00
8 Concrete for Blocking 10 CY $110.00 $1 ,100.00
9 Gravel Roadway/Driveway Repa ir 375 LF $22.00 $8,250.00
10 Asphalt Roadway/Driveway Repair 386 LF $75.00 $28,950.00
11 Concrete Driveway Repair 60 LF $75.00 $4,500.00
12 18" RCP Driveway Pipe Repair 100 LF $35.00 $3,500.00
13 Concrete Valve Marker 2 EA $20.00 $40.00
Force Main-Cleanup and Testing-Including all
14
pressu re testing mea sures, seeding and 10,800 LF $1.00 $10,800.00
miscellaneous cleanup necessary for completion o f
the project.
Sewer Lift Station@ 180gpm@ 42 ', including
15 grading, fencing, EC, and all necessary components 1 LS $140,000.00 $140,000.00
for a complete station.
16 SCADA 1 LS $18,000.00 $18,000.00
17 Generator/Electrical 1 LS $40,000.00 $40,000.00
18 Eros ion Control 1 LS $35,000.00 $35,000.00
19 Mobilization 1 LS $20,000.00 $20,000.00
Construction Total: $483,600.00
Construction Contingencies : $24 ,180.00
Eng i neering/ Administrative Service s: $48,360.00
101217ws HC BOC Page 116
'TOTAL PROJECT COST:
Route : Pump Station at Erwin Chapel Road with 10,8001f of force main along Hwy 421
to gravity sewer manhole at Jackson Blvd and NC 55 in Erwin.
tsc 05132015
$556,140 .001
101217ws HC BOC Page 117
Golden LEAF Community Based Grants Initiative Grading Rubric
Harnett County Economic Development
1. Does this project meet at least one of the following criteria? (1 po int per area)
a. Economic Development
b. Agriculture
c. Workforce Development
d . Education
e. Healthcare
f . Phys ical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria .
2. Impact: Does this project "do the most good for the most people?"
3. Doe s this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4. Doe s thi s project leverage additional funds/investment and community
buy-in?
5 . Does it represent partnerships between multiple agencie s or have
additional outside support?
6 . Will this project levera ge previou s community planning processes and
build on their results/findings?
7 . Will this project be sustainable, meaning the work can go on once grant
funding is exhausted?
8 . Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 118
September 15, 2017
Joseph Jeffries
Harnett County Manger
102 E. Front Street
Lillington, NC 27546
Dear Mr. Jeffries,
Diverse
Talent Pool '('
..
w,ife 1 ou,
Re: Golden LEAF Community Based Grantsmaking Initiative (CBGI)
In response to the Golden LEAF CBGI request for proposals, attached is a proposed project submitted on behalf of Harnett
County Economic Development and Harnett Health System .
The proposed project requests a grant of s500,ooo -$1,000,000 to assist in the design and construction of water, sewer, road,
and drainage improvements into Brightwater Technology Park's Phases IIA and 118 . The extension of infrastructure
improvements through Phase IIA will allow Harnett Health System to proceed with development of a planned 40,000 s.f.
Medical Office Building that is, without improvements, currently cost prohibitive . Additional CBGI funding, up to a total of
u,000,000, will allow for the extension of improvements through Phase 118, opening up additional larger lots making the
focused and targeted recruitment of development by private investors, business and industry more economically feasible.
In keeping with goals and objectives of the CBGI, the proposed project invests in the building blocks of economic growth by
better positioning Brightwater Technology Park forfuture development. The project improves the retention of human/physical
capital, increases healthcare services and infrastructure, promotes workforce development and job creation, and creates jobs
with above average wages in Harnett County . Thus, the project makes Harnett County a more attractive place to create, grow,
or locate a business .
Questions or requests for additional information regarding the project should be directed to Angie Stewart, Harnett County
Economic Development .
Respectfully submitted,
Angie Ste art
Existing I ustry &
Product Development Manager
Harnett County Economic De v elopment
--.}~:/~,-
./ '
M ike Jones
Administrator, Centr I rnett Hospital
Vice President, Support Services Harnett Health
Harnett Co unty Eco nomic Development I P.O . Box 1270 I 200 A lex ander Dr. I Lil lingto n, NC 27 546
Pho ne: (910) 8 93-752 4 I Fax : (910) 814 -8298 I www.harnettedc.org
101217ws HC BOC Page 119
Summary of the project's scope:
Harnett County Economic Development I Harnett Health System
CBGI Letter of Intent Nan-ative
Harnett Health System (HHS) has developed a Medical Campus plan that calls for the development of a
40 ,000 s.f. Medical Office Building (MOB) near Central Harnett Hospital. (See Exhibit A -Future MOB)
The MOB will include a Primary Care Clinic, Cardiology services, and Cancer Center including Medical
Oncology and Radiation Therapy, and other specialty clinics. The planned MOB will also accommodate
a new location for the Campbell Un iversity/Harnett Health Residency Program Clinic. In this clinic and
other clinics in the building, CU/HHS will train residents in the latest outpatient treatment and prevention
methods and procedures . The MOB is the highest priority of the HHS Medical Campus plan .
Central Harnett Hospital is located in Brightwater Technology Park , and Harnett County owns parcels of
undeveloped land in the Park . The Harnett County Economic Development office is seeking a CBGI grant
of $500,000 -$1,000,000 (See Exhibit B -Probable Construction Costs) to assist in the design and
construction of water, sewer, road, and drainage improvements into Brightwater Technology Park's
Phases IIA and 118. Without public infrastructure being in-place, the acquisition of land and development
of the MOB is cost prohibitive.
$500,000 will allow for the extension of improvements through Phase IIA to serve Lot 2, which adjoins
HHS 's Central Harnett Hospital, and is the site of the planned MOB. Additional CBGI funding, up to a
total of $1,000,000, will allow for the extension of improvements through Phase IIB, opening up additional
larger lots making the focused and targeted recruitment of development by private investors, business
and industry more economically feasible . {See Exhibit C -Brightwater Phasing Map)
Description of what makes the project competitive to CBGI priorities and guidelines :
The CBGI Initiative is designed to identify projects that are ready for implementation, have potential for a
significant impact, target investments in the building blocks of economic growth , and specifically address
economic development, education , workforce development, infrastructure, (including health care
infrastructure), and agriculture.
The proposed project clearly meets the CBGI Initiative goals . The project invests in the building blocks
of economic growth by promoting economic growth and positions the Brightwater Technology Park for
future development. The project improves the retention of human/physical capital, increases healthcare
services, promotes workforce development and job creation, and creates jobs with above average wages
in Harnett County. Thus , the project makes Harnett County a more attractive place to create, grow, or
locate a business.
The project also addresses needs outlined in the 2015 Harnett County Comprehensive Growth Plan. The
2015 Comprehensive Growth Plan identified the need to concentrate future growth in the Campbell
University / Harnett Health System health-education corridor. The Growth Plan called for efforts to
diversify the Harnett County economy with more white-collar jobs to retain more young educated workers.
The County further identified a goal to leverage its locational strength of being between the metropolitan
areas of Raleigh/Cary and Fayetteville , and a goal of focusing recruitment efforts on compatible target
clusters including Advanced Medical Care, Military Support & Defense Technologies , and Medical
Equipment & Supplies.
1
101217ws HC BOC Page 120
Harnett County Economic Development I Harnett Health System
CBGI Letter of Intent Narrative
Description of the need in the county your project seeks to address along with any supporting
documentation:
Harnett County has experienced exceptional population growth over the past two decades. From a
population of just 68,000 in 1990, to a 2013 population estimate of 124,987 residents. Despite strong
residential growth , there has been little job growth . The lack of job growth causes the County to face
many economic challenges .
A majority of residents , 64 percent, commute outside Hamett County for work each day. The number of
jobs based in Harnett County has stagnated since 2000 , with only 147 more jobs in 2014 than in 2000.
During the same time period , manufacturing jobs in the county have dropped from 4,184 to 1,491 . Wage
and income levels for Harnett residents are below neighboring counties, therefore, the quality of local
jobs also needs to be improved .
The 2015 Comprehensive Growth Plan states the need to bu ild a community product that is attractive to
potential investors , noting that the availability of ~shovel ready" sites is a prerequisite for successful
investment attraction .
Harnett County is designated by the US Health Resources and Service Administration (HRSA) as a
Healthcare Provider Shortage Area, particularly due to the county's shortage of Primary Care providers.
Increasing locations and opportunities for Primary care will provide more convenient and cost effective
access to care for county residents . The CU/HHS residency programs will be playing a big role in
addressing this provider shortage. Currently, Harnett County residents must drive to other counties for
many types of specialty care, including radiation therapy for cancer treatment.
The capacity of your organization to carry out the work, achieve results, maintain
sustainability and manage reporting/documentation requirements:
Harnett County Government has the capacity to implement and sustain the project. The project team will
consist of the County Manager's Office, the Economic Development Department, the County Engineer,
the County Finance Department, and private consultants.
Harnett County has an engineering firm under contract to design, bid, and provide construction
observation/administration on the CBGI project. Harnett County through its County Engineer will manage
the engineering firm 's contract including meeting schedule; plan and spec development; recommending
change orders for approval; reviewing and recommending for finance office approval engineering and
contractor application for payments; and the County's project acceptance .
The Harnett County Manager, supported by the County Economic Development and Finance
Departments, will be responsible for collecting data and submitting required CBGI reports. Harnett County
will contract with a consultant to assist it in the preparation and submittal of CBGI documents .
Additionally, the Economic Development Department will have the primary responsibility to market and
sell BrightwaterTechnology Park properties . Economic Development staff will continue to work with HHS
to bring the full development of the proposed Lillington Medical Campus to fruition within the Brightwater
Technology Pa rk . The Economic Development Staff will target the location of new business in the park.
• The CBGI grant will provide critical infrastructure reducing site development cost to private
business providing for continued and sustainable growth.
2
101217ws HC BOC Page 121
Harnett County Economic Development I Harnett Health System
CBGI Letter of Intent Narrative
Description of the base of community support for the project:
The proposed project is in alignment with Harnett County goals and objectives as outlined in the Grow
Harnett County 2015 Comprehensive Growth Plan . Guiding development of the plan was an inclusionary
public process . The process included traditional methods and new techniques to encourage a diverse
group of citizens to contribute to the plan . The effort was guided by an Advisory Committee, made up
primarily of residents and business owners, and also included representatives from the planning board
and the development community. Community meetings were held throughout the planning process to
provide an opportunity for the public to come together, learn about the project and guide development of
the vision for the future of Harnett County.
Similarly, the Harnett Health System 2016 Community Health Needs Assessment, a collaboration
between HHS, Harnett County Health Department, the Healthy Harnett Coalition, and the Department of
Public Health at Campbell University, identified seven (7) priority health needs for County residents with
the following areas emphasized: heart disease , cancer, and fitness/nutrition . The Community Health
Needs Assessment Team assembled for this assessment included: HHS, Harnett County (HC) Health
Department, Campbell University (CU), Cape Fear Valley Health System; Project Access, United Way,
Cooperative Extension, HC Division on Aging , HC Social Services , Community Care of the Sandhills,
Lillington Star Church, Alcohol and Drug Services , AME Zion Church, and community members.
HHS received over 100 letters of support, and more than 80 participants at a public hearing in support of
the Certificate of Need application for the Cancer Center.
• These inclusive comprehensive assessment and planning processes demonstrate strong
support from a variety of citizens and organizations.
If applicable, an assessment of the impact and success of past Golden LEAF funded
projects:
Harnett County, Harnett Forward Together Committee. and Harnett Public Utilities partnered with the
Golden LEAF Foundation , and others (including North Carol ina Rural Center, North Carolina Department
of Transportation, Economic Development Administration (EDA), and US Department of Commerce) to
finance the design and construction of infrastructure to support Phase I of the Brightwater Technology
Parl<.
Infrastructure construction cons isting of water, sewer, road and drainage totaling $2,674,368 was
completed 06/12/2012 . HHS's new $56 ,500,000, two story, 122,500 s.f. Central Harnett Hospital became
operational 01/18/2013 , creating more than 100 new fu ll -time jobs . The Golden LEAF Economic Catalyst
Brightwater Technology Campus Infrastructure Imp rovement project met its Golden LEAF goals and job
commitment.
A Golden LEAF Open Cycle Grant was used to assist in financing the construction of a road into the
Brightwater Business Park to serve East Carolina University's Lillington , North Carolina based
Community Service Learning Center (CSLC). The Business Park is also occupied by First Choice
Community Health Center. ECU completed construction of the CSLC and is serving Harnett County
residents meeting Golden LEAF goals .
3
101217ws HC BOC Page 122
Harnett County Economic Development I Harnett Health System
CBGI Letter of Intent Narrative
Description of the local match and leverage:
Harnett County has reserved $200,000 to serve as local match for grants to extend infrastructure into
Brightwater Technology Park's Phase II. The Park 's Master Plan including Phases IIA and IIB are
complete. All required easements/rights-of-way have been obtained . The entire Park including Phase II
has been subdivided and is zoned mixed-use: Commercial/Retail, Office & Institutional.
Schedule to put grant funds to work follows :
Activity
o Complete Plans and Specs
o Obtain Permits
o Advertise/Award Contract
o Begin Infrastructure Construction
o Complete Construction
Days From Grant Offer
60
60
120
160
365
• The above schedule demonstrates that the proposed project is focused on action, not planning,
and will be able to put grant funds to work quickly.
Harnett County has a long-standing tradition of preparing plans to help guide growth and development
decision-making in the community. In September 2000, after major job losses from manufacturing plant
closures, Harnett County engaged Leak-Goforth Company to provide an economic assessment and
action plan . The assessment outcomes identified a business park in Lillington as a high priority for county
economic development.
Harnett County, along with its non-profit partner Harnett Forward Together Committee, and Harnett
Health System, contracted with Withers & Ravenel to develop a Brightwater Science and Technology
Campus master plan. Phase I infrastructure construction utilized this plan. It is the base for proposed
Phase II infrastructure improvements.
HHS has developed a medical campus plan to expand its presence adjacent to its hospital site.
• The requested CBGI grant will leverage previous community planning processes and build on
their results/findings to construct water, sewer, road and drainage improvements to extend
infrastructure into Phase I I of the Brighwater Technology Park.
Description of the impact, outcome measures and population served by the proposed
project:
The proposed CBGI project, the extension of public water, sewer, drainage, and road improvements into
Phase II, will make the acquisition and development of Lot 2 by HHS for its planned MOB and Central
Harnett Hospital Campus economically feasible. The new MOB will result in an estimated $7,000,000
private investment and the creation of 20+ new full-time jobs with an average wage of $60,000 and
benefits that include at least 50% employer paid health insurance.
HHS's MOB will provide all Harnett County residents with improved and better access to health care
services. The Cancer Center will improve access to critical healthcare services to cancer patients in
4
101217ws HC BOC Page 123
Harnett County Economic Development I Harnett Health System
CBGI Letter of Intent Narrative
Harnett County. There is no other oncology/radiation therapy service in Harnett County, which means all
Harnett County patients have to travel to other counties for this treatment, which is not only inconvenient,
but time-consuming and expensive, which adds to the patient and family burdens during a very difficult
time in their lives. Additionally, the proposed CU/HHS residency program will train an estimated 24
residents per year and assist with the recruitment of new physicians to meet other critical healthcare
needs.
The project will also allow for the extension of improvements through Phase IIB, opening up additional
larger lots making the focused and targeted recruitment of development by private investors, business
and industry more econom ically feasible .
Measurable out-comes include: (1) private investment; (2) jobs creation (number, salary, benefits); (3)
additional health services; (4) annual number of residents trained; and (5) number of annual patients
served by additional health services .
• The proposed project will provide increased access to health services and economic
development opportunities in the form of training, private investment, and quality job creation,
thus providing a benefit to all citizens of Harnett County.
5
101217ws HC BOC Page 124
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101217ws HC BOC Page 125
E~hibi+ 'B
~e. \of Z.. .-----------------------------------, 9/15/2017 !ngineer's Opinion of Probable Cost
Infrastructure to Serve Phase IIA
~_escription
~radin~ ~ ~r<:>sion Control
~ieari~~ & Grubbing
Excavation ----. .
~t ~(el?.ing& Resp readin~ Topsoil & Stockpile
Skimmer Ba sin
Tree Protection Fencne -----· -
Combination Silt/Tree Protection Fence
Si lt Fence Outlets
Construction Entrance --··-·----
Diversion Ditch -------
Erosion Control Blanket
Inlet Proteection -----.
Temporary Se ~din~
P~ri:n~~~n! Seedin~
Subtotal
Pavement
8" ABC
3" S9.5B
Concrete ?ide_walk {4" thick)
18" Curb and Gutter
30" Curb and Gutter
Pavement Striping
Subtotal
Storm ~~i!lage
24 " RCP Storm (0 -10') --..
36" RCP Storm {0 -10')
54" RCP Storm (0-10')
Yard Inlet -
Catch Basin with Frame and Cover
Oversized Catch Ba sin with Frame and Cover -·--------------~-
Flared End Section (36 ")
Rip -Rap
Stormwater Detention Pond -------.
Subtotal
Sewer
8" DIP Sewer 8 -15 '
12" PVC Sewer 8 -15'
4' Diame ter Manhole
5 ' Diameter Manhole
Subtotal
Mobilization
Contingency, 5%
Grand Total
, -! Quantity Unit
8 .8 .AC -
10700 )CY
2750 CY _,_
1 EA
624 LF
I 810 i LF
-;-
3 EA
1 EA -..
325 LF
217 SY ·--·-
5 EA
-1--
350436 ,SF -----
?~0~~6 !SF
j
~~1_]~y
2380 •SY
445S SF
881 LF
891 LF
1 LS
I
32 LF
284 LF
314 LF
2 EA
1 EA
2 EA
2 EA
64 TON S
1 ea
103 LF
489 LF
2 EA ·-
1 EA
Unit Cost Total Cost
-
$ 5,500.00 $ 48,400.00
$ ~-59 l .? 48,150.00 ---·
$ 3.25 $ 8,937 .50
$ 10,000 .00 $ 10,000.00 ----·-.. -· .? ~:~Q _ $ ;i~~.:00
; $ 4.00 $ 3,240.00
. ---. -
. $ 300.00 $ 900.00
. $ 2,000.~ $ 2,000.00
i $ ~-Q~ : $ 975.00
. $ 3.50 1· $ 759.50
j ~ ~s-~.9.Q. ~ !~250.o_Q
I $ 9.lQ ~ ~~,0~3~6-~
! $ ~.12 I _? ~(9 ~?-_32
i -$ 203,891.92 . -------·
-
$ 12.00 . $ 33,132.00
$ i s.oo ; $ 35,700.00
$ ~-~O ! $ 17,820.00
$ 17.00 $ 14,977.00 --. ---
$ 22 .00 $ 19,602 .00
$ 5,000.00 '$ 5,000.00 ----
$ 126,231.00
$ 37 .00 $ 1,184.00
---· ------
$ 45 .00 $ 12,780.00 -------
$ 6 ?·9~ l $ 20,410.00
$ 2,500.00 : $ 5,000.00 ----,-------
$ 3,000.00 i $ 3,000 .00
6,500:00 i s ---
$ 13 ,000 .00 ---. ----
$ 1,500.00 $ 3,000.00 :s 100.00 $ 6 ,400 .00
j • ----------
. $ 80,000.00 $ 80,000.00
$ 144,774.00
$ 40.00 $ 4,120.00
$ 50.00 $ 24,450.00
$ 4,000.00 $ 8,000.00 ---------
$ 4,500.00 $ 4,500.00
$ 41,070.00
$27,000
$27,000
$ 569,966.92
101217ws HC BOC Page 126
Engi~er's Opinion of Probable Cost
Infrast ructure to serve Phase IIB
Description
Grading & Erosion Control
~learin~ & Grubbing
Excavation
~tripping& Respreading Topsoil & Stockpile
Skimmer Basin
Combination Silt/Tree Protection Fence
~ -----
Silt Fence Outlets
Diversion Ditch
Erosion Control Blanket --. -
Inlet Proteection . --
!em_po ~!:Y ~!din!
Pe~m~nent Seeding
Subtotal
Pavement
8" ABC
3" S9.SB
~~_r:i crete Sidewalk (4" thick)
18" Curb and Gutter
30" Curb and Gutter
~<!_~E:.i:n~nt Striping
Subtotal
~tor~ prainage
15" RCP Storm (0-10')
?4" ~q> ~t ?rm !q-10')
36" RCP Storm (0 -10')
48 °RCP Storm (0 -10')
~~"-~~Storm (0-10')
Yard Inlet -
Catch Basin with Frame and Cover
Oversized Catch Basin with Frame and Cove r
Subtotal
Sewer
8" DIP Sewe r 8-15' ------- --
12" PVC Sewer 8-15' --
12" PVC Sewe r 15'+
4' Diameter Manhole
5' Diameter Manhole
Subtotal
Mobilzation
Contingency, 5%
Grand Total
Quantity Unit
2.7 AC
2870 CY
2240 CY
1 EA
869 LF
2 EA
2069 LF
1379 SY
5 EA
63863 SF
63863 SF
-
4675 SY
' 3971 !SY
8523 ;SF
1709 'LF
1709 LF
1 :LS
66 LF
66 :L~
472 LF
191 LF
I
31~~F
l jEA
~jE~
2 EA
103 ,LF
827 :LF
---· I
50 LD
2 EA
1 EA
$
s
s
s
s
s
$
s
s
1$
'$
's
1-
$
$
'$
$
$
's ·s
's i s
$
$
$
$
$
$
$
$
$
E-t--h ~bit B
Fee 2.o+2
Unit Cost
5,500.00 $
4.50 $
3.25 $
10,000.00 $
4 .00 $
300.00 $
3.00 $
3.50 $
250.00 $ ----
0.10 $
9/15/2017
Total Cost
14,850.00
12 ,915 .00 ---
7,280.00
10,000.00
3,476.00
600.00
6,207 .00
4,826.50
1,250.00
6,386.30
0.12 I $ 7,663.56
I • ------
$ 75,454.36
I
12 .00-1 $
--·-.. -
15.00 , $
.• l
4 .00 i ~
17 .00 $
--I -
22.00 $
5,000.00 j $ --. ·-
$
i
- I -
30.00 ! $
37 .00 i s
45 .00 1 $ ---i -
60.00 I $
65 .00 ! $ ~.~~~.~ ! $
3,000.00 , $
6 ,500.00 l $
,$
I
' ~o.~o I s
50 .00 / $
70.00 . $
I
4,~00.00 . ~
4 ,500.00 $ ·s
56,100.00
59,565.00 ---. ----
34,092.00
29 ,053.00 -------
37,598.00
5,000.00 --------
221,408.00
!,~89 -~.Q.
2,442 .00
21 ,240.00 --~--
11,460.00
20,410 .00
2,500.00
6,000.00
13,000.00
77,052.00
4,120.00
41,350.00
3,500.00
8,000.00
4,500.00
61,470.00
$23,000 ---
$23,000
101217ws HC BOC Page 127
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101217ws HC BOC Page 128
Golden LEAF Community Based Grants Initiative Grading Rubric
Harnett County Information Technology
1. Does this project meet at least one of the following criteria? (1 point per area)
a. Economic Development
b. Agriculture
c. Workforce Development
d. Education
e . Healthcare
f. Physical Infrastructure
For each of the following, rank projects from Oto 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria.
2. Impact: Does this project "do the most good for the most people?"
3 . Does this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4. Does this project leverage additional funds/investment and community
buy-in?
5. Does it represent partnerships between multiple agencies or have
additional outside support?
6. Will this project leverage previous community planning processes and
build on their results/findings?
7. Will this project be sustainable, meaning the work can go on once grant
funding is exhausted?
8. Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 129
Harnett Connect Project
I: Scope:
We wi11 construct approximately 15 miles of fiber that would extend from the northern side of
Lillington to the southern edge of Fuquay-Varina. ( see attached map) Estimated project cost is
$1,250,000. The County would be able to accomplish the following goals :
1. Connect the following government and public safety infrastructure
a. 911 communication center
b. Northwest Harnett Fire Department
c. Northwest Harnett Communication Tower
d. Northwest Harnett Water Tower
e . Connect into MCNC network
2 . Provide dark fiber for economic partners
a. Potential Large Businesses
b. Potential Industries
c. Wireless Internet Service Providers
d. Tier 3 wired service providers
II : Meets grant priorities with the following benefits:
1. 911 Communication Center would have a direct high speed connection to a core
communication tower for dispatching and radio traffic. This connection would also add
redundancy to the existing microwave network eliminating possible downtime in
emergency events.
2. Northwest Harnett Fire Department would have a direct high speed connection to county
infrastructure and the software package used for their county and state reporting.
3. Northwest Harnett Fire Department would have a direct high speed connection to county
infrastructure for statistics and maintaining communication during emergency events.
4. MCNC is great resource within North Carolina, but since it only comes through the
county at its northwest tip, Harnett County needs to build infrastructure to it to be able to
take full advantage of this resource. We would also allow MCNC access to dark fiber on
this route if applicable.
5. Expansion of economic development opportunities.
6. With partner support, broadband could be available to over 1000 residents of Harnett
County who are currently underserved. This would provide our citizens access to
resources in the new data economy, the classroom technology revolution, and the ability
to work from home.
101217ws HC BOC Page 130
III: capabilities to complete the project
1. Hamett County will use sub-contractors and internal resources to complete the fiber
construction and connectivity
2. Hamett County will provide information to potential partners as needed .
IV: Community Support
l . The County has pursued connectivity to core infrastructure over the last decade.
2. This would increase our capabilities to provide public safety and radio
communication in the surrounding areas.
3. Connecting to MCNC would provide great benefit to our educational institutions
including, Hamett County Schools, Campbell University, and Hamett County
Library. This would potentially decrease costs, increase bandwidth and provide
redundancy for these anchor institutions.
4. Citizens throughout the county have made it plain that broadband needs to be
accessible to all. This project will provide dark fiber as an avenue potential internet
providers could use to reach this area with broadband.
V: matching funds
1. The matching funds will be provided by Harnett County since several government agencies will
be direct beneficiaries of the project.
VI: impact
I. See list of benefits covered under section II
101217ws HC BOC Page 131
Golden LEAF Community Based Grants Initiative Grading Rubric
Harnett County Schools
1. Does this project meet at least one of the following criteria? (1 point per area)
a. Economic Development
b. Agriculture
C. Workforce Development
d . Education
e . Healthcare
f . Physical Infrastructure
For each of the following, rank projects from O to 2 with O indicating the project does not meet
the criteria, 1 indicating that the project does meet the criteria, and 2 indicating that project
exceeds the criteria.
2. Impact : Does this project "do the most good for the most people?"
3. Does this project demonstrate a timeliness of need and an ability to put
grant funds to work quickly?
4. Does this project leverage additional funds/investment and community
buy-in?
5. Does it represent partnerships between multiple agencies or have
additional outside support?
6. Will this project leverage previous community planning processes and
build on their results/findings?
7. Will this project be sustainable, meaning the work can go on once grant
funding is exhausted?
8. Are project results measurable?
Add all points awarded together for project total:
101217ws HC BOC Page 132
BOARD OF EDUCATION
William H. Morris, Chairman
Eddie Jaggers, Vice-Chairman
Vivian W. Bennett
Roger Farina
Jason T. Lemons
Charles P. Bullock, Board Attorney
September 15 , 2017
Joseph Jeffries, County Manager
Hamett County Board of Commissioners
Post Office Box 759
Lillington, NC 27546
Dear Mr. Jeffries,
Aaron L. Fleming, Superintendent
W. Brooks Matthews, Deputy Superintendent
Brookie B. Ferguson, Assistant Superintendent
Vera D. Jones, Assistant Superintendent
Monica J. Thompson, Assistant Superintendent
P. 0. Box 1029, Lillington, NC 27546
Phone: 910-893-8151 /Fax: 910-893-4279
Hamett County Schools seeks support for expanding and strengthening our Public Safety Academy,
Health Science Academy and Advanced Manufacturing Academy. With support from the Golden
LEAF Foundation, Community Based Grantsmaking Initiative (CBGI), these programs will add
students with employable skills to the workforce in Harnett County.
As you know, Hamett County Schools is committed to not only providing world class oppo11unities
and instruction to our students , but also to positively contiibute to the economy of Harnett County.
These programs will create the much needed human capital to make Hamett County more attractive
to businesses seeking to create, grow or locate a business. These academies also allow Hamett
County Schools to collaborate and partner with businesses to close the "skills gap" through
internships and on-the-job training.
Attached is a description of our proposal that includes the specifics you requested for our proposal.
Our plan fits squarely within the CBGl guidelines of economic development , education , workforce
development and infrastructure and with Hamett County's vision of approving plans that help
improve human and physical capital.
Your suppo11 of our application to the CBGI will allow Hamett County Schools to develop programs
that plan for growth and sustainability. We look fo1ward to hearing from you soon.
~/#-
Dr. Aaron L. Fie,~
Superintendent
RECEIVED
SEP 1 9 2017
HARNETT COUNTY
MANAGER'S OFFICE
101217ws HC BOC Page 133
Summary of the project's scope.
Currently, Hamett County Schools in pa1tnership with Central Carolina Community
College is the home ofrwo Public Safety Academies, an Advance Manufacturing Academy, and
a Health Sciences Academy. As a school district , we would like to apply for a Golden LEAF
Community Based Grantsmaking Initiative (CBGI) to enable the district to renovate and expand
selected shops/classrooms, add equipment, and classroom resources . These upgrades wi 11 help
our district better serve and educate the students in our classes, help to strengthen the
involvement in our academies, and better prepare Harnett County's students for success in their
future careers.
Our Public Safety Academies are working diligently to equip students with skills and
certify students in the areas of Fire, Emergency Medical Technician, and Law & Justice. Since
beginning the academy in 2012 at Harnett Central High school, ninety-seven percent of students
who completed the Fire Technology program are currently employed in this field. Although the
generosity of local Harnett County departments and agencies has been tremendous, these
programs are still in need of additional training equipment and training facilities.
During the 2016-17 school year, Harnett County Schools inducted the first cohort of
students into the Advance Manufacturing Academy. This academy was established in response
to local industry workforce development needs. The Advance Manufacturing Academy consists
of members from all four Hamett County High Schools. Members of the academies are provided
opportunities to learn about the vast careers available to them within Hamett County in the
welding/manufacturing area. Through a partnership with Central Carolina Community College
and the Department of Commerce, Hamett County students have th e opportunity to participate in
a welding or machining apprenticeship. In order to suppo11 the oppo1tunities listed above the
district is in need of these funds to update and purchase additional welding and machining
equipment.
The healthcare field is an area that is quickly growing and constantly changing. In an
e ffort to help meet the future workforce needs in this area the Harnett Health Sciences Academy
was established. This academy is made up of around 130 students from across Harnett
County . Each of these students are taking health science courses at their enrolled high
school. Skills and knowledge learned from these courses are reinforced through the academy
activities. Currently, at Harnett Central and Overhills HS there is only one health science
teacher. The student interest at these schools warrants the expansion of thi s program.
In summary, the CBGI funds would be used to update and purchase additional
equipment, update and build facilities, and expand programs to support the learning of students
in the areas of Public Safety, Welding/Manufacturing, and Health Sciences.
Description of what makes the project competitive to CBGI priorities and guidelines
What greater investment can be made than to invest in th e future of our
s tudents? Students that are members of our Career & Technical Education Academies are also
considered to be Career & Technical Education (CTE) Completers. For a s tudent to be
considered a CTE Completer he/she must take four classes within a Career Cluster with at least
one course being a completer. Harne tt County Schools' 2016 graduation rate for C TE
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Concentrators was 96%. This rate is higher than that of a non-CTE Concentrator. If we can
continue to help students find areas of interest, we will continue to see this number
increase. Receiving this grant will allow the school district the ability to improve and expand in
the core program in the areas of Public Safety, Welding/Machining, and Health Sciences.
The programs funded and enhanced with CBGI will create the much needed human
capital to support economic growth in Hamett County and meets the guidelines of CBG I in the
areas of economic development, education, workforce development and infrastructure.
Description of the need in the county your project seeks to address along with any
supporting documentation
One of the goals of Career & Technical Education is to provide students with skills that
will help them to become productive citizens. The CBGI funds will help the district to
strengthen the foundational courses in the areas of Public Safety, Advance Manufacturing, and
Health Sciences. Currently, across Hamett County jobs in these areas are readily available.
Industries such as Angus Fire, Boon Edam, Champion Hoist and Equipment, Rooms To Go,
Godwin Manufacturing and Hamett Heath Systems will benefit from a future skilled work force.
In order to train a future workforce and help to close the skill gap, it is critical that all
stakeholders work together. As we continue to strengthen partnership between the school
district, secondary education partners, economic development, local government, and local
business and industry; we will start to see the true fruits of our labor. As we strengthen the
future workforce, this will also serve to strengthen the overall economy of Harnett County and
serve as a marketing tool to help bring new business and industry into the county.
Capacity of your organization to carry out the work, achieve results, maintain
sustainability and manage reporting/documentation requirements
Hamett County Schools will work to use the funds received to carry out the renovation
and expansion of programs outlined in the grant application. As a district, we will continue to
monitor the success and economic need of our programs. This data will be reported back to the
Golden LEAF Foundation and other stakeholders. Local , state, and federal dollars will be used
to help match grant funds and sustain the programs after the grant cycle ends.
Description of the base of community support for the project
Within Hamett County, we are truly blessed to have the Hamett County Business
Education Pai1nership and other strong community suppo11 for our Career & Technical
Education programs. Through these partnerships and support, the school district is able to offer
exploratory and work based learning activities to our students. In order for our CTE Program
Areas and CTE Academies to continue to be successful and life changing, we need the continued
support from our community partners. The support of our secondary partners, local business and
industry, and governmental agencies are an integral part of our success. Receipt of these funds
will allow the Career & Technical Education program to strengthen the foundational courses in
these areas and to extend the reach to more students.
Description of local match and leverage
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The total requested in our proposal is $584,000.00. Harnett County Schools will match 20%
with local , state and federal funds for a total of approximately $700,000.00. This includes the
following:
-.,. Expansion of Programs $100,000
• Startup costs such as classroom materials and lraining
~ Upgrade Existing Facilities $400,000
• Buildings to house/ire trucks. EMS vehicles and equipment
~ Equipment Needs $150,000
• TIC Welders
• MIG Welders
• Welding Tables & Booths
• Welding Helmets and other Safety Equipment
• Se(fcontained breathing apparatus
• Protective equipment includingjacket, gloves. pants and boots
• Fire Fighter Nomex hoods
• Fire Fighter helmets with{rontage
~ Instructional Resources $50,000
• Computer-based Machining Program
• Classroom Instructional Supplies for established classrooms
Description of impact, outcome measures and population served by the proposal
The funding of this grant will positively impact economic development, education,
workforce development and infrastructure in providing human capital for Harnett County
businesses and industries. This funding will se1ve students in all four of Harnett County's high
schools.
A breakdown of this impact includes Expected Project Outcomes and Measures :
Economic
o Investment in equipment
o Jobs created and retained
o Strengthen workforce and economy of Harnett County
o Retention of local graduates for jobs
Workforce Preparedness
o Program enrollment (credit programs)
o Program completion (credit programs)
o Students trained (non-credit programs)
o Percentage of high school students that earn college credit in technical programs (Career
& College Promise)
o Industry credentials earned
o Students participating in internship/apprenticeship programs
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o Students employed in field of study
Education
o Number of students trained
o High school on-time graduation
o Increase in CTE Concentrators
Healthcare
o Healthcare positions retained
o Increased access to treatment
o Improved financial condition of rural hospitals or healthcare provider
Community Vitality
o Percentage by which the average wage for new jobs created exceeds the county average
o Private investment resulting from improvements
o New pri vate jobs resulting from improvements
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Golden LEAF Community Based Grants Initiative Grading Rubric
Grade Totals
List the final grade assigned for each project next to the submitting agency's name.
Campbell University
City of Dunn
Central Carolina Community College
Good Hope Hospital
Harnett County Schools
Harnett County Economic Development
Harnett County Information Technology
Harnett County Administration