040919wsa Agenda Package revised040919wsa HCBOC Page 1
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Harnett County Board of Commissioners
Work Session
Tuesday, April 9, 2019
9:00 am
CAMPO Update
Discuss proposed Northwest Harnett Area Land Use Plan
Mid-Carolina Council of Governments Study and Recommendation, Robert
Hyatt, McGill and Associates
Economic Development:
1) Resolution to Support Future Interstate Upgrade for Highway 421 by
NCDOT; and
2) Resolution to Support The NC Carolina Core by NC DOT
Fireworks Permitting Process, Larry Smith and Christopher Appel
Preservation NC. Christopher Appel
Appointments: l) Mid-Carolina Aging Advisory Council
2) Community Child Protection Team
3) other vacancies
Budget discussion 2019/2020
County Manager's Report:
April 15, 2019 Regular Meeting Agenda Review
Local Government Association Meeting
Joint Meeting with Board of Education
Invitations and upcoming meetings
Closed session
Adjourn
CAMPO Update
What is an MPO?
An MPO is:
•Federally mandated and funded
•Transportation policy-making organization
•Made up of representatives from local governments and
governmental transportation authorities
•Tasked with carrying out the 3-C planning process in the
region (Continuing, Cooperative and Comprehensive)
1.Establish a fair & impartial setting
2.Evaluate transportation alternatives
3.Maintain a Metropolitan Transportation Plan (MTP)
4.Develop a Transportation Improvement Program (TIP)
5.Involve the public –residents + key affected
sub-groups
MPO Functions
MTP
MPO Primary Responsibilities
(MTP) Metropolitan Transportation Plan
(formerly Long-Range Transportation Plan -LRTP)
–Must cover 20+ years, updated every 4 years
–MTP Revenues and Costs must balance
(TIP) Transportation Improvement Program
–Determines regional transportation priorities, in
cooperation with NCDOT
–Identifies State, Federal and local funding
–Must be consistent with MTP
(NAAQS) National Ambient Air Quality Standards
–MTP and TIP must meet AQ emissions regulations
–Federal funding withheld if Plans not “conforming”
–AQ Modeling for DCHC and CAMPO
18 MPOs & 18 RPOs in NC
CAMPO
•The NC Capital Area MPO consists of elected
officials and staff representing 5 counties and
19 municipal jurisdictions
•All of Wake and parts of Franklin, Granville,
Harnett, & Johnston Counties
•Combined 2017 population of 1.25 million
(12% of NC)
MPO Organizational Structure
All of NC’s MPO’s & RPO’s generally have two functioning committees for its
members that meet every 1-3 months. CAMPO’s committees generally meet
monthly, with breaks in July and December.
Executive Board (previously known as TAC)
•Policy/Executive board
•Comprised mostly of member governments’ elected officials,
NCDOT board member(s), and other agency representatives
Makes the MPO’s Decisions
•Meets 3rd Wednesday at 4:00 p.m.
Technical Coordinating Committee (TCC)
•Comprised of government and agency staff members
Advises the Executive Board on technical issues
•Meets 1st Thursday at 10:00 a.m.
CAMPO Organizational Structure update
Each MPO and RPO has staff to support the Executive Board
and TCC and carry out planning processes.
The Capital Area MPO has a full time staff of 16
Executive Director
2 Deputy Directors
2 Transportation Engineer Modelers
1 Transportation Project Engineer (LAPP Manager)
3 Transportation Planners
1 Public Engagement Planner
3 Wake Transit Staff
1 GIS Analyst
1 Financial Officer
1 Administrative Assistant
+ 1 part-time Engineering Technician
How are the MPO
boundaries determined?
•Federal regulation
•Boundaries are reviewed every 10 years
based on census
•Existing urbanized area plus 20-year
forecast
•Requires changes to MPO governing
documents
CFR 23. Section 450.312
1.At a minimum, the MPA boundaries shall encompass the entire
existing urbanized area (as defined by the Bureau of the
Census) plus the contiguous area expected to become
urbanized within a 20-year forecast period for
the metropolitan transportation plan.
2.The MPA boundaries may be further expanded to encompass
the entire metropolitan statistical area or combined statistical
area, as defined by the Office of Management and Budget.
CAMPO –2000 Expansion
•The NC Capital Area MPO expanded beyond
Wake County in 2005-2007 for the first time.
•New boundary included all of the 2000
urbanized area and 20-year forecast area.
•All of Wake and parts of Franklin, Granville,
Harnett, & Johnston Counties
Small expansion in
Johnston County to
incorporate change in
urbanized area
boundary.
New boundary
included all of the
2010 urbanized area
and 20-year forecast
area.
CAMPO –2010 Expansion
2020 CAMPO Boundary
Changes?
•The NC Capital Area MPO will evaluate
changes in the urbanized area boundary and
the 20 year forecast to identify:
•Required changes to the MPO boundary.
•Potential voluntary changes to the MPO
boundary.
We have an “interesting” organizational
framework
7+ county region: AQ non-attainment
2+ MPOs
3-county regional transit authority
plus 6 local transit providers, 4 state
highway divisions, a state railroad, 2
freight rail operators …
Partnership is key to
regional decision making?
Our Partners: MPOs and RPOs in this Region
Durham-Chapel Hill-Carrboro
(DCHC) MPO
-All of Durham and parts of
Chatham and Orange counties
Our air quality region includes
small portions of Burlington-Graham-
Haw River MPO
Often partner with DCHC MPO,
NCDOT, TJCOG to conduct studies,
plans.
-Triangle Strategic Tolling Study
-MTPs
•Regional coordination
•Assist with MTP development
•Administers Regional Travel Demand
Management (TDM) Program
•Coordination between other regional
issues (housing, land use, water quality,
etc.) and transportation
Our Partners: TJCOG
Our Partners: RPOs
(Rural Transportation
Planning Organizations)
•1998 Federal law brought “rural
consultation” requirement
•RPOs became active in early 2000s
as non-metro counterpart to MPOs
•Work with NCDOT to plan rural
transportation systems & advise on
rural transportation policy
RPOs:
Kerr-Tar
Mid-Carolina
Triangle
Upper-Coastal Plain
Two Dachshunds Farm, Franklinton
Our Partners: NCDOT
(NC Department of Transportation)
Many levels/silos:
–Transportation Planning Division (TPD)
–Local Divisions (4, 5, 6), Construction & Operations
–SPOT & Programming
–Modal Units (Transit, Bike/Ped, Rail)
–Project Development, Design, Environmental
–Support (GIS/Mapping, Crash, Pavement, OCR &
BOWD, etc.)
–NC Tolling Authority (NCTA)
NCDOT
•Maintains over 80,000 miles of public
roads
–2nd most in country, behind Texas
–NC’s counties do not maintain any roads as
is frequently the case in other states.
Divided into 14 Highway Divisions
Distributes federal monies to MPO for
transportation planning activities
Uses MPO Planning outputs to inform and
determine state transportation project decisions
Questions?
NC Capital Area MPO
T: 919.996.4400 E: chris.lukasina@@campo-nc.us
Website:www.campo-nc.us
Twitter:@CapitalAreaMPO
Facebook:NC Capital Area MPO
LinkedIn:NC Capital Area MPO
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Board Meeting
Agenda Item
MEETING DA TE: April 15, 2019
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Northwest Area Land Use Plan
REQUESTED BY: Development Services/ Mark Locklear
REQUEST:
Harnett County Development Services & Stewart, Inc . request adoption of the proposed new
Northwest Area Land Use Plan. The purpose of this small area plan is to provide a
framework to guide appropriate development within a high growth area while maintaining
the rural character, environmental quality, and enhancing livability of the area.
Additional Information:
On March 4th, the Hamett County Planning Board voted unanimously (5-0) to recommend
approval based on compatibility with Harnett County regulatory documents and would
promote public health, safety, and general welfare of the County, as well as maintain orderly
and compatible land use and development patterns that encourage environmentally
responsible development practices.
Per di scussions at the April 15th County Commissioners meeting, attached are several land
use map options for review at the April 9th work session.
FINANCE OFFICER'S RECOMMENDATION:
COUNTY MANAGER'S RECOMMENDATION:
C :\Users\gwh ee ler\AppData\Local\M ic ro soft\ W indows\IN et Cache\Content.Outlook\OZ MK66 X9\NW LUP _ CC a genda
fo rm.docx Page 1 of I
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REQUEST FORM
Planning Department
108 E. Front Street
P.O. Box 65, Lillington, NC 27546
Phone : (910) 893-7525 Fax: (910) 893-2793
Planning Board: March 4, 2019 County Commissioners: April 15, 2019
Applicant Information
Applicant:
Name: Harnett County Development Services
Address: PO Box 65
City/State/Zip: Lillington, NC 27546
Type of Change
~ New Addition ~ Revision
Adoption of the Northwest Area Land Use Plan
Proposed Text:
See Attachments
Reason for Requested Change:
This planning effort built on policies in the 2015 Comprehensive Growth Plan and focused on
balancing the rural character of the area while accommodating growth and determining
infrastructure needs. The final outcome of this plan will be a revised land use plan to guide
rezonings and recommendations that will guide public and private investment decisions for years
to come.
Objectives and strategies focus on preservation of community character. reducing sprawl,
maximizing existing infrastructure. evaluating transportation and recreation opportunities and
needs. considering environmental impacts. and improving the quality of life for Harnett County.
The plan & a comment survey can be found here:
http://www. harnett. orq/planninq/lonq-range-planni ng. asp
"2018 North West Area Plan"
Planning Board Results & Comments:
On March 4th, the Harnett County Planning Board voted unanimously (5-0) to recommend
approval of the Northwest Area Land Use Plan.
Below are the member comments ...
Kathy Wood
• Liked the Plan.
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Everett Blake
• liked the Plan .
• It seems evident that this Plan will help with the growth pressures that western Harnett
experienced without such a tool.
• Non-residential growth will come, and probably will upset some existing
residents ... example rezoning process, etc.
• Agrees that higher design/ development standards are need and potentially expanded to
other areas of the County .
• Continuing effort to accentuate Parks & Recreation and natural resources of Harnett
County .
• Extending sewer towards the Duncan area will probably be a benefit for future growth .
Cris Nystrom
• Like the idea that Agriculture was a focus and maintain a rural character was emphasized.
• Increase the "bare m i nimum" for residential standards is a good idea, as most developers
will go above this baseline just due to competition & market demands.
• Sales leakage has to stop! Quality of life in Harnett should draw folks, commercial
businesses, and industry to this county .
Stanley Price
• Liked the Plan and appreciated the efforts .
Teresa H. Ratcliff
• Liked the Plan .
• Wanted to ensure Campbell University was involved and stays involved with County
undertakings, etc.
Suggested Statement-of-Consistency: (Staff concludes that...)
As described within the document, the proposed NW Area Land Use Plan is compatible with
Harnett County regulatory documents and would promote public health, safety, and general
welfare of the County, as well as maintain orderly and compatible land use and development
patterns that encourage environmentally responsible development practices . Therefore, it is
recommended that this Plan be APPROVED.
Page 2 of 2
040919wsa HCBOC Page 5Existing Land Use classification Ag, .:-1:vral An9,e, E-J Sroaci ... •.t.et,-ET .. 1 Coa~~ El.) Como.e.c-t Jl..·1,)(e,c U::.e-Cot""noat•bitity De-v,e,l,opr"'l""'llent -~•·9191: A,+a Dunn :,T J EmpJO;/f"!"'t.,.n't "-,.1,x,ed u:::.-: Envif"onrl"l.e,n~&iJy Sen~1tn.•e A,~c1c Lill r,gton ET-' Lov .. · Oe,.-4~''tY Re-c.1Cer.'tial Med •Jm Den~1't')" Re~1de-nY .sl Mililtbr)'· M,l,tery Cor-r,cor Suffer Pro1.eo-c:ed Aree.:;
040919wsa HCBOC Page 6Proposed Land Use classification lwls _ .... f ' ~. -. ·-· ~ 1,• • ,, .. ,,. r-. ... ' •• . -I. ... . . \ 1 ,, .. --.,:, 4---~C;;· ~-----,n,~ftts;~-_~, ~: Parks and Conservation ~, ·, ~ I . ... . I 1· "3 . ~-'\; .. ~ 0 Drake Landing ' : ~ ·, ·, e . .. : ·~ ~-.. -. ''.~. I t ,0 ·-:-.: l LIL\ ! ,. r: ... 11 ~(\ ~-. ·~· "1--' CURRIN Ro ' -~-~-.:..J Agricultural and Rural Residential Low Density Residential Medium Density Residential In-Town Residential Rural Center Commercial Mixed Use Town Center Employment Mixed Use
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HARNETT COUNTY §MA.LL ARIEA PLAN
-Chalybeate Springs Subarea Future Land Use -
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040919wsa HCBOC Page 10
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040919wsa HCBOC Page 11
-.. ----1FUT:URE,LAND USE ---. "!-,--........ -.. "--.... · \ .. -;t--'I._...._ ... "'•---... ----------.-----..-..... -----"' • ·--•• -..~ --,. -.... --.. ----=-... --... • -... ·-0 0 0 PROTECTED AREAS Parks and other forms of protected open spac:e, Including large conservation easements ENVIRONMENTALLY SENSITIVE AREAS Envlronmentalty sensitive areas, including floodplains and areas located In the Conservation Overiay Zoning District Primary uses In these areas would be open space, forestry, and agriculture. AGRICUL1URE AND RURAL RESIDENTIAL Primarily agricultural and forestry uses with some rural residential areas. These areas are located outside of existing and future service areas and rely on septic systems for wastewater treatment They have a limited road network and In some cases lie within High Quality Watershed or Water Supply Watershed areas. The lack of utility and transportation Infrastructure, the established low density development pattern and ongoing agricultural activities In these areas contribute to their rural character. This character can be enhanced by encouraging only low Intensity uses, single family residential up to one unit per acre and context sensitive rural design. Smaller lots would be permitted as part of a Rural Cluster Development, which would Include 40% open space, and a maximum number of 20 lots per development. LOW DENSITY RESIDEN11AL Single family detached residential Intended to remain predominately suburban In character and provide for low density single-family residential development on lots smaller than those In Rural Residential areas. Gross densities of 1-2 dwelling units per acre depending on utilities, sells, and character of adjacent development Smaller lot sizes would be permitted as part of a Conservation Development, which would also Include 40% open space to preserve sensitive environmental areas, and provide buffers and meaningful open space. MEDIUM DENSITY RESIDENTIAL Located In areas served by current or planned utilities, medium density residential permits a mix of housing types Including single family detached homes, small-lot homes and patio homes. Gross densities of up to 3 dwelling units per acre. Smaller lot sizes would be permitted as part of a Conservation Development, which would also include 4Q<'A, open space to preserve sensitive environmental areas, and provide buffers and meaningful open space. 0 0 0 0 IN-TOWN RESIDENTIAL Compact resldentlal with a mix of housing types including single family detached homes with average lot sizes, small-lot homes and patio homes that are complimentary of the existing historic resldentlal development of nearby towns and crossroads communities.. Gross densities of up to 5 dwelling units per acre. Located In areas served by current or planned utilities and In areas near the extra-territorial Jurisdiction (ETJ) of towns. Additional housing types (Including townhomes and apartments) and hi_gher densities may be appropriate as part of planned developments or near Development Nodes. RURAL CENTERS Small scale commercial centers. The exact location and extent of the Rural Centers will be market driven, however, the non-residential footprint will usually be less than 50,000 square feet in these areas. Buildlng should mimic historical scale and architectural details. Residential Includes smaller lot homes, patio homes and some small-scale attached products (such as townhomes or quadplexes). COMMUNITY MIXED USE These areas are meant to be nodes or activity centers for growing areas In the County. They are located near concentrations of existing or planned residences. and areas with access to major thoroughfares and utilities. These areas Incorporate commercial uses including grocery stores, retall establshments, restaurants and services. Offlc:e, cMc and lnsttMlonal uses should complement commercial uses. Higher density residential Including small lot single-family, townhomes and apartments should be located In close proximity to shopping and service destinations and complimented by pedestrian facllltles to provide more walking opportunities to Internal and external destinations. The exact location and size of nonresidential areas w111 be dependent on market conditions. EMPLOYMENT MIXED USE These areas are located along major thoroughfares and include prime locations for economic development opportunities. Uses encouraged In the Employment Mixed Use areas include but are not limited to industrial, warehouse, office, research and development, tech-flex, medical, energy and distribution. Residential development is appropriate only when not in conflict with existing or future industry or commercial uses.
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Mid-Carolina Council of Governments
Study and Recommendations
Prepared by
McGill Associates, Inc.
March 20, 2019
040919wsa HCBOC Page 13
m~~1 H -------------------S"'h"a,-p_in_g_c_o=rn=munities Togethe r
BACKGROUND
McGill Associates was engaged by the Mid-Carolina Council of Governments (MCCOG) to
evaluate the most effective arrangements for the Counties of Cumberland, Harnett and
Sampson and the cities and towns in those counties to participate in a Council of Governments
(COG). Some County representatives view the current membership in the Mid-Carolina Council
of Governments (MCCOG) to be not as beneficial as it had previously been and feel
participation in another COG could be more advantageous or that the MCCOG could be made
more effective, making a COG membership change unnecessary.
Through this scope of work, McGill Associates examined the current operation of the Mid-
Carolina Council of Governments and how it could be more effective for its members. McGill
also examined possible participation in other Councils of Government, either with all three
participating in the same COG or in different COGs. The alternatives of improving the existing
arrangement or other configurations was evaluated and compared.
The. study was conducted by the Consulting Services Division of McGill. The study was led by
the Director, Jim Bourey . Jim has had a long public and private sector professional career,
performing in a number of leadership roles and in a number of regions in the country. He
served as a City Manager, County Administrator, Planning Director and Regional Council
Executive Director in a number of states and currently lives in North Carolina . Joining Jim on
the project team were Richard Smith who worked as a Plann ing Director as well as the majority
owner of a planning consulting firm, Karen Kiehna, who worked for decades in Councils of
Government, and Robert Hyatt and Gary Jackson, long time managers with cities and counties
in North Carolina .
EXECUTIVE SUMMARY
This study was initiated by the Board of the Mid-Carolina Council of Governments. It was
motivated by dissat isfaction with the performance of the organization in fulfilling its mission to
effectively and efficiently serve its member counties and municipalities. Initial discussions of
purpose and scope began in November 2018, and a contract for the work was executed
between MCCOG and McGill Associates in December 2018 .
The scope of work included review of the current state, analysis of alternative approaches,
identification of services most desired by members, and development of recommendations for
the best future service delivery model. A key element of the McGill approach was to reach out
to stakeholders, seek their input, and apply it in the development of recommendations. Our
major findings were as follows :
1. Current State -The MCCOG organization was significantly underpertorming in terms of
executive leadership and underperforming in delivering the depth and breadth of
services expected by their membership, and when compared to the norm for COGs.
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2. Service Delivery-The MCCOG offered far fewer member services than the norm for
North Carolina COGs . In addition to providing traditional services such as aging and
transportation planning and planning administration services , other North Carolina COGs
also provide a broader array of traditional services such as workforce development,
mapping and data (GIS), and convening of leaders for collaborative planning and
problem solving . More importantly, other regional councils also provide customized
services emerging from member demand, including administrative, financial, human
resources, emergency preparedness/responses, etc . McGill's analysis confirmed that
the three neighboring COGs were performing well in delivering both traditional and
customized services .
3. Services Demand -Members preferred to continue MCCOG administration of aging
services grants and the rural transportation planning organization (RPO) and planning
for smaller communities. Members indicated a strong desire for expanded service
delivery, including but not limited to convening elected and appointed officials, training
professional staff, providing reliable data and GIS, workforce development and writing
grant applications for member counties and municipalities.
4. Alternative Approaches -For both procedural and practical reasons, merger of the
MCCOG with an adjoining COG would be the most difficult alternative to achieve. From
simply a procedural standpoint, a more feasible alternative approach would be to
disband the MCCOG and open the door for individual counties to apply for membership
with adjoining COGs .
5. Recommended Approach -The preference of stakeholders was to reinvigorate the
MCCOG . McGill recommends an inclusive process to develop a strategic plan for the
reinvigoration of the MCCOG . We feel this should be led by an outside expert skilled in
developing strategic plans and knowledgeable in organizational management and
regional council operations. McGill also strongly recommends: {a) recruitment of an
executive director capable of leading the turnaround, and (b) strengthening of the role
and oversight of the board of directors, (c) establishing a multi-year action/performance
plan with clear and measurable goals, and (d) committing the organization to a culture of
continuous improvement in service to its members .
OUR APPROACH
To compare structures and services , McGill gathered relevant information on trends and best
practices for COGs and conducted interviews of designated county representatives and met
with the executive directors of other Councils of Government. The work plan included the
following steps :
• Review of the Mid-Carolina Council of Governments organizational structure, meetings,
services, work program, budget and staffing. This entailed review of available
documents and interviews with COG staff and with elected officials and staff from the
participating counties, cities and towns.
• Comparison of the services of the Mid-Carolina COG with the services of other North
Carolina COGs, particularly those adjacent to the three counties.
• Review of the demographics and challenges facing the three counties and a comparison
with other counties in the surrounding area . This examined the similarities and
dissimilarities of the three counties and the surrounding counties in the region .
• Identification of the most appropriate and desirable services that could be provided to
the three counites and municipalities by a COG.
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• Identification of the best potential alternate COG options for the three counties as well as
the cities and towns in the counties , assessment of how to modify the Mid-Carolina COG
arrangement to more effectively serve the interests of the three counties , and analysis of
the alternative arrangements to identify the best COG arrangement to serve the three
counties .
STRUCTURE AND SERVICES REVIEW
McGill found it necessary to gather an extensive amount of information and to conduct
numerous interviews for purposes of comparing the structure and services of the Mid-Carolina
COG with the three surrounding COGs -Triangle J (T JCOG), Eastern Carolina (ECCOG}, and
Lumber River (LRCOG).
Our review included examination of the following documents:
• Published annual reports of the various COGs
• Adopted annual budgets and financial reports
• Web pages , biogs and other internet offerings
• University of North Carolina School of Government reports
• Materials made available by the Association of North Carolina Councils of Government
• COG bylaws and relevant state statutes
• Other documentation sources
In terms of structure, the numbers of local governments served by COGs in North Carolina
varies significantly. Populations served, staffing, budgets and services also vary from one
region to another. The four COGs which are the focus of this study are no exception. The
numbers in this case range from a low of three (3) counties and twenty-one (21) municipalities
participating in the Mid-Carolina COG to highs of nine (9) counties and sixty-two (62)
municipalities in the Eastern Carolina COG . Lumber River COG has five (5) participating
counties and thirty-six (36) municipalities .
The Mid-Carolina COG lists ten (10) staff members in their $4.8 million budget for FY2018. This
compares with twelve (12) staff and a $5 .5 million budget for Eastern Carolina. twenty-six (26)
staff members and a $12 .9 million budget for Lumber River COG, and a staff of thirty-two (32)
and a $13.1 million budget for the Triangle J COG. For North Carolina Councils of Government,
federal dollars account for the vast majority of operating revenues . This is true in the case of
the four COGs which were reviewed as part of this study. The largest single revenue source for
each entity is the federal Home and Community Care Block Grant.
A comparison of revenue sources revealed that Mid-Carolina COG had the lowest dues rate per
capita of the four COGs studied . MCCOG dues are $0 .24 per capita for municipalities and
$0 .27 per capita for counties, with counties only paying for the unincorporated area population .
The LRCOG dues rate is $0 .33 per capita for each member government. The ECCOG dues are
$0 .353 per capita on each member government. The T JCOG dues are $0 .39 per capita for
governments with populations less than 150,000, and $0.20 per capita for governments with
populations of 150,000 or more.
McGill also compared the board structures of the COGs . Three of the COGs (T JCOG, LRGOG ,
and MCCOG) provide for an elected representative for each member government. Lumber
River COG , while providing for one elected official for each member government, granted the
ability for members to appoint an alternate. In contrast , the Eastern Carolina COG structure
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provided for elected officials to fill 80% of the board seats , appointed officials to fill 10%, and
private sector representatives to fill the remaining 10% of board seats .
The trend in the past decade is for Councils of Government to expand and diversify services .
According to the 2018 survey conducted by the North Carolina School of Government, the
number of services provided by COGs statewide has increased . The current array of services
provided generally fall into four categories: planning services, technical assistance, geographic
information service (GIS), and help with federal and/or state grants and program administration.
Consistent with the statewide trends , the three COGs surrounding the Mid-Carolina COG have
consistently been expanding services , especially in areas of workforce development, planning
services , grant writing, training and fostering regional collaboration . In contrast, the services of
the Mid-Carolina COG have decreased dramatically during the past number of years.
Please see Attachment A for further comparisons of structures and services.
COUNTY DEMOGRAPHICS AND TRENDS ANALYSIS
In consideration of alternative arrangements for providing COG services to the region, McGill
examined demographic factors and trends for similarities and differences between and among
Sampson, Harnett and Cumberland counties. The county comparisons are compiled and
presented in Attachment B. The most obvious differences are in overall county population and
the relative degree of urbanization within each county. According to the North Carolina
Department of Commerce, only 15% of Sampson County's estimated population of 64,000
reside in urbanized areas . Harnett County has a population estimated at 131,000, with 44% of
the population living in urbanized areas of the county . Finally, an overwhelming percentage
87% of Cumberland County's 329,000 population reside in urbanized areas .
The economic data varies from county to county. The Sampson County median family income
level of about $42,000/year is significantly lower than the $51-52,000/year levels for Harnett and
Cumberland respectively. Median housing values differ significantly. The median housing
value in Harnett County is $140 ,800, in Cumberland County is $129,000, and in Sampson
County is $87,900. The mix of leading industries for Cumberland and Harnett are quite similar,
with Retail, Health/Social Services, Hospitality, and Food representing the four largest
employment sectors. In contrast, Sampson County's leading industries are manufacturing and
agriculture, followed well behind by retail. Fort Bragg remains a key economic engine for all
three counties , with salaries, supplies and service expenditures driving direct, indirect and
induced economic impacts. An emerging economic influence on residential development in
Harnett County is employment growth in the Raleigh/Research Triangle region . With
anticipated transportation improvements, the connection between Harnett and the Triangle area
is expected to strengthen. Likewise , North Carolina Highway 24 improvements will also improve
the commute from Sampson to the Cumberland/Fayetteville employment centers.
IMPROVEMENT OPTIONS
To determine the options for best serving the regional interests of Sampson , Harnett and
Cumberland counties and their localities , McGill reviewed the enabling statute for North Carolina
Councils of Government (North Carolina GS 160A-474) and reviewed the by-laws of the
MCCOG . Meetings were also held with the executive directors of Eastern Carolina, Lumber
River and Triangle J COGs to discuss receptivity and practical considerations. Additionally,
McGill sought historical perspective and advice from staff with the state association of COGs.
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The fundamental mission of councils of governments is to provide creative regional solutions to
relevant and emerging issues in their specific regions . The sixteen regional councils in North
Carolina serve their member governments through both a traditional range of services and a
range of customized services. Traditional services include the delivery of aging , transportation,
workforce development. community planning -GIS mapping services, and convening of
regional leaders for collaborative problem solving. As noted on the web site of the North
Carolina Association of Regional Councils of Government, "A more robust range of services has
emerged through member demand for administrative and financial services, interim executive
management, financial administration , human services program delivery and economic
development." Regional councils are capable of assisting counties and municipalities in many
ways . However, in a 2018 survey, the North Carolina School of Government discovered
stakeholders perceive wide variation in quality across the sixteen North Carolina COGs .
Other themes which emerged from the North Carolina School of Government interviews are
summarized below:
• Regional councils have a unique and strong understanding of their regions .
• High value placed on COGs role (or potential role) as regional convener.
• The role or value-add of regional councils is not always clear to stakeholders .
• Regional councils need to do a better job of demonstrating their value and telling their
story.
• Regionalism is extremely important now, but times are very different now than they were
when COGs were created. It is time for COGs to be more adaptive or responsive to
current needs and reinvent themselves.
• They provide a lot of value in specific services that meet needs of member governments.
Based on our research, the options available are as follows:
Option 1. Merge the Mid-Carolina COG with one of the adjacent COGs
• In this option, the local governments in the Mid-Carolina region collectively decide to
merge with one of the adjacent COGs.
• Staff of the Mid-Carolina COG could be merged with the staff of the other COG.
• Requires both COG boards to agree to the merging of assets . Some negotiation of terms
may be required . The previous merger of the Northwest Piedmont COG and Piedmont
Triad COG into the newly formed Piedmont Triad Regional Council serves as a
precedent and example to consider.
• The RPO housed in Mid-Carolina could be moved to the merged COG with two RPOs
housed in the same COG or the RPO could be merged with the RPO in the other COG .
• Area Agency on Aging (AAA) funds would be combined with the newly merged COG
with one AAA director.
• This is potentially the most difficult option because it requires the local governments in
the Mid-Carolina COG to act in unison and to all join/merge with the same existing COG
(TJCOG or LRCOG).
Option 2. Dissolve Mid-Carolina COG and local governments independently join an
adjacent COG
• In this option , each local government would choose which COG to join. Depending upon
the local government , Eastern Carolina COG (ECCOG), Lumber River COG (LRCOG)
and Triangle J COG (T JCOG) appear to be the logical options .
Page 5 of 10
040919wsa HCBOC Page 18
• The regions of the adjacent COGs would be expanded if and when Mid-Carolina COG
local governments join their new COG .
• The RPO housed in Mid-Carolina could be moved to one of the adjacent COG s or it
could be dissolved , and the local governments join the RPO or MPO in the Lumber River
or Triangle J COG.
• AAA funds distributed to the Mid-Carolina COG would be proportionally distributed
(based on state wide formula) to the adjacent COGs based on new alignments.
• Most or all current Mid-Carolina COG staff could be absorbed and employed by adjacent
COGs.
• State law (North Carolina GS 1 SOA-474) requires action by May P 1 to withdraw from a
COG for an effective date of July 1st_
Option 3. Reinvigorate the Mid-Carolina COG
• This option preserves the Mid-Carolina COG through intensive strategic planning and
commitment by the local governments to plan implementation .
• The strategic planning process would address governance structure (bylaws/charter),
services goals, and resource requirements from dues, fees and grant sources .
• The product of the strategic planning process would be a multi-year action plan with
clear and measurable goals .
• After completion of the strategic plan , reinvigorating the organization would start with
hiring a new, dynamic and skilled executive director to lead the organization in
achievement of the performance goals outlined in the strategic plan .
• In addition to competent executive leadership, re-establishing the Mid-Carolina COG as
a respected , innovative service provider would require the active involvement, direction
and support of the elected board members.
COG EXECUTIVE DIRECTOR INTERVIEWS
McGill sought the perspectives of executive directors serving the Triangle J, Lumber River,
Eastern Carolina, and Mid-Carolina COGs . We asked for the views of the executive directors
on the possibilities for serving counties currently served by Mid-Carolina COG. Highlights from
McGill notes taken at those meetings are as follows :
A. Lumber River COG, David Richardson, Executive Director
Open to conversation but not sure where it will lead.
Believe the MCCOG RPO could transfer/merge easily.
LRCOG could expand planning services .
LRCOG works hard to meet needs of members, especially smaller towns .
LRCOG works to provide training programs ... arranges regular meetings of city
managers.
B. Triangle J COG, Lee Worley, Executive Director
Harnett County already uses some of TJCOG services and would be welcomed as a
member.
Harnett asked TJCOG to run a housing program as well as other services .
Town of Angier (part;a/ly in Wake County) is already a member.
TJCOG is also coordinating a water resources study for Cumberland County.
Cumberland and Sampson are not naturally in the TJCOG area ; big question for
Cumberland is what region they want to be a part of moving forward.
Page 6 of 10
040919wsa HCBOC Page 19
Emphasized that T JCOG would expect Fayetteville to join if Cumberland sought to
become a member.
Provided some services for the City of Fayetteville Police Department
C. East Carolina, Jay Bender, Interim Executive Director
ECCOG is advertising for a new executive director
Aging services is the biggest and best ECCOG service.
ECCOG is very strong in transportation planning -2 RPOs administered. Several
others in area are not administered by ECCOG .
It may cost the ECCOG money/time in restructuring the board and services to
accommodate a new member(s).
Regarding Sampson specifically joining, Clinton and other towns are a long way off from
(COG offices in) New Bern.
D. Mid-Carolina COG, Glenda Dye, Interim Executive Director (accompanied by other
staff members)
Services are fairly even across all three counties .
MCCOG hasn 't held regional meetings for years, she believed it stopped in 2009.
Previous Executive Director did not reach out to the local government members .
Services were scaled back, when it started is uncertain, but many years ago ... not sure
about what could be provided as additional services or what jurisdictions would be willing
to fund .
Senior games are a large activity coordinated by MCOG staff; aging services is heavily
involved in the community.
Aging Services Director sees potential to partner with health care agencies as a new
revenue source.
STAKEHOLDER INTERVIEWS
McGill met with elected and appointed officials from the MCCOG member counties and
municipalit ies . The purpose of the interviews was to learn the views of stakeholders on the
current state of the MCCOG, learn the services most desired by stakeholders, and to learn
member preferences for moving forward. Following are highlights from notes taken at these
meetings:
A. Views on the Current State
Disappointed in the current limited scope of services.
Think they (staff) are good people, but they were let down by executive leadership.
Eight years ago, quality, expertise and variety of services being offered started to
decline .
MC COG staff did not help when I ca/fed upon them .
Experience with grant data support was poor. Not much on their web site.
Experience with other COGs is they offer much more, especially with transportation.
Not aware of what they do other than aging services and planning for Sampson County
towns.
Only services now being provided are aging grant administration and coordination of
RPO/transportation.
MCCOG was once involved in planning and workforce development, but that is no
longer the case .
The COG should be out communicating about its services, but all members ever heard
about was aging services and senior games.
Page 7 of 10
040919wsa HCBOC Page 20
8. Services Desired
Have a grant writer to assist the members.
Grant writing, identification of new funding sources .
Assist with identifying, applying and administering grants .
Bring communities together to discuss regional issues.
Provide reliable data bases.
Being a clearinghouse for resources .
C. Preferred Action
Would like to see MCCOG remain if can be improved to provide services .
Since dues as is may not be able to support more services, the towns wanting more
services will have to pay for them.
Concerned about limited attention if merged with larger COG.
Concerned about travel distances with merging.
Also, concerned about unfavorable dues structure should (Triangle J or Lumber River)
COGs require Cumberland to pay for Fayetteville or expect Fayetteville to join .
Need for discussion at the Mayor's coalition .
RECOMMENDATIONS
Since this study originated from MCCOG Board Members' dissatisfaction with the status quo,
McGill gave priority to the feedback received during stakeholder interviews. Stakeholders were
either disappointed in the limited scope of MCCOG services or unfamiliar with the service mix
entirely . Our analysis confirmed that the service mix of the MCCOG is now more limited than
before. A decade ago, the MCCOG services more closely resembled the typical array of COG
services you would expect to find , including regional meetings of elected and appointed officials
to collaborate and the provision of more regional planning services and workforce development.
This culture of disengagement and retrenchment contrasts with the apparent responsiveness
and adaptivity of the adjoining COGs -Lumber River, Triangle J , and Eastern Carolina .
The most important piece of stakeholder feedback that McGill received is the prevalent
desire to retain the MCCOG, if it can be reinvigorated to provide the services desired by
its members. While there is obvious disappointment with the limited scope of services,
the decline was almost solely attributed to the failures of executive leadership. McGill
believes this factor alone would be sufficient cause alone to consider retaining the
present structure over dissolution and merger options.
Additionally , there are other causes for concerns with the options of dissolving the MCCOG
and/or members leaving to join another COG. First, there is the disadvantage of accepting long
distances to COG functions . Board appointees and other interested elected and appointed
officials would lose time and (potentially) interest if long distances had to be regularly navigated
to participate in COG functions . Second, while a new COG would likely be immediately attentive
to a joining member, over time there is the risk of this initial enthusiasm waning. Third, there is
the concern with simply having more limited influence with joining a larger, more distant COG
office . This concern is especially true for the smaller cities and towns . Finally, regional identity
is now more important than ever before. It would be most beneficial to all local governments in
the Mid-Carolina region to unite and collaborate on common interests such as planning ,
transportation, economic development, climate adaptation and emergency preparedness. The
region has a unique economy and personality, presenting both unique challenges and
opportunities. These challenges and opportunities would most effectively be addressed by local
leaders joining in a unified effort.
Page 8 of 10
040919wsa HCBOC Page 21
Taking all available information into consideration , McGill recommends a series of steps be
undertaken to reinvigorate the Mid-Carolina Council of Governments :
1. Develop a Strategic Plan for Reinvigoration - A strategic planning process is
recommended in order to reconnect the MCCOG organization with its member
governments and its mission . Strategic planning is about determining what's most
important for an organization to do and the best way to get it done . For MCCOG, McGill
recommends an inclusive process to involve all member jurisdictions in review of the
services desired and the sources and levels of resources necessary to successfully
deliver those services. We also recommend an outreach to the City of Fayetteville to
encourage them to rejo in MCCOG . McGill would be available to provide the highly
recommended, professional facilitation which is key for a successful strategic planning
process. The scope of these services would include preparation in advance of a work
session, facilitation at the work session , and documentation of decisions and action
items resulting from the work session.
2. Strengthen the Role of the MCCOG Board -The board's role is overseeing strategic
direction , organizational effectiveness, and the performance of its executive director.
Essential to creating a reinvigorated MCCOG is creating an effective board. one which is
in agreement and is in alignment on where the board wants the organization to go. This
point underscores the importance, at the outset, of a successful strategic planning
process. Thereafter , preferably on an annual basis, an effective board of directors would
meet/retreat to evaluate both the progress of the organization in achieving pre-
established goals and to evaluate the board 's own effectiveness . An annual retreat, early
in 2020, is recommended for this purpose .
3. Recruit a Skilled Executive Director - A high performance MCCOG will require a
skilled Executive Director. The requirements of the position dictate that the person
selected be a transformational leader, one who possesses special leadership,
management and communication skills . McGill recommends special emphasis in the
selection process on finding an Executive Director capable of leading the
staff/organization through the desired transformation. Likewise , it is equally important
that the next Executive Director be capable of establishing and sustaining exceptional,
ongoing communications with the member jurisdictions .
4 . Performance Management -It will be challenging to keep the turnaround efforts on
track . To support the efforts, McGill recommends formal adoption of the vision and
action plans resulting from the strategic planning process. The Executive Director and
MCCOG staff should be tasked with tracking progress and producing a quarterly report
to the Board . An annual report should also be produced for review at an annual
planning session/retreat of the Board. Additionally , McGill recommends that Executive
Board be charged with evaluating the Executive Director, initially at six months after
hiring and thereafter on an annual basis. The purpose of the evaluation is to give
constructive feedback as necessary for the Executive Director and the organization to
perform at their full potential. lt also gives the Executive Director an opportunity to inform
the Board of support needed from the Board (policy direction , resources, etc .) in order
for the potential to be achieved .
5. Revision of Joint Operations Agreement and Bylaws of the Mid Carolina Council
of Government (MCCOG) -It is always an advisable and a healthy process to routinely
review all operations agreements and bylaws of any organization , as laws change, times
change, and the needs of the organization change. In our review, we noted that the
original joint operational agreement and bylaws, while serving their initial purpose in
creating the MCCOG , have not been reviewed and revised consistently by the entire
membership for quite some time. As our study revealed, the current joint agreement and
the bylaws are inconsistent, vague, and quite ambiguous with each other, thereby
Page 9 of 10
040919wsa HCBOC Page 22
lending themselves to multiple interpretations and possibly to meritorious and legal
challenge . Accordingly, it is our recommendation that both documents should be
modified to ensure compliance with the North Carolina General Statutes and the overall
will of each of the participating governing bodies and the MCCOG Board as a whole.
Such obvious things that we noted for serious future consideration in these documents
should be :
• The selection, replacement and removal process of the Board members .
• The term limits of the Board members.
• The duties, powers and liabilities of the Board members and the participating
localities .
• The appointment, hiring and termination process of the Executive Director and
any other staff of the MCCOG.
• The specifically defined job descriptions for the Executive Director and any staff
member setting forth their respective powers, duties and responsibilities and to
whom they ultimately report to .
• The annual review process of the Executive Director and staff.
• The specifics to be contained within the annual report of the Board to each of the
participating localities.
• The requirement of an annual financial report and audit of the MCCOG and the
dates upon which each are to be submitted to the Board and the respective
participating localities .
• A clear and concise annual budgetary process for the MCCOG.
• A clear and consistent membership contribution charge or calculation process of
each of the MCCOG members.
• A clearly defined method of how to amend the agreement and bylaws in the
future.
• A clearly defined method and procedure for the dissolution, termination or merger
procedure of the MCCOG .
While this is a condensed list of the observations that McGill noted from its review process and
discussions with the MCCOG members, this is a serious topic that should be reviewed
thoroughly on an annual basis. These documents govern the legal standing to be able to
operate, and accordingly their review and amendments should be a first priority in moving the
organization to a healthy and prosperous future .
Page 10 of 10
040919wsa HCBOC Page 23
RESOLUTION TO SUPPORT FUTURE INTERSTATE
UPGRADE FOR HIGHWAY 421 BY THE
NORTH CAROLINA DEPARTMENT OF TRANSPORTATION
WHEREAS, Highway 421 connects Interstate 95 with Interstate 40 and 85 ; and
WHEREAS, these interstates and their continued operations are critical to the state and nations
economic wellbeing; and
WHEREAS, Fort Bragg is a critical part of the national defense and access at all times is critical
to this mission ; and
WHEREAS; two hurricane events in the last three years has closed portions of Interstate 95
limiting access to Fayetteville and Fort Bragg; and
WHEREAS, access from the west of Fort Bragg on surface streets were the only viable routes to
provide access to and from Fort Bragg for several days during the storms; and
WHEREAS, the Research Triangle Park and the Capital area growth continues to grow, adding
thousands of vehicles to the current infrastructure ; and
WHEREAS, connecting Interstate 95 to Interstate 40 and 85 with an interstate facility would
provide an alternate route for military and freight traffic; and
WHEREAS, connecting Interstate 95 to Interstate 40 and 85 with an interstate facility would
provide additional evacuation routes and relief and recovery routes to the region ; and
WHEREAS, the population of the Triad region consisting of Greensboro , Winston Salem, High
Point and Burlington is over 1,668,000 and the population of the Fayetteville metropolitan area is
in excess of 375 ,000; and
WHEREAS, connecting Interstate 95 to Interstates 40 and 95 with an interstate facility would
provide direct connections between two largely populated regions ; and
WHEREAS, the upgrade to Interstate status to Highway 421 would increase safety, mobility ,
access for the military and economic development; and
WHEREAS, the North Carolina Department of Transportation Board has passed a resolution in
support of the future interstate designation; and
WHEREAS, the North Carolina Department of Transportation has recommended the future
interstate designation be pursued through the North Carolina Congressional Delegation; and
WHEREAS, the upgrade to interstate status would provide high design evacuation route in the
event of natural disasters as recently experience in Hurricane Florence; and
WHEREAS, a high design interstate would expedite logistics and staging to Fort Bragg in the
event of a natural disaster and provide sustainability during emergency events; and
WHEREAS, provide an alternate connection to Interstate 40 and 85 to support freight and
commuter flow traffic flow ; and
NOW, THEREFORE, BE IT RESOLVED, that the Board of County Commissioners of
Hamett County hereby, through adoption of this resolution , supports the efforts to designate US
Highway 421 a future interstate corridor.
Adopted this the 15th day of April, 2019
HARNETT COUNTY BOARD OF COMMISSIONERS
C . Gordon Springle, Chairman
Howard Penny, Vice Chairman Abe Elmore
Barbara McKay Joe Miller
040919wsa HCBOC Page 24
RESOLUTION TO SUPPORT THE NC CAROLINA CORE BY THE
NORTH CAROLINA DEPARTMENT OF TRANSPORTATION
WHEREAS, Highway 421 is the next engine for economic growth in the center of North
Carolina; and
WHEREAS, We are an emerging megasite corridor between Winston-Salem, Greensboro, High
Point and Fayetteville at the heart of North Carolina; and
WHEREAS, The development of four megasites, plus industrial sites, urban research parks and
mixed use developments, present large-scale economic transformation opportunity in the
Carolina Core; and
WHEREAS, Combining these megasites with a labor shed of more than one million workers
fueled by the innovation mindset of more than 30 colleges and universities positions the Carolina
Core globally as a compelling site for industry; and
WHEREAS, The public and private sector have invested hundreds of millions of dollars in
infrastructure, sites and higher education, which will support economic growth in the Carolina
Core like RTP over the last 50 years; and
WHEREAS, This is the single largest opportunity for incremental and transformational growth
in North Carolina; and
WHEREAS, The Carolina Core will brand and market the Highway 421 corridor as a vision for
Central North Carolina to include signage along the corridor; and
NOW, THEREFORE BE IT RESOLVED THAT The Harnett County Board of
Commissioners, through adoption of this resolution, supports the efforts of the NC Carolina
Core.
Adopted this the 15th day of April, 2019
HARNETT COUNTY BOARD OF COMMISSIONERS
C. Gordon Springle, Chairman
Howard Penny, Vice Chairman Abe Elmore
Barbara McKoy Joe Miller
Lf-9-19
tfC /!>() C ulS Harnett
C_OU _NTY __ *_a. __ ;t.rn\
>,or-r1:·r ~ ~
Em«gcncy 54l r'Wli c.c s Department
WW'N..h.UMtt,org
Fireworks Application
Attached you will find an application for a Fireworks Discharge Permit. This application must be completed
and returned to Central Permitting prior to issuance of the permit. Please allow thirty {30) calendar days
for processing and Board of Commissioner approval. There is a $100.00 permit fee assessed per
discharge event. Permit fees shall be paid prior to issuance of permits . If you have any questions , please
feel free to contact us.
Items required for permit issuance:
• All blanks must be completed on the application .
• Permit holder is required to obtain liability insurance in an amount sufficient to cover the claims of
any person(s) who may be injured or otherwise damaged as a result of the display. The insurance
must name the County of Harnett as an additional insured with a minimum amount of one million
dollars ($1 ,000 ,000). A copy of the Certificate of Insurance evidencing the coverage must
accompany the application .
• A detailed site plan indicating the discharge and storage locations as well as distance .
• Manufacturer's technical data sheet of each type of pyrotechnic to be discharged.
Application Index
Section I:
Section II :
Section Ill :
Section IV :
Section V:
Section VI :
Section VII :
Section VIII :
Information on the person, group, corporation, association , or entity sponsoring , holding , or
primarily responsible for the event
Information on the pyrotechnician
Information on the actual display
Public safety information . (Name of fire district where the discharge will take place ,
address of the nearest fire station, and name and address of the nearest medical facility)
Notarization of the application. (APPLICATION SIGNATURES MUST BE NOTARIZED)
Fire Department Comments . (Must be completed by the chief of the local fire department
representing the district where the discharge will take place)
For Harnett County Fire Marshal use only
Fireworks Permit Number.
THE COMPLETED FIREWORKS PERMIT MUST BE ON SITE DURING THE DISCHARGE OF PYROTECHNICS
t mcrgcm cy Ser-ri ce s Dap nrtmt!nt
h
APPLICANT INFORMATION :
Note : The applicant is the person , group , corporation , association , or other entity sponsoring, holding or
primarily respons ible for the event or enterprise for which this permit is requested .
Plea se type or print
Applicant:
Billing Address :
Contact Person :
Contact Email :
Contact Phone : ___ ,)-___ -----___ )-___ -----
President or CEO (for corporate applications):
Is the applicant insured with respect to the discharge of fireworks/pyrotechnics : Yes _ _.n_..____ No D
If covered , specify the source, amount, and coverage period of the insurance :
Source: _____________________ Amount:$ ________ _
Coverage Period :------------------------------
2
PYROTECHNICIAN INFORMATION:
[mct"9e-ncy S4t r v~ Oetpartment
www.ha:rnctt.org
Note : This is to be completed by the individual who will shoot and /or dis charge the fireworks or
pyrotechnics.
Technician Name :
Billing Address :
Contact Email :
Contact Phone : , ___ }-___ -----, ___ }-___ -----
Bureau of Alcohol, Tobacco and Firearms permit/license type and number: -------------
Pyrotechnicians' training and experience:
Is the technician insured with respect to the discharge of fireworks/pyrotechnics : Yes ____ No ___ _
If covered, specify the source , amount, and coverage period of the insurance:
Source: _____________________ Amount :$ ________ _
Coverage Period:------------------------------
3
DISPLAY INFORMATION :
Who provided this information : Applicant: ____ Technician: ____ Both: ___ _
Type of display event: Carnival : Exhibition : Fair : ------------
Public Celebration: Other: --------
Proposed date and time of the event:---------------------a.m. / p.m.
Proposed location or site :----------------------------
Type and quantity of fireworks/pyrotechnics to be used and the sequence of the discharge/shooting:
Estimated duration of the display:-------------------------
Specify any safety precautions to be taken :
4
IV.
PUBLIC SAFETY INFORMATION :
(mff9en<y ~VKOs Oo p artment
www .huiwttt .org
The display will occur within the following fire district:-------------------
Location of the nearest fire station:-------------------------
Nearest medical facility :
Location: ------------------Name:-------------
5
COUNTY H_a~rne_tt'-------*--A-<@)
< • I . ~ www..har'"'tt.org
Applicant Printed Name :---------------------
Applicant Signature:----------------------
Date: ___________ _
ST ATE OF NORTH CAROLINA
COUNTY OF _____ _
I, ___________ , a Notary Public of the County and State aforesaid, do
hereby certify that. __________ signed and sworn to before me this day .
Witness my hand and official stamp, this the_ day of ___ , 20_.
Notary Public
My Commission Expires : ___ _
[SEAL]
6
VI .
FOR OFFICE USE ONLY :
Fire Marshal's Office Comments:
Fire Marshal's Office Comments :
Fire Marshal's Office Recommendation : Approve : D
Emc:rg~cy S.erv.iccs bop anmant
www.harn.ett.org
Deny: D
Fire Marshal 's Office Signature: -------------------Date: _____ _
Board of Commissioner's Comments :
Final Board Approval: Approved : D Deni ed : D
Board of Comm issioner 's Signature: ------------------Date: _____ _
Board of Commissioner 's Representative (Printed Name): __________________ _
Fireworks Permit Number:
7
040919wsa HCBOC Page 25
Aging Advisory Council Membership Requirements
as or March 2019
(Tenn ex piration date in parenthesi s, bold cannot be reappointed)
1 elected Official from each county:
Cumberland -Commissioner Pat Edwards (1 /31 /22)
Hamett -Commissioner Howard Penny Jr.(appointed 1/17 /2017)
Sampson -Tracy Dunn, Sampson County Board of Education (5 /31/16)
3 vo]unteers from each county:
Cumberland -
Hamett-
Sampson -
Willie McKoy Jr. (8 /31/20)
Diane Townsend (9 /30/19)
Jeanette Jordan-Huffam (1 /31 /22)
Susan Byerly ( 1/31/21)
Patricia Dutton (1/31 /21)
Joan Hannon (1/31 /22)
Garrett Strickland
Jeff Gray Sr.(1 /9/18 appointed)
Hazel Colwell
2 consumers from each county:
Cumberland -
Hamett-
Sampson-
1 VA representative:
1 COG Board Member:
Susan Hesnard (9 /30/19)
Varnice Love (1/31/22)
Lillie Mae Bailey ( 1/3 1/21)
Alan Longman (6/4/18 appointed)
Jeanne Pope
Mary Brown
Audrey Kizzie (1/31/22)
Arnold Page
040919wsa HCBOC Page 26
Committee
Purpose:
MCAAC Job Description
Mid-Carolina Aging Advisory Committee
The purpose of the Mid-Carolina Aging Advisory Committee
(MCAAC) is to assist the Area Agency on Aging staff to provide
direction for programming and services for the population aged
60 and over in Region M (Cumberland , Harnett and Sampson
Counties).
1. Attend quarterly meetings of the Mid-Carolina Area
Agency on Aging Advisory Council.
2. To advise continuously the Area Ageancy on Aging on all
matters relating to the development of the area plan, the
administration of the plan and operations conducted
under the plan.
3. To conduct periodic hearings concerning the needs of the
elderly.
4. To assist the Area Agency on Aging in representing the
interest of older persons.
5. To review and comment on community policies,
programs and actions which affect older persons with the
intent of assuring maximum coordination and
responsiveness to older persons.
1. Older adults (2) from each county
2. Volunteer who has an interest and concern for the aging
population of NC and his/her respective county (3) from
each county
3 . Elected County official ( 1) from each county
4 . One Veteran Administration RepresentativeOne Mid-
Carolina Council of Government Board Representative
040919wsa HCBOC Page 27
Harnett
COUNTY
NORTH CAROLINA
1/31/2019
Hamett County Board of Commissioners
In Re: CCPT Annual Report
Dear County Board of Commissioners:
Social Services Department
www.harnett.org
Hamett County Government Complex
311 Cornelius Hamett Boulevard
RECEIVED
MAR 1 2 2019
HARNEIT COUNTY
""'"'Jl!!'Gl£A''I G FFICE
Lillington, NC 27546
ph: 910~93-7500
fax: 910~93-6604
Each year the Community Child Protection Team (CCPT) of Harnett County is required to
submit an annual report that addresses any child protection needs within our county. CCPT was
established in 1991 in North Carolina, as a response to the increased numbers of children being
reported as abused, neglected or dependent in NC. Community Child Protection Teams were
established to add a community dimension to child protection. The Community Child Protection
Team is an interdisciplinary group of community representatives who meet to promote a
community-wide approach to the problem of child abuse, neglect and dependency.
The duties and responsibilities of the CCPT were adopted as North Carolina Administrative
Code 411.0400. The original purpose and composition of CCPTs was further formalized and
expanded by G.S. 78 1406, effective July 1, 1993 . In 1997, North Carolina designated CCPTs
as Citizen Review panels, which were required by the Child Abuse Prevention Act (CAPT A).
Harnett County's CCPT reviews active cases involving child abuse , neglect or dependency to
identify any gaps in services for the family and/or identifies any barriers to child protection. The
Hamett County CCPT also reviews any cases that involve a child that has died as a result of
suspected abuse, neglect or dependency and the case is currently open for DSS Child Welfare
Services or the child or the child's family received child welfare services within the twelve
months prior to the death.
We meet in conjunction with the Harnett County Child Fatality Prevention Team (CFPT), which
is a program administered through the Harnett County Department of Public Health. The
primary purpose of the local Child Fatality Prevention Team is to review the deaths of children
ages 0-17 , identify the causes of child deaths, identify gaps or deficiencies that may exist in order
to improve the delivery of services to children and families and make and carry out
recommendations for changes that could prevent future deaths. The meetings are held at the
Harnett County Department of Public Health quarterly. We met on March 1, June 7, September 6
and December 6, 2018.The meetings were well attended. Our membership did change some.
stro ng root s · new growth
040919wsa HCBOC Page 28
Harnett
COUNTY Social Services Department
www.hamett.org
Hamett County Government Complex
311 Cornelius Hamett Boulevard
Lillington, NC 27546
Our membership is composed of:
Required Members by Law
ph: 910-693-7500
fax: 910-693-6604
1. Terri J. Crisp, CCPT Chairperson/DSS Staff Member as well as Lisa Hinson, CPS Program
Manager
2. Paul Polinski, Harnett County DSS Director
3. Wayne Coats or designee from local law enforcement-Harnett County Sheriffs Department
4. Latonya Middleton or other designee, Department of Juvenile Justice-representing a
Community Action Agency
5. Wendy Whittenton and Elsa Clayton, local School Superintendent's designee
6. Billie Bryant, Harnett County DSS Board member
7. Adrian Standish, Mental Health Professional with NAMI
8. Allison Delong, Guardian ad Litem
9. Debra Hawkins, Heath Director Designee/CFPT Chair and Yolanda Massey Health
Department SW
10. Vernon Stewart, Don Harrop-DA or DA's designee
11. Leeann Champion or other nurse, RN-local health care provider-Harnett County Department
of Public Health
CFPT Members who are included on CCPT
12. Tammy Ward, parent of a child who died before reaching the age of 18 and CFPT member
13. Judge Resson Faircloth, District Court Judge and CFPT member
14. Holly Gardner-Blackbum, Community member
Optional Members
15. Tom Hill , Scott Chase or other designee, Family Advocacy Program Manager from Fort
Bragg
16. Tonya Gray de Vazquez, Susana Rodriguez or other designee, Executive Director of SAFE
17. Laurie Perez or other designee, Sandhills Center MCO
18. Tara Fish-Harnett County Partnership for Children
There are certain members of our team that have to be appointed by the Board of County
Commissioners. Our team humbly requests that the Board of County Commissioners appoint these
people to our Community Child Protection Team: Wayne Coats or other designee from the Harnett
County Sheriff's Department; Thomas Hill, Scott Chase or designee from the Family Advocacy Program
at Fort Bragg as one of our optional members; Tonya Gray de Vazquez, Susana Rodriguez or designee
as the Executive Director of SAFE as one of our optional members; Laurie Perez as a representative
from our MCO (Sandhills Center) as one of our optional members, Tara Fish, an optional member from
the Harnett County Partnership for Children. J
1
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strong roots • new growth
040919wsa HCBOC Page 29
Harnett
COUNTY Social Services Department
NORTH CA ROLINA www.hamett.org
Hamett County Government Complex
311 Cornelius Hamett Boulevard
Lillington, NC 27 546
Identified Goals and Strategies:
1. The CCPT will continue to discuss safe sleep for infants at our meetings and come up with
strategies to provide education for the public.
2. The CCPT will continue to discuss barriers to accessing services and gaps in services in our
county and further discuss ways to overcome some of these issues.
ph: 910'693-7500
fax: 910'693-6604
3. The CCPT will continue to discuss the current Opioid epidemic in our state and county to find
ways to educate the public about this issue.
The members of the Community Child Protection Team respectfully requests that the Board of County
Commissioners continue funding programs in our county that assist families in providing safe, healthy
environments for the children of Harnett County.
If this report needs to be presented at a BOCC meeting in order to appoint the necessary members,
please let me know and the CCPT will do this. If the Board of County Commissioners needs any
assistance from or have suggestions for our Community Child Protection Team, please contact me
through the Hamett County Department of Social Services at 910-814-6670.
espectfully submitted by:
/
Terri J. C sp
CCPT Chan-person
910-814-6670
strong roots• new growth
040919wsa HCBOC Page 30
§ 7B-1406 Page 1 of 1
§ 7B-1406. Community Child Protection Teams; Child Fatality Prevention Teams; creation
and duties.
(a) Community Child Protection Teams are established in every county of the State. Each
Community Child Protection Team shall:
(1) Review, in accordance with the procedures established by the director of the
county department of social services under G .S. 78-l 409:
a. Selected active cases in which children are being served by child protective
services; and
b. Cases in which a child died as a result of suspected abuse or neglect, and
1. A report of abuse or neglect has been made about the child or the
child's family to the county department of social services within the
previous 12 months, or
2. The child or the child's family was a recipient of child protective
services within the previous 12 months.
(2) Submit annually to the board of county commissioners recommendations, if any,
and advocate for system improvements and needed resources where gaps and
deficiencies may exist.
In addition, each Community Child Protection Team may review the records of all additional child
fatalities and report findings in connection with these reviews to the Team Coordinator.
(b) Any Community Child Protection Team that determines it will not review additional child
fatalities shall notify the Team Coordinator. In accordance with the plan established under G.S. 7B-
1408(1), a separate Child Fatality Prevention Team shall be established in that county to conduct
these reviews. Each Child Fatality Prevention Team shall:
( 1) Review the records of all cases of additional child fatalities.
(2) Submit annually to the board of county commissioners recommendations, if any,
and advocate for system improvements and needed resources where gaps and
deficiencies may exist.
(3) Report findings in connection with these reviews to the Team Coordinator.
(c) All reports to the Team Coordinator under this section shall include:
( 1) A listing of the system problems identified through the review process and
recommendations for preventive actions;
(2) Any changes that resulted from the recommendations made by the Local Team;
(3) Information about each death reviewed; and
( 4) Any additional infonnation requested by the Team Coordinator. (1993, c. 321, s.
285(a); 1998-202, s. 6.)
https://www .ncleg.net/EnactedLegislation/S tatutes/HTML/BySection/Chapter _ 7B/GS _ 7B-... 3/14/2019
040919wsa HCBOC Page 31
§ 7B -140 7 Pagel of 1
§ 7B-1 40 7. Local Tea ms; composition .
(a) Each Local Team shall consist of representatives of public and nonpubl ic agencies in the
community that provide services to chil dren and their fami l ies and other individuals who represent the
community. No single team shall encompass a geographic or governmental area l arger than one
county.
(b) Each Local Team shall consist of the fo llowin g persons:
(1) The d ir ector of the county department of soc ial services and a member of the
(2)
(3)
(4)
(5)
(6)
(7)
d irector's staff;
A local law enforcement officer, appointed by the board of county commissioners;
An attorney from the di strict attorney's office, appointed by the d istr ict attorney;
The executive d irector of the local community action agency, as defined by the
Department of Health and Human Services, or the executive d irector's d esignee;
The superintendent of each local school ad ministrative unit located in the county,
or the superintendent's d esignee;
A member of the county board of social services, appointed by the chair of that
board;
A local mental health professional, appointed by the di rector of the a r ea authority
establish ed under Chapter 122C of the General Statutes;
(8) The local guard ian ad l item coordinator, or the coordinator's des ignee;
(9) Th e director of the local department of publ ic health; and
(10) A local health care provider, appointed by the local board of health.
(c) In additi on , a Local Team that reviews the records of additional chi ld fatalities shall
include th e following five additional members:
( 1) An emergency medical services provider or firefighter, appointed by the board o f
county commissioners;
(2) A district court judge, appointed by the chief district court judge in that district;
(3) A county medical examiner, appointed by the Chief Medical Examiner;
( 4) A representative of a local ch ild care facility or Head Start program, appointed by
the di r ector of the county department of social servi ces; and
(5) A parent of a child who died before reaching the child's eig hteenth birthday, to be
appoi nted by the board of county commissioners .
(d) The Team Coordinator shall serve as an ex officio member of each Local Team that
reviews the records of additional child fatal ities. The board of county commissioners may appoint a
maximum of five additional members to represent county agencies or the community at large to serve
on any Local Team . Vacancies on a Local Team sha ll be fi lled by the original appointing auth ority .
(e) Each Local Team shall elect a member to serve as chair at the Team's pleasure.
(f) Each Local Team shall meet at least four times each year.
(g) The director of the local department of social services sh all call th e first meeting of the
Community Child Protection Team. The director of the local department of health, upon consultation
with the Team Coordinator, shall call the first meeting of the Chi ld Fatality Preven tion Team.
Thereafter, the chair of each Local Team shall schedule the time and place of meetings, in
consultation with these directors, and shall prepare the agenda. The chair shall schedule Team
meetings no less often than once per quarter and often enough to allow adequate review of the cases
selected for review. With in three months of election, the chair shall partic ipate in the appropriate
training developed under this Arti cle. (1993 , c. 321, s. 285(a); 1997-443, s. 1lA.100; 1997-456, s. 27;
1997-506, s. 52; 1998-202, s. 6.)
http s://www.ncleg.net/EnactedLegislation/Statutes/HTML/BySection/Chapter _ 7B/GS _ 7B-... 3/19/2019
HC 60 {!,, 05 ~~Harnett '-I -c;-1 1 J_(~ COUNTY Harnett County Capital Improvement Plan FY 2020 NORTH CAROLINA ~ Total Cost of Each Project by Year 0~ Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals Administrative Building Warehouse Chiller Replacement 0 0 89,600 0 0 0 0 0 0 89,600 Animal Services Shelter Floor Replacement 0 14,000 29,000 0 0 0 0 0 0 43,000 Barbecue Creek Park/Western Hamett Middle School 0 0 0 397,500 0 0 0 0 0 397,500 Ball Fields Lighting Courthouse HVAC Cooling Towers Replacement 0 114,000 0 0 0 0 0 0 0 114,000 Emergency Medical Services (EMS) Cardiac Monitor 0 0 66,425 68,418 0 36,262 0 0 0 171,105 Purchases Emergency Medical Services (EMS) Emergency 0 0 0 0 226,645 233,444 0 247,661 510,182 1,217,933 Transport Unit Replacements Emergency Medical Services (EMS) Non-Transport 0 0 0 99,328 102,139 52,475 107.761 110,573 170.076 642.352 Vehide Replacements Emergency Medical Services (EMS) Transport Unit 0 0 224,512 231.051 128,606 0 135,683 139,224 0 859,076 Remounts Fleet Management and Replacement System 0 0 200,000 200,000 200,000 200,000 200,000 0 0 1,000,000 Handicapped Accessible Automatic Door Opener 0 0 29,120 0 0 0 0 0 0 29,120 Installations Hamett County Sheriff's 911 Dispatching Software 0 0 520,000 0 0 0 0 0 0 520,000 Replacement Hamett County Sheriff's Detention Center Kitchen and 0 0 82,400 84,800 87,200 0 0 0 0 254,400 Laundry Equipment Replacement Hamett County Sheriff's Detention Center Security 0 0 0 133,560 0 0 0 0 0 133,560 Intercom Replacement Hamett County Sheriffs Detention Video Surveillance 0 0 0 0 316,100 0 0 0 0 316,100 System Upgrade Hamett County Sheriffs Records Software Replacement 0 0 133,900 0 0 0 0 0 0 133,900 Hamett Regional Jetport (HRJ) Apron Expansion 0 0 296,500 2,800,000 0 0 0 0 0 3,096,500 Hamett Regional Jetport (HRJ) Fuel Tank Replacement 0 0 0 0 0 2,049,190 0 0 0 2,049,190 Hamett Regional Jetport (HRJ) Fuel Terminal 0 0 21,115 0 0 0 0 0 0 21,115 Replacement Hamett Regional Jetport (HRJ) Terminal Construction 0 0 313,759 3,866,000 0 0 0 0 0 4,179,759 04/09/2019 1
04/09/2019 c= :"\ Harnett ~(~ COUNTY .,l.. NORTH CAROLINA Total Cost of Each Project by Year Prtorto FY 2019 Northwest Hamett Emergency Radio Tower Replacement Parks and Recreation Tractor Replacement Parks Fund Appropriations Public Library Passenger Van Purchase Sode! Services and Commons Area Roof Replacement Social Services Flooring Replacement Tax Reappraisal Fund Total 0 0 0 0 0 0 0 0 Current YHr: YHr1: YHr2: FY 2019 FY 2020 FY 2021 0 997,920 0 0 0 0 0 200,000 0 0 0 22,366 0 0 238,000 0 61,800 0 0 332,500 332,500 128,000 3,598,551 8,473,523 Harnett County Capital Improvement Plan FY 2020 Year 3: Year 4: YHr5: Year 6: Year 7: FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals 0 0 0 0 0 997.920 0 0 34,500 0 0 34,500 200,000 200,000 200,000 200,000 200,000 1,200,000 0 0 0 0 0 22,366 0 0 0 0 0 238,000 0 0 0 0 0 61,800 332,500 0 0 0 0 997,500 1,593,190 2,771,371 677,944 697,458 880,258 18,820,296 2
04/09/2019 c:~Harnett ~ (---.. C O U N T Y .J_ NORTH CAROLINA Funding Sources Harnett County Capital Improvement Plan FY 2020 The table below shows a summary of the funding sources for CIP projects by year. The major r~venue sources are installment and other debt, fund balance, and insurance. Current Prior to YHr: YHr1: YHr2: Year 3: Year 4: Year 5: YHr6: Year 7: FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY2024 FY 2025 FY 2026 Totals 911 Fund 0 0 520,000 0 0 0 0 0 0 520,000 Airport Capital Reserve 0 0 0 496,019 0 0 0 0 0 496,019 Article 44 Capital Reserve 0 0 63,137 2.007,981 0 204.919 0 0 0 2,276,037 Capital Reserves 0 114,000 500,457 856,663 457.390 322,181 277.944 497.458 680,258 3.706.352 Grants. Gifts, Etc. 0 14,000 568,237 4,162,000 0 1,844.271 0 0 0 6.588.508 Operating Revenue 0 0 732,500 532,500 732.500 400,000 400.000 200.000 200,000 3,197.500 Parks Capital Reserve 0 0 0 200,000 0 0 0 0 0 200.000 Radio System Capital Reserve (VIPER Project) 0 0 997.920 0 0 0 0 0 0 997,920 Sheriff Capital Reserve 0 0 216.300 218.360 403,300 0 0 0 0 837,960 Total 0 128,000 3.598,551 8,473.523 1,593.190 2,771,371 677.944 697,458 880,258 18,820,296 3
04/09/2019 ~~Harnett ""'""" (---.. C O U N T Y ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 · Administrative Building Warehouse Chiller Replacement Replace the chiller for the Administrative Building warehouse located at 420 McKinney Pkwy, Lillington. The chiller is outdated and no longer operating. Last year, the Facilities Department spent $5,000 to replace coolant, which has since leaked. An assessment shows the chiller must be replaced. The warehouse contains important assets, such as voting machines and EMS equipment, that must be kept in a climate-controlled environment. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Equipment 0 0 0 89,600 0 0 0 0 0 0 89,600 Total Project Element 0 0 0 89,600 0 0 0 0 0 0 89,600 Funding Source Capital Reserves 0 0 0 89,600 0 0 0 0 0 0 89,600 Total Funding Source 0 0 0 89,600 0 0 0 0 0 0 89,600 Recommended Solution Replace the chiller in FY 2020. 4
04/09/2019 c:~Harnett ~(~ COUNTY £ NORTH CAROL!NA Harnett County Capital Improvement Plan FY 2020 Animal Services Shelter Floor Replacement Replace all the flooring in the Animal Services Shelter, located at 1100 McKay Place, Lillington. The shelter has various floor coverings that are not easy to keep clean and are costly to maintain. The county has spent approximately $25,000 during the past three years to maintain the floors. Chemicals and continuous washing have eroded the floor in the kennel and have caused the shelter to fail NC Department of Agriculture inspections. Facilities proposes to replace all flooring with epoxy flooring that will be more durable and easier to clean. Project Budget Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY 2020 FY 2021 FY 2022 FY2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Construction 0 0 14,000 29,000 0 0 0 0 0 0 43,000 Total Pro)41ct Element 0 0 14,000 29,000 0 0 0 0 0 0 43,000 Funding Source Capital Reserves 0 0 0 29,000 0 0 0 0 0 0 29,000 Grants, Gifts, Etc. 0 0 14,000 0 0 0 0 0 0 0 14,000 Total Funding Source 0 0 14,000 29,000 0 0 0 0 0 0 43,000 Recommended Solution Replace the flooring in FY 2020. 5
04/09/2019 ~~Harnett r ~ (---.. C O U N T Y £-NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Barbecue Creek Park/Western Harnett Middle School Ball Fields Lighting Install lighting on the Western Harnett Middle School baseball and softball fields, located at 10891 NC 27 West, Lillington. The lighting will both benefit the school's athletic programs and allow the Western Hamett Youth Recreation organization to provide more programming and keep programs at the same location. Barbecue Creek Park is the most visited park in the County system because youth programs are centralized at this location. The lights can be financed over a 10-year term, but a net present value analysis shows it is cheaper to buy the lights outright. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY2026 Totals -Project Element Construction 0 0 0 0 397,500 0 0 0 0 0 397,500 Total Project Element 0 0 0 0 397,500 0 0 0 0 0 397,500 Funding Source Capital Reserves 0 0 0 0 197,500 0 0 0 0 0 197,500 Parks Capital Reserve 0 0 0 0 200,000 0 0 0 0 0 200,000 Total Funding Source 0 0 0 0 397,500 0 0 0 0 0 397,500 Recommended Solution Replace the lights in FY 2021 utilizing the Parks Capital Reserve, with the balance from the General Capital Reserve. 6
04/09/2019 r-:_ ~ Harnett ~(~ COUNTY ,L NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Courthouse HVAC Cooling Towers Replacement Replace HVAC cooling towers at the courthouse, 301 W. Cornelius Blvd, Lillington. The existing coolers are outdated and have had extensive repairs. Scheduling the cooling towers for replacement will help ensure they are replaced before catastrophic failure. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY2026 Totals -Project Element Construction 0 0 114,000 0 0 0 0 0 0 0 114,000 Total Project Element 0 0 114,000 0 0 0 0 0 0 0 114,000 Funding Source Cap~al Reserves 0 0 114,000 0 0 0 0 0 0 0 114,000 Total Funding Source 0 0 114,000 0 0 0 0 0 0 0 114,000 Recommended Solution Replace the cooling towers as soon as possible. 7
04/09/2019 c= ~ Harnett ~(~ COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Emergency Medical Services (EMS) Cardiac Monitor Purchases Purchase two cardiac monitors to complete the goal of having a monitor on each transport unit and replace monitors as needed. This important equipment continuously monitors a patient's heart rhythm and automatically detects and records arrhythmias, the monitor also serves as a defibrillator and oxygen monitor. The equipment automatically transmits data to the hospital. Project Budget Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY 2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Equipment 0 0 0 66.425 68,418 0 36,262 0 0 0 171,105 Total Project Element 0 0 0 66.425 68,418 0 36,262 0 0 0 171,105 Funding Source Capttal Reserves 0 0 0 66,425 68.418 0 36,262 0 0 0 171,105 Total Funding Source 0 0 0 66,425 68,418 0 36,262 0 0 0 171,105 Recommended Solution In FY 2020, purchase the requested monitors from capital reserve. Moving forward, elimate the EMS Capital Reserve and fund needs in accordance with the adopted CIP. 8
04/09/2019 ~~Harnett '""' (~ C O U N T Y L NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Emergency Medical Services (EMS) Emergency Transport Unit Replacements Replace emergency transport units in accordance with the Emergency Medical Services vehicle replacement policy. The policy provides that transport vehicles will be replaced at 15 years or earlier based on mileage according to engine type: 200,000 for gasoline engines and 225,000 for diesel engines. Project Budget Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Equipment 0 0 0 0 0 20,209 20,815 0 22,082 45,490 108,596 Vehicle 0 0 0 0 0 206,437 212,630 0 225,579 464,692 1,109,337 Total Project Element 0 0 0 0 0 226,645 233,444 0 247,661 510,182 1,217,933 Funding Source Capital Reserves 0 0 0 0 0 226,645 233,444 0 247,661 510,182 1,217,933 Total Funding Source 0 0 0 0 0 226,645 233,444 0 247,661 510,182 1,217,933 Recommended Solution Replace units in accordance with the department's replacement policy. Moving forward, elimate the EMS Capital Reserve and fund needs in accordance with the adopted CIP. 9
04/09/2019 _,---~ Harnett r ~ (--. C O U N T Y _L. NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Emergency Medical Services (EMS) Non-Transport Vehicle Replacements Replace non-transport vehicles in accordance with the EMS vehicle replacement policy. The policy provides that non-transport vehicles will be replaced at 10 years or earlier based on mileage according to engine type: 150,000 miles for gasoline engines and 275,000 miles for diesel engines. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year&: Year 7: Project Budget FY 2019 FY 2019 FY2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Vehicle 0 0 0 0 99,328 102,139 52,475 107,761 110,573 170,076 642,352 Total Project Element 0 0 0 0 99,328 102,139 52,475 107,761 110,573 170,076 642,352 Funding Source Capital Reserves 0 0 0 0 99,328 102,139 52,475 107,761 110,573 170,076 642,352 Total Funding Source 0 0 0 0 99,328 102,139 52,475 107,761 110,573 170,076 642,352 Recommended Solution Future replacements of nontransport vehicles should be run through the fleet process. 10
04/09/2019 __,-~ Harnett r~(~ COUNTY .J._'_ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Emergency Medical Services (EMS) Transport Unit Remounts Remount transport units in accordance with the EMS vehicle replacement policy to extend the useful life of the vehicles. The policy provides that ambulances will be remounted at five years and no more than twice afterwards, up to a maximum of 15 years. Remounting includes replacing the vehicle chassis and renovating the ambulance "box" with new floors, cabinets, etc. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY 2020 FY 2021 FY 2022 FY 2023 FY2024 FY 2025 FY2026 Totals -Project Element Contingency 0 0 0 18,725 19,270 9,908 0 10,453 10,726 0 69,082 Equipment 0 0 0 18,540 19,080 19,620 0 20,700 21,240 0 99,180 Vehicle 0 0 0 187,247 192,701 99,078 0 104,530 107,258 0 690,814 Total Project Element 0 0 0 224,512 231,051 128,606 0 135,683 139,224 0 859,076 Funding Source Capltal Reserves 0 0 0 224,512 231.051 128,606 0 135,683 139,224 0 859,076 Total Funding Source 0 0 0 224,512 231.051 128,606 0 135,683 139,224 0 859,076 Recommended Solution In FY 2020, purchase the requested remounts from capital reserves. Moving forward, elimate the reserve and fund needs in accordance with the adopted CIP. 11
04/09/2019 ~~Harnett r~(--., COUNTY .J_ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Fleet Management and Replacement System Replace non-emergency county vehicles in a standardized way that minimizes maintenance costs and maximizes revenue by selling vehicles at the end of the powertrain warranty period. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY2020 FY 2021 FY2022 FY2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Other o 0 0 200.000 200.000 200,000 200.000 200,000 0 0 1,000,000 Total Project Element 0 0 0 200,000 200,000 200.000 200,000 200,000 0 0 1,000.000 Funding Source Operating Revenue 0 0 0 200,000 200,000 200,000 200,000 200,000 0 o 1,000,000 Total Funding Source 0 0 0 200,000 200,000 200,000 200,000 200,000 0 0 1,000,000 Recommended Solution Over the next five to six years, replace approximately 37 vehicles leased back to departments. At the end of the initial funding period, the cycle will repeat. but the fund should be self-sustaining from department "lease" payments. This approach will also allow the county to purchase standard types of vehicles, obtain the best purchase price, and centralize management for preventive maintenance. As departments propose adding vehicles to the fleet. this system will also be utilized, though the initial funding for the vehicle will be needed up front. The Fleet Division will evaluate department needs and recommend whether new vehicles should be purchased. For replacements, the Division will likewise evaluate department needs in deciding what types of vehicles should be purchased. 12
04/09/2019 ~~Harnett ~(~ COUNTY ~ NORTH CAROLJNA Harnett County Capital Improvement Plan FY 2020 Handicapped Accessible Automatic Door Opener Installations Installation of handicapped accessible door openers on the interior doors of the courthouse and the entrance door to the Tax Office/Register of Deeds/GIS building. Accessibility of county facilities is an important goal of the Board of Commissioners. The courthouse and Tax Office/Register of Deeds/GIS Building are frequently used by the public. Although all doors currently meet the minimum standards for handicapped accessibility, automatic door openers will improve access for the disabled, elderly and other visiting public. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY2020 FY 2021 FY 2022 FY 2023 FY2024 FY 2025 FY 2026 Totals -Proje<:t Element Construction 0 0 0 29,120 0 0 0 0 0 0 29,120 Total Project Element 0 0 0 29,120 0 0 0 0 0 0 29.120 Funding Source Capital Reserves 0 0 0 29,120 0 0 0 0 0 0 29,120 Total Funding Source 0 0 0 29.120 0 0 0 0 0 0 29,120 Recommended Solution Install the door openers in FY 2020. 13
04/09/2019 __,---~Harnett r~(~ COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriff's 911 Dispatching Software Replacement Replace the existing computer-aided dispatching (CAD) software in the 911 center. The existing software, through which all 911 calls are dispatched, has not been upgraded in 20 years and is not GIS based. New software would interlace with GIS and allow the 911 Center to receive videos and texts from 911 callers. The majority of the cost of this project should be covered from the 911 Fund. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY2024 FY 2025 FY 2026 Totals -Project Element Other 0 0 0 520,000 0 0 0 0 0 0 520,000 Total Project Element 0 0 0 520,000 0 0 0 0 0 0 520,000 Funding Source 911 Fund 0 0 0 520,000 0 0 0 0 0 0 520,000 Total Funding Source 0 0 0 520,000 0 0 0 0 0 0 520,000 Recommended Solution Evaluate CAD products against county needs to determine the best software to purchase. 14
~~Harnett ~(~ COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriff's Detention Center Kitchen and Laundry Equipment Replacement Replace kitchen and laundry equipment and water heaters in the Hamett County Detention Center, located at 175 Bain St, Lillington. The Hamett County Detention Center opened in 2009 and some equipment is nearing the end of its useful life. The Sheriffs Office has replaced $80,000 in kitchen equipment and $60,000 in hot water heaters in the last year. Estimates show another $80,000 will be needed for each of the next three years to replace additional kitchen equipment, laundry equipment, and three hot water heaters. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY2020 FY 2021 FY2022 FY2023 FY2024 FY2025 FY2026 Totals -Project Element Equipment 0 0 0 62,400 84,600 67,200 0 0 0 0 254,400 Total Project Element 0 0 0 62,400 64,600 67,200 0 0 0 0 254,400 Funding Source Sheriff Capital Reserve 0 0 0 62,400 64,600 67,200 0 0 0 0 254,400 Total Funding Source 0 0 0 62,400 64,800 67,200 0 0 0 0 254,400 Recommended Solution Replace the kitchen and laundry equipment from the Sheriffs Capital Reserve. 04/09/2019 15
04/09/2019 .-,---~ Harnett r---...,. (~ CO U NT Y ..,!.:,_ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriff's Detention Center Security Intercom Replacement Replace the intercom system at the Harnett County Detention Center, located at 175 Bain St. Lillington. The existing system, installed when the jail was built in 2009, is nearing the end of life. The manufacturer no longer makes this system and replacement parts are difficult to find. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY2019 FY2019 FY2020 FY 2021 FY2022 FY2023 FY 2024 FY2025 FY 2026 Totals -Project Element Equipment 0 0 0 0 133,560 0 0 0 0 0 133,560 Total Project Element 0 0 0 0 133,560 0 0 0 0 0 133,560 Funding Source Sheriff Capital Reserve 0 0 0 0 133,560 0 0 0 0 0 133,560 Total Funding Source 0 0 0 0 133,560 0 0 0 0 0 133,560 Recommended Solution Replace the intercom system from the Sheriff's Capital Reserve. 16
r-: :"\ Harnett ~(~ COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriff's Detention Video Surveillance System Upgrade Upgrade the video surveillance system in the Hamett County Detention Center, located at 175 Bain St, Lillington. The detention opened in 2009 with the existing system. As it reaches the end of its useful life, the manufacturer no longer supports the system and replacement parts are difficult to find. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year4: Years: Year 6: Year7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Equipment 0 0 0 0 0 316,100 0 0 0 0 316,100 Total Project Element 0 0 0 0 0 316,100 0 0 0 0 316.100 Funding Source Sheriff Capital Reserve 0 0 0 0 0 316,100 0 0 0 0 316,100 Total Funding Source 0 0 0 0 0 316.100 0 0 0 0 316,100 Recommended Solution Replace the video surveillance system from the Sheriffs Capital Reserve. 04/09/2019 17
04/09/2019 r-: :"\ Harnett ~(~ COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriff's Records Software Replacement Replace the records management system (RMS) software. The existing software has not been upgraded in the past 20 years. The software includes incident and investigation reports and management of evidence for the Sheriff's Office. An upgrade will enable deputies to access the software in the field through the use of smart phones and tablets and provide other efficiencies for the office. Project Budget Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Other 0 0 0 133,900 0 0 0 0 0 0 133.900 Total Project Element 0 0 0 133,900 0 0 0 0 0 0 133.900 Funding Source Sheriff Capital Reserve 0 0 0 133,900 0 0 0 0 0 0 133.900 Total Funding Source 0 0 0 133,900 0 0 0 0 0 0 133,900 Recommended Solution Replace the report software from the Sheriffs Capital Reserve. 18
04/09/2019 _,---::"\ Harnett r~(~ COUNTY .,l._.. NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett Regional Jetport (HRJ) Apron Expansion Construct a 126,000 square-foot expansion of the HRJ Apron, located at 615 Airport Road, Erwin. The existing apron is too small to provide adequate space for parking, loading, unloading, and refueling of larger planes used by many businesses. The expansion will allow larger aircraft to land at the jetport and be adequately served. The project may be eligible for 90% funding from NCDOT Division of Aviation. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Construction 0 0 0 0 2,800,000 0 0 0 0 0 2,800,000 Design, Engineering & Construction Ad 0 0 0 296,500 0 0 0 0 0 0 296,500 Total Project Element 0 0 0 296,500 2,800,000 0 0 0 0 0 3,096,500 Funding Source Article 44 Capital Reserve 0 0 0 29,650 280,000 0 0 0 0 0 309,650 Grants, Gifts, Etc. 0 0 0 266,850 2,520,000 0 0 0 0 0 2,786,850 Total Funding Source 0 0 0 296,500 2,800,000 0 0 0 0 0 3,096,500 -Recommended Solution Begin construction as soon as design is complete. 19
04/09/2019 _,---::"\ Harnett r~(~ COUNTY ,L NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett Regional Jetport (HRJ) Fuel Tank Replacement Replace the aging fuel tank at Hamett Regional Airport, located at 615 Airport Road, Erwin. The existing tank was installed in 1985. A 2014 assessment shows the tank is at the end of its useful life and has two inches of debris in the bottom. The project is listed on the County's Transportation Improvement Plan and may be eligible for a grant from the NCDOT Division of Aviation. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Construction 0 0 0 0 0 0 1,862,900 0 0 0 1,862,900 Contingency 0 0 0 0 0 0 186,290 0 0 0 186,290 Total Project Element 0 0 0 0 0 0 2,049,190 0 0 0 2,049,190 Funding Source Article 44 Capital Reserve 0 0 0 0 0 0 204,919 0 0 0 204,919 Grants. Gifts, Etc. 0 0 0 0 0 0 1,844,271 0 0 0 1,844,271 Total Funding Source 0 0 0 0 0 0 2,049,190 0 0 0 2,049,190 Recommended Solution Replace the fuel tank and seek alternative funding sources. 20
04/09/2019 r-: ~ Harnett ~(~COUNTY £ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett Regional Jetport (HRJ) Fuel Terminal Replacement Replace HRJ fuel dispenser, located at 615 Airport Road, Erwin. The existing fuel dispenser is outdated and no longer supported by the payment processing vendor. A new dispenser will allow self-service for refueling aircraft. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY2020 FY 2021 FY2022 FY2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Equipment a a a 21,115 a a a a a a 21,115 Total Project Element a a a 21.115 a a a a a a 21,115 Funding Source Article 44 Capital Reserve 0 0 a 2,111 a 0 a a 0 a 2,111 Grants, Gifts, Etc. a 0 a 19,004 a a a a 0 a 19,004 Total Funding Source 0 a a 21,115 a a a a 0 0 21,115 Recommended Solution Replace the fuel terminal. Seek funding from other sources. 21
04/09/2019 __,---:"'\ Harnett r--.._ (_..., C O U N T Y £ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett Regional Jetport (HRJ) Terminal Construction Construct a 4,500-square-foot airport terminal and relocate the automated weather observing system AWOS at HRJ, located at 615 Airport Road, Erwin. The new terminal will replace a smaller, 2,200-square-foot aging terminal that no longer provides the standard of service of other airports. The new terminal will provide office space for Economic Development and will be designated as the "Gateway to Hamett.· In order to construct the new terminal, the AWOS must be moved, which also requires additional electrical, radio and fiber infrastructure. Additional land or easement will likely be needed for the AWOS relocation. A portion of the project is eligible for funding from the NC DOT Division of Aviation. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Construction 0 0 0 0 3,866,000 0 0 0 0 0 3,866.000 Design, Engineering & Construction Ad 0 0 0 313,759 0 0 0 0 0 0 313,759 Total Project Element CJ 0 0 313,759 3,866,000 0 0 0 0 0 4,179,759 Funding Source Airport Capital Reserve 0 0 0 0 496,019 0 0 0 0 0 496,019 Article 44 Capital Reserve 0 0 0 31,376 1,727,981 0 0 0 0 0 1,759,357 Grants. Gifts. Etc. 0 0 0 282,383 1,642,000 0 0 0 0 0 1,924,383 Total Funding Source 0 0 0 313,759 3,866,000 0 0 0 0 0 4,179,759 Recommended Solution Begin construction as soon as design is complete. 22
04/09/2019 _,--~Harnett r~(--. COUNTY L NORTH CAROLINA Northwest Harnett Emergency Radio Tower Replacement Harnett County Capital Improvement Plan FY 2020 Construct a new emergency radio communications tower at 1979 Oakridge River Road Fuquay-Varina in partnership with the NC State Highway Patrol. Remove the existing tower at 130 Oakridge River Road, Fuquay-Varina and restore the land. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY2022 FY2023 FY2024 FY 2025 FY 2026 Totals -Project Element Construction 0 0 0 907,200 0 0 0 0 0 0 907,200 Contingency 0 0 0 90,720 0 0 0 0 0 0 90,720 Tot.al Project Element 0 0 0 997,920 0 0 0 0 0 0 997,920 Funding Source Radio System Capital Reserve (VIPER 0 0 0 997,920 0 0 0 0 0 0 997,920 Tot.al Funding Source 0 0 0 997,920 0 0 0 0 0 0 997,920 Recommended Solution Construct the new tower in FY 2020. 23
04/09/2019 r-: ~ Harnett ~(~ COUNTY £_ NORTH CAROLINA Parks and Recreation Tractor Replacement Purchase a compact tractor to replace aging equipment that is becoming unreliable. Current Project Budget Prior to Year: Year 1: Budget FY 2019 FY 2019 FY2020 -Project Element Equipment 0 0 0 0 Total Project Element 0 0 0 0 Funding Source Capital Reserves 0 0 0 0 Total Funding Source 0 0 0 0 Recommended Solution Purchase the tractor in FY 2024. Harnett County Capital Improvement Plan FY 2020 Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project FY 2021 FY 2022 FY 2023 FY 2024 FY2025 FY2026 Totals 0 0 0 34,500 0 0 34,500 0 0 0 34,500 0 0 34,500 0 0 0 34,500 0 0 34,500 0 0 0 34,500 0 0 34,500 24
04/09/2019 _,---~ Harnett r ~ (_..., C O U N T Y J_ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Parks Fund Appropriations Continue $200,000 annual appropriations to the Parks Fund. Funds are used for small projects at existing parks and for development of new parks and facilities. The funding allows many projects to be completed by county staff at a lower cost than if contracted. In FY 2019 and 2020, funds will be used for development of the Boone Trail Community Center, Patriots Park, Cape Fear River access sites, and the Shawtown Community Park. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY 2026 Totals -Project Element Other 0 0 0 200,000 0 200,000 200.000 200,000 200.000 200,000 1,200.000 Total Project Element 0 0 0 200,000 0 200.000 200,000 200,000 200,000 200,000 1.200,000 Funding Source Operating Revenue 0 0 0 200.000 0 200,000 200.000 200,000 200,000 200,000 1,200.000 Total Funding Source 0 0 0 200,000 0 200,000 200,000 200,000 200,000 200,000 1,200,000 Recommended Solution Continue to make an annual appropriation the the Parks Fund for small projects. 25
04/09/2019 ~~Harnett r~(~ COUNTY _L NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Public Library Passenger Van Purchase Purchase an additional vehicle, a passenger van, for use by library staff in providing materials and programs to six library locations. The Public Library Department has only one vehicle currently, but often finds that multiple staff trips are needed at the same time. An estimated 51 hours of vehicle trips are made each week. An average of $300 per month is being paid in mileage to employees, who must use their own vehicles to accommodate the need for additional trips. Current Project Budget Prior to Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY 2022 FY2023 FY 2024 FY 2025 FY2026 Totals ---Project Element Vehicle 0 0 0 0 22,366 0 0 0 0 0 22.366 Total Project Element 0 0 0 0 22,366 0 0 0 0 0 22,366 Funding Source Capital Reserves 0 0 0 0 22.366 0 0 0 0 0 22,366 Total Funding Source 0 0 0 0 22,366 0 0 0 0 0 22,366 Recommended Solution This request should be routed through the county's fleet process. 26
04/09/2019 r-= ~ Harnett ~(.-... COUNTY .J_ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Social Services and Commons Area Roof Replacement Replace the Social Services and Commons Area roof. The Social Services and Commons Area, located at 311 W. Cornelius Blvd., Lillington, opened in 1996. The roof is no longer under warranty. Recently, the roof has leaked causing serious damage and an assessment shows replacement is needed. The Health Department portion of the roof will be completed in FY 2019. Project Budget Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year 6: Year 7: Project Budget FY 2019 FY 2019 FY 2020 FY 2021 FY2022 FY 2023 FY 2024 FY 2025 FY2026 Totals -Project Element Construction 0 0 0 0 238,000 0 0 0 0 0 238,000 Total Project Element 0 0 0 0 238,000 0 0 0 0 0 238,000 Funding Source Capital Reserves 0 0 0 0 238.000 0 0 0 0 0 238,000 Total Funding Source 0 0 0 0 238,000 0 0 0 0 0 238,000 Recommended Solution Replace both roofs as a joint project in FY 2021. 27
04/09/2019 ~~Harnett ~(--.,COUNTY .,J._ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Social Services Flooring Replacement Replace flooring in the hallways of the Department of Social Services, located at 311 W. Cornelius Hamett Blvd, Lillington. The carpet is original to the building constructed in the late 1990s, is worn, and if left in place, may create a tripping hazard. Vinyl composition tile (VCT) will replace the existing carpet in the hallways on the first and second floor. VCT is easier to clean and more durable. Project Budget Current Prior to Year: Year 1: Year 2: Year 3: Year 4: Years: Year 6: Year 7: Project Budget FY 2019 FY2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY2025 FY2026 Totals -Project Element Other 0 0 0 61,800 0 0 0 0 0 0 61,800 Total Project Element 0 0 0 61,800 0 0 0 0 0 0 61,800 Funding Source Capital Reserves 0 0 0 61,800 0 0 0 0 0 0 61,800 Total Funding Source 0 0 0 61,800 0 0 0 0 0 0 61,800 28
04/09/2019 c= ~ Harnett ~(~ COUNTY L NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Tax Reappraisal Fund Set aside funds annually for the next revaluation of real property, slated for FY 2022, in accordance with state law. The cost of the reappraisal will likely be between $1,000,000 to $1,500,000. The county has issued a request for proposals for the work, but responses have not yet been received. Project Budget Prior to Current Year: Year 1: Year 2: Year 3: Year 4: Year 5: Year 6: Year 7: Project Budget FY2019 FY2019 FY 2020 FY 2021 FY2022 FY2023 FY 2024 FY 2025 FY2026 Totals -Project Element Other 0 0 0 332,500 332,500 332,500 0 0 0 0 997.500 Total Project Element 0 0 0 332,500 332,500 332,500 0 0 0 0 997,500 Funding Source Operating Revenue 0 0 0 332,500 332,500 332.500 0 0 0 0 997.500 Total Funding Source 0 0 0 332,500 332,500 332,500 0 0 0 0 997,500 29
04/09/2019 _,---~Harnett r~ (_...., CO U NT Y £ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Future Projects Currently, the county lacks sufficient data, revenue, or debt capacity to schedule these projects. If these issues are resolved, these projects may appear in a future CIP. Anderson Creek Park Entrance Road Construction Future Construct 2,700 linear feet of asphalt roadway over the existing gravel entrance and driveway at Anderson Creek Park, located at 1492 Nursery Road Lillington. Paving the gravel driveway with asphalt will reduce annual maintenance costs for the county and provide a more visually appealing entrance to the park. Recommended Solution When sufficient funding and a reliable cost estimate are obtained, move forward with paving the entrance and driveway into Anderson Creek Park. Animal Services Shelter Addition Future Construct a new animal services adoption center as an addition to the existing shelter, located at 1100 McKay Place, Lillington. The addition would provide space for a veterinarian office and a better environment for adoption of animals, as well as improve the flow of animals from intake through adoption. The addition would also provide space to separate adoptable animals from animals quarantined for health or behavior issues and increase the holding capacity of the shelter. These improvements would address issues cited during Department of Agriculture inspections. Board of Election's Voting Equipment Replacement Future Replace 22 voting tabulators and 18 Automark ballot marking devices purchased in 2006, as requested by the Hamett County Board of Elections. Though the vendor will continue to service the equipment, as it ages it may become difficult to find replacement parts. The cost estimate is based on the inflated cost of the current equipment. A firmer cost estimate will be needed to move this project to funded status. Recommended Solution Replace the equipment when a reliable cost estimate is developed. Boone Trail School Demolition Future While the Hamett County Board of Commissioners has entered into a partnership with Preservation NC to attempt to repurpose the former Boone Trail School, it is the County's intent to demolish the building if an adequate solution for restoration cannot be identified. The two-story school building is located at 8500 Old U.S. 421, Lillington, and is considered an important historical structure, however if community efforts to save the building are not successful, it may be necessary to remove the 25,000-square-foot structure, which has been abandoned since 2012, and is in a state of disrepair, posing a safety hazard if not removed. 30
04/09/2019 ~~Harnett ~(--., COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Emergency Medical Services (EMS) Convalescent Transport Unit Additions Purchase an additional transport convalescent ambulance in FY2019-2020 to add to the Transport Division Fleet. This will be the third transport convalescent ambulance purchased since 2017. Recommended Solution This issue is part of emergency services study and will be reevaluated when the study is presented. Emergency Medical Services (EMS) Convalescent Transport Unit Replacements Future Future Replace convalescent transport units in accordance with the EMS vehicle replacement policy. The policy provides that transport vehicles will be replaced at 15 years or earlier based on mileage according to engine type: 200,000 for gasoline engines and 225,000 for diesel engines. Recommended Solution This issue is part of emergency services study and will be reevaluated when the study is presented. Emergency Medical Services (EMS) Wheelchair Van Replace Emergency Medical Services (EMS) wheelchair accessible van, used for nonemergency transport, with a new van and wheel chair lift. The project includes the vehicle's graphics and radio. Recommended Solution This issue is part of emergency services study and will be reevaluated when the study is presented. Fleet Maintenance Facility Improvement or Replacement Future Future The County's existing maintenance garage is too small and inefficiently designed for increased service demands. At least two options are under consideration. First. the existing facility could be expanded. It has only three bays, which are frequently full due to the demand to service County vehicles. Expanding it with additional bays would allow staff to accommodate increased demand for service from County departments, improve efficiency and reduce wait times for departments waiting on vehicle repairs. Second, there may be opportunities for the County to partner with Harnett County Schools in the future on a new joint Fleet Maintenance Facility, which would allow for greater efficiencies and economies of scale through a collocated facility for both entities. 31
04/09/2019 __,---~Harnett r~(~COUNTY L NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriff's Detention Center Addition Future Construct a 55-bed, 8,750-square-foot addition and recreation yard at the Hamett County Detention Center, located at 175 Bain St, Lillington. Projections show that the jail population will reach 80% of capacity as early as 2020 if the county continues to house inmates for other agencies. If the county discontinues the practice of housing outside inmates, the Detention Center will have adequate space for six to seven years, according to projections. However, the county will lose significant revenue of approximately $250,000 to $1,000,000 per year for housing inmates for the Federal and State government and the US Army. An evaluation of this proposal should also include an analysis of additional operating costs associated with the expansion and additional inmates. Recommended Solution Conduct a feasibility study and cost-benefit analysis to determine if the addition is cost effective. Harnett County Sheriffs Office Addition for Storage and Evidence Future Construct an addition to the Hamett County Sheriffs Office, located at 175 Bain St., Lillington, to house evidence and supplies for the Detention Center. Recommended Solution Conduct a feasibility study to determine the building needs and cost. Harnett County Sheriffs Office and Detention Center Generator Purchase and Installation Future Purchase and install a larger backup generator at the Hamett County Sheriffs Office and Detention Center, located at 175 Bain St, Lillington. The existing generator fully runs only the 911 Center. It operates life and safety equipment in the Sheriffs Office and Detention Center, but does not run the heating and air conditioning systems. A 1500KW generator would power all equipment and systems in the Sheriffs Office and Detention Center. Recommended Solution Currently, funds are not available to meet this request. Harnett County Sheriffs Office Detention Center Generator Automatic Transfer Switch Future Install an automatic transfer switch for Detention Center generator, located at 175 Bain Street, Lillington. The existing switch automatically transfers the facility to the generator in the event of a power outage. However, to return to regular power, the staff must manually engage the switch. A new switch would allow this to be done automatically. The installation may require an addition to the building, the cost of which has not yet been determined. Recommended Solution Evaluate the cost of installing the switch and building addition. 32
04/09/2019 ~~Harnett ~(~ COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Harnett County Sheriffs Office Parking Lot Expansion Future Construct additional parking at the Hamett County Sheriff's Office staff, located at 175 Bain St, Lillington for staff and visiting public. Harnett County Sheriffs Office VIPER Radio Replacement Future Replace 246 mobile and 281 portable radios between 2025 and 2030. When Hamett County invested in the VIPER emergency radio system in 2015, the county purchased radios for all emergency responders. The radios will near the end of their useful life in 2025 and will need to be replaced in the next 10 years. The Sheriff's Office is requesting funding for a plan to replace all Hamett County owned general fund departmental radios. HVAC Control Upgrades and Standardization in Multiple Locations Future Upgrade HVAC Controls in Social Services, Health, Administration, Library, Agriculture Center, Courthouse, and Utilities buildings. The existing controls utilize outdated software and vary from building to building. Standardizing controls to a single type would allow for better centralized management, a more secure software platform, and more efficient heating and cooling. Neills Creek Park Roadway Construction Future Construct a new driveway from NC 210 into Neills Creek Park, located at 3885 Neill's Creek Road, Angier. The new driveway would alleviate the need to use the Hamett Central High School driveway. NC Department of Transportation also requires the construction of a turning lane. This driveway and parking lot would connect the high school and Hamett Central Middle School fields and allow for Parks and Recreation to program for both areas. Because of the current access through school property, the park cannot be used during school hours. Old Jail Demolition and Relocation of Electrical, Mechan.ical and Plumbing Systems for Emergency Medical Services (EMS), State Highway Patrol, and NC Division of Motor Vehicles (DMV) Future The old jail, located at 1005 Edward Brothers Drive, Lillington, shares electrical, mechanical and plumbing systems with EM, Highway Patrol and OMV. The old jail has water infiltration and mold. Because of the nature of its construction, it has not been practical to renovate the old jail for other needs. Currently EMS is directly connected to the old jai, while the OMV and Highway Patrol space share systems with the old jail. The Facilities Department is proposing to relocate building systems, build a new mechanical room, demolish the connection between EMS and the old jail, and demolish the old jail building. The project would also involve temporarily relocating EMS, Highway Patrol, and OMV. Recommended Solution Because of the complexity of the interconnectedness of the buildings' systems, hire a professional engineer to deliver a preliminary engineering report, complete with reliable cost estimate. 33
04/09/2019 __,--~ Harnett r~ (--., COUNTY ~ NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Parks and Recreation Greenway Corridor Study Hire a consultant to study the correct alignment for a selected greenway corridor. The study would provide route alternatives and cost estimates. Recommended Solution Identify a specific area for study and obtain a reliable cost estimate. Public Library Bookmobile Purchase Future Future Purchase a bookmobile with a Wi-Fi-enabled computer lab to provide library services to underserved areas of Harnett County. The 2018-23 Hamett County Library Master Plan found that. as of the .2010 Census, 55.9% of the county's population resides in rural area and 16.4% live below the poverty line. More recent American Communities Survey shows the poverty rate is 18% and that 81 % of the county's population lives outside a municipality. Given these demographics, the Master Plan found that it is reasonable to assume that transportation to library services may be challenging for many residents. A bookmobile would serve as a mobile library with Wi-Fi-enabled computer lab to deliver materials, programs, technology, and internet service to residents who have difficulty accessing existing facilities. Recommended Solution Continue to study the needs of underseived residents to determine if a bookmobile is the best solution. Public Library Radio Frequency Identification (RFID) Installation Future Purchase and install RFID equipment in libraries and place RFID tags in library materials. RFID is the latest technology for library materials theft detection, patron self-checkout, and inventory tracking by staff. The use of this technology would streamline the library's operations to improve staff efficiency, increase inventory accuracy, and fortify collection security. This project is eligible for state library technology (LSTA) grant funds. If approved, the grant would cover approximately 75% of cost. Recommended Solution Obtain a reliable cost estimate and apply for grant funding. Public Library Western Harnett Service Expansion Future Expand public library services to residents of western Hamett by renovating an existing building owned by the county or constructing a new facility. The 2018-2023 Hamett County Library Master Plan found that the 48,000 residents of western Hamett do not have adequate public library service. Public libraries provide important services that foster economic development. student achievement, and cultural enrichment. Options for addressing this need include renovating an existing 2,000-to-5,000-square-foot building or constructing a new 8,000-to-10,000-square-foot building in an area accessible to western Hamett residents. The county will evaluate these options and, when ready to proceed, conduct a feasibility study to develop reliable cost estimates. Recommended Solution Continue to study the needs of Western Harnett. When a possible solution is identified, conduct a feasibility study to determine scope and cost. 34
04/09/2019 __,---~ Harnett r ~ (_.... C O U N T Y ,!..... NORTH CAROLINA Harnett County Capital Improvement Plan FY 2020 Tax Office Security Improvements Future Install security barriers for the Tax Office, located at 305 W Cornelius Blvd, Lillington, to improve employee safety, as recommended by the NC Association of County Commissioners (NCACC) study on county tax operations .. The NCACC recommendations will have to be examined and a cost estimate obtained before moving ahead with this project. Recommended Solution Review the NCACC study on tax office improvements, ascertain what improvements are necessary, and obtain cost estimates for a future CIP. Tax Software Replacement Future Purchase one software package that includes billing, collections, and computer-assisted mass appraisals (CAMA). Currently the Tax Office utilizes one type of software for billing and collections and another for appraisals/CAMA. One software package that includes both would increase staff efficiency and improve the ability to retrieve data. Recommended Solution Evaluate software packages to determine the best fit and obtain a reliable cost estimate. 35