recommended budget - finance
TRANSCRIPT
FISCAL YEAR
2021-2022RECOMMENDED BUDGETNEW HANOVER COUNTYThe Model of Good Governance
NEW HANOVER COUNTY RECOMMENDED BUDGET
FISCAL YEAR 2021‐2022
County Commissioners Julia Olson‐Boseman, Chair
Deb Hays, Vice‐Chair Jonathan Barfield, Jr.
Bill Rivenbark Rob Zapple
County Manager Chris Coudriet
County Staff Lisa Wurtzbacher, Chief Financial Officer
Michelle Daniels, Budget Officer Scott Steinhilber, Budget Coordinator Jeremy Ashworth, Budget Analyst Karen Hurley, Budget Analyst Gwen Hill, Budget Specialist
230 Government Center Drive, Suite #165 Wilmington, North Carolina 28403
http://www.nhcgov.com/Finance
You may send comments or questions on this budget to [email protected].
OUR VISION for NEW HANOVER COUNTY
A vibrant, prosperous, diverse coastal community committed to building a sustainable future for
generations to come.
MISSION STATEMENT
New Hanover County is committed to progressive public policy, superior service, courteous contact, judicious exercise of authority, and sound fiscal
management to meet the needs and concerns of our citizens today and tomorrow.
The New Hanover County Board of Commissioners
June 2011
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NEW HANOVER COUNTY TABLE OF CONTENTS
County Manager’s Letter of Transmittal .................................................... 1
Strategic Plan 2018-2023 ....................................................................... 10
Recommended Enhancements ............................................................... 13
New Hanover Organizational Chart ......................................................... 16
Position Summary by Function ................................................................ 17
Budget Functions ..................................................................................... 17
Summary of Expenditures and Revenues – All Funds ............................. 18
General Fund Expenditures: General Fund Expenditure Comparison .............................................. 19 Expenditures by Function ................................................................... 20 Expenditures Pie Chart ....................................................................... 21
General Fund Revenues: Revenues by Class ............................................................................. 22 Revenues Pie Chart ............................................................................ 23
Net County Cost Human Services Departments ...................................... 24
Non-County Agency Contributions ........................................................... 25
Non-Departmental .................................................................................... 27
New Hanover County Education Summary .............................................. 31
Capital Outlay ......................................................................................... 32
Capital Improvement Plan ....................................................................... 34
Debt Service for Next Five Years ............................................................. 36
Numbers in the recommended budget document have been rounded to make the recommended budget document easier to understand and compare with other data. Minor discrepancies in tables between totals and sums of components may occur due to rounding.
May 17, 2021
To the New Hanover County Board of Commissioners:
I am pleased to present the recommended budget for fiscal year (FY) 2021-2022, which was prepared in accordance with The North Carolina Budget and Fiscal Control Act and provides funding that 1) meets our statutory responsibilities, 2) supports existing county objectives, and 3) advances the priorities of the New Hanover County Strategic Plan.
As our efforts to recover and rebuild from multiple hurricane events were well underway, we found ourselves in uncharted territory with the COVID-19 pandemic and the awakening of racial and social injustice across the country and in our own community. We have navigated our way through these challenges with swift and intentional decision making that has joined together our community to ensure effective and equitable use of resources to address a community health crisis. We continue to devote significant resources to prioritize the safety, health, and security of our community.
New Hanover County supports and values diversity and equity. This recommended budget is guided by those beliefs. The Office of Diversity and Equity was established within the past year to build on our work to be a more diverse, inclusive, and equitable organization and community. The work already done by the department and team is evident across the organization and the community as a whole, and this budget asks us as an organization to go farther, to be better, and to be more equitable.
This recommended budget takes a rather conservative fiscal position and prioritizes the preservation of existing county services given the current economic volatility and uncertain longer-term economic impacts of COVID-19. This recommended budget maintains the fiscal responsibility and stewardship that enabled the county to meet the demands placed on it during the response and now early recovery from COVID-19.
The fiscal discipline shown by this Board of Commissioners, as well as prior boards, to establish a fund balance policy and work consistent with it enabled county staff to manage well over the past several fiscal years. The county’s unassigned fund balance percentage for the fiscal year ending June 30, 2020, placed us within the 18-21 percent range of our fund balance policy and we anticipate maintaining that position or improving it at the close of FY 20-21.
The proposed spending plan addresses needs identified since the pandemic, enhances some service levels, provides long-term funding for voter-approved debt, invests in strategic initiatives, and maintains fiscally responsible operations. I propose to do this with a decrease in the tax rate (55.5 cents in FY 20-21) and no use of appropriated fund balance.
Specifically, I am recommending the following revenue rates for the FY 2021-2022 budget:
● County-wide tax rate of 47.50 cents per $100 of assessed value, with 42.70 cents dedicated to funding operations and 5.3 cents of the rate dedicated to paying prior voter-approved debt;
● Fire Service District tax rate of 7.25 cents per $100 of assessed value; and ● Environmental Management tipping fee of $48 per ton.
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Plans to delay implementation of the stormwater utility fee were related to preliminary details of the American Rescue Plan (ARP). Recent guidance does not allow for ARP funds to cover the debt component initially outlined in the framework. As a result, this budget recommends imposing an annual fee of $12 to cover these FY 2021-2022 expenses.
The FY 2021-2022 recommended budget amounts are as follows:
● Total spending plan is proposed at $457 million, an increase of 14.4 percent from the FY 2020-2021 adopted budget1;
● General Fund is proposed at $382 million, an increase of 9.1 percent from the FY 2020-2021 adopted budget;
● Debt Service Fund, a component of the General Fund, is proposed at $59.3 million, a decrease of 4.9 percent from the FY 2020-2021 adopted budget;
● Environmental Management Enterprise Fund is proposed at $24.9 million, an increase of 2.7 percent from the FY 2020-2021 adopted budget; and
● Fire Services District Fund is proposed at $18.3 million, an increase of 9.8 percent from the FY 2020-2021 adopted budget.
REVENUES
The general reappraisal of real property for New Hanover County occurs once every four years. State law requires that units of local government, including public authorities, publish a revenue-neutral tax rate in the budget immediately following the completion of the general reappraisal of real property. The purpose of the revenue-neutral tax rate is to provide citizens with comparative information.
The FY 2021-22 operating budget follows the general reappraisal of real property for New Hanover County. The revenue-neutral tax rate, as defined by G.S. 159- 11(e), is the rate that is estimated to produce revenue for the next fiscal year equal to the revenue for the current fiscal year if no reappraisal had occurred. The rate is then adjusted by a growth factor equal to the average annual percentage increase in the tax base due to improvements since the last general reappraisal.
As it relates to the General Fund, the reappraisal produced an estimated tax base of $47,916,072,500 for New Hanover County. The tax levy for the current fiscal year is $199,413,237, and the growth factor since the last general reappraisal is 2.12 percent. Using the formula mandated by state law, the revenue-neutral tax rate for New Hanover county is 42.50 cents. The proposed property tax rate for FY 2021-22 is 47.50 cents, which represents a decrease from the property tax rate of 55.50 cents for FY 2020-21.
As noted, this spending plan is balanced at the property tax rate of 47.50 cents per $100 of value, with 5.30 cents of this rate dedicated to the Debt Service Fund to pay for prior voter-approved debt, and the remaining 42.20 cents funding general government operations.
$11.9 billion added to the tax base over the past year equates to an annual growth rate of 33.4 percent. Similarly, sales tax receipts are projected to increase over the estimated year-end actual receipts to $85.4 million.
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American Rescue Plan
The American Rescue Plan is not part of the FY 21-22 budget; however, it is important to note this funding source provides us with an opportunity to increase services across the community without a direct financial impact to residents and businesses. The Board adopted the draft framework during its April 5th board meeting, and the $45.4 million will go toward strengthening our community. That funding plan includes:
● extending broadband access to around 8,000 homes in marginalized households with children to increase connectivity to reliable high-speed internet;
● offering grants to our retail, service, leisure and hospitality, and childcare businesses and nonprofits, in addition to investing in job training and an apprenticeship program;
● providing mortgage and rental assistance to homeowners in arrears due to impacts from COVID-19 and renters who qualify under workforce housing guidelines;
● enhancing physical and mental health for infants, toddlers and children in schools by ensuring they have access to mental health counselors, nurses, health education - offering scholarships toward degrees or certifications in childhood mental health - and ensuring seniors have access to mental health counselors, meal distribution, safe and social interaction and transportation for necessities;
● easing the burden by charging a minimal stormwater utility fee for all users in the unincorporated county, but extending full service to these residents, in addition to investing in the cost to maintain and treat stormwater - reimbursing nonprofits that provided non-congregate sheltering during the pandemic and were denied of FEMA reimbursements- and replenishing the county’s PPE stock to ensure adequate supplies for any future needs;
● reimbursement of fiscal year 2019-20 sales tax revenue reflected as a loss against revenue received in 2018-19 to ensure the county remains on solid financial footing;
● recognition of county staff who have remained on the frontlines, continued important public services, and ensured residents received the help they needed at a time when it was critical, and working directly in the vaccine response to compensate them for their dedication, long hours and constant work in vaccinating our community and saving lives; and
● reserve funding for future needs as well as administration and reporting.
Additional items for ARP consideration, originally requested by staff to be considered in the FY 2021-2022 budget, include:
• One Grants Analyst to assist with increased managing and reporting of federal and state funding; • a Workforce Renter Assistance Pilot Program to expand eligibility to residents ineligible for other
workforce renter programs; • an Apprenticeship Program to grow the talent pipeline in our target sectors by investing in
Community College students; • One Health Educator to address core health promotion within the community regarding health
challenges and opportunities; • One School Health Nursing Supervisor to provide appropriate oversight for more manageable
teams of school nurses; • the reclassification of two School Health Team Leads to provide improved infrastructure, support
and supervision to our school nurse teams; • One Virtual Outreach Program Coordinator to extend services to the aging community, during the
pandemic and other circumstances that prevent them from visiting in-person; • continued Transportation services for older adults as a result of state Rural Operating Assistance
Program (ROAP) funding being eliminated; and • sustaining our Home Delivered Meals program by increasing opportunities for dedicated staff.
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NEW HANOVER COUNTY STRATEGIC PLAN
The Board of Commissioners’ 2018-2023 Strategic Plan guides the work of the county through five strategic focus areas, all supported by New Hanover County’s commitment to being the model of good governance:
• Superior Education and Workforce
• Superior Public Health and Safety
• Intelligent Growth and Economic Development
• Strong Financial Performance
• Effective County Management
Superior Education and Workforce
The county strategy identifies Superior Education and Workforce as a cornerstone of achievement in the county’s vision. To that end, the county continues its longstanding support for public education through its funding partnerships with New Hanover County Public Schools and Cape Fear Community College.
New Hanover County Public Schools
I am recommending funding for public schools, inclusive of charter schools, in line with the current funding model of a fixed dollar contribution for current expenses based on the Average Daily Membership (ADM). This budget proposes an ADM rate of $3,434, which is a $527 increase over the current year ADM adopted rate of $2,907.
The total recommended direct-funding for public schools is $91.9 million, which consists of a $9,000 average teacher supplement, an increase of $4,817 over the current average supplement of $4,183. The supplement increase takes the district from ranking 27th to #1 in the state, based on current fiscal year data. The current expense also includes the addition of four Teaching Fellow scholarships. The school budget represents a 14.8 percent increase in current expense funding. This increase equates to approximately 40 percent of the county’s total projected new revenue for FY 2021-2022.
In addition, this recommendation includes $3.7 million in restored funding for school capital, $25 million in debt service for county school system debt obligations, and $974,844 to increase the county funded Pre-K classrooms from three to six. These classrooms provide structured learning environments for three and four-year old students, with the overall goal of having students academically, socially, and emotionally ready to enter public, private or home-school kindergarten classes.
The total FY 2021-2022 recommended funding for public schools across all funding categories – current expense, capital, debt service and pre-k classrooms – is $121.5 million, an 8.31 percent increase over current year adopted funding. As in previous fiscal years, the county’s funding commitment to public schools represents a significant portion of the overall budget, totaling more than one-third of the FY 2021-2022 recommended spending plan for the county’s General Fund.
In addition to these funding allocations, the county continues to support public schools through county personnel that are dedicated to the schools. This includes 43 School Resource Officers and 40 school nurses
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who provide coverage at all public schools, as well as 16 school-based therapists who provide coverage for 7 middle schools and 13 elementary schools. The county also provides $472,000 in funding for school landscaping and field repairs through our Parks and Gardens Department. An additional $166,200 is being recommended for teacher incentives for hard-to-staff schools to receive National Board Certification, a reading training program, and a Workforce Housing Gap Rental Assistance Program.
Cape Fear Community College
I am recommending funding for Cape Fear Community College totaling $22.5 million, which is inclusive of operating expenses as well as debt service. The community college did not request funding for capital for FY 2021-2022.
This coming fiscal year, the county will pay $11.5 million in debt service on behalf of Cape Fear Community College. These payments are to service debt on $164 million in voter-approved bonds for capital improvements for the community college. This budget also includes $11 million for operating expenses, which meets the college’s request.
Superior Public Health and Safety
Superior Public Health and Safety remains a top priority and an important part of the county’s 2018-2023 strategy. This component of the strategy aims to prevent and reduce opioid abuse, increase access to programs to prevent and reduce obesity, and sustain the community capacity to prepare for and respond to public safety demands, many of which are funded in this budget. COVID-19 testing and vaccination efforts required a coordinated public health and safety response in New Hanover County with our entire workforce responding to the community’s needs. The success of the response is thanks to all the people who worked tirelessly for days on end. Their efforts, combined with the training and planning for such an event, enabled the county to respond quickly to protect life and, subsequently, provide support for recovery and a path forward.
New Hanover County Health and Human Services’ Public Health has administered around 56,000 doses of the COVID-19 vaccine in our community in less than five months, with around 100,000 people being fully vaccinated.
Our FY 2020-2021 budget included minimal enhancements, followed by a year of great need in the areas of both Public Health and Public Safety. This recommendation includes the authorization of three positions supported with ARP funding and provides many of the resources needed. I am recommending 21 additional positions and items that will sustain or improve our capacity for delivering services:
● One Environmental Health Program Specialist to ensure inspections of complex septic systems occur in a timely and sufficient manner;
● One Human Service Caseworker Supervisor (Quality Assurance) in Social Services (Economic Services) to ensure expected state and federal quality standards are met;
● Two Social Workers and one Community Services Assistant (Adult Services In-Home) and one Social Worker (Special Assistance In-home Care) in Social Services to meet the state case load standard and address the existing waiting list for home management and transportation for essential errands and appointments;
● One Administrative Specialist in Veteran Services to assist with the increasing demand of walk-in clients and limit wait times on-site;
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● Alarm Call Electronic Delivery to CAD in 911 Communications to reduce call processing times; ● One Network Administrator to address specialized technology needs for the public safety radio
systems in 911 Communications; ● Revision of the county’s Emergency Operations Plan to include addressing pandemic issues, ● POD Ready Meals for a more sustainable food source option in the event an emergency arises that
limits access to alternatives; ● One Deputy in the Sheriff’s Office (Support Services) to improve the overall experience with the
Animal Services Unit by establishing a proactive and engaged approach to customer service; ● One Forensic Chemist in the Sheriff’s Office (Forensic Lab) to meet accreditation guidelines and hire
a candidate capable of providing technical oversight to all disciplines within the lab; ● One Detective in the Sheriff’s Office (Violent Crime) to dedicate a resource to increasing violent
crimes investigations; ● One Evidence Technician in the Sheriff’s Office (Forensic Lab) to manage the workload stemming
from over 300 sworn deputies, currently resting on one employee; ● One Latino Victims Liaison/Advocate (Detective) to build trust and enhance communication
between the Sheriff’s Office and the Latino community; ● Two Administrative Support Technicians (Judicial) for the gun permit section to address the backlog
of pistol purchase permits and ensure compliance with state law; ● Five Deputies in the Sheriff’s Office (Judicial) to staff the new Juvenile Justice building, which is
more than double the size of the old building; and ● One Deputy, Corporal in the Sheriff’s Office (Judicial) to provide appropriate supervision over
operations and complete the work unit.
We are entering the second year of the pilot program for the Social Impact Fund. The pandemic presented some challenges that pushed community partners to get creative about continuing to provide much needed service to residents and reach their target goals.
The Child Development Center continues to work to enhance kindergarten readiness among the children served by this organization. Step Up Wilmington maintains an effort to raise average wages in the county. Coastal Horizons’ RESET program has a goal of reducing overall substance use amongst the clients they serve.
Each program has made significant strides and we are committed to working with them through the challenges we are all experiencing. During year one, the incentives were eliminated as a response to balancing the budget under the uncertainties that came along with COVID-19; this recommendation reinstates those incentive payments. All three of these programs are strongly aligned with the county strategy and are well positioned to move the needle on several key performance indicators for the county.
Fire Services District
As it relates to the Fire Services District Fund, the reappraisal produced an estimated tax base of $18,358,500,000 for New Hanover County. The tax levy for the current fiscal year is $10,934,820, and the growth factor since the last general reappraisal is 2.65 percent. Using the formula mandated by state law, the revenue-neutral tax rate for New Hanover County is 6.11 cents. The proposed property tax rate for FY 2021-22 is 7.25 cents, which represents a decrease from the property tax rate of .50 cents for FY 2020-21.
Included in this recommended budget is a $124,500 allocation for a diversity program that focuses on ways to increase minority recruitment. In partnership with Cape Fear Community College, this program will
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consist of providing selected candidates with a stipend and continuing education through the firefighter certification program at the North Campus.
As part of the fire service capital replacement plan, a fire engine and vessel are scheduled to be replaced in FY 2021-2022. This budget includes loan proceeds to fund a total of $1.2M for both replacements.
Intelligent Growth and Economic Development
Intelligent Growth and Economic Development is one of the three pillars of the county’s 2018-2023 strategy. This component of the strategy aims to leverage public infrastructure to encourage private investment, increase the diversity and number of higher wage jobs, and encourage development of complete communities.
In support of these objectives, I am recommending the following investments:
● $15,000 for a Student Generation Study to help the county identify when to expect growth and plan for the future;
● $181,000 for year one of a three-year plan to the Chamber of Commerce for business retention, expansion and recruitment;
● $208,600 for Wilmington Business Development; ● $75,000 for Wilmington Downtown Inc.; ● $133,692 for the Wilmington Regional Film Commission; ● $70,000 for an incentive payment for National Gypsum; and ● $25,000 for the Cucalorus Film Foundation.
Effective County Management
The success of the organization and the results delivered day in and day out are obtained through the good work, commitment, and passion of our public employees. It remains my belief that we should invest well and fairly into our human capital. As such, I am recommending the following:
● Market adjustment equal to the greater of $1,583 or 2.9 percent of the salary for each full-time employee to compensate for the daily increased costs of living; this market adjustment is based on the 12-month average change in the Consumer Price Index (CPI) through March of this year;
● Merit pool of 1 percent for distribution with the first pay period in the second quarter of the fiscal year, based on prior fiscal year performance; and
● 401k employer contribution of 2.5 percent of the salary for each full-time employee through deferred compensation; and
● Continued emphasis on county staff wellness through health incentives, education, clinic care, and fitness.
This recommendation also provides funding for a pay and classification study scheduled to start in the third quarter of FY 2021-2022 for a FY 2023-2024 implementation. I am also recommending a salary lag of $1.5 million in the General Fund to account for vacancies that will naturally occur during the fiscal year. This recommendation aligns with diligent efforts to reduce turnover in specific departments of the enterprise, resulting in notably improved vacancy rates that are reflected in the FY 2021-2022 salary lag budget.
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Capital Planning
I am recommending $17 million in General Fund capital and capital outlay expenses for FY 2021-2022. This plan takes advantage of the county’s best-in-class bond ratings and market conditions and borrows the full amount for the capital contribution to the school district, major maintenance and repairs, specialized equipment, and all vehicles.
Capital Improvement Plan
For FY 2021-2022 I am recommending a $12.4 million capital improvement plan (CIP). Included in the CIP as part of the General Fund are the following projects:
● Northern Regional Park Phase 2 Design at a cost of $170,000; ● Ogden Park Maintenance Facility Expansion at a cost of 23,000; ● Multi-use trail at Northern Regional Park at a cost of $450,000; ● Smith Creek Park Phase 2 Design at a cost of $170,000; ● Hanover Pines Nature Park at a cost of $2,335,000; ● Ogden Park Bike Lane Connector at a cost of $25,000; ● South College Rd. Trail Design at a cost of $570,000; ● North College Rd. Trail Design at a cost of $570,000; ● Emergency Logistics Center at a cost of $7,447,240; ● Shelter Supply Storage Buildings at a cost of $423,800; ● Incinerator with Shelter at a cost of $135,374; and ● Facility Replacement for Sheriff’s Detectives at a cost of $150,000.
The following is associated with capital projects within the Fire Services District Fund:
● Gordon Road Station Land Acquisition and Design at a cost of $835,000; The following are associated with capital projects within the Environmental Management Fund:
● New Landfill Entrance and Customer Convenience Site at a cost of $2,800,000; ● Southern property closure design cells 7-15 at a cost of $300,000; ● Southern property construction cells 11 and 12A at a cost of $4,650,000; and ● Partial cell closure cells 7 and 8A at a cost of $2,950,122.
Capital Outlay
A total of $5.2 million of capital outlay is recommended in the General Fund for FY 2021-2022. Noted below are some of the major capital outlay items or categories recommended for funding in the General Fund budget:
● $763,480 for the routine replacement of IT equipment; ● $645,000 for building equipment replacements; ● $280,000 for communications tower equipment shelter; ● $1.6 million for replacement of 55 vehicles – 47 of these vehicles are for the Sheriff’s Office, while
the other 8 are for various other departments; and ● $472,503 for the routine replacement of radios in the Sheriff’s Office.
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IN CLOSING
This recommended budget appropriates taxpayer dollars to the board’s strategic priorities and reduces the General Fund property tax rate to 47.50 cents per $100 of value. It is my opinion that this plan and the associated rates ensure a sustainable approach to governance and provide for future county budget needs, assuming similar trends in revenues and expenses.
While the responsibility falls upon me as county manager to recommend a balanced budget, as a governing board you would not be in position to consider a strategic and balanced budget for FY 2021-2022 without the dedicated work from the county’s Executive Leadership Team, our department directors, the Finance Department, and all New Hanover County employees.
I look forward to working with you toward the adoption of the FY 2021-2022 Budget for New Hanover County. Sincerely,
Chris Coudriet County Manager
______________________ 1This recommended budget transmittal letter has been updated to reflect the correct overall spending plan amount of $457 million.
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and
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and
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enha
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kfor
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kills
11
Effective County
Managemen
t
Strong Financial
Perform
ance
Superior Ed
ucation and
Workforce
Superior Public Health
and Safety
Intelligent Growth and
Economic Development
19,396,248$ 1,325,033$ 19,211,215$ 32.00
11,696,930$ ‐$ 11,696,930$ 10.00
74,473$ ‐$ 74,473$ 1.00
Communications Specialist 67,285$ ‐$ 67,285$ 1.00 Recurring •
Archive Social 7,188$ ‐$ 7,188$ Recurring •
146,459$ ‐$ 146,459$ 2.00
Diversity & Equity Coordinator 63,223$ ‐$ 63,223$ 1.00 Recurring •
Diversity & Equity Specialist 83,236$ ‐$ 83,236$ 1.00 Recurring •
141,352$ ‐$ 141,352$ 2.00
Deputy Director 76,087$ ‐$ 76,087$ 1.00 Recurring •
Logistics Specialist 65,265$ ‐$ 65,265$ 1.00 Recurring •
9,148,040$ ‐$ 9,148,040$
Capital Repair Plan 997,000$ ‐$ 997,000$ One‐time •
EOC/911 Center Communications Tower 280,000$ ‐$ 280,000$ One‐time •
Shelter Supply Storage Buildings (Joint Request ‐
Emergency Management) (CIP) 423,800$ ‐$ 423,800$ One‐time •
Emergency Logistics Center (Joint Request ‐
Emergency Management, Fire Rescue) (CIP) 7,447,240$ ‐$ 7,447,240$ 2 years •
401,961$ ‐$ 401,961$ 1.00
Pay and Classification Study 125,000$ ‐$ 125,000$ One‐time •
Functional Medicine 100,000$ ‐$ 100,000$ Recurring •
Nurse Plan Coordinator ‐ Plan Member
Advocate 102,000$ ‐$ 102,000$ Recurring•
HR Specialist 70,167$ ‐$ 70,167$ 1.00 Recurring •
Reclass ‐ Admin. Specialist to HR Tech. 4,794$ ‐$ 4,794$ Recurring •
1,350,142$ ‐$ 1,350,142$ 1.00
Government Center Digitization 280,000$ ‐$ 280,000$ Recurring •
Human Service Customer Exp ‐ (Joint Request
w/ HHS/SRC) Phase 4 787,065$ ‐$ 787,065$ Recurring•
Backup & Disaster Recovery 67,602$ ‐$ 67,602$ Recurring •
Project Portfolio Mgmt Tool 10,640$ ‐$ 10,640$ Recurring •
Reclass ‐ IT Supervisor 5,600$ ‐$ 5,600$ Recurring •
IT Staffing ‐ Support Tech & Temp. Position 199,235$ ‐$ 199,235$ 1.00 Recurring •
17,910$ 17,910$ ‐$
Part‐time Risk Specialist 17,910$ 17,910$ ‐$ Recurring •
168,743$ ‐$ 168,743$ 2.00
Planner 73,145$ ‐$ 73,145$ 1.00 Recurring •
Long Range Planner ‐ Zoning Alignment 75,915$ ‐$ 75,915$ 1.00 Recurring •
Reclass ‐ Process Improvement 4,683$ ‐$ 4,683$ Recurring •
Student Generation Study 15,000$ ‐$ 15,000$ One‐time •
17,773$ ‐$ 17,773$
Reclass ‐ Resource Conservationist 17,773$ ‐$ 17,773$ Recurring •
242,987$ ‐$ 242,987$ 1.00
Strategy Analyst 76,787$ ‐$ 76,787$ 1.00 Recurring •
Teacher Incentives 166,200$ ‐$ 166,200$ 3 years •
5,000$ ‐$ 5,000$ Reclass ‐ Fiscal Support Specialist 5,000$ ‐$ 5,000$ Recurring •
Facilities Management
NEW HANOVER COUNTY
FY21‐22 ENHANCEMENT RECOMMENDATIONS
FUND
Department
Enhancement
FY21‐22
Recommended
Less Revenues/
Cost Savings
FY21‐22
Net
Recommended
Duration
of Funding
Strategic Focus Area
GENERAL FUND
GENERAL GOVERNMENT
Communications & Outreach
Diversity & Equity
Elections
No. of
Positions
Tax
Human Resources
IT
Planning & Land Use
Soil & Water
Strategy
Legal/Risk Management
13
Effective County
Managemen
t
Strong Financial
Perform
ance
Superior Ed
ucation and
Workforce
Superior Public Health
and Safety
Intelligent Growth and
Economic Development
FUND
Department
Enhancement
FY21‐22
Recommended
Less Revenues/
Cost Savings
FY21‐22
Net
Recommended
Duration
of Funding
Strategic Focus Area
No. of
Positions
537,410$ 132,447$ 404,963$ 7.00
120,083$ ‐$ 120,083$ 1.00
Environmental Health Program Specialist 81,252$ ‐$ 81,252$ 1.00 Recurring •
Reclass ‐ Business Analyst 21,050$ ‐$ 21,050$ Recurring •
Reclass ‐ Business Analyst 3,750$ ‐$ 3,750$ Recurring •
Reclass ‐ Environmental Health Manager 5,781$ ‐$ 5,781$ Recurring •
Drone for Vector Control Surveillance 8,250$ ‐$ 8,250$ One‐time •
7,198$ ‐$ 7,198$
Home Delivered Meals Adjustment 7,198$ ‐$ 7,198$ Recurring •
349,268$ 132,447$ 216,821$ 5.00
QA Supervisor ‐ Economic Services 68,670$ 33,418$ 35,252$ 1.00 Recurring •
Two Social Workers ‐ Adult Services 152,016$ 54,819$ 97,197$ 2.00 Recurring •
Community Services Asst. ‐ Adult Services 52,619$ 17,946$ 34,673$ 1.00 Recurring •
Social Worker ‐ Special Assist. In‐home 75,963$ 26,264$ 49,699$ 1.00 Recurring •
60,861$ ‐$ 60,861$ 1.00
Administrative Specialist 60,861$ ‐$ 60,861$ 1.00 Recurring •
3,620,442$ 1,147,112$ 2,473,330$ 15.00
369,589$ ‐$ 369,589$ 1.00
Alarm Call Electronic Delivery 31,420$ ‐$ 31,420$ Mixed •
Network Administrator 86,059$ ‐$ 86,059$ 1.00 Recurring •
Reclass ‐ Public Safety QA Coordinator 10,635$ ‐$ 10,635$ Recurring •
Power DMS ‐ Licenses for 911 2,000$ ‐$ 2,000$ Recurring •
Recorder Replacement 239,475$ ‐$ 239,475$ One‐time •
61,747$ 47,112$ 14,635$ 1.00
DCS Specialist ‐ Temporary Position 57,924$ 47,112$ 10,812$ 1.00 Recurring •
Reclass ‐ Dev. Specialist to Supervisor 3,823$ ‐$ 3,823$ Recurring •
205,083$ ‐$ 205,083$
Emergency Operations Plan Revision 100,000$ ‐$ 100,000$ One‐time •
POD Ready Meals MRE Stock (Year 1 of 3) 105,083$ ‐$ 105,083$ 3 years •
50,000$ ‐$ 50,000$
Consulting Buyout Program 50,000$ ‐$ 50,000$ One‐time •
2,934,023$ 1,100,000$ 1,834,023$ 13.00
Two New Inmate Transport Buses 275,778$ ‐$ 275,778$ Mixed •
Evidence Technician ‐ Detective 52,971$ ‐$ 52,971$ 1.00 Recurring •
Cubicles 46,117$ ‐$ 46,117$ One‐time •
Body Scanner 118,750$ ‐$ 118,750$ One‐time •
Gun Lockers ‐ Armed Det. Officer Program 10,000$ ‐$ 10,000$ One‐time •
M‐Vac Forensic DNA Collection System 45,616$ ‐$ 45,616$ One‐time •
Deputy Sheriff ‐ Animal Services 121,505$ ‐$ 121,505$ 1.00 Recurring •
Deputy Sheriff, Corporal ‐ Judicial 79,056$ ‐$ 79,056$ 1.00 Recurring •
Two Admin. Support Technicians ‐ Judicial 96,156$ ‐$ 96,156$ 2.00 Recurring •
Five Deputies ‐ Judicial 381,125$ ‐$ 381,125$ 5.00 Recurring •
Forensic Chemist ‐ Forensic Lab 73,619$ ‐$ 73,619$ 1.00 Recurring •
Latino Victim Liaison/Advocate ‐ Detective 94,653$ ‐$ 94,653$ 1.00 Recurring •
Detective (Violent Crime) 121,931$ ‐$ 121,931$ 1.00 Recurring •
Laboratory Analytical Balance 12,754$ ‐$ 12,754$ One‐time •
Infrared FT‐IR Spectrometer 47,618$ ‐$ 47,618$ One‐time •
Facility Replacement for Sheriff's Office
Detective Division and Vice (CIP) 1,221,000$ 1,100,000$ 121,000$ One‐time•
Incinerator with Shelter (CIP) 135,374$ ‐$ 135,374$ One‐time •
PUBLIC SAFETY
911 Communications
Building Safety
Emergency Management
Recovery & Resilience
Sheriff's Office
Veteran Services
HEALTH AND HUMAN SERVICES
Health
Senior Resource Center
Social Services
14
Effective County
Managemen
t
Strong Financial
Perform
ance
Superior Ed
ucation and
Workforce
Superior Public Health
and Safety
Intelligent Growth and
Economic Development
FUND
Department
Enhancement
FY21‐22
Recommended
Less Revenues/
Cost Savings
FY21‐22
Net
Recommended
Duration
of Funding
Strategic Focus Area
No. of
Positions
3,541,466$ 45,474$ 4,635,992$ 0.00
70,000$ ‐$ 70,000$
Digital Inclusion: Improving Library Public
Access Technology 70,000$ ‐$ 70,000$ Recurring•
15,474$ 15,474$ ‐$
Museum Educator FTE Increase 15,474$ 15,474$ ‐$ Recurring •
43,992$ ‐$ 43,992$
Increase NCSU Contract for FCS Ext Agent 43,992$ ‐$ 43,992$ Recurring •
3,412,000$ 30,000$ 4,522,000$
Long Leaf Park Tennis Court Refurb 207,000$ 30,000$ 177,000$ One‐time •
Snow's Cut Park Closure 37,000$ ‐$ 37,000$ One‐time •
Veteran's Park Playground 65,000$ ‐$ 65,000$ One‐time •
South College Rd. Trail Design (CIP) 570,000$ One‐time •
North College Rd. Trail Design (CIP) 570,000$ One‐time •
Maint. Facility Expansion (CIP) 23,000$ ‐$ 23,000$ 2 years •
Northern Regional Park Phase 2 (CIP) 170,000$ ‐$ 170,000$ 2 years •
Northern Regional Park Trail (CIP) 450,000$ ‐$ 450,000$ One‐time •
Ogden Park Bike Lane Connector (CIP) 25,000$ ‐$ 25,000$ One‐time •
New Hanover Pines Nature Park Construction
(CIP) 2,335,000$ ‐$ 2,335,000$ One‐time•
Smith Creek Phase 2A ‐ Design/Const. (CIP) 100,000$ ‐$ 100,000$ Recurring •
19,396,248$ 1,325,033$ 19,211,215$ 32.00
37,055$ ‐$ 37,055$ 1.00
Household Hazardous Waste Assistant 37,055$ ‐$ 37,055$ 1.00 Recurring •
37,055$ ‐$ 37,055$ 1.00
206,968$ ‐$ 206,968$ 1.00
Diversity Program 124,500$ ‐$ 124,500$ Recurring •
Zone 3 Captain 82,468$ ‐$ 82,468$ 1.00 Recurring •
206,968$ ‐$ 206,968$ 1.00
FIRE SERVICES DISTRICT FUND
TOTAL FIRE SERVICES FUND
TOTAL GENERAL FUND
CULTURAL AND RECREATIONAL
Library
Museum
NCSU Extension Service
Parks & Gardens
ENVIRONMENTAL MANAGEMENT FUND
TOTAL ENVIRONMENTAL MANAGEMENT FUND
15
NEW HANOVER COUNTY ORGANIZATIONAL CHART
CITIZENS
LEGALATTORNEY
ADMINISTRATIONMANAGER
GOVERNING BODYCLERK
COUNTYCOMMISSIONERS
REGISTEROF DEEDSSHERIFF
Chief FacilitiesO�cer
Chief InformationO�cer
IntergovernmentalAffairs
Internal Auditor
Tax
DEPUTYCOUNTY MANAGER
Health & HumanServices
Fire Rescue
EmergencyManagement
EnvironmentalManagement
Recovery &Resilience911
Communications
Planning &Land Use
ASSISTANTCOUNTY MANAGER
Parks & Gardens
NC CooperativeExt. & Arboretum
Soil & WaterConserv. District
Cape FearMuseum
Board ofElections
Public Library
ASSISTANTCOUNTY MANAGER
Social Services
Public Health
VeteranServices
Trillium
Courts
CommunityJustice Services
Senior ResourceCenter
County Provides Funding with Consulting RoleFunction of County Administration
*CFCC & Public Schools (not shown) - County provides funding with no consulting role.
Effective August 25, 2020
Consolidated Governance
Building Safety
Engineering
Chief FinanceO�cer
Chief HumanResources O�cer
Chief CommunicationsO�cer
Chief Diversity &Equity O�cer
Chief StrategyO�cer
16
NEW HANOVER COUNTY POSITION SUMMARY BY FUNCTION
ADOPTED ADOPTED ADOPTED ADOPTED RECOMMENDED
FY17‐18 FY18‐19 FY19‐20 FY20‐21 FY21‐22
General Fund:
Cultural & Recreational 129 134 135 135 135
General Government 295 295 291 284 295
Human Services 507 513 524 536 549
Public Safety 663 684 699 711 726
Total General Fund 1,594 1,626 1,649 1,666 1,705
Environmental Mgmt. 33 35 34 37 38
Fire Service 128 127 127 127 128
Stormwater Services 0 0 0 13 13
TOTALS 1,745 1,756 1,787 1,843 1,884
POSITION CHANGES: FY21‐22 increase due to the recommendation of 38 new positions, four of which are being funded with American Rescue Plan funds; Grants Analyst, Health Educator, School Health Nursing Supervisor, and a Virtual Outreach Program Coordinator. Thirty‐two of the recommended positions are in the General Fund, 10 are located within General Government, 7 in Health and Human Services and 15 in Public Safety. Environmental Management and Fire Services each have one position recommended in the budget. In the FY22 position count are 3 FY21 Board Action authorized positions, one School Public Health Nurse, and two Senior Resource Center positions.
BUDGET FUNCTIONS The County's General Fund budget is comprised of nine functions, which are named in the table below. All General Fund expenditures are classified into one of these nine functions. This is the budgetary level of expenditure control as adopted in the budget ordinance. Following is an outline of the Budget Functions for FY21‐22:
General Government Human Services Public Safety
Administration‐County Manager Board of Elections Communications & Outreach Diversity & Equity Engineering Finance Governing Body‐Commissioners Human Resources Information Technology Legal/Risk Management Planning & Land Use Facilities Management Register of Deeds Soil & Water Conservation Strategy Tax
Health Health & Human Services Admin Non‐County Agencies Senior Resource Center Social Services Trillium Health Resources/Other Recovery Services Veteran Services
911 Communications Building Safety Community Justice Services Courts Emergency Management Juvenile Services Non‐County Agencies Recovery & Resilience Office Sheriff’s Office
Education Cultural and Recreational Economic and Physical Development
Cape Fear Community College Library Economic Development New Hanover County Schools Museum Non‐County Agencies Non‐County Agencies NCSU Extension Service Parks and Gardens
Transfers Other Debt Service
Transfers Between Funds Installment Lease Payments Principal, Interest & Fees on Debt
17
FY21‐22
Recommended
Total Revenues1
FY21‐22 Less
Appropriations
from Other Funds
FY21‐22
Recommended
Net Revenue
FY21‐22
Recommended
Total
Expenditures1
FY21‐22 Less
Appropriations
To Other Funds
FY21‐22
Recommended
Net
Expenditures
GENERAL FUND 333,960,151$ 276,295$ 333,683,856$ 321,368,433$ ‐$ 321,368,433$
LAW ENFORCEMENT OFFICER PENSION ‐ ‐ ‐ 815,384 ‐ 815,384
REAPPRAISAL RESERVE ‐ ‐ ‐ 370,000 ‐ 370,000
AUTOMATION ENHANCEMENT & PRESERVATION 290,000 ‐ 290,000 290,000 ‐ 290,000
DEBT SERVICE 47,885,819 ‐ 47,885,819 59,292,153 ‐ 59,292,153
MODIFIED GENERAL FUND 382,135,970$ 276,295$ 381,859,675$ 382,135,970$ ‐$ 382,135,970$
CAPITAL IMPROVEMENT PROJECTS 12,399,414$ ‐$ 12,399,414$ 12,399,414$ ‐$ 12,399,414$
SPECIAL FIRE SERVICE DISTRICT 19,183,521 ‐ 19,183,521 19,183,521 ‐ 19,183,521
ROOM OCCUPANCY TAX FIRST 3% 18,870,707 ‐ 18,870,707 18,870,707 ‐ 18,870,707
EMERGENCY TELEPHONE SYSTEM 902,230 ‐ 902,230 902,230 ‐ 902,230
STORMWATER SERVICES 665,164 ‐ 665,164 665,164 276,295 388,869
REVOLVING LOAN 24,000 ‐ 24,000 24,000 ‐ 24,000
ENVIRONMENTAL MANAGEMENT OPERATING 23,315,936 ‐ 23,315,936 12,526,945 ‐ 12,526,945
ENVIRONMENTAL MANAGEMENT CAPITAL RESERVE ‐ ‐ ‐ ‐ ‐ ‐
ENVIRONMENTAL MANAGEMENT POST CLOSURE ‐ ‐ ‐ 88,869 ‐ 88,869
ENVIRONMENTAL MANAGEMENT CAPITAL PROJECTS ‐ ‐ ‐ 10,700,122 ‐ 10,700,122
TOTAL ENVIRONMENTAL MANAGEMENT FUND 23,315,936$ ‐$ 23,315,936$ 23,315,936$ ‐$ 23,315,936$
TOTAL ALL FUNDS 457,496,942$ 276,295$ 457,220,647$ 457,496,942$ 276,295$ 457,220,647$
______________________
NEW HANOVER COUNTY
SUMMARY OF EXPENDITURES AND REVENUES ‐ ALL FUNDS
1Funds that comprise the Modified General Fund and the Environmental Management Fund are shown net of intrafund transfers.
18
NEW HANOVER COUNTY
GENERAL FUND EXPENDITURE COMPARISION
FY20‐21 Difference Between
FY19‐20 FY20‐21 REVISED FY21‐22 FY19‐20 Revised and
ACTUAL ADOPTED BUDGET RECOMMENDED FY20‐21 Recommended
DEPARTMENTS: EXPENSES BUDGET as of 4/30/21 BUDGET $ Change % Change
911 COMMUNICATIONS 9,586,284$ 6,026,567$ 10,846,636$ 7,301,268$ (3,545,368)$ ‐32.7%
ADMINISTRATION ‐ COUNTY MANAGER 1,530,311 1,583,955 1,583,362 1,720,901 137,539 8.7%
BOARD OF ELECTIONS 1,800,804 1,328,271 2,039,725 1,861,362 (178,363) ‐8.7%
BUILDING SAFETY 3,582,563 4,206,648 4,174,240 4,594,044 419,804 10.1%
COMMUNICATIONS AND OUTREACH 585,241 706,564 699,146 828,580 129,434 18.5%
COMMUNITY JUSTICE SERVICES 2,420,848 2,753,823 2,752,369 2,893,821 141,452 5.1%
COURTS 373,015 410,421 649,371 441,382 (207,989) ‐32.0%
DIVERSITY AND EQUITY ‐ 11,650 437,189
EDUCATION:
Cape Fear Community College 11,027,248 10,823,244 10,823,244 10,950,946 127,702 1.2%
Cape Fear Community College Debt 15,201,664 13,976,543 13,976,543 11,547,505 (2,429,038) ‐17.4%
New Hanover County Schools Operating 81,366,950 80,131,551 82,887,553 91,892,112 9,004,559 10.9%
New Hanover County Schools Fund 8 ‐ Pre‐K 487,425 487,422 487,422 974,844 487,422 100.0%
New Hanover County Schools Capital 2,233,619 1,626,240 1,626,240 3,696,000 2,069,760 N/A
Fees Paid on Debt 47,462 66,955 66,955 50,556 (16,399) ‐24.5%
New Hanover County Schools Debt 30,734,305 29,883,076 29,883,076 24,909,236 (4,973,840) ‐16.6%
EMERGENCY MANAGEMENT 4,081,688 1,787,122 2,831,626 1,373,414 (1,458,212) ‐51.5%
ENGINEERING 911,331 711,131 5,496,581 762,430 (4,734,151) ‐86.1%
FACILITIES MANAGEMENT 11,975,849 10,955,506 11,567,873 15,596,846 4,028,973 34.8%
FINANCE 1,618,410 944,431 1,190,405 916,060 (274,345) ‐23.0%
Non‐Departmental 8,339,243 5,151,700 6,175,856 7,080,140 904,284 14.6%
Economic Development 1,614,065 ‐ ‐ 38,240 38,240 #DIV/0!
Transfers 3,441,069 1,334,541 1,384,541 ‐ (1,384,541) ‐100.0%
Administrative Reserve ‐ 592,800 ‐ 588,547 588,547 N/A
Bonded Debt (Principal, Interest) 2,253,254 2,494,713 2,494,713 2,412,544 (82,169) ‐3.3%
Fees Paid on Debt 10,113 30,343 30,343 12,340 (18,003) ‐59.3%
Installment Debt 9,741,702 14,640,414 14,640,414 18,863,871 4,223,457 28.8%
Installment Debt for the Healing Place (Trillium) ‐ ‐ ‐ ‐ ‐ N/A
NHC‐CFPUA Debt 1,383,450 1,328,150 1,328,150 1,278,350 (49,800) ‐3.7%
LEO Pension 548,978 815,384 815,384 815,384 ‐ 0.0%
GOVERNING BODY ‐ COMMISSIONERS 417,763 458,561 458,042 566,996 108,954 23.8%
HEALTH DEPARTMENT 13,745,003 14,133,742 15,267,589 16,497,845 1,230,256 8.1%
HEALTH AND HUMAN SERVICES ADMINISTRATION1
1,583,055 3,248,997 3,249,997 3,798,091 N/A
HUMAN RESOURCES 1,069,345 1,272,921 1,195,435 1,501,651 306,216 25.6%
INFORMATION TECHNOLOGY 8,750,260 10,082,024 10,128,806 12,209,916 2,081,110 20.5%
JUVENILE SERVICES 213,076 292,425 292,425 302,425 10,000 3.4%
LEGAL/RISK MANAGEMENT 1,499,027 1,243,687 1,242,949 1,457,700 214,751 17.3%
LIBRARY 4,486,558 5,107,255 5,113,983 5,370,542 256,559 5.0%
MUSEUM 1,363,718 1,496,313 1,496,567 1,603,136 106,569 7.1%
NCSU EXTENSION SERVICE 401,307 506,033 657,912 801,409 143,497 21.8%
NON‐COUNTY AGENCIES 496,512 931,160 923,446 2,025,427 1,101,981 119.3%
OTHER COMMUNITY PARTNERS 2,349,482 2,500,467 2,681,693 1,296,768 (1,384,925) ‐51.6%
PARKS AND GARDENS 5,978,592 6,522,400 6,413,881 6,962,631 548,750 8.6%
PLANNING AND LAND USE 1,368,873 1,526,205 1,748,640 1,734,178 (14,462) ‐0.8%
REGISTER OF DEEDS 1,555,242 1,535,413 1,533,993 1,836,466 302,473 19.7%
RECOVERY & RESILIENCE2
835 ‐ 3,757,824 254,617 (3,503,207) ‐93.2%
SENIOR RESOURCE CENTER 2,753,485 3,054,502 3,784,923 3,503,267 (281,656) ‐7.4%
SHERIFF'S OFFICE 55,310,008 58,518,545 59,966,158 60,890,926 924,768 1.5%
SOCIAL SERVICES 32,421,742 35,536,375 43,075,263 37,260,729 (5,814,534) ‐13.5%
SOIL AND WATER CONSERVATION 207,680 248,961 245,805 285,088 39,283 16.0%
STRATEGY 992,794 682,261 489,237 1,186,626 697,389 142.5%
TAX 4,264,610 4,704,608 4,754,335 4,779,792 25,457 0.5%
TRILLIUM HEALTH RESOURCES/OTHER RECOVERY SERVICES 1,785,622 2,283,417 2,283,417 1,957,712 (325,705) ‐14.3%
VETERAN SERVICES 145,079 156,260 156,872 214,120 57,248 36.5%
TOTAL 350,056,559$ 350,840,047$ 381,382,610$ 382,135,970$ $753,360 0.2%
___________________________________1Health and Human Services Administration was created out of existing positions in Finance, Social Services, and the Health Department.
2Recovery & Resilience was created from Strategy Office.
19
FY20‐21
FY20‐21 REVISED FY21‐22 RecommendedADOPTED 4/30/2021 RECOMMENDED $ Change % Change
BUDGETED EXPENDITURES:
GENERAL GOVERNMENT $ 43,136,199 $ 50,052,276 $ 55,132,717 $ 5,080,441 10.2%
HUMAN SERVICES 60,281,474 69,777,072 64,780,769 (4,996,303) ‐7.2%
PUBLIC SAFETY 17,185,190 26,527,557 18,444,873 (8,082,684) ‐30.5%
Sheriff's Office 58,518,545 59,966,158 60,890,926 924,768 1.5%
ECONOMIC & PHYSICAL DEVELOPMENT 968,446 1,603,011 1,274,662 (328,349) ‐20.5%
CULTURAL & RECREATIONAL 13,927,001 13,827,343 14,805,968 978,625 7.1%
EDUCATION 93,068,457 95,841,958 107,513,902 11,671,944 12.2%
EDUCATION DEBT 43,926,574 43,909,075 36,507,297 (7,401,778) ‐16.9%
DEBT SERVICE 18,493,620 18,493,620 22,784,856 4,291,236 23.2%
TRANSFERS 1,334,541 1,384,541 0 (1,384,541) ‐100.0%
TOTAL BUDGETED EXPENDITURES $ 350,840,047 $ 381,382,610 $ 382,135,970 $ 753,360 0.2%
NEW HANOVER COUNTYPERCENTAGE CHANGE IN BUDGETED EXPENDITURES BY FUNCTION
GENERAL FUND
Difference Between FY20‐21
Revised and FY21‐22
20
______________________Education and Education Debt comprise 38% of General Fund Budget.
GENERAL GOVERNMENT, 14%
HUMAN SERVICES, 17%
PUBLIC SAFETY, 21%
ECONOMIC & PHYSICAL DEVELOPMENT, 0.3%
CULTURAL & RECREATIONAL, 4%
EDUCATION, 28%
EDUCATION DEBT, 10%
DEBT SERVICE, 6%
TRANSFERS, 0%
FY21‐22RECOMMENDED BUDGET
EXPENDITURES
21
FY20‐21
FY20‐21 REVISED FY21‐22 RecommendedADOPTED 4/30/2021 RECOMMENDED $ Change % Change
BUDGETED REVENUES:
AD VALOREM TAXES $ 200,160,880 $ 200,160,880 $ 227,192,533 $ 27,031,653 13.5%
SALES TAXES 79,918,172 80,516,814 85,465,591 4,948,777 6.1%
OTHER TAXES 4,732,834 4,732,834 5,248,100 515,266 10.9%
INTERGOVERNMENTAL REVENUES 42,324,370 67,344,159 40,856,937 (26,487,222) ‐39.3%
CHARGES FOR SERVICES 12,911,107 12,735,857 12,287,094 (448,763) ‐3.5%
OTHER REVENUES 2,052,475 2,588,934 938,236 (1,650,698) ‐63.8%
TRANSFERS ‐ ‐ 276,295 276,295 #DIV/0!
OTHER FINANCING SOURCES 3,424,221 3,424,221 8,874,858 5,450,637 159.2%
GENERAL FUND BALANCE 4,676,327 9,163,400 ‐ (9,163,400) ‐100.0%
AUTOMATION ENHANCEMENT FUND BALANCE ‐ ‐ 190,000 190,000
REAPPRAISAL RESERVE FUND BALANCE 139,661 215,511 ‐ (215,511) ‐100.0%
DEBT SERVICE FUND BALANCE 500,000 500,000 806,326 306,326 61.3%
TOTAL BUDGETED REVENUES $ 350,840,047 $ 381,382,610 $ 382,135,970 $ 753,360 0.2%
NEW HANOVER COUNTYPERCENTAGE CHANGE IN BUDGETED REVENUES BY CLASS
GENERAL FUND
Difference Between FY20‐21
Revised and FY21‐22
22
________________________Ad Valorem Taxes (59%) together with the Sales Taxes (22%) comprise 81% of total County revenues. For greater detail, please see facing page.
AD VALOREM TAXES59%
TRANSFERS 0.07%
SALES TAXES22%
OTHER TAXES1%
INTERGOVERNMENTAL REVENUES
11%
CHARGES FOR SERVICES3%
OTHER FINANCING SOURCES
2%
FUND BALANCE0.26%
FY21‐22RECOMMENDED BUDGET
REVENUES
23
NEW HANOVER COUNTYNET COUNTY COST HUMAN SERVICES DEPARTMENTS
DEPARTMENT FY19‐20
REVISED FY21‐22 DOLLAR PERCENT
as of 4/30/21 RECOMMENDED CHANGE CHANGE
HEALTH
EXPENDITURES $ 15,267,589 $ 16,497,845 $ 1,230,256 8.1%
REVENUES 8,654,079 7,685,047 (969,032) ‐11.2%
COUNTY $ REQUIRED $ 6,613,510 $ 8,812,798 $ 2,199,288 33.3%
HEALTH & HUMAN SVCS. ADMIN.
EXPENDITURES $ 3,249,997 $ 3,798,091 $ 548,094 0.0%
REVENUES 0 0 0 0.0%
COUNTY $ REQUIRED $ 3,249,997 $ 3,798,091 $ 548,094 0.0%
SOCIAL SERVICES
EXPENDITURES $ 43,075,263 $ 37,260,729 $ (5,814,534) ‐13.5%
REVENUES 25,253,379 17,676,978 (7,576,401) ‐30.0%
COUNTY $ REQUIRED $ 17,821,884 $ 19,583,751 $ 1,761,867 9.9%
TRILLIUM HEALTH RESOURCES/OTHER RECOVERY SERVICES
EXPENDITURES $ 2,283,417 $ 2,499,908 $ 216,491 9.5%
REVENUES 130,000 133,350 3,350 2.6%
COUNTY $ REQUIRED $ 2,153,417 $ 2,366,558 $ 213,141 9.9%
SENIOR RESOURCE CENTER
EXPENDITURES $ 3,784,923 $ 3,503,267 $ (281,656) ‐7.4%
REVENUES 2,645,724 2,131,233 (514,491) ‐19.4%
COUNTY $ REQUIRED $ 1,139,199 $ 1,372,034 $ 232,835 20.4%
VETERAN SERVICES
EXPENDITURES $ 156,872 $ 214,120 $ 57,248 36.5%
REVENUES 0 0 0 0.0%
COUNTY $ REQUIRED $ 156,872 $ 214,120 $ 57,248 36.5%
TOTAL COUNTY COST $ 31,134,879 $ 36,147,352 $ 5,012,473 16.1%
24
FY21‐22 FY21‐22
NON‐COUNTY AGENCIES‐HUMAN SERVICES Requested Recommended
Accessible Coastal Carolina Events Sports & Services ACCESS Fit 7,500$ 6,750$
Blue Ribbon Commission dba VOYAGE Community Outreach Advocate Model 57,000 50,000
Bread for Life Senior Pantry 15,000 13,500
Brigade Boys & Girls Club Full‐Day Enrichment‐Project Learn 30,000 27,000
Brooklyn Arts Music Academy Music Is Life! 23,802 16,661
Cape Fear Community Land Trust, Inc. 56,000 39,200
Cape Fear HealthNet Enrollment and Eligibility Services 30,000 27,000
CFCOG Homeless Continuum of Care/Coordinated Entry 30,000 27,000
Coastal Horizons Center, Inc. Open House Transitional Living Program 20,000 18,000
Communities In Schools of Cape Fear NHC Resiliency Task Force 25,000 22,500
Communities In School of Cape Fear Wrap Around Strategies for Student Success 50,000 45,000
Community Boys & Girls Club of Wilmington Building Great Futures 25,000 22,500
Community Enrichment Initiatives, Inc. Wilmington Green Project 5,000 4,500
Domestic Violence Shelter & Services, Inc. Shelter Advocate 54,375 48,938
DREAMS Center for Arts Education 41,250 28,875
Family Promise of the Lower Cape Fear Families Forward Housing 60,000 50,000
Feast Down East, Inc. Local Motive Mobile Market 24,996 22,496
First Fruit Ministries Medical Outreach Program 25,000 22,500
Five 14 Revolution, Inc. Restoration of Women 2021 25,000 22,500
Food Bank of Central & Eastern NC at Wilmington Nourishing Families in NHC 50,000 45,000
GLOW NC Extended Day Learning Programs 50,000 45,000
Greater Wilmington Youth Initiative, Inc. dba First Tee Outreach & Program Specialist 10,000 7,000
Louise Wells Cameron Art Museum US Colored Troops Public Sculpture Project 10,000 7,000
Lower Cape Fear Hospice dba Lower Cape Fear LifeCare Pathways to Care 50,000 45,000
One Love Tennis Tennis Instruction & Academic Enrichment 50,000 35,000
Soaring As Eagles Outreach Ministry, Inc. Academic Support (Saturday Academy) 27,767 19,437
The Carousel Center, Inc. Child Abuse Prevention/Awareness Education & Outreach 65,000 50,000
The Carousel Center, Inc. Child Parent Psychotherapy 15,000 13,500
The Carousel Center, Inc. Support Services for Healthier Families 25,000 22,500
WARM, Inc. Sustaining Storm Resilience & Neighborhood Public Safety 45,000 40,500
Wilmington Children's Museum, Inc. Reforest the Toddler Treehouse 9,451 6,616
WRAAP After School Enrichment Academy Program 47,920 33,544
YMCA of Southeastern NC Afterschool at GLOW Academy 14,500 13,050
YWCA of the Lower Cape Fear, Inc. Grandparent Support Network 36,341 32,707
Total Human Services 1,110,902$ 930,774$
ECONOMIC DEVELOPMENT
Arts Council of Wilmington and New Hanover County 50,000$ 45,000$
Cape Fear Resource Conservation and Development 9,000 4,500
CFCOG Continuum of Care for Homelessness 25,000 25,000
Cucalorus Film Foundation 30,000 25,000
Foreign Trade Promotion Council 5,000 2,500
Friends of Fort Fisher 10,000 4,550
Genesis Block Labs, LLC 25,000 25,000
Highway 17 Transportation Association In NC Inc. 10,000 3,250
Louise Wells Cameron Art Museum 25,000 ‐
Southeastern Economic Development Commission 18,240 18,240
UNCW Center for Innovation & Entrepreneurship 35,000 ‐
The Southeastern Partnership, Inc. 20,000 20,000
Wilmington Business Development 208,600 208,600
Wilmington Chamber of Commerce 181,000 181,000
Wilmington Downtown, Inc. 90,000 75,000
Wilmington Regional Film Commission 133,692 133,692
Wilmington Symphony Orchestra 5,000 5,000
YWCA of the Lower Cape Fear 40,090 40,090
Total Economic Development 920,622$ 816,422$
NEW HANOVER COUNTY
NON‐COUNTY AGENCY CONTRIBUTIONS
25
FY21‐22 FY21‐22SOCIAL IMPACT FUND Requested Recommended
Child Development Center, Inc.‐ Improve Child Readiness for Kindergarten 62,000$ 62,000$
Coastal Horizons Center, Inc. RESET‐Reduce Substance Use 131,631 131,631
Phoenix Employment Services of Wilmington, Inc.‐Employment & Life Skills Training 84,600 84,600
Total Social Impact Fund 278,231$ 278,231$
NEW HANOVER COUNTY
NON‐COUNTY AGENCY CONTRIBUTIONS
26
NON‐DEPARTMENTAL
A detailed explanation of the items funded in Non‐Departmental is provided below. A table summarizing totals per account follows the detailed explanation.
Expenditures:
Salary Adjustment: A negative Salary Lag adjustment is recommended in Non‐Departmental to account for the fact that not every authorized position will be filled every day of the fiscal year. An amount is also recommended to ensure employees earning below the average county salary earn at least a fixed level of market increase.
$392,325 $925,792
Fixed dollar amount for Market Adjustment Fixed dollar amount for 1% Merit Adjustment
(1,500,000) Salary Lag
($181,883) TOTAL
Medical Insurance Expense: Funds of $3,748,540 are recommended for the county’s portion of retirees’ medical and dental expenses. Any consultant fees incurred related to these benefits are included in contracted services.
Contracted Services: $21,750 Employment background checks 30,000 Pre‐employment and random drug screening for employees 4,000 Employee Assistance Program (work related) 3,700 Attorney Consultations
55,000 Benefits contract 60,000 Laymon Group – Flex Benefit Plan 12,000 1,248
43,474 7,500 2,500
COBRA administration ASCAP License Language Line Contract Scholarships for UNCW Scholarships for CFCC
$241,412 TOTAL
Contracted Services – WAY Clinic: Funds are recommended for operation of an on‐site clinic to address minor health issues and administer a preventive wellness program for county employees. The operation of the program is expected to reduce the cost of medical claims in FY21‐22.
$185,916 Practitioner 52,324 Medical Office Assistant
125,892 Program Administrative Fee 24,100 Reference labs
114,401 Health Risk Assessments 8,619 Flu Shots 3,600
137,877 Supplies Physical Therapist
57,926 100,000 102,000
Plan Coordinator (Health Plan Auditor) Functional Medicine Nurse Plan Coordinator Plan Member Advocate
$912,655 TOTAL
27
NON‐DEPARTMENTAL CONTINUED
Service/Retirement Awards: For employee service recognition and retirement awards. The FY21‐22 recommended amount is $13,743.
Employee Appreciation: For employee appreciation events that are countywide. The FY21‐22 recommended amount is $5,000.
Department Employee Appreciation: For employee appreciation events that are at the department level. The FY21‐22 recommended amount is $18,500.
Reach for the Stars: An employee performance recognition program. The recommended amount for FY21‐22 is $9,018.
Wellness and You Program: The Wellness and You (WAY) program was created in 2008 to encourage and motivate employees to make better lifestyle choices as it relates to physical activity, healthy diet, tobacco cessation, and preventive care. For FY21‐22, $22,950 is recommended.
Countywide Training: Funds in the amount of $125,066 are recommended for in‐house mandatory web‐based training and optional core courses. Also includes Table Talk, miscellaneous meetings, team meetings and retreats.
$29,716 Skillsoft/PCU 33,000 13,200 29,370 11,000
UNCW Professional Development Academy SWAIN Instructors/CI Courses SWAIN Project Management Academy SERVE Supervisors Training
1,000 Customer service supplies (plaques, frames, etc.) 1,000 6,780
Books and materials for training NACo PDA Professional Development Academy
$125,066 TOTAL
Insurance and Bonds: Estimate of funds that will be required for insurance and bonds for county programs and operations.
$150 1,935
Automobile Property
50,554 86,346 2,500 698
Law & Public Officials Fiduciary Liability Drone Liability Crime, Cyber, Umbrella and other various policies
262,940 Excess Workers Compensation
$405,123 TOTAL
Insurance Deductible: For deductibles not covered by insurance. $175,000 is recommended for FY21‐22.
Unemployment – Employment Security Commission: An annual estimate for FY21‐22 is $50,000.
Workers Compensation: For Workers Compensation claims based on historic and FY20‐21 year‐to‐date claims. $675,000 is recommended for FY21‐22.
28
NON‐DEPARTMENTAL CONTINUED
City of Wilmington: $234,000 is recommended for the Red Light Camera Program.
Contribution to Wave: Wave Transit was established by merging the Wilmington Transit Authority and New Hanover Transportation Services on July 1, 2004. The system provides transportation services to residents of the county, meeting the special needs of the elderly, disabled, Work First and Medicaid participants, working poor, clients of human service agencies, and the general public. Funding will include $175,000 for a Ticketless Phone App Fare System. The recommended FY21‐22 funding is $526,016.
Donated Items: This is a budgeted amount required to record miscellaneous donations received during the fiscal year. The recommended amount for FY21‐22 is $100,000.
Administrative Reserve: Administrative Reserve for FY21‐22 is $370,796.
Transfers to Other Funds: Funds are transferred from the General Fund to other funds or capital projects.
FY19‐20 Actual
Transfers Total $3,441,069. Transfers to Capital projects total $2,014,000. Transfers to SpecialRevenue funds total $1,147,069.
FY20‐21 Adopted Budget
Transfers Total $1,334,541. Transfers to Capital projects total $273,000. Transfers to SpecialRevenue funds total $1,061,541.
FY20‐21 Revised Budget
Transfers Total $1,401,335. Transfers to Capital projects total $273,000. Transfers to SpecialRevenue funds total $1,128,335.
FY21‐22 Recommended Budget
General Fund is not making transfers to other funds in FY21‐22
29
NON‐DEPARTMENTAL CONTINUED
SUMMARY OF EXPENDITURES
SALARY ADJUSTMENT $ ‐ $ (1,335,000) $ (741,358) $ (181,883) , $ 559,475 ‐75.5%
SOCIAL SECURITY TAXES 2,140 ‐ ‐ ‐ ‐ N/A
MEDICAL INSURANCE EXPENSE 1,391,663 3,617,564 3,617,564 3,748,540 130,976 3.6%
CONTRACTED SERVICES 126,484 185,700 185,700 241,412 55,712 30.0%
CONTRACTED SERVICES‐WAY CLINIC 681,130 716,584 716,584 912,655 196,071 27.4%
CONTRACTED SERVICES‐WATER MONITORING ‐ ‐ ‐ ‐ ‐ N/A
SERVICE/RETIREMENT AWARDS 12,421 18,195 18,195 13,743 (4,452) ‐24.5%
EMPLOYEE APPRECIATION 5,391 7,500 4,850 5,000 150 3.1%
DEPARTMENT EMPLOYEE APPRECIATION 3,985 18,260 18,260 18,500 240 1.3%
REACH FOR THE STARS 4,846 8,768 8,768 9,018 250 2.9%
WELLNESS PROGRAM 16,291 22,950 22,950 22,950 ‐ 0.0%
MISCELLANEOUS‐OTHER 128 167,599 ‐ ‐ ‐ N/A
MISCELLANEOUS ‐ RETIREE LWOP ADMIN (271,466) ‐ ‐ ‐ ‐ N/A
TRAINING & TRAVEL 125,336 48,100 48,100 125,066 76,966 160.0%
INSURANCE & BONDS 299,670 268,287 288,886 405,123 116,237 40.2%
INSURANCE DEDUCTIBLE REIMBURSEMENT 86,654 175,000 175,000 175,000 ‐ 0.0%
UNEMPLOYMENT ‐ EMPLY SEC COM 44,323 50,000 50,000 50,000 ‐ 0.0%
WORKERS COMPENSATION 765,393 675,000 675,000 675,000 ‐ 0.0%
CITY OF WILMINGTON 144,720 234,000 234,000 234,000 ‐ 0.0%
CONTRIBUTION‐WAVE TRANSIT 330,866 340,792 340,792 526,016 185,224 54.4%
DONATED ITEMS ‐ 100,000 3,000 100,000 97,000 3233.3%
ADMINISTRATIVE RESERVE ‐ ‐ ‐ 370,796 370,796 N/A
ECONOMIC DEVELOPMENT 2,164,913 ‐ ‐ ‐ ‐ N/A
CONTRIBUTION‐CFPUA 625,000 ‐ ‐ ‐ ‐ N/A
TOTAL NON‐DEPARTMENTAL EXPENSES: $ 6,559,891 $ 5,319,299 $ 5,666,291 $ 7,450,936 $ 1,784,645 31.5%
TRANSFERS TO OTHER FUNDS:
TRANSFERS TO CAPITAL PROJECT FUNDS $ 2,014,000 $ 273,000 $ 273,000 $ ‐ $ (273,000) ‐100.0%
TRANSFER TO SPECIAL REVENUE FUND 1,427,069 1,061,541 1,128,335 ‐ (1,128,335) ‐100.0%
TOTAL TRANSFERS TO OTHER FUNDS: $ 3,441,069 $ 1,334,541 $ 1,401,335 $ ‐ $ (1,401,335) ‐100.0%
TOTAL: $ 10,000,960 $ 6,653,840 $ 7,067,626 $ 7,450,936 $ 383,310 5.4%
AS OF 4/30/21ACTUAL ADOPTED RECOMMENDED
Change FY20‐21 Revised
to FY21‐22 Recommended
FY19‐20 FY20‐21
FY20‐21
REVISED FY21‐22
30
FY20‐21 Revised FY21‐22 FY21‐22 DOLLAR PERCENT
as of 4/30/21 Requested Recommended CHANGE CHANGE
New Hanover County SchoolsEXPENDITURES:Current Operating $ 80,296,551 $ 93,911,326 $ 91,892,112 $ 11,595,561 14.4%Capital Outlay 1,626,240 3,696,000 3,696,000 2,069,760 127.3%Restricted Funds ‐ Pre‐K 487,422 974,844 974,844 487,422 100.0%Total Current Expenditures $ 82,410,213 $ 98,582,170 $ 96,562,956 $ 14,152,743 17.2%
Principal on School Bonds $ 22,042,606 $ 17,306,829 $ 17,306,829 $ (4,735,777) ‐21.5%Interest on School Bonds 7,415,025 6,636,017 6,636,017 (779,008) ‐10.5%Bond Fees 49,456 50,556 50,556 1,100 2.2%Installment Debt 425,445 966,390 966,390 540,945 127.1%NHC Schools Debt Service $ 29,932,532 $ 24,959,792 $ 24,959,792 $ (4,972,740) ‐16.6%
TOTAL EXPENDITURES FOR NHCS $ 112,342,745 $ 123,541,962 $ 121,522,748 $ 9,180,003 8.2%
Cape Fear Community CollegeCFCC Current Operating $ 10,823,244 $ 10,950,946 $ 10,950,946 $ 127,702 1.2%CFCC Capital Outlay ‐ ‐ ‐ ‐ NATotal Current Expenditures $ 10,823,244 $ 10,950,946 $ 10,950,946 $ 127,702 1.2%
Principal on CFCC Bonds $ 9,267,393 $ 8,269,152 $ 8,269,152 $ (998,241) ‐10.8%Interest on CFCC Bonds 4,709,150 3,278,353 3,278,353 (1,430,797) ‐30.4%CFCC Debt Service $ 13,976,543 $ 11,547,505 $ 11,547,505 $ (2,429,038) ‐17.4%
TOTAL EXPENDITURES FOR CFCC $ 24,799,787 $ 22,498,451 $ 22,498,451 $ (2,301,336) ‐9.3%
NEW HANOVER COUNTY EDUCATION
SUMMARY OF EXPENDITURES
31
DEPARTMENT TYPE DESCRIPTION RECOMMENDED
Information Equipment Informcast Speaker Replacement Cape Fear Museum 35,000Technology Equipment CISCO Replacements 625,000
Equipment CISCO Replacement Servers 62,215Equipment High Capacity Scanners 20,000Equipment 911 Backup Servers‐2 17,056Equipment Utility Server at HHS 5,055 Equipment iboss Web Filtering Hardware upgrade EOL Hardware 19,154
783,480$ Parks and Gardens Equipment John Deere Mower Replacements 2011/2012 Models 72,000
Equipment John Deere Gator Replacement 2011/2012 Models 48,000Equipment Utility Tractor Replacement 28,000
148,000$ Facilities Equipment Centrifugal Chiller Replacement 320,000Management Other Improvements NHC Portion of Roof Replacement on Bellsouth Building 82,500
Other Improvements Elevator 6&7 Modernization Replacement & Repair 325,000Equipment New A/C Recovery Machine 6,000 Building EOC 911 Communications Tower Property 280,000
1,013,500$ Health Equipment Drone‐Vector Control Survelliance 6,500
6,500$Vehicle ManagementVehicle Management/Gov't Vehicle Replacement‐2021 Ford Transit Connect XL7 Passenger 24,479Risk Management Vehicle Replacement‐2021 Ford F‐150 4x2 SuperCrew Cab 4 Door 25,069Emergency Management Vehicle Replacement‐2021 Ford Chevrolet Tahoe 4x4 44,091Emergency Management Equipment Replacement‐2021 Ford F‐550 Hauler Truck 75,373Parks & Gardens Vehicle Replacement‐2021 Ford F‐250 4x2 Crew Cab 26,935Parks & Gardens Vehicle Replacement‐2021 Ford F‐250 4x4 Regular Cab 26,421Parks & Gardens Vehicle Replacement‐2021 Ford F‐150 4x2 Crew Cab 25,629Parks & Gardens Vehicle Replacement‐2021 Ford F‐150 Transit Low Roof Cargo Van 23,557Sheriff's Office Equipment New Radios 40,000Sheriff's Office Vehicles Transport Buses‐2 179,904Sheriff's Office Vehicles Replacements‐47 1,284,074 Sheriff's Office Vehicles New Vehicle‐Ford EcoSport 19,576Sheriff's Office Vehicles New Vehicle‐Dodge Durango 28,846Sheriff's Office Vehicles New Vehicle‐Dodge Ram 27,816Sheriff's Office Equipment Road Ready ‐ Transport Buses 36,000Sheriff's Office Equipment Road Ready ‐ 47 Replacement Vehicles, 3 New 514,677
2,402,447$ Sheriff's Office Equipment Replacement Security Doors‐5 16,195
Equipment Replacement Walk in Freezer 50,000Improvement Repair Kitchen Floor 40,000Equipment K9 Dog‐Includes K9 and Training Replacement 15,000Equipment Radio Replacement 472,503Equipment Replacement‐8 dog kennels 12,588Equipment Analytical Balance 12,754Equipment Spectrometer 47,618Equipment Forensic Collection Equipment 44,866Equipment Body Scanner 118,750Equipment Gun Locker 10,000Equipment Cubicles 46,117
886,391$
Total General Fund 5,240,318$
NEW HANOVER COUNTY
CAPITAL OUTLAY
32
DEPARTMENT TYPE DESCRIPTION RECOMMENDEDFire Services Equipment Hurst Tool Replacement Program 32,694
Equipment Thermal Imaging Camera 8,202 Equipment Portable HVAC Unit Replacement 9,040 Equipment Accountability Equipment Upgrade 6,211 Equipment Mobile Cascade Breathing Air Replacement 15,300Equipment Purvis Fire Station Alerting System Station 13 & 16 100,000Vehicle Staff Vehicle 41,505Vehicle Command Vehicle 60,326Vehicle All Purpose Logistics Vehicle 56,538Vehicle Fire Engine Replacement 658,000Vehicle Vessel Replacement 525,000Vehicle 53' Trailer Replacement w/Lift Gate 30,000Vehicle Tractor Replacement 30,000Other Improvements Fire Hydrants‐8 122,850
Other Improvements Station 12 & 13 Parking Lot Resealing 25,000
1,720,666$ Environmental Vehicle Replacement Automatic Roll‐Off Truck 200,000Management Equipment Replacement Articulated Dump Truck 420,000
Equipment Replacement Gradal ‐ Lull w/extended forks 110,000Equipment Replacement LF36‐924H Loader 210,000Equipment Portable Screening Plant 72,591
1,012,591$
Total Other Funds 2,733,257$
7,973,575$
Total All
NEW HANOVER COUNTY
CAPITAL OUTLAY
33
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total
Board of Elections: Offices, Polling and Warehouse 2,187,875 2,187,875$
Parks: Northern Regional Park Phase 2 170,000 2,000,000 ‐ ‐ 2,170,000$
Parks: Ogden Park Maintenance Facility Expansion 23,000 130,000 ‐ ‐ ‐ 153,000$
Parks: Northern Regional Park Muti‐Use Trail 450,000 ‐ ‐ ‐ ‐ 450,000$
Parks: Multi‐Use Trail Design ‐ ‐ ‐ ‐ 200,000 200,000$
Parks: Olsen Park Phase 2 ‐ 1,000,000 ‐ ‐ ‐ 1,000,000$
Parks: Smith Creek Park Phase 2A 100,000 ‐ 2,300,000 ‐ ‐ 2,400,000$
Parks: New Hanover Pines Nature Park 2,335,000 ‐ ‐ ‐ ‐ 2,335,000$
Parks: Echo Farms Expansion ‐ ‐ 725,000 ‐ ‐ 725,000$
Parks: Ogden Park Bike Lane Connector 25,000 ‐ ‐ ‐ ‐ 25,000$
Parks: South College Rd Trail 570,000 2,500,000 ‐ ‐ ‐ 3,070,000$
Parks: North College Rd Trail 570,000 2,500,000 ‐ ‐ ‐ 3,070,000$
Library: North Chase Branch ‐ 935,714 7,779,124 ‐ ‐ 8,714,838$
Cooperative Extension: Admin Building Replacement‐ 150,000 1,300,000 ‐ 1,450,000$
EM: Emergency Logistics Center/Fire Administration7,447,240 350,000 ‐ ‐ ‐ 7,797,240$
EM: Shelter Supply Storage Buildings 423,800 ‐ ‐ ‐ ‐ 423,800$
Sheriff: Incinerator with Shelter 135,374 ‐ ‐ ‐ ‐ 135,374$ Sheriff: Facility Replacement for Sheriff's Office 421
Firing Range (1235 US 421) ‐ ‐ 150,000 540,000 ‐ 690,000$
Sheriff: Detention Expansion ‐ Design ‐ ‐ ‐ ‐ 3,612,787 3,612,787$ Sheriff: Facility Replacement for Sheriff's
Detectives/VICE 150,000 2,250,000 ‐ ‐ ‐ 2,400,000$
TOTAL EXPENDITURE 12,399,414$ 13,853,589$ 11,104,124$ 1,840,000$ 3,812,787$ 43,009,914$
SOURCES OF REVENUE
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total
County Credit ‐ Olsen Park Phase 2 ‐$ 409,670$ ‐$ ‐$ ‐$ 409,670$
Grants/Donations ‐ ‐ 100,000 440,000 ‐ 540,000$
Long Term Debt 12,399,414 8,473,589 7,679,124 ‐ 3,612,787 32,164,914$
Sale of 3rd Floor ‐ AT&T Building ‐ 1,500,000 ‐ ‐ ‐ 1,500,000$
General Fund Revenues ‐ 3,470,330 3,325,000 1,400,000 200,000 8,395,330$
TOTAL REVENUE 12,399,414$ 13,853,589$ 11,104,124$ 1,840,000$ 3,812,787$ 43,009,914$
CAPITAL IMPROVEMENT PLAN FY 2022‐2026
General Fund
34
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total
Wrightsboro Station ‐$ ‐$ 314,600$ 2,464,770$ ‐$ 2,779,370$
Castle Hayne Station ‐ 300,000 ‐ ‐ 314,600 614,600$
Gordon Road Fire Station 835,000 3,932,000 ‐ ‐ ‐ 4,767,000$
Southern Station ‐ 300,000 ‐ 314,600 2,464,770 3,079,370$
Porters Neck Station 1,500,000 1,500,000$
TOTAL EXPENDITURE 835,000$ 4,532,000$ 1,814,600$ 2,779,370$ 2,779,370$ 12,740,340$
SOURCES OF REVENUE
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total
Loan Proceeds 835,000$ 4,532,000$ 1,814,600$ 2,779,370$ 2,779,370$ 12,740,340$
Fire District Revenue ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL REVENUE 835,000$ 4,532,000$ 1,814,600$ 2,779,370$ 2,779,370$ 12,740,340$
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total
Biological Treatment System Replacement ‐$ 1,500,000$ ‐$ ‐$ ‐$ 1,500,000$
New Landfill Entrance & Customer Convenience Site 2,800,000 ‐ ‐ ‐ ‐ 2,800,000$
Southern Property Closure Design Cells 7‐15 300,000 ‐ 300,000 ‐ ‐ 600,000$
Southern Property Construction Cells 11 & 12A 4,650,000 1,000,000 ‐ ‐ ‐ 5,650,000$
Partial Cell Closure 7‐10A (7.46 acres permanent,
5.46 acres temporary) ‐ ‐ 4,100,095 ‐ ‐ 4,100,095$
Southern Property Construction Cells 12B & 13 ‐ ‐ 3,000,000 4,000,000 ‐ 7,000,000$
Lagoon Relining ‐ 1,000,000 ‐ ‐ ‐ 1,000,000$
Partial Cell Closure Cells 7/8A 2,950,122 ‐ ‐ ‐ ‐ 2,950,122$
New Admin Building ‐ ‐ 700,000 3,000,000 ‐ 3,700,000$
Partial Closure Cells 7‐11 (15 acres) ‐ ‐ ‐ ‐ 4,800,000 4,800,000$
TOTAL EXPENDITURE 10,700,122$ 3,500,000$ 8,100,095$ 7,000,000$ 4,800,000$ 34,100,217$
SOURCES OF REVENUE
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26Environmental Management Transfers/Reserve
Funds 10,700,122$ 3,500,000$ 8,100,095$ 7,000,000$ 4,800,000$ 34,100,217$
Closure/Post Closure Reserve ‐ ‐ ‐ ‐ ‐ ‐$
TOTAL REVENUE 10,700,122$ 3,500,000$ 8,100,095$ 7,000,000$ 4,800,000$ 34,100,217$
TOTAL ALL FUNDS 23,934,536$ 21,885,589$ 21,018,819$ 11,619,370$ 11,392,157$ 89,850,471$
Fire Services
CAPITAL IMPROVEMENT PLAN FY 2022‐2026
Environmental Management
35
GENERAL GOVERNMENT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26
BONDED:
CFCC 2009A General Obligation Bonds (Refunding) 382,497 0 0 0 0
CFCC 2013A General Obligation Bonds ($54 million issued) 3,025,000 2,887,500 0 0 0
CFCC 2015 General Obligation Bonds ($40 million issued) 2,917,720 2,827,220 2,736,720 2,646,220 2,555,720
CFCC 2016 General Obligation Bonds (Refunding) 3,419,380 0 0 0 0
CFCC 2021A General Obligation Bonds(Refunding) 899,173 3,746,025 3,651,425 3,552,900 3,455,000
CFCC 2021B General Obligation Bonds(Refunding) 903,731 907,793 3,656,328 3,518,845 3,380,921 Total Bonded Debt Service ‐ General Govt‐CFCC 11,547,501 10,368,538 10,044,473 9,717,965 9,391,641
Principal portion of General Govt‐CFCC Bonded Debt 8,834,152 7,955,000 7,945,000 7,820,000 7,715,000
Interest portion of General Govt‐CFCC Bonded Debt 2,713,350 2,413,538 2,099,473 1,897,965 1,676,64111,547,501 10,368,538 10,044,473 9,717,965 9,391,641
Parks and Recreation 2016 General Obligation Bonds (Refunding) 2,412,545 2,321,175 2,238,800 2,156,175 2,073,300 Total Bonded Debt Service ‐ General Govt‐Parks and Recreation 2,412,545 2,321,175 2,238,800 2,156,175 2,073,300
Principal portion of General Govt‐Parks and Recreation Bonded Debt 1,749,019 1,745,000 1,750,000 1,755,000 1,760,000
Interest portion of General Govt‐Parks and Recreation Bonded Debt 663,525 576,175 488,800 401,175 313,3002,412,545 2,321,175 2,238,800 2,156,175 2,073,300
Total Bonded Debt Service ‐ General Government 13,960,046 12,689,713 12,283,273 11,874,140 11,464,941
INSTALLMENT:
2010 Refunding LOBS‐2001 COPS‐Jail, Parking Deck, Library 3,366,754 3,207,710 0 0 0
2010 Refunding LOBS‐Public Safety Training Center 119,684 115,008 0 0 0
2010 Refunding LOBS‐Jail Expansion Land 341,503 327,424 227,039 216,942 203,916
2012 Refunding LOBS‐COPS2003‐Administration Annex Building 312,700 300,900 0 0 0
2014A LOBS ‐ 320 Chestnut Street Renovation 673,188 650,938 628,688 606,438 588,638
2014A LOBS ‐ Cobb Judicial Annex Repair 279,582 270,332 261,082 251,832 244,432
2014B LOBS ‐ Airport Rental Car Facility 397,300 387,420 376,932 365,984 354,580
Marquis Hills 524,920 516,844 508,768 500,692 492,617
Heritage Park 366,448 360,722 354,998 349,272 343,546
2019 Installment Financing ‐ Equipment & Vehicles 1,097,518 0 0 0 0
2020A LOBS ‐ Airport Expansion 2,304,900 2,231,700 2,153,500 2,080,500 2,007,500
2020A LOBS ‐ Senior Resource Center 399,600 380,800 367,200 353,600 0
2020A LOBS ‐ Echo Farms 210,650 205,850 201,050 196,250 191,450
2020A LOBS ‐ Juvenile Justice Center 1,291,450 1,262,050 1,232,650 1,203,250 1,173,850
2020A LOBS ‐ Water Line 518,400 499,200 0 0 0
2020A LOBS ‐ Equipment & Vehicles 410,682 398,778 386,875 374,971 363,067
2021 LOBS ‐ Government Center 3,671,669 3,760,500 3,682,800 3,594,000 3,500,300
2021 LOBS ‐ Healing Place 1,689,433 1,734,800 1,699,450 1,659,050 1,618,650
2021 LOBS ‐ Capital Outlay Equipment 553,873 543,125 520,200 0 0
2021 LOBS ‐ Refunding ‐ Pine Valley Library 333,617 322,100 314,400 305,600 291,900
2012 Refunding LOBS‐COPS2003‐Water/Sewer 1,278,350 1,228,950 1,177,525 1,124,100 1,073,625 Total Installment Debt Service ‐ General Fund 20,142,220 18,705,152 14,093,157 13,182,481 12,448,071
Principal Portion of General Fund Installment Debt 15,299,174 14,201,721 10,258,303 9,716,053 9,256,044
Interest Portion of General Fund Installment Debt 4,843,043 4,503,431 3,834,854 3,466,428 3,192,02720,142,220 18,705,152 14,093,157 13,182,481 12,448,071
Total Debt Service ‐ General Government (excludes Public Schools Debt Service) 34,102,266 31,394,865 26,376,430 25,056,620 23,913,012
PUBLIC SCHOOLS FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26
BONDED:
2006 General Obligation Bonds ($15 million variable issued) 890,137 860,137 830,226 800,041 770,137
2009 General Obligation Bonds (Refunding) 1,770,003 0 0 0 0
2013 General Obligation Bonds (Refunding) 4,924,044 4,742,547 4,550,179 4,369,792 3,191,284
2015 General Obligation Bonds ($47 million issued) 3,794,700 3,676,950 3,559,200 3,441,450 3,323,700
2016 General Obligation Bonds (Refunding) 3,747,225 3,597,025 3,447,825 3,293,575 4,173,825
2017 General Obligation Bonds ($34.2 million issued) 2,748,825 2,663,325 2,577,825 2,492,325 2,406,825
2018 General Obligation Bonds ($71 million) 5,778,056 5,613,056 5,480,250 5,357,444 5,192,444
2020 General Obligation Bonds ‐ $3.7 289,856 281,356 272,856 264,356 255,856 Total Bonded Debt Service ‐ Public Schools Fund 23,942,846 21,434,396 20,718,361 20,018,983 19,314,071
Principal Portion of Public Schools Bonded Debt 17,306,829 15,465,000 15,335,000 15,225,000 15,160,003
Interest Portion of Public Schools Bonded Debt 6,636,017 5,969,396 5,383,361 4,793,983 4,154,07123,942,846 21,434,396 20,718,361 20,018,983 19,314,071
NEW HANOVER COUNTY DEBT SERVICE FOR NEXT FIVE YEARS
36
PUBLIC SCHOOLS (continued)
INSTALLMENT:
2010 QSCB's 406,957 388,469 369,981 351,493 168,813
2021 LOBS ‐ Capital Outlay 559,433 548,600 530,400 0 0 Total Installment Debt Service ‐ Public Schools 966,390 937,069 900,381 351,493 168,813
Principal Portion of Public Schools Installment Debt 848,383 848,383 848,383 328,383 164,191Interest Portion of Public Schools Installment Debt 118,007 88,686 51,998 23,110 4,622
966,390 937,069 900,381 351,493 168,813
Total Debt Service ‐ Public Schools 24,909,237 22,371,465 21,618,742 20,370,475 19,482,884
SPECIAL FIRE DISTRICT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26
INSTALLMENT:
2010 Refunding LOBS‐Public Safety Training Center 119,684 115,008 0 0 0
2010 Refunding LOBS‐Murrayville Fire Station 225,001 215,724 149,586 142,933 134,344
2012 Refunding LOBS‐COPS2003 63,600 61,200 0 0 0
Capital Equipment ‐ Fire Engine 87,535 87,535 0 0 0
Capital Equipment ‐ Fire Engine 129,397 129,397 0 0 0
Capital Equipment ‐ Breathing Apparatus 177,102 177,102 0 0 0
2019 Capital Equipment ‐ Fire Engine 125,572 125,571 125,570 0 0
2020A LOBS ‐ Rescue Truck 79,218 76,922 74,625 72,329 70,033
2021 ‐ LOBS ‐ Fire Engine 69,188 74,625 72,700 70,500 68,300
2021 ‐ LOBS ‐ Refunding ‐ Ogden Fire Station Construction 427,163 416,675 401,800 390,600 379,400 Total Debt Service ‐ Special Fire District 1,503,459 1,479,759 824,281 676,362 652,077
Principal portion of Special Fire District Installment Debt 1,262,258 1,265,427 648,872 525,457 523,471
Interest portion of Special Fire District Installment Debt 241,201 214,333 175,409 150,905 128,6061,503,459 1,479,759 824,281 676,362 652,077
STORMWATER FUND
INSTALLMENT:
2021 LOBS ‐ Stormwater 25,720 31,300 30,600 24,900 24,300Total Debt Service ‐ Stormwater Fund 25,720 31,300 30,600 24,900 24,300
Principal Portion of Special Fire District Installment Debt 15,000 20,000 20,000 15,000 15,000
Interest Portion of Special Fire District Installment Debt 10,720 11,300 10,600 9,900 9,30025,720 31,300 30,600 24,900 24,300
ENVIRONMENTAL MANAGEMENT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26
INSTALLMENT:
2020A LOBS ‐ Bulldozer 96,600 93,800 91,000 88,200 85,400 Total Installment Debt Service ‐ Environmental Management Fund 96,600 93,800 91,000 88,200 85,400
Principal Portion of Environmental Management Installment Debt 70,000 70,000 70,000 70,000 70,000
Interest Portion of Environmental Management Installment Debt 26,600 23,800 21,000 18,200 15,40096,600 93,800 91,000 88,200 85,400
Total Debt Service ‐ Environmental Management Fund 96,600 93,800 91,000 88,200 85,400
Total Debt Service ‐ All Funds 60,637,282 55,371,189 48,941,053 46,216,558 44,157,673
NEW HANOVER COUNTY DEBT SERVICE FOR NEXT FIVE YEARS
37
NEW HANOVER COUNTYFY 2021-2022