On the agenda: Wayne County Board of Commissioners Special Meeting — data center (Feb 13)

ORTH CAROLINA
AYNECOUNTY

The Wayne County Board of Commissioners met in special session on Monday,
ebruary 13,20 12 at 8:15a.m. in the Emergency Operations Center Conference Room, Jeffreys
Building, 134 N. John Street, Goldsboro, North Carolina, after due notice thereof had been
given.
Members present: John M. Bell, Chairman; Sandra R. McCullen, Vice-Chairman; C.
Munroe Best, Jr. ; J.D. Evans; Roland M. Gray; Steve Keen and E. Ray Mayo.
Members absent: None.
Invocation

Commissioner Roland M. Gray gave the invocation.
County Priorities

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The Board of Commissioners listed the following priorities:
Senior center
Civic center- programs, cultural events and tourism
Education
Job creation
Access to affordable broadband in rural areas
Regional ·agriculture/biotech/agribusiness/research center
Get rid of fraud in Social Services
Address disparity in Wayne County- health care services
Farmland preservation
Ways to connect to those who are not movers and shakers and to address their concerns
Combine all water systems
Water and sewer infrastructure
Fulfillment of strategic plan
Connectivity to address county concerns
Protect Seymour Johnson Air Force Base - protect flight patterns and Dare County
bombing range
Combine City of Goldsboro and County of Wayne planning departments
Communication of resources available to citizens
Emergency Medical Services - quicker response time
Jail

2010-2011 County of Wayne Audit Presentation

Paul Nunn with Nunn, Brashear & Company, P.A. stated the County of Wayne received
an unqualified opinion on its 20 10-2011 financial statements, which meant Nunn, Brashear &
Company, P.A. found no cause to believe anything was incorrect. No difficulties were
encountered during the audit. There were no disagreements with management and no
consultations with other accountants.
Danna Layne with Nunn, Brashear & Company, P.A. reviewed the financial highlights of
the 20 10-2011 audit. The fund balance reporting was required to be implemented this year under
GASB 54. This reporting focuses on how resources can be spent and any limits. New
components of GASB 54 include:
• Non-spendable- portion of fund balance not in spendable form
• Restricted - resources in fund balance restricted by external constraints
• Committed - internal restrictions by governing board
• Assigned - restrictions by management
• Unassigned - residual balance

The total net assets of Wayne County increased by $6,100,401, primarily due to an
ncrease in net assets in the county's governmental activities and proprietary activities. At the
nd of the fiscal year, the unassigned fund balance for the general fund was $23 ,861 ,290 or 28%
f the total general fund expenditures for the fiscal year. The general fund final budgeted
evenues were $90,066,802, while actual revenues were $89,773,615. The final budgeted
xpenditures were $98,306,903, while the actual expenditures were $84,576,083. Wayne
ounty ' s long-term debt decreased by $1 ,669,147 during the 2010-2011 fiscal year.
Danna Layne with Nunn, Brashear & Company, P.A. reviewed the percentages of
evenues and expenditures by function in the primary governmental activities- general
government, public safety, transportation, human services, culture and recreation, education,
interest on long-term debt, environmental protection and economic and physical development.
She also reviewed the expenditures and revenues by function in the business-type activities solid waste disposal fund, emergency medical services fund, sewer fund, emergency medical
services non-emergency transport and airport fund.
Danna Layne with Nunn, Brashear & Company, P.A. reviewed where the tax dollar goes
on a house valued at $100,000. The percentage of the expenses is as follows:
• Human services
33.24%
• Education
26.92%
• Public safety
20.22%
• General government
13.97%
• Culture and recreation
2.12%
• Economic development
1.59%
• Environmental protection
.98%
• Transportation
.59%
• Interest on long-term debt
.37%
At the end of fiscal year 2010-2011 , the Wayne County remaining fund balance was
$12,020,639.
Fiscal Year 2011-2012 Financial Review
Finance Director Pamela M. Holt presented the February 13, 2012 financial report for
fiscal year 20 11-2012, which was based on the first seven months of financial information.
As of January 31, 2012 Wayne County's revenues exceeded expenditures by
approximately $22.4 million. At the same time during the past fiscal year, Wayne County's
revenues exceeded expenditures by $18 million. Revenues are at the highest level during
December and January, when the majority of the county' s tax collections are received. These
two months support the remaining ten months of the fiscal year. All departments are included in
the general fund except revaluation, 911 , fire districts, capital project funds, emergency medical
services, solid waste, Wayne NET, sewer and airport.
The new GASB 54 standard required the county to move the revaluation fund, the school
capital reserve fund and the debt service fund to the general fund, which affects the comparisons.
As of January 31, 2012 the county had collected $43,159,117 or 98.17% of the current
budgeted tax levy. The budgeted tax revenues increased $1 ,674,362 over last year, which is
from natural growth in the county. The county adopted a revenue neutral tax rate after
revaluation of 70.25 cents. The public service levy was up this year because the values were
readjusted to 100% due to the 2011 revaluation. The public service values can be readjusted on
the 4111 and i 11 years after revaluation. If the county's sales ratio, which is the actual market sales
compared to assessed value, falls below 90%; the public service companies can adjust their value
by the sales ratio percentage. After the revaluation in 2011, the county sales ratio percentage for
2011 is 99.47%. The reason for the public service company adjustment is their values are listed
annually and all other real estate is revalued only every eight years. Wayne County has also
collected 64.7% of its budgeted delinquent taxes, which is normal for the county. If the county
collects the same amount between February and June as last year, an additional $390,000 will be
collected to meet the anticipated budget for this line item.

Wayne County has collected $2.5 million or 58.32% of its vehicle taxes. The State of
orth Carolina is scheduled to implement the new Department of Motor Vehicles software
ystem. This change will mean vehicle taxes will be paid when tags are renewed. This change
ill increase the collection rate to 100%. Delinquent vehicle taxes are 74.92% of budgeted
evenue. The Tax Office anticipates additional delinquent vehicle tax collections because they
egin garnishing real estate heavily in the spring and vehicle garnishments are usually part of the
arnishment process. The decreasing value of vehicles also affects the delinquent vehicle
ollections.
Finance Director Pamela M. Holt reviewed local sales tax revenues. Currently Wayne
ounty has three sales tax articles:
• Article 39- 1% sales tax
• Article 40 - Yl% sales tax with 30% of Article 40 shared with the school system
• Article 42 - Yl% sales tax with 60% of Article 42 shared with the school system
• Article 44- Yl% sales tax. The State ofNorth Carolina assumed 100% in October 2009.
s of January 31 , 2012, 62% of the budgeted Articles 39, 40 and 42 monies has been collected.
Sales tax collections for July 2011-January 2012 totaled $9,094,795.5 1 and compared to
$8,32 1,960.40 for the same period the prior year, which is an increase of$772,835.11. Sales tax
received in January 2012 decreased approximately $400,000. The decrease was due to a claim
by a large non-profit. If the next five months continue to progress like the first seven months of
the fiscal year, Wayne County will have an increase in sales tax collections this year over last
year.
County services are being impacted by the deteriorating economic situation. The
Department of Social Services staff is seeing higher client service demands and higher caseloads.
With a high unemployment rate, more citizens become eligible for Medicaid and food stamps.
Economic downturns are also correlated with increased child and protective service caseloads.
Revenues for Services on Aging are at 50% of the budget and expenditures are at 60% of
the budget.
Revenues for economic development are at 58% and expenditures are at 56%. This fund
will be exactly as budgeted. The employees are paid through the county payroll system and
various operating expenditures are paid through the payable system.
Social Services revenues are at 55% and expenditures are at 54.83%. Social Services
revenues and expenditures are tracking about the same as last year. Social Services is taking
fewer children into foster care by placing most of the children with relatives.
The revenues for public health are at 46% and the expenditures are at 51 %. The original
public health budget included a fund balance appropriation of $1.82 million, so revenues were
predicted to be less than expenditures.
The revenues for the revaluation fund are at $0 and the expenditures are $ 165,020.34.
This is a reserve fund, which is mandated by the North Carolina General Statutes to fund the
estimated cost at the time of reappraisal. The expenditures are the last invoices for the
revaluation, which was just completed.
The revenues for the emergency telephone fund are at 11% and the expenditures are 52%.
House Bill 169 1 developed a new funding formula for the public safety answering points. Last
year Wayne County received $1 ,315,248 and this year the county will receive $268,001, which is
a decrease of$ 1,047,247. The county submitted a reconsideration request last year, but was not
granted additional funds. The distribution change is based on a five-year rolling average cost
formula. Only ongoing operating and capital costs will be funded. Wayne County was carrying
too large of a fund balance. Local governments have also been authorized to spend up to 50% of
their emergency telephone fund balance for any public safety need. Wayne County used these
funds to pay debt on the new communications system. The county has $ 1 million in
appropriated funds remaining for the radio system.
The Steele Memorial Library in Mount Olive has a design budget of $31 1,000. As of
January 31,2012,$93,298.06 has been spent.

The Norwayne Middle School and Eastern Wayne Middle School projects have a budget
f$16,343,677.80. As of January 31 , 2012,$ 1,741 ,601.77 had been spent.
Revenues for Emergency Medical Services are at 43% and expenditures are at 56%. A
fund balance appropriation of $1.1 million was included in the original budget due to collections
in prior years that can help support this fiscal year. Expenditures are expected to remain within
budget. Last year the county received a $686,258 Emergency Medical Services Medicaid
reimbursement. The Emergency Medical Services cost finding process is designed to increase
and maximize the federal reimbursement of local government Emergency Medical Services
expenses. The Medicaid cost report is the tool used to capture all allowable costs associated with
providing Emergency Medical Services transports.

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Revenues for Solid Waste are at 34% and expenditures are at 38%. The budget this year
includes $4 million for a new cell (Phase III). Thus far, $1 million has been spent on the new
cell.
Sewer revenues are at 43% and expenditures are at 55%.
Revenues for Wayne NET are at 57% and expenditures are at 56%.
Revenues for the airport are at 62% and expenditures are at 59%. The repaving project
was in the budget last year.
In order to deal with the current economic situation, Wayne County has initiated various
cuts and freezes including freezing vacant positions and freezing capital spending without
County Manager approval.
Finance Director Pamela M. Holt stated the total margin ratio addresses whether a
government lived within its means during the fiscal year. A ratio (total revenues divided by total
expenses) of one or higher indicates a government has lived within its means. Wayne County
has lived within its means with a ratio higher than one, while not building up excess reserves.
The intergovernmental ratio shows the extent to which a government is reliant on other
governments for resources. A high ratio (total intergovernmental revenues divided by total
revenues) may indicate a government is too reliant on other governments. Wayne County is not
reliant on other governments for resources.
The charge to expense ratio addresses the extent to which service charges covered total
expenditures. The ratio (charges for services compared to total expenses) shows Wayne
County's charge for services covers a large portion of expenses, which indicates services are
more fully self-supporting.
The debt ratio (debt as a percentage of assessed value) indicts a government' s reliance on
debt. Wayne County's general fund has a very low reliance on debt. The government wide debt
ratio (long-term debt as a percentage of total assets) indicates a government's reliance on debt
for financing assets. Wayne County has maintained an excellent percentage.
In summary, Finance Director Pamela M. Holt stated Wayne County has lived within its
means and has improved its financial condition. Wayne County is not overly reliant on other
governments for revenues. Wayne County's charges for services cover a large portion of
expenditures. Wayne County is less reliant on debt and has a better ability to meet current and
future debt service obligations.
Davenport and Company Presentation
Ted Cole with Davenport and Company, LLC presented the preliminary general fund
capital funding analysis report, which had the following goals and objectives:
• Present a detailed analysis of the county's existing debt profile
• Analyze a series of key financial ratios in which to better understand the county's
existing debt profile and future debt capacity

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Provide the county staff and Board of Commissioners with an initial perspective on the
"affordability" of potential funding and obtain detail on the county's capital improvement
program in order to measure the impact of specific projects.
Use a number of key financial ratios to measure the impact of potential future borrowings
and position the county to maintain compliance with its financial policies and guidelines.
Work towards establishing a comprehensive plan of finance for all identified capital
improvement projects, which is consistent with the county's adopted financial policy
guidelines.
Graphs were shown depicting the following:
Outstanding tax supported debt- $25,696,796
Tax supported 10-year payout ratio -county policy is a 50% minimum
Existing debt ratios with the following population assumptions: .66% five-year average
growth, .15% ten-year average growth and 0% assumed growth. Debt per capita in 2012
is $220.
Existing debt ratios with the following assessed value assumptions: 3.34% five year
average growth, 6.29% ten-year average growth and 0% assumed growth in 2013 and
2.5% assumed growth in fiscal year 2014 and beyond. The debt to assessed value in
fiscal year is .36% with the county policy of2%.
Decline in debt service from 2014 to 2026

In discussing the existing and projected value of one penny on the tax rate, the
following assumptions were made:
• Value of one penny on the tax rate in fiscal year 2012 is $625,000
• The tax rate in fiscal year 2012 is 70.25 cents
• Fiscal year 2012 governmental budget net oftransfers is $99,982,497. The 12% capital
and debt service requirement is $11,997,900.
• Fiscal year 20 12 general fund budgeted revenue sources:
General fund appropriation $10,657,940
Lottery
$ 1.339,960
Total
$ 11 ,997,900
• Fiscal year restricted sales tax is $3,592,674
• Capital reserve fund balance as of 6/30/11:
County capital reserve sales tax fund
$8,34 1,1 10
County public school capital project 2008-09 fund $ 77 1,932
Total capital reserve fund balance
$9,1 13,042
• Lottery fund balance as of 6/30/11 was $4,982,79 1
• ~cent sales tax (to be voted) in February of fi scal year 20 15 and beyond is $2,000,000
The preliminary tax impact of the Capital Improvement Plan, with and without reserve
fund monies, was reviewed. Proposed capital improvement projects include Wayne Community
College/ Allied Health Building, detention center/courts, courthouse/annex renovations,
Health/Social Services facility, Services on Aging facility, consolidated E-911 data center,
Norwayne Middle School/Eastern Wayne Middle School, central attendance schools, Spring
Creek Elementary School, Charles B. Aycock High School, new Spring Creek/Grantham school,
new elementary school in middle northern end, Mount Olive library, Goldsboro library, northern
central library, airport master plan/hangar, airport runway extension, airport lighting, economic
development outlay, economic development shell building, government pay-as-you-go capital
projects and school pay-as-you-go capital projects.
The assumed borrowing of the proposed debt service is as follows:
Fiscal year 20 15 Global TransPark $ 2,200,000
Fiscal year 20 15
$ 88,950,000
Fiscal year 20 16
$ 4,000,000
Fiscal year 20 17
$ 35,379,680
$ 5,000,000
Fiscal year 2018
Fiscal year20 19
$ 29,6 18,740
Total
$ 165, 148,420
The amortizations assumptions are as follows: 20-year level principal amortization at 5%,
Global TransPark loan is 15 years at a 4% interest rate and total debt service on the assumed
borrowings is $151 ,464,397. The proposed debt ratios are $220 debt per capita in fiscal year

012 and $1,302 in fiscal year 2020. The debt to assessed value is .36% in fiscal year 2020 and
1.83% in fiscal year 2019 with the county policy at 2%. The proposed debt service versus
xpenditures in fiscal year 2013 is 3.1% and 15.9% in fiscal year 2019 with the county policy at
15%. The 10-year payout ratio is 79.2% in fiscal year 2012 and 61% in fiscal year 2018 with the
ounty policy at 50%. A debt affordability analysis included existing and proposed debt service
ith and without the proposed V4 cent sales tax.

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The next steps in the financial process include:
Revise analysis as necessary based on feedback from the Board of Commissioners and
staff including updates to the Capital Improvement Plan and updates to growth
assumptions.
Monitor existing debt portfolio for potential refunding opportunities.
Work to establish a comprehensive plan of finance for the Capital Improvement Plan.

County Manager W. Lee Smith, III stated the county is getting projects shovel-ready.
Jail alternatives are being explored, such as renting beds from Lenoir County. The Board of
Commissioners will hold retreats in March, April and May. The county is also examining the
possibility of refinancing. He commended the Board of Commissioners for adhering to its
financial policies and guidelines. Wayne County has begun to pay-as-you-go for vehicles, large
equipment and capital projects. The county has a vehicle replacement policy. The county staff
is working with the Wayne County Public Schools staff on school capital projects.
Commissioner C. Munroe Best, Jr. suggested spreading the tax increase, if needed, out
and not lumping it together. Bob High with Davenport and Company, LLC stated the tax
increases were inserted when the county needed funds for debt payments.
Commissioner Steve Keen was concerned about the makeup of the population and the
programs to serve each segment of the population.
Ted Cole with Davenport and Company, LLC stated Wayne County is well positioned to
look at capital projects. The budget provides funding for capital projects. Wayne County has a
good mix of cash and debt. The Board of Commissioners needs to decide what additional
resources it is willing to commit for debt. Wayne County has available debt capacity.
Cost of Community Services Presentation
Cooperative Extension Director Kevin Johnson stated Wayne County has a long-range
farmland preservation plan. Wayne County is the first county east oflnterstate 95 to have a
farmland preservation plan and Cost of Community Services study. The Cost of Community
Services study was funded by the Military Growth Task Force. The study shows the value of
preserving farmland and having industry.
Dr. Sandy Mattox, Director of the Lois G. Britt Agribusiness Center at Mount Olive
College, stated she appreciated the opportunity for Mount Olive College to participate in the
Cost of Community Services study. She thanked the Board of Commissioners for its visionary
leadership. Agriculture is the # 1 industry in Wayne County. Growth in the county is affected by
land usage . A model to balance growth and retain agriculture is needed. The Cost of
Community Services study recognizes the importance of agriculture.
Dr. Kathy Best, Professor of Accounting/Economics at Mount Olive College, stated the
American Farmland Trust first introduced the idea of Cost of Community Services studies
because agricultural land was converted to development more often than any other type of land.
The Cost of Community Services study was conducted in order to determine the public service
costs versus revenues based on current land uses in Wayne County. Revenues and expenditures
were analyzed on a land use basis for fiscal year 2009-2010 in order to compare the overall
contribution of agricultural lands with residential, commercial and industrial development.

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The Cost of Community Services study found the following in Wayne County:
70% of revenue in fiscal year 2010 was generated by residential uses; 23% was generated
by commercial land uses and 7% by farmland.
89% of county expenditures were used to provide community services for residential land
uses compared with 8% for commercial and 3% for farmland.

or each $1 of revenue received from residential properties in fiscal year 2010, Wayne County
pent $1.24 in providing services to those properties. For each $1 of revenue from commercial
and uses, the county spent 34 cents; and for each $ 1 received from farmland, the county spent
7 cents to provide essential services.
Agricultural lands pay more in local tax revenues than they receive in services.
ifferential property tax programs are justified as a way to provide an incentive to keep land
pen and in active agricultural use . Even with the present use value taxes, agricultural properties
ontribute a surplus of revenue that contributes to public services for Wayne County residents.
Dr. Kathy Best, Professor of Accounting/Economics at Mount Olive College, stated the
mdings of the Cost of Community Services study show the fiscal benefits that result from
griculturalland. Factual information helps residents understand the delicate fiscal balance
etween taxes, other community revenues and the costs of public services. In addition to helping
aintain fiscal balance, farmlands help sustain Wayne County ' s economy, contribute to
economic diversity and rural character and help shape the overall quality of life in the region.
Dr. Sandy Mattox, Director of the Lois G. Britt Agribusiness Center at Mount Olive
College, stated counties must balance their investments between agriculture and industry. Many
counties develop a long-range farmland preservation plan. Growth can be directed based on
roads and infrastructure.
County Manager W. Lee Smith, III stated the Board of Commissioners would be
examining land use planning in March. He stressed the importance of infill and reuse of
properties in order to preserve farmland.
Commissioner Roland M. Gray stated farmland property prices are high.
Commissioner Steve Keen stated the Capital Improvement Plan does not contain an
agribusiness/biotech regional center. He was disappointed the Capital Improvement Plan did not
contain anything relating to agriculture.
Commissioner Sandra R. McCullen stated the Military Growth Task Force indicated
Wayne County would be like Raleigh in 2030-2050 and Wayne County needed to plan for
growth.
County Manager W. Lee Smith, III stated the agribusiness/biotech regional center was
moved out beyond seven years in the Capital Improvement Plan because there was no revenue
source for the project. The North Carolina General Assembly did not appropriate the $16 million
requested for the center. Wayne County is trying to reduce its jail costs. The county is also
trying to reuse existing facilities. Partnership is vital for many projects. Farmers, who rent land,
do not want water and sewer infrastructure run to all areas because property owners would sell
their farmland for development. The Board of Commissioners must find a balance between
farmland and development.
Cooperative Extension Director Kevin Johnson stated agriculture is very important to the
economy of Wayne County. Most farmers in Wayne County rent the bulk oftheir land. Many
farmland property owners do not live in Wayne County, do not understand the importance of
agriculture to our economy and sell their farmland for development.
Lunch
At 12:01 p.m. , the Board of Commissioners recessed for lunch. At 1:00 p.m., the
meeting reconvened.
Goldsboro-Wayne Transportation Authority Presentation
Goldsboro-Wayne Transportation Authority Director Terry Jordan stated the GoldsboroWayne Transportation Authority (GATEWAY) has 22 full-time employees and 40 part-time
employees. The vehicle fleet consists of 31 vehicles in the following categories:
• Lift equipped vans- 13
• Light transit vehicles - 9

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Buses- 5
35' buses- 3
Minivan- 1

The demand response (curb to curb) service area encompasses all of Wayne County. The
~emand response service is also provided to areas beyond the county line, primarily for medical
~ppointments. The demand response ridership ranges from 450-600 per day, which is an
increase from an average of 400 riders per day less than one year ago. The current average
idership is approximately 9,650 per month. Trips include non-contract, Medicaid contract and
non-Medicaid contract.
Fixed routes operate Monday-Friday from 5:30 a.m.-6:30p.m. and from 9:30 a.m.-6:30
p.m. on Saturday. GATEWAY currently operates five routes serving Wayne Memorial Hospital,
Berkeley Mall, Spence Avenue Walmart, US Highway 70 West to the Rosewood Walmart,
Slocumb Street and Seymour Johnson Air Force Base entrance.
According to the 2010 census, there are 36,43 7 residents in the City of Goldsboro and
122,623 residents in Wayne County. The 2010 census figures show an 8.32% growth over the
2000 census figures. The population demographics are as follows:
Demographic
Percentage of Po_]!_ulation
Number of Residents
Seniors
16%
19,619
Mobility impaired
21%
25,750
13%
Persons below the poverty level
15,940
Households without a motor vehicle
9%
11 ,036
Households with one motor vehicle
32%
39,239
The rural budget is as follows:
Administration and Operating
Capital
Rural Operating Assistance Program (ROAP)
Total

Federal
$ 191 ,674
$283,020
$
0
$474,694

State
$ 14,675
$ 7,696
$61 ,010
$83,381

Local
$44,025
$ 2,036
$
0
$46,061

Federal
$ 277,196
$ 716,980
$ 198,975
$
0
$1,193,151

State
$
0
$
0
$
0
$84,834
$84,834

Local
$236,972
$ 50,891
$
0
$ 84,834
$372,697

The urban budget is as follows:
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Administration and Operating
Capital - Vehicles
Capital- Other
Stated Management Assistance Program
Total

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Future goals for the Goldsboro-Wayne Transportation Authority include:
Replace 12 vehicles on state contract
Increase marketing to increase passenger awareness
Discussing additional routes from Goldsboro to Mount Olive and Butterball
Coordinate out-of-town trips with other counties to reduce costs and increase efficiency
Partner with other local agencies .
Implement changes to increase services
Build and relocate to transfer station. Work with the architect to reduce building costs .
Study proposed to examine feasibility of operating out of transfer station.

Goldsboro-Wayne Transportation Authority Director Terry Jordan stated Wayne County
needs public transportation. Transportation is an asset for a community.
County Manager W. Lee Smith, III stated the Board of Commissioners and Goldsboro
City Council will be meeting jointly soon to discuss a transfer station. A transfer station would
require a $250,000 local match for the facility.

Commissioner Steve Ket n questioned if entities benefiting from increased transportation
outes, such as Butterball, pay fc the service. Partnering with other counties would require
contractual agreements.
County Manager W. Lee Smith, III stated Butterball will be asked for a portion of the
local match needed to increase S< rvice to its location. Transportation does not pay for itself. The
rural side ofthe Goldsboro-Way e Transportation Authority does have a good fund balance.
Goldsboro-Wayne Trans ortation Authority Director Terry Jordan stated transportation
systems are not operated for a pr fit, but operate as a service to citizens. In response to a
question from Commissioner C. Munroe Best, Jr. , he stated the Town of Mount Olive will be
funding a portion of the increase service to and from Mount Olive.
Human Resources Presentatior_

Human Resources Direct<r Sue Guy stated the Human Resources staff does the
following:
• Processes payroll and ber efits for over 1,000 employees
• Serves as custodian of err ployee records
• Oversees compliance to J: ersonnel policy
• Monitors for adherence t< legal employment guidelines
• Manages Workers Compc nsation
• Recruits and retains quali fied staff
The demographics of the County of Wayne's workforce responding to a recent survey
are:

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Age RangEe
18-20
21 -29
30-39
40-49
50-59
60 and oldeer

Number
1
54
100
126
113
40

Percenta2:e
.02%
12.1 %
22.5%
30.98%
25.4%
9%

Length of
Employmen
nt
Less than 1 yeear
1-5 years
6-10 years
11-15 years
16-20 years
21-25 years
26 or more

Number

Percentage

40
128
93
90
39
23
21

9%
31.2%
20.9%
20.2%
8.8%
5.2%
4.7%

The survey revealed 261 mployees participated in flex time with 255 employees
responding they liked flex time. The other top benefits included vacation, sick leave, retirement,
hospitalization, 401 K and Ionge' ty.

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Last year, County ofWa ne employees partnered with the community by:
Volunteered 2,220 hours f service
Raised $5,000 for Relay or Life
Donated over $21 ,000 to Wayne United Way
Assisted 50 famil ies at C hristmas
Donated a ton of food
Fed 134 residents at the ! oup Kitchen
Hosted two blood drives

The County of Wayne h<: two healthcare plans for its employees. The preferred provider
plan provides for co-pays for do< or visits and prescriptions and requires a $1,000 deductible for
other care and then 80%/20%. 1 e health savings account plan has a higher deductible with the
employee paying out-of-pocket c penses until $1,500 and then the plan participates. The county

as maintained increases in the 3-4% range with most employers trending in the double digit
·ncreases. Employees attend events promoting wellness. Employees participating in the county
ealthcare plan must have a physical biannually and participate in at least two wellness events
ach year. Employees must contribute $ 100 monthly if they do not adhere to the requirements.
ffective July 1, 2011 employees who used tobacco were moved to the health savings account
Ian. Effective July 1, 2012 employees, who are defined as obese by their physician and choose
otto participate in a physician-approved weight management program, will be moved to the
ealth savings plan program. The county gives any eligible employee $5 00 at the end of the
fi scal year to opt out of the county healthcare plan if the employee can present proof of coverage
under another plan. Currently, 39 employees are participating in the option at a risk savings of
$250, 100 annually.
Other recruiting/retention tools are the JoeL. Terrell Productivity Award Program,
succession plan, tuition reimbursement, 4-day work week and a safe work environment. The
lfour-day work week has decreased the use of partial leave days, increased productivity, increased
employee morale, allocated more time for scheduling preventive maintenance and cleaning,
utility savings of $300,000 and savings for employees on fuel and daycare. The 4-day work
week has increased productivity in the Health Department and Social Services. Clients are able
to schedule appointments earlier and later in the day. Mandated family visits can be scheduled
without paying overtime. Working clients have greater access to human services without the
loss of income. The County ofWayne has been self-insured since 2005, which has resulted in a
savings of $1.3 million over the past six years. Employees partner with the county to work
safely within their work environments.

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Human Resources Director Sue Guy stated future goals for Human Resources include:
Paperless payroll process
Structured time capture with more accurate payment, greater accountability and
compliance with Fair Labor Standards
Scheduler to provide better staffing levels to save managers time and allows tracking of
trends
Automated recordkeeping and processing

Solid Waste Presentation
Solid Waste Director Tim Rogers stated the County of Wayne has been operating a
landfill since 1974. On January 1, 1989 the State of North Carolina mandated lined landfills and
the county decided to continue with its landfill services with a lined landfill. In 1990 the county
began collected fees for landfill services. In 1997 construction of the lined landfill began with
the first ofthree phases. Construction ofPhase I (22 acres) began in June 199 1 and was
completed in January 1998. Phase I was filled in 6.5 years. Phase II (22 acres) began in June
2004 and is still in use. The landfill staff has extended the projected life of Phase II by better
placement and compaction of garbage with better equipment. Construction of Phase III (2 1
acres) began in November 2011 and is expected to be completed by June 2012. Leachate
collection lines transfer runoff to a lagoon and is then pumped to the City of Goldsboro
wastewater treatment plant through county owned sewer lines.
The County of Wayne actually operates two landfills. The unlined landfill was closed
and capped in 1998. Construction and demolition materials are now put on top of the unlined
landfill. The second lined landfill takes municipal solid waste. The municipal solid waste
landfill collects 110,000 tons per year. The County of Wayne has the lowest tipping fee in the
State ofNorth Carolina.
The Wayne County landfill is one of three in the State ofNorth Carolina operating
methane generators. Methane gas collection at the landfill began in December 20 11. There were
54 monitored wells connected by a central vacuum system. In 2009 the county signed an
agreement with Methane Power to collect from 64 monitored wells and carry landfill gas to
nearby generators where the gas is combusted to generate electricity. Currently, there are three
generators running full-time to generate power for 1,800 homes. The site has room for two more
generators. The county receives $15,000-17,000 annually in revenue for this process.

In response to questions, Solid Waste Director Tim Rogers stated the Wayne County
andfill does not take any waste from outside the county. The landfill takes roadside waste from
he North Carolina Department of Transportation at no charge. Recycling and better technology
ave aided in the life expectancy of the lined cells. Future consideration includes the possibility
fa separator.
inancial Exercise

County Manager W. Lee Smith, III handed each Commissioner $100 in one dollar
'County of Wayne" bills. The money represented 100% of the County of Wayne budget. Each
Commissioner was asked to count out the following and was later told what each represented:
• $34 - Human services
• $27- Education
• $1 - Environmental protection
• $20 - Public safety
• $1 0 - General government
The Commissioners were informed they had $8 left to spend on programs and services, which
are not mandated by federal and state governments. The Commissioners must decide how they
want to spend the "$8" in the 2012-2013 budget. He questioned what the Commissioners are
hearing their constituents ask for in the way of programs and services.
Adjournment

At 3:10p.m., Chairman John M. Bell adjourned the meeting.

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Ma~ R. Wilson, Clerk to the Board
Wayne County Board of Commissioners