HomeMy WebLinkAbout06-07-2022
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June 7, 2022
IREDELL COUNTY BOARD OF COMMISSIONERS
PRE-AGENDA SESSION
June 7, 2022
The Iredell County Board of Commissioners met in pre-agenda session on Tuesday, June
7, 2022 at 5:00 PM, in the Commissioners’ Meeting Room located in the Iredell County
Government Center 200 South Center Street, Statesville, NC.
Board Members Present
Chairman James Mallory
Vice Chairman Melissa Neader
Scottie Brown
Gene Hope
Board Members Participating Remotely
Marvin Norman
Staff present: County Manager Beth Mull, County Attorney Lisa Valdez, Deputy County
Manager Susan Robertson, Finance Director Deb Cheek, and Clerk to the Board Amy Anderson.
CALL TO ORDER: Chairman James Mallory called the meeting to order.
ADJUSTMENTS TO THE AGENDA: County Manager Beth Mull went over the
following adjustments:
Addition: Additional information for Appointments to Boards and Commissions
Addition: Commissioner Houpe added an item under Unfinished Business.
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ADMINISTRATIVE MATTERS
ECOM Governance Board Discussion with Winbourne Consulting: County Manager
Beth Mull said, “The first item on the list is the ECOM Governance Board discussion with
Winborne Consulting. Consultant Julie Heimkes is joining virtually. The Governance Board
creation and structure is something that came out of the two ECOM Assessments performed by
Winborne Consulting. We had a few extra hours in our contract and because this was a
recommendation and this is a big deal we want to make sure we get it right. Julie told us she had
some extra hours in the contract and asked if I would like for her to go ahead and give you some
recommended structures for the Governance Board and kind of help set the framework for it. She
has been working on that on our behalf. Last week, our two Public Safety Representatives met
with Julie virtually and talked about the initial draft. We kind of went through different drafts and
several suggestions about the Governance Board. Each time we have a conversation we learn
something new or come up with a new idea, or Julie comes with a new recommendati on. What’s
in your packet was the draft that the two Public Safety Representatives discussed and looked at
but after that and through conversations from that we kind of circled back and Julie talked about
is we already have a Governance Board that’s in place, which is what we’ve done several years
ago with the Sheriff’s Office, Law Enforcement Governance Board. From talking with the Sheriff
and seeing how the structure works and has it been successful. I don’t want to speak for the Sheriff
because he is sitting back there. When we talked to him, his Governance Board has worked well
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for his purpose so we started looking at it and instead of reinventing the wheel let’s use what we
already have in place and expand it. With that in mind, another suggestion has come out. Since the
Sheriff and the law enforcement group already have a Governance Board to take that structure and
mirror it for the other emergency responders. That is kind of where we have gone full circle. I’m
kind of setting the tone as far as the conversation of that Governance Board. The Sheriff’s board
has been in place about four or five years.”
Sheriff Darren Campbell said, “Approximately four years.”
Mull said, “It’s something since we’ve put into place we made some tweaks and changes
with it. I think it’s working well. That is kind of where we’ve ended up.”
Consultant Julie Heimkes said, “One of the things with that process in mind was for there
to be basically two governance boards for law enforcement and one emergency response (i.e. fire,
EMS, Emergency Management: would participate in. There’s no problem with working like that
as long as there’s some understanding that they work in the same manor. We would potentially
mimic the Emergency Response Board after the Sheriff’s Law Enforcement Board and then make
changes so they all follow the same pattern with the thought that if any commissioner sitting in or
listening in on any of the boards the structure is going to be the same for ECOM that is going to
serve on two boards. The structure is going to be the same so any ECOM personnel would know
that how they present or the voting procedure or any of the structure to the committee is going to
be the same regardless be it a law enforcement or emergency response board. Then the other
thought process was perhaps have a technical committee or a join committee that would address
issues. I see it being more for technical (new cad, VIPER) in which you’d have a joint committee
of law enforcement and emergency response that would work collectively together as a task force
or committee that would address these issues and then report back to their committees, their boards,
their board would then report to you all.”
Mull said, “I’ve done like a schematic to depict kind of what it looks like and one thing
that we don’t really think about that is also dispatched by ECOM is Animal Control. That was one
that we really didn’t have included in either list and from talked with the Sheriff
Commissioner Houpe said, “Chairman, I thought we were going to have her present her
recommendations as they were presented and then come up with these other things. This is totally
different. When I talked to her she going to present her recommendations that she made to us.
Since her email went out Friday I’ve had conversations with the Sheriff, Chiefs, you (Chairman
Mallory), and others about a different recommendation. Then you guys did this so you can proceed
whichever way you want to go. Her recommendations weren’t what is being handed out right
now.”
Chairman Mallory said, “I think we can circle back and you can go through what your
original recommendations were and then how they evolved. I guess that is what you’re wanting to
get to.”
Commissioner Houpe said, “I’ll let you guys go ahead and explain that then we can explain
how we got to that point if you want to go ahead and elaborate on that. We can hear that suggestion.
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Unless there are additional members that you’re going to mention that’s not what we last discussed
in our conversations.”
Chairman Mallory said, “I don’t think we are talking about members yet. We’re talking
about our overall structure. So we haven’t gotten there.”
Commissioner Houpe said, “Okay, go ahead.”
Chairman Mallory said, “I think if you can for everyone’s benefit…I think everyone had
an opportunity to see the recommendations but if they didn’t…if you can go from what you
originally recommended which was essentially two different options. Then I think we can discuss
how we arrived at a modification of that to incorporate both of those options into one. Then discuss
the composition of the two different boards.
Heimkes said, “During the first meeting with the Public Safety commissioners at the end
of that meeting we came up with a governance board consisting of: ECOM Director, EMS
Director, Emergency Management Director, Sheriff’s representative, police representative, full-
time fire representative, rescue representative, and two volunteer rescue representatives. Our
meeting was on Friday and over the weekend I started thinking about it going. The problem with
the structure like that is as a whole it was very heavy. There was basically five fire representatives
and only two for law enforcement; one for ECOM and one for EMS which made it unbalanced.
The whole idea behind this is to achieve collaboration, cooperation, and communication between
all of the agencies so I re-grouped and came back with basically two representatives of each agency
for each discipline. Instead of basing it on geographics we are going to base it on the discip lines:
two ECOM representatives, EMS Director, Medical Director, Emergency Management Director,
Sheriff, Sheriff Representative or police representative, full-time fire, and volunteer part-time fire
representative. That is a secondary one that came up over the weekend as I thought about this and
I came back to Gene, Scottie, and Beth with the new recommendation. That’s when it rolled, that’s
the purpose of these things; to come up with different ideas. Then the Sheriff came up…I don’t
disagree with the Sheriff. Law Enforcement operates very differently than emergency response.
Fire, rescue, EMS operate very differently so the operational sides of a board like that are very
different and keeping them separate is a great idea. That brings us to the current one and again
what I will do if we can get some direction is continue with the legal political whereas structure of
governance recommendations. If you guys decide to go to the two make those recommendations
so they operate similarly. Then discuss what the joint committee would look like and perhaps some
of the rules that it would do. That will come back to the Public Safety Committee with that and we
can review it and make some tweaks.”
Chairman Mallory asked, “Any questions so far?”
Iredell Rescue Chief Linderman said, “I have a question. You have fire representative but
no rescue representatives at all. I think there should be one or two of us.”
Commissioner Houpe said, “Let me interrupt at this point I guess. After the secondary
email, agendas, and invitations for today I heard from several stakeholders and met with the Sheriff
and several others. That’s where we have the idea to have two separate governance board and work
on potentially separate operational subcommittees and one potential technical committee. On my
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June 7, 2022
design structure that I will recommend is: ECOM Director or designee, EMS director or designee,
medical director or designee, emergency planner or fire marshal, Mooresville Fire Chief or
designee, Statesville Fire Chief or designee, stand-alone rescue and alternate, volunteer fire rescue
north and alternate, volunteer fire south and alternate, and volunteer fire rescue central and
alternate. I will call this option 3. You have heard and seen the email with the first two options.
Option 3 is what I just mentioned. Then we could talk about a wide range of things as far as these
people serving. These governance committees have law enforcement, leave it in place like it is
because the disciplines and protocols are different. Maybe add Animal Control as the manager
stated, but in my conversations with stakeholders, Sheriff, and members is having two separate
governance boards made more sense because the disciplines are so different. The operation
committees of each the operations committees of each would be supporting a lot of different
personalities or personnel on those. Maybe one technical committee that serves both and then as
part of that have a clerk or someone to keep minutes of the meetings, a finance representative from
the County or administration representative and a legal rep if necessary. They're non-voting
members but they're always going to be in the meetings because if this situation recommends
funding and finances it would come back to the Board of Commissioners. You all know those are
my recommendations as a third option for us all to deliberate on a move forward on I think James
and Beth worked on this here but I’m not sure where these members of this governance committee
plays into the graph.”
Chairman Mallory said, “That graph does not depict all the members. Those could be
potential subcommittees of the governance boards.”
Commissioner Houpe said, “That was confusing.”
Chairman Mallory said, “If you have EMS/Medical…folks that play with a focus towards
that on the committee. Fire rescue is the same thing. The original recommendation had basically
three committees: law enforcement, EMS, and a fire rescue plus two other functional committees
(technical and operations). What we would expect is the emergency response governance board
would be made up, for instance, the 11 positions that you outlined would be appropriate but they
would have committees reporting to the governance board that would delve into specific issues,
whether they were medical related which is going to involve rescue, fire, EMS, ECOM, and a
number of other interested parties. Then fire rescue won’t be exactly the same but it will have a
lot of the same participation; volunteer fire and full time fire. Which is also involved with EMS.
They’re looking at different issues whether fire calls or medical calls. They’re just in a different
bailiwick. Really, there’s only a need for perhaps two committees EMS/Fire Rescue and then the
Sheriff’s law enforcement governance boards. We’re suggesting to add Animal Control to that.”
Commissioner Houpe said, “The sheriff’s or law enforcement committee is made up of
eight members but in our discussion I wanted to make sure that the 11 different positions on here
were would give everyone a voting seat at the table. Our hope all along was to increase and improve
the policies and training. We’re asking everybody to move to the middle and work together to
accomplish the collaboration, cooperation, and communication. We are investing in the equipment
and all of the things that would help make this possible. I think that was the confusion Mr.
Chairman. They thought that was your recommended governance.”
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June 7, 2022
Mull said, “No, this shows the different disciplines. It does not show the membership. It
shows the disciplines. You may have a couple of members that represent one discipline and a few
members that represent another but these are just all the different disciplines. There’s 4 represented
on each governance board.”
Commissioner Houpe said, “For the operations and technical side you could have as many
as you wanted.”
Chairman Mallory said, “We want to make sure if you have two governance boards that
there is a little bit of crossover in terms of…obviously ECOM is a common denominator because
they dispatch both but in the operational environment they don’t completely operate separately.
We need to make sure if normally the sheriff’s office works off the main channel and not the TAC
channel and everyone else is working on TAC then in that environment that’s an issue that ought
to be address and harmonized so everyone is able to communicate in that particular environment.
So, we need a technical committee or something that can harmonize and make sure that one
governance board isn’t slightly moving in this direction that would create some conflict with how
you do business with law enforcement. It may not happen very often but it can happen. The
technical committee should have eyes on both and then be able to say ‘you know they do things
this way with fire, rescue, and EMS.’ Let’s make sure we are all able to communicate at th e end
of the day based on policy.”
Heimkes said, “Maybe instead of technical committee it is considered a joint committee
and it could be done for technical purposes or a major incident and it can be used as a debriefing
or addressing an issue. Maybe we are getting stuck on the word technical and the joint committee
could be technical or operational depending on the current situation.”
Chairman Mallory said, “If one board comes up with, for instance, a new communications
device, that could impact the law enforcement community. We need to be able to cross-share that
information through the joint committee. I think it can be for technical or operational issues. We
have two groups pulling the same stagecoach in the harness we don’t want them out of kilter too
much. They are independent but they are joined at the hip as far as communications goes. We are
trying to get away from multiple ways of doing business that is confusing to dispatchers. We don’t
want that to slide in there unseen without being addressed on the front end. The whole point is to
be able to get all the cards on the table, address everyone’s concerns, and figure out how to square
the circle. Recognize everyone has their equities and limitations. What we hope for is like the
Planning Board; when we have recommendations come from them and they are unanimous that is
very persuasive as we make those decisions. If we have a split decision that is very close we will
modify it or send it back for consideration because this isn’t about who can out vote who. It is to
share ideas and come up with a team approach and we can all come away with a win -win. The
only things that come up to us would be as you develop shared goals or if it is going to have a
fiscal impact you don’t have the dollars in the budget. If we have everybody pushing for something
and it’s within the ability of the budget to support it then you’re going to get a favorable response
in all likelihood. We have to live within a budget. If it is recommendation that is going to require
personnel changes or additions or things to accommodate that request that is not only. We will find
out how this thing works and want to we want to do is collectively get to the point where if there
are issues or problems with something that those are quickly identified, evaluated, and action
taken. If action cannot be taken then we will have a recommendation to address the deffencies.
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What we want to do is have you take care of your business and us not be involved except where
you need us to be. Because you are professionals. You all know what you’re doing is delivering
the best service to our citizens. That is what we all have as our ultimate goal. I appreciate the input
that we have received. They’ve been very rational and reasonable. You don’t know what you don’t
know. That is a part of this whole process. Get everybody to understand the perspectives of
everybody else involved in the system and collectively work toward the common goal.”
Commissioner Brown said, “We aren’t here to tell you how to do your job because we
don’t know how to do it. We have to have your input, but we have to make this simple. The simpler
it is it will all work in the end. If we keep adding hundreds of people to boards we are not going to
get to the bottom. We have to get this to a simple amount of people that can make something
happen. If ya’ll can get the right group of people together…if you need anything we are here. If
you have 100 people you will never get anything done. We have to get this down to a certain
amount of people where we can make this work.”
Commissioner Houpe said, “In our discussions we talked about…experience matters. The
County departments representatives may change. As far as stand alone rescues and volunteer
agencies…from the conversations I have had you could either draw it out of a hat or have a primary
rep and alternate that could serve two years and change or have the north departments vote on a
rep and alternate. You could not make an agreement or tie in a vote. Just throwing ideas from my
perspective on how you decide who those people are. They would serve two years and rotate off.
Then I think we can set back down once this is up and running an debrief after a year and see
what’s working and whats not. I am sure the first year will be the busiest. Those are just ideas I
had from the two separate governance review boards and how to select people to serve. The
structure of it was mentioned in her email. Our goal is to put you at the table to professionally
come up with ideas that will make the job easier for dispatchers and narrow the protocol. Work on
training. From my perspective leave Active 911 alone. You guys change and tweak it. I would like
to see the Pulse Point put back into action immediately or any other phone app that may work. I
ask the manager or Candy to get that up and running and test drive it with several people. However
you want to do it. That was only to satisfy the public and media or people who don’t need access
to CAD notes. Those are my recommendations. I appreciate all of the feedback during the process.
I appreciate the help and communication that you’ve worked with me on. Our goal is to make
things better and get all of you to work together, and keep you all safe at the end of the day.”
Vice Chair Neader said, “It is a lot to digest at one time. Biggest concerns are making sure
that we…that is a lot of people and important people. The conversations that are going to happen
amongst these governance boards or committees are going to impact daily lives and jobs. To me
it is one of the most important decisions made are who those representatives are. How that is
determined needs to be someone who truly has a heart and passion for saving lives and working
on a team. I believe that can happen. I believe these people who will serve will do what needs to
be done. I am curious about our next steps. We have a lot going here. It is critical what we do next.
I want to reassure those who are a part of this and on the receiving end of it has a maximum positive
outcome from every conversation; from Winborne to commissioner to manager. This is important.
These next steps are critical so we all need to be in on having open conversations and problem
solving.”
Commissioner Houpe said, “We invested $200,000 with this company to be experts to give
us ideas. I agree with your comments. That is why I tried to vet everybody on the fire ems
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governance review from our county departments to the stakeholders a seat at the table to make
decisions so they have confidence in the investments we’re making. I think that helps our ECOM
employees if we can narrow the protocols and get everybody to make their job streamlined that’s
a potential for less mistakes. We’ve made investments in capital buildings, equipment, and
personnel. If we can assist all these to appropriate staff and training. Get them at the table and
work together instead of against each other. Anybody serving on this board; if they come from any
of these departments they love their communities and each other. Some are paid. But you don’t do
it for the pay or the benefits. I think they all have the right motive and intentions. At the end of the
day when there is a complaint or mistake we cannot take it personal because a chief calls in over
concern. What we have to do is put these things in place and put them at the table to make decisions
to govern themselves. If they can come up with ideas that has a better process. Our job is to fund
it and make sure they have what they need and the pay to retain and train the individuals; to make
sure we give Beth what she needs to do to get them full-time at least county departments, trained
to do what they’re doing. One of the recommendations I was going to bring later was that we’ve
talked about is consider paying the volunteer members up to 40 hours per year. They’re mandated
36 hours of training. We would ask they do 4 hours of joint training with ECOM annually. Law
enforcement does annual training. There are a lot of factors that I hope the governance board…if
a complaint comes in to Candy and her people or from someone else about something not being
done that the group can sit down like a jury and deliberate the facts. Be professional. Keep
personalities out of it and work out the best protocol training resolution to keep them safe while
providing a service to the community. They’re hearts are in the right place. It is tough on Beth,
ECOM, and anyone who serves in any capacity. As far as the apps, we will ask Beth and Candy
to work on that to satisfy the itch and hopefully this will give us an avenue that you guys can use
to resolve your issues so there’s not animosity from any of you towards ECOM director or
employees. I know mistakes that are made on either side. I can’t see anybody making those
mistakes intentionally. We just want to make sure they are not repeat ed. We are all working
together to make sure that doesn’t happen.”
Chairman Mallory said, “Hearing what you’ve heard, are we on the right track. Raise your
hand. We need to move forward and establish the two that are out there. Well, the sheriff has his
up and running. Being able to put some meat on the bones as far as the specifics breakout of
committees and who ought to be on them feeding into the governance board particularly on the
emergency response side. I think the number of 11 that Gene lined out is a good number. It’s not
too large but it gives appropriate representation of stakeholders involved. If you want us to
proceed. Raise your hand.”
Chairman Mallory said, “There is a majority. Those that don’t want to move forward raise
your hand. Nobody. We want to be able to give our staff some direction to coordinate meetings
with staff that work these issues day to day and in the field. During the next two week flesh this
thing out so that we can formally adopt it. I think we can give a go forward as well as the Pulse
Point piece that can be done without whatever we’re doing here.”
Mull said, “We have to buy it first. I was told to put everything on hold. So, you don’t want
to wait until the governance board is established to do that?”
Commissioner Houpe said, “Not Pulse Point.”
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Chairman Mallory said, “If there are some other options out there other than Pulse Point,
we need to know what they are. If not, I think we can move forward and work with Pulse Point. If
there are some other options that have additional features or capabilities that Pulse Point does not
have then please share those with the County Manager.”
Someone from the audience asked, “What is Pulse Point going to be used for?”
Commissioner Houpe said, “The intent was recommended to allow citizens to put that on
their phone or media if they want to follow situations that don’t need access to CAD notes. We
will debate whether that is legal or not legal. Active 911 stays from my perspective. I never
intended to have Active 911 be impacted. Julie, back me up. Active 911 discussions were to make
sure people getting CAD notes could see them and get them, and to make sure we get radios and/or
radios to all members so if they go to TAC they can hear updates without having to physically read
notes off of phone while you’re driving. That was the only discussion about Active 911. To my
point, you guys pay for that and if you change your uses of it that should be your decision.”
Glenn Kurfees said, “I am little confused. We’ve seen different things. Before we move
forward I would like to know is your idea talking about the governance board or a committee. It
would be nice to have a draft of how we’re moving forward. We’ve heard so many options tonight
I’m not sure I know what we are talking about.”
Commissioner Houpe said, “Basically the Sheriff’s governance board will stay the same
other than adding Animal Control. ECOM, fire, rescue, and EMS governance will be made up of
the 11 members that I mentioned. These recommendations would be committees that each
governance board could send things to, to hash out details.”
Kurfees said, “Why do you need separate committees to report to the governance board.”
Commissioner Houpe said, “The voting members on the governance board may not be
disciplined in technical things. It gives you an option through operational or technical to find out
details, legalities, and cost.”
Mull said, “What we need direction on tonight is to keep the law enforcement governance
board and add Animal Control and to mirror that with an Emergency Response Governance Board.
Get those sample documents and let Julie work on the updates. Get the drafts and see how they
work. The Board can come back to make sure it is what you want and then you can populate it at
that point. Let her finish the actual documents and how it works and functions then you can look
and say yes that is what we want the board to do now less populate it.”
Commissioner Houpe said, “The population of it is the 11 people and alternates that I
mentioned. She would mirror an MOU that is similar. As far as the formal agreements I guess she
would have to include all the various agencies that are going to sign on. In the Fire and Rescue
contracts we would have to have that they have agreed to the structure of the governance board.
What are you saying is different?”
Mull said, “One of the things that she talked about was she is going to have to draft one for
emergency response similar to what law enforcement has. And, update the law enforcement one.
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It will be prudent to actually look at what that document is along with the roles and responsibilities
of the board. Once you do that you can populate the representatives. I think you need to see what
the document is.”
Commissioner Houpe said, “We know the roles and responsibilities. To resolve these
issues and complaints.”
Chairman Mallory said, “Yes, I think we know what we want the board to do. I think what
we’ve striven here for is an appropriate cross section representation of the stakeholders involved.
I think we can nail that down then in terms of the composition of the committees that would report
to the board is based on the functions. The joint committee can be fleshed out. In this process,
come up with a first cut and share that. Back and forth. We want to drive it to a point where we’ve
got a document that we can approve and sign. We will adjust accordingly. I suspect by the time
you lay in all the changes that have been recommended…Lets go ahead and start with a known
point. We’ve had fairly specific suggestion as far as the composition of the board. I think it gives
all the stakeholder a seat at the table. It’s not about winning or losing votes. It is about commonly
agreed pathway ahead. If we need to go ahead and adopt the initial organizational structure of the
Emergency Response Governance Board and Law Enforcement Governance Board I think that
gives you some direction. You all need to determine who those folks will be. We talked about
south, central, and north zone. We will get you the definition of those.”
Mull asked, “Can you list the members again?”
Commissioner Houpe said, “ECOM Director or designee, EMS director or designee,
medical director or designee, emergency planner or fire marshal, Mooresville Fire Chief or
designee, Statesville Fire Chief or designee, stand-alone rescue and alternate, volunteer fire rescue
north and alternate, volunteer fire south and alternate, and volunteer fire rescue central and
alternate. Work on the MOU to that and we need a clerk, a finance rep, and manager rep on the
board and at the meetings.”
Chairman Mallory said, “I asked the Chief’s Association to coordinate defining south,
central, and north and how you are going to select the members. Get that back to us.”
The Board agreed by consent to move forward accordingly.
Mull said, “Before we move out of this topic. The Board wants to move forward with Pulse
Point and not wait for the governance board. That is very different from my direction. I just want
to make sure we’re clear.
Chairman Mallory said, “That is correct.”
Vice Chair Neader asked, “Do we have a price?”
Mull said, “I will get that.”
Chairman Mallory said, “Move forward and evaluate. We don’t have to buy right away.
We just need to evaluate the cost and capabilities.”
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Mull said, “I think we had it purchase ordered and then I put a hold on it when I was told
to stop.”
Commissioner Houpe said, “In my perspective, proceed with that. That doesn’t stop
anything.”
Mull said, “I want to reference Active 911. The night the recommendation from the
Winborne Study was not to do away with Active 911, however the recommendation was to use
Active 911 and provide nature code, address, cross-streets, and directions. Then to turn around and
invest in pagers and radios (already done) and computer terminals to get all the detailed notes.
That is why we talked in depth about the pagers because there is an audio function so they don’t
have to read it. That was not Beth’s idea. That is a direction from the Winborne Study on page 13
of the second recommendation. I seem to be getting a lot of hits over that.
Commissioner Houpe said, “Nothing about Active 911 will be effected. I think from the
point…we can make a vote to not change how Active 911 is being used right now but to provide
pagers and radios so people can hear the cancellations and updates. We aren’t going to verbally
say notes.”
Heimkes said, “The only recommended change was the CAD notes because of HIPPA and
other legal requirements. The problem is all or none. That was the only recommendation. It was
not to stop using Active 911.”
Commissioner Houpe said, “My thing is to leave it alone. Keep using CAD like it is. The
notes like it is. If the fire departments want to change that they can. Implement the pagers and
radios so they don’t have to read them while they’re driving.”
The Board agreed by consensus with full authority to move forward with Pulse Point.
Request from Iredell-Statesville Schools for funding assistance to expedite the
installation of a new security system for the schools and to reestablish the Safety & Security
annual budget: Tim Ivey, Chief Technology, Facilities, and Maintenance Officer, thanked the
Board for their recent approval of the lease purchase for the Iredell-Statesville Schools to upgrade
the security system districtwide. The installation of the new security system is scheduled to occur
over the next fiscal year and a half beginning in July 2022 with an estimated cost of installation
being between $400,000 and $500,000 to add switches and internet cabling in areas where existing
wiring needs to be updated. The estimate does not include labor cost or assistance from outside
subcontractors since the initial plan is to utilize the members of our Technology and Maintenance
Departments to complete the installation. As part of the district’s partnership with the new security
system, ISS will be provided $130,000 in instillation assistance over the next year and a half. This
equals roughly two additional workers for approximately 60 days of work. Ivey because the current
events in the nation and the ongoing need for continual improvements in school security, ISS
would like to be able to expedite the installation timeline and have several key components in place
before the beginning of the 2022-2023 school year. Ivey requested $400,000 in assistance from
the County in order to secure subcontractors to help with the installation. Ivey also requested the
Board discuss the possibility of reestablishing a yearly security budget for schools so that each
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June 7, 2022
year funding would be dedicated to making security updates. Ivey said this would help ensure that
school security is updated and enhanced on a regular basis.
Commissioner Houpe said Ivey is alluding to taking a portion of the capital and put into a
Safety and Security line item so that it could accumulate for these type things. Houpe noted the
request is to consider the line item in FY24.
Request from the Library for approval to apply for a Bright Ideas Grant from the
State Library of North Caroline in the amount of $10,000: Library Director Juli Moore
requested approval to apply for a SLNC Bright Ideas Grant in the amount of $10,000. With this
grant opportunity the library will create “Resiliency Kits” for seniors and adults with Intellectual
and Developmental Disabilities (IDD). The funds will be used to purchase items to create 12 large
group kits and 10 small library kits, plus LaunchPads. The large group kits will be used primarily
for outreach to adult daycares, senior centers and group homes for adults. The small library kits
will be available for checkout at the library. The kits will include toys and items that will assist
these groups with stroke recovery, side effects of dementia and Alzheimer’s, fine motor skills and
learning. The LaunchPads are pre-loaded tablets with brain games that do not require an internet.
This item was placed on consent.
Request from Planning & Development for approval to enter into a contract with
Clarion and Associates for an update to the 2030 Horizon Plan and approve Budget
Amendment #48: Planning Director Matthew Todd said The Iredell County Planning and
Development Department with the assistance of the Purchasing Office requested proposals from
professional consultants to update the County’s 2030 Horizon Plan. The 2030 Horizon Plan was
developed in 2009. This plan is in need of an update based on age, current development,
anticipated development, and in keeping in compliance with State requirements. Staff received 4
proposals based the our RFP (Request for Proposals). The selection committee comprised of staff
and a Planning Board representative reviewed and ranked the proposals. Staff are recommending
the consultant firm of Clarion Associates. Clarion has worked recently with Davidson,
Mooresville, and Statesville on their comprehensive plans. Clarion was also the consultant who
led the County through the development of the 2030 Horizon Plan.
This item was placed on consent.
Request from the Finance department for approval of Budget Amendment #45 to
recognize and appropriate Fairgrounds revenue for utilities, alarm testing, and tent rentals
for the Fair: Finance Director Deb Cheek requested approval of Budget Amendment #45 to
recognize and appropriate Fairgrounds revenue for utilities, alarm testing and maintenance, and
tent rentals for the County Fair. Tents are needed at the fairgrounds during the County Fair held in
the fall.
This item was placed on consent.
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June 7, 2022
Request from the Finance department for approval of Budget Amendment #46 to
recognize and appropriate insurance claim proceeds: Finance Director Deb Cheek requested
approval of budget amendment #46 to recognize insurance claim proceeds and appropriate the
funds to the respective departments for which the claims were filed. Approval will recognize
insurance claim proceeds to offset expenditures in the department for which the claim was made.
This item was placed on consent.
Request from the Finance department for approval of Budget Amendment #47 in the
amount of $100,000 to appropriate additional revenue in the Sheriff’s Fund which records
warrant & judgement collections and distributions: Finance Director Deb Cheek Requested
approval of Budget Amendment #47 to appropriate additional revenue in the Sheriff's Fund which
records warrant & judgement collections and distributions.
This item was placed on consent.
Request from Clerk to the Board for approval of minutes from the May 17, 2022:
This item was placed on consent.
ANNOUNCEMENTS OF VACANCIES OCCURING ON BOARDS & COMMISSIONS
Centralina Workforce Development Board - 2 announcements
Child Fatality Prevention Team - 2 announcements
ICARE Board of Directors - 1 announcement
Juvenile Crime Prevention Council - 5 announcements
Planning Board - 6 announcements
Town of Troutman Board of Adjustment - 1 announcement
Town of Troutman Planning Board - 2 announcements
APPOINTMENTS TO BOARDS & COMMISSIONS
The Board moved into Closed Session at 5:52pm.
IREDELL COUNTY BOARD OF COMMISSIONERS
REGULAR MINUTES
June 7, 2022
The Iredell County Board of Commissioners met in regular session on Tuesday, June 7,
2022 at 7:00 PM, in the Commissioners’ Meeting Room of the Iredell County Government Center,
200 South Center Street, Statesville, NC.
Board Members Present
Chairman James Mallory
Vice Chairman Melissa Neader
Scottie Brown
Gene Houpe
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June 7, 2022
Board Members Participating Remotely
Marvin Norman
Staff present: County Manager Beth Mull, County Attorney Lisa Valdez, Deputy County
Manager Susan Robertson, and Clerk to the Board Amy Anderson.
CALL TO ORDER by Chairman Mallory.
INVOCATION: Chairman Mallory asked everyone to bow their heads for a moment of
silence or reflection.
PLEDGE OF ALLEGIANCE led by Chairman Mallory.
ADJUSTMENTS TO THE AGENDA
County Manager Beth Mull went over the following adjustments:
Addition: Additional information for Appointments to Boards and Commissions
Addition: Commissioner Houpe added an item under Unfinished Business.
PRESENTATION OF SPECIAL RECOGNITIONS & AWARDS
(None)
APPOINTMENTS BEFORE THE BOARD
(None)
PUBLIC HEARINGS
Public hearing to consider the Fiscal Year 2023 budget: Finance Director Deb Cheek
presented the following FY23 budget for adoption.
Chairman Mallory opened the public hearing.
No one wished to speak.
Chairman Mallory closed the public hearing.
The Board thanked the budget teams for presenting such a balanced budget.
MOTION by Commissioner Houpe to approve the FY2023 Budget.
VOTING: Ayes – 5; Nays – 0
IREDELL COUNTY, NORTH CAROLINA
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June 7, 2022
2022-2023
BUDGET ORDINANCE
Be it ordained by the Board of Commissioners of Iredell County, North Carolina:
Section 1. The following amounts are hereby appropriated in the General Fund for the
operation of the County Government and its activities for the fiscal year beginning July 1, 2022
and ending June 30, 2023 in accordance with the chart of accounts heretofore established for this
County:
County Commissioners $ 235,875
Administration 855,724
Human Resources 796,286
Elections 768,934
Finance 1,329,764
Tax Administration & Land Records 4,117,443
Information Technology Services 2,175,651
Register of Deeds 824,496
Facility Services Operations & Buildings 4,866,390
Vehicle Services 479,814
Courts 60,400
Legal 111,000
Economic Development 2,859,730
General Governmental 8,737,500
Special Appropriations 842,912
Sheriff's Department 22,358,907
Jail 12,867,258
Animal Services 1,897,824
Emergency Communications 4,459,683
Emergency Medical Service 11,771,796
Fire Marshal 499,758
Emergency Management 445,290
Public Safety Outside Agencies 1,295,137
Building Standards & Central Permitting 3,732,546
Planning & Erosion Control 905,592
Cooperative Extension Service 405,104
Health Department 10,284,458
Human Services Building 167,925
Partners Behavioral Healthcare 565,875
Social Services Administration 23,513,329
Veterans Service 217,856
Public Library 4,016,487
Recreation & Parks 1,640,764
School Funding 110,779,643
Debt Service 2,236,494
Transfer to JCPC 24,500
Transfer- Facilities Improvement Fund -
Transfer to Countywide Fire Tax Dist. 77,678
Capital Reserve 800,852
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June 7, 2022
Capital Improvement Fund 14,678,000
Total Expenditures - General Fund $258,704,675
Section 2. It is estimated that the following revenues will be available in the General Fund for
Fiscal Year beginning July 1, 2022 and ending June 30, 2023.
Taxes:
Ad Valorem – Current $ 153,924,815
Ad Valorem – Delinquent 1,000,000
Interest on Delinquent Taxes 510,000
Local Option 1¢ Sales Tax 25,883,990
1983 Local Option 1/2¢ Sales Tax 11,828,410
1986 Local Option 1/2¢ Sales Tax 12,911,910
2002 Local Option 1/2¢ Sales Tax 500
Municipal Hold Harmless (3,973,750)
Medicaid Hold Harmless 2,750,000
Interest on Investments 50,000
ABC 5¢ Bottle Tax 60,000
Cable TV Tax 400,000
Court Facility Fees 225,000
Tax Collection Fees 1,225,000
Register of Deeds Fees 3,710,500
Sheriff’s Office and Jail Revenues 2,285,060
EMS (911) Fees 4,755,000
Building Standards 5,911,033
Planning 451,900
Health Department Revenues 7,394,190
Social Services Revenues 13,293,086
Recreation Fees and Grants 546,087
Other Financing Sources 10,939,748
Other Revenues 2,622,196
Total Revenues – General Fund $258,704,675
Section 3. There is hereby levied a tax rate of 53.75¢ per One Hundred Dollars Valuation
of property listed for taxes as of January 1, 2022. Total estimated property valuation for ad valorem
tax purposes for the 2022-2023 fiscal year is $28,807,137,000. The estimated tax collection rate
is 99.41% for 2022-2023 fiscal year.
Section 4. All ABC – 5¢ Bottle Tax Revenues received from Code 347-01 of the 2022-
2023 General Fund Revenues are designated to support the County’s 2022-2023 appropriation to
Partners Behavioral Healthcare designated for alcoholic rehabilitation programs.
Section 5. Capital Outlay is appropriated to the two school units as follows:
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June 7, 2022
Iredell-
Statesville
Schools
Mooresville
Graded School
District Total
Restricted Sales Taxes $ 8,871,377 $2,424,292 $ 11,295,669
Capital Outlay appropriated by the Board of Commissioners is to be expended for the
following categories as contained in G.S. 115C-426(f):
(1) Acquisition of land
(2) Building acquisition and construction
(3) Acquisition or replacement of furnishings, equipment, and technology
(4) Acquisition of school buses
(5) Acquisition of activity buses
Approved Capital Expenditures for the two school units are as follows:
Iredell-Statesville Schools
Capital Outlay
Debt Service $2,000,000
General Contracts 3,471,377
Roofing 500,000
Paving, Fencing, Grading 1,500,000
Misc. Equipment/Furniture 1,200,000
Vehicles (Buses and other) 200,000
Total – Iredell Statesville Schools $8,871,377
Mooresville Graded School District
Capital Outlay
Roofing, land purchase, renovations $2,027,533
Furniture & Equipment 286,759
Vehicles 110,000
Total – Mooresville Graded School District $2,424,292
Deviation of more than 10% from approved Capital Expenditures will require prior
approval from the Iredell County Board of Commissioners.
Section 6. Current Expense funds are appropriated to the two school units as follows:
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June 7, 2022
Iredell-Statesville Schools $49,475,584
Mooresville Graded School District 13,520,256
Total $62,995,840
Section 7. Fiscal year 2022-2023 appropriations to Mitchell Community College are as
follows:
Mitchell Community College
Current Expense $4,499,438
Capital Outlay 1,915,520
Total – Mitchell Community College $6,414,958
Section 8. Fiscal year 2022-2023 appropriations for Debt Services for all three school
systems are as follows:
Debt Service
Iredell-Statesville Schools
2015 G. O. Refunding Bonds $2,617,400
2015 General Obligation Bond (Cool Spring) 1,150,716
2016 General Obligation (NIHS/SIHS) 1,297,000
2018 General Obligation (Middle Schools) 3,695,288
2023 General Obligation (Weathers Creek HS) 1,865,215
2013 COPs Refunding (2003) 1,123,091
2013 USDA REDLG Loan 130,000
2015 Limited Obligation Refunding Bond 2,054,551
2016 Limited Obligation Refunding Bond 5,191,110
2021 LED Installment Financing 2,000,000
LED Installment Financing ISS payment (2,000,000)
2023 Limited Obligation Bond 1,006,673
Debt Financing Costs 30,000
Total Iredell-Statesville Schools 20,161,044
Mooresville Graded School District
2015B G.O. Refunding Bonds $ 435,184
2015 G.O. Bonds (MHS) 2,741,600
2020 G.O. Bonds (Middle School) 2,647,438
2015 Limited Obligation Refunding Bond 453,449
2016 Limited Obligation Refunding Bond 1,730,370
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June 7, 2022
2013 COPs Refunding (2003) 578,562
Debt Financing Costs 12,000
Total Mooresville Graded School District 8,598,603
Mitchell Community College
2015B G.O. Refunding Bond 37,016
2008 General Obligation Bonds 338,438
2018 General Obligation Bonds 923,075
Total Mitchell Community College 1,298,529
Total Debt Service $30,058,176
Section 9. In order to carry out their duties, copies of this Budget Ordinance shall be
furnished to the County Commissioners, the Finance Officer, and the Clerk to the Board.
Section 10. The County Manager is hereby authorized to transfer appropriations within a
fund as contained herein under the following conditions:
a) The County Manager or her designee may transfer amounts between objects of expenditure
within a department except that no transfers shall be made into or out of salaries and
benefits without approval by the Board of County Commissioners.
b) The County Manager may transfer amounts up to $50,000 between departments of the
same fund with an official report on such transfer at the next regular meeting of the Board
of Commissioners.
c) The County Manager or her designee may transfer amounts from funds appropriated by the
Board of Commissioners for salary scale adjustments, performance increases,
reclassifications or other salary increases into the salary and benefit accounts of any
department.
d) The County Manager or her designee may transfer amounts from funds appropriated by the
Board of Commissioners for Part-time and Overtime Salaries into the salary accounts of
any department.
e) The County Manager may transfer amounts between the departments operated under the
authority of the Sheriff of Iredell County.
f) The County Manager may transfer funds during the fiscal year for projects approved in the
Capital Improvement Plan to the appropriate departmental budget.
g) The County Manager may expend up to $100,000 for emergency needs upon the
chairman’s official declaration of a state of emergency.
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June 7, 2022
Section 11. Iredell County officials and employees will be reimbursed at a rate equal to
the IRS mileage reimbursement rate for authorized travel on behalf of the county.
Section 12. Funds appropriated in prior fiscal years and encumbered on June 30, 2022
shall be authorized as part of the Budget Appropriation by adoption of this Budget Ordinance.
Section 13. The Board of County Commissioners hereby authorizes the Iredell County
Tax Collector to collect taxes or other fees listed on the ad valorem tax bill for the City of
Statesville, Town of Mooresville, Mooresville Graded School District, Town of Harmony, Town
of Love Valley, Town of Troutman, Town of Davidson and any other municipality in compliance
with contracts adopted by the respective governing boards. A charge of one and one-half (1½)
percent of all taxes or other fees collected for the taxing districts will be payable to Iredell County
for the collection services. A charge of three percent of all assessments collected will be payable
to Iredell County for billing and collection of special assessments billed on behalf of the Town of
Mooresville.
Section 14. The Board of County Commissioners hereby authorizes the Iredell County
Tax Collector to process taxes received from the NC Department of Revenue’s Vehicle Tax
System and distribute those collections net of NCDMV collections fees to the City of Statesville,
Town of Mooresville, Mooresville Graded School District, Town of Harmony, Town of Love
Valley, Town of Troutman, and Town of Davidson.
Section 15. The fiscal year 2022-2023 tax rates for the fire districts are levied as follows:
All-County 9.00¢ per $100 of valuation
County-wide 0.00¢ per $100 of valuation
East Alexander 0.00¢ per $100 of valuation
Mt. Mourne 0.00¢ per $100 of valuation
Shepherds 0.00¢ per $100 of valuation
Troutman 1.00¢ per $100 of valuation
The estimated collection rate for the All-County fire tax district is 99.17 %.
The estimated collection rate for the Troutman fire tax district is 98.60%.
Fiscal year 2022-2023 estimated property valuation for the All-County fire tax district for
ad valorem tax purposes is as follows:
All-County $16,300,253,000
Troutman 2,667,072,000
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June 7, 2022
Section 16. The following expenditures are appropriated for the six fire districts for fiscal
year beginning July 1, 2022 and ending June 30, 2023.
All-County $14,610,270
County-wide 77,678
East Alexander 100
Mt. Mourne 150
Shepherds 500
Troutman 287,704
It is estimated the following revenues will be available for the six fire tax districts for the
fiscal year beginning July 1, 2022 and ending June 30, 2023.
All-County Fire Tax District
Current Ad Valorem Taxes $14,548,465
Delinquent Ad Valorem Taxes 46,605
Interest on Delinquent Taxes 15,000
Investment Earnings 200
Transfer from General Fund -
Appropriated Fund Balance -
Total Revenue $14,610,270
County-wide Fire Tax District
Transfer from General Fund $77,678
East Alexander Fire Tax District
Investment Earnings $100
Mt. Mourne Fire Tax District
Investment Earnings $150
Shepherds Fire Tax District
Investment Earnings $500
Troutman Fire Tax District
Current Ad Valorem Taxes $287,604
Investment Earnings 100
Total Revenue $287,704
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June 7, 2022
Section 17. The Board of Commissioners hereby agrees to contract with existing volunteer
fire departments in Iredell County to provide fire protection to the All-County, County-wide, East
Alexander, Mt. Mourne, Shepherds, and Troutman Fire Districts. The County Finance Officer
shall not release funds to the departments unless an executed contract is on file for each individual
fire department.
Section 18. The Board of Commissioners hereby agrees to contract with Iredell County
Rescue Squad, North Iredell Rescue Squad, Troutman Rescue Squad, Lake Norman Fire &
Rescue, Mooresville Fire & Rescue, Mt. Mourne Fire & Rescue, Shepherds Fire & Rescue, and
South Iredell Fire & Rescue to provide rescue squad services for which they are certified and the
County requires within the boundaries of the Rescue Squad Service District. The County Finance
Officer is instructed not to release funds to the departments unless an executed contract is on file
for each rescue squad.
Section 19. The 911 Emergency Telephone System Fund was established as a self-
supporting special revenue fund on July 1, 1991. Effective January 1, 2008, all revenues of the
Fund are provided by allocations of service fees from the NC 911 Fund. It is estimated the
following revenues will be available for the fiscal year beginning July 1, 2022 and ending June 30,
2023.
NC PSAP Funds $442,640
Appropriated Fund Balance 119,938
Total Revenue $562,578
Section 20. The following amount is appropriated in the 911 Emergency Telephone
System Fund for the operation and maintenance of the 911 System for the fiscal year 2022-2023.
911 Operations $562,578
Section 21. The Transportation Special Revenue Fund was established on July 1, 2004 to
account for grants and other special revenue received for the operation of Iredell County
Transportation Service and Iredell Community Transportation. It is estimated that the following
revenues will be available for the fiscal year 2022-2023.
Rural Operating Assistance Grants $ 245,334
NC DOT Community Transportation Grant 729,084
Elderly Disabled Grant – Urban (5310) 159,000
Elderly Disabled Grant – Capital (5310) 240,000
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June 7, 2022
Planning 5303 Funds 67,500
Urban 5307 Funds 350,000
Other Grants -
Transportation Fees 1,552,000
JARC Grant -
Other Passenger Fares 40,000
Vehicle Advertisements 25,000
Sale of County Property 25,000
Investment Earnings -
VS Labor Credits 15,000
Propane Vehicle Fuel Rebate 25,000
Total Revenue $3,472,918
Section 22. The following amounts are appropriated for the fiscal year 2022-2023 in the
Transportation Special Revenue Fund for the operation of the Iredell County Area Transportation
Service.
Salaries and Benefits $2,330,768
Operating Costs 677,787
Capital Outlay 464,363
Fund Balance Budgeted Increase -
Indirect Costs -
Total Expenditures $3,472,918
Section 23. The JCPC Special Revenue fund is established to account for Juvenile
Delinquency and Prevention Grants received from the State of North Carolina and passed through
Iredell County to outside agencies.
It is estimated the following revenues will be available for pass-through grants for the fiscal
year beginning July 1, 2022 and ending June 30, 2023.
Juvenile Crime Prevention Council Grant $405,670
Transfer from General Fund -
Local Grant Match 24,500
Appropriated Fund Balance 15,000
Total Revenue $445,170
Section 24. Appropriations of the JCPC Special Revenue Fund for the fiscal year
beginning July 1, 2022 and ending June 30, 2023 are as follows:
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June 7, 2022
Grants to Outside Agencies $417,170
Admin Asst. PT 4,940
Administrative Costs 8,060
Prior Year Repayments 15,000
Grants to Outside Agencies $445,170
Section 25. The Fines and Forfeitures Special Revenue fund is established to account for
monies collected by the Clerk of Court for the benefit of the Boards of Education located within
Iredell County. This fund is budgeted at the fund level and it is estimated the following revenues
will be available for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Fines and Forfeitures $1,500,000
Section 26. Appropriations of the Fines and Forfeitures Special Revenue Fund for the
fiscal year beginning July 1, 2022 and ending June 30, 2023 are as follows:
Boards of Education $1,500,000
Section 27. The Sheriff’s Special Revenue fund is established to account for monies
collected for tax warrants and judgments. This fund is budgeted at the fund level and it is estimated
the following revenues will be available for the fiscal year beginning July 1, 2022 and ending June
30, 2023.
Warrants and Judgements Collected $1,250,000
Section 28. Appropriations of the Sheriff’s Special Revenue Fund for the fiscal year
beginning July 1, 2022 and ending June 30, 2023 are as follows:
Warrants and Judgements Distributions $1,250,000
Section 29. The Employee Flex Benefits Special Revenue fund is established to account
for monies withheld and remitted on behalf of employees. This fund is budgeted at the fund level
and it is estimated the following revenues will be available for the fiscal year beginning July 1,
2022 and ending June 30, 2023.
Employee Contributions $400,000
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June 7, 2022
Section 30. Appropriations of the Employee Flex Benefits Special Revenue Fund for the
fiscal year beginning July 1, 2022 and ending June 30, 2023 are as follows:
Employee Flex Benefits $400,000
Section 31. The Inspection Bonds Special Revenue fund is established to account for
monies collected from developers for work to be performed as required by the Inspections
Department. This fund is budgeted at the fund level and it is estimated the following revenues will
be available for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Inspection Bonds $500,000
Section 32. Appropriations of the Inspection Bonds Special Revenue Fund for the fiscal
year beginning July 1, 2022 and ending June 30, 2023 are as follows:
Inspection Bonds Payment $500,000
Section 33. The Register of Deeds Collection Special Revenue fund is established to
account for $6.20 of each fee collected by the register of deeds for registering or filing a deed of
trust or mortgage. This fund is budgeted at the fund level and it is estimated the following revenues
will be available for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Fees Collected $350,000
Section 34. Appropriations of the Register of Deeds Collection Special Revenue Fund for
the fiscal year beginning July 1, 2022 and ending June 30, 2023 are as follows:
Department of State Treasurer $350,000
Section 35. The DSS Guardianship Special Revenue fund is established to account for
monies deposited with the County’s Social Services Department for the benefit of certain
individuals for whom the County acts as agent. This fund is budgeted at the fund level and it is
estimated the following revenues will be available for the fiscal year beginning July 1, 2022 and
ending June 30, 2023.
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June 7, 2022
Guardianship Deposits $900,000
Section 36. Appropriations of the DSS Guardianship Special Revenue Fund for the fiscal
year beginning July 1, 2022 and ending June 30, 2023 are as follows:
Guardianship Disbursements $900,000
Section 37. The Solid Waste Disposal Enterprise Fund was established as of July 1, 1991,
for the operation of a baler facility and sanitary landfill. In accordance with G.S. 153A-292, the
following rates are established for the fiscal year 2022-2023.
Commercial solid waste Per ton $ 41.00
Construction/demolition Per ton 41.00
Shingles Per ton 15.00
Electronics Fee (CRT TV’s & Monitors) Per Item 10.00
Non-friable Asbestos Per ton 41.00
Friable Asbestos Per ton 120.00
Brush < 8 inch diameter Per ton No charge
Brush > 8 inch diameter Per ton 40.00
Pallets Per ton 41.00
Pallet Cleanup Fee Triple Tipping Fee
Animal carcasses Per ton 110.00
Approved Area Fill Per ton 25.00
Passenger vehicle tires off rim Per ton 125.00
Passenger vehicle tires on rim Per ton 200.00
Heavy equipment tires Per ton 300.00
Commercial / demolition transportation
fee from Mooresville Transfer Station Per ton 10.00
Compost/Mulch One Pickup Load No charge
Per loader bucket –
all quantities exceeding
1 Pickup load 5.00
Convenience Sites – Const./Demo Per Pickup Load 16.00
Per ½ Pickup Load 8.00
NC Solid Waste Tax (all items placed in
the landfill) Per ton 2.00
Special Handling Per load 41.00
*Household Waste Disposal Fee Per household 60.00
*Household Waste Disposal Fee (with
elderly exemption) Per household 30.00
Household tire fees – Convenience Sites
(once a year, no charge for 5 “off the rim”
tires)
Passenger tire 5.00
Large Tractor tire
10.00
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June 7, 2022
* Household Waste Disposal Fee covers waste generated as a result of daily activities
in a household.
Household Waste Disposal Fees will be added on all 2022 tax bills for each residence in
Iredell County. “Residence” means property used or, if vacant, designed to be used as a residential
dwelling for one or more persons, whether or not the property is also used for other non-dwelling
purposes excluding commercial uses. The term includes mobile homes, single family, multi -
family, and other structures used or designed to be used as residential dwellings. There can be
multiple residences within a single structure, such as apartments, duplexes, town houses or
condominiums. The Household Waste Disposal Fee is to be collected in the same manner as
property taxes in accordance with G.S. 153A-293, and it will be collected when delinquent in the
same manner as delinquent real property taxes.
It is estimated the following revenues will be available for the fiscal year July 1, 2022
through June 30, 2023.
Tipping Fees $6,178,987
Household Waste Disposal Fees (Household Availability) 4,864,200
NC Disposal Tax 93,600
NC Electronics Management 10,800
Mulch/Compost Sales 1,000
Electronics Management Fees 14,400
Recycling Sales 5,800
Scrap Metal Sales 176,300
White Goods Metal Sales 58,000
Tire Disposal Reimbursement & Fees 270,900
White Goods Reimbursement 85,000
Transport Fees – Mooresville Site Commercial Waste 200,000
Investment Earnings 10,000
Twin Oaks Lease 34,980
Methane Gas Rights 280,000
Citations 250
Appropriated Retained Earnings 2,000,000
Appropriated Retained Earnings – White Goods 211,220
Total Revenue $14,495,437
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June 7, 2022
Section 38. The following amounts are hereby appropriated in the Solid Waste
Disposal Fund for the fiscal year July 1, 2022 – June 30, 2023.
Administration & Operations $8,642,168
Debt Service 301,590
Lined Landfill Closure Escrow 689,034
Capital Outlay 3,756,500
Transfer to General Fund 292,557
Transfer to Solid Waste Capital Project -
Increase Fund Balance 813,588
Total Expenditures $14,495,437
Section 39. The EMS Specialty Services Enterprise Fund was established in December,
2011 to account for the operations of a convalescent transport service. Estimated revenues for the
fiscal year beginning July 1, 2022 through June 30, 2023 are as follows:
Convalescent Transport Fees and Standby $1,404,000
Appropriated Fund Balance 170,820
$1,574,820
Section 40. The following amounts are hereby appropriated in the EMS Specialty
Services Fund for the fiscal year July 1, 2022 through June 30, 2023.
Salaries & Benefits $1,034,467
Operating Costs 288,156
Capital Outlay 12,900
Public Safety Complex Contribution 125,000
Transfer to General Fund-Indirect 114,297
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June 7, 2022
Total $1,574,820
2022-2023
Fund 66 – Healthcare Benefits
Self-Insurance Fund
Section 1. It is estimated the following revenues will be available in the Health Care
Benefits Fund for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Contributions from Employer $11,768,975
Contributions from Employees 1,441,005
Contributions for Retirees 920,800
Stop Loss Claims Payments 719,000
COBRA Credits 18,500
Investment Earnings 2,000
Appropriated Fund Balance -
Total Revenues $14,870,280
Section 2. It is estimated the following expenditures will be made in the Health Care
Benefits Fund for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Healthcare Benefits
Health Claims Payments $7,000,000
Prescription Benefits 4,070,000
Claims Administration 1,020,000
FSA Administration 9,750
Stop Loss Insurance 1,275,950
Employee Life Insurance 260,000
Employee Health Clinic 405,690
Health Savings Deposits 272,500
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June 7, 2022
Health Reimbursement Accounts 40,000
Professional Services 75,000
14,428,890
Wellness
Wellness Coordinator Salary & Benefits 93,055
Operating Costs 4,485
Wellness Incentives 315,000
Wellness – HRA, Nursing Services, etc. 19,600
Incentive Prizes, Educational Materials 9,250
441,390
Total Expenditures $14,870,280
Section 1. It is estimated the following revenues will be available in the Property and
Liability Self Insurance Fund for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Contributions from Other Funds $ 1,204,850
Investment Earnings 25
Appropriated Fund Balance -
Total Revenue $ 1,204,875
Section 2. It is estimated the following expenditures will be made in the Property and
Liability Fund for the fiscal year beginning July 1, 2022 and ending June 30, 2023.
Insurance Premium $ 1,024,875
Deductible Insurance Pool 170,000
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June 7, 2022
Other Expenses 10,000
Total Revenue $ 1,204,875
2022-2023
Fund 68 – Workers Compensation
Self-Insurance Fund
Section 1. It is estimated the following revenues will be available in the Workers
Compensation Self Insurance Fund for the fiscal year beginning July 1, 2022 and ending June 30,
2023.
Employer Contribution $ 894,500
Investment Earnings 500
Appropriated Fund Balance -
Total Revenues $ 895,000
Section 2. It is estimated the following expenditures will be made in the Workers
Compensation Self Insurance Fund for the fiscal year beginning July 1, 2022 and ending June 30,
2023.
Workers Compensation Claims $ 455,000
Indemnity Payments 100,000
NCACC Program Costs 340,000
Claims Administration -
Reporting Software Subscription -
Total Expenditures $ 895,000
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June 7, 2022
Iredell County, North Carolina
Amended Capital Project Ordinance
Fund 414 - Iredell County Facilities Improvements Fund
Be it Ordained by the Board of County Commissioners of Iredell County, North Carolina:
Section 1. Funds for this Amended Capital Project Fund will be provided from the following
Source:
Amended
3/1/2022 Amendment
Amended
6/7/2022
Transfer from General Fund $8,957,565 $27,200 $8,984,765
Section 2. The following costs shall be paid from this fund:
Amended
3/1/2022 Amendment
Amended
6/7/2022
Building Improvements $8,957,565 $27,200 $8,984,765
Section 3. This Capital Project Fund shall continue until the projects are complete.
Section 4. Payments from this Capital Project Fund shall be authorized by the County
Manager or her designee.
Section 5. The County Manager is authorized to allocate funds between priority
improvements as needed.
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June 7, 2022
Section 6. This Amended project is effective upon adoption.
ADMINISTRATIVE MATTERS
County Manager Beth Mull summarized the following Administrative Matters during the
Pre-Agenda meeting held at 5pm:
ECOM Governance Board Discussion with Winbourne Consulting.
Request from Iredell-Statesville Schools for funding assistance to expedite the installation
of a new security system for the schools and to reestablish the Safety & Security annual
budget.
Request from the Library for approval to apply for a Bright Ideas Grant from the State
Library of North Carolina in the amount of $10,000.
Request from Planning & Development for approval to enter into a contract with Clarion
and Associates for an update to the 2030 Horizon Plan and approve Budget Amendment
#48.
Request from the Finance department for approval of Budget Amendment #45 to recognize
and appropriate Fairgrounds revenue for utilities, alarm testing, and tent rentals for the Fair.
Request from the Finance department for approval of Budget Amendment #46 to recognize
and appropriate insurance claim proceeds.
Request from the Finance department for approval of Bud get Amendment #47 in the
amount of $100,000 to appropriate additional revenue in the Sheriff's Fund which records
warrant & judgement collections and distributions.
Request from Clerk to the Board for approval of minutes from the May 17, 2022 meeting.
NC Youth Soccer Association Charter Discussion.
MOTION by Commissioner Brown to approve the consent agenda.
VOTING: Ayes – 5; Nays – 0
ANNCOUNCEMENT OF VACANCIES OCCURING ON BOARDS &
COMMISSIONS
Mitchell Community College Board of Trustees - 1 announcement
APPOINTMENTS TO BOARDS & COMMISSIONS
Centralina Workforce Development Board - 2 appointments
Mark Brady and John Challis have volunteered to serve again.
Child Fatality Prevention Team - 1 appointment
With the possibility of retirement, Laura Johnson resigned as Chair of the CFPT and has
volunteered to serve as an at-large member.
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June 7, 2022
Juvenile Crime Prevention Council - 5 Appointments
Leigh Byers, Vicki Dame, Retha Gaither, and Dan Wanta have all volunteered to serve
again.
Troutman Board of Adjustment - 1 ETJ Appointment
Helen Byers has volunteered to serve again.
Troutman Planning Board - 2 ETJ Appointments
Barry General and Randy Farmer have volunteered to serve again.
MOTION by Vice Chair Neader to appoint members as outlined above.
VOTING: Ayes – 5; Nays – 0
Planning Board - 6 appointments
Raymond Burnette, Tracy Jenkins, Ronda Hoke, and Andy Webster have volunteered t o
serve again. Richard Coleman, Larry Payne, Nancy Keith, and Richard Renegar have
volunteered to serve for the first time.
This appointment was tabled for further review of the applications.
UNFINISHED BUSINESS
Commissioner Houpe had an item. He asked the board to consider doing something for
Troutman, Statesville, and Mooresville with ARPA funding and a potential project for Harmony.
Statesville - $500,000 for funding grant matches for Statesville Airport
Mooresville - $500,000 for Economic Development Purposes at the Town’s discretion.
Troutman - $2 million to go towards infrastructure
Commissioner Brown was not prepared to vote on the matter because there is no time
limit on ARPA funding. Brown is concerned about the economy over the next two years.
Mull said there has been a new rule for ARPA funding “Program Revenue” which could
impact what the County may do with ARPA funds. Staff will gather more information and report
back to the Board.
PUBLIC COMMENT PERIOD
(None)
NEW BUSINESS
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June 7, 2022
(None)
COUNTY MANANGERS REPORT
(None)
CLOSED SESSION
Chairman Mallory said a Closed Session was held immediately following pre-agenda for
Economic Development and Attorney Client. There was one action item to report.
MOTION by Commissioner Houpe to call for a public hearing on Tuesday, June 21 at 7pm to
consider an economic development incentive for Project Spark in the amount of $418,642 over a
five-year period based on the company’s investment of $38 million in Iredell County.
VOTING Ayes – 5; Nays – 0
ADJOURNMENT
MOTION by Commissioner Brown to adjourn at 8:14PM. The Board will meet for a
regular meeting Tuesday, June 21, 2022 at 7pm in the Commissioners’ Meeting Room,
Government Center, 200 South Center Street, Statesville, NC.
VOTING Ayes – 5; Nays – 0
__________________________________ ___________________________________
Date Approved Amy B. Anderson, Clerk