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HomeMy WebLinkAboutAgenda - 04-21-2003-4ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: April 21, 2003 Action Agenda Item No. 4 SUBJECT: Informational Reports DEPARTMENT: County Manager ATTACHMENT(S): As noted in "Background" PUBLIC HEARING: (Y/N) INFORMATION CONTACT: John Link or Rod Visser, ext 2300 No TELEPHONE NUMBERS: Hillsborough Chapel Hill Durham Mebane 732-8181 968-4501 688-7331 336-227-2031 PURPOSE: To receive information previously requested by the Board of County Commissioners and other information related to development and administration of the County's operating budget. BACKGROUND: a. Impacts from FY 2002-03 Reductions in County Capital Projects and School Recurring Capital During the "Fiscal Outlook" segment of the Board's February 24, 2003 work session, Commissioners requested information about the impacts of reductions in capital funding for FY 2002-03 that were necessitated during the last budget cycle by the State's withholding of reimbursements due to the County for this fiscal year. While the BOCC made it clear that it could not promise the restoration of any of those reductions, the Board did express interest in knowing: 1) how school recurring capital money has been spent in recent years; 2) whether recurring capital funding reductions were causing undue hardship for the schools; and 3) if the BOCC were able to restore some portion of the reduced funding before the end of FY 2002-03, what the priorities would be for County and school capital projects. Both school systems have responded with prioritized lists of possible capital funding restorations. While capital funding reductions have not generated undue hardships for the County, staff have prepared a brief paper outlining two projects that the Board might consider if it determines that some capital funding for 2002-03 can be restored. Attachment 4A - 4/11/03 OCS Superintendent Memo Attachment 48 - 4/11/03 CHCCS Superintendent Letter Attachment 4C - 4/17/03 County Staff Paper b. Transition Planning -EMS Transport Component 2 Historically, the Rescue Squad has relied on a large number of volunteers in carrying out its operations. As with many public safety agencies that have historically relied on volunteers, the Squad has in recent years experienced a decline in the number of volunteers it is able to recruit and retain. To that end, it has been necessary for the Squad to hire full and part-time staff to provide EMS transportation services under its contract with the County. This situation, along with other increases in operational line items, has led to increased expenditures for the Squad. As a result, during the budget planning process last spring, the Squad requested an increase of $220,000 in its budget. The Squad wrote to the BOCC in November 2002 indicating that it would no longer be able to provide day-to-day coverage for the ambulance transportation component of the County EMS system. In December 2002, the BOCC approved an extension of the County's agreement with the Squad through the end of June 2003, with the understanding that County staff and Squad representatives would collaborate to develop a transition plan for the Squad to relinquish and the County to assume this function. Staff have prepared an update for the Board on planning conducted to date that would have the County assume the EMS transport function as of June 30, 2003. A further report on staffing and financial impacts is expected to be provided to the BOCC by mid-May, so that necessary administrative and personnel decisions can be made to effect a smooth transition and change in service delivery for Orange County EMS clients. Attachment 4D - 11/12/02 Rescue Squad Letter Attachment 4E - 4/17/03 Staff Progress Report c. Public Education/Outreach on Need for Solid Waste Alternative Financing During work sessions in January and February 2003 regarding the need for and options to provide alternative revenue sources for the County's solid waste enterprise fund, the BOCC emphasized the need to educate citizens about why alternative revenue sources are needed and the common misconception that recycling services are "free". Staff have prepared a report on efforts to date and those planned to help citizens understand the costs involved with the County's award-winning recycling programs and the financial underpinnings of the solid waste system. Staff have also prepared a memo that responds to several Commissioner inquiries raised during the solid waste segments of those work sessions. Attachment 4F - 4/15/03 Solid Waste Management Director Memo Attachment 4G - 4/16/03 Solid Waste Management Director Memo d. FY 2002-03 Hiring Freeze Update In response to Commissioner inquiries, staff have prepared a report on the number, types, and categories of positions that have been reviewed during administration of the hiring freeze policy that was implemented as part of the County's FY 2002-03 operating budget. Attachment 4H - 4/15/03 Personnel Director Memo FINANCIAL IMPACT: As noted in various attachments. RECOMMENDATION(S): The Manager recommends that the Board receive the reports for information only at this time. ~ ~- -.. ;.a; To: John Link, Orange County Manager Orange County From: Michael F. Williams, Interim Superintendent~~~ ~ `/P~ Board of Education Date: April 11, 2003 Subject: Recurring Capital Funding The purpose of this memo is to respond to your request for information regarding recurring capital funding as presented in your March 21, 2003, memorandum (copy attached). Dr. Michael F. Williams Interim Superintendent 1. For'the last five years, what projects has each district funded with their annual recurring capital appropriation from the County Board Members: Attached is a list for each of the fiscal years 1996-97 through 2001-02. Each list contains all of the Brenda Stephens, Chair capital projects in the Orange County Schools funded by recurring capital outlay. Each list is Keith Cook, Vice Chair sepazated into four categories: fixed cost projects, school improvement projects, school furniture and Randy Copeland equipment, and vehicles. Betty Tom Phelps Davidson Libbie Hough Delores Simpson 2• What impact has the reduction of recurring capital in the last two fiscal years had on Dana Thompson each district's ability to carry out planned projects In fiscal yeaz 2000-01 we were unable to undertake the following projects: carpet to file replacements at Central, Stanford, Grady Brown, Cameron Park, New Hope, and Efland Cheeks, driveway curbing, 200 East King Street ~n pamttng, door replacement and shower upgrades at Stanford, and ceiling file replacement at Hillsborough, NC 27278 Grady Brown. Telephone: 919-732-8126 ~ fiscal yeaz 2001-02 we were unable to undertake the following projects: hot water heaters and FAX: 919-732-8120 carpet to file replacement at Central, driveway pazking and curbing, gym painting, and fire alarm and intercom system upgrades at Stanford, carpet to tle replacement at Grady Brown, column repair at Stanback, classroom storage cabinets and carpet to file replacement at Cameron Par c k, arpet to tle ~~°°N~'~ replacement, storeroom constructon, playground equipment and new windows at New Hope, carpet ° to file replacement at Efland Cheeks, carpet to tle replacement, room dividers and new windows at ° Hillsborough, and locker and weight room improvements, new heating and cooling units, soccer field irrigaton, and media equipment at Orange High. +s4+ 3. Has the reduction caused any undue hardship on the system The impact of the reductons in recurring capital funding has been, primarily, in the areas of indoor air quality improvements and safety. 4. 1"f the Board of County Commissioners were to re-instate $351,582 in recurring capital funding, what specific projects would be undertaken At its meeting on Apri17, 2003, the Orange County Board of Educaton approved the attached list of projects which would be funded if recurring capital funding were re-instated. Note that the list contains many of the items not funded in the two previous fiscal years, 2000-01 and 2001-02. In additon, the list contains some new safety issues that have.surfaced in the course of this fiscal year. Thank you for the opportunity to present this infonnaton to the Board of County Commissioners. If there is a need for clarificaton or additonal informaton, please let me know. MFW/pmc Attachments: 7 Copies: Members, Orange County Boazd of Educaton Dr. Steve Halkiotis, Director of Auxiliary Services Ms. Sandra Tinsley, Director of Finance Orange County Schools "Providing educational opportunities for successful futures. " "''~•~ 11 • 14MI'I UFtHfYGE CTY MGR Q~iVGE COUNTY HILLSBOROUGH NORTH CAROLINA ?Il~aycr-~.r O~o+~ ~11EMORANDUM TO: Neil Pedersen, Superintendent, CHCGS Mike Williams, Interim Superintendent, OCS FROM: John !_ink, County Manager DATE: March 21, 2003 SUBJECT: FY 2002-03 Recurring Capital unding N0.976 P.1/1 ~rfaGlrFeo~ITSz p~~~~~_~!~~~~1 ~;;~;~_,~~ ~iGE This memo serves as a formal request for information as we discussed at our most recent monthly meeting, Duryng the budget approval process last .tune, the Board of County Commissioners was faced with many difFicult funding decisions largely attributable to State funding cuts. While recommended funding for particular items such as County and School capital items was reduced, the Board expressed its desire to re-assess, during the current fiscal year, the County's financial status once the State's budget was finalized. In late February 2003, County stafF provided a fiscal update for the current year to the Commissioners. One item of particular ini~fest to the Boani was school recurring capital, and Commissioners asked me to request the following information from the two school boards; o For the last flue years, what projects has each distriGt~funded with their annual recurring ca it~l appropriation from the Gounfy o What impa~lia~ the reduction pf rsGUmng, Capital in the fast tvvo fiscal years had on ear,~h district ~ agility to carryout plariri~d projects o Has the reduction caused ~ny.undue hardship ~n'eithe~ system .,~ , ~ , , The CommissiQherS h~ye also requested that each district identify, in prigrrty order, specific projects that would be funded if the Board were to re-instate all or a portion of the reduction in recurring capital that occurred during the budget approval process last ooz, p3 spring, For Chapel Hiil Carrboro City Schools, the reduction totaled $572,418 and for Orange County Schools, the reduction equated to $351,582, I want to caution that this request should in no way be viewed as assurance that any portion of those cuts can be restored. In order to include the requested information in Boatd's April 21 budget work session agenda package, I am requesting that you provide the items outlined above to my office no later than April 11, 2003. Feel free to call Rod Visser or Donna Dean if you have questions. AREA CODE (919) 245-2300 • 688-7331 FAX (919) 644-3004 Fact, 2300 Orange County Schoo/s Recurring Five Year Recap; 4/10/03 FIXED COST 1996-97 Playground Surfacing Playground Maintenance & Repairs Restroom Stall Repairs Asbestos inspection & removal Bloodborne Pathogens Standard Chemical Removal Roof Repairs Paint Schools Line Painting Pest Control Landscaping Cafeteria Hoods Inspections Bleacher/Basketball Goal Maintenance Fire Alarms Inspections Turf & Field Maintenance Turf Equipment Trim Trees NCDPI Engineering Services Elevator Service Agreements 8~ Fire Alarm Monitoring Copier Lease Athletic Fields Wiring Project/Housing Cameron Park Lower Playground Paving Cameron Park Gym Floor Replacement Central Elementary Electrical Circuits & Outlets Central Elementary Equipment Cabinets Central Elementary Repair Boundary Fences CW Stanford Replace Bathroom Tiles Efland Cheeks Grade & Level Playground Efland Cheeks Replace Intercom Grady Brown Water Connection Grady Brown, Hillsborough Elementary Plumbing Repair/A Wing Orange High Awning Over Gym Extension Orange High Dark Room Construction Orange High Replace Light Fixtures Orange High Repaint Gymnasium Orange High Refinish Wood Floors Orange High Chalkboard Replacement Orange High Replace Outside Doors Orange High Security Camera's Orange High Re-Gravel Stadium Roadeway Orange High School Fence Visitors Area Stadium Orange High School Gen Repair & Repave Driveway Orange High School Erosion Control Cultural Arts Building Orange High School Reel Mower Repairs Athletic HVAC Technology Orange County Schoo/s Recurring Five Year Recap; 4/10/03 Heat Pumps Control Gym Cameron Park Repave Bus Lot Orange High/CW Stanford Walk in Cooler (Child Nutrition) Cameron Park Paint Outside Bus Garage Bus Garage Repairs All School Furniture & Equipment Allocation per ADM New Turf Athletic Equipment Orange High 3/4 Ton Van (Replacement) 2 Orange County Schoo/s Recurring Five Year Recap: 4/10/03 -9 LFIXED COST 1997-98 Playground Surfacing Playground Maintenance & Repairs Restroom Stall Repairs Asbestos inspection & removal Bloodborne Pathogens Standard Chemical Removal Roof Repairs Paint Schools Line Painting Pest Control Landscaping Cafeteria Hoods Inspections Bleacher/Basketball Goat Maintenance Fire Alarms Inspections Turf & Field Maintenance Turf Equipment Trim Trees NCDPI Engineering Services Elevator Service Agreements & Fire Alarm Monitoring Copier Lease 51 CHOOL IMPROVEMENTS 1997-98 Transition Classrooms Replace Chalkboards Replace Sewage Line Cameron Park Track Restriping Cameron Park Hand Railing-Breezeway Central Elementary Replace Kitchen Grease Trap Cameron Park Fencing Grady Brown Replace Main Entrance Door Grady Brown Repair Foundation Grady Brown Install Safety Post Gym Hillsborough Elementary Replace Stair Treads Orange High Install Safety Post Gym Orange High Add Door Mechanical Room Orange High Repair/Walls-Floors Men's Room Orange High Reel Mower Repairs Athletics Gym Floor Replacement Central Elementary Mobile Unit Repair Bus Garage Repair Wind Damage Maintenance Shed All School Fumiture & Equipment Allocation per ADM New Classroom Startup Furniture Air Brake Rivet Machine Restraining Harness Children with Special Needs Replace Shop Base Radio Window Washer Machine 12 Vacumn Machines 3 Orange County Schoo/s Recurring Five Year Recap; 4/10/03 Replace 5 push mowers Replace 6 Weed Eaters Mobite Generator Replace Riding Lawn mower Replacement Maintenance Vehicle Bob Cat and accessories 36 Passenger Activity Bus 4 Orange County Schools Recurring Five Year Recap; 4/10/03 FIXED COST 1998-99 Playground Surtacing Playground Maintenance & Repairs Restroom Stall Repairs Asbestos inspection & removal Bloodbome Pathogens Standard Chemical Removal Roof Repairs Paint Schools Line Painting Pest Control Landscaping Cafeteria Hoods Inspections Bleacher/Basketball Goal Maintenance Fire Alarms Inspections Turf & Field Maintenance Turf Equipment Trim Trees NCDPI Engineering Services Elevator Service Agreements & Fire Alarm Monitoring Copier Lease ' SCHOOL IMPROVEMENTS 1998-99 New Classroom Start up Canopy at Gym Entrance AL Stanback White Marker Boards Canopy Central Elementary Safety Rail In Front of Elfand Cheeks Glass Doors for Office New Hope Orange High School Science Lab/Upgrade Parking Lot Repairs Transportation Bumishers/Floors All Schools Insulation of Heating and Cooling Pipes C.W. Stanford Burglar Alarm Cameron Park Door Replacement Cameron Park Storage Room Central Elementary TV Studio Central Elementary Relocate Exit Door Efiand Cheeks Replacement Gym Heating Grady Brown Awning Grady Brown Replace Underground Steam Lines Hillsborough Elementary Concrete Pad at Dumpsite Hillsborough Elementary Refinish Gym Floor A.L. Stanback Concrete Fire Lane Gym A. L. Stanback Repair Mobile Unit at C.W. Stanford Refinish Gym Floor C.W. Stanford Re-Key Orange High Upgrade Gas Line In Science Lab Orange High Air Conditioning Support Services Drainage Support Services 5 Orange County Schools Recurring Five Year Recap: 4/10/03 Heating Covers Support Services Line for ACT 1000 Program Maintenance Roof Management System All School Furniture & Equipment Allocation per ADM Playground Equipment Seat Belts, Restraing Harness Children with Special Needs Sign Replacements Band Uniforms Activity Bus Orange County Schools Recurring Five Year Recap: 4/10/03 -00 FIXED COST 1999-00 Playground Surfacing Playground Maintenance & Repairs Restroom Stall Repairs Asbestos inspection & removal Bloodbome Pathogens Standard Chemical Removal Roof Repairs Paint Schools Line Painting Pest Control Landscaping Cafeteria Hoods Inspections Bleacher/Basketball Goal Maintenance Fire Alarms Inspections Turf & Field Maintenance Turf Equipment Trim Trees NCDPI Engineering Services Elevator Service Agreements & Fire Alarm Monitoring Copier Lease SCHOOL IMPROVEMENTS 1999-00 Replace Fire Alarm System Cameron Park Intercom System Cameron Park Upgrade Fire Alarm Central Elementary Ceiling Tile Central Elementary Heating/Cooling Central Elementary Chiller 200 Building C.W. Stanford Cafeteria Hood Fire Protectors C.W. Stanford Heating/Cooling Efland Cheeks Heating/Cooling Units Grady Brown Work Room Vent Hillsborough Elementary Fencing New Hope Roll Gate Safety Guard New Hope Fence Gate New Hope Mobile Units Lease Orange High, A.L. Stanback Roofing Transportation Building Athletic Laundry Supply SCHOOL FURNITURE ~ EQUIPMENT 1999-00 All School Furniture & Equipment Allocation per ADM Maintenance Safety Equipment Vehicle Replacement Air Conditioning (2) Buses 7 Orange County Schools Recurring Five Year Recap: 4/10/03 2000-01 FIXED COST 2000-01 Playground Surfacing Playground Maintenance & Repairs Restroom Stall Repairs Asbestos inspection & removal Btoodbome Pathogens Standard Chemical Removal Roof Repairs Paint Schools Line Painting Pest Control Landscaping Cafeteria Hoods Inspections Bleacher/Basketball Goal Maintenance Fire Alarms Inspections Turf & Field Maintenance Turf Equipment Trim Trees NCDPI Engineering Services Elevator Service Agreements & Fire Alarm Monitoring Copier Lease SCHOOL IMPROVEMENTS 2000-01 Burglar Alarm Central Elementary Exhaust Vents Restrooms Central Elementary Safety Railing to Buses Central Elementary Awning To Buses Central Elementary Security Cameras A.L. Stanback Heating/Cooling Units Efland Cheeks Replacement Doors Cameron Park Re-Key Buildings Cameron Park Chiller Replacement C.W. Stanford Security System C.W. Stanford Heating/Cooling Units Grady Brown Gutters Hillsborough Elementary Mobile Units Lease Orange High, A.L. Stanback, Grady Brown Parking Lot paving Hillsborough. Studio Room Hillsborough Elementary Repair of Natural Gas Line Orange High Ventilation of Chemistry Room Orange High Handicap Ramp Support Services Covered Walk Cafeteria Grady Brown Concrete Pad for Painting Transportation Heating/Cooling Efland Cheeks Cameron Park Roofing SCHOOL FURNITURE ~ EQUIPMENT 2000-01 All School Furniture $ Equipment Allocation per ADM Furniture and Equipment for New Classrooms 8 Orange County Schools Recurring Five Year Recap: 4!10/03 VEHICLES 2000-01 Vehicle Replacement Orange Counfy Schools Recurring Five Year Recap: 4/10/03 ~ FIXED COST 2001-02 Playground Surfacing Playground Maintenance & Repairs Restroom Stall Repairs Asbestos inspection & removal Bloodbome Pathogens Standard Chemical Removal Roof Repairs Paint Schools Line Painting Pest Control Landscaping Cafeteria Hoods Inspections Bleacher/Basketball Goal Maintenance Fire Alarms Inspections Turf & Field Maintenance Turf Equipment Trim Trees NCDPI Engineering Services Elevator Service Agreements & Fire Alarm Monitoring Copier Lease SCHOOL IMPROVEMENTS 2001-02 Landscaping/Concrete Grady Brown Drinking Fountain Play Area New Hope Repair Columns A.L. Stanback Classroom Storage Cabinets Cameron Park Awning Cafeteria Door Cameron Park Security Camera System Cameron park Curtain Wall Dumpster Pad Cameron Park Carpet Replacement to Tile Central Elementary Mobile Units Lease Orange High, A.L. Stanback,Grady Brown Gym Production Lights Central Elementary Security System Central Elementary HVAC Replacement C.W. Stanford Safety Mats Gym Walls C.W. Stanford Wresting Mats Gym Floor C.W. Stanford HVAC Transportation HVAC Board of Education Production Lights Efland Cheeks Security Camera Efland Cheeks Carpet Replacement to Tile Grady Brown Gym Lighting Grady Brown Stair Treads Hillsborough Elementary Security Camera System Hillsborough Elementary Security Camera System New Hope Smoke Doors Orange High School Lockers for New Dressing Room Orange High Security Camera System Grady Brown Water Fountain Central 10 Orange County Schools Recurring Five Year Recap: 4/10/03 SCHOOL FURNITURE & EQUIPMENT 2001-02 Atl School Furniture & Equipment Allocation per ADM Large Floor Mats Grady Brown Air Compressors (2) Transportation Vehicle A A Orange County Schools 4/10/03 Recurring Capital Project Priority if Funding Were Re-Instated Grady Brown Floor Tile 60,000 Cameron Park Floor Tile 40,000 Efland Cheeks Floor Tile 40,000 Central Elementary Floor Tile 40,000 Grady Brown Doors 10,000 CW Stanford Door Replacement 18,000 Efland Cheeks Playground Fence 9,000 Efland Cheeks Bus Parking Lot 28,000 Central Elementary Drive Paving 25,000 New Hope Office Area Window 4,000 Orange High Safety Wall Padding 9,000 Central Elementary Breezeway 7,500 CW Stanford Gym Showerheads 8,000 CW Stanford Bleachers & Concrete Pads 16,000 AL Stanback Bleachers & Concrete Pads 26,000 Repairs to AL Stanback Track 7,500 Restriping AL Stanback Track 9,000 Orange High Bleachers and Concrete Pads 26,000 TOTAL $ 383,000 Chapel Hill-Carrboro City Schools Lincoln Center, 750 S. Merritt Mill Road Chapel Hill, North Carolina 27516-2881 The Board of Education Telephone: (919)967-8211 Ext. 226 FAX: (919) 933-4560 Neil G. Pedersen Superintendent Valerie Foushee, Chair Board of Education April 11, 2003 John Link, Manager Orange County 200 South Cameron Street Post Office Box 8181 Hillsborough, North Carolina 27278 Dear Mr. Link, Included is our response to your March 21, 2003 memorandum requesting information regarding our recurring capital program. There are two spreadsheets attached for your review. The first spreadsheet provides documentation on the use of funds from recurring capital for the past five years. The project descriptors are those used by the county to avoid any confusion. The second spreadsheet details those projects that have been eliminated or reduced due to the decrease in funding. This list also places those projects in priority order that we would like to complete. The projects listed in bold are particularly important to the district and have a major impact on the safety, health and environment that our students and staff study and work in. The boiler at Chapel Hill High School is not only inefficient but also difficult to maintain. Constant problems result in learning environments that are cold and damp. Funding for this project now would allow for summer replacement. The carpet removal and file replacement at Frank Porter Graham is an issue of indoor air quality. Our funding has paid for remediation of ducts, air handling units, and mold and mildew removal. Funding for the carpet project would complete our efforts there. Finally, several of our schools are not equipped with hot water in the classrooms. As hand washing becomes more critical in the fight against childhood illness, having hot water should be considered a sanitation issue. While these projects would be our priority, other items on the list deserve consideration. Our aging fleet of maintenance vehicles is becoming increasingly expensive to operate. Constant repairs are hampering our efforts to provide quick responses to school maintenance requests. You will also note the need to replace refrigerator units at our older schools. The average age of these units exceeds 35 years and maintenance is becoming more difficult and expensive. We hope this is an adequate response to your request and will be happy to provide any additional information that you may require. Sincerely, ~~ Neil Pede n Cc: S ve Scroggs ~od Visser CHAPEL HILL-CARRBORO CITY SCHOOLS RECURRING CAPITAL - 5 YEAR FUNDING ANALYSIS CATEGORY I PROJECTS 1998-1999 1999-2000 2000-2001 2001-2002 2002-2003 Abatement 25,000 25,000 30,000 30,000 _ Site Development 55,000 62,100 75 000 , 100,000 70,000 Playgrounds 75, 000 45, 000 Renovations 174,000 181,300 225,000 275,000 202,690 Flooring 40,000 40,000 50, 000 75, 000 25, 000 Roofing 270,000 280,750 260 000 240,000 110,000 CATEGORY II PROJECTS Furniture/Equip.-Schools Technology Equip. Classroom Furniture Copier Equip. Child Nutrition Equ. Cafeteria Furniture Cultutral Arts Equipment Custodial Equip. Administrative Equip. Support Services Equipment Print Shop Equip. Vocational Ed. Equipment CATEGORY III PROJECTS District Vehicles Transportation Veh. Contingency TOTALS 150,000 160,000 160, 000 160,000 60,000 60,000 70,000 150,638 20, 000 20, 000 20, 000 20, 000 60,000 65,000 65,000 65,000 30, 000 30, 000 35, 000 35, 000 5, 000 7, 500 10, 000 10, 000 10, 000 66, 500 5,000 12,500 10, 000 80, 657 12,500 7, 500 10, 000 80, 638 12, 500 7, 500 10, 000 12,500 7, 500 26,000 26,000 30,000 33,910 85,000 88,850 90,000 32,601 29,000 20,000 25,000 20,000 1,123,000 1,177,157 1,255,638 1,352,149 109, 035 85, 000 15,000 25, 000 7, 500 5,500 7, 500 55, 000 3, 000 3, 500 5, 000 773.725 CHAPEL HILL-CARRBORO CITY SCHOOLS Differed Capital Projects due to decreased Recurring Capital funding. Projects are listed in priority order with cost estimates. PROJECT ESTIMATE Chapel Hill High School -replace 1967 boiler 100,000 FP Graham -Primary Bld replace carpet with the in classrooms 70,000 Phillips MS -replaced damaged windows 51,500 Carrboro Elementary School -hot water in classrooms Ephesus Elementary School -hot water in classrooms 20,000 Estes Hills Elementary School -hot water in classrooms 18,500 Seawell Elementary School -hot water in classrooms 36,000 Maintenance Vehicles 72, 000 FP Graham -replace walk-in refrigerator/freezer 15, 000 Chapel Hill High School -replace refrigerator/freezer 25,000 Phillips MS -replace refrigerator/freezer 18, 000 McDougle Campus -intercom system 56, 000 McDougle MS -electric for stadium scoreboard 15, 000 Carrboro Elementary -replace refrigerator/freezer 18, 000 Phillips MS - water to baseball field 28, 000 Estes Hills Elementary School -canopy lighting 18, 000 Maintenance Equipment 17, 000 ECHHS-paint bathrooms and locker rooms CHHS-paint classrooms and hallways 18,000 Phillips MS -classroom painting 25,000 Scroggs -paint halls and stairwells 12,000 10, 000 ~m~ ~ ~ Prepared 4/17/03 ORANGE COUNTY CANDIDATES FOR POSSIBLE RESTORATION OF FY 2002-03 CAPITAL FUNDING Staff have identified the following two projects as priority candidates for capital funding restoration, should the BOCC determine that such funding can be provided during FY 2002-03. If not, staff proposes to address these two needs with operating budget and/or capital funds early in FY 2003-04. 1. 129 East King Street: Drainage around and under building During the renovation of the Purchasing Office at 129 East King Street, the Inspections Department noted improvements that were to be made to the area around and underneath the building to provide better drainage. The building is situated such that a significant amount of stormwater run off flows under the building to an unpiped stormwater connection located under the 129 building. The inspector was concerned that over time the foundation and the support system of the building could be compromised if left in its current condition. Further, the lack of drainage at the rear of the building causes water to run under the roll up door into the warehouse area during periods of heavy rain or long periods of rain. County Engineer Paul Thames has devised a plan to collect and route the water into the storm sewer. The job is somewhat challenging since the County owns no property to the sides of the building. Due to the significant amount of manual work that will be required to complete the excavation and concrete work, particularly underneath the building, the cost is estimated between $50,000--$55,000. 2. Old Courthouse: Exterior Wood Repairs Last spring, Commissioners allocated funds to complete clock and clock tower repairs at the Old Courthouse. The County, in partnership with the Town of Hillsborough, is in the process of having the clock restored. Staff has also identified a need to repair and paint the exterior wooden surfaces located near the roofline and on the clock tower. (It would be preferable to coordinate the painting project with the reinstallation of the clock to save costs because scaffolding would be required to complete both projects.) The anticipated cost to complete the painting project is $45,000 to $50,000. [volunteers Since 1968 /~ac-~,,me,~l` ORANGE EMS AND RESCUE SQUAD 261 South Churton Street Hillsborough North Carolina 27278 202 Roberson Street Carrboro North Carolina 27510 12 November 2002 Dear Orange County Board of Commissioners, In continuing discussions between Orange EMS and Rescue, Inc. (OEMSRS) and staff of Orange County, it has become apparent that the ability to provide coverage for the EMS transport component has become increasingly more difficult under the current configuration. Thus, OEMSRS supports a change in the process in order to address the matter for the continued high quality of EMS services to the citizens or Orange County. The Board of Directors of Orange EMS and Rescue, Inc. desires to transition the primary responsibility for staffing the EMS transport component from OEMSRS to Orange County. This transition should take place over a mutually agreeable timeframe, with the schedule and operational issues to be discussed between OEMSRS and Orange County forthwith. Over the course of this transition, OEMSRS feels it imperative to consider the following issues as they pertain to the employees, volunteer members of OEMSRS, and other services OEMSRS currently provides citizens of Orange County: We fully support the conversion of the current OEMSRS paid staff to that of Orange County employees. This will maintain the services of qualified staff experienced in the Orange County system, and would most readily perpetuate the current structure of the 1RV system. We further feel it essential to preserve a relationship between OEMSRS and Orange County to continue the involvement of volunteer members of OEMSRS for such purposes as providing EMT personnel on transport units (staffing ambulances, third person or additional ambulances) and during times of need (natural disasters or emergencies), to provide coverage for the increasing demand for EMS Special Events in Orange County, and to foster a learning environment for EMS and other health care related professions. We consider the Rescue services that OEMSRS provides essential to the overall ability of emergency services response to a variety of incidents in Orange County. We desire the County to recognize and acknowledge this and support the continued provision of Rescue services by OEMSRS now and in the future. We appreciate your time and consideration in this matter and look forward to a smooth transition, for the sake of Orange County, OEMSRS, and the citizens we serve. Please contact me if you have any questions or concerns. Respectfully, Matthew B. Dean Chairperson, Board of Directors, Orange EMS and Rescue, lnc. Cc: John M. Link, Jr., County Manager Nick Waters, Director, Department of Emergency Management Services 1 ! fGtChY°rcr~~ t. f L.~. Prepared 4/17/03 Emergency Transportation Transition From Orange County Rescue Squad to Emergency Management Progress Report In North Carolina, counties are mandated to provide, or ensure the provision of, appropriate Emergency Medical Services (EMS) to those in need of such services. EMS includes medical assessment, necessary stabilizing treatment, and ambulance transportation. Not all patients require every component of EMS, but each county must ensure that all components are available to its citizens. Throughout the state, there are many different models for providing this service. Orange County has three primary functional areas for EMS: • Emergency assessment and treatment • Emergency transport • Convalescent (non-emergency) transport Over the past few years, the County has periodically evaluated how it provides emergency and convalescent patient care and made various changes in how it delivers these services to patients. For example, in 1994, the Board of County Commissioners elected to privatize non-emergency transportation by granting non-exclusive franchises to two private corporations. The most significant change in the system occurred in 1996 when the County implemented the award winning Initial Response Paramedic Program. This service delivery model provides for paramedic response on every medical emergency call received by the County's 911 Center. The responding paramedic, who is a County employee, assesses the patient's needs and, if necessary, treats the illness or injuries. When medically necessary, Orange EMS & Rescue Squad (OEMSRS) staff provides emergency transportation in accordance with an existing contract between the Squad and the County. The existing contract provides for the Rescue Squad to staff ambulances and provide space in squad stations to house the County's ambulances. Squad staff is comprised of a mixture of non-paid volunteer, part-time paid, and full-time paid personnel. As compensation for providing staff and housing ambulances, the County pays the Squad a monthly stipend. It is also important to note that in addition to the stipend, Orange County purchases and maintains ambulances and emergency response equipment and supplies for the Squad to use. In recent years, the Squad has faced challenges with regard to staffing and volunteerism. Examples of the challenges include a decline in the number of volunteers that it has been able to recruit and retain along with a decrease in the amount of time 2 that volunteers are able to contribute. To that end, the Squad has been forced to increase the number of paid personnel to adequately provide emergency transporation services in order to comply with its contract with the County. As a result, the Squad's cost of providing emergency transportation services has increased significantly over the past several years. Within the last year, the Squad's Board of Directors has evaluated the organization's health and concluded that it is in the best interest of the Squad to stop providing emergency transportation. In essence, the Squad requested in a November 2002 letter to the BOCC that the County take over the transportation component of emergency medical services through a structured transition away from Squad-provided service. Upon receipt of the Squad's letter, County staff began evaluating various service delivery options. In order to be consistent with the County's 1995 EMS strategic plan, specific areas were explored and analyzed: • Quality of patient care including customer service and patient satisfaction • Compliance with County EMS protocol, policies, and procedures • Management of resources • Fiscal impact • Response time Staff analyzed three basic service delivery models to identify which one would best fit Orange County's EMS strategic plan. The models are described below: • Option A Mixture of paid and volunteer County and Squad personnel. Option B Privatization of the emergency transport function -much the way the non- emergency transport function was privatized in 1994. • Option C Transition the transportation function and associated staffing from a squad-provided service to a County staffed one. Following further discussions with Squad representatives, Option A no longer appears to be a viable option. Option B, privatization, offers some benefits such as the lowest per-unit dollar cost, because of economies of scale. Overall, staff found Option B weak in most of the areas analyzed. For example, experience with the County's non- emergency transportation service cause concern. The current non-emergency providers have been unable to provide timely convalescent services in some instances. 3 EMS has also received complaints from patients regarding their interactions with non- County convalescent transportation providers. Option C appears to offer substantial benefits when compared to the first two options. Transitioning all emergency medical functions to a single agency offers broad-ranging benefits to Orange County citizens and visitors including: • Assurance that emergency transportation services will be staffed and available for emergency response. • Unified management structure circumvents potential misunderstandings between field personnel who previously had different supervisors and different policies and procedures. • Implementation of a career ladder that enables basic-level EMTs to broaden their knowledge base through on-the-job training and move to the level of response paramedic. The absence of such an internal career ladder has been repeatedly identified as a stumbling block to effective recruitment and retention, both by the Squad and the County. • Comprehensive unified training efforts would enhance the ability of EMS to respond effectively in routine situations as well as in extraordinary ones. • Creation of a single chain of command would potentially improve operations during major incidents and disasters. • Better utilizes staff during special operations. Duties of employees can be easily flexed to meet the workload demands throughout the county, whether that demand is in EMS, Aging, or the Health Department. • Provides much improved opportunities for leveraged functions, particularly in the public health and education duties of EMS. • Offers a pool of consistently trained knowledgeable homeland security responders in the event of any terrorist incident. Next Steps To date, several meetings have been held with key County departments and Squad leaders to craft a transition plan that benefits the County while at the same time offers current Rescue Squad employees an opportunity to grow. Working groups have been established to examine specific components of the transition plan, and work is proceeding. The major components of the transition plan include staffing/training, equipment/facilities, and rescue services. 4 • County Personnel staff is collaborating with Squad representatives to develop a recommended process for a smooth transition of squad employees. • County Budget staff is exploring various staffing patterns and considering other expenses related to the transition to develop specific cost analyses and projections. • County Purchasing/Central Services staff is evaluating options for securing suitable ambulance basing locations around the county. At this point, the tentative date for the transition to occur is June 30, 2003. This approach ties the transition to the County's fiscal year and provides the Squad-to- County employees with health insurance coverage effective July 1, 2003. In the next few weeks County staff and Squad personnel will complete their analysis of the transition. As the Board may recall from the successful Solid Waste transition from the Town of Chapel Hill to Orange County in April 2000, it is necessary to complete the transition review and decision making process with sufficient lead time in advance of the actual transition effective date to allow for necessary employee transition activities, such as staffing, communications, benefits enrollment, payroll processing, and so forth. To this end, staff's plan is to bring transition matters to the Board of Commissioners in stages as outlined below to provide for the necessary consideration, approvals and lead time to meet a possible June 30 effective date. Stage Target Time 1. Present the transition proposal, including fiscal analysis, to the By May 13, Board for the Board's discussion and direction to staff. If the 2003 Board's direction is to proceed with the transition based on a June 30 effective date, then staff would proceed with the next steps below. 2. Present to the Board the proposed employee pay and benefits By May 20, administration for Rescue Squad employees transferring to Orange 2003 County for the Board's consideration and decision, including approval to establish positions and implement the proposed pay and benefits administration for employees. 3. Implement the Rescue Squad transition to Orange County By June 26, Emergency Management with adoption of the 2003-04 budget. 2003 MEMORANDUM To: John Link, County Manager From: Gayle Wilson, Solid Waste Management Director Subject: Alternative Finance Education Efforts Date: April 15, 2003 The Solid Waste Management staff and SWAB members have undertaken some efforts over the past two months at educating the public and local elected officials about alternative financing in Orange County. Highlights of those efforts to date include: • Presentation to Board of Orange County Commissioners: February 26 (Sassaman and Wilson, Jeff Hughes, power point), • Presentation to the Carrboro Board of Aldermen March 17 (Sassaman and Wilson, power point), • Presentation to the Chapel Hill Town Council March 24 (Sassaman, question and answer, with planned future followup), • Presentation to Hillsborough Board of Aldermen April 14(Sassaman and Wilson) • Newspaper articles in Chapel Hill News March 5, Watching Our Wasteline, reprinted in News of Orange March 19, Editorial Chapel Hill Herald on the necessity of solid waste fees, 2 news articles in Chapel Hill Herald: • March Radio interviews: WCHL 1360AM, Muriel Williman (education and outreach staff), WUNC Gayle Wilson • Web information: The following is now posted on the Orange County Web Site, Under the Solid Waste Department page: "What's New" there is a brief directing the reader to the following items: Report from SWAB to BOCC (February 24, 2003 (revised), Memorandum from SWAB to BOCC on financing March 25, 2003 and Power Point Presentation on Solid Waste financing given to Carrboro Board of Aldermen and Hillsborough Board of Alderman and submitted for presentation to Chapel Hill Town Council, and ~ Front Page article in Waste Matters, County-wide newsletter published Apri12003. Upcoming, scheduled further outreach includes the following: • Inclusion of brief in Lake Ellen Homeowners Association Annual newsletter, scheduled for publication in June, 2003, • Submitted for inclusion in 24 Chapel Hill HOA newsletters newsletters, • Article to be included in Chapel Hill Carrboro Chamber of Commerce monthly'niche' publication Business Today that is inserted into Chapel Hill Herald and distributed to Chamber members for May, • Article to be included in Orange/Hillsborough Chamber of Commerce publication in May and posted on their.web site, • Article in Weaver Street Market's monthly newsletter in May (circa 25,000), • Briefing to Chapel Hi1UCarrboro Chamber's monthly May meeting of governmental affairs committee, and • Development of article for insertion in June issue of "Trash Talk" a quarterly publication of the Triangle Regional. Solid Waste Planners Committee, inserted into 4,000 landfill and private waste hauler bills sent throughout the Triangle. Unscheduled but planned outreach *: • Editors' Meeting • Paid Advertisements * Once the BOCC indicates its financing preferences we will move to a more substantive discussion of the preferred financing mechanism. Some education/outreach options/venues are pending based on future BOCC guidance/direction. 1)~1p,i ' ` ~ ~' MEMORANDUM To: John Link, County Manager From: Gayle Wilson, Solid Waste Director Subject: Questions Raised By BOCC -February 26, 2003 Date: April 16, 2003 The following questions were raised by the Board of County Commissioners at their February 26, 2003 work session. Solid Waste departmental staff have developed the following responses: 1. [Would we] allow other counties to partner [with us in the M1ZF/WTS]? Implementation of the recommended Comprehensive Prepaid Solid Waste Services Fee does not preclude in any way the potential for partnering with other jurisdictions regarding the development of a Materials Recovery Facility, Transfer Station or other facility. Each partnering opportunity should be evaluated based on the specific costs/benefits of the suggested project. As partnering opportunities arise the SWAB would be available to assist the BOCC in evaluating pros and con's of the prospective partnering arrangement. 2. How much will governments pay [for tip fees if we maintain status quo]? Based on FY 2001/2002 billing records, county jurisdictions paid tipping fees as follows: • Chapel Hill - $911,639 • Carrboro - $327,506 • Orange County - $483,937 • Hillsborough - $124,583 (Hillsborough franchised its commercial collections since FY 01/02 so the estimate provided is for FY 2002/2003 YTD residential billing, annualized.) Future year fees charges to the towns would be similar to or more than those provided above for 2001/2002. While the per capita volume of waste disposed of in the landfill (or through a future waste transfer station) would decrease, increases in population and in disposal costs could offset that per capita disposal volume and thus increased costs to the jurisdictions maybe anticipated. 3. (In writing) why is it good to eliminate the (mixed solid waste) tipping fee. Tipping fee revenue paid to the Solid Waste Enterprise Fund provides the funding for county disposal operations as well as the vast majority of financing for the county's extensive recycling and waste reduction operations. The enterprise fund receives no direct appropriation from the General Fund and has operated essentially as aself-funding governmental business for the past 30 years. Over that period tipping fees have risen due to general economic conditions, greatly expanded environmental regulations, an interest in and dedication to waste reduction resulting in the implementation of a number of successful recycling and toxicity reduction programs that have made local waste management programs among the most respected in the state. As a consequence of increasing costs, program expansions and unequalled success in the state in reducing per capita waste disposal, tipping fee revenue resulting from landfill disposal has declined and is no longer a reliable source of funding for the local solid waste management system. Therefore, we believe continuing a financial system that is based on the quantity of waste disposed would be unwise if there are other financial models available. Simply raising the fees to compensate for the diminishing quantities of waste is not practical because our fees are already 2"d highest in the state and waste haulers will simply shift wastes to other, lower cost landfills. Elimination of the present tipping fee system will result in benefits to all of the stakeholders associated with the solid waste operations in as much as it will remove the reliance on disposal to provide a stable, equitable, and flexible source of funding to maintain a high quality integrated solid waste management system. According to the SWAB recommendation, tipping fees would continue for construction and demolition waste as well as for vegetative wastes (although vegetative wastes are actually recycled and not disposed). Citizens Citizens would benefit by virtue of some increase in equity associated with afee-based financing for waste services; • All potential users (taxpayers and non-taxpayers) would share in the costs of available county- provided services based on the level of service available to the user - i.e., level of recycling services, availability of disposal facilities, and availability of hazardous waste, yard waste, electronics, and C&D disposaUrecycling opportunities. • Those for whom the facilities are presently available are those who will pay the appropriate fees. Thus, the pending costs for closure of the landfill, anticipated to occur in 2009, will be collected between now and 2009 by accrual of a Landfill Closure Reserve Fund. • Individual jurisdictions would be free to provide "fee relief' for any citizen groups or not-for- profit entities within their jurisdiction. • Citizens (primarily in the unincorporated areas) who use private refuse collection services should see their monthly cost significantly reduced. Individual Jurisdictions Individual jurisdictions are responsible for collection and transportation of solid waste generated within their boundaries. At present, in addition to the costs of collection, individual jurisdictions also pay significant tipping. fees, as described in item 1 above, for disposal of solid waste. The SWAB recommendation would eliminate mixed waste tipping fee expenses (as illustrated in #2 above) for the Towns and County because of the prepaid fees, and individual jurisdictions would be in a position 2 to lower their tax rates proportionally, if so desired. Individual jurisdictions would no longer have to assess taxes required to pay tip fees, although some .level of tip fees would remain, such as for C&D (which governments seldom deliver) and yard waste. Towns would still be free to implement PAYT systems to recover some or all collection costs. Solid Waste Enterprise The single most important core element of funding solid waste management is the stable and predictable financing of the solid waste system. Prepayment for a bundle of services that would include operation of landfill and other elements of our system including recycling system, HHW collection, administrative aspects, will stabilize the funding of the Solid Waste Enterprise. While it maybe argued that elimination of the tipping fees and institution of a comprehensive service fee to cover both solid waste disposal and recycling may remove any incentive for recycling, it is noted that there is, at present, no specific incentive for recycling, except for the four "E's" -Ease, Ethics, Expectations, and Education, yet Orange County leads the state in its per capita volume of waste diverted to recycling. There is reason to believe that with increased availability of even more recycling options, as well as aggressive education and program outreach, our levels of recycling will continue to grow. The comprehensive prepaid fee coupled with the also recommended franchising of local haulers will create a legally permissible economic flow control as waste haulers have no incentive to go elsewhere. Presently, haulers that deliver their Orange County waste to outside facilities do not contribute their share of funding for non-disposal services. Private Haulers With the mixed solid waste collected within the county having the disposal fee prepaid, hauler fees would presumably be charging customers only for collection, making private waste collection significantly more competitive and resulting in a substantial lowering of fees for hauling waste. Many large private haulers, with access to a dedicated (self owned) landfill have a competitive advantage that discourages smaller operators, will no longer have a competitive advantage. This should encourage competition for waste hauling services from local entrepreneurs who no longer have to compete for disposal space, resulting in lower costs (from competition) for those who avail themselves of commercial services. Indeed, this may well cause the individual jurisdictions to reconsider whether or not they may well turn over commercial and even residential collection to a franchise operation. 4. Private haulers -how do they adjust their fees? Private haulers will need to adjust their fees to be competitive. Since those large haulers with owned or otherwise captive disposal facilities will no longer have a competitive advantage, additional smaller haulers will be able to compete. Also see #3 above. ORANGE C~LJNTY o o NORTH CAROLINA CELEB12ATiN (: 250 YEABS t ~L.V'1Y1~~i 7~ ~ Orange County Personnel Department 208 South Cameron Street Post Office Box 8181 Hillsborough, NC 27278 Elaine Holmes Director Tel (919) 245-2550 Fax (919) 644-3009 www.co.orange.nc.us MEMORANDUM April 15, 2003 TO: Orange County Board of Commissioners John Link, County Manager FROM: Elaine Holmes, Personnel Director SUBJECT: Hiring Freeze Update This is to update you on the status and experience to date with the hiring freeze implemented for fiscal year 2002-03. Effective with the adoption of the 2002-03, the Board of Commissioners adopted a hiring freeze effective July 1, 2002 through June 30, 2003. The hiring freeze applies to non-critical permanent positions openings funded from the County's general fund. It provides that anon-critical opening may not be filled for six months following the separation date of the previous incumbent. The Board provided that critical openings required to provide essential services such as those related to related public safety, health and protective services and others as designed by the Manager could be filled. The Board instituted the hiring freeze as a cost savings measure for 2002-03. The projected cost savings from the freeze was about $740,000. During the period from July 1, 2002 through April 7, 2003, there have been 76 job openings. Of these: • 37 openings were in positions designated as critical such as Deputy Sheriff, Paramedic, Telecommunicatorand Child Protective Services Social Worker and not affected by the freeze • 28 openings were non-critical openings and were frozen. Of these, 9 presently are frozen and are in the following departments. / Economic Development - 1 / Personnel - 1 / Planning - 1 / Public Works - 3 An Equal Opportunity/Affirmative Action Employer -2- / Social Services - 3 • 11 openings were in non-critical positions but were designated as critical after the department head's request and Manager's review. These fell in the following departments: / Child Support - 2 / Planning - 2 / Public Works - 2 / Recreation and Parks - 1 / Social Services - 4 As to the cost savings, the Budget Office has been tracking this. Budget calculates that through the end of February the County has realized about $584,000 in cost savings and that the County is on track to achieve the projected $740,000 in cost savings for this fiscal year. We appreciate the department heads and their staff who've worked cooperatively and creatively in support of the cost savings objective. Please let me know if you have any questions. cc: Donna Dean Rod Visser