MINUTES
STATE
OF
The Henderson County
Board of Commissioners met for a special called meeting at
Those present were: Chairman Bill Moyer, Vice-Chairman Charlie
Messer, Commissioner Larry Young, Commissioner Chuck McGrady, County Manager
David E. Nicholson, Assistant County Manager Justin Hembree, Acting County
Attorney Russell Burrell, and Clerk to the Board Elizabeth W. Corn.
Commissioner Shannon Baldwin arrived a little late, about
Also present were:
Planning Director Karen C. Smith, Budget and Management Director Selena
Coffey, County Engineer Gary Tweed,
Finance Director J. Carey McLelland, and Deputy Clerk to the Board Amy
Brantley.
CALL TO ORDER/WELCOME
Chairman Moyer called
the meeting to order at
The Board had already
received copies of the 2005 Strategic Plan in notebook form for their review.
2005 STRATEGIC PLAN
At the Board’s
mid-December meeting, Mr. Nicholson had offered staff’s assistance to develop a
first draft of the Strategic Plan based on discussion of the Board. Staff learned a lot last year from the
Consultant (Steve Allen) for that retreat.
In the end, staff did most of the internal work. Knowing what things were in the County Comprehensive
Plan and in the Capital Improvements Plan as well as other projects that had
been discussed, Mr. Nicholson felt staff could draft a Strategic Plan for the
Board to review and revise as needed. The Management Team had taken a day and
devoted most of it to the draft of this Plan.
Mr. Nicholson asked the
Board to turn to the section on Plan Elements and began discussion on Goal #5:
To Implement the Projects
within the Capital Improvements Program.
Chairman Moyer stressed
that the introduction of the Plan was well done and makes a good statement and
suggested that everyone read that individually at some point.
Strategy 5.1: Complete the Jail Demolition Project.
Action Steps:
1.
Complete
planning phase. (Feb. 05)
2.
Bid
project. (March 05)
3.
Award
contract for project (April 05)
4.
Construction
completion (Sept. 05)
Mr. Nicholson updated
the Board on this project, stating that the real issue is the wall to the annex. An engineer has looked at it and is coming
back for a second look. When the annex was built it was built up against the
jail. We’re not certain if we can save
that wall and what might have to be done to the annex was either to tear down
the wall or to save it. Staff will develop a plan and bring it back to the
Board of Commissioners for final approval. The project is still on time and we
plan to bid the project in March.
Another big issue is
whether we will be able to utilize federal funds if we tear down the old
jail. The Chair of the Historic
Courthouse Corporation still believes that the monies will still be available
to
Commissioner Baldwin
arrived at this point in the meeting.
Strategy 5.2: Complete the construction of a new Animal
Shelter.
Action Steps:
1.
Complete
planning phase. (Feb. 05)
2.
Bid
project. (March 05)
3.
Award
contract for project. (April 05)
4.
Begin
construction. (May 05)
5.
Complete
construction. (Feb. 06)
6.
Occupy
new shelter. (March 06)
Mr. Nicholson had
previously given the Board an up-dated estimate; however, we are looking at a
number of alternates on that facility. Some
discussion followed regarding some of the alternates. The project is currently
on time. The footprint of the building
is 9,800 sq. ft.
Strategy 5.3: Complete the renovation of the Historic
Courthouse.
Action Steps:
1.
Complete
planning phase. (July 05)
2.
Bid
project. (August 05)
3.
Award
contract for project. (Sept. 05)
4.
Begin
construction. (Oct. 05)
5.
Complete
construction. (July 05)
6.
Mr. Nicholson had
distributed to the Commissioner’s mailboxes this week some backup materials on
this project, some first drafts of the floor plans of the Historic Courthouse.
The Board had asked him to determine whether or not it was logical from a
standpoint of space within the facility to move
Mr. Nicholson also had
provided for the Board two documents from the City of
Strategy 5.4: Complete the construction of the
Action Steps:
1.
Complete
planning phase. (Feb. 05)
2.
Bid
project. (March 05)
3.
Award
contract for project. (April 05)
4.
Begin
construction. (May 05)
5.
Complete
construction. (May 06)
6.
Social
Services, Health, and Veterans Services relocate to the new human services
building. (June 06)
These plans will go to
the Department of Insurance on February 1.
They have to approve a plan of this size. The architects have met with the city staff
to go through the city planning process.
The architects will provide Mr. Nicholson with a calendar tomorrow of
the city approval process. Mr. Nicholson
stated that the key is to keep this project in line with the School Financing
Project (Dana School Project). Staff is currently working on the financing
calendar.
Strategy 5.5: Complete the Facility Transition Plan included
within the Capital Improvements Program.
Action Steps:
1.
Sheriff’s
Department to relocate to occupy former
2.
Land
Development Departments relocate to former
Mr. Nicholson stated
that 5.5 assumes that we will acquire the property from the Hendersonville
Water Department. Of course, the Board
will have to make the final decision on that.
So really #1 should be to consider the acquisition of the City Water
Department property. (March 05)
Mr. Nicholson informed
the Board that we have engaged our MIA Appraiser (locally) to appraise the
property. This week we will be doing a
HAZMAT Study of the building to see if there are any hazardous materials that
we will have to deal with as well as a phase I Environmental Study of the
property.
Chairman Moyer reminded
the
Mr. Nicholson stated
that due to a mix-up the City hasn’t hired their appraiser yet.
There followed some
discussion of the proposed location of the main
Strategy 5.6: Complete
the construction of the Solid Waste 2nd
Action Steps:
1.
Award
engineering contract. (March 05)
2.
Complete
designs. (Oct/Nov 05)
3.
Bid
project. (Nov. 05)
4.
Award
construction contract. (Jan. 06)
5.
Complete
construction. (Jan. 07)
Gary Tweed reminded the
Board that at about the end of 2007 our construction & demolition landfill
will be closing, permits are up at that timeframe and the State has informed us
that they don’t want us to expand it in that area. Mr. Tweed stated that we get about 20,000
tons per year of material that he will have to start transferring off that
site. When we opened the transfer
station we ran 37,000 tons through it and we ran 63,000 tons through it last
year. We were peaked out most days. In addition, the concrete work in the
original bay needs to be resurfaced. It
has to be shut down to resurface it.
Staff proposes that we build a second bay. The engineers are working on the contracts
for their engineering services.
Strategy 5.7: Complete
relocation of the County’s
Action Steps:
1. Negotiate
with
2. Analyze
long-term feasibility of utilization of former
3. If feasible,
develop a plan for utilization of building and construction of ambulance bays.
(FY 05-06)
Strategy 5.8: Occupancy
of the new
Action Steps:
1.
Approval
of lease contract with
2.
Occupy
the facility. (Feb. 05)
Mr. Nicholson reminded
the Board that at their last meeting they approved a lease with the
Strategy 5.9: Begin
the planning and design for a multi-use recreation building.
Action Steps:
1.
Recreation
Advisory Board to begin work with architect to design building. (March 05)
2.
Development
of a public input plan for development of building. (March 05)
3.
Set
aside funds in capital reserve for funding a PARTF grant match. (July 05)
4.
Develop
a PARTF grant application for multi-use recreation building. (Nov.-Dec. 05)
Justin Hembree reminded
the Board that this was a part of the CIP but is also a part of the Recreation
Department Master Plan Priority List. On
that Priority List #1 were new tennis courts at Jackson Park, which have now
been completed. The tennis courts came
in considerably under budget due to much of the work being done by Recreation
staff and Central Services staff.
Mr. Hembree explained
that staff hopes to acquire a PARTF grant to pay for about half the cost of the
multi-use recreation building.
Strategy 5.10: Development
and implementation of plans for Etowah Library.
Action Steps:
1.
Coordinate
with community committee to locate possible site for new branch library in
Etowah. (FY 05-06)
2.
Begin
planning and design for new branch library. (FY 05-06)
3.
Bid
Project. (FY 06-07)
4.
Award
contract for project. (FY 06-07)
5.
Begin
construction. (FY 06-07)
Justin Hembree explained
that this is also in the Capital Improvement Plan. A bequest has been set aside for a new
library in the Etowah community and will be used for this project. Fletcher and Etowah are the two branches that
see the highest circulation of all the branch libraries.
Chairman Moyer asked Mr.
Nicholson to explain why Fletcher was not listed in the CIP for replacement.
David Nicholson
explained that the Fletcher Library is a high priority and that we only own the
footprint of the building that we are in at the Fletcher Library. In actuality
it is owned by the Foundation. All the property, all the way around the
library, is still owned by the family that let us have the footprint. So the chance of expanding that facility is
not good. Henderson County Staff has
been working with the Town of
Strategy 5.11: Development
and implementation of plans for Tuxedo Library & Park.
Action Steps:
1.
Await
decision by
2.
Collaborate
with the Library Board of Trustees and the Recreation Advisory Board to
determine possible uses for the Tuxedo property. (FY 05-06)
3.
Demolition
of former school buildings. (FY 05-06)
4.
Begin
planning and design for project. (FY 05-06)
5.
Bid
project. (FY 06-07)
6.
Begin
construction. (FY 06-07)
Justin Hembree informed
the Board that this project has been included in the Capital Improvement
Plan. We are awaiting a decision from
the Board of Education to declare the current property there, the old
Strategy 5.12: Continue
collaboration with Public Schools and Community College representatives to
finalize and implement facility plans.
Action Steps:
1.
Continue
to work with the Joint School Facilities Meetings to discuss Public Schools’
projects. (Jan. 05)
2.
Create
a
3.
Work
collaboratively with both entities to develop financing packages for facility
construction. (FY 05-06)
There was some
discussion at the last Joint Facilities Meeting that the School Projects had
grown from $5.5 million to $13 million, partly due to the soil problems at the
current
Karen Smith reminded the
Board that we would be reviewing the Comprehensive Plan a little later but
there are several strategies here that address the coordination of planning on
both the school sites, recreation sites, transportation, and other issues, even
with what we have in place there is room to do more.
There was discussion
about fund balance and about indebtedness.
2020 COUNTY COMPREHENSIVE PLAN
Karen Smith introduced a
new staff member to the Board, Lori Sand, who is the staff responsible to
implement the issues associated with the CCP (County Comprehensive Plan).
Karen Smith reviewed the
next 23 items with the Board:
Goal I of Plan Elements: To implement Phase I of
the 2020
Goal I strategies were
taken from the County Comprehensive Plan (CCP). The strategies within the
Strategic Plan are listed as “recommendations” [presented in brackets] within
the CCP. Because the Strategic Plan represents
the County’s short-term work plan, only phase I and ongoing action strategies
from the CCP are included within this document.
Target dates for all action steps are presented in parentheses.
Strategy 1.1: Support
the development of the industrial sector of the economy by implementing the
recommendations of the Lockwood Greene Study. [E-01]
Action Steps:
1.
Work
with the Partnership for Economic Development and other entities to implement
elements of the Lockwood Greene Study. [E-01-A] (FY 05-06, Ongoing)
a.
Increase
the supply of prepared industrial sites and buildings, and make them available
on a cost competitive basis. (Ongoing)
Mr. Nicholson informed
the Board that he had been having some discussions with the folks from the
Chamber of Commerce and the Partnership for Economic Development about an
Industrial Park issue. They are working
on a proposal to bring to the Board of Commissioners. The issue of increasing
our supply of industrial parks is something the Chamber and the Partnership are
taking very seriously.
2.
Conduct
a Countywide Industrial/Commercial Zoning
Study.[E-01-B] (FY 04-05)
There was some
discussion of what the Board could do immediately to help protect some
industrial properties in our community.
Staff will bring a recommendation back to the Board at the next Board
meeting.
Strategy 1.2: Support
the development of the commercial sector. [E-02]
Action Steps:
1.
Explore
ways to support and expand programs and policies that promote local businesses
and locally produced products. [E-02-C] (Ongoing)
Strategy 1.3: Promote
appropriate, compatible tourism. [E-03]
Action Steps:
1.
Participate
in the development of a Heritage Tourism Plan. [E-03-D] (FY 04-05)
Strategy 1.4: Pursue
innovative approaches to regional economic development initiatives. [E-04]
Action Steps:
1.
Identify
and act upon opportunities for joint economic development projects with
municipalities, neighboring jurisdictions, and area economic development
entities. [E-04-E] (Ongoing)
2.
Take
a leadership role in developing the
3.
Identify
any economically distressed areas of the county and explore revitalization
measures. [E-04-G] (Ongoing, During community planning process)
4.
Pursue
legislation and solicit regional and statewide support to further economic
development initiatives. [E-04-H] (Ongoing)
5.
Continue
to budget funds annually for economic development initiatives. [E-04-I]
(Ongoing)
Strategy 1.5: Reduce
Farmland Loss. [A-01]
Action Steps:
1.
Promote
and expand voluntary agricultural districts to minimize land use conflicts and
to protect farmers’ right to farm. [A-01-B] (Ongoing)
2.
Ensure
that County-funded economic development programs and projects support farmland
protection. [A-01-C] (Ongoing)
Strategy 1.6: Expand
access for agricultural enterprises to economic development and tourism
promotion programs and support services. [A-02]
Action Steps:
1.
Explore
ways to make County economic development incentives more readily available to
agriculture-related businesses. [A-02-D] (FY 05-06)
2.
Provide
maximum benefits under Present Use Valuation Taxation program. [A-02-E] (FY
06-07)
3.
Provide
Ongoing training and technical assistance to farmers. [A-02-F] (Ongoing)
4.
Promote
agricultural products that are produced in
5.
Identify
an agricultural proponent or facilitator. [A-02-H] (FY 05-06)
Strategy 1.7: Minimize
the potential for damage to personal property, infrastructure, and life due to
flooding. [N-01]
Action Steps:
1.
Adopt
a Flood Hazard Prevention Ordinance. [N-01-A] (FY 04-05)
2.
Enforce
the Flood Hazard Prevention Ordinance. (FY 05-06)
3.
Investigate
measures to maintain the open and free flow of all perennial streams in the
county. [N-01-B] (Ongoing)
4.
Consider
participation in the National Flood Insurance Program. {N-01-A] (FY 05-06)
Strategy 1.8: Protect
Water Quality. [N-02]
Action Steps:
1.
Support
water quality protection and restoration programs in
2.
Identify
and incorporate Sedimentation and Erosion Control standards and requirements
into County land development ordinances. [N-02-D] (FY 05-06)
3.
Begin
enforcement of Sedimentation and Erosion Control standards within County land
development ordinances. (FY 06-07)
4.
Identify
and incorporate Stormwater Management standards and requirements into County
land development ordinances. [N-02-E] (FY 05-06)
5.
Begin
enforcement of Stormwater Management standards within County land development
ordinances. (FY 06-06)
Strategy 1.9: Promote
development patterns that respect sensitive mountainous areas. [N-03]
Action Steps:
1.
Maintain
current protected mountain ridge requirements and improve enforcement. [CCPGMS]
(Ongoing)
Strategy 1.10: Identify
and implement measures to protect the region’s air quality. [N-04]
Action Steps:
1.
Implement
Early Action Compact plan elements for
Strategy 1.11: Protect
key sites of historical and cultural significance from development. [N-05]
Action Steps:
1.
Amend
CCP Implementation Schedule to accommodate current cemetery issues. (March 05)
2.
Conduct
an inventory of historic/culturally significant sites/structures, as related to
cemetery issues. [N-05-A] (FY 05-06)
Karen Smith stated that
#2 may get done a little sooner due to the recent formation of the Cemetery
Committee and staff working with them.
Strategy 1.12: Meet
recreation needs through 2020. [R-01]
Action Steps:
1.
Create
a countywide recreation master plan. [R-01-A] (FY 06-07)
2.
Utilize
“Level of Service” analysis in recreation planning. [R-01-B] (Ongoing)
3.
Enhance
recreational space requirements within land development ordinances. [R-01-C]
(FY 05-06)
4.
Integrate
public schools and recreation planning. [R-01-D] (Ongoing)
Strategy 1.13: Form a
community and regional greenway network [R-02]
Action Steps:
1.
Integrate
recreation and transportation planning. [R-02-E] (Ongoing)
2.
Develop
a strategy for the reuse of rail lines in
Commissioner Baldwin
raised the subject of establishing a regional rail system, commuter train.
Strategy 1.14: Identify
and act upon practical options for inter-local cooperation and consolidation in
recreation planning, funding, and management. [R-03]
Action Steps:
1.
Identify
Staff responsible for grant acquisition. [R-03-G] (FY 05-06)
2.
Promote
the county’s recreation infrastructure as an economic asset. [R-03-H] (Ongoing)
Strategy 1.15: Promote
a diverse range of home ownership and rental opportunities. [H-01]
Action Steps:
1.
Participate
in the development of a countywide affordable housing plan. [H-01-C] (FY 05-06)
2.
Develop
a formal fair housing complaint procedure. [H-01-D] (FY 04-05)
3.
Continue
participation in the scattered site rehabilitation program and other similar
federally and state-funded programs. [H-01-F] (Ongoing)
4.
Develop
a, or support an existing, housing information center. [H-01-G] (FY 06-07)
5.
Lead
the establishment of an affordable housing trust fund. [H-01-H] (FY 05-06)
Strategy 1.16: Develop
and maintain a high-quality transportation network, and continue to provide
leadership at every level in transportation planning. [T-01]
Action Steps:
1.
Adopt
and implement a multi-modal transportation plan. [T-01-A] (FY 05-06)
2.
Identify
and incorporate access management standards and requirements into County land
development ordinances. [T-01-B] (FY 04-05)
3.
Continue
to support public transportation in
4.
Integrate
recreation and transportation planning. [T-01-D] (Ongoing)
5.
Continue
active leadership of, and participation in, the French Broad River Metropolitan
Planning Organization (FBRMPO). [T-01-E] (Ongoing)
Justin Hembree announced
that Beverly Williams will be at the TAC meeting on Thursday to present the
highway portion of the transportation plan.
Strategy 1.17: Take a
leadership role in sewer and water planning and work towards the
regionalization of water and sewer policy-making and operations. [SW-01]
Action Steps:
1.
Support
the development of a countywide sewer and water master plan. [SW-01-A] (FY
04-05)
2.
Formalize
and solidify the role of the LGCCA Joint Sewer & Water Advisory Council.
[SW-01-B] (FY 05-06)
3.
Integrate
schools and sewer/water planning. [SW-01-E] (Ongoing)
4.
Prioritize
extensions to economic development sites. [SW-01-F] (FY 05-06)
Strategy 1.18: Maintain
existing policies and programs, and explore further measures, to protect and
enhance the quality of public drinking water sources. [SW-02]
Action Steps:
1.
Continue
to identify areas of septic failure and addressing these through existing
remediation programs and through the countywide sewer and water master plan.
[SW-02-H] (Ongoing)
Strategy 1.19: Take a
leadership role in school facilities planning. [PS-01]
Action Steps:
1.
Continue
to participate in the Joint Schools Facilities Committee. (Ongoing)
Strategy 1.20: Promote
schools to function as focal points for communities. [PS-02]
Action Steps:
1.
Develop
a long-range public school facilities master plan. [PS-02-A] (FY 06-07)
2.
Consider
incorporating mechanisms that link public school capacity and long-range public
schools master plans to the land development permitting process into County
land development ordinances. [PS-02-B] (FY 06-07)
3.
Establish
site selection criteria for new schools and site design criteria for all
schools. [PS-01-C] (FY 05-06)
Strategy 1.21: To
direct growth to areas where essential services and infrastructure are present,
and protect sensitive natural areas and key historic/cultural resources from
extensive development. [GMS-01]
Action Steps:
1.
Manage
land uses according to the Growth Management Strategy and the Future Land Use
Map. [GMS-01-A] (Ongoing)
2.
Develop
a Land Development Code (i.e. Zoning Ordinance Rewrite). (FY 05-06)
a.
Consolidate
existing land development ordinances into a single Land Development Code (i.e.
Zoning Ordinance Re-write). [GMS-01-B]
b.
Incorporate
principles from the Growth Management Strategy into a new Land Development
Code. [GMS-01-C]
c.
Revise
County ordinances to allow the private sector to develop a broad range of
housing choices. [H-01-A]
d.
Maintain
an adequate supply of land zoned to allow the placement of manufactured housing
in appropriate areas, and improve the appearance, quality, design, and
maintenance of manufactured homes and the lots and manufactured home parks in
which they are located. [H-01-B]
3.
Adopt
and begin enforcing the Land Development Code. [GMS-01] (FY 06-07)
Strategy 1.22: Coordinate
planning with the county’s municipalities and other governments within the
region. [GMS-02]
Action Steps:
1.
Present
the Henderson County 2020 Comprehensive Plan to the county’s municipalities, and
obtain their support and suggestions for improvement. [GMS-02-D] (FY 04-05 – FY
05-06)
2.
Develop
a Joint land Use Planning Program with the municipalities, administered through
the LGCCA. [GMS-02-E] (FY 05-06)
3.
Study
the use and application of impact fees and other alternative revenue sources in
order to support service provision and to reduce the impacts of growth upon the
property tax rate. [GMS-02-F] (FY 04-05)
Strategy 1.23: Begin
community planning process. [CCP, Section 4, Implementation Steps]
Action Steps:
1.
Amend
CCP Implementation Schedule in order to accommodate for the completion of the
Land Development Code. (March 05)
2.
Begin
the NC 191 South/Mills River East small area plan. (FY 05-06)
3.
Begin
the Etowah/Horseshoe/Mills River South small area plan. (FY 05-06)
4.
Begin
the
5.
Begin
the
David Nicholson reviewed
Goal #2 with the Board.
Goal #2: To improve service delivery to the
County’s citizens via technology enhancements.
Strategy 2.1: Develop
a funding plan to upgrade the current wireless emergency communications system.
Action Steps:
1.
Research
options for upgrading the current wireless communications system. (Jan 05 –
July 06)
2.
Determine
the resources necessary to upgrade the current communications system. (Aug 06 –
Aug 07)
3.
Begin
building reserves for the system. (Begin July 05, Ongoing)
4.
Develop
a timeline for implementation. (Begin Aug 07)
Rocky Hyder explained
that the Communications Committee is currently working on a communication
system for our emergency respondents, looking to the future. We don’t know what kind of system we need
right now. We know some elements that we
want to be part of our system. We know
that we want to have voice communications as well as data, as well as video and
we want tracking systems for our law enforcement officers so if we’re not able
to be in touch with them we can send units out to back them up. There are a lot of elements that have been
identified that we know we want as part of the system. Right now it is uncertain as to even what
frequency that this system may be on because of activities at the federal and
the state level. It’s almost foolish to
aggressively pursue a project right now because the state and the federal
government have to decide what the frequency is going to be that we will be
able to work within. Mr. Hyder stated that this is a project forthcoming that
will require a substantial amount of funding as a capital project. Some funding
streams have been identified that may be addressed early so that we can begin
to build capital reserves for the project.
Strategy 2.2: Update
the County’s Strategic Information Technology Plan (SITP) to enhance services
to the County’s citizens.
Action Steps:
1.
Research
options for technology enhancements such as County extranet and intranet (July
05)
2.
Present
SITP for review. (Dec 05)
3.
Budget
for technology enhancements. (June 06)
4.
Implement
technology enhancements. (July 06 – June 07)
Selena Coffey reviewed
these action steps with the Board explaining the difference between extranet
and intranet.
Goal 3: To
improve the County’s financial position.
Strategy 3.1: Increase
the amount of undesignated fund balance to a minimum of 12%.
Action Steps:
1.
Research
examples of fund balance policy statements. (Feb 05)
2.
Determine
practical methods for improving fund balance reserves. (Feb. 05)
3.
Draft
fund balance policy statement. (March 05)
4.
Adopt/implement
policy statement. (April 05)
Strategy 3.2: Develop
a debt issuance policy.
Action Steps:
1.
Research
other entities’ policy examples. (Feb 05)
2.
Draft
policy statement. (March 05)
3.
Submit
for Board Review and approval. (March 05)
4.
Monitor
for compliance annually during budget process and development of CIP. (Ongoing)
Carey McLelland reviewed
the items in Goal 3 with the Board.
Goal 4: To
evaluate County programs in context of the mission statement and service
delivery expectations
Strategy 4.1: Implement
the Compensation & Classification Study.
Action Steps:
1.
Review
draft of study including implementation plan. (March 05)
2.
Evaluate
implementation plan in terms of budgetary implications. (April 05)
3.
Incorporate
Project Team recommendations in FY 05-06
4.
Board
of Commissioners’ review of recommendation during budget process. (May – June
05)
5.
Implementation
of study. (July 05)
Mr. Nicholson is
expecting the draft in March.
Strategy 4.2: Develop
a plan to address service delivery needs for the non-English speaking
population.
Action Steps:
1.
Assess
departmental interactions with non-English speaking population to determine
level of language barriers. (July – Sept 05)
2.
Research
options to improve service delivery to this population. (Sept 05-Oct 05)
3.
Implement
strategies to improve service delivery to this population. (Oct 05)
Russell Burrell reviewed
this section with the Board, stating that we are facing a legal requirement
that has existed for some of our departments since 2000. It is now moving into any federally funded
program that we have. If you have any
federal funds at all in a program, that program has to provide effective
services to people of limited English proficiency in your community. Social Services departments and all the Human
Service Agencies have gone through that from time to time. Now it is required in all the federally
funded programs. The federal government
requires us to study it and come up with a plan to carry it out.
Strategy 4.3: Develop
a plan to address service delivery needs for the County’s aging population.
Action Steps:
1.
Review regional
plan in light of local levels of “aging” population. (Oct 05)
2.
Establish local
responsibilities for planning and providing advice to Board of Commissioners
and Social Services Board on aging issues. (Dec 05)
3.
Assess local
service needs for aging populace. (Sept
– Oct 05)
4.
Create a plan for
meeting service needs. (FY 06-07)
Russ Burrell had discussed
this county need with Liston Smith of the Social Services Department. Mr.
Burrell stated that the fastest growing single segment of the population is the
“Baby Boomers”. Those baby boomers are
turning 60 this year and in five years will be 65. This is our chance to deal with the issue
proactively before it gets to be the big problem that it will be. Somewhere down the road it will be the big
problem that this Board faces as our population continues to age.
Strategy 4.4: Develop
a Central Enforcement & Permitting Plan.
Action Steps:
1.
Develop goals and
objectives for Central Enforcement & Permitting Department. (Jan 05)
2.
Develop plan for centralized
permitting process to include cross-training of functions. (July 05)
3.
Incorporate
Central Enforcement & Permitting process into facility transition plans.
(Jan 05 – Sept 06)
4.
Fully implement
Centralized Enforcement & Permitting process. (Sept 06)
Strategy 4.5: Perform
a general countywide ordinance review.
Action Steps:
1.
Develop staff
focus groups to review assigned ordinances. (July 05)
2.
Develop possible
revisions to ordinances. (July 05 - June 06)
3.
Present revisions
to Board for review and adoption. (Aug 05 – July 06)
Goal 5: To implement the projects within the Capital
Improvements Program
Strategy 5.1: Complete
the Jail Demolition Project.
Action Steps:
1.
Complete planning
phase. (Feb 05)
2.
Bid project
(March 05)
3.
Award contract
for project (April 05)
4.
Construction
completion. (Sept 05)
Strategy 5.2: Complete
the construction of a new Animal Shelter.
Action Steps:
1.
Complete planning
phase. (Feb 05)
2.
Bid project.
(march 05)
3.
Award contract
for project. (April 05)
4.
Begin
construction. (May 05)
5.
Complete construction.
(Feb 06)
6.
Occupy new
shelter. (March 06)
Strategy 5.3: Complete
the renovation of the Historic Courthouse.
Action Steps:
1.
Complete planning
phase. (July 05)
2.
Bid project.
(August 05)
3.
Award contract
for project. (Sept 05)
4.
Begin
construction. (Oct 05)
5.
Complete
construction. (July 06)
6.
Strategy 5.4: Complete
the construction of the
Action Steps:
1.
Complete planning
phase. (Feb 05)
2.
Bid project.
(March 05)
3.
Award contract
for project. (April 05)
4.
Begin
construction. (May 05)
5.
Complete
construction. (May 06)
6.
Social Services,
Health, and Veterans Services relocate to the new human services building.
(June 06)
Strategy 5.5: Complete
the Facility Transition Plan included within the Capital Improvements Program.
Action Steps:
1.
Sheriff’s
Department to relocate to occupy former
2.
Land Development
Departments relocate to former Health Department building. (Sept 06)
Strategy 5.6: Complete
the construction of the Solid Waste 2nd
Action Steps:
1.
Award engineering
contract. (March 05)
2.
Complete designs.
(Oct/Nov 05)
3.
Bid project. (Nov
05)
4.
Award
construction contract. (Jan 06)
5.
Complete
construction. (Jan 07)
Strategy 5.7: Complete
relocation of the County’s
Action Steps:
1.
Negotiate with
2.
Analyze long-term
feasibility of utilization of former
3.
If feasible,
develop a plan for utilization of building and construction of ambulance bays.
(FY 05-06)
Strategy 5.8: Occupancy
of the new
Action Steps:
1.
Approval of lease
contract with
2.
Occupy the
facility. (Feb 05)
Strategy 5.9: Begin
the planning and design for a multi-use recreation building.
Action Steps:
1.
Recreation
Advisory Board to begin work with architect to design building. (March 05)
2.
Development of a
public input plan for development of building. (March 05)
3.
Set aside funds
in capital reserve for funding a PARTF grant match. (July 05)
4.
Develop a PARTF
grant application for multi-use recreation building. (Nov – Dec 05)
Strategy 5.10: Development
and implementation of plans for Etowah Library.
Action Steps:
1.
Coordinate with
community committee to locate possible site for new branch library in Etowah.
(FY 05-06)
2.
Begin planning
and design for new branch library. (FR 05-06)
3.
Bid project. (FY 06-07)
4.
Award contract
for project. (FY 06-07)
5.
Begin
construction. (FY 06-07)
Strategy 5.11: Development
and implementation of plans for Tuxedo Library & Park.
Action Steps:
1.
Await decision by
2.
Collaborate with
the Library Board of Trustees and the Recreation Advisory Board to determine
possible uses for the Tuxedo property. (FY 05-06)
3.
Demolition of
former school buildings. (FY 05-06)
4.
Begin planning
and design for project. (FY 05-06)
5.
Bid project. (FY
06-07)
6.
Begin
construction. (FY 06-07)
Strategy 5.12: Continue
collaboration with Public Schools and Community College representatives to
finalize and implement facility plans.
Action Steps:
1.
Continue to work
with the Joint School Facilities Meetings to discuss Public Schools’ projects.
(Jan 05)
2.
Create a
3.
Work
collaboratively with both entities to develop financing packages for facility
construction (FY 05-06)
Goal 6: To pursue joint efforts for intergovernmental,
public-private, and regional partnerships.
Strategy 6.1: Incorporate
the elements of the Water and Sewer Master Plan.
Action Steps:
1.
Complete draft of
plan. (FY 05-06)
2.
Review plan in
terms of compliance with county plans. (FY 05-06)
3.
Prioritize
implementation steps. (FY 05-06)
4.
Board adoption.
(FY 05-06)
5.
Determine
monitoring process. (FY 06-07)
Gary Tweed reviewed these
items with the Board.
Strategy 6.2: Implement
the current Solid Waste Management Plan.
Action Steps:
1.
Secure proposals
for hauling and disposal of municipal solid waste. (July 05)
2.
Negotiate long
term contracts for municipal solid waste management. (Sept 05)
3.
Execute contract.
(Oct 05)
Gary Tweed reviewed these
items with the Board. He is already in discussions with Waste Management
regarding our expiring contract with them at the end of 2006.
Strategy 6.3: Cooperate
with other entities to address crisis stabilization for mental health services.
Action Steps:
1.
Monitor manner in
which the County’s Maintenance of Effort (MOE) funds are being expended.
(Ongoing)
2.
Work through
Western Highlands to develop a plan for implementing a crisis stabilization
system to address the reduction of beds in state mental institutions. (Jan 05 –
Jan 06)
Justin Hembree reviewed these
items with the Board. This Board has
awarded grants to three agencies. The
agency that received the majority of those funds, Mountain Laurel which is a
direct service provider of mental health services and the services that they
were to provide with those MOE funds were to address crisis stabilization. The
funds were provided for this current fiscal year. The grant program will seek applications each
year for the grants on a fiscal year basis.
Strategy 6.4: Address
the Regional Water Agreement issues.
Action Steps:
1. Review current agreement in terms of dissolution of water
authority. (Jan 05)
2. Begin
negotiations with City of
3. Reach resolution to issue. (Feb. – June
05)
Commissioner Young stated
that the City of
Commissioner Young
recommended to the Board that Chairman Moyer, Nathan Ramsey, and Charles Worley
sit down and try to negotiate a financial deal where we would create a true
Water Authority by Henderson County taking a third of the debt, Buncombe County
taking a third of the debt, and Asheville a third of the debt so that we can
get back on equal footing and each representative of the Water Authority have
an equal say. This way we could supply water to a lot of people at a cheaper
rate because we would all work together and get the production of that plant
up. Commissioner Young feels that this all hinges on the production of the
plant. He felt this would be much better than going to the Legislators to get
it done and creating enemies.
Chairman Moyer agreed with
Commissioner Young and committed to give the Board an update at the next Board
meeting of what has happened and his prognosis of what will happen.
Strategy 6.5: Address
the cable franchise renewal process.
Action Steps:
1.
Present charter
to the LGCCA. (Jan 05)
2.
Present committee
charter revisions to Board for approval (Feb 05)
3.
Appoint committee
members to work with staff and consultant throughout informal negotiation
period. (March 05)
David Nicholson stated that
he had received a clear answer from all the municipalities except Fletcher about
the role of doing all the franchise at one time. He has redone the charter for the
committee. He will put that on the
agenda for the Board’s next meeting. If
the Board approves the charter, we will proceed with getting municipal
participation and proceed on with the process.
Strategy 6.6: Address
the issue of
Action Steps:
1.
Enter into
negotiations with Airport Authority Board regarding County participation. (Jan
– Feb 05)
Strategy 6.7: Begin
the process of transitioning into direct sub recipient of transit program.
Action Steps:
1.
Negotiate funding
agreement with NCDOT for state support of local public transit system. (Jan 05
– Mar 05)
2.
Review and
execute formal contract with federal government. (April 05)
3.
Develop the
resources necessary to carry out program. (April 05)
Justin Hembree explained that
this is going through the process that the Board approved in terms of the
proposal that was sent to NCDOT to begin the process of transitioning into
being a sub-recipient through the federal transit programs. The Board’s proposal has been sent to NCDOT
Public Transit. We are waiting to hear
back from them in terms of whether that proposal is acceptable or not. There may be some negotiations that go on in
the next couple of months. There will be
contracts executed with the federal government and then we will develop the
resources and the plan that will transition this process. This will likely be a three-year process.
Chairman Moyer thanked the
staff for this presentation and their efforts. He opened up discussions to the
Board for possible additions.
Commissioner McGrady wished
to add the elections issue regarding early voting and election equipment. He stated that we clearly have a problem with
the early voting process. Beyond that we
have a problem with the equipment.
David Nicholson has had
several conversations about these issues with Beverly Cunningham, Elections
Director. He asked that staff be allowed
to research these issues and include it in the Strategic Plan because it will
have to be dealt with in the next year or two.
Commissioner McGrady also
raised the issue regarding the Clerk of Court, Tommy Thompson’s issue relating
to a new judge and space in the courthouse for him and court. Mr. Thompson has expressed that this is a
near-term issue. It involves some level of staff resources.
Mr. Nicholson stated that the
issue is we are getting another Judge and need to look at a fourth
courtroom. He has spoken with Mr. Thompson
about the issue and has since met with staff to discuss it. Mr. Nicholson feels that the work that needs
done can be done by county staff. We
will likely be able to internally turn one room into another courtroom. He expects the cost will be fairly minimal
since we will be using county staff to do the work.
Chairman Moyer felt that the
Strategic Plan should include all the issues mentioned and how we will be
addressing them. Now that the Board has had this Strategic Plan presentation
from staff, the Board will be given time to review the Plan itself. He asked
that the
Adjourn
Commissioner Young made the motion to adjourn the
meeting at
Elizabeth W. Corn, Clerk to
the Board William L. Moyer, Chairman