Board of Commissioners - Regular Meeting

To the Pike County Board of Commissioners meeting. I will call our meeting to order. Let's have a roll call, please. If everyone would stand with me. Commissioner Brown's going to do our invocation. Dear heavenly Lord, thank you so much for this day. You are so good. We invite you into this meeting, into this room tonight. We thank you for this Board of Commissioners and for everyone who has come out tonight. We ask that we put you first and that we we look to serve Pitt County with you. At first. Lord, we love you. We give you this evening, in your name we pray. Amen. Thank you. Please remain standing. I'll invite Leah Williams up to, um, handle our pledge. Introduce yourself and tell us what school you're from. Uh. Good evening. My name is Leah Williams. I'm from Pitt Community college. Early college, high school, struggling with my button. Um, I, uh, I'm a part of. Or. I was a part of our student government association. I was the secretary last year. Um, and thank you all for having me this evening. At this time, please join me in the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the Republic for which it stands. One nation under God, indivisible, with liberty and justice for all. You may be seated. Thank you, and have a good evening. Thank you, Mr. Williams. Appreciate you coming out. Okay. Do I have a motion to approve the agenda? Second. Got a motion and a second. Please vote. Okay. Madam manager, do we have any public addresses to the board? Yes. You have a few signed up to speak. Um, I'll call them one by one if the attorney will read the statement. Thank you. Madam manager. Pitt County welcomes all comments on matters of public concern. Each

speaker will be allowed up to three minutes to speak, a total of 30 minutes to set aside for public addresses to the board. Please state your name and address prior to speaking. First one is Victoria Matlock. Good evening. My name is Victoria Matlock. My address is 517 Coventry Court, Winterville, North Carolina. I am the licensed clinical social worker for the Pitt County Department of Social Services Child Welfare Division, and I have been for almost five years now, being the LCS means that I am the therapist on staff. I complete mental health assessments and provide therapeutic services for families involved with child welfare. One of the main reasons I complete mental health assessments for children in foster care and most important to the topic at hand this evening is for the children in foster care in need of higher levels of care, meaning regular foster homes are not equipped to deal with the behaviors displayed by the children. And a higher level of care is clinically necessary. As the LCS w like I said, it is my job to assess for the appropriate level of care for our foster kids who have all experienced trauma and who have not all experienced love. The youth we have in our care are not the average set of young people. They have experienced the worst of life at a very young age, and while so many of our youth are resilient and fight to break down barriers, there are. So there are some who just are just struggling to survive in a system that is sometimes built against them. When the youth themselves are the perpetrators of physical or sexual abuse, the system is built to tear them down like it would an adult perpetrator. We have children who are not safe to leave around any other youth, and sometimes adults, which unfortunately negates the majority of licensed foster care placements. I have had children in this county's custody. Describe the ways in which they have sexually abused other children. Describe in detail how they plan to kill the adults tasked with caring for them or their social workers, or how they plan to kill themselves because the system never helped them. The type of placement these

children needs, these children need does not exist. Not in the numbers in which the foster care system need. System needs them to. I would ask if you guys would think about if you would want those children in your homes after reading or hearing the things that they have described to me with your families. I know I'm not willing to make that sacrifice, nor am I willing to make the sacrifices that the child welfare staff have to make when placements are not located. I know for a fact I could not do the job that our child welfare workers do. A child not finding placement isn't just a dollar sign concern, it's a staff well-being concern because now someone who has poured themselves into this job doesn't get to go home at night and see their own kids working in this building has humbled me. The amount of passion and strength that exists within our staff is beautiful, and it's quickly stifled by the demands and reality of child welfare. And while I understand that the child welfare system is not something that I can task this board with, fixing Pit County's funding for our small section of this system is something I can ask this board to see the need for and meet. Thank you. Thank you for coming out. Elizabeth Bonhomme. Hello, my name is Elizabeth Bonhomme. I reside at 1811 Bradford Drive in Greenville, North Carolina. So I'm here today to ask the board to reconsider and deny the proposed budget cuts which affect respite care funding and the elimination of our part time contract workers. If you don't know, respite places used for emergency placements when no other placements can be found, and it's also used when we're trying to place children with difficult behaviors. While respite care is not always

ideal, it is vital to ensuring children have a safe place to sleep. Licensed foster homes, group homes and prh are already limited, and many declined to take children with higher needs or difficult behaviors. Some children qualify for higher levels of care, but prh offs are either full or unwilling to accept them. Staff often receive multiple denials before finding placement, and in those cases, in those cases, respite placements become the only option. While we continue searching for something more permanent. Um, in regard to our contract worker, our foster care program currently relies on about six contract workers who assist social workers with things like transporting children to appointments, supervising family visits, completing courtesy visits for other counties, and moving children between placement. These roles are vital because although caseloads here have improved, they are still, um, exceeding the state recommended cap for um caseload. So our department is more staffed than it has been a while, but vacancies remain difficult to fill and social workers continue to experience high workloads and burnout. Without adequate funding for respite placement. The alternative is children sleeping in the DSS building. Um, which is not designed for overnight stays. This this could mean children sleeping on the floors instead of homes with beds. It would also increase costs to the county, as two staff members must remain with the child overnight, requiring multiple staff rotations and significant overtime comp pay depending on the situation, security and facility costs may also be necessary. All of this also impacts staff retention. Employees would be expected to work overnight shifts while

continuing their regular 40 plus hour workweeks, increasing burnout and turnover. Losing experienced employees, and hiring and training new staff ultimately cost the county more money. Our department is currently the most stable it has been in quite some time, and losing that progress would be detrimental. Losing our contract workers would also be devastating to our team. Their absence would mean increasing the already large workloads and caseloads for full time social workers again, leading to higher turnover. Um also reduce quality of services for families, slower response times. So instead of supporting or investing in support services now is going to prevent more expensive interventions later. Thank you for your time. Thank you for coming out. Thompson Forbes. Good evening. Thompson Forbes 2313 Wheaton Village Drive. I come to you, speak to you tonight as the registered nurse member of our Pitt County Board of Health about the consolidation agenda item you have for decision later in your meeting, the Board of Health was made aware at his regular meeting on May the 12th, 2026, that a resolution to consolidate the Pitt County Public Health and County Social Services boards was under consideration. At our January meeting, the Board of Health received an overview of the Health services consolidation in North Carolina. At that time, the board requested that the county manager attend the February meeting and provide county specific context on consolidation. And we had a great education learning about that both times. But in neither meeting was an imminent decision to pursue consolidation presented. Rather, consolidation was presented as part of the

strategic plan. It was recommended that the Board of Health submit a letter to the commissioners based on the board's stance on consolidation. CN's Social Services Board had submitted a statement in 2025 during the adoption of the strategic plan in March, consolidation was understood to be a long term concept for exploration rather than imminent action. It was clearly stated during that meeting that the commissioners wanted both the social services and public health boards to know that adopting the plan didn't mean consolidation would occur. It reflected only the intent that it was possible to explore that the consultant from Barrie Dunn, in presenting the strategic plan, stated these were not next week actions, but plans for the next five years. This matters because what's unfolding now doesn't reflect that understanding. The Board of Health responded in good faith through its formal letter, and that letter was not a passive response. It clearly acknowledged our openness to change, the opportunity to collaborate between social services and the Board of Health. In that letter, it explicitly called for exploration and consolidation and structural before any structural change, asking for the track record of other NC counties that had consolidated what measurable improvements social services or the health department outcomes had been a result of consolidation. And if a new operational model that facilitated collaboration between the and the agencies could be implemented now and improve outcomes before a full consolidation. These are not barriers that we were trying to put in place. They were due diligence for a decision that's difficult to reverse. The Board of Health is not just another advisory group. It exists to ensure the community's health is protected through a focused and informed oversight. We asked not to stop, but just to pause to ensure that we take

action correctly in the best interest of citizens of Pitt County, respect the service of the members of both boards and making an informed decision based on outcomes that are going to benefit the health of Pitt County citizens. Thank you. Thank you for coming out. Joshua Foy. Good evening. My name is Joshua. I live at 318 Haven Drive here in Greenville. I'm a social worker serving the Pitt County community. I'm a part of the Permanency Planning Unit where I work with foster families. I say this because it's my understanding we might lose the support of our contractors and part time workers. On top of this, the options for respite face further decreases. This means I'll have less time for each family I work with, and less options for providing them with support. Fostering is both emotionally and physically exhausting. These families open their homes because they believe this community supports them. I've heard reference to how this budget should not be balanced on those working for County, but I believe it goes more than that, decreasing my ability to support these families means this budget is balanced across the children of your community that need the help the most. It might be difficult to put a price on stability, but I can tell you exactly what instability cost. I provide support for families in foster care, which includes the families that are here to help our community. If you'd like to review specific information on what I've discussed, you can look up the Child Welfare Workload Study of 2023 by the North Carolina Division of Social Services. Thank you. Thank you for coming out. To Richardson. Good evening everyone. My name is Lucretia Richardson. I work with Permanency Planning and may I have everybody from permanency planning and in-home stand up, please. My colleagues, as you see the numbers that are standing up, and I already heard the stories of my other colleagues in

reference to stand at the agency. How can we cut the budget when we don't know how many children we may get into custody? There have been weeks where we have gotten 20 kids in custody. We don't know anything about them. They are traumatized. We don't know the level of care, so we can't put a price tag on each child's head. However, it is costly for us as far as putting them in respite, but we have to find out what level of care they are supposed to be in. But when you've stayed up here all night, got to go to court the next day, try to focus and not embarrass the agency in reference to stand up here late at night, or you work 24 hours out with a child because they ran away, or you're out into community, um, trying to find placement, your colleagues trying to find placement. So cutting the budget as far as the respite placements or any other, um, resources that we may have that help our children, we cannot put a price tag on that because as you see, the people that are standing, we have been in the trenches to say, hey, this child needs a better home. They're already traumatized, so we cannot put a budget on that and then see not only just going to court, um, it gives us the opportunity without, um, contract people that help us, for us to be in the office, to make sure that the county records are correct, that all the documentation are in is in, and that we as a team can work together for the best interests of our children. Thank you for coming out.. The last person signed up is Don Cavallini.

Good evening. So most of you probably know me as the co-chair of the Pitt County Coalition Against Racism. However, in order to put food on my table, I worked 22 years as a behavioral health counselor, both here in Greenville at a state facility. Will it be Jones Alcohol Drug Abuse Treatment Center and Wilson at the Wilson Community Health Center, now known as Carolina Family Health Centers, and having worked within a system that was once in the public sector, I stand here to tell you that change isn't always for the better. I watched the mental health system here in Pitt County go to privatize. It was broken and it's no better than it was then. Now. I hear that the consolidated and by the way, uh, I, you know, despite the stated justifications for this change of consolidation, I hear that it's to cut administrative costs. I hear that it's, uh, let me see. Quote. To meet the nine principles of federal merit system. How is this any different than what we have now? And by the way, the way the federal government is going now and how it's treating state and local entities. I perish the thought of what might happen meeting some kind of federal guidelines. Uh, if you choose this option, please, please proceed with caution. It's been mentioned before. Maybe you should wait to make this change to pass this resolution tonight. I, uh, have some questionable leadership. There's some questionable

leadership in the Department of Social Services. Uh, people work very hard there. Family members have worked in food stamps. I have church members who have worked in child support. Many of them worked during very short staff periods and during Covid. Unfortunately, some veteran staff members were fired or forced to resign during the reign of the president. Director. What makes you think that consolidation is going to prove these things? I ask you to consider deliberating a little bit more carefully before you make this change. Thank you. Thank you for coming out. Okay, Madam Manager, we'll move on to presentations. Yes. We have three presentations, none of which require a vote of the board. If we can go down front, the first one, while we're walking down, Joseph Goody, our employee of the month, Joseph Petty, come forward. There's a. And see how. He.

All right. Joseph Goody can come forward. Excellent. Wonderful. Thank you for your patience. And we'll put you right here on the blacktop. Thank you. The second meeting of each month. It is my honor and pleasure to recognize our employee of the month. And this month, I'm a certificate of $100 is presented to Joseph Goody with buildings and grounds. In recognition of your dedication and exemplary service to Pitt County government and the citizens that we serve. Um, we were thrilled to read your nomination, which recognized your strong work ethic, your reliability, and your willingness to always take initiative. You have high standards in your work, and you consistently deliver excellent results in a timely manner. Um, your coworkers say that your can do positive and professional attitude make you a pleasure to work with every day, and that you are highly respected by everyone in your department and throughout this county. So we thank you for being a model for other employees, for embodying the principles that we, follow in Pitt County government. And thank you for your service and recognize you this evening. If the chairman will present the certificate. Behalf of the Board of Commissioners. Congratulations. Thank you for your hard work, sir. One. Two. Three. Thank you. Thank you all so much. Yes. Then if we could have the team from Emergency Management come forward for a proclamation recognizing EMS, emergency Medical Services Week. You can fit you all in. Mr. chairman, if you'll allow. Before we get started, can we have these gentlemen introduce themselves? Starting on this. End, Jonathan. Graham. I'm trying to. Compliance officer. Amen. Thank you. John

Perry. I'm the a shift supervisor for Amos. William Ray is a logistics coordinator. Zachary Taylor, paramedic. Gabriel Moore, paramedic. Uh, Jim MacArthur, paramedic, uh, deputy director. Of emergency management. Randy Gentry, emergency management director. Okay. Um, ladies and gentlemen, these are a small snapshot of the many folks in Pike County who will we will recognize in this proclamation recognizing emergency Medical Services Week, with the theme being EMS Improving Outcomes Together. May 17th to the 23rd, 2026. And this reads. Whereas Emergency Medical Services is a vital public service to the citizens of Pitt County, and Whereas, the members of Emergency Medical Services teams are ready to provide lifesaving care to those in need 24 hours a day, seven days a week. And whereas access to quality emergency care dramatically improves the survival and recovery rate of those who experience sudden illness or injury. And whereas the emergency medical services system consists of 911 telecommunications, first responders, emergency medical technicians, paramedics, firefighters, educators, administrators, emergency nurses, emergency physicians and others. And Whereas, emergency medical Services fills health care gaps by providing important out-of-hospital care, including preventative medicine, follow up care, and access to telemedicine. And Whereas the 2026 EMS week theme, EMS Improving Outcomes Together recognizes the value and accomplishments of emergency medical services providers by designating this as Emergency Medical Services Week. Now, therefore, the Pitt County Board of Commissioners do hereby proclaim the wake of the week of May 17th to 23rd, 2026 as Emergency Medical Services Week throughout this County and urge all people of Pitt County to recognize and support the many activities and efforts of emergency medical services

providers. Adopted this the 18th day of May 2026, signed by chairman Mark Smith and attested by Kimberly Hines, clerk to the board. Mr. chairman, if you will present that to the group. On behalf of the Board of Commissioners, thank you all for your hard work and congratulations. Thank you sir. Thank you. Thank you. Thank you. All right. Scooch in for a picture. Can I have everyone step to your left of it? Yes. There you go. There you go. All right. Big smile. One. Two. Three. One. Two. Three. One last one. One. Two. Three. Fantastic. Thank you so much. Appreciate it. Thank you. Okay. And our next set of presentations will turn over to our cultural Arts and Recreation director, Jennifer Lanier for the governor's Volunteer service Awards. Yes. Good evening. Chairman, board of commissioners, County manager Gallagher. Um, if I can have Alice Keenan doing Cooper two, please come up. Please. The North Carolina Governor's Volunteer Service Award is a statewide recognition program that honors people or groups who make it significant, who make significant contributions to their communities through volunteer work. This year, we had five recipients of the award, with one receiving the Governor's Medallion Award. Before we call up the five recipients, we want to recognize Duane Cooper, who's president of United Way, and Alice Keen, who is special projects coordinator for Pitt County Cultural Arts and Recreation. So once we call the recipients, if you would stay up here so we can have a group

picture afterwards. We would first like to call tray Tray Harris. Whoever's Harris has demonstrated an exceptional and sustained commitment to volunteerism through his dedicated service building and maintaining community clergy involvement for ECU Health Medical Center. His work has been instrumental in strengthening the connection between the medical center and the diverse faith communities it serves. Ensuring that patients and families receive compassionate, culturally responsible spiritual support during some of the most difficult, most vulnerable moments. Mr. Harris. Thank you. Congratulations on behalf of the Board. Of Commissioners. Thank you. Thank you. I hope you stand right beside me. Thank you. Thank you. Next, we would like to call Miss Paula Lofton. For the past 18 years, Paula Lofton has provided extraordinary dedication to service and community leadership through her work with the Aden Rotary Club. She currently serves as president and clearly exemplifies the rotary motto, which is service above Self. As the sponsor of the Aden Griffin High School, Interact Club. She actively mentors students, helping them develop leadership skills and a lifelong commitment to service. Beyond this role, she works one on one with high school seniors to guide them through the often overwhelming process of finding scholarships and securing college funding, opening doors that might otherwise have remained closed. Paula spends over 260 hours in volunteer service to students and teachers throughout the year. Paula Lofton. All on behalf. Of the Board of Commissioners, congratulations. I grew up with this old girl in

the same neighborhood for a lot of years. Congratulations. Next, we like to call Sarah. Great Engine. Since joining the ECU Health Center team in 2024, Sarah has successfully implemented innovative changes to the ECU Health Valentin program, enhancing its structure and accessibility. Under her guidance, she has managed over 150 new returning volunteers, providing them with meaningful opportunities to serve, grow and contribute to the Medical Center community. Sarah volunteers two weeks per month throughout the year. Sarah. Great engine. Sarah. On behalf of the commissioners, congratulations. Next we would like to call up mr. Brad Robertson. Brad Robertson serves the Pitt County community through his exceptional faith based leadership, civic engagement, and community outreach. Over the past year as youth pastor at Arthur Christian Church. He has dedicated time to mentoring and guiding youth throughout weekly lessons, event planning, community service projects, and faith development. Serving as a consistent and trusted presence for young people and their families. In addition, Brad serves as an ambassador for the Greenville Pitt County Chamber of Commerce and fills a number of roles with the upward basketball and flag football program. He serves approximately 1300 to 1350 hours each year. Brad Robertson. We have the Board of Commissioners. Congratulations. Thank you. Now, we would like to recognize the state chooses a very select group to receive the Governor's Medallion Award. And this year, representing the Council on

Aging home delivered Meals volunteers program. Miss Judy Ruffin, Peyton, would you please come up? This program received the prestigious Governor's Medallion Award, which was presented in a special ceremony held at the N.C. Capitol in Raleigh. Over 200 volunteers each week are responsible for ensuring that meals reach nearly 400 seniors throughout Pitt County. Their commitment is the foundation of the program, which would not be possible without their loyal and dedicated service. Many of these seniors live at or below the poverty line. In addition to delivering meals, volunteers offer hope, a friendly smile, and a crucial wellness check for the seniors they visit. Their dedication is unwavering as they continue their service, regardless of weather conditions. The time, talent and love that these volunteers share. Make a significant impact on the lives of older adults who need it most. Over 1800 hours are given annually. This is the Council on Aging home delivered meals. Volunteers. , board of commissioners. Congratulations. Thank you. We'll keep you right in the center, if you'd like. Right here. And then, if we can scooch in for a picture. And, Jennifer. If you'll join us. Everybody take a step forward and move your right. Now, move to your right. Our left. Right. All right. One, two. Three. One. Two. Three. Last one. One. Two. Three. Perfect. Oh.

Thank you so much. Thank you. Okay, Matt, you have the public hearing. I'll turn that. Over to you. Thank you, Mr. Chair. I'll be brief. Um, as the commissioners are, um, the Pike County Schools administration is housed in this building in anticipation of, the new county office building. And, um, leaving this building, the county has been searching for space for public schools administration. Um, they have located, uh, a space they have negotiated a lease pursuant to statute. Whenever we are acquiring property through acquisition, whether it be lease or, um, just straight out buying it. We need to have a public hearing. Um, and prior to that, we need to have written request from the school board. Um, on May 4th, the Board of Education, um, did, uh, vote on it? They have attached a letter requesting us to move forward with this lease at 201 West first Street. Um, and so we were here now for that public hearing. Um, so, Mister Chair, we'd ask that the public hearing be open once it is closed. There is also a request, a motion to approve the lease, which can contains also, um, the authority for the chair to execute the lease, but also for additional documents that may be relevant to the acquisition of property, including a sublease that may occur between the county and the Board of Education. Okay. Thank you. Matt. I'll open the public hearing. Is there anyone here? I would like to speak. Okay. I'll close the public hearing. Uh, it's a pleasure to board. Okay. We got

a motion to approve to hear a second. Okay. Please vote. Okay, madam manager, items for report. I'll turn that over to you. Um, yes. The first one is an update from our Pitt County Arts Council. Holly Garriott. If she would come forward. Good evening. Thank you so much for having me here tonight. Uh, for some of you, this is a new update. For others, uh, um, you have had me come here for many years. Um, but I'm really excited to be here to explain to you a little bit about what the Pitt County Arts Council does. Um, we are very unusual organization in Pitt County because Pitt County didn't have an Arts council for almost two decades in the state of North Carolina, came to Emerge Gallery and Art center and asked us to become the Pitt County Arts Council. In late 2009. So we have a very young Arts Council who has done a lot in, um, a little over 15 years. We are now seen as a model local arts agency for the state. And, um, when we have state meetings, especially during the pandemic, uh, they called me, uh, in to represent Pitt County alongside Wake County, Mecklenburg, New Hanover. Um, it was really amazing because of the partnerships that we have with Pitt County and also the municipalities. Uh, it really shows that we are one of the leading arts councils. So I'm going to quickly go through and summarize some of the services that we offer. Um, and I want to make the distinction a merge gallery and art center is our arm, um, within our building, we do a lot of educational programming, but what our contract for services and what we do with Pitt County is outside of that. It's

everything we do outside of our our walls and our building. Uh, our mission statement. I really want to point out a few things about our mission statement. It is to enhance the quality of life in Pitt County. And we all know we need to make this place a wonderful place for families to grow up to attract and retain talent. And the arts and culture. Go right with that. And I think, uh, especially seeing that we now have a cultural, arts and recreation department through Pitt County shows that you understand that, that it's not just, um, there's many things in the arts and culture are part of every right that our citizens have. Uh, we also are dedicated to making the arts accessible to our entire community. And we do that not just through children and youth, but adults, too. We need to take care of our adult learners all through our lives. Um, from, uh, childhood to retirement. Uh, this is just a shot of our, um, board of directors. You'll see. It's a real diverse board, not just with, uh, professional aspects. They're an incredible advisory board. Um, but we do have a strong county presence. Um, and, uh, Maria Cetera is our, uh, will be our chair again next year with Invest Greenville. Um, Kelly Andrews is a board representative. Uh, Jennifer Lanier coward also. Um, and so we our board is so understands our mission and, uh, really tries to advise our staff to to be able to do the best we can. So what I'm going to go through tonight are these bullets very quickly. But these are just some of the things in our contract with Pitt County

that we do. But we do so many other things besides this. So I would love to sit down with any one of you to, to go through some of our other services that we do. So the Pitt County Arts Council, we reach out to all our municipalities, and this has been a challenge. Um, you know, and it takes a lot of time, but it is a really wonderful challenge because every town has its own arts organizations, cultural, um, aspects. And so we don't try to go in and, and create programs. We try to create liaisons with the towns and, um, the, the, um, established organizations that are there. And I'll tell you a little bit, a few of those organizations. Um, so we offer pro bono strategic planning staff and board development. Most of our nonprofit arts organizations are all volunteer run. And so it is a, you know, we we try to offer as much support to them as we can. Um, we're liaison through to the North Carolina Arts Council, to our arts nonprofits. Um, and quarterly, we have meetings with our nonprofit arts organizations, but our also our organizations who do arts programming in our municipalities. And I'm really proud to say that the last year we have had we've changed the format of those meetings and had them in the town of Aiden last year. Um, last fall, in this spring in the town of Farmville, we're looking to go to the town of Winterville. Uh, this next fall and continue with our municipality. So it's not just bringing the arts, um, traditional arts organizations, but the municipal leaders. Um, and some non-traditional arts agencies. And really show our entire county, um, through networking about that

municipality. And it has been a really wonderful shift. So the the main two strategic plan focus areas that I want to point out are to serve all of Pitt County through the arts. Again, it's a challenge with ten municipalities. We have a wonderful partner with the city of Greenville, but our commitment to Pitt County and the commissioners is to go to all the other municipalities and really try to be there for them and also establish the county as a regional arts and cultural hub. We are the education, retail, healthcare hub. We need to be the place that visitors, you know, when a visitor comes to your family that you want to show them around Pitt County and with activities and, and, um, amazing cultural aspects. And so we work hand in hand with Greenville, uh, visit Greenville and see, um, our chamber and other organizations to make that happen. Because the arts are not just fluff. Um, I mean, I always think I have always said within our education we need arts education to make us whole, um, human beings, caring. Um, intelligent. The graduation rate goes up when students are taking arts classes. Um, but it's also money. Um, when you go think about it. When you go to a concert, you are going to go out to eat. Um, if you, you know, are from out of town, you may stay overnight. Uh, in a hotel. Um, if you have kids, you're going to have to pay for childcare, and it's a lot. Um, and so, um, we teamed up with the help of Pitt County Economic Development and Invest Greenville with Americans for the Arts and did a study just on Pitt County. Um, when someone goes to a non-profit arts organization. So this isn't even a for profit arts,

um, event, there we are spending over $33 in all the other aspects. So that's not the ticket price. Um, think about it. Our downtowns thrive when we have cultural activities to go to, whether that's an, um, an activity, um, like a traditional concert or a festival. We are really trying to invest in all our municipal festivals because that tells the story of our, our, our towns. Uh, so we are very dedicated not only to helping these organizations and arts happen, but also document why this is so important, not just for that arts agency, but that comes back in in spending and in in taxes, sales tax. You know, when you buy a ticket to a concert, you're paying sales tax on that ticket to that is a fairly new, uh, new item. We also oversee the calendar. So if you want to know what's going on in Pitt County, um, we have partnered with, uh, visit Greenville, um, for this county, it's linked together, and we have all the arts and cultural activities on this calendar. It takes a lot of work. We have so much going on, so much going on. We also oversee the Civic arts committee. So a lot of counties or municipalities have commissions. Um, we, because of our wonderful partnerships, um, we have resolutions with all these municipalities listed here to be the acting Civic Arts Committee. Uh, and this is made up of a group of amazing people who, uh, really are thoughtful and, uh, experienced with public art and, um, and offer resources, uh, to our smaller municipalities, free of

charge. Uh, and also work with the city of Greenville and Pitt County to establish more substantial public art projects, as well. Um, one of which is the Downeast Sculpture Exhibition. So if you have been to the new, uh, community center, Government Circle and out at Alice Keene Park, you may have noticed there's two new sculptures, part of a rotating sculpture program. This is a way to get, um, really amazing nationwide large scale exterior sculpture at a very budgeted price. And we administer this and, um, uh, we actually have 20 sculptures. 19 are listed here, but we just installed our 20th one this year. And every year they rotate with the new sculpture. We also offer assistance to public art projects. And when I was talking about the economic impact of the arts, one defining factor of public art is that it's creative placemaking. It makes a place not only tell a story, but attracts tourists as well. And I am so thrilled to say that, um, the town of Bethel, we're working on a mural to go on to the Bethel Pit stop. Uh, the new health clinic. And that has been a wonderful partnership with Pitt County and Invest Greenville through their municipal grant. Uh, and by the end of this summer, we should have that mural completed. And, um, we're hoping to also do this in some of the other towns. I would love fountain to be our next one, perhaps with a mural of Freeman vines, um, in their downtown. Um, but we offer our assistance. Um, to to making this happen and also try to find funding to to also make it happen. Sculpture on the left is a new sculpture in the town of Farmville. Um, and we also help purchase that

sculpture, uh, for them and the. I just have to point out the picture on the top. Um, our students from our Youth Public Arts Project, which is a free program where kids come all every Saturday to Emerge Gallery and art center. They're out at a time for science. And grift and painting planters out there. They did that last year. Uh, this last year, they painted a mural on, um, Carver Library in West Greenville. And also at the um, substation, uh, on Fifth Street. So a way that we our main responsibility as the Pitt County Arts Council, um, and being the designated partner by by the commissioners with the North Carolina Arts Council is to disperse grassroots arts project grants. And so this current fiscal year, we have disbursed nearly $55,000 to 20 organizations throughout Pitt County. It is our largest number of organizations, and this is just a list of the the, um, towns outside of Greenville that, um, we have we have funded this year. Um, and I'm just going to quickly go through them. I'm not going to talk about each one of these, but it just shows you some of the projects that we are doing in the agencies that we're working with. Um, the Eden Museum, uh, before we started working with them, they were only open one day a week for three, one day out of the month for three hours, and now they're open three days a week and have actual staff. And that is our goal. How we can help these organizations grow and sustain and be liaisons, uh, to us in the municipalities. And so you can see it's a real wide variety of programming. And

also, um, uh, organizations that we help fund. And then Pitt County schools. Um, we know the importance of arts education, uh, in our schools. And in addition to grants that we bring in performances and residencies, we coordinate the youth arts festival. And I think this is the biggest culmination of our mission statement. Uh, last year it was at South Central High School because Town Common is being renovated, and we had 5000 people two years ago when it was at Town Common. We had over 10,000 participants. And this is all free arts programming. We had over 1000 performers go across the stage, mainly, um, mainly children's groups from the schools. And almost every school is part of this. Um, and but not only is it an amazing day, of free arts education and entertainment, uh, we raise sponsorship dollars and then put that back to a scholar a to a fund to the arts educators. And for the last four years, we've been able to contribute $12,000 a year for these arts teachers to buy materials and supplies. And some of these schools budgets. I can't even imagine, um, getting through a month, let alone a whole school year. And so this is a way to supplement, um, what what they do. And then lastly, I want to end with a new festival that we have started coordinating, which is the Mosaic Multicultural Arts Festival. This was our second year, uh, and, uh, you know, I think the wonderful thing about the arts is it brings our entire community together, um,

through, um, through all different forms of arts and celebrates our community. And so we're really proud to be coordinating these festivals. Um, in addition to all the other administrative and support services that we offer. Uh, again, in addition to what we do inside our building at Emerge Gallery and Art center. So I will end with that slide and open it up for any questions. Any commissioner questions. Okay, great. Thank you. Thank you so much. Your next report is Russell Hill for your tax collection report. Good evening, Chairman Smith, commissioners manager Gallagher, this evening I present to you the April tax collection report. The fiscal year combined tax collection rate through April 30th for real and personal property was 98.95%. The combined rate one year ago for real and personal property was 98.92%. Pitt County Tax Administration continues to pursue all outstanding taxes using the necessary remedies available through the North Carolina General Statutes. If there are any questions, I'm happy to answer them. If not, it's my recommendation to approve the tax collection report as presented. Second. I'll get a motion on a second. Thank you. Thank you. Russell. Next up you have Michael Hardy for your monthly financial report. Good evening. Uh, I have the April report where I take into account this is 83.3% of the year. You can look at the revenues for the general fund are currently at 80.4%. So you're right in line with that 83.3%. You can also see the

expenditure side is at right at 74%, which it shows you. The revenues are currently above the expenditures, which is a good sign. Looking at it solid waste funds, you'll see that our revenues are at 95.3%. So above last year also with the expenditure side they're currently at 77.6%. So once again you can see that revenues exceeding the expenditure side, which is a good sign. Going towards your end, uh, also looking at EMS funds, you'll see as well, uh 79.7% once again, that's right. At 83.3% of year of year. And also the expenditure side right at 81.5%. So you can see that particular fund is, uh, revenues are uh meeting the expenditure side. Uh, there aren't any questions I would ask this to be approved. As a motion for approval. And a second, please vote. Thank you. Michael. Thank you. Mr. Chairman. I have a brief manager's report for you this evening with your next upcoming events. Your next meeting will be June 1st in this room at 6 p.m., followed the following night by your public hearing on the budget, June 2nd in this room. And then on June 15th will be your second meeting in June. Um, tomorrow afternoon from 4 to 6 p.m. in this same space. We'll do a workshop to review the fire feasibility study, where you'll hear a presentation from NC Fire Chiefs, our consulting firm, have an opportunity to discuss and hear from other fire chiefs or members in the community. Um, item C is May 20th. Um, is our Pitt County government Employee fun and Fitness Day, sponsored by Cultural Arts and Recreation. Um, a a first annual event for our employees on Wednesday, May 20th. And then finally on Thursday the 21st at 11 a.m., everyone is invited to attend a shelter ribbon cutting at Greenville Community Shelter, also known as Community Crossroads Shelter. Um, to see the new

family rooms that the county contributed toward. With some of our funding. And that's all that I have for your report. Thank you, Madam Manager. Um, we'll move on to items for consent. Do I hear a motion for that. second and a motion and a second? Please vote. And, Madam Manager, I'll turn it back over to you for items. For discussion. Yes. Um, the commissioners ask that we bring back for discussion today your travel and training policy on page 86 of your materials, you'll see the policy that currently exists. Um, and it provides for commissioners to attend the Naco legislative Conference in Washington, D.C., the Naco Annual Conference at various locations, um, are already out of state conferences. And then in the North Carolina Association of County Commissioners annual conference, as well as in the years that it's offered the Legislative Goals Conference, those that need ethics training or new commission or orientation. We currently budget $40,000 per year. Um, for this and your expenditures year over year have come within budget. Other um, according to that last paragraph of the policy on the bottom of page 86 and finishing on 87. Um, any conferences or workshops not included in that list are paid for by the individual commissioner, unless it's brought to the board for approval by a majority vote. And I'll turn it to you for discussion. Okay. Commissioner. Discussion. Everybody don't jump at one time. Commissioner Nunnally. I'll jump in. Um, so I think, uh, and reflecting on this, and then we want to touch it on the budget side, but we did want to provide some flexibility. And I thought a way to handle it. Um, because if we could maybe add some language that, um, that the commissioners may, um, elect, you know, the two national conferences, um, that

are outlined in our, in our materials or the, the local or those of like kind and similar situated or something along those lines so that it's a comparable conference. Um, so that they would not have to come to our board necessarily for approval, but just leave that within the manager's discretion. So if it's a, if it's a local, a local training session and it's of similar import of similar capacity, size and price as those already listed in our manual, um, why not just be practical and allow that afford that? Um, Commissioner, the opportunity to attend that without having to come before the full board? I think that would that would provide flexibility. Um, and it would also provide some, some guidance and leave some discretion with, with the manager and her team as it relates to, you know, is this. Um, I don't think anyone on this board needs it, but but it just does provide, um, a little bit of, of a cap on it. So if it's something that's way outside of the bounds of what our charge is as commissioners, that would allow the manager to say, hey, think this is outside of the bounds that needs to come before the board, but if it's within the bounds, if it's in the same description, the same training capacity of those that we already have listed in the manual, allow it. Um, without it coming before the board. I think that's an easy solution. Any other commissioner comments. Commissioner Manan. Thank you, Mr. Chairman. I just reiterate what I said at the last meeting. I just used Commissioner Huggins as an example. I think she sits on the Health Department board. Is that correct? And there was a conference that she might would like to attend that in related to what you have assigned her to do? And I think it's just the flexibility that that Commissioner Nunley talked about, I think would be beneficial in those regards. So I, I would go along with that. Thank you.

Commissioner McLaughlin. Thank you, Mr. Chairman. Uh, manager had outlined, uh, her her recommendation. I think that you said in your last meeting and, and I think it was some misunderstanding in terms of what you recommended. At least that's what I that's what I gather. Would you repeat what you what you recommend? And I think it was some similar to what what has been already been discussed. Yes. So I think what I recommended to our budget workshops was to increase the total amount of spending for travel and training and divide it by Commissioner, um, up to 6150 per commissioner. Um, after discussion there, it appeared the sentiment of the board was to keep it flat, but find another way to increase flexibility. So my initial suggestion was for the purpose of increasing flexibility for those who wanted to attend conferences or sessions that were not those prescribed in your policy. Um, and my original recommendation was to add additional money to do that. But I think now what I'm hearing is, is a desire to add additional flexibility without increasing the total dollar amount. Adding additional flexibility without increasing any money. How can we do that? I do have a text. I do have a proposed text, um, to add. And so it would read in our policy currently under trainings, included special trainings and additional workshops not included in the list above may be taken at expense of each individual commissioner. Um. Instead, read special trainings and additional workshops not included in the list may be approved if within the discretion and if within the manager's discretion. Um, the special training and additional workshops are of like kind and cost as those included within our in our booklet. Those

outside of that. And then we could continue um, those that are not of like kind or expense may be taken at the expense of each individual commissioner and continue. So just add that little bit of a text amendment to provide the flexibility and just administrative, um, ease and facilitating it. That would be that would be my motion. And, um, I don't have any issues with the flexibility. As long as we're not increasing the budget. Yeah. That's that. That would be my motion without without touching the the budget expenditure. Comments. I'll second this motion. Okay. All right. So we've got a motion and a second to add the flexibility, but it doesn't add any, any funds. So they'll stay flat correct. Okay. Let's vote. Okay. We'll move on to items for decision. Madam manager. Yes. Um, your first item for decision. Um, we'll call forward Caitlin Houston with Pitt County Public Health to review the direct expense, direct the expenditure of opioid settlement funds. Good evening. I'm Caitlin Houston. I'm the Pitt County opioid settlement coordinator. Thank you for allowing me to speak tonight of the opioid settlement. So for the funding guidelines and guidance of the opioid settlement. So there was a national settlement that occurred with your large pharmaceutical and distributing companies of the opioids. Some of those organizations that you might recognize, the name is going to be Walgreens, Johnson and Johnson. And most recently Purdue. The guidelines on spending were created by the Department of Justice through a memorandum of agreement. And the guidance that we have comes

from the stat team and then the core NC. And following the memorandum of agreement, there are two options in which a county can operate. We are strategy A in Pitt County, which means we have 12 ways in which the funding can be expended. Tonight, we are presenting the resolution to show that ten organizations, ten strategies will be recommended for funding a criminal justice diversion program and addiction treatment for incarcerated person at this time is not being recommended. The data requirements. So examples. The county has yearly reporting of a general narrative and impact report, progress reports and success stories for each program and each strategy that expends dollars during that fiscal year, organizations are required to submit quarterly reports. Some of the questions are listed. Challenges that organizations face is showing that it is 100% related to opioid use, consumption, and time. During fiscal years 2526, there was $615,000 that was allocated, represented in green and then blue shows the expended dollars. Since submitting this presentation, we have received around $33,000 in additional um reimbursement request, bringing our total to roughly $377,000 currently expended for fiscal year 2526. It is being recommended for allocation of funding of $1,349,137. Any of the unspent funds from fiscal years 2526 will roll into the new account starting July 1st, and can be reallocated out beginning on January of 2027, and the next application process for future funds that is coming into the opioid settlement in 2627. We are estimated to receive roughly $1.2 million here in Pitt

County. At this time, they have not released the dated schedule of when those funds will be delivered to the county. For our application timeline. So we opened up a letter of intent on December 1st, and it did close on January 9th. During that time, we did receive 28 letters of intent, covering 60 of those 12 strategies for a request of $4.8 million. Through our review committee, they were able to make their recommendation of who to move forward to the application process, which did open up on February 6th. On February 11th, 16th, 17th and 23rd, we did host application Q&A sessions to any of those applicants. For them to be able to come ask questions, have a better understanding of the opioid settlement, funds, the requirements and the regulations of the funding. At the close of March 13th, we received 18 applications covering 28 strategies, requesting just over $2.4 million. We have a review committee that met four times reviewing the applications. During that, they were able to review, discuss and their recommendations tonight are for 15 programs to move forward, covering 22 strategies for a request of $1,349,137. So the applications that are being recommended are Teddy Bear Children's Advocacy Center for Recovery Support Services, and Early Intervention for a total of $80,000. AQ Taco for naloxone distribution of $50,000 for change. Syringe service program for $100,000. Hope is alive for recovery support services and reentry for 26,500. Road to recovery for reentry of $100,000. Quintanilla Community Solutions for recovery, housing support and employment related services for a total of $93,000. Pathways to life for evidence based addiction treatment, recovery support services and recovery support services.

Behavioral Health Treatment Court for $195,000. Integrated family services for naloxone distribution of $15,000. Hope restoration for a reentry program of 55,800. Pitt County Coalition of Substance Use, also known as PSU, for naloxone. Distribution of $80,000 AQ Health Foundation for naloxone distribution of 15,000. Engage, Inc. for evidence based addiction treatment and recovery. Housing support of 175,000. Town of Farmville for naloxone. Distribution of $6,600. Pitt County Health Department for Collaborative planning and recovery support services for $224,237, and Pitt County Emergency Management for Post Overdose Response Team and naloxone distribution in the amount of $133,000, for a total of $1,349,137. Applications not being recommended at this time by the Review Committee or the Pitt County Coalition of Substance Use, also known as Pick Sioux Daughters of Worth, Where Healing Begins, and the Pitt County Behavioral Health Treatment Court. Does anyone have any questions? Any commissioner questions? Commissioner Weaver. Thank you, Mr. Chairman. Um. You have a lot of entities that are requesting. Um, I don't want to say for overdose drugs that are out there. Um, and you went down. Why are so many requesting for that? It's Narcan. Basically, as you. It's one of them. Yes. So many of the organizations are requesting funding for naloxone distribution across the board. That is something that an organization, regardless of who they are, can implement to be able to have a positive impact within the community. So it's something that you could have a request

as high as $90,000 or more. And we have some organizations only requesting $6,600. So it's something that can be implemented into an organization. And so it's become very popular within the opioid settlement on a statewide basis. Uh, my, in my concern was, is how many people are asking for that? I know we are. You got EMS that needs it. Then you have certain groups and certain municipalities. Could we not combine all of it together and have one person that distributes it out to those places if they need it, compared to just giving them money for it? Yes. And so for this year, the resolution we are recommending six programs for naloxone distribution with the data requirements that come from the opioid settlement funds at that state level, the data requirements are very restrictive. So you would have to be able to have that partnership with all of the organizations and be able to notate the zip code in which every box of naloxone is distributed. So or a lot of organizations would struggle in the sense of if you had one organization over it, being able to manage and maintain the data requirements for the state level. Thank you. Thank you, Mr. Chairman. Commissioner Madden. Thank you, Mr. Chairman. I just wanted to add that this drug that you use or the the antidote Narcan, is that the. Not naloxone? Yes, sir. All right. I was just reading an article today, and there are apparently synthetic drugs that are hitting the streets now that are even more potent and dangerous than fentanyl. Yes, sir. Does that drug cover. Does it help reverse the effects of those? What's hitting the streets now? Yes and no. It depends on the drug itself. So naloxone works towards the, um, the part of the atoms of the opioid receptors. So with that, you do have to have an opioid within that drug. So some of the drugs that are currently on the street do not have an opioid.

So they are not hitting that receptor that naloxone is able to cover and protect that individual from. So it all depends on the drug itself. So it's not a it's it doesn't cover everything, but it does cover a large portion, especially with fentanyl being in many items. So the potential there is things can get worse. Yes, sir. And this is what it sounds like to me because this, this article laid out that where we've done a lot of work to try to stop the ingredients of fentanyl being the the crooks have started getting other things together and they're making other drugs that are even worse. So thank you. Thank you for what you're doing. Thank you. Commissioner. Yes. Thank you. I'm so sorry. Go ahead. Go ahead. Um, I was going to say that one of the reasons this money is here is because we filed a lawsuit way back. And this, it was specific. And because we were a part of the lawsuit. This is why the money is available to us, and we must spend it as the lawsuit had provided. If I recall that correctly. And you, some of us was not a part of the board at that time, but it was specific as to how we had to spend the money. Commissioner Brown. , yes, thank you very much for for what you're doing as well. Can you go back to the application recommended? Um, pathways. Can you just confirm that exact name of that? Yes. Passion pathways to life. To life. And do you have an address on that by chance? It is located here in the city of Greenville. I can provide that exact address. Yes, it is in Greenville. Thank you so much. Okay. Any other questions, Mr. McGlone? Why? Application process we use to determine something these organizations. Yes. So we did release to the public. Um, starting in on in December the letter of intent. But we have a formalized application process that we've created here in Pitt County for organizations to be able to first submit a letter of

intent. It is then reviewed by the review committee. We have put in place for them to make recommendations to go to application. And then the application applicant will then submit an application that answers numerous questions and then provides a detailed proposed budget that our review committee is able to review to to be able to make their recommendations. Are there any any other organization applied that was denied any funding? Yes. So there was originally 28 programs that submitted a letter of an intent, and we moved forward with eight of those programs. And then during the application process, there was 18 programs that applied for funding. And we were moving forward with 15. Or it's being recommended to move forward with 15. I would like to state that during the letter of intent process application, um, it is always open to ask questions throughout. I do not have a casting vote, so I host Q&A sessions for organizations to be able to put their best foot forward, and then also any organization that does receive a know throughout this process when they receive that notice. It's also immediately followed up with contact information of myself to be able to sit down and have a meeting, review what was submitted, what questions they might have so that they can better their application for future possibilities for funding. Any other commissioner questions? It was a pleasure to board. Got a motion to approve to hear a second. Second, second. Okay. Got a motion and a second. Please vote. Thank you for coming out. Great. Thank you. Yep. Okay. Madam manager. Yes. Beginning on page 107 in your package is an item to consider to consolidate your human services agency. Um, this was an item that was asked to be brought back to the board at your budget workshops, to this meeting. And, um, included in your materials are, uh, is a

proposed resolution that would create a consolidated human service agency. Um, a public hearing is not required, but may be done. Um, if the board so chooses. Um, if not, then the resolution is there for your review and consideration. Um, what it does, what this resolution does is it creates a consolidated agency combining Pitt County Public Health and Pitt County Department of Social Services. And that's a choice. It's up to this board to determine what agencies you are choosing to consolidate. This proposes the consolidation of those two. It also has a choice as to who is going to govern the consolidated agency. Um, if this board of commissioners decided you wanted to be the governing board, then a public hearing would be required, or you don't need a public hearing if you choose to create a consolidated Human Services Board, this resolution selects a consolidated Human Services board, which means it would be made up of 15 to 25 members. Having attributes of your current Board of Health, because you'll maintain the rulemaking authority as well as others. That board is appointed by the Board of Commissioners after receiving nominations from the from a joint group of public health, social services and Trillium. I'm not certain that Trillium has to be in it, but we have them included at this time. For now. Um, and then it, um, once you establish a board, then that, um, board with, um, advice and consent, um, supports the manager's or my hiring of a consolidated human services director who would be working with that consolidated Human Services board and oversee the consolidated department. And then the last thing in here,

which is a choice point, is the effective date. And so the proposed resolution, um, selects an effective date of October 1st that puts you at the beginning of your, uh, second quarter of the fiscal year and allow sufficient time to create that board, select a director, and then upon that effective date, the existing Board of Health and Social Services Board would end. And the Consolidated Human Services Board would take over. Um, and then I'll just say, um, for clarification, it was never the intent in bringing this forward, um, that I've been aware of to save cost. If anything, there may be a period of time where the consolidation increases your cost. Um, although I have some ideas on ways to save in that arena, but the primary driving force is in the delivery of services to the community. And so, um, by coordinating the efforts of social services and public health, um, you can better align the work that they're doing and enhance the quality of service to the vulnerable population that both entities serve. And I'll give an example. Suppose you have an at risk family that just had a child who received prenatal or postnatal assistance or care through the health department, and they're going out to that house to see that family. Um, well, they may be at risk in social services, might also be providing income maintenance to that home, or might be providing protective services to that home to keep that family intact. Coordination of services would have them go out together to work with the family together, and collaborate so that there's less confusion and more coordination on the two entities serving the same population. The other thing it does is we know that I think is significant in consolidation is that it will, um, put everybody under the county personnel

policies. So right now we are divided in that health and social services employees are under the, um regulations of the office of the State Human Resources. And so it is much more difficult or not necessarily difficult, but a different process and often more time consuming to change a job description or to change a salary. And the health department struggled with that when they were trying to bring nursing salaries up to a competitive level, to be able to recruit and retain the best and brightest nurses. This will have everybody under the County Personnel ordinance, which will be an ordinance, um, that when you hear somebody say the nine merit principles of the federal government, what that means is that there is a merit system and an appeal process. If you, um, there's job protection built in and an appeal process before you can lose your position, the same protection that's under the Office of State Human Resources is already in the Pitt County Personnel Ordinance. It would just apply to those, and every employee would be a county employee. Instead of having the two that are out there. I think that would actually be a tremendous benefit and add greater flexibility for those employees. But it will be different. And so that's the nuts and bolts of it. And Mr. Chairman, I'll give it back to you for, um, discussion and direction. Okay. Commissioner. Questions? Yes. Um, there's only one question that I'd like to make it clear so that our public hearing residents in Pitt County will know. Will there be any be any cut in services? Um, the consolidation itself would not, um, be the cause of a cut in service. There may be, um, hopefully opportunities taken advantage of to coordinate services and to collaborate that may or may not. It will result in

efficiency in the delivery of service. It may or may not result in a lower cost of the delivery of service. I would not recommend that any board go into consolidation under the notion that you're going to save money. Um, the reason is really to better manage your personnel and to coordinate those services. Thank you ma'am. No no, no services. Would want clarity. Commissioner Manan. Thank you, Mr. Chairman. Uh, we've had several discussions at different meetings and and everything with the county manager, and I'm satisfied that that that this is a way of where the the left hand doesn't necessarily know what the right hand is doing, is bringing it together so that we can deliver in a better service to the the citizens that are receiving these services, more coordinated. Um, and I just like everything that I've heard, everything she just explained sounds like a good idea to me. And I realize it may not necessarily. It's not. We're not doing it to save money. We're we're doing it to better coordinate the services we deliver through those two departments, because we're serving a lot of those people are the same clientele, and they will be better served. So I just like it. I'm all for it. Thank you. Any other commissioner questions or comments? I have. Just one comment. Uh uh, madam Manager, would you speak to the interaction with both boards? Your interaction with both boards on this matter. On the topic? Yes. So I've made myself available to both the social services board if they need it, and they have a liaison in Florida. Hardee. And to the health board. And they have a liaison and Mike Taylor um, and have been available for questions, have worked very closely with both directors as we've sort of navigated this process. To be sure, there was sufficient information available and then asked each board to let us know specifically, um, what they think of consolidation. The Social Services Board gave you a resolution and support. Um,

the health board gave you a letter saying that they were open to the idea and had additional questions. Um, and, um, about outcomes and other jurisdictions, um, information that can be available. And I've worked with health director to try and get that information to the board as well. And so, we've the health director, the social services director, and I have worked very closely with the experts at the School of Government to gather all of that information and to present it. And I know Wes did several presentations to his board about process and implications. And Sharon Rochelle did the same, um, to her board. Um, and so we were available that whole while, um, there may still be unanswered questions, as there is with any degree of change. Um, but we do know that a little over a third of the counties have consolidated. It started with just the larger ones, and then it went to the medium sized and smaller counties. Um, and that we have, um, we've also I know Wes has I know Sharon has, I know I have and James Rhodes has been a point person as project coordinator, um, to gather data as well. We've talked to various different entities to hear their pros and cons, um, and have shared that information with the various boards as well. Okay. Commissioner Nunnally. Thank you, Mister Chair. Um, I think one of the one of the things that myself and I think maybe some people in the public that have concerns about anytime you hear consolidation, any time you hear merger, you have that concern that what what you're really doing is you're seeking efficiencies to save cost. Um, so to use your example, you have one person going out to hit the home, um, for that visit, as opposed to having to, um, I think that in this case, the way that the way that that I understand it and the way that you've explained

it and the way that I think and that the spirit of it is that and the reason other counties have moved toward this is not, as you've stated, is not to save costs. It's to make sure that when we're providing wraparound services to our most vulnerable, that that we do not have services being. Services being rendered in silos. Um, and now consolidation doesn't guarantee that things are going to work well. Right. Um, because structure doesn't necessarily mean a structural change that doesn't solve all of our problems. And I think that's important for us to as we walk into this too, it's not going to be a magic formula where somehow magically, next year everyone's going to be receiving receiving better services. What the hope is, though, is that you put the two entities together under under formal leadership. Um, and that maybe some of that administrative wherewithal, you know, as a part of the consolidated services allows both organizations to perform their stated missions better. And then and, and a more collaborative way and that, that, that actually does over time, um, result in better services. I don't go into this consideration thinking that it's going to fix all of our problems, but I think that would be a mistake to do that. Um, so I'm in favor of it, but I don't see it as a quick fix. Any other commissioner comments or questions? Thank you, Mr. Chairman. Um, I think that the consolidation is not new. I would like to point out, first and foremost, everything that Madam Manager has said. Thank you for saying all of that. I agree with all of that. Um, but this we heard from several people tonight say that maybe to take a step back to, you know, think about this a little while longer. And I would just like to say, since the moment I have at least been sworn in, I have been hearing,

um, from not just this board, but from Pitt County in general, from from residents, how this is a desire which coincides with our strategic plan. Um, so it is based five tours, I do believe. Is that what you said, madam Manager, on on the data that we receive from the public, that this was a desire by the residents of Pitt County. So I think that that's very important to to make note of that. This is something that, um, as a county, we have been asked to do. Um, but this is not new. I think that the ongoing conversation has been discussed at a magnitude of, of different levels. So again, I just would like to reiterate the fact that this is about the experience of the families of which we serve, who are navigating very similar challenges by multiple departments. So yes, it will ultimately hopefully create efficiencies. Um, not necessarily to save money, but in the end, if it is a better steward of our tax dollar, I think that that would also be very important to note. Um, but I just want to say thank you to everybody of all the comments. I think it's all very important. And I just stand behind this and in favor in it. Okay. Well, it's a pleasure to board. I'll make a motion. To approve. Okay. We have a motion and a second. Let's vote. Okay. Thank you. Madam Manager. Yes. Next up you have, um, Florida Hardee to address a proposed bereavement leave policy that you heard me reference. Um, in the proposed budget. Good evening, Mr. Chair. Uh, board members, um, and as the manager just mentioned, yes, she did mention this during the budget process. Uh, presenting a bereavement leave policy for our county employees. And she also shared with you that there will be no additional costs to

the county if we implement this policy. But what it does allow, it gives our employees up to 40 hours of leave that they can use if they suffer the loss of a loved one. This gives them time to attend the services, do some grieving and take care of themselves. Um, it will replace the sit where we had in the sick leave policy. We built it into our sick leave policy years ago just to give them an option to use their sick time if they lost a loved one. It doesn't take the sick leave away from them. They're still there. Sick leave will still stay in their sick leave. Pod accumulated and they can use it for its intention, which they take care of themselves when they're sick, or their family members when they're sick. So this 40 hours would be an addition to that? Uh, it would be a prorated amount for our part time employees who sit in, um, established position. So they would get a prorated amount of the 40 hours. And this is per calendar year. Um, so we're asking if you were to approve this policy. Also allow us to make the change to the sick leave policy. We're going to strike the use of sick leave towards the death of a loved one. And to update our definitions page to include bereavement leave. Any questions for Florida? Make a motion. Yeah, I'm going to make a motion. We got lots of motions and a second. Please vote. Thank you Florida. Thank you. We missed one. Madam Manager. I did. My apologies. I'll backtrack to number two, which should have happened before Consolidated Human Services is your strategic plan. Implementation action plan. And you have materials at your place settings. You have, um, a strategic plan booklet, and you have a strategic plan mini booklet. Um, and public information will put a poster up on your screen. Um, that summarizes all of that as well. You may recall there it is. And

that's very small for you to see, but that's okay. Um, we can get that to you also. And all of that information is in these materials. Back in February, the board heard from Barry Dunn and adopted the core principles of our strategic plan, as well as a mission vision and updated value statement. Um, I wanted to bring all of that back to the board for your one last final look and then also provide to you the action plan for year one within the strategic plan. And it's divided into, um, four strategies. Um, beginning on page 101 of your packet. And it tells you how that translates into action in the first year. And so for, um, for the first priority of community well-being that encompasses health, social services, recreation, public safety, animal services and some components of homelessness. And you'll see in your book the objectives that we are hoping to tackle within year one of this strategic plan. If the board adopts these, um, as it's prepared, um, the first one under um, community Well-Being reference is consolidation of human services. Then it goes on to talk about your fire feasibility study and how we'll support fire services. It talks about expanding public health offerings to include primary health, talks about expanding your community paramedic program, um, updating your cultural arts master plan, um, partnering with ECU health to for violence interruption. Um, exploring initiatives for kin first placements within social services, um continuing services at the detention center to decrease recidivism and improve overall community safety is for those two positions in the proposed budget. Um, doing a needs assessment within animal services um supporting the

production, access to and consumption of locally produced foods and then updating the county's homelessness plan. And then within each of those categories, you'll see bullet points that translate into exactly how we intend to tackle each of those projects. Within each goal. And then these will then, once approved by the board, if approved by the board, will translate into each individual's performance plans and evaluations so that when an employee is coming to work every day, they know exactly what it is they're working on, what they're being graded on for satisfactory performance, and they'll know that that aligns with the desire of this board of commissioners. Similarly, in the second priority, under economic vitality, that includes schools, education, economic development, housing, the airport redevelopment in the community and childcare for economic vitality. And it talks about formalizing funding process with county schools. You've done that in your purpose and function funding already. It talks about industrial site development, um, for economic development, affordable housing for low to moderate income homes, small business support. Um, the city of Greenville, Pitt County Airport improvements and enhancements. Um, and then first street redevelopment in partnership with East Carolina University and the City of Greenville, as well as new initiatives to access high quality childcare to support working families. Um, and then again, the bullets in there. The third priority is balance development. Um, and that talks about your growth and development, and it contemplates which was included in your upcoming budget development of a UDL, a unified development ordinance. And there are multiple processes that happen to have to happen with stakeholder input before you get to that point. But that being the ultimate objective, um, updating our solid waste management plan, our Greenway

plan, and our news River Regional Hazard mitigation plan. And then finally, your fourth priority being organizational excellence. Really the how we do all of this stuff has to do with the creation of your new county administration building training opportunities, organizational assessments to evaluate staffing and structure, investing in technology and data security. Um, looking again at our fleet management plan to make sure it's effective. Um, marketing and communication strategies with between the county and the community. And then, um, developing or considering how we want to handle nonprofit organization requests and funding going forward. All of these were the culmination and the result of multiple input sessions from the community that translated into these themes. Um, and then um, had further, um, stakeholder involvement. Um, I think it's important to know that these were not internally driven strategic objectives. In your booklet, it talks about, um, where the information came from. There were four live sessions, one virtual session, 303 survey responses, 233 employee responses, 76 individual community stakeholder interviews with our partners and community leaders. We had three focus groups in addition to those forums. Um, soliciting information in person and um, electronically. And so all of that feedback was put together into these themes. Um, and is presented to you for final approval this evening, um, or any other questions or discussion you might have. Any commissioner questions, comments. It's the pleasure of

the board. Second. I've got a motion on a second. Please vote. Okay. Okay. Thank you, Madam Manager. I think we're down to number five now. Yes. And that is an appointment to your juvenile Crime Prevention Council. It is being recommended that Akeem Thomas be appointed to fill a vacant At-Large seat. It's my pleasure to board. Got a motion on here a second. Second. Okay. Please vote. Okay. We're down to commissioner comments. I'll start to my right. Commissioner Brown. Uh, thank you very much. Um, I would just like to say on the strategic plan, thank you very much for for all the work that has gone into this, um, I do feel as though it's really important that we look at the, the funding and how future requests are budgeted on this. Um, so I apologize to use my, my comments on that, but that is just something that I want to make sure that we come back to. Madam manager, do you know what the timeline looks like on that is to when we'll we'll look at the financial. Um, yes. So I think for your current proposed budget, um, departments submitted their budgets the way they always have. And we've sort of channeled the manager's recommendations into the preliminary goals that we had going forward for any department to submit a budget request. We'll ask that it be tied to a particular strategy within the strategic plan. Um, so that those that are outside of your plan would be the ones not recommended for funding, and those within your plan would be higher priority for funding going forward. And so it will be a change in practice in how department heads, um, request their money to tie it to the strategic plan. Um, and then ultimately, it's within the discretion of the board to fund.

Would it be possible to get an estimated implementation cost on what the strategic plan, both existing and non-existing, maybe looks like in the in the future at some point? You mean the cost to implement it? Yeah. Um, yes, we can get you that. So that would include the cost of messaging. Well, I'm. The you. Mean the cost of the actual plan itself to to roll that out over however long this plan is going to be planned for. So if it's a 5 or 15 year plan, what over the course of those years, maybe that implementation cost would approximately look like, I guess for a future board to not be caught off guard. Yes. To to accurately plan, because if we're planning today and then seven years down the road, they don't want to approve that for whatever reason. Uh, I just feel like knowing the existing and then because there are a lot of things on that plan that are already existing that we have already covered. When we were developing the plan. So the answer is yes. And I can bring those numbers back to the board. Um, when we were developing it, and I'm going to look to James Rhodes as our project coordinator, who was integral in strategic planning and that process in the chart, there was always a box that said, covered with existing funds or additional funding needed so we can um, many of the boxes were within existing funds. It's just changing the way we do things, other things, other items need new funding. We can total the value of everything in the plan that would require new funding and bring that back to the board. Perfect. Thank you very much for clarification, I appreciate it. No further comments. Thank you. Thank you, Commissioner Perkins. Williams, keep moving. All right, Commissioner Weaver. No comments. Thank you sir. All right. Commissioner McLaughlin oh, it's quiet tonight. Commissioner Huggins. Well, thank you, Mr. Chairman. Uh, I will say that, um, I, uh,

attended the, um, North Carolina Association of County Commissioners board of Directors meeting, uh, Friday and Saturday in, uh, Cherokee. Uh, that was not on the county's dime. Uh, so, uh, uh, but even though I, um, I sit on that board of directors, that, uh, representative of Pitt County, along with, uh, Martin Beaufort, uh, Bertie Herford, uh, I believe I'm still representing a Pitt County, um, and on that, the board of directors were also looking at strategic plans for five for five years. Um, so we passed a strategic plan. We also heard an update from, uh, Joel Hicks, who's our legislative, uh, advocacy. Uh, of course, talking about the, uh, income tax or, uh, bill and also the property tax. Um, bill update on that. So we heard we heard all all of that. So that's just a snippet of what, uh, happened at that, um, at that meeting. Thank you. Commissioner. Commissioner Nunnally. No comment. Commissioner Mann. Thank you, Mr. Chairman. I just want to invite all of you out to the University City Kiwanis Pancake Day, which is this Wednesday at the Boys and Girls Club from 7 a.m. to 2 p.m.. Uh, the benefits are to the Boys and Girls Clubs of Pitt County. And I have tickets. If you would like to go, just see me before you leave. Thank you. All right. Thank you, Commissioner. Okay. Yes. Ma'am. No, no further comments. This board make a motion to adjourn. Okay. We have a motion to adjourn right here. A second on that. Not everybody at one time.

Second. All right. Thank you all for coming out tonight.