FY22 Recommended Budget

FISCAL YEAR
2021-2022
RECOMMENDED BUDGET
NEW HANOVER COUNTY
The Model of Good Governance
NEW HANOVER COUNTY
RECOMMENDED BUDGET
FISCAL YEAR 2021‐2022
County Commissioners
Julia Olson‐Boseman, Chair
Deb Hays, Vice‐Chair
Jonathan Barfield, Jr.
Bill Rivenbark
Rob Zapple
County Manager
Chris Coudriet
County Staff
Lisa Wurtzbacher, Chief Financial Officer
Michelle Daniels, Budget Officer
Scott Steinhilber, Budget Coordinator
Jeremy Ashworth, Budget Analyst
Karen Hurley, Budget Analyst
Gwen Hill, Budget Specialist
230 Government Center Drive, Suite #165
Wilmington, North Carolina 28403
http://www.nhcgov.com/Finance
You may send comments or questions on this budget to
lwurtzbacher@nhcgov.com.
OUR VISION
for NEW HANOVER COUNTY
A vibrant, prosperous, diverse coastal community
committed to building a sustainable future for
generations to come.
MISSION STATEMENT
New Hanover County is committed to progressive
public policy, superior service, courteous contact,
judicious exercise of authority, and sound fiscal
management to meet the needs and concerns
of our citizens today and tomorrow.
The New Hanover County

Board of Commissioners
June 2011
NEW HANOVER COUNTY
TABLE OF CONTENTS
County Manager’s Letter of Transmittal .................................................... 1
Strategic Plan 2018-2023 ....................................................................... 10
Recommended Enhancements ............................................................... 13
New Hanover Organizational Chart ......................................................... 16
Position Summary by Function ................................................................ 17
Budget Functions ..................................................................................... 17
Summary of Expenditures and Revenues – All Funds ............................. 18
General Fund Expenditures:

General Fund Expenditure Comparison .............................................. 19
Expenditures by Function ................................................................... 20
Expenditures Pie Chart ....................................................................... 21
General Fund Revenues:

Revenues by Class ............................................................................. 22
Revenues Pie Chart ............................................................................ 23
Net County Cost Human Services Departments ...................................... 24
Non-County Agency Contributions ........................................................... 25
Non-Departmental.................................................................................... 27
New Hanover County Education Summary .............................................. 31
Capital Outlay ......................................................................................... 32
Capital Improvement Plan ....................................................................... 34
Debt Service for Next Five Years ............................................................. 36
Numbers in the recommended budget document have been rounded to make the recommended budget
document easier to understand and compare with other data. Minor discrepancies in tables between
totals and sums of components may occur due to rounding.
i
May 17, 2021
To the New Hanover County Board of Commissioners:
I am pleased to present the recommended budget for fiscal year (FY) 2021‐2022, which was prepared in
accordance with The North Carolina Budget and Fiscal Control Act and provides funding that 1) meets our
statutory responsibilities, 2) supports existing county objectives, and 3) advances the priorities of the New
Hanover County Strategic Plan.
As our efforts to recover and rebuild from multiple hurricane events were well underway, we found
ourselves in uncharted territory with the COVID‐19 pandemic and the awakening of racial and social
injustice across the country and in our own community. We have navigated our way through these
challenges with swift and intentional decision making that has joined together our community to ensure
effective and equitable use of resources to address a community health crisis. We continue to devote
significant resources to prioritize the safety, health, and security of our community.
New Hanover County supports and values diversity and equity. This recommended budget is guided by
those beliefs. The Office of Diversity and Equity was established within the past year to build on our work
to be a more diverse, inclusive, and equitable organization and community. The work already done by the
department and team is evident across the organization and the community as a whole, and this budget
asks us as an organization to go farther, to be better, and to be more equitable.
This recommended budget takes a rather conservative fiscal position and prioritizes the preservation of
existing county services given the current economic volatility and uncertain longer‐term economic impacts
of COVID‐19. This recommended budget maintains the fiscal responsibility and stewardship that enabled
the county to meet the demands placed on it during the response and now early recovery from COVID‐19.
The fiscal discipline shown by this Board of Commissioners, as well as prior boards, to establish a fund
balance policy and work consistent with it enabled county staff to manage well over the past several fiscal
years. The county’s unassigned fund balance percentage for the fiscal year ending June 30, 2020, placed us
within the 18‐21 percent range of our fund balance policy and we anticipate maintaining that position or
improving it at the close of FY 20‐21.
The proposed spending plan addresses needs identified since the pandemic, enhances some service levels,
provides long‐term funding for voter‐approved debt, invests in strategic initiatives, and maintains fiscally
responsible operations. I propose to do this with a decrease in the tax rate (55.5 cents in FY 20‐21) and no
use of appropriated fund balance.
Specifically, I am recommending the following revenue rates for the FY 2021‐2022 budget:
● County‐wide tax rate of 47.50 cents per $100 of assessed value, with 42.70 cents dedicated to
funding operations and 5.3 cents of the rate dedicated to paying prior voter‐approved debt;
● Fire Service District tax rate of 7.25 cents per $100 of assessed value; and
● Environmental Management tipping fee of $48 per ton.
1
Plans to delay implementation of the stormwater utility fee were related to preliminary details of the
American Rescue Plan (ARP). Recent guidance does not allow for ARP funds to cover the debt component
initially outlined in the framework. As a result, this budget recommends imposing an annual fee of $12 to
cover these FY 2021‐2022 expenses.
The FY 2021‐2022 recommended budget amounts are as follows:
● Total spending plan is proposed at $461 million, an increase of 15.5 percent from the FY 2020‐2021
adopted budget;
● General Fund is proposed at $382 million, an increase of 9.1 percent from the FY 2020‐2021
adopted budget;
● Debt Service Fund, a component of the General Fund, is proposed at $59.3 million, a decrease of
4.9 percent from the FY 2020‐2021 adopted budget;
● Environmental Management Enterprise Fund is proposed at $24.9 million, an increase of 2.7
percent from the FY 2020‐2021 adopted budget; and
● Fire Services District Fund is proposed at $18.3 million, an increase of 9.8 percent from the FY 2020‐
2021 adopted budget.
REVENUES
The general reappraisal of real property for New Hanover County occurs once every four years. State law
requires that units of local government, including public authorities, publish a revenue‐neutral tax rate in
the budget immediately following the completion of the general reappraisal of real property. The purpose
of the revenue‐neutral tax rate is to provide citizens with comparative information.
The FY 2021‐22 operating budget follows the general reappraisal of real property for New Hanover County.
The revenue‐neutral tax rate, as defined by G.S. 159‐ 11(e), is the rate that is estimated to produce revenue
for the next fiscal year equal to the revenue for the current fiscal year if no reappraisal had occurred. The
rate is then adjusted by a growth factor equal to the average annual percentage increase in the tax base
due to improvements since the last general reappraisal.
As it relates to the General Fund, the reappraisal produced an estimated tax base of $47,916,072,500 for
New Hanover County. The tax levy for the current fiscal year is $199,413,237, and the growth factor since
the last general reappraisal is 2.12 percent. Using the formula mandated by state law, the revenue‐neutral
tax rate for New Hanover county is 42.50 cents. The proposed property tax rate for FY 2021‐22 is 47.50
cents, which represents a decrease from the property tax rate of 55.50 cents for FY 2020‐21.
As noted, this spending plan is balanced at the property tax rate of 47.50 cents per $100 of value, with 5.30
cents of this rate dedicated to the Debt Service Fund to pay for prior voter‐approved debt, and the
remaining 42.20 cents funding general government operations.
$11.9 billion added to the tax base over the past year equates to an annual growth rate of 33.4 percent.
Similarly, sales tax receipts are projected to increase over the estimated year‐end actual receipts to $85.4
million.
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American Rescue Plan
The American Rescue Plan is not part of the FY 21‐22 budget; however, it is important to note this funding
source provides us with an opportunity to increase services across the community without a direct financial
impact to residents and businesses. The Board adopted the draft framework during its April 5th board
meeting, and the $45.4 million will go toward strengthening our community. That funding plan includes:
● extending broadband access to around 8,000 homes in marginalized households with children to
increase connectivity to reliable high‐speed internet;
● offering grants to our retail, service, leisure and hospitality, and childcare businesses and
nonprofits, in addition to investing in job training and an apprenticeship program;
● providing mortgage and rental assistance to homeowners in arrears due to impacts from COVID‐19
and renters who qualify under workforce housing guidelines;
● enhancing physical and mental health for infants, toddlers and children in schools by ensuring they
have access to mental health counselors, nurses, health education ‐ offering scholarships toward
degrees or certifications in childhood mental health ‐ and ensuring seniors have access to mental
health counselors, meal distribution, safe and social interaction and transportation for necessities;
● easing the burden by charging a minimal stormwater utility fee for all users in the unincorporated
county, but extending full service to these residents, in addition to investing in the cost to maintain
and treat stormwater ‐ reimbursing nonprofits that provided non‐congregate sheltering during the
pandemic and were denied of FEMA reimbursements‐ and replenishing the county’s PPE stock to
ensure adequate supplies for any future needs;
● reimbursement of fiscal year 2019‐20 sales tax revenue reflected as a loss against revenue received
in 2018‐19 to ensure the county remains on solid financial footing;
● recognition of county staff who have remained on the frontlines, continued important public
services, and ensured residents received the help they needed at a time when it was critical, and
working directly in the vaccine response to compensate them for their dedication, long hours and
constant work in vaccinating our community and saving lives; and
● reserve funding for future needs as well as administration and reporting.
Additional items for ARP consideration, originally requested by staff to be considered in the FY 2021‐2022
budget, include:
 One Grants Analyst to assist with increased managing and reporting of federal and state funding;
 a Workforce Renter Assistance Pilot Program to expand eligibility to residents ineligible for other
workforce renter programs;
 an Apprenticeship Program to grow the talent pipeline in our target sectors by investing in
Community College students;
 One Health Educator to address core health promotion within the community regarding health
challenges and opportunities;
 One School Health Nursing Supervisor to provide appropriate oversight for more manageable
teams of school nurses;
 the reclassification of two School Health Team Leads to provide improved infrastructure, support
and supervision to our school nurse teams;
 One Virtual Outreach Program Coordinator to extend services to the aging community, during the
pandemic and other circumstances that prevent them from visiting in‐person;
 continued Transportation services for older adults as a result of state Rural Operating Assistance
Program (ROAP) funding being eliminated; and
 sustaining our Home Delivered Meals program by increasing opportunities for dedicated staff.
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NEW HANOVER COUNTY STRATEGIC PLAN
The Board of Commissioners’ 2018‐2023 Strategic Plan guides the work of the county through five strategic
focus areas, all supported by New Hanover County’s commitment to being the model of good governance:
• Superior Education and Workforce
• Superior Public Health and Safety
• Intelligent Growth and Economic Development
• Strong Financial Performance
• Effective County Management
Superior Education and Workforce
The county strategy identifies Superior Education and Workforce as a cornerstone of achievement in the
county’s vision. To that end, the county continues its longstanding support for public education through its
funding partnerships with New Hanover County Public Schools and Cape Fear Community College.
New Hanover County Public Schools
I am recommending funding for public schools, inclusive of charter schools, in line with the current funding
model of a fixed dollar contribution for current expenses based on the Average Daily Membership (ADM).
This budget proposes an ADM rate of $3,434, which is a $527 increase over the current year ADM adopted
rate of $2,907.
The total recommended direct‐funding for public schools is $91.9 million, which consists of a $9,000
average teacher supplement, an increase of $4,817 over the current average supplement of $4,183. The
supplement increase takes the district from ranking 27th to #1 in the state, based on current fiscal year data.
The current expense also includes the addition of four Teaching Fellow scholarships. The school budget
represents a 14.8 percent increase in current expense funding. This increase equates to approximately 40
percent of the county’s total projected new revenue for FY 2021‐2022.
In addition, this recommendation includes $3.7 million in restored funding for school capital, $25 million in
debt service for county school system debt obligations, and $974,844 to increase the county funded Pre‐K
classrooms from three to six. These classrooms provide structured learning environments for three and
four‐year old students, with the overall goal of having students academically, socially, and emotionally
ready to enter public, private or home‐school kindergarten classes.
The total FY 2021‐2022 recommended funding for public schools across all funding categories – current
expense, capital, debt service and pre‐k classrooms – is $121.5 million, an 8.31 percent increase over
current year adopted funding. As in previous fiscal years, the county’s funding commitment to public
schools represents a significant portion of the overall budget, totaling more than one‐third of the FY 2021‐
2022 recommended spending plan for the county’s General Fund.
In addition to these funding allocations, the county continues to support public schools through county
personnel that are dedicated to the schools. This includes 43 School Resource Officers and 40 school nurses
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who provide coverage at all public schools, as well as 16 school‐based therapists who provide coverage for
7 middle schools and 13 elementary schools. The county also provides $472,000 in funding for school
landscaping and field repairs through our Parks and Gardens Department. An additional $166,200 is being
recommended for teacher incentives for hard‐to‐staff schools to receive National Board Certification, a
reading training program, and a Workforce Housing Gap Rental Assistance Program.
Cape Fear Community College
I am recommending funding for Cape Fear Community College totaling $22.5 million, which is inclusive of
operating expenses as well as debt service. The community college did not request funding for capital for
FY 2021‐2022.
This coming fiscal year, the county will pay $11.5 million in debt service on behalf of Cape Fear Community
College. These payments are to service debt on $164 million in voter‐approved bonds for capital
improvements for the community college. This budget also includes $11 million for operating expenses,
which meets the college’s request.

Superior Public Health and Safety
Superior Public Health and Safety remains a top priority and an important part of the county’s 2018‐2023
strategy. This component of the strategy aims to prevent and reduce opioid abuse, increase access to
programs to prevent and reduce obesity, and sustain the community capacity to prepare for and respond
to public safety demands, many of which are funded in this budget.

COVID‐19 testing and vaccination efforts required a coordinated public health and safety response in New
Hanover County with our entire workforce responding to the community’s needs. The success of the
response is thanks to all the people who worked tirelessly for days on end. Their efforts, combined with the
training and planning for such an event, enabled the county to respond quickly to protect life and,
subsequently, provide support for recovery and a path forward.
New Hanover County Health and Human Services’ Public Health has administered around 56,000 doses of
the COVID‐19 vaccine in our community in less than five months, with around 100,000 people being fully
vaccinated.
Our FY 2020‐2021 budget included minimal enhancements, followed by a year of great need in the areas of
both Public Health and Public Safety. This recommendation includes the authorization of three positions
supported with ARP funding and provides many of the resources needed. I am recommending 21 additional
positions and items that will sustain or improve our capacity for delivering services:
● One Environmental Health Program Specialist to ensure inspections of complex septic systems
occur in a timely and sufficient manner;
● One Human Service Caseworker Supervisor (Quality Assurance) in Social Services (Economic
Services) to ensure expected state and federal quality standards are met;
● Two Social Workers and one Community Services Assistant (Adult Services In‐Home) and one Social
Worker (Special Assistance In‐home Care) in Social Services to meet the state case load standard
and address the existing waiting list for home management and transportation for essential errands
and appointments;
● One Administrative Specialist in Veteran Services to assist with the increasing demand of walk‐in
clients and limit wait times on‐site;

5
● Alarm Call Electronic Delivery to CAD in 911 Communications to reduce call processing times;
● One Network Administrator to address specialized technology needs for the public safety radio
systems in 911 Communications;
● Revision of the county’s Emergency Operations Plan to include addressing pandemic issues,
● POD Ready Meals for a more sustainable food source option in the event an emergency arises that
limits access to alternatives;
● One Deputy in the Sheriff’s Office (Support Services) to improve the overall experience with the
Animal Services Unit by establishing a proactive and engaged approach to customer service;
● One Forensic Chemist in the Sheriff’s Office (Forensic Lab) to meet accreditation guidelines and hire
a candidate capable of providing technical oversight to all disciplines within the lab;
● One Detective in the Sheriff’s Office (Violent Crime) to dedicate a resource to increasing violent
crimes investigations;
● One Evidence Technician in the Sheriff’s Office (Forensic Lab) to manage the workload stemming
from over 300 sworn deputies, currently resting on one employee;
● One Latino Victims Liaison/Advocate (Detective) to build trust and enhance communication
between the Sheriff’s Office and the Latino community;
● Two Administrative Support Technicians (Judicial) for the gun permit section to address the backlog
of pistol purchase permits and ensure compliance with state law;
● Five Deputies in the Sheriff’s Office (Judicial) to staff the new Juvenile Justice building, which is
more than double the size of the old building; and
● One Deputy, Corporal in the Sheriff’s Office (Judicial) to provide appropriate supervision over
operations and complete the work unit.
We are entering the second year of the pilot program for the Social Impact Fund. The pandemic presented
some challenges that pushed community partners to get creative about continuing to provide much needed
service to residents and reach their target goals.
The Child Development Center continues to work to enhance kindergarten readiness among the children
served by this organization. Step Up Wilmington maintains an effort to raise average wages in the county.
Coastal Horizons’ RESET program has a goal of reducing overall substance use amongst the clients they
serve.
Each program has made significant strides and we are committed to working with them through the
challenges we are all experiencing. During year one, the incentives were eliminated as a response to
balancing the budget under the uncertainties that came along with COVID‐19; this recommendation
reinstates those incentive payments. All three of these programs are strongly aligned with the county
strategy and are well positioned to move the needle on several key performance indicators for the county.
Fire Services District
As it relates to the Fire Services District Fund, the reappraisal produced an estimated tax base of
$18,358,500,000 for New Hanover County. The tax levy for the current fiscal year is $10,934,820, and the
growth factor since the last general reappraisal is 2.65 percent. Using the formula mandated by state law,
the revenue‐neutral tax rate for New Hanover County is 6.11 cents. The proposed property tax rate for FY
2021‐22 is 7.25 cents, which represents a decrease from the property tax rate of .50 cents for FY 2020‐21.
Included in this recommended budget is a $124,500 allocation for a diversity program that focuses on ways
to increase minority recruitment. In partnership with Cape Fear Community College, this program will
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consist of providing selected candidates with a stipend and continuing education through the firefighter
certification program at the North Campus.
As part of the fire service capital replacement plan, a fire engine and vessel are scheduled to be replaced in
FY 2021‐2022. This budget includes loan proceeds to fund a total of $1.2M for both replacements.
Intelligent Growth and Economic Development
Intelligent Growth and Economic Development is one of the three pillars of the county’s 2018‐2023
strategy. This component of the strategy aims to leverage public infrastructure to encourage private
investment, increase the diversity and number of higher wage jobs, and encourage development of
complete communities.
In support of these objectives, I am recommending the following investments:
● $15,000 for a Student Generation Study to help the county identify when to expect growth and plan
for the future;
● $181,000 for year one of a three‐year plan to the Chamber of Commerce for business retention,
expansion and recruitment;
● $208,600 for Wilmington Business Development;
● $75,000 for Wilmington Downtown Inc.;
● $133,692 for the Wilmington Regional Film Commission;
● $70,000 for an incentive payment for National Gypsum; and
● $25,000 for the Cucalorus Film Foundation.
Effective County Management
The success of the organization and the results delivered day in and day out are obtained through the good
work, commitment, and passion of our public employees. It remains my belief that we should invest well
and fairly into our human capital. As such, I am recommending the following:
● Market adjustment equal to the greater of $1,583 or 2.9 percent of the salary for each full‐time
employee to compensate for the daily increased costs of living; this market adjustment is based on
the 12‐month average change in the Consumer Price Index (CPI) through March of this year;
● Merit pool of 1 percent for distribution with the first pay period in the second quarter of the fiscal
year, based on prior fiscal year performance; and
● 401k employer contribution of 2.5 percent of the salary for each full‐time employee through
deferred compensation; and
● Continued emphasis on county staff wellness through health incentives, education, clinic care, and
fitness.
This recommendation also provides funding for a pay and classification study scheduled to start in the
third quarter of FY 2021‐2022 for a FY 2023‐2024 implementation.
I am also recommending a salary lag of $1.5 million in the General Fund to account for vacancies that will
naturally occur during the fiscal year. This recommendation aligns with diligent efforts to reduce turnover
in specific departments of the enterprise, resulting in notably improved vacancy rates that are reflected in
the FY 2021‐2022 salary lag budget.
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Capital Planning
I am recommending $17 million in General Fund capital and capital outlay expenses for FY 2021‐2022. This
plan takes advantage of the county’s best‐in‐class bond ratings and market conditions and borrows the full
amount for the capital contribution to the school district, major maintenance and repairs, specialized
equipment, and all vehicles.
Capital Improvement Plan
For FY 2021‐2022 I am recommending a $12.4 million capital improvement plan (CIP). Included in the CIP
as part of the General Fund are the following projects:
● Northern Regional Park Phase 2 Design at a cost of $170,000;
● Ogden Park Maintenance Facility Expansion at a cost of 23,000;
● Multi‐use trail at Northern Regional Park at a cost of $450,000;
● Smith Creek Park Phase 2 Design at a cost of $170,000;
● Hanover Pines Nature Park at a cost of $2,335,000;
● Ogden Park Bike Lane Connector at a cost of $25,000;
● South College Rd. Trail Design at a cost of $570,000;
● North College Rd. Trail Design at a cost of $570,000;
● Emergency Logistics Center at a cost of $7,447,240;
● Shelter Supply Storage Buildings at a cost of $423,800;
● Incinerator with Shelter at a cost of $135,374; and
● Facility Replacement for Sheriff’s Detectives at a cost of $150,000.
The following is associated with capital projects within the Fire Services District Fund:
● Gordon Road Station Land Acquisition and Design at a cost of $835,000;
The following are associated with capital projects within the Environmental Management Fund:
● New Landfill Entrance and Customer Convenience Site at a cost of $2,800,000;
● Southern property closure design cells 7‐15 at a cost of $300,000;
● Southern property construction cells 11 and 12A at a cost of $4,650,000; and
● Partial cell closure cells 7 and 8A at a cost of $2,950,122.
Capital Outlay
A total of $5.2 million of capital outlay is recommended in the General Fund for FY 2021‐2022. Noted below
are some of the major capital outlay items or categories recommended for funding in the General Fund
budget:
● $763,480 for the routine replacement of IT equipment;
● $645,000 for building equipment replacements;
● $280,000 for communications tower equipment shelter;
● $1.6 million for replacement of 55 vehicles – 47 of these vehicles are for the Sheriff’s Office, while
the other 8 are for various other departments; and
● $472,503 for the routine replacement of radios in the Sheriff’s Office.
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IN CLOSING
This recommended budget appropriates taxpayer dollars to the board’s strategic priorities and reduces the
General Fund property tax rate to 47.50 cents per $100 of value. It is my opinion that this plan and the
associated rates ensure a sustainable approach to governance and provide for future county budget needs,
assuming similar trends in revenues and expenses.
While the responsibility falls upon me as county manager to recommend a balanced budget, as a governing
board you would not be in position to consider a strategic and balanced budget for FY 2021‐2022 without
the dedicated work from the county’s Executive Leadership Team, our department directors, the Finance
Department, and all New Hanover County employees.
I look forward to working with you toward the adoption of the FY 2021‐2022 Budget for New Hanover
County.
Sincerely,
Chris Coudriet
County Manager
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NEW HANOVER COUNTY STRATEGIC PLAN 2018-2023
INTELLIGENT GROWTH & SUPERIOR EDUCATION SUPERIOR PUBLIC

ECONOMIC DEVELOPMENT & WORKFORCE HEALTH & SAFETY
• Leverage public infrastructure • Prevent and reduce opioid abuse

to encourage private investment
• Promote early learning that • Increase access to programs to
• Increase the diversity and number ensures life-long resiliency prevent and reduce obesity
of higher-wage jobs
• Support the private sector’s need • Sustain the community capacity
• Encourage development of for talent to fill higher-wage jobs
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to prepare for and respond to
complete communities in the public safety demands
unincorporated county
GOOD GOVERNANCE
EFFECTIVE COUNTY MANAGEMENT STRONG FINANCIAL PERFORMANCE
• Continuous focus on the customer experience • Minimize taxes and fees
• Increase transparency and awareness about county actions • Proactively manage the county budget
• Deliver quality service at the right time • Plan for the long-term financial health of the county
Provide better, faster, leaner Align services and programs Communicate what the Develop and nurture partnerships
Internal Business Processes customer-driven practices with strategic priorities county does and why to deliver strategic objectives
Hire and retain people Foster a culture of agility and Build capacity for data- Engage in continuous
Organizational Capacity committed to public service flexibility to create innovative solutions driven decision making learning
MISSION VISION
New Hanover County is committed to progressive public policy, superior service, A vibrant, prosperous, diverse coastal community
courteous contact, judicious exercise of authority, and sound fiscal management committed to building a sustainable future for
to meet the needs and concerns of our citizens today and tomorrow. future generations.
PROFESSIONALISM • INTEGRITY • INNOVATION • STEWARDSHIP • ACCOUNTABILITY

NEW HANOVER COUNTY STRATEGIC PLAN 2018-2023
INTELLIGENT GROWTH & SUPERIOR EDUCATION SUPERIOR PUBLIC

ECONOMIC DEVELOPMENT & WORKFORCE HEALTH & SAFETY
STRATEGIC OBJECTIVE STRATEGIC OBJECTIVE STRATEGIC OBJECTIVE

Encourage Sustain the
Leverage public development of community
Increase the Increase access
infrastructure complete Promote early learning Support the private Prevent and capacity to
diversity and to programs to
to encourage communities* that ensures life-long sector’s need for talent reduce opioid prepare for
11
number of prevent and
private in the resiliency to fill higher-wage jobs abuse and respond to
higher-wage jobs reduce obesity
investment unincorporated public safety
county demands
DESIRED OUTCOME DESIRED OUTCOME DESIRED OUTCOME

More advanced Align policies and Every child entering Community knows
Current public assets manufacturing, business practices kindergarten in NHC has Businesses stay, start, or risks of obesity Preparation that
and future knowledge sector, to support the emotional, social, expand because the talent Fewer people and individuals can results in the
investments increase and skilled the development and physical opportunity to exists here or is misusing opiates equitably pursue appropriate response
the tax base trade jobs of complete succeed and to, ultimately, developed quickly a life that and ensures resiliency
available locally communities perform at grade level mitigates risks
TARGET TARGET TARGET

• Increase jobs that • 75% of children are • Increase access to
pay > 6.5% above ready for kindergarten • 100% of emergency
• $3 billion increase • Increase digital access • Decrease opioid- nutritious foods,
the living wage on the Kindergarten Entry response calls at
in tax base • Increase elements and digital literacy to related deaths by physical activity
Assessment 90th percentile of
of complete enhance workforce skills 100% and education
• 6,500 new, traded- Fiscal Year 2019
• 100% return on communities about healthy
sector jobs in data
investment within across New • 90% of 3rd graders • Decrease the amount of • Decrease opioid- behaviors within a
3 miles of new advanced Hanover County time to fill positions in related overdoses half mile of 100%
manufacturing, read at least at grade • Reduction in calls
public investments level on the Read to target sectors locally by 50% of populations at
knowledge sector, per capita
Achieve Test risk for obesity
and skilled trades
*Complete communities provide a range of housing sizes and price points, employment opportunities, convenience needs, community facilities, and support services to provide access and opportunity for all NHC citizens.
NEW HANOVER COUNTY
FY21‐22 ENHANCEMENT RECOMMENDATIONS
Strategic Focus Area
Superior Education and
Intelligent Growth and
Economic Development
Superior Public Health
Effective County
Strong Financial
Management
Performance
and Safety
Workforce
FUND FY21‐22
Department FY21‐22 Less Revenues/ Net No. of Duration
Enhancement Recommended Cost Savings Recommended Positions of Funding
GENERAL FUND $ 19,396,248 $ 1,325,033 $ 19,211,215 32.00
GENERAL GOVERNMENT $ 11,696,930 $ ‐ $ 11,696,930 10.00
Communications & Outreach $ 74,473 $ ‐ $ 74,473 1.00
Communications Specialist $ 67,285 $ ‐ $ 67,285 1.00 Recurring •
Archive Social $ 7,188 $ ‐ $ 7,188 Recurring •
Diversity & Equity $ 146,459 $ ‐ $ 146,459 2.00
Diversity & Equity Coordinator $ 63,223 $ ‐ $ 63,223 1.00 Recurring •
Diversity & Equity Specialist $ 83,236 $ ‐ $ 83,236 1.00 Recurring •
Elections $ 141,352 $ ‐ $ 141,352 2.00
Deputy Director $ 76,087 $ ‐ $ 76,087 1.00 Recurring •
Logistics Specialist $ 65,265 $ ‐ $ 65,265 1.00 Recurring •
Facilities Management $ 9,148,040 $ ‐ $ 9,148,040
Capital Repair Plan $ 997,000 $ ‐ $ 997,000 One‐time •
EOC/911 Center Communications Tower $ 280,000 $ ‐ $ 280,000 One‐time •
Shelter Supply Storage Buildings (Joint Request ‐
•
Emergency Management) (CIP) $ 423,800 $ ‐ $ 423,800 One‐time
Emergency Logistics Center (Joint Request ‐
•
Emergency Management, Fire Rescue) (CIP) $ 7,447,240 $ ‐ $ 7,447,240 2 years
Human Resources $ 401,961 $ ‐ $ 401,961 1.00
Pay and Classification Study $ 125,000 $ ‐ $ 125,000 One‐time •
Functional Medicine $ 100,000 $ ‐ $ 100,000 Recurring •
Nurse Plan Coordinator ‐ Plan Member
•
Advocate $ 102,000 $ ‐ $ 102,000 Recurring
HR Specialist $ 70,167 $ ‐ $ 70,167 1.00 Recurring •
Reclass ‐ Admin. Specialist to HR Tech. $ 4,794 $ ‐ $ 4,794 Recurring •
IT $ 1,350,142 $ ‐ $ 1,350,142 1.00
Government Center Digitization $ 280,000 $ ‐ $ 280,000 Recurring •
Human Service Customer Exp ‐ (Joint Request
•
w/ HHS/SRC) Phase 4 $ 787,065 $ ‐ $ 787,065 Recurring
Backup & Disaster Recovery $ 67,602 $ ‐ $ 67,602 Recurring •
Project Portfolio Mgmt Tool $ 10,640 $ ‐ $ 10,640 Recurring •
Reclass ‐ IT Supervisor $ 5,600 $ ‐ $ 5,600 Recurring •
IT Staffing ‐ Support Tech & Temp. Position $ 199,235 $ ‐ $ 199,235 1.00 Recurring •
Legal/Risk Management $ 17,910 $ 17,910 $ ‐
Part‐time Risk Specialist $ 17,910 $ 17,910 $ ‐ Recurring •
Planning & Land Use $ 168,743 $ ‐ $ 168,743 2.00
Planner $ 73,145 $ ‐ $ 73,145 1.00 Recurring •
Long Range Planner ‐ Zoning Alignment $ 75,915 $ ‐ $ 75,915 1.00 Recurring •
Reclass ‐ Process Improvement $ 4,683 $ ‐ $ 4,683 Recurring •
Student Generation Study $ 15,000 $ ‐ $ 15,000 One‐time •
Soil & Water $ 17,773 $ ‐ $ 17,773
Reclass ‐ Resource Conservationist $ 17,773 $ ‐ $ 17,773 Recurring •
Strategy $ 242,987 $ ‐ $ 242,987 1.00
Strategy Analyst $ 76,787 $ ‐ $ 76,787 1.00 Recurring •
Teacher Incentives $ 166,200 $ ‐ $ 166,200 3 years •
Tax $ 5,000 $ ‐ $ 5,000
Reclass ‐ Fiscal Support Specialist $ 5,000 $ ‐ $ 5,000 Recurring •
13
Effective County
Strong Financial
Management
Performance
and Safety
Workforce
FUND FY21‐22
HEALTH AND HUMAN SERVICES $ 537,410 $ 132,447 $ 404,963 7.00
Health $ 120,083 $ ‐ $ 120,083 1.00
Environmental Health Program Specialist $ 81,252 $ ‐ $ 81,252 1.00 Recurring •
Reclass ‐ Business Analyst $ 21,050 $ ‐ $ 21,050 Recurring •
Reclass ‐ Business Analyst $ 3,750 $ ‐ $ 3,750 Recurring •
Reclass ‐ Environmental Health Manager $ 5,781 $ ‐ $ 5,781 Recurring •
Drone for Vector Control Surveillance $ 8,250 $ ‐ $ 8,250 One‐time •
Senior Resource Center $ 7,198 $ ‐ $ 7,198
Home Delivered Meals Adjustment $ 7,198 $ ‐ $ 7,198 Recurring •
Social Services $ 349,268 $ 132,447 $ 216,821 5.00
QA Supervisor ‐ Economic Services $ 68,670 $ 33,418 $ 35,252 1.00 Recurring •
Two Social Workers ‐ Adult Services $ 152,016 $ 54,819 $ 97,197 2.00 Recurring •
Community Services Asst. ‐ Adult Services $ 52,619 $ 17,946 $ 34,673 1.00 Recurring •
Social Worker ‐ Special Assist. In‐home $ 75,963 $ 26,264 $ 49,699 1.00 Recurring •
Veteran Services $ 60,861 $ ‐ $ 60,861 1.00
Administrative Specialist $ 60,861 $ ‐ $ 60,861 1.00 Recurring •
PUBLIC SAFETY $ 3,620,442 $ 1,147,112 $ 2,473,330 15.00
911 Communications $ 369,589 $ ‐ $ 369,589 1.00
Alarm Call Electronic Delivery $ 31,420 $ ‐ $ 31,420 Mixed •
Network Administrator $ 86,059 $ ‐ $ 86,059 1.00 Recurring •
Reclass ‐ Public Safety QA Coordinator $ 10,635 $ ‐ $ 10,635 Recurring •
Power DMS ‐ Licenses for 911 $ 2,000 $ ‐ $ 2,000 Recurring •
Recorder Replacement $ 239,475 $ ‐ $ 239,475 One‐time •
Building Safety $ 61,747 $ 47,112 $ 14,635 1.00
DCS Specialist ‐ Temporary Position $ 57,924 $ 47,112 $ 10,812 1.00 Recurring •
Reclass ‐ Dev. Specialist to Supervisor $ 3,823 $ ‐ $ 3,823 Recurring •
Emergency Management $ 205,083 $ ‐ $ 205,083
Emergency Operations Plan Revision $ 100,000 $ ‐ $ 100,000 One‐time •
POD Ready Meals MRE Stock (Year 1 of 3) $ 105,083 $ ‐ $ 105,083 3 years •
Recovery & Resilience $ 50,000 $ ‐ $ 50,000
Consulting Buyout Program $ 50,000 $ ‐ $ 50,000 One‐time •
Sheriff's Office $ 2,934,023 $ 1,100,000 $ 1,834,023 13.00
Two New Inmate Transport Buses $ 275,778 $ ‐ $ 275,778 Mixed •
Evidence Technician ‐ Detective $ 52,971 $ ‐ $ 52,971 1.00 Recurring •
Cubicles $ 46,117 $ ‐ $ 46,117 One‐time •
Body Scanner $ 118,750 $ ‐ $ 118,750 One‐time •
Gun Lockers ‐ Armed Det. Officer Program $ 10,000 $ ‐ $ 10,000 One‐time •
M‐Vac Forensic DNA Collection System $ 45,616 $ ‐ $ 45,616 One‐time •
Deputy Sheriff ‐ Animal Services $ 121,505 $ ‐ $ 121,505 1.00 Recurring •
Deputy Sheriff, Corporal ‐ Judicial $ 79,056 $ ‐ $ 79,056 1.00 Recurring •
Two Admin. Support Technicians ‐ Judicial $ 96,156 $ ‐ $ 96,156 2.00 Recurring •
Five Deputies ‐ Judicial $ 381,125 $ ‐ $ 381,125 5.00 Recurring •
Forensic Chemist ‐ Forensic Lab $ 73,619 $ ‐ $ 73,619 1.00 Recurring •
Latino Victim Liaison/Advocate ‐ Detective $ 94,653 $ ‐ $ 94,653 1.00 Recurring •
Detective (Violent Crime) $ 121,931 $ ‐ $ 121,931 1.00 Recurring •
Laboratory Analytical Balance $ 12,754 $ ‐ $ 12,754 One‐time •
Infrared FT‐IR Spectrometer $ 47,618 $ ‐ $ 47,618 One‐time •
Facility Replacement for Sheriff's Office
•
Detective Division and Vice (CIP) $ 1,221,000 $ 1,100,000 $ 121,000 One‐time
Incinerator with Shelter (CIP) $ 135,374 $ ‐ $ 135,374 One‐time •
14
Effective County
Strong Financial
Management
Performance
and Safety
Workforce
FUND FY21‐22
CULTURAL AND RECREATIONAL $ 3,541,466 $ 45,474 $ 4,635,992 0.00
Library $ 70,000 $ ‐ $ 70,000
Digital Inclusion: Improving Library Public
•
Access Technology $ 70,000 $ ‐ $ 70,000 Recurring
Museum $ 15,474 $ 15,474 $ ‐
Museum Educator FTE Increase $ 15,474 $ 15,474 $ ‐ Recurring •
NCSU Extension Service $ 43,992 $ ‐ $ 43,992
Increase NCSU Contract for FCS Ext Agent $ 43,992 $ ‐ $ 43,992 Recurring •
Parks & Gardens $ 3,412,000 $ 30,000 $ 4,522,000
Long Leaf Park Tennis Court Refurb $ 207,000 $ 30,000 $ 177,000 One‐time •
Snow's Cut Park Closure $ 37,000 $ ‐ $ 37,000 One‐time •
Veteran's Park Playground $ 65,000 $ ‐ $ 65,000 One‐time •
South College Rd. Trail Design (CIP) $ 570,000 One‐time •
North College Rd. Trail Design (CIP) $ 570,000 One‐time •
Maint. Facility Expansion (CIP) $ 23,000 $ ‐ $ 23,000 2 years •
Northern Regional Park Phase 2 (CIP) $ 170,000 $ ‐ $ 170,000 2 years •
Northern Regional Park Trail (CIP) $ 450,000 $ ‐ $ 450,000 One‐time •
Ogden Park Bike Lane Connector (CIP) $ 25,000 $ ‐ $ 25,000 One‐time •
New Hanover Pines Nature Park Construction
•
(CIP) $ 2,335,000 $ ‐ $ 2,335,000 One‐time
Smith Creek Phase 2A ‐ Design/Const. (CIP) $ 100,000 $ ‐ $ 100,000 Recurring •
TOTAL GENERAL FUND $ 19,396,248 $ 1,325,033 $ 19,211,215 32.00
ENVIRONMENTAL MANAGEMENT FUND $ 37,055 $ ‐ $ 37,055 1.00
Household Hazardous Waste Assistant $ 37,055 $ ‐ $ 37,055 1.00 Recurring •
TOTAL ENVIRONMENTAL MANAGEMENT FUND $ 37,055 $ ‐ $ 37,055 1.00
FIRE SERVICES DISTRICT FUND $ 206,968 $ ‐ $ 206,968 1.00
Diversity Program $ 124,500 $ ‐ $ 124,500 Recurring •
Zone 3 Captain $ 82,468 $ ‐ $ 82,468 1.00 Recurring •
TOTAL FIRE SERVICES FUND $ 206,968 $ ‐ $ 206,968 1.00
15
NEW HANOVER COUNTY ORGANIZATIONAL CHART
CITIZENS
COUNTY REGISTER
SHERIFF
COMMISSIONERS OF DEEDS
LEGAL ADMINISTRATION GOVERNING BODY

ATTORNEY MANAGER CLERK
DEPUTY ASSISTANT ASSISTANT

COUNTY MANAGER COUNTY MANAGER COUNTY MANAGER
Chief Facilities Chief Finance Health & Human Tax

Officer Officer Services
Chief Information Chief Diversity & Parks &

Social Services
Officer Equity Officer Gardens
Emergency NC Cooperative
Chief Communications Public Health
Management Ext. & Arboretum
Officer
Senior Resource
Building Safety Chief Human Center
Public Library
Resources Officer
Planning & Community Cape Fear

Chief Strategy Justice Services Museum
Land Use
Officer
Veteran Soil & Water
Engineering Intergovernmental Services Conserv. District
Affairs
Environmental Board of
Trillium
Management Elections
Internal Auditor
Recovery &
911 Courts
Communications Resilience
Fire Rescue
Consolidated Governance Function of County Administration County Provides Funding with Consulting Role
*CFCC & Public Schools (not shown) - County provides funding with no consulting role.
Effective August 25, 2020 16

NEW HANOVER COUNTY
POSITION SUMMARY BY FUNCTION

ADOPTED ADOPTED ADOPTED ADOPTED RECOMMENDED
FY17‐18 FY18‐19 FY19‐20 FY20‐21 FY21‐22
General Fund:
Cultural & Recreational 129 134 135 135 135
General Government 295 295 291 284 295
Human Services 507 513 524 536 549
Public Safety 663 684 699 711 726
Total General Fund 1,594 1,626 1,649 1,666 1,705
Environmental Mgmt. 33 35 34 37 38
Fire Service 128 127 127 127 128
Stormwater Services 0 0 0 13 13
TOTALS 1,745 1,756 1,787 1,843 1,884

POSITION CHANGES: FY21‐22 increase due to the recommendation of 38 new positions, four of which are being
funded with American Rescue Plan funds; Grants Analyst, Health Educator, School Health Nursing Supervisor, and a
Virtual Outreach Program Coordinator. Thirty‐two of the recommended positions are in the General Fund, 10 are
located within General Government, 7 in Health and Human Services and 15 in Public Safety. Environmental
Management and Fire Services each have one position recommended in the budget. In the FY22 position count are
3 FY21 Board Action authorized positions, one School Public Health Nurse, and two Senior Resource Center
positions.
BUDGET FUNCTIONS
The County's General Fund budget is comprised of nine functions, which are named in the table below. All General
Fund expenditures are classified into one of these nine functions. This is the budgetary level of expenditure control
as adopted in the budget ordinance. Following is an outline of the Budget Functions for FY21‐22:

General Government Human Services Public Safety
Administration‐County Manager Health 911 Communications
Board of Elections Health & Human Services Admin Building Safety
Communications & Outreach Non‐County Agencies Community Justice Services
Diversity & Equity Senior Resource Center Courts
Engineering Social Services Emergency Management
Finance Trillium Health Resources/Other Juvenile Services
Governing Body‐Commissioners Recovery Services Non‐County Agencies
Human Resources Veteran Services Recovery & Resilience Office
Information Technology Sheriff’s Office
Legal/Risk Management
Planning & Land Use
Facilities Management
Register of Deeds
Soil & Water Conservation
Strategy
Tax
Education Cultural and Recreational Economic and Physical Development
Cape Fear Community College Library Economic Development
New Hanover County Schools Museum Non‐County Agencies
Non‐County Agencies
NCSU Extension Service
Parks and Gardens
Transfers Other Debt Service
Transfers Between Funds Installment Lease Payments
Principal, Interest & Fees on Debt

17
NEW HANOVER COUNTY
SUMMARY OF EXPENDITURES AND REVENUES ‐ ALL FUNDS
FY21‐22 FY21‐22
FY21‐22 FY21‐22 Less FY21‐22 Recommended FY21‐22 Less Recommended
Recommended Appropriations Recommended Total Appropriations Net
Total Revenues1 from Other Funds Net Revenue Expenditures
1
To Other Funds Expenditures
GENERAL FUND $ 333,960,151 $ 276,295 $ 333,683,856 $ 321,368,433 $ ‐ $ 321,368,433
LAW ENFORCEMENT OFFICER PENSION ‐ ‐ ‐ 815,384 ‐ 815,384
REAPPRAISAL RESERVE ‐ ‐ ‐ 370,000 ‐ 370,000
AUTOMATION ENHANCEMENT & PRESERVATION 290,000 ‐ 290,000 290,000 ‐ 290,000
DEBT SERVICE 47,885,819 ‐ 47,885,819 59,292,153 ‐ 59,292,153
MODIFIED GENERAL FUND $ 382,135,970 $ 276,295 $ 381,859,675 $ 382,135,970 $ ‐ $ 382,135,970
CAPITAL IMPROVEMENT PROJECTS $ 12,399,414 $ ‐ $ 12,399,414 $ 12,399,414 $ ‐ $ 12,399,414

SPECIAL FIRE SERVICE DISTRICT 19,183,521 ‐ 19,183,521 19,183,521 ‐ 19,183,521
ROOM OCCUPANCY TAX FIRST 3% 18,870,707 ‐ 18,870,707 18,870,707 ‐ 18,870,707
EMERGENCY TELEPHONE SYSTEM 902,230 ‐ 902,230 902,230 ‐ 902,230
STORMWATER SERVICES 665,164 ‐ 665,164 665,164 276,295 388,869
REVOLVING LOAN 24,000 ‐ 24,000 24,000 ‐ 24,000
ENVIRONMENTAL MANAGEMENT OPERATING 23,315,936 ‐ 23,315,936 12,526,945 ‐ 12,526,945

ENVIRONMENTAL MANAGEMENT CAPITAL RESERVE ‐ ‐ ‐ ‐ ‐ ‐
ENVIRONMENTAL MANAGEMENT POST CLOSURE ‐ ‐ ‐ 88,869 ‐ 88,869
ENVIRONMENTAL MANAGEMENT CAPITAL PROJECTS ‐ ‐ ‐ 10,700,122 ‐ 10,700,122
TOTAL ENVIRONMENTAL MANAGEMENT FUND $ 23,315,936 $ ‐ $ 23,315,936 $ 23,315,936 $ ‐ $ 23,315,936
TOTAL ALL FUNDS $ 457,496,942 $ 276,295 $ 457,220,647 $ 457,496,942 $ 276,295 $ 457,220,647
______________________
1
Funds that comprise the Modified General Fund and the Environmental Management Fund are shown net of intrafund transfers.
18
NEW HANOVER COUNTY
GENERAL FUND EXPENDITURE COMPARISION
FY20‐21 Difference Between
FY19‐20 FY20‐21 REVISED FY21‐22 FY19‐20 Revised and
ACTUAL ADOPTED BUDGET RECOMMENDED FY20‐21 Recommended
DEPARTMENTS: EXPENSES BUDGET as of 4/30/21 BUDGET $ Change % Change
911 COMMUNICATIONS $ 9,586,284 $ 6,026,567 $ 10,846,636 $ 7,301,268 $ (3,545,368) ‐32.7%
ADMINISTRATION ‐ COUNTY MANAGER 1,530,311 1,583,955 1,583,362 1,720,901 137,539 8.7%
BOARD OF ELECTIONS 1,800,804 1,328,271 2,039,725 1,861,362 (178,363) ‐8.7%
BUILDING SAFETY 3,582,563 4,206,648 4,174,240 4,594,044 419,804 10.1%
COMMUNICATIONS AND OUTREACH 585,241 706,564 699,146 828,580 129,434 18.5%
COMMUNITY JUSTICE SERVICES 2,420,848 2,753,823 2,752,369 2,893,821 141,452 5.1%
COURTS 373,015 410,421 649,371 441,382 (207,989) ‐32.0%
DIVERSITY AND EQUITY ‐ 11,650 437,189
EDUCATION:
Cape Fear Community College 11,027,248 10,823,244 10,823,244 10,950,946 127,702 1.2%
Cape Fear Community College Debt 15,201,664 13,976,543 13,976,543 11,547,505 (2,429,038) ‐17.4%
New Hanover County Schools Operating 81,366,950 80,131,551 82,887,553 91,892,112 9,004,559 10.9%
New Hanover County Schools Fund 8 ‐ Pre‐K 487,425 487,422 487,422 974,844 487,422 100.0%
New Hanover County Schools Capital 2,233,619 1,626,240 1,626,240 3,696,000 2,069,760 N/A
Fees Paid on Debt 47,462 66,955
66,955 50,556 (16,399) ‐24.5%
New Hanover County Schools Debt 30,734,305 29,883,076 29,883,076 24,909,236 (4,973,840) ‐16.6%
EMERGENCY MANAGEMENT 4,081,688 1,787,122 2,831,626 1,373,414 (1,458,212) ‐51.5%
ENGINEERING 911,331 711,131 5,496,581 762,430 (4,734,151) ‐86.1%
FACILITIES MANAGEMENT 11,975,849 10,955,506 11,567,873 15,596,846 4,028,973 34.8%
FINANCE 1,618,410 944,431 1,190,405 916,060 (274,345) ‐23.0%
Non‐Departmental 8,339,243 5,151,700 6,175,856 7,080,140 904,284 14.6%
Economic Development 1,614,065 ‐ ‐ 38,240 38,240 #DIV/0!
Transfers 3,441,069 1,334,541 1,384,541 ‐ (1,384,541) ‐100.0%
Administrative Reserve ‐ 592,800 ‐ 588,547 588,547 N/A
Bonded Debt (Principal, Interest) 2,253,254 2,494,713 2,494,713 2,412,544 (82,169) ‐3.3%
Fees Paid on Debt 10,113 30,343
30,343 12,340 (18,003) ‐59.3%
Installment Debt 9,741,702 14,640,414 14,640,414 18,863,871 4,223,457 28.8%
Installment Debt for the Healing Place (Trillium) ‐ ‐ ‐ ‐ ‐ N/A
NHC‐CFPUA Debt 1,383,450 1,328,150 1,328,150 1,278,350 (49,800) ‐3.7%
LEO Pension 548,978 815,384 815,384 815,384 ‐ 0.0%
GOVERNING BODY ‐ COMMISSIONERS 417,763 458,561 458,042 566,996 108,954 23.8%
HEALTH DEPARTMENT 13,745,003 14,133,742 15,267,589 16,497,845 1,230,256 8.1%
1
HEALTH AND HUMAN SERVICES ADMINISTRATION 1,583,055 3,248,997 3,249,997 3,798,091 N/A
HUMAN RESOURCES 1,069,345 1,272,921 1,195,435 1,501,651 306,216 25.6%
INFORMATION TECHNOLOGY 8,750,260 10,082,024 10,128,806 12,209,916 2,081,110 20.5%
JUVENILE SERVICES 213,076 292,425 292,425 302,425 10,000 3.4%
LEGAL/RISK MANAGEMENT 1,499,027 1,243,687 1,242,949 1,457,700 214,751 17.3%
LIBRARY 4,486,558 5,107,255 5,113,983 5,370,542 256,559 5.0%
MUSEUM 1,363,718 1,496,313 1,496,567 1,603,136 106,569 7.1%
NCSU EXTENSION SERVICE 401,307 506,033 657,912 801,409 143,497 21.8%
NON‐COUNTY AGENCIES 496,512 931,160 923,446 2,025,427 1,101,981 119.3%
OTHER COMMUNITY PARTNERS 2,349,482 2,500,467 2,681,693 1,296,768 (1,384,925) ‐51.6%
PARKS AND GARDENS 5,978,592 6,522,400 6,413,881 6,962,631 548,750 8.6%
PLANNING AND LAND USE 1,368,873 1,526,205 1,748,640 1,734,178 (14,462) ‐0.8%
REGISTER OF DEEDS 1,555,242 1,535,413 1,533,993 1,836,466 302,473 19.7%
2
RECOVERY & RESILIENCE 835 ‐ 3,757,824 254,617 (3,503,207) ‐93.2%
SENIOR RESOURCE CENTER 2,753,485 3,054,502 3,784,923 3,503,267 (281,656) ‐7.4%
SHERIFF'S OFFICE 55,310,008 58,518,545 59,966,158 60,890,926 924,768 1.5%
SOCIAL SERVICES 32,421,742 35,536,375 43,075,263 37,260,729 (5,814,534) ‐13.5%
SOIL AND WATER CONSERVATION 207,680 248,961 245,805 285,088 39,283 16.0%
STRATEGY 992,794 682,261 489,237 1,186,626 697,389 142.5%
TAX 4,264,610 4,704,608 4,754,335 4,779,792 25,457 0.5%
TRILLIUM HEALTH RESOURCES/OTHER RECOVERY SERVICES 1,785,622 2,283,417 2,283,417 1,957,712 (325,705) ‐14.3%
VETERAN SERVICES 145,079 156,260 156,872 214,120 57,248 36.5%
TOTAL $ 350,056,559 $ 350,840,047 $ 381,382,610 $ 382,135,970 $753,360 0.2%
___________________________________
1
Health and Human Services Administration was created out of existing positions in Finance, Social Services, and the Health Department.
2
Recovery & Resilience was created from Strategy Office.
19
NEW HANOVER COUNTY
PERCENTAGE CHANGE IN BUDGETED EXPENDITURES BY FUNCTION
GENERAL FUND
Difference Between FY20‐21
FY20‐21 Revised and FY21‐22
FY20‐21 REVISED FY21‐22 Recommended
ADOPTED 4/30/2021 RECOMMENDED $ Change % Change
BUDGETED EXPENDITURES:
GENERAL GOVERNMENT $ 43,136,199 $ 50,052,276 $ 55,132,717 $ 5,080,441 10.2%

HUMAN SERVICES 60,281,474 69,777,072 64,780,769 (4,996,303) ‐7.2%
PUBLIC SAFETY 17,185,190 26,527,557 18,444,873 (8,082,684) ‐30.5%
Sheriff's Office 58,518,545 59,966,158 60,890,926 924,768 1.5%
ECONOMIC & PHYSICAL DEVELOPMENT 968,446 1,603,011 1,274,662 (328,349) ‐20.5%
CULTURAL & RECREATIONAL 13,927,001 13,827,343 14,805,968 978,625 7.1%
EDUCATION 93,068,457 95,841,958 107,513,902 11,671,944 12.2%
EDUCATION DEBT 43,926,574 43,909,075 36,507,297 (7,401,778) ‐16.9%
DEBT SERVICE 18,493,620 18,493,620 22,784,856 4,291,236 23.2%
TRANSFERS 1,334,541 1,384,541 0 (1,384,541) ‐100.0%
TOTAL BUDGETED EXPENDITURES $ 350,840,047 $ 381,382,610 $ 382,135,970 $ 753,360 0.2%
20
FY21‐22
RECOMMENDED BUDGET
EXPENDITURES
EDUCATION DEBT, 10%
DEBT SERVICE, 6%
TRANSFERS, 0%
EDUCATION, 28%
GENERAL GOVERNMENT,
14%
CULTURAL &
RECREATIONAL, 4%
HUMAN SERVICES, 17%
ECONOMIC & PHYSICAL
DEVELOPMENT, 0.3%
PUBLIC SAFETY, 21%
______________________
Education and Education Debt comprise 38% of General Fund Budget.
21
NEW HANOVER COUNTY
PERCENTAGE CHANGE IN BUDGETED REVENUES BY CLASS
GENERAL FUND
Difference Between FY20‐21
FY20‐21 Revised and FY21‐22
FY20‐21 REVISED FY21‐22 Recommended
ADOPTED 4/30/2021 RECOMMENDED $ Change % Change
BUDGETED REVENUES:
AD VALOREM TAXES $ 200,160,880 $ 200,160,880 $ 227,192,533 $ 27,031,653 13.5%

SALES TAXES 79,918,172 80,516,814 85,465,591 4,948,777 6.1%
OTHER TAXES 4,732,834 4,732,834 5,248,100 515,266 10.9%
INTERGOVERNMENTAL REVENUES 42,324,370 67,344,159 40,856,937 (26,487,222) ‐39.3%
CHARGES FOR SERVICES 12,911,107 12,735,857 12,287,094 (448,763) ‐3.5%
OTHER REVENUES 2,052,475 2,588,934 938,236 (1,650,698) ‐63.8%
TRANSFERS ‐ ‐ 276,295 276,295 #DIV/0!
OTHER FINANCING SOURCES 3,424,221 3,424,221 8,874,858 5,450,637 159.2%
GENERAL FUND BALANCE 4,676,327 9,163,400 ‐ (9,163,400) ‐100.0%
AUTOMATION ENHANCEMENT FUND BALANCE ‐ ‐ 190,000 190,000
REAPPRAISAL RESERVE FUND BALANCE 139,661 215,511 ‐ (215,511) ‐100.0%
DEBT SERVICE FUND BALANCE 500,000 500,000 806,326 306,326 61.3%
TOTAL BUDGETED REVENUES $ 350,840,047 $ 381,382,610 $ 382,135,970 $ 753,360 0.2%
22
FY21‐22
RECOMMENDED BUDGET
REVENUES
INTERGOVERNMENTAL CHARGES FOR SERVICES
REVENUES 3%
OTHER TAXES 11% OTHER FINANCING
1% SOURCES
2%
SALES TAXES FUND BALANCE
22% 0.26%
TRANSFERS
0.07%
AD VALOREM TAXES
59%
________________________
Ad Valorem Taxes (59%) together with the Sales Taxes (22%) comprise 81% of total County revenues. For greater detail, please see facing page.
23
NEW HANOVER COUNTY
NET COUNTY COST HUMAN SERVICES DEPARTMENTS
DEPARTMENT FY19‐20
REVISED FY21‐22 DOLLAR PERCENT
as of 4/30/21 RECOMMENDED CHANGE CHANGE
HEALTH
EXPENDITURES $ 15,267,589 $ 16,497,845 $ 1,230,256 8.1%
REVENUES 8,654,079 7,685,047 (969,032) ‐11.2%
COUNTY $ REQUIRED $ 6,613,510 $ 8,812,798 $ 2,199,288 33.3%
HEALTH & HUMAN SVCS. ADMIN.
EXPENDITURES $ 3,249,997 $ 3,798,091 $ 548,094 0.0%
REVENUES 0 0 0 0.0%
COUNTY $ REQUIRED $ 3,249,997 $ 3,798,091 $ 548,094 0.0%
SOCIAL SERVICES
EXPENDITURES $ 43,075,263 $ 37,260,729 $ (5,814,534) ‐13.5%
REVENUES 25,253,379 17,676,978 (7,576,401) ‐30.0%
COUNTY $ REQUIRED $ 17,821,884 $ 19,583,751 $ 1,761,867 9.9%
TRILLIUM HEALTH RESOURCES/OTHER RECOVERY SERVICES
EXPENDITURES $ 2,283,417 $ 2,499,908 $ 216,491 9.5%
REVENUES 130,000 133,350 3,350 2.6%
COUNTY $ REQUIRED $ 2,153,417 $ 2,366,558 $ 213,141 9.9%
SENIOR RESOURCE CENTER
EXPENDITURES $ 3,784,923 $ 3,503,267 $ (281,656) ‐7.4%
REVENUES 2,645,724 2,131,233 (514,491) ‐19.4%
COUNTY $ REQUIRED $ 1,139,199 $ 1,372,034 $ 232,835 20.4%
VETERAN SERVICES
EXPENDITURES $ 156,872 $ 214,120 $ 57,248 36.5%
REVENUES 0 0 0 0.0%
COUNTY $ REQUIRED $ 156,872 $ 214,120 $ 57,248 36.5%
TOTAL COUNTY COST $ 31,134,879 $ 36,147,352 $ 5,012,473 16.1%
24
NEW HANOVER COUNTY
NON‐COUNTY AGENCY CONTRIBUTIONS
FY21‐22 FY21‐22
NON‐COUNTY AGENCIES‐HUMAN SERVICES Requested Recommended
Accessible Coastal Carolina Events Sports & Services ACCESS Fit $ 7,500 $ 6,750
Blue Ribbon Commission dba VOYAGE Community Outreach Advocate Model 57,000 50,000
Bread for Life Senior Pantry 15,000 13,500
Brigade Boys & Girls Club Full‐Day Enrichment‐Project Learn 30,000 27,000
Brooklyn Arts Music Academy Music Is Life! 23,802 16,661
Cape Fear Community Land Trust, Inc. 56,000 39,200
Cape Fear HealthNet Enrollment and Eligibility Services 30,000 27,000
CFCOG Homeless Continuum of Care/Coordinated Entry 30,000 27,000
Coastal Horizons Center, Inc. Open House Transitional Living Program 20,000 18,000
Communities In Schools of Cape Fear NHC Resiliency Task Force 25,000 22,500
Communities In School of Cape Fear Wrap Around Strategies for Student Success 50,000 45,000
Community Boys & Girls Club of Wilmington Building Great Futures 25,000 22,500
Community Enrichment Initiatives, Inc. Wilmington Green Project 5,000 4,500
Domestic Violence Shelter & Services, Inc. Shelter Advocate 54,375 48,938
DREAMS Center for Arts Education 41,250 28,875
Family Promise of the Lower Cape Fear Families Forward Housing 60,000 50,000
Feast Down East, Inc. Local Motive Mobile Market 24,996 22,496
First Fruit Ministries Medical Outreach Program 25,000 22,500
Five 14 Revolution, Inc. Restoration of Women 2021 25,000 22,500
Food Bank of Central & Eastern NC at Wilmington Nourishing Families in NHC 50,000 45,000
GLOW NC Extended Day Learning Programs 50,000 45,000
Greater Wilmington Youth Initiative, Inc. dba First Tee Outreach & Program Specialist 10,000 7,000

Louise Wells Cameron Art Museum US Colored Troops Public Sculpture Project 10,000 7,000

Lower Cape Fear Hospice dba Lower Cape Fear LifeCare Pathways to Care 50,000 45,000
One Love Tennis Tennis Instruction & Academic Enrichment 50,000 35,000
Soaring As Eagles Outreach Ministry, Inc. Academic Support (Saturday Academy) 27,767 19,437
The Carousel Center, Inc. Child Abuse Prevention/Awareness Education & Outreach 65,000 50,000
The Carousel Center, Inc. Child Parent Psychotherapy 15,000 13,500
The Carousel Center, Inc. Support Services for Healthier Families 25,000 22,500
WARM, Inc. Sustaining Storm Resilience & Neighborhood Public Safety 45,000 40,500
Wilmington Children's Museum, Inc. Reforest the Toddler Treehouse 9,451 6,616

WRAAP After School Enrichment Academy Program 47,920 33,544
YMCA of Southeastern NC Afterschool at GLOW Academy 14,500 13,050
YWCA of the Lower Cape Fear, Inc. Grandparent Support Network 36,341 32,707
Total Human Services $ 1,110,902 $ 930,774
ECONOMIC DEVELOPMENT
Arts Council of Wilmington and New Hanover County $ 50,000 $ 45,000
Cape Fear Resource Conservation and Development 9,000 4,500

CFCOG Continuum of Care for Homelessness 25,000 25,000
Cucalorus Film Foundation 30,000 25,000
Foreign Trade Promotion Council 5,000 2,500

Friends of Fort Fisher 10,000 4,550

Genesis Block Labs, LLC 25,000 25,000
Highway 17 Transportation Association In NC Inc. 10,000 3,250

Louise Wells Cameron Art Museum 25,000 ‐
Southeastern Economic Development Commission 18,240 18,240
UNCW Center for Innovation & Entrepreneurship 35,000 ‐
The Southeastern Partnership, Inc. 20,000 20,000
Wilmington Business Development 208,600 208,600
Wilmington Chamber of Commerce 181,000 181,000
Wilmington Downtown, Inc. 90,000 75,000
Wilmington Regional Film Commission 133,692 133,692
Wilmington Symphony Orchestra 5,000 5,000

YWCA of the Lower Cape Fear 40,090 40,090
Total Economic Development $ 920,622 $ 816,422
25
NEW HANOVER COUNTY
NON‐COUNTY AGENCY CONTRIBUTIONS
FY21‐22 FY21‐22
SOCIAL IMPACT FUND Requested Recommended
Child Development Center, Inc.‐ Improve Child Readiness for Kindergarten $ 62,000 $ 62,000
Coastal Horizons Center, Inc. RESET‐Reduce Substance Use 131,631 131,631
Phoenix Employment Services of Wilmington, Inc.‐Employment & Life Skills Training 84,600 84,600
Total Social Impact Fund $ 278,231 $ 278,231
26
NON‐DEPARTMENTAL
A detailed explanation of the items funded in Non‐Departmental is provided below. A table summarizing
totals per account follows the detailed explanation.
Expenditures:
Salary Adjustment: A negative Salary Lag adjustment is recommended in Non‐Departmental to
account for the fact that not every authorized position will be filled every day of the fiscal year. An
amount is also recommended to ensure employees earning below the average county salary earn at
least a fixed level of market increase.
$392,325 Fixed dollar amount for Market Adjustment
$925,792 Fixed dollar amount for 1% Merit Adjustment
(1,500,000) Salary Lag
($181,883) TOTAL
Medical Insurance Expense: Funds of $3,748,540 are recommended for the county’s portion of retirees’
medical and dental expenses. Any consultant fees incurred related to these benefits are included in
contracted services.
Contracted Services:
$21,750 Employment background checks
30,000 Pre‐employment and random drug screening for employees
4,000 Employee Assistance Program (work related)
3,700 Attorney Consultations
55,000 Benefits contract
60,000 Laymon Group – Flex Benefit Plan
12,000 COBRA administration
1,248 ASCAP License
43,474 Language Line Contract
7,500 Scholarships for UNCW
2,500 Scholarships for CFCC
$241,412 TOTAL
Contracted Services – WAY Clinic: Funds are recommended for operation of an on‐site clinic to address
minor health issues and administer a preventive wellness program for county employees. The operation
of the program is expected to reduce the cost of medical claims in FY21‐22.
$185,916 Practitioner
52,324 Medical Office Assistant
125,892 Program Administrative Fee
24,100 Reference labs
114,401 Health Risk Assessments
8,619 Flu Shots
3,600 Supplies
137,877 Physical Therapist
57,926 Plan Coordinator (Health Plan Auditor)
100,000 Functional Medicine
102,000 Nurse Plan Coordinator Plan Member Advocate
$912,655 TOTAL
27
NON‐DEPARTMENTAL CONTINUED
Service/Retirement Awards: For employee service recognition and retirement awards. The FY21‐22
recommended amount is $13,743.
Employee Appreciation: For employee appreciation events that are countywide. The FY21‐22
recommended amount is $5,000.
Department Employee Appreciation: For employee appreciation events that are at the department level.
The FY21‐22 recommended amount is $18,500.
Reach for the Stars: An employee performance recognition program. The recommended amount for
FY21‐22 is $9,018.
Wellness and You Program: The Wellness and You (WAY) program was created in 2008 to encourage and
motivate employees to make better lifestyle choices as it relates to physical activity, healthy diet, tobacco
cessation, and preventive care. For FY21‐22, $22,950 is recommended.
Countywide Training: Funds in the amount of $125,066 are recommended for in‐house mandatory web‐
based training and optional core courses. Also includes Table Talk, miscellaneous meetings, team
meetings and retreats.
$29,716 Skillsoft/PCU
33,000 UNCW Professional Development Academy
13,200 SWAIN Instructors/CI Courses
29,370 SWAIN Project Management Academy
11,000 SERVE Supervisors Training
1,000 Customer service supplies (plaques, frames, etc.)
1,000 Books and materials for training
6,780 NACo PDA Professional Development Academy
$125,066 TOTAL
Insurance and Bonds: Estimate of funds that will be required for insurance and bonds for county programs
and operations.
$150 Automobile
1,935 Property
50,554 Law & Public Officials
86,346 Fiduciary Liability
2,500 Drone Liability
698 Crime, Cyber, Umbrella and other various policies
262,940 Excess Workers Compensation
$405,123 TOTAL
Insurance Deductible: For deductibles not covered by insurance. $175,000 is recommended for FY21‐22.
Unemployment – Employment Security Commission: An annual estimate for FY21‐22 is $50,000.
Workers Compensation: For Workers Compensation claims based on historic and FY20‐21 year‐to‐date
claims. $675,000 is recommended for FY21‐22.
28
City of Wilmington: $234,000 is recommended for the Red Light Camera Program.
Contribution to Wave: Wave Transit was established by merging the Wilmington Transit Authority and
New Hanover Transportation Services on July 1, 2004. The system provides transportation services to
residents of the county, meeting the special needs of the elderly, disabled, Work First and Medicaid
participants, working poor, clients of human service agencies, and the general public. Funding will include
$175,000 for a Ticketless Phone App Fare System. The recommended FY21‐22 funding is $526,016.
Donated Items: This is a budgeted amount required to record miscellaneous donations received during
the fiscal year. The recommended amount for FY21‐22 is $100,000.
Administrative Reserve: Administrative Reserve for FY21‐22 is $370,796.
Transfers to Other Funds: Funds are transferred from the General Fund to other funds or capital projects.
FY19‐20 Actual
 Transfers Total $3,441,069. Transfers to Capital projects total $2,014,000. Transfers to Special
Revenue funds total $1,147,069.
FY20‐21 Adopted Budget
 Transfers Total $1,334,541. Transfers to Capital projects total $273,000. Transfers to Special
FY20‐21 Revised Budget
 Transfers Total $1,401,335. Transfers to Capital projects total $273,000. Transfers to Special
FY21‐22 Recommended Budget
 General Fund is not making transfers to other funds in FY21‐22
29
SUMMARY OF EXPENDITURES
FY20‐21
FY19‐20 FY20‐21 REVISED FY21‐22 Change FY20‐21 Revised
ACTUAL ADOPTED AS OF 4/30/21 RECOMMENDED to FY21‐22 Recommended
SALARY ADJUSTMENT $ ‐ $ (1,335,000) $ (741,358) $ (181,883) , $ 559,475 ‐75.5%

SOCIAL SECURITY TAXES 2,140 ‐ ‐ ‐ ‐ N/A
MEDICAL INSURANCE EXPENSE 1,391,663 3,617,564 3,617,564 3,748,540 130,976 3.6%
CONTRACTED SERVICES 126,484 185,700 185,700 241,412 55,712 30.0%
CONTRACTED SERVICES‐WAY CLINIC 681,130 716,584 716,584 912,655 196,071 27.4%
CONTRACTED SERVICES‐WATER MONITORING ‐ ‐ ‐ ‐ ‐ N/A
SERVICE/RETIREMENT AWARDS 12,421 18,195 18,195 13,743 (4,452) ‐24.5%
EMPLOYEE APPRECIATION 5,391 7,500 4,850 5,000 150 3.1%
DEPARTMENT EMPLOYEE APPRECIATION 3,985 18,260 18,260 18,500 240 1.3%
REACH FOR THE STARS 4,846 8,768 8,768 9,018 250 2.9%
WELLNESS PROGRAM 16,291 22,950 22,950 22,950 ‐ 0.0%
MISCELLANEOUS‐OTHER 128 167,599 ‐ ‐ ‐ N/A
MISCELLANEOUS ‐ RETIREE LWOP ADMIN (271,466) ‐ ‐ ‐ ‐ N/A
TRAINING & TRAVEL 125,336 48,100 48,100 125,066 76,966 160.0%
INSURANCE & BONDS 299,670 268,287 288,886 405,123 116,237 40.2%
INSURANCE DEDUCTIBLE REIMBURSEMENT 86,654 175,000 175,000 175,000 ‐ 0.0%
UNEMPLOYMENT ‐ EMPLY SEC COM 44,323 50,000 50,000 50,000 ‐ 0.0%
WORKERS COMPENSATION 765,393 675,000 675,000 675,000 ‐ 0.0%
CITY OF WILMINGTON 144,720 234,000 234,000 234,000 ‐ 0.0%
CONTRIBUTION‐WAVE TRANSIT 330,866 340,792 340,792 526,016 185,224 54.4%
DONATED ITEMS ‐ 100,000 3,000 100,000 97,000 3233.3%
ADMINISTRATIVE RESERVE ‐ ‐ ‐ 370,796 370,796 N/A
ECONOMIC DEVELOPMENT 2,164,913 ‐ ‐ ‐ ‐ N/A
CONTRIBUTION‐CFPUA 625,000 ‐ ‐ ‐ ‐ N/A
TOTAL NON‐DEPARTMENTAL EXPENSES: $ 6,559,891 $ 5,319,299 $ 5,666,291 $ 7,450,936 $ 1,784,645 31.5%
TRANSFERS TO OTHER FUNDS:
TRANSFERS TO CAPITAL PROJECT FUNDS $ 2,014,000 $ 273,000 $ 273,000 $ ‐ $ (273,000) ‐100.0%
TRANSFER TO SPECIAL REVENUE FUND 1,427,069 1,061,541 1,128,335 ‐ (1,128,335) ‐100.0%
TOTAL TRANSFERS TO OTHER FUNDS: $ 3,441,069 $ 1,334,541 $ 1,401,335 $ ‐ $ (1,401,335) ‐100.0%
TOTAL: $ 10,000,960 $ 6,653,840 $ 7,067,626 $ 7,450,936 $ 383,310 5.4%
30
NEW HANOVER COUNTY
EDUCATION
SUMMARY OF EXPENDITURES
FY20‐21
Revised FY21‐22 FY21‐22 DOLLAR PERCENT
as of 4/30/21 Requested Recommended CHANGE CHANGE
New Hanover County Schools
EXPENDITURES:
Current Operating $ 80,296,551 $ 93,911,326 $ 91,892,112 $ 11,595,561 14.4%
Capital Outlay 1,626,240 3,696,000 3,696,000 2,069,760 127.3%
Restricted Funds ‐ Pre‐K 487,422 974,844 974,844 487,422 100.0%
Total Current Expenditures $ 82,410,213 $ 98,582,170 $ 96,562,956 $ 14,152,743 17.2%
Principal on School Bonds $ 22,042,606 $ 17,306,829 $ 17,306,829 $ (4,735,777) ‐21.5%

Interest on School Bonds 7,415,025 6,636,017 6,636,017 (779,008) ‐10.5%
Bond Fees 49,456 50,556 50,556 1,100 2.2%
Installment Debt 425,445 966,390 966,390 540,945 127.1%
NHC Schools Debt Service $ 29,932,532 $ 24,959,792 $ 24,959,792 $ (4,972,740) ‐16.6%
TOTAL EXPENDITURES FOR NHCS $ 112,342,745 $ 123,541,962 $ 121,522,748 $ 9,180,003 8.2%
Cape Fear Community College
CFCC Current Operating $ 10,823,244 $ 10,950,946 $ 10,950,946 $ 127,702 1.2%
CFCC Capital Outlay ‐ ‐ ‐ ‐ NA
Total Current Expenditures $ 10,823,244 $ 10,950,946 $ 10,950,946 $ 127,702 1.2%
Principal on CFCC Bonds $ 9,267,393 $ 8,269,152 $ 8,269,152 $ (998,241) ‐10.8%

Interest on CFCC Bonds 4,709,150 3,278,353 3,278,353 (1,430,797) ‐30.4%
CFCC Debt Service $ 13,976,543 $ 11,547,505 $ 11,547,505 $ (2,429,038) ‐17.4%
TOTAL EXPENDITURES FOR CFCC $ 24,799,787 $ 22,498,451 $ 22,498,451 $ (2,301,336) ‐9.3%
31
NEW HANOVER COUNTY
CAPITAL OUTLAY
DEPARTMENT TYPE DESCRIPTION RECOMMENDED

Information Equipment Informcast Speaker Replacement Cape Fear Museum 35,000
Technology Equipment CISCO Replacements 625,000
Equipment CISCO Replacement Servers 62,215
Equipment High Capacity Scanners 20,000
Equipment 911 Backup Servers‐2 17,056
Equipment Utility Server at HHS
5,055
Equipment iboss Web Filtering Hardware upgrade EOL Hardware 19,154
$ 783,480
Parks and Gardens Equipment John Deere Mower Replacements 2011/2012 Models 72,000
Equipment John Deere Gator Replacement 2011/2012 Models 48,000
Equipment Utility Tractor Replacement 28,000
$ 148,000
Facilities Equipment Centrifugal Chiller Replacement 320,000
Management Other Improvements NHC Portion of Roof Replacement on Bellsouth Building 82,500
Other Improvements Elevator 6&7 Modernization Replacement & Repair 325,000
Equipment New A/C Recovery Machine
6,000
Building EOC 911 Communications Tower Property 280,000
$ 1,013,500
Health Equipment Drone‐Vector Control Survelliance
6,500
$ 6,500
Vehicle Management
Vehicle Management/Gov't Vehicle Replacement‐2021 Ford Transit Connect XL7 Passenger 24,479
Risk Management Vehicle Replacement‐2021 Ford F‐150 4x2 SuperCrew Cab 4 Door 25,069
Emergency Management Vehicle Replacement‐2021 Ford Chevrolet Tahoe 4x4 44,091
Emergency Management Equipment Replacement‐2021 Ford F‐550 Hauler Truck 75,373
Parks & Gardens Vehicle Replacement‐2021 Ford F‐250 4x2 Crew Cab 26,935
Parks & Gardens Vehicle Replacement‐2021 Ford F‐250 4x4 Regular Cab 26,421
Parks & Gardens Vehicle Replacement‐2021 Ford F‐150 4x2 Crew Cab 25,629
Parks & Gardens Vehicle Replacement‐2021 Ford F‐150 Transit Low Roof Cargo Van 23,557
Sheriff's Office Equipment New Radios 40,000
Sheriff's Office Vehicles Transport Buses‐2 179,904
Sheriff's Office Vehicles Replacements‐47 1,284,074
Sheriff's Office Vehicles New Vehicle‐Ford EcoSport 19,576
Sheriff's Office Vehicles New Vehicle‐Dodge Durango 28,846
Sheriff's Office Vehicles New Vehicle‐Dodge Ram 27,816
Sheriff's Office Equipment Road Ready ‐ Transport Buses 36,000
Sheriff's Office Equipment Road Ready ‐ 47 Replacement Vehicles, 3 New 514,677
$ 2,402,447
Sheriff's Office Equipment Replacement Security Doors‐5 16,195
Equipment Replacement Walk in Freezer 50,000
Improvement Repair Kitchen Floor 40,000
Equipment K9 Dog‐Includes K9 and Training Replacement 15,000
Equipment Radio Replacement 472,503
Equipment Replacement‐8 dog kennels 12,588
Equipment Analytical Balance 12,754
Equipment Spectrometer 47,618
Equipment Forensic Collection Equipment 44,866
Equipment Body Scanner 118,750
Equipment Gun Locker 10,000
Equipment Cubicles 46,117
$ 886,391
Total General Fund $ 5,240,318
32
NEW HANOVER COUNTY
CAPITAL OUTLAY
DEPARTMENT TYPE DESCRIPTION RECOMMENDED

Fire Services Equipment Hurst Tool Replacement Program 32,694
Equipment Thermal Imaging Camera
8,202
Equipment Portable HVAC Unit Replacement 9,040
Equipment Accountability Equipment Upgrade 6,211
Equipment Mobile Cascade Breathing Air Replacement 15,300
Equipment Purvis Fire Station Alerting System Station 13 & 16 100,000
Vehicle Staff Vehicle 41,505
Vehicle Command Vehicle 60,326
Vehicle All Purpose Logistics Vehicle 56,538
Vehicle Fire Engine Replacement 658,000
Vehicle Vessel Replacement 525,000
Vehicle 53' Trailer Replacement w/Lift Gate 30,000
Vehicle Tractor Replacement 30,000
Other Improvements Fire Hydrants‐8 122,850
Other Improvements Station 12 & 13 Parking Lot Resealing 25,000
$ 1,720,666
Environmental Vehicle Replacement Automatic Roll‐Off Truck 200,000
Management Equipment Replacement Articulated Dump Truck 420,000
Equipment Replacement Gradal ‐ Lull w/extended forks 110,000
Equipment Replacement LF36‐924H Loader 210,000
Equipment Portable Screening Plant 72,591
$ 1,012,591
Total Other Funds $ 2,733,257
$ 7,973,575
Total All
33
CAPITAL IMPROVEMENT PLAN FY 2022‐2026
General Fund
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total
Board of Elections: Offices, Polling and Warehouse 2,187,875 $ 2,187,875
Parks: Northern Regional Park Phase 2 170,000 2,000,000 ‐ ‐ $ 2,170,000
Parks: Ogden Park Maintenance Facility Expansion 23,000 130,000 ‐ ‐ ‐ $ 153,000
Parks: Northern Regional Park Muti‐Use Trail 450,000 ‐ ‐ ‐ ‐ $ 450,000

Parks: Multi‐Use Trail Design ‐ ‐ ‐ ‐ 200,000 $ 200,000
Parks: Olsen Park Phase 2 ‐ 1,000,000 ‐ ‐ ‐ $ 1,000,000
Parks: Smith Creek Park Phase 2A 100,000 ‐ 2,300,000 ‐ ‐ $ 2,400,000
Parks: New Hanover Pines Nature Park 2,335,000 ‐ ‐ ‐ ‐ $ 2,335,000
Parks: Echo Farms Expansion ‐ ‐ 725,000 ‐ ‐ $ 725,000
Parks: Ogden Park Bike Lane Connector 25,000 ‐ ‐ ‐ ‐ $ 25,000
Parks: South College Rd Trail 570,000 2,500,000 ‐ ‐ ‐ $ 3,070,000
Parks: North College Rd Trail 570,000 2,500,000 ‐ ‐ ‐ $ 3,070,000
Library: North Chase Branch ‐ 935,714 7,779,124 ‐ ‐ $ 8,714,838
Cooperative Extension: Admin Building Replacement
‐ 150,000 1,300,000 ‐ $ 1,450,000
EM: Emergency Logistics Center/Fire Administration
7,447,240 350,000 ‐ ‐ ‐ $ 7,797,240
EM: Shelter Supply Storage Buildings 423,800 ‐ ‐ ‐ ‐ $ 423,800
Sheriff: Incinerator with Shelter 135,374 ‐ ‐ ‐ ‐ $ 135,374
Sheriff: Facility Replacement for Sheriff's Office 421
Firing Range (1235 US 421) ‐ ‐ 150,000 540,000 ‐ $ 690,000
Sheriff: Detention Expansion ‐ Design ‐ ‐ ‐ ‐ 3,612,787 $ 3,612,787
Sheriff: Facility Replacement for Sheriff's
Detectives/VICE 150,000 2,250,000 ‐ ‐ ‐ $ 2,400,000
TOTAL EXPENDITURE $ 12,399,414 $ 13,853,589 $ 11,104,124 $ 1,840,000 $ 3,812,787 $ 43,009,914
SOURCES OF REVENUE
County Credit ‐ Olsen Park Phase 2 $ ‐ $ 409,670 $ ‐ $ ‐ $ ‐ $ 409,670
Grants/Donations ‐ ‐ 100,000 440,000 ‐ $ 540,000
Long Term Debt 12,399,414 8,473,589 7,679,124 ‐ 3,612,787 $ 32,164,914
Sale of 3rd Floor ‐ AT&T Building ‐ 1,500,000 ‐ ‐ ‐ $ 1,500,000
General Fund Revenues ‐ 3,470,330 3,325,000 1,400,000 200,000 $ 8,395,330
TOTAL REVENUE $ 12,399,414 $ 13,853,589 $ 11,104,124 $ 1,840,000 $ 3,812,787 $ 43,009,914
34
CAPITAL IMPROVEMENT PLAN FY 2022‐2026
Fire Services

Wrightsboro Station $ ‐ $ ‐ $ 314,600 $ 2,464,770 $ ‐ $ 2,779,370
Castle Hayne Station ‐ 300,000 ‐ ‐ 314,600 $ 614,600
Gordon Road Fire Station 835,000 3,932,000 ‐ ‐ ‐ $ 4,767,000
Southern Station ‐ 300,000 ‐ 314,600 2,464,770 $ 3,079,370
Porters Neck Station 1,500,000 $ 1,500,000
TOTAL EXPENDITURE $ 835,000 $ 4,532,000 $ 1,814,600 $ 2,779,370 $ 2,779,370 $ 12,740,340
SOURCES OF REVENUE
Loan Proceeds $ 835,000 $ 4,532,000 $ 1,814,600 $ 2,779,370 $ 2,779,370 $ 12,740,340
Fire District Revenue $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
TOTAL REVENUE $ 835,000 $ 4,532,000 $ 1,814,600 $ 2,779,370 $ 2,779,370 $ 12,740,340
Environmental Management

Biological Treatment System Replacement $ ‐ $ 1,500,000 $ ‐ $ ‐ $ ‐ $ 1,500,000
New Landfill Entrance & Customer Convenience Site 2,800,000 ‐ ‐ ‐ ‐ $ 2,800,000

Southern Property Closure Design Cells 7‐15 300,000 ‐ 300,000 ‐ ‐ $ 600,000
Southern Property Construction Cells 11 & 12A 4,650,000 1,000,000 ‐ ‐ ‐ $ 5,650,000
Partial Cell Closure 7‐10A (7.46 acres permanent,
5.46 acres temporary) ‐ ‐ 4,100,095 ‐ ‐ $ 4,100,095
Southern Property Construction Cells 12B & 13 ‐ ‐ 3,000,000 4,000,000 ‐ $ 7,000,000
Lagoon Relining ‐ 1,000,000 ‐ ‐ ‐ $ 1,000,000
Partial Cell Closure Cells 7/8A 2,950,122 ‐ ‐ ‐ ‐ $ 2,950,122
New Admin Building ‐ ‐ 700,000 3,000,000 ‐ $ 3,700,000
Partial Closure Cells 7‐11 (15 acres) ‐ ‐ ‐ ‐ 4,800,000 $ 4,800,000
TOTAL EXPENDITURE $ 10,700,122 $ 3,500,000 $ 8,100,095 $ 7,000,000 $ 4,800,000 $ 34,100,217
SOURCES OF REVENUE
FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26
Environmental Management Transfers/Reserve
Funds $ 10,700,122 $ 3,500,000 $ 8,100,095 $ 7,000,000 $ 4,800,000 $ 34,100,217
Closure/Post Closure Reserve ‐ ‐ ‐ ‐ ‐ $ ‐
TOTAL REVENUE $ 10,700,122 $ 3,500,000 $ 8,100,095 $ 7,000,000 $ 4,800,000 $ 34,100,217
TOTAL ALL FUNDS $ 23,934,536 $ 21,885,589 $ 21,018,819 $ 11,619,370 $ 11,392,157 $ 89,850,471
35
NEW HANOVER COUNTY DEBT SERVICE FOR NEXT FIVE YEARS
GENERAL GOVERNMENT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26

BONDED:
CFCC 2009A General Obligation Bonds (Refunding) 382,497 0 0 0 0
CFCC 2013A General Obligation Bonds ($54 million issued) 3,025,000 2,887,500 0 0 0
CFCC 2015 General Obligation Bonds ($40 million issued) 2,917,720 2,827,220 2,736,720 2,646,220 2,555,720
CFCC 2016 General Obligation Bonds (Refunding) 3,419,380 0 0 0 0
CFCC 2021A General Obligation Bonds(Refunding) 899,173 3,746,025 3,651,425 3,552,900 3,455,000
CFCC 2021B General Obligation Bonds(Refunding) 903,731 907,793 3,656,328 3,518,845 3,380,921
Total Bonded Debt Service ‐ General Govt‐CFCC 11,547,501 10,368,538 10,044,473 9,717,965 9,391,641
Principal portion of General Govt‐CFCC Bonded Debt 8,834,152 7,955,000 7,945,000 7,820,000 7,715,000

Interest portion of General Govt‐CFCC Bonded Debt 2,713,350 2,413,538 2,099,473 1,897,965 1,676,641
11,547,501 10,368,538 10,044,473 9,717,965 9,391,641
Parks and Recreation 2016 General Obligation Bonds (Refunding) 2,412,545 2,321,175 2,238,800 2,156,175 2,073,300

Total Bonded Debt Service ‐ General Govt‐Parks and Recreation 2,412,545 2,321,175 2,238,800 2,156,175 2,073,300
Principal portion of General Govt‐Parks and Recreation Bonded Debt 1,749,019 1,745,000 1,750,000 1,755,000 1,760,000

Interest portion of General Govt‐Parks and Recreation Bonded Debt 663,525 576,175 488,800 401,175 313,300
2,412,545 2,321,175 2,238,800 2,156,175 2,073,300
Total Bonded Debt Service ‐ General Government 13,960,046 12,689,713 12,283,273 11,874,140 11,464,941
INSTALLMENT:
2010 Refunding LOBS‐2001 COPS‐Jail, Parking Deck, Library 3,366,754 3,207,710 0 0 0
2010 Refunding LOBS‐Public Safety Training Center 119,684 115,008 0 0 0
2010 Refunding LOBS‐Jail Expansion Land 341,503 327,424 227,039 216,942 203,916
2012 Refunding LOBS‐COPS2003‐Administration Annex Building 312,700 300,900 0 0 0
2014A LOBS ‐ 320 Chestnut Street Renovation 673,188 650,938 628,688 606,438 588,638
2014A LOBS ‐ Cobb Judicial Annex Repair 279,582 270,332 261,082 251,832 244,432
2014B LOBS ‐ Airport Rental Car Facility 397,300 387,420 376,932 365,984 354,580
Marquis Hills 524,920 516,844 508,768 500,692 492,617
Heritage Park 366,448 360,722 354,998 349,272 343,546
2019 Installment Financing ‐ Equipment & Vehicles 1,097,518 0 0 0 0
2020A LOBS ‐ Airport Expansion 2,304,900 2,231,700 2,153,500 2,080,500 2,007,500
2020A LOBS ‐ Senior Resource Center 399,600 380,800 367,200 353,600 0
2020A LOBS ‐ Echo Farms 210,650 205,850 201,050 196,250 191,450
2020A LOBS ‐ Juvenile Justice Center 1,291,450 1,262,050 1,232,650 1,203,250 1,173,850
2020A LOBS ‐ Water Line 518,400 499,200 0 0 0
2020A LOBS ‐ Equipment & Vehicles 410,682 398,778 386,875 374,971 363,067
2021 LOBS ‐ Government Center 3,671,669 3,760,500 3,682,800 3,594,000 3,500,300
2021 LOBS ‐ Healing Place 1,689,433 1,734,800 1,699,450 1,659,050 1,618,650
2021 LOBS ‐ Capital Outlay Equipment 553,873 543,125 520,200 0 0
2021 LOBS ‐ Refunding ‐ Pine Valley Library 333,617 322,100 314,400 305,600 291,900
2012 Refunding LOBS‐COPS2003‐Water/Sewer 1,278,350 1,228,950 1,177,525 1,124,100 1,073,625
Total Installment Debt Service ‐ General Fund 20,142,220 18,705,152 14,093,157 13,182,481 12,448,071
Principal Portion of General Fund Installment Debt 15,299,174 14,201,721 10,258,303 9,716,053 9,256,044

Interest Portion of General Fund Installment Debt 4,843,043 4,503,431 3,834,854 3,466,428 3,192,027
20,142,220 18,705,152 14,093,157 13,182,481 12,448,071
Total Debt Service ‐ General Government (excludes Public Schools Debt Service) 34,102,266 31,394,865 26,376,430 25,056,620 23,913,012
PUBLIC SCHOOLS FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26

BONDED:
2006 General Obligation Bonds ($15 million variable issued) 890,137 860,137 830,226 800,041 770,137
2009 General Obligation Bonds (Refunding) 1,770,003 0 0 0 0
2013 General Obligation Bonds (Refunding) 4,924,044 4,742,547 4,550,179 4,369,792 3,191,284
2015 General Obligation Bonds ($47 million issued) 3,794,700 3,676,950 3,559,200 3,441,450 3,323,700
2016 General Obligation Bonds (Refunding) 3,747,225 3,597,025 3,447,825 3,293,575 4,173,825
2017 General Obligation Bonds ($34.2 million issued) 2,748,825 2,663,325 2,577,825 2,492,325 2,406,825
2018 General Obligation Bonds ($71 million) 5,778,056 5,613,056 5,480,250 5,357,444 5,192,444
2020 General Obligation Bonds ‐ $3.7 289,856 281,356 272,856 264,356 255,856
Total Bonded Debt Service ‐ Public Schools Fund 23,942,846 21,434,396 20,718,361 20,018,983 19,314,071
Principal Portion of Public Schools Bonded Debt 17,306,829 15,465,000 15,335,000 15,225,000 15,160,003

Interest Portion of Public Schools Bonded Debt 6,636,017 5,969,396 5,383,361 4,793,983 4,154,071
23,942,846 21,434,396 20,718,361 20,018,983 19,314,071
36
NEW HANOVER COUNTY DEBT SERVICE FOR NEXT FIVE YEARS
PUBLIC SCHOOLS (continued)
INSTALLMENT:
2010 QSCB's 406,957 388,469 369,981 351,493 168,813
2021 LOBS ‐ Capital Outlay 559,433 548,600 530,400 0 0
Total Installment Debt Service ‐ Public Schools 966,390 937,069 900,381 351,493 168,813
Principal Portion of Public Schools Installment Debt 848,383 848,383 848,383 328,383 164,191

Interest Portion of Public Schools Installment Debt 118,007 88,686 51,998 23,110 4,622
966,390 937,069 900,381 351,493 168,813
Total Debt Service ‐ Public Schools 24,909,237 22,371,465 21,618,742 20,370,475 19,482,884
SPECIAL FIRE DISTRICT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26

INSTALLMENT:
2010 Refunding LOBS‐Public Safety Training Center 119,684 115,008 0 0 0
2010 Refunding LOBS‐Murrayville Fire Station 225,001 215,724 149,586 142,933 134,344
2012 Refunding LOBS‐COPS2003 63,600 61,200 0 0 0
Capital Equipment ‐ Fire Engine 87,535 87,535 0 0 0
Capital Equipment ‐ Fire Engine 129,397 129,397 0 0 0
Capital Equipment ‐ Breathing Apparatus 177,102 177,102 0 0 0
2019 Capital Equipment ‐ Fire Engine 125,572 125,571 125,570 0 0
2020A LOBS ‐ Rescue Truck 79,218 76,922 74,625 72,329 70,033
2021 ‐ LOBS ‐ Fire Engine 69,188 74,625 72,700 70,500 68,300
2021 ‐ LOBS ‐ Refunding ‐ Ogden Fire Station Construction 427,163 416,675 401,800 390,600 379,400
Total Debt Service ‐ Special Fire District 1,503,459 1,479,759 824,281 676,362 652,077
Principal portion of Special Fire District Installment Debt 1,262,258 1,265,427 648,872 525,457 523,471

Interest portion of Special Fire District Installment Debt 241,201 214,333 175,409 150,905 128,606
1,503,459 1,479,759 824,281 676,362 652,077
STORMWATER FUND
INSTALLMENT:
2021 LOBS ‐ Stormwater 25,720 31,300 30,600 24,900 24,300
Total Debt Service ‐ Stormwater Fund 25,720 31,300 30,600 24,900 24,300
Principal Portion of Special Fire District Installment Debt 15,000 20,000 20,000 15,000 15,000

Interest Portion of Special Fire District Installment Debt 10,720 11,300 10,600 9,900 9,300
25,720 31,300 30,600 24,900 24,300
ENVIRONMENTAL MANAGEMENT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26

INSTALLMENT:
2020A LOBS ‐ Bulldozer 96,600 93,800 91,000 88,200 85,400
Total Installment Debt Service ‐ Environmental Management Fund 96,600 93,800 91,000 88,200 85,400
Principal Portion of Environmental Management Installment Debt 70,000 70,000 70,000 70,000 70,000

Interest Portion of Environmental Management Installment Debt 26,600 23,800 21,000 18,200 15,400
96,600 93,800 91,000 88,200 85,400
Total Debt Service ‐ Environmental Management Fund 96,600 93,800 91,000 88,200 85,400
Total Debt Service ‐ All Funds 60,637,282 55,371,189 48,941,053 46,216,558 44,157,673
37
NEW HANOVER COUNTY
FY 2021-2022

FY22 Recommended Budget

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FY22 Recommended Budget

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FISCAL YEAR

The New Hanover County

County Manager’s Letter of Transmittal .................................................... 1

Strategic Plan 2018-2023 ....................................................................... 10

Recommended Enhancements ............................................................... 13

New Hanover Organizational Chart ......................................................... 16

Position Summary by Function ................................................................ 17

Budget Functions ..................................................................................... 17

Summary of Expenditures and Revenues – All Funds ............................. 18

General Fund Expenditures:

General Fund Revenues:

Net County Cost Human Services Departments ...................................... 24

Non-County Agency Contributions ........................................................... 25

New Hanover County Education Summary .............................................. 31

Capital Outlay ......................................................................................... 32

Capital Improvement Plan ....................................................................... 34

Debt Service for Next Five Years ............................................................. 36

INTELLIGENT GROWTH & SUPERIOR EDUCATION SUPERIOR PUBLIC

• Leverage public infrastructure • Prevent and reduce opioid abuse

PROFESSIONALISM • INTEGRITY • INNOVATION • STEWARDSHIP • ACCOUNTABILITY

INTELLIGENT GROWTH & SUPERIOR EDUCATION SUPERIOR PUBLIC

STRATEGIC OBJECTIVE STRATEGIC OBJECTIVE STRATEGIC OBJECTIVE

DESIRED OUTCOME DESIRED OUTCOME DESIRED OUTCOME

TARGET TARGET TARGET

LEGAL ADMINISTRATION GOVERNING BODY

DEPUTY ASSISTANT ASSISTANT

Chief Facilities Chief Finance Health & Human Tax

Chief Information Chief Diversity & Parks &

Planning & Community Cape Fear

Eﬀective August 25, 2020 16

CAPITAL IMPROVEMENT PROJECTS $ 12,399,414 $ ‐ $ 12,399,414 $ 12,399,414 $ ‐ $ 12,399,414

ENVIRONMENTAL MANAGEMENT OPERATING 23,315,936 ‐ 23,315,936 12,526,945 ‐ 12,526,945

TOTAL ALL FUNDS $ 457,496,942 $ 276,295 $ 457,220,647 $ 457,496,942 $ 276,295 $ 457,220,647

GENERAL GOVERNMENT $ 43,136,199 $ 50,052,276 $ 55,132,717 $ 5,080,441 10.2%

TOTAL BUDGETED EXPENDITURES $ 350,840,047 $ 381,382,610 $ 382,135,970 $ 753,360 0.2%

AD VALOREM TAXES $ 200,160,880 $ 200,160,880 $ 227,192,533 $ 27,031,653 13.5%

TOTAL BUDGETED REVENUES $ 350,840,047 $ 381,382,610 $ 382,135,970 $ 753,360 0.2%

TOTAL COUNTY COST $ 31,134,879 $ 36,147,352 $ 5,012,473 16.1%

SALARY ADJUSTMENT $ ‐ $ (1,335,000) $ (741,358) $ (181,883) , $ 559,475 ‐75.5%

TOTAL: $ 10,000,960 $ 6,653,840 $ 7,067,626 $ 7,450,936 $ 383,310 5.4%

Principal on School Bonds $ 22,042,606 $ 17,306,829 $ 17,306,829 $ (4,735,777) ‐21.5%

TOTAL EXPENDITURES FOR NHCS $ 112,342,745 $ 123,541,962 $ 121,522,748 $ 9,180,003 8.2%

Principal on CFCC Bonds $ 9,267,393 $ 8,269,152 $ 8,269,152 $ (998,241) ‐10.8%

TOTAL EXPENDITURES FOR CFCC $ 24,799,787 $ 22,498,451 $ 22,498,451 $ (2,301,336) ‐9.3%

DEPARTMENT TYPE DESCRIPTION RECOMMENDED

DEPARTMENT TYPE DESCRIPTION RECOMMENDED

Total Other Funds $ 2,733,257

Parks: Northern Regional Park Muti‐Use Trail 450,000 ‐ ‐ ‐ ‐ $ 450,000

FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total

FY21‐22 FY22‐23 FY23‐24 FY24‐25 FY25‐26 Total

New Landfill Entrance & Customer Convenience Site 2,800,000 ‐ ‐ ‐ ‐ $ 2,800,000

TOTAL ALL FUNDS $ 23,934,536 $ 21,885,589 $ 21,018,819 $ 11,619,370 $ 11,392,157 $ 89,850,471

GENERAL GOVERNMENT FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26

Principal portion of General Govt‐CFCC Bonded Debt 8,834,152 7,955,000 7,945,000 7,820,000 7,715,000

Parks and Recreation 2016 General Obligation Bonds (Refunding) 2,412,545 2,321,175 2,238,800 2,156,175 2,073,300

Principal portion of General Govt‐Parks and Recreation Bonded Debt 1,749,019 1,745,000 1,750,000 1,755,000 1,760,000

Total Bonded Debt Service ‐ General Government 13,960,046 12,689,713 12,283,273 11,874,140 11,464,941

Principal Portion of General Fund Installment Debt 15,299,174 14,201,721 10,258,303 9,716,053 9,256,044

Total Debt Service ‐ General Government (excludes Public Schools Debt Service) 34,102,266 31,394,865 26,376,430 25,056,620 23,913,012

PUBLIC SCHOOLS FY 21‐22 FY 22‐23 FY 23‐24 FY 24‐25 FY 25‐26

Principal Portion of Public Schools Bonded Debt 17,306,829 15,465,000 15,335,000 15,225,000 15,160,003

Principal Portion of Public Schools Installment Debt 848,383 848,383 848,383 328,383 164,191

Total Debt Service ‐ Public Schools 24,909,237 22,371,465 21,618,742 20,370,475 19,482,884