1994 Outstanding County Program Awards winners

Environment Category

Davie, Forsyth, Surry And Yadkin Counties
Yadkin River Video Documentary

The Yadkin is a video documentary which presents the origins, history and future of the Yadkin River in northwest North Carolina. The video was produced by the Yadkin River Commission which is a joint inter-county commission comprised of members appointed from Davie, Forsyth, Surry and Yadkin counties. The video examines river-related issues of the upper Yadkin basin and promotes the river as the region's most scenic natural feature and vital economic resource. The Yadkin River video was intended to educate the public generally about the vital connection between natural processes and human economic activities and to encourage effective public education and voluntary conservation.

The content and editorial tone of the video was developed through several workshops between Yadkin River Commission members and support staff. The commission then contracted with a professional video script writer to finalize details. The City of Winston-Salem offered the services of its public information television studio to videotape and edit the production. Although more than six hours of video footage were shot, the production was distilled into a 26-minute broadcast quality tape.

The video was shot over four seasons and aerial footage was used to add visual interest. Music was carefully selected to correspond to video images and to help vary the tempo of the documentary. Historical reenactments and computer/video animations were used to make the video more entertaining. The video was completed and shown publicly at the Surry County Community College at a joint meeting of the Pilot View RC&D Council and the Yadkin River Commission in October of 1993. The video then aired several times locally on City TV 13.

The video was cost-effective both in terms of distribution and technical production. The video consultant was paid $4,000 for his work which included expenses for airplane rental and incidental production costs. Otherwise, all production was done by county staff and city television personnel. Several local professors, historians and government agents, as well as many citizens volunteered their time for interviews and assisted in other aspects of the production.

The Yadkin River video has fostered many positive relationships among both county and non-county organizations. Not only does the video promote the river as the area's most important natural resource, the video also encourages greater dialogue between counties and various agencies within counties. Additionally, many citizens were involved in producing and promoting the video.

For more information, contact Glenn Simmons, Project Planner, Forsyth/Winston-Salem, Planning Board, (910) 727-2087.

Pitt County
Pitt County Materials Recovery Facility

In 1985, it became apparent that Pitt County citizens were concerned about the future of solid waste management in general and recycling specifically. Several environmental groups approached the county staff and commissioners to request that the county establish a recycling program for beverage cans, glass, newspaper and cardboard. County commissioners decided they would enhance existing recycling programs in place at the Eastern Carolina Vocational Center (ECVC), a private, non-profit vocational rehabilitation facility located in Greenville, NC.

In 1987, Pitt County appropriated $25,000 to upgrade the processing capacity of ECVC's recycling programs. The Center in turn agreed to set a goal of processing at least two million pounds of recyclables per year. This goal was realized and in 1989 the county purchased a large capacity, high density baler for the Center at a cost of $307,000. This baler enabled the center to increase its capacity and improve overseas marketing due to the production of higher density bales. The purchase of the baler was the first in a series of actions toward the development of a comprehensive materials recovery facility at ECVC.

Between 1989 and 1993, Pitt County and ECVC concentrated on educational programs and market development for recycling. In 1993, a contract was negotiated between the county and ECVC. The contract called for the county to construct a comprehensive materials recovery facility and for ECVC to operate the facility and market the recyclables.

In 1993, Pitt County invested an additional $970,000 to construct and equip the Materials Recovery Facility (MRF). The Pitt County Engineering Department designed the facility. The building's total size is 46,000 square feet and is located on about four acres at the Eastern Carolina Vocational Center on Stanton Boulevard in Greenville, NC. This site was chosen because existing buildings, land, equipment and personnel were already available at no cost to the County. The total cost of the MRF was shared between ECVC and Pitt County. The total amount spent for the Materials Recovery Facility, excluding operating expenses, was $1,966,000.

All income from recyclables is used to pay the operating expenses of the MRF which is estimated to be $900,000 per year. If the gross revenue from the sale of recyclables does not exceed $225,000 per quarter, Pitt County is committed to pay up to $100,000 per year to compensate for the shortage. It is anticipated that the MRF will process and market 20,000 tons of recyclables per year. The projected costs of solid waste disposal at the disposal facility in 1996 will be $42 per ton. At that time, the operation of the MRF will reduce the county's landfill disposal costs by $840,000 annually.

The Pitt County/ECVC Material Recovery Facility is an innovative project whose facility alleviates at least two major problems encountered by the citizens of Pitt County. It provided a simple method of recycling for all citizens at minimal costs and created 24 meaningful jobs to persons who would normally have difficulty finding employment in the traditional job market. The project benefits the county and its citizens both environmentally and financially by reducing the reliance on disposal facilities and by conserving their natural resources.

For more information, contact Joy Hudson, Pitt County, Recycling Coordinator, (919) 830-6391.

Craven County
From the Landfill to the Farm

In 1989, Craven County entered into an agreement with Hydra-Co., a 45-megawatt (MW) wood waste fuel power plant, to dispose of the ash produced from wood waste in their landfill at a cost of $6.00/ton for ten years. At about the same time, the North Carolina Solid Waste Management Act of 1989 was passed requiring all landfills to reduce the volume of waste going into their landfills. Also in 1989, the Coastal Regional Solid Waste Management Authority was developed, which includes Craven, Pamlico and Cartaret counties, to construct a new lined regional landfill to handle the waste from the tri-county area. The Craven County landfill would be closed and the new Authority landfill would be charging $37.00/ton tipping fee. The Authority would not accept the agreement with Hydra-Co to dispose of Craven County's ash at $6.00/ton.

Craven County would be responsible for paying anything over $6.00/ton, which would total approximately $465,000 in 1993-94. Craven County commissioners were faced with cutting existing programs or raising the tax base by two cents per $100 evaluation if they had to pay the increased tipping fees. Hydra-Co, on the other hand, would consider closing the plant thus eliminating jobs and their tax base to the county if they had to pay the increase. Recognizing the problem, the Craven County Cooperative Extension Center, in 1991, proposed a program to the Craven County commissioners and Hydra-Co that could possibly eliminate the tipping fees by diverting the ash from "the landfill to the farm" as a soil amendment.

A work committee to address the problem was established from the following areas: Craven County Extension Director, Craven County Administration, State Division of Solid Waste, N.C. Agricultural Plant Industry Division, Hydra-Co, N.C. Cooperative Extension Service, Weyerhaeuser Company and local farmers. The audiences targeted for the goals of the committee were: policy makers involved in the reclassification of woodash and those who would approve Best Management Practices for the use of woodash on farm land; farmers in Craven and Pamlico counties; Craven County commissioners; and Hydra-Co.

The work committee had several goals: analyze ash for liming capability, nutrient content and heavy metals to determine the possibilities of using it as a soil amendment; set up field tests to determine the value of woodash as a nutrient and liming material; develop procedures for the beneficial use of woodash as a soil amendment including Best Management Practices (BMPs) to be followed when applying ash; use results of field tests to get woodash reclassified from a solid waste component to an agricultural product; have an on-farm woodash application program in place in Craven and Pamlico counties by October 1, 1993; and eliminate the delivery of woodash to the landfill by October 9, 1993, by diverting all ash directly from the plant to the farm to be used as a soil amendment.

The activities and teaching methods used by the committee were as followed: woodash analyses were run four times per month for eight months to establish a good database for the contents of the ash; field tests and on-farm demonstration work was conducted from 1991-93 and field tours were given for groups and individuals each year; data was collected and group meetings were held for policy makers and farmers each year discussing the beneficial use of ash as a soil amendment; and an informational booklet was developed for one-on-one consultations and self-study.

By October 1, 1993, the program was in place and by March 1, 1994, there were 29 farmers enrolled in the program with a total of 9,357 acres of land. At an average application rate of two tons of ash per acre, this would take care of 18,714 tons of ash. Hydra-Co produces approximately 15,000 tons of ash per year. Therefore, there should be enough land already in the program to take care of the ash produced in one year.

The results achieved from this project were tremendous: lab analysis showed the liming capability of the woodash to be very good; the Division of Solid Waste Management reclassified the woodash as a soil amendment for agricultural use and BMPs were approved; the program was granted a permit to apply woodash on farmland; the Craven County Cooperative Extension Service was given a $31,000 grant from Hydra-Co to initiate the woodash application program in Craven and Pamlico counties; and no woodash has been delivered to the landfill since October 1, 1993. The total savings from this program which includes the tipping fees saved by Craven County and the production cost reduction to farmers in the program is $857,994.

For more information, contact Billy Dunham, Craven County Extension Director, Craven County Center, (919) 633-1477.

Alexander, Burke, Caldwell, Catawba And Mcdowell Counties
The Upper Catawba River Basin Water Quality Program

During the past 20 years, industrial and population growth has rapidly increased within the upper Catawba River basin. New residential development has increased along the river. Citizens and local governments alike have increasingly questioned whether recent development around these lakes were compatible with maintaining these waters as high-quality, drinking water supplies.

The Upper Catawba River Basin Water Quality Program was designed to address water quality issues along a 97-mile section of the upper Catawba River. The counties involved with this program were Alexander, Burke, Caldwell, Catawba and McDowell. This region's increasing reliance on the Catawba River underscored the need to evaluate the present condition of the river to develop guidelines for management of this resource at the local level.

A comprehensive water quality program, begun in July 1992, had two objectives: water quality data collected over a 15-month period would be used to characterize current conditions in the Catawba River; and data collected on nutrients, metals and dissolved oxygen would be used to develop water quality models for Lake Rhodhiss and Hickory. These models would help planners and managers predict how conditions in these two lakes might change as nutrients, such as nitrogen and phosphorus, originating from industries and waste-water treatment plants, vary with time.

Water quality collections were completed in March 1994. Several months will be required to organize and analyze the data and to develop and refine the models before they can be employed. These models are expected to be completed and available for use by early 1995.

Besides the water quality sampling and model development, another program component involved addressing immediate concerns the public has raised about the safety of the river for certain types of activities. For example, is the water suitable and safe for swimming? Are fish caught from the Catawba River safe to eat? To answer these questions, the Western Piedmont Council Of Governments (WPCOG) implemented a monitoring program which included bacteria testing, fish health evaluations and fish tissue analyses. Test results are released to the public at the conclusion of each sampling activity.

Funding for this two-year program was obtained from three sources: the Appalachian Regional Commission (ARC), the United States Geographical Survey (USGS) and 30 local governments. The ARC awarded the Wetern Piedmont COG two, one-year water quality grants totaling $284,850. The USGS contributed $184,700 to the program in the form of a one-to-one matching contribution. Thirty local governments collectively contributed $150,000 over the two-year period.

For more information, contact Mike Struve, Water Quality Administrator, Western Piedmont Council of Governments, (704) 322-9191.

PUBLIC AWARENESS CATEGORY

CABARRUS COUNTY
"Cabarrus County EMS 20th Anniversity Celebration Health & Safety Fair"

Cabarrus County Emergency Medical Services (EMS) saw a need to educate the citizens of Cabarrus County in several areas. Many citizens regardless of what county they live in have no idea what EMS and other health agencies have to offer. Therefore, the 20th Anniversity of Cabarrus County EMS and the Health and Safety Fair was held on May 6-8, 1993.

The main goal of the fair was to provide information to the citizens of Cabarrus County on a variety of safety and health related areas. More than 20 public service groups and individuals (ranging from the Health Department, which gave free tetanus shots and dental checkups to school children, to Smokey the Bear, to the American Red Cross which provided information on CPR and choking) participated in this event.

To make sure that citizens and children were aware of this event, all schools, preschools and day care centers were contacted. Signs and banners were placed at various locations throughout the county. During this event, over 1,000 children attended with approximately 2,500 adults. Many other citizens benefited from the information provided.

Cabarrus County EMS wanted to provide this event at no cost to the public; therefore, no county funds could be used. Donations were received from several local businesses who provided food, drinks and door prizes. The event took place at the Cabarrus County Fairground, which was offered free of charge less utility costs. The biggest resource available was the staff of Cabarrus County EMS who spent countless hours organizing the event.

This project is unique in that no other event of this type has ever been attempted in Cabarrus County. The challenges of making the event fun and interesting to all age groups was met by the wide range of demonstrations and groups at the fair. Direct contact of the schools increased participation of students and their parents/guardians.

For more information, contact Aubrey Attkisson, Director, Cabarrus County Emergency Medical Services, (704) 786-9193.

SURRY COUNTY
"Project TLC (Teens Learning Control): It's Your Life!"

The Surry County Health Department wanted to reduce teen pregnancies and sexually transmitted diseases as well as encourage communication between parents and teens regarding those topics. Therefore, the Health Department staff began "Project TLC" in September of 1992, after receiving a $12,000 grant award from the Greater Triad Chapter of the March of Dimes Birth Defects Foundation.

The Health Department staff, playwright Frank Levering and Surry Arts Council Director Brack Llewellyn, discussed the various activities for presenting a play to all 7th-12th grade students. Mr. Levering began intensive interviews with over 300 teenagers, including girls at the Health Department's Family Planning office and students at various schools where the plays would be held, to get a better understanding of the problems associated with sexual activity among adolescents.

The play performances began on March 12, 1993. Many junior high and high school students gathered together in one school so that less performances would be necessary to reach all 7th-12th grade students. Cast members included at least one student from each of the five high schools, whose parents were informed about the subject of the play. The cast had a question and answer period following each performance. An informational booklet was distributed to each student and some teachers spent up to three days of class time discussing its content, which included self-esteem, pregnancy, saying "no" and talking to parents.

Evaluation forms were randomly given to students, of which 793 were returned. A majority of the students rated the play as "excellent," with only one percent giving it a poor evaluation. The areas students learned most about were: (1) responsibilities of having sex, (2) saying "no" to sex and (3) talking to parents.

For more information, contact Brenda McKinney, Physician Assistant, Surry County Health Department, (910) 386-9400.

DARE COUNTY
"Dare County Regional Airport Historical Display"

As the Dare County Airport Authority initiated plans for a 50th anniversary celebration of the Dare County Regional Airport in 1991, they decided to include a permanent historical display. The object of the project "Dare County Regional Airport Historical Display" was to display historical exhibits and demonstrations about the founding of Dare Airport which began as a Navy base and was also used by the Civil Air Patrol during World War II. The display would serve as a reminder for some and as a source of learning and entertainment for others.

Harry Bridges, whose father William P. Bridges was a pilot with the Civil Air Patrol during WWII, was contacted to put together the permanent display. The Dare County Airport Authority was aware that Mr. Bridges had begun a collection of artifacts in 1982, mostly from Civil Air Patrol Base 16 and some from the Naval Auxiliary Air Station (NAAS) in Manteo. Mr. Bridges agreed to take on the assignment and began writing to the Base 16 veterans to ask for any mementos.

The overwhelming number of responses resulted in the largest collection of Civil Air Patrol Coastal Patrol (CAPCP) artifacts in existence and the only one on display. Major Allen Watkins Base 16 Commander donated 11 minutes of 16mm movies that was taken on base during WWII, which was also viewed as part of the display. This video documentary "Then and Now" turned out to be a big hit.

The local Civil Air Patrol Squadron and State Wing were involved in arranging a display tour. The display was designed so that it could be taken on tour throughout North Carolina, but its permanent home would be in Manteo. It has been displayed at the Wing Conference in Greensboro, at the Greensboro Historical Museum and at the Cleveland County Historical Museum.

The four people involved in the creative development of the project were: Hubby Blivens, who built the display cases and framework and arranged the artifacts; Joseph Hardman, who researched NAAS Manteo; Tom Sagan, who edited the documentary; and Harry Bridges, who collected the artifacts, wrote and produced the documentary, assisted in arranging the artifacts and taking the display on tour. The project was financed by the Dare County Airport Authority.

For more information, contact Harry P. Bridges, Curator and Historian for the Dare County Regional Airport, (919) 473-5179.

GASTON COUNTY
"The Homework Committee"

The need for safe, affordable, decent housing for low/moderate incomes has been a priority statewide. In response to this need, Gaston County and the City of Gastonia formed a consortium and successfully competed for HOME Investment Partnership (HOME) funds in 1992. (HOME is a federal housing assistance program providing funds to meet the need for good affordable housing). Gaston County Grants Administrator Sonya White was charged with the task of developing and implementing the fair marketing plan for the Gaston Consortium.

The driving force of the four-phase plan was the "HOMEWORK COMMITTEE", a group of citizens serving as the principal outreach and public information arm of the project. Those invited to serve on this committee were people who had already demonstrated leadership, sensitivity and commitment to issues which concern low/moderate income people. For the most part, they were grassroots individuals who have earned the confidence and respect of people in their communities.

The objectives of the committee were the following: provide citizen input and help inform and educate citizens in every area of the county; help HOME staff identify applicants; help HOME staff develop a mailing list of other community leaders and agencies in their geographic areas for the purpose of publicizing, technical assistance, information dissemination and other support; and conduct annual feedback, evaluation and provide recommendation for corrective steps where problems are identified.

Based on the overwhelming responses by the citizens of Gaston County, the "HOMEWORK COMMITTEE" is functioning very effectively and meeting the established objectives. This committee has successfully used the grassroots approach to market the HOME program. They are taking the message of assisted housing opportunities to their neighbors, co-workers, church members and club members. "HOMEWORK COMMITTEE" members primarily share information one-to-one, but their contacts also spread the message to their circle of family, friends and neighbors.

By the end of June 1994, the consortium will have committed funds to 17 Single-Family Homeowner Rehabilitation projects. These individuals and families receive assistance for home repairs. By this date, the Gaston consortium will also have served an additional 20 families with down payment assistance, making it possible for them to own their own homes. The First Time Homebuyers Program helps those persons who struggle with saving a down payment but have demonstrated that they are more than capable of handling homeowner responsibilities.

The "HOMEWORK COMMITTEE" is unique in that it is grassroots driven and is the primary marketing tool of a government-sponsored program. Traditional programs of this type tend to rely solely on written advertisement through newspaper ads or mail, or the staff going out to speak. In contrast, the Gaston Housing Connection depends on average citizens who believe in the benefits of the HOME program and enthusiastically publicize it through individual contacts.

For more information, contact Sonya White, Gaston County, Grants Administrator, (704) 866-3141.

DURHAM COUNTY
"A To Z Program For Kids"

Durham County's "A To Z Program for Kids" supplements the North Carolina Government curriculum at the fourth grade level. The program was centered around the A To Z Book For Kids, an alphabetical tour of the basic administration, services and functions of Durham County government. The publication includes illustrations, a review section with questions for students to answer and fingertip facts on Durham County government services with helpful telephone numbers. Students who read the book and learn county government concepts can receive an official "I'm A Well-Informed Citizen" certificate signed by the county manager.

The "A To Z Program for Kids" was created to achieve the following goals: to teach elementary-aged children about Durham County government services and how it functions; to promote Durham County programs and services; to teach good citizenship and encourage community involvement; and to support Durham County government's commitment to quality education.

The program also includes an A To Z Team composed of county employees whose jobs are highlighted in the book. At the request of the teachers, the team visits fourth grade classrooms and talks about the services they provide to citizens. The team members also educate students on the skills necessary to perform their perspective jobs.

At the beginning of the 1993-94 school year, North Carolina Government teachers in the Durham Public School System were introduced to the "A to Z Program" through a letter from the County Public Information Office and a copy of the program materials. Teachers were asked to contact the Public Information Office for more information on the program and to place an order for books and certificates, which were offered at no charge.

The cover, copy, photographs and certificates for the A To Z Book were created in-house through the Public Information Office. The primary expense incurred was the printing costs: The A To Z Book (Qty. 1,000) $1,140, and Well-Informed Citizen Certificates (Qty. 1,000) $430.36.

The impact of the "A To Z Program" has been significant to date. The evaluation form responses from participating teachers has been overwhelmingly positive. Based on the collective number of books ordered by local teachers and requests from fourth graders across the county, over 700 students have learned about Durham County government through the "A To Z Program". However, as the materials were made available free of charge, teachers at the same school were encouraged to share books, so that the county's supply could last longer. Therefore, the number of students that have participated in the program during its pilot year is actually much greater than the number of books ordered.

For more information, contact Public Information Office, Durham County Manager's Office, (919) 560-0008.

GENERAL GOVERNMENT CATEGORY

DURHAM COUNTY
"Service: The Anchor To Excellence"

This unique program was adopted in Durham County to formulate strategies to stimulate more efficient and effective service delivery. This program, which kicked off during County Government Week 1993, was promoted heavily among the county workforce and patrons with lapel buttons, balloons and banners.

The program includes Customer Service Feedback Cards, which are placed at each county office site for citizens/patrons to fill out by rating the service delivered. The feedback is reviewed by the county manager who uses the information to target areas for improvement and to reward employees who provide outstanding service.

Two employee recognition programs have been implemented. The Anchor Award is given monthly to the employee who consistently provides outstanding customer service (as determined by the county manager from patron feedback). Each Anchor Award winner receives a $200 check, presented by the Board of County Commissioners, and is featured on the Durham County Government Show on cable television.

Employees who perform extraordinary work-related deeds are eligible to receive $50 through the $ervice Pay$ initiative. The county manager chooses a winner weekly based on entries submitted by supervisors and fellow workers. Each winner receives a check and a $ervice Pay$ lapel pin. Information on award recipients and feedback from patrons are included in each issue of the employee newsletter.

These employee recognition awards are in addition to the WIT (We Improve Together) program that rewards employees for constructive and creative cost-saving ideas. A nine-member review committee of county employees determines which ideas can be implemented. Suggestions resulting in intangible benefits (such as the elimination of safety hazards) will receive a net of $50. Tangible benefits suggestions (those that can be measured in dollar savings) will receive a net of $200. The suggestor will also receive 25% of the first year's net savings up to a maximum of $5,000.

The total cost for implementing "Service: The Anchor To Excellence" was $20,206.58. This included the organizational survey, training materials, promotional materials, citizen customer service cards, newspaper advertisements and employee recognition awards. Because many of these items were one-time expenditures, the cost of the program will be much lower in subsequent years. The cost of the program has been offset by the savings from the WIT program suggestions which have saved the county $51,000.

For more information, contact the Public Information Office, Durham County Manager's Office, (919) 560-0008.

WARREN COUNTY
"Summer Scholars"

Warren County's "Summer Scholars (Non-Traditional Summer School)" provides youth employment, enrichment activities and child care options to school-aged children. The program is a full day, eight-week summer school for children who are not required to attend summer school as a condition of promotion to the next grade level. The summer program enrolls 100 students in grades K-5, and 100 in grades 6-8.

Students take mathematics, environmental science, civil rights, local history and communication skills. In addition, participants receive recreation, leadership, citizenship and conflict resolution training. Conducted in conjunction with the USDA Summer Food Service Program, the school provides two meals and one snack each day.

Tiered mentoring is utilized by the "Summer Scholars" program in that public school teachers are employed to work with 20-25 college interns from Warren County. The interns teach in the schools, while regular teachers oversee the program and serve as mentors for the interns. High school students work as food service and maintenance assistants. All student assistants also participate in academic enrichment activities, including a writing workshop and an oral history project.

Planning and implementation of the Summer Scholars project was a collaborative effort of the Warren Family Institute (WFI), Warren County Schools, county and city governments, Kerr-Tar Regional Council of Governments, North Carolina Central University and local citizens. Cost of the program is shared by the implementors of the program as well as local churches and businesses. While there is no cost to the student who attends the Summer Scholars program, parents or guardians are asked to make a contribution.

The results of the Summer Scholars program show that student employees of the program gain marketable skills and experience while "giving back" to their local communities. Student participants are also strengthen their academic skills. The program has been so well received that a year-round component, Saturday Academy, has already been proposed.

For more information, contact Cathy Lawrence, Executive Director, Warren Family Institute, (919) 257-1134 or (919) 257-3184.

GASTON COUNTY
"Crime Stoppers in the Schools"

"Crime Stoppers in the Schools" was created to deter school violence in Gaston County. This program offers students a chance to telephone the Crime Stoppers Program and give information without giving their name. Rewards are given for information that leads to an arrest.

The Crime Stoppers Program is governed by the Crime Stoppers Board and operated by the Chamber of Commerce. In this program, businesses donate money for awards to citizens who give tips on crimes.

The 13 police departments in Gaston County with a secondary or high school within their jurisdictions were asked to provide a liaison officer. This officer would be responsible for implementing the program with the help of Gaston County Police and investigating any crime tips from the students. All the investigations are reported back to Gaston County Police.

The total cost of the "Crime Stoppers in the Schools" was $1,830. The key chains ($1,450) were paid for by the Gaston County Police, posters ($280) by the Chamber of Commerce and book markers ($100) by the Gaston County Explorers Post 525. The same phone number used by "Crime Stoppers" in Gaston County was provided to the students so that some money could be saved.

The measure of success in this program is not easily gauged due to the number of students who may have refrained from bringing weapons in once the program began. So far, Crime Stoppers has received over 25 calls pertaining to crime in the schools. Knives, drugs and a handgun were confiscated due to tips from this program.

For more information, contact Captain W. J. Farley, Gaston County, Support Services Captain, (704) 866-3395.

MECKLENBURG COUNTY
"Westside Early Intervention Reading Program"

The "Westside Early Intervention Reading Program" was created by the Mecklenburg-Charlotte Public Library System to help at-risk children ages 18 months to four years old develop language skills that would serve them later in school. This program provides preschool story programs for children and training for both parents and child care providers. Preschool storytimes are designed to prepare children for school by encouraging language development and an interest in books and reading.

Two library assistants were hired to implement the program. They visit 40 child care sites and Head Start programs twice a month, serving approximately 700 children. The staff also works with Head Start and other agencies to train caretakers and parents. An established collection of children's books was expanded for use in the program. All funding was provided by the library.

The "Westside Early Intervention Reading Program" joined with Thomasboro Elementary School to reach parents in targeted neighborhoods. These programs are well-attended by both children and parents. The program needs to be expanded, though, to reach more of the targeted families. A video describing the program will be produced to lobby for private funding to expand services to more children.

The success of the program will be easier to assess after the targeted group has been in school for a few years. So far, parents report that their children have a great interest in stories and enhanced language development.

For more information, contact Robert E. Cannon, Executive Director, Public Library of Charlotte and Mecklenburg County, (704) 336-2530.

HUMAN SERVICES CATEGORY

WAKE COUNTY
"Cornerstone-A Single Portal of Entry for the Homeless"

The issue of homelessness was a growing concern in Wake County as the number of homeless people and those "at risk" increases. In Wake County, there are 1,000-1,600 homeless people; those at risk are estimated at 11,400. "At risk" people are those who contribute more than 50% of their earnings to housing or whose members live with friends or family and are unable to afford a place of their own.

Another concern was the need to address inter-related problems such as lack of affordable housing, poverty, unemployment, poor health, mental illness and substance abuse. In an attempt to better serve the needs of the homeless, the Wake County Human Services Office, in collaboration with the City of Raleigh, created a multi-service\transitional housing facility called "Cornerstone."

The Wake County Human Services Office was responsible for coordinating service delivery, while the City of Raleigh was responsible for housing operations. The service delivery component served walk-ins as well as those referred by other agencies. The housing component serviced only men, who were referred by agencies serving the transitional housing and the connected services. Cornerstone provided a place for the co-location of services for full-time staff from the Department of Health, Jobs for the Homeless Program and Mental Health/Developmental Disabilities/Substance Abuse Services. Agencies that provided services on a rotating basis were: Department of Social Services, Social Security Administration, Veteran's Services, HIV testing and counseling services and Alcoholics Anonymous (AA)/Narcotics Anonymous (NA).

Cornerstone provided a number of services under one roof, which was an added convenience for the homeless clients (for whom transportation may be difficult) as well as an effective service referral. On-site agencies were able to work more closely with each other in addressing the varied needs of mutual clients. Through cooperative interagency sharing and one-stop intake procedures, the frustration of redundant information gathering was avoided.

An average of 30 clients came to Cornerstone each day. Empowerment of individuals and increased self-sufficiency of clients are anticipated long-term goals.

Communications related advances are key in Cornerstone's long-range goals. Cornerstone was chosen as the place to implement an automated database system. This system collects data that will provide indicators about Wake County's homeless population. By looking at client characteristics and trends, Wake County will be better informed for strategic planning purposes. A voice mailbox system for homeless and low-income individuals will be based at Cornerstone. With this system, clients who do not have access to a phone will have their own number for potential employers and landlords, service agencies and family and friends to call. Callers will hear a personalized message from the client - one which will not identify to a potential employer the homeless status of the client.

The cost to initiate this project included $1,060,407 in construction costs to renovate a 90-year- old historic brick warehouse building. Of that total construction cost, Wake County paid $280,000 for first floor development, U.S. Department of Housing and Urban Development (HUD) contributed $200,000 for development of the second floor and the City of Raleigh contributed $530,000 in HUD grant matching funds and for development of the third floor. Additional costs for the county included the salaries of the service coordinator and receptionist, and their operational costs, totaling $90,000 a year. Other county staff service providers were already budgeted in their respective departments and reassigned to this project.

Cornerstone is the only multi-service facility of its kind in North Carolina and one of only a handful in the country. As a program demonstrating a new approach to comprehensive service delivery to the homeless, it is anticipated that other service providers will look to Cornerstone as a model and that the "Single Portal of Entry" design will be a trend of the future.

For more information, contact Charles T. Trent, Administrator, Wake County Human Services Office, (919) 856-5580.

ROBESON COUNTY
Robeson County Immunization Registry System

In 1990, a survey of health departments and community health centers was conducted by the National Association of County Health Officials (NACHO). Out of this came the conclusion that Robeson County had the desire and the ability to forge a closer relationship between Robeson County Health Department (RCHD) and the three federal community health centers operating under Robeson Health Care Corporation (RCCC). The RCHD met with NACHO staff and officers in October of that year to plan and undertake a joint project. This project was to be a registry and tracking system for immunizations.

RCHD, the lead agency, persuaded the private pediatric group, Lumberton Children's Clinic (LCC), to participate. A local computer programmer, familiar with health matters but not immunizations specifically, was hired. Three committees were formed from the staffs of the organizations: nursing, support and administration. A consensus of these groups formed the following objectives: to increase the percentage of children properly immunized by age two from the existing 50% (state and national goals are now pushing for 90+% by 1996); to reduce calling time between providers; to eliminate inappropriate vaccinations; to match up birth certificates and the registry; to know the status of a child (i.e. WIC, orthepedic) prior to a child's appointment at a clinic and to allow enough flexibility so that each entity could develop its own tracking and notification system to meet the individual needs.

Funding for this project had to be derived initially out of existing grants (RHCC) and earnings (RCHD and LCC). To minimize costs, the system had to be PC-based, allow for weekly transactions rather than being on-line, use affordable software (Alpha 4), be jointly owned between RCHD and the programmer and be labor non-intensive since no additional personnel were to be hired. The vast majority of funds came from the health department's increased activity regarding immunizations. Unimmunized children who were tracked received free shots, which was reimbursable under Medicaid. Thus, Medicaid was the primary payor. Use of All Kids Count funds allowed expansion into the neighboring counties plus paid the programmer to keep the system updated. By being a pilot county for Health Check, personnel and hardware were secured through state funds, which helped generate more funds. Immunization Advisory Group (IAP) funds were also utilized.

The two main obstacles in this project were lack of funds and the hardware system, resulting in the use of a less sophisticated hardware system. Quickly, RHCC had multiple hardware problems that took months to resolve, which led to a decrease in momentum. Alpha 4 had to be updated several times. Slower still was LCC which waited until it was clear that the system would work before investing in hardware.

The results of this project is that the health department increased the number of fourth diphtheria shots (DTPs) administered by age two by more than 60% in March 1993-94 as compared to that same period in March 1992-93. To assist the program, billboards were placed in 12 sites throughout the county. But even more important is that the number of age-appropriately immunized children up to age 18 months increased by 118%. Thus, not only are the overall immunizations markedly higher, children are receiving them much closer to the appropriate time. Since one of the reasons often cited for the immunization rate decline dramatically for the fourth DTP is that children drop out of the health care system by age one, the higher rate in Robeson County would seem to indicate that they are now staying within the health and social services arena.

For more information, contact William J. Smith, M.P.H., Robeson County, Health Director, (910) 671-4303.

CATAWBA COUNTY
Child Sexual Abuse Intervention Team

The "Child Sexual Abuse Intervention Team" was formed to provide expert assessment and intervention, investigation and appropriate treatment and/or criminal prosecution in all cases of child abuse and neglect in Catawba County. Prior to this team's formation in July of 1992, there was a lack of coordination among the three primary agencies in the criminal arena (the Department of Social Services, the Sheriff's Department and the District Attorney's Office). Child sexual abuse was not as fully investigated or prosecuted as it could be. Although 139 cases were referred to the District Attorney's Office in 1991 and 1992, fewer than 15 were prosecuted. The mission of the project was to assure the safety of children and their protection from sexual victimization through improving multiple systems' responses to all referred cases.

The "Child Sexual Abuse Intervention Team," composed of a child protective services social worker, a criminal investigator and an attorney prosecutor, was charged with training and then demonstrating this expertise throughout the county. The team also focused on increased community networking of information among the three offices to assure appropriate tracking of referred cases. The team developed working agreements with all county law enforcement agencies for child sexual abuse cases involving parent/caretaker offenders in their jurisdictions.

The District Attorney acknowledged having no tracking system for referrals related to possible sex crimes against children. Therefore, he immediately established a district attorney management plan involving monthly meetings with all law enforcement agencies and the Dept. of Social Services to give reports on the status of investigations. Fifty-four sex offenders have been either indicted or convicted since the beginning of these monthly meetings held since July 1994, and an additional 14 offenders are awaiting indictment. By April 1, 1994, the team had conducted 150 investigations of child abuse, involving 235 child victims. Seventy-seven of these children were found to have been sexually abused; five offenders have been tried and convicted while an additional 25 have been indicted or are pending indictment.

Systems communication has been addressed through creation of a computer network linking the Department of Social Services, District Attorney and Sheriff's Department. A program has been developed to track perpetrators and to facilitate easy access of information by all departments.

The "Child Sexual Abuse Intervention Team" was funded by a two-year grant (July 1992 - June 1994) by the Governor's Crime Commission. The grant amount was $107,298, matched by Catawba County funds of $51,554, for a total of $158,852.

In developing the project, efforts were first made to employ the criminal investigator with the Sheriff's Department and the attorney with the D.A.'s office. Eventually, both the criminal investigator and the attorney moved to the Department of Social Services. The major remaining difficulty is the lack of full utilization of the team attorney by the District Attorney's office. There has been some resistance on the part of the District Attorney to allow the team attorney to move forward with full prosecutions. The team attorney has been utilized more for case management rather than case prosecution.

The Catawba County Child Sexual Abuse Intervention Team is the first of its kind in North Carolina where each of the major disciplines is represented and where the goal of everyone is system enhancement to assure child protection. There is also a focus on the education of all disciplines and the improvement of relationships among them.

For more information, contact Andrea T. Benfield, ACSW, CSWM, Social Services Work Program Administrator, Catawba County Department of Social Services, (704) 326-5606.

MECKLENBURG COUNTY
"Family Based Services"

"Family Based Services" (FBS) is a unit of programs within Mecklenburg County Youth and Family Services Department (Y&FS) of the Department of Social Services. It is comprised of four programs whose purpose is "to rebuild family relationships and trust in those cases where neglect and/or abuse has been substantiated and children have been found to be in imminent danger." The four continuum of services include: Child Protective Services Treatment Unit, that address the issues of neglect, abuse and dependency; Child Protective Services Family Preservation (FP) Unit that provides crisis stabilization to families on the verge of dissolving; Family Services (FS) Unit which addresses daily needs and quality of life in families on a voluntary basis; and Youth Services Bureau (YSB) which provides counseling to families and their children whose behaviors would result in juvenile court intervention if not addressed.

Each unit functioned separately and were even physically located in different parts of the county. This project involved developing similar methods of supervision, accountabilities, data collection, shared decision making on methods of case closure and a willingness to service cases on the basis of a needs continuum. The four services worked together through monthly staff and supervisor meetings to ensure that consistency was used in cross units and to share in any decision making. Funding for this program included county funds, state funds and federal funds, all administered by Y&FS.

Families participating in FBS were either chosen based on referrals from juvenile services, police, other youth services, and the general public or came on a voluntary basis. Families are placed in one or more of the programs based on their particular needs. The Child Protective Services (CPS) Treatment Unit is for families where abuse/neglect had been substantiated. This program offers intense counseling, case management and court liaison for families for approximately 6-8 months. The CPS Family Preservation Unit also offers counseling for families where there has been abuse and who are facing immediate removal of their children. The timeframe for these services are 6-8 weeks. The Family Services Unit includes counseling, transportation, parenting and case management for families who request services based on demonstrated need. This program is designed to help maintain families who are unable to meet their basic need due to an unforeseen crisis such as health or lack of parenting skills. The Youth Services Bureau Unit provides counseling services to families whose children are displaying behavioral problems that could result in court intervention. This program includes counseling and specialty camps/groups.

At the end of the third quarter of FY 93-94, of the 1,500+ children where services had been completed, 94% of these families' children were retained in the home. The overall savings is tremendous to the county and state; and most important, children are being reared in their homes while parents are being taught how to parent more effectively.

Currently throughout North Carolina, decision makers are looking at how to serve families in their natural environment and this model is being shared through groups such as Community Alternatives for Youth and N.C. Family Based Services Association. YFS staff serve as resource persons on the boards of these organizations to offer support to other counties in their development of this type of service and delivery system.

Family Based Services is an innovative concept in that there are no other known programs of a similar nature. FBS combines Child Welfare, Juvenile Justice and Preventive Programs under one administration and offers a continuum of service provision. The supervision methods, continuum of care and youth camp are also unique aspects of the program.

For more information, contact Ralph E. Williamson, Unit Coordinator, Youth and Family Services, (704) 336-6660.

CHEROKEE, CLAY, GRAHAM, HAYWOOD, JACKSON, MACON AND SWAIN COUNTIES
"Our Children Today and Tomorrow/Region A Partnership for Children"

The children in the seven far western counties and on the Cherokee Indian Reservation increasingly fall victim to poverty, illiteracy, drug abuse, unemployment and domestic violence, which results in the disintegration of families. Local governments began to realize that if they were to successfully meet the needs of these children, they could no longer function in an environment of fragmented services and duplicated efforts.

The seven counties--Cherokee, Clay, Graham, Haywood, Jackson, Macon and Swain--realized that they must unite to develop solutions to the critical problems faced by their children. Therefore, in 1991, "Our Children: Today and Tomorrow" was formed. This project represented a unique collaboration among county governments, private foundations, state government, the regional council of governments (Region A), service providers and the citizens of the region. The purpose of this effort was to first identify the most critical needs facing children and families in the state's seven westernmost counties, and then mobilize action on these needs.

The following actions were carried out in all seven counties and on the Cherokee reservation: completion of an in-depth needs assessment that focused on parent and child responses, using carefully designed survey instruments; systematic use of the media to increase public awareness of children's status; involvement by public officials, community and business leaders and consumers as designers and supporters of the campaign's goals and objectives; the establishment of county action teams; and at least one Child View tour (which allows civic, business and church leaders the opportunity to visit child-serving facilities and witness first hand what problems and triumphs are faced by those who are dedicated to serving children) in each county.

The primary goal of the entire project was to move these identified priorities into local and regional action strategies. The following actions were carried out to accomplish this goal: the printing and dissemination of a report on the project; a regional conference held in October 1993 which served as a call-to-action at the county and regional levels; action by the project coordinator to help county teams formalize strategies and develop resources to meet identified needs; and expansion and enhancement of the network of child advocacy organizations inside and outside the region.

As the needs assessment and call-to-action phase of "Our Children" was nearing completion, Governor Hunt and the General Assembly created the competitive Smart Start program. "Our Children" became a natural springboard for the one Smart Start project to be funded in the 11th Congressional District. The Region A Partnership for Children, Inc., representing the seven western counties, was selected for Smart Start and is currently completing its long-term plan, "Reaching for Miracles."

The total funding for "Our Children: Today and Tomorrow" was $1,341,000. Organizations and institutions that have historically provided services for child development or child care were contributors: Bryan Family ($9,000), Children's Trust Fund ($15,000), Z. Smith Reynolds Foundation ($55,000), Local in-kind funds and fundraisers ($14,000) and Smart Start Implementation Grant ($1,248,000).

For more information, contact Bill Gibson, Director, Region A, (704) 488-9211.