1997 Outstanding Award Winners

General Government Category

Caldwell County
“Appeals Tracking System”

If providing property tax appeals status reports to county commissioners, taxpayers, and others sounds “appealing”, then Caldwell County is on the fast track with their “Appeals Tracking System Project.”

Caldwell County undertook the project because its current appraisal software system did not have the ability to follow the course of appeals. The “Appeals Tracking System” allows their staff to quickly produce status reports of who appealed, when they appealed, the results (increase, decrease, or no change) of their appeal, and types of property appealed.

The county felt that a taxing jurisdiction must be able to manage the appeals process in an orderly manner following a countywide reappraisal. The uniqueness of the “Appeals Tracking System” is the quick response status of any or all appealed property. The system also manages appeals scheduling, including time, date, and place for the appeal to be heard.

Mecklenburg County
“Facilities Management Contract for Copier Center and Convenience Copier Services”

Imagine allowing county employees to work with reduced administrative burdens and paperwork but with increased efficiency and productivity in providing convenience floor copier and copy center services. Sound too good to be true? This scenario comes to life in Mecklenburg County.

The project gives a facilities manager responsibility for providing total copier management services, including helping county departments to determine the appropriate size copier, all labor, materials and supplies (including paper) to operate the machine as well as on-site repair service eight hours a day, five days a week. The facilities manager stocks all supplies and materials.

This contract will save taxpayers in Mecklenburg County $500,000 over five years and has already streamlined operation of the copier center.

Randolph County
“Election Day: The Centerpiece of Democracy” (Instructional Guide for Precinct Officials)

“Getting it right the first time” serves as the motto of the Randolph County Board of Elections. To achieve this goal, the Board wrote the “Instructional Guide for Precinct Officials” and distributed it to more than 300 precinct officials who used it to ensure that the 1996 elections went fairly and smoothly for the 38,850 citizens who voted.

The guide’s objectives included providing a tool to increase the quality of elections in Randolph County, to give necessary instructions and training for the precinct officials at 37 voting places.

The Randolph County Board of Commissioners funded the project through the Department of Elections budget. The guide was an in-house project, written by the director and assembled by staff members. The cost was $700 with minimal future revision costs due to being able to replace specific pages in the binder as needed.

Stokes County
“Stokes Working for the Arts Together” (SWAT)

To improve test scores in Stokes County Schools, the county developed SWAT, “Stokes Working for the Arts Together.” For example, Charlotte’s “Opera Carolina” will come to high school physics classrooms using music to explain science principles and applications.

The program emphasizes an increased need for alternative teaching methods to improve test scores. The foremost goal of the program ensures that each student would be exposed to the arts on a daily basis across the curriculum.

The Southern Arts Federation funded the project initially. Currently, funding is sought under the Arts in Education Partnership grant operated by the North Carolina Arts Council. Community members have come forward to aid the program by sponsoring various functions, with all proceeds going to SWAT.

Wake County
“WakeNet: An Internetworking Partnership Among Municipal and County Government”

Who says that municipal and county government must act as separate units and be competitive? Wake County developed “WakeNet”, a data networking partnership to change that image.

WakeNet is a county-sponsored wide-area, high-speed, closed, TCP/IP network encompassing municipal and county government facilities. This intranet system allows high-speed access among participating local governments as well as access to other state and national resources by way of the Internet. WakeNet is protected from random Internet intrusion by an Internet protocol-addressing scheme.

County investment estimates include non-recurring implementation costs ranging from $7,500 to $9,500 per site, for a total of 14 sites at $115,000. Recurring circuit costs are an estimated $2,500 per site per year.

Public Awareness Category

Catawba County
“Voter Service”

In Catawba County, information is power for the voters. With the “Voter Service” project, Catawba County’s Board of Elections informed the electorate about voting registration and facts concerning the political process.

“Voter Service” targets the young and the elderly. The county distributed registration forms at schools and retirement homes. Citizens could also get information about absentee voting and registration deadlines.

The Board of Elections visited sites in the community, spreading the word. They set up a booth at Newton’s Old Soldiers Reunion Parade, the longest on-going military parade in the United States.

Columbus County
“Successful Aging Fair/Senior Picnic”

Senior citizens are a prized commodity in Columbus County. The county showed its appreciation through its Department of Aging’s “Successful Aging Fair/Senior Picnic”. The program was assembled by 14 members of the Successful Aging Committee, along with the Department of Aging’s 28-member Advisory Board.

In the fall, a conference was held to discuss issues of importance to seniors. Speakers presented topics followed by open roundtable discussions. In May, Columbus County hosted its fair and picnic at the county fairgrounds.

The fair and picnic was an enjoyable affair, full of booths from agencies such as Home Health Care, senior volunteer organizations, Cooperative Extension, American Red Cross, and the Humane Society. Local law enforcement agencies came to meet seniors and share information. The Columbus County Parks and Recreation Department organized games and activities for the seniors. The conference drew around 150 people, and approximately 300 attended the fair.

Davidson County
“Triad Project”

Davidson County senior citizens are determined not to be victims of crime. The “Triad Project” began as an effort to help communities reduce crime against older persons. The project encourages communication between law enforcement and senior citizens, and focuses on reducing unwarranted fear of crime as well as improving the quality of life for seniors.

In May 1996, Davidson County began serving as a pilot for the project spearheaded through the Region G Area Agency on Aging. County law enforcement, AARP, and senior services agencies worked together to implement the project. They were guided by an advisory council, S.A.L.T. (Seniors and Lawmen Together).

The program identified three strategies. The first strategy developed crime prevention programs to teach seniors personal safety tips and how to avoid being a victim. These programs are presented at senior civic organizations, nutrition sites, churches, etc.

Secondly, “Triad Project” has expanded and enhanced Neighborhood Watch Programs in locations with a moderate to high ratio of seniors. The last strategy provided home security information, inspections, and intervention. Selected homes received security information and items such as window bolts, window locks, dead bolt locks, and smoke detectors. Law enforcement agencies and fire department agencies perform the safety inspections.

Halifax County
“Knowledge is Powerful”

“Knowledge is Powerful” is a core belief of the Halifax County Social Services Department. The department wanted to inform citizens about the rapidly growing number of children in foster care and to raise money to aid children in foster care. They knew that increased citizen information about foster care was to key to success.

Funds were raised and donated, requiring no county funds. Citizens volunteered services to make the department’s goal a success. The social services agency raised money in a variety of ways, including selling a cookbook and hosting a chicken barbecue which raised $2,500.

With the help of the local television station, TV-20, the agency held its first Adoption/Foster Care Teleforum, which raised $5,000. Two of the larger donors were BB&T and Delta Sigma Theta Sorority.

Johnston County
“Johnston County Helps Us Everyday” (Activity Book for Kids)

The goal of “Johnston County Helps Us Everyday” activity book for kids is to teach entire families about county government by educating children. Each Johnston County third grader (public and private school) receives a fun, educational activity book from the county. Teachers use the book to develop curriculum segments about county government. When the unit is finished, students are allowed to take the books home to share with their families.

The idea for this project came from the desire to provide information to children when they visit the courthouse and when officials and employees visit the schools.

The county hired a summer intern with journalism experience to produce the booklet since the county has no full-time public relations position. Five thousand copies were printed for $4,775.92, or less than a dollar a book in county funding.

Human Resources Category

Buncombe County
“Re-engineering for Work First¾Community Collaborations”

In 1995, Buncombe County chose to implement the Work First program by engaging the community as partners. The social services board, county commissioners, related government agencies, business leaders, welfare clients and other community members joined together to develop the elements of the county’s Work First Employment Services (WFES).

This community-wide approach has shown many positive results, such as: From July 1, 1996 to Feb. 28, 1997, the retention rate of families in WFES staying off welfare was 87.68 percent; The number of unemployed parents participating rose from 5.8 percent to 45.1 percent during 1996.

The program required no additional funding in 1995-96 due to the reallocation of funds toward one-time work related expenses and transportation. Smart Start funds and a childcare block grant also have assisted with childcare costs. The county’s WFES revamped such processes as case tracking and work experience to provide more efficient use of staff and resources.

Forsyth County
“A Public Health Approach to Changing Community Dynamics: Hispanic Migration to Forsyth County”

Forsyth County’s health and social service agencies have become increasingly aware of the changing dynamics of the Hispanic population. Since 1990, the number of Hispanic people in the county has grown significantly. Communicable diseases know no racial, ethnic, or language barriers, thus making health services to all county residents a must. Numerous obstacles in reaching Hispanics include language barriers, lack of financial resources, and unfamiliarity with and lack of trust in the health system.

To overcome these obstacles, the public health department identified key strategies. First, they assessed the Hispanic population by performing a Hispanic Census/Survey in the county in 1996 with help from Catholic Social Services.

In February 1997, the county sponsored a workshop on “Hispanic Migration to Winston-Salem/Forsyth County.” More than 140 policymakers, human service providers, civic leaders, and others attended.

Halifax County
“Minimum Housing Code”

Halifax County believes that no person should live in inhumane conditions. For this reason, Halifax County adopted the “Minimum Housing Code”. Adopted by county commissioners in December 1996, the ordinance applies to all existing and future housing constructed in the county.

Areas addressed by the “Minimum Housing Code” include the following: building’s structural strength; sanitation; plumbing; electrical system; adequate lighting and ventilation; fire protection; and other human hazards.

To receive input from the entire county, a committee, composed of county officials and citizens, drafted recommendations for the code. The largest challenge in drafting the ordinance was deciding where to place the occupants of substandard housing until problems were corrected. The committee agreed that a substandard home is better than no home at all. Halifax is a rural-poor county and affordable housing is always a concern.

Mecklenberg County
“Work First-Welfare to Workforce”

Taking people from welfare into the workforce is the goal of Mecklenberg County’s ‘Work First-Welfare to Workforce” program. Work First urges the 4,731 members of Charlotte's Chamber of Commerce to hire at least one welfare recipient. In return, the businesses are eligible to receive tax credits and may look forward to one day paying fewer taxes due to reduced welfare spending.

The program is a unique partnership between the department of social services and the Charlotte Chamber of Commerce that began July 1, 1996. Program participants must find employment or short-term job training within 12 weeks of entering the program or lose some of their benefits.

The possible outcomes from Work First are rewarding. Recipients learn job readiness skills and self-sufficiency that can change their lives and homes. Charlotte’s economy can look forward to the money spent by employed individuals and to potentially saving taxpayers $13 million a year in Work First benefits.

Randolph County
“Animal Control Program”

In 1996, the increase in Randolph County’s population and economic growth, along with an impending rabies outbreak, caused the sheriff’s department, health department, humane society, and county administration to reassess the county’s animal control situation.

On July 1, 1996, the health department assumed the operation of animal control. The staff includes one animal shelter manager, three animal shelter attendants, and three animal control officers (sworn deputies). The health director manages the program and shares its direct supervision with the sheriff.

The county engineer and building inspections director studied ways to improve the current facility. Improvements ranged from restructuring fences (to decrease the escapee rate) to replacing the on-site wastewater system. Procedural improvements increased safety and infection control. To date, no animal control attendant has been bitten. Physical changes in the shelter have reduced escapes and improved visitor safety.

Polk County
“Fun N’ Learning Library”

The “Fun N’ Learning Library” resulted from the Polk County Department of Social Services daycare coordinator’s work with child care providers and working parents. Through this interaction, the agency saw the growing need for educational resources, safety equipment, and safe, educational toys.

The main objectives of the library were to provide quality learning materials to parents and other caregivers of children (birth to school age) and to provide otherwise unavailable safety resources. Safety items include child safety seats and highchairs.

Parents and childcare providers can borrow, for a definite loan period, safety equipment, age-appropriate toys, books, and informational materials. Theme kits were developed especially for loan to daycare centers to provide quality educational programs at no cost.

Environment Category

Brunswick, Pender, and New Hanover Counties
“Golf Course Pesticide Container Recycling Program”

Due to their large acreage and special needs, golf courses require many different pesticides (fungicides, insecticides, herbicides, algaecides, etc.) packaged in one to three-gallon plastic containers suitable for recycling.

To assure that more of these containers are recycled, the Brunswick County office of the N.C. Cooperative Extension Service worked with the New Hanover and Pender County Extension offices to develop this program. Brunswick County has 27 golf courses, with six more under construction. New Hanover County has ten golf courses, and seven can be found in Pender.

In 1995, David Nash, agricultural extension agent and pesticide coordinator for Brunswick County, along with Heather Sandner, the county recycling coordinator, received a grant to initiate a recycling program for empty plastic pesticide containers generated by golf courses, farmers, and other major pesticide users in the county. They received $9,073 from the Pesticide Environmental Trust Fund to provide farmers and golf course superintendents with the necessary education and tools to properly prepare plastic pesticide containers for recycling.

By the summer of 1996, over 700 containers from the 14 participating Brunswick County golf courses had been collected. Another 150 containers were gathered from farmers.

Burke and McDowell Counties and the Western Piedmont COG
“Lake James Stakeholders Committee”

Environmental management of lakes and rivers is frequently impeded when these bodies of water cross political boundaries. The “Lake James Stakeholders Committee” was established in 1995 to facilitate intergovernmental cooperation between Burke and McDowell counties, which share Lake James. The two county governments cooperated with private and public interest groups to develop guidelines to protect the lake’s water quality and its shoreline.

Lake James is a 6,510-acre lake in the Blue Ridge Mountains. More than 940,000 people visited the lake in 1992. Ninety percent of the shoreline was used mainly for timber production by Crescent Resources, Inc. until 1990 when more land was developed for residential homes. Due to increased residential and commercial development, concerned citizens asked for land-use regulations to protect the water quality. Many public water supplies come from areas on the Catawba River below the lake.

One shared management plan was needed, which led to the creation of the Stakeholders Committee in January 1995. The committee included representatives from Burke and McDowell counties, Crescent Resources, Duke Power, area environment groups, and Lake James State Park. The committee hired Woolpert Consulting from Charlotte to help develop the shared plan.

Halifax County
“Intensive Livestock Ordinance”

Halifax County's "Intensive Livestock Ordinance" is unique because it was the first such ordinance passed in North Carolina and is one of the most comprehensive of its kind. In addition to being adopted by the Halifax County Board of Health, the same ordinance was approved by the county commissioners to prevent any legal challenges that might arise questioning the authority of the quasi-legal health board.

In January 1997, the county commissioners adopted the health board’s ordinance and one month later they adopted revisions dealing with setback requirements and facility closure.

The ordinance has many highlights. First of all, the ordinance requires a minimum of 25,000 feet separation between any waste storage facility and any dwelling, church, hospital, or school. Buffers are also set between storage facilities/waste application areas and water supplies, surface waters, and property lines.

Robeson County
“Intensive Livestock Operation Control Program”

Robeson County has had an explosion in the number of intensive livestock operations being proposed and built. While these types of operations have existed in the county for some time, they were generally small, family-owned and located away from populous areas.

Through the use of public health nuisance measures, the Robeson County Health Department has helped protect areas from these large operations, even those that fully met state standards for operation.

This program is important for two reasons. First of all, communities now feel that they have some control over conditions that were unknown to them until the livestock operation was built. Secondly, the county can use the health board rather than the board of commissioners as a means of controlling these large operations because the issues are related to public health.