40th Year Preparation is key to Cultivating Economic Growth

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1 Make your voice heard regarding N.C. Economic Development Members of the NCACC Government Relations Team have a saying If you ve been to one county, you ve been to one county. This phrase comes in handy when they are discussing proposed legislation and its impacts on counties with members of the General Assembly. President s Perspective Sometimes by B. Ray Jeffers legislators forget that the so-called cookie cutter approach to legislation just simply does not work when it comes to bills that impact county services. As the saying indicates, no two counties are alike. One of the areas in which counties differ drastically is economic development, which is why we created a special task force this year to work with our state partners at the Department of Commerce to study this issue and how it impacts all counties. This task force, led Please see Perspective on Page 2 APRIL 2014 VOLUME 40, NO. 4 Former NCACC President Glenn Deal, who made service to his community his calling during a political career that spanned four different decades, died March 25. He was 87. Deal, who was known throughout Alexander County as Doc, began his career in public service as an Alexander County Commissioner in A veterinarian by trade, Deal quickly became an effective commissioner. He won the NCACC s Outstanding County Commissioner Award in 1975, the same year he was named Alexander County Man of the Year by the Alexander County Chamber of Commerce. The following year, in August 1976, he was elected NCACC First Vice President, and in August 1977, he became president of the NCACC. In 1978, he was selected by Governor Jim Hunt as one of nine North Carolina delegates to President Carter s White House Conference on Balanced National Growth and Economic Development. In May 1978 he was named chair of the newly established Local Government Advocacy Council, which was created by Gov. Hunt to give local governments a stronger voice in the governor s office. During his year as NCACC President, Dr. Deal saw an overhaul of the NCACC Constitution, which included creating a new position on the executive board, the Third Vice President, resulting in a slate of officers that included the President, First Vice President, Second Vice President and Third Vice President (the vice presidents were Please see President Deal on Page 2 Preparation is key to Cultivating Economic Growth By Jason King Associate Director of Education 40th Year Former NCACC President Glenn Deal dies You don t have to look far to see the devastating economic impact of the loss of a county s major employer. The recent announcement of the closing of Stanley Furniture in Graham County means 400 of those citizens will lose their jobs. January data from the NC Department of Commerce already tabbed the Graham County unemployment rate at 14.4 percent. This news accentuates the need for commissioners to position their counties to capitalize on evolving economic opportunities. Just as a farmer faces each growing season with a plan based on experience and knowledge of soil conditions, weather, and available resources, county leaders know economic stability requires preparation, patience and trust in their citizens and other assets. Cultivating Economic Growth is the theme for the NCACC s 107th Annual Conference, which will be held August in Buncombe County. While commissioners are not likely to find a single silver bullet that cures their county s economic ills, by learning from others successes (or shortcomings), realizing their county s existing assets and existing resources, and forging synergy around economic development, county leaders can help create an environment for jobs to sprout and the economy to blossom. Recruitment of large corporations draws the majority of media attention, but more often economic development occurs in other forms such as expansion of an existing business or the creation of a small or microbusiness. A March listening tour sponsored by the NCACC Economic Development Task Force highlighted three approaches to economic development: In Vance County, two former NCACC presidents former commissioner Register online in early May Registration for the 107th Annual Conference will be available online in early May at www. ncacc.org/annualconference. Danny Wright and current commissioner Terry Garrison discussed the highly politicized effort to established the Triangle North Partnership, an endeavor that resulted in four neighboring counties agreeing to a split of tax revenues from any businesses that located in one of four county industrial parks. The partnership is exemplary of the need to sometimes work across county lines to capitalize on the strengths of a region, not just Please see Annual Conference on Page 7 Inside this issue: Page Public Awareness Campaign Page 6 Feature: Artie Wilson, Transylvania County Manager Page 8 Job Opportunities Page 11 Managing Your Risk: Allocating the cost of risk and enhancing effectiveness - Revisited Page 12 Controlling Your Risk: Management of change - an integral part of safety & risk management facebook.com/ncacc1908 youtube.com/ncacc1908 twitter.com/ncacc instagram.com/ncacc1908 Have a smartphone? Visit our mobile site!

2 2 April 2014 President Deal Continued From Page 1 later renamed President Elect, First Vice President and Second Vice President). After leaving the board of commissioners in 1978, Deal didn t stay on the sidelines for long. In 1987 he was elected to the Taylorsville Town Council. He served on the council for six years and then was elevated to mayor after the previous mayor died unexpectedly. He served a decade as mayor, and then served one more two-year term on the town council before losing a re-election bid in His community service wasn t limited to politics. He was an active member of the Taylorsville Rotary Club for more than 30 years, he served on the Foothills Mental Health Board and was chairman of the Regional Health Commission of Eastern Appalachia. He was recognized with the Order of the Long Leaf Pine, the state s top civilian honor, by three governors, Governors Jim Hunt, James Holshauser, Jr. and Mike Easley. Glenn Deal He was a larger-than-life figure, current Taylorsville Town Manager Dave Odom said in the Hickory Daily Record. He was loud, he was boisterous, he was 'Doc.' He is survived by his wife of 66 years, Rosemary, and five children, 10 grandchildren and three great grandchildren. Perspective Continued From Page 1 by Surry County Commissioner Larry Phillips, has been meeting regularly to hear from counties about issues and concerns with the existing economic development policies. In March, the Task Force held a listening tour across the state to allow county officials to share their experiences with economic development in their counties and regions and voice their opinions on how policy should be shaped at the state level to ensure county governments can most effectively help grow their local economies. The task force is sponsoring an Economic Development Symposium on April at the Quorum Center in Wake County to bring county officials together with industry experts and business leaders for a day-and-a-half of education and engagement. The event will feature several well-known speakers on such issues as site location and infrastructure, and attendees will be given the opportunity to provide input into the final recommendations that will be made by this task force. If you have ideas about ways that existing state policies can be improved to better facilitate local and regional economic growth, please plan to attend this event and share your ideas. Another favorite saying of mine is that it is better to be at the table instead of on the menu. This conference is your chance to sit at the table with your state partners and work with them to build an even stronger North Carolina. Visit: countymatch.ncacc.org to Play! NCACC OFFICERS/BOARD OF DIRECTORS COMMITTEE LEADERSHIP AND REPRESENTATIVES Kitty Barnes, Catawba County, Legislative Goals Committee Co-Chair Terry Garrison, Vance County, Legislative Goals Committee Co-Chair Gary D. Blevins, Wilkes County, General Government Steering Committee Chair Charlie Messer, Henderson County, Agriculture Steering Committee Co-Chair Jerry Jones, Greene County, Agriculture Steering Committee Co-Chair Jimmy Clayton, Person County, Environment Steering Committee Chair Johnnie Ray Farmer, Hertford County, Health & Human Services Steering Comm. Chair Brenda Howerton, Durham County, Justice and Public Safety Steering Committee Chair Leon Inman, Stokes County, Public Education Steering Committee Chair Fred Belfield, Nash County, Tax and Finance Steering Committee Chair Ann Holton, Pamlico County, RMP Board of Trustees Representative Lee Worsley, Durham County, County Managers Representative Larry Phillips, Surry County, Economic Development Task Force DISTRICT DIRECTORS 1: Tracey Johnson, Washington County 10: Nick Picerno, Moore County 2: Ronnie Smith, Martin County 11: Keith Mabe, Rockingham County 3: Steve Keen, Wayne County 12: Jerry Simpson, Union County 4: Phil Norris, Brunswick County 13: Johnnie Carswell, Burke County 5: Bob Davis, Scotland County 14: Kenny Poteat, Avery County 6: Jefferson Strickland, Sampson Co. 15: Julius Owens, Rutherford Co. 7: Thomas Lucas, Wilson County 16: Larry Chapman, Transylvania Co. 8: Tony Cozart, Granville County 17: Michael Edwards, Graham Co. 9: Renee Price, Orange County 18: Kevin Austin, Yadkin County EXECUTIVE COMMITTEE B. Ray Jeffers, President Person County Commissioner Ronnie Beale, President Elect Macon County Commissioner Glen Webb, First Vice President Pitt County Commissioner Fred McClure, Second Vice President Davidson County Commissioner Howard Hunter III, Immediate Past President Hertford County Commissioner David F. Thompson, NCACC Executive Director is published monthly by the NCACC 215 N. Dawson St., Raleigh, NC Phone: (919) Fax: (919) ncacc@ncacc.org Executive Editor: David F. Thompson Editor: Todd McGee Assistant Editor: Chris Baucom is provided to county officials as a benefit of NCACC membership. Subscriptions are available to non-members at $20 per year, plus applicable sales tax. To request subscription information, make changes in an existing subscription, or request display or career opportunities advertising information, or offer an idea for a story, communications@ncacc.org. NACo DIRECTORS Joe Bryan Wake County Kay Cashion Guilford County Betty Lou Ward Wake County Noah Woods Robeson County AT-LARGE DIRECTORS Ed Booth, Beaufort Co. Jeannette Council Cumberland Co. Theron McCabe Craven County Garry Meiggs Camden County D. Cole Phelps Washington County PAST PRESIDENTS Kenneth Edge Cumberland County Darrell Frye Randolph County Billy King Cumberland County

3 April Rutherford County raises awareness about 911 calls on mobile phones By: Chris Baucom Public Relations Specialist Rutherford County 911. What is your emergency? That is what anyone who calls 911 in Rutherford County will hear when the dispatcher there answers the call. It is also a key to saving precious seconds in an emergency situation for 911 callers. In the current age of technology where most everyone has a cell phone and the use of landline telephones seems to be waning, awareness of your location when calling 911 is more important than ever. Cell phone towers reach across county and state lines, and if you aren t aware of your surroundings or location, you could lose time that is vital in an emergency situation. Rutherford County, in an effort to increase awareness of this new issue, has launched a public awareness campaign. The campaign s goal is to make sure citizens calling 911 on a cell phone listen to the dispatcher, especially near county lines. The first thing to do when you make the 911 call is to listen to what the 911 operator says. They will tell you which county they are in at the beginning of the call, said Kerry Giles, Transportation Services Director for Rutherford County. Giles oversees Emergency Medical Services (EMS) as a part of her transportation oversight responsibilities, and she was one of the creators of Rutherford s public awareness campaign. Giles and Rutherford County Manager Carl Classen got the idea to start the campaign after a Rutherford County citizen received a delay in response to an emergency situation when her 911 call was picked up on a cell tower in a neighboring county. Neither the caller nor the 911 dispatcher in the other county picked up on the fact that the two were in different counties until a number of minutes after the call had been placed. Giles has the hope that this campaign will reduce or eliminate that type of incident in the future. Make sure to say what county you are in when giving your location to make sure there is no confusion, Giles said. If you need to be transferred to another county, it only takes the push of a button. Rutherford County 911 Director Tammy Aldridge assures there will be no delay when that transfer occurs. It will only serve to speed up the response to your situation since you ll be transferred to a dispatcher who is much more familiar with your area and who is in direct contact LGFCU can help you find the money you re looking for. with the emergency responders there as well. When you call the first piece of information we want to know is your location, Aldridge said. Location is the single most important piece of information we can get. If we know where you are, we can send help. Aldridge says callers should look at landmarks. If you are on the interstate, look for a mile marker. If you re near a restaurant or store, tell the dispatcher that. Some 911 systems can also use a technology called Phase 2, which allows the 911 dispatcher to determine your location on most cell phones. Not all systems have this technology, however. So knowing your location and surroundings is always the best practice. Rutherford EMS Operations Manager Terry Baynard is an experienced paramedic, and he knows firsthand how important time is in an emergency situation. The most important thing is that we get the right care to the right patient at the right time, Baynard said. Baynard encourages callers to try to stay calm in a difficult and stressful situation. Even though you re very upset that you or your loved one are sick or injured, you need to remain calm to understand what the dispatcher is saying, said Baynard. Many in Rutherford are behind this effort to make sure citizens receive the quickest response possible in emergency situations. Rutherford County Commissioner Julius Owens feels it is a high priority. Our main concern is when our citizens have an emergency, that they re able to get in contact with the correct EMS service, Owens said. It s important to make sure that we protect and be able to get to citizens when there is a tragedy in their lives. Giles says that any other counties who may be interested in using their posters or flyers for a similar campaign are welcome to contact her. This is a problem statewide and nationwide for many 911 systems, and awareness is key to making sure the problem is averted. To visit Rutherford County s website and find more on this campaign, go to ncacc.org and click on the links to counties button. Then select Rutherford County on the map or the list below. And if you ever find yourself calling 911 for emergency assistance, remember to listen for the dispatcher to say the name of the county to make sure your call has been routed correctly. It could save precious time. Find out how much you could save by transferring your credit card, home equity line of credit, personal loan and new or used auto loan to LGFCU. Visit and look for the Loan Saver calculator. Enter the balances and interest rates of your current loans to discover the benefits of moving them to your Credit Union

4 4 April 2014 Consolidating Social Services Provides Multiple Benefits for Durham County The recently opened Durham County Human Services building offers valuable lessons for other counties seeking to consolidate services, reduce the operational cost of multiple sites and promote staff efficiency, sustainability and customer service. The new three-story, 293,507-square foot complex in Durham integrates several county agencies including public health, social services, regional mental health and veterans services. It was designed by The Freelon Group, a Durham-based architecture firm that recently joined global architecture and design firm Perkins + Will. Now that the building is in full operations, the county is experiencing a range of benefits for clients and staff: Staff efficiency, productivity and satisfaction In the past, Durham County s human service employees were housed in a variety of older buildings that were never designed to serve functions of a busy human services agency. Some worked in windowless B or C-grade buildings, including a former Sears Building that was the main public health facility, which was demolished to make room for the new complex. The move to a modern, open and 21 Years SERVING the counties The ratings and rankings above are accurate as of 12/16/11 and reflect rating agency assessment of financial strength and claims-paying ability. They are subject to change at any time and are not intended to reflect the investment experience or financial strength of any variable account, which is subject to market risk. Nationwide Retirement Solutions, Inc. and its affiliates (Nationwide) offer a variety of investment options to public sector retirement plans through variable annuity contracts, trust or custodial accounts. Nationwide may receive payments from mutual funds or their affiliates in connection with those investment options. For more detail about the payments Nationwide receives, please visit Nationwide Retirement Solutions, Inc. and Nationwide Life Insurance Company (collectively Nationwide ) have endorsement relationships with the National Association of Counties and the International Association of Firefighters-Financial Corporation. More information about the endorsement relationships may be found online at Retirement Specialists are registered representatives of Nationwide Investment Services Corporation, member FINRA Nationwide Retirement Solutions Inc. All rights reserved. One Nationwide Blvd. Columbus, OH Nationwide, On Your Side and the Nationwide framemark are service marks of Nationwide Mutual Insurance Company. NRM-8969AO-NX.2 (11/12) professional space designed to meet functional and programmatic needs has transformed both the employee and the client experience. Just the fact that so many of our employees have natural light makes a big difference in the workplace, said Deborah Craig-Ray, Assistant County Manager. An employee wellness center provides on-site opportunity for employees to work out and 22 Years SERVING public EmployEES, thanks to the StabIlIty of NatIoNwIdE manage stress. Co-location, shared resources and cost savings By consolidating multiple locations into one, the county reduced operational costs. Cross-agency consultation is easier and more likely to occur with all parties under one roof. Sharing resources, such as an onsite lab and a community room When you choose Nationwide Retirement Solutions for your retirement plan needs, you re choosing a company that s been dedicated to helping the public sector for nearly 40 years. you re also putting 80 years of Nationwide strength and stability to work for your employees and their families. a+ rating (A.M. Best) A1 rating (Moody s) A+ rating (S&P) There s a proven way to prepare for and live in retirement. contact linda barber at BARBERL@nationwide.com NRSforU.com/plansponsor that can accommodate meetings of up to 500 people, provides benefits to all agencies and staff. This flexible space can adapt to host a variety of setups, while saving the cost of renting outside space. Design informed by the users To ensure the facility design, layout and amenities responded to the needs of the building users, The Freelon Group and the county brought together people from all of the user agencies to provide detailed input for the building. This process led to the decision to locate the majority of client services on the main floor to improve accessibility, safety and convenience. A single main entrance leads visitors into the building using a logical and easy to navigate layout. Two central corridors serve as the building s main thoroughfares, and easy-to-follow signage helps first-time visitors quickly find their destination. A large outdoor courtyard anchors the public space and includes picnic tables and a landscaped area for clients and their families to use. Healthy, open and flexible office environment The open office environment of the building fosters teamwork and collaboration. Low partitions between work stations, demountable walls, and few closed offices allow natural light to reach the majority of employees. The open plan easily accommodates future interior modifications. Heating, cooling, phone and electrical feeds are located below the raised floor system, adding to the flexibility of the facility while reducing energy consumption. The building provides a healthy, green workplace. Energy efficient systems, indoor air quality, day lit offices, rooftop water collection and exterior sunshades are among the sustainable design building elements contributing to a LEED Gold certification expected to be granted by the US Green Building Council. A Culture of Respect Enhancing the quality of the visitor experience has elevated the level of respect, convenience and comfort extended to the thousands of clients passing through the front doors of the Durham County Human Services complex each year. People are coming to us because of some misfortune, a health issue or family concerns, said Glen Whisler, County Engineer. Providing a dignified environment allows us to make the experience as comfortable and inviting as possible during what can be a stressful and uncomfortable situation. That theme of caring and respect is prominently displayed in the quote featured on the iconic glass wall at the building entrance: Durham s vitality is built upon the health of our residents and the capacity of our community to foster and enhance the wellbeing of every citizen.

5 April 2014 District Meetings held across the state wrapped up in early April 5 The NCACC wrapped up its series of district meetings April 9-10 with two meetings in eastern North Carolina that attracted more than 120 county officials from 28 counties. More than 250 county officials representing nearly 70 counties attended one of the six district meetings held between March 25 and April 10. At each meeting, county officials were given a brief preview of the 2014 Short Session, which begins May 14. NCACC Government Relations staff reminded counties that a major focus this spring will be on restoring the lottery statutes that designate 40 percent of lottery proceeds to counties for school capital needs. The Legislature removed those statutes when it passed the budget last summer because the General Assembly had ignored them each of the previous three years. The NCACC Board of Directors voted in January to make restoring that statutory language and increasing the lottery appropriation from its current $100 million a year as the top priorities for counties in the 2014 Short Session. The NCACC has been encouraging counties to meet with their legislative delegations prior to the convening of the session to reinforce the importance of these lottery funds. NCACC Government Relations Director Johanna Reese thanked counties at the April 9 meeting in Bertie County for hammering this message home with their representatives and senators. Reese said several legislators told her they had heard from the counties about the importance of lottery funds. Executive Director David F. Thompson told attendees that Rep. Bryan Holloway of Stokes County has pledged to sponsor legislation that would restore the lottery statutes and gradually increase the county appropriation until it is back to the full 40 percent. Thompson said that when the bill is introduced the NCACC will ask counties to contact their House of Representatives members and request them to sign on as a co-sponsor of the bill. The meetings also gave counties a chance to report on their meetings with legislators and other priorities or concerns they have for the short session. Besides the lottery funds, counties reported that they were concerned about such issues as mental health consolidation, economic development, unfunded mandates, the Rural Center and the new transportation funding formula. NCACC President Elect Ronnie Beale of Macon County reports on his county's meeting with legislators at the Haywood County District Meeting. Photo by Chris Baucom NCACC Deputy Director Kevin Leonard gives a legislative update to attendees at the Catawba County District meeting held in Conover Station. Photo by Chris Baucom NCACC Director of Government Relations Johanna Reese speaks with NCACC Board Member Jerry Jones of Green County (left) and Jefferson Strickland of Sampson County. Photo by Todd McGee NCACC Deputy Director Kevin Leonard listens to Pasquotank County officials before the district meeting in Bertie County. Photo by Todd McGee NCACC First Vice President Glen Webb reports on meetings he and other Pitt County officials have had with their legislators at the Bertie County District Meeting. Photo by Todd McGee Attendees at the Rockingham County District meeting listen to a legislative update by NCACC staff heading into the Short Session of the North Carolina General Assembly. Photo by Chris Baucom

6 6 April 2014 Transylvania County's Artie Wilson nearing the end of his 22 years on the job By Amanda Stratton Staff Assistant As the 100th anniversary of professional local government management nears, the NCACC is taking this opportunity to contribute to the International City and County Management Association s (ICMA) Life, Well Run campaign. The campaign hopes to garner interest in and raise awareness about the role of professional management in local governments. As a contribution to the campaign, the NCACC is talking with county managers in our state about why they were drawn to public service and about the work they do for their communities. This month we highlight the career of Arthur C. Artie Wilson Jr., and some of the challenges and joys he has faced as the long-time manager of Transylvania County. Wilson will be retiring in September after 22 years of service as manager. During an interview with the NCACC, Wilson gave some insight on what it is like managing a smaller county and about the things that kept him motivated. He continually attributed the successes during his term as manager to the can-do community in Transylvania County. Before working for the county, Wilson worked as the comptroller of RFS Ecusta paper mill. When Ecusta closed its doors, he knew that he wanted to stay near his home, which is what led him to a career with Transylvania County. He began as the economic development director and transitioned to the county manager after three years. He cites his love of working with the citizens and his capacity to help those in need as some of the biggest draws to remaining in this role. While Wilson knew he wanted to stay in Transylvania County, he recognizes that for young managers, this career path might look very different. For a young county manager, if you re really going to move forward you re probably going to start off in a town, and then a smaller county and then, to increase your salary and look towards the future, you re going to have to look to moving to a larger county, he said. Wilson emphasized the experience you gain in a smaller county is invaluable because there are more opportunities to be hands-on and to get to know county employees on a personal basis. When asked about some of the challenges he faced during his tenure as manager, Wilson reflected on when the county lost 2,000 manufacturing jobs in By bringing together the department heads to find solutions to the loss in property tax revenue, the county was able to make $2 million in budget cuts from a $30 million budget while keeping job losses to a minimum. It s that great, working-together, collaborative effort that we have in our community that allowed us to get through that difficult time, said Wilson. To further emphasize the successes during his career, Wilson reflected on how he and his staff completed an extensive list of needs identified by the board of commissioners when he first became manager in This and the fact they have not had to issue significant debt are some of his proudest accomplishments. Wilson encourages students to consider a career in county administration, even if it means starting out in a small, rural county. He stressed the importance of listening to and being available for others. It s about having that communication with your board of county commissioners and also recognizing that you re going to be on call 24/7, he said. As Wilson transitions into the next phase of his life, he looks forward to spending more time with his parents and grandchildren. And even though he will no longer be directly engaged in the daily operations of the county, he is excited about what the future will bring for Transylvania County. This is a great opportunity for a new manager to come in, because we are on the seams of things growing in our community right now, he said. Beaufort County and UNC-Chapel Hill: Working Together in New Ways By Steve Wall Policy Research Associate UNC Institute for the Environment There are three distinct projects being led by different teams of UNC students undergoing in Beaufort County. The university is helping to coordinate these projects to maximize the benefit to the county. From left: Mark Little, Kenan Institute; Beth Byrd, Washington Harbor District Alliance; Julie Stern, MBA/MCRP 15; Laura Houston, MBA 15; Najee Johnson, MBA 15; Rebecca Behar, BSBA 15; Austin Powell, BSBA 15; Maegan Becker, BSBA 15; Professor Nick Didow, Kenan-Flagler Business School. Beaufort County with its scenic open spaces and its winding waterways most notably the Pamlico and Pungo Rivers is a special place to visit. Recreational and commercial fishermen, boaters and kayakers and others come from all over North Carolina and the surrounding regions to spend time on the water. For the 50,000 residents who call Beaufort County home, it is an even more special place to live and work. Just a couple of years ago Beaufort County commemorated the 300th anniversary of its formation and celebrated its rich history with an event at the City of Washington waterfront. Beaufort County is steeped in history, including being home to Bath North Carolina s first town. The City of Washington holds the distinction of being the first place named for George Washington and, as such, its boosters claim it as the original Washington. UNC, as the nation s oldest state university, is also proud of its centuries-long history. The University of North Carolina at Chapel Hill (UNC) was chartered in 1789 and first opened its doors to students in In 2014 these two longstanding institutions, Beaufort County and UNC, are partnering to bring local officials and students and faculty together to work on several projects that will help guide the county s decision-making on specific economic development and planning activities. As such, students and faculty from UNC are working hand-in-hand with the county s economic developers, planners, other county officials, and a diverse set of stakeholders. Beaufort County Manager Randell Woodruff says this interaction is mutually beneficial in that the UNC students get an up close look at the responsibilities of local officials, while the county benefits from the enthusiasm and fresh perspective of the students. The UNC student-led projects in Beaufort County also represent the first step in an effort designed to enhance coordination among UNC student engagement projects. For many years UNC has had a long and proud practice of working directly with communities and local governments across the state. The university sends teams of undergraduate and graduate students to work in regions with local officials to address critical needs. The UNC student projects underway in Beaufort County provide an opportunity to assess the value of increasing coordination among university engagement projects. Elizabeth Shay, a research assistant professor at the Institute for the Environment, said the vision for this new emphasis on cross project collaboration is that its impact on the local community is magnified through coordination. There are currently three distinct projects being led by different teams of UNC students in Beaufort County. Consequently, having multiple projects in one specific region with an emphasis on increased coordination serves as a test case as to whether this approach will benefit students and also enhance the work product delivered to local officials. The first of these three projects involves a team of students from the Kenan-Flagler Business School and their faculty advisor, Associate Professor Nick Didow, developing an entrepreneurship plan for the county. The group is identifying resources in the region that are critical to supporting entrepreneurship and will highlight effective strategies used in other rural regions. Students are meeting with stakeholders in the region in an effort to strengthen the entrepreneurial culture in the county. One of these stakeholders, Beth Byrd, the Executive Director with the Washington Harbor District Alliance, hopes that this project results in a clearcut course of action for county and business leaders to follow. A separate group of UNC students, led by faculty at the UNC Institute for the Environment, is working on a vulnerability assessment project. Because the region is vulnerable to hurricanes, flooding and other hazards, the student team is conducting an assessment of the area s vulnerability to natural and man-made hazards. Students are preparing maps, using census and other data, of vulnerability hotspots, where people and property are at greatest risk. This project will culminate with a final report containing recommendations on how to minimize the risk to the vulnerable communities. The third project, being led by students under the guidance of Pete Andrews, a professor of environmental policy in the UNC Department of Public Policy, is evaluating the prospects for a river-based ecotourism initiative. These students are identifying successful ecotourism models in other regions and evaluating the assets and advantages already present in Beaufort County. The project will result in an outline of initial steps needed in order to develop such an initiative. While each of these three projects outlined above has a targeted focus, each is enhanced by the others. Julie Stern, a UNC business school student leading the team working on the entrepreneurship plan, says that the focus on collaboration across projects streamlines interaction with county officials. Stern said the program also allows the student teams to leverage each other s work across projects. Pete Andrews notes that the collaboration is also helping to produce more valuable work products by each of the teams themselves: his river-based ecotourism team is benefiting directly from the hazard mapping expertise of the Institute for the Environment team, and the river-based ecotourism opportunities they are working to identify should also be facilitated by related entrepreneurship opportunities to create the services that ecotourism requires. Ultimately this increased coordination will matter little if the projects do not provide tangible benefits to Beaufort County. Mark Little, Director of the Kenan Institute s Strategic Economic Growth program who is involved in the Kenan-Flagler student-led project, notes that although the new emphasis on coordination is intended to increase collaboration among students it also benefits county officials. A coordinated approach allows the county to address issues in a way that speaks directly to their needs as the county defines them, said Little. Woodruff, the County Manager, agrees with that assertion and states that the county is planning to utilize the information generated by the students and that the work of the students will bring a substantial benefit to the county as it explores developing a comprehensive plan. In the short term it is clear that these partnerships between Beaufort County and UNC are providing immediate mutual benefits to both county officials and students. In the long run, this collaboration among them may provide a valuable template for how UNC and its students engage with local governments and communities across the state for years to come.

7 April A crisis in public distrust of government Annual Conference Continued From Page 1 a single county within that region. In Lenoir County, an enterprising husband-and-wife team saw opportunity in serving locally grown food and took advantage of creative marketing to spur interest in their restaurant, Chef & the Farmer (of PBS documentary A Chef s Life fame). As the restaurant s clientele grew, so did activity in previously moribund downtown Kinston. Board Chairman Craig Hill told attendees that county leaders focused on a vision to build on the synergy occurring as a result of private industry, and provided credit to citizens for helping to drive downtown revitalization and in turn the county s outlook and outward appearance. Instead of funneling county funding into downtown, county leaders remain at the 60,000-foot level, rallying the public to aid in beautification efforts and working through existing avenues to fix problems such as potholes in streets. Henderson County s story did involve one of those highly publicized recruitment efforts the siting of California-based beer brewer Sierra Nevada s East Coast and Europe brewing and distribution center. Thanks to effective planning and coordination, county leaders were prepared to act when the Department of Commerce informed the Henderson County Partnership for Economic Development of Sierra Nevada s interest in the county. The county s existing assets, such as community, education and access to water, met the company s wish list, and county leaders helped with issues such as land acquisition and access to shipping rail. A diverse community of stable and growing employers is the lifeblood of a healthy county. County boards will have differences in vision and policies, but commissioners play a crucial role in cultivating that economic growth. The Association s Annual Conference will help showcase those various approaches, provide a forum for attendees to learn from others successes and failures, and talk with experienced economic development professionals. Arboretum home to Horn O Plenty The North Carolina Arboretum not only honors and preserves the unique cultural and natural heritage of the Southern Appalachian Mountains, it also plays a role in economic development by leading many regional and statewide initiatives. In response to the University of North Carolina Tomorrow Initiative, the Arboretum works to innovate the rapidly changing, knowledge-based global economy and environment of the 21st century. The Arboretum is home to the Association s annual Friday night offsite function, the Horn O Plenty, on August 15 from 6:30 9 p.m. The Horn O Plenty highlights the fruits of the labor of farms across the state. As the state s top economic engine, agriculture has well-established roots in North Carolina soil, and N.C. Cooperative Extension draws attention to the land s bounty at the Horn O Plenty. North Carolina farms and other businesses and organizations donate food and funding to make the event possible. Cooperative Extension employees will be on hand to greet and meet with county officials. The Arboretum, a 434-acre public garden adjacent to the scenic Blue Ridge The public s trust in government has been in decline since the 1960s and is perhaps at an all-time low; this lack of trust can have an immobilizing effect, especially at the local level, where elected officials are in almost constant contact with citizens. Whether in the grocery store, the drug store, public meetings, or at drive-up windows, citizens have ready access to county commissioners, and their distrust of government doesn t always distinguish between county, state and federal levels. When you consider low voter turnout in recent years, you might say this distrust has reached crisis proportions. Dr. Vincent T. Covello, founder and Director of the Center for Risk Communication, will address building, repairing and maintaining trust during the NCACC Annual Conference Second General Session on Saturday, Aug. 16, from 8:45 9:45 a.m. A leading expert in the field of crisis communications, Dr. Covello served as risk communication consultant for former New York City Mayor Rudy Giuliani and helped craft some of the scripted remarks given by the mayor on Sept. 11, He also helped former British Prime Minister Tony Blair respond to the 2005 London bombings. Over the past 25 years, Dr. Covello has held numerous positions in academia and government, including Associate Professor of Environmental Sciences and Clinical Medicine at Columbia University. Prior to his joining the faculty at Columbia, Dr. Covello was a senior scientist at the White House Council on Environmental Quality in Washington, D.C., a Study Director at the National Research Council/ National Academy of Sciences, and the Director of the Risk Assessment Program at the National Science Foundation. Dr. Covello received his doctorate from Columbia University and his B.A. with honors and M.A. from Cambridge University in England. He is on the editorial board of several journals and is the Past President of the Society for Risk analysis, a professional association with over 2,500 members. Dr. Covello has authored or edited more than 25 books and more than 75 published articles on risk assessment, management and communication. The March issue of featured the Opening General Session keynote speaker, Neal Petersen. Visit annualconference to read about Petersen s incredible message of hope, perseverance and dedication that he will share with Annual Conference attendees. Parkway, has been cultivating connections between people and plants for 25 years. The Arboretum is located on land within the Pisgah National Forest and is operated under a special use permit issued by the National Forests in North Carolina. Established in 1986 by the General Assembly as a UNC affiliate, the Arboretum was founded nearly a century after Frederick Law Olmsted, the Father of American Landscape Architecture, first envisioned such an institution near Asheville as part of his legacy to the Biltmore Estate. Its core economic development functions include education and professional development; research and innovation in agriculture, bio-agriculture, natural biotechnology and integrative medicine, climate change, landscape architecture and design, energy conservation, and soil and water stewardship; and tourism. Entertainment for the Horn O Plenty will be provided by Blue Wheel Drive, a high-energy, hard-driving bluegrass band based in Asheville. The band is keeping the future of bluegrass music alive with hot instrumental playing and tight harmony singing inspired by the traditional music stylings of Bill Monroe, Flatt & Scruggs, Jimmy Martin, Charlie Moore, Don Reno, and the Stanley Brothers. New for 2014, entry to the Horn O Plenty will be included with the Annual Conference registration. Tickets may be purchased for guests. Raleigh Wilson Kinston Toll Free:

8 8 April 2014 Career Opportunities Career Opportunities listings online: twitter.com/nccountycareers COUNTY MANAGER - Transylvania County (County Seat, Brevard, NC), known as the Land of Waterfalls, is seeking a visionary change agent to be their next County Manager. With the ability to lead competent staff and work effectively within the Commissioner-Manager form of government, the successful manager has a track record of partnering and collaborating with staff, community, regional partners and the Board to carry out the strategic priorities of the community. The position is open in anticipation of the retirement of their long-time manager. Position responsibilities: The County Manager oversees a $45M budget and 321 employees serving across 25 departments. The effective County Manager will carry out several key priorities including finalizing and implementing the strategic plan and community vision, leveraging partnerships with municipal and regional partners and proactively seeking and supporting economic development opportunity. Qualifications: The successful candidate will have a minimum of 5 years increasingly responsible professional experience in local government management at a department head level role or above (assistant manager or manager preferred). A bachelor s degree is required but a MPA or MBA is strongly preferred. Must have proven track record in effective intergovernmental relations, personal community engagement, leading cohesive and strategic change, visionary leadership, and being adept at understanding and applying technological solutions to problems. Salary range and Application Process: Hiring range is $90, ,000 with compensation negotiable based on experience and qualifications. There may be a residency requirement. To apply, please go to the Developmental Associates application portal and then follow the links to the County Manager Transylvania, County, NC posting. All candidates must complete an online application and may upload additional materials if desired. Resume review will begin May 1, 2014 and the application period will close May 5th. An assessment center to evaluate semi-finalists will be held June 12-13, 2014 in Brevard. All inquiries should be ed to mailto:sheila. cozart@transylvaniacounty.org. Transylvania County is an Equal Opportunity Employer. PURCHASING AGENT - Dare County is accepting applications for a full-time Purchasing Agent. Individual is responsible for performing all aspects of formal and informal procurement and contracting activities related to the acquisition of goods, commodities, equipment, technology and services for Dare County. Provides procurement and contracting expertise and consultation in support of all procurement needs and requirements. Ensures the application of state and local guidelines and statutes, as well as best business practices in order to protect the integrity of the procurement process while also serving the needs of the customer. Seeks to utilize economies of scale in order to maximize the ability to command the best services, the best prices, and the most cost effective, value-added solution for each customer. Requires in-depth knowledge and hands-on experience with commodities, equipment, services and technology related procurement and contracting activities. Requires working knowledge of local, state, federal and cooperative procurement exemption and contracting methodologies. Desired skills include excellent analytical with the ability to provide problem resolution, ability to negotiate and utilize dispute resolution techniques, and ability to clearly communicate thoughts and ideas orally and in writing. Ability to establish and maintain effective working relationships with other employees, vendors, and the general public is required. Proficiency with Microsoft Office Suite products is required and prior experience with Munis Software is desired. Education and Experience requirements: Bachelor degree in related field from an accredited college or university and a minimum of one to three years of work experience in purchasing a variety of products, services, equipment, materials and supplies is preferred. Previous experience with a government entity is highly desired. Professional Certification (i.e. CLGPO, CPM, CPPO, and CPPB) is strongly desired. Valid North Carolina driver s license, pre-employment drug testing and background check required. Special Requirements: This position may be required to work during emergency situations. Hiring range: $40,330-$52,428. EXECUTIVE DIRECTOR - Albemarle Commission, a Regional Planning Organization serving the municipalities and counties of Camden, Chowan, Currituck, Dare, Gates, Hyde, Pasquotank, Perquimans, Tyrrell, and Washington in Northeastern North Carolina, is seeking candidates for the position of Executive Director. An advanced degree in Public Administration, Regional Planning or related degree with a minimum of ten years of service is preferred. The successful candidate should demonstrate a progressive history of organizational management, project management, personnel and financial skill to facilitate multiple competing priorities. The Executive Director reports directly to a 14 member Board of local officials and is responsible for managing a professional staff of 30 with an annual budget of $6 million. A competitive salary and benefits package will be negotiated by the Commission s Executive Committee for the successful candidate. For an application and a full job description see www. albemarlecommission.org. Submit application and resume to Ruth Mengel, Clerk to the Board, P.O. Box 646, Hertford, NC (252) or. The position is open until filled. The initial interviews will begin after May 15, FINANCE DIRECTOR Cleveland County. Responsible for all financial activities, budgeting, and audit functions. Oversee finance staff, prepare financial reports, work collaboratively with all County departments to prioritize needs and maintain fiscal stability. Requires Bachelor degree in accounting, business or public admin. with 3 yrs exp. in public finance admin preferably in NC or equiv combination of educ/ exp, CPA highly preferred. Salary neg. Visit for application. COUNTY SOCIAL SERVICES DIRECTOR - The Pitt County Board of Social Services is seeking qualified applicants for the vacant Social Services Director position. The successful candidate will manage a variety of optional and required programs in this rural and urban county with a population of 172,554. The total Department of Social Services budget for is $364,527,814 with an operational budget of $30,403,789. There are 227 employees. Applicants must meet the following qualifications established by the State Personnel Commission. Thorough knowledge of the legal and philosophical basis for public welfare programs. Considerable knowledge of principles and practice of social work. Thorough knowledge of management principles, techniques, and practices. Knowledge of the agency s organization, operation and objectives and applicable federal and state laws, rules, and regulations. Ability to exercise sound judgment in analyzing situations and making decisions; direct employees and programs in the various areas of responsibility; and develop and maintain effective working relationships with the general public, and with federal, state, and local officials. Minimum Training and Education: A master s degree in social work and two years of supervisory experience in the delivery of client services; or a bachelor s degree in social work and three years of supervisory experience in the delivery of client services, one of which must have been in Social Services; or graduation from a four year college or university and three years of supervisory experience in the delivery of client services, two of which must have been in Social Services; or an equivalent combination of training and experience. Preference will be given to candidates who have a MSW degree. Preference will also be given to candidates with extensive experience in the development and administration of a variety of social services programs in a county department of social services organization. Considerable skill and experience in the supervision of social work and/or income maintenance staff is required. The salary range is $86,115 to $136,104 and actual salary will depend upon the experience, education and salary history of the candidate chosen. Interested candidates must complete and submit a Pitt County application along with a copy of college or university transcripts. A Pitt County application is available at Resumes may be included, but will not be accepted in lieu of a completed County application. Electronic copies, incomplete or unsigned applications will not be considered. Applications and transcripts should be mailed to the address listed below: Dr. Johnie Hamilton, Social Services Board Chair, C/O Mr. Scott Elliott, County Manager, 1717 W. 5th Street Greenville, NC Candidate must possess a valid NCDL and will be subject to a background check and drug screening. Pitt County is an Equal Opportunity Employer and complies with requirements of the Americans with Disabilities Act. COUNTY MANAGER CUMBERLAND COUNTY, N.C. Cumberland County, N.C. is seeking well-qualified, experienced candidates for the County Manager position. Large, growing county in southeastern North Carolina, diverse population of 331,000, fifth most populous county in the state. County seat is Fayetteville, pop. 202,000, state s seventh largest city. County is home to Fort Bragg, one of the largest military installations in the world and headquarters for U.S. Forces Command, XVIII Airborne Corp, 82nd Airborne and U.S. Special Forces Command, with over 51,000 active duty troops. Near world-renowned golf courses and scenic rivers and lakes, two hours from coast, four hours from mountains. Sound total budget $550 million, strong net assets, property tax rate 74 cents per $100 valuation, AAA bond rating, 2,400 employees. Seven-member Board of County Commissioners appoints the County Manager. Previous County Manager retired after serving for almost 14 years. QUALIFICATIONS: The successful candidate must possess a Bachelor s degree in Public or Business Administration, Finance or similar field; Master s degree preferred. Additionally, the candidate will have at least ten years of leadership experience as a County or City Manager, Deputy Manager, Assistant Manager or Department Director in an organization of similar size and complexity. Also should have considerable knowledge or and experience with capital improvements, community relations, organizational change, strategic planning and implementation, budget development and management, human resources and project management. Experience in North Carolina county government preferred. MISCELLANEOUS INFORMATION: Review of applications will begin on April 30, with interviews of finalists by early June. To apply for this outstanding opportunity, send letter of interest, resume and salary history to: S. Ellis Hankins, Sr. VP, The Mercer Group, Inc., 1201 Little Lake Hill Dr., Raleigh, NC 27607, ( transmission preferred), cell: For more information, contact Mr. Hankins or download the recruitment brochure at com (click Current Searches, find Cumberland County). Market competitive salary, depending on experience and qualifications, attractive benefits. For benefits summary, visit and select Employees tab. Equal Opportunity Employer, County values diversity across the work force. RISK MANAGER - Durham County. Responsible for the purchase of County insurances and bonds. Develops a comprehensive plan to identify for potential loss. Analyzes each category in terms of frequency and severity to measure the financial liabilities. Develops strategies to eliminate or reduce risks. Makes recommendations to fund for loss situations. Conducts research and analyzes data to determine the County s risk and potential loss with various activities. Maintains and manages vehicle operation policy and eligibility. Acquires county bonds for elected and county officials. Supervises a worker s compensation training and safety program and conducts safety training, oversees property conservation, and emergency preparedness. Develops administrative policies and procedures relating to risk reduction and funding. Conducts county asset inventory. Oversees the worker s compensation program. Makes presentation to the Board of County Commissioners. Supervise staff. Prepares and maintains a budget. Responsible for case management for General Liability/Subrogation. Review and obtain information on all claims. Requires any combination of education and experience equivalent to graduation from an accredited college or university with a degree in risk management, public administration, business administration, or a closely related field, and four years professional experience in the development and administration of risk management programs, preferably in the public sector, or an equivalent combination of education and experience. ARM and/or CPCU designation preferred. Preference given to candidates with local and/or municipal experience is highly desired. The salary range is $54,143 - $93,210. To apply for the position go to and click DCO employment opportunities. Durham County Government is an equal opportunity employer. Job Advertising policy The NCACC publishes career opportunities on its website and monthly in. Career opportunities posted on the web are promoted on the NCACC County Careers Twitter All ads are limited to 3000 characters, which is approximately 400 words. only rates (monthly) $75 per ad for N.C. counties and county entities; $150 per ad for all others. Website and rates $100* per ad for N.C. counties and county entities; $200* per ad for all others. Website only ads available *See our website for details. Feature your job listing Online! For an additional $25** per ad, list your entity's job as a featured job at the top of all job listings on our website. At the top of the job listings page and at the top of each job category page are "Featured Listings". Have your listing be the first to be seen! **See our website for details and restrictions. General information and instructions All ads should be submitted through our online form at our website jobs.aspx. Ads published in run in one issue only unless otherwise requested by the advertiser at the time of submission. Ads published on our website will remain posted on the website until the position s closing date or the position is filled, for up to 90 days. Advertisers are asked to notify the NCACC when their position has been filled in order to keep ad listings up-to-date. This policy was updated Feb,

9 County Briefs 9 April 2014 Caldwell County Clerk Kathy Greene Named Clerk of the Year Caldwell County Clerk to the Board Kathy Greene was presented the Howard Holly Outstanding Clerk Award March 29, 2014, during the annual conference of the North Carolina Association of County Clerks held at the Meadowbrook Inn in Watauga County. The conference was cohosted by Watauga and from right) was presented the Howard Holly Outstanding Clerk Caldwell County Clerk to the Board Kathy Greene (pictured second Ashe counties. Award. Greene began employment in county government in 1994 as Secretary to the County Manager and was appointed Clerk to the Board in She became a member of the North Carolina Association of County Clerks that same year serving on the Board of Directors, then moved through the ranks serving as Treasurer, Secretary, Vice President and President in Greene became a distinguished MMC (Master Municipal Clerk) in 2001, NCCCC (North Carolina Certified County Clerk) in 2010, is a member of the American Business Women s Association as well as a member of Yokefellow Ministries and Lenoir Service League. She is married to Tony Greene, mother to three daughters and grandmother of six. The Howard Holly Outstanding Clerk Award is presented in recognition of accomplishments superior to accepted standards and distinguished continuing contributions to county government in North Carolina. Rockingham, Mecklenburg mourn the loss of pioneering commissioners Elisabeth G. Liz Hair, the first female to be elected to the Mecklenburg County Board of Commissioners, died March 19. Hair was first elected to the board in 1972 and wound up serving four two-year terms. She also became the first female to chair the board of commissioners. While on the board, Hair was active with the NCACC and NACo. Clarence E. "Tuck" Tucker, the first African-American elected to the Rockingham County Board of Commissioners since the Board was established right after the Civil War, passed away April 5, Tucker's political service began in 1978 when he was elected to the board. He served five four-year terms, including three years as chairman and two years as vice chair. Former Mecklenburg County Commissioner Dan Ramirez died March 22. Ramirez served two terms on the Mecklenburg County Board of Commissioners, from and again from Former Lee County Commissioner Nathan (Ed) Paschal, passed away April 2. He was 81. Paschal served 20 years as a County Commissioner, serving from December 1990 through December 1994, and December 1996 through He served as Vice- Chairman in 1998 and During his term of office Mr. Paschal served as a Commissioner Representative on the Library Board of Trustees, Senior Services Board, Parks & Recreation Commission and a member of the Fort Bragg Regional Alliance. Former Craven County Commissioner Leon Calvin Staton, 78, of Havelock, died March 27, 2014, at Cherry Point Bay Nursing and Rehabilitation Center in Havelock. Making a Big Impact with Small Businesses in Mecklenburg County Several years ago, at numerous community meetings that she attends each week, District 2 Mecklenburg County Commissioner Vilma Leake was asked by small business owners a simple question, How do we do business with Mecklenburg County? In researching the answer, Leake turned to Teresa McDow, coordinator of the county s Minority, Women, and Small Business Enterprise Program (MWSBE), a division of the county s Economic Development Department. Together, they came up with a simple solution, the Small Business Consortium. It s been wonderful, Commissioner Leake says about the program, now three years old. I know it is helping businesses succeed and creating jobs for our people. Twice a month, in a meeting room of the Charlotte Mecklenburg Government Center, McDow, Leake and dozens of business owners and government representatives from throughout the region gather to discuss doing business with Mecklenburg County. Together, they discuss current projects and opportunities, problems and ways to help the businesses navigate the often complicated process of writing proposals, bidding on jobs and obtaining government contracts. We want to make doing business with local government as easy as possible, said McDow, And bringing everyone to the table at once was the best way to achieve that. In addition to directly helping the businesses who attend, the Consortium has developed training materials for those who can t Teresa McDow Minority and Small Business Enterprise Program Leader for Mecklenburg be there by producing two seminars. How to County. do Business With Mecklenburg County and "How to Respond to an RFP were created at and made available to small business owners through the Small Business Center at Central Piedmont Community College. McDow and Leake are proud of how the group has grown and is spreading its message, but say there is still work to do. Lots of departments in the county get comfortable with a vendor and use them over and over, says McDow. I d like to work with departments on being more open to new vendors. I think they ll find they can get the same product or better at a lower service cost." Leake says she wants to keep helping and growing the Consortium.. Providing opportunities at all levels is what it is all about for me, she says. I know this is helping and will help even more in the future. The MWSBE is a division of Mecklenburg County s Economic Development Department. Created in 2009, the goal of the MWSBE is to provide women, minorities and small businesses equal opportunity to participate in construction and professional services contracts with Mecklenburg County. Steve Smith Named New Public Health Director in Henderson County The Henderson County Board of Health has named Steve Smith as the new Public Health Director. Smith has over 27 years experience working with county health departments, working through the ranks from Pool Inspections Technician to County Health Director. He has previously served as the Health Director in Stokes County, and has held the position in Transylvania County since "I am honored to have been selected to serve as the Health Director for Henderson County. The Board of Public Health and the Department of Public Health have a strong legacy of health achievement in the community and North Carolina," Smith said. "It will be my privilege to support and advance the services, programs, and objectives that meet the community health needs of Henderson County." Terry Hicks, Chairman of the Henderson County Board of Public Health, said, I believe Steve is the strong leader the Health Department needs to direct us through the new challenges we will encounter over the next few years. We are excited for him to begin his new position in Henderson County. Smith received his bachelor s degree from the University of North Carolina at Wilmington, and a Master of Public Administration from North Carolina State University. He takes an active role in his community, currently serving in Transylvania County as a member of The Free Clinic Board of Directors, chairman of the Child Fatality Prevention Team, chairman of the Land of Waterfalls Partnership for Health, facilitator with the Transylvania County Dental Society, and a member of the School Health Advisory Council. We'd love to see what you did for National County Government Month To all of the counties who have held events or any kind of activity to highlight this year's National County Government Month, we would love to see what you did. If you have any type of flyer or public awareness materials, if you have photos from an event that was held, or if there is anything else you'd like to show the rest the state that was related to National County Government Month, please let us know by at communications@ncacc.org. Send us anything you'd like to have included in the May edition of by Friday, May 2, to have it included. We appreciate all you do in getting the word out about what county government does for its citizens, and we'd like to share your hard work with others.

10 10 April 2014 As an elected official, you have plans and policies to put into action. By partnering with a professional city, town, or county manager you can set the wheels in motion and know that they will run more smoothly. Leverage their strengths in leadership, management, efficiency, and ethics, and make your community great. Their job is to bring your vision to life. Log on today to learn more about how professional local government managers work with you to build communities we are proud to call home. LifeWellRun.org/elected-officials

11 April 2014 One of the best methods to control an ever escalating cost for your property & casualty insurance regardless of whether or not you receive coverage through traditional for profit insurance carriers, solitary self-insurance, or the collective leverage of being a member in the NCACC Risk Pools, is through allocating the cost of risk back throughout your organization. Although I have addressed this topic in earlier years, it is important enough to discuss again. Frankly, it is a proven risk management tool that works and gets results, typically in a short period of time. What is risk cost allocation? The definition of allocating the cost of risk is the process that identifies and then attributes the calculated insurance and other related risk costs among your various departments or accounting units. In short it makes the areas or departments of your operations that are generating the losses to be more responsible for the insurance and related risk management expenses arising from those losses. One of the primary objectives in developing a risk cost allocation system is to better understand the true total costs in your county's operations. Doing so will create accountability through budgeting according to each department's developed portion of the county's cost of risk. As the county's risk manager, once you have calculated your actual cost of risk, it becomes possible to allocate or proportion these costs internally to help your county operate efficiently as possible by spending the least amount of taxpayer dollars toward risk management. Doing so allows the capability to track, develop and provide more concise financial reporting of all types of organization costs to county management staff. The two principal types of risk cost allocation systems are those derived from the exposure base (such as using the amount of payroll, number of employees, square footage, value of assets, etc. as your common denominator) versus an experience-based model that is linked entirely back to the costs created through your specific loss experience (using actual dollar losses allocated by department within an organization). The advantage of an exposure-based cost allocation process is that it is easy to administer, simple to understand and painless to adjust in real time as necessary (example if the Sheriff s Department has 25 percent of the county s total payroll, then 25 percent of the cost of insurance is allocated back to the Sheriff s annual budget). The disadvantages are the insurance and related risk costs are not linked or impacted at all by loss experience and, as such, there is little incentive to reduce losses. This last issue of not providing an incentive for a department's employees to be interested in their own department's loss experience is often a real problem and the main reason for considering an experience-based model in the first place. However, when insurance and risk costs are allocated back by each department's loss experience, it becomes more difficult to administer but normally is more effective in lowering costs. The advantages are it encourages loss control, is explainable and, depending upon the exact method utilized, can be fairly easy to adjust. There are disadvantages, depending on the method used. It may actually Allocating the cost of risk and enhancing effectiveness - Revisited be more complex to adjust, there are more details to keep track of, and it becomes more difficult to allow for strategic-based cost allocation. Let s face it the Sheriff s Department operations are considerably more hazardous in nature than the majority if not all other county department operations. Managing Your Risk by Michael Kelly NCACC Risk Management As such, it is logical that they will have a greater impact in a county s loss experience as a whole. Practically speaking, an ideal risk cost allocation system includes a balanced mix of both exposure and experiencedbased processes. Typically utilizing a percentage-based allocation method tends to work by a portion of all insurance premiums being divided out on an exposure basis, depending on the type of insurance, by department. Any risk management departmental costs are allocated using an exposure base such as the number of employees. Any outside consultant costs are allocated back to those departments that use them. The balance of insurance premiums not already allocated on an exposure basis is allocated according to historical losses for that type of exposure. Finally, all retained losses, deductibles or otherwise, are charged back to the department that actually had the losses. This process of segmented allocation allows a greater understanding of the cost of risk at the departmental level, especially if incentives for improvement are tied back to loss performance. Spreading the cost of the risk to individual employees should serve as an incentive to amend day-to-day behavior 11 in a manner most consistent with the goal of lowering your overall cost of risk. For example, when employees know that if they are in an automobile accident and that an investigation determines the accident was avoidable, they are going to be responsible for a portion of the collision deductible, this knowledge should begin to alter behavior in short order. Further, if the remaining balance from what the employee picks up of the deductible cost is also charged back against their respective department's budget, this will change managerial behavior as well. Once you begin allocating risk costs totally or partially back to the departments and areas driving your loss history it will enhance the effectiveness of loss control. Further, it should serve as motivation to reduce both frequency and severity of losses. It will provide managers with specific loss exposure information for their department and should help build an increased level of loss control into projects as well as day-to-day operational endeavors. Finally, the backhanded benefit will be the identification of those locations, managers, departments and employees that likely need the greatest risk management attention. If done in a way to increase competition between departments, it is possible to make the investment in safety, loss prevention and risk control equipment more appealing and effective. The managerial utilization of more carrots than sticks will go a long way toward improving morale as well as results through the cultivation of departmental team competition. It has been proven many times that, through professional recognition, accolades and financial incentives, utilizing a strong, balanced cost-of-risk allocation program will impact, and eventually lower, your risk management budget. Strategic Leadership Education for County and Municipal Elected Officials Now Available: How Are We Doing? Evaluating Manager and Board Performance by Vaughn M. Upshaw, Lecturer in Public Administration and Government This new book, part of the local government Board Builders series, offers best practices and useful tips for evaluating the county manager and assessing the governing board s performance. It provides examples of manager and board evaluation measures, rating scales, and formats. This guide will help you develop a new performance evaluation process or strengthen existing processes. To order, visit or contact the School of Government bookstore at Open Meetings Law Webinar Series MAY 20 JUNE 4 ON-DEMAND MEETING MECHANICS CLOSED SESSIONS OVERVIEW OF THE LAW North Carolina s Open Meetings Law requires official meetings of public bodies to be open to the public. What s a public body? What s an official meeting? What kind of notice is required? Learn the answers to these and many other questions about the Open Meetings Law in a three-part webinar series. Your purchase of either live webinar will include access to the live webinar and the archived on-demand version. The series of three webinars can be purchased for a discounted price. For more information on the series or to register, visit or contact Danielle Rivenbark at daniellp@sog.unc.edu or Visit for an up-to-date calendar of educational programs offered through the Local Elected Leaders Academy. To learn more, contact Donna Warner at or warner@sog.unc.edu.

12 12 April 2014 Management of change - an integral part of safety & risk management The ancient Greek philosopher Heraclitus once opined that Everything flows, nothing stands still, which has come to mean Nothing is constant except for change. How true that is. Seasons change. People age. With the rise of social media, many of us have found that the memory of how our old friends looked when we last saw them 30 years ago is why we wear name tags at class reunions. Change takes place in our county government environment as well. Every two years or so, the board of commissioners in any particular county will change, often changing the direction of the county. Managers come, managers go. Programs change. New laws take effect. About the time you get used to doing something a particular way, someone changes it. What does this have to do with safety? Plenty. Management of change is an integral part of any safety and risk management system. Although originally thought of in the context of chemical process safety management, its principals can be applied anywhere. Often workplace incidents or accidents occur because something changed in a procedure or work environment that resulted in an employee doing something that led to an incident. Let s look at an example that has been all too real in our recent past. Many of us remember when desktop computers first hit the work world in the mid 1980s. If you will also recall, by the mid 1990s, we began to see a flood of workplace injuries and complaints, largely from administrative and clerical workers, of hand and wrist problems. Ergonomics issues abounded, as we had to adapt to the use of the new technologies. Although the computer greatly improved our efficiencies in the workplace, we failed to see that putting a straight keyboard and computer on a standard office desk, which was already cluttered with other items, would eventually lead to the epidemic of carpal tunnel syndrome and its related conditions. It took almost another decade for new tools and devices to begin to hit the workplace. New designs for the mouse and keyboard, better monitor designs, and customized desks designed with the PC user in mind, all have been a significant factor in the reduction of cumulative trauma injuries. In fact, in the most recent calendar year for the risk management pools, cumulative trauma injuries don t even make the top 5 list of significant sources of loss. What would have happened had more thought gone into the design process, in order to address up front the issues that could occur from such a radical change to the workplace? That is what management of change is all about. The management of change process is neither hard nor expensive to implement. The biggest challenge is getting in the habit of doing it. Training your supervisory staff to use it as a tool can pay big dividends in your safety and health program. Here are the five steps in the management of change cycle: 1. Define the change. Exactly WHAT is being changed, and why? Has a law or regulation changed that mandates an update to the work process? Has a new piece of equipment Controlling Your Risk by Bob Carruth NCACC Risk Control been purchased, or a new chemical introduced into the work environment? Has a new type or different vehicle been purchased (think Dodge Charger vs. Crown Vic)? 2. Identify the potential new risks that could result from the change. Will our caseworker caseloads double when we implement new eligibility standards for food stamps? What new ways can employees be affected when we move into the new courthouse? Is there a higher risk of injury from the new compactor for our landfill? As you can see, many questions can arise concerning new risks when change occurs. Also, don t forget the most important person when identifying new risks the employee that will actually be asked to make the change. Often, this person is the true expert on the work process and has probably already identified ways to overcome new or added risks. 3. Update operating processes or procedures. This involves re-writing work instructions, operating procedures, or protocols on handling particular situations. Again, the employee making the change is a good source of information when doing these updates. 4. Train employees on the new process or procedures. This is the most critical piece. In a perfect world, all employees would learn by telepathic communication or through osmosis. However, in the world we operate in this doesn t happen. Deliberate and direct interaction with employees is completed at this point in the process, to make sure they fully understand the change and have bought into it. 5. Monitor employee behavior and compliance. Creating a new habit takes time. Changing a process in the workplace that may have been present for years or decades takes a firm, but patient guiding by the supervisor or manager to ensure the new process or habit is taking hold. This may require closer management and oversight for a few weeks until the new process has been fully integrated, but the time spent is well worth it. Management of change can work in any environment, regardless of size; however, the more complex or dangerous a process is, the more critical and formal the management of change process has to be. When undertaking a major change to a process or procedure, or when fielding a new type of equipment or vehicle, don t forget that our risk control team is available to assist you in the process of identifying and prioritizing any new or emerging risks that will come with the change.