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Nags Head agrees to state‑administered Hazard Mitigation Grant Program option for elevations and buyouts
Summary
The board voted to participate in North Carolina's state‑centric administrative model for FEMA Hazard Mitigation Grant Program funds to streamline procurement and project management for home elevations and acquisitions; staff noted the program typically requires four to five years to complete projects.
NAGS HEAD, N.C. — The Nags Head Board of Commissioners voted May 7 to participate in North Carolina's state‑centric administrative model for FEMA Hazard Mitigation Grant Program (HMGP) projects, authorizing staff to have the state assist with management, procurement and contractor payments for elevation and acquisition projects.
Joe Costello, planning staff presenting the hazard mitigation briefing, said the HMGP includes multiple project types — home elevations, property acquisitions and demolition to convert high‑risk parcels to open space, generators and public‑infrastructure projects. "The state does all of that," Costello said of the state‑centric model, adding that the program typically takes "four to five years" from start to finish.
Why it matters: Opting into the state‑administered model reduces local administrative burden for complex FEMA projects; the Division of Emergency Management assists with bidding, contracting and reimbursements while reimbursing local staff time if they assist with project work.
Board action and details
- Motion: Staff recommended formal participation in the state‑centric program for acquisition projects; a motion to participate was made, seconded and approved by voice vote. - Timeline: Costello said projects under the HMGP commonly have a multi‑year lifecycle (typically four to five years to completion). - Scope: Town staff indicated the program could be used for elevation projects, acquisitions/demolitions to retain land as open space, and other mitigation projects; staff will coordinate with the state and return with projects for consideration.
Costello told commissioners the state‑centric option is a "win‑win" because it reduces local administrative capacity needs and manages funds and reimbursements centrally. The board moved to authorize staff to participate in acquisition work under the state‑centric model and approved the recommended action by voice vote.
Next steps: Staff will work with the Division of Emergency Management to enroll eligible projects and bring proposed projects and procurement details back to the board as individual actions.
