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SM AR T T RE ST AR Ne w Ha n ov er Co un ty
to th e a star t ser ve as oyees an d empl m eant to f inal, ewor k isretur nin g m ore ser vin g as a This f ram n for er than conve rsatio to work , rathers or solut ions. er.org busin esses e set of answ gtonchamb presc riptiv www.wilmin
May 22 - June 4, 2020 Vol. 21, No. 10
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Hospitality: Pleasure Island revived Phase answers: What’s involved in state’s phased reopening Working Through It: Businesses adapt to pandemic
Index Economic Indicators .............................. 3 Technology ............................................. 4 The List .................................................. 5 Hospitality ..........................................8-9 In Profile...............................................14 Real Estate..................................... 18-20 Business of Life.............................. 26-27
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ILLUSTRATION BY MARK WEBER
Lining up: Atrium Health, Novant Health and Duke Health were the three systems local officials decided to engage in more talks with about their ideas for buying or partnering with NHRMC.
SUITORS COME CALLING A CLOSER LOOK AT THE PROPOSALS FOR NHRMC
BY VICKY JANOWSKI he interviews have begun. Earlier this month, hospital, county and community representatives involved with exploring New Hanover Regional Medical Center made their short list for detailed talks. Of the six health systems that submitted proposals for buying or partnering with NHRMC, three moved ahead of the rest of the pack for further due diligence, with potentially a multi-billion deal at the end for the county-owned hospital. Atrium Health, Duke Health and Novant Health came up as the
T
top picks for several of the groups involved in the process. The Partnership Advisory Group, NHRMC trustees and county commissioners all voted unanimously at their respective meetings in recent weeks to move those proposals to the front. The other three proposals – from HCA Healthcare, HealthSpan and UNC Health – are not technically off the table, officials said. That’s in part because a public hearing about the submissions required under state law has not been able to take place yet with the ban on large gatherings during the COVID-19 situation.
County commissioners Monday approved holding that hearing on June 22. Also not off the table, according to Partnership Advisory Group leaders, are the scenarios of not making a deal with an outside health system by keeping NHRMC like it is now as well as restructuring its model internally to get around some of the limitations they say it has as a county-owned facility. “Every decision we make is balanced against status quo, internal restructuring – every step of the way,” said Spence Broadhurst, cochair of the Partnership Advisory See NHRMC, page 6
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Page 3
| ECONOMIC INDICATORS | APRIL AIRPORT PASSENGER TRAFFIC
MARCH UNEMPLOYMENT NEW HANOVER MARCH 2020:
PENDER MARCH 2020:
BRUNSWICK MARCH 2020:
UP FROM MARCH 2019:
UP FROM MARCH 2019:
UP FROM MARCH 2019:
3.8%
4.2%
5.3%
MARCH SALES TAX COLLECTION (NEW HANOVER COUNTY)
SALES TAX COLLECTION MARCH 2020
3.9% 4.3% 5.7%
$17,125,975 DOWN FROM SALES TAX COLLECTION MARCH 2019 APRIL 2020 DEPARTURES
APRIL 2020 ARRIVALS
1,839
1,963
DOWN FROM APRIL 2019 DEPARTURES
DOWN FROM APRIL 2019 ARRIVALS
45,317 Source: N.C. Department of Commerce
300 300
350K
$337,750
2018
$341,582
50K
$316,109
100K
Residential Commercial
250 250
300K
150K
2019
2020
200 200 MARCH 2020
150 150 100 100
5050 00
3/19
Source: Cape Fear Realtors
MARCH ROOM OCCUPANCY TAX (NEW HANOVER COUNTY)
319
4/19
419
519
6/19
619
7/19
719
8/19
819
9/19
919
12/19
1119
1/20
1219
120
2/20
220
3/20
320
339,885 282,947
8,000
AVERAGE PRICE PER GALLON FOR REGULAR UNLEADED IN WILMINGTON ON MAY 14, 2020:
COVID-19-RELATED CLAIMS TOTAL CLAIMS
6,000
$1.77
4,000
2020 2020 Source: Wilmington CVB
11/19
1019
(MARCH INITIAL CLAIMS)
AVERAGE PRICE PER GALLON FOR WILMINGTON ON MAY 14, 2019:
2,000
2019 2019
10/19
TRI-COUNTY UNEMPLOYMENT FILINGS
10,000
$456,188
5/19
Source: Brunswick County Code Administration
12,000
$1,083,318
Source: N.C. Department of Revenue
MONTHLY BUILDING PERMITS (BRUNSWICK COUNTY)
(SINGLE-FAMILY, TRI-COUNTY AREA)
200K
44,175
Source: Wilmington International Airport
APRIL AVERAGE HOME SALES PRICE
250K
$17,953,737
0
$2.62 NEW HANOVER
PENDER
BRUNSWICK
STATEWIDE
Source: N.C. Department of Commerce
Source: AAA
61% 5,730
ESTABLISHMENTS
Page 4
May 22 - June 4, 2020
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Greater Wilmington Business Journal
| TECHNOLOGY |
WorkTok aids communication
M
ore than 50% of employees in the U.S. have left their place of work in the past five years, and about 75% say they don’t plan on staying with their current employer for more than five years, according to a 2019 iHire survey, an online platform for job recruitment. Of course, many people leave their job for better opportunities, including higher pay and career advancement, but company culture and employee engagement also play an important role. One new Wilmington startup is trying to address those current workforce trends and increase employee/ employer interaction through its app WorkTok. “WorkTok provides simple mobile- or web-curated converJOHANNA sations for the perfect employee check-in,” said founder Lisa Leath. “Instead of missing individual meetings with busy employees, managers can conduct quick, scheduled two-way communications in the app.” Through the app, employers can communicate with employees regularly and document feedback. “This app allows people to use one of many templates I personally created for effective one-on-ones. Or, clients can customize their own templates that address relevant business happenings,” Leath said. “This app is not meant to replace face-to-face communication between supervisor and employees but to supplement and ensure two-way feedback is regularly happening and being recorded in the cloud for future reference, good or bad.” The idea for WorkTok originated from Leath’s personal experience using Human Resource Information Systems (HRIS), which uses software to complete human resource tasks. “Every time I demoed a new way to engage employees or manage performance, the tools seemed overcomplicated and overpriced,” she said. The app was developed by Leath and Wayne Hippo from PS Solutions and is available via a monthly subscription. Managers and employers know that talking to their employees and
CANO
INFO J U N K I E Rhonda Bellamy Executive Director, The Arts Council of Wilmington/ New Hanover County
IMAGES C/O WORKTOK
Talking Work: Lisa Leath has launched WorkTok, an app that allows employers to maintain one-on-one communication with employees.
building rapport is a good idea and that can be done by discussing goals and professional desires, however, that rarely happens on a regular basis, Leath said. “Managers want to talk to their employees to understand who they are, how they’re doing and if they enjoy working at the company, but rarely have the time to sit down and have a solid one-on-one,” she said. “Companies need a tool to fill the gap when they can’t be face-to-face.” That is especially important in today’s remote working world, a result of restrictions set in place to slow the spread of COVID-19. While the app wasn’t developed specifically to address constraints caused by the coronavirus – starting development nine months ago – it has launched at a suitable time. “Launching WorkTok during COVID-19 was a complete coincidence, but I think it has opened people’s eyes to how hard it can be to feel connected when you’re not physically around people,” she said. WorkTok is a good way for those who want to stay in touch with their employees – not just during the shutdown – but all year long, because it helps send and receive feedback across the staff, she said. The tool can be used in a variety of business sectors including by health administrators, sales teams, logistic companies, manufacturers, hospitality groups, schools and more. This is not the first business venture for Leath, who is president and owner of Leath HR Group, a Wilmington firm that provides human resources services for companies. Leath and Hippo have goals to differentiate WorkTok from other employee engagement platforms in
the coming year by providing a solution that is less expensive and easy to use, she said. To continue to accomplish this, WorkTok is looking for investors and it also has short- and long-range goals it is hoping to meet. “Short term, we need to get this app downloaded, and I’d love to see Wilmington support our local startup by getting on Google Play or Apple App store and subscribe,” Leath said. “Long term, the app will become the preferred employee engagement tool by companies, small and large, across industries. I would like to see the app on HRIS marketplaces so it can be readily available to millions of businesses around the world. As we build a large client base, we will have the need to grow a team with digital marketing, sales, finance and customer support.” With WorkTok, Leath hopes to provide a solution to how difficult it can be to find and retain talent for many employers. Keeping a constant stream of communication is a key way to ensure employees are engaged and their thoughts heard, she said. “Anyone in business knows that, even before the lockdown, it was very difficult to find qualified committed employees. That really emphasizes how important it is to keep the talent you have. If you want to retain your talent, you need to talk to them, individually and often,” she said. “The most personal thing to any individual, besides their family, is their job. Respect your most important and expensive asset by giving them a tool that solicits their input. They’ll appreciate it and might stop entertaining offers elsewhere.”
At the Arts Council, Bellamy oversees the organization's mission to support artists and arts organizations through public/ private partnerships that support jobs, stimulate commerce and showcase the region as an arts destination. “Our lives are so touched by technology that it has become our second nature. I used to say that somewhat begrudgingly before the pandemic hit,” Bellamy said. “I have a greater appreciation now for its ability to connect people who might be further isolated if they didn’t have the means to stay connected through technology.” Newspapers and magazine Bellamy regularly reads include Greater Wilmington Business Journal, WILMA, StarNews, Port City Life, encore, New York Times, Washington Post and The Guardian. Her favorite websites and blogs include Arts North Carolina, The Motley Fool, WHQR and BBC News. “I’m rereading the late Toni Morrison’s entire canon, “The Millionaire Next Door” by Thomas J. Stanley, the last installment in Alexander McCall Smith’s “The No.1 Ladies’ Detective Agency” series and “The Opposite of Fate” by Amy Tan.“ Favorite apps include Jeopardy and Home Design, both for personal enjoyment. “I love trivia and interior design.” Find Bellamy on Facebook @ artscouncilofwilmington, Twitter @ ArtsofWilm and on LinkedIn.
Greater Wilmington Business Journal
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May 22 - June 4, 2020
Page 5
| THE LIST |
Computer Hardware and System Integration Firms
Ranked by number of local full-time employees RANK
COMPANY ADDRESS PHONE
EMAIL WEBSITE
NO. OF FULLTIME LOCAL EMPLOYEES/ NO. OF TOTAL EMPLOYEES
SERVICES OFFERED
TOP LOCAL OFFICIAL AND TITLE
YEAR FOUNDED
marty_hollingsworth@comcast.com
37 43
Networks and high-speed wireless (Wi-Fi) installation and support for multifamily properties
Marty Hollingsworth Vice President
2004
sales@cloudwyze.com www.cloudwyze.com
20 23
Internet, data center services, security, connectivity, hosted phone, cloud, consulting and helpdesk
Adrian Wilson Helen Grubb SVP Customer Account Manager
2012
salesteam@cwitsupport.com cwitsupport.com
15 15
IT consulting, managed service provider for the SMB space, VoIP Solution Specialist, disaster recovery planning and risk management, fully hosted cloud environments, server/network hardware vendor and installer, structured wiring, indoor and outdoor wireless deployments
Brian Satz President
2010
brian.quinn@hookssystems.com www.hookssystems.com
15 15
Business IT consulting and management, IT outsourcing, network and security assessments, network design and implementation, live help desk support, hybrid server solutions, cloud-based solutions, VCIO services, backups management, disaster recovery services and business continuity planning
Gerald Hooks President
1995
info@acs-ilm.com www.acs-ilm.com
8 10
Information Technology (IT) solutions for businesses of all sizes including security, VOIP, cloud services, disaster recovery, managed services
Robbie Garner President
1998
support@earneyconsulting.com www.earneyconsulting.com
7 7
Independent, professional computer network consulting firm providing a broad spectrum of specialized technical and consulting services
Barrett Earney Founder/CEO
2000
greg@ipmcomputers.com www.ipmcomputers.com
5 5
VOIP phones, internet, full managed services
Greg Rogers CEO
1995
support@pcsolutionsnc.com www.pcsolutionsnc.com
5 5
Computer consultation, service, support, networking, cable running, hosting, web design, data transfer and recovery
Julie Anderson President
2003
1
Xfinity Managed Services 3208 Pennington Drive, Suite 1 Wilmington, NC 28405 471-4090
2
CloudWyze 720 N. Third St. Wilmington, NC 28401 910-795-1000
3
Computer Warriors IT Support Inc. 323 F Eastwood Road Wilmington, NC 28403 910-726-1595
3
Hooks Systems Technology Inc. 2116 Capital Drive, Suite 101 Wilmington, NC 28405 790-9959
5
Atlantic Computer Services 215 Racine Drive, Suite 205 Wilmington, NC 28403 799-6538
6
Earney Consulting LLC 710 Military Cutoff Road, Suite 255 Wilmington, NC 28405 386-4444
7
IPM Computers LLC 520 N. Norwood St. Wallace, NC 28466 815-0900
7
PC Solutions Inc. 856 Village Road Leland, NC 28451 371-5999
9
BMT Micro Inc. 5019 Carolina Beach Road Wilmington, NC 28412 792-9100
admin@bmtmicro.com www.bmtmicro.com
4 7
E-commerce: reseller merchant of software products
Peter Nielsen Owner
1992
9
Coopers Communication 116 Marlboro Farms Rd Rocky Point, NC 28457 602-3811
coopcomm@bellsouth.net Coopers Communications
4 4
Fiber optic installation, network cabling, telephone systems, cable splicing
Tim Cooper Owner
1995
9
Your Computer Friends 3818 B Oleander Drive Wilmington, NC 28403 799-8585
susank@yourcomputerfriends.com www.yourcomputerfriends.com
4 9
PC, Mac and server installation, training, repair and sales; cloud backup, Google Apps, data recovery, commercial wireless
Susan Kadar President/CEO
2006
dusher@cmitsolutions.com www.cmitsolutions.com/wilmington
3 750
Nationwide enterprise level IT services and support; proactive managed services, network security, network management, compliance, unified communications; locally owned and operated
David Usher President
2014
12
CMIT Solutions of Wilmington 244 Princess St., Suite 202 Wilmington, NC 28401 444-0594
12
Segra 3110 Randall Parkway, Suite 2 Wilmington, VA 28403 910-726-1018
12
carl.wallin@segra.com segra.com
3 953
Hosted Voice Converged VoIP SIP Trunks IP Fax Ethernet WAN Dedicated Carl Wallin Internet Access (DIA) Long-Term Evolution (LTE) Managed WiFi Managed Jean Buckley Routers Managed Switches SD-WAN Firewall Protection DDoS Security Regional Sales Operations Center as a Service (SOCaaS) Infrastructure as a Service (IaaS) Director Disaster Recovery as a Service (DRaaS) Backup as a Service (BaaS) Data Customer Account Centers Executive
TeamLogic IT 108 N. Kerr Ave. Wilmington, NC 28405 910-500-1392
WilmingtonNC@teamlogicit.com www.teamlogicit.com/wilmingtonnc
3 400
Cybersecurity solutions, managed IT services, technology planning, networking, network security assessment, email, cloud and phone services; other offices in Fayetteville, Raleigh and Greenville as well as 200+ locations nationwide.
Jaron Cayton President
2005
12
The Coral Edge Inc. PO Box 10071 Wilmington, NC 28404 (305) 726-4155
kirstielliott@thecoraledge.com www.thecoraledge.com
3 16
Business and IT strategy, enterprise solutions, business analysis, solutions architecture, development services, program and project management
Kirsti Elliott President and CEO
2007
16
KellerDuggan Information Security and Financial Controls 2911 Midtown Way, #205 Wilmington, NC 28403 782-9130
robduggan@kellerduggan.com www.kellerduggan.com
1 1
Independent cybersecurity risk assessment and privacy regulatory compliance consulting including HIPAA for health care, SEC Safeguards Rule, NIST Robert Duggan Cybersecurity Risk Assessment; NIST 800-53 compliance for all industries Principal and government; government contractors; and NCUA IT security compliance Consultant for credit unions
16
KV Systems LLC P.O. Box 16321 Wilmington, NC 28408 742-0850
kevin.vessio@kvsystems.com www.kvsystems.com
1 2
Network and computer specialists; IT Sales, Service and Support. Office 365, Kevin Vessio Backup Solutions, Malware Removal and Protection. President/Owner
The list is compiled from voluntary responses to a Business Journal survey.
Want to be considered for The List? Request an industry survey by emailing lists@wilmingtonbiz.com. The business Journal will feature the following lists in upcoming publications: Engineering Firms • Staffing Companies
1994
Page 6
May 22 - June 4, 2020
Greater Wilmington Business Journal
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| FROM THE COVER | From NHRMC, page 1
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Group (PAG), which is made up of 21 members. “As we move forward with any further recommendation, we will continue that analysis.” With the recent votes, due diligence talks are taking place with the three health systems as well as site visits, both virtual and in-person with small groups. PAG members will ultimately recommend to county commissioners and hospital trustees what direction they think should be taken and whether to negotiate a letter of intent with one of the systems. Since the PAG is an advisory group, the final decisions rest with the county commissioners and hospital trustees. PAG members have been evaluating the proposals on 18 issues, from expanding and reconfiguring facilities to health equity programs to local control. The group’s scoring on how the health systems’ proposals did in responding to those 18 areas are not being released. But here is a closer look at some of the areas being evaluated.
TOTAL FINANCIAL CONSIDERATION
Atrium Health: A long-term lease of the hospital – over 40 years before it would become owner, with a pledge to spend $3.1 billion on New Hanover Regional Medical Center and the community. That includes upfront money to the county, lease payments and capital project investments, including a behavioral health and addiction treatment facility. “We make sure we’re meeting the needs of the local community, and so this lease will allow us to do that,” said Ken Haynes, greater Charlotte region president for Charlotte-based Atrium Health. “We’ve heard the community say loud and clear, ‘[We] don’t want necessarily sell the hospital or be in a position where we go forward with a partner that may not work.’” Duke Health: Said it is open to discussing different partnership models; In the case of a purchase it proposed to either pay $500 million and let New Hanover County keep NHRMC’s net cash – estimated at $440.5 million before the COVID-19 pandemic’s financial strain – as well as fund the hospital’s $1.9 billion 12-year capital plan. Or, alternatively, it proposed an acquisition offer of $1.35-$1.4 billion for an all-cash closing, with the county still keeping the net cash but the spending commitment for capital projects being $400 million for the five years after the deal closes.
The first option “is a capital commitment upfront with a longterm funding of a capital plan as we understood it from the New Hanover [Regional Medical Center] leadership,” said William Fulkerson, Durham-based Duke University Health System’s executive vice president. “That creates a certain amount of money that goes to the county short term, but it maintains a long-term commitment on the part of the health system to achieve that vision … The destination medical center is going to require investment, is going to require capital; it’s going to require more technology. And that proposal recognizes that and also recognizes the plan that’s been developed by the leadership.” Note: The plan Fulkerson referred to is NHRMC’s long-term strategic plan the health systems were asked about commitments to funding for the routine maintenance needs and capital projects. That strategic plan has not been made public for competitive reasons, and officials said the responding health systems accessed high-level versions of it. Novant Health: Also said it is open to various models besides acquisition; proposed up to $2 billion in upfront cash proceeds to New Hanover County for buying the hospital and $50 million to the NHRMC Foundation, irrespective of the structure. It also pledged to fund the capital needs in NHRMC’s strategic plan under an acquisition to $3.1 billion or a significant percentage under another type of deal. “We feel there is the potential care … for the coastal community with New Hanover Regional Medical Center as a flagship and [Novant Health] Brunswick [Medical Center] – they’re in collaboration and working alongside,” said Pamela Oliver, executive vice president of Winston-Salem-based Novant Health and president of its medical group. “It would be similar to what we have currently in our Charlotte market with a flagship hospital and multiple other facilities that are driving care more locally and in the area.”
IMPROVING ACCESS TO CARE AND WELLNESS
Atrium Health: Atrium pointed out that since 2009 it has managed NHRMC’s physician practices and employs most of the providers in the group, which has grown from 23 physicians in 2009 to 207 now in 39 locations. In its proposal, Atrium said it would continue to grow the network and address urgent care and convenient care focuses.
Greater Wilmington Business Journal
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May 22 - June 4, 2020
Page 7
| FROM THE COVER | proposal stated. “For all of our partnerships, [we] leverage what it is from a shared services perspective that we can do to drive value and decrease the overhead and the cost that takes away from what we can do at the clinical area,” Oliver said. “If we can decrease corporate overhead, decrease expenses and instead put that into patient care, then that optimizes the benefit in the community.”
WHAT’S NEXT
“We also will focus on developing larger/multi-specialty medical office buildings … that can accommodate multiple practices in one location,” the proposal stated. “Finally, we will expand our established virtual primary care platform to include NHRMC and its entire service area,” which covers seven counties in the region. Duke Health: Duke’s system already has been implementing its own ambulatory and network expansion plan, with nearly 600 additional providers and about 20 new sites. “This commitment to growth will extend to NHRMC, supported by Duke’s financial commitment and alleviating NHRMC’s limitation to fund growth outside New Hanover County,” stated the proposal, which describes the potential for NHRMC as “regional destination medical center.” Note: One of the limitations hospital officials have pointed to with NHRMC’s current structure is that it cannot use bond financing to build outside of the county. Novant Health: Novant also said it has been investing heavily in its ambulatory footprint, including outpatient surgery centers, imaging centers and urgent and express care facilities. “We have reviewed [NHRMC’s] strategic master plan and are aligned in terms of the emphasis on multifaceted ambulatory growth which includes expansion of the primary care network, expansion of the Scotts Hill Medical Campus, development of freestanding emergency departments and other initiatives in the near term and beyond,” Novant’s proposal stated.
ENGAGING STAFF
Note: NHRMC is the region’s largest employer with about 7,500 workers.
Atrium Health: Last year, Atrium spent over $19 million to increase wages for more than 15,000 nurses and nursing support staff. (NHRMC last year also spent nearly $12 million in market adjustments for more than 4,100 employees and also raised its minimum pay threshold to $12.50 an hour.) “In keeping with our track record of maintaining and growing the local employment base when we partner with a local provider, Atrium Health will maintain the current NHRMC employment base and over time grow the enterprise and thus grow local employment,” its proposal stated. Duke Health: Duke’s proposal recognized that NHRMC has been highlighted as a top employer, ranking 131st nationally on Forbes’ list of America’s Best Large Employers last year. “Duke commits to retain all NHRMC employees in good standing for a period of at least 12 months following the transaction close,” its proposal stated. “In addition, NHRMC compensation and benefits will be substantially similar for a period of at least 12 months following the transaction close and will remain market-competitive in the future.” Novant Health: Novant said that under a partnership there would be no changes to employment levels without approval from the NHRMC board and that the hospital’s senior leadership team would remain in place, “with increased responsibility for an expanded regional network including Novant Health Brunswick Medical Center.” Additionally, there would be an increase in jobs in the county “by establishing a new shared services center and basing a corporate department in Wilmington,” the
June 4 and 18: The Partnership Advisory Group continues to meet every other week. The virtual meetings are open to the public to listen through a phone line or online through Webex. Meeting access and agenda details are listed on nhrmcfuture.org under the PAG tab. Upcoming meetings are slated to focus on reviewing the initial site visit findings, evaluating the partnership options in comparison to status quo and internal restructuring options, and discussing the finalists’ presentations. Portions of the meeting might be held in closed session. June 15: PAG leaders are slated to give an update to county commissioners on the progress of the due diligence and letters of intent with the three organizations. June 18: The Business Journal hosts a virtual Power Breakfast on the topic of the hospital’s future with PAG co-chairs Barb Biehner and Spence Broadhurst; New Hanover County Manager Chris Coudriet; and NHRMC President and CEO John Gizdic. Reader questions can be submitted during the livestreamed discussion, 8-9:30 a.m., or emailed ahead of time to editor@ wilmingtonbiz.com. Info: WilmingtonPowerBreakfast.com June 22: New Hanover County commissioners hold a public hearing on all six proposals. Details on time and place have not yet been announced. July, possibly: If the PAG sticks to its schedule, members are looking to vote in July on their recommendation for whether to keep the hospital as is, restructure or their top pick for an outside partner during its July meetings. The proposal documents are online at nhrmcfuture.org/submitted-proposals. To submit opinions to the PAG, email PAGcomments@nhcgov.com. To watch the Business Journal’s BizTalk video interviews with executives from the three health systems, go to WilmingtonBiz.com.
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May 22 - June 4, 2020
Greater Wilmington Business Journal
wilmingtonbiz.com
SPECIAL FOCUS: TAKING CARE OF BUSINESS
HOSPITALITY
In beach town, waves of reopening BY LAURA MOORE usiness owners on Pleasure Island, which includes the New Hanover County towns of Carolina Beach and Kure Beach, share a measured enthusiasm as the phases of reopening from coronavirus restrictions unfold. Few expect a return to “normal” any time soon, but many said they are ready to do what needs to be done to keep their businesses open and safe.
B
Hotel prep included shields, dividing lobby Tom Ullring, general manager of Courtyard by Marriott Carolina Beach, prepared for weeks before reopening May 8. Tasks included installing shields at the front desk, disinfecting all surfaces and dividing the lobby into 6-foot sections to adhere to social distancing guidelines. Public spaces like the indoor pool and gym remain closed, and masks are worn by all employees. “We want to ensure that each
PHOTO BY SUZI DRAKE
Open for guests: Drifter’s Reef Hotel in Carolina Beach is following health department guidelines, according to its owner, the town’s mayor, LeAnn Pierce.
touch point is disinfected properly, down to the smallest little details,” Ullring said He said the loss of months of hotel occupancy taxes “will be the biggest hit to our island.” Moving ahead, Ullring said the
plan is to “be smart, play it safe. It is unpredictable, something none of us has ever seen before. We have done our best with the cards we have been dealt.” Carolina Beach Mayor LeAnn Pierce, owner of the Drifter’s Reef
Hotel, said she is excited to reopen, but is most concerned with ensuring the safety of the beach community. “As a hotel owner, I understand. I have been in the hotel business for 25 years, and this is the longest we have ever been closed. A lot of people are hurting right now, and I get it,” Pierce said. “I totally understand, but balancing the public’s health and safety and the economy is a tricky scenario.” At her hotel, Pierce is working with the health department’s guidelines and taking the necessary precautions to “minimize the risks.” This includes changing to bleach-friendly bedding, and staff will wear masks and change gloves between rooms upon cleaning. Pierce has also employed a local company to ensure the highest level of disinfecting and sanitizing. “We will open up, but let’s do it smart,” Pierce said. Pierce is not expecting the typical numbers of tourists. “If I had to guess, I expect it to be
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HOSPITALITY
down. There’s not going to be a huge rush to travel,” Pierce said.
Chamber keeps track of the economic impact Lynn Halterman, chair of the Pleasure Island Chamber of Commerce board and a small business owner, acknowledged the toll the pandemic has taken on the local economy. “It goes without saying that Pleasure Island has suffered, especially our local businesses,” Halterman said. “Sixty percent of our revenues to any business is driven by tourism, and 40% is made up of locals supporting local business.” Halterman said getting back to business “can’t happen fast enough . . . Economics wise, this is unprecedented, and a lot of people are hurting.” He commended the restaurants that have reopened and created limited menus offering to-go and delivery services, but recognizes that others have been forced to close, including losing “a couple of boardwalk restaurants that have shuttered already.”
But opening the beaches again is “a big deal,” especially for a “community that thrives on tourism,” he said. “Restaurant capacity will not be the same. Instead of 100 people, they can only have 50, and outside seating will put them in a better position that inside in a confined space. Thank God a lot of ours have that,” Halterman said. He said he does not anticipate a wave of tourism pouring back into the community. “Will tourists return in droves? I doubt it. It’ll come back, but it will trickle back slowly,” he said. This provides the biggest hit to the community’s coffers since Room Occupancy Taxes from hotels, motels and short-term rentals have already lost significant ground with months of closures. With revenues depleted, Pleasure Island has been forced to cancel or postpone annual events, including the Beach Music Festival, as well as the weekly fireworks display and movies in the park. “No one wants to get anyone sick, and it only takes one,” Halterman said.
Restaurant changes with the COVID-19 times Pete Donat, owner of Havana’s Restaurant in Carolina Beach, is “getting excited” at the prospect of reopening amid the COVID-19 pandemic. “It’s been a long stretch for us,” Donat said. “I have been all over the spectrum in terms of just not knowing the answer to tomorrow’s questions.” Donat and his general manager made use of the downtime to do some renovations and painting. “We did some rearranging, doing a refresh of the bar and in the long run, it will pay off if and when we get to reopen,” Donat said. Havana’s opened for delivery and takeout orders April 30 with a special menu available every day from noon to 8 p.m., but Donat is ready to get back to a more familiar, although with new procedures, way of doing things. His goal has remained the same throughout his career in the restaurant industry: “To feed locals and feed tourists starting to come down now that beaches started to reopen.”
Donat said he credits town officials for their support during this difficult time for business owners. “All our elected officials are really pro-business, and it’s nice being down on Carolina Beach where they really understand the importance of getting small businesses open,” Donat emphasized. “We have to be safe, but we have to be open too.” Donat had to furlough his employees at the outset of the pandemic, but he was able to bring back his seven managers full time and began hiring and rehiring earlier this month. “Each day we’re closed, it is one day closer to being closed permanently. We only have a small window to make our money, which typically starts at St. Patrick’s Day and ends at Labor Day,” he said, “so it’s not only being closed, but it is also going into a lot of debt.” Tables were taken out of the restaurant to allow social distancing, and Donat said he also looks forward to making use of the restaurant’s outside dining area. “My No. 1 is for employees and customers to be healthy and safe,” he said. “It is a great option. Open air is better than closed air.”
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Phases aim to aid economy safely STAFF REPORTS ncluded in our new lingo these days besides “social distancing” (staying 6 feet apart) and COVID-19 (the novel coronavirus) are “phase one,” “phase two” and “phase three,” describing North Carolina’s reopening plan. Gov. Roy Cooper’s executive order related to phase one was in effect, potentially, until 5 p.m. May 22. “However, the end of this Order does not necessarily mean the state will move to Phase 2. Phase 2 will only start if data and indicators are in the right place,” the order stated. Those indicators include decreases in hospitalizations and new cases. As of May 14, the state had more than 16,500 confirmed cases and more than 630 deaths related to the novel coronavirus, but those numbers were part of a downward trend. Cooper on May 5 signed Executive Order No. 138, which modified North Carolina’s stay-at-home order and explained its transition to phase one of slowly easing certain
I
COVID-19 restrictions as of 5 p.m. May 8. Certain businesses remained closed, while others were able to open with limitations, as the state continued battling COVID-19. “COVID-19 is still a serious threat to our state, and Phase 1 is designed to be a limited easing of restrictions that can boost parts of our economy while keeping important safety rules in place,” Cooper stated in a news release May 5. “This is a careful and deliberate first step, guided by the data, and North Carolinians still must use caution while this virus is circulating.” Easing of restrictions did not mean people could let their guard down, officials said. “We must continue to protect our families and neighbors as we take this cautious step forward. When you leave your home, follow the three W’s: Wear a face covering, wash your hands, and wait six feet apart,” said Mandy Cohen, secretary of the N.C. Department of Health and Human Services.
In an update provided by Cohen on May 14, she said North Carolina remains stable on the following key metrics: Trajectory in COVID-Like Illness (CLI) Surveillance Over 14 Days • North Carolina’s syndromic surveillance trend for COVID-like illness is decreasing.
Trajectory of Lab-Confirmed Cases Over 14 Days • North Carolina’s trajectory of labconfirmed cases is slightly increasing. Trajectory in Percent of Tests Returning Positive Over 14 Days • North Carolina’s trajectory in percent of tests returning positive has been decreasing and is starting to level. Trajectory in Hospitalizations Over 14 Days • North Carolina’s trajectory of hospitalizations is level. In addition to these metrics, the state continues building capacity to be able to adequately respond to an increase in virus spread. These areas
include: Laboratory Testing • North Carolina has doubled the daily testing rate from approximately 2,5003,000 to more than 6,000.
Tracing Capability • The Carolina Community Tracing Collaborative has already hired close to 100 new contact tracers adding to the 250 already working at local health departments. Personal Protective Equipment • Supply chains continue to improve with the exception of gowns.
WHAT DOES PHASE TWO MEAN?
Phase two, which could begin as early as 5 p.m. May 22, eases more restrictions. According to Cooper’s order of April 23, phase two will: • Lift the stay-at-home order with strong encouragement for vulnerable populations to continue staying at home to stay safe;
• Allow limited opening of restaurants, bars, fitness centers, personal care services and other businesses that can
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WHAT ABOUT PHASE THREE?
Phase three, if trends continue to show improvements, could take place four to six weeks after phase two. Under phase three, the order would: • Lessen restrictions for vulnerable populations with encouragement to continue practicing physical distancing and minimizing exposure to settings where distancing isn’t possible; • Allow increased capacity at restaurants, bars, other businesses, houses of worships and entertainment venues; • Further increase the number of people allowed at gatherings; and • Continue rigorous restrictions on nursing homes and other congregant care settings.
PHOTO BY CECE NUNN
Retail rebound: Krazy Mike’s, a downtown apparel and souvenir store in Wilmington, was open on a recent Friday afternoon.
RECOVERY WITHOUT ANOTHER OUTBREAK?
“If there is a spike in infections, tightening of restrictions may be needed temporarily,” the order stated. According to a state news release, phase one would be extended “unless
data shows the state is prepared to move to Phase 2. Phase 2 will likely open more businesses to the public.” Meanwhile, social distancing, hand hygiene and use of cloth face coverings were still being recommended. “Depending on state COVID-19
trends, restrictions may be lifted more slowly or some restrictions might have to be re-instated to ensure the health and safety of North Carolinians,” according to the FAQ page. Why were some restrictions lifted May 8? The FAQ page states, “North Carolina is guided by data and science. State officials are monitoring key metrics to know when it is acceptable to move to the next phase of easing restrictions. This is a careful, deliberate process because removing all restrictions at once would cause a dangerous spike in infections that North Carolina has so far avoided. “Public health experts and analyses indicate that if we gradually ease restrictions but keep safety practices in place, North Carolina can benefit from economic recovery without a renewed outbreak.” Cooper and Cohen also announced on May 14 that DHHS now has a list of testing locations on the DHHS website. The list includes more than 200 sample collection sites in 54 counties, with more being added as they are verified.
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WORKING THROUGH IT
Envisioning new way for eye care Editor’s note: The Business Journal has been running features on area businesses and how they are adjusting operations, innovating and coping in general with the economic impacts of the coronavirus. Information below might have changed after press time.
bakery and some industrial leases. “Tenants in some cases are comfortable signing a lease because they plan to do some renovation work – they’re betting that by the time the work is completed, we’ll be back to normal.” -Cece Nunn
L
ast year, CustomEyes opened in the South Front District with the goal of offering unique frames in a relaxed, optical boutique setting. Now, the shop, at 1540 S. Second St., is offering a unique way of measuring for lenses while maintaining a safe distance from clients. Because it is an eye care provider, CustomEyes is considered an essential business and has remained open as the region continues implementing efforts to stop the spread of COVID-19. “CustomEyes has been open all along, as we do not do eye exams, and have set up strict protocols for either in-house visitation or remote eyewear design and delivery,” owner Greg Owen said. Like other businesses in the community, CustomEyes has had to adapt, limiting the number of clients it can see, staggering employee hours and using new methods to continue to keep its one employee on the payroll and provide lenses to clients, even without them leaving home. “We have had several sales, of course. The cash flow is very limited, but it is satisfying to help those in need,” Gregor said. “We have canceled some TV advertising our group of businesses [at the South Front District] had filmed and contracted together and will run them after businesses get back open here at South Front.” CustomEyes also started offering discount eyewear to first responders, health care workers, grocery and essential business employees and hospitality staff. -Johanna Cano
Q&A: How one commercial real estate firm has coped It’s a complicated time for most industries, including commercial real estate. Local commercial firms have been working through numerous issues related to the pandemic. Mark Johnson, executive vice president/sales
Port City Java continues to serve in uncertain time
FILE PHOTO
A way of looking at it: Greg Owen, owner of CustomEyes at the South Front District, has adapted in a variety of ways to the pandemic.
manager of Coldwell Banker Commercial Sun Coast Partners, talked about what his Wilmington-based firm is doing during the pandemic. GWBJ: How is your firm coping with the local effects? Johnson: “We’re considered to be ‘essential’ so have remained fully operational but with most of staff and brokers working remotely, doing virtual tours, etc. Demand is down right now, so it makes this a little easier. We’re still seeing leases getting signed, sales getting to the closing table, but it’s at a lower level. “We’re taking time to touch base with our clients to see how they’re doing personally, and counsel them on options/alternatives we’re aware of. For now, transactions are less of a focus as we provide guidance in the hopes our clients can weather this storm.” GWBJ: Have you been working with commercial landlords and tenants on the issue and if so, how? Johnson: “Yes. We have a property management division that of course supports landlords. But in many cases, one of our brokers placed one or more of that landlord’s tenants in the building. So we’re trying to help from both sides. Depend-
ing on the business, some tenants are in severe distress, but in most cases, landlords are working with them to abate rent for a time.” GWBJ: Are people buying commercial real estate now? Johnson: “Sales have been quite good as there’s still a lot of money in the market chasing yield. One of the methods of helping an owner/ operator survive this crisis is doing a sale/leaseback where they can stay in their building, but get a cash infusion that’s desperately needed. “Sometimes it’s even in their best interest to rent from a tax perspective. That said, transactions in the shopping center/retail world have ground to a halt. Medical office is still the gold standard, and other market segments such as residential land for development seem to still be chugging along.” GWBJ: Are they leasing space? Johnson: “Leasing seems to be slowing – but those deals are rarely dying (so far). They’re just moving out a month or two. Obviously, this all depends on reopening the economy and how that rolls out. Most restaurateurs are dormant as would be expected, but there are bright spots. We’ve completed some office, a
Early this year, Port City Java boasted 26 locations, with six new projects in the pipeline. The onset of COVID-19 has altered that landscape significantly: only 14 of those locations are operating, and three projects have been put on hold. When CEO Steve Schnitzler talks about the cafes that are still operating, he notes that operations are limited to mostly drive-thru service, although two locations do have walkup windows as well. As a result, the PCJ workforce has taken a major hit. “We’ve laid off about 60% [of employees] at all levels: cafes, office, warehouse, roasting facility, franchising department. Every single element of the company took a hit,” Schnitzler said. “And everyone took a 10% salary reduction; I took 50%.” Among the chain’s casualties were its 11 cafes on college campuses. Those closed almost immediately as schools and universities shut down. He and other company officials worked with the affected employees to get them enrolled for unemployment benefits, but it took four weeks before they began receiving checks. To help tide them over, Schnitzler and his two business partners put together a relief fund. Other employees stopped working because of a lack of child care or a reluctance to work in a retail environment during the pandemic. As a result, Schnitzler has shuffled remaining cafe employees to locations where they are needed. For instance, Heather Ivey, the manager of Port City’s Front Street café, is temporarily managing the company’s Porters Neck location. “I am trying to make the best decisions for the most people that I can,” Schnitzler continued. “I have made 20 different organization charts to see what we might look like on the other side of this. And I keep plugging in new bits of information.” -Jenny Callison
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BUSINESS GROWTH AND DEVELOPMENT
NORMAN CHAMBLISS III,
Owner/COO, Chambliss & Rabil Contractors, Inc.
YATES CHAMBLISS
VP, Business Development & Project Operations, Chambliss & Rabil Contractors, Inc.
How do you know when your business is ready for expansion? Since our company is in the construction business, I will address this question regarding business growth from the standpoint of the construction industry in general and our company specifically. Being ready for expansion is different than expanding. Market conditions provide the fuel for a business to grow. There can be no significant increase in market share, number of active construction projects, number of
project managers/ superintendents or the size of construction projects unless the demand is there. A company’s experience in specific sectors of construction and a company’s performance on past projects will dictate whether or not they can take advantage of positive market conditions. If we sense strong demand, we gauge our readiness to expand on the number of skilled project managers on staff, our experience in the types of projects that are available, and our company’s financial ability to take on more work and complete larger projects. The construction industry is capital intensive. Second only to market demand, adequate operating capital is the most important factor in determining if a construction company is ready for expansion.
What are the most effective growth strategies? Building contractors face options when they consider growth. Do you grow your business footprint in your current market area (market penetration)? Do you grow your business footprint into other markets (market expansion)? Do you grow your company’s ability to provide construction services in additional sectors (diversification)? In 1975, we elected to first grow our footprint in Rocky Mount. Operating in one market gave us a chance to gain valuable experience and create a track record and reputation in terms of performance. Our next step was market expansion. We made strategic decisions to open offices in Wilmington (2004) and Raleigh (2012). In the Wilmington and Raleigh markets, we embraced the opportunity to expand into sectors such as hospitality, food service, retail, and churches. We set out to market our experience and
reputation in dental construction. That sector (dental construction) grew over the years and now provides a solid foundation for our continued viability.
Is it possible for a business to grow too fast? Absolutely. When market demand is good, it is human nature to want to seize the opportunity to grow your brand. With different requirements for growth comes different levels of risk. It is difficult to gauge the correct speed and size to grow your business when market demand seems to justify aggressive growth. You don’t want to look back and say that you grew your business too fast or did not grow fast enough. Growing too fast could lead to a catastrophic outcome. Not growing fast enough, while disappointing, does not typically lead to a company’s demise. The common dominator in the failure of a business while trying to grow is the lack of capital. A business must responsibly weigh the risks versus rewards and evaluate its financial ability to remain strong and viable if the growth plan falls short of expectations. Avoid a growth plan that, if unsuccessful, would threaten the ability of the business to survive.
How do you involve your team with your business growth plans? Your team is your growth plan. Your team plays a vital role your company’s ability to complete a plan to grow market penetration, expand market footprint and diversify types of services. In the construction business, the team is made up of ownership, project managers, project superintendents and support
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staff. When planning growth, you need a buy-in from your team members. Will the team take on more responsibilities and manage larger projects? Growth in a construction company involves hiring additional staff. Encourage your team to be involved. Contractors learn early on that when the team is involved in the recruitment of new personnel, the chance that the new employee will be successful is greatly increased.
What are some of the challenges that can occur when starting to grow and how can these be avoided? Challenges during growth are the same as the challenges that businesses always face. A business can mitigate challenges by being aware of potential challenges and having a plan in place deal with them. Hold planning sessions that deal with “what will we do in the event that this happens”. Managing capital and key personnel wisely while growing is critical to the outcome. Some business sectors require larger capital risk than others. In the food service industry, growth is typically accomplished by opening more facilities. In the retail sector, growing inventory and expanding the number of locations is a typical pattern of growth. This plan often includes acquiring a site, constructing a building, and investing capital in inventory, fixtures, furniture, and equipment. The more demand that is placed on a company’s financial and human resources, the more the growth plan must be analyzed and evaluated. It takes discipline to “stay in your lane” when undergoing a period of growth. A huge challenge is to know when a growth plan is not working and quickly apply the brakes.
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| IN PROFILE |
Education leader forges way forward BY CECE NUNN he Special Olympics helped lead Del Burns to entering the field of education in 1976. “I had an interest in the Special Olympics because I had a family member who had a developmental disability,” explained Burns, who is serving as interim superintendent of New Hanover County Schools. “As I was going through college, I happened to take a course in education and it really struck me; from there I decided, ‘Yes, this is work I’d be interested in doing,’ and got engaged in the curriculum. I got a master’s degree in special education, began teaching and have thoroughly enjoyed every job I’ve had in public schools.” Burns was tapped as interim superintendent of NHCS in February, following the resignation of Tim Markley, who had served in the role since 2010. Burns assumed his new role March 2 and jumping into a whirlwind of major issues. One of the most pressing ended up being the school district’s response to the coronavirus pandemic and steps taken to slow the spread of the highly contagious COVID-19. That’s only one of the concerns he’s been addressing, but he’s used to having more than one hurdle to overcome. Retiring from Wake County Public Schools as superintendent in 2010, Burns has been an interim superintendent eight times. “I do find it gratifying,” he said of his interim role. “I think it’s important to do the work necessary to prepare any district for a new superintendent. Transitions are always hard for school systems. You’ve got the reasons for change. There are opportunities to look at needs for improvement and make some of those changes and also provide recommendations to the board so that when the subsequent superintendent, the successor superintendent, comes in, that there is a bit of a roadmap for them.” That roadmap saves time, Burns said, and one of the key components Burns was tasked by the Board of Education with working on was the handling of misconduct or inappropriate behavior allegations, including those of a sexual nature, on the part of students or employees. “They were frank about that being the most important thing for me
T
PHOTO BY MICHEAL CLINE SPENCER
Change agent: Del Burns, interim superintendent of New Hanover County Schools, considers himself to be working on a roadmap that will help the system’s new superintendent hit the ground running.
initially, to review the processes, look at the structure and determine how it can be improved,” Burns said. In the midst of those efforts came COVID-19 and the order to close schools, but the work on the complaint and allegation process has also continued. “We’ve been meeting regularly and put into effect a workflow and protocols,” Burns said. “So the complaints, whether they come through Ethix 360, the online application, whether they’re anonymous or not, whether they come in as a phone call, an email ... there is a process.” Burns said it’s going to take time to measure its efficacy.. “I have recommended to the board that at some point in the future, perhaps six months from now ... there needs to be a review and analysis of the system, of the workflow and the processes to ensure that there are no holes, and if there are any, they are addressed,” he said. “My feeling is that the key players are dedicated, and they want to have a strong system; they’re going to make it work
and they’re going to make it right.” When Burns was hired for the interim post, Deputy Superintendent LaChawn Smith stated in an announcement that Burns’s “depth of experience and success across North Carolina will help us as we evaluate our current policies, implement new procedures and initiatives, and work to ensure our students have a safe learning environment and our community is informed of our progress.” COVID-19’s impact on education has been profound. “We had to respond very quickly when the first order from [Gov. Roy Cooper] came to stay at home,” Burns said. “The district had to put in place a number of restrictions; we had to implement remote work and remote learning. ... We had to prepare devices and deploy them. And we had to train and support teachers. That took a lot of planning. It took a lot of effort.” Early on, the schools began providing meals for students. “We’ve now increased that to the point we have 20 schools that are
serving meals every day. We have over 20 buses that are involved in approximately 50 bus stops in neighborhoods delivering meals.” Connecting with students remains a challenge. “Teachers are doing phenomenal work, inspirational work, to maintain contact, to support students, to help them so that they can work through this,” Burns said. He said this time of school being closed “is very hard on families, especially families where one or both parents are working as well as trying to support their children. We’re real clear that the most important thing is the social and emotional well-being of children.” How does the coronavirus pandemic compare to other problems Burns has confronted? This one, he said, “is of longer duration and greater intensity combined.” But “it strengthens organizations and individuals,” Burns said, “when you have to deal with a very challenging event.”
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SPICING UP LOCAL MARKETS
RAWsalsa
PHOTO C/O RAWSALSA
102 Old Eastwood Road, Wilmington No. of employees: 1 Year founded: 2017 Top local official: Rachel Ann Willoughby, owner Company description: RAWsalsa is a local, independent maker and seller of smallbatch, fresh salsas. Products made locally: The company makes its signature fresh tomato and fresh pineapple salsas and the occasional seasonal salsa varieties. Product distribution: Tidal Creek Co-Op and area markets including Wilmington Farmers Market, Riverfront Farmers’ Market, Carolina Beach Farmers’ Market, Wrightsville Beach Farmers’ Market and the Poplar Grove Farmers’ Market What made the company decide to make its goods locally? Willoughby: “I couldn’t find really good salsa in stores, so I decided to make it myself. It was actually 17 years ago that I made my first batch. I gave a lot of it away and in doing so I developed a following.
“I started out at the Burgaw Incubator Kitchen and just moved into a commercial kitchen of my own in February. Having my own kitchen enables me to make smaller custom batches for people who prefer not to eat certain ingredients or those who prefer it milder or hotter. Having this kitchen also enables me to experiment with new recipes.” What’s your target market? Willoughby: “My target market are locals or visitors who want to enjoy salsa while they’re here. It is a refrigerated product so shipping is not advised.” What’s planned next? Willoughby: “Occasionally I will make seasonal versions of fresh salsa. For example, I’m currently developing a blueberry salsa. I’ve reached out to Altar Cross Farms and hope to source my blueberries from them. In November I do a fresh cranberry salsa that is amazing on turkey. It’s also really great on chips. I am interested in developing a recipe for a fresh peach salsa in the future. I’m also in the process of trying to grow my own cilantro hydroponically. I’m just getting started with that. Wish me luck.”
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| IN THE NEWS |
Number of ILM travelers falls 96% in April BY CHRISTINA HALEY O’NEAL
T
he Wilmington International Airport has experienced a 96% decrease in its April travelers, according to the airport’s passenger statistics released in mid-May. And airline officials say that a new summertime nonstop route planned to start this month to Boston has been pulled. ILM had just over 3,800 passengers flying in and out of the airport in April, a significant decrease from the number of travelers last April, which saw nearly 89,500 passengers total. The pattern continued from the 47% year-over-year decrease in travelers ILM had in March. The latest activity report “directly correlates with COVID-19 flight impacts,” according to ILM’s COVID-19 information online. Departures in April had a little more than 1,800 passengers, compared to April 2019, which had just over 45,300 passengers. And arrivals in April were also low, with nearly
2,000 passengers flying in, compared to the nearly 44,200 passengers who arrived in Wilmington last April. “ILM’s airport statistics are consistent with nationwide reports,” officials said on the airport’s COVID-19 website. As fewer travelers pass through the airport, fewer flights are taking place. ILM has been notified by its three commercial carrier airlines – American Airlines, Delta Air Lines and United Airlines – of schedule changes for flights in May. Several flights have been temporarily suspended with a goal to resume in the future, according to an April 28 notice. American Airlines suspended service to airports in Washington, D.C., Chicago and Boston, while reducing daily service to Charlotte and Dallas-Fort Worth airports, as well as reducing the frequency of service to Philadelphia, according to ILM’s notice. Due to the impact of COVID-19, however, the Saturday nonstop
service from ILM to Boston Logan International Airport “will not operate this summer season,” American Airlines officials said. American’s Boston flight was the latest nonstop addition to ILM’s list previously announced earlier this year and – before the pandemic and its effect on the airline industry – was originally anticipated to begin May 9 and run through Aug. 15. When asked about its other nonstop flights, including those to Chicago and Washington, D.C., an American Airlines official wrote in an email: “We continue to make changes to our schedule. But don’t have any other details to provide at this time.” In its list, ILM also announced that Delta has reduced its daily service to Atlanta, and United Airlines reduced its daily service to Washington-Dulles International Airport. Airlines are requiring passengers to wear masks while traveling. The airport asks travelers to reach out to airlines directly about other flight-re-
lated information and protective measures, such as the face-covering requirements, in response to the coronavirus pandemic. American Airlines, in a late April news release, said it’s requiring all customers traveling to wear a mask, or face cover, while onboard the aircraft as of May 11. ILM is asking travelers to wear face coverings or masks at the airport effective Friday. ILM employees are also wearing face masks or coverings. The airport is, however, preparing for “the return of passengers and a busy summer travel season,” stated a post to its website. Recently, ILM was deemed eligible for more than $19.8 million in federal funding through the CARES Act to help offset the economic impacts of the COVID-19 pandemic on air travel and the industry, according to an announcement in April. At the time, ILM was researching the details and awaiting the FAA to release the grant application.
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ful DISCUSSIONS Sponsors’ Content Distributed By Greater Wilmington Business Journal
REOPENING AFTER COVID-19:
WHAT BUSINESS OWNERS SHOULD KNOW business plans to screen its employees before they enter the workplace, by conducting temperature checks or another method, the business needs to consider how to implement social distancing measures during that process and whether to extend that practice to vendors, customers, and visitors. ALLEN TRASK
Litigation Attorney, Ward and Smith, P.A.
How does somebody enforce social distancing in the workplace?
JAMES TODD
Real Estate Attorney, Ward and Smith, P.A.
We are going to reopen as soon as the Governor lifts restrictions. What are the most important things I should be thinking about as a business owner? JAMES TODD: The most immediate concern for many businesses is how to bring employees back to the business safely and with minimum disruption to normal operating procedures. It is important to follow any changing Centers for Disease Control, Occupational Safety and Health Administration, and the North Carolina Department of Labor recommendations. Having access to an attorney who understands federal and North Carolina employment laws is well-advised. It’s also important to have clear, written rules and procedures in place and knowledgeable boots on the ground to implement those safety initiatives when employees return. Bringing employees back in phases – either by bringing them back in stages or by staggering schedules to limit the number of people working together at one time – may be an effective way to limit exposure and ensure employee and customer safety. Once employees are back, having a clear strategy to emphasize and enforce infection prevention methods such as handwashing, disinfecting, and personal protective equipment (PPE) will be vital. It’s important to think about how these strategies will comply with wage and hour laws. Also, if a
ALLEN TRASK: Bringing employees back in phases can help to limit the number of people in close proximity, but other measures may include closing high-traffic areas such as cafeterias and meeting places, encouraging employees to meet virtually and avoid unnecessary meetings when possible, reminding employees to stay home if they feel ill, and minimizing non-essential travel. Employers may also consider rearranging their workspaces as possible to provide as much space as possible between employees.
I applied for an SBA Paycheck Protection Act Loan. Now that I have these funds, what kind of documentation do I need to keep to be sure the maximum amount is forgivable? TODD: To achieve maximum loan forgiveness, PPP recipients should, at a minimum, retain all records of their application materials including emails or other written advice from any advisors that assisted with the PPP application (CPAs, attorneys, lenders, etc.) as well as all documentation submitted to the SBA as part of the application. In addition, all payroll and compensation documentation – including any records you reviewed in preparing the application and all records showing how the PPP funds were spent – should be retained. This information should be stored in a safe and secure location. If you are maintaining it electronically, maintain a back-up, and limit access to those electronic files. This is a new program, and additional guidance is likely to come from the SBA as businesses begin to apply for forgiveness as a result, we encourage borrowers to err on the side of retaining “too much” rather than too little.
My suppliers are not able to come through with my materials due to COVID-19 related shortages. What can I do? TODD: Whether it’s supply chain disruptions or cash-flow problems, many businesses are seeing their suppliers default on contracts. Responding to those disruptions requires a business to balance the need to meet their own obligations with the importance of maintaining relationships that may extend beyond the COVID-19 crisis. It’s important to carefully review all existing and proposed supply contracts to identify contract provisions related to default and remedies, as well as force-majeure provisions that could excuse performance because of the pandemic. It’s equally important to be proactive and communicate with suppliers or distributors before problems arise. If a party to a contract is simply unable to perform their end of the bargain, a business needs to decide whether that nonperformance can be addressed by modifying the contract or seeking a more formal resolution through litigation. It’s important to remember that most businesses are doing everything they can to perform and that you may need to work with those suppliers in the future when they are able to perform. Litigation can be a powerful tool, but it can also burn bridges that are vital to the success of your business down the road.
What clauses should I make sure are in my future agreements to try to blunt the impacts of business interruptions? TRASK: No one could have anticipated the impact of COVID-19. There are, however, best practices for all business owners to consider in all contracts. Too often, “boilerplate” clauses like force majeure and “industry standard” clauses such as deposit amounts or termination provisions are overlooked. Many now are wondering why they did not have a better force majeure clause, or why they do not have adequate security for the contract. All clauses in a contract are important and relevant, and should be given due care.
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|REAL ESTATE|
Brunswick bucks luxury trend H
PHOTO C/O LANDMARK SOTHEBY’S INTERNATIONAL REALTY
Bucks in Brunswick: The home at 1405 W. Main St. in the town of Sunset Beach sold in April for nearly $3 million.
BY CECE NUNN igher-end homes can stay in families for generations, explained Tiffany and Eddie McNeely of the McNeely Group of Landmark Sotheby’s International Realty. That can mean fewer homes for sale at any given time in the $1 million-and-up price range. One potential reason Brunswick County’s luxury home sales increased significantly in April, is “we haven’t had a whole lot of inventory of higher-end properties come on the market, so when they’ve actually hit the market, there seems to be more demand than there is supply,” said Eddie McNeely. The McNeely Group listed the home that represented the highest-priced sale in April in the tri-county region: 1405 W. Main St. in the southern Brunswick County town of Sunset Beach. The 5,175-square-foot ocean-
front home sold April 13 for nearly $3 million. Another reason Brunswick County did so well, said Tiffany McNeely: “We have the most unique beaches in my opinion in the United States. We offer both serenity, and you’re five hours from the mountains and the price is much less than other areas on the coast.” As for the home in Sunset Beach, the house is U-shaped with six bedrooms and six-and-a-half baths. “It truly is a one-of-a-kind property. It’s the southernmost oceanfront property in the state of North Carolina,” Eddie McNeely said. Despite the coronavirus, in April, Brunswick County experienced one of its best months ever for the sale of homes priced at $1 million or more. That’s according to a report from Wilmington firm Just For Buyers Realty based on the N.C.
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REAL ESTATE Regional Multiple Listing Service. While only two homes in the $1 million-or-more price range sold in New Hanover County in April, Brunswick had nine closings in that sector with a total value of nearly $15 million. “The last time there were more high-end sales in Brunswick County was in May 2006 when 12 homes sold for $15.9 million,” stated the report, compiled by Kathleen Baylies, broker in charge at Just For Buyers. The last time sales were that low in New Hanover County was September 2018, the same month Hurricane Florence made landfall. That month recorded one sale for $2.1 million, the report stated. “When there is a particularly slow month, especially in New Hanover County, it’s almost always due to a situation beyond anyone’s control,” Baylies said. “Two years ago, you had Florence. It would be tempting to say, ‘And this year you had COVID-19.’ While I have no doubt the virus was a factor, it’s perplexing that Brunswick County, the county right next door, didn’t see the same falloff. Frankly, I don’t know how to explain that.” Only two homes sold in New Ha-
nover County for a collective $2.9 million. The report stated that it’s possible New Hanover’s lackluster April performance might be just an irregular blip. “The number of homes that went under contract last month suggest that May’s sales numbers will be slightly behind last year’s strong performance, but more in line with typical numbers for the month,” according to the report. The local real estate market felt the effects of the times during April, the first full month when measures were in place to slow the spread of the coronavirus pandemic. Cape Fear Realtors reported earlier this month that the overall median sales price was up by 5.3% last month compared to April 2019, to $260,000. Closed sales, however, were down 2.2% in the tri-county region of New Hanover, Brunswick and Pender counties, the data showed. Two of the most drastic changes were the 32.6% drop in new listings and nearly 20% decrease in pending sales from the same month last year. CFR is monitoring the situation, according to a news release from the
Wilmington-based Realtors’ group. CFR President Tony Harrington said he remains optimistic. “Realtors quickly adapted to conduct business virtually to keep the market moving for buyers and sellers,” Harrington said in the release. “As we move through phased reopening of the economy, we expect both new listings and pending sales to rebound quickly.” Some Realtors said they are seeing the usual amount of business or even more despite the impacts of the virus. “Our numbers for our team are actually up over last year,” said Aimee Freeman of the Aimee & Co. real estate team with Keller Williams Realty. “We’re busy. … Just because something’s happening, we don’t take our foot off the gas.” Showing activity has been down about 50 percent for luxury homes in the area in the midst of the coronavirus pandemic, but still, there is good news, brokers say. “The buyers that we are seeing come into the market are very serious,” said Nick Phillips, founder of and broker with Wilmington-based Landmark Sotheby’s International Realty.
Meanwhile, March was a really big month, Phillips said, for Landfall, an iconic Wilmington neighborhood that contains some of the highest-priced homes in the city. Three homes priced at $2 million or more in Landfall sold during March, a rarity. Phillips’ firm was the listing agent for all three properties. Will Musselwhite of Landmark Sotheby’s International Realty was the listing agent for a Landfall home that sold for just under $2 million in April. “I think that a community like Landfall is always going to maintain a strong attraction for folks because of the location and the amenities,” Phillips said. Phillips said he has high hopes for the future. “The market was very strong through January and February, and we believe that once the stayat-home orders are lifted there’s a good chance we’ll see a V-shaped rebound,” he said at the end of April, “because the underlying fundamentals were so good prior to the stay-at-home orders going into effect.”
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May 22 - June 4, 2020
| This is a sampling of stories from the Business Journal’s Real Estate Update. Subscribe at wilmingtonbiz.com.
Hampstead Bypass funds affected by virus The Hampstead Bypass is one of a growing number of area projects impacted by the effects of the COVID-19 pandemic on the N.C. Department of Transportation’s coffers. Since the NCDOT is now below its cash floor balance, no new agreements or contracts can move forward, affecting the department’s ability to purchase right-of-way for projects, among other activities, said Chad Kimes, NCDOT’s Division 3 engineer. “This has a direct effect on rightof-way acquisition. Therefore, the right-of-way process on the Hampstead Bypass is suspended,” he said. Some activity on the Hampstead Bypass continues with engineering work. But the inability to obtain right-of-way acquisition (purchasing land needed to complete construction projects), would keep the construction from moving forward,
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he said. The Hampstead Bypass consists of a set of projects, one roadway that extends from N.C. 210 to the north of Hampstead including three interchanges, and another that connects the U.S. 17 Wilmington Bypass to N.C. 210. The Hampstead Bypass is on a shortlist of area projects that are able to move forward with preliminary engineering over the next 12 months. No other work is taking place on any other projects outside of the list, Kimes said. The sharp decline in revenue has resulted in NCDOT falling below the statutorily mandated cash floor of $293 million, according to a May 4 release from NCDOT. According to state law, once the department falls below the cash floor, it can no longer enter into new contracts that spend money on transportation projects.
More ‘Magic’ moves in to Oleander Drive facility The McDonah family capitalized on a popular niche when they started Practical Magic in 2016. The business sells gemstones, crystals, candles, essential oils, jew-
|
elry and more online and in a retail location in Wilmington. Founded by sisters Carly and Nellie McDonah and their mother, Amy, Practical Magic moved recently from a house on Oleander Drive to the 6,000-square-foot former Scuba Now facility at 5740 Oleander Drive. “We probably have thousands of products, and when we moved here, we thought that it would be enough space to provide room for our customers to come in and shop,” said Carly McDonah, of the house at 5008 Oleander Drive the store used to occupy. “But two of the rooms were just full of inventory, and the other rooms were all being used for shipping.” Carly McDonah, who has a bachelor’s degree in business management, and Nellie McDonah were in pre-med classes in Oregon before moving to Wilmington. The online segment of Practical Magic is a larger part of the business, with an estimated 1,000 orders a month, she said. Broker Bill Maus of Wilmington-based commercial real estate firm Maus, Warwick, Matthews & Co was the listing agent for the property, which was left vacant when
Scuba Now sold to a Georgia dive firm at the end of last year.
Myrtle Beach firm is now Sea Coast Advantage A South Carolina residential real estate firm recently adopted a familiar name: Coldwell Banker Sea Coast Advantage, but in Myrtle Beach, according to an announcement. The firm was previously known as Coldwell Banker Chicora Advantage. “This strategic new partnership allows us to leverage the marketing muscle and advanced technology of the Coldwell Banker Advantage network of companies,” stated Brian Moxey, president of Coldwell Banker Sea Coast Advantage in Myrtle Beach, in a news release. Moxey also said that having a non-competing management structure “results in a more positive experience for all, especially agents and their clients,” according to the release. Tim Milam, president and CEO of Wilmington-based Coldwell Banker Sea Coast Advantage, said Moxey’s firm has an established reputation in Myrtle Beach.
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Sponsors’ Content
ENVIRONMENTALLY RESPONSIBLE HOME BUILDING
A
panel from the local building and design industry got together to discuss sustainable housing efforts and its impact on the environment. Building material advancements have provided new homes to operate at maximum efficiency rates. With more homes than ever being constructed in the Cape Fear Region, contractors have put standards in place to support this effort and some homebuyers are making sustainability a top priority.
SCOTT BYERS: How important is sustainability and environmental responsibility in the buying decision? CRESS BELL: I don’t see a lot of domestic constructed or manufactured product. From the environmental side, there’s two things to consider. One ─ codes are driving us to be more efficient. For instance, if you have a 36-inch range incorporated into a home design, we have to introduce air to the house automatically. Because of this, homes are being built very tight and efficient ─ it’s a great thing. For instance, all our light bulbs and fixtures are LED, and we have tankless water heaters that only heat water on demand. Window technology and insulation have changed to provide more efficient heating and cooling of homes. Houses are more efficient than ever, and that is a big part of our discussion with clients. I think to a certain extent, like a lot of things, efficiency is becoming more and more expected. SCOTT LECHTRECKER: Years back “green” was the term for environmental efficiency. Everybody wanted the green house and LEED certified. Now you just don’t hear that as much because efficient home building has become commonplace. SCOTT BYERS: Are buyers asking what build-
[ Discussion Moderator ] S C OT T BY E R S President and CEO Majestic Kitchen & Bath Creations
S COT T L E C HT R E C K E R Owner Ocean 3 Design
C R ESS B E LL President Bell Custom Homes
C E E E DWA R DS President Markraft Cabinets
J E N N I F E R K RA N E R President
C HA R L I E T I P TO N
Big Sky Design
PulteGroup
ing products are made of and where they are coming from? CEE EDWARDS: When green homes and LEED certified became popular, it was so expensive. And shortly after, the recession hit. Our company was forced to take green certified cabinets out of our showrooms. With cabinets, the green trend hasn’t been as popular with our clients since the recession, so we’re not having clients ask about the materials used or where they are produced. JENNIFER KRANER: I’m LEED accredited and I see it more on the commercial end of things. With commercial design, sustainability is an important part of the project. On the residential side, we see a lot of people wanting to go local. They would rather have a local wood contractor who installs the floors and not even think about an engineered wood that’s not local to our area. Especially on the furnishing side of our business, clients want to work with a manufacturer in the Carolinas rather than sourcing out of the area. North Carolina is great place to be in the furniture industry and I think people like the fact that
Coastal Carolinas Division President
the product is milled and made closer to home. SCOTT LECHTRECKER: While I don’t get into the selection side of things as much, LEED and green are not terms I hear much of anymore. However, I do hear the trend to keep it local. CHARLIE TIPTON: I’m absolutely seeing sustainability and environmental concerns weigh in during the buying process. I do think it has become somewhat of an expectation, but we’ve also done such a good job as an industry of just advancing our techniques. I think we do a good job promoting it and it’s another one of those areas where our biggest competition is resales, so we’re quick to make sure we’re educating buyers who come through our door of all the advanced construction techniques, better installation values, and all the other home efficiencies that lead to lower utility costs. I think we get in front of it, which is probably why we don’t get as many questions asked. Helping educate the homeowner about justifying costs and supporting value is an important piece of our industry.
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| BIZ LEADS | BizLeads is a collection of information gathered from greater Wilmington courthouses, state government offices and informational websites. These listings are intended to help the business community find new customers and stay on top of happenings with current customers, vendors and competitors. New Corporations lists firms that were recently incorporated in the state of North Carolina. All information is gathered from the North Carolina Secretary of State website. Addresses listed may not be the actual address of the business.
NEW CORPS April 25 May 14
2217 Jefferson St. Wilmington 28401 Agent: Shawntia Monae Blackston
ALPHA OFFROAD LLC 101 W. Frampton Court Hampstead 28443 Agent: Jake Ferguson AMJ HOLDINGS OF WILMINGTON LLC 3807 Peachtree Avenue Suite 200 Wilmington 28403 Agent: Andrew Cooke ANP of NC LLC 7658 Vancouver Court Wilmington 28412 Agent: Paula Kay Humphrey BARKIE CHARTERS LLC 6528 Old Fort Road Wilmington 28411 Agent: Jacqueline M Solomon
2318 WRIGHTSVILLE LLC 305 Martin St Wilmington 28401 Agent: Terri Lefler
ABOVE GROUND PROS INCORPORATED 7304 Champlain Dr Wilmington 28412 Agent: Chad Smith
BATARORA LAND MANAGEMENT SERVICES LLC 1606 Maco Rd NE Leland 28451-8665 Agent: Bryan C. Leonard
3925 CAROLINA BEACH LLC 108 N Front Street Wilmington 28401 Agent: Nader Abdelhamid
ADIRA MANAGEMENT GROUP LLC 2018 Eastwood Road Suite 209 Wilmington 28403 Agent: Matthew D Adams
BDF MARINE CONSTRUCTION LLC 910 Colonial Circle Carolina Beach 28428 Agent: Bobby Fowler
A BLACK ROSE BOUTIQUE LLC
AH REGULATORY SOLUTIONS LLC
BEACH AUTO FINANCE LLC 816 Sound View Dr
Hampstead 28443 Agent: Michael J Rokoski BEACHSIDE EXPRESS SERVICES INC 812 Mackay Ct Wilmington 28412 Agent: Cassandra S Conner BEANIE & BLAZER LLC 1802 Fordham Rd. Wilmington 28403 Agent: Brandon Walker Birch Creek Timber LLC 2202 South Live Oak Pkwy Wilmington 28403 Agent: Corey Barnhill BLUE ELECTRONIC SOLUTIONS INC. 4013 Masonboro Loop Rd Wilmington 28409 Agent: Shane J. Blue BOAT LANDINGS LLC 5813 Harbor Breeze Dr Wilmington 28409 Agent: Morgan Delyn Fritz BODEGA MARKET LLC 1213 Culbreth Drive Wilmington 28405 Agent: Christopher Horne
BOUTIQUE LLC 1112 Rankin St Wilmington 28401 Agent: Sloane Green BROUSE GROUP INC 1929 Sandwedge Place Wilmington 28405 Agent: Devon Matthew Brouse BUNS IN THE SUN LLC 1054 S Fisher King Dr SE Bolivia 28422 Agent: Lisel Marie Denoble BUSYBODY REALTY LLC 296 McClammy Rd Hampstead 28443 Agent: Judson Fisher BYRD’S ENTERPRISES LLC 75 Acorn Branch Way Hampstead 28443 Agent: Andrew R Byrd CASEY NELSON WELLNESS LLC 3600 S. College Road E360 Wilmington 28412 Agent: Casey Nelson
BODHI LLC 1540 South 2nd St. Suite 22 Wilmington 28401 Agent: Tamal Dodge
CB BUSINESS PARK CONDOMINIUM UNIT OWNERS ASSOCIATION INC. 340 Wild Rice Way Wilmington 28412 Agent: Terry L. Greet
BOUGIE MOMZ
CHARCOLE CINEMA
SERVICES LLC 2112 Ascott Place Wilmington 28403 Agent: Coleman Charles McDaniel III CHRIS MEADOWS INSURANCE LLC 104 E Colonnade Dr Hampstead 28443 Agent: Chris Meadows
CRAFT WEB DEVELOPMENT INC. 305 L. Ave Kure Beach 28449 Agent: Kelly A. Brintle
CLARE REALTY GROUP LLC 6920 Haberdeen Dr Wilmington 28411 Agent: Anthony Clare COASTAL CAR WASH OF MONKEY JUNCTION L.L.C. 512 Chattooga Place Dr. Wilmington 28412 Agent: Jacob Salgado COASTAL CAROLINA BUYERS REALTY LLC 6102 E Oak Island Dr Oak Island 28465 Agent: James K. Somers
CONNIE KISLING LLC 2524 E Pelican Dr Oak Island 28465
CONTAGIOUS LOVE LLC 4025 Blueberry Road Currie 28435 Agent: Adrienne Hayes COOKIE HEAVEN LLC 5008 Hunters Trail Unit 2 Wilmington 28405 Agent: Tiffany Bozeman Fulwood
CHURRASCO ILM LLC 5425 Whaler Way Wilmington 28409 Agent: Laurel Hope Uzcategui
COLEY’S LANDSCAPE CREATIONS LLC 1084 Mill Creek Loop Leland 28451 Agent: Jesse Coley
Agent: Connie Anne Kisling
CRYSTAL ISLAND LLC 205 N 5th Avenue Wilmington 28401 Agent: A David Ervin CS2 - CREATIVE SMART SOLUTIONS LLC 708 Cape fear Blvd Carolina Beach 28428 Agent: Susan Hunnerman CURTI USA CORPORATION 9407 Fallen Pear Ln NE Leland 28451 Agent: Bruce Teeling CUSTOM INTERIORS OF THE CAROLINAS INC 2810 Chestnut Street Wilmington 28405 Agent: Willie A Gates III DAN MERCERUIO
PRODUCTION LLC 6508 Fawn Settle Dr. Wilmington 28409 Agent: Daniel Merceruio DAVIS FARMS OF ROWLAND INC. 6655 Beach Dr SW Rm 5 Ocean Isle Beach 28469 Agent: Cynthia D Bridgers DENNIS DAVIS ENTERPRISES LLC 1319 Military Cutoff Road Suite Cc#131 Wilmington 28405 Agent: Dennis Davis DIRECT DIESEL PERFORMANCE INC 8039 NC Hwy 11 Willard 28478 Agent: Joshua R Hancock DREAMS CONSTRUCTION NC LLC 2828 Bloomfield Lane Apt 204 Wilmington 28412 Agent: Igor Souza Santos DRIVE TIME AUTOMOTIVE LLC 115 Hinton Ave Suite 11 Wilmington 28403 Agent: Darius Henry EAST COAST SANITIZING SERVICES LLC 275 Northwest Ave Burgaw 28425 Agent: Max O’Neil Benton Jr
WHY JOIN T H E C H A M B E R? E N GAG E . I N F LU E N C E . I M PAC T. T h e Wi l m i n g t o n C h a m b e r o f C o m m e r c e b r i n g s y o u i n n o v a t i v e m e m b e r b e n e f i t s a n d p r o g r a m s t h a t c a n m a ke t h e m o s t o f y o u m a r ke t i n g d o l l a r a n d p r o v i d e m e a s u r a b l e r e t u r n s . We ’ r e h e r e t o h e l p y o u e n g a g e , i n f l u e n c e , a n d m a ke a n i m p a c t u s i n g d y n a m i c p r o g r a m s , s e r v i c e s , a n d i n i t i a t i v e s d e s i g n e d with your busines success in mind.
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8818 Champion Hills Dr Wilmington 28411 Agent: Douglas Allan Rupp
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| BIZ LEADS | Hutcherson GS PHOTO LLC 613 Sandfiddler Pointe Wilmington 28409 Agent: Gregory Schimizzi
EDGEWATER ENVIRONMENTAL CONSULTING LLC 3819 Park Avenue Wilmington 28403 Agent: GM Entity Services Inc.
GUERRERO FRAMING LLC 6728 Old Brick Road 1 Wilmington 28412 Agent: Julian Resendez
ENVIROTECHS LANDSCAPE MANAGEMENT L.L.C. 212 Overlook Drive Wilmington 28411 Agent: Johnathan Miller EVANS PROPERTIES OF THE CAROLINAS LLC 723 Bedminister Ln. Wilmington 28405 Agent: Jeremy Evans EVERYTHING GRANTS LLC 318 Bland St Wilmington 28401 Agent: Vivan S Schweizer FANCY TAILS LLC 214 Princess Street Wilmington 28401 Agent: Paul Mediratta FIRE MECHANICAL II INC 1410 Forest Hill Dr Navassa 28451 Agent: Scott T McCaffrey FLATWIRE ELECTRIC LLC 2110 Fowler St Wilmington 28403 Agent: James Hunter
H. METAL ROOFING AND REMODELING LLC 213 Southgate Dr Lot 12 Wilmington 28405 Agent: Diana L Garcia Ramirez HAIR REPUBLIC LLC 7017 Rice Gate Wilmington 28411 Agent: Blythe M Lundy HANOVER PLACE WRIGHTSVILLE AVE LLC 305 Elisha Drive Wilmington 28405 Agent: Jeremiah Steff HER NEW LIFE LLC 703 Gulf Stream Drive Kure Beach 28449 Agent: Kathleen Gutmann HESELTON INVESTMENTS LLC 4453 Indigo Slate Way Wilmington 28412 Agent: Franklin Heselton HOMETOWN KITCHEN & BATH LLC 214 McGregor Rd Castle Hayne 28429 Agent: Forrest Howard
Cobb
Agent: Caroline A Rawl
Agent: Eric Long
HONUA LLC 1 Jan Street Unit a Ocean Isle Beach 28469 Agent: Taylor Esposito
KING OF THE HILL TRUCKING LLC 3616 Blue Banks Loop Rd NE Leland28451 Agent: Gregory Hughes
LONG CREEK WINERY LLC 636 Bedminister Ln Wilmington 28405 Agent: Henry Clay Emerson
HOOKED-ON LANDSCAPING LLC 1607 Bonito Lane Carolina Beach 28428 Agent: Jantzen Hartsell HUFF ROKOSKI DEVELOPMENT LLC 816 Sound View Dr Hampstead 28443 Agent: Michael J Rokoski HULL MARINE PRODUCTS LLC 506 Bayshore Dr. Wilmington 28411 Agent: Tyler B. Hull ISLAND OCEAN GEAR LLC 201 Royal Oak Dr Wilmington 28409 Agent: Kristopher Lee Johnson J BOWEN LLC 154 Rogers Ave Wilmington 28403 Agent: Jonathan Bowen J&J DRYWALL SERVICES LLC 8941 Stephens Church Rd Wilmington 28411 Agent: Cesar Palma KAERU LLC 718 Market Street Wilmington 28401
KRISTI KING HAIR STUDIO LLC 817 Town Center Dr # 19 Wilmington 28405-8340 Agent: Kristi King LAND LEASE CAROLINAS LLC 2004 Balmoral Place Wilmington 28405 Agent: Allan Middleton LEGHORN INVESTMENTS LLC 1985 Eastwood Road Suite 201 Wilmington 28403 Agent: W. Merrette Moore III LITTLE BOXES OF JOY INC. 5710 Oleander Drive Suite 204 Wilmington 28403 Agent: Darryl Mills LITTLE BOYS PRODUCE LLC 5655 Green Swamp Road NW Ash 28420 Agent: Daniel H Little LONDON HOME IMPROVEMENT LLC 2712 Naudin Court Wilmington 28411
LOVE THY NEIGHBOR COMMUNITY OUTREACH LLC 423 Estate Rd Wilmington 28405 Agent: Glenna Marie Jones LTH ENTERPRISES LLC 18 Bedford Forest Dr Wilmington 28412 Agent: Linda T Hinton
MAGNOLIA LEGACY PROPERTIES LLC 1121 Military Cutoff Rd. Ste. C #364 Wilmington 28405 Agent: Deborah Fedoronko MAVEN COFFEE L.L.C 1123 Matteo Dr Apt 311 Wilmington 28412 Agent: Nicolas Nino ME RENEWABLES LIMITED 1303 Wakefield court Winnabow 28479 Agent: Anthony Teece MERAKI LIFE SCIENCES CONSULTING INC 7211 Fisherman Creek Drive Wilmington 28405 Agent: Donald Lee King Jr
M & T PROPERTY MANAGEMENT LLC 276 Hawk Hollow Trail Burgaw 28425 Agent: John Turner Greenough III
MERESTONE HOLDINGS LLC 3811 Peachtree Avenue Suite 200 Wilmington 28403 Agent: Tony Stroud CPA PC
M&Z PROFESSIONAL SERVICES L.L.C. 8651 Stephens Church Rd. Apt D308 Wilmington 28411 Agent: Felix Osei Boateng
METAPHYSICALIZE LLC 3495 Hanover Ave Castle Hayne 28429 Agent: Jane Chaucer
MAEVA PROPERTIES LLC 110 Bluefish Lane Kure Beach 28449 Agent: Michael A Cavanaugh MAGIS LLC 1904 Eastwood Road Ste 310a Wilmington 28403 Agent: The Humphries Law Firm P.C.
Agent: Jaames Bradford McNeill MOVING BY FAITH LOGISTICS L.L.C 4471 Holly Tree Rd Wilmington 28412 Agent: Davonal Williams MYATT HOME INSPECTIONS LLC 1323 Elmers Drive Shallotte 28470 Agent: William Alfred Myatt V NAVARRO CARPENTRY LLC 1432 Harbour Drive Apt B Wilmington 28401 Agent: Elvin Yovany Navarro Alberto NORTH CAROLINA COASTAL FISHERIES REFORM GROUP 536 Beach Road North Wilmington 28411 Agent: David Sammons NORTH END BUILDERS NC LLC 302 Erinshire Ct Wilmington 28412 Agent: Zach Finnegan
MILLS GROUNDS MAINTENANCE LLC 1606 Eyota Drive Ocean Isle Beach 28469 Agent: Frank Mills
NORTH SIDE EVENT CENTER LLC 1002 Chestnut Street Unit B Wilmington 28401 Agent: Antwan Moore
MORTAR & PESTLE LLC 473 Esthwaite Dr SE Leland28451
OAXACA CONSTRUCTION LLC 101 Shasta Ln #1
Navassa 28451 Agent: Pedro SanchezAparicio ODEN FAMILY VENTURES LLC 2229 Acacia Drive Wilmington 28403 Agent: William A. Oden III OMEGA GLASS N.C. L.L.C. 4717 Prior Dr Unit 155 Wilmington 28412 Agent: William A Wilson PANTEGO PARTNERS INC. 5313 Pantego Lane Wilmington 28403 Agent: Ronald G. Costella PATCH OF NATURE LLC 201 Buccaneer Road Wilmington 28409 Agent: Christopher Yoder PATRICIA WINGFIELD L.L.C. LTD. LIABILITY CO. 1416 Parkview Cir. #303 Wilmington 28405 Agent: Patricia Wingfield PETE2 HOLDINGS LLC 401 Buccaneer Rd Wilmington 28409 Agent: Peter F. O’ Brien PIKOS LLC 3811 Peachtree Avenue Suite 200 Wilmington 28403 Agent: Tony Stroud Cpa PC PORT CITY CARDS LLC 503 Emerson Pt Wilmington 28411
Barnwell Whaley Attorneys for Businesses & Professionals since 1938.
Chris Hinnant Member Attorney Wilmington Office • Hospitality law Liquor liability - dram shop law Premises liability • Business law • Civil litigation • Medical malpractice • Professional liability • Construction litigation chinnant@barnwell-whaley.com
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EAST2WEST CONSULTING SERV LLC 5724 Wisteria Ln Wilmington 28409 Agent: William Blackley
At torn eys for businesses & p rofes sionals sin ce 19 3 8
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www.barnwell-whaley.com @barnwellwhaley 1427 Military Cutoff Road Suite 202 . Wilmington 910.679.1388
Page 24
May 22 - June 4, 2020
RED EARTH Marketing HOME BUILDER AND DEVELOPER SERVICES SINCE 1998
| BIZ LEADS | Agent: Trevor Blake Andrews PORT CITY HURRICANE SHUTTERS LLC 4107 Benfield Ct Wilmington 28409 Agent: Justin Heckler PROGRESSIVE PRACTICE PARTNERS INC. 5601 Captains Lane Wilmington 28409 Agent: Tina Rivenbark
HOME RENDERING & FLOOR PLANS
PROJECT ELIMINATORS INC 4022 Old Bridge Road SE Ste C Southport 28461 Agent: Barbara M Williams PURE PURPOSE HAIR L.L.C. 7122 NC Hwy 50 Maple Hill 28454 Agent: Camesha James
VIRTUAL STAGING
BUILDER SITE PLANS
QUAIL RIDGE PROPERTIES LLC 102 Quail Ridge Rd. Wilmington 28409 Agent: Brian Braithwaite
“We’ve been working with John and his team for over 25 years. Their ability assess a market or opportunity and then build a program to effectively deliver on that plan is truly “pitch perfect.” (EVERY. SINGLE. TIME)”
R & S SITE WORK L.L.C. 1005 Potomac Dr Wilmington 28411 Agent: Anthony Romano
Wilmington, NC Based | 910.777.1141 | RedEarthMarketing.com
RAY CR PAINTING LLC 6509 Greenville Loop Trlr 91 Wilmington 28409 Agent: Maria Magdalena Calderon Rodriguez
Dave Spetrino- Founder PBC- Build + Design
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REIBER INC. 1519 N 23rd St Suite 300 Wilmington 28405 Agent: Michael Reiber RESOLUTION LENDERS LLC 111 Princess Street Wilmington 28401 Agent: Herbert J Zimmer RILA HOLDINGS INC. 5118 Helmsport Avenue Wilmington 28409 Agent: Boyan Georgiev ROMAN MARTINEZ TOME LLC 8941 Stephens Church Road Wilmington 28411 Agent: Cesar Palma
Martinez
Agent: Shawn Bowman
ROMERO MASONRY OF WILMINGTON LLC 25 Arvida Spur Rd Rocky Point 28457 Agent: Armando RomeroRamirez
SOUND COVERAGE LLC 86 Cedar Tree Lane Calabash 28467 Agent: Norman T Neligon
ROOTED IN RELAXATION LLC 3807 Wrightsville Ave Suite 19 Wilmington 28403 Agent: Elizabeth Futrell RUGBY ENVIRONMENTAL INC. 1213 Deer Hill Dr Wilmington 28409 Agent: Perry Pence RUN WITH US LLC 18 West Oxford Street Wrightsville Beach 28480 Agent: Robert Dewitt Reynolds III SAYABLY LLC 139A S. Boca Bay Lane Surf City 28445 Agent: William J. Devlin Jr. SCHRYER AND ASSOCIATES PLLC 1611 Greenfield Street Wilmington 28401 Agent: Preston Schryer SDH3 PROPERTIES LLC 2926 Boundary Street Ste. 100 Wilmington 28405 Agent: Virginia Trask Hollngsworth SHOREBREAK HOLDINGS LLC 1042 Hoover Rd Hampstead 28443 Agent: Tara Nucci SHORELINE ENTERPRISES L.L.C. 313 Keziah St Oak Island 28465 Agent: Tiffany Y Munday SHTF ARMOR LLC 1320 Final Landing Ln Wilmington 28411 Agent: John M Tyrpak CPA PLLC SKB GLOBAL ENTERPRISES INC. 1023 Durham Ave Calabash 28467
SOUTH SIDE 50 TRUCKING LLC 129 John Pickett Rd Maple Hill 28454 Agent: Xavier Raejon Lee SPARROW STUDIOS LLC 313 Nottingham Lane Wilmington 28409 Agent: Steven M. Mattis SPOTLOE CONSULTING LLC 4136 Pine Hollow Dr Wilmington 28412 Agent: Victor F. Spotloe Jr. SS COASTAL REALTY LLC 7406 Foxwerth Drive Wilmington 28411 Agent: Mark Steven Semken Jr ST JAMES HOME DESIGN LLC 4911 Long Beach Road Southport 28461 Agent: Margaret Logan Dinnean STEWART’S PROPERTY MAINTENANCE L.L.C. 235 Over St Burgaw 28425 Agent: Jason P Stewart SWITCH JEWELRY L.L.C. 3018 Hayden Dr Wilmington 28411 Agent: Laura Hedspeth THE BLUE RIDGE BOUTIQUE LLC 1233 Dunlop Dr NE Leland 28451 Agent: Simran Canterberry THE EXECUTIVE SUMMARY GROUP INC 701 Woodland Forest Ct Wilmington 28403 Agent: Dana T. Barnes THUNDER MEDIA L.L.C. 549 Wayne Drive Wilmington 28403 Agent: Michael Guess Jefferson TLC LANDSCAPES LLC 8524 Lanvale Forest Drive NE
Leland 28451 Agent: Joseph Stancil TOTAL GAINZ DISPATCHING LLC 81 John Henry Store Rd Atkinson 28421 Agent: Kneshe Henry TREASURE TEETH LLC 1733 Futch Creek Rd Wilmington 28411 Agent: Zoe Margaret Jayne Jurusik TRUCLEANONE INC 1319-A Canal Dr Carolina Beach 28428 Agent: Julie Bowden TRUE OIL LLC 410 32nd Street Sunset Beach 28468 Agent: William J Tuck TRUE VINE FARMS LLC 265 Racine Drive Ste 104 Wilmington 28403 Agent: J. C. Hearne II VITAMINE SEA LLC 6 Union St Ocean Isle Beach 28469 Agent: Marjorie A Foster WEST WIND PRINT CO LLC 4209 Forwalt Place Wilmington 28409 Agent: Christine Wilcox WILMYWOOD DRIVE IN LLC 1302 Big Horn Ct. Wilmington 28411 Agent: Megan Hixson WINGNUT ENTERPRISES LLC 2018 Eastwood Road Suite 209 Wilmington 28403 Agent: Matthew D Adams WISE OWL LLC 411 Point View Ct Wilmington 28411 Agent: Tara M Farkas WURK BOUTIQUE L.L.C. 5113 Sun Coast Drive Wilmington 28411 Agent: Aleczander Tre’ Oveon Wilson WYANDOTTE LLC 1985 Eastwood Road Suite 201 Wilmington 28403 Agent: W. Merrette Moore III
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Page 26
May 22 - June 4, 2020
Greater Wilmington Business Journal
wilmingtonbiz.com
RESTAURANT ROUNDUP
BUSINESS OF LIFE
This is a sampling of stories from the Business Journal’s weekly Restaurant Roundup email. Subscribe at wilmingtonbiz.com. Editor’s Note: Because of potential changes in restrictions put in place as a result of the coronavirus pandemic, some of the information below might have changed after press time
Farmers market relocates in lot next to Waterline
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The Riverfront Farmers market opened May 2 as drive-through only, but later started operating as a walk-through site at a new location: Waterline Brewing Co., 721 Surry St. in downtown Wilmington. “This location allows us to really monitor the flow of shoppers and we’re taking lots precautions,” said James Christopher of Cool Wilmington, which partnered with the cithy of Wilmington to take over the market’s operation. “We require vendors to wear a mask and gloves, and to wipe down surfaces after every transaction. We limit the number of people within the market and have a lot of signage and staff to help with the flow of traffic and distancing.” He said the market is also asking attendees to wear masks for everyone’s protection. Shoppers can expect to see regular vendors such as Alchemy Ranch, Backyard Gardeners, Beartrack Farms, Castle Hayne Farms, Davis Seafood, Lewis Farms, Panacea Brewing Co., Shelton Herb Farm, and many of the other vendors they are familiar with. The Riverfront Farmers Market at Waterline Brewing Co. is open every Saturday from 9 a.m. to 1 p.m.
Brunches reopens, opens new location on Randall Just as Brunches owners Danny and Earl McPherson were preparing for the grand opening of their Brunches second location, on Randall Parkway, in March, state orders restricting restaurants to take-out and delivery-only went into effect. The brothers, who also own King Neptune Restaurant at Wrightsville Beach, began mobilizing their staff to run take-out for both businesses out of the Mayfaire location, and report that for the next two weeks they were doing about 80% of their normal business. By March 31, the brothers made the decision to close temporarily. Throughout April, they served
over 4,000 meals to the community as well as over 500 essential care packages with items such as toiletries and cleaning products. “We spent the month working on getting our systems in place and lining up best practices,” McPherson said. “This is our new normal for the time being and we wanted to make sure it’s something we can effectively maintain not just for a few week but for the next several months if necessary.” McPherson said the first day at the new location later in May was a success, and they were encouraged by the community support. For Brunches and King Neptune, they had tweaked their menus somewhat to offer the items that works best for carry-out and shifted their hours to peak times.
Savor banks on offerings of take-and-bake, market Despite a tremendous loss in revenue because of the coronavirus pandemic, Jeff and Danielle Cousler, owners of A Thyme Savor catering and Savor Southern Kitchen, are finding new ways to keep their businesses afloat. The Couslers have been in the catering business in the Port City for nearly a decade, and announced their purchase of the well-established Bon Appetit restaurant and catering company property just last March. After a four-week closure and securing a PPP loan, Savor reopened April 25, with curbside pick-up and a farmer’s market with fresh produce, take-and-bake meals, jams, honey, fresh baked breads, desserts, beer and wine. For those that wish to just drive through the market, they can fill out an order form with their choices and not even have to leave their car. Cousler said the market has provided a way for his staff to return to work to keep busy by preparing takeand-bake meals and baked goods in addition to their current menu, which features about 75 percent of their normal offerings. Take-and-bake items are available for pick-up daily. Savor Southern Kitchen is at 3704 Carolina Beach Road and is currently open from 8 a.m. to 2 p.m. on Mondays as well as Wednesday through Friday. The eatery is closed Tuesdays and open Saturday and Sunday from 9 a.m. to 3 p.m. with the farmer’s market open both days. -Jessica Maurer
Greater Wilmington Business Journal
wilmingtonbiz.com
May 22 - June 4, 020
Page 27
| BUSINESS OF LIFE | Stay-at-home improvement BY DAVID DEAN s hardware and other doit-yourself (DIY) home improvement retailers and gardening supply stores begin to enter their busy season, they are already seeing an unexpected uptick in business from, of all things, the coronavirus pandemic. Homeowners engaging in renovations and home repairs while stuck at home increased March sales by about 10% over the same month last year, according to the U.S. Department of Commerce. Lowe’s Home Improvement CEO Marvin Ellison said in a recent CNBC interview that his company is seeing an increase across nearly every store category as customers spending more time at home because of the coronavirus pandemic begin long-planned or new projects. Here in the Cape Fear region, area hardware stores are also experiencing increased sales thanks to families hunkering down and starting interior projects like recaulking a shower, painting, and wallpapering or engaging in outside work like planting a garden, or building a deck. “People seem to be working more on their own houses these days,” said Eric Koreman, owner of Craft American Hardware. His store at 7002 Wrightsville Ave. has been seeing an influx of parents and children shopping together for tools and supplies. “Parents are spending more time with kids, spending more time at home. More family time being had, more grandparents, grandchildren all together in the same house, friends and neighbors getting together helping each other out,” he said. Big sellers include power tools, light bulbs for science projects, gardening supplies, hand sanitizer and firewood for backyard staycations. Koreman said since people are not traveling, they’re not spending money on trips but rather are spending it in a different way such as for DIY projects. He’s noticing that customers are not worrying as much about prices, presumably since they want to get in and get out rather than stand in line with a large number of people at a big-box store. The “get in, get out” preference has led to Craft American Hardware offering curbside service, among other changes such as shortened hours
A
PHOTO BY MICHAEL CLINE SPENCER
Hard work: Eric Koreman, owner of Craft American Hardware on Wrightsville Avenue, helps customer Jamie Adams. The store has seen an increase in business as people use stay-at-home time to fix and enhance their homes.
to keep staff less stressed to better serve customers. Other retailers are following suit with altered business practices, as states and local municipalities impose limits on the number of people allowed in stores. The Home Depot, for example, is eliminating major spring promotions to avoid driving large numbers of customers to stores. Lowe’s Home Improvement has developed a new app for associates’ handheld devices to monitor foot traffic and limit the number of people in a store based on Centers for Disease Control and Prevention (CDC) and local guidelines. Teddy Davis, owner of Farmers Supply Co. at 2025 Oleander Drive, is also seeing an uptick in sales, and is especially thankful for his customers’ positive response to COVID-19 related changes in his operations. Davis and his team have been encouraging individuals at risk to come when the business first opens up or later in the day, when things are slowest, and is only allowing 10 people at a time into the store or garden center. Since his business is popular with customers who like to spend a lot of time browsing, he was worried about the
potential for lines of people waiting at the door “It’s been so great to see customers recognizing the need to come, get what they need, then get out so others can get what they need. I’m proud of them, and I’m proud of our team,” he said. Farmers Supply Co. has been selling a lot of hand tools, rakes and shovels in addition to plants, fertilizer and plant food. He’s been seeing a lot of customers building gardens for the first time ever, whether because they are home with not much to do or due to the fact that they’d rather grow their own vegetables and fruit to avoid going to the store. “Kids at home, getting them outside and into the garden is a good thing to do,” he said. Getting outside with or without his four children has been a new daily routine for middle school teacher Brandon Wieland, who has been using his time at home to build a firepit in his backyard. His trips to and from his local home improvement store in Hampstead and time spent in the yard on his DIY project are providing distinct benefits. “It’s helped keep me mentally
healthy by giving me something to do other than be on a Chromebook,” he said. In addition, Wieland said, before the pandemic, he would complain to his wife, Karin, that he just did not have the time and energy to build a firepit, trim hedges, fix a footbridge and pressure wash his fence line, among other things. According to New Hanover County Health Director Phillip Tarte, this type of activity is a great way to positively channel stress, indulge in creativity and stay active. “Being active gives us more energy, puts us in a better mood and helps us sleep better while also decreasing risk for type 2 diabetes, cancer and cardiovascular disease.” For businesspeople like Koreman, the ability to roll with the punches will be key as DIY projects end and sales ebb and flow. “We’re going to watch everybody else to gauge how to get back to normal, see what nearby businesses are doing, look at the CDC website for the latest advice. Everybody is trying to do their best,” he said, adding, “It is what it is. We’re all ready for it to be over.”
Page 28
April 17 - 30, 2020
Greater Wilmington Business Journal
wilmingtonbiz.com
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COUNTY MANAGER NEW HANOVER COUNTY
PRESIDENT & CEO NEW HANOVER REGIONAL MEDICAL CENTER
New Hanover County has received proposals from six health care organizations to purchase or partner with NHRMC, and some of the numbers are eye-popping. One proposal includes up to $2 billion for New Hanover County and $3.1 billion for capital investments. On June 18, the four people at the center of evaluating and recommending how we move forward will share their views on the proposals, the most important factors in making this decision and how the process moves forward from here. WHEN: Thursday, June 18 WHERE: This Power Breakfast will be virtual due to restrictions on large events.
COST: The Event will be broadcast for free online because of the importance of the topic. Details on how to view the live event will be announced at least a week before the event. Please register at WilmingtonPowerBreakfast.com to ensure you receive details.
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This framewo rk is m e a nt to s e r ve a s a s t a rt to t h e conversatio n fo r ret urning m ore e m p loye e s a nd bu sinesses to wo rk , ra t h e r t h a n s e r ving a s a f ina l, pre scriptive set of a nswe rs or s olut ions . www.wilmingtonchamber.org
Page 2
SMART RESTART
WILMINGTON CHAMBER OF COMMERCE
Introduction Dear C h a m be r m e m b e r s a n d f r i e n ds , The las t few we e k s h ave be e n c h a lle n g i n g , t o s ay the least. We are proud of you for h e l pi n g o u r com m u n i t y s u cce e d, f rom don ating meals to essential emp loye e s , to s ew in g f a ce m a s ks , t o s i m ply s h a r i n g resources online. Our commu n i ty h a s d e m o ns t rat e d t h at we a re t r u ly # InThisTogether. As we m ove fo r wa rd, we kn ow you a re a n x i ou s t o reopen your doors. To en s u re th e s afety of ou r com m u n i t y a n d t o h e lp you navigate this new n or m al , we h ave c re at e d t h e Re s t a r t New Ha n ove r County guide. This comp re h e n s ive gui da n ce i n c lu de s m a ny of t h e re commendations developed by t he New Ha n ove r Cou nt y Pu bli c He a lt h Of f i ce , along with guidelines from t h e C D C a n d othe r fe de ra l, s t at e , a n d loc a l a gencies. This resource w i ll act a s a l ivi n g d oc u m e nt , w h i c h we w i ll u pdat e as this fluid situation ch ange s . Thou g h we k n ow we w i s h t o ret u r n t o ou r re g u la r lives, we must take n ecess a r y pre c a utio n s du r i n g t h i s t i m e . Th e la s t t hing we want is for the v i r u s t o grow d u r in g th i s ph a s e . Th e s e g u i de li n e s will help you safely serve you r cu s to m e r s a n d accom m odat e you r e m ploye e s . If you have any q u es t i o n s , p l e a s e co nt a c t t h e W i lm i n g t on C h a m be r of Commerce. We are h ere t o h e l p yo u. Than k yo u fo r yo ur s u ppor t a n d cou ra ge a s we continue to navigate through t hi s p a n de m i c to geth e r. We’ll cont i n u e t o pe r s eve re the only way we k now h ow : t o geth e r. St ay s afe ,
Nat ali e En gl i s h Presi d e nt & C EO Wi lmi n gto n C h a m be r of Com m e rce en g li sh @w il m i n gto n c h a m be r.org
WILMINGTON CHAMBER OF COMMERCE
SMART RESTART
Page 3
TABLE OF CONTENTS
02
Int ro d u c t i o n
16
F i n a n c i a l Se r v i ce s
04
Di s c l a i m e r
17
Fo o d Se r v i ce
05
Gen era l Reco m m e n d at i o n s
18
Ma n u f a c t u r i n g
11
Acco m m o d at i o n s & Lo d g i n g
19
Me d i c a l Se r v i ce s
11
A g r i c u l t u re
20
Of f i ce s &
11
A n i m a l Se r v i ce s
20
Ph a r m a c i e s
11
C h i l d c a re Fa c i l i t i e s
21
Re a l Es t at e
12
C l o s e Co nt a c t Se r v i ce s
21
Ret a i l
14
Co n s t r u c t i o n
23
Ac k n ow l e d ge m e nt s & So u rce s
14
Ent e r t a i n m e nt Ve n u e s
16
E xe rc i s e Fa c i li t i e s
Profe s s i o n a l Se r v i ce s
Page 4
SMART RESTART
WILMINGTON CHAMBER OF COMMERCE
PROTECTING EMPLOYEES AND CUSTOMERS
These guidelines outline specific measures to aid in a safe, thoughtful reopening of businesses across categories. The specific recommendations in each category support the overall goal of opening businesses in a way that protects employees and customers from exposure to COVID-19 and helps prevent the virus’s spread. Individuals’ temperature standards as used in this report will be in accordance with the North Carolina Department of Health and Human Services. It is also important that businesses take responsibility to insure they have adequate supplies for their employees and customers such as soap, disinfectant, hand sanitizer, paper towels, tissue, face masks, etc. Companies should keep a minimum of a 15-day supply at all times.
DISCLAIMER Please be advised that some or all of the information contained in this document may not be applicable to some businesses or places of work and may not include all information necessary for certain businesses and places of work. This guidance does not supersede or replace regulations on permitted and licensed facilities such as daycares, restaurants, etc. Those organizations should still consult with their regulating agency. This document does not attempt to address any health, safety and other workplace requirements in place prior to the age of COVID-19. As COVID circumstances continue to evolve, so will the public health and safety recommendations and requirements, and as a result this document may not include all current governmental or health expert requirements and recommendations. We strongly advise that before implementing any of the practices and procedures contained herein, you carefully evaluate all and consult with your own legal counsel and other advisors regarding the legality, applicability and potential efficacy of this information in your place of business and to determine what if any other recommendations or requirements may apply to your business. The Wilmington Chamber of Commerce bears no responsibility for any circumstances arising out of, or related to, the adoption, or decision not to adopt, any of the practices or procedures contained in this guide. If you have questions, please call New Hanover County’s Coronavirus Call Center for help at 910-798-6800.
WILMINGTON CHAMBER OF COMMERCE
SMART RESTART
Page 5
GENERAL RECOMMENDATIONS Face Masks • Employees should wear PPE when possible. • Customers should consider using face coverings while in public.
Social Distancing • Practice sensible social distancing, maintaining six feet between co-workers.
Cleaning & Disinfecting
• All persons in the business will be
• Provide a place to wash hands or
at least six feet between each other. Sales
alcohol-based hand rubs containing at least 60% alcohol. • Train workers in proper hygiene practices. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • Customers will be required to use hand
required to maintain a social distance of registers should be at least six feet apart. • As part of Governor Cooper’s Phase 1 plan for reopening, the number of people inside the store will be limited to 50% of fire marshal capacity. • When possible, open all non-essential doors to reduce the need for direct
sanitizer upon entering the business.
contact.
Cash Handling
spaces 6 feet apart at the sales registers
• Stores with higher traffic will mark and outside the entrance to the store.
• Limit cash handling. • Encourage customers to use credit/deb-
Sick Employees
it cards, tap to pay, Venmo, PayPal or another form of contact-less payment.
• Employees who have a fever or are
• Sanitize point of sale equipment after
otherwise exhibiting COVID-19
each use, including pens.
symptoms will not be allowed to work.
• Provide hand sanitizer and disinfectant
• A sign will be posted on the business
wipes at register locations.
that individuals who have a fever, cough or any sign of sickness should not enter. • Employees should avoid touching your eyes, nose and mouth. - Do NOT shake hands. • Encourage workers to report any safety and health concerns to the employer.
Page 6
SMART RESTART
WILMINGTON CHAMBER OF COMMERCE
Keeping the Workplace Safe
PRACTICE GOOD HYGIENE
STOP HANDSHAKING
AVOID TOUCHING YOUR FACE
MEET VIRTUALLY
POSTPONE LARGE GATHERINGS
LIMIT BUSINESS TRAVEL
STAY HOME IF YOU’RE SICK
LIMIT CASH HANDLING
PRACTICE SOCIAL DISTANCING
WASH HANDS FREQUENTLY
SANITIZE HIGH TRAFFIC AREAS
COMMUNICATE YOUR PLAN
WILMINGTON CHAMBER OF COMMERCE
SMART RESTART
Communicating with your Team Commun ic at ion d ur in g t hi s t i m e i s i ncre d i b l y i m p o rt a nt. Remain availab le t o a nd t ra nsp a re nt w i t h yo u r e m p l oye e s. Have conver s at ion s w i t h e m p l oye e s a b o u t t he i r co nce rns . So me emp loyees may b e at hi g he r ri sk fo r seve re i l l ne ss , such as old er ad ult s a nd t ho se w i t h chro ni c m e d i ca l co n d it ion s . Your t eam’s he a l t h i s of t he u p m o st imp or t an ce, s o loop e m p l oye e s i n o n yo u r COV I D - 19 strat eg y for reop en ing .
• Prov i d e e d u c at i o n a n d t ra i n i n g m at e r i a l s i n a n e a sy t o u n d e r s t a n d fo r m at a n d i n t h e a ppropr i at e l an gu age and literacy level fo r all em ployees, like fact sheets and p o s t er s . •
Deve l o p ot h e r f l ex i b l e p o l i c i e s fo r s c h e d u l i n g a n d t e l ewo r k ( i f fe a s i b l e) a n d c re at e l e ave p o l i c i e s t o a l l ow e m p l oye e s t o s t ay h o m e t o c a re fo r s i c k f a m i l y m e m b e r s o r c are for c hi l dren i f s c ho o ls and childcare rem ain clo sed.
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Ac t i ve l y e n co u ra ge s i c k e m p l oye e s t o s t ay h o m e . Deve l o p p o l i c i e s t h at e n co u ra ge s i c k e m p l oye e s t o s t ay at h o m e w i t h o u t fe a r of re p r i s a l , a n d e n s u re e m p l oye e s a re a ware of t h es e pol i c i es.
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Educ at e wor ker s per form ing cleaning, laundry, and trash pick- u p to reco g ni ze the sy mpt oms of COV ID-19 . Develo p po licies fo r wo rker protectio n and prov i de t rai ni ng t o al l c l ean i ng staff o n site prio r to providing cleaning task s.
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Tal k w i t h compani es t hat provide yo ur business with co ntract o r tempo rary e mpl oyees abou t t h ei r plans. Discuss the im po rtance of sick empl oyees stay i ng h o me and encourage them to develo p no n-punitive “em ergenc y si ck l eave” po l i ci es.
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Pl an t o i mpl ement practices to m inim ize face-to -face co ntact between empl oyees. Act i vel y encourage f l exible wo rk arrangem ents such as telewo rk i ng o r stag gered s h i f t s.
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Th e out break of coronavirus disease 2 0 1 9 (COVID-1 9 ) m ay be stressfu l fo r peo pl e. Fear an d anxi et y about a disease can be overwhelm ing and ca u se stro ng emoti o ns i n adu l t s an d c h i l dren. Co ping with stress will m ake yo u, the p eo pl e yo u care abo u t, a nd you r commu n i t y s tro nger. Enco urage em ployees to take break s fro m watchi ng , re adi ng, or l i st eni ng t o news sto ries, including so cial m edia. Heari ng abo u t the p andemi c repeat edl y can be upsetting. Make sure em ployees are aware of any ment al h eal t h s er vi ces yo ur co m pany m ight provide. Enco urage mi ndfu l ness, medi t at i on an d ot her healthy activities fo r yo ur team . If an em pl oyee ask s fo r h el p regardi n g t hei r m ental health, ask them to reach o ut to a heal thcare prov i der.
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SMART RESTART
WILMINGTON CHAMBER OF COMMERCE
Preparing your Space Your business should be 100% disinfected prior to anyone returning to work (other than those assisting with the disinfection process).
• Before reopen i ng, yo u m ust sanitize yo ur business to lim it the spread of germs to you r empl oyees and custo m ers. Keep this pro cess lim ited t o as few peo pl e as pos s i bl e. • Di s i nfec t you r bu siness befo re anyo ne returns to wo rk. Sani ti ze and di si nfect al l areas , gi vi ng s pec ial attentio n to to o ls, wo rkstatio ns and e qu i pment, restro o ms, food ser vi ce areas, co m m o n surface areas, pho nes, co m puters and other el ectro ni cs. •
Repl ace HVAC ai r filters o r clean/disinfect existing filters. Increase venti l ati o n by openi ng w i n dows o r adjusting air co nditio ning.
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Put t i ght cont rol s in place o n who enters and exits the site du ri ng the cl eani ng s h u t down . Li mi t t he num ber of wo rkers during this tim e.
DEEP CLEANING COV ID-19 “deep-c l ean i ng” is triggered when an active em ployee i s i denti fi ed as bei ng COVI D- 1 9 pos i t i ve by t est i n g. Sites m ay o pt to have a deep cleaning perfo rmed fo r p re su med c ases , at t hei r discretio n. Id e nt i f y an approved ex ternal co m pany that sho uld carry o ut the deep cl eani ng acti v i ty ; thi s co m pany mu s t have t h e m inim um requirem ents of: •
Trai ned per sonn el to execute the pro cess of cleaning, disinfecti o n and di spo sal
of h azardou s wast e
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Proper equ i pment and PPE to perfo rm the task
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A l l neces s ar y procedures and lo cal autho riz atio ns o r perm its to perfo rm
di si nfec t i on s er vi ces and m anage any wastes generated
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Use of approved COVID-1 9 disinfectant chem icals to perfo rm thi s acti v i ty
WILMINGTON CHAMBER OF COMMERCE
SMART RESTART
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Cleaning & Disinfecting After Opening CLEAN Clean surfaces using soap and water. Practice routine cleaning of frequently touched surfaces. High touch surfaces include: Tables, doorknobs, light switches, countertops, handles, desks, phones, keyboards, toilets, faucets, sinks, etc. DISINFECT We recommend use of EPA-registered household disinfectant. Follow the instructions on the label to ensure safe and effective use of the product. Many products recommend: • Keeping surface wet for a period of time (see product label) •
Precautions such as wearing gloves and
making sure you have good ventilation
during use Water-diluted household bleach solutions may also be used if appropriate for the surface. •
Check the label to see if your bleach is
intended for disinfection, and ensure the
product is not past its expiration date. Some
bleaches, such as those designed for safe use on colored clothing or for whitening may not be suitable for disinfection. •
Unexpired household bleach will be effective against coronaviruses when properly diluted.
Follow manufacturer’s instructions for application and proper ventilation. Never mix household bleach with ammonia or any other cleanser. Leave solution on the surface for at least 1 minute. Alcohol solutions with at least 70% alcohol may also be used. SOFT SURFACES For soft surfaces such as carpeted floors, rugs, upholstery and drapes: • Clean the surface using soap and water or with cleaners appropriate for use on these surfaces.
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Launder items (if possible) according to the manufacturer’s instructions. Use the warmest appropriate water setting and dry items completely.
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Disinfect with an EPA-registered house hold disinfectant if laundry isn’t possible.
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Launder items (if possible) according to the manufacturer’s instructions. Use the warmest appropriate water setting and dry items completely.
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Disinfect with an EPA-registered house hold disinfectant if laundry isn’t possible.
ELECTRONICS For electronics, such as tablets, touch screens, keyboards, remote controls, and ATMs: • Consider putting a wipeable cover on electronics. • Follow manufacturer’s instruction for cleaning and disnfecting.
o If no guidance is available, use alcohol-based wipes or sprays containing at least 70% alcohol. Dry surface thoroughly.
LAUNDRY For clothing, towels, linens and other items: • Launder items according to the manufacturer’s instructions. Use the warmest appropriate water setting and dry items completely. • Wear disposable gloves when handling dirty laundry from a person who is sick. • Dirty laundry from a person who is sick can be washed with other people’s items. • Do not shake dirty laundry. • Clean and disinfect clothes hampers according to guidance above for surfaces. • Remove gloves, and wash hands right away
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SMART RESTART
WILMINGTON CHAMBER OF COMMERCE
Personal Protective Equipment Personal protective equipment is protective clothing, helmets, goggles, or other garments or equipment designed to protect the wearer’s body from injury or infection. The hazards addressed by protective equipment include physical, electrical, heat, chemicals, biohazards, and airborne particulate matter. Businesses should keep a minimum quantity of 15-day supply of PPE. PPE can include masks, face shields and gloves.
WHO SHOULD
WHO SHOULD
WHO SHOULD
WEAR MASKS?
WEAR FACE SHIELDS?
WEAR GLOVES?
Face shields are commonly used in healthcare and manufacturing. They can provide extra protection for those who must work within three feet of another person due to their job requirements. They are not necessary unless you work in healthcare/manufacturing, but they can help.
• Those performing disinfection of common surfaces • Employees handling trash • Employees handling food • Any person working with a customer (retail, cashier, etc.)
• Medical and isolation team members • Health screeners (i.e. a supervisor who takes employees’ temperature) • Disinfection team members • Those with broad exposure to customers or employees.
APPLYING PPE 1. Gown - Fully cover torso from neck to knees, arms to end of wrists, and wrap around the back 2. Shoe Covers - Sit in chair and apply sanitary shoe covers. For a hands-free application, use a shoe cover dispenser. 3. Mask - Secure ties or elastic bands at the middle of head and neck. Fit snug to face and below chin. 4. Goggles - Place over face and eyes and adjust to fit. 5. Gloves - Extend to cover wrist of isolation gown.
REMOVING PPE 1. Gloves - Grasp outside of glove with opposite gloved hand and remove. Hold removed glove in gloved hand. Slide fingers under remaining glove and peel off. 2. Goggles - Handle by head band or earpieces. Do not touch outside of goggles or face shield. 3. Gown - Unfasten ties and pull away from neck and shoulders, touching only the inside of the gown. Turn inside out and roll into a bundle. 4. Shoe Covers - Shoe covers are contaminated. For hands-free removal, use a shoe cover removal system. 5. Mask - Do not touch front of mask. Grasp bottom, then top ties or bands and remove.
Remember: PPE is only effective if it is worn correctly. Train your employees in correct PPE usage.
WILMINGTON CHAMBER OF COMMERCE
Accommodations & Lodging HOTELS | MOTELS OTHER OVERNIGHT LODGING
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires some contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Masks should be used for employees working in close proximity to other employees or customers. • Eliminate or reduce in-person checkin or check-out with automated processes. • Discourage employees from using other workers’ phones, desks, offices or other equipment when possible.
SOCIAL DISTANCING • Transition breakfasts to a grab-andgo format. • Requests guest minimize direct contact with employees. • Restrict room service to delivery at door only. • Encourage social distancing in common areas. • Remove or reduce customer service phones in common areas.
CLEANING & DISINFECTING • Promote frequent hand washing by employees and guests. • Provide hand sanitizing and disinfecting wipes in public areas. • Provide tissues and additional trash receptacles in public areas. • Increase length of time between vacancy and cleaning rooms. • Perform additional cleaning on all fre quently touched areas, such as the front desk, coffee stations, doorknobs, etc.
CONTACTLESS TRANSACTIONS
SMART RESTART
• Point of sale equipment will be frequently cleaned and sanitized. • Protective screens may be installed at the discretion of each institution.
MORE RESOURCES • American Hotel & Lodging Association https://www.ahla.com/covid-19-resource-center • AHLA Reopening Guidelines: https://ncrla.help/wp-content/uploads/2020/04/ Reopening-Guidelines-for-AHLA-Members.pdf • North Carolina Restaurant and Lodging Association: https://ncrla.help/ • Wilmington Convention & Visitors Bureau: https://www.wilmingtonandbeaches.com/
Agriculture AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Masks should be used for employees working in close proximity. • Smaller farms can participate in socially distant farmer’s markets to safely provide products for customers. • Use social distancing when preparing products for delivery/making deliveries. • Social distancing should be used at the farm for employees, too.
MORE AGRICULTURE RESOURCES NC Farm Bureau of North Carolina: https://www.ncfb.org/ Golden Leaf Foundation: https://www.goldenleaf.org/ NC Growers Association: https://www.ncgrowers.org/ NC Pork Council: https://www.ncpork.org/ NC Poultry Federation: https://www.ncpoultry.org/
Animal Services VETERINARY OFFICES | ANIMAL
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SHELTERS | GROOMERS
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Masks should be used for employees working in close proximity. • If a customer or employee is sick, he or she will be sent home or to a healthcare facility. • At veterinary offices and groomers, owners should drop off their pets curbside while they receive services. Owners will wait for their pets in the car. • Animal shelters should use virtual tours when possible and limit visits to appoint ment only. Only one customer should visit at a time. • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens. • Provide hand sanitizer and disinfectant wipes at register locations.
MORE ANIMAL SERVICES RESOURCES North Carolina Veterinary Medical Board: https://www.ncvmb.org/ National Dog Groomers Association of America: https://nationaldoggroomers.com/
Childcare Facilities AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with children.
EMPLOYEE & CUSTOMER PROTECTION • When feasible, staff members and older children should wear face coverings within the facility. Cloth face coverings should NOT be put on babies and children under
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age two because of the danger of suffocation. • Employees who have a fever or are other wise exhibiting COVID-19 symptoms will not be allowed to work. • Persons who have a fever of 100.4°F (38.0°C) or above or other signs of illness should not be admitted to the facility. Encourage parents to be on the alert for signs of illness in their children and to keep them home when they are sick. Screen children upon arrival, if possible. • Encourage workers to report any safety and health concerns to the employer.
DROP OFF & PICK UP • Consider staggering arrival and drop off times and plan to limit direct contact with parents as much as possible. • Ideally, the same parent or designated person should drop off and pick up the child every day. If possible, older people such as grandparents or those with serious underlying medical conditions should not pick up children, because they are more at risk for severe illness from COVID-19. • Children are required to wash hands when arriving at the child care center. • To limit chances for exposure – Have parents drop off children outside the class room. Staff should meet children as they are dropped off.
CLEANING & DISINFECTING • Facilities should develop a schedule for cleaning and disinfecting. • Routinely clean, sanitize, and disinfect surfaces and objects that are frequently touched, especially toys and games. This may also include cleaning objects/ surfaces not ordinarily cleaned daily such as door knobs, light switches, class room sink handles, counter tops, nap pads, toilet training potties, desks, chairs, cubbies, and playground structures. Use the cleaners typically used at your facility. • Use all cleaning products according to the directions on the label. For disinfection, most common EPA-registered, fragrance-free household dis infectants should be effective. • If possible, provide EPA-registered dispos able wipes to childcare providers and other staff members so that commonly used surfaces such as keyboards, desks, and remote controls can be wiped down before use. • All cleaning materials should be kept secure and out of reach of children. • Cleaning products should not be used near
SMART RESTART
children, and staff should ensure that there is adequate ventilation when using these products to prevent children from inhaling toxic fumes. • Toys that cannot be cleaned and sanitized should not be used. • Machine washable cloth toys should be used by one individual at a time or should not be used at all. These toys should be laundered before being used by another child. • Do not share toys with other groups of infants or toddlers, unless they are washed and sanitized before being moved from one group to the other. • Bedding that touches a child’s skin should be cleaned weekly or before use by another child.
WASHING & CONTAMINATION • It is important to comfort crying, sad, and/ or anxious infants and toddlers, and they often need to be held. To the extent possible, when washing, feeding, or holding very young children: Childcare providers can protect themselves by wearing an over-large button-down, long sleeved shirt and by wearing long hair up off the collar in a ponytail or other updo. • Childcare providers should wash their hands, neck, and anywhere touched by a child’s secretions. • Childcare providers should change the child’s clothes if secretions are on the child’s clothes. They should change the button-down shirt, if there are secretions on it, and wash their hands again. • Contaminated clothes should be placed in a plastic bag or washed in a washing machine. • Childcare providers should wash their hands before and after handling infant bottles prepared at home or prepared in the facility. Bottles, bottle caps, nipples, and other equipment used for bottlefeeding should be thoroughly cleaned after each use by washing in a dishwasher or by washing with a bottlebrush, soap, and water.
FOOD PREPARATION & SERVICE • If a cafeteria or group dining room is typically used, serve meals in classrooms instead. If meals are typically served family-style, plate each child’s meal to serve it so that multiple children are not using the same serving utensils. • Disposable cups, plates and eating utensils
WILMINGTON CHAMBER OF COMMERCE
could/should be used. • If possible, food preparation should not be done by the same staff who diaper children. • Sinks used for food preparation should not be used for any other purposes. • Caregivers should ensure children wash hands prior to and immediately after eating. • Caregivers should wash their hands before preparing food and after helping children to eat.
DIAPERING • When diapering a child, wash your hands and wash the child’s hands before you begin, and wear gloves. Follow safe diaper changing procedures. Procedures should be posted in all diaper changing area. Steps include: o Prepare (includes putting on gloves) o Clean the child o Remove trash (soiled diaper and wipes) o Replace diaper o Wash child’s hands o Clean up diapering station o Wash hands • After diapering, wash your hands (even if you were wearing gloves) and disinfect the diapering area with a fragrance-free bleach that is EPA-registered as a sanitizing or disinfecting solution. If other products are used for sanitizing or disinfecting, they should also be fragrance-free and EPA-registered. If the surface is dirty, it should be cleaned with detergent or soap and water prior to disinfection.
MORE CHILDCARE RESOURCES National Resource Center For Health and Safety In Child Care and Early Education: https://nrckids.org/ Child Care Aware: https://www.childcareaware.org/ NCDHHS Division of Child Development and Early Education: https://ncchildcare.ncdhhs.gov/
Close Contact Services WAXING SALONS | TATTOO FACILITIES | MASSAGE THERAPY
WILMINGTON CHAMBER OF COMMERCE
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Use all disposable materials & supplies according to North Carolina Department of Health and Human Services • All employees will wear face masks and gloves. One face mask can be used per day. Gloves will be disposed of and changed after each client. • Employees should wear a disposable labcoat or protective gown.
APPOINTMENTS & HEALTH SCREENINGS • If possible, services should be provided by appointment only to limit walk-in customers. • If possible, encourage customers to wait in their vehicles until the service provider is ready. • Consider adding temperature checks and health screening questions such as “Have you been exposed to COVID-19? Have you traveled recently? Have you had a fever or any other symptoms of COVID-19?
CLEANING & DISINFECTING • All equipment, chairs, and tables used by an employee should be sanitized between clients. • Provide hand sanitizer/sanitization wipes to customers upon arrival. • Employees should have temperature taken upon beginning each workday. • No books/magazines should be provided to customers.
SOCIAL DISTANCING • Only one person should be admitted to each service room at any time. • Only one client per service provider at a time. • Limit the number of people in the building (only those receiving service and service providers allowed in the building).
SMART RESTART
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
MORE CLOSE CONTACT RESOURCES North Carolina Board of Massage Therapy: http://bmbt.org
Close Contact Services
BARBER SHOPS | HAIR SALONS
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Use all disposable materials & supplies according to North Carolina Department of Health and Human Services • All employees will wear face masks and gloves. One face mask can be used per day. Gloves will be disposed of and changed after each client.
APPOINTMENTS & HEALTH SCREENINGS • If possible, services should be provided by appointment only to limit walk-in customers. • If possible, encourage customers to wait in their vehicles until the service provider is ready. • Consider adding temperature checks and health screening questions such as “Have you been exposed to COVID-19? Have you traveled recently? Have you had a fever or any other symptoms of COVID-19?
CONTACTLESS TRANSACTIONS
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• Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
CLEANING & DISINFECTING • All equipment, chairs, and tables used by an employee should be sanitized between clients. • Provide hand sanitizer/sanitization wipes to customers upon arrival. • Employees should have temperature taken upon beginning each workday. • No books/magazines should be provided to customers.
SOCIAL DISTANCING • Stations will be separated by at least six feet from other stations. • Only one client per service provider. • Limit the number of people in the building (only those receiving service and service providers allowed in the building). • Consider staggering work schedules so that no more than 50% of the normal number of employees would be in your building at a time. • Stations will be separated by at least six feet from other stations.
MORE CLOSE CONTACT RESOURCES North Carolina Board of Cosmetic Art Examinders: http://www.nccosmeticarts.com/
Close Contact Services NAIL SALONS
AVERAGE LEVEL OF CUSTOMER INTERACTION •W ork requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Use all disposable materials & supplies
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according to North Carolina Department of Health and Human Services • All employees will wear face masks and gloves. One face mask can be used per day. Gloves will be disposed of and changed after each client.
APPOINTMENTS & HEALTH SCREENINGS • If possible, services should be provided by appointment only to limit walk-in customers. • If possible, encourage customers to wait in their vehicles until the service provider is ready. • Consider adding temperature checks and health screening questions such as “Have you been exposed to COVID-19? Have you traveled reently? Have you had a fever or any other symptoms of COVID-19?
CLEANING & DISINFECTING • All equipment, chairs, and tables used by an employee should be sanitized between clients. • Provide hand sanitizer/sanitization wipes to customers upon arrival. • Employees should have temperature taken upon beginning each workday. • No books/magazines should be provided to customers.
SOCIAL DISTANCING • Stations will be separated by at least six feet from other stations. • Only one client per service provider. • Limit the number of people in the building (only those receiving service and service providers allowed in the building). • Consider staggering work schedules so that no more than 50% of the normal number of employees would be in your building at a time. • Stations will be separated by at least six feet from other stations.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each
SMART RESTART
use, including pens.
Construction AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires face-to-face interactions and some work in close quarters.
GENERAL JOB SITE SAFETY GUIDELINES • In addition to regular PPE for workers engaged in various tasks (fall protection, hard hats, hearing protection), employers should also provide: o Gloves: Gloves should be worn at all times while on-site. The typ of glove worn should be appropriate to the task. If gloves are not typically required for the task, then any type of glove is acceptable, including latex gloves. Gloves should not be shared if at all possible. o Eye protection: Eye protection should be worn at all times while on-site. • Wear face covering (cloth, bandana, etc.) or mask over nose and mouth to prevent spread of virus. If N95 respirator masks are not available, minimize dust and airborne contaminants by using engineering and work practice controls. • Reduce the size of any group at any one time to 10 people or fewer or LIMIT all in-person meetings. • Minimize ride-sharing. While in vehicle, employees must ensure adequate ventilation. • Consider shiftwork and limiting the amount of workers inside and outside on your jobsite. Stagger breaks and lunches. Download the Builders Mutual/ WCFHBA COVID-19 Job-Site Safety Poster (English & Spanish) at https://www.buildersmutual. com/downloads/covid-job-site-flyer.pdf
CLEANING & DISINFECTING • Clean and disinfect frequently used tools and equipment on a regular basis. This includes other elements of the job site where possible. Employees should regularly do the same in their assigned work areas.
WILMINGTON CHAMBER OF COMMERCE
• Clean shared spaces such as trailers and break/lunchrooms at least once per day. • Disinfect shared surfaces (door handles, machinery controls, etc.) on a regular basis. • Avoid sharing tools with co-workers. If not, disinfect before and after each use. • Arrange for any portable job site toilets to be cleaned by the leasing company at least twice per week and disinfected on the inside. • Trash collected from the jobsite must be changed frequently by someone wearing gloves. • Clean AND disinfect frequently touched objects and surfaces such as workstations, keyboards, telephones, handrails, and doorknobs. Dirty surfaces can be cleaned with soap and water prior to disinfection. To disinfect, use products that meet EPA’s criteria for use against SARS-CoV-2exter nal icon, the cause of COVID-19, and are appropriate for the surface.
MORE CONSTRUCTION RESOURCES National Association of Home Builders: http://www.nahb.org Wilmington Cape Fear Home Builders Association:http://www.wcfhba.com/ Carolinas Association of General Contractors: https://www.cagc.org/ North Carolina Homebuilders Association: https://www.nchba.org/wp/ Construction Industry Safety Coalition (CISC): http://www.buildingsafely.org
Entertainment Venues GAMING | ARCADES BINGO HALLS
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Staff will be educated and trained on the appropriate use and disposal of personal protective equipment (PPE) and will have appropriate PPE available to them.
WILMINGTON CHAMBER OF COMMERCE
• Gloves and masks may be required, and usage could vary based on the level of interaction with customers. • If a customer or employee is sick, he or she will be sent home or to a healthcare doorknobs, counters, etc. • Follow restaurant guidelines for food service areas.
SOCIAL DISTANCING • Limit the number of customers in the venue to better utilize best practices for social distancing. More specific guidance on fire marshall capacity may be included in Phase 2 or 3 of NC’s plan for reopening. • Stagger machines (i.e. turning off every other machine in order to keep a 6-foot distance between patrons). • Customers will be barred entrance once the safe social distancing capacity has been reached. • Limit capacity for food service seating to employ 6-foot distance between patrons.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
MORE CLOSE CONTACT RESOURCES American Gaming Association: https://www.americangaming.org/ American Amusement Machine Association: https://coin-op.org/
Entertainment Venues BOWLING ALLEYS | AXE THROWING VENUES | ESCAPE ROOMS AND MORE
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires limited customer
SMART RESTART
interaction.
EMPLOYEE & CUSTOMER PROTECTION • Staff will be educated and trained on the appropriate use and disposal of personal protective equipment (PPE) and will have appropriate PPE available to them. • Gloves and masks may be required, and usage could vary based on the level of interaction with customers, namely handling point of sale interactions. • If a customer or employee is sick, he or she will be sent home or to a healthcare facility.
CLEANING & DISINFECTING • Additional hand sanitizing stations will be available to patrons and employees. • Any equipment, including bowling balls, used will be cleaned and disinfected after each use. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • Follow restaurant guidelines for food service areas. • Bowling shoes must be carefully handled by employees and sanitized.
SOCIAL DISTANCING • Limit the number of customers in the venue to better utilize best practices for social distancing. More specific guidance on fire marshall capacity may be included in Phase 2 or 3 of NC’s plan for reopening. • Stagger machines/lanes at appropriate facilities to encourage social distancing. • Customers will be barred entrance once the safe social distancing capacity has been reached. • Limit capacity for food service seating to employ 6-foot distance between patrons. • Barriers may be needed in some areas. Specifically, barriers could be used at food service areas or between lanes, if possible. • Families or those who have quarantined together may play together. Groups cannot intermingle.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or
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another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
MORE ENTERTAINMENT RESOURCES The Bowling Proprietors’ Association of America: https://bpaa.com/ International Association of Escape Games: http://www.iaescapegames.com/
Entertainment Venues MUSEUMS
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires limited customer interaction.
SOCIAL DISTANCING • Limit the number of customers in the venue to better utilize best practices for social distancing. More specific guidance on fire marshall capacity may be included in Phase 2 or 3 of NC’s plan for reopening. • Stagger payment areas and tables in food service areas. • Customers will be barred entrance once the safe social distancing capacity has been reached. • Space between customers in food service and retail areas, as well as the ticket booth, will be set at the recommended 6 feet. It may also be necessary to set the same requirement in high-traffic exhibit areas.
CLEANING & DISINFECTING • Additional hand sanitizing stations will be available to patrons and employees. • Any equipment used will be cleaned and disinfected after each use. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • Follow restaurant guidelines for food service areas. • Interactive exhibits (touch and feel exhibits, play areas) may be closed or modified to help maintain best practices for health and safety.
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CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
Entertainment Venues
MOVIE THEATERS | OTHER LARGE THEATER VENUES
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires limited customer interaction.
EMPLOYEE & CUSTOMER PROTECTION • Staff will be educated and trained on the appropriate use and disposal of personal protective equipment (PPE) and will have appropriate PPE available to them. • Gloves and masks may be required, and usage could vary based on the level of interaction with customers. • If a customer or employee is sick, he or she will be sent home or to a healthcare facility
SOCIAL DISTANCING • Limit the number of customers in the venue to better utilize best practices for social distancing. More specific guidance on fire marshall capacity may be included in Phase 2 or 3 of NC’s plan for reopening. This would likely apply per movie screen, too. For example, a theater may be at 35% capacity, but if all attendees are in the same theater, social distancing isn’t in order. • Stagger payment areas and tables in food service areas. • Customers will be barred entrance once the safe social distancing capacity has been reached. • Space between customers in food service and retail areas, as well as the ticket booth, will be set at the recommended 6 feet. • Direct customers to seats that separate
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them from other customers by 6 feet.
DISINFECTING & CLEANING • Additional hand sanitizing stations will be available to patrons and employees. • Any equipment used will be cleaned and disinfected after each use. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • Follow restaurant guidelines for food service areas. • Sanitize theater seats following each movie. If this isn’t possible, install disposable material on seats and discard after each movie.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
MORE ENTERTAINMENT RESOURCES National Association of Theatre Owners: https://www.natoonline.org/
Exercise Facilities
GYMS | FITNESS CENTERS | STUDIOS
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires limited customer interaction.
EMPLOYEE & CUSTOMER PROTECTION • Employees and customers should be encouraged to wear PPE where applicable. Do not use PPE if it affects breathing while exercising. • If a customer or employee is sick, he or she will be sent home or to a healthcare facility.
WILMINGTON CHAMBER OF COMMERCE
SOCIAL DISTANCING • Some locations may require barriers to separate customers and/or employees. • Stagger/spread equipment to maintain a distance of 6 feet between machines. • Customers will be barred entrance once the safe social distancing capacity has been reached. • Space between customers in food service and retail areas, as well as the ticket booth, will be set at the recommended 6 feet. It may also be necessary to set the same requirement in high-traffic exhibit areas.
CLEANING & DISINFECTING • Additional hand sanitizing stations will be available to patrons and employees. • Employees should perform regular cleaning and encourage customer assistance with cleaning equipment after each use. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • No food products consumed on premise by employees or customers. • Customers and employees should bring their own water or other drinks.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
MORE EXERCISE FACILITY RESOURCES Association of Fitness Studios: https://member.afsfitness.com/
Financial Services BANKS | CREDIT UNIONS FINANCIAL PLANNERS
AVERAGE LEVEL OF CUSTOMER INTERACTION
WILMINGTON CHAMBER OF COMMERCE
• Work requires some contact with customers and cash handling.
EMPLOYEE & CUSTOMER PROTECTION • Masks should be used for employees working in close proximity to other employees or customers. • Employees handling cash should wear gloves.
SOCIAL DISTANCING • Limit the number of individuals inside the lobby/public areas in banks/credit unions to 50% of fire capacity occupancy. • Encourage drive-thru use. • Encourage virtual meetings regarding loans, financial planning, etc.
CLEANING & DISINFECTING • Additional hand sanitizing stations will be available to patrons and employees. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc.
CONTACTLESS TRANSACTIONS • Point of sale equipment will be frequently cleaned and sanitized. • Protective screens may be installed at the discretion of each institution. • Teller windows must be at least 6 feet apart. • Pens should be sanitized after use.
MORE RESOURCES North Carolina Bankers Association: https://www.ncbankers.org/ Credit Union National Association: https://www.cuna.org/ Financial Planning Association: https://www.onefpa.org/
Food Service
RESTAURANTS | BARS | COFFEE SHOPS | CATERING COMPANIES
SMART RESTART
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Employees can wear masks at their discretion based on the state’s recommendation. However, the CDC and FDA recommends masks/face coverings for all employees. • Gloves are already part of the supplies restaurants use on a daily basis. There should be no additional need for other supplies outside the normal course of business.
HEALTH SCREENINGS • Employees who have a fever or other symptoms of COVID-19 will not be allowed to work. • A sign should be posted on the store that individuals who have a fever, cough or any sign of sickness should not enter.
FREQUENT HAND WASHING • Wash your hands often with soap and water for at least 20 seconds. • Avoid touching your eyes, nose, and mouth with unwashed hands.
CLEANING & DISINFECTING • Tables and seating will be sanitized after each guest. • Bathrooms should be sanitized frequently. • High customer contact areas (e.g. door entrances) should be cleaned every two hours. • Menus, if laminated, should be cleaned after each usage, or paper menus shall be designed for single use. • Condiments are not to be left on tables. Provide by request and sanitize after usage, or disposable packets should be used. • Employees are encouraged to take ServSafe Food Handler class to learn more about food safety as it relates to COVID-19.
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SOCIAL DISTANCING • Staff will limit the number of customers in the restaurant to those that can be adequately distanced 6 feet apart. • Any indoor or outdoor waiting area must be marked so that social distancing standards are met. One member of a party may be allowed in waiting area while other members of their party wait in their car. • Tables will be limited to no more than 6 guests per table. • Tables/booths may alternatively be separated by a physical barrier.
FOOD SAFETY • Never touch Ready-to-Eat foods with bare hands. • Use single service gloves, deli tissue, or suitable utensils. • Wrap food containers to prevent cross contamination. • Follow 4 steps to food safety: Clean, Separate, Cook, and Chill.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens.
PICK UP AND DELIVERY SERVICE • If offering delivery options: o Ensure coolers and transport containers are cleaned and sanitized o Maintain time and temperature controls o Avoid cross contamination; for example, wrap food before transport • Encourage customers to use no-touch deliveries • Notify customers as the delivery is arriving by text message or phone call • Use signage to create designated pick-up zones for customers • Offer curb-side pick-up • Practice social distancing by offering to place orders in vehicle trunks
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CREATING BARRIERS • You can practice social distancing in your bar/restaurant by moving tables to ensure they are six feet apart. However, if your establishment has booths, you can install a 24-inch-tall barrier between booths to maintain social distancing. • 24-inch-tall barrier attached to booths maintains social distancing without losing booth space. This can be made of plastic, plexi glass, etc. as long as it’s solid.
MORE FOOD SERVICE RESOURCES National Restaurant Association: https://restaurant.org/Covid19 FDA: https://www.fda.gov/ CDC: https://www.cdc.gov/ North Carolina Restaurant and Lodging Association: https://www.ncrla.org/
Manufacturing AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION •E stablish an adequate supply of PPE. This includes: o Disposable surgical masks (1 per employee/day). o Nitrile gloves (2 pairs per employee/day). o Glasses/face-shields (1 per employee).
HEALTH SCREENINGS • Establish on-site health screening strategy. • Establish on-site screening checkpoints upon entrance to facility. • Establish isolation protocols in case an employee contracts COVID-19 and contaminates the facility.
SOCIAL DISTANCING • Establish a social distancing strategy based
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on the layout and work flow of the facility, including break areas. • Arrange staggered “day-of- return” meetings to discuss mitigation strategy. • Limit face-to-face interaction with customers. • Barriers or screens may be installed in are as where workflow prohibits adherence to social distancing protocol.
CLEANING & DISINFECTING • Establish an adequate supply of preventative material inventory (soap, sanitizer, thermometers, etc.). • Establish a disinfection team to clean/ disinfect entire facility and create a recurring disinfection schedule. • Establish an inbound parts/materials/ packages disinfection strategy. • Expedited shipments (transit time less than 48 hours) should be handled utilizing PPE and personal sanitization practices. • Expedited shipment may be sanitized (only by appropriately trained personnel) with a 10% bleach solution or a hospital grade disinfectant. • When possible, allow incoming materials to remain untouched for 48 hours when received.
PANDEMIC RESPONSE TEAM • Establish an internal pandemic response team who will design and implement a “return-to-work” plan. • Assign a COVID-19 protocol coordinator and training strategy.
MORE MANUFACTURING RESOURCES North Carolina Manufacturing Alliance: https://www.myncma.org/
Medical Services GENERAL CARE | DOCTOR OFFICES | URGENT CARE | PHYSICAL THERAPY
AVERAGE LEVEL OF CUSTOMER INTERACTION • Physicians, allied health professionals and staff members interact with multiple patients each day, and patients interact
WILMINGTON CHAMBER OF COMMERCE
with multiple staff members during each encounter.
EMPLOYEE & CUSTOMER PROTECTION • Staff will be educated and trained on the appropriate use and disposal of personal protective equipment (PPE) and will have appropriate PPE available to them. • All employees will wear face masks and gloves. One face mask can be used per day. Gloves will be disposed of and changed after each client.
HEALTH SCREENINGS • All staff will be screened for symptoms of Covid-19 including the taking of temperatures each day upon arrival at the facility. Any staff with any signs or symptoms will be immediately sent home or referred to the appropriate health care facility. • Patients will be screened upon arrival and those who are ill or possibly with symptoms of Covid-19 will be referred to the appropriate healthcare facility
CLEANING & DISINFECTING • Office and exam rooms will be cleaned and disinfected between patients. • Any equipment used will be cleaned and disinfected after each use. • No books/magazines will be provided to patients. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc.
SOCIAL DISTANCING • Patients will be required to wait in their vehicles and will be notified via cell phone when an exam room is available. They will be escorted directly to the exam room. • Persons accompanying patients will be required to wait in the car. Exceptions include a parent/ guardian when a child is the patient and caregivers for elderly patients or patients with disabilities. • Routine follow ups on stable conditions and the reporting of test results will be done via telemedicine or the patient portal. • When possible, non-emergent conditions will be handled via telemedicine.
WILMINGTON CHAMBER OF COMMERCE
• When possible, some encounters may be completed in the parking lot to avoid the patient entering the office building. • High-risk patients will use a separate entrance and exit.
CONTACTLESS TRANSACTIONS • Staff at checkout will be required to wear gloves. • Credit card receipts will be emailed or mailed to the patient; no exchange of paper between staff and patient will take place. • Sanitize point of sale equipment after each use, including pens. • Protective shields can also be installed at point of sale areas for added safety.
Medical Services DENTISTRY | MAXILLOFACIAL & ORAL SURGERY OFFICES
AVERAGE LEVEL OF CUSTOMER INTERACTION • Physicians, allied health professionals and staff members interact with multiple patients each day, and patients interact with multiple staff members during each encounter.
EMPLOYEE & CUSTOMER PROTECTION • Employees will wear masks, gloves, full face shields and/or protective eyewear, shoe covers and disposal gowns. One mask can be used per day. As N95 masks are again available to dentists commercially, they may be used as an option when high aerosolization is anticipated. • Gloves, shoe covers, and gowns will be disposed of after each patient.
HEALTH SCREENINGS • All staff will be screened for symptoms of Covid-19 including the taking of temperatures each day upon arrival at the facility. Any staff with any signs or symptoms will be immediately sent home or referred to the appropriate health care facility. • Patients will be screened upon arrival and those who are ill or possibly with
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symptoms of Covid-19 will be referred to the appropriate healthcare facility.
CONTACTLESS TRANSACTIONS • Staff at checkout will be required to wear gloves. • Credit card receipts will be emailed or mailed to the patient; no exchange of paper between staff and patient will take place. • Sanitize point of sale equipment after each use, including pens. • Protective shields can also be installed at point of sale areas for added safety.
SOCIAL DISTANCING • Patients will be required to wait in their vehicles and will be notified via cell phone when an exam room is available. They will be escorted directly to the exam room. • Persons accompanying patients will be required to wait in the car. Exceptions include a parent/ guardian when a child is the patient and caregivers for elderly patients or patients with disabilities. • Routine follow ups on stable conditions and the reporting of test results will be done via telemedicine or the patient portal. • When possible, non-emergent conditions will be handled via telemedicine. • Services will be provided by appointment. If a walkup patient arrives, that patient will be evaluated in the same manner as an appointed patient, provided that the schedule allows for the extra patient. • High-risk patients will use a separate entrance and exit. Patients will be separated from each other at all times by at least 6 feet.
CLEANING & DISINFECTING • Office and exam rooms will be cleaned and disinfected between patients. • All instruments will be either disposed or sterilized in an autoclave after each use. Each instrument is individually sterilized and packaged for each patient. • Chairs, trays, capes and face shields will be cleaned and sanitized after each patient is treated. • No books/magazines will be provided to patients. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as
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doorknobs, counters, etc. • Offices should utilize powered air-purifying respirators with high-efficiency particulate arrestance (HEPA) filters.
Medical Services OPTOMETRY
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires direct physical contact with patients.
EMPLOYEE & CUSTOMER PROTECTION • Staff will be educated and trained on the appropriate use and disposal of personal protective equipment (PPE) and will have appropriate PPE available to them. • All employees will wear facemasks and gloves. One facemask can be used per day. Gloves will be disposed of and changed after each client. • Patients will be encouraged to wear face masks.
HEALTH SCREENINGS • All staff will be screened for symptoms of Covid-19 including the taking of temperatures each day upon arrival at the facility. Any staff with any signs or symptoms will be immediately sent home or referred to the appropriate health care facility. • Patients will be screened upon arrival and those who are ill or possibly with symptoms of Covid-19 will be referred to the appropriate healthcare facility.
CLEANING & DISINFECTING • Office and exam rooms will be cleaned and disinfected between patients. • Any equipment used will be cleaned and disinfected after each use. • No books/magazines will be provided to patients. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc.
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SOCIAL DISTANCING • Patients will be required to wait in their vehicles and will be notified via cell phone when an exam room is available. They will be escorted directly to the exam room. • Persons accompanying patients will be required to wait in the car. Exceptions include a parent/ guardian when a child is the patient and caregivers for elderly patients or patients with disabilities. • Routine follow ups on stable conditions and the reporting of test results will be done via telemedicine or the patient portal. • When possible, non-emergent conditions will be handled via telemedicine. • Services will be provided by appointment only. No walk-in patients allowed. • High-risk patients will use a separate entrance and exit. Patients will be separated from each other at all times by at least 6 feet. • Optical stations will be separated by at least six (6) feet. • Limit the number of people in the office to one person per doctor, technician, or optician.
CONTACTLESS TRANSACTIONS • Staff at checkout will be required to wear gloves. • Credit card receipts will be emailed or mailed to the patient; no exchange of paper between staff and patient will take place. • Sanitize point of sale equipment after each use, including pens. • Protective shields can also be installed at point of sale areas for added safety.
Medical Services MENTAL HEALTH | BEHAVIORAL HEALTH
AVERAGE LEVEL OF CUSTOMER INTERACTION • Mental health professionals and staff members interact with multiple patients each day, and patients interact with multiple staff members during each encounter.
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EMPLOYEE & CUSTOMER PROTECTION • Provide therapy services to patients via phone call or video conference by appointment. • Update patients on policies amid COVID-19. • Allow staff to work from home.
EMERGENCIES • If an emergency arises, the patient should call 911 or report to their nearest emergency room.
MORE MEDICAL RESOURCES North Carolina Department of Health and Human Services: https://www.ncdhhs.gov/ American Medical Association: https://www.ama-assn.org/ American Dental Association: https://www.ada.org/ American Optometric Association: https://www.aoa.org/ American Physical Therapy Association: https://www.apta.org/ American Chiropractic Association: https://www.acatoday.org/ American Nurses Association: https://www.nursingworld.org/ Association for Behavioral and Cognitive Therapies: http://www.abct.org/
Offices/ Professional Services NONPROFITS | LAW FIRMS ACCOUNTING FIRMS | MARKETING AGENCIES
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires some contact with others.
EMPLOYEE & CUSTOMER PROTECTION • Masks should be used for employees working in close proximity to other
WILMINGTON CHAMBER OF COMMERCE
employees or customers/clients. •E mployees who are sick should not come to work. Customers and clients who are sick will not be permitted in the building.
CONTACTLESS TRANSACTIONS • Point of sale equipment (if applicable) will be frequently cleaned and sanitized. • Limit cash handling. Encourage use of credit/debit cards, Venmo, PayPal, etc. • Pens should be sanitized after use by client/customer.
CLEANING & DISINFECTING • Hand sanitizing stations will be available to customers and employees. • Any equipment used will be cleaned and disinfected after each use. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • Do not use another employee’s phone, keyboard, computer, etc. • Sanitize keyboards, screens, phone, etc. daily.
SOCIAL DISTANCING • Allow employees to work remotely if possible. • Hold large meetings via tel econference. • Limit number of individuals in the building and use social distancing. • Encourage clients/customers to connect via phone call or video conference.
MORE RESOURCES North Carolina State Bar: https://www.ncbar.gov/ North Carolina Society of Certified Public Accountants: https://www.ncacpa.org/ North Carolina Center for Nonprofits: https://www.ncnonprofits.org/ American Marketing Association of the Triangle: https://www.amatriangle.org/
Pharmacies AVERAGE LEVEL OF CUSTOMER INTERACTION
WILMINGTON CHAMBER OF COMMERCE
•W ork requires direct physical contact with customers.
EMPLOYEE & CUSTOMER PROTECTION • Pharmacy personnel will wear protective facemasks and gloves as appropriate. • If an employee is sick, he or she will be sent home or to a healthcare facility. • Utilize plastic shields/screens at check-out and other counters.
CONTACTLESS TRANSACTIONS • Limit cash handling. • Encourage customers to use credit/debit cards, tap to pay, Venmo, PayPal or another form of contact-less payment. • Sanitize point of sale equipment after each use, including pens. • Promote the use of self-serve checkout registers and clean them frequently. • Provide hand sanitizer and disinfectant wipes at register locations.
CLEANING & DISINFECTING • Provide hand sanitizer on counters for use by customers and have sufficient and easy access to soap and water or hand sanitizer for staff. • Increase cleaning measures and supplies for the pharmacy area. • Bathrooms should be sanitized after use. • Sanitize any high-traffic areas, such as doorknobs, counters, etc. • Close self-serve blood pressure units.
SOCIAL DISTANCING • Encourage all prescribers to submit prescription orders via telephone or electronically. The pharmacy should have procedures to avoid handling paper prescriptions. • Drive through and curbside service should be used for prescription pick up. • Deliver pharmacy items to patients’ homes where possible. • Utilize plastic shields/screens at check-out and other counters. • Widen check-out counters for social distancing. • Strategies to limit direct contact with customers include: o Packaged medication can be placed on a counter for the patient to retrieve.
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o Avoid handling insurance or benefit cards. o Avoid touching objects that have been handled by patients. • Add markings and signs where appropriate to encourage social distancing.
MORE RESOURCES North Carolina Association of Pharmacists: https://www.ncpharmacists.org/ North Carolina Board of Pharmacy: http://www.ncbop.org/
Real Estate
AVERAGE LEVEL OF CUSTOMER INTERACTION • Work requires close contact with customer
EMPLOYEE & CUSTOMER PROTECTION • Clients and agents should wear masks and gloves for showings, closings and other face-to-face interactions. • Clients and agents should wear shoe covers when entering a home.
SOCIAL DISTANCING • Encourage virtual tours and open houses. • Use digital notary seal and remote signings. • Use electronic closing on home loans. • Limit number of people in office at one time. • Only the decision maker(s) should attend showings. No children should attend. Sick individuals should not attend showings.
CLEANING & DISINFECTING • Provide sanitizing station in home, including soap, paper towels, garbage can and hand sanitizer. • Only REALTOR® or sellers turn lights on, open doors, cabinets, closets etc. • Clients may not open cabinets to minimize germ spread. • Sanitize the home prior to and following showings.
MORE REAL ESTATE
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RESOURCES NC REALTORS®: https://www.ncrealtors.org/ Cushman & Wakefield Recovery Readiness: https://www.cushmanwakefield.com/en/insights/covid-19/ recovery-readiness-a-how-to-guide-for-reopening-your-workplace
Retail
FURNITURE | CLOTHING | SPORTING GOODS | BOOK STORES | CRAFTS
AVERAGE LEVEL OF CUSTOMER INTERACTION • Requires close interaction between staff and customers, but not direct physical contact.
EMPLOYEE & CUSTOMER PROTECTION • Post a sign to the storefront that informs individuals who have a fever or other symptoms of COVID-19 should not enter the store. • Employees may be allowed to wear facemasks or gloves. • Customers will be encouraged to wear facemasks in order prevent spreading of the virus.
SOCIAL DISTANCING • Limit the number of individuals inside the store to 50% of fire capacity occupancy. • All persons in the store should practice sensible social distancing of at least 6 feet between another person. • Signs and floor markings can be used to encourage social distancing. • Avoid displays that lead to crowding.
SANITIZING & HAND WASHING • Encourage customers to use hand sanitizer upon entering the store. • Sanitize entrance/exit doors at least three times per day. Employees may be allowed to wear facemasks or gloves. • Employees will have access to hand sanitizer or a place to wash their hands. • Workers and customers will be provided an adequate number of trash receptacles • Sanitization of incoming stock and merchandise is recommended.
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APPOINTMENTS & HEALTH SCREENINGS • Employees who have a fever or are other wise exhibiting COVID-19 symptoms will not be allowed to work. • Employees will be required to take reason able steps to comply with guidelines on sanitation from the Centers for Disease Control and Prevention and the North Carolina Department of Health and Human Services. • Encourage workers to report any safety and health concerns to the employer.
CONTACTLESS TRANSACTIONS • Point of sale equipment will be frequently cleaned and sanitized. • The stores will encourage customers to make non-cash payments. • Protective screens may be installed at the discretion of each store. • Sales registers must be at least 6 feet apart. • Salesperson will encourage customers; either to insert payment card or to provide their own pen or sanitize store’s pen before and after use to sign the receipt. Receipt should be left on counter.
Retail GROCERIES | GAS STATIONS | LIQUOR STORES | CONVENIENCE STORES
AVERAGE LEVEL OF CUSTOMER INTERACTION • Requires close interaction between staff and customers, but not direct physical contact.
EMPLOYEE & CUSTOMER PROTECTION • Post a sign to the storefront that informs individuals who have a fever or other symptoms of COVID-19 should not enter the store. • Employees may be allowed to wear face masks. Gloves should only be worn to handle food. • Customers will be encouraged to wear facemasks in order prevent spreading of the virus.
SMART RESTART
HEALTH SCREENINGS • Employees who have a fever or are otherwise exhibiting COVID-19 symptoms will not be allowed to work. • Employees will be required to take reasonable steps to comply with guidelines on sanitation from the Centers for Disease Control and Prevention and the North Carolina Department of Health and Human Services. • Encourage workers to report any safety and health concerns to the employer.
SOCIAL DISTANCING • Limit the number of individuals inside the store to 50% of fire capacity occupancy. • All persons in the store should practice sensible social distancing of at least 6 feet between another person. • Signs and floor markings can be used to encourage social distancing. • Avoid displays that lead to crowding.
EMPLOYEE & CUSTOMER PROTECTION • Encourage customers to use hand sanitizer upon entering the store. • Sanitize entrance/exit doors at least three times per day. Employees may be allowed to wear facemasks or gloves. • Employees will have access to hand sanitizer or a place to wash their hands. • Workers and customers will be provided an adequate number of trash receptacles • Sanitization of incoming stock and merchandise is recommended. • Sanitize bathrooms often and limit bathroom occupancy. • Sanitize shopping carts and baskets often. Encourage customers to wipe down carts before use.
CONTACTLESS TRANSACTIONS • Point of sale equipment will be frequently cleaned and sanitized. • The stores will encourage customers to make non-cash payments. • Add clear shields to point of transaction to aid in distancing. • Sales registers must be at least 6 feet apart. • Salesperson will encourage customers; either to insert payment card or to provide
WILMINGTON CHAMBER OF COMMERCE
their own pen or sanitize store’s pen before and after use to sign the receipt. Receipt should be left on counter. • Encourage curbside pick-up options or consider offering these services. • At gas stations, sanitize pumps and encourage patrons to use a secondary barrier when pumping gas (glove or paper towel).
Retail JEWELRY RETAIL
AVERAGE LEVEL OF CUSTOMER INTERACTION • General practice (non-COVID) allows for consistent interaction with customers throughout operating hours.
DISINFECTING & SANITATION • Showroom and common areas should be sanitized before opening and throughout the day. • Gloves must be worn by employees to transfer all jewelry and equipment. • Employees must wash hands before working. • Stores use a combination of equipment that include a steamer, boiler, ultraviolet light, and alcohol or sanitizer to keep jewelry clean and germ free. Because metals and gemstones have individual characteristics and reactions, the jewelers must be allowed to determine the safest way to clean each item of jewelry. Jewelers MUST sanitize jewelry at intake.
EMPLOYEE & CUSTOMER PROTECTION • All customers should be asked to clean their hands and put on gloves if necessary. Trying on rings is an exception, but customers should wash their hands before and after. • Masks will be provided/offered to customers in close proximity situations.
MORE RETAIL RESOURCES North Carolina Retail Merchants Association: https://www.ncrma.org/ National Retail Federation: https://nrf.com/ National Association of Convenience Stores: https://www.convenience.org/
WILMINGTON CHAMBER OF COMMERCE
SMART RESTART
Thanks to our Partners
BASE Cape Fear Realtors CFCC Small Business Center Greater Wilmington Business Journal SBTDC UNCW CIE Wilmington Business Development Wilmington Cape Fear Home Builders Association Wilmington Convention & Visitors Bureau Wilmington Downtown Inc. Wilmington Regional Film Commission
Sources
Centers for Disease Control and Prevention (CDC): https://www.cdc.gov/
WebMD: https://www.webmd.com/
Food and Drug Administration (FDA): https://www.fda.gov/
North Carolina Department of Health and Human Services: https://www.ncdhhs.gov/
Occupational Safety and Health Administration (OSHA): https://www.osha.gov/
West Alabama Chamber of Commerce: https://tuscaloosachamber.com/
U.S. Chamber of Commerce: https://www.uschamber.com/
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CONTACT US
1 Estell Lee Place Wilmington, NC 28401
910-762-2611
info@wilmingtonchamber.org
www.wilmingtonchamber.org
Wilmington Chamber of Commerce