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Home My WebLink About102715ssa Agenda Package2015State of the County Contents IntroduCtIon ��1 CommunIty ProfIle ��2 HousIng and HouseHolds ��4 eConomIC develoPment ��5 land use ��7 transPortatIon ��8 natural resourCes ��10 sPeCIes and HabItats ��12 Parks and reCreatIon ��13 utIlItIes ��14 faCIlItIes ��15 ConClusIon ��16 Grow Harnett County State of the County : 1 Introduction a Plan for Harnett’s future Harnett has experienced exceptional growth over the past two decades� From a population of just 68,000 in 1990, to a 2013 population estimate of 124,987 residents, the County has evolved from a rural, agriculture community to a diverse location within the Fort Bragg region of North Carolina� Harnett’s location, high quality school system and relatively low cost of living continue to draw thousands of residents to its boundaries� Harnett looks forward to continued growth� The County’s proximity to Raleigh and Fayetteville and the Highway 87 and I-95 corridors make Harnett County a desirable location for residents, businesses, and industry� Local leaders recognize that, for Harnett County to capitalize on this market opportunity, an update to the Comprehensive Plan was needed� ►how will this growth shape harnett’s identity? ►What bold moves can the County make to ensure that the rural character remains while providing for new residents joining the community? ►how can the County continue to support strong and safe neighborhoods and thriving businesses? ►What does it take to position harnett for continued success? This planning process is designed to work with the community to answer these questions, develop a widely- supported vision and identify the investments needed to realize that vision for the County� PoPulatIon growtH and ProjeCtIons 20 1 3 12 4 , 9 8 7 20 1 0 11 5 , 7 5 7 19 9 0 68 , 0 3 0 20 0 0 91 , 3 9 3 20 3 0 16 0 , 8 4 4 20 4 0 18 2 , 8 9 9 20 2 0 13 8 , 7 9 9 InCrease InCrease 84% 32% great Plans transform communities into great PlaCes. Harnett has a long-standing tradition of preparing plans to help guide growth and development decision in the community� The results of the more recent efforts will inform the update of the Harnett Comprehensive Plan� an initial step in the planning process is an examination and assessment of the existing conditions. this report summarizes information about the County gathered through input from various citizens and stakeholders; a review of data, policies and regulations; and observations. the conclusion section at the end of this report highlights the key issues and opportunities to be addressed by the updated Comprehensive Plan. = 25,000 PeoPLe 20001999 2001 2002 2003 2004 2005 2007 2008 2009 2010 2012 2013 20152014 unified Development ordinance neill’s Creek Land use Study Regional Growth Management Strategy for the fort Bragg Region nC 87 Regional Multimodal CorridorMobility Plan Parks and Recreation Master Plan harnett County Land use Plan uS 401 Corridor Study 20112006 SouRCe: NC oFFICe oF STaTe BudgeT aNd MaNageMeNT PRojeCTIoNS Grow Harnett County State of the County : 2 Community Profile PoPulatIon growtH Harnett has experienced exceptional growth over the past two decades, from a population of just 68,000 in 1990� The County has evolved from a rural, agriculture community to a diverse location within the Fort Bragg region of North Carolina� The estimated 2013 population of Harnett is 124,987� This is an increase of 84% since 1990� anticipated growth is expected to increase the County population by 46% by 2040� HIstorIC growtH 1990 2000 2010 2013 140,000 120,000 100,000 80,000 60,000 40,000 68,030 91,393 115,789 124,987 20,000 0 SouRCe: aMeRICaN CoMMuNITy SuRvey 2009-2013, uS CeNSuS BuReau growtH rates by ComParIson 2000-2013 35% 30%30.5% 19.9% 10.7% 25% 20% 15% 10% 0% 5% Harnett County North Carolina United States SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013, uS CeNSuS BuReau ProjeCted growtH 1990 2000 2010 2013 2020 2030 2040 250,000 200,000 150,000 100,000 50,000 0 68,030 91,393 115,789 124,987 138,799 168,712 182,889 SouRCe: NC oFFICe oF STaTe BudgeT aNd MaNageMeNT PRojeCTIoNS, uS CeNSuS BuReau From 2000 to 2010, Harnett County grew by nearly 27%� The most recent population figures indicate that Harnett’s growth will continue to outpace regional, state and national rates� growtH ComParIsons growtH rate ComParIsons, 2000-2013 yeaR haRnett Lee JohnSton ChathaM CuMBeRLanD nC 2013 124,987 60,266 177,967 66,817 325,871 9,848,060 2010 115,726 57,904 169,613 63,764 320,246 9,559,533 2000 91,393 49,482 123,279 49,740 303,755 8,081,614 2010-2013 8.0%4.1%4.9%4.8%1.8%3.0% 2000-2010 26.6%17.0 %37.6 %28.2%5.4%18.3% SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013, uS CeNSuS BuReau Did you know? From 2010-2013, Harnett was the fifth-fastest County in North Carolina. Grow Harnett County State of the County : 3 35% 53% 36%41% 29%30% eduCatIon attaInment (2013) SouRCe: aMeRICaN CoMMuNITy SuRvey 2009-2013, uS CeNSuS BuReau SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013, uS CeNSuS BuReau Harnett County nortH CarolIna unIted states 84.4% High School Graduate or Higher 84.9% High School Graduate or Higher 86% High School Graduate or Higher 18.5% Bachelor’s Degree or Higher 27.3 % Bachelor’s Degree or Higher 28.8% Bachelor’s Degree or Higher Community Profile age (2013) eduCatIon (2000-2013) 0-49,4417.9 % 20-6469,68958.7% 65+ 12,52210.5% 5-1927,14122.8% SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013 eduCatIon attaInment averages sInCe 2000 SouRCe: aMeRICaN CoMMuNITy SuRvey 2009-2013, uS CeNSuS BuReau raCe and etHnICIty 2000 2010 % CHange White 64,744 82,467 27.4 % BLaCk oR afRiCan aMeRiCan 20,481 24,969 21.9% aMeRiCan inDian anD aLaSka native 794 1,060 33.5% aSian 591 1,264 113.9% native haWaiian anD otheR PaCifiC iSLanDeR 61 6 -90.2% tWo oR MoRe RaCeS 1,430 4,115 187.8 % hiSPaniC oR Latino 5,336 13,213 147.6 % raCe and etHnICIty (2013) mInorIty PoPulatIon ComParIsons, 2013 64% SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013, uS CeNSuS BuReau Harnett White Non-Hispanic Population Minority Population 59% Lee 70% Johnston 71% Chatham 47% Cumberland 65% NC age demograPHIC ComParIsons, 2013 haRnett Lee JohnSton ChathaM CuMBeRLanD nC Median Age 33.5 37.1 37 44.8 30.9 37.6 Old-Age Dependency Ratio 17.1 23.3 17.4 34.5 15.4 21.3 Child Dependency Ratio 44.8 42.7 44.3 36.1 41.7 37.6 Change in Young Working Population (2000-2013)16.5%5.7%16.9%-0.5%-8.0%3.0% The young working age population in Harnett County has been growing at a rate of 16�5% from 2000 to 2013� This means that the county is attracting the portion of the population that can drive innovation and investment in the economy� Many areas are struggling to keep their young workers around, so this is an encouraging sign for Harnett County� Harnett County has a young population� The median age is 33�5 in Harnett, over four years lower than the state median age� Harnett does not have a large older age population dependency ratio, but there are a larger proportion of children that are dependent on the working population� 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 100% 90% 80% 70% 60% 75%78.1%80.4%84.4%84.9% 12.8% 22.5%24.4%27.3 % 18.5% 28.8% 86% 50% 40% 30% 20% 10% 0% North Carolina North CarolinaUnited States United States Harnett Harnett High School Graduate or Higher Bachelor’s Degree or Higher 2000 2013 Grow Harnett County State of the County : 4 Households and Housing HouseHold ComPosItIon SouRCe: uS CeNSuS BuReau, aMeRICaN CoMMuNIT y SuRvey 2009-2013 as the population has increased so has the number of households in the county� The average household size and average family size are higher in Harnett County compared to neighboring counties� These rates are also growing for Harnett County� medIan HouseHold InCome SouRCe: aMeRICaN CoMMuNITy SuRvey 2009-2013 Harnett County nortH CarolIna unIted states $46,334 $44,625 $53,046 HousIng unIts SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013, uS CeNSuS BuReau, *aMoNg HouSeS wITH a MoRTgage 3,411 1,414 $132,600 medIan Home value $1,228 medIan montHly HousIng Costs* aPartments townHouses or duPlexes 2.8% vaCanCy rate 23% InCrease In unIts 2000-2013 32,235 sIngle famIly unIts $$$$ 47 % moved Into tHeIr Homes from 2000-2009 own vs rent 31.8% rent 68.2% own HousIng and transPortatIon Costs Traditional measures of housing affordability ignore transportation costs� Typically a household’s second- largest expenditure, transportation costs are largely a function of the proximity of jobs and housing� Factoring in both housing and transportation costs provides a more comprehensive way of thinking about the cost of housing and true affordability� SouRCe: CeNTeR FoR NeIgHBoRHood TeCHNoLogy remaInIng InCome 39%transPortatIon 32% 29%HousIng HouseHold CHaraCterIstICs ComParIsons (2013) ToTal HouseHolds haRnett Lee JohnSton ChathaM CuMBeRLanD nC Total Households 40,677 21,204 60,759 26,017 121,226 3,715,565 Change in Households 2010-2013 4.0%1.0$2.8%4.6%3.3%2.5% Average Household Size 2.83 2.72 2.81 2.46 2.55 2.53 Growth in Average Household Size 6.0%4.2%4.1%1.2%0.0%1.6% HousIng market ComParIson over two-thirds of housing units in Harnett County are occupied by owners� This rate is slightly higher than the state average� Harnett County’s home values and mortgage/rent prices are in “the middle of the road” compared to neighboring counties� From 2010 to 2013, the median home value increased by over $9,000, double the state average� HousIng market ComParIsons, 2013 haRnett Lee JohnSton ChathaM CuMBeRLanD nC Median Home Value $132,600 $131,300 $141,200 $211,400 $128,700 $153,600 Median Mortgage $1,228 $1,136 $1,254 $1,458 $1,215 $1,281 Median Rent $756 $686 $778 $774 $853 $776 Owner-Occupied 68.2%69.1%71.6%79.9%54.8%66.4% Renter-Occupied 31.8%30.9%28.4%20.1%45.2%33.6% jobs to HousIng ratIo Harnett County has a low job to housing ratio meaning that the county is becoming a bedroom community for other counties at a higher rate than local county jobs are being created� jobs Per HousIng unIt ComParIson, 2013 haRnett Lee JohnSton ChathaM CuMBeRLanD nC Jobs 22,452 24,257 42,591 14,095 117,629 3,974,940 Housing Units 47,381 24,117 68,000 28,964 138,362 4,349,023 Jobs/Units Ratio 0.47 1.01 0.63 0.49 0.85 0.91 Grow Harnett County State of the County : 5 In retail, leakage occurs when members of a community spend money outside that community or when money spent inside that community is transferred outside the community� Harnett County loses potential sales in a variety of categories, including the following: economic development emPloyment according to 2009-2013 american Community Survey estimates, there were over 45,000 people employed in Harnett County� The majority of these jobs are in moderate-paying, local-serving industries� while important to the economy, these industries don’t drive growth, but instead follow it� Management, Business, Science, and Arts Sales and Office Service Production, Transportation, and Material Moving Natural Resources, Construction, and Maintenance SouRCe: aMeRICaN CoMMuNITy SuRvey 2009-2013 18.4% 12.4% 14.2% 24.6% 30.3% CommunIty ComParIson: unemPloyment rates 16 14 12 10 8 6 4 2 0 2004 Harnett County Lee County Johnston County Cumberland County North Carolina 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 SouRCe: BuReau oF LaBoR STaTISTICS unemPloyment rates 5.3 5.3 4.9 4.8 6.6 11.4 11.4 11.4 10.6 9.1 7.0 emPloyment by Industry Government 3,634 2,502 2,300 1,429 1,324 1,105 813 542 488 476 454 450 373 257 223 175 175 104 41 0K 1K 2K 3K 4K 5K $51,107 $28,734 $33,826 $13.837 $47, 277 $48.213 $54,082 $24,077 $41,090 $51,914 $49,763 $53,570 $30,168 $53,269 $34,745 $30,578 $58,642 $17,778 $103,317 $17,833 $0 $50,000 $100,000 Retail Trade Health Care and Social Assistance Accommodation and Food Services Manufacturing Construction Educational Services Admin, Waste Mgmt and Remediation Transportation and Warehousing Wholesale Trade Prof., Scientific and Tech Services Finance and Insurance Other Services (except Public Admin.) Information Crop and Animal Production 2013 Jobs Average Earnings (2013) Real Estate, Rental and Leasing Mgmt. of Companies and Enterprises Arts, Entertainment and Recreation Utilities Mining, Quarrying, Oil and Gas Extraction SouRCe: eCoNoMIC ModeLINg SPeCIaLISTS INTeRNaTIoNaL 5,588 toP emPloyers retaIl leakage SouRCe: HaRNeTT CouNTy edC SouRCe: eCoNoMIC LeadeRSHIP eSTIMaTeS BaSed oN eCoNoMIC ModeLINg SPeCIaLISTS INTeRNaTIoNaL (2015) aNd uS BuReau oF eCoNoMIC aNaLySIS (2014) -$6.5 million-$14.1 million -$7.6 million -$29.5 million -$12.8 million-$34.3 million sPortIng goods, Hobby, musICal Instrument and book stores ClotHIng and ClotHIng aCCessorIes stores furnIture and Home furnIsHIng stores motor veHICle and Parts dealers eleCtronICs and aPPlIanCe storesgeneral merCHandIse stores toP emPloyers In Harnett County eMPLoyeR nuMBeR of eMPLoyeeS Harnett County sCHools 2,132 Harnett HealtH system 1,050 Harnett County government 887 food lIon dIstrIbutIon Center 758 CamPbell unIversIty 750 Harnett CorreCtIonal faCIlIty 381 edwards brotHers 280 wal-mart 270 CarlIe C’s Iga 185 saab barraCuda 167 Grow Harnett County State of the County : 6 loCatIon QuotIents by Industry economic development Location quotient (LQ) is a valuable way of quantifying how concentrated a particular industry, cluster, occupation, or demographic group is in a region as compared to the nation� It can reveal what makes a particular region “unique” in comparison to the national average� In Harnett County the arts, entertainment, and recreation sector saw the greatest increase in location quotient (LQ) from 2008 to 2013� as a result, Harnett has comparative advantage in the following sectors: retaIl tradeCroP and anImal ProduCtIon ConstruCtIon government eduCatIonal servICes 0.8 0.6 0.4 0.2 0.0 -0.2 -0.4 -0.6 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.25 1.4 1.6 1.8 2.0 2.2 2.4 2.6 20 0 8 - 2 0 1 3 L o c a t i o n Q u o t i e n t % C h a n g e 2013 Location Quotient Change Educational Services Other Services (except Public Administration) Government ConstructionUtilities Health Care and Social Assistance Admin, Waste Management and Remediation Transportation and Warehousing Mining, Quarrying and Oil and Gas Extraction Arts, Entertainment and Recreation loCatIon QuotIents by Industry Grow Harnett County State of the County : 7 real ProPerty value SouRCe: eCoNoMIC ModeLINg SPeCIaLISTS INTeRNaTIoNaL 6.7%$456,136,990 Agricultural and Vacant 75.2%$5,158,994,577 Single Family Residential 6.6%$453,821,211 Multifamily and Mobile Homes 7.1 %$489,192,713 Commercial 1.8%$122,139,790 Industrial 2.6%$178,540,565 Office/Institutional 6.1%Parks and Open Space 21.3%Agricultural 5.9%Vacant 50.6%Rural Residential 6.9%Single Family Residential 0.2%Multi-Family Residential 5.7%Mobile Homes 0.8%Commercial 0.9%Office, Institutional, Government 0.3%Industrial 1.3%Unknown l and use adoPted land use PolICy and regulatIons NC 27 W NC 210 S US 421 N NC 42 US 401 S MCDOUGALD RD OLD US 421 US 421 S NC 55 W NURSERY RD NC 87 N NC 82 RAY RD NC 24-87 NC 217 NC 24-27 INTERSTATE 95 ROSS RD US 401 N NC 55 E MARKS RD WIRE RD NC 24 OVERHILLS RD US 301 N OLD STAGE RD N NC 87 S US 301 S NC 27 E PONDEROSA RD BENSON RD CHRISTIAN LIGHT RD OLIVIA RD MCARTHUR RD DOCS RD SOUTH RIVER RD LINE RD RIVER RD ASHE AVE COKESBURY RD BUCKHORN RD RAWLS CHURCH RD FAIRGROUND RD ROSSER PITTMAN RD KIPLING RD RED HILL CHURCH RD DARROCH RD TITAN ROBERTS RD ELLIOTT BRIDGE RD NC 210 N TINGEN RD BAILEY RD GUY RD ABATTOIR RD BROADWAY RD MABRY RD NEILLS CREEK RD CYPRESS CHURCH RD AUTRY RD CRAWFORD RD LANGDON RD HILLMON GROVE RD BUIE RD BUFFALO LAKE RD TEMPLE RD MCNEILL HOBBS RD OLD STAGE RD S POPE RD CYPRESS RD MAIN ST COVINGTON RD BYRDS MILL RD LEMUEL BLACK RD THOMPSON RD BALL RD BUNNLEVEL ERWIN RD JONESBORO RD BARBECUE CHURCH RD HOBSON RD HODGES CHAPEL RD OLD BUIES CREEK RD BRICK MILL RD LOOP RD LANE RD COOL SPRINGS RD PEACH FARM RD CLARK RD SPRING HILL CHURCH RD WILL LUCAS RD BEAVER DAM RD ADCOCK RD JOHNSTON COUNTY RD HICKS RD BUD HAWKINS RD RAVEN ROCK RD MCLEAN CHAPEL CHURCH RD BAILEYS XRDS RD MCNEILL RD HAYES RD MT PISGAH CHURCH RD LEAFLET CHURCH RD NORRINGTON RD BELLA BRIDGE RD SHERIFF JOHNSON RD ATKINS RD YOUNG RD TIM CURRIN RD JOHNSON RD CAMERON HILL RD CANE MILL RD CAMERON RD SADLER RD HARNETT CENTRAL RD SHADY GROVE RD WISE RD WEBB RD PURFOY RD BETHEL BAPTIST RD CLAYHOLE RD W J ST WEEKS RD ERWIN RD MITCHELL RD WALKER RD RAYNOR MCLAMB RD ERWIN CHAPEL RD ADAMS RD ARROWHEAD RD POWELL FARM RD NC 55 S DENIM DR BAPTIST GROVE RD OAKRIDGE RIVER RD SHUE RD NEIGHBORS RD BYRDS POND RD S 13TH ST S ELM AVE CHALYBEATE SPRINGS RD E H ST LAFAYETTE RD COBB RD EBENEZER CHURCH RD HARDEE RD HOOVER RD TILGHMAN RD LIVE OAK RD MCCORMICK RD JOEL JOHNSON RD PROSPECT CHURCH RD BILL AVERY RD CARSON GREGORY RD HOLDER RD E JACKSON BLVD LLOYD STEWART RD CAROLINA WAY DOVE RD BALLARD RD MICRO TOWER RD MATTHEWS MILL POND RD OAK GROVE CHURCH RD BRINKLEY RD STEWART RD W CORE RD FESTUS RD DORMAN RD JOSEY WILLIAMS RD PATTERSON RD BRADLEY RD HOLLY SPRINGS CHURCH RD WILSON DR DIXON RD FLEMING RD N RALEIGH ST W E ST OAK ST MIDDLE RD DENNING RD MIMS RD GRIFFIN RD RUFFIN RD WEST RD KNIGHT RD WADE STEPHENSON RD THOMAS KELLY RD BECKER RD TURLINGTON RD AIRPORT RD OLD COATS RD ENNIS RD BRIGGS RD BILL SHAW RD OLD NC 87 W BLACKMAN RD LONGBRANCH RD GATE PINEY GROVE RD W CUMBERLAND ST W OLD RD PILSON RD BIG BRANCH RD E WIMBERLY ST MCKAY DR E I ST FRIENDLY RD JESSE RD ERNEST BROWN RD LAWRENCE RD PONDEROSA TRL LASATER RD CUMMINGS RD OAKTRAIL LN SHAWTOWN RD CLAUDE WHITE RD WAGSTAFF RD FIRE LANE RD E MCNEILL ST S MAIN ST MCARTAN RD HORSESHOE BEND RD RAMBEAUT RD PARRISH RD MEADOWLARK RD HARVELL RD WOMACK RD JUNNY RD AMMONS RD MCFARLAND RD KRAMER RD MAGRUDER RD W COLE ST COTTON RD MCKOY TOWN RD LESLIE RD TYLER DEWAR LN JOHNSON FARM RD MCNEILL MILL RD CHIC ENNIS RD HARRINGTON RD ETHEL LN LESLIE CAMPBELL AVE S 10TH ST ROLLINS MILL RD TIPPET RD MONROE LN N ELLIS AVE CHICORA RD MCLEOD RD NUTGRASS RD VALLEY RD BYRD RD OMAHA DR TYSINGER RD BRYANT RD SUSAN TART RD E D ST N MAIN ST MONTAGUE RD MAPLE RD JACKSON RD MCLAMB RD BULLARD RD NATCHEZ TRACE PICKETT RD S CLINTON AVE FALCON RD OUR WAY MANN RD ROBERTS RD STAGE RD DRY CREEK RD CHURCH ST BROWN RD C P STEWART RD CHICKEN FARM RD PARTIN RD OLIVE BRANCH RD N ASHE AVE SANDERFER RD GRAMETA LN LIPSCOMB RD ANTIOCH CHURCH RD AVERY RD FAMILY LN PAGE RD MILTON WELCH RD PINE WOOD RD BROCK RD THREE BRIDGE RD SPENCE MILL RD JIM CHRISTIAN RD OAKRIDGE DUNCAN RD SILAS MOORE RD PEARIDGE RD COX MILL RD E CUMBERLAND ST NELSON LN TRIPP RD GREGORY CIR MILLER RD D L PHILLIPS LN COOPER STORE RD COLLINS RD DUKE RD DICKENS RD LEE RD PACE LN REVELS RD E CORNELIUS HARNETT BLVD OLD HAMILTON RD BUTTS RD BAYLES RD EASTMILL LN SLOAN RD N KING AVE MOORES CHAPEL RD MAMIE UPCHURCH RD NICK MCLEAN RD W POPE ST GRANT DR GAINEY RD VANN LN WHIFFEN RD W FRONT ST BAKERTOWN RD HALL RD TAYLOR RD MT OLIVE CHURCH RD N DUNN ST ALPINE DR BLACKBERRY RD POPLAR DR MANGUM RD W THORNTON RD W B ST JAMES NORRIS RD B J LN ALPHIN RD FARRAR DAIRY RD IVEY ST PARK LN S RALEIGH ST YANKEE LN KIVETT RD S 12TH ST DEAN RD BENHAVEN SCHOOL RD JOE COLLINS RD RAINEY DR GENTRY RD E POPE ST W TART RD PINE OAK MELODY LN OQUINN RD STOCKYARD RD SADDLEBRED RD TRUELOVE RD E K ST MCLEOD AVE LIZZIE JETER LN VIC KEITH RD HIGHGROVE DR N BROAD ST E S LINCOLN ST GILCHRIST RD RAYNOR RD FARRAR RD MESSER RD BRANDI LN E JOHNSON ST NEEDMORE RD CAROLINA DR E WAKE ST FRED MCARTAN LN TUTOR RD MAYNARD LAKE RD M & M LN GARDNER RD CAMEL RD ARCHIE ST PINEY GROVE WILBURN S 2ND ST BLACK LN DEER TAIL LN E HARNETT ST VALERIE LN GRAHAM RD SHARPE RD DENNIS LN THOMAS FARM RD DELMA GRIMES RD JASON LN N ORANGE ST BUCHANAN RD WINDING RDG AUGER HOLE RD QUAIL RD N WILSON AVE HOMERS LN OWENS RD LENOIR DR HOBBY RD DEVROAH LN BALL PARK LN AKOR PL DEER VIEW CREEKVIEW LN COUNTRY TIME LN MATTHEWS RD LUCAS RD N POWELL AVE HOG HEAVEN LN ASSET PKWY RIVER RIDGE DR PRAIRIE LN PERRY RD RUNNING BROOK LN SEMINOLE RD WILDLIFE RD STANCIL RD WILD PLUM LN MAYER RD SANDS RD NEWTON RD MERCY LN FLYNN MCPHERSON RD BETTS RD ROLLINS RD CROWN PT FLINTLOCK LN TARAS LN ALEX RYAN LN PLANTATION DR FLOWERS DR A C MORRISON RD S 6TH ST BROOKGREEN LN CATTLE LN NICOLE DR ARLIE LN CONNOR DR SAWYER RD SNEED LN RAWLS CLUB RD BAY ST KIRK ADAMS RD CANNA LN CHALYBEATE RD KEITH HILLS RD MCDUFFIE RD ROBIN HOOD RD MCDONALD RD F O R LN DOLL HOUSE RD HORNE LN ANDERSON RD BOND LN BROOKS MANGUM RD LINDLEY CT DURA BILT LN TURKEY PATH RD MERRY ST WHEELER DR WALTER WADDELL LN MICAHS WAY N E MCIVER ST IRIS BRYANT RD FARABOW DR YORKSHIRE DR E DEPOT ST LENNIE SMITH RD S MASON ST MURCHISONTOWN RD JOHN LEE RD ANNA ST MIMMS RD GREAT DANE LN DANIELS RD PINE ST E MOCCASIN BRANCH RD KELLY LN W DEPOT ST RUTH CIR SPRING BRANCH RD E O ADAMS LN TRANQUIL LN TILGHMAN DR VALLEY OAK DR TIRZAH DR WILLIAMS RD BRET RD CENTURY DR PITTMAN DR BUMPY LN HILLIARD RD SENTER LN CAPTAIN HBR MERSADIES LN VICTORY LN COUNTRY COVE LN LIZARD LICK LN RIDGE CT BLOOM RD HAMILTON RD BLANCHARD RD COATES RD CHARTRES ST KERSHAW RD MCKINNEY PKWY SUITT RD S IDA ST FINLEY ST MILLS HOUSE LN SHERIFF WATSON RD SORRELL LN NATHAN MATTHEWS RD JAN ST J W EDWARDS LN COUNTRY SPRING LN C HOLDER LN HERON ROGERS LN N MCKINLEY ST WALT JOHNSON RD HARGER LN SAW MILL LN RAM DR SAINT ST S 8TH ST CLARKS CORNER RD S CHURCH ST CHARITY DR RIVERWIND DR DANIELS CREEK RD BUTCH ST RUBY LN ALAN ST CAMPBELL ST PENDERGRAFT R D MIXON RD SPENCE RD FOX HUNTERS LN W N ST DEWAR ST S MCKINLEY ST AZALEA DR JERRY LN BROWER RD EXIT RAMP TRENT DR LEANNA LNKATHLEEN RD CABIN CREEK LN PIT RD SIERRA TRL OAKLAWN DR E PEARSON RD MARSHBANKS ST PORTER DR LOWER RIVER RD OLD FARM RD ROY ADAMS RD WELLS LN ED THOMAS RD OAK VALLEY FARM RD SPIDER LILY LN S POWELL AVE BOYKIN RD MANOR HILLS RD OLD MILL RD PHEASANT LN BOYD BRAFFORD DR WINDSONG DR FARLEY RD HILLS LN W ACADEMY ST FARRINGTON LN LONGLEAF DR MARY LN OLIVE FARM DR SEAWELL ROSSER RD HOLIDAY RD SAMUEL MCKOY LN HARMAN DR W STEWART ST MOONLIGHT DR HERITAGE WAY COOPER ST WOOD RD BRUCE DR SPIVEY LN EMMA CT ANDERSON CREEK DR OAKWATER DR REGIMENTAL DR JIMMY DR DRIVEWAY RIDGE RUN C T THOMAS LN REBEL LN SANDCLAY DR POULTRY LN CIRCLE T DR PEYTON LN LINCOLN MCKAY DR JR LN ELIREA LN CHESLEY LN NORTHVIEW DR ROBESON ST LATHAM LN WILLETTE LN HAPPY LN OUTLAW LN MARIAN LN RABBIT RUN LN BRAE DR HARLEY LN LAKE POINTE DR FUJI LN C W MATTHEWS RD LEE DUNN LN LOYD LN JARCO DR LINDA JANE LN ELI LN TACIA DR TOM MYERS RD CHARLIE SMITH LN GARY DR MAY ST BISON LN ADVANCE DR FULTON LN LOIS LN SHADY LN MOORE LN LAB RUN TRACEY LN RAY BYRD RD CAMELLIA RD WHIT CT MYE LN RANSAW LN SPENCE WAY LN TOMATO LN FOREVER LN N T WHITTINGTON LN AUSLEY RD MEMAS LN DRAGON FLY LN WARREN RD MACK RD IRBIN DR WOMBLE DR WAYNE LN DUSTY LN WILSON RUN LAUREL DR YOGI DR BISHOP MILL LN RIDGE VIEW DR TURNER LN COMANCHE DR TOWER DR BRUM LN S 20TH ST HAZELNUTS LN GATEWAY DR SUE ST RAVEN LN RIVER OAK ST ASHEFORD WAY VALLEY FORGE WAY S H & L DR RIPLEY RD BRYAN MCLAMB LN SKEET RANGE RD JDE ST SEAHAWK AVE WALTER ALLEN LN HENSCHEL LN FLETCHER TUTOR RD BIRCH AVE GRAYS LN E HARRINGTON AVE AUTUMN BREEZE LN LEE LAKE LN LAMM AVE FOREST DR HAILEY LN PINERIDGE CV KINGSBROOK CIR RUSTIC LN BENNETT RD BURSLEM LN REEDY LN DR MCKOY RD SOUTHERN PL E JAY ST FIFTY CALIBER DR NAVAHO TRL 3RD ST JEROME LN CRYSTAL SPRING DR TACTICAL DR ROCKY RUN LN BRUCE JOHNSON RD NC 87 HWY E T FARM LN SKYCROFT DR HERMAN WAY CREEKSIDE DR RAINMAKER ST SANDVIEW LN ROLLING PINES DR NC 55 E EXT MARS DR WILLIAMSTOWN LN BARLEY DR KIBBE LN MCINTYRE LN LINDA LN N 17TH ST KINTON DR BUTLER MCLEOD LN CHASBEE LN LINDEN RD GIBSON LN D R HARVELL LN LANIER DR NEW PATH RD VIOLET LN EDNA LN HUCKLEBERRY LN WHITE LINE RD BOATS LN PIERCE LN JONES LN LUNKER LN TAR KILN TRL BRADDOCK DR VUNCANNON DR COTTLE LAKE DR JAMES TART RD RODEO LN SMITH PRINCE RD SWEET LN PINERIDGE DR BARREL ST JUDGE TAYLOR RD ANDERSON HILLS RD HESTER PL THURMAN DR ENTRANCE RAMP BUCKHORN LAKE RD FRANCIS DR WILD HORSE RUN ROBIN HILL RD BANANA LN LOUS CHAPEL RD HENRY ELLIOTT LN BENNYS LN CALEY DR WILLIE TART LN SUMPTER LN HARVEY LN NEW LIFE LN POLK ST FAUCETT LN BASIN ST NORTH FORSYTHE LN OAKDALE ST BUFFKIN LN WIDGEON WAY L J ELLIS LN MAY LN KINGS WAY RIDGE RD ALFREDA DR T J TRL JENKINS ST PRIMROSE LN LYNCH AVE FREEMAN LN W & W LN BRITTON LOOP WILLIS LN ROWAN ST ORCHARD FALLS DR RITA LN HATCHER ST EASON LN BARCLAY DR SWAN LN OLIVER LN SUNSET LN CRANE WAY BENJAMIN LN AMRIE LN ROSIN LN PINE NEEDLES DR CATTIE DR MCPHERSON RD ERNEST LN EASY LN KINSMAN CT ELFMAN DR SHERRY LN HOPE LN WILSON ST LAKERIDGE DR VERNELL RD SYLVAN LN W GODWIN ST MOONEY DR KELLAM DR JUDI LEE RD HARDING LN STONE LN PIONEER CT MAPLE DR TOW LN ADAM LN JARRETT BAY LN SURE FIRE LN R E THOMAS LN WITHERS LN ELLIS STEWART LN EDGECOMBE DR CURTIS DR COLBY LN WOODFIELD CT HOMESTEAD LN S 1ST ST COURTLAND DR SISTER LN JUNEBUG LN PROGRESS DR MASON HILL LN ENT RAMP 77 S MONTS LN DIANN ST GWENDOLYN WAY COLLINS FARM LN BRIARWOOD PL MURPHY LN GLENEAGLES AVE JUDD LN CUCUMBER LN LORI LN TOODLE DR LUART DR CHINABERRY LN R P SMITH LN DEER RUN CT ROYAL ST GODWIN RD THAD SMITH LN BLAKE ST MARTHAS LN HAPPY TRAILS LN RACHEL DR ERICA LN LETCHER LN HIGHLAND DR E MORRIS CIR ASPEN AVE ALVIS CT CHESTER LN FAIRWAY LN WILLIFORD LN EMMETT RD DRY FARM LN BAY TREE LN LAKESIDE DR SCENIC WAY HORSE FARM LN HILDA DR CALUMET DR LUCY LN GODWIN DR ERIN DR DANIEL QUINN LN BENTLEYS LN MAGNOLIA DR KEY LN MARION DR HELEN LN MAMERS RD LAKESHORE DR A D HALL RD PEACE ST MEMORY LN SOLIS LN SENSATION LN LONEOAK LN ASHE ST WILKIE LN SAPONI TRL GILES LN BEACON LN LAKEWIND CT H N MCLEAN LN BARNES DR DOVE RIDGE LN RACK CT GIANT LN ROOSTER LN MEREDITH LN CHEVY LN FOX RUN PRAIRIE DR SPRUCE LN STEEL CT LAYLON LN PEPSI LN DONNAS LN DOUG WEST LN IRENE CT RYES LNEFFIE LN ELSIE LAMM RD NU HOME ST NASCAR LN HARDWOOD LN ROMAS DR BUIE FARM LN PA LN BASIN ST NC 55 E US 421 S US 401 N NC 27 E BRADLEY RD S MAIN ST EXIT RAMP NC 210 N WARREN RD N MAIN ST Harnett County Zoning Map / Map prepared by Harnett County GISCurrency: June 16, 2014Created on: July 10, 2014 Users of this data are hereby notified that thepublic primary information sources should be consulted for verification of the information.All information contained herein was created for theCounty's internal use. Harnett County, its agents andemployees make no warranty as to the correctness oraccuracy of the information set forth on this map, whetherexpress or implied, in fact or in law, including withoutlimitation the implied warranties of merchantabilityand fitness for a particular use. Legend Highway Corridor Overlay District Military Corridor Overlay District County Boundary Roads Rivers ANGIER BENSON COATS COMM CONS DUNN ERWIN ETJ INDUSTRIAL LIGHT INDUSTRIAL LILLINGTON OFFICE-INSTITUTIONAL RA-20M RA-20R RA-30 RA-40 ZonIng ordInanCe The Zoning Map includes a description of zoning districts that regulate the use of property for the purposes of protecting public health, safety, property values, and the general welfare of the community. County PolICIes The Future Land Use map, adopted in 1999 represents an evolving vision for the County and will be updated during the Comprehensive Plan Update process. ?ú ?ú Aa KÈ KÈ KÈ KÈKÈ KÆ KÆ ?§ WAKECOUNTYHARNETTCOUNTY W A K E C O UNTY JO HNSTO N C O UNTYCHATHAM COUNTY HARNETT COUNTY HARNETT COUNTY JOHNSTON COUNTY HARNETTCOUNTYCUMBERLANDCOUNTY HARNETT COUNTYLEE COUNTY JO H N ST O N C O U NT Y S A M P S O N C O U N TY DUNN BENSON FUQUAY-VARINA ANGIER COATS ERWIN LILLINGTON FORTBRAGG LittleRiver(LowerLittleRiver) CapeFearRiver Upper LittleRiver Middle Creek BlackRiver(LittleBlackRiver)(PopesLake-RhodesPond) MillCreek(Moorewood Pond) CapeFearRiver JumpingRun CapeFearRiver BlackCreek 0 1.5 30.75 Miles Date: 4/13/2015 | LDI #: 1014207 Data Source: Harnett County (7/2013) M U N I C I P A L I T I E S Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ ANGIER DUNN ERWIN LILLINGTON HARNETT COUNTY, NORTH CAROLINA munICIPal PolICIes Each municipality in Harnett County also has land use policies that are applicable within municipal limits and in areas defined as extra- territorial jurisdictions (ETJ) exIstIng land use SouRCe: HaRNeTT CouNTy Tax PaRCeL daTa exIstIng land use maP Issues strong resIdentIal growtH traffIC CongestIon $$ laCk of fundIng for servICes $$ InfrastruCture needs loss of oPen sPaCe, farmland and forests PreservIng land for non-resIdentIal and emPloyment uses ImbalanCe In tax base (ReSiDentiaL vS. non-ReSiDentiaL) Grow Harnett County State of the County : 8 transportation SouRCe: aMeRICaN CoMMuNIT y SuRvey 2009-2013 average work Commute 30.3 mInutes CarPool 9.8% of workersdrIve alone 84.6% transIt / otHer 1.3% work atHome walked / bIked Harnett’s Commute 11,078 30,816 8,559 CommutIng In CommutIng outlIvIng and workIng In Harnett Planned statewIde transPortatIon ImProvement ProjeCts (stIP) StiP Project name extent total funding funding timeframe R-2529 nC 24/27 Widening County Line to NC 87, Widen to multi-lanes $120,700 Unfunded u-3465 ray road widening NC 210 to Overhills Road $29,728 FY 2015-2017 R-2609 uS 401 Widening / Bypass Fayetteville to Wake County $222,600 Unfunded i-5133 i-95 Corridor Study South Carolina to Virginia $6,400 i-4906 i-95 Pavement Rehabilitation Cumberland County to Johnston County $1,725 FY 2015-2019 R-5526 i-95 interchange improvement Jonesboro Road Interchange $3,700 Under Construction R-5523 harnett Central Road Realignment Realign Harnett Central Road at US 401 and Extend Neil Smith Road $1,599 FY 2015 SouRCe: NCdoT, CaMPo, MId-CaRoLINa RPo, FaMPo otHer PrIorIty ProjeCts* Project name extent total funding funding timeframe nC 55 Widening Jicarilla Rd to Rawls Church Rd (Wake County)$11,998 2040 nC 55 Widening Wake County Line to Church Street $8,289 2030 angier Western Connector NC 55 (S of Angier) to Rawls Church Rd $9,710 2040 nC 210 Widening Widen to Multi-Lanes and Enhance Corridor from Highway 401 in Lillington to Highway 87 in Spring Lake TBD Unfunded uS 421 Widening Widen to Multi-Lanes to Include Turning Lane from East City Limit to Dunn-Erwin Road TBD Unfunded uS 421 Widening Widen to Multi-Lanes and Enhance Corridor from Lillington to Sanford TBD Unfunded SouRCe: NCdoT, CaMPo, MId-CaRoLINa RPo, FaMPo roadway There are 1,852 miles of roadway in Harnett County� even with recent improvements, including the NC 87 upgrade, as well as the projects that are planned, significant needs exist� *SouRCe: CeNTeR FoR NeIgHBoRHood TeCHNoLogy transPortatIon trends In suburban areas like Harnett County, drive further distances for daily activity; this drives up the cost of living� The majority of Harnett residents currently travel outside the County for employment� $14,251 average annual transPortatIon Costs (CAR OWNERSHIP, TAxES AND REGISTRATION, MAINTENANCE, AND TRAVELS ExPENSES) PER HOUSEHOLD $$$$ 1.94 average number of automobIles Per HouseHold 26,829 average HouseHold veHICle mIles traveled Per year bICyCle and PedestrIan ProjeCts Project name Location Cost Status Lillington Street sidewalk Angier $54,000 Under Construction (CAMPO LAPP funds) Willow & Roy Street sidewalk connections Angier $192,000 Under Construction (CAMPO LAPP funds) Ray Road sidewalks Harnett County TBD In NC STIP SouRCe: NCdoT, CaMPo, MId-CaRoLINa RPo, FaMPo bICyCle and PedestrIan ProjeCts otHer PrIorIty ProjeCts Grow Harnett County State of the County : 9 transportation ComPreHensIve transPortatIon Plan HIgHway element bICyCle and PedestrIan faCIlItIes Grow Harnett County State of the County : 10 n atural resources Natural resource Issues Water access passive recreation Active recreAtion Forest and Farm Preservation SpecieS preServation The Cape Fear River and Upper Little River offer great opportunities for tourism. New and improved canoe/kayak launches could allow greater access to these natural resources. Harnett County Parks & Recreation maintains two parks with passive recreation opportunities (Anderson Creek Park and Cape Fear River Trail Park). Reserving land for additional passive recreation and amenities (nature parks, trails, and greenways) will be important to preserving the quality of life in Harnett County. Harnett County Park & Recreation partners with local, state and federal agencies with the goal of providing comprehensive recreation and leisure opportunities for all citizens. Five county parks are maintained, which have a variety of active recreation facilities including baseball/softball fields, tennis courts, a disc golf course and playgrounds. Additional facilities will be needed as the County grows. Farmland and forests contribute to the scenic quality of the County’s rural areas. They also contribute over $300 million in value-added income to the local economy. Residential growth in rural areas can increase development pressure and threaten the viability of agricultural and timber production. The Cape Fear Shiner, the Red-Cockaded Woodpecker, and the Rough-Leaved loosestrife are federally endangered species that call Harnett County home. In addition 22 types of species are listed as Federal Species of Concern. Clean water and connected wildlife corridors and habitats are essential to preserving biodiversity. Water Quality Urban stormwater and agriculture runoff, which includes sediment and chemicals, have unfortunately polluted and impaired many creeks in Harnett County. Low impact development (LID) techniques such as reducing impervious surfaces and retaining vegetated riparian (stream) buffers can help improve water quality. Harnett County has a rich history and is home to a number of significant cultural resources that help to define the county’s identity and provide unique tourism destinations. These destinations include the Averasboro Civil War Battlefield and Museum, the Coats Cotton Museum, the Coats History Museum, the General William C. Lee Airborne Museum, and the Gourd Museum. Historic structures, including the Historic Summerville Presbyterian Church, the Old Bluff Church, and the Campbell House combine with historic downtowns and rolling agricultural lands to create a beautiful landscape with deep roots. Cultural resourCes natural resourCes Grow Harnett County State of the County : 11 Io ?ú ?ú ?ù ?ù Aa KÈ KÈ KÈ KÈ KÈ KÈ KÈ ?d ?d ?d ?« ?« KÂ KÆ KÆ KÆ ?§ ?§ Ir Ir Ir Ir W A K E C O U N T Y J O H N S T O N C O U N T Y W A K E C O U N T YCHATHAM C O U N T Y H A R N E T T C O U N T Y M O O R E C O U N T Y H O K E C O U N T Y J O H N S T O N C O U N T Y S A M P S O N C O U N T Y C U M B E R L A N D C O U N T Y L E E C O U N T Y Dunn Fayetteville Benson Fuquay-Varina Coats Holly Springs Spring Lake Erwin Lillington Sanford L a k e S u r f L a k eTrace R h o d e s P o n d Littl e Riv er(LowerL i ttle R iv e r ) Up p e r L ittle R iver S wift Creek Bl a c k C r e e k (Pa r ti n s Po nd-Panther Lake) Sout h R iv er MiddleCreek CapeFear River D e e p Riv er Jumpin g R u n DeepRiver LittleJuniper Creek Deep River C a peFear Rive r Bl a c k C r e e k Cra n e Creek(Craine C reek)(L ake S urf) H a w R iver H a w R i v e r B u c k h o r n C r e e k (H a r r i s L a k e ) B u c k h o r n C r e e k (H a r r i s L a k e )D e e p R i v e r NC55E BRET RD W I L L LUC AS R D NC 27 W NC 87 N BENSON RD NC 82 NURSERYRD L E S L I E C A M P B E L L A V E DEWARST MCLAMB RD BUTTSRD FULLER DR M C D O U G A L D RD OLDSTAGERDN CASS LN COKESBURYRD AT K I N S R D CAMERONHILLRD L E A N N A L N BRINKLEY R D ROLLINS M I L L RD B R A DLEY R D OU RW AY MARKS RD US 421 N RAVENROCKRD WCORERD N C 5 5 W RUTHCIR N C 27 W N O R R I S R D C I R C L E TDR BUTCH ST W A L T E R W A D D E L L L N COATES RD O L D U S 4 2 1 RIDGE CT US 401 S PURFOY RD TRIPP RD CHRISTIAN L I G H T R D WALKER R D F U J IL N MCNEILLRD P IC K E T T RD B O N D L N NC24 H O D G E S C H A P E L R D R E A G AN L N S Y K E S L N OLDMILLR D NC27E MCLEODRD US 301 S C O L LI N S RD WIRE RD COOL SPRINGS RD DOVERD N C 2 7 W BENHAVEN SCHOOLRD N C 4 2 N C 5 5 W TIPPETRD AVERY RD CYPRESSCHURCHR D OAK S T OLIVE F A R M D R HIC K S R D KELLY LN U S 4 2 1 S SENTER LN J O H N S T O N C O U NTYRD MCCORMICK RD C L A Y H O L ERD OLD N C 8 7 AKORPL T R E N T D R S H U E RD CURRINRD NEWTON R D L E A F L E T C H U R C H R D DUKERD BUMPYL N US301 N AIR P O R T R D SNEEDLN TARASL N PINEY G R O V E WILBU R N B R IG G S R D BETTS RD LEERD LANERD F E S T U S R D C O B B RD B R A N D I L N TYLER DEWAR LN FLEMING RD PEARIDGERD KRAMERRD RAYNORRD MERC Y LN MCFAR L A N D R D ANTONI A LN BUNNLEVEL ERW I N R D POPEL A K E R D PERRY RD MAYERRD O AK RID G ERIVER R D GARDNERRD WISE R D KERSHAWRD BIL L SH A W RD REVELSRD RAWLS C H U R C H RD NC42 HA MILTO N RD N C 2 1 0 S S M A I N S T ENNISRD SHERIFF JOHNSON RD M A P L E R D ROLLINS RD GRAHAMRD W E E K S RD G R E G O R Y C I R JASMINE RD MARKSRD DEAN RD P R A I RI E L N GENTRY RD NC 27 E R A Y N O R M C LA M B RD G A T E F A R R A R RD O L I V IA R D BALL R D A D C O C K R D KIPLINGR D H O B B Y RD OVERHILLSRD FAMILYLN P A C E LN CLARKRD VANN L N OLD US 421 WESTRD O W E N S RD BAPTIST G R O V E R D SHAWTOWN RD H A R D E E R D Q U AILRD JASON LN M I C A H S WAY N O U T L A W L N E WI M B E R L Y S T WILDLIFE RD CAMERON RD T W I N P O N D S R D SLINCOLNST JOE COLLINS RD B I G BRANCH RD N C 8 7 S MATTHEWSRD WTARTRD OAK GROVE CHURCH RD BUFFALO LAKE RD M IL L S H O U S E L N T RA N Q UIL LN FIRE LANE RD K NIG HT R D NEIGHBORS R D U S 4 0 1 S BYRDSP O N D RD MCARTHURRD B A L L A R D RD VALERIELN CHURCH S T O Q U IN N RD STANCILRD DENNINGRD NC 2 4 -2 7 LINERD M I L L E RR D GRANTDR F L I N T L O C K L N DELMA GRIMES RD WILDPLUMLN J O E L J O H N S O N R D DOLLHOUSERD MCLEOD AVE ERNEST B R O W N R D DEERTAILLN B A L L P A R K LN MCLEAN CHAPEL CHURCH RD Y A N K E E LN GR A M E TALN BULLARD R D NC210 N TURLINGTON RD TILGHMAN RD L I V E O AKRD SHARPERD P A T T E R S O N RD C L A U D E WHIT E RD PAGER D J E S S E R D CYPRESS R D BROADWAYRD N U T G R AS SRD NC 2 1 0 N MCDOUGALD R D H O L D E R R D BYRD R D B R I C K MILL R D POWELLFARM RD LEMUELBLACK RD S A N D E R F E R RD BRYANT RD LAWRENCERD TINGEN RD DO CS RD MANNRD PONDEROSA RD D L PHILLIPS LN CRAWFORD R D AUGER HOLE R D INTERSTATE 95 N MAINST B A K E R T O W N R D MANGUM R D E T H E L LN TITANR O B E R TS R D HARVELL R D MCKOY T O W N R D N E L S O N L N LLO Y D STEWART RD HOOVER RD RAY RD P A R T I N RD L A N G D O N R D A M M O NS R D R O S S R D S P E N C E M IL L RD MIMS R D B L A C K B E R R YRD ELLIOTT BRID G E R D C P STEWART RD A R R O W H E A D R D R I V E RRD US 421 N E A S T M IL LLN R O B ERTSRD REDHILLCHURCHRD N C 24-87 F RE D MCARTAN L N WTHORNTON RD S O U T H RI V E R R D OLIVEBRANCHRD P A R R I S H RD D A R R O C H R D W STRICKLANDRD M I D D LE R D B E C K E R R D MCARTAN R D B U I E R D MONTAGUERD COBLE SKIEST T H R E E BRIDGE RD TYSINGER R D OAKTRAIL LN INTERSTATE 95 M A G R U D E R RD DORMANRD DRY C R E E K RD WILS O N DR CHICKENFARMRD NEILLS C R E E K R D MAMIE U P C H U R C H R D A S H E A V E HAYES RD WEBB R D BYRDS M I L L R D N C 217 W BLACKMANRDJOSEYWILLIAMSRDHORSESHOEBENDRD MCNEILL HOBBS R D V S L E E L N T H O M P S O N R D SADLER RD BELLABRIDGERD MABRYRD TIM CURRIN RD OLD H A M I L T O N R D HARRINGTONRD IVEY ST P E A C H F A R M R D P O N D E R O S A R D CAROLINAWAY ROSSER P I T T M A N RD N O R R I N G T O N R D B U C K H O R N R D BAILEYRD DRHARVELLLN E R W I N CH APELRD TEMPLE RD CHOLDERLN VALLEY RD GEORGEPERRY LEERD CARSON GREG ORY RD LOO P R D COVINGTON R D MONROE LN HILLMON GROVERD C A N N A LN H O B S ON R D CHICE N NISRD US 401 N J O H N S O N R D MT PIS G A HCHURCH RD DENNIS L N KIRK ADAMS RD ROGERS RD MESSER RD ABATTOIRRD YOUNG R D OAK VALLEY FARM RD WALT JOHNSON RD TUTORRD A S S E T P K W Y GRIFFINRD DEVROAHLN NC 5 5 E AUTRYRD M I T C H E L LRD C U M M I N G S R D SLOANRD B L A C K L N BAYLESRD JE R R Y C A R R RD A L P H I N R D POPLAR D R COUNTRYTIMELN POPERD PILSON RD MELODYL N D I X O N RD BROCK RD NICK MCLEAN R D PINE OAK C REEK VIE W L N JAC KSO NRD R U FFIN R D MIKE W IL LIA M S L N BUDHAWKINSRD G U Y R D ADAMS R D BRADLEY RD BEAVERDAMRD Bailey Thomas Road White Cedar Stand Benson Goldenro d Site Big Gully Wetlands Byrd Farm Industrial Park Natural Area Camp Agape Cape Fear River Bluff Cape Fear River/Buckhorn Levees Cape F ear River/McKay Island Floodplain Carvers Creek Sandhills Carvers Falls County Line Road White Cedar Stand Covington Road Powerline Savanna Dry Fork Pocket Creek Forest (does not qualify) Endor Iron Furnace Natural Ar ea Ferrydell Fort Bragg Natural Area (Central Area) Fort Bragg Natural Area (Little River Area) Fort Bragg Natural Area (Northeast Area) Fort Bragg Natural Area (Overhills Area) Godwin Cape Fear River Bluffs Hannah Creek Swamp Hog Island Rare Plant Site Horseshoe Bends Jim Branch/Buckhorn Creek Forests Juniper Springs Church Natural Area Lemon Springs Longleaf Pine Stand Little River Flatwoods Long Valley Farm Natural Area Lower Little River (Cumberland/Harnett) Corridor Manchester Sandhills Middle Creek Amphibolite Slope (does not qualify)Middle Creek Floodplain Knolls Overhills Little River Terrace Raven Rock State Park Reedy Branch White Cedar Stand Reedys Swamp Longleaf Pine Forest Seaboard Longleaf Pine Stand Slocomb Road Mesic Forest Smith Grove Ravines Swann Juniper Creek Forest Swift Creek Magnolia Slopes (does not qualify) Twin Oaks Trails Upper Little River White Cedar Stand West Park Natural Area White Pines Natural Area Deep River below High Falls Aquatic Habitat 0 2.5 51.25 Miles Date: 5/14/2015 | LDI #: 1014207 Data Source: Harnett County, NCONEMAP, Esri G R O W T H P R E S S U R E Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ Growth Pressure Low Medium Low Medium Medium High High Very High Managed Lands H A R N E T T C O U N T Y, N O R T H C A R O L I N A bIodIversIty and HabItat growtH Pressure n atural resources Grow Harnett County State of the County : 12 ►Carolina ladle crayfish (Cambarus davidi): Significantly Rare ►Sandhills spiny crayfish, Significantly Rare ►Atlantic pigtoe (Fusconaia masoni): Endangered (also a Federal Species of Concern) ►Carolina creekshell (Villosa vaughaniana): Endangered (also a Federal Species of Concern) ►Carolina slabshell (Elliptio congaraea): on the Natural Heritage Program’s ‘Watch List’ ►Creeper (Strophitus undulatus): Threatened ►Eastern creekshell (Villosa delumbis): Significantly Rare ►Notched rainbow (Villosa constricta): Special Concern ►Pod lance (Elliptio folliculata): Special Concern ►Triangle floater (Alasmidonta undulata): Threatened ►Roanoke slabshell (Elliptio roanokensis): Threatened ►Yellow lampmussel (Lampsilis cariosa): Special Concern species and Habitats sPeCIes ImPortanCe of rare sPeCIes bIrds CrustaCeans and fresHwater mussels fIsH HerPs mammals It is important to protect the whole suite of species found in the ecosystems where endangered species occur. When connected ecosystems are conserved we prevent the further decline of unlisted species and populations of endangered species that could become further threatened. Endangered species are our canaries in the coal mine and are a signal that our natural landscapes are in trouble, which can be important to human welfare and health, and to preserving our cultural heritage. Safeguarding rare species has tangible benefits to tax payer and the economy. For example water treatment costs are reduced by 20% for every 10% of forest or native grassland in the watershed. ►Bachman’s sparrow (Peucaea aestivalis): Special Concern (also a Federal Species of Concern) ►Bald eagle (Haliaeetus leucocephalus): Threatened (also Bald and Golden Eagle Protection Act) ►Red-cockaded woodpecker (Picoides borealis): Endangered (also Federally Endangered) ►Swainson’s warbler (Limnothlypis swainsonii ): Priority Species ►Cape Fear shiner (Notropis mekistocholas): Endangered (also Federally Endangered) ►Carolina redhorse (Moxostoma sp.): Threatened (also a Federal Species of Concern) ►Sandhills chub (Semotilus lumbee): Special Concern (also a Federal Species of Concern) ►Coachwhip (Masticophis flagellum): Significantly Rare ►Northern pinesnake (Pituophis melanoleucus melanoleucus): Special Concern (also a Federal Species of Concern) ►Pine barrens treefrog (Hyla andersonii): Significantly Rare ►Pygmy rattlesnake (Sistrurus miliarius): Special Concern ►Sandhills Salamander, State Watch List ►Northern long-eared bat (Myotis septentrionalis): This is a very recent addition - It was just listed as Federally Threatened on April 2, 2015. ►Fox Squirrel (Sciurus niger), State Watch List CaPe FeaR SHINeR BaCHMaN’S SPaRRow Fox SQuIRReL BaLd eagLe SaNdHILLS SaLaMaNdeR tHe rwC safe Harbor Program “The North Carolina Red-cockaded woodpecker Safe Harbor Program is a state program authorized through an agreement between u�S� Fish and wildlife Service and North Carolina wildlife Resources Commission (wRC) under the federal endangered Species act (eSa)� The agreement allows wRC to enter into voluntary Safe Harbor Management agreements with non-federal landowners who agree to implement land management techniques that benefit RCws in exchange for regulatory assurances that no additional eSa restrictions will be imposed as a result of their management actions� Landowners decide whether or not they want to participate in the program and a management agreement can be terminated with a 60-day written notice to wRC�” foR MoRe infoRMation: http://www�ncwildlife�org/Conserving/ Programs/SafeHarborProgram�aspx Did you know? Harnett County is home to 56 species considered rare or recognized by the state or federal government as priority, threatened or endangered species? Some species including the Carolina Redhorse fish, the Sandhills Salamander and the Carolina Sandhills Crayfish are found in our region and nowhere else in the world. tHreats Sedimentation and stormwater run-off are major threats to water quality and aquatic ecosystems Dispersed residential development can cause habitat fragmentation and sever ties between populations of species. HabItats Harnett County’s unIQue HabItats HabItat needs of key sPeCIes Harnett County is home to a number of headwater streams that provide drinking water to the region’s residents. Forests and farmlands provide timber and food for nearby residents and contribute to the region’s economy. Undeveloped lands north of Fort Bragg are critical to training operations. The Sandhills supports one of the best remaining examples of the rare and diverse longleaf pine ecosystems which supports the only population of red-cockaded woodpeckers that has met its recovery goal. Rivers and floodplain forests serve as habitat corridors and offer recreational opportunities such as hiking, camping, nature photography, bird watching, boating, hunting, and fishing to name a few. A county’s natural and wildlife heritage can be conserved through enhanced land use planning and by encouraging conservation subdivisions in sensitive habitats and wildlife travel corridors. Conservation subdivisions cost less to build and maintain and homes near natural areas sell for up to 20 to 36 percent more. Longleaf pine forest provide habitat for red-cockaded woodpeckers, fox squirrels, and other rare and endangered plants and animals Carolina Bays provide habitat for Sandhills Salamanders waterfowl and juvenile gamefish. Small Carolina Bays and many bogs and seeps may not be protected by state or federal regulations. The upland wildlife habitat surrounding these wetlands is not regulated by state or federal laws. Blackwater streams in the southern part of the county serve as headwaters for cities downstream. Wetlands and forests along these streams protect or drinking water and priority wildlife habitat. Ravens Rock State Park provides a habitat hub for Bald Eagles in the center of the County. Species Mature longleaf Pine forest / Savannah hardwood, floodplain and Riparian forest Carolina Bays, Bogs, Seeps and Swamps Red-Cockaded Woodpecker x Bachman's Sparrow x x Fox Squirrel x x x Pine Barrens Treefrog x x Sandhills Salamander x x x Bald Eagle x x Sandhills Crayfish x x Grow Harnett County State of the County : 13 Parks and recreation Harnett County Parks anderson Creek Park Grow Harnett County State of the County : 14 utilities utIlItIes In Harnett overvIew The Harnett County department of Public utilities provides water and/or wastewater services to 89- 95% of County residents (~95,000 people)� The department also supplies water to Lillington, angier, erwin, Coats, Fuquay-varina, Holly Springs, Spring Lake, Linden, johnston County, Moore County and Fort Bragg� Recently the County entered into an revised water supply capacity agreement with Moore County expanding Moore County’s supply to 3 Mgd� Did you know? The County provides water and/or wastewater services to up to 95% of its residents. water and sewer usage and CaPaCIty Current CombIned wastewater treatment CaPaCIty NORTH HARNETT REGIONAL WWTP (5.6 MGD) SOUTH HARNETT WWTP (15 MGD) ExPANSION OF NORTH HARNETT WWTP TO 7.5 MGD IS PLANNED Current water treatment CaPaCItyHARNETT COUNTY REGIONAL WTPExPANSION TO 42 MGD IS UNDERWAY average daIly usage maxImum daIly usage (june) water ConneCtIons average daIly dIsCHarge (february) sewer ConneCtIons 20.6 mgd27.3 mgd 15.7 mgd 23.4 mgd 37,190 11.8 mgd 11,833 SouRCe: HaRNeTT CouNTy Grow Harnett County State of the County : 15 sCHools SouRCe: HaRNeTT CouNTy SCHooLS More than 20,000 students attend the Harnett County School district’s 27 schools� within Harnett County, the district operates 17 elementary schools, five middle schools and four high schools� elementary sCHools School 2012-2013 enrollment targeted Capacity anderson Creek Primary School 668 700 angier elementary School 424 750 Benhaven elementary School 475 420 Boone trail elementary School 591 920 Buies Creek elementary School 314 250 Coats elementary School 724 720 erwin elementary School 280 400 Gentry Primary School 291 250 harnett Primary School 599 740 Highland Elementary School 924 720 Johnsonville elementary School 658 500 Lafayette elementary School 773 500 Lillington-Shawtown elementary School 620 720 north harnett Primary School 465 475 overhills elementary School 944 920 South harnett elementary School 559 600 Wayne avenue elementary School 298 300 mIddle sCHools School 2012-2013 enrollment targeted Capacity Coats-erwin Middle School 629 800 highland Middle School 441 650 harnett Central Middle School 1,260 950 overhills Middle School 1,235 800 Western harnett Middle School 1,131 950 HIgH sCHools School 2012-2013 enrollment targeted Capacity harnett Central high School 1,488 1,550 overhills high School 1,833 1,500 triton high School 1,402 1,625 Western harnett high School 1,268 1,450 stats and faCts ►20,418 Students ►The Class of 2014 earned over $ 5.5 million in scholarships. ►Harnett County Schools proudly employs 2,132 staff, including 125 National Board Certified Teachers. ►27 Schools, 945 acres of land, 3,355,108 square feet of facilities ►Harnett County School’s student-to- computer ratio ranks 17th out of the state’s 115 LEAs and 1st among districts of comparable size. ►94.5%, Three-year average attendance rate CommunIty faCIlItIes In Harnett County facilities Grow Harnett County State of the County : 16 Conclusion The following set of issues and opportunities were identified during the assessment, refined by the advisory Committee and supplemented with feedback gathered during the first community meeting� key Issues and oPPortunItIes eConomIC develoPment ►Strong population growth. ►High growth rate in young working population cohort. ►Significant retail leakage. ►Majority of residents work somewhere else. ►Lower wages and personal incomes compared to neighboring counties. ►Lower percentage of higher educated population compared to neighboring counties. ►Bedroom community status with limited industrial growth in County. land use ►Return on investment should be a factor in land use decisions and is important to the financial health of Harnett County. ►Identifying prime locations for industrial and distribution operations and protecting these locations from incompatible development will be an important step in encouraging future economic development. ►Identifying ideal locations for new commercial and retail development is necessary to help reverse retail leakage trends. ►Decentralized growth and “leapfrog” development has led to high costs for infrastructure and other government services. ►Replacing working lands with lower priced single family homes (i.e. $130k for Harnett County) results in a significant loss in revenue (about $3 per acre in Harnett County) AND an annual deficit in costs of services for the same acre of land. utIlItIes ►Water lines exist throughout the county, but many lines are not sufficient for major subdivisions. ►Future land use plan needs to manage expectations and be informed by water and sewer capacity (current and planned). ►Economic development marketing should be targeted at locations with water and sewer capacity. ►Long term plan needed for trunk lines and potential location of regional pump stations. ►Standards for requiring developers to install/connect to existing gravity sewer lines are needed. ►Opportunity to establish thresholds for cost share and model developer agreements for reimbursement of up-front investments). ►Continue to build on working relationship with municipalities regarding service provision and annexation. natural resourCes ►Parker, Avetts and Hector Creeks in the northwestern part of the county are considered High Quality Waters by the Division of Water Quality. Protecting these creeks will preserve habitat for the Cape Fear Shiner and other rare aquatic species. ►Urban stormwater and agriculture runoff, which includes sediment and chemicals, have polluted and impaired many creeks in Harnett County. ►Low impact development (LID) techniques such as reducing impervious surfaces and retaining vegetated riparian (stream) buffers can help improve water quality. ►The Cape Fear River and Upper Little River offer great opportunities for tourism. New and improved canoe/kayak launches could allow greater access to these natural resources. ►Providing active and passive recreation opportunities will be key to preserving and enhancing the quality of life in Harnett County. ►Farmland and forests contribute to the scenic quality of the County’s rural areas. They also contribute over $300 million in value-added income to the local economy. ►Residential growth in rural areas can increase development pressure and threaten the viability of agricultural and timber production. ►Harnett County is home to 56 species considered rare or recognized by the state or federal government as priority, threatened, or endangered. Protecting connected ecosystems may prevent the further decline of listed species and unlisted species that could become threatened by habitat fragmentation. ►Continued recovery of the Red-cockaded Woodpecker (and the longleaf pine ecosystem) is critical to maintaining training operations on Fort Bragg. transPortatIon ►Due to the size of the county and decentralized populations maintaining existing roads will require significant costs in the future. ►There is a need for four lane roads to Wake County and Cumberland County. ►Costs of transportation needs are likely to exceed state and federal funding streams available to Harnett County in the coming years. ►Many Harnett County residents commute significant distances to and from work. This adds to cost of living and reduces the amount of disposable income for households. ►Recruiting good paying jobs and planning for new retail centers in the county would allow more residents to work and shop closer to home. ►Population growth in some parts of the county, combined with commuting patterns have led to an increased demand for bicycle, pedestrian and transit facilities such as sidewalks, greenways, bus service and park and ride facilities. Grow Harnett County State of the County : 17 Conclusion The following SwoT analysis was generated by the advisory Committee and supplemented with feedback gathered during the first community meeting� strengtHs, weaknesses, oPPortunItIes and tHreats strengtHs ►Location ►Strong population growth ►High rate of young working population ►Higher Ed facilities: Campbell University, ECU Dental, Central Carolina Community College ►Availability of Land ►Water System ►Military Presence/Fort Bragg ►Proximity to I-95 ►Part of one of the most prosperous regions in U.S. ►Regionalism/regional brand ►Two hospitals ►History/heritage ►Small, close-knit communities ►Natural Resources: Raven Rock, Cape Fear River ►High-quality forests and farmland ►Top 10 Agriculture county oPPortunItIes ►Growing industry sectors ►Growing retail sectors (arts, retail, recreation, etc.) ►Leakage in retail means that opportunities for local options are needed ►Growth of medical school ►Aging boomers ►Cape Fear River ►Affordable land ►Good quality of life ►Create vision ►Keep Military families here ►Desire to work together and try something different ►Retraining options for military ►Capitalize on heritage ►Higher Ed ►How do we attract/retain millennials? ►Planned developments (mixed use) ►Build on health care by bringing in research (ex NIH grants) ►Partnership with other universities ►Riverwalk ►421 corridor growth ►Med/Ed corridor ►Recreation destinations (parks, trails, cycling) ►Natural tourism (blueways, Raven Rock) ►Philanthropy/church groups weaknesses ►Lower wages and personal incomes ►Lower percentage of higher education ►No four-lane roads ►Public school system ►Lack of incentives ►Lack of amenities ►Bedroom community ►Lack of shopping / Significant retail leakage ►No commercial tax base ►Lack of utilities other than water (gas, sewer, electric) ►No incorporated municipalities on western side of county ►Lack of skilled labor ►Brain drain ►No entertainment ►No county-wide chamber ►Lack of broadband internet along 87-corridor ►Win/lose mentality ►Lack of shared vision ►Lack of entrepreneurship tHreats ►Bedroom community status with limited industry growth in county ►Maintaining wealth growth while population increases ►Falling behind other counties every day (Wake, Johnston, Moore) ►Lack of communication/public awareness ►Short-term decision making ►Population in county is spread out ►Internal and external competition ►Disparity in schools ►No incorporated municipalities on western side of county ►Tax base ►Transient population in western part of county ►Cultural segregation ►Lack of funding ►Tax base revaluation ►Losing identity ►Uncontrolled growth ►Idle ►Communities not working with each other ►Military population draw down ►Lack of a new generation of farmers Comprehensive Growth plan 2015 draft aCknowledGements Thank you to all the organizations and individuals who committed their time, insight, and energy to this effort. This plan is the result of the seamless coordination among County staff, the advisory committee and the consultant team. Their efforts leveraged the ideas gathered through a public engagement strategy process into a collection of goals and recommendations that will help Grow harnett County. advisory Committee Ronnie Autry - City of Dunn, City Manager Greg Burns - NCDOT, District 2 Engineer Kenny Cole - Town of Coats, Town Manager Kacy Cook - North Carolina Wildlife Resources Commission, Wildlife Biologist Britt Davis - Campbell University, Vice President of Institutional Advancement Carl Davis - Harnett County Park and Recreation, Director Jim Dougherty - Regional Land Use Advisory Commission Richard Douglas - Town of Erwin, Town Manager Tyrone Fisher - Harnett County Cooperative Extension, Director Richie Hines - NCDOT, District 2 Engineer Mike Jones - Harnett County Health, Vice President, Support Services Jon Matthews - Central Carolina Community College, Associate Provost Jimmy McCormick - Western Harnett Industrial Park Board, Member Glenn McFadden - Harnett County Public Utilities Leanne Nance - Research Triangle Research Partnership, Executive Vice President Rev. Ben Pierce - Baptist Grove Church, Pastor Coley Price - Town of Angier, Town Manager Jason Price - Jason Price Construction, Owner Glen Prilliman - Fort Bragg, Garrison Commander Jim Roberts - Campbell University, Vice President for Business and Treasurer Andy Ruhland - Ruhl Tech, Owner Bill Summers - Town of Lillington, Town Manager Johnson Tilghman - Harnett Forward Together Committee, Chairman Scott Tripp - Bank Of America, Bank Of America Chair Steve Ward - Harnett County Public Utilities County Commission Jim Burgin - Chairman C. Gordon Springle - Vice Chairman Joe Miller Barbara McKoy Abe Elmore planninG Board Jay Smith - Chairman Kathy Wood - Vice Chairman Everett Blake William Elmore Chris Nystrom Carnell Robinson Rachael Ray-Webb teChniCal Committee Joseph Jefferies, County Manager Mark Locklear, Planning Services Director Nick Dula, Economic Development Director Jay Sikes, Manager of Planning Services Landon Chandler, Senior Planner Matt Talbott, Planner I Brian Haney, Public Information Officer Consultant team Meg Nealon, LandDesign Kate Pearce, LandDesign Jake Petrosky, LandDesign Dale Stewart, LandDesign Teb Abernathy, Economic Leadership Sara Casey, Economic Leadership Carly Abernathy, Economic Leadership Contents 1. Grow harnett County . . . . . . . . . . . . . . . . . . 1 Introduction 2 Plan Development 4 Public Involvement 7 2. issues & opportunities . . . . . . . . . . . . . . . . .9 Introduction 10 Land Use 11 Economic Development 12 Natural Resources and Parks 14 Transportation 16 Utilities 17 3. harnett County’s future . . . . . . . . . . . . . .19 Development of the Future Land Use Plan 20 Future Land Use Plan 22 4 reCommendations . . . . . . . . . . . . . . . . . . . . .27 Land Use 28 Economic Development 36 Natural Resource and Parks 42 Transportation 50 Utilities 56 5. implementation aCtion plan . . . . . . . . . . .62 6. appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Comprehensive Growth Plan : 1 Grow harnett County 2 : Grow harnett County Harnett County is at an exciting and critical point in its growth and development. Growing from a population of just 68,000 in 1990, to a 2014 population estimate of 125,717 residents, the County has evolved from a rural, agricultural community to an increasingly diverse area that is influenced by both the Research Triangle and Fort Bragg regions of North Carolina. The most recent population figures indicate that Harnett’s growth will continue to outpace regional, state and national rates. Anticipated growth is expected to increase the County population by 46% by 2040. With so much future growth projected, several questions arise about the future of Harnett County. Where will people live, work and shop? What steps can the County take to ensure quality development? How will growth impact the region’s resources? Can the existing systems of infrastructure support additional people, housing, jobs and cars? County leaders recognize that these are all important issues that deserve careful thought. This plan will help the community answer some of these questions and keep Harnett County on a path to proactively manage growth in a way that results in a stronger, more prosperous community. The projected population and need for additional jobs, shopping options and services will result in significant development, land use, and transportation impacts on the county. For these, as well as many other reasons, the County decided to proactively address the direction of growth through the comprehensive planning process. introduCtion Figure 1: estimated and Projected growth source: nc office of state Budget and management Projections, us census Bureau estimated and projected Growth 1990 2000 2010 2013 2020 2030 2040 250,000 200,000 150,000 100,000 50,000 0 68,030 91,393 115,789 124,987 138,799 168,712 182,889 Comprehensive Growth Plan : 3 maP 1: study area did you know? from 2010-2014, harnett was the third-fastest-growing County in north Carolina. source: nc office of state Budget and management 4 : Grow harnett County A comprehensive growth plan is best described as a guide to the county’s future. It informs current and future decision makers on where they are now, where they want to go, how they intend to get there, and who will help them along the way. It is a policy document that defines a direction forward so that public investment decisions can be better informed and result in opportunities that will improve Harnett County’s quality of life and competitive position in the region, and potentially stimulate subsequent private-sector investment. The plan presents a clear vision for the future of Harnett County and outlines strategies so that the public and private sectors can jointly implement the plan. It should be consulted regularly to ensure conformity of land use decisions and infrastructure planning and should be updated and revised periodically to ensure currency. As illustrated in Figure 2, Grow Harnett County focuses on five interrelated focus areas: land use, economic development, natural resources, transportation and utilities. plan development plan purpose Grow Harnett County is the county’s planning effort to create a comprehensive growth plan to guide development of the county to desired community outcomes. land use eConomiC development natural resourCes utilities transportation Figure 2: Five Focus areas Comprehensive Growth Plan : 5 Harnett has a long-standing tradition of preparing plans to help guide growth and development decision-making in the community. Each of these previous efforts resulted in a set of recommendations that provided the County with a decision- making framework, and also helped inform the development of this Growth Plan. It is the next step to ensure that, as Harnett County grows, it continues to be defined by the values that make it a unique, inviting and prosperous place to live and work. This process allowed many departments and stakeholders to come together and discuss how the actions of disparate entities will and can shape the future of Harnett County. At its core, the Plan will function as an update to the existing Harnett County Land Use Plan, originally adopted in 1999. In addition, it builds on previous planning efforts and aligns individual departmental programs and serves as the general plan for the development of and investment by the County. previous planninG efforts harnett County land use plan neill’s Creek land use study 2000 2001 2002 2003 2005 2006 20072004 parks and recreation master plan Figure 3: Previous Planning eFForts timeline 2004 2009 2010 2011 2013 2014 201520082012 wastewatermaster plan Grow harnett County regional Growth management strategy for the fort Bragg region harnett County Comprehensive transportation plan working lands protection plan 6 : Grow harnett County plan development development of future land use concepts with supporting illustrations and imagery the five phases the planninG proCess The process to create Grow Harnett County was divided into five phases. The first phase focused on project initiation tasks such as data collection, a review of existing plans, and studies and a kick-off meeting and study area tour. During Phase Two, the consultant team inventoried existing conditions in the study area to provide an overview of issues and opportunities to be considered in subsequent phases. During Phase Three, the Plan Development Phase, alternative land use scenarios supported by illustrations and imagery were developed. Based on the results of the previous phases, a set of recommendations and implementation strategies that support a preferred scenario were developed during Phase Four. The final phase of the process consisted of merging all plan components into a single comprehensive document. This report is the deliverable of this final phase of work. 1 2 3 4 5project initiation data collection, review of existing plans & studies, kick-off meeting, study area tour inventory and assessment assessment of current and emerging conditions, and identification of issues and opportunities recommendationsand strategies creation of policies and action steps to realize the desired Future land use Plan plan documentation collection of plan components into a final plan report document to be presented for adoption Figure 4: the Planning Process ▲Grow Harnett County was informed by public input from a variety of sources including workshops, stakeholder interviews and online participation. Comprehensive Growth Plan : 7 Guiding development of the plan was an inclusionary public engagement process. Understanding community values ensures that this plan, implemented in accordance with the recommendations, supports and advances those priorities over the long term. The process included traditional methods and new techniques to encourage a diverse group of citizens to contribute to the plan. advisory Committee This effort was guided by an Advisory Committee, made up primarily of residents and business owners, and also included representatives from the planning board and the development community. This group met regularly through the process to give direction, provide feedback, and advise the project team on plan concepts and recommendations. A list of the Advisory Committee members can be found in the Acknowledgements section of this document. teChniCal Committee A committee made up primarily of Harnett County staff provided technical support to the planning effort. Representatives from public safety, economic development, engineering, parks and recreation, planning and public utilities. A list of the Technical Committee members is listed in the Acknowledgements section of this report. stakeholder interviews Stakeholder interviews were conducted to verify and supplement the data gathered, to explain the conditions observed and to further understand the issues and opportunities that affect the study area. The input from these interviews supplemented the feedback received directly from citizens and property owners participating in the process. The stakeholders included key personnel from County departments as well as representatives from a variety of interest groups including real estate developers and brokers, home owners associations, religious institutions, the school district, health department and others. Community meetinGs Community meetings were held throughout the planning process to provide an opportunity for the public to come together and learn about the project and guide development of the vision for the future of Harnett County. During the first meeting, residents met to learn about the project, refine the understanding of issues and opportunities established by the Advisory Committee and comment on alternative land use scenarios. An interactive map was available for conveying land use and natural resource issues that need to be addressed through the planning process. The second community meeting was designed as a visioning session to develop the Future Land Use element of the project and to identify strategies to realize this vision. survey An online survey was sent out to elected officials, Advisory Committee members and posted on the Harnett County website. major findings from the survey included the following: ►Family ties, small town lifestyle and housing affordability are the top 3 reasons people choose to live in Harnett County. ►Rural character, jobs and safety also ranked high. ►Campbell University and the Cape Fear River are two of Harnett County’s most important assets. ►Major perceived advantages for economic development include highway accessibility, housing costs, and quality of life. ►Major perceived disadvantages for economic development include attractiveness to young people, quality of public schools and availability of advanced information and communication technology services. ►Health and educational services, agriculture and military industries are most important to Harnett’s success. puBliC involvement 8 : Grow harnett County Comprehensive Growth Plan : 9 issues & o pportunities 10 : Grow harnett County introduCtion Harnett County has experienced exceptional growth over the past two decades. From a population of 68,000 in 1990 to an estimate of 125,717 in 2014, Harnett grew by 85%. With this growth come a variety of opportunities and challenges. Continued population growth demands more housing. Additional households will boost retail spending potential in the County and drive commercial development. In addition, there will be demand for more community services such as schools, parks, and recreation facilities. New facilities for police, fire, and EMS will also be required to adequately serve the area. Similarly, infrastructure improvements will be needed to manage the demand placed on transportation and utility systems. In order to pay for all of these community services and facilities, Harnett needs to diversify its tax base. The majority portion of Harnett’s tax base is supported by residential property taxes. Over time, this imbalance will result in costs that exceed available funding, and meeting the needs of the residents will become increasingly difficult. Costs incurred to meet the demands of existing and future residents can be partially offset through tax revenue generated by nonresidential development. County leaders know that for Harnett to capitalize on these opportunities, and maintain its appeal, it must diversify its tax base and become a destination for employers and retailers. In addition, capitalizing on and protecting the assets that make Harnett County unique are equally as important. Ensuring continued viability of military operations, protecting water quality in the Cape Fear River to ensure the long-term viability of our water supply, providing recreation opportunities for local citizens and regional tourists, and maintaining the scenic, agricultural nature of rural areas in the County will all be critical to ensuring that the quality of life is preserved and enhanced in coming years. The following pages summarize the main issues and opportunities relative to the five focus areas of the planning effort. A full report of the County’s existing conditions can be found in the State of the County document found in the Appendix of this report. issues and opportunities ▲Cape Fear River.▲Harnett County Courthouse. Comprehensive Growth Plan : 11 land use A historically decentralized, auto-dependent growth pattern has led to increased traffic, high costs for infrastructure, and impacts to agricultural lands. Directing growth to locations appropriate for residential development that are easily served by infrastructure and have access to jobs and services, while limiting impacts on natural resources and agriculture, will be key to the future of Harnett County. Forested and agricultural lands contribute to the rural character and scenic beauty that contributes to the quality of life in the county. In addition, agriculture contributes millions to the local economy and forests protect water quality and harbor rare and endangered species. This saves water filtration costs and indirectly supports military operations that were once hampered by restrictions imposed due to waning populations of the endangered red cockaded woodpecker. Identifying areas ideal for commercial, mixed use, and industrial development will be critical to increasing the tax base. Presently commercial, office and industrial development account for just 3% of the land area of the county, yet they account for over 10% of the tax value in the county. Increasing the number of jobs and shopping options inside the county can allow residents to work and shop in the county as well as increase the tax base. This can help keep residential property taxes and infrastructure fees and help pay for services such as schools and parks. On the opposite side of the spectrum, some low value residential housing types actually cost the County more in services than the property taxes that are contributed. This shows that different land uses have different fiscal impacts. Considerations of long term fiscal impact should factor into land use decisions in the future. maP 2: existing land use maP 12 : Grow harnett County eConomiC development Harnett County’s current economic conditions are being shaped by global trends that are rapidly changing the competitive landscape. Urbanization is a significant trend in NC and around the world. Today more than 90 percent of the country’s GDP, and 86 percent of the jobs, are located in urban areas, with more growth happening in larger communities that offer new 21st century infrastructure such as commercial airports, research universities and large hospitals. Educated workers, especially younger workers, are more attracted to an urban lifestyle. Over the past 30 years North Carolina has transitioned from 48 percent urban to 66 percent urban, and the increase is accelerating. Harnett County has only 44 percent of its population living in the urban areas of the county. Dunn, the largest Harnett County municipality is the 88th largest in North Carolina and is about half the size of the southern Wake County cities of Apex, Holly Springs, Garner and Fuquay-Varina. Four of North Carolina’s largest cities, #2 Raleigh (425,424), #4 Durham (241,174), #6 Fayetteville (210,468) and #7 Cary (144,671) are within very close proximity to Harnett County and create an attractive draw for younger, more educated workers. Today, a dense concentration of educated and skilled labor is often the deciding factor in business locations and expansions. Having citizens with the right skills is a prerequisite for most places to successfully compete. Smaller places are at a disadvantage due to limited concentrations of talent, but can have a competitive advantage if they can adjust education and training resources more quickly to meet market demands. Finding workers with the right skills is one of businesses’ top priorities. the talent bar is rising. The types of skills needed and the types of jobs being created are different than they were in the past and they will be different in the future. A recent Bureau of Labor Statistics report concluded that despite millions of people unemployed in America, businesses Figure 5: retail leakage source: economic leadership estimates based on economic modeling specialists international (2015) and us Bureau of economic analysis (2014) In retail, leakage occurs when members of a community spend money outside that community or when money spent inside that community is transferred outside the community. Harnett County loses potential sales taxes when retail leakage occurs. Retail leakage figures are significant and show that there is latent demand in many categories. Identifying areas for future retail and other non-residential, employment bearing uses is important to the fiscal future of the County. -$6.5 million -$7.6 million -$29.5 million -$12.8 million-$34.3 million sporting goods, hobby, musical instrument and book stores furniture and home stores motor vehicle and parts dealers electronics and appliance storesGeneral merchandise stores -$14.1 million Clothing & apparel stores Comprehensive Growth Plan : 13 had millions of job openings with 50 percent saying that they cannot find the talent they need. While Harnett County’s educational attainment levels for higher education are below average compared to its neighbors, its high school graduation rates are comparable and with a strong effort at specific skill training the workforce can effectively compete for some jobs. The key will be a strong partnership with the Central Carolina Community College and Campbell University. shifting sector growth is impacting available jobs. Manufacturing jobs, the foundation for good jobs in many North Carolina counties, have been reduced dramatically by globalization and especially by technology advancements. Automation and efficiencies have eliminated the need for many workers in many sectors. Although there is continued consternation about the loss in manufacturing in the United States, the manufacturing share of national GDP has remained constant for decades, while the number of workers needed to produce the products has dropped significantly. In the past, manufacturing has provided important economic activity and jobs to Harnett County. The number of in-county jobs has stagnated since 2000, with only 147 more jobs in 2014 than in 2000, despite population growth of over 33,000 during that time. In the same time period manufacturing jobs in the county have dropped from 4,184 to 1,491. Wage and income levels for Harnett residents are below neighboring counties. Jobs, wages and wealth are moving to the extremes. Job growth since the end of the recession has been more concentrated in lower wage service sectors such as food preparation, administration and sales, and also in highly skilled, highly educated sectors such as business, scientific and professional services. Currently there are too few people, with the specific skills that are in high demand, creating a supply-demand market that favors the employee and is driving up the costs of finding highly-qualified labor and also the wages of those hired. At the same time, too many people, with limited (or in low demand) skills, are creating a supply-demand market that favors the employer, stagnating the wages paid to low skilled labor and increasing the skill level of those that get hired. One current result is a shrinking middle class. To combat this trend within Harnett County, educational attainment levels need to rise and more citizens need to be trained for in-demand middle skill jobs. Fort Bragg has been a major economic influence in the past decade. It is the largest military installation in the state with nearly 24,000 active duty military employed on base. Each year billions of dollars are contributed to the local economy from military payrolls and other spending. Many military families choose to live in southwestern Harnett County due to the exceptional quality of life the area provides. Increasingly growth pressures are also coming from the north, as people desire to locate there and commute to employment centers of Raleigh, the Research Triangle Park and Holly Springs. No one can know for sure, but Federal government austerity could also have a significant dampening impact on growth at Fort Bragg. Over the next decade the United States military will be challenged by budget limitations but will also face major transformations due to rapid changes in warfare technology. 14 : Grow harnett County natural resourCes and parks Harnett County’s natural resources and parks are among its most valuable assets. Farms and forests contribute $300 million in value added income annually. The Cape Fear River provides a source of drinking water for the region and when combined with the Upper Little River, Raven Rock State Park and Anderson Creek Park forms a network of recreation opportunities and open spaces that are unparalleled in the Triangle and Fort Bragg regions. Undeveloped lands north of Fort Bragg are critical to training operations. The Sandhills supports one of the best remaining examples of the rare and diverse longleaf pine ecosystems which supports the only population of red-cockaded woodpeckers that has met its recovery goal. Rivers and floodplain forests serve as habitat corridors and offer recreational opportunities such as hiking, camping, nature photography, bird watching, boating, hunting, and fishing to name a few. As the population increases there is growing demand for passive recreational facilities, including greenways and nature preserves and active facilities including sports fields and playgrounds. Harnett County’s natural and wildlife heritage is threatened by growth pressure that results in conversion of agricultural lands, timberlands, and wildlife habitats to urban uses. Many streams are considered impaired due to stormwater run-off and sedimentation. Conservation of natural assets and even enhancement can happen in tandem while accommodating development through best practices in design, including enhanced land use planning and by encouraging conservation subdivisions in sensitive habitats and wildlife travel corridors. a balanced approach to parks planning, that includes passive open space, in addition to active recreation facilities can help provide current and future residents a diverse set of recreational opportunities. Water access passive recreation Active recreAtion Forest & Farm Preservation SpecieS preServation The Cape Fear River and Upper Little River offer great opportunities for tourism. New and improved canoe/ kayak launches could allow greater access to these natural resources. Harnett County Parks & Recreation maintains two parks with passive recreation opportunities (Anderson Creek Park and Cape Fear River Trail Park). Reserving land for additional passive recreation and amenities (nature parks, trails, and greenways) will be important to preserving the quality of life in Harnett County. Harnett County Park & Recreation partners with local, state and federal agencies with the goal of providing comprehensive recreation and leisure opportunities for all citizens. Five county parks are maintained, which have a variety of active recreation facilities including baseball/softball fields, tennis courts, a disc golf course and playgrounds. Additional facilities will be needed as the County grows. Farmland and forests contribute to the scenic quality of the County’s rural areas. They also contribute over $300 million in value-added income to the local economy. Residential growth in rural areas can increase development pressure and threaten the viability of agricultural and timber production. The Cape Fear Shiner, the Red-Cockaded Woodpecker, and the Rough-Leaved loosestrife are federally endangered species that call Harnett County home. In addition 22 types of species are listed as Federal Species of Concern. Clean water and connected wildlife corridors and habitats are essential to preserving biodiversity. Water Quality Urban stormwater and agriculture runoff have impaired many creeks in Harnett County. Low impact development (LID) techniques such as reducing impervious surfaces and retaining vegetated riparian (stream) buffers can help improve water quality. Comprehensive Growth Plan : 15 maP 3: Biodiversity and haBitat maP 4: growth Pressure maP 5: natural resources 16 : Grow harnett County transportation A significant majority of residents, 64 percent, commute outside Harnett County for work. The County’s jobs to household ratio are the lowest among neighboring counties, placing Harnett as a bedroom community for Wake, Cumberland and Lee counties. Historically, Harnett County was characterized by rural and agricultural development. Due to this many of the highways in the county were originally intended to be two-lane farm-to-market roads. New development, however, has transformed many of these once- country roads to major transportation corridors, creating problems with capacity and safety. Investment in preserving and improving the access to the economic engines of the Research Triangle, Fort Bragg and Fayetteville will be critical to continuing to be an attractive place to live and do business. Economic and political realities suggest more limited federal and state assistance to counties in the near future. This presents significant challenges for infrastructure maintenance and may limit funding for new location roadways. With public sector austerity comes a greater need for communities to maintain mobility through access management controls on major roads and by building effective public-private partnerships at the local level to ensure new development mitigates impacts to the transportation network via on-site and off-site improvements. In some urbanizing areas there is a growing demand for active transportation options such as biking, walking and transit. The design of new development and future roadway improvements, including the degree to which streets are connected and accommodate multiple types of users will impact traffic levels and the viability of alternative transportation in the future. Figure 6: harnett’s commute source: american community survey 2009-2013 averaGe work Commute 30.3 minutes Carpool 9.8% of workers drive alone 84.6% transit / other 1.3% work at home 3.1% walked / Biked 1.3% harnett’s Commute 11,078 30,816 CommutinG in CommutinG outlivinG and workinG in harnett 8,559 Comprehensive Growth Plan : 17 utilities Significant investments have been made in the Harnett County water and sewer systems in recent years. The County is unique in that the majority of the county is served by water and an extensive sewer system is maintained that rivals those in larger cities. Moving forward, it will be critical to define expectations regarding future capacity and levels of service to ensure that growth is encouraged where infrastructure exists. In addition to water and sewer, other utilities, including electric, natural gas and high-speed internet are key to attracting certain types of development including commercial, industrial, professional services, technology and even certain residents. Continued coordination with private utility providers that determine where these services are extended is essential to encouraging economic development. Figure 7: water and sewer usage and caPacity Current ComBined wastewater treatment CapaCity north harnett regional wwtP (5.6 mgd) south harnett wwtP (15 mgd) exPansion oF north harnett wwtP to 7.5 mgd is Planned averaGe daily usaGe maximum daily usaGe (June) water ConneCtions averaGe daily disCharGe (feBruary) sewer ConneCtions 20.6 mGd27.3 mGd 15.7 mGd 23.4 mGd 37,190 11.8 mGd 11,833 source: harnett county Current water treatment CapaCity harnett county regional wtP exPansion to 42 mgd is underway 18 : Grow harnett County Comprehensive Growth Plan : 19 harnett County’s future 20 : Grow harnett County One method to help communities learn about the potential impacts and trade-offs of future growth and development is through a process called scenario planning. Scenario planning provides an opportunity to think and make decisions about the impacts of growth on the county to develop a common vision for the future. A trend or Business-As-Usual scenario was developed to represent what the County would look like in 2040, given current trends and policy. Alternative scenarios, based on Harnett County’s goals and input from the Technical and Advisory Committee, were developed as alternative paths to the current course of growth and development. Potential impacts of growth (positive and negative) were measured for all of the scenarios using a set of indicators — measures developed based on priorities and goals developed by the Advisory Committee. From this analysis, and with input from the Advisory Committee, a Preferred Scenario was developed that maximizes the performance of priority indicators. The Future Land Use Plan was developed from the Preferred Scenario and refined based on input from the public, Advisory Committee and elected officials. For more details on the process and results of scenario planning please refer to the Appendix of this report. Business as usual scenario (Bau) sCenarios development of the future land use plan Following existing policies, the Business-As-Usual scenario results in: ►scattered low density development that limits utility demand inside of easily served areas, resulting in decreased revenues. ►significant impacts to military operations, and wildlife habitats. ►new development impacting over 38,000 acres of working lands Comprehensive Growth Plan : 21 Io ?ú ?ú ?ù Aa KÈ KÈ KÈ KÈ KÈ KÈ KÈ ?d ?d ?d ?« ?« KÂ KÆ KÆ KÆ ?§ ?§ Ir Ir Ir WAKECOUNTYHARNETTCOUNTY W A K E C O U N TY J O H N S T O N C O U N T Y CHATHAM COUNTY HARNETT COUNTY HARNETT C OUNTYMOORE C OUNTY H A R N E T T C O U N T Y C U M B E R L A N D C O U N T Y HARNETT COUNTYLEE COU NTY MOORE COUNTY LEECOUNTY Dunn Fayetteville Benson Fuquay-Varina Angier Coats SpringLake Erwin Lillington Sanford AverasboroBattlefield StateHistoric Site CarversCreekState Park Endor IronFurnace StateHistoric Site Fort BraggMilitaryReservation Moore CountyOpen Space Raven RockState Park Rhodes PondGame Land NC AgriculturalDevelopment and FarmlandPreservation Easement NC Clean WaterManagement TrustFund Easement NC Department ofCultural ResourcesEasement NC EcosystemEnhancementProgram Easement US Fish andWildlifeService Easement WetlandReserve ProgramEasement Endor IronFurnace DNP RavenRock StatePark DNP LakeSurf LakeTrace RhodesPond Deep River BuckhornCreek (Harris L ake)MiddleCreek UpperLittle R iver BlackCreek (Partins Pond-PantherLake) SouthRiver SwiftCreek BlackRiver(LittleBlackRiver)(PopesLak e-R hodesPond) LittleRiver(LowerLittleRiver) Cape FearRiver JumpingRun BlackCreek LittleJuniper Creek DeepRiver CapeFearRiver CraneCreek(Craine Creek)(LakeSurf) Buckhorn Creek (H arrisLake) HawRiver Buckhorn Creek(Harris Lake) DeepRiver DeepRiver 0 2.5 51.25 Miles Date: 4/22/2015 | LDI #: 1014207 Data Source: Harnett County (7/2013) N A T U R A L A S S E T S C O N C E P T Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ Natural Assets Protected Areas High Biodiversity / Critical to Conserve Conservation Subdivisions / LID Rural / Agriculture Growth Focus Areas Municipalities Potential Urban Service Areas HARNETT COUNTY, NORTH CAROLINA ! ! ! ! !! !! !! ! !! !! !! !! ! ! ! ! ! ! !! ! !! !! ! !! Io ?ú ?ú ?ù Aa KÈ KÈ KÈ KÈ KÈ KÈ KÈ ?d ?d ?d ?« ?« KÂ KÆ KÆ KÆ ?§ ?§ Ir Ir Ir WAKECOUNTYHARNETTCOUNTY W A K E C O U N TY J O H N S T O N C O U N T Y CHATHAM COUNTY HARNETT COUNTY HARNETT C OUNTYMOORE C OUNTY H A R N E T T C O U N T Y C U M B E R L A N D C O U N T Y HARNETT COUNTYLEE COU NTY MOORE COUNTY LEECOUNTY Dunn Fayetteville Benson Fuquay-Varina Angier Coats Spring Lake Erwin Lillington Sanford AverasboroBattlefield StateHistoric Site CarversCreekState Park Endor IronFurnace StateHistoric Site Fort BraggMilitaryReservation Moore CountyOpen Space Raven RockState Park Rhodes PondGame Land NC AgriculturalDevelopment and FarmlandPreservation Easement NC Clean WaterManagement TrustFund Easement NC Department ofCultural ResourcesEasement NC EcosystemEnhancementProgram Easement US Fish andWildlifeService Easement WetlandReserve ProgramEasement Endor IronFurnace DNP RavenRock StatePark DNP LakeSurf LakeTrace RhodesPond Deep River BuckhornCreek (Harris L ake)MiddleCreek UpperLittle R iver BlackCreek (PartinsPond-PantherLake) South River SwiftCreek BlackRiver(LittleBlackRiver)(PopesLake-Rh odes Pond) LittleRiver(LowerLittleRiver) Cape FearRiver JumpingR un BlackCreek LittleJuniper Creek DeepRiver CapeFearRiver CraneCreek(Craine Creek)(LakeSurf) Buckhorn Creek (H arrisLake) HawRiver Buckhorn Creek(Harris Lake) DeepRiver DeepRiver 0 2.5 51.25 Miles Date: 4/22/2015 | LDI #: 1014207 Data Source: Harnett County (7/2013) S T R O N G T O W N S A N D C E N T E R S C O N C E P T Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ Existing and Future Activity Centers !Downtown / Employment Center !New Employment Node !!New Mixed Use Node Employment Mixed Use Land Use Pattern Municipalities Medium Density Suburban (Low Density) Rural Very Rural HARNETT COUNTY, NORTH CAROLINA strong towns (st) natural assets scenario (na) preferred scenario (ps) Focusing growth near existing towns and planned activity centers results in the following: ►increased efficiency of the utility systems in the county ►more vibrant towns (83% increase in new homes near towns) ►reduced impact on military operations on Fort Bragg as measured by impacts to critical to conserve lands and within noise zones ►improved the long-term viability of sensitive long-leaf pine ecosystems by reducing the number of homes near smoke awareness areas The Natural Assets Scenario shows that forecasted growth can be accommodated while accomplishing the following: ►reduced impacts to wildlife habitat and forest cover by 14,000 acres ►reduced the amount of new impervious surface in water supply watersheds and high Quality waters The Preferred Scenario showed that by combining elements of the three alternatives the following could be achieved: ►saved 8,000 acres of agricultural lands (which equates to $1,000,000 in annual tax revenue) ►reduced impacts impacts to the critical to conserve lands by 50% compared to the Bau scenario ►increased utility demand by 2.5 mgd in utility Focus areas (areas easily served by sewer). this equates to $750,000 per year in potential revenue) 22 : Grow harnett County introduCtion The Harnett community envisions a future where the county will continue to grow and prosper in a way that promotes a high quality of life, capitalizes on and protects the assets that make Harnett County unique, and ensures that all Harnett residents have access to a variety of housing, transportation, recreation and employment options. The Future Land Use Plan was derived from the Preferred Scenario after further refinement based on coordination with the Technical Team and input from the public, Advisory Committee and elected officials. It is a conceptual representation of the development patterns leaders and citizens of Harnett County envision for the future. The map is descriptive, not prescriptive, conveying the intended primary uses in different areas. This map is a concept and should be interpreted with flexibility to accommodate market opportunities and isolated compatible uses. There are 11 land use categories illustrated on the map. Each land use category is intended to indicate a predominant land use—or set of uses—as well as other features that define the character of development in connection with the category. A brief description of each category is provided below. Each description is consistent with the ideas and vision the community has for the future development pattern. These descriptions do not propose a change to existing development within each category; instead, they suggest a complementary direction moving forward and list qualities to be embodied by new development and redevelopment. future land use plan Guide Growth in a manner that is Consistent with the future land use map. The Comprehensive Growth Plan and the Future Land Use Map contained within it are intended to guide decisions of County leaders regarding future growth and development within the community. The implementation of the Plan must be facilitated through strong political will and effective tools, such as zoning and subdivision regulations in the Unified Development Ordinance. To ensure effective implementation, the County should: ►Promote the policies outlined in the Plan. ►examine existing codes and standards to ensure the implementation of the Plan is possible. ►Preview development proposals for consistency with the Future land use map. Comprehensive Growth Plan : 23 # # # # ## # # # # # # # # # # ## # # # # # # # # # # # # # # # # ## # # # # # # # # # # ## # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # Io ?ú ?ú ?ù Aa KÈ KÈ KÈ KÈ KÈ KÈ ?d ?d ?d ?«?« KÂ KÆ KÆ KÆ ?§?§ Ir Ir Ir ?p KÂ !"d$ JOHNSONVILLE BUNN LEVEL FLAT BRANCH SHAWTOWN MAMERS SEMINOLE CHALYBEATE SPRINGS DUNCAN ANDERSON CREEK SOUTH PINEVIEW HOLMES HILL CAMPBELL UNIVERSITY KIPLING SPOUT SPRINGS LEXINGTON PLANTATION BARBECUE OLIVIA WESTERN HARNETT INDUSTRIAL PARK I- 9 5 E M P L O Y M E N T CO R RID O R ED -M E D C O R R I D OR U S -40 1 E M P L O Y M E N T C O RR I D O R MASTIN-BAKER SITE SWAN WAKE COUNTY HARNETT COUNTY W A K E C O U N T Y J O H N S T O N C O U N T Y CHATHA M C O UNTY HARNETT C O UNTY H A R N E T T C O U N T Y M O O R E C O U N T Y H A R N E T T C O U N T Y C U M B E R L A N D C O U N T Y H A R N ETT C O U N T Y LE E C O U N T Y M O O R E C O U N T Y L E E C O U N T Y Dunn Fayetteville Benson Fuquay-Varina Angier Coats Holly Springs Spring Lake Erwin Lillington Sanford DeepRiver DeepRiver SouthRiv e r Little JuniperCree k Little R i v erCraneCreek(C raine C r e ek) ( L akeS urf) L ittle R i v e r Cape FearRiver U p p e r Lit tleRiver C a p e F e a r River FORT BRAGG FORT BRAGG FORT BRAGG L a k e S u r f M o r r i s P o n d L a k e T r a c e L o n g V a l l e y F a r m L a k e L a k e M c A r t h u r B u f f a l o L a k e s C a m b r o P o n d O v e r h i l l s L a k e O l d h a m s L a k e P o p e s L a k e R h o d e s P o n d H a n n a s L a k e H a y n e r P o n d Y o u n g s P o n d G u y s P o n d H a w R i v e r B u c k h o r n C r e e k ( H a r r i s L a k e ) D e e p R i v e r Buckh o rnCree k ( H a r ri s L a ke) LittleRiv e r ( LowerLittle River) UpperLittl e R i v er Black R iv e r MiddleCreek B l a c k C r eek ( P a r tins Pond-PantherLake) Sout h Riv e r SwiftCreek BlackRiver Jumpin g R u n Deep Riv er CapeFearRiver B la c k C r e e k Little Junipe r C r eek DeepRiver CapeFearRiver LittleRiver(LowerLittleRiver) Buck h o rn C r e e k ( H arris L a ke) Raleigh Road Elementary J R Ingram Jr Elementary West Lee Middle Greenwood Elementary Anderson Creek Primary South Harnett Elementary LaFayette Elementary North Harnett Primary Johnsonville ElementaryBenhaven Elementary Boone Trail Elementary Buies Creek Elementary Coats Elementary Gentry Primary Triton High Cameron Elementary Western Harnett High Western Harnett Middle STAR Academy Harnett Central Middle Pine Forest Middle Erwin Elementary Harnett Primary Wayne Avenue Elem Benson Elementary Benson Middle Cleveland Elementary Cleveland Middle Benjamin T Bullock Elem Bragg Street Academy Broadway Elementary Deep River Elementary East Lee Middle Floyd L Knight Children Center Lee County High J Glenn Edwards Elementary Tramway Elementary VassLakeview Elementary Plain View Elementary FuquayVarina Middle Lincoln Heights Elementary Willow Springs Elementary FuquayVarina High Overhills Middle Polenta Elementary Harnett Central High Highland Elementary Overhills High McGee's Crossroads Middle West Johnston High Dunn Middle CoatsErwin Middle Dixon Road Elementary Lee Early College McGee's Crossroads Elem West View Elementary Southern Lee High School LillingtonShawtown Elementary Warren Williams Elementary Alternative Crain's Creek Middle SanLee Middle School Overhills Elementary RAYNORMCLAMBRD BRET RD E R WI N C H A P E L R D AUSLEY RD MCLEAN CHAPEL CH URCH R D BENSON RD CANOPYLN NC 82 NC55E NURSERYRD BETTS RD DEWARST MELNYK LN COTTON RD FULLER DR U S301N CAMELLIARD E B E N E Z E R CHURCH R D T R A C E Y LN CASS LN COKESBURY RD A T KI N S RD CAMERONHILLRD L E A N N A L N N C 2 4 -2 7 B RADLEY R D OURW AY VANN LN POULTRY LN RAVENROCKRD AIR P O RT RD H O D G E S C H A P E L R D MABRYRD RUTH CIR PI CK ET T R D SHERIFF JOHNSON RD WCORERD W EE KS R D N C 2 7 W NOR R I S RD C IR C L E TDR US 401 N BUTCHST W A L T E R W A D D E L L L N COATES RD CHICORA RD O L D U S 4 2 1 RIDGECT US 401 S US 421 N P E A N U T LN PURFOY RD TRIPP RD CHRISTIANLIGHTRD K NIG H T R D FLEMING RD WALKER R D SHADY G R O V E R D MCNEILLRD NC 27 W B O N D L N NC24 TILGHMANDR O LIVI A R D NC 87 N NC 27 E TIPPETRD S Y K E S L N BENHAVENSCHOOLRD OVERHILLSRD NC27E BRINKLEY R D MCLEODRD F A L C O N R D LINDAJANELN CHOLDERLN MANNRD H E R M A N W A Y C O O L SPRINGS RD N C 2 7 W KRAMER RD HOLLY SPRINGS CHURCH RD BE C KER RD C L A Y H O L ERD LATHAMLN OAK S T AVERY RD HIC KS RD WISERD SENTER LN P O P E L A K ERD MCCORMICK RD DORMANRD RAW L S C H U R C H RD BUCHANANRD ELMSTREETEXT ROSSER PITT M A N RD MCDOUGALDRD N C 55 W AKORPL CYPRESSCHURCHRD B RI C K MIL L R D S H U E RD BUNNLEVELERWIN RD CURRINRD NEWTONR D DOVERD L E A F L E T C H U R C H R D DUKERD BUMPYLN SNEED LN US 301 S TARAS L N KOER N ER LN MELODY LN LEERD R O SS R D LANERD F E S T U S R D NC 2 4 - 2 7 T Y LE R DEWARLN B AI L EY S X R D S R D B I L L AV E R Y R D O L D COATS R D WIRERD MCLE AN R D RAYNORRD CATTLELN MERCY L N NC210S M C F A R L A N D RD BUFFALOLAKE RD N E L S O N LN PERRY RD MAYERRD CHIC ENNIS RD VIC TORY L N KERSHAWRD NC 55 W BIL LSHAWRD NC 217 MCDOUGALDRD OVERHILLS RD REVELSRD NC 42 HORNELN HAMILTON RD N C 2 10 S OLDBUIESCREEKRD WILL L U C A S R D JOECOLLINSRD BUDHAWKINSRD MITCHELL RD ENNISRD MAPL E R D G R E G O R Y CIR TURLINGTONRD DEAN RD GENTRY R D EASTMILL LN O AKLA W NDRE N C 2 4 -87 G AT E F A R R A R RD HARGERLN TILGHMAN RD BALL R D A D C O C K R D B U LL A R D RD KIPLINGR D S A N D E R F E R R DMATTHEWS RD FAMILYLN CLARKRD HAYES RD KIRKADAMS RD OLD US 421 NC 8 7 S WESTRD FULTONLN JOSEYWILLIAMSRD BAPTIST G R O V E RD PA C ELN HARDE E R D NATCHEZ TRACE Q U AILRD C RA W FO R D R D P A R T I N R D OUTLAW LN CONNORDR SLINCOLNST DELMAGRIMES RD WILDLIFE RD CAMERONRD T W I N PO ND S R D BI G BRANCH RD BROADWAY RD WTARTRD DENNINGRD F A R A B O WDR GRAHAM RD OAK GROVE CHURCH RD R OBERTSRD TR A N Q UIL LN DRYFARMLN FIRE LANE RD NEIGHBORS R D U S 4 0 1 S MCARTHURR D B AL L A R DRD VALERIELN COBLE SKIEST O Q UIN N RD NC210N B AIL EY RD STANCILRD MCDONALDRD WOMACKRD M IL L E RRD LEMUELBLACKRD LIN E RD GRANT DR F LI N T L O C K L N WILDPLUMLN M CLA MBRDLANGDONRD T R E E B A R K LN BRIG GS RD US421 S BROOKGREEN LN DOLLHOUSERD JOHN L EE RD D U N R O VI N L N GREATDANELN ERNEST B R O W N R D TA Y L O R R D WTHORNTONRD NC55E DEERTAILLN B A LL P A R K LN YANK EE LN G R AM ETALN B E T H E L B AP TI ST R D LIV E O AK RD M O N TA G U ERD HOOVER RD P A T T E R S O N RD J E S S E R D A L E XRYAN LN CYPRESS R D H O L D E R R D OAKTRAILLN N UTG RAS SRD NC 2 10 N OLDSTAGERDN B R A N DI L N WILSON DR BYRD R D B L A C K L N POWELLFARMRD C L A U D E WHITE RD PONDEROSARD BRYANT RD LAWRENCERD CO BB R D M A N O R HILL SRD DO C S RD CHALYBEATESPRINGSRD T H R E E B RID G ERD D L PHILLIPS LN US 421N BYRDSPOND R D A S H E AVE MANGUM R D HARVELL RD MCKOY T O W N R D JO EL JOHN S O N RD MCDOUGALD R D RAY RD N C 2 7 W MARKSRD AM M O NS RD ELLIO TT B RID G E RD CPSTEWART R D E T H EL LN MAMIEUPC HUR CH R D A R R O W H E A D R D WI L B U R N RD M OC CASIN B R A N C H R D REDHILLCHURCHRD B U D D Y B A R E F O O T R D FRE D MCARTAN LN POPLAR D R S O U T H RIVER R D OLIVEBRANCH RD B A K E R T O W N R D BLANCH JOHNSO N R D P A R RIS H RD D A R R O C H R D WSTRICKLANDRD MI D D LE R D MCARTAN RD B L A C K B E R R Y RD BUI E R D D R Y C R EEK RD M A G R U D E R R D CHICKENFARMRD NEILLS CR E EK R D WEBB R D BYRDS MILL RD ADAMSRD HORSESHOE BEND R D OAKRIDGERIVER R D M C N EI L L H O B B SRD TINGEN RD THOMPSONRD BELLABRIDGERD TIMCURRINRD NORANGEST OLD H A MI L T O N R D SADLERRD J O H N WIL L N HARRINGTONRD IVEYST F U JI L N P O N D E R O S A R D N O R RIN G T O N RD CAROLINA WAY KELLYLN R O O M S T O G O W A Y K E IT H HIL L S RD COVINGTON R D L E E D U N N L N DANIELS RD TEMPLERD VALLEY RD J U N O D R LOOP RD SANDS RD M &M L N MONROE LN HILLM O N GROVERD C A N NA LN MTPISGAHCHURCHRD HOB SON R D PEARI D G E RD J O H N S O N R D GAINEYRD ARLIE LN J O H N S O N F A R M R D ALP H IN RD FA RL E Y RD DENNISLN A S S E T P K W Y JASON LN CHARTRES ST ROGERSRD PEACH FARMRD MESSE R RD OAK VALLEY FARM RD TUTORRD ABATTOIRRD GRIFFINRD DEVROAHLN AUTRYRD SHARPERD C U M MIN G S RD D U R A B IL T LN SLOANRD C OUNTR Y S P RIN G LN MCNEILLMILLRD WHITTINGTONRD BAYLESRD W A L TJOHNSONRD DI X O N RD OLD S T A G E RDS S PRI N G HILL CHURCH R D POPERD PILSONRD RUFFIN R D BROCK RD U S 4 0 1 N PINE OAK CREEKVIEW L N TYSINGER R D JACKSONRD MI KE WILLIAM S L N G U Y R D TI T AN R O B E R T S R D BEAVERDAMRD RIVERRD 0 2 4 1 Miles Date: 9/8/2015 | LDI #: 1014207 Data Source: Harnett County (7/2013) D R A F T F U T U R E L A N D U S E M A P Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ H A R N E T T C O U N T Y, N O R T H C A R O L I N A maP 7: Future land use maP 24 : Grow harnett County environmental and military areas protected areas: Parks and other forms of protected open space, including large conservation easements. environmentally sensitive areas: Environmentally sensitive areas, including floodplains and areas located in the Conservation Overlay Zoning District. Primary uses in these areas would be open space, forestry, and agriculture. Compatibility development target areas: Areas where water and sewer is readily available and residential developments are recommended to take advantage of the Compatibility Development option in the Unified Development Ordinance (UDO). This option allows for greater flexibility in lot sizes in exchange for higher amounts of open space. This allows for clustering development in order to preserve rural views and key natural features such as habitat corridors and farmland. military Corridor Buffer: Critical and Important to Conserve Lands as identified by the Fort Bragg JLUSE within 1 mile of the base and parcels > 50 acres within ½ mile of Fort Bragg. Except those lands with existing or pending development (i.e. Lexington Plantation, Anderson Creek Club, Walmart), proposed Compact Mixed Use Areas, and lands east of Ray Road. Proposed development in these areas is meant to be reviewed by the Federal Government to ensure compatibility with Fort Bragg operations. aGriCultural and rural residential areas agricultural and rural residential: Primarily agricultural and forestry uses with some rural residential areas. These areas are located outside of existing and future sewer service areas and rely on septic systems for wastewater treatment. They have a limited road network and in some cases lie within High Quality Watershed or Water Supply Watershed areas. The lack of utility and transportation infrastructure, the established low density development pattern and ongoing agricultural activities in these areas contribute to their rural character. This character can be enhanced by encouraging only low intensity uses, single family residential up to one unit per acre and context sensitive rural design. future land use CateGories ▲Protected Areas ▲Environmentally Sensitive Areas ▲Agricultural and Rural Residential Areas Comprehensive Growth Plan : 25 residential areas low density residential: Single family detached residential intended to remain predominantly suburban in character and provide for low density single-family residential development on lots smaller than those in Rural Residential areas. Gross densities of 1-3 dwelling units per acre depending on utilities, soils and character of adjacent development. medium density residential: Medium density residential with a mix of housing types including single family detached homes with average lot sizes, small-lot homes and patio homes. Gross densities of 2-5 dwelling units per acre. Located in areas served by current or planned utilities or in areas near the extra-territorial jurisdiction (ETJ) of towns. Additional housing types (including townhomes and apartments) and higher densities may be appropriate as part of planned developments or near Development Nodes. development nodes rural Centers: Small scale commercial centers. The exact location and extent of the Rural Centers will be market driven, however, the non-residential footprint will usually be less than 50,000 square feet in these areas. Compact mixed use: These areas are meant to be nodes or activity centers for growing areas in the county. They are located near concentrations of existing or planned residences, and areas with access to major thoroughfares and utilities. These areas incorporate commercial uses including grocery stores, retail establishments, restaurants and services. Office, civic and institutional uses should complement commercial uses. Higher density residential including small lot single-family, townhomes and apartments should be located in close proximity to shopping and service destinations and complimented by pedestrian facilities to provide more walking opportunities to internal and external destinations. The exact location and size of non- residential areas will be dependent on market conditions. employment mixed use: These areas are located along major thoroughfares and include prime locations for economic development opportunities. Uses encouraged in the Employment Mixed Use areas include but are not limited to, industrial, warehouse, office, research and development, tech-flex, medical, energy and distribution. Residential development is appropriate only when not in conflict with existing or future industry or commercial uses. ▲Low Density Residential ▲Compact Mixed Use ▲Employment Mixed Use G row harnett reCommendations 28 : Grow harnett County The following recommendations are likely to have the greatest impact on Harnett County over the next 20 years. The implementation of the Plan must be facilitated through strong political will and effective tools. By implementing these policies and strategies, the county can address some of its most pressing issues and capitalize on its most viable opportunities. The policies and strategies are organized by goals. The goals provide a long-term end to which the county can direct effort. The policy and strategies provide a specific action or recommendation to achieve an identified goal. Goals & strateGies land use Goals Goal LU-1: Reinforce countywide economic development goals with land use decisions. Goal LU-2: Encourage growth where infrastructure exists. Goal LU-3: Promote quality commercial and retail development at well-located sites in order to help reverse retail leakage trends. Goal LU-4: Accommodate a mixture of housing types in appropriate areas. Goal LU-5: Promote and maintain the rural character and agricultural economy of the County. Goal LU-6: Promote compatible uses in areas adjacent to Fort Bragg and Harnett Regional Jetport (Airport). Goal LU-7: Monitor the fiscal impacts of land use changes. Goal LU-8: Improve aesthetics of urbanizing areas. Comprehensive Growth Plan : 29 land use strateGies Goal LU-1 Reinforce countywide economic development goals with land use decisions. policy lu-1.1 Concentrate future economic growth in the Campbell health-education corridor, along the I-95 corridor, in pockets contiguous to high residential concentrations for retail and services, and in the municipalities. policy lu-1.2 Identify prime locations for industrial and distribution operations and protect these locations from incompatible development. policy lu-1.3 Prioritize water and sewer infrastructure investments to support economic development efforts. policy lu-1.4 Promote shovel-ready I-95 sites with incentives. policy lu-1.5 Promote high-potential sites and groups of sites that constitute future employment centers. ►Strategy LU-1.5.1: develop small-area concept plans that can be used to brand and market future employment centers, preserve/improve access, and reduce future land use conflicts. the ed-med corridor, us 401 employment corridor, and the i-95 employment corridor are locations where conceptual plans paired with marketing efforts would be advantageous. Goal LU-2 Encourage growth where infrastructure exists. policy lu-2-1 Encourage growth inside municipal limits and extra-territorial jurisdictions to promote strong towns. policy lu-2.2 Encourage growth inside utility service areas—areas where adequate water and sewer service exists. policy lu-2.3 monitor development trends and effectiveness of policies. ►Strategy LU-2.3.1: coordinate with tax assessor to update tax records and/or permit tracking software to allow for more detailed reports on development approvals and building permits. 30 : Grow harnett County Goal LU-3 Promote quality commercial and retail development at well-located sites in order to help reverse retail leakage trends. policy lu-3.1 Encourage commercial and retail development at the intersections of existing and planned arterials in and near Development Nodes as identified on the Future Land Use Map. policy lu-3.2 Preserve/improve access to high potential sites by requiring access management along major arterials and planning for a connected collector street network in the vicinity of Development Nodes. ►Strategy LU-3.2.1: develop small-area concept plans that can be used to brand and market potential retail and mixed-use centers as well as illustrate access points, collector street configurations and cross sections, building orientation and other design features. policy lu-3.3 Promote pedestrian oriented design near Development Nodes to appeal to consumer preferences for more attractive, walkable centers. ►Strategy LU-3.3.1: consider design guidelines or standards similar to the highway corridor overlay district for compact mixed use areas. ►Strategy LU-3.3.2: require new buildings, near development nodes, to be located close to the street with minimal parking in front. consider revising udo to include maximum setbacks in addition to minimum setbacks (based on total right-of-way needed with planned improvements). policy lu-3.4 Require pedestrian facilities in new developments near Development Nodes and in Low Density and Medium Density Residential Areas. policy lu-3.5 Encourage public greenspace or plazas as organizing elements and destinations within Development Nodes. Comprehensive Growth Plan : 31 Commercial and retail development should be encouraged in and near Development Nodes. Buildings should be oriented towards the street with minimal parking in front. Landscaping and street trees should be located along internal and external roads. apartments and higher density residential in close proximity to retail encourage walking. Central greens, plazas and other forms of public space serve as amenities and organizing elements Buildings oriented towards the street with minimal parking in front improve aesthetics and walkability of development single-family neighborhoods provide a transition from the development node to rural areas Consolidating drive-cuts and connected collector streets are key to maintaining mobility around and access to commercial nodes Figure 8: develoPment node e xamPle (in suPPort oF lu-3) 32 : Grow harnett County Goal LU-4 Accommodate a mixture of housing types in appropriate areas. policy lu-4.1 Promote higher density residential (apartments, townhomes, and small-lot homes) in areas within walking distance (1/2 to 1 mile) of Development Nodes. Goal LU-5 Promote and maintain the rural character and agricultural economy of the County. policy lu-5.1 Implement Goals from Working Lands Protection Plan and protect prime agriculture lands and active farming operations from incompatible development. policy lu-6.2 Limit expansion of sewer service into areas designated as Agricultural and Rural Residential on the Future Land Use Map to limit impact on agricultural operations. policy lu-5.3 Promote low density, context sensitive residential in the Agricultural and Rural Residential areas shown on the Future Land Use Map. ►Strategy LU-5.3.1: allow flexibility in street design if rural residential standards are met. revise udo as necessary to allow for this type of development. see Figure 10 for more information. policy lu-5.4 Expand assistance for voluntary land conservation. ►Strategy LU-5.4.1: Provide printed information on statewide, regional and local land conservation programs in the planning department and other county offices and through the county web page. policy lu-5.5 Encourage retention of mature forest. ►Strategy LU-5.5.1: encrourage tree retention through defining criteria for designating significant trees and updating the unified development ordinance to include guidance on preservation (see section 9.5.1.8 of Pinehurst’s development ordinance for an example of how to define and preserve significant trees). Comprehensive Growth Plan : 33 Figure 10: context sensitive rural residential examPle (in suPPort oF lu-6) Many areas of Harnett County are rural in nature and offer scenic views of farms and fields from farm-to-market roads. These areas, particularly those in the Agricultural and Rural Residential area on the Future Land Use Map may not be appropriate for traditional suburban development due to lack of utilities and transportation infrastructure. The rural character of these areas could be preserved by promoting low impact, context sensitive rural development by offering flexibility in street design if Rural Residential standards are met. Design criteria could include: ►20 lot maximum ►average lot size > 1 acre ►design of home sites to preserve key views and natural features ►minimal grading and disturbance of mature trees and wildlife habitat ►alternative street standards ►swale sections (instead of curb and gutter) ►reduced sidewalk requirements (i.e. trails or multi- use path) ►open space requirements For more information see City of Raleigh Sensitive Area Street Standards at www.raleighnc.gov/content/extra/ Books/PlanDev/UnifiedDevelopmentOrdinance/#237 34 : Grow harnett County Figure 11: ProPosed military corridor BuFFer (in suPPort oF lu-7). Development within the Military Corridor Buffer should be compatible with current and future military operations. Goal LU-6 Promote compatible uses in areas adjacent to Fort Bragg and Harnett Regional Jetport (Airport). policy lu-6.1 Coordinate with the Federal Government and the Regional Land Use Advisory Committee to ensure that development in or near the Military Corridor Buffer areas included on the Future Land Use Map is compatible with Fort Bragg military operations. policy lu-6.2 Promote compatible land uses in the vicinity of the Airport by allowing only those land uses and/ or building construction methods that will minimize safety concerns in accident potential zones and be compatible with noise from airport operations. ►Strategy LU-6.2.1: study potentially adding an airport overlay district to the unified development ordinance that minimizes conflicts with airport activities. Comprehensive Growth Plan : 35 Figure 12: harnett county cost oF l and use (in suPPort oF lu-8). The 2011 Cost of Land Use Fiscal Impact Analysis conducted by TischlerBise on behalf of the Fort Bragg Regional Alliance shows that certain types of development result in net fiscal benefits and others cost more in services than they provide in revenue. The fiscal impacts of potential new development should factor into land use and infrastructure decisions. $(1,000) $- $1,000 $2,000 $3,000 $4,000 $5,000 SFD High ($300,000) SFD Average ($190,000) SFD Low ($130,000) Townhouse ($150,000) Multifamily Unit ($100,000) Retail Office Industrial Goal LU-7 Monitor the fiscal impacts of land use changes. policy lu-7.1 Coordinate between departments to periodically update information on the county expenditures needed to provide services to different types of land use. policy lu-7.2 Consider fiscal impacts of major proposed land use changes ►Strategy LU-7.2.1: consider implementation of a utility allocation policy that prioritizes allocation of capacity based on future return on investment. Goal LU-8 Improve the aesthetics of urbanizing areas. policy lu-8.1 Establish codes and programs to mitigate existing and avoid future aesthetic concerns. ►Strategy LU-7.2.1: adopt a minimum housing code or regularly fund a problem properties program. policy lu-8.2 Require landscaping and shade trees in new developments. 36 : Grow harnett County The most important factor for successful economic development is building a community product that is attractive to potential investors. The presence of Interstate 95 is a major attribute for Harnett County and makes opportunities along the interstate the most likely location for some types of new investments. Harnett County also enjoys a competitive advantage with abundant water resources and therefore should consider industry targets that require high quality water sources. In addition, the proximity to Fort Bragg and growing opportunities at Campbell University provide opportunities to develop industry that supports military and “ed-med” operations. By focusing on the county’s assets and best opportunities for growth, this plan recommends focusing economic development efforts within each of the following target sectors: ►military support & defense technologies ►medical equipment and supplies ►automotive parts manufacturing ►Food and Beverage Processing & agriculture ►Business services ►logistics ►larger scale retail Based on local input, best practices research, and the current availability of very limited resources, this plan recommends that the Harnett County Economic Development Office focus equally on the following four goals. Goal ED-1: Start a business attraction and marketing effort. Goal ED-2: Support existing industry to encourage retention and expansion of jobs. Goal ED-3: Build a better overall economic product. Goal ED-4: Build organizational capacity. eConomiC development Goals Comprehensive Growth Plan : 37 eConomiC development strateGies Goal ED-1 Start a business attraction and marketing effort. strategy ed-1.1 Develop a “to-market” positioning “brand” around cost-competitiveness, I-95, proximity to Wake County and Fort Bragg, business-friendliness, and the opportunities of a growing Campbell University and the training resources of Central Carolina Community College (CCCC). strategy ed-1.2 Update and strengthen the economic development web site. strategy ed-1.3 Establish a more integrated and formal partnership and plan with Campbell University to work jointly to create new jobs through commercialized research, student and alumni entrepreneurship, and campus service and support needs. strategy ed-1.4 Focus proactive business attraction activities on companies within a 75-mile radius of Harnett County that meet the county’s targets. strategy ed-1.5 Aggressively partner with the Research Triangle Regional Partnership (RTRP), the NC Department of Commerce and EDPNC to generate more domestic clients. strategy ed-1.6 Establish client expectations for RTRP support. strategy ed-1.7 Grow the budget for Harnett County marketing to targeted clients and to key site selectors in target industries by $75,000 to $100,000 to support a full-time business recruitment specialist. strategy ed-1.8 Design a call program on major real estate firms in Wake, Durham and Cumberland counties to share product inventory. strategy ed-1.9 Develop additional marketing content based on positioning “brand”. Most of the content will be in the form of electronic information for the targeted audiences. Specific information on certified building and sites, available workforce, and incentives should be emphasized. 38 : Grow harnett County maP 9: economic develoPment oPPortunity maP Comprehensive Growth Plan : 39 Goal ed-2 support existing industry to encourage retention and expansion of jobs. strategy ed-2.1 Structure a visitation program in conjunction with municipalities, chambers of commerce, and other partners. A partnership with CCCC and their current visitation program would provide a strong jumpstart and synergy for discussions on workforce. strategy ed-2.2 Create a lunch conversation program for existing major private employers with the County Commissioners and County Manager. strategy ed-2.3 Conduct a business bus tour of major employer facilities for County Commissioners. strategy ed-2.4 Partner with other organizations to create an on-line business support and assistance guide including employee training options. strategy ed-2.5 Develop an economic development annual program to engage and recognize existing business contributions to job growth or product improvement in the County. strategy ed-2.6 Position the Economic Development Commission as supportive, but not leading, in workforce development issues and entrepreneurial support, further positioning the Commisssion as the focal point for economic development issues and economic data. strategy ed-2.7 Conduct the first of an annual survey of business to determine issues of concern. The North Carolina Certified Site Program states: To obtain the Certified Sites designation, communities must undergo a stringent review process that demonstrates that they’ve addressed 31 prerequisites, including business/industrial use designation, phase I environment audits, geo-technical studies, topographical analysis and maps, aerial photography, availability of public utilities, industrial power quality, engineered site development plans, detailed analysis of development cost, and complete information on pricing. In recent years nearby counties such as Randolph, Wilson and Chatham Counties have developed aggressive mega-site programs to attract new investment. Significant public funds have been allocated to position the sites for investment. 40 : Grow harnett County ▲Western Harnett Industrial Park ▲Central Harnett Hospital Goal ED-3 Build a better overall economic product. strategy ed-3.1 Develop a realistic inventory of “ready” buildings and sites based on a “Certified” model. strategy ed-3.2 Partner with County and municipal utility providers to accurately establish current utility availability to targeted sites. strategy ed-3.3 Promote the inventory with EDPNC and regional partners. strategy ed-3.4 Develop a consistent, transparent and aggressive local incentives policy for new and expanding job creation. Job creation and taxable investment thresholds should be set and a strong legal “claw back” provision should be included in the standard agreements. strategy ed-3.5 Support and encourage entrepreneurial training, career and technical education programs developed in partnership with the public schools. strategy ed-3.6 Conduct a review of the planning approval process to insure that Harnett County has a competitive advantage on time and certainty. Comprehensive Growth Plan : 41 Goal ed-4 Build organizational capacity. The current operational capacity of the economic development effort is not sufficient to complete the recommendations included in this plan. Additional and skilled personnel and additional marketing funds are need over the next few years. During the first year support from other county staff can help, but in subsequent years the County should explore a longer term solution that might be best served by some form of public-private partnership. strategy ed-4.1 Evaluate the creation of a public-private partnership that would jointly fund and administer the County’s economic development effort. strategy ed-4.2 Increase economic development internal support and capacity. strategy ed-4.3 Develop a strong private sector and public partner economic development advisory council to provide input and support. strategy ed-4.4 Develop a “public” dashboard of recent economic data. strategy ed-4.5 Partner with Campbell University for “State of the County” annual event to reset current reality and provide a future forum for the review of progress. strategy ed-4.6 Partner with Campbell University to secure senior interns to help with the initial action steps of this plan. strategy ed-4.7 Create a public executive summary of this plan to share broadly with all economic development stakeholders across the county. Public-Private Partnerships: The Chatham County Economic Development Corporation is a good example of a public- private partnership that receives public funds and private donations. Governance, in the form of a board of directors, includes both public appointees and others from the private sector. The annual operating budget is $500,000-$600,000 annually; but even so marketing funds are usually less than $100,000. The organization’s strategic plan prioritizes (1) Improving the physical product, increasing support to existing businesses, creating new recruitment clients, and leading a workforce development transition. 42 : Grow harnett County natural resourCe Goals Goal NR-1: Protect High-Quality Waters in the County that preserve habitat for the Cape Fear Shiner and other rare aquatic species. Goal NR-2: Encourage compatible development in areas with high-quality environmental features. Goal NR-3: Position Harnett County as a Destination for Eco-Tourism. Goal NR-4: Provide active and passive recreation opportunities to preserve and enhance the quality of life. Goal NR-5: Raise awareness of the county’s unique natural assets. In all areas of the County residents have a desire for access to active and passive recreational opportunities close to home. Active recreational facilities and programs including ball fields, playgrounds and sports leagues have been the focus of County recreation efforts over the past decade or more. Citizens have expressed a growing desire to access to passive recreational opportunities as well. Passive recreation includes biking or jogging on a greenway, hiking in nature preserves and paddling on the Cape Fear River. Harnett County is located at the intersection of the Piedmont, Sandhills and Coastal Plain regions. This provides for a mix of habitats that are home to 56 species considered rare or recognized by the state or federal government as priority, threatened or endangered. In addition, Harnett County is home to a number of headwater streams that feed the Cape Fear River and provide drinking water to the region. The Cape Fear River and other waterways also offer recreational opportunities that are key to positioning the County as a regional ecotourism destination. Habitat fragmentation and loss due to urbanization along with water quality degradation from sedimentation and non-point source pollution via stormwater run-off are significant threats to Harnett County’s natural assets. In the northern part of the County the biggest concern is protecting riparian habitat and rural character in the Neill’s Creek Basin and the High-Quality Waters that include Parker, Avetts and Hector Creek. In the Southwestern part of the County the primary concern is protecting and restoring a connected system of uplands—primarily long-leaf pine forests to provide rare species corridors to move from Carvers Creek State Park and the Fort Bragg military base to other major habitat hubs in Anderson Creek Park and along the Lower Little River. The Plan includes goals, policies and strategies that, if followed, will allow the County to accommodate development while providing active and passive open space as an amenity, protect terrestrial and aquatic ecosystems, preserve water quality and address major concerns in the areas listed above. Comprehensive Growth Plan : 43 natural resourCe strateGies Goal nr-1 protect high-Quality waters in the County that preserve habitat for the Cape fear shiner and other rare aquatic species. policy nr-1.1 Encourage Low Impact Development (LID) techniques in High-Quality Watersheds (Parker, Avetts and Hector Creeks) and Water Supply Watersheds (Neills Creek and others). ►Strategy NR-1.1.1: improve stream forest protection incentives and requirements, especially in watersheds with impaired streams or threatened streams. ►strategy nr-1.1.2: encourage reduced development footprints and disconnected impervious surfaces. ►strategy nr-1.1.3: Promote innovative stormwater infrastructure (bio-swales, rain gardens, etc.). Goal nr-2 encourage compatible development in areas with high-quality environmental features. policy nr-2.1 Discourage development in floodplains. policy nr-2.2 Discourage habitat fragmentation and promote the the connectivity of open spaces across the landscape. ►Strategy NR-2.2.1: encourage the conservation of areas of high biodiversity (identified on the ncdenr Biodiversity and wildlife habitat assessment map in the appendix), natural heritage natural areas, mature forest, riparian areas, and other unique natural features such as rock outcrops, vernal pools, seeps, and long-leaf pine forests (areas where existing long-leaf pine forests are likely are identified in the Potential upland habitat map in the appendix). ►Strategy NR-2.2.2: consider utilizing the n.c. wildlife commission conservation green growth toolbox during the development review process by requiring the creation of project specific maps (by staff or applicant) using the north carolina natural heritage data explorer or available gis data (i.e. the nc wrc green growth toolbox conservation data layers). An effective way to minimize impacts to wildlife and other natural resources is to use conservation data as a first step in development review procedures. This approach has been used by Chatham County since 2008 and they have documented a significant reduction in time to development approval and staff time needed to guide developments to approval. 44 : Grow harnett County ▲Illustrations of Conceptual Development Scenarios that Incorporate Key Habitat Connections as Open Space Amenities in Exchange for Incentives (i.e. Density Bonus or Lower Minimum Lot Size) policy nr-2.3 Provide incentives such as density bonuses to promote context-sensitive development. ►Strategy NR-2.3.1: define/refine compatibility development target areas (cdtas) and incentivize conservation subdivisions (40%+ open space) through flexible lot sizes in cdtas with access to sewer. ►Strategy NR-2.3.2: review and adjust incentives in udo periodically to ensure that compatibility developments are an attractive option. ►Strategy NR-2.3.3: revise udo to specify priority conservation areas that should be set aside as open space in compatibility developments using section 3 of the ncwrc green growth toolbox and model natural resources conservation ordinance for guidance. Policy NR-2.4: Preserve and restore the Longleaf Pine (LLP) ecosystem. ►Strategy NR-2.4.1: consider an upland open space requirement or incentive (i.e. additional density bonuses) tied to conserve priority wildlife habitats such as longleaf pine forests in the southwestern harnett cdta . Comprehensive Growth Plan : 45 Spring Lake U pperLittle R i v er L i t t l e R i v e r (L o w erLittl e Riv e r) N O R R I N G T O N R D NC 27 W N U R S E R Y R D L E M U E L B L A C K RD CASS LN T A Y L O R R D SENTER LN NC210S D O C S RD CLARKRD B R A N D I L N OVERHILLSRD K R A M E R RD RAYNORR D KERSHAW RD P R A I R I E L N G A T E M I C A H S W A Y N BILL S H A W R D GRANT DR POWELLFARM RD TINGEN RD D L PHILLIPS LN RAY RD H AY E S R D N C 2 4-8 7 F R E D MCARTAN L N D A R R O C H R D W IL S O N DR NURSERYRD IVEY ST CAROLINAWAY C HOLDERLN VALLEY RD POPLAR D R COUNTRYTIMELN M E L O D Y L N S o u t h Prong A n d e r son Creek Big G u l l y Littl e Riv e r LittleBridgeBranch H a n d y Br a n c h Mill Branch B l u e S p r i n g B r a n c h Knights Spring Branch Nort h Prong A nderson Creek P i st ol B r a n c h D ry B r anch Ju m p i n g R u n C r e e k Hickory Branch Sch o olhouse B ra nch Little RockyRu n R e dHill Branch McRany Branch Kiln Branch U p p e r LittleRiver R i c e P a t c h B r a n c h SouthPro n g McLeod Creek H o r s e P e n B r a n c h M c Leod Creek M i l l C r e e k R ocky R u n Cre e k NC OneMap, NC Center for Geographic Information and Analysis, NC 911 Board 0 2,500 5,0001,250 Feet¯ County Boundaries Managed Lands Areas High in Biodiversity Floodplain C U M B E R L A N D C U M B E R L A N D C O U N T YCOUNTY H A R N E T THARNETT C O U N T YCOUNTY Spring Lake U pperLittle R i v er L i t t l e R i v e r (L o w erLittl e Riv e r) N O R R I N G T O N R D NC 27 W N U R S E R Y R D L E M U E L B L A C K RD CASS LN T A Y L O R R D SENTER LN NC210S D O C S RD CLARK RD B R A N D I L N OVERHILLSRD KR A M E R RD RAYNOR R D KERSHAW RD P R A I R I E L N G A T E M I C A H S W A Y N BILL S H A W R D GRANT DR POWELLFARM RD TINGEN RD D L PHILLIPS LN RAY RD H A Y E S R D N C 2 4- 8 7 F R E D M CARTAN L N D A R R O C H R D W IL S O N DR NURSERYRD IVEY ST CAROLINA WAY C HOLDERLN VALLEY RD POPLAR D R COUNTRYTIMELN M E L O D Y L N S o u t h Prong An d e r son Creek B ig G u l l y Littl e Riv e r LittleBridgeBranch H a n d y Br a n c h Mill Branch B l u e S p r i n g B r a n c h Knights Spring Branch Nort h Prong A nderson Creek P i st ol B r a n c h D ry B r anch Ju m p i n g R u n C r e e k Sch o olhouse B ra nch Little RockyRu n R e dHill Branch McRany Branch Kiln Branch U p p e r LittleRiver Ric e P a t c h B r a n c h SouthPro n g McLeod Creek H o r s e P e n B r a n c h M cLeod Creek M i l l C r e e k R ocky R u n Cre e k 0 2,500 5,0001,250 Feet¯ County Boundaries Managed Lands Areas High in Biodiversity Forest Cover Floodplain C U M B E R L A N D C U M B E R L A N D C O U N T YCOUNTY H A R N E T THARNETT C O U N T YCOUNTY KEY ECOLOGICAL CONNECTIONS IN THE NC 210/ RAY ROAD VICINITY AND BETWEEN ANDERSON CREEK PARK AND FORT BRAGG IN THE NURSERY ROAD AREA US Fish and Wildlife Safe Harbor Agreement (Temporary) Marshbank Conservation Site (NCDOT) Carvers Creek State Park) Anderson Creek Park Fort Bragg Figure 14: key ecological connections (in suPPort oF nr-2). 46 : Grow harnett County Goal nr-3 position harnett County as a destination for eco-tourism. policy nr-3.1 Improve canoe and kayak access to the Cape Fear and Upper Little River. ►Strategy NR-3.1.1: develop a canoe and kayak access point on the upper little river on county owned land in the vicinity of nc 210 south of lillington. (ai) ►Strategy NR-3.1.2: Partner with landowners and area non-profits and study the feasibility of creating an additional public river access point north or south of raven rock state Park and additional access points along the upper little river. ►Strategy NR-3.1.3: Partner with businesses and non-profits to inform boaters about current water levels. ►Strategy NR-3.1.4: Partner with volunteer groups to maintain a blueway on the upper little r iver. ►Strategy NR-3.1.5: consider providing racks, informational maps, and additional facilities at launches to encourage tourism. policy nr-3.3 Partner with Dunn Tourism to develop a brand for Harnett County as an eco-tourism destination. ►Strategy NR-3.3.1: coordinate with non-profits, dunn tourism and local businesses to develop a map and/or guidebook for paddling the cape Fear river. ►Strategy NR-3.3.2: Pursue funding for regional greenways (also see goal trans-4). policy nr-3.4 Improve recreational fishing opportunities. ►Strategy NR-3.6: support efforts to construct fish passages at usace’s lock and dams #2 and #3 on the lower cape Fear river to improve striped bass access to historic spawning habitat in harnett county. Comprehensive Growth Plan : 47 The Cape Fear River and other significant parks and natural features (including Raven Rock State Park, Anderson Creek Park, and the Upper Little River) are extraordinary assets that form the basis for a system of Ecotourism facilities that have a regional and statewide draw. Figure 14: caPe Fear ecotourism maP (in suPPort oF nr-3). 48 : Grow harnett County ▲Dunn Erwin Trail ▲Anderson Creek Park Goal nr-4 provide active and passive recreation opportunities to preserve and enhance the quality of life. policy nr-4.1 Support public and private investment in active and passive recreation opportunities. ►Strategy NR-4.1.1: locate new park facilities in under-served sectors (see underserved areas map in appendix). ►strategy nr-4.1.2: update the parks and recreation master plan. ►strategy nr-4.1.3: Pursue funding for construction of the government complex Park. ►strategy nr-4.1.4: develop the capacity to accept and maintain privately constructed greenways. ►strategy nr-4.1.5: include passive open space, including wildlife habitat and trails in new parks. ►strategy nr-4.1.6: incorporate considerations for a connected system of open space in planning efforts including transportation plans and small-area plans. ►strategy nr-4.1.7: Partner with towns, athletic clubs and other organizations to develop and market events with a regional draw (i.e. paddling, biking, Frisbee golf events). Comprehensive Growth Plan : 49 Figure 15: harnett county natural resources story maP (in suPPort oF nr-5). An interactive map was created as part of the Growth Plan to provide information on Harnett County’s unique Natural Resources. It can be accessed at: http://arcg.is/1KAH0yt Goal nr-5 raise awareness of the county’s unique natural assets. ►Strategy NR-5.1.1: develop programs with local school districts to educate youth on the existence and value of natural resources in the county. ►strategy nr-5.1.2: update website to include maps and other information related to natural resources to assist in educating the public, marketing local parks and providing information to property owners. 50 : Grow harnett County The decentralized pattern of growth in Harnett County has led to increased traffic, significant commute times and added costs for residents. Improving access to regional destinations is the paramount transportation concern. Maintaining mobility on key arterials, adding a connected road network as growth occurs, and providing multi-modal transportation options are other key issues. The location and intensity of development envisioned in the Future Land Use map is meant to decrease trip length and vehicle miles traveled. The Goals, policies and strategies below are meant to support the Future Land Use map, guide the update of the Harnett County Comprehensive Transportation Plan (CTP) as well as address other issues related to transportation and mobility. Goal TRANS-1: Develop a strategy to get a four-lane road constructed from Harnett to Wake County. Goal TRANS-2: Improve the efficiency of the local road network. Goal TRANS-3: Provide for multi-modal transportation options near Development Nodes and in Residential Focus Areas of the County. Goal TRANS-4: Develop a Countywide Greenway System. Goal TRANS-5: Coordinate with regional and state transportation planning agencies. transportation Goals Comprehensive Growth Plan : 51 transportation strateGies Goal trans-1 develop a strategy to get a four-lane road constructed from harnett to wake County. policy trans-1.1 Coordinate with CAMPO, NCDOT and Fuquay Varina to plan for a limited access route from US 401 to future I-540. ►Strategy TRANS-1.1.1: support completion of us 401 Bypass study or a new study focused on identifying a cost-feasible project that improves the connection between harnett county and wake county, specifically us 401 to i-540. policy trans-1.2 Continue to work with CAMPO and NCDOT to widen NC 55 north of Angier. Goal trans-2 improve the efficiency of the local road network. policy trans-2.1 Identify new-location collector and thoroughfare street alignments in growth areas. ►Strategy TRANS-2.1.1: Plan for a connected system of major and minor thoroughfares in development nodes and residential Focus areas and include new locations facilities in the next update the harnett comprehensive transportation Plan (ctP). ►Strategy TRANS-2.1.2: identify new-location collector street alignments in growth areas to be constructed with development. the following growth areas should be studied: ►employment opportunities ◆i-95 corridor employment corridor ◆us 401 employment corridor ◆the ed-med corridor (us 421) ◆nc 87 corridor ►development nodes ◆compacted mixed use areas ◆municipal extra territorial jurisdictions (etj) ◆rural centers ►residential Focus areas ◆neill’s creek Basin (west of angier) ◆medium density residential areas in sw harnett 52 : Grow harnett County Connected streets with shorter block lengths like those in the following aerial photograph of the mixed use community of Baxter Village in Fort Mill, South Carolina create a more walkable, pedestrian scale environment while decreasing traffic on existing arterials. Figure 16: connectivity and Block Pattern e xamPle (in suPPort oF trans-2) policy trans-2.2 Promote access management on existing arterials. ►Strategy TRANS-2.2.1: develop/refine guidelines and incorporate standards as needed in to the unified development ordinance (udo). standards should include requirements for driveway spacing, and cross access. applicable corridors include us 401, nc 210, nc 87, nc 24, nc 27, and nc 55. policy trans-2.3 Mitigate impacts of new development on the transportation network. ►Strategy TRANS-2.3.1: continue to require traffic impact analysis (tia) and associated concurrent public improvements or fee in lieu for large developments. strategy trans-2.4 Encourage connected streets in all new developments. ►Strategy TRANS-2.4.1: update block length maximums or other standards to encourage smaller blocks and more connectivity in medium density residential areas and near development nodes. Comprehensive Growth Plan : 53 ▲On street parking, planting strips with street trees, and sidewalks increase pedestrian safety and comfort. Goal trans-3 Provide for multi-modal transportation options near Development Nodes and in Residential Focus Areas of the County. policy trans-3.1 Continue to support the incorporation of pedestrian facilities in roadway improvement projects within Residential Focus Areas and near defined Development Nodes. policy trans-3.2 Encourage the incorporation of pedestrian infrastructure in new developments within Residential Focus Areas and near defined Development Nodes. policy trans-3.3 Promote pedestrian oriented design in Development Nodes and Residential Focus Areas of the County. Pedestrian oriented design guidance was included in the NC 87 Corridor Study, but could be incorporated into the Unified Development Ordinance (UDO). ►Strategy TRANS-3.3.1: require 5 ft sidewalks as recommended by the Federal highway administration (Fhwa) and the national association of city transportation officials (nacto). ►Strategy TRANS-3.3.2: Provide guidance on when planting strips are necessary (i.e. near development nodes and along key residential collectors) to improve pedestrian experience. ►Strategy TRANS-3.3.3: Provide guidance on landscaping, building orientation and parking location near development nodes. 54 : Grow harnett County Goal trans-4 develop a Countywide Greenway system. policy trans-4.1 Encourage trails and greenways to be planned for and constructed by public entities or by private entities as part of amenities for new developments. ►Strategy TRANS-4.1.1: encourage the reservation of right-of-way and construction of planned greenways as shown on the ecotourism map, the adopted comprehensive transportation Plan and/ or other relevant plans. ►Strategy TRANS-4.1.2: Build the capacity for maintaining, improving and constructing publicly owned greenways. ►strategy trans-4.1.3: Pursue funding for construction of the first section of the cape Fear river greenway in the vicinity of the government complex Park. ►strategy trans-4.1.4: develop a county-wide greenway/trail master Plan or include as a component of a Parks and recreation Plan update or an update of the ncdot comprehensive transportation Plan. as part of this effort or as a seperate studies determine the feasibility of greenway or rail-trail between erwin, coats and angier and the feasibility of a greenway or rail-trail west of nc 87 to Fort Bragg. Goal trans-5 Coordinate with regional and state transportation planning agencies to address needs and advance local priorities. policy trans-5.1 Coordinate with municipalities, CAMPO, FAMPO, The Mid-Carolina RPO and NCDOT to update the Harnett County Comprehensive Transportation Plan (CTP). ►Strategy TRANS-5.1.1: work with camPo and ncdot to clarify rights-of-way needs for existing plans. ►Strategy TRANS-5.3.1: update ctP roadway element ◆refine recommended new location roads based on recent planning efforts (i.e. southwest area study and camPo 2040 metropolitan transportation Plan). For instance the angier western connector (a632a in camPo mtP) is included as a 2040 new location project (2 lane) in the camPo mtP, but not shown on the ctP (adopted in 2013). ►Strategy TRANS-5.3.2: update ctP transit element ◆confirm and update Park and ride locations as needed. Comprehensive Growth Plan : 55 The first phase of the Upper Cape Fear River Greenway could be constructed as part of the Harnett County Recreation Park and Fairgrounds Complex Figure 17: caPe Fear greenway concePt (in suPPort oF trans-4). Proposed cross-section for Upper Cape Fear River Greenway ►Strategy TRANS-5.3.3: update ctP Bicycle and Pedestrian element ◆refine recommended greenway connections based on priorities identified in this Plan and recent municipal planning efforts. policy trans-5.2 Require or incentivize rights-of-way preservation for planned facilities. 56 : Grow harnett County The Harnett County Department of Public Utilities provides water and/or wastewater services to the majority of County residents (~95,000 people). The department also supplies water to Lillington, Angier, Erwin, Coats, Fuquay-Varina, Holly Springs, Spring Lake, Linden, Johnston County, Moore County and Fort Bragg. Recently the County entered into a revised water supply capacity agreement with Moore County expanding Moore County’s supply to 3 MGD. Current wastewater treatment capacity totals 20.6 MGD. The North Harnett Regional wastewater treatment plant (WWTP) has a capacity of 5.6 MGD and the South Harnett WWTP has a capacity of 15 MGD. There are plans to expand the North Harnett WWTP from 5.6 MGD to 7.5 MGD. The Harnett County Department of Public Utilities currently coordinates with municipalities to serve existing customers and new development. Continued coordination will be essential to support economic development with utility investments and planning. The Goals, policies and strategies below are meant to guide coordination efforts between Harnett County Planning, Harnett County Public Utilities, municipalities as well as infrastructure planning and investment decisions. Goal UTILITY-1: Maintain and improve the efficiency of the utility system. Goal UTILITY-2: Support the Future Land Use Plan by prioritizing funding of capacity upgrades that have the potential to support quality development in growth areas. Goal UTILITY-3: Update fee structure and cost share policies as needed to adequately fund and maintain utility system. Goal UTILITY-4: Support economic development goals with utility planning and investments. Goal UTILITY-5: Support the provision of natural gas in underserved areas. utilities Goals Comprehensive Growth Plan : 57 utilities strateGies Goal u-1 maintain and improve the efficiency of the utility system. policy u-1.1 Fund and construct recommendations identified in CIP. policy u-1.2 Continue to pursue consolidation of pump stations in Western Harnett County. policy u-1.3 Plan for efficient service provision in the Neill’s Creek Basin. ►Strategy U-1.3.1: develop a long-term plan for gravity fed sewer service in the neill’s creek Basin. this may include determining locations of future gravity mains in sub-basins, developing cost share estimates for future developments and supporting the acquisition of sewer easements. Goal u-2 support the future land use plan by prioritizing funding of capacity upgrades that have the potential to support quality development in growth areas. policy utility-2.1 Provide water and sewer to priority growth areas. ►employment opportunities ◆i-95 corridor employment corridor ◆us 401 employment corridor ◆the ed-med corridor (us 421) ◆nc 87 corridor ►development nodes ◆compacted mixed use areas ◆municipal extra territorial jurisdictions (etj) ◆rural centers ►residential Focus areas ◆neill’s creek Basin (west of angier) ◆medium density residential areas in sw harnett policy u-2.2 Address long term capacity issues for Southwest Harnett County. ►Strategy U-2.2.1: Fund pump station upgrades and transmission infrastructure that facilitates transfer of wastewater from nc 87 corridor to south harnett wwtP. 58 : Grow harnett County ►Strategy U-2.2.2: Pursue public/private cost share to fund parallel gravity main along south Prong of anderson creek to serve future development. policy u-2.3 Limit utility expansion in areas identified as Rural Agricultural on the Future Land Use Map Goal u-3 update fee structure and cost share policies as needed to adequately fund and maintain utility system. policy u-3.1 Regularly revise fee structure, connection and reimbursement policies to assure adequate levels of utility service. policy u-3.2 Continue to pursue public/private cost shares and developer agreements for reimbursement of up- front investments in infrastructure that serves additional future development. Goal u-4 support economic development goals with utility planning and investments. policy u-4.1 Cooperate with City of Dunn to ensure utility capacity for I-95 corridor. policy u-4.2 Encourage a growth pattern that maximizes return on investment. ►Strategy U-4.2.1: update easement acquisition policies to enable greater flexibility for harnett county to intervene on behalf of developers’ to allow connections to neill’s creek basin gravity sewer line (west of angier). The current Harnett County Water and Sewer Ordinance states that Developers must demonstrate that a project will yield a minimum value of $250,000 tax base per lot in order for the Harnett County Department of Public Utilities Director to assist in easement acquisition. This threshold should be re-evaluated in light of the Updated Future Land Use Map and fiscal impact trends of new development to determine an appropriate criteria for determining if Harnett County should intervene to encourage connection to gravity lines. Comprehensive Growth Plan : 59 ►Strategy U-4.2.2: consider the adoption of a utility allocation policy to promote economic development and manage limited capacity in areas where transmission capacity is limited and/ or a certain type of development is desired (i.e. non-residential). Knightdale’s Water Allocation Policy is an example of an innovative approach to encouraging quality development. A proposed development must obtain a certain number of points to receive water allocation if the proposal is over a minimum density. Points can be awarded for non-residential uses, roadway improvements, gateway improvements, transit facilities, and amenities (including greenways). See Knightdale’s Ordinance for more details. For More Information: www.knightdalenc.gov/index.aspx?page=460 Goal u-5 support the provision of natural gas in underserved areas. policy u-5.1 Coordinate with service providers and private stakeholders to plan for natural gas extension to spur non-residential development in underserved areas including the NC 87 Corridor. ►Strategy U-5.1.1: work with Fort Bragg leadership to establish a natural gas connection to underserved areas, including the nc 87 corridor, to reduce the cost of infrastructure and spur quality non-residential development. implementation aC tion plan 62 : Grow harnett County The following table includes a subset of the strategies that represent near to medium term action items. They include a timeframe and a list of entities involved to facilitate implementation of key portions of this plan. In addition to following the implementation matrix, the Town should also raise awareness of the plan, and the opportunities described within it, by making presentations to local groups and organizations and by distributing a prepared press release to area media outlets. strategy timeFrame responsibility l a n d u s e strateGy lu-1.5.1/3.2.1: develop small-area concept plans that can be used to brand and market future employment, retail and mixed use centers as well as illustrate access points, collector street configurations, building orientation and reduce future land use conflicts. MEDIUM TERM (2-3 YEARS) harnett county Planning department, economic development commission strateGy lu-2.3.1: coordinate with tax assessor to update tax records and/or permit tracking software to allow for more detailed reports on development approvals and building permits. SHORT TERM (1-2 YEARS) harnett county Planning department, harnett county tax assessor strateGy lu-3.3.1/3.3.2 update design guidelines for compact mixed use areas. consider guidelines or standards similar to the highway corridor overlay district. where applicable (i.e. near development nodes), require new buildings to be located close to the street with minimal parking in front. ONGOING / SHORT TERM (1-2 YEARS) harnett county Planning department, Planning Board, Board of commissioners strateGy lu-5.3.1: Promote low density, context sensitive residential in the agricultural and rural residential areas shown on the Future land use map by allowing flexibility in street design if rural residential standards are met. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Planning Board, Board of commissioners strateGy lu-5.4.1: Provide printed information on land conservation programs in the planning department and other county offices and through the county web page. SHORT TERM (1-2 YEARS) harnett county Planning department, sandhills area land trust strateGy lu-5.5.1: encrourage tree retention through defining criteria for designating significant trees and updating the unified development ordinance to include guidance on preservation. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Planning Board, Board of commissioners strateGy lu-6.2.1: study potentially adding an airport overlay district to the unified development ordinance that minimizes conflicts with airport activities. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Planning Board, Board of commissioners strateGy lu-7.2.1: adopt a minimum housing code or regularly fund a problem properties program. SHORT TERM (1-2 YEARS) harnett county Planning department, Planning Board, Board of commissioners eco n o m i c de v e l o p m e n t strateGy ed -1.1: develop “brand” around cost-competitiveness, i-95, proximity to wake county and Fort Bragg, business-friendliness, and the opportunities of a growing c ampbell university and the training resources of central carolina community college. SHORT TERM (1-2 YEARS) harnett county economic development strateGy ed -1.2: update and strengthen the economic development web site. SHORT TERM (1-2 YEARS) harnett county economic development strateGy ed -2.1: structure a visitation program in conjunction with municipalities, chambers of commerce, and other partners. MEDIUM TERM (2-3 YEARS) harnett county economic development strateGy ed -3.1: develop a realistic inventory of “ready” buildings and sites based on a “certified” model. MEDIUM TERM (2-3 YEARS) harnett county economic development strateGy ed -3.2: Partner with county and municipal utility providers to accurately establish current utility availability to targeted sites. MEDIUM TERM (2-3 YEARS) harnett county economic development appendix a: IMPLEMENTATION implementation aCtion plan Comprehensive Growth Plan : 63 goal timeFrame responsibility ec o n o m i c de v . strateGy ed-4.2: evaluate the creation of a public-private partnership that would jointly fund and administer the county’s economic development effort. MEDIUM TERM (2-3 YEARS) harnett county economic development nat u r a l res o u r c e s strateGy nr-2.2.2: consider utilizing the n.c. wildlife commission conservation green growth toolbox during the development review process by requiring the creation of project specific maps (by staff or applicant) using the north carolina natural heritage data explorer or available gis data. SHORT TERM (1-2 YEARS) harnett county Planning department strateGy nr-2.3.3: revise udo to specify priority conservation areas that should be set aside as open space in compatibility developments. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Planning Board, Board of commissioners strateGy nr-2.4.1 : consider an upland open space requirement or incentive (i.e. additional density bonuses) tied to conserve priority wildlife habitats such as longleaf pine forests in the southwestern harnett cdta. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Planning Board, Board of commissioners, nc wildlife resources commission, nc department of environment and natural resources strateGy nr-3.1.1/ 3.1.2: develop additional canoe and kayak access points on the upper little river and on the cape Fear river. MEDIUM TERM (2-3 YEARS) harnett county Parks & recreation department strateGy nr-3.3.1: coordinate with non-profits, dunn tourism and local businesses to develop a map and/or guidebook for paddling the cape Fear river. SHORT TERM (1-2 YEARS) harnett county Parks & recreation department, dunn tourism strateGy nr-4.1 .1:locate new park facilities in under-served sectors. MEDIUM TERM (2-3 YEARS) harnett county Parks & recreation department tr a n s p o r t a t i o n strateGy trans-1.1.1: support completion of us 401 Bypass study or a new study focused on identifying a cost-feasible project that improves the connection between harnett county and wake county, specifically us 401 to i-540. MEDIUM TERM (2-3 YEARS) harnett county Planning department, capital area metropolitan Planning organization, north carolina department of transportation strateGy trans-2.1.2: identify new-location collector street alignments in growth areas to be constructed with development. MEDIUM TERM (2-3 YEARS) harnett county Planning department, capital area metropolitan Planning organization (camPo), Fayetteville area metropolitan Planning organization (FamPo), mid-carolina rural Planning organization, north carolina department of transportation strateGy trans-4.1.2: Build the capacity for maintaining, improving and constructing publicly owned greenways. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Parks & recreation department strateGy trans-4.1.3: Pursue funding for first section of cape Fear river greenway near lillington. MEDIUM TERM (2-3 YEARS) harnett county Planning department, Parks & recreation department strateGy trans-5.3: coordinate with municipalities, camPo, FamPo, the mid-carolina rPo and ncdot to update the harnett county comprehensive transportation Plan (ctP). SHORT TERM (1-2 YEARS) harnett county Planning department, capital area metropolitan Planning organization, north carolina department of transportation ut i l i t i e s strateGy utility-2.2.1: Fund pump station upgrades and transmission infrastructure that facilitates transfer of wastewater from nc 87 corridor to south harnett wwtP. SHORT TERM (1-2 YEARS) harnett county Public utilities strateGy utility-4.2: update easement acquisition policies to allow for greater flexibility so that harnett county can intervene on behalf of developers’ to allow connections to neill’s creek basin gravity sewer line (west of angier). SHORT TERM (1-2 YEARS) harnett county Public utilities appendix a: IMPLEMENTATION 64 : Grow harnett County Comprehensive Growth Plan : 65 appendix Fi g u r e 2 2 : B i o d i v e r s i t y a n d wil d l i Fe haBit a t ass e s s m e n t ( nc de n r ) 66 : Grow harnett County Fi g u r e 2 3 : P ot e n t i a l uPl a n d ha Bit a t ( nc wr c an d na t u r a l he r i t a g e P ro g r a m na t u r a l ar e a s ?ú ?ù ?« KÆ H A R N E T T C O U N T Y M O O R E C O U N T Y H O K E C O U N T Y C U M B E R L A N D C O U N T Y L E E C O U N T Y Fayetteville Spring Lake Lillington L ittle R iver (Lower LittleRiv e r ) C a p e F e a r R i v e r UpperLittl e R iv e r C ran e Creek(CraineCre e k ) ( L a keS urf) BRET RD W I L L L U C A S R D T I M CUR R IN R D NURSERYRD CASS LN CAMERONHILLRD OURW AY W A L K E R R D S H A D Y G R O V E R D B O N D L N NC24 DOVERD J O E L J O H N S O N R D N C 8 7 N CYPRESSCHURCH R D SENTER LN B R I G G S RD B R A N D I L N K R A M E R RD RAYNORR D P E R R Y RD MAYER RD N C 2 1 0 S MARKS RD P R A I R I E L N R A Y N O R M C LA M B R D PIN E W O O D R D G A T E F A R R A R R D O L I V I A R D OVERHILLS RD P A C E LN CLARKRD WESTRD JASONLN M I C A H S WAY N B I G BRANCH R D N C 8 7 S SA W MILL L N M I L L S H O U S E L N FIRE LANE RD VALERIEL N STANCIL RD BILL S H A W R D NC 2 4 - 2 7 LINE R D GRANT DR WILDPLUMLN B U LL A R D RD C L A U D E W H I T E R D PAGE R D J E S S E R D C Y P R E S S R D POWELLFARMRD TINGEN RD D O C S R D D L PHILLIPS LN MCKOY T O W N R D HOO V ER RD RAY RD N C 2 7 W E L L I O T T B RID G E R D R O B E R T SRD N C 2 4 -8 7 F R E D M CA RTAN L N N C 2 7 W D A R R O C H R D MCARTAN R D B U I E R D W I L S O N D R HAYE S RD M C N E I L LHOBBSRD R O S S E R P I T T M A N RD BELLABRIDGERD T H O M P S O N R D IVEY ST P O N D E R O S A R D N O R R I N G T O N R D TEMPLERD VALLEY RD LOOPR D WIRE RD HILLMON GROVERD A S S E T P K W Y AUTRYRD POPLAR D R COUNTRYTIMELN PILSONRD M E L O D Y L N BROCK R D NICK M C L E A N R D PINE OAK C R E E K VIE W L N MIKE W IL LI A M S L N FARRARDAIRY R D Big G ully Wetl and s Fo rt Bra gg N a t ural Area (O verh il l s A rea) Lon g Valle y Farm Na tural Area Reed ys S w a m p Lo ng l e a f Pi ne Fo res t Twin Oa k s Trails We s t Pa rk Nat ur a l A rea L a k e S u r f 0 1 2 0.5 Miles Date: 10/20/2015 | LDI #: 1014207 Data Source: NC Wildlife Resource Commission P O T E N T I A L U P L A N D H A B I T A T A N D N A T U R A L H E R I T A G E P R O G R A M N A T U R A L A R E A S Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ Potential Upland Habitat NHP Natural Areas Managed Lands Compatibility Development Target Areas High Quality Watershed H A R N E T T C O U N T Y, NO R T H C A R O L I N A Comprehensive Growth Plan Appendix: 67 Fi g u r e 2 4 : P a r k s a n d rec r e a t i o n und e r - ser v e d are a s 68 : Grow harnett County Alt scenArio Alt scenArio Alt scenArio Scenario planning is a method to learn about the future of a county. In this process, a GIS-based land use model was constructed using CommunityViz, a software extension to ArcGIS Desktop created by Placeways LLC. The land use model was developed to examine the probable distributions of households and employment locations in 2040 based on the availability and suitability of land and varying land use policies. The number of projected homes and jobs in 2040 were held constant between all scenarios. A trend or Business-As-Usual scenario was developed to represent what the County would look like in 2040, given current trends and policy. Alternative scenarios, based on Harnett County’s goals and input from the Technical and Advisory Committee, were developed as alternative paths to the current course of growth and development. Potential impacts of growth (positive and negative) were measured for all of the scenarios using a set of indicators. The preferred scenario, or Future Land Use Plan was developed to maximize priority indicators. See the following pages for maps of forecasted homes and jobs for each scenario and indicator results. Determine components of future lAnD use concept evAluAte performAnce of scenArios us- ing inDicAtors recommenDAtions model development scenario development scenario analysis preferred scenario developmentdata Collection DAtA DAtA DA t A Develop goAls/objectives De v e l o p in Dic Ato r s growth moDel business- As-usuAl Alt scenArio Alt scenArio Alt scenArio future lAnD use concept inDicAtors stAkeholDer engAgement sCenario planninG proCess sCenario planninG Figure 4: scenario Planning Comprehensive Growth Plan Appendix: 69 Business as usual scenario (Bau)strong towns (st) natural assets scenario (na)preferred scenario (ps) alternative Growth patterns The Future Land Use Concept graphically represents a county-wide vision of the future. The process to develop this Concept began with an evaluation of the Business-as-Usual trendline. Based on feedback received from the public and the Advisory Committee, three alternative scenarios were created to analyze the potential impacts of growth (both positive and negative) on the County. Each scenario includes assumptions regarding land use policy changes and infrastructure investment choices that result in alternative development patterns. These development patterns are shown in the maps below. The forecasted impacts of the alternative scenarios are summarized in the report card on the opposite page. distriBution of Growth each scenario illustrates how growth responds to different land use, transportation, economic development and infrastructure policies. 1 dot = 3 homes 1 dot = 3 jobs 1 dot = 3 homes 1 dot = 3 jobs 1 dot = 3 homes 1 dot = 3 jobs 1 dot = 3 homes 1 dot = 3 jobs 70 : Grow harnett County Bau st na ps indiCator total homes Forecasted 30,558 30,558 30,558 30,558 total jobs Forecasted 22,783 22,783 22,783 22,783 acres of prime industrial lands 15,593 15,593 15,593 15,593 acres of office and industrial lands 11,510 17,300 11,510 16,920 working lands impacted 38,837 25,946 25,405 30,782 new students 9,784 9,784 9,784 9,784 number of new homes in high noise Zones 148 14 17 14 number of new homes in 500ft Fly Zone* 455 100 8 102 number of new homes in 1000ft Fly Zone* 1,627 556 570 651 acres of critical to conserve lands impacted by new development 3,330 1,370 1,410 1,800 acres of important to conserve lands impacted by new development 22,700 6,230 12,200 11,450 acres of prime agriculture lands impacted by new development 38,837 25,946 25,405 30,782 acres of forest impacted by new development 36,750 24,334 22,793 28,233 acres of new impervious surface in critical watersheds** 262 90 45 75 acres of natural assets impacted 40,526 24,716 21,862 28,760 number of new homes near Priority habitat corridors 1,185 458 336 507 number of new homes near smoke awareness areas 358 41 55 58 number of new homes adjacent to significant natural heritage areas 1,893 1,440 467 1,440 wildlife habitat impacted 23,109 16,816 8,448 16,205 number of new homes in municipal limits 2,782 5,098 1,021 4,262 urban Footprint 92,260 67,570 62,290 77,110 number of new homes in utility focus areas 17,907 25,539 30,024 26,627 number of new jobs in utility focus areas 22,574 24,090 25,006 24,313 utility demand inside utility focus areas*** 7,862,850 9,998,250 11,256,900 10,303,700 utility demand outside utility focus areas*** 3,491,750 1,376,150 135,150 1,025,750 number of new homes within a 10-minute drive of health care facility 4,153 7,936 3,236 6,231 number of new homes within a 10-minute walk of an existing school 3,725 4,834 4,760 4,922 sCenario planninG report Card results key = worse than Business as = less than 10% change from Business as usual = significant improvement compared to Business as =Best improvement compared to Business as scenario key Bau Business as usual st strong towns na natural assets ps Preferred scenario *Flight Buffer, 500 ft and 1000ft Flight Zones from RLUAC Telecommunications Tower Study 2008 **Critical Watersheds include Water Supply Watersheds Level I-III and High Quality Waters ***Utility focus area defined by areas that are currently or easily served by water and sewer Comprehensive Growth Plan Appendix: 71 # # # # # # # # # # # # # # # ## ## # ## # # # # # # # # # # # # ## # # # # # # # # # # # # # # # # # # # # # # # # # # 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e a r River FO RTBRAGG FORTBRAGG FORTBRAGG L a k eSurf M o r r i sPond L a k eTrace L o n g V a l l e yFarm L a k e L a k eMcArth u r B u f f a l oLakes C a m b r oPond O v e r h i l l sLake O l d h a m sLake P o p e sLake R h o d e sPond H a n n a sLake H a y n e rPond Y o u n g sPond G u y sPond H a wRive r B u c k h o r n C r e e k(H a r r i s L a k e ) D e e pRiver BuckhornCr e e k (H a rris L ake) LittleRiv e r (LowerLittle R i v e r ) UpperLittl e R i v e r Black R i v e r MiddleCreek B l a c k C r e ek (P a r t insPond-P a nther Lake) Sout h Riv e r SwiftCreek BlackRiver J u mpin g R u n DeepRiver CapeFearRiver B l a c k C r e e k Little Junipe r C r e e k DeepR i v e r CapeFearRiver LittleRiver(LowerLittleRiver) B uckh orn C r e e k (H arrisLake) Raleigh R oadElementary J R Ingram JrElementary West LeeMiddle Greenwoo dElementary Ander sonCreekPrimary Sou thHarnettElemen tary LaFayetteElementary NorthHarnettPrimary JohnsonvilleElementary BenhavenElementary Boone Tra ilElementary Buies Cre ekElementary CoatsElementary GentryPrimary Tr itonHigh Came ronElementary WesternHarnettHigh WesternHarnettMiddle STAR Academy HarnettCentralMiddle PineForestMiddle ErwinElementary Harn ettPrimary WayneAvenueElem Ben sonElemen tary BensonMiddle Cleve landElementaryClevelandMiddle Benja min TBullockElem BraggStreetAcademy BroadwayElementary Deep RiverElementary East LeeMiddle Floyd L K nightChildrenCenter LeeCountyHigh J GlennEdwardsElementa ry TramwayElementary VassLakeviewElementary Plain Vie wElementary Fu quayVarinaMiddle LincolnHeightsElementary Willo wSpringsElementary FuquayVarinaHigh Over hillsMiddle Polen taElementary HarnettCentralHigh HighlandElementary Over hillsHigh McGee'sCrossroadsMiddle WestJohnstonHigh DunnMiddle CoatsErwinMiddle Dixon RoadElementary LeeEarlyCollege McGee'sCrossroadsElem West Vie wElementary Southe rnLee HighSchool Lill ingto nSha wtownElementary Warren W illiamsElementaryAlternative Crain'sCreekMiddle SanLeeMiddleSchool OverhillsElementary RAYNORMCLAMBRD BRET RD E R W I N C H A P E L RD A U S L E YRD M C L E A N CHAPEL C H U R C H R D BENSONRD CANOPYLN NC 82 NC55E NURSERYRD B E T T S R D DEWARST MELNYK LN COTTON R D FULLER DR US301N CAMELLIARD E B E N E Z E R CHURCH R D T R A C E Y L N CASS LN COKESBURY R D A T K I N S R D C AME R O N HILLRD L E A N N A L N N C 2 4 -2 7 BRADLEY R D OURWAY VANNLN POULTRYLN RAVENROCK R D AIRPO RTRD H O D G E S C H A P E L R D MABRYRD RUTHCIR P I C K E T T R D S H E R I F F J O H N S O N RD WCORE RD W E E K S R D N C 2 7 W N O R R I S R D CIR C L E TDR U S 4 0 1 N BUTCH ST W A L T E R W A D D E L L LN COATES RD C H I C O R A R D O L D U S 4 2 1 RIDGE CT US 4 01 S US 421 N P E A N U T LN PURFOY RD TRIPP RD CHRISTIANLIGHTRD KNIG HT R D F L E M I N G R D WA L K E R R D S H A D Y G R O V E R D MCNEILLRD N C 2 7 W B O N D L N NC24 TI L GH MAN DR O LI V IA R D N C 8 7 N NC 27 E TIPPETRD S Y K E S L N BENHAVEN SCHOOL RD OVERHILLSRD NC27E B R I N K L E Y R D MCLEODRD F A L C O N R D LINDA JANELN CHOLDERLN MANNRD H E R M A N W A Y C O O L S PRINGS R D N C 2 7W KRAMER RD H O L L Y S P R I N G S CHURCH RD B E C K E R R D C L A Y H O L ERD LATHAM LN OAK S T AV E R Y R D HICKS R D WISE RD SENTER LN P O P E LA K ERD M C C O R M I C K RD DORMANRD R A W L S C H U R C H RD BUCHANAN RD ELMSTREETEXT ROSSE R P I T T M A N R D MCDOUGALDRD N C 5 5 W AKOR PL CYPRESSCHURCHRD B RI C K MILL RD S H U E R D BUNNLEVELE R W I N R D CURRINRD NEWTONR D DOVERD L E A F L E T C H U R C H R D DUKERD BUMPYL N S N E E D LN US 301 S TARASLN K O E R N E R L N M E L O D YLN LEE RD R O S S R D LANE RD F E S T U S R D NC 2 4 -2 7 TYLE R DEWAR LN B A I L E Y S X R D S R D B I L L A V E R Y R D O L D COATS R D WIRERD M C L E A N R D RAYNORR D CATTLELN M E R C Y L N NC210S M C F A R L A N D RD BUFFALOLAKE RD N E L S O N L N P E R R Y R D MAYERRD CHIC ENNIS RD V I C T O R Y LN KERSHAWRD NC 55 W BILLSHAWRD NC 217 M C D O U G A L DRD OVERHILLSRD REVELSRD NC 42 H O R NE LN H A M I L T O N RD N C 210 S OLDBUIESCREEKRD W I L L L U C A S R D JOE COLLINS R D B U DHAWKINS RD MITCHELL RD ENNISRD M A P L E R D G R E G O R Y CIR TURLINGTON RD DEAN RD GENTRY R D EASTMILLLN OAKLA W NDRE N C 2 4 - 8 7 G A T E F A R R A R RD HARGERLN TILGHMAN RD BALL R D A D C O C K R D B U LLA R D RD KIPLING R D S A N D E R F E R R D MATTHEWSRD FAMILYL N CLARKRD H AY E S R D KIRK A D A M S R D OLD US 421 N C 8 7 S WESTRD FULTONLN JOSEYWILLIAMSRD BAPTIST G R O V E R D PA C ELN H A R D E E R D NATCHEZ TRACE Q U AILRD CRAWFORD RD P A R TIN R D OUTLAW LN CONNORDR SLINCOLNST DELMA G R I M E S RD WILDLIFE RD CAMERON R D T W I N P O N D S R D B I G BRANCH R D B R O A D W A Y R D WTARTRD DENNINGRD F A R A B O WDR GRAHAM R D OAK GROVE CHURCH RD ROBERTSRD TRAN Q UIL LN DRYFARMLN FIRE LANE RD NE IG H B O R S R D U S 4 0 1 S MCARTHURRD B A L L A R DRD VALERIE LN COBLESKIEST O Q UIN N RD NC 210 N BAILEY R D STANCILRD MCDONALD R D WOMACKRD M I L L E RR D LEMUELBLACKRD LI N E RD GRANT DR F L I N T L O C K L N WILDPLUMLN MCLAMBRD LANGDONRD TR EEBA RK LN B R I G G S RD US 4 2 1 S BROOKGREENLN DOLL HOUSE RD JOHN L E E R D D U N R O V I N L N GREATDANELN ERNEST B R O W N R D TAYL O R R D W THORNTON RD NC55E DEERTAILLN B ALL P A R K LN Y A N K E E LN G R A M E T ALN B E T H E L B A P T I S T R D LIV E OAKRD M O N TA G U ERD HO O VER R D P A T T E R S O N R D J E S S E R D A L E XRYANLN C Y P R E S S R D H O L D E R R D OAKTRAILLN NUTGRASSR D NC 2 1 0 N OLDSTAGERD N B R A N DI L N WILSON DR BYRD R D B L A C K L N POWELLFARM RD C L A U D E W H I T E R D PONDEROSA R D B R YA N T R D LAWRENCERD COBB R D M A N O R HILL SRD D O C S R D CHALYBEATESPRINGSRD THREE BRIDGERD D L PHILLIPS LN US 421 N BYRDSP ON D R D A S H EAVE MANGUM R D HARVELLRD MCKOYTO W N R D JOEL JOHNSON RD M C D O U G A L D R D RAY RD NC 2 7 W M A R K S RD AMMONS RD ELLIOTT B R I D G E RD C P S T E WA RT R D E T H E L LN MAMIEUPCHURCH R D A R R O W H E A D RD W I L B U R N RD MOCCASIN BRANCH R D REDHILLCHURCHRD B U D D Y B A R E F O O T R D F R E D M CAR TA N L N POPLAR D R S O UTH RIVER R D OLIVEBRANCHRD B A K E R T O W N RD BLANCHJOHNSON R D P A R R I S H RD D A R R O C H R D W STRICKLANDRD M I D D L E R D MCARTAN R D B L A C K B E R R YRD B U I E R D D R Y CREEK R D M A G R U D E R R D CHICKENFARMRD N E I L L S C R E E K R D WEBB R D BYRDS MILL R D ADAMSRD H OR S ES HO E B E N D R D OAKRIDGERIVER R D M C N E IL L H O B B SRD TINGEN RD THOMPSON RD BELLABRIDGERD TIMC U R R I N RD N ORANGE ST OLD H A M I L T O N R D SADLERRD J O H N W I L LN HARRINGTONRD IVEYST F U JI L N P O N D E R O S A R D N O R RIN G T O N RD CAROLINAWAY KELLY LN R O O M S TO G O W AY K E IT H HILL S RD C O V I N G T O N R D L E E D U N N L N DANIELS RD TEMPLE RD VALLEY RD J U N O D R LOOP RD S A N D SRD M & M L N MONROE LN HILLMONGROVERD CANNALN MT PISGAH CHURCH RD H O B S O N R D P E A R I D G E RD J O H N S O N R D GAINEYRD A R LI E LN J O H N S O N F A R M R D A L P H I N R D F A R L E Y R D DENNISLN A S S E T P K W Y JASON LN CHARTRES ST ROGERSRD P E A C H F A R MRD M E S S E R R D OAK VALLEY FARM RD TUTORRD ABATTOIRRD GRIFFINRD DEVROAHLN AUTRYRD S H A R P ERD C U M MIN G S RD D U R A B IL T LN SLOANRD COUNTRY S P RIN G L N MCNEILLMILLRD WHITTINGTONRD BAYLESRD W A L TJO HN SO N RD DIX O N RD O L D S T A G ERDS S P R I N G H I L L C H U R C H R D POPE RD PILSON R D RUFFIN R D BROCK R D U S 4 0 1N PINE OAK CREEKVIEW L N TYSINGER R D J A C K S O NRD M I K E WILLIAMS L N G U Y R D T I T A N R O B E RTS R D BEAVERDAMRD RIVER RD 0 2.5 51.25 Miles Date: 8/19/2015 | LDI #: 1014207Data Source: Harnett County (7/2013) D R A F T F U T U R E L A N D U S E M A P Disclaimer: This map was created with the best available data, however, it is provided "as is" without warranty of any representation of accuracy, timeliness, reliability or completeness. This map does not represent a legal survey of the land and is for graphical purposes only. Use of this Data for any purpose should be with acknowlegement of the limitations of the Data, including the fact that the Data is dynamic and is in a constant state of maintenance. ¯ Environmenta l and Military Protected Areas Environmentally Sensitive Areas Compatibility Development Target Areas Military Corridor Buffer Agricultural Agricultural and Rural Residential Resident ia l Focus Areas Low Density R esidential Medium Density Residential Deve lopm ent N odes Compact Mixed Use Rural Center Employment Mixed Use Municipal Extra Territorial Jurisdiction (ETJ) H A R N E T T C O U N T Y, N O R T H C A R O L I N A Harnett County FLU Descriptions Environmental and Military Protected Areas : Parks and other forms of protected open space, including large conservation easements. Environmentally Sensitive Areas : Environmentally sensitive areas, including floodplains and areas located in the Conservation Overlay Zoning District . Primary uses in these areas would be open space, forestry, and agriculture. Compatibility Development Target Areas: Areas where water and sewer is readily available and residential developments are recommended to take advantage of the Compatibility Development option in the Unified Development Ordinance (UDO). This option allows for greater flexibility in lot sizes in exchange for higher amounts of open space. This allows for clustering d evelopment in order to preserve rural views and key natural features such as habitat corridors and farmland. Military Corridor Buffer: Critical and Important to Conserve Lands as identified by the Fort Bragg JLUSE within 1 mile of the base and parcels > 50 acres within ½ mile of Fort Bragg. Except those lands with existing or pending development (i.e. Lexington Plantation, Anderson Creek Club, Walmart), proposed Compact Mixed Use Areas, and lands east of Ray Road. Proposed development in these areas is meant to be reviewed by the Federal Government to ensure compatibility with Fort Bragg operations. Agricultural Agricultural and Rural Residential: Primarily a gricultural and forestry uses with some rural residential areas. These areas are located outside of existing and future sewer service areas and rely on septic systems for wastewater treatment . They have a limited road network and in some cases lie within High Quality Watershed or Water Supply Watershed areas. The lack of utility and transportation infrastructure, the established low density development pattern and ongoing agricultural activities in these areas contribute to their rural character. This character can be enhanced by encou raging only low intensity uses, single family residential up to one unit per acre and context sensitive rural design. Residential Focus Areas Low Density Residential: Single family detached residential intended to remain predominantly suburban in character and provide for low density single -family residential development on lots smaller than those in Rural Residential areas. Gross densities of 1 -3 dwelling units per acre depending on utilities, soils and character of adjacent development. Medium Density Residential: Medium density residential with a mix of housing types including single family detached homes with average lot sizes, small-lot homes and patio homes. Gross densities of 2 -5 dwelling units per acre. Located in areas served by current or planned utilities or in areas near the extra-territorial jurisdiction (ETJ) of towns. Additional housing types (including townhomes and apartments) and higher densities may be appropriate as part of planned developments or near Development Nodes. Development Nodes Rural Centers: Small scale commercial centers. The exact location and extent of the Rural Centers will be market driven, however, the non-residential footprint will usually be less than 50,000 square feet in these areas. Compact Mixed Use: These areas are meant to be nodes or activity centers for growing areas in the county. They are located near concentrations of existing or planned residences, and areas with access to major thoroughfares and utilities. These areas incorporate commercial uses including grocery stores, retail establishments, restaurants and services. Office, civic and institutional uses should complement commercial uses. Higher density residential including small lot single -family, townhomes and apartments should be located in close proximity to shopping and service dest inations and complimented by pedestrian facilities to provide more walking opportunities to internal and external destinations. The exact location and size of non-residential areas will be dependent on market conditions. Employment Mixed Use: These areas are located along major thoroughfares and include prime locations for economic development opportunities. Uses encouraged in the Employment Mixed Use areas include but are not limited to, industrial, warehouse, office, research and development, tech-flex, medical, energy and distribution. Residential development is appropriate only when not in conflict with existing or future industry or commercial uses. 1 Harnett County has experienced significant population growth over the past two decades. Harnett's location, high quality school system and relatively low cost of living continue to draw thousands of residents to its boundaries. Despite strong residential growth, basic economic indicators reveal an economy with many challenges. A significant majority of residents, 64 percent, commute outside Harnett County for work each day. The County's jobs to household ratio is the lowest among neighboring counties, positioning Harnett County as a "bedroom community" for Wake, Cumberland and Lee counties. No progress has been made to balance workers and jobs in recent years. There has been little job growth. The number of jobs based in Harnett County has stagnated since 2000, with only 147 more jobs in 2014 than in 2000, despite population growth of over 33,000 during that time. In the same time period manufacturing jobs in the county have dropped from 4,184 to 1,491. The quality of local jobs needs to be improved. Wage and income levels for Harnett residents are below neighboring counties and significant retail sales leakage results in reduced sales tax collections. 2015 Economic Development Plan Executive Summary STRENGTHS uStrong population growth uHigh rate of young working population growth uLocation near highly competitive Raleigh-Cary & Durham-Chapel Hill metros uLocation adjacent to Fort Bragg uI-95 access uCampbell University growth uStrong Community College training capacity WEAKNESSES uSignificant out-commuting of workers uLimited recent job growth uSignificant retail leakage uLower wages and personal incomes than surrounding counties uLow “higher education” attainment uLimited availability of competitive shovel ready sites and in-demand buildings OPPORTUNITIES uGrowing industrial sectors uLeakage in retail creates opportunities for local retail growth uIndustrial-logistics along I-95 uHigher education-health synergies THREATS uUrbanization impacts on ability to attract younger talent uBedroom community status with limited industry growth in county uMaintaining wealth growth while population increases uFort Bragg personnel contraction uLack of economic development capacity to respond to opportunities 2 Summary of Recommendations Guiding Overall Recommendations u Begin a limited, but targeted business attraction and marketing effort, u Support existing industry to encourage retention and expansion of jobs, and u Improve the overall economic product. Concentrate future economic growth in the Campbell health-education corridor, along the I-95 corridor, in pockets contiguous to high residential concentrations for retail and services, and in the municipalities. Focus proactive business attraction activities on companies within a 75-mile radius of Harnett County that meet the county’s targets. Take advantage of state and regional synergies and current locational and resource strengths to initially concentrate on the following industries for attraction efforts: u Military Support & Defense Technologies u Medical Equipment and Supplies u Automotive parts Manufacturing u Food and Beverage Processing & Agriculture u Business Services u Logistics u Larger scale retail Expand Economic Development capacity and explore a public-private partnership for delivery of services. 3 Economic Development Recommended Actions for Year One BUSINESS ATTRACTION AND MARKETING uHighest Priority - Develop a “to-market” positioning “brand” emphasizing cost- competitiveness, I-95, proximity to Wake County and Fort Bragg, business-friendliness, the opportunities of a growing Campbell University, and the training resources of Central Carolina Community College. uHighest Priority - Update and strengthen the economic development website based on best practices. uHigh Priority - Establish a more integrated and formal partnership and plan with Campbell University to work jointly to create new jobs through commercialized research, student and alumni entrepreneurship, and campus service and support needs. uAggressively partner with the Research Triangle Regional Partnership, the NC Department of Commerce and Economic Development Partnership of North Carolina to generate more domestic clients. uEstablish client expectations for Research Triangle Regional Partnership support. EXISTING BUSINESS uHighest Priority - Structured visitation program in conjunction with municipalities and chambers of commerce. (A partnership with CCCC and their current visitation program would provide a strong jumpstart and synergy for discussions on workforce.) uHigh Priority - Conduct the first of an annual survey of businesses to determine issues of concern. uCreate a lunch conversation program for existing major private employers with the County Commissioners and County Manager. uConduct a business bus tour of major employer facilities for County Commissioners. PRODUCT DEVELOPMENT uHighest Priority - Develop a realistic inventory of “ready” buildings and sites based on a “Certified” model. uHighest Priority - Partner with County and municipal utility providers to accurately establish current utility availability to targeted sites. uPromote the available site and building inventory with EDPNC and regional partners. OPERATIONS uHighest Priority – Evaluate the creation of a public-private partnership that would jointly fund and administer the County’s economic development effort. uHigh Priority - Increase economic development internal support and capacity by partnering with the Harnett County Planning Department to prepare expanded information on sites, utilities and business connections. uHigh Priority - Develop a strong private sector and public partner economic development advisory council to provide input and support. uCreate a public executive summary of this plan to share broadly with all economic development stakeholders across the county. Create a speakers bureau to provide citizens and stakeholder groups with the county's economic development direction. uDevelop a “public” dashboard of recent economic data. (The North Carolina Chamber of Commerce Foundation has created an extensive dashboard that can be found at www.ncdashboard.net) uPartner with Campbell University for a “State of the County” annual event to reset current reality and provide a future forum for the review of progress. (The Research Triangle Regional partnership has been holding a similar event for many years, as have neighbors such as Durham, Orange and Johnson counties.) uPartner with Campbell University to secure senior interns to help with the initial action steps of this plan. 4 Additional Recommendations for Years Two through Five Metrics of Success -‐ Five-‐Year Goals To ensure maximum transparency the EDC should report regularly to the Board of County Commissioners on its progress toward the goals of this plan. To successfully implement the activities of this plan and achieve the following metrics, the County Commissioners and many other groups will need to believe in and invest in various components of this agenda. u 10 percent growth in in-county jobs (22,861 in 2014) u 10 percent growth in average in-county job wages u 15 percent growth in the value of non-residential tax base u 15 percent growth in retail sales u 25 percent increase in new investment prospects visiting the County (from 2014 numbers) u 50 annual county business visitations by economic development staff u 20 percent increase in County businesses receiving some services from business support organizations u Improvement in business survey responses to "available skilled labor" from survey in year one to survey in year five u 50 percent growth in economic development revenue with half of the additional revenue coming from private investments BUSINESS ATTRACTION AND MARKETING uHighest Priority - Grow the budget for Harnett County marketing to targeted clients and to key site selectors in target industries by $75,000 to $100,000 to support a full-time business recruitment specialist. uHighest Priority - Design a call program on major real estate firms in Wake, Durham and Cumberland counties to share product inventory. uDevelop additional marketing content based on positioning “brand”. Most of the content will be in the form of electronic information with specific enhanced content for the targeted audiences. Specific information on certified building and sites, available workforce, and incentives should be emphasized. EXISTING BUSINESS uHigh Priority - Partner with other organizations to create an on-line business support and assistance guide including employee-training options. uDevelop an economic development annual program to engage and recognize existing business contributions to job growth or product improvement in the County. uPosition Harnett Economic Development Commission as supportive, but not leading, in workforce development issues and entrepreneurial support, further positioning the office as the focal point for economic development issues and economic data. PRODUCT DEVELOPMENT uHighest Priority - Develop a consistent, transparent and aggressive local incentives policy for new and expanding job creation. Job creation and taxable investment thresholds should be set and a strong legal "claw back" provision should be included in the standard agreements. uSupport and encourage entrepreneurial training, career and technical education programs developed in partnership with the public schools. uConduct a review of the planning approval process to insure that Harnett County has a competitive advantage on time and certainty. OPERATIONAL uDevelop an annual strategic work plan for stakeholders. 2015 Economic Development Plan 2 ECONOMIC DEVELOPMENT PLAN Contents OVERVIEW........................................................................................................................3 SWOT………........................................................................................................................6 GLOBAL TRENDS...............................................................................................................7 STATE & REGIONAL TRENDS............................................................................................10 LOCATIONAL DECISION FACTORS....................................................................................11 TRENDS & BEST PRACTICES.............................................................................................13 RECOMMENDATIONS......................................................................................................15 METRICS OF SUCCESS......................................................................................................21 ECONOMIC DEVELOPMENT PLAN 3 22 , 7 1 4 22 , 2 1 0 21 , 9 5 7 21 , 9 5 5 22 , 6 9 8 22 , 9 9 6 23 , 6 0 7 24 , 3 4 1 23 , 8 5 9 22 , 3 3 1 21 , 7 5 2 21 , 5 1 8 21 , 9 2 5 22 , 4 3 4 22 , 8 6 1 0 5,000 10,000 15,000 20,000 25,000 30,000 Harnett County Jobs Overview Harnett County’s Current Economic Reality Harnett County's economy is more fully explored in the companion, State of the County, document. Harnett County has experienced exceptional growth over the past two decades. Harnett's location, high quality school system and relatively low cost of living continue to draw thousands of residents to its boundaries. Despite strong residential growth basic economic indicators reveal an economy with significant challenges. A significant majority of residents, 64 percent, commute outside Harnett County for work each day. The County's jobs to household ratio is the lowest among neighboring counties, positioning Harnett County as a "bedroom community" for Wake, Cumberland and Lee counties. No progress has been made to balance workers and jobs in recent years. Average Commute Time (Minutes) There has been little job growth. The number of jobs based in Harnett County has stagnated since 2000, with only 147 more jobs in 2014 than in 2000, despite population growth of over 33,000 during that time (see chart). In the same time period manufacturing jobs in the county have dropped from 4,184 to 1,491. The quality of the jobs also needs to be improved. Wage and income levels for Harnett residents are below neighboring counties. 2000 29.2 2010 27.9 2013 28.3 39.2% 36.8% 36.0% 60.8% 63.2% 64.0% 0% 10% 20% 30% 40% 50% 60% 70% 2000 2010 2013 Live in/ Work in Harnett Live in/ Work Outside Harnett Source: US Census (2013, 2010, & 2000) BLS QCEW annual average employment 4 ECONOMIC DEVELOPMENT PLAN Harnett County Retail Sectors Surplus/Leakage Index, 2013 Harnett County has significant retail sales leakage resulting in reduced sales tax collections. Major areas of leakage are in general merchandise stores, electronics and appliances, sporting goods and clothing stores. Most of these types of sales originate in big box stores, typically located in major retail power centers that are currently more common in adjacent counties. (Some progress in this area is expected as new developments open in the southeastern portion of the county.) Source: El estimates based on EMSI (2015), BEA (2014) Leakage/Surplus Index is the actual sales of a retail industry divided by the potential sales. The potential sales are calculated from state per capita levels and are adjusted for local purchasing power (using personal income per capita). A leakage/surplus index of greater than one show that sales are greater than local demand and it's possible that consumers are coming from outside the area and/or local consumers are spending at these establishments at a higher rate. Conversely, indexes lower than one can indicate that consumers are shopping outside of the local area. -4.6% -7.4% 1.0% 6.4% -0.5% 2.0% -4.2% -13.6% 2.5% 12.4% 15.5% 1.8% -20.0% -15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% Harnett Lee Johnston Chatham Cumberland North Carolina 5-‐Year and 10-‐Year Real Personal Income Per Capita Growth Rates, 2004-‐2013 10-year growth rate 5-year growth rate 0.61 0.47 0.20 0.58 1.84 1.29 1.07 0.34 0.41 0.53 0.87 0.82 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 1.80 2.00 Motor Vehicle and Parts Dealers Furniture and Home Furnishings Stores Electronics and Appliance Stores Building Material and Garden Equipment and Supplies Dealers Food and Beverage Stores Health and Personal Care Stores Gasoline StaOons Clothing and Clothing Accessories Stores SporOng Goods, Hobby, Musical Instrument, and Book Stores General Merchandise Stores Miscellaneous Store Retailers Nonstore Retailers BEA (2014) and BLS (2015) ECONOMIC DEVELOPMENT PLAN 5 At the 3 digit NAICS level, only 3 retail sectors show a surplus while the remaining sectors show leakage. At the 6-‐ digit level, more sectors show a surplus. 0.55 0.93 0.00 0.35 0.76 0.89 0.30 0.48 1.09 0.11 0.03 0.27 0.20 0.42 0.26 1.81 0.48 0.20 0.79 1.95 3.22 1.03 0.49 0.49 1.02 0.85 0.48 0.55 0.96 0.24 2.04 0.10 4.92 1.10 0.81 0.26 0.32 0.24 0.29 0.73 0.43 0.10 0.47 0.00 0.59 0.13 0.33 0.19 0.16 2.08 0.11 0.09 0.75 0.86 2.74 0.41 0.55 0.46 0.24 0.30 2.35 1.27 0.95 0.79 0.05 0.11 0.16 0.72 1.46 -‐0.50 0.50 1.50 2.50 3.50 4.50 5.50 New Car Dealers Used Car Dealers RecreaOonal Vehicle Dealers Boat Dealers Motorcycle, ATV, and All Other Motor Vehicle Dealers AutomoOve Parts and Accessories Stores Tire Dealers Furniture Stores Floor Covering Stores Window Treatment Stores All Other Home Furnishings Stores Household Appliance Stores Electronics Stores Home Centers Paint and Wallpaper Stores Hardware Stores Other Building Material Dealers Outdoor Power Equipment Stores Nursery, Garden Center, and Farm Supply Stores Supermarkets and Other Grocery (except Convenience) Stores Convenience Stores Meat Markets Fish and Seafood Markets Fruit and Vegetable Markets Baked Goods Stores ConfecOonery and Nut Stores All Other Specialty Food Stores Beer, Wine, and Liquor Stores Pharmacies and Drug Stores CosmeOcs, Beauty Supplies, and Perfume Stores OpOcal Goods Stores Food (Health) Supplement Stores All Other Health and Personal Care Stores Gasoline StaOons with Convenience Stores Other Gasoline StaOons Men's Clothing Stores Women's Clothing Stores Children's and Infants' Clothing Stores Family Clothing Stores Clothing Accessories Stores Other Clothing Stores Shoe Stores Jewelry Stores Luggage and Leather Goods Stores SporOng Goods Stores Hobby, Toy, and Game Stores Sewing, Needlework, and Piece Goods Stores Musical Instrument and Supplies Stores Book Stores News Dealers and Newsstands Department Stores (except Discount Department Stores) Discount Department Stores Warehouse Clubs and Supercenters All Other General Merchandise Stores Florists Office Supplies and StaOonery Stores Gic, Novelty, and Souvenir Stores Used Merchandise Stores Pet and Pet Supplies Stores Art Dealers Manufactured (Mobile) Home Dealers Tobacco Stores All Other Miscellaneous Store Retailers (except Tobacco Electronic Shopping Electronic AucOons Mail-‐Order Houses Vending Machine Operators Fuel Dealers Other Direct Selling Establishments EL estimates based on EMSI (2015) and BEA (2014) 6 ECONOMIC DEVELOPMENT PLAN Based on local input and research Harnett County's current competitive position can be summarized in the following chart. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS STRENGTHS uStrong population growth uHigh rate of young working population growth uLocation near highly competitive Raleigh-Cary & Durham-Chapel Hill metros uLocation adjacent to Fort Bragg uI-95 access uCampbell University growth uStrong Community College training capacity WEAKNESSES uSignificant out-commuting of workers uLimited recent job growth uSignificant retail leakage uLower wages and personal incomes than surrounding counties uLow “higher education” attainment uLimited availability of competitive shovel ready sites and in-demand buildings OPPORTUNITIES uGrowing industrial sectors uLeakage in retail creates opportunities for local retail growth uIndustrial-logistics along I-95 uHigher education-health synergies THREATS uUrbanization impacts on ability to attract younger talent uBedroom community status with limited industry growth in county uMaintaining wealth growth while population increases uFort Bragg personnel contraction uLack of economic development capacity to respond to opportunities ECONOMIC DEVELOPMENT PLAN 7 Global Trends Impacting Harnett County’s Economic Future Harnett County's current economic conditions are being shaped by global trends that are rapidly changing the competitive landscape. Urbanization is a significant trend in NC and around the world. Today more than 90 percent of the country’s GDP, and 86 percent of the jobs, are located in urban areas, with more growth happening in larger communities that offer new 21st century infrastructure such as commercial airports, research universities, housing and entertainment options and deep talent pools. Educated workers, especially younger workers, are more attracted to an urban lifestyle. Over the past 30 years North Carolina has transitioned from 48 percent urban to 66 percent urban, and the increase is accelerating. Harnett County has only 44 percent of its population living in the urban areas of the county. Dunn, the largest Harnett County municipality is the 88th largest in North Carolina and is about half the size of the southern Wake County cities of Apex, Holly Springs, Garner and Fuquay-Varina. Four of North Carolina's largest cities, #2 Raleigh (425,424), #4 Durham (241,174), #6 Fayetteville (210,468) and #7 Cary (144,671) are within very close proximity to Harnett County and create an attractive draw for younger, more educated workers. Shifting sector growth is impacting available jobs. Manufacturing jobs, the foundation for good jobs in many North Carolina counties, have been reduced dramatically by globalization and especially by technology advancements. Automation and efficiencies have eliminated the need for many workers in many sectors. Although there is continued consternation about the loss in manufacturing in the United States, the manufacturing share of national GDP has remained constant for decades, while the number of workers needed to produce the products has dropped significantly. In the past, manufacturing has provided important economic activity and jobs to Harnett County. Experts do not expect that more workers will be needed to produce the goods needed by Americans in the future. Re-shoring some jobs is great news and emphasizing exports is a good strategy to stabilize the manufacturing industry and increase manufacturing output, but economists do not expect any significant job growth in the sector. According to Daniel Levine of Oxford Economics, over the next 10 years, manufacturing output is expected to be an engine of growth for the U.S. economy; however, employment projections predict the loss of over 500,000 more manufacturing jobs. The Bureau of Labor Statistics projects that, over the same period, 15 of the 20 most rapidly declining industries in the nation will be in manufacturing. Newer advanced industries are clustering around urban hubs. 8 ECONOMIC DEVELOPMENT PLAN New studies focus on the potential computerization of up to 47% of current jobs over the next 20 years (Frey and Osbourne, 2013). As machine learning, artificial vision, and artificial intelligence become more affordable and widespread the impact on current jobs will be profound. In North Carolina new advances in computerization could eliminate hundreds of thousands of jobs in food service, retail sales, customer service, and administrative support. Today, a dense concentration of educated and skilled labor is often the deciding factor in business locations and expansions. Having citizens with the right skills is a prerequisite for most places to successfully compete. Smaller places are at a disadvantage due to limited concentrations of talent, but can have a competitive advantage if they can adjust education and training resources more quickly to meet market demands. Central Carolina Community College can be the vehicle for creating a competitive advantage in Harnett County. Finding workers with the right skills is one of businesses' top priorities. The talent bar—what is needed to be successful at any job—is rising. The types of skills needed and the types of jobs being created are different than they were in the past and they will be different in the future. A recent Bureau of Labor Statistics report concluded that despite millions of people unemployed in America, businesses had millions of job openings with 50 percent saying that they cannot find the talent they need. While Harnett County's educational attainment levels for higher education are below average compared to its neighbors, its high school graduation rates are comparable and with a strong effort at specific skill training the workforce can effectively compete for some jobs. Strong partnership with the Central Carolina Community College and Campbell University are imperative. Jobs, wages and wealth are moving to the extremes. Job growth since the end of the recession has been more concentrated in lower wage service sectors such as food preparation, administration and sales, and also in highly skilled, highly educated sectors such as business, scientific and professional services. Currently there are too few people, with the specific skills that are in high demand, creating a supply-demand market that favors the employee and is driving up the costs of finding highly qualified labor, and also the wages of those hired. At the same time, too many people, with limited (or in low demand) skills, are creating a supply-demand market that favors the employer, stagnating the wages paid to low skilled labor and increasing the skill level of those that get hired. One current result is a shrinking middle class. To combat this trend within Harnett County, educational attainment levels need to rise and more citizens need to be trained for in-demand middle skill jobs. This balance of supply and demand has resulted in the decline of real wages for those less educated, and significant gains for employees with college degrees or specialized skills. Technological unemployment will impact many jobs across the wage spectrum, but the greatest impact is projected for lower skill jobs. ECONOMIC DEVELOPMENT PLAN 9 Economic and political realities suggest more limited federal and state assistance to counties in the near future. Most research predicts significant challenges to maintain and expand water and sewer infrastructure and limited new transportation expansion. With public sector austerity comes a greater need for communities to be self-reliant and to build effective public-private partnerships at the local level. No one can know for sure, but Federal government austerity could also have a significant dampening impact on growth at Fort Bragg. Over the next decade the United States military will be challenged by budget limitations but will also face major transformations due to rapid changes in warfare technology. The most important trend is the accelerating pace of change. Communities need to closely monitor economic shifts, and be able to quickly react to opportunities and threats. A competitive advantage can be created in communities that institutionalize these processes in their annual planning and budgeting. -20% -12% -13% 3% 7% 16% 13% 21% -25% -20% -15% -10% -5% 0% 5% 10% 15% 20% 25% Men Not Grad HS Women Not Grad HS Men HS Grad Women HS Grad Men BA Women BA Men Advanced Degree Women Advanced Degree Percentage Change in Median Earnings for Men and Women From 1990 to 2013 By Educational Attainment The Hamilton Project, April 2015 10 ECONOMIC DEVELOPMENT PLAN State & Regional Trends Impacting Harnett County’s Economic Future The Research Triangle Region and its cities remain highly competitive nationally. Top 10 rankings are common for job and population growth and on many competitiveness factors. In a recent national study, both the Raleigh-Cary and Durham-Chapel Hill metros are ranked high for current and future economic performance and scored in the top 20 nationally for workforce quality. The strength of the region combined with the strength of the Charlotte region has resulted in strong recent job growth in North Carolina, but the growth has been very uneven, as the map above shows. While the state is generating strong net gains, less than one quarter of North Carolina's counties have recovered back to their 2008 average employment levels. Strong economic performance in Wake, Johnston and Moore counties provide formidable competition for new job attraction. Despite very strong regional job growth, Harnett County jobs are virtually unchanged since 2000. 5.2% 4.9% 13.5% 0.7% 0% 5% 10% 15% Job Growth 2000-2014 USA NC RTRP Harnett BLS QCEW October 2015 ECONOMIC DEVELOPMENT PLAN 11 Locational Decision Factors The most important factor for successful local economic development is not marketing. It is building a community product that is attractive to potential investors. The factors that influence site location have been evolving in recent years. Some of these changes could benefit Harnett County while others are creating challenges. Different types of companies rank different factors as important. Below are the top 12 locational factors that were rated as “most important” by business executives in a recent, widely cited study, from Area Development magazine, “29th Corporate Survey” in 2014. Factors Identified as Most Important (in order) for New Investment: 1. Highway accessibility 2. Occupancy or construction costs 3. Available land 4. Availability of buildings 5. Availability of skilled labor 6. Labor costs 7. Right-to-work state 8. Proximity to major markets 9. Energy availability and costs 10. Corporate tax rate 11. Tax exemptions 12. State & local incentives The presence of Interstate 95 is a major attribute for Harnett County and makes opportunities along the interstate the most likely location for some types of new investments. Having land and buildings available are also very important. Most studies show that the availability of “shovel ready” sites and appropriate buildings is a prerequisite for successful investment attraction. Site Selection magazine lists the following attributes of “shovel-ready” sites. u “A property is controlled through ownership or option and is readily available for ownership transfer to the prospect, u Utilities, principally electricity, water, sewer, gas, and telecommunications, are present or can be quickly delivered to the site in suitable quantities for targeted project sizes; larger sites require utilities to have larger capacities and redundancy, u Environmental, geotechnical, and archeological studies have identified any areas of risk, u The site's shape is conducive to development and expansions, and a developable footprint is confirmed, u The site's buffer is adequate for the type of businesses likely to consider the site, and u Transportation access exists for employees, raw materials/supplies, and product shipments.” Building a Community Brand Greenville, North Carolina has worked hard in recent years to build and align a community branding effort. Initial survey responses reaffirmed the community's current brand as a university and health care center and as a regional retail hub. Less known were the assets of the urban core, the strength of the manufacturing, specifically the life sciences sector and the emerging concentration of entrepreneurial firms. Several lessons can be taken from their efforts including the need to align stakeholder groups around core messaging provide synergies for limited branding funds, the need to build on existing commonly held community brands so that it resonates and is viewed as authentic, and the need for precise message targeting to specific audiences. 12 ECONOMIC DEVELOPMENT PLAN Additionally, sites and buildings need to have clear pricing, and in today's competitive marketplace, free land and buildings are often included in incentive packages for sizeable projects. A different study, A Deloitte Survey of 400 Manufacturing CEOs identified the manufacturing specific top 10 drivers for locating manufacturing facilities: 1. Talent-driven innovation 2. Cost of labor and materials 3. Energy costs and policies 4. Economic, trade, financial & tax system 5. Quality of physical infrastructure 6. Government investment in manufacturing & innovation 7. Legal and regulatory system 8. Supplier network 9. Local business dynamics 10. Quality & availability of healthcare Quality of life factors can also be very important in the final selection of a location. Crime rate data and local school test scores are easily attained data filters that are often used to eliminate communities from consideration. As Harnett County continues to assess its economic development product, improvements for physical assets, cost of doing business and quality of life should also be prioritized. The top quality of life factors for companies considering new investment are listed below. 1. Low crime rate 2. Ratings of public schools 3. Health care facilities 4. Housing availability 5. Housing costs 6. Colleges & universities in the area 7. Recreational opportunities 8. Cultural 0pportunities ECONOMIC DEVELOPMENT PLAN 13 Trends & Best Practices In Economic Development As Harnett County considers how best to deliver economic develop services it can look to national best practices in structure and function. Economic Development is typically a multi-level process that often involves many players including the State, region, County, City, consultants and various representatives of the potential investor. At the state level, the National Governors Association's report, Top Trends in Economic Development recently stated, “Six important trends have emerged as governors have updated economic development strategies: 1. States are focusing on the relationship between the state and its regions in fostering economic development; 2. States are emphasizing job creation from within the state; 3. States are strengthening their support for advanced manufacturing; 4. States are creating partnerships to meet industry’s demands for talent; 5. States are raising expectations for universities to bridge the gap between research and commercialization; and 6. States are stepping up business export initiatives.” The National Best Practices Scan for Economic Development recently published by the State Chamber of Oklahoma’s Research Foundation identified best practice trends for economic development delivery across the country. Some of the findings are: Programs & Initiatives uConcentration on regional economic development uUtilization of key clusters, sector strategies, and ecosystems uEmphasize and engage entrepreneurship and innovation Organizational Structure uLeveraging the experience and knowledge of the private sector uDevelopment of accountability for economic development agencies through comprehensive performance measures uFormation of state agencies as public-private partnerships or as semi- state agencies Engagement uStrategic partnerships with external entities, including businesses, private or nonprofit organizations, and higher education institutions uSupporting state-level economic development strategies by engaging regional partners and initiatives uIntelligence and communication networks within the framework of targeted ecosystems 14 ECONOMIC DEVELOPMENT PLAN Based on local input, marketing to generate clients and jobs remains one of the top priorities for Harnett County leaders. In Development Counselor's International’s (DCI), latest Winning Strategies in Economic Development Marketing report, a strong internet presence through an informative, professional, and up-to-date website and planned visits to corporate executives were deemed the two most effective marketing techniques. As site selectors contact economic developers later in their searches, the internet continues to rise in importance. As the chart below shows, hosting special events and media relationships have seen their effectiveness ranking reduced in recent years. Advertising, direct mail and telemarketing remain rated as the least effective. Most Effective Marketing Techniques (% Rating 4 or 5 on a 5-point scale – Response over Time) Technique 2014 2011 2008 2005 2002 1999 1996 Planned Visits to Corporate Executives 64% 57% 54% 55% 53% 46% 53% Internet/Websites 67% 55% 56% 53% 34% 37% 18% Hosting Special Events 46% 35% 45% 49% 37% 42% 39% Trade Shows* 38% 35% 33% 32% 45% 39% Media Relations/Publicity** 48% 33% 52% 50% 40% 38% 39% Advertising 17% 6% 15% 20% 21% 19% 19% Direct Mail 14% 15% 19% 23% 33% 25% 25% Telemarketing 6% 4% 4% 6% 4% 6% 7% *Trade Shows” was inadvertently not included in the 2008 survey - **In previous surveys, this category was called “Public Relations/Publicity” DCI's study also found that site selectors believe the most important features of economic development websites were incentive information (67%), and workforce statistics (48%). Video content, testimonials, press releases and maps were viewed as not particularly useful. These conclusions were reinforced by another recent study. Effective Ratings of Economic Development Marketing: 1. Internet/Website – 79% 2. Out of Town Meetings with Business – 72% 3. Public Relations – 64% 4. Site Selection Consultant Tours – 64% 5. Special Events – 56% The lowest rated were - Direct mail, brochures, print advertising, videos, TV/radio advertising and telemarketing. (Source: Economic Development Marketing, Ubalde and Simundza) 10 Best Practices for Economic Development Websites, by Development Counselors International (August 2015) 1. Keep demographic data up-to-date 6. GIS for available sites 2. Highlight key industries 7. Share the latest news 3. Showcase leading employers 8. Consider the user experience 4. Provide comprehensive contact information 9. Keep design modern and fresh 5. Put incentives front and center 10. Don’t let your content get lost ECONOMIC DEVELOPMENT PLAN 15 Summary of Recommendations Based on local input, best practices research, and the current availability of very limited resources, we recommend that the Harnett County Economic Development Office focus equally on three priorities: u Begin a limited, but targeted business attraction and marketing effort, u Support existing industry to encourage retention and expansion of jobs, and u Improve the overall economic product. In addition we recommend several operational changes. Guiding Overall Recommendations Concentrate future economic growth in the Campbell health-education corridor, along the I-95 corridor, in pockets contiguous to high residential concentrations for retail and services, and in the municipalities. Focus proactive business attraction activities on companies within a 75-mile radius of Harnett County that meet the county’s targets. Almost all new clients considering investment in the state will initially contact either the Economic Development Partnership of North Carolina or the Research Triangle Regional Partnership, therefore the most efficient targeting for Harnett County will be a subset of their cluster targets. The North Carolina Jobs Plan 2014-2024 establish the State Targeted Clusters as: uManufacturing uKnowledge Creation uMilitary uAgriculture, Forestry & Food uBio-Pharma uBusiness Services uHospitality, Tourism, and Entertainment uIT/Software uTransportation Logistics uEnergy Research Triangle Partnership's targeted clusters identified in The Shape of Things to Come 2009-2014: uAdvanced Medical Care uAgriculture Biotechnology uAnalytical Instrumentation uBiological Agents & Infectious Diseases uCleantech uDefense Technologies uInformatics uInteractive Gaming & E-Learning uNanoscale Technologies uPervasive Computing uPharmaceuticals 16 ECONOMIC DEVELOPMENT PLAN “Advanced manufacturing is a family of activities that (a) depend on the use and coordination of information, automation, computation, software, sensing, and networking, and/or (b) make use of cutting edge materials and emerging capabilities enabled by the physical and biological sciences, for example nanotechnology, chemistry, and biology. It involves both new ways to manufacture existing products, and the manufacture of new products emerging from new advanced technologies.” - President’s Council of Advisors on Science and Technology Report to the President on Ensuring American Leadership in Advanced Manufacturing (It is expected that the Research Triangle Regional Partnership will develop a new strategic plan within the next 5 months. The new plan might include different targeted clusters, and if so, Harnett County should consider adjusting its strategy to reflect the changes.) In addition to those targets, Harnett County enjoys a competitive advantage with abundant water resources. A 2010 report, Direct and Indirect Water Withdrawals for U.S. Industrial Sectors, conducted by civil engineers at Carnegie Mellon University established the following industry clusters as those most benefitted by abundant water: u Fruit & Vegetable Farming u Power Generation u Textiles and Garments u Meat Production u Beverage Industry u Automotive Manufacturing The County also needs to diversify its economy into more white-collar jobs to retain more young educated workers to attract retail and retain more sales tax revenue. Take advantage of state and regional synergies and current locational and resource strengths to initially concentrate on the following industries for attraction efforts: u Military Support & Defense Technologies u Medical Equipment and Supplies u Automotive Parts Manufacturing u Food and Beverage Processing & Agriculture u Business Services u Logistics u Larger Scale Retail Harnett County's traditional strengths in manufacturing, if combined with increased training for county residents and partnerships with emerging regional research can make the country attractive to advanced manufacturing in the future. Over the years the United States' competitiveness in lower margin goods manufacturing has waned. Communities that are competitive in manufacturing in the future will focus on durable goods, which are produced using emerging technology and advanced production systems and will serve international markets. Harnett Targeted Industries ECONOMIC DEVELOPMENT PLAN 17 The current operational capacity of the Harnett economic development effort is not sufficient to complete the recommendations included in this plan. Additional skilled personnel and additional marketing funds are needed over the next few years. During the first year support from other County staff can help, but in subsequent years the County should explore a longer term solution that might be best served by some form of public-private partnership. Joint efforts by the public and private sectors within a community are more common today and are viewed as more productive. According to research from the International Economic Development Council (IEDC) the advantages and disadvantages to public private efforts are: Advantages: uA public-private EDO draws on a broader range of expertise. Working together builds upon and creates new skills and understanding. uA public-private EDO can mobilize both public and private resources and is financially flexible. Public-private EDOs can maximize the use of available government funds. uPublic-private EDOs are also able to accept donations due to their tax exempt status, thereby offering advantages to contributors benefiting from tax deductions. uA public-private EDO can eventually be financially more self-supporting. Disadvantages: uA public-private EDO is not under the same degree of public control as public agencies, which can limit its accountability. uLimited accountability may cause a public- private EDO to forfeit a portion of their influence if the public sector and the citizenry are not satisfactorily represented. Public-‐Private Partnerships The Chatham County Economic Development Corporation is a good example of a public-private partnership that receives public funds and private donations. Governance, in the form of a board of directors, includes both public appointees and others from the private sector. The annual operating budget is $500,000-$600,000 annually; but even so marketing funds are usually less than $100,000. The organization's strategic plan prioritizes improving the physical product, increasing support to existing businesses, creating new recruitment clients, and leading a workforce development transition. 18 ECONOMIC DEVELOPMENT PLAN Economic Development Recommended Actions for Year One BUSINESS ATTRACTION AND MARKETING uHighest Priority - Develop a “to-market” positioning “brand” emphasizing cost - competitiveness, I-95, proximity to Wake County and Fort Bragg, business-friendliness, the opportunities of a growing Campbell University, and the training resources of Central Carolina Community College. uHighest Priority - Update and strengthen the economic development website based on best practices. uHigh Priority - Establish a more integrated and formal partnership and plan with Campbell University to work jointly to create new jobs through commercialized research, student and alumni entrepreneurship, and campus service and support needs. uAggressively partner with the Research Triangle Regional Partnership, the NC Department of Commerce and Economic Development Partnership of North Carolina to generate more domestic clients. uEstablish client expectations for Research Triangle Regional Partnership support. EXISTING BUSINESS uHighest Priority - Structured visitation program in conjunction with municipalities and chambers of commerce. (A partnership with CCCC and their current visitation program would provide a strong jumpstart and synergy for discussions on workforce.) uHigh Priority - Conduct the first of an annual survey of businesses to determine issues of concern. uCreate a lunch conversation program for existing major private employers with the County Commissioners and County Manager. uConduct a business bus tour of major employer facilities for County Commissioners. Career and Technical Education New models that expose high school students to more work-ready skills are emerging across the country. The Association for Career and Technical Education maintains a clearinghouse of best practices at www.acteonline.org . These programs often offer both career specific skills education but they are often paired with a private sector work experience. In neighboring Lee County, Caterpillar Youth Apprenticeship program provides a good example. “The Caterpillar Youth Apprenticeship in Welding program is one of the great success stories of educating America’s young people in the skills of 21st-century high tech manufacturing, The partnership of the college, Caterpillar, Lee County Schools, and the North Carolina Department of Labor exemplifies that collaborative apprenticeship programs will become a major resource for the highly skilled workforce industry and our nation must have to maintain their roles as leaders of the global economy.” - Dr. Bud Marchant ECONOMIC DEVELOPMENT PLAN 19 PRODUCT DEVELOPMENT uHighest Priority - Develop a realistic inventory of “ready” buildings and sites based on a “Certified” model. (Requirements of a Certified Site are provided earlier in this document) uHighest Priority - Partner with County and municipal utility providers to accurately establish current utility availability to targeted sites. uPromote the available site and building inventory with EDPNC and regional partners. OPERATIONS uHighest Priority – Evaluate the creation of a public-private partnership that would jointly fund and administer the County’s economic development effort. uHigh Priority - Increase economic development internal support and capacity by partnering with the Harnett County Planning Department to prepare expanded information on sites, utilities and business connections. uHigh Priority - Develop a strong private sector and public partner economic development advisory council to provide input and support. uCreate a public executive summary of this plan to share broadly with all economic development stakeholders across the county. Create a speakers bureau to provide citizens and stakeholder groups with the county's economic development direction. uDevelop a “public” dashboard of recent economic data. (The North Carolina Chamber of Commerce Foundation has created an extensive dashboard that can be found at www.ncdashboard.net) uPartner with Campbell University for a “State of the County” annual event to reset current reality and provide a future forum for the review of progress. (The Research Triangle Regional partnership has been holding a similar event for many years, as have neighbors such as Durham, Orange and Johnson counties.) uPartner with Campbell University to secure senior interns to help with the initial action steps of this plan. The North Carolina Certified Site Program states: “To obtain the Certified Sites designation, communities must undergo a stringent review process that demonstrates that they’ve addressed 31 prerequisites, including: uBusiness/industrial use designation uPhase I environment audits uGeo-technical studies uTopographical analysis and maps uAerial photography uAvailability of public utilities uIndustrial power quality uEngineered site development plans uDetailed analysis of development cost uComplete information on pricing” In recent years nearby counties such as Randolph, Wilson and Chatham Counties have developed aggressive mega-site programs to attract new investment. Significant public funds have been allocated to position the sites for investment. 20 ECONOMIC DEVELOPMENT PLAN Additional Recommendations for Years Two through Five BUSINESS ATTRACTION AND MARKETING uHighest Priority - Grow the budget for Harnett County marketing to targeted clients and to key site selectors in target industries by $75,000 to $100,000 to support a full- time business recruitment specialist. uHighest Priority - Design a call program on major real estate firms in Wake, Durham and Cumberland counties to share product inventory. uDevelop additional marketing content based on positioning “brand”. Most of the content will be in the form of electronic information with specific enhanced content for the targeted audiences. Specific information on certified building and sites, available workforce, and incentives should be emphasized. EXISTING BUSINESS uHigh Priority - Partner with other organizations to create an on-line business support and assistance guide including employee-training options. uDevelop an economic development annual program to engage and recognize existing business contributions to job growth or product improvement in the County. uPosition Harnett Economic Development Commission as supportive, but not leading, in workforce development issues and entrepreneurial support, further positioning the office as the focal point for economic development issues and economic data. PRODUCT DEVELOPMENT uHighest Priority - Develop a consistent, transparent and aggressive local incentives policy for new and expanding job creation. Job creation and taxable investment thresholds should be set and a strong legal "claw back" provision should be included in the standard agreements. uSupport and encourage entrepreneurial training, career and technical education programs developed in partnership with the public schools. uConduct a review of the planning approval process to insure that Harnett County has a competitive advantage on time and certainty. OPERATIONAL uDevelop an annual strategic work plan for stakeholders. ECONOMIC DEVELOPMENT PLAN 21 Metrics of Success Five-‐Year Goals To ensure maximum transparency the EDC should report regularly to the Board of County Commissioners on its progress toward the goals of this plan. To successfully implement the activities of this plan and achieve the following metrics, the County Commissioners and many other groups will need to believe in and invest in various components of this agenda. u 10 percent growth in in-county jobs (22,861 in 2014) u 10 percent growth in average in-county job wages u 15 percent growth in the value of non-residential tax base u 15 percent growth in retail sales u 25 percent increase in new investment prospects visiting the County (from 2014 numbers) u 50 annual county business visitations by economic development staff u 20 percent increase in County businesses receiving some services from business support organizations u Improvement in business survey responses to "available skilled labor" from survey in year one to survey in year five u 50 percent growth in economic development revenue with half of the additional revenue coming from private investments