HomeMy WebLinkAbout012423 packet
PLANNING MEETING AGENDA
Date: Tuesday, January 24, 2023
Time: 9:00 a.m.
Location: Training Room 103 A Harnett County Resource Center & Library 455 McKinney Parkway, Lillington
Harnett County Board of Commissioners
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1. Call to order – Chairman Matt Nicol
2. Pledge of Allegiance and Invocation – Commissioner Barbara McKoy
3. Welcome and Overview – Brent Trout, County Manager
4. Year in Review – Administration Staff
5. Revenue Update & Financial Trends – Davenport
6. Break
7. Review of Fiscal Policy – Kimberly Honeycutt, Finance Officer
8. Harnett County Trends – Lisa McFadden, Budget Director
9. Board Goals and Priorities – Brent Trout, County Manager
10. Lunch
11. Wrap-up & Adjourn – Brent Trout, County Manager
CONDUCT OF THE JANUARY 24, 2023 MEETING
Live audio of the meeting will be streamed on the Harnett County Government’s YouTube Channel
at https://www.youtube.com/channel/UCU7mTF6HTD65x_98EhAMeMg/featured.
HARNETT COUNTY
2032
Strategic Plan
Adopted February 7, 2022
Prepared by Harnett County in collaboration with the UNC School of Government,
Center for Public Leadership and Governance
Lead Consultants:
Rebecca Jackson, Consultant, True North Performance Group, LLC
Lydian Altman, Senior Manager for Leadership Curriculum Development,
UNC School of Government Center for Public Leadership and Governance
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Barbara McKoy
District 1
Mark Johnson
District 2
Brooks Matthews
District 3
Lewis Weatherspoon
Chairman
District 4
Matthew Nicol
Vice-Chairman
District 5
County Commissioners
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I am pleased to present Harnett County’s inaugural Strategic Plan. This plan comes at a time of
tremendous opportunity for Harnett County, and our goal is for the Strategic Plan to play a key role in
helping the Board of Commissioners, County management, and staff seize that opportunity.
Harnett County has grown considerably over the past several decades, and is continuing to change
rapidly. The County’s population has nearly doubled since 1990, and Harnett is among the fastest
growing counties in North Carolina over the past 10 years. If anything, this growth is only expected to
accelerate going forward. There are currently more than 11,700 new homes in development across
Harnett County. All of this growth means more citizens with more needs, priorities, and expectations for
County government. Our job, and the job of all County employees, is to engage, listen to, and serve all of
those citizens.
This Strategic Plan establishes explicit priorities that will serve as a roadmap for the County moving
forward. It will allow us to move forward together in one direction for the betterment of Harnett County
and all of its citizens.
The Plan articulates a dynamic and exciting vision for the future of Harnett County, along with a mission
for County Government and five strategic goals that are intended to make that vision a reality. The plan
also includes a set of shared core values for Harnett County Government, and objectives under each goal
with key strategic actions aimed at accomplishing those objectives.
The process of developing this Strategic Plan was an inclusive one that offered opportunities for both
County employees and the County’s citizens to provide feedback, which informed the plan. We wanted to
develop Strategic Goals that every County department and employee can see their role in accomplishing,
and that every citizen feels will improve their lives.
I want to take this opportunity to thank my fellow commissioners for their leadership and direction in
making this plan a reality; our County employees and citizens for their participation and input into this
process; and our consultants, Rebecca Jackson and Lydian Altman, with the UNC School of Government’s
Center for Public Leadership and Governance for their support in the County’s strategic planning efforts.
As the County transitions from plan development and adoption to execution and implementation, we
intend to share our progress and successes by creating an annual performance report that will be
available to the public to highlight our accomplishments and track progress towards accomplishing the
goals set out in this plan.
Thank you again for your participation in this process and for your commitment to the success of
Harnett County. We look forward to what lies ahead.
Lewis W. Weatherspoon, Chairman
Harnett County Board of Commissioners
Message from the Board Chairman
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Contents
Foundation for High Performing Framework
Strategic Planning Process
Citizen & Employee Engagement
Mission and Vision
Core Values
Strategic Goals
Superior Education
Organizational Excellence
Healthy & Safe Community
Economic Strength
Informed and Engaged Citizens
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Foundation for High Performing Framework
Understanding what the County wishes to achieve by having a clear focus is foundational for
building a culture of high performance and essential for making a positive impact in the
community. That is what a strategic plan provides.
Once a strategic plan is in place, it is not meant to be a static document that sits on a shelf. It is a
living document that must be evaluated and updated as priorities and needs change.
Long-term strategic planning provides direction, identifies desired outcomes, and is the basis for
performance analysis.
Core Values
Core ValuesCore ValuesVision & Mission
Strategy: Goals &
Objectives
Action Agenda:
Policy Review &
Targets for Action
Performance
Measures
Vision: What do we want
our community to be like
for future generations?
Mission: What is our
purpose for existence?
Core Values: What are our
beliefs and attitudes that
guide behavior and our
relationships with others?
Strategy: What are our
goals, objectives and
priorities?
Performance: What are
our one-year plans and
how will we track our
progress?
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Foundation for High Performing Framework
Strategic plans improve transparency and accountability. They align community values with
strategies and priorities, transforming ideas into action.
This Plan will provide clarity to our organization and the community. It will guide our efforts and
help make sure resources are allocated in the right areas. Strategic plans lay a foundation for
engaging employees and citizens with clear communication, and they provide a basis for
performance management.
Tactical PlanningExecution: Delivering
High Quality Services
Better Results
for Citizens
Set Direction, Define Mission,
Vision, Values, and Goals
Strategic Planning
Define Objectives,
Performance Targets
and Targets for Action
Set PrioritiesCommunicate
Results, Engage and
Empower Customers
and Employees
Transparency
& Innovation
Align Budget to
Programs and
Performance Targets
Allocate ResourcesPerformance Stat:
Identify Results and
Commit to Data
Driven Evaluation
and Improvement
Performance
Management
Provide World Class Services and
Ensure Excellent Customer Service
Implement & Integrate
Feedback from Citizens,
Data Driven Decisions and
Continuous Improvement
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The strategic planning process kicked off in June 2021 with a retreat for County Department
Heads where they were introduced to strategic planning and high performance structures, and
where they identified strategic priorities for the County. A retreat was held for the Board of
Commissioners in August 2021, during which the Board identified vision, mission, and core value
themes along with strategic goals and priority themes.
County leaders recognized that input from citizens, partner organizations, and the business
community was critical to the success of the strategic plan and launched a public engagement
campaign in October 2021. Citizens and County employees were given an opportunity to weigh in
on the themes the Board identified and provide their feedback during multiple virtual and in-
person engagement sessions, and by participating in a strategic planning survey. The results of
the survey and engagement sessions were then used to inform the draft Strategic Plan, which
was presented to the Board of Commissioners for adoption in February 2022.
Strategic Planning Process
COMMISSIONERS
INTERVIEWS & RETREAT
JULY-AUGUST 2021
MANAGER'S &
DIRECTOR'S RETREAT
JUNE 2021
PUBLIC & WORKFORCE
ENGAGEMENT
OCTOBER 2021
Introduction to
strategic planning
and high
performance
structures
Environmental scan
review
History of Harnett
County
Vision, Mission and
Core Value Themes
Strategic Goals and
priority themes
Employee survey
and workshops
Citizen survey and
workshops
PLAN DEVELOPMENT &
ADOPTION
NOV 2021-FEB 2022
Board of
Commissioner
review of input
Refinement of
strategic
framework
Adoption
Implementation
planning
Introduction to
strategic planning
and high
performance
structures
Celebrating success
Changing times and
improvement
opportunities
Environmental Scan
Harnett County
strategic priorities
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Following strategic planning workshops held with Harnett County Department Heads and the
Board of Commissioners, the County sought input from the public, as well as County employees.
Harnett County invited residents to participate in one of three community workshops in October
2021 to learn more about the strategic planning process and provide feedback. The County held
two virtual workshops and one in-person workshop in the Harnett County Resource Center and
Library in Lillington. County employees were also invited to attend one of two 30-minute
employee engagement workshops to share priorities and to learn more about the process.
In addition to the workshops, citizens and employees were asked to complete a short survey to
provide input on the Strategic Plan, which was incorporated into the draft Plan. The surveys
contained demographic questions to help ensure the County received diverse perspectives. The
County received 776 survey responses from citizens and 263 survey responses from employees
within several departments with various years of experience.
Capturing the voice of employees and the community within the Strategic Plan helps to ensure
alignment with organizational priorities and community expectations. In addition to being
incorporated in the draft plan, the feedback from the workshops and surveys was compiled into
an Engagement Report and provided to County Commissioners to show community and
employee priorities for the County's vision, mission, and goals.
Citizen & Employee Engagement
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WHO WE ARE, WHAT WE DO
OUR MISSION
Harnett County will effectively and efficiently deliver high
quality County services and public infrastructure with smart
growth strategies and through a responsive Board and
workforce who are committed to excellence and ensuring the
public trust with dedication, leadership and governance.
Our mission imparts our organization’s purpose. It describes why we exist and defines our
organization’s role in pursuing the community vision.
WHO WE ASPIRE TO BE
OUR VISION
Harnett County is a unified, safe, healthy, and engaged
community that is culturally vibrant, well-planned with a
thriving economy and a high-quality educational system, in
harmony with its environment and beautiful natural
resources, and with strong leadership ensuring equitable
services so that all citizens will prosper.
Our vision tells us where we are going. It describes the ideal state of Harnett County in 10 years
and is focused on the community’s future.
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CORE VALUES
Our Core Values inform how we will make decisions and fulfill our mission to serve the public.
They define our standards of behavior. Harnett County employees are public servants whose
purpose is to CREATE a better Harnett County.
Working together to get the job done, communicating clearly and proactively,
engaging community partners and stakeholders, and recognizing the benefits of
diverse views and opinions in decision-making.
EAMWORKT
XCELLENCE
Committing to making processes more efficient and effective, asking how can we
make things better, and seeking continued professional development.
E
CCOUNTABILITY
Recognizing your actions and behaviors reflect on the organization, taking
responsibility when things don't go as planned, doing what you say you will do, and
being good stewards of the public trust.
A
Seeking to provide citizens and coworkers with the highest level of service possible,
taking the time to listen and respond to their needs, and engaging in problem-solving.
USTOMER SERVICEC
Doing what's right even when nobody's watching, having concern for others, and
serving with integrity, honesty and consistency.
E THICAL & FAIR TREAMENT
Valuing other people's beliefs and treating them with kindness and courtesy.
ESPECTR
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SUPERIOR
EDUCATION
HEALTHY & SAFE
COMMUNITY
ORGANIZATIONAL
EXCELLENCE
ECONOMIC
STRENGTH
INFORMED
& ENGAGED
CITIZENS
Harnett County’s Strategic Plan is designed to provide a clear vision for the future along with
direction for turning that vision into a reality. The Plan includes five Strategic Goals that reflect the
County’s priorities for the next three years. Goal statements define what the organization intends
to accomplish and lays out a path to follow in order to realize the vision.
Each Goal includes a set of Objectives that further define the Goal, along with Key Strategic
Actions that should be undertaken in the coming year to make progress toward the County's
Objectives. Key Performance Indicators (KPIs) will also be developed following Strategic Plan
adoption that will assist the County in tracking progress toward accomplishing each Goal.
Strategic Goals
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GOAL OBJECTIVES
FY 2023 KEY STRATEGIC ACTIONS
Objective 1.4
Advocate for appropriate allocation of school funding from
federal and state sources
Objective 1.3
Attract, support, and retain highly qualified and
experienced public school teachers and staff
Objective 1.2 Maintain a long-term funding plan for capital needs
Objective 1.1
Maintain effective collaboration with Harnett County Schools to
coordinate budget process, capital projects, and other initiatives
SUPERIOR EDUCATION
A strong public school system is essential for the development of
children into productive adults who contribute to the overall success
of Harnett County. It is critical that Harnett County Government
partner with the Harnett County School System to ensure all students
in Harnett County are provided with a high quality education.
Action 1.1: Engage school administration proactively to discuss and
coordinate budget priorities and funding for FY2023
Action 1.2: Restore County involvement in capital planning and architecturalcommittee for ongoing and upcoming projects
Action 1.3: Create and adopt a long-term plan for funding new schools basedon Board of Education priorities
Action 1.4: Address teacher supplements to increase competitiveness in theregion
Action 1.5: Adopt Legislative Priorities for FY2022 that includes advocacy forincreased funding for schools
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.Page 13
GOAL OBJECTIVES
FY 2023 KEY STRATEGIC ACTIONS
Objective 2.4
Seek new and best practice technology to improve
processes in all operational areas
Objective 2.3
Foster culture of accountability through performance
management and adherence to internal processes
Objective 2.1 Attract, retain and grow high performing employees
ORGANIZATIONAL EXCELLENCE
Harnett County’s greatest asset is its employees. The County desires to
become an employer of choice, growing a culture that values high
performance and embraces diversity. A positive workplace environment
increases productivity and reduces employee stress levels, empowering staff
to perform at their peak and provide top-notch service to residents. The
County seeks to implement a culture of accountability where staff at every
level look for ways to improve and innovate operations and service delivery.
Action 2.1: Complete Compensation Study to assess competitiveness of
employee pay and salary compression for existing County employees
Action 2.2: Review and revise employee performance evaluation process toencourage culture of accountability
Action 2.3: Engage County employees in improving internal processes andprovide regular education on adherence
Action 2.4: Develop and implement an organizational training anddevelopment program
Action 2.5: Research, develop, and implement a holistic performancemanagement program
Objective 2.2 Lead the organization with best finance and budget
practices
Objective 2.5
Improve resident and customer experiences through efficient,
high quality service delivery and continuous improvement
Action 2.6: Implement process for obtaining citizen feedback on Countyservice provision
Action 2.7: Provide County employees with enrichment opportunities
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
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Harnett County is committed to ensuring that all residents have
opportunities to live healthy and productive lives, and that they feel safe.
This commitment is shown through the provision of services and
programs that enhance residents' lives and promote healthy behaviors
and lifestyles. The County is also committed to providing strong public
safety and emergency response services.
G OAL OBJECTIVES
FY 2023 KEY STRATEGIC ACTIONS
SAFE & HEALTHY COMMUNITY
GOAL OBJECTIVES
Objective 3.4 Decrease alcohol and drug abuse
Objective 3.3 Improve access to healthy food
Objective 3.2 Protect open space and natural resources
Objective 3.1
Preserve and enhance County residents' quality of life through
open space, parks, recreation resources and greenways
Objective 3.5
Provide high quality emergency response and public
safety
Action 3.5: Meet regularly with the local arts organizations to generate andimplement ideas for celebrating arts and culture.
Objective 3.6 Support, promote and celebrate arts and culture
Action 3.1: Prioritize parks and greenway projects for development throughCapital Improvements Program
Action 3.2: Provide support for local farmer's markets and communitygardens at County locations to support healthy food options for residents
Action 3.3: Assess most pressing issues surrounding substance abuse andengage stakeholders to develop plan to curb problems
Action 3.4: Increase provision of County programs and initiatives aimed atencouraging healthy lifestyles and outdoor activity
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
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ECONOMIC STRENGTH
Harnett County is committed to creating economic opportunity for our
residents. The County is working to strengthen its economic development
program to position the County for success. This includes providing well-
planned infrastructure to recruit business and industry, working with our
educational partners to ensure a highly-skilled workforce, and leveraging our
resources to ensure residents share in the prosperity generated through these
efforts.
G OAL OBJECTIVES
FY 2023 KEY STRATEGIC ACTIONS
Action 4.6: Educate County departments about economic development priorities and
their role in advancing those priorities
Action 4.1: Revise development and incentive policies to support thriving business andjob creation
Action 4.2: Increase availability of high speed Broadband throughout County
Action 4.3: Seek to extend natural gas availability along strategic corridors identified forcommercial growth
Action 4.4: Pursue enhanced transportation infrastructure to reduce congestion andincrease access throughout the county
Action 4.5: Plan water and wastewater infrastructure to direct and attract residential,commercial and industrial growth toward targeted areas
Objective 4.4
Provide strategically-placed infrastructure for business and
industry growth and attraction
Objective 4.5 Enhance Harnett Regional Jetport's function as an economic
engine for the county
Objective 4.1 Provide an effective economic development program
Objective 4.6 Foster upward mobility and reduce poverty
Objective 4.2
Provide well-planned communities with smart and
sustainable growth strategies
Objective 4.3
Attract and retain a diverse and viable tax base with
increased commercial and retail
Objective 4.7
Leverage partners and stakeholders to enhance economic
development capacity
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
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INFORMED & ENGAGED CITIZENS
Harnett County Government exists to serve the citizens of Harnett County. It
is vitally important that the public have access to information about County
services and programs, and are given an opportunity to provide feedback to
the County. Citizens also need to have the capacity and knowledge to
effectively engage with County government.
G OAL OBJECTIVES
FY 2023 KEY STRATEGIC ACTIONS
Action 5.5: Redesign County website with citizen dashboard tocreate more user-friendly experience
Action 5.1: Launch program to provide presentations to community groups andorganizations from County staff on requested topics
Action 5.2: Create and distribute bimonthly County newsletter in HarnettRegional Water bills
Action 5.3: Implement use of video and storyboards to promote County eventsand educate citizens on County services and initiatives
Action 5.4: Launch new engagement initiative to inform citizens and Countyemployees through quarterly update meetings
Objective 5.3
Provide effective internal communications and engagementwith employees
Objective 5.2
Provide opportunities for citizens to engage meaningfully with
County government
Objective 5.4 Strengthen Citizen Advisory Boards and Committees program
Objective 5.1 Provide effective communication to citizens and businesses
Key Performance Indicators will be developed for each Strategic Goal following
Strategic Plan adoption to measure and track progress towards accomplishing
each goal.
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www.harnett.org/publicinfo/strategic-plan.asp
For more information, contact:
Harnett County Manager's Office
455 McKinney Parkway
Lillington, NC 27546
910-893-7555