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Home My WebLink About091223 ws agenda packetWORK SESSION AGENDA Date: Tuesday, September 12, 2023 – REVISED Time: 9:00 a.m. Location: Commissioners Meeting Room Harnett County Resource Center & Library 455 McKinney Parkway, Lillington Harnett County Board of Commissioners Page | 1 1.Call to order – Chairman Matt Nicol 2.Pledge of Allegiance and Invocation – Commissioner Barbara McKoy 3.Update on Opioid Task Force Strategic Plan – Coley Price, Deputy County Manager and Christopher Appel, Senior Staff Attorney 4.Discuss a request for a public hearing to allow citizens an opportunity to comment on transportation needs and the proposed 5311 Community Transportation Program; Barry Blevins, General Services Director 5.Discuss the award of a contract for the 2026 Reappraisal; Christine Wallace, Tax Administrator 6.Discuss a request regarding late applications received for elderly/disabled, disabled veteran, and church exclusions; Christine Wallace, Tax Administrator 7.Discuss approval of the Motorola VHF paging system upgrade; Ira Hall, Chief Information Officer 8.Discuss a request to award a contract to Osborn Contract Services for the repair of the Dunn Erwin Transfer Station floor in an amount not to exceed $276,247.00; Chad Beane, Solid Waste Director 9.Development Services briefing on the following upcoming public hearings: •Proposed Zoning Change: Case # PLAN2307-0005 Landowner / Applicant: LGI Homes NC, LLC/ Greenfield Communities; 35.36 +/- acres; PIN # 0655-02-6490.000; Proposed rezoning from the RA-40 to the RA-30 zoning district; Piney Grove Rawls Rd., Fuquay-Varina; Hectors Creek Township. •Proposed Zoning Change: Case # PLAN2308-0003 Landowner / Applicant: MVI Group, LLC / CE Group, Inc.; 10.10 +/- acres; Pin #0653-30-4549.000; From RA-20 M to Commercial Zoning District; Hector’s Creek Township; US Hwy 401 North. 10.Discuss a request to approve the final nonprofit funding agreement from state appropriations for Carver’s Creek State Park; Ally Fouts, Management Analyst 11.Review applications to serve on Boards and Committees. 12.County Manager’s Report – Brent Trout, County Manager •4th Quarter Performance Management Report •September 18, 2023, Regular Meeting Agenda Review 091223 ws Pg. 1 Harnett County Board of Commissioners Page | 2 • Upcoming meetings and invitations 13. Closed Session 14. Adjourn 15. Reconvene as the governing body of Northwest Water & Sewer District to convene into Closed Session for consultation with the County’s legal staff in order to preserve the Attorney Client privilege concerning the handling of certain litigation matters, pursuant to North Carolina General Statute Section 143-318.11 (a)(3). 16. Adjourn CONDUCT OF THE SEPTEMBER 12, 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. 091223 ws Pg. 2 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\3.1 September BOC updates agenda item.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Opioid Task Force Updates & Strategic Plan REQUESTED BY: County Manager's Office REQUEST: Representatives are providing updates from the Opioid Task Force, including the first draft of the plan titled "A Comprehensive Strategic Plan for the Prevention of Harmful Substance Use and Overdose in Harnett County." The plan lays out three main goals to address the opioid epidemic in our county: prevent harmful substance use, support treatment and recovery, and reduce harm. The plan outlines specific strategies within each priority, as well as a suggested timeline for completing initiatives. The opioid task force is seeking public input on this draft of the strategic plan. After public input is received, modifications will be made and the final plan will be presented for adoption. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 3 091223 ws Pg. 3 The SOLVE Approach A Comprehensive Strategic Plan for the Prevention of Harmful Substance Use and Overdose in Harnett County 091223 ws Pg. 4 Key Leaders in the Creation of the SOLVE Approach ................................................................................ 2 The Strategic Planning Process ................................................................................................................ 4 The SOLVE Approach ............................................................................................................................... 5 Tiered Prevention Logic ........................................................................................................................... 7 Primary Prevention: ............................................................................................................................. 7 Secondary Prevention: ......................................................................................................................... 7 Tertiary Prevention: ............................................................................................................................. 7 Our Strategies ......................................................................................................................................... 9 Goal 1. Prevent Harmful Substance Use ............................................................................................... 9 Goal 2. Support Treatment and Recovery ............................................................................................ 9 Goal 3. Reduce Harm ........................................................................................................................... 9 Goal 1: Prevent Harmful Substance Use ................................................................................................. 10 Strategy 1.1: Targeted Support for At-Risk Youth and Families ........................................................... 10 Strategy 1.2: Leverage Peer Support Networks and Community Advocacy ......................................... 10 Strategy 1.3: Engage Faith Communities in Education and Stigma Reduction ..................................... 10 Goal 2: Support Treatment and Recovery .............................................................................................. 12 Strategy 2.1: Adopt Treatment Models for Justice-Involved Individuals ............................................. 12 Strategy 2.2: Enhance Existing Healthcare Networks to Improve Continuum of Care for Substance Use Disorder ............................................................................................................................................ 12 Strategy 2.3: Develop Community Supports for Recovery (Transportation, Housing, Employment, etc.) .......................................................................................................................................................... 13 Goal 3: Reduce Harm ............................................................................................................................. 14 Strategy 3.1: Universal Access to Naloxone ........................................................................................ 14 Strategy 3.2: Improve Health and Safety for Substance Users ............................................................ 14 Strategy 3.3: Eliminate Accidental Exposures to Drugs and Paraphernalia in the Community ............. 14 Appendices............................................................................................................................................ 16 The SOLVE Approach Graphic ................................................................................................................ 17 Comprehensive Strategy Table .............................................................................................................. 18 Initiative Timeline Checklist ................................................................................................................... 20 091223 ws Pg. 5 2 Key Leaders in the Creation of the SOLVE Approach Harnett County Opioid Task Force Members Harnett County Reaching Rural Team Christopher Appel, Senior Staff Attorney (Harnett County) Coley Price, Deputy County Manager (Harnett County) Dr. David Tillman, Chair of Public Health (Campbell University) Capt. Jeff Armstrong, Deputy Sheriff (Harnett County) Jermaine White, Assistant Superintendent (Harnett County Schools) John Rouse, Health Director (Harnett County) Mark Morris, Executive Director (Good Hope Hospital) Additional Harnett County Employees Team Lead: Ally Fouts, Management Analyst Maj. Aaron Meredith, Sheriff’s Office Alex Belanovich, Emergency Services Barry Blevins, General Services Director Brent Trout, County Manager David Cowan, Emergency Services Maj. Gary McNeill, Sheriff’s Office Jennifer Haney, Emergency Services Josh Christensen, Sheriff’s Office Larry Smith, Emergency Management Director Leslie Owens, Emergency Services Mary Jane Sauls, Health Department Paul Polinski, Department of Social Services Director Suzanne Matthews, District Attorney Tim Adamaszek, Department of Social Services Sheriff Wayne Coats, Sheriff’s Office Community Partners Amy Brown (Daymark Recovery) Amy Godwin Anne Kimball (Sandhills Center) Bishop Fred Clarida Bishop Reginald S. Hinton, Sr. Cory Hess (Harnett Health) Dr. Eric Morse Hallie Huffman (Morse Clinic) Dr. John Briggs Kiara Mungo (The Carter Clinic) Marilyn Gilliam (Sandhills Center) Dr. Regina Bray-Brown (Harnett Health) Dr. Robert Agnello (Campbell University) Dr. Rosa Marie Smith Williams 091223 ws Pg. 6 3 Tammy Williams (City of Dunn) Tony Spear Harnett County Board of Commissioners District 1- Barbara McKoy District 2- William Morris (Vice-Chairman) District 3- Brooks Matthews District 4- Lewis Weatherspoon District 5- Matthew Nicol (Chairman) Primary Author of the SOLVE Approach Dr. David Tillman, Chair of Public Health (Campbell University) 091223 ws Pg. 7 4 The Strategic Planning Process Over a nine-month period (December 2022 to August 2023), comprehensive strategic planning brought together community stakeholders from across the county to effectively prevent overdoses and harmful substance. This multifaceted approach involved several key steps, including public meetings for feedback gathering, qualitative data collection through key informant interviews, analysis of secondary data, and the active participation of a task force in priority-setting. By integrating these elements, this group of stakeholders was able to develop targeted and informed strategies to address these pressing issues. The process began with a series of public meetings, where community members, local organizations, healthcare professionals, law enforcement, educators, and other relevant stakeholders came together to share their perspectives and insights. These meetings served as a platform for open dialogue, enabling participants to voice their concerns, ideas, and experiences related to overdoses and substance use. By soliciting diverse viewpoints, task force members gained a comprehensive understanding of the challenges they faced and potential solutions. In parallel, qualitative data collection through key informant interviews was conducted. Key informants, who included healthcare providers, social workers, community leaders, and individuals in recovery, were interviewed to gather in-depth insights into the root causes of substance use and overdoses, as well as the existing resources and gaps in the community. These interviews offered a nuanced and personal perspective that complemented quantitative data and informed the development of culturally sensitive and contextually relevant prevention strategies. As part of the strategic planning process, the analysis of secondary data came into play. Relevant data sources, such as hospital records, law enforcement reports, and existing research studies, were examined to identify trends, demographics, and patterns of substance use and overdose occurrences within the community. This quantitative analysis helped to substantiate and contextualize the qualitative findings, providing a data-driven foundation for decision-making. To facilitate focused and coordinated efforts, a task force was established, comprising representatives from various sectors, including healthcare, education, law enforcement, social services, and community advocacy. This task force played a pivotal role in reviewing the feedback gathered from public meetings, synthesizing insights from key informant interviews, and analyzing the secondary data. Through collaborative discussions, the task force identified priority areas and goals for the prevention efforts, considering the unique needs and strengths of the community. Once priorities were identified, the task force worked collectively to develop a comprehensive strategic plan. This plan outlined specific objectives, actionable steps, and timelines for implementing evidence-based prevention strategies. It included initiatives such as community education programs, accessible treatment options, harm reduction initiatives, law enforcement collaboration, and support services for individuals and families affected by substance use disorders and overdoses. The strategic plan documented here is the result of a comprehensive strategic planning process for preventing overdoses and harmful substance use that was a collaborative and data-informed process that engaged stakeholders through public meetings, qualitative interviews, data analysis, and task force participation over the past nine months (December 2022 to August 2023). By harnessing the insights and expertise of diverse community members, this approach resulted in tailored and effective strategies that address the complex challenges of substance misuse and overdose within a framework of equity, inclusivity, and shared responsibility. 091223 ws Pg. 8 5 The SOLVE Approach In Harnett County, we realize that addressing the challenges of harmful substance use and overdose will require flexible implementation and continuous evolution of our plan. Therefore, perhaps the most fundamental work of the strategic planning process is a commitment to a framework for implementation that we refer to as the SOLVE approach. The SOLVE approach outlines guidelines for thinking and action which form the basis of our implementation year-over-year. This five-fold path should provide a strategic lens for leaders at all levels of decision-making, S - Stigma is reduced. We commit to addressing life-threatening community stigma that acts as a barrier to treatment and recovery. Stigma plays a significant role as a barrier to both substance use disorder prevention and overdose prevention. Stigma creates an environment where individuals are reluctant to seek help or discuss their struggles openly due to the fear of judgment, shame, and discrimination. This inhibits people from accessing necessary information, support, and treatment for substance use disorders. Additionally, when it comes to overdose prevention, stigma can prevent timely intervention and emergency assistance, as witnesses or bystanders might hesitate to intervene or call for help out of concern for being stigmatized. Addressing stigma is crucial to fostering a supportive and open community where individuals feel empowered to seek help, engage in prevention efforts, and potentially save lives through prompt overdose response. O – Ownership is shared. We commit to addressing this collectively and using all of our resources and all of our systems to care for all of our people. When a community collectively takes responsibility for these issues, it creates an environment of mutual support, empathy, and shared knowledge. This ownership involves community members looking out for one another, raising awareness, and promoting education about substance misuse and its risks. In our county, seeing this crisis as a crisis we all share encourages active collaboration between local organizations, law enforcement, healthcare providers, and policymakers to implement effective prevention strategies, treatment options, and harm reduction initiatives. This united effort contributes to a safer and healthier community that is better equipped to address and mitigate the challenges posed by substance use disorders and overdoses. L - Learning is continuous. We commit to ongoing work to understand best practices, to learn from latest research, and to evaluate our own efforts. These ongoing processes involve studying and understanding the ever-evolving patterns of substance misuse, identifying risk factors, and assessing the effectiveness of prevention strategies. By continuously learning from past experiences and evaluating the impact of interventions, we can refine our 091223 ws Pg. 9 6 approaches, develop targeted initiatives, and adapt to emerging challenges. This iterative process ensures that prevention measures remain evidence-based, relevant, and responsive to the changing landscape of substance use and overdose risks. V - Values are foundational. We commit to cultivating responses rooted in the shared values of our community–including our faith communities. Community values, rooted in empathy and compassion, can reduce stigma surrounding addiction, making it easier for individuals to seek help without fear of judgment. By uniting community members and drawing upon our fundamental values and principles, our efforts create a more comprehensive approach to prevention, addressing both the physical and emotional aspects of substance use disorders and overdose risks. E – Equity is centered. We commit to comprehensive action that works to ensure the needs of all groups within our community are being addressed. Equity plays a pivotal role in substance use disorder prevention and overdose prevention by ensuring that everyone, By addressing the root causes of substance misuse, such as poverty, trauma, and social disparities, equity-focused approaches strive to create a level playing field where individuals--regardless of their background or circumstances--has access to resources, information, and support.. This includes tailoring prevention strategies to meet the specific needs of diverse communities and providing culturally sensitive interventions that acknowledge and respect different perspectives. Through an equitable lens, we can break down barriers, reduce inequalities, and empower all individuals to make informed choices, seek help when needed, and ultimately prevent substance use disorders and overdose events in a more inclusive and just manner. 091223 ws Pg. 10 7 Tiered Prevention Logic This plan aims to construct a robust framework of prevention strategies designed to combat harmful substance use and overdose. This comprehensive framework involves three distinct tiers—primary, secondary, and tertiary—to guide the county's efforts to safeguard its community members from the devastating consequences of substance abuse. By taking a proactive approach, intervening at critical junctures, and providing comprehensive support, Harnett County envisions a future marked by reduced substance-related harm and enhanced well-being for its residents. Primary Prevention: Harnett County leaders will collaborate to initiate a robust primary prevention strategy that fosters resiliency among children and youth, particularly those with adverse childhood experiences (ACEs). ACEs are traumatic events that occur during childhood and have been linked to increased risk of substance abuse and other negative outcomes. Recognizing this, the county will implement trauma-informed educational initiatives in schools to raise awareness about ACEs and provide tools for building emotional resilience. These efforts will empower educators, caregivers, and mentors to create supportive environments that buffer against the development of substance use as a coping mechanism. Additionally, Harnett County will organize community workshops to equip parents and caregivers with the skills to address ACEs and promote healthy coping strategies within the family unit. Secondary Prevention: Primary care and clinical settings will play a pivotal role in Harnett County's secondary prevention efforts. Healthcare providers will be supported in conducting routine screenings for substance use risk factors during patient visits. By utilizing standardized screening tools, clinicians will identify individuals who exhibit signs of substance misuse or those who are in high-risk situations, such as individuals with a history of substance use, mental health issues, or justice system involvement. Recognizing the potential impact of early intervention, primary care providers will offer brief interventions and referrals to specialized treatment services, steering individuals away from the progression of substance-related problems. In addition, we will establish collaborative networks with schools, social service agencies, and community organizations to ensure that at-risk individuals receive comprehensive support, including counseling and access to resources that address underlying vulnerabilities. Tertiary Prevention: Harnett County envisions a robust tertiary prevention framework that embraces harm reduction, comprehensive treatment access, and recovery support, particularly for justice-involved individuals. Harm reduction initiatives are implemented to minimize the risks associated with ongoing substance use, including the provision of clean needles, supervised injection facilities, and access to naloxone, a medication that reverses opioid overdoses. Moreover, the county will prioritize equitable access to a full range of treatment supports, encompassing detoxification programs, medication-assisted treatment, and intensive outpatient services. This commitment will ensure that individuals seeking recovery have a spectrum of options to address their unique needs. Additionally, we will reinforce the additional recovery services that facilitate long-term recovery--including transportation assistance, housing support, and job-seeking. In a concerted effort to support justice-involved individuals, Harnett County will establish specialized programs within correctional facilities that provide counseling, skill-building workshops, and peer support for substance abuse recovery. Upon reintegration into the community, individuals will be connected with ongoing recovery resources, vocational training, and social services to facilitate their transition and reduce recidivism rates. 091223 ws Pg. 11 8 In the envisioned future of Harnett County, a comprehensive approach to prevention will drive the efforts to combat harmful substance use and overdose. By simultaneously addressing the spectrum of prevention—primary, secondary, and tertiary—and prioritizing resiliency-building efforts for children and youth with ACEs, the county will create a landscape where individuals are empowered to make informed choices, access support at various stages, and navigate their journeys towards recovery and wellbeing. Through these multifaceted strategies, Harnett County is poised to forge a brighter, healthier future for its community, built on a foundation of comprehensive prevention and compassionate support. 091223 ws Pg. 12 9 Our Strategies Addressing harmful substance use and preventing overdoses requires a comprehensive and multi-faceted approach that encompasses prevention, treatment, and harm reduction. This three-fold strategic response recognizes the interconnected nature of these challenges and aims to create a well-rounded framework that addresses the diverse needs of individuals and communities. By focusing on prevention, supporting treatment and recovery, and reducing harm, this approach seeks to not only mitigate the immediate risks associated with substance use but also promote long-term health, well-being, and community resilience. Goal 1. Prevent Harmful Substance Use: The first goal focuses on transforming community-level systems to prevent the onset of harmful substance use. This entails instituting evidence-based prevention programs in schools, community centers, churches, and other pertinent environments, with the aim of enhancing the capacity of these systems to equip individuals, particularly youth, with the knowledge and skills necessary for informed decision-making. By elevating awareness regarding the perils of substance misuse, advocating for healthy coping mechanisms, and cultivating a sense of belonging and purpose, the strategies aligned with this goal empower the community to foster positive conditions and deter the progression towards addiction. Goal 2. Support Treatment and Recovery: The second goal focuses on providing accessible and effective treatment options for individuals struggling with substance use disorders. This involves expanding the availability of addiction treatment services, including counseling, therapy, medication-assisted treatment, and support groups. By reducing barriers to entry, such as stigma and lack of resources, individuals are more likely to seek help and embark on a path of recovery. Furthermore, ongoing support is essential in sustaining recovery efforts. Peer support networks, mental health services, and vocational training programs contribute to holistic healing and empowerment, enabling individuals to rebuild their lives and regain a sense of purpose. Goal 3. Reduce Harm: The third goal centers on harm reduction, recognizing that some individuals may continue to use substances despite efforts to prevent or treat addiction. This approach seeks to minimize the negative consequences associated with substance use, such as overdose and the spread of diseases. Nationally, harm reduction initiatives include the distribution of naloxone, a medication that can reverse opioid overdoses, safe injection sites, needle exchange programs, and access to clean and safe drug supplies. By providing a safe and nonjudgmental environment, Harnett County’s harm reduction efforts will not only save lives but also create opportunities for individuals to engage with healthcare providers and access resources that can facilitate their journey toward recovery. In conclusion, a three-fold strategic response for preventing harmful substance use and overdose encompasses prevention, support for treatment and recovery, and harm reduction. By addressing these dimensions, communities can establish a comprehensive approach that promotes well-being, resilience, and inclusivity. This multifaceted strategy recognizes that preventing and addressing substance misuse requires a collaborative effort that values education, compassion, and the provision of a range of resources and services to support individuals on their paths toward healthier lives. 091223 ws Pg. 13 10 Goal 1: Prevent Harmful Substance Use The overarching objective of Goal 1 is to proactively address and mitigate the occurrence of harmful substance use within the community. By implementing a series of strategic initiatives, this goal seeks to create an environment that discourages the initiation and progression of substance misuse, thereby safeguarding the well-being and futures of individuals. Strategy 1.1: Targeted Support for At-Risk Youth and Families Strategy 1.1 centers on offering specialized assistance to individuals and families who are particularly susceptible to the risks associated with harmful substance use. Through tailored interventions, resources, and guidance, this strategy aims to empower at-risk youth and their families with the necessary tools and knowledge to make informed decisions and steer clear of substance misuse. By addressing potential vulnerabilities early on, this approach contributes to the prevention of substance-related issues before they escalate. Key Initiatives: • Implement an evidence-based targeted support program in Harnett County Schools for students with at-risk for harmful substance use • Cultivate collaboration between faith communities, DSS, and the local health department to reinvigorate educational programs and support groups for foster families and “grandparents raising kids” Strategy 1.2: Leverage Peer Support Networks and Community Advocacy Strategy 1.2 capitalizes on the strength of community connections and peer support networks to cultivate an environment of mutual encouragement and responsible decision-making. By fostering a sense of solidarity among individuals who have overcome similar challenges, this strategy promotes positive behaviors and dissuades harmful substance use. Additionally, through community advocacy efforts, this approach raises awareness and mobilizes collective action, reinforcing the community's commitment to prevention and reinforcing social norms that discourage substance misuse. Key Initiatives: • Encourage the formal incorporation of a parent advocacy group for Harnett County parents with lived experience of the devastating effects of harmful substance use on their children’s lives (example of a similar initiative - http://jocoangels.com/) • Develop a recovery community organization led by individuals with direct lived experiences with substance use challenges to provide recovery-oriented advocacy, education, and community-buiding (example of a similar initiative - https://wilkesrecoveryrevolution.com/) Strategy 1.3: Engage Faith Communities in Education and Stigma Reduction Strategy 1.3 involves collaborating with faith communities to educate their members on the perils of harmful substance use while simultaneously addressing the stigmatization associated with addiction. By integrating substance use education within faith-based teachings, this strategy fosters a culture of understanding, compassion, and support. Through proactive efforts to reduce stigma, faith communities become catalysts for change, creating an environment where individuals are more inclined to seek help and resources without fear of judgment. 091223 ws Pg. 14 11 Key Initiatives: • Convene a conference for faith leaders in Harnett County and the surrounding region to explore models for engaging faith communities in all tiers of prevention of harmful substance use and overdose • Facilitate the engagement of local faith communities in Mental Health First Aid training as well as more advanced, in-depth training for clergy • Establish a “SERVE & S.O.L.V.E.” communication network with affiliated clergy and congregations across the county 091223 ws Pg. 15 12 Goal 2: Support Treatment and Recovery The central aspiration of Goal 2 is to provide comprehensive assistance and resources to individuals grappling with substance use disorder, fostering their journey towards treatment and sustained recovery. By embracing targeted strategies, this goal endeavors to establish an ecosystem of care that addresses the diverse needs of affected individuals and facilitates their transition towards healthier, fulfilling lives. Strategy 2.1: Adopt Treatment Models for Justice-Involved Individuals Strategy 2.1 centers on implementing specialized treatment models that are tailored to individuals who have been involved with the justice system. By recognizing the unique challenges and requirements of this population, this strategy seeks to break the cycle of substance use and criminal behavior through effective interventions, counseling, and support. By integrating treatment within the justice system, this approach endeavors to reduce recidivism and promote lasting recovery. Key Initiatives: • Establish MAT/MOUD in the jail for incarcerated individuals currently in treatment (Phase 1) and those who would like to initiate treatment in jail (Phase 2) • Create a law-enforcement assisted diversion (LEAD) pre-arrest program redirecting individuals involved in low-level offenses toward community-based support services rather than traditional criminal justice processing • Expand on the current Veteran Treatment Court program to develop a similar recovery court for the general population which offers individuals with substance use disorders an alternative to incarceration, focusing on treatment, supervision, and rehabilitation for recovery. Strategy 2.2: Enhance Existing Healthcare Networks to Improve Continuum of Care for Substance Use Disorder Strategy 2.2 is focused on strengthening the existing healthcare infrastructure to ensure a seamless continuum of care for individuals with substance use disorder. By fostering collaboration and coordination among medical professionals, counselors, and support services, this strategy aims to provide comprehensive and integrated care that addresses both physical and psychological aspects of addiction. Through enhanced communication and shared expertise, individuals can access a more holistic treatment experience that supports their recovery journey. Key Initiatives: • Establish a post-overdose response team in the county that utilizes community paramedicine and primary care providers alongside other professionals to provide immediate support and resources after an overdose to connect individuals to treatment and prevent future overdoses • Equip primary care providers to effectively manage medication assisted treatment for substance use disorders in primary care settings • Increase access to the full range of behavioral health services and MAT/MOUD, including expanded use of mobile clinics and telehealth services • Develop a local inpatient detoxification center to provide a medically supervised process where individuals with substance use disorders receive intensive care and support to safely manage withdrawal symptoms in a controlled environment. 091223 ws Pg. 16 13 Strategy 2.3: Develop Community Supports for Recovery (Transportation, Housing, Employment, etc.) Strategy 2.3 involves the creation of a supportive environment that addresses the multifaceted needs of individuals in recovery. This strategy recognizes the importance of providing essential community supports such as transportation, stable housing, and employment opportunities. By removing practical barriers that often hinder recovery, this approach enhances individuals' ability to sustain their progress and reintegrate into society, thus reinforcing the foundation for long-term well-being. Key Initiatives: • Create a pilot program for enhancing HARTS transportation services through microtransit and/or rideshare to facilitate recovery through improved access to healthcare appointments, counseling/therapy, group meetings, appointments with social service providers, and grocery stores. • Expand availability of recovery and transitional housing in Harnett County • Develop a program to incentive employers in Harnett County to become “Recovery-Friendly Workplaces”. 091223 ws Pg. 17 14 Goal 3: Reduce Harm The overarching aspiration of Goal 3 is to minimize the negative consequences associated with substance use, focusing on safeguarding the well-being of both individuals and the community as a whole. By implementing a set of strategic initiatives, this goal aims to create an environment that prioritizes safety, health, and harm reduction, thereby mitigating the risks and adverse outcomes often linked with substance misuse. Strategy 3.1: Universal Access to Naloxone Strategy 3.1 centers on ensuring widespread availability and accessibility of naloxone, a medication that can reverse opioid overdoses. By making naloxone readily accessible to both individuals at risk of overdose and their support networks, this strategy enables timely intervention in emergency situations, potentially saving lives. The promotion of universal naloxone access aligns with the goal of reducing harm by providing a vital tool to address the immediate and life-threatening consequences of overdose incidents. Key Initiatives: • Ensure naloxone availability at every school within Harnett County Schools • Make free, low-barrier naloxone available for every individual who is released from detention in Harnett County Jail, along with overdose prevention and response training • Explore distribution of naloxone through networks of community-based organizations and faith-based organizations Strategy 3.2: Improve Health and Safety for Substance Users Strategy 3.2 seeks to enhance the overall health and safety of individuals who use substances. This approach encompasses a comprehensive range of measures, including the provision of harm reduction services, access to medical care, and the dissemination of accurate information about safer substance use practices. By prioritizing the well-being of substance users and offering resources to mitigate potential risks, this strategy contributes to minimizing adverse health outcomes and promoting responsible behaviors within the context of substance use. Key Initiatives: • Develop and distribute locally-adapted health and safety kits for people who use drugs that include a quick guide to local resources, overdose education, reproductive health and STI prevention, sanitizing wipes, wound care supplies, fentanyl test strips, and naloxone • Provide technical assistance (including grantwriting support) to community-based organizations and/or faith-based organizations to establish a syringe service program in Harnett County Strategy 3.3: Eliminate Accidental Exposures to Drugs and Paraphernalia in the Community Strategy 3.3 focuses on creating a community environment that is free from accidental exposures to drugs and associated paraphernalia. This approach involves targeted efforts to address issues such as improper disposal of substances and related items, as well as the creation of safe spaces for substance users to engage in their activities without endangering themselves or others. By eliminating accidental exposures, this strategy contributes to enhancing community safety, reducing the potential for harm, and fostering a more supportive and secure environment for all members of the community. 091223 ws Pg. 18 15 Key Initiatives: • Conduct a multi-level messaging campaign to prevent accidental drug exposures in young children—including printed messaging to faith communities, social media campaigns, community workshops, and local broadcast media. • Increase safe disposal of needles and other drug paraphernalia through supervised collection sites and secure sharps containers in public places throughout the county. 091223 ws Pg. 19 16 Appendices 091223 ws Pg. 20 17 The SOLVE Approach Graphic 091223 ws Pg. 21 18 Comprehensive Strategy Table Goal 1: Prevent Harmful Substance Use Strategy 1.1: Targeted Support for At-Risk Youth and Families • Cultivate collaboration between faith communities, DSS, and the local health department to reinvigorate educational programs and support groups for foster families and “grandparents raising kids” • Implement an evidence-based targeted support program in Harnett County Schools for students with at-risk for harmful substance use Strategy 1.2: Leverage Peer Support Networks and Community Advocacy • Develop a recovery community organization led by individuals with direct lived experiences with substance use challenges to provide recovery-oriented advocacy, education, and community-building • Encourage the formal incorporation of a parent advocacy group for Harnett County parents with lived experience of the devastating effects of harmful substance use on their children’s lives Strategy 1.3: Engage Faith Communities in Education and Stigma Reduction • Convene a conference for faith leaders in Harnett County and the surrounding region to explore models for engaging faith communities in all tiers of prevention of harmful substance use and overdose • Establish a “SERVE & S.O.L.V.E.” communication network with affiliated clergy and congregations across the county • Facilitate the engagement of local faith communities in Mental Health First Aid training as well as more advanced, in-depth training for clergy Goal 2: Support Treatment and Recovery Strategy 2.1: Adopt Treatment Models for Justice-Involved Individuals • Create a law-enforcement assisted diversion (LEAD) pre-arrest program redirecting individuals involved in low-level offenses toward community-based support services rather than traditional criminal justice processing • Establish MAT/MOUD in the jail for incarcerated individuals currently in treatment (Phase 1) and those who would like to initiate treatment in jail (Phase 2) • Expand on the current Veteran Treatment Court program to develop a similar recovery court for the general population which offers individuals with substance use disorders an alternative to incarceration, focusing on treatment, supervision, and rehabilitation for recovery Strategy 2.2: Enhance Existing Healthcare Networks to Improve Continuum of Care for Substance Use Disorder • Develop a local inpatient detoxification center to provide a medically supervised process where individuals with substance use disorders receive intensive care and support to safely manage withdrawal symptoms in a controlled environment • Equip primary care providers to effectively manage medication assisted treatment for substance use disorders in primary care settings • Establish a post-overdose response team in the county that utilizes community paramedicine and primary care providers alongside other professionals to provide immediate support and resources after an overdose to connect individuals to treatment and prevent future overdoses 091223 ws Pg. 22 19 • Increase access to the full range of behavioral health services and MAT/MOUD, including expanded use of mobile clinics and telehealth services Strategy 2.3: Develop Community Supports for Recovery (Transportation, Housing, Employment, etc.) • Create a pilot program for enhancing HARTS transportation services through microtransit and/or rideshare to facilitate recovery through improved access to healthcare appointments, counseling/therapy, group meetings, appointments with social service providers, and grocery stores. • Develop a program to incentive employers in Harnett County to become “Recovery-Friendly Workplaces”. • Expand availability of recovery and transitional housing in Harnett County Goal 3: Reduce Harm Strategy 3.1: Universal Access to Naloxone • Ensure naloxone availability at every school within Harnett County Schools • Explore distribution of naloxone through networks of community-based organizations and faith-based organizations • Make free, low-barrier naloxone available for every individual who is released from detention in Harnett County Jail, along with overdose prevention and response training Strategy 3.2: Improve Health and Safety for Substance Users • Develop and distribute locally-adapted health and safety kits for people who use drugs that include a quick guide to local resources, overdose education, reproductive health and STI prevention, sanitizing wipes, wound care supplies, fentanyl test strips, and naloxone • Provide technical assistance (including grantwriting support) to community-based organizations and/or faith-based organizations to establish a syringe service program in Harnett County Strategy 3.3: Eliminate Accidental Exposures to Drugs and Paraphernalia in the Community • Conduct a multi-level messaging campaign to prevent accidental drug exposures in young children—including printed messaging to faith communities, social media campaigns, community workshops, and local broadcast media. • Increase safe disposal of needles and other drug paraphernalia through supervised collection sites and secure sharps containers in public places throughout the county. 091223 ws Pg. 23 20 Initiative Timeline Checklist 2023 Q4 Ensure naloxone availability at every school within Harnett County Schools Establish MAT/MOUD in the jail for incarcerated individuals currently in treatment (Phase 1) and those who would like to initiate treatment in jail (Phase 2) 2024 Q1 Convene a conference for faith leaders in Harnett County and the surrounding region to explore models for engaging faith communities in all tiers of prevention of harmful substance use and overdose Encourage the formal incorporation of a parent advocacy group for Harnett County parents with lived experience of the devastating effects of harmful substance use on their children’s lives Establish a post-overdose response team in the county that utilizes community paramedicine and primary care providers alongside other professionals to provide immediate support and resources after an overdose to connect individuals to treatment and prevent future overdoses Q2 Facilitate the engagement of local faith communities in Mental Health First Aid training as well as more advanced, in-depth training for clergy Make free, low-barrier naloxone available for every individual who is released from detention in Harnett County Jail, along with overdose prevention and response training Q3 Implement an evidence-based targeted support program in Harnett County Schools for students with at-risk for harmful substance use Equip primary care providers to effectively manage medication assisted treatment for substance use disorders in primary care settings Increase safe disposal of needles and other drug paraphernalia through supervised collection sites and secure sharps containers in public places throughout the county. Q4 Conduct a multi-level messaging campaign to prevent accidental drug exposures in young children—including printed messaging to faith communities, social media campaigns, community workshops, and local broadcast media. Establish a “SERVE & S.O.L.V.E.” communication network with affiliated clergy and congregations across the county Explore distribution of naloxone through networks of community-based organizations and faith-based organizations Increase access to the full range of behavioral health services and MAT/MOUD, including expanded use of mobile clinics and telehealth services 091223 ws Pg. 24 21 2025 Q1 Cultivate collaboration between faith communities, DSS, and the local health department to reinvigorate educational programs and support groups for foster families and “grandparents raising kids” Q2 Develop a recovery community organization led by individuals with direct lived experiences with substance use challenges to provide recovery-oriented advocacy, education, and community-building Q3 Provide technical assistance (including grantwriting support) to community-based organizations and/or faith-based organizations to establish a syringe service program in Harnett County Q4 Create a pilot program for enhancing HARTS transportation services through microtransit and/or rideshare to facilitate recovery through improved access to healthcare appointments, counseling/therapy, group meetings, appointments with social service providers, and grocery stores. Develop and distribute locally-adapted health and safety kits for people who use drugs that include a quick guide to local resources, overdose education, reproductive health and STI prevention, sanitizing wipes, wound care supplies, fentanyl test strips, and naloxone 2026 Q4 Create a law-enforcement assisted diversion (LEAD) pre-arrest program redirecting individuals involved in low-level offenses toward community-based support services rather than traditional criminal justice processing Develop a local inpatient detoxification center to provide a medically supervised process where individuals with substance use disorders receive intensive care and support to safely manage withdrawal symptoms in a controlled environment Expand availability of recovery and transitional housing in Harnett County 2027 Q1 Develop a program to incentive employers in Harnett County to become “Recovery-Friendly Workplaces”. 2028 Q4 Expand on the current Veteran Treatment Court program to develop a similar recovery court for the general population which offers individuals with substance use disorders an alternative to incarceration, focusing on treatment, supervision, and rehabilitation for recovery 091223 ws Pg. 25 Item 4 091223 ws Pg. 26 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\5.1 Agenda Form 2026 RFQ Bid for Contract.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Award of Contract for 2026 Reappraisal REQUESTED BY: Christine L. Wallace, Tax Administrator REQUEST: The Harnett County Tax Department solicited a Request for Qualifications (RFQ) from firms for contract services related to the furnishing of labor, material, and supplies along with the performance of all work required for the completion and delivery of a walk-around appraisal of all real property in Harnett County. Services would also include assistance to the Tax Administrator and staff, the Board of County Commissioners, and the Board of Equalization and Review. Services would also include assistance to county legal staff for appeals to the Property Tax Commission. The Tax Administrator recommends the award of contract for the 2026 Reappraisal to Vincent Valuations for $2,036,300. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 5 091223 ws Pg. 27 1 COUNTY OF HARNETT REQUEST FOR QUALIFICATIONS FOR PROFESSIONAL SERVICES Harnett County Tax Department 2026 Reappraisal for Harnett County Residential and Commercial Properties Issue Date: July 1 1, 2023 Deliver by FedEx,UPS or in person by Response Deadline Date/Time: July 25, 2023 by 5:00 p.m. To Harnett County Finance Attn: Renea Warren-Ford 455 McKinney Parkway Lillington, NC 27546 Statements must be clearly marked on the outside of the envelope “RFQ – Harnett County 2026 Real Property Reappraisal” Direct all inquiries concerning this RFQ to: Renea Warren-Ford purchasing.support@harnett.org with “2026 Reappraisal RFQ” in the subject line 091223 ws Pg. 28 2 Harnett County Request for Qualifications 2026 Reappraisal Introduction - Harnett County is seeking a qualified firm to develop residential, commercial, and industrial schedule of values and appraised values for the upcoming 2026 reappraisal. Harnett County is currently on a four-year reappraisal cycle. The last appraisal took place in 2022. The county is seeking assistance on valuing all improved and vacant parcels to include all commercial, residential, and industrial properties. Harnett County is a growing community with a population of an estimated 135,000 residents. Harnett County has 72,000 parcels and growing. There are currently an estimated 48,000 residential improved properties, 22,000 vacant properties, and 2,000 industrial/commercial improved properties. Harnett County reserves the right to reject any and all submittals and may award the project consistent with the best interests of Harnett County and the reappraisal project. This RFQ is not an offer, obligation, or agreement to award work to any firm and no contractual relationship is created by responding to this RFQ. Firms shall submit qualifications of both the firm and person(s) directly responsible for the work including a list of similar projects completed in North Carolina by this firm and by said responsible person(s). The selected firm will perform the required duties in accordance with the North Carolina General Statutes and the Uniform Appraisal Standards. The firm will work hand in hand with the Tax Administrator and their staff during the entire process; however, the Tax Administrator will have all final decisions about project direction and values. The qualified firm for this reappraisal of contracted services would have the ability to furnish the labor, materials, supplies, and the performance of all work required for the completion and delivery of a visual review property reappraisal of all real property within Harnett County. The qualified firm will also assist the Harnett County Tax Administrator and staff, the Harnett County Board Commissioners, and the Harnett County Board of Equalization and Review. Scope of work to be performed - • The firm will complete a walk around reappraisal of all improved properties within Harnett County by a certified appraiser. • Appraisers will knock on the door of every property within the County and verify interior data with the occupants. • Appraisers will proceed to measure anything that appears, using the appraiser’s best judgment, to be mis-measured or inaccurate. • Appraisers will be responsible to taking exterior photos of each property and uploading pictures into provided software. 091223 ws Pg. 29 3 • Appraisers will verify all building component data on the property record card to ensure its accuracy. • The firm will be responsible for all data entry of the fieldwork into the Bitek software system. • The firm will be responsible for developing rates, tables, and a schedule of values to be presented and adopted by the Harnett County Board of Commissioners. • The firm will provide documentation as to how rates and tables are developed including but not limited to regressions, paired sales analysis, and depreciation analysis. This analysis should be documented and shared with the county throughout the entire process. • The firm will be responsible for all land valuation activities as part of the reappraisal. Land models should be developed based on unique factors such as zoning, use, geographic area and neighborhood. Documentation for all land valuation must be stored and shared with the county throughout the process. • The firm will complete a final valuation review of each property ensuring grade, condition and all factors pertaining to value are accurate and consistent with sales. Documentation must be stored and shared with the county for all review procedures, rates and values. • The firm will assist the county with public relation activities throughout the duration of the project. Successful firms should have a tested public relations process in place in other counties. • The firm will be responsible for all appeals up to and including appeals to the North Carolina Property Tax Commission. Requirements and Qualifications - • Firm must provide the name of county/counties in which the firm has performed reappraisal work in North Carolina in the last eight years. • Firm must be on the registered firm list with the North Carolina Department of Revenue. • Firm must have some knowledge of the makeup of Harnett County. • Firm should demonstrate ample staffing to complete the project including a minimum of 25 full time staff members in which the county could select from. These staff members should be full time, non 1099 employees. • The firm must have local staff currently employed to assist with the project. • The firm must show experience with the Bitek appraisal software and CAMA package. • Firms must show experience with the Bitek software CAMA package. Firms should show a minimum of three counties in which the firm was responsible for reappraisal activities on this software. • The firm must have completed a computer assisted mass appraisal in multiple jurisdictions of 50,000 or more parcels • The firm must show a minimum of two repeat clients in North Carolina within the past 10 years. • The firm must have a record of completing projects on schedule. 091223 ws Pg. 30 4 • The firm must have expertise in a mass appraisal of special type properties, i.e. golf courses, mining, quarries, manufacturing, multi-family, income producing and other special properties. • The firm must have experience in development of a schedule of values in accordance with NCGS 105-317. • Please list the names of each person who will work on this project and list their individual work history, training, certifications, licenses, and/or designations or other notable accomplishments. • Describe the firm’s resources available to support the services to be performed as outlined in th is RFQ. • Summarize what you consider to be the qualifications of your firm and/or team that make you the most qualified firm to perform the work associated with this solicitation. • The values for this reappraisal must be finalized and entered into the CAMA system by November 30, 2025. All appraisal and analytical work will be complete by December 31, 2025. • Firm shall immediately develop and deliver to Harnett Count a Reappraisal Plan and timeline for submission to the North Carolina Department of Revenue. General – Bonding and Liability Insurance - The successful Firm will be required to furnish a performance bond for the full amount of the contract and liability insurance with coverages in amounts deemed sufficient by Harnett County, both of which shall be with companies licensed and authorized to do business in the State of North Carolina. At a minimum, the successful firm shall be required to have the following insurance coverage: • Workers Compensation – Coverage for all paid and volunteer workers meeting the statutory requirements of the North Carolina Workers’ Compensation Act, North Carolina General Statute97. • Commercial Automobile Liability – Coverage with limits no less than $1,000,000.00 per occurrence for bodily injury and property damage for any vehicle used during the performance of the contract. • Commercial General Liability – Bodily injury and property damage liability as will protect the firm from claims of bodily injury or property damages that arise from the operations of the contract. The amounts of such insurance coverage shall not be less than $2,000,000.00 per occurrence and $3,000,000.00 aggregate coverage. • Professional Errors and Omissions – Coverage with minimum limits of $1,000,000.00 per occurrence and $2,000,000.00 aggregate. The successful firm shall provide Harnett County with a certificate of insurance that shall name County of Harnett as an additional insured and contain the provision that the County of Harnett will be given 30 days written notice of any intent to amend or terminate said 091223 ws Pg. 31 5 policy by either the insured or the insuring company. However, a 10-day notice is sufficient for cancellation by the insuring company due to non-payment of premium. Billing and Payment – On the first day of each month, the successful firm shall submit a progress report to show the percentage of work completed and a detailed invoice reflecting the percentage of the project’s total cost. Such progress reports will be subject to verification by the Assessor prior to approval for payment. On the basis of each progress report, the Harnett County Finance Department will make payments as follows: On or about the 15th of each month, the Harnett County Finance Department will pay 90% of the invoiced amount for work fully performed by the firm as reported in the monthly progress report. 10% of each monthly payment will be retained until completion and acceptance of all contract work. Monthly payments will be subject to correction or adjustment following discovery of miscalculation(s) or errors(s) in any prior monthly progress report or payments. Office Space – Harnett County has space necessary for the performance of the reappraisal work. Harnett County will supply tables, chairs, and file cabinets as needed for the County provided office space. Harnett County will supply computers with productivity enhancement software such as Microsoft, Excel, Word, or comparable products. County printers will be available as needed. Harnett County will provide telephone service and internet access in the County-provided offices. Technology – Harnett County is currently using web-based Computer Assisted Mass Appraisal (CAMA) software provide by Bi-Tek. This software is compatible with all modern web browsers for data entry purposes. Harnett County will provide onsite computers in addition to adequate remote VPN access for data entry. Harnett County will work with the successful firm to both export county data and images and import field review data from the Contractor in a timely and cost effective manner for both parties. Images will be in in dexed by the Contractor in accordance with the file structure as defined by Harnett County and Bi-Tek. The firm shall not assign, transfer, or sublet the contract or any interest therein without first receiving written approval from Harnett County and from the sureties on the bonds of the firm and the firm’s liability insurance carrier. The contract may be terminated by Harnett County for the following reasons: a. Failure of the firm to begin the work on a specified date. b. Reasonable evidence that the progress being made by the firm is insufficient to complete the work within the specified time. c. Failure on the part of the firm to comply with any of the provisions of the contract. d. The non-appropriation of funds by the Harnett County Board of Commissioners. e. For convenience upon 90 days written notice to the firm. 091223 ws Pg. 32 6 Before the contract can be terminated, the firm must be notified in writing by Harnett County of the basis under which termination of the contract are supported. In cases of contract performance issues, 10 days after this notice of same is given, if a satisfactory effort has not been made by the firm to correct the conditions, Harnett County may declare the contract terminated, notify the firm accordingly and pursue any right and remedy under the contract. In the event the contract is terminated, Harnett County reserves the right to take possession of all completed work, work in progress, material, or any other part of the work, to account for said work and material, and to use the same to complete the project in accordance with the contract specifications. When the work is thus finally completed, the total cost of the same will be computed. If the total cost is more than the contract price, the difference shall be paid by the firm or its surety or sureties. Submittal Requirements – All qualifications packages must be submitted via email to the person named below. Packages must include: One (1) original, Three (3) copies of the original, along with a Reference Page and Cover Letter. Statements of Qualifications will be accepted up to but no later than 5:00 pm on July 25, 2023. No submission will be considered if received after this deadline has expires, regardless of the reason. After opening, each RFQ will be evaluated and ranked based on the criteria set forth in the RFQ. A recommendation will be made to the Harnett County Board of Commissioners for approval to award a contract. Issuance of this RFQ does not guarantee a contract will be awarded to any proposing firm. Questions or inquiries to this RFQ must be submitted by July 18, 2023. An addendum will then be issued to answer those questions. Statements of Qualifications must be clearly marked “RFQ – Harnett County 2026 Real Property Reappraisal” and delivered via FedEx, UPS or in person to: Harnett County Finance Attn: Renea Warren-Ford Procurement Specialist 455 McKinney Parkway Lillington, NC 27546 Proposals may be withdrawn any time before the deadline for submission, but the withdrawal must be submitted in writing and signed by the proposing firm. Selection Process – After the expiration of the deadline, an evaluation committee made up of Harnett County staff will review all submitted Request for Qualifications that comply with the requirements 091223 ws Pg. 33 7 contained within this RFQ. The criteria by which the RFQ will be evaluated include, but are not limited to: 1. Clarity of the Request of Qualification 2. Firm’s understanding of the project objectives 3. Firm’s recommended approach to the project, including the firm’s demonstrated ability to conduct the reappraisal program services within North Carolina. 4. Qualifications of principal(s) to perform the work and the level of involvement in the project. 5. Qualifications of project manager, supervisor, and key personnel assigned to the project. 6. Firm’s knowledge and demonstrated experience specifically with reappraisal programs within North Carolina. 7. Firm’s familiarity with North Carolina statutes and other laws relating to reappraisal programs. 8. Firm’s ability to perform the project based on the successful completion of similarly sized projects with similar project scope. 9. Proof of like projects that were completed on time and at or under budget. Award of Contract – No agreements with any selected firm shall be binding until a contract is signed and executed by Harnett County and the firm. Firms may include a sample of its proposed contract for the appraisal services specified. All items in this RFQ must be included in the proposed contract. Harnett County reserves the right to enter into a contract with another proposing firm in the event that the originally selected firm fails to execute a contract with the County or defaults on its contract. Equal Opportunity Employer – Harnett County is an equal employment opportunity employer, is a federal contractor, and therefore the provisions and affirmative action obligations of 41 CFR 60-1.4(a), 41 CFR 60- 741.5(a), 41 CFR 60-250.4 are incorporated herein by reference, where applicable. Clarification requests and questions regarding this Request for Qualifications must be in writing and directed to Renea Warren-Ford, Procurement Specialist no later than July 18th, 2023 at 5:00pm EST. Questions must be emailed to purchasing.support@harnett.org. End of RFQ 091223 ws Pg. 34 PROPOSAL FOR HARNETT COUNTY WALK AROUND REVIEW REAPPRAISAL HARNETT COUNTY091223 ws Pg. 35 31 30 12 8 6 4 3 APPRAISAL SERVICES TABLE OF CONTENTS Introduction COMPANY PROFILE & SCOPE Appraisal Expertise Qualifications Scope Team & Resumes Client List & Current Projects References COST PROPOSAL CLIENT REFERENCES INTRODUCTION 32 091223 ws Pg. 36 HARNETT COUNTY INTRODUCTION August 1, 2022 VINCENT VALUATIONS Harnett County Tax Offi ce Attn: Christine Wallace, Acting Tax Administrator Dear Mrs. Wallace: Thank you for the opportunity to provide a proposal to Harnett County for 2026 Revaluation Project. Vincent Valuations has a respectable understanding of the requirements and needs of the County. Our expertise, services and review processes align and match the goals and expectations discussed. Having worked in the county for the last three years our staff is experienced in the counties processed and procedures as well as expectations from both parties. Our staff has completed and assisted multiple counties with their revaluations. We have developed time tested methods to accurately and effi ciently complete revaluations ensuring quality, and property attributes are accurately recorded and identifi ed. It is our goal to will work with the county throughout the project, learning your processes and off ering any input for improvement practices that will save the county both time and money. Vincent Valuations understands the sensitive nature of appraisal for the county and its citizens. Accuracy remains at the forefront of Vincent Valuations. We are committed to fair, equitable and accurate appraisal practicum. Vincent Valuations stands out as a fi rm in the industry that is well respect, educated, moral and of good standing and character as educators and implementers of accepted reappraisal applications. We are hopeful to work with Harnett County, delivering on your expectations and forming a long standing relationship and partnership for success. We welcome the opportunity to discuss a timeline along with additional reasoning surrounding our requests. Vincent Valuations delivers accuracy in appraisal, ensuring fairness and equity. RYAN VINCENT MANAGER 3 091223 ws Pg. 37 REAPPRAISAL DONE RIGHT COMPANY PROFILE APPRAISAL EXPERTISE Vincent Valuations staff offers a combined over 100 years of experience, reappraising hundreds of thousands of residential and commercial properties. Our certified staff are not only up to date with current market trends and conditions - they are educators and respected experts in the industry. Vincent Valuations has provided reappraisal focused on North Carolina Appraisal and Taxation practices for over 11 years. Although we have experience in states throughout the US - North Carolina is our focus. Vincent Valuations remains educated and in the know on current market conditions for each jurisdiction we work in. Our staff continue to participate in on-going education and seminars to remain affluent in all appraisal standards and principles. Vincent Valuations staff have worked with a variety of software appraisal systems such as Cox & Company and Tyler Technologies. OUR AREAS OF EXPERTISE #1 — APPRAISAL EXPERTISE #2 — NORTH CAROLINA EXPERTISE #3 — MARKET EXPERTISE #4 — SOFTWARE SYSTEM EXPERTISE Vincent Valuations offers proven appeals processes, bringing clarity, transparency and the data to back up the reappraisal practices implemented and in use in each county we work in. Vincent Valuations staff are known educators within the Appraisal industry. They participate in on-going education and continue to teach their skills and knowledge within IAAO and NC. Vincent Valuations is a ethical and moral company that adheres to the highest quality and standards. Our team follows USPAP principles, IAAO standards, NC Law and NC Reappraisal Standards. #5 — PROVEN APPEALS #6 — EDUCATORS #7 — EXCELLENT STANDARDS Vincent Valuations is a North Carolina based firm that focuses specifically on North Carolina local property assessing and reappraisal. With 11+ years of experience in property valuation across the state, our staff is knowledgeable in the market conditions and variables for residential, commercial and industrial valuation. Vincent Valuations and its experienced appraisers have worked on reappraisal projects in seven states and in over twenty counties. Vincent Valuations brings a unique approach to appraisal practices and standards, having served both the private and public sectors in support of government appraisal. 4 091223 ws Pg. 38 REAPPRAISAL SERVICES DONE RIGHT Vincent Valuations provides turnkey reappraisal that is fair, accurate and equitable. Our revaluation planning and management and complete reappraisal services are meticulous and fact based. Our experienced staff understands the data and the sensitivity of getting it right. We pay close attention to detail in the review and qualification of the data reading it for the schedule of values preparation and value review. Quality data and control over the data is a must. Vincent Valuations provides complete measure and list field assistance, real property assistance, land pricing, neighborhood delineation, data cleansing and preparation. Vincent Valuations provides expert appeal assistance ensuring the final values are reviewed and prepared inorder to be defensible and accurate so your jurisdiction provides equity and fairness based on the market. QUALITY EXPERTISE DETAILED EQUITY & FAIRNESS MARKET APPRAISAL DATA REVIEW DATA COLLECTION HEARING APPEALS 5 091223 ws Pg. 39 OUR SERVICES QUALIFICATIONS Vincent Valuations is a respected and experienced firm that has the following qualifications: •NC DOR Certified and Registered •Experienced Field Appraisal Experts •Member of the International Association of Assessing Officers •Local North Carolina focused Appraisal Firm •Extremely proficient in multiple CAMA Softwares and various property appraisal and taxation solutions used in the industry. •Staff assigned to Harnett County are certified in mass appraisal by the NC DOR. •Eleven plus years of property valuation management and appeals experience. Vincent Valuations is becoming a widely respected and known appraisal firm throughout North Carolina and the United States. Our vision is one of longevity, partnering with counties and jurisdictions - providing respected and trusted appraisal and revaluation methods that are accurate, equitable and defensible. Our Mission is to continue to improve and that is why Vincent Valuations continues to pay for the education and on-going enhancement of their staff and subcontractors. We continue to grow and learn alongside of our counterparts and that has earned us the utmost respect in the mass appraisal realm. Vincent Valuations protects sensitive data and information, collects information and rechecks to ensure that human error is minimized. We understand the sensitivity of the review and determinations we find. It is our commitment to provide the highest quality value and output that is unmatched in the industry. OUR VISION OUR MISSION OUR VALUES 6 091223 ws Pg. 40 Vincent Valuations was formed to assist local governing entities in mass appraisal, ensuring Fair, Accurate, Equitable Values - serving the public and its constituents. - Ryan Vincent, Founder 7 091223 ws Pg. 41 8 OUR SERVICES SCOPE OF WORK Walk Around Reappraisal Project Scope Vincent Valuations will provide Harnett County the following reassessment services discussed in this section. Vincent Valuations will complete a comprehensive Reappraisal from start to finish. We will provide the physical review, data analysis, market research and its application with respect to our intimate understanding of Harnett County and North Carolina ad valorem appraisal - ensuring fairness, accuracy and equity as we move through each step of the process. Process DefinedOur experienced certified field appraisers will visit each property - a visual walk around inspection and site review services. In addition, we will complete a final value review of each property as part of our verification process. At the onset of the project, Vincent Valuations will conduct a project-planning calendar with milestones agreed upon by both Vincent Valuations and Harnett County. Data Collection and Project PlanningAt the onset of the project, Vincent Valuations will meet with the county to establish the project plan and create the schedule and data collection process. Each element of the project will be defined further to ensure that the scope of work is transparent and in line with the county’s goals. Physical Property ReviewVincent Valuations staff will attempt to make contact onsite with an owner or occupant. If no one is available, Vincent Valuations staff will leave a door hanger and proceed to complete the exterior inspection of the property. The exterior inspection includes the visual review of each improvement. During the inspection, Vincent Valuations staff will verify critical valuation data such as - square footage, foundation, basement areas, construction, heating systems, fireplaces, plumbing fixtures, rooms, bedrooms, year built, condition and quality. During this inspection, if measurements appear to be incorrect staff will remeasure and correct this data. Vincent Valuations staff will make notation of the date the property was visited along with the homeowners we have made contact with - if anyone was interviewed at the property. Vincent Valuations will not make interior inspections of any properties other than commercial structures where public access is readily available. Vincent Valuations will use internal quality control processes to ensure data is collected accurately. A few of these processes include the flipping and review of each appraisers cards at the end of the day by a different appraiser and physical re-measure of a sample of properties by supervisory staff to verify complete accuracy. Vincent Valuations staff will wear county issued identification badges at all times while conducting field visits and will represent the county in a professional manner. 091223 ws Pg. 42 9 Project Scope Continued PhotographsVincent Valuations will take a digital photo of all major improvements on the property. These photos and all field cards will become the property of the county. Images will be transferred to the county in a format agreeable to both parties. Data EntryVincent Valuations will take all data collected from the field and will perform the data entry process, entering it into the county’s CAMA system, Bi-Tek. Vincent Valuations field staff and clerical staff have a thorough understanding of the Bi-Tek software. Vincent Valuations requests that the county allow the Vincent Valuations staff to complete data entry both onsite and remotely via VPN access. Vincent Valuations will use internal quality control processes to ensure data is accurately inputted and checked into the system. Identified supervisory staff will review and verify data entered for accuracy to ensure quality of the data. Appraisal ManualA Harnett County appraisal manual will be prepared and used throughout the reassessment. Vincent Valuations will provide copies of the manual as required by the RFP. The cost of this manual is included in the pricing of the project. Copies of the manual that are issued will remain the property of the county. The manual will document and include the following information as part of the deliverable: • Principles of Uniform Property Revaluation• The Appraisal Process• Characteristics of Value• Residential Valuation• Valuation of Outbuilding & other Features• Commercial and Industrial Valuation• Depreciation• Valuation of Land• Commercial and Industrial Use of Land• Definition of Terms Vincent Valuations will work closely with the county in the preparation of the appraisal manual - ensuring a mutual understanding of practices and procedures implemented throughout the reappraisal process. Sales ReviewVincent Valuations understands the importance of quality sales data. With this understanding, the company will assist the county in the validation of recent sales dating back two years from the date of reappraisal. Vincent Valuations will categorize the sales by area and property classification. These sales will then be used in development of market value. 091223 ws Pg. 43 10 Where possible, we will put forth our best effort to interview the property and landowners - further verifying the accuracy of the physical and visual collection and review process. Our process will be completely transparent to the county and staff that are designated to remain aware of the status throughout the reassessment project. Sales Ratio Studies will be performed for each property class of house and land - ensuring that all building and land sales have been properly appraised and verified. Building Sales ReviewThe Vincent Valuations qualified appraisers will analyze each property keeping in mind and collecting information on: construction quality, type, age, and location. Digital imagery will be captured and provided to the county, as county property. Land Sales ReviewThe Vincent Valuations qualified appraisers will analyze each land parcel keeping in mind and collecting information on: location, zoning, classification and size. Digital imagery will be captured and provided to the county, as county property. After building and land data has been identified, collected, documented and reviewed by Vincent Valuations, we will turn our findings over to the county - the information and imagery collected, sales analysis compilation and all documents associated. ValuationVincent Valuations will be responsible for land valuation. We will use recent land sales to value land. Land will be valued based on best practice methodology for - acres, front foot, square foot and lot pricing. Vincent Valuations will not be responsible for present use valuation, but can assist the county with such. Vincent Valuations will complete a value review of each parcel in the county. Appraisers will complete this review as a joint field and office effort. The appraiser will review all data characters, valuation methods and any other factors that may influence value. This final value review is essential in making sure consistent application of quality grade, depreciation factors and values are achieved. Vincent Valuations will use all approaches to value as necessary. For residential the cost and market approaches will be primarily used. For commercial, Vincent Valuations will also consider the income approach to value for properties that are typically traded on an income basis. Income data will be obtained from the market as necessary. The market will also be researched for vacancy, expense rates and capitalization rates. Vincent Valuations will critically analyze the rates. Vincent Valuations appraisers ensure fair and accurate values on all properties. AppealsVincent Valuations will assist the county with informal appeals, BER appeals and North Carolina Property Tax Commission appeals. Vincent Valuations has included 100 person days of appeal work in the cost of this proposal. Each additional day of appeals will be billed at a rate of $800.00 per day. 091223 ws Pg. 44 PROCESS VV COUNTY EXPECTATIONS CLERICAL X X DATA ENTRY X CHANGES WILL BE MADE IN BI-TEK PROPERTY RECORD CARDS X OFFICE SPACE X TELEPHONE/INTERNET X PRINTING EXPENSES X CAMA SOFTWARE UPDATES X PUBLIC RELATIONS X X PROPERTY FIELD VISITS X DIGITAL PHOTOS X NEW PHOTOS OF MAJOR IMPROVEMENTS MOBILE HOMES X VV WILL LIST, MEASURE AND APPRAISE MOBILE HOMES LISTED AS REAL PROPERTY SALES RATIO STUDY X CONSTRUCTION COST ANALYSIS X AS APPLICABLE BASED ON PROPERTY USE AND TYPE INCOME APPROACH X PRESENT USE/LAND USE VALUE X REVIEW ZONING X SCHEDULE OF VALUES X INFORMAL APPEALS X 100 TOTAL DAYS OF APPEAL WORK INCLUDED, $800 PER DAY ADDITIONAL IN-FIELD REVIEW OF INFORMAL APPEALS 100 TOTAL DAYS OF APPEAL WORK INCLUDED, $800 PER DAY ADDITIONAL GENERATE AND PREPARE NOTICES X POSTAGE X PRINTED MAPS X PROGRESS REPORTS X 11 091223 ws Pg. 45 32 PROJECT COST BREAKDOWN PROPERTY APPRAISAL PROPOSAL PRICING Complete Turnkey Reappraisal including full measure and list service Complete walk around reappraisal including pictures, data entry, valuation and 100 days of appeals: $26.00 per parcel or $1,976,000 Detailed Cost Quotation This proposal is based around a complete measure and list reappraisal including pictures and all data entry. The following prices are based on a parcel count of 76,000. The below prices will include exempt properties. The total price will be determined based on the final parcel count at the completion of the project. . Proposal Submitted By: Company: Vincent Valuations Name: Ryan Vincent, Manager Phone: 414-531-3711 Email: vincentvaluations@gmail.com. 091223 ws Pg. 46 Page 1 of 8 NORTH CAROLINA SERVICE CONTRACT HARNETT COUNTY THIS CONTRACT is made, and entered into this the 18 day of September , 20 23, by and between the COUNTY of HARNETT, a political subdivision of the State of North Carolina, (hereinafter referred to as “COUNTY”), and Vincent Valuations LLC a corporation duly authorized to do business in the state of North Carolina, (hereinafter referred to as “CONTRACTOR”). For and in consideration of mutual promises to each as herein after set forth, the parties hereto do mutually agree as follows: 1. SCOPE OF SERVICES. CONTRACTOR hereby agrees to provide the services and/or materials under this Contract pursuant to the provisions and specifications identified in “Attachment 1” (hereinafter collectively referred to as “Services”). Attachment 1 is hereby incorporated herein and made a part of this Contract. Time is of the essence with respect to all provisions of this Contract that specify a time for performance. 2. TERM OF CONTRACT. The Term of this Contract for services is from __9-18-23__________________ to ___12-31-2026______________________________ unless sooner terminated as provided herein. 3. PAYMENT TO CONTRACTOR. CONTRACTOR shall receive from COUNTY an amount not to exceed Two Million Thirty Six Thousand Three Hundred ($2,036,300.00) as full compensation for the provision of Services. COUNTY agrees to pay CONTRACTOR at the rates specified for Services performed to the satisfaction of the COUNTY, in accordance with this Contract. The above contract amount is based on a parcel count of 72,728 at a rate of $28 per parcel. The final invoiced amount will be dependent on the parcel count of the COUNTY on 1/1/2026. On the first day of each month, CONTRACTOR shall submit a progress report to show the percentage of work completed and a detailed invoice reflecting the percentage of the project’s total cost. Such progress reports will be subject to verification prior to approval for payment. On the basis of each progress report, COUNTY will make payments as follows: On or about the 15th day of each month, COUNTY will pay 90% of the invoiced amount for work fully performed by CONTRACTOR as reported in the monthly progress report. 10% of each monthly payment will be retained until completion and acceptance of all Services. Monthly payments will be subject to correction or adjustment following discovery of miscalculation(s) or error(s) in any prior monthly progress report or payments. 4. INDEPENDENT CONTRACTOR. COUNTY and CONTRACTOR agree that CONTRACTOR is an independent contractor and shall not represent itself as an agent or employee of COUNTY for any purpose in the performance of CONTRACTOR’s duties under this Contract. Accordingly, CONTRACTOR shall be responsible for payment of all federal, state, and local taxes as well as business license fees arising out of CONTRACTOR’s activities in accordance with this Contract. For purposes of this Contract taxes shall include, but not be limited to, Federal and State Income, Social Security and Unemployment Insurance taxes. CONTRACTOR, as an independent contractor, shall perform the Services required hereunder in a professional manner and in accordance with the standards of applicable professional organizations and licensing agencies. 5. INDEMNIFICATION. To the fullest extent permitted by laws and regulations, CONTRACTOR shall indemnify and hold harmless COUNTY and its officials, agents, and employees from and against all claims, damages, losses, and expenses, direct, indirect, or consequential (including but not limited to fees and charges of engineers or architects, attorneys, and other professionals and costs related to court action or mediation) arising out of or resulting from CONTRACTOR’s performance of this Contract or the actions of the CONTRACTOR or its officials, agents, employees, or subcontractors under this Contract or under contracts 091223 ws Pg. 47 Page 2 of 8 entered into by the CONTRACTOR in connection with this Contract. This indemnification shall survive the termination of this Contract. In claims against any person or entity indemnified under this provision by an employee of the CONTRACTOR, a subcontractor, an employee of a subcontractor, or an agent of the CONTRACTOR or a subcontractor, the indemnification obligation under this provision shall not be limited by a limitation on amount or type of damages, compensation or benefits payable by or for the CONTRACTOR or a subcontractor under workers’ or workmen’s compensation acts, disability benefit acts or other employee benefit acts. 6. INSURANCE. CONTRACTOR shall procure and maintain for the duration of the contract the following insurance coverage from an insurance company(s) licensed to do business in North Carolina. All of the policies required of the CONTRACTOR shall contain a waiver of subrogation provision to waive all rights of recovery under subrogation or otherwise against COUNTY. In the event CONTRACTOR’S Insurance Policy or Certificate of Insurance conflicts with the aforesaid language concerning “waiver of subrogation” this Contract shall govern. CONTRACTOR shall advise COUNTY of any cancellation, non-renewal, or material change in any policy within ten (10) days of notification of such action and provide updated certificates of insurance evidencing renewals within fifteen (15) days of expiration. CONTRACTOR’S insurance shall be primary and any insurance or self-funded liability programs maintained by COUNTY shall not contribute with respect to the CONTRACTOR’s insurance. COUNTY shall be listed as an additional insured on any Insurance Policy or Certificate of Insurance of the CONTRACTOR. In the event CONTRACTOR’S Insurance Policy or Certificate of Insurance conflicts with the aforesaid language concerning “additional insured” this Contract shall govern. 6.1 Commercial General Liability: Insurance Services Office (ISO) Form CG 00 01 on an “occurrence” basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $1,000,000.00 per occurrence and $2,000,000.00 aggregate. 6.2 Commercial Automobile Liability: ISO Form CA 00 01 covering any auto with limit not less than $1,000,000.00 per accident for bodily injury and property damage. 6.3 Worker’s Compensation and Employers Liability: as required by The State of North Carolina, with statutory limits, and Employers Liability Insurance with a limit of no less than $1,000,000.00 per occurrence. By requiring insurance herein, COUNTY does not represent that coverage and limits will necessarily be adequate to protect CONTRACTOR, and such coverage and limits shall not be deemed as a limitation on CONTRACTOR’s liability under the indemnities granted to COUNTY in this Contract. CONTRACTOR shall provide COUNTY a valid certificate of insurance, in advance of the performance of any work, exhibiting coverage required. CONTRACTOR shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein. The failure of COUNTY at any time to enforce the insurance provisions, to demand such certificates of insurance, or to identify a deficiency shall not constitute a waiver of those provisions, nor reduce obligations of the CONTRACTOR to maintain such insurance or to meet its obligations under the indemnification provisions. Notwithstanding the foregoing, nothing contained in this section shall be deemed to constitute a waiver of the governmental immunity of COUNTY, which immunity is hereby reserved to COUNTY. 7. TERMINATION. 7.1. EVENT OF DEFAULT. Any one or more of the following acts or omissions of the CONTRACTOR shall constitute an Event of Default hereunder: a. Failure to perform the Services satisfactorily or on schedule, b. Failure to submit any report required hereunder; and/or 091223 ws Pg. 48 Page 3 of 8 c. Failure to perform any other covenant, term, or condition of this Contract. Upon the occurrence of an Event of Default, COUNTY may take one or more or all of the following actions: 1. Give CONTRACTOR written Notice of the Event of Default, specifying the Event of Default and requiring it to be remedied within, in the absence of greater or lesser specification of time, ten (10) calendar days from the date of the notice; and if the Event of Default is not timely remedied, terminate the Contract, effective two (2) days after giving CONTRACTOR written Notice of Termination; and/or 2. Deduct any and all expenses incurred by COUNTY for damages caused by the CONTRACTOR’S Event of Default; and/or 3. Treat the Contract as breached and pursue any of its remedies at law or in equity, or both, including damages and specific performance. CONTRACTOR may declare COUNTY in default if COUNTY fails to perform any of its obligations under this Contract. CONTRACTOR shall give COUNTY written notice of the Event of Default, specifying the Event of Default, and requiring it to be remedied within ten (10) calendar days from the date of the notice. If the Event of Default is not timely remedied, CONTRACTOR may terminate this Contract effective two (2) days after giving COUNTY written Notice of Termination. Upon such termination, CONTRACTOR shall be entitled to such additional rights and remedies as may be allowed by relevant law. 7.2 TERMINATION FOR CONVENIENCE. This Contract may be terminated, without cause, by COUNTY upon ninety (90) days written notice to CONTRACTOR. This termination notice period shall begin upon receipt of the Notice of Termination. CONTRACTOR shall be entitled to payment for Services rendered as of the effective date of termination for convenience. Termination of this Contract, under either section 7.1 or 7.2, shall not form the basis of any claim for loss of anticipated profits by either party. 8. NON-APPROPRIATION. CONTRACTOR acknowledges that COUNTY is a governmental entity and the validity of this Contract is based upon the availability of public funding under the authority of its statutory mandate. In the event that public funds are not available and not appropriated for the performance of COUNTY’s obligations under this Contract, then this Contract shall automatically expire without penalty to COUNTY 30 days after written notice to CONTRACTOR of the non-appropriation of public funds. CONTRACTOR shall be entitled to payment for all Services rendered as of the effective date of termination for the non-appropriation of public funds. 9. COUNTY NOT RESPONSIBLE FOR EXPENSES. COUNTY shall not be liable to CONTRACTOR for any expenses paid or incurred by CONTRACTOR, unless otherwise agreed in writing. 10. EQUIPMENT. CONTRACTOR shall supply, at its sole expense, all equipment, tools, materials, and/or supplies required to provide the Services hereunder, unless otherwise agreed in writing. Computer work stations located within the Harnett County Tax Office will be made available to the CONTRACTOR for the duration of this Contract. 11. COMPLIANCE WITH LAWS. CONTRACTOR shall abide by all statutes, rules, regulations, laws, and executive orders federal, state, and local as they relate to, but are not limited to, (i) services in general, (ii) payment of employees, subcontractors and agents, (iii) the Fair Labor Standards Act and (iv) the Wage and Hour Division. In the event CONTRACTOR is determined by the final order of a court or appropriate agency to be in violation of any federal, state or local statute, rule, regulation, law or executive order or this provision, this Contract may be canceled, terminated, or suspended in whole or in part by COUNTY and CONTRACTOR may be declared ineligible for further COUNTY contracts. 091223 ws Pg. 49 Page 4 of 8 12. HEALTH AND SAFETY. CONTRACTOR shall be responsible for initiating, maintaining, and supervising all safety precautions and programs required by OSHA and all other regulatory agencies while providing Services under this Contract. 13. NON-DISCRIMINATION IN EMPLOYMENT. CONTRACTOR shall not discriminate against any employee or applicant for employment because of age, sex, race, creed, national origin, or disability. CONTRACTOR shall take affirmative action to ensure that qualified applicants are employed and that employees are treated fairly and legally during employment with regard to their age, sex, race, creed, national origin, or disability. In the event CONTRACTOR is determined by the final order of an appropriate agency or court to be in violation of any non-discrimination provision of federal, state, or local law or this provision, this Contract may be canceled, terminated, or suspended in whole or in part by COUNTY, and CONTRACTOR may be declared ineligible for further COUNTY contracts. 14. AUDIT RIGHTS. For all Services being provided hereunder, COUNTY shall have the right to inspect, examine, and make copies of any and all books, accounts, invoices, records and other writings relating to the performance of the Services. Audits shall take place at times and locations in North Carolina mutually agreed upon by both parties. Notwithstanding the foregoing, CONTRACTOR must make the materials to be audited available within two (2) weeks of the request for them. 15. DISPUTE RESOLUTION PROCEDURE. To prevent disputes and litigation, it is agreed by the parties that any claim or dispute between COUNTY and the CONTRACTOR, arising from this Contract or the services and/or materials being provided by the CONTRACTOR, shall be sent to the Harnett County Manager who shall appoint a qualified mediator to address the issue. Such requests shall be submitted to the County Manager in writing within ten (10) days of the claim or dispute. Upon receipt of a timely written claim, the Manager, or his or her designee, shall notify the Mediator who will conduct a mediation and notify the CONTRACTOR in writing of the decision within forty five (45) calendar days from the date of the submission of the claim or dispute, unless the Mediator requires additional time to gather information or allow the parties to provide additional information. The Mediator’s orders, decisions, and decrees shall be non-binding. Mediation, pursuant to this provision, shall be a pre-condition to initiating litigation concerning the dispute. During the pendency of any dispute and after a determination thereof, parties to the dispute shall act in good faith to mitigate any potential damages including utilization of schedule changes and alternate means of providing services and/or materials. The costs of mediation shall be divided equally between parties to the dispute. The mediation session shall be private and shall be held in Harnett County, North Carolina. Mediation under this provision shall not be the cause for a delay of Services and/or materials being provided which is the focus of the dispute. If the disputed issue cannot be resolved in mediation or either party disagrees with the results of the mediation, the parties may seek resolution in the General Court of Justice in the County of Harnett and the State of North Carolina. If a party fails to comply in strict accordance with the requirements of this provision, the non- complying party specifically waives all of its rights provided hereunder, including its rights and remedies under State law. 16. EXISTENCE. CONTRACTOR warrants that it is a Limited Liability Company or other legal entity duly organized, validly existing, and in good standing under the laws of the State of North Carolina and is duly qualified to do business in the State of North Carolina and has full power and authority to enter into and fulfill all the terms and conditions of this Contract. 17. CORPORATE AUTHORITY. By execution hereof, the person signing for CONTRACTOR below certifies that he/she has read this Contract and that he/she is duly authorized to execute this contract on behalf of the CONTRACTOR. 091223 ws Pg. 50 Page 5 of 8 18. SUCCESSORS AND ASSIGNS. CONTRACTOR shall not assign its interest in this Contract without the written consent of COUNTY. CONTRACTOR has no authority to enter into contracts on behalf of COUNTY. 19. NOTICES. All notices which may be required by this contract or any rule of law shall be effective when received by certified mail sent to the following addresses: COUNTY OF HARNETT CONTRACTOR ATTN: Brent Trout ATTN: Ryan Vincent POST OFFICE BOX 759 226 COWAND RD Lillington, NC 27546 Merry Hill, NC 27957 With Copy To: ATTN: County Staff Attorney Post Office Box 238 Lillington, NC 27546 20. HEADINGS. The subject headings of the sections are included for purposes of convenience only and shall not affect the construction or interpretation of any of its provisions. This Contract shall be deemed to have been drafted by both parties and no interpretation shall be made to the contrary. 21. GOVERNING LAW. This Contract shall be governed by and in accordance with the laws of the State of North Carolina. All actions relating in any way to this Contract shall be brought in the General Court of Justice in the County of Harnett and the State of North Carolina. 22. ENTIRE CONTRACT. This Contract, including Attachment 1, shall constitute the entire understanding between COUNTY and CONTRACTOR and shall supersede all prior understandings and agreements relating to the subject matter hereof and may be amended only by written mutual agreement of the parties. 23. COUNTY IDENTIFICATION. COUNTY shall provide CONTRACTOR with COUNTY issued identification cards, vehicle magnets, and vests for use in field work. 24. CONFLICT OF INTEREST. CONTRACTOR warrants, by execution of this Contract, that CONTRACTOR, its managers, partners, officers, employees, and representatives presently have no interest and shall not have any interest, direct or indirect, which would conflict in any manner with the performance of the Services under this Contract. 25. E-VERIFY. CONTRACTOR understands that E-Verify is the federal program operated by the United States Department of Homeland Security and other federal agencies, or any successor or equivalent program used to verify the work authorization of newly hired employees pursuant to federal law in accordance with §64-25(5) of the North Carolina General Statutes. Provided that CONTRACTOR is a person, business entity, or other organization that transacts business in this State and that employs 25 or more employees in this State, then CONTRACTOR understands and certifies that they shall verify the work authorization of the employee through E-Verify in accordance with §64-26(a) of the North Carolina General Statutes. CONTRACTOR further certifies that their subcontractors comply with E-Verify pursuant to federal law, and CONTRACTOR will ensure compliance with E-Verify by any subcontractors subsequently hired by CONTRACTOR. 26. EXCLUSIVE CONTRACT. This Contract is not intended to serve for the benefit of any third party. The rights and obligations herein belong exclusively to the entities which are parties hereto and no third party shall rely upon anything contained herein as a benefit to that third party. 091223 ws Pg. 51 Page 6 of 8 27. SAVINGS CLAUSE. In the event any provision of this Contract is adjudged to be unenforceable or found invalid, such provision shall be stricken and the remaining provisions shall be valid and enforceable. 28. APPEALS. The contract herein shall include 100 person days of appeals. Any days beyond 100 shall be invoiced at $800 per person per day. 29. FORCE MAJEURE. In no event shall the CONTRACTOR be responsible or liable for any failure or delay in the performance of its obligations hereunder arising out of or caused by, directly or indirectly, forces beyond its control, including, without limitation, strikes, work stoppages, accidents, acts of war or terrorism, civil or military disturbances, nuclear or natural catastrophes or acts of God, and interruptions, loss or malfunctions of utilities, communications or computer (software and hardware) services; it being understood that the CONTRACTOR shall use reasonable efforts which are consistent with accepted practices in the appraisal industry to resume performance as soon as practicable under the circumstances. IN TESTIMONY WHEREOF, the parties have expressed their agreement to these terms by causing this Service Contract to be executed by their duly authorized officer or agent. COUNTY OF HARNETT _________________________________ Matthew Nicol, Chairman Harnett County Board of Commissioners ATTEST: __________________________________ Name, Title STATE OF NORTH CAROLINA COUNTY OF HARNETT I, ____________________, a Notary Public of the County and State aforesaid, certify that Matthew Nicol personally came before me this day who being by me duly sworn, deposes and says: that he is the Chairman of the Harnett County Board of Commissioners and Melissa Capps is the Clerk of said Board, that the seal affixed to the foregoing instrument is the official seal of Harnett County, that said instrument was signed by him, attested by said Clerk and the County’s seal affixed thereto, all by authority of the Board of Commissioners of said County, and the said Matthew Nicol acknowledged said instrument to the act and deed of Harnett County. Witness my hand and official stamp or seal, this the _____ day of _________________, 20_____. ______________________________ Notary Public My Commission Expires: ______________________ 091223 ws Pg. 52 Page 7 of 8 [SEAL] CONTRACTOR By:__________________________________________ Authorized Representative Print Name/Title:_____________________________ ATTEST: _______________________________________ Name, Title STATE OF NORTH CAROLINA COUNTY OF _________________ I, ______________________________, a Notary Public of the County and State aforesaid, do hereby certify that____________________________, personally appeared before me this day and acknowledged that he/she is__________________________, and that by authority duly given and as an act of the Contractor, the foregoing instrument was signed in its name by its______________, sealed with its corporate seal, and attested by the foregoing as its Secretary. Witness my hand and official stamp or seal, this the _____ day of _________________, 20_____. ______________________________ Notary Public My Commission Expires: ______________________ [SEAL] ATTACHMENT 1, RFQ 2026 This instrument has been preaudited in the manner required by the Local Government Budget and Fiscal 091223 ws Pg. 53 Page 8 of 8 Control Act. By:__________________________________ Name: Kimberly Honeycutt Title: County Finance Officer 091223 ws Pg. 54 Item 6 091223 ws Pg. 55 091223 ws Pg. 56 091223 ws Pg. 57 091223 ws Pg. 58 091223 ws Pg. 59 091223 ws Pg. 60 091223 ws Pg. 61 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\7.1 agendaform2023 MCA-Motorola 2023 0912.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Motorola VHF paging system upgrade REQUESTED BY: Ira Hall, Chief Information Officer REQUEST: We are seeking approval for a paging system upgrade to replace outdated and aging equipment. This upgrade will affect our five tower sites, Lillington, Erwin, Angier, Micro Tower, Oakridge and our 911 communication center. This will replace our existing VHF System for fire/EMS paging. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 7 091223 ws Pg. 62 091223 ws Pg. 63 091223 ws Pg. 64 091223 ws Pg. 65 091223 ws Pg. 66 091223 ws Pg. 67 091223 ws Pg. 68 091223 ws Pg. 69 091223 ws Pg. 70 091223 ws Pg. 71 091223 ws Pg. 72 091223 ws Pg. 73 091223 ws Pg. 74 091223 ws Pg. 75 091223 ws Pg. 76 091223 ws Pg. 77 091223 ws Pg. 78 091223 ws Pg. 79 091223 ws Pg. 80 091223 ws Pg. 81 091223 ws Pg. 82 By: _________________ Matthew B. Nicol Chairman Date:_______________ 091223 ws Pg. 83 091223 ws Pg. 84 091223 ws Pg. 85 091223 ws Pg. 86 091223 ws Pg. 87 091223 ws Pg. 88 091223 ws Pg. 89 091223 ws Pg. 90 091223 ws Pg. 91 091223 ws Pg. 92 091223 ws Pg. 93 091223 ws Pg. 94 091223 ws Pg. 95 091223 ws Pg. 96 091223 ws Pg. 97 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Solid Waste -Osborn Contract Services, Inc. (transfer station floor repair) REQUESTED BY: Chad Beane REQUEST: Award contract to Osborne Contract Services, Inc to repair the Dunn Erwin Transfer Station floor. Bids were received through the proper procurement process and after reviewing the references provided, review of proposal by our engineering firm and the extensive experience that this vendor has with Transfer Station floor repair, we ask for Board approval to move forward with the process to award the contract to Osborn Contract Services, Inc. with a not to exceed amount of $276,247.00. FINANCE OFFICER'S RECOMMENDATION: COUNTY MANAGER'S RECOMMENDATION: S:\Kelly J Smith\2023-2024\Agendas -board\Osbom -agendaform2023.docx 1 of 1 Page Item 8 091223 ws Pg. 98 091223 ws Pg. 99 091223 ws Pg. 100 091223 ws Pg. 101 091223 ws Pg. 102 091223 ws Pg. 103 091223 ws Pg. 104 091223 ws Pg. 105 091223 ws Pg. 106 091223 ws Pg. 107 091223 ws Pg. 108 091223 ws Pg. 109 091223 ws Pg. 110 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\9.1.1 Greenfield_Agenda Form.docx Page 1 of 2 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Proposed Zoning Change: Case # PLAN2307-0005 REQUESTED BY: Mark Locklear, Development Services REQUEST: Landowner / Applicant: LGI Homes NC, LLC/ Greenfield Communities; 35.36 +/- acres; PIN # 0655-02-6490.000; Proposed rezoning from the RA-40 to the RA-30 zoning district; Piney Grove Rawls Rd., Fuquay-Varina; Hectors Creek Township. Development Services staff recommends approval of the proposed zoning change based on compatibility with the surrounding land uses as well as the availability of water and sewer. Additional Information: At the September 5th Planning Board meeting, the board voted 4-0 to recommend approval of the rezoning due to the compatibility with surrounding land uses as well as the availability of water and sewer. -Three residents from the adjacent development, the Regalwood subdivision, were present to speak in opposition of the requested rezoning. The residents opposed a possible connection to the Regalwood Subdivision road stub, Sherman Drive, in the event that the subject property is developed as a major subdivision due to a possible increase in traffic. Residents stated that the current width of Sherman Rd. cannot accommodate an increase in residential or construction traffic and expressed concerns of the safety and accessibility of the active open space for the subdivision. The residents also opposed the request to rezone due to concerns that the lot and home sizes would be incompatible with the current lot and home sizes in their existing subdivision. Item 9 091223 ws Pg. 111 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\9.1.1 Greenfield_Agenda Form.docx Page 2 of 2 FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: 091223 ws Pg. 112 091223 ws Pg. 113 091223 ws Pg. 114 091223 ws Pg. 115 091223 ws Pg. 116 091223 ws Pg. 117 091223 ws Pg. 118 091223 ws Pg. 119 091223 ws Pg. 120 STAFF REPORT Page 1 of 8 REZONING STAFF REPORT Case: PLAN2307-0005 Sarah Arbour, Long Range Planner sarbour@harnett.org Phone: (910) 814-6414 Fax: (910) 814-8278 Planning Board: September 5, 2023 County Commissioners: September 18, 2023 Requesting a change of zoning from RA-40 to RA-30 Applicant Information Owner of Record: Applicant: Name: LGI Homes NC LLC Name: Greenfield Communities Address: 1450 Lake Robbins Dr. Suite 430 Address: 8601 Six Forks Rd., Suite 270 City/State/Zip: The Woodlands, TX 77380 City/State/Zip: Raleigh, NC 27615 Property Description PIN(s): 0655-02-6490.000 Acreage: 35.36 Address/SR No.: Piney Grove Rawls Rd., Fuquay-Varina Township: (09) Johnsonville (10) Lillington (11) Neill’s Creek (12) Stewart’s Creek (13) Upper Little River (01) Anderson Creek (02) Averasboro (03) Barbecue (04) Black River (05) Buckhorn (06) Duke (07) Grove (08) Hectors Creek Vicinity Map 091223 ws Pg. 121 STAFF REPORT Page 2 of 8 Physical Characteristics Site Description: The site is a +/- 35 acre undeveloped tract of land. There is a pond located in the NW section of the property and a small, private cemetery along the south property line. Surrounding Land Uses: Surrounding land uses consist of single-family residences, and agricultural activities. The property is located to the west of the Regalwood subdivision and to the south of the Serenity Planned Unit Development (PUD) – an approximately 573 acre development with 1,190 proposed lots, and an overall permitted density of over 2.39 acres. Surrounding Projects and Developments 091223 ws Pg. 122 STAFF REPORT Page 3 of 8 Services Available Water: Public (Harnett County) Private (Well) Other: Unverified Sewer: Public (Harnett County) Private (Septic Tank) Other: unverified Transportation Annual Daily Traffic Count: Annual average daily trips Piney Grove Rawls Rd. – 8400 Site Distances: Good Zoning District Compatibility CURRENT REQUESTED RA-40 RA-30 Parks & Rec X X Natural Preserves X X Bona Fide Farms X X Single Family X X Manufactured Homes, (with design criteria) X With SUP Manufactured Homes X With SUP Multi-Family X With SUP Institutional X X Commercial Services X With SUP X With SUP Retail Wholesale Industrial Manufacturing The following is a summary list of potential uses. For all applicable uses for each Zoning district please refer to the UDO’s Table of Uses. 091223 ws Pg. 123 STAFF REPORT Page 4 of 8 Land Use Classification Compatibility Site Photos Land Use ZONING Agricultural/ Rural Residential RA-30 C Parks & Rec X X Natural Preserves X X Bona Fide Farms X X Single Family X X Manufactured Homes, Design Regulated X With SUP Manufactured Homes X With SUP Multi-Family X With SUP Institutional X X Commercial Service X With SUP Retail Wholesale Industrial Manufacturing The above is a summary list of potential uses. For all applicable uses for each Zoning district please refer to the UDO’s Table of Uses. 091223 ws Pg. 124 STAFF REPORT Page 5 of 8 Road View 091223 ws Pg. 125 STAFF REPORT Page 6 of 8 Evaluation Yes Yes No No The IMPACT to the adjacent property owners and the surrounding community is reasonable, and the benefits of the rezoning outweigh any potential inconvenience or harm to the community. REASONING: The impact to the adjacent property owners is reasonable, and the benefits of the rezoning outweigh any potential inconvenience or harm to the community. The requested rezoning of the property to RA-30 may result in the expansion of sewer service for future development, and may improve the existing road network for the adjacent developments via connection to stub roads in adjacent developments. The requested zoning district is COMPATIBLE with the existing Land Use Classification. REASONING: The requested zoning district is not fully compatible with the Agricultural and Rural Residential land use classification. Typically, this land use classification is primarily for agricultural and low-density residential land uses, and is located in areas of the County that lack utility infrastructure and rely on septic system for wastewater treatment. However, the recent introduction of sewer to the area has made the land more suitable for higher density residential developments and greater use intensities. As a result, the existing land uses in the area have changed considerably and no longer reflect the typical development patterns compatible with the existing future land use classification, which was adopted in 2016. The future land use classification in this area will be re- evaluated through the comprehensive land use plan update in the coming months. Yes No The proposal does ENHANCE or maintain the public health, safety and general welfare. REASONING: The requested zoning designation would enhance the public health, safety and general welfare due to the potential for increased connectivity of the road network through the potential road connections from the Serenity development to the north and the Regalwood Development to the south. Yes No The request is for a SMALL SCALE REZONING and should be evaluated for reasonableness. REASONING: The request does not need to be evaluated for Small Scale Rezoning 091223 ws Pg. 126 STAFF REPORT Page 7 of 8 based on the size of the property and the similarity of permitted uses in the requested zoning district. Suggested Statement-of-Consistency (Staff concludes that…) As stated in the evaluation, the requested rezoning to RA-30 is reasonable due to the compatibility with surrounding land uses and the availability of public water and public sewer. Therefore, it is recommended that this rezoning request be APPROVED. Additional Information On September 5, 2023 the Harnett County Planning Board voted unanimously (4-0) to recommend approval of this rezoning due to the growth patterns in this area. Three residents were present from the adjacent Regalwood subdivision to speak in opposition of the proposed rezoning. Concerns included: - The residents opposed a possible connection to the Regalwood Subdivision road stub, Sherman Drive, in the event that the subject property is developed as a major subdivision due to a possible increase in traffic. Residents stated that the current width of Sherman Rd. cannot accommodate an increase in residential or construction traffic and expressed concerns of the safety and accessibility of the active open space for the subdivision. -The residents also opposed the request to rezone due to concerns that the lot and home sizes would be incompatible with the current lot and home sizes in their existing subdivision. Standards of Review and Worksheet TYPICAL REVIEW STANDARDS The Planning Board shall consider and make recommendations to the County Board of Commissioners concerning each proposed zoning district. The following policy guidelines shall be followed by the Planning Board concerning zoning districts and no proposed zoning district will receive favorable recommendation unless: Yes No A. The proposal will place all property similarly situated in the area in the same category, or in appropriate complementary categories. Yes No B. There is convincing demonstration that all uses permitted under the proposed district classification would be in the general public interest and not merely in the interest of the individual or small group. Yes No C. There is convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) Yes No D. There is convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. Yes No E. The proposed change is in accordance with the comprehensive plan and sound planning practices. GRANTING THE REZONING REQUEST Motion to grant the rezoning upon finding that the rezoning is reasonable based on All of the above findings of fact A-E being found in the affirmative and that the rezoning advances the public interest. DENYING THE REZONING REQUEST Motion to deny the rezoning upon finding that the proposed rezoning does not advance the public interest and is unreasonable due to the following: 091223 ws Pg. 127 STAFF REPORT Page 8 of 8 The proposal will not place all property similarly situated in the area in the same category, or in appropriate complementary categories. There is not convincing demonstration that all uses permitted under the proposed district classification would be in the general public interest and not merely in the interest of the individual or small group. There is not convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) There is not convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. The proposed change is not in accordance with the comprehensive plan and sound planning practices. The proposed change was not found to be reasonable for a small scale rezoning 091223 ws Pg. 128 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\9.2.1 CE Group_Comm_Agenda Form.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Proposed Zoning Change: Case # PLAN2308-0003 REQUESTED BY: Mark Locklear, Development Services REQUEST: Landowner / Applicant: MVI Group, LLC / CE Group, Inc.; 10.10 +/- acres; Pin #0653-30-4549.000; From RA-20 M to Commercial Zoning District; Hector’s Creek Township; US Hwy 401 North. Development Services staff recommends approval of the proposed zoning change based on compatibility with the County's Land Use Plan. Additional Information: At the September 5th Planning Board meeting, the board voted 4-0 to recommend approval of the rezoning due to Land Use Plan compliance. -There was one resident present to speak in opposition of the requested rezoning. The resident expressed concerns that some of the uses permitted within the Commercial zoning district could have potential negative impacts on his family's adjacent properties with noise, light, and air pollution. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: 091223 ws Pg. 129 091223 ws Pg. 130 091223 ws Pg. 131 091223 ws Pg. 132 STAFF REPORT Page 1 of 6 REZONING STAFF REPORT Case: PLAN2308-0003 Sarah Arbour, Planner II sarbour@harnett.org Phone: (910) 814-6414 Fax: (910) 814-8278 Planning Board: September 5, 2023 County Commissioners: September 18, 2023 Requesting a Rezoning from RA-20M to Commercial Applicant Information Owner of Record: Applicant: Name: MVI Group, LLC Name: CE Group, INC. Address: 1611 Jones Franklin Rd., Ste 101 Address: 301 Glenwood Ave. Ste 220 City/State/Zip: Raleigh, NC 27606 City/State/Zip: Raleigh, NC 27603 Property Description PIN(s): 0653-30-4549.000 Acreage: 9.69 Address/SR No.: US 401 N., Fuquay-Varina, NC Township: (09) Johnsonville (10) Lillington (11) Neill’s Creek (12) Stewart’s Creek (13) Upper Little River (01) Anderson Creek (02) Averasboro (03) Barbecue (04) Black River (05) Buckhorn (06) Duke (07) Grove (08) Hectors Creek Vicinity Map 091223 ws Pg. 133 STAFF REPORT Page 2 of 6 Physical Characteristics Site Description: The property is a vacant, unimproved site currently used for agricultural purposes. Background: This section of the property was recently apart of a +/- 115 acre parent tract that extended over US HWY 401 N. The property has now been split into three tracts, with two located on the east side of US 401 N. with frontage along Kipling Church Road. Surrounding Land Uses: The surrounding land uses consist of single-family residences and agricultural activities. There are various non-residential uses in the vicinity, including the religious institution, a post- office. Services Available Water: Public (Harnett County) Private (Well) Other: Unverified Sewer: Public (Harnett County) Private (Septic Tank) Other: unverified Transportation: Annual Average Daily Traffic is 11,000 daily trips for this section of US 401 N. Site Distances: Good 091223 ws Pg. 134 STAFF REPORT Page 3 of 6 Zoning District Compatibility Current RA-20M Requested Commercial Parks & Rec X X Natural Preserves X X Bona Fide Farms X X Single Family X Manufactured Homes, (with design criteria) X Manufactured Homes X Multi-Family X (with SUP) Institutional X X Commercial Services X (with SUP) X Retail X Wholesale X (with SUP) Industrial Manufacturing The following is a summary list of potential uses. For all applicable uses for each Zoning district please refer to the UDO’s Table of Uses Land Use Classification Compatibility ZONING LAND USE Commercial EMU & Rural Center Parks & Rec X X Natural Preserves X X Bona Fide Farms X X Single Family Manufactured Homes, Design Regulated Manufactured Homes Multi-Family Institutional X X Commercial Service X X Retail X X Wholesale X (with SUP) X Industrial X Manufacturing X The above is a summary list of potential uses. For all applicable uses for each Zoning district, please refer to the UDO’s Table of Uses. 091223 ws Pg. 135 STAFF REPORT Page 4 of 6 Site Photographs Site Site US 401 Road View- North US 401 Road View- South 091223 ws Pg. 136 STAFF REPORT Page 5 of 6 Across Road Evaluation Yes No The IMPACT to the adjacent property owners and the surrounding community is reasonable, and the benefits of the rezoning outweigh any potential inconvenience or harm to the community. REASONING : The requested zoning change to Commercial is reasonable as the property is located along a major thoroughfare, and there are several non-residential uses in the vicinity. Yes No The requested zoning district is COMPATIBLE with the existing Land Use Classification. REASONING : The requested zoning district is completely compatible with the underlying land uses, Employment Mixed Use and Rural Centers. These two land use classifications are development nodes designed to encourage commercial activity and economic development throughout the County. Yes No The proposal does ENHANCE or maintain public health, safety and general welfare. REASONING : The requested zoning would enhance or maintain public health, safety and general welfare due to a nonresidential growth patterns along US 401 and the required site improvements once developed for commercial use. Yes No The request is for a SMALL-SCALE REZONING and should be evaluated for reasonableness. REASONING : Due the compatibility of the requested zoning classification with the underlying land use and the proximity of the requested zoning classification to the subject property, the request does not need to be evaluated for reasonableness. Suggested Statement-of-Consistency (Staff concludes that…) As stated in the evaluation, the requested rezoning to Commercial would not have an unreasonable impact on the surrounding community based on the presence of the existing businesses in the area, the direct access to US HWY 401, the potential site improvements that would be required, and compatibility with the land use classifications. It is recommended that this rezoning request be APPROVED. Additional Information On September 5, 2023, the Harnett County Planning Board voted unanimously (4-0) to recommend approval of the requested rezoning due to the compatibility with the Harnett County Land Use Plan. 091223 ws Pg. 137 STAFF REPORT Page 6 of 6 -There was one resident present to speak in opposition of the requested rezoning. The resident expressed concerns that some of the uses permitted within the Commercial zoning district could negatively impact his family's adjacent properties with noise, light, and air pollution. Standards of Review and Worksheet TYPICAL REVIEW STANDARDS The Planning Board shall consider and make recommendations to the County Board of Commissioners concerning each proposed zoning district. The following policy guidelines shall be followed by the Planning Board concerning zoning districts and no proposed zoning district will receive favorable recommendation unless: Yes No A. The proposal will place all property similarly situated in the area in the same category, or in appropriate complementary categories. Yes No B. There is convincing demonstration that all uses permitted under the proposed district classification would be in the general public interest and not merely in the interest of the individual or small group. Yes No C. There is convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) Yes No D. There is convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. Yes No E. The proposed change is in accordance with the comprehensive plan and sound planning practices. GRANTING THE REZONING REQUEST Motion to grant the rezoning upon finding that the rezoning is reasonable based on All of the above findings of fact A-E being found in the affirmative and that the rezoning advances the public interest. DENYING THE REZONING REQUEST Motion to deny the rezoning upon finding that the proposed rezoning does not advance the public interest and is unreasonable due to the following: The proposal will not place all property similarly situated in the area in the same category, or in appropriate complementary categories. There is not convincing demonstration that all uses permitted under the proposed district classification would be in the general public interest and not merely in the interest of the individual or small group. There is not convincing demonstration that all uses permitted under the proposed district classification would be appropriate in the area included in the proposed change. (When a new district designation is assigned, any use permitted in the district is allowable, so long as it meets district requirements, and not merely uses which applicants state they intend to make of the property involved.) There is not convincing demonstration that the character of the neighborhood will not be materially and adversely affected by any use permitted in the proposed change. The proposed change is not in accordance with the comprehensive plan and sound planning practices. The proposed change was not found to be reasonable for a small scale rezoning 091223 ws Pg. 138 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2023\091223 ws\10.1 carver's creek agenda item.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: September 18, 2023 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Final Nonprofit Funding Agreement REQUESTED BY: County Manager's Office (Ally Fouts) REQUEST: In the State of North Carolina's 2022-23 budget, $1.5 million was allocated to Harnett County to be passed along to 46 subrecipients, as specified by Senator Burgin. Administration is requesting approval of a funding agreement with the North Carolina Department of Natural and Cultural Resources to create a Harnett County entrance to Carver's Creek State Park. Once the NC Department of Natural and Cultural Resources receives their allocation, the granting of funds to all 46 subrecipients will be completed. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 10 091223 ws Pg. 139 MOA 3005 – County of Harnett Page 1 of 6 MEMORANDUM OF AGREEMENT COUNTY OF HARNETT AND NORTH CAROLINA DEPARTMENT OF NATURAL AND CULTURAL RESOURCES CONTRACT NUMBER 3005 This Memorandum of Agreement is hereby made between County of Harnett, 455 McKinney Parkway, P.O. Box 238, Lillington, North Carolina 27546, (910) 814-6006, afouts@harnett.org (hereinafter referred to as “County”) and the North Carolina Department of Natural and Cultural Resources, Division of Parks and Recreation, 109 East Jones Street, Raleigh, NC, 27601-1023, with a mailing address of 4605 Mail Service Center, Raleigh, NC 27699-4605 (hereinafter referred to as “Department” and together, the “Parties”). The Terms “Agreement” and “Contract” are used interchangeably to refer to this Memorandum of Agreement. WITNESSETH WHEREAS, County desires to engage the Department to perform the services hereinafter described; THEREFORE, County and Department do mutually agree and Contract as follows: 1. Contractual Status: County and Department agree that Department shall perform the services required of Department herein set forth; provided that Department is not and will not by virtue of this contract acquire the status of an employee of the County. 2. Time of Performance: The effective date of this Agreement is upon final signature of the Parties and shall end June 30, 2024. 3. Time of Essence: Time is of the essence in performing all activities regarding this Agreement. 4. Scope of Services: Department will: A. Use the County provided funds to plan and began the implementation of an entrance to Carver’s Creek State Park within Harnett County. B. Implement adequate internal controls over disbursements. C. Pre-audit all vouchers presented for payment to determine: • Validity and accuracy of payment • Payment due date • Adequacy of documentation supporting payment • Legality of disbursement D. Assure adequate control of signature stamps/plates. E. Assure adequate control of negotiable instrument. F. Implement procedures to ensure that account balance is solvent and reconcile the account monthly. DocuSign Envelope ID: DD2B1F1B-A862-49DF-B634-88901AFE6364 091223 ws Pg. 140 MOA 3005 – County of Harnett Page 2 of 6 G. Provide quarterly reporting to County detailing disbursements of transferred funds. Department shall exclude all refundable sales and use taxes from all reportable expenditures before the expenses are entered. County will: A. Pay the Department one (1) lump sum payment of one hundred thousand dollars ($100,000.00) within fourteen (14) days of the execution of this Agreement. 5. Compensation: County agrees that it will pay Department an amount not to exceed $100,000.00 for the services as specified in the Scope of Services. ABSOLUTELY NO VERBAL CHANGES SHALL BE MADE TO THIS CONTRACT. 6. Invoice: Payment under this Agreement will be made upon receipt of an original invoice from Department setting forth the amount due and payable pursuant to Paragraph 5, Compensation, of this Agreement. 7. Payment Terms: Payment terms are not later than thirty (30) days after receipt of correct invoices. 8. Agreement Administrators: The Agreement Administrators are as follow: Department Agreement Administrator: For All Day-To-Day Activities Described in Scope of Services Eric Estes Deputy Director of Administration NC Division of Parks and Recreation NC Department of Natural and Cultural Resources Mailing Address: 1615 Mail Service Center, Raleigh, NC 27699-1615 Telephone: 919-707-9334 Email: eric.estes@ncparks.gov Department Agreement Administrator: For Contract Issues Cynthia Armes Director of Procurement NC Department of Natural and Cultural Resources Office Address: 109 E. Jones Street, Raleigh, NC 27601-1023 Mailing Address: 4605 Mail Service Center, Raleigh, NC 27699-4605 Telephone: 919-814-6728 Email: cynthia.armes@ncdcr.gov County Agreement Administrator Ally Fouts Lead for North Carolina Fellow County of Harnett Office Address: 455 McKinney Pkwy, Lillington, NC 27546 Mailing Address: P.O. Box 759, Lillington, NC 27546 Email: afouts@harnett.org 9. Availability of Funds: All terms and conditions of this Agreement are dependent upon and subject to the allocation of funds for the purposes set forth and the Agreement shall automatically terminate if funds cease to be available. DocuSign Envelope ID: DD2B1F1B-A862-49DF-B634-88901AFE6364 091223 ws Pg. 141 MOA 3005 – County of Harnett Page 3 of 6 10. Compliance with Laws: The Parties shall comply with all laws, ordinances, codes, rules, regulations, and licensing requirements that are applicable to the conduct of its business, including those of federal, state, and local agencies having jurisdiction and/or authority. 11. Governing Law: This Agreement is made under and shall be governed and construes in accordance with the laws of the State of North Carolina. 12. Situs: The place of this Agreement, its situs and forum, shall be North Carolina, where all matters, whether sounding in contract or tort, relating to its validity, construction, interpretation and enforcement shall be determined. 13. Independent Contractor: The Department shall be considered to be an independent Contractor and as such shall be wholly responsible for the work to be performed and for the supervision of its employees. The Department represents that it has, or will secure at its own expense, all personnel required in performing the services under this Agreement. Such employees shall not be employees of or have any individual contractual relationship with County. 14. Force Majeure: Neither party shall be deemed to be in default of its obligations hereunder if and so long as it is prevented from performing such obligations by any act of war, hostile foreign action, nuclear explosion, riot, strikes, civil insurrection, pandemic, earthquake, hurricane, tornado, or other catastrophic natural event or act of God. 15. Termination for Convenience: Either Party may terminate this Agreement upon thirty (30) days’ notice in writing to the other Party for any or no reason. Whereupon the Agreement will be deemed canceled and of no further force and effect as of the date of termination stated in said notice except as to obligations accrued between Parties up to the time of such termination. 16. Termination for Cause: If, through any cause, a party to this Agreement shall fail to fulfill in a timely and proper manner the obligations under this Agreement, then the other Party shall thereupon have the right to terminate this Agreement by giving written notice to the breaching Party of such termination and specifying the effective date thereof, at least thirty (30) days before the effective date of termination. 17. Confidentiality: Any information or documents given to, prepared by, obtained by, or assembled by Department under this Agreement shall be kept confidential and not disclosed without the prior written approval of County. 18. Copyright: No deliverable items produced in whole or in part under this Agreement shall be the subject of an application for copyright by or on behalf of the Department. Notwithstanding the foregoing, the Parties shall retain ownership rights to any copyrighted works developed independently under this agreement in accordance with U.S. copyright law. 19. Access to Persons and Records: The North Carolina State Auditor and the Department’s internal auditors shall have access to persons and records as a result of all contracts or grants entered into by State agencies or political subdivisions in accordance with General Statute 147-64.7 and Session Law 2010-194, Section 21 (i.e., the State Auditors and internal auditors may audit the records related to this Agreement to verify accounts and data affecting fees or performance). Both Parties shall retain all records for a period of five (5) years following completion of the contract. 20. Assignment: This Agreement or any interest therein shall not be assigned or transferred by the Department. The Department shall not subcontract any work to be performed pursuant to this Agreement without the written approval of the County. No DocuSign Envelope ID: DD2B1F1B-A862-49DF-B634-88901AFE6364 091223 ws Pg. 142 MOA 3005 – County of Harnett Page 4 of 6 assignment of the Department’s obligations nor the Department’s right to receive payment hereunder shall be permitted. However, upon written request approved by the issuing purchasing authority, the County may: a. Forward the Department’s payment check(s) directly to any person or entity designated by the Department, or b. Include any person or entity designated by Department as a joint payee on the Department’s payment check(s). In no event shall such approval and action obligate the County to anyone other than the Department and the Department shall remain responsible for fulfillment of all contract obligations. 21. Affirmative Action: The Department shall take affirmative action in complying with all Federal and State requirements concerning fair employment and employment of people with disabilities and concerning the treatment of all employees without regard to discrimination by reason of race, color, religion, sex, national origin, age, sexual orientation, or disability. 22. Insurance: County acknowledges and agrees that Department of Natural and Cultural Resources, is a department of the State of North Carolina that has made the decision to self-insure and that the State’s decision to self-insure satisfies any and all insurance requirements in regard to this Agreement and all subsequent actions taken hereunder. The Department shall provide County within thirty (30) days written notice of any alteration or material change to State’s decision to self-insure. 23. Amendments: This Contract shall not be amended orally or by performance, but only by written amendments duly executed by the County and the Department. 24. Entire Agreement: This contract and any documents incorporated specifically by reference represent the entire agreement between the parties and supersede all prior oral or written statements or agreements. All promises, requirements, terms, conditions, provisions, representations, guarantees, and warranties contained herein shall survive the contract expiration or termination date unless specifically provided otherwise herein, or unless superseded by applicable Federal or State statutes of limitation. 25. Sovereign Immunity: Notwithstanding any other term or provision in The Contract, nothing herein is intended nor shall be interpreted as waiving any claim or defense based on the principle of sovereign immunity or other State or federal constitutional provision or principle that otherwise would be available to a State under applicable law. 26. General Indemnity: Each Party shall be responsible for the negligent and intentional conduct of its officers and the employees arising out of the performance of this Agreement to the extent permitted by the laws of North Carolina, including the North Carolina Tort Claims Act, the Defense of State Employees Act, and the Excess Liability Policy administered through the North Carolina Department of Insurance, subject to the availability of appropriations and in proportion to and to the extent that such liability for damages is caused by or results from the acts of each party, its officers or employees. 27. N.C. G.S.§ 133-32: It is unlawful for any vendor or Contractor to make gifts or to give favors to any State employee of the Department. This prohibition covers those vendors and Contractors who: (1) have a contract with a governmental agency, (2) have performed under such a contract within the past year, or (3) anticipate bidding on such a contract in the future. 28. Limitation on Warranties: To the fullest extent allowable under applicable law, services and deliverables provided to Department pursuant to this agreement are DocuSign Envelope ID: DD2B1F1B-A862-49DF-B634-88901AFE6364 091223 ws Pg. 143 MOA 3005 – County of Harnett Page 5 of 6 provided "as is" without warranty of any kind, either express or implied, including but not limited to, the implied warranties of merchantability, or fitness for a particular purpose. 29. Contract Documents: The Contract shall consist of the following documents in order of precedence: (a) Amendments to this Contract, if any; (b) This Contract; In the event of a conflict between or among the terms of the Contract Documents, the term in the Contract Document with the highest precedence shall prevail. Amendments to the Agreement (if any) shall have the highest precedence, the Contract shall have the second highest precedence. These documents shall constitute the entire agreement between the parties and supersede all other prior oral or written statements or agreements. DocuSign Envelope ID: DD2B1F1B-A862-49DF-B634-88901AFE6364 091223 ws Pg. 144 MOA 3005 – County of Harnett Page 6 of 6 SIGNATURE PAGE IN WITNESS WHEREOF, County and Department have each executed this Agreement. COUNTY OF HARNETT Brent Trout County Manager Date This instrument has been preaudited in the manner required by the Local Government Budget and Fiscal Control Act. Kimberly Honeycutt Finance Officer Date NORTH CAROLINA DEPARTMENT OF NATURAL AND CULTURAL RESOURCES Jeff Michael Deputy Secretary of Natural Resources Date APPROVED AS TO RECEIPT OF FUNDS 4601-437990-1680504 Joshua Davis Chief Financial Officer Date APPROVED FOR CONTRACT Cynthia Armes Director of Procurement Date DocuSign Envelope ID: DD2B1F1B-A862-49DF-B634-88901AFE6364 8/31/2023 9/5/2023 9/5/2023 9/5/2023 9/5/2023 091223 ws Pg. 145 Page 1 SEPTEMBER 12, 2023 APPOINTMENTS NEEDED TRIANGLE SOUTH WORKFORCE DEVELOPMENT BOARD Harnett County needs to replace one (1) non-participatory member on this Board for a Joint Labor- Management, or union affiliated, registered apprenticeship program representative. HARNETT COUNTY BOARD OF EQUALIZATION AND REVIEW There is one (1) vacancy on this Board, an at-large member. DANGEROUS DOG COMMITTEE There is one (1) vacancy for an alternate on this Board. The vacancy is not district sensitive. HOME & COMMUNITY BLOCK GRANT COMMITTEE There is one (1) vacancy for an older consumer on this Board. JUVENILE CRIME PREVENTION COUNCIL There are three (3) vacancies on this Board. The vacancies are not district sensitive but are position specific, as County Commissioner Appointee. HISTORIC PROPERTIES COMMISSION There are five (5) vacancies on this Board. The vacancies are for District 1, 2, 3, 5 and two alternates. The qualification of members pursuant to Section 2.2 of the Historic Properties Commission Ordinance state, “A majority of the member of the HPC shall have demonstrated special interest, experience or education in history, architecture, archaeology, or related fields.” (Excerpt from Ordinance attached). HARNETT COUNTY COMMISSION FOR WOMEN AND YOUTH There are two (2) vacancies on this Board, District 2, and District 3. We have received a resignation from Karen Boyd. She currently serves as a District 5 representative. Ms. Boyd has relocated and is no longer eligible for membership. Item 11 091223 ws Pg. 146 091223 ws Pg. 147 091223 ws Pg. 148 MEMORANDUM Date: September 12, 2023 To: Harnett County Board of Commissioners Through: Brent Trout, County Manager From: Mike Morrow, Assistant County Manager Subject: 4th Quarter TEAM Harnett Performance Management Report As you know, on July 17, 2023, the Board of Commissioners adopted a resolution supporting high performance and government innovation with the TEAM Harnett Performance Management Plan. The 4th Quarter TEAM Harnett Performance Management report is attached for your review. A summary of the findings over the last quarter are below: We reviewed 37 Key Strategic Actions and Other Strategic Actions directly related to the Harnett County Strategic Plan Status of action items as of March 31, 2023 o 40% are pending action o 25% are In-Process o 35% are Completed Status of action items as of June 30, 2023 o 35% are pending action o 19% are In-Process o 46% are Completed In the next quarter, staff will begin to plan for the development of departmental business plans with our partners from the UNC School of Government and departmental staff. Business plans will be directly related to the Strategic Plan and the TEAM Harnett Performance Management plan showing how the department relates to the business of the County. If you have any questions regarding this information, please feel free to contact me to discuss. attachments TEAM Harnett Strategic Performance Scorecard TEAM Harnett RAIL worksheet TEAM Harnett Key Strategic Actions and Other Strategic Actions worksheets Item 12 091223 ws Pg. 149 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 1.1.1 # of meetings conducted To maintain communication Workload Executive Assistant Calendar County Manager 30-Jun-23 1.1.2 % of BOC and BOE that are satisfied with the level of coordination To maintain communication Effective Executive Assistant Survey 95% satisfaction rating 1.1.3 # enrolled under the Harnett Promise Program Collaboration with the County, the Schools and the College Insures that an educated and qualified workforce is available for Workload Budget Director Central Carolina Community College County Manager 210 118; 122 98 1.1.4 Graduation rate of the Harnett Promise program Collaboration with the County, the Schools and the College Insures that an educated and qualified workforce is available for industry looking to locate in Harnett County. Encourages graduates to remain and invest in the County rather than moving to other areas. Effective Budget Director Central Carolina Community College County Manager 80% graduation rate 1.2.1 # of capital projects funded for HCS Allows County/School to maintain a planned funding schedule of projects; keeps strategic plan on track for both Boards and eliminates diversions. Finance Officer and Budget Director Debt Affordability Analysis/Project Ledger - Munis Finance Officer and Budget Director 2 1 0 1 4 1.2.2 Total annual budget for school construction ADD SPECIFIC DEFINITION- what to include? 1.2.3 # of schools constructed for HCS To maintain proper school student ratio in the system; To address overcrowding as the population in the County grows Finance Officer Debt Affordability Analysis County Manager 0 0 0 1 On target Construct one school every 4 years 1.3.1 Turnover rate for instructional staff Provides indication of staffing levels and if funding meets or has positive impact on teacher retention Budget Director Department of Public Instruction website County Manager 6.60%10.00%11.20%No greater than the state average rate (8.2%) 1.3.2 % vacancies on first day of school for instructional staff Provides indication of staffing levels and if funding meets or has positive impact on teacher retention Budget Director Department of Public Instruction website County Manager 2.30%2.50%2.40%No greater than the state average rate (4.0%) 1.3.3 % of instructional staff that transfers to another county Provides indication of staffing levels and if funding meets or has positive impact on teacher retention Budget Director Department of Public Instruction website County Manager 6.10%6.70%4.50%No greater than the state average rate (2.96%) 1.3.4 Student/teacher ratio for Harnett County Schools Met (Yes or No) Provides indication of staffing levels and if funding meets or has positive impact on teacher retention. WHAT IS THE RATIO? Budget Director School Human Resources Department/NC School Report Cards Website County Manager Y Unknown - Pandemic Y Y On target 1:18-K; 1:16-1; 1:17 2- 3 (Y or N); 1:24 - 4-12 (Y or N) 1.4.1 % increase in state funding for Harnett County Schools (Operating) Need to ensure proper state funding for education purposes to relieve burden on HC tax payers. Harnett County Schools Finance Officer Harnett County Schools Finance Officer Calculate the percent change annually County Manager 3% increase in state funding 1.4.2 Adoption of state advocacy agenda (Yes or No) To have proper policies and regulation to govern the school district's operations Lobbying Firm Lobbying firm reports County Manager Yes 1.2 Maintain a long-term funding plan for capital needs DRAFT FY 2023 Harnett County Strategic Performance Scorecard Maintain effective collaboration with Harnett County Schools to coordinate budget process, capital projects, and other initiatives Attract, support, and retain highly qualified and experienced public school teachers and staff Advocate for appropriate allocation of school funding from federal and state sources 1.4 1.3 1.1 Goal 1: Superior Education091223 ws Pg. 150 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 DRAFT FY 2023 Harnett County Strategic Performance Scorecard 2.1.1 # of days to fill a vacant position Working to reduce the time it takes to fill a position will assist in tracking the efficiency of the hiring process and how our hiring resources are being used in the situations of unforeseen vacancies. Efficiency Recruiting Specialist/ HR Director Neogov Calculate the staff time for hiring process HR Director 12/31/2023 2.1.2 Countywide overall turnover rate Loss of employees is a revenue loss to the County (resources, training, time) Effective HR Director Tyler ERP Resignations/Terminations against total employee population HR Director Ongoing 16.00%11.35%17.58%15.37% Overall employee satisfaction Improve employee retention, morale, and to know the climate of the employee population Effective HR Director Employee Survey last conducted 2019 Repeat previous questions to gauge employee feedback and interest HR Director 12/31/2023 2.1.3 % of supervisors trained Employees moving up to a supervisory role from a peer role needs the tools and KSAs to be successful in the role. Investment in Effective HR Director Neogov Learn/CCCC/Consultant Supervisors trained against total supervisors HR Director 12/31/2023 2.2.1 Harnett County received a clean audit To meet fiduciary responsibilities to citizens Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.2.2 % of Undesignated Fund Balance Board policy. Bond Ratings Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.2.3 County Bond Rating Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.2.4 % variance actual annual expenditure to budget To meet fiduciary responsibilities to citizens Finance Officer, Budget Officer, HR Manager GFOA, ICMA County Manager 2.3.1 % of Key Performance Indicators meeting established targets Validate the performance metrics of depts in coordination with the strategic plan Efficiency County Manager, Dept Heads Harnett County Annual Scorecard KPIs in development. Targets will be established in FY 24. County Manager 6/30/2024 2.3.2 % of Key Strategic Actions completed on time Validate schedules of projects and task associated with milestones Efficiency County Manager, Dept Heads Harnett County Key Strategic Action Report KPIs in development. Targets will be established in FY 24. County Manager 6/30/2024 2.3.3 % departments with Policies/ Standard Operating Procedures reviewed annually Internal review of processes affords accountability to the organization Efficiency County Manager, Dept Heads Individual departments conduct annual reviews. KPIs in development. Targets will be established in FY 24. County Manager 6/30/2024 2.3.4 % of Harnett employees acknowledging updated Policies/ Standard Operating Procedures Internal information on expectations for County staff Efficiency County Manager, Dept Heads Individual departments conduct annual reviews. KPIs in development. Targets will be established in FY 24. County Manager 6/30/2024 2.3.5 % of employees meeting or exceeding performance standards Management practices and HR assistance to lead and coach staff on work performance in organization Efficiency County Manager, Dept Heads Individual departments conduct annual reviews. KPIs in development. Targets will be established in FY 24. County Manager 6/30/2024 2.4.1 % of technology requests completed within a 4 day period. Provide excellent services to the internal and external customers Efficiency CIO Request Tracking software CIO 1/1/2024 90% within assigned SLA based on priority rating of requests 2.4.2 % of uptime for Core technology systems Application and technology must be available to provide efficient and timely services to our customers Effective CIO Network monitoring software CIO 1/1/2024 99% uptime of systems outside of normal maintenance windows2.5.1 # of continuous improvement projects implemented by the County Improvement Effective County Assistant Manager Rapid Process Improvement project charters Total number of projects closed in the FY. Assistant County Manager 6/30/2025 2.5.2 # of cyber security incidents Determine our core data and network security stance year over year IT Dept SEIM/SOC system along with actual incidents CIO 2.5.3 % of customers or citizens satisfied with overall county services Measures and provides a process for resident feedback for County services and provide levels of satisfaction and opinions. Community Relations Annual Citizens Survey County Manager, Department Heads Attract, retain and grow high performing employees 2.1 2.3 Foster culture of accountability through performance management and adherence to internal processes 2.5Goal 2: Organizational Excellence2.2 Lead the organization with best finance and budget practices 2.4 Seek new and best practice technology to improve processes in all operational areas Improve resident and customer experiences through efficient, high quality service delivery and continuous improvement 091223 ws Pg. 151 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 DRAFT FY 2023 Harnett County Strategic Performance Scorecard 3.1.1 # of acreage of Park Land To provide quality of life, health, and recreation of all citizens in all areas of the county. Workload Parks and Recreation Admin GIS Data in a excel spreadsheet Totals the acreage of all parcels Parks and Recreation Director 6/30/2023 1222 1222 1426 1426 1426 3.1.2 # of annual visitors to Harnett County Parks To provide accurate data in park usage rates to assist in determining park traffic and future planning. Workload Parks and Recreation Admin trafffic counters at each park- Departmental Reports- excel spreadsheet Adds total per park (with multipliers per park) Parks and Recreation Director 6/30/2023 247998 193517 235016 240767 267869 3.1.3 % of satisfied Parks and Recreation customers Effective citizen survey 3.1.4 # of miles of Greenway/Connector Trails To provide quality of life, health, and recreation for all citizens connecting all areas of the county and beyond. Workload Parks and Recreation Admin GIS Data Parks and Recreation Director 6/30/2023 9.65 9.65 17.02 17.02 17.62 3.2.1 # of tons of soil saved from erosion Indicator of protection of water quality and soil health. Effective Natural Resource Conservationist CS2 Report out of system Soil and Water Director 6/30/2023 9392 809 1858 1331 2139 3.2.2 # of acreage of conservation easement Indicator of conservation of natural resources and bolstering of agricultural economy and impacts on food supply and health and human safety. Effective Soil and Water Director VAD Enrollment/GIS Data/Deeds/ Farm Service Agency Field Maps Spreadsheet report and GIS Soil and Water Director 6/30/2023 22294 - VAD 485 - Cost Share 23930 - VAD 333 - Cost Share 24219 - VAD 789 - Cost Share 25094 - VAD 702 - Cost Share 25311- VAD 1413 - Cost Share # of families utilizing the Women's Infants and Children program Providing access to food and nutrition. Workload Public Health Administrator: Debra Hawkins Case loads Health Director # of Health and Nutrition programs taught to adults Providing education on how to increase access to healthy food and nutrition. Workload Family and Consumer Sciences Agent: Greg Huneycutt Extension Reporting System Cooperative Extension Director # of Health and Nutrition programs taught to youth Providing education on how to increase access to healthy food and nutrition. Workload 4-H Agent: Jackie Helton Extension Reporting System/4-H Online Cooperative Extension Director # of new beginning farmers Indicator of growing local food resources + economic viability of farming Workload Horticulture Agent: Selena McKoy; Agriculture Agent: Brian Parrish Extension Reporting System Cooperative Extension Director # of individuals who begin home food production by utilizing Cooperative Extension resources Providing education on growing your own food Workload Horticulture Agent: Selena McKoy Extension Reporting System Cooperative Extension Director # of individuals gaining knowledge of fruit and vegetable gardening Providing education on growing your own food Workload Horticulture Agent: Selena McKoy Extension Reporting System Cooperative Extension Director # of pounds of locally grown food donated to the local food pantries Access to healthy local foods is important to underserved audiences Workload Family and Consumer Sciences Agent, Agriculture Agent, 4-H Agent Extension Reporting System Cooperative Extension Director # of seniors utilizing the Elderly Nutrition Program Providing access to food and nutrition. Workload Public Health Administrator: Aging State reports Health Director # of electronic Food and Nutrition Service applications Provide easy access to apply for the Food and Nutrition Service Program through E- pass. Workload DSS Program Administrator NC FAST system DSS Director # of residents suffering from opiod abuse who receive service created from the Opiod Taskforce programs The more substance abuse patients we are able to provide support and resources to, the higher likelihood these patients will seek help and decrease abuse across the Workload Program Coordinator Future Program Records County Opioid/Substance Abuse Committee 30-Jun-24 # of opiod abuse education opportunities conducted Increased substance abuse education in the community will help residents not suffering from abuse assist their friends and loved ones who are, in turn decreased abuse Workload Program Coordinator Future Program Records County Opioid/Substance Abuse Committee 30-Jun-24 % of opiod recidivism (repeat calls to Opiod Taskfoce) This percentage will tell the effectiveness of the program and allow program operations to assess and revise as needed to provide the most beneficial service. Effective Program Coordinator Future Program Records County Opioid/Substance Abuse Committee n/a n/a n/a n/a Number of in-home Narcan kits provided to patients treated for overdose symptoms. The more Narcan distributed to the population will help reduce the overall overdose mortality rate in Harnett County. Workload Community Paramedics Community Paramedic Program EMS Chief 7/31/2023 n/a n/a n/a n/a % of emergency and public safety vehicles in preventive maintenance compliance Fiscal responsibility and safety of employees and citizens. Emergency vehicles need to be operational for instant response. All fleet vehicles, emergency and non-emergency, need to be serviced every 5,000 miles. Effective Fleet Mtnc. Supervisor TEAM Software System Reporting- EMS, Emergency Services, Sheriff, Animal Services Fleet Manager 30-Jun-23 0.00%Data Unavailable (old software) Data Unavailable (old software) Data Unavailable (migrating vehicles to Tyler EAM) 100% - 233 vehicles from 4 divisions in compliance. Number of rabies shots conducted per calendar year Rabies control is a pillar function of Animal Services - bite animals are a primary vector for potential rabies exposure Animal Services Manager PetPoint Software - Percentage of 'bite animals' compared to total # of calls Total # of rabies shots conducted per calendar year. Shorts are tracked on calendar year based tags General Services Director Data Unavailable 853 709 1057 1432 # of aggressive or dangerous dogs calls Public safety is elevated by aggressive and/or dangerous dogs. This data gives future planning in reference to Law Enforcement field responses. Animal Services Manager PetPoint Software - Percentage of LE request & reported aggressive/dangerous dog call to total calls General Services Director N/A N/A N/A 32.1% Average EMS reponse time to calls from dispatch to on scene. The quicker EMS units and providers can arrive to the scene of calls, the quicker life- saving care can be administered to patients. Reducing these times by mere seconds can mean the difference between life and death for the residents of Harnett County. EMS Compliance Division ESO Sum of all response times / total number of calls EMS Chief Ongoing 11:37 11:10 11:42 11:08 10:24 Preserve and enhance County residents' quality of life through open space, parks, recreation resources and greenways 3.1 Goal 3: Healthy & Safe Community3.2 Protect open space and natural resources Improve access to healthy food 3.3 3.5 Provide high quality emergency response and public safety Decrease alcohol and drug abuse 3.4 091223 ws Pg. 152 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 DRAFT FY 2023 Harnett County Strategic Performance Scorecard Percentage of "alive at discharge" rescuccitation patients. "Alive at dishcarge" percentages allow us to know if our protocols and procudures are effective. This allows us to track trends and EMS Compliance Division ESO EMS Chief Ongoing 5.83%6.11% % of successful completion to total referred youth offenders Youth offender crime unchecked has a propensity to lead to adult crimes at higher increasing levels. Holding offenders accountable earlier, providing mentorship & counseling helps mitigate potential negative future impact. Effectiveness Youth Restitution Coordinator NC Dept of Public Safety - NC ALLIES Client Tracking software Successful termination = "Clients will complete restitution or community services within the timeframe permitted by JCPC policy". - goals set annually General Services Director- Program Manager 96.77%98.53%100%100%89.6% # of art programs offered by or in partnership with Harnett County Government These activities enhance the quality of life, bring about personal enjoyment, enriching perspectives, intellectual stimulation, and opportunities for public involvement. Program Providers in County Departments Community Relations Director 21 4 27 49 53 # of participants attending or participating in arts related programs offered by or in partnership with Harnett County Government These activities enhance the quality of life, bring about personal enjoyment, enriching perspectives, intellectual stimulation, and opportunities for public involvement. Program Providers in County Departments Departmental Reports Community Relations Coordinator 7626 2294 16981 11318 25,005 Average cost per mile Access to public transportation is a fundamental component for healthy living, medical access and overall wellness seniors and low-income persons - monitoring/reduction of costs helps support overall system reliance. Efficency HARTS Transportation Manager CTS software / Required NCDOT Reporting Operation Stats (OpStats) (Cost per Mile ) General Services Director $1.80 $1.56 $1.87 $2.73 $2.77 % of trip denials Trip denials are largely due to resource shortage. Our target is to fulfill all customer requests for service on a timely basis. Workload HARTS Transportation Manager CTS software / Required NCDOT Reporting Operation Stats & Manager Monthly Tracking General Services Director N/A N/A N/A N/A 1818 % of satisfied customers Satisfied customers percentile indicates how well staff are meeting passenger expectations and the 'pulse' of the system Effectiveness HARTS Transportation Manager SURVEY General Services Director Dec-23 N/A N/A N/A N/A # of tonnage received To track future needs of solid waste site and available landfill space and to meet regulation requirements. Admin Asst (Solid Waste)Material Analysis Report and inspections, annual landfill capacity study reports Solid Waste Director 35093 tons C&D 36407 tons C&D 47942 tons C&D 46458 tons C&D # of landfill users identifying # of users is critical in making sure we can continue to accomodate and provide adequate space and resources to make sure citizens can utilize the facility Traffic counters were ordered & received but haven't been installed at all sites Solid Waste Director # of pounds of pesticide containers recycled Agriculture Agent Extension Reporting System Cooperative Extension Director # of pounds of pesticide collected Farmers and agricultural businesses need a place to safely dispose of materials Agriculture Agent Extension Reporting System Cooperative Extension Director 3.7 Support and promote transit system that allows citizen access to health, food and employmentGoal 3: Healthy & Safe CommunitySupport, promote and celebrate arts and culture 3.6 3.5 Provide high quality emergency response and public safety 3.8 Maintain a balanced solid waste management system of efficient and economical refuse collection, recycling and disposal services which benefits the citizens while following regulatory requirements. 091223 ws Pg. 153 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 DRAFT FY 2023 Harnett County Strategic Performance Scorecard 4.1.1 # of Business Retention and Expansion visits Provide resources that aid in the retainment and expansion companies and jobs Workload Business Retention and Expansion Director ED Staff tracking ED Director 30-Jun-23 8 The department began tracking in March 2023. This number represents 4 months. 12 4.1.2 # and type of company Requests for Information Provides insight into market demand and product needs Workload ED Director & Business Retention and Expansion Director ED Staff tracking ED Director June 30, 2023 # of permits issued for residential development Shows community is growing Workload Manager of Building Services Trakit Software Development Services Director 774 667 1,181 1,267 3,652 # of new preliminary major subdivisions shows number of planned developments Workload Manager of Planning Services Trakit Software Development Services Director 44 24 25 35 19 # of commercial permits issued Shows number of businesses coming to the area Workload Manager of Building Services TBD Development Services Director 346 # of non-residential permits and c/o's Measures the types of businesses coming to the area Workload ED Director TBD ED Director Amount of money allocated for CIP Shows commitment towards new infrastructure Effective HRW Admin/Staff HRWCIP HRW Director June 30, 2023 $10,684,216 $7,948,752 $13,925,108.00 $16,254,205.00 $17,078,580.00 # of active commercial water and sewer (utility accounts) Show business and industry growth Workload HRW Customer Svc Mgr.AUS Monthly Report HRW Director 614 621 618 633 674 # of take offs and landings Show usage of airfield which also helps with grant requests from the Division of Aviation Workload HRJ Director 1200 Aero HRJ Director 19,424 22,273 Track number of based aircraft at HRJ More aircraft equal more tax revenue and fuel sales Workload HRJ Director National Based Aircraft Registry HRJ Director 38 40 Measure the amount of affordable housing Helps community members achieve affordable homes. Effective General Services TBD General Svcs Director Track average home value vs. median income Shows if community members economic status is improving Effective HUD TBD HUD # of stakeholder and partner events Connects employers and support organizations ED Director TBD ED Director Percent of private funding vs Percent public funding Assesses employer support of an effective community ED Program ED Director Harnett County Economic Development Partnership Investor Relations Data ED Director 4.7 Leverage partners and stakeholders to enhance economic development capacity Provide well-planned communities with smart and sustainable growth strategies 4.2 Attract and retain a diverse and viable tax base with increased commercial and retail 4.3 Provide strategically- placed infrastructure for business and industry growth and attraction Goal 4: Economic Strength4.5 Enhance Harnett Regional Jetport's function as an economic engine for the county 4.6 Foster upward mobility and reduce poverty 4.4 Provide an effective economic development program 4.1 091223 ws Pg. 154 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 DRAFT FY 2023 Harnett County Strategic Performance Scorecard 5.1.1 # of opens for monthly citizen newsletter Informed citizens will be more engaged in community events and programs. Demonstrates how many citizens are engaged with County Government. Workload Community Relations Director with help from departments Mailchimp Analytics On June 30 (Yr. End) ALL open rates for each email sent to get the total for the FY. June 30, 2023 414 9646 7471 6622 11,564 5.1.2 Total number of social media engagements for the Harnett County Government social media platforms Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Helps conveny information in a controlled and encourages public participation. Effective Community Relations Director Hootsuite Analytics- data pulls from the Harnett County Government Facebook, Twitter, and Instagram social media On June 30 (Yr. End) Calculate the total # of opens divided by total recipeients X 100 18951 33000 26300 14311 13844 5.1.3 Total number of unique website views Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Workload IT Department Google Analytics Hootsuite Analytics- data pulls metric from the Harnett County Government Facebook, Twitter, and Instagram social media platforms 5.1.4 % of citizens satisfied with County communication efforts (Ratings 3-5) Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Helps County know Workload Community Relations Director with help from departments (working on pulling actuals f Citzen Communication Survey on Google Forms How many users visited a specific page where as pageviews display the total number of times any pages were visited, including multiple views from the same user. N/A 73.8 5.1.5 % of eligible veterans receiving benefits This measure helps us to understand the effectiveness of our outreach efforts Effective Director of Veteran Services Dept. of Veteran Affairs % taken from a state report Director of Veteran Services June 30, 2023 5.1.6 % of citizens satisfied with County communication efforts (Ratings 3-5) Keeps citizens updated on emergent and time sensitive information. Shows real-time engagement. Helps County know Workload Community Relations Director with help from departments (working on pulling actuals f Citizen Communication Survey on Google Forms Citizens are asked to rate on a scale of 1 to 5 (1 being bad and 5 being excellent) the County's communication with its citizens. Google forms then runs analytics to give a percentage on each scale rating based on all survey responses N/A 3= 74, 4=45, 5=5: 3= 44%, 4= 27%, 5= 3%= total: 74% N/A N/A N/A 5.2.1 # of county events publicized on the community calendar and social media platforms Allows citizens to interact face-to-face or virtually with county staff in smaller group settings to discuss specific county initiatives. Allows departments to target specific program participants. Workload Community Relations Director Harnett County Event tracker maintained by Community Relations. Survey Monkey--- Hootsuite tracks this information as well 'how many post' Total the number of events tracked annually. Community Relations Director 30-Jun-23 N/A N/A N/A N/A 669 5.2.2 # of participants in citizen information sessions Shows the number of citizens that want to engage and learn more about County government. Workload Community Relations Director Harnett County Event tracker maintained by Community Relations. Survey Monkey System will calculate the total # of individuals that attended both the in person session and virtual session. Community Relations Director Beginning FY 2024 N/A N/A N/A N/A 22 in-person, 3 online 5.2.3 % of Harnett County population that are registered voters Measures civic engagement Effective Board of Elections staff State Board of Elections Website, US Census Registered voters from SEIMS divided by HC Population from Census. Board of Elections Director30-Jun-23 53%57%58%59%59% 5.2.4 % of voter turnout for Harnett County registered voters Measures civic engagement Effective Board of Elections staff State Board of Elections Website, US Census # of voter turnout divided by # of registered voters for that election - calculate percentage for the FY. Board of Elections Director30-Jun-23 46.62%24.61%71.02%15.45%44.16% 5.2.5 % of Harnett County citizens with active Library cards Citizens participating and engaging with library resources Effective Library Director Evergreen Software # of active library accounts divided by # of citizens from Census Library Director 30-Jun-23 52.34%67.91%71.27%75.14%79.84% 5.2.6 % of citizens satisfied with County engagement efforts The County distributes a communication survey which tracks satisfaction with communication efforts. Allows citizens to provide feedback so the County can make changes to increase citizen satisfaction. Effective Community Relations Director Google Analytics- Google Form Survey. Citizens are asked to rate on a scale of 1 to 5 (1 being bad and 5 being excellent) the County's level of engagement with its citizens. Google forms runs analytics to give a percentage on each scale rating based on all survey responses. "Satisfied"= 3 or above Community Relations Director 30-Jun-23 N/A 3= 41, 4=20, 5=8. 3=42%, 4=12%, 5=4.7%= TOTAL 64.7% N/A N/A N/A 5.3.1 # of opens for monthly employee newsletter. Shows the number of employees who are engaged with and knowledgably about County Government. Workload IT Department Microsoft Outlook Total number of opens Community Relations Director N/A CAN'T TRACK 5.3.2 Open Rate for employee newsletter Effective IT Department Microsoft Outlook Community Relations Director N/A CANT TRACK 5.3.3 % of employees satisfied with internal county communications efforts with employees Shows the number of employees who are satisfied with county community efforts Allows employees to provide anonymous feedback and input for added programs and services. Allows County to make needed changes to increase employee satisfaction. Effective Community Relations Director with help from departments Microsoft Outlook Google Forms. Employees are asked to rate on a scale of 1 to 5 (1 being bad and 5 being excellent) the County's internal communication with its employees. Google forms runs analytics to give a % on each scale rating based on survey responses. Add 3 or greater together Community Relations Director with help from departments 30-Jun-23 87.50% 5.3.4 # of participants in employee information sessions Shows the number of employees that want to engage and learn more about County Government and policies Workload Community Relations Director with help from departments Employee Communications Survey via Google forms Number of individuals that attended both the in person session and virtual session for each quarter. Calculated by adding up total number of attendees throughout the year. N/A N/A N/A N/A No event was held 5.4.1 # of Citizens serving on Appointed Boards and Committees Annually Shows citizens commitment to public service and support for operational decision making Workload Legal Department Master tracking list Add total Clerk to the Board 30-Jun-23 Strengthen Citizen Advisory Boards and Committees program 5.4 Provide effective communication to citizens and businesses 5.1 Goal 5: Informed & Engaged Citizens5.3 Provide effective internal communications and engagement with employees 5.2 Provide opportunities for citizens to engage meaningfully with County government 091223 ws Pg. 155 Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver When will KPI be measurable? FY19 Actuals FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals Performance Analysis Target for FY 2024 DRAFT FY 2023 Harnett County Strategic Performance Scorecard 5.4.2 # of Applications to serve on County Boards or committee received. Shows the level of interest among the public. Workload Legal Department Excel tracker / Review of BOC Agenda form for Previous Actuals Add total Clerk to the Board 30-Jun-23 5.4.3 # of citizens appointed to County Boards or committees. Shows citizens commitment to public service and support for operational decision making Workload Legal Department Excel Tracker Add total Clerk to the Board 30-Jun-23 14 73 75 57 56 Strengthen Citizen Advisory Boards and Committees program 5.4Goal 5: Informed & Engaged Citizens091223 ws Pg. 156 Project Type (KSA or Other)Goal Team Person Responsible Due Date for Completion Action Item Update QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 County Administration and Harnett County Schools 6/30/2023 Quarterly collaborative meetings with County Manager and Superintendent Number of Meetings as of 12/31/22 County Manager/Superintendent– 2 Harnett County Schools Finance/County Finance & Budget- 1 Public Information Officer 6/30/2023 Elected officials and administration staff survey Developing a customer survey to be completed by 6/30/23 Budget Director 6/30/2023 Engage Central Carolina Community College budget requests for Harnett Promise for FY23 and FY24 Planning to collect data at the end of Spring semester 2023 Harnett County Schools 8/23/2022 Quotes submitted by Harnett County Schools to County Administration Complete Board of Commissioners 9/6/2022 Board approved Project Ordinance Complete Harnett County Schools 5/31/2023 Installation of Electronic Door Locks Complete and Operational Davenport 1/24/2023 Consultant is developing the debt affordability plan Complete Davenport 1/24/2023 Present debt affordability plan to Board of Commissioners Complete and Operational Address teacher supplements to increase competitiveness Key Strategic Action 1 Budget Director 6/30/2023 Increase funding for teacher supplement by 1% each year until reaching goal of 10% Complete -Funding request will be considered in FY2024 budget County Manager 2/7/2022 Adopted Legislative Priorities for 2022 Complete County Manager 1/31/2023 Develop Legislative Priorities for 2023 Complete - Board of Commissioners Work Session 1/10/2023 Finance 11/7/2022 Issue RFP Complete County Manager 2/13/2023 Selection of lobbying firm Complete - Kairos Government Affairs Board of Commissioners 2/28/2023 Board approval of lobbying firm Complete Board of Commissioners 6/30/2023 Board adoption of state and federal agendas Estimated to be complete by 6/30/23 CIO 5/21/2022 Pricing/Quotes per license Complete CIO 11/1/2022 Determine migration process, discover potential issues Complete CIO 11/1/2022 Begin migration In process CIO 7/1/2023 Complete migration In process Library Consolidation Other Strategic Action 2 Library Director 10/1/2022 Create a single, County-operated library system Complete Job Descriptions/Reclassification Project Other Strategic Action 2 Human Resources Director 12/1/2022 Position analysis and job description revision project Complete County Manager 10/1/2022 Meet with staff Complete Davenport 3/15/2023 Facility Space Assesment study Complete County Manager 3/15/2023 Adoption by Board of Commissioners for study Complete County Manager 12/31/2023 Fund Assessment In progress CIO 9/30/2022 RFP issued Complete CIO 12/30/2022 Working with vendor on performance bond Complete CIO 1/9/2023 Review project with vendor fiber crew onsite Complete CIO 5/19/2023 Vendor install fiber In progress CIO 5/31/2023 Testing and acceptance In progress Status Update FY 2024 Adopt Legislative Priorities for FY2022 that includes advocacy for increased funding for schools Contract with Lobbying Firm to address priorities with state and federal elected officials during the upcoming calendar year TEAM Harnett RAIL Status Update FY 2023 Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2023 Restore County involvement in capital planning and architectural committee for ongoing and upcoming projects Create and adopt a long-term plan for funding new schools based on Board of Education priorities Key Strategic Action Key Strategic Action Other Strategic Action Key Strategic Action Key Strategic Action 1 1 1 1 Space Needs Other Strategic Action 2 1 Office 365 Migration Other Strategic Action 2 Harnett County owned fiber across the rive for County internal network redundancy Other Strategic Action 2 091223 ws Pg. 157 Animal Shelter Needs Assessment Other Strategic Action 2 General Services Director 12/1/2022 Detailed and completed needs study with Animal Shelter Conceptual Floor Plan including estimated building construction costs Complete Human Resources Director 11/28/2022 RFP issued Complete Human Resources Director 12/29/2022 Selection of Consulting Company Complete Human Resources Director 1/20/2023 Meeting with Consulting Company Complete Human Resources Director 4/24/2023 Consultant to complete the study Complete Human Resources Director 7/15/2023 est Develop a team to oversee the project This project has not started Human Resources Director/Team 9/15/2023 est Team to meet with Department Heads to discuss proposed changes Make proposed changes to the evaluation process. Human Resources Director/Team 11/15/2023 est Communicate changes to employees Meet with each department and employees Human Resources Director/Team 12/31/2023 est Implementation Implement new performance evaluation process County Manager 6/30/2023 Meet with staff Confirm Performance Plan and RPI project scope. Form RPI team. RPI Team/Finance 12/31/2023 Develop scope of work RPI Finalize Scope and RFP process RPI Team/Finance 4/1/2024 Select Vendor Include in FY 24/25 budget RPI Team 10/1/2024 Launch program Implement program and staff training IT. Safety & Risk Manager 10/31/2022 Implement Neogov Learn Complete HR Director/CIO 7/30/2023 Develop Program for employees going into a supervisory role Work with Departments to determine what to include in the curriculum HR Director/CIO 8/30/2023 Develop method to indentify employees to complete the training. Works with Departments for early identification for employees who will move into supervisory role HR Director/CIO 12/30/2023 Roll out training course/evaluate success rate Conduct training class for employees and gather feedback/success rate County Manager's office 11/1/2021 Plan elements Complete County Manager's office 2/1/2022 Strategic Plan Complete County Manager's office 6/30/2023 Performance Management Plan Program launch, Goal Setting Meetings 1 & 2 were held with County staff and creation of KPI scorecards and key strategic action work completed by goal teams. It is anticipated that this Performance Management Plan draft will be shared at the BOC retreat in February 2023. Complete as of June 27. County Manager's office TBD Meet with staff Plan to meet with staff with completion of performance management plan. County Manager's office TBD Develop scope of work RPI Plan to develop scope with completion of performance management plan. 2.1 Complete Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees Key Strategic Action 2 2.3 Engage County employees in improving internal processes and provide regular education on adherence (RPI) Key Strategic Action 2 2.2 Review and revise employee performance evaluation process to encourage culture of accountability Key Strategic Action 2 2.4 Develop and implement an organizational training and development program Key Strategic Action 2 2.5 Research, develop, and implement a holistic performance management Key Strategic Action 2 2.6 Implement process for obtaining citizen feedback on County service provision Key Strategic Action 2 091223 ws Pg. 158 County Manager's office TBD Select Vendor County Manager's office TBD Conduct Survey and Incorporate Results into Performance and RPI Parks and Recreation Director 9/24/2022 Submit projects for CIP Projects have been submitted to County administration and Board of Commisssioners. Parks and Recreation Director 12//31/2022 Plan for implementation of approved/recommended projects Planning has begun with several projects working on design and construction contract approvals. Parks and Recreation Director 6/30/2024 Begin next fiscal year projects: Plan, Design, Construction, and plan for future CIP process Following action item completion, prioritizing projects for CIP will be operational. 2024-2031 CIP has seven new recommended projects, two under contract, and three slated for future funding. Selena McKoy & Greg Huneycutt 3/31/2023 Compile a workgroup of local market organizers, local farmers and County staff List of local farmers and municipal market organizers started. Tim Mathews/ Lynn Lambert 4/30/2023 Develop assessment plan, analyze budget needs, and request funding Briefed Board of Commissioners and received direction. Action plan adjusted per their direction. Research to see whether or not there is support. Reaching out to local farmers and vendors and planning a citizen survey. Tim Mathews/ Lynn Lambert 12/31/2023 Research local market and producer needs for local foods system sustainability Not yet started. Tim Mathews/ Lynn Lambert 2/28/2024 Analyze data, develop program, delivery strategy, and budget needs Not yet started. Tim Mathews/ Lynn Lambert 5/31/2024 Present feedback, program and budget to the Board of Commissioners Estimated completion April 2024 Coley Price/Chris Appel 9/12/2022 Develop a task force of pertinent Harnett County staff and community stakeholders Opioid Settlement Funding taskforce created and began meetings. Coley Price 7/31/2023 Create a charter and research current substance abuse issues in Harnett County Taskforce meetings are underway to discuss strategic plan and research avenues. Coley Price 10/31/2023 Compile and analyze data to identify most pressing issues and determine where program should focus. Not yet started. Coley Price 7/31/2024 Develop program to curb substance abuse and present to County Manager for approval with needed resources and budget Not yet started. Health Department 1/31/2025 Implement approved program and begin tracking KPIs Not yet started. Project Leaders 2/28/2023 Coordinate stakeholder meetings to access current program offerings Project Leaders 2/28/2023 Gather programming wants and needs through the most recent community and health needs assessments Project Team 3/31/2023 Analyze engagement results and plan for future programming Individual departmental staff and trained volunteers thorugh supervision of department leaders TBD Implement programming plan and prioritize replication of highest need and impact programs 2.6 Implement process for obtaining citizen feedback on County service provision Key Strategic Action 2 3.1 Prioritize parks and greenway projects for development through CIP Key Strategic Action 3 3.4 Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activities Key Strategic Action 3 3.2 Provide support for local farmer's markets and community gardens at County locations to support healthy food options for residents Key Strategic Action 3 3.3 Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems Key Strategic Action 3 091223 ws Pg. 159 County Administration 2/28/2022 Identify local arts organzations, artists, and other partners Identified nine (9) organizations to provide funding. County Administration 3/31/2022 Meet with project team, stakeholders, and collaborators to identify funding sources and develop programming ideas. Completed. County Administration 2/28/2023 Submit State Arts Grant application Grant application submitted on 2/14/2023. County Administration 1/1/2023 Award Sub-Grant applicants Awards were provided: Received $46,556.00 from State and $63,997.00 from ARPA County Administration 6/30/2023 Implement arts programs and activities and begin tracking KPIs Data has been reviewed and added to the scorecard. Fleet Analysis Study to ensure funding assumptions of the fleet model to replace its non-emergency fleet through a vehicle leasing program and internal service fund Other Strategic Action 3 Budget Director/Fleet Manager 6/30/2021 A funding model was developed to project future vehicle purchases, values of cars being sold, and insurance costs. Able to reduce the General Fund contribution to $100,000 for each of the next two years and still maintain a targeted fund balance of approximately $500,000. This level of fund balance gives enough cushion to make adjustments for significant factors such as inflation or resale value assumptions needing adjustment or a number of vehicles being in accidents within one year. Vehicles replaced using a point system plus Garage Supervisor knowledge. Department lease rates based on using a straightforward approach to estimate the replacement cost of the vehicle in five years and service trucks eight years. Sedans, small SUVs, and pickup trucks will be sold when they are five years old with approx. 60,000 miles to minimize repairs and maximize resale value. Vehicles should be driven approximately 12,000 miles per year. Departments to monitor mileage and Fleet Manager can rotate vehicles, where practical, to meet the mileage target. Complete Chad Beane 2/1/2023 Continue construction of cell expansion project at Dunn Erwin landfill Erosion & Sedimentation Control Plan permit has been obtained and cell expansion is approximately 75% completed. North Carolina Department of Environmental Quality: approval process 4/1/2023 Plans submitted to NCDEQ for final approval on cell construction at Dunn Erwin landfill Once construction is completed, plans will be submitted for final permit approval. North Carolina Department of Environmental Quality 3/1/2023 North West Convenient Site plans in hand and permit request has been sent to NCDEQ for ESC permit Erosion & Sedimentation Control Plan permit paperwork was submitted to North Carolina Department of Environmental Quality. Waiting on notification for approval. Chad Beane 12/1/2023 Northwest Convenient Site: landfill equipment operators can clear the site as we wait on the permit. Equipment operators will work as availability of personnel will allow. Clearing has not yet begun due to availability of personnel shortage and concerns of inadequate fire flow capacity to support the facility. Currently working with Fire Marshal to address these concerns. Lynn Lambert 1/31/2023 Set Ag Team meeting dates for 2023 Ag Team meeting set for January 26, 2023.Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources Other Strategic Action 3 Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens Other Strategic Action 3 3.5 Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture Key Strategic Action 3 091223 ws Pg. 160 Lynn Lambert/Tim Mathews/Extention Agents 3/31/2023 Research citizen needs for educational opportunities and resources in the area of agriculture and natural resources Client list and methods of data collection identified. Lynn Lambert/Tim Mathews 3/31/2023 Analyze data, develop program, delivery strategy, and budget needs Will build on current programming and new education and resource needs will be identified. Lynn Lambert/Tim Mathews 6/30/2024 Secure budget needs County and potential stakeholders Not yet started. Soil & Water Staff/Coop Extension Staff 6/30/2024 Implement program and track KPI’s Not yet started. 4.1 Revise development and incentive policies to support thriving business and job creation Key Strategic Action 4 Economic Development Director 11/30/2023 Review and update existing economic development incentive guidelines Not yet started. CIO 10/1/2020 RFP Complete CIO 9/30/2023 Fixed Wireless Implementation In Process. CIO 5/1/2023 Great Grant Award Complete. Awarded to Brightspeed. CIO TBD Fixed Wireless Phase 2 Implementation Not yet started. CIO TBD CAB grant - state funded Not yet started. CIO TBD Great Grant Award 2023 Not yet started. County Administration and Economic Development Director TBD Meet with Gas Company to determine location & availability Not yet started. County Administration and Economic Development Director TBD Perform feasibility Study to determine cost & location Not yet started. CAMPO Staff 4/1/2021 Phase 1 Existing Conditions Analysis Complete CAMPO Staff 11/1/2022 Phase 2 Develop Solutions Complete CAMPO Staff 3/1/2023 Phase 3 Develop Preferred Alternatives Complete CAMPO Staff & Local Staff 5/1/2023 Phase 4 Project Adoption Recommendation will be sent to CAMPO and to be added to the MTP Steve Ward/MBD Consulting 4/30/2023 Submit plans for NCDEQ In progress Steve Ward/MBD Consulting 11/30/2023 Receive authorization to Construct (ATC) permit In progress Steve Ward/MBD Consulting 2/28/2024 Advertise and Bid Project Waiting on ATC Issuance from NCDEQ 6/30/2025 Construction Economic Development Director & Staff 1/31/2023 Create a new economic development website In progress Existing Industries Director 3/31/2023 Creeate a new quarterly economic development newsletter In progress 4.6 Educate County departments about economic development priorities and their role in advancing those priorities Key Strategic Action 4 4.4 Pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the county Key Strategic Action 4 4.5 Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas Key Strategic Action 4 4.2 Increase availability of high speed Broadband throughout County Key Strategic Action 4 4.3 Seek to extend natural gas availability along strategic corridors identified for commercial growth Key Strategic Action 4 Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources Other Strategic Action 3 091223 ws Pg. 161 5.1: Launch program to provide presentations to community groups and organizations from County staff on requested topics Key Strategic Action 5 Public Information and various other departments 5/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPI: % of citizens satisfied with County engagement efforts Engage with and build rapport with citizens, special interest groups, businesses, and organizations. Build partnerships and encourage collaboration with outside groups and organizations to make community improvements. Complete 5.2: Create and distribute bimonthly County newsletter in Harnett Regional Water bills Key Strategic Action 5 Public Information and Harnett Regional Water 5/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPI: % of citizens satisfied with County communication efforts Will help County engage with and provide important information to more citizens. Complete 5.3: Implement use of video and storyboards to promote County events and educate citizens on County services and initiatives Key Strategic Action 5 Public Information, IT, Cooperative Extension, various departments 5/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPIs: Total number of social media engagement for the Harnett County Government social media platforms % of citizens satisfied with County communication efforts Keeps citizens engaged in real time and demonstrates transparency and integrity resulting in increased trust of Complete 5.4: Launch new engagement initiative to inform citizens and County employees through quarterly update meetings Key Strategic Action 5 Public Information and various other departments 7/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPIs: Total attendance for quarterly citizen information sessions Total attendance for quarterly employee information sessions Gives citizens the opportunity to learn more about specific topics or issues. Complete Ashley, Ira, Greg, Jaime 7/1/2022 Meet with website developer Ashley, Ira, Greg, Department Directors, various Dept. staff 12/31/2022 Review current webpage content and determine new content for new website Jaime 12/31/2022 Create design and layout for new website Jaime, Ira, Greg, Department Directors, various Dept. staff 1/31/2023 Training staff and launch of new website Blue = Pending/ Not Yet Started Green = Ongoing and On Target Yellow = Ongoing and Behind Target Red = Stopped/ Barrier to Completion Purple = Complete 5.5: Redesign County website with citizen dashboard to create more user-friendly experience Key Strategic Action 5 091223 ws Pg. 162 091223 ws Pg. 163 091223 ws Pg. 164 091223 ws Pg. 165 091223 ws Pg. 166 091223 ws Pg. 167 091223 ws Pg. 168 091223 ws Pg. 169 091223 ws Pg. 170 091223 ws Pg. 171 091223 ws Pg. 172 091223 ws Pg. 173 091223 ws Pg. 174 091223 ws Pg. 175 091223 ws Pg. 176 091223 ws Pg. 177 091223 ws Pg. 178 091223 ws Pg. 179 091223 ws Pg. 180 091223 ws Pg. 181 091223 ws Pg. 182 091223 ws Pg. 183 091223 ws Pg. 184 091223 ws Pg. 185 091223 ws Pg. 186 091223 ws Pg. 187 091223 ws Pg. 188 091223 ws Pg. 189 091223 ws Pg. 190 091223 ws Pg. 191 091223 ws Pg. 192 091223 ws Pg. 193 091223 ws Pg. 194 091223 ws Pg. 195 091223 ws Pg. 196 091223 ws Pg. 197 091223 ws Pg. 198 091223 ws Pg. 199 091223 ws Pg. 200 091223 ws Pg. 201 091223 ws Pg. 202 091223 ws Pg. 203 091223 ws Pg. 204 091223 ws Pg. 205 091223 ws Pg. 206 091223 ws Pg. 207 091223 ws Pg. 208 091223 ws Pg. 209 091223 ws Pg. 210 091223 ws Pg. 211 091223 ws Pg. 212 091223 ws Pg. 213 091223 ws Pg. 214 091223 ws Pg. 215 091223 ws Pg. 216 091223 ws Pg. 217 091223 ws Pg. 218 091223 ws Pg. 219 091223 ws Pg. 220 091223 ws Pg. 221 091223 ws Pg. 222 091223 ws Pg. 223 091223 ws Pg. 224 091223 ws Pg. 225 091223 ws Pg. 226 091223 ws Pg. 227 091223 ws Pg. 228 091223 ws Pg. 229 091223 ws Pg. 230 091223 ws Pg. 231 4TH QUARTERTEAM HARNETT PERFORMANCE MANAGEMENT PLAN September 12, 2023 091223 ws Pg. 232 Status of Key Strategic Actions and Critical Projects for 4th Quarter •There were 37 Key Strategic Actions and Other Strategic Actions directly related to Harnett County Strategic Plan. •Status of action items as of March 31, 2023: 40% are pending action 25% are In-Process 35% are Completed •Status as of June 30, 2023: 35% are pending action 19% are In-Process 46% are Completed 091223 ws Pg. 233 Questions? 091223 ws Pg. 234