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HomeMy WebLinkAbout012324 prmHARNETT COUNTY BOARD OF COMMISSIONERS Planning Retreat Minutes January 23, 2024 The Harnett County Board of Commissioners met in a planning retreat/work session on Tuesday, January 23, 2024, at 9:00 am in Training Room 103 A, Harnett County Resource Center and Library, 455 McKinney Parkway, Lillington, North Carolina. Members present: William Morris, Chairman W. Brooks Matthews, Vice Chairman Barbara McKoy, Commissioner Lewis W. Weatherspoon, Commissioner Member absent: Matt B. Nicol, Commissioner Staff present: Brent Trout, County Manager Kimberly Honeycutt, Finance Officer Melissa Capps, Clerk Christopher Appel, Senior Staff Attorney Lisa McFadden, Budget Director Coley Price, Assistant County Manager Mike Morrow, Assistant County Manager Allen Coats, Deputy Finance Officer Ally Fouts Gaines, Management Analyst Desiree Patrick, Community Relations Director Ted Cole, Davenport Rebecca Jackson, Consultant, True North Performance Group, LLC Chairman Morris called the Harnett County Board of Commissioners meeting to order at 9:04 am. Commissioner Weatherspoon led the Pledge of Allegiance and invocation. The following agenda was before the Board: ➢ Welcome and Overview ➢ Year in Review Revenue Update & Financial Trends ➢ Review of Fiscal Policy ➢ Harnett County Trends ➢ Board Goals and Priorities January 23, 2024 Planning Retreat Minutes Harnett County Board of Commissioners Page 1 of 6 ➢ Wrap-up & Adjourn Brent Trout, County Manager, gave a brief overview of the Retreat Agenda. A video was played for the Year in Review. Following the video, Commissioners discussed additional accomplishments of the year. Kimberly Honeycutt, Finance Officer, introduced Ted Cole with Davenport. Mr. Cole reviewed the following information: • Credit Rating Overview and Peer Comparatives • Rating Agency Methodologies • General Fund Balance Overview • Existing Tax Supported Debt Profile • Existing Tax Supported Debt Policies • Debt Capacity / Affordability Analysis • Capital Funding Analysis Summary • Harnett Water Debt and Financial Profile • Solid Waste Debt and Financial Profile • Generic Debt Capacity / Affordability Cases • Existing Tax Supported Debt • Existing Department of Public Utilities Debt • Existing Solid Waste Debt The Board took a break at 9:59 am to 10:10 am. Ms. Honeycutt reviewed the following information: • Historical data on fiscal policies and the effect on the fund balance. • General Fund Balance History • General Fund Assigned and Committed Fund Balance History • General Fund Balance as Percentage • Harnett Regional Water Fund Reserves • Solid Waste Fund Reserves • General Fund Snapshot • Sales Tax • General Fund FTE Employees Funded • Internal Service Funds — Net Position Lisa McFadden, Budget Director, reviewed the following trends: • Historical Context & Projected Growth January 23, 2024 Planning Retreat Minutes Harnett County Board of Commissioners Page 2 of 6 o Historical Population Growth in unincorporated area & municipalities o Historic and Projected Population Growth by Age Employment o Unemployment rate o Harnett County Full-time positions by Fiscal Year o Harnett County Vacancies ■ Public Safety, Social Services and Harnett Regional Water Vacancies as of January 16, 2024 County Growth Trends o Excise Tax and Building Inspections o Property Tax and Comparisons o Inflation Chairman Morris requested additional information regarding vacancies, the titles of the positions vacant and the length of time vacant. Mr. Trout introduced Rebecca Jackson, Consultant with True North Performance Group, LLC. Ms. Jackson reviewed the following information: • Our Process o Review Harnett County's Strategic Plan foundation: Vision, Mission, Core Values o Review Goals, Objectives and the alignment of new and continuing key strategic actions identified by the Board o Prioritize Key Strategic Actions o Adopt changes to the Strategic Plan for Fiscal Year 2025 to prepare for the FY 2025 budget cycle • The Five Pillars of Superior Performance Supported by Leaders at Every Level o Visionary Planning o Operational Results o Commitment to Quality o Employee Empowerment o Customer Orientation Ms. Jackson reviewed Harnett County successes over the last 12-18 months: • Opened two new elementary schools and new year round programming. • Intergovernmental advocacy work is excellent. Coordinating with the State delegation and using ARPA funding to move strategic projects forward. • Infrastructure projects completed and/or underway. Water / Sewage system and broadband projects (expanding to rural areas). • Forward thinking and proactive County Management (Managers, Directors January 23, 2024 Planning Retreat Minutes Harnett County Board of Commissioners Page 3 of 6 and Clerk) committed to building a high performing organization and implementing the Board's strategic plan. • Excellent job in managing County development and major growth in population. • County management of financing, budgeting and performance management- Really improved. Proactive, CIP process, financing, forecasting, budget process, project management, accountability. • Strategic planning and execution. Focused on the same mission and goals. Staff accountability and reporting. You can see the successes over the last 2 years. • Addressing County employee compensation study and providing increase in pay. • Addressing Dry Tap fees. • HARTS Program for senior citizens. • Economic development strategic improvements- Moving in the right direction. Good advocacy work with key stakeholders with projects in motion and on the table. • Jet Port progress and expansion. • Public engagement is improving with more residents engaged and involved in local policy decisions. Public hearings turnout improved. • Staff is focused on providing excellent customer service. Ms. Jackson reviewed the Board Strategic Priorities for the next 12-18 months: • Expand Jet Port • Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population centers with sales tax leakage in concert with the comprehensive land use plan • Expand and diversify the tax base by attracting business and industry to bring in higher paying jobs to the County with key businesses that make substantial development investments in the County • Continue to proactively collaborate with School Board to address the needs of the School System and advocate for multi -track programming and efficient construction (reuse of designs, if possible) to provide new schools where needed • Advocate and coordinate with NCDOT and CAMPO to resolve County transportation needs in the major corridors addressing congestion and advocate for a 4 lane highway to Raleigh/RDU • Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration • Strategically manage County growth with land use plans addressing process for rezonings making smarter decisions with the land we have now and identify and proactively plan for expansion needs of County services to adequately serve the growing population (housing boom) • Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government where possible and reduce the financial burden on taxpayers. January 23, 2024 Planning Retreat Minutes Harnett County Board of Commissioners Page 4 of 6 • Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service • Develop a strategy for replacing future retiring key leadership positions in the organization • Consider Johnson Farm for future generations • Include affordable housing program component in the upcoming comprehensive plan for consideration by the Board • Research programs for senior citizens to meet, play and exercise and bring back to the Board for consideration (cross departmental approach) • Collaborate with Sherriff Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools. • Provide additional resources Ms. Jackson reviewed Harnett County Fiscal Year 2025 Strategic Plan Update Goal and Objective Review with key strategic actions (new/continuing). (Attachment 1) Ms. Jackson asked that each Commissioner choose 10 of their top priority key strategic actions and reviewed the following selected key strategic actions: Goal 1 Superior Education 1.1.2 Adopt long-term plan for funding new schools based on education priorities 1.3.1 Continue to monitor and address teacher supplements to increase competitiveness in the region. Goal 2 Organizational Excellence 2.2.2 Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers 2.1.2 Develop a strategy for replacing future retiring key leadership positions in the organization 2.1.1 Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees 2.5.1 Implement process for obtaining citizen feedback on County service provision Mr. Trout stated he appreciated the input from the Board of Commissioners. Goal 3 Safe and Healthy Community 3.4.2 Collaborate with Sherriff Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools. Provide additional resources 3.3.2 Provide support for local farmer's markets and community gardens at County locations to support healthy food options for residents 3.1.2 Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on senior citizens and other special populations 3.3.3 Research and discuss strategy to address mental health concerns for County residents and January 23, 2024 Planning Retreat Minutes Harnett County Board of Commissioners Page 5 of 6 bring back to Board for consideration Goal 4 Economic Strength 4.4.1 Increase availability of high-speed Broadband through County 4.3.2 Diversify the tax base by attracting business and industry to bring in higher paying jobs to the County with key businesses that make substantial development investments in the County 4.5.2 Create strategic growth plan for the HR Jetport 4.5.1 Complete the Jetport runway 4.1.1 Revise development and incentive policies to support thriving businesses and job creation and implement 4.1.2 Educate County departments about economic development priorities and their role in advancing those priorities 4.4.3 Advocate and coordinate with NCDOT and CAMPO and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County Goal 5 Informed & Engaged Citizens 5.2.1 Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service Mr. Trout thanked the Board for their time and participation. Vice Chairman Matthews shared how he appreciated Mr. Trout and staff keeping the Strategic Plan front and center. Commissioner McKoy stated we should also look at adding something for our senior citizens. Commissioner Weatherspoon thanked staff and Ms. Jackson for their work on the Strategic Plan. Chairman Morris made a motion to adjourn at 11:45 am. The motion was seconded by Vice Chairman Matthews and carried unanimously. William Morns, Chairman Mel a D. Capps, Cler January 23, 2024 Planning Retreat Minutes Harnett County Board of Commissioners Page 6 of 6 Harnett C O U N T Y Harnett County Fiscal Year 2025 Strategic Plan Update Goal and Objective Review with Key Strategic Actions Goal 1: Superior Education ATTACHMENT 1 Goal Objectives Key Strategic Actions Fiscal Year 2025 (5) New or Continuing Deliverable Timeline Priority 1.1 Maintain effective collaboration 1.1.1 Engage school administration proactively to discuss and coordinate Continuing Continue to proactively collaborate with Ongoing with Harnett County Schools to budget priorities and funding for the fiscal year School Board to address the needs of the coordinate budget process, capital School System projects, and other initiatives 1.1.2 Adopt long-term plan for funding new schools based on education Continuing Financial plan is created and continues to Budget Cycle priorities be implemented 1.2 Maintain a long-term funding plan 1.2.1 Maintain County involvement in capital planning and architectural Continuing Capital Improvement Plan Ongoing for capital needs committee for ongoing and upcoming projects Annual Budget Advocate for multi -track programming and efficient construction (reuse of designs, if possible) to provide new schools where needed 1.3 Attract, support, and retain highly 1.3.1 Continue to monitor and address teacher supplements to increase Continuing Annual Budget Budget Cycle qualified and experience public competitiveness in the region school teachers and staff 1.4 Advocate for appropriate allocation 1.4.1 Adopt Legislative Priorities for FY 2025 that includes advocacy for Continuing Legislative priorities aligned. Annually and of school funding from federal and increased funding for schools Lobbyist report is completed Ongoing state sources 1 r' Harnett County Fiscal Year 2025 Strategic Plan Update Harnett C 0 U N T Y Goal and Objective Review with Key Strategic Actions Goal 2: Organizational Excellence Goal Objectives Key Strategic Actions Fiscal Year 2025 (7) New or Continuing Deliverable Timeline Priority 2.1 Attract, retain and grow high 2.1.1 Complete and implement Compensation Study to assess Continuing Complete study and make adjustments June 30, 2025 performing employees competitiveness of employee pay and salary compression for existing based on findings County employees 2.1.2 Develop a strategy for replacing future retiring key leadership New Succession and/or recruitment plan TBD positions in the organization 2.2 Lead the organization with the 2.2.1 Develop and implement a holistic performance management program Continuing Create an organizational performance June 30, 2025 best finance and budget practices program with departmental business plans aligned to the strategic plan and budget cycle 2.2.2 Reduce government redundancy with process improvement to find New TBD TBD efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on tax payers 2.3 Foster culture of accountability 2.3.1 Review and revise employee performance evaluation and training Continuing New employee performance evaluation June 30, 2025 through performance programs to encourage culture of empowerment and accountability, process. New training and development management and adherence to to foster employee development and to provide enrichment program internal processes opportunities. 2.4 Seek new and best practice 2.4.1 Engage County employees in improving internal processes and Continuing RPI/Process Improvement June 30, 2025 technology to improve processes provide regular education on adherence in all operational areas 2.5 Improve resident and customer 2.5.1 Implement process for obtaining citizen feedback on County service Continuing Obtain citizen feedback June 30, 2025 experiences through efficient, high provision quality service delivery and continuous improvement 2 �R. I NI 141N 111 Harnett County Fiscal Year 2025 Strategic Plan Update Harnett NT Y Goal and Objective Review with Key Strategic Actions NORTH CAROLIN; Goal 3: Safe & Healthy Community Goal Objectives Key Strategic Actions Fiscal Year 2025 (10) New or Continuing Deliverable Timeline Priority 3.1 Preserve and enhance County 3.1.1 Prioritize parks and greenway projects for development through Continuing A specific Greenway Plan is Priority June 30, 2025 residents' quality of life through Capital Improvements Program open space, parks, recreation resources and greenways 3.1.2 Increase provision of County programs and initiatives aimed at Continuing Research programs for senior citizens to June 30, 2025 encouraging healthy lifestyles and outdoor activity to include a meet, play and exercise and bring back to focus on senior citizens and other special populations the Board for consideration (cross departmental approach) 3.2 Protect open space and natural 3.2.1 Acquire Johnson Farm for future generations New Acquisition June 30, 2025 resources 3.3 Ensure effective and efficient 3.3.1 Medicaid expansion (State Mandate) New Implemented by the staff & community June 30, 2025 delivery of services to County residents to promote health, safety 3.3.2 Provide support for local farmer's markets and community gardens Continuing Develop a local farmers market June 30, 2025 and wellbeing for all at County locations to support healthy food options for residents 3.3.3 Research and discuss strategy to address mental health concerns for New TBD TBD County residents and bring back to Board for consideration 3.4 Decrease alcohol and drug abuse 3.4.1 Assess most pressing issues surrounding substance abuse and Continuing Develop a program aimed to decrease June 30, 2025 engage stakeholder to develop plan to curb problems alcohol and drug abuse 3.4.2 Collaborate with Sherriff Office to eradicate drugs in schools (opioid New TBD TBD offense) ensuring clean and safe schools. Provide additional resources 3.5 Provide high quality emergency response and public safety D3.6 Support, promote and celebrate 3.6.1 Meet regularly with the local arts organizations to generate and Continuing Meetings in progress; Report back to Board June 30, 2025 arts and culture implement ideas for celebrating arts and culture 3 I ltll NWIII Harnett C O U N T Y Harnett County Fiscal Year 2025 Strategic Plan Update Goal and Objective Review with Key Strategic Actions Goal Objectives Key Strategic Actions Fiscal Year 2025 New or Continuing Deliverable Timeline Priority 3.7 Provide effective public transportation to the County 3.8 Provide effective solid waste 3.8.1 Create a northwest convenience site for public use New June 30, 2025 TBD services for the County residents Harnett C O U N T Y Harnett County Fiscal Year 2025 Strategic Plan Update Goal and Objective Review with Key Strategic Actions Goal 4: Economic Strength Goal Objectives Key Strategic Actions Fiscal Year 2025 (11) New or Continuing Deliverable Timeline Priority 4.1 Provide an effective economic 4.1.1 Revise development and incentive policies to support thriving Continuing Update incentive policy in 2024; June 30, 2025 development program businesses and job creation and implement Implement policy in FY 2025 4.1.2 Educate County departments about economic development Continuing Engagement ongoing June 30, 2025 priorities and their role in advancing those priorities 4.2 Provide well -planned communities 4.2.1 Implementation and completion of a comprehensive growth plan New Plan adopted in FY 24; Implemented in June 30, 2025 with smart and sustainable growth for the County FY 2025; Strategically manage County strategies growth with land use plans addressing process for rezonings making smarter decisions with the land we have now and identify and proactively plan for expansion needs of County services to adequately serve the growing population (housing boom); Include affordable housing program component in the upcoming comprehensive plan for consideration by the Board 4.3 Attract and retain a diverse and viable 4.3.1 Expand and diversify tax base with strategic and major retail and New Development of a retail strategy and June 30, 202S tax base with increased industrial, commercial development in key corridors, especially those with engagement plan; Execution and potentially commercial and retail high population centers with sales tax leakage in concert with the for 3 years comprehensive growth plan for the County 4.3.2 Diversify the tax base by attracting business and industry to bring in New TBD TBD higher paying jobs to the County with key businesses that make substantial development investments in the County 5 Harnett County Fiscal Year 2025 Strategic Plan Update Harnett N T Y Goal and Objective Review with Key Strategic Actions NORTH CAROLINA Goal Objectives Key Strategic Actions Fiscal Year 2025 New or Continuing Deliverable Timeline Priority 4.4 Provide strategically -placed 4.4.1 Increase availability of high-speed Broadband through County Continuing Phase II January, 2025 infrastructure for business and industry growth and attraction 4.4.2 Seek to extend natural gas availability along strategic corridors Continuing Strategy and report of progress June 30, 2025 identified for commercial growth 4.4.3 Advocate and coordinate with NCDOT and CAMPO and pursue Continuing Great Grant I; December, enhanced transportation infrastructure to reduce congestion and Continue to look for ways to resolve 2026 increase access throughout the County County transportation needs in the major corridors addressing congestion and advocate for a four -lane highway to Raleigh/RDU 4.4.4 Plan water and wastewater infrastructure to direct and attract Continuing Submit Bid by March 2024 August, 2025 residential, commercial and industrial growth toward targeted Complete construction by August 2025 areas 4.5 Enhance Harnett Regional Jetport's 4.5.1 Complete the Jetport runway New Runway construction TBD function as an economic engine for the County 4.5.2 Create strategic growth plan for the HR Jetport New Complete strategic plan June 30, 2025 4.6 Foster upward mobility and reduce poverty 4.7 Leverage partner and stakeholders to enhance economic development capacity 6 iti� nam Harnett County Fiscal Year 2025 Strategic Plan Update Harnett T-H N CAROL INA NORTH Goal and Objective Review with Key Strategic Actions N Goal 5: Informed & Engaged Citizens Goal Objectives Key Strategic Actions Fiscal Year 2025 (2) New or Continuing Deliverable Timeline Priority 5.1 Provide effective communication to citizens and businesses 5.2 Provide opportunities for citizens to 5.2.1 Develop an effective resident engagement strategy focused on creating New Report progress to Board TBD engage meaningfully with County a positive image for the County and promoting excellent customer government service 5.3 Provide effective internal communications and engagement with employees S.4 Strengthen Citizen Advisory Boards 5.4.1 Create and implement a new program which tracks participation and New County Clerk and County June 30, 2025 and committees program engagement levels of the Citizen Advisory Boards Manager's Office collaborate to develop the program and bring back to Board 7