HomeMy WebLinkAbout081324 ws agenda packet
WORK SESSION AGENDA
Date: Tuesday, August 13, 2024
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 William Morris
2. Pledge of Allegiance and Invocation – Commissioner Lewis Weatherspoon
3. Presentation by Capital Area Metropolitan Planning Organization (CAMPO) regarding the Regional Multimodal Safety Action Plan known as the “Blueprint for Safety Plan.”
4. Discuss a request to accept $50,000 from Alliance Health for Veterans Treatment Court Participants; Eric Truesdale, Veterans Services Director
5. Discuss a request to apply for a Governors Crime Commission Crisis Intervention Grant. This Grant is a 2-year Grant in the amount of $500,000; Eric Truesdale, Veterans Services Director
6. Discuss a request to approve a Resolution to Sell Real Property located at 87 Stone Wood Ln, Sanford NC; Christopher Appel, Senior Staff Attorney
7. Development Services briefing on the following upcoming public hearings:
• Proposed Text Amendment: Case #PLAN2407-0001 Applicant: Harnett County Development Services; Harnett County Unified Development Ordinance; Article III, Section 8.2.1 D. Harnett County Three-Year Rule for Minor Subdivisions
• Proposed Zoning Change: Case #PLAN2406-0003 Landowner / Applicant: Florence Wellons / Wellco Contractors; 7.07 +/- acres; Pin #0504-87-5022.000; From Commercial to RA-20M Zoning District; Anderson Creek Township; SR # 1121 (Ray Road)
8. Review applications to serve on Boards and Committees.
9. County Manager’s Report – Brent Trout, County Manager
• Resolution requesting NCDOT add Avery Pond Dr, Mineral Springs Ln, Squire St, Rowland Dr,
Tralee Ct, Old Head Way, Kinsale Ct, Doonbeg Dr, Lahinch Dr and Waterville Way in Avery Pond
Subdivision to the State’s Secondary Road System.
• Resolution requesting NCDOT add Kirby Smith Cir, Mosby Ln, and Ext SR 2480 Bedford Rd in
Westerfield Farms Subdivision to the State’s Secondary Road System.
• The Harnett County Public Library requests to continue their membership of the NC Cardinal
Consortium. As a member of this consortium, the Harnett County Library System has access to a
shared catalog with other participating library systems as well as an integrated library system
and shared library materials.
081324 ws Pg. 1
Harnett County Board of Commissioners
Page | 2
• Performance Management Quarterly Report
• August 19, 2024 Regular Meeting Agenda Review
• Upcoming meetings and invitations
10. Closed Session
11. Adjourn
CONDUCT OF THE AUGUST 13, 2024 MEETING
A livestream of the meeting will be on the Harnett County Government’s YouTube Channel
at https://www.youtube.com/channel/UCU7mTF6HTD65x_98EhAMeMg/featured.
081324 ws Pg. 2
Item 4
081324 ws Pg. 3
081324 ws Pg. 4
081324 ws Pg. 5
081324 ws Pg. 6
081324 ws Pg. 7
081324 ws Pg. 8
081324 ws Pg. 9
\\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2024\081324 ws\5.1 Govenors Crime Prevention
agendaform2024.docx Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: August 19, 2024
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Veterans Treatment Court Application for Grant
REQUESTED BY: Eric Truesdale
REQUEST:
Request permission to apply for a Governors Crime Commission Crisis Intervention
Grant. This Grant is a 2 year Grant in the amount of $500,000. There is no County
Match required.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 5
081324 ws Pg. 10
\\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2024\081324 ws\6.0 Agenda memo_Stone Wood
Lane.docx Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: August 19, 2024
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Discussion for the sale of real property
REQUESTED BY: Christopher Appel, Senior Staff Attorney
REQUEST:
Legal received an offer of $10,000.00 plus publication fees and survey costs to purchase
real property located at 87 Stone Wood Lane, Sanford, North Carolina, PIN number
03958601 0374 74. Legal requests the adoption of a resolution to sell real property and
begin the upset bid process pursuant to N.C. General Statute 160A-269.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 6
081324 ws Pg. 11
RESOLUTION BY THE HARNETT COUNTY BOARD OF COMMISSIONERS TO SELL
REAL PROPERTY
THAT WHEREAS, Harnett County is the owner of an approximate 0.35 acre real property tract
located at 87 Stone Wood Lane, Sanford, North Carolina 27332, in the Barbecue Township of Harnett
County; this tract is a portion of real property conveyed to Harnett County in that Deed recorded in Book
3523, Page 366, Harnett County Registry and identified as Lot #369 of the subdivision known as Carolina
Hills, Phase III in said Deed with Parcel ID No. 03958601 0374 74; and
WHEREAS, Glendon Savage (hereinafter referred to as the “Offeror”) has made an offer to
Harnett County to purchase that approximate 0.35 acre above described tract for the purchase price of
$10,000.00 plus closing costs to include the notice for the upset bid publication fee and survey costs
pursuant to the negotiated offer, advertisement and upset bids procedure set forth in N.C. Gen. Stat.
§160A-269; that the Harnett County Board of Commissioners has considered this offer and said Board
desires through this resolution to propose to accept the offer on the condition that Offeror pay a 5% deposit
($500.00) to the County Clerk and that the further requirements of N.C. Gen. Stat. §160A-269 are met.
WHEREAS, the bid deposits of the highest bidder are non-refundable and that it is the
responsibility of the Offeror and any subsequent bidder to perform due diligence deemed necessary prior
to submission of a bid.
NOW THEREFORE, BE IT RESOLVED that the Harnett County Board of Commissioners
pursuant to the provisions of N.C. Gen. Stat. §160A-269 does hereby propose to accept the offer by
Offeror of $10,000.00 plus closing cost to include the notice for upset bid publication fee and survey costs
to purchase that approximate 0.35 acre real property tract at 87 Stone Wood Lane, Sanford, North Carolina
27332, in the Barbecue Township of Harnett County upon its deposit of 5% of the offered price ($500.00)
and subject to any upset bids received after the publication of the offer pursuant to the aforementioned
statute.
BE IT FURTHER RESOLVED that the County legal staff will ensure the compliance with the
sale provisions of N.C. Gen. Stat. §160A-269 and will provide to the Board a proposed Special Warranty
Deed at such time that a final bid has been received and accepted for said real property.
BE IT FURTHER RESOLVED that the Offeror has been made aware and
Adopted this the 19th day of August 2024.
HARNETT COUNTY BOARD OF COMMISSIONERS
_________________________________________
William Morris, Chairman
ATTEST:
_______________________________
Melissa D. Capps, Clerk to the Board
081324 ws Pg. 12
\\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2024\081324 ws\7.1.1 PLAN2407-0001 3 Year Rule TA
Agenda Form.docx Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: August 19, 2024
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Proposed Text Amendment: Case #PLAN2407-0001
REQUESTED BY: Mark Locklear, Development Services
REQUEST:
Applicant: Harnett County Development Services; Harnett County Unified
Development Ordinance; Article III, Section 8.2.1 D. Harnett County Three-Year Rule
for Minor Subdivisions.
Additional Information:
At the August 5, 2024 Planning Board meeting, the Planning Board voted unanimously
(5-0) to recommend approval of the text amendment as written.
-No one spoke in opposition.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 7
081324 ws Pg. 13
Page 1 of 2
TEXT AMENDMENT REQUEST FORM
(Internal)
Development Services
420 McKinney Pkwy.
P.O. Box 65, Lillington, NC 27546
Phone: (910) 893-7525 Fax: (910) 893-2793
Case: PLAN2407-0001
Planning Board: August 5, 2024 County Commissioners: August 19, 2024
Applicant Information
Applicant:
Name: Harnett County Development Services
Address: 420 McKinney Pkwy.
City/State/Zip: Lillington, NC 27546
Phone: 910-893-7525, x2
Type of Change
New Addition Revision
Ordinance:
Unified Development
Ordinance Article: III Sections: 8.2.1 D
Current Text: (Attach additional sheets if necessary)
D. If the applicant owns, leases, holds an option on, or holds any legal or equitable interest in any property adjacent to or
located directly across a street, easement, or right-of-way from the property to be subdivided, the subdivision shall not qualify
under the minor subdivision procedure. The minor subdivision procedure may not be used a second time within three (3)
years on any property less than 1,500 feet from the original property boundaries by anyone who owned, had an option on, or
held any legal interest in the original subdivision at the time the subdivision received preliminary or final plat approval or by
any subsequent owner, individual having an option on, or individual having any legal interest in the original subdivision at the
time the subdivision received preliminary or final plat approval.
Proposed Text: (Attach additional sheets if necessary)
D. If the applicant owns, leases, holds an option on, or holds any legal or equitable interest in any property adjacent to or
located directly across a street, easement, or right-of-way from the property to be subdivided, the subdivision shall not qualify
under the minor subdivision procedure. The minor subdivision procedure may not be used a second time within three (3)
years on any property less than 1,500 feet from the original property boundaries by anyone who owned any individual,
corporation, partnership, or other entity who owned, leased, had an option on, or held any legal interest in the original
subdivision at the time the subdivision received preliminary or final plat approval or by. .Additionally, any subsequent owner,
individual having, corporation, partnership, or other entity that owns, leases, has an option on, or individual having has any
legal interest in the original subdivision tract of land that was subdivided at the time the subdivision received preliminary or
final plat approval shall not be permitted to use the minor subdivision a second time on the original tract of land within three (3)
years from the last subdivision. For the purposes of this section, any corporation, partnership or other entity in which an owner,
partner, officer, director, or majority shareholder of such entity is/was an owner, partner, officer, director, or majority shareholder in
the corporation, partnership, or other entity that owned, leased, held an option on, or held any legal or equitable interest in the original
tract of land that was subdivided shall not be permitted to use the minor subdivision procedure a second time within three (3) years on
any property within 1,500 feet from the original property boundaries.
Reason for Requested Change:
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
081324 ws Pg. 14
Page 2 of 2
To amend Harnett County’s U.D.O. Article III, Section 8.2.1 D.
Suggested Statement-of-Consistency: (Staff concludes that…)
The requested Text Amendment is compatible with Harnett County regulatory documents and the benefits outweigh any
potential inconvenience or harm to the community. Therefore, it is recommended that this Text Amendment request be
APPROVED.
Additional Information:
At the August 5, 2024 Planning Board Meeting, the Planning Board voted unanimously (5-0) to approve the text
amendment as written.
There was no one present at the meeting to speak in opposition.
081324 ws Pg. 15
\\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2024\081324 ws\7.2.1 PLAN2406-0003 Wellco
Contractors Rezoning Agenda Form.docx Page 1 of 1
Board Meeting
Agenda Item
MEETING DATE: August 19, 2024
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Proposed Zoning Change: Case #PLAN2406-0003
REQUESTED BY: Mark Locklear, Development Services
REQUEST:
Landowner / Applicant: Florence Wellons / Wellco Contractors; 7.07 +/- acres; Pin
#0504-87-5022.000; From Commercial to RA-20M Zoning District; Anderson Creek
Township; SR # 1121 (Ray Road).
Additional Information:
At the August 5, 2024 Planning Board meeting, the Planning Board voted unanimously
(5-0) to recommend approval of the requested rezoning.
- Several residents attended the meeting, and 2 residents from the adjacent subdivision
spoke. The residents asked questions and expressed concerns about the future
development of the subject property as a residential subdivision. The residents'
concerns included school capacity issues, stormwater runoff, a potential increase in
traffic, and the potential impact to home values.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
081324 ws Pg. 16
081324 ws Pg. 17
081324 ws Pg. 18
081324 ws Pg. 19
081324 ws Pg. 20
081324 ws Pg. 21
081324 ws Pg. 22
081324 ws Pg. 23
081324 ws Pg. 24
081324 ws Pg. 25
081324 ws Pg. 26
081324 ws Pg. 27
081324 ws Pg. 28
081324 ws Pg. 29
081324 ws Pg. 30
081324 ws Pg. 31
081324 ws Pg. 32
STAFF REPORT Page 1 of 6
REZONING STAFF REPORT
Case: PLAN2406-0003
Sarah Arbour, Long Range Planner
sarbour@harnett.org
Phone: (910) 814-6414 Fax: (910) 814-8278
Planning Board: August 5, 2024 County Commissioners: August 19, 2024
Request for a Rezoning from Commercial to RA-20M
Applicant Information
Owner of Record: Applicant:
Name: Florence Wellons Name: Wellco Contractors
Address: PO Box 766 Address: PO Box 766
City/State/Zip: Spring Lake, NC 28390 City/State/Zip: Spring Lake, NC 28390
Property Description
PIN(s): 0504-87-5022.000 Acreage: +/- 7.07 of 16.97
Address/SR No.: Ray Road, Spring Lake
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
Area included
in request
081324 ws Pg. 33
STAFF REPORT Page 2 of 6
Physical Characteristics
Site Description: The parcel is vacant land split into two sections by Coopers Creek Ave., a road from the abutting
residential subdivision. The site was formerly a manufactured home park.
Surrounding Land Uses: Surrounding land uses consist of single and multi-family residences, and various
commercial uses such as offices, retail stores, service establishments, and restaurants.
Services Available
Water:
Public (Harnett County)
Private (Well)
Other: Unverified
Sewer:
Public (Harnett County)
Private (Septic Tank)
Other: unverified
Transportation:
AADT 2022
Ray Rd. 13,000
Site Distances: Good
Zoning District Compatibility
Current
Commercial
Requested
RA-20M
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
Institutional X X
Commercial Services
X
SUP
Retail X
Wholesale
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
Zoning Districts
Commercial
RA-20M
RA-20R
Existing Zoning : It is the purpose of the Commercial/Business District (COMM) to accommodate the widest variety of
commercial, wholesale, and retail businesses in areas that are best located and suited for such uses.
Requested Zoning : The RA-20M Residential/Agricultural District (RA-20M) is established primarily to support agricultural and
residential development. Inclusive in such higher density residential developments may consist of single- family dwellings,
multifamily dwellings, duplexes, and manufactured home parks.
081324 ws Pg. 34
STAFF REPORT Page 3 of 6
Land Use Classification Compatibility
ZONING
Proposed
RA-20M
Compact Mixed
Use
Parks & Rec X
X
Natural Preserves X X
Bona Fide Farms X
X
Single Family X
X
Manufactured
Homes, Design
Regulated X
X
Manufactured
Homes X
X
Multi-Family X
X
Institutional X
X
Commercial
Service SUP
X
Retail X
Wholesale SUP
Industrial
Land Use Classifications
Compact Mixed Use
Low Density Residential
Medium Density Residential
Compact Mixed Use: These areas are meant to be nodes or activity centers for growing areas in the County. They are located near
concentrations of existing or planned residences, and areas with access to major thoroughfares and utilities. These areas
incorporate commercial uses including grocery stores, retail establishments, restaurants and services. Office, civic and institutional
uses should complement commercial uses. Higher density residential including small lot single-family, townhomes and apartments
should be located in close proximity to shopping and service destinations and complimented by pedestrian facilities to provide more
walking opportunities to internal and external destinations. The exact location and size of non-residential areas will be dependent on
market conditions.
081324 ws Pg. 35
STAFF REPORT Page 4 of 6
Site Photographs
081324 ws Pg. 36
STAFF REPORT Page 5 of 6
Evaluation
Yes No A. The proposal will place all property similarly situated in the area in the same category,
or in appropriate complementary categories.
The subject property is contiguous to the requested zoning district, RA-20M, and the request
does not require an evaluation for reasonableness as a small-scale rezoning.
Yes No B. There is a 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.
The subject property is adjacent to residential subdivisions zoned RA-20M, and the uses
permitted in the requested zoning designation are overall less intense than those in the current
zoning district. A change of zoning to the RA-20M zoning district would potentially allow for
more compatible uses than the current Commercial zoning designation.
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.)
The uses permitted outright in the RA-20M zoning district would be appropriate in the area
included in the proposed zoning change.
There is no convincing demonstration that every allowable special use in the RA-20M would be
entirely appropriate in the area; however, such uses would only be permitted with a special use
permit granted by the Board of Adjustment. A special use permit could be granted or denied
based on the Board’s findings, and the Board could place conditions on any permit granted.
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.
The uses permitted outright in the RA-20M zoning district will not materially and adversely
affect the character of the neighborhood. The uses permitted outright in the requested zoning
district are primarily residential, which would be compatible with the surrounding residential
uses.
Yes
No E. The proposed change is in accordance with the comprehensive plan and sound
planning practices.
The proposed change is in accordance with the comprehensive plan and sound planning
practices. The underlying land use is Compact Mixed Use, which is a mixed-use development
node which supports both residential and commercial uses where appropriate.
Suggested Statement-of-Consistency
As stated in the evaluation, the requested rezoning to RA-20M is reasonable and Planning Services staff
recommends that the requested rezoning to the RA-20M zoning district is APPROVED.
Additional Information
At the August 5, 2024 Planning Board meeting, the Planning Board voted unanimously (5-0) to approve the zoning
change. The Planning Board found that the requested zoning district is compatible with the surrounding zoning
district.
081324 ws Pg. 37
STAFF REPORT Page 6 of 6
Several residents attended the meeting, and 2 residents from the adjacent subdivision spoke. The residents asked
questions and expressed concerns about the future development of the subject property as a residential
subdivision. The residents' concerns included school capacity issues, stormwater runoff, a potential increase in
traffic, and the potential impact on home values.
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
081324 ws Pg. 38
Harnett County Board of Commissioners
Page | 1
AN ORDINANCE AMENDING THE
HARNETT COUNTY UNIFIED DEVELOPMENT ORDINANCE
WHEREAS, the Board of Commissioners of Harnett County adopted the UDO on October 17, 2011 for the
purpose of promoting the health, safety, and general welfare of the county residents; and
WHEREAS, this ordinance was adopted under authority granted by the General Assembly of the State of North
Carolina, particularly G.S. 153A-340; and
WHEREAS, the UDO contains provisions for amending said ordinance and those provisions have been followed;
and
WHEREAS, the Harnett County Planning Board has reviewed the amendment to the article of the UDO as
listed below and recommends the adoption of the following amendment.
NOW, THEREFORE BE IT ORDAINED BY THE BOARD OF COMMISSIONERS OF HARNETT
COUNTY, NORTH CAROLINA that Harnett County Unified Development Ordinance Article III., Section
8.2.1 D. “3 Year Rule”, shall be amended to read as indicated in “Attachment”.
“Attachment” is filed with the Unified Development Ordinance in the Clerk to the Board’s Office.
Duly adopted this 19th day of August 2024 and effective upon adoption.
HARNETT COUNTY BOARD OF COMMISSIONERS
_______________________________
William Morris, Chairman
ATTEST:
____________________________________
Melissa D. Capps, Clerk
081324 ws Pg. 39
Harnett County Board of Commissioners
Page | 2
ATTACHMENT
Article III. Section 8.2.1 D
D. If the applicant owns, leases, holds an option on, or holds any legal or equitable interest in any property adjacent to or
located directly across a street, easement, or right-of-way from the property to be subdivided, the subdivision shall not qualify
under the minor subdivision procedure. The minor subdivision procedure may not be used a second time within three (3)
years on any property less than 1,500 feet from the original property boundaries by any individual, corporation, partnership, or
other entity who owned, leased, had an option on, or held any legal interest in the original subdivision at the time the
subdivision received preliminary or final plat approval. Additionally, any subsequen t, individual, corporation, partnership, or
other entity that owns, leases, has an option on, or has any legal interest in the original tract of land that was subdivided at the
time the subdivision received preliminary or final plat approval shall not be permitted to use the minor subdivision a second time
on the original tract of land within three (3) years from the last subdivision. For the purposes of this section, any corporation,
partnership or other entity in which an owner, partner, officer, director, or majority shareholder of such entity is/was an owner,
partner, officer, director, or majority shareholder in the corporation, partnership, or other entity that owned, leased, held an option on,
or held any legal or equitable interest in the original tract of land that was subdivided shall not be permitted to use the minor
subdivision procedure a second time within three (3) years on any property within 1,500 feet from the original property boundaries.
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
Formatted: Font: 11 pt
081324 ws Pg. 40
Page 1
AUGUST 19, 2024 APPOINTMENTS NEEDED
HARNETT COUNTY BOARD OF HEALTH
We have received an application from Kandi Tudor to serve on the Board of Health. The composition
of this Board is profession specific. Ms. Kandi Tudor would fill the registered nurse position.
(Application attached)
We have received an application from Laurie Maki to serve on the Board of Health. If appointed, Ms.
Maki would fill the public/community member vacancy. (Application attached)
Emily Barefoot has resigned from this board. She filled the public member position. Her term expires
May 31, 2025.
AGRICULTURAL ADVISORY BOARD
We have received an application from Robin Johnson. She would like to be considered for this Board.
She would be filling the district 4 seat held by Cindy Johnson. (Application attached)
The following members would like to be considered for reappointment to this Board. (Applications
attached)
•R.H. Byrd currently serves as the district 1 representative.
•Dudley Langdon currently serves as the district 3 representative.
•Henry Randolph currently serves as the at large representative.
The composition of the board is statutorily driven, and the membership requirements are specific. The
members shall be Harnett County residents or landowners. The members shall be actively engaged in
farming. The two at large members should be from agribusiness or agricultural-related interests.
JUVENILE CRIME PREVENTION COUNCIL
We have received an application from Nichole Hamer. She would like to be considered for
appointment. If appointed, she will be one of the required members of the public to be appointed by the board
of commissioners of a county. (Application attached)
HARNETT COUNTY PLANNING BOARD
We have received an application from Rickie Day. He would like to be considered for reappointment.
He currently fills the district 3 seat. (Application attached)
Item 8
081324 ws Pg. 41
081324 ws Pg. 42
081324 ws Pg. 43
081324 ws Pg. 44
081324 ws Pg. 45
081324 ws Pg. 46
081324 ws Pg. 47
081324 ws Pg. 48
081324 ws Pg. 49
081324 ws Pg. 50
STATE OF NORTH CAROLINA
DEPARTMENT OF TRANSPORTATION
ROY COOPER J.R. “JOEY” HOPKINS
GOVERNOR SECRETARY
Mailing Address:
NC DEPARTMENT OF TRANSPORTATION
DIVISION SIX / DISTRICT TWO
POST OFFICE BOX 1150
FAYETTEVILLE, NC 28302
Telephone: (910) 364-0601
Fax: (910) 437-2529
Customer Service: 1-877-368-4968
Website: www.ncdot.gov
Location:
600 SOUTHERN AVENUE
FAYETTEVILLE, NC 28306
July 26, 2024
Mrs. Melissa Capps
Clerk
Harnett County Board of Commissioners
Post Office Box 759
Lillington, North Carolina 27546
Subject: Secondary Road Addition
To Whom It May Concern:
This is in reference to a petition submitted to this office requesting street(s) in Harnett
County be placed on the State’s Secondary Road System. Please be advised that these
street(s) have been investigated and our findings are that the below listed street(s) are
eligible for addition to the State System.
Avery Pond
Avery Pond Dr
Mineral Springs Ln
Squire St
Rowland Dr
Tralee Ct
Old Head Way
Kinsale Ct
Doonbeg Dr
Lahinch Dr
Waterville Way
It is our recommendation that the above-named street(s) be placed on the State’s Secondary
Road System. If you and your Board concur on our recommendation, please submit a
resolution to this office.
Sincerely,
Christopher Jones
Engineering Specialist I
Item 9
081324 ws Pg. 51
081324 ws Pg. 52
strong roots • new growth
HARNETT COUNTY
NORTH CAROLINA
RESOLUTION
BE IT RESOLVED that Harnett County Board of Commissioners does hereby, by proper execution of this document,
request that the North Carolina Department of Transportation add to the State’s Secondary Road System the below
listed streets.
Avery Pond
•Avery Pond Dr
•Mineral Springs Ln
•Squire St
•Rowland Dr
•Tralee Ct
•Old Head Way
•Kinsale Ct
•Doonbeg Dr
•Lahinch Dr
•Waterville Way
Duly adopted this 19th day of August, 2024.
HARNETT COUNTY BOARD OF COMMISSIONERS
_______________________________
William Morris, Chairman
ATTEST:
081324 ws Pg. 53
strong roots • new growth
_________________________________
Melissa D. Capps, Clerk
081324 ws Pg. 54
STATE OF NORTH CAROLINA
DEPARTMENT OF TRANSPORTATION
ROY COOPER J.R. “JOEY” HOPKINS
GOVERNOR SECRETARY
Mailing Address:
NC DEPARTMENT OF TRANSPORTATION
DIVISION SIX / DISTRICT TWO
POST OFFICE BOX 1150
FAYETTEVILLE, NC 28302
Telephone: (910) 364-0601
Fax: (910) 437-2529
Customer Service: 1-877-368-4968
Website: www.ncdot.gov
Location:
600 SOUTHERN AVENUE
FAYETTEVILLE, NC 28306
July 24, 2024
Mrs. Melissa Capps
Clerk
Harnett County Board of Commissioners
Post Office Box 759
Lillington, North Carolina 27546
Subject: Secondary Road Addition
To Whom It May Concern:
This is in reference to a petition submitted to this office requesting street(s) in Harnett
County be placed on the State’s Secondary Road System. Please be advised that these
street(s) have been investigated and our findings are that the below listed street(s) are
eligible for addition to the State System.
Westerfield Farms Subdivision
Kirby Smith Cir
Mosby Ln
Ext SR 2480 Bedford Rd
It is our recommendation that the above-named street(s) be placed on the State’s Secondary
Road System. If you and your Board concur on our recommendation, please submit a
resolution to this office.
Sincerely,
Christopher Jones
Engineering Specialist I
Item 9
081324 ws Pg. 55
081324 ws Pg. 56
strong roots • new growth
HARNETT COUNTY
NORTH CAROLINA
RESOLUTION
BE IT RESOLVED that Harnett County Board of Commissioners does hereby, by proper execution of this document,
request that the North Carolina Department of Transportation add to the State’s Secondary Road System the below
listed streets.
Westerfield Farms Subdivision
•Kirby Smith Cir
•Mosby Ln
•Ext SR 2480 Bedford Rd
Duly adopted this 19th day of August, 2024.
HARNETT COUNTY BOARD OF COMMISSIONERS
_______________________________
William Morris, Chairman
ATTEST:
_________________________________
Melissa D. Capps, Clerk
081324 ws Pg. 57
Item 9
081324 ws Pg. 58
081324 ws Pg. 59
081324 ws Pg. 60
081324 ws Pg. 61
081324 ws Pg. 62
081324 ws Pg. 63
081324 ws Pg. 64
081324 ws Pg. 65
081324 ws Pg. 66
081324 ws Pg. 67
081324 ws Pg. 68
081324 ws Pg. 69
081324 ws Pg. 70
081324 ws Pg. 71
081324 ws Pg. 72
081324 ws Pg. 73
081324 ws Pg. 74
081324 ws Pg. 75
081324 ws Pg. 76
081324 ws Pg. 77
MEMORANDUM
Date: August 13, 2024
To: Harnett County Board of Commissioners
Through: Brent Trout, County Manager
From: Mike Morrow, Assistant County Manager
Subject: 4th Quarter FY2024 TEAM Harnett Performance Management Report
As per the Board of Commissioners direction, we have prepared an update on the TEAM Harnett
Performance Management Plan for the 4th quarter of Fiscal Year 2024. The 4th Quarter FY2024
TEAM Harnett Performance Management report is attached for your review. A summary of the
findings over the last quarter are below:
For FY2024, TEAM Harnett will review thirty-one (31) Key Strategic Actions and Other
Strategic Actions directly related to the Harnett County Strategic Plan.
Status of 31 action items as of March 31, 2024
o 13% are pending action
o 58% are In-Process
o 29% are Completed
Status of 31 action items as of June 30, 2024
o 6% are pending action
o 46% are In-Process
o 48% are Completed
During this 4th quarter, TEAM Harnett completed business plan training sessions with our
partners from the UNC School of Government. County staff trained on the processes of creating
and implemented internal departmental business plans. Business plans are related to the
Strategic Plan and the TEAM Harnett Performance Management plan showing how the
departments relate to the business of the County. County administration worked closely with the
departments during the creation of the plans.
The business plans are intended to be “living documents” and are a road map for departments
that can be changed and updated as you go. These plans are always evolving, flexible and
adaptable, and in real time for all current situations. The idea behind this is that these plans can
respond to changes quickly, provide better communication, and updates.
If you have any questions regarding this information, please feel free to contact me to discuss.
Item 9
081324 ws Pg. 78
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 QTR 1 QTR 2 QTR 3 QTR 4
County Administration and
Harnett County Schools 6/30/2024
Quarterly collaborative meetings with County Manager and
Superintendent
Number of Meetings as of 6/30/24
County Manager/Superintendent– 3
Harnett County Schools Finance/County Finance & Budget- 8
Public Information Officer 6/30/2024 Elected officials and administration staff survey Developing a customer survey completed
Budget Director 6/30/2024 Engage Central Carolina Community College budget
requests for Harnett Promise for FY24
Planning to collect data at the end of Spring semester 2024
Harnett County Schools 8/23/2023
Quotes submitted by Harnett County Schools to County
Administration
Complete
Board of Commissioners 6/30/2024 Board approved Project Ordinance Funding approved - complete
Harnett County Schools 6/30/2024 Funding of Projects Funding approved - complete
Davenport 1/23/2024 Consultant is developing the debt affordability plan Complete
Davenport 1/23/2024
Present debt affordability plan to Board of Commissioners Complete
Address teacher supplements to increase
competitiveness
Key Strategic
Action
1 Budget Director 6/30/2024 Increase funding for teacher supplement Funding request will be considered in FY2025 budget, complete
County Manager 1/23/2024 Adopted Legislative Priorities for 2024 Complete
County Manager 1/23/2024
Develop Legislative Priorities for 2024 Planning to review current and future legislative priorities at the
Board of Commissioners work session during March 2024-
Complete
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 Complete
CIO 5/21/2022 Pricing/Quotes per license Complete
CIO 11/1/2022 Determine migration process, discover potential issues Complete
CIO 7/31/2023 Migration of email Complete
CIO 12/31/2023 Complete migration Complete
Library Consolidation COMPLETE
FY2023
Other Strategic
Action
2
Library Director 10/1/2022
Create a single, County-operated library system Complete
Job Descriptions/Reclassification Project
COMPLETE FY2023
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 6/30/2024 Fund Assessment In process
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 Complete
CIO 5/31/2023 Testing and acceptance Complete
Animal Shelter Needs Assessment
COMPLETE FY2023
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
Status Update FY 2025
2.1 Complete Compensation Study to
assess competitiveness of employee pay
and salary compression for existing
County employees
Key Strategic
Action
2
Harnett County owned fiber across the
rive for County internal network
redundancy COMPLETE FY2023
Other Strategic
Action
2
Space Needs Other Strategic
Action
2
1
Office 365 Migration Other Strategic
Action
2
Adopt Legislative Priorities for FY2024
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- COMPLETE FY2023
Other Strategic
Action
Key Strategic
Action
1
TEAM Harnett RAIL
Status Update FY 2023
Engage school administration proactively
to discuss and coordinate budget
priorities and funding for FY2024
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
Key Strategic
Action
1
1
1
Status Update FY 2024
081324 ws Pg. 79
Human Resources
Director 4/30/2023
Selection of Consulting Company Complete
Human Resources
Director 1/30/2024
HR to study follow up items from report In process
Human Resources
Director 8/1/2024
Consultant to complete the study In process
Human Resources
Director/Department
Heads
12/30/2023
Meet with Department Heads to discuss proposed changes Make proposed changes to the evaluation process.
Human Resources
Director/Department
Heads
7/1/2024
Communicate changes to employees Meet with each department and employees via training.
Human Resources
Director/Department
Heads
7/1/2024
Implementation Implement new performance evaluation process.
County Manager 12/31/2023
Meet with staff Confirm Performance Plan and RPI project scope. Form RPI team.
RPI Team/Finance 3/1/2024 Develop scope of work RPI Finalize Scope and RFP process
RPI Team/Finance 4/1/2024 Select Vendor Include budget for FY2026
RPI Team 1/1/2025
Launch program Implement program and staff training
IT. Safety & Risk
Manager 10/31/2022
Implement Neogov Learn Complete
HR Director/CCCC 7/30/2023
Develop Program for employees going into a supervisory
role
Complete
HR Director/CCCC 7/1/2024
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/CCCC 9/1/2024
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 Complete
County Manager's office 6/30/2024
Business Plan for Departments 4 sessions with UNC School of Government for business plan
creation for County Departments held. Business plan creation
complete.
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.
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 9/29/2023
Submit projects for CIP Projects have been submitted to County administration and Board
of Commisssioners.
Parks and Recreation
Director 6/30/2024
Plan for implementation of approved/recommended
projects
Planning has begun with several projects working on design and
construction contract approvals.
Key Strategic
Action
3
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
3.1 Prioritize parks and greenway
projects for development through CIP
2.3 Engage County employees in
improving internal processes and provide
regular education on adherence (RPI)
Key Strategic
Action
2
2.1 Complete Compensation Study to
assess competitiveness of employee pay
and salary compression for existing
County employees
Key Strategic
Action
2
2Key Strategic
Action
2.2 Review and revise employee
performance evaluation process to
encourage culture of accountability
Key Strategic
Action
2
2.6 Implement process for obtaining
citizen feedback on County service
provision
Key Strategic
Action
2
081324 ws Pg. 80
Parks and Recreation
Director 6/30/2025
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
Survey results collected (500+ responses). Positive community and
farmers response for farmer's market.
Tim Mathews/ Lynn
Lambert 5/1/2024
Analyze data, develop program, delivery strategy, and
budget needs
In process
Tim Mathews/ Lynn
Lambert 5/31/2024
Present feedback, program and budget to the Board of
Commissioners
Est. April 2024. submitted grant application for funding. Funding
expected to be announced in September 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 4/30/2024
Compile and analyze data to identify most pressing issues
and determine where program should focus.
Needs have been identified, and three subcommittees have been
created to address them.
Coley Price 7/31/2024
Develop program to curb substance abuse and present to
County Manager for approval with needed resources and
budget
Goals have been established for each subcommittee. They will begin
program development and working towards implementation.
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
Completed.
Project Leaders 2/28/2023
Gather programming wants and needs through the most
recent community and health needs assessments
Complete
Project Team 3/31/2023
Analyze engagement results and plan for future
programming
Completed.
Individual departmental
staff and trained
volunteers thorugh
supervision of
department leaders
Apr-24
Implement programming plan and prioritize replication of
highest need and impact programs
In process. Requested position in FY25 for this work.
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.
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
Key Strategic
Action
33.1 Prioritize parks and greenway
projects for development through CIP
3.5 Meet regularly with local arts
organizations to generate and implement
ideas for celebrating arts and culture
COMPLETE
Key Strategic
Action
3
081324 ws Pg. 81
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
COMPLETE FY2023
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 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
Permit has been obtained from NCDEQ. Few punch list items
need to be addressed before we utilize the new cell for
Construction and Demolition debris.
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.
Complete.
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 and
schedules.
Lynn Lambert 1/31/2023 Set Ag Team meeting dates for 2023 Ag Team meeting set for January 26, 2023.
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 Spring 2024
Review and update existing economic development
incentive guidelines
In process.
Development Services
Director Spring 2024
Outline and streamline process.Not yet started.
CIO 10/1/2020 RFP Complete
CIO 9/30/2023 Fixed Wireless Implementation Complete
CIO 1/1/2025 Great Grant Award Complete. Awarded to Brightspeed.
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
4.2 Increase availability of high speed
Broadband throughout County
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
081324 ws Pg. 82
CIO 1/1/2025 Phase 2 Implementation Entered into Phase 2 agreement with Cloudwyze
CIO TBD CAB grant - state funded In process - Awarded to Brightspeed, Spectrum, & Cloudwyze
CIO TBD Great Grant Award 2023 In process - Brightspeed
County Administration
and Economic
Development Director
TBD
Meet with Gas Company to determine location &
availability
Discussed with Dominion and Piedmont Gas. In process.
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 - complete
Steve Ward/MBD
Consulting 4/30/2023
Submit plans for NCDEQ In process
Steve Ward/MBD
Consulting 11/30/2023
Receive authorization to Construct (ATC) permit In process
Steve Ward/MBD
Consulting 3/1/2024
Advertise and Bid Project In process
6/30/2025 Construction
Economic Development
Director & Staff 1/31/2023
Create a new economic development website Website launch complete and underway. Complete
Existing Industries
Director 3/31/2023
Creeate a new quarterly economic development newsletter New quarterly newsletter launched. Complete
County Manager's
Office/PIO 6/30/2024
Provide quarterly information sessions for residents Held Community Outreach Session for October 2023, February
2024, July 2024
County Manager's
Office/PIO 6/30/2024
Represent Harnett County at local fairs and festivals for
outreach opportunities
Attended 5 events over last reporting period
Public Information
Officer 6/30/2024
Request a speaker program Ongoing process, complete for this reporting period
5.2: Create and distribute bimonthly
County newsletter in Harnett Regional
Water bills
Key Strategic
Action
5 County Manager's
Office/PIO/HRW 6/30/2024
Provide bimonthly inserts to HRW water bills 5 inserts provided over last reporting period, completed for current
fiscal year.
5.3: Implement use of video and
storyboards to promote County events
and educate citizens on County services
and initiatives COMPLETE
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
COMPLETE
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 Complete
4.4 Pursue enhanced transportation
infrastructure to reduce congestion and
increase access throughout the county
COMPLETE
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
5.5: Redesign County website with citizen
dashboard to create more user-friendly
experience COMPLETE
Key Strategic
Action
5
4.6 Educate County departments about
economic development priorities and their
role in advancing those priorities
Key Strategic
Action
4
5.1: Launch program to provide
presentations to community groups and
organizations from County staff on
requested topics
Key Strategic
Action
5
081324 ws Pg. 83
Ashley, Ira, Greg,
Department Directors,
various Dept. staff 12/31/2022
Review current webpage content and determine new
content for new website
Complete
Jaime 6/30/2023 Create design and layout for new website Complete
Jaime, Ira, Greg,
Department Directors,
various Dept. staff 10/9/2023 Training staff and launch of new website
Complete
Blue = Pending/ Not Yet Started
Green = In-Process 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 COMPLETE
Key Strategic
Action
5
081324 ws Pg. 84
Key Strategic Action: Engage school administration proactively to discuss and coordinate
budget priorities and funding for FY2024
1
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 1: Superior Education
Objective 1.1: Maintain effective collaboration
with Harnett County Schools to coordinate
budget process, capital projects, and other
initiatives
Staff Assigned:
Representatives from
various departments
Board Key Strategic
Action
Work complete.
Project Description (Scope Statement):
To maintain communication between County and Harnett
County Schools staff and between both Board of Commissioners
and Board of Education and County. This includes in - person
meetings, virtual meetings, phone calls, and email exchanges.
By maintaining open communication regarding budget
priorities, the County and Harnett County Schools can focus on
the needs of students in order to provide high quality
education.
This project will also engage Central Carolina Community
College to coordinate budget priorities of the Harnett Promise
program.
Community Outcomes (Performance Results):
•Strategic Key Performance Indicator is to maintain a
95% satisfaction rating from elected officials that we
collaborated and are well coordinated with the
budget process, capital projects and other initiatives.
•Strategic Key Performance Indicator is # enrolled and
% of students that graduated from Harnett Promise
initiative
081324 ws Pg. 85
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30, 2024
1 Quarterly collaborative
meetings and contacts with
County Manager and School
Administration
7/1/23 6/30/24 Various staff from
County
Administration
and Harnett
County Schools
Number of Meetings as of 6/30/24
County Manager/Superintendent – 3
Harnett County Schools Finance/County
Finance & Budget - 8
2 Elected officials and
administration staff Survey
Est 3/1/24 Est 6/30/24 Public Information
Officer
Developing a customer survey
completed
3 Engage Central Carolina
Community College budget
requests for Harnett Promise
for FY24
Est 3/1/24 Est 6/30/24 Budget Director Planning to collect data at the end of
Spring semester 2024
Project Leader:
Budget Director
Project Team, Stakeholders and Collaborators:
County Administration, Board of Commissioners, Board of Education,
Central Carolina Community College
Key Strategic Action: Engage school administration proactively to discuss and coordinate
budget priorities and funding for FY2024
Project Sponsor:
County Manager
081324 ws Pg. 86
Key Strategic Action: Restore County involvement in capital planning and architectural
committee for ongoing and upcoming projects
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 1: Superior Education
Objective 1.2: Maintain a long-term funding
plan for capital needs
$89.6M
Staff Assigned:
County Administration
Board Key Strategic
Action
Work completed.
Project Description (Scope Statement):
Harnett County Schools has 28 schools. Provide funding
for Capital Improvement Projects throughout the County
for Harnett County Schools.
Community Outcomes (Performance Results):
•Funding of Flatwoods Middle School
•Funding of Lillington-Shawtown Elementary School
Gym addition
•Funding of Child Nutrition Freezer Unit
081324 ws Pg. 87
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June
30, 2024
1 Quotes submitted by
Harnett County Schools
to County Administration
8/4/23 8/23/23 Harnett County
Schools
Complete
2 Board approved Project
Ordinance
8/30/23 6/30/24 Board of
Commissioners
Funding approved - complete
3 Funding of Projects 8/30/23 6/30/24 Board of
Commissioners
Funding approved - complete
Project Leader:
Budget Director
Project Team, Stakeholders and Collaborators:
County Administration, Harnett County Schools maintenance
staff
Key Strategic Action: Restore County involvement in capital planning and architectural
committee for ongoing and upcoming projects
Project Sponsor:
Finance Officer
081324 ws Pg. 88
Key Strategic Action: Create and adopt a long -term plan for funding new schools based on
Board of Education priorities
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 1: Superior Education
Objective 1.2: Maintain a long-term funding
plan for capital needs
$10,000 for contract
Staff Assigned: County
Administration
Board Key Strategic
Action
Complete
Project Description (Scope Statement):
•Create a debt affordability plan. Davenport Public Finance
created a 20 -year debt schedule plan to allow expenditure
up to $320M in school construction projects.
•This project is to address our debt affordability plan. This
plan is important to the Board of Commissioners because it
shows how the County is able to fund the construction of
new schools.
•The Board of Commissioners plans to construct a minimum
of five schools over the next 20 years to address the rapid
growth in Harnett County.
Community Outcomes (Performance Results):
•To ensure funding is available for school construction
projects over the next 20 years.
•Harnett County’s goal is to construct one school every
four years.
•Strategic Key Performance Indicator is # of schools
constructed .
081324 ws Pg. 89
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Consultant is developing
the debt affordability
plan
12/13/23 Est 1/23/24 Davenport Complete
2 Present debt affordability
plan to Board of
Commissioners
Est 1/23/24 Est 1/23/24 Davenport Complete
Project Leader:
Finance Officer
Project Team, Stakeholders and Collaborators:
County Administration, Board of Commissioners, Davenport, Harnett
County Schools
Key Strategic Action: Create and adopt a long -term plan for funding new schools based on
Board of Education priorities
Project Sponsor:
County Manager
081324 ws Pg. 90
Key Strategic Action: Address teacher supplements to increase competitiveness in the
region
7
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 1: Superior Education
Objective 1.4: Advocate for appropriate
allocation of school funding from federal and
state sources
Budget will be based
on request and
available funding.
Staff Assigned:
County Administration
Board Key Strategic
Action
Work completed.
Project Description (Scope Statement):
This project will improve the current process of addressing
teacher supplement in our overall budget process. The Board of
Education will submit a request for teacher supplement in
April. The County anticipates an increase for FY 2025 and will
bring their request to the board during deliberation to have a
discussion about the process about addressing the Board’s
interest. The process will be complete at the end of the fiscal
year/budget completion.
Community Outcomes (Performance Results):
This project strengthens the ability to recruit and retain qualified teacher
for the county’s students.
•The project will address recruiting and retaining teachers for the
Harnett County Schools district.
•Strategic Key Performance Indicator is to reduce turnover rate for
instructional staff and number of vacancies for instructional staff.
081324 ws Pg. 91
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Increase funding for
teacher supplement
Est 4/15/24 Est 6/30/24 Budget
Director
Funding request will be considered
in FY2025 budget. Completed
Project Leader:
Budget Director
Project Team, Stakeholders and Collaborators:
County Administration, Harnett County Schools, Board of
Commissioners
Key Strategic Action: Address teacher supplements to increase competitiveness in the
region
Project Sponsor:
Finance Officer
081324 ws Pg. 92
Key Strategic Action: Adopt Legislative Priorities for FY 2024 that includes advocacy for
increased funding for schools
9
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 1: Superior Education
Objective 1.4: Advocate for appropriate
allocation of school funding from federal and
state sources
Staff Assigned: County
Manager
Board Key Strategic
Action
Project is
complete. Planning for FY
2025 Legislative Priorities
meeting with Board of
Commissioners in March
2024.
Project Description (Scope Statement):
Each year, County Commissioners develop a list of
legislative priorities to discuss with our state and federal
legislative representatives to continue to support our
citizens' needs.
Community Outcomes (Performance Results):
•Harnett County has an adopted state legislative
agenda that advocates for increased funding for
schools. (lead measure - Key Performance Indicator)
•% increase of funding for Harnett County Schools (lag
measure – Key Performance Indicator)
081324 ws Pg. 93
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Adopted Legislative
Priorities for 2024
January 2024 April 2024 Brent Trout Complete
2 Develop Legislative
Priorities for 2024
January 2024 March 2024 Brent Trout Planning to review current and
future Legislative priorities at the
Board of Commissioners work
session during March 2024 -
Complete
Project Leader:
County Manager
Project Team, Stakeholders and Collaborators:
County Administration, Board of Commissioners, Harnett County
Schools
Key Strategic Action: Adopt Legislative Priorities for FY 2024 that includes advocacy for
increased funding for schools
Project Sponsor:
Board of Commissioners
081324 ws Pg. 94
Other Strategic Action: Office 365 Migration
1
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 2: Organization al Excellence
Objective 2.4: Seek new and best practice
technology to improve
processes in all operational areas.
$1.04M ARPA
Replacement Revenue
Staff Assigned: IT
Dept.
MNG Project
High Priority - YES
Project complete
Project Description (Scope Statement):
Migration to MS Office 365 from On-premise Solutions
to improve security stance and remote accessibility.
This will allow employees access to county resources
wherever they are. Increases opportunities for a more
efficient workforce.
Enables Multi-Factor authentication capabilities to add
another layer of security. Also provides data
redundancy across multiple Microsoft datacenters
Community Outcomes (Performance Results):
Increasing security of community and employee data.
Less concern about cyber instances allows employees to
focus on customer satisfaction
Gives employees access to data in the field or wherever
the work may be completed.
081324 ws Pg. 95
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Pricing/Quotes per
license
1/1/2022 5/1/2022 CIO Complete
2 Determine migration
process, discover
potential issues
5/1/2022 11/1/2022 CIO Complete
3 Migration of email 11/1/2022 7/31/23 CIO Complete
4 Complete Migration –
groups and public folders
4/1/2023 3/31/2024 CIO Complete
Project Leader:
CIO
Project Team, Stakeholders and Collaborators:
IT Dept., All EEs
Other Strategic Action: Office 365 Migration
081324 ws Pg. 96
Other Strategic Action : Space Needs
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 2: Organizational Excellence
Objective 2.5: Improve resident and customer
experiences through efficient,
high quality service delivery and continuous
improvement
$258,920 Direct
funding
Staff Assigned: Dept
Heads
MNG Project
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
The County is reviewing future facility planning to
include an analysis of the current condition and capacity
of the County’s facilities along with an assessment of
future staffing needs and recommendations on how the
County can best address future growth needs through
the planning of County facilities.
Community Outcomes (Performance Results):
A.Facility Space Assessment – data collection
B.Facility Condition Assessment – data forecasting
C.Condition Assessment and Space Needs Plan –
Guidance for future County space needs
D.Feasibility Study for Priority Projects – individual sites
081324 ws Pg. 97
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Meet with Staff September
2022
October
2022
County
Manager
Meetings complete.
2 Facility Space Assessment
study
October
2022
March 15,
2023
County
Manager
Draft deliverable to County on
12/21, meet January 2023 for final
3 Adoption by BOC for
study
Spring 2023 March 15,
2023
County
Manager
Complete
4 Fund Assessment March 15,
2023
6/30/24 County
Manager
In process
Project Leader:
Brent Trout
Project Team, Stakeholders and Collaborators:
Department Heads
Other Strategic Action : Space Needs
081324 ws Pg. 98
Key Strategic Action: 2.1 Complete Compensation Study to assess competitiveness of
employee pay and salary compression for existing County employees
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 2: Organizational Excellence
Objective 2.1: Attract, retain and grow high
performing employees
$TBD Direct funding
Staff Assigned: HR
Dept./Committee
Board KSA
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
The purpose of the Compensation Strategy Study is to
assist the County in reviewing and analyzing the current
staff compensation structure and obtain
recommendations for improvements to the existing
structure to ensure internal equity and external
competitiveness. All regular, full-time and part-time staff
positions will be included in the study. The County’s goal
is to provide competitive pay levels to its current
employees and future prospective employees .
Community Outcomes (Performance Results):
Project objectives should ensure program outcomes and
recommendations that are internally equitable,
externally competitive, understandable, legally
defensible, easily maintained and administered by the
County staff, flexible to change as market conditions
evolve, and appropriate for the County’s goals, structure,
and reward system.
This KSA will move us forward in reducing the County
wide overall turnover rate and will attract, retain and
grow high performing employees.081324 ws Pg. 99
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 RFP 11/01/2022 11/28/2022 HR Director Complete
2 Consultant to complete
the study
01/23/2022 04/30/2023 HR Director Complete
3 HR to study follow up
items from report
10/1/2023 01/30/2025 HR Director/
Dept Heads
In process
4 Present information
during budget cycle
3/1/24 06/30/2025 HR Director/
Budget
Director
In process
Project Leader:
HR Director
Project Team, Stakeholders and Collaborators:
HR Dept., Selected Committee, Dept. Heads
Key Strategic Action: 2.1 Complete Compensation Study to assess competitiveness of
employee pay and salary compression for existing County employees
081324 ws Pg. 100
Key Strategic Action: 2.2 Review and revise employee performance evaluation process to
encourage culture of accountability.
7
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 2: Organizational Excellence
Objective 2.1 Attract, retain and grow high
performing employees
$TBD Direct funding
Staff Assigned: HR
Dept/Dept Heads
Board KSA
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
Develop a new performance evaluation process that will
align with the goal objectives and key strategic actions of
the county.
Community Outcomes (Performance Results):
This will help in educating employees the goals and
objectives they are expected to meet by having
measurable objectives in place. Employees will
understand how their daily work and projects are a part of
working towards larger goals of the county as a whole.
This will also assist the Department Directors and
Supervisors in giving sound and objective feedback on
performance evaluations.
This KSA will move us forward in reducing the County wide
overall turnover rate and will help with retention and
growth of high performing employees.081324 ws Pg. 101
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Meet with Dept Heads
to discuss proposed
changes/training
8/15/2023 12/30/2023 HR Director/
Dept Heads
Make proposed changes to the
evaluation process and provide
training.
2 Communicate changes
to employees by training
1/1/2024 12/1/2024 HR Director/
Dept Heads
Meet with each department and
employees via training.
3 Implementation 7/1/2024 3/1/2025 HR Director/
Dept. Heads
Implement new performance
evaluation process.
Project Leader:
HR Director
Project Team, Stakeholders and Collaborators:
HR Team, Dept. Heads, Supervisors
Key Strategic Action: 2.2 Review and revise employee performance evaluation process to
encourage culture of accountability.
081324 ws Pg. 102
Key Strategic Action: 2.3 Engage County employees in improving internal processes and
provide regular education on adherence (R.P.I)
9
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 2: Organizational Excellence
Objective 2.5: Improve resident and customer
experiences through efficient,
high quality service delivery and continuous
improvement
Direct funding; No
funding available to date
Staff Assigned: Dept
Heads
Board KSA Project
High Priority - Yes
This project is currently being
developed.
Project Description (Scope Statement):
An analysis that will provide a methodical approach to identify,
map, and improve processes organization wide to improve
efficiency and effectiveness by eliminating waste, reducing
costs, improving communication and collaboration with regular
updates using Rapid Process Improvement (RPI) strategies with
our performance management program. The review parameters
have not been developed at this time due to the ongoing
performance management program activities .
Community Outcomes (Performance Results):
•Percentage of staff training opportunities for RPI
•Percentage of feedback and ideas from project teams for
improvement
•Decrease project time due to inefficiencies found by project
teams
•Increase communications and responses from project teams
on work efficiencies
•Increase collaboration and communication across project
teams through regular interaction (monthly, quarterly)
081324 ws Pg. 103
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30, 2024
1 Meet with Staff July 2023 December 31,
2023
County Manager Confirm Performance Plan and RPI
project scope. Form RPI Team
2 Develop Scope of Work RPI September 30,
2023
October, 2024 County Manager Finalize Scope and RFP Process
3 Select Vendor January 2025 County Manager Include budget for FY 2026
4 Launch July 1,
2025
County Manager Implement program and staff training
Project Leader:
Brent Trout
Project Team, Stakeholders and Collaborators:
Department Heads, Department Leadership
Key Strategic Action: 2.3 Engage County employees in improving internal processes and
provide regular education on adherence (R.P.I.)
081324 ws Pg. 104
Key Strategic Action: 2.4 Develop and implement an organizational training and
development program
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 2: Organizational Excellence
Objective 2.1: Attract, retain and grow high
performing employees
$TBD Direct funding
Staff Assigned: HR
Dept/CIO
Board KSA Project
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
An analysis of effective employee training and professional
development strategies (workshops, webinars, professional
association training opportunities) that will benefit the organization
now and in the future. These approaches will enable employees to
potentially be trained for future career enhancements or
advancements. The scope parameters have not been developed at
this time.
Community Outcomes (Performance Results):
Employees will have on demand training in Neogov- Learn that will help the
access training and development courses at a pace they are comfortable with.
Employees who are new to a supervisory role will have the necessary skills and
tools to be successful in their new role in leading their team.
This KSA will move us forward in retaining and growing high performing
employees who will be a part of the succession plan for the County.
•Percentage of employees actively engaged in training
•Percentage of employees actively engaged in professional development
•Percentage of attendees at Countywide training opportunities
•Percentage of attendees at Countywide online training opportunities
081324 ws Pg. 105
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June
30, 2024
1 Implemented Neogov Learn 10/31/2022 IT, Safety & Risk
Manager
Complete
2 Develop Program for
employees going into a
supervisory role
6/1/2023 7/30/2023 HR Director Complete
3 Develop method to identify
employees to complete the
training.
8/1/2023 6/30/2024 HR Director/
CCCC
Work with Depts for early
identification for employees who will
move into supervisory role.
Completed.
4 Roll out training course/
evaluate success rate
12/1/2023 8/1/2024 HR Director/ CCCC Conduct training class for employees
and gather feedback/success rate
Project Leader:
HR Director/CIO
Project Team, Stakeholders and Collaborators:
HR, IT, Dept Heads
Key Strategic Action: 2.4 Develop and implement an organizational training and
development program
081324 ws Pg. 106
Key Strategic Action: 2.5 Research, develop, and implement a holistic performance
management program
13
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 2: Organizational Excellence
Objective 2.5: Improve resident and customer
experiences through efficient,
high quality service delivery and continuous
improvement
$57,000 Direct
funding
Staff Assigned:
Manager &Dept
Heads
Board KSA Project
High Priority - Yes
This project is complete.
Project Description (Scope Statement):
The UNC School of Government’s Center for Public
Leadership and Governance will support Harnett
County’s strategic planning process. The process will
occur in three phases. This Scope of Work includes
preparation of plan elements for phase I, and phase II for
the development of the Strategic Plan. Phase III of the
plan will be for the Performance Management Program.
Phase IV to begin November 2023.
Community Outcomes (Performance Results):
•Percentage of performance indicators from County
Departments
•Number of Departments tracking customer service
data for residents and businesses
•Number of Departments providing quality services to
residents and businesses
•Number of Departments providing quality customer
services to internal customers
081324 ws Pg. 107
14
Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of June 30, 2024
1 Phase 1 – Plan elements Fall 2021 November 1,
2021
County Manager’s
Office
Work Complete.
2 Phase 2 – Strategic Plan Fall 2021 February 1, 2022 County Manager’s
Office
Work Complete.
3 Phase 3 – Performance
Management Plan
October 2022 June 30, 2023 County Manager’s
Office
Work Complete.
4 Phase 4 – Business Plan
Development for Departments
November 2023 June 30, 2024 County Manager's
Office
4 sessions with UNC School of Government
for business plan creation for County
Departments held. Business plan creation
complete.
Project Leader:
Mike Morrow
Project Team, Stakeholders and Collaborators:
County Manager, Department Heads, Department Leadership
Key Strategic Action: 2.5 Research, develop, and implement a holistic performance
management program
081324 ws Pg. 108
Key Strategic Action: 2.6 Implement process for obtaining citizen feedback on County
service provision
15
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 2: Organizational Excellence
Objective 2.5: Improve resident and customer
experiences through efficient,
high quality service delivery and continuous
improvement
Direct funding: No
funding available to date
Staff Assigned: Dept
Heads
Board KSA Project
High Priority - Yes
This project is currently
being developed.
Project Description (Scope Statement):
An analysis that will provide a methodical approach for a
process for obtaining feedback on County services through
administered surveys to gather information on residents’ level
of satisfaction with County provided services and gather
residents’ opinions regarding other topics. This feedback will be
in support of the County’s ongoing strategic planning process in
the future. Most surveys would be administered using a
combination of mail, phone, and internet to gather a random
sample. The scope parameters have not been developed at this
time due to the ongoing performance management program
activities.
Community Outcomes (Performance Results):
•Percentage of satisfaction with major County services
•Percentage of satisfaction with perceptions of safety
in the County
•Percentage of satisfaction with County
communication with public
•Percentage of customer satisfaction with County
employee interactions for questions
•Percentage of customer satisfaction with County
employee interactions for problems
081324 ws Pg. 109
16
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Meet with staff 7/1/24 County
Manager
Plan to meet with staff with completion
of performance management plan.
2 Develop Scope of Work
and Include in Budget
7/1/24 County
Manager
Plan to develop scope with completion
of performance management plan.
3 Select Vendor
4 Conduct Survey and
Incorporate Results into
Performance
Project Leader:
Brent Trout
Project Team, Stakeholders and Collaborators:
Department Heads, Department Leadership
Key Strategic Action: 2.6 Implement process for obtaining citizen feedback on County
service provision
081324 ws Pg. 110
Key Strategic Action: 2.7 Provide County employees with enrichment opportunities
17
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 2: Organizational Excellence
Objective 2.5: Improve resident and customer
experiences through efficient,
high quality service delivery and continuous
improvement
Direct funding: No
funding available to date.
Staff Assigned: Dept
Heads
Board KSA Project
High Priority - Yes
This item is being tracked
as a part of 2.4
081324 ws Pg. 111
Key Strategic Action 3.1: Prioritize parks and greenway projects for development through
CIP.
1
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 3: Safe & Healthy Community
Objective 3.1: Preserve and enhance County
residents’ quality of life through open space,
parks, recreation resources, and greenways.
Staff Assigned: Parks
and Recreation,
Development Services
Board KSA In process for FY 24: PR
prioritizes projects through
CIP and update each year
through CIP process.
Project Description (Scope Statement):
Parks and Recreation will update requested funding for
various park projects for the Capital Improvement
Program which are all in different stages. These projects
are located throughout the County and range from small
projects to full park development. Parks and Amenities
are planned based on community input, staff knowledge,
and recreational trends. Greenways planning is
following the recommendations of the 2021 Bicycle,
Pedestrian, and Greenway Plan with dedicated funding
in the Capital Improvement Program.
Community Outcomes (Performance Results):
•Additional facilities and park land for Harnett County
citizens
•Planned amenities to meet benchmarking data from
the Statewide Comprehensive Outdoor Recreation
Plan (SCORP)
•Additional Segments of Greenways and Trails
connecting schools, municipalities, parks, and points
of interest.
081324 ws Pg. 112
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30, 2024
1 Submit projects for CIP.8/23/23 9/29/23 Parks and Rec
Director
Projects have been submitted and
updated to County Admin and Board
2 Plan for implementation of
approved/ recommended
projects.
12/1/23 6/30/24 Parks and Rec
Director
Planning has begun with several
projects working on design and
construction contract approvals.
3 Begin next fiscal year
projects: Plan, Design,
Construction. Plan for future
CIP Process.
7/1/24 6/30/25 Parks and Rec
Director
Following action item completion,
prioritizing projects for CIP will be
operational.
2024-2031 CIP had seven new
recommended projects, two under
contract, and 3 slated for future funding.
Project Leader/Manager:
Carl Davis
Project Team, Stakeholders and Collaborators:
Parks and Recreation, Development Services, County Administration
Key Strategic Action 3.1: Prioritize parks and greenway projects for development through
CIP.
081324 ws Pg. 113
Key Strategic Action 3.2: Provide support for local farmer’s markets and community gardens
at County locations to support healthy food options for residents.
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update
as of June 30, 2024
Goal 3: Safe & Healthy Community
Objective 3.3: Improve access to
healthy food
Budget: Undetermined
Staff Assigned: Cooperative Extension, Soil
and Water Conservation
Board KSA
High
In Process
Project Description (Scope Statement):
The proposed project will determine need and a County level
comprehensive plan for support of a local foods system. By
supporting local farmer’s needs for accessibility to the public for
sales in addition to resources for the production of value added
goods, we will provide a path to a strong local foods
system. This will in turn promote economic prosperity for small
farmers, encourage healthy eating, and support long term food
security for our citizens.
Community Outcomes (Performance Results):
•Number of small farmers and community gardens
•Number of local vendors conducting on farm and
market stand sales.
•Number of local food pantries supported by locally
grown food.
•Percent increase in vendor sales from local market
stands.
•Attendance at special events hosted at market
facilities.
•Number of value-added products produced for sale or
individual family consumption.081324 ws Pg. 114
4
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as of June 30, 2024
1 Compile a workgroup of local market
organizers, local farmers and County
staff.
1/2023 3/31/2023 Selena McKoy & Greg
Huneycutt
List of local farmers and municipal market
organizers started
2 Develop assessment plan, analyze
budget needs, and request funding.
3/2023 4/30/2023 Tim Mathews
Lynn Lambert
Briefed County Board on…. 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.
3 Research local market and producer
needs for local foods system
sustainability.
7/2023 12/31/2023 Tim Mathews
Lynn Lambert
Survey results collected (500+ responses).
Positive community and farmers response for
farmer's market.
4 Analyze data, develop program,
delivery strategy, and budget needs
9/2023 2/28/2024 Tim Mathews
Lynn Lambert
In process.
5 Present feedback, program and
budget to the Board.
4/2024 5/31/2024 Tim Mathews
Lynn Lambert
Est. April 2024. submitted grant application for
funding. Funding expected to be announced in
September 2024.
Project Sponsor:
Tim Mathews
Project Team, Stakeholders and Collaborators:
Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Farm Service Agency, Master
Gardeners, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credit
Key Strategic Action 3.2: Provide support for local farmer’s markets and community gardens
at County locations to support healthy food options for residents.
Project Manager:
Tim Mathews
Lynn Lambert
081324 ws Pg. 115
Key Strategic Action 3.3: Assess most pressing issues surrounding substance abuse and
engage stakeholders to develop plan to curb problems.
5
Harnett County Strategic Goal
&
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of June 30, 2024
Goal 3: Safe & Healthy
Community
Objective 3.4: Decrease alcohol
and drug abuse.
Budget: Undetermined
Staff Assigned: County Manager’s Office,
Legal, Health, Sheriff’s Office, Harnett
County Schools, Campbell University, Good
Hope Hospital
Board KSA
High
In Process
Project Description (Scope Statement):
The proposed project will provide a fully-developed,
comprehensive County-wide program to address substance
abuse in Harnett County. By expanding our current programs
and pooling the resources of County departments and
community partners, we will provide access to a “one-stop
shopping” source of information, resources, and support to the
residents of Harnett County. This will in turn promote healthy
behaviors and lifestyles allowing our residents to live high
quality and productive lives.
Community Outcomes (Performance Results):
•Decrease the substance abuse problem in Harnett County.
•Number of residents suffering from substance abuse who
received information from the program.
•Number of substance abuse education opportunities
conducted.
•Percentage of residents who participated in the program
versus residents with repeat drug issues.
081324 ws Pg. 116
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June
30, 2024
1 Develop a taskforce of pertinent Harnett County
staff and community stakeholders.
07/2021 09/12/22 Coley Price/Chris Appel Opioid Settlement Funding taskforce created and
began meetings.
2 Create a charter and research current substance
abuse issues in Harnett County.
09/12/22 07/31/23 Coley Price Taskforce meetings are underway to discuss strategic
plan and research avenues.
3 Compile and analyze data to identify most
pressing issues and determine where program
should focus.
07/01/2023 01/26/2024 Coley Price Needs have been identified, and three subcommittees
have been made to address them.
4 Develop program to curb substance abuse and
present to County Manager for approval with
needed resources and budget.
01/26/2024 07/31/24 Coley Price Goals have been established for each subcommittee.
They will begin program development and working
towards implementation.
5 Implement approved program and begin tracking
KPIs.
Est 07/24 01/31/25 Coley Price Not yet started.
Project Sponsor:
Coley Price
Project Team, Stakeholders and Collaborators:
County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Campbell University, Good
Hope Hospital
Key Strategic Action 3.3: Assess most pressing issues surrounding substance abuse and
engage stakeholders to develop plan to curb problems.
Project Manager:
Coley Price
081324 ws Pg. 117
Key Strategic Action 3.4: Increase provision of County programs and initiatives aimed at
encouraging healthy lifestyles and outdoor activity.
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type & Priority Project Overall Update
as of June 30, 2024
Goal 3: Safe & Healthy Community
Objective 3.1: Preserve and enhance County
residents’ quality of life through open space,
parks, recreation resources, and greenways.
Budget: Undetermined
Staff Assigned: Parks & Recreation,
Cooperative Extension, Soil & Water,
Health, Emergency Management
Board KSA This project is in process.
Project Description (Scope Statement):
This proposed project will see what programs are currently being offered
across the different departments. Based on current successful programs the
project task force will look for ways to replicate current program in
communities across the county by identify potential infrastructure needs.
This proposed project will also identify programming deficiencies and gaps
to develop a wide variety of programming and community outreach to offer
County citizens an environment for safe and educational opportunities. The
task force will also assess current staffing and volunteer capacity. This will
allow for us to determine the need for additional resources and potential
trainings. The proposed programming will include active and passive
programs providing nutrition education, physical activity, nature education,
wellness benefits, and community engagement.
Community Outcomes (Performance Results):
•Increase program offerings
•Expand reach of current programming through creation and
utilization of county buildings as well as potential partnerships
with local municipalities and their facilities
•Identify citizen wants and needs through citizen engagement
•Increase participation and citizen awareness with stronger
marketing strategies.
•Develop of standard evaluation to be used across all healthy
lifestyle and outdoor activity program to measure impacts of our
efforts.
081324 ws Pg. 118
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Coordinate stakeholder meeting to
access current program offerings
Jan 2023 Feb 2023 Project Leaders Complete
2 Gather programming wants and
needs through the most recent
community and health needs
assessments
Feb 2023 Feb 2023 Project Leaders Complete
3 Analyze Engagement results and plan
for future programming.
Mar 2023 Mar 2023 Project Team Complete
4 Implement Programming Plan and
prioritize replication of highest need
and impact programs
Apr 2023 January 2025 Individual
Departmental Staff and
Trained Volunteers
through supervision of
Department Leaders
In process. Requested position in
FY25 for this work.
Project Leader:
Jackie Helton /
TBD
Project Team, Stakeholders and Collaborators:
Cooperative Extension, Soil & Water, Health, Emergency Services,
Parks and Recreation, Manager’s Office
Key Strategic Action 3.4: Increase provision of County programs and initiatives aimed at
encouraging healthy lifestyles and outdoor activity.
Project Sponsor:
Tim Mathews
081324 ws Pg. 119
Key Strategic Action 3.5: Meet regularly with local arts organizations to generate and
implement ideas for celebrating arts and culture.
9
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 3: Safe & Healthy Community
Objective 3.6: Support, promote, and
celebrate arts and culture.
Budget: NC Arts
Grassroots Grant
Funding
Staff Assigned: County
Admin & Finance
Board KSA County Administration
currently serves as Fiscal
Agent and grantee for
State Arts Council
allocations. Completed.
Project Description (Scope Statement):
Harnett County Administration will collaborate and coordinate
with local arts organizations to secure, manage, and allocate
funding to Harnett County organizations, institutions,
municipalities, schools, and local artists to strengthen the arts in
Harnett County communities and to provide opportunities for
community members to experience the arts, both local cultural
and artistic assets as well as new arts experiences from outside
their home regions.
Community Outcomes (Performance Results):
•Increase the number of arts related programs and activities
offered in Harnett County.
•Increase the number of Harnett County citizens attending or
participating in arts related programs and activities.
081324 ws Pg. 120
10
Action Item or Task Start
Date
Completion
Date
Person
Responsible
Action Item Update as
of June 30, 2024
1 Identify local arts organizations, artists, and other partners.January 2022 February 28, 2022 County Admin Identified 9 organizations to provide
funding to.
2 Meet with project team, stakeholders, and collaborators to
identify funding sources and develop programming ideas.
February
2022
March 31, 2022 County Admin Completed.
3 Submit State Arts Grant application February
2023
February 28, 2023 County Admin Grant submitted.
4 Award Sub-Grant applicants January,
2023
January, 2023 County Admin Awards were provided: Received
$46,556.00 from State and
$63,997.00 from ARPA
3 Implement arts programs and activities and begin tracking
KPIs.
July 1, 2022 June 30, 2023 County Admin Data has been reviewed and added
to the scorecard.
Project Leader /Manager:
Community Relations
Director
Project Team, Stakeholders and Collaborators:
County Admin, Municipal Administration, Parks & Rec, Library, Cooperative Extension,
NC Arts Council, Harnett County Arts Council, Harnett County Schools Administration.
Key Strategic Action 3.5: Meet regularly with local arts organizations to generate and
implement ideas for celebrating arts and culture.
081324 ws Pg. 121
Other Strategic Action: 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.
11
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of June 30, 2024
Goal 3: Safe & Healthy Community
Objective 3.7: 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.
Budget:
1) $500,000 North West Conv. Site
Staff Assigned: HDR Engineering, Landfill
Equipment Operators and necessary sub -
contractors for electrical, etc…
2) Landfill Equipment Operators and
landfill engineering services (work to be
done “in house” under current operations
budget.
Board KSA
High
Staff has constructed cell
for additional Landfill
capacity and will begin on
NW Conv. Site as soon as
staffing issues are resolved.
Project is in process.
Project Description (Scope Statement):
The proposed projects will provide the following:
1)North West Convenient Site construction will offer a safer
and more user friendly alternative for waste disposal
services for the citizens in that area
2)Cell expansion projects at the landfill assures continued
efficient operations of the landfill so as not to interrupt any
waste collection from our users
Community Outcomes (Performance Results):
•Provide a safer, more efficient and user friendly convenient site
for the citizens of the North West area
•Continued operations at landfill by provided additional area for
disposal and uninterrupted waste collection.
081324 ws Pg. 122
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Continue construction of cell
expansion project at Dunn Erwin
landfill
10/01/22 2/1/23 Chad Beane Erosion & Sedimentation Control Plan permit has
been obtained and cell expansion is completed -
Done
2 Plans submitted to NCDEQ for final
approval on cell construction at Dunn
Erwin landfill
2/1/23 3/20/23 North Carolina
Department of
Environmental Quality:
approval process
Permit has been obtained from NCDEQ. Few punch
list items need to be addressed before we utilize the
new cell for Construction and Demolition debris.
3 North West Convenient Site plans in
hand and permit request has been
sent to NCDEQ for ESC permit
11/15/22 3/1/23 North Carolina
Department of
Environmental Quality
Erosion & Sedimentation Control Plan permit has
been obtained. Done
4 North West Convenient Site: landfill
equipment operators can clear the site
as we wait on permit. Equipment
operators will work as availability of
personnel will allow.
1/9/23 12/1/24 Chad Beane Clearing has not yet begun due to availability of
personnel shortage. In process.
Other Strategic Action: 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.
Project Sponsor:
Chad Beane
Project Manager:
Chad Beane
Project Team, Stakeholders and Collaborators:
Landfill Equipment Operators, HDR Engineering, NC State inspectors, Sub -contractors
081324 ws Pg. 123
Other Strategic Action: Provide education and resources to citizens to promote
conservation of working farmland and stewardship of natural resources.
13
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of June 30 , 2024
Goal 3: Safe & Healthy Community
Objective 3.2: Protect open spaces and
natural resources
Budget: Undetermined
Staff Assigned: Soil and Water Conservation, Parks and
Recreation, Cooperative Extension
Board KSA
High
The Agricultural Advisory Board has
strengthened VAD enrollment and
conservation program funds are
currently being assigned to Harnett
farmland owners. In process.
Project Description (Scope Statement):
Farmland preservation programming will encourage the conservation of
working farmland while promoting stewardship of natural resources and
diverse agricultural practices. Strengthening agricultural and natural
resource program efforts will in turn secure productive farmland and
empower citizens to implement natural resource best management and
innovative agricultural practices. This will promote stewardship to ensure
productive farmland resulting in reinforcement of our strong agricultural
economic impact, provide long term food security, and protect natural
resources which contribute to active lifestyles and a high quality of life
for citizens.
Community Outcomes (Performance Results):
•Number of acres in conservation easements and farmland
preservation programs.
•Number of acres as working agricultural lands (food and
fiber).
•Best Management Practice Impact Data.
•Number of agriculture and natural resources conservation
educational opportunities conducted.
•Number of residential landowners impacted by installation
of best management practices (special projects)
081324 ws Pg. 124
14
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as of June 30, 2024
1 Set Ag Team meeting dates for
2023.
1/2023 1/31/2023 Lynn Lambert Ag Team meeting set for January 26, 2023
2 Research citizen needs for
educational opportunities and
resources in agriculture and
natural resources.
2/2023 3/31/2023 Lynn Lambert
Tim Mathews
and Extension Agents
Client list and methods of data collection
identified.
3 Analyze data, develop program,
delivery strategy, and budget
needs
3/2023 3/31/2023 Lynn Lambert
Tim Mathews
Will build on current programming and new
education and resource needs will be
identified.
4 Secure budget needs County and
potential stakeholders
4/2023 6/30/2024 Lynn Lambert
Tim Mathews
Not yet started.
5 Implement program and track KPI’s 7/2023 6/30/2024 Soil & Water Staff
Coop Extension Staff
Not yet started.
Project Sponsor:
Barry Blevins
Project Team, Stakeholders and Collaborators:
Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Master Gardeners, Farm
Service Agency, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credit
Other Strategic Action: Provide education and resources to citizens to promote conservation
of working farmland and stewardship of natural resources.
Project Manager:
Barry Blevins
Tim Mathews
081324 ws Pg. 125
Other Strategic Action: Build new modern Animal Shelter to replace existing small
capacity shelter to meet growing demand for increased services
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as of
June 30, 2024
Goal 3: Safe and Healthy Community
Objective 3.5: Provide high quality emergency response
and public safety
Budget: TBD
Project submitted to FY25-
31 CIP; BOC approved
project for funding
Staff Assigned: General
Services Director, Animal
Services staff
Board KSA
High Priority - Yes
Completed needs and
Conceptual Design Study in
October 2022; Staff submitted
project to CIP process.
081324 ws Pg. 126
Other Strategic Action: Build new modern Animal Shelter to replace existing small
capacity shelter to meet growing demand for increased services
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Presented potential sites to BOC -
received direction to initiate RFQ for
site selection
March 18, 2024 March 18, 2024 Barry Blevins & Larry
Smith (Animal Svcs Mgr)
Completed
2 RFQ Architect/Engineer Advertising for
site selection
Spring 2024 Purchasing, Barry
Blevins
In process
3 Seek BOC approval for Site selection
and RFQ for design
Summer 2024 Purchasing, Barry
Blevins
4
Project Sponsor:
Barry Blevins
Project Manager:
Larry Smith
Project Team, Stakeholders and Collaborators:
Animal Shelter staff, County residents, Board of Commissioners,
081324 ws Pg. 127
Other Strategic Action: Initiate a study to determine feasibility of additional public transportation
alternatives, fixed route connections - Angier-Fuquay, deviated fixed routes within the county.
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as of
June 30, 2024
3: Safe and Healthy Community
3.7: Support and promote transit system that allows
citizen access to health, food and employment
Budget:Funded through
CAMPO annual fees
Staff Assigned:General
Services Director &
Harnett Area Rural Transit
System Transportation
Manager
Board KSA
High Priority - Yes
Capital Area MPO funded two-
year study, consultant
contracted with CAMPO. Study
underway. In Process
Project Description (Scope Statement):
Initial project identified in the 2017 Community Transportation
Plan (CTP); a fixed route to connect to GoRaleigh via Angier area
for Harnett citizens was considered a future growth
project. CAMPO expanded area within the county; project
study area increased to include,Angier, Coats &
Lillington. Project will assess population needs through
outreach and statical analysis. Consultant will build
recommended model for potential changes for Board of
Commissioner consideration.
Community Outcomes (Performance Results):
•Addition of fixed or deviated-fixed routes within the study
area or connections with GoRaleigh via Fuquay -Varina or
Cary.
•Alternatives for reducing traffic and number of vehicles
within the study area.
•Study may lead to additional federal and state funding
opportunities.
Project Sponsor:
Barry Blevins
Project Manager:
Barry Blevins
Project Team, Stakeholders and Collaborators:
General Services staff, Board of Commissioners, CAMPO
081324 ws Pg. 128
Other Strategic Action: Initiate a study to determine feasibility of additional
public transportation alternatives, i.e., fixed route connections via Angier to
Fuquay -Varina or deviated fixed routes within the county improving access to
health & food
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Initiate contact with Capital Area
MPO for possible transit study
project
January 2023 April 2023 Barry Blevins Completed
2 Requested Board of
Commissioners approve
application/coordination with
Capital Area MPO
April 2023 April 2023 Barry Blevins Completed
3 Consultant hired and study
underway
October 2023 October 2024 CAMPO In process
4
081324 ws Pg. 129
Key Strategic Action: 4.1 Revise development and incentive policies to support thriving
business and job creation
1
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30,2024
Goal 4: Economic Strength
Objective 4.1: Provide an effective economic
development program
Staff Assigned:
Economic
Development/
Administration
Board KSA In process.
Project Description (Scope Statement):
This project involves an examination of our existing
economic development incentive guidelines to ensure to
legal compliance with the general statues that govern
economic development expenditures, and levels of
investment and jobs created.
Community Outcomes (Performance Results):
An up-to-date and effective incentive policy ensures that
business attraction is prioritized, providing a competitive
environment for the attraction of jobs and investment.
081324 ws Pg. 130
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
June 30, 2024
1 Review and update
existing economic
development incentive
guidelines
Fall 2023 Fall 2024 ED Director In process.
2 Outline and streamline
development process
Spring 2024 Fall 2024 Development
Services Director
Not started yet
3
4
Project Leader:
ED Director & Development
Services Director
Project Team, Stakeholders and Collaborators:
Economic Development & Development Services
Key Strategic Action: 4.1 Revise development and incentive policies to support thriving
business and job creation
081324 ws Pg. 131
Key Strategic Action: 4.2 Increase availability of highspeed broadband throughout County
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 2: Economic Strength
Objective 4.2: Provide strategically-placed
infrastructure for business and
industry growth and attraction
$6.5M Direct funding
Staff Assigned: CIO
Board KSA Project
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
Expand access to broadband across the county. % access
Improve broadband and accessibility for residents and
businesses within the county.
Community Outcomes (Performance Results):
Improve broadband and accessibility for residents and
businesses within the county.
081324 ws Pg. 132
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 RFP 7/1/2020 10/1/2020 CIO Complete
2 Phase 1 Fixed Wireless
Implementation
1/1/2021 9/30/2023 CIO Complete
3 Great Grant Award 2023 9/30/2023 1/1/2025 CIO Complete – Awarded to
Brightspeed
4 Phase 2 Implementation 1/1/2024 1/1/2025 CIO Entered into Phase 2 agreement
with CloudWyze – In process
Project Leader:
CIO
Project Team, Stakeholders and Collaborators:
IT Dept., Admin, CloudWyze
Key Strategic Action: 4.2 Increase availability of highspeed Broadband throughout County
081324 ws Pg. 133
5
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
5 GREAT grant 2024 3/1/2024 Spring 2026 IT Director In process – Awarded to
Brightspeed, Spectrum &
Cloudwyze
6 CAB grant – state funded 7/1/2024 Spring 2026 IT Director In process - Brightspeed
7
8
Project Leader:
CIO
Project Team, Stakeholders and Collaborators:
IT Dept., Admin, Cloudwise
Key Strategic Action: 4.2 Increase availability of highspeed Broadband throughout County
081324 ws Pg. 134
Key Strategic Action: 4.3 Seek to extend natural gas availability along strategic corridors
identified for commercial growth
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 1: Economic Strength
Objective 4.4: Provide strategically-placed
infrastructure for business and industry
growth and attraction
Not Funded
Staff Assigned:
Administration / Ed
Board KSA
High Priority?
This project is in process.
Discussions with Dominion
Gas and Piedmont Natural
Gas.
Project Description (Scope Statement):
This is to enhance the economic development
opportunities for commercial/industrial growth and
spark more activity on the 87 corridor and WHIP
Community Outcomes (Performance Results):
The hope is to increase the number of new businesses or
existing businesses who can expand, due to the
availability of natural gas to the corridor.
081324 ws Pg. 135
7
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June
30, 2024
1 Meet with Gas Company
to determine location &
availability.
Spring 2023 On going Admin Staff &
ED Director
Discussed with Dominion and
Piedmont gas. In process.
2 Perform feasibility Study
to determine cost &
location
Following
Completion of
task 1
N/A Admin Staff &
ED Director
N/A
3
4
Project Leader:
County Manager
Project Team, Stakeholders and Collaborators:
Gas Company, ED, Development Services, & Ft. Liberty
Key Strategic Action: 4.3 Seek to extend natural gas availability along strategic
corridors identified for commercial growth
081324 ws Pg. 136
Key Strategic Action: 4.4 Pursue enhanced transportation infrastructure to reduce
congestion and increase access throughout the county
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 1: Economic Strength
Objective 4.4: Pursue enhanced transportation
infrastructure to reduce congestion and increase
access throughout the county
Funded 100% by CAMPO
Staff
Assigned: Development
Service Department.
MNG Project
High Priority?
Project work is completed and
preferred alignment will
connect to Hwy 55 bypass.
Public meetings complete for
Harnett County. Complete.
Project Description (Scope Statement):
The Capital Area Metropolitan Planning Organization (CAMPO) is
conducting a corridor study of U.S. 401. This study is approximately 19 miles
of the U.S. 401 Corridor from Banks Road in Wake County through the Town
of Fuquay-Varina to the N.C. 210 and U.S. 421 intersection in the Town of
Lillington in Harnett County; and about seven miles for the proposed Future
U.S. 401. This study will build off of previous studies in the area. It will focus
on planning and design for the study area to determine the proposed
ultimate cross-section and alignment of U.S. 401 by developing a vision for
the study area, analyzing short- and long-term solutions, and developing
realistic, implementable and prioritized projects.
Community Outcomes (Performance Results):
The primary goal of this project is to develop solutions for current
and future growth that achieve the following goals while reflecting
the diversity of communities, land uses, and transportation aspects
within the study area and beyond.
081324 ws Pg. 137
9
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Phase 1 Existing Conditions
Analysis
1/1/2021 4/1/2021 CAMPO STAFF Completed
2 Phase 2 Develop Solutions 5/1/2021 11/1/2022 CAMPO STAFF Completed
3 Phase 3 Develop Preferred
Alternatives
12/1/2022 3/1/2023 CAMPO STAFF Completed
4 Phase 4 Project Adoption 4/1/2023 5/1/2024 CAMPO & Local
Staff
Recommendation will be sent to
CAMPO and to be added to the MTP -
complete
Project Leader:
Development Services
Director
Project Team, Stakeholders and Collaborators: CAMPO, Development Services
Director & Planning Manager, Board of Commissioners. Town of Angier,
Lillington, & Fuquay-Varina, Wake County.
Key Strategic Action: 4.4 Pursue enhanced transportation infrastructure to reduce congestion
and increase access throughout the county
081324 ws Pg. 138
Key Strategic Action:4.5 Plan water and wastewater infrastructure to direct and attract
residential, commercial and industrial growth toward targeted areas
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 1: Economic Strength
Objective 4.5:Provide strategically -placed
infrastructure for business and industry
growth and attraction
$8,618,000 estimated
cost; HRW Reserved
$8,618,000
Board KSA Project is in the plan design
& permitting stage with an
expected bid date of Feb
2024. Estimate time of
completion of Oct 2025.
Project Description (Scope Statement):
Consists of construction of approx. 5 miles of 20” force
main along HWY 87 and the renovation of sewer lift
station #57 in Spout Springs.
Community Outcomes (Performance Results):
To provide more wastewater capacity to accommodate
residential, commercial, and industrial growth in the
South West & South Central areas of Harnett County.
KPI=3 of active utility customers.
081324 ws Pg. 139
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Submit plans for NCDEQ Sept 2022 April 30.
2023
Steve Ward
MBD Consulting
In process
2 Rcv. Authorization to
Construct (ATC) permit
Sept 2022 January 1,
2024
Steve Ward
MBD Consulting
In process
3 Advertise & Bid Project Estimated
January 2024
April 1, 2024 Steve Ward
MBD Consulting
In process
4 Construction June 30,
2025
Project Leader:
HRW Director
Project Team, Stakeholders and Collaborators:
HRW Mngt, County Admin/Support Staff, HC Board of Commissioners
Key Strategic Action: 4.5 Plan water and wastewater infrastructure to direct and attract
residential, commercial and industrial growth toward targeted areas
081324 ws Pg. 140
Key Strategic Action: 4.6 Educate County departments about economic development
priorities and their role in advancing those priorities
12
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 4: Economic Strength
Objective 4.6: Provide an effective economic
development program
Staff Assigned:
Economic
Development/
Administration
Board KSA This project is in process.
Website launch February
2023. Quarterly report
started in July 2023.
Complete.
Project Description (Scope Statement):
Creating a new economic development website offers a
clear and concise look at our strategies and focus areas
to understand priorities of the County. The creation of a
quarterly newsletter allows the Partnership
(department) to share company successes stories, grant
opportunities, and other initiatives and resources that
allow audiences to learn about economic development
priorities.
Community Outcomes (Performance Results):
The new website and quarterly newsletter identifies our
community’s economic development program, focus
areas, target sectors, and resources for better
collaboration and economic outcomes.
081324 ws Pg. 141
13
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Create a new economic
development website
July 2022 February
2023
ED Director &
Staff
Website launch complete and
underway. Complete.
2 Create a new quarterly
economic development
newsletter
December
2022
July 2023 Economic
Development
team
New Quarterly newsletter
launched. Complete.
3
4
Project Leader:
Existing Industries Director
Project Team, Stakeholders and Collaborators:
Economic Development
Key Strategic Action: 4.6 Educate County departments about economic development
priorities and their role in advancing those priorities
081324 ws Pg. 142
Key Strategic Action 5.1: Launch program to provide presentations to community groups
and organizations from County staff on requested topics
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 5: Informed & Engaged Citizens
Objective 5.1: Provide effective
communication to citizens and businesses
Objective 5.2: Provide opportunities for
citizens to engage meaningfully with
County government
Direct Funding: $0
Staff Assigned: Public
Information, with
support from various
departments
Board KSA This item is an ongoing
process. Completed for
year.
Project Description (Scope Statement):
This project seeks to expand and improve public outreach for
community information.The Public Information Office
provides a community engagement opportunities. County
departments also participate in various outreach opportunities
at schools, clubs, community organizations, businesses, etc. by
providing presentations or hosting booths to hand out
information on county services.
Community Outcomes (Performance Results):
This project is in process for this fiscal year 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.
081324 ws Pg. 143
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Provide quarterly
information sessions for
residents
July 2023 June 2024 County
Managers
office/ PIO
Held Community Outreach Session
in October 2023,February 2024
and July 2024.
2 Represent County at local
fairs and festivals for
outreach opportunities
July 2023 June 2024 County
Managers
office/PIO
Attended 5 events over this
reporting period.
3 Request a speaker
program
July 2023 June 2024 PIO Ongoing process. Completed.
4
Project Leader:
PIO
Project Team, Stakeholders and Collaborators:
PIO, County Manager's Office, and various other departments
Key Strategic Action 5.1: Launch program to provide presentations to community
groups and organizations from County staff on requested topics
081324 ws Pg. 144
Key Strategic Action 5.2: Create and distribute bimonthly County newsletter in Harnett
Regional Water bills
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 5: Informed & Engaged Citizens
Objective 5.1: Provide effective
communication to citizens and businesses
Objective 5.2: Provide opportunities for
citizens to engage meaningfully with
County government
Direct Funding:
$16,800- PIO budget
Staff Assigned: Public
Information, Harnett
Regional Water
Board KSA Project is an ongoing
process. Completed for
current fiscal year.
Project Description (Scope Statement):
The project seeks to expand and improve external
communications to citizens. The Public Information
Office launched the “County Roots” Newsletter in May
2022. This bi-monthly 1 page newsletter is included in
the Harnett Regional water printed water bills and is
sent to nearly 40,000 customers. Information from
several county departments is included in the
newsletter.
Community Outcomes (Performance Results):
This project is in process 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.
081324 ws Pg. 145
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of June 30,
2024
1 Provide bimonthly inserts
to HRW Water bills
July 2023 June 2024 County
Managers
office/ PIO
5 inserts over last reporting period:
Completed for current fiscal year.
2
3
4
Project Leader:
PIO
Project Team, Stakeholders and Collaborators:
PIO, Harnett Regional Water
Key Strategic Action 5.2:Create and distribute bimonthly County newsletter in Harnett
Regional Water bills
081324 ws Pg. 146
Key Strategic Action 5.3: Implement use of video and storyboards to promote County
events and educate citizens on County services and initiatives
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 5: Informed & Engaged Citizens
Objective 5.1: Provide effective
communication to citizens and businesses
Direct Funding: $0
Staff Assigned: Public
Information, IT,
Cooperative Extension,
various departments
Board KSA
Moderate
Complete and operational
Project Description (Scope Statement):
This project seeks to provide resources and direction for
the use of video and storyboards to promote County
services. Currently, the County utilizes videos via its
various social media channels to engage and encourage
participation in County services. Various departments,
such as cooperative extension, county manager’s office,
and library, create storyboards for specific initiatives.
Live streams of the Board of Commissioners regular
meetings and work session are also posted weekly to the
County’s youtube channel.
Community Outcomes (Performance Results):
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
government processes.
081324 ws Pg. 147
Key Strategic Action 5.4: Launch new engagement initiative to inform citizens and County
employees through quarterly update meetings
6
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30, 2024
Goal 5: Informed & Engaged Citizens
Objective 5.2: Provide opportunities for citizens to
engage meaningfully with
County government
Objective 5.3: Provide effective internal
communications and engagement
with employees
Direct Funding: $0
Staff Assigned: Public
Information, with
support from various
Department staff
Board KSA Complete and operational
Project Description (Scope Statement):
This project seeks to expand and improve internal and external
communications. The Public Information Office coordinated quarterly
information sessions for citizens and employees beginning in July
2022. Each quarter, an in-person session and a virtual session has
been offered to employees and citizens to learn more about County
initiatives, services, and programs. Each session has allowed for Q&A
session at the end, and has included a different Department
Director(s) and/or representative from the County Manager’s office
to provide information.
Community Outcomes (Performance Results):
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.081324 ws Pg. 148
Key Strategic Action 5.5: Redesign County website with citizen dashboard to
create more user -friendly experience
7
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of June 30 , 2024
Goal 5: Informed & Engaged Citizens
Objective 5.1: Provide effective
communication to citizens and businesses
Direct Funding: $16,000 – IT
Budget
Staff Assigned: Desiree
Patrick, Ira Hall, Greg
Jackson, with support from
departments
Board KSA Complete and operational
as of October 9, 2023
Project Description (Scope Statement):
This project seeks to expand and improve external communications. Harnett County
Information Technology and Public Information Office launched this project in July 2022. The
project includes the redevelopment of all pages on our existing website (www.harnett.org)
that will target several major areas for improvement. These areas include a refreshed,
mobile-first website design, new graphical content layout options, automated social media
sharing for all content types, and a simplified content management experience for
department-led website updating. All improvements must deliver a better experience for
both end-users and managers alike, making it easier to find, share and post information while
still enforcing site-wide standards. The project is currently in design phase, with the
estimated launch date of the new website in January 2023.
Community Outcomes (Performance Results):
This project is in progress and once complete, its
effectiveness will be measured ongoing by the following
KPIs:
Total number of unique website views
% of citizens satisfied with County communication
efforts
Citizens will have an improved online experience and
user friendly mobile access to county information and
services. Website managers will be able to more easily
share, post, and update information. 081324 ws Pg. 149
8
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as
of June 30, 2024
1 Meet with website developer July 1, 2022 7/1/2022 Ashley, Ira, Greg,
Jaime
Complete
2 Review current webpage
content and determine new
content for new website
July 2022 December
31,2022
Ashley, Ira, Greg,
Department Directors,
various Dept. staff
Complete
3 Create design and layout for
new website
April 2023 June 2023 Jaime and Desiree Complete
4 Training staff and launch of
new website
June 2023 October 9,
2023
Jaime, Ira, Greg,
Department Directors,
various Dept. staff
Complete
Project Leaders: Desiree Patrick/Ira
Hall Project Team, Stakeholders and Collaborators: Desiree Patrick, Ira Hall, Greg Jackson,
Jaime Keagy (KV ventures), Department Directors, various department staff
Key Strategic Action
081324 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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
1.1 Maintain effective
collaboration with
Harnett County
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
industry looking to locate in Harnett County.
Encourages graduates to remain and invest
in the County rather than moving to other
areas.
Workload Budget Director Central Carolina
Community College
County Manager 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 Maintain a long-term
funding plan for
capital needs
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
1 0 1
4 4
1.2.2 # 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 1 Construct one school
every 4 years
1.3 Attract, support, and
retain highly qualified
and experienced
public school teachers
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 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 2.50%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 6.70%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.
Budget Director School Human Resources
Department/NC School
Report Cards Website
County Manager Unknown -
Pandemic
Y Y 1:18-K; 1:16-1; 1:17 2-
3 (Y or N); 1:24 - 4-12
(Y or N)
1.4 Advocate for
appropriate allocation
of school funding from
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 YesGoal 1: Superior EducationFY 2024 Harnett County Strategic Performance Scorecard
081324 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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 Harnett County Strategic Performance Scorecard
2.1 Attract, retain and
grow high performing
employees
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 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 Lead the organization
with best finance and
budget practices
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 Foster culture of
accountability through
performance
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 Seek new and best
practice technology to
improve processes in
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 Improve resident and
customer experiences
through efficient, high
quality service delivery
2.5.1 # 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 HeadsGoal 2: Organizational Excellence081324 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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 Harnett County Strategic Performance Scorecard
3.1 Preserve and enhance
County residents'
quality of life through
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 1426 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 193517 235016 240767
267869 316705
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
6/30/2024 9.65 17.02 17.02
17.62 18.02
3.2 Protect open space
and natural resources
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 6/30/2024 809 1858 1331
2139 29,970
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 6/30/2024 23930 - VAD
333 - Cost Share
24219 - VAD
789 - Cost Share
25094 - VAD
702 - Cost Share 25311- VAD
1413 - Cost
Share
26,400 - VAD
1,826 - Cost
Share
3.3 Improve access to
healthy food
# 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 32,007 vendors,
total $2,578,303
annually
40,224 vendors,
total $2,426,928
annually
41,537 vendors,
total $2,770,377
annually
42,937 vendors,
total $3,087.540
annually
Base case load
projected at 3,327
monthly
# 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 183 426 481 433 405 445
# 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
3.4 Decrease alcohol and
drug abuse
# 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 County.
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
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
Goal 3: Safe & Healthy Community081324 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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 Harnett County Strategic Performance Scorecard
3.5 Provide high quality
emergency response
and public safety
% 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 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 853 709 1057
1432
2600
# 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 32.1%
31.0%
30%
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
11:10 11:42 11:08 10:24Goal 3: Safe & Healthy Community081324 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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 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
assess and adjust our training as needed to
EMS Compliance Division ESO EMS Chief Ongoing
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
98.53%100%100%
89.6%
95%
3.6 Support, promote and
celebrate arts and
culture
# 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
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
2294 16981 11318
25,005
3.7 Support and promote
transit system that
allows citizen access to
health, food and
employment
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 $1.56 $1.87 $2.73
$2.77
2.50$
% 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
1818
200
% 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
92.2%
3.8 Maintain a balanced
solid waste
management system
of efficient and
# 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 36407 tons C&D 47942 tons C&D 46458 tons C&D
46313 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 DirectorGoal 3: Safe & Healthy Community081324 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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 Harnett County Strategic Performance Scorecard
4.1 Provide an effective
economic
development program
4.1.1 # of Business Retention and Expansion
touches
Identifies opportunities in which to support
existing businesses and industries
Workload Business Retention and
Expansion Director
ED Staff tracking ED Director 6/30/2024
8 24 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 06/30/24
118
4.2 Provide well-planned
communities with
smart and sustainable
# of permits issued for residential
development
Shows community is growing Workload Manager of Building
Services
Trakit Software Development Services
Director 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 24 25 35 19
4.3 Attract and retain a
diverse and viable tax
base with increased
# of commercial permits issued Shows number of businesses coming to the
area
Workload Manager of Building
Services
TBD Development Services
Director 346
# of introductory and repeat product
familiarization visits to include
information requests
Quantify potential business or commercial
interest in Harnett County
Workload ED Team ED Team staff tracking ED Director
29
4.4 Provide strategically-
placed infrastructure
for business and
Amount of money allocated for CIP Shows commitment towards new
infrastructure
Effective HRW Admin/Staff HRWCIP HRW Director
June 30, 2023 $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
621 618 633 674
4.5 Enhance Harnett
Regional Jetport's
function as an
economic engine for
# 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 25,166 32,167
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
4.6 Foster upward
mobility and reduce
poverty
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
4.7 Leverage partners and
stakeholders to
enhance economic
# partner engagement activities Connects employers and support
organizations
ED Team ED staff tracking ED Director
55
# of grants sought for funding
opportunities
Increase funding opportunities for Harnett
County
ED Team `
1Goal 4: Economic Strength081324 ws Pg. 156
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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 Harnett County Strategic Performance Scorecard
5.1 Provide effective
communication to
citizens and
businesses
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 9646 7471 6622 6512 7996
5.1.2
Open Rate for citizen newsletter
Informed citizens will be more engaged in
community events and programs.
Demonstrates how many citizens are
engaged with County Government.
Effective
Community Relations
Director
Mailchimp Analytics
On June 30 (Yr. End) Calculate the
total # of opens divided by total
recipeients X 100 37.22%30.17%27.27%
41.70%497.57%
5.1.3 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
platforms
Twitter: 3.85%
Instagram: 4.3k
& 0.81%
Facebook: 5.03%
& 109k
Twitter: 2.72%
Instagram: 2.2k
& 1.36%
Facebook: 3.30%
and 57k
Twitter: 6.04%
Instagra: 1.7k &
1.65% Facebook:
10.54% & 32k
Twitter: 3.55%
Instagram: 1.7k
& 1.28%
Facebook: 4.75%
& 33k
Instagram: 2k &
2.98% Facebook:
3.74% & 80k
5.1.4 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
948,743 945,740 1,098,575
746,779 696,949
5.1.5 % 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.
73.8
5.1.6 % 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
5.1.7 % 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
3= 74, 4=45,
5=5: 3= 44%, 4=
27%, 5= 3%=
total: 74%
N/A N/A
N/A N/A
5.2 Provide opportunities
for citizens to engage
meaningfully with
County government
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
669 436
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
27 registered: 22
in-person, 3
online
October event:
24 Registered: 6
attended in
person ||
February event:
18 registered:
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 State
Board Data divided by HC
Population from Census.
Board of Elections Director30-Jun-23 57%58%59%
59%61%
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 24.61%71.02%15.45%
44.16%20.81%
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 67.91%71.27%75.14%
79.84%86.62%Goal 5: Informed & Engaged Citizens081324 ws Pg. 157
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? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2024 Harnett County Strategic Performance Scorecard
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 3= 41, 4=20,
5=8. 3=42%,
4=12%, 5=4.7%=
TOTAL 64.7%
N/A N/A
N/A N/A
5.3 Provide effective
internal
communications and
engagement with
employees
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
5.3.2 Open Rate for employee newsletter Effective IT Department Microsoft Outlook Community Relations
Director
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%
Will recevie data
after August 9
survey ends for
employees
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
No event was
held
No event was
held
5.4 Strengthen Citizen
Advisory Boards and
Committees program
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
57.00 162
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
45
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
38
56Goal 5: Informed & Engaged Citizens081324 ws Pg. 158
FY2024 QUARTER 4 TEAM HARNETT PERFORMANCE MANAGEMENT PLAN UPDATE
August 13, 2024
081324 ws Pg. 159
Status of Key Strategic Actions and Critical Projects for 4th Quarter FY 2024
•For FY2024, 31 Key Strategic Actions and Other Strategic Actions directly related to Harnett County Strategic Plan will be reviewed
•Status as of March 31, 2024, Quarter 3:
13% are pending action
58% are In-Process
29% are Completed
•Status as of June 30, 2024, Quarter 4:
6% are pending action
46% are In-Process
48% are Completed
081324 ws Pg. 160
Business Plan Creation for FY2025 Update
•All Departments have developed internal Business Plans with our UNC School of Government partners anticipated for FY2025 (July 2024)
•Business Plans focus on short-term, and the day-to-day operational and functional results of a department
•Aligned to the overall organizational strategic plan
•Intended to be "living documents" and are a road map for departments that can be changed and updated as you go
•Plans are always evolving, flexible, and adaptable, and in real time for all current situations
081324 ws Pg. 161
Questions?
081324 ws Pg. 162