HomeMy WebLinkAbout102924 ws packetHarnett County Board of Commissioners
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WORK SESSION AGENDA (Revised)
Date: Tuesday, October 29, 2024
Time: 9:00 a.m.
Location: Commissioners Meeting Room Harnett County Resource Center & Library 455 McKinney Parkway, Lillington
1. Call to order – Chairman William Morris
2. Pledge of Allegiance and Invocation – Commissioner Barbara McKoy
3. Discuss a request to approve an agreement with Southeastern Aero, LLC to operate a Special Aviation Service Organization (SASO) to provide maintenance activities at Harnett Regional Jetport; Greg Frank, Harnett Regional Jetport Director
4. Discuss a request to renew the hangar lease agreement with Global Medical Response - Med Trans Corp for an additional three years; Greg Frank, Harnett Regional Jetport Director
5. Economic Development Quarterly Update; Stephen Barrington, Economic Development Director
6. Discuss a request to approve a Memorandum of Understanding with I-95 / I-40 Crossroads of America Economic Development Alliance; Christopher Appel, Senior Staff Attorney
7. Discuss a request to approve a Resolution to Expend Opioid Settlement Funds; Christopher Appel, Senior Staff Attorney
8. Financial Quarterly Update; Kimberly Honeycutt, Finance Officer
9. Discuss a request to approve an offer to purchase agreement with ABJ Investments, LLC to purchase land for a buffer for the Wastewater Treatment Plant; Steve Ward, Harnett Regional Water Director and Brent Trout, County Manager
10. Discuss and review the proposed 2025 Schedule of Meetings for the Harnett County Board of Commissioners.
11. Review applications to serve on Boards and Committees.
12. Discuss forming a committee for the 175th Anniversary of Harnett County; Chairman Morris
13. County Manager’s Report – Brent Trout, County Manager
• Discuss a request to refund an overpayment of excise tax.
• Performance Management Quarterly Report
• November 4, 2024 Regular Meeting Agenda Review
• Upcoming meetings and invitations
14. Closed Session
15. Adjourn
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Harnett County Board of Commissioners
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CONDUCT OF THE OCTOBER 29, 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.
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Board Meeting
Agenda Item
MEETING DATE: November 4, 2024
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Special Aviation Service Organization (SASO) Agreement to Operate at
Harnett Regional Jetport
REQUESTED BY: Greg Frank
REQUEST:
The Jetport Director requests the Board of Commissioners review and approve an
agreement with Southeastern Aero, LLC to operate a Special Aviation Service
Organization (SASO) to provide maintenance activities at Harnett Regional Jetport.
The term of the agreement will be from July 1, 2024 to June 30, 2027 with Southeastern
Aero providing an annual payment of $900.00.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 3
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NORTH CAROLINA,
HARNETT COUNTY AGREEMENT
THIS AGREEMENT, made and entered into by and between the COUNTY OF
HARNETT, a body politic and corporate of the State of North Carolina, (hereinafter referred to
as “Owner”), and SOUTHEASTERN AERO, LLC, a North Carolina Company (hereinafter
referred to as the "Operator") having its office and principal place of business located at 535
Airport Rd., Erwin, North Carolina 28339.
W I T N E S S E T H
WHEREAS, Owner is the owner of an airport known as the Harnett Regional Jetport
(hereinafter referred to as the “Jetport”) located in the eastern part of Harnett County, between
the Village of Buies Creek and the Town of Erwin, south of U.S. #421 and lying between S.R.
#1769 and the Cape Fear River, about one mile, more or less, west of the Village of Buies Creek;
and
WHEREAS, Operator desires to provide aircraft maintenance services at the Jetport, and
Owner agrees subject to this Agreement.
NOW, THEREFORE, the Owner does hereby agree to allow said Operator to provide the
below described services, all upon the following terms and conditions, to wit:
1. Use of Premises by Operator- It is mutually agreed by and between the parties
hereto that the premises shall be used for the purpose of conducting the business of a Special
Aviation Service Organization (“SASO”) with rights as defined and provided for herein, and for
no other purpose. The Operator shall have full, quiet, peaceful enjoyment of the premises during
the term of this Agreement, inclusive of the ingress and egress to and from the Jetport, subject
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only to such rules and regulations which have been or may be adopted by county ordinance for
the subject Jetport, and those conditions and limitations hereafter specifically stipulated. The
location of the business is 535 Airport Rd., Erwin, North Carolina 28339. Operator agrees that
he has a current and valid lease with the property owner at this hangar.
2. Permissive Services- The Operator shall be limited to the following aeronautical
activities, all of which shall be performed in accordance with published minimum standards:
aircraft maintenance, aircraft repair, and limited aircraft sales. Operator agrees that the Jetport
shall be used for aviation-related purposes only. Operator agrees that it and its employees have
and will maintain all proper permitting and certification for the said use of the Jetport. Operator
agrees to observe and obey all rules and regulations with respect to the use of the leased hanger
space and the Jetport and those of the Federal Aviation Administration, as well as all local, state
and Federal ordinances and laws. Failure to meet the requirements of this paragraph will result
in a breach of this Agreement. The nature of the Operator’s business is as follows: Aircraft
Service and Repair.
3. Use by the Public, Rates, Charges, Etc.- The Operator agrees to furnish all
services on a fair, equal, and nondiscriminatory basis to all users thereof, and to charge fair,
reasonable, and nondiscriminatory prices for each unit of service. The Owner agrees that rates and
charges for such activities and services shall be fixed by the Operator and such rates and charges
shall be reasonable. All services offered by the Operator shall be performed with promptness and
courtesy.
4. Rights Not Exclusive- It is expressly understood and agreed that nothing herein
contained shall be construed to grant or authorize the granting of exclusive rights within the
meaning of Section 308 (a) of the Federal Aviation Act of 1958, as amended.
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5. Hours of Operation- Except during inclement weather and emergency aircraft
repair, the Operator agrees to provide the above said services during regular business hours and
the following days and hours after 6:00 p.m.: Twenty-four (24) Hours a day, Monday through
Saturday. The Operator is granted access beyond regular business hours by the Owner to all
facilities available to the Operator, and the security and safety of said facilities will be
maintained by and is the responsibility of the Operator.
6. Duty to Clean, Etc. by Operator- The Operator shall at all times keep the Jetport
clean and free from rubbish and in a neat and presentable manner. The Operator shall secure and
supervise the timely removal of all wrecked, dismantled, or junked aircraft from the leased
hangar space, the Jetport, and apron areas.
7. Utilities, Taxes- Operator will pay a monthly contribution for utilities including
water, gas, heat, and electricity; said payment will be part of the yearly fee as stated in Paragraph
16. Operator shall pay any and all taxes and assessments which may be levied or assessed by
any governmental authority against any business or property the Operator may operate or own
upon the Jetport under this Agreement, and Operator agrees to indemnify and hold harmless the
Owner from any such taxes or assessments.
8. Insurance- The Operator shall maintain a Special Aviation Service Organization
airport liability insurance policy in limits of One Million Dollars ($1,000,000) bodily injury and
One Million Dollars ($1,000,000) property damage, and General Liability insurance with limits
not less than One Million Dollars ($1,000,000) per occurrence and Three Million Dollars
($3,000,000) aggregate. Operator shall indemnify and hold harmless the Owner, its employees,
elected officials, volunteers, officers, and agents from and against all loss, cost, damage, expense
and liability caused by accident or other occurrence resulting in bodily injury, including death and
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disease, to any person or damage or destruction to property, real or personal, arising directly or
indirectly from operations, products, or services rendered under this Agreement.
Operator shall also indemnify the Owner, its employees, elected officials, volunteers,
officers, and agents against any and all claims brought against Operator and/or Owner for bodily
injury and property damage or death claims arising out of any automobile accident. Owner will
not waive sovereign immunity.
The Operator shall provide Owner with a current and valid Certificate of Insurance and
add Owner and Owner’s employees, as additional insureds, upon execution of this Agreement.
Owner shall maintain necessary fire, theft, and comprehensive insurance to cover its fixed assets.
Property owned by Operator shall be insured by it and Owner shall have no responsibility for
loss to any such property. Operator shall maintain all required insurance necessary to function as
an aircraft maintenance facility and provide this information to Owner upon execution of this
Agreement.
9. Review of Coverage Limits- Owner reserves the right to review all insurance
minimum coverage limits and require Operator to adjust such minimum coverage limits as
recommended by the Airport Administrator based upon the permissive services of the operator
and approved by the Harnett County Human Resources and Risk Management Department.
Operator must give written notice to Owner when permissive services as defined in Paragraph 2
above, change or if Operator is requesting new additional services.
10. Term- This Agreement shall commence on July 1, 2024 and expire three (3) years
later on June 30, 2027. The location of the SASO will be: 535 Airport Rd., Erwin, North
Carolina 28339.
11. Other Special Aviation Service Organizations- The terms and conditions of this
Agreement shall not prevent the Owner from executing agreements with other Special Aviation
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5
Service Organizations as well as the United States Army, United States Air Force, United States
Navy, or other federal or state agencies pertaining to governmental use of the Jetport.
12. Force Majeure- If during this Agreement, the United States Government or any
governmental agency acquires possession of the Jetport by virtue of any laws now in effect or
which may become effective during the term of this Agreement, then this Agreement, at the
option of the Operator, may be terminated or may be suspended for the period the Operator is
deprived of use of the Jetport ; and, thereafter, the Operator may resume his tenancy and the
Agreement shall continue until the full term thereof has been enjoyed by the Operator.
13. Alteration, Additions, or Improvements- Operator must first obtain the approval
of the Owner before making any alterations, additions, or improvements to or on any premises
leased by the Operator or the Jetport.
14. Effect of Other Agencies- Operator shall not enter into any transaction which
would deprive the Owner of any of the rights and powers necessary to perform any covenants of
the grant agreements or other obligations under various types of agreements now or hereafter in
effect. It is understood by the Operator that this Agreement is subordinate to the terms and
conditions of all deeds and agreements between the Owner and the United States and/or the State
of North Carolina relative to operations, maintenance, construction, and control of the Jetport.
15. Assignment and Subletting- This Agreement may not be assigned or sublet by the
Operator without the prior written consent of the Owner.
16. Breach- Should either party violate any term or provision of this Agreement, the
party not in default may immediately terminate this Agreement, as provided for in Paragraph 20.
17. Lease Payments- The Operator agrees to pay Nine Hundred and no/100 Dollars
(USD) ($900.00) per year, to be paid quarterly. The first quarterly payment of Two Hundred
Twenty-Five and no/100 Dollars ($225.00) will be due upon execution of this Agreement.
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6
18. Discrimination Prohibited- The Operator for itself, successors in interest, and
assigns, as a part of the consideration hereof, does hereby covenant and agree that it will not
discriminate upon the grounds of race, color, national origin, sex, religion, age or disability in
employment or the provision of services.
That in the event of a breach of any of the above nondiscrimination covenant, Owner
shall have the right to immediately terminate this Agreement. Upon termination of this
Agreement, the Operator agrees to immediately vacate the Jetport.
19. Owner / Jetport Committee / County Manager / Operator Relationships- Owner
has a duly appointed Jetport Committee and a County Manager. Operator agrees to deal with the
Owner concerning daily operations through the Airport Administrator. Alterations, additions, or
improvement recommendations to the Jetport should go through the following channels: first,
through the Jetport Committee when practicable; second, through the Airport Administrator; and
third, through the Harnett County Board of Commissioners. All alterations, additions, or
improvement recommendations are subject to the limitations and provisions made in the budget
ordinance for the County of Harnett and shall be subject to specific approval by the County
Manager.
20. Termination- For any violation of the provisions of Paragraph 15, this Agreement
shall terminate as provided for therein; otherwise, this Agreement shall terminate upon breach of
any other condition of this Agreement by either party which remains uncured for more than
thirty (30) days after written notification of breach is given by the party not in default, or
immediately upon bankruptcy of the Operator, or upon expiration, whichever first occurs.
Provided, however, this Agreement shall terminate immediately upon more than one breach of
the same conditions in this Agreement during any 12-month period. Upon termination of this
Agreement, the Operator agrees to immediately vacate the Jetport.
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7
21. Notices- Notices required or provided for under this Agreement shall be sufficient
if sent by certified mail, return receipt requested or via facsimile to such addresses as the parties
may designate from time to time in writing. At the time of the execution of this Agreement, the
addresses of the parties are as follows:
Owner: County of Harnett
Attn: Greg Frank, Jetport Director
County of Harnett
Harnett Regional Jetport
PO Box 940
Lillington, NC 27546
Operator: Southeastern Aero, LLC
Attn: Josh Pusser
Josh Pusser
350 Harvell Road
Coats, NC 27521
22. Integration of Understandings- This Agreement is intended as the complete
integration of all understandings between the parties. No prior or contemporaneous additions,
deletions, subsequent renewal, deletion, or other amendment hereto shall have any force or affect
unless embodied herein in writing signed by both parties.
23. Controlling Law- This Agreement shall be governed by and construed in
accordance with the laws of the State of North Carolina.
24. Mediation- Any claim, dispute or other matter in question arising out of or related
to this Agreement may be subject to mediation as a condition precedent to the institution of legal
or equitable proceedings by either party. If the parties agree to engage in mediation, it will be
conducted and governed by the North Carolina Rules Implementing Statewide Mediated
Settlement Conferences in Superior Court Civil Actions and the North Carolina General Statutes.
The parties shall share the mediator’s fee and any filing fees equally. The mediation shall be held
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in Harnett County, unless another location is mutually agreed upon. Agreements reached in
mediation shall be enforceable as settlement agreements in any court having jurisdiction thereof.
25. Severance Clause- In the event any provision of this Agreement is adjudged to be
unenforceable or found invalid, such provision shall be stricken and the remaining provisions shall
be valid and enforceable.
EXECUTED, this the _____day of_______, 2024.
COUNTY OF HARNETT
________________________________
William Morris, Chairman
Harnett County Board of Commissioners
ATTEST:
______________________________
Melissa Capps, Clerk to the Board
(SEAL)
SOUTHEASTERN AERO, LLC
_________________________________
Josh Pusser, Owner
ATTEST:
_______________________________
Secretary
(CORPORATE SEAL)
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STATE OF NORTH CAROLINA
COUNTY OF _________________
I, __________________________, a Notary Public of the County and State aforesaid, do
hereby certify that William Morris personally appeared before me this day and acknowledged
that he is Chair of Harnett County Board of Commissioners, and that by authority duly given and
as an act of the Harnett County Board of Commissioners, the foregoing instrument was signed by
its Chair.
Witness my hand and official stamp or seal, this _____ day of __________________,
2024.
______________________________
Notary Public
My Commission Expires: ___________
[SEAL]
STATE OF NORTH CAROLINA
COUNTY OF _________________
I, ______________________________, a Notary Public of the County and State
aforesaid, do hereby certify that Josh Pusser, personally appeared before me this day and
acknowledged that he is____________________ of Southeastern Aero, LLC and that by
authority duly given and as an act of the Company, the foregoing instrument was signed on
behalf of the company.
Witness my hand and official stamp or seal, this _____ day of __________________,
2024.
______________________________
Notary Public
My Commission Expires: ___________
[SEAL]
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Board Meeting
Agenda Item
MEETING DATE: October 7, 2024
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Extending Hangar Lease Agreement for Global Medical Response - Med
Trans Corporation
REQUESTED BY: Greg Frank
REQUEST:
Jetport requests the Board of Commissioners to renew the hangar lease agreement with
Global Medical Response - Med Trans Corp for an additional three years. Tenant has
been in good standing with the Jetport and is eligilble to extend the lease. Term will be
from July 1, 2024 to June 30, 2027. The fee will continue to be paid at the rate of
$1,500.00 per month.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 4
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Quarterly Economic Development Update
July – September 2024
ACTIVE PROJECTS
Active Projects is current and falls outside the months shown for the report.
Projects Total Investment ($) Jobs
18 863.4M 2,093
BUSINESS DEVELOPMENT
Direct Connection:
Site Consultant, Real Estate Broker, EDPNC Business Developer or Recruiter
Project Inquiries
Project Inquiries / RFI’s Responses Submitted Submitted (%)
33 14 42.42%
PRODUCT DEVELOPMENT
Direct Connection:
Property Owners, Private Sector Developers/Builders, Economic Development Property
Development Ally
Industrial Product Inventory
Buildings Sites Ready Sites
6 7 5
Site Identification Site Readiness
Completed: Harnett County and Samet
acquired land for Harnett 95 Industrial Center,
the county’s first Class A industrial park.
In-progress: Town of Lillington has
committed funds to complete Due Diligence
on a 243 +- acre site.
Item 5
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In-progress: We are having and coordinating
conversations that encourages Brightwater
Dr. to extend to Hwy 210 [at a future time].
Site Development Shell / Spec Building
In-progress: Harnett 95 – Clearing and
hauling project.
Edgerton Industrial Park – Clearing, grubbing,
and grading project on two separate sites.
Upcoming: Samet to commence construction
of a 162,000 SF Class A industrial building,
with a projected completion timeframe of
November 2025.
ENGAGEMENT + LEARNING
See engagement specific to Business Development and Product Development in their
respective sections within the Update.
Engagement + Learning
Company Visit Business Partner Community /
Regional Event
Professional
Development
5 3 12 5
ECONOMIC DEVELOPMENT – HOT TOPICS
1. Rooms to Go Expansion
2. Harnett 95 Industrial Center – Land Acquisition
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Board of Commissioners Update
Tuesday, October 29, 2024
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Business
Recruitment
& Attraction
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Business
Development
Activities
Regional & State Economic Development
Partners
•NC Carolina Core
•Research Triangle Regional Partnership
(RTRP)
•Economic Development Partnerships of
North Carolina (EDPNC)
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NC Carolina
Core Site
Selector Trip
Dallas, Texas
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Data Tools
Data drives the work that we do.
Business Recruitment Feature
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North Carolina, Virginia, South Carolina
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6 -Digit NAICS Code (NC/VA/SC)
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Target
Regions
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Competitor Markets
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Business
Attraction
Marketing Harnett County as a
place for companies to thrive.
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Quarterly
Newsletter
In July 2023, the first Harnett County
Economic Development Quarterly had 84
subscribers and a 65.4% open rate.
By October 2024, it grew to 239
subscribers with a 60.1% open rate.
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Redesigned
Website
On July 1, 2024, Harnett County
Economic Development launched
a newly -redesigned website.
harnettedc.org
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Website Enhancements
Clean look and
user -friendly
Recent news and
developments
What sets Harnett
County apart?
1 2 3
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Sharing Harnett
County’s Story
Press Releases
•Rooms To Go to Expand
Footprint in Harnett County
•Harnett County Partners with I -
95/I -40 Crossroads of America
Economic Development
Alliance, Samet to Develop New
Industrial Park
Blogs
•Harnett County Economic
Development Hosts Discussion
on Child Care and its Impact on
the Workforce
•Keep the Engine Running:
Where We Are Heading
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Media Value Broadcast Media
Total Local Viewership: 199,325
Total Local Market Publicity Value: $10,376.72
*Data from media monitoring tool, TVEyes
Additional coverage:
•The Sanford Herald : Rooms To Go to expand footprint
in Harnett County
•WRAL on -air evening News : Rooms to Go Expansion
•CBS17 on-air evening news : Rooms to Go Expansion
•The Daily Record : Rooms To Go finds room to grow in
Dunn
•Greater Fayetteville Business Journal : Rooms To Go to
expand distribution center in Harnett County
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Coming up
•Economic Development
Marketing Video
•Marketing Materials
•Targeted Marketing
Campaigns
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615 Airport Road
Erwin, N.C. 28339
(910) 893 -7524
econdev@harnett.org
EMAIL
PHONE
ADDRESS
Harnett County Economic Development
@HarnettEconDev
X
Harnett County Economic Development
LINKEDIN
harnettedc .org
WEBSITE
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NORTH CAROLINA
MEMORANDUM OF UNDERSTANDING
HARNETT COUNTY
THIS MEMORANDUM OF UNDERSTANDING (“MOU”), made and entered into this _____
day of November 2024, by and between County of Harnett, a North Carolina body politic corporate in
nature, (hereinafter referred to as “County”) and I-95/I-40 Crossroads of America Economic Development
Alliance, Inc., a North Carolina non-profit corporation (hereinafter referred to as the “Alliance”),
collectively referred to as “Parties”, their successors and assigns.
WHEREAS, on February 5, 2024, the Harnett County Board of Commissioners adopted a
resolution authorizing the participation in a 65 ± acre economic development project through the purchase
of 51± acres of land from E.C. Edgerton, Jr. LLC, C.L. Tart Jr. & Mary T. Fowler for future industrial
economic development; and
WHEREAS, Samet Properties, LLC (hereinafter referred to as “Samet”) agreed to purchase a
13.471 acre tract of land from the 65± acres for the purposes of constructing a speculative shell building
containing approximately 162,000 square feet on the Site; and
WHEREAS, the County purchased the remaining 50.3± acres on September 24, 2024 as further
described in that Warranty Deed recorded in Book 4253, Pages 1200-1206 of the Harnett County
Registry, which is incorporated herein by reference (hereinafter referred to as the “Property”); and
WHEREAS, the County and Samet entered into an Option to Purchase Agreement (hereinafter
referred to as the “Option Agreement” and attached hereto as Exhibit A) with Samet on October 7, 2024
which grants Samet the option to purchase the entirety or any part of the Property during the eight (8)
year term of the Option Agreement for the purposes of constructing additional speculative shell buildings;
and
WHEREAS, the Alliance, as a non-profit economic development organization, desires to assist
the County and Samet to construct and market these speculative shell buildings in an effort to bring
businesses and economic growth to the County; and
WHEREAS, the Alliance has agreed to contribute towards the County’s purchase of the Property
and to market the shell buildings on the Property to potential lessees or purchasers.
NOW THEREFORE, in consideration of the premises set forth herein, and intending to be legally
bound, and for other considerations the receipt and sufficiency of which are hereby acknowledged, the
parties agree as follows:
1.Term: This MOU shall begin upon its execution by the Parties and end upon the
reimbursement of the Alliance’s contribution in accordance with Section 3 below.
2.Contribution: The Alliance agrees to pay to the County the sum of one million, four-
hundred ten thousand, four hundred forty-four dollars and seventy-nine cents ($1,410,444.79)
to as a reimbursable contribution (on the terms set forth in this MOU) to the County for its
purchase of the Property to be developed for economic development purposes.
Item 6
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3. Reimbursement: Upon the sale of any portion of the Property, the County shall reimburse
the Alliance with the net proceeds of any such sale until the Alliance is reimbursed its entire
contribution of one million, four-hundred ten thousand, four hundred forty-four dollars and
seventy-nine cents ($1,410,444.79). Upon full reimbursement of the Alliance’s contribution
towards the purchase of the Property, the County shall be entitled to all remaining net
proceeds of any subsequent sale. If the net proceeds of the sale of the entirety of the Property
fail to one million, four-hundred ten thousand, four hundred forty-four dollars and seventy-
nine cents ($1,410,444.79), the County shall not be obligated to reimburse the Alliance for
any resulting shortfall, but shall pay to the Alliance all net sale proceeds up to one million,
four-hundred ten thousand, four hundred forty-four dollars and seventy-nine cents
($1,410,444.79). Upon request by the Alliance the County shall provide the Alliance with a
copy of the settlement statement related to the sale of all or any portion of the Property
reflecting the net sale proceeds, which shall be paid by the County to the Alliance within ten
(10) business days after receipt by the County. However, if the County enters into an
agreement to donate any portion of the Property for economic development purposes
pursuant to Chapter 158 of the N.C. General Statutes and the Alliance has not received full
reimbursement from the sale(s) of the remainder of the Property, the County shall be
obligated to reimburse the Alliance for the remaining balance of its contribution.
4. Sale of the Property: As the owner of the Property, the County shall have the sole authority
to negotiate the sale of the entirety or any portion of the Property or to donate any portion of
the property for economic development purposes pursuant to Chapter 158 of the N.C. General
Statutes.
5. Marketing: The Alliance and the County, either jointly or individually, shall have the right
to market the speculative shell buildings to potential lessees or purchasers. If at any time the
County enters into a lease agreement for one or more of the speculative shell buildings
constructed and owned by Samet on the Property, the Alliance, with the written permission of
the County, may hold visits or events at the leased premises if the lease permits the use by
third parties for the purpose of marketing the leased premises to potential tenants and buyers.
6. Indemnity: In the event the County leases any speculative buildings on the Property
constructed and owned by Samet, the Alliance shall indemnify, protect, defend, and hold
harmless the County, its agents, officers, and employees from and against all claims,
damages, costs, liens, judgements, attorneys’ fees and expenses arising out of, involving, or
in dealing with, the use or occupancy of the leased premises by the Alliance for any act,
omission, or neglect of the Alliance, its agents, officers, employees, guests, and invitees.
7. Governing Law and Venue: This MOU is governed by and shall be construed in accordance
with the laws of the State of North Carolina; venue of any action shall be in the general court
of justice in Harnett County.
8. Notices: Notices required or provided for under this MOU shall be sufficient if sent by
certified mail, return receipt requested or via personal delivery to such addresses as the
parties may designate from time to time in writing. Notice shall be deemed to be given and
received three days after being sent certified mail or upon hand delivery to the address below:
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TO COUNTY:
Brent Trout
County Manager
Post Office Box 759 (mail)
420 McKinney Parkway (physical)
Lillington, North Carolina 27546
With copy to:
Christopher W. Appel
Senior Staff Attorney
Post Office Box 238 (mail)
420 McKinney Parkway (physical)
Lillington, North Carolina 27546
TO ALLIANCE
Reid Williams
President
600 S. Magnolia Avenue
Dunn, North Carolina 28334
With copy to (which shall not constitute notice):
P. Tilghman Pope
Pope Law Group, P.A.
Post Office Box 928
Dunn, North Carolina 28335
9. Entire Agreement: This MOU constitutes the entire agreement between the Parties, and this
MOU shall not be amended except in writing signed by both Parties.
10. No Third Party Beneficiaries: Nothing contained in this MOU shall create a contractual
relationship with, or cause of action in favor of, a third party against the County or the
Alliance.
11. Severance Clause: In the event any provision of this MOU is adjudged to be
unenforceable or found invalid, such provision shall be stricken and the remaining
provisions shall be valid and enforceable.
12. Binding Effect: Subject to the specific provisions of this MOU, this MOU shall be
binding upon and inure to the benefit of and be enforceable by the Parties and their
respective successors and assigns
HCBOC 102924 ws Pg. 42
IN WITNESS WHEREOF, the Parties have executed this Memorandum of Understanding as of
the day and year first above written.
COUNTY OF HARNETT
By:________________________
William Morris, Chairman
Harnett County Board of Commissioners
I-95/I-40 CROSSROADS OF AMERICA ECONOMIC DEVELOPMENT ALLIANCE, INC.
By:________________________
Reid Williams, President
This instrument has been preaudited in the manner required by the Local Government Budget and Fiscal
Control Act.
__________________________________
Kimberly Honeycutt, Finance Director
HCBOC 102924 ws Pg. 43
Shady Grove Road
Elliott Bridge RoadStewart Farm Lane
H o l s t e i n L a ne
Woodwind
D
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Riverwind Driv eBuddy Barefoot RoadSource: Esri, Maxar, Earthstar Geographics, and the GIS User Community
230 FT
2400 FT2570 FT280
F
T
South Harnett
Regional
Wastewater
Treatment Plant
51.34 Acres
ABJ INVESTMENTS LLC11.3 ACRES500
Feet
¯
S:\WWR-Maps\Steve Ward\SHRWWTP Property Purchase.mxd HCBOC 102924 ws Pg. 44
A RESOLUTION TO ADOPT THE 2025 SCHEDULE OF MEETINGS
HARNETT COUNTY BOARD OF COMMISSIONERS
THAT WHEREAS, the Harnett County Board of Commissioners adopted on September 19, 1994
certain Rules of Procedure by which the Board would conduct its meetings; and
WHEREAS, Rule 6 of the Rules of Procedure concerning “Regular and Special Meetings” states
that the Board shall hold regular meetings the first Monday of each month at 9 a.m. and the third Monday
of each month at 6 p.m. It also states if a regular meeting day is a holiday on which county offices are
closed, the meeting shall be held on the next business and the Board may schedule regular work sessions.
NOW, THEREFORE, BE IT RESOLVED, by the Board of Commissioners of Harnett County
that the Board shall hold the following regular meetings and work sessions in 2025:
Monday January 6 9:00 am Board Meeting
Monday January 6 11:45 am Legislative Luncheon
Tuesday January 14 9:00 am Work Session
Tuesday January 21 6:00 pm Board Meeting* Monday is a holiday
Tuesday January 28 9:00 am Work Session
Monday February 3 9:00 am Board Meeting
Tuesday February 11 9:00 am Work Session
Monday February 17 6:00 pm Board Meeting
Tuesday February 25 9:00 am Work Session
Monday March 3 9:00 am Board Meeting
Tuesday March 11 9:00 am Work Session
Monday March 17 6:00 pm Board Meeting
Tuesday April 1 9:00 am Work Session
Monday April 7 9:00 am Board Meeting
Tuesday April 15 9:00 am Work Session
Monday April 21 6:00 pm Board Meeting
Tuesday April 29 9:00 am Work Session
Monday May 5 9:00 am Board Meeting
Tuesday May 13 9:00 am Work Session
Monday May 19 6:00 pm Board Meeting (Budget Public Hearing)
Tuesday May 27 9:00 am Work Session
Monday June 2 9:00 am Board Meeting
Tuesday June 10 9:00 am Work Session
Monday June 16 6:00 pm Board Meeting
Tuesday July 1 9:00 am Work Session
Monday July 7 9:00 am Board Meeting
Tuesday July 15 9:00 am Work Session
Monday July 21 6:00 pm Board Meeting
Tuesday July 29 9:00 am Work Session
Monday August 4 9:00 am Board Meeting
Tuesday August 12 9:00 am Work Session
Monday August 18 6:00 pm Board Meeting
Tuesday August 26 9:00 am Work Session
Tuesday September 2 9:00 am Board Meeting* Monday is a holiday
Tuesday September 9 9:00 am Work Session
Monday September 15 6:00 pm Board Meeting
Tuesday September 30 9:00 am Work Session
Item 10
HCBOC 102924 ws Pg. 45
Monday October 6 9:00 am Board Meeting
Tuesday October 14 9:00 am Work Session
Monday October 20 6:00 pm Board Meeting
Tuesday October 28 9:00 am Work Session
Monday November 3 9:00 am Board Meeting
Wednesday November 12 9:00 am Work Session* Tuesday is a holiday
Monday November 17 6:00 pm Board Meeting
Tuesday November 25 9:00 am Work Session
Monday December 1 9:00 am Board Meeting
Tuesday December 9 9:00 am Work Session
Monday December 15 6:00 pm Board Meeting
Monday January 5 9:00 am Board Meeting
Adopted by the Harnett County Board of Commissioners in regular session, this ___ day of ______ 2024.
HARNETT COUNTY BOARD OF COMMISSIONERS
By: ___________________________________________
William Morris, Chairman
Attest: _____________________________________
Melissa D. Capps, Clerk
HCBOC 102924 ws Pg. 46
Page 1
NOVEMBER 4, 2024 APPOINTMENTS NEEDED
HOME AND COMMUNITY CARE BLOCK GRANT COMMITTEE
We have received a request to remove Pamela Williams for inactivity. She currently fills the service provider
vacancy.
Item 11
HCBOC 102924 ws Pg. 47
THE SHOAF LAW FIRM, PA. 8414 FALLS OF NEUSE RD STE 104 Raleigh, NC 27615 919.877.0009
October 9, 2024
Melissa Capps, MMC NCCCC
Harnett County Commissioners
Re: Request for refund of Excise Taxes
Lot 139, The Colony at Lexington Plantation, Part 1, Ph B
Property address: 166 Old Glory Lane, Cameron NC 28326
Dear Ms. Capps,
The above referenced property was transferred by General Warranty Deed recorded in Book 4240, Page 1085, in the
Harnett County, North Carolina Register of Deeds. The Grantor was Miguel Santos and spouse, Sarah Carpenter
Santos and the Grantee was Daniel Vinson and spouse, Margaret Vinson. This General Warranty Deed was recorded
with the incorrect amount of excise tax in the amount of $4,140.00 which was remitted to the Harnett County Register
of Deeds. This calculation is incorrect and only $690.00 should have been remitted to the New Hanover County
Register of Deeds.
The “Correcting Instrument for Incorrectly Recorded Documents” has been recorded in Harnett Register of Deeds in
Book 4255, Page 1476, on October 8, 2024; copy included herein.
We request that the overage in the amount of $3,450.00 be returned to The Shoaf Law Firm PA. I have included a
Fedex label for your convenience. If you have any questions, do not hesitate to contact me.
Thank you for your help.
Sincerely,
Missy Weeks
Missy G. Weeks
Post-Closing Paralegal
Our File: 24-1664
Item 13
HCBOC 102924 ws Pg. 48
HCBOC 102924 ws Pg. 49
HCBOC 102924 ws Pg. 50
HCBOC 102924 ws Pg. 51
HCBOC 102924 ws Pg. 52
MEMORANDUM
Date: October 29, 2024
To: Harnett County Board of Commissioners
Through: Brent Trout, County Manager
From: Mike Morrow, Assistant County Manager
Subject: 1st Quarter FY2025 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 1st quarter of Fiscal Year 2025. The 1st Quarter FY2025
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 reviewed 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 June 30, 2024
o 6% are pending action
o 46% are In-Process
o 48% are Completed
For FY2025, TEAM Harnett will review forty-two (42) Key Strategic Actions and Other
Strategic Actions directly related to the Harnett County Strategic Plan.
Status of 42 action items as of September 30, 2024
o 24% are pending action
o 64% are In-Process
o 12% are Completed
During this 1st quarter, TEAM Harnett has been focused on the newly adopted Key Strategic
Actions adopted by the Board of Commissioners for FY2025 and preparing plans to address those
upcoming items. Additionally, we have been meeting with vendors to potentially automate the
Strategic Plan and Performance Management plan information through software that would allow
staff and residents access through our website for increased transparency of our ongoing efforts.
We are in the preliminary stages of this potential change.
If you have any questions regarding this information, please feel free to contact me to discuss.
Item 13
HCBOC 102924 ws Pg. 53
Key Strategic Action1.1.1: Engage school administration proactively to discuss and
coordinate budget priorities and funding for FY2025
1
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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 ongoing.
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
HCBOC 102924 ws Pg. 54
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
30, 2024
1 Quarterly collaborative
meetings and contacts with
County Manager and School
Administration
7/1/24 6/30/25 Various staff from
County
Administration
and Harnett
County Schools
Number of Meetings as of 9/30/24
County Manager/Superintendent – 1
Harnett County Schools Finance/County
Finance & Budget - 1
2 Elected officials and
administration staff Survey
Est 3/1/25 Est 6/30/25 Public Information
Officer
Developing a customer survey
completed
3 Engage Central Carolina
Community College budget
requests for Harnett Promise
for FY25
Est 3/1/25 Est 6/30/25 Budget Director Planning to collect data at the end of
Spring semester 2025
Project Leader:
Budget Director
Project Team, Stakeholders and Collaborators:
County Administration, Board of Commissioners, Board of Education,
Central Carolina Community College
Key Strategic Action 1.1.1: Engage school administration proactively to discuss and
coordinate budget priorities and funding for FY2025
Project Sponsor:
County Manager
HCBOC 102924 ws Pg. 55
Key Strategic Action 1.1.2: Adopt long-term plan for funding new schools based on
education priorities
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2025
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
Work ongoing.
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 .
HCBOC 102924 ws Pg. 56
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30,2024
1 Consultant updating
education debt
affordability plan
11/1/24 12/10/24 Davenport In Process
2 Present current education
debt affordability plan to
Board of Commissioners
11/1/24 12/10/24 Davenport In Process
Project Leader:
Finance Officer
Project Team, Stakeholders and Collaborators:
County Administration, Board of Commissioners, Davenport, Harnett
County Schools
Key Strategic Action 1.1.2: Adopt long-term plan for funding new schools based
on education priorities
Project Sponsor:
County Manager
HCBOC 102924 ws Pg. 57
Key Strategic Action 1.2.1: Maintain County involvement in capital planning and
architectural committee for ongoing and upcoming projects
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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
In process
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
•Funding for Highland High School
HCBOC 102924 ws Pg. 58
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 considered
with next budget
approval
8/30/24 6/30/25 Board of
Commissioners
Funding approved - complete
3 Funding of Projects 8/30/24 6/30/25 Board of
Commissioners
In process
Project Leader:
Budget Director
Project Team, Stakeholders and Collaborators:
County Administration, Harnett County Schools maintenance
staff
Key Strategic Action 1.2.1: Maintain County involvement in capital planning and
architectural committee for ongoing and upcoming projects
Project Sponsor:
Finance Officer
HCBOC 102924 ws Pg. 59
Key Strategic Action 1.3.1: Continue to monitor 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 September 30, 2024
Goal 1: Superior Education
Objective 1.3: Attract, support, and retain
highly qualified and experienced public school
teachers and staff
Budget will be based
on request and
available funding.
Staff Assigned:
County Administration
Board Key Strategic
Action
Funding request will be
considered in FY2026
budget.
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.
HCBOC 102924 ws Pg. 60
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Increase funding for
teacher supplement
Est 4/15/25 Est 6/30/25 Budget
Director
Funding request will be considered
in FY2026 budget.
Project Leader:
Budget Director
Project Team, Stakeholders and Collaborators:
County Administration, Harnett County Schools, Board of
Commissioners
Key Strategic Action 1.3.1: Continue to monitor teacher supplements to increase
competitiveness in the region
Project Sponsor:
Finance Officer
HCBOC 102924 ws Pg. 61
Key Strategic Action 1.4.1: Adopt Legislative Priorities for FY 2025 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 September 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
Planning for FY 2026
Legislative Priorities
meeting with Board of
Commissioners in
January 2025.
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)
HCBOC 102924 ws Pg. 62
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Adopted Legislative
Priorities for 2025
January 2025 January 2025 Brent Trout
2 Develop Legislative
Priorities for 2025
January 2025 January 2025 Brent Trout Planning to review current and
future Legislative priorities at the
Board of Commissioners work
session during January 2025
Project Leader:
County Manager
Project Team, Stakeholders and Collaborators:
County Administration, Board of Commissioners, Harnett County
Schools
Key Strategic Action 1.4.1: Adopt Legislative Priorities for FY 2025 that includes advocacy
for increased funding for schools
Project Sponsor:
Board of Commissioners
HCBOC 102924 ws Pg. 63
Key Strategic Action 2.1.1:Complete and implement Compensation Study to assess
competitiveness of employee pay and salary compression for existing County employees
1
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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.HCBOC 102924 ws Pg. 64
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 06/30/2025 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 2.1.1:Complete and implement Compensation Study to assess
competitiveness of employee pay and salary compression for existing County employees
HCBOC 102924 ws Pg. 65
Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key
leadership positions in the organization
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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
Pending and not yet
started.
Project Description (Scope Statement):
The intention of this Key Strategic Action is to review and
develop plans for replacing future retiring key leadership
in the organization. The strategy will focus on identifying
potential successors, leadership development, and
succession planning to minimize disruptions, promote
leadership continuity, and support long-term
organizational growth.
Community Outcomes (Performance Results):
To ensure that the process of reviewing and developing a leadership succession
strategy is effective, measurable performance results should be established. The
following Key Performance Indicators will help track performance outcomes for this
action.
Talent Pipeline and Succession Planning
•KPI : Succession plan completion for all key leadership positions.
•Goal: 100 % of key leadership positions have a succession plan in place.
•KPI : Internal candidate identification rate.
•Goal: At least 70% of key leadership positions should have one or more
internal candidates identified as potential successors.
Leadership Development and Readiness
•KPI : Readiness of potential successors.
•Goal: 75% of potential successors are deemed ready for leadership roles
within a 1-2 year timeline.
HCBOC 102924 ws Pg. 66
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Review Strategy plan
for succession planning
and leadership
development
Pending and not yet started.
2 Meet with Stakeholders
for review of plan
Pending and not yet started.
3 Revise draft plan Pending and not yet started.
4 Submit strategy to
County admin for
approval
Pending and not yet started.
Project Leader:
HR Director
Project Team, Stakeholders and Collaborators:
HR Dept., Selected Committee, Dept. Heads
Key Strategic Action 2.1.2: Review and develop a strategy for replacing future
retiring key leadership positions in the organization
HCBOC 102924 ws Pg. 67
Key Strategic Action 2.2.1: Develop, and implement a holistic performance
management program
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 2: Organizational Excellence
Objective 2.2: Lead the organization with best
finance and budget practices
Objective 2.3: Foster culture of accountability
through performance management and
adherence to internal processes
$57,000 Direct
funding
Staff Assigned:
Manager &Dept
Heads
Board KSA Project
High Priority - Yes
Work 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. Plan has been imp
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
HCBOC 102924 ws Pg. 68
6
Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 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 2.2.1: Develop, and implement a holistic performance
management program
HCBOC 102924 ws Pg. 69
Key Strategic Action 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee
schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers
7
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 2: Organizational Excellence
Objective 2.2: Lead the organization with
best finance and budget practices
$258,920 Direct
funding
Staff Assigned: Dept
Heads
MNG Project
High Priority - Yes
This project is p ending and
not yet started.
Project Description (Scope Statement):
The purpose of this project is to identify and eliminate
redundancies within government processes, streamline
operations, improve fee schedules, and enhance overall
efficiency. The goal is to reduce the financial burden on
taxpayers by optimizing government resources and
services without compromising service quality.
Community Outcomes (Performance Results):
A.Process improvement and optimization for inefficient
processes through automation or elimination of
unnecessary steps and provide consolidation of functions
when feasible.
B.Conduct a comprehensive review of fee schedules and
identify opportunities for optimization to better align with
service costs.
C.Perform cost-benefit analysis to evaluate the financial
impact of proposed changes and focus on reduction of
administrative costs while improving taxpayer outcomes.
HCBOC 102924 ws Pg. 70
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Meet with stakeholders
and review fee schedules
Pending and not yet started.
2 Draft report for
efficiencies
Pending and not yet started.
3 Meet with stakeholders
for final documentation
Pending and not yet started.
4 Present findings to Board
of Commissioners
Pending and not yet started.
Project Leader:
Brent Trout
Project Team, Stakeholders and Collaborators:
Department Heads
Key Strategic Action 2.2.2: Reduce government redundancy with process improvement to find efficiencies and
fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers
HCBOC 102924 ws Pg. 71
Key Strategic Action 2.3.1: Review and revise employee performance evaluation and training programs to
encourage culture of empowerment and accountability, to foster employee development and to provide
enrichment opportunities
9
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 2: Organizational Excellence
Objective 2.3: Foster culture of
accountability through performance
management and adherence to internal
processes
$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. 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.
HCBOC 102924 ws Pg. 72
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 2.3.1: Review and revise employee performance evaluation and training programs to
encourage culture of empowerment and accountability, to foster employee development and to provide
enrichment opportunities
HCBOC 102924 ws Pg. 73
Key Strategic Action 2.4.1: Engage County employees in improving internal processes and
provide regular education on adherence (R.P.I)
11
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 2: Organizational Excellence
Objective 2.4: Seek new and best technology to improve
processes in all operational areas
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)
HCBOC 102924 ws Pg. 74
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
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 2.4.1: Engage County employees in improving internal processes and
provide regular education on adherence (R.P.I.)
HCBOC 102924 ws Pg. 75
Key Strategic Action 2.5.1 Implement process for obtaining citizen feedback on County
service provision
13
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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
HCBOC 102924 ws Pg. 76
14
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 2.5.1 Implement process for obtaining citizen feedback on
County service provision
HCBOC 102924 ws Pg. 77
Key Strategic Action: 3.1.1 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 September 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.
HCBOC 102924 ws Pg. 78
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
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: 3.1.1 Prioritize parks and greenway projects for development through
CIP.
HCBOC 102924 ws Pg. 79
Key Strategic Action 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on senior citizens and other special
populations
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type & Priority Project Overall Update
as of September 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.Objective 3.3: Ensure effective and efficient delivery
of services to County residents to promote health, safety and well
being for all.
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):
•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.
•Program expansion for senior citizens and special populations which will
include review of the current programs promoting healthy lifestyles, etc.
•Develop or enhance health and wellness initiatives focused on physical
activity, mental health, and nutritional education for seniors and special
populations.HCBOC 102924 ws Pg. 80
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor
activity to include a focus on senior citizens and other special populations
Project Sponsor:
Tim Mathews
HCBOC 102924 ws Pg. 81
Key Strategic Action 3.2.1: Acquire Johnson Farm for future generations
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update
as of September 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 and Recreation,
Development Services, County Administration
Board KSA
High
In Process
Project Description (Scope Statement):
The proposed project will attempt to acquire Johnson Farm for
future generations
Community Outcomes (Performance Results):
•Program will negotiate with property owners to obtain park
land
•Park land will become County park land and be utilized
accordingly
HCBOC 102924 ws Pg. 82
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
30, 2024
1 Negotiate with landowners 7/1/2024 12/1/2024 Parks and
Rec Director,
County admin
In Process
2 Review with Board of
Commissioners
Pending
3 Purchase land at best, fair
market price
Pending
Project Leader/Manager:
Parks and Rec Director, Deputy
County Manager
Project Team, Stakeholders and Collaborators:
Parks and Recreation, Development Services, County Administration
Key Strategic Action 3.2.1: Acquire Johnson Farm for future generations
HCBOC 102924 ws Pg. 83
Key Strategic Action 3.3.1: Medicaid expansion
7
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update
as of September 30,
2024
Goal 3: Safe & Healthy Community
Objective 3.3: Ensure effective and
efficient delivery of services to County
residents to promote health, safety and
well being for all.
Budget: Undetermined
Staff Assigned:Social Services
Board KSA
High
Pending
Project Description (Scope Statement):
The proposed project will expand Medicaid in accordance with
the State of North Carolina statutory mandates.
Community Outcomes (Performance Results):
•Program will expand Medicaid as required
•Provide services as required
HCBOC 102924 ws Pg. 84
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
30, 2024
1 Review state requirements Pending
2 Meet with stakeholders Pending
3 Report findings to
Administration and Board of
Commissioners
Pending
Project Leader/Manager:
Social Services Director
Project Team, Stakeholders and Collaborators:
Social Services, County Administration
Key Strategic Action 3.3.1: Medicaid Expansion
HCBOC 102924 ws Pg. 85
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.
9
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update
as of September 30,
2024
Goal 3: Safe & Healthy Community
Objective 3.3: Ensure effective
and efficient delivery of services to
County residents to promote health,
safety and well being for all.
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.HCBOC 102924 ws Pg. 86
10
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as of September 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 12/31/2024 Tim Mathews
Lynn Lambert
Grant awarded for funding. Board of
Commissioners approval pending.
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:3.3.2 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
HCBOC 102924 ws Pg. 87
Key Strategic Action: 3.3.3 Research and discuss strategy to address mental health concerns
for County residents and bring back to Board for consideration
11
Harnett County Strategic Goal
&
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of September 30, 2024
Goal 3: Safe & Healthy Community
Objective 3.3: Ensure
effective and efficient delivery of services
to County residents to promote
health,safety and well being for all.
Budget: Undetermined
Staff Assigned: County Manager’s Office, Health, Aliance
Health partners, Social Services
Board KSA
High
Pending
Project Description (Scope Statement):
The objective of this project is to research, analyze, and develop
a comprehensive strategy to address mental health concerns
among County residents. The strategy will focus on improving
access to mental health services, raising awareness, and
addressing gaps in care, with the final goal of presenting
actionable recommendations to the Board for consideration and
potential implementation .
Community Outcomes (Performance Results):
•Assessment of current mental health landscape
•Analyze data on mental health trends in the County, including
prevalence of mental health disorders, service utilization, and unmet
needs.
•Identify potential partnerships with local hospitals, clinics, mental
health organizations, schools, and non-profits.
•Engage with state and federal agencies to explore funding
opportunities and support for mental health programs.
HCBOC 102924 ws Pg. 88
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
30, 2024
1 Review concerns Pending
2 Meet with stakeholders Pending
3 Report findings Pending
Project Leader/Manager:Project Team, Stakeholders and Collaborators:
County Administration, Health, Aliance Health partners, Social Services
Key Strategic Action: 3.3.3 Research and discuss strategy to address mental health concerns for County residents and
bring back to Board for consideration
HCBOC 102924 ws Pg. 89
Key Strategic Action: 3.4.1 Assess most pressing issues surrounding substance abuse and
engage stakeholders to develop plan to curb problems.
13
Harnett County Strategic Goal
&
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of September 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.
HCBOC 102924 ws Pg. 90
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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: 3.4.1 Assess most pressing issues surrounding substance abuse and
engage stakeholders to develop plan to curb problems.
Project Manager:
Coley Price
HCBOC 102924 ws Pg. 91
Key Strategic Action: 3.4.2 Collaborate with Sheriff's Office to eradicate drugs in schools
(opioid offense) ensuring clean and safe schools.
15
Harnett County Strategic Goal
&
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of September 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,
Board KSA
High
Pending
Project Description (Scope Statement):
The objective of this project is to collaborate with the Sheriff's
Office to develop and implement a comprehensive strategy
aimed at eradicating drug-related offenses, particularly opioid
use and distribution, in County schools. The goal is to ensure
safe and drug-free environments for students, staff, and the
community by preventing, identifying, and addressing opioid-
related incidents in schools.
Community Outcomes (Performance Results):
•Collaboration with the Sheriff's Office and School Officials
•Drug prevention and education programs for students, teachers and
parents
•Provide an opioid awareness campaign targeting students and
parents
•Work with the Sheriff's Office to enhance the presence of law
enforcement officers, such as School Resource Officers (SROs), in
schools to monitor for drug-related activity, provide support, and
foster positive relationships between students and law enforcement.
•Reduce drug related incidents in schools
•Improve sense of safety and well being in schools
HCBOC 102924 ws Pg. 92
16
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
30, 2024
1 Review concerns Pending
2 Meet with stakeholders Pending
3 Report findings Pending
Project Leader/Manager:Project Team, Stakeholders and Collaborators:
County Administration, Health, Aliance Health partners, Social Services
Key Strategic Action: 3.4.2 Collaborate with Sheriff's Office to eradicate drugs in
schools (opioid offense) ensuring clean and safe schools.
HCBOC 102924 ws Pg. 93
Key Strategic Action 3.6.1: Meet regularly with local arts organizations to generate and
implement ideas for celebrating arts and culture.
17
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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.
HCBOC 102924 ws Pg. 94
18
Action Item or Task Start
Date
Completion
Date
Person
Responsible
Action Item Update as
of September 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 3.6.1: Meet regularly with local arts organizations to generate and
implement ideas for celebrating arts and culture.
HCBOC 102924 ws Pg. 95
Key Strategic Action: 3.8.1 Create a northwest convenience site for public use
19
Harnett County Strategic Goal
&
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of September 30, 2024
Goal 3: Safe & Healthy
Community
Objective 3.8: Provide effective
solid waste services for County
residents
Budget: Undetermined
Staff Assigned: Solid Waste staff,
Board KSA
High
In Process
Project Description (Scope Statement):
The objective of this project is to design, develop, and construct
a solid waste convenience site in northwest Harnett County for
public use. The site will provide County residents with a
convenient, safe, and accessible location to dispose of
household waste, recyclable materials, and other accepted
refuse. The goal is to improve waste management services,
reduce illegal dumping, and promote recycling and
environmental sustainability in the community.
Community Outcomes (Performance Results):
•Site selection and design
•Environmental, access, and safety considerations
•Public access and user experience
•Regulatory compliance
•Staffing plan and operational guidelines
HCBOC 102924 ws Pg. 96
20
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of September
30, 2024
1 Site clearing Pending
2 Construction activities Pending
3 Complete work Pending
Project Leader/Manager:
Solid Waste Director
Project Team, Stakeholders and Collaborators:
County Administration, Solid Waste staff
Key Strategic Action: 3.8.1 Create a northwest convenience site for public use
HCBOC 102924 ws Pg. 97
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.
21
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.
HCBOC 102924 ws Pg. 98
22
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
HCBOC 102924 ws Pg. 99
Other Strategic Action: Provide education and resources to citizens to promote
conservation of working farmland and stewardship of natural resources.
23
Harnett County Strategic Goal &
Objective Alignment
Project Budget & Resources Type &
Priority
Project Overall Update as
of September 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)
HCBOC 102924 ws Pg. 100
24
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as of September 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
HCBOC 102924 ws Pg. 101
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
September 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.
HCBOC 102924 ws Pg. 102
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 September 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 Seek BOC approval for potential land
acquisition
Fall 2024 Barry Blevins
Project Sponsor:
Barry Blevins
Project Manager:
Larry Smith
Project Team, Stakeholders and Collaborators:
Animal Shelter staff, County residents, Board of Commissioners,
HCBOC 102924 ws Pg. 103
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
September 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
HCBOC 102924 ws Pg. 104
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 September 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 June 2025 CAMPO In process
4
HCBOC 102924 ws Pg. 105
Key Strategic Action 4.1.1 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 September 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.
HCBOC 102924 ws Pg. 106
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Review and update
existing economic
development incentive
guidelines
Fall 2023 Spring 2025 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 4.1.1:Revise development and incentive policies to support thriving
business and job creation
HCBOC 102924 ws Pg. 107
Key Strategic Action 4.1.2 Educate County departments about economic
development priorities and their role in advancing those priorities
3
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 4: Economic Strength
Objective 4.1: 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.
HCBOC 102924 ws Pg. 108
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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:
Economic Development
Director
Project Team, Stakeholders and Collaborators:
Economic Development
Key Strategic Action 4.1.2 Educate County departments about economic
development priorities and their role in advancing those priorities
HCBOC 102924 ws Pg. 109
Key Strategic Action 4.2.1 Implementation and completion of comprehensive growth plan
for the County
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 4: Economic Strength
Objective 4.2: Provide well planned communities with
smart and sustainable growth strategies
Objective 4.3: Attract and retain a diverse and viable tax
base with increased industrial commercial and retail
$funding
Staff Assigned: Development
Services, Administration
Board KSA Project
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
The objective of this project is to implement and complete a
comprehensive growth plan for the County. The plan will
address current and future growth in the areas of land use,
infrastructure, housing, economic development, transportation,
environmental sustainability, and public services. The goal is to
create a long-term, sustainable framework that balances
development with the preservation of community values and
natural resources while preparing the County for population
and economic growth.
Community Outcomes (Performance Results):
•Establish clear guidelines for land use, including residential,
commercial, industrial, agricultural, and recreational zoning,
based on current and projected growth patterns.
•Define areas for sustainable development while preserving
key environmental and agricultural resources.
•Plan for the expansion of critical infrastructure, such as
water, sewage, electricity, and broadband internet services,
to meet the needs of growing communities.
HCBOC 102924 ws Pg. 110
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Meet with stakeholders In process
2 Revise draft plan In process
3 Submit final plan In process
4 Board of Commissioners
approval
In process
Project Leader:
Development Services
Director
Project Team, Stakeholders and Collaborators:
Development Service, Economic Development, Citizens, Stakeholders
Key Strategic Action 4.2.1 Implementation and completion of comprehensive growth
plan for the County
HCBOC 102924 ws Pg. 111
Key Strategic Action 4.3.1: Expand and diversify tax base with strategic and major retail and commercial
development in key corridors, especially those with high population centers with sales tax leakage in concert
with the comprehensive growth plan for the County
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 4: Economic Strength
Objective 4.3: Attract and retain a diverse and viable
tax base with increased industrial commercial and retail
Objective 4.4: Provide strategically placed infrastructure for
business and industry growth and attraction
Funded through Land Use
Plan
Staff Assigned: Economic
Development Director,
Development Services
Director
Board KSA Project
High Priority - Yes
In Progress
Project Description (Scope Statement):
The objective of this project is to expand and diversify
the County's tax base by facilitating strategic retail and
commercial development in key corridors, particularly
those with high population centers experiencing sales
tax leakage. This initiative aligns with the County’s
comprehensive growth plan and aims to attract major
retailers, local businesses, and commercial investments
that will boost economic activity, create jobs, and
capture lost sales tax revenue.
Community Outcomes (Performance Results):
•Identify and prioritize key commercial corridors and high-growth
population centers that are currently experiencing significant sales
tax leakage.
•Develop a plan to attract major retailers, restaurants, and
entertainment venues that align with consumer demand.
•Engage with real estate developers, commercial investors, and
industry stakeholders to explore opportunities for large-scale
commercial projects.
•Provide resources and support for local businesses to grow, scale,
and participate in the revitalization of key corridors.
•Conduct an analysis of current sales tax leakage to understand where
residents are spending money outside the County and identify
opportunities to recapture this revenue by providing equivalent or
better options within the County.HCBOC 102924 ws Pg. 112
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Engaged Retail Strategies Fall 2023 Fall 2026 Development
Services
Director
In progress
2 Make connections with
property owners,
developers, and retailers
Winter 2024 On-going Development
Services,
Economic
Development
In progress
3 Master plan key corridors
for major retail and
commercial development
Fall 2023 Spring 2025 Development
Services
Director
In progress
4 PendingProject Leader:
Economic Development
Director, Development
Services Director
Project Team, Stakeholders and Collaborators:
Development Services, Economic Development, Retail Strategies,
property owners, Developers
Key Strategic Action 4.3.1: Expand and diversify tax base with strategic and major retail and
commercial development in key corridors, especially those with high population centers with sales tax
leakage in concert with the comprehensive growth plan for the County
HCBOC 102924 ws Pg. 113
Key Strategic Action 4.3.2: Diversify the tax base by attracting business and industry to bring higher paying
jobs to the County with key businesses that make substantial development investments in the County
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 4: Economic Strength
Objective 4.4: Provide strategically placed infrastructure for
business and industry growth and attraction
$funding
Staff Assigned: Economic
Development Director,
Development Services
Director
Board KSA Project
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
This project will attempt to diversify the County’s tax
base by attracting businesses and industries that will
bring higher-paying jobs and make substantial
development investments. The focus will be on
recruiting key industries that align with the County’s
economic strengths, enhance long-term growth, and
contribute to the local economy through job creation,
capital investment, and tax revenue.
Community Outcomes (Performance Results):
•Identify industries that focus on advanced manufacturing,
AgTech, and other sectors that provide higher wages and long-term
stability.
•Develop competitive incentive packages tailored to attract high-value
businesses and industries to the County. Incentives may
include performance-based grants, workforce development and
training programs, infrastructure improvements, and expedited
permitting processes.
•Identify and prepare key sites and industrial parks that are equipped
to accommodate large-scale business investments. This may involve
upgrading infrastructure (e.g., roads, utilities, broadband) to support
new industrial and commercial activities.
HCBOC 102924 ws Pg. 114
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Apply for Golden Leaf Site
Development Grant for site
prep at industrial park.
2/2024 6/2024 Economic
Development Dir
Awarded $547,885 to clear, grade, and
grub 25-acre site.
Complete.
2 Partner with Town of Lillington to
complete due diligence of 200-ac
industrial site.
7/2024 Fall 2024 Economic
Development
Director
In progress.
3 County to purchase land for
industrial park.
9/2024 Economic
Development
Director
Purchase 65-acre site for industrial
development. Complete.
4 Develop and market 65 -acre
Harnett 95 industrial park.
9/2024 Economic
Development
Director
In progress.
Project Leader:
Economic Development
Director, Development
Services Director
Project Team, Stakeholders and Collaborators:
Economic Development, Public Utilities, Development Services,
Admin,Industrial Development Partners, EDPNC, CCCC, various ED
grant partners
Key Strategic Action 4.3.2: Diversify the tax base by attracting business and industry to bring higher
paying jobs to the County with key businesses that make substantial development investments in the
County
HCBOC 102924 ws Pg. 115
Key Strategic Action 4.4.1:Increase availability of highspeed broadband throughout County
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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.
HCBOC 102924 ws Pg. 116
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 4.4.1:Increase availability of highspeed Broadband throughout County
HCBOC 102924 ws Pg. 117
13
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 CAB Grant stop gap 7/1/2024 Spring 2026 IT Director In process - TBD
8
Project Leader:
CIO
Project Team, Stakeholders and Collaborators:
IT Dept., Admin, Cloudwise
Key Strategic Action 4.4.1:Increase availability of highspeed Broadband throughout County
HCBOC 102924 ws Pg. 118
Key Strategic Action 4.4.2: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 September 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 /
Economic
Development
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.
HCBOC 102924 ws Pg. 119
15
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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
Pending
3
4
Project Leader:
County Manager Project Team, Stakeholders and Collaborators:
Gas Company, ED, Development Services, & Ft. Liberty
Key Strategic Action 4.4.2 Seek to extend natural gas availability along strategic
corridors identified for commercial growth
HCBOC 102924 ws Pg. 120
Key Strategic Action 4.4.3: Advocate and coordinate with NCDOT and transportation
organizations and 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 September 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?
Pending and not yet started
Project Description (Scope Statement):
The County will undertake a strategic initiative to advocate and coordinate
with the North Carolina Department of Transportation (NCDOT) and the
Capital Area Metropolitan Planning Organization (CAMPO) to pursue
improvements in transportation infrastructure. The goal is to reduce
congestion, enhance accessibility, and ensure that transportation solutions
support the County’s growth and development. This project will focus on
identifying key transportation corridors, securing funding, and prioritizing
infrastructure improvements that will benefit residents, businesses, and
commuters.
Community Outcomes (Performance Results):
•Advocate for the inclusion of County transportation projects in
state and regional plans (NCDOT and CAMPO).
•Enhance transportation infrastructure, such as roadways, public
transit, and alternative transportation (e.g., pedestrian, bicycle).
•Reduce traffic congestion in high-density areas and key corridors.
•Improve access to key business, residential, and commercial
centers to support economic development.
•Secure funding and resources to implement critical transportation
projects.
•Ensure long-term planning aligns with the County’s comprehensive
growth plan and future needs.
HCBOC 102924 ws Pg. 121
17
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Phase 1 Existing Conditions
Analysis
Pending
2 Phase 2 Develop Solutions Pending
3 Phase 3 Develop Preferred
Alternatives
Pending
4 Phase 4 Project Adoption Pending
Project Leader:
Development Services
Director
Project Team, Stakeholders and Collaborators: CAMPO, NCDOT, Development
Services Director & Planning Manager,
Key Strategic Action 4.4.3: Advocate and coordinate with NCDOT and transportation
organizations and pursue enhanced transportation infrastructure to reduce congestion and
increase access throughout the County
HCBOC 102924 ws Pg. 122
Key Strategic Action 4.4.4: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 September 30, 2024
Goal 1: Economic Strength
Objective 4.4: Provide strategically-placed
infrastructure for business and industry
growth and attraction
$10,500,000 estimate
d cost; HRW Reserved
$10,500,000
Board KSA Pump station portion of
project has been bid twice
but will more than likely be
re-bid in conjunction with
the force main work.
Estimated time of
completion of Dec 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.
HCBOC 102924 ws Pg. 123
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Submit plans for NCDEQ Sept 2022 April 30.
2023
Steve Ward
MBD Consulting
Complete
2 Rcv. Authorization to
Construct (ATC) permit
Sept 2022 May 3, 2024 Steve Ward
MBD Consulting
Complete
3 Advertise & Bid Project May 2024 August 27,
2024
Steve Ward
MBD Consulting
Pump station portion only bid: not
advising award as of this date:
probable re-bid of both
construction portions
4 Construction January 2025 June 30,
2026
Project Leader:
HRW Director
Project Team, Stakeholders and Collaborators:
HRW Mngt, County Admin/Support Staff, HC Board of Commissioners
Key Strategic Action 4.4.4:Plan water and wastewater infrastructure to direct and attract
residential, commercial and industrial growth toward targeted areas
HCBOC 102924 ws Pg. 124
Key Strategic Action 4.5.1: Complete the Jetport Runway
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 2: Economic Strength
Objective 4.5: Enhance Harnett Regional
Jetport's function as economic engine for the
County
Direct funding
Staff Assigned: Jetport
Director
Board KSA Project
High Priority - Yes
This project is in process.
Project Description (Scope Statement):
The Jetport Runway Project is focused on the expansion
and modernization of the County's jetport runway to
meet current and future aviation needs. This project
involves extending the existing runway, upgrading
lighting and navigational systems, and enhancing the
overall capacity and safety of the facility. The completion
of this project will support increased air traffic,
accommodate larger aircraft, and contribute to regional
economic development by improving the County’s
logistics and transportation infrastructure.
Community Outcomes (Performance Results):
•Extend the jetport runway to accommodate larger
aircraft and increase operational capacity.
•Enhance safety by upgrading runway lighting,
navigational aids, and other safety systems.
•Improve the jetport’s ability to serve business,
commercial, and general aviation needs.
•Position the jetport as a critical transportation hub to
attract businesses, industries, and tourism to the County.
•Support economic growth by enhancing connectivity for
freight, cargo, and passenger services .
HCBOC 102924 ws Pg. 125
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Phase 1 Pending
2 Phase 2 Pending
3 Phase 3 Pending
4
Project Leader:Project Team, Stakeholders and Collaborators:
Key Strategic Action 4.5.1: Complete the Jetport Runway
HCBOC 102924 ws Pg. 126
Key Strategic Action 4.5.2: Create strategic growth plan for the Harnett Regional Jetport
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 2: Economic Strength
Objective 4.5: Enhance Harnett Regional
Jetport's function as economic engine for the
County
Direct funding
Staff Assigned: Jetport
Director
Board KSA Project
High Priority - Yes
This project is pending and
not yet started.
Project Description (Scope Statement):
The Harnett Regional Jetport Strategic Growth Plan will
serve as a comprehensive roadmap for the long-term
development and expansion of the jetport. The plan will
outline key strategies to maximize the jetport’s potential
as a regional aviation hub, attract business and
commercial investments, increase aviation traffic, and
support economic development in the County. The
initiative will focus on addressing current infrastructure
needs, future growth opportunities, and the role of the
jetport in fostering regional economic connectivity.
Community Outcomes (Performance Results):
•Develop a comprehensive strategic growth plan that guides the
expansion and modernization of the Harnett Regional Jetport
over the next 10-20 years.
•Identify opportunities to attract business, commercial, and
industrial aviation activity to the jetport.
•Enhance the jetport’s infrastructure to accommodate increased
air traffic, larger aircraft, and future aviation technologies.
•Position the jetport as a catalyst for regional economic
development by improving logistics, attracting businesses, and
supporting tourism .
•Ensure the jetport’s development aligns with County, regional,
and state transportation and economic growth plans.HCBOC 102924 ws Pg. 127
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Phase 1 Pending
2 Phase 2 Pending
3 Phase 3 Pending
4
Project Leader:Project Team, Stakeholders and Collaborators:
Key Strategic Action 4.5.2: Create a strategic growth plan for the Harnett Regional Jetport
HCBOC 102924 ws Pg. 128
Key Strategic Action 5.2.1: Develop an effective resident engagement strategy focused on
creating a positive image for the County and promoting excellent customer service
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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 aims to create an effective resident engagement strategy
that fosters a positive image for the County and promotes a culture of
excellent customer service within County departments and services.
The strategy will focus on enhancing communication channels,
increasing transparency, improving responsiveness, and building trust
with County residents. Through proactive outreach, community
involvement, and service improvement initiatives, the County will
strengthen its relationship with residents and showcase its
commitment to meeting their needs.
Community Outcomes (Performance Results):
•Develop a comprehensive resident engagement strategy to
foster a positive image for the County.
•Enhance communication and outreach efforts to keep residents
informed about County services, initiatives, and programs.
•Promote a culture of excellent customer service within County
departments to ensure timely, professional, and efficient service
delivery.
•Build trust and transparency through clear, consistent, and
open communication between the County and its residents.
HCBOC 102924 ws Pg. 129
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Phase 1 7/1/24 In process
2 Phase 2 Pending
3 Phase 3 Pending
4
Project Leader:
PIO
Project Team, Stakeholders and Collaborators:
PIO
Key Strategic Action 5.2.1: Develop an effective resident engagement strategy focused on creating a positive
image for the County and promoting excellent customer service
HCBOC 102924 ws Pg. 130
Key Strategic Action 5.4.1: Create and implement a new program which tracks participation
and engagement levels of the Citizen Advisory Boards
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 30, 2024
Goal 5: Informed & Engaged Citizens
Objective 5.4: Strengthen Citizen Advisory
Boards and Committees program
Direct Funding: $0
Staff Assigned: Public
Information, Board
Clerk
Board KSA In process
Project Description (Scope Statement):
This project aims to design and implement a comprehensive program
to track and evaluate the participation and engagement levels of
members in the County’s Citizen Advisory Boards. The program will
collect and analyze data on attendance, contributions, feedback, and
overall involvement, providing insights into the effectiveness and
impact of these boards. The initiative will help ensure that the boards
are functioning optimally, that members are actively engaged, and that
their contributions are aligned with the County's strategic goals. It will
also identify areas for improvement in board operations and member
engagement.
Community Outcomes (Performance Results):
•Develop a system for tracking participation and engagement
levels of members in Citizen Advisory Boards.
•Ensure accurate and timely data collection regarding board
member attendance, contributions, and participation in
decision-making processes.
•Evaluate the effectiveness and impact of Citizen Advisory
Boards on County governance and community engagement.
•Identify areas for improving board member involvement and
overall board performance.
•Provide County leadership with actionable insights for
enhancing board engagement and achieving strategic goals.HCBOC 102924 ws Pg. 131
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 30, 2024
1 Task 1 – Determine
application website
automation
7/1/24 Clerk to the
Board, IT
In process
2 Task 2 – Review agenda
management software for
participation and
engagement
Pending
3 Task 3 – Implementation
of software
Pending
4
Project Leader:
PIO
Project Team, Stakeholders and Collaborators:
Clerk to the Board, IT
Key Strategic Action 5.4.1: Create and implement a new program which tracks
participation and engagement levels of the Citizen Advisory Boards
HCBOC 102924 ws Pg. 132
Other Strategic Action : Create and distribute bimonthly County newsletter in Harnett
Regional Water bills
5
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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.
HCBOC 102924 ws Pg. 133
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
September 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 July 2024, September 2024,
November 2024
3
4
Project Leader:
PIO
Project Team, Stakeholders and Collaborators:
PIO, Harnett Regional Water
Other Strategic Action :Create and distribute bimonthly County newsletter in Harnett
Regional Water bills
HCBOC 102924 ws Pg. 134
Other Strategic Action: Implement use of video and storyboards to promote County events
and educate citizens on County services and initiatives
7
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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.
HCBOC 102924 ws Pg. 135
Other Strategic Action : Launch new engagement initiative to inform citizens and County
employees through quarterly update meetings
8
Harnett County Strategic Goal &
Objective Alignment
Project Budget &
Resources
Type & Priority Project Overall Update as
of September 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.HCBOC 102924 ws Pg. 136
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 6/30/2025
Quarterly collaborative meetings with County Manager and
Superintendent
Number of Meetings as of 9/30/24
County Manager/Superintendent– 1
Harnett County Schools Finance/County Finance & Budget- 1
Public Information Officer 6/30/2025 Elected officials and administration staff survey Developing a customer survey completed
Budget Director 6/30/2025 Engage Central Carolina Community College budget
requests for Harnett Promise for FY25
Planning to collect data at the end of Spring semester 2025
Davenport 12/10/2024 Consultant updating education debt affordability plan In process
Davenport 12/10/2024 Present current education debt affordability plan to Board of
Commissioners
In process
Harnett County Schools 8/23/2023
Quotes submitted by Harnett County Schools to County
Administration
Complete
Board of Commissioners 6/30/2025 Board approved Project Ordinance Funding approved - complete
Harnett County Schools 6/30/2025 Funding of Projects Funding approved - complete
1.3.1: Address teacher supplements to
increase competitiveness
Key Strategic
Action
1 Budget Director 6/30/2025 Increase funding for teacher supplement Funding request will be considered in FY2026 budget
County Manager 1/23/2024 Adopted Legislative Priorities for 2025 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 December 2024
Human Resources
Director 11/28/2022
RFP issued Complete
Human Resources
Director 4/30/2023
Selection of Consulting Company Complete
Human Resources
Director 6/30/2025
HR to study follow up items from report In process
Human Resources
Director 6/30/2025
Consultant to complete the study In process
Human Resources
Director/Department
Heads
Review Strategy plan for succession planning and leadership
development
Pending and not yet started
Human Resources
Director/Department
Heads
Meet with Stakeholders for review of plan Pending and not yet started
Human Resources
Director/Department
Heads
Revise draft plan Pending and not yet started
Human Resources
Director/Department
Heads
Submit strategy to County adminstration for approval Pending and not yet started
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
Status Update FY 2024
TEAM Harnett RAIL
Status Update FY 2023
1.1.1: Engage school administration
proactively to discuss and coordinate
budget priorities and funding for FY2025
1.2.1: Maintain County involvement in
capital planning and architectural
committee for ongoing and upcoming
projects
Key Strategic
Action
Key Strategic
Action
1
1
1.1.2: Adopt long-term plan for funding
new schools based on education priorities
Key Strategic
Action
1
1
2.2.1: Develop, and implement a holistic
performance management program
Key Strategic
Action
2
Status Update FY 2025
2.1.1: Complete and implement
Compensation Study to assess
competitiveness of employee pay and
salary compression for existing County
employees
Key Strategic
Action
2
2Key Strategic
Action
2.1.2: Review and develop a strategy for
replacing future retiring key leadership
positions in the organizations
1.4.1: Adopt Legislative Priorities for
FY2025 that includes advocacy for
increased funding for schools
Key Strategic
Action
HCBOC 102924 ws Pg. 137
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/
Department Heads
Meet with Stakeholders and review fee schedules Pending and not yet started
County Manager's office/
Department Heads
Draft report for efficiencies Pending and not yet started
County Manager's office/
Department Heads
Meet with Stakeholders for final documentation Pending and not yet started
County Manager's office/
Department Heads
Present findings to Board of Commissioners Pending and not yet started
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
12/1/2024
Communicate changes to employees Meet with each department and employees via training.
Human Resources
Director/Department
Heads
3/1/2025
Implementation Implement new performance evaluation process.
County Manager's office 12/31/2024
Meet with Staff Confirm performance plan and RPI project scope. Form RPI team.
County Manager's office 10/31/2024
Develop scope of work RPI Finalize scope and RFP process
County Manager's office 1/31/2025
Select Vendor Include for FY2026 budget
County Manager's office 7/1/2025
Conduct Survey and Incorporate Results into Performance
and RPI
Implement program and staff training
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
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.
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.
Project Leaders 2/28/2023
Coordinate stakeholder meetings to access current program
offerings
Completed.
2.3.1: Review and revise employee
performance evaluation and training
programs to encourage culture of
empowerment and accountability, to foster
employee development and to provide
enrichment opportunities
Key Strategic
Action
2
2.2.1: Develop, and implement a holistic performance management program Key Strategic Action 2
2.2.2: Reduce government redundancy
with process improvement to find
efficiencies and fee schedule improvements
to reduce overall government, where
possible and reduce the financial burden
on taxpayers
Key Strategic
Action
2
3.1.2: Increase provision of County
programs and initiatives aimed at
encouraging healthy lifestyles and outdoor
activity to include a focus on seniors and
other special populations
Key Strategic
Action
3
Key Strategic
Action
3
2.4.1: Engage County Employees in
improving internal processes and provide
regular education on adherence
Key Strategic
Action
2
3.1.1 Prioritize parks and greenway
projects for development through CIP
2.5.1: Implement process for obtaining
citizen feedback on County service
provision
Key Strategic
Action
2
HCBOC 102924 ws Pg. 138
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.
Parks and Recreation
Director/ County
Manager's Office
12/30/2023
Negotiate with landowners In process.
Parks and Recreation
Director/ County
Manager's Office
12/1/2024
Review with Board of Commissioners In process.
Parks and Recreation
Director/ County
Manager's Office
3/1/2025
Purchase land at best, fair market price In process.
Social Services Director/
County Manager's Office
Review state requirements Pending
Social Services Director/
County Manager's Office
Meet with Stakeholders Pending
Social Services Director/
County Manager's Office
Report findings to Administration and Board of
Commissioners
Pending
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 12/31/2024
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.
Social Services Director/
County Manager's Office
Review concerns Pending
Social Services Director/
County Manager's Office
Meet with Stakeholders Pending
3.2.1: Acquire Johnson Farm for future
generations
Key Strategic
Action
2
3.3.1: Medicaid Expansion Key Strategic
Action
2
3.3.3: Research and discuss strategy to
address mental health concerns for County
residents and bring back to Board for
consideration
Key Strategic
Action
2
3.1.2: Increase provision of County
programs and initiatives aimed at
encouraging healthy lifestyles and outdoor
activity to include a focus on seniors and
other special populations
Key Strategic
Action
3
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
HCBOC 102924 ws Pg. 139
Social Services Director/
County Manager's Office
Report findings Pending
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.
Social Services Director/
County Manager's
Office/Sheriff's Office
Review concerns Pending
Social Services Director/
County Manager's
Office/Sheriff's Office
Meet with Stakeholders Pending
Social Services Director/
County Manager's
Office/Sheriff's Office
Report findings Pending
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.
3.8.1 : Create a northwest convenience
site for public use
Key Strategic
Action
3
Budget Director/Solid
Waste Director
Site Clearing In process
Budget Director/Solid
Waste Director
Construction activities Pending
Budget Director/Solid
Waste Director
Complete work Pending
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.
3.3.3: Research and discuss strategy to address mental health concerns for County
residents and bring back to Board for
consideration
Key Strategic Action 2
3.4.2: Collaborate with Sheriff's Office to
eradicate drugs in schools (opioid offense)
ensuring clean and safe schools
Key Strategic
Action
2
3.4.1: Assess most pressing issues
surrounding substance abuse and engage
stakeholders to develop plan to curb
problems
Key Strategic
Action
3
Assess landfill airspace capacity along with
assuring appropriate, adequate coverage
and availability of convenient sites for
disposal services to meet the needs of the
citizens
Other Strategic
Action
3
3.6.1 Meet regularly with local arts
organizations to generate and implement
ideas for celebrating arts and culture
Key Strategic
Action
3
HCBOC 102924 ws Pg. 140
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 12/1/2024
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.
4.1.1: Revise development and incentive
policies to support thriving business and
job creation
Key Strategic
Action
4 Economic Development
Director Spring 2025
Review and update existing economic development incentive
guidelines
In process.
Development Services
Director Fall 2024
Outline and streamline process.Not yet started.
Economic Development
Director/ County
Manager's Office
2/28/2023
Create a new economic development website Complete
Economic Development
Director/ County
Manager's Office
7/1/2023
Create a new quarterly economic development newsletter Complete
Development Services
Director
Meet with Stakeholders In process.
Development Services
Director
Revise draft plan In process.
Development Services
Director
Submit final plan In process.
Development Services
Director
Board of Commissioners approval In process.
Development Services
Director Fall 2026
Engaged Retail Strategies In process.
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
Provide education and resources to
citizens to promote conservation of
working farmland and stewardship of
natural resources
Other Strategic
Action
3
4.3.1: Expand and diversify tax base with
strategic and major retail and commercial
development in key corridors, especially
those with high population center with
sales tax leakage in concert with the
comprehensive growth plan for the
County.
Key Strategic
Action
3
4.1.2: Educate County departments about
economic development priorities and their
role in advancing those priorities
Key Strategic
Action
2
4.2.1: Implementation and completion of
comprehensive growth plan for the County
Key Strategic
Action
3
HCBOC 102924 ws Pg. 141
Development Services
Director/Economic
Development
On-going
Make connections with property owners, developers, and
retailers
In process.
Development Services
Director Spring 2025
Master plan key corridors for major retail and commercial
development
In process.
Economic Development
Director 6/1/2024
Apply for Golden Leaf site development grant for site prep
at industrial park
Complete
Economic Development
Director Fall 2024
Partner with Town of Lillington to complete due diligence of
200 ac. industrial site
In process.
Economic Development
Director 9/1/2024
County to purchase land for industrial park Complete. Purchase 65 acre site for industrial development.
Economic Development
Director Spring 2025
Develop and market 65 acre Harnett 95 industrial park In process.
CIO RFP Complete
CIO 9/30/2023 Fixed Wireless Implementation Complete
CIO 1/1/2025 Great Grant Award Complete. Awarded to Brightspeed.
CIO 1/1/2025 Phase 2 Implementation Entered into Phase 2 agreement with Cloudwyze
CIO Spring 2026 Great Grant Award 2024 In process - Awarded to Brightspeed, Spectrum, & Cloudwyze
CIO Spring 2026 CAB grant - state funded In process - Brightspeed
CIO Spring 2026 CAB Grant stop gap In process - TBD
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 Pending.
Development Services
Director/ County
Manager's Office
Phase 1 Existing Conditions Analysis Pending.
Development Services
Director/ County
Manager's Office
Phase 2 Develop Solutions Pending.
Development Services
Director/ County
Manager's Office
Phase 3 Develop Preferred Alternatives Pending.
Development Services
Director/ County
Manager's Office
Phase 4 Project Adoption Pending.
4.4.1: Increase availability of high speed
Broadband throughout County
Key Strategic
Action
4
4.4.2: Seek to extend natural gas
availability along strategic corridors
identified for commercial growth
Key Strategic
Action
4
4.3.1: Expand and diversify tax base with
strategic and major retail and commercial
development in key corridors, especially
those with high population center with
sales tax leakage in concert with the
comprehensive growth plan for the
County.
Key Strategic
Action
3
4.3.2: Diversify tax base by attracting
business and industry to bring higher
paying jobs to the County with key
businesses that make substantial
development investments in the County
Key Strategic
Action
3
4.4.3: Advocate and coordinate with
NCDOT and transportation organizations
and pursue enhanced transportation
infrastructure to reduce congestion and
increase access throughout the County
Key Strategic
Action
3
HCBOC 102924 ws Pg. 142
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 Pump station portion only bid; not advising award as of this date;
probably re-bid of both construction portions
6/30/2025
Construction
Jetport Director
Phase 1 Pending.
Jetport Director
Phase 2 Pending.
Jetport Director
Phase 3 Pending.
Jetport Director
Phase 1 Pending.
Jetport Director
Phase 2 Pending.
Jetport Director
Phase 3 Pending.
County Manager's
Office/PIO
Phase 1 Pending.
County Manager's
Office/PIO
Phase 2 Pending.
County Manager's
Office/PIO
Phase 3 Pending.
Clerk to the
Board/Information
Technology
Task 1: Determine application website automation In process.
Clerk to the
Board/Information
Technology
Task 2: Review agenda management software for
participation and engagement
Pending.
Clerk to the
Board/Information
Technology
Task 3 - Implementation of software Pending.
Create and distribute bimonthly County
newsletter in Harnett Regional Water bills
Other 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.
4.4.4 Plan water and wastewater
infrastructure to direct and attract
residential, commercial and industrial
growth toward targeted areas
Key Strategic
Action
4
5.2.1: Develop an effective resident
engagement strategy focused on creating a
positive image for the County and
promoting excellent customer service
Key Strategic
Action
4
5.4.1: Create and implement a new
program which tracks participation and
engagement levels of the Citizen Advisory
Boards
Key Strategic
Action
4
4.5.2: Create strategic growth plan for the
Harnett Regional Jetport
Key Strategic
Action
4
4.5.1: Complete the Jetport Runway Key Strategic
Action
4
HCBOC 102924 ws Pg. 143
Implement use of video and storyboards to
promote County events and educate
citizens on County services and initiatives
COMPLETE
Other 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
government processes.
Complete
Launch new engagement initiative to
inform citizens and County employees
through quarterly update meetings
COMPLETE
Other 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
Blue = Pending/ Not Yet Started
Green = In-Process and On Target
Yellow = Ongoing and Behind Target
Red = Stopped/ Barrier to Completion
Purple = Complete
HCBOC 102924 ws Pg. 144
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 Schools to
coordinate budget process,
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 and staff
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 federal and state sources
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 2025 Harnett County Strategic Performance Scorecard
HCBOC 102924 ws Pg. 145
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 2025 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
management and adherence to
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 all operational areas
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 and
continuous improvement
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 ExcellenceHCBOC 102924 ws Pg. 146
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 2025 Harnett County Strategic Performance Scorecard
3.1 Preserve and enhance County
residents' quality of life through
open space, parks, recreation
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 CommunityHCBOC 102924 ws Pg. 147
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 2025 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
Number of Animal Adoptions Public shelters measure scuccess by lower
number of euthanasia rates
Animal Services Manager PetPoint Software -
Percentage of LE request
& reported
aggressive/dangerous
dog call to total calls
General Services Director N/A N/A N/a
N//a
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 Community
HCBOC 102924 ws Pg. 148
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 2025 Harnett County Strategic Performance Scorecard
Percentage of "alive at discharge"
rescuccitation patients.
"Alive at dishcarge" percentages allow us to
know if our protocols and procudures are
effective. This allows us to track trends and
EMS Compliance Division ESO EMS Chief Ongoing
6.11%
% of successful completion of Teen Court
to total referred youth offenders
To ensure Teen Court program provides an
alternative sentencing method for
misdemeandor youth offenders ages 10-18
Program Manager NC Dept of PUblic Safety -
NC ALLIES Clent Tracking
software
Successful termination = 'Clients
will complete restitution or
community service within the
General Services Director Ongoing
n/a
n/a n/a
N/A N/A
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 Transit systems rely upon sufficient number
of driver/operators to ensure demand does
not overtake responsiveness. Reducing
turnover rate is a primary concern.
Efficency HARTS Transportation
Manager
Munis % of retained operators vs % of
operator resignations
General Services Director Dec-24 N/A N/A N/A
N/A N/A
0.05$
% 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 2303
150
3.8 Maintain a balanced solid waste
management system of efficient
and economical refuse
collection, recycling and disposal
# 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 CommunityHCBOC 102924 ws Pg. 149
Goal Obj. #Strategic Objective KPI ID #Strategic Level KPIs Why is this KPI Important?KPI Type KPI Researcher Data Source Data Definition/Calculation KPI Approver
When will KPI be
measurable? FY20 Actuals FY21 Actuals FY22 Actuals FY23 Actuals FY24 Actuals FY25 Actuals Target for FY 2025
FY 2025 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 growth strategies
# 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 1,473
# of new preliminary major subdivisions shows number of planned developments Workload Manager of Planning
Services
Trakit Software Development Services
Director 24 25 35 19 28
4.3 Attract and retain a diverse and
viable tax base with increased
commercial and retail
# of commercial permits issued Shows number of businesses coming to the
area
Workload Manager of Building
Services
TBD Development Services
Director 346 77
# 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
industry growth and attraction
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 $41,724,918.00
# of active commercial water and sewer
(utility accounts)
Show business and industry growth Workload HRW Customer Svc Mgr.AUS Monthly Report HRW Director
621 618 633 674 730
4.5 Enhance Harnett Regional
Jetport's function as an
economic engine for the county
# 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 development capacity
# 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 StrengthHCBOC 102924 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
FY 2025 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%
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/AGoal 5: Informed & Engaged CitizensHCBOC 102924 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 2025 Harnett County Strategic Performance Scorecard
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 Citizens
HCBOC 102924 ws Pg. 152
FY2024 QUARTER 4 TEAM HARNETT PERFORMANCE MANAGEMENT PLAN UPDATE
October 29, 2024
HCBOC 102924 ws Pg. 153
Status of Key Strategic Actions and Critical Projects for 1st Quarter FY 2025
•For FY2024, 31 Key Strategic Actions and Other Strategic Actions directly related to HarnettCounty Strategic Plan were reviewed:
Status as of June 30, 2024, Quarter 4:
6% are pending action
46% are In-Process
48% are Completed
•For FY2025, 42 Key Strategic Actions (11 new as of July 1, 2024) and Other Strategic Actionsdirectly related to Harnett County Strategic Plan were reviewed
Status as of September 30, 2024, Quarter 1:
24% are pending action
64% are In-Process
12% are Completed
HCBOC 102924 ws Pg. 154
Business Plan Creation for FY2025 Update
•All Departments have developed internal Business Plans with our UNC School of Government partners which are complete 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
HCBOC 102924 ws Pg. 155
Questions?
HCBOC 102924 ws Pg. 156