HomeMy WebLinkAbout021125 ws agenda packetHarnett County Board of Commissioners
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WORK SESSION AGENDA
Date: Tuesday, February 11, 2025
Time: 9:00 a.m.
Location: Commissioners Meeting Room Harnett County Resource Center & Library 455 McKinney Parkway, Lillington
1.Call to order – Chairman Matt Nicol
2. Pledge of Allegiance and Invocation – Commissioner Brooks Matthews
3.United Way Presentation
4.Consider a Joint Resolution by the Board of Commissioners and the Board of Education requestingLocal Statutory Act that would remove school buildings as voting places (previously tabled at theFebruary 3, 2025 Board Meeting). Please note action may be taken on this item.
5.Discuss report of unpaid taxes and request an order from the Board of Commissioners to allow forthe advertisement of unpaid taxes for the fiscal year 2024-2025 as set forth in the statute; ChristineWallace, Tax Administrator
6.Discuss a request for the approval of a contract with WithersRavenel for the development of a SiteMaster Plan for NW Harnett Park; Carl Davis, Parks and Recreation Director
7.Discuss a request to approve revised Title VI Program Plan as required by the FederalTransportation Administration and North Carolina Department of Transportation/IntegratedMobility Division (NCDOT/IMD); Barry Blevins, General Services Director
8.Development Services briefing on upcoming public hearings:
•Proposed Zoning Change: Case # PLAN2412-0001 Landowner / Applicant: TFD, Inc. / JohnathanTucker; 8.50 +/- acres; Pin # 0654-59-0569.000; From RA-30 to Commercial Zoning District;Hectors Creek Township; Intersection of SR # 1415 (Rawls Church Road) & US Hwy 401 N.
•Proposed Zoning Change: Case # PLAN2501-0001 Landowner / Applicant: CLCA, LLC-ChrisPatterson / C Gregory Bagley; 4.03 +/- acres; Pin # 0610-88-7283.000; From RA-20R toCommercial Zoning District; Upper Little River Township; Intersection of US Hwy 421 N & SR #1265 (Cool Springs Road).
9.Discuss a request for permission to apply for a Library Service and Technology Act (LTSA) 2025-2026 Project Grant award in the amount of $100,000 for Mobile Outreach Vehicle; Kim VanBeck,Library Director
10.Discuss a request for permission to apply for a Library Service and Technology Act (LTSA) 2025-2026 Project Grant award in the amount of $100,000 to expand Radio Frequency Identification(RFID) technology to the branch library locations in Angier, Benhaven, Boone Trail, Coats, Dunnand Erwin; Joanna Cox, Assistant Library Director
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Harnett County Board of Commissioners
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11.Discuss a request for the approval of a contract with Bio-Nomics for sludge lagoon biosolidsremoval services in conjunction with the North Harnett Wastewater Treatment Plant Upgrade
Project; Seann Byrd, Harnett Regional Water Interim Director Please note action may be taken on this
item.
12.Discussion regarding Little League World Series in Dunn; Vice Chairman Bill Morris
13.Review applications to serve on Boards and Committees.
14.County Manager’s Report – Brent Trout, County Manager
•Mid-Carolina Regional Council of Delegates
•FY25 Quarter 2 Performance Management Update
•February 17, 2025 Regular Meeting Agenda Review
•Upcoming meetings and invitations
15.Harnett County Social Services 2nd Floor Project Walk-through
16.Closed Session
17.Adjourn
CONDUCT OF THE FEBRUARY 11, 2025 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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JOINT RESOLUTION BY THE HARNETT COUNTY BOARD OF COMMISSIONERS AND
HARNETT COUNTY BOARD OF EDUCATION REQUESTING A LOCAL STATUTORY ACT
THAT WOULD REMOVE SCHOOL BUILDINGS AS VOTING PLACES
WHEREAS, pursuant to N.C. Gen. Stat. § 163-128, the Harnett County Board of Elections
(hereinafter referred to as the “Board of Elections”) retains the sole authority to establish, alter,
discontinue, or create new election precincts or voting places as it may deem expedient; and
WHEREAS, pursuant to N.C. Gen. Stat. § 163-129(a), the Board of Elections retains the sole
authority to demand and use any school or other State, county, or municipal building, or a part thereof, or
any other building, or a part thereof, which is supported or maintained, in whole or in part by or through
tax revenues provided; and
WHEREAS, the Board of Elections uses multiple Harnett County schools as voting places for
early and election day voting; and
WHEREAS, the use of Harnett County schools as voting places for early and election day voting
is disruptive to normal school operations and presents inherent health and safety risks for the students
during school hours due to the access and presence of the general public on school grounds; and
WHEREAS, pursuant to North Carolina State Board of Elections Numbered Memo 2022-12, the
use of law enforcement officers at a voting place is potentially a violation of 18 U.S.C. § 594, thereby
limiting the schools’ ability to provide adequate protection for its students; and
WHEREAS, the Harnett County Board of Commissioners (hereinafter referred to as the Board of
Commissioners”) and the Harnett County Board of Education (hereinafter referred to as the “Board of
Education”) desire to remove Harnett County schools as voting places unless expressly consented to by
the Board of Education; and
WHEREAS, the Board of Commissioners and Board of Education recommend that the Board of
Elections use public or publicly funded buildings other than schools or to provide or procure by lease other
suitable structures, or parts thereof, in which voting may be conducted in Harnett County.
NOW THEREFORE, BE IT RESOLVED that the Harnett County Board of Commissioners and
the Harnett County Board of Education jointly request that a local act be adopted for the benefit of Harnett
County whereby North Carolina General Statute § 163-129(a) be modified so that the Board of Elections
shall not have the authority to demand and use a school, or any part thereof, as a voting place without the
express consent of the school involved for the purpose of conducting registration and voting for any
primary or election; and
BE IT FURTHER RESOLVED that this Joint Resolution be forwarded to those General Assembly
Representatives who serve Harnett County.
Item 4
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Adopted this the 11th day of February 2025 by the Harnett County Board of Commissioners.
HARNETT COUNTY BOARD OF COMMISSIONERS
_________________________________________
Matthew Nicol, Chairman
ATTEST:
_______________________________
Melissa D. Capps, Clerk to the Board
Adopted this the ___ day of February 2025 by the Harnett County Board of Education.
HARNETT COUNTY BOARD OF EDUCATION
_________________________________________
Joseph W. Powell, Jr., Chairman
ATTEST:
_______________________________
Tammy Johnson, Clerk to the Board
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A:\Clerk to the Board docs\AGENDAS\2025\021125 ws\5.1 Agenda Item - Report of Unpaid Taxes 2024-2025.docx
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Board Meeting
Agenda Item
MEETING DATE: February 17, 2025
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Report of Unpaid Taxes for fiscal year 2024 - 2025
REQUESTED BY: Christine Wallace, Tax Administrator
REQUEST:
In accordance with NCGS 105-369(a) the Harnett County Tax Department must report
the amount of unpaid taxes each year to the governing body. The unpaid amount for
fiscal year 2024 - 2025 is $3,083,842.03 as of January 31, 2025. Attached is a letter to the
Board of Commissioners and report of the unpaid taxes.
The Tax Administrator also requests an approval from the Board of Commissioners to
allow for the advertisement of unpaid taxes for the fiscal year 2024 - 2025 as set forth in
the above statute.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 5
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A:\Clerk to the Board docs\AGENDAS\2025\021125 ws\6.1 agendaform2025_NW Harnett Park Master Plan Contract.docx
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Board Meeting
Agenda Item
MEETING DATE: February 17, 2025
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: NW Harnett Park Site Master Plan Contract
REQUESTED BY: Carl Davis, Parks and Recreation
REQUEST:
Parks and Recreation requests the approval of a contract with WithersRavenel for the
development of a Site Master Plan for NW Harnett Park. WithersRavenel will develop
the Master Plan for Neill’s Creek Park based on input from citizens, current
recreational trends, and staff. The Master Plan will guide staff with future
development of the park. The Contract for Design Services is $61,050.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 6
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137 South Wilmington Street, Suite 200 | Raleigh, NC 27601
t: 919.469.3340 | f: 919.467.6008 | www.withersravenel.com | License No. F-1479
Asheville | Cary | Charlotte | Greensboro | Pittsboro | Raleigh | Southern Pines | Wilmington
January 27, 2025
Carl Davis, Parks and Recreation Director
Harnett County
420 McKinney Parkway PO Box 1119
Lillington, NC
RE: Agreement for Professional Services
Harnett County Northwest Harnett Park MP Services
Lillington, North Carolina
WithersRavenel Project No. 24-1136
Dear Mr. Davis,
WithersRavenel, Inc. is pleased to provide this proposal to Harnett County for consulting services on the
above referenced project. The project encompasses 1 parcel(s) totaling approximately 28 acres and is
located at 1971 Oakridge River Rd, Fuquay-Varina, NC.
We look forward to collaborating with you and the community on this project. Please feel free to contact
me with any questions and/or to discuss any aspect of the attached agreement. My contact information is
below.
Sincerely,
WithersRavenel
Jon Blasco, PLA/ASLA
Senior Project Manager, Design + Planning
jblasco@withersravenel.com
Direct. 919.817.5356
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Harnett County Northwest Harnett Park MP Services WR Project No. 24-1136
January 27, 2025 Page | 2
Harnett County
NW Park Master Plan
Agreement for Professional Services
Project Description
This fee agreement is intended to provide the scope of services and associated fees to provide consulting
services per request of Harnett County and formalize an agreement for the implementation and logistics for
these services.
This agreement is based on the project site located at 1971 Oakridge River Rd. in Harnett County, North
Carolina.
Listed below is a summary of several key aspects of the project based on our discussions, preliminary
research, and Exhibit III. Refer to the Scope of Services and Additional Services/Exclusions for further
detailed information.
The subject property is zoned RA-30 which is appropriate for the uses specified, therefore no
rezoning efforts are anticipated with this project
A cell tower is located on the property and the designated fall zone will need to be accounted for;
Harnett County Solid Waste is planning a new public convenience center that will need to be
accounted for in the conceptual planning;
An action park is desired by the County for the future park;
Coordination with NCDOT will be required for driveway connections to Oakridge River Rd.;
The design and planning process is intended to set the County up for future grant applications
(PARTF, LWCF, etc.)
Environmental investigation and analysis will be required;
Community engagement will be required and coordinated with the Client;
The Client will identify a stakeholder / advisory group for the project and WR will coordinate with
the group at designated project milestones;
WithersRavenel is partnered with American Ramp Company for Action Park planning and design,
and 35North for Cost Estimating services. Environmental services will be provided by
WithersRavenel. Geotechnical investigation and Architectural Design are NOT included with this
Scope.
For the purposes of this agreement and any subsequent agreements the following references shall apply:
Harnett County Parks and Recreation shall be known as the “Client”; WithersRavenel shall be known
as the “Consultant”; The property and overall project shall be known as the “Project”; Harnett
County shall be known as “County”; The executed agreement shall be known as the “Agreement”.
The following agency references also apply: North Carolina Department of Transportation shall be
known as “NCDOT”; US Army Corps of Engineers shall be known as “USACE”; North Carolina
Department of Environmental Quality shall be known as “NCDEQ”.
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Harnett County Northwest Harnett Park MP Services WR Project No. 24-1136
January 27, 2025 Page | 3
Timeline for Services
WithersRavenel will begin work upon receipt of this executed Agreement and written notice to proceed
from the Client. Estimated timeframe(s) for the basis of the services described in the Scope of Services are
shown below.
Due Diligence and Site Mapping: Estimated 2 Months total;
Conceptual Design and Planning: Estimated 5 Months total;
Community Engagement: Ongoing and simultaneously with Due Diligence and Conceptual Planning
The above estimated timeframe(s) may be impacted by, among other things:
Timeliness and accuracy of information provided by the Client, Architect, and other Client
consultants.
If available, opportunities to adjust these estimated timeframes can be discussed. Implementation of agreed-
upon adjustments may result in adjustments to WithersRavenel fees.
Certain tasks, such as reviews and approvals, are performed by third parties, including governmental
agencies, over which neither Client nor WithersRavenel have control or responsibility. As such, neither party
is responsible for delays or the resulting cost impacts caused by third parties.
Scope of Services
WithersRavenel shall provide the services identified under each task below as its “Basic Services” under the
Agreement:
Obtain preliminary site information including aerial photos, USGS Quadrangle Maps, Harnett
County Soil Survey and Harnett County GIS data prior to conducting site visit.
Conduct a site review to determine if the project site contains jurisdictional wetlands, streams, and
surface waters. Jurisdictional wetlands will be determined using criteria set forth in the 1987 US
Army Corps of Engineers (USACE) Wetlands Delineation Manual and applicable Regional
Supplement. WithersRavenel will delineate all jurisdictional wetlands and stream origins in the field
using sequentially numbered Wetland Delineation flagging.
Locate all wetland and stream origin flags using a mapping grade Trimble GPS unit. The GPS data
will be utilized for preparation of the exhibits for the site report and agency verification requests.
Prepare a Wetland Delineation Exhibit documenting the wetlands and streams. This exhibit will be
provided to the Client for preliminary planning purposes.
Develop a base map for conceptual planning purposes using publicly available data from Harnett
County GIS as well as additional data provided by the Client, including the Harnett County Solid
Waste Convenience Center plan, and data provided from the due diligence task.
Review local UDO for regulatory requirements pertaining to the project site. Required buffers,
setbacks, and other items will be incorporated into the base inventory map.
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Harnett County Northwest Harnett Park MP Services WR Project No. 24-1136
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Organize all observations from mapping, site visits, due diligence, UDO research, and other
pertinent information provided by the Client and/or stakeholders into presentable maps that
identify key assets, opportunities, and constraints of the site.
Attend (1) one in-person kickoff meeting with the Client at the project site.
Attend (1) one virtual meeting with NCDOT to discuss potential driveway connections.
Coordinate and attend (3) three virtual meetings with the Client and/or stakeholders to review site
mapping, analysis, and community engagement. Harnett County Solid Waste is anticipated to attend
one of these meetings for coordination between the two projects.
WR will prepare precedent image boards of various park amenities to be used in a public meeting
to determine the community’s interest in certain park amenities and elements.
Attend (1) one community open house to present the site inventory and analysis and precedent
boards.
Prepare and conduct an online community needs survey through Survey Monkey or similar platform.
Prepare summary of input received at community meeting and through the online survey.
Client will be responsible for advertising the meeting and online survey, as well as coordinating with
the event space.
Deliverables:
Site analysis and existing conditions maps (hardcopy and PDF)
Precedent image boards (hardcopy and PDF)
Summary of community engagement activities (PDF)
Attend (1) one virtual meeting with Harnett County Solid Waste to review alternative concepts for
feedback as it relates to coordination with the proposed convenience center.
Coordinate and attend (1) one in-person meeting with the Client to review alternative concepts,
including architecture concepts.
Coordinate and attend (3) three virtual meetings with the Client to review alternative concepts,
architecture, community engagement, and preliminary Opinion of Cost Statement.
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January 27, 2025 Page | 5
Based on input from community, staff and stakeholders the Consultant will prepare a single Draft Master
Plan. This plan, which will include the will be
presented to Staff, Stakeholders, Parks and Recreation Advisory Committee, and County
Commissioners. Upon receiving input from the community, various boards, and stakeholders, the Consultant
will revise the draft master plan as appropriate, which shall be considered the final master plan.
Coordinate and attend (4) four virtual meetings with the Client to review draft and final concepts,
and to review feedback received from the Community and the various boards.
Attend (1) one community open house to present the alternative concepts to the community. Client
will be responsible for advertising the meeting and coordinating with the event space.
Prepare summary of input received at community meeting.
Prepare and conduct an online survey through Survey Monkey or similar platform to receive
feedback on alternative concepts. Includes providing a summary of input received upon closure of
the survey.
Attend (1) one in-person meeting to present the draft master plan to the Harnett County Board of
Commissioners for feedback, including coordination and preparation of a digital presentation.
Deliverables:
2D alternative concept plans (2) for review at 24x36 size (hand drawn / digitally rendered) (PDF)
Summary narrative for concept plan alternatives (PDF)
(hardcopy and PDF)
American Ramp Company will provide design services geared to create a custom design that is unique to
the Harnett County community. A team of professional skateboarders, BMX riders, mountain bikers,
designers, engineers, and visual artists will collaborate with you to generate ideas and develop your one-of-
a-kind park.
ARC will start with refining the concept based on previous work completed in 2022 and we will work to
make minor tweaks to the design based on any minimal site changes along with updates to the design for
any new industry trends. If the site layout or action park program changes drastically, causing an entirely
new site plan then additional fees will be required. Our concept design services include the following:
Kickoff & Site Review
Meet with project team to review design objectives, budget, schedule, site confirmation, and
additional details as needed.
Review proposed site for opportunities, constraints, access locations, spectator viewing, drainage
considerations, and supporting amenities as needed.
One (1) in person meeting for community engagement and site review.
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January 27, 2025 Page | 6
Refined Concept
Present refined concept and cost estimate to project team for review and approval
Provide refined design deliverables upon final concept approval
Deliverables
Meetings with client to ensure a quality design based on feedback and site.
Refined Concept
Cost Estimate
35North will provide an Opinion of Cost Statement for the proposed improvements prepared by
WithersRavenel and its subconsultants. The cost statement will include the following:
Draft Final Estimate, to be prepared upon completion of the draft master plan
Final Estimate based on the final Master Plan; to include segregation of costs to address phased
implementation based on funding availability.
Virtual meetings to review each Cost Statement.
Statements to be provided in PDF format.
Consultant will prepare a Final Master Plan Document detailing the planning process for NW Park.
Sections will include existing conditions, site analysis, conceptual planning and the final master plan.
Summary of the community engagement process will be incorporated throughout the document.
Include the Opinion of Cost Statement provided by 35North along with a proposed phasing plan.
Draft and final documents will be provided in PDF form for Client’s use.
Printed copies of the documents can be provided at cost per the fee and expense schedule.
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Harnett County Northwest Harnett Park MP Services WR Project No. 24-1136
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Exclusions/Additional Services
Services that are not included in Section C or are specifically excluded from this Agreement (see below) shall
be considered Additional Services if those services can be performed by WithersRavenel and its agents if
requested in writing by the Client and accepted by WithersRavenel. The following list is not all inclusive and
the Scope of Services defines the services to be provided by WithersRavenel for this project. Additional
services shall be paid by the Client in accordance with the Fee & Expense Schedule outlined in Exhibit II.
The exclusions are described below but are not limited to the following:
Design Services
Off-site improvements;
Offsite utility or road improvements;
Pump Station design and permitting;
LEED certification coordination;
Structural/foundation design and
certification;
Greenway bridge design & permitting;
Boardwalk design & permitting;
Dumpster enclosure details;
On-site water/sewer design;
Equipment Selections/Design;
Site Lighting;
Construction Documents/Drawings
Environmental Services
Phase I & II ESA’s;
Federal Threatened and Endangered
Species Assessment;
Jurisdictional Determinations;
SHPO Review and Report;
Geomatics Services
Landscape Architecture Services
Landscape layout and design;
Irrigation design;
Hardscape design;
Entrance/signage feature design;
Public art design or commissioning;
Permitting Services
Planning/Studies
Land Planning services other than listed
above;
Entitlement services;
Variance and Quasi-Judicial processes;
Off-site Sewer Analysis;
Traffic Impact Analysis;
Signalization Studies;
Hydrant flow determination and hydraulic
analyses;
Existing sewer hydraulic analyses;
Town or regulatory approvals;
Special & Conditional Use Permits;
Project Management
Additional Meetings/Site Visits;
Adjacent property owner discussions;
Attendance at formal regulatory meetings
unless noted above;
Services by Others
Geotechnical services;
MEP services;
Structural Services;
Arborist/Registered Forester Services;
Services During Construction
Stormwater Services
Stormwater Management Plan;
Stormwater Pollution Prevention Plan
(SPPP) update or revision;
SCM design;
Soil investigations (such as Seasonal high-
water table determinations;
Soil Media Mix Testing and Gradation
Certification;
Downstream impact analysis;
Nutrient calculations;
Peak flow analysis;
General
Any work previously provided in other
agreements;
Any other services not specifically listed
within Section C.
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Client Responsibilities
The following items will be provided by the Client and WithersRavenel will rely upon the accuracy and
completeness of this information:
General:
• Provide in writing, any information as to Client’s requirements for design;
• Provide any information needed to complete the Project not specifically addressed in the
Scope of Services;
• Provide all available information pertinent to the Project, including any GIS information,
reports, maps, drawings, and any other data relative to the Project;
• Examine all agreements, reports, sketches, estimates and other documents presented by
the Consultant and render in writing decisions pertaining thereto within a reasonable period
so as not to delay the services of the Consultant;
• Give prompt written notice to Consultant whenever Client observes or otherwise becomes
aware of any defect in the Project or the services of Consultant;
• Attend Town or City meetings as required/needed;
• Provide access to property for Consultant and subconsultants;
Compensation for Services
WithersRavenel proposes to provide the Basic Services outlined in Section C on a lump sum or hourly basis
with budgets as shown below plus reimbursable expenses in accordance with Exhibit II. The amounts set
forth below have been determined based on the nature, scope and complexity of the Project as represented
in the information provided to WithersRavenel by Client prior to submittal of this agreement; subsequent
changes thereto may result in additional fees.
Task No. Task Name Fee
Task 1 Environmental Due Diligence $3,500
Task 2 Site Mapping and Community Needs $9,250
Task 3 Conceptual Site Design $22,500
Task 4 Conceptual Action Park Design $9,750
Task 5 Opinion of Cost Statement $6,400
Task 6 Master Plan Document $9,150
EXPEN Reimbursable Expenses (Allowance) $500
Total $61,050
Invoices will be issued monthly, based on the percentage of completion for each lump sum task and the
hourly rate for WithersRavenel personnel in accordance with Exhibit II for hourly tasks, as accomplished
during the billing period. Payment is due upon receipt of invoice.
The above fees are based on the estimated timelines noted in Section B. Any adjustments to those timelines
may result in additional fees.
Consultant may alter the distribution of compensation between individual Tasks noted herein to be
consistent with services rendered but shall not exceed the total Lump Sum amount unless approved in
writing by the Client.
The attached Exhibit II, Fee & Expense Schedule, is based on Consultant’s rates as of the date of this
agreement and may be subject to change for hourly tasks and any Additional Services that occur after any
adjustments to such rates go into effect.
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Harnett County Northwest Harnett Park MP Services WR Project No. 24-1136
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Acceptance
This agreement is valid 60 days from the date it is transmitted to Client. Receipt of an executed copy of this
agreement will serve as the written Agreement between WithersRavenel and Harnett County. All Exhibits
identified after the signature blocks below, including the Standard Terms and Conditions (Exhibit I) and the
Fee & Expense Schedule (Exhibit II), are incorporated herein and are integral parts of the Agreement.
OFFERED BY: ACCEPTED BY:
WithersRavenel Harnett County
Attachments:
Exhibit I- Standard Terms and Conditions
Exhibit II- Fee & Expense Schedule
January 27, 2025
Signature Date Signature Date
Jon Blasco, PLA/ASLA Carl Davis
Name Name
Senior Project Manager Parks and Recreation Director
Title Title
January 27, 2025
Signature Date
Brian Starkey, PLA/ASLA
Name
Director
Title
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WithersRavenel, Inc. Standard Terms & Conditions Page 1 Effective September 14, 2020
Exhibit I
Standard Terms and Conditions
The proposal submitted by WithersRavenel, INC. (“CONSULTANT”) is subject to the following terms and conditions, which form an integral part of the
Agreement. By accepting the proposal, the services, or any part thereof, the CLIENT agrees and accepts the terms and conditions outlined below:
1. Payment:
a) The CLIENT will pay CONSULTANT for services and expenses in
accordance with periodic invoices to CLIENT and a final invoice
upon completion of the services. Each invoice is due and payable
in full upon presentation to CLIENT. Invoices are past due after 30
days. Past due amounts are subject to interest at a rate of one and
one-half percent per month (18% per annum) on the outstanding
balance from the date of the invoice.
b) If the CLIENT fails to make payment to the CONSULTANT within
45 days after the transmittal of an invoice, the CONSULTANT
may, after giving 7 days written notice to the CLIENT, suspend
services under this Agreement until all amounts due hereunder are
paid in full. If an invoice remains unpaid after 90 days from invoice
date, the CONSULTANT may terminate the Agreement. If
Consultant initiates legal proceedings to collect the fees owed,
Consultant shall also be entitled to recover the reasonable
expenses of collection including attorney’s fees.
2. Notification of Breach or Default: The CLIENT shall provide prompt
written notice to the CONSULTANT if CLIENT becomes aware of any breach,
error, omission, or inconsistency arising out of CONSULTANT’s services or
any other alleged breach of contract or negligence by the CONSULTANT. The
failure of CLIENT to provide such written notice within ten (10) days from the
time CLIENT became aware of the fault, defect, error, omission,
inconsistency, or breach, shall constitute a waiver by CLIENT of all claims
against the CONSULTANT arising out of such fault, defect, error, omission,
inconsistency, or breach. Emails shall be considered adequate written notice
for purposes of this Agreement.
3. Standard of Care: CONSULTANT shall perform its services in a
professional manner, using that degree of care and skill ordinarily exercised
by and consistent with the standards of professionals providing the same
services in the same or a similar locality as the Project. THERE ARE NO
OTHER WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING
WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR
PURPOSE THAT WILL OR CAN ARISE OUT OF THE SERVICES PROVIDED
BY CONSULTANT OR THIS AGREEMENT.
4. Waiver of Consequential Damages/Limitation of Liability: CLIENT
agrees that CONSULTANT’s aggregate liability for all claims that may be
asserted by CLIENT is limited to $50,000 or to the fee paid to CONSULTANT
under this Agreement, whichever is greater. Both CLIENT and CONSULTANT
hereby waive any right to pursue claims for consequential damages against
one another, including any claims for lost profits.
5. Representations of CLIENT: CLIENT warrants and covenants that
sufficient funds are available or will be available upon receipt of
CONSULTANT’s invoice to make payment in full for the services rendered by
CONSULTANT.
6. Ownership of Instruments of Service: All reports, plans, specifications,
field data and notes and other documents, including all documents on
electronic media, prepared by the CONSULTANT as instrument of service,
shall remain the property of the CONSULTANT. The CONSULTANT shall
retain all common law, statutory and other rights, including the copyright
thereto. In the event of termination of this Agreement and upon full payment
of fees owed to CONSULTANT, CONSULTANT shall make available to
CLIENT copies of all plans and specifications.
7. Change Orders: CONSULTANT will treat as a proposed change order
any written or oral order (including directions, instructions, interpretations, or
determinations) from CLIENT which requests changes in the Agreement or
CONSULTANT’s Scope of Services. If CONSULTANT accepts the proposed
change order, CONSULTANT will give CLIENT written notice within ten (10)
days of acceptance of any resulting increase in CONSULTANT’s fees.
8. Opinion of Cost/Cost Estimates: Since the CONSULTANT has no
control over the cost of labor, materials, equipment or services furnished by
others, or over methods of determining prices, or over competitive bidding or
market conditions, any and all opinions as to costs rendered hereunder,
including but not limited to opinions as to the costs of construction and
materials, shall be made on the basis of CONSULTANT’S experience and
qualifications and represent its reasonable judgment as an experienced and
qualified professional familiar with the construction industry; but the
CONSULTANT cannot and does not guarantee the proposals, bids or actual
costs will not vary significantly from opinions of probable costs prepared by
it. If at any time the CLIENT wishes assurances as to the amount of any costs,
CLIENT shall employ an independent cost estimator to make such
determination.
9. Assignment and Third Parties: Nothing under this Agreement shall be
construed to give any rights or benefits in this Agreement to anyone other
than the CLIENT and CONSULTANT, and all duties and responsibilities
undertaken pursuant to this Agreement will be for the sole and exclusive
benefit of the CLIENT and the CONSULTANT and not for the benefit of any
other party. Neither the CLIENT nor the CONSULTANT shall assign, sublet,
or transfer any rights under or interests in this Agreement without the written
consent of the other, which shall not be unreasonably withheld. However,
nothing contained herein shall prevent or restrict the CONSULTANT from
employing independent subconsultants as the CONSULTANT may deem
appropriate to assist in the performance of services hereunder.
10. Project Site: Should CLIENT not be owner of the Project site, then
CLIENT agrees to notify the site owner of the possibility of unavoidable
alteration and damage to the site. CLIENT further agrees to indemnify,
defend, and hold harmless CONSULTANT against any claims by the CLIENT,
the owner of the site, or persons having possession of the site which are
related to such alteration or damage.
11. Access to Site: CLIENT is responsible for providing legal and
unencumbered access to site, including securing all necessary site access
agreements or easements, to the extent necessary for the CONSULTANT to
carry out its services.
12. Survival: All of CLIENT’s obligations and liabilities, including but not
limited to, its indemnification obligations and limitations of liability, and
CONSULTANT’s rights and remedies with respect thereto, shall survive
completion, expiration or termination of this Agreement.
13. Termination: Either party may terminate the Agreement with or without
cause upon ten (10) days advance written notice, if the other party has not
cured or taken reasonable steps to cure the breach giving rise to termination
within the ten (10) day notice period. If CLIENT terminates without cause or
if CONSULTANT terminates for cause, CLIENT will pay CONSULTANT for all
costs incurred, non-cancelable commitments, and fees earned to the date of
termination and through demobilization, including any cancellation charges of
vendors and subcontractors, as well as demobilization costs.
14. Severability: If any provision of this Agreement, or application thereof
to any person or circumstance, is found to be invalid then such provision shall
be modified if possible, to fulfill the intent of the parties as reflected in the
original provision. The remainder of this Agreement, or the application of such
provision to persons or circumstances other than those as to which it is held
invalid, shall not be affected thereby, and each provision of this Agreement
shall be valid and enforced to the fullest extent permitted by applicable law.
15. No Waiver: No waiver by either party of any default by the other party
in the performance of any provision of this Agreement shall operate as or be
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WithersRavenel, Inc. Standard Terms & Conditions Page 2 Effective September 14, 2020
construed as a waiver of any future default, whether like or different in
character.
16.Merger, Amendment: This Agreement constitutes the entire Agreement
between the CONSULTANT and the CLIENT and all negotiations, written and
oral understandings between the parties are integrated and merged herein.
This Agreement can be supplemented and/or amended only by a written
document executed by both the CONSULTANT and the CLIENT.
17.Unforeseen Occurrences: If, during the performance of services
hereunder, any unforeseen hazardous substance, material, element of
constituent or other unforeseen conditions or occurrences are encountered
which affects or may affect the services, the risk involved in providing the
service, or the recommended scope of services, CONSULTANT will promptly
notify CLIENT thereof. Subsequent to that notification, CONSULTANT may:
(a) if practicable, in CONSULTANT’s sole judgment and with approval of
CLIENT, complete the original Scope of Services in accordance with the
procedures originally intended in the Proposal; (b) Agree with CLIENT to
modify the Scope of Services and the estimate of charges to include study of
the previously unforeseen conditions or occurrences, such revision to be in
writing and signed by the parties and incorporated herein; or (c) Terminate
the services effective on the date of notification pursuant to the terms of the
Agreement.
18.Force Majeure: Should completion of any portion of the Agreement be
delayed for causes beyond the control of or without the fault or negligence
of CONSULTANT, including force majeure, the reasonable time for
performance shall be extended for a period at least equal to the delay and the
parties shall mutually agree on the terms and conditions upon which
Agreement may be continued. Force majeure includes but is not restricted to
acts of God, acts or failures of governmental authorities, acts of CLIENT’s
contractors or agents, fire, floods, epidemics, pandemics, riots, quarantine
restrictions, strikes, civil insurrections, freight embargoes, and unusually
severe weather.
19.Safety: CONSULTANT is not responsible for site safety or compliance
with the Occupational Safety and Health Act of 1970 (“OSHA”). Job site
safety remains the sole exclusive responsibility of CLIENT or CLIENT’s
contractors, except with respect to CONSULTANT’S own employees.
Likewise, CONSULTANT shall have no right to direct or stop the work of
CLIENT’s contractors, agents, or employees.
20.Dispute Resolution/Arbitration: Any claim or other dispute arising out
of or related to this Agreement shall first be subject to non-binding mediation
in accordance with the then-current Construction Industry Mediation
Procedures of the American Arbitration Association (“AAA”). If mediation is
unsuccessful, such claim or other dispute shall be subject to arbitration in
accordance with the AAA’s then-current Construction Industry Arbitration
Rules. Any demand for arbitration shall be filed in writing with the other party
and with the American Arbitration Association. CLIENT agrees to the
inclusion in such arbitration (whether by initial filing, by joinder or by
consolidation) of any other parties and of any other claims arising out of or
relating to the Project or to the transaction or occurrence giving rise to the
claim or other dispute between CLIENT and CONSULTANT.
21.Independent Contractor: In carrying out its obligations, CONSULTANT
shall always be acting as an independent contractor and not an employee,
agent, partner, or joint venture of CLIENT. CONSULTANT’s work does not
include any supervision or direction of the work of other contractors, their
employees or agents, and CONSULTANT’s presence shall in no way create
any liability on behalf of CONSULTANT for failure of other contractors, their
employees, or agents to perform their work properly or correctly.
22.Hazardous Substances: CLIENT agrees to advise CONSULTANT upon
execution of this Agreement of any hazardous substances or any condition
existing in, on or near the Project Site presenting a potential danger to human
health, the environment or equipment. By virtue of entering into the
Agreement or of providing services, CONSULTANT does not assume control
of, or responsibility for, the Project site or the person in charge of the Project
site or undertake responsibility for reporting to any federal, state, or local
public agencies, any conditions at the Project site that may present a potential
danger to the public, health, safety, or environment except where required of
CONSULTANT by applicable law. In the event CONSULTANT encounters
hazardous or toxic substances or contamination significantly beyond that
originally represented by CLIENT, CONSULTANT may suspend or terminate
the Agreement. CLIENT acknowledges that CONSULTANT has no
responsibility as a generator, treater, storer, or disposer of hazardous or toxic
substances found or identified at a site. Except to the extent that
CONSULTANT has negligently caused such pollution or contamination,
CLIENT agrees to defend, indemnify, and hold harmless CONSULTANT, from
any claim or liability, arising out of CONSULTANT's performance of services
under the Agreement and made or brought against CONSULTANT for any
actual or threatened environmental pollution or contamination if the fault (as
defined in N.C.G.S. 22B-1(f)(7)) of CLIENT or its derivative parties (as defined
in N.C.G.S. 22B-1(f)(3)) is a proximate cause of such claim or liability.
23.Choice of Law: The validity, interpretation, and performance of this
Agreement shall be governed by and construed in accordance with the law of
the State of North Carolina, excluding only its conflicts of laws principles.
24.Construction Services: If construction administration and review
services are requested by the CLIENT, CLIENT agrees that such
administration, review, or interpretation of construction work or documents
by CONSULTANT shall not relieve any contractor from liability in regard to
its duty to comply with the applicable plans, specifications, and standards for
the Project, and shall not give rise to a claim against CONSULTANT for
contractor’s failure to perform in accordance with the applicable plans,
specifications or standards.
25.Field Representative: If CONSULTANT provides field services or
construction observation services, the presence of the CONSULTANT's field
personnel will only be for the purpose of providing observation and field
testing of specific aspects of the Project. Should a contractor be involved in
the Project, the CONSULTANT's responsibility does not include the
supervision or direction of the actual work of any contractor, its employees,
or agents. All contractors should be so advised. Contractors should also be
informed that neither the presence of the CONSULTANT's field
representative nor the observation and testing by the CONSULTANT shall
excuse contractor in any way for defects in contractor's work. It is agreed that
the CONSULTANT will not be responsible for job or site safety on the Project
and that the CONSULTANT does not have the right to stop the work of any
contractor.
26.Submittals: CONSULTANT’s review of shop drawings and other
submittals is to determine conformity with the design concept only. Review
of shop drawings and submittals does not include means, methods,
techniques, or procedures of construction, including but not limited to, safety
requirements.
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Fee & Expense Schedule Effective January 1, 2024 – Schedule is subject to change.
Exhibit II
Fee & Expense Schedule
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Board Meeting
Agenda Item
MEETING DATE: February 17, 2025
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Harnett Area Rural Transit System (HARTS) Title VI Program Plan
Revision
REQUESTED BY: Barry A. Blevins, General Services Director
REQUEST:
General Services Director/Harnett Area Rural Transit System (HARTS) requests the
Board of Commissioners consider and approve a revised Title VI Program Plan as
required by the Federal Transportation Administration and North Carolina
Department of Transportation/Integrated Mobility Division (NCDOT/IMD).
The plan specifically addresses compliance with Title VI of the Civil Rights Act of 1964
and related to grant assurances and certifications.
This document details the nondiscrimination program, policies, and practices
administered by HARTS and will be submitted to NCDOT or FTA upon request.
FINANCE OFFICER'S RECOMMENDATION:
COUNTY MANAGER'S RECOMMENDATION:
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Item 7
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Harnett Area Rural Transit
System (HARTS)
Title VI Program Plan
Nondiscrimination
LEP
Buses
1964
Equality
Civil rights
EJ Rac
e
Gender
Disability
Right
s
Fai
r
Title VI
MPO
National origin
Age
Equal opportunity
Color
Adopted
February 17, 2025
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2
TITLE VI PLAN REVIEW AND ADOPTION
On behalf of the Harnett County Board of Commissioners, I hereby acknowledge receipt of the Title VI
Nondiscrimination Plan. We, the Harnett County Board of Commissioners, have reviewed and hereby adopt this
Plan. We are committed to ensuring that all decisions are made in accordance with the nondiscrimination guidelines
of this Plan, to the end the no person is excluded from participation in, denied the benefits of, or otherwise subjected
to discrimination under any Harnett Area Rural Transit System (HARTS) services and activities on the basis of race,
color, national origin, sex, age, creed (religion), or disability, as protected by Title VI of the Civil Rights Act of 1964
and the nondiscrimination provisions of the Federal Transit Administration.
________________________________________ _______________________
Matt Nicol, Chairman Date
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3
Table of Contents
Title VI Nondiscrimination Agreement ...................................................................................................... 5
1.0 Introduction ......................................................................................................................................... 6
2.0 Description of Programs and Services ................................................................................................. 6
2.1 Program(s) and Services Administered .................................................................................................... 6
2.2 Funding Sources / Tables ...................................................................................................................... 6-7
2.3 Decision-Making Process ......................................................................................................................... 7
2.4 Title VI Coordinator ............................................................................................................................... 7-8
2.5 Change of Title VI Coordinator and/or Head of Decision-making Body .................................................. 8
2.6 Organizational Chart ................................................................................................................................ 8
2.7 Sub-recipients .......................................................................................................................................... 8
3.0 Title VI Nondiscrimination Policy Statement ....................................................................................... 9
4.0 Notice of Nondiscrimination .............................................................................................................. 10
5.0 Procedures to Ensure Nondiscriminatory Administration of Programs and Services ....................... 11
6.0 Contract Administration .................................................................................................................... 12
6.1 Contract Language ............................................................................................................................12-13
6.2 Nondiscrimination Notice to Prospective Bidder .................................................................................. 14
7.0 External Discrimination Complaint Procedure .............................................................................. 15-16
Discrimination Complaint Form ..............................................................................................................17-18
Discrimination Complaints Log .................................................................................................................... 19
Investigative Guidance................................................................................................................................. 20
SAMPLE Investigative Report Template ...................................................................................................... 21
8.0 Service Area Population Characteristics ............................................................................................ 22
8.1 Race and Ethnicity.................................................................................................................................. 22
8.2 Age & Sex ............................................................................................................................................... 23
8.3 Disability ................................................................................................................................................ 23
8.4 Poverty ................................................................................................................................................... 24
8.5 Household Income ................................................................................................................................. 25
8.6 Limited English Proficiency Populations ................................................................................................ 25
8.7 Population Locations ............................................................................................................................. 25
9.0 Title VI Equity Analyses (and Environmental Justice Assessments) .............................................. 25-26
10.0 Public Involvement........................................................................................................................... 26
10.1 Introduction ......................................................................................................................................... 26
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4
10.2 Public Notification................................................................................................................................ 26
10.3 Dissemination of Information .........................................................................................................26-27
10.4 Meetings and Outreach ..................................................................................................................27-28
10.5 Limited English Proficiency .............................................................................................................28-30
10.6 Demographic Requests ...................................................................................................................30-31
10.7 Key Community Contacts ................................................................................................................31-32
10.8 Summary of Outreach Efforts Since the Last Title VI Program Submission ................................... 32-33
11.0 Staff Training .................................................................................................................................... 32
12.0 Nonelected Boards and Committees – By Race and Gender ...................................................... 32-33
13.0 Record-Keeping and Reports ........................................................................................................... 33
14.0 Transit Providers .............................................................................................................................. 33
14.1 Service Standard .................................................................................................................................. 33
14.2 Service Policies ..................................................................................................................................... 34
Appendices ............................................................................................................................................... 35
Appendix A – Applicable Nondiscrimination Authorities ............................................................................ 35
Appendix B – Organizational Chart .............................................................................................................. 36
Appendix C– NCDOT’s Transit Review Checklist ................................................................................. 37-38
Language Estimate / LIMITED ENGLISH PROFICIENCY POPULATIONS ................................................................. 39
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5
TITLE VI NONDISCRIMINATION AGREEMENT
BETWEEN
THE NORTH CAROLINA DEPARTMENT OF TRANSPORTATION
AND
HARNETT AREA RURAL TRANSIT SYSTEM (HARTS)
In accordance with DOT Order 1050.2A, Harnett Area Rural Transit System (HARTS) assures the North Carolina
Department of Transportation (NCDOT) that no person shall, on the ground of race, color, national origin, sex, creed,
age, or disability, as provided by Title VI of the Civil Rights Act of 1964, the Civil Rights Restoration Act of 1987 and related
nondiscrimination authorities, be excluded from participation in, be denied the benefits of, or be otherwise subjected to
discrimination or retaliation under any program or activity undertaken by Harnett Area Rural Transit System (HARTS)
Further, Harnett Area Rural Transit System (HARTS) hereby agrees to:
1. Designate a Title VI Coordinator that has a responsible position within the organization and easy access to the
Director of the organization.
2. Issue a policy statement, signed by the Director of the organization, which expresses a commitment to the
nondiscrimination provisions of Title VI and related applicable statutes. The signed policy statement shall be posted
and circulated throughout the organization and to the general public and published where appropriate in languages
other than English. The policy statement will be re-signed when there is a change of Director.
3. Insert the clauses of the contract language from Section 6.1 in every contract awarded by the organization. Ensure
that every contract awarded by the organization’s contractors or consultants also includes the contract language.
4. Process all and, when required, investigate complaints of discrimination consistent with the procedures contained
within this Plan. Log all complaints for the administrative record.
5. Collect statistical data (race, color, national origin, sex, age, disability) on participants in, and beneficiaries of,
programs and activities carried out by the organization.
6. Participate in training offered on Title VI and other nondiscrimination requirements. Conduct or request training for
employees or the organization’s sub-recipients.
7. Take affirmative action, if reviewed or investigated by NCDOT, to correct any deficiencies found within a reasonable
time period, not to exceed 90 calendar days, unless reasonable provisions are granted by NCDOT.
8. Document all Title VI nondiscrimination-related activities as evidence of compliance. Submit information and
reports to NCDOT on a schedule outlined by NCDOT.
THIS AGREEMENT is given in consideration of, and for the purpose of obtaining, any and all federal funds, grants, loans,
contracts, properties, discounts or other federal financial assistance under all programs and activities and is binding.
Authorized Signature
Date
Matt Nichol
Chairman, Harnett County Board of Commissioners
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6
1.0 INTRODUCTION
Title VI of the 1964 Civil Rights Act, 42 U.S.C. 2000d provides that: “No person in the United States shall,
on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits
of, or be subjected to discrimination under any program or activity receiving Federal financial assistance.”
The broader application of nondiscrimination law is found in other statutes, executive orders, and
regulations, which provide additional protections based on age, sex, creed (religion), and disability,
including the 1987 Civil Rights Restoration Act, which extended nondiscrimination coverage to all
programs and activities of federal-aid recipients, sub-recipients, and contractors, including those that are
not federally-funded (see Appendix A – Applicable Nondiscrimination Authorities).
Harnett Area Rural Transit System (HARTS) is a recipient of Federal Transit Administration (FTA) funds
from the North Carolina Department of Transportation (NCDOT). Harnett Area Rural Transit System
(HARTS) establishes this Title VI Nondiscrimination Plan for the purpose of complying with Title VI of the
Civil Rights Act of 1964, as required by FTA Circular 4702.1B, and related requirements outlined within
the FTA Certifications & Assurances, “Nondiscrimination Assurance.” This document details the
nondiscrimination program, policies, and practices administered by Harnett Area Rural Transit System
(HARTS), and will be updated periodically to incorporate changes and additional responsibilities as they
are made. This Plan will be submitted to NCDOT or FTA, upon request.
2.0 DESCRIPTION OF PROGRAMS AND SERVICES
2.1 PROGRAM(S) AND SERVICES ADMINISTERED
Harnett Area Rural Transit System (HARTS) provides public transportation options to its customers within
Harnett County, North Carolina. Citizen should request transportation between 8:00am and 3:00pm at
least two business days prior to appointment time by calling our office at 910-419-4019.This
transportation is available to the elderly, disabled and general public Monday through Friday. Dialysis
Monday – Saturday. HARTS does not operate on holidays approved by Board of Commissioners.
Type of Service Days of week Times Fare (if applicable)
Daily Dialysis 6 3:30am - 5:00pm
Seniors 5 8:00am - 5:00pm
Employment 5 7:00am - 5:00pm
Medical 5 7:00am - 5:00pm
In County 5 7:00am - 5:00pm $3 one way
Out of County 5 8:30am - 11:00am $10 one way / $20 round trip
Wake, Orange, & Durham County Mon & Wed 8:30am - 11:00am $10 one way / $20 round trip
Cumberland, Lee, Moore, Sampson,
Chatham County
Tues. & Thurs. 8:30am - 11:00am $10 one way / $20 round trip
Johnston, Sampson County Mon., Tues., & Thurs. 8:30am - 11:00am $10 one way / $20 round trip
2.2 FUNDING SOURCES / TABLES
For the purpose of federally assisted programs, "federal assistance" shall include:
1. grants and loans of Federal funds;
2. the grant or donation of Federal property and interest in property;
3. the detail of Federal personnel;
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7
4. the sale and lease of, and the permission to use (on ot her than a casual or transient basis),
Federal property or any interest in such property without consideration or at a nominal
consideration, or at a consideration which is reduced for the purpose of assisting the recipient, or
in recognition of the public interest to be served by such sale or lease to the recipient; and
5. Any Federal agreement, arrangement, or other contract which has, as one of its purposes, the
provision of assistance.
Each FTA Formula Grant received by our system during the past year, and whether the funds were
received through NCDOT or directly from FTA, is checked below:
Grant Title NCDOT FTA Details
(i.e., purpose, frequency, and duration of receipt)
5310 (Transportation for Elderly Persons and
Persons with Disabilities) X If offered or offered by MPO
5311 (b)(3) (Rural Transit Assistance) X Annual Funds received annually for both Admin & Capital
2.3 DECISION-M AKING PROCESS
The Harnett County Board of Commissioners is the governing board of Harnett Area Rural Transit System
and they make the final decision on adopting program documents. BOC meets twice month- when approval
is needed a request will be made by the agency director with all pertinent information sent to the county
manager for approval and put in BOC agenda - .All plans, policies, grants rate changes, and budgets are
required to be adopted by BOC. Harnett County Local Plan (LCP) must be approved every 4 years. Drug
and Alcohol, Safety Plan, Title VI and any revisions or needed updates are initially approved by BOC.
Any documents needing BOC approval will be discuss and voted on by Transportation Advisory Board at
the quarterly meeting, which currently are held the second Tuesday in January, April, July and October,
prior to sending to BOC for final approval. Transportation Advisory Board may vote on issues that doesn’t
require BOC approval.
Board or Committee Name Appointed Elected # of Members
Transit Advisory Board X 16
Board Of Commissioners X 5
2.4 TITLE VI COORDINATOR
The individual below has been designated as the Title VI Coordinator for the Organization, and is
empowered with enough authority and responsibility to implement the Title VI Nondiscrimination Program :
Name: Barry A. Blevins
Official Title: Director, Harnett Area Rural Transit System
Address: 250 Alexander Drive Lillington, NC, 27546
Phone: 910-814-6152
Email: bblevins@harnett.org
Key responsibilities of the Coordinator include:
Maintaining knowledge of Title VI and related requirements.
Attending civil rights training when offered by NCDOT or any other regulatory agency.
Administering the Title VI Nondiscrimination Program and coordinating implementation of this Plan.
Training internal staff and officials on their Title VI nondiscrimination obligations.
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Disseminating Title VI information internally and to the general public, including in languages other
than English.
Presenting Title VI-related information to decision-making bodies for input and approval.
Ensuring Title VI-related posters are prominently and publicly displayed.
Developing a process to collect data related to race, national origin, sex, age, and disability to ensure
minority, low-income, and other underserved groups are included and not discriminated against.
Ensuring that non-elected boards and committees reflect the service area and minorities are
represented.
Implementing procedures for prompt processing (receiving, logging, investigating and/or forwarding) of
discrimination complaints.
Coordinating with, and providing information to, NCDOT and other regulatory agencies during
compliance reviews or complaint investigations.
Promptly resolving areas of deficiency to ensure compliance with Title VI nondiscrimination
requirements.
2.5 CHANGE OF TITLE VI COORDINATOR OR HARTS DIRECTOR
If Title VI Coordinator or HARTS Director changes, this document and all other documents that name the
Coordinator, will immediately be updated, and an updated policy statement will be signed by the new
HARTS Director.
2.6 ORGANIZATIONAL CHART
Harnett Area Rural Transit System (HARTS) currently employs (35) staff which consist of the following job
categories:
Title VI Coordinator – Barry Blevins
1- Director – Barry Blevins
1- Transit Manager – Chance Torain
1- Operations Supervisor
1 -Transit Assistant
1 - Administrative Assistant(1)
1 -Dispatchers
1 - Scheduler
1 - Process Assistant
27 - Drivers
An organizational chart showing the Title VI Coordinator’s place within the organization is in Appendix B.
2.7 SUB RECIPIENTS
Harnett Area Rural Transit System does not have pass through funds to any other organizations and,
therefore, does not have any sub recipients.
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9
3.0 TITLE VI NONDISCRIMINATION POLICY STATEMENT
It is the policy of Harnett Area Rural Transit System (HARTS), as a federal-aid
recipient, to ensure that no person shall, on the ground of race, color, national origin,
sex, creed (religion), age or disability, be excluded from participation in, be denied
the benefits of, or be otherwise subjected to discrimination under any of our programs
and activities, as provided by Title VI of the Civil Rights Act of 1964, the Civil Rights
Restoration Act of 1987, and all other related nondiscrimination laws and
requirements.
Barry A. Blevins, Director
Date
Title VI and Related Authorities
Title VI of the Civil Rights Act of 1964 (42 U.S.C. Section 2000d) provides that, “No person in the United States
shall, on the ground of race, color, or national origin, be excluded from participation in, be denied the benefits of,
or be subjected to discrimination under any program or activity receiving federal financial assistance.” The 1987
Civil Rights Restoration Act (P.L. 100-259) clarified and restored the original intent of Title VI by expanding the
definition of “programs and activities” to include all programs and activities of federal-aid recipients, sub-
recipients, and contractors, whether such programs and activities are federally assisted or not.
Related nondiscrimination authorities include, but are not limited to: U.S. DOT regulation, 49 CFR part 21,
“Nondiscrimination in Federally-assisted Programs of the Department of Transportation–Effectuation of Title
VI of the Civil Rights Act”; 49 U.S.C. 5332, “Nondiscrimination (Public Transportation)”; FTA Circular 4702.1B
-Title VI Requirements and Guidelines for Federal Transit Administration Recipients; DOT Order 5610.2a,
“Actions to Address Environmental Justice in Minority Populations and Low-Income Populations”; FTA C
4703.1 - Environmental Justice Policy Guidance For Federal Transit Administration Recipients; Policy Guidance
Concerning (DOT) Recipient's Responsibilities to Limited English Proficient (LEP) Persons, 74 FR 74087; The
Americans with Disabilities Act of 1990, as amended, P.L. 101-336; Section 504 of the Rehabilitation Act of
1973, 29 U.S.C. 790; Age Discrimination Act of 1975, as amended 42 U.S.C. 6101; Title IX of the Education
Amendments of 1972, 20 U.S.C. 1681; Uniform Relocation Assistance and Real Property Acquisition Policies
Act of 1970, 42 U.S.C. 4601; Section 508 of the Rehabilitation Act of 1973, 29 U.S.C. 794d
Implementation
This statement will be signed by the Director of Harnett Area Transit System, and re-signed
whenever a new person assumes that position.
The signed statement will be posted on office bulletin boards, near the receptionist’s desk, in
meeting room s, inside vehicles, and disseminated within brochures and other written materials.
The core of the statement (signature excluded) will circulate internally within annual
acknowledgement forms.
The statement will be posted or provided in languages other than English, when appropriate.
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10
4.0 NOTICE OF NONDISCRIMINATION
Harnett Area Rural Transit System (HARTS), operates its programs and services without regard to
race, color, national origin, sex, creed (religion), age, and disability in accordance with Title VI of
the Civil Rights Act and related statutes. Any person who believes she or he has been aggrieved by
any unlawful discriminatory practice may file a complaint with Harnett Area Rural Transit System
(HARTS),
For more information on Harnett Area Rural Transit System (HARTS), civil rights program, and the
procedures to file a complaint, contact 800-555-1212, (TTY 800-555-1111); email
bblevins@harnett.org, (TTY 800-555-1111); or visit our administrative office at 250 Alexander Drive,
Lillington, NC 27546. For more information, visit www.harnett.org.
If information is needed in another language, contact 800-555-1212.
A complainant may file a complaint directly with the North Carolina Department of Transportation by
filing with the Office of Civil Rights, External Civil Rights Section, 1511 Mail Service Center, Raleigh,
NC 27699-1511, Attention: Title VI Nondiscrimination Program; phone: 919-508-1808 or 800-522-0453,
or TDD/TTY: 800-735-2962.
A complainant may file a complaint directly with the Federal Transit Administration by filing a complaint
with the Office of Civil Rights, Attention: Title VI Program Coordinator, East Building, 5th Floor -TCR,
and 1200 New Jersey Ave., SE, Washington, DC 20590.
Implementation
The notice will be posted in its entirety on our website and in any documents and reports we
distribute.
The notice will be posted in our offices and on our vehicles.
Ads in newspapers and other publications shall include the following: ““Harnett Area Rural Transit
System operates without regard to race, color, national origin, sex, creed (religion), age or
disability. For more information on Harnett Area Rural Transit System Title VI program or how to
file a discrimination complaint, please contact Barry Blevins @ 910-814-6152; email:
bblevin@harnett.org”
The statement will be posted or provided in languages other than English and Spanish.
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11
5.0 PROCEDURES TO ENSURE NONDISCRIMINATORY ADMINISTRATION OF
PROGRAMS AND SERVICES
We are committed to nondiscriminatory administration of our programs and services, organization wide.
Harnett Area Rural Transit System (HARTS) will remind employees of Title VI nondiscrimination
obligations through staff training and use of the Annual Education and Acknowledgment Form below.
The Title VI Coordinator will periodically assess program operations to ensure this policy is being
followed.
Annual Education and Acknowledgement Form
Title VI Nondiscrimination Policy
(Title VI and related nondiscrimination authorities)
No person shall, on the grounds of race, color, national origin, sex, age, creed, or disability, be
excluded from participation in, be denied the benefits of, or be subjected to discrimination under any
program or activity of a Federal-aid recipient.
All employees and representatives of HARTS are expected to consider, respect, and observe this policy
in their daily work and duties. If any person approaches you with a civil rights-related question or
complaint, please direct him or her to Barry Blevins at bblevins@harnett.org.
In all dealings with the public, use courtesy titles (e.g., Mr., Mrs., Miss, Dr.) to address or refer to them
without regard to their race, color, national origin, sex, age or disability.
Acknowledgement of Receipt of Title VI Program
I hereby acknowledge receipt of Harnett Area Rural Transit System (HARTS) Title VI Program and
other nondiscrimination guidelines. I have read the Title VI Program and I am committed to ensuring
that no person is excluded from participation in or denied the benefits of HARTS programs, policies,
services and activities on the basis of race, color, national origin, sex, age, creed (religion), or disability,
as provided by Title VI of the Civil Rights Act of 1964 and related nondiscrimination statutes.
__________________________________________ ____________________
Signature Date
Implementation
Periodically, but not more than once a year, employees and representatives will receive, review
and certify commitment to the Title VI Program .
New employees shall be informed of Title VI provisions and expectations to perform their duties,
accordingly, asked to review the Title VI Program, and required to sign the acknowledgement
form.
Periodic review of operational practices and guidelines by the Title VI Coordinator to verify
compliance with the Title VI Program. Maintain documents of each review on file.
Signed acknowledgement forms and records of internal assessments will remain on file for at least
three years.
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12
6.0 CONTRACT ADMINISTRATION
Harnett Area Rural Transit System (HARTS) ensures all contractors will fulfill their contracts in a
nondiscriminatory manner. While contractors are not required to prepare a Title VI Program, they must
comply with the nondiscrimination requirements of the organization to which they are contracted. HARTS
and its contractors will not discriminate in the selection and retention of contractors (at any level) or
discriminate in employment practices in connection with any of our projects.
6.1 CONTRACT LANGUAGE
I. During the performance of this contract, the contractor, for itself, its assignees, and successors in interest
(hereinafter referred to as the "contractor") agrees as follows:
(1) Compliance with Regulations: The contractor
(hereinafter includes consultants) will comply with the
Acts and the Regulations relative to Nondiscrimination
in Federally-assisted programs of the U.S. Department
of Transportation, Federal Transit Administration
(FTA), as they may be amended from time to time,
which are herein incorporated by reference and made
a part of this contract.
(2) Nondiscrimination: The contractor, with regard to
the work performed by it during the contract, will not
discriminate on the grounds of race, color, national
origin, sex, age, creed (religion), low-income, limited
English proficiency, or disability in the selection and
retention of subcontractors, including procurements of
materials and leases of equipment. The contractor will
not participate directly or indirectly in the discrimination
prohibited by the Acts and the Regulations, including
employment practices when the contract covers any
activity, project, or program set forth in Appendix B of
49 CFR Part 21.
(3) Solicitations for Subcontractors, Including
Procurements of Materials and Equipment: In all
solicitations, either by competitive bidding, or
negotiation made by the contractor for work to be
performed under a subcontract, including
procurements of materials, or leases of equipment,
each potential subcontractor or supplier will be notified
by the contractor of the contractor's obligations under
this contract and the Acts and the Regulations relative
to Nondiscrimination on the grounds of race, color, or
national origin.
(4) Information and Reports: The contractor will
provide all information and reports required by the
Acts, the Regulations, and directives issued pursuant
thereto and will permit access to its books, records,
accounts, other sources of information, and its facilities
as may be determined by the Recipient or the FTA to
be pertinent to ascertain compliance with such Acts,
Regulations, and instructions. Where any information
required of a contractor is in the exclusive possession
of another who fails or refuses to furnish the
information, the contractor will so certify to the
Recipient or the FTA, as appropriate, and will set forth
what efforts it has made to obtain the information.
(5) Sanctions for Noncompliance: In the event of a
contractor's noncompliance with the Non-
discrimination provisions of this contract, the Recipient
will impose such contract sanctions as it or the FTA
may determine to be appropriate, including, but not
limited to:
(a) withholding payments to the contractor under
the contract until the contractor complies; and/or
(b) Cancelling, terminating, or suspending a
contract, in whole or in part.
(6) Incorporation of Provisions: The contractor will
include the provisions of paragraphs one through six in
every subcontract, including procurements of materials
and leases of equipment, unless exempt by the Acts,
the Regulations and directives issued pursuant thereto.
The contractor will take action with respect to any
subcontract or procurement as the Recipient or the
FTA may direct as a means of enforcing such
provisions including sanctions for noncompliance.
Provided, that if the contractor becomes involved in, or
is threatened with litigation by a subcontractor, or
supplier because of such direction, the contractor may
request the Recipient to enter into any litigation to
protect the interests of the Recipient. In addition, the
contractor may request the United States to enter into
the litigation to protect the interests of the United
States.
II. During the performance of this contract, the
contractor, for itself, its assignees, and successors
in interest (hereinafter referred to as the
"contractor") agrees to comply with the following
nondiscrimination statutes and authorities;
including but not limited to:
Pertinent Nondiscrimination Authorities
Title VI of the Civil Rights Act of 1964 (42 U.S.C. §
2000d et seq., 78 stat. 252), (prohibits
discrimination on the basis of race, color, national
origin); and 49 CFR Part 21.
The Uniform Relocation Assistance and Real
Property Acquisition Policies Act of 1970, (42
U.S.C. § 4601), (prohibits unfair treatment of
persons displaced or whose property has been
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13
acquired because of Federal or Federal-aid
programs and projects);
Federal-Aid Highway Act of 1973, (23 U.S.C. §
324 et seq.), (prohibits discrimination on the basis
of sex);
Section 504 of the Rehabilitation Act of 1973, (29
U.S.C. § 794 et seq.), as amended, (prohibits
discrimination on the basis of disability); and 49
CFR Part 27;
The Age Discrimination Act of 1975, as amended,
(42 U.S.C. § 6101 et seq.), (prohibits
discrimination on the basis of age);
Airport and Airway Improvement Act of 1982, (49
USC § 471, Section 47123), as amended,
(prohibits discrimination based on race, creed,
color, national origin, or sex);
The Civil Rights Restoration Act of 1987, (PL 100-
209), (Broadened the scope, coverage and
applicability of Title VI of the Civil Rights Act of
1964, The Age Discrimination Act of 1975 and
Section 504 of the Rehabilitation Act of 1973, by
expanding the definition of the terms "programs or
activities" to include all of the programs or
activities of the Federal-aid recipients, sub-
recipients and contractors, whether such
programs or activities are Federally funded or not);
Titles II and III of the Americans with Disabilities
Act, which prohibit discrimination on the basis of
disability in the operation of public entities, public
and private transportation systems, places of
public accommodation, and certain testing entities
(42 U.S.C. §§ 12131-12189) as implemented by
Department of Transportation regulations at 49
C.F.R. parts 37 and 38;
The Federal Aviation Administration's
Nondiscrimination statute (49 U.S.C. § 47123)
(prohibits discrimination on the basis of race,
color, national origin, and sex);
Executive Order 12898, Federal Actions to
Address Environmental Justice in Minority
Populations and Low-Income Populations, which
ensures Nondiscrimination against minority
populations by discouraging programs, policies,
and activities with disproportionately high and
adverse human health or environmental effects on
minority and low-income populations;
Executive Order 13166, Improving Access to
Services for Persons with Limited English
Proficiency, and resulting agency guidance,
national origin discrimination includes
discrimination because of Limited English
proficiency (LEP). To ensure compliance with Title
VI, you must take reasonable steps to ensure that
LEP persons have meaningful access to your
programs (70 Fed. Reg. at 74087 to 74100);
Title IX of the Education Amendments of 1972, as
amended, which prohibits you from discriminating
because of sex in education programs or activities
(20 U.S.C. 1681 et set);
Federal transit laws, specifically 49 U.S.C. § 5332
(prohibiting discrimination based on race, color,
religion, national origin, sex (including gender
identity), disability, age, employment, or business
opportunity).
*The Contractor has read and is familiar with the terms
above:
Contractor’s Initials
Date
Implementation
The nondiscrimination language above (with initials line) will be appended to any existing contracts,
purchase orders, and agreements that do not include it, and initialed by the responsible official of
the other organization.
The nondiscrimination language above (without initials line) will be incorporated as standard
language before the signature page of our standard contracts, purchase orders, and agreements.
The Title VI Coordinator will review existing contracts to ensure the language has been added.
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14
6.2 NONDISCRIMINATION NOTICE TO PROSPECTIVE BIDDERS
The Harnett Area Rural Transit System (HARTS), in accordance with Title VI of the Civil
Rights Act of 1964 and related nondiscrimination authorities, and Title 49 Code of Federal
Regulations, Parts 21 and 26, hereby notifies all bidders that it will affirmatively insure that in
any contact entered into pursuant to this advertisement, minority and women business
enterprises will be afforded full opportunity to submit bids in response to this invitation and
will not be discriminated against on the grounds of race, color, national origin, sex, age,
creed, limited English proficiency, low-income, or disability in consideration for an award.
Implementation
The nondiscrimination language above will be included in all solicitations for bids for work or
material and proposals for negotiated agreements to assure interested firms that we provide equal
opportunity and do not discriminate.
Outreach efforts will be made to minority and women-owned firms that work in requested fields and
documented.
Unless specifically required under Disadvantaged Business Enterprise (DBE) or Affirmative Action
programs, all contractors will be selected without regard to their race, color, national origin, or sex .
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15
7.0 EXTERNAL DISCRIMINATION COMPLAINT PROCEDURES
These discrimination complaint procedures outline the process used by Harnett Area Rural Transit
System (HARTS) to process complaints of alleged discrimination filed under Title VI of the Civil Rights Act
of 1964 and related nondiscrimination laws that are applicable to Harnett Area Rural Transit System
(HARTS) programs, services, and activities. Complaints will be investigated by the appropriate authority.
Upon completion of an investigation, the complainant will be informed of all avenues of appeal. Every
effort will be made to obtain early resolution of complaints at the lowest level possible by informal means.
FILING OF COMPLAINTS
1. Applicability – These procedures apply to the beneficiaries of our programs, activities, and services,
such as the members of the public and any consultants/contractors we hire.
2. Eligibility – Any person or class of persons who believes that he/she has been subjected to
discrimination or retaliation prohibited by any of the Civil Rights authorities based upon race, color,
sex, age, national origin, creed (religion) or disability, may file a written complaint. The law prohibits
intimidation or retaliation of any sort. The complaint may be filed by the affected individual or a
representative and must be in writing.
3. Time Limits and Filing Options – A complaint must be filed no later than 180 calendar days after
the following:
The date of the alleged act of discrimination; or
The date when the person(s) became aware of the alleged discrimination; or
Where there has been a continuing course of conduct, the date on which that conduct was
discontinued or the latest instance of the conduct.
Complaints may be submitted to the following entities:
Harnett Area Rural Transit System 250 Alexander Drive , Lillington, NC 27546
910-814-4019, Email bblevins@harnett.org
North Carolina Department of Transportation, Office of Civil Rights, External Civil Rights
Section, 1511 Mail Service Center, Raleigh, NC 27699-1511; 984-236-1200
US Department of Transportation, Departmental Office of Civil Rights, External Civil Rights
Programs Division, 1200 New Jersey Avenue, SE, Washington, DC 20590; 202-366-4070
Federal Transit Administration, Office of Civil Rights, ATTN: Title VI Program Coordinator, East
Bldg. 5th Floor – TCR, 1200 New Jersey Avenue, SE, Washington, DC 20590
US Department of Justice, Special Litigation Section, Civil Rights Division, 950 Pennsylvania
Avenue, NW, Washington, DC 20530, 202-514-6255 or toll free 877-218-5228
4. Format for Complaints – Complaints shall be in writing and signed by the complainant(s) or a
representative and include the complainant’s name, address, and telephone number. Complaints
received by fax or e-mail will be acknowledged and processed. Allegations received by telephone or
in person will be reduced to writing, may be recorded and will be provided to the complainant for
confirmation or revision before processing. Complaints will be accepted in other languages, including
Braille.
5. Discrimination Complaint Form – The Discrimination Complaint Form is consistent with the FTA
Certifications & Assurances, “Nondiscrimination Assurance.”
6. Complaint Basis – Allegations must be based on issues involving race, color, national origin, sex,
age, creed (religion) or disability. The term “basis” refers to the complainant’s membership in a
protected group category.
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16
Protected
Categories
Definition Examples Applicable Statutes and
Regulations
FTA
Race An individual belonging to one of the accepted
racial groups; or the perception, based usually on
physical characteristics that a person is a member
of a racial group
Black/African American,
Hispanic/Latino, Asian,
American Indian/Alaska
Native, Native
Hawaiian/Pacific Islander,
White
Title VI of the Civil Rights Act of
1964;
49 CFR Part 21;
49 U.S.C. 5332(b);
FTA Circular 4702.1B
Color Color of skin, including shade of skin within a
racial group
Black, White, brown, yellow,
etc.
National
Origin
Place of birth. Citizenship is not a factor.
Discrimination based on language or a person’s
accent is also covered.
Mexican, Cuban, Japanese,
Vietnamese, Chinese
Sex Gender Women and Men 49 U.S.C. 5332(b); Title IX of the
Education Amendments of 1972
Age Persons of any age 21 year old person Age Discrimination Act of 1975
Disability Physical or mental impairment, permanent or
temporary, or perceived.
Blind, alcoholic, para-
amputee, epileptic, diabetic,
arthritic
Section 504 of the Rehabilitation
Act of 1973; Americans with
Disabilities Act of 1990
Creed Religion. Muslim, Christian, Hindu,
Atheist
49 U.S.C. 5332(b)
Complaint Processing
1.When a complaint is received, an Acknowledgment Letter and a Complainant Consent/Release Form
will be mailed to the complainant within ten (10) business days by registered mail.
2.We will consult with the NCDOT Title VI Program to determine the acceptability and jurisdiction of all
complaints received. (Note: If NCDOT will investigate, the Title VI Program will be responsible for the
remainder of this process. We will record the transfer of responsibility in our complaints log).
3.Additional information will be requested if the complaint is incomplete. The complainant will be
provided 15 business days to submit any requested information and the signed Consent Release
form. Failure to do so may be considered good cause for a determination of no investigative merit.
4.Upon receipt of the requested information and determination of jurisdiction, we will notify the
complainant and respondent of whether the complaint has enough merit to warrant investigation.
5.If the complaint is investigated, the notification shall state the grounds of our jurisdiction, while
informing the parties that their full cooperation will be required in gathering additional information and
assisting the investigator.
6.If the complaint does not warrant investigation, the notification to the complainant shall specifically
state the reason for the decision.
Complaint Log
1.When a complaint is received, the complaint will be entered into the Discrimination Complaints Log
with other pertinent information and assigned a Case Number. (Note: All complaints must be logged).
2.The complaints log will be submitted to the NCDOT’s Civil Rights office during Title VI compliance
reviews. (Note: NCDOT may also be request the complaints log during pre-grant approval
processes).
3.The Log Year(s) since the last submittal will be entered (e.g., 2015-2018, 2017-2018, FFY 2018, or
2018) and the complaints log will be signed before submitting the log to NCDOT.
4.When reporting no complaints, check the No Complaints or Lawsuits box and sign the log.
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17
Harnett Area Rural Transit System (HARTS) DISCRIMINATION COMPLAINT FORM
Any person who believes that he/she has been subjected to discrimination based upon race, color, creed, sex, age, national origin, or
disability may file a written complaint with Harnett Area Rural Transit System (HARTS), within 180 days after the discrimination occurred.
Last Name: First Name: Male
Female
Mailing Address: City State Zip
Home Telephone: Work Telephone: E-mail Address
Identify the Category of Discrimination:
RACE COLOR NATIONAL ORIGIN SEX
CREED (RELIGION) DISABILITY LIMITED ENGLISH PROFICIENCY AGE
*NOTE: Title VI bases are race, color, national origin. All other bases are found in the “Nondiscrimination Assurance” of the FTA Certifications & Assurances.
Identify the Race of the Complainant
Black White Hispanic Asian American
American Indian Alaskan Native Pacific Islander Other _________________
Date and place of alleged discriminatory action(s). Please include earliest date of discrimination and most recent date of di scrimination.
Names of individuals responsible for the discriminatory action(s):
How were you discriminated against? Describe the nature of the action, decision, or conditions of the alleged discrimination. Explain as clearly as
possible what happened and why you believe your protected status (basis) was a factor in the discrimination. Include how othe r persons were
treated differently from you. (Attach additional page(s), if necessary).
The law prohibits intimidation or retaliation against anyone because he/she has either taken action, or participated in action, to secure rights
protected by these laws. If you feel that you have been retaliated against, separate from the discrimination alleged above, and please explain the
circumstances below. Explain what action you took which you believe was the cause for the alleged retaliation.
Names of persons (witnesses, fellow employees, supervisors, or others) whom we may contact for additional information to supp ort or clarify your
complaint: (Attached additional page(s), if necessary).
Name Address Telephone
1.
2.
3.
4.
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DISCRIMINATION COMPLAINT FORM
Have you filed, or intend to file, a complaint regarding the matter raised with any of the following? If yes, please provide the filing dates. Check all
that apply.
NC Department of Transportation
Federal Transit Administration
US Department of Transportation
US Department of Justice
Federal or State Court
Other
Have you discussed the complaint with any by Harnett Area Rural Transit System (HARTS) representative? If yes, provide the name,
position, and date of discussion.
Please provide any additional information that you believe would assist with an investigation.
Briefly explain what remedy, or action, are you seeking for the alleged discrimination.
**WE CANNOT ACCEPT AN UNSIGNED COMPLAINT. PLEASE SIGN AND DATE THE COMPLAINT FORM BELOW.
_________________________________________________________________
COMPLAINANT’S SIGNATURE
__________________________________
DATE
MAIL COMPLAINT FORM TO:
Harnett Area Rural Transit System
250 Alexander Drive ,
Lillington, NC 27546
bblevins@harnett.org
910-814-6152
FOR OFFICE USE ONLY
Date Complaint Received:
Processed by:
Case #:
Referred to: NCDOT FTA Date Referred:
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DISCRIMINATION COMPLAINTS LOG
Log Year(s):
CASE
NO.
COMPLAINANT
NAME
RACE/
GENDER
RESPONDEN
T NAME
BASIS DATE
FILED
DATE
RECEIVE
D
ACTION TAKEN DATE
INVESTIG.
COMPLETED
DISPOSITION
No Complaints or Lawsuits
I certify that to the best of my knowledge, the above described complaints or lawsuits alleging discrimination, or no complaints or lawsuits
alleging discrimination, have been filed with or against Harnett Area Rural Transit System since the previous Title VI Program submission to
NCDOT.
_______________________________________________________________ ______________________________
Signature of Title VI Coordinator or Other Authorized Official Date
_______________________________________________________________
Print Name and Title of Authorized Official
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INVESTIGATIVE GUIDANCE
A. Scope of Investigation – An investigation should be confined to the issues and facts relevant to the
allegations in the complaint, unless evidence shows the need to extend the issues.
B. Developing an Investigative Plan – It is recommended that the investigator prepares an Investigative
Plan (IP) to define the issues and lay out the blueprint to complete the investigation. The IP should
follow the outline below:
1. Complainant(s) Name and Address (Attorney name and address if applicable)
2. Respondent(s) Name and Address (Attorney for the Respondent(s) name and address)
3. Applicable Law(s)
4. Basis/(is)
5. Allegation(s)/Issue(s)
6. Background
7. Name of Persons to be interviewed
a. Questions for the complainant(s)
b. Questions for the respondent(s)
c. Questions for witness(es)
8. Evidence to be obtained during the investigation
a. Issue – e.g., Complainant alleges his predominantly African American community was
excluded from a meeting concerning a future project which could affect the community.
i. Documents needed: e.g., mailing list which shows all physical addresses, P.O. Box
numbers, property owner names, and dates when the meeting notification was mailed;
other methods used by the RPO to advertise the meeting.
C. Request for Information – The investigator should gather data and information pertinent to the issues
raised in the complaint.
D. Interviews – Interviews should be conducted with the complainant, respondent, and appropriate
witnesses during the investigative process. Interviews are conducted to gain a better understanding of
the situation outlined in the complaint of discrimination. The main objective during the interview is to
obtain information that will either support or refute the allegations.
E. Developing an Investigative Report – The investigator should prepare an investigative report setting
forth all relevant facts obtained during the investigation. The report should include a finding for each
issue. A sample investigative report is provided below.
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21
Harnett Area Rural Transit System (HARTS) Investigative Report
I.COMPLAINANT(S) NAME (or attorney for the complainant(s) – name and address if applicable
Name, Address, Phone: 999-999-9999
II.RESPONDENT(S) (or attorney for the respondent(s) – name and address if applicable)
Name, Address, Phone: 999-999-9999
III.APPLICABLE LAW/REGULATION
[For example, Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d); 49 CFR §21.11; 49 CFR §26.53)]
IV.COMPLAINT BASIS/(ES)
[For example, Race, Color, National Origin, Creed (Religion), Sex, Age, and Disability)]
V.ISSUES/ALLEGATIONS
[Describe in logical sequence, each allegation including the prohibited basis for the alleged discriminatory
conduct, (e.g., race, color, creed, sex, national origin, age, or disability) and the specific statutory or
regulatory provision the allegation would violate, if proven to be true.]
Issue #1 – Complainant alleges that transit system failed to inform minority communities of rate increases.
Issue #2 – Complainant alleges that transit system has not sufficiently publicized or held public meetings to
share information regarding fare increases and route changes that impacts low-income and minority citizens.
VI.BACKGROUND
[Provide detailed information regarding the complaint, including a historical overview of the case, including
any activities or actions taken prior to accepting the complaint for investigation.]
VII.INVESTIGATIVE PROCEDURE
[Describe in detail, methods used to conduct the investigation, such as document requests, interviews and
site visits. Include witnesses’ names and addresses, documents received and/or reviewed, emails sent and
received.]
VIII.ISSUES / FINDINGS OF FACT
[Provide a detailed description of the investigator’s analysis of each allegation, based on clear and factual
findings. Include specific evidence used to support your findings.]
IX.CONCLUSION
[State whether discrimination did or did not occur. Conclusions must be evidence-based and defensible. Test
conclusions by considering all possible rebuttal arguments from the respondent and complainant. Both
respondent and the complainant should be given an opportunity to confirm or rebut the assertions of the
other party and your findings, but all the evidence you’ve presented should speak for itself.]
X.RECOMMENDED ACTIONS
[Outline what should be done to remedy the findings or, if necessary, provide justice for the complainant.]
APPENDIX
[Include in the Appendix any supplemental materials that support your findings and conclusion.]
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8.0 SERVICE AREA POPULATION CHARACTERISTICS
To ensure that Title VI reporting requirements are met, we will collect and maintain population data on
potential and actual beneficiaries of our programs and services. This section contains relevant population
data for our overall service area. This data provides context for the Title VI Nondiscrimination Program and
will be used to ensure nondiscrimination in public outreach and delivery of our programs and services.
8.1 RACE AND ETHNICITY
The following table was completed using data from Census Table DP05, ACS Demographics and Housing
Estimates.
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23
8.2 AGE & SEX
The following table was completed using data from Census Table S0101, Age Groups and Sex.
8.3 Disability The following table was completed using data from Census Table S1810, Disability
Characteristics:
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24
8.4 POVERTY The following table was completed using data from Census Table S1701, Poverty Status
in the Past 12 Months:
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25
8.5 Household Income The following table was completed using data from Census Table S1901, Income in
the Past 12 Months (In 2022 Inflation-Adjusted Dollars):
8.6 LIMITED ENGLISH PROFICIENCY POPULATIONS
SEE APPENDIX D
8.7 POPULATION LOCATIONS
Federal-aid recipients are required to identify the characteristics and locations of populations they
serve, particularly by race/ethnicity, poverty and limited English proficiency. We will document this
narratively or through maps that overlay boundaries and demographic features on specific
communities, and provide this information to NCDOT, upon request.
9 TITLE VI EQUITY ANALYSES (AND ENVIRONMENTAL JUSTICE ASSESSMENTS)
Title VI Equity Analyses. In accordance with FTA Circular 4702.1B, a Title VI equity analysis will be
conducted whenever we construct a facility, such as a vehicle storage facility, maintenance facility, or
operation center. The equity analysis will be conducted during the planning stage, with regard to the
location of the facility, to determine if the project could result in a disparate impact to minority
communities based on race, color or national origin. Accordingly, we will look at various alternatives
before selecting a site for the facility. Project-specific demographic data on potentially affected
communities and their involvement in decision-making activities will be documented. Title VI Equity
Analyses will remain on file indefinitely, and copies will be provided to NCDOT, upon request, during
compliance reviews or complaint investigations.
Environmental Justice Analyses. As required by FTA C 4703.1, environmental justice (EJ) analyses
will be conducted to determine if our programs, policies, or activities will result in disproportionately
high and adverse human health and environmental effects on minority populations and low-income
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populations. EJ applies to our projects, such as when we construct or modify a facility, and our
policies, such as when there will be a change in service, amenities or fares. Thus, we will look at
various alternatives and seek input from potentially affected communities before making a final
decision. Demographic data will be collected to document their involvement in the decision-making
process. EJ analyses will remain on file indefinitely, and copies will be provided to NCDOT, upon
request, during compliance reviews or complaint investigations.
10 PUBLIC INVOLVEMENT
10.1 INTRODUCTION
Effective public involvement is a key element in addressing Title VI in decision-making. This Public
Participation Plan describes how Harnett Area Rural Transit System (HARTS) will disseminate vital
agency information and engage the public. We will seek out and consider the input and needs have
interested parties and groups traditionally underserved by transportation systems who may face
challenges accessing our services, such as minority and limited English proficient (LEP) persons .
Underlying these efforts is our commitment to determining the most effective outreach methods for a given
project or population.
General public involvement practices will include:
Expanding traditional outreach methods. Think outside the box: Go to hair salons, barbershops, street
fairs, etc.
Providing for early, frequent and continuous engagement by the public.
Use of social media and other resources as a way to gain public involvement.
Coordinating with community- and faith-based organizations such as the Hispanic Liaison, educational
institutions, and other entities to implement public engagement strategies that reach out specifically to
members of affected minority and/or LEP communities.
Providing opportunities for public participation through means other than written communication, such
as personal interviews or use of audio or video recording devices to capture oral comments.
Considering radio, television, or newspaper ads on stations and in publications that serve LEP
populations. Outreach to LEP persons could also include audio programming available on podcasts .
10.2 PUBLIC NOTIFICATION
Passengers and other interested persons will be informed of their rights under Title VI and related
authorities with regard to our program. The primary means of achieving this will be posting and
disseminating the policy statement and notice as stipulated in Sections 3.0 and 4.0, respectively.
Additional measures may include verbally announcing our obligations and the public’s rights at meetings,
placing flyers at places frequented by targeted populations, and an equal opportunity tag-on at the end of
radio announcements. The method of notification will be determined through an initial screening of the
area.
10.3 DISSEMINATION OF INFORMATION
Information on Title VI and other programs will be crafted and disseminated to employees, contractors and
sub recipients, stakeholders, and the general public. Public dissemination efforts may vary depending on
factors present, but will generally include: posting public statements setting forth our nondiscrimination
policy in eye-catching designs and locations; placing brochures in public places, such as government
offices, transit facilities, and libraries; having nondiscrimination language within contracts; including
nondiscrimination notices in meeting announcements and handouts; and displaying our Notice of
Nondiscrimination at all our public meetings.
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At a minimum, nondiscrimination information will be disseminated on our website and on posters in
conspicuous areas at our office(s). Project-related information and our most current Title VI-related
information will be maintained online.
10.4 MEETINGS AND OUTREACH
There is no one-size-fits-all approach to public involvement. A variety of comprehensive and targeted
public participation methods will be used to facilitate meaningful public involvement. Methods for engaging
stakeholders and target audiences, including traditionally underserved and excluded populations (i.e.,
minorities, youth, low-income, the disabled, etc.) will include the following:
Public Relations and Outreach
Public relations and outreach (PRO) strategies aim to conduct well-planned, inclusive and meaningful
public participation events that foster good relations and mutual trust through shared decision-making with
the communities we serve.
We will seek out and facilitate the involvement of those potentially affected.
Public events will aim to be collaborative, fun, and educational for all, rather than confrontational and
prescriptive.
Media plans will typically involve multiple channels of communication like mailings, radio, TV, and
newspaper ads.
Abstract objectives will be avoided in meeting announcements. Specific “attention -grabbing” reasons
to attend will be used, such as “Help us figure out how to relieve congestion on [corridor name]” or
“How much should it cost to ride the bus? Let us know on [date].”
Efforts will be made to show how the input of participants can, or did, influence final decisions.
We will do our best to form decision-making committees that look like and relate to the populations we
serve.
We will seek out and identify community contacts and partner with local community- and faith-based
organizations that can represent, and help us disseminate information to, target constituencies.
Demographic data will be requested during public meetin gs, surveys, and from community contacts
and committee members.
Public Meetings
“Public meeting” refers to any meeting open to the public, such as hearings, charrettes, open house and
board meetings.
Public meetings will be conducted at times, locations, and facilities that are convenient and accessible.
Meeting materials will be available in a variety of predetermined formats to serve diverse audiences.
An assortment of advertising means may be employed to inform the community of public meetings.
Assistance to persons with disabilities or limited English proficiency will be provided, as required.
Small Group Meetings
A small group meeting is a targeted measure where a meeting is held with a specific group, usually at their
request or consent. These are often closed meetings, as they will typically occur on private property at the
owner’s request.
If it is determined that a targeted group has not been afforded adequate opportunities to participate,
the group will be contacted to inquire about possible participation methods, including a group meeting
with them individually.
Unless unusual circumstances or safety concerns exist, hold the meeting at a location of the target
group’s choosing.
Share facilitation duties or relinquish them to members of the target group.
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Small group discussion formats may be integrated into larger group public meetings and workshops.
When this occurs, the smaller groups will be as diverse as the participants in the room.
Community Surveying
Opinion surveys will occasionally be used to obtain input from targeted groups or the general public on
their transportation needs, the quality or costs of our services, and feedback on our public outreach
efforts.
Surveys may be conducted via telephone, door-to-door canvassing, at community fairs, by placing
drop boxes in ideal locations, or with assistance from other local agencies like social services.
Surveys will be translated into languages other than English, when appropriate .
10.5 LIMITED ENGLISH PROFICIENCY
Limited English Proficient (LEP) persons are individuals for whom English is not their primary language
and who have a limited ability to read, write, speak, or understand English. These individuals reported to
the U.S. Census Bureau that they speak English less than very well.
To comply with USDOT’s LEP Policy Guidance and Executive Order 13166, this section of our Title VI
Plan outlines the steps we will take to ensure meaningful access by LEP persons to all benefits, services
and information provided under our programs and activities. A four-factor analysis was conducted to
determine the LEP language groups present in our planning area and the specific language services that
are needed.
Four Factor Analysis
This Four Factor Analysis is an individualized assessment that balances the following four factors:
(1)The number or proportion of LEP persons eligible to be served or likely to be encountered by a
program, activity, or service of the recipient or grantee;
(2)The frequency with which LEP individuals come in contact with the program;
(3)The nature and importance of the program, activity, or service provided by the recipient to people’s
lives; and
(4)The resources available to the recipient and costs.
Factor #1: The number or proportion of LEP persons eligible to be served or likely to be
encountered by the program, activity, or service of the recipient.
LANGUAGE ASSISTANCE PLAN
As a result of the above four factor analysis, a Language Assistance Plan (Plan) was required. This Plan
represents our commitment to ensuring nondiscrimination and meaningful access by persons who are
Limited English Proficient (LEP). This Plan also details the mechanisms we will use to reach LEP persons
and the language assistance services we provide. We will provide services to any person, upon request. If
an individual is LEP, we will work with the individual to ensure they receive the needed transportation
service. Our employees will be routinely oriented on the principles and practices of Title VI and LEP to
ensure fairness in the administration of this Plan. As a result of the above four factor analysis, a Language
Assistance Plan (LAP) was not required. However, reasonable attempts will be made to accommodate any
persons encountered who require written translation or oral interpretation services.
Language Assistance Measures
The following general language assistance measures are reasonable and achievable for our organization
at this time:
Translating public notices posted in the local paper and at stations, stops, and in vehicles into any
languages that meet the safe harbor threshold in Factor 1.
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Vital documents—such as brochures with service times and routes—are translated into Name
languages across the entire service area, and available in our facilities, doctor’s offices and shopping
centers.
Making a concerted effort to inform LEP persons of available language assistance via staff, broadcast
media, relationship-building with organizations, and our website.
Posting vital bulletin board information and disseminating community surveys in various languages.
Providing translation and interpretive services when appropriate (upon request or predetermined) at
meetings.
Determining how best to take public involvement to LEP groups directly, including through small group
meetings.
Language line translation services at our call center.
Where possible, utilizing or hiring staff who speak a language other than English and can provide
competent language assistance.
o Note: We will not ask community-based organizations (CBO) to provide, or serve as,
interpreters at our meetings. Relying upon CBOs in that capacity could raise ethical concerns.
If a CBO decides (on its own) to translate any materials for its constituents, or bring
interpreters it trusts to our meetings, we will not object. That is their right.
Using language identification flashcards to determine appropriate services.
Establishing a process to obtain feedback on our language assistance measures.
Specific Measures by Language Group – NOTE: THIS SECTION DOES NOT HAVE TO BE COMPLETED
IF THE SAFE HARBOR THRESHOLD IS NOT MET FOR ANY LANGUAGE
[For this part, specify the measures you have determined are most effective to involve each language
group that met the safe harbor thresholds in Factor #1 of the Four Factor Analysis beyond the general list
directly above. Delete this whole part if no language groups met the thresholds.]
Spanish:
Vietnamese:
Russian…
Written Translation and Oral Interpretation
Vital documents will be translated for each eligible LEP language group in our service area that constitutes
5% or 1,000, whichever is less, of the population of persons eligible to be served or likely to be
encountered. Translated materials will be placed online and in appropriate public (or private) places
accessible to LEP persons. The safe harbor provisions apply to the translation of written documents only,
and do not affect the requirement to provide meaningful access to LEP individuals through competent oral
interpreters where oral language services are needed and are reasonable. When appropriate, translation
of any document will be communicated orally in the appropriate language.
In the event that the 5% trigger is reached for a LEP language group that is fewer than 50 persons, written
notice will be provided in the primary language of that group of the right to receive competent oral
interpretation of vital written materials, free of cost. The most effective method of notice, which could be an
ad in the local newspaper or other publication, a radio commercial, or door hangers, will be determined in
consideration of the circumstances on the ground and in coordination with LEP community contacts .
Staff Support for Language Assistance
Agency staff (including call center staff) will be provided a list of referral resources that can assist LEP
persons with written translation and oral interpretation, including the Title VI Officer and any outside
consultant contracted to provide language services. This list will be updated as needed to remain
current.
All main offices and vehicles will have on hand a supply of language assistance flashcards and
materials translated into the languages of the largest LEP language groups. When encountered by an
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LEP person, staff (including drivers) should present the individual with and speak flashcard and let
them choose the language. Do not assume you know their preferred language. Drivers are permitted
to seek volunteer assistance from other passengers before contacting a referral resource. Document
the encounter and report it to the Title VI Coordinator.
Training: All employees will be instructed on our procedures for providing timely and reasonable
assistance to LEP persons. New employee orientation will also explain these procedures to new hires.
Staff routinely encountering LEP persons by telephone or in person will receive annual refresher
training. All other employees will be reminded of LEP through annual Title VI program
acknowledgements (Section 5.0) and basic Title VI trainings (Section 11.0).
Project-Specific LEP Outreach
A project-specific four factor analysis will be conducted for any project or outreach event limited to a
specific geographical area (i.e., the project study area or outreach area, respectively). Language
assistance will be provided in accordance with the measures already outlined, including translating written
materials for each LEP language group that is 5% or 1,000, whichever is less, of the project or outreach
area population.
Monitoring and Updating the LAP
Monitoring of daily interactions with LEP persons will be continuous, thus language assistance techniques
may be refined at any time. This Plan will be periodically reviewed—at least annually—to determine if our
assistance measures and staff training are working. Resource availability and feedback from agency staff
and the general public will be factors in the evaluation and any proposed updates. Among other practices,
this process will include working with LEP community contacts to determine if our employees are
responding appropriately to requests made with limited English or in languages other than English, and
observing how agency staff responds to requests, including observing drivers or surveying riders. To the
best of our ability, we will attempt to never eliminate a successful existing LEP service. Significant LEP
program revisions will be approved or adopted by our board or designated official and dated accordingly.
LEP data and procedures will be reviewed and updated at least once every three years .
10.6 DEMOGRAPHIC REQUEST
The following form was used to collect required data on Key Community Contacts and nonelected
committee members.
Harnett Area Rural Transit System (HARTS) is required by Title VI of the Civil Rights Act of 1964 and
related authorities to record demographic information on members of its boards and committees. Please
provide the following information:
Race/Ethnicity:
White
Black/African American
Asian
American Indian/Alaskan Native
Native Hawaiian/Pacific Islander
Hispanic/Latino
Other (please specify): __________________
National Origin: (if born outside the U.S.)
Mexican
Central American: _____________________
South American: ____________________
Puerto Rican
Chinese
Vietnamese
Korean
Other (please specify): __________________
Gender: Male Female Age:
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Disability: Yes No
Less than 18 45-64
18-29 65 and older
30-44
I choose not to provide any of the information requested above:
Completed forms will remain on file as part of the public record. For more information
regarding Title VI or this request, please contact the Harnett Area Rural Transit System
(HARTS) or by email at [bblevins@harnett.org].
Please sign below acknowledging that you have completed this form.
Thank you for your participation!
Name (print): _________________________________________________________
Signature: ___________________________________________________________
Implementation
Forms will be completed prior to NCDOT Title VI reviews and remain on file for three years.
All new and existing members of appointed decision-making boards or committees will be required
to complete this form for reporting purposes.
If a member, for whatever reason, selects “I choose not to provide any of the information requested
above,” this will be accepted as a completed form.
If a member chooses not to provide any of the information on the form, the Title VI Coordinator will
be permitted to indicate that member’s race and gender, based on the Coordinator’s best guess.
Data from these forms will be used to complete the Demographic Request Table.
Once a new member submits this form, the Demographic Request Table for the associated
committee will be updated.
10.7 KEY COMMUNITY CONTACTS
Contact Name Community Name Interest or Affiliation Also a Committee
Member? (Y/N)
Brooks Mathews Harnett County
Commissioner
Elected Official Yes
Brent Trout County Manager All Residents Yes
Coley Price Deputy County Manager All Residents Yes
Barry Blevins General Service Director All Residents Yes
Eric Truesdale Veterans Director All Residents Yes
Lisa Guy Dept. of Social Services All Residents Yes
Larry T. Smith Director EMS All Residents Yes
Debra Hawkins Public Health
Administrator
All Residents No
Desiree Patrick Public Information Officer All Residents No
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Contact information for key community contacts is not public information and is maintained outside of this
document. Any staff member who wishes to contact any individual listed above must request that
information from the Title VI Coordinator.
10.8 SUMMARY OF OUTREACH EFFORTS M ADE SINCE THE LAST TITLE VI PROGRAM SUBMISSION
The following format is used to document URTS outreach efforts in reports to NCDOT. All meetings and
disseminations of information capture information for the table below:
Meeting Date Meeting
Time
Meeting
Purpose Target Audience Information Disseminated
2nd Tuesday of January,
April, July, October 9:00AM Transit Advisory
Board Meeting
General Public , any
person interested in
the services available
through HARTS
Information varies based on current
events relevant to HARTS , we
recommend the board and public
comments , input or
recommendations
11 STAFF TRAINING
All employees will receive basic Title VI training at least once every three years. New hires will receive this
training within 15 days of their start date. Basic training will cover all sections of this Plan and our overall
Title VI obligations. Staff may receive specialized training on how Title VI applies to their specific work
areas. Those who routinely encounter the public, such as office personnel, call center staff, and vehicle
drivers, will receive annual refresher training. Trainings will be provided or organized by the Title VI
Coordinator and will often coincide with updates to our nondiscrimination policies and procedures. Records
of staff trainings, such as agendas, sign-in sheets, copies of calendars, and certificates, will remain on file
for at least three years (and in personnel files).
12 NONELECTED BOARDS AND COMMITTEES – BY RACE AND GENDER
The table below depicts race and gender compositions for each of our nonelected (appointed) decision -
making bodies. Member names and full demographics for each committee are available, upon request .
[Use the Demographic Request Tables that you completed for each of your nonelected boards and
committees to complete the table below. Add additional rows, as needed. Once complete, delete this blue
text, and include the original Demographic Request Tables in the Appendix.]
Body
Male % Female
%
Caucasian
%
African
American
%
Asian
American
%
Native
American
%
Other % Hispanic
%
Service Area Population 49.5 50.5 59.8 18.2 0.9 0.4 14.9 15.6
Transit Advisory Board 56.25 43.8 75 18.7 0 6.25 0 0
Board of Commissioner’s 80 20 80 20 0 0 0 0
Strategies for Representative Committees
Diversification goals will be provided to our nonelected boards and committees to help ensure that their
membership mirrors our service area demographics, as adequately as possible. We will provide periodic
updates on our outreach efforts at meetings. When there is an opening on a board or committee, we will
ensure the following:
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Current members will be made aware of diversity goals and polled for nominees.
Officials from local minority groups will be made aware of the diversity goals and polled for nominees.
Key Contacts from LEP groups will be contacted and polled for nominees.
A recruitment notice for a Board Member opening will be posted on our website.
An advertisement of recruitment notice for a Board Member will be placed with the local newspaper
and other publications popular with minorities and other protected groups.
13 RECORD-KEEPING AND REPORTS
As a sub-recipient of FTA funds through NCDOT, we are required to submit a Title VI Program update to
NCDOT every three years, on a schedule determined by NCDOT. Records will be kept to document
compliance with the requirements of the Title VI Program. Unless otherwise specified, Title VI -related
records shall be retained indefinitely. These records will made available for inspection by authorized
officials of the NCDOT and/or FTA. Reports on Title VI-related activities and progress to address findings
identified during Title VI compliance reviews may also be provided, upon request. It will occasionally be
necessary to update this Title VI Plan or any of its components (e.g., complaints, Public Involvement, and
LEP). Updates will be submitted to NCDOT for review and approval and adopted by our Board when
required.
In addition to items documented throughout this Plan, records and reports due at the time of compliance
reviews or investigations may include:
Compliance Reviews
Title VI Program Plan
List of civil rights trainings provided or
received
Summaries from any internal reviews
conducted
Ads and notices for specific meetings
Findings from reviews by any other external
agencies
Title VI equity analyses and EJ assessments
Discrimination Complaints Log
Complaint Investigations
Investigative Reports
Discrimination complaint, as filed
List of interviewees (names and affiliations)
Supporting Documentation (e.g., requested
items, photos taken, dates and methods of
contact, etc.)
14 TRANSIT PROVIDERS
[This section applies to providers of fixed route public transportation only (also referred to as transit
providers). All transit providers must complete this section and include in the Title VI Plan you submit to
NCDOT. This section should be scaled based on your size as a fixed route transit provider, as explained
in Chapter IV of FTA Circular 4702.1B. Do not complete this section if you do not provide any fixed route
service. Providers of public transportation that only operate demand response service should not
complete this section, such providers of general public paratransit, ADA complementary paratransit,
vanpools, and Section 5310 closed door service.
NCDOT’s Integrated Mobility Division (IMD) will assist transit providers with completing this Section.
Please contact your IMD Mobility Specialist for further assistance.]
14.1 SERVICE STANDARDS
[Instructions]
Vehicle load
…
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Vehicle headway
…
On time performance
…
Service availability
…
14.2 SERVICE POLICIES
[Instructions]
Transit Amenities for each mode
…
Vehicle Assignment for each mode
…
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Appendix A
Applicable Nondiscrimination Authorities
During the implementation of this Title VI Program, the organization, for itself, its assignees and successors
in interest, is reminded that it has agreed to comply with the following non -discrimination statutes and
authorities, including but not limited to:
Title VI of the Civil Rights Act of 1964 (42 U.S.C. § 2000d et seq., 78 stat. 252), (prohibits discrimination
on the basis of race, color, national origin); and 49 CFR Part 21.
The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 U.S.C. §
4601), (prohibits unfair treatment of persons displaced or whose property has been acquired because
of Federal or Federal-aid programs and projects);
Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. § 794 et seq.), as amended, (prohibits
discrimination on the basis of disability); and 49 CFR Part 27;
The Age Discrimination Act of 1975, as amended, (42 U.S.C. § 6101 et seq.), (prohibits discrimination
on the basis of age);
The Civil Rights Restoration Act of 1987, (PL 100-209), (Broadened the scope, coverage and
applicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975 and Section
504 of the Rehabilitation Act of 1973, by expanding the definition of the terms "programs or activities"
to include all of the programs or activities of the Federal-aid recipients, sub-recipients and contractors,
whether such programs or activities are Federally funded or not);
Titles II and III of the Americans with Disabilities Act, which prohibit discrimination on the basis of
disability in the operation of public entities, public and private transportation systems, places of public
accommodation, and certain testing entities (42 U.S.C. §§ 12131 -12189) as implemented by
Department of Transportation regulations at 49 C.P.R. parts 37 and 38;
Title IX of the Education Amendments of 1972, as amended, which prohibits you from discriminating
because of sex in education programs or activities (20 U.S.C. 1681 et seq).
Title VII of the Civil Rights Act of 1964 (42 U.S.C. § 2000e et seq., Pub. L. 88-352), (prohibits
employment discrimination on the basis of race, color, creed (religion), sex, or national origin);
49 CFR Part 26, regulation to ensure nondiscrimination in the award and administr ation of DOT-
assisted contracts in the Department's highway, transit, and airport financial assistance programs;
Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and
Low-Income Populations, which ensures discrimination against minority populations by discouraging
programs, policies, and activities with disproportionately high and adverse human health or
environmental effects on minority and low-income populations;
Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency,
and resulting agency guidance, national origin discrimination includes discrimination because of limited
English proficiency (LEP). To ensure compliance with Title VI, you must take reasonable steps to
ensure that LEP persons have meaningful access to your programs (70 Fed. Reg. at 74087 to 74100);
Federal-Aid Highway Act of 1973, (23 U.S.C. § 324 et seq.), (prohibits discrimination on the basis of
sex);
Airport and Airway Improvement Act of 1982, (49 USC § 4 71, Section 4 7123), as amended, (prohibits
discrimination based on race, creed (religion), color, national origin, or sex);
The Federal Aviation Administration's Non-discrimination statute (49 U.S.C. § 47123) (prohibits
discrimination on the basis of race, color, national origin, and sex);
Federal transit laws, specifically 49 U.S.C. § 5332 (prohibiting discrimination based on race, color,
religion, national origin, sex (including gender identity), disability, age, employment, or business
opportunity).
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Appendix B
Organizational Chart
Harnett County
Board of Commissioners
Matt Nicol (Chairman)
Harnett County Manger
Brent Trout
Harnett Deputy Manager
Coley Price
Transit Assistant
Valencia Bell
Harnett County Transit Director /
Title VI Coordinator
Barry Blevins
Title VI Coordinator
Barry Blevins
Operations Supervisor
Candace Cameron
Administrative Assistant
Pam Goodman-Amerson
Harnett Area Rural Transit Manager
Chance Torain
Process Assistant III
Pamela Bennett
Dispatcher / Scheduler
Candyce Williams
Transportation Operators
11 Full time/ 12Part time
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Appendix C
NCDOT’s Compliance Review Checklist for Transit
I.Program Administration (General Requirements)
Requirement: FTA C 4702.1B – Title VI Requirements and Guidelines for FTA Recipients, Chapter III – General Requirements and Guidelines.
Note: Every NCDOT sub recipient receiving any of the FTA Formula Grants listed above must complete this section.
Requested Items
(Please attach electronic documents (.pdf, .doc, etc.) or provide links to online versions) Completed
1.A copy of the recipient’s signed NCDOT’s Title VI Nondiscrimination Agreement
2.Title VI Policy Statement (signed)
3.Title VI Notice to the Public, including a list of locations where the notice is posted
4.Type the name and title of your Title VI Coordinator and attach a list of their Title VI duties
Name/Title:
5.Title VI Complaint Procedures (i.e., instructions to the public regarding how to file a Title VI
discrimination complaint)
6.Title VI Complaint Form
7.List of transit-related Title VI investigations, complaints, and lawsuits (i.e., discrimination
complaints log)
8.Public Participation Plan, including information about outreach methods to engage traditionally
underserved constituencies (e.g., minorities, limited English proficient populations (LEP), low-
income, disabled), as well as a summary of outreach efforts made since the last Title VI Program
submission
9.Language Assistance Plan for providing language assistance to persons with limited English
proficiency (LEP), based on the DOT LEP Guidance, which requires conducting four-factor
analyses
10.A table depicting the membership of non-elected committees and councils, the membership of
which is selected by the recipient, broken down by race, and a description of the process the
agency uses to encourage the participation of minorities on such committees
11.A copy of board meeting minutes, resolution, or other appropriate documentation showing the
board of directors or appropriate governing entity or official(s) responsible for policy decisions
reviewed and approved the Title VI Program
12.A description of the procedures the agency uses to ensure nondiscriminatory administration of
programs and services
13.If you pass through FTA funds to other organizations, include a description of how you
monitor your sub recipients for compliance with Title VI, and a schedule for your sub recipients’
Title VI Program submissions.
No Sub recipients
14.A Title VI equity analysis if you have constructed or conducted planning for a facility, such
as a vehicle storage facility, maintenance facility, operation center, etc.
No Facilities Planned or Constructed
15.Copies of environmental justice assessments conducted for any construction projects during
the past three years and, if needed based on the results, a description of the program or other
measures used or planned to mitigate any identified adverse impact on the minority or low-
income communities
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No Construction Projects
16. If the recipient has undergone a Title VI Compliance Review in the last 3 years, please indicate
the year of the last review and who conducted it. Year/Agency:
II. Transit Providers
Requirement: FTA C 4702.1B, Chapter IV – Requirements and Guidelines for Fixed Route Transit Providers.
Note: All NCDOT sub recipients that provide fixed route public transportation services (e.g., local, express or commuter bus; bus rapid
transit; commuter rail; passenger ferry) must complete this section.
Not Applicable (Check this box if you do not provide fixed route services, and skip questions 17 and 18. This section
does not apply to you if you only provide demand response services.)
Requested Items
(Please attach electronic documents (.pdf, .doc, etc.) or provide links to online versions) Completed
17. Service standards (quantitative measures) developed for each specific fixed route mode that the
recipient provides (standards may vary by mode) must be submitted for each of the following
indicators:
Vehicle load for each mode (Can be expressed as the ratio of passengers to the total number of seats on a
vehicle. For example, on a 40-seat bus, a vehicle load of 1.3 means all seats are filled and there are approximately 12
standees.)
Vehicle headway for each mode (Measured in minutes (e.g., every 15 minutes), headway refers to the
amount of time between two vehicles traveling in the same direction on a given line or combination of lines. A shorter
headway corresponds to more frequent service. Service frequency is measured in vehicles per hour (e.g., 4 buses per
hour).)
On time performance for each mode (Expressed as a percentage, this is a measure of runs completed as
scheduled. The recipient must define what is considered to be “on time.” Performance can be measured against route
origins and destinations only, or against origins and destinations as well as specified time points along a route.)
Service availability for each mode (Refers to a general measure of the distribution of routes within a transit
provider’s service area, such as setting the maximum distance between bus stops or train stations, or requiring that a
percentage of all residents in the service area be within a one-quarter mile walk of bus service. )
18. Service policies (system-wide policies) adopted to ensure that service design and operations
practices do not result in discrimination on the basis of race, color or national origin, must be
submitted for each of the following:
Transit amenities for each mode (e.g., benches, shelters/canopies, printed materials, escalators/elevators,
and waste receptacles. NOTE: Attach this information only if you have decision-making authority over siting transit
amenities or you set policies to determine the siting of amenities.)
Vehicle assignment for each mode (Refers to the process by which transit vehicles are placed into service
throughout a system. Policies for vehicle assignment may be based on the type or age of the vehicle, where age
would be a proxy for condition, or on the type of service offered.)
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39
Appendix D
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Board Meeting
Agenda Item
MEETING DATE: February 17, 2025
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Proposed Zoning Change: Case # PLAN2412-0001
REQUESTED BY: Mark Locklear, Development Services
REQUEST:
Landowner / Applicant: TFD, Inc. / Johnathan Tucker; 8.50 +/- acres; Pin # 0654-59-
0569.000; From RA-30 to Commercial Zoning District; Hectors Creek Township;
Intersection of SR # 1415 (Rawls Church Road) & US Hwy 401 N.
Development Services staff recommends approval. Staff found that the requested
zoning classification is compatible with the land use classification, Employment Mixed
Use.
Additional Information:
On February 3, the Harnett County Planning Board voted unanimously (4-0) to
recommend approval of the request.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
Item 8
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STAFF REPORT Page 1 of 9
REZONING STAFF REPORT
Case: PLAN2412-0001
Sarah Arbour, Planner II
sarbour@harnett.org
Phone: (910) 814-6414 Fax: (910) 814-8278
Planning Board: February 3, 2025 County Commissioners: February 17, 2025
Rezoning from RA-30 to Commercial
Applicant Information
Owner of Record: Applicant:
Name: TFD, Inc. Name: Johnathan Tucker
Address: 141 Country Haven Lane Address: 141 Country Haven Lane
City/State/Zip: Fuquay-Varina, NC 27526 City/State/Zip: Fuquay-Varina, NC 27526
Property Description
PIN(s): 0654-59-0569.000 Acreage: +/- 8.50
Address/SR No.: US 401 N., Fuquay-Varina, NC
Township:
(09) Johnsonville
(10) Lillington
(11) Neill’s Creek
(12) Stewart’s Creek
(13) Upper Little River
(01) Anderson Creek
(02) Averasboro
(03) Barbecue
(04) Black River
(05) Buckhorn
(06) Duke
(07) Grove
(08) Hectors Creek
Vicinity Map
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STAFF REPORT Page 2 of 9
Physical Characteristics
Site Description
The property is a vacant, unimproved site previously used for agricultural purposes. The center of the site,
once wooded, has recently been cleared. The property is situated along the Norfolk Southern Railroad, a
100’ railway right-of-way and intersects the western property line.
Background
A petition to rezone the property to Commercial was denied by the Board of Commissioners in December
2023. Several neighboring property owners expressed concerns regarding the potential traffic impacts if
this property were developed for commercial use. A traffic light has since been installed at the intersection
of U.S. 401 N. and Rawls Church Road.
Surrounding Land Uses
Surrounding land uses consist of single-family residences and various non-residential uses including
agricultural activities, a religious institution, and a turf and tractor supply facility.
In 2022, +/- 72 acres of adjacent land was zoned Commercial. Since the property was rezoned, Revels
Turf & Tractor has relocated their facility from Fuquay-Varina to Rawls Church Rd. The recent zoning
change has spurred commercial growth and signifies a trend of non-residential development in the area.
Services Available
Water:
Public (Harnett County)
Private (Well)
Other: Unverified
Sewer:
Public (Harnett County)
Private (Septic Tank)
Other: Force Main,
unverified at this time
Transportation:
The annual Average Daily Traffic counts for this section of US 401 N. is 8,200 daily trips, and 2,100 daily
trips for this section of Rawls Church Rd. A traffic light was recently installed at the intersection of US 401
N. and Rawls Church Road.
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STAFF REPORT Page 3 of 9
Site Distances: Good
Intersection of U.S. 401 N. and Rawls Church Rd.
Zoning District Compatibility
Current
RA-30
Requested
Commercial
Parks & Rec X X
Natural Preserves X X
Bona Fide Farms X X
Single Family X
Manufactured Homes,
(with design criteria) X
(with SUP)
Manufactured Homes
X
(with SUP)
Multi-Family X
(with SUP)
Institutional X X
Commercial Services X
(with SUP) X
Retail X
Wholesale
X
(with SUP)
Industrial
Manufacturing
The following is a summary list of potential uses. For all
applicable uses for each Zoning district please refer to the
UDO’s Table of Uses
Commercial
RA-40
RA-30
Industrial
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STAFF REPORT Page 4 of 9
Land Use Classification Compatibility
ZONING LAND USES
Commercial Employment
Mixed
Land Use
Parks & Rec X X
Natural Preserves X X
Bona Fide Farms X X
Single Family X
Manufactured
Homes, Design
Regulated
Manufactured
Homes
Multi-Family X
Institutional X X
Commercial
Service X
X
Retail X X
Wholesale X
(with SUP) X
Industrial X
Manufacturing X
The above is a summary list of potential uses. For all
applicable uses for each Zoning district, please refer to the
UDO’s Table of Uses.
Employment Mixed Use
Agricultural/ Rural Residential
Medium Density Residential
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STAFF REPORT Page 5 of 9
Site Photographs
Site
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STAFF REPORT Page 6 of 9
Across Street
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STAFF REPORT Page 7 of 9
Evaluation
Yes No A. The proposal will place all property similarly situated in the area in the
same category, or in appropriate complementary categories.
The property is located in an area with a variety of non-residential land uses.
Recently, the area has experienced additional commercial development as a result of
the rezoning of a nearby property to Commercial.
Yes No B. There is a convincing demonstration that all uses permitted under the
proposed district classification would be in the interest of the general public
and not merely the interest of the individual or small group.
The uses permitted in the Commercial zoning district are in the interest of the general
public. The property is classified as Employment Mixed Use on the Future Land Use
Map, a land use designation for areas of the county which have been identified for
economic development potential. The property has access to a major thoroughfare,
US HWY 401 N., a signalized intersection, and utility services.
Yes No C. There is a convincing demonstration that all uses permitted under the
proposed district classification would be appropriate in the area included in
the proposed change. (When a new district designation is assigned, any use
permitted in the district is allowable, so long as it meets district
requirements, and not merely uses which applicants state they intend to
make of the property involved.)
The uses permitted in the Commercial zoning district would be appropriate in the
area included in the proposed change. The uses permitted in the Commercial zoning
district are compatible with the nearby commercial land uses and properties zoned
Commercial. Additionally, the property has a future land use classification of
Employment Mixed Use, which is a development node for areas along major
thoroughfares prime for development opportunities.
Yes No D. There is a convincing demonstration that the character of the
neighborhood will not be materially and adversely affected by any use
permitted in the proposed change.
The uses permitted in the Commercial zoning district are compatible with nearby non-
residential land uses and potential future commercial development on the property
recently zoned Commercial located on Rawls Church Rd. and US 401 N.
Yes No E. The proposed change is in accordance with the comprehensive plan and
sound planning practices.
The requested zoning district is compatible with the future land use classification,
Employment Mixed Use. The Employment Mixed Use Future Land Use classification
supports commercial development along major thoroughfares throughout the county.
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STAFF REPORT Page 8 of 9
Suggested Statement-of-Consistency (Staff concludes that…)
As stated in the evaluation, the requested rezoning to Commercial would not have an unreasonable
impact on the surrounding community based on compatibility with the future land use plan. It is
recommended that this rezoning request be APPROVED.
Additional Information
At the Planning Board meeting on February 3, 2025, the board voted unanimously (4-0) to approve the
requested rezoning to Commercial. The board found that the requested rezoning was compatible with the
surrounding land uses and the future land use classification, Employment Mixed Use.
One resident spoke at the Planning Board Meeting. The resident asked whether turn lanes would be
required on Rawls Church Rd. and U.S. 401 N. if the property were developed for commercial purposes
and then stated that they did not wish to see the property developed as a Dollar General store.
Standards of Review and Worksheet
TYPICAL REVIEW STANDARDS
The Planning Board shall consider and make recommendations to the County Board of Commissioners
concerning each proposed zoning district. The following policy guidelines shall be followed by the Planning
Board concerning zoning districts and no proposed zoning district will receive favorable recommendation
unless:
Yes No A. The proposal will place all property similarly situated in the area in the same category,
or in appropriate complementary categories.
Yes No B. There is convincing demonstration that all uses permitted under the proposed
district classification would be in the general public interest and not merely in the
interest of the individual or small group.
Yes No C. There is convincing demonstration that all uses permitted under the proposed district
classification would be appropriate in the area included in the proposed change. (When
a new district designation is assigned, any use permitted in the district is allowable, so
long as it meets district requirements, and not merely uses which applicants state they
intend to make of the property involved.)
Yes No D. There is convincing demonstration that the character of the neighborhood will not be
materially and adversely affected by any use permitted in the proposed change.
Yes No E. The proposed change is in accordance with the comprehensive plan and sound
planning practices.
GRANTING THE REZONING REQUEST
Motion to grant the rezoning upon finding that the rezoning is reasonable based on All of the above
findings of fact A-E being found in the affirmative and that the rezoning advances the public interest.
DENYING THE REZONING REQUEST
Motion to deny the rezoning upon finding that the proposed rezoning does not advance the public interest
and is unreasonable due to the following:
The proposal will not place all property similarly situated in the area in the same category, or in
appropriate complementary categories.
There is not convincing demonstration that all uses permitted under the proposed district
classification would be in the general public interest and not merely in the interest of the
individual or small group.
There is not convincing demonstration that all uses permitted under the proposed district
classification would be appropriate in the area included in the proposed change. (When a new
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STAFF REPORT Page 9 of 9
district designation is assigned, any use permitted in the district is allowable, so long as it
meets district requirements, and not merely uses which applicants state they intend to make of
the property involved.)
There is not convincing demonstration that the character of the neighborhood will not be
materially and adversely affected by any use permitted in the proposed change.
The proposed change is not in accordance with the comprehensive plan and sound planning
practices.
The proposed change was not found to be reasonable for a small scale rezoning
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Board Meeting
Agenda Item
MEETING DATE: February 17, 2025
TO: HARNETT COUNTY BOARD OF COMMISSIONERS
SUBJECT: Proposed Zoning Change: Case # PLAN2501-0001
REQUESTED BY: Mark Locklear, Development Services
REQUEST:
Landowner / Applicant: CLCA, LLC-Chris Patterson / C Gregory Bagley; 4.03 +/-
acres; Pin # 0610-88-7283.000; From RA-20R to Commercial Zoning District; Upper
Little River Township; Intersection of US Hwy 421 N & SR # 1265 (Cool Springs
Road).
Development Services staff recommends approval. Staff found that the requested
zoning classification is compatible with the future land use plan.
Additional Information:
On February 3, the Harnett County Planning Board voted unanimously (5-0) to
recommend approval of the request.
FINANCE OFFICER’S RECOMMENDATION:
COUNTY MANAGER’S RECOMMENDATION:
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STAFF REPORT Page 1 of 8
REZONING STAFF REPORT
Case: PLAN2501-0001
Sarah Arbour, Planner II
sarbour@harnett.org
Phone: (910) 814-6414 Fax: (910) 814-8278
Planning Board: February 3, 2025 County Commissioners: February 17, 2025
Rezoning from RA-20R to Commercial
Applicant Information
Owner of Record: Applicant:
Name: CLCA, LLC. (Chris Patterson) Name: C. Gregory Bagley
Address: PO Box 2173 Address: 32 E. Depot Street
City/State/Zip: Lillington, NC 27546 City/State/Zip: Angier, NC 27501
Property Description
PIN(s): 0610-88-7283.000 Acreage: +/- 4.5
Address/SR No.: US 421 N. Lillington, NC 27546
Township:
Johnsonville
Lillington
Neill’s Creek
Stewart’s Creek
Upper Little River
Anderson Creek
Averasboro
Barbecue
Black River
Buckhorn
Duke
Grove
Hectors Creek
Vicinity Map
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STAFF REPORT Page 2 of 8
Physical Characteristics
Site Description
The property is a vacant, unimproved site previously used for agricultural purposes. The site has frontage
along US 421 N. and Cool Springs Rd.
Surrounding Land Uses
The property is located in a mixed-use area. Surrounding land uses consist of single-family residences,
agricultural activities, and various non-residential uses. A Family Dollar, Dollar General, gas station, health
clinic, and the Boone Trail Fire Department are located within a .10 of a mile of the subject property.
Services Available
Water:
Public (Harnett County)
Private (Well)
Other: Unverified
Sewer:
Public (Harnett County)
Private (Septic Tank)
Other:
Transportation:
The annual Average Daily Traffic counts for this section of US 421 N. are 8,400 daily trips, and 1,000 daily
trips for Cool Springs Rd.
Site Distances: Good
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STAFF REPORT Page 3 of 8
Zoning District Compatibility
Current
RA-20R
Requested
Commercial
Parks & Rec X X
Natural Preserves X X
Bona Fide Farms X X
Single Family X
Manufactured Homes,
(with design criteria) X
Manufactured Homes
X
Multi-Family X
Institutional X X
Commercial Services X
(with SUP) X
Retail X
Wholesale X
(with SUP)
Industrial
Manufacturing
The following is a summary list of potential uses. For all
applicable uses for each Zoning district please refer to the
UDO’s Table of Uses
Land Use Classification Compatibility
ZONING LAND USES
Commercial Rural Center
Parks & Rec X X
Natural Preserves X X
Bona Fide Farms X X
Single Family
Manufactured
Homes, Design
Regulated
Manufactured
Homes
Multi-Family
Institutional X X
Commercial
Service X X
Retail X X
Wholesale X
(with SUP)
X
(with SUP)
Industrial
Manufacturing
The above is a summary list of potential uses. For all
applicable uses for each Zoning district, please refer to the
UDO’s Table of Uses. Rural Center
Agricultural/ Rural Residential
Commercial
RA-30
RA-20R
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STAFF REPORT Page 4 of 8
Site Photographs
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STAFF REPORT Page 5 of 8
Across Street
U.S 421 N. East View U.S. 421 N. West View
Cool Springs Rd. South View Cool Springs Rd. North View
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STAFF REPORT Page 6 of 8
Evaluation
Yes No A. The proposal will place all property similarly situated in the area in the
same category, or in appropriate complementary categories.
The property is located in a mixed-use area with existing commercial and non-
residential uses. Properties with a Commercial zoning designation are located directly
across from the subject property on the south side of US 421 N.
Yes No B. There is a convincing demonstration that all uses permitted under the
proposed district classification would be in the interest of the general public
and not merely the interest of the individual or small group.
The requested zoning district is compatible with the underlying land use, Rural
Center. This land use classification is a development node that encourages
commercial land uses and economic development throughout the county. The uses
permitted in the Commercial zoning district are compatible with the underlying land
use.
Yes No C. There is a convincing demonstration that all uses permitted under the
proposed district classification would be appropriate in the area included in
the proposed change. (When a new district designation is assigned, any use
permitted in the district is allowable, so long as it meets district
requirements, and not merely uses which applicants state they intend to
make of the property involved.)
There is a convincing demonstration that all uses permitted under the proposed
zoning district classification would be appropriate in the area included in the proposed
change. The uses permitted in the Commercial zoning district are compatible with the
surrounding and nearby commercial land uses. Additionally, the property has access
to a major thoroughfare and water service and is located in a Rural Center
Development Node.
Yes No D. There is a convincing demonstration that the character of the
neighborhood will not be materially and adversely affected by any use
permitted in the proposed change.
There is a convincing demonstration that the character of the neighborhood will not
be materially and adversely affected by the uses permitted in the requested zoning
district. The uses permitted in the Commercial zoning district are compatible with the
nearby non-residential land uses. Further, the neighborhood may experience benefits
from future commercial development such as an increase in employment
opportunities and local investment.
Yes No E. The proposed change is in accordance with the comprehensive plan and
sound planning practices.
The requested zoning district is compatible with the future land use classification,
Rural Center. The Rural Center Use Future Land Use classification supports small
scale, market-driven commercial centers.
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STAFF REPORT Page 7 of 8
Suggested Statement-of-Consistency (Staff concludes that…)
As stated in the evaluation, the requested rezoning to Commercial would not have an unreasonable
impact on the surrounding community based on compatibility with the future land use plan. It is
recommended that this rezoning request be APPROVED.
Additional Information
At the Planning Board Meeting on February 3, 2025, the board voted unanimously (5-0) to recommend
approval of the proposed rezoning from the RA-20R to Commercial zoning district. The board found that
the requested rezoning is compatible with the land use classification, Rural Center.
There was no one present to speak in opposition.
Standards of Review and Worksheet
TYPICAL REVIEW STANDARDS
The Planning Board shall consider and make recommendations to the County Board of Commissioners
concerning each proposed zoning district. The following policy guidelines shall be followed by the Planning
Board concerning zoning districts and no proposed zoning district will receive favorable recommendation
unless:
Yes No A. The proposal will place all property similarly situated in the area in the same category,
or in appropriate complementary categories.
Yes No B. There is convincing demonstration that all uses permitted under the proposed
district classification would be in the general public interest and not merely in the
interest of the individual or small group.
Yes No C. There is convincing demonstration that all uses permitted under the proposed district
classification would be appropriate in the area included in the proposed change. (When
a new district designation is assigned, any use permitted in the district is allowable, so
long as it meets district requirements, and not merely uses which applicants state they
intend to make of the property involved.)
Yes No D. There is convincing demonstration that the character of the neighborhood will not be
materially and adversely affected by any use permitted in the proposed change.
Yes No E. The proposed change is in accordance with the comprehensive plan and sound
planning practices.
GRANTING THE REZONING REQUEST
Motion to grant the rezoning upon finding that the rezoning is reasonable based on All of the above
findings of fact A-E being found in the affirmative and that the rezoning advances the public interest.
DENYING THE REZONING REQUEST
Motion to deny the rezoning upon finding that the proposed rezoning does not advance the public interest
and is unreasonable due to the following:
The proposal will not place all property similarly situated in the area in the same category, or in
appropriate complementary categories.
There is not convincing demonstration that all uses permitted under the proposed district
classification would be in the general public interest and not merely in the interest of the
individual or small group.
There is not convincing demonstration that all uses permitted under the proposed district
classification would be appropriate in the area included in the proposed change. (When a new
district designation is assigned, any use permitted in the district is allowable, so long as it
meets district requirements, and not merely uses which applicants state they intend to make of
the property involved.)
There is not convincing demonstration that the character of the neighborhood will not be
materially and adversely affected by any use permitted in the proposed change.
The proposed change is not in accordance with the comprehensive plan and sound planning
practices.
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STAFF REPORT Page 8 of 8
The proposed change was not found to be reasonable for a small scale rezoning
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Item 9
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Harnett Bookmobile Page 1 | 10
LSTA Project Grant Application, 2025-2026 Harnett County Public Library
1.PROJECT TITLE
Harnett Bookmobile
2.LENGTH OF PROJECT
One year
3.ABSTRACT
The Harnett County Public Library seeks funding to launch a bookmobile that will deliver
essential library services to underserved communities across the county. This innovative, truck-
style vehicle will provide access to books, digital resources, internet connectivity, mobile
printing, and educational programming, including early literacy and STEAM activities. With a
population of over 53,000 residents living outside a 10-mile radius of a library branch, many of
whom face transportation and digital access barriers, the bookmobile will promote literacy,
digital inclusion, and lifelong learning. Stops will target areas identified through data analysis
and community partnerships, focusing on low-income families, senior citizens, and
geographically isolated communities. The bookmobile’s flexible design and programming
capabilities will support summer reading initiatives, digital literacy for seniors, and outreach to
rural areas, ensuring equitable access to library services. By providing scalable, cost -effective,
and impactful solutions, the project addresses critical community needs while supporting the
library’s mission to improve quality of life through robust programming, resources, and
connections.
4.LIBRARY USERS AND NEED
a.Potential Users
The proposed bookmobile project will primarily benefit underserved communities across
Harnett County, a region that is largely rural and suburban. While the Harnett County Public
Library System includes six full-service branches and two limited-capacity pop-up libraries,
geographic and socioeconomic challenges limit access to these facilities for many residents. A
significant portion of the county’s population, 53,407 individuals (37%), live more than 10 miles
away from the nearest library. These residents are concentrated in the southwestern and
northern parts of the county, including the townships of Barbecue, Johnsonville, Anderson
Creek, Buckhorn, and Hectors Creek. Furthermore, only one full-service library is located on the
western side of the county, leaving rural communities in these areas with limited access to
critical library services.
This project will specifically target key underserved groups. Low-income and single-parent
families, which represent 13.7% and 29% of households, respectively, face financial and
transportation barriers that make accessing library resources difficult. Many of these
households include young families with children under the age of 13, who would greatly benefit
from literacy programs, educational resources, and access to technology. Senior citizens, who
make up 14.3% of the population, also face significant challenges such as social isolation and
transportation barriers. By bringing library resources directly to rural areas, the bookmobile will
provide these residents with access to large-print books, digital literacy training, and other
services that promote community engagement and lifelong learning.
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Harnett Bookmobile Page 2 | 10
LSTA Project Grant Application, 2025-2026 Harnett County Public Library
Additionally, many parts of Harnett County lack reliable internet access, which is essential for
education, job applications, and managing healthcare. The bookmobile will help bridge this
digital divide by offering mobile Wi-Fi, digital resources, and technology training. These services
are particularly crucial given the county’s population growth of 24% between 2010 and 2022,
which has increased the demand for library services. According to Gale Analytics, the highest
concentration of non-library users in Harnett County is found in areas with limited access to
resources, reinforcing the need for targeted outreach.
b.Need Statement
Harnett County residents face significant barriers to accessing library materials, technology,
internet, and programming due to limited public transportation and concentrated community
resources. Public transportation in the county is sparse, leaving many residents, particularly
those in rural and underserved areas such as Barbecue, Johnsonville, Anderson Creek,
Buckhorn, and Hectors Creek, unable to access library branches or community centers.
Approximately 66,500 individuals, or 47% of the county’s population, live in these underserved
areas. Limited broadband access in the county compounds these issues, with 13% of
households lacking internet access and 8% lacking a device capable of connecting to the
internet, according to NCDIT. This lack of connectivity hinders access to educational,
employment, and health-related resources, deepening existing inequities.
The need for a mobile library was identified through extensive community engagement during
the development of the library's 2024-2027 strategic plan. A community survey revealed strong
demand for print books, Wi-Fi access, and programming, with 98.6% of respondents who
regularly attend library programs finding them valuable. One -on-one interviews emphasized
the need for STEAM and STEM programming, inclusivity in library services, and expanded
outreach to rural areas. Focus group participants highlighted specific challenges faced by low -
income families, the lack of books in the home, and the absence of reliable public
transportation, with many recommending a bookmobile as a solution to improve accessibility.
Participants also stressed the importance of addressing broadband gaps, noting how the lack of
internet access affects residents’ ability to access information and services.
Broadband access and educational outcomes are critical issues in Harnett County. Data from
the North Carolina Department of Public Instruction (NCDPI) shows that 57% of Harnett County
School students scored “not proficient” on EOG and EOC assessments in 2023 -2024, 11% lower
than the state average. By delivering technology, books, and programming directly to
underserved areas, the bookmobile will help address these educational disparities, offering
resources like homework help, test preparation software, and STEAM workshops. This aligns
with North Carolina’s broader goals to close the digital divide and invest in digital equity,
supporting residents' ability to succeed in an increasingly digital world.
The proposed bookmobile also aligns with the library’s strategic direction to “create community
connections” and provide “robust library programming, collections, and technologies that
contribute to a higher quality of life.” By reaching rural and underserved areas, the bookmobile
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Harnett Bookmobile Page 3 | 10
LSTA Project Grant Application, 2025-2026 Harnett County Public Library
will expand equitable access to library services, empowering these residents with critical
resources and opportunities. This project will not only enhance educational outcomes but also
improve digital inclusion, foster economic growth, and strengthen community connections,
ensuring that all Harnett County residents have the tools they need to thrive.
The bookmobile project will focus on underserved residents in Johnsonville, Barbecue, Anderson Creek, Buckhorn, and Hectors
Creek, particularly areas of high non-patron density that are more than 5 miles from a full-size library branch. (Density map
generated by Gale Analytics)
5.PROJECT DESCRIPTION
a.Solution
The Harnett County Public Library will purchase and operate a state-of-the-art bookmobile. This
truck-style vehicle will be fully equipped with mobile and static bookshelves, a wheelchair lift,
laptops, a mobile printer, 5G internet, and large-print books to ensure accessibility and
inclusion for all residents. Designed to deliver essential library services directly to
geographically isolated and underserved communities, the bookmobile will promote literacy,
learning, and digital inclusion.
The bookmobile will serve as a mobile library, providing books, internet access, mobile printing,
and educational programming during regular business hours, as well as evenings and weekends.
It will make approximately 8 stops weekly, targeting underserved areas, particularly in the
underserved southwestern and northern parts of the county. The bookmobile will circulate a
collection of about 1,300 items, including large-print materials, multilingual items, and
educational materials for children. It will also circulate 10 laptops, bridging the digital divide by
enabling access to online learning, job applications, and other digital resources.
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Programming will include early literacy initiatives such as storytime, STEAM activities, and take-
home STEAM kits to support educational growth among children. The bookmobile will also
promote digital literacy for seniors by providing hands-on training and access to technology.
These efforts aim to improve literacy rates for children and enhance digital skills for older
adults, addressing two critical community needs. Monthly programming is expected to serve
around 60-100 attendees, creating regular opportunities for community engagement and
enrichment.
To ensure the bookmobile has a meaningful impact, the library will partner with organizations
such as Partnership for Children, the YMCA, the Harnett County School System, and other
municipal and county agencies to determine high-impact stops. Factors such as the availability
of parking, distance from full-service library branches, concentration of underserved users, foot
traffic, and proximity to residential neighborhoods or areas of community interest (e.g.,
schools, churches, and community centers) will guide route planning.
By reaching approximately 66,500 residents—47% of the county’s population—who currently
lack equitable access to library services, the bookmobile will transform the delivery of library
resources in Harnett County. Through its collection, technology, and programming, the
bookmobile will empower residents with critical tools for education, technology, and personal
growth. Over time, this project is expected to result in measurable improvements in literacy,
digital inclusion, and overall quality of life, while fostering stronger community connections and
addressing systemic inequities.
Conceptual representation of possible bookmobile route schedule prioritizing locations in underserved areas.
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b.Rationale
The bookmobile was selected as the most effective solution to address the lack of library
services in underserved areas of Harnett County due to its cost-effectiveness, flexibility, and
ability to directly reach residents in need. Constructing additional library branches, while a
more permanent solution, would require significant financial investment and a lengthy timeline
to implement. For example, the estimated cost of opening a new library branch sufficient to
serve residents in the western part of the county is approximately $2.3 million. In contrast, the
total cost to launch a fully equipped bookmobile is estimated at $450,000 —a fraction of the
cost—making it a far more economical option. Additionally, building new branches may not
guarantee improved access for all underserved areas, especially given the rural and dispersed
population of Harnett County.
Other alternatives were also considered but deemed insufficient. Self -serve library lending
kiosks, for instance, could support material lending but would lack the critical benefits of staff
interaction, educational programming, and access to technology. Relying on community centers
or schools to host library services is also impractical, as these facilities are limited in number,
have restricted hours, and often lack the infrastructure necessary for robust library collections,
technology, and programming.
The bookmobile offers a flexible and scalable approach to addressing these gap s. It can deliver
essential library services—including educational programming, digital literacy support, and
access to books and technology—directly to rural and underserved areas, addressing critical
barriers such as geographic isolation, lack of public transportation, and mobility issues. This is
particularly important for the 13.7% of residents living in poverty, low-income families, and the
14.3% of senior citizens in the county who often rely on free library services. The bookmobile’s
mobility allows it to adjust routes and schedules based on community needs, ensuring
equitable service distribution and the ability to respond quickly to population growth or shifting
demand.
Moreover, the bookmobile’s design allows for scalability as community needs evo lve. Services
can be expanded by increasing the number of stops, extending operating hours, or growing its
collection to include additional materials such as large -print and multilingual books. The
bookmobile can also provide vital digital access, aligning with North Carolina’s statewide goals
for broadband access and digital equity. Equipped with wireless internet and laptops, the
bookmobile directly addresses the digital divide in areas with limited or no broadband access,
enabling residents to engage in online learning, apply for jobs, and access essential information.
The lower cost and greater flexibility of a bookmobile ensure that Harnett County residents can
access high-quality library services in a way that is sustainable, impactful, and equitable.
c.Costs
The primary cost for this project is the purchase of a truck-style bookmobile, priced at
$162,765, which includes a range of essential features to support the delivery of library
services. These features include:
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a radio/PA system for public announcements,
an awning for outdoor programming,
a personalized full-wrap vinyl exterior to promote visibility and branding,
an aluminum shelving system to house books and other materials
a wheelchair lift to ensure accessibility for all users,
a 5G wireless connectivity package to provide internet access at every stop ,
and safety equipment to support the well-being of staff and patrons.
In addition to the bookmobile itself, a leveling and stabilizing system will be purchased for
$8,355. This system ensures that the vehicle can safely and effectively operate in uneven or
rural terrain, allowing the library to serve a wide range of locations without concern for
stability.
To enhance security and protect the investment in the bookmobile and its resources, an audible
alarm system with magnetic door sensors will be installed at a cost of $3,845. This system will
safeguard the vehicle, its technology, and its collection while parked, ensuring the sustainabilit y
of the program.
Each of these costs directly supports the implementation of the bookmobile project by ensuring
that it is fully equipped, accessible, secure, and capable of meeting the diverse needs of the
community. The investment in these necessary components will enable the bookmobile to
effectively deliver literacy, technology, and programming resources to the underserved
populations of Harnett County, supporting the library’s mission to promote learning, digital
inclusion, and equitable access to resources.
d.Sustainability
The Harnett County Capital Improvement Program includes earmarked funding for the
bookmobile, covering both personnel and operational costs. Additionally, the Harnett County
Commissioners have approved ongoing funding in the county budget to sustain the program
beyond the grant period. This funding allocation accounts for all aspects of the bookmobile's
operation, including
salaries for staff
office and programming supplies
technology replacement (printer and computers every 4 years)
internet service
It also covers essential vehicle-related expenses, such as
fuel
parts
routine maintenance
cleaning
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By proactively including these sustainability items in the county budget, the library ensures that
the bookmobile remains fully operational and capable of meeting community needs well into
the future.
Regular assessments will guide future funding needs, allowing for adjustments as community
demand grows or equipment ages out. With this structured fina ncial support in place, the
bookmobile will continue to deliver impactful services to underserved areas of Harnett County
for years to come.
e.Partners
The Harnett County Public Library will collaborate with several key partners to ensure the
success and maximum impact of the bookmobile project. The Partnership for Children, the
Saleeby Family YMCA, the Harnett County School System, and other county and municipal
agencies will play an integral role in determining the bookmobile’s stops and ensuring services
are targeted to the communities with the greatest need.
The Partnership for Children will contribute its expertise in early childhood education by
helping identify underserved areas with a high concentration of young families and
children. This collaboration will also enhance the bookmobile’s ability to deliver early
literacy programs, and distribute educational resources that support the developmental
needs of children under five.
The Saleeby Family YMCA will play a pivotal role in expanding the reach of the
bookmobile’s services to families and individuals who participate in YMCA programs.
The YMCA will assist in identifying high-traffic community locations for bookmobile
stops and will collaborate on hosting literacy events, STEAM activities, and health and
wellness-related programming. This partnership will enhance the bookmobile’s impact
by integrating educational services with the YMCA’s strong community engagement
initiatives.
The Harnett County School System will support the project by sharing data on student
populations, identifying schools and neighborhoods with the highest need for access to
books and digital tools, and facilitating connections with families. The bookmobile will
visit schools to complement existing educational efforts by providing students with
access to books, programming, and technology, which will help address the county’s
below-average proficiency rates in End-of-Grade (EOG) and End-of-Course (EOC)
assessments.
County and municipal agencies will assist in identifying other high -priority areas for
bookmobile stops, such as senior centers, community hubs, and rural neighborhoods.
These agencies will also help evaluate stop viability, including factors like parking,
accessibility, and potential foot traffic, ensuring the bookmobile operates efficiently an d
effectively.
The project will benefit these partners by extending their reach and impact within the
community. For the Partnership for Children, the bookmobile provides an avenue to directly
connect with families in rural areas, advancing its mission to promote early literacy and
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childhood development. The Saleeby Family YMCA will see increased opportunities to support
family engagement and lifelong learning through collaborative programs with the bookmobile.
The Harnett County School System will benefit from enhanced access to library resources that
support educational outcomes and provide extracurricular learning opportunities for students.
County and municipal agencies will see a positive impact on the communities they serve, as the
bookmobile addresses critical issues like literacy, digital inclusion, and social connectivity.
By working together, these partnerships will ensure that the bookmobile becomes a
transformative resource, improving the quality of life for residents across Harnett County while
amplifying the missions and goals of each partnering organization.
6.EVALUATION
a.Outcomes/Outputs
The bookmobile project is designed to address the critical need s of underserved populations in
Harnett County, and its outcomes are anticipated to have a transformative impact on the
community. Key benefits include providing low-income families with access to free educational
materials, supporting children in improving their reading proficiency, and helping seniors
enhance their digital literacy skills. By delivering books, technology, and programming directly
to rural and isolated areas, the bookmobile will eliminate access barriers and promote lifelong
learning for all residents.
These outcomes align with Harnett County Government’s strategic goal of creating economic
opportunities for residents by fostering a better-educated population. By increasing literacy and
digital competency, the project will contribute to long-term community development and
economic resilience.
The bookmobile aims to register at least 400 new library cards in its first year, focusing on
underserved areas such as Barbecue, Johnsonville, Anderson Creek, Buckhorn, and Hectors
Creek. This initiative will significantly increase library awareness and engagement in
communities that have traditionally lacked access to library services. Additionally, the project is
expected to lead to a 3% increase in overall library circulation, serve at least 500 users per
month by the end of the first year, and increase participation in summer reading programs by
5%.
A 3% increase in program offerings (about 3-4 programs a month) is anticipated. The variety of
programming offered—such as early literacy events, STEAM activities, take-home kits, and
digital literacy workshops—will further expand the library’s impact. These activities will
encourage children’s engagement with science and technology, foster family involvement in
learning, and help close the digital divide for seniors and adults.
By focusing on areas with the greatest need, the bookmobile will reduce geographic isolation,
promote literacy, and contribute to higher educational attainment across the county. These
measurable outcomes ensure the project’s success in addressing the community’s critical
needs.
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b.Evaluation
The evaluation of the bookmobile project’s outcomes will be comprehensive, using both
quantitative and qualitative methods to ensure success and guide continuous improvement.
Several key metrics will be tracked to measure the impact of the project, including door counts
at bookmobile stops, the number of new library cards issued, circulation statistics, technology
use (such as laptops and mobile printing), and program counts and att endance. These statistics
will be monitored monthly and compared to the baseline data from underserved areas to
measure growth and engagement.
Patron surveys will also play a vital role in evaluating the bookmobile’s effectiveness. Surveys
will be distributed at regular intervals to gather feedback on the viability of stops and to
identify additional community needs. This feedback will help refine routes, programming, and
services to better serve the community.
Additionally, the library will utilize Project Outcome, a toolkit designed to help libraries
understand and share the impact of essential library services , to assess the impact of specific
programs, such as early literacy events for children and digital literacy workshops for seniors. By
leveraging this nationally recognized evaluation tool, the library will collect meaningful data on
program outcomes, including improvements in children’s readiness to read and seniors’ ability
to navigate digital tools. These evaluations will occur after each program, with aggregated data
analyzed quarterly to identify trends and areas for improvement.
The library will continuously use these evaluation methods to ensure the bookmobile is
meeting its goals of promoting literacy, learning, and digital inclusion. The data collected will
also be used to report on progress, justify future funding, and adapt services to the changing
needs of the community. By combining statistical analysis, patron feedb ack, and program-
specific evaluation tools, the library will maintain a clear understanding of the bookmobile’s
impact and ensure the long-term success of the project.
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SLNC Budget Form
Use the budget instructions to help categorize costs.
1.Salaries/Wages/Fringe
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2.Consultant Fees
Name of Consultant Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
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3.Travel, library staff only
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4.Supplies
Item
Group similar items together
by row
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5.Equipment
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6.Services
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7.Total Direct Costs
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8.Indirect Costs
The library chooses not to include Indirect Costs
The library chooses a rate not to exceed 10% of modified total Direct Costs (MTDC)
The library has a rate of ______% that has been negotiated with a federal agency.
Rate and Base Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
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9.Total Project Costs
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10. Matching Calculator
Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Budgeted Match Required Match Budgeted Match Required Match Budgeted Match Required Match
Match Amounts 10% or 25% 33% 50%
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LSTA Grant Timeline
Summarize project actions/activities along with responsible parties (include partners if applicable) for each month of the grant period. Include
significant project targets and milestones, outreach, and evaluation activities. Allow time for local institutional processes and grant deadlines.
Month Summary of project actions/activities Responsible Parties
July
August
September
October
Pg. 1
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Month Summary of project actions/activities Responsible Parties
November
December
January
February
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Month Summary of project actions/activities Responsible Parties
April
May
June
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(Note: This is for
closeout activities
only)
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September
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closeout activities
only)
Pg. 3
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2025-2026 LSTA Grant Application Certification
Library Name:
Project Title:
As required by 2 CFR 200.415(b) I certify to the best of my knowledge and belief that the
information provided herein is true, complete, and accurate. I am aware that the provision
of false, fictitious, or fraudulent information, or the omission of any material fact, may
subject me to criminal, civil, or administrative consequences including, but not limited to
violations of U.S. Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730
and 3801-3812.
__________________________________________ ___________________________
Signature Date
_________________________________________
Printed Name
Harnett County Public Library
Harnett Bookmobile
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Item 10
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LSTA Project Grant Application, 2025-2026 Harnett County Public Library
1. PROJECT TITLE
HCPL RFID Expansion
2. LENGTH OF PROJECT
One year
3. ABSTRACT
The Harnett County Public Library seeks to implement Radio Frequency Identification (RFID)
technology across its six branch libraries—Angier, Benhaven, Boone Trail, Coats, Dunn, and
Erwin—to enhance operational efficiency, improve collection management, and elevate the
patron experience. Building on the success of RFID at the Main Library, this project will include
the installation of RFID-enabled workstations, self-checkout machines, security gates, and
software, as well as tagging approximately 98,000 print items and 9,000 media items. RFID will
streamline checkout processes, improve catalog accuracy, reduce material loss, and provide
accurate patron traffic data to optimize scheduling and services. By automating routine tasks,
staff will have more time to dedicate to high-demand programs like STEM and digital literacy.
This project addresses challenges unique to branch libraries, including limited staffing and
service gaps, and supports the library’s mission to provide equitable access for Harnett County’s
growing and underserved communities.
4. LIBRARY USERS AND NEED
a. Potential Users
The Harnett County Public Library seeks funding for Radio Frequency Identification (RFID)
devices and services to expand this technology to its branch locations in Angier, Benhaven,
Boone Trail, Coats, Dunn, and Erwin. RFID is a technology that uses radio waves to wirelessly
transmit data between tags attached to items and RFID readers, enabling efficient t racking,
inventory management, and self-service transactions. While RFID has been successfully
implemented at the Main Library since 2021, this project aims to ensure equitable access to
enhanced library services across the county by bringing the same leve l of technological
innovation to its branch locations and their users.
Harnett County, located in a rural region along US 401 between Raleigh and Fayetteville, North
Carolina, has experienced significant growth, with its population increasing by 24% from 2010
to 2022. This rapid growth has positioned Harnett County as one of the fastest-growing
micropolitan areas in the country, creating greater demand for accessible and efficient library
services. Currently, 56% of the county’s library cardholders primarily use branch locations,
which serve as vital community hubs for rural, low-income, and underserved populations,
including seniors, individuals with disabilities, and families with young children.
By automating routine tasks such as checkout and inventory tracking, library staff will gain
valuable time to focus on developing and delivering extended services and programs tailored to
the specific needs of their communities. These programs may include STEM activities for
children and teens, technology literacy workshops for adults, and other educational and
recreational offerings designed to engage and empower patrons.
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This project will not only enhance the user experience but also reinforce the role of branch
libraries as essential resources for education, information, and community engagement. By
investing in RFID technology, Harnett County Public Library can ensure that all residents,
regardless of their location or socioeconomic status, have access to modern, efficient, and user -
friendly library services.
b. Need Statement
In today’s rapidly evolving technological landscape, automation and self-service are becoming
standard in everyday transactions. Patrons already process their own transactions at
supermarkets, restaurants, and retail stores. Implementing RFID technology and self -checkout
kiosks in branch libraries will provide patrons with similar privacy and convenience, enhancing
their experience and aligning the library system with modern technological standards. These
enhancements will support the library’s mission to remain a forward -thinking community
institution.
Branch libraries face significant challenges, including limited staff, difficulties balancing
programming and circulation desk duties, and long program waitlists. During the library
system’s recent strategic planning process, community members voiced frustration with
program accessibility and branch facilities, which they perceive as less robust than at the Main
Library. Furthermore, one the library’s strategic goals for 2024-2027 is to evolve library spaces,
including modernizing facilities to meet current and future user needs.
From July 2023 to June 2024, branch libraries hosted 872 programs, including storytimes, STEM
activities, book clubs, crafts, and digital literacy workshops. These programs play a vital role in
serving the diverse needs of the community, particularly in rural and underserved areas.
Additionally, branch libraries help narrow the digital divide by providing free internet access
and public computer stations, where patrons logged over 5,000 hours last year. However,
routine circulation processes significantly limit staff capacity to expand these services and
develop new programs. Implementing RFID technology will empower patrons to independently
check out materials, freeing staff to address program waitlists, offer personalized assistance,
and plan additional community-focused initiatives.
Further analysis highlights the need for improved collection management. Current systems
report over 1,500 items in branch catalogs as “missing,” not including materials that remain
unreported or misfiled. Staff and patrons experience frequent frustration when items marked
as “available” in the catalog cannot be located. This inefficiency leads to longer wait times for
requested items. RFID technology will address these issues by streamlining inventory tracking,
reducing misplaced items, and improving catalog reliability.
By addressing these challenges, RFID technology will modernize circulation processes, enhance
catalog accuracy, and enable staff to allocate more time to community engagement and
program development. This project will not only elevate the quality of library services but also
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meet the evolving needs of patrons across Harnett County’s branch libraries, fostering a more
equitable and efficient library experience for all.
5. PROJECT DESCRIPTION
a. Solution
Expanding RFID technology to the branch libraries will directly benefit library communities by
improving the efficiency, accessibility, and quality of services. Requested funds will be used to
purchase products and services that are essential to this initiative, including:
RFID tags for approximately 98,000 print items and 9,000 DVD and audio items
RFID readers for staff workstations
Self-checkout stations for patrons
RFID-enabled security gates for all patron exit points
Key benefits of these acquisitions include:
Self-Checkout Machines: RFID-enabled self-checkout machines will streamline the
borrowing process, reducing wait times and providing patrons with greater
independence and privacy when checking out materials. Self-checkout stations can
also detect and process multiple items simultaneously, eliminating the need for
individual barcode scanning. This innovation will significantly reduce or eliminate
wait times during peak hours, such as before and after programs and storytimes,
when branch circulation desks with only 1-2 staff members are frequently
overwhelmed. Patrons who use self-checkout will benefit from a faster, more
private transaction process, making it easier to check out sensitive materials
securely.
Improved Inventory Management: In addition to improving the checkout process,
RFID technology will integrate with advanced collection management tools to
improve catalog accuracy and resource availability. The Main Library’s RFID-enabled
shelf management device has demonstrated success in identifying misshelved,
missing, claims returned, and lost items without requiring manual shelf checks.
Extending RFID technology to branch libraries will enable system -wide use of this
device, streamlining the process of locating and managing materials.
Enhanced Security: RFID security gates will help protect library resources by
identifying items that have not been properly checked out, reducing material loss
and preserving resources for community use.
Additionally, the reduction in time spent on routine circulation tasks will free up branch s taff to
focus on expanding and enhancing library programs and services. Branch libraries already host
a variety of high-demand programs, including STEM activities for children and teens, technology
literacy workshops for adults, storytimes, and book clubs. By reallocating staff time and
resources, the library system aims to increase program offerings.
Project targets include:
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LSTA Project Grant Application, 2025-2026 Harnett County Public Library
Improved patron experience: Increased satisfaction with faster, more private self -
checkout options
Reduced wait times: Faster service for patrons requiring staff assistance
Enhanced collection accuracy: Reduction in misplaced items and items marked as
“missing” in the catalog
Expanded programming: A 10% increase in STEM and technology literacy programs
Increased engagement: A 10% increase in program attendance overall
By addressing current challenges and meeting community needs, this project will modernize
branch library operations, improve service quality, and strengthen the role of libraries as
essential community hubs for education, innovation, and engagement.
b. Rationale
It is well-established that RFID implementation supports and improves checkout satisfaction,
catalog accuracy, and time management in public libraries. The National Information Standards
Organization RFID Revision Working Group highlights several key benefits of RFID adoption,
including:
• Reduction of staff manual processes, errors, and repetitive motion
• Enhanced customer experience through fast and private self-checkouts
• Reduction of staff and patron time spent in finding items
• Integrated security functionality
The branches’ current procedures for item check-in/out and inventory involve manually
handling items and scanning barcodes on the back of each item. This process is labor -intensive,
time-consuming, and prone to errors due to barcode misalignment or mis-scanning. These
inefficiencies contribute to misplaced materials and patron frustration.
RFID technology offers a transformative solution. RFID readers at staff workstations and patron
self-checkout terminals can process multiple items from a stack simultaneously, eliminating the
need to handle individual items and align barcodes precisely. This capability improves
transaction speed and reduces staff workload, enabling them to focus on more critical tasks l ike
planning programs and assisting patrons.
RFID-enabled gates provide a reliable method for tracking items as they exit the library. Unlike
other security technologies, RFID is uniquely capable of reporting when a non -checked-out item
is accidentally or intentionally removed. These gates can identify and analyze multiple tagged
items as patrons pass through. If an item is detected in any status other than “checked out,”
visible and audible alarms are activated, and staff are notified. This system reduces material
loss, improves catalog accuracy, and ensures that library resources remain accessible to the
community.
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LSTA Project Grant Application, 2025-2026 Harnett County Public Library
The success of RFID at the Main Library underscores its potential impact system -wide. Since its
implementation:
• Workflow efficiency has improved, with 51,865 self-checkouts (30% of all checkouts)
processed from June 2023 to July 2024.
• Collection management has been enhanced, leading to a 95% reduction in “claims
returned” items (127 fewer items as of January 2025 compared to August 2020).
• Material loss has been significantly reduced, with 899 fewer lost items (a 12% reduction)
and 2,473 fewer missing items (a 67% reduction). RFID also helped ensure the secure
recovery of over 1,700 items that were not properly checked out last year.
RFID gates also provide a more reliable and functional method for tracking patron foot traffic.
Current door count methods in branch libraries are low-tech and limit the library’s ability to
analyze patron traffic accurately. With RFID-enabled gates and accompanying software, branch
libraries will gain precise data on incoming and outgoing traffic. These gates will report and
analyze hourly, daily, weekly, monthly, and yearly door counts. This data will allow the library to
identify peak traffic periods, optimize staffing, and better align services with patron demand.
This project will significantly enhance operational efficiency, catalog reliability, and the overall
patron experience while enabling data-driven decision-making. Building on the success of the
Main Library’s RFID implementation, the branches will benefit from streamlined workflows,
reduced material loss, and improved patron satisfaction. This initiative ensures that library
resources are optimized to meet the community’s evolving needs effectively and sustainably.
c. Costs
The costs outlined for this project directly support its goal of implementing RFID technology
across six branch libraries. Below is a narrative that explains the necessity and relevance of
these costs in achieving the project objectives:
• Supplies
o RFID readers (workstations): 11 RFID readers will be purchased at $895 each for
circulation desk workstations across all branch libraries. These devices are
essential for processing transactions efficiently by enabling staff to check in and
out multiple items simultaneously. By reducing the time and effort spent
scanning individual barcodes, these readers free up staff to focus on other
critical responsibilities, such as assisting patrons and planning programs.
o RFID tags: The costs for tags are necessary to equip the entire branch library
system for RFID operations and are competitively priced based on market
standards.
Square tags for books, magazines and kits: 80 rolls of RFID square tags
(2,000 per roll) will be purchased at $249 per roll. These tags are
fundamental to RFID implementation, allowing books, magazines, and
kits to be processed seamlessly at self-checkout stations and
workstations. Allocation based on branch collection sizes will ensure
equitable distribution and optimal use.
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HCPL RFID Expansion Page 6 | 8
LSTA Project Grant Application, 2025-2026 Harnett County Public Library
Disk tags for CDs and DVDs: 6 rolls of RFID disk tags (1,000 per roll) will be
purchased at $359 per roll to tag audiovisual materials. Like the square
tags, these are vital for enabling RFID functionality in media collect ions.
The tagging process will ensure that all library materials are compatible
with the new technology, streamlining transactions and inventory
management.
• Equipment
o RFID-enabled self-checkout machines: 6 self-checkout machines will be
purchased at $7,692 each, one for each branch. These machines empower
patrons to check out materials independently, reducing wait times and
improving transaction privacy. They address current challenges with limited staff
availability at branches and align with the project’s goal of enhancing the patron
experience.
o RFID-enabled security gates: 6 security gates will be purchased at $8,192 each,
one set for each library. These gates are essential for protecting library
collections by detecting items that have not been properly che cked out. They
also provide reliable patron traffic data, which can be analyzed to optimize
library operations and resource allocation.
• Services
o Security gate software licenses: 6 licenses for gate software will be purchased at
$553 each, one per library. The software ensures seamless integration between
the gates and the RFID system, enabling real-time alerts and reporting. These
licenses are critical for the effective operation of the security gates and support
the broader goals of catalog accuracy and material security.
o Shipping costs: A shipping cost of $7,475 will cover the delivery of all equipment
and supplies to the branch locations. This cost is necessary to ensure that all
components are delivered securely and promptly to each library, facilitating
timely implementation.
Each cost item in this budget is integral to the successful implementation of RFID technology
across the branch libraries. The costs are reasonable given the scope and scale of the project,
and they align with industry standards for RFID equipment and supplies.
d. Sustainability
The Harnett County Board of Commissioners has demonstrated strong support for the library’s
technology initiatives by approving funding for RFID implementation as part of the county’s
Capital Improvement Projects. A total of $33,454 will be requested to match this grant for
FY2025, and ongoing costs associated with this project have been planned for and will be
incorporated into future budgets.
The long-term sustainability of this project is ensured through careful planning and allocation of
resources for key components such as tagging new items, software subscriptions, equipment
maintenance and replacement, and ongoing staff training.
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LSTA Project Grant Application, 2025-2026 Harnett County Public Library
• Tagging new items: To maintain the integrity of the RFID system, all new items added to
the branch collections must be tagged. Based on current budget projections, branch
libraries are expected to add approximately 13,500 items annually. With RFID tag costs
varying by type, it is estimated that the library will spend roughly $2,000 per year on
branch tagging supplies. This cost has been accounted for within the library’s collection
budget to ensure continuity.
• Software subscriptions and equipment maintenance: The RFID-enabled gates require an
annual gate reporting software license, with a renewal cost of approximately $553 per
library. Maintenance and service for the RFID equipment will be free during the first
year of the project and are anticipated to increase by about 3% annually starting in the
second year. These recurring costs will be funded through the library’s designated
technology budget, which also includes provisions for future equipment upgrades and
replacements. This ensures that all hardware and software remain functional and up-to-
date as technology advances or equipment ages.
• Staff training and support: Ongoing staff training is a critical component of this project’s
sustainability. Main Library staff will provide comprehensive training to branch staff on
RFID procedures, ensuring they are equipped to manage the system effectively. Training
will be updated regularly to reflect any changes in processes, equipment, or software.
This sustainability plan reflects a proactive and structured approach to maintaining the RFID
system well beyond its initial implementation. By securing adequate funding, planning for
recurring expenses, and investing in staff training, the Harnett County Public Library w ill ensure
that the RFID system remains a vital tool for improving operational efficiency, catalog accuracy,
and patron satisfaction for years to come.
e. Partners
The library will partner with Harnett County IT and Public Buildings to ensure that network
access points, conduits, and electrical considerations are prepared for device installation. The
library will continue to work closely with IT as ongoing technical needs arise.
6. EVALUATION
The library will use quantitative and qualitative methods to measure the success of this project,
and to track progress towards project goals.
a. Outcomes and Outputs
Project outcomes are centered around 3 primary goals: enhance customer service, improve
inventory accuracy, and increase programming. Specific outcomes include:
1. Increase patron satisfaction with the checkout process (customer service)
2. Increase patron satisfaction with catalog accuracy (customer service)
3. Increase patron satisfaction with staff accessibility (customer service)
4. Reduce patron time spent waiting for staff assistance (customer service)
5. Fewer misplaced and inaccurately marked items (inventory accuracy)
6. Increase programs numbers, especially in STEM and technology by 10% or more
(programming)
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HCPL RFID Expansion Page 8 | 8
LSTA Project Grant Application, 2025-2026 Harnett County Public Library
7. Increase program attendance overall by 10% or more (programming)
b. Evaluation
Outcomes will be measured as described below:
Outcome/Output
Data Collection Method
(to be collected before and after
implementation for comparison)
Indicator(s)
Increased patron satisfaction with
Library’s checkout processes
Patron Satisfaction Surveys Higher overall reported satisfaction
rating
Increased patron satisfaction with
catalog accuracy
Patron Satisfaction Surveys Higher overall reported satisfaction
rating
Increased patron satisfaction with
staff accessibility
Patron Satisfaction Survey Higher overall reported satisfaction
rating
Reduced patron time spent waiting
for staff assistance
Staff tally Fewer instances of patrons waiting
in line for assistance
Fewer misplaced items Inventory reports Fewer items marked “missing,”
“claims returned,” and/or “lost”
Increased program numbers,
especially in STEM and technology
Program reports 10% increase or more in completed
programs
Increase program attendance
overall
Program reports 10% increase or more in total
program attendance
In addition to measurable outputs, the Library will also solicit patron feedback in the form
of open-ended questions on both the Pre and Post -RFID Implementation Surveys. Questions
will give patrons the option to expand on their satisfactions ratings and provide the library
with a more detailed explanation of their survey responses.
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SLNC Budget Form
Use the budget instructions to help categorize costs.
1.Salaries/Wages/Fringe
Title of Position and FTE Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Subtotal
2.Consultant Fees
Name of Consultant Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Subtotal
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3.Travel, library staff only
To/From and Purpose Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Subtotal
4.Supplies
Item
Group similar items together
by row
Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Subtotal
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5.Equipment
Item Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
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Total
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Subtotal
6.Services
Name of Provider Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
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Total
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Subtotal
7.Total Direct Costs
Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
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Funds
Total
Funds
Matching
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Total
Funds
Matching
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Total
Funds
Subtotals (1-7)
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8.Indirect Costs
The library chooses not to include Indirect Costs
The library chooses a rate not to exceed 10% of modified total Direct Costs (MTDC)
The library has a rate of ______% that has been negotiated with a federal agency.
Rate and Base Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Indirect Costs Subtotal
9.Total Project Costs
Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Matching
Funds
LSTA
Funds
Total
Funds
Total Costs (7+8)
10. Matching Calculator
Year 1 Year 2 (Project Grant only) Year 3 (Project Grant only)
Budgeted Match Required Match Budgeted Match Required Match Budgeted Match Required Match
Match Amounts 10% or 25% 33% 50%
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LSTA Grant Timeline
Summarize project actions/activities along with responsible parties (include partners if applicable) for each month of the grant period. Include
significant project targets and milestones, outreach, and evaluation activities. Allow time for local institutional processes and grant deadlines.
Month Summary of project actions/activities Responsible Parties
July
August
September
October
Pg. 1
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Month Summary of project actions/activities Responsible Parties
November
December
January
February
March
Pg. 2
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Month Summary of project actions/activities Responsible Parties
April
May
June
July
(Note: This is for
closeout activities
only)
August &
September
(Note: This is for
closeout activities
only)
Pg. 3
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2025-2026 LSTA Grant Application Certification
Library Name:
Project Title:
As required by 2 CFR 200.415(b) I certify to the best of my knowledge and belief that the
information provided herein is true, complete, and accurate. I am aware that the provision
of false, fictitious, or fraudulent information, or the omission of any material fact, may
subject me to criminal, civil, or administrative consequences including, but not limited to
violations of U.S. Code Title 18, Sections 2, 1001, 1343 and Title 31, Sections 3729-3730
and 3801-3812.
__________________________________________ ___________________________
Signature Date
_________________________________________
Printed Name
Harnett County Public Library
HCPL RFID Expansion
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Board Meeting
Agenda Item
MEETING DATE: February 11, 2025
TO: HARNETT COUNTY BOARD OF COMMISIONERS
SUBJECT: Approval of a contract with Bionomics for sludge lagoon biosolids removal services in conjunction with the North Harnett Wastewater Treatment Plant Upgrade project
REQUESTED BY: Seann Byrd, HRW Interim Director
REQUEST:
This is a formal request for the Board to approve a biosolids removal
contract with Bionomics. This contract will allow Bionomics to remove
biosolids from the sludge lagoon so that the construction of the water
filtration modules can commence in the NHWWTP Upgrade project.
Attached is the contract for services.
Please place this item on the agenda at the next available meeting.
FINANCE OFFICERS RECOMMENDATION:
Insert text here.
COUNTY MANAGERS RECOMMENDATION:
Item 11
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Item 12
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Item 14
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FY2025 QUARTER 2 TEAM HARNETT PERFORMANCE MANAGEMENT PLAN UPDATE
February 11, 2025
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Status of Key Strategic Actions and Critical Projects for 2nd Quarter FY 2025
•For FY2025, 42 Key Strategic Actions (11 new as of July 1, 2024) and Other Strategic Actions directly related to Harnett County Strategic Plan will be reviewed
•Status as of September 30, 2024, Quarter 1:
24% are pending action
64% are In-Process
12% are Completed
•Status as of December 31, 2024, Quarter 2:
21% are pending action
62% are In-Process
17% are Completed
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Progress and Next Steps
TEAM Harnett maintained its focus on implementing the newly adopted Key Strategic Actions and specific efforts included:
•Preparing action plans to identify items in the Strategic Plan
•Engaging with vendors to explore software solutions for automating Strategic Plan and Performance Management date
•Finalize necessary information to include software subscription costs in upcoming budget to maintain a streamlined and transparent performance management process
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Questions?
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MEMORANDUM
Date: February 11, 2025
To: Harnett County Board of Commissioners
Through: Brent Trout, County Manager
From: Mike Morrow, Assistant County Manager
Subject: 2nd Quarter FY2025 TEAM Harnett Performance Management Report
As directed by the Board of Commissioners, we have prepared an update on the TEAM Harnett
Performance Management Plan for the second quarter of Fiscal Year 2025. The full 2nd Quarter
FY2025 TEAM Harnett Performance Management report is attached for your review. Below is a
summary of the key findings and updates for the quarter:
Key Performance Highlights
Scope of Review: TEAM Harnett is monitoring forty-two (42) Key Strategic Actions and
Other Strategic Actions directly tied to the Harnett County Strategic Plan.
Action Item Status (as of September 30, 2024):
o 24% are pending action
o 64% are In-Process
o 12% are Completed
Action Item Status (as of December 31, 2024)
o 21% are pending action
o 62% are In-Process
o 17% are Completed
Progress and Initiatives
During the second quarter, TEAM Harnett maintained its focus on implementing the newly
adopted Key Strategic Actions established by the Board of Commissioners for FY2025. Specific
efforts included:
Preparing actionable plans to address upcoming items identified in the Strategic Plan.
Engaging with vendors to explore software solutions for automating Strategic Plan and
Performance Management data. The proposed system would allow staff and residents to
access performance information via our website, enhancing transparency and public
engagement.
Next Steps
As we transition into the third quarter, staff will finalize the necessary information to include
the software subscription costs in the upcoming budget. This step is essential to
implementing the proposed system and ensuring a streamlined and transparent
performance management process.
If you have any questions or require further details regarding this report, please do not hesitate
to contact me directly.
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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 12/31/24
County Manager/Superintendent– 1
Harnett County Schools Finance/County Finance & Budget- 3
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 Complete
Davenport 12/10/2024 Present current education debt affordability plan to Board of
Commissioners
Complete
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 In process
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 2025 Complete
Human Resources
Director 11/28/2022
RFP issued Complete
Human Resources
Director 4/30/2023
Consultant to complete the study 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 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
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
Status Update FY 2024
1
2.2.1: Develop, and implement a holistic
performance management program
Key Strategic
Action
2
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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 7/1/2025
Develop scope of work RPI Finalize scope and RFP process
County Manager's office 3/31/2025
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.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
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
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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
12/1/2024
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
Complete
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
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
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
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
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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 3/31/2025
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 021125 ws Pg. 186
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 Complete
Development Services
Director
Revise draft plan Complete
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. 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
Provide education and resources to
citizens to promote conservation of
working farmland and stewardship of
natural resources
Other Strategic
Action
3
Assess landfill airspace capacity along with
assuring appropriate, adequate coverage
and availability of convenient sites for
disposal services to meet the needs of the
citizens
Other Strategic
Action
3
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
HCBOC 021125 ws Pg. 187
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.
4.4.3: 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
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
4.4.1: 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
HCBOC 021125 ws Pg. 188
Steve Ward/MBD
Consulting 4/30/2023
Submit plans for NCDEQ In process
Steve Ward/MBD
Consulting 5/3/2024
Receive authorization to Construct (ATC) permit In process
Steve Ward/MBD
Consulting 8/27/2024
Advertise and Bid Project Pump station portion only bid; not advising award as of this date;
probably re-bid of both construction portions
6/30/2026
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 In process.
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
In process.
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.
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
4.4.4 Plan water and wastewater
infrastructure to direct and attract
residential, commercial and industrial
growth toward targeted areas
Key Strategic
Action
4
HCBOC 021125 ws Pg. 189
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 021125 ws Pg. 190
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 December 31, 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 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 021125 ws Pg. 191
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 12/31/24
County Manager/Superintendent – 1
Harnett County Schools/County Finance
& Budget- 3
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 021125 ws Pg. 192
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 December 31, 2024
Goal 1: Superior Education
Objective 1.2: Maintain a long-term funding
plan for capital needs
$10,000 for contract
Staff Assigned: County
Administration
Board Key Strategic
Action
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 can 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 021125 ws Pg. 193
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31,2024
1 Consultant updating
education debt
affordability plan
11/1/24 12/10/24 Davenport Complete
2 Present current education
debt affordability plan to
Board of Commissioners
11/1/24 12/10/24 Davenport Complete
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 021125 ws Pg. 194
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 December 31, 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 021125 ws Pg. 195
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 196
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 December 31, 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 discuss
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 021125 ws Pg. 197
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 198
Key Strategic Action 1.4.1: Adopt Legislative Priorities for CY 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 December 31, 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 CY 2025
Legislative Priorities
meeting with Board of
Commissioners in
December 2024.
Project Description (Scope Statement):
Each year, County Commissioners develop a list of
legislative priorities to discuss with our state and federal
legislative representatives to continue to support our
citizens' needs.
Community Outcomes (Performance Results):
•Harnett County has an adopted state legislative
agenda that advocates for increased funding for
schools. (lead measure - Key Performance Indicator)
•% increase of funding for Harnett County Schools (lag
measure – Key Performance Indicator)
HCBOC 021125 ws Pg. 199
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Adopted Legislative
Priorities for 2025
January 2025 January 2025 Brent Trout Complete
2 Develop Legislative
Priorities for 2025
January 2025 January 2025 Brent Trout Complete
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 CY 2025 that includes advocacy
for increased funding for schools
Project Sponsor:
Board of Commissioners
HCBOC 021125 ws Pg. 200
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 December 31, 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 021125 ws Pg. 201
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 202
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 December 31, 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 021125 ws Pg. 203
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 204
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 December 31, 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. Business Plan
implementation is complete.
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 021125 ws Pg. 205
6
Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of December 31, 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 021125 ws Pg. 206
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 December 31, 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 021125 ws Pg. 207
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 208
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 December 31, 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 021125 ws Pg. 209
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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. Ongoing.
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 021125 ws Pg. 210
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 December 31, 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 021125 ws Pg. 211
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Outreach to firm for
information and conduct
research
July 2023 December 31,
2024
County Manager Confirm Performance Plan and RPI
project scope. Form RPI Team
2 Develop Scope of Work RPI February 2025 July 2025 County Manager Finalize Scope and RFP Process
3 Select Vendor County Manager Include budget for FY 2026
4 Launch July 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 021125 ws Pg. 212
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 December 31, 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 021125 ws Pg. 213
14
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 214
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 December 31, 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 CY 25: 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 021125 ws Pg. 215
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 021125 ws Pg. 216
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 December 31, 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 021125 ws Pg. 217
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 218
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 December 31,
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 021125 ws Pg. 219
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 021125 ws Pg. 220
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 December 31,
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 021125 ws Pg. 221
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 021125 ws Pg. 222
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 December 31,
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 021125 ws Pg. 223
10
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as of December 31, 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
Complete.
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 funding approved.
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 021125 ws Pg. 224
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 December 31, 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 021125 ws Pg. 225
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 021125 ws Pg. 226
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 December 31, 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 021125 ws Pg. 227
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 03/31/25 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 021125 ws Pg. 228
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 December 31, 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 021125 ws Pg. 229
16
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 021125 ws Pg. 230
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 December 31, 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 021125 ws Pg. 231
18
Action Item or Task Start
Date
Completion
Date
Person
Responsible
Action Item Update as
of December 31, 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 021125 ws Pg. 232
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 December 31, 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 021125 ws Pg. 233
20
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of December 31,
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 021125 ws Pg. 234
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 December 31, 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 021125 ws Pg. 235
22
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as
of December 31, 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 021125 ws Pg. 236
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 December 31, 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 021125 ws Pg. 237
24
Action Item or Task Start Date Completion
Date
Person Responsible Action Item Update as of December 31 , 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 021125 ws Pg. 238
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
December 31, 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 021125 ws Pg. 239
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 December 31, 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 021125 ws Pg. 240
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
December 31, 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 021125 ws Pg. 241
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 December 31, 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 021125 ws Pg. 242
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 December 31,2024
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 021125 ws Pg. 243
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Review and update
existing economic
development incentive
guidelines
Fall 2023 Spring 2025 Economic
Development Di
rector
In process.
2 Outline and streamline
development process
Spring 2024 Fall 2024 Development
Services Director
Not started yet
3
4
Project Leader:
Economic Development 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 021125 ws Pg. 244
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 December 31, 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 021125 ws Pg. 245
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 246
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 December 31, 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 021125 ws Pg. 247
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Meet with stakeholders Complete
2 Revise draft plan Complete
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 021125 ws Pg. 248
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 December 31, 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 021125 ws Pg. 249
8
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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
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
Project Leader:
Economic Development Director &
Development Services Director
Project Team, Stakeholders and Collaborators:
Economic Development, Development Services, Retail Strategies, Property
owners HCBOC 021125 ws Pg. 250
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 December 31, 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 021125 ws Pg. 251
10
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 252
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 December 31, 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 021125 ws Pg. 253
12
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 254
13
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 255
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 December 31, 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 021125 ws Pg. 256
15
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 257
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 December 31, 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?
In process.
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 021125 ws Pg. 258
17
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Phase 1 Existing Conditions
Analysis
In process
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 021125 ws Pg. 259
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 December 31, 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 021125 ws Pg. 260
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Submit plans for NCDEQ Sept 2022 April 30.
2023
HRW Director
MBD Consulting
Complete
2 Rcv. Authorization to
Construct (ATC) permit
Sept 2022 May 3, 2024 HRW Director
MBD Consulting
Complete
3 Advertise & Bid Project May 2024 August 27,
2024
HRW Director
MBD Consulting
Pump station portion only bid: not
advising award as of this date:
probable re-bid of both
construction portions projected FY
qtr 2 2025
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 021125 ws Pg. 261
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 December 31, 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 021125 ws Pg. 262
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 2024
1 Phase 1 HRJ Director Pending
2 Phase 2 HRJ Director Pending
3 Phase 3 HRJ Director Pending
4
Project Leader:
HRJ Director
Project Team, Stakeholders and Collaborators:
Key Strategic Action 4.5.1: Complete the Jetport Runway
HCBOC 021125 ws Pg. 263
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 December 31, 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 021125 ws Pg. 264
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 265
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 December 31, 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 021125 ws Pg. 266
2
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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 021125 ws Pg. 267
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 December 31, 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 021125 ws Pg. 268
4
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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
In process
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 021125 ws Pg. 269
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 December 31, 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 021125 ws Pg. 270
6
Action Item or Task Start Date Completion
Date
Person
Responsible
Action Item Update as of
December 31, 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, January 2025
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 021125 ws Pg. 271
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 December 31, 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 021125 ws Pg. 272
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 December 31, 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 021125 ws Pg. 273
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,
capital projects, and other
initiatives
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 To have proper policies and regulation to
govern the school district's operations
County Manager, Dept
Heads
County Manager, Dept
Heads
County Manager YesGoal 1: Superior EducationFY 2025 Harnett County Strategic Performance Scorecard
HCBOC 021125 ws Pg. 274
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
internal processes
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 25.
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 25.
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 25.
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 25.
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 25.
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 requests2.4.2 % 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 021125 ws Pg. 275
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
resources and greenways
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 021125 ws Pg. 276
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 CommunityHCBOC 021125 ws Pg. 277
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 021125 ws Pg. 278
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 021125 ws Pg. 279
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 021125 ws Pg. 280
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 CitizensHCBOC 021125 ws Pg. 281
TEAM Harnett Performance Management -KSA/OSA At A Glance Information
TEAM QTR 3 2023 QTR 4 2023 QTR 1 2024 QTR 2 2024 QTR 3 2024 QTR 4 2024 QTR 1 2025 QTR 2 2025 QTR 1 2025 QTR 1 2025
TEAM 1
Pending 0 0 0 0 0 0 0 0
In-Process 2 1 4 4 2 0 5 3
Completed 4 5 1 1 3 5 0 2
TOTALS 6 6 5 5 5 5 5 5
TEAM 2
Pending 4 4 2 2 2 2 3 3
In-Process 4 2 6 6 5 4 3 3
Completed 4 6 0 0 1 2 1 1
TOTALS 12 12 8 8 8 8 7 7
TEAM 3
Pending 6 5 1 1 1 0 3 3
In-Process 1 1 5 5 5 6 10 10
Completed 1 2 1 1 1 1 1 1
TOTALS 8 8 7 7 7 7 14 14
TEAM 4
Pending 5 4 2 1 1 0 3 3
In-Process 1 2 4 5 4 4 7 7
Completed 0 0 0 0 1 2 1 1
TOTALS 6 6 6 6 6 6 11 11
TEAM 5
Pending 0 0 0 0 0 0 1 0
In-Process 1 1 2 2 2 0 2 3
Completed 4 4 3 3 3 5 2 2
TOTALS 5 5 5 5 5 5 5 5
TEAM TOTALS
Pending 15 13 5 4 4 2 10 9
In-Process 9 7 21 22 18 14 27 26
Completed 13 17 5 5 9 15 5 7
TOTALS 37 37 31 31 31 31 42 42
PERCENTAGES
Pending 41%35%16%13%13%6%24%21%
In-Process 24%19%68%71%58%46%64%62%
Completed 35%46%16%16%29%48%12%17%
TOTALS 100%100%100%100%100%100%100%100%
HCBOC 021125 ws Pg. 282