HomeMy WebLinkAboutHarnett_Horizons_Comp_Plan_DRAFT_02_18_2025_reducedCOMPREHENSIVE PLAN
HARNETT
Horizons 2040
Draft Date: February 7, 2025
2 |
COUNTY ADMINISTRATION
Brent Trout - County Manager
Coley Price - Deputy County Manager
Mike Morrow - Assistant County
Manager
Lisa McFadden - Budget Director
Desiree Patrick - Community
Relations Director
Melissa Capps - Clerk to the Board
COUNTY COMMISSIONERS
William Morris - Chair
W. Brooks Matthews - Vice-Chair
Barbara McKoy
Lewis Weatherspoon
Matthew Nicol
PLANNING BOARD
Ricky Day
Rose Ferguson
Stanley K. Price
Teresa Ratliff
Scott Tart
Matthew Tucker
Donna “Kathy” Wood
PLANNING DEPARTMENT STAFF
Mark Locklear - Director of
Development Services
Teresa Byrd - Board Clerk
Jay Sikes - Assistant Director of
Development Services
Randy Baker - Assistant Manager of
Planning Services
Kyle Holder - Compliance Officer
Meade Bradshaw III - Senior Planner
Sarah Arbour - Planner II
Emma Harris - Planner I
Theresa Jones - Planning Technician
CONSULTANTS
Planning consulting services
provided by:
Stewart
City Collective
LJB
ACKNOWLEDGMENTS
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STEERING COMMITTEE
Barry Blevins - HARTS
Landon Chandler - Town of Lillington
Planning Director
Hillary Crawford - Engineer for
Jetport
Carl Davis - Director of Parks and
Recreation
Greg Frank - Jetport Director
Phyllis Godwin - Harnett County
Partnership of Economic
Development Chair
Tim Gruebel - Engineer for Jetport
Chris Hawk - GIS Systems
Administrator
Richie Hines - NCDOT Division 6
Regional Office
Nick Holcomb - Town of Coats Town
Manager
Jeffrey Jones - Town of Angier
Planning Director
Lynn Lambert - Harnett County Soil
and Water Conservation District
Mark Locklear - Director of
Development Services
Glenn McFadden - Public Utilities
Assistant Director
Jerry Milton - Harnett County Jetport
Board
Desiree Patrick - Community
Relations Director
Brian Parrish - NC Cooperative
Extension
Shelby Powell - Assistant Director for
CAMPO
Coley Price - Deputy County Manager
Chris Prince - Fire Department Chief
Jay Sikes - Assistant Director of
Development Services / Manager of
Planning Services
Angie Stewart - Economic
Development Planner
Larry Smith - Emergency Services
Director
Brent Trout - County Manager
Steve Ward - Public Utilities Director
Clint Williams - GIS
4 |
SPECIAL THANKS
Special thanks to the citizens of
Harnett County who participated in
this planning process through taking
the survey and attending stakeholder
interviews and public meetings. Also,
thank you to the Steering Committee
members for their guidance
throughout the planning process.
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Table of Contents
1 - Introduction . . . . . . . . . . . . . . . . . . . . . . . . .6
Overview . . . . . . . . . . . . . . . . . . . . . . . . . 8
What is a Comprehensive Plan? . . . . . . . . . . . . . .10
Plan Elements and Organization . . . . . . . . . . . . .11
2 - Analysis & Input . . . . . . . . . . . . . . . . . . . . . .12
Demographics . . . . . . . . . . . . . . . . . . . . . . .14
Issues and Opportunities . . . . . . . . . . . . . . . . .16
Public Engagement . . . . . . . . . . . . . . . . . . . .18
Project Website and Survey . . . . . . . . . . . . . . . .22
Vision and Goals . . . . . . . . . . . . . . . . . . . . . .28
3 - Plan Elements . . . . . . . . . . . . . . . . . . . . . . . . 30
Land Use . . . . . . . . . . . . . . . . . . . . . . . . . .32
Housing . . . . . . . . . . . . . . . . . . . . . . . . . .54
Agriculture and Natural Resources . . . . . . . . . . . .60
Parks and Greenways . . . . . . . . . . . . . . . . . . .72
Economic Development . . . . . . . . . . . . . . . . . .78
Transportation . . . . . . . . . . . . . . . . . . . . . .86
Jetport . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Infrastructure and Services . . . . . . . . . . . . . . . 106
4 - Action Plan . . . . . . . . . . . . . . . . . . . . . . . .112
5 - Appendix . . . . . . . . . . . . . . . . . . . . . . . . .124
Village Design Guide . . . . . . . . . . . . . . . . . . . .xx
Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . .xx
Survey Results . . . . . . . . . . . . . . . . . . . . . . .xx
Public Meeting Summary . . . . . . . . . . . . . . . . .xx
6 | : Acknowledgments6
7
INTRODUCTION
8 | Introduction: Project Background
PROJECT BACKGROUND
Overview
A Comprehensive Plan outlines a
community’s vision for its future, as well
as policies and recommendations for
achieving that vision. It guides land use
policy, funding, resource decisions, and
infrastructure investment for Harnett
County, its staff, and coordinated efforts
with municipalities. The Plan is created
through a community planning process that
prioritizes public engagement to capture
the shared vision for Harnett County.
This Comprehensive Plan serves as an
update to the 2015 Grow Harnett County
Comprehensive Growth Plan. It incorporates
recommendations from existing planning
documents and strategically plans for the
future. The Plan defines a framework for
land use and development in different parts
of the county and addresses other priorities
including housing, economic development
and natural resource protection.
PROCESS
This process was completed in three phases,
these phases include:
Phase I Project Initiation & Analysis-
The first exploratory phase included
a tour of the community, mapping
and demographic analysis, meetings
with the Planning Board, Board of
Commissioners, staff coordination, and
stakeholder interviews.
Phase II Visioning & Plan Development
- This phase began with a significant
amount of community engagement
including a community survey and public
workshops, Input received led to the
creation of a vision and goals, future
land use map, policy recommendations
and a draft plan.
Phase III Implementation & Adoption
- The last phase included a public open
house, review of the plan, drafting of
implementation strategies and the plan
adoption process.
Phase II: Visioning & Plan Development
Summer
2023
Winter
2024
Fall
2023
Fall
2024
Summer
2024
Phase I: Project Initiation &
Analysis
Phase III: Implementation &
Adoption
Process
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STUDY AREA
Harnett County is located in Central North
Carolina on the south side of the Triangle
Region and just north of Fort Liberty
and Fayetteville. It is bordered by Wake,
Johnston, Sampson, Cumberland, Moore, Lee,
and Chatham Counties. Harnett County is
601 square miles, making it the 25th largest
county in the state. Within the county there
are five municipalities, and a total of seven
municipal extraterritorial jurisdiction’s,
with Lillington being the County seat.
Fort Liberty reaches into Harnett County’s
Southwest area which does not have any
municipalities, but has a number of large
residential communities including Anderson
Creek, Carolina Lakes, Linden Oaks, and
Lexington Plantation.
601 Square Miles
5 Municipalities
7 Bordering Counties
Study Area Statistics
10 | Introduction: Project Background
It is an expression
of the community’s
vision for the future
with a strategic
map to reach
that vision.
It is an advisory or guiding
document that sets forth a vision
and goals for the area’s future and
provides the overall foundation for
land use regulation, development
design and approvals.
Adoption
The adoption process follows
the same requirements as a
legislative zoning decision:
published notice, public
hearing, reference to the
planning board, and
a motion and vote by
governing board to
adopt.
The comprehensive planning
process helps communities identify
issues before they arise, stay
ahead of trends in land
use development and
redevelopment, and
anticipate and navigate
community trends and
land use patterns.
Input
The creation and adoption of a comprehensive
plan should be a dynamic public process that
emphasizes collaboration. Public
participation is key to broad
and ongoing support, brings
a variety of information and
perspectives, and instills a sense
of community ownership in
the plan.
It is a policy document
that shapes land use
decisions, but it is not a
legal ordinance.
It is required by the State of North Carolina
for jurisdictions that want to enforce zoning
regulations and must be reviewed and updated
on a regular basis.
What is a Comprehensive
Plan?
Comprehensive plans can impact the future
layout and landscape of a jurisdiction for many
years to come. Comprehensive planning is an
important tool for planning jurisdictions to guide
future development, infrastructure, services and
partnerships.
PROJECT BACKGROUND
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Plan Elements &
Organization
Basic requirements for a comprehensive plan
are specified by state law. Additional detail
on topics of local concern can be added
based on input received. The following
elements are included in this plan: Chapter
One: Introduction, Chapter Two includes
information on public input and analysis
gathered during the planning process.
Chapter Three includes recommendations
for each plan element. Chapter Four includes
action steps and Chapter Five includes
additional supporting information.
Housing
Evaluates housing types, location, age, affordability, and occupancy of the community. Recommends policies and programs to address needs.
Economic Development
Describes the local workforce, and key aspects of the local economy. Focuses on how to grow the County’s economic base.
Agriculture & Natural Resources
Discusses preservation of agriculture and natural resources such as wildlife and their habitats, floodplains, and wetlands.
Parks & Open Space
Describes existing and planned parks, greenways and open space.
Infrastructure
Evaluates community assets regarding utilities, public safety, government, and educational services.
Land Use
Looks at current land use trends and issues and makes recommendations for desired land use patterns.
Transportation
Analyzes all modes of transportation, including roads, trails and pedestrian facilities. Includes planning and project priorities.
Jetport
Details planned improvements and future needs of the Harnett Regional Jetport.
12 | Introduction: Project Background12
13
ANALYSIS & INPUT
14 | Analysis & Input: Demographics
Highlights
POPULATION
Harnett County has seen a large increase in
population from 2000 to 2020 with 42,543
new county residents (a 46.7% increase). As
of 2020 there were 133,568 residents in
the County. According to the NC Office of
State Budget and Management (OSBM),
this growth trend is likely to continue. If
projections are accurate Harnett County
could see 170,341 residents by 2035.
Some areas of the County are more
populated than others. Population density
by census block is wide and ranges from
50 residents per square mile to over
1200 residents per square mile. The most
populated areas are in the northern part
of the County near the Town of Angier
where growth has spread south from Holly
Springs, Fuquay-Varina and Wake County,
and the southwest area of the county where
residential and commercial growth have
been concentrated due to the proximity to
Fort Liberty.
AGE
Residents of Harnett County have a median
age of 34.7 years, up from 32.6 in 2000, and
33.7 in 2010. All age cohorts are growing,
however the largest age cohorts from 2020
are ages 30-34, 25-29, and those under
the age of 14. The cohort with the largest
increase is ages 30-34 with an increase of
over 2,000 people in the last ten years.
RACE
Harnett County’s racial makeup is
predominantly white with 61.3% of the
population identifying as such. The Black
or African American population makes up
Age Cohorts
DEMOGRAPHICS
Population Growth
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20.5% of county residents, followed by 8.7%
of the population identifying as two or more
races. Between 2010 and 2020, the Black or
African American population saw an increase
of almost 3,500 people, making it the fastest
growing individual racial group.
HOUSEHOLDS
Harnett County has a total of 50,584
households (2020), up from 38,631 in 2010 and
33,837 in 2000. This is an annual increase of
3.2%. Households in Harnett County are on
average 2.71 people in size.
The Median Household Income has
continuously increased since 2000 and as of
2020 it is $46,525 however, it is still less than
North Carolina’s Median Household Income
$56,642.
HOUSING GROWTH
There has been increase of 7,894 housing
units between 2010 and 2020. Escalating
housing prices and elevated demand in
adjacent urban centers surrounding Raleigh
have caused many residents to move
south to Harnett County where there have
historically been more affordable housing
options. Growth has slowed in and around
Fort Liberty compared to the early 2010s
but remains steady.
Population Per Square Mile (2020)
Sources: US Census (2000, 2010, 2020)
16 | Analysis & Input: Issues And Opportunities
Growth Management
Harnett County has grown by 46.7% since
2000, adding 42,543 people to the county
(2010, 2020 Decennial Census). With this
accelerated growth come challenges,
including increased traffic, accelerating
demand for services, and impacts to natural
resources and agricultural operations.
Seventy-five percent of survey
respondents were concerned or
very concerned about growth.
Natural Resource Protection
Harnett County’s natural resources are
among its most valuable assets. The Cape
Fear River provides a source of drinking
water for the region and when combined
with the Upper Little River, Raven Rock
State Park and Anderson Creek Park, forms
a network of recreation opportunities and
open spaces that are unparalleled in the
Triangle and Sandhills regions.
Infrastructure Planning
Accelerated residential growth over the
last decade has led to increased demands
on the County’s transportation system and
concerns over utility, public safety and
school capacity. An opportunity exists to
plan for the future and encourage smart
growth by coordinating land use with
infrastructure availability and planning.
ISSUES AND OPPORTUNITIES
Through community engagement and research, a set of opportunities and issues emerged.
Economic Development
Residential and commercial growth,
proximity to I-95, Campbell University, the
Harnett Regional Jetport and Fort Liberty
all present opportunities for businesses and
new jobs in the County. Although there are
strong healthcare, manufacturing, retail and
construction sectors the majority of working
residents commute out of the County
every day which results in lost revenue.
Supporting vibrant towns and potentially
new villages that can serve as commercial
and civic centers in the county could help
increase the tax base and reduce traffic.
Agricultural Preservation
Farms and forests contribute over $300
million to the County’s economy on an
annual basis. Agricultural and forestry
lands serve to buffer and maintain the
water quality within the Cape Fear
River and its associated tributaries,
therefore safeguarding our water supply.
Agricultural land conversion is on the rise,
driven primarily by residential growth.
Harnett County faces a pivotal moment
as decisions on the horizon will dictate
the future of farming in the County.
Housing Demand/Affordability
Harnett County has traditionally been an
affordable option for those moving to
the Triangle. This has been changing due
to increasing demand, land and material
costs. Median listing price of homes for
2023 was $339,900 which is unaffordable to
many residents. Most of the recent growth
in the county has been single-family home
development although market demands
and demographic trends will lead to an
elevated demand for additional options.
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18 | Analysis & Input: Public Engagement
21,36121,361
Website Views
70+70+
Stakeholders
44
Public Meetings
44
Steering Committee Meetings
55
Updates to the Planning Board and Board of Commissioners
1,7921,792
Survey Responses
Engagement By the NumbersEngagement By the Numbers
Engagement Overview
Public engagement is crucial to an informed
comprehensive plan. As a key part of the
planning process, public engagement was
intentionally spread throughout all project
phases. Prior to the plan update, the
project team identified key opportunities
for in-person and virtual conversations to
gather feedback and learn from residents
and stakeholders who know Harnett County
best. Opportunities were planned to ensure
that everyone who wanted to participate
had a chance to get involved. Both formal
and informal opportunities were held,
including an online survey, virtual workshops,
and public meetings at various locations
throughout the county. In total, the Harnett
County planning process included:
• Six stakeholder meetings
• Five Planning Board (PB) or Board of
Commissioners (BOC) meetings
• Four steering committee meetings
• Four public meetings
• One public survey with 1,792 participants
Steering Committee
Throughout the project, the Steering
Committee, alongside County staff and
the project team, were actively involved in
the planning process. The Committee was
comprised of 20 community leaders and
PUBLIC ENGAGEMENT
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County and municipality staff. Four Steering
Committee meetings were held in person
and virtually throughout the plan update
process. The Committee helped kickstart
the planning process by contributing ideas,
opinions, and feedback. As the project
progressed, the group not only served as
a sounding board, but as advocates for
the Harnett County community and their
interests. Steering Committee members
also championed the plan by attending and
assisting at public meetings and encouraging
community members to get involved by
advertising the plan and its events. At the
end of the planning process, the Committee
reviewed and provided feedback on drafts of
the plan and its recommendations.
Stakeholder Meetings
Six, hour-long meetings with community
stakeholders, citizens, and topic area
experts were held to inform the plan update.
These focused meetings helped the project
team gather valuable input, identify priority
issues, vet ideas, and learn more about the
community’s vision for the County’s future.
The County hosted stakeholder meetings
both virtually and in-person on October 30th
and November 8th at the Harnett County
Development Services Building. Stakeholder
groups were categorized by topic and
expertise, though discussions were allowed to
be free flowing and covered a broad range
of related issues. Group themes included
the following: Housing and Development (Developers, Builders, Realtors, HBA, Appraisers, Engineers, Surveyors), Schools, Governmental
Staff and Municipal Representatives, Civic
Organizations (Health, Safety, and Boards),
Transportation and Infrastructure, and
Natural Resources and Agriculture. Meeting
discussion topics included infrastructure,
quality of life, health, new development,
and more.
20 | Analysis & Input: Public Engagement
PUBLIC ENGAGEMENT
Public Meetings
Four public meetings were held during the
Harnett County plan update process. The
first meeting was a Citizen Information
Session in October of 2023. During this
meeting representatives from Development
Services and consultants discussed the
Comprehensive Plan, trends and options for
how Harnett County can grow in the coming
years.
Two open house format public meetings
were held in March of 2024. For these
meetings attendees circulated around the
room to different stations and provided
Themes What We Heard
Development and
Housing
Preservation of greenspace and opportunities for commercial and industrial growth.
Diversity in housing types is important.
Low income housing has a waiting list.
Need for affordable housing.
Need for low barrier shelters and a good program for transitional housing.
Need a formal housing study.
Schools
Need to prepare for new construction of schools and incorporate meeting rooms and/or parks so
they are dual purpose.
Schools in western portion of county in need of major updates or need to be replaced.
Government
Expansion of broadband needed.
Lillington has seen over 11k residential lots in last 24 months with some small-scale
commercial growth.
Dunn and Erwin have seen increased infill development.
Erwin just adopted their land use plan and is currently working on a overlay for Highway 421.
Civic
Organizations,
Health, Safety
and Boards
Farmland preservation is a major concern.
Need for buffering new subdivisions against farmland.
Need for more physicians in the county.
Transportation
and Infrastructure
The NC 87 intersection project at Nursery Road has been funded.
The I-95 widening project will have a large impact on Dunn.
Conditional zoning may be a vehicle for encouraging needed public improvements.
The US 401 Corridor Study preferred alignment goes around Angier to Lillington.
The Northwest Transit study to begin in 2024.
Natural Resources/
Agriculture
Agricultural growth zones program beginning soon.
Agriculture Advisory Board discussing Enhanced Voluntary Agricultural Districts.
NRCS has a Conservation Stewardship Program , this program offers financial incentives to
landowners managing woodlands.
Need to protect water quality in the Cape Fear River and add more access points to the river.
feedback on various topic areas using
poster boards and maps. These meetings
introduced the community to the Harnett
Horizons 2040 project and provided them
with an opportunity to shape its direction.
Meeting locations in varying parts of the
county were chosen to ensure residents
throughout the county had equitable
access to attend a meeting. The first public
meeting was held from 5:00-7:30pm in the
Commons Area, and the second meeting
was held at the YMCA from 6-8pm. At these
meetings, attendees provided feedback on
topic areas such as traffic, infrastructure
extensions, environmental and resource
protection, and more.
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The next public meeting was held in
November of 2024. At this meeting,
the project team introduced draft
recommendations and the future land use
map that were developed throughout the
plan update with input from community
engagement.
22 | Analysis & Input: Public Engagement
Project Website and
Community Survey
Early in the planning process a project
website was created using the PublicInput.
com platform. The HarnettHorizon.com
website served as an informational platform
for the project. The community survey
was accessed here, public meetings were
announced and links to meeting materials
were provided.
The community survey was designed and
developed to be distributed throughout
the county both online and in print form.
The 22-question survey was a mix of
multiple choice, ranking, and open-ended
response questions to allow respondents
to provide more detail about their ideas,
goals and priorities for the future of Harnett
County. Survey question topics included
development priorities, environmental
and open space priorities, transportation
priorities, and more. The survey also
included five demographic questions
to determine respondent demographic
Screenshot of the Harnett Horizons website.
DRAFT: February 7, 2025 Harnett Horizons 2040 | 23
data, and the option to provide an email
address to receive updates from the County
regarding this plan and future engagement
opportunities.
The survey opened in January 2024 and
closed in May 2024, providing community
members with five months to participate.
The survey was advertised via flyers, social
media, emails, the County’s website,
community news outlets, and more. Special
efforts were made to provide paper surveys
to seniors and citizens from certain districts
to diversify those participating.
When the survey closed in May, it had
over 1700 participants. Over 96% of survey
respondents lived in the county. Of those,
37% had lived in Harnett County for 10 years
or less, and 60% lived in Harnett County for
more than 10 years, representing a range of
lived experience in the county. Respondents
were able to skip certain questions from the
survey, including some of the demographic
questions,
Highlights from the survey responses are
shown on the following pages. The full results
of the survey can be found in the appendix.
Where Survey Participants Live
or Spend Most of Their Time
1,792
Survey Participants
24 | Analysis & Input: Public Engagement
The community survey was open in January
2024 and closed in May 2024. The survey
has 1,786 participants. Highlights from the
survey include:
Digital version and paper copies were
distributed.
Respondents included all races
and ethnicities.
All income levels were represented.
COMMUNITY SURVEY RESULTS How Participants Relate to
Harnett County
43%
of participants have lived
in Harnett County for more
than 20 years
29%
of participants were between
35 and 44 years of age
Age of Survey Participants
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Top growth concerns included traffic and congestion, school capacity and/or quality and utility
and infrastructure. Respondents valued the rural nature and natural resources of Harnett County.
Residential preferences included homes with large yards and homes with smaller yards but within
walking distance of a park or greenspace. Affordability was also a priority.
Top Growth Concerns
Traffic and congestion
School capacity and/or quality
Utility and infrastructure
Loss of Farmland
Impacts on natural resources
Public safety and services
Top Values
Rural nature/natural resources
Cost of living
Sense of security/safety
Residential Development Preference
#1 #2 #3
A house with a large yard A house with a smaller yard
within walking distance of a
park or greenspace
Anything that is relatively
affordable
Development Priorities for Historic
Crossroads Communities
#1
#2
#3
Limit traffic impacts
Limit scale of development
Modify approval process
to allow more community
input and dialog
Top Environmental or Open Space
Priorities
Unique natural areas and rivers
Agricultural Preservation
Tree preservation/planting
26 | Analysis & Input: Public Engagement
Factors for Quality Residential Development
#1 #2 #3
Preservation of natural
areas and trees
Road connectivity and
infrastructure (e.g. road widths, curb and gutter)
Overall density of
development
Development Preference
#1
Small-scale retail and
restaurants
#2
Large-scale retail
and restaurants
#3
Entertainment
businesses
Top Three Economic Development
Priorities
Education for young people
Better paying jobs
Recruitment of new businesses
Development preferences included retail and
restaurants and entertainment businesses.
Top economic development priorities included
education, quality jobs and recruitment of
new businesses.
Preservation of natural areas and trees, road connectivity and infrastructure and density were
identified as factors that influence quality development according to the survey.
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Parks and Recreation Priorities
#1
Greenways and trails
#2
Publicly accessible
natural areas
#3
Programming events
Subdivision Design Preference
2 to 1
Conservation
Design was pre-
ferred 2 to 1 in
the survey (based
on 1,792 respons-
es)
Do Not Support Neutral Support
Conventional
Subdivisions 48% 31%21%
Compatibility /
Conservation Design 24%32%44%
28 | Analysis & Input: Vision & Goals
Vision
Harnett County is a unified, safe, healthy, and engaged
community that is culturally vibrant, well-planned with
a thriving economy and a high-quality educational
system, in harmony with its environment and beautiful
natural resources, and with strong leadership ensuring
equitable services so that all citizens will prosper.
Plan Goals
LAND USE
Goal 1: Manage growth in order to protect natural resources, agricultural areas and
rural character.
Goal 2: Maintain and Increase standards for new development.
Goal 3: Preserve prime industrial lands.
Goal 4: Encourage commercial recruitment (including retail and restaurants) to
address leakage trends.
Goal 5: Provide for limited areas of mixed-use and walkable villages in key locations.
HOUSING
Goal 1: Accommodate a mixture of housing types in appropriate areas.
Goal 2: Encourage the preservation and construction of affordable and workforce
housing.
Goal 3: Work with partners to prevent and reduce homelessness.
AGRICULTURE & NATURAL RESOURCES
Goal 1: Encourage compatible development in areas with important
natural resources.
Goal 2: Maintain and improve water quality.
PARKS & OPEN SPACE
Goal 1: Provide active and passive recreation opportunities to preserve and enhance
quality of life.
Goal 2: Position Harnett County as a destination for outdoor recreation.
VISION & GOALS
Source: Harnett County 2032 Strategic
Plan
DRAFT: February 7, 2025 Harnett Horizons 2040 | 29
ECONOMIC DEVELOPMENT
Goal 1: Grow Harnett County’s inventory of market-ready buildings and sites.
Goal 2: Continue and expand business attraction and recruitment efforts.
Goal 3: Support, grow, and strengthen existing businesses and industries across
Harnett County.
Goal 4: Coordinate with partners on workforce development.
Goal 5: Support agriculture and tourism and related cultural and natural resources.
TRANSPORTATION
Goal 1: Continue to build on transportation planning partnerships and prioritize
projects at the regional level.
Goal 2: Develop improved base standards for developments and traffic studies.
Goal 3: Improve multi-modal transportation options in growing areas of the County.
INFRASTRUCTURE & PUBLIC SERVICES
Goal 1: Maintain and improve the utility system.
Goal 2: Prioritize utility capacity upgrades and improved services that support
economic development goals and the Future Land Use Map.
Goal 3: Maintain and improve the resiliency of critical facilities and infrastructure.
JETPORT
Goal 1: Plan for the continued expansion and development of the Jetport.
Goal 2: Minimize potential harm to people and property, protect aircraft operations,
and provide for the long-term viability of the jetport.
30 | 30
31
PLAN ELEMENTS
32 | Plan Elements
Existing Land Use Chart
Overview
Land use varies considerably in different parts of Harnett County. Forests and agricultural
lands cover large swaths of the county and contribute to the rural character and
scenic beauty of the county. Historically, most residential and commercial areas were
concentrated within and near municipalities including the Town of Lillington, the county
seat, as well as Angier, Coats, Erwin and Dunn. However, urban growth has expanded into
areas within the county’s jurisdiction in recent years. The Base Reassignment and Closure (BRAC) initiative in 2011 led increases in troops at Fort Liberty and to a significant amount
of development in the southwest part of the county. More recently residential growth has
accelerated in the northwestern part of Harnett County due to housing demand within
commuting distance to Raleigh, Wake County and the Research Triangle Park
EXISTING LAND USE
Existing land use is determined using a combination of parcel data and aerial imagery.
As opposed to zoning, it represents a more current indication of land uses, showing
both the quantities of individual uses and their spatial patterns. Key findings of the
existing land use study include:
Agricultural lands make up almost half of the land area (48%)
Residential uses total 21% of the land area in the county
The majority of residential growth has occurred in the southwest
and northwest part of the county and in the towns
Commercial and industrial uses make up only 2.3% of the land
LAND USE - BACKGROUND
DRAFT: February 7, 2025 Harnett Horizons 2040 | 33
Existing Land Use Map 2.3% Commercial and industrial properties make up only 2.3% of the land area
Source: Harnett County Tax
Parcel Data, 2023
34 | Plan Elements
LAND SUPPLY
As part of the existing conditions analysis a
land supply inventory was created based on
tax records and other GIS data. Land was
classified into four categories:
• Available: Vacant land or land currently
used for agricultural purposes without a
significant structure.
• Underutilized: Parcels that have a
relatively low structure to land value
ratio. These properties have the potential
for further subdivision and development.
• Utilized: Land that has significant
structures that may include homes,
businesses, churches or schools. Also
includes land in conservation and parks.
• Pending: Land that is part of a proposed
subdivision. These areas include a variety
of proposed development that includes
minor subdivisions, major subdivisions
and commercial development.
Land Supply Chart
Available land, including agricultural lands,
make up 53% of the land area or 209,000
acres. Underutilized lands make up 18% of
the land area. Utilized or “built” lands make
up 24% of the land area or 95,000 acres.
RECENT GROWTH AND PROPOSED
DEVELOPMENTS
The map on the following page shows new
residential permits between January 2019
and January 2024. Concentrations of new
permits can be seen in the northwest portion
of the county between NC 210 and Duncan
and in the southwest near Anderson Creek
Club.
LAND USE - BACKGROUND
DRAFT: February 7, 2025 Harnett Horizons 2040 | 35
Pending developments, in some status
of review or approval, make up over
17,000 acres.
SUITABILITY
A land use suitability analysis was conducted
based on economic and environmental
factors. Suitability maps were created
for residential, commercial, industrial and
conservation. These maps were used, in
tandem with citizen, staff and steering
committee feedback to make land use
recommendations for the Plan.
Sources: Harnett County GIS
New Residential Permits (January, 2024)
Industrial Suitability Map
36 | Plan Elements
FUTURE LAND USE - MAP
The Future Land Use Map is
intended to guide growth
and development as well as
infrastructure investment and
conservation efforts over the next
10-15 years.
The map identifies 10 unique character
areas for Harnett County’s jurisdiction.
Fort Liberty and municipal areas are
also identified. Each character areas is
described on pages 38-41 and indicates
a predominant land use - or set of uses
- and other shared design features
that contribute to the character of
development in that area. These
character areas represent an intended
development pattern that can assist in
accomplishing county goals. They do not
propose a change in existing development
and do not automatically change zoning
or entitlements for property. However,
the map should be utilized to guide
rezoning and land development decisions
and changes in zoning may be beneficial
to implement the plan.
Highlights of the Future Land
Use Map include
Guidance for the management of
residential uses and density
Identification of strategic
Agricultural Protection areas
Areas for commercial and mixed-
use development including Villages
and Rural Centers
Defined Employment Growth areas
DRAFT: February 7, 2025 Harnett Horizons 2040 | 37
FUTURE LAND USE - MAP
Future Land Use Map
38 | Plan Elements
FUTURE LAND USE - CHARACTER AREAS
AGRICULTURAL PROTECTION AREAS
Areas of the county with concentration of agriculture,
timber operations and natural resources. Farmland
preservation efforts should be focused in these areas.
The established low density development pattern
and ongoing agricultural activities in these areas
contribute to their rural character. This character can be
enhanced by encouraging only low intensity uses such as
agriculture and support businesses, and very low density
single family residential with context sensitive rural
design. New residential development should be limited
in density and scale. Density should generally be less
than 0.5 dwelling unit per acre.
CONSERVATION
Environmentally sensitive areas, including floodplains
and areas located in the Conservation Overlay Zoning
District. Primary uses in these areas includes recreation,
PARKS AND OPEN SPACE
Parks and other forms of protected open space,
including large conservation easements. This character
area also includes Fort Liberty. Primary uses in these
areas includes recreation, forestry, agriculture and
Environmental and Military Areas
Agricultural and Rural Areas
MILITARY CORRIDOR BUFFER
Areas proximal to Fort Liberty. Proposed development
in these areas should be compatible with existing and
future military operations.
DRAFT: February 7, 2025 Harnett Horizons 2040 | 39
FUTURE LAND USE - CHARACTER AREAS
RURAL / AGRICULTURE
Primarily agricultural and forestry uses with some
rural business and rural residential areas. These areas
are located outside of existing and planned utility
service areas and rely on septic systems for wastewater
treatment. The lack of utility and transportation
infrastructure should limit the density of development
to very low density single family residential up to one
dwelling per acre.
MEDIUM DENSITY RESIDENTIAL
Located in areas served by current or planned utilities,
medium density residential permits a mix of housing
types including single family detached homes, small-lot
homes and patio homes. Gross densities of 1-3 dwelling
units per acre depending on zoning, utilities, natural
features and adjacent development. Smaller lot sizes and
some attached housing could be permitted as part of a
Compatibility Development, which would also include
a higher amount of conserved open space to preserve
sensitive environmental areas.
LOW DENSITY RESIDENTIAL
Single family detached residential intended to remain
predominately suburban in character and provide for
low density single-family residential development.
Gross densities of 1-2 dwelling units per acre depending
on zoning, utilities, soils, and character of adjacent
development. Smaller lot sizes could be permitted as
part of a Compatibility Development, which would
also include a higher amount of open space to preserve
sensitive environmental areas.
Residential Areas
40 | Plan Elements
FUTURE LAND USE - CHARACTER AREAS
RURAL CENTERS
Small-scale commercial centers and nonresidential
activity areas. The exact location and extent of the
Rural Centers will be market driven, however, the non-
residential footprint will usually be less than 30,000
square feet in these areas. Buildings and sites should
blend with the character of development nearby.
Residential uses include smaller lot homes, patio homes,
and some small-scale attached products (such as
duplexes or quadplexes), where appropriate.
HISTORIC COMMUNITY
Historic communities, including Kipling, Chalybeate
Springs and Bunnlevel. These communities have
structures, including homes, churches and businesses
that date to the early 1900s. Future development
may include a variety of uses including single family
and house-scale attached residential and commercial.
Buildings should mimic historical scale and include
architectural details. New non-residential building
footprints will usually be less than 5,000 square feet in
these areas with exceptions for civic and institutional
uses.
VILLAGES AND VILLAGE CENTERS
These areas are meant to be nodes or activity centers
for growing areas in the county. They should be located
to compliment an existing center or include and be
designed around a defined center and integrated
greenspace. Villages should have a connected street
network with short block lengths and have access
to major thoroughfares and utilities. These areas
incorporate a variety of small- to medium-scale
commercial uses including grocery stores, retail
establishments, restaurants and services. Office, civic
and institutional uses should complement commercial
uses. Residential options may include small lot single-
family, townhomes, missing middle housing types
and live-work units with residential units above
commercial uses. Village Center locations may also
include apartments and condos or dorms in the case
of Campbell University. Residential uses should be
located in close proximity to shopping and service areas
and complimented by pedestrian facilities to provide
more walking opportunities to internal and external
destinations.
Nonresidential and Mixed-use Areas
DRAFT: February 7, 2025 Harnett Horizons 2040 | 41
FUTURE LAND USE - CHARACTER AREAS
JETPORT OVERLAY
Areas proximal to the Harnett Regional Jetport.
Proposed development in these areas should be
compatible with existing and future jetport operations.
COMMERCIAL MIXED USE
These areas are located along major roads and include
a mix of commercial land uses and some residential
uses. This character area is home to medium to large-
scale retail, services, restaurants, offices and other
businesses. Residential uses may include single-family
homes, townhomes, missing middle housing types and
occasionally apartments.
EMPLOYMENT GROWTH AREA
These areas are located along major thoroughfares
and include prime locations for economic development
opportunities. Uses encouraged in the Employment
Growth Areas include but are not limited to industrial,
warehouse, office, research and development, tech-
flex, medical, energy, and distribution. Residential
development is appropriate only when not in conflict
with existing or future industry or commercial uses or
focal development areas.
42 | Plan Elements
LAND USE - RECOMMENDATIONS
Overview
Accelerated residential growth in
the County has led to a need for
growth management, especially in
the northern part of the county.
Recommendations in this chapter
focus on managing the density of new
development, improving standards
and encouraging a growth pattern
that protects agricultural and
other natural resources. Additional
recommendations address a need for
commercial development and business
growth in key locations to encourage
a balanced tax base.
Goals and Strategies
Goal 1: Manage growth in order
to protect natural resources,
agricultural areas and rural
character.
Strategy 1A: Review development
proposals for consistency with
the Future Land Use Map and
goals and strategies of the
Comprehensive Plan.
Strategy 1B: Update and utilize the
Unified Development Ordinance
to implement the Comprehensive
Plan.
B.1: Following the adoption of the
Comprehensive Plan review and
update references to the Future
Land Use classifications in the
Unified Development ordinance.
B.2: Review and revise zoning
districts, permitted uses, standards
and processes in the Unified
Development Ordinance within
1-2 years to ensure consistency
with the Comprehensive Plan and
improve ease of implementation.
Strategy 1C: Discourage large-
scale residential development
and rezonings in Agricultural
Protection Areas identified on the
Future Land Use Map.
Residential development in Serenity, a master-planned
community located off of Piney-Grove Rawls Road in
Northwest Harnett County.
DRAFT: February 7, 2025 Harnett Horizons 2040 | 43
LAND USE - RECOMMENDATIONS
Strategy 1D: Update zoning to
reduce density and improve design
in Agricultural Protection Areas.
D.1: Consider targeted rezonings to
more closely match future land use
recommendations.
D.2: Consider the creation of one
or more Agricultural Protection
Overlays to allow for only larger
lots or lower overall density (less
than 0.5 dwelling unit per acre).
This overlay could be targeted at and
impact major subdivisions. Optionally
the overlay or other amendment
could provide incentives for small-
scale, low density development (this
could be accomplished via a potential
Farmhouse or Rural Cluster option as
new minor subdivision type).
A conditional zoning process could
be set up to provide for additional
flexibility for innovative development
proposals.
D.3: Add requirement for major
subdivisions to install or preserve
a landscape buffer adjacent to
working farmland.
See graphic in Natural Resources
chapter for more information.
Zoning Updates
Recommended
A major recommendation in the Harnett
Horizons 2040 Comprehensive Plan is to
update the Unified Development Ordinance (UDO) to increase development standards
and encourage a land use pattern more in
line with the Future Land Use Map. Many
areas zoned RA-30 or RA-20 should be
zoned for lower density and base standards
for certain types of residential should be
improved.
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Harnett County, INDUSTRIAL
Harnett County, LIGHT INDUSTRIAL
Harnett County, OFFICE-INSTITUTIONAL
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Harnett County, RA-20R
Harnett County, RA-30
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Zoning Map
44 | Plan Elements
Strategy 1E: Encourage growth
where infrastructure and
services exist.
E.1: Encourage growth inside
municipal limits and extra-
territorial jurisdictions to promote
strong towns.
E.2: Encourage growth in areas
of the county where adequate
water and sewer service exists or
is planned.
Goal 2: Maintain and increase
standards for new development.
Strategy 2A: Improve open space
standards for new development in
residential zoning districts.
A.1: Update open space
requirements for residential zoning
districts.
Base residential zoning districts
do not have minimum open space
requirements currently. Consider
adding an open space requirement
(e.g. 10-15%) for RA-20 and RA-30
zoning districts.
Consider different recreation and
open space requirements based on
number of units in a subdivision.
Strategy 2B: Encourage conservation
subdivisions in areas with sensitive
environmental resources through
updates to the Compatibility
Development Option.
B.1: Increase standards for the
Compatibility Development /
Conservation Subdivision Option.
Updated standards should include:
Increased minimum open space
requirements
Increased minimum lot size
allowances for more rural areas
Conservation Subdivisions
Conservation subdivisions are designed to
cluster development away from key natural
resources and have higher amounts of open
space than conventional subdivisions. Currently
there is a “Compatibility Development” option
in the Unified Development Ordinance that
allows for smaller lot sizes in exchange for
higher open space standards. Conservation
design was preferred 2 to 1 in the survey. The
current options does not allow or require true
conservation design as open space standards are
too low and true clustering is not allowed, even
in areas with water and sewer.
LAND USE - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 45
Incentives for conservation
subdivisions with 40% open space
that includes smaller lot sizes with a
maximum overall gross density cap
B.2: Consider the creation of a new
minor subdivision type that allows
“Farmhouse Clusters” as a by-right
development type
This new minor subdivision type could
have a minimum property size of 5
acres, maximum of 10 lots. Other
standards could include:
A maximum density of 0.5-1 dwelling
units per acre
30-40% Minimum open space
No minimum lot size and minimal
setbacks (i.e. 10’ setbacks all sides) to
allow for clustering and conservation
of open space
Alternative standards for streets
Strategy 2C: Encourage reserved
open space as an organizing
element in new development.
C.1: Continue to require the
preservation of viewsheds in
rural areas.
C.2: Encourage a mix of passive
and active open space based on
context.
Encourage more natural areas in
rural areas and areas with sensitive
environmental resources.
Utilize pocket parks, common greens
and plazas as gathering spaces in new
neighborhoods.
Create standards for mail kiosk areas.
Kiosk areas should be located on
open space lots, covered, lighted and
ADA accessible.
Update standards to include
incentives for entry features,
additional landscaping and
tree preservation.
C.3: Improve the quality and design
of open space.
Update the UDO to specify priority
areas for open space including riparian
areas, unique habitats, mature forest,
historical areas, greenway corridors
and areas adjacent to other preserved
open space.
The preservation of natural
areas and trees was the
#1 Priority for New Residential Development
Preserved trees within a cul-de-sac in Anderson Creek break
up the views and assist with stormwater filtration.
LAND USE - RECOMMENDATIONS
46 | Plan Elements
Require a percentage of open space
to be outside of regulated features
(i.e. floodplain, stream buffers
and wetlands).
Require a percentage of open space to
be contiguous.
Strategy 2D: Enhance transportation
requirements for large commercial
and residential development.
D.1: Maintain and enhance
connectivity and cross access
requirements.
Evaluate the threshold for a second
entrances based on number of units.
D.2: Require large-scale development
construct collector streets to
disperse traffic away from
state highways.
D.3: Require sidewalks, curb and
gutter and street trees for
developments with lots under
20,000 square feet.
Update sidewalk and street standards
for subdivision options.
See the Transportation Element for
more recommendations.
Strategy 2E: Promote quality
commercial and retail design.
E.1: Maintain and customize the
Highway Corridor Overlay District
(HCO).
Continue to specify building design
requirements.
Consider expanding the Highway
Corridor Overlay overlay district to US
401 North and NC 210.
E.2: Improve commercial site design
through updates to overlays or
enhancing base standards.
Encourage landscaped parking areas
and consider limiting parking in front
of buildings.
Establish a maximum of 2 parking
bays in front of buildings.
Wrap large parking lots with
buildings on outparcels or trees
and landscaping.
Encourage entry features and public
space (including landscaped plazas
and patio dining).
Require pedestrian connections
from parking to entries of buildings,
along major roads and to adjacent
residential or planned greenways.
LAND USE - RECOMMENDATIONS
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Goal 3: Preserve prime
industrial lands.
Strategy 3A: Support rezonings of
land within Employment Mixed
Use areas to office, commercial,
light industrial and industrial.
Strategy 3B: Discourage
rezonings that could lead to
conflicts with existing or future
nonresidential development.
Goal 4: Encourage commercial
recruitment (including retail
and restaurants) to address
leakage trends.
Strategy 4A: Encourage commercial
and retail development in non-
residential and mixed-use areas
identified on the Future Land Use
Map.
Strategy 4B: Encourage context-
sensitive site design in and near
Rural Centers and Historical
Communities identified on the
Future Land Use Map.
B.1: Consider implementing a zoning
overlay or conditional zoning to
limit allowable uses, traffic impacts
or the scale of new development.
B.2: Modify approval processes to
allow for more community input
and dialog on proposed commercial
developments.
Strategy 4C: Encourage investment
on potential commercial corridors
that will serve as gateways into
the County.
Major gateways include I-95, US 401,
US 421, NC 87, NC 210, NC 55.
Other potential gateways could be key
entries to proposed village districts.
Strategy 4D: Encourage rural
businesses while limiting impacts
on existing uses.
D.1: Allow for a variety of small-scale
businesses in rural areas.
Historic communities generally have a history of residential,
commercial and institutional uses. Christian Light Christian
Church pictured above is an example of the type and scale of
development in these areas.
LAND USE - RECOMMENDATIONS
48 | Plan Elements
D.2: Consider supplemental
standards for certain types of
businesses including event venues
and bed and breakfasts.
D.3: Consider a conditional zoning
district and approval process for
rural light industrial and flex space.
See Economic Development Element
for additional strategies.
Goal 5: Provide for limited areas
of mixed-use and walkable
villages in key locations.
Strategy 5A: Develop and adopt
zoning mechanisms that allow
and potentially incentivize
mixed-use development.
A.1: Create an overlay in the zoning
code that allows for village districts
in the vicinity of Villages shown on
the Future Land Use Map.
The overlay could have defined
standards for uses and dimensional
criteria specific to village style
development or could be an optional
form-based district that allows for
design flexibility in exchange for
site and building design standards.
Alternatively a conditional zoning
process could be established
specifically to implement County
goals.
A.2: Encourage traditional village
design techniques to create
walkable centers with shopping,
services, a mix of housing and
shared greenspace.
See the Village Districts callout on
page 50 for more information.
A.3: Participate in and encourage
future planning efforts related
village district locations
including small area plans and
infrastructure studies.
Strategy 5B: Support the creation
of a village district in or near
Buies Creek.
B.1: Support efforts by Campbell
University and the private sector
to define and brand the Village of
Buies Creek.
LAND USE - RECOMMENDATIONS
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Support public investment, infill
and adjacent development that
compliments the university, adds
commercial opportunities and
addresses the need for a mix of
housing in this part of the county.
B.2: Support streetscape upgrades
along US 421 in the Village of Buies
Creek.
B.3: Maintain and update the
Highway Corridor Overlay (HCO)
District to reinforce a sense of
place near Campbell University.
See the County Village District Guide
in the Appendix for more information
and detailed recommendations for
village districts.
Strategy 5C: Support 1-2 Village
districts in the southwest.
Candidates include NC 87 and
Carolina Lakes and Anderson Creek
or a similar location with access to
transportation, utilities, proximal
residential or planned residential.
Strategy 5D: Consider supporting
a village in the northwest in the
future.
This may not be feasible in the
short-term due to transportation
improvements that are needed along
US 401. However a village district
could be considered following a
widening of US 401 from the Wake
County line to Chalybeate Springs or
at least Rawls Church Rd).
Village Design Precedents
LAND USE - RECOMMENDATIONS
50 | Plan Elements
Village Districts
The creation of village districts in the county could accommodate a mix of land
uses around a defined, walkable center with integrated greenspace. They could build
on traditional development patterns in the county and help fulfill shopping needs,
recreational, housing and employment options in unincorporated areas.
Four potential County Village Districts have been identified, however only three are
shown on the Future Land Use Map. These include Buies Creek, Carolina Lakes and
Anderson Creek. The fourth location was identified in the northwest portion of the
county, however transportation improvements would be needed on the northern part of
US 401 as well as intersections and cross streets to address traffic concerns in the area.
County Village DistrictsHarnett Horizons 2024 13
Buies Creek
Rawls Church
Anderson Creek
Carolina Lakes
690
24
24
87
1
1
87
421
27
15
421
1
42
42 55
50
210
40
210
50
95
40
242
50
55
421
95
217
421
217
401
N
0 1 2 4 Miles
Potential Village Locations
LAND USE - RECOMMENDATIONS
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Economic Benefits
A study was conducted by City Collective, a consulting firm assisting with the
Comprehensive Plan, that analyzed existing development patterns in the county
and annual tax revenue and service costs per acre. The study found that large lot
single family development requires more County services to support, and ultimately,
costs Harnett County over $1,000/acre annually. Encouraging different patterns of
development in key locations, such as Village Districts provides an opportunity to
leverage incoming growth to strengthen the economy.
Harnett County’s Town Centers and adjacent traditional residential neighborhoods are
a large economic boom for the County when considering the annual tax revenue per
acre, less the annual services cost per acre. This reinforces previous studies that have
shown commercial, industrial and
agricultural development provide
more revenue than they consume in
services.
57% of non-incorporated Harnett
County is currently undeveloped.
There are fiscal impacts to consider
when imagining how different
development patterns could
impact the County. If 10% of the
223,000 acres of undeveloped land
were developed as the different
development patterns as outlined to
the right, they would provide a wide
range of impacts:
• Town Center Pattern:
Net +$78M annually
• Town Center Adjacent Pattern:
Net +$34M annually
• Missing Middle Pattern:
Net +$23M annually
• Compact Single Family Pattern:
Net -$17M annually
• Large Lot Single Family Pattern:
Net -$23M annually
Tax Revenue vs. Costs by Land Use
LAND USE - RECOMMENDATIONS
52 | Plan Elements
Village Design
Design details for districts should include:
A short, walkable block network (block lengths less than 500ft)
Pedestrian-oriented design of streets and buildings (i.e. active storefronts)
Shared amenities that could include village greens or other central public space
Access to daily needs including retail, healthcare and other services
A diversity range of housing options that could include single family homes,
cottages, townhomes and missing middle housing types, live-work units and
some apartments
Campbell’s Main Street
Campbell’s Main Street
Pedestrian improvements,
new public spaces,
and targeted infill and
redevelopment along Main
Street could help create a
village center in the heart of
Campbell University.
LAND USE - RECOMMENDATIONS
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Implementation Recommendations / Options
The Village District Design Guide located in the appendix of this document explains the
potential design strategies within village districts as well as implementation options.
The Design Guide includes strategies to create and reinforce village character and
includes hypothetical concepts for new development in the Buies Creek area. These
concepts are only for illustration purposes and more study is needed to determine next
steps. Additional small area planning is recommended and a new mechanism for the
development of villages will need to be created. This could be a new zoning district or
overlay with defined standards.
East Buies Creek Village Concept
East Buies Creek
Key features of this area include contiguous land, compact structure, supported by a network of roads
and infrastructure affording a cohesive urban village district design which prioritizes pedestrian
access. Any potential site should be structured to support a mixed-use environment where residential,
commercial, open space and recreational options are within a short walking distance. Village design
should incorporate a mix of housing that is appropriate in the area, encourage active transportation
modes and foster a close-knit community atmosphere.
LAND USE - RECOMMENDATIONS
Concept Only. Village design and
scale will vary based on location.
54 | Plan Elements
Housing Trends
There have been nearly 8,000 housing
units built in Harnett County between
2010 and 2020. The majority of
housing growth has occurred in the
unincorporated areas of the county,
although Lillington and Angier also
saw significant growth during that
time period. Since 2020 residential
activity has accelerated across the
county, in towns and unincorporated
areas, and currently there are
thousands of lots in various stages of
approval or review.
Housing Affordability
Given recent increases in housing prices and interest rates
many essential workers cannot afford to live in Harnett
County without being “cost burdened” or paying over
30% of their monthly income on rent or a mortgage. For
example a young couple has accepted jobs in Harnett
County as a fire marshal and a first year teacher with a
master’s degree. This couple has been smart about their
finances, has minimal monthly debt payments, and has
saved up a fair amount for a down payment for a house.
They have worked hard, and are about to work even harder
to be active members of the Harnett County community,
but they still can’t afford to buy a home despite doing
everything “right”. Based on starting salaries, a $20,000
down payment and reasonable other monthly debts
(~$1,000/month) this couple could only afford a home of
Fire Marshal Salary: $15.21/hour = $33k
Entry Level Teacher Salary:
$41,960 – Master’s Degree
HOME VALUE AND AFFORDABILITY
In 2020, the median home value in Harnett
County was $160,700, which is up from the
median value of $141,300 in 2010. While
the median home value is one aspect, the
listing and sold price of housing units is much
higher. The median listing price for a home
is $339,900, while the median sold price is
$304,000.
HOUSING - BACKGROUND
Median Sold Price
$304,000
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HOUSING TENURE AND UNIT TYPE
Of the 52,531 housing units in Harnett County,
65,4% are owner occupied, while 34.6% are
renter occupied. Since 2000, homeownership
rates have dropped 4.9% and rental
households rose by 4.9%.
The housing units within Harnett County
are predominantly single family detached
dwellings making up 69% of the housing units.
Mobile/manufactured homes make up 19.3%
of the housing units. The remaining 11.2% of
housing units are townhomes, duplex, triplex,
and multi-family dwellings.
COST BURDENED HOUSEHOLDS
According to the US Census, “households are
considered cost burdened when they spend
more than 30% of their income on rent,
mortgage and other housing needs.” This
includes, rent or mortgage payments, renters
or home insurance, utilities, etc, and it can
all add up. In many areas of the county,
37%-47% of the households are paying over
30% of their income on housing and are
therefore considered housing cost burdened.
Own/Rent
Housing Type
Housing Cost Burdened Map
56 | Plan Elements
Overview
Harnett County has historically
been a relatively affordable place
to live. Home prices and interest
rates have been on the rise which has
impacted affordability. Changes in
demographics including a growing
population of those 50+ and an
increase in people under 30 years of
age have also lead to an increased
demand for a greater variety of
housing types. Based on survey
results demand for alternatives
to single family homes (e.g. town homes, apartments, etc.) exceeds
the availability of these products.
Currently almost 20% of the housing
stock is made up of mobile homes
which provide an affordable option in
the county. Housing recommendations
in this plan element provide guidance
on how to encourage a greater mix of
housing while protecting community
character, how to encourage
affordable and workforce housing and
address a growing need to deal with
increased homelessness.
Goals and Strategies
Goal 1: Accommodate a
mixture of housing types in
appropriate areas.
Strategy 1A: Ensure zoning policies
continue to provide an ample
opportunity for a variety of
Affordability is #1 priority
for 21% of survey
respondents when asked
about housing options in
Harnett County
Based on 1,792 participants
housing types.
Keeping the market well supplied
with housing will moderate the costs
of owning and renting, lessening
affordability problems and lowering
the level of subsidy necessary to
produce affordable housing.
Strategy 1B: Encourage or require a
mix of lot sizes or housing types in
new development.
B.1: Consider updates to the Planned
Unit Development option or a new
conditional zoning option in the
Unified Development Ordinance
(UDO) to require at least two lot
sizes or housing products.
B.2: Encourage a mix of housing
and/or incomes through a new
conditional zoning process.
HOUSING - RECOMMENDATIONS
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Strategy 1C: Remove regulatory
barriers to meeting market
demand for different housing
types.
C.1: Consider updating the UDO
to allow for smaller lots and/or
attached housing types in certain
areas or with enhanced design
standards.
Allow for a mix of housing and reduced
setbacks and/or parking requirements
in new village districts if defined
design criteria is met.
Consider allowing duplexes on corner
lots in some zoning districts.
Establish standards for
pocket neighborhoods / tiny
home developments.
Strategy 1D: Consider an allowance
for smaller lots and/or attached
housing types as part of
conservation subdivisions.
Allow for smaller lots and/or up to
15-20% attached housing (duplexes,
triplexes, quads or townhomes) in
conservation subdivisions with at least
40%+ open space.
Goal 2: Encourage the
preservation and construction
of affordable and workforce
housing.
Strategy 2A: Continue to allow for
secondary residences (accessory
dwelling units).
Strategy 2B: Conduct a county-wide
inventory of affordable housing
units and track changes.
Strategy 2C: Coordination with
municipalities and other partners
on projects or studies to preserve
or increase affordable or
workforce housing.
Strategy 2D: Prioritize utility
upgrades to serve growth in towns
including downtown revitalization
projects and housing.
Village residential was a preferred housing type according to
input at the public meetings. This type of housing is located
near a walkable village center with access to shopping and
parks. Housing types could include single family homes
on small lots, attached residential and/or live work units
with residential above commercial. Barriers to this type of
housing include large minimum lot sizes or widths, parking
requirements and large street widths. Image source: Bynum
Homes
58 | Plan Elements
Strategy 2E: Evaluate County-owned
sites for affordable or workforce
housing.
Strategy 2F: Consider incentives
for the development of new
affordable housing on privately-
owned sites.
Goal 3: Work with partners
to prevent and reduce
homelessness.
Strategy 3A: Coordinate with
partners including Johnston-
Lee-Harnett Community Action,
Inc. (JLHCA), the Sanford
Housing Authority and the Dunn
Housing Authority to distribute
information on existing housing
resources.
Strategy 3B: Dedicate county staff
resources to assist with the annual
Point in Time (PIT) count of
homeless individuals.
HOUSING - RECOMMENDATIONS
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Page Intentionally Left Blank
60 | Plan Elements
Agriculture
Harnett County is home to a variety of
natural and cultural resources that define
the county’s identity, attract residents and
visitors and contribute to our economy.
Agriculture is a major contributor to the
Harnett County economy.
PRESENT USE VALUE AND VOLUNTARY
AGRICULTURE DISTRICTS
The present use value (PUV) program was
established in 1973 to protect agricultural
farmland through evaluations of property
value in a way that would allow for bona
fide farms to avoid being taxed at the
market value of their property, and instead
be taxed at a value determined by soil type
and the value of the crops being grown on
the land. This allows for farms to continue
to operate with more financial options
rather than sell the land to someone who
would rather develop the land. In addition
to the PUV program, Harnett County has
also established a Voluntary Agricultural
District in order to encourage preservation
of farmlands through preservation funding
opportunities, and advocacy for farm
operations. The establishment of a district
also provides an Agricultural Advisory Board
which acts as an advising board to the
governing board of the County.
County Agricultural Programs
123,774 Acres of Present Use Value
(PUV) Properties - These properties
receive a tax break based on
agricultural, forestry or horticultural
uses
25,103 Acres of Voluntary Agricultural
Districts
Census of Agriculture Statistics (2017)
Land in farms: 643 farms with 106,262
acres in farmland
»19% decrease from 797 farms in 2012
»11% decrease from 119,775 acres of
farmland in 2012
145% increase in per-farm net income
»From $45,764 to $112,327 average net
cash income per farm
7.5% increase in total sales from
Harnett County farms
»From $190 million to $204 million in
total sales from Harnett County farms
Top 3 Agricultural Commodity groups:
»Livestock, poultry and their products
($132 million)
»Crops, including nursery and
greenhouse crops ($71 million)
»Tobacco ($39 million)
Farmer Characteristics
»58 Years: Average Age of Farmers
»Approximately 20% With Military
Service
»Approximately 30% New & Beginning
Farmers
AGRICULTURE AND
NATURAL RESOURCES - BACKGROUND
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AGRICULTURE IN HARNETT COUNTY
Harnett County is in the top 20% of top
agriculture producing counties in the United
States as of 2022, which is down compared
to 2017 when the County was 135 places
higher. From 2017 to 2022, Harnett County
has seen a 12% decrease in the number of
farms, while also seeing a 23% increase in
total agricultural receipts. Livestock makes
up 64% of the agricultural receipts, while
crops make up 36%.
Agricultural Production Statistics
Tobacco
»#6 Highest Producing County in the
U.S.
Cotton/Cottonseed
»Top 50% of U.S. Counties
Sweet Potatoes/Vegetables/Melons
Nursery/Greenhouse/Floriculture/Sod
»Top 10% of U.S. Counties
Poultry
»Top 7% of U.S. Counties
Hogs/Pigs
»Top 10% of U.S. Counties
Present Use Value and Voluntary Ag. Districts
62 | Plan Elements
Natural Resources
Harnett County Parks & Recreation
maintains a number of parks and greenways
for passive recreation opportunities (i.e. the Dunn-Erwin Rail Trail, Anderson Creek Park and Cape Fear River Trail Park). Reserving land for
additional passive recreation and amenities (nature parks, trails, and greenways) will be
important to preserving the quality of life in
Harnett County.
FOREST COVER
Thirty-nine percent of Harnett County is
forested (NLCD, 2021). This includes 191,140
acres of privately owned timberland.
The forestry sector had a total economic
contribution of $78 million to the county’s
economy in 2022 (NC State Extension, 2022).
There have been significant decreases in
forest cover over the last twenty years.
Harnett County lost 2.59 square miles of
forest from 2001 to 2021. The majority
of this loss was from logging however
new development was also a significant
contributor (NLCD, 2021).
CAPE FEAR RIVER WATERSHED
Water quality in the Cape Fear River
watershed is valued by residents as seen
in the comprehensive plan survey results.
Stormwater runoff and sedimentation
from development activities can impair
water quality in creeks in Harnett County.
Low impact development (LID) techniques
such as reducing impervious surfaces and
retaining vegetated riparian (stream) buffers
can help improve water quality. The Cape
Fear River and Upper Little River also offer
great opportunities for tourism. New and
improved canoe/kayak launches could allow
greater access to these natural resources.
NATURAL HERITAGE NATURAL AREAS,
HABITATS AND RARE SPECIES
Harnett County is home to areas of
moderate-high and very high biodiversity
and habitat values. We see these areas
concentrated along the Black River, Upper
Little River, Cape Fear River, and their
tributaries, as well as around Raven Rock
State Park, and Fort Liberty. The Cape Fear
Shiner, the Red-Cockaded Woodpecker, and
the Rough-Leaved Loosestrife are federally
endangered species that call Harnett County
home. In addition 22 types of species are
listed as Federal Species of Concern. Clean
water and connected wildlife corridors
and habitats are essential to preserving
biodiversity. Through collaborative efforts,
the U.S. Army, Fort Liberty, regional, state,
and federal agencies have made tremendous
efforts to conserve lands and the natural
environment to ensure high levels of
biodiversity throughout Harnett County and
neighboring areas.
AGRICULTURE AND
NATURAL RESOURCES - BACKGROUND
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Natural Resources Map
Biodiversity Wildlife Habitat Map
64 | Plan Elements
Overview
Farm and forest land is an integral
part of Harnett County’s identity.
Many residents and rare species
rely on water quality within the
Cape Fear River watershed and
other parts of the County. As
development expands beyond the
boundaries of the municipalities,
Harnett County must put measures
in place to protect its rural character
and natural resources that residents
value so that agriculture, parks and
ecotourism can better coexist with
the growing population. This includes
requiring more protection of trees
in subdivisions, planting more trees
within developments, and protecting
the land surrounding the County’s
waters.
Recommendations for supporting
agriculture and conserving natural
resources are included in this plan
element.
Goals and Strategies
Goal 1: Encourage compatible
development in areas with
important natural resources.
Strategy 1A: Promote and
maintain rural character and the
agricultural economy.
A.1: Limit sewer extensions into
prime agricultural areas.
A.2: Encourage residential
development in areas served by
utilities and consider impacts of
new development on ground and
surface water resources during the
development approval process.
A.3: Continue the protection of rural
views by requiring frontage buffers
in new subdivisions.
Where buffers are required, provide
credits for the preservation of existing
vegetation.
Buffers should be in fee simple lots,
maintained by the HOA.
Strategy 1B: Promote voluntary
protection of agricultural lands.
B.1: Promote conservation
easements on existing farmland.
AGRICULTURE AND
NATURAL RESOURCES - RECOMMENDATIONS
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Harnett County currently has 109,000 acres in farms according
to the 2022 Census of Agriculture which is a slight increase
compared to 2017.
Strategy 1C: Minimize negative
impacts of new development
on farms.
C.1: Promote only low density
development in agricultural areas.
C.2: Ensure adequate setbacks
and stormwater controls for new
residential development.
C.3: Consider a requirement of
agricultural buffers for major
subdivisions in certain zoning
districts.
Update the Unified Development Code
to require the preservation or planting
of buffers for major subdivisions that
will be located adjacent to working
farmland.
Agricultural Buffers
To reduce impacts to working farmland
new subdivisions in certain zoning districts
with lots under 25,000 square feet could be
required to preserve or install a landscape
buffer. This would allow existing farmland
operations to continue without potential
conflicts from new development.
66 | Plan Elements
Strategy 1D: Promote Agricultural
Friendly Design in Rural /
Agricultural areas and Agricultural
Protection Areas on the Future
Land Use Map.
See Strategies 1D and 2B in the
Land Use Element for more detailed
recommendations.
Strategy 1E: Maintain and promote
agricultural support programs.
E.1: Promote existing agricultural
support programs including the
Present Use Value program and
the Voluntary Agricultural Districts
program.
E.2: Support activities of the
Harnett County Soil and Water
Conservation District and the
North Carolina Cooperative
Extension.
Consider additional staffing
for programs or positions
critical to implementing county
agricultural goals.
E.3: Consider the creation of an
Enhanced Voluntary Agricultural
District program.
Strategy 1F: Establish a Farmland
Preservation Program and Fund
This voluntary purchase of
development rights program could
utilize local funds to match state and
federal funds to protect land in key
agricultural areas.
F.1: Utilize Present Use Value
(PUV) “roll-backs” and/or other
sources to fund local farmland
preservation program.
The PUV program provides a tax
break to working farm and forestry
acreage. Loss of PUV status results in
a payment of three years of unpaid
deferred taxes plus interest. Some
counties are utilizing these payments
to fund farmland preservation.
Strategy 1G: Ensure agriculture
has long-term access to water
supplies.
G.1: Consider the support of studies
that improve understanding of
groundwater usage and availability
in agricultural areas.
A Farmhouse Cluster Subdivision illustrated above is designed
to fit into the surrounding agricultural landscape.
AGRICULTURE AND
NATURAL RESOURCES - RECOMMENDATIONS
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Training flights paths to and buffers beside Fort Liberty in
Southwestern Harnett County should be considered during
development review to protect the long-term viability of
military operations.
G.2: Establish policies that
reduce potential conflicts over
groundwater.
G.3: Establish policies for extending
utilities into strategic agricultural
areas.
Consider allowances for:
Serving villages and mixed-use
centers designated on the Future
Land Use Map
Providing water for agricultural
operations and possibly certain types
of storage, transfer or processing
facilities
Service to agricultural-friendly
developments with a lower overall
density than by-right subdivisions
allowed on wells
Strategy 1H: Coordinate with Fort
Liberty to protect lands critical to
military operations.
H.1: Continue to coordinate with
the Federal Government and
the Regional Land Use Advisory
Commission (RLUAC) to ensure
development near Fort Liberty
is compatible with existing and
planned military operations.
H.2: Maintain and enforce the
provisions of the Military Corridor
Overlay District (MCO) in the
zoning ordinance.
Consider updates to the MCO that
provides additional notification,
review or approval for structures
exceeding 90 feet in height.
H.3: Encourage land protection
in priority areas including
undeveloped areas that coincide
with priority military buffer areas
due to aviation routes, training
exercises, farmland and high
quality habitat.
Strategy 1I: Require the reservation
of high-quality, connected open
space in new development.
I.1: Seek to identify all opportunities
to conserve open space networks,
mature existing tree canopies,
steep slopes, floodplains, priority
wildlife habitats, and significant
natural features as part of public
and private development plans.
68 | Plan Elements
I.2: Encourage conservation
subdivisions in areas with sensitive
environmental resources through
updates to the Compatibility
Development Option.
I.3: Require a site conditions map
showing existing natural resources
as part of the review process for
all or certain types of residential
subdivision applications to identify
areas that should be protected as
open space.
Site analysis maps for compatibility
developments and/or conditional
rezonings should show habitat that
could be contributing to rare species
including streams, forested riparian
areas and/or long leaf pine stands.
I.4: Specify how active and passive
recreation options can be utilized
to fulfill open space requirements.
I.5: Encourage new development to
reserve land for planned greenways.
I.6: Create and maintain an
inventory of public and privately
preserved open space in the
County.
See Strategy 2A.5 in the Land Use
Element for recommendations for
priority open space types and code
updates.
The Green Growth Toolbox
The Green Growth Toolbox (GGT) Handbook
is a guide that helps communities grow in
a way that conserves natural resources. It
is produced by the North Carolina Wildlife
Resources Commission (NCWRC) and includes
information on development design,
wildlife threats, habitat priorities, and
available data. The GGT Handbook offers
a science-based approach to planning and
development design. The Handbook provides
recommendations for stream buffers, water
quality, and habitat needs. Training and
seminars are also offered to local government
staff, elected officials, members of the public
and the development community. More
information is available at ncwildlife.org.
AGRICULTURE AND
NATURAL RESOURCES - RECOMMENDATIONS
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I.7: Encourage the utilization of
NC Natural Heritage Program
GIS data during the development
review process.
The North Carolina Natural Heritage
Program has developed and maintains
the state’s most comprehensive
database of natural resource
information by combining on-the-
ground surveys with advanced GPS
and GIS technology. See www.ncnhp.
org/data for more information.
Strategy 1J: Conduct a green print
study (county-wide or for specific
areas) to identify key open space
preservation areas.
Strategy 1K: Raise awareness of the
county’s unique natural assets.
K.1: Develop programs, maps or
other information related to local
natural resources to educate youth
and the general public.
K.2: Facilitate consultation with
the U.S. Fish and Wildlife Service
(USFS) on proposed development
in areas with federally listed
endangered species.
Listed species with draft consultation
areas include the Atlantic Pigtoe
Mussel, Cape Fear Shiner and the Red-
cockaded Woodpecker.
Strategy 1L: Establish tree
preservation standards or
incentives for new development.
L.1: Establish a tree
preservation requirement for
Compatibility Developments.
L.2: In areas where buffers are
required, allow the preservation
of existing vegetation to
fulfill requirements.
L.3: Take steps to recognize and/or
protect heritage trees.
Establish a heritage tree recognition
program to designate significant trees
of native species in the county.
Consider a requirement that all or a
portion of trees greater than 24 inches
be identified and protected during
development in accordance with
International Society of Arboriculture
Avents Creek drains a large area in Northwestern Harnett
County south of Duncan. This creek along with Hector Creek,
Parkers Creek, Mill Creek and Coopers Branch are designated
as High Quality Waters by the State of North Carolina.
Protecting forests and limiting impervious surfaces will help
safeguard these streams from degradation common to more
developed areas.
70 | Plan Elements
requirements for tree protection.
Provide a mitigation option for
defined exceptions that could include
replanting or fee contributions that
could fund replanting elsewhere.
Goal 2: Maintain and improve
water quality.
Strategy 2A: Encourage the
protection of water features in
new development.
Rivers, streams, lakes, ponds,
floodplains and wetlands provide a
valuable stormwater management
and ecological, visual, and
recreational benefits.
A.1: Discourage development
in floodplains.
A.2: Update the extent of the
Conservation Zoning District to
factor in the best available data.
Strategy 2B: Encourage stream
buffers that meet and exceed
state minimums in new
development.
B.1: Review development
applications to ensure minimum
stream buffers are met.
Unique Habitats and Rare
Species
Harnett County is located on the edge of the
Piedmont and Sandhill regions which creates
a unique combination of habitats within the
Rivers and floodplain forests serve as habitat
corridors and offer recreational opportunities
such as hiking, camping, nature photography,
bird watching, boating, hunting, and fishing to
name a few. county that support a variety of
rare species. The Sandhills supports one of the
best remaining examples of the rare and diverse
longleaf pine ecosystems which supports the
only population of red-cockaded woodpeckers
that has met its recovery goal. Other rare,
threatened or endangered species in the county
include the Atlantic Pigtoe Mussel, Cape Fear
Shiner, Northern Pine Snake, Pine Barrens
Tree Frog, Northern long-eared bat and the
Tricolored Bat.
There are 68 Species
in Harnett County
that are considered
rare, or recognized
by the state or
federal government
as threatened or
endangered.
AGRICULTURE AND
NATURAL RESOURCES - RECOMMENDATIONS
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B.2: Continue to require single family
dwelling setbacks from rivers and
creeks.
Minimum Yard for Cape Fear River:
250 ft.
Minimum Yard for Black River: 150 ft.
Minimum Yard for other creeks: 100 ft.
B.3: Encourage stream buffer
commitments that exceed
state minimums during
conditional zonings.
100ft buffers are recommended along
perennial streams without federally
listed aquatic species.
200ft buffers are recommended along
perennial streams with federally listed
species.
See the Green Growth Toolbox for
recommendations for buffers on
intermittent streams.
B.4: Incentivize buffers via the
Compatibility Development
Option in the Unified Development
Ordinance (UDO).
Strategy 2C: Encourage Low Impact
Development (LID) techniques
in watersheds with High Quality
Waters and impaired streams.
LID Techniques include reduced
development footprints, disconnected
impervious surfaces, and innovative
stormwater infrastructure including
bio-swales, rain gardens and green
roofs.
The Cape Fear Shiner is an imperiled minnow species that
is endemic (found nowhere else in the world) to the Cape
Fear River Basin in Harnett County. These fish prefer clean
substrates composed of gravel, cobble and boulders.
Increased sediment loads from erosion can have a detrimental
impact on existing populations. Image Source: Brena Jones,
NC Wildlife
Strategy 2D: Protect major water
supply watershed districts
through open space preservation,
community programs that
promote tree coverage, flood
plain preservation, and limits to
impervious surface cover.
D.1: Work with the state to
determine innovative approaches
(e.g. materials or design
alternatives) for development
in areas with impervious surface
maximums.
Strategy 2E: Preserve habitat and
encourage development design
that reduces sediment loads on
tributaries that drain to the Cape
Fear River.
72 | Plan Elements
Parks and Greenways
Harnett County Parks & Recreation
maintains a number of parks and
greenways for active and passive recreation
opportunities. In total the County maintains
9 parks, 3 community centers and the Dunn-
Erwin Rail Trail. Raven Rock State Park
provides a variety of outdoor recreation
activities including 26 miles of hiking trails,
biking, horseback riding, camping, fishing
and paddling opportunities.
Reserving land for additional active
recreation (sports fields, playgrounds, gyms)
and passive recreation and amenities (nature parks, trails, and greenways) will be important
to preserving the quality of life in Harnett
County. The 2017 Parks & Recreation Master
Existing Parks and Greenways
Anderson Creek County Park
Anderson Creek Senior Center
Barbecue Creek Park
Benhaven Community Park & Gym
Boone Trail Community Center &
Library
Cape Fear River Trail Park
Cape Fear Shiner Park
Dunn-Erwin Rail Trail
Neills Creek County Park
Patriots Park
Shawtown Community Park
South Harnett Park
Raven Rock State Park
Planned Park Locations Map
PARKS AND GREENWAYS - BACKGROUND
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Plan calls for the acquisition of 1,200 acres parkland
by 2030.
PLANNED FACILITIES
The most recent Harnett County Parks & Recreation
Master Plan, completed in 2017, recommended the
acquisition of parkland in key areas of the county, an
indoor recreation facility and a build out of system
of greenways and blueways to increase recreational
access.
A Bicycle, Pedestrian and Greenway Plan was
completed in 2021 that refined long-term plans for
trails and greenways in Harnett County. The plan
identified priority projects which included the following
connections:
• Raven Rock State Park to the Town of Lillington
• Lillington River Park to Campbell University and
eventually Coats
• Coats to the Dunn-Erwin Rail Trail
• Coats to Angier Rail Trail Planned Greenways Map
74 | Plan Elements
Overview
Parks and recreational opportunities
enhance quality of life and
support economic development.
Recommendations for improving
access to parks, greenways, trails and
other recreational opportunities are
included in this plan element.
Goal 1: Provide active and
passive recreation opportunities
to preserve and enhance the
quality of life.
Strategy 1A: Continue to build a
park and greenway system that
is interconnected; protects native
landscapes, water quality, and
areas of ecological significance,
such as priority wildlife habitats,
and serve wide range recreational
needs of the County residents
Strategy 1B: Implement and
regularly update the Parks and
Recreation Plan.
B.1: Support continued maintenance
and improvements at
existing parks.
B.2: Work with public and private
parters to acquire land for new
parks and nature preserves in
land acquisition target areas and
growing areas of the county.
B.3: Undertake site specific master
plans for planned parks.
B.4: Work with public and private
partners to plan for and
construct additional indoor
recreation facilities.
B.5: Enhance parks and recreational
program offerings based on
ongoing citizen input.
B.6: Establish a volunteer program
within the parks and recreation
system.
Strategy 1C: Improve recreation
opportunities in under-served
areas.
C.1: Pursue the co-location of parks
and school sites in growing areas.
PARKS AND GREENWAYS - RECOMMENDATIONS
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C.2: Establish joint-use agreements
between schools and the Harnett
County Parks and Recreation
Department for sites in under-
served areas.
C.3: Continue to coordinate
with municipalities to
provide unique and desired
recreational opportunities.
Strategy 1D: Evaluate and
update base requirements for
development related to open
space, recreation facilities and/
or fees.
Strategy 1E: Seek increased
investment in parks and
recreation facilities.
Goal 2: Position Harnett County
as a destination for outdoor
recreation.
Strategy 2A: Pursue the completion
of the Harnett County
Greenway System.
A.1: Regularly evaluate and update
greenway and trail priorities.
A.2: Participate in feasibility studies
to refine alignments, determine
right-of-way acquisition needs,
plan support facilities and
develop strategies for funding and
partnerships.
A.3: Seek local, state and federal
funding to design, construct and
maintain priority greenways.
A.4: Consider updates to the Unified
Development Ordinance (UDO) to
require the reservation of greenway
easements or construction
of planned greenways in new
development.
A.5: Encourage or require pedestrian
and bicycle connections to existing
and planned greenways, parks
and other destinations in new
developments.
A.6: Coordinate with the Triangle
Trails Initiative to connect trails
in Harnett County to existing and
planned trails in Wake County.
Cape Fear River Trail Park
76 | Plan Elements
A.7: Conduct future studies of
village locations to determine
recommendations for open space
and greenway networks.
Strategy 2B: Develop and promote
the Cape Fear River as a blueway.
B.1: Plan for and develop river access
points every 4-6 miles along the
Cape Fear River.
Strategy 2C: Improve awareness of
parks and greenways in Harnett
County.
C.1: Update marketing material
(online and print) and wayfinding
signage for parks, trails and other
outdoor recreation destinations.
Dunn-Erwin Rail Trail
PARKS AND GREENWAYS - RECOMMENDATIONS
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Page Intentionally Left Blank
78 | Plan Elements
Economy
Harnett County is a vibrant, rapidly
expanding county located in central North
Carolina, strategically positioned between
Raleigh and the Research Triangle to the
north and Fayetteville and Fort Liberty
to the south. The county seat, Lillington,
is 30-miles from downtown Raleigh and
Fort Liberty. Located along the I-95
Corridor and minutes to I-40, the county
offers access to extensive transportation
networks, including major highways (U.S. 421, U.S. 401, and NC 87), rail lines, and proximity
to Raleigh-Durham International Airport (41 miles) and the Port of Wilmington (120 miles). Moreover, Harnett Regional Jetport
serves corporate users and private flights.
Home to over 141,000 residents, Harnett
County neighbors three of North Carolina’s
largest counties, creating access to a
skilled regional workforce of over one
million people. The county boasts the
most competitive property tax rate in
the Triangle Region, a favorable cost of
living (nearly 10% below the national average and 4.4% lower than the state average), and
continued investments in infrastructure,
including Harnett Regional Water, a large
regional water and wastewater utility that
draws from the Cape Fear River.
KEY INDUSTRIES
According to 2023 data from Lightcast,
Harnett County is home to 32,600 jobs
and $3.6 billion gross regional product (GRP). Major employers such as ADUSA
Distribution, Walmart, Carlie C’s, Rooms
To Go, Champion Home Builders, Boon
Edam, and Godwin Manufacturing have
contributed to the area’s economic growth.
Harnett County provides a supportive,
Industry Sector
Growth (2010-2024)
• Professional, Scientific, and Technical Services: 69%
• Retail: 64%
• Distribution & Logistics: 58%
• Manufacturing: 38%
• Healthcare: 2%
Source: Lightcast Q3 2024 Dataset
2020 Top 10 Taxpayers 2020 Top 10 Employers
1 Atlantic Coast
Pipeline LLC
Harnett County
Public Schools
2 Duke Energy
Progress
Delhaize America
(Food Lion)
3 Rooms to Go Campbell University
4 South River EMC Harnett County
5 Delhazie American
(Food Lion)
Harnett Health
System
6 Central EMC WalMart Centers
7 ADUSA
Transportation LLC
Carlie C’s
Operations (IGA)
8 WalMart Real
Estate
NC Dept. of
Corrections
9 Wincor Rooms to Go
10 Piedmont Natural
Gas Co.
Champion Home
Builders
ECONOMIC
DEVELOPMENT - BACKGROUND
DRAFT: February 7, 2025 Harnett Horizons 2040 | 79
Total Market Supply
$2,412,298,998
Total Market Demand
$4,388,607,073
Opportunity Gap
$1,976,308,076
Top Retail Opportunities
Apparel Grocery
Restaurants
Garden &
Building
Equipment
General
Merchandise
business-friendly environment where key
industries - including manufacturing,
distribution and logistics, retail and services,
and healthcare - can thrive.
COMMUTE TRENDS
While Harnett County has a large number
of jobs, only a small portion of residents
live and work in the County. There are
19,300 employees that commute from other
counties in to Harnett County for work, and
39,000 employees that live in the county but
commute outside of the County for work.
RETAIL LEAKAGE
Harnett County recently partnered with
Retail Strategies, a firm that provides a
market analysis, to identify existing gaps in
retail and proactively recruit retail partners
to the area. Findings from a recent support
for a trade area that includes Harnett
County include:
• There is more consumer demand than
market supply for all retail categories.
This amounts to an “opportunity gap” of
$1,976,308,076 in total consumer demand
Commute statistics indicate that there is a net outflow
of workers on a daily basis.
Source: Lightcast (2024, Q2)
• Significant shortages exist for auto and
parts dealers, building material and
garden equipment, food and beverage,
and clothing
Source: Retail Strategies
19,300 14,873
EMPLOYEE
INFLOW
39,000
EMPLOYEE
OUTFLOW
LIVE &
WORK
Commute Trends
80 | Plan Elements
Overview
Harnett County has a substantial out-
bound commuter population, with
roughly 39,000 residents traveling
outside the County for employment,
according to Lightcast (2024, Q2).
By attracting more businesses and
industries to Harnett County, we can
create quality, local job opportunities
that reduce commute times, increase
local spending, and enhance the
vibrancy of our communities as our
daytime population grows.
To support this vision, Harnett
County is proactively identifying
and preparing prime properties
for commercial and industrial
development, advancing business
attraction and recruitment efforts,
and furthering our existing business
and industry. This strategy will
strengthen the County by diversifying
the tax base and increasing
above average job opportunities
for residents. This will not occur
overnight, but with planned and
continuous activities, more new
companies will call Harnett County
home and more existing companies
will expand locally.
Goals and Strategies
Goal 1: Grow Harnett County’s
inventory of market-ready
buildings and sites.
Strategy 1A: Continue to maintain
an inventory of available buildings
and land on the Harnett County
Economic Development website.
Strategy 1B: Transition available
and candidate sites to market-
ready sites through the
completion of environmental due
diligence activities.
Strategy 1C: Pursue grants and
annual budget allocations for
site readiness, infrastructure
improvements and site
development activities.
ECONOMIC
DEVELOPMENT - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 81
Strategy 1D: Seek grants and
other funding to construct shell
or speculative buildings, and/
or partner with developers to
accomplish the same.
Goal 2: Continue and expand
business attraction and
recruitment efforts.
Strategy 2A: Create storytelling
narratives and leverage multiple
communication platforms to
support business attraction
and expansion activities,
and to further our rapport
with community, partners
and stakeholders.
A.1: Engage in outreach activities in
conjunction with regional and state
economic development partners,
and apart from partners.
A.2: Coordinate with the Triangle
Partnership, the North Carolina
Economic Development Partnership
(NCEDP) and municipal Chambers
of Commerce to attract and retain
businesses.
A.3: Continue efforts to market
the County based on competitive
advantages including strategic
location (proximity to I-95, Wake
County and Fort Liberty, Campbell
University and Central Carolina
Community College (CCCC)),
low costs and water and sewer
infrastructure.
Strategy 2B: Leverage data to
inform our economic development
team of targeted supply-chain
company leads.
Strategy 2C: Establish a compelling
brand identity through effective
Economic Development Site Readiness Process
82 | Plan Elements
communication and engagement
to increase Harnett County’s
visibility and new and expanding
company interest.
C.1: Build an internal library of print,
electronic, and video materials to
be used for marketing materials.
Strategy 2D: Host an annual event
to highlight Harnett County and
our available buildings and sites.
Strategy 2E: Create attractive and
functional development sites for
new and growing businesses.
E.1: Conduct focused recruitment of
retail and restaurants to meet local
market demand for new businesses.
E.2: Promote new employment,
mixed-use development and
housing in key area to enhance
economic development through
zoning and land use regulations,
public investments and incentives.
E.3: Study potential improvements
and tenants for the area
surrounding the Harnett
Regional Jetport.
E.4: Support the continued growth
of towns as residential and
commercial centers in the County.
E.5: Protect important industrial
land from incompatible
Competitive
Advantages of
Harnett County
• Strategic Location
• Taxes
• Pro-Business Environment
• Skilled Workforce
• Low Cost of Living
• Infrastructure and Utilities
Source: Harnettedc.org
uses including large-scale
residential development.
Strategy 2F: Support neighborhood
improvements and reinvestment.
F.1: Provide resources through
existing and new programs
to revitalize targeted under-
performing residential and
nonresidential areas.
F.2: Continue programs to address
code enforcement issues such
as lack of maintenance and/or
abandoned buildings.
F.3: Consider the establishment of a
small neighborhood grant program
ECONOMIC
DEVELOPMENT - RECOMMENDATIONS
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to fund community improvement
projects and reverse conditions of
disinvestment and decline.
Goal 3: Support, grow, and
strengthen existing businesses
and industries across
Harnett County.
Strategy 3A: Maintain an industry
visitation program.
A.1: Meet regularly with local
business leaders to determine
priorities and barriers.
Strategy 3B: Support
entrepreneurship and business
development.
B.1: Maintain an inventory of
available business resource
partners and applicable resources
for start-ups, small business,
and industry.
B.2: Connect, coordinate, and or
convene businesses and resource
partners as applicable to needs.
B.3: Provide training, technical
assistance, incentives to foster
business growth.
B.4: Assist Harnett County’s largest
employment sectors, including
the education, health care, social
services, and public administration
sectors, to resolve land use conflicts
so that they can continue to grow,
expand job opportunities, and
provide a stable economic base.
B.5: Support the diversification of
industries including technology and
bioscience, energy, and blue collar
and green collar jobs.
B.6: Work with Harnett County’s
many higher education institutions
to encourage entrepreneurial
education and commercialization
of research innovations to fuel
growth of start-up business.
B.7: Support the provision of
incubator facilities in targeted
areas, as appropriate.
B.8: Support low-impact home
based businesses and support
“cottage industries” in mixed-use
Furniture retailer Rooms to Go recently announced
plans to expand its 1,450,000 square foot distribution
center along I-95.
84 | Plan Elements
districts, residential areas, and
agricultural areas, while reducing
negative impacts on adjacent
residential areas.
Goal 4: Coordinate with
partners on workforce
development.
Strategy 4A: Work closely with
education and workforce training
partners to support immediate
and future hiring and training
needs of local companies.
A.1: Work with the Harnett County
Public School System, training
providers, and the private sector
to ensure that Harnett County’s
workforce has the basic skills,
literacy, and job-specific training
necessary to gain employment.
A.2: Encourage coordination
between area employers, Campbell
University, Central Carolina
Community College and Harnett
County schools to prepare
graduates for high demand careers.
A.3: Encourage partnerships with
existing organizations that provide
training in “soft skills” vocational
skills, child care, and other services
that enable people entering the
workforce and earn a living wage.
A.4: Ensure that training and services
are accessible to and located near
those with the greatest need.
Strategy 4B: Study ways to increase
access to job opportunities
by providing improved transit
to Harnett County’s regional
employment clusters.
Campbell University and Central Carolina Community College
provide local opportunities for continued partnerships for
workforce development.
ECONOMIC
DEVELOPMENT - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 85
Visit Harnett along with local government
partners provides information on things
to do and places to stay in the county. See
visitharnett.com for more information.
Goal 5: Support agriculture and
tourism and related cultural
recreational and natural
resources.
Strategy 5A: Develop strategies to
retain and expand agriculture and
agribusiness.
A.1: Consider updating the Harnett
County Working Lands Protection
Plan (2010).
A.2: Continue and expand education
and marketing efforts.
A.3: Consider incentives or
specialized programs to recruit or
retain agribusiness.
A.4: Support expanded agritourism in
Harnett County.
Strategy 5B: Support a farmers
market program including a new
venue and special events.
B.1: Consider the incorporation of
an indoor facility in future phases
of a farmer’s market that can
be utilized for an exposition or
convention center.
Strategy 5C: Support Visit
Harnett and coordinate with
area chambers of commerce to
promote visitation to downtowns,
historical sites, parks, and
agritourism venues.
Strategy 5D: Promote outdoor
recreation by providing
information on experiences and
destinations in the county.
D.1: Invest in and leverage parks,
leisure, and cultural
amenities as integral economic
development assets and part
of the County’s economic
development infrastructure.
D.2: Study the potential for a
Regional Sports Complex.
86 | Plan Elements
Overview
Transportation in Harnett County falls
under the purview of two metropolitan
planning organizations (MPO) and one
regional planning organization (RPO) -
the Capital Area Metropolitan Planning
Organization (CAMPO) and the Fayetteville
Area Metropolitan Planning Organization (FAMPO), and the Mid-Carolina Rural
Planning Organization. Together these
organizations work to coordinate with
the North Carolina Department of
Transportation (NCDOT) on municipal and
county needs and funding for transportation
improvements.
TRAFFIC VOLUMES
Annual average daily traffic (AADT) volume
represents the traffic average for a specific
year. The highest traffic volumes in the
County are on I-95 east of Benson where
69,000 cars travel on a daily basis (NCDOT, 2023). Other high traffic roadways include
NC 87 (42,500 cars/day), US 401 north
of Lillington (27,000 cars/day) and NC 55
north of Angier (19,500 cars/day). Traffic
forecasting models show future volumes
increasing on major roadways throughout
the County between now ad 2045. See AADT
and modeled traffic volume maps in the
Appendix for more information.
STATE TRANSPORTATION
IMPROVEMENT PLAN (STIP)
The State Transportation Improvement
Program (STIP) 2024-2033 identifies
transportation projects that will receive
funding between 2024 and 2033. The STIP
Average Daily Traffic Map
TRANSPORTATION - BACKGROUND
DRAFT: February 7, 2025 Harnett Horizons 2040 | 87
2024-2033 STIP Projects
Capital Area MPO Fayetteville Area MPO Mid-Carolina MPO
TRANSPORTATION - BACKGROUND
88 | Plan Elements
covers a 10-year period. In this time
frame, there are 16 projects that have been
identified for funding in Harnett County.
NCDOT updates this plan approximately
every two years to accurately reflect the
department’s current financial situation.
The STIP covers funding for projects
such as interstates, bridges, bike and
pedestrian projects, ferry projects, and
aviation projects. Projects that are under
construction and future projects can be seen
on the STIP Map on the previous page.
TRANSPORTATION PLANS
The Harnett County Comprehensive
Transportation Plan was originally adopted
in 2013, but more recently in 2017 an
amendment to the plan was adopted by the
County, the municipalities within the county,
and the MPO’s and RPO’s that overlap
with the County. The CTP is a cooperative
effort between these entities and NCDOT
to provide details on the existing roadway
infrastructure, as well as information about
what could be planned further out past
the STIP.
A study was recently completed for the US
401 Corridor between Lillington and Fuquay
Varina. Major recommendations included:
• New location roadway in Wake County
• Alignment along Angier Bypass (under construction) and NC 210 in Harnett
County
• Cross-section will be four-lane median
divided with 10’ sidepath
Other previous studies, including the
Northwest Harnett Area Plan have
recommended targeted road and
intersection improvements and the
construction of collector streets parallel to
major roadways in order to disperse traffic
and preserve capacity.
The US 401 Corridor Study recommended a new-
location road in Wake County that ties into the Angier
Bypass and then includes improvements along NC 210.
US 401 Corridor Study
TRANSPORTATION - BACKGROUND
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COMMUTING
The primary mode or transportation for
commuters was individual vehicles/driving
alone making up 85% of commuters. This is
followed by 9% of commuters carpooling, and
4% of residents working from home and not
commuting at all. The mean travel time to
work is 31.9 minutes, which is also reflective
of the large amount of Harnett County
residents that work outside of the County.
Households with 3 or more vehicles make up
43.76% of all households, while those with two
vehicles make up 37.56%, followed by 16.38%
of households with access or only one vehicle,
and 2.3% of households without access to
any vehicle.
TRANSIT
The Harnett Area Rural Transit System (HARTS) provides transportation for
the Harnett community for education,
employment, medical and personal trips.
Operating hours are from 8:00 a.m. to 5:00
p.m. Monday through Friday. Services include
subscription routes, Dial-A-Ride demand-
response service trips. The system also offers
daily routes to Senior Citizen Centers and
Central Carolina Community College and
transportation to nearby counties for medical
appointments only on designated days.
A study (The North Harnett Transit Study) is
currently underway to develop transit service
recommendations for the portion of Harnett
County that overlaps with the Capital Area
Metropolitan Planning Organization (CAMPO)
boundary, including Angier, Lillington, Coats,
Buies Creek, Raven Rock State Park, and
Campbell University.
HARTS is a Community Transportation program that
serves the public as well as human service agencies for
medical, personal, employment, and education trips.
Commute to Work (2020)
TRANSPORTATION - BACKGROUND
90 | Plan Elements
Bicycle and Pedestrian
Facilities
The Dunn-Erwin Rail Trail is the longest
greenway in the County. It is a crushed
stone trail that runs 5 miles between
Downtown Erwin and Dunn. Shorter
segments of trails and greenways exist in
parks and along major roadways. A number
of greenway segments are being built with
development. For instance, the Capeton
Greenway on the north side of Lillington
will be 12,500 ft of new greenway along the
Cape Fear River. Sidewalks are required in
many new subdivisions, depending on the
type of development. Connecting existing
greenway segments and sidewalk facilities to
planned greenways will provide recreational
opportunities and alternative transportation
options.
Improvements and Critical
Corridors
Roadway connections within and outside of
Harnett County are critical to serving the
needs of citizens and connecting them to
the places where they live, work, and play.
The rate of population growth, however, has
strained the capacity of many roads and led
to increased traffic congestion and wear on
infrastructure. To address these challenges,
roadway improvements are essential.
Expanding road capacity and enhancing
intersections can alleviate congestion
and improve traffic flow. Implementing
advanced traffic management systems
and upgrading existing roadways can
also enhance safety and reduce travel
times. These improvements are crucial for
supporting the county’s continued growth,
ensuring efficient vehicle movement,
Greenways and trails have been identified as the #1 park and
recreation priority on a number of recent County surveys.
and maintaining the quality of life for
its residents.
Harnett County is served by several critical
routes that facilitate regional connectivity
and support local transportation needs.
These routes are essential for commuting,
commerce, and access to neighboring
counties and cities. They traverse the
county in various directions, linking
communities and providing vital connections
to larger urban centers, economic hubs,
and recreational areas. A few of the
major roads are grouped below by their
general geographic orientation within
Harnett County.
East Area:
• NC 421: Runs through Lillington and
Dunn, providing an important east-
west connection. It supports regional
commerce and offers an alternative route
to I-40 and I-95 for travelers heading
to the coast or central North Carolina.
There are numerous educational and
medical facilities along this route east
of Lillington, as well as the Harnett
Regional Jetport.
TRANSPORTATION - BACKGROUND
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• NC 55: A north-south route that passes
through Angier and Erwin. This road is
projected to experience significant growth
in the coming years, connects to Research
Triangle Park and serves as a critical
corridor for commuters and businesses.
• NC 27: Another east-west route connecting
Lillington and Coats, extending further to
Dunn. This road is crucial for local travel,
connecting residential areas to shopping
centers and medical services.
Northwest Area:
• US 401: A major north-south route that
runs through the northern part of the
county, connecting to Raleigh in the north.
It is a vital route for regional travel and
commerce, providing access to major
employment centers.
• NC 210: Travels north-south, passing
through Lillington and Angier. This road
connects to major highways and serves as
a critical route for accessing healthcare,
education, and commercial centers in
the region.
Southwest Area:
• NC 87: A north-south route, connecting
Sanford and Fayetteville. It is a major
thoroughfare for both local and regional
traffic, supporting economic activities and
providing access to major highways like US
1 and I-95.
• US 421: An east-west route, connecting
Sanford to Lillington. It is crucial for
regional connectivity, linking Harnett
County to larger cities and facilitating the
movement of goods and services.
These routes are not only essential for
everyday commuting and local travel but also
play a critical role in supporting the county’s
economy and linking residents to essential
services and amenities.
Northwest Area Map
Southwest Area Map
92 | Plan Elements
Overview
Transportation recommendations
focus on encouraging good
development, improving coordination
with state and regional transportation
stakeholders, and enhancing existing
infrastructure. Emphasizing these
areas can create a more efficient
and sustainable transportation
network that addresses both current
and future needs. Strategic planning
and collaboration will ensure that
the county’s transportation systems
are well-integrated and capable of
supporting future development.
Improving the existing transportation
network by identifying and
prioritizing critical corridors for
growth is vital. This includes planning
both large road widening projects and
smaller intersection improvements
to accommodate increasing traffic
volumes and enhance safety and
accessibility. Targeted investments
in key corridors will support economic
development, reduce congestion,
and improve connectivity within
the county and neighboring regions.
Proactively addressing these
infrastructure needs will prepare
Harnett County for future growth and
ensure a well-maintained, efficient
transportation system.
Harnett County does not own or
maintain roadways. The County
requires private development
to construct roads to serve new
subdivisions and relies on the
North Carolina Department
of Transportation (NCDOT) to
maintain roads. Strengthening
communication and collaboration
with key transportation partners,
including NCDOT, the Capital Area
Metropolitan Planning Organization (CAMPO), and the Fayetteville Area
Metropolitan Planning Organization (FAMPO), is necessary to plan for and
prioritize needed improvements.
Enhancing these partnerships will help
the county advocate more effectively
for its transportation needs, secure
funding through NCDOT’s SPOT
program, and obtain safety funding
for critical crash hotspots.
Additionally, maintaining and
supporting current transit services
while exploring new transit options
is recommended. Conducting studies
on fixed-route bus services, express
routes, and park-and-ride facilities
can provide insights into expanding
the transit network. These studies
could identify high-demand areas,
optimize routes, and explore ways
to reduce traffic congestion by
encouraging transit use. Investing
in a comprehensive transit strategy
will enhance connectivity, reduce
environmental impact, and offer more
transportation options for Harnett
County’s growing population.
TRANSPORTATION - RECOMMENDATIONS
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Goals and Strategies
Goal 1: Continue to build
on transportation planning
partnerships and prioritize
projects at the regional level.
Strategy 1A: Collaborate with
transportation stakeholders
through active participation in
the Capital Area Metropolitan
Planning Organization (CAMPO)
and Fayetteville Area Metropolitan
Planning Organization (FAMPO).
A.1: Coordinate with CAMPO and
FAMPO to ensure regional travel
model updates reflect recent
land use trends and approved
developments.
Strategy 1B: Coordinate with
NCDOT to update the Harnett
County Comprehensive
Transportation Plan (CTP).
B.1: During the CTP update or as
part of a separate effort clarify
future right-of-way needs for key
roadways and consolidate and
refine collector street plans for
growing areas.
Strategy 1C: Organize or participate
in a US 401 Advisory Group that
includes representatives from
Harnett County, Wake County and
Fuquay Varina.
The group could coordinate
transportation and land use decisions
along the corridor and discuss
transportation priorities..
Strategy 1D: Prioritize improving
access into and out of the County
from the north.
D.1: Support short-term
improvements along NC 210 and US
401.
Short-term improvements may include
the addition of traffic signals or turn
lanes at intersections or where new
development is planned.
Key intersections include Harnett
Central Road, Piney-Grove Rawls
Road, Chalybeate Springs Road and
Rawls Church Road.
The Harnett County Comprehensive Transportation Plan (CTP)
was updated in 2016 and identifies needed improvements to
major roads.
94 | Plan Elements
D.2: Support incremental or
long-term road projects to widen
NC 210 between Lillington and
Angier and US 401, especially north
of Chalybeate Springs.
D.3: Manage access on NC 210 and
US 401, encourage cross access, and
create parallel collector streets to
preserve roadway capacity.
D.4: Implement key roadway
and intersection improvements
recommended in the Northwest
Harnett County Area Plan.
D.5: Coordinate with the Town of
Lillington on future transportation
improvements.
D.6: Study transportation
improvements, access management
and land use along NC 42
through Duncan.
Strategy 1E: Prioritize mobility
to and from Fort Liberty in the
southwestern part of the County.
E.1: Manage access along NC 87
and encourage or require the
construction of parallel collector
streets or frontage roads to
preserve capacity.
E.2: Identify corridor and
intersection improvements and
work with Fort Liberty and FAMPO
to help alleviate congestion on
NC 87 and other major corridors
including Nursery Road and
Overhills Road.
Strategy 1F: Plan for roadway
and pedestrian improvements in
the vicinity of Carolina Lakes,
Anderson Creek and other
proposed village districts.
Strategy 1G: Prepare for growth in
the eastern part of the County.
G.1: Identify corridor and
intersection improvements along
US 421 and NC 55.
G.2: Coordinate with Campbell
University to study roadway,
pedestrian, streetscape, greenway,
and transit improvements needed
near Buies Creek Village.
G.3: Continue to plan for access
improvements in the vicinity of the
Harnett Regional Jetport.
G.4: Refine land use, access and
transportation plans for the area
around the planned US 421 Bypass.
G.5: Study potential improvements
near I-95 interchanges.
TRANSPORTATION - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 95
Priority Transportation Corridors
96 | Plan Elements
Strategy 1I: Identify and study
locations to recommend for safety
improvement projects.
I.1: Identify crash hotspots using
NCDOT historical crash data
NCDOT provides statewide crash
data online. This data can be used
to identify locations with higher
than average crash rates, or higher
than average severity of crashes.
Appropriate countermeasures can
then be studied at these locations,
including options such as advisory
signing, improved intersection control,
or speed limit reductions.
Strategy 1H: Identify locations
to recommend for inclusion in
SPOT evaluation.
H.1: Identify known locations with
operational deficiency on an
annual basis.
H.2: Advance recommendations from
the US 401 corridor study.
H.3: Consider future traffic
demand projects and approved
development when prioritizing
recommended improvements.
NCDOT SPOT Evaluation
SPOT stands for the Strategic Prioritization Office of Transportation. The prioritization
and inclusion of projects in the State Transportation Improvement Program (STIP) is a
critical step in the development of North Carolina’s transportation infrastructure. Once
projects are ranked through the SPOT process, they must navigate the complexities
of funding and resource allocation to move from planning to implementation.
Understanding the funding mechanisms and sources of financial support is crucial for
comprehending how the STIP ensures that the state’s most critical transportation needs
are met. This knowledge directly informs the process of securing and allocating funds to
bring these priority projects to life.
Funding for projects in the STIP comes from a mix of federal, state, and local sources.
The NCDOT allocates these funds based on the prioritization process, which considers
factors like safety and economic impact. Federal funds typically support larger-
scale projects, such as highways and major transit systems, due to specific eligibility
requirements. State funds, from sources like gas taxes, are crucial for significant projects
and maintenance. Local governments also contribute through matching funds or
local sources, enhancing a project’s appeal and positively influencing its ranking. This
contribution helps make projects more feasible and attractive by reducing reliance on
state and federal resources. The STIP is updated biennially, allowing NCDOT to adjust
funding based on priorities, project readiness, and emerging needs and to address critical
transportation challenges and support long-term infrastructure goals.
TRANSPORTATION - RECOMMENDATIONS
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Goal 2: Develop improved base
standards for developments.
Strategy 2A: Continue to enforce
and refine tiered subdivision
standards based on district
and density.
A.1: Update requirements
and standards in the Unified
Development Ordinance related to:
Standard street sections
Collector streets
Driveway spacing along arterials
Connectivity requirements
Sidewalks
Parking standards
Strategy 2B: Enhance transportation
requirements for large commercial
and residential development
B.1: Create multiple tiers of traffic
impact analysis requirements based
on daily trips required by new
development projects.
B.2: Hire a consulting traffic
engineer to advise the County on
TIA requirements and reviews.
B.3: Require the addition of
turn lanes (left turn and right
deceleration lane) with appropriate
stacking for subdivisions and
development projects as needed.
B.4: Require the reservation of
right-of-way for planned and
necessary improvements during the
development review process.
Strategy 2C: Create a structure
within the development review
process that enables the creation
of development agreements to
implement Comprehensive Plan
goals and strategies.
Consider the use of developer
agreements to require that
transportation improvements be
constructed alongside developments
and/or the collection of funds to
be used to fund part of a larger
transportation improvement project.
Traffic Impact Analysis
Establishing clear development
agreements, robust standards, and
Traffic Impact Analysis (TIA) standards
are essential. These measures guide
developers to align new projects with the
County’s transportation network, ensuring
appropriate infrastructure planning.
Setting clear expectations for traffic
impact analyses helps manage the effects
of new developments on the existing
road network, mitigating congestion and
ensuring safety. This proactive approach
supports orderly growth and enhances
residents’ quality of life by maintaining an
efficient transportation system.
98 | Plan Elements
Pedestrian-Oriented Design
Pedestrian-oriented design refers to design changes to the built environment that can
lead to increased comfort and safety for pedestrians and more pedestrian activity.
The following design details are important to increase walkability through pedestrian-
oriented design:
• Require short block lengths, connected streets,
connected pedestrian facilities and safe street
crossings.
• Provide guidance in the Unified Development
Ordinance on when planting strips are required
on external and internal streets.
• Update commercial site design standards
to address building orientation, design and
parking location.
Strategy 3C: Develop a County wide
Greenway System.
C.1: Continue to build capacity and
designate funding for designing,
constructing and maintaining
public greenways.
C.2: Evaluate and update greenway
priorities on a biannual basis.
C.3: Partner to develop feasibility
studies for priority greenway
segments.
Strategy 3D: Promote pedestrian-
oriented design in commercial and
mixed-use areas.
D.1: In Village and Village Center
areas allow for and encourage
innovative street design including
Goal 3: Improve multi-modal
transportation options in
growing areas of the County.
Strategy 3A: Continue to support
the incorporation of pedestrian
facilities in roadway improvement
projects.
Strategy 3B: Encourage or require
the incorporation of sidewalks
and/or greenways in new
residential and commercial
developments.
B.1: Require the reservation of right-
of-way or easements for planned
greenways.
TRANSPORTATION - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 99
on-street parking, alley-loaded
homes and shared streets.
Strategy 3E: Support and market the
Harnett Area Rural Transit System
(HARTS).
E.1: Continue and expand marketing
and outreach efforts.
E.2: Study the possibility of reduced
or eliminated fares for low-income
residents.
Strategy 3F: Evaluate the feasibility
of fixed route and express
transit services.
F.1: Partner with municipalities and
regional planning organizations
to conduct studies on fixed-route
bus services, express routes, stop
locations, on-demand services,
and/or regional rail.
F.2: Plan for transit service to areas
with high ridership potential
including town centers and planned
village locations.
F.3: Identify locations and work
to establish two park and ride
locations north of the Cape Fear
River on major corridors.
F.4: Coordinate with large
developments to include park
and ride lots or transit stops in
appropriate locations.
100 | Plan Elements
Existing Conditions
Harnett Regional Jetport (HRJ) is publicly
owned and operated by Harnett County,
North Carolina, It is a general aviation (GA) airport located approximately four
miles northwest of the town of Erwin, North
Carolina. The Airport is 42 years old as of
December 2023, and has a total acreage
of approximately 267 acres. With its key
location Harnett Regional Jetport plays a
significant role in the local and regional
economy and in the future this role is likely
to increase. The most recent HRJ Master
Plan projects the Airport’s total annual
operations at HRJ will increase from 51,300
to 62,596 in 2040. Using this forecast level
of growth, the Airport Master Plan forecast
projects operations by aircraft type, with
jets notably increasing by over 1,400 annual
operations during that time. In addition
to more aircraft, larger aircraft will visit
more frequently which will likely increase
noise contours.
Expansion Plans
The new terminal building is almost
complete. This 7,000 square foot facility
replaces a much smaller building. The
most recent Jetport Master Plan calls for
additional expansion of airport facilities
including:
Runway Length – An increase in the
length of Runway 5-23 from 5,005 feet to
5,505 feet.
Runway Width – An increase in the width
of Runway 5-23 from 75 feet to 100 feet.
Runway Safety Area Increases.
Improved Navigational Lighting
Expanded parking - The Jetport’s
automobile parking facilities have a
shortage of 35 parking stalls over the
20-year period.
11,000 additional
annual operations
expected by 2040
Source: Jetport Master Plan
JETPORT - BACKGROUND
DRAFT: February 7, 2025 Harnett Horizons 2040 | 101
Airport Approach Zones
Land acquisition for hangars and
apron expansion - The anticipated
increase in based aircraft would
require approximately 25 acres of land
acquisition for the following hangar and
apron development projects:
»Apron expansion by 24,960 square
yards, with three additional Tie-downs
»42 T-hangar Units
»12 Small/Medium Hangars
(Approximately 39,600 square
feet total)
»Three conventional Hangars
(Approximately 23,600 square
feet total)
Extension and realignment of
Airport Road.
Upgrades to perimeter fence (6-8 ft
fence to be replaced with a 10 ft fence).
Replacement and relocation of fuel
tanks.
Airport Safety
With the extension of the runway
aeronautical safety areas will increase in
size. The FAA expects airport sponsors (Harnett County) to take all appropriate steps
available to establish and exercise zoning
controls necessary to prevent any new
incompatible land uses. Currently Harnett
County’s Unified Development Ordinance
includes height limitations in areas covered
by defined navigable airspace zones defined
by federal regulations. These areas and
aeronautical safety areas will increase
with runway expansion. Zoning in the
vicinity of the airport includes large areas
of Industrial, Commercial, and Residential (RA-40 and RA-30) zoning. Additional zoning
controls to limit residential development
an other potentially conflicting uses may be
needed.
102 | Plan Elements
Overview
Harnett Regional Jetport (HRJ) is an
economic asset for Harnett County
to protect and preserve. The most
recent HRJ Airport Master Plan
has stressed the importance of the
Airport expanding and developing to
accommodate the aviation activity
demand of its users. Continued
implementation of the HRJ Airport
Master Plan and updates to county
land use policies and standards in the
vicinity of the jetport will benefit the
local and regional economy.
Goals and Strategies
Goal 1: Plan for the continued
expansion and development of
the Jetport.
Strategy 1A: Support key facility
improvements included in the HRJ
Airport Master Plan.
Planned facility improvements
include additional runway width
and length, the extension and
realignment of Airport Road, aircraft
storage hangars, and other airfield
developments,
A.1: Pursue state and federal funding
for jetport facility improvements.
Strategy 1B: Consider public-
private partnerships to aid in the
implementation of the Airport
Master Plan.
Strategy 1C: Encourage compatible
development including industrial,
distribution and commercial near
the Jetport.
Strategy 1D: Plan for the periodic
update to the Airport Master Plan.
Strategy 1E: Sustain and expand
marketing efforts related to
Jetport services.
$146 million
Annual economic
output of the Harnett
Regional Jetport
Source: Insert
JETPORT - RECOMMENDATIONS
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Goal 2: Minimize potential harm
to people and property, protect
aircraft operations, and provide
for the long-term viability of
the airport.
Strategy 2A: Continue to limit
height of buildings and other
structures within designated
airport safety zones in the Unified
Development Ordinance (UDO).
Airport Zone Height Limitations are
specified in Section 3.0 in the UDO
for areas designated by Title 14 Code
of Federal Regulations (CFR) Part 77.
Except where otherwise provided, no
structure shall be erected, altered,
or maintained, and no tree shall be
allowed to grow in any airport zone
to a height in excess of the applicable
height limit.
Strategy 2B: Plan for the expansion
of aeronautical safety areas
following the extension and
widening of Runway 5-23.
Aeronautical safety areas are
established by the Federal Aviation
Administration (FAA), in FAA
Advisory Circular (AC)150/5300-13B,
Airport Design.
The three main aeronautical safety
areas that will require modification
include the Runway Safety Area (RSA),
Runway Object Free Area (ROFA), and
Runway Protection Zones (RPZ).
FAR Part 77 Surfaces Diagram
Aeronautical Safety Area Impacts
Source: NGS NOAA
Source: VHB, 2023; HRJ Master
Plan Update, 2023
Jake Petrosky, AICP Ref: 39635.00 January 4, 2024 Page 5
Engineers Scientists Planners Designers Venture I, 940 Main Campus Drive, Suite 500, Raleigh, North Carolina 27606 P 919.829.0328 F 919.833.0034 www.vhb.com
Figure 2 Aeronautical Safety Area Impacts
Source: VHB, 2023; HRJ Master Plan Update, 2023
Jake Petrosky, AICP Ref: 39635.00 January 4, 2024 Page 5
Engineers Scientists Planners Designers Venture I, 940 Main Campus Drive, Suite 500, Raleigh, North Carolina 27606 P 919.829.0328 F 919.833.0034 www.vhb.com
Figure 2 Aeronautical Safety Area Impacts
Source: VHB, 2023; HRJ Master Plan Update, 2023
104 | Plan Elements
Strategy 2C: Establish a Jetport
Overlay that ensures compatible
uses in the vicinity of the airport
approaches.
An overlay with three zones could
limit potentially conflicting uses near
runway approaches, in areas adjacent
to the jetport and in other safety
zones.
Noise Level Reduction (NLR) measures
should be encouraged.
Jetport Overlay Purpose and Need
There is a need to preserve land around the jetport to allow for continued operations
and encourage economic development. Currently Harnett County only regulates
height in the vicinity of the Harnett Regional Jetport. Most of the land surrounding the
airport is zoned for industrial and commercial uses, however there is some land zoned
as Residential/ Agricultural (RA-40 and RA-30) within the defined approach zones. It
may be beneficial to apply an airport overlay zone to preserve existing operations and
reduce land use conflicts in the future given potential for expanded airport operations.
This new overlay could provide flexibility for land owners while discouraging certain
types of uses such as schools, churches and higher density residential subdivisions. The
map on the next page illustrates potential zones and the text below outlines potential
permitted uses and other requirements.
Zone 1:
This zone covers the inner approach zones that are beneath the primary flight paths.
Regulations should continue to limit height of structures and not permit conflicting uses
such as:
Glare from solar panels
Potential electronic interference from wind turbines
Smoke stacks and thermal plumes from industrial operations
Wildlife attractants such as certain types of crops, large open water and landfills
Institutional uses such as schools and churches
Major subdivisions: Some low density residential (minor subdivisions with lots > 1
acre) could be permitted, potentially with a Special Use Permit (SUP). Noise Level
Reduction (NLR) measures should be implemented and may be established as a
condition for approval.
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Zone 2:
This zone corresponds with a portion of the horizontal surface within 3,500 ft of the inner
approach zones and areas south of US 421 and North of the Cape Fear River. Height
should be limited as well as large scale solar installations, wind turbines, smoke stacks
and wildlife attractants such as certain crop types, large open water and landfills. In
addition, institutional uses such as schools, churches and major residential subdivisions
would not be permitted.
Zone 3:
This zone covers a portion of the horizontal surface within 3,500 ft of the inner approach
zones and areas north of US 421 and South of the Cape Fear River. Major conflicts
Proposed Overlay
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27 CoatsElementary
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Coats-ErwinMiddle
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±0 0.2 0.40.1 Miles
Path: M:\Projects\2023\M23006_Harnett_County_Comp_Plan\GIS\Mapping\Jetport_Overlay_Draft_v3_2024_06_16.aprx
Last Modified: 6/17/2024 12:02 AM
DISCLAIMER: This map was created using the best available data, and is provided without warranty of any representation of accuracy or completeness. The information herein does notnecessarily represent a legal survey. This data is dynamic and in a constant state of maintenance.
Jetport AreaHarnett County
Jetport Overlay (Proposed)HRJ Overlay Zone 1
HRJ Overlay Zone 2HRJ Overlay Zone 3Context
City Limits
ETJs
HRJ Property Line
FAR Part 77 Surfaces
ConicalSurface
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InnerApproach
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OuterApproach
Jetport OverlayZone 1
Jetport OverlayZone 2
Jetport OverlayZone 3
Jetport OverlayZone 3
Jetport OverlayZone 3
Jetport OverlayZone 3
Jetport OverlayZone 2
106 | Plan Elements
Overview
Harnett County provides water and
wastewater services to the majority of
County residents, as well as many of the
municipalities and Fort Liberty. Other
key services are provided by County
departments and other public and private
partners.
Water System
Harnett Regional Water manages the
Central Water Treatment Plant, located in
Lillington. This plant serves Harnett County
as well as customers in the surrounding
counties, including towns in Wake and
Cumberland Counties. The United States
Army base Fort Liberty (formerly Fort Bragg), located in Cumberland and Hoke
Counties, is also a large Harnett Regional
Water customer.
The Cape Fear River serves as the water
source for the Central Water Treatment
Plant. The Plant currently has treatment
capacity of 42 million gallons per day (MGD)
and an average usage of 22 MGD and a peak
usage of 30-32 MGD. Significant increases
in capacity have been made due to plant
upgrades in the last twenty years. Additional
water treatment capacity will be needed in
the coming years.
Sewer System
Harnett Regional Water has two wastewater
treatment plants. The North Harnett
Regional WWTP is located in Lillington and
the South Harnett Regional WWTP is located
on the Cumberland County line.
NORTH HARNETT REGIONAL WWTP
The North Harnett Regional WWTP has a
treatment capacity of 16 MGD. The plant
was recently upgraded from 7.5 MGD in
2023 to accommodate growth in northern
part of County. Sewer service is provided
to customers in Harnett County and
also the towns of Angier, Fuquay-Varina
and Lillington.
SOUTH HARNETT REGIONAL WWTP
The South Harnett Regional WWTP has a
treatment capacity of 15 MGD. This plant
covers the entire southern region of Harnett
County, but two-thirds of the plant’s
capacity is committed to Fort Liberty.
While this plant has plenty of capacity,
the challenge is the ability to serve the
NC Highway 87 and Anderson Creek area
because of the long distance from the
plant. Harnett Regional Water has future
plans to enhance the sewer line and other
infrastructure to better serve this area.
STORMWATER
Residential subdivision storm sewers are
owned and maintained by the developer
or Homeowner’s Association. On state-
maintained rights-of-way, NCDOT
approves and accepts maintenance of
stormwater runoff.
Solid Waste
Harnett County Solid Waste Department
is responsible for the management and
operation of its landfills and convenience
centers. Curbside pickup is managed
privately by waste collection companies
that serve the unincorporated areas of the
County.
Solid waste manages 7 Convenience Centers,
located across the County. Additionally,
the County’s 2 landfills collect construction
and demo waste, land clearing debris, bulky
INFRASTRUCTURE
AND SERVICES - BACKGROUND
DRAFT: February 7, 2025 Harnett Horizons 2040 | 107
items, electronics, metal and tires. The
landfills are Anderson Creek in Spring Lake
and Dunn-Erwin in Dunn.
Recycling bins are located at all convenience
centers and both landfills.
Fire and EMS
Harnett County’s Fire Marshal’s office
serves as the liaison between the County
Administration and the many fire
departments and EMS agencies located
throughout the County. Both Fire and EMS
services have paid and volunteer staff. There
are currently 13 stations in the County.
Emergency Management
The Emergency Management Department is
responsible for organizing the response and
responding to disasters and emergencies
that occur. They work closely with North
Carolina Emergency Management and FEMA
to ensure that the staff has the proper
training, experience, and equipment needed
to respond effectively.
Other Departments and
Services
A number of other County departments
provide essential services to citizens. These
departments include the Sheriff’s Office,
Social Services, Tax Department, Veterans
Services, the Library, Health Department
and others.
Electricity is provided by Duke Energy,
Central Electric or South River Electric, while
Piedmont Natural Gas is the County’s natural
gas provider. Multiple internet providers
operate throughout Harnett County.
42 MGD
Current Water Treatment Capacity 32 MGD
Peak Water Usage
22 MGD
Average Usage
42 MGD
Current Water Treatment Capacity 32 MGD
Peak Water Usage
22 MGD
Average Usage
Water Usage and Capacity
Sewer Usage and Capacity
108 | Plan Elements
Overview
Significant investments have been made in
the Harnett County water and sewer systems
in recent years. The County is unique in
that the majority of the county is served
by water and an extensive sewer system is
maintained that also provides service to
surrounding municipalities. Moving forward,
it will be critical to define expectations
regarding future capacity and levels of
service to ensure that growth is encouraged
where infrastructure and services exist.
Other utilities, including electric, natural
gas and high-speed internet are key to
attracting certain types of development
including commercial, industrial, professional
services, technology and even certain
residents. Continued coordination with
private utility providers that determine
where these services are extended is
essential to encouraging economic
development.
In addition to utilities a variety of
other services including public safety
and emergency response, social services,
educational services and other key public
services are provided by the County.
Increasing development in many areas is
likely to lead to future personnel, equipment
and facility needs to maintain and improve
existing levels of service.
Goals and Strategies
Goal 1: Maintain and improve
the utility system.
Strategy 1A: Maintain and
implement a multi-year Capital
Improvement Plan (CIP).
Strategy 1B: Regularly evaluate
and update fee structure and
cost share policies as needed to
adequately fund and maintain
utility system.
Strategy 1C: Plan for efficient sewer
service provision.
C.1: Continue to pursue consolidation
of pump stations where feasible.
C.2: Plan for future gravity mains
and continue to pursue public/
private cost shares and developer
agreements for reimbursement
of upfront investments in
infrastructure that serves
future development.
INFRASTRUCTURE
AND SERVICES - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 109
Strategy 1D: Plan for expanded
water treatment plant capacity to
serve Northeast Harnett County.
A new water treatment plant is
planned to be located near Erwin on
the Cape Fear River with an expected
capacity of 8-10 MGD.
Goal 2: Prioritize utility
capacity upgrades and
improved services that support
economic development and land
use goals.
Strategy 2A: Refine plans for water
and sewer service to support the
development pattern and land
uses shown on the Future Land Use
Map.
A.1: Plan for targeted upgrades to
serve residential, mixed-use and
employment areas identified on
the Future Land Use Map.
A.2: Carefully evaluate extensions
or upgrades to water and sewer
infrastructure in Agricultural
Protection Areas.
Increasing utility service capacity in
agricultural areas should be carefully
evaluated due to potential to lead to
increased residential development and
fragment agricultural lands.
Draft Utility Service Area Map for Lillington
Strategy 2B: Consider partnerships
to extend utility service to
potential commercial and
industrial areas.
Strategy 2C: Coordinate with
municipalities to define Utility
Service Areas (USAs) in the vicinity
of municipal boundaries.
C.1: Update utility agreements with
Angier and Lillington and Fuquay
Varina to reflect future utility
service areas.
110 | Plan Elements
Strategy 2D: Coordinate with
other utility providers to
support economic development
opportunities with natural gas,
electric and internet services.
Strategy 2E: Maintain and improve
public safety services.
E.1: Plan for facility, equipment and
personnel needs for the Harnett
County Emergency Services.
E.2: Continue to act as a liaison
between fire departments and EMS
agencies throughout the County.
E.3: Support crime prevention and
law enforcement activities of the
Harnett County Sheriff’s Office.
Strategy 2F: Collaborate with
Harnett County Schools.
F.1: Coordinate with school board
to ensure adequate facilities and
programs to support economic
development efforts.
F.2: Enhance communication with
Harnett County Schools related
to school enrollment trends and
capacity issues.
Information related to capacity
issues could be provided during the
development review or approval
process in a standardized format.
F.3: Determine future needs and
identify target locations for schools
in growth areas.
F.4: Discourage the location of
new schools in the Agricultural
Protection Area shown on the
Future Land Use Map.
Strategy 2G: Maintain adequate
government services and facilitate
inter-agency coordination.
G.1: Monitor demand for services and
evaluate needs on an annual basis.
G.2: Encourage and facilitate regular
coordination between County
departments, municipalities and
adjacent communities.
INFRASTRUCTURE
AND SERVICES - RECOMMENDATIONS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 111
Goal 3: Maintain and improve
the resiliency of critical
facilities and infrastructure.
Strategy 3A: Implement and update
hazard mitigation plans.
Strategy 3B: Maintain and improve
the resiliency of critical facilities.
Strategy 3C: Pursue state and
federal funding to assist
with upgrades to vulnerable
infrastructure.
112 | Plan Elements 112
113
IMPLEMENTATION
114 | Implementation: Action Plan
The following table identifies priority implementation actions that can be
taken in the next 1-5 years to advance recommendations of the Harnett
Horizons 2040 Comprehensive Plan.
ACTION PLAN
LAND USE & HOUSING
Action Detailed Tasks Strategy
Reference
Time-
frame
1
Update the Unified
Development
Ordinance to enhance
growth management.
Review and revise zoning districts,
permitted uses, standards and processes.Strategy 1B.2 Short Term
(1-2 Years)
Update zoning to reduce density
and improve design in Agricultural
Protection Areas.
Consider targeted rezonings
Create one or more Agricultural
Protection Overlays
Require working farmland buffers
Strategy 1D Short Term
(1-2 Years)
Improve open space standards for
new development in residential
zoning districts.
Strategy 2A Short Term
(1-2 Years)
Increase standards for the
Compatibility Development /
Conservation Subdivision Option.
Strategy 2B Short Term
(1-2 Years)
Enhance transportation
requirements for large commercial
and residential development.
Strategy 2D Short Term
(1-2 Years)
2
Promote quality
commercial and
retail design through
updates to overlays
or enhancing base
standards.
Consider expanding the Highway
Corridor Overlay overlay district to US
401 North and NC 210.
Strategy 2E Short Term
(1-2 Years)
Improve commercial site design through
updates to overlays or enhancing
base standards.
Strategy 2E Short Term
(1-2 Years)
Consider a conditional zoning option.Strategy 4B,
4D, 5A
Short Term
(1-2 Years)
DRAFT: February 7, 2025 Harnett Horizons 2040 | 115
Action Detailed Tasks Strategy
Reference
Time-
frame
3
Enable the creation
of village districts
in key areas of the
county.
Create an overlay or conditional zoning
option in the zoning code that allows
for village districts and corresponding
walkable, mixed-use development.
Strategy 5A Short Term
(1-2 Years)
Participate in and encourage
future planning efforts related village
district locations
Strategy 5A
Medium
Term
(2-3 Years)
Support efforts by Campbell University
and the private sector to define and
brand the Village of Buies Creek.
Strategy 5B
Medium
Term
(2-3 Years)
4
Encourage and
remove barriers
to a mixture of
housing types in
appropriate areas.
Encourage a mix of lot sizes and/or
housing products through the Planned
Unit Development option in the UDO or
a new conditional zoning process.
Strategy 1B Short Term
(1-2 Years)
Remove regulatory barriers to meeting
market demand for housing.
Strategy 1C,
1D
Short Term
(1-2 Years)
5
Encourage the
preservation and
construction of
affordable and
workforce housing.
Evaluate County-owned sites for
affordable or workforce housing or
consider incentives.
Strategy 2E,
2F
Long Term
(3-5 Years)
Conduct a county-wide inventory
of affordable housing units and
track changes.
Strategy 2B
Medium
Term
(2-3 Years)
Coordination with municipalities and
other partners on projects or studies
to preserve or increase affordable or
workforce housing.
• Apply to participate in the Our
State, Our Homes program to
develop capacity, analyze challenges
and implement strategies to address
affordable housing issues.
• Consider funding an housing study or
strategic plan to develop a toolkit
to address affordable and workforce
housing needs.
Strategy 2C
Medium
Term
(2-3 Years)
6 Work with partners
to prevent and reduce
homelessness.
Dedicate county staff resources to assist
with the annual Point in Time (PIT)
count of homeless individuals.
Strategy 3B Short Term
(1-2 Years)
ACTION PLAN
116 | Implementation: Action Plan
Action Detailed Tasks Strategy
Reference
Time-
frame
7
Maintain and
promote agricultural
support programs.
Promote conservation easements,
the Present Use Value program
and the Voluntary Agricultural
Districts program.
Strategy 1B,
1E Ongoing
Consider an Enhanced Voluntary
Agricultural Districts Program. Strategy 1E
Medium
Term
(2-3 Years)Support activities of the Harnett
County Soil and Water Conservation
District and the North Carolina
Cooperative Extension.
Strategy 1E Ongoing
Consider additional staffing for
programs or positions critical to
implementing county agricultural goals.
Strategy 1E
Medium
Term
(2-3 Years)
Take steps to ensure agriculture has
long-term access to water supplies. Strategy 1G Long Term
(3-5 Years)
8 Establish a Farmland
Preservation Program
and Fund
Establish a voluntary purchase of
development rights program utilizes
local funds to match state and federal
funds to protect land in key agricultural
areas
Strategy 1F
Medium
Term
(2-3 Years)
9
Coordinate with Fort
Liberty to protect
lands critical to
military operations.
Coordinate with the Federal
Government and the Regional Land Use
Advisory Commission (RLUAC)
Strategy 1H Ongoing
Maintain, enforce and consider updates
to the Military Corridor Overlay District
(MCO)
Strategy 1H
Ongoing
/ Medium
Term
(2-3 Years)Encourage land protection in priority
areas including undeveloped areas
that coincide with priority military
buffer areas due to aviation routes,
training exercises, farmland and high
quality habitat.
Strategy 1H Long Term
(3-5 Years)
AGRICULTURE AND NATURAL RESOURCES
ACTION PLAN
DRAFT: February 7, 2025 Harnett Horizons 2040 | 117
Action Detailed Tasks Strategy
Reference
Time-
frame
10
Require the
reservation of high-
quality, connected
open space in
new development.
Require a site conditions map showing
existing natural resources as part of the
review process for all or certain types
of residential.
Strategy 1I Short Term
(1-2 Years)
Create and maintain an inventory of
public and privately preserved open
space in the County.
Strategy 1I
Medium
Term
(2-3 Years)
Conduct a green print study (county-
wide or for specific areas) to identify
key open space preservation areas.
Strategy 1J
Medium
Term
(2-3 Years)
11
Establish tree
preservation
guidelines or
standards for
new development.
Establish a tree preservation
requirement for Compatibility
Developments (i.e. a percentage of the
overall site or a percentage of required
open space).
Strategy 1L
Medium
Term
(2-3 Years)
Take steps to recognize and/or
protect heritage trees.Strategy 1L
Medium
Term
(2-3 Years)
12 Maintain and improve
water quality.
Update the extent of the Conservation
Zoning District to factor in the best
available GIS data.
Strategy 2A
Medium
Term
(2-3 Years)
Encourage stream buffer commitments
that exceed state minimums during
conditional zonings.
Strategy 2B
Medium
Term
(2-3 Years)
Incentivize buffers via the
Compatibility Development Option in
the Unified Development Ordinance
(UDO).
Strategy 2B Short Term
(1-2 Years)
Encourage Low Impact
Development techniques.Strategy 2C
Medium
Term
(2-3 Years)
ACTION PLAN
118 | Implementation: Action Plan
Action Detailed Tasks Strategy
Reference
Time-
frame
13
Implement and
regularly update
the Parks and
Recreation Plan.
Support continued maintenance
and improvements at existing parks.Strategy 1B Ongoing
Acquire land for new parks and nature
preserves in land acquisition target
areas and growing areas of the county.
Strategy 1B Long Term
(3-5 Years)
13
Implement and
regularly update the
Parks and Recreation
Plan. (Continued)
Undertake site specific master
plans for planned parks.Strategy 1B
Medium
Term
(2-3 Years)
Work with public and private
partners to plan for and construct
additional indoor recreation facilities.
Strategy 1B Long Term
(3-5 Years)
Enhance parks and recreational
program offerings based on ongoing
citizen input.
Strategy 1B Ongoing
Establish a volunteer program within
the parks and recreation system.Strategy 1B
Medium
Term
(2-3 Years)
Pursue the co-location of parks and
school sites in growing areas.Strategy 1C
Medium
Term
(2-3 Years)
Establish joint-use agreements between
schools and the Harnett County Parks
and Recreation Department for sites in
underserved areas.
Strategy 1C
Medium
Term
(2-3 Years)
Evaluate and update base requirements
for development related to open
space, recreation facilities and/or the
recreation fee schedule.
Strategy 1D Short Term
(2-3 Years)
Seek increased investment in parks and
recreation facilities.Strategy 1E
Short-
Medium
Term
(1-3 Years)
ACTION PLAN
PARKS AND GREENWAYS
DRAFT: February 7, 2025 Harnett Horizons 2040 | 119
Action Detailed Tasks Strategy
Reference
Time-
frame
14 Pursue the completion
of the Harnett County
Greenway System.
Participate in feasibility studies to
refine alignments, determine right-of-
way acquisition needs, plan support
facilities and develop strategies for
funding and
partnerships.
Strategy 2A
Medium
Term
(2-3 Years)
Update requirements related to
greenways, pedestrian and bicycle
facilities in the Unified Development
Ordinance (UDO)
Strategy 2A Short Term
(1-2 Years)
15 Develop and promote
the Cape Fear River
as a blueway.
Plan for and develop river access
points every 4-6 miles along the
Cape Fear River.
Strategy 2B Long Term
(3-5 Years)
Improve marketing material (online and
print) and wayfinding signage for parks,
trails and other outdoor recreation
destinations.
Strategy 2C Short Term
(1-2 Years)
ECONOMIC DEVELOPMENT
ACTION PLAN
Action Detailed Tasks Strategy
Reference
Time-
frame
16
Transition
available and
candidate economic
development sites to
market-ready sites.
Complete environmental due
diligence activities.Strategy 1B Short Term
(1-2 Years)
Seek funds for site infrastructure and
site development activities.
Strategy 1C,
1D
Short Term
(1-2 Years)
120 | Implementation: Action Plan
Action Detailed Tasks Strategy
Reference
Time-
frame
17 Support business
attraction and
expansion activities
Engage in outreach activities in
conjunction with regional and state
economic development partners,
Strategy 2A Ongoing
Market the County based on
competitive advantages and establish a
compelling brand identity.
Strategy 2A Short Term
(1-2 Years)
Host an annual event to highlight
Harnett County and our available
buildings and sites.
Strategy 2D
Medium
Term
(2-3 Years)
Support neighborhood
improvements and reinvestment.Strategy 2F Long Term
(3-5 Years)
18 Support
entrepreneurship and
business development.
Provide training, technical assistance,
incentives to foster business growth.Strategy 3B Ongoing
19 Coordinate with
partners on workforce
development.
Work closely with education and
workforce training partners to support
immediate and future hiring and
training needs.
Strategy 4A Ongoing
20
Support strategies to
retain and expand
agriculture and
agribusiness.
Consider updating the Harnett
County Working Lands Protection
Plan (2010).
Strategy 5A
Medium
Term
(2-3 Years)
Consider incentives or specialized
programs to recruit or retain
agribusiness.
Strategy 5A
Medium
Term
(2-3 Years)
Support a farmers market program
including a new venue and
special events.
Strategy 5B
Medium
Term
(2-3 Years)
ACTION PLAN
DRAFT: February 7, 2025 Harnett Horizons 2040 | 121
TRANSPORTATION
AND JETPORT
Action Detailed Tasks Strategy
Reference
Time-
frame
21
Actively participate
in the Capital
Area Metropolitan
Planning
Organization
(CAMPO) and
Fayetteville Area
Metropolitan
Planning
Organization
(FAMPO).
Coordinate with CAMPO and
FAMPO to ensure regional travel
model updates reflect recent
land use trends and approved
developments.
Strategy 1A Ongoing
Coordinate with NCDOT
to update the Harnett County
Comprehensive Transportation Plan
(CTP).
• During the CTP update or as part
of a separate effort clarify future
right-of-way needs for key roadways
and consolidate and refine collector
street plans for growing areas.
Strategy 1B
Medium
Term
(2-3 Years)
22
Support short-
term and long term
improvements along
priority corridors.
Support roadway and intersection
improvement projects along key
corridors in the County.
Strategy 1C,
1D, 1E, 1F, 1G
Long Term
(3-5 Years)
Identify and study locations
to recommend for safety
improvement projects.
Strategy 1I Short Term
(1-2 Years)
23 Develop improved
base standards
for developments.
Update transportation requirements
and standards in the Unified
Development Ordinance. Unify
terminology in all documents.
Strategy 2A,
2B, 2C
Short Term
(1-2 Years)
Create multiple tiers of traffic
impact analysis requirements based
on daily trips required by new
development projects.
Strategy 2B Short Term
(1-2 Years)
Create a structure within the
development review process that
enables the creation
of development agreements.
Strategy 2C
Medium
Term
(2-3 Years)
24
Improve multi-
modal transportation
options in growing
areas of the County.
Evaluate the feasibility of fixed route
and express transit services.Strategy 3E Short Term
(1-2 Years)
Identify locations and work to establish
two park and ride locations north of the
Cape Fear River on major corridors.
Strategy 3E
Medium
Term
(2-3 Years)
ACTION PLAN
122 | Implementation: Action Plan
ACTION PLAN
Action Detailed Tasks Strategy
Reference
Time-
frame
25
Plan for the
continued expansion
and development of
the Jetport.
Support key facility improvements
included in the HRJ
Airport Master Plan.
Strategy 1A Ongoing
Plan for the periodic update to the
Airport Master Plan.Strategy 1D Long Term
(3-5 Years)
26 Establish a Jetport
Overlay that ensures
compatible
uses in the vicinity of
the airport
approaches.
Implement a Jetport Overlay with three
zones that limits potentially conflicting
uses near runway approaches, in areas
adjacent to the Jetport and in other
safety zones.
Strategy 2C
Short
Term
(1-2 Years)
INFRASTRUCTURE AND SERVICES
Action Detailed Tasks Strategy
Reference
Time-
frame
27
Maintain and
implement
a multi-year Capital
Improvement
Plan (CIP).
Maintain and implement a multi-year
Capital Improvement Plan (CIP).Strategy 1A Ongoing
Plan for expanded water treatment
plant capacity to serve
Northeast Harnett County.
Strategy 1D
Medium
Term
(2-3 Years)
Refine plans for water and sewer service
to support the development pattern
and land uses shown on the Future Land
Use Map.
Strategy 2A
Medium
Term
(2-3 Years)
DRAFT: February 7, 2025 Harnett Horizons 2040 | 123
ACTION PLAN
Action Detailed Tasks Strategy
Reference
Time-
frame
28
Coordinate with
partners to serve
municipalities
and extend utility
service to potential
commercial and
industrial areas.
Consider partnerships to extend utility
service to potential commercial and
industrial areas.
Strategy 2B Ongoing
Coordinate with municipalities to
define Utility Service Areas (USAs) in
the vicinity of municipal boundaries.
Strategy 2C
Short
Term
(1-2 Years)
29 Maintain
and improve
public services.
Maintain and improve public
safety services.Strategy 2E Ongoing
Collaborate with Harnett
County Schools.Strategy 2F Ongoing
Maintain adequate
government services and facilitate
inter-agency coordination.
Strategy 2G Ongoing
30
Maintain and
improve
the resiliency of
critical facilities
and infrastructure.
Strategy 3A: Implement and update
hazard mitigation plans.Strategy 3A
Medium
Term
(2-3 Years)
Strategy 3B: Maintain and improve the
resiliency of critical facilities.Strategy 3B
Medium
Term
(2-3 Years)
Strategy 3C: Pursue state and federal
funding to assist with upgrades to
vulnerable infrastructure.
Strategy 3C
Medium
Term
(2-3 Years)
124 | Implementation: Action Plan124
125
APPENDIX
126 | Appendix: Appendix
The following materials provide additional information on the comprehensive
planning process, analysis results and key recommendations.
APPENDIX
Contents
Village District Design Guide
Maps*
Community Profile*
Survey Results*
Public Meeting Summaries*
*Digital Appendix contents available at this link.
January 2025
County Village District Design Guide
Contact:
Justin Kearnan, AIA
City Collective
657.346.9132
jkearnan@city-collective.com
city-collective.com
Contents
01 | Harnett’s Opportunity
04 | Buies Creek County Village
02 | County Village Vision
05 | Buies Creek East
03 | Buies Creek Today
06 | Village Implementation
05 | Maintain and Celebrate Small Town Character
07 | Provide Missing Amenities
09 | Strengthen County Economics
21 | Four Key Design Strategies
25 | Village District Concept Plan
11 | Traditional Small Town Village Districts
13 | Several Village District Candidates Identified
15 | Four Key Components
29 | Four Key Design Strategies
37 | Village District Concept Plan
17 | Buies Creek Small Town Character Today
19 | Variety of Potential Locations for
County Village District
45 | Regulatory
46 | Spectrum of Village Implementation Options
49 | Administration
50 | Economic Incentives
00 | Introduction
01 | The Essence of a Village
03 | The Significance of a Village
00:
The key characteristics of a village
include the following:
Compact and Walkable Layout
Villages are often arranged around
a central hub, such as a town square,
green, or main street, making amenities
accessible on foot or by bicycle.
Streets are designed to prioritize
pedestrians, with sidewalks, crosswalks,
and traffic-calming measures.
Mixed-Use Development
Residential, commercial, and civic spaces
are integrated to promote convenience
and social interaction. Small shops, cafes,
and essential services are often located
near housing, reducing reliance on cars
Community-Oriented Spaces
A central gathering area, such as a plaza
or park, serves as the heart of the village.
Design includes spaces for events,
markets, and casual socialization.
Human-Scaled Architecture
Buildings are typically lower in height
(1–3 stories) and designed with
architectural details that reflect local
character and history. Facades and
layouts are inviting and oriented toward
the street.
Natural Integration
Villages often incorporate natural
landscapes, such as open spaces,
greenways, or nearby forests, to preserve
a rural or semi-rural atmosphere.
Sustainable design practices, like
stormwater management and native
plantings, are emphasized.
Connectivity
Streets and pathways are designed to
connect neighborhoods and amenities
seamlessly. Multimodal options, including
bike lanes and proximity to transit, are
encouraged.
Cultural and Historical Identity
Villages reflect the unique cultural,
historical, or regional characteristics
of their area through design and
preservation efforts.
Villages like Pinehurst in North Carolina
exemplify these principles, with their
historic core, walkable layout, and
integration of green spaces. Similarly,
newly designed “village centers” in
urbanizing areas are adapting these
concepts to provide a balance between
rural charm and modern needs.
In North Carolina, a village often represents a small-scale,
cohesive community that balances traditional charm with
modern functionality. Its design emphasizes walkability, a
strong sense of place, and human-scaled development.
Introduction
The Essence of a Village00
Compact Walkable LayoutCompact Walkable Layout
Mixed-Use DevelopmentMixed-Use Development
Community-Oriented Spaces Community-Oriented Spaces
ConnectivityConnectivity
Cultural + Historical IdentityCultural + Historical Identity
County Village DistrictsHarnett Horizons 2024
Village Center - Pinehurst, North CarolinaVillage Center - Pinehurst, North Carolina
2
00:
Promoting Walkability and Reducing
Urban Sprawl
Villages emphasize compact, mixed-use
development, minimizing the need for
extensive travel by car. They reduce urban
sprawl by concentrating growth in defined
areas, preserving surrounding open spaces
and natural resources.
Strengthening Community Identity
and Social Cohesion
Villages often serve as cultural and
social hubs where residents can interact,
fostering a strong sense of community.
Their design reinforces a shared identity,
whether through architectural style, public
spaces, or local traditions.
Sustainability and Environmental
Benefits
By encouraging higher-density
development within a smaller footprint,
villages protect agricultural land and
natural ecosystems. Walkable designs
reduce dependency on cars, lowering
greenhouse gas emissions and promoting
healthier lifestyles.
Resilience and Adaptability
Villages often include a mix of uses -
residential, commercial, and civic, which
support local economies and enhance
resilience to economic shifts. Their
human-scaled designs are more adaptable
to demographic and technological
changes.
Efficient Use of Infrastructure and
Resources
Concentrated development reduces the
cost of providing infrastructure, such as
water, electricity, and transportation.
Public investments like schools, parks, and
transit systems can be more efficiently
utilized in compact areas.
Economic Vitality and Local Businesses
Villages support small businesses and
local economies by creating environments
where businesses thrive within walking
distance of residents. They attract
tourism and new residents by blending
modern amenities with charm and
character.
Preservation of Cultural and Historical
Heritage
Villages often serve as guardians of a
region’s cultural and architectural history,
maintaining a connection to the past.
They are focal points for celebrating local
traditions, festivals, and art.
Human-Centered Urban Design
Villages prioritize the needs of people
over vehicles, creating spaces that feel
welcoming and livable. Their scale and
design make them accessible for all ages,
from children to seniors.
Models for Sustainable Urbanization
As urban areas expand, village-style
planning offers a scalable framework
for creating livable, sustainable
neighborhoods. They demonstrate how
growth can coexist with environmental
stewardship and community well-being.
Villages represent the harmonious
intersection of tradition and progress,
offering a template for thoughtful,
sustainable development that benefits
residents and the environment.
In Section 02 of this Guide, the
components of a village are further
outlined for planning and design
consideration.
In order to guide the development
of Village Districts based on existing
settlements within Harnett County,
Sections 03 through 05 outline the
planning and design strategies and
interventions to promote village enclaves.
Section 06 explores the opportunites
for implementation of the Harnett
County Village Districts with
careful attention to regulatory and
administrative considerations to ensure
that development aligns with county
policies and goals.
Villages are vital and play a crucial role in urban planning
for several reasons, serving as models of sustainable, human-
centered growth while preserving cultural and community
identity.
Introduction
The Significance of a Village00
County Village DistrictsHarnett Horizons 2024
Village Center - Kannapolis, North CarolinaVillage Center - Kannapolis, North Carolina
4
01: Harnett County Opportunities
The county’s historic downtowns showcase
local businesses and quaint shops. The
pace of life is slower, emphasizing family,
community events, and traditional
values. Scenic rivers, parks, and nature
trails offer outdoor activities, while the
county’s agricultural roots are evident in
local markets and festivals. The blend of
history, natural beauty, and a warm sense
of community creates an inviting and
peaceful environment for both residents
and visitors.
Turn of the Century Beginnings
Harnett County, North Carolina, has a
rich history shaped by its geographic
features and infrastructure. Early
settlements often formed near rivers and
streams, such as the Cape Fear River and
tributaries such as Buies Creek, which
provided vital resources for agriculture,
trade, and transportation. These
waterways supported mills and small
farming communities, creating hubs of
activity in the otherwise rural landscape.
With the arrival of railroads in the late
19th century, towns like Dunn and Erwin
emerged as key centers for commerce
and textile production, leveraging the rail
network to connect with larger markets.
Additionally, crossroads such as those
at Lillington, the county seat, became
focal points for trade and governance,
facilitating the growth of small towns
that served the needs of surrounding
agricultural areas. Together, these
natural and manmade elements shaped
the settlement patterns and economic
development of Harnett County.
Buildings reflect the economic growth
of the late 19th and early 20th centuries
with a rich supply of tall pines for
timber and water for agriculture. Early
European settlements provided strong
connections to brick vernacular reflected
in civic centers such as houses of worship,
recreation and educational facilities.
These structures, primarily found in
historic village centers, feature styles
such as Victorian, Colonial Revival, and
Neoclassical. Many buildings are primarily
brick and wood, with decorative facades,
large windows, and intricate woodwork.
The enduring architecture provides a
window into the past while adding to
the county’s nostalgic and charming
atmosphere.
Legacy of Traditional Main Streets
The traditional main streets are legacies
of its historic commercial and social life.
These streets born from bustling centers
of commerce and community gatherings,
lined with general stores, banks, and small
businesses that served local residents and
travelers.
Agricultural Beginnings
Harnett County has it’s agricultural
beginnings, around traditional town
centers, in its rich soil, rooted in favorable
climate, and geographic features. Early
settlers cleared the land for farming,
cultivating tobacco, cotton, and corn
as staple crops. The Cape Fear River
provided essential transportation,
allowing farmers to trade their goods.
Small farming communities grew around
these agricultural activities, with local
markets and trading posts becoming
vital economic hubs. Agriculture shaped
the county’s social and economic
development, establishing a tradition of
farming that still influences the area’s
culture and community events today.
Harnett County embodies small-town character and charm
through its close-knit communities, scenic landscapes, and
friendly atmosphere – all stemming from its start with
small-town character. We have the opportunity to not
only maintain this legacy, but compliment a historical
development pattern while filling county needs.
Harnett County’s 3 Key Opportunities
1: Maintain and Celebrate Small Town Character01
1 Traditional Farmhouses1 Traditional Farmhouses
2 Downtown Lillington2 Downtown Lillington
3 Serenity | Fuquay-Varina3 Serenity | Fuquay-Varina
4 Campbell University4 Campbell University
5 Large Lot Single Family5 Large Lot Single Family
County Village DistrictsHarnett Horizons 2024
2
3
4
5
1
Harnett County Character AreasHarnett County Character Areas
6
N
0 1 2 4 Miles
01: Harnett County Opportunities
Harnett County’s 3 Key Opportunities
2: Provide Missing Amenities
Food and Beverage Lacks Options and Variety
The County has limited food and beverage or restaurant
options, particularly in its rural areas. Most of the dining
scene consists of fast food chains and family-style eateries,
while specialized cuisine and diverse dining experiences are
scarce. As a result, residents seeking greater variety often
travel to nearby urban centers for more eclectic choices,
from international flavors to trendy cafes. The lack of diverse
culinary offerings creates a gap for locals and visitors who wish
to enjoy unique and varied dining experiences without leaving
the county.
Recreation is Clustered Around Incorporated Towns
Recreational activities are often clustered around town
centers, creating challenges for residents in more rural areas.
Facilities like sports fields, parks, and community centers
tend to be concentrated in towns, leaving residents outside
these hubs with fewer convenient recreational options. Public
transportation limitations and the distances involved mean
those living in outlying areas may struggle to access these
amenities. As a result, participation in organized sports, fitness
programs, and other community activities can be difficult,
limiting opportunities for socialization, fitness, and relaxation
Fresh Food is a Major Challenge
Access to fresh food can be challenging due to the limited
presence of grocery stores and fresh produce markets in some
rural areas. Many residents must travel significant distances to
reach supermarkets that offer a wide selection of fresh fruits
and vegetables. In certain parts of the county, especially where
public transportation is scarce, this lack of proximity can lead
to reliance on convenience stores or fast food outlets, which
often provide fewer healthy options. This situation contributes
to food deserts, making it difficult for some residents to
consistently access fresh and nutritious foods.
1 – Grocery Stores
Grocery stores are key amenities,
offering fresh food, household
essentials, and health products. They
ensure residents have convenient,
reliable options to meet daily needs.
2 – Food and Beverage
Food and beverage establishments are
essential, offering varied dining options
that cater to diverse tastes. They also
foster community connections and
provide gathering spaces.
3 – Open Space
Open spaces are essential for
recreation, relaxation, and connecting
with nature. They boost well-
being through exercise and social
interaction.
4 – Recreation
Recreation facilities are crucial,
offering spaces for physical activity
and leisure. They also foster
community through social interaction
and shared activities.
5 – Daily Goods
Daily amenities are essential, offering
access to healthcare, transportation,
and essential services. They meet
basic needs and help maintain quality
of life for residents.
Harnett County is in transition. Once a rural-only county is now faced with growing popularity
in the form of greatly increased residential population and job growth. This growth, however,
has highlighted and exacerbated limited access to key amenities throughout the County. We
have the opportunity to position County Villages to thoughtfully provide these key amenities
to residents throughout the County.
County Village DistrictsHarnett Horizons 2024 8
N
0 1 2 4 Miles
01: Harnett County Opportunities
Harnett County’s 3 Key Opportunities
3: Strengthen County Economics
With agricultural beginnings comes larger parcels outside of this historic town centers, and
has left an easy conversion to spread out development patterns as pressures grow. This today,
however, has translated into many large lot single family patterns, which has required more
County services to support, and ultimately, now costs Harnett County over $1,000/acre annually.
We have the opportunity to leverage incoming growth to strengthen our economy, not strain it.
Compact Development Subsidizes
Large Lot Single Family Development
Harnett County’s Town Centers and
adjacent traditional residential
neighborhoods are a large economic
boom for the County when considering
the annual tax revenue per acre, less
the annual services cost per acre. This
translates into these patterns greatly
subsidising the swaths of large lot single
family development.
223,000 Acres are Undeveloped
57% of non-incorporated Harnett
County is currently undeveloped.
There is an economic question to
consider when imagining how different
development patterns would change the
economic complexion of the County.
If 10% of the 223,000 acres were
developed as the different development
patterns as outlined to the right, they
would provide a wide range of impacts:
• Town Center Pattern:
Net +$78M annually
• Town Center Adjacent Pattern:
Net +$34M annually
• Missing Middle Pattern:
Net +$23M annually
• Compact Single Family Pattern:
Net -$17M annually
• Large Lot Single Family Pattern:
Net -$23M annually
Town Center Pattern (+$3.5k/ac)
Traditional town center development patterns
feature a walkable layout with commercial,
civic, and residential buildings clustered
around a main street. This pattern typically
returns >$3,500/acre in net annual taxes.
Town Center Adjacent Pattern (+$1.5k/ac)
Traditional residential development patterns
near town centers have grid-like streets and
homes close together, within walking distance
of downtown. This pattern typically returns
$1,000 to $2,000/acre in net annual taxes.
Missing Middle Pattern (+$1k/ac)
Missing middle development patterns consist
of multi-unit housing types like duplexes and
townhomes, bridging the gap between single-
family homes and apartments. This pattern
typically returns $500 to $1,500/acre in net
annual taxes.
Compact Single Family Pattern (-$750/ac)
Compact single-family development patterns
feature smaller lots with homes built close
together, maximizing space and community
interaction. This pattern typically returns
-$500 to -$1,000/acre in net annual taxes.
Large Lot Single Family Pattern (<-$1k/ac)
Large lot single-family development patterns
have spacious lots with homes set far apart,
offering privacy and extensive outdoor space.
This pattern typically returns less than
-$1,000/acre in net annual taxes.
County Village DistrictsHarnett Horizons 2024 10
N
0 1 2 4 Miles
02: County Village Vision
When curated well, the County Village District not only enables greater opportunity, amenity,
walkability, and economic impact – but also unlocks a remarkable district character and
charm. The images below illustrate the overall identity, and speak to specific attributes to
strive for with individual elements.
County Village Vision
Traditional Small Town Village Districts02
County Village DistrictsHarnett Horizons 2024 12
02: County Village Vision
Buies Creek as a Priority
Buies Creek is a small, unincorporated village in eastern Harnett County, nestled
within an agrarian landscape along US Route 421 and the Cape Fear River,
between Erwin and Lillington. Known for being home to Campbell University,
a private liberal arts institution set on 850 acres, the village has a population
of approximately 2,940 residents, bolstered by 2,150 full-time undergraduate
students, 1,000 faculty, and 570 staff, totaling around 6,600 people. The University
has invested heavily in student services and amenities, but access for the wider
community is limited. Essential services like healthcare, dining, and shopping are
located six miles away in Lillington, with limited pedestrian access. Buies Creek,
with its compact campus and traditional, walkable small-town development, offers
a unique opportunity to expand upon its vibrant, inclusive village center.
Carolina Lakes
Carolina Lakes is a gated suburban community in western Harnett County,
adjacent to Fort Liberty (formerly Fort Bragg). It features about 1,700 homes
around seven lakes and offers amenities like boating, kayaking, and golf in
a wooded setting. The diverse residents include active-duty military, civilian
contractors, retirees, and families with school-age children, who rely on nearby
Fayetteville for shopping, schools, and cultural activities.
Anderson Creek
Anderson Creek, located in Spring Lake, NC, is the nearest suburban residential
community to Fort Liberty in western Harnett County, close to Fayetteville. This
enclave includes Anderson Creek Club and Anderson Crossing, gated communities
within 1,700 acres of scenic forest, making it the largest populated township
in Harnett County with about 7,450 homes. Each neighborhood offers unique,
affordable luxury homes with views of a golf course, lakes, or nature preserves.
Amenities include a daycare and preschool, pools, golf course, parks, fitness
centers, and walking paths. Fayetteville, nearby, provides shopping, dining,
healthcare, and entertainment.
Rawls Church
Rawls Church, near Fuquay-Varina in northern Harnett County, offers rural
charm and easy access to shopping, dining, parks, and cultural amenities. The
new Serenity community spans 55 acres of woodland and rolling hills, featuring
a clubhouse, pool, play areas, and open spaces along Hector Creek. It includes
around 1,200 homes, attracting a diverse range of buyers, from first-time buyers to
empty nesters and those 55 and older.
Four potential County Village Zones have been identified. When considering both the
potential impact to the County, as well as ease of overall implementation – Rawls Church,
Anderson Creek, Carolina Lakes, and Buies Creek jump to the top of the list.
County Village Vision
Several Village District Candidates Identified
Buies CreekBuies Creek
Carolina LakesCarolina Lakes
Anderson CreekAnderson Creek
Rawls ChurchRawls Church
County Village DistrictsHarnett Horizons 2024
Buies Creek
Rawls Church
Anderson Creek
Carolina Lakes
690
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421
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210
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421
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02: County Village Vision
County Village Vision
Four Key Components
Best Practices
To realize a vision for villages in North
Carolina, best practices must be rooted
in thoughtful planning and community-
centric design. These districts should
prioritize walkability by designing
compact, interconnected street and
block networks that ensure residents
can easily access daily needs within a
10-minute walkshed. Integrating green
spaces is crucial, creating a balance
between built and natural environments
while providing public gathering
places that enhance community life.
A diverse mix of housing types with
smart density should be incorporated
to cater to different demographics,
fostering inclusivity and supporting
sustainable growth. Finally, establishing
an amenity spine with a central
public space anchors the community,
creating vibrant hubs for social
interaction, commerce, and cultural
activities. These practices not only
enhance livability but also preserve the
unique character and charm of North
Carolina’s village districts.
Street, Blocks, and Buildings
Work Together
In well-designed villages, streets,
blocks, and buildings work in harmony
to create a cohesive, vibrant
environment that fosters community
interaction and enhances the quality
of life. Streets are more than just
pathways; they are public spaces
designed for walking, cycling, and
socializing, with pedestrian-friendly
features like wide sidewalks, street
trees, and slow traffic. Blocks are
arranged in a compact, connected
network that promotes walkability,
ensuring that homes, shops, and
public spaces are easily accessible
within a short distance. Buildings
are thoughtfully positioned to define
the edges of streets and blocks,
creating a sense of enclosure and
continuity. They vary in scale and
function, accommodating a mix of
uses that bring life and diversity to the
village. Together, streets, blocks, and
buildings form a unified urban fabric
that supports a lively, inclusive, and
sustainable community.
Policy and Economics are Crucial
The success of village districts hinges
on strong policy frameworks and
supportive economic strategies.
Policy plays a crucial role in shaping
the development of village districts
by establishing zoning regulations,
design standards, and incentives that
encourage mixed-use, pedestrian-
friendly environments. These policies
ensure that village centers remain
compact, connected, and vibrant,
fostering a sense of community and
place. Economics supports this vision by
creating sustainable financial models
that attract investment, promote local
businesses, and provide affordable
housing options. By aligning policy and
economic strategies, village districts
can thrive as hubs of social, cultural,
and economic activity, ensuring their
long-term vitality and resilience.
To realize the vision for the County Village Districts, there are four key components to deploy
that shape the development pattern for the place. These key components and tools can be
found in traditional development patterns throughout the Triangle, North Carolina, and the
broader Southeast of the United States.
County Village DistrictsHarnett Horizons 2024
Integrate A System of Green Spaces and Defined Edge
Green spaces strategically placed throughout developments, create
natural gathering areas and recreational spaces while a defined edge,
such as a green buffer, clearly separates urban village areas from
rural or undeveloped land, preserving the landscape and reinforcing
community boundaries.
Surround with Diversity of Housing with Thoughtful Density
A mix of housing options, from compact single-family homes to
townhouses and apartments, is integrated into neighborhoods,
promoting inclusivity and adaptability. Smart density ensures
efficient land use while maintaining the character of the community,
supporting walkability, and reducing sprawl.
Establish an Amenity Spine with Key Central Public Space
A central corridor or “amenity spine” connects key destinations
within a village, such as parks, shops, and schools. At the heart of the
amenity spine, a central public space serves as a communal gathering
area, fostering social interaction and creating a focal point for the
community.
Create a 5 min Walkable Street and Block Network
Streets and blocks are designed to ensure that essential services,
amenities, and public spaces are within a 5-minute walk from any
point in the neighborhood. A compact, pedestrian-friendly layout
enhances accessibility, encourages walking, and fosters a vibrant,
connected community.
16
03: Buies Creek Today
Campbell’s Local Roots
Campbell University was founded in
1887 as Buies Creek Academy by Baptist
minister J.A. Campbell. It evolved from
an academy to a junior college named
Campbell Junior College in 1926, and
ultimately became a four-year institution
in 1961, adopting the name Campbell
University. The university expanded over
the years, adding graduate programs,
including a law school, pharmacy school,
and medical school, establishing itself as
a significant educational institution in
the region.
Campbell Today
Today, Campbell University is known
for its diverse academic offerings and
commitment to faith-based education. It
includes 11 schools and colleges, offering
over 150 undergraduate, graduate,
and professional programs in fields like
health sciences, law, business, divinity,
education, and engineering.
The university excels in health sciences
with a medical school, pharmacy school,
and physical therapy programs, alongside
a well-regarded law school now located in
Raleigh. Campus life is vibrant, featuring
numerous student organizations,
athletics, and community engagement.
Campbell emphasizes leadership,
service, and faith to nurture graduates
for impactful careers, while its peaceful
Buies Creek setting provides a serene yet
accessible environment.
Life Beyond Campbell
Outside of Campbell University,
Buies Creek remains a tranquil, rural
community that embodies a small-town
feel with a close-knit atmosphere. The
surrounding area is marked by local
businesses, residential neighborhoods,
and expansive farmlands, reflecting the
region’s agricultural heritage. Despite
the university’s presence, Buies Creek
maintains its identity as a quiet enclave
where residents value simplicity, strong
community ties, and the scenic beauty of
the North Carolina countryside.
Buies Creek is a small, unincorporated community known
primarily as the home of Campbell University. Its quiet, rural
setting blends the charm of a close-knit community with the
vibrancy brought by the University’s diverse student body.
Case Study: Buies Creek
Buies Creek Small Town Character Today03
1 Campbell University1 Campbell University
2 Campbell Athletics2 Campbell Athletics
3 Typical Townhomes 3 Typical Townhomes
4 US-4214 US-421
5 Typical Farmhouse5 Typical Farmhouse
County Village DistrictsHarnett Horizons 2024
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03: Buies Creek Today
Case Study: Buies Creek
Variety of Potential Locations for County Village District
Five potential locations for a County Village District appear when considering impact and
ease of implementation with connectivity to surrounding infrastructure and contiguous
assemblage of existing parcels. East Buies Creek provides the best combination of impact
and ease of implementation.
Five Potential County Village Districts
When planning for a new Village District,
selecting the right location is crucial to
ensuring long-term success, community
integration, and sustainable growth.
Four potential locations were considered
- Buies Creek Main Street, Buies Creek
North, Kivett, Southeast of Campbell, and
Buies Creek East, each evaluated based on
their impact and ease of implementation,
with particular attention to connectivity
with existing infrastructure, surrounding
urban village context, connectivity with
natural systems, parcel ownership, and the
ability to assemble contiguous parcels.
Among these, East Buies Creek emerges
as the optimal choice, offering the best
combination of impact and ease of
implementation.
East Buies Creek Provides the Greatest
Impact and Ease of Implementation
The County should support efforts by
Campbell University and the private
sector to brand the area as the Village of
Buies Creek and create infill and adjacent
development that compliments the
university, adds commercial opportunities
and addresses need for mix of housing in
this part of the county.
Buies Creek East is ideally situated in
close proximity to existing infrastructure,
making it a prime candidate for a pilot
Village District. Its location allows for
seamless integration with the surrounding
urban fabric, street network, and natural
areas along the Cape Fear tributaries
of Buies Creek and East Buies Creek,
providing direct and efficient access
to major thoroughfares and nearby
neighborhoods. This connectivity not
only facilitates ease of movement for
residents but also supports Campbell
University, a large employment base,
and local businesses by ensuring a
steady flow of customers, goods and
services. Additionally, the presence of
established infrastructure, including
utilities and transportation links, reduces
the complexity and cost of development,
allowing for a smoother, faster
implementation process.
The selection of East Buies Creek as the
site for a new Village District will have a
profound impact on the local community
and the broader region. Reinforcing Buies
Creek Main Street as the central hub in
this area, the new village development will
serve as a catalyst for economic growth,
attracting new businesses, residents, and
visitors. The district will be designed to be
pedestrian-oriented supporting a mix of
residential, commercial, and recreational
uses, fostering a vibrant, self-sustaining
community. This development will create
new job opportunities, stimulate local
commerce, and enhance property values,
contributing to the overall prosperity
of Harnett County. Furthermore, by
concentrating development in Buies Creek
East, the district can serve as a model for
sustainable, walkable communities in the
region
One of the key advantages of Buies Creek
East is the availability of contiguous
parcels that can be easily assembled
for new development. This allows for a
cohesive and well-planned village district,
where land can be efficiently utilized to
create a balanced mix of diverse housing,
retail, public spaces, civic, institutional
and amenities. The ability to assemble
these parcels without significant legal
or logistical hurdles ensures that the
new village district can proceed without
the delays often associated with land
acquisition in more fragmented areas.
This contiguous land assembly also
supports the creation of a unified design
vision for the district, where public spaces,
streets, and buildings are harmoniously
integrated to create a strong sense of
place and community identity.
The ease of implementation is a critical
factor in the successful development
of a County Village District. East Buies
Creek offers a relatively straightforward
path to development due to its existing
infrastructure, available land, and
supportive regulatory environment. The
area’s current zoning and land use policies
are conducive to the type of mixed-
use, pedestrian-friendly development
envisioned for the district. Additionally,
the community’s openness to growth
and development further facilitates the
process, reducing potential resistance or
delays. The combination of these factors
means that East Buies Creek East can
move from planning to execution more
rapidly than other potential locations,
bringing the benefits of the district to
residents and the County sooner.
County Village DistrictsHarnett Horizons 2024 20
421
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Buies Creek
Main Street
Buies Creek
East
Southeast of
Campbell
Buies Creek
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04: Buies Creek County Village District
Case Study: Buies Creek Main Street
Four Key Design Strategies04
Connectivity with Existing Streets
The foundation of a walkable network
begins with establishing strong
connectivity with existing streets.
The design should aim to extend and
complement the current street grid,
creating a seamless transition between
the new development and surrounding
areas. By aligning new streets with
existing ones, we enhance accessibility
and ensure the network feels like a
natural extension of the community. This
connectivity reduces travel distances,
encourages walking and cycling, and
integrates the development into the
broader urban fabric, making it easier for
residents to access nearby amenities and
services.
Walkable Assemblage
A walkable assemblage focuses on
creating a mixed-use environment
where everything residents need is
within a short walk or bicycle ride .
The village infill design clusters homes,
shops, offices, and recreational spaces
together, reducing the need for long
commutes or car trips. This mix of uses,
combined with short block lengths and
frequent intersections, creates a vibrant,
walkable community. Streetscapes
should be designed to be inviting, with
wide sidewalks, ample green spaces, and
active street-level retail that engages
pedestrians. By ensuring that daily needs
are within easy reach, the walkable
assemblage fosters a lively, self-sufficient
neighborhood where walking is the most
convenient mode of transportation.
300’ x 300’ Blocks
The urban village fabric is structured
around a typical 300’ x 300’ block within
small regional communities as well as
a size chosen for its balance between
density and walkability. This block size
allows for a compact, grid-like pattern
that promotes easy navigation and
frequent interaction between different
parts of the community. Within these
blocks, a variety of building types and
uses are integrated, creating a rich,
diverse environment. The grid structure
also supports flexibility in street design,
allowing for the inclusion of public
plazas, green corridors, and pedestrian-
only streets. This consistent block size
reinforces the identity of the area,
making it easy to orient oneself and
fostering a strong sense of place.
Pedestrian-Oriented Streets
The streets within the network are
designed primarily for pedestrians,
transforming them into vibrant public
spaces. Sidewalks are wide and lined with
trees, providing shade and comfort for
walkers. Traffic calming measures, such
as narrow lanes, raised crosswalks, and
curb extensions, slow down vehicles and
prioritize pedestrian safety. Streets are
further activated by ground-floor retail,
cafés with outdoor seating, and public art
installations, creating an engaging, lively
atmosphere. The focus on pedestrian-
oriented streets ensures that walking is
not just a means of transportation but an
enjoyable experience in itself, promoting
a strong connection between people and
the public realm.
Design Strategy #1: Create a 5-min Walkable Street and
Block Network.
A walkable street and block network in Buies Creek would focus on compact,
redevelopment of existing Main Street and adjacent village blocks, enhancing the
unique small town charm adjacent to Campbell University, and utilizing the natural
beauty of Buies Creek as a key amenity. This approach fosters a vibrant, sustainable
community that offers both convenience and a strong sense of place.Street Parking Supporting Street Parking Supporting RetailRetail
Village Gateway + GraphicsVillage Gateway + Graphics
Enhanced Public RealmEnhanced Public Realm
Compact Village CenterCompact Village Center
Active Continuous StorefrontsActive Continuous Storefronts
County Village DistrictsHarnett Horizons 2024
Saylor
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LEGEND
Primary Street
Secondary Street
Existing Bike Route
Existing Open Space
04: Buies Creek County Village District
Design Strategy #2: Establish an Amenity Spine with Key
Central Public Space.
Amenity Spine as Main Corridor
The Village Amenity Spine should be
a thoughtfully enhanced Main Street
corridor that connects different parts
of the village and the University,
concentrating key amenities along its
length. Serving as the village’s primary
axis, it links residential areas with
commercial, cultural, and recreational
facilities. Along this pedestrian-friendly
spine, residents will find shops, cafés,
local businesses, and community services,
all within a short walk from the Village
Green. The spine features wide sidewalks,
street trees, layered lighting, wayfinding,
and places to sit and gather, encouraging
strolling, social interaction, and reducing
car dependence, fostering a walkable
village lifestyle.
Village Green as Central Public Space
The Village Green is a key central public
space designed to be the focal point for
community life. This space functions as
the “living room” of the village, where
residents gather for social activities,
events, and daily recreation. The Village
Green might include features like a
central lawn, shaded seating areas,
playgrounds, a pavilion for performances,
and perhaps a water feature or public
art installation that anchors the space.
The design emphasizes openness and
flexibility, allowing the Village Green to
host a wide range of activities—from
farmers’ markets and festivals to casual
picnics and impromptu gatherings. A
welcoming and inclusive design ensures
that it is accessible to all, fostering a
strong sense of community.
Integrate Natural & Historic Context
The design of the Village Amenity Spine
and Village Green should seamlessly
integrate with the natural, historical, and
cultural context, enhancing the area’s
unique character. This involves preserving
and highlighting natural features
like champion trees, watercourses,
& topography, while incorporating
landmarks or architectural styles that
reflect the village’s heritage. Pathways
along the spine should connect with
creeks or offer views of the landscape,
bringing the natural environment into
daily village life. Buildings & public
spaces along the spine should respect the
village’s architectural vernacular, creating
a cohesive and authentic sense of place
for residents and visitors.
Multi-Use and Layered Experiences
Creating multi-use spaces and layered
experiences along the Village Amenity
Spine and within the Village Green
involves designing spaces that serve
multiple functions & can adapt to
different uses throughout the day
and across seasons. For example, a
marketplace along the spine might
function as a retail space during the day
& transform into a venue for evening
events or outdoor dining. The Village
Green could host a variety of activities,
such as yoga classes, concerts, or seasonal
festivals, each drawing different segments
of the community & keeping the space
lively and engaging. By layering these
experiences & uses, the design ensures
that the village remains vibrant & active,
catering to a diverse population with
varied interests and needs.
Case Study: Buies Creek Main Street
Four Key Design Strategies
Central Amenity SpineCentral Amenity Spine
Activate StorefrontsActivate Storefronts
Access to Daily NeedsAccess to Daily Needs
Engaging Public RealmEngaging Public Realm
Unique Sense of PlaceUnique Sense of Place
County Village DistrictsHarnett Horizons 2024
Saylor
Park
24
Primary Street
Secondary Street
Existing Bike Route
Proposed Greenway
School / Community
Center / Civic Use
Mixed Use - Ground Floor
Retail with Housing Above
Small Retail / Commercial
Residential with Ground Floor
Corner Retail / Commercial
Medium Density Residential
Low Density Residential
Village Green / Commons
Community Park / Creekside
Greenway
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421421 East Buies CreekCampbell
University
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04: Buies Creek County Village District
Complementary to County Character
The design begins with a deep respect for
the character of Harnett County, known
for its rural charm, historic roots, and
close-knit communities. Any new infill
or redevelopment should be carefully
crafted to complement this character
and scale integrating seamlessly with
the surrounding landscape and built
environment. Architectural styles reflect
local traditions, incorporating materials,
colors, and forms that are familiar to
the area. Streetscapes are designed to
enhance the county’s scenic beauty, with
tree-lined roads, modest setbacks, and
open spaces that echo the small village
vernacular. The goal is to ensure that new
development doesn’t disrupt the existing
fabric of Buies Creek and Campbell
University but rather enriches it, creating
a sense of continuity between old & new
Thoughtful Density
Thoughtful density creates a village
community that is both sustainable
and vibrant. Infill and redevelopment
should be arranged in a compact,
efficient manner that maximizes land
use while preserving open spaces and
natural features. This approach avoids
overwhelming the existing infrastructure
and maintains a human scale, where
buildings are proportionate to their
surroundings. Density should be focused
around key areas - the Village Main
Street, a community center, transit
nodes, civic or recreation amenities,
reducing the need for long commutes
and encouraging walking & cycling. This
careful calibration of density supports
a thriving community life, where people
live close to services, amenities, and each
other, fostering a sense of belonging and
interaction.
Diversity of Housing Options
A diverse range of housing options is
essential to accommodate the varying
needs and preferences of new and
existing residents. The design should
include a mix of housing types — single-
family homes, townhouses, duplexes,
cottages, apartments & live work that
encourage missing middle options
—ensuring that people of all ages,
incomes, and household sizes can find
a place to call home. This diversity
also supports a more dynamic and
inclusive community, where different
generations and demographics can live
side by side. Affordable housing options
should be integrated seamlessly into
the community, without segregating
or stigmatizing any group. By offering
a range of choices, the village should
attract a broad spectrum of residents,
contributing to the economic & social
vitality of the area.
Small Scale, Incremental Development
Small-scale infill development allows for
the gradual and sensitive introduction
of new housing within existing
neighborhoods and the village center.
This approach minimizes disruption while
making the most of underutilized land,
such as vacant lots, underdeveloped
parcels, or spaces between buildings. Infill
development is designed to blend in with
the existing context, respecting the scale,
massing, form, style and character of
neighboring structures. It adds housing
incrementally, allowing communities to
grow organically rather than through
large, impersonal projects. This method
not only increases housing supply but also
revitalizes areas that might otherwise be
overlooked, enhancing the overall fabric
of the community.
Design Strategy #3: Surround with Diversity of Housing with
Thoughtful Density.
Case Study: Buies Creek Main Street
Four Key Design Strategies
Mansion Flats or HousesMansion Flats or Houses
Small Mixed Use / Live WorkSmall Mixed Use / Live Work
DuplexesDuplexes
Courtyard BuildingsCourtyard Buildings
Cottage CourtsCottage Courts
County Village DistrictsHarnett Horizons 2024
Saylor
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Primary Street
Secondary Street
Existing Bike Route
Residential with Ground Floor
Corner Retail / Commercial
Medium Density Residential
Low Density Residential
Existing Open Space
LEGEND
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04: Buies Creek County Village District
Design Strategy #4: Integrate A System of Green Spaces
and Defined Edge.
Case Study: Buies Creek Main Street
Four Key Design Strategies
Public Places to Gather
At the heart of the community lies a
network of green spaces designed as
public places for gathering and social
interaction. These spaces, whether they
are parks, plazas, or pocket gardens,
should be thoughtfully distributed
throughout the village and surrounding
neighborhoods, ensuring that every
resident is within a short distance of a
welcoming outdoor environment. Each
green space is designed to reflect the
community’s character, offering a variety
of experiences—from serene natural
settings to more active, programmed
spaces for events and recreation.
These public places are more than just
parks; they are the living rooms of the
community, where neighbors meet,
children play, and people of all ages can
connect with nature and each other.
By prioritizing these gathering spaces,
the design fosters a strong sense of
community and belonging, making
the neighborhood a more vibrant and
inclusive place to live.
Daily Amenities
In addition to providing spaces for social
interaction, the system of green spaces
should strategically integrate with access
to daily amenities and services. Small
commercial nodes are located at key
points along the green space network,
ensuring that residents can easily access
shops, cafés, healthcare facilities,
community center and other essential
services without needing to rely on cars.
These nodes are designed to be part of
the community fabric, with buildings
that open onto green spaces, allowing
for seamless indoor-outdoor experiences.
For example, a neighborhood café might
have outdoor seating that spills into
a park, or a small grocery store could
be adjacent to a community garden
where residents grow fresh produce.
This integration not only makes daily
tasks more convenient but also enhances
the vibrancy of the green spaces by
encouraging regular use and interaction
throughout the day.
Walkable + Bikeable to Daily Needs
A key design element of the village
is ensuring that all residents have
walkable and bikeable access to daily
needs. The green space network is
interconnected by a series of pedestrian
and bicycle paths that weave through
the community, creating a safe and
enjoyable environment for non-motorized
transportation. These paths are designed
to be direct and intuitive, linking homes
with green spaces, amenities, and services
in a way that makes walking and biking
the most convenient and attractive
option for short trips. The paths are also
designed with comfort and safety in
mind, featuring lighting, seating, signage,
art and natural shade from trees. By
prioritizing walkable and bikeable access,
the design reduces the community’s
reliance on cars, promoting a healthier,
more sustainable lifestyle while also
reducing traffic congestion and pollution.
Village Green + Community ParkVillage Green + Community Park
Play Areas for All AgesPlay Areas for All Ages
Park Pavilion Cafe + RestroomsPark Pavilion Cafe + Restrooms
Public LibraryPublic Library
Community Center, Recreation + Community Center, Recreation +
Education PavilionEducation Pavilion
County Village DistrictsHarnett Horizons 2024 28Main StLeslie C
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Buies Creek
Greenway
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River Greenway
Saylor
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Greenway
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LEGEND
Primary Street
Secondary Street
Existing Bike Route
Proposed Greenway
Mixed Use - Ground Floor
Retail with Housing Above
Small Retail / Commercial
Residential with Ground Floor
Corner Retail / Commercial
Medium Density Residential
Low Density Residential
Village Green / Commons
Community Park / Creekside
Greenway
Existing Open Space
05: Buies Creek County Village District
Case Study: Buies Creek East
Four Key Design Strategies05
Contiguous, Undeveloped Assemble of
Land
The Buies Creek East area was identified
as a potential option comprised of
approximately 100-acres of greenfield
characterized by Piedmont Forest and
agricultural heritage land adjacent to
the existing village of approximately
the same size. Key features of this
area include contiguous land, compact
structure, supported by an established
network of roads and infrastructure
affording a cohesive urban village district
design which prioritizes pedestrian
access. Any potential site should be
structured to support a dense, mixed-
use environment where residential,
commercial, and recreational spaces are
within a short walking distance. Options
should encourage active transportation
modes and foster a close-knit community
atmosphere preferably organized around
existing neighborhoods or settlements
Adjacent to Campbell, but Outside of
the “Campus” Identity
While the network should be adjacent to
Campbell University, it must establish
a distinct identity separate from the
campus. This can be achieved through
unique built forms, architectural styles,
public spaces, and streetscapes that
differ from but are complementary to
those on campus. The goal is to create
a neighborhood that benefits from the
university’s proximity—like access to
student populations, university facilities
and events—without blending into the
campus. Branding and design choices
should emphasize this distinction, making
the area attractive to both university
affiliates and the broader community.
Leverage Natural Features as an
Amenity
Buies Creek’s natural features, including
its namesake creeks and tributaries
along with surrounding conservation
land, and proposed greenways and
parks should be central to the design
creating village neighborhoods connected
to the watershed and onto adjacent
town centers. These features can be
integrated into the walkable network
as focal points and viewsheds - such as
parks, trails, greenways and riverfront
promenades creating alternative
transportation modes and connecting
urban ecology, sustainable design and
natural stormwater management. The
creeks should extend the proposed
greenway network along the Cape Fear
River lined with pathways, seating areas,
and natural landscaping to create a
serene environment that residents and
visitors can enjoy as passive recreation.
Leveraging these natural assets not only
preserves and enhances the aesthetic as
well as environmental quality of the area
but also increases property values and
promotes a healthy, active lifestyle.
Design Strategy #1: Create a 5-min Walkable Street and
Block Network.
Creating a 5-minute walkable street and block network in for Buies Creek East
involves careful planning to balance development, natural features, and proximity
to Campbell University while maintaining a distinct identity.
Active Ground Floor BusinessesActive Ground Floor Businesses
Enhanced StreetscapeEnhanced Streetscape
Outdoor Gathering SpacesOutdoor Gathering Spaces
Prioritize MicromobilityPrioritize Micromobility
Leverage Natural Systems + Leverage Natural Systems +
Green InfrastructureGreen Infrastructure
County Village DistrictsHarnett Horizons 2024 30
Leslie C
a
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Kivett R
o
a
dEast Buies Creek27
To East Buies
Creek + Cape Fear
River Greenways
To East Buies
Creek + Cape Fear
River Greenways
N
0’ 150’ 300’ 600’
Primary Street
Secondary Street
Existing Bike Route
LEGEND
05: Buies Creek County Village District
Case Study: Buies Creek East
Four Key Design Strategies
Design Strategy #2: Establish an Amenity Spine with Key
Central Public Space.
Designing a walkable extension of the Village requires a comprehensive approach
that integrates land use, transportation, public spaces, and community amenities to
ensure that all essential services and daily needs are within a reasonable walk from
any point in the village districts and their neighborhoods.
Street Infrastructure and Connectivity
Working within Buies Creek East, the
design of a walkable network builds upon
a modest, rural settlement pattern with
a limited existing blocks and streets.
The major arterials that frame the
new village development include Leslie
Campbell Ave. to the west, Hwy. 27 to the
east and Kivett Road to the north with
affording connections with the center of
Buies Creek. Key connections extend the
current street grid, seamlessly integrating
with the surrounding community to
create a natural, familiar extension
within small dimensional standards.
The grid design supports flexibility in
multi-purpose hierarchy, allowing for the
inclusion of “complete streets”, alleyways,
lanes, green streets, public plazas, pocket
parks, green corridors, and pedestrian-
only streets. The new mobility network
reduces travel distances, emphasizes
walking, cycling, and micromobility as
well as providing the community residents
with access to new amenities, services
and local employment.
Walkable Assemblage
Creating a walkable assemblage in the
new neighborhood is essential, with a
mixed-use core providing convenient
daily goods within a short walk or bike
ride. The design clusters homes, shops,
offices, schools, and recreational spaces
to reduce car dependency, featuring
active streetscapes and manageable
block lengths for a vibrant community.
The Buies Creek East Village Center, near
existing small businesses on Kivett Road,
will serve as the neighborhood’s heart,
with a main street and village square
surrounded by key amenities such as
a grocery store, cafés, pharmacy, and
community centers. Essential services
are distributed around the central green
space and smaller neighborhood hubs,
ensuring accessibility within a 10-minute
walkshed. Public transit should link all
districts, reducing short car trips and
supporting sustainable transportation
options for longer journeys.
300’ x 300’ Blocks
The urban fabric is once again structured
around a typical 300’ x 300’ village block
chosen for its balance between density
and walkability. A compact, grid-like
pattern promotes easy navigation and
frequent connections to different parts
of the community. A variety of land
uses and building types accentuated by
varied village architectural styles are
woven within the blocks to create a rich,
diverse environment. Using a consistent
block size reinforces the identity of the
Buies Creek village districts, providing
a comprehensible layout and ease of
orientation continuing to foster a strong
sense of the village concept.
Pedestrian-Oriented Streets
A series of vibrant public spaces define
the pedestrian streetscape. Generous
sidewalks are lined with shade trees
and lighting to provide comfort and
safety. Narrow drive lanes, raised
crosswalks, curb extensions and bike
lanes prioritize pedestrians, cyclists and
intentionally slow traffic. Ground-floor
retail, civic spaces, senior / community
center, cafés with outdoor seating, and
public art create social cohesion in an
engaging, lively pedestrian public realm.
Streetscapes should be designed in a
similar style as in center of Buies Creek
with warm paving tones, ample street
trees, a verdant landscape, comfortable
street furnishings, signage, wayfinding
and exciting ground floor shops and
businesses that engage pedestrians.
Street Parking to Support RetailStreet Parking to Support Retail
Village Gateway + GraphicsVillage Gateway + Graphics
Enhanced Public Realm Enhanced Public Realm
Compact Village CenterCompact Village Center
Convenient Daily Goods Convenient Daily Goods
- Village Market- Village Market
County Village DistrictsHarnett Horizons 2024
27
N
32East Buies CreekKivett R
o
a
d
To East Buies
Creek + Cape Fear
River Greenways
To East Buies
Creek + Cape Fear
River Greenways
0’ 150’ 300’ 600’
Leslie C
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Legend:Primary Street
Secondary Street
Existing Bike Route
Proposed Greenway
School / Community
Center / Civic Use
Mixed Use - Ground Floor
Retail with Housing Above
Small Retail / Commercial
Residential with Ground Floor
Corner Retail / Commercial
Medium Density Residential
Low Density Residential
Green Amenity Spine
Community Park / Creekside
Greenway
LEGEND
05: Buies Creek County Village District
Complementary to Urban Village
Character
The new Buies Creek East Village District
should reflect the historic Main Street
pattern, characterized by modest,
human-scaled buildings, a vibrant
business district, and a mix of two
to four-story structures with ground-
floor shops and active storefronts. To
create a vital village center, focus on
enhancing pedestrian activity and
residential density with pedestrian-scale
buildings, shade, and local goods and
services that reflect the community’s
diversity. The neighborhood should offer
a diverse range of housing types for all
ages, incomes, and backgrounds. Civic
buildings, such as churches, schools, and
libraries, should be situated on squares,
plazas, or greens to serve as landmarks
and reinforce their cultural significance
Thoughtful Density
Smart density promotes compact, well-
connected development that fosters a
sustainable, resilient, and comfortable
lifestyle. Diversifying housing types—
ranging from small single-family
homes and auxiliary dwelling units to
townhouses, apartments, and affordable
housing—supports demographic diversity.
In Buies Creek East, density is increased
near the village center and along main
streets, while maintaining lower- and
middle-density residential areas on
the periphery. This balance enhances
walkability and vibrant community life
without straining infrastructure.
Diversity of Housing Options
Mixed residential areas are envisioned
on either side of the linear green village
commons. Land use within the mixed
residential areas should be primarily
residential, including a range of housing
types, densities, and price points,
interspersed with a local cafe or corner
shop. The range of housing types should
address the needs and desires of people
of different ages, family sizes, cultures,
and incomes. Residential land uses
support a broad range of housing types,
medium to high densities and developers
that support transit use, as well as a
convenient walking / cycling environment.
Residential land uses should also
complement, capitalize on, and orient to
the desirable river and greenway open
space amenities.
Small Scale, Incremental Development
In a rapidly evolving urban landscape,
fostering sustainable growth while
preserving a community’s character and
scale is crucial. Small-scale incremental
development within a compact urban
village offers a balanced approach to
urbanization, allowing organic growth
while respecting the existing fabric.
Instead of creating an entirely new
village district, this method enables
gradual adaptation, introducing new
housing, retail, and public amenities in
response to community needs without
disruption. An initial phase should focus
on the mixed-use core and establish the
amenity spine for future expansion. This
approach allows for flexible, manageable
development, ensuring infrastructure
and services keep pace with growth and
demand.
Design Strategy #3: Surround with Diversity of Housing with
Thoughtful Density.
Case Study: Buies Creek East
Four Key Design Strategies
Compact Single Family HomesCompact Single Family Homes
Cottage CourtsCottage Courts
Townhomes + ApartmentsTownhomes + Apartments
Mixed Use - Shops + FlatsMixed Use - Shops + Flats
Diverse Densities + Housing TypesDiverse Densities + Housing Types
County Village DistrictsHarnett Horizons 2024
2727
N
34East Buies CreekKivett R
o
a
d
To East Buies
Creek + Cape Fear
River Greenways
To East Buies
Creek + Cape Fear
River Greenways
0’ 150’ 300’ 600’
Leslie C
a
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Primary Street
Secondary Street
Existing Bike Route
Residential with Ground Floor
Corner Retail / Commercial
Medium Density Residential
Low Density Residential
Community Open Space
LEGEND
05: Buies Creek County Village District
Public Places to Gather
Green spaces are strategically located to
serve as central public gathering places,
anchoring the community and providing
residents and the community at large
with accessible areas for recreation,
relaxation, and social interaction. These
open spaces form the public realm,
whether parks, plazas, streetscapes,
greenways, trails or community gardens,
act as focal points within the urban
fabric, drawing people together and
fostering a sense of community. By
positioning these green spaces at key
locations within the Buies Creak East
village district, such as at the intersection
of major pedestrian routes or near civic
and commercial centers, they become
integral to daily life and contribute to the
overall identity of the area.
Access to Daily Amenities
The green spaces within the village
should be interconnected by a network
of green corridors that provide direct,
safe, and pleasant routes to daily
amenities and services. These corridors
can take the form of tree-lined streets,
landscaped pathways, or linear parks that
connect homes with schools, shops, and
workplaces. By integrating these green
corridors into the urban design, residents
are encouraged to walk or bike to their
destinations, reducing reliance on cars
and enhancing the overall walkability of
the village. This network of green spaces
not only improves access to vital daily
needs and community amenities but
also contributes to the environmental
sustainability of the development by
promoting active transportation and
enhancing local biodiversity.
Creating a Defined Edge
Establishing a clear, defined edge around
the new village district is crucial for
maintaining its identity and managing
the transition between Buies Creek
Main Street, new development, and
undeveloped areas. Green buffers like
woodlands, wetlands, greenways, or
parks can create this edge, serving as
natural boundaries that separate the
village from surrounding communities or
undeveloped land. These buffers protect
the village from encroachment, preserve
the landscape, and offer recreational
opportunities. By clearly defining the
development’s edge with green spaces,
the village integrates better with
its natural surroundings, ensuring a
harmonious balance between built and
natural environments.
Walkable + Bikable to Daily Needs
Creating a walkable village where
residents can easily access daily needs
is key to fostering a vibrant, sustainable
community. Walkability starts with a
compact, connected, and pedestrian-
friendly network of streets and blocks.
By placing homes, shops, schools, and
public spaces within a short walking
or cycling distance, residents are
encouraged to walk or bike rather than
rely on cars. Access to vital needs—like
groceries, healthcare, and childcare—is
prioritized by locating these services
within the village core or along a central
amenity spine. Green spaces and safe,
well-lit pathways enhance the walking
experience, making the village functional
and enjoyable to navigate.
Design Strategy #4: Integrate a System of Green Spaces
and Defined Edge.
Case Study: Buies Creek East
Four Key Design Strategies
Village Commons Village Commons
+ Community Park+ Community Park
Play Areas for All AgesPlay Areas for All Ages
Greenways + Trail SystemGreenways + Trail System
Alternative Mobility OptionsAlternative Mobility Options
Senior / Community CenterSenior / Community Center
County Village DistrictsHarnett Horizons 2024
N
27
36East Buies CreekKivett R
o
a
d
To East Buies
Creek + Cape Fear
River Greenways
To East Buies
Creek + Cape Fear
River Greenways
0’ 150’ 300’ 600’
Leslie C
a
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p
b
e
l
l
A
v
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Primary Street
Secondary Street
Existing Bike Route
Proposed Greenway
School / Community
Center / Civic Use
Mixed Use - Ground Floor
Retail with Housing Above
Small Retail / Commercial
Residential with Ground Floor
Corner Retail / Commercial
Medium Density Residential
Low Density Residential
Green Amenity Spine
Community Park / Creekside
Greenway
LEGEND
05: Buies Creek County Village District
Case Study: Buies Creek East
Village District Concept Plan
The walkable village concept plan implements the strategies in a scalable and replicable
approach. The plan is anchored by a vibrant central community green, supported by density
and a highly-pedestrianized public realm. It incorporates essential community amenities such
as schools, parks, and light retail, ensuring residents have convenient access to daily needs.
The design steps down in scale as it moves toward the existing residential context, aligning
with the surrounding character and promoting a cohesive neighborhood environment.
County Village DistrictsHarnett Horizons 2024
N
38
0’ 150’ 300’ 600’
05: Buies Creek County Village District
County Village DistrictsHarnett Horizons 2024 40
05: Buies Creek County Village District
Campbell
University
New School or
Community Center
Single Family
Homes
Green
Amenity Spine
Missing Middle
Housing
Mixed Use
Greenways, Parks
+ Open Space
Connections
County Village DistrictsHarnett Horizons 2024
New School +
Recreation Fields
Apartments /
Grd. Flr. Retail
Townhomes
Village Center
Retail + Commercial
Cottage Courts
Buies Creek
Main Street
42
05: Buies Creek County Village District
County Village DistrictsHarnett Horizons 2024
Imagine yourself in the heart of this thoughtfully designed village square, where
lush green spaces are seamlessly integrated with surrounding townhomes and cafés.
Picture yourself lounging on the grass in the central park, carefully placed to encourage
gatherings, or strolling along pedestrian pathways that weave through outdoor
markets and local businesses. Every element—wide sidewalks, active edges, and
strategically planted trees—creates a space that fosters connection, bringing nature
and community life into perfect balance for a walkable, vibrant urban environment.
44
06: Implementation Considerations
Implementation Considerations
Regulatory06
Regulatory considerations include
reviewing and revising County zoning
regulations, land use policies, and
building codes to accommodate the
mixed-use, pedestrian-friendly nature
of the village districts. Additionally,
regulatory frameworks will need to
be updated to support flexible design
standards, streamlined approval
processes, and the integration of
infrastructure improvements. Addressing
these regulatory concerns is essential
for facilitating smooth and efficient
development while maintaining each
district’s intended character and
functionality.
Complement with Harnett Horizons
This document serves as a non-binding
supplement to the Harnett Horizons
County Comprehensive Plan, providing
additional strategic guidance and
detailed recommendations for the
development of a County Village District.
It complements the broader vision
outlined in the Comprehensive Plan by
offering specific insights and design
narratives that support the plan’s goals
for sustainable growth, community
development, and infrastructure
integration within Harnett County while
focusing on the integration of pedestrian-
oriented village districts.
Mechanisms to be Adopted
Mechanisms for the formal adoption
of the Harnett County Village District
locations as well as planning, zoning and
design guidelines will be incorporated into
the County Comprehensive Plan. These
mechanisms will outline the necessary
steps, including public engagement,
stakeholder consultation, and regulatory
processes, to ensure that the proposed
locations are thoroughly vetted and
aligned with the county’s long-term
vision for sustainable development and
community enhancement. Small Area
Plans for the Village Districts could be
developed to provide detailed planning
and zoning guidance and tailored
strategies for the unique needs and
opportunities within each potential
County Village District, ensuring cohesive
and context-sensitive growth.
County Village District Exact Locations
Not Formally Adopted
The exact locations and boundaries for
Harnett County’s Village Districts have
not yet been decided nor have they been
formally adopted. The potential areas
outlined in this document are preliminary
considerations based on initial impact and
feasibility assessments. Final decisions
regarding the village district locations and
boundaries will be made following further
analysis, public input, and coordination
with relevant stakeholders to ensure
alignment with the county’s broader
planning goals and community needs.
Implementing Harnett County Village Districts requires careful attention to regulatory
considerations to ensure that development aligns with county policies and goals.
County Village DistrictsHarnett Horizons 2024
Implementation Considerations
Spectrum of Village District Implementation Options
Next Steps
The essential steps are outlined below:
A. Future Land Use Map Revisions
Designate areas on the Harnett County
Future Land Use Map (FLUM) as village
districts based on the design strategies
outlined with in this Harnett County
Village Design Guide and context-
sensitive development. Additional focus
should align Zoning Code revisions to
align with updated FLUM designations.
Infrastructure planning for necessary
upgrades to roads, utilities, and public
facilities. Community Engagement
sessions to ensure revisions reflect resident
and stakeholder priorities.
B. Conditional Zoning
Conditional zoning should address a
tailored zoning approach that allows
specific land uses and development
conditions to be customized the village
district while ensuring alignment with
broader planning goals. The conditional
zoning should provide flexibility for
innovation while preserving the district’s
character and meeting community needs.
Customizable conditions provide for
specific conditions or restrictions to be
applied to a property or projects within
a designated village district, such as
design standards, permitted uses, or
infrastructure improvements. Village
character compatibility ensures new
development aligns with the cultural,
historical, and architectural aspects of
the village district. Focus on community
engagement provides opportunities for
public input and negotiation to address
community concerns and priorities. The
County can maintain enhanced oversight
related to the scale, design, and impact of
development projects.
C. Village District Small Area Plans
Based on the Harnett County Villages
identified, Village District Small
Area Plans are detailed, localized
planning documents used to guide
the development, revitalization, or
preservation of specific village districts
within a community. These plans shall be
designed to reflect the unique character
and needs of each of the village areas
while aligning with broader municipal or
regional goals. Key purpose and features
shall include the following:
• Community-Centric Design:
Emphasize human-scaled development
with walkable streets, public spaces,
and mixed-use areas. Foster a strong
sense of community identity through
thoughtful design and land-use
planning.
• Land Use and Zoning
Recommendations:
Provide detailed guidance on
permitted land uses, building heights,
density, and architectural styles.
Encourage a mix of housing options,
retail, and services to create a vibrant
and functional district.
• Public Realm Enhancements:
Focus on improving streetscapes,
parks, plazas, and pedestrian
pathways. Incorporate sustainable
design elements like green
infrastructure and energy-efficient
features.
• Preservation of Character:
Protect historic buildings, cultural
landmarks, and natural features that
define the area’s identity. Balance new
development with the preservation of
existing community assets.
• Economic Development Strategies:
Identify opportunities to attract
businesses, support local entrepreneurs,
and enhance the tax base. Integrate
strategies for tourism, retail, and
cultural events to boost economic
vitality.
• Transportation and Connectivity:
Enhance access to public transit, bike
lanes, and pedestrian routes. Ensure
connectivity between the village
district and surrounding neighborhoods
or regions.
• Community Input and Stakeholder
Engagement:
Involve residents, business owners,
and other stakeholders in the planning
process to ensure the plan reflects local
priorities.
D. Specific Form-Based Overlay
A Form-Based Overlay for Villages may
be developed as a complementary zoning
tool designed to regulate development in
a way that prioritizes the physical form
and character of the built environment
within a Village District over specific land
uses. It aims to preserve and enhance
the distinctive qualities of a village while
fostering sustainable and community-
oriented growth.
A Village Overlay District would be based
on a form-based code for areas destined
to become new walkable centers. Rather
than dictating the use of a building, form-
based codes guide the placement, massing
and features of buildings so that the sum
creates a pleasant, active street.
Establishing rules for the look and feel in
conjunction with community discussions
helps to codify what residents would
like to see, which in principle could help
them feel more comfortable with change.
Buildings within 15-minute villages should
encourage multiple uses and flexible
spaces such as a municipal permit center
some days of the week, and/or perhaps a
pop-up shop on other days.
Though several mechanisms for implementation have been considered, the recommendation
is for the County to proceed with a series of simple steps that strike the best balance of
flexibility to transition over time.
46
06: Implementation Considerations
Implementation Considerations
Administration
In the future, consideration should be
given to forming advisory groups for one
or more villages which may necessitate
a Village Design Review Board for review
and guidance prior to approval by County
Planning and the Board of Commissioners.
Other options for consideration in the
long term may include the following:
Option 1: VID (BID/MID) District
A VID (Village Improvement District) is
a public-private entity that is originally
setup by a County/Municipality, to pool
and coordinate ongoing maintance,
vision, and programming of a place.
The participation is voluntary, and the
funding is ususally mostly donations from
stakeholders (business owners, developers,
etc), and a smaller amount from the
public stakeholders.
Benefits:
• Enhanced Public Spaces: VIDs focus
on beautification and maintenance,
making the area more attractive and
well-maintained.
• Economic Development: VIDs support
local businesses through marketing and
events, leading to increased property
values and economic growth.
• Community Engagement: Local
stakeholders in VIDs have a direct say
in spending, fostering collaboration
and aligning improvements with
community needs.
• Increased Safety: VIDs fund public
safety initiatives like better lighting
and security measures, reducing crime
and improving security.
• Event and Marketing Opportunities:
VIDs organize events and marketing
campaigns to attract visitors
and create a vibrant community
atmosphere.
• Local Control and Accountability:
VIDs provide tailored solutions,
ensuring transparency and
accountability in managing funds and
initiatives.
Drawbacks:
• Increased Costs for Property
Owners: VIDs impose additional
taxes or assessments, which can
burden property owners, particularly
small businesses, and may lead
to perceptions of unequal cost
distribution.
• Potential for Gentrification: As
property values rise, there is a risk of
gentrification, leading to higher rents,
displacement of long-term residents,
and potential loss of the village’s
original character.
• Administrative Challenges:
Managing a VID requires complex
administration, which can be
time-consuming and may lead to
disagreements among stakeholders
over priorities and management.
• Risk of Exclusion: Non-property
owners, like residents, may feel
excluded from decision-making,
and non-commercial areas might
be neglected in favor of commercial
improvements.
• Short-Term Focus: There may be
pressure to show quick results, leading
to short-term projects that overlook
long-term planning and sustainability,
with potential misallocation of funds.
• Economic Vulnerability: VIDs depend
on the local economy, and during
downturns, funding may decrease,
straining the district’s ability to
continue its activities or increasing the
burden on struggling businesses.
Example:
• Town of Cary
The Cary Downtown Business
Improvement District (BID) is part of
its downtown redevelopment plan. The
BID helps advance the timing of
private development in Downtown
Cary. Given current success, Town
Council refined the criteria of the
program to provide Cary greater
precision in determining projects that
best align with the Imagine Cary
Community Plan (ICCP).
Though several approaches to administrration have been considered, the recommendation
is for the County to continue developing key relationships within each of the four County
Village Districts that haves been identified. Cohesive places, like County Village Districts,
thrive off of an administraton that guides coordination between key constituents,
development, infrastructure, policy, place, brand, economics, and ongoing maintenance.
County Village DistrictsHarnett Horizons 2024
Implementation Considerations
Administration
Option 2: MSD District
An MSD (Municipal Service District) is a
designated area within a municipality
where additional services, improvements,
or regulations are applied, funded by
special assessments or taxes levied on
properties within the district. MSDs
are often used to support projects
that enhance public infrastructure,
beautification, safety, and economic
development.
Benefits:
• Enhanced Public Services: MSDs
improve infrastructure and offer
targeted services like street
cleaningand enhanced public safety,
boosting the quality of life for
residents and businesses.
• Economic Development: By enhancing
the environment, MSDs attract new
businesses, retain existing ones, and
increase property values, driving
economic growth.
• Tailored Solutions: MSDs allow
localized control, enabling custom
programs and projects that address
the specific needs and characteristics
of the district.
• Enhanced Community Engagement:
MSDs involve local stakeholders in
decision-making, fostering community
involvement and collaboration on
issues like crime prevention and
economic revitalization.
• Public-Private Partnerships: MSDs
leverage resources from both the
public and private sectors, enabling
large-scale improvements and
increasing funding opportunities
through special assessments.
• Long-Term Planning: MSDs provide a
framework for sustained development,
focusing on long-term goals like
economic diversification and urban
renewal, ensuring ongoing investment
and strategic growth.
Drawbacks:
• Increased Costs: Property owners
face additional taxes, which can be a
burden, especially for small businesses,
with potential inequity in cost
distribution.
• Risk of Gentrification: Rising property
values can lead to gentrification,
causing displacement of lower-
income residents and small businesses,
reducing community diversity.
• Administrative Complexity:
Managing an MSD requires complex
governance and administration,
which can lead to inefficiencies and
bureaucratic delays.
• Conflicts of Interest: Competing
priorities among stakeholders may
result in conflicts, perceived favoritism,
and delays in project implementation.
• Limited Flexibility: Funds must
be used within the district, limiting
adaptability to broader needs or
economic fluctuations, potentially
straining finances during downturns.
• Community Opposition: Resistance
to additional taxes and challenges
in gaining consensus can hinder the
creation of an MSD, especially if
benefits are unclear
• Economic Downturn Vulnerability:
During recessions, additional costs
can strain businesses, reduce revenues,
and limit the district’s ability to fund
improvements.
Examples:
• City of Raleigh
The Raleigh Municipal District
(Downtown) and the Hillsborough
Street Municipal District are two
MSDs in Raleigh. The Downtown
MSD funds have been used for
economic development, public space
enhancement, historic preservation
and modernization, community
engagement and tourism promotion.
The Hillsborough Street MSD
funds are focused on support for
local small businesses, pedestrian
Friendly improvements, community
programming, urban revitalization
as well as cultural and academic
connection.
• Town of Morrisville
The neighborhoods of Carpenter Park,
The Gables, Huntington Park, Kelton
II, and Kelton Square are included
in the Municipal Service District in
Morrisville. THe Morrisvile MSD was
established to facilitate the conversion
of private residential streets into
public streets.
• City of Greensboro
The College Hill and Dunleath (formerly
Aycock) Historic Districts are MSDs in
Greensboro. MSD funds in Greensboro
have been used for projects such
as landscaping, gateway signs,
period lighting, and sidewalk trash
receptacles.
48
06: Implementation Considerations
Implementation Considerations
Administration
Option 3: TIG or TIF District
A TIG (Tax Increment Grant) district, also
known as a Tax Increment Financing (TIF)
district, is a tool used by municipalities
to encourage economic development
in specific areas by redirecting future
property tax revenue increases (the
“tax increment”) generated by new
development back into the district to
fund public improvements or incentivize
private investment.
Benefits:
• Stimulates Economic Development:
TIG/TIF districts attract private
investment and revitalize blighted
areas, reducing urban decay.
• Public Infrastructure Improvements:
Funds from tax increments can
enhance infrastructure like roads
and utilities, making the area more
appealing and leveraging private
investment for broader community
goals.
• Job Creation: New developments
generate jobs and stimulate local
economic growth through increased
business activity.
• Increased Property Values:
Development boosts property values,
leading to a higher tax base and more
municipal revenue after the district
expires.
• Flexible Financing Tool: TIG/TIF
districts are funded by future tax
revenue, avoiding upfront taxpayer
costs, and allowing customizable
incentives aligned with local goals.
• Encourages Mixed-Use Development:
These districts promote diverse land
use, creating vibrant, self-sustaining
communities.
Drawbacks:
• Inequitable Benefits: The benefits
may be concentrated among
developers and businesses, potentially
excluding low-income residents and
risking gentrification, which can
displace long-term residents and small
businesses.
• Fiscal Impact on Public Services:
Redirected tax revenue may reduce
funds for essential services like schools
and public safety, and if the district
underperforms, the municipality may
face budget shortfalls.
• Long-Term Financial Risk: The success
of a TIF district hinges on increased
property values and tax revenue. If
development lags or market conditions
worsen, the municipality could face
debt or underused improvements.
• Complex Administration: Managing
a TIF district involves significant
oversight, including planning,
monitoring, and legal navigation,
which can be time-consuming and
challenging.
• Potential for Abuse: There is a risk
of misallocated funds, favoritism, or
corruption, leading to questions about
the district’s fairness and effectiveness.
Examples:
• City of Roanoke Rapids
The TIF district was created to finance
the construction of the Roanoke Rapids
Theatre, aiming to boost tourism and
local commerce.
• City of Kannapolis
The TIF district supports the
revitalization of its downtown
area, focusing on infrastructure
improvements to encourage business
growth and urban development.
• Town of Woodfin
The TIF district was implemented to
fund enhancements such as roadways
and utilities, facilitating mixed-use
development and community growth.
County Village DistrictsHarnett Horizons 2024
Implementation Considerations
Economic Incentives
The County is interested in establishing and developing one program for economic incentives
which is focused on infrastructure improvements. Other options maybe considered in the
future either independently or in tandem with this initial program, which can unlock greater
development quality and capacity for a longer term ROI in tax revenue and place.
Infrastructure Improvements
Infrastructure improvements involve the
county investing in or upgrading public
infrastructure such as roads, utilities,
transportation networks, and public
spaces. This can create a more conducive
environment for private development by
reducing the initial investment burden on
developers.
How It Works:
• County Investment: The county
might fund improvements to critical
infrastructure in targeted development
areas, such as extending water and
sewer lines, upgrading roadways, or
enhancing public transportation.
• Public-Private Partnerships:
Sometimes, these improvements are
part of a public-private partnership
where both the county and developers
contribute to the costs.
• Targeted Development Areas:
Infrastructure improvements are
often focused on areas with high
development potential or where
significant economic impact can be
realized.
Benefits:
• Attracts Developers: By improving
infrastructure, the county makes the
area more attractive to developers,
who can then focus their resources on
vertical construction & other site-
specific investments.
• Increases Property Values: Improved
infrastructure often leads to increased
property values, which in turn
generates higher tax revenues for the
county over time.
• Enhances Quality of Life:
Infrastructure improvements benefit
the broader community, not just
developers, by improving accessibility,
safety, & overall quality of life in the
area.
Drawbacks:
• High Upfront Costs: Infrastructure
improvements require significant
public investment, which can strain
municipal budgets and potentially
lead to higher taxes or debt.
• Uncertain Return on Investment:
The anticipated economic benefits,
such as increased development or
property values, may not materialize,
leaving the municipality with costly
infrastructure and limited returns.
• Risk of Overbuilding: Investing
in infrastructure without sufficient
demand can result in underutilized
facilities, wasted resources,
& maintenance costs without
corresponding economic growth.
• Potential for Inequitable
Distribution: Benefits from
infrastructure improvements may
be concentrated in specific areas,
leading to disparities in development
and neglecting other parts of the
municipality.
• Disruption During Construction:
Infrastructure projects can cause
significant disruption to existing
businesses, residents, and traffic,
potentially leading to short-
term economic losses and public
dissatisfaction.
• Environmental Impact: Large-scale
infrastructure projects can have
negative environmental effects, such
as habitat destruction, increased
pollution, & changes in land use that
may not align with sustainability
goals.
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County Village District Design Guide
COMPREHENSIVE PLAN
HARNETT
Horizons 2040