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110325 agenda packet
REGULAR MEETING AGENDA Date: Monday, November 3, 2025 Time: 9:00 a.m. Location: Commissioners Meeting Room Harnett County Resource Center & Library 455 McKinney Parkway, Lillington Harnett County Board of Commissioners Page | 1 1. Call to order – Chairman Matthew Nicol 2. Pledge of Allegiance and Invocation – Commissioner Duncan “Eddie” Jaggers 3. Harnett County Heroes Remembrance Presentation 4. Consider additions and deletions to the published agenda 5. Consent Agenda A. Minutes i. Regular Meeting Minutes of October 20, 2025 6. Recognition of 2025 Governor’s Award Nominees – Charlotte Leach, Workforce Development Director and Mid Carolina Workforce Development Board 7. Presentation of Adoption Awareness Month and Day Proclamation 8. Public Comment Period Period of up to 30 minutes for informal comments allowing 3 minutes for each presentation. Speakers are requested to sign up prior to the meeting. Speakers may sign up by contacting the clerk at mdcapps@harnett.org at least one hour prior to the start of the meeting or by utilizing the signup sheet at the back of the room. The signup form will be picked up by the clerk 5 minutes before the published meeting start time. 9. Public Hearing to allow the citizens of Harnett County an opportunity to comment on the Schedule of Values for the 2026 reappraisal. 10. Adopt a Resolution for naming of future U.S. Navy Amphibious Ship USS Harnett County. 11. Discuss alternative meeting dates for Board of Commissioners meetings. 12. Review applications and consider appointments to the Harnett County First Responders Advisory Committee. 13. County Manager’s Report - Brent Trout, County Manager A. Harnett County Department of Social Services Monthly Report B. Budget Revisions C. Budget Amendments – Motion to approve budget amendments as requested by the Finance Officer 110325 a Pg. 1 Harnett County Board of Commissioners Page | 2 D. Contracts/Amendments exceeding County Manager’s Signature Threshold – Motion to authorize the Chairman to sign contract amendments exceeding the manager’s signature threshold. i. McKim & Creed $341,000 Erwin Mapping E. Renewal of Fire Protection Services Agreements – Motion to authorize the Chairman to sign the renewal of the Fire Protection Services Agreements. i. Angier Black River Fire Department ii. Flatwoods/Lillington Fire Department iii. Boone Trail Emergency Services iv. Anderson Creek Emergency Services v. Coats Grove Fire & Rescue, Inc. vi. Spout Springs Fire Department vii. West Area Volunteer Fire Dept. F. FY26 Quarter 1 Performance Management Update 14. New Business A. Consider a request to approve a contract with Weston and Sampson of North Carolina to begin engineering and design work on the Northeast Water Treatment Plant; Tommy Burns, Harnett Regional Water Director 15. Closed Session 16. Adjourn CONDUCT OF THE NOVEMBER 3, 2025 MEETING Live audio of the meeting will be streamed on the Harnett County Government’s YouTube Channel at https://www.youtube.com/channel/UCU7mTF6HTD65x_98EhAMeMg/featured. 110325 a Pg. 2 Harnett County Board of Commissioners Regular Meeting Minutes October 20, 2025 Page 1 of 3 HARNETT COUNTY BOARD OF COMMISSIONERS Regular Meeting Minutes October 20, 2025 The Harnett County Board of Commissioners met in regular session on Monday, October 20, 2025 at 6:00 pm, in the Commissioners Meeting Room, Harnett County Resource Center and Library, 455 McKinney Parkway, Lillington, North Carolina. Members present: William Morris, Vice Chairman Barbara McKoy, Commissioner W. Brooks Matthews, Commissioner Members absent: Matthew B. Nicol, Chairman Duncan “Eddie” Jaggers, Commissioner Staff present: Brent Trout, County Manager Dwight Snow, County Attorney Kimberly Honeycutt, Finance Officer Melissa Capps, Clerk Vice Chairman Morris called the meeting to order at 6:00 pm. Commissioner Matthews led the Pledge of Allegiance and provided the invocation. Eric Truesdale, Veterans Services Director, presented information regarding the Harnett County Heroes Remembrance recognition. We are recognizing and honoring veterans that appear on our Wall of Heroes. These individuals have received awards for acts of individual heroism, not as a unit. Mr. Truesdale read Private First Class Ernest McNeill’s citation. Vice Chairman Morris presented Corporal Earp with a certificate. Vice Chairman Morris recognized Danny Moody, Chairman of the Board of Elections and Representative Joe Pike who is here from the North Carolina House of Representatives. Vice Chairman Morris called for any additions or deletions to the published agenda. Commissioner Matthews made a motion to approve the agenda as published. The motion was seconded by Commissioner McKoy and carried unanimously. Commissioner Matthews made a motion to approve the consent agenda. Commissioner McKoy seconded the motion. The motion passed unanimously. The items on the consent agenda were as follows: A.Minutes i.Regular Meeting Minutes of October 6, 2025 ii.Work Session Minutes of October 14, 2025 Item 5A 110325 a Pg. 3 Harnett County Board of Commissioners Regular Meeting Minutes October 20, 2025 Page 2 of 3 B.Administration requests the Board of Commissioners approve a Resolution requesting North Carolina Department of Transportation add to the State’s Secondary Road System Sawyer Mill Road in Mason Landing Subdivision. (Attachment 1) C.General Services/Animal Services requests the Board of Commissioners approve the recommendation to contract with Moseley Inc. for Architect/Design services in the design of the Harnett County Animal Adoption Center to be located at 3708 US 421 North, Lillington, NC. The cost for services provided will be $986,845. Services include schematic design, design development, construction documents, bidding, construction phases, due diligence, code research, buffer survey, furniture design & procurement, septic system design and geotechnical survey. D.General Services/Harnett Area Rural Transit System (HARTS) requests the Board of Commissioners approve the FY26 North Carolina Department of Transportation/Integrated Mobility Division (NCDOT/IMD) Rural Operating Assistance Program (ROAP) application as well as authorize the County Manager and Finance Officer to sign the application. ROAP funding includes project categories: Elderly and/or Disabled Transportation Assistance (EDT AP), Employment and Transportation Assistance Program (EMPL), and Rural General Public (RGP) programs. Programs are funded at 100%. Total FY26 ROAP Allocation is $297,318. E.Veterans Services requests approval to apply for round 2 of the North Carolina Department of Military and Veterans Affairs Grant for County Veterans Service Offices. Grant funds can be applied to training and education, conferences, advertising and public relations, office supplies and compensation for personnel service. F.Veteran Services requests the Board of Commissioners approve a Resolution supporting Operation Greenlight for Veterans on November 4-11, 2025. (Attachment 2) G.Harnett County Senior Staff Attorney requests public disclosure of Settlement Agreement and Mutual Release with L.E. Wooten d/b/a The Wooten Company in the matter of The Spruill Construction Corporation v. County of Harnett. Case settled in the amount of $17,450.00 on September 16, 2025. Dr. William M. Downs, President of Campbell University introduced himself and provided an update on Campbell University. He also shared some priorities for the University. Chairman Nicol opened the meeting for informal comments by the public, allowing up to 3 minutes for each presentation up to 30 minutes. The following person spoke: 1.Glenn Maughan of 230 E. Lillington Street, Angier, NC. 2.Larry Mitchell of 478 Century Drive, Cameron, NC. 3.James Thomas of Cameron, NC. 4.Kate Reichert of 6711 River Road, Fuquay-Varnia, NC. No one else spoke. The public comment period was closed. Brent Trout, County Manager reminded everyone there would not be a meeting next week and the next meeting would be November 3, 2025. 110325 a Pg. 4 Harnett County Board of Commissioners Regular Meeting Minutes October 20, 2025 Page 3 of 3 Commissioner Matthews made a motion to approve the budget amendments as requested by the Finance Officer. The motion was seconded by Commissioner McKoy and carried unanimously. (Attachment 3) Commissioner Matthews made a motion to approve the tax rebates, refunds and releases as request by the Tax Administrator. The motion was seconded by Commissioner McKoy and carried unanimously. (Attachment 4) Commissioner McKoy made a motion to adjourn at 6:30 pm. The motion was seconded by Commissioner Matthews and carried unanimously. ____________________________________ ___________________________________ William Morris, Vice Chairman Melissa Capps, Clerk 110325 a Pg. 5 110325 a Pg. 6 110325 a Pg. 7 110325 a Pg. 8 110325 a Pg. 9 110325 a Pg. 10 110325 a Pg. 11 110325 a Pg. 12 110325 a Pg. 13 110325 a Pg. 14 110325 a Pg. 15 110325 a Pg. 16 110325 a Pg. 17 110325 a Pg. 18 110325 a Pg. 19 110325 a Pg. 20 110325 a Pg. 21 110325 a Pg. 22 110325 a Pg. 23 110325 a Pg. 24 110325 a Pg. 25 110325 a Pg. 26 110325 a Pg. 27 110325 a Pg. 28 110325 a Pg. 29 110325 a Pg. 30 110325 a Pg. 31 110325 a Pg. 32 110325 a Pg. 33 110325 a Pg. 34 110325 a Pg. 35 110325 a Pg. 36 110325 a Pg. 37 110325 a Pg. 38 110325 a Pg. 39 110325 a Pg. 40 110325 a Pg. 41 110325 a Pg. 42 110325 a Pg. 43 110325 a Pg. 44 110325 a Pg. 45 110325 a Pg. 46 110325 a Pg. 47 110325 a Pg. 48 110325 a Pg. 49 110325 a Pg. 50 110325 a Pg. 51 110325 a Pg. 52 110325 a Pg. 53 110325 a Pg. 54 110325 a Pg. 55 110325 a Pg. 56 110325 a Pg. 57 110325 a Pg. 58 110325 a Pg. 59 110325 a Pg. 60 110325 a Pg. 61 110325 a Pg. 62 110325 a Pg. 63 110325 a Pg. 64 110325 a Pg. 65 110325 a Pg. 66 110325 a Pg. 67 110325 a Pg. 68 110325 a Pg. 69 110325 a Pg. 70 110325 a Pg. 71 110325 a Pg. 72 110325 a Pg. 73 110325 a Pg. 74 110325 a Pg. 75 110325 a Pg. 76 110325 a Pg. 77 110325 a Pg. 78 110325 a Pg. 79 110325 a Pg. 80 110325 a Pg. 81 110325 a Pg. 82 110325 a Pg. 83 110325 a Pg. 84 110325 a Pg. 85 110325 a Pg. 86 110325 a Pg. 87 110325 a Pg. 88 110325 a Pg. 89 110325 a Pg. 90 110325 a Pg. 91 110325 a Pg. 92 110325 a Pg. 93 110325 a Pg. 94 110325 a Pg. 95 110325 a Pg. 96 110325 a Pg. 97 110325 a Pg. 98 110325 a Pg. 99 110325 a Pg. 100 110325 a Pg. 101 110325 a Pg. 102 110325 a Pg. 103 110325 a Pg. 104 110325 a Pg. 105 110325 a Pg. 106 110325 a Pg. 107 110325 a Pg. 108 110325 a Pg. 109 110325 a Pg. 110 110325 a Pg. 111 110325 a Pg. 112 110325 a Pg. 113 110325 a Pg. 114 110325 a Pg. 115 110325 a Pg. 116 110325 a Pg. 117 110325 a Pg. 118 110325 a Pg. 119 110325 a Pg. 120 110325 a Pg. 121 110325 a Pg. 122 110325 a Pg. 123 110325 a Pg. 124 110325 a Pg. 125 110325 a Pg. 126 110325 a Pg. 127 110325 a Pg. 128 110325 a Pg. 129 110325 a Pg. 130 110325 a Pg. 131 110325 a Pg. 132 110325 a Pg. 133 110325 a Pg. 134 110325 a Pg. 135 110325 a Pg. 136 110325 a Pg. 137 110325 a Pg. 138 110325 a Pg. 139 110325 a Pg. 140 110325 a Pg. 141 110325 a Pg. 142 110325 a Pg. 143 110325 a Pg. 144 110325 a Pg. 145 110325 a Pg. 146 110325 a Pg. 147 110325 a Pg. 148 110325 a Pg. 149 110325 a Pg. 150 110325 a Pg. 151 110325 a Pg. 152 110325 a Pg. 153 110325 a Pg. 154 110325 a Pg. 155 110325 a Pg. 156 110325 a Pg. 157 110325 a Pg. 158 110325 a Pg. 159 110325 a Pg. 160 110325 a Pg. 161 110325 a Pg. 162 110325 a Pg. 163 110325 a Pg. 164 110325 a Pg. 165 110325 a Pg. 166 110325 a Pg. 167 110325 a Pg. 168 110325 a Pg. 169 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2025\110325\6.1 Recognition of 2025 Governor's Award Nominees.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: November 3, 2025 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Recognition of 2025 Governor's Award Nominees REQUESTED BY: Charlotte Leach REQUEST: Harnett County Workforce Development Department and Mid Carolina Workforce Development Board request to acknowledge Harnett County's 2025 NC Governor's Award nominees. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 6 110325 a Pg. 170 strong roots • new growth Social Services Department www.harnett.org Harnett County Government Complex 311 Cornelius Harnett Boulevard Lillington, NC 27546 ph: 910-893-7500 fax: 910-893-6604 Harnett C O U N T Y NORTH CAROLINA 2025 Adoption Awareness Month and Day WHEREAS, Harnett County families are encouraged to share their hearts and homes with youth ages nine and older waiting to be adopted; and WHEREAS, every child deserves the opportunity to grow up in a loving, stable family and adoption is one way to build a family; and WHEREAS, caring adults can make all the difference in the lives of young people, sibling groups, children with special needs, and teenagers; and WHEREAS, the Harnett County Department of Social Services has worked diligently with the State of North Carolina to place foster children in adoptive homes; and WHEREAS, in 2024-2025, 17 children in Harnett County were adopted from foster care; and WHEREAS, NC Kids Adoption and Foster Care Network, within the North Carolina Department of Health and Human Services, Division of Social Services, recruits approved adoptive families with the hope of placing current children in foster care who are awaiting adoption; and WHEREAS, Harnett County joins the State of North Carolina and the North Carolina Department of Health and Human Services in spreading awareness on behalf of the hundreds of children in foster care in North Carolina who continue to wait for a loving permanent family. NOW THEREFORE, we, the Harnett County Board of Commissioners, do hereby proclaim November 2025 as “ADOPTION AWARENESS MONTH” and November 22, 2025, as “ADOPTION AWARENESS DAY” in Harnett County, and commend its observance to all citizens. Adopted this 3rd day of November, 2025. HARNETT COUNTY BOARD OF COMMISSIONERS ______________________________ Matthew B. Nicol, Chairman ________________________________ _______________________________ William Morris, Vice-Chairman Barbara McKoy, Commissioner _________________________________ ________________________________ Duncan “Eddie” Jaggers, Commissioner W. Brooks Matthews, Commissioner Item 7 110325 a Pg. 171 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2025\110325\9.1 Agenda Item - 2026 SOV Public Hearing.docx Page 1 of 1 Board Meeting Agenda Item MEETING DATE: November 3, 2025 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Public Hearing Regarding the 2026 Schedule of Values REQUESTED BY: Christine L. Wallace, Tax Administrator REQUEST: The Tax Department requests a public hearing to allow the citizens of Harnett County an opportunity to comment on the Schedule of Values for the 2026 reappraisal. No action is required from the Board of Commissioners once the public comment period is complete. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 9 110325 a Pg. 172 PUBLIC NOTICE The proposed Schedules, Standards, and Rules to be used in the 2026 revaluation of real property in Harnett County were presented to the Board of Commissioners on September 30, 2025. Copies of the schedules have been placed in the office of the Harnett County Tax Department where they will remain available for public inspection Monday through Friday from 8:00 a.m. to 5:00 p.m. A public hearing on the proposed schedules, standards, and rules will be held by the Harnett County Board of Commissioners at their regularly scheduled meeting on Monday, November 3, 2025, at 9:00 a.m. in the Board of Commissioners meeting room Harnett County Resource Center and Library, 455 McKinney Parkway, Lillington, N.C. 27546 Christine Wallace Harnett County Tax Administrator Matthew Nicol Chairman, Harnett County Board of Commissioners 10/3,10,17,24/2025 110325 a Pg. 173 RESOLUTION BY THE HARNETT COUNTY BOARD OF COMMISSIONERS SUPPORTING THE NAMING OF A UNITED STATES NAVY SHIP AS USS HARNETT COUNTY WHEREAS, LST-821, renamed USS Harnett County, was commissioned in November 1944 and served honorably in the Pacific during WWII and later as AGP-821 supporting the Mobile Riverine Force in Vietnam; and WHEREAS, USS Harnett County was decommissioned in 1970 and currently rests as BRP Sierra Madre for the Philippine Navy, deliberately grounded on Second Thomas Shoal in South China Sea where it has been used both as a defensive outpost and target practice platform; and WHEREAS, Cornelius Harnett was an American revolutionary statesman and signer of the Articles of Confederation; and WHEREAS, Harnett County is the only county in the United States named after Cornelius Harnett and the naming of USS Harnett County was a source of great pride for the residents of the County; and WHEREAS, Navy amphibious vessels and LSTs are traditionally named after U.S. counties; and WHEREAS, large portions of Fort Bragg extend into Harnett County and is home to a substantial number of active-duty military personnel and veterans and serves as a strategic and residential hub for those who serve our nation; and WHEREAS; Harnett County supports the mission of U.S. Army Forces Command (FORSCOM), U.S. Army Special Operations Command (USASOC), and Joint Special Operations Command (JSOC); and WHEREAS, restoring the name USS Harnett County honors both the historic legacy of the original vessel and the patriot spirit of the citizens of Harnett County; and WHEREAS, Leadership Harnett, a civic leadership cohort comprised of local government officials, veterans, educators, business leaders, and community stakeholders, have formally petitioned the designation of USS Harnett County as the name of a future amphibious warship and have requested the support of the Harnett County Board of Commissioners and General Assembly Representatives and United States Congress Members who serve Harnett County; and WHEREAS, the Harnett County Board of Commissioners strongly supports the restoration of the name USS Harnett County to reflect the County’s deep roots and connection to the military, its strong civic pride, and ongoing national defense contributions. NOW THEREFORE, BE IT RESOLVED that the Harnett County Board of Commissioners respectfully urges the Secretary of the Navy to designate USS Harnett County as the name of a future amphibious warfare ship, ideally an LPD-class, LHA, or LST-successor platform, during upcoming ship- naming cycles for Fiscal Years 2027-2030 as part of the Navy’s ongoing commitment to honoring the legacy of American counties and those who serve from them; and Item 10 110325 a Pg. 174 BE IT FURTHER RESOLVED that this Resolution be forwarded to those General Assembly Representatives and United States Congress Members who serve Harnett County and respectfully request their official support for the designation of USS Harnett County for a future amphibious warfare ship. Adopted this the 3rd day of November 2025 by the Harnett County Board of Commissioners. HARNETT COUNTY BOARD OF COMMISSIONERS _________________________________________ Matthew B. Nicol, Chairman ATTEST: _______________________________ Melissa D. Capps, Clerk to the Board 110325 a Pg. 175 HARNETT COUNTY FIRST RESPONDERS ADVISORY COMMITTEE There are eighteen vacancies on this Board. We have received applications for specific categories which are as follows: One member from the Harnett County Emergency Services Department. We have received applications for consideration for a member of the Harnett County Emergency Services Department from the following candidates: Larry T. Smith – Director of Emergency Services Two members from each of the County’s five voting districts. There is one vacancies in District 1. We have received applications for consideration for District 1 from the following candidates: Larry Smith Brian Wieking Erica Hoskins There are two vacancies in District 5. We have received applications for consideration for District 5 from the following candidates: Robert Thomas Victoria Hall Steven Monroe Topa, Jr. Jason Mullen Jessica Zinsmaster Item 12 110325 a Pg. 176 110325 a Pg. 177 110325 a Pg. 178 110325 a Pg. 179 110325 a Pg. 180 110325 a Pg. 181 110325 a Pg. 182 110325 a Pg. 183 110325 a Pg. 184 110325 a Pg. 185 110325 a Pg. 186 July August September October November December Jauary 2026 February March April May June Totals Children's Services CPS Reports Received 130 137 172 Reports Accepted 63 71 93 Total children in CPS cases 213 240 378 Total children in Plc/Custody 193 197 202 FC Money expended $247,899.80 219,053.22$ 226,917.65$ $693,870.67 Adult Services APS Reports Screened In 19 36 15 # of trips scheduled 560 468 496 Total Cases 197 216 218 Work First Energy Expenditures $23,034.37 $66,803.70 $73,361.67 Total cases 92 91 95 Food & Nutrition Services Apps In/Approved 889/536 809/499 740/469 Total Cases (households)8,266 8276 8246 Benefits Issued $2,899,404.00 $2,915,105.00 $2,869,985.00 Timeliness 97.50%99.00%98.18% Adult Medicaid Apps In/Approved 147/67 159/56 140/89 Total Cases 10,262 10,757 10,667 Family & Children's Medicaid Apps In/Approved 578/246 651/251 602/217 Total Cases 40,246 40,174 39,699 Medicaid Timeliness 95.5%98%96.8% Fraud Total Collections $28,283.69 $76,060.87 $26,563.85 $130,908.41 ChildCare Children Served 639 646 639 Total Expenditures $433,927.00 $442,661.00 $436,809.00 HC providers 61 61 61 Child Support Total Collections $853,082 $812,278 $816,552 $2,481,912.00 Total Cases 3987 3980 4005 Harnett County DSS Monthly Report Totals 2025-2026 Item 13A 110325 a Pg. 187 Item 13B 110325 a Pg. 188 110325 a Pg. 189 110325 a Pg. 190 110325 a Pg. 191 Item 13C 110325 a Pg. 192 110325 a Pg. 193 110325 a Pg. 194 110325 a Pg. 195 Item 13D 110325 a Pg. 196 110325 a Pg. 197 110325 a Pg. 198 110325 a Pg. 199 110325 a Pg. 200 110325 a Pg. 201 110325 a Pg. 202 110325 a Pg. 203 110325 a Pg. 204 110325 a Pg. 205 110325 a Pg. 206 110325 a Pg. 207 Item 13E 110325 a Pg. 208 110325 a Pg. 209 110325 a Pg. 210 110325 a Pg. 211 110325 a Pg. 212 110325 a Pg. 213 110325 a Pg. 214 110325 a Pg. 215 110325 a Pg. 216 110325 a Pg. 217 110325 a Pg. 218 110325 a Pg. 219 110325 a Pg. 220 110325 a Pg. 221 110325 a Pg. 222 110325 a Pg. 223 110325 a Pg. 224 110325 a Pg. 225 110325 a Pg. 226 110325 a Pg. 227 110325 a Pg. 228 110325 a Pg. 229 110325 a Pg. 230 110325 a Pg. 231 110325 a Pg. 232 110325 a Pg. 233 110325 a Pg. 234 110325 a Pg. 235 110325 a Pg. 236 110325 a Pg. 237 110325 a Pg. 238 110325 a Pg. 239 110325 a Pg. 240 110325 a Pg. 241 110325 a Pg. 242 110325 a Pg. 243 110325 a Pg. 244 110325 a Pg. 245 110325 a Pg. 246 110325 a Pg. 247 110325 a Pg. 248 110325 a Pg. 249 110325 a Pg. 250 110325 a Pg. 251 110325 a Pg. 252 110325 a Pg. 253 110325 a Pg. 254 110325 a Pg. 255 110325 a Pg. 256 110325 a Pg. 257 110325 a Pg. 258 110325 a Pg. 259 110325 a Pg. 260 110325 a Pg. 261 110325 a Pg. 262 110325 a Pg. 263 110325 a Pg. 264 110325 a Pg. 265 110325 a Pg. 266 110325 a Pg. 267 110325 a Pg. 268 110325 a Pg. 269 110325 a Pg. 270 110325 a Pg. 271 110325 a Pg. 272 110325 a Pg. 273 110325 a Pg. 274 110325 a Pg. 275 110325 a Pg. 276 110325 a Pg. 277 110325 a Pg. 278 110325 a Pg. 279 110325 a Pg. 280 110325 a Pg. 281 110325 a Pg. 282 110325 a Pg. 283 110325 a Pg. 284 110325 a Pg. 285 110325 a Pg. 286 110325 a Pg. 287 110325 a Pg. 288 110325 a Pg. 289 110325 a Pg. 290 110325 a Pg. 291 110325 a Pg. 292 110325 a Pg. 293 110325 a Pg. 294 110325 a Pg. 295 110325 a Pg. 296 110325 a Pg. 297 110325 a Pg. 298 110325 a Pg. 299 110325 a Pg. 300 110325 a Pg. 301 110325 a Pg. 302 110325 a Pg. 303 110325 a Pg. 304 110325 a Pg. 305 110325 a Pg. 306 110325 a Pg. 307 110325 a Pg. 308 110325 a Pg. 309 110325 a Pg. 310 110325 a Pg. 311 110325 a Pg. 312 110325 a Pg. 313 110325 a Pg. 314 110325 a Pg. 315 110325 a Pg. 316 110325 a Pg. 317 110325 a Pg. 318 110325 a Pg. 319 110325 a Pg. 320 110325 a Pg. 321 110325 a Pg. 322 110325 a Pg. 323 110325 a Pg. 324 110325 a Pg. 325 110325 a Pg. 326 MEMORANDUM Date: November 3, 2025 To: Harnett County Board of Commissioners Through: Brent Trout, County Manager From: Mike Morrow, Assistant County Manager Subject: 1st Quarter FY2026 TEAM Harnett Performance Management Report As directed by the Board of Commissioners, staff have prepared the 1st Quarter FY2026 update on the TEAM Harnett Performance Management Plan. The full report is attached for your review. Below is a summary of key findings and updates for the quarter: Key Performance Highlights Scope of Review: The FY2026 TEAM Harnett initiative is monitoring forty-three (43) Key and Other Strategic Actions aligned with the Harnett County Strategic Plan. Action Item Status (as of June 30, 2025): o 10% are pending action o 52% are In-Process o 38% are Completed Action Item Status (as of September 30, 2025) o 7% are pending action o 63% are In-Process o 30% are Completed Progress and Initiatives During this first quarter, staff have completed updating business plans to reflect FY26 Budget and Capital Improvement Program. Additionally, implementation began for the automation of the performance management and reporting process using ClearGov software, which will enhance efficiency and data transparency moving forward. Please feel free to contact me if you have any questions or would like additional information regarding this report. Item 13F 110325 a Pg. 327 FY2026 QUARTER 1 TEAM HARNETT PERFORMANCE MANAGEMENT PLAN UPDATE November 3, 2025 110325 a Pg. 328 Status of Key Strategic Actions and Critical Projects for 1st Quarter FY 2026 •For FY2026 The TEAM Harnett initiative is monitoring 43 Key Strategic Actions and Other Strategic Actions aligned with the Harnett County Strategic Plan •Status as of June 30, 2025, Quarter 4: 10% are pending action 52% are In-Process 38% are Completed •Status as of September 30, 2025, Quarter 1: 7% are pending action 63% are In-Process 30% are Completed 110325 a Pg. 329 Progress and Initiatives TEAM Harnett maintained its focus on implementing the newly adopted Key Strategic Actions and specific efforts during this 4th quarter included: •Updating business plans to reflect FY26 Budget and Capital Improvement projects •Software implementation meetings and data conversion with ourvendor, ClearGov, for automation of performance management program and reporting activities are underway and will continue into FY2026 Quarter 2 110325 a Pg. 330 Questions? 110325 a Pg. 331 Key Strategic Action1.1.1: Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2027 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Superior Education Objective 1.1: Maintain effective collaboration with Harnett County Schools to coordinate budget process, capital projects, and other initiatives Staff Assigned: Representatives from various departments Board Key Strategic Action In process. Project Description (Scope Statement): To maintain communication between County and Harnett County Schools staff and between both Board of Commissioners and Board of Education and County. This includes in -person meetings, virtual meetings, phone calls, and email exchanges. By maintaining open communication regarding budget priorities, the County and Harnett County Schools can focus on the needs of students to provide high quality education. This project will also engage Central Carolina Community College to coordinate budget priorities of the Harnett Promise program. Community Outcomes (Performance Results): •Strategic Key Performance Indicator is to maintain a 95% satisfaction rating from elected officials that we collaborated and are well coordinated with the budget process, capital projects and other initiatives. •Strategic Key Performance Indicator is # enrolled and % of students that graduated from Harnett Promise initiative 110325 a Pg. 332 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Quarterly collaborative meetings and contacts with County Manager and School Administration 7/1/25 6/30/26 Various staff from County Administration and Harnett County Schools Number of Meetings as of 9/30/25 County Manager/Superintendent – 0 Harnett County Schools/County Finance & Budget- 2 2 Elected officials and administration staff Survey Est 3/1/25 Est 9/30/25 Public Information Officer Customer survey complete 3 Engage Central Carolina Community College budget requests for Harnett Promise for FY25 Est 3/1/26 Est 6/30/26 Budget Director Information received from CCCC; in process Project Leader: Budget Director Project Team, Stakeholders and Collaborators: County Administration, Board of Commissioners, Board of Education, Central Carolina Community College Key Strategic Action 1.1.1: Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2027 Project Sponsor: County Manager 110325 a Pg. 333 Key Strategic Action 1.1.2: Adopt long-term plan for funding new schools based on education priorities 3 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Superior Education Objective 1.2: Maintain a long-term funding plan for capital needs $10,000 for contract Staff Assigned: County Administration Board Key Strategic Action Work completed Project Description (Scope Statement): •Create a debt affordability plan. Davenport Public Finance created a 20 -year debt schedule plan to allow expenditure up to $320M in school construction projects. •This project is to address our debt affordability plan. This plan is important to the Board of Commissioners because it shows how the County can fund the construction of new schools. •The Board of Commissioners plans to construct a minimum of five schools over the next 20 years to address the rapid growth in Harnett County. Community Outcomes (Performance Results): •To ensure funding is available for school construction projects over the next 20 years. •Harnett County’s goal is to construct one school every four years. •Strategic Key Performance Indicator is # of schools constructed . 110325 a Pg. 334 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Consultant updating education debt affordability plan 11/1/25 2/10/26 Davenport In process 2 Present current education debt affordability plan to Board of Commissioners 11/1/25 2/10/26 Davenport In process Project Leader: Finance Officer Project Team, Stakeholders and Collaborators: County Administration, Board of Commissioners, Davenport, Harnett County Schools Key Strategic Action 1.1.2: Adopt long-term plan for funding new schools based on education priorities Project Sponsor: County Manager 110325 a Pg. 335 Key Strategic Action 1.2.1: Maintain County involvement in capital planning and architectural committee for ongoing and upcoming projects 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Superior Education Objective 1.2: Maintain a long-term funding plan for capital needs $89.6M Staff Assigned: County Administration Board Key Strategic Action Closing on bonds on April 17, 2025. Project Description (Scope Statement): Harnett County Schools has 28 schools. Provide funding for Capital Improvement Projects throughout the County for Harnett County Schools. Community Outcomes (Performance Results): •Funding of Flatwoods Middle School (complete) •Funding of Lillington-Shawtown Elementary School Gym addition (complete) •Funding of Child Nutrition Freezer Unit (complete) •Funding for Highland High School •CTE High School at CCCC Harnett Campus 110325 a Pg. 336 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Quotes submitted by Harnett County Schools to County Administration 8/4/23 8/23/23 Harnett County Schools Complete 2 Board approved Project Ordinance considered with next budget approval 8/30/24 6/30/25 Board of Commissioners Funding approved - Complete 3 Funding of Projects 8/30/24 6/30/25 Board of Commissioners Project closing on April 17, 2025 - Complete Project Leader: Budget Director Project Team, Stakeholders and Collaborators: County Administration, Harnett County Schools maintenance staff Key Strategic Action 1.2.1: Maintain County involvement in capital planning and architectural committee for ongoing and upcoming projects Project Sponsor: Finance Officer 110325 a Pg. 337 Key Strategic Action 1.3.1: Continue to monitor teacher supplements to increase competitiveness in the region 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Superior Education Objective 1.3: Attract, support, and retain highly qualified and experienced public school teachers and staff Budget will be based on request and available funding. Staff Assigned: County Administration Board Key Strategic Action Funding request will be considered in FY2026 budget. Work in process. Project Description (Scope Statement): This project will improve the current process of addressing teacher supplement in our overall budget process. The Board of Education will submit a request for teacher supplement in April. The County anticipates an increase for FY 2025 and will bring their request to the board during deliberation to discuss the process about addressing the Board’s interest. The process will be complete at the end of the fiscal year/budget completion. Community Outcomes (Performance Results): This project strengthens the ability to recruit and retain qualified teacher for the county’s students. •The project will address recruiting and retaining teachers for the Harnett County Schools district. •Strategic Key Performance Indicator is to reduce turnover rate for instructional staff and number of vacancies for instructional staff. 110325 a Pg. 338 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Increase funding for teacher supplement Est 4/15/26 Est 6/30/26 Budget Director Funding request will be considered in FY2027 budget. In process. Project Leader: Budget Director Project Team, Stakeholders and Collaborators: County Administration, Harnett County Schools, Board of Commissioners Key Strategic Action 1.3.1: Continue to monitor teacher supplements to increase competitiveness in the region Project Sponsor: Finance Officer 110325 a Pg. 339 Key Strategic Action 1.4.1: Adopt Legislative Priorities for CY 2026 that includes advocacy for increased funding for schools 9 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Superior Education Objective 1.4: Advocate for appropriate allocation of school funding from federal and state sources Staff Assigned: County Manager Board Key Strategic Action Planning for CY 2026 Legislative Priorities meeting with Board of Commissioners in January 2026. Project Description (Scope Statement): Each year, County Commissioners develop a list of legislative priorities to discuss with our state and federal legislative representatives to continue to support our citizens' needs. Community Outcomes (Performance Results): •Harnett County has an adopted state legislative agenda that advocates for increased funding for schools. (lead measure - Key Performance Indicator) •% increase of funding for Harnett County Schools (lag measure – Key Performance Indicator) 110325 a Pg. 340 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Adopted Legislative Priorities for 2026 January 2026 January 2026 Brent Trout In process 2 Develop Legislative Priorities for 2026 January 2026 January 2026 Brent Trout In process Project Leader: County Manager Project Team, Stakeholders and Collaborators: County Administration, Board of Commissioners, Harnett County Schools Key Strategic Action 1.4.1: Adopt Legislative Priorities for CY 2025 that includes advocacy for increased funding for schools Project Sponsor: Board of Commissioners 110325 a Pg. 341 Key Strategic Action 2.1.1:Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.1: Attract, retain and grow high performing employees $TBD Direct funding Staff Assigned: HR Dept./Committee Board KSA High Priority - Yes This project is complete. Project Description (Scope Statement): The purpose of the Compensation Strategy Study is to assist the County in reviewing and analyzing the current staff compensation structure and obtain recommendations for improvements to the existing structure to ensure internal equity and external competitiveness. All regular, full-time and part-time staff positions will be included in the study. The County’s goal is to provide competitive pay levels to its current employees and future prospective employees . Community Outcomes (Performance Results): Project objectives should ensure program outcomes and recommendations that are internally equitable, externally competitive, understandable, legally defensible, easily maintained and administered by the County staff, flexible to change as market conditions evolve, and appropriate for the County’s goals, structure, and reward system. This KSA will move us forward in reducing the County wide overall turnover rate and will attract, retain and grow high performing employees.110325 a Pg. 342 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 RFP 11/01/2022 11/28/2022 HR Director Complete 2 Consultant to complete the study 01/23/2022 04/30/2023 HR Director Complete 3 HR to study follow up items from report 10/1/2023 06/30/2025 HR Director/ Dept Heads Complete 4 Present information during budget cycle 3/1/24 06/30/2025 HR Director/ Budget Director Complete Project Leader: HR Director Project Team, Stakeholders and Collaborators: HR Dept., Selected Committee, Dept. Heads Key Strategic Action 2.1.1:Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees 110325 a Pg. 343 Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key leadership positions in the organization 3 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.1: Attract, retain and grow high performing employees $TBD Direct funding Staff Assigned: HR Dept./Committee Board KSA High Priority - Yes Pending and not yet started. Project Description (Scope Statement): The intention of this Key Strategic Action is to review and develop plans for replacing future retiring key leadership in the organization. The strategy will focus on identifying potential successors, leadership development, and succession planning to minimize disruptions, promote leadership continuity, and support long-term organizational growth. Community Outcomes (Performance Results): To ensure that the process of reviewing and developing a leadership succession strategy is effective, measurable performance results should be established. The following Key Performance Indicators will help track performance outcomes for this action. Talent Pipeline and Succession Planning •KPI : Succession plan completion for all key leadership positions. •Goal: 100 % of key leadership positions have a succession plan in place. •KPI : Internal candidate identification rate. •Goal: At least 70% of key leadership positions should have one or more internal candidates identified as potential successors. Leadership Development and Readiness •KPI : Readiness of potential successors. •Goal: 75% of potential successors are deemed ready for leadership roles within a 1-2 year timeline. 110325 a Pg. 344 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Review Strategy plan for succession planning and leadership development Pending and not yet started. 2 Meet with Stakeholders for review of plan Pending and not yet started. 3 Revise draft plan Pending and not yet started. 4 Submit strategy to County admin for approval Pending and not yet started. Project Leader: HR Director Project Team, Stakeholders and Collaborators: HR Dept., Selected Committee, Dept. Heads Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key leadership positions in the organization 110325 a Pg. 345 Key Strategic Action 2.2.1: Develop, and implement a holistic performance management program 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.2: Lead the organization with best finance and budget practices Objective 2.3: Foster culture of accountability through performance management and adherence to internal processes $57,000 Direct funding Staff Assigned: Manager &Dept Heads Board KSA Project High Priority - Yes Work Complete. Project Description (Scope Statement): The UNC School of Government’s Center for Public Leadership and Governance will support Harnett County’s strategic planning process. The process will occur in three phases. This Scope of Work includes preparation of plan elements for phase I, and phase II for the development of the Strategic Plan. Phase III of the plan will be for the Performance Management Program. Phase IV to begin November 2023. Business Plan implementation is complete. Community Outcomes (Performance Results): •Percentage of performance indicators from County Departments •Number of Departments tracking customer service data for residents and businesses •Number of Departments providing quality services to residents and businesses •Number of Departments providing quality customer services to internal customers 110325 a Pg. 346 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Phase 1 – Plan elements Fall 2021 November 1, 2021 County Manager’s Office Work Complete. 2 Phase 2 – Strategic Plan Fall 2021 February 1, 2022 County Manager’s Office Work Complete. 3 Phase 3 – Performance Management Plan October 2022 June 30, 2023 County Manager’s Office Work Complete. 4 Phase 4 – Business Plan Development for Departments November 2023 June 30, 2024 County Manager's Office 4 sessions with UNC School of Government for business plan creation for County Departments held. Business plan creation complete. Project Leader: Mike Morrow Project Team, Stakeholders and Collaborators: County Manager, Department Heads, Department Leadership Key Strategic Action 2.2.1: Develop, and implement a holistic performance management program 110325 a Pg. 347 Key Strategic Action 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.2: Lead the organization with best finance and budget practices $N/A Direct funding Staff Assigned: Dept Heads MNG Project High Priority - Yes This project is p ending and not yet started. Project Description (Scope Statement): The purpose of this project is to identify and eliminate redundancies within government processes, streamline operations, improve fee schedules, and enhance overall efficiency. The goal is to reduce the financial burden on taxpayers by optimizing government resources and services without compromising service quality. Community Outcomes (Performance Results): A.Process improvement and optimization for inefficient processes through automation or elimination of unnecessary steps and provide consolidation of functions when feasible. B.Conduct a comprehensive review of fee schedules and identify opportunities for optimization to better align with service costs. C.Perform cost-benefit analysis to evaluate the financial impact of proposed changes and focus on reduction of administrative costs while improving taxpayer outcomes. 110325 a Pg. 348 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Meet with stakeholders and review fee schedules Pending and not yet started. 2 Draft report for efficiencies Pending and not yet started. 3 Meet with stakeholders for final documentation Pending and not yet started. 4 Present findings to Board of Commissioners Pending and not yet started. Project Leader: Brent Trout Project Team, Stakeholders and Collaborators: Department Heads Key Strategic Action 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee schedule improvements to reduce overall government, where possible and reduce the financial burden on taxpayers 110325 a Pg. 349 Key Strategic Action 2.3.1: Review and revise employee performance evaluation and training programs to encourage culture of empowerment and accountability, to foster employee development and to provide enrichment opportunities 9 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.3: Foster culture of accountability through performance management and adherence to internal processes $TBD Direct funding Staff Assigned: HR Dept/Dept Heads Board KSA High Priority - Yes This project is in process. Project Description (Scope Statement): Develop a new performance evaluation process that will align with the goal objectives and key strategic actions of the county. Community Outcomes (Performance Results): This will help in educating employees the goals and objectives they are expected to meet by having measurable objectives in place. Employees will understand how their daily work and projects are a part of working towards larger goals of the County. This will also assist the Department Directors and Supervisors in giving sound and objective feedback on performance evaluations. This KSA will move us forward in reducing the County wide overall turnover rate and will help with retention and growth of high performing employees. 110325 a Pg. 350 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Meet with Dept Heads to discuss proposed changes/training 8/15/2023 12/30/2023 HR Director/ Dept Heads Make proposed changes to the evaluation process and provide training. 2 Communicate changes to employees by training 1/1/2024 12/1/2024 HR Director/ Dept Heads Meet with each department and employees via training. 3 Implementation 7/1/2024 1/1/2026 HR Director/ Dept. Heads Implement new performance evaluation process. Ongoing. Project Leader: HR Director Project Team, Stakeholders and Collaborators: HR Team, Dept. Heads, Supervisors Key Strategic Action 2.3.1: Review and revise employee performance evaluation and training programs to encourage culture of empowerment and accountability, to foster employee development and to provide enrichment opportunities 110325 a Pg. 351 Key Strategic Action 2.4.1: Engage County employees in improving internal processes and provide regular education on adherence (R.P.I) 11 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.4: Seek new and best technology to improve processes in all operational areas Objective 2.5: Improve resident and customer experiences through efficient ,high quality service delivery and continuous improvement Direct funding; No funding available to date Staff Assigned: Dept Heads Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): An analysis that will provide a methodical approach to identify, map, and improve processes organization wide to improve efficiency and effectiveness by eliminating waste, reducing costs, improving communication and collaboration with regular updates using Rapid Process Improvement (RPI) strategies with our performance management program. The review parameters have not been developed at this time due to the ongoing performance management program activities . Community Outcomes (Performance Results): •Percentage of staff training opportunities for RPI •Percentage of feedback and ideas from project teams for improvement •Decrease project time due to inefficiencies found by project teams •Increase communications and responses from project teams on work efficiencies •Increase collaboration and communication across project teams through regular interaction (monthly, quarterly) 110325 a Pg. 352 12 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Outreach to firm for information and conduct research July 2023 December 31, 2024 County Manager Confirm Performance Plan and RPI project scope. Complete. 2 Develop Scope of Work RPI February 2025 July 2025 County Manager Finalize Scope and request quote. Complete. 3 Select Vendor August 2025 September 2025 County Manager Included in budget for FY 2026; selected PQS Inc for RPI method and reviewing quote. In process. 4 Launch January 2026 January 2026 County Manager Implement program and staff training for 2 weeks in January. Project Leader: Brent Trout Project Team, Stakeholders and Collaborators: Department Heads, Department Leadership Key Strategic Action 2.4.1: Engage County employees in improving internal processes and provide regular education on adherence (R.P.I.) 110325 a Pg. 353 Key Strategic Action 2.5.1 Implement process for obtaining citizen feedback on County service provision 13 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Organizational Excellence Objective 2.5: Improve resident and customer experiences through efficient, high quality service delivery and continuous improvement Direct funding: No funding available to date Staff Assigned: Dept Heads Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): An analysis that will provide a methodical approach for a process for obtaining feedback on County services through administered surveys to gather information on residents’ level of satisfaction with County provided services and gather residents’ opinions regarding other topics. This feedback will be in support of the County’s ongoing strategic planning process in the future. Most surveys would be administered using a combination of mail, phone, and internet to gather a random sample. The scope parameters have not been developed at this time due to the ongoing performance management program activities. Community Outcomes (Performance Results): •Percentage of satisfaction with major County services •Percentage of satisfaction with perceptions of safety in the County •Percentage of satisfaction with County communication with public •Percentage of customer satisfaction with County employee interactions for questions •Percentage of customer satisfaction with County employee interactions for problems 110325 a Pg. 354 14 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Meet with staff 7/1/24 1/31/2025 County Manager office Plan to meet with staff with completion of performance management plan. Complete. 2 Develop Scope of Work and RFP, Out to bid 7/1/24 3/31/25 County Manager office Complete 3 Select Vendor 4/1/25 4/30/25 County Manager office Complete (ETC Institute) 4 Conduct Survey and review findings, present to Commissioners 6/1/25 2/1/2026 County Manager office In process Project Leader: Brent Trout, Mike Morrow, Desiree Patrick Project Team, Stakeholders and Collaborators: Department Heads, Department Leadership Key Strategic Action 2.5.1 Implement process for obtaining citizen feedback on County service provision 110325 a Pg. 355 Key Strategic Action: 3.1.1 Prioritize parks and greenway projects for development through CIP. 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.1: Preserve and enhance County residents’ quality of life through open space, parks, recreation resources, and greenways. Staff Assigned: Parks and Recreation, Development Services Board KSA Complete for CY 25: PR prioritizes projects through CIP and update each year through CIP process. Project Description (Scope Statement): Parks and Recreation will update requested funding for various park projects for the Capital Improvement Program which are all in different stages. These projects are located throughout the County and range from small projects to full park development. Parks and Amenities are planned based on community input, staff knowledge, and recreational trends. Greenways planning is following the recommendations of the 2021 Bicycle, Pedestrian, and Greenway Plan with dedicated funding in the Capital Improvement Program. Community Outcomes (Performance Results): •Additional facilities and park land for Harnett County citizens •Planned amenities to meet benchmarking data from the Statewide Comprehensive Outdoor Recreation Plan (SCORP) •Additional Segments of Greenways and Trails connecting schools, municipalities, parks, and points of interest. 110325 a Pg. 356 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Submit projects for CIP.8/23/23 9/29/23 Parks and Rec Director Projects have been submitted and updated to County Admin and Board 2 Plan for implementation of approved/ recommended projects. 12/1/23 6/30/24 Parks and Rec Director Planning has begun with several projects working on design and construction contract approvals. 3 Begin next fiscal year projects: Plan, Design, Construction. Plan for future CIP Process. 7/1/24 6/30/25 Parks and Rec Director Following action item completion, prioritizing projects for CIP will be operational. 2024-2031 CIP had seven new recommended projects, two under contract, and 3 slated for future funding. Project Leader/Manager: Carl Davis Project Team, Stakeholders and Collaborators: Parks and Recreation, Development Services, County Administration Key Strategic Action: 3.1.1 Prioritize parks and greenway projects for development through CIP. 110325 a Pg. 357 Key Strategic Action 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on senior citizens and other special populations Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.1: Preserve and enhance County residents’ quality of life through open space, parks, recreation resources, and greenways.Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health, safety and well being for all. Budget: Undetermined Staff Assigned: Parks & Recreation, Cooperative Extension, Soil & Water, Health, Emergency Management Board KSA This project is complete. Project Description (Scope Statement): This proposed project will see what programs are currently being offered across the different departments. Based on current successful programs the project task force will look for ways to replicate current program in communities across the county by identify potential infrastructure needs. This proposed project will also identify programming deficiencies and gaps to develop a wide variety of programming and community outreach to offer County citizens an environment for safe and educational opportunities. The task force will also assess current staffing and volunteer capacity. This will allow for us to determine the need for additional resources and potential trainings. The proposed programming will include active and passive programs providing nutrition education, physical activity, nature education, wellness benefits, and community engagement. Community Outcomes (Performance Results): •Expand reach of current programming through creation and utilization of county buildings as well as potential partnerships with local municipalities and their facilities •Identify citizen wants and needs through citizen engagement •Increase participation and citizen awareness with stronger marketing strategies. •Develop of standard evaluation to be used across all healthy lifestyle and outdoor activity program to measure impacts of our efforts. •Program expansion for senior citizens and special populations which will include review of the current programs promoting healthy lifestyles, etc. •Develop or enhance health and wellness initiatives focused on physical activity, mental health, and nutritional education for seniors and special populations. 110325 a Pg. 358 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Coordinate stakeholder meeting to access current program offerings Jan 2023 Feb 2023 Project Leaders Complete 2 Gather programming wants and needs through the most recent community and health needs assessments Feb 2023 Feb 2023 Project Leaders Complete 3 Analyze Engagement results and plan for future programming. Mar 2023 Mar 2023 Project Team Complete 4 Implement Programming Plan and prioritize replication of highest need and impact programs Apr 2023 January 2025 Individual Departmental Staff and Trained Volunteers through supervision of Department Leaders Requested position in FY25 for this work. Complete Project Leader: Jackie Helton / TBD Project Team, Stakeholders and Collaborators: Cooperative Extension, Soil & Water, Health, Emergency Services, Parks and Recreation, Manager’s Office Key Strategic Action 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on senior citizens and other special populations Project Sponsor: Tim Mathews 110325 a Pg. 359 Key Strategic Action 3.2.1: Acquire Johnson Farm for future generations 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30,2025 Goal 3: Safe & Healthy Community Objective 3.1: Preserve and enhance County residents’ quality of life through open space,parks, recreation resources, and greenways. Budget: Undetermined Staff Assigned:Parks and Recreation, Development Services, County Administration Board KSA High Complete. Owners decided to not sell property at this time. Should the owners be interested in the future, we would discuss with them. Project Description (Scope Statement): The proposed project will attempt to acquire Johnson Farm for future generations Community Outcomes (Performance Results): •Program will negotiate with property owners to obtain park land •Park land will become County park land and be utilized accordingly 110325 a Pg. 360 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Negotiate with landowners 7/1/2024 6/30/2025 Parks and Rec Director, County admin Complete 2 Review with Board of Commissioners 7/1/2024 6/30/2025 Parks and Rec Director, County admin Complete 3 Purchase land at best, fair market price 6/30/2025 Parks and Rec Director, County admin Complete. Owners decided to not sell property at this time. Should the owners be interested in the future, we would discuss with them. Project Leader/Manager: Parks and Rec Director, Deputy County Manager Project Team, Stakeholders and Collaborators: Parks and Recreation, Development Services, County Administration Key Strategic Action 3.2.1: Acquire Johnson Farm for future generations 110325 a Pg. 361 Key Strategic Action 3.3.1: Medicaid expansion 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30,2025 Goal 3: Safe & Healthy Community Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health, safety and well being for all. Budget: Undetermined Staff Assigned:Social Services Board KSA High In process Project Description (Scope Statement): The proposed project will expand Medicaid in accordance with the State of North Carolina statutory mandates. Community Outcomes (Performance Results): •Program will expand Medicaid as required •Provide services as required 110325 a Pg. 362 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Review state requirements 7/1/24 12/1/24 Social Services Director Complete 2 Informational event and training 1/1/25 3/31/25 Social Services Director Completed event and training. 3 Findings will be added to FY27 budget for position to support Medicaid expansion 2/1/25 6/30/2026 Social Services Director 39,699 (28.9% of population) of Harnett County citizens receiving Medicaid. In process. Project Leader/Manager: Social Services Director Project Team, Stakeholders and Collaborators: Social Services, County Administration Key Strategic Action 3.3.1: Medicaid Expansion 110325 a Pg. 363 Key Strategic Action: 3.3.2 Provide support for local farmer’s markets and community gardens at County locations to support healthy food options for residents. 9 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30,2025 Goal 3: Safe & Healthy Community Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health, safety and well being for all. Budget: Undetermined Staff Assigned: Cooperative Extension, Soil and Water Conservation Board KSA High In process and ongoing. Project Description (Scope Statement): The proposed project will determine need and a County level comprehensive plan for support of a local foods system. By supporting local farmer’s needs for accessibility to the public for sales in addition to resources for the production of value added goods, we will provide a path to a strong local foods system. This will in turn promote economic prosperity for small farmers, encourage healthy eating, and support long term food security for our citizens. Community Outcomes (Performance Results): •Number of small farmers and community gardens •Number of local vendors conducting on farm and market stand sales. •Number of local food pantries supported by locally grown food. •Percent increase in vendor sales from local market stands. •Attendance at special events hosted at market facilities. •Number of value-added products produced for sale or individual family consumption.110325 a Pg. 364 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Compile a workgroup of local market organizers, local farmers and County staff. 1/2023 3/31/2023 Selena McKoy & Greg Huneycutt List of local farmers and municipal market organizers started 2 Develop assessment plan, analyze budget needs, and request funding. 3/2023 4/30/2023 Tim Mathews Lynn Lambert Briefed County Board on…. And received direction. Action plan adjusted per their direction. Research to see whether or not there is support. Reaching out to local farmers and vendors and planning a citizen survey. 3 Research local market and producer needs for local foods system sustainability. 7/2023 12/31/2023 Tim Mathews Lynn Lambert Survey results collected (500+ responses). Positive community and farmers response for farmer's market. 4 Analyze data, develop program, delivery strategy, and budget needs 9/2023 2/28/2024 Tim Mathews Lynn Lambert Complete. 5 Present feedback, program and budget to the Board. 4/2024 12/31/2024 Tim Mathews Lynn Lambert Grant awarded for funding. Board of Commissioners funding approved. Complete and ongoing. Project Sponsor: Tim Mathews Project Team, Stakeholders and Collaborators: Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Farm Service Agency, Master Gardeners, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credit Key Strategic Action:3.3.2 Provide support for local farmer’s markets and community gardens at County locations to support healthy food options for residents. Project Manager: Tim Mathews Lynn Lambert 110325 a Pg. 365 11 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 6 Conduct engineering/survey/site/design work for market location 4/1/2025 12/1/2025 Tim Mathews Lynn Lambert In process 7 Create scope of work and bid documents 10/1/2025 2/1/2026 Tim Mathews Lynn Lambert Pending 8 Project Kickoff Tim Mathews Lynn Lambert Pending 9 Project Construction Tim Mathews Lynn Lambert Pending 10 Project Completion Tim Mathews Lynn Lambert Pending Project Sponsor: Tim Mathews Project Team, Stakeholders and Collaborators: Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Farm Service Agency, Master Gardeners, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credit Key Strategic Action:3.3.2 Provide support for local farmer’s markets and community gardens at County locations to support healthy food options for residents (continued) Project Manager: Tim Mathews Lynn Lambert 110325 a Pg. 366 Key Strategic Action: 3.3.3 Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration 12 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.3: Ensure effective and efficient delivery of services to County residents to promote health,safety and well being for all. Budget: Undetermined Staff Assigned: County Manager’s Office, Health, Aliance Health partners, Social Services Board KSA High In process Project Description (Scope Statement): The objective of this project is to research, analyze, and develop a comprehensive strategy to address mental health concerns among County residents. The strategy will focus on improving access to mental health services, raising awareness, and addressing gaps in care, with the final goal of presenting actionable recommendations to the Board for consideration and potential implementation . Community Outcomes (Performance Results): •Assessment of current mental health landscape •Analyze data on mental health trends in the County, including prevalence of mental health disorders, service utilization, and unmet needs. •Identify potential partnerships with local hospitals, clinics, mental health organizations, schools, and non-profits. •Engage with state and federal agencies to explore funding opportunities and support for mental health programs. 110325 a Pg. 367 13 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Review concerns and create a Community Health Assessment for Harnett County residents 1/1/25 12/1/2025 Health Department Director In process 2 Meet with project team, stakeholders, partners to create assessment 4/1/2025 7/1/2025 Health Department Director In process 3 Report findings of assessment 9/1/2025 12/1/2025 Health Department Director Pending Project Leader/Manager: Health Department Director Project Team, Stakeholders and Collaborators: County Administration, Health, Aliance Health partners, Social Services Key Strategic Action: 3.3.3 Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration 110325 a Pg. 368 Key Strategic Action: 3.4.1 Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems. 14 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.4: Decrease alcohol and drug abuse. Budget: Undetermined Staff Assigned: County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Campbell University, Good Hope Hospital Board KSA High In Process Project Description (Scope Statement): The proposed project will provide a fully-developed, comprehensive County-wide program to address substance abuse in Harnett County. By expanding our current programs and pooling the resources of County departments and community partners, we will provide access to a “one-stop shopping” source of information, resources, and support to the residents of Harnett County. This will in turn promote healthy behaviors and lifestyles allowing our residents to live high quality and productive lives. Community Outcomes (Performance Results): •Decrease the substance abuse problem in Harnett County. •Number of residents suffering from substance abuse who received information from the program. •Number of substance abuse education opportunities conducted. •Percentage of residents who participated in the program versus residents with repeat drug issues. 110325 a Pg. 369 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Develop a taskforce of pertinent Harnett County staff and community stakeholders. 07/2021 09/12/22 Coley Price/Chris Appel Opioid Settlement Funding taskforce created and began meetings. 2 Create a charter and research current substance abuse issues in Harnett County. 09/12/22 07/31/23 Coley Price Taskforce meetings are underway to discuss strategic plan and research avenues. 3 Compile and analyze data to identify most pressing issues and determine where program should focus. 07/01/2023 01/26/2024 Coley Price Needs have been identified, and three subcommittees have been made to address them. 4 Develop program to curb substance abuse and present to County Manager for approval with needed resources and budget. 01/26/2024 07/31/24 Coley Price Goals have been established for each subcommittee. They will begin program development and working towards implementation. 5 Implement approved program and begin tracking KPIs. Est 07/24 12/31/25 Coley Price Not yet started. Project Sponsor: Coley Price Project Team, Stakeholders and Collaborators: County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Campbell University, Good Hope Hospital Key Strategic Action: 3.4.1 Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems. Project Manager: Coley Price 110325 a Pg. 370 Key Strategic Action: 3.4.2 Collaborate with Sheriff's Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools. 16 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.4: Decrease alcohol and drug abuse. Budget: Undetermined Staff Assigned: County Manager’s Office, Legal, Health, Sheriff’s Office, Harnett County Schools, Board KSA High Pending Project Description (Scope Statement): The objective of this project is to collaborate with the Sheriff's Office to develop and implement a comprehensive strategy aimed at eradicating drug-related offenses, particularly opioid use and distribution, in County schools. The goal is to ensure safe and drug-free environments for students, staff, and the community by preventing, identifying, and addressing opioid- related incidents in schools. Community Outcomes (Performance Results): •Collaboration with the Sheriff's Office and School Officials •Drug prevention and education programs for students, teachers and parents •Provide an opioid awareness campaign targeting students and parents •Work with the Sheriff's Office to enhance the presence of law enforcement officers, such as School Resource Officers (SROs), in schools to monitor for drug-related activity, provide support, and foster positive relationships between students and law enforcement. •Reduce drug related incidents in schools •Improve sense of safety and well being in schools 110325 a Pg. 371 17 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Review concerns Pending 2 Meet with stakeholders Pending 3 Report findings Pending Project Leader/Manager:Project Team, Stakeholders and Collaborators: County Administration, Health, Aliance Health partners, Social Services Key Strategic Action: 3.4.2 Collaborate with Sheriff's Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools. 110325 a Pg. 372 Key Strategic Action 3.6.1: Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture. 18 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.6: Support, promote, and celebrate arts and culture. Budget: NC Arts Grassroots Grant Funding Staff Assigned: County Admin & Finance Board KSA County Administration currently serves as Fiscal Agent and grantee for State Arts Council allocations. Completed. Project Description (Scope Statement): Harnett County Administration will collaborate and coordinate with local arts organizations to secure, manage, and allocate funding to Harnett County organizations, institutions, municipalities, schools, and local artists to strengthen the arts in Harnett County communities and to provide opportunities for community members to experience the arts, both local cultural and artistic assets as well as new arts experiences from outside their home regions. Community Outcomes (Performance Results): •Increase the number of arts related programs and activities offered in Harnett County. •Increase the number of Harnett County citizens attending or participating in arts related programs and activities. 110325 a Pg. 373 19 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Identify local arts organizations, artists, and other partners.January 2022 February 28, 2022 County Admin Identified 9 organizations to provide funding to. 2 Meet with project team, stakeholders, and collaborators to identify funding sources and develop programming ideas. February 2022 March 31, 2022 County Admin Completed. 3 Submit State Arts Grant application February 2023 February 28, 2023 County Admin Grant submitted. 4 Award Sub-Grant applicants January, 2023 January, 2023 County Admin Awards were provided: Received $46,556.00 from State and $63,997.00 from ARPA 3 Implement arts programs and activities and begin tracking KPIs. July 1, 2022 June 30, 2023 County Admin Data has been reviewed and added to the scorecard. Project Leader /Manager: Community Relations Director Project Team, Stakeholders and Collaborators: County Admin, Municipal Administration, Parks & Rec, Library, Cooperative Extension, NC Arts Council, Harnett County Arts Council, Harnett County Schools Administration. Key Strategic Action 3.6.1: Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture. 110325 a Pg. 374 Key Strategic Action: 3.8.1 Create a northwest convenience site for public use 20 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.8: Provide effective solid waste services for County residents Budget: Undetermined Staff Assigned: Solid Waste staff, Board KSA High In Process Project Description (Scope Statement): The objective of this project is to design, develop, and construct a solid waste convenience site in northwest Harnett County for public use. The site will provide County residents with a convenient, safe, and accessible location to dispose of household waste, recyclable materials, and other accepted refuse. The goal is to improve waste management services, reduce illegal dumping, and promote recycling and environmental sustainability in the community. Community Outcomes (Performance Results): •Site selection and design •Environmental, access, and safety considerations •Public access and user experience •Regulatory compliance •Staffing plan and operational guidelines 110325 a Pg. 375 21 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Site clearing 10/1/2025 11/30/25 Solid Waste Director In process 2 Construction activities 11/1/2025 TBD Solid Waste Director In process 3 Complete work TBD TBD Solid Waste Director Pending Project Leader/Manager: Solid Waste Director Project Team, Stakeholders and Collaborators: County Administration, Solid Waste staff Key Strategic Action: 3.8.1 Create a northwest convenience site for public use 110325 a Pg. 376 Key Strategic Action 3.8.2: Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens. 22 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.7: Maintain a balanced solid waste management system of efficient and economical refuse collection, recycling and disposal services which benefits the citizens while following regulatory requirements. Budget: 1) $500,000 North West Conv. Site Staff Assigned: HDR Engineering, Landfill Equipment Operators and necessary sub - contractors for electrical, etc… 2) Landfill Equipment Operators and landfill engineering services (work to be done “in house” under current operations budget. Board KSA High Staff has constructed cell for additional Landfill capacity and will begin on NW Conv. Site as soon as staffing issues are resolved. Project is in process. Project Description (Scope Statement): The proposed projects will provide the following: 1)North West Convenient Site construction will offer a safer and more user friendly alternative for waste disposal services for the citizens in that area 2)Cell expansion projects at the landfill assures continued efficient operations of the landfill so as not to interrupt any waste collection from our users Community Outcomes (Performance Results): •Provide a safer, more efficient and user friendly convenient site for the citizens of the North West area •Continued operations at landfill by provided additional area for disposal and uninterrupted waste collection. 110325 a Pg. 377 23 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Continue construction of cell expansion project at Dunn Erwin landfill 10/01/22 2/1/23 Chad Beane Erosion & Sedimentation Control Plan permit has been obtained and cell expansion is completed - Done 2 Plans submitted to NCDEQ for final approval on cell construction at Dunn Erwin landfill 2/1/23 3/20/23 North Carolina Department of Environmental Quality: approval process Permit has been obtained from NCDEQ. Few punch list items need to be addressed before we utilize the new cell for Construction and Demolition debris. 3 North West Convenient Site plans in hand and permit request has been sent to NCDEQ for ESC permit 11/15/22 3/1/23 North Carolina Department of Environmental Quality Erosion & Sedimentation Control Plan permit has been obtained. Done 4 North West Convenient Site: landfill equipment operators can clear the site as we wait on permit. Equipment operators will work as availability of personnel will allow. 1/9/23 12/1/24 Chad Beane In process. Key Strategic Action 3.8.2: Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens. Project Sponsor: Chad Beane Project Manager: Chad Beane Project Team, Stakeholders and Collaborators: Landfill Equipment Operators, HDR Engineering, NC State inspectors, Sub -contractors 110325 a Pg. 378 Other Strategic Action: Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources. 24 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe & Healthy Community Objective 3.2: Protect open spaces and natural resources Budget: Undetermined Staff Assigned: Soil and Water Conservation, Parks and Recreation, Cooperative Extension Board KSA High The Agricultural Advisory Board has strengthened VAD enrollment and conservation program funds are currently being assigned to Harnett farmland owners. In process. Project Description (Scope Statement): Farmland preservation programming will encourage the conservation of working farmland while promoting stewardship of natural resources and diverse agricultural practices. Strengthening agricultural and natural resource program efforts will in turn secure productive farmland and empower citizens to implement natural resource best management and innovative agricultural practices. This will promote stewardship to ensure productive farmland resulting in reinforcement of our strong agricultural economic impact, provide long term food security, and protect natural resources which contribute to active lifestyles and a high quality of life for citizens. Community Outcomes (Performance Results): •Number of acres in conservation easements and farmland preservation programs. •Number of acres as working agricultural lands (food and fiber). •Best Management Practice Impact Data. •Number of agriculture and natural resources conservation educational opportunities conducted. •Number of residential landowners impacted by installation of best management practices (special projects) 110325 a Pg. 379 25 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Set Ag Team meeting dates for 2023. 1/2023 1/31/2023 Lynn Lambert Ag Team meeting set for January 26, 2023 2 Research citizen needs for educational opportunities and resources in agriculture and natural resources. 2/2023 3/31/2023 Lynn Lambert Tim Mathews and Extension Agents Client list and methods of data collection identified. 3 Analyze data, develop program, delivery strategy, and budget needs 3/2023 3/31/2023 Lynn Lambert Tim Mathews Will build on current programming and new education and resource needs will be identified. 4 Secure budget needs County and potential stakeholders 4/2023 6/30/2024 Lynn Lambert Tim Mathews Not yet started. 5 Implement program and track KPI’s 7/2023 6/30/2024 Soil & Water Staff Coop Extension Staff Not yet started. Project Sponsor: Barry Blevins Project Team, Stakeholders and Collaborators: Soil and Water Conservation, Cooperative Extension, Parks and Recreation, Agricultural Advisory Board, Master Gardeners, Farm Service Agency, Livestock Association, Sandhills Antique Farm Equipment Club, Harnett County Schools, Farm Bureau, Farm Credi t Other Strategic Action: Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources. Project Manager: Barry Blevins Tim Mathews 110325 a Pg. 380 Other Strategic Action: Build new modern Animal Shelter to replace existing small capacity shelter to meet growing demand for increased services Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 3: Safe and Healthy Community Objective 3.5: Provide high quality emergency response and public safety Budget: TBD Project submitted to FY25- 31 CIP; BOC approved project for funding Staff Assigned: General Services Director, Animal Services staff Board KSA High Priority - Yes Completed needs and Conceptual Design Study in October 2022; Staff submitted project to CIP process. 110325 a Pg. 381 Other Strategic Action: Build new modern Animal Shelter to replace existing small capacity shelter to meet growing demand for increased services Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Presented potential sites to BOC - received direction to initiate RFQ for site selection March 18, 2024 March 18, 2024 Barry Blevins & Larry Smith (Animal Svcs Mgr) Completed 2 RFQ Architect/Engineer Advertising for site selection Spring 2024 August 2025 Purchasing, Barry Blevins In process 3 Seek BOC approval for Site selection and RFQ for design Summer 2024 Purchasing, Barry Blevins Complete 4 Seek BOC approval for potential land acquisition Fall 2024 Barry Blevins Complete Project Sponsor: Barry Blevins Project Manager: Larry Smith Project Team, Stakeholders and Collaborators: Animal Shelter staff, County residents, Board of Commissioners, 110325 a Pg. 382 Other Strategic Action: Initiate a study to determine feasibility of additional public transportation alternatives, fixed route connections - Angier-Fuquay, deviated fixed routes within the county. Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 3: Safe and Healthy Community 3.7: Support and promote transit system that allows citizen access to health, food and employment Budget:Funded through CAMPO annual fees Staff Assigned:General Services Director & Harnett Area Rural Transit System Transportation Manager Board KSA High Priority - Yes Capital Area MPO funded two- year study, consultant contracted with CAMPO. Study underway. Complete Project Description (Scope Statement): Initial project identified in the 2017 Community Transportation Plan (CTP); a fixed route to connect to GoRaleigh via Angier area for Harnett citizens was considered a future growth project. CAMPO expanded area within the county; project study area increased to include,Angier, Coats & Lillington. Project will assess population needs through outreach and statical analysis. Consultant will build recommended model for potential changes for Board of Commissioner consideration. Community Outcomes (Performance Results): •Addition of fixed or deviated-fixed routes within the study area or connections with GoRaleigh via Fuquay -Varina or Cary. •Alternatives for reducing traffic and number of vehicles within the study area. •Study may lead to additional federal and state funding opportunities. Project Sponsor: Barry Blevins Project Manager: Barry Blevins Project Team, Stakeholders and Collaborators: General Services staff, Board of Commissioners, CAMPO 110325 a Pg. 383 Other Strategic Action: Initiate a study to determine feasibility of additional public transportation alternatives, i.e., fixed route connections via Angier to Fuquay -Varina or deviated fixed routes within the county improving access to health & food Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Initiate contact with Capital Area MPO for possible transit study project January 2023 April 2023 Barry Blevins Complete 2 Requested Board of Commissioners approve application/coordination with Capital Area MPO April 2023 April 2023 Barry Blevins Complete 3 Consultant hired and study underway October 2023 June 2025 CAMPO Complete 4 110325 a Pg. 384 Key Strategic Action 4.1.1 Revise development and incentive policies to support thriving business and job creation 1 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 4: Economic Strength Objective 4.1: Provide an effective economic development program Staff Assigned: Economic Development/ Administration Board KSA In process. Project Description (Scope Statement): This project involves an examination of our existing economic development incentive guidelines to ensure to legal compliance with the general statues that govern economic development expenditures, and levels of investment and jobs created. Community Outcomes (Performance Results): An up-to-date and effective incentive policy ensures that business attraction is prioritized, providing a competitive environment for the attraction of jobs and investment. 110325 a Pg. 385 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Review and update existing economic development incentive guidelines Fall 2023 Spring 2025 Economic Development Di rector In process. 2 Outline and streamline development process Spring 2024 Winter 2026 Development Services Director Not started yet 3 4 Project Leader: Economic Development Director & Development Services Director Project Team, Stakeholders and Collaborators: Economic Development & Development Services Key Strategic Action 4.1.1:Revise development and incentive policies to support thriving business and job creation 110325 a Pg. 386 Key Strategic Action 4.1.2 Educate County departments about economic development priorities and their role in advancing those priorities 3 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 4: Economic Strength Objective 4.1: Provide an effective economic development program Staff Assigned: Economic Development/ Administration Board KSA This project is complete. Website launch February 2023. Quarterly report started in July 2023. Project Description (Scope Statement): Creating a new economic development website offers a clear and concise look at our strategies and focus areas to understand priorities of the County. The creation of a quarterly newsletter allows the Partnership (department) to share company successes stories, grant opportunities, and other initiatives and resources that allow audiences to learn about economic development priorities. Community Outcomes (Performance Results): The new website and quarterly newsletter identifies our community’s economic development program, focus areas, target sectors, and resources for better collaboration and economic outcomes. 110325 a Pg. 387 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Create a new economic development website July 2022 February 2023 ED Director & Staff Website launch complete and underway. Complete. 2 Create a new quarterly economic development newsletter December 2022 July 2023 Economic Development team New Quarterly newsletter was launched successfully. Newsletter is ongoing, so work is complete. 3 4 Project Leader: Economic Development Director Project Team, Stakeholders and Collaborators: Economic Development Key Strategic Action 4.1.2 Educate County departments about economic development priorities and their role in advancing those priorities 110325 a Pg. 388 Key Strategic Action 4.2.1 Implementation and completion of comprehensive growth plan for the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 4: Economic Strength Objective 4.2: Provide well planned communities with smart and sustainable growth strategies Objective 4.3: Attract and retain a diverse and viable tax base with increased industrial commercial and retail $funding Staff Assigned: Development Services, Administration Board KSA Project High Priority - Yes This project is complete. Project Description (Scope Statement): The objective of this project is to implement and complete a comprehensive growth plan for the County. The plan will address current and future growth in the areas of land use, infrastructure, housing, economic development, transportation, environmental sustainability, and public services. The goal is to create a long-term, sustainable framework that balances development with the preservation of community values and natural resources while preparing the County for population and economic growth. Community Outcomes (Performance Results): •Establish clear guidelines for land use, including residential, commercial, industrial, agricultural, and recreational zoning, based on current and projected growth patterns. •Define areas for sustainable development while preserving key environmental and agricultural resources. •Plan for the expansion of critical infrastructure, such as water, sewage, electricity, and broadband internet services, to meet the needs of growing communities. 110325 a Pg. 389 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Meet with stakeholders Development Services Director Complete 2 Revise draft plan Development Services Director Complete 3 Submit final plan Development Services Director Complete 4 Board of Commissioners approval Development Services Director Complete. Comprehensive Growth Plan adopted. Project Leader: Development Services Director Project Team, Stakeholders and Collaborators: Development Service, Economic Development, Citizens, Stakeholders Key Strategic Action 4.2.1 Implementation and completion of comprehensive growth plan for the County 110325 a Pg. 390 Key Strategic Action 4.3.1: Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population centers with sales tax leakage in concert with the comprehensive growth plan for the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 4: Economic Strength Objective 4.3: Attract and retain a diverse and viable tax base with increased industrial commercial and retail Objective 4.4: Provide strategically placed infrastructure for business and industry growth and attraction Funded through Land Use Plan Staff Assigned: Economic Development Director, Development Services Director Board KSA Project High Priority - Yes In Process Project Description (Scope Statement): The objective of this project is to expand and diversify the County's tax base by facilitating strategic retail and commercial development in key corridors, particularly those with high population centers experiencing sales tax leakage. This initiative aligns with the County’s comprehensive growth plan and aims to attract major retailers, local businesses, and commercial investments that will boost economic activity, create jobs, and capture lost sales tax revenue. Community Outcomes (Performance Results): •Identify and prioritize key commercial corridors and high-growth population centers that are currently experiencing significant sales tax leakage. •Develop a plan to attract major retailers, restaurants, and entertainment venues that align with consumer demand. •Engage with real estate developers, commercial investors, and industry stakeholders to explore opportunities for large-scale commercial projects. •Provide resources and support for local businesses to grow, scale, and participate in the revitalization of key corridors. •Conduct an analysis of current sales tax leakage to understand where residents are spending money outside the County and identify opportunities to recapture this revenue by providing equivalent or better options within the County.110325 a Pg. 391 8 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Engaged Retail Strategies Fall 2023 Fall 2026 Development Services Director In process 2 Make connections with property owners, developers, and retailers Winter 2024 On-going Development Services, Economic Development In process 3 Master plan key corridors for major retail and commercial development Fall 2023 Winter2025 Development Services Director In process 4 Key Strategic Action 4.3.1: Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population centers with sales tax leakage in concert with the comprehensive growth plan for the County Project Leader: Economic Development Director & Development Services Director Project Team, Stakeholders and Collaborators: Economic Development, Development Services, Retail Strategies, Property owners 110325 a Pg. 392 Key Strategic Action 4.3.2: Diversify the tax base by attracting business and industry to bring higher paying jobs to the County with key businesses that make substantial development investments in the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 4: Economic Strength Objective 4.4: Provide strategically placed infrastructure for business and industry growth and attraction $funding Staff Assigned: Economic Development Director, Development Services Director Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): This project will attempt to diversify the County’s tax base by attracting businesses and industries that will bring higher-paying jobs and make substantial development investments. The focus will be on recruiting key industries that align with the County’s economic strengths, enhance long-term growth, and contribute to the local economy through job creation, capital investment, and tax revenue. Community Outcomes (Performance Results): •Identify industries that focus on advanced manufacturing, AgTech, and other sectors that provide higher wages and long-term stability. •Develop competitive incentive packages tailored to attract high-value businesses and industries to the County. Incentives may include performance-based grants, workforce development and training programs, infrastructure improvements, and expedited permitting processes. •Identify and prepare key sites and industrial parks that are equipped to accommodate large-scale business investments. This may involve upgrading infrastructure (e.g., roads, utilities, broadband) to support new industrial and commercial activities. 110325 a Pg. 393 10 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Apply for Golden Leaf Site Development Grant for site prep at industrial park. 2/2024 9/2025 Economic Development Dir Awarded $547,885 to clear, grade, and grub 25-acre site. Complete. 2 Partner with Town of Lillington to complete due diligence of 200-ac industrial site. 7/2024 Fall 2024 Economic Development Director Complete. 3 County to purchase land for industrial park. 9/2024 Economic Development Director Purchase 65-acre site for industrial development. Complete. 4 Develop and market 65 -acre Harnett 95 industrial park. 9/2024 Winter 2027 Economic Development Director In process. Marketing campaign underway for project. Project Leader: Economic Development Director, Development Services Director Project Team, Stakeholders and Collaborators: Economic Development, Public Utilities, Development Services, Admin,Industrial Development Partners, EDPNC, CCCC, various ED grant partners Key Strategic Action 4.3.2: Diversify the tax base by attracting business and industry to bring higher paying jobs to the County with key businesses that make substantial development investments in the County 110325 a Pg. 394 Key Strategic Action 4.3.3: Create and maintain business and individual personal property assessment review programs. Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 4: Economic Strength Objective 4.3: Attract and retain a diverse and viable tax base with increased industrial commercial and retail Funded through annual department budget Staff Assigned: Tax Administration Board KSA In Process Project Description (Scope Statement): The purpose of this project is to establish and maintain a robust personal property tax review program for Harnett County. This initiative aims to improve the accuracy and completeness of the county’s personal property tax records, ensure equitable tax assessments, enhance taxpayer compliance, and increase overall tax revenue integrity. Community Outcomes (Performance Results): By implementing an organized and well-managed personal property tax review program, Harnett County can significantly enhance its revenue base, uphold fairness, improve data quality, and build stronger public trust in its tax system. The program will also support ongoing audit readiness and improve transparency in tax administration. 110325 a Pg. 395 12 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of June 30, 2025 1 Enhance outsourced business audit processes with Turner Business Appraisers Summer 2023 6/30/2025 Asst Tax Admin Complete 2 Create internal business personal property compliance review processes Summer 2024 Fall 2025 / Winter 2026 Asst Tax Admin In Process 3 Create a canvassing program with GIS application for discovering unlisted property Spring 2025 Fall 2025 / Winter 2026 Asst Tax Admin In Process 4 Hold public meetings for local business community and tax professionals to educate on the tax listing and assessment process Fall 2024 Fall 2026 Tax Administrator In Process – 4 meetings held Nov/Dec 2024 with additional meetings in the future Key Strategic Action 4.3.3: Create and maintain business and individual personal property assessment review programs to ensure strong and equitable tax base. Project Leader: Tax Administrator & Assistant Tax Administrator Project Team, Stakeholders and Collaborators: Tax Administration Staff, IT/GIS Staff, Property Owners, NCDOR (oversight)110325 a Pg. 396 Key Strategic Action 4.4.1:Increase availability of highspeed broadband throughout County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Economic Strength Objective 4.2: Provide strategically-placed infrastructure for business and industry growth and attraction $6.5M Direct funding Staff Assigned: CIO Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): Expand access to broadband across the county. % access Improve broadband and accessibility for residents and businesses within the county. Community Outcomes (Performance Results): Improve broadband and accessibility for residents and businesses within the county. 110325 a Pg. 397 14 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 RFP 7/1/2020 10/1/2020 CIO Complete 2 Phase 1 Fixed Wireless Implementation 1/1/2021 9/30/2023 CIO Complete 3 Great Grant Award 2023 9/30/2023 1/1/2025 CIO Complete – Awarded to Brightspeed 4 Phase 2 Implementation 1/1/2024 1/1/2025 CIO Entered into Phase 2 agreement with Ripple Fiber – In process Project Leader: CIO Project Team, Stakeholders and Collaborators: IT Dept., Admin, CloudWyze Key Strategic Action 4.4.1:Increase availability of highspeed Broadband throughout County 110325 a Pg. 398 15 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 5 GREAT grant 2024 3/1/2024 Spring 2026 IT Director In process – Awarded to Brightspeed, Spectrum & Ripple Fiber 6 CAB grant – state funded 7/1/2024 Spring 2026 IT Director In process - Brightspeed 7 CAB Grant stop gap 7/1/2024 Spring 2026 IT Director In process - TBD 8 Project Leader: CIO Project Team, Stakeholders and Collaborators: IT Dept., Admin, Cloudwise Key Strategic Action 4.4.1:Increase availability of highspeed Broadband throughout County 110325 a Pg. 399 Key Strategic Action 4.4.2:Seek to extend natural gas availability along strategic corridors identified for commercial growth Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Economic Strength Objective 4.4: Provide strategically-placed infrastructure for business and industry growth and attraction Not Funded Staff Assigned: Administration / Economic Development Board KSA High Priority? This project is in process. Discussions with Dominion Gas and Piedmont Natural Gas. Project Description (Scope Statement): This is to enhance the economic development opportunities for commercial/industrial growth and spark more activity on the 87 corridor and WHIP Community Outcomes (Performance Results): The hope is to increase the number of new businesses or existing businesses who can expand, due to the availability of natural gas to the corridor. 110325 a Pg. 400 17 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Meet with Gas Company to determine location & availability. Spring 2023 On going Admin Staff & ED Director Discussed with Dominion and Piedmont gas. Dominion is reviewing 87 corridor from Lee County. In process. 2 Perform feasibility Study to determine cost & location Following Completion of task 1 N/A Admin Staff & ED Director Pending 3 4 Project Leader: County Manager Project Team, Stakeholders and Collaborators: Gas Company, ED, Development Services, & Fort Bragg Key Strategic Action 4.4.2 Seek to extend natural gas availability along strategic corridors identified for commercial growth 110325 a Pg. 401 Key Strategic Action 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Economic Strength Objective 4.4: Pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the county Funded 100% by CAMPO Staff Assigned: Development Service Department. MNG Project High Priority? In process. Project Description (Scope Statement): The County will undertake a strategic initiative to advocate and coordinate with the North Carolina Department of Transportation (NCDOT) and the Capital Area Metropolitan Planning Organization (CAMPO) to pursue improvements in transportation infrastructure. The goal is to reduce congestion, enhance accessibility, and ensure that transportation solutions support the County’s growth and development. This project will focus on identifying key transportation corridors, securing funding, and prioritizing infrastructure improvements that will benefit residents, businesses, and commuters. Community Outcomes (Performance Results): •Advocate for the inclusion of County transportation projects in state and regional plans (NCDOT and CAMPO). •Enhance transportation infrastructure, such as roadways, public transit, and alternative transportation (e.g., pedestrian, bicycle). •Reduce traffic congestion in high-density areas and key corridors. •Improve access to key business, residential, and commercial centers to support economic development. •Secure funding and resources to implement critical transportation projects. •Ensure long-term planning aligns with the County’s comprehensive growth plan and future needs. 110325 a Pg. 402 19 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Phase 1 Existing Conditions Analysis 1/1/2025 12/1/2025 Development Services Director In process 2 Phase 2 Develop Solutions Development Services Director Pending 3 Phase 3 Develop Preferred Alternatives Development Services Director Pending 4 Phase 4 Project Adoption Development Services Director Pending Project Leader: Development Services Director Project Team, Stakeholders and Collaborators: CAMPO, NCDOT, Development Services Director & Planning Manager, Key Strategic Action 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County 110325 a Pg. 403 Key Strategic Action 4.4.4:Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 1: Economic Strength Objective 4.4: Provide strategically-placed infrastructure for business and industry growth and attraction $10,500,000 estimate d cost; HRW Reserved $10,500,000 Board KSA Pump station portion of project has been bid twice but will more than likely be re-bid in conjunction with the force main work. Estimated time of completion of Dec 2025. Project Description (Scope Statement): Consists of construction of approx. 5 miles of 20” force main along HWY 87 and the renovation of sewer lift station #57 in Spout Springs. Community Outcomes (Performance Results): To provide more wastewater capacity to accommodate residential, commercial, and industrial growth in the South West & South Central areas of Harnett County. KPI=3 of active utility customers. 110325 a Pg. 404 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Submit plans for NCDEQ Sept 2022 April 30. 2023 HRW Director MBD Consulting Complete 2 Rcv. Authorization to Construct (ATC) permit Sept 2022 May 3, 2024 HRW Director MBD Consulting Complete 3 Advertise & Bid Project May 2024 August 27, 2024 HRW Director MBD Consulting Provided Fort Bragg easement revision in June 2025; received information that review will be completed by October 2025. Meeting with Garrison Commander, County Manager and HRW Executive Director to expedite timeline. 4 Construction January 2025 June 30, 2026 Project Leader: HRW Director Project Team, Stakeholders and Collaborators: HRW Mngt, County Admin/Support Staff, HC Board of Commissioners Key Strategic Action 4.4.4:Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas 110325 a Pg. 405 Key Strategic Action 4.5.1: Complete the Jetport Runway Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Economic Strength Objective 4.5: Enhance Harnett Regional Jetport's function as economic engine for the County Direct funding Staff Assigned: Jetport Director Board KSA Project High Priority - Yes This project is in process. Environmental Studies are underway. Project Description (Scope Statement): The Jetport Runway Project is focused on the expansion and modernization of the County's jetport runway to meet current and future aviation needs. This project involves extending the existing runway, upgrading lighting and navigational systems, and enhancing the overall capacity and safety of the facility. The completion of this project will support increased air traffic, accommodate larger aircraft, and contribute to regional economic development by improving the County’s logistics and transportation infrastructure. Community Outcomes (Performance Results): •Extend the jetport runway to accommodate larger aircraft and increase operational capacity. •Enhance safety by upgrading runway lighting, navigational aids, and other safety systems. •Improve the jetport’s ability to serve business, commercial, and general aviation needs. •Position the jetport as a critical transportation hub to attract businesses, industries, and tourism to the County. •Support economic growth by enhancing connectivity for freight, cargo, and passenger services . 110325 a Pg. 406 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Phase 1 – Land acquisition HRJ Director In process – awaiting approval from NCDOT to begin negotiations with landowner. Received approval from NCDOT. 2 Phase 2 – Pre-NEPA & NEPA Studies June 2025 HRJ Director In Process 3 Phase 3 HRJ Director Pending 4 Project Leader: HRJ Director Project Team, Stakeholders and Collaborators: Key Strategic Action 4.5.1: Complete the Jetport Runway 110325 a Pg. 407 Key Strategic Action 4.5.2: Create strategic growth plan for the Harnett Regional Jetport Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 2: Economic Strength Objective 4.5: Enhance Harnett Regional Jetport's function as economic engine for the County Direct funding Staff Assigned: Jetport Director Board KSA Project High Priority - Yes This project is in process. Project Description (Scope Statement): The Harnett Regional Jetport Strategic Growth Plan will serve as a comprehensive roadmap for the long-term development and expansion of the jetport. The plan will outline key strategies to maximize the jetport’s potential as a regional aviation hub, attract business and commercial investments, increase aviation traffic, and support economic development in the County. The initiative will focus on addressing current infrastructure needs, future growth opportunities, and the role of the jetport in fostering regional economic connectivity. Community Outcomes (Performance Results): •Develop a comprehensive strategic growth plan that guides the expansion and modernization of the Harnett Regional Jetport over the next 10-20 years. •Identify opportunities to attract business, commercial, and industrial aviation activity to the jetport. •Enhance the jetport’s infrastructure to accommodate increased air traffic, larger aircraft, and future aviation technologies. •Position the jetport as a catalyst for regional economic development by improving logistics, attracting businesses, and supporting tourism . •Ensure the jetport’s development aligns with County, regional, and state transportation and economic growth plans.110325 a Pg. 408 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Phase 1 – Rental Car Agency HRJ Director/BoC Preliminary Discussions with Auto Choice, Contract sent to legal for review 2 Phase 2 – Corporate Area Development June 2025 HRJ Director Design and Geotechnical Studies are underway. Planning to apply to Golden Leaf for grant funding. 3 Phase 3 Pending 4 Project Leader:Project Team, Stakeholders and Collaborators: Key Strategic Action 4.5.2: Create a strategic growth plan for the Harnett Regional Jetport 110325 a Pg. 409 Key Strategic Action 4.6.1: Educate public on tax relief programs established by the North Carolina Machinery Act Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of June 30, 2025 Goal 4: Economic Strength Objective 4.6: Foster upward mobility and reduce poverty Funded through annual department budget Staff Assigned: Tax Administration Board KSA In Process Project Description (Scope Statement): The purpose of this project is to create and sustain a program that educates Harnett County taxpayers about available tax relief options, including exemptions, deferments, and assistance programs. Many eligible taxpayers—such as seniors, veterans, and low -income residents—remain unaware of these opportunities. Community Outcomes (Performance Results): By ensuring Harnett County citizens are properly educated on property tax relief programs we hope to reduce the tax burden for vulnerable populations, help improve financial stability for low-income residents and ensure equity in the property tax system. This action item also strengthens community engagement and public trust. 110325 a Pg. 410 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of June 30, 2025 1 Create tax relief presentation and visit all senior citizen centers throughout Harnett County Fall 2024 6/3/2025 Tax Administrator Complete 2 Update exemption and exclusion brochures and ensure Spanish option available Summer 2025 Fall 2025 Tax Administrator In Process 3 Update tax department webpages, including exemptions and exclusions webpage, to ensure ADA compliance Summer 2025 Spring 2026 Asst Tax Admin In Process Project Leader: Tax Administrator & Assistant Tax Administrator Project Team, Stakeholders and Collaborators: Tax Administration Staff, IT Staff, Property Owners, NCDOR (oversight) Key Strategic Action 4.6.1: Educate public on tax relief programs established by the North Carolina Machinery Act. 110325 a Pg. 411 Key Strategic Action 5.2.1: Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 5: Informed & Engaged Citizens Objective 5.1: Provide effective communication to citizens and businesses Objective 5.2: Provide opportunities for citizens to engage meaningfully with County government Direct Funding: $0 Staff Assigned: Public Information, with support from various departments Board KSA This item is an ongoing process. Project Description (Scope Statement): This project aims to create an effective resident engagement strategy that fosters a positive image for the County and promotes a culture of excellent customer service within County departments and services. The strategy will focus on enhancing communication channels, increasing transparency, improving responsiveness, and building trust with County residents. Through proactive outreach, community involvement, and service improvement initiatives, the County will strengthen its relationship with residents and showcase its commitment to meeting their needs. Community Outcomes (Performance Results): •Develop a comprehensive resident engagement strategy to foster a positive image for the County. •Enhance communication and outreach efforts to keep residents informed about County services, initiatives, and programs. •Promote a culture of excellent customer service within County departments to ensure timely, professional, and efficient service delivery. •Build trust and transparency through clear, consistent, and open communication between the County and its residents. 110325 a Pg. 412 2 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Phase 1 – Social Media engagement 7/1/24 6/30/2025 PIO In process 2 Phase 2 – Resident Opinion Survey 3/1/2025 2/1/2026 Project Team In process. 3 4 Project Leader: PIO Project Team, Stakeholders and Collaborators: PIO, County Manager's Office Key Strategic Action 5.2.1: Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service 110325 a Pg. 413 Key Strategic Action 5.4.1: Create and implement a new program which tracks participation and engagement levels of the Citizen Advisory Boards Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 5: Informed & Engaged Citizens Objective 5.4: Strengthen Citizen Advisory Boards and Committees program Direct Funding: $0 Staff Assigned: Public Information, Board Clerk Board KSA In process Project Description (Scope Statement): This project aims to design and implement a comprehensive program to track and evaluate the participation and engagement levels of members in the County’s Citizen Advisory Boards. The program will collect and analyze data on attendance, contributions, feedback, and overall involvement, providing insights into the effectiveness and impact of these boards. The initiative will help ensure that the boards are functioning optimally, that members are actively engaged, and that their contributions are aligned with the County's strategic goals. It will also identify areas for improvement in board operations and member engagement. Community Outcomes (Performance Results): •Develop a system for tracking participation and engagement levels of members in Citizen Advisory Boards. •Ensure accurate and timely data collection regarding board member attendance, contributions, and participation in decision-making processes. •Evaluate the effectiveness and impact of Citizen Advisory Boards on County governance and community engagement. •Identify areas for improving board member involvement and overall board performance. •Provide County leadership with actionable insights for enhancing board engagement and achieving strategic goals.110325 a Pg. 414 4 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Task 1 – Determine application website automation 7/1/24 1/1/2025 Clerk to the Board, IT Complete 2 Task 2 – Review agenda management software for participation and engagement 1/1/2025 3/31/2025 Clerk to the Board, IT Complete 3 Task 3 – Implementation of software for FY 26 budget 3/1/2025 1/30/2026 Clerk to the Board, IT In process. Training for new software underway. Project Leader: PIO Project Team, Stakeholders and Collaborators: Clerk to the Board, IT Key Strategic Action 5.4.1: Create and implement a new program which tracks participation and engagement levels of the Citizen Advisory Boards 110325 a Pg. 415 Other Strategic Action : Create and distribute bimonthly County newsletter in Harnett Regional Water bills 5 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 5: Informed & Engaged Citizens Objective 5.1: Provide effective communication to citizens and businesses Objective 5.2: Provide opportunities for citizens to engage meaningfully with County government Direct Funding: $16,800- PIO budget Staff Assigned: Public Information, Harnett Regional Water Board KSA Project is an ongoing process. Completed for current fiscal year. Project Description (Scope Statement): The project seeks to expand and improve external communications to citizens. The Public Information Office launched the “County Roots” Newsletter in May 2022. This bi-monthly 1 page newsletter is included in the Harnett Regional water printed water bills and is sent to nearly 40,000 customers. Information from several county departments is included in the newsletter. Community Outcomes (Performance Results): This project is in process and effectiveness will be measured ongoing by the following KPI: % of citizens satisfied with County communication efforts Will help County engage with and provide important information to more citizens. 110325 a Pg. 416 6 Action Item or Task Start Date Completion Date Person Responsible Action Item Update as of September 30, 2025 1 Provide bimonthly inserts to HRW Water bills July 2023 June 2024 County Managers office/ PIO 6inserts over last reporting period: Completed for current fiscal year. 2 July 2024, September 2024, November 2024, January 2025, March 2025, May 2025, July 2025 3 4 Project Leader: PIO Project Team, Stakeholders and Collaborators: PIO, Harnett Regional Water Other Strategic Action :Create and distribute bimonthly County newsletter in Harnett Regional Water bills 110325 a Pg. 417 Other Strategic Action: Implement use of video and storyboards to promote County events and educate citizens on County services and initiatives 7 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 5: Informed & Engaged Citizens Objective 5.1: Provide effective communication to citizens and businesses Direct Funding: $0 Staff Assigned: Public Information, IT, Cooperative Extension, various departments Board KSA Moderate Complete and operational Project Description (Scope Statement): This project seeks to provide resources and direction for the use of video and storyboards to promote County services. Currently, the County utilizes videos via its various social media channels to engage and encourage participation in County services. Various departments, such as cooperative extension, county manager’s office, and library, create storyboards for specific initiatives. Live streams of the Board of Commissioners regular meetings and work session are also posted weekly to the County’s YouTube channel. Community Outcomes (Performance Results): This project is complete, and effectiveness will be measured ongoing by the following KPIs: Total number of social media engagement for the Harnett County Government social media platforms % of citizens satisfied with County communication efforts Keeps citizens engaged in real time and demonstrates transparency and integrity resulting in increased trust of government processes. 110325 a Pg. 418 Other Strategic Action : Launch new engagement initiative to inform citizens and County employees through quarterly update meetings 8 Harnett County Strategic Goal & Objective Alignment Project Budget & Resources Type & Priority Project Overall Update as of September 30, 2025 Goal 5: Informed & Engaged Citizens Objective 5.2: Provide opportunities for citizens to engage meaningfully with County government Objective 5.3: Provide effective internal communications and engagement with employees Direct Funding: $0 Staff Assigned: Public Information, with support from various Department staff Board KSA Complete and operational Project Description (Scope Statement): This project seeks to expand and improve internal and external communications. The Public Information Office coordinated quarterly information sessions for citizens and employees beginning in July 2022. Each quarter, an in-person session and a virtual session has been offered to employees and citizens to learn more about County initiatives, services, and programs. Each session has allowed for Q&A session at the end and has included a different Department Director(s) and/or representative from the County Manager’s office to provide information. Community Outcomes (Performance Results): This project is complete and effectiveness will be measured ongoing by the following KPIs: Total attendance for quarterly citizen information sessions Total attendance for quarterly employee information sessions Gives citizens the opportunity to learn more about specific topics or issues.110325 a Pg. 419 Project Type (KSA or Other)Goal Team Person Responsible Due Date for Completion Action Item Update QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 QTR 1 QTR 2 QTR 3 QTR 4 County Administration and Harnett County Schools 6/30/2026 Quarterly collaborative meetings with County Manager and Superintendent Number of Meetings as of 9/30/25 Harnett County Schools Finance/County Finance & Budget- 2 Public Information Officer 9/30/2025 Elected officials and administration staff survey Developing a customer survey complete Budget Director 6/30/2026 Engage Central Carolina Community College budget requests for Harnett Promise for FY25 Information received from CCCC, in process Davenport 2/10/2026 Consultant updating education debt affordability plan In process Davenport 2/10/2026 Present current education debt affordability plan to Board of Commissioners In process Harnett County Schools 6/30/2025 Quotes submitted by Harnett County Schools to County Administration Complete Board of Commissioners 6/30/2025 Board approved Project Ordinance Funding approved - complete Harnett County Schools 6/30/2025 Funding of Projects Project closing on April 17, 2025 complete 1.3.1: Address teacher supplements to increase competitiveness Key Strategic Action 1 Budget Director 6/30/2025 Increase funding for teacher supplement Funding request will be considered in FY2027 budget; work in process County Manager 6/30/2025 Adopted Legislative Priorities for 2026 In process County Manager 6/30/2025 Develop Legislative Priorities for 2026 In process Human Resources Director 11/28/2022 RFP issued Complete Human Resources Director 4/30/2023 Consultant to complete the study Complete Human Resources Director 6/30/2025 HR to study follow up items from report Complete Human Resources Director 6/30/2025 Present information during budget cycle Complete Human Resources Director/Department Heads Review Strategy plan for succession planning and leadership development Pending and not yet started Human Resources Director/Department Heads Meet with Stakeholders for review of plan Pending and not yet started Human Resources Director/Department Heads Revise draft plan Pending and not yet started Human Resources Director/Department Heads Submit strategy to County adminstration for approval Pending and not yet started County Manager's office 11/1/2021 Plan elements Complete County Manager's office 2/1/2022 Strategic Plan Complete County Manager's office 6/30/2023 Performance Management Plan Complete County Manager's office 6/30/2024 Business Plan for Departments 4 sessions with UNC School of Government for business plan creation for County Departments held. Business plan creation complete County Manager's office/ Department Heads Meet with Stakeholders and review fee schedules Pending and not yet started Status Update FY 2026 2.2.1: Develop, and implement a holistic performance management program Key Strategic Action 2 2.2.2: Reduce government redundancy with process improvement to find efficiencies and fee schedule Key Strategic Action 2 TEAM Harnett RAIL Status Update FY 2023 1.1.1: Engage school administration proactively to discuss and coordinate budget priorities and funding for FY2025 1.2.1: Maintain County involvement in capital planning and architectural committee for ongoing and upcoming projects Key Strategic Action Key Strategic Action 1 1 1.1.2: Adopt long-term plan for funding new schools based on education priorities Key Strategic Action 1 Status Update FY 2025 2.1.1: Complete and implement Compensation Study to assess competitiveness of employee pay and salary compression for existing County employees Key Strategic Action 2 2Key Strategic Action 2.1.2: Review and develop a strategy for replacing future retiring key leadership positions in the organizations 1.4.1: Adopt Legislative Priorities for FY2025 that includes advocacy for increased funding for schools Key Strategic Action Status Update FY 2024 1 110325 a Pg. 420 County Manager's office/ Department Heads Draft report for efficiencies Pending and not yet started County Manager's office/ Department Heads Meet with Stakeholders for final documentation Pending and not yet started County Manager's office/ Department Heads Present findings to Board of Commissioners Pending and not yet started Human Resources Director/Department Heads 12/30/2023 Meet with Department Heads to discuss proposed changes Make proposed changes to the evaluation process Human Resources Director/Department Heads 12/1/2024 Communicate changes to employees Meet with each department and employees via training Human Resources Director/Department Heads 1/1/2026 Implementation Implement new performance evaluation process, Ongoing County Manager's office 12/31/2024 Meet with Staff Confirm performance plan and RPI project scope. Form RPI team. County Manager's office 7/1/2025 Develop scope of work RPI Finalize scope and request quote, work complete County Manager's office 9/30/2025 Select Vendor Include for FY2026 budget; selected PQS Inc for RPI method training and reviewing quote, work in process County Manager's office 1/31/2026 Conduct Survey and Incorporate Results into Performance and RPI Implement program and staff training for 2 weeks in January County Manager's office 1/31/2025 Meet with staff Plan to meet with staff with completion of performance management plan, Complete County Manager's office 3/31/2025 Develop scope of work and RFP, out to bid Complete County Manager's office 4/30/2025 Select Vendor Complete (ETC Institute) County Manager's office 2/1/2026 Conduct Survey and review findings, present to Commissioners In process Parks and Recreation Director 9/29/2023 Submit projects for CIP Projects have been submitted to County administration and Board of Commisssioners Parks and Recreation Director 6/30/2024 Plan for implementation of approved/recommended projects Planning has begun with several projects working on design and construction contract approvals Parks and Recreation Director 6/30/2025 Begin next fiscal year projects: Plan, Design, Construction, and plan for future CIP process Following action item completion, prioritizing projects for CIP will be operational. 2024-2031 CIP has seven new recommended projects, two under contract, and three slated for future funding Project Leaders 2/28/2023 Coordinate stakeholder meetings to access current program offerings Completed. Project Leaders 2/28/2023 Gather programming wants and needs through the most recent community and health needs assessments Complete Project Team 3/31/2023 Analyze engagement results and plan for future programming Completed. Individual departmental staff and trained volunteers thorugh supervision of department leaders 1/30/2025 Implement programming plan and prioritize replication of highest need and impact programs Complete. Requested position in FY25 for this work. 3.1.2: Increase provision of County programs and initiatives aimed at encouraging healthy lifestyles and outdoor activity to include a focus on seniors and other special populations Key Strategic Action 2 improvements to reduce overall government, where possible and reduce the financial burden on taxpayers Key Strategic Action 3 Key Strategic Action 3 2.4.1: Engage County Employees in improving internal processes and provide regular education on adherence Key Strategic Action 2 3.1.1 Prioritize parks and greenway projects for development through CIP 2.5.1: Implement process for obtaining citizen feedback on County service provision Key Strategic Action 2 2.3.1: Review and revise employee performance evaluation and training programs to encourage culture of empowerment and accountability, to foster employee development and to provide enrichment opportunities 110325 a Pg. 421 Parks and Recreation Director/ County Manager's Office 6/30/2025 Negotiate with landowners Complete Parks and Recreation Director/ County Manager's Office 6/30/2025 Review with Board of Commissioners Complete Parks and Recreation Director/ County Manager's Office 6/30/2025 Purchase land at best, fair market price Complete. Owners decided to not sell property at this time. Should the owners be interested in the future, we would discuss with them. Social Services Director 12/1/2024 Review state requirements Complete Social Services Director 3/31/2025 Informational event and training Completed event and training Social Services Director 6/30/2026 Findings will be added to FY27 budget to support Medicaid expansion 39,699 (28.9% of population) of Harnett County citizens receiving Medicaid. In process. Selena McKoy & Greg Huneycutt 3/31/2023 Compile a workgroup of local market organizers, local farmers and County staff List of local farmers and municipal market organizers started. Tim Mathews/ Lynn Lambert 4/30/2023 Develop assessment plan, analyze budget needs, and request funding Briefed Board of Commissioners and received direction. Action plan adjusted per their direction. Research to see whether or not there is support. Reaching out to local farmers and vendors and planning a citizen survey. Tim Mathews/ Lynn Lambert 12/31/2023 Research local market and producer needs for local foods system sustainability Survey results collected (500+ responses). Positive community and farmers response for farmer's market. Tim Mathews/ Lynn Lambert 5/1/2024 Analyze data, develop program, delivery strategy, and budget needs Complete Tim Mathews/ Lynn Lambert 12/31/2024 Present feedback, program and budget to the Board of Commissioners Grant awarded for funding. Board of Commissioners funding approved. Complete and ongoing. Tim Mathews/ Lynn Lambert 12/1/2025 Conduct engineering/survey/site/design work for market location In process Tim Mathews/ Lynn Lambert 2/1/2026 Create scope of work and bid documents Pending Tim Mathews/ Lynn Lambert Project kickoff Pending Tim Mathews/ Lynn Lambert Project construction Pending Tim Mathews/ Lynn Lambert Project completion Pending Heatlh Department Director 12/1/2025 Review concerns and create a Community Health Assessment for Harnett County residents In process Heatlh Department Director 7/1/2025 Meet with project team, stakeholders, partners, to create assessment In process Heatlh Department Director 12/1/2025 Report findings of assessment Pending Coley Price/Chris Appel 9/12/2022 Develop a task force of pertinent Harnett County staff and community stakeholders Opioid Settlement Funding taskforce created and began meetings. Coley Price 7/31/2023 Create a charter and research current substance abuse issues in Harnett County Taskforce meetings are underway to discuss strategic plan and research avenues. Coley Price 4/30/2024 Compile and analyze data to identify most pressing issues and determine where program should focus. Needs have been identified, and three subcommittees have been created to address them. 3.2.1: Acquire Johnson Farm for future generations Key Strategic Action 3 3.3.1: Medicaid Expansion Key Strategic Action 3 3.3.3: Research and discuss strategy to address mental health concerns for County residents and bring back to Board for consideration Key Strategic Action 3 3.4.1: Assess most pressing issues surrounding substance abuse and engage stakeholders to develop plan to curb problems Key Strategic Action 3 3.3.2 Provide support for local farmer's markets and community gardens at County locations to support healthy food options for residents Key Strategic Action 3 110325 a Pg. 422 Coley Price 7/31/2024 Develop program to curb substance abuse and present to County Manager for approval with needed resources and budget Goals have been established for each subcommittee. They will begin program development and working towards implementation. Health Department 12/31/2025 Implement approved program and begin tracking KPIs Not yet started. Social Services Director/ County Manager's Office/Sheriff's Office Review concerns Pending Social Services Director/ County Manager's Office/Sheriff's Office Meet with Stakeholders Pending Social Services Director/ County Manager's Office/Sheriff's Office Report findings Pending County Administration 2/28/2022 Identify local arts organzations, artists, and other partners Identified nine (9) organizations to provide funding. County Administration 3/31/2022 Meet with project team, stakeholders, and collaborators to identify funding sources and develop programming ideas. Completed. County Administration 2/28/2023 Submit State Arts Grant application Grant application submitted on 2/14/2023. County Administration 1/1/2023 Award Sub-Grant applicants Awards were provided: Received $46,556.00 from State and County Administration 6/30/2023 Implement arts programs and activities and begin tracking KPIs Data has been reviewed and added to the scorecard. 3.8.1 : Create a northwest convenience site for public use Key Strategic Action 3 Budget Director/Solid Waste Director 11/30/2025 Site Clearing In process Budget Director/Solid Waste Director TBD Construction activities In process Budget Director/Solid Waste Director TBD Complete work Pending Chad Beane 2/1/2023 Continue construction of cell expansion project at Dunn Erwin landfill Erosion & Sedimentation Control Plan permit has been obtained and cell expansion is completed. North Carolina Department of Environmental Quality: approval process 4/1/2023 Plans submitted to NCDEQ for final approval on cell construction at Dunn Erwin landfill Permit has been obtained from NCDEQ. Few punch list items need to be addressed before we utilize the new cell for Construction and Demolition debris. North Carolina Department of Environmental Quality 3/1/2023 North West Convenient Site plans in hand and permit request has been sent to NCDEQ for ESC permit Erosion & Sedimentation Control Plan permit paperwork was submitted to North Carolina Department of Environmental Quality. Complete. Chad Beane 12/1/2024 Northwest Convenient Site: landfill equipment operators can clear the site as we wait on the permit. Equipment operators will work as availability of personnel will allow. Clearing has not yet begun due to availability of personnel and schedules. Lynn Lambert 1/31/2023 Set Ag Team meeting dates for 2023 Ag Team meeting set for January 26, 2023. Lynn Lambert/Tim Mathews/Extention Agents 3/31/2023 Research citizen needs for educational opportunities and resources in the area of agriculture and natural resources Client list and methods of data collection identified. 3.4.2: Collaborate with Sheriff's Office to eradicate drugs in schools (opioid offense) ensuring clean and safe schools Key Strategic Action 3 Assess landfill airspace capacity along with assuring appropriate, adequate coverage and availability of convenient sites for disposal services to meet the needs of the citizens Other Strategic Action 3 3.6.1 Meet regularly with local arts organizations to generate and implement ideas for celebrating arts and culture Key Strategic Action 3 Provide education and resources to citizens to promote conservation of working farmland and stewardship of natural resources Other Strategic Action 3 110325 a Pg. 423 Lynn Lambert/Tim Mathews 3/31/2023 Analyze data, develop program, delivery strategy, and budget needs Will build on current programming and new education and resource needs will be identified. Lynn Lambert/Tim Mathews 6/30/2024 Secure budget needs County and potential stakeholders Not yet started. Soil & Water Staff/Coop Extension Staff 6/30/2024 Not yet started. Other Strategic Action 3 General Services Staff 4/1/2023 Initiate contact with Capital Area MPO for possible transit study project Complete General Services Staff 4/1/2023 Requested Board of Commissioners approve application/coordination with Capital Area MPO (CAMPO) Complete CAMPO 6/30/2025 Consultant hired and study underway Complete Key Strategic Action 4 Economic Development Director Spring 2025 Review and update existing economic development incentive guidelines In process. Development Services Director Winter 2026 Outline and streamline process.Not yet started. Economic Development Director/ County Manager's Office 2/28/2023 Create a new economic development website Complete Economic Development Director/ County Manager's Office 6/30/2025 Create a new quarterly economic development newsletter Complete Development Services Director Meet with Stakeholders Complete Development Services Director Revise draft plan Complete Development Services Director Submit final plan Complete Development Services Director Board of Commissioners approval Complete Development Services Director Fall 2026 Engaged Retail Strategies In process. Development Services Director/Economic Development On-going Make connections with property owners, developers, and retailers In process. Development Services Director Winter 2025 Master plan key corridors for major retail and commercial development In process. Economic Development Director 9/1/2025 Apply for Golden Leaf site development grant for site prep at industrial park Complete Economic Development Director Fall 2024 Partner with Town of Lillington to complete due diligence of 200 ac. industrial site In process. Economic Development Director 9/1/2024 County to purchase land for industrial park Complete. Purchase 65 acre site for industrial development. Economic Development Director Winter 2027 Develop and market 65 acre Harnett 95 industrial park In process. Key Strategic Action 4 4.3.2: Diversify tax base by attracting business and industry to bring higher paying jobs to the County with key businesses that make substantial development investments in the County Key Strategic Action 4 4.1.2: Educate County departments about economic development priorities and their role in advancing those priorities Key Strategic Action 4 4.2.1: Implementation and completion of comprehensive growth plan for the County Key Strategic Action 4 4.3.1: Expand and diversify tax base with strategic and major retail and commercial development in key corridors, especially those with high population center with sales tax leakage in concert with the comprehensive growth plan for the County. Initiate a study to determine feasibility of additional public transportation alternatives, i.e., fixed route connections via Angier to Fuquay-Varina or deviated fixed routes within the county improving access to health & food 4.1.1: Revise development and incentive policies to support thriving business and job creation 110325 a Pg. 424 Assistant Tax Administrator 6/30/2025 Enhance outsourced business audit processes with Turner Complete Assistant Tax Administrator Fall 2025/Winter 2026 Create internal business personal property compliance review processes In process Assistant Tax Administrator Fall 2025/Winter 2026 Create a canvassing program with GIS application In process Tax Administrator Fall 2026 Hold public meetings for local business community and tax professionals to educate on the tax listing and assessment CIO RFP Complete CIO 9/30/2023 Fixed Wireless Implementation Complete CIO 1/1/2025 Great Grant Award Complete. Awarded to Brightspeed. CIO 1/1/2025 Phase 2 Implementation Entered into Phase 2 agreement with Cloudwyze CIO Spring 2026 Great Grant Award 2024 In process - Awarded to Brightspeed, Spectrum, & Cloudwyze CIO Spring 2026 CAB grant - state funded In process - Brightspeed CIO Spring 2026 CAB Grant stop gap In process - TBD County Administration and Economic Development Director TBD Meet with Gas Company to determine location & availability Discussed with Dominion and Piedmont gas. Dominion is reviewing County Administration and Economic Development Director TBD Perform feasibility Study to determine cost & location Pending. Development Services Director/ County Manager's Office 12/1/2025 Phase 1 Existing Conditions Analysis In process. Development Services Director/ County Manager's Office Phase 2 Develop Solutions Pending. Development Services Director/ County Manager's Office Phase 3 Develop Preferred Alternatives Pending. Development Services Director/ County Manager's Office Phase 4 Project Adoption Pending. HRW Executive Director/MBD Consulting 4/30/2023 Submit plans for NCDEQ Complete HRW Executive Director/MBD Consulting 5/3/2024 Receive authorization to Construct (ATC) permit Complete HRW Executive Director/MBD Consulting 8/27/2024 Advertise and Bid Project Provided Fort Bragg easement revision in June 2025; received information that review will be completed by October 2025. Meeting with Garrison Commander, County Manager and HRW Executive Director to expedite timeline. HRW Executive Director/MBD Consulting 6/30/2026 Construction Jetport Director Phase 1 - Land acquisition In process - awaiting approval from NCDOT Jetport Director Phase 2 In process Jetport Director Phase 3 Pending. Jetport Director Phase 1 - Rental Car Agency Preliminary Discussions with Auto Choice, Contract sent to legal for Jetport Director Design and Geotechnical Studies are underway. Planning to apply Key Strategic Action 4 4.4.1: Increase availability of high speed Broadband throughout County Key Strategic Action 4 4.4.2: Seek to extend natural gas availability along strategic corridors identified for commercial growth Key Strategic Action 4 4.3.3 Create and maintain business and individual personal property assessment review programs 4.4.3: Advocate and coordinate with NCDOT and transportation organizations and pursue enhanced transportation infrastructure to reduce congestion and increase access throughout the County Key Strategic Action 4 4.5.2: Create strategic growth plan for the Harnett Regional Jetport Key Strategic Action 4 4.5.1: Complete the Jetport Runway Key Strategic Action 4 4.4.4 Plan water and wastewater infrastructure to direct and attract residential, commercial and industrial growth toward targeted areas Key Strategic Action 4 110325 a Pg. 425 Jetport Director Phase 3 Pending. Tax Administrator 6/3/2025 Create tax relief presentation and visit all senior Complete Tax Administrator Fall 2025 Update exemption and exclusion brochures and ensure In process Assistant Tax Administrator Spring 2026 Update tax department webpages, including exemptions and In process PIO 6/30/2025 Phase 1 In process. Project Team 9/1/2025 Phase 2 - Resident Opinion Survey In process. Clerk to the Board/Information Technology 1/1/2025 Task 1: Determine application website automation Complete Clerk to the Board/Information Technology 3/31/2025 Task 2: Review board management software for participation and engagement Complete Clerk to the Board/Information Technology 1/30/2026 Task 3 - Implementation of software In process. Training for new software underway. Create and distribute bimonthly County newsletter in Harnett Regional Water bills Other Strategic Action 5 County Manager's Office/PIO/HRW 6/30/2025 Provide bimonthly inserts to HRW water bills 6 inserts provided over last reporting period, completed for current fiscal year. Implement use of video and storyboards to promote County events and educate citizens on County services and initiatives COMPLETE Other Strategic Action 5 Public Information, IT, Cooperative Extension, various departments 5/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPIs: Total number of social media engagement for the Harnett County Government social media platforms % of citizens satisfied with County communication efforts Keeps citizens engaged in real time and demonstrates transparency and integrity resulting in increased trust of government processes. Complete Launch new engagement initiative to inform citizens and County employees through quarterly update meetings COMPLETE Other Strategic Action 5 Public Information and various other departments 7/1/2022 This project is complete and effectiveness will be measured ongoing by the following KPIs: Total attendance for quarterly citizen information sessions Total attendance for quarterly employee information sessions Gives citizens the opportunity to learn more about specific topics or issues. Complete Blue = Pending/ Not Yet Started Green = In-Process and On Target Yellow = Ongoing and Behind Target Red = Stopped/ Barrier to Completion Purple = Complete 4.6.1: Educate public on tax relief programs established by the North Carolina Machinery Act Key Strategic Action 4 5.2.1: Develop an effective resident engagement strategy focused on creating a positive image for the County and promoting excellent customer service Key Strategic Action 5 5.4.1: Create and implement a new program which tracks participation and engagement levels of the Citizen Advisory Boards Key Strategic Action 5 110325 a Pg. 426 110325 a Pg. 427 110325 a Pg. 428 110325 a Pg. 429 110325 a Pg. 430 110325 a Pg. 431 110325 a Pg. 432 110325 a Pg. 433 TEAM Harnett Performance Management -KSA/OSA At A Glance Information TEAM QTR 3 2023 QTR 4 2023 QTR 1 2024 QTR 2 2024 QTR 3 2024 QTR 4 2024 QTR 1 2025 QTR 2 2025 QTR 3 2025 QTR 4 2025 QTR 1 2026 QTR 2 2026 QTR 3 2026 QTR 4 2026 TEAM 1 Pending 0 0 0 0 0 0 0 0 0 0 0 In-Process 2 1 4 4 2 0 5 3 2 0 4 Completed 4 5 1 1 3 5 0 2 3 5 1 TOTALS 6 6 5 5 5 5 5 5 5 5 5 TEAM 2 Pending 4 4 2 2 2 2 3 3 2 2 2 In-Process 4 2 6 6 5 4 3 3 4 3 3 Completed 4 6 0 0 1 2 1 1 1 2 2 TOTALS 12 12 8 8 8 8 7 7 7 7 7 TEAM 3 Pending 6 5 1 1 1 0 3 3 1 1 1 In-Process 1 1 5 5 5 6 10 10 12 8 7 Completed 1 2 1 1 1 1 1 1 1 5 5 TOTALS 8 8 7 7 7 7 14 14 14 14 13 TEAM 4 Pending 5 4 2 1 1 0 3 3 1 1 0 In-Process 1 2 4 5 4 4 7 7 9 8 11 Completed 0 0 0 0 1 2 1 1 1 2 2 TOTALS 6 6 6 6 6 6 11 11 11 11 13 TEAM 5 Pending 0 0 0 0 0 0 1 0 0 0 0 In-Process 1 1 2 2 2 0 2 3 3 3 2 Completed 4 4 3 3 3 5 2 2 2 2 3 TOTALS 5 5 5 5 5 5 5 5 5 5 5 TEAM TOTALS Pending 15 13 5 4 4 2 10 9 4 4 3 In-Process 9 7 21 22 18 14 27 26 30 22 27 Completed 13 17 5 5 9 15 5 7 8 16 13 TOTALS 37 37 31 31 31 31 42 42 42 42 43 PERCENTAGES Pending 41%35%16%13%13%6%24%21%10%10%7% In-Process 24%19%68%71%58%46%64%62%71%52%63% Completed 35%46%16%16%29%48%12%17%19%38%30% TOTALS 100%100%100%100%100%100%100%100%100%100%100% 110325 a Pg. 434 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2025\110325\14A.1 Northeast Water Treatment Plant Engineering.docx Page 1 of 2 Board Meeting Agenda Item MEETING DATE: November 3, 2025 TO: HARNETT COUNTY BOARD OF COMMISSIONERS SUBJECT: Approval of a Contract with Weston and Sampson of North Carolina for the Northeast Water Treatment Plant REQUESTED BY: Tommy Burns, HRW Director REQUEST: This is a formal request for the Board of Commissioners to adopt the attached contract with Weston and Sampson of North Carolina to begin Engineering and Design work on the Northeast Water Treatment Plant to be located near the Town of Erwin. The contract totals $600,000 and the deliverable date is June 30, 2026 for the various aspects of the project as stipulated in this agreement. A formal design contract will follow this preliminary engineering and design contract once the tasks enumerated in this agreement are completed. FINANCE OFFICER’S RECOMMENDATION: COUNTY MANAGER’S RECOMMENDATION: Item 14 110325 a Pg. 435 \\lecfile\department\Admin\Clerk to the Board docs\AGENDAS\2025\110325\14A.1 Northeast Water Treatment Plant Engineering.docx Page 2 of 2 110325 a Pg. 436 00105429.1EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. This document has important legal consequences; consultation with an attorney is encouraged with respect to its use or modification. This document should be adapted to the particular circumstances of the contemplated project and the controlling laws and regulations. AGREEMENT BETWEEN OWNER AND ENGINEER FOR PROFESSIONAL SERVICES TASK ORDER EDITION 110325 a Pg. 437 00105429.1EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. TABLE OF CONTENTS Page ARTICLE 1 – SERVICES OF ENGINEER 1 1.01 Scope .......................................................................................................................................................... 1 1.02 Task Order Procedure ................................................................................................................................ 1 ARTICLE 2 – OWNER’S RESPONSIBILITIES 2 2.01 General ....................................................................................................................................................... 2 ARTICLE 3 – TERM; TIMES FOR RENDERING SERVICES 2 3.01 Term ........................................................................................................................................................... 2 3.02 Times for Rendering Services .................................................................................................................... 2 ARTICLE 4 – INVOICES AND PAYMENTS 3 4.01 Invoices ...................................................................................................................................................... 3 4.02 Payments ................................................................................................................................................... 3 ARTICLE 5 – OPINIONS OF COST 4 5.01 Opinions of Probable Construction Cost .................................................................................................. 4 5.02 Designing to Construction Cost Limit ........................................................................................................ 4 5.03 Opinions of Total Project Costs ................................................................................................................. 4 ARTICLE 6 – GENERAL CONSIDERATIONS 4 6.01 Standards of Performance ........................................................................................................................ 4 6.02 Design Without Construction Phase Services........................................................................................... 6 6.03 Use of Documents ..................................................................................................................................... 6 6.04 Electronic Transmittals .............................................................................................................................. 7 6.05 Insurance.................................................................................................................................................... 7 6.06 Suspension and Termination..................................................................................................................... 8 6.07 Controlling Law .......................................................................................................................................... 9 6.08 Successors, Assigns, and Beneficiaries ...................................................................................................... 9 6.09 Dispute Resolution .................................................................................................................................. 10 6.10 Environmental Condition of Site ............................................................................................................. 10 6.11 Indemnification and Mutual Waiver ....................................................................................................... 11 6.12 Records Retention ................................................................................................................................... 11 6.13 Miscellaneous Provisions ........................................................................................................................ 12 ARTICLE 7 – DEFINITIONS 13 7.01 Defined Terms ......................................................................................................................................... 13 ARTICLE 8 – EXHIBITS AND SPECIAL PROVISIONS 16 8.01 Suggested Form of Task Order ................................................................................................................ 16 8.02 Exhibits Included: ..................................................................................................................................... 16 8.03 Total Agreement ...................................................................................................................................... 17 8.04 Designated Representatives ................................................................................................................... 17 8.05 Engineer's Certifications .......................................................................................................................... 18 110325 a Pg. 438 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 AGREEMENT BETWEEN OWNER AND ENGINEER FOR PROFESSIONAL SERVICES TASK ORDER EDITION THIS IS AN AGREEMENT effective as of (“Effective Date of the Agreement”) between County of Harnett (“Owner”) and WSE of North Carolina, PC (“Engineer”). Other terms used in this Agreement are defined in Article 7. From time to time Owner may request that Engineer provide professional services for the Northeast Harnett Regional Water Treatment Plant (Planning, Preliminary Engineering Report, Permitting Phase, Design Phase, Construction Phase, and services following construction). Each engagement will be documented by a Task Order. This Agreement sets forth the general terms and conditions which shall apply to all Task Orders duly executed under this Agreement. Owner and Engineer further agree as follows: ARTICLE 1 – SERVICES OF ENGINEER 1.01 Scope A. Engineer’s services will be detailed in a duly executed Task Order for each Specific Project. The general format of a Task Order is shown in Attachment 1 to this Agreement. Each Task Order will indicate the specific services to be performed and deliverables to be provided. B. This Agreement is not a commitment by Owner to Engineer to issue any Task Orders. C. Engineer shall not be obligated to perform any prospective Task Order unless and until Owner and Engineer agree as to the particulars of the Specific Project, including the scope of Engineer's services, time for performance, Engineer's compensation, and all other appropriate matters. 1.02 Task Order Procedure A. Owner and Engineer shall agree on the scope, time for performance, and basis of compensation for each Task Order. With respect to the scope of Engineer’s services, each specific Task Order shall either (1) be accompanied by and incorporate a customized Exhibit A, “Engineer’s Services for Task Order,” prepared for the Specific Project, (2) state the scope of services in the Task Order document itself, or (3) incorporate by reference all or portions of Exhibit A, “Engineer’s Services for Task Order,” as attached to this Agreement. Each duly executed Task Order shall be subject to the terms and conditions of this Agreement. B. Engineer will commence performance as set forth in the Task Order. C. Engineer shall provide, or cause to be provided, the services set forth in the Task Order. 110325 a Pg. 439 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 ARTICLE 2 – OWNER’S RESPONSIBILITIES 2.01 General A. Owner shall have the responsibilities set forth in this Agreement; in Exhibit B, "Owner's Responsibilities"; and in each Task Order. B. Owner shall pay Engineer as set forth in each Task Order, pursuant to the applicable terms of Article 4 and Exhibit C. C. Owner shall be responsible for all requirements and instructions that it furnishes to Engineer pursuant to this Agreement, and for the accuracy and completeness of all programs, reports, data, and other information furnished by Owner to Engineer pursuant to this Agreement; such responsibility extends to requirements, instructions, programs, reports, data, and other information furnished by Owner pursuant to any Task Order. Engineer may use and rely upon such requirements, programs, instructions, reports, data, and information in performing or furnishing services under this Agreement, subject to any express limitations or reservations applicable to the furnished items. D. Owner shall give prompt written notice to Engineer whenever Owner observes or otherwise becomes aware of: (1) any development that affects the scope or time of performance of Engineer’s services; (2) the presence at the Site of any Constituent of Concern; or (3) any relevant, material defect or nonconformance in Engineer’s services, the Work, the performance of any Constructor, or in Owner’s performance of its responsibilities under this Agreement. ARTICLE 3 – TERM; TIMES FOR RENDERING SERVICES 3.01 Term A. This Agreement shall be effective and applicable to Task Orders issued hereunder for 6 years from the Effective Date of the Agreement. B. The parties may extend or renew this Agreement, with or without changes, by written instrument establishing a new term. 3.02 Times for Rendering Services A. The Effective Date of the Task Order and the times for completing services or providing deliverables will be stated in each Task Order. Engineer is authorized to begin rendering services under a Task Order as of the Effective Date of the Task Order. B. If, through no fault at all of Engineer, such periods of time or dates are changed, or the orderly and continuous progress of Engineer’s services is impaired, or Engineer’s services are delayed or suspended by Act of God or Owner (including any third parties within the control of Owner), then the time for completion of Engineer’s services, and the rates and amounts of Engineer’s compensation, shall be adjusted equitably if Engineer furnishes notice thereof to Owner within thirty (30) days from the commencement of the cause of the delay. C. If Owner authorizes changes in the scope, extent, or character of the Specific Project, or Engineer’s services, then the time for completion of Engineer’s services, and the rates and amounts of Engineer’s compensation, shall be adjusted equitably if Engineer furnishes notice thereof to Owner within thirty (30) days from Engineer’s commencement of performance of such changes. 110325 a Pg. 440 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 D. Owner shall make decisions and carry out its other responsibilities in a timely manner so as not to delay the Engineer’s performance of its services. E. If Engineer fails, through its own fault, to complete the performance required in a Task Order within the time set forth, as may be duly adjusted in accordance herewith, then Owner shall be entitled, as its sole remedy, to the recovery of direct damages, if any, resulting from such failure. F. With respect to each Task Order, the number of Construction Contracts for Work designed or specified by Engineer upon which Engineer's compensation has been established shall be identified in the Task Order. If the Work designed or specified by Engineer under a Task Order is to be performed or furnished under more than one prime contract, or if Engineer's services are to be separately sequenced with the Work of one or more prime Contractors (such as in the case of fast-tracking), then the Task Order will state the schedule for performance of Engineer's services in order to sequence and properly coordinate such services as are applicable to the Work under the Construction Contracts. If the Task Order does not address such sequencing and coordination, then Owner and Engineer shall jointly develop a schedule for sequencing and coordination of services prior to commencement of final design services; this schedule is to be prepared and included in or become an amendment to the authorizing Task Order whether or not the Work under such Contracts is to proceed concurrently. ARTICLE 4 – INVOICES AND PAYMENTS 4.01 Invoices A. Preparation and Submittal of Invoices: Engineer shall prepare invoices in accordance with its standard invoicing practices, the terms of Exhibit C, and the specific Task Order. Engineer shall submit its invoices to Owner on a monthly basis. Invoices are due and payable within 30 days of Owner’s receipt. 4.02 Payments A. Application to Interest and Principal: Payment will be credited first to any interest owed to Engineer and then to principal. B. Failure to Pay: If Owner fails to make any payment due Engineer for services and expenses within 30 days after receipt of Engineer’s invoice, then: 1. amounts due Engineer will be increased at the rate of 1.0% per month (or the maximum rate of interest permitted by law, if less) from said thirtieth day; and 2. Engineer may, after giving seven days’ written notice to Owner, suspend services under any Task Order issued until Owner has paid in full all amounts due for services, expenses, and other related charges. Owner waives any and all claims against Engineer for any such suspension. C. Disputed Invoices: If Owner disputes an invoice, either as to amount or entitlement, then Owner shall within thirty (30) days of Owner’s receipt of the invoice advise Engineer in writing of the specific basis for doing so, may withhold only that portion so disputed, and must pay the undisputed portion subject to the terms of Paragraph 4.01. D. Sales or Use Taxes: If after the Effective Date of a Task Order any governmental entity takes a legislative action that imposes additional sales or use taxes on Engineer’s services or compensation under the Task Order, then Engineer may invoice such additional sales or use taxes for reimbursement by Owner. Owner shall reimburse 110325 a Pg. 441 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 Engineer for the cost of such invoiced additional sales or use taxes; such reimbursement shall be in addition to the compensation to which Engineer is entitled under the terms of Exhibit C and the specific Task Order. ARTICLE 5 – OPINIONS OF COST 5.01 Opinions of Probable Construction Cost A. Engineer’s opinions (if any) of probable Construction Cost are to be made on the basis of Engineer’s experience, qualifications, and general familiarity with the construction industry. However, because Engineer has no control over the cost of labor, materials, equipment, or services furnished by others, or over contractors’ methods of determining prices, or over competitive bidding or market conditions, Engineer cannot and does not guarantee that proposals, bids, or actual Construction Cost will not vary from opinions of probable Construction Cost prepared by Engineer. If Owner requires greater assurance as to probable Construction Cost, then Owner agrees to obtain a cost estimate from a person or entity that could provide the work or services. 5.02 Designing to Construction Cost Limit A. If a Construction Cost limit for a Specific Project is established between Owner and Engineer in a Task Order, then such Construction Cost limit and Engineer’s rights and responsibilities with respect thereto will be incorporated in the Task Order. If no Construction Cost limit is established in a Task Order, then Exhibit F does not apply to that Task Order. 5.03 Opinions of Total Project Costs A. The services, if any, of Engineer with respect to Total Project Costs for a Specific Project shall be limited to assisting the Owner in tabulating the various categories that comprise Total Project Costs. Engineer assumes no responsibility for the accuracy of any opinions of Total Project Costs but is responsible for the accuracy of its tabulation. ARTICLE 6 – GENERAL CONSIDERATIONS 6.01 Standards of Performance A. Standard of Care: The standard of care for all professional engineering and related services performed or furnished by Engineer under this Agreement will be the care and skill ordinarily used by members of the subject profession practicing under similar circumstances at the same time and in the same locality. Except as may otherwise be set forth herein, Engineer makes no warranties, express or implied, under this Agreement or otherwise, in connection with any services performed or furnished by Engineer. B. Technical Accuracy: Owner shall not be responsible for discovering or paying for deficiencies in the technical accuracy of Engineer’s services. Engineer shall correct deficiencies in technical accuracy without additional compensation, unless such corrective action is directly attributable to deficiencies in Owner-furnished information. C. Consultants: Engineer may retain such Consultants as Engineer deems necessary to assist in the performance or furnishing of the services, subject to reasonable, timely, and substantive objections by Owner once Owner is made aware of the scope of services by such Consultants. 110325 a Pg. 442 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 D. Reliance on Others: Subject to the standard of care set forth in Paragraph 6.01.A, Engineer may use or rely upon design elements and information ordinarily or customarily furnished by others, including, but not limited to, specialty contractors, manufacturers, suppliers, and the publishers of technical standards. E. Compliance with Laws and Regulations, and Policies and Procedures 1. Engineer and Owner shall comply with applicable Laws and Regulations. 2. Engineer shall comply with the policies, procedures, and instructions of Owner that are applicable to Engineer's performance of services under this Agreement and that Owner provides to Engineer in writing, subject to the standard of care set forth in Paragraph 6.01.A, and to the extent compliance is not inconsistent with any published professional practice requirements. 3. Each Task Order is based on Laws and Regulations and Owner-provided written policies and procedures as of the Effective Date of the Task Order. The following may be the basis for modifications to Owner’s responsibilities or to Engineer’s scope of services, times of performance, or compensation: a. changes after the Effective Date of the Task Order to Laws and Regulations; b. the receipt by Engineer after the Effective Date of the Task Order of Owner-provided written policies and procedures; c. changes after the Effective Date of the Task Order to Owner-provided policies or procedures. F. Engineer shall not be required to sign any document, no matter who requests it, that would result in Engineer having to certify, guarantee, or warrant the existence of conditions whose existence Engineer cannot ascertain within its services for that Specific Project. Owner agrees not to make resolution of any dispute with Engineer or payment of any amount due to the Engineer in any way contingent upon Engineer signing any such document. G. The general conditions for any construction contract documents prepared hereunder are to be EJCDC® C-700 "Standard General Conditions of the Construction Contract" (2013 Edition), prepared by the Engineers Joint Contract Documents Committee, unless expressly indicated otherwise in Exhibit J or in the specific Task Order. H. Engineer shall not at any time supervise, direct, control, or have authority over any Constructor’s work, nor shall Engineer have authority over or be responsible for the means, methods, techniques, sequences, or procedures of construction selected or used by any Constructor, or the safety precautions and programs incident thereto, for security or safety at the Site, nor for any failure of a Constructor to comply with Laws and Regulations applicable to such Constructor’s furnishing and performing of its work. Engineer shall not be responsible for the acts or omissions of any Constructor. I. Engineer neither guarantees the performance of any Constructor nor assumes responsibility for any Constructor’s failure to furnish and perform the Work in accordance with the Construction Contract Documents. J. Engineer shall not be responsible for any decision made regarding the Construction Contract Documents, or any application, interpretation, clarification, or modification of the Construction Contract Documents, other than those made by Engineer or its Consultants. 110325 a Pg. 443 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 6 K. Engineer is not required to provide and does not have any responsibility for surety bonding or insurance- related advice, recommendations, counseling, or research, or for enforcement of construction insurance or surety bonding requirements. L. Engineer’s services do not include providing legal advice or representation. M. Engineer’s services do not include (1) serving as a “municipal advisor” for purposes of the registration requirements of Section 975 of the Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) or the municipal advisor registration rules issued by the Securities and Exchange Commission, or (2) advising Owner, or any municipal entity or other person or entity, regarding municipal financial products or the issuance of municipal securities, including advice with respect to the structure, timing, terms, or other similar matters concerning such products or issuances. N. While at a Site, Engineer, its Consultant, and their employees and representatives shall comply with the applicable requirements of Contractor's and Owner's safety programs of which Engineer has been informed after asking Owner. 6.02 Design Without Construction Phase Services A. For each design performed or furnished, Engineer shall be responsible only for those Construction Phase services that have been expressly required of Engineer in the authorizing Task Order. With the exception of such expressly required services, Engineer shall have no design, Shop Drawing review, or other obligations during construction, and Owner assumes all responsibility for the application and interpretation of the Construction Contract Documents, review and response to Contractor claims, Construction Contract administration, processing of Change Orders and submittals, revisions to the Construction Contract Documents during construction, construction observation and review, review of Contractor’s payment applications, and all other necessary Construction Phase administrative, engineering, and professional services. Owner waives all claims against Engineer that may be in any way connected to Construction Phase administrative, engineering, or professional services except for those services that are expressly required of Engineer in the authorizing Task Order. 6.03 Use of Documents A. All Documents are instruments of service, and Engineer shall retain an ownership and property interest therein (including the copyright and the right of reuse at the discretion of the Engineer) whether or not the Specific Project is completed. B. If Engineer is required to prepare or furnish Drawings or Specifications under the specific Task Order, then Engineer shall deliver to Owner at least one original printed record version of such Drawings and Specifications, signed and sealed according to applicable Laws and Regulations. C. Owner may make and retain copies of Documents for information and reference in connection with the use of the Documents on the Specific Project. Engineer grants Owner a limited license to use the Documents on the Specific Project, extensions of the Specific Project, and for related uses of Owner, subject to receipt by Engineer of full payment due and owing for all services relating to preparation of the Documents, and subject to the following limitations: (1) Owner acknowledges that such Documents are not intended or represented to be suitable for use on the Specific Project unless completed by Engineer, or for use or reuse by Owner or others on extensions of the Specific Project, on any other project, or for any other use or purpose, without written verification or adaptation by Engineer; (2) any such use or reuse, or any modification of the Documents, without written verification, completion, or adaptation by Engineer, as appropriate for the 110325 a Pg. 444 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 7 specific purpose intended, will be at Owner’s sole risk and without liability or legal exposure to Engineer or to its officers, directors, members, partners, agents, employees, and Consultants; and (3) such limited license to Owner shall not create any rights in third parties. D. If Engineer at Owner’s request verifies the suitability of the Documents, completes them, or adapts them for extensions of the Specific Project or for any other purpose, then Owner shall compensate Engineer at rates or in an amount to be agreed upon by Owner and Engineer. 6.04 Electronic Transmittals A. Owner and Engineer may transmit, and shall accept, Specific Project-related correspondence, Documents, text, data, drawings, information, and graphics, in electronic media or digital format, either directly, or through access to a secure Specific Project website, in accordance with a mutually agreeable protocol. B. If this Agreement or a Task Order does not establish protocols for electronic or digital transmittals, then Owner and Engineer shall jointly develop such protocols. C. When transmitting items in electronic media or digital format, the transmitting party makes no representations as to long term compatibility, usability, or readability of the items resulting from the recipient’s use of software application packages, operating systems, or computer hardware differing from those used in the drafting or transmittal of the items, or from those established in applicable transmittal protocols. 6.05 Insurance A. Commencing with the Effective Date of the Agreement, Engineer shall procure and maintain insurance as set forth in Exhibit G, "Insurance." Engineer shall cause Owner to be listed as an additional insured and entitled to notice of nonpayment and/or cancellation, on any applicable general liability insurance policy carried by Engineer that is applicable to a Specific Project. B. Commencing with the Effective Date of the Agreement, Owner shall procure and maintain insurance as set forth in Exhibit G, “Insurance.” Owner shall cause Engineer to be listed as additional insureds on any general liability insurance policies carried by Owner, which are applicable to the Specific Project. C. Owner shall require Contractors to purchase and maintain policies of insurance covering workers' compensation, general liability, motor vehicle damage and injuries, and other insurance necessary to protect Owner's and Engineer's interests in the Specific Project. Owner shall require Contractor to cause Engineer to be listed as additional insureds with respect to such liability insurance purchased and maintained by Contractor. D. Owner and Engineer shall each deliver to the other certificates of insurance evidencing the coverages indicated in Exhibit G. Such certificates shall be furnished promptly after the Effective Date of the Agreement and at renewals thereafter during the life of this Agreement. E. All policies of insurance shall contain a provision or endorsement that the coverage afforded will not be canceled or reduced in limits by endorsement, and that renewal will not be refused, until at least 10 days’ prior written notice has been given to the primary insured. Upon receipt of such notice, the receiving party shall promptly forward a copy of the notice to the other party to this Agreement. 110325 a Pg. 445 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 8 F. Under the terms of any Task Order, or after commencement of performance of a Task Order, Owner may request that Engineer, at Owner’s sole expense, provide additional insurance coverage, increased limits, or revised deductibles that are more protective than those specified in Exhibit G. If so requested by Owner, and if commercially available, Engineer shall obtain and shall require its Consultants to obtain such additional insurance coverage, different limits, or revised deductibles for such periods of time as requested by Owner. 6.06 Suspension and Termination A. Suspension 1. By Owner: Owner may suspend a Task Order for up to 90 days upon seven (7) days written notice to Engineer. 2. By Engineer: Engineer may suspend services under a Task Order (a) if Owner has failed to pay Engineer for invoiced services and expenses, as set forth in Paragraph 4.02.B, or (b) in response to the presence of Constituents of Concern at the Site, as set forth in Paragraph 6.10.A.4. 3. A suspension on a specific Task Order, whether by Owner or Engineer, shall not affect the duty of Owner and Engineer to proceed with their obligations under other Task Orders. B. Termination for Cause—Task Order: The obligation to provide further services under a specific Task Order may be terminated for cause: 1. By either party upon 30 days written notice in the event of substantial failure by the other party to perform in accordance with the terms of the specific Task Order or this Agreement, whose terms govern the specific Task Order, through no fault of the terminating party. 2. By Engineer: a. upon seven (7) days written notice if Owner demands that Engineer furnish or perform services contrary to Engineer’s responsibilities as a licensed professional; or b. upon seven (7) days written notice if the Engineer’s services under a Task Order are delayed or suspended for more than 90 days for reasons beyond Engineer’s control, or as the result of the presence at the Site of undisclosed Constituents of Concern, as set forth in Paragraph 6.10.A.5. c. Engineer shall have no liability to Owner on account of such termination. d. Notwithstanding the foregoing, neither this Agreement nor the Task Order will terminate under Paragraph 6.06.B.1 if the party receiving such notice begins, within seven (7) days of receipt of such notice, to correct its substantial failure to perform and proceeds diligently to cure such failure within no more than 30 days of receipt thereof; provided, however, that if and to the extent such substantial failure cannot be reasonably cured within such 30 day period, and if such party has diligently attempted to cure the same and thereafter continues diligently to cure the same, then the cure period provided for herein shall extend up to, but in no case more than, 60 days after the date of receipt of the notice. C. Termination for Cause—Agreement: In the case of a default by Owner in its obligation to pay Engineer for its services under more than one specific Task Order, Engineer may request immediate payment of all amounts invoiced on other Task Orders, and may invoice Owner for continued services on such Task Orders on a two- 110325 a Pg. 446 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 9 week billing cycle, with payment due within one week of an invoice. If Owner fails to make such payments, then upon seven (7) days’ notice Engineer may terminate this Agreement, including Engineer’s services under all Task Orders. D. Termination for Convenience by Owner: Owner may terminate a Task Order or this Agreement for Owner’s convenience, effective upon Engineer’s receipt of notice from Owner. E. Effective Date of Termination: The terminating party under Paragraphs 6.06.B, C, and D may set the effective date of termination at a time up to 30 days later than otherwise provided to allow Engineer to demobilize personnel and equipment from the Site, to complete tasks whose value would otherwise be lost, to prepare notes as to the status of completed and uncompleted tasks, and to assemble Task Order materials in orderly files. F. Payments Upon Termination: 1. In the event of any termination under Paragraph 6.06, Engineer will be entitled to invoice Owner and to receive full payment for all services performed or furnished in accordance with the specific Task Order and this Agreement, and for all expenses incurred through the effective date of termination, to the extent that the specific Task Order (or Task Orders) allows reimbursement for such expenses. Upon making such payment, Owner shall have the limited right to the use of Documents, at Owner’s sole risk, subject to the provisions of Paragraph 6.03. 6.07 Controlling Law A. This Agreement is to be governed by the Laws and Regulations of the state in which the Specific Project is located. The Specific Project is located in Harnett County, North Carolina. 6.08 Successors, Assigns, and Beneficiaries A. Owner and Engineer are hereby bound and the successors, and legal representatives of Owner and Engineer (and to the extent permitted by Paragraph 6.08.B the assigns of Owner and Engineer) are hereby bound to the other party to this Agreement and to the successors, and legal representatives (and said assigns) of such other party, in respect of all covenants, agreements and obligations of this Agreement. B. Neither Owner nor Engineer may assign or transfer any rights under or interest (including, but without limitation, money that is due or may become due) in this Agreement without the written consent of the other party, except to the extent that any assignment or transfer is mandated or restricted by law. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement. C. Unless expressly provided otherwise in this Agreement: 1. Nothing in this Agreement shall be construed to create, impose, or give rise to any duty owed by Owner or Engineer to any Constructor, other third-party individual or entity, or to any surety for or employee of any of them. 2. All duties and responsibilities undertaken pursuant to this Agreement will be for the sole and exclusive benefit of Owner and Engineer and not for the benefit of any other party. 110325 a Pg. 447 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 10 3. The Owner agrees that the substance of the provisions of this Paragraph 6.08.C shall appear in any Construction Contract Documents prepared for any Specific Project under this Agreement. 6.09 Dispute Resolution A. Owner and Engineer agree to negotiate all disputes between them in good faith for a period of 30 days from the date of notice prior to invoking the procedures of Exhibit H or other provisions of this Agreement or exercising their rights at law. B. If Owner and Engineer fail to resolve a dispute through negotiation under Paragraph 6.09.A, then either or both may invoke the procedures of Exhibit H. If Exhibit H is not included, or if no dispute resolution method is specified in Exhibit H, then the parties may exercise their rights at law. 6.10 Environmental Condition of Site A. With respect to each specific Task Order, Specific Project, and Site (unless indicated otherwise in a specific Task Order): 1. Owner represents to Engineer that as of the Effective Date of the Task Order, to the best of Owner’s knowledge no Constituents of Concern, other than those disclosed in writing to Engineer, exist at or adjacent to the Site. 2. If Engineer encounters or learns of an undisclosed Constituent of Concern at the Site, then Engineer shall notify (a) Owner and (b) appropriate governmental officials if Engineer reasonably concludes that doing so is required by applicable Laws or Regulations. 3. It is acknowledged by both parties that Engineer’s scope of services does not include any services related to unknown or undisclosed Constituents of Concern. If Engineer or any other party encounters, uncovers, or reveals an undisclosed Constituent of Concern, then Owner shall promptly determine whether to retain a qualified expert to evaluate such condition or take any necessary corrective action. 4. If investigative or remedial action, or other professional services, are necessary with respect to undisclosed Constituents of Concern, or if investigative or remedial action beyond that reasonably contemplated is needed to address a disclosed or known Constituent of Concern, then Engineer may, at its option and without liability for consequential or any other damages, immediately suspend performance of services on the portion of the Specific Project affected thereby until such portion of the Specific Project is no longer affected. 5. If the presence at the Site of undisclosed Constituents of Concern adversely affects the performance of Engineer’s services under the specific Task Order, then the Engineer shall have the option of (a) accepting an equitable adjustment in its compensation or in the time of completion, or both; or (b) terminating the specific Task Order for cause on seven (7) days’ notice. 6. Owner acknowledges that Engineer is performing professional services for Owner and that Engineer is not and shall not be required to become an “owner,” “arranger,” “operator,” “generator,” or “transporter” of hazardous substances, as defined in the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), as amended, which are or may be encountered at or near the Site in connection with Engineer’s activities under a specific Task Order or this Agreement. 110325 a Pg. 448 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 11 6.11 Indemnification and Mutual Waiver A. Indemnification by Engineer: To the fullest extent permitted by Laws and Regulations, Engineer shall indemnify and hold harmless Owner, and Owner’s officers, directors, members, partners, agents, consultants, and employees from losses, damages, and judgments (including reasonable consultants’ and attorneys’ fees and expenses) arising from Engineer’s negligence in the performance of any services under a Task Order, for infringement of any copyright or patent occurring in connection with or in any way incidental to performance of any services under any Task Order, third-party claims or actions relating to this Agreement, any Task Order, or any Specific Project, provided that any such claim, action, loss, damages, or judgment is attributable to bodily injury, sickness, disease, or death, or to injury to or destruction of tangible property (other than the Work itself), including the loss of use resulting therefrom, but only to the extent caused by any negligent act or omission of Engineer or Engineer’s officers, directors, members, partners, agents, employees, or Consultants. Engineer further agrees to investigate, handle, respond to, provide defense for, and defend the same at its sole expense and agrees to bear all other costs and expenses related thereto. B. Environmental Indemnification: To the fullest extent but only if expressly required by Laws and Regulations, Owner shall indemnify and hold harmless Engineer and its officers, directors, members, partners, agents, and employees from all claims, costs, losses, damages, actions, and judgments (including reasonable consultants’ and attorneys’ fees) caused by, arising out of, relating to, or resulting from a Constituent of Concern at, on, or under any Site, provided that (1) any such claim, cost, loss, damages, action, or judgment is attributable to bodily injury, sickness, disease, or death, or to injury to or destruction of tangible property (other than the Work itself), including the loss of use resulting therefrom, and (2) nothing in this Paragraph shall obligate Owner to indemnify any individual or entity from and against the consequences of that individual's or entity's own negligence or willful misconduct. C. No Defense Obligation: The indemnification commitments in this Agreement do not include a defense obligation by the indemnitor unless such obligation is expressly stated. D. Percentage Share of Negligence: To the fullest extent permitted by Laws and Regulations, a party’s total liability to the other party and anyone claiming by, through, or under the other party for any cost, loss, or damages caused in part by the negligence of the party and in part by the negligence of the other party or any other negligent entity or individual, shall not exceed the percentage share that the party’s negligence bears to the total negligence of Owner, Engineer, and all other negligent entities and individuals. E. Mutual Waiver: To the fullest extent permitted by law, Owner and Engineer waive against each other, and the other’s employees, officers, directors, members, agents, insurers, partners, and consultants, any and all claims for or entitlement to special, incidental, indirect, or consequential damages arising out of, resulting from, or in any way related to this Agreement, any Task Order, or a Specific Project, from any cause or causes. 6.12 Records Retention A. Engineer shall maintain on file in legible form, for a period of five (5) years following completion or termination of its services under each Task Order, all Documents, records (including cost records), and design calculations related to Engineer’s services or pertinent to Engineer’s performance under the Task Order. Upon Owner’s request, Engineer shall provide a copy of any such item to Owner at cost. 110325 a Pg. 449 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 12 6.13 Miscellaneous Provisions A. Notices: Any notice required under this Agreement will be in writing, addressed to the appropriate party at its address on the signature page and given personally, by registered or certified mail postage prepaid, or by a commercial courier service. All notices shall be effective upon the date of receipt. B. Survival: All express representations, waivers, indemnifications, and limitations of liability included in this Agreement will survive its completion or termination for any reason. C. Severability: Any provision or part of the Agreement held to be void or unenforceable under any Laws or Regulations shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon Owner and Engineer, which agree that the Agreement shall be reformed to replace such stricken provision or part thereof with a valid and enforceable provision that comes as close as possible to expressing the intention of the stricken provision. D. Waiver: A party’s non-enforcement of any provision shall not constitute a waiver of that provision, nor shall it affect the enforceability of that provision or of the remainder of this Agreement. E. Accrual of Claims: To the fullest extent permitted by Laws and Regulations, all causes of action arising under a Specific Project shall be deemed to have accrued, and all statutory periods of limitation shall commence, no later than the date of Substantial Completion of such Specific Project. F. Applicability to Task Orders: The terms and conditions set forth in this Agreement apply to each Task Order as if set forth in the Task Order, unless specifically modified. In the event of conflicts between this Agreement and a Task Order, the conflicting provisions of the Task Order shall take precedence for that Task Order. The provisions of this Agreement shall be modified only by a written instrument. Such amendments shall be applicable to all Task Orders issued after the effective date of the amendment if not otherwise set forth in the amendment. G. Exclusivity of Agreement: Engineer shall not to undertake other water treatment plant design, permitting or study, along the Cape Fear River, that could be in substantial conflict with HRW, until substantial completion of the Erwin WTP project. Owner may enter into similar agreements with other professionals for the same or different types of services contemplated hereunder. H. Drug-Free Workplace: During the performance of any Task Order, Engineer agrees to provide a drug-free workplace for its employees; post in conspicuous places, available to employees and applicants for employment, a statement notifying employees that the unlawful manufacture, sale, distribution, dispensation, possession, or use of a controlled substance or any illegal drug is prohibited in the workplace; specify the actions that will be taken against employees for violations of such prohibition; and state in all solicitations or advertisements for employees placed by or on behalf of the firm that the firm maintains a drug-free workplace. For purposes of this section, “drug-free workplace” means a site for the performance of work done in connection with a specific contract award. I. E-Verify: E-Verify is the federal program operated by the United States Department of Homeland Security and other federal agencies, or any successor or equivalent program, used to verify the work authorization of newly hired employees pursuant to federal law. The selected firm shall ensure that it and any sub-consultant performing work: (i) uses E-Verify if required to do so; and (ii) otherwise complies with applicable law. 110325 a Pg. 450 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 13 ARTICLE 7 – DEFINITIONS 7.01 Defined Terms A. Wherever used in this Agreement (including the Exhibits hereto and any Task Order), terms (including the singular and plural forms) printed with initial capital letters have the meanings indicated in the text above, in the exhibits or Task Order, or in the following definitions: 1. Addenda—Written or graphic instruments issued prior to the opening of bids which clarify, correct, or change the bidding requirements or the proposed Construction Contract Documents. 2. Additional Services—Services to be performed for or furnished to Owner by Engineer in accordance with a Task Order, but which are not included in Basic Services for that Task Order. 3. Agreement—This written contract for professional services between Owner and Engineer, including all exhibits identified in Article 8. 4. Application for Payment—The form acceptable to Engineer which is to be used by a Contractor in requesting progress or final payments and which is to be accompanied by such supporting documentation as is required by the Construction Contract. 5. Basic Services—The services to be performed for or furnished to Owner by Engineer in accordance with a specific Task Order, as specified in the Task Order (but not including Additional Services performed or furnished pursuant to an amendment to the specific Task Order). 6. Change Order—A document which is signed by a Contractor and Owner and authorizes an addition, deletion, or revision in the Work or an adjustment in the Construction Contract Price or the Construction Contract Times, or other revision to the Construction Contract, issued on or after the effective date of the Construction Contract. 7. Change Proposal—A written request by a Contractor, duly submitted in compliance with the procedural requirements set forth in the Construction Contract, seeking an adjustment in Construction Contract Price or Construction Contract Times, or both; contesting an initial decision by Engineer concerning the requirements of the Construction Contract Documents or the acceptability of Work under the Construction Contract Documents; challenging a set-off against payments due; or seeking other relief with respect to the terms of the Construction Contract. 8. Constituent of Concern—Asbestos, petroleum, radioactive material, polychlorinated biphenyls (PCBs), hazardous waste, and any substance, product, waste, or other material of any nature whatsoever that is or becomes listed, regulated, or addressed pursuant to (a) the Comprehensive Environmental Response, Compensation and Liability Act, 42 U.S.C. §§9601 et seq. (“CERCLA”); (b) the Hazardous Materials Transportation Act, 49 U.S.C. §§5101 et seq.; (c) the Resource Conservation and Recovery Act, 42 U.S.C. §§6901 et seq. (“RCRA”); (d) the Toxic Substances Control Act, 15 U.S.C. §§2601 et seq.; (e) the Clean Water Act, 33 U.S.C. §§1251 et seq.; (f) the Clean Air Act, 42 U.S.C. §§7401 et seq.; or (g) any other federal, state, or local statute, law, rule, regulation, ordinance, resolution, code, order, or decree regulating, relating to, or imposing liability or standards of conduct concerning, any hazardous, toxic, or dangerous waste, substance, or material. 9. Construction Contract—The entire and integrated written contract between Owner and Contractor concerning the Work. 110325 a Pg. 451 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 14 10. Construction Contract Documents—Those items designated as “Contract Documents” in the Construction Contract, and which together comprise the Construction Contract. 11. Construction Contract Price—The money that Owner has agreed to pay Contractor for completion of the Work in accordance with the Construction Contract Documents. 12. Construction Contract Times—The numbers of days or the dates by which a Contractor shall: (a) achieve milestones, if any, in the Construction Contract; (b) achieve Substantial Completion; and (c) complete the Work. 13. Construction Cost—The cost to Owner of the construction of those portions of an entire Specific Project designed or specified by or for Engineer under this Agreement and the specific Task Order, including construction labor, services, materials, equipment, insurance, and bonding costs, and allowances for contingencies. Construction Cost does not include costs of services of Engineer or other design professionals and consultants; cost of land or rights-of-way, or compensation for damage to property; Owner's costs for legal, accounting, insurance counseling, or auditing services; interest or financing charges incurred in connection with a Specific Project; or the cost of other services to be provided by others to Owner. Construction Cost is one of the items comprising Total Project Costs. 14. Constructor—Any person or entity (not including the Engineer, its employees, agents, representatives, and Consultants), performing or supporting construction activities relating to the Specific Project, including but not limited to Contractors, Subcontractors, Suppliers, Owner’s work forces, utility companies, other contractors, construction managers, testing firms, shippers, and truckers, and their employees, agents, and representatives. 15. Consultants—Individuals or entities having a contract with Engineer to furnish services with respect to a Specific Project as Engineer's independent professional associates, consultants, subcontractors, or vendors. 16. Contractor—The entity or individual with which Owner enters into a Construction Contract. 17. Documents—Data, reports, Drawings, Specifications, Record Drawings, building information models, civil integrated management models, and other deliverables, whether in printed or electronic media format, provided or furnished in appropriate phases by Engineer to Owner pursuant to this Agreement. 18. Drawings—That part of the Construction Contract Documents that graphically shows the scope, extent, and character of the Work to be performed by a Contractor. 19. Effective Date of the Agreement—The date indicated in this Agreement on which it becomes effective; but if no such date is indicated, it means the date on which the Agreement is signed and delivered by the last of the two parties to sign and deliver. 20. Effective Date of the Task Order—The date indicated in the Task Order on which it becomes effective; but if no such date is indicated, it means the date on which the Task Order is signed and delivered by the last of the two parties to sign and deliver. 21. Engineer—The individual or entity named as such in this Agreement. 110325 a Pg. 452 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 15 22. Field Order—A written order issued by Engineer which requires minor changes in the Work but does not change the Construction Contract Price or the Construction Contract Times. 23. Laws and Regulations; Laws or Regulations—Any and all applicable laws, statutes, rules, regulations, ordinances, codes, and orders of any and all governmental bodies, agencies, authorities, and courts having jurisdiction. 24. Owner—The individual or entity with which Engineer has entered into this Agreement and for which Engineer's services are to be performed. Unless indicated otherwise, this is the same individual or entity that will enter into any Construction Contracts concerning Specific Projects. 25. Record Drawings—Drawings depicting the completed Specific Project, or a specific portion of the completed Specific Project, prepared by Engineer as an Additional Service and based solely on Contractor's record copy of all Drawings, Specifications, Addenda, Change Orders, Work Change Directives, Field Orders, and written interpretations and clarifications, as delivered to Engineer and annotated by Contractor to show changes made during construction. 26. Resident Project Representative—The authorized representative, if any, of Engineer assigned to assist Engineer at the Site of a Specific Project during the Construction Phase. As used herein, the term Resident Project Representative or "RPR" includes any assistants or field staff of the RPR. The duties and responsibilities of the RPR will be as set forth in each Task Order. 27. Samples—Physical examples of materials, equipment, or workmanship that are representative of some portion of the Work and that establish the standards by which such portion of the Work will be judged. 28. Shop Drawings—All drawings, diagrams, illustrations, schedules, and other data or information that are specifically prepared or assembled by or for a Contractor and submitted by a Contractor to Engineer to illustrate some portion of the Work. Shop Drawings, whether approved or not, are not Drawings and are not Construction Contract Documents. 29. Site—Lands or areas indicated in the Construction Contract Documents for a Specific Project as being furnished by Owner upon which the Work is to be performed, including rights-of-way and easements, and such other lands furnished by Owner which are designated for use of a Contractor. 30. Specifications—The part of the Construction Contract Documents that consists of written requirements for materials, equipment, systems, standards, and workmanship as applied to the Work, and certain administrative requirements and procedural matters applicable to the Work. 31. Specific Project—The total specific undertaking to be accomplished for Owner by engineers, contractors, and others, including planning, study, design, construction, testing, commissioning, and start-up, and of which the services to be performed or furnished by Engineer under a specific Task Order are a part. 32. Subcontractor—An individual or entity having a direct contract with a Contractor or with any other Subcontractor for the performance of a part of the Work. 33. Substantial Completion—The time at which the Work (or a specified part thereof) has progressed to the point where, in the opinion of Engineer, the Work (or a specified part thereof) is sufficiently complete, in accordance with the Construction Contract Documents, so that the Work (or a specified 110325 a Pg. 453 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 16 part thereof) can be utilized for the purposes for which it is intended. The terms “substantially complete” and “substantially completed” as applied to all or part of the Work refer to Substantial Completion thereof. 34. Supplier—A manufacturer, fabricator, supplier, distributor, materialman, or vendor having a direct contract with a Contractor or with any Subcontractor to furnish materials or equipment to be incorporated in the Work by Contractor or a Subcontractor. 35. Task Order—A document executed by Owner and Engineer, including amendments if any, stating the scope of services, Engineer's compensation, times for performance of services and other relevant information for a Specific Project. 36. Total Project Costs—The total cost of planning, studying, designing, constructing, testing, commissioning, and start-up of the Specific Project, including Construction Cost and all other Specific Project labor, services, materials, equipment, insurance, and bonding costs, allowances for contingencies, the total costs of services of Engineer or other design professionals and consultants, cost of land, rights-of-way, or compensation for damages to properties, or Owner's costs for legal, accounting, insurance counseling, and auditing services, interest and financing charges incurred in connection with the Specific Project, and the cost of other services to be provided by others to Owner. 37. Work—The entire construction or the various separately identifiable parts thereof required to be provided under the Construction Contract Documents for a Specific Project. Work includes and is the result of performing or providing all labor, services, and documentation necessary to produce such construction; furnishing, installing, and incorporating all materials and equipment into such construction; and may include related services such as testing, start-up, and commissioning; all as required by such Construction Contract Documents. 38. Work Change Directive—A written directive to a Contractor issued on or after the effective date of the Construction Contract, signed by Owner and recommended by Engineer, ordering an addition, deletion, or revision in the Work. B. Day: The word “day” means a calendar day of 24 hours measured from midnight to the next midnight. ARTICLE 8 – EXHIBITS AND SPECIAL PROVISIONS 8.01 Suggested Form of Task Order A. The Suggested Form of Task Order is attached as Attachment 1 and shall be used as the basis for preparing a specific Task Order for each Specific Project under this Agreement. 8.02 Exhibits Included: A. Exhibit A, Engineer’s Services for Task Order. Services, tasks, and terms in Exhibit A as included with this Agreement are for reference in preparing the scope of services for specific Task Orders and are contractually binding only to the extent expressly incorporated in a specific Task Order. B. Exhibit B, Owner’s Responsibilities. This Exhibit applies to all Task Orders. 110325 a Pg. 454 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 17 C. Exhibit C, Payments to Engineer for Services and Reimbursable Expenses. The terms of Exhibit C that will be applicable to and govern compensation under a specific Task Order will be determined by the selection of compensation methods made in Paragraph 6, “Payments to Engineer,” of the specific Task Order. D. Exhibit D, Duties, Responsibilities and Limitations of Authority of Resident Project Representative. This Exhibit is not contractually binding except when expressly incorporated in a specific Task Order. E. Exhibit E, Notice of Acceptability of Work. Engineer shall use this Notice of Acceptability of Work form at the conclusion of construction on a Specific Project if (1) the form is expressly incorporated by reference in a specific Task Order, and Engineer’s scope of services in the specific Task Order includes providing such a notice to Owner and Contractor, and (2) the Work is in fact acceptable pursuant to applicable requirements, subject to the terms of the notice. F. Exhibit F, Construction Cost Limit. This Exhibit is contractually binding only with respect to those specific Task Orders that (1) expressly incorporate Exhibit F by reference in the Task Order, Paragraph 2, “Services of Engineer,” and (2) expressly state a specific Construction Cost Limit and contingency for the Specific Project in Paragraph 2, “Services of Engineer,” of the specific Task Order. G. Exhibit G, Insurance. This Exhibit is applicable to all Task Orders. H. Exhibit H, Dispute Resolution. This Exhibit is applicable to all Task Orders. I. Exhibit I, Limitations of Liability. This Exhibit is applicable to all Task Orders. J. Exhibit J, Special Provisions. This Exhibit is applicable to all Task Orders. K. Exhibit K, Amendment to Task Order. Owner and Engineer may use this form during a Specific Project to modify the specific Task Order. 8.03 Total Agreement A. This Agreement (together with the Exhibits included above and any Task Orders signed by Owner and Engineer) constitutes the entire agreement between Owner and Engineer and supersedes all prior written or oral understandings. This Agreement may only be amended, supplemented, modified, or canceled by a written instrument duly executed by both parties. B. An executed Task Order under this Agreement (including any incorporated exhibits or attachments and this Agreement) constitutes the entire agreement between Owner and Engineer with respect to the Specific Project and supersedes all prior written or oral understandings. Such a Task Order may only be amended, supplemented, modified, or canceled by a written instrument duly executed by both parties. Amendments to such a Task Order should be based whenever possible on the format of Exhibit K to this Agreement. 8.04 Designated Representatives A. With the execution of this Agreement, Engineer and Owner shall designate specific individuals to act as Engineer’s and Owner’s representatives with respect to the services to be performed or furnished by Engineer and responsibilities of Owner under this Agreement. Such individuals shall have authority to transmit instructions, receive information, and render decisions relative to this Agreement on behalf of the respective party that the individual represents. Each Task Order shall likewise designate representatives of the two parties with respect to that Task Order. 110325 a Pg. 455 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 18 8.05 Engineer's Certifications A. Engineer certifies that it has not engaged in corrupt, fraudulent, or coercive practices in competing for or in executing the Agreement. For the purposes of this Paragraph 8.05: 1. "corrupt practice" means the offering, giving, receiving, or soliciting of anything of value likely to influence the action of a public official in the selection process or in the Agreement execution; 2. "fraudulent practice" means an intentional misrepresentation of facts made (a) to influence the selection process or the execution of the Agreement to the detriment of Owner, or (b) to deprive Owner of the benefits of free and open competition; 3. "coercive practice" means harming or threatening to harm, directly or indirectly, persons or their property to influence their participation in the selection process or affect the execution of the Agreement. 110325 a Pg. 456 00105429.1 EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 19 IN WITNESS WHEREOF, the parties hereto have executed this Agreement, the Effective Date of which is indicated on Page 1. OWNER: County of Harnett ENGINEER: WSE of North Carolina, PC By: By: Print Name: Matthew Nicol Print Name: Leah Stanton, P.E. Title: Chairman Title: Vice President Date Signed: Date Signed: Engineer License or Firm’s Certificate No. (if required): C-4647 State of: North Carolina Date Signed: Date Signed: Address for Owner’s receipt of notices: Address for Engineer’s receipt of notices: 700 McKinney Parkway 911 Norman Alley Lillington, NC 27546 Conway, SC 29526 DESIGNATED REPRESENTATIVE (Paragraph 8.04): DESIGNATED REPRESENTATIVE (Paragraph 8.04): Thomas Burns Leah Stanton, P.E. Title: Director Title: Vice President Phone Number: 910-893-7575 Phone Number: 843-488-0124 E-Mail Address: tburns@harnett.org E-Mail Address: stanton.leah@wseinc.com 110325 a Pg. 457 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 Task Order In accordance with Paragraph 1.01 of the Agreement Between Owner and Engineer for Professional Services – Task Order Edition, dated [ ] ("Agreement"), Owner and Engineer agree as follows: 1. Background Data a. Effective Date of Task Order: b. Owner: County of Harnett c. Engineer: WSE of North Carolina, PC d. Specific Project (title): Northeast Harnett Regional Water Treatment Plant e. Specific Project (description): Study and Report Phase (Planning, Preparation of Preliminary Engineering Report) 2. Services of Engineer A. The specific services to be provided or furnished by Engineer under this Task Order are as follows: 1. Pre-kickoff Meeting Deliverables. The following items will be developed and provided to the Owner to set up for the Kickoff Meeting. a. Weston & Sampson will provide a preliminary scoping document (e.g. project workbook) that discusses the required segments for the project. This will provide preliminary information on lines of communication, timeline of the project and review steps. b. Weston & Sampson will provide a survey questionnaire that allows the Owner to spell out some of their preferences on particular equipment as well as location contracts (building, power company, etc.) 2. Data Collection/Kickoff a. Conduct a kickoff meeting with the Owner’s staff on site covering the preliminary scoping document. Confirm goals of the project. The following are items that Owner has indicated should be considered in the design: i. Resiliency in Design: Owner would like to have the necessary redundancy and flexibility in key process and building equipment to always maintain reliable service. ii. Expandability: Due to the area’s growth, provide a thoughtful layout that lends itself to expanding for future demands and treatment process needs. iii. Timing between new WTP coming online and having key transmission mains in place to handle flow and how does storage play a part in final solution. iv. Incorporating or expanding on the work done by other consultants (e.g. piloting tests, etc.) into the design options. ATTACHMENT 1 TASK ORDER This is Task Order No. 1 , consisting of 7 pages. 110325 a Pg. 458 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 b. Other items for the kickoff meeting shall be: i. Establish the lines of communication as well as the data required for the project analysis. ii. Identify funding applications or required documents for funding agencies. c. Obtain from the Owner and utility companies available surveys, records, plans, well information, building information, and utility information relative to the treatment plant site, raw water transmission mains, etc. d. Deliverables: i. Owner to provide available record documents. ii. Weston & Sampson will provide minutes from the meeting and update and finalize project workbook. 3. Conduct a Topographic Field Survey a. Specific surveys are as follows. All work will be directed by a North Carolina Professional Land Surveyor and NCBELS requirements. i. Weston & Sampson will conduct a Topographic/Field Survey at the property locations for purposes of securing essential design information. All existing and proposed utilities within the project location will be determined and picked up by the field survey crew. Vertical and horizontal control will be established for use in subsequent construction staking. The vertical and horizontal control survey will be performed by a registered land surveyor in the State of North Carolina. This work includes surveying the river and bank area to aid in identifying best location for the intake. ii. Conduct Environmental Survey: The proposed project location will be investigated for any required wetland and stream delineation. Subsequent delineations will be coordinated with the surveyor(s) so that boundary points are made part of the overall project survey information. iii. Current Asset Inventory: Perform an inventory and evaluation of existing pump station/tank site including all equipment and improvements to the site that have been completed since the last upgrade. iv. Easement Maps: Easement maps and legal descriptions will be prepared that may be associated with or adjacent to the existing property. All private property information will be determined and surveyed in support of mapping. b. Deliverables: i. Survey base map(s) and associated geographic information that provide sufficient information to allow for the design and permitting of the future raw water intake and water treatment plant. 4. Permitting a. Use GIS data to create an environmental constraints map and locate environmental receptors in the vicinity of the proposed work. This includes receptors that are not easily identifiable in the field including but not limited to: Areas of Critical Environmental Concern, wetlands and endangered species and Flood Plains. Resource areas will then be field verified by a trained Professional Wetland Scientist trained in the Army Corp of Engineers and delineation process. This work will include: i. Site walk of entire site boundary and 100’ upstream and downstream from limit of work. ii. Identification of resource areas based on vegetation, soils, and hydrology. 110325 a Pg. 459 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 iii. Flagging and documentation of resource areas including type of wetland, vegetation encountered, soils encountered, and types of hydrology present. iv. Identification of habitat and species documented at each, if necessary. b. Deliverables: i. The field work will be documented with a wetlands memorandum. Included with the memorandum will be the wetland delineation forms for the resource area, which are required for permitting submittals. 5. Geotechnical Evaluation a. Geotechnical work and associated borings will be required for assessing the best location of the water treatment plant, raw water basin or lagoon, and associated structures. Borings will be marked out and overseen by an Engineer. Conduct geotechnical investigations by arranging for a drilling subcontract to advance a predetermined number of borings to a depth of 30 feet or refusal, whichever is shallower. b. Deliverables: i. Prepare recommendations report for earthwork, foundation construction, and other geotechnical related issues related to the ultimate construction of basins on the site. 6. Withdrawal Capacity and Intake Location Study a. A detailed report of the Cape Fear River performed by NCDEQ Division of Water Resources evaluated the withdrawal capacity of the Cape Fear River at various locations. Currently other consultant(s) are working on a report to determine the withdrawal capacity for Owner at the Erwin location. We plan on using this report for the basis of the available water. i. We have reviewed the 2016 Cape Fear River Surface Water Supply Evaluation report and based on the river allotments, we believe that if we remain below 20% of the 7Q10 that a major NCDEQ Environmental Impact Statement will not be required in the permitting process. This effort has not been included in the level of effort. b. The study will include a review of the two existing intakes depending on regional partnerships established, the question of whether to utilize an existing intake during the early phases or to move forward with the construction of an intake structure sized for the ultimate withdrawal and provide pumping as dictated by each building phase. c. Deliverables: i. Provide a draft and final report outlining the review of alternative intake locations and options with final recommendations for withdrawal capacity which will be memorialized. ii. Two meetings are included. One for reviewing the draft results and preliminary locations of the intake which will be performed in workshop fashion. The second is presenting the draft final results and finalizing the locations, which then would be memorialized. 7. Evaluation of Off Stream Storage and Layout Alternatives: a. The construction cost of the reservoir will be impacted by the soils available onsite. Hydraulics and associated energy savings and operations must also be considered. Weston & Sampson will utilize the results from the geotechnical and survey information coupled with anticipated operation of the plant to determine the optimum layout for the off-stream storage as well as overall treatment plant. 110325 a Pg. 460 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 b. Deliverables: i. Memorandum report outlining the alternatives for the capacity, construction options, and location for off-site storage. ii. Two meetings are included. One for reviewing the geotechnical results and preliminary locations of major unit treatment options and associated building(s) which will be in workshop fashion. The second is presenting the draft results and finalizing the locations and recommendations, which then would be memorialized. 8. Alternatives Analysis a. Weston & Sampson will take information from above steps and incorporate into the process alternatives analysis. During the Conceptual Design, the team will consider the treatment processes that may be viable based on the water quality and current and foreseeable regulations in print. Some known concerns with water quality are related to: i. Manganese. ii. PFAS Removal. iii. 1,4 Dioxane. iv. For Onsite Raw Water Reservoir Storage – T&O, Cyanobacteria and Cyanotoxins. b. Deliverables: i. Weston & Sampson will provide a memorandum/report outlining the alternatives that would satisfy water quality and other operational requirements requested by OWNER: ii. Weston & Sampson will provide recommendation on selected location and parcel for the proposed facility. iii. Two meetings are included. One for reviewing the draft results and preliminary treatment operations as draft recommendation which will be in workshop fashion. The second is presenting the final results and finalizing the locations and recommendations, which then would be memorialized. 9. Basis of Design a. Weston & Sampson will develop a building footprint associated with the new treatment plant selected in the previous task. As part of this effort Weston & Sampson will: i. Provide process schematic and hydraulic profile including design parameters for treatment process(es) selected. ii. Review operations/administration building alternatives with the Owner. iii. Develop the facility footprint based on preferred treatment technology. iv. Address Finished Water Storage, Pumping, and Preliminary Hydraulic Analysis including interconnect with existing WTP. v. Address backup power requirements. vi. Provide treatment process equipment selections and residuals handling associated with treatment alternatives recommendations. vii. Develop conceptual site civil plans, including building location, utility improvements (water main, sewer, etc.) grading, drainage, paving, etc. b. Integral with this effort once a location is determined, is the phasing of the project construction and determining what makes sense now to build based on existing demands and what can be phased out for future steps. c. Deliverables: i. Conceptual Design Memorandum to memorialize items listed above. 110325 a Pg. 461 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 10. Preliminary Engineering Report a. Weston & Sampson will prepare a Preliminary Engineering Report (PER). The PER will summarize information from prior tasks and provide high level details of the design. The report will include the following: i. Intake, raw water pumping, and raw water storage. ii. Treatment process selections, sizing, and phasing recommendations. iii. Facility conceptual design layout and details. iv. Engineer’s Opinion of Probable Cost: a Class 4 or 5 AACE cost estimate will be developed for decision making purposes. v. A list of permits that will be required for the design phase including but not limited to: 1. Surface Water Withdrawal Permitting and Coordination with NCDEQ Water Resources, Corps of Engineers, and other required agencies. 2. NCDEQ Public Water Supply. 3. NCDEQ Stormwater/Erosion and Sediment Control. 4. FEMA Flood Zone Evaluation if necessary. 5. Harnett County for rezoning or site related activities. b. Deliverables: i. Draft and Final PER 3. Additional Services N/A 4. Owner's Responsibilities Owner shall have those responsibilities set forth in Article 2 of the Agreement and in Exhibit B, subject to the following: 5. Task Order Schedule In addition to any schedule provisions provided in Exhibit A or elsewhere, the parties shall meet the following schedule: Party Action Schedule Engineer Task Order 1 Deliver Draft PER by May 1, 2026 Deliver Final PER by June 30, 2026 110325 a Pg. 462 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 6 6. Payments to Engineer A. Owner shall pay Engineer for services rendered under this Task Order as follows: Description of Service Amount Basis of Compensation Task Order 1. Study and Report Phase a. Planning, PER $600,000 Lump Sum TOTAL COMPENSATION $600,000 Compensation items and totals based in whole or in part on Hourly Rates or Direct Labor are estimates only. Lump sum amounts and estimated totals included in the breakdown by phases incorporate Engineer’s labor, overhead, profit, reimbursable expenses (if any), and Consultants’ charges, if any. For lump sum items, Engineer may alter the distribution of compensation between individual phases (line items) to be consistent with services actually rendered, but shall not exceed the total lump sum compensation amount unless approved in writing by the Owner. B. The terms of payment are set forth in Article 4 of the Agreement and in the applicable governing provisions of Exhibit C. 7. Other Documents Incorporated by Reference: 8. Terms and Conditions Execution of this Task Order by Owner and Engineer shall make it subject to the terms and conditions of the Agreement (as modified above), which Agreement is incorporated by this reference. Engineer is authorized to begin performance upon its receipt of a copy of this Task Order signed by Owner. 110325 a Pg. 463 00105429.1 Task Order Form EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 7 The Effective Date of this Task Order is [ ]. OWNER: County of Harnett ENGINEER: WSE of North Carolina, PC By: By: Print Name: Matthew Nichol Print Name: Leah Stanton, P.E. Title: Chairman Title: Vice President Engineer License or Firm’s Certificate No. (if required): C-4647 State of: North Carolina DESIGNATED REPRESENTATIVE FOR TASK ORDER: DESIGNATED REPRESENTATIVE FOR TASK ORDER: Name: Thomas Burns Name: Leah Stanton, P.E. Title: Director Title: Vice President Address: 700 McKinney Parkway Lillington, NC 27546 Address: 911 Norman Alley Conway, SC 29526 E-Mail Address: tburns@harnett.org E-Mail Address: stanton.leah@wseinc.com Phone: 910-893-7575 Phone: 843-488-0124 110325 a Pg. 464 00105429.1 Exhibit A – Engineer's Services EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT A, consisting of 3 pages, referenced in and part of the Task Order dated [ ]. Engineer's Services for Task Order PART 1—BASIC SERVICES A1.01 Preliminary Design Phase A. As Basic Services, Engineer shall: 1. Prepare Preliminary Design Phase documents consisting of final design criteria, preliminary drawings, outline specifications, and written descriptions of the Specific Project. 2. In preparing the Preliminary Design Phase documents, use any specific applicable Specific Project Strategies, Technologies, and Techniques authorized by Owner during or following the Study and Report Phase, and include sustainable features, as appropriate, pursuant to Owner’s instructions. 3. Provide necessary field surveys and topographic and utility mapping for Engineer’s design purposes. Comply with the scope of work and procedure for the identification and mapping of existing utilities selected and authorized by Owner pursuant to advice from Engineer. 4. Visit the Site as needed to prepare the Preliminary Design Phase documents. 5. Advise Owner if additional reports, data, information, or services of the types described in Exhibit B are necessary and assist Owner in obtaining such reports, data, information, or services. 6. Continue to assist Owner with Specific Project Strategies, Technologies, and Techniques that Owner has chosen to implement. 7. Based on the information contained in the Preliminary Design Phase documents, prepare a revised opinion of probable Construction Cost, and assist Owner in tabulating the various cost categories which comprise Total Project Costs. 8. Pursuant to the Task Order schedule, furnish the required number of review copies of the Preliminary Design Phase documents, opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables to Owner, and review them with Owner. Within the time established in the Task Order schedule, Owner shall submit to Engineer any comments regarding the furnished items. 9. Pursuant to the Task Order schedule, revise the Preliminary Design Phase documents, opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables in response to Owner’s comments, as appropriate, and furnish to Owner the required number of copies of the revised Preliminary Design Phase documents, revised opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables. 110325 a Pg. 465 00105429.1 Exhibit A – Engineer's Services EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 B. Engineer’s services under the Preliminary Design Phase will be considered complete on the date when Engineer has delivered to Owner the revised Preliminary Design Phase documents, revised opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables. A1.02 Final Design Phase A. As Basic Services, Engineer shall: 1. Prepare final Drawings and Specifications indicating the scope, extent, and character of the Work to be performed and furnished by Contractor. 2. Visit the Site as needed to assist in preparing the final Drawings and Specifications. 3. Provide technical criteria, written descriptions, and design data for Owner’s use in filing applications for permits from or approvals of governmental authorities having jurisdiction to review or approve the final design; assist Owner in consultations with such authorities; and revise the Drawings and Specifications in response to directives from such authorities, as appropriate. 4. Advise Owner of any recommended adjustments to the opinion of probable Construction Cost. 5. After consultation with Owner, include in the Construction Contract Documents any specific protocols for the transmittal of Project-related correspondence, documents, text, data, drawings, information, and graphics, in electronic media or digital format, either directly, or through access to a secure Project website. Any such protocols shall be applicable to transmittals between and among Owner, Engineer, and Contractor during the Construction Phase and Post-Construction Phase, and unless agreed otherwise shall supersede any conflicting protocols previously established for transmittals between Owner and Engineer. 6. Assist Owner in assembling known reports and drawings of Site conditions, and in identifying the technical data contained in such reports and drawings upon which bidders or other prospective contractors may rely. 7. In addition to preparing the final Drawings and Specifications, assemble drafts of other Construction Contract Documents based on specific instructions and contract forms, text, or content received from Owner. 8. Prepare or assemble draft bidding-related documents (or requests for proposals or other construction procurement documents), based on the specific bidding or procurement-related instructions and forms, text, or content received from Owner. 9. Pursuant to the Task Order schedule, furnish for review by Owner, its legal counsel, and other advisors, the required number of copies of the final Drawings and Specifications, assembled drafts of other Construction Contract Documents, the draft bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables, and review them with Owner. Within the time required by the Task Order schedule, Owner shall submit to Engineer any comments regarding the furnished items, and any instructions for revisions. 110325 a Pg. 466 00105429.1 Exhibit A – Engineer's Services EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 10. Pursuant to the Task Order schedule, revise the final Drawings and Specifications, assembled drafts of other Construction Contract Documents, the draft bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables in accordance with comments and instructions from the Owner, as appropriate, and submit the required number of final copies of such documents to Owner after receipt of Owner’s comments and instructions. B. Engineer’s services under the Final Design Phase will be considered complete on the date when Engineer has delivered to Owner the final Drawings and Specifications, other assembled Construction Contract Documents, bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables. PART 2—ADDITIONAL SERVICES A2.01 Additional Services Requiring an Amendment to Task Order A. Advance Written Authorization Required: During performance under a Task Order, Owner may authorize Engineer in writing to furnish or obtain from others Additional Services of the types listed below. Unless expressly indicated above or in the specific Task Order to be included Basic Services, the following services are not included as part of Basic Services and will be paid for by Owner as Additional Services, using the basis of compensation for Additional Services, as indicated in the specific Task Order. 1. Preparation of applications and supporting documents (in addition to those furnished under Basic Services) for private or governmental grants, loans, or advances in connection with the Specific Project; preparation or review of environmental assessments and impact statements; review and evaluation of the effects on the design requirements for the Specific Project of any such statements and documents prepared by others; and assistance in obtaining approvals of authorities having jurisdiction over the anticipated environmental impact of the Specific Project. 2. Services resulting from significant changes in the scope, extent, or character of the portions of the Specific Project designed or specified by Engineer, or the Specific Project’s design requirements, including, but not limited to, changes in size, complexity, Owner’s schedule, and revising previously accepted studies and reports, when such revisions are required by changes in Laws and Regulations enacted subsequent to the Effective Date of the Task Order or are due to any other causes beyond Engineer’s control. 3. Services resulting from Owner’s request to evaluate additional Study and Report Phase alternative solutions beyond those agreed to in Paragraph A1.01.A.1 and 2. 4. Furnishing services of Consultants for other than Basic Services. 110325 a Pg. 467 00105429.1 Exhibit B– Owner's Responsibilities EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT B, consisting of 4 pages, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Owner's Responsibilities Article 2 of the Agreement is amended and supplemented to include the following responsibilities unless expressly stated otherwise in a Task Order. B2.01 Specific Responsibilities A. Owner shall: 1. Provide Engineer with all criteria and full information as to Owner’s requirements for the Specific Project, including design objectives and constraints, space, capacity and performance requirements, flexibility, and expandability, and any budgetary limitations. 2. Give instructions to Engineer regarding Owner’s procurement of construction services (including instructions regarding advertisements for bids, instructions to bidders, and requests for proposals, as applicable), Owner’s construction contract practices and requirements, insurance and bonding requirements, electronic transmittals during construction, and other information necessary for the finalization of Owner’s bidding-related documents (or requests for proposals or other construction procurement documents), and Construction Contract Documents. Furnish copies (or give specific directions requesting Engineer to use copies already in Engineer’s possession) of all design and construction standards, Owner’s standard forms, general conditions (if other than EJCDC® C-700, Standard General Conditions of the Construction Contract, 2013 Edition), supplementary conditions, text, and related documents and content for Engineer to include in the draft bidding-related documents (or requests for proposals or other construction procurement documents), and draft Construction Contract Documents, when applicable. Owner shall have responsibility for the final content of (1) such bidding-related documents (or requests for proposals or other construction procurement documents), and (2) those portions of any Construction Contract other than the design (as set forth in the Drawings, Specifications, or otherwise), and other engineering or technical matters; and Owner may seek the advice of Owner’s legal counsel, risk managers, and insurance advisors with respect to the drafting and content of such documents. 3. Furnish to Engineer any other available information pertinent to the Specific Project including reports and data relative to previous designs, construction, or investigation at or adjacent to the Site. 4. Following Engineer’s assessment of initially-available Specific Project information and data and upon Engineer’s request, obtain, furnish, or otherwise make available (if necessary through title searches, or retention of specialists or consultants) such additional Project-related information and data as is reasonably required to enable Engineer to complete its Basic and Additional Services. Such additional information or data would generally include the following: a. Property descriptions. b. Zoning, deed, and other land use restrictions. 110325 a Pg. 468 00105429.1 Exhibit B– Owner's Responsibilities EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 c. Utility and topographic mapping and surveys. d. Property, boundary, easement, right-of-way, and other special surveys or data, including establishing relevant reference points. e. Explorations and tests of subsurface conditions at or adjacent to the Site; geotechnical reports and investigations; drawings of physical conditions relating to existing surface or subsurface structures at the Site; hydrographic surveys, laboratory tests and inspections of samples, materials, and equipment; with appropriate professional interpretation of such information or data. f. Environmental assessments, audits, investigations, and impact statements, and other relevant environmental, historical, or cultural studies relevant to the Specific Project, the Site, and adjacent areas. g. Data or consultations as required for the Project but not otherwise identified in this Agreement. 5. Arrange for safe access to and make all provisions for Engineer to enter upon public and private property as required for Engineer to perform services under the Agreement. 6. Recognizing and acknowledging that Engineer's services and expertise do not include the following services, provide, as required for the Project: a. Accounting, bond and financial advisory (including, if applicable, “municipal advisor” services as described in Section 975 of the Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) and the municipal advisor registration rules issued by the Securities and Exchange Commission), independent cost estimating, and insurance counseling services. b. Legal services with regard to issues pertaining to the Project as Owner requires, Contractor raises, or Engineer reasonably requests. c. Such auditing services as Owner requires to ascertain how or for what purpose Contractor has used the money paid. 7. Provide the services of an independent testing laboratory to perform all inspections, tests, and approvals of samples, materials, and equipment required by the Construction Contract Documents (other than those required to be furnished or arranged by Contractor), or to evaluate the performance of materials, equipment, and facilities of Owner, prior to their incorporation into the Work with appropriate professional interpretation thereof. Provide Engineer with the findings and reports generated by testing laboratories, including findings and reports obtained from or through Contractor. 8. Advise Engineer of the identity and scope of services of any independent consultants employed by Owner to perform or furnish services in regard to the Project, including, but not limited to, cost estimating, project peer review, value engineering, and constructability review. 9. Inform Engineer in writing of any specific requirements of safety or security programs that are applicable to Engineer, as a visitor to the Site. 110325 a Pg. 469 00105429.1 Exhibit B– Owner's Responsibilities EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 10. Examine all alternative solutions, studies, reports, sketches, Drawings, Specifications, proposals, and other documents presented by Engineer (including obtaining advice of an attorney, risk manager, insurance counselor, financial/municipal advisor, and other advisors or consultants as Owner deems appropriate with respect to such examination) and render in writing timely decisions pertaining thereto. 11. Inform Engineer regarding any need for assistance in evaluating the possible use of Project Strategies, Technologies, and Techniques, as defined in Exhibit A. 12. Advise Engineer as to whether Engineer’s assistance is requested in identifying opportunities for enhancing the sustainability of the Project. 13. Authorize Engineer to provide Additional Services as set forth in Part 2 of Exhibit A of the Agreement, as required. 110325 a Pg. 470 00105429.1 Exhibit C – Payments to Engineer for Services and Reimbursable Expenses EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT C, consisting of 5 pages, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Payments to Engineer for Services and Reimbursable Expenses Article 2 of the Agreement is amended and supplemented to include the following agreement of the parties: ARTICLE 2 – OWNER'S RESPONSIBILITIES C2.01 Basis of Compensation A. The bases of compensation (compensation methods) for Basic Services (including if applicable the bases of compensation for individual phases of Basic Services) and for Additional Services shall be identified in each specific Task Order (see Suggested Form of Task Order, Paragraph 6). Owner shall pay Engineer for services in accordance with the applicable basis of compensation. B. The three following bases of compensation are used for services under the Task Orders, as identified in each specific Task Order: 1. Lump Sum (plus any expenses expressly eligible for reimbursement) 2. Standard Hourly Rates (plus any expenses expressly eligible for reimbursement) C2.02 Explanation of Compensation Methods A. Lump Sum 1. Owner shall pay Engineer a Lump Sum amount for the specified category of services. 2. The Lump Sum will include compensation for Engineer's services and services of Consultants, if any. The Lump Sum constitutes full and complete compensation for Engineer’s services in the specified category, including labor costs, overhead, profit, expenses (other than those expenses expressly eligible for reimbursement, if any), and Consultant charges. 3. In addition to the Lump Sum, Engineer is also entitled to reimbursement from Owner for the following expenses reasonably and necessarily incurred by Engineer in connection with the performing or furnishing of the services in the specified category (see Appendix 1 for rates or charges): None. 4. The portion of the Lump Sum amount billed for Engineer's services will be based upon Engineer's estimate of the proportion of the total services actually completed during the billing period to the Lump Sum. B. Standard Hourly Rates 110325 a Pg. 471 00105429.1 Exhibit C – Payments to Engineer for Services and Reimbursable Expenses EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 1. For the specified category of services, the Owner shall pay Engineer an amount equal to the cumulative hours charged to the Specific Project by each class of Engineer's employees times Standard Hourly Rates for each applicable billing class. Under this method, Engineer shall also be entitled to reimbursement from Owner for the expenses identified in Paragraph C2.03 below, and Appendix 1. 2. Standard Hourly Rates include salaries and wages paid to personnel in each billing class plus the cost of customary and statutory benefits, general and administrative overhead, non-project operating costs, and operating margin or profit. 3. Engineer's Reimbursable Expenses Schedule and Standard Hourly Rates are attached to this Exhibit as Appendices 1 and 2. 4. The total estimated compensation for the specified category of services shall be stated in the Task Order. This total estimated compensation will incorporate all labor at Standard Hourly Rates, and reimbursable expenses (including Consultants' charges, if any). 5. The amounts billed will be based on the cumulative hours charged to the specified category of services on the Specific Project during the billing period by each class of Engineer's employees times Standard Hourly Rates for each applicable billing class, plus reimbursable expenses (including Consultant's charges, if any). 6. The Standard Hourly Rates and Reimbursable Expenses Schedule shall be adjusted annually (as of January) to reflect equitable changes in the compensation payable to Engineer. C2.03 Reimbursable Expenses A. Under the Lump Sum method basis of compensation to Engineer, unless expressly indicated otherwise the Lump Sum amount includes the following categories of expenses: transportation (including mileage), lodging, and subsistence incidental thereto; providing and maintaining field office facilities including furnishings and utilities; toll telephone calls, mobile phone services, and courier charges; reproduction of reports, Drawings, Specifications, bidding-related or other procurement documents, Construction Contract Documents, and similar Specific Project-related items; and Consultant charges. These expenses are not reimbursable under the Lump Sum method, unless expressly indicated otherwise in C2.02.A.3 above. B. Expenses eligible for reimbursement under the Standard Hourly Rate method of compensation include the following expenses reasonably and necessarily incurred by Engineer in connection with the performing or furnishing of Basic and Additional Services for the Task Order: transportation (including mileage), lodging, and subsistence incidental thereto; providing and maintaining field office facilities including furnishings and utilities; toll telephone calls, mobile phone services, and courier services; reproduction of reports, Drawings, Specifications, bidding-related or other procurement documents, Construction Contract Documents, and similar Specific Project-related items; Consultant charges; and any other expenses identified in Appendix 1. C. Reimbursable expenses reasonably and necessarily incurred in connection with services provided under the Standard Hourly Rate method shall be paid at the rates set forth in Appendix 1, Reimbursable Expenses Schedule, subject to the factors set forth below. 110325 a Pg. 472 00105429.1 Exhibit C – Payments to Engineer for Services and Reimbursable Expenses EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 D. The amounts payable to Engineer for reimbursable expenses will be the Project-specific internal expenses actually incurred or allocated by Engineer, plus all invoiced external reimbursable expenses allocable to the Specific Project, the latter multiplied by a factor of 1.15. E. The external reimbursable expenses and Consultants’ factors include Engineer’s overhead and profit associated with Engineer’s responsibility for the administration of such services and costs. C2.04 Other Provisions Concerning Payment A. Extended Contract Times: Should the Contract Times to complete the Work be extended beyond the period stated in the Task Order, payment for Engineer's services shall be continued based on the Standard Hourly Rates Method of Payment. B. Estimated Compensation Amounts 1. Engineer's estimate of the amounts that will become payable for services are only estimates for planning purposes, are not binding on the parties, and are not the minimum or maximum amounts payable to Engineer under the Agreement. 2. When estimated compensation amounts have been stated in a Task Order and it subsequently becomes apparent to Engineer that a compensation amount thus estimated will be exceeded, Engineer shall give Owner written notice thereof. Promptly thereafter Owner and Engineer shall review the matter of services remaining to be performed and compensation for such services. Owner shall either agree to such compensation exceeding said estimated amount or Owner and Engineer shall agree to a reduction in the remaining services to be rendered by Engineer so that total compensation for such services will not exceed said estimated amount when such services are completed. If Engineer exceeds the estimated amount before Owner and Engineer have agreed to an increase in the compensation due Engineer or a reduction in the remaining services, the Engineer shall give written notice thereof to Owner and shall be paid for all services rendered thereafter. 110325 a Pg. 473 00105429.1 Exhibit C - Appendix 1 – Reimbursable Expenses Schedule EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is Appendix 1 to EXHIBIT C, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition, dated [ ]. Reimbursable Expenses Schedule Expenses eligible for reimbursement are subject to review and adjustment per Exhibit C. Rates and charges for reimbursable expenses as of the date of the Agreement are: Mileage (auto) IRS reimbursement rate /mile 110325 a Pg. 474 00105429.1 Exhibit C – Appendix 2 – Standard Hourly Rates Schedule EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is Appendix 2 to EXHIBIT C, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Standard Hourly Rates Schedule The following standard hourly rates are subject to review and adjustment per Exhibit C. Hourly rates for services as of the Effective Date of the Task Order are: EMPLOYEE TITLE 2025 BILLING RATE Principal In Charge - VP $350.00 Senior Technical Specialist $231.00 Senior Project Administrator $188.00 Project Manager 1 $169.00 Front Desk Coordinator $95.00 Senior Resident Representative $152.00 Senior Designer $196.00 Resident Representative $108.00 Senior Structural Engineer $320.00 Project Manager 1 $187.00 Senior Resident Representative $150.00 Senior Civil Designer $141.00 Senior Project Manager $257.00 Technical Project Coordinator $128.00 Principal Engineer $328.00 Senior Project Engineer $169.00 Senior Technical Leader $290.00 Senior Process Engineer $190.00 Engineer 3 $140.00 Could be subject to annual increase January 1, 2026 110325 a Pg. 475 00105429.1 Exhibit G - Insurance EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT G, consisting of 2 pages, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Insurance Paragraph 6.05 of the Agreement is amended and supplemented to include the following agreement of the parties. G6.05 Insurance A. The limits of liability for the insurance required by Paragraphs 6.05.A and 6.05.B of the Agreement are as follows, unless and except as expressly modified by a specific Task Order: 1. By Engineer: a. Workers' Compensation: Statutory b. Employer's Liability – 1) Bodily injury, each accident: $500,000 2) Bodily injury by disease, each employee: $500,000 3) Bodily injury/disease, aggregate: $500,000 c. General Liability – 1) Each Occurrence (Bodily Injury and Property Damage): $1,000,000 2) General Aggregate: $2,000,000 d. Excess or Umbrella Liability – 1) Each Occurrence: $8,000,000 2) General Aggregate: $8,000,000 e. Automobile Liability – Combined Single Limit (Bodily Injury and Property Damage): $1,000,000 f. Professional Liability – 1) Each Claim Made: $2,000,000 2) Annual Aggregate: $2,000,000 2. By Owner: a. Workers' Compensation: Statutory 110325 a Pg. 476 00105429.1 Exhibit G - Insurance EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 b. Owner is insured through the North Carolina Association of County Commissioners Risk Management Pools in relation to Liability and Property Insurance and will extend coverage to Engineer for Employer’s General Liability through the appropriate documentation from the Pool. B. Additional Insureds: 1. Engineer shall be listed on Owner's general liability policies of insurance as additional insureds. During the term of each Task Order the Engineer shall notify Owner of any other Consultant to be listed as an additional insured on Owner’s general liability policies of insurance. 2. Engineer shall be listed on the Owner’s general liability policies of insurance as additional insureds. During the term of each Task Order the Engineer shall notify Owner of any other Consultant to be listed as an additional insured on Owner’s general liability policies of insurance. 3. Engineer shall name Owner as an additional insured on all policies of insurance specified above, except workers’ compensation, and Contractor shall provide Owner with certificate of such insurance that shall contain the provision that Owner is an additional insured and that Owner will be given thirty (30) days written notice of any intent to amend or terminate said policy by either the insured or the insuring company. However, a ten (10) day notice is sufficient for cancellation by the insuring company due to non-payment of premium 110325 a Pg. 477 00105429.1 Exhibit H – Dispute Resolution EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT H, consisting of 1 page, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Dispute Resolution Paragraph 6.09 of the Agreement is supplemented to include the following agreement of the parties: H6.09 Dispute Resolution A. Mediation: Owner and Engineer agree that they shall first submit any and all unsettled claims, counterclaims, disputes, and other matters in question between them arising out of or relating to this Agreement, including any Task Order, or the breach thereof ("Disputes") to mediation. Owner and Engineer agree to participate in the mediation process in good faith. The process shall be completed within 120 days. If such mediation is unsuccessful in resolving a Dispute, then (1) the parties may mutually agree to a dispute resolution method of their choice, or (2) either party may seek to have the Dispute resolved by a court of competent jurisdiction in Harnett County, North Carolina. 110325 a Pg. 478 00105429.1 Exhibit I – Limitations of Liability EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT I, consisting of 1 page, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Limitations of Liability Paragraph 6.11 of the Agreement is supplemented to include the following agreement of the parties: None. I6.11.A Limitation of Engineer's Liability 110325 a Pg. 479 00105429.1 Exhibit J – Special Provisions EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT J, consisting of 1 page, referenced in and part of the Agreement between Owner and Engineer for Professional Services dated [ ]. Special Provisions Paragraph(s) of the Agreement is/are amended to include the following agreement(s) of the parties: N/A 110325 a Pg. 480 00105429.1 Exhibit K – Amendment to Task Order EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT K, consisting of 2 pages, referenced in and part of the Agreement between Owner and Engineer for Professional Services – Task Order Edition dated [ ]. Amendment To Task Order No. _________ 1. Background Data: a. Effective Date of Task Order: b. Owner: c. Engineer: d. Specific Project: 2. Description of Modifications a. Engineer shall perform the following Additional Services: [ ] b. The Scope of Services currently authorized to be performed by Engineer in accordance with the Task Order and previous amendments, if any, is modified as follows: [ ] c. The responsibilities of Owner with respect to the Task Order are modified as follows: [ ] d. For the Additional Services or the modifications to services set forth above, Owner shall pay Engineer the following additional or modified compensation: [ ] e. The schedule for rendering services under this Task Order is modified as follows: [ ] f. Other portions of the Task Order (including previous amendments, if any) are modified as follows: [ ] 3. Task Order Summary (Reference only) a. Original Task Order amount: $[ ] b. Net change for prior amendments: $[ ] c. This amendment amount: $[ ] d. Adjusted Task Order amount: $[ ] The foregoing Task Order Summary is for reference only and does not alter the terms of the Task Order, including those set forth in Exhibit C. Owner and Engineer hereby agree to modify the above-referenced Task Order as set forth in this Amendment. All provisions of the Agreement and Task Order not modified by this or previous Amendments remain in effect. The Effective Date of this Amendment is . 110325 a Pg. 481 00105429.1 Exhibit K – Amendment to Task Order EJCDC® E-505, Agreement Between Owner and Engineer for Professional Services – Task Order Edition. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 OWNER: County of Harnett ENGINEER: WSE of North Carolina, PC By: By: Title: Chairman Title: Vice President Date Signed: Date Signed: 110325 a Pg. 482